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1 INTRODUCTION
Modern enterprises increasingly use KPI systems as a
tool to measure the effectiveness of employee actions
and formulate strategic goals at all levels of the
organization. The KPI system is not only a method of
evaluating results, but also a motivational mechanism
which – when properly implemented – influences the
desire to improve skills and increase work
effectiveness. In the literature on the subject, we find
numerous references to the role of feedback, clarity of
goals and availability of resources in shaping employee
attitudes. This article analyses the relationship between
the level of awareness of the KPI system and the
motivation to improve competences, with particular
reference to practical implications for the management
staff [1].
2 THEORETICAL BACKGROUND
KPI systems, by setting measurable performance
parameters, enable not only the assessment of
individual effectiveness, but also enable strategic
planning and monitoring the organization's progress.
The literature on the subject emphasizes that
appropriately selected KPIs can increase employee
involvement and motivation because they enable them
to better understand the requirements set by the
employer and provide information on progress in
achieving goals [3].
The theoretical foundations of employee motivation
date back to classical management theories, such as
Vroom's expectancy theory and Skinner's
reinforcement theory. Contemporary research shows
that motivation to improve skills is closely related to
feedback, clarity of goals and availability of training
resources. Implementing a KPI system that increases
the transparency of performance assessment may
The Impact of the KPI System on Employee Motivation
to Improve Skills and Work Effectiveness in a Ship
Management Company
T. Łączyński
Academy Maritime Services Ltd., Gdynia, Poland
P. Przybyłowski
Gdynia Maritime University, Gdynia, Poland
ABSTRACT: The aim of this article is to analyse the impact of the KPI (Key Performance Indicators) system on
employee motivation in terms of developing competences and improving work effectiveness. The research was
conducted on a sample of 114 employees using a questionnaire based on a Likert scale. The one-factor ANOVA
technique was used to analyse the results. The results clearly showed that high awareness of the role of the KPI
system, regular feedback, knowledge of goals and appropriate support and resources have a significant impact
on the level of employee motivation to develop their own skills and improve work performance. The article
discusses both theoretical aspects and practical implications of the results that can constitute a basis for improving
the quality of management based on KPI indicators in a ship management company.
http://www.transnav.eu
the International Journal
on Marine Navigation
and Safety of Sea Transportation
Volume 19
Number 1
March 2025
DOI: 10.12716/1001.19.01.09
70
therefore translate into increased employee
involvement in the personal development process.
3 RESEARCH METHODOLOGY
Research conducted on a sample of seafarers at PT
Temas Shipping Jakarta (Setyadi A. et al., 2023)
indicates that crew attitude, compliance with safety
regulations and having appropriate professional
competences have a significant impact on the
operational efficiency of ships. These results suggest
that mechanisms supporting employee competences –
similar to those observed in other sectors – should be
treated as a key element of motivational strategies [2].
The research was conducted in a ship management
group whose activities aim to ensure the smooth
operation of ships in the maritime sector they serve.
The above-mentioned group consists of the following
companies:
1. Miliana Shipmanagement Ltd.,
2. Leford Shipmanagement Ltd.,
3. Technical Shipmanagement Sp. z o.o.,
4. Academy Maritime Services Ltd., sp. z o.o.
The survey was conducted in 2023. 114 people out
of 130 employees of Leford Shipmanagement Ltd. took
part in the survey, which represents 87.69% of all
employees. One survey questionnaire was rejected due
to incomplete completion. The respondents were men
aged 26-76. All respondents are people with Polish
citizenship. 61 of them represented higher education
and 53 represented secondary education. Most of them
have been working on the shipmanager group's ships
for over 10 years. Many of them have linked their entire
career as a seaman to date with the ships of this ship
management group.
The following hypothesis was put forward in this
work: Taking into account the achievements of
individual employees in the KPI system results in
greater motivation to improve their own skills and
work efficiency.
The study was conducted to verify the relationship
between the functioning of the KPI system and the
level of employee motivation to improve their skills
and improve work effectiveness. Five main areas were
included in the analysis:
− Awareness of the role of KPIs – knowledge of the
performance evaluation system in the workplace.
− Regularity of feedback – the frequency of providing
employees with results related to KPIs.
