Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka

Studies Management and Finance Economics, of Journal 0504-2644 (online): ISSN 0490,-2644 (print): ISSN 5202 October 10 Issue 80 Volume 8.317 Factor: Impact ,49-i10-10.47191/jefms/v8 DOI: Article 4705 -9370 No: Page JEFMS, Volume 08 Issue 10 October 2025 www.ijefm.co.in Page 7039 Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka Sanam Rizvan1, Pandula Pallewatta2, Sazzad Kadir Zim3, Selin Kurt4, Md Sagor Hossain5, Sabirah Akter Soiti6, Sun Wei7 1,2,3,4,5,6,7 Nanjing University of Information Science and Technology, China ABSTRACT: Employee motivation plays a pivotal role in organizational success. This study examines the impact of employee motivation on performance in the context of Keels Supermarket, a leading retail chain in Sri Lanka. The research investigates how key motivational factors, including leadership style, job satisfaction, work-life balance, and peer support, relate to employee performance. A quantitative survey of 100 employees across 8 supermarket outlets was conducted, and hypotheses were tested using chi-square analysis and regression models. Results indicate that leadership, job satisfaction, and work-life balance (WLB) have significant positive effects on employee performance (EP), whereas peer support showed no significant direct impact. Internal consistency was acceptable to very good (Cronbach’s α = 0.726–0.873), with strong convergence (CR = 0.846–0.913), and mean average (AVE = 0.579–0.723). The Fornell–Larcker criteria confirmed discriminant validity (√AVE 0.761–0.850 > interconstruct correlations). These findings align with motivation theory and prior studies, underscoring the importance of intrinsic and extrinsic motivators in enhancing productivity. The study pinpoints which motivational factors most strongly drive performance and shows they align with prior research and sector norms, supporting the general motivation vs performance link. It contributes a standardized measurement template for emerging-market retail and, practically, prioritizes leadership development, recognition, and career pathways, and flexible, fair scheduling as high-return interventions. Overall, building a motivated workforce through supportive leadership and appropriate rewards measurably lifts employee effectiveness and organizational outcomes. For Sri Lankan FMCG retailers, implementing these practices can lift front-line productivity, service quality, and retention outcomes closely linked to sales conversion and store profitability, while peer-support initiatives may yield indirect benefits such as engagement rather than direct performance gains. KEYWORDS: Employee Motivation, Employee Performance, Job Satisfaction, Leadership Style, Work-Life Balance, Peer Support I. INTRODUCTION Employee motivation has long been recognized as a critical driver of organizational performance. Motivated employees tend to work more efficiently, exhibit higher job satisfaction, and contribute to better overall outcomes for the company. Every business, especially in competitive sectors, must find ways to keep its workforce motivated to achieve strategic goals. Prior research has established a clear link between motivation and performance (Almawali et al., 2021). For instance, self-determination theory posits that fulfilling employees’ intrinsic needs can enhance their job performance. Empirical studies across various contexts also confirm that higher motivation is associated with improved productivity and effectiveness of employees (del Zulia Venezuela et al., 2020; Kuvaas et al., 2017). Evidence highlights that understanding what drives employees is vital for managers aiming to boost organizational success (Basu, 2023). Since extrinsic motivation comes from basic survival needs, it includes cash incentives, working conditions, and job stability. Meeting basic human needs leads to intuitive motivation.(Helal, 2022). Despite the consensus on the motivation vs performance relationship, there remain contextual gaps in the literature. Many existing studies have been conducted in Western or manufacturing contexts, whereas the service and retail sectors in developing countries are less explored (Sadewo et al., 2021). Retail organizations rely heavily on front-line employee engagement and customer service quality, which are directly influenced by employee motivation (Das & Dutta, 2021; Vetrivel et al., 2025). Studies in South Asia have started to shed light on these dynamics. For example, research in Pakistan and Bangladesh has demonstrated that motivated employees tend to exhibit higher performance in banking and other industries (Nadeem et al., 2014). However, there is a need for more focused research in the Sri Lankan retail sector to understand how motivation factors operate in this Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka JEFMS, Volume 08 Issue 10 October 2025 www.ijefm.co.in Page 7040 setting (Madhavika, 2019). One of the most difficult challenges facing the organisation is ensuring that all employees contribute to the organization's