




































 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Motivation and Employee Engagement among Employees 

at Makerere University 

 
Wandera Roberts Otyola, Kasamba Julie, Nakanwagi Caro & 

Namwiyiri Rogers 



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Motivation and Employee Engagement among Employees at Makerere 

University 

 

Wandera Roberts Otyola1*, Kasamba Julie2, Nakanwagi Caro3 & Namwiyiri Rogers4 

1Department of Educational, Social and Organizational Psychology, Makerere University, Uganda 

2Department of Educational Psychology, Kyambogo University, Uganda 

3Department of Psychology, Kyambogo University, Uganda 

4School of Psychology, Department of Mental Health and Community Psychology, Makerere 

University, Kampala, Uganda 

*Corresponding Author’s Email: wotyola@gmail.com 

 

Article history 

Submitted 11.09.2023 Revised Version Received 22.09.2023 Accepted 22.09.2023 

 

Abstract 

Purpose: The purpose of this study was to 

examine the relationship between employee 

motivation and engagement. A sample of 56 

participants was selected using simple random 

sampling techniques at Makerere University.  

Methodology: This study adopted a 

quantitative study approach that used a 

correlational survey design. A self-

administered questionnaire was used in the data 

collection. The collected data were further 

coded and analyzed using the Statistical 

Package for Social Science.  

Findings: Descriptive statistics showed that 

64.9% of the respondents were female and 

32.1% were male; the majority were between 

31 and 41 years old (66.1%). Results from the 

Pearson product-moment correlation 

coefficient (r) further indicated that there was a 

statistically significant positive relationship 

observed between employee motivation and 

engagement (r = -.353**p = .000<0.01).  

Recommendations: Based on the above 

findings, it was recommended that 

organizations also focus on creating high levels 

of job satisfaction among their employees by 

providing better working conditions and fringe 

benefits to keep them engaged in their jobs 

since they are the focal point for the growth and 

expansion of any organization. 

Keywords: Employee, Motivation, 

Engagement  

 

 

 

 

 

 

 

 

mailto:wotyola@gmail.com
https://orcid.org/0000-0002-9264-9899
https://doi.org/10.47672/ejh.1588


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1.0 INTRODUCTION 

Every firm is concerned about employee engagement because it affects the way it achieves its 

objectives (Ghlichlee & Bayat, 2021). An organization needs a variety of resources to be successful 

and achieve its goals, including human resources, or personnel. Motivation, however, is also seen as 

an important value that is crucial in achieving the objectives of the business because brilliant and 

qualified workers may not provide the desired outcomes if they lack it (Okwakpam, 2019). 

When working on duties, an unmotivated person is more likely to put in minimal effort, create work 

of lower quality, avoid the office, and even quit their job if given the chance (Negoro & Wibowo, 

2021). However, motivated staff members are more likely to take on responsibilities voluntarily, 

provide high-quality work, and be imaginative, tenacious, and productive (Alsaqqaf, 2022). Extrinsic 

and intrinsic motivation are both used in the workplace. Extrinsic motivation results from the desire to 

attain certain outcomes, for instance, as rewards, but intrinsic motivation is driven by the intrinsic 

worth of the task for the individual (Hennessey et al., 2015). Individuals within a company are each 

and every one motivated differently. 

 Work that is interesting, work that is appreciated, work that is satisfying, work that is stressful, work 

that is secure, work that promotes growth, work that rewards growth, work that punishes and rewards 

recognition, and so forth are all extrinsic and intrinsic aspects that affect employee motivation 

(Sepahvand et al., 2021). The relationship between intrinsic and extrinsic motivation and how it affects 

employee engagement are both found to differ in strength, according to research. McCoy (2020) 

claimed that employee engagement was more closely related to and affected by extrinsic incentives 

than intrinsic motivation. 

Employee engagement is the mental, emotional, and behavioral condition of an individual employee 

that is focused on desired corporate results (Ahmed et al., 2020). When an employee is fully engaged, 

their highest level of personal pleasure and highest level of success-related contribution are in 

alignment. Employee satisfaction and contribution to company performance were the two main focuses 

of all definitions (Walsh et al., 2018). Employee motivation can be utilized to engage workers in their 

work in the firm, according to the findings of several academics' studies (Faeq, 2022). Beyond 

motivation, many firms have recognized the necessity for employee engagement to succeed in today's 

fiercely competitive climate (Riyanto et al., 2021). 

