MOTIVATION AND SALES PERFORMANCE OF AN ORGANIZATION

CASE STUDY: NIKO INSURANCE KAMPALA BRANCH

ASIIMWE OBED

D12/BSU/BBA/401

A RESEARCH REPORT SUBMITTED TO THE FACULTY OF BUSINESS AND

DEVELOPMENT STUDIES IN PARTIAL FULFILLMENT OF

REQUIREMENTS FOR THE AWARD OF BACHELORS’

DEGREE IN BUSINESS ADMINISTRATION OF

BISHOP STUART UNIVERSITY.

MAY, 2014
 DECLARATION
I, ASIIMWE OBED declare that this research is my own piece of work and it is original

and has not been submitted in any institution for award of any degree, Except for the

award of Bachelors of Business Administration degree to the undersigned.

Signed……………………………………… Date…………………………………………
ASIIMWE OBED

D12/BSU/BBA/401

2
 APPROVAL
This is to certify that this research report of Asiimwe Obed on Motivation and sales
performance in Niko insurance limited has been under my supervision and is now ready
for sub mission.

Signature………………………………………………..
Date…………………………………

MR. BEGUMISA BERNAD

(SUPERVISOR)

3
 DEDICATION
I dedicate this work to my parents Mr. Mugiriman James and Mrs. Tukahirwa Norah for
their financial and moral support towards my studies.

4
 ACKNOWLEDGEMENT
The success of this work depends on the support of several people to whom I owe
acknowledgement. First, I acknowledge God who has been the pillar and give the entire
honor
My sincere thanks go to supervisor Mr. Begumisa Bernad who spared his valuable time
to guide me through the process of writing this report. I equally thank all my lecturers,
who beyond their core duty of teaching, overwhelmingly imparted wisdom that have
remained a guiding stick in my life and my studies at the University.

A special thanks to my beloved parents, Mr. Mugiriman James and Mrs. Tukahirwa
Norah for all the financial and moral support that they have given me, May the Almighty
God reward them tremendously. To my dear sisters Kembabazi Annet, my brother
Tugume Robert, Mugarura Ambrose, Ankunda Henry, Atuhaire Modrine, Kyomugisha
Monic and relatives, I thank you very much for whatever assistance you accorded me.
May the Almighty God reward you abundantly. Moreover, I wish to thank my loving and
caring brother for your constant encouragement and help. You were the voice that
motivated me when I was feeling defeated and comforted me when I was anxious. I am
eternally indebted to you.

Again thanks goes to the management of Niko insurance company who allowed me to
use their company for case study as well as providing information required to come up
with a successful report. I would also like to thank the questionnaire respondents,
interviewees and administrators who assisted me in this research. This research would not
have been possible without you.

Special gratitude also go to all my dear friends who have supported me in one way or
another all through the compilation of this report, for their endless love, support, and
encouragement all through my student life at campus. May your lives always be as rich,
warm and loving and may your income, peace, joy and satisfaction increase every day.
Lastly, to my course mates for without them, I wouldn’t have been this good. May the
Almighty God richly bless you.

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 TABLE OF CONTENTS
DECLARATION.................................................................................................................i

APPROVAL.......................................................................................................................ii

DEDICATION..................................................................................................................iii

ACKNOWLEDGEMENT...............................................................................................iv

ABSTRACT......................................................................................................................ix

CHAPTER ONE:INTRODUCTION...............................................................................1

1.1 Introduction..................................................................................................................1

1.2 Back ground of the study.............................................................................................1

1.3 Statement of the problem............................................................................................4

1.4. Purpose of the study....................................................................................................5

1.5 Objectives of the study................................................................................................5

1.6 Research questions.......................................................................................................5

1.7 Scope of the study........................................................................................................5

1.7.1 Subject scope.............................................................................................................5

1.7.2 Geographical scope...................................................................................................5

1.8 Significance of the study..............................................................................................5

CHAPTER TWO:LITERATURE REVIEW..................................................................7

2.1 Introduction..................................................................................................................7

2.2 Motivational tools used by the organization.............................................................7

2.3. The level of Sales performance................................................................................11

2.3.1: Sales performance..................................................................................................11

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2.3.2. Determinates of sales performance......................................................................12

2.3.3. Measures of sales performance.............................................................................12

2.3.4. Methods of evaluating sales performance...........................................................14

2.4. Relationship between motivation and sale performance......................................15

CHAPTER THREE:RESEARCH METHODOLOGY...............................................17

3.1 Introduction................................................................................................................17

3.2 Research design..........................................................................................................17

3.3 Study population........................................................................................................17

3. 4 Sample size................................................................................................................17

3.5. Sampling method......................................................................................................18

3.6 Data Sources...............................................................................................................18

3.7 Data collection Instruments......................................................................................18

3.7.1 Questionnaires.........................................................................................................18

3.7.2 Observation.............................................................................................................18

3.7.3 Interviews................................................................................................................19

3.8Research
Procedure…………………………………………………………………...19

3.9 Data analysis...............................................................................................................19

3.10 limitations of the study............................................................................................19

CHAPTER FOUR:DATA PRESENTATION, INTERPRETATIONS AND

ANALYSIS OF FINDING...............................................................................................21

4.1 Introduction................................................................................................................21

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4.2 Back ground information of respondents................................................................21

4.3 Findings on motivational tools used by NIKO insurance company......................24

4.4 Findings on the level of sales performance..............................................................28

4.5 Findings on the relationship between motivation and sales performance............29

CHAPTER FIVE:SUMMARY, RECOMMENDATIONS AND CONCLUSIONS...31

5.1 Introduction................................................................................................................31

5.2 Summary of major findings......................................................................................31

5.2.1 Findings on the motivation techniques used in Niko insurance ltd....................31

5.2.2 Findings on the level of sales performance in Niko insurance Ltd....................31

5.2.3 Findings on the relationship between motivation and sales performance in....32

5.3 Conclusions.................................................................................................................32

5.4 Recommendation.......................................................................................................33

5.5 Areas for further research.........................................................................................34

REFERENCES................................................................................................................35

APPENDIX A: QUESTIONAIRE TOPIC: motivation and sales performance of

employees using a case study of niko insurance kampala branch...............................38

LIST OF TABLES
Table 1: Gender of respondents.........................................................................................21

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Table 2: Age bracket..........................................................................................................22

Table 3: Highest level of education attained......................................................................22

Table 4: Length at work.....................................................................................................23

Table 5 : Salary as motivational tool.................................................................................24

Table 6: Job Security..........................................................................................................24

Table 7 : Promotion............................................................................................................25

Table 8: Delegation of authority........................................................................................25

Table 9: Staff training.......................................................................................................26

Table 10: Employee &Decision making exercise..............................................................27

Table 11: Employee Fringe benefits..................................................................................27

Table 12: Workers aim at higher sales performance..........................................................28

Table 13: The Company experience sales improvement...................................................28

Table 14 : Sale performance X and motivation Y values...................................................29

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 ABSTRACT
The study was about “Motivation and sales performance of Niko insurance limited. It was
carried out in Niko limited and the study objectives were: to examine motivation tools
used by Niko insurance, levels of sales performance, relationship between employee’s
motivation and sales performance. The descriptive research design was used as a tool for
data collection .A sample of 45 respondents was taken from the research study population
using purposive sampling method to select the sample. Data was collected by use of
questionnaires filled by the respondents.

