Caroline njambi united states international university africa

Total 
96 
100 
The respondents were also asked to suggest or recommend some other ways of improving 
employee motivation. Twenty seven respondents (28.1%) indicated that appreciation of 
efforts was a way of improving employee motivation. Five respondents (5%) indicated that 
attaching monetary awards to annual appraisal could be practiced as a way of improving 
employee motivation. Four respondents (4.2%) indicated that providing a conducive work 
environment could be practiced as a way of improving employee motivation. Four other 
respondents (4.2%) indicated that involving employees in the organization decision-making 
could be practiced as a way of improving employee motivation. Two respondents (2.1%) 
suggested that the provision of equal job opportunities could be practiced as a way of 

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54 
improving employee motivation. Table 4.20 shows several other suggestions that the 
respondents thought could be practiced as a way of improving employee motivation. 
4.6 Correlation Analysis Results 
 
4.6.1 Correlation of Extrinsic Factors and Employee Motivation 
The table above shows that there exist a correlation between the extrinsic factors and 
employee motivation. Correlation between job enrichment and employee motivation was the 
highest (r=0.638; p<0.01) followed by quality of working environment (r=0.508;p<0.01) and 
the least extrinsic factor was influence by co-workers (r=0.132; p>0.05) 
Table 4.21: Correlation of Extrinsic Factors and Employee Motivation 
Extrinsic Factors 
1 
2 
3 
4 
5 
6 
7 
8 
9 
10 
1.
Employee motivation 
1 
2.
Monetary 
compensation/salary 
0.212
*
1 
3.
The style of leadership
0.391
**
.609
**
1 
4.
Job enrichment
0.638
**
.346
**
.501
**
1 
5.
Effectiveness of 
information
0.348
**
.299
**
.259
*
.489
**
1 
6.
Quality of working 
environment
0.508
**
.162 .342
**
.798
**
.332
**
1 
7.
Employee and 
management relationship 
0.429
**
.414
**
.243
*
.191 
.193 .361
**
1 
8.
Promotion opportunities 
existence 
0.250
*
.517
**
.379
**
.297
**
.327
**
.282
**
.535
**
1 
9.
Influence by co-workers 
0.132 
-.015 
.045 .291
**
.440
**
.282
**
.213
*
.543
**
1 
10.
Nature of job itself 
0.355
**
.155 
.123 
-.003 
.159 .311
**
.687
**
.414
**
.133 
1 
*. Correlation is significant at the 0.05 level (2-tailed). 
**. Correlation is significant at the 0.01 level (2-tailed).