CHAPTER ONE

1.0 Introduction

1.1 Background of the Study

In light of today’s business conditions, motivating people to give their best has become

more crucial than ever, because of stiff competition and economic uncertainties. The factor that

can set apart an organization in this turbulent environment be it in the public or private sectors is

its people, therefore establishing and maintaining a stable workforce is a major concern of

human resource department.Motivation in the work context is defined as„‟an individual’s degree

of Willingness to exert high level of effort to reach organizational goals (Robin and Decenzo,

1995). Naturally, organizations seek out individuals who are motivated to perform well in the

workplace. In addition, they hope to employ people who have the ability to motivate others with

whom they work; subordinates, peers, and superiors to work harder towards the accomplishment

of goals assigned to them. If organizations can motivate employees to become effective problem

solvers and to meet or exceed customer expectations, then the organizational goals and

objectives can be realized (Havard press 2005).

Worker motivation is essential since there is a direct relationship between motivation and

productivity. Only through motivation, can managers‟ help their employees generate the

excellent performance that enables companies or organizations to boost profitability and survive

–even thrive during tough times. Increased motivation creates the conditions for a more effective

workforce, but because work motivation is an interactive process between workers and their

work environment, good management and supervision are still critical factors in reaching

organizational goals (Hornby and Sidney, 1988).

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1.2 Statement of the Problem

Researchers have studied employee motivation at length; the biggest misconception was

that good wages were always the primary motivational factor among employees regardless of the

industry by which they are employed (TsangWong.1997). This generalization or supposed

knowledge has misdirected frontline supervisors of industrial workers for years (Kovach,

1987).Effective employee motivation has long been one of management most difficult and

important duties. Employee motivation is a complex process as individuals are complex, diverse

and often difficult to predict. No one theory of motivation can explain human motivation

particularly across diverse cultures.

The study is therefore aimed at researching into the motivational strategies for achieving

productivity in an organization.

1.3 Research Questions

1. What are the impacts of motivation on productivity of employees of the Polytechnic

Igbo-Owu?

2. What is the effect of motivational strategies in an organization?

3. What are the factors that motivate employee in productivity in the Polytechnic Igbo-

Owu?

1.4 Objective of the Study

1. To examine the impacts of motivation on productivity of employees of the Polytechnic

Igbo-Owu.

2. Analyze the effect of motivation on performance (productivity) to the management of the

polytechnic

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3. To know the factors that motivate employee in productivity in the Polytechnic Igbo-Owu

1.5 Research Hypothesis

Hi = Motivation has impact on the productivity of employees

Ho = Motivation doers not have impact on the productivity of employees

Hi = There is effect of motivation on performance productivity

Ho = There is no effect of motivation on performance productivity

Hi = There is a significant factor that motivate employee in productivity

Ho =. There is no significant factor that motivate employee in productivity

1.6 SIGNIFICANCE OF THE STUDY

The study will help the organization to manage the human resources to achieve maximum

efficiency and effectiveness in service delivery to suggest and recommend strategies that will

motivate and improve productivity in the Polytechnic Igbo-Owu.

1.7 SCOPE OF THE STUDY

Motivation as a topic is very comprehensive in nature, that is why we cannot write

everything about it but for the purpose of this study we will concern ourselves with how

motivation can be used to attaining organizational objectives.

This study will be delimited to the Polytechnic Igbo-Owu and population of the study will

include fifty (50) staffs of the Polytechnic.

1.8 LIMITATION OF THE STUDY

The research topic is a big challenge facing most organizations therefore a study of this

nature should have covered a wider area, however, due to financial problems and time

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constraints not all areas could be included in the study. The researcher therefore limited the study

to the Polytechnic Igbo-Owu.

1.9 DEFINITIONS OF TERMS

For easy understanding, the terms are defined in an alphabetical order.

Morale: This is the total satisfaction derived by an individual from his job, his work-group, his

superior, the organization he works for or the environment. It is generally relates to the feeling of

individual comfort, happiness and satisfaction.

Motivation: This means the needs, desires,wants or drives within the individuals. It is the process

of stimulating people to actions to accomplish the goals. In the work goal context, the

psychological factors stimulating the people's behaviour can be either; desire for money, success,

job satisfaction or team work, etc.

Productivity: The effectiveness of productive effort, especially in industry, as measured in terms

of the rate of output per unit of input.

Organization: It can be seen as an entity, it is a group of people bind together to provide unity of

action. action for the achievement of pre-determine objectives.

Organization can also be defined as the basis of all result oriented human activities. A conceptual

verification in order of its meaning, nature and scope is therefore significant in order to

understand man and its method.

Team Work: This is the group of persons working towards a common objective in other to

achieve a common aim or goal.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 MOTIVATION AN OVERVIEW

Given the given emphasis in recent years on people as a key source of competitive

advantage, it is not surprising to see corporate initiatives introduced to “buy” employee

commitment. (Mick Marchington and Arden Wilkson, 2013).To motivate is to create a desire or

willingness to perform in the manner in which managers want to get the work done which is

distinct from the capacity to work. Mullins (2015) states that „‟the underlying concept of

motivation is some driving force within individuals by which they attempt to achieve some goals

in order to fulfill certain needs‟‟. It is a feeling or an urge to do or not to do a thing to fulfill

certain need. It is important for management to know and understand what motivates people as it

affectworkperformance, recruitment and retention. Also employees must think through what

expectations they have of work and whether they are happy with their lot

2.2 DEFINITIONS

The term motivation was originally derived from the Latin word “Movere” which means,

“to move”.

Kreitner (2001) defines motivation as the psychological process that gives behavior

purpose and direction.

Robert Kreitner and AgelooKinicki (2001) explain motivation as those psychological

processes that cause the arousal, direction and persistence of voluntary actions that are goal

directed.

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 A motive is a reason for doing something. Motivation is concerned with the factors that

influence people to behave in certain ways. The three components of motivation as identifed by

Arnold et al (1991) are:

Direction: What the person is trying to do.

Effort: How hard a person is trying.

Persistence: How long a person keeps on trying. (Armstrong, 2006)

2.3 SOURCES OF MOTIVATION

i. INTRINSIC MOTIVATION

This stems from direct relationship between the worker and the task and is usually applied.

Feelings of achievement, accomplishment, challenge and competence derived from performing

ones job are examples of intrinsic motivators. A sheer interest in the job itself.

ii. EXTRINSIC MOTIVATION

This stems from work environment external to the task and is usually applied by someone other

than the person being motivated. Pay, fringe benefits, company policies and various forms of

supervision are examples of extrinsic motivation.

iii. MOTIVATIONAL IMPLICATIONS OF INTRINSIC ANDEXTRINSIC REWARDS

According to Steers and Porter (1987), although most people work for some mix of intrinsic and

extrinsic rewards, people clearly differ as to which is the more Compelling motivational force. If

a manager always praises an achievement, the motivated individual who excels largely for the

feelings of intrinsic satisfaction, will begin to look on his manager as fake. Even within the

extrinsic rewards arena, people look for different types of reward. Praise may be perfectly

acceptable to the person motivated by the relatedness needs or affiliation, but may do nothing for

the person expecting a more tangible pay-off.