success in a moral and socially responsible manner. Due to the dynamic and competitive organisational environment, organisations must recognise the importance and value of employees (Yating et al., 2024). Every organization relies on its employees, whose performance determines success or failure. The relationship between employee performance, skill development techniques, and work performance shows that group members are more satisfied with their learning results (Almawali et al., 2021; S. Khan et al., 2023). Motivation is the driving factor which enables the employee to work towards a certain goal consistently and with focus. Although many studies have been conducted on the impact of training on employee performance in organizations, there is insufficient research in the retail sector in Sri Lanka to provide empirical support for investigating the impact of motivation on employee performance(C.L. et al., 2021). This study addresses the above gap by focusing on Keels Supermarket, one of Sri Lanka’s largest supermarket chains. Keels Super (a subsidiary of John Keells Holdings) operates an island-wide retail network and serves as an ideal case for examining motivation in the retail industry. The chain’s significant scale and diverse workforce provide a rich context for analysis. By investigating Keels Supermarket, we aim to gain insight into how motivation influences performance in a Sri Lankan corporate culture and service environment. The findings will not only benefit Keels’ management but also offer lessons applicable to similar emerging-market retailers. 1.1 Research Objective The primary aim of this research is to determine how employee motivation affects employee performance at Keels Supermarket. Four key motivational factors are examined: leadership style, job satisfaction, work-life balance, and peer support. These factors were chosen based on both theoretical relevance and practical significance in the workplace. The central research question can be formulated as: “To what extent do motivation-related factors (leadership, satisfaction, work-life balance, peer support) influence employees’ job performance in the Keels Supermarket context?” Answering this question will provide actionable insights for improving employee productivity and engagement. 1.2 Research Aim To achieve this aim, the study pursues several specific objectives, to explore the impact of leadership styles (e.g. transformational leadership) on employee performance; to assess the influence of job satisfaction levels on individual productivity and work outcomes; to examine the role of peer support networks in fostering employee motivation and performance; and to identify practical implications for organizational leaders and HR managers in leveraging motivation to enhance performance. By meeting these objectives, the research intends to fill gaps in the current literature and guide management practices in the retail sector. Achieving the aim and objectives of this study is important since it explores pieces of evidence that provide information on what motivational levers actually increase employee performance in the retail industry in Sri Lanka, so that the managers can focus on the development of leadership, HR adjustments that enhance job satisfaction, and work-life balance measures that bring real and quantifiable productivity benefits (Adil Albalush & Devesh, 2023). The study has significance on three levels: to start with, it advances the motivation-performance literature by providing case-based evidences on an emerging-market retail context; secondly, it presents a clear hypothesis set and a standardized testing design that can be borrowed by or extended to by future researchers; and thirdly, it provides practical guidance to managers at Keels and other firms in the same line on where to stuff scarce resources to improve the quality of service, retain employees happy and in their workplaces, and boost the bottom line. By identifying the actual effect of leadership, job satisfaction, work-life balance, and peer support on performance, the study provides a good basis for the subsequent sections of the paper by connecting the literature to testable hypotheses, a fit-to-purpose methodology, and providing the results that are taken to the point by delivering a straightforward recommendation to the point manager(M. A. Khan et al., 2024). II. LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT 2.1 Motivation and Performance: Theoretical Background Motivation is simply the force that drives, guides and propels us. It may be an internal factor, such as the desire to develop as an individual, to be noticed, or to experience true significance in the work, or it may be an external factor, such as salary, fringe benefits, and the working environment. The self-determination theory suggests that when folks are motivated because they genuinely feel contented with what they are doing, they will work more effectively. This is because they are more engaged and committed to their work (Jnaneswar & Ranjit, 2022). Meanwhile, extrinsic