− Clarity of goals – awareness of what goals need to
be achieved.
− Support and resources – availability of resources to
improve skills.
− Motivation – assessing motivation to develop skills
and improve performance.
In the survey, respondents answered questions in a
Likert scale model. The questionnaire included, among
others, the following questions:
− “are you aware of the role and importance of KPIs
that are used to evaluate your individual
performance at work?”
− “do you receive regular feedback on your
performance against KPIs?”
− “do you know what specific goals you need to
achieve in order to meet your job performance
following KPIs?”
− “do you receive support and resources you need to
improve your skills?”
4 RESULTS AND STATISTICAL ANALYSIS
Data were statistically analysed using one-factor
analysis of variance (ANOVA) for independent
groups. This made it possible to determine whether the
differences in respondents’ answers were statistically
significant and to what extent factors such as
awareness of the KPI system, clarity of goals or support
influence motivation.
The respondents answered questions regarding
awareness of the role and importance of KPIs. The
distribution of responses showed that:
− 32.74% of respondents had no knowledge about the
KPI system,
− 28.32% felt uncertain,
− 15.93% responded that they had only partial
knowledge but could learn more,
− 19.47% said they were well informed,
− Only 3.54% responded that they were very well
informed.
Table 1. Distribution of answers to the question are you
aware of the role And the importance of KPIs that are used
to evaluate your individual performance at work?
Analysed variables
Number
Percentage
A) Yes, I am very well informed about
the KPIs related to my achievements
4
3,54
B) Yes, I am well informed about the
KPIs related to my achievements
22
19,47
C) Rather yes, but I can find out more
about it
18
15,93
D) No, I feel uncertain about my KPIs
regarding my performance
32
28,32
E) No, I have no knowledge of KPIs
regarding my achievements
37
32,75
Total
113
100
When asked about the regularity of receiving
feedback on the results in terms of KPIs, the results
were as follows:
− 45.13% of respondents do not receive any feedback
at all,
− 27.43% receive them only occasionally,
− 20.35% report that they receive them only
sometimes,
− 5.31% stated that information was provided,
although more frequent updates were expected,
− Only 1.77% of respondents receive regular and
detailed information.
71
Table 2. Distribution of answers to the question: Do you
know what specific goals you need to achieve in order to
meet your job performance for KPIs?
Analysed variables
Do you know what specific
goals you need to achieve?
To meet KPIs regarding your
performance at work?
Number
Percentage
A) Yes, I am clear about the specific
goals to achieve in order to meet the
KPIs
16
14,16
B) Yes, but I would like to get more
information about it
23
20,35
C) As much as possible, but I am not
clear on the specific KPI goals
30
26,55
D) No, I am not well informed about
the specific goals to achieve in order
to meet the KPIs
40
35,40
E) I don't know what the specific KPI
goals are for my achievements
4
3,54
Total
113
100
In terms of awareness of the specific goals needed
to meet the KPIs, the results are as follows:
− 3.54% of respondents do not know the specific
goals,
− 35.40% are not well informed about the required
goals,
− 26.55% admit that they have some orientation, but
they are not completely clear,
− 20.35% would like to receive more information,
− 14.16% are clear about their goals.
Table 3. Distribution of answers to the question: Are you
receiving support and resources you need to improve your
skills to meet your KPIs?
Analysed variables
Are you receiving support and
resources you need to
improve your skills to meet
your KPIs?
Number
Percentage
A) Yes, I receive full support and
resources
16
14,16
B) Yes, I receive partial support and
resources
18
15,93
C) No, support and resources are
limited
46
40,71
D) No, I do not receive support and
resources to improve my skills
15
13,27
E) I don't know if there is adequate
support and resources available
18
15,93
Total
113
100
In terms of support and availability of resources
needed to improve skills:
− 15.93% of respondents receive limited support,
− 13.27% do not receive any support,
− 40.71% believe that support and resources are too
limited,
− 15.93% state that they receive partial support,
− 14.16% have full access to necessary resources.
The research also allowed us to estimate the average
motivation score of the respondents:
− Motivation to improve skills was on average 3.37
(standard deviation: 1.11; range of scores: 1–5).