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Research initiated by Deci (1971) offers evidence that when too many extrinsic rewards are

provided, work effort may decline. He found that the introduction of extrinsic rewards for work

previously performed for intrinsic pleasure tends to reduce motivation. Over- abundant extrinsic

rewards are likely to lessen the need to seek intrinsic satisfaction. People may perceive extrinsic

rewards as diminishing their control of the work situation.

However, if rewards serve primarily as feedback, this negative effect is minimal. To get

the best from their people, managers should emphasize anticipated reward value, whether

extrinsic or intrinsic (Bratt, 1991). The manager’s job is to strengthen effort-performance-reward

expectancies. For employees who have difficulty attributing outcomes to their performance,

managers must make sure they realize performance-reward connections and provide feedback

2.4 CHARACTERISTICS OF MOTIVATION

Mitchell (1982) quartered by Mullins (2005) identified four characteristics, which

underline the definition of motivation namely:

a. Motivation is typified as an individual phenomenon: Every person is unique and all the

major theories of motivation allow for this uniqueness to be demonstrated in one

way or the other.

b. Motivation is usually intentional: Motivation is assumed to be under the control of the

worker, and behaviors that are influenced by motivation such as effort expended, are seen as

choices of action.

c. Motivation is multifaceted: The two factors of greatest importance.

i. What get people activated?

ii. The force of an individual to engage in desired behavior.

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d. The purpose of motivational theories is to predict behavior motivation is not behavior

itself and it is not performance. Motivation concerns actions and internal and external forces,

which influence a person’s choice of action.

2.5 HISTORICAL ROOTS OF MODERN MOTIVATION THEORIES

According to Wren (1987) historically, efforts to motivate people fell into three

categories and upon close inspection, appear to have changed only in application but not in

theory, up to the present day. The offering („the carrot‟), negative sanctions and efforts to build a

new “factory ethos” became the methods for providing motivation and discipline.

The “carrot” was the opportunity to earn more money through wage incentives; thus the

employee’s pay was based on output or performance. This notion of wage incentives represented

a major break with tradition. Economists of the seventeenth and eighteenth centuries of the

“mercantilist”, school of Economics believed that income and the supply of were negatively

related, that is, as wage rose, less labour would be forth coming. This preindustrial revolution’s

point of view justified keeping wages low to ensure an abundant and motivated workforce.

On the contrary, however, the classical economist such as Adam Smith disagreed with

the tradition that the worker must be kept at the subsistence level and that the best worker was

the hungriest one. Rather he thought that monetary incentives brought out the best in people and

that they would work harder to get more (Steers and porter, 1997).Often called the “economic

man” assumption, this smithian break with mercantilisation theory brought the opportunity for

individual rewards based on initiative and efforts.

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 The “stick”, negative sanctions became a practice for which the early industrial system

was frequently criticized. Graduated fines were common methods of discipline to get workers to

do the right thing.

The third method of motivation had a general conception and was oriented toward

creating a new factory ethos. The goal was to use religious morals and values to create the proper

work attitudes. The encouragement of moral education, even on company time and reading of

“the good book”, regular church attendance and exhortations to avoid the deadly sins of laziness,

sloth and avarice were methods of inculcating in the working population the right habits of

industry.

According to Kreitner and Kinicki (1992), most contemporary theories of motivation are

rooted partially in the principle of hedonism, which states that “people are motivated to

consciously seek pleasure and avoid pain”.

Kreithner and Kinicki(1992),suggested that four ways of explaining behavior are; needs

reinforcement, cognition and job characteristics, which underlie the evolution of modern theories

of human motivation.

a. Needs: Needs theories are based on the promise that individuals are motivated by

unsatisfied needs. Dissatisfaction with one‟s social life, for example, a 1930 psychologist, was

the first behavioral scientist to propose a list of needs thought to underlie goal-directed behavior.

b. Reinforcement: Reinforce theorists such as Edward L.Thorndike and BF Skinner

(1961), proposed that behavior is controlled by the consequences, and not by the result of

hypothetical Internal States such as instincts, drives or needs. This preposition was based on

research data demonstrating that people repeat behaviors followed by favorable consequences

and avoid behaviors resulting unfavorable consequence.

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c. Cognitions: Uncomfortable with the idea that behavior is shaped completely by

environmental consequences, cognitive motivation theorists contend that behavior is a function

of beliefs, expectations, values and other mental conditions. Behavior is therefore viewed as a

result of rational and conscious choices among alternative courses of action.

d. Job Characteristics: According to this motivation theory, the task itself is said to be the

key to employee motivation.

Specifically, a boring and monotonous job stifles motivation. Three ingredients of a more

challenging job are variety, autonomy and decision authority. Two popular ways of adding

variety and challenge to routine jobs are job enrichment (or job design) and job rotation.

2.6 MOTIVATION THEORIES

2.6.1 INSTRUMENTALITY THEORY:

Instrumentality theory is the belief that if we do one thing it will lead to another.

Instrumentality theory states that people work for money. The theory emerged in the second half

of the nineteenth century with its emphasis on the need to rationalize work and on economic

outcomes. It assumes that a person will be motivated to work if rewards and penalties are tied

directly to his or her performance, thus the awards are contingent upon effective performance.

Instrumentality theory has its roots in taylorism, i.e. the scientific management of

methods of F.W. Taylor (1911), who wrote: “it’s impossible, through any long period of time, to

get workmen to work much harder than the average men around them unless they are assured a

large and permanent increase in their pay.”

This theory is based on the principle of reinforcement as influenced by skinners (1974)

concept of conditioning-the theory that people can be “conditioned” to act in certain ways if they

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are rewarded for behaving as required. It is also called the law of effect. Motivation using this

approach has been, and still is widely adopted and can be successful in some circumstances. But

it is based exclusively on a system of external controls and fails to recognize a number of other

human needs.

It also fails to appreciate the fact that the formal control system can be seriously affected

by the informal relationship existing between workers.

2.6.2 CONTENT (NEEDS) THEORY OF MOTIVATION

Most content theories of motivation revolve around the notion that employees influence

motivation. Needs are physiological or psychological deficiencies that arouse behavior. They can

be strong or weak and are influenced by environmental factors. Thus human needs vary over

time and place. The general idea behind need theories of motivation is that unmet needs motivate

people to satisfy them.

