ABSTRACT
No society is free
from crime by its members and to that extent, there is the need for the
establishment and management of an institution to punish, reform, and
rehabilitate the criminals that are found guilty, hence the need for
institutions like the court, the police and the correctional centres. However,
the success of such institutions is largely dependent on the activities of its
personnel. Consequently, this study examined the relationship between personnel
motivation and job performance of staffs in correctional centres in Delta
State. Data collected from three correctional centres in the state were
subjected to simple linear regression and the results produced mixed findings
as not all hypothesis were confirmed. It was found personnel motivation
predicts their job performance however results involving the dimensions of the
two construct under study were mixed. Discussions were made as well as
recommendations and suggestions for future studies.
TABLE OF CONTENTS
TITLE PAGE - - - - - - - - - i
DECLARATION - - - - - - - - iii
CERTIFICATION
CHAPTER ONE:
INTRODUCTION
1.1 Background of the
Study - - - - - - 1
1.2 Statement of the
Problem - - - - - - 5
1.3 Objectives of the
Study - - - - - - 6
1.4 Research Questions - - - - - - - 7
1.5 Research Hypotheses -
- - - - - - - 7
1.6 Justification of the
Study - - - - - - 7
1.7 Significance of the
Study - - - - - - 8
1.8 Scope of the Study - - - - - - - 8
1.9 Operational
Definition of Terms - - - - - 9
CHAPTER TWO: REVIEW OF
RELATED LITERATUREAND THEORETICAL
FRAMEWORK
2.1 Personnel Performance - - - - - - - 11
2.1.1 Dimensions of
Personnel Performance - - - - - 13
2.2 Employee Motivation - - - - - - - 16
2.2.1 Types of Motivation - - - - - - - - 20
2.2.2 Import of Motivation
in an Organization - - - 21
2.3 Theoretical Framework - - - - - - - 23
2.3.1 Expectancy theory - - - - - - - 24
2.4 The Nigeria
Correctional Service - - - - - - 26
2.4.1 Employee Motivation,
Performance and Correctional Centers in Nigeria- 28
2.4.2 Factor that Enhance Personnel Motivation in Nigeria Correctional
Centers - 29
2.4.3 Factors Militating
against Personnel Performance in Nigeria’s Correctional Centers 33
2.4.4 Delta State Correctional Centers and the Challenges of
Personnel Performance 34
2.5 Empirical
Review
CHAPTER THREE: RESEARCH
METHODS
3.1 Research Design - - - - - - - - 36
3.2 Sampling Design - - - - - - - - - 38
3.2.1 Target Population- - - - - - - - 38
3.2.2 Study Population- - - - - - - - 38
3.2.3 Sampling Technique- - - - - - - - 38
3.3 Research Instruments - - - - - - - 39
3.4 Procedures and Methods of Data Collection - - - - 40
3.5 Method of Data Analyses- - - - - - - 41
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS
AND DISCUSSION OF FINDINGS
4.1 Sample’s
Description
4.2 Research
Hypothesis Testing
4.3 Qualitative
Analysis & Results
4.4 List
of Research Findings
CHAPTER FIVE: SUMMARY,
DISCUSION AND RECOMMENDATION
5.1 Summary
5.2 Recommendations
5.3 Limitation
of the Study and Suggestions for Further Studies
REFERENCES
APPENDIX: Questionnaire
CHAPTER ONE
INTRODUCTION
1.1 Background
to the Study
Above all else, all organization desires to function optimally and
effectively. However, the success of any organization is fundamentally hinged
on the outputs of the personnel. An organization has goals that can only be
achieved by the efforts of personnel working therein. In the field of
organizational and personnel studies, employee performance is gaining increased
acceptance as a measure or index of organizational productiveness and
efficiency (Pradhan& Jena, 2017). In the strictest sense, what is known as
“organizational performance” is an aggregate and function of the performance of
its personnel. Even as technology is being fast-tracked into the workplace and
robots are now replacing humans in some job roles, it is still generally agreed
that organizations and systems are people. Mwai, Namada, and Katuse (2018)
upheld the relevance of personnel in an organization by asserting that they are
the most valuable of all the resources that are available for use in
accomplishing the organization’s objective. They further contend that
organizational performance is a reflection of the personnel’s ability to review
and implement policies and strategies on organizational growth and success so
much so that failure of leadership to execute the aforementioned has proved
costly for the organization. Organizational functionality and performance are
thus an attestation of a committed, vibrant and efficient workforce. Hence,
organizational productivity and efficiency rely heavily on how well the
personnel of such an organization is positioned to effect changes and attain
desired goals as productive and effective employees make productive and
effective organizations (Ahmed &Ramzan, 2013).
