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The Effects of Employee Motivation on Work Performance at
Lushoto District Hospital from Tanga Region, Tanzania
Christine E. Macha
The Institute of Judicial Administration (IJA) Lushoto P. O. Box 20, Lushoto
DOI: https://dx.doi.org/10.47772/IJRISS.2025.91100111
Received: 13 November 2025; Accepted: 23 November 2025; Published: 02 December 2025
ABSTRACT
This study was intended to assess the effects of the employee motivation on work performance at Lushoto
District Hospital.The study findings showed that there were poor work performance which caused by poor
employee motivation at the study area. The qualitative and quantitative researches were used and the study
adopted the cross-sectional research design.The tools of data collection were questionnaires, interviews,
observation and documentary analysis. These tools and methods enabled the study to get enough and useful
information about the work. The study applied both purposive and random sampling in selecting sample from
population. The sample size used during the data collection was 88 from respondents.The Statistical Package for
Social Science (SPSS Version 21) was used to analyze the data.The study concludes that there was a poor work
performance caused by the poor employee motivation at the study. Hence, the study recommends that the hospital
management should ensure the employee motivation is well implemented as stipulated by the government policy,
rules and regulations in order to increase the work performance at the study area.
Keywords: Motivation, Motivation Packages, Incentives, Work Performance and Employees
INTRODUCTION
The word motivation is derived from the Spanish word ‘movere’ which means to move. The term motivation
generally has been described and defined by many scholars. Mwembezi et al., (2022)“ the motivation as the
forces that energizes, direct and sustain behaviour. The motivation is the set of processes that arouse, direct, and
maintain human behaviour towards attaining some goal. The motivation is an individual’s degree of willingness
to exert and maintain an effort towards organizational goals (Ojeleye, 2017). The presence of motivation factors
in the work place influences employee’s job performance and productivity Mdope, 2025).
Employees' Work Performance
The work performance has an outcome of actions with the skills of employees who perform in some situation
(Mwembezi et al., (2022) “employee’s work performance has been defined in terms of quantity and quality
expected from each employee while Mwembezi & Lusanjala (2022) describe employees' work performance as
a mutual result of effort, ability, and perception of tasks. The performance is an ability to work to achieve goals
optimally with less sacrifice than the results obtained (Mbambe, 2021).The performance appraisal is done by
comparing employee work results to job standards. If the results meet or exceed the standard, performance is
considered good, while if not, performance is categorized as low. The performance reflects the achievement of
programs or policies in realizing organizational goals (Mwembezi et al., (2022).
A good performance is a step towards the achievement of organizational goal. Mbambe (2021) viewed
performance as a combination of several variables, such as motivation, ability, working conditions and
expectations. Employee’s performance involves factors such as quality, quantity and effectiveness of work as
well as the behaviour an employee’s shows in the workplace (Mbambe, 2025). The organization has a control
over setting these expectations and monitoring them regularly. The employee performance relates to how well
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workers can conduct their required job duties. Evaluating performance is an easy way to pinpoint the need for
additional training and mentoring to improve one’s workforce (Mdope, 2025).
The performance as the achievement of the organization in relation to the setting of goals. It includes outcomes
achieved or accomplished through contribution of individuals or teams to the organizational strategic goals. The
performance as the result of work, both in quality and quantity, achieved by an employee in carrying out duties
according to his responsibilities (Mbambe, 2021). For performance to remain consistent, it is necessary to
identify the factors that influence it, these are work motivation, discipline, and work environment. The
performance has two aspects which refers to the ability of an individual to perform an activity that contributes
to the institution where the individual works and the other aspect is contextual performance which is not related
to its technical contribution to the organization but usually it must support the organizational environment, social
and psychological (Seif,2022). The Performance indicators include several aspects, like work quality, which
reflects the toughness and relevance of results without ignoring the volume of work. The performance of
employee is a very crucial factor in the overall success of the organization in achieving its objectives (Mbambe,
2021).
