| Abstract: | This study investigated the effect of intrinsic motivational strategies; specifically autonomy,
skill development, and recognition, on employee performance in small marketing firms in
Kirkos Sub-City, Addis Ababa. Recognizing that human capital is a critical driver of
organizational success, the study aims to explore how intrinsic motivators contribute to
enhancing employee outcomes within the unique context of small marketing firms. Using a
quantitative research approach, data were collected from 96 respondents selected through
convenient sampling, utilizing a structured close-ended questionnaire designed to measure
perceptions of motivational practices and self-reported performance. The data were cleaned,
coded, and analyzed using SPSS software, applying both descriptive statistics to summarize
respondent characteristics and inferential statistics, including Pearson correlation and
multiple regression analysis, to examine the effect of intrinsic motivational strategies on
employee performance. The results reveal that intrinsic motivational factors collectively have
a significant and positive relationship with employee performance, confirming the central
research objective. Among the predictors, autonomy was identified as the strongest influence,
with employees reporting higher performance when granted greater independence and
decision-making authority. Skill development also demonstrated a significant positive effect,
suggesting that access to learning and growth opportunities directly supports enhanced
performance outcomes. In contrast, recognition showed no statistically significant predictive
effect, despite positive correlations, indicating that acknowledgment practices may require
more strategic implementation to yield measurable performance improvements. These
findings emphasize the importance of designing human resource strategies that prioritize
internal motivators to drive employee performance in small firms where financial rewards
alone may be limited. Based on the results, the study offers targeted recommendations for
firm management and suggests future research directions that explore the interaction
between intrinsic and extrinsic motivational strategies across varying organizational and
cultural contexts. |
