ABSTRACT
The purpose of this research was to investigate the impact
of staff motivation on job performance. The Petroleum Training Institute,
Effurun (PTI), Warri in Delta
State, was chosen for the
study to enable the researcher to compare and contrast and make general
statement on staff motivation on job performance. In this study, two hypotheses
were formulated and tested to guide the study (i) there is a relationship
between staff motivation and job performance; (ii) the staff in PTI are more
likely to be motivated by monetary incentives than any other incentives. The
literature review comprised of relevant seminar papers, journals, unpublished
texts and publishes textbooks, which helped strengthen the issues raised.
Questionnaires were developed and administered to staff members of the PTI. One
hundred and fifty questionnaires were distributed in the organisation. Out of
the total retrieved, one hundred (100) were used for the analysis. Based on the
data collected and analysed, it was found that regular promotion, conducive
working environment incentives such as car loans, bonus for excellent
performance, ownership housing scheme, high wage or salary and numerous others
would all motivate staff to improve on their performance in the organisation.
It was found that “high wage or salary” motivates the Nigerian worker more than
anything else. It was so established that there is a positive relationship
between motivation and job performance in the organisations; indicating that,
though the motivational needs in the organisations varied in some aspects
vis-a-vis the nature of the organisations, they all tended towards improved job
performance the organisations. This is because, the analysis in the
organisation showed a positive relationship in the hypotheses tested. Finally,
the research results showed us the problems and circumstances militating
against improved performance of jobs by staff in the organisation. Solutions
were then recommended to enhance improved job performance and to obviate
deterioration on job performance.
TABLE
OF CONTENTS
Title
Page i
Approval
page ii
Dedication
iii
Acknowledgement
iv
Table
of contents v
Abstract
ix
CHAPTER ONE
Introduction
1.1
Background of the study 1
1.2
Statement of the study 2
1.3
Objectives of study 4
1.4
Research question 4
1.5
Hypothesis
4
1.6
Significance of study 5
1.7
Scope of study 5
1.8
Limitation of study 5
1.9
Operational definition of terms 6
CHAPTER TWO
Review
of Related Literature
2.1
Introduction 9
2.2
Abraham H. Maslow’s Hierarchy Needs Theory 10
2.3
Clayton P. Modified Need Theory (ERG) 12
2.4
Herzberg Two Factor Theory 15
2.5
McGregor Theory X and Y Theory 18
2.6
J. S. Adam’s Theory 21
2.7
Victor H. Vroom’s Expectancy Theory 24
2.8
The Causal Chain and Motivation 28
2.9
Motivation and Performance 30
2.10 Achievement
Motivation 32
2.11 Job
Design 36
2.12 Job
Rotation 37
2.13 Job
Enlargement 37
2.14 Job
Enrichment 37
2.15 Discipline 40
2.16 Leadership
Style 42
2.17 Performance
Appraisal 46
2.18 Management
By Objective (MBO) 50
2.19 Compensation
and Motivation 52
CHAPTER THREE
Research
methodology
3.1
Research design 57
3.2
Area of the study 57
3.3
Population of the study 58
3.4
Sample and sampling technique 58
3.5
Reliability and validity 59
3.6
Data collection 59
3.7
Method of data analysis 60
CHAPTER FOUR
Presentation
and data analysis
4.1
Organisation of data 62
4.2
Analysis of data 62
4.3
Data interpretation 67
4.4
Results and discussion 70
CHAPTER FIVE
Summary
of findings, conclusion and recommendations
5.1
Summary of findings 71
5.2
Conclusion 71
5.3
Recommendations 72
5.4
Suggestion for further studies 73
References
Appendix
Questionnaire
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND
TO THE STUDY
The
human factor (man) is the most complex and most important factor to the success
of any organisation. It determines the fortunes or misfortune of the
organisation. Because of its (man) strategic importance, it has becomes
increasingly imperative for Human Resource managers to seek for means and ways
of getting individual employees united and committed towards the attainment of
set goals and objectives. Most managers however, tend to overlook the impact
which motivation has on individual employee performance and in the process, jeopardize
organisational goals.
To
actually determine the potential capacity of employees, researchers have
resorted to investigating what really influences job performance of employees.
The intent of such study is to provide an insight into factors which influences
job performance of workers.
There
are several factors which could influence job performance, since human beings behave
in different ways, so are their various needs. All sorts of factors can be
listed including money, good working conditions, interesting work, a chance to
do something one likes, and an opportunity for growth and development. These
factors may impair the job performance of employees if not well appreciated.
However, if we are to look for one overriding theme in motivation, it might
well be need satisfactions. By this, I mean that people have desires or need
that requires satisfaction. If the organisation provides the means for meeting
these needs, it can motivate its employees.
Having
stated that one of the key elements in human resource capital management is
motivation, what then can be said to be the motivational factors which has
influenced employees either to perform positively or negatively in their
various jobs. Over the years, taking the Petroleum Training Institute (PTI) as
a case study for the research work. But before then, there are some theories,
which would guide the understanding of the needs of employees in an
organisation which if, pried into by employers, will go a long way to enhance
high productivity of employees.
To
this end, the works of some social scientist, which have postulated some
theories about motivational techniques would be attempted. Such theories of
motivation include Abraham Maslow needs theory of motivation, Fredericks
Herbergs two factor theory,
Douglas
McGregor theory X and Y, Alderjer modified theory, Victor Vroom expectancy and Adams equity theories are the few motivation theories
that would be examined in this study.
1.2 STATEMENT
OF PROBLEM
For a
long time, there has been great concern about the poor performance and
lukewarmness of employees in several organisations. Opinions on the causes of
poor performance of employees in their work place had varied overtime. Some are
of the opinions that, employees are inefficient, others say that employees are
slow, lazy and waste time over given tasks. Most times, these have been passing
comments which had required conscious investigations on how to get employees to
work willingly and enthusiastically performing their jobs in order to achieve
organisational goals.
