Examining the influence of motivation on employees' productivity: A case study of

first bank of Nigeria Plc, Head Office, Lagos Nigeria

Oshireku Vincent Onivefu 1, *, Omuya Stephen Onivefu 2, Adaviriku John Onivefu 3, Zainab Oyioza Onivefu 4,
Oziofu Blessing Onivefu 5 and Abosede Mary Latinwo 6
1 Business Administration, Management Science, University of Benin, Edo State, Nigeria.
2 Sociology, Social Science, University of Benin, Edo State, Nigeria.
3 Political Science, Social Science, Ambrose Ali University, Edo State, Nigeria.
4 Computer Science, Art and Science, Osun State Polytechnic, Osun State, Nigeria.
5 Business Management, Management Science, Delta State Polytechnic, Ogwashiuku, Delta State, Nigeria.
6 Education, Education, University of Ibadan, Oyo State, Nigeria.

International Journal of Science and Research Archive, 2023, 10(01), 077–089

Publication history: Received on 18 July 2023; revised on 30 August 2023; accepted on 01 September 2023

Article DOI: https://doi.org/10.30574/ijsra.2023.10.1.0697

Abstract
Motivation for a bank worker refers to the internal and external factors that drive an individual employed in a banking
industry to engage in their work with enthusiasm, dedication, and a sense of purpose. It involves the underlying reasons
and incentives that influence an employee to perform their job tasks effectively and contribute to the overall success of
the bank. Motivated bank workers are more likely to be proactive, innovative, and productive, which can lead to
enhanced customer service, increased efficiency, and better organizational performance. The study extensively
explored the correlation between motivation and employees' performance, with a particular focus on the Head Office
of First Bank of Nigeria Plc in Lagos. Employing a survey research design, the research involved a purposive sampling
technique to carefully select a sample size of forty (40) participants. Data collection employed a well-structured
questionnaire, and subsequent analysis encompassed the utilization of frequency tables, simple percentages, and the
chi-square test. The outcomes derived from the analysis revealed a significant connection between motivational factors
and employees' performance within the organizational context. Consequently, the study's recommendations
underscored the importance of ensuring robust motivation for the workforce at First Bank. By implementing efficacious
motivational strategies, the bank has the potential to elevate employee performance levels and cultivate a more
productive and thriving work milieu.

Keywords: Motivation; Employee; Performance; Organization; Productivity

1. Introduction
The correlation between motivation, remuneration, and employee performance has been a well-established
organizational policy over time, serving as a means to enhance workforce efficiency and subsequently elevate overall
productivity. In the context of today's global economic landscape, employers have recognized that a company's
competitive standing is significantly influenced by the collective performance of its employees. Motivation, as defined
by Daniel and Caryl (1995), represents the impetus or influence that propels individuals towards fulfilling their desires.
Egwurudi (2008) characterizes motivation as a potent force that fortifies behavior, guides its trajectory, and triggers a
persistent drive. This perspective underscores the need for individuals to exhibit sufficient vigor and a clear sense of
purpose to attain set objectives. Eze (2009) further elaborates that motivation is an internal drive aimed at satisfying
unfulfilled needs and attaining goals. This intrinsic impetus propels and sustains goal-directed actions (Jibowo, 2007),


Corresponding author: Oshireku Vincent Onivefu
Copyright © 2023 Author(s) retain the copyright of this article. This article is published under the terms of the Creative Commons Attribution Liscense 4.0.
 International Journal of Science and Research Archive, 2023, 10(01), 077–089

functioning as an internal engine that compels individuals to achieve both personal and organizational objectives
(Nwachukwu, 2004). In essence, motivation operates as a dynamic force that propels performance towards specific
targets (Rukhmani, Ramesh, and Jayakrishman, 2010). Among the triad of financial, economic, and human resources,
the latter holds particular significance and the potential to confer a competitive advantage upon a company. While
several factors influence employee performance, including performance appraisals, satisfaction, compensation,
training, job security, and organizational structure, this study centers its focus exclusively on employee motivation due
to its potent impact. Employee motivation is a pivotal strategy employed by managers to foster effective job
performance within organizations. A motivated employee possesses a clear understanding of the objectives and goals
to be achieved, thereby channeling their efforts towards those specific targets. As posited by Yazdani et al. (2011),
motivation imbues an organization with enhanced success, as motivated employees perpetually seek superior
approaches to task completion. The enduring challenge of eliciting optimal performance, even in challenging
circumstances, can be successfully addressed through effective motivation strategies.