The findings on the study revealed that there were various motivation techniques used by
Niko limited which includes giving material rewards, job promotion, salary increments to
good performance and integrating employee ideas in the company operations. Findings
on sales performance revealed that sales performance is greatly affected by the quality of
supervision, employee commitment, level of education and conditions under which they
perform their duties.

Findings on the relationship between motivation and sales performance revealed that
there is a significant positive relations r = 0.45 between motivation and sales
performance. The recommendations on motivation were that management should
improve on the motivation techniques it employees by giving employees more incentives
in form of allowances like breakfast and lunch, involving them in various decisions made
by seeking their opinion before implementation.

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 CHAPTER ONE

INTRODUCTION

1.1 Introduction
This chapter of the research report covers the background of the study, statement of the
problem, objectives, the research questions, scope and significance of the study.

1.2 Back ground of the study.

World over satisfying of employees’ personal needs so as to lead them into the fulfillment
of the organization goals, is a big challenge faced by leaders. Employees strive to achieve
goals such as; pay, job security, credit for work done, responsibility in work places,
positive interpersonal relationship and good working conditions. According to Syptak et
al (1999:23), Barrie (2000:36) and Jensen (2000:41) pay in form fair remuneration is an
important aspect of motivation of employees. This is because it helps them to meet their
physiological, security and egoistic needs. In many organizations there exists persistent
grievances concerning nonpayment, underpayment and delayed payment. Many
organizations pay what they want, when and how they want it (Jensen, 2000:42). This is
likely to impact on the motivation of staff and the performance of the organization.

With the increase in competition, locally and globally, organizations must become more
adaptable, resilient, agile, and customer-focused to succeed. In addition, within this
change in environment, the HR professional has to evolve to become a strategic partner,
an employee sponsor or advocate, and a change mentor within the organization. In order
to succeed, HR must be a business driven function with a thorough understanding of the
organization’s big picture and be able to influence key decisions and policies. In general,
the focus of today’s HR Manager is on strategic personnel retention and talents
development. Motivation is an effective instrument in the hands of managers for inspiring
the work force and creating confidence in it. By motivating the work force, management
creates „will to work‟ which is necessary for the achievement of organizational goals
(Chhabra, 2010; Cole, 2004).

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Management in today’s world is about management in times of repaid change [Robbins,
2000:3]. In today’s world, the biggest task of the human- resource manager is to motivate
and retain employees. Motivation is a company’s life- blood [Sharma, 2006:] a well
managed company can motivate and retain its employees and hence has the following
competitive advantages: reduced turnover; an increase in productivity; reduced
absenteeism; increase revenue; and improved performance. However; managers tend to
assume that know what the employees want from their work. This assumption can lead
managers into making mistakes while trying motivating their employees [Simons & Enz,
2006]. This study is thus an attempt to help managers to understand the factors that
motivates their employees to perform to the best of their ability.

Motivation is referred to as a driving force that determines how much effort an individual
puts into his learning’s, his work to perform effectively. (Farrant, 2010). Niko insurance
use motivational tools like, commissions, recognition, promotions and bonuses for its
employees. HOY, (2010) indicates that unless the worker is motivated performance won’t
be efficient. Performance is the relationship between the output of goods and services and
the input of all resources used in the production process therefore it is a comparison of
input and output (John Kendrick, 2009).

According to Dubin, (2002), “Motivation is the complex of forces starting and keeping a
person at work in an organization. Motivation is something that puts the person to action,
and continues him in the course of action already initiated”. Motivation refers to the way
a person is enthused at work to intensify his desire and willingness to use his energy for
the achievement of organization’s objectives. It is something that moves a person into
action and continues him in the course of action enthusiastically.

Motivation, according to Bulkus & Green, (2009), motivation is derived from the word
“motivate”, means a move, push or influence to proceed for fulfilling a want. Bartol and
Martin, (2008) describe motivation as a power that strengths behavior, gives route to
behavior, and triggers the tendency to continue (Farland et al, 2011). This explanation
identifies that in order to attain assured targets; individuals must be satisfactorily
energetic and be clear about their determinations. In view of Bedian, (2003), it is an

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internal drives to satisfy an unsatisfied need and the will to accomplish. Also motivation
is a progression of moving and supporting goal-directed behavior (chowdhury, M.S,
2006). It is an internal strength that drives individual to pull off personal organizational
goals (Reena et al, 2009). Motivation is a set of courses concerned with a kid of strength
that booster performance and directs towards accomplishing some definite targets
(Kalimulla et al, 2010).

Sales performance describes the trend of collections in terms of revenue when comparing
different periods (MC Cathy, 1994). The sales may be in form of offering products or
services to consumers. A service is any activity or benefit that one party can offer to
another that is essentially intangible and does not result in ownership of anything (Kotler
and Armstrong, 2010).Sales volume is the core interest of every organization and is based
on sales and profit .When volume goes up profits rises and management in organizations
is made easier.

Niko insurance (Uganda) limited is part of the NICO group a leading insurance, financial
and IT Group in SADC and COMESA region headquarter in Malawi with offices in
Uganda, Zambia, Zimbabwe and Tanzania. With over 30 years of insurance and risk
management, experience in the region, NICO holdings limited brings a wealth of
expertise, professionalism and financial base into the Uganda insurance market
(Company brochure, 2010). Some of the services that NICO offers include school fees
insurance, travel comprehensive in insurance on vehicles Health insurance’ travel
insurance, fire and special perils (Company brochures, 2010).

