analysis of employee motivation and job … · performance issues still exist. this study,...

Sahel Analyst: ISSN 1117-4668 Page 36

ANALYSIS OF EMPLOYEE MOTIVATION AND JOB

PERFORMANCE IN ADAMAWA STATE UNIVERSITY, MUBI,

NIGERIA

Fatimah Inuwa Usman PhD1

[email protected]

Mustapha Momoh PhD1

[email protected]

Abstract

The performance of an organisation depends on its employees. Therefore, for

an organisation to achieve its objective it is necessary to motivate its workers.

The Adamawa State University made concerted effort to motivate its

employees to perform effectively through training and development, provision

of incentives. In spite of these programmes, employee motivation and job

performance issues still exist. This study, therefore, examines the techniques

used by management to inspire workers for maximum performance at

Adamawa State University, Mubi. Data was generated through a

questionnaire, Z-test and Pearson product moment correlation coefficient was

used to analyse the data. The findings revealed that a significant relationship

was found between motivation and job performance of employees at Adamawa

State University, Mubi. The study recommended among others that the

Adamawa State University management should ensure overwhelming

knowledge of the needs pattern of their employees, respect their sense of

dignity and enshrine appropriate corporate culture and accord the employees

deserving status of the most tangible assets.

Keywords: Motivation, Employee, Organisation, Performance.

Introduction

The success and performance of an organisation depend to a large

extent on its employees to performance; they need to be effectively motivated.

Motivation, therefore, serves as key factors in human modelling for

organisational success. Locke (2006) argued that motivation is the key to

success in any organisation. Management of any organisation has the duty to

motivate its staff to produce at its most effective levels. The success of

management of any organisation is measured by an organisational

performance which in turn depends on the level of satisfaction and

1 Department of Business Administration, Faculty of Management Sciences, University

of Maiduguri.

mailto:[email protected]

African Journal of Management (Vol.2, No.1, 2017), Business Admin. University of Maiduguri

Sahel Analyst: ISSN 1117- 4668 Page 37

commitment of staff toward achieving goals of the organisation. Motivated

and inspire behaviour increase performance enthusiasm and willingness to a

worker, but also persuade the workers to become committed.

Mboma (I997) stated that motivation is the creation of the will to

work. It stimulates people to act in a manner that enables achievement of

desired goals. Indeed, higher motivation leads to job satisfaction and reduce

employee absenteeism, turnover, and labour unrest. More so, motivation

makes workers more committed to the organisation and attracts a better

workforce to join the organisation.

Performance is the fulfilment of an obligation, in a manner that

releases the performer from all liabilities under the contract. Performance is

defined as a function of individual ability skills and effort in a given situation

(Porter & Lawler, 1974). Similarly, Afshan (2012) defined performance as

the achievement of specific tasks measured against predetermined or

identified standards of accuracy, completeness, cost and speed. In another

word, performance is the accomplishment of a given task measured against

present known standards of accuracy, completeness, cost, and speed.

Performance very much depends on perception values and attitudes. There

appear to be so many variables influencing the job performance that is almost

impossible to make sense of them. For the purpose of the paper, performance

seen in terms of effort extended to the job of an employee in the workplace.

Kenney (1992) stated that employee's performance is measured against

the performance standards set by the organisation. Employee performance is

normally looked at in term of outcomes and however, it can also be looked in

term of behaviour (Armstrong, 2009). There are a number of measures that

can be taken into consideration when measuring performance. For example,

using efficiency in productivity, according to Ahuja (1992) is the ability to

produce the desired outcomes by using as minimal resources/time as possible

while effectiveness is the ability of employees to meet the desired objectives

or target Stoner (1996). It is a measure of how individual, organisation and

industry convert input resources into goods and services. The measure of how

much output is produced per unit of resources exploited Lipsey (1989).

Quality is the characteristic of products or services that bear an ability to

satisfy the stated or implied needs (Kotler & Amstrong, 2012). It is

increasingly achieving better products and services at a progressively more

competitive price (Stoner, 1996).

