CHAPTER ONE INTRODUCTION 1

CHAPTER ONE
INTRODUCTION
1,1 INTRODUCTION
This chapter presents the background, statement of the problem, purpose, objectives and research questions for the study, significance of the study and the conceptual framework.
The purpose of this research project is to explore employees motivation and public service delivery at Somali federal government so to understand the best way to enhance the skills and improve the the quality service delivery to the community . Therefore, this study will fill this Knowledge gap and provide valuable information on Motivation on public civil servant impact.
1.2 BACKGROUND OF STUDY
Historically the concept of motivation can be traced from ancient Greeks, Socrates, Plato and Aristotle ages. Plato believed in a hierarchy organized such as dietary component, the emotional and the rational. Aristotle, for more than twenty years continued to affirm the hierarchy spiritual. However he used different reforms which were different from his original belief.
Motivation has its own basic role on the worker’s job effectiveness. A lot of theories and approaches have been discovered in order to clarify the nature of employees’ motivation in both private and public sectors. However, almost of the studies carried out were based on private sector alone. (Re’em, july 2011).
In developed countries, advocated that Motivation public service Employee is an effective way to improve employee satisfaction on service delivery and to overcome incentive problems in the public sector. According to (Georgellis, 2011) expiations, employees who are intrinsically motivated tend to exhibit high levels of organizational commitment, increasing productivity and improving organizational performance. In a similar (Georgellis, 2011) argues that public sector employees, presumably with higher levels of intrinsic motivation on average than non motivated employees, are likely to report high satisfaction scores with intrinsic job characteristics and a high level of commitment to the public sector institutions they work for.
Initially, motivation was considered an entity that compelled one to action. However by the early twentieth century motivation became increasingly conceptualized in terms of instinct explanation. The concept of Public Service Motivation was formalized in the late 1970s and early 1980s by authors like Buchanan, Mosher, Perry, Porter, and Rainey. Since then, it has gained international prominence.PSM varies between employees and it is difficult to generalize the motivations of everyone who works in the public sector(Georgellis, 2011).In developed countries, advocated that Motivation public service Employee is an effective way to improve employee satisfaction on service delivery and to overcome incentive problems in the public sector.
In Malaysia, the government has provided incentives such as salary increment and good remuneration system to ensure public servants are highly competent and motivated to do their jobs on service delivery. It was introduced due to the complaints associated with lateness, rudeness and lack of job committed in service delivery, made by the public. This might happen due to the lack of work motivation and resulted in their low performance. In order to retain good employees in the organizations, it is important for organizations to design and offer good remuneration and compensation system as one way to motivate the employees to work because failure to motivate employees will affect not only individual but also the organizations as a whole. (Clark, 2003).
In the most African countries differ what motivates employee organization to organization like Rwanda most public servant motivates high job security and job opportunity. Many studies revealed that most African public workers are less motivated because of less salary and care compared to private workers in addition this cause that public workers are more corrupted according to private employee (Iguisi).
In Nigeria the civil service was oversized and poorly remunerated, resulting in poor service delivery. Rapid public sector recruitment under military administrations had resulted in an oversized and under skilled work force in which employees often did not have the appropriate technical skills needed for their assignments (Okonjo-Iweala and Osafo-Kwaoko, 2007).
Robbins (2001) defined motivation As, the willingness to exert high levels of efforts to Reach organizational goals, conditioned by effort’s ability To satisfy some individual needs. Susan (1995) defined motivation as an energizing force that stimulates arousal, direction, and persistence of behavior. Motivation is both a force within an individual and a process used to get others to expend effort. Andrew (2000). Says that motivation is concern with the “why” of Behavior; the reason people do things.
The prolonged civil war and insecurity following the collapse of the Somali state in 1991 have caused immense human suffering and material losses across the south-central regions, leaving physical and emotional scars on all aspects of Somali society. In addition to death and destruction, the violent conflict has resulted in widespread displacement of people both within and beyond the country’s borders. In the report of International crises group (ICG, 2011) reported that the workers of Somali government are more corrupted in International donation. And also experienced a fall in motivation of public servants and service deliver, but at the recent years since 2006 up to now there is a temptation towards motivation of public servants and still not enough. Therefore this research paper will investigate the following: ‘Does public service motivation play a role in the Somali’s federal employee by influencing crucial HRM mediators such as salary payment, and promotions on service delivery’? and Does Public Service Motivation Predict Higher Public Service delivery level?.Thus the researcher want to know how motivation impact the employee morale and performance on their providing services delivery to the community and how the ministries staff get motivation such salary payment, bonus and promotion and what level of service delivery to society and then find the relationship between employee motivation and public service delivery in some selected government ministriess in Mogadishu, Somalia.

1.3 THE STATEMENT OF THE PROBLEM
Globally Motivating and improving public service delivery is one of the biggest challenges in worldwide .It has been over two decades since research on the “public service motivation” concept began. In the existing body of literature, public service motivation has been linked to various HRM outcomes (Vandenabeele 2008), such as performance, employer attractiveness, and ethical behavior.
In Nigeria the civil service was oversized and poorly remunerated, resulting in poor service delivery. Rapid public sector recruitment under military administrations had resulted in an oversized and under skilled work force in which employees often did not have the appropriate technical skills needed for their assignments (Okonjo-Iweala and Osafo-Kwaoko, 2007).
In Somalia since the collapse of the central in 1991, also experienced a fall in motivation of public servants and service deliver, but at the recent years since 2006 up to now there is a temptation towards motivation of public servants and still not enough. Therefore this research paper will investigate the following:
‘Does public service motivation play a role in the Somali’s federal employee by influencing crucial HRM mediators such as Salary payment, and promotions on service delivery’? and Does Public Service Motivation Predict Higher Public Service delivery level?
In the researchers, there is absence of evidence examining the effect of motivation and public service delivery in some selected federal institutions. there is a need to conduct such studies. Therefore the researcher was investigated the relationship between employee motivation and the public service delivery in some selected ministries of Somali federal government, Mogadis
1.4 PURPOSE OF THE STUDY
The purpose of this study was to investigate the relationship between the employee motivation and public service delivery of Somali federal government ministries in Mogadishu.