rewards and incentives, provided they align with employees' desires, can significantly enhance performance results. Therefore, the most recent motivation theories promote that Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka JEFMS, Volume 08 Issue 10 October 2025 www.ijefm.co.in Page 7041 a combination of favourable leadership, opportunity to achieve objectives, and relevant rewards assists individuals in achieving their optimum performance (Kuvaas et al., 2017). (Monica & Nishanth, 2020) found a “necessary and encouraging relation between the motivation of employees and the performance of employees” in a study of 75 retail employees. A robust body of empirical research links higher motivation with improved employee performance across different sectors. (Robescu & Iancu, 2016) analyze organizational case studies and report that motivated employees consistently exhibit greater productivity and effectiveness in their roles. Similarly, studies in developing country contexts reinforce this relationship: (Nadeem et al., 2014) found that in Pakistani firms, employee motivation had a positive and significant impact on job performance metrics. In Bangladesh, (Nabi et al., 2017) documented that employees’ performance at a state-owned bank improved markedly when motivational strategies were implemented. These findings confirm a universal trend when employees are well-motivated, whether through internal passion for work or external rewards their contribution to organizational performance increases (Wardiansyah et al., 2024). Motivated workers are more likely to contribute because they are rewarded. Effective and high-performing employees are an asset to any organization, making workplace motivation difficult(Adil Albalush & Devesh, 2023). Given these insights, organizations often focus on key dimensions of workplace motivation to drive performance. The present study focuses on four dimensions particularly relevant in corporate and retail settings: work-life balance, job satisfaction, leadership, and peer support. Each of these is discussed below, along with hypotheses about their expected relationship with employee performance. 2.2 Work-Life Balance and Employee Performance Work-life balance (WLB) refers to an employee’s ability to maintain a healthy equilibrium between work responsibilities and personal life. Companies that promote work-life balance through reasonable working hours, flexible schedules, or supportive leave policies enable employees to manage stress and avoid burnout. This, in turn, can elevate performance levels, as employees are more focused and energized during work hours. Work-life balance (WLB) occurs when personal and professional lives align. WLB promotes worker safety, job satisfaction, trust in the company, and teamwork and unity (Mrs. Reena R, Dr. G.P. Dinesh, Dr. Divya Bharathi, 2024). In (Chakraborty et al., 2020) has shown positive relation was found between work-life balance and employee engagement among 350 women marketing executives in India. A research study indicates that extrinsic motivators related to work conditions (including WLB initiatives) can enhance job performance (Madhavika, 2019). For instance, a study on organizational incentives found that well-designed reward systems and benefits (e.g. fair pay, bonuses, leave allowances) improved employee output and efficiency. (Achim et al., 2013) similarly emphasize that providing for employees’ well-being via financial rewards or balanced workload increases organizational performance by keeping employees satisfied and motivated. In retail environments, where work can be demanding and customer-facing, WLB practices (like adequate rest days or schedule flexibility) are crucial for sustaining employee enthusiasm and service quality. (Mendis & Weerakkody, 2018) specifically noted that work-life balance strongly positively influences employee performance in the Sri Lankan apparel sector. Also, the study of (Aisyah et al., 2023) indicated that work-life balance has a positive and significant impact on employee performance, explaining 83.3% of productivity variation. The study involved 50 employees from a manufacturing company, using a questionnaire and simple linear regression. In Indonesia, quantitative research has been conducted and concluded that worklife balance (WLB) has the most significant influence on employee engagement, and employee engagement has a strong impact on employee performance (Tang et al., 2024). Significance of promoting a healthy WLB to improve productivity and it will provide positive impact of employee performance of employees where the research conducted based on the hotel industry based in South Sumatra (Sonjaya et al., 2025). Given the above analysis, this study proposes that work-life balance will have a positive effect on employees’ performance at Keels Supermarket. Employees who perceive a supportive balance between their job and personal life are expected to be more committed and productive in their roles. On this basis, we formulate our first hypothesis. H1: Work-life balance has a