The organisation must ensure that employees are contributing to

producing high-quality performance and/or services through the process of

employee performance management. As noted by Draft (1988), it is the

responsibility of the organisation to ensure that the organisation strive to and

thus achieve high-performance levels. This, therefore, implies that

management has to set the desired levels of performance for any periods in

question. This they can do by for example setting goals and standards against

which individual performance can be measured. This management process

Analysis of Employee Motivation and Job Performance in Adamawa State University, Mubi,

Nigeria

Sahel Analyst: ISSN 1117-4668 8

encourages employees to get involved in planning for the organisation, and

therefore participants by having a role in the entire process this creating

motivation for high-performance levels. It is important to note that the

performance management includes activities that ensure that organisational

goal is being consistently met in an effective and efficient manner.

Performance management can focus on the performance of the employees,

department, faculty etc.

The objectives of this paper are to assessment technique used by

management to inspire workers for maximum performance in Adamawa State

University Mubi. And determine the relationship between motivational

techniques and workers performance in Adamawa State University. The

success and failure of most organisations is a function of the calibre of

employees. The two are inseparable if the organisation must function very

well to achieve its objectives (Dalal, 2005). Employees ate the main reason an

organisation could exist for a long time. Similarly to Adamawa state

university, Mubi, employees play a major role and make significant

contributions to the success of the university. This will also influence the

performance of the organisation which eventually will lead to achieving the

visions and goals of the university.

However, over the years, there have been contained issues of

employee‟s motivation as well as job performance of the employees in the

organisation. Since then the university has made concerted effort to motivate

their employees to perform effectively by offering some training and

developmental programmes, designing various benefits and incentive for

satisfactory performance of the employees. Inspire of these programmes,

employee motivation and job performance issues still exist. Employees still

come to work late and close early from work, absent themselves, exhibit low

dedication to duties, poor maintenance of University properties, staff

attending various unapproved courses to the detriment of their primary

assignments, poor supervision of subordinates staff, poor communication and

travelling without permission. Therefore, this paper examined the effect of

motivational techniques on job performance in the university. To achieve this

objective, the paper hypothesised that:

H01: there is no significant difference between the opinion of management

members and employees of Adamawa State University, Mubi on the

motivational techniques utilised to enhance employee performance.

H02: there is no significant relationship between motivational techniques used

by management and the workers‟ job performance in Adamawa State

University Mubi.

Literature Review

The term motive is usually explained as desires, needs, emotions or

impulses that push someone to do something. It is derived from the Latin



word meaning to move but it is comprehensively defined as that which

energises direct and sustains human behaviour. It is a force that causes people

to behave in a certain way. It is defined as a process of stimulating people to

act to accomplish desired goals (Bajaj & Rao, 2004). The term management

originated from the Italian word „maneggiare‟ means to handle. It has been

defined by various scholars and writers of organisational behaviour as the

process of attainment of organisational goals in an efficient and effective

manner through planning, organising, leading and controlling organisational

resources (Bajaj & Rao, 2004). It is concerned with the accomplishment of

objectives through the efforts of the people performing a certain function.

Motivation is the set of forces that initiate behaviour and determine its

form, direction, intensity and duration. Cole (2001) viewed motivation as the

term used to describe those processes, both instinctive and rational, by which

people seek to satisfy the basic drives, perceived needs and personal goals,

which trigger human behaviour. For effective workers performance in an

institution, motivation is important. Motivation propels performance which

brings behaviour and intrinsic/extrinsic reward (Huitt, 2001). Motivation is an

internal state or condition (sometimes described as a need, desire, or want)

that serves to activate or energise. Herzberg, Mavsner, Peterson and Campbel

(1957) argued that motivational factors and maintenance factors influence

human behaviour; one relates to the need to avoid pain and obtain the basic

necessities of life, the other is the need to develop personal capabilities and

potentials (Bebett, 1994). Needs priority, to a great extent characterises the

types of behaviour. It will be either directed towards achieving certain

desirable positive goals or conversely towards avoiding other undesirable

negative consequences.

According to Prasad (2000), Herzberg believed that an individual‟s

relation to work is basic and one‟s attitude toward work determine success

(Robbins et a1. 2009). Herzberg et al. (1957) concluded that there are two sets

of needs extrinsic factor because they are considered outside the work being

performed (hygiene factors) such as interpersonal relations with supervisors,

salary, security, working conditions, status and another set is intrinsic factors

(motivational factors), they are real causes of job satisfaction as they primarily

exist within the context of the work. It includes recognition, the opportunity

for growth, personal growth and increased responsibility. From this point of

view, individuals may be classified as either „motivation seekers‟ or

„maintenance seekers‟.

