BULE HORA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEMPARTMENT OF MANAGEMENT

EFFECT OF MOTIVATION PRACTICE ON EMPLOYEE PERFORMANCE:

CASE OF YABELLO GENERAL HOSPITAL

A PROPOSAL SUBMITTED TO THE COLLEGE OF BUSINESS AND ECONOMICS,

DEPARTMENT OF MANAGEMENT IN PARTIAL FULFILLMENT OF THE
REQUIREMENT FOR THE DEGREE OF MASTERS IN BUSINESS ADMINISTRATION

By

XXXXXXXXX

ADVISOR: XXXXXXXXXXXXXXX

Co-advisor XXXXXXXXXXXXXXX

February, 2024
Yaballo, Ethiopia
 APPROVAL SHEET
As members of examining board of the research proposal, we certify that we have read and
evaluated the research proposal prepared by XXXXXXX entitled: “Effect of Motivation
Practice on Employee Performance: Case of Yabello General Hospital and
recommended that it has been submitted and accepted as fulfilling the requirement for the
MBA senior project proposal on Business Administration.

________________ ______________ ______________

Name of Major Advisor Signature Date

___________________________ __________________ _______________

Name of Co- Advisor Signature Date

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Table of Contents
APPROVAL SHEET................................................................................................................................i
CHAPTER ONE......................................................................................................................................1
INTRODUCTION...................................................................................................................................1
1.1 Background of the study................................................................................................................1
1.2 Statement of the problem...............................................................................................................2
1.3 Research questions.........................................................................................................................3
1.4 Objectives of the study..................................................................................................................4
1.4.1 General Objectives..................................................................................................................4
1.4.2 Specific objectives..................................................................................................................4
1.5 Hypothesis.....................................................................................................................................4
1.6 Significance of the study................................................................................................................4
1.7 Scope of the study..........................................................................................................................5
1.8 Organization of the paper..............................................................................................................5
CHAPTER TWO.....................................................................................................................................6
LITERATURE REVIEW........................................................................................................................6
2.1 Theoretical Literature....................................................................................................................6
2.1.1 Concepts of the motivational practices and employee performance......................................6
2.1.1 Motivational practices.............................................................................................................6
2.1.2 Employee performance measurements...................................................................................8
2.1.2 Theories of the study...............................................................................................................9
2.2 Empirical literature review..........................................................................................................11
2.2.1 Effects of financial incentives on employee performance....................................................11
2.2.2 Effects of recognition programs on employee performance.................................................12
2.2.3 Effects of career development opportunities on employee performance.............................13
2.2.4 Effects of job autonomy on employee performance.............................................................14
2.2.5 Effects of supportive leadership on employee performance.................................................14
2.3 Gaps in literature..........................................................................................................................15
2.4 conceptual framework..................................................................................................................15
CHAPTER THREE...............................................................................................................................17
RESEARCH DESIGN AND METHODOLOGY.................................................................................17
3.1. Introduction.................................................................................................................................17
3.2. Description of Study Area..........................................................................................................17
3.3. Research Design.........................................................................................................................18
3.4. Population of the study...............................................................................................................18
3.5 Sampling technique......................................................................................................................18
3.6 Sample size..................................................................................................................................19

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 3.6 Data Types and Collection Instruments.......................................................................................19
3.6.1 Sources of data......................................................................................................................19
3.6.2. Questionnaires.....................................................................................................................19
3.6.2. Data collection method........................................................................................................20
3.7. Pilot Study...................................................................................................................................20
3.8. Reliability and Validity Testing..................................................................................................20
3.9. Methods of data Analysis...........................................................................................................21
3.9.1 Descriptive Analysis.............................................................................................................21
3.9.2. The Pearson Correlation Analysis.......................................................................................21
3.9.3. Regression Analysis.............................................................................................................22
3.10. Study Model..............................................................................................................................24
3.11. Ethical consideration.................................................................................................................25
Time schedule........................................................................................................................................26
Budget required......................................................................................................................................26
References..............................................................................................................................................27

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 CHAPTER ONE
INTRODUCTION
This chapter provides an introduction information of the paper. It begins by offering
background information on the topic, followed by stating the problem, research question, and
objectives of the study. The significance of the study, scope of the research, and organization
of the chapter are then discussed. Lastly, the chapter concludes with a summary of key term
definitions

1.1 Background of the study

Employee performance is a critical factor that directly impacts the success and growth of
organizations across various industries (Al Amin, Prahiawan, Ramdansyah, & Haryadi,
2023). To achieve high levels of performance, organizations need motivated employees who
are driven to excel in their roles and contribute to the overall goals of the organization.
Motivation practices play a significant role in shaping employee behavior, attitudes, and
performance outcomes (Al Zeer, Ajouz, & Salahat, 2023).

The link between motivation practices and employee performance has been a subject of great
interest and research in the field of organizational behavior and human resource management
(Ogunode & Ibrahim, 2023). Organizations are constantly seeking effective strategies to
enhance employee motivation and, consequently, improve performance. Understanding the
factors that influence motivation and how they affect employee performance is essential for
organizations aiming to create a productive and engaged workforce (Al Marshoudi &
Jamaluddin, 2023). The relevance of this study centers on the recognition that employees are
the most valuable assets of any organization. Motivating employees not only increases their
job satisfaction but also enhances their commitment and loyalty to the organization.
Moreover, motivated employees are more likely to be innovative, exhibit higher levels of
productivity, and contribute to a positive work environment (Alkhalaf & Al‐Tabbaa, 2023).

Numerous motivation practices have been identified and implemented in organizations,

including financial incentives, recognition programs, career development opportunities, job
autonomy, and supportive leadership. However, the effectiveness of these practices in driving
employee performance may vary depending on factors such as organizational culture,
industry type, and individual differences among employees (Ariesta, 2023).

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This research aims to explore the effect of motivation practices on employee performance
within the context of public service sector case of Yabello General Hospital. By examining
the relationship between various motivation practices and employee performance outcomes,
this study seeks to contribute to the existing body of knowledge on employee motivation and
provide practical insights for organizations looking to optimize their performance
management strategies. Yabello General Hospital operates within the public service sector,
which faces its own set of challenges and constraints. Limited resources, bureaucratic
processes, and organizational complexities can impact the motivation and performance of
healthcare professionals in Yabello General Hospital. Understanding the specific
motivational practices that are effective in this particular context is crucial for improving the
work environment and enhancing the delivery of healthcare services. Moreover, healthcare
professionals in Yabello General Hospital include various roles and specialties, such as
doctors, nurses, technicians, and support staff. Each group has distinct motivational needs and
drivers. Identifying the motivational practices that effectively address the unique challenges
and aspirations of these healthcare professionals is essential for promoting their engagement
and job satisfaction.