The employee’s work performance involves factors such as quality, quantity and effectiveness of work as well
as the behaviour employees show in the workplace (Seif, 2022). The Employee performance relates to how well
workers can conduct their required job duties. Employee performance is a function of effort, aptitude and task
perception. An individual's motivation, aptitude, and involvement opportunities affect his/her performance levels
(Armstrong, 2016). Armstrong argues that aptitude and motivation both affect performance. Despite the fact that
there are many elements that affect an employee's performance, the workplace environment has a significant
effect on his/her inspiration (Kishiwa (2017).
The Relationship Between Motivation and Individual Performance
An individual performance is generally determined by three things: motivation, which is the desire to do the job;
ability and capability to do the job; and the work environment that are tools, materials, and information needed
to do the job. If an employee lacks ability, training for such employee is necessary or she may be replaced by a
more competent employee. The environment problem can be adjusted so as to promote higher performance.
Motivating employees should necessarily lead to performance because without its organization may experiences
inefficiencies (Mdope, 2025).
Mdope (2025) emphasized on the importance of linking people –management practices and organizational
performances as a means to motivate employees. These experts insist on formulating human resources and policy
practices that result in high performance and not affecting the bottom line. Kishiwa (2017) identified seven
critical people-management policies likely to motivate employees. These policies include: emphasis on
employment security, recruiting the right personnel, extensive use of self-managed teams and decentralization,
high wages solidly linked to organizational performance, spending on training, reducing status differentials and
sharing information.
However, the way an individual behaves at work place can be looked at the abilities, experiences, goals and
value, energy and expected rewards. An individual who has necessary abilities and experiences as well as goals
similar to those an organization has, is ready to work wholeheartedly by exerting his/her energy if the rewards
are attractive, hence through abilities the future of an individual performances can be predicted (Kishiwa (2017).
Furthermore, employees’ motivation alone cannot result in work performances. The performance is expected
to increase with experience while knowledge, skills and practices remain relevant to the job. Expected rewards
on the other hand offered by organizations can induce employees to work hard. The rewards may be extrinsic or
intrinsic. Extrinsic rewards include those tangible rewards that attract most of the workforce in workplace. These
are wages, salaries, bonuses, commission payments, working conditions, transport facilities, and pension (Mdope
(2025).
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MATERIALS AND METHODS
Introduction
This part describes the research methodology adopted in the study and presents the following sections: research
approach, research design, study areas and justifications of its selection, study populations, sampling procedures
research methods, data analysis procedures, ethical consideration, validity and reliability.
Research Approach
This study employed a mixed research approach; mixed methods research combines qualitative and quantitativ
research methods in different ways with each approach adding something to the understanding of the phenomena
Lushoto District Hospital. The mixed methods offer a better understanding of the research problem than a singl
method. It avoids the dichotomization of social reality in terms of quality and quantity for complementary and
triangulation purposes (Bamberger, 2000).
Research Design
The Cross- Sectional Research Design was used in this study. This design is considered appropriately as it allows
direct observation of the events to be studied and interview of the persons who were involved in the event
(Barley,1994).
Study Area Selection
The study was done at Lushoto District Hospital. Lushoto District Hospital is located in the North-East of
Tanzania in Tanga Region Lushoto District is located in Eastern Tanzania within latitudes 4.6840° S to 4° 08’
and longitude 38.3965° E.
Key Geographical Features: Lushoto is part of the Eastern Usambara Mountain Range whose elevation is from
1000 kilometres to 2100 above sea level and covers approximately 75 percent (2,625km) of the entire district,
it is characterized by steep hills, valleys, and diverse ecosystems.
Study Populations
The target population includes all employees at Lushoto District Hospital who made a total of 164 ( URT,2023).
Sampling Frame and Techniques at Study Area
This part presents the sampling frame, sampling techniques and unit of analysis. sampling units and sample size.
