| dc.description.abstract | The purpose of the research was to study the relationship between extrinsic motivation and
employees in UMEME, Masaka Branch. The objectives of the study were to assess the effect of
perceived organizational support, rewards and recognitions, and financial incentives on
employee performance. During the study Motivation hygiene theory, and Maslow’s hierarchy of
need theory respectively were adopted. The study was also guided by a cross-sectional design
adopting quantitative research approach. Initially the sample size of the study was 165 but the
discussion of findings is presented basing on the response rate of 83% respondents who
positively responded to the questionnaires as the only kind of research tool that was employed in
the study. The data collected was coded and entered into the computer for computation and
Statistical Package for Social Scientists was used to run descriptive statistics. Results from
correlation analysis indicated significant positive relationship between perceived organizational
support and employee performance given by Pearson correlation at r=0.741, p>0.01. Also,
findings revealed a significant positive relationship between rewards and recognition and
employee performance given by Pearson correlation at r=0. 702, p>0.01. Equally, findings
produced a significant positive relationship between financial incentives and employee
performance given by Pearson correlation at r=0.758, p>0.01. The result of study confirms that
extrinsic motivation and employee performance are strong antecedent factors for government
parastatals to specific UMEME, Masaka development and employee performance. However, this
research revealed that active extrinsic motivation practices greatly impacts the performance of
employees. It is thus, recommended that the heads of government parastatals in Uganda should
implement extrinsic motivation practices so as to ensure that all the employees are kept
motivated while at work. This is because employees are extrinsically motivated, their
performance levels can always be high, where an employee can as well be in position to work
under minimal supervision | en_US |