1.5 OBJECTIVES OF THE STUDY
1.5.1 Major objective
The main objective of this study was to explore the Employees motivation and the
Public service delivery in Ministries of Somali federal government Mogadishu.
1.5.2 The specific objectives of this study are
1. To determine the impact of employee motivation in some selected ministries of Somali federal government.
2. To examine the level of public service delivery in some selected Ministries of Somali federal government.
3. To investigate the significant relationship between the employee motivation and public service delivery in some selected Ministries of Somali federal government.
1.6 RESEARCH QUSTIONS
1. What are the impacts of employee motivation in some selected ministries of Somali federal government?
2. How the level of public service delivery in some selected Ministries of Somali federal government?
3. What are the significant relationship between the employee’s motivation and public service delivery in some selected Ministries of Somali federal government?
1.7 SCOPE OF THE STUDY-
Content scope: This study aimed to investigate the impact of employee motivation and public service delivery in some selected ministries of Somalia federal government and it’s mainly focused on the effect of payments, promotion and bonus; this study is cross sectional study which utilizes questionnaire to collected data.
Geographical scope: The study was carried out at sex Ministries of Somalia federal government in Mogadishu.
Time scope: This study will cover the period 2016-2017
1.8 DIFITIONS OF TERMS OR VARIABLES
? Motivation: Motivation is an ongoing process” (Goudas, Biddle, & Fox, 2011). “Motivation is a desire for change” (Hong, Cheng, Hwang, Lee, & Chang, 2009). “Motivation is a desire to do something” (Kim, & Lee, 2008)
? Public service motivation: as the personal susceptible to answer to motives demonstrated basically in civil service agencies.
? Service delivery here implies tangible and intangible goods and services provided by the government in order to improve the wellbeing of the society. Then the researchers measure the variable quality of service and satisfaction of the beneficiaries.
1.9 SIGNIFICANT OF STUDY
It is anticipated that the findings of the study helps in bringing out clearly how the Employee Motivation and to work smoothly? and showed how they provided service to the community’s.
The problems identified and recommendation suggested were great value to improve and develop the civil servant that working on public service delivery and reduced the demotivational factors
1.10 CONCEPTUAL FRAMWORK
Dependent Variable

After the careful study of literature Review, the following conceptual model is formulated to illustrate the relationship between employee motivation and public service delivery.
Independent Variable
Employee Motivation

Salary

Promotion

Bonus
Public Service delivery

Primary Sourse:2018

THE STATEMENT OF THE PROBLEM
Globally Motivating and improving public service delivery is one of the biggest challenges in worldwide .It has been over two decades since research on the “public service motivation” concept began. In the existing body of literature, public service motivation has been linked to various HRM outcomes (Vandenabeele 2008), such as performance, employer attractiveness, and ethical behavior.
In Nigeria the civil service was oversized and poorly remunerated, resulting in poor service delivery. Rapid public sector recruitment under military administrations had resulted in an oversized and under skilled work force in which employees often did not have the appropriate technical skills needed for their assignments (Okonjo-Iweala and Osafo-Kwaoko, 2007).
In Somalia since the collapse of the central in 1991, also experienced a fall in motivation of public servants and service deliver, but at the recent years since 2006 up to now there is a temptation towards motivation of public servants and still not enough. Therefore this research paper will investigate the following:
‘Does public service motivation play a role in the Somali’s federal employee by influencing crucial HRM mediators such as Salary payment, and promotions on service delivery’? and Does Public Service Motivation Predict Higher Public Service delivery level?
In the researchers, there is absence of evidence examining the effect of motivation and public service delivery in some selected federal institutions. there is a need to conduct such studies. Therefore the researcher was investigated the relationship between employee motivation and the public service delivery in some selected ministries of Somali federal government, Mogadishu.

1.4 PURPOSE OF THE STUDY
The purpose of this study was to investigate the relationship between the employee motivation and public service delivery of Somali federal government ministries in Mogadishu.

OBJECTIVES OF THE STUDY
1.5.1 Major objective
The main objective of this study was to explore the Employees motivation and the
Public service delivery in Ministries of Somali federal government Mogadishu.
1.5.2 The specific objectives of this study are
4. To determine the impact of employee motivation in some selected ministries of Somali federal government.
5. To examine the level of public service delivery in some selected Ministries of Somali federal government.
6. To investigate the significant relationship between the employee motivation and public service delivery in some selected Ministries of Somali federal government.
CHAPTER TWO
LITERATURE REVIEW