Therefore, this research aims to investigate the impact of motivational practices on employee
performance in the Yabello General Hospital. By exploring the specific practices that are
effective in this context, considering the constraints and requirements of the Hospital, and
accounting for the diverse workforce, this study intends to provide valuable insights and
evidence-based recommendations to public sector organizations on how to effectively
motivate their employees and drive performance improvement.

1.2 Statement of the problem

Motivational practices play a crucial role in the public sector, where the performance and
productivity of employees directly impact the delivery of public services and the overall
effectiveness of government organizations (Hue, Vo Thai, & Tran, 2022; Παναγιωτίδου,
2023). However, despite the recognition of their importance, there is a need to further
investigate the specific impact and effectiveness of motivational practices in the public sector
context (Das, 2023).

Despite extensive research on the topic, there remain gaps in the understanding of the
relationship between motivation practices and employee performance, as well as the factors
that influence this relationship (Das, 2023). One of the primary gaps in the existing literature
is the lack of consensus on which motivation practices are most effective in driving employee
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performance (Joseph, Firmin, Oseni, & Stranieri, 2023). Various practices, such as financial
incentives, recognition programs, and career development opportunities, have been
implemented by organizations, but their relative impact on employee performance remains
unclear (Kilag, Uy, Abendan, & Malbas, 2023). Identifying the most influential motivation
practices can help organizations focus their resources and efforts on strategies that yield the
highest returns in terms of performance outcomes (Chiu, Xia, Zhou, Chai, & Cheng, 2023).

Another gap lies in understanding the moderating role of individual differences in the
relationship between motivation practices and employee performance. Individual
characteristics, such as personality traits, job tenure, and motivation levels, can vary among
employees and may influence how they respond to different motivation practices (Vann
Yaroson et al., 2023). Exploring these individual differences can provide insights into how
organizations can tailor their motivation strategies to better meet the diverse needs of their
workforce (Fulzele & Shankar, 2023). Furthermore, the influence of organizational culture on
the effectiveness of motivation practices is an area that requires further investigation.
Organizational culture sets the norms, values, and beliefs within an organization, and it can
either support or hinder the impact of motivation practices on employee performance.
Understanding the role of organizational culture can help organizations create an
environment that fosters motivation and maximizes the benefits of implemented practices
(Iqbal, Razalli, & Taib, 2023). Addressing these gaps in the literature is crucial for
organizations seeking to optimize their performance management strategies. By identifying
the most effective motivation practices, considering individual differences, and understanding
the influence of organizational culture, organizations can develop tailored approaches to
enhance employee motivation and improve overall performance.

Therefore, the present research aims to bridge these gaps by examining the relationship
between motivation practices and employee performance case in Yabello General Hospital,
investigating the influence of organizational culture. By doing so, this study intends to
provide valuable insights and evidence-based recommendations to organizations on how to
effectively motivate their employees and achieve higher levels of performance.

1.3 Research questions

1. What are the motivation practices implemented at Yabello General Hospital?
2. What are the perceptions and experiences of employees regarding the impact of motivation
practices on their performance at Yabello General Hospital?

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3. How do motivation practices influence employee performance in the context of Yabello
General Hospital?
4. What are the key elements of motivation practices that employees find most effective in
enhancing their performance at Yabello General Hospital?

1.4 Objectives of the study

1.4.1 General Objectives
The general objective of the study is to examine the effect of motivation practices on
employee performance in the context of Yabello General Hospital
1.4.2 Specific objectives
 To identify and analyze the motivation practices implemented at Yabello General
Hospital
 To explore employees' perceptions and experiences regarding the impact of
motivation practices on their performance at Yabello General Hospital
 To investigate how motivation practices influence employee performance in the
context of Yabello General Hospital
 To determine the key elements of motivation practices that employees find most
effective in enhancing their performance at Yabello General Hospital

1.5 Hypothesis
H11: There is a significant positive effect of financial incentives on employee performance at
Yabello General Hospital
H12: There is a significant positive effect of recognition programs on employee performance
at Yabello General Hospital
H13: There is a significant positive effect of career development opportunities on employee
performance at Yabello General Hospital
H14: There is a significant positive effect of job autonomy on employee performance at
Yabello General Hospital
H15: There is a significant positive effect of supportive leadership on employee performance
at Yabello General Hospital

1.6 Significance of the study

The study on the effect of motivation practices on employee performance in the case of
Yabello General Hospital holds significant importance as it contributes to the existing
knowledge on motivation and employee performance in the healthcare sector. The empirical
insights gained from investigating the motivation practices implemented at the hospital can
provide practical implications for managers and leaders in designing effective motivation

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strategies. Additionally, the findings can inform policy development, enhance employee
engagement and retention, and ultimately lead to improved patient outcomes and healthcare
quality. This study's significance lies in its potential to contribute to theory, offer practical
insights, and positively impact both the hospital and the broader healthcare industry.

1.7 Scope of the study

The scope of this study focuses on examining the effect of motivation practices on employee
performance in the specific context of Yabello General Hospital. It involves identifying and
analyzing the motivation practices implemented at the hospital, exploring employees'
perceptions of these practices, and investigating the relationship between motivation and
performance. The study intends to gather qualitative data through interviews or surveys with
employees to gain insights into their experiences and perspectives. The study examines the
effect of motivation practices on employee performance within the context of Yabello
General Hospital, considering the unique factors and dynamics present in that particular
geographical location and during the one academic year.

1.8 Organization of the paper

The present research paper will be structured into five chapters. The initial chapter focuses on
the introduction, encompassing the background of the study, statement of the problem,
research questions, study objectives, hypothesis, significance, scope, and organization of the
research. Moving on, Chapter Two delves into an extensive review of both theoretical and
empirical literature that predominantly addresses the subject matter of this study. The third
chapter elucidates the methodology implemented for the research. This section encompasses
an introduction to the study, research design, research approach, area of study, target
population, sample size, sampling techniques, method of data collection, data analysis
approach, validity and reliability measures, timeline/work plan, budgetary plan, and ethical
considerations. Chapter Four comprises the compilation, analysis, and thorough discussion of
the data gathered from the fieldwork. Additionally, Chapter Five provides a comprehensive
summary of the research findings, along with conclusive remarks and pertinent
recommendations.

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 CHAPTER TWO
LITERATURE REVIEW
This chapter presents the critical review of concepts, theories as well as empirical literatures
in the respective of employee performance and motivation practices.