2. Factors Affecting Employees’ Motivation

Employees seek a reasonable salary and want to ensure their compensation reflects their efforts (Adam, 1999). Money
is a powerful incentive and motivator, attracting and maintaining individuals for higher performance. Frederick Taylor
and his scientific management associate emphasized money's importance in driving industrial workers to achieve
greater productivity (Mani, 2010). Research shows that rewards lead to employee satisfaction, directly impacting their
performance (Adam, 1999). Businesses utilize various rewards like pay, promotions, and bonuses to encourage high
employee performance. Effective use of salaries as motivators requires considering factors like job importance,
performance-based pay, allowances, benefits, and pensions (Akerele, 2001). Leadership involves guiding people to
achieve tasks correctly and build trust. Motivation plays a crucial role in effective leadership (Assam, 2002). Theories
suggest leaders and followers elevate each other's morals and motivation, showcasing motivation as a vital leadership
trait (Banjoko, 2010). Leadership and motivation are dynamic processes that stem from a desire to benefit both
individuals and the organization (Daniel and Caryl, 1995).

2.1. De-Motivational Factors

De-motivational factors can lead to a decrease in workers' productivity as they feel a lack of control over their tasks and
outputs. Some of these de-motivational factors that negatively impact workforce productivity include:

2.1.1. Lack of Autonomy

When employees have little or no say in their work processes or decision-making, it can lead to a sense of powerlessness
and reduced motivation.

2.1.2. Inadequate Recognition

If employees' efforts and achievements go unnoticed or unappreciated, it can diminish their enthusiasm and
commitment to their work.

2.1.3. Unfair Compensation

Unequal or insufficient pay in relation to the workload and responsibilities can lower morale and diminish the
motivation to perform at a high level.

2.1.4. Unclear Expectations

When employees are unsure about what is expected of them or lack clear job roles and responsibilities, it can lead to
confusion and reduced motivation.

2.1.5. Lack of Growth Opportunities

The absence of opportunities for skill development, career advancement, or personal growth can lead to feelings of
stagnation and demotivation.

2.1.6. Poor Work-Life Balance

Excessive work hours or unrealistic demands that disrupt personal lives can lead to burnout and decreased motivation.

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2.1.7. Inadequate Resources

Insufficient tools, technology, or support needed to accomplish tasks effectively can hinder productivity and frustrate
employees.

Makulsawatudom and Emsley (2001) identified 8 factors that craftsmen in the Thailand construction industry believed
influenced productivity. These factors were:

2.1.8. Labor Skills and Training

The craftsmen highlighted the importance of having well-trained and skilled workers to enhance productivity on
construction projects.

2.1.9. Working Conditions

Factors such as a safe and comfortable working environment, appropriate tools, and equipment were emphasized as
essential for maintaining productivity.

2.1.10. Management Practices

Effective management strategies, including proper planning, organization, and coordination, were seen as crucial for
optimizing productivity.

2.1.11. Communication
Clear and efficient communication among team members and stakeholders was identified as a factor that significantly
impacted productivity.

2.1.12. Materials and Equipment

Availability of high-quality materials and efficient equipment was noted as vital for ensuring smooth and efficient
construction processes.

2.1.13. Worker Motivation

The craftsmen recognized the importance of keeping workers motivated and engaged to sustain productivity levels.

