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September 10, 2025Open Access

Determinates of Employee Motivation in Various Organizations in Lusaka, Zambia

Key Points

A good salary motivates 62% of employees in various organizations in Lusaka, while 48% value staff development.
Majority, about 58%, reported being motivated at work, highlighting satisfaction with conditions and respect from employers.
The research used a non-experimental cross-sectional design and descriptive statistics via SPSS for data analysis.
Encouraging workplaces to meet physiological, safety, and esteem needs can significantly enhance employee performance.

Abstract

Purpose: The goal of the study was to investigate the determinants of employee motivation in organizations in Lusaka District, Zambia. The study sought to solicit views from workers in various organizations across the city to better inform future research. Methodology: The research design was a non- experimental cross section design utilization a quantitative approach. Data was analyzed using descriptive statistics through IMB Statistical Package for Social Sciences (SPSS) Version 24. Findings: Majority of the respondents (62%) cited having a good salary as a motivational factor. Others mentioned other factors such as good staff development (48%) and being respected, supported and listened to (32%) as their motivational factors. Furthermore, majority of the respondents (58%) did state they were motivated in the workplace and reported satisfaction with their work lives. Most said that their opinions were respected (78%), they were given responsibilities outside their work specializations (66%), and had enough time to socialize with friends and families (66%). Respondents also had high knowledge (66%) and positive attitudes (84%) on employee motivation. Unique Contribution to Theory, Practice and Policy: Utilization the Clayton Alderfer’s Existence, Relatedness and Growth Model of 1969, the research investigated the determinates of motivation among the workforce in a localized geographic area in Lusaka district. Workplaces should reenforce physiological, safety, social, esteem and self-actualization needs among their employees for increased performance and outputs. The researcher recommends provision of a good salary based on work output, safe conducive environments in the workplaces and good path career development for workers. Organizations should be in the forefront in ensuring a conducive work environment that makes it possible for workers to enjoy their work. As long as workers are compensated for their work outputs fairly, they would be highly motivated which will improve job performance.

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