MZUMBE UNIVERSITY
WORK STATUS : GROUP ASSIGNMENT (GROUP 4)
CLASS : MASTER OF BUSINESS ADMINISTRATION IN CORPORATE MANAGEMENT
SUBJECT NAME : ORGANIZATION BEHAVIOR AND HRM
SUBJECT CODE : BUS 5012
LECTURER NAME : DR. MTEY
S/N NAME REG NUMBER
1 ALOYCE FRANCIS KWAYU 31410015/T.22
2 SEKIRITO AZZA KARIA 31410188/T.22
3 BRENDA CHARLES NGOWI 31410132/T.22
4 RUKKAIYA ABDALLAH ZAKARIA 31410076/T.22
5 AIKANDE GODBLESS MUSHI 31410107/T.22
6 MOHAMEDI MNZAVA 31410038/T.22
7 TASLEEMA AWADHI MUSHI 31410101/T.22
8 SOPHIA MWENYEHERI ONGA 31410119/T.22
9 AMBROSE IBRAHIM MWASHALA 31410130/T.22
10 MIRAJI KESSI SALIM 31410134/T.22
QUESTION:
AZAM limited production manager is concerned about the low output levels of his employees. The articles that he
has read on job performance frequently mention four variables as being important to job performance: (1) skills
required for the job, (2) rewards, (3) motivation, and (4) satisfaction. In several of the articles it was also indicated
that only if the rewards were (attractive) to the recipients did motivation, satisfaction, and job performance increase,
not otherwise. Given this situation:
a) Define the problem.
b) Create a diagram (conceptual framework) that illustrates the variables.
Develop at least five hypotheses.
(a) Defining Problem
The Production manager at Azam Limited is facing the challenge of flow employee output level.
This issue raises concern about job performance and the manager seeks to understand the
underlying factors contributing to this problem. The relevant literature on job performance
highlights critical variables, which are skills required for job, rewards, motivation, and
satisfaction. An important insight from the literature is that motivation and satisfaction and job
performance tend to increase only when the rewards are perceived as attractive by the
employees. This observation led us to consider the applicability of the expectancy theory in
understanding the problem (Feather, 2021).
As per the expectancy theory possessed, the employee motivation and performance are
influenced by their belief that their effort will lead to desirable rewards and that these rewards
are valuable to them. Therefore, in this context, the problem can be defined (Kuhl, 2021). As
they need to investigate whether the low employee output levels are associated with the lack of
alignment between the skills required for the job, the reward offered employees, motivation, and
their satisfaction. Specifically, we need to determine if the rewards are not perceived as
attractive, thereby affecting motivation, satisfaction, and ultimately job performance.
(b) Conceptual Framework
INDEPENDENT VARIIABLES MODERATING VARIABLES DEPENDENT VARIABLES
MOTIVATION
SKILLS
Communication Skills
Technical Skills
SATISFACTION
Problem Solving Skills
Teamwork
JOB PERFORMANCE
REWARDS High Productivity
Monetary Rewards Competitive Advantage
Non-Monetary rewards Employee Retention
Innovation
Creativity
Figure 1.0 Conceptual Framework
The conceptual framework for this study involved formatting variables which are skills required
for the job, rewards, motivation, and satisfaction. These variables are interconnected with the
rewards acting as a mediator. Skills required for the job represent the independent variable, while
reward, motivation and satisfaction are considered dependent variables.
Skills required for the job are the foundational skills and competencies necessary for employees
to perform their tasks effectively. Rewards encompass both tangible and intangible benefits
offered to employees in exchange for their work, such as salary, bonuses, recognition, and job
security. Motivation refers to the drive and willingness of employees to put forth effort in their
work influenced by the belief that the effort will lead to desirable rewards. Satisfaction reflects
the overall contentment and fulfillment employees derive from their work and the rewards
received.
These variables are interconnected in a sense that skills required for the job influence, motivation
and satisfaction and reward play a pivotal role as they mediate this relationship. When rewards
are recognized as appealing, they increase motivation and satisfaction, afterward steering to
improved job performance.
(c) Hypotheses
H1. There is a positive link between the skills required for the job and employee
motivation.
H2. Rewards moderate correlation between sills and employee satisfaction.
H3. Rewards positively affect employee motivation.
H4. Employee satisfaction have a significant influence on job performance.
H5. Employee motivation have positive link to job performance.
References
Feather, N. T. (2021). Expectancy-value approaches: Present status and future directions.
Expectations and actions, 395-420.
Kuhl, J. (2021). The expectancy-value approach within the theory of social motivation:
Elaborations, extensions, critique. Expectations and actions, 125-160.