2.1.14. Workforce Relations

Positive relationships among workers, supervisors, and management were seen as contributing to a conducive and
productive work environment.

2.1.15. External Factors

External influences such as government regulations, economic conditions, and market demands were acknowledged as
factors that could affect productivity.

These factors collectively shape the productivity landscape in the Thailand construction industry, indicating the
multifaceted nature of influences on workers' efficiency and project outcomes.

2.2. Employees Performance

Despite advancements in project management technology, the pivotal role of workers remains unchanged in projects.
They are the determining factors in project success or failure, setting goals, planning, organizing, directing, coordinating,
and monitoring project activities. Yvonne du Plessis and her colleagues highlight that in project settings, individuals can
either present challenges or offer solutions, underlining the significance of human resource management in projects.
The focus lies on managing and leading the workforce to enhance individual and collective efficiency and effectiveness.
Timely integration of the right personnel, their organization, motivation, and collaborative teamwork are crucial to
achieving project objectives. Acknowledgment and rewards for accomplishments are essential components. Du Plessis
defines performance as a combination of Commitment, the ability to successfully complete tasks, and Caliber,
encompassing personal qualities and task-related skills. Performance, represented as Performance = Function (Caliber
x Commitment), is influenced by an individual's willingness and dedication to task completion, which is commitment.
Unlike caliber, commitment is dynamic, responding to changing conditions. A manager must adopt an appropriate
leadership style to create a conducive environment that fosters workforce commitment and self-motivation, ultimately

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driving project goal attainment. Employee motivation significantly influences their job productivity. A high level of
motivation is linked to better quality performance and increased work and life satisfaction. Maintaining motivation is
vital as it drives employee initiative, creativity, and quality performance, especially when direct monitoring is
challenging. Measuring employee performance involves self-rating via a program called SAP, willingness to undertake
tasks beyond job description, and absence frequency. Motivation is crucial for ensuring high-quality performance and
fostering employee engagement. First Bank of Nigeria, also known as First Bank, is a leading Nigerian multinational
bank and financial services company headquartered in Lagos. It holds the position of Nigeria's largest bank in terms of
total deposits and gross earnings. With a vast network spanning Africa, the United Kingdom, and representative offices
in key locations, including Abu Dhabi, Beijing, and Johannesburg, it caters to trade-related activities between regions.
The bank excels in retail banking and boasts the largest retail client base in Nigeria.

Over the years, First Bank has received recognition for its excellence. It has been awarded the Best Retail Bank in Nigeria
by The Asian Banker for five consecutive years, emphasizing its prominence in the Nigerian banking sector. With a
strong presence nationally, the bank serves over 10 million active customers and employs a workforce of more than
7,000 individuals. The bank's operations are organized into Strategic Business Units (SBUs) encompassing Retail
Banking, Corporate Banking, Commercial Banking, and Public Sector Banking. Founded in 1894, First Bank holds the
distinction of being Nigeria's oldest bank. Over time, it evolved into a public company and was listed on the Nigerian
Stock Exchange (NSE) in 1971. The bank's assets reached NGN3.9 trillion (approximately $12.2 billion as per 2017
exchange rates) by December 2015. Despite its extensive reach and size, First Bank maintains diversified ownership
with over 1.3 million shareholders. Accolades have further solidified First Bank's reputation. It has been named "The
Best Bank Brand in Nigeria" for five consecutive years and awarded "Most Innovative Bank in Africa" in the EMEA
Finance African Banking Awards 2014. Although it was delisted from the NSE as part of the non-operating holding
company restructure in 2012, First Bank continues to stand as a pillar of strength and innovation in the Nigerian banking
landscape.

2.3. Statement of the Problem

Recent research has concentrated on the relationship between organizational performance and employee motivation.
Motivating employees to align with an organization's mission and vision is a crucial consideration. Both public and
private sector employees recognize that motivation enhances productivity. Given the dynamic business landscape and
its constant changes, addressing these challenges becomes important. Despite this awareness, there has been a lack of
research specifically examining the impact of employee motivation on organizational performance. In Nigeria, only a
limited number of studies have explored this relationship within the economy. This study aims to fill this gap by
investigating how First Bank of Nigeria Plc, headquartered in Lagos, can leverage motivational tools to enhance its
performance.