Performance can be defined as a perceptible or
quantifiable behavior of an individual or collective in a specific context
(Olanipekun&Aina, 2014). This is a generic definition as performance has
varied interconnected meanings and implications across contexts. In
organizational literature, employee performance is seen as the actions and
activities of the worker on the job and how capably the worker performs the
assigned task (Basaza, 2017). Since personnel performance involves workers
performing work-related tasks and how well it is done, it is, therefore, a
crucial construct as it appears to be a major criterion by which the
efficiency, effectiveness, and success of any organization are determined. To
further buttress this assertion, William (2004) explained that organizational
performance is jointly determined by the personnel capacity and willingness to
put in their best at work. The willingness and ability of personnel are
important factors in organizational advancement and necessary components for
effective and efficient performance in every organization. This implies that
beyond a certain level, lack of willingness and ability cannot be compensated
for in an organization – the lack thereof is costly and can ultimately lead to
the demise of the organization.
A major consideration for management is the
problem of getting the desired result. Organizations are often concerned with
what should be done to achieve a high level of personnel performance.
Consequently, the motivation of personnel for greater and efficient
productivity for attaining the goals of the organizations has been identified
as a major key. Hence, one of the key elements of organizational efficiency and
productivity is motivation. Personnel performance is greatly determined by the
level of motivational practices the human resource department engages in.
Personnel management places a significant emphasis on the importance of
motivational schemes including rewards and recognition towards molding a
productive and efficient workforce. (Bateman, Snell, &Konapaske, 2019).
This means giving close attention to how individuals can best be motivated
through such means as incentives, rewards, leadership, and the work they do,
and the context within which they carry out the work. The focus here is to
develop a vibrant attitude of motivational processes and the work environment
that help to ensure that individuals deliver results per the expectation of
management (Bloisi, 2007) because performance cannot be achieved without
adequate motivational strategies.
Within organizational and management literature,
various definitions have been expounded on for motivation. It is seen both as a
force and a process. According to Diefendorff and Chandler (2011), motivation
is a covert influence that gives direction, vigor, and sustenance to behavior
overtime and across changing circumstances. It is seen as a driving force for
moving and directing personnel behavior resulting in better productivity.
Motivation can also be defined as the internal or external driving force that
produces the willingness to perform an act to a conclusive end. (Nnabife,
2009). It is a factor that affects the job performance of the personnel as well
as the overall efficiency of the organization. Personnel motivation is also the
process in which an organization gives economic and other motivational
incentives to its employee after maintaining certain goals or objectives of the
organization. It is generally seen as a powerful instrument used by management
to induce workers to give in their utmost best willingly and enthusiastically
towards the actualization of organizational goals. Motivation is an important
matter for every organization whether public or private for its success and
advancement. It plays a key role in job satisfaction, higher productivity, and
efficient performance of the workforce and is key to a business's economic
recovery. (Aremu&Adeyoju, 2003; Zameer et al., 2014).
Certain internal and external factors stimulate
desire and energy in personnel to be interested and committed to a job or make
effort to attain a goal. It usually results from the interaction of both
conscious and unconscious factors such as the intensity of a need or desire,
incentives or reward value of the goal, and expectations of the individual and
that of his peers. These factors are the grounds for certain behaviors. This is
what we refer to as motivation. Motivation further means the way individuals
are inspired to behave in a desired manner to receive some positive rewards or
to satisfy certain human needs. According to Armstrong and Taylor (2017),
motivational indices such as recognition, working conditions, job security,
personnel life, salary, relationships with management, staff supervision, and
promotion policies create favorable feelings on personnel thereby giving them a
sense of belonging which ultimately leads to more efficiency, effectiveness and
committed workforce for better performance.