Niko insurance uses motivation tools like promotion, recognition, commissions however
still has a challenge in situations where the company does not effectively motivate it's
employees such as delayed payments, failure to participate in formulating polices, low
payments, absence of job security and others. (Human Resource Report, 2010). 20
millions and large clients are the ones whose premium is above 20 millions In reference
to the table above, Niko insurance failed to hit its excepted sales by 43% and 20% in
large and small sized clients respectively in 2007, 33% and 12% in large and small sized
clients respectively in 2009. In 2010it fallen below by 12% and 27% in both large and

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small sized clients respectively (Niko insurance sales records 2010). This has affected the
sales excepted by the Company as indicated in the table below.
Table 1: Sale performance of Niko insurance Ltd
Year Size of clients Expected new Clients obtained
clients
2008 Large 700 400
Small 1500 1200
2009 Large 1050 1050
Small 2230 1890
2010 Large 2000 1750
Small 3000 2000
Source: Niko insurance sales records.
Small clients are the ones whose premium is below 2Omillions and large clients are the
ones whose premium is above 20 millions In reference to the table above, Niko insurance
failed to hit its excepted sales by 43% and 20% in large and small sized clients
respectively in 2008, 33% and 12% in large and small sized clients respectively in 2009.
In 2010 it fallen below by 12% and 27% in both large and small sized clients respectively
(Niko insurance sales records 2010).

1.3 Statement of the problem.

In his book “Working today: Understanding what drives employee engagement”, Towers,
P. (2003) emphasizes that employee motivation is perhaps the biggest driver of
organizational performance. He adds that an organization which is able to motivate its
employees and maintain it, is able to leverage their zeal and drive in order to ensure staff
performance.

Motivation of employees in any organization is crucial in that it improves the

performance of workers however Niko insurance Limited has failed to motivate its
employees in that they receive low payments, delay payments, denied allowances, not
recognized for their performance, receive little benefits and above all have no job
security. These have therefore affected the sales performance of Niko insurance.

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1.4. Purpose of the study.
The purpose of the study was to establish the relationship between employee’s motivation
and sales performance of Niko insurance. .

1.5 Objectives of the study

i. To identify the motivational tools used by the Niko insurance.

ii. To establish the level of sales performance.

iii. To establish the relationship between employees motivation and sale performance?

1.6 Research questions

i. What are the motivational tools used by Niko insurance?

ii. What is the level of sales performance?

iii. What is the relationship between employee motivation and sale performance?

1.7 Scope of the study

1.7.1 Subject scope

This considered motivation as an independent variable and sales performance as a
dependent variable.

1.7.2 Geographical scope

The study was carried out at Niko insurance located 3rd floor Green land Towers
Kampala Road. This was because the agency was with easy reach and furnished me with
current information pertaining to the subject matter of my study.

1.8 Significance of the study

i. Niko insurance was able to understand how to motivate its employees basing on the
result of the study.

ii. The study helped the researcher to fulfill the requirements for a Bachelor of Business
Administration from Bishop Stuart University.

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iii. The findings of the study acted as literature review for the future generation.

v. The researcher applied the findings where ever she would go so as to gain more skills.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction
This chapter covers theories of motivation, strategies of motivation, factors for
motivation, sales performance, and determinants of sales performance, measures of sales
performance, methods of evaluating sales performance, relationship between employee’s
motivation and sales performance and finally conclusion.

2.2 Motivational tools used by the organization

According to Lockley (2012) offering training and development programs that effectively
contributes to personal and professional growth of individuals is another effective
employee motivation strategy. At the same time, Lockley (2012) warns that in order for
motivational aspects of training and development initiatives to be increased, ideally they
need to be devised and implemented by a third party with relevant competency and
experience.

Alternative working patterns such as job-rotating, job-sharing, and flexible working have
been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012)
argues that motivational aspects of alternative working patterns along with its other
benefits are being appreciated by increasing numbers of organisations, however, at the
same time; many organisations are left behind from benefiting from such opportunities.

An interesting viewpoint regarding the issue has been proposed by Wylie (2004),
according to which members of management primarily should be able to maintain the
level of their own motivation at high levels in order to engage in effective motivation of
their subordinates. Accordingly, Wylie (2004) recommends managers to adopt a proactive
approach in terms of engaging in self-motivation practices.

Furthermore, Wylie (2004) recommends concentrating on specific variations of intangible

motivational tools such as celebrations of birthdays and other important dates with the
participation of whole team

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According to Thomas (2009) the main challenge of motivation in workplaces is
identifying what motivates each individual employee taking into account his or her
individual differences. In other words, individual differences have been specified by
Thomas (2009) as the major obstruction for management in engaging in employee
motivation in an effective manner.

Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural
differences between employees in particular. Namely, culture can be explained as
knowledge, pattern of behavior, values, norms and traditions shared by members of a
specific group (Kreitner and Cassidy, 2012), and accordingly, cross-cultural differences is
perceived to be a major obstruction in the way of successful employee motivation.

This point has been explained by Lockley (2012) by insisting that certain practices such
as engaging in constructive arguments and dialogues in workplace can prove to be highly
motivational for the representatives of Western culture, whereas the same set of practices
can prove to be counter-productive for employees from Asian countries due to vast cross-
cultural differences.

Llopis (2012) draws attention to the increasing relevance of the work-life balance
problem for modern employees and stresses its negative impact on the level of employee
motivation. Specifically, Llopis, (2012) reasons that unless employees achieve an
adequate level of work-life balance in personal level, management investment on the
level of employee motivation can be wasted.

This viewpoint is based on Hierarchy of Needs theoretical framework proposed by

Abraham Maslow (1943), according to which there is a certain hierarchy for individual
needs, and more basic human needs need to be satisfied in order for the next level needs
to serve as motivators.

According to Cole (1998), financial incentives are rewards/payments that employees get
in consideration of their contribution towards the organization. He adds that these are
payments for labor as a factor of production.

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Wages and Salaries: Lindner (1995) notes that, though monetary methods of motivation
have little value, many firms still use money as a major incentive. She adds that wages
are normally paid per hour worked and workers receive money at the end of the week and
overtime paid for any additional hours worked for whereas salaries are based on a year’s
work and are paid at the end of each month.

Piece rate: According to Lun Chien-Chung (2003) piece rate is the paying of a worker
per item produced in a certain period of time. He asserts that this increases speed of work
and therefore productivity. This is in agreement with the earlier revelations made by
Taylor (1993) who notes that though the employees will care less about the quality of
their work, their sped improves with the piece rate practice of motivation.

Fringe benefits: According to Doellgast (2006) fringe benefits are often known as
“perks” and are items an employee receives in addition to their normal wage and/or
salary. These include company cars, health insurance, free meals, education e.t.c. he
asserts that these encourage loyalty to the company such employees may stay longer with
the company.

Performance related pay: This is paid to those employees who meet certain targets. The
targets are often evaluated and reviewed in regular appraisals with managers. According
to Higgins (1994) this system is increasingly being used by organizations worldwide
because it reduces the amount of time spent on industrial relations and he therefore
recommends its use. However, Doellgast (2006) discourages the use of this practice of
motivation. He asserts that it can be very difficult to measure employee performance
more especially those in the service industry and that the practice does not promote
teamwork.