Objectives of the Study

The main objective of this study is to investigate the effect of motivation on employees’ productivity with the case study
of First Bank of Nigeria Plc, Head Office Lagos, while the specific objectives are:

 To examine the effect of salary as a factor that increases motivation of employees in an organization.
 To evaluate the effect of employee’s motivation on organizational performance.
 To examine the relationship between employee performance and organizational performance or firm growth.

2.4. Significance of the Study

The study's significance lies in the imperative need for organizations to motivate their workers for survival. Particularly
in a developing country, such as ours, sustained economic growth depends on effective governance and maximum
workplace effort. Assessing the current state of employee motivation and identifying avenues for enhanced efficiency is
crucial. Furthermore, comparing with other entities offers insights for personal advancement. The study's results are
indispensable, offering valuable insights into employee psychology and expectations, enabling top management to
provide better facilities. The findings will benefit organizational managers, policymakers, workers, and stakeholders.

2.5. Scope of the Study

This study is limited to the employees of First Bank of Nigeria Plc, Head Office, Lagos. It focuses on staff members
involved in organizational productivity and decision-making within the study group.

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2.6. Limitations of the Study

The research delves into the impact of motivation on employee productivity using First Bank of Nigeria Plc, Head Office,
Lagos as a case study. The researcher encountered challenges including financial constraints and time limitations, as
the study coincided with academic commitments and daily activities. Despite these limitations, the study provides
valuable insights into the chosen area of investigation.

3. Research Methodology

3.1. Research Design

The research methodology involves the approach taken by the researcher to conduct the study, encompassing data
collection, analysis, and hypothesis testing. A scientific research project includes a structured framework for controlling
data collection, known as the "Research Design." This design ensures accurate and efficient data gathering and aims to
validate formulated hypotheses.

3.2. The Study Population

The study focuses on a population sample of over one hundred individuals, consisting of permanent staff,
management/executives of First Bank of Nigeria Plc at the Lagos Head Office, and a small number of customers.

3.3. Sampling Method and Sample Size

The research employs a sampling method that combines surveys with the development of a questionnaire. The sample
size comprises fifty (50) respondents, randomly selected from the larger population. The questionnaire is designed to
assess employee performance in their work, providing insights into the effectiveness of motivational factors.

3.4. Sources of Data

Reliable information is the life blood of any research survey. In this research work, two major sources of data are used,
namely the primary sources and secondary sources of data.

3.4.1. Primary Sources

The primary sources of data include the use of questionnaire and personal interview granted to the respondents and it
affords us the opportunity to provide objective information for the research work. These data are unique because they
are not available elsewhere prior to the time of this interview. Examples of primary sources are the questionnaire,
interview, observation and discussion etc.

3.4.2. Secondary Data

This is where I made use of data collected from the published work of other authors such as relevant textbooks, articles
and journal, magazine, file and records.

3.5. Data Collection Instrument

The instruments used in collecting data are oral interviews, observation, close ended questionnaire and downloaded
materials. It is necessary and desirable to explain the methods used in collecting data.

3.5.1. Questionnaire
Designed for this study was prepared to collect information on personal data from the respondents.

3.5.2. Interview
A face to face approach interview meant to validate some information supplied by some respondents to the question is
adopted. The system also enable researchers to elicit some information from the management and customers of the
company.

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3.5.3. Internet
The researcher consulted the internet service with the help of search engines such as google.com, devilfinder.com etc.
In order to enrich their knowledge on the subject matter and to verify the data already collected from various sources.

