Abstract:
The purpose of this study was to investigate the role of motivation on employee performance in public organization: a case of ministry of national development planning Hargeisa, Somaliland. This study was guided by the following research questions. To determine the methods used by employers to motivate employee in the MoNDP? To know the extent that extrinsic motivation affect employees’ performance in the MoNDP? To examine how intrinsic motivation affect employees’ performance in the MoNDP? To identify how motivation link with employee work performance. This study adopted a descriptive research design. The population of the study was 90 employees’ of the MoNDP. A census sampling was done and so the 90 employees constituted the sample size. A structured questionnaire was used to collect the data. The questionnaire was administered by the researcher. The completed questionnaires were edited for completeness. The data was analyzed using the statistics package for social sciences (SPSS) computer package. The data was interpreted using descriptive statistics through frequencies, percentages and correlation analysis. The findings were presented in the form of tables and figures. The study found out that the ministry uses many different tools to motivate its employees. These include; payments on time, employee rotation within the ministry and salary provision. However, the study also found out that NDP does not use provide fringe benefits to its employees. It was also found out that ministry doesn’t pay its workers according to the amount of work they have done also when employees meet targets ministry doesn’t provide bonuses the ministry does not carry out training of its employees. The study also found out that the organization does not make sure that that employees work is challenging or involve them in decision making as a way of motivating them. The research results indicated that there is positive correlation between motivation and work performance. This means that changes in one variable are strongly correlated with changes in the second variable. Pearson’s r is .440**. This number is very close to 1. For this reason, we can conclude that there is a strong relationship between motivation and employee performance variables.