One of the organizations that need adequate
attention in terms of motivation and personnel performance is Nigeria’s
correctional centers. No society is free from crime by its members and to that
extent, there is the need for the establishment and management of an institution
to punish, reform, and rehabilitate the criminals that are found guilty, hence
the need for institutions like the court, the police and the correctional
centers formerly known as Nigerian prison. A correctional center can be viewed
as a place used to contain and rehabilitate criminals who are convicted or
awaiting trial. It can also be seen as a place delimited and declared as such
by laws of the state and created to ensure restraint and custody of individuals
accused or convicted of violating the criminal laws of the state. The Nigeria
correctional centers are indispensable departments of the federal ministry of
interior and are headed by a Controller General of prisons. Over the years, the
Nigeria correctional centers have not been yielding any significant result in
confining and rehabilitation of criminals who have been convicted of violating
the criminal laws of the state; there has been multiple instances of jail-break
and freed inmates usually fall back to crime due to the inability of the
centers to rehabilitate, reform and reintegrate them smoothly into the society.
While inadequate funding and understaffing of the centers have been pointed out
as the reason for this, this has also been reflected in the motivation of the
officers currently in the system.
Due to inadequate funding, the resulting lack of
motivational schemes has resulted in inadequate and low performance on the part
of the personnel. Also, due to understaffing, the existing officers are prone
to high levels of job stress and burnout due to increased workload and role
overload. This also can affect their motivation level It is evident that the
correctional centers saddled with the responsibility of refining, reforming,
and rehabilitating criminals convicted, needs a lot to be done to get or induce
its personnel to attain the desired goal. Like all other employees, the
personnel in the correctional centers need to be motivated for better and
efficient performance. Issues of low productivity, inefficiency in service
delivery, and lack of proper public resources utilization need addressing since
the optimum personnel performance is closely related to job satisfaction, job
security, wages/remuneration, etc. (Ochoti et al, 2012). If the personnel are
de-motivated or dissatisfied with their working conditions then it leads to
unproductive behaviors (Oshagbemi, 1983). Therefore, motivation as a driving
force that induces personnel satisfaction and performance needs adequate
implementation and a mere look at the current state of correctional centers in
Delta State shows this to be lacking.
The working conditions of personnel in Delta
State correctional centers are in a deplorable state, uniforms are mostly
procured by the warders, communication and transportation equipment are
inadequate, and no car loan except for senior officers’ cadre. Accommodation
for personnel is also a challenge; there are no prison barracks inmost of the
correctional centers in Delta State so warders are forced to live far off the
centers, making it difficult for personnel to be punctual to work. The few
accommodations provided for personnel are obsolete and dilapidated which are
preserved for only senior officers. Another factor that posed a serious
challenge to effective personnel performance in the Delta State correctional
centers is poor remunerations. The take-home basic salaries are so meager that
the welfare of personnel is compared to that of prisoners. This makes it hard
to accomplish the reformation, rehabilitation, and integration of criminals
convicted by-laws into society. Personnel mobility is very poor; promotion is
solemnly given to staff with godfathers to lobby for them. A warder can remain
in a particular rank for more than ten (10) years, without promotion and
refreshers course, thus making staff development low. The combination of these
inadequacies has dampened the morale of the correctional personnel resulting in
negligence of duty and indiscipline in Delta State. It is against this backdrop
that this study aimed at examining motivation and personnel performance in
Nigeria correctional centers with references to selected correctional centers
in Delta State.