Bonuses: Marler (2000) indicated that when your employees function as a team, you
ought to think like a coach; reward the whole group for a job well done. He says this will
boost morale both personally and collectively. He adds that employee incentive programs
such as small bonuses serve to better the morale of an individual employee and that of a
group as a whole by making them more satisfied.

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This is in agreement with Likert’s (2009) study which concluded that since everybody
wants to feel appreciated and special for the work done, they can therefore be motivated
by appreciating them and making them feel special. He adds that the more satisfied the
employee is, the better he/she will perform.

Mwanje (2000) believes that non-financial incentives are the most important motivators
of human behavior in terms of the needs of human beings. He refers non-financial
incentives to non-monetary ways of rewarding employees. They are opportunities that
help employees in the accomplishments of the set goals. They include;

Training opportunities: Hammer (2000) asserts that an individual will be motivated to do

something if they have the mental ability and skills to accomplish it. He writes that when
employees are trained, they get the knowledge of hoe to deconstruct tasks and challenges
and thereby feel less intimidated by their jobs/tasks.

Hertzberg (1998) agrees to Hammers assertion. He adds that training makes the employee
earn confidence to do a job thereby improving their attitude hence motivation.

Job rotation: Fowler (2011) revealed that when an employee does one kind of job week-
in week-out, they will always get de-motivated to carry on with their work more
especially when the work is not very challenging. She suggested that employees need to
be rotated around the organization to meet new challenging tasks in order to keep their
minds busy and feel like they are doing something for the organization.

However, Clifton (2010) disagrees with these revelations. He asserts that job rotation
does not actually lead to motivation of the employee; it just helps the employees not to
get bored with their work. In other words it helps the employers to maintain a certain
level of motivation in employees.

Communication style: Managers need to be clear when talking to their employees and let
them know that their opinion or views are important in building a viable company. Strong
communications skills are necessary when assigning tasks to the employees so that the
tasks are clearly defined and understood. Marie (2010) asserts that the managers ought to
communicate to their subordinates in such a way that the subordinates feel like they are

20
not forced to do a particular task. Jean (2010) agrees and asserts that managers should
develop an inclusive approach to decision making if at all they are to increase their
employee motivation levels.

2.3. The level of Sales performance

2.3.1: Sales performance

Performance is referred to as the degree to which there is a larger number of clients
matching with the company expectations (Juran 1998). He also looked at it as a means of
getting better results for the purpose of organization existence. Managers in organizations
need to ensure that sales performance is ever on increase if the company is to register
tremendous developments. Sales in business terms are the actual sales in money values,
a company receives after necessary collections are made from different sales channels of
the original total production put on the market (Mc Cathy et al, 1994) .it is sales that
stimulate production in a company and consequently profits which are affected by
various factors some of which are controllable like quality and others are uncontrollable
like competition and general price changes.

Sales performance is an integrated frame work that enables organizations to plan and
model sales strategies and ensure timely execution of sales initiatives while ensuring both
front line sales people and decisions-markers have visibility into performance . Sales
performance represents the next generation of best practices for sales. (Michael D, 2006).
Sales performance also refers to the total amount of firm’s out put sold to the market
especially on monthly or annually basis .this is affected by many factors including
customer relationship, marketing management of the firm and sales force skills and
motivation and even the pricing of the goods and services (Amanda D.H 2002)

Sales revenue is the total amount of money that the firm gets from the sale of all its goods
and services in a given period of time. This is usually six months or a year if a firm
produced only one product or service, the sales revenue will be the price of the product
multiplied by the number of products sold. In the case of more than one product or

21
service the revenue from each needs to be added together (wood, 1996). The figure for
sales revenue in profit and less account does not necessarily mean that the firm has
received all the money because although they may have sold that quantity of the product,
they may still be owed some of the money as debtors )Baker 2001).

2.3.2. Determinates of sales performance

Churchill etal identified six determinates of sales performance as discussed below;
Aptitude: This is the inherent or acquired ability an individual possesses and it is an
essential component for average sales performance.

Role perception: It is an individual’s perception and understandability of the role he is to

perform. When he knows it better, performance will increase.

Motivation: Motivated workers are thought to be better sales performers than

demotivated despite the difficulty encountered in measuring motivation.

Personal variables. This recognizes that personality of the employees varies and this
variability can be exhibited in consistence or inconsistence of an individual and his sales
performance.

Skill: This is a composite variable of listening, persuasion and presentation. It has a great
impact on sales performance when applied correctly.

Organization and environment factors. These are very complex and will affect the
performance of the organization depending on which side they favour. They include
political, social climate and competition.

2.3.3. Measures of sales performance

Jobbers (2000) categories performance measures as quantitative and qualitative. 1)
Quantitative measures are further subdivided into output measures which relate to sales
and profit performance and input measures which show why performance is below
standard and are diagnostic in nature.

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Output measures looks at the following.
 Sales revenue achieved

 Profits generated

 Sales per active account

 Percentage of gross margin achieved

 Number of order

 Sales to new customers

 Sales revenue as percentage of sales potential

 Numbers of new customers

Input measures looks at the following

 Number of calls on prospects

 Calls per active account

 Number of calls made

 Number of new quotations (partly an output measure)

 Calls per potential account.

Qualitative measures include.

Sales skills: For example how the workers develops rapport with customers, use of
visual aids, ability to overcome objectives, quality of sales presentation and closing a
sale.

Customer relationships. For example is customers satisfied with the sales person or they
have frequent complaints, is the sales person reliable or not.

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Self- organization: Does the sales person keep up to date with records of customers,
does he organize routing patterns very well, and does he provide marketing information
to headquarters.

Product knowledge. This looks at whether the sale person has full information about the
components of the product and its benefits in relation to competitor’s products.

Co-operation and attitudes. This looks at the extent to which the sales person will
respond to the objectives determined by management, the company and its products
cooperate with suggestions made during training for improved sales and use his initiative.

2.3.4. Methods of evaluating sales performance.

Jobbers (1997) considered the following as methods which one can rely on to evaluate on
organizations performance.

Productivity analysis This is the relationship between outputs and inputs and inputs. It
usually expressed as the ratio of output measures to appropriate input measures.

Sales productivity = output

Input

Cost analysis It is the difference between estimated and actual costs incurred in
achieving a level of sales so as to reveal the relationship between sales and cost. Sales
costs are expressed as percentage of achieved sales.

Sales analysis This involves gathering information on sales, classifying this information,
comparing it with sales forecasts, sales quotas’ sales data from previous period and
competitor’s performance. It uses units sold or revenue collected since the use of one can
be misleading. An example is that sales can increase as a result of inflation and this may
depict a wrong picture if it is taken to mean that units sold increased.

