The Impact of Motivation on Employees’ Performance at Sulu State College

Abstract

This descriptive-correlational study determines the impact of motivation on the employee’s performance at Sulu State during the Academic Year 2023-2024. With 100 respondents, it employed frequency counts and percentages, weighted mean and standard deviation, t-test for independent samples one-way ANOVA, and Pearson’s r. This study reveals the following findings: 1) Out of 100 employee-respondents, the majority are within 23-39 years old, are female employees, are married, have 5 years & below of length of service, have regular-permanent status of appointment, and have 11,999 & below of salary rate. 2) Generally, employee-respondents affirmed that factors such as Promotion, Job Satisfaction, Work Environment, Incentives, Loyalty, Reduced Conflict, and Improved Fellowship have high impact on employees’ motivation at Sulu State College. 3) Generally, profile variables such as age, civil status, status of appointment, length of service, and salary indeed intervene in ways how employee-respondents assess the extent of the impact of motivation  4) Employee-respondents who generally perceived the impact of motivation on the employees at Sulu State College in terms of Promotion as “Strongly Agree” are most probably the same group of respondents who perceived the impact of Job Satisfaction, Work Environment, Incentives, Loyalty, Reduced Conflict, and Improved Fellowship as “Strongly Agree”, respectively. 5) This study tends to support Abraham Maslow (1954) theory of motivation as expounded by Victor H. Vroom (1960) in his expectancy theory of motivation which assumes that motivation is high when workers believe that high level of effort leads to high performance and high-performance leads to the attainment of desired outcomes.