1.2 Statement of the Problem
Human resource perception as being a valuable asset is hinged on
the interconnectedness between employee performance and organizational
performance (Ahmed &Ramzan, 2013). An organization thrives only when its
personnel succeed optimally at job-related tasks and meeting the organization’s
objectives. Accordingly, much has been invested into understanding how to
manage personnel performance to augment the organizational productivity. Within
this intervention, motivation has emerged as one of the spearheads as a review
of extant literature shows that it is up there with some of the commonly
associated constructs with personnel performance alongside job satisfaction and
work stress. The link between employee motivation and employee performance has
been established within organizational studies and management literature. It is
unarguable that motivated personnel are goal-driven, better satisfied, and as a
result, perform better than not motivated personnel (Basaza, 2014). However,
the pathways of this relationship are not established and there are
inconsistencies in extant literature about the totality of this relationship in
the work context. Motivation and performance are both multi-dimensional
constructs and should be measured as such. However, a review of extant
literature examining this relationship depicts the failure of many studies to
do so especially concerning job performance. Therefore, the context-specific
factors involved in this relationship are not established so also the
relationship between the dimensions of both constructs. Hence, organizations
have taken a one-sided approach in enhancing this relationship. For instance,
organizations attach so much value to financial incentives that non-financial
incentives are apparently given less value in compensating the workforce.
Organizations could therefore not avail themselves of the human resources at
their disposal as research has shown that money is not a strong motivator as it
used to be (Gayle, 1997). More often than not, people’s dissatisfaction with
their working conditions and the meaning of their jobs leads to turnover
intention. Thus, there is a research gap in the relationship between motivation
and personnel performance in the context and to the extent that the
relationship between the sub-dimensions of motivation and that of job
performance is not well established. Hence, there is a deficiency in knowing
what aspects of motivation leads to what aspects of employee performance.
Tanner Jr. and Chonko (1995), noted that not everyone is motivated by the same
rewards, management must work modalities towards tailoring the motivational
environment to the individual within the boundaries and policies of the
organization to the end of improved employee performance. However, the extant
literature is insufficient to execute such modalities due to the highlighted
research gap.
Also, a search throughonline databases shows
that most studies examining motivation and performance are carried out in
first-world countries and the few conducted in third-world countries do so
within the confines of white-collar jobs. Hence, there exists a research gap in
the literature in understanding this relationship and empirically so amongst
law enforcement officers and more specifically correctional officers. This
study seeks to cover these research gaps by examining the relationship between
motivation and personnel performance by measuring both as multidimensional
constructs and thereafter seek to uncover the underlying relationships between
the various subdimensions. Also, the context of the study is the selected
correctional center in Delta State – a law enforcement agency in Nigeria, a
third-world country.
1.3 Objectives of the Study
The general objective of this study is to examine motivation and
personnel performance in Nigeria’s correctional centers regarding selected
correctional centers in Delta State. Other specific objectives are to:
- Examine the effect of motivation on personnel
performance of workers in selected correctional centers in Delta State
- Examine the effect of extrinsic motivation on personnel
performance of workers in selected correctional centers in Delta State
- Examine the effect of intrinsic motivation on personnel
performance of workers in selected correctional centers in Delta State
1.4 Research Question
The following research questions will guide the study:
- To what extent does motivation affect personnel
performance in selected correctional centers in Delta State?
- To what extent does extrinsic motivation affect
personnel performance in selected correctional centers in Delta State?
- To what extent does intrinsic motivation affect
personnel performance in selected correctional centers in Delta State?
1.5: Hypotheses
- Motivation will positively and significantly predict
(a) personnel performance (b) personnel task performance (c) personnel
adaptive performance and (d) personnel contextual performance in
correctional centers
- Intrinsic motivation will positively and significantly
predict (a) personnel performance (b) personnel task performance (c)
personnel adaptive performance and (d) personnel contextual performance in
correctional centers
- Extrinsic motivation will positively and significantly
predict (a) personnel performance (b) personnel task performance (c)
personnel adaptive performance and (d) personnel contextual performance in
correctional centers
1.6 Justification of the Study
Management support towards encouraging personnel participation,
mutual commitment, and understanding of the diversity issues play an important
role in motivating personnel (Snydur, 2014). Furthermore, Kumar and Garg (2019)
believed that an organization's core potential lies in its motivated and
satisfied personnel who consistently contribute towards organizational goals
and objectives. Many scholars, writers, and publishers have likewise written on
the issue of motivation and employee performance in organizations, but the area
of motivation and personnel performance in Nigeria’s correctional centers
specifically correctional centers in Delta State have not been given adequate
attention. Contributing to bridge this gap offers justification for this study.