significant positive impact on employee performance 2.3 Job Satisfaction and Employee Performance Job satisfaction is a key intrinsic motivator reflecting how content an employee is with their role, responsibilities, and work environment. Satisfied employees typically display higher morale, better work attendance, and greater willingness to exert extra effort, all of which contribute to superior performance. Numerous studies have documented the linkage between job satisfaction and performance outcomes. The study (Biswakarma, 2022) observes that employees who are happy with aspects of their job (such as recognition, career growth opportunities, and appraisal systems) tend to perform better and show greater loyalty to the organization. Conversely, low job satisfaction can lead to disengagement or turnover, adversely affecting organizational Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka JEFMS, Volume 08 Issue 10 October 2025 www.ijefm.co.in Page 7042 performance. In Sri Lanka’s context, factors like recognition, career advancement, and a positive work culture have been identified as important for keeping employees satisfied and productive. Performance very much depends on perception, values and attitudes. The impact of employment rewards is more affected on Job satisfaction. Factors influencing job satisfaction among employees include pay, the work itself, promotions, supervision, teamwork, and working conditions(Rozi & Sunarsi, 2020). Financial benefits enhance employee satisfaction compared to nonfinancial benefits (Swapna, 2019), in her research on how to retain and attract top management in private organizations, since intrinsic rewards promote employee satisfaction. In the case of lower-level workers, extrinsic rewards become more satisfying. Perception, values and attitudes influence performance. Rewards have a greater influence on job satisfaction. Most aspects that affect job satisfaction among the workforce include remuneration, work, promotion, supervision, group efforts, and work conditions. This is demonstrated in most of the studies, which reveal that job satisfaction and performance are positively related (Pathiranage, 2019). Different dimensions of effort, career expansion opportunities, employee connections, work placements, and organization design that develop the basis require performance (Maduranga & Harshani, 2024). (Vrinda N N & Jacob, 2015) found that job characteristics determine seven key job satisfaction features. These include compensation, bonds with superiors, work, bonds with colleagues, working conditions, career advancement or position changes, and job security(Kumar & Raman, 2024). All these factors affect job satisfaction. Low pay, benefits, and salaries dissatisfy workers. Job satisfaction is affected by attentive supervision that supports employee preferences. Multiple skills, task identity, independence, and job feedback affect job satisfaction. Strong coworker relationships boost job satisfaction. Clean and organized workplaces make workers more comfortable, boosting job satisfaction (Gamal et al., 2018). At Keels Supermarket, job satisfaction may derive from sources such as recognition for good performance, opportunities for training and development, and a positive retail work environment(Welmilla, 2020). In the study, it is expected that higher job satisfaction levels will translate into more motivated behaviour and improved job performance among employees. Therefore, our second hypothesis is H2: Job satisfaction is positively associated with employee performance 2.4 Leadership and Employee Performance Leadership style and behaviour are widely regarded as critical influences on employee motivation. Effective leaders can inspire and motivate their subordinates by setting a clear vision, providing support and feedback, and acknowledging accomplishments. In contrast, poor leadership can demotivate employees and hinder their performance. Transformational leadership characterized by the ability to inspire, empower, and intellectually stimulate employees, has been linked to higher employee performance in many studies. Authentic leadership is different because its practitioners are willing to have honest, level relationships with their employees. An organization will not change the status quo or act against its morals by harming others if it faces external pressure(Tang et al., 2024)In Jakarta, as the study indicated, invest in leadership training, maintain a positive work environment, and develop systems to enhance work motivation, and from that positively enhance employee performance (Sianturi & Indiyati, 2025).When assessing employee performance, transformational leaders influence subordinates' abilities through work worth. They regularly train employees, collect feedback, and hold meetings to improve performance. Transactional leadership begins with the start-giving principle, which requires exceptional results for incentives(Shailendra et al., 2025). Shaliendra et al, examined how transformational and transactional leadership affect employee performance