2.6.1 MASLOW’S NEED HEIRACHY THEORY

In 1943, psychologist Abraham Maslow published his now famous need theory of

motivation. Although the theory was based on clinical observation of few neurotic individuals, it

has subsequently been used to explain the entire spectrum of human behavior. Maslow proposed

that motivation is a function of the basic needs. These needs are:

1. Physiological: The need to have oxygen (air), food, water and sex.

2. Safety: Consists of the needs to be safe from physical and psychological harm.

3. Social: The need for love, affection and acceptance as belonging to a group.

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4. Esteem: Need for reputation, prestige and recognition from others. Also contains need for

self confidence and strength.

5. Self Actualization: Desire for self fulfillment. The need to develop potentialities and

skills to become what one believes one is capable of becoming.

FIG. 1 A DIAGRAMATIC REPRESENTATION OF MASLOWS HIERACHY

OF NEEDS

Maslow‟s theory of motivation states that when a lower need is satisfied, the next highest

becomes dominant and the individuals attention is tuned to satisfying this higher need. The need

for self-fulfillment however can never be satisfied. He said that “man is a wanting animal” only

unsatisfied need can motivate behavior and the dominant need is the prime motivation of

behavior.

One of the implications of Maslow‟s theory is that the higher order needs for esteem and self

fulfillment provides the greatest impetus to motivation. They grow in strength when they are

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satisfied, while the lower needs decline in strength on satisfaction. But the people do will not

necessarily satisfy their needs, especially when they are routine.

According to Michael Armstrong (2005) Maslow‟s need hierarchy has an intuitive

appealand has been very influential. Though it has been criticized for its apparent rigidity,

different people may have different priority and it is difficult to accept the people‟s needs

progress steadily up the hierarchy.

2.6.2 HERZBERGS TWO FACTOR THEORY

The two factor model of satisfiers and dissatisfies was developed by Herzberg et al

(1957) following investigation into the sources of job satisfaction and dissatisfaction of some

accountants and engineers. The research sought to elicit responses from interviewees as to what

made them feel exceptionally bad about their jobs and how long these feelings persisted.

The research results or responses reveal two different factors affecting motivation and

work and concluded that

1. Job satisfaction and job dissatisfaction derive from different sources

2. Removing the source of dissatisfaction will not cause a person to be motivated to

produce better results

Herzberg blended the two premises into the dual factor explanation of motivation and referred to

them as Hygiene factors: These are the basic factors surrounding the job and can trigger

dissatisfaction when not adequate. The factors include, job security, working condition, quality

of supervision, interpersonal relationships, adequacy of pay and fringe benefits.These factors are

extrinsic or external and when present produces a neutral feeling with realization that the basic

maintenance needs are taken care of and trigger dissatisfaction when lacking.

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 Motivators: According to Herzberg an individual feels the potential for satisfaction if he

or she is able to marshal momentous work motivation. These are intrinsic and unique to every

individual. Job challenge, responsibility, opportunity for growth and recognition provide feelings

of satisfaction. (Mullins 2005; Bloise et al, 2003)

Fig 2 Herzberg Dual Factor Theory of Motivation (Bloisi et al, 2003)

2.6.3 PROCESS THEORY (COGNITIVE THEORY)

In the process theory, the emphasis is on the psychological process or forces that affect

motivation as well. According to Guest (1992), provides a much more relevant approach to

motivation than the theories of Maslow and Herzberg which he suggest, have been shown by

extensive research to be wrong.

Process or cognitive theory can certainly be useful to managers than needs theory

because it provides more realistic guidance on motivation techniques. The processes are:

1. Expectation (expectancy theory)

2. Goal achievement (goal theory)

3. Feeling about equity ( equity theory)

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2.6.4 EXPECTANCY THEORY

This theory is also known as Valency-Instrumentally which was formulated by vroom (1964)

Valency: stands for value. The theory suggests that an individual which considers the outcomes

associated to various levels to performance (from an entire spectrum of performance possibilities

and elect to pursue the level that generates the greatest reward for him or her.

It can further be explained as the attractiveness of or preference for a particular outcome to

which they are expected to lead of which accumulation of wealth from money is an example

(Mullins, 2005)

Instrumentality: is the belief that if we do one thing (a high level of performance for example) it

will lead to another outcome (a reward)Instrumentality may range from a probability of 1.0

(meaning that the attainment of the second outcome (the reward) is certain if the first outcome

(excellent job performance is attained)

Expectancy: According to (Armstrong, 2006) expectancy is defined as a momentary belief

concerning the likelihood that a particular act will be followed by a particular outcome. It is a

relationship between a chosen course of action and the associated predicted outcome.Individuals

with this develop a perception of the degree of probability that the choice of a particular action

will really lead to desired outcome (Mullins, 2005).

A Graphical representation of expectancy theory

(Werner andDesimone, 2006)

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2.6.5 APPLICATION OF EXPECTANCY THEORY

Expectancy theory as described earlier in this states that motivation will be strong if

individuals can reasonably expect that their efforts and contributions will produce worthwhile

rewards.

This theory was developed by porker and Lawler into an expectancy model which

suggests that there are two factors determining the effort people put into their jobs:

1. The values of the rewards to individuals in so far as they satisfy their needs for security,

social esteem, authority and self actualization.

2. The probability that rewards depend on effort as perceived by individual in other words,

his or her expectations about the relationship between effort and reward.

Thus the greater the value of a set reward and the higher the probability that receiving

each of these rewards depend upon effort, the greater the effort that while put forth in a given

situation.

2.6.5 GOAL THEORY

Goal theory as developed by Latham and Locke (1979) states that motivation and

performance are higher when individuals set specific goals, when goals are difficult but

accepted, and when there is feedback on performance. Participation in goal setting is important

as a means of getting agreement to the setting of higher goals. Difficult goals must be agreed and

their achievement reinforced by guidance and advice. Finally feedback is vital in maintaining

motivation, particularly towards the achievement of even higher goals.

Erez and Zidon (1984) emphasized the need for acceptance of and commitment to goals.

They found that, as long as they agreed, demanding goals lead to better performance than easy

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ones. Erez (1997) also emphasized the importance of feedback. As Robertson et al (1992) point

out:Goals inform individuals to achieve particular levels of performance, in order for them to

direct and evaluate their actions; while performance feedback allows the individual to track how

well he or she has been doing in relation to the goal, so that, if necessary, adjustments in effort,

direction or possibly task strategies can be made.

Perry (2000) conferred that some characteristics of public organization’s goals such as

goal clarity or goal ambiguity, influence public service motivation. He developed a process

theory of public service motivation in which the critical variables were divided into four

categories:

Socio-historical context, motivational context, Individual characteristics and behavior.

Rainey (1993) argued the possibility that ambiguous goals can frustrate public employees‟

service or altruistic motives since it can be difficult to see the effect of their work efforts.