An organisation is judged by its performance. Despite the frequency of

the use of the word, its precise meaning is rarely explicitly defined by authors

even when the main focus of the article or book is on performance. The

correct interpretation of the word performance is important and must never be

misread in the context of its use. Often performance is identified or equated

with effectiveness and efficiency. Performance definition should focus on

behaviour rather than outcomes (Murphy, 1989); because a focus on outcomes


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could be employees to find the easiest way to achieve the desired results,

which is likely to be detrimental to the organisation because other important

behaviours will not be performed. Campbell, McCloy, Oppler and Sager

(1993) explained that performance is not the consequence of behaviour, but

rather the behaviours themselves. Job performance on the other hand, consists

of the observable behaviours that people do in their jobs that are relevant to

the goals of the organisation (Campbell, McHenry & Wise, 1990). Job

performance is of interest to organisations because of the importance of high

productivity in the workplace (Hunter & Hunter, 1984).

In the performance literature, a distinction is made between in role and

extra-role performance (Katz & Kahn, 1978). Extra-role performance is also

conceptualised as organisational citizenship behaviours. Borman and

Motowidlo (1993) suggested that performance can be divided into two parts,

task and contextual performance. Task performance involves the

effectiveness of which employees perform the activities that are formally part

of their job and contribute to the organisation‟s “technical core (Frye, 2004).

Contextual performance comprises of organisational activities that are

volitional, not prescribed by the job and do not contribute directly to the

technical core (Organ, 1997). Contextual performance includes activities such

as helping, cooperating with others and volunteering, which are not formally

part of the job but can be important for all jobs. Although this distinction does

exist, the current study focuses on task or in-role, performance. For the

purpose of this research, it must be noted that the South African parastatal‟s

continued existence is also threatened. Although these public corporations

were given exclusive franchises in certain industries, the majority of them

have performed poorly over the years (Nwankwo & Richards, 2001). As

indicated in Chapter One, these parastatals will be continually threatened by

privatisation, if they do not improve their organisational performance (Adam,

Cavendish & Ministry, 1992).

In contrast to the strictly behavioural definitions of job performance,

(Motowidlo, Borman, and Schmit (1997) said that rather than solely the

behaviours themselves; performance is behaviours with an evaluative aspect;

this definition is consistent with the dominant methods used to measure job

performance, namely performance ratings from supervisors and peers

(Newman, Kinney & Farr, 2004). Although, Motowidlo and Schmitt (1997)

emphasised this evaluative idea in defining the performance domain, they still

maintain that job performance is behaviours and not results. One further

element of performance is that the behaviours must be relevant to the goals of

the organisation (Campbell et al., 1993).

Classic performance measures often operationalise performance as that

1s thought to account for the total variance in outcomes. In their theory of

performance (Campbell et al., 1993) stated that a general factor does not

provide an adequate conceptual explanation of performance, and they outline



eight factors that should account for all the behaviours that are encompassed

by job performance, (i.e. job-specific task proficiency, non-job-specific task

proficiency, written and oral communication task proficiency, demonstrating

effort, maintaining personal discipline, facilitating peer and team

performance, supervision/leadership, and management/administration). They,

therefore, urge against the use of overall performance separately, because the

“general factor cannot possibly represent the best fit” (Campbell et al., 1993)

when measuring performance. Other researchers have stated that even though

specific dimensions of performance can be conceptualised, there is utility in

using a single, general factor. Using meta-analytic procedures to look at the

relationships between overall performance and its dimensions, Viswesvaran,

Schmidt and Ones (2005) found that approximately 60 percent of the variance

in performance ratings comes from the general factor. Further, this general

factor is not explainable by ratter error (i.e., a halo effect). Thus,

overwhelming empirical evidence suggests that researchers should not dismiss

the idea of a general factor and that one-dimensional measures of overall

performance may have an important place in theories of job performance.

