the effect of motivation as a tool for increasing …

THE EFFECT OF MOTIVATION AS A TOOL FOR INCREASING

EMPLOYEE EFFICIENCY AND PRODUCTIVITY

(A STUDY OF SELECTED BANKS IN NIGERIA)

BY

ONYISHI JUDE CHIDI PG/MBA/08/47553

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF MASTERS IN BUSINESS ADMINISTRATION (MBA)

TO THE DEPARTMENT OF MANAGEMENT, FACULTY OF BUSINESS ADMINISTRATION, UNIVERSITY OF NIGERIA,

ENUGU CAMPUS.

MAY, 2010.

TITLE PAGE

THE EFFECT OF MOTIVATION AS A TOOL FOR INCREASING

EMPLOYEE EFFICIENCY AND PRODUCTIVITY

(A STUDY OF SELECTED BANKS IN NIGERIA)

BY

ONYISHI JUDE CHIDI PG/MBA/08/47553

FOR THE AWARD OF MASTERS IN BUSINESS ADMINISTRATION

(MBA)

DEPARTMENT OF MANAGEMENT, UNIVERSITY OF NIGERIA,

ENUGU CAMPUS.

MAY, 2010.

SUPERVISOR: CHIEF J A EZEH

CERTIFICATION

I ONYISHI JUDE CHIDI a post graduate student in the

Department of Management, with registration number

PG/MBA/08/47335 has successfully completed the research work for

the degree of Masters in Business Administration (MBA) in

Management. This research work is the original and has not been

submitted in part or in full for any diploma or degree in this or any other

University.

…………………………….. …………………………… ONYISHI JUDE CHIDI DATE PG/MBA/08/47553 ……………………………. ………………………… CHIEF J.A. EZEH DATE (Supervisor) …………………………….. …………………………. MR. C.O. CHUKWU DATE (Head of Department)

DEDICATION

This work is dedicated to God Almighty, for His divine guidance

provision and protection. To the Glory of God.

ACKNOWLEDGEMENT

If I have to look back to how and where this academic journey started,

it is obvious that nothing other than grace of God has brought me this

far I am immensely grateful to the Almighty God, who has been my

help in ages past, even my hope in years to come and for his

immensurable kindness and mercy towards me in writing and

completion of this project.

It is an acceptable fact that no one has ever produced a research work

without the help of others; this is certainly true in respect of this

research work. I have sought and obtained the assistance of beloved

ones unto whom I owe my gratitude. I am grateful and remain highly

indebted to my Amiable Supervisor Chief J.A. Ezeh without whose

supervision and fatherly guidance, my ambition in this regard would

never have progressed beyond a mere fantasy. In addition, I am most

thankful for his patience and meticulous reading of this project. In him I

have found not only am invaluable source of intellectualism but an

excellent and dependable academic father, may God bless him and his

family (Amen). Also to the Dean of Faculty of Business Administration

University of Nigeria, Enugu Campus Prof. Uche Modum; to my

present Head of Department Mr. C.O. Chukwu and all the academic

and non academic staff, MBA students of Department of Management.

My abundant thanks goes to my parents MR. and MRS. Daniel Onyishi

for their continue expression of love and affection even when the road

become rough in pursuit of this academic laurel.

I wish to use this medium to express my sincere and gratitude to my

siblings Emmanuel, Donatus, Daniel jnr, Kelvin, Theophilous, Nicholas

for their resentless advice and inspiration up to this level.

Finally, to my good friends, I.G, Uzondu Chioma, Ihechimere

(roommate), System, Agu .O. Agu thank you all.

To God I return all the Glory.

ABSTRACT The study is aimed at examining the effect of motivation as a tool for increasing employee efficiency. Motivation to work is a very important topic in management because it has direct implication for the consequences of performance and satisfaction in an organization. In attempting to do this the study has as its objective: to look at the effect of motivation on employee performance, to see if Money alone can motivate employee, and to find out the major Problems imitating against the whole performance in the two Banks. In all about a total of 90 persons were interviewed among the staff and management of United Bank for Africa (UBA) and Guarantee Trust Bank (GTB).The review of related literature was also conducted in order to examine the work of other authors who are knowledgeable in the field of motivation; this constitutes the secondary data for the study. The study also took into consideration of the methodology such as research design, population and sample size for the study, instrument and tools for data analysis. Simple percentages were used to analyse the data while chi-square method was employed to test the hypothesis. The result of the questionnaire obtained and the chi-square test conducted form the basis for the findings, recommendation and conclusion of the survey. Some of the findings of the findings of the study reveal that employees of Guarantee Trust Bank (New Generation Bank) are well enumerated than their counterpart at United Bank for Africa (UBA). The study further reveals that, money is the major factor that motivates employees for greater performance, it supersedes all other factors. Major of the people work because of money, in order to meet their basic needs. The study also proffers some recommendations. These include: The motivation scheme of the Untied Bank for Africa should be improved. If pay is to motivate or indeed have any positive influence at all; management should make it fair and compensate with the work done with other people doing the same or similar jobs in the same sector. There is need for better conditions of service and to encourage productivity and satisfaction of workers. Since respondents show higher dissatisfaction to promotion, advancement Prospect, Management should make sure that workers are promoted on merit as and when due.