Perry Hondeghem (2008) propose that public sector leaders and managers can gain

organizational value from public service motivation by setting clear public service goals, and by

translating broad public service missions into clear and meaningful work expectations.

Goal setting theory explains how goals influence work motivation (Katzell and

Thompson 1990; Mitchell 1997; Wright 2007). The theory posits that two primary factors

explain the relationship between goals and employees‟ motivation: goal content and goal related

job attitudes (Wright 2007; Vancouver and Schmitt 1991. Goal content specifies what is to be

attained and has at least five dimensions including specificity, proximity, difficulty, complexity

and conflict (Locke and Latham 2002; Lee, Locke, and Latham 1989; Bandura 1989).

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2.6.6 EQUITY THEORY

According to Werner and Desimone, equity theory predicts that employees who believe

they are being treated fairly (a judgment called equity) will be motivated to continue their

present performance and behavior patterns, whereas employees who believe they are victims of

inequity will search for way to reduce their feelings of unfairness.

Equity theory argues that satisfaction is related to perceptions about the ratio between

what one receives from the job( outcome in the form of pay) to what one puts into it( inputs in

the form of efforts and skill) compared with ratios obtained by others.(Armstrong and

HelenMurrlis,2004). Equity theory is related to discrepancy theory which as stated by Lawler

indicates that satisfaction with pay depends on the difference between the pay people receive and

what they feel they ought to receive.

Equity theory, however, emphasizes that these feelings are based on compassions. The

significance of equity was also emphasized by Jaques. He stated that:

1. There exists an unrecognized system of norms of fair payment being shared among the

population engaged in employment, and that.

2. An individual is unconsciously aware of his own potential capacity for work, as well as

the equitable pay level for that work. Jaques called this the felt-fair principle which states that, to

be equitable, pay must be felt to match the level of work and the capacity of individual to do

work.

2.6.7 REINFORCEMENT THEORY: A NON COGNITIVE THEORY OF

MOTIVATION

This theory is rooted in behaviorism, which attempts to explain behavior without

referring to unobservable internal forces such as needs or thoughts (Werner and Desimone 2006).

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Behaviorism seek to explain behavior by forcing only on things that can be directly observed, the

behavior itself and environmental events that precede and follow the behavior.

Reinforcement theory argues that behavior is a function of its consequences. This is

based on the law of effect, which states that behavior that is followed by a pleasurable

consequence will occur more frequently (a process called reinforcement) and behavior that is

followed by an aversive consequence will occur less frequently.

According to reinforcement theory, a manager can control an employee’s behavior by

controlling the consequence that followsthe employee’s behavior.

Reinforcement theory can be applied using a set of techniques known as behavior

modification. Behavior modification suggests four choices for controlling an employee‟s

behavior.

1. Positive reinforcement refers to increasing the frequency on a behavior by following the

behavior with a pleasurable consequence.

2. Negative reinforcement increases the frequency of a behavior by removing something

aversive after the behavior is performed.

3. Extinction seeks to decrease the frequency of a behavior by removing the consequence

that is reinforcing it.

4. Punishment seeks to decrease the frequency of a behavior by introducing the frequency

of a behavior by introducing the frequency of a behavior by introducing an aversive consequence

immediately after the behaviorism.

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2.7 MOTIVATION STRATEGY

Motivation strategy should aim to increase the effective contribution of members of the

organization in achieving its objective. Motivation strategy will refer to the performance of

management and reward systems and in particular to the type and scale of financial incentives

which are to be provided. But it will also be concerned with other process which should yield

favorable attitudes including job design participation, joint objective setting career development

and any other processes relating to the individual need to achieve and maintain a sense of

personal wealth and importance. Motivation is also affected by the quality of leadership in an

organization therefore the selection, training and development of effective leaders should be part

of the strategy. (Armstrong, 1997).

2.7.1 MOTIVATION AND MONEY

According to Decenzo and Robins(1995), the primary reason why most individuals work

is to get money.Money in the form of pay or some other sort of remuneration is the most obvious

intrinsic reward. Money provides the carrot that most people want. Doubt has been cast by

Herzberg Etal (1957) on the effectiveness of money because, they claim, while the lack of it can

course dissatisfaction, its provision does not result in lasting satisfaction. There is something in

this especially for people on fixed salary or rate of pay who do not benefit directly form an

incentive scheme. They may feel good when they gets an increase; apart from the extra money, it

is a highly tangible form of recognition an effective means of helping people to feel that they are

valued. But this feeling of euphoria can rapidly die away, other dissatisfaction from Herzberg list

of hygiene factors, such working conditions or the quality of management, can loom larger in

some people minds when they fail to get the satisfaction they need from the work itself, however

it must be re-emphasize that different people have different needs and wants and Herzberg two

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factor theory has not been validated, some will be much more motivated by money than others.

What cannot be assume is that money motivates everyone in the same way and to the same

extent. Thus, it is naïve to think that the introduction of a performance related pay scheme will

miraculously transform everyone overnight into well motivated high performing individual.

Nevertheless, money provides the means to achieve a number of different ends. It is a

powerful force because it is linked directly or indirectly to the satisfaction of many needs. It

clearly satisfies basic needs for survival and security, if it is coming in regularly. It can also

satisfy the need for self-esteem and status-money can set you in a grade apart from your fellows,

and it can buy you things they cannot tobuild up your prestige. Money satisfies the less desirable

but still prevalent drives of acquisitiveness and cupidity.

Money may in itself have no intrinsic meaning, but it acquires significant motivating

power because it comes to symbolize so many intangible goals. It acts as a symbolic in different

ways for different people and for the same person at different times. As noted by GoldthorpeEtal

(1968). From their research into the affluent “worker”,pay is the dominant factor in the choice of

employer and consideration of pay seem most powerful in binding people to their present job.

Workers pay has a direct effect on productivity; more pay results in more productive

work.(Mojahed,2005). Do financial incentives motivate people? The answer is yes. For those

people that are strongly motivated by money and whose expectations that their need will receive

a financial reward.

It can be argued that extrinsic reward may erode intrinsic interest. People who work just

formoney could find their task less pleasurable and may not therefore do them so

well.Multiplicities of factors are involved in performance improvements and many of those

factors are interdependence. Money can therefore prove positive motivation in the right

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circumstances, because not only people need money but also it serves as intangible means of

recognition. It can also be argued that money may be a factor in attracting people to

organizations and influence their retention. But badly designed and managed pay systems can de-

motivate. Another researcher in this area was Jaques(1961) who emphasize the need for such

systems to be perceived as being fair and equitable. In other words, the rewards should be related

to efforts or level of responsibility and people should not receive less money than they deserve

compare with their fellow workers. Jaques called this the felt-the felt fair principle. (Michael

Amstrong, 2006)

2.8 MOTIVATION AND PRODUCTIVITY

A Companies productivity level is a reflection of its success and this depends on the

motivation of workers. Productivity has been an essential contribution to corporate success. This

is a result of its direct translation into cost savings and profitability. Productivity has always been

a key to long-term growth and sustainable improvement in economic growth and development. It

generates non-inflationary increases in wages and salaries. (Mojahed, 2005). An enhance

productivity as a positive effect on a gross domestic product (GDP) of every nation.