The psychological components of employee engagement, according to managers, are more influenced 

by intrinsic motivation than by extrinsic motivation (Miao et al., 2020). In Africa, most organizations 

have challenges with employee engagement due to limited staff motivation (Towsen et al., 2020). In 

Uganda’s case, many employees keep quitting organizations because of inconsistencies in motivation 

(George et al., 2020). 

The goal of this study, conducted at Makerere University, was to determine the connection between 

employee engagement and motivation. The study found that, particularly in higher education 

institutions of learning, there are conflicting findings about employee motivation and engagement. 

Employee engagement and motivation in general organizations have received the majority of research 

attention. This study, therefore, concentrated on the university context. 

Research Objective 

To examine the relationship between employee motivation and engagement 



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2.0 LITERATURE REVIEW 

Introduction  

This section presents what other researchers have documented in relation to theory and study 

objectives. For instance, this study considered the relationship between employee motivation and 

engagement. 

Theoretical Review  

This study was guided by the Herzberg motivation-hygiene theory, or Herzberg's two-factor theory. 

Herzberg motivation-hygiene theory is the motivation theory that Herzberg developed (Pardee, 1990). 

Both motivation and cleanliness are included in Herzberg's idea. Employee engagement and 

motivation at work are encouraged by motivational elements like performance, enthusiasm for work, 

and responsibility (Adanlawo & Nkomo, 2023). However, employees demand a certain level of 

sanitation in every workplace as a matter of upkeep (Geller, 2017). Employee motivation and 

engagement at work are affected by various combinations of motivation and hygiene factors (Chiat & 

Panatik, 2019). 

Employees who are extremely engaged and driven toward their work will have high standards of 

hygiene and high levels of motivation. The combination of high cleanliness standards and low 

motivation ensures that employees will continue to report to work and meet objectives in order to 

maintain their positions (Harris et al., 2021). Employees won't, however, be encouraged to surpass 

predetermined goals. It's not ideal for workers to be in an environment with poor hygiene and strong 

motivation (Herzberg, 2017). Even if they are motivated, employees may look for another job with 

better working conditions if the minimal requirements are not met (Gheaus & Herzog, 2016). The 

worst combination is low motivation and poor personal cleanliness. Significant staff turnover and 

significant levels of job discontent may arise from this. 

Empirical Review  

Employee Motivation 

The definition of intrinsic motivation is the decision to participate in a task for its own sake instead of 

outside rewards (Ghalambor, 2023). It is possible to describe intrinsic motivation as the drive to carry 

out an action in order to enjoy and feel satisfied by the activity itself. They went on to say that human 

needs-based internal factors are the main focus of intrinsic motivation. Employees receive intrinsic 

rewards for doing their jobs well, feeling satisfied at work, doing fascinating work, being appreciated 

for their work, or feeling like they are helping a client. Employees that are intrinsically motivated go 

the extra mile to find creative solutions to difficulties that arise in the workplace (Cooperrider & Selian, 

2021). They enjoy what they do and are more likely to expend energy doing so. 

According to (Gorzelany et al., 2021), managers believe intrinsic motivation has a greater overall 

impact on the psychological facets of employee engagement. They also discovered that extrinsic 

motivation plays a role in employee engagement, but less psychologically and more as a component 

of the overall benefits that the employer and management provide to the employee. Managers believe 

intrinsic motivation has a greater impact on the psychological components of engagement than external 

motivation, as discovered by Magambo (2023). 

Extrinsic motivation, which refers to engaging in an activity just for the enjoyment of it rather than its 

utility, is a concept that applies whenever an action is carried out with the intention of achieving a 

certain end (Soule, 2022). Businesses use monetary prizes and other tangible perks to motivate staff to 

complete tasks. Motivating language was used to allude to extrinsic benefits. When using motivational 

approaches, management should be aware of what drives their employees and tailor their efforts to suit 



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their needs (Hooda & Rana, 2020). As a result, businesses would be better able to identify, develop, 

and keep on board innovative, productive workers (Sharma et al., 2020). 

