Determinants of employee motivation among temporary workers in beer distribution firms in Nairobi City County, Kenya
Employee motivation has been widely studied by scholars and human resource practitioners. However, most of the studies have invested in employee motivation among permanent employees with less focus being put on temporary workers’ motivation. Beer distribution firms rely predominantly on temporary personnel due to the cyclic nature of their business operations. This research sought to examine the determinants of employee motivation among temporary workers in beer distribution firms. The research specifically examined the effect of monetary benefits, work environment, and training and development on motivation among temporary workers. The theoretical review was based on Herzberg two factor theory of motivation. The research employed a descriptive research design with a quantitative approach. The population of the study was the 304 temporary employees working within the four beer distribution firms in Nairobi City County. The sample was calculated using the Yamane formula. The sample size was 225 temporary workers who were apportioned across the beer distribution firms. The study used a structured questionnaire to collect data using the drop and pick method. The collected research data was analyzed using descriptive and inferential statistics. The correlation tests indicated there is a positive and significant relationship between monetary benefits (i.e., remuneration, fringe benefits, bonuses, overtime pay) and employee motivation, with all relationships showing moderate strength. The study also found a positive and significant relationship between training and development (i.e., on-job training, workshops and seminars, career progression, professional development) and employee motivation, with all relationships being strong except workshops and seminars that showed moderate strength. The research also revealed that the work environment (i.e., co-worker relations, work-life balance, communication, teamwork, work supervision) and temporary employee motivation were positively correlated. The study revealed that 77% of changes in employee motivation among temporary workers could be determined by the three factors; monetary benefits, work environment and training and development. The research recommends that the organization should invest in employee training and skills development as well as offer monetary benefits that will improve the reward and recognition of temporary workers’ efforts. The study suggests that the organization should create a supportive work environment that will be key to improving the motivation of temporary workers.