It is often said that the best businesses have the best-motivated workers. Well-

motivatedemployees are usually characterized by:

1. Higher productivity (i.e. they produce more for a given level of resources than poorly

motivated workers do.)

2. Better quality work with less wastage, A greater sense of urgency (things happen quicker

when they need to),

3. More employee feedback and suggestions made for improvements.(motivated workers

take more ownership of their work),

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4. More feedback demanded from supervisors and management, Working at 80%-95%of

their ability. (Dipak Kumar Bhattacharyya, 2007). Productivity is a measure of performance that

indicates how many inputs it takes to produce or create an output.

This can be mathematically express as follows:

Productivity = Output

Input (Heizer and Render, 1999)

For companies, higher productivity that is doing more with less, results in lower costs. In turn

doing more with less can lead to lower prices, fast services, higher market share and higher

profits. (Chuck Williams).

Increasing payroll costs and competition in the global market place have caused

managers to search for ways to increase productivity by linking compensation to employees‟

performance. High performance requires much more than motivation.

Ability, adequate equipment, good physical working condition, effective leadership and

management, health, safety and other conditions all help raise performance levels but

employees‟ motivation to work harder and better is obviously an important factor. (Ivancevich,

2004).Motivation either through intrinsic or extrinsic reinforces, contributes to employee

Satisfaction or thus enhances performance and productivity. The level of motivation of workers

represents the potential human energy available for production purposes. The mobilization and

channelization of this energy makes it imperative for the management to activate its source by

the application of incentives .The magnitude of incentives required is negatively related to the

motivation level, the higher the level of motivation of workers, the higher their productivity

potential. Suppose there are two workers with different levels of motivation but almost identical

levels of ability. The worker with the higher level of motivation will require less incentive than

23
the other to achieve the same level of productivity. The nature of incentives required will also

vary in type’s terms of the types of needs predominant among people. Accordingly, to provide

optimal incentives for people at work to achieve desirable results, the management must

understand the prevailing level and the nature of motives. Without such information, it would not

be possible to use suitable incentives, both tangible and intangible, to effectively mobilize and

direct human efforts toward the attainment of organizational goals.

2.9 ORGANIZATIONMOTIVATION

In an organization, empirical research about Public Service Motivation has increased over

the years as matter of fact; it is one of the fundamental concepts ofHuman resource management

in the public sector (Coursey and Pandey 2007a). Organization Motivation was initially defined

as “the individual's predisposition to respond to motives grounded primarily or uniquely in

public institutions or organizations" (Perry and Wise 1990,). Organizational Motivation

represents "the beliefs, values and attitudes that go beyond self-interest and organizational

interest that concern the interest of a larger political entity and that motivate individuals to act

accordingly whenever appropriate" (Vandenabee 2007a, 54).

According to an Organizational Motivation perspective, the motivation of public

employees is oriented toward the realization of the values and goals of public service through

anidentification process. Values and goals of public service are part of the self-definition of

certain public employees and determine the justification of their behavior. Surprisingly, few

studies have tested the assumption that Organizational Motivation has an effect on

workMotivation. Vandenabeele and his colleagues tested non-sector specific motivation theories.

Their results show that Public Service Motivation is an important and particular element

of the motivational characteristics of public employees (Vandenabeele et al. 2004).Taylor‟s

24
study is also a dimensional analysis of Public Service Motivation In relation to work outcomes

(Taylor, 2007).Organizational Motivation is just one specific factor explaining work motivation

and several other motivational factors do have an effect on work behaviour of public employees

(Vandenabeele and Ban 2009). Both material incentives and team relations may play a very

important role in the motivational process of public servants. Comparative studies of the

motivational patterns of public and private sector employees‟ motives (Solomon 1986;

Jurkiewicz, Massey, and Brown 1998) clearly suggest the appropriateness of an approach into

these motivational patterns.

MATERIAL INCENTIVES

Since the seminal book of Deci and Ryan, the distinction between intrinsic drives and

extrinsic factors has become a classic among motivation theories (Deci and Ryan 1985).While

the former refer to the inherent satisfaction linked with undertaking an activity, theLatter concern

the outcomes of this activity (Ryan and Deci 2000). Comparative studies haveconsistently

demonstrated that public employees have different motives from private ones.In particular, they

are more inclined to disregard extrinsic elements such as pay and monetaryrewards and to value

intrinsic job characteristics.

Furthermore, empirical studies indicate that an increase in extrinsic motivators may evenreduce

the positive impacts of intrinsic factors on work motivation. Such a “crowding out effect”

(FreLatter concern the outcomes of this activity (Ryan and Deci 2000). Comparative studies

haveconsistently demonstrated that public employees have different motives from private ones.

Inparticular, they are more inclined to disregard extrinsic elements such as pay and

monetaryrewards and to value intrinsic job characteristics.

25
 Furthermore, empirical studies indicate that an increase in extrinsic motivators may

evenreduce the positive impacts of intrinsic factors on work motivation. Such a “crowding out

effect” (Frey and Jegen, 2001) was observed in different institutional settings and mightexplain

the (partial) failure of performance-related pay reward schemes to enhance themotivational level

of public servants and the performance of public organizations (Weibel,Rost, and Osterloh 2009;

OECD 2005; Perry, Engbers, and Jun 2009). For instance, the studyof Marsden and his team of

civil servants clearly show that public employees areskeptical about the usefulness of

performance-related pay: they doubt both its incentive and itsrewarding effects (Marsden,

French, and Kubo 2001). Moreover, performance-related pay has missed its expected goal, has a

detrimental effect and can even de-motivate public servants as it undermines intrinsically

motivated public employees (Marsden and Richardson 1992)

TEAM RELATIONS AND SUPPORT

According to the psychological literature, the appropriate perspective on intrinsic

motivation considers that need-based components, opportunities and incentives that fulfill the

higher-level needs of individuals are intrinsic factors (Bright 2009). Public Service Motivation

can obviously be seen as an intrinsic motivator in public management due to its capacity to fulfill

higher order needs (Perry and Wise 1990). However, other intrinsic y and Jegen, 2001) was

observed in different institutional settings and might explain the (partial) failure of performance-

related pay reward schemes to enhance the motivational level of public servants and the

performance of public organizations (Weibel,Rost, and Osterloh 2009; OECD 2005; Perry,

Engbers, and Jun 2009). For instance, the study of Marsden and his team of civil servants clearly

show that public employees areskeptical about the usefulness of performance-related pay: they

doubt both its incentive and its rewarding effects (Marsden, French, and Kubo 2001). Moreover,

26
performance-related pay has missed its expected goal, has a detrimental effect and can even de-

motivate public servants as it undermines intrinsically motivated public employees (Marsden and

Richardson 1992).

