CHAPTER FOUR

DATA ANALYSIS AND PRESENTATION

4.1 INTRODUCTION
In Chapter Four, we explore the gathered data comprehensively, aiming to discern the Effect of
Motivation On Employees Performance: A Case Study Of Tdc Ghana Limited. This chapter
serves as the analytical foundation of our study, providing a platform to examine the Effect Of
Motivation On Employees Performance: A Case Study Of Tdc Ghana Limited. Through data
analysis and interpretation, we endeavor to unravel meaningful insights that will contribute to a
deeper understanding of the dynamics at play in our research domain. This chapter is pivotal in
shedding light on the nuanced interplay between these key elements and ultimately forms the
basis for our conclusions and recommendations.

4.2 DEMOGRAPHICS
Understanding the sample’s composition is crucial for understanding the results and
drawing conclusions. This section investigates factors including age, gender, educational
background. this demographic information will allow us to identify the perception of students
and lecturers on the use of library in Accra technical university.

Table below displays the frequency and percentage of respondents by gender.

Gender of Respondents Frequency Percentage%

Female 57 28.9
Male 140 71.1
Total 197 100
Source: field work (2024)
Table 4. 1: Gender of Respondents

The data indicates a significant gender imbalance among the respondents, with males making up
a larger proportion (71.1%) compared to females (28.9%).
Age Distribution

Table 4.2: Age Distribution Frequency Percentage %

18-20 50 25.4
25-30 97 46.2
31-40 44 22.3
41-50 6 3. 00
Total 197 100
Source: Field work (2024)

The data shows a varied age distribution among the respondents, with a significant concentration
in the 25-30 age group, which comprises nearly half (46.2%) of the sample. This suggests that
the majority of participants are relatively young adults. The second largest group is the 18-20 age
group, making up a quarter (25.4%) of the respondents, followed by the 31-40 age group
(22.3%). The least represented age group is 41-50, accounting for only 3% of the respondents,
indicating a lower participation or representation of older individuals in the study.

Table 4. 2: Level of Education

Education Level Frequency Percentage%

HND 68 34.5
Bachelor's degree 81 41.1
Master's degree 48 24.3
Total 197 100
Source: Field work (2024)

Upon examination of the supplied statistics about educational attainment, the educational
distribution of the respondents indicates that the majority of the participants hold a Bachelor's
degree, which constitutes 41.1% of the sample. This suggests that the respondents are generally
well-educated, with a significant proportion having completed higher education. A substantial
number of respondents (34.5%) have an HND, which typically represents a technical or
vocational qualification, while 24.3% of the respondents have pursued education beyond a
Bachelor's degree to obtain a Master's degree.
 Table 4. 4: Years Of Experience

Years Of Experience Frequency Percentage %

1 year 64 32.5
2 years 72 36.5
3 years 46 23.4
4 years 12 6. 1
5 years 3 1.5
Total 197 100
Source: Field work (2024)

The data shows that the majority of respondents have relatively short professional experience,
with a significant portion having 1 to 2 years of experience. Specifically: The largest group has 2
years of experience, making up 36.5% of the sample. This suggests that many respondents are
still early in their careers but have gained some stability and experience. The next largest group
has 1 year of experience, representing 32.5% of the sample. This indicates that a substantial
number of respondents are very new to their roles. Respondents with 3 years of experience make
up 23.4%, showing a continued but smaller representation as years of experience increase. There
is a sharp decline in respondents with 4 and 5 years of experience, at 6.1% and 1.5%,
respectively. This suggests fewer individuals with longer tenure within the sample.