2.0 INTRODUCTION
In this chapter the researchers reviewed literatures related to meaning, nature and concepts of employee motivation and public service delivery in Mogadishu _Somalia, this chapter consist of five sections, the study of reviews the definition of variables followed by characteristics of motivation. Third section, presents prior study the relationship of two variables. Fourth section, the study presents conceptual framework of the study, while last section presents summary and conclusion of the chapter.
2.1 CONCEPTS AND DEFINITIONS OF EMPLOYEE MOTIVATION
Motivation is generally defined as an internal state that initiates and maintains goal directed behavior” (Mayer, 2011) “Motivation can be defined as the desire to achieve some” goal (Hays, ; Hill, 2001).
Definitions of motivation abound. One thing these definitions have in common is the inclusion of words such as “desire”, “want”, “wishes”, “aim”, “goals”, “needs”, and” incentives”. Luthan (1998) defines motivation as, “a process that starts with a physiological deficiency or need that activates a behavior or drive that is aimed at a goal incentive”. Therefore, the key to understanding the process of motivation lies in the meaning of, and relationship among, needs, drives, and incentives. Relative to this, Minner, Ebrahimi, and Watchel, (1995) state that in a system sense, motivation consists of these three interacting and interdependent elements, i.e., needs, drives, and incentives.
The concept of motivation can be traced from ancient Greeks, Socrates, Plato and Aristotle ages. Plato believed in a hierarchy organized such as dietary component, the emotional and the rational. Aristotle, for more than twenty years continued to affirm the hierarchy spiritual. However he used different reforms which were different from his original belief
Moreover, the term public service motivation has first developed in 1980s through explaining the distinct between public and private work coordinators and managers. (Joanna O’Riordan &Brian Cawley, june 2013).
Motivation is a human psychological characteristic that contributes to a person’s degree of commitment (Stoke, 1999). It includes the factors that cause, channel, and sustain human behavior in a particular committed direction. Stoke( in Adeyemo1999) goes on to say that there are basic assumptions of motivation practices by managers which must be understood. First, that motivation is commonly assumed to be a good thing. One cannot feel very good about oneself if one is not motivated. Second, motivation is one of several factors that go into a person’s performance. Factors such as promotion, resources, and conditions under which one performs are also important. Third, managers and researchers alike assume that motivation is in short supply and in need of periodic replenishment. Fourth, motivation is a tool with which managers can use in organizations. If managers know what drives the people working for them, they can tailor job assignments and rewards to what makes these people “tick.” Motivation can also be conceived of as whatever it takes to encourage workers to perform by fulfilling or appealing to their needs. In order to give the best output and excellent performance in workplace, employees need to be motivated to their jobs. Employees in both public and private sectors need motivational factors to motivate them to work.
2.2 CHARACTERISTICS OF EMPLOYEE MOTIVATION
Employee motivation can be characterized by three main characteristics and they are Promotion, Salary, and Bonus.
2.2.1 Promotion: is the advancement of an employee’s rank or position in an organizational hierarchy system. Promotion may be an employee’s reward for good performance, i.e., positive appraisal. Before a company promotes an employee to a particular position it ensures that the person is able to handle the added responsibilities by screening the employee with interviews and tests and giving them training or on-the-job experience. A promotion can involve advancement in terms of designation, salary and benefits, and in some organizations the type of job activities may change a great deal. The opposite of a promotion is a demotion.
(Agnes Festre, November 2008) It could be said that every existence of specificity of the relationships b/w motivation, incentives and performance in the public sector is only due to the difficulties of measuring performance. The civil servant motivation is sometimes related to a performance related pay PRP system on the civil servants motivation. PRP system do increase performance but generally reduce public sector employees motivation, the efficient of the PRP system seems to depend strongly on the type of mission or activity such as health verses education. It is also conditioned by the hierarchical position of the employees; higher level employees seem to be more intrinsically motivated than lower level employees.
in some industries, the promotion only changes the title and salary, and there are no additional benefits or privileges (beyond the psycho-social benefits that may accrue to the individual). In some not-for-profit organizations, the values of the organization or the tightness of funding may result in there being only modest salary increases associated with a promotion. In other industries, especially in private sector companies, a promotion to senior management may carry a number of benefits, such as stock options, a reserved parking space, a corner office with a secretary, and bonus pay for good performance. The degree to which job activities change varies between industries and sectors. In some fields, even after an employee is promoted, they continue to do similar work. For example, a policy analyst in the federal government who is promoted to the post of senior policy analyst will continue to do similar tasks such as writing briefing notes and carrying out policy research.
2.2.2 SALARY: is a form of periodic payment from an employer to an employee, which may be specified in an employment contract. It is contrasted with piece wages, where each job, hour or other unit is paid separately, rather than on a periodic basis. From the point of view of running a public activities, salary can also be viewed as the cost of acquiring and retaining human resources for running operations, and is then termed personnel expense or salary expense. In accounting, salaries are recorded in payroll accounts.
The purpose of the pay is to compensate the employee for work done, to motivate the employee to perform well and to retain the employee, avoiding the need for expensive recruitment and training for replacements.
The base pay or salary is something that every civil servant receives regularly (usually fortnightly or monthly) from the government by virtue of being on its payroll (Ranjanaa Mukherjee).
More significantly, it presupposes the existence of organized employers—perhaps a government or a religious body—that would facilitate work-for-hire exchanges on a regular enough basis to constitute salaried work.
