Iliria International Review 2015/2

 
Table 1:
Sample structure 
Variables 
Frequency 
% 
Valid 
% 
Cumulative 
% 
Gender 
Male 
173 
91.53 
91.53 
91.53 
Female 
16 
8.47 
8.47 
100.00 
Age 
Below 
30 
30 
15.87 
15.87 
15.87 
30-49 
years 
115 
60.85 
60.85 
76.72 
>50 
44 
23.28 
23.28 
100.00 
 
Qualification 
BA 
55 
29.10 
29.10 
29.10 
MA 
129 
68.25 
68.25 
97.35 
PHD 
5 
2.65 
2.65 
100.00 
Managemen
t Level 
Higher 
39 
20.63 
20.63 
20.63 
Middle 
90 
47.62 
47.62 
68.25 
Lower 
60 
31.75 
31.75 
100.00 
N=189 

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The Influence of Motivation on Job Performance Case Study: Managers of Small... 

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Iliria International Review – 2015/2 
© Felix–Verlag, Holzkirchen, Germany and Iliria College, Pristina, Kosovo 
49 
Table-1. Show the demographic factors of the respondents. It is clear 
from the table that most of the respondents are male Managers of small and 
medium enterprises. 61% of the respondents’ age is between 30-49 years. 
Most of the respondents are graduate or more than graduate. 48% of the 
respondents are from Middle level of Management. 
 
Table 2:
Results of correlation between motivation and job performance 
Relationship between managers’ motivation and job performance 
N 
r 
p 
Motivation 
189 
.30 
.000 
Job performance 
189 
** r = 2.98, p < 0.01 (1 tailed)
N=189
The above result (table 2) indicates that there is a significant positive 
relationship between motivation and job performance among managers (r 
(189) = .30, p<0.01).
The implication is that the more motivated managers are, the higher 
their performance is and vice versa. This therefore supports the hypothesis 
that there will be a positive and significant correlation between managers’ 
motivation and their job performance.