TABLE OF CONTENTS

TITLE PAGE = = = = = = = i

CERTIFICATION = = = = = = ii

DEDICATION = = = = = = = iii

ACKNOWLEDGEMENT = = = = = iv

TABLE OF CONTENT = = = = = vi

LIST OF TABLE

CHAPTER ONE: INTRODUCTION = = = 1

1.1 BACKGROUND OF THE STUDY = = 1

1.2 STATEMENT OF THE PROBLEM = = 3

1.3 OBJECTIVES OF THE STUDY = = = 5

1.4 RESEARCH QUESTION = = = = 5

1.5 RESEARCH HYPOTHESIS = = = = 5

1.6 SIGNIFICANCE OF THE STUDY = = = 6

1.7 SCOPE OF THE STUDY = = = = 7

1.8 LIMITATION OF THE STUDY = = = 7

1.9 DEFINITION OF TERMS = = = = 8

REFERENCES = = = = = = 9

CHAPTER TWO: LITERATURE REVIEW

2.1 HISTORICAL DEVELOPMENT OF MOTIVATION 10

2.2 INTRODUCTION /CONCEPTUAL FRAMEWORK 12

2.3 CRITERIA FOR EMPLOYEE MOTIVATION 18

2.4 MONEY: AS A MEANS OF MOTIVATION 19

2.5 MORIVATION THEORY = = = = 21

2.6 HOW TO MOTIVATE EMPLOYEE = = 29

2.7 MOTIVATION THROUGH MANAGEMENT BY

OBJECTIVES AND PARTICIPATION = 35

2.8 THE PROBLEMS OF INEFFICIENCY IN AN

ORGANIZATION = = = = = = 38

2.9 SOLUTION TO THE PROBLEMS OF INEFFICIENCY

IN AN ORGANISATION = = = = 43

2.10 SUMMARY OF CHAPTER = = = = 44


CHAPTER THREE: RESEARCH METHODOLOGY

3.1 INTRODUCTION = = = = = 50

3.2 RESEARCH DESIGN = = = = = 51

3.3 SOURCES OF DATA = = = = = 51

3.4 POPULATION FOR THE STUDY = = = 52

3.5 TOOLS FOR DATA COLLECTION = = = 54


CHAPTER FOUR:

DATA PRESENTATION AND ANALYSIS = = = 56

4.1 INTRODUCTION = = = = = = = 56

4.2 DATA ANALYSIS = = = = = 57

4.3 TEST OF HYPOTHESIS = = = = = 74

CHAPTER FIVE: SUMMARY OF FINDINGS

AND RECOMMENDATIONS

5.1 SUMMARY OF FINDINGS = = = = 77

5.2 CONCLUSIONS = = = = = = 78

5.3 RECOMMENDATIONS = = = = 79

BIBLIOGRAPHY = = = = = = 80

APPENDIX = = = = = = = = 85

LIST OF TABLES

4.1 Sex Distribution of Respondents = = = 57

4.2 Age Distribution of the Respondents = = = 58

4.3 Marital Status Distribution of Respondents = 59

4.4 Qualification of the Respondents = = = = 60

4.5 Years in Position = = = = = = = 61

4.6 Years in Service -= = = = = = = 62

4.7 Status of the Respondent = = = = = 63

4.8 Annual Salary = = = = = = 64

4.9 Resources to Meet Department Target = = 65

4.10 Salary Proportional to Performance = = 66

4.11 Performance in Relation to Totality = = = 67

4.12 Non-Monetary Incentive Motivation for Higher

Performance = = == = = = 68

4.13 Performance Depend on Satisfaction of Basic Need 69

4.14 Why are they not Meeting their Daily Target 70

4.15 How they identify Employee’s Need = = 71

4.16 Difference in Wages Compare to other Banks = = 72

4.17 Relationship Between Motivation and Productivity = 73

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

In recent times, managers and management researchers have long

believed that organizational goals are unattainable without the

enduring commitment of members of the organisation. It has been

said that the workforce remains the most critical productive asset of

any Organization. It is the human element that gives direction and

dynamism to the organisation.