4. Results
Data analysis is an essential part of research and deserves to be treated with utmost importance and care. This is
because well-designed research should be named by pool statistical design and data analysis. When data are poorly
analyzed, interpretation and conclusion based on them could be seriously compounded. Therefore, simple percentage,
frequency table and simple additions were used to present the data.

4.1. Data Presentation and Analysis

This chapter deals with the presentation of the data in a readable manner as well as the analyses of data based on the
responses of the respondents. A total of 40 copies of questionnaire were distributed to the respondents and all the
questionnaire were retrieved and duly completed.

The analyses of the data are shown in tables as follows:

4.2. Presentation and Analyses of Data

4.2.1. Section A: Personal Data of Respondents

Table 1 Respondents Gender Distribution

Sex Number of Respondents Percentage of Respondents

Male 26 65%
Female 14 35%
Total 40 100%
Source: Survey Data, 2020

The gender distribution table above shows that 65% of the respondents were male, while the rest 35% of the
respondents were female.

Table 2 Age Distribution of Respondents

Age in Years Number of Respondents Percentage of Respondents

20 years and below 6 15%
21-30 years 15 37.5%
31-40 years 7 17.5%
Above 40 years 12 30%
Total 40 100%
Source: Survey Data, 2020

An examination of table 2 revealed that 15% of the respondents fell within 20 years and below, 37.5% were within the
ages of 21-30 years, 17.5% were within 31-40 years while 30% were above 40 years.

Table 3 shows that 62.5% of the respondents were single, 37.5% were married while there was no divorce.

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Table 3 Marital Status Distribution

Marital Status Number of Respondents Percentage of Respondents

Single 25 62.5%
Married 15 37.5%
Divorced - -
Total 40 100%
Source: Survey Data, 2020

Table 4 Educational Qualification of Respondents

Description Number of Respondents Percentage of Respondents

SSCE/GCE 5 12.5%
NCE/OND 6 15%
B.Sc/BA/HND 20 50%
Post-Graduate 4 10%
Professional 5 12.%
Total 40 100%
Source: Survey Data, 2020

Table 4 above shows that 12.5% of the respondents had SSCE/GCE, 15% had NCE/OND, while 50% which was the
highest had B.Sc/BA/HND. Those with Post-Graduate were just 10%, while 12.5% had Professional certificates.

Table 5 Length of Service of Respondents

Description Number of Respondents Percentage of Respondents

5 years and below 4 10%
6-10 years 18 45%
11-15 years 9 22.5%
16 years and above 9 22.5%
Total 40 100%
Source: Survey Data, 2020

From table 5 above, 10% of the respondents had spent 5 years and below, 45% had spent spent 6 and 10 years in the
organization, 22.5% had spent between 11 and 15 years while 22.5% had spent 16 years and above with the
organization.

Table 6 Status of Respondents in the Organization

Description Number of Respondents Percentage of Respondents

Junior staff 13 32.5%
Senior staff 21 52.5%
Executive staff 6 15%
Total 40 100%
Source: Survey Data, 2020

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From the table above, out of the total respondents, the organization had a total of 13 with 32.5% as junior staff, 21 with
52.5% as senior staff while 6 with 15% represented the executive staff.

4.2.2. Section B: Research Questions

Table 7 Is there any effect of salary as a factor that increase motivation of employees in an organization?

Option Number of Respondents Percentage of Respondents

Strongly Agree 9 22.5%
Agree 16 40%
Strongly Disagree 6 15%
Disagree 4 10%
Undecided 5 12.5%
Total 40 100%
Source: Survey Data, 2020

Table 7 above shows that 22.5% of the respondents strongly agreed there is effect of salary as a factory that increase
motivation of employees in an organization, 40% agreed, 15% strongly disagreed, 10% disagreed and 12.5% could not
make a decision.

Table 8 There is significant difference between employee motivation and organization performance.

