WORKERS MOTIVATION AND ORGANISATIONAL PERFORMANCE IN NATIONAL CENTER OF ECONOMIC MANAGEMENT AND ADMINISTRATION

ABSTRACT

The essence of this study is to find out why public sector does not fully benefits from the accumulated knowledge of work motivation and what can be done in this context to improve organizational efficiency and employee's performance. The inability of government workers to improve efficiency through pay rise and other motivational policies necessitated the research questions to determine through primary and secondary data collection and analysis obtained from questionnaire, interviews and literary works. Data were analyzed using percentage distribution and mean Chi square was used to test whether motivation has a significant influence on performance, productivity and efficiency of an organization.

TABLE OF CONTENTS

Title Page                                                                                                                  i

Certification                                                                                                             ii                     

Dedication                                                                                                                iii

Acknowledgement                                                                                                iv

Abstract                                                                                                                    v

Table of Content                                                                                                     vi

CHAPTER ONE: INTRODUCTION

1.1      Background of the Study                                                                                     1

1.2      Statement of Problem                                                                              2

1.3      Purpose of Study                                                                                       3

1.4      Research Question                                                                                     3

1.5      Justification of Study                                                                                 4

1.6      Scope of Study                                                                                            4 

CHAPTER TWO: LITERATURE REVIEW

2.1       Introduction                                                                                               6

2.2      Theoretical Frame Work                                                                          13

CHAPTER THREE: RESEARCH METHODOLOGY

3.1      Introduction                                                                                                20

3.2      Brief History of Case Study                                                                      20

3.3      Organizational Structure                                                                                     21

3.4      Population Size                                                                                           22

3.5      The Source of Data                                                                                                23

3.6      Instrumentation                                                                                         23

3.7      Statement of Hypothesis                                                                         24

3.8      Data Analysis                                                                                               25

3.9      Limitation of the Study                                                                             25 – 26

CHAPTER FOUR:    DATA PRESENTATION AND ANALYSIS

4.1      Introduction                                                                                                            27

4.2      Percentage Distribution of Respondents                                             28

4.3      Age Structure and Distribution of the Respondents            29

4.4      Area of Management Motivation                                                          33

4.5      The Effect of Work Motivation on Efficiency

Frequency Distribution of Work Motivation on

Efficiency                                                                                                        37

4.6      The Effect of Work Motivation on Productivity Frequency

Distribution of Respondents by Effect of Work Motivation            38

4.7      Social Factors Hindering Work Motivation Techniques                    39

4.8       Motivation of Respondents by the Effect on Productivity              41

4.9      Motivation by Social Factors                                                                    43

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1      Summary                                                                                                        44

5.2      Conclusion                                                                                                     45

5.3      Recommendations                                                                                       47                

Bibliography                                                                                                 48

Questionnaire                                                                                              50

CHAPTER ONE

INTRODUCTION

1.1      BACKGROUND OF THE STUDY

The persistent failure in managing governmental or semi-governmental institutions effectively in many third world countries has improved sharply the performance of a host of organization with socially strategic missions in infrastructural and human capital sectors.

The process of globalization has cast on the enterprises of these countries the strategic necessity of catching up with global levels of efficiency, productivity, innovation, product quality, professional management capability and entrepreneurship.

Many third world societies are handicapped by a poor work ethics and alienating work environment in their organization work, motivation is therefore a crucial element in the effective management of organization in such countries over the past eight decades, there has been significant development in both the theory and techniques of work motivation and the utilization of the development have yielded in rich dividends for western developed countries by creating effective organization and by1.inproving employee performance.

In fact, it can be said that the public sector management has not seriously looked into the work attitude of public servant for example, the use of attitude survey.

However, because attitude change over time based on experience the surveys ought to be continuously carried out to help the management to know the area of deficiency on their part that could bring about low productivity, I have observed that it is the limited importance attached to work motivation issue and techniques by the government and those in the relevant ministries that has over the years made public servant very uncommitted to their work.

Generally, that sense belonging and commitment necessary for maximal productivity which in the long run faster economic growth for the countries as a whole is missing.

The external economic technological, technical and legal environments of organization in countries like Nigerian are also often characterized by low predictability. Some researchers in developing countries have stated that the indigenous work motivation theories need to address how to overcome such behaviors that are dysfunctional for organization.