4.3 SECTION 2: EMPLOYEE MOTIVATION

4.3.1. I receive regular recognition or praise for my work.

Table 4.5: “Work Recognition”

Frequency Percentage%
Strongly Disagree 1 0.5
Disagree 2 1
Neutral 33 16.8
Agree 55 27.9
Strongly Agree 106 53.8
Total 197 100

Source: Field Work (2024)

 The data in Table 4.5 shows respondents' perceptions regarding whether they receive regular
recognition or praise for their work. A majority of respondents, 53.8%, strongly agree that they
receive regular recognition or praise, while 27.9% agree, indicating that 81.7% of respondents
feel positively about the recognition they receive. Meanwhile, 16.8% of respondents remain
neutral, suggesting that a notable portion may experience inconsistent recognition or have mixed
feelings about the frequency of praise. Only 1% of respondents disagree, and 0.5% strongly
disagree, showing that very few feel they are not adequately recognized. Overall, the data
suggests that most employees feel they receive regular acknowledgment for their efforts, though
there is a small group that feels less certain about the consistency of recognition.

4.3.2 My supervisor encourages and supports my motivation.

Table 4. 6: " Supervisor Support"

Frequency Percentage%
Strongly Disagree 17 8.6
Disagree 3 1.5
Neutral 57 28.9
Agree 46 23.3
Strongly Agree 74 37.6
Total 197 100

Source: Field Work (2024)

The data suggests varied levels of agreement among respondents regarding the encouragement
and support of motivation by their supervisors. A substantial portion (37.6%) of respondents
strongly agree that their supervisors encourage and support their motivation. This suggests that a
significant number of employees feel well-supported and motivated by their supervisors. Another
23.3% of respondents agree with the statement, further indicating a positive perception among
nearly two-thirds (60.9%) of the respondents. A notable 28.9% of respondents remain neutral,
neither agreeing nor disagreeing. This could indicate uncertainty or a perception that the level of
support is average or inconsistent. A combined 10.1% of respondents disagree (1.5%) or
strongly disagree (8.6%), indicating that a minority of employees feel their motivation is not
sufficiently encouraged or supported by their supervisors. Overall, the data suggests that while a
majority of respondents (60.9%) perceive their supervisors as supportive of their motivation,
 there is still a significant proportion (28.9%) who are ambivalent, and a small percentage
(10.1%) who feel unsupported. This mixed response indicates that while supervisory support is
generally viewed positively, there is room for improvement in ensuring that all employees feel
adequately encouraged and motivated by their supervisors.

4.3.3. The company's current motivational strategies are effective.

Table 4. 7: "Motivational Effectiveness"

Frequency Percentage%
Strongly Disagree 2 1
Disagree 4 2
Neutral 53 26.9
Agree 62 31.5
Strongly Agree 76 38.6
Total 197 100

Source: Field Work (2024)

The data indicates a generally positive perception of the company’s current motivational
strategies, with a majority of respondents expressing agreement. The largest percentage (38.6%)
of respondents strongly agrees that the company’s motivational strategies are effective,
suggesting strong approval and confidence in the strategies in place. An additional 31.5% of
respondents agree with the statement, bringing the total percentage of respondents who view the
strategies positively to 70.1%. A notable 26.9% of respondents are neutral, indicating that a
significant portion of the sample neither agrees nor disagrees with the effectiveness of the
motivational strategies. This could reflect a lack of strong feelings either way or variability in the
perceived effectiveness across different departments or individuals. Only a small minority of
respondents, 3% combined (2% disagree and 1% strongly disagree), express dissatisfaction with
the current motivational strategies, suggesting that negative perceptions are relatively
uncommon. Overall, the data suggests that the company’s current motivational strategies are
viewed positively by the majority of respondents, with over 70% agreeing or strongly agreeing
with their effectiveness. However, the significant neutral response (26.9%) indicates that there
may be opportunities to enhance these strategies further to ensure they resonate more strongly
 with all employees. The low levels of disagreement suggest that while there may be areas for
improvement, there is little outright dissatisfaction with the current approach.

