The Effects of Motivational Practices on Employee Job Performance: A Case of Ernst & Young A Professional Services Firm in Kenya

Abstract

Motivational practices are among the most important tools of human resource management. Organizations design and employ motivational practices to encourage employees to perform in the most effective and efficient way, in order to achieve the set organizational objectives as well as to attract potential employees. This study sought to establish the effects of motivational practices on employee job performance focusing on Ernst and Young, a professional service firm in Kenya. Specifically it aimed at identifying the motivational practices at EY, the effects of motivational practices on employee job performance and the role of EY management in employee motivation. The study used a descriptive research design. It targeted 273 employees in EY. Probability sampling techniques were applied with a major use of stratified and simple random sampling techniques to come up with a sample of 55 respondents. The study collected primary data using a questionnaire and an interview guide. Pretesting was conducted to establish reliability and validity of the research instruments. Both quantitative and qualitative approaches were applied to process and analyze the data. Statistical Package for Social Sciences (SPSS) Version 17 helped the researcher with data analysis. The analyzed results are presented using tables. The study established that EY had been implementing several motivational practices to motivate employees. Also, it was established that motivational practices enhanced employee job performance. Finally, the study indicated that management was critical for employees’ performance. The study recommends that EY should prioritize the assessment of each employee’s work responsibilities and enhance employees participation. Also, the firm should align organizational goals with the staff work goals and focus on how best their employees can be motivated.