The following are the motivational factors considered to take up this study:

(a)  Cultural factors which includes; age, attitude of management to employees, cultural background and lack of commitment to work.

The Social factors as inability to provide adequate housing, inability to provide adequate medical care, inability to provide recreational facilities, limited social interaction between various grades of employees and inadequate leisure time.

1.2      STATEMENT OF PROBLEM

Logically, it can be said that workers are not involved in setting goals, making decision relating to their work, solving their work problem or even making work changes, which they are not motivated to increase their efficiency.

Thus, there is no corresponding increase in their productivity. Lack if involvement in decision-making can also result in worker alienation from work place conditions that do not permit the exercise of freedom and controls.

The situation grossly affects the attitude of the employees to their work, which indirectly affect the achievement of the corporate goals and objectives.

In view of these situations it therefore becomes important to examine the extent to which the case of government parastatal is established solely for training and helping in policy formulation is affected either positively or negatively by the attitude of its staff to their work.

1.3      PURPOSE OF STUDY

The essence of this study is to find out why Nigeria, especially from the perspective of the public sector, does not fully accumulated knowledge of work motivation and what can be done in this context to improve organizational effectiveness and employee performance.

The issue of likely cultural and social limitation that might be inhibiting the proper adoption of work motivation techniques would also be looked into.

1.4      RESEARCH QUESTION

1.        Why is the issue of motivation being incorporated into the parastatal?

2.        What effect does motivation has on the efficiency and productivity on the organization?

3.        What social factor limit or facilitate the adoption of work motivation techniques.

4.        How does the increase performance of the organization stimulate further result in production, which in turn stimulates further socio-economic growth for the wider society?

1.5      JUSTIFICATION OF STUDY

Work motivation is considered a basic psychological process, which explains why employees behave as they do in the workplace. Behavior at work is dependent on both the personal characteristics of individuals and the situation in which they are working. It is important to note that behavior is difficult to analyze and predict but it manifest itself and is affected by attitudes frustration.

1.6      SCOPE OF STUDY

The National Centre for Economic Management and Administration (NCEMA) is being used as a case study. The criteria for using this organization are the Issue of its being a good example of a public sector organization and secondly that it is a training center supposed to have impacts on policy formulation.

By virtue of its being a training center, the issue of motivation within the center is very important and would be very education for the center. Motivation being addressed effectively if can result in slow progress in economic growth and development of a nation.

In fact, the slow progress in economic growth and development in countries like Nigeria said to be "developing countries" is largely attributed to the ineffective management of organization primarily devoted to achieving development objectives. In Nigeria, the federal government manages most of such organizations, hence the greater part of our workplace are in the public sector and are the least motivated.

Managing organizations for socio-economic development requires the effective utilization of three type of resources; the economic, material and human resource, these three human resources are the most critical, hence its effective utilization for productivity improvement should be the primarily concern of all organizations.

For this reason, a study in these area is important especially to employers to make them not just recognize the issue but to actually work towards improving the attitude of workers to their job.

CHAPTER TWO

LITERATURE REVIEW

2.1      INTRODUCTION

Scholars in industrialized countries in the area of job motivations have conducted a lot of studies. Man for generations has been trying to determine the best way to maximize human resources. The topic of work motivation dates back to the work of Frederick Taylor on the principles of scientific management, which was published 1911.

During the last eight decades, we have witnessed significant development in both the issue of motivation. It has taken and added significance in recent years as explanations for declining productivity, which have been sought, and often attention is focused on employees' motivation.

According to Kanungo and Mendonca motivation model for developing countries (1994) work was singled out to account for low productivity in many developing countries, there are obsolete technology and poor infrastructure and an unwillingness to work hard or poorly motivated workforce.

However, there was an animus agreement of opinions that a man's work should have meaning to him and that he should feel good about doing his work. Initially, social critics looking into work issues '~re concerned with the physical condition surrounding workers at their various workplaces, when the physical condition had been satisfactorily addressed, emphasis shifted to the meaningfulness of an individual job.

A job from which he could gain satisfaction leads to the approach of looking at job attitude and identifying factors that can be used to motivate workers. The activities of an organization can only be achieved through the combine's effort of the members. The relationship between the organization and its member is governed by what motivates them to work and the satisfaction they derive from it.

The manager needs to understand how to elicit the co-operation of staff and direct performance to achieving the goals and objectives of the organization, the manager must know how best to motivate staff so that they work willingly and effectively.

