ABSTRACT
This research work
titled “Motivational
techniques and performance in the public sector with particular reference of PHCN
and NAFDAC”.
The purpose is to find out whether security needs of employees and
motivational tools that enhance performance in public organization.
Data were collected through questionnaires from 46 staffs of PHCN and
NAFDAC on the basis of Senior and Junior Staff.
The findings revealed good working environment, regular training and
development, absence of good communication gap amongst other promotes
performance, efficiency and effectiveness in the public sector.
TABLE
OF CONTENTS
Title
Page i
Certification
ii
Dedication
iii
Acknowledgement
iv-v
Abstract vi
Table
of Contents vii-ix
CHAPTER
ONE
1.1 Background
of the Study 1-4
1.2 Statement
of the Problem 4-5
1.3 Objectives
of the Study 5-6
1.4 Research
Questions 6
1.5 Research
Hypotheses 6-7
1.6 Definition
of Terms/Operational Terms 7-9
1.7 Scope
of the Study 9
1.8 Limitation
of the Study 9
1.9 Significance
of the Study 10
1.10 Outline of Chapters 10
CHAPTER
TWO
2.1 Introduction 11
2.2 Concept
of Motivation and Performance 11
2.2.1 Motivation and Satisfaction 11-13
2.2.2 Motivators in Organization 14
2.3 Theories
Supporting Motivational Techniques 14-15
2.3.1 Abraham Maslow’s Hierarchy of Needs Theory 15-18
2.3.2 Alderfer’s Erg Theory of Needs 19-20
2.3.3 Mcclelland’s Needs Theory 20-22
2.3.4 Mcgregor’s Theory X and Y 22-25
2.3.5 Frederick Hertzberg’s Two-Factor Theory 25-27
2.3.6 Patton’s Identification of Managerial 27-28
2.4 Motivation
and Employee Performance 29-30
2.4.1 Special Motivational Techniques 30-32
2.4.2 Job Enrichment 32-35
2.5 Relationship
between Job Satisfaction and
Job Performance 32-35
2.6 Practical
Suggestions to Achieving Job
Satisfaction 36-37
References 38-39
CHAPTER
THREE
3.1 Research
Design 40
3.2 Population
of the Study 40
3.3 Sample
Procedures and Size 41
3.4 Method
of Data Collection 41-42
3.5 Instrumentation
(Questionnaire) 42
3.6 Reliability
and Validity of the Instrument
(Questionnaire)
43
3.7 Data
Analysis 43
CHAPTER
FOUR
4.1 Introduction 44
4.2 Respondents’
Characteristics & Classifications 44-47
4.3 Presentation
and Analyses of Data, According to Research Questions 47-57
4.4 Presentation
and Analysis of Data,
According to Research Hypothesis 57-63
4.5 Decision
of Findings 63
CHAPTER
FIVE
5.1 Summary
of Findings 64-66
5.2 Conclusion 66
5.3 Recommendations 67-68
Bibliography 69-71
Appendix 72-77
CHAPTER
ONE
INTRODUCTION
1.1 BACKGROUND
OF THE STUDY
The
concern for and problems of, how to motivate workers for more effective
performance in the public service has not only become on-going for the service
itself but has continued to engage the attention of successive governments at
highest level. Though several measures have been taken since the last two
decades, unfortunately not much has been achieved. Part of the reasons for this
seems to be the fact that these measures have been ad hoc in nature and may not
have been based on a systematic study of the problem.
In
any organization, motivation affects job performance. Variations in the levels
of performance reveal differences in abilities or skills of workers. Perhaps
differences in the level of individual performance in an organization, doing
the same job indicate differences in the levels of motivation. This implies
that people differ to the extent that they are prepared to direct their
energies towards the achievements of organizational goals or objectives. The
fact remains that individuals differ from one another in the way they perceive
what is going on around them. Each person in influenced and restricted by the
way he or she perceives his or her surroundings.
Motivation
is understood not only as reward and punishment; it includes ideas,
expectations and experience. When it comes to motivation people mostly act on
perception not on reality. Others say that motivation is concerned with why
people do or refrain from doing things. Motivation is a need or driving force
within a person. Some people say the process of motivation involves choosing
between alternatives, forms of action in order to achieve some desired aim or
goal. Gluck (1980), define motivation as a voluntary impulse moving a person to
action for one type of motives rather than another choosing among variable and
conflicting motives.
However,
with regard to needs, individuals also differ from one person to another.
Sometimes individuals may seem similar in various respects, yet the intensity
of the desire or want will vary from one individual to another. Persons in
organizations or business units have different kinds and levels of needs and
the levels to which such needs are recognized and achieve will ultimately
determine the productive capacity of a worker (Sutermtister, 2000). With
reference to Vroom (1990), the performance of a worker on the job is perceived
as being influenced by two distinct variables. Firstly, the ability or skill of
the individual to perform the job; Secondly, there is motivation to use his/her
ability or skill in the actual performance on the job. Therefore, performance
indicates the product of the two variables (ability and motivation). This
opinion is also buttressed by Galbraith and Cummings (1999), in their
investigations on the relationship among performance, ability and motivations.
McGregor
(1999), equally demonstrates that the performance of a person at work in a
business unit or organization is influence by certain attributes of the
individual among which are his knowledge, motivation, skills and certain
aspects of the environment including the nature of his job, reward system and
leadership that is in place. Blumberg and Pringle (1998), also demonstrate that
people will usually increase their performance when supervisors provide clearly
defined task-oriented goals or objectives that are moderately difficult to
achieve.