Th study employed the simple random sampling, stratified sampling and purposely sampling from the study
areas. Th study used the lower-case Sampling procedures and sample size. In this study used the individual’s
members from Lushoto District Hospital has been used.
Sample size
A sample size is the representation of a certain population to provide reliable information of the population
(Yamane, 1967). A 95% confidence level and p=0.05 will be guided by the study. The formula for calculating
the sample size by using the Precision level Error which is: e = 0.1 and where N is total population and n is the
number of sample size.
The formula n=N/1 +N (e
2
)
=164 /1 +164 (0.1)
2
=99.4 ≈ 100 . n=100 number of the respondents.
Therefore, the sample size were 88 respondents from Lushoto District Hospital.
a
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Figure 1: Categories of Sampling Procedure of Respondents at Study Area
Source: Field Data, 2025.
From the table one, lists of 30 respondents were interviewed from different Sections. The respondents were (1)
DMO (1) DMI (4) Doctors officers, 1 Matron, (6) Nurses, (2) Theatre Officers, (2) Radiologist, Pharmacist (2)
and (2 Social Community officers to make a total of 30 respondents at study area.
Methods of Data Collection
The study used the triangulation approach where by primary and secondary sources of data are examined. The
primary data included: observation, questionnaire, interview and documentary reviews.
Data Analysis
The data analysis involved the key activities such as editing, coding, classification and tabulation. Aims of data
analysis are the formulation of conclusion that can be used in decisions making in future situations (Bailey,
1994). In this study data were analyzed both in quantitatively and qualitatively. In qualitatively context, analysis
was done and later on explanation was done in words to give clear interpretation of the findings. However, in
quantitatively, data were analyzed in numbers and percentages. Data and findings were presented in tabular
tables, and figures.
The Validity and Reliability
The Validity
The validity simply means the accuracy of the measurements (Barley,1994). The research tools was considered
the following: i.Pre-tested before sending to be used in data collection.ii. Construct validity for changing the
tools iii.Triangulation for having more than one tool iv. Content validity for by seeing the questions prepared
reflects to the objectives. The study is intending to test the instruments to see whether they fit to be used in field.
In this proposed study, the validity of the instruments was developed by the researcher and it matched with the
problem of the proposal step by step and was considered objectives and research questions. This is because, the
researcher modified the instruments so that before going to field for data collections, the tools were accurate and
by doing so to make sure errors was minimized during data collection (Adam&Kamuzora,2008).
The Reliability
The reliability is an attribute of consistence of wherein a scale has to give consistent results. The reliability means
dependability in the sense that data obtained by using instrument(s) for various respondents are supposed to yield
the same results (Barley,1994).The reliability entails the consistency of the results at different times and by
1
1
1
4
6
2
2
2
1
2
2
2
1
1
1
1
1
1
2
DMO
Nurse Incharge ( Matron)
Nurses
Radiologists
Pharmacists
Theatre officers
Social Community officers
Accounts and Finance officers
Security officers
Nutrionist officers
INTERVIEWED RESPONDENTS
Series1
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different researchers. The reliability in this study was analyzed into two ways such as internal consistence of
which deals with separation of the observed items and inter-rater reliability which looks about correlation. In
this study, the data collection staff was trained so that the whole process of data collection becomes more precise
and accurate (Adam & Kamuzora, 2008).
RESULTS AND DISCUSSIONS
The Employee Motivation Packages Available at Lushoto District Hospital
On the basis of research objectives, three questions had been advanced in respect to Motivation and employee
performance. The study was conducted to assess how motivation influences employees’ performance such as:
First, to what extent motivation packages are available to employees at Lushoto District Hospital. Second, the
effects of the available motivation packages among the employees at Lushoto District Hospital? Third, the
challenges facing management in implementation of motivation at Lushoto District Hospital.