Profitability analysis This uses either income statement analysis or return on assets
managed analysis by providing more information above sales and cost analyses.

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2.4. Relationship between motivation and sale performance
Stonner (1992) in their equity theory holds that an individual’s motivation and
performance depend on his or her subjective evaluation of the relationship between his
her effort, reward ratio and effort reward ratio of others in similar situation. Management
should therefore ensure that the ratio of employee’s rewards is commensurate to their
personal input in comparison the person’s at the same positions in other organization.

Frederic H(1959) stated that there are certain satisfiers for employees at work. Intrinsic
factor is related to job satisfaction while extrinsic factors are associated with
dissatisfaction. He concluded that the opposite of satisfaction is not dissatisfaction
.Removing dissatisfaction characteristics from a job does not necessarily make the job
satisfying .He states that presence of certain factors in an organization is natural and the
presence of the same does not lead to motivation. However, their absence of which causes
no dissatisfaction but their presence as motivational factors. He identified examples of
hygiene factors as security, status, relationship with subordinates, personal life, salary,
work conditions, relationship with supervisors and company policy and administration.
Motivational factors are growth prospectus, job advancement, responsibility, challenges,
recognition and achievements.

In human resource management literature, there is strong recognition of the importance

of rewards and recognition in supporting to achievement of strategic goals. Therefore,
reward and recognition are tools to support the achievement of innovation strategy. There
are several decisions to be made concerning reward and recognition; the amount of
reward and recognition planned; the performance and sort of behavior to be targeted; the
types of reward and recognition that will be offered; and when to inform employees of
new reward and recognition.

Expectancy theory tells us that impossible goals will lead to frustration, un rewarded
wills, will not be taken seriously and good performers will only be motivated by rewards
that they value. The overall level of monitory rewards available is normally driven by
profitability. From this, a particular sum may be reserved for overall pay increases with
the remaining sum available for all of the performance related increase. It is useful to re

25
assess how motivation can be focused toward innovation by launching schemes
specifically linked to innovation. Here we can learn from expectance theory and
investigate the sort of recognition that good performers themselves value. Akey decision
is which reward and recognition schemes are targeted at the individual and which should
be targeted at encouraging team work unless it is rewarded. One of the rewards for good
performance is obviously promotions (Keith Goffin and Rick Mitchell, 2005).

26
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction
This chapter looked at the procedures of carrying out the research. It includes research
design, sampling design, population study, sample size, data collection sources and
methods, data analysis and limitation of the study.

3.2 Research design

The researcher used descriptive so as to get more information about the variable under
study. The study also employed exploratory design using both qualitative and quantitative
tools. The qualitative tool was used to give insight vividly on institutional characteristics,
opinions, beliefs, feelings and perceptions of respondents on the topic of interest. The
quantitative research technique was basically be used because of the desire to solicit and
present data numerically. It was also applied in this study to deal with quantifiable
measurements which could be counted; for example the number of employees and the
working hours

3.3 Study population

This consisted of employees of Niko insurance limited since the study was meant to
establish a relationship between motivation and sales performance of the employees. The
rest of the employees would play a key role in the study because they were to
beneficiaries and all equally important, they were the people who were involved in the
day to day running of the activities of the organization. Since the employees’
performance determines the organizational output, they considered the most important
people that this study focuses.

3. 4 Sample size
The researcher used a sample of 45 respondents but only 30 responded by filling the
questionnaires that were given to them.

27
3.5. Sampling method
The researcher used purposive sampling to get the required information from all the
employees. Purposive sampling technique: This is a sampling technique where the
elements in the sample were selected from the population because they conform to a
certain characteristic that the researcher is looking for. This was based on the researcher‘s
judgment in as far as the purpose for which the information is sought. The researcher
used purposive research design because it‘s a more representative sampling technique of
typical conditions in the survey. The researcher employed purposive sampling technique
when selecting the participants from a variety of participants.

3.6 Data Sources

Both primary and secondary data were the main sources of data were used in the study.
Concerning the primary data, the study used questionnaires to supplement the collected
data from different sources like text books, internet, magazines and Journals as secondary
data.

3.7 Data collection Instruments

3.7.1 Questionnaires
These are self administered questions that are both structured and semi structured
formalized questions used in the survey to collect information which is later analyzed to
provide results necessary for solving a given research problem .The research used self
administered questionnaires . These allowed respondents to choose from alternatives that
were provided by the researcher.

3.7.2 Observation
This is a systematic viewing coupled with consideration of the seen phenomenon as they
occur in nature with regard to cause and effect mutual relationship. The researcher used
this instrument to observe the attitudes of respondents towards the topic being researched
on.

28
3.7.3 Interviews
The researcher used formal interviewing as a method of data collection and the
interviews offered a chance to explore topics in depth and allowed interaction between
the researcher and the respondents such that any misunderstanding of the questions and
answers provided could easily be corrected. The researcher interviewed the lower level
employees of the organization using the interview guide. This was used to tap the vital
information that would not be collected using the questionnaires from the top level and
management employees.

3.8 Research Procedure

The study observed all those procedures followed in research. Using the letter of
introduction obtained from the Faculty of Business Administration, the researcher was
introduced to every respondent reached at, fully explaining the purpose of research. After
getting their consent, he conducted the research. The researchers also built the confidence
of the respondents by assuring them that their views would be confidential and used only
for academic purposes.

3.9 Data analysis

After collecting all the necessary data, this data was coded and edited, analyzed and
rephrased to eliminate errors and ensure consistency. It involved categorizing, discussing,
classifying and summarizing of the responses to each question in coding frames, basing
on the various responses. This was intended to ease the tabulation work. It also helped to
remove unwanted responses which would be considered insignificant. Data collected
from the field with the use of study instruments would be classified into meaningful
categories. This enabled the researcher to bring out essential patterns from the data that
organized the presentation. Data was entered into a computer and analyzed with the use
of Statistical Package for Social Sciences (SPSS). Finally, a research report was written
from the analyzed data in which conclusions and recommendations were made.

3.10 limitations of the study

1. Finance constraint. The study needed a lot of money for typing, printing as well as
transport costs while conducting the research.

29
2. Time. There was no enough time as the research is supposed to be completed before
the end of the semester.

3. Confidentiality of data. Most of the data in organization was confidential and the
researcher did not get the required information.

