Factors Influencing Staff Motivation among Employees: A Case Study of Equator Bottlers (Coca Cola) Kenya - Journal of Human Resource and Sustainability Studies

JHRSS > Vol.4 No.2, June 2016

Journal of Human Resource and Sustainability Studies

Volume 4, Issue 2 (June 2016)

ISSN Print: 2328-4862 ISSN Online: 2328-4870

Google-based Impact Factor: 1.09 Citations

Factors Influencing Staff Motivation among Employees: A Case Study of Equator Bottlers (Coca Cola) Kenya ()

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Download as PDF (Size: 336KB) PP. 68-79

DOI: 10.4236/jhrss.2016.42008 12,661 Downloads 24,505 Views Citations

Author(s)

Mary Elector Odukah

Affiliation(s)

Stamford University, Krung Thep Mahanakorn, Thailand.

ABSTRACT

This study sought to analyze: (1) the effect of employee recognition on motivation; (2) the relationship between working conditions and motivation of staff; and (3) the contribution of personal development to motivation of staff. A sample of 278 employees out of 1000 employees was selected for study. Survey questionnaires were used to collect data. The findings showed that employee motivation at Equator bottlers was influenced by employees’ performance recognition, working conditions, training and development. As a result, the study recommended that since employee motivation remained an understudied issue among Kenyan companies; further studies should be conducted with respondents sampled from different industries in order to further understanding particularly how motivation strategies resonated with various organizational cultures in the Kenyan context. Further studies should also include quasi experimental studies in order to advance theoretical understanding of the effect of motivational strategies on employees in Kenya’s organizational cultures.

KEYWORDS

Staff Motivation, Coca Cola, Kenya

Share and Cite:

Odukah, M. (2016) Factors Influencing Staff Motivation among Employees: A Case Study of Equator Bottlers (Coca Cola) Kenya. Journal of Human Resource and Sustainability Studies, 4, 68-79. doi: 10.4236/jhrss.2016.42008.

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