Empirical Literature

Muogbo (2013) assessed the impact of employee motivation on

organisational performance. The study was done in Nigeria by selecting 103

respondents. A descriptive statistics and content analysis were used to analyse

the data. The study revealed that extrinsic motivation given to workers in an

organisation influence performance. The study recommended that all firms

should adopt extrinsic reward to increase productivity. On the bases of these

findings, employers continually challenged to develop pay policies and

procedures that will enable them to attract, motivate, retain, and satisfy their

employees. This study can be criticised, since the extrinsic reward, if not

given to the workers equally, fairly, openly and in a transparent way, it can

tum into demotivating factor and hence poor organisational performance.

Peters, Chakraborty, Mahapatra and Steinhard (2010) conducted a

study on job satisfaction and motivation of health workers in public and

private sectors. The objective of this study was to identify important aspects

of health workers satisfaction. Cross-sectional surveys of 1916 were

conducted using the standardised instrument to identify health workers

satisfaction with key work factors related to motivation. The study found that

whether it is private sector or public sector, there are common areas of health

worker motivation that should be considered by managers and policy makers

particularly the importance of not-financial motivators such as work

environment and skill development opportunities. But managers need to focus

on the importance of local conditions and manage incentives in a way that

ensure health workers are motivated in their work. From this study, it can be

concluded that, in order to get a clear picture the workers and how they

behave on different motivation packages, it is better to expose them to both

financial and none-financial motivators.


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Performance is important as People and organisations. In fact, most of

us believe that we can, and will, improve on what we do, and we expect others

to improve over time as well (Temple, 2002). People are the organisation‟s

greatest assets: individuals and organisations have learned about the

importance of the role of people in an organisation, and how the success of an

organisation depends on its people (Bartlett & Ghoshal, 1995). The role of

human resources is absolutely critical in raising performance in an

organisation (Armstrong & Baron, 1998). Indeed, it is the performance of

many individuals which culminates in the performance of an organisation or

the achievement of goals in an organisational context.

Performance management is an integral part of effective human

resources management and development strategy (Hellrieget et al., 2004).

Performance management is an ongoing and joint process where the employee

with the assistance of the employee‟s individual performance and his

contribution to the organisation‟s wider objective”. Amos, Ristow and Ristow

(2004) defined performance management as “the process that begins with

translating the overall strategic objectives of the organisation into clear

objectives for each individual employee”. Performance management can also

be seen to incorporate all those aspects of human resources management that

are designed to progress and/or develop the effectiveness and efficiency of

both the individual and the organisation. First-class performance management

begins and develops with the employee's lucid understanding of the

organisation‟s expectations (Hendrey, 1995).

Methodology The study used descriptive and inferential statistic such as simple

percentage, mean, standard deviation and z-test technique and Pearson

product moment correlation coefficient (r) were used. Primary sources of data

were employed for the study the data was generated through a questionnaire.

Simple random sampling technique was employed. The study adopted Yeman

Taro formula to determined 1the sample size which according to Uzoagulu

(1998) is the most accepted criteria for drawing sample size through scientific

methods.

Taro – Yeman formulae;

n = N/1 + N(e)2

Where

n = the sample size

N = the finite population

e = level of significance

I = unity (constant)



Results/Findings Table 1: Management members rating of the motivational techniques used to

motivate workers for maximum performance in Adamawa State University Mubi

S/N Motivational techniques Management Employees

Vo O S N Vo O S N

1 General pay rise/fringe benefit 1 7 2 0 77 144 55 56

2 Force and strict discipline 2 6 1 1 98 182 138 84

3 Performance related pay rise and

promotions

1 3 6 0 22 145 167 16

4 Training and development 6 1 3 0 98 201 26 8

5 Regular promotion 4 1 5 0 122 165 73 56

6 Providing challenging opportunities to

exercise initiatives

2 6 2 0 71 145 128 66

7 Strict supervision 1 8 1 0 35 56 99 38

8 Special leisure/ recreational programmes 1 2 6 1 138 84 42 28

9 Collective Decision making 2 5 3 0 62 39 40 147

10 Organisation wide corporate culture 0 6 4 0 26 8 96 38

11 Care, respect and appreciation (non-

monetary) by organisation

0 6 3 1 88 146 26 25

12 Involvement in decision making 1 7 2 0 85 154 32 31

13 Work enrichment 0 4 6 0 98 151 94 40

14 Job security/welfare programme e.g.

pension schemes

1 5 3 1 81 235 38 23

15 Good working environment 2 5 3 0 147 142 88 146

16 Personal freedom 0 8 2 0 87 147 55 61

17 Motivational tasks 0 7 3 0 84 136 87 43

18 Collective satisfaction of employee‟s

need

2 2 5 1 135 128 46 23

19 Change in title/status 3 4 3 0 83 198 46 23 Key: Vo – very often, o – often, s – sometimes, N – Never

Source: Survey Data, 2017.