30
 CHAPTER FOUR

DATA PRESENTATION,ANALYSIS AND INTERPRETATIONS OF FINDING

4.1 Introduction
This chapter covers the presentation and analysis and analysis of data that was collected
using questionnaires. The variables covered were motivation and sale performance.40
questionnaires were given to the respondents but only 30 were returned. The chapter
highlights the back ground information of the respondents of Niko insurance Kampala
Branch. Discussion and analysis of the different responses to some key questions is also
done in this chapter following the research objectives given below; to identify the
motivational tools used by the Niko insurance, to establish the level of sales performance
and to establish the relationship between employees motivation and sale performance

4.2 Back ground information of respondents.

This section shows the gender of the respondents, marital status, age bracket, highest
level of education attained and the duration spent in service at Niko insurance Kampala
Branch.

4.2.1 Gender of respondents

Respondents were asked to state their gender and the following data was obtained.
Table 1: Gender of respondents

Valid Gender Valid

Frequency Percent Percent Cumulative Percent
Male 20 66.7 66.7 66.7
Female 10 33.3 33.3 100
Total 30 100 100
Source: Primary Data2014
From table 1, it can be noted that the council employs both the male and female
employees though the majority are Male being represented by 66.7% while female are
represented by 33.3%. This implies that Niko insurance Kampala Branch employees
both the Male and the female although there is a difeferecnce of 33.4%. Its an indication
that Niko insurance Kampala Branch is not biased in employeeing its emplyees.

31
4.2.2 Age bracket of respondents.
Respondents were asked to show their age bracket and the following data was obtained.
Table 2: Age bracket

Age Bracket Cumulative

Frequency Percent Valid Percent Percent
Valid Below 25 10 33.3 33.3 33.3
25-30 15 50 50 83.3
30 and above 5 16.7 16.7 100
Total 30 100 100
Source: Primary Data 2014
Table 2 presents that 50% were between 25-30 years of age .This group is very
instrumental in making sales as most of this had spent more than three years in
accompany and had acquired enough experience. They were also considered to be
energetic in the execution of their duties.33.3%of the respondents were below 25 years
this because young people find it easy to look for business in all locations of the city and
beyond.16.7% were above 30 years and these normally take up administrative posts as
well as formulation of policies.

4.2.3 Highest level of education attained by the employees.

Respondents were also asked to identify their educational levels and below are the
responses and below are the responses.
Table 3: Highest level of education attained

Education Level Cumulative

Frequency Percent Valid Percent Percent
Valid Below 0’ level 00 00 00.0 00.0
0’ level 00 00 00.0 00.0
A’ level 06 20 20 .0 20 .0
Diploma 12 40 40 .0 60 .0
Degree 12 40 40 .0 100 .0
Others 00 00 00.0 100.0
Total 30 100 100
Source: Primary Data 2014
Table 3 shows that the number of respondents covered had education back ground above
0’ level with 20% having finished A’ level, 40% with diplomas and 40 with degrees. This

32
is perhaps because the task of selling insurance services needs someone whose back
ground is a bit high. This means that Niko insurance Kampala Branch considers
education and experience highly when selecting its employees to ensure quality work.
Therefore, management should constantly revise its practices in order to maintain the
present standard.

4.2.4 Duration in service

Respondents were asked the period they had worked in Niko insurance Kampala Branch
and the following was obtained.
Table 4: Length at work

Duration in
service Frequency Percent Valid Percent Cumulative Percent
Valid Less than 1 4 13.3 13.3 13.3
1-2 5 16.7 16.7 30.0
2-3 6 20 20 50
3 and above 15 50 50 100
Total 30 100 100
Source: Primary Data 2014
Table 4 reveals that 50% had spent more than 3 years in the company because they hope
that with the continuous growth of the insurance industry in Uganda they will meet their
dreams.20% were between 2-3 years ,16.7% between 1-2 years and only 13.3% had spent
less than a year. Using the above results it means that Niko insurance Kampala Branch is
serviced by employees who joined in the past two years. It’s an indication that the Niko
insurance cannot maintain its employees for a long period of time explaining a high staff
turnover within Niko insurance Kampala Branch. Therefore, the Niko insurance should
carryout intensive research to find out why there is high labor turnover. This will help the
Niko insurance in retaining skilled and competent employees.

33
4.3 Findings on motivational tools used by NIKO insurance company
Table 5 : Salary as motivational tool

Motivation levels Cumulative

Frequency Percent Valid Percent Percent
Strongly Agree 11 36.7 36.70 36.70
Agree 4 13.3 13.30 50.00
Not sure 5 16.7 16.70 66.70
Valid
Disagree 4 13.3 13.30 80.00
Strongly disagree 6 20 20.00 100.0
Total 30 100 100.0
Source: primary data 2014
Table 5 shows that 36.7% strongly agree that salary motivates them,13.3% agree that
salary motivates them,16.7% not sure,13.3% disagree that salary motivates them and only
20% strongly disagree that salary motivates them. This implies that the salaries given to
staff members have an impact on the levels of performance though NIKO Insurance
Company does not consider salaries and wages as its motivation tool. Management
should consider wages and salaries as a motivation tool for better results. Payment should
be done in time and worth the employees’ effort.

Table 6: Job Security

Job security Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 6 20 20 20
Agree 10 33.3 33.3 53.3
Not sure 4 13.3 13.3 66.6
Disagree 5 16.7 16.7 83.3
Strongly disagree 5 16.7 16.7 100
Total 30 100 100
Source: Primary Data 2014
Table 6 reveals that 20% strongly disagree that job security motivates employee, 33.3%
agree that job security motivates them, 13.3% are not sure whether job security motivates
them, 16.7% disagree that job security motivates employees and lastly 16.7% strongly
disagree that job security motivates employees. . Basing on the majority of the
respondents, it can be noted that the NIKO Insurance Company does not rotate its

34
employees which creates boredom. Therefore, management should endeavor to rotate its
employees within the organization as a way of preventing boredom and facilitating
interaction amongst the employees.