The Motivation Packages Available at the Study Area
This part addressed the first research question. According to 88 respondents of questionnaire distributed and
interpreted by using the frequencies and percentages they mentioned the most effective motivation packages
available at Lushoto District Hospital as follows:- The respondents who replied that, the motivation packages
available were training opportunities 9(10.2%), promotion were 25(28.4%), working environment were 14(15.5
%), involvement in decision making were 12(13.6%), incentives packages were 15(17.1%) and lastly,
respondents who replied that there were an information and feedback were 13(14.8%) as shown in Table 2 and
Figure 3.
Table 1: The Motivation Packages Available at the Study Area
Motivation Packages
Frequency
Training Opportunities
9
Promotion
25
Working Environment
14
Involvement in decision making
12
Incentives Packages
15
Information and Feedback
13
Total
88
Source: Field Data, 2025.
Figure 3: The Motivation Packages Available at the Study Area
Source: Field Data, 2025.
Training Opportunities
Promotion
Working Environment
Involvement in decision making
Incentives Packages
Information and Feedback
9
25
14
12
15
13
10.2
28.4
15.9
13.6
17.1
14.8
Percent Frequency
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From table two above, respondents who replied that there were opportunity for promotion by 25(28.4%) at the
study area.
The study observed that:
“The promotion and advancement in terms of job position motivate employees to work hard especially when they
know that there is a possibility of being promoted. Higher jobs involve more responsibility and accountability,
although they are challenging, they also tend to improve job performance to employees” (Researcher, August,
2025).
The promotional opportunities affect employee motivation considerably. The desire for promotion is generally
strong among employees as it involves change in job content, pay, responsibility, independence and status among
others. It is no surprise that the employees take promotion as the ultimate achievement in their career and when
it is realized, their feel extremely satisfied (Seif, 2022).
If an organization provides employees with the necessary factors for promotion such as facilities, ability and
skills, then employees will automatically be motivated and satisfied. Promotion and satisfaction have a direct
relationship as Herzberg theory of motivation states what employees demand from their job. The need theory
indicates that there is a need of achievement and need for power over people. People will be more satisfied and
motivated when their needs are fulfilled (Kishiwa,2017).
During the interview, one of the respondents from the management replied that:
“In the interests of developing and maintaining the skills of their work force, Lushoto District Hospital
management developed a training program based on the skills requirement identified in their human resource
plan. The program is funded from the Lushoto District Hospital budget allocation and its aim is to meet both
Lushoto District Hospital capacity requirements and individual employees personal and career development
goal. Training at Lushoto District Hospital is provided in both long and short courses” (Interviewee, August,
2025).
The training play a big role in engaging and motivating employee, as a result one is are enabling them to grow
and the performance will automatically increase and The employee feels better equipped to face customers and
willing to go extra miles for the organization (Seif,2022).
The Incentives Available at Study Area
From the field study, it was also observed that, there was provision of different incentives as motivation packages
to employees at study area, where by the respondents replied by filling questionnaire and were interpreted by
using the frequencies and percentages. The respondents who replied that there were medical allowances were 25
(28.4%), calling allowance were14(15.9%), training assistance were 13(14.8%), rent assistance there were
12(13.1%), there was burial assistance were 11(12.5%) and the respondents who replied that there was transport
assistance were 8 (9.1%) as shown in Table 4 .
Table 2: Incentives Available at Study Area
Provision of Incentive
Frequency
Percent
Calling allowances
25
28.4
Medical Allowance
14
15.9
Training Assistance
13
14.8
Rent Assistance
12
13.1
Burial Assistance
11
12.5
Transport allowance
8
9.1.
Total
88
100.0
Source: Field Data, 2025.
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The study observed that:
“Philosophically, incentives are meant to keep the level of motivating high and even make it higher than the
existing. Incentives are tools used for maintaining and even raising the motivational level so as to ensure a
bigger surpass of targets, be it productive increase targets, quality improvement targets, cost reduction targets,
raw material targets and raw materials conservation targets” (Researcher, August,2025).