Salary is a fixed amount of money or compensation paid to an employee by an employer in return for work performed. Salary is commonly paid in fixed intervals, for example, monthly payments of one-twelfth of the annual salary.
Salary is typically determined by comparing market pay rates for people performing similar work in similar industries in the same region. Salary is also determined by leveling the pay rates and salary ranges established by an individual employer. Salary is also affected by the number of people available to perform the specific job in the employer’s employment locale(Wikipedia)
2.2.3 BONUS: is extra pay due for good performance (Wikipedia). is a method of employee motivation meant to improve performance in the federal government by offering incentives such as salary increases, bonuses, and benefits. Professor Yasser believed that money was the main incentive for increased productivity and introducing the widely used concept of piece work .
In addition to motivating the rewarded behavior, standards-based methods can provide a level of standardization in employee evaluations, which can reduce fears of favoritism and make the employer’s expectations clear. Employees would be secure in knowing that their performance was evaluated objectively according to the standard of their work instead of the whims of a supervisor, or against some ever-climbing average of their group.
(Ranjanaa Mukherjee) . A civil servant is sometimes paid performance bonus depending on the degree to which performance goals are achieved. In Singapore, employees receive an annual bonus –depending on the national economic growth. Chinese civil servants receive an annual bonus, but because of difficult in assessing individual performance accurately, virtually the same amount has been paid to every person.
2.3. DEFINITIONS AND CONCEPTS OF SERVICE DELIVEY
Schein, (2009) states that the term service can have different situational meanings in different context. According to them service can be defined as a cluster of sequential activities, most of the time intangible in nature, between the services provider and service user which actually aids the later to resolve the problem. They noticed that there is big logical gap between manufacturing and services.
It is important to emphasize that the concept of service is not interchangeable with goods. Service delivery here implies tangible and intangible goods and services provided by the government in order to improve the wellbeing of the society.
(Bitner, Booms and Mohr, 1994) defined service delivery as “the consumer’s overall impression of the relative inferiority, superiority of the organization and its services”. This means that, service delivery is the key of survival to all servicing companies.
(Parasuraman, Zeithmal and Berry, 1985) defined services quality as a function of the differences between expectation performance along the quality as a function of the differences between expectation and performance along the quality dimensions?.
(Cronin and Taylor ,1994) viewed service quality as a form of attitude representing a long run overall evaluations. Maintaining service quality at certain level and improving service quality must be an effort to those companies who desire life-time prosperity in customers? heart.
HR Service Delivery definition (HR provides many functions to the organization, such as payroll processing, employee benefits and career advice. These services must be delivered to large workforces and the ways these are delivered are based on what’s known as the HR service delivery model).
There are two main types of model. The traditional model of ‘generalist’ HR staff revolves around a central team that will provide key services and handle the needs of line managers, employees and senior staff, although there may be internal divides based employee grades. This is the most common type of service delivery model.
The second model, and one that is increasingly gaining traction, is Ulrich’s three-legged stool model of HR service delivery, which involves three crucial strands – HR business partners, HR centres of expertise and shared HR services. Commonly-cited benefits include a greater ability for HR to be strategic.
Other key types of HR service delivery model include self-service, where employees use portals to access and input the information they need, and thus don’t have to approach HR representatives directly. A common way to facilitate self-service delivery is to include in-depth Q&As hosted on company intranets so that employees can find answers to their questions. Outsourced HR services may also involve a different model in that the internal HR function can re-focus on delivering strategic value rather than administrative value.
2.4. CHARACTERISTICS OF SERVICE DELIVERY
2.3.1.1 Services are processes; they are intangible and heterogeneous; they cannot be kept in stock and there is no transfer of ownership; production, distribution and consumption are simultaneous processes in the service context; the core value is produced in buyer –seller interactions and most importantly in service context customers participate in the production process (Gronroos 2000). In the area of public service delivery, there is a broad consensus regarding the main policy objectives—to have a well educated and healthy population as example. (Ghatak, 2007)
2.3.1.2 Service quality— quality is the most important when the issue of service delivery is discussed. The reason being that participation of customers in the production of service the quality of the service is directly perceived by the customer in the time of production. That is why service quality can be defined as the quality as perceived by customers (Gronroos, 2000 p.63) and therefore the measurement of service quality has been a real challenge for service delivery.
2.3.1.3 Time— time is the most essential feature in service delivery. 2.3.1.4 HR Service Delivery Scoped
2.3.1.4 HR Service Delivery was introduced in Istanbul. Scoping encapsulates HR data so that HR administrators can protect sensitive information and prevent interference from outside users and applications. All future development of new features and functionality will be made to the scoped version.
2.3.1.5 HR Service Delivery Non-Scoped The non-scoped version of HR Service Delivery is only available for customers that went live with HR in Helsinki or earlier. Beginning with Istanbul, new features and functionality are no longer supported and require migration to the scoped version of HR.
To facilitate the migration from non-scoped to scoped HR, the following tool is available:
2.3.1.6 Migration from Non-Scoped to Scoped HR The HR Migration tool assists customers migrating from the non-scoped to the scoped version of HR Service Delivery. You can migrate your HR data (tables and their corresponding columns and choice lists) and roles.

