Caroline njambi united states international university africa

 
Figure 4.16: Employee Stress is Associated with Job or Workplace Motivation
4.5.6 Need for Unionization in Organizations is Attributable to Motivation 
Table 4.18 shows the results that were obtained when the respondents were asked to indicate 
whether they thought that the need for unionization in the organization was attributable to 
motivation. Four respondents (4.2%) and 17 respondents (17.7%) indicated that they strongly 
disagreed and disagreed respectively that the need for unionization in the organization was 
attributable to motivation. Twenty-four respondents (25%) indicated that they agreed that the 
need for unionization in the organization was attributable to motivation. Twenty-one 
respondents (21.8%) indicated that they agreed that the need for unionization in the 
organization was attributable to motivation. The rest of the respondents numbering 30 
individuals (31.3%) indicated that they neither agreed nor disagreed that the need for 
unionization in the organization was attributable to motivation. 
Table 4.18: Need For Unionization is Attributable to Motivation 
Levels of Agreement 
Frequency 
Percent 
Strongly Disagree 
4 
4.2 
Disagree 
17 
17.7 
Neither Agree or Disagree 
30 
31.3 
Agree 
24 
25 
Strongly Agree 
21 
21.8 
Total 
96 
100 

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51 
4.5.7 Employee new Skill Acquisition rates is Attributable to Motivation
Figure 4.17 is a representation of the results which were obtained when the respondents were 
asked to indicated new skills acquisition by an employee was attributable to motivation levels. 
Fifteen respondents (15.6%) and 40 respondents (41.6%) indicated that they strongly agreed 
and agreed respectively that new skills acquisition by an employee was attributable to 
motivation levels. Thirty respondents (31.3%) remained noncommittal to this question and 
indicated that they neither agreed nor disagreed that new skills acquisition by an employee 
was attributable to motivation levels. Seven respondents (7.3%) and 4 respondents (4.2%) 
indicated that they disagreed and strongly disagreed respectively that new skills acquisition by 
an employee was attributable to motivation levels.