Table 1 shows that the components of motivational factors of the

university are favourable to the workers these include staff welfare scheme,

opportunity for growth and advancement on the job, conducive working

conditions, security and good plans for retirement benefits


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Table 2: Employee’s mean rating of the extent to which motivational techniques

utilised by management enhance their performance

S/N Observation Score mean

1 General pay rise/fringe benefits 1080 3.09*

2 Force and strict discipline 1042 2.98*

3 Performance related pay rise and promotion 939 2.68*

4 Training and development 873 2.49

5 Regular promotion 802 1.29

6 Providing challenging opportunities to exercise initiative,

creativity

980 2.80*

7 Strict supervision 558 1.59

8 Special leisure/recreational programmes 722 2.06

9 Collective Decision-making 827 2.36

10 Organisation-wide corporate culture 955 2.73*

11 Care, respect and appreciation (Non-Monetary) by

organisation

999 2.85*

12 Involvement in decision making 756 2.16

13 Work Enrichment 878 2.51*

14 Job security/welfare programme e.g pension scheme 889 2.54*

15 Good working environment 1047 2.99*

16 Personal freedom 752 2.15

17 Motivational tasks 701 2.00

18 Knowing employee‟s Needs and Satisfying them

collectively

907 5.59*

19 Change in Titles/Status 879 2.15*

20 Good working environment 732 2.85*

21 Overall job performance based on the above motivational

factors

999 2.85*

High level of satisfaction

Source: Survey Data (2017).

Showed that all the respondents indicated that the motivational

techniques utilised by the management leads to maximum performance except

for item 4, 5, 7, 8, 9, 12, 16, 17, and 20 which showed mean score below 2.50.

Table 2 also showed that while employees favoured techniques in item 4 and

18, the management members did not. In the same vein 7 in table 2 which was

favoured by management members as inspiring for maximum work

performance was not by employees. On the whole, the average mean score

2.85 for overall job performance based on the above motivational factors

indicates that the motivational factors used by the management can motivate

work performance if actually being utilised.



Testing of Hypotheses

Re: H01: there is no significant difference between the opinion of management

members and employees of Adamawa State University, Mubi on the

motivational techniques utilised to enhance employee performance.

Table 3: Z-test Analysis of management members and employees on management

techniques used to motivate maximum work performance

Category of respondents N X SD Df z-cal z-crit Decision

(P≤0.05)

Management members 10 2.99 4l79 358 2.43 1.960 Significant

Employees 350 3.08 3.27

Source: Researcher’s Computation, (2017)

This hypothesis was tested using the z-test and the result presented in

Table 3 showed that the calculated z-value of 2.43 was greater than the z-

critical of 1.96 at 0.05 level of significance. The null hypothesis was therefore

rejected; this means that there is significance. The null hypothesis was

therefore rejected. This meant that there is a significant difference between the

opinion of the management members and employees on the techniques

utilised by management to motivate workers maximum performance at

Adamawa State University, Mubi.

Re: H02: there is no significant relationship between motivational techniques

used by management and the workers’ job performance in Adamawa

State University Mubi.

Table 4: z-test Analysis of workers level of job satisfaction with components of

Motivational factors

Category of respondents N X SD Df z-cal z-crit Decision

(P≤0.05)

Management members 10 2.81 1.09 358 1.11 1.96 Significant

Employees 350 2.78 1.06

Source: Researcher’s Computation (2017).

Table 4 showed that the calculated z-value of 1.11 was less than the z-

critical of 1.96 at 0.05 level of significance. The null hypothesis was therefore

retained; this means that the option of management members and employees

do not differ significantly on the workers level of job satisfaction with the

components of motivational factors in Adamawa State University, Mubi.