In
some occasions, employees perform poorly when it is glaring to them that they
have been cheated or deprived of their rights and privileges. This is a problem
that employers need to tackle vigorously if management is desirous to attain
organisational goals.
The
problem therefore bothers on the inability of many organisations to
sufficiently induce their employees towards the attainment of set
organisational objectives. A lot have been said and written on the subject
motivation; in spite of this, employers of labour have not fully embraced
motivational techniques as a way .and means to encourage their employees for
greater performance in their jobs. For instance, most organisations still adopt
pay policy that are not commensurate with what is obtainable in their industry.
Effective job performance requires staff whose basic needs are met otherwise,
it would results in disillusionment and frustration to the staff and
consequently leads to or brings about low job performance. It is therefore
imperative for managers to have knowledge of what a worker wants from his job
and this knowledge is essential for personnel policies and practices. In this
vain, this research study will examine fully the impacts of staff motivation on
job performance and X-ray how much of modern management techniques of
motivation are employed by employers of labour for positive outcomes.
1.3 OBJECTIVES
OF STUDY
The
objectives of the study are as follows:
v To
determine the paramount needs of the employees and what can induce them to
perform their jobs well.
v Identify
(if any) differences between the motivational needs of employees in organisations
especially PTI.
v Help
employers of labour to ascertain from time to time the motivational needs of
their staff in order to bring out the best in them.
v To
contribute, stimulate and encourage future research into the phenomenon (staff
motivation), so as to improve knowledge and understanding on the subject
matter.
1.4 RESEARCH
QUESTIONS/HYPOTHESIS FORMULATION
For
the purpose of this study, the following research questions are raised.
i. There
is a relationship between staff motivation and job performance.
ii. The
employees in PTI are more likely to be motivated by monetary incentives than
any other incentives.
Hypothesis
Hi: There
is effect motivation on employees job performance
Ho: There
is no effect motivation on employees job performance
1.5 SIGNIFICANCE
OF THE STUDY
The
study is significant because it seeks to examine a host of factors that could
enhance the job performance of an average employee. The study will also enable
the researcher to make necessary recommendations that would be useful for
employers that may be interested in adequately motivating their staff to enable
them contribute effectively towards the attainment of organisational goals.
1.6 SCOPE
AND DELIMITATION OF STUDY
The
scope of the study is to determine the effects of employee’s motivation on the
performance of jobs in the organisation under study. Emphasis would be placed
on the reward packages for employees in the organisation over time and
determine if the reward packages among other factors have been very crucial in
the job performance of the employees. The organisation in question is the Petroleum
Training Institute (P.T.I) a service organisation.
1.7 LIMITATION
OF STUDY
The
project was carried at the same with other academic activities as a result of
this, the researcher encountered a lot of constrain and difficulties while
trying to meet both academic obligation.
Again,
financial problem contributed to the limitation of this study carrying out
research of this and requires traveling from one place to other to collect
useful facts all this requires money.
Also
some respondents were unwilling to furnish the researchers with the information
inspite of prior explanation that the research was rely an academic one. Also
they withheld relevant information due to their gross illiteracy.
1.8
OPERATIONAL
DEFINITION OF TERMS
The
following terms are defined as they are used in thus study or research work.
Employee:
An
employee may be defined as “a person in the service of another under any
contract of hire, express or implied, oral or written, where the employer has
the power or right to control and direct the employee in the material details
of how the work is to be performed”.
An employee can also be
define as a person who contributes labour and expertise to an endeavour of an
employer and is usually hired to perform specific duties which are packaged
into a job.
Human
capital management: This can be define as the stock of competence,
knowledge and personality attributes embodied in the ability to perform labour
so as to produce economic value. It is the attributes gained by a worker
through education and experience.
Human capital management
is sometimes referred to as a “soft” management skill, effective practice
within an organisation requires a strategic focus to ensure that people
resources can facilitate the achievement of organisational goals.
Firm: A
firm can be define as a commercial partnership of two or more persons,
especially when incorporated.
It can also be seen as
the name or designation under which a company transacts business.
Organisation: Is a
social group which distributes tasks for a collective goal. It can also be seen
as a social unit of people, systematically structured and managed to meet a
need or to pursue a need.
Motives: Motives
are defined as needs, wants, drive or impulse within the individual.
Motivation:
Motivation is the process of creating organisational conditions that will
result in employees striving to attain company goals. It may also be seen as
the factor that encourages the worker to perform his job efficiently that is to
put in his best in accordance with the objectives of organisation.
Intrinsic
Motivation: It is self generated factors, which influence employees
to behave in a particular way or to move in a particular way or in a particular
direction. This, includes the need for advancement, achievement, self-fulfillment
and the work itself.
Extrinsic
Motivation: This is what is provided for employees to get
them motivated and it includes financial reward, fringe benefits, praise,
recognition of achievement etc.
Needs: Sunger
(1990) posited that needs activate the motivation process to direct the action
of the behaviour, to determine the strength of the response and to sustain the
duration of the involved, Needs are very important and for any organisation to
get the maximum potentials of their employees, the management will have to
understand the needs of the employees and then, provide the right incentives
for them in order to reduce tension and sustain high productivity.
Job
Performance: Organisations have specific goals and they
employ personnel in specific position to collectively use and control
organisation’s resources in order to achieve set goals. This, from the
organisation arise goals of their various units and hence of the employees
which make up the unit. Job performance is therefore the measure in qualitative
terms of how each employee meets his particular set of goals in the course of
pursuing the collective organisation goals.
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