Extrinsic and intrinsic reward systems should be implemented for firms in order to improve their 

performance and make better products. Identifying which motivation influences and has a relationship 

with job engagement is the goal of understanding motivation (Ghosh et al., 2020). Although most 

employees believe that intrinsic motivation is more important than extrinsic drive, both aspects are 

significant in determining an employee's level of job motivation (Miao et al., 2020). However, there 

was still unclear information on the intrinsic motivation and engagement of university employees, 

which this study sought to explore in detail. 

Employee Engagement 

Employee engagement is a work philosophy that creates the ideal working environment for each person 

in an organization to give their best each day, be devoted to their organization's aims and values, 

motivated to contribute to the success of the organization, and have an enhanced sense of their own 

well-being (Belyaeva & Kozieva, 2020). 

Employees who are more engaged are more committed and aid in increasing production inside the 

company (Stahl et al., 2020). The likelihood of them considering themselves employers is higher. 

Organizations should therefore pay attention to the idea of employee engagement. If not, it can be the 

largest danger to the success of the company. If the organization's management is uninterested in 

motivating its staff, the result will be unsatisfied beneficiaries and a loss of clients (Allaoui & 

Benmoussa, 2020). 

Employee engagement is essential because the company is entirely dependent on its staff. Because 

operations run on the shared commitment of businesses and employees, success in operations depends 

on individuals' engagement in their work (Holbeche, 2022). Employees will harness their potential to 

achieve high performance, deliver superior services, and draw in the most customers when they are 

engaged in the organization (Lu et al., 2020). This still unclear information on employee engagement 

of university staff in Uganda. The current study aimed at closing this knowledge gap. 

Employee Motivation and Engagement 

Motivation is a crucial element of involvement, according to Haldorai et al. (2020). According to them, 

out of the five factors that make up their engagement index, "employees themselves feel motivated to 

do more than is required" is the best indicator of overall engagement, followed by "the extent to which 

the company motivates employees to do more than is required." The largest return on overall 

involvement is produced by motivational investments, which hence increase utility. 

According to Belyaev and Kozieva (2020), there is a connection between employee engagement and 

work motivation. The study's conclusions showed a correlation between employee engagement and 

both internal and extrinsic motivation, which is good. Four internal factors like interesting activities, 

work satisfaction, and stress, as well as four external factors such as job security, decent compensation, 

promotion and advancement, and recognition, were found to be significant determinants of 

engagement. Motivation and employee engagement are both positively correlated with one another, 

according to the study's findings. Additionally, it has been determined that employee engagement is 

significantly impacted by motivation, both extrinsic and intrinsic. 

Will award restructuring affect employees' involvement, according to research on academic pay done 

by Engidaw (2021). Furthermore, a lot of studies have raised a lot of questions and have come up with 

a variety of conclusions about what motivates employees to engage in their work. Meyer (2017) noted 

that motivation and employee engagement have recently risen to the top of organizations' priorities 

lists. This has received a lot of attention because studies have shown that motivated employees 



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contribute to better organizational outcomes, such as decreased employee turnover and higher levels 

of performance. There was still unclear information the relationship between employee motivation and 

engagement, therefore, the current study aimed at exploring this in depth. 

Research Hypothesis 

There is a significant relationship between employee motivation and engagement 

3.0 METHODOLOGY 

Introduction 

In this section, the research design, population, sample, research tools and metrics, method, data 

management, data quality control, reliability of the research tools, and data analysis are all covered. 

Research Design  

The study used a quantitative approach and a correlational research methodology to determine the 

association between employee engagement and motivation among Makerere University staff members. 

Statistical Package for Social Scientists (SPSS) was used in this design to show data as statistical 

information in order to determine whether the variables are associated. 

Population 

The population for this study included Makerere University employees. Both male and female 

employees were included in the study. 

Sample Size Determination and Sampling Strategy 

A total of 56 participants from Makerere University were chosen to participate in the survey. With the 

use of the Morgan and Krejie Table (1970), the researcher employed a straightforward random sample 

technique. In a simple random sample, each person in the population has an equal probability of being 

selected. A straightforward random sampling method eliminates bias in sample selection and gives 

every member of the population an equal chance of being included in the study. 