4.3.4 My Manager Or Supervisor Supports Me In Terms Of Motivation.

Table 4. 8: “Manager Support”

Frequency Percentage%
Strongly Disagree 1 0.5
Disagree 1 0.5
Neutral 42 21.3
Agree 73 37.1
Strongly Agree 80 40.6
Total 197 100

Source: Field Work (2024)

The data shows that the majority of respondents feel supported by their managers or supervisors
in terms of motivation. The largest proportion of respondents (40.6%) strongly agrees that they
receive motivational support from their managers or supervisors. This suggests that a significant
number of employees feel positively about the motivational support they receive. An additional
37.1% of respondents agree, bringing the total percentage of respondents who feel supported to
77.7%. A notable 21.3% of respondents are neutral, indicating that a significant minority is
ambivalent or uncertain about the level of support they receive. This could point to
inconsistencies in motivational support across different teams or departments. Very few
respondents (1% combined) express disagreement or strong disagreement, indicating minimal
dissatisfaction with the motivational support provided by managers or supervisors. Overall, the
data indicates a strong positive perception of managerial support in terms of motivation, with
77.7% of respondents agreeing or strongly agreeing with the statement. However, the 21.3%
neutral responses suggest there may be areas where support is perceived as average or
inconsistent, highlighting potential opportunities for improvement. The low levels of
disagreement (1%) show that dissatisfaction with motivational support from managers or
supervisors is very rare among the respondents.
 4.4 SECTION C: WORK ENVIRONMENT AND CULTURE

4.4.1. I feel valued and respected in the workplace.

Table 4. 9: " Workplace Respect"

Frequency Percentage%
Strongly Disagree 2 1
Disagree 0 0
Neutral 31 15.7
Agree 52 26.4
Strongly Agree 112 56.9
Total 197 100

Source: Field Work (2024)

The data in Table 4.9 indicates that the majority of respondents feel valued and respected in the
workplace. Specifically, 56.9% of respondents strongly agree with the statement, suggesting that
more than half of the employees have a strong sense of being valued and respected at work.
Additionally, 26.4% of respondents agree with the statement, bringing the total percentage of
those who feel positively about their treatment in the workplace to 83.3%. A smaller portion,
15.7% of respondents, remains neutral, which could indicate that these individuals feel neither
particularly valued nor disrespected, or they may have mixed experiences. Only 1% of
respondents strongly disagree with the statement, and none disagree, indicating that very few
employees feel undervalued or disrespected. Overall, the data reflects a predominantly positive
perception among respondents regarding their sense of value and respect in the workplace, with
minimal negative sentiment and some neutral perspectives that might highlight areas for
potential improvement.
 4.4.2. There is open communication between employees and management regarding
motivational issues.

Table 4.10: “Communication Openness”

Frequency Percentage%
Strongly Disagree 1 0.5
Disagree 1 0.5
Neutral 42 21.3
Agree 73 37.1
Strongly Agree 80 40.6
Total 197 100

The data in Table 4.10 shows respondents' perceptions of open communication between
employees and management regarding motivational issues. The majority of respondents, 40.6%,
strongly agree that there is open communication, while 37.1% agree, resulting in a total of 77.7%
who have a positive view of communication on motivational matters. A significant portion,
21.3%, remains neutral, indicating that a considerable number of respondents might feel
indifferent or uncertain about the level of openness in communication. Only 1% of respondents
strongly disagree or disagree, suggesting that very few employees believe there is a lack of open
communication. Overall, the data suggests that most employees perceive communication on
motivational issues between management and employees as open, though there is some
neutrality that could indicate variability in communication practices.

4.4.3. My work environment is positive and supportive.

Table 4.11 “Positive Environment”

Frequency Percentage%
Strongly Disagree 2 1
Disagree 0 0
Neutral 31 15.7
Agree 52 26.4
Strongly Agree 112 56.9
Total 197 100
 Source: Field Work (2024)

The data in Table 4.11 illustrates respondents' perceptions of their work environment in terms of
positivity and support. A majority of respondents, 56.9%, strongly agree that their work
environment is positive and supportive, while an additional 26.4% agree, resulting in a total of
83.3% expressing a favorable view. A smaller group, 15.7%, remains neutral, indicating that
some respondents may not have strong feelings either way or may have mixed experiences in
their work environment. Only 1% of respondents strongly disagree, and none disagree,
suggesting that very few feel negatively about the supportiveness and positivity of their work
environment. Overall, the data reflects a largely positive perception of the work environment
among respondents, with only a small minority expressing any dissatisfaction.