TEAM RELATIONS AND SUPPORT

According to the psychological literature, the appropriate perspective on intrinsic

motivationconsiders that need-based components, opportunities and incentives that fulfill the

higher-levelneeds of individuals are intrinsic factors (Bright 2009). Public Service Motivation

can obviously be seen as an intrinsic motivator in public management due to its capacity to fulfill

higher order needs (Perryand Wise 1990). However, other intrinsicmotivators are also relevant in

the public sectorsuch as team relations and support. The

intrinsic-extrinsic dichotomy is rooted in the self-determination theory of motivation (Deci and

Ryan 1985) which argues that individuals are driven by the search for competences, autonomy

and relatedness (Deci and Ryan 2000). One of the most critical factors in the directenvironment

of a public employee is colleagues and superiors (Perry and Porter 1982).

Frenchsociology of work reminds us that socialization at work is important in terms of

identity construction (Dubar 2015; Garner, Méda, and Senik 2006; Sainsaulieu 1988; Dubar

1992); itis also a strong factor in well-being in the work setting. Moreover, scientific

literatureregarding Human resource management practices points out the importance of such

socio-relational components in the building of an organizational culture, which stimulates

creativity and innovation (Martinsand Terblanche 2003). Thus Human resource

managementpractices or practitioners should promote working conditions that enablethe

employee's identification with organizational objectives. The relevance of this approach

issupported by empirical studies suggesting that, the adoption of such HRM systems leads

27
tobetter production and financial results. (Delaney and Huselid 1996; Ichniowski, Shaw, and

Prennushi 1997) stimulates creativity and innovation within organizational structures,

(Andriopoulos 2001; Jimenez-Jimenez and Sanz-Valle 2005) and induces employees to adopt

discretionary behaviour in line with the interests of the organization(MacDuffie 1995).The

second one concerns the recognition processes by colleagues andsuperiors and highlights

subjective and affective elements of work motivation. This relational process, founded in

humanist perspective of work relations, has been defined as follows: Recognition is a

reactionexpressed within the short term after a specific or general action or behavior, which

theindividual perceives to merit a positive and personalized response (Bouncier and

Palobart1997). Such positive feedback is a determinant element of motivationand performance

for themembers of the working team (Stajkovic 2003; Lamontagne 2006).

In a survey of 1689employees of credit institutions, Ellen M. Whitener also found a

significant statistical relationshipbetween the degree of organizational commitment and

employees‟ perception oforganizational support (Whitener 2001). For many scholars, it is

important, or even vital, tohave positive experiences at work to enhance the development of

organizational commitmentand work motivation. One of the principal mechanisms by which

these experiences of worklead to such a desirable outcome is a feeling of being supported and

valued. This feeling is thecore of the concept of perceived organizational support,

whichmeasures employees‟: “globalbeliefs concerning the extent to which the organization

values their contributions and caresabout their well-being” (Eisenberger et al. 1986, 501).

Employees are grateful for the supportthey receive, feel indebted to their enterprise and

respond to the favourable treatment theyreceive by showing a stronger commitment to their

employer (Eisenberger, Fasolo, andDavis-LaMastro 1990). This psychological mechanism

28
contributes to the consolidation ofsocial exchange, and is linked to commitment variable

byextension to turnover intentions. This link has been established on several occasions

(Hutchison 1997; Eisenberger,Fasolo, and Davis-LaMastro 1990; Eisenberger et al. 2001;Guzzo,

Noonan, and Elron 1994;Shore and Tetrick 1991; Shore and Wayne 1993).

Results from comparative studies give an idea about how important it is for public

employees to interact in a supportive environment (Buelens and Van den Broeck

2007).Employees value the possibility of having good interpersonal relationships withcolleagues

and co-workers more than their private counterparts. (Posner and Schmidt 1996;Khojasteh

1993). In the same vein, recognition from colleagues and superiors has very strong motivational

potential in the public sector (Khojasteh 1993; Rainey 1982).

Hence, affiliation with colleagues is important for public employees (Vandenabeele et al.

2004). Theseempirical results generally confirm that socio-relational elements, such as inclusion

in a teamand good relationships within this working team, are crucial factors influencingwork

motivation. Hence, recognition from superiors or colleagues represents a nonpecuniaryreward for

employees, fulfilling their need for affiliation and relatedness. Those components some other

motivational factors are clearly features within the public sector. For instance, jobsecurity is

important to most public employees. Similarly, a positive indication of work-life balancehas

been interpreted as a specific factor of motivation in the public sector (Buelens and

VandenBroeck 2007; Lindorff 2009; Worrall and Cooper 2007; Worrall, Cooper, and Campbell-

Jamison 200).

Research suggests that management of public sector should concentrate on promoting

affective commitment of their employees to the organization. In other words, managers should

focus on cultivating employees‟ interests, attitudes, or emotional values as they relate to their

29
work in the public sector. Public managers can elicit affective commitment through extensive

work on their organizational culture, socialization process, and efforts to meet employee

expectations. “Public employee motives and commitment are primarily based on their

identification with and involvement in their public organizations. If public sector directors,

carefully work to socialize their employees into the culture of their organizations, ensure they

“buy in” to the mission, and work carefully to help meet employee expectations, then employees

will begin to identify with their organizations and feel motivated.

Another key factor, which must be considered when motivating public sector employee

relates to feedback. “Feedback, or telling employees how well they are performing, is an

essential element for effective organizational functioning. Feedback affects both employee

motivation and performance” (Yeager, Rabin, and Vocino, 1985)Yeager et al. (1985) found that

adequate feedback has positive impacts on motivation in general, effort, goal setting,

performance adjustment and improvement, and goal attainment. Further, these researchers found,

“Those in high feedback situations make greater use of their profession as a reference group and

develop a greater sense of calling or dedication to their profession than their peers working in

non feedback work settings” (Yeager et al., 1985, p. 573). In many work situations, feedback is

given only when an individual makes a mistake or does not meet the expectations of his

supervisor. When employees demonstrate positive job performance, it is not always readily

recognized. If public sectors make better effort to provide feedback, particularly emphasizing the

positive, they may begin to notice a higher level of motivationamong their staff members. Since

feedback is an easy-to-use, nearly cost-free reward, it should not be overlooked. Managers and

directors must provide feedback to their employees

not only through newsletters but also utilize informal praise and comments and develop

30
employee recognition programs for jobs well done.