− Motivation to improve work performance was
slightly higher and amounted to an average of 3.73
(standard deviation: 1.01; range of scores also 1–5).
Based on the obtained results, one-factor ANOVA
analysis was performed. This analysis allowed us to
identify significant differences between groups that
differed in awareness, knowledge of goals, and level of
support. The results of the analysis are presented in
Table 4.
Table 4. Assessment of motivation to improve one's skills in
order to meet KPI indicators (ANOVA analysis).
No.
Variables studied
F-statistic
p value
1.
Assessment of motivation to improve
one's own skills - are the respondents
aware of the role and the importance of
KPIs.
8,1342
0,000009
2.
Assessment of motivation to improve
one's own skills – do respondents know
what specific goals they must achieve in
order to meet the KPI Indicators?
3,839828
0,00588
3.
Assessment of motivation to improve
one's skills - do the respondents receive
support and resources to meet KPIs?
6,913493
0,000054
F(4,108)
= 2,46
P = 0,05
The structure of the survey questionnaire
concerning verification of the put forward hypothesis
allowed the identification of groups of respondents
with different statistical strength of the difference in
their answers. For example, for the question "Are you
aware of the role and importance of KPIs that are used
to assess your individual performance at work?" the F
statistic showed quite significant differences in the
answers between the distinguished groups of
respondents, because the calculated Femp. coefficient
is 8.13. and is almost 4 times higher than Ftab., which
for 4 degrees of freedom between groups and 108
degrees of freedom within groups is 2.46. The above
ANOWA analysis results indicate a significant impact
of the level of knowledge about the KPI system among
employees on their motivation to improve their skills.
In turn, for the question "Do you know what
specific goals you need to achieve in order to meet the
KPI indicators regarding your achievements at work",
the strength of the statistical difference in the answers
was smaller. The empirical value of the F coefficient
was 3.84 and is only twice as high as F tab. Thus, the
impact of the clarity of the company's goals among
employees on their motivation to improve their own
skills was less differentiated between the distinguished
groups.
However, for the question "Do you receive support
and resources needed to improve your skills in order
to meet KPIs", the strength of the statistical difference
in respondents' answers increased, as the Femp
coefficient is 6.91 and is more than 2.5 times higher
than Ftab. . The above ANOWA analysis results
indicate a significant impact of support and resources
on the motivation to improve one’s skills in order to
meet the KPIs.
The second group of questions concerned
assessment of motivation to improve work
performance in order to meet KPIs. The results of the
analysis in this aspect are presented in Table 5.
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Table 5. Assessment of motivation to improve work
efficiency in order to meet KPI indicators (ANOVA analysis)
No.
Variables studied
F-statistic
P value
1.
Assessment of motivation to improve
work performance – are respondents
aware of the role and importance of KPIs
that are used to assess their individual
performance at work?
7,666544
0,000018
2.
Assessment of motivation to improve
work efficiency – are respondents aware
of what specific goals they must achieve
in order to meet the KPIs related to their
achievements at work?
5,579567
0,000547
3.
Assessment of motivation to improve
work performance – do respondents
receive the support and resources needed
to improve their skills in order to meet
KPIs.
6,973018
0,000049
F(4,108) =
2,46
P = 0,05
5 DISCUSSION
The difference in respondents’ answers to the question
“Are you aware of the role and importance of KPIs that
are used to assess your individual achievements at
work” also showed high statistical significance, as the
Femp coefficient is 7.66 and is more than 3 times higher
than Ftab. The above value of the F coefficient indicates
significant differences in the assessment of motivation
to improve work efficiency as a function of KPI
awareness between the distinguished groups of
employees.
Respondents' answers to the question "Do you
know what specific goals you need to achieve in order
to meet the KPIs regarding your performance at work"
also differed statistically significantly between the
separate groups of employees. The F statistic indicates
significant differences between the studied groups,
because the Femp coefficient is 5.38 and is more than
twice as high as Ftab. The above analysis result
indicates a strong correlation between knowledge of
goals and motivation to improve work efficiency.