Table 7 : Promotion

Responses Frequency Percentage Valid Percent Cumulative Percent

Valid Strongly Agree 5 16.7 16.70 16.70
Agree 10 33.3 33.30 50.0
Not sure 4 13.3 13.30 63.3
Disagree 5 16.7 16.70 80.0
Strongly disagree 6 20 20.00 100
Total 30 100 100
Source: Primary Data 2014
Table 7 shows that strongly agree and disagree are ranked the some taking 16.7%,33.3%
agree that promotion motivates them and 13.3 are not sure ,20% strongly disagree that
promotion motivates them.
Table 8: Delegation of authority

Responses Frequency Percentage Valid Percent Cumulative Percent

Valid Strongly Agree 5 16.7 16.7 16.70
Agree 5 16.7 16.7 33.4
Not sure 10 33.3 33.3 66.7
Disagree 5 16.7 16.7 83.4
Strongly disagree 5 16.7 16.7 100
Total 30 100 100
Source: Primary Data 2014
Table 8 indicates that strongly agree, agree, disagree and strongly disagree take same
ranking of 16.7% while 33.3% indicate that they are not sure whether management
indicates authority. This means that the NIKO Insurance Company uses responsibility as
one of its tools to motivate its employees. This is in agreement with Fredrick Hertz’s
(1959) hygiene theory which postulates that responsibility at work motivates employees.
This motivation practice should be maintained by NIKO Insurance Company
management

35
Table 9: Staff training

Employee training Cumulative

Frequency Percent Valid Percent Percent
Valid Strongly agree 5 17 17 17
Agree 1 3 3 20
Not sure 9 30 30 50
Disagree 6 20 20 70
Strongly disagree 9 30 30 100
Total 30 100 100
Source: Primary Data2014
From table 9, 20 percent of the respondents in total who work with NIKO Insurance
Company agree that the council provides them with training most of the times. However,
50 percent disagree with the statement and 30 percent are not sure. This means that
training is not one of the tools that the NIKO Insurance Company is using at the moment
to motivate its employees. The management of NIKO Insurance Company should take up
the tool of training its employees to equip them with the necessary skills needed to
produce quality work in the organization.

Table 10: Employee &Decision making exercise

Decision Making Cumulative

Frequency Percent Valid Percent Percent
Valid Strongly agree 5 17 17 17
Agree 3 10 10 27
Not sure 6 20 20 47
Disagree 7 23 23 70.0
strongly disagree 9 30 30 100
Total 30 100 100

36
Source: Primary Data2014
Considering decision making in NIKO Insurance Company, results show that 53 percent
of the respondents disagree with the statement against the 27 percent in total who agree
and 20 percent are not sure, This means that most of the workers do not actually take part
in the decision making of the organization implying that the management decides what is
to be done and passes it on to the lower workers. Management of NIKO Insurance
Company should consider involving workers at the different levels to take part in
decision making in order to make them know that their contribution adds value to the
development of the organization.

Table 11: Employee Fringe benefits

Fringe benefits Frequency Percent Valid Percent Cumulative Percent

Valid Strongly agree 9 30 30 30
Agree 7 23 23 53
Not sure 3 10 10 63
Disagree 6 20 20 83
Strongly 5 17 17 100
disagree
Total 30 100 100
Source: Primary data
Table 11 shows that 53 percent of the respondents in total agree that the NIKO Insurance
Company provides fringe benefits against the 37 percent who disagree and 10 percent are
not sure. This means that the NIKO Insurance Company is in agreement with the earlier
revelation by Doellgast (2006) that provision of fringe benefits is one of the tools that can
be used to motivate employees. Management should continue to provide more of the
fringe benefits such as medical allowances, housing allowance and transport allowance to
its employees.

37
4.4 Findings on the level of sales performance.
Table 12: Workers aim at higher sales performance

Responses Frequency Percentage Valid Percent Cumulative Percent

Valid Strongly agree 8 26.7 26.70 26.70
Agree 5 16.7 16.70 43.4
Not sure 5 16.7 16.70 60.1
Disagree 7 23.3 23.30 83.3
Strongly 5 16.7 16.70 100
disagree
Total 30 100 100
Source: Primary Data 2014
From table 12 26.7% of respondents strongly agree that workers aim at higher sales
performance, 33.3%agree that workers aim at sales performance 23.3%disagree that
workers aim at sales performance and then 16.7%strongly disagree that workers aim at
sale performance.

Table 13: The Company experience sales improvement

Responses Frequency Percentage Valid Percent Cumulative Percent

Valid Strongly agree 6 20 20 20.0
Agree 8 26.7 26.7 46.7
Disagree 10 33.3 33.3 80.0
Strongly 6 20 20 100.0
disagree
Total 30 100 100
Source: primary data
From the table above 20%strongly agree that the company experience improves sales,
26.7%agree that the company experience improves sales, 33.3%disagreed that the
company experience improves sales while 20%strongly disagreed that the company
experience improves sales.

4.5 Findings on the relationship between motivation and sales performance

Using spear man correlation co efficient to measure the relationship between motivation
and sales performance

38
Table 14 : Sale performance X and motivation Y values

scale Y Motivation X Sales Performance R1 R2 d d2

Table 8 Table 12

Strongly Agree 5 8 3 1 2 4

Agree 10 5 1 3 -2 4

Not sure 4 5 4 3 1 1

Disagree 5 7 3 2 1 1

Strongly 6 5 2 3 -1 1
disagree

Total Σx =30 Σy =30 Σ d2=11

Source: Primary Data 2015

SPEARMAN CORRELATION COEFFICENT FORMULA
r =1- 6Σ d2
n (n2-1)
APPLYING SPEARMAN CORRELATION COEFFICIENT FORMULA
r =1-6 x11
5(52-1)
r = 1-66
5(25-1)
r = 1- 66
5x24

r = 1-66
120
r = 1- 0.55
r = 0.45
The Pearson correlation coefficient above reveals that there is a positive and significant
relationship between employee motivation and their sales performance in Niko insurance
Council. This is shown by the Pearson correlation of 0.45** tested at 0.01 level of
significance. Also the correlation shows a gap of 0.177 that needs to be closed by the

39
management of Niko insurance Management should consider all the motivational tools
like timely payment, piece rate system, employee fringe benefits, employee training and
rotation, goal clarity and employee involvement in decision making among others used in
motivating employees so as to fully satisfy employee needs.

CHAPTER FIVE

SUMMARY OF FINDINGS, RECOMMENDATIONS AND CONCLUSIONS

5.1 Introduction
This chapter provides the summary of findings and recommendations from the study. The
summary and recommendations are derived from the findings of the study which are
presented in chapter four. Suggestions in areas thought necessary for further research also
included.

40
5.2 Summary of major findings

5.2.1 Findings on the motivation techniques used in Niko insurance ltd

From the findings it was revealed that there various motivation techniques used by Niko
insurance which include promotions, delegation of authority, participation in decision
making, bonus and commissions to good performers. This is in line with (Farrant 1994)
who defined motivation as a driving force that determine how much individual puts in his
work perform effectively.
However, the study also found out that Niko insurance does not use salary as a tool to
motivate its employees as most of them were not satisfied by the management’s salary
scheme. It was also found out that the Niko insurance does not carry out training of its
employees. The study also found out that the Niko insurance does not rotate its
employees or involve them in decision making as a way of motivating them.

5.2.2 Findings on the level of sales performance in Niko insurance Ltd

It was discovered that Niko sales’ performance is greatly affected by the quality of
supervision, increased employee commitment, level of education, conditions under which
they perform their duties, the quality and management of operations and the number of
hours worked for. Hertzberg (1998) this depends on whether the factors that affect
performance are either satisfiers or dissatisfies. The satisfiers that are intrinsic in nature
and these include, working conditions, pay and supervision, these two factors affect
performance both positively and negatively thus sales performance.