4.4.4. I have the necessary tools and resources to perform my job effectively.

Table 4.12: “Resource Adequacy”

Frequency Percentage%
Strongly Disagree 0 0
Disagree 2 1
Neutral 31 15.7
Agree 52 26.4
Strongly Agree 112 56.9
Total 197 100

Source: Field Work (2024)

The data in Table 4.12 reflects respondents' perceptions regarding whether they have the
necessary tools and resources to perform their jobs effectively. A significant majority of
respondents, 56.9%, strongly agree that they have the required tools and resources, while an
additional 26.4% agree, indicating that 83.3% of respondents feel well-equipped to perform their
jobs. A smaller portion, 15.7%, remains neutral, which could suggest that these respondents
might be uncertain or have mixed experiences with the availability of resources. Only 1% of
respondents disagree, and none strongly disagree, indicating that very few employees feel they
lack the necessary tools and resources. Overall, the data suggests that most employees feel
adequately supported with the tools and resources needed for effective job performance, with
minimal dissatisfaction expressed.
 4.5 SECTION D: IMPROVEMENT ON MOTIVATION
4.5.1 The company should implement new initiatives to enhance employee motivation

Table 4.13: "Motivation Initiatives

Frequency Percentage%
Strongly Disagree 1 0.5
Disagree 2 1
Neutral 33 16.8
Agree 55 27.9
Strongly Agree 106 53.8
Total 197 100

Source: Field Work (2024)

The data in Table 4.13 reflects respondents' opinions on whether the company should implement
new initiatives to enhance employee motivation. A majority of respondents, 53.8%, strongly
agree that new initiatives are needed, while an additional 27.9% agree, resulting in 81.7% of the
respondents expressing a desire for the introduction of new motivational strategies. A smaller
portion, 16.8%, is neutral, indicating that these respondents may not have strong opinions on the
matter or may feel that current initiatives are adequate. Only 1% of respondents disagree and
0.5% strongly disagree, suggesting that very few are opposed to the idea of new motivational
initiatives. Overall, the data shows a clear majority of employees support the implementation of
new strategies to boost motivation, with minimal opposition and some neutrality.

4.5.2 Management should provide more support and resources to foster employee motivation.
Table 4. 14: "Support and Resources"

Frequency Percentage%
Strongly Disagree 17 8.6
Disagree 3 1.5
Neutral 57 28.9
Agree 46 23.3
Strongly Agree 74 37.6
Total 197 100

Source: Field Work (2024)

 The data in Table 4.14 reflects respondents' views on whether management should provide more
support and resources to foster employee motivation. A significant portion of respondents,
37.6%, strongly agree that more support and resources are needed, while 23.3% agree, totaling
60.9% who believe that management should increase its efforts in this area. Meanwhile, 28.9%
of respondents remain neutral, suggesting that they may be unsure about the current level of
support or feel that it is adequate. A smaller percentage, 8.6%, strongly disagree, and 1.5%
disagree, indicating that 10.1% of respondents do not see a need for additional support and
resources from management. Overall, the data suggests that while a majority of respondents see a
need for enhanced support from management to improve motivation, there is a notable portion
that either feels neutral or disagrees with this need.