1.7 Significance of the Study
This study will be of relevance in the following ways. First, this
study will ultimately generate some findings, and from a different environment
to the existing ones. The findings will add up, both in volume and environment
with the existing ones. Depending on its pattern, the body of empirical
findings could be used to construct a middle-range theory on employee
motivation and personnel performance relationships. Therefore, by contributing
to a body of empirical knowledge that has potential for a theory on employee
motivation and personnel performance relationship, the present study is of
importance to theory builders. This is understandable as theory development
depends on research and research depends on theory.
Second, this study will produce some results.
The results could, in whole or part confirmed or disconfirmed the hypotheses.
In whatever form the results come, they will achieve two related purposes. The
results will offer additional explanations and understanding of the existing
findings and will provide additional bases for further studies. Consequently,
this study will be of relevance to management science researchers. And
third, this study proposed that motivation will positively impact personnel
performance in correctional centers. If the proposed direction is confirmed,
useful practical information will be exposed. Correctional centers
administrators will become aware of the significant role motivation plays in
personnel performance and with such information as a tool, correctional centers
administrators can manipulate motivation to improve personnel functioning.
Accordingly, this study will be of relevance to correctional centers
administrators.
1.8 Scope of the Study
By design, every research has its scope. It is implausible that a
single research effort can address all that should be addressed in a given
topic, no matter how narrow that topic could be. On this understanding, the
scope of this study is presented below. Motivation is an instrument used by
management to induce employee performance in organizations via schemes such as
recognition, promotion, reward, conducive environment, economic incentives, job
security, and satisfaction. This study is limited in scope to examine
motivation and personnel in selected correctional centers in Delta State. In
the extant literature several models with different dimensions exist on
employee motivation and performance (e.g., Anderson & Williams, 1991; Ryan,
2011; Tremblay, Blanchard, Taylor, Pelletier, & Villeneuve, 2009). Although
some levels of overlaps were reported among dimensions of the models, this
study adopted Gagné, Forest, Gilbert, Aubé, Morin, and Malorni’s (2010) scale
on employee motivation and Pradhan and Jena’s (2017) scale on employee
performance. Therefore, the scope of this study is within employee motivation
and performance elements represented in the adopted scales. The study will
cover Okere-Warri, Sapele, and Agbor correctional centers.
1.9 Operational Definition of Terms
The following terms are operationally defined as used in this
study:
- Motivation: employee motivation refers to “the
willingness to exert high levels of effort toward organizational goals,
conditioned by the effort’s ability to satisfy some individual need”
(Orasa, 2014).
- Performance: employee performance refers to an
individual’s work achievement after investing the needed exertion for the
job. It is conceptualized as having three dimensions: task performance,
adaptive performance, contextual performance.
- Personnel: It refers to individuals that are employed
in an organization either contractually, full-time, or part-time to
perform a specific task. They are responsible for the day-to-day
administration and management of the organization.
- Intrinsic Motivation: willingness rooted within a
person or the task itself to exert required effort towards getting a job
done. It is doing something for its own sake because it is interesting and
enjoyable (Gagne et al., 2010).
- Extrinsic Motivation: willingness external to a person
to exert required effort towards getting a job done. It is doing something
for instrumental reasons (Gagne et al., 2010).
- Task performance: it involves “job explicit behaviors
which include fundamental job responsibilities assigned as a part of job
description”. (Pradhan& Jena, 2017).
- Adaptive performance:this refers to an “individual’s
ability to acclimatize and provide the necessary support to the job
profile in a dynamic work situation” (Pradhan& Jena, 2017).
- Contextual performance:this is a form of “prosocial
behavior demonstrated by individuals in a work set-up. Such behaviors are
expected of an employee but they are not overtly mentioned in one’s job
description” (Pradhan& Jena, 2017).
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