2.5 RELATIONSHIP BETWEEN EMPLOYEE MOTIVATION AND PUBLIC SERVICE DELIVERY
The motivation is an often used, but very rarely defined phenomenon of the social life. After a brief review for different related articles of comparing researches, there are several contributing factors that influence employees’ motivation to work. Rewards, promotions and also Bonus are among the factors identified by previous literatures. Rewards and promotion system is an important tool the management can use to channel employees’ motivation in desired ways. In other words, reward systems seek to attract people to join the organization to keep them coming to work and motivate them to perform at high levels (Puwanenthire, 2011).
Rizwan (2010) has conducted a study on the impact of rewards and recognition towards motivation stated that managers can provide recognition to employees by sitting with employees to have informal talks, spending time with them in form of a combined dinner or else in other activities like asking about their families and other crucial aspects related to their personal life. He also added that when effective rewards and recognition are practiced within an organization, favorable working environment is produced that can motivate employees to excel in their performance. Other than that, a study from China University of Geosciences stated that money possesses significant motivating power as much as it symbolizes intangible goals like security, power, prestige, and a feeling of accomplishment and success of service delivery (Faheem, Shuai, Mahroof and Mohsin, 2011).
Vroom (1964), supported the assumption that workers tend to perform more effectively if there wages are related to performance which is not based on personal bias or prejudice, but on objective evaluation of an employee’s merit. Though several techniques of measuring service delivery have been developed, in general the specific technique chosen varies with the type of work.
According to investigations on Effect of Reward on Employee Performance: A Case of Kenya Power and Lighting Company Ltd., Nakuru, Kenya, The main objective of the study was to Immediate Rewards are given to employees repetitively so that they can be aware of their outstanding performance. The management of individual performance within organizations has traditionally centered on assessing performance and allocating reward, with effective performance seen as the result of the interaction between individual ability and motivation. Also to provide in depth Information for the study. this design includes analyzing the Relationship between reward and employee performance. The results show that majority of employees have a perception that cash bonuses motivate performance. However Cash bonuses were perceived to have a great influence in motivating employees to achieve their targets as well as in motivating them to be more productive in their work; it only has significant influence when it comes to Motivating employee attendance. (W. L. Njanja1, 2013)
Researchers have argued that motivated employees are more committed to serving customers and providing quality service to the best of their ability (Loveman, 1998; Silvestro& Cross, 2000; Yoon &Suh 2003). Small service firms such as the imperial perking restaurant are more likely to experience constraints on organizational resources, therefore may rely more on the motivation of individual employees in providing good services to customers (McCartan-Quinn & Carson, 2003; Haugh& McKee, 2004; Coviello et al. 2006).
On the other hand, a study was made on Civil service reforms in Nigeria: The journey so far in service delivery. The objective of the study was to examine the civil service reforms in Nigeria from independence to the present and how they affected efficient and effective service delivery in the country. the descriptive method has been used. This study finally distributed that the kind of civil service reform that would tackle these problems should be evolutionary and pragmatic in nature to meet Nigeria developmental needs and the challenges of the modern world. (Rosemary O. Anazodo, 2012)
In the context of the study of Impact of Rewards and Motivation on Job Satisfaction in Banking Sector of Saudi Arabia ,The study found demonstrate that employees of private and public sectors in different banks are moderately rewarded, motivated and gratified in their organizations. (Jehanzeb, Rasheed, Rasheed, & Aamir, 2012)
Egwuridi (1981) also investigated motivation among Nigerian workers using a sample of workers of high and low occupational levels. The hypothesis that low-income workers will be intrinsically motivated was not confirmed, and the expectation that higher income worker will place a greater value on intrinsic job-factors than low-income workers was also not confirmed. This shows clearly the extent of value placed on extrinsic job factors. Akerele (1991) observed that poor remuneration is related to profits made by organization. Wage differential between high and low income earners was related to the low morale, lack of commitment and low productivity. Nwachukwu (1994) blamed the productivity of Nigerian workers on several factors, among them is employer’s failure to provide adequate compensation for hard work and the indiscipline of the privileged class that arrogantly displays their wealth, which is very demoralizing to working class and consequently reduced their productivity. Judging from all these empirical studies and findings, one may generally conclude that a good remuneration package, which ties financial rewards to individual performance, can be expected to result in higher productivity. Another study carried out, which is of importance to this research, is that of Wood (1974) 7 He investigated the correlation between various workers attitudes and job motivation and performance using 290 skilled and semi-skilled male and female paper workers. The study revealed that highly involved employees who were more intrinsically oriented towards their job did not manifest satisfaction commensurate with company evaluations of performance
2.6 SUMMARY AND CONCLUTION
The above-mentioned studies show that employee motivation and service delivery has been in many regions of the world, but the extent of such a gap has not been investigated in Somalia. In addition, studies examined motivation and service delivery in government ministries but in our best knowledge public services are not yet been investigated. Therefore, the present study investigates employee motivation and Public service delivery in some selected ministries Somalia federal government, Mogadishu.