4.5.3 Additional comments or suggestions regarding motivation and performance in should be

allowed at the workplace.
Table 4.15: "Feedback Encouragement"
Frequency Percentage%
Strongly Disagree 2 1
Disagree 4 2
Neutral 53 26.9
Agree 62 31.5
Strongly Agree 76 38.6
Total 197 100

Source: Field Work (2024)

The data in Table 4.15 reflects respondents' opinions on whether additional comments or
suggestions regarding motivation and performance should be allowed in the workplace. A
significant portion of respondents, 38.6%, strongly agree with this idea, and 31.5% agree,
indicating that 70.1% of the respondents are in favor of allowing more open feedback on
motivation and performance. Meanwhile, 26.9% of respondents are neutral, suggesting that a
notable number may not have a strong opinion on this issue or feel indifferent about the current
feedback mechanisms. A small percentage, 2%, disagree, and 1% strongly disagree, indicating
that only 3% of respondents are opposed to the idea of encouraging additional feedback on
motivation and performance. Overall, the data shows strong support for the idea of allowing
more comments and suggestions on these issues, though a significant minority remains neutral.
4.6 DISCUSSION OF THE FINDINGS

The data reveals significant insights into the demographic characteristics and perceptions of
employees regarding their work environment and motivational strategies. The gender imbalance,
with males constituting 71.1% and females 28.9%, suggests a skewed representation that could
impact the generalizability of findings across different gender perspectives. The age distribution
shows a predominance of young adults, particularly those aged 25-30, which may reflect a
relatively youthful workforce. The educational background of the respondents indicates a well-
educated sample, with the majority holding Bachelor's degrees, and a significant portion having
HND or Master's degrees. The professional experience data highlights a relatively inexperienced
workforce, with the majority having 1 to 2 years of experience, suggesting that the responses
might reflect early-career perspectives.

Regarding recognition and motivation, the majority of respondents feel positively about the
regularity of recognition they receive, with 81.7% agreeing or strongly agreeing that they are
frequently acknowledged for their efforts. Additionally, most respondents perceive their
supervisors as supportive in motivating them, with 60.9% feeling positively about the
encouragement and support they receive. However, a substantial proportion (28.9%) remains
neutral, indicating that the perceived support may vary. The data also suggests a general
satisfaction with the company's motivational strategies, though the 26.9% neutral response
highlights potential areas for improvement in these strategies to enhance overall employee
satisfaction.

The perception of the work environment is predominantly positive, with 83.3% of respondents
feeling that their work environment is supportive and that they have the necessary tools and
resources for effective job performance. Nonetheless, there is a notable percentage (15.7%) that
remains neutral, which could point to inconsistencies or varying experiences across different
departments. The majority of employees also express a desire for new initiatives to boost
motivation and additional support from management. Specifically, 81.7% favor new
motivational strategies, and 60.9% believe that increased support and resources are needed from
management. The support for allowing more feedback on motivation and performance is strong,
indicating a need for more open communication and engagement on these issues.
Overall, the findings underscore a generally positive view of recognition, motivational support,
and work environment among the majority of respondents. However, the presence of neutral
responses and a small percentage of dissatisfaction across various aspects indicates that there are
opportunities for improvement in enhancing employee experiences and perceptions. Addressing
these areas could lead to a more engaged and motivated workforce, aligning better with
employee expectations and needs.
 CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 INTRODUCTION
After carefully analyzing the data in the previous chapter, the summary of the study, its
conclusion and recommendations are made in this chapter.
5.2 SUMMARY OF FINDINGS

The general objectives of the study are to investigate the effect of motivation on employees'

performance. Specifically, the study sought to address the following objectives.