2.1 Theoretical Literature

2.1.1 Concepts of the motivational practices and employee performance
2.1.1 Motivational practices
Motivation refers to the internal or external factors that drive, direct, and sustain individuals'
behavior towards achieving specific goals or satisfying certain needs (Tandoc Jr et al., 2022).
It is the psychological process that energizes and guides behavior, influencing the intensity,
direction, and persistence of actions. Motivation can stem from various sources, such as
intrinsic factors (internal desires and interests) or extrinsic factors (Ryan & Deci, 2000).
Motivational practices, also known as motivation strategies or techniques, are intentional
actions or interventions implemented by organizations to enhance employee motivation and
engagement. These practices are designed to create an environment that supports and
encourages individuals to perform at their best and achieve organizational goals (Kleinginna
Jr & Kleinginna, 1981).
These motivational practices aim to enhance employee engagement, job satisfaction, and
performance by addressing intrinsic needs, aligning individual goals with organizational
objectives, and creating a conducive work environment that fosters motivation and
achievement (Lang, 2010).

2.1.1.1 Financial incentives

Financial incentives are a type of motivational practice that involves providing employees
with monetary rewards or incentives to encourage desired behavior, performance, or
outcomes (Molema et al., 2016). Financial incentives are typically tied to specific goals,
targets, or performance metrics that are deemed important by the organization. Financial
incentives are designed to motivate employees by linking their compensation directly to their
performance or contribution (Manjenje & Muhanga, 2023). By providing monetary rewards,
organizations aim to incentivize employees to put in greater effort, achieve higher levels of
performance, and align their actions with the organizational goals (Colic, Arapovic, & Mekic,
2022). However, it is important to note that while financial incentives can be effective in
driving short-term performance improvements, they may have limitations in sustaining long-

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term motivation and fostering intrinsic motivation, which can be influenced by other factors
such as job satisfaction, autonomy, and recognition (Ramsdell, Sorice, & Dwyer, 2016).

2.1.1.2 Recognition programs

Recognition programs are a motivational practice implemented by organizations to
acknowledge and appreciate employees' accomplishments, contributions, and efforts (Rawat,
Khugshal, & Chaubey, 2015). These programs are designed to provide formal or informal
recognition for employees' achievements and to create a positive work environment that
values and celebrates individual and team successes (Danish & Usman, 2010). Recognition
programs aim to enhance employee motivation, engagement, and job satisfaction by creating
a culture of appreciation and valuing employees' efforts. They can boost morale, reinforce
desired behaviors, and create a sense of pride and belonging within the organization. By
publicly acknowledging and appreciating employees' contributions, recognition programs
foster a positive work environment, reinforce a sense of purpose, and encourage continued
high performance (Bawa, 2017)

2.1.1.3 Career development opportunities

Career development opportunities as a motivational practice refer to initiatives and programs
implemented by organizations to support and facilitate employees' professional growth,
advancement, and skill enhancement (Bowling, Ball, & Bird, 2020). These opportunities are
designed to provide employees with the means to develop their careers, acquire new
knowledge and skills, and progress within the organization (Johnson & Beehr, 2014). By
providing career development opportunities, organizations demonstrate their commitment to
employee growth and invest in their long-term success (Anthony & Weide, 2015). These
opportunities can motivate employees by fostering a sense of progress, learning, and
fulfillment in their careers. When employees have access to career development initiatives,
they are more likely to be engaged, motivated, and committed to their work, as they see a
clear path for growth and advancement within the organization (Stoltz & Young, 2013).

2.1.1.4 Job autonomy

Job autonomy as a motivational practice refers to the degree of freedom and independence
that employees have in making decisions, organizing their work, and exerting control over
their job-related tasks and responsibilities (Koen, van Vianen, van Hooft, & Klehe, 2016). It
involves granting employees the authority and flexibility to determine how they approach
their work, set their own priorities, and make decisions within the scope of their roles. Job
autonomy as a motivational practice can have several benefits (Malinowska, Tokarz, &

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Wardzichowska, 2018). It promotes a sense of empowerment, trust, and responsibility among
employees, which can lead to higher job satisfaction, increased engagement, and greater
motivation (Tadić Vujčić, Oerlemans, & Bakker, 2017). When individuals have the
autonomy to make decisions and shape their work environment, they are more likely to feel a
sense of ownership and pride in their work, leading to improved performance, creativity, and
problem-solving skills (Li, Li, & Liu, 2021). Furthermore, job autonomy can foster a sense of
job satisfaction and work-life balance, as employees have the flexibility to manage their time
and work in a way that suits their individual needs and preferences (Galletta, Portoghese, &
Battistelli, 2011).

2.1.1.5 Supportive leadership

Supportive leadership, as a motivational practice, refers to a leadership style that emphasizes
providing guidance, encouragement, and assistance to employees to foster their motivation,
growth, and success (Hauff, Felfe, & Klug, 2022). Supportive leaders create a positive work
environment where individuals feel valued, supported, and empowered (Bourini, Jahmani,
Mumtaz, & Al-Bourini, 2019). Supportive leadership practices can have a significant impact
on employee motivation and satisfaction. When employees feel supported by their leaders,
they are more likely to be engaged, committed, and motivated to perform at their best (Honig,
2021). Supportive leaders create a positive work climate that nurtures individuals' growth,
enhances their self-esteem, and encourages them to take on new challenges. This leadership
style promotes a sense of trust, loyalty, and mutual respect between leaders and employees,
leading to higher retention rates, improved performance, and a positive organizational culture
(Oostlander, Güntert, Van Schie, & Wehner, 2014)

2.1.2 Employee performance measurements

Employee performance refers to the assessment and evaluation of an employee's job-related
effectiveness, productivity, and contributions to achieving organizational goals (Houldsworth
& Jirasinghe, 2006). It involves measuring the extent to which an employee meets or exceeds
performance expectations, fulfills job responsibilities, and contributes to the overall success
of the organization. Effective measurement of employee performance provides valuable
feedback for employees, helps identify areas for improvement, and informs decisions related
to performance management, rewards, and career development (Vuong & Nguyen, 2022).