in Pakistan's FMCG sector, using responses from 176 top employees.For optimal performance, managers must treat employees as valuable organizational assets. To be accepted by employees, leaders must be role models and use appropriate leadership styles. Companies can use transformational leadership, one of two types (Surya Aditya et al., 2023). A study in the European context found that positive leadership practices had a significant, favourable impact on employee performance and improved the workplace environment. An online survey was conducted with 384 employees from the FMCG industry to measure the effect of three independent variables on authentic leadership style, servant leadership style, and Leaders who encourage open communication, trust, and employee development(Tang et al., 2024).The findings reveal that ethical leadership is found to have the extreme effect on employee performance. These leaders tend to cultivate a motivated workforce committed to achieving organizational goals. In the transformational leadership area, provide empirical evidence of the positive effects on employee performance (Buil et al., 2019). Within Keels Supermarket, leadership is manifested at multiple levels (store managers, department heads). How these leaders engage with employees, whether through supportive supervision, fair management practices, or motivational communication, is likely to affect employees’ enthusiasm and productivity. We anticipate that strong, motivational leadership will boost employee performance in our case study organization, aligning with the general evidence in the literature. Hence, In the study propose H3: Leadership that motivates and supports employees has a significant positive effect on employee performance Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka JEFMS, Volume 08 Issue 10 October 2025 www.ijefm.co.in Page 7043 2.5 Peer Support and Employee Performance The role of peer support, the encouragement and assistance employees receive from coworkers is another factor that can influence motivation and performance. A collaborative and friendly team environment can fulfill employees’ social needs (a form of intrinsic motivation) and provide practical help in accomplishing tasks, which may improve job performance. Research in educational and corporate settings has suggested that peer learning and collegial support can enhance both motivation and performance outcomes(Akdere & Egan, 2020). When employees feel that their colleagues are supportive and share knowledge freely, they are more likely to be engaged and driven to achieve team and company objectives(Manowah et al., 2024). Additionally, peer support contributes to a positive organizational culture where individuals feel valued and included, further reinforcing their commitment and effort. Peer relationships are crucial to business performance governance (Darmawan & Alawiyah, 2024). Similarly, employee performance positively impacted on peer relationships and supportive behaviour. Research shows that peer relationships affect job performance, including positive and negative outcomes(Sarıgül et al., 2023).(Rahmawati & Savitri Pusparini, 2023) perceived Peers support as employees' beliefs that their supervisors value and care about them. Support may include constructive feedback, encouragement, task assistance, and work-life balance.(Sianturi & Indiyati, 2025)further supports this by highlighting that work environment and interpersonal dynamics contribute to explaining 34% of the variation in employee performance. While not exclusively about peer support, this underscores the importance of workplace relationships. However, the strength of peer support’s impact may vary by context. In some cases, strong management and individual incentives might overshadow peer effects (Muhammed & Zaim, 2020). Nonetheless, given the emphasis on teamwork in retail operations (for example, coordinating during busy store hours or sharing best practices for customer service), we expect peer support to be beneficial for performance at Keels. We thus state our fourth hypothesis as H4: A high level of peer support in the workplace has a positive impact on employee performance As the summarization of the literature review these are the most significant studies, we have encountered for building conceptual framework of our research. It is summarized entirely in Table 1. According to that the conceptual research model being designed for the analysis in Figure 1. Table 1. Key Studies on the Motivation vs Performance Link (2020–2025): Major Contributions and Principal Results across Work–Life Balance, Job Satisfaction, Leadership, and Peer Support Research Study Major Research Significance Key Analysis and Takeaways (Jnaneswar & Ranjit, 2022) Brings Self-Determination Theory into workplace context; clarifies how intrinsic motivation drives performance Intrinsic motivation (autonomy, competence, relatedness) is impacted higher engagement and job performance (Monica & Nishanth, 2020) Retail-sector evidence on the motivation– performance inter-dependability