According to Lidstone (1992) opinion is that all human behavior is motivated usually driven by two sources of energy physiological and psychological.

Dostoyeusky wrote, "Man never acts from a single motive". According to him, every individual has within him or her certain needs, drive and hungers and it is these inner forces which spear each of us on and into action. As a generalization, it can be said that human beings all have a need for money, to feel secure for status and job satisfaction for power to compete and so on.

"According to Armstrong (1997) is said to be concerned with the strength and direction of behaviour". A well-motivated person is someone with clearly defined goals who take action, which he or she expects, will achieve those goals.

According to him, motivation is inferred from or defined by goal-directed behaviour. It is anchored in two basic concepts.

a.   The need that operated within the individual

b.  The goals in the environment toward or away from which the individual moves. He stated that the process of motivation is initiated by the conscious for unconscious recognition of an unsatisfied need. A goal is established when it will satisfy that need and a course of action is determined that will lead towards the attainment of the goal.

However, as goals are satisfied, new needs emerge and the cycle continues. Mendonca and Kanungo in their book titled "Motivation Model for developing countries (1994) have observed that in organizations, developing countries management of human resources is seriously neglected, resulting in its underutilization.

Although, many organizations have high level of capital and technological investment, they fall to increase their productivity primarily due to a lack of management concern for the optimal utilization of the human resources potential.

These organizations recruit many managers who admirably play the roles of bureaucracy and technological demonstrating very high levels of competency in planning and formulating rules of conduct for employees.

However, these managers are quite in managing the human resource in organization. They do not have a good grasp of why people do or do not put effort to perform a required level.

Thus, they find it difficult to identify condition under which people would be motivated or demotivated to perform their jobs.

How employees perform or behave in the work place has a significant influence on productivity. Employee behaviours like absenteeism, sloppy work habits, social loafing, and slowness at work and so on affect both the quantity of work output and should be the concern of every managers.

Hence, without an understanding of work motivation, managers will be able to develop appropriate motivated techniques to combat low productivity and maintain high performance which refers to an employee's manifest behaviour at work, whereas the term productivity refer to the net outcome of employee performances.

Kanungo and Rabindra (1994) like other scholars believe that performance outcome or productivity is a consequence of a set of three factors. 

The first of these factors is the employee attributes, by this they are referring to his or her aptitudes and abilities training experience and psychological make up

The second factor is his or her motivation to expand the necessary effort to perform.

The third factor is the organizational support system, which includes the physical and social environment in the workplace, technology and the administrative policies and practices. They formulated an equation showing individual performance as it is follows productivity = Individual Attributes.

X Motivation to put in effort X organization support.

They noted that as shown in their equation performance, outcome would be poor not only in the case of low employee motivation but also in the case of low employee capacity to perform as in the case of lack of job training, poor recruitment and placement practices and lack of organizational support.

Argyle, (1992) described work motivation as pertaining to the condition and process that account for the arousal, direction, magnitude and maintenance of effort in a person's job. Such arousal of employee effort depends on the appropriate assessment of employee needs and expectation and meeting these and expectation through organizational system of rewards and sections.

Behavior at work, Armstrong (1994) observed, is a dependent on both the personal characteristics of individuals and the situation in which they are working. In the interaction of these factors as well as the existence of so many variables in personal characteristics and situation makes behavior become difficult to analyze and predict.

However, scholars like Mischel (1991) have tried to create headings under which personal characteristics can vary and they are as follows:

1.      Competencies referring to abilities and skill

2.      Constructs, which he described as the conceptual framework governing how people perceive their environment.

3.      Expectation by which he meant what people have Iearnt to expect about their own behavior and that of others.

4.      Values that are what people believe to be important.

5.      Self-regulatory plans, which he described as the goals people set for themselves and the plans they make to achieve them.

It is also the general opinion of these in the field of motivation that the behavior of individuals at work also manifests itself and is affected by the following factors, attitudes frustration aggression stress and resistance to change.

"Lawler R. and Newcomb (1998) Ability as a moderation of the relationship between job attitudes and job Performance personnel psychology. Defined attitude as a settled model of thinking, Newcomb also defined attitude as an individual organization of psychological processes, inferred from his behavior with respect to some aspects of the world which he distinguishes from other aspects. It represents the residue of his experience with which he approaches any subsequent situation together with the contemporary influence in such a situation determines his behavior on it. Attitudes are enduring in the sense that residues are carried over to new situation but they change in so far as new residues are acquired through experience in new situations.