Measuring employee performance is crucial for several reasons (Senen, Sumiyati, &
Masharyono, 2017). Firstly, clear performance expectations help employees understand what
is expected of them and align their efforts with organizational goals. Regular feedback and

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coaching provide guidance and support, ensuring employees stay on track and continuously
improve. Performance appraisals offer a comprehensive evaluation of an employee's
strengths and areas for development, allowing for targeted skill enhancement. Objective
metrics and key performance indicators (KPIs) provide quantifiable benchmarks to assess
progress and success. 360-degree feedback offers diverse perspectives on an employee's
performance, highlighting blind spots and fostering a well-rounded view (DeNisi & Kluger,
2000). Performance management systems streamline the measurement process, providing
real-time insights and facilitating performance tracking. Fair and objective measurement
ensures transparency and maintains trust within the organization (Beehr, Ivanitskaya, Hansen,
Erofeev, & Gudanowski, 2001). Incorporating both quantitative and qualitative measures
captures a comprehensive understanding of an employee's contributions. Regular
performance discussions facilitate open communication and the identification of growth
opportunities. Measuring individual achievements promotes a sense of recognition and
accomplishment. Assessing team or organizational contributions fosters collaboration and a
shared sense of purpose. Performance measurement informs decisions regarding promotions,
rewards, and career development. It helps identify high performers who can be groomed for
leadership roles. Measuring performance supports strategic workforce planning and resource
allocation. Overall, effective measurement parameters enable organizations to optimize
performance, enhance employee engagement, and drive success (Capelle, 2013).

Since current study will be conducted in hospital; key parameters will be used include patient
satisfaction, clinical outcomes, quality of care, compliance with regulations, timeliness of
care, communication and interpersonal skills, teamwork and collaboration, professional
development, leadership and management skills, adherence to ethical standards, initiative and
problem-solving abilities, and professionalism and patient-centeredness

2.1.2 Theories of the study

Theoretical review is of utmost importance in research as it provides a solid foundation for
the study and helps establish its significance (Olusadum & Anulika, 2018). It involves a
comprehensive examination and synthesis of existing literature and theories related to the
research topic (Olusadum & Anulika, 2018). By critically analyzing and synthesizing
previous studies, the theoretical review ensures that the research is built upon a strong
theoretical framework, provides a rationale for the research questions, and contributes to the
advancement of knowledge in the field. It helps researchers situate their work within the
existing body of literature, identify key concepts and variables, and develop a coherent and

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logical argument for the study. For this research, Self-Determination Theory, Expectancy
Theory and Goal Setting Theory identified and reviewed (Gilal, Zhang, Paul, & Gilal, 2019;
Howard, Bureau, Guay, Chong, & Ryan, 2021)

2.1.2.1 Self-Determination Theory (SDT)

Self-Determination Theory proposes that individuals have three basic psychological needs:
autonomy, competence, and relatedness (Deci & Ryan, 1985). Autonomy refers to the need
for self-direction and control over one's work. Competence refers to the need to feel capable
and effective in performing tasks. Relatedness refers to the need for social connection and a
sense of belonging (Gagné & Deci, 2005). According to SDT, when motivation practices
support these needs, such as providing employees with opportunities to make choices,
fostering a sense of mastery through training and development, and promoting positive
relationships and teamwork, it can enhance intrinsic motivation and employee performance.
By aligning motivation practices with these fundamental needs, organizations can create an
environment that fosters employee engagement and optimal performance (Deci, Olafsen, &
Ryan, 2017)
2.1.2.2 Expectancy Theory
Expectancy Theory suggests that individual motivation is influenced by three key factors:
expectancy, instrumentality, and valence (Lawler III & Suttle, 1973). Expectancy refers to the
belief that effort will lead to performance. Instrumentality refers to the belief that
performance will result in desired outcomes. Valence refers to the value or attractiveness an
individual places on the anticipated outcomes (Vroom, Porter, & Lawler, 2015). According to
this theory, motivation is highest when individuals believe that their efforts will lead to
successful performance, that performance will be rewarded with valued outcomes, and that
those outcomes are personally meaningful (Heneman & Schwab, 1972). In the context of
motivation practices and employee performance, organizations can enhance motivation by
setting clear performance expectations, linking performance to desirable rewards or
incentives, and ensuring that the rewards offered are perceived as valuable and relevant to
employees' needs and preferences (Suciu, Mortan, & Lazăr, 2013)
2.1.2.3 Goal Setting Theory
Goal Setting Theory proposes that setting specific and challenging goals can lead to increased
motivation and performance (Locke & Latham, 1990). This theory suggests that clear and
measurable goals provide employees with a sense of direction, focus their efforts, and
provide a basis for self-regulation and performance evaluation. Additionally, the theory
emphasizes that goals should be challenging but attainable to motivate individuals to exert

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effort and improve performance (Locke & Latham, 2006). In the context of motivation
practices, organizations can utilize goal setting by collaborating with employees to set
meaningful and challenging performance goals, providing regular feedback and support to
track progress, and fostering a goal-oriented culture that promotes accountability and
continuous improvement (Shoaib & Kohli, 2017)

Considering these theories in the study of motivation practices and employee performance
provides a theoretical foundation for understanding the underlying mechanisms and
principles that can influence motivation and drive performance outcomes. By incorporating
insights from Self-Determination Theory, Expectancy Theory, and Goal Setting Theory,
organizations can design and implement effective motivation practices that cater to
employees' psychological needs, align with their expectations and valence of rewards, and
facilitate goal-directed behavior, ultimately enhancing overall employee performance.

2.2 Empirical literature review

The empirical literature review examines the effect of motivation practices on employee
performance. Motivation is a crucial factor in driving employee engagement, productivity,
and overall performance within organizations (Akinsola, Saidu, Muritala, & Bakare, 2023;
Aung, San Santoso, & Dodanwala, 2023). This review aims to synthesize and analyze
existing research studies that have explored the relationship between various motivation
practices and employee performance outcomes. By examining a wide range of empirical
studies, this review seeks to provide a comprehensive understanding of the strategies,
interventions, and approaches that have been found to positively impact employee
performance through motivation. The findings from this review will contribute to the body of
knowledge on effective motivation practices and offer insights for organizations seeking to
enhance employee performance through motivational strategies.
The empirical literature review for this study examines the impact of various motivational
practices, including financial incentives, recognition programs, career development
opportunities, job autonomy, and supportive leadership, on employee performance. This
review aims to analyze the existing research studies to provide a comprehensive
understanding of how these practices influence employee performance outcomes.

2.2.1 Effects of financial incentives on employee performance

Financial incentives, such as bonuses, commissions, or performance-based pay, can have a
significant impact on employee performance (Nguyen, Chau, & Huynh, 2023). They increase
motivation by providing an extra incentive to excel in their roles and achieve better

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outcomes. Financial incentives align employees' goals with organizational objectives,
focusing their efforts on activities that drive company success (Abdelhay, Haider,
Abdulrahim, & Marie, 2023). This, in turn, improves productivity and efficiency.
Additionally, financial incentives contribute to higher job satisfaction, as employees feel a
sense of achievement and fulfillment when rewarded for their performance. They also help
attract and retain top talent, as competitive compensation packages are appealing in a
competitive job market (Pasko & Samoilenko, 2023). Financial incentives can differentiate
high performers, fostering a culture of excellence (AlShareef, Alrammah, Alshoukani, &
Almalik, 2023). However, poorly designed incentive structures can have negative
consequences such as unhealthy competition, short-term focus, or unethical behavior
(Alkandi et al., 2023). It's important to remember that financial incentives are just one aspect
of motivation, and factors like a supportive work environment and recognition also influence
employee performance and engagement.

