Impact of Motivation on Performances Among Selected Non-Teaching Employees of a Higher Education Institution in Quezon City

Vol.3, No.1A

Abstract

Human capital is unarguably an important element that completes an organization. With proper motivation, employees work towards quality products and services. Motivated employees work with more effort, ultimately improving performance, and the energy invested is sufficient to attain the intended degree of performance. This study focuses on the impact of motivation on performances among selected non-teaching employees of a higher education institution in Quezon City. 

This study is a descriptive quantitative research method that utilized a structured survey questionnaire as its research instrument. The research adviser, statistician, and grammarian validated the survey questionnaire. This study also used a purposive sampling technique. The study's respondents approached thirty (30) non-teaching employees of a higher education institution in Quezon City as its respondents. Questionnaires were hand-delivered to participants of the study and collected after they answered. The researchers analyzed the data using frequency, percentage, rank, weighted mean, Pearson/r, t-test, and Likert scale.

The findings of this study revealed that the highest ranking factor of motivation in terms of incentives is the bonus for referring students/employees (3.23). Salary within or more than the minimum wage (3.27) ranked highest, while in recreational activity, it is the health and wellness program (3.17). In the influence of employee performance on attitude, willingness to accept others' opinions (3.63) ranked highest. In responsibility, accomplishing tasks and responsibility assigned (3.67) is the highest, while for rendered time, it is voluntarily doing tasks, especially if needed (3.30). This study also identified several demotivating factors encountered by non-teaching employees while performing a job that affects their performance. One of those demotivating factors is the lack of flexibility in terms of schedule.

This research concludes that the non-teaching employees "agree" on the factors of motivation implemented in terms of incentives, salary, and recreational activity. They also "strongly agree" that factors influencing employee performance are attitudes, responsibility, and time. Lastly, this study concluded that there is no significant difference between the factors of motivation in terms of incentives, salary, and recreational activities and factors of performance in terms of attitudes, responsibility, and rendered time. The researchers recommend giving employees more incentives, salaries, recreational activities, a pleasant work environment, and a clear schedule to avoid overwork. By doing these things, non-teaching employees of higher education institutions could be motivated to boost their performance.