Abstract:
The main objective of this study is to assess the influence of motivation on employees’ job performance in government organizations in Tanzania. The specific objectives are to identify different methods used to motivate employees at University of Dar es Salaam, to assess the relationship between motivation and employee’ performance at UDSM, to find out reasons for different motivational methods at the UDSM and to examine how these discrepancies can be eliminated. The study used a case study design whereby a total of 60 employees were involved in it. The study employed interviews to key selected heads of directorates, schools and collages (who were chosen purposively to generate the in depth required information), questionnaires to support staff (these were randomly selected to avoid biasness).
The study findings show that all group of respondents had enough knowledge on the role of motivation in improving job performance and organizational productivity. The findings show that motivated employees perform better than non-motivated employees. Also, the findings show that lack of own source of fund contribute much to unequal provision of motivational incentives to employees. The directorates, schools and colleges which have alternative source of income do provide consistent motivational incentives to their employees and the rate of labor turnover is not regularly reported as compared to those with no motivation incentives.
The study recommends that, for effective motivation of its employees and realization of their objectives and goals, management should revisit motivational policies and remove double standards. It is also recommended that the organization reduce dependence from the government and let it establish its own sources of fund that will be used to motivate employees. Furthermore, the organization should use other means of motivation instead of depending much on monetary motivation. The suggested use of family bonanza and get together parties, letters of appreciation and acknowledging contributions from the employees could be other motivational drivers.