2.2.2 Effects of recognition programs on employee performance

Recognition programs have a significant impact on employee performance (Kwarteng,
Frimpong, Asare, & Wiredu, 2023). These programs are designed to acknowledge and
appreciate employees' contributions, which can lead to several positive outcomes. Firstly,
recognition programs increase employee motivation by providing a sense of validation and
accomplishment (Zati, Syaifuddin, & Safiyan, 2023). When employees feel recognized and
appreciated for their hard work, they are more likely to be engaged and committed to their
tasks. This, in turn, improves productivity and job satisfaction. Secondly, recognition
programs foster a positive work environment by promoting a culture of appreciation and
support. When employees witness their colleagues being recognized, it creates a sense of
camaraderie and encourages teamwork (Chantal, Manyange, & Asuman, 2022). Thirdly,
recognition programs enhance employee loyalty and retention. When employees feel valued
and appreciated, they are more likely to stay with the organization and contribute to its long-
term success. Fourthly, recognition programs can boost morale and overall employee
engagement levels (Kwarteng et al., 2023). Recognizing employees' achievements publicly or
privately can generate a sense of pride and a desire to continue performing at a high level.
Additionally, recognition programs can serve as a feedback mechanism, providing employees
with valuable insights into their strengths and areas for improvement. This feedback allows
employees to grow and develop professionally (Mon, 2022). Moreover, recognition programs
can have a ripple effect, inspiring other employees to strive for excellence and seek

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recognition themselves. Furthermore, these programs can strengthen the employer brand,
making the organization an attractive place to work. Prospective employees are more likely to
be drawn to organizations that prioritize and value their employees (Liu, Yu, Guo, & Li,
2022). Furthermore, recognition programs can improve team dynamics and collaboration by
reinforcing positive behaviors and encouraging a supportive work culture. Additionally,
recognition programs can positively impact customer satisfaction. When employees feel
recognized and valued, they are more likely to provide excellent customer service, resulting
in increased customer loyalty and satisfaction. Furthermore, recognition programs can help
identify high-performing employees for career advancement opportunities or leadership roles.
Lastly, recognition programs can contribute to a positive organizational culture, where
appreciation and recognition are embedded in the company's values and practices (Rudi, Arif,
& Mapparenta, 2022). Overall, recognition programs have far-reaching effects on employee
performance, motivation, job satisfaction, retention, teamwork, customer satisfaction, and
organizational culture.

2.2.3 Effects of career development opportunities on employee performance

Career development opportunities have a profound impact on employee performance (Carter
et al., 2023). These opportunities encompass activities and programs that support employees'
professional growth and advancement within an organization (Panjaitan, Hasibuan, &
Effendi, 2023). Firstly, career development opportunities enhance employee motivation by
providing a clear path for progression and a sense of purpose in their work. When employees
see opportunities for growth and advancement, they are more likely to be engaged and
committed to achieving their goals. Secondly, career development opportunities contribute to
increased job satisfaction. Employees feel valued when their organization invests in their
development, leading to a greater sense of fulfillment and loyalty (Riebel, 2023). Thirdly,
these opportunities improve employee skills and competencies. By participating in training
programs, mentorship initiatives, or job rotations, employees acquire new knowledge and
expand their capabilities, leading to improved performance in their current roles. Fourthly,
career development opportunities promote a learning culture within the organization (Mauno,
Herttalampi, Minkkinen, Feldt, & Kubicek, 2023). When employees have access to
continuous learning and development, they become more adaptable, innovative, and agile in
response to evolving business needs. Moreover, these opportunities help attract and retain top
talent. Prospective employees are drawn to organizations that offer opportunities for personal
and professional growth, making the organization more competitive in the job market.

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Furthermore, career development opportunities foster a sense of loyalty and commitment,
reducing turnover rates and retaining valuable employees. Additionally, these opportunities
facilitate succession planning and talent management by identifying high-potential employees
for future leadership roles (Mauno et al., 2023). Moreover, career development initiatives
promote diversity and inclusion by providing equitable access to growth opportunities for all
employees. Furthermore, employees who have access to career development opportunities
become more self-directed in their learning and take ownership of their professional
development. This can lead to increased autonomy, engagement, and accountability.
Additionally, career development opportunities enable employees to align their personal
goals with the organization's objectives, fostering a stronger sense of purpose and
commitment (Panjaitan et al., 2023). Furthermore, employees who are supported in their
career growth are more likely to take on challenging assignments, leading to increased
innovation and creativity within the organization. Lastly, career development opportunities
contribute to a positive employer brand, signaling to current and potential employees that the
organization values their growth and invests in their long-term success. In summary, career
development opportunities have wide-ranging effects on employee performance, motivation,
job satisfaction, skills development, talent retention, diversity and inclusion, innovation, and
organizational culture (Panjaitan et al., 2023).

2.2.4 Effects of job autonomy on employee performance

Job autonomy has significant effects on employee performance. When employees have
autonomy in their work, they experience a greater sense of ownership and control over their
tasks and decision-making processes (Jaleel & Sarmad, 2024). This leads to increased
motivation and engagement as individuals feel empowered to take initiative and be
accountable for their outcomes. Job autonomy also fosters creativity and innovation, as
employees have the freedom to explore different approaches and solutions (de Vargas Pinto,
Beerepoot, & Maçada, 2023). Moreover, autonomy allows employees to tailor their work to
their individual strengths and preferences, leading to higher job satisfaction and a sense of
fulfillment. With increased autonomy, employees can adapt their work methods to achieve
optimal productivity, leading to improved efficiency and performance. Additionally, job
autonomy encourages continuous learning and skill development as employees are
encouraged to seek out opportunities for growth and take on new challenges. Autonomy also
promotes a positive work-life balance by allowing individuals to have more control over their
schedules and work arrangements, reducing stress and enhancing overall well-being. Overall,

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job autonomy plays a vital role in fostering employee performance, engagement, innovation,
job satisfaction, skill development, work-life balance, and overall well-being (Dewi &
Salendu, 2023).