Research also supports the claim that employees are more highly motivated when they

have a clear understanding of their work goals and feel they are attainable. Wright (2007)

conducted a study designed to analyze employee work motivation and performance in the public

sector. In this study, 807 public employees who self-identified as managers and professionals

withpay grades typically associated with that type of work were surveyed. He found that

publicemployees are more motivated to perform their work when they have clearly understood

that the tasks are challenging, important and achievable. Wright (2007) further concluded,

individuals are more committed to their performance objectives when they believe those

objectives are achievable and will result in important outcomes for themselves or, to the extent

they are committed to organizational goals, the organization in which they work”

Public servants are more highly motivated by intrinsic rewards such as the simple

pleasure received from performing a job or the sense of satisfaction rather than receiving

extrinsic rewards such as salary. Further, research shows that public servants prefer the

supporting work environment often found in public service settings as well as stable duties and

hours,which allow them to achieve a satisfactory work-family balance for themselves.

In order to maintain a high level of motivation among employees, managers must utilize

a variety of techniques. However, Marsden and Richardson (1994) caution that, “Better

motivation does not automatically translate into better performance; staff might be highly

motivated but still perform badly because of a range of impediments, e.g. poor management,

inadequate training and use of obsolete equipment.

31
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 INTRODUCTION

This chapter discusses the methods employed for the study. This involves the

description of the population and the sample size, the instruments used for the collection

of data, the administration of the instrument and the limitations of the study.

3.2 RESEARCH DESIGN

This research work made use of survey method because it involves drawing up

sets of questions on various subjects or aspects to which selected members were

requested to react.

3.3 POPULATION OF STUDY

Population studied included staff and management of the Polytechnic Igbo-Owu.

3.4 SAMPLE SIZE/ SAMPLING TECHNIQUES

Sample size of 50 was selected using the stratified sampling method. The choice

of this sampling procedure was because it has no personal bias and it is scientific and

objective.

3.5 SAMPLINGPROCEDURES

The sampling procedures that were used for this study was some random

sampling. This method of selection guarantees that all possible samples were equally

drawn. It gives everyone in the study population an equal chance of being selected.

3.6 SOURCES OF DATA

32
 Primary, Secondary and Tertiary sources were used in collecting data. The primary

sources include responded of the Polytechnic Igbo-Owu. Secondary source include

materials from books, publications and articles in which data and information will be

analyzed from. While the tertiary source are data and information gotten and analyze

from the internet.

3.7 VALIDITY AND RELIABILITY OF DATA INSTRUMENT

Instrument Validity pertains to the ability to accurately measure what it intends to

measure based on objectives of the study. Due to this, the questionnaires that were sent

out were discussed by the researcher with the respondents. The researcher gave

explanation to the respondents before they answered the questionnaires. This was

purposely done to achieve the meaning of data reliability.

3.8 METHOD OF DATA ANALYSIS

In order to ensure logical completeness and consistency of responses, the

researcher carried out data editing. Identified mistakes and data gaps were rectified. The

technique for data analysis was the frequency distribution and percentages, which were

used to determine the proportion of respondents choosing the various responses. This was

done for each group of items relating to the research questions. The proportions showed

the popular views of employees on the various sub-issues. Tables, and charts were also

used to ensure easy comprehension of the analysis.

33
 CHAPTER FOUR

DATA ANALYSIS, PRESENTATION AND INTERPRETATION

4.0 PRESENTATION AND ANALYSIS OF DATA

As earlier indicated in the previous chapter, both questionnaire and observation

technique where employed in gathering the primary data.

Data presentation is an important aspect of a research work. It is a process of re-

arranging the data in such a way that one can easily make a meaning from it.

It summarizes the views of the respondents on “motivation as a tool for improving

employee’s performance” Zenith Bank Plc, as the case study. In the course of the study,

fifty (50) questionnaires were administered; only forty (40) questionnaires were retrieved.

4.1 SECTION A

TABLE 1: SEX OF THE RESPONDENTS

OPTIONS RESPONSES PERCENTAGE (%)

Male 24 60.0

Female 16 40.0

TOTAL 40 100

Sources: From The Research Questionnaire 2019

The above table shows that 24 out of t40 respondents representing 60% were male

while 16 out of 40 respondents representing 40% were female workers in the Bank.

TABLE 2: AGE OF THE RESPONDENTS

OPTIONS RESPONSES PERCENTAGE (%)

21-30 16 40

34
 31-40 10 24

41-50 8 20

51 above 6 15

TOTAL 40 100

Sources: From The Research Questionnaire 20i9

The table above show that 16 out of forty (40) respondents representing 40% were

between 21 and 30 years. 10 out of the 40 respondents representing 25% were between

ages of 31 and 40 years, 8 out of 40 respondents representing 20% were between ages of

41 and 50 years. While 6 out of 40 respondents representing 15% were 51 and above.

Therefore, this revealed that the workers between the ages of 21 and 39 years dominated

the organization.

TABLE 3: MARITAL STATUS

OPTIONS RESPONSES PERCENTAGE (%)

Single 20 50

Married 14 35

Divorce 4 10

Widow 2 5

TOTAL 40 100

Sources: From The Researcher’s Questionnaire, 2019

The table shows that 20 out of 40 respondents representing 50% were single, while

14 respondents representing 35% were married, 4 out of 40 respondents were divorced

35
representing 10% and 2 out of the 40 respondents representing 5% were widowed. This

reflects the single races one of the highest number in the officer.

TABLE 4: EDUCATIONAL QUALIFICATION

OPTIONS RESPONSES PERCENTAGE (%)

Sch. Cert 6 15

OND 8 20

HND/BSC 16 40

MSC & above 10 25

TOTAL 40 100

Sources: From The Researcher’s Questionnaire, 2019

The table show that 6 out of 40 respondents representing 15% were school

certificate holder, 8 out of 40 respondents representing 20% were OND holders, 16 out of

40 respondents representing 40% were HND/BSC. While 10 out of 40 respondents

representing 25% were MSC and above

Therefore, this revealed that the highest qualification in Zenith bank plc in

HND/BSC Holders.

TABLE 5: WORKING EXPERIENCE

OPTIONS RESPONSES PERCENTAGE (%)

1-5 20 60

6-10 10 25

11-15 4 10

16-20 2 5

36
 TOTAL 40 100

Sources: From The Researcher’s Questionnaire, 2019

The above table shows that 24 out of 40 respondents representing 60% tick 1-5

years, 10 out of 40 respondents representing 25% tick 6-10 years, 4 out of 40 respondents

representing 10% tick 11-15 years and 2 out of 40 respondents representing 5% tick 16-

20 years. therefore, the working experience falls between 1-5 years.