CHAPTER THREE
METHODOLOGY
3.0 INTRODUCTION
This chapter presented research design, research population, research instrument, data gathering procedure, data analysis, and ethical consideration and research limitations
3.1 RESEARCH DESIGN
This study employeddescriptive and correlation designs. Descriptive studies are non-experimental researches that describe the characteristics of a particular individual, or of a group. It deals with the relationship between variables and development of generalizations and use of theories that have universal validity. It also involves events that have already taken place and may be related to present conditions (Kothari, 2004). Further, descriptive surveys are used to discover causal relationships (descriptive correlation), to provide precise quantitative description and to observe behavior.
3.2 RESEARCH POPULATIONS
The study population constituted mainly 120 National civil servants of Somali Federal Government Ministries in Mogadishu. (120)This population was choose because it is assumed to have adequate knowledge of the subject under investigation and the research variables.

3.2.1 Sample size
The sample size of this study was consisting of 120 respondents who were selected from the population of the study (120) respondents. The sample 120 was calculated following Slovenes formula which is: n=N/1+ (Nxe^2)
n = sample size of the study =? ;
N = population of the study = 120;
e = margin of error = 0.05
n=120/1+ (120×0.05^2)
?= 90
The researchers chose such sample because Roscoe (1975) recommended that sample sizes larger than 30 and less than 500 are appropriate for most studies. This table specifies sample civil servants and their ministries.
Categories Sample Size Population
Ministry of Education 18 24
Ministry of Health 18 24
Ministry of interior 18 24
Ministry of media 18 24
Ministry of Public Work 18 24
Total 90 120

3.2.2 Sample procedure
The sample procedure of the study was purposive sampling also called judgmental sampling.
Therefore purposive sampling enables the researches to decide who to include the sample. And it was used to collect the focused information. This study was occupy purposive sampling system technique. To select the respondents those believes that they have the relevant information. Purposive sampling used to decide on the civil servants.
3.3 RESEARCH INSTRUMENT
This study was designed to explore the relationship between Employee Motivation and Public Service delivery. Data were collected questionnaire. In this questionnaire, the Employee Motivation consists of three dimensions,. The three dimensions include Salary, Promotion and Bonus.
The four response choices were (strongly disagree, disagree, agree, and strongly agree). Finally, the data were encode used the Statistical Package for the Social Sciences (SPSS) Version 16 as 1 for strongly disagrees to 4 for strongly agree.

3.3.1 VALIDITY AND RELIABILITY OF THE INTSTRUMENT
The instrument were piloted in the department that was not included in the study sample and modified to improve their validity and reliability coefficient to at least 0.80. Items with validity and reliability coefficient of at least 0.80 are acceptable as valid and reliable in research.
The test-retest technique was used to determine the reliability (accuracy) of the researcher devised instruments to five qualified respondents. These respondents will not include in the actual study. In this test- retest technique, the questionnaires was administrated twice to the same subjects. If the test is reliable and the trait being measured was stable, the results were consistent and essentially the same in both times.
3.4 DATA GATHERING PROCEDURES
The following data collection procedure was implemented:
A. Before the administration of the questionnaire
After the research proposal approved, the researcher was first obtained an authority letter the student Affairs and registration department of Mogadishu University partnership with Asia University ( aeu ) to authorize the Researcher to carry out research about Employee Motivation in Public Service delivery in some selected Ministries Somali Federal Government in Mogadishu.

B. During the Administration of the questionnaire
The respondents will be requested to answer completely and not to leave any part of the questionnaires unanswered.
On retrieval, all returned questionnaires were checked if all are answered.
C. After the administration of the questionnaires
The data gathered collected, encoded into the computer and statistically treated using the Statistical Package for Social Sciences (SPSS).
3.5 DATA ANALYSIS
The mean and standard deviations was applied for the levels of influence of Employee motivation and Public service delivery. An item analysis was illustrate the strengths and weaknesses based on the indicators in terms of mean and rank. From these strengths and weaknesses, the recommendations were derived.
Mean Range Response Mode Interpretation
3.26-4.00 strongly agree Very high
2.51-3.25 Agree High
1.76-2.50 Disagree Low
1.00-1.75 Strongly disagree Very low
In the analysis the researchers interested in looking at relationship between variables. One way of doing correlation analysis is to use spearman’s r test to check the correlations between two groups of normal spread data. In the thesis the researchers used Spearman’s rho due to data normality correlation between Employee motivation and Public service delivery
3.6 ETHICAL CONSIDERATIONS
In this study, the researcher was considering the ethical issues throughout research project, and was kept the anonymity, privacy and confidentiality of the respondents. To keep ethical issues the data given by the respondents were used only for academic purpose. The respondents were informed of the contents and the aims of the research prior to administration of any instrument. This study was fully conducted ethically and all copyrights will be observed. And also there is barrier in language which was declined the understanding of respondents to the questionnaire so that to enhance validity of the study the researchers was explain the questionnaire in simple and understandable manner in order to accomplish this study and last work challenge.
3.7 LIMITATIONS OF THE STUDY
Some of the respondents was not willing to share with the researcher some of the information that they considered confidential but the researcher promised to keep the information got as confidential and only to be used for academic purposes. Choice of sample population also was cause a limitation, but the researcher chooses a sample population that is truly representative in terms of statistics and large enough to give a true picture of the whole population.

CHAPTER FOUR

DATA PRESENATION, INTERPRETATION AND ANALYSIS
4.0 INTRODUCTION
The previous chapter discussed a detailed description of the research methodology. Therefore, in this chapter, the data will be analyzed by using some statistical techniques. Current chapter has the following sections. Section 4.1 introduces the demographic data of the sample based on the data collected. Section 4.2 summarizes Employee Motivation as objective one of the study. In section 4.3 summarized the Public service delivery. Section 4.4 discussed the relationship between Employee motivation and public service delivery. Section 4.5 presents chapter summary.
4.1 DEMOGRAPHIC INFORMATION OF THE RESPONDETNS
The data comes from the Ministries of Somalia federal government in relation to the research objectives, and the implementation of employee motivation and public service delivery. The respondents of the questionnaire were: Directors, Head sections and Staff. The introduction statement of the research questionnaire was efficient the Significance, rationale and purpose of the study. Furthermore, the respondents have been given the confidence that all data they provided will be used only for the purpose of academic research and will be treated confidentially.