2.2.5 Effects of supportive leadership on employee performance

Supportive leadership has a profound impact on employee performance (Prihandaka,
Rohman, & Wijaya, 2022). When leaders provide support and guidance, employees feel
valued, respected, and motivated to excel in their roles. Supportive leaders foster a positive
work environment by being approachable, empathetic, and responsive to employees' needs
(Namathanga, Odiyo, & Ouma, 2023). This creates a sense of psychological safety, where
employees feel comfortable taking risks, sharing ideas, and seeking feedback. Supportive
leaders also provide resources, training, and opportunities for growth, enabling employees to
develop their skills and reach their full potential. By promoting open communication and
collaboration, supportive leaders enhance teamwork and synergy among employees, leading
to improved productivity and performance (Giessner, Dawson, Horton, & West, 2023).
Moreover, supportive leaders recognize and appreciate employees' contributions, boosting
morale and job satisfaction. Overall, supportive leadership cultivates a culture of trust,
empowerment, and support, which positively influences employee performance, engagement,
well-being, and organizational success (Hauff et al., 2022).

2.3 Gaps in literature

After conducting a comprehensive review of recent empirical literature, several gaps were
identified in relation to the effects of motivational practices on employee performance in the
context of Yabello General Hospital. First gap is Contextual factor. The literature may not
adequately address the contextual factors that influence the relationship between motivational
practices and employee performance in Yabello General Hospital. Factors such as
organizational culture, leadership style, work environment, and job characteristics can
significantly impact how motivational practices are perceived and their effectiveness in
driving employee performance (Kossek, Perrigino, Russo, & Morandin, 2023). Another gap
is knowledge gap as existing literature lack consensus on the appropriate measures to assess
employee performance in a healthcare setting like Yabello General Hospital (Persada &
Nabella, 2023). Research is needed to identify valid and reliable performance indicators that
capture the multidimensional aspects of healthcare performance, including quality of care,
patient satisfaction, efficiency, and productivity.

15 | P a g e
2.4 conceptual framework
A conceptual framework is a theoretical framework that outlines the concepts, ideas, and
relationships between variables or factors being studied in a research project. It provides a
structured framework for understanding and analyzing the research problem, guiding the
development of research questions, hypotheses, and the selection of appropriate research
methods. The significance of a conceptual framework lies in its ability to provide a
theoretical foundation for the research, helping researchers organize their thoughts, identify
gaps in existing knowledge, and provide a clear direction for data collection and analysis. It
enhances the credibility and rigor of the research by ensuring that the study is grounded in
established theories or conceptual models, and it facilitates the interpretation and
generalization of research findings to other contexts or settings.

Independent variables

Motivational practices

Financial incentives
Dependent variable

Recognition programs Employee performance

 patient satisfaction,
Career development  clinical outcomes,
opportunities  quality of care,
 compliance with
regulations,
Job autonomy timeliness of care

Supportive leadership Source; constructed by researcher (2024)

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 CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1. Introduction
In order to achieve the study's objectives, this chapter outlines the overall strategy that will be
employed. More precisely, it encompasses the research plan, the field of study, the target
population, the size of the sample, the method of sampling, the source of data, the methods
for data collection, the assessment of validity and reliability, the management and processing
of data, the techniques for data analysis, and the ethical aspects to be considered. Tesiso
(2023) concluded in his study on assessment of the factors affecting the social outreach of
microfinance institutions in Ethiopia that factors such as borrowers per loan officers, cost per
borrower, deposit to loan ratio, gross loan to asset ratio, operating expense to loan portfolio,
return on asset, age, size, and product offering significantly affect the social outreach of
microfinance institutions in Ethiopia. However, the study also revealed that microfinance
institutions in Ethiopia are currently serving only a fraction of the poor, indicating the need
for increased efforts to reach a larger number of disadvantaged individuals. Zhang and Ayele
(2022) conduct study with the purpose of this study was to investigate the factors influencing
the performance of small and micro enterprises in the Amhara Region of Ethiopia, with a
focus on the mediating effect of government support. The findings indicated that government
support, along with entrepreneur competence, microfinance, infrastructure, and entrepreneur
training, had a positive and significant impact on enterprise performance. However,
limitations of the study include the use of a relatively small sample size and the need for
further research to address knowledge gaps in the field within the study area.

3.2. Description of Study Area

Yabello is a town located in the Borena Zone of the Oromia Region in southern Ethiopia
approximately 550 kilometers (340 miles) south of Addis Ababa, the capital city of Ethiopia.
It is situated at an elevation of approximately 1,850 meters (6,070 feet) above sea level. The
climate in Yabello is classified as a semi-arid climate, characterized by hot and dry
conditions for most of the year. The town experiences two distinct seasons: a dry season from

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October to May and a short rainy season from June to September, with rainfall being
relatively low overall. In terms of socio-economic status, Yabello is primarily an agricultural
town, with livestock farming being a significant economic activity. The area is known for its
cattle herding and pastoralist traditions. The town also serves as a commercial center, with
local markets where agricultural products, livestock, and other goods are traded.
Additionally, Yabello General Hospital is a key healthcare facility in the town, providing
medical services and healthcare support to the local population.

Yabello and its surrounding areas face the challenges of a semi-arid climate, which can
impact agricultural productivity and water availability. The socio-economic status of the town
is closely tied to agriculture and livestock, with efforts being made to promote sustainable
practices and improve the livelihoods of the local community.

3.3. Research Design

The research design pertains to the strategy or plan implemented by the study to conduct
research and address various research questions (John Adams, 2007). The research design
will encompass both descriptive and explanatory research approaches. A descriptive research
design aims to describe or define a subject by creating a profile of a group of problems,
individuals, or events. This will be accomplished through data collection, tabulation of
frequencies related to research variables, and analysis of their correlation. The study will
utilize a cross-sectional study design, which captures information that reflects a specific point
in time. The purpose of this survey is to gather detailed and up-to-date information, allowing
for the identification and description of the current state of financial management and its
impact on financial performance in Micro and Small Enterprises (MSEs). To achieve the
aforementioned objectives, the study will employ quantitative research methods. The
quantitative data analysis will primarily focus on descriptive and inferential statistics.