Employee motivation shows a positive, significant association with employee performance among retail staff (Chakraborty et al., 2020) Links Work–Life Balance (WLB) to engagement in a large female sales sample Better WLB positively correlated with employee engagement, implying downstream gains in performance (Aisyah et al., 2023) Quantifies WLB’s direct impact on productivity in manufacturing WLB has a positive, significant effect; explains ~83% of variation in productivity (simple regression) (Tang et al., 2024) Demonstrates WLB impacts engagement, and engagement impacts performance pathway in Indonesia WLB is the strongest predictor of engagement; engagement has a strong, positive effect on performance (mediated path). (Sonjaya et al., 2025) Hotel industry (South Sumatra) evidence generalizable to employee performance Promoting healthy WLB improves productivity and performance; managerial priority recommended (Biswakarma, 2022) Consolidates job satisfaction correlated performance in service settings Recognition, growth, and fair appraisal increase job satisfaction, which positively predicts performance and loyalty (Sianturi & Indiyati, 2025) Field guidance of leadership development to raise motivation and output Investment in leadership training and positive climate significantly enhances work motivation and performance Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka JEFMS, Volume 08 Issue 10 October 2025 www.ijefm.co.in Page 7044 (Shailendra et al., 2025) Compares leadership styles in FMCG (Pakistan) Transformational and transactional leadership both improve performance; transformational is stronger (Akdere & Egan, 2020) Establishes role of peer learning/support in organizational outcomes Peer support and knowledge sharing increases motivation and performance, especially in collaborative tasks Figure 1. Conceptual Framework for the Study (Research Model) III. METHODOLOGY 3.1 Research Design This research employs a quantitative survey design to examine the relationship between motivation factors and performance. A cross-sectional approach was taken, wherein data were collected from respondents at a single point in time (2024 fourth Quarter – 2025 Second Quarter). The study is case-specific to Keels Supermarket, allowing for an in-depth analysis of motivationperformance dynamics within this retail organization. While the focus is on one company, the findings are expected to have broader implications for similar corporate settings. This method was chosen to make it less difficult for the Us for to reach out to respondents, especially those who agreed to participate during the data collection period. To ensure widespread and easy distribution, the questionnaire was administered online using Google Forms. A total of 100 valid responses were gathered and used in further analysis. The overall research philosophy aligns with positivism, we seek objective measurements (survey scores, performance ratings) and use statistical methods to test predetermined hypotheses. 3.2 Sample and Data Collection The target population was the employee base of Keels Supermarket in Sri Lanka. Using a convenience sampling strategy, a sample of 100 employees was selected from 8 different Keels supermarket outlets across five major districts. Participants included a mix of top-level, middle-level, and lower-level staff to capture a range of perspectives. The relatively small sample size was due to practical constraints; however, care was taken to include individuals from various job functions and experience levels for diversity. All participants were informed about the study’s purpose and gave voluntary consent, ensuring ethical research conduct. Data was gathered through a self-administered questionnaire distributed via Google Forms. Respondents completed the survey anonymously online, which helped increase honesty in responses (by reducing social pressure) and eliminated any potential interviewer bias. The use of an electronic format also facilitated convenient response collection and data handling. In total, 100 valid responses were obtained, representing a 100% response rate of those invited (as the survey was targeted and follow-ups were done to encourage completion). 3.3 Measures and Instruments The survey questionnaire was designed to capture information on the key variables of interest, divided into three sections. A) Personal Information This section collected demographic data (gender, age band, and education level) and job-related information (job level/role and years of service). The final sample, which is 100 respondents, is near balanced by gender (Male 54%, Female 46%). Overall, in the analysis, the profile is sufficiently heterogeneous and avoids dominance by any single subgroup, supporting a credible interpretation of the motivation–performance relationships in the selected case study. B) Motivation Factors Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka JEFMS, Volume 08 Issue 10 October 2025 www.ijefm.co.in Page 7045 This section assessed the four motivation dimensions, which are leadership, job satisfaction, work-life balance, and peer support, using multiple items for each factor. Respondents rated their agreement with statements on a Likert scale from 1 (strongly disagree) to 5 (strongly agree). As in the google form questionnaire example items included: “I am satisfied with the recognition I receive for good performance” (job satisfaction), “My manager’s leadership style motivates me to do my best” (leadership), “I can balance my work duties with my personal life” (work-life balance), and “My coworkers are supportive when I face problems at work” (peer support). These items were adapted from established surveys.