Table 4.1 Demographic Characteristics of the respondents.
Demographic Characteristics Frequency Percent Cumulative Percent
Gender Male 69 76.7% 76.7%
Female 23.3 23.3% 23.3%
Total 90 100% 100%
Age

20-33 59 65.6% 65.6%
More then 34 31 34.4% 34.4%
Total 90 100% 100%
Qualification Secondary 23 25.5.% 25.5%
Bachelor 42 46.7% 46.7%
Master 25 27.8% 27.8%
Total 90 100% 100%
Experience 1-2 15 16.6% 16.7%
3-4 33 36.7% 36.7%
More than 5 42 46.7% 46.7%
Total 90 100% 100%

Position Directors 7 7.8% 7.8%
Head section 19 21.1% 21.1%
Staff 84 71.1% 71.1%
Total 90 100% 100%
Source: Primary Data 2017
The profile of the respondents is looked upon in terms of: Gender, Age, qualification and experience. Table 4.1 shows the Gender of the respondents. 76.7% percent of the respondents were male, showing that most of the respondents considered as male. (23.3%) of the respondents were Female. finally the researchers could presume that in the above percentage, suggests a considerable number to be the male of the population.
Based on the collected questionnaires, majority of the respondents is composed male, while a small number of respondents were female. This result shows that the most Government institutions operates in Somalia involves the male.
Ages of the respondents, majority of them were in between the ages of 20-33 years (65.6%) while other respondents are above 34 years (34.4%) respectively.
Qualifications of the respondents, majority of them have bachelor degree of university (46.6%) while 27.8% of respondents have master degree and the remaining respondents 25.5% have secondary certificate.
Experiences of the respondents, majority of them are in 46.7% more than 5 years experience, 33of respondents (36.7%) have 3-4 years experience and the remaining respondents (16.6%) between 1-2years experience.
Position of respondents majority of them were Staff (71.1%), the 19 of respondents were head section (21.1%) and the remaining of respondents (7.8) of 7direcors.
4.2 THE IMPACT OF EMPLOYEE MOTIVATION
The first objective of this study was to identify the employee motivation impact in some selected ministries Somali federal government, in relation to public service delivery, respondents were required to indicate the extent to which they agree with each of the item by written the number that best describes their perceptions.To achieve this objective the respondents were asked several statements related to employee motivation as means of moral and motivating their providing service to the society. The results are summarised in the following table.
Table 4.2 Internal auditing practices(n=90)

Employee Motivation Mean Std. Deviation Interpretation Rank
Employee salary is essential factor for service delivery quality 3.54 .703 very high 1
Good Employee salary leads good service delivery to the society 3.54 .553 very high 2
Promotions are valuable for conveying employee high level of performance 3.43 .581 very high 3
Employee feel motivated when they are promoted 3.38 .631 very high 4
Employee works hard if the salary paid early and on time 3.33 .582 very high 5
Higher levels of salary lead to higher levels service delivery effectiveness. 3.32 .633 very high 6
Salary payment supports the employee satisfaction on their performance 3.16 .633 High 7
Employee recognize themselves as they provide service delivery effectively 2.97 .830 High 8
Employee Bonus is the force driving to provide service delivery effectively 2.74 .750 High 9
Employee receive Bonus based on their grades 2.14 .553 Low 10
Overall Mean 3.16 .678 High
Source: Primary Data 2018
According to the above table 4.2 presented that employee motivation was scored highly mean 3.16 overall and standard deviation 0.678. These results indicate that employee motivation is providing formal bases for moral and motivating in providing service to public is high.
Employee salary is essential factor for providing service quality was also scored highly mean 3.54 while standard deviation was 0.703.this indicates that employee motivation essential factor for providing service quality is very high.
Good Employee salary leads good service delivery to society which scored highly mean 3.54 and standard deviation was 0.553. This result shows that good salary leads to good service to is very high.
Promotions are valuable for conveying employee high level of performance was rated mean 3.43 while standard deviation was 0.581. This could indicate that promotions are valuable for high level performances of an employee are very high.
Employee feel motivated when they are promoted was scored mean 3.38 and standard deviation was 0.631. This result shows that the employee motivated when they get promotion are also very high.
Employee works hard if the salary paid early and on time was scored mean 3.33 while standard deviation was 0.582. This indicates that the employee woirk hard and salary payment on time and early in selected ministries is very high.
Higher levels of salary lead to higher levels service delivery effectiveness. the respondents appreciated mean of 3.32 and standard deviation was 0.633.this result shows that higher level of salary leads high level of service delivery also very high.
Salary payment supports the employee satisfaction on their performance was scored 3.16 while standard deviation 0.633. This result indicates that payments of salary support the satisfaction of staff is high.
Employee recognize themselves as they provide service delivery effectively was scored 2.97, while standard deviation was 0.830. This result suggested that an employee recognition themselves as they provide service effectively is high.
Employee recognition as driving force for employee satisfaction was scored 2.74, while standard deviation 0.750. This result indicates that employee recognition is a driving force for satisfaction is high.
Employee receive Bonus based on their performance of Public service delivery was scored the respondents 2.14 and standard deviation 0.553. Thus, this result indicates that the receive bonus of staff based on their performance are low.
4.2.1 THE LEVEL OF PUBLIC SERIVICE DELIVERY
The overall respondents provided similar response to the questions relating the employee motivation. All of the ministries have motivation to moral and work on their operations. In this study the researchers focus on ministries only those who provide service delivery to public, the researchers made selection from soma ministries. All responded that they have the effective motivation leads to enhance the performance of employee, in accordance with their public service delivery to society.
4.3 EXPLANAITION OF LEVEL OF THE PUBLIC SERVICE DELIVERY
The second objective of the study was to explain the level of public service delivery of selected ministries, for which respondents were required to rate the level public service delivery to the society by indicating the extent to which they agree with each item in the table.
The respondents were asked the how ministries provide service delivery firm, weather they use serviced quality, and also where the time of service works in order to achieve objectives. The questions included how Service delivery is active when the employee is promoted
and also effectiveness of service quality according to the objectives of the ministry, , Their responses were analyzed and described using means and standard deviations as summarized in table 4.3 below;