5.2.3 Findings on the relationship between motivation and sales performance in

Niko insurance Ltd
The findings revealed that motivation makes employees do extra tasks for better
performance and that there is a direct strong and positive relationship between sales
performance and the performance of Niko insurance Ltd staff. It was discovered that
there is a high correlation between motivation and sales performance as shown by a
positive correlation coefficience value of 0.45.

41
5.3 Conclusion
From the findings, it can be concluded that motivation can be categorized in two types
basing on whether the motivational states are internally or externally derived. These
included intrinsic motivation and extrinsic motivation. It can also be concluded that there
are two types of motivation tools an organization can use; the financial and the non-
financial tools. It can also be said that though the non-financial tools such as reducing the
workload, job security, acknowledgment are all good motivators, financial tools such as
salary and performance related pay are better motivators. It can also be concluded the
management of Niko insurances is the trying to motivate its employees though the tools it
is using do not exactly match with the expectations of the employees.

About the factors that affect employee performance, it can be concluded that motivation
is the most important factor that organization should look upon. However, it can also be
concluded that there are other factors that affect the level of employee performance.
These include; goal clarity, working conditions, knowledge of the structure, use of
modern technology, ability, training and experience.

It was found out that due to the nature of work that employees do in making sales of the
company involves a lot of commitment, determination and hard work, Niko insurances
uses various motivational techniques to have improved sales such as promotions,
commissions, bonuses, salary increment . It was noted that the level of sales performance
was high although Niko insurance still has put various means of checking sales
performance such as setting targets to its employees as well as requesting for daily
reports on the sales made so as to have improved sales.

The relationship between motivation and sales performance was found out to be good
since it has a correlation coefficient of 0.45 although management of Niko insurance Ltd
still has to put additional incentives to have improved sales performance It should be
noted that a part from motivating employees Niko insurance Ltd uses other techniques to
ensure improved sales performance like putting in place strict rules and regulations for
employees to follow during their time at work, strict supervision to a void laziness at
work among others.

42
5.4 Recommendation
Basing on the responses obtained from Niko insurance Ltd, it is vital for management to
address specific issues relating to motivation and sales performance.
Management of Niko insurance Ltd should improve on the motivation techniques of
employees by giving employees more incentives inform of allowances like breakfast and
lunch, involving them in the various decisions made by seeking their opinion before
implementation among others.

Management should device ways of measuring their employees’ performance by carrying

out performance appraisal for instance; which the manager writes down positive and
negative performance behaviour of employees throughout the performance period, use of
the scale of rating where the manager simply checks off the employee’s level of
performance graphically and managers can set objectives for the employees, periodically
evaluate the performance, and reward according to the result commonly known as
management by objectives (MBO).

There should be a concession with management of Niko to find flexible and less costly
motivation techniques that will be helpful in improving employee performance. Because
as long as an employee feels comfortable and loves what he or she is doing then this will
boost their efficiency and effectiveness at large.

The company should constantly review the salary structure and ensure that the employees
get what is worth to their level of performance and positions The company needs to
emphasize bonuses and commissions such that the employees become more aggressive to
market the services of the company than other companies in the industry. Non financial
rewards like job security, delegation of authority, promotions, recognition, need to be
given attention as employees would feel that they are valued.

5.5 AREAS FOR FURTHER RESEARCH

The researcher recommends the following areas for future investigations which were not
researched satisfactorily.

43
Choosing the right motivation tool for a given employee. This is a very important aspect
for the employer to consider. The researcher was not satisfactorily able to make a
thorough study on how to choose the right motivation tool for a given employee and
therefore recommends it for further research.

The impact of employees’ salary on their level of motivation. The researcher also did not
go deep into finding out the impact of employees’ salary on their level of performance
and therefore recommends it for future investigations.

Problems encountered by employers when motivating employees. The major problems

encountered by employers when motivating employees were not looked at exhaustively
and therefore the researcher recommends it to be researched for by future researchers.

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BISHOP STUART UNIVERSITY

APPENDIX A: QUESTIONAIRE TOPIC: MOTIVATION AND SALES

PERFORMANCE OF EMPLOYEES USING A CASE STUDY OF NIKO
INSURANCE KAMPALA BRANCH

Dear sir/madam.

47
i am ASIIMWE OBED , a student of Bishop Stuart University carrying out research on
promotional activities and brand loyalty in partial fulfillment of the requirement for the
award of a Bechelors‘degree in Business Administration of Bishop Stuart University .
Your response herein is highly treasured, important and it‘s required strictly for academic
purposes and therefore be assured of utmost confidentiality. Please spare some time and
answer the following questions. Thank you for your time and co-operation.

Section A: Demographic characteristics

1. What is your gender?

a) Female [ ] b) Male [ ]

2. What is your age?

a) Below 25 [ ] b) 25-30 [ ]

c) 30 and above [ ]

3. What is the level of your education?

a) Below O’Level [ ] b) A 'Level [ ]

c) Degree [ ] d) O’Level [ ]
e) Diploma [ ] f) Others (specify)………………………………….
4. How many years have you been in the company?

a) 1 year [ ] b) 2 years [ ] c) 1-2 years [ ] d) 3 years and above

[ ]
Section B: Motivation tools used by Niko Insurance
Please indicate the extent to which you agree or disagree with the following
statements.
On a scale of 1-5, tick in the appropriate box on how you strongly agree or disagree with the
statements given.
Scale 1 2 3 4 5
Strongly Agree Not sure Disagree Strongly Disagree
agree

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Statement 1 2 3 4 5
Employees are motivated with the salary given to them.
Job security motivates employees.
Management gives promotion to employees
Managers delegates authorities to employees
Niko insurance trains its employees for performance.
Employees participate in decision making of the company.
Employees are satisfied with the working conditions.

Section C: level of Sales performance

Statement 1 2 3 4 5
Workers aim at higher performance in sales.
The company experience sales improvement.
Low motivation affects sales performance.
Niko insurance registers increased sales.
The company hit the sales targets.
To what extent do you agree that motivations determine sales
performance of your company?

SECTION E: RELATIONSHIP BETWEEN MOTIVATION AND SALES

PERFORMANCE
7. Do you think there is a relationship between motivation and Sales performance?
Yes b). No

8. If yes, what kind of relationship

Positive b). Negative
Give reason/s
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………

9. Any other comment?

………………………………………………………………………………………………
………………………………………………………………………………………………

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THANK YOU VERY MUCH GOD BLESS YOU.

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