4.2 SECTION B

TABLE 6: TYPES OF COMPENSATION SCHEME APPLICATION TO THE

ORGANIZATION

OPTIONS RESPONSES PERCENTAGE (%)

Salary only - -

Salary & fringe benefit 14 35

Salary & commission 8 20

All of the above 10 45

TOTAL 40 100

Sources: From the Research Questionnaire 2019

The above table shows that 14 out of 40 respondents representing 35% believed

that salary and fringe benefits are the only compensation scheme, 8 out of 40 representing

20% agreed that it is salary. While 18 out of 40 respondents representing 45% agreed that

all the above listed compensation scheme is applicable to the organization. it is there fore

reasonable to say that the entire compensation schemes were used by the organization in

motivating its workers.

37
TABLE 7: MOTIVATION METHOD USED BY THE ORGANIZATION

OPTIONS RESPONSES PERCENTAGE (%)

Forcing workers to work - -

Monetary compensation for 4 10

hardworking

Praising for hardworking 10 25

Promotion for good performance 26 65

All of the above - -

TOTAL 40 100

Sources: From The Researcher’s Questionnaire, 2019

The data above shows that 4 out of 40 respondents representing 10% agreed that

monetary compensation for hardworking (in adopted, 10 out of 40 respondents

representing 25% agreed that praising for hardworking was used and 26 out of 40

representing 65% were of the opinion that promotion for good performance was for

controlling workers of the organization.

It could be concluded that employees were promoted for good performance.

Therefore, individual employee strives hard in the organization to ensure that his/her

objectives were accomplished.

TABLE 8: ATTITUDE OIF MANAGMETN TOWARDS THE NEED OF

WORKERS

OPTIONS RESPONSES PERCENTAGE (%)

Care free 4 10

38
 Sympathetic 5 20

Trying to find way of satisfying 28 70

worker

TOTAL 40 100

Sources: From The Researcher’s Questionnaire, 2019

This indicates that 4 out of the 40 respondent representing 10% said are free

attitude is sued, 8 out of 40 respondents 20% tick respondents representing 70%

concluded that they were satisfied by trying to find ways of satisfying them and only. It

could be seen from the analysis that management is trying to find ways to satisfy the need

of the workers.

TABLE 9: STAFF BUS FACILITY FOR THE EMPLOYEES

OPTIONS RESPONSES PERCENTAGE (%)

Yes 40 100

No - -

TOTAL 40 100

Sources: From The Researcher’s Questionnaire, 2019

The above tale shows all the respondents representing 100% agreed that staff bus

facility was provided. Therefore, the organization provides staff bus facility to all

categories of workers.

TABLE 10: JOB SECURITY TO WORKERS

OPTIONS RESPONSES PERCENTAGE (%)

Yes 40 100

39
 No - -

TOTAL 40 100

Sources: From The Researcher’s Questionnaire, 2019

The above data reveals 40 respondents representing 100% tick yes as an

appropriate. This show that job security was guaranteed to all workers of the

organization.

TABLE 11: DOES PROMOTION MOTIVATE YOUR WORKERS?

OPTIONS RESPONSES PERCENTAGE (%)

Yes 40 100

No - -

TOTAL 40 100

Sources: From The Researcher’s Questionnaire, 2019

This implies that all the 40 respondents representing 100% were of the opinion

that promotion of the workers lead to efficiency in the organization.

TABLE 12: DOES TRAINING AND DEVELOPMENT MOTIVATE YOUR

EMPLOYEES?

OPTIONS RESPONSES PERCENTAGE (%)

Yes 40 100

No - -

TOTAL 40 100

Sources: From The Researcher’s Questionnaire, 2019

40
 This data indicates 40 of 40 respondents representing 100% respondents that

training and development of employees motivate the employees or workers. Therefore,

the organizations train the junior staff and develop the senior staff in order to prepare

them for task ahead and the organization to achieve its objectives.

CHAPTER FIVE

SUMMARY OF FINDING, CONCLUSION AND RECOMMENDATIONS

5.1 SUMMARY OF FINDINGS

The whole of this project deals with “motivation as a tool for improving

employees performance” A case study of The Polytechnic Igbo-owu. Study has been

made on necessary issues that an relevant to the purpose of this research work.

We observed that the management of The Polytechnic Igbo-owu uses prompt

payment of salaries, commission and provision of fringe benefits such as bonus, house

allowance and others to motivate its staff according to their level of performance and

position help in the organization. In view of this, we realized that monetary compensation

is used to enhance its workforce toward achieving organization objectives.

Promotion is also a good tool used by the management to compensation its

workers for good performance and this encourages workers to give their best and work

harder.

Also, training and development of personnel is a means of promotion in The

Polytechnic Igbo-owu, for building a competent and skillful workforce for the

organization. This motivates them in practicing the newly acquired skill, which increases

41
worker productivity, efficiency and effectiveness which help towards achieving the goals

and objectives of the organization.

Finally, we found out that a good working environment and provision of necessary

facilities such as computer, cars, counting machines, air conditioning and free lunch to

motivate its employees.

5.2 CONCLUSION

Based on the research findings, researchers concluded that motivation is an

integrated psychological process, which the managers can only assume it presence or

absence based on observation of workers behaviour.

Different motivational theories where applied by the management lead to high

productivity, low absenteeism and low-rate of labour turnover in The Polytechnic Igbo-

owu.

We also concluded that motivation is a management tool, which make workers

really happy, and make them to put in their best when performing their job, which will

lead to increase in productivity and profit.

Finally, it is revealed that when effective motivation techniques are used, it help in

achieving the organizational objectives as well as the organization satisfying the need of

the workers.

Motivation also encourages many of the members of staff to engage in

professional course because of one of the techniques used in promotion, so many workers

who have qualified certificate for promotion will be promoted.

5.3 RECOMMENDATIONS

42
 T this point, it could be wise to recommend to The Polytechnic Igbo-owu the

following:

i. To achieve organizational objective effectively, motivational techniques should be

introduced by the management, such as management by objective (MBO), Where

workers are expected to participate in decision making process and job enrichment

to motivate workers to produce more.

ii. Management should let know they are valuable and capable individual who are

needed to be treated with respect and honesty.

iii. Management should make sure that factors like salary and working conditions are

at least adequate.

If the management of The Polytechnic Igbo-owu adheres to all or some of these

recommendation, then, they have the tendency that motivation of worker is a useful tool

in attaining organization mission and objectives.

43
 REFERENCES

APPLEBY (1981): Management concepts and process. 4th Edition.

HODGITS M. RICHARD (1989): Management Theory Process. WS Sandex Company

Washington square 1st edition

JABLONKY AND DE-VRIES (1938): Motivation enhancing Techniques.

KOOTZAL (1980): Management theory 3rd edition

ABRAHAM MASLOW (1987): Motivation and personality, Harper and Row, 3 rd

Edition

MURRAYS (1938): Personnel, the Human problem London HighLand, the 4th edition.

44