It can be summarized that attitude are developed through experience and they influence behavior. It is however noteworthy to state that attitudes can changes as new experience are gained.

According to Mullins (1994) says that if a person's motivational driving force is blocked before reaching a desired goal there are two possible sets of outcomes.

The constructive behavior, which is the positive reaction to the blockage of a desired goal, can be addressed through either problem solving or restructuring by problem solving, he meant finding a solution to the existing problem.

Generally, it can be said that human beings react negatively to the in ability to achieve desired goals thus frustration is usually interpreted as applying to negative responses.

Lorenco (1998) Aggression natural instinct a physical or verbal attack on some person or object regression here is used to mean a return to earlier habits.

Armstrongs defunct fixation as a "continuing mechanical. It is a state that fixation is persisting in a form of behavior which has no adaptive value and continuing to repeat action with no positive results.

The last reaction of withdrawal is apathy, giving up or resignation.

Examples of withdrawal behaviors include arriving at work late and leaving early, sickness and absenteeism, refusal to accept responsibility, avoiding decision making, passing work over to colleagues or leaving the job altogether.

It is however important to note that individual behavior can also be manifested in the resistance to change, people resist change because it is perceived as a threat to familiar patterns of behavior as well as to status and financial rewards.

Woodward (1998) pointed out that the resistance to change tends to imply that management is always rational in changing its direction and that employees are emotional or irrational by not responding in the way they should.

The issue of workers attitude to work is one that is constantly being researched into because for better productivity, workers have to be properly motivated.

2.2      THEORETICAL FRAMEWORK

It is important to fix this study and its finding into a theoretical framework already existing in the study of motivation.

This is very essential because it would scientifically enable readers to see, interpret and theoretically appreciate the relevance of the study and its findings.

Scientific theories are expected to help classify, explain, predict and some extent possibly enable us influence and control phenomenon related to the study.

They help make sense out of what would otherwise be seen as a jumble of empirical data and findings, following from the discussion it is implied that a theory of motivation to work should have the attribute of describing what work motivation is, and linking the concept to some existing corpus of known and confirmed verifiable knowledge.

The essence of the theory is also to provide a basis on which to predict to some extent the degree of accuracy of the study.

Motivation appears not to have single causes instead many factor influence a person's desire to perform at work or to behave in a certain way. It is said that motivation is anchored in two basis concepts.

a.         The need that operated within the individual

b.        The goals in the environment toward or away from which the individual moves. Models and theories relevant which attempt to explain the nature of motivation; these theories are all help to explain the behavior of certain people at certain time.

However, the search for a generalized theory of motivation at work appears a vain guest, a major determinant of behaviors the particular situation in which individual find themselves.

Motivation varies over time and according to circumstances the complex nature of motivation is supported by the work of Vroom (1994) citing more than 50 research investigations Vroom concluded that there is no all-embracing theory of motivation to work, over the years motivation theories have been classified under two main deciding which provide complementary approaches to understanding the process. The first groups are the needs theories, which is sometime referred to as content theories because it focuses explicitly on the content of motivation in the form of the Fundamental Human needs.

These need create wants and goals which shape behaviour the aim of content theories is to explain those specific things which actually motivated the individual at work, those theories are concerned with identifying peoples need and their relative strengths and the goals they pursue in order to satisfy these needs.

The second classification is made up of the process theories, these theories attempt to the develop understanding of the psychological processes involved in motivation; they attempt to identify the relationships between the dynamic variables which make up motivation. These theories are concerned more with how behaviour is initiated directed and sustained. Process theories place emphasis on the actual process of motivation.

For the purpose of this study the expectancy theory is being used as the theoretical background the expectancy theory equates the concepts of motivation and effort the basis of the theory is that people are influences by the expected result of their action. It is based on the assumption that the amount of effort put forth in a situation depend on the value to the individual of the anticipated outcome reward of personal effort as well as the perceived probability, that this desired outcome actually will be obtained.

For example, the desire for promotion will result in high performance only if the person believes there is a strong expectation that this will lead to promotion, some of the earliest theory was done by Vroom aimed specifically at work motivation, this model is based on the key variables, valence instrumentality and expectancy.