Option Number of Respondents Percentage of Respondents

Strongly Agree 4 10%
Agree 5 12.5%
Strongly Disagree 18 4%
Disagree 9 22.5%
Undecided 4 10%
Total 40 100%
Source: Survey Data, 2020

Table 8 above shows that 10% of the respondents strongly agreed that there is difference between employee motivation
and organization performance, 12.5% agreed, 45% strongly disagreed, 22.5% disagreed, while 10% were undecided.

Table 9 How does employee motivation affect organizational performance?

Option Number of Respondents Percentage of Respondents

Positively 15 37.5%
Negatively 23 57.5%
Undecided 2 5%
Total 40 100%
Source: Survey Data, 2020

Table 9 above shows that 37.5% of the respondents had the view that employee motivation affect organization
performance positively, 57.5% of the respondents had the view that is negatively while 5% were undecided.

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Table 10 To what extent does motivation influence employee productivity?

Option Number of Respondents Percentage of Respondents

High extent 25 62.5%
Low extent 15 37.5%
Total 40 100%
Source: Survey Data, 2020

Table 10 shows that 62.5% of the respondents were of the view that the extent at which motivation influence employee
productivity is high, while 37.5% of the respondents said it was low.

Table 11 There is effect of employee motivation on organizational performance?

Option Number of Respondents Percentage of Respondents

Strongly Agree 7 17.5%
Agree 6 15%
Strongly Disagree 4 10%
Disagree 17 42.5%
Undecided 6 15%
Total 40 100%
Source: Survey Data, 2020

Table 11 above shows that 17.5% of the respondents strongly agreed that there is effect of employee motivation on
organization performance, 15% agreed, 10% strongly disagreed, 42.5% disagreed while 15% were undecided.

Table 12 There is relationship between employee motivation and workers performance?

Option Number of Respondents Percentage of Respondents

Strongly Agree 12 30%
Agree 18 45%
Strongly Disagree 5 12.5%
Disagree 3 7.5%
Undecided 2 5%
Total 40 100%
Source: Survey Data, 2020

Table 9 above shows that 30% of the respondents strongly agreed that there is relationship between employee
motivation and workers performance, 45% agreed, 12.5% strongly disagreed, 7.5% disagreed while 5% were
undecided.

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Table 13 There is impact of employee motivation on organization performance?

Option Number of Respondents Percentage of Respondents

Strongly Agree 7 17.5%
Agree 18 45%
Strongly Disagree 3 7.5%
Disagree 7 17.5%
Undecided 5 12.5%
Total 40 100%
Source: Survey Data, 2020

Analysis: Table 7 shows that 17.5% of the respondents strongly agreed that there is impact of employee motivation on
organization performance, 45% agreed, 7.5% strongly disagreed, 17.5% disagreed while 12.5% could not make a
decision.

4.3. Test of Hypotheses

The hypotheses formulated for this research work were tested with Chi-Square Technique. The formula for the
technique is thus:

∑(𝑂 − 𝐸)2
𝑋2 =
𝐸

Where

 X2 = Chi-Square
 = Summation
 = Observed frequency
 E = Expected Frequency

4.3.1. Decision Rule

If the X2 calculated value is greater than X2 tabulated value, accept the alternative hypothesis (H1). Otherwise, if X2
calculated value less than X2 tabulated value, accept the null hypotheses (Ho).

4.4. Testing of Hypothesis One

4.4.1. Question 12 will be used to test hypothesis one.

 H0: There is no significant relationship between employee motivation and workers performance.
 Hi: There is a significant relationship between employee motivation and workers performance.

Table 14 Chi-Square of Hypothesis One

O E O-E O - E2 (O - E2)  E
12 8 4 16 2
18 8 10 100 12.5
5 8 -3 9 1.13
3 8 -5 25 3.13
2 8 -6 36 4.5
40 40 0 186 23.26
X2 = (O – E)2 ÷ E = 23.26

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X2 Critical/Table Value = 9.49

Degree of freedom = (r- 1) = 5-1 = 4

Where, r = number of rows

5% level of significance = 0.05

Since calculated value was greater than critical/table value, accept the alternative hypothesis (Hi). This implies that
there is a significance relationship between employee motivation and workers performance.