1. To investigate the impact of working environment on employees’ performance.

2. To examine the influence of intrinsic factors on employees’ productivity.

3. To examine the influence of extrinsic factors on employees’ productivity.

The study adopted the descriptive survey approach of collecting data, because the study was
based on the use of questionnaire to elicit information based on people’s opinion to generate data
for the analysis of the research topic. The population of the study consisted of some employees
of Tdc Ghana we Limited. The researcher used the descriptive survey to sample the 196
respondents for the study. Questionnaires were used as the tool for data collection. Data obtained
from the study was quantitatively analyzed using frequencies and percentages. Microsoft excel
was used for the entry and analysis of the data.
The findings reveal key insights into the demographic makeup and perceptions of employees
regarding their work environment and motivational strategies. The data shows a significant
gender imbalance, with males making up 71.1% of the respondents, and a predominance of
young adults, particularly those aged 25-30, indicating a youthful workforce. Most respondents
are well-educated, holding Bachelor's, HND, or Master's degrees, yet the majority have relatively
short professional experience, suggesting that the sample primarily consists of early-career
individuals.
Employees generally perceive their work environment and the company's motivational strategies
positively. A substantial 81.7% of respondents feel regularly recognized for their efforts, and
60.9% view their supervisors as supportive in fostering motivation. However, the presence of
28.9% neutral responses suggests variability in the perceived support from supervisors. The
overall satisfaction with motivational strategies is high, though a significant neutral response
(26.9%) points to potential areas for improvement.

The data also highlights a positive perception of the work environment, with 83.3% of
respondents feeling supported and well-equipped to perform their jobs. Despite this, 15.7%
remain neutral, indicating some inconsistencies in experiences. The majority of employees
express a desire for new motivational initiatives and increased managerial support, reflecting a
strong interest in further enhancing motivation and communication in the workplace. The
support for more open feedback on these issues underscores the importance of continuous
engagement and improvement in these areas.

5.3 CONCLUSION
The findings from this study provide a comprehensive understanding of the demographic profile
and perceptions of employees regarding their work environment and motivational strategies. The
notable gender imbalance, with a higher proportion of male respondents, and the dominance of
young adults aged 25-30, suggest that the workforce is both male-dominated and relatively
youthful. This demographic trend, coupled with the fact that the majority of respondents hold
Bachelor's degrees and have 1 to 2 years of professional experience, indicates that the
perspectives gathered may largely reflect the views of early-career professionals who are still
establishing themselves in their respective roles. Consequently, the generalizability of these
findings might be influenced by this demographic skew, which is an important consideration for
interpreting the results.

The study also highlights a predominantly positive sentiment among employees regarding
recognition, motivation, and the work environment. The majority of respondents feel regularly
acknowledged for their efforts and perceive their supervisors as supportive of their motivation.
This positive outlook is further reflected in the general satisfaction with the company's
motivational strategies and the availability of necessary tools and resources for effective job
performance. However, the presence of neutral responses across these areas indicates that while
many employees are content, there are underlying inconsistencies or variations in experiences
that could be addressed to improve overall satisfaction.

In conclusion, while the findings reveal a broadly positive perception of the work environment
and motivational support among employees, there are clear indications of areas where
improvements could be made. The significant proportion of neutral responses suggests that not
all employees feel equally supported or recognized, highlighting potential gaps in the
consistency of managerial support and the effectiveness of motivational strategies. Addressing
these issues through more targeted initiatives and enhanced communication could foster a more
inclusive and supportive workplace, ensuring that all employees, regardless of gender, age, or
experience level, feel valued and motivated.

5.4RECOMMENDATIONS

 Enhance Gender Diversity Initiatives: TDC Ghana Limited should implement targeted
strategies to address the gender imbalance within the workforce, such as tailored recruitment and
retention programs for female employees to create a more balanced and inclusive environment.

 Focus on Early-Career Development: Given the youthful and relatively inexperienced

workforce, TDC should invest in robust training and mentorship programs to support early-
career professionals, helping them to develop and advance within the company.

 Improve Consistency in Recognition Practices: To address the variation in perceived

recognition, TDC should standardize recognition practices across departments, ensuring all
employees receive consistent and meaningful acknowledgment for their contributions.

 Expand Motivational Strategies: With a significant number of employees desiring new

initiatives, TDC should introduce innovative motivational strategies tailored to diverse employee
needs, enhancing overall job satisfaction and engagement.

 Strengthen Communication Channels: TDC should promote more open and transparent
communication between management and employees, particularly regarding motivational issues,
to address the concerns of those who feel neutral or uncertain about the current level of support.