Research Instruments and Measures 

Self-administered questionnaires were designed using the constructs defined above. The questionnaire 

measured employee motivation and engagement. A purposefully developed self-administered 

questionnaire comprised closed-ended questions that required each respondent to choose the preferred 

option from the alternatives given, including the respondents’ background, age, and sex. Section A 

examined the respondents’ biodata, Section B examined employee motivation, and Section C 

examined employee engagement. Employee Motivation Questionnaire adopted from Govender & 

Parumasur (2010), employee engagement from Schaufelli & Salanova (2002). 

Quality Control   

To control the quality of the collected data, the validity and reliability of the questionnaires were 

carried out. The supervisor critically analysed the instruments and suggested changes where necessary 

to ensure that the items measured were intended to be measured in order to ascertain the validity of the 

questionnaire. 

Reliability of Study Instruments  

The researcher adopted standardized instruments used by other researchers. For example, the employee 

motivation scale by Govender and Parumasur (2010) with Cronbach’s alpha coefficients of α = 0.86 

and the employee engagement scale by Schaufelli and Salanova (2002) with Cronbach’s alpha 

coefficients of α = 0.85. 



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Validity of the Research Instruments 

The face and content validity of the research instrument were ensured by comparing its items with 

previous similar studies and by matching them with the stated objectives and the formulated research 

hypotheses. Besides, copies of the prepared questionnaire were made available to experts for vetting, 

review, critiquing, necessary amendments, and corrections. The questionnaire was written in simple 

English and translated into a local language for those who do not understand English. 

Procedure 

After approval of the proposal, we obtained an introductory letter from the Department of 

Organizational Psychology at Makerere University introducing me to authorities within the university 

seeking permission and approval to collect data. When in the field, we explained to participants the 

purpose of the study while emphasizing confidentiality and giving them informed consent. Then, give 

them questionnaires to fill out. We further collected the filled questionnaires and checked for 

incomplete questionnaires to eliminate errors that may happen during data analysis. 

Data Management  

Data collected from the field was edited and coded to ensure easy analysis. Section A (background) 

data for each respondent shall be coded. For example, the sex of each respondent was coded as Female 

= 1, Age range 20–30 years = 1, 31–40 years = 2, 41 plus = 3. Year of study as Year 3 =1. 

Section B: Employee motivation with 15 items, coded as: strongly agree =1, agree =2, not sure = 3, 

disagree =4, strongly disagree =5. 

Section C: Employee engagement with 14 items on a Likert scale, coded as: strongly agree =1, agree 

=2, not sure = 3, disagree =4, strongly disagree =5. 

Data Analysis 

The coded data was analyzed using a computer program called Statistical Package of Social Scientists 

(SPSS) and summarized into frequencies and percentages. The Pearson Product Correlation 

Coefficient (r) was used to test the significance of hypothesis 1. 

Study Limitations 

The study was only limited to Makerere University employees, but it could be conducted among other 

employees in different organizations. The process of obtaining the required sample was challenging as 

university staff members are always busy with academic work. This prevented me from obtaining the 

required target sample size. 

Ethical Consideration  

We ensured privacy and confidentiality and explained to participants the main purposes of the research, 

which was to inform them that the research was purely academic before engaging them in the study. 

More so, we took into account the consent of the respondents; avoidance of forgery and plagiarism 

was considered when presenting the research methodology and findings. 

4.0 FINDINGS  

Respondents were asked to indicate their age bracket and sex. The results were obtained and computed 

into frequencies and percentages using SPSS, as shown in the tables below: 

 

 

 

 



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Table 1:  Bio Data for Respondents 

 Frequency Percent (%) 

Age 30-39 years 48 87.9 

40-49 years 8 9.1 

50 and above years 2 3.0 

Sex Male 15 34.8 

Female 43 65.2 

Results in Table 1 above show that more respondents were between 30-39 years old (86.9%). This 

implies that employees in the age group of 30-39 years are considered to be very hard-working. Results 

further show that there were more respondents for females (65.2%) than males (34.8%). This implies 

that Makerere University prefers employing more female employees than male ones, since they are 

presumed to be more honest than their female counterparts. 