In fact, any organisation can only grow to the extent made possible by

the Voluntary and creative application of the skills and expertise of its

workforce. It is for this reason that the search ways and means of

motivating the workforce for optimal organisational performance has

more or less remained a cardinal concern of management since the

birth of industrial civilization.

Today, as in the early days of organizational history, managers often

ask some fundamental questions: what can we do to motivate our

workforce? What is the purpose of motivation? No one yet has

discovered a single Technique or gimmick that answers this question.

As many still ignore that fact that no organization can survive without

its workers, and the workers themselves cannot be productive if their

needs are not met.

Also, managers and management researchers have long believed that

Organizational goals are unattainable without the enduring

commitment of members of the organization.

Freeman (1998: 38-39) noted that organizations, emphasized increase

in productivity without necessarily considering the needs of the

workers. They are however, ignorant of the fact that organization

cannot survive without its workers and the workers themselves cannot

be productive if their needs may not be met.

Aluko, M.A. (2000: 32) asserted that workers should not be made to

work as machines and tools whose presence in the organization is just

to perform while emphasis is placed on productivity alone without

thinking of what will drive the employee to put on his optimum best.

Stoner (1998:463) stated that motivation is a human psychological

characteristics, it includes the factors that cause channel and sustain

human behaviours, motivation deals with “what make people think”.

Aluko (2000:32) noted that the major motivational factor is money,

although we have seen that in Nigeria, money alone do not guarantee

productivity.

Other non-monetary incentives such as price, job promotion, upgrading

and advancement, job security and recognition go a long way to boost

the morale of workers. If workers needs are satisfied, it might lead to

an increase in productivity. However, every manager regardless of the

size of the organization can incorporate motivation into the work

environment to stimulate and influence employee.

From the foregoing, since the study of motivation is essential for

organisational survival and growth, it is an attempt by this study to look

at the effect of motivation as a tool for increasing employee’s

efficiency. A study of selected bank in Nigeria.

1.2 STATEMENT OF THE PROBLEM

Although much has been said and written on this topic, and the fact

that the subject has been given increased in most organization

especially in Guarantee Trust Bank and United Bank for Africa, one still

finds out that productivity in most financial institution is low; it takes

extra efforts for the staff to put on optimal performance.

In the light of the foregoing, the critical task of this research is to

identify effective motivational strategies that could propel and increase

employee efficiency in Guarantee Trust Bank and United Bank for

Africa.

Also right from the beginning management of organizations has always

been faced with the problem of how to motivate workers to greater

performance with a view to increasing productivity. Even till now, the

problem still persists in most organisations.

Therefore the problems posed by this study are:

- Does money or monetary incentive induce workers to perform

well on their task?

- Some of the employee may not be satisfied with the present

reward system as been instituted by management hence,

management may ignore the real incentive that motivate

employee.

- Money alone is not the only motivating force that induces

employee to put their optimum best, there are other forms of

this reward: praises, job advancement, higher responsibility

and promotion. The question then is, to what extent has it

been incorporated into the banking industries?

- Labour turnover is a major problem in most of Nigeria Banks.

Some banks record as much as 20% to 30% within a year.

The question then is, is labour turnover as a result of poor employee

motivation?

1.3 OBJECTIVES OF THE STUDY

This study intends to:

(i) Examine the effect of motivation in increasing employee

productivity

(ii) Find out may be money (pay) is the main motivating factor that

can make employee increase their level of performance.

(iii) Examine other inherent problem and constraints militating

against effective employee motivation in an organization.

(iv) Suggest personal administrative system, policy and procedure

that can assist organization to highly remunerate their workforce

and reduction in the labour turnover.

1.4 RESEARCH QUESTIONS

The research seeks to answer the following:

- Does motivation have any impact on employee’s

performance?

- Does many play a determining role in the optimum

performance of an employee?

- Is it possible for employee to leave his/her present job if

he/she is offered a higher package?

- Are there any difference in what is offered now compare to

other banks?

- What are the causes of labour turnover in Nigeria banks?

- Are there any different in motivational packages of the present

generation banks compare to the old generation banks?

- Are labour turnover more prevailed in old generation banks to

new generation banks?

