Effect of Motivation Strategies on Employee Performance: A Comparative Analysis Between Vodacom Flagship Stores and Franchise Stores in Dar es Salaam
1. Ntugwa Jidayi, Mzumbe University, Student, Tanzania
2. Elizabeth Landa, Mzumbe University, Doctor, Tanzania
The 21st century business
environment with its rapid technological progress requires motivated employees
to achieve organizational performance targets. The research investigated
motivation strategies' impact on employee performance by studying Vodacom's
flagship stores and franchise stores located in Dar es Salaam. The research
used Self-Determination Theory and Expectancy Theory to study how intrinsic
motivations (job satisfaction, autonomy, recognition, and career growth) and
extrinsic motivations (salary, job security, and work-life balance) affect
employee outcomes. The research focused on 135 employees who worked at seven
Vodacom retail locations with three flagship stores and four franchise stores.
The research design used stratified random sampling for frontline staff and
purposive sampling for managerial participants. The research collected
quantitative data from 54 employees through questionnaires and gathered
qualitative information through interviews with 42 participants. The
statistical analysis using regression and ANOVA methods demonstrated that both
intrinsic and extrinsic elements strongly affected employee performance levels.
The employees working at flagship stores demonstrated higher job satisfaction
and engagement because of their better career development prospects and formal
incentive systems. The performance data from six months revealed that flagship
stores generated superior sales figures, maintained better employee attendance
rates, and satisfied customers than franchise outlets. The research establishes
that organizations must develop specific motivation approaches to enhance
employee productivity. The structured internal programs at flagship stores
generate better results but franchise stores need improved support for
compensation and recognition and development opportunities. The practical
recommendations from the study can help improve employee motivation and
performance at Vodacom, and could be useful for the wider telecommunications
sector.
Employee Performance Flagship Stores Franchise Stores Intrinsic Motivation Extrinsic Motivation.
Based
on the study findings, the study concludes that employee motivation plays a
critical role in driving employee performance, highlighting that a motivating
work environment is not just beneficial but essential. Motivated employees are
more likely to achieve higher sales, deliver better customer service, and
enhance overall organizational performance, aligning with the
Self-Determination Theory, which suggests that employees thrive when they
experience autonomy, competence, and a sense of belonging. The findings further
conclude that Vodacom’s flagship stores, directly managed by the company,
consistently outperform franchise stores managed by outsourced partners. This
performance gap is largely attributed to higher motivation levels in flagship
stores, supported by better managerial practices, clear communication, and
recognition of employees’ efforts. In contrast, franchise stores face
challenges in maintaining consistent motivational practices, which affects
employee engagement and performance.
These differences emphasize the conclusion that
Vodacom Tanzania must adopt tailored motivation strategies across its retail
channels. The study suggests that a uniform approach cannot address the diverse
operational conditions of flagship and franchise stores. While flagship stores
can continue benefiting from strong corporate involvement, franchise stores
require enhanced support mechanisms, including improved communication, frequent
training, and increased recognition. Specific strategies proposed for franchise
stores include customized incentive programs, enhanced leadership development,
regular corporate check-ins, increased autonomy in decision-making, and
targeted employee development programs.
Customized incentives can directly connect employee performance with rewards, creating a sense of achievement that resonates locally. Strengthening leadership within franchise stores is critical, as data indicates a need for more supportive managerial approaches. Increased visits from corporate representatives can enhance alignment with Vodacom’s core values, helping bridge the gap between the corporate office and franchise operations. Granting franchise managers more decision-making power can empower them to address local needs more effectively, fostering a motivated and responsive workforce. Customized training programs that focus on specific issues, like customer service and sales tactics, can also improve employee satisfaction and performance. The study further pinpointed that an inspired workforce leads to increased employee engagement, performance, and alignment with the company's goals, leading to long-term success and a competitive advantage in the market. Strategically meeting the unique needs of both flagship and franchise stores is essential for Vodacom Tanzania to maximize performance in its retail network and ensure sustainable business growth
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Elizabeth Landa was a key contributor, providing supervision and expert guidance throughout the research and writing process. Her involvement was instrumental in shaping the study’s direction, ensuring methodological rigor, and refining key concepts. She offered valuable insights, constructive feedback, and critical oversight, contributing significantly to the clarity and quality of the final work.
This research was conducted without financial support from any funding agency, commercial entity, or non-profit organization.
This study employed statistical methods, including regression and ANOVA, to analyze the impact of motivation strategies on employee performance at Vodacom’s flagship and franchise stores. Quantitative data was collected through questionnaires, while qualitative information was gathered via interviews with participants. All analytical tools and methodologies were applied in accordance with research best practices to ensure accuracy and reliability in data interpretation.
The author declares that there are no commercial or financial ties that could be considered or likely to be considered as a potential conflict of interest in relation to this study
First and foremost, I am deeply grateful to the Almighty God for His unwavering goodness, defense and granting me the strength and good health to see each new day and guiding me throughout the completion of this work. His presence gave me the courage to believe in myself and persevere through the challenges I encountered during the whole period this study. I wish to express my heartfelt gratitude to my Managing Director, Mr. Emmanuel Makaki Maiga, for his financial support and understanding, allowing me time away from the office to pursue my studies. I am equally thankful to my family, col-leagues, and especially my uncle, Mr. Sospeter Njile Magese, whose endless en-couragement and support in every way possible were instrumental in the completion of this study. A special thanks to Dr. Elizabeth Landa for her invaluable contribution, guidance, and encouragement from the initial stages to the completion of this work. Her sup-port was pivotal in completing this journey. I am also immensely grateful to MM Connect Ltd and Vodacom Tanzania Limited, whose management and cooperation allowed me to conduct my study within their organizations. Their contributions were vital in bringing this study to fruition. Lastly, I would like to acknowledge my girlfriend, Miss Agnes Malale Odilo, for her unwavering support and encouragement. Her close presence during the study gave me the strength to move forward, even in difficult times, and I am truly grate-ful for her role in helping me complete this study. To all those who offered their advice, efforts, and support in any means, I extend my sincere thanks and appreciation.
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