But
Hackman and Odman (2000), believe that one way to improve performance is to
provide workers with job enrichment with more autonomy, challenges and
responsibilities. In this backdrop, the writer wishes to demonstrates the
degree to which sex, years of work experience and age influenced employees’ and
workers’ job performance behavior. For quite some time, writers have
investigated workers’ job performance n their various job situations. However,
a good number of these studies have not been quite conclusive. Many studies on
job performance according to McGregor (1999), Vroom (1990), Hackman and Odman
(2000), Blumberg and Pringle (1998) and Sutermaster (2000), clearly demonstrate
that certain variables such as skill, knowledge, motivation, attitudes,
autonomy, recognition, challenges, responsibility, supervision environmental
factors have impact on worker’s job performance. The major trust of the study
is to examine a comparative analysis of motivational techniques and performance
in public organization. A study of Power Holding Company of Nigeria (PHCN) and
National Agency for Food, Drugs and Administrative Control (NAFDAC).
1.2 STATEMENT
OF THE PROBLEM
Organizations
have been hindered with different problems that prevent them from achieving
their stated goals and objectives. Thus the problems for this study are stated
as, what are the motivational tools that affect public organization
performance? What are the challenges that organizations face to achieve
performance in public organization and how do employees get rated and evaluated
for enhanced performance in organizations? The problems identified would be
answered through the research questions and objective of the study.
1.3 OBJECTIVES
OF THE STUDY
The
objectives of this study are to examine factors responsible for motivation and
performance in public organization. They include;
1. To find
out whether security needs of employees is motivational tools that enhance
performance in public organization.
2. To find
out whether social needs of employees would enhance performance in public
organization.
3. To
examine whether esteem needs of employees would also enhance performance in public
organization.
4 To find
out whether autonomy of work needs would enhances performance.
5. To find
out whether self-actualization needs enhance performance in public sector
organization.
6. To find
out whether pay (salary and wages) need is a motivational factor that enhance
performance.
1.4 RESEARCH QUESTIONS
The following research questions are formulated for
this study.
i. To what
extent do security needs of employees enhance performance in public
organizations?
ii. To what
extent do social needs of employees enhance performance in public organization?
iii. Does
esteem needs of employees enhance performance in public organization?
iv. Would
autonomy of work need enhance performance in public organization?
v. The
extent to which self-actualization needs enhance performance in public
organizations?
vi. Is pay
(salary, wages and benefits) needs a motivational tools that enhance
performance?
1.5 RESEARCH HYPOTHESES
The following are the hypotheses formulated for this
study.
Ho: Giving
more fringe benefits such as free health facilities to the workers will not
result in the increased performance of the workers.
Hi: Giving
more fringe benefits such as free health facilities to the workers will result
in the increased performance of the workers.
Ho: Involving
workers in the decision making process by consulting their union leaders on
major issues will not motivate them for greater performance
Hi: Involving
workers in the decision making process by consulting their union leaders on
major issues will motivate them for greater performance.
Ho: Increment
of the salaries of PHCN Plc and NAFDAC workers to be at par with the other oil
companies like Chevron and Shell will not make the workers perform better.
Hi: Increment
of the salaries of PHCN Plc and NAFDAC workers to be at par with the other oil
companies like Chevron and Shell will make the workers perform better.
1.6 DEFINITION
OF TERMS/OPERATIONAL TERMS
Motivation:
This is defined as a voluntary impulse moving a person to adopt a certain
course of action for one type of motives rather than another choosing among
variable and conflicting motives.
Motivators:
These are the actual factors that induce individuals to act in a particular
way, usually to perform better. Management to encourage workers to perform more
effectively and efficiently specially uses them.
Promotion:
This is a deliberate shifting or upliftment of an employee to a higher
position, usually with added benefits, status and authority.
Performance:
Otherwise referred to as productivity, this is the actual outcome of employees’
efforts i.e. what comes out of their contributions to organization.
Achievement: State
of being successful or state of attainment of success by employees in an
organization.
Dissatisfies:
Otherwise known as hygiene factors, they are related to job context, although
they do not motivate employees, their absence could cause dissatisfaction e.g.
salary and job security.
Expectation/Expectancy:
This is what employees hope to get from their jobs, i.e. their perception of
the conditions that should exist on the job.
Fulfillment:
This is a state of achievement or realization of individual desires or
expectations in an organization/institution
Management:
This refers to the governing body in an organization. They oversee the affairs
of the organization and are usually referred to by such names as executives,
directors, managers, administrations and controllers and so on.
Organization:
This is refers to as a form or a company which is established with aims and
objective to achieve stated goals.
Employees (workers): This
is a workers or a person employed in an organization with certain terms and
condition.
1.7 SCOPE
OF THE STUDY
The
scope of the coverage is on comparative analysis of motivational tools on
performance in Power Holding Company of Nigeria and National Agency for Food,
Drugs and Administrative Control (NAFDAC).
1.8 LIMITATION
OF THE STUDY
The
limitation for the study rest on many factors or constraints that is inherent
to research study generally. The limitations for this study are paucity of
information in Nigeria, public institutions with lukewarm attitude of
management in organization and its employees, also time constraint in carrying
out research work and financial implications in surveying all the organization
branches.
1.9 SIGNIFICANCE
OF THE STUDY
The
significance of the research is essential because it will find solutions to the
following. The motivation and performance in PHCN and NAFDAC; Also it will
reveal the variables responsible for different performance in public
organizations. The relevant of this study will also identify the motivational
tools use to improve workers performance in public sector, and to contribute to
knowledge on motivational activities, and performance evaluation in public
sector.
1.10 OUTLINE OF CHAPTERS
Chapter
one of this research project is the background of the study and introduction.
Chapter
Two is the review of literature on concepts and theories on motivational and
performance especially in public service organization. Chapter three is the
research methodology, chapter four is the data presentation and analysis of
research end chapter five is the summary, conclusion and recommendations.
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