- How can the present existing remuneration packages of this

bank be improved?

1.5 RESEARCH HYPOTHESIS

The following research hypothesis shall be tested.

Ho: there is a relationship between motivation and productivity

Hi: There is no relationship between motivation and productivity.

1.6 SIGNIFICANCE OF THE STUDY

- The study will be of immense importance to different categories

of people: namely individuals, students, organisations and the

management of Guarantee Trust Bank and United Bank for

Africa .

- The research work when accomplished will create ways by which

the management of Guarantee Trust Bank will reappraise there

present motivation package with the aims of improving

employee’s performance and reduction in labour.

- It is also hoped to increase the level of knowledge on the existing

motivation schemes in the Nigeria Banking Sector.

- It will assist student as a reference material in their libraries.

- It will also pose a challenge to other researchers who may be

interested to research more in their area.

1.7 SCOPE OF THE STUDY

The study intends to cover Guarantee Trust Bank and United Bank for

Africa, headquarter of the banks and selected branches within Lagos

metropolis. The study is limited to effect of motivation of employee as

a tool in increasing employee’s efficiency.

1.8 LIMITATION FOR THE STUDY

In the course of carrying out this study, a lot of challenges stood on our

way, prevalent among these are:

- Finance

- Transportation

- Uncompromising attitude of some interviewers hoarding of

vital information by some staff of the two banks.

- Time constraints as to the deadline for the submission of the

research work.

- Scarcity of relevant material

Despite these challenges effort were made to carryout a thorough

investigation on the study without impede on the exercise.

1.9 DEFINITION OF TERMS

- PERFORMANCE: This is defined as the ability to achieve result

or given objectives (Freeman, 2000:29).

- MOTIVATION: This refers to an inner drive that Energizes

activities compels and moves an individual to act or behave

positively on a certain manner (Stoner, 1998:463).

- PRODUCTIVITY: This means output per unit of Labour input, it

is the balance between all factors of production that will give the

greatest output for the smallest effort (Freeman, 1998:38-39)

REFERENCES

Aluko, M.A (2000); Employee Motivation: An Effective Tool for enhancing Worker’s productivity. Business and Management Journal. Michael Stevens & Associates. July –September. Vol. No. 3 pp. 32.

Freeman, U. (1998); Organizational Behaviour Towards Motivation. Engle Wood Cliffs. New York 5th Edition p. 38-39. Stoner, J. (1998); Management New Jersey, Prentice Hall, 4th Edition p. 463. Eyre, E.C. (1984): Mastering Basic Management. Hong Kong Macmillan Publishers Ltd. Pp. 125-131.

CHAPTER TWO

LITERATURE REVIEW

2.1 HISTORICAL DEVELOPMENT OF MOTIVATION

The study of motivation can be traced back to the writings of the

ancient Greek philosophers. More than twenty three centuries ago,

they presented Hedonism as an explanation of human motivation.

Hedonism says that a person seeks out comfort and pleasure and

avoids discomfort and pain. Many centuries later, Hedonism was still a

basic assumption in the prevailing economic and social philosophers of

such famous men like Adam Smith, Jeremy Bentham and John Stuart

Mill. They explained motivation in terms of people trying to maximize

pleasure and minimize pain.

However, William James in his classic principle of psychology gave

recognition to two additional important historical concepts in the study

of motivation, instinct and unconscious motivation. There was also the

drive theory of motivation formulated by Clerk Hull. William James did

not feel that the human is always consciously rational. He though that

much of human behaviour is instinctively based.

The key assumption of those who advocated the instinctual approach

was that there is an unlearned predisposition to behaviour. However, it

was Sigmund Freud who openly recognized the importance of

unconscious and made it a vital part of the study of human motivation.

The Freudian explanation of motivation has a devastation effect on

human pride. People like to picture themselves as being consciously

rational and in complete control of their own behaviour.

The modern view is that normal behaviour contains some conscious

unexplainable motives, but that these are largely based on learning

and not on instincts. Currently, not much is known about the

unconscious, but it may still prove to be an important element in the

better understanding of human behaviour. However, the Clark Hull

drive theory is the major historical foundation for the study and

understanding of motivation.

Clark Hull (1884:52), in his scientifically based theory of motivation was

a product of drive times habit (Effort = D x H). The drive concept in

particular was motivationally based. To Hull, drive was the energizing

influence, which determined the intensity of behaviour. The habit

reflected the behavouristic (learning) influence on Hull. Later, to

counteract the emphasis given to the past by habit, Hull added the