On the last question in this group "Do you receive
the support and resources needed to improve your
skills in order to improve your work performance", the
respondents' answers also varied between the
distinguished groups and showed statistical
significance. The Femp coefficient is 6.97 and is over 2.5
times higher than Ftab. Therefore, the level of support
and resources had a significant impact on the
motivation to improve one’s skills in terms of
improving work efficiency.
The above-mentioned own research shows that
higher awareness of the functioning of the KPI system,
regular feedback and appropriate support and
resources have significant impact on increasing
employees’ motivation to improve their skills and
work efficiency.
In each of the analyses, it was observed that higher
awareness of the functioning of the KPI system, regular
feedback and full support and resources correlated
with significantly higher motivation ratings both to
improve skills and increase work efficiency. In
particular, the group of respondents who declared
good knowledge of KPIs (average 4.27) showed the
highest level of motivation, while the group feeling
uncertain had significantly lower results (average
2.93).
The results of the research conducted on a sample
of 113 respondents clearly indicate that the KPI system
plays an important motivational role in the surveyed
ship management company. Several key conclusions
emerge from the analysis:
1. Awareness of KPI system:
Respondents who were well informed about the
role and importance of KPIs showed significantly
higher level of motivation to improve their skills.
This result confirms the theoretical assumption that
transparency in performance evaluation translates
into greater commitment to personal development.
2. Regular feedback:
The lack of systematic feedback negatively
influenced perception of the evaluation mechanism.
Almost half of the respondents did not receive any
information about their performance, which
resulted in lower motivation ratings. Regularity of
providing information is therefore a key element in
the motivational process.
3. Clarity of goals:
Respondents who had clear knowledge of specific
goals related to KPIs showed higher motivation
both to develop competences and to improve work
performance. In groups where goals were unclear
or communication was insufficient, motivation
levels decreased significantly.
4. Support and resources:
The availability of full support and resources for
skill development is another important factor
supporting employee motivation. Respondents
who reported receiving full support achieved the
highest motivation scores. Conversely, limited
resources correlated with lower grades.
The ANOVA analysis results clearly confirm that
the differences between the distinguished employee
groups are statistically significant (all tests p < 0.05),
which provides a solid basis for accepting the
hypothesis that better information, support and goal
clarity enhance employee motivation. These results are
consistent with foreign studies, e.g. studies conducted
in the shipping industry, which also emphasize the
importance of employee competences and attitude in
achieving high operational effectiveness.
6 CONCLUSIONS
Based on the research results, the following
recommendations for management staff can be
formulated:
− Education and communication: It is important to
ensure proper communication of the role and
function of KPIs within the organization. Regular
training and information campaigns can
significantly increase employee awareness.
− Feedback system: Introducing systematic and
detailed feedback will enable employees to better
understand their own performance and areas for
improvement.
− Clarity of goals: Clearly defined goals and
procedures to achieve them should be an integral
part of the KPI system.
73
− Support of development: The organization should
provide sufficient support (both financial and
organizational) and resources to enable the
development of employee competences.
Although the study provided valuable insights,
there are some limitations, such as a relatively small
sample and industry specificity. In the future, it is
worth expanding the research to larger and more
diverse groups of employees and including an analysis
of long-term changes in the perception of the KPI
system as the recommended solutions are
implemented.
The presented research results clearly indicate that
the KPI system, if properly implemented – with an
emphasis on transparency, regular feedback, clarity of
goals and full support – can significantly influence the
motivation of employees to improve their skills and
improve work efficiency. Statistical analyses using the
ANOVA method confirm that the differences between
the respondent groups are significant, which provides
a strong basis for recommending the implementation
of comprehensive development strategies.
In the context of dynamic changes in the labour
market, taking into account the employees' opinion on
the KPI system is becoming a key element that can
contribute to increasing the efficiency and
competitiveness of the enterprise[4].
BIBLIOGRAPHY
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implementasi keselamatan oleh crew kapal container
pada PT. Temas Shipping Jakarta berdasarkan KPI (Key
Performance Indicator). Jurnal Sains Dan Teknologi
Maritim 2023.
[3] Parmenter, D. (2015). Key Performance Indicators:
Developing, Implementing, and Using Winning KPI. (3rd
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[4] Jagusiak-Kocik, Marta. (2017). PDCA cycle as a part of
continuous improvement in the production company - a
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22.