He defined valence "as the feeling about specific outcomes, it is the attractiveness of, or preferences for a particular outcome to the individual" positive valence is where the person prefers achieving the outcome to not achieving it.

Negative valence is whether there is a preference for avoiding the outcome where the person is indifferent to achieving or not achieving the outcome, there is zero valences.

The valence of outcome is derived from their instrumentality this leads to a classification between first level outcome and second level outcomes, the first level outcomes are performance related, they refer to the quantity of output or to the comparative level of performance. Some people may seek to perform well and without expected consequences of their action. The second level outcomes, that are through achieving, they me derived through achievement of first level outcomes that is through achieving high performance many need related outcomes, which are dependent upon actual performance rather than effort expanded.

People generally receive rewards for what they have achieved rather than effort alone or through trying hand.

The strength of the valence of an outcome is depended upon the extent to which the outcome services as a means to other outcomes that is the instrumentalist of the first level outcomes in achieving.

Second level outcomes according to Vroom is an outcome with a high valence, is likely to be that is perceived to be instrumental in leading to the achievement of a large number of need-related outcomes.

It can be said that instrumentalist is the association between first and second level outcomes measured on a range level outcomes on a range between +1-0 and -1-0, for examples, if it is believed that good work performance always result in a pay increase, instrumentality will be constant at + 1-0 .

Vroom (1990) when a person chooses between alternative behaviour which have uncertain outcomes, the choice is affected not only by the preference for a particular outcome, but also by the probability that such an outcome will be achieved.

The perception of the degree of probability that the choice had led to the desired outcome, which is known as expectancy. Expectancy relate effort expanded to the achievement of first level outcome, its value ranges between 0 indication Zero probability that an action will be followed by the outcome and indicating certainty that an action will result in the outcome.

Also important to the expectancy theory is the issue of the motivational force.

The force of an action is unaffected by outcomes, which have no valence, or by outcomes that are regarded as unlikely to result from a course of action.

Expressed as an equation motivation (M), is the sum of the product of the valence of all outcomes, (V) is the time that strength of expectancies action will result in achieving these countries. (E).

M=n E-V

Among the studies to test, Vroom's model was an investigation undertaken by Galbraith and coming (1997) productivity figures were compared with measures of job related outcomes such as pay figures benefits, promotion etc.

The overall result suggested title significant support for the model as a whole.

Porter and Hawler identify his book titled "Job Performance" (1968) modified the expectancy theory they pointed out that effort expended does not lead directly to performance, it is mediated by individual abilities and traits and by the person’s role perceptions. Porter and Hawler see motivation, satisfaction and performance as separate variables. They suggested that satisfaction is an effect rather than a cause of performance, it is performance that leads to job satisfaction. They recognize that job satisfaction is more dependent upon performance than Vice-Versa, satisfaction only affect performance through a feedback loop to value reward when satisfaction follows receipt of that reward.

Originally, Porter and Hawlers included, reward as a single variable but after empirical testing the model was redrawn as single variable and to divide reward into two variables namely intrinsic and extrinsic rewards. The extent of the relationship between performance and intrinsic rewards depends upon the nature of the job.

To Hawler (1998), the joint work carried out are work into the area he suggested that is dedicating of the attractiveness of alternative behaviours, there are two type of expectancies considered. He defined the first expectancies {E, P} as the person's perceptions of the probability that a given amount of effort will result in achieving an intended level of performance, the second expectancy {P, O} is the person's perceptions of the probability that a given level of performance will actually lead to particular need related outcomes.

The distinction between the two types of expectancies arises because they are determined by different conditions, {E, P} expectancy is to determine persons’ ability and self-confidence, past experience and the difficulty of the task {P>O} expectancy is determined by the attractiveness of the outcomes of the person himself, herself or other people.

The expectancy theory however drew alternation to the complexities of work motivation. If further information is provided in helping to explain the nature of behaviour and motivation in the work situation and helps to identify problem in performance, in relating this theory to the work situation in NCEMA, one is trying to evaluate the worthless of down on individuals and how they feel about their specific work.

In tins study, the Issue of the motivational force, winch is primarily to the expectancy theory, is being looked using NCEMA.

However, studying the motivational forces are great importance to any establishment because ideally, it would have effects on the center of economic management administration to be able to adequately productive.