3.4. Population of the study

Population refers to the entire group of individuals or elements that share a common
characteristic and are of interest to the researcher. In the context of this research, the
population would typically refer to the group of employees working at the hospital. The
target population, in this case, would be all the employees working at Yabello General
Hospital, regardless of their job roles or departments. The total population of the study will
be 104 male and 23 females and totally 127 staffs are there in Yabello General Hospital that
all staff members considered target population of the study. The sample will be drawn from
this staff members using selected sampling techniques

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3.5 Sampling technique
Both random non-random sampling technique will be used to select the sample from targeted
populations. This techniques will be applied because of the research approach supposed to be
employed. Since mixed research approaches is proposed to be used both probability and non
probability sampling techniques has to be employed. Hence, simple random sampling
technique and purposive sampling will be used. Simple random sampling technique is
proposed to be used to select samples based on probability sampling that give equal chances
of inclusion in the sample for all staffs. It will be used to select respondents for quantitative
information using written questions, whereas, purposive sampling technique will be
employed to select informant respondents from administrative

3.6 Sample size

In order to determine sample size Yamane (1967) sample size formula with 95% confidence
level is employed. The formula uses to obtain this sample size are presented below.

N
n=
1+ N ¿ ¿

Where: n = sample size, N= population universe and e= error

The formula adopts a confidence level of 95% and the margin of error is therefore 5% which
is acceptable in social science research. The break down for each of the group is calculated as
N
follows: Total employees n=
1+ N ¿ ¿

280 280 250

n= =n= n= n=165
1+280 ¿ ¿ 1+280 (0.0025) 1+0.625

Total numbers of respondents will be 165

3.6 Data Types and Collection Instruments

3.6.1 Sources of data
The research will exclusively rely on primary data, which will be gathered through self-
administered questionnaires. Utilizing questionnaires is favored because they allow for the
direct and transparent acquisition of information from respondents, without requiring them to
disclose their identity.

3.6.2. Questionnaires
A questionnaire is a method of gathering information by asking individuals to personally
respond to a series of predetermined questions. The survey will be distributed to the

19 | P a g e
participants included in the sample group. The questionnaire will be semi-structured,
consisting of both closed-ended and a few open-ended questions, specifically designed to
elicit specific responses. The questionnaire will be divided into three subsections. The first
section will cover the socio-demographic characteristics of the respondents. The second
section will focus on the factors that affect the performance of microfinance. This section will
provide valuable information to assess all the variables used in the study. The third section of
the questionnaire will include a question related to qualitative information. In the second
section of the questionnaire, a Likert scale ranking (ranging from 1 to 5 points) will be
employed to measure application practices. A score of 1 indicates a very small extent, 2
represents a small extent, 3 signifies a moderate extent, 4 indicates a large extent, and 5
denotes a very large extent. Initially, the questionnaire will be prepared in English and then
translated into the local language of the study area, which is Afaan Oromo. Finally, it will be
re-translated back into English by another person to ensure the consistency of the questions.
3.6.2. Data collection method
In this research, self-administered questionnaires and face-to-face interviews will be
employed by the researcher. A self-administered survey refers to a questionnaire intentionally
created to be completed by respondents without the aid of an interviewer. The investigator
will provide written instructions and allow the participants to fill out the questionnaires
themselves. Alternatively, the questionnaires may be personally delivered to the respondents,
who will complete them and return them at a later time. Self-administered surveys are
extensively utilized for gathering quantitative research data.

3.7. Pilot Study

In order to improve the reliability and accuracy of the study, a pre-test will be carried out on a
group of 17 individuals, which accounts for 10% of the total sample size. The purpose of this
pre-test is to evaluate the questionnaire's effectiveness before administering it to the actual
respondents. The pilot study will be conducted among individuals who share a similar
background to the target population but will not be included in the main sample group. It is
important to note that the participants involved in the pre-test will not be part of the actual
population being studied. The insights gained from this pilot sample will be valuable in
identifying any deficiencies in the research instrument, such as unclear or irrelevant
questions, thus ensuring the overall quality of the study.

3.8. Reliability and Validity Testing

Reliability refers to the consistency of results produced by a data collection instrument when
it is used multiple times. To assess the internal consistency of the survey items, the Cronbach

20 | P a g e
alpha coefficient will be employed. Therefore, the pre-tested data will be utilized to test the
Cronbach alpha and determine the instrument's reliability. The Cronbach's alpha coefficient,
which ranges from 0 to 1, is used as a measure of reliability. It is generally accepted that a
Cronbach's alpha value of 0.70 or higher is considered satisfactory.

Data validity pertains to the accuracy of the research instrument used for data collection. The
construct validity method will be employed to assess the validity of the study. This involves
referencing information from previous studies and literature to ensure that all aspects of the
study objectives are adequately covered. The theoretical framework will also be utilized to
provide appropriate answers to the research questions. Furthermore, consultation with the
researcher's supervisor and peers will be sought to validate the instrument, and any necessary
adjustments to the questionnaires will be made accordingly.

3.9. Methods of data Analysis

Before analyzing the data, a thorough manual check will be conducted to ensure its
completeness and to eliminate any inconsistencies. The data will then undergo a cleaning
process to rectify any discrepancies. Subsequently, the coded data will be entered into a
computer for further analysis. In this study, the Statistical Package for Social Science (SPSS)
software version 26 will be utilized to perform the analysis. The software's methods and
functionalities will enable the application of various statistical tools. Descriptive analysis,
encompassing mean and standard deviation calculations, will provide an overview of the
data. Additionally, inferential statistics techniques such as correlation analysis and multiple
regressions will be employed to delve deeper into the data and draw meaningful insights.
3.9.1 Descriptive Analysis
We will employ descriptive analysis techniques to examine the outcomes of descriptive
statistics. These techniques will assist in illustrating the demographic and overall results,
which are presented through tables displaying frequency distributions and percentages. To
evaluate the responses for each item, we will compare the mean and standard deviation scores
of each variable.
3.9.2. The Pearson Correlation Analysis
In this study, we aim to examine the relationships between various factors and financial
performance. The primary factor being investigated is the dependent variable, which is
financial performance. We will analyze its connection with several independent variables,
including working capital management, capital structure management, forms of financing,

21 | P a g e
financial planning and monitoring, financial reporting, and accounting information systems.
Our objective is to determine the extent and direction of these relationships.
Table: 2. Rule for correlation coefficient range
Coefficient Range Interpretation
0.00-0.10 Negligible correlation
0.11-0.39 Weak correlation
0.40-0.69 Moderate correlation
0.70-0.89 Strong correlation
0.90-1.00 Very strong correlation

Source: Correlation coefficient is statically significant (Schober& Boer, 2018).