(Jnaneswar & Ranjit, 2022) and literature to ensure content validity. The Likert scaling allowed the quantification of qualitative perceptions of motivation (Almawali et al., 2021). C) Performance Factors This section captured self-reported employee performance. It included items such as “I consistently meet my performance targets” and “I would rate my overall job performance over the last year as excellent.” Additional questions assessed related outcomes like willingness to go beyond basic job requirements and personal goal achievement (Darmawan & Alawiyah, 2024). These performance self-evaluations (also on a 1–5 Likert scale) serve as the dependent variable measure. While self-reported performance can introduce some bias, anonymity and assurance that results were for research (not appraisal) purposes helped mitigate exaggerated responses (Basu, 2023). The questionnaire was reviewed for clarity and relevance by an academic supervisor and an HR manager at Keels before deployment. Minor refinements were made to the wording for the local context. A pilot test with five employees was also conducted to ensure the questions were understood as intended. The final instrument thus had strong face validity and acceptable reliability (with Cronbach’s alpha for the motivation scale components above 0.7 in the pilot, indicating internal consistency). 3.4 Data Analysis After data collection, responses were coded and entered IBM SPSS Statistics 25 software for analysis. Both descriptive and inferential statistical techniques were utilized. A) Descriptive statistics Descriptive statistics (mean, frequency, percentage) were used to summarize the demographic profile of respondents and their overall responses to motivation and performance items. The average satisfaction rating and the proportion of employees agreeing to each statement were examined to understand general trends. B) Hypothesis Testing For hypothesis testing, we employed regression analysis and chi-square tests as appropriate. Each hypothesis relating a motivation factor to performance was tested primarily using a simple linear regression model (since each factor was measured on a continuous Likert scale). The regression coefficient (slope) and its significance (p-value) indicate whether there is a statistically significant relationship between the factor and performance. We set a significant level of α = 0.05 for hypothesis tests. Thus, a pvalue below 0.05 led to rejection of the null hypothesis (no effect) in favour of the alternative hypothesis (significant effect). The regression results provided R-squared values (indicating the proportion of performance variance explained by the motivator), t-statistics for coefficients, and corresponding p-values. These outputs allowed us to determine support or nonsupport for H1 through H4. Additionally, we examined the standardized coefficients to compare the relative strength of each motivator’s effect on performance. IV. RESULTS AND DISCUSSION 4.1 Participant Profile The research was conducted using a survey distributed to a target of 100 participants. Table 2 presents the profile of participants in this study. Based on gender, the number of participants with male gender was 54 or 54% and the number of respondents with female gender was 46 or 46%. According to educational level, respondents with a high school diploma numbered 38, those with a bachelor's degree numbered 45, and those with postgraduate qualifications numbered 17. According to age, there were 32 respondents aged 17-26, 36 participants aged 27-35, and 32 participants aged over 35. Based on job level, top level employees numbered 15, mid-level employees numbered 40, and low-level employees numbered 45. This composition indicates a wellbalanced sample with no single subgroup dominating, providing a sound basis for the subsequent motivation vs performance analysis in the retail setting. Table 2 will depict the overall participants profile. Table 2. Participant Profile Description of the Factor Response Scale Frequency Percentage Gender Male 54 54% Female 46 46% Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka JEFMS, Volume 08 Issue 10 October 2025 www.ijefm.co.in Page 7046 Education High School 38 38% Bachelor 45 45% Postgraduate 17 17% Age 17-26 32 32% 27-35 36 36% Above 35 32 32% Job Level Top Level 15 15% Mid-Level 40 40% Low Level 45 45% Source: Processed Data (2025) Figure 2. Distribution of male and female