Findings The findings of this paper revealed that a significant difference

between the Opinion of the management members and employees on the

techniques utilised by management to motivate Workers maximum


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performance at Adamawa State University, Mubi. The responses of

management members as revealed by this paper favour Pay increases and

fringe benefits, force and strict discipline enforced by supervisors, training and

development, providing challenging opportunities to exercise initiatives, strict

supervision, collective decision-making, good working environment,

motivational tasks and change of titles and status as motivational techniques

mostly used by management to inspire workers maximum performance in the

University. Undoubtedly, these motivational techniques are major sources of

material benefits or gains to the employees.

The survey noted that many modern and employee-friendly

motivational techniques are least used at Adamawa State University, Mubi.

For instance, performance-related pay rise and promotions, training and

development, providing challenging opportunities to exercise initiatives and

creativity, special leisure programmes, care, respect and appreciation by

organisation, work enrichment, personal freedom and motivational tasks in the

organisation are scarcely being used as motivational techniques in the

university as evidenced by the survey results. The implication of this result is

that many organisations tend to view motivation of employees to work from

the perspective of extrinsic force.

The fact that most universities adopt mostly traditional extrinsic

methods of motivation according to Ayodele and Olorunsola (2012), seem to

suggest that the real emotions and perceptions of the employees are not

appealed to, nor are they instigated to realise that „they can climb mountains

they always thought were too high‟ as far as work situations and their

performances are concerned.

Motivational factors as shown, management and employees agreed

that better workplace, status, less working hour, promotion based on

performance and seniority, the opportunity for advancement, good inter-staff

relationship, additional responsibility, teamwork and appreciation for work

done leads to high level of job satisfaction. While job insecurity, current state

of the institution, low salary, lack of involvement in decision making as

factors that leads to low level of job satisfaction in Adamawa State University

as perceived by the respondents are indeed fundamental to effective and high

level of job satisfaction as found by scholars and researchers (Igalens &

Royseel, 1999; Sokoya, 2000; Opkara, 2002).

Conclusions This paper concludes that the opinion of management members and

employees differ significantly on the techniques utilised by management to

motivate Workers maximum performance. All the respondents unanimously

agreed that pay increases and fringe benefits, force and strict discipline

enforced by supervisors, training and development, providing challenging

opportunities to exercise initiatives‟ Strict Supervision, collective decision-



making, good Working environment, motivational tasks and change of titles

and status pay increases agreed to be motivational techniques mostly used by

management members to inspire work performance. A significant relationship

was established between motivational techniques used by management

members and workers job performance at Adamawa State University, Mubi.

A significant relationship was also found between job satisfaction and job

performance of the employee at Adamawa State University, Mubi.

Recommendations

Based on the findings of this study, however, it was recommended that:

i. Workers‟ behaviour and attitudes should be studied and understood within

the framework of their motivational techniques necessary to facilitate

work performance.

ii. Since human behaviour is caused, motivated and goal-directed, managing

employees‟ behaviour significantly requires a deep-rooted understanding

of the factors which influence their behaviour in work settings. Such

causes included needs, culture, policies, management or leadership styles,

perceptions, beliefs, etc.

iii. Motivational techniques directed at employees in the university should

reasonably integrate the carrot and stick approach with other intrinsic

principles such as removal of excessive controls, increasing responsibility

and recognition for worker, adequate training to improve knowledge,

skills and attitudes of workers, work enrichment, improved leisure and

recreation, increased participation in corporate thinking and decision-

making processes.

iv. For the effective motivation of the workers, the university management

should ensure overwhelming knowledge of the needs pattern of their

employees, respect their sense of dignity and enshrine appropriate

corporate culture, and accord the worker the deserving status of the most

tangible assets.

v. In view of the findings of this study, a holistic managerial technique

capable if utilising humanistic and passion for performance principles

should be adopted to ensure effectiveness and efficiency of employees in

the university.

Suggestion for further study

The findings of this study have given rise to the following suggestion

for further study: Since reliance on one source of data collection may bias the

references in the opinion of respondents, the researcher suggests that future

researchers in the same area should use multiple sources to collect their data

e.g. questionnaire and interview method of data collection. Further research is

needed to relate job satisfaction and job performance. A future research is

needed on job satisfaction and workers job performance to include

demographic variables such as Gender, Age, Qualification and department of

workers.


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