Through the interview, one of the doctors replied that:
“The level of performance at any working place is determined by employees. However, there are times when
employees work to the extent of surprising targets. Thus, it is the philosophy of Lushoto District Hospital
Management that motivating employees through incentives will enable them to achieve the desired objectives”
(Interviewee, August, 2025).
From reviews, training plays a big role in engaging and motivating employees, as a result one is enabling them
to grow and specialize his/her employee. Through training, employee performance will automatically increase
as they feel better equipped to deals with their clients (Seif,2022). Kishiwa(2017) states that the offering training
and career development help improve employee career prospects, increase their performance, and at the same
time motivate them to perform better because they are better suited for their day-to-day activities.
In addition to that, 14(15.9%) of questionnaire respondents agreed that, the provision of good working
environment tend to influence their performance, this reflects the arguments of other scholars who noted that,
the work environment affects employees directly or indirectly and significantly impacts their performance
(Kishiwa,2017).
The Non Motivational Predictors on Employee Work Performance at the Study Area
From the field study, the respondents who replied that there were medical organizational culture were 14 (15.9%),
there was workload and staffing levels were 12(13.1%), work environment and conditions were 13(14.8%), good
supervision were 25(28.5%), availability of physical and human resources were 11(12.5%) and career
development and training opportunities were 8 (9.1%) as shown in Table 5.
Table 5: The Non Motivational Predictors on Employees Perfomance
Non Motivational Predictors
Frequency
Percent
Organizational Culture
14
15.9
Workload and Staffing Levels
12
13.1
Work environment and Conditions
13
14.8
Good Supervision
25
28.4
Physical & Human Resources Management
11
12.5
Career Development and Training Opportunities
8
9.1.
Total
88
100.0
Source: Field Data, 2025.
Also, it has been observed through the interview that, presence of good working environment has a great
influence on performance of employee as one of interviewees lamented that:
“Working environment includes a good furniture, ventilation temperature, lighting enough office equipment and
cleanliness. These could make employee be motivated to stay longer in the organization” (Interviewee, August,
2025).
Effect of the Employee Motivation on Work Performance at the Study Area
The presence of motivation packages has the effects to employees’ performance at their working station. From
the field, there were effects of motivation packages at study area where by the number of respondents replied by
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filling questionnaires and interpreted by using the frequencies and percentages. The respondents who replied that
there was the job satisfaction were 14 (15.9%), employee productivity were 17(19.3%), employee
retention/turnover rate was 12(13.6%), absenteeism rate was 11(12.5%), quality-of-service delivery were
9(10.2%). An employees’ engagement was 7(7.9%), an organizational commitment was 9 (10.2%), the group
cohesiveness was 5 (5.6%) and the respondents who replied that there was the presence of loyalty to organization
were 4(4.5%) as shown in Table 6 and Figure 4.
Table 6: The Effect of Employee Motivation at the Study Area
Effect of Motivation
Frequency
Percent
Job Satisfaction
14
15.9
Employee Productivity
17
19.3
Employee Retention / Turnover Rate
12
13.6
Absenteeism Rate
11
12.5
Quality of Service Delivery
9
10.2
Employee Engagement
7
7.9
Organizational Commitment
9
10.2
Group Cohesiveness
5
5.6
Loyalty to Organization
4
4.5
Total
88
100.0
Source: Field Data, 2025.
Figure 4: The Effect of Employee Motivation at the Study Area
Source: Field Data, 2025.
The findings from table no. 6 above revealed that, employee productivity is one of the effects of motivation
package which appeared mostly compared to others by 17(19.3%) from the respondents of questionnaire. The
reasons behind are due to the availability of motivation packages given to employee at the study area these are
training opportunities, good work environment, promotion and recognition. Training opportunity given in long
and short terms equips employee with new skills and knowledge hence enable their complete the task efficiently
and thus leading to higher productivity. In discussion, employees added that, opportunity for training made them
feel valued, confident and engaged hence to increase performance.