Table 4.3 explains the level of public service delivery (n=90)
Public service delivery Mean Std. Deviation Interpretation Rank
Service delivery is active when the employee is promoted 3.45 .581 very high 1
Public service motivation does matter, and among the intrinsic reasons that come into play when individuals chose where to work it is highly significant. 3.32 .649 Very high 2
People support government when they provide service quality 3.22 .814 High 3
Public Service delivery its only way to measure the performance of staff 3.17 .797 High 4
Employee feel more satisfaction while he/she provide delivery service to community 3.16 .758 High 5
Public service is the key encourage community to pay tax 3.14 .847 High 6
Good service delivery leads to motivate employee on their operation 2.49 .715 Low 7
The good service Ideas not moral of community or society 2.41 .602 Low 8
On time and quality service delivery leads effective employee discouragement 2.32 .776 Lo 9
Quality Service delivery and motivation of staff is dependency 1.94 .914 Low 10
Overall Mean 2.85 0.746 High
Source: Primary Data 2018
According to table 4.3 above, Service delivery is active when the employee is promoted was scored mean 3.45 while standard deviation was 0.581. This indicates that most of the selected ministries actively when employee motivated are very high.
Public service motivation does matter, and among the intrinsic reasons that come into play when individuals chose where to work it is highly significant which perceived by the respondents to be very high by mean scores 3.32 and standard deviation was 0.649. This result indicates that the public service motivation intends to achieve organizational objectives are very high
People support government when they provide good service quality was scored 3.22 and standard deviation 0.814.This result states that support of people based on service delivery are high.
Public Service delivery its only way to measure the performance of employee was perceived by respondents to be high by a mean scores 3.17 while standard deviation 0.797. This result indicates that the measurement of employee based on service delivery is high.
Employee feels more satisfaction while he/she provide delivery service to community was perceived by respondents to be high by mean scores 3.16 while standard deviation was 0.758. This indicates that satisfaction of employee is high.
Good service delivery leads to motivate employee on their operation was scores 3.14 and standard deviation 0.847. thus, this result shows that according to responses of respondents is high.
Public service is the key encourage community to pay tax was perceived to be low according to respondents of the research which scored 2.49 and standard 0.715.This result indicates that taxation payment depends on how government service delivery is low.
On time and quality service delivery leads effective employee discouragement was scored by respondents of the study 2.41 mean and standard deviation 0.602. Thus, this result suggested that the discouragement of employee will lead good quality is low Quality Service delivery and motivation of staff is dependency which has mean scores 2.32 and standard deviation 0.776. This result results that the quality service and motivation is dependency is low.
The good service does not relate moral of community or society which was scored by the respondents mean 1.94 while standard deviation is 0.914. Thus, this result shows that the moral of community does not relate good serviced quality is low.
The overall mean score for all the items under public service was computed and the overall score was 2.85 and stander deviation was 0.746. Thus, the result indicates that the public service delivery of selected some ministries of Somali federal government in Mogadishu, is high.
4.4 RELATIONSHIP BETWEEN EMPLOYEE MOYIVATION AND PUBLIC SERVICE DELIVERY
Based on the findings in objective one and objective two the researchers found out the overall mean of Employee motivation is (3.16) which indicate a high; means the impact of employee motivation in ministries of government and effective performances on their duties, while the overall mean of public service delivery is (2.85) also indicates high public service delivery in government ministries. In this objective the researchers focus the relationship between the employee motivation and public service delivery. As above mentioned the quality public service delivery depends on the effective employee motivation.
To investigate the relationship between employee motivation and public service delivery, Due to the normality issue the researchers selected Spearman’s rho which is used the Order Correlation coefficient, rs, is a non-parametric measure of the strength and direction of association that exists between two variables measured on at least an ordinal scale.
Table 4.4 Correlation Analysis with spearman’s rho
Spearman’s rho Employee motivation Public service delivery
Employee motivation Correlation Coefficient 1.000 .563
Sig. (2tailed) .000
N 69 69
Public service delivery Correlation Coefficient .563 1.000
Sig. (2tailed) .000 .
N 69 69
*Correlation is significant at the 0.05 level
Source: Primary Data 2018

4.6 CHAPTER SUMMARY
The first section of chapter presented the findings and discussion of the study including the demography of the data based on the respondents. The second two section discussed findings for both employee motivation and public service delivery, the final section of the study presented relationship between two variables and discussion of the results.

CHAPTER FIVE

DISCUSSION, CONCLUSION AND RECOMMENDATION
5.0 INTRODUCTION
This chapter presented the conclusion and recommendations of the study. The first section 5.1 presents conclusion of the research project, the second section 5.2 presents the recommendations of the researchers, and the third section 5.3 suggests father studies, and the final section is chapter summary.
5.1 DISCUSSION OF THE RESULTS
This study was intended to know that the impact of employee motivation on public service delivery. As researchers believe that if employee motivation is adapted fully public services can some extent be improved in different ministries of Somali federal governments. Therefore, the researcher
• The first objective was to determine the impact of employee salary on some selected ministries in Mogadishu, Somalia. The researcher found that the impact of this objective has the average mean of (3.16) which indicate very high condition.
7. The second objective of this study is To examine the level of public service delivery in some selected Ministries of Somali federal government. The researchers found that mean index of the questions which are asked to the respondents was (2.85) which indicate very high level.
• The third objective of this study found that there is a positive correlation between employee motivation and public service delivery. And the association between the two variables showed a high statistically significant result. The result was rs=0.563, p