DYNAMICS OF MOTIVATION IN AN ORGANIZATION (A CASE STUDY OF NIGERIA PORTS AUTHORITY)

ABSTRACT

This study examined the dynamics of motivation in an organization using Nigeria Ports Authority as a case study.

Based on the objectives of the study, structured questionnaire consisting of nineteen (19) close-ended questions and one open-ended question were developed and administered on one hundred employees of the aforementioned case study, with which a total of seventy-four (74) were completely filled and returned.

Hence, .the methodology employed was both primary and secondary methods (i.e. questionnaire method and library method). However, from the analysis of the data generated and with the aid of chi-square 'method, the following findings were concluded:

There is. a significant relationship between motivation and employees performance.

Therefore, the study suggested that this research work, should be more current more challenging and useful. Hence more research works should be conducted in order to cover a wider scope;

TABLE OF CONTENTS

Title page

Certification

Dedication

Acknowledgement

Abstract

CHAPTER ONE

1.0     Introduction

1.1     Statement of the problem

1.2     Objective of the study

1.3     Research Methodology

1.4     Research Question

1.5     State of Hypothesis

1.6     Scope of Limitation of the study

1.7     Relevance of study

1.8     Organization of study

          References

CHAPTER TWO: REVIEW OF LITERATURE

2.0    Definition of Motivation

2.1    Managing Rewards and Motivational

System in an Organisation

2.2    Types of motivation

2.3    Reward Motivation and productivity

2.4    Performance related pay and Motivation

CHAPTER: THEORETICAL FRAMEWORK AND

ANALYTICAL PROCEDURE

3.0    Theories of Motivation

3.1    Need theories of motivation

3.2    Process theories of motivation

3.3     Reinforcement theories of Motivation

3.4     Leadership Motivation theories

3.5    Research Methodology

3.6    Research Design

3.7     The study population

3.8   Sample size and Sampling Technique

3.9    Research Instrument

3.10 Method Analysis

3.11 Significant Test under chi-square

CHAPTER FOUR: PRESENTATION AND INTERPRETATION

4.0    Data Presentation and Analysis

4.1    Distribution by Demographic Data

4.2    Motivation Inducement System

4.3    Testing of Hypothesis

References

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION

5.1    Summary

5.2    Conclusion

5.3    Recommendation

Bibliography

Questionnaire

Appendix

CHAPTER ONE

1.0     INTRODUCTION

Productivity and total quality experts tell us that we need smarter; not harder. While it is true that a sound education appropriate skins training are necessary if one is to work smart, the process does not end there.

Today's workers need instructive and supportive feedback, as well as "desired motivation" if they are to translate their effort is to be adequate rewarded.

Motivational systems have limited meaning that· excludes many kinds of inducements offered to people at work. They do not include; wages and salary, 'payment and merit .pay, overtime payment, pay for holiday work or differential. According to (Obisi 1996).

Motivation is a thing that is given or receive for doing something good or working harder, in this case, we have to look at both monetary and non-monetary read. Also, motivations are given to employees as an inducement towards their performance on the job it is an additional payment that would put a smile on the face of the recipient.

It also serves as bonuses given in exchange for a job properly done. This is inducement, which is aimed at motivating the workers and encouraging them to work harder and smarter,

Motivation whether monetary or non-monetary are motivators. However, monetary rewards are external while that non-monetary are internal. Idowu (2000) however, affirmed that motivational system in an organization goes a long way to determine job satisfaction and performance, the amount the quality, the value, and the distribution of rewards as well have impact on job performance. A good manager heeds to take these factors into consideration when designing and distributing rewards that motivate workers in an organization.

Kreitner, Kinicki and Buelens (2002) write that motivation s are ever present and always controversial features of organizational life. Some employees see their jobs as the source of pay cheques and little else. Others derive pleasure from their jobs and association with co-workers even volunteer donate there to charitable organization. Such as the Red Cross, walk away with motivation in the form of social recognition and the pride of having given unselfishly their time. Hence, the subject of organizational motivation includes, but goes far beyond monetary compensation.

For any organization or company that desires to motivate its employees "fire-fighting approach" is counter-productive and should be discouraged. It gives room for in security and melancholy etc because; the progress of the organization would seek ways of translating into their own fortune, workers seem to be greatly concerned with the running of the organization.

Hence, customers and owners interest are guaranteed only when the climate for high productivity; is favourable; therefore the management of any organization should recognize the fact that motivation at work place is a total concept and as such should be seen from a universal perspective rather than from a parochial one. The term reward management covers both the strategy and the practice of pay systems. Traditionally, personnel sections have been concerned with levels and schemes of payments where as the process of paying employees, the pay roll function has been the responsibility of the finance departments. It incorporates other changes in pay administration system and policy, including; decentralization of responsibility for setting pay level, uniform appraisal schemes; flexible working practices and performance related pay price (2004).