Table 2: The Relationship between Employee Engagement and Job Satisfaction 

 Employee Motivation Employee Engagement 

Employee Motivation Pearson Correlation 1  

Sig. (2-tailed)   

N 56  

Employee Engagement Pearson Correlation .353** 1 

Sig. (2-tailed) .000  

N 56 56 

 

**. Correlation is significant at the 0.01 level (2-tailed). 

Hypothesis one states that there is a significant relationship between motivation and employee 

engagement. The findings in Table 2 above show that there is a significant positive relationship 

between motivation and employee engagement (r =.353**, p =.000). This is because the p value is less 

than the level of significance (0.01) in magnitude (p˂0.01). Therefore, the alternative hypothesis is 

retained, and it is concluded that there is a significant positive relationship between motivation and 

employee engagement. This means that when they are motivated, they become engaged in their jobs. 

Discussion 

Employee Motivation and Engagement  

Employee motivation is significantly related to engagement. This means that an increase in employee 

motivation leads to an increase in employee engagement. In agreement with the current study findings, 

Haldorai et al. (2020) stated that out of the five factors that make up their engagement index, 

"employees themselves feel motivated to do more than is required" is the best indicator of overall 

engagement, followed by "the extent to which the company motivates employees to do more than is 

required." The largest return on overall involvement is produced by motivational investments, which 

hence increase utility. 

Consistent with the current study by Belyaev and Kozieva (2020), there is a connection between 

employee engagement and work motivation. The study's conclusions showed a correlation between 

employee engagement and both internal and extrinsic motivation, which is good. Four internal factors 

like interesting activities, work satisfaction, and stress, as well as four external factors such as job 

security, decent compensation, promotion and advancement, and recognition, were found to be 

significant determinants of engagement. Motivation and employee engagement are both positively 

correlated with one another, according to the study's findings. Additionally, it has been determined 

that employee engagement is significantly impacted by motivation, both extrinsic and intrinsic. 



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In line with the current study, Engidaw (2021) stated that award restructuring will affect employees' 

involvement, according to research on academic pay. Furthermore, a lot of studies have raised a lot of 

questions and come up with a variety of conclusions about what motivates employees to engage in 

their work. In addition, Meyer (2017) noted that motivation and employee engagement have recently 

risen to the top of organizations' priority lists. This has received a lot of attention because studies have 

shown that motivated employees contribute to better organizational outcomes, such as decreased 

employee turnover and higher levels of performance. Therefore, it was concluded that employee 

motivation significantly influences employee engagement in an organization. 

5.0 CONCLUSION AND RECOMMENDATIONS  

Conclusion 

Since the findings indicate that employee motivation is significantly related to employee engagement. 

This means that employees who are well motivated do what it takes to achieve organizational 

objectives through engagement. 

Recommendation 

Organizations should also focus on creating high levels of job satisfaction among their employees by 

providing better working conditions and fringe benefits to keep them engaged in their jobs since they 

are the focal point for the growth and expansion of any organization. 

Areas for Further Research 

We suggest that further research should be done on the relationship between employee motivation and 

engagement among academic staff at different universities in Uganda. This will help in creating 

awareness among higher institutions of learning in both private and public institutions about the 

benefits of motivating employees to promote employee engagement. 

Acknowledgments 

We thank everyone who participated in organizing this article in a meaningful way. 

Authors Details  

1College of Humanities and Social Sciences, School of Psychology, Department of, Educational, 

Social and Organizational Psychology, Makerere University, Kampala, Makerere Hill Road, 

Wandegeya. Uganda. 

2Faculty of Education, Department of, Educational Psychology, Kyambogo University, Kampala, 

Kyambogo Hill Road. Uganda 

3Faculty of Education, Department of, Educational Psychology, Kyambogo University, Kampala, 

Kyambogo Hill Road. Uganda 

4College of Humanities and Social Sciences, School of Psychology, Department of Mental Health and 

Community Psychology, Makerere University, Kampala, Makerere Hill Road, Wandegeya. Uganda. 

 

 

 

 

 

 

 



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