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.
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