Teacher Motivation In Curriculum Delivery

ObjectiveThis study aims to prove that for education managers to reach the goals of the curriculum in an institution optimum employee motivation is a pre-requisite owing to the fact that it entails managing human capital.The study's hypothesis states that, the more motivated that teacher is, the more productive they become and that the primary employee motivator is remuneration. This is estimated at 270/370×100=72%.Remuneration+Employee Motivation=High Curriculum DeliveryThe null hypothesis states that the sole motivator to an employee is monetary reward.The following were found to greatly motivate employees:Good remuneration; job status, positive reinforcement and acknowledgment of good work official and non official support mechanisms from managerial, friends and social groups, co-decision making between employees and management.In addition employees value feedback on tasks completed and indication of whether that not only have they been done seen to be done. Some measure of independence in carrying out a task was also valued as well as a balance of between work and life outside the institution. Attainment of real goals and monetary rewards came up also. All the foregoing are needs that when met motivated the officers.On the flipside, barriers to be highly motivated included low salaries that were inversely proportional to the workload, prior lack of clear paths in upward mobility, undue interference from within and outside the institution. The lumping together of officers from diverse ages brought some imbalance as mature staff tended to be patronising to new entrants who in turn found the former anachronistic.Education managers, the survey found out, would motivate employees more if some of the following was done. One, provision of training as well as the understanding between intrinsic and extrinsic rewards, proper, swift and fair disciplinary actions, prompt provision of employee claims and benefits and trust of employees.To conclude, the study looked at the relationship between the head of an institution, the relationship between the head of an institution, the officers and their inter-connectedness with other stakeholders and the immediate community. An attempt was made to study the perception of prescence or absence of competence between management and employees in delivering the curriculum. It emerged that intrinsic job rewards, job satisfaction and respect aided in meeting curriculum needs as opposed to hawkish management styles.It, therefore, transpires that management ought to offer employee motivation in alignment with employee needs whilst addressing their (employees) different needs that call for unique approaches to each. This way, a win-win end-result ensures that all resources and especially employees'productivity is maximized.The study was conducted in the Republic of Kenya owe a two-year period. Justification for this study is in the ever hovering tussle between the Government and the Teaching force culminating in threat and actual industrial coalion of with drawing services and/or even when a return-to-work formula is brokered general disillusionment and quality assurance mechanisms not withstanding.The benefits of the study include may not be the but in data collection, a questionnaire was used as well as observation and group-focused discussion.It is a descriptive research design which used a quantitative method of research (survey type) and different motivational theories were used to analyse findings.The gist of the study is that man works not only to earn but to became. Therefore, teachers, are when highly motivated can and do deliver the curriculum as well as achieve other goals.As in all history of research there exists limitations and future direction would investigate emerging motivation contexts as opposed to the traditional motivators. Newer motivation theories that fit with current socio-economic situation may shed light on the most practical method to motivate employees.Employee needs vary across, length of service gender, age, culture and sub-culture and other social strata.Time changes what motivates man to work hence need to see what works now. Were we to take education to be a commodity the measurement of institutional productivity is directly proportional to employee motivation.Many not be limited to make teaching, a career of choice, stem the outflow of experienced staff and attract and retain good teachers.