From the review, moreover, promotions given to employee show a positive effect as it is perceived to be fair and
transparent with clear criteria which made employee to increase performance. Furthermore, it was added that,
Job Satisfaction
Employee Productivity
Employee Retention / Turnover Rate
Absenteeism Rate
Quality of Service Delivery
Employee Engagement
Organizational Commitment
Training Uptake and Skill Development
Performance Appraisal Scores
14
17
12
11
9
7
9
5
4
15.9
19.3
13.6
12.5
10.2
7.9
10.2
5.6
4.5
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when employee is recognized by the supervisors or management, it boosts his/her morale and greater willingness
to work hard and be innovative hence increase productivity (Kishiwa, 2017).
The Effects on Employees’ Loyalty to the Organizational Objectives
The study asserts that the loyalty of organizational objectives at study area to make sure the employee obey and
follow the laws, regulations and guidelines from the workplace of the organization in order to make sure the,
goals and objectives to be attained.
The study the observed that:
“The presence of good working environment such as the presence of cleanliness, good lighting, good
organizational culture has the effects to employee as it enhances performance through increased morale, and
efficiency” (Researcher, August, 2025).
Through interview, one of the nurses replied that:
“The motivation packages like promotion and rewards that are provided at Lushoto District Hospital has the
effect in the performance of employee as they tends to raise the employees’ morale and commitment to work,
employee feel appreciated for the good work, feel appreciated for the work assigned and lastly, they develop
loyalty to the organization as a result increase job satisfaction hence higher performance” ” (Interviewee,
August, 2025).
The work environment is an important factor that can improve organizational performance and added that the
work environment creates a sense of security, comfort, and satisfaction in completing tasks ( Seif,2022).
CONCLUSION AND RECOMMENDATIONS
Conclusion
This study aimed at looking on how motivations can influence employees` performance in the organizations. The
study revealed that there is poor motivation through several challenges such as: delayed or irregular payments,
inequity in distribution of incentives, poor non-financial motivation, limited career growth opportunities, high
absenteeism and turnover, conflict between employee and employer, lack of fund under work load, inadequate
working conditions and poor communication and feedback.
Recommendations
In view of the research findings and conclusions, the researcher recommends the following: -Lushoto District
Hospital Management should consider introducing the following incentives for the benefits of employees and
their dependents: Loans for (those who can afford) motor vehicles so as to solve the problem of transportation.
The education allowances so as to subsidize employee’s children for costs of their studies. The hospital
management should introduce participative management whereby employees are given opportunities in decision
making process.
In this regard, employees may come up with positive ideas that may be useful inputs in improving performance
and wellbeing of Lushoto Distrct Hospital and government as a whole. Hospital management should make
deliberate efforts to implement career and training policy to her employees. This will enable the employees to
work more efficiently and effectively but also, hospital management will be able to motivate, maintain and attract
new employees.
The hospital management should prepare a clear training programme to her employees both locally and overseas.
The hospital management should train her employees to upgrade their level of education which should be done
basing on Hospital management objectives (Mission and Vision) content of training and the whole issue of
training methods and techniques. On top of that, hospital management can train her employees through seminars,
short courses and the job training.
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The hospital management should approach both government and donors in order to convince them to provide
financial support for training its employees. The hospital management should establish a clear means of
communication both internally and externally. The Hospital management is obliged to enhance all channels of
communication namely vertical, horizontal and diagonal. This will assist the hospital management effectiveness
and maintain a harmonious relationship at work place among employees and management. The effective
communication should be able to clarify on welfare issues performing for employees. When employees are aware
of their rights and unnecessary complaints may be avoided.
The Human resource is the most valuable resource an organization has, it should be better for the Hospital
management to educate its employees on different motivational packages provided therein by designing a sound
motivational scheme. People as the change agent should be motivated so as to enhance performance on
motivation relationship. Though it is not always true that a motivated worker performs higher, it is important for
the Hospital management to consider and adhere to labor laws which require equal treatment of employees at
the workplace.
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