4.5. Test of Hypothesis Two

4.5.1. Question 7 is used to test whether there is an effect of salary as a factor that increases motivation of employees in an
organization?
 Ho: Increase in motivational tools does not have any significant effect on employee performance.
 Hi: Increase in motivational tools has significant effect on employee performance.

Table 15 Chi-Square of Hypothesis Two

O E O-E O-E2 O-E2E

9 8 1 1 0.13
16 8 8 64 8
6 8 -2 4 0.5
4 8 -4 16 2
5 8 -3 9 1.13
40 40 0 94 11.76

X2 = (O – E) 2 ÷ E = 11.76

X2 Critical/Table Value = 9.49

Degree of freedom = 5-1 = 4

5% level of significance =0.05

If this hypothesis is tested at 5% level of significance, X2 table value = 9.49 at four degrees of freedom. Since X2 calculated
value is greater than X2 tabulated/table value, accept the alternative hypothesis Ho. This implies that increase in
motivational tools does not have any significant effect on employee performance.

5. Discussion of Findings
Based on the analysis, the following findings were discovered and discussed as follows:

The first hypothesis which states that there is a significant relationship between employee motivation and workers
performance was accepted. This shows that the kind of motivation given to workers in an organization has a significant
influence on workers performance. This is in line with equity theory which emphasizes that fairness in the remuneration
package tends to produce higher performance from workers. The findings also agrees with the work of Berjum et al
(2004) which showed that subjects who received individual incentives performed better than those who did not receive
them. And workers exhibited productive work behavior when rewards were made contingent upon performance. The
second hypothesis which states that “Increase in motivational tools does not have any significant effect on employee
performance” was also accepted. This finding suggests that there is a significance relationship between motivational
tools such as wages; remuneration, recommendation, recognition e.t.c receive by workers and their performance.

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5.1. Summary, Conclusion And Recommendation

5.1.1. Summary of Findings

This research work was on wages and salaries administration on employee productivity. The major findings discovered
from the analysis of data include the following:

 That the extent at which motivation influences employee productivity is high.

 That employee motivation does not affect organizational performance.
 That there is significant difference between employee motivation and organization performance.
 That there is effect of salary as a factor that increases motivation of employees in an organization.
 That there is no effect of employee motivation on organization performance.
 That there relationship between employee motivation and workers performance?

6. Conclusion
The significance of rewards in daily work performance cannot be overstated, particularly when it involves
acknowledging job completion. It is widely recognized that motivation increases human performance in various
capacities. From the study's findings, it's evident that a worker's reward package holds substantial importance and
should be a shared concern between employers and employees. The research outcomes indicate that employees attach
significant value to the rewards they receive from their employers. Consequently, the absence of these rewards can lead
to reduced commitment and subpar performance. Organizations must prioritize their workforce's needs and sentiments
to maintain industrial harmony, as content employees tend to be more productive. Given the emphasized role of
effective remuneration policies and the various types of rewards that influence improved job performance, this study
emphasizes the necessity for employers to establish suitable incentive plans. These plans can promote purposefulness
and performance enhancement among workers, reinforcing their commitment and dedication.

Recommendation
Employers constantly face the challenge of creating effective pay policies to attract, motivate, retain, and satisfy their
employees. The insights from this study offer a valuable resource to address individual conflicts arising from inadequate
reward systems. At this point, it is crucial to propose that additional research should explore the connection between
rewards and worker performance across various private and public organizations. Further studies are needed to
comprehensively examine all factors affecting employee performance. Due to the identified limitations, the ability to
apply the findings of this study universally is limited.

Compliance with ethical standards

Disclosure of conflict of interest

No conflict of interest to be disclosed.

Statement of ethical approval

We declare that there is no ethical issue associated with this research.

Funding
Self-funding.

Statement of informed consent

Informed consent was obtained from all individual participants included in the study.

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