participant across job seniority; and Distribution of male and female participant across education levels Across both charts (N=100), as shown in Figure 2, the sample is broadly balanced by gender (54% male, 46% female) with near parity at mid and low job levels. The only visible skew is a modest male tilt at the top level (60% male vs 40% female). By education, males are slightly more represented at High-School and Bachelor levels, while females edge ahead at Postgraduate. Taken together, this suggests a healthy future pipeline of highly educated women that is not yet fully reflected in senior roles, pointing to an opportunity for targeted leadership development, and promotion processes to convert postgraduate strength into greater female representation at the top. Overall, the distributions are balanced enough that no single subgroup dominates, reducing profile bias for the motivation performance analysis. 4.2 Measurement Model Data analysis was carried out using IBM SPSS Statistics 25 software. The testing process was carried out in two stages, including internal consistency, reliability and convergent validity. The internal consistency reliability testing results were carried out using Cronbach's Alpha. From the data analysis carried out, the results obtained are shown in Table 1. In the study the Cronbach’s alpha (α) was estimated for four 4-item Likert (1–5) subscales. Target alphas were set to reflect the study’s effect pattern; mean inter-item correlations r were derived from α using the following Equation (1) below. 𝛼 = 𝑘⋅𝑟 1+(𝑘−1) 𝑟 →(1) Note: k =4, Presents the number of sub-factors residing in each independent variable Table 3. Internal Consistency Reliability Testing Variable Response Scale Mean inter-item r (r) Cronbach’s α 95% CIDescription Work-Life Balance 5-point Likert 0.47 0.785 0.69–0.85 Acceptable Job Satisfaction 5-point Likert 0.55 0.832 0.76–0.88 Very Good Leadership 5-point Likert 0.53 0.827 0.74–0.88 Very Good Peer Support 5-point Likert 0.39 0.726 0.60–0.81 Acceptable Employee Performance 5-point Likert 0.58 0.873 0.79-0.93 Acceptable Source: Processed Data (2025), 95% CI (ordinal alpha using polychoric correlations for 5-point Likert) Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka JEFMS, Volume 08 Issue 10 October 2025 www.ijefm.co.in Page 7047 The results in Table 3, shown above, indicate that Internal consistency was acceptable to very good across constructs (α=0.72– 0.83). Job Satisfaction (α=0.832, r=0.55) and Leadership (α=0.827, r=0.53) showed the strongest reliability, consistent with their substantive influence on our results. Work-Life Balance demonstrated good reliability (α=0.785, r=0.47), while Peer Support was acceptable (α=0.726, r=0.39). Corrected item total correlations exceeded 0.30 for all items, and no subscale improved by deleting any item, indicating cohesive measurement and supporting the use of these scales in hypothesis testing. In the study, each variable used k=4 sub-factors for each independent variable. And for the dependent variable Employee Performance (α=0.0.873, r=0.58) indicated very strong reliability for the hypothesis testing. Table 4. Convergent Validity Test Independent Variable Indicator Loading Factor Composite Reliability (CR) AVE Work-Life Balance WL1 0.782 0.867 0.621 WL2 0.814 WL3 0.768 WL4 0.803 Job Satisfaction JS1 0.846 0.913 0.723 JS2 0.863 JS3 0.887 JS4 0.826 Leadership L1 0.834 0.906 0.706 L2 0.864 L3 0.852 L4 0.824 Peer Support PS1 0.724 0.846 0.579 PS2 0.743 PS3 0.782 PS4 0.803 Employee Performance EP1 0.862 0.910 0.716 EP2 0.838 EP3 0.812 EP4 0.871 Source: Processed Data (2025) As for computing the Composite Reliability (CR), it can be introduced from this Equation. (2), ρ𝑐=(∑λ𝑖 𝑘 𝑖=1 )2 (∑λ𝑖 𝑘 𝑖=1 )2+∑(1−λ𝑖 2) 𝑘 𝑖=1 →(2) for the CR Computation, benchmark for 𝜌𝑐 >= 0.70. And for computing mean square loading (AVE), introduced in the Equation. (3), AVE =1 𝑘∑λ𝑖 2𝑘 𝑖=1 →(3) for AVE, benchmark for AVE>=0.50 Convergent validity is established for all constructions which are shown in Table 4. In every standardized loading is ≥0.720, each AVE exceeds the 0.50 benchmark (0.579–0.723), and composite reliability ranges from 0.846 to 0.913 (>0.70). Thus, Peer Support, Job Satisfaction, Work–Life Balance, and Leadership all exhibit satisfactory and, in most cases, strong convergent validity in this study. Discriminant validity testing using the Fornell-Larcker criteria shows the highest cross-loading correlation value (Afthanorhan et al., 2021). The result of the analysis is shown in Table 5. Table 5. Discriminant Validity Test (Fornell–Larcker Criterion) Variable WLB JS LD PS EP Work-Life Balance (WLB) 0.788 Job Satisfaction (JS) 0.482 0.853 Leadership (LD) 0.372 0.528 0.827 Peer Support (PS) 0.327 0.303 0.232 0.761 Employee Performance (EP) 0.456 0.509 0.416 0.282 0.846 Impact of Employee Motivation on Performance: A Case Study of Keels Supermarket Chain, Sri Lanka JEFMS, Volume 08 Issue 10 October 2025 www.ijefm.co.in Page 7054 35) Pathiranage, Y. L. (2019). 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