3.9.3. Regression Analysis

Assumptions of Multiple Linear Regressions
Multiple linear regressions offer a more advanced method to investigate the
interconnectedness among a group of variables. It can be utilized to explore various research
queries and determine the effectiveness of a set of variables in predicting a specific outcome
(Pallant, 2005). Within the context of this study, the researcher will employ the standard
approach of multiple linear regression. In standard multiple regression, all independent
variables are simultaneously incorporated into the regression equation. The primary concerns
in this research, which will be evaluated using SPSS, include sample size, multicollinearity,
normality, linearity, and homoscedasticity. Below, we will delve into detailed definitions,
descriptions, and interpretations of these assumptions.
1. Sample size
In order to accurately represent the characteristics of a population, it is crucial for a sample to
be well-chosen. If a sample size is too small, the resulting findings may not be applicable to
the broader target population. It is essential for scientific value that research results can be
generalized to other samples. To determine the necessary sample size for multiple
regressions, most researchers utilize the formula developed by Tabachnick and Fidel (2007).
This formula takes into consideration the number of independent variables that researchers
intend to use, which is denoted as N > 50 + 8m (where N represents the sample size and m
represents the number of independent variables). In the specific case of this study, there are 6
independent variables and the sample size is 275. By substituting these values into the
formula, we find that 164 is greater than 98. Consequently, the researcher has satisfied the

22 | P a g e
assumption regarding the sample size requirements for multiple regressions before
conducting the analyses.
2. Multicollinearity Test
Collinearity, also known as multicollinearity, pertains to the assumption that the independent
variables are not correlated with each other (Darlington, 1968; Keith, 2021). When
collinearity is low, researchers can interpret regression coefficients as indicators of the effects
of independent variables on the dependent variable (Keith, 2021). This enables reliable
inferences to be made about the causal relationships between variables. On the other hand,
multicollinearity arises when multiple independent variables exhibit high levels of correlation
among themselves, or when one independent variable is a nearly linear combination of other
independent variables (Keith, 2021).
Correlation tolerance levels range from zero (indicating no independence) to one (indicating
complete independence) (Keith, 2021). The Variance Inflation Factor (VIF) serves as an
indicator of tolerance. A large VIF value suggests a strong linear association between a
predictor variable and other predictor variables, thus indicating the presence of
multicollinearity (Shieh, 2021). It is generally considered that a VIF value exceeding ten
indicates a significant level of multicollinearity (Keith, 2021; Shieh, 2021). Conversely, small
tolerance values and large VIF values indicate the presence of multicollinearity (Keith, 2021).
Based on these assumptions, researchers perform multicollinearity tests to examine the
interdependency of predictor variables and assess the model's fit.
3. Normality
Normality refers to the pattern in which the residuals cluster around the predicted scores of the
dependent variable. This assumption is derived from the shape of a normal distribution and provides
valuable insights to researchers regarding the expected values (Keith, 2021). Normality tests are
employed to ascertain whether a given dataset conforms well to a normal distribution or not. They
also help in determining the likelihood of an underlying random variable to follow a normal
distribution (Gujarati, 2009). To assess normality, one can examine histograms depicting the
standardized residuals (Stevens, 2009). These histograms are bar graphs that display the distribution
of residuals, accompanied by a normal curve overlay.
4. Linearity
In order to accurately estimate the relationship between dependent and independent variables,
linearity is a crucial aspect. Linearity implies that the residuals, which are the differences
between the observed and predicted dependent variable scores, should exhibit a straight-line

23 | P a g e
pattern. It suggests that the dependent variable can be described as a linear function of the
predictor variables.
When the relationship between the dependent and independent variables is linear, multiple
regression analysis can provide reliable estimates. However, if the relationship is not linear,
the results of the regression analysis may either overestimate or underestimate the true
relationship between the variables, as stated by Osborne and Waters (2002).
To determine linearity, Stevens (2009) suggests using a normal p-plot of residuals, which can
provide a useful method for assessing linearity.
5. Homoscedasticity

Homoscedasticity, as assumed in statistical analysis, implies that the errors associated with
the independent variables are consistently distributed with equal variance (Osborne &
Waters, 2002). In simpler terms, researchers expect that the errors are spread out evenly
across different variable levels. To evaluate this assumption, scatter plots of residuals plotted
against independent variables are commonly employed using statistical software (Keith,
2021). The ideal scenario would be observing residuals randomly scattered around zero,
indicating a balanced distribution (Osborne & Waters, 2002). To verify this assumption, a
scatter plot will be generated for the model.

3.10. Study Model

This model aims to identify and analyze the impact of various motivational practices on
employee performance. The multiple regression models will be formulated in a specific
format.

Yi=β0+ β1X1+ β2X2 + β3X3 + β4X4 + β5X5 + β6X6 +ε

Where:
Yi= Dependent Variable (Employee Performance), measured using a 5 point Likert Scale)
ß0= Constant
ß1…………ß6= Coefficient of the independent variable
X1= Financial incentives (measured using a 5 point Likert Scale)

X2= Recognition programs (measured using a 5 point Likert Scale)

X3= Career development opportunities (measured using a 5 point Likert Scale)

X4= Job autonomy (measured using a 5 point Likert Scale)

X5= Supportive leadership (measured using a 5 point Likert Scale)

ε = error term

24 | P a g e
In order to enhance the regression analysis, we will conduct a correlation analysis to examine
the association between all variables. Additionally, we will perform a significance test,
specifically a t-test, at a confidence level of 95% and a standard error of 5%, to analyze the
impact of all variables.

3.11. Ethical consideration

The ethical review committee at Bule Hora University, specifically the College of Business
and Economics, Department of Management, will carefully examine the proposal. Once the
committee grants their approval, the survey will commence. Prior to collecting any data, we
will seek permission from both the enterprises and the respondents involved. As we distribute
the questionnaire, we will ensure that the respondents are fully aware of the study's purpose
and the potential benefits it may bring. Additionally, participants will be informed that they
have the absolute right to withdraw or decline their participation at any point during the
study. Rest assured, all responses provided will be treated with the utmost confidentiality and
will remain anonymous.

25 | P a g e
 Time schedule
NO

September

November
December
February
Activities

January

October
August
march
April

June
May

July
1 Proposal writing x
2 Proposal presentation x
3 Questionnaire preparation x x
4 Pre-test of questionnaire x
5 Selection of beekeepers (target groups) x

6 Data collection x
6 Data checking and correction x
7 Data coding and Data analysis x
8 Thesis writing x
9 Submission of first draft thesis x
10 Submission of final thesis x
11 Thesis report presentation x

Budget required
No. Items Description Unit (price)

1 Data collection Per diem for advisor and refreshment during FGDs, 16,000ETB

2 Consumable materials Pen, notebook, paper, CD and flash disk 2000ETB

3 Services Print, transport, photo copy, internet(thesis papers), 2000ETB

scanning topographic maps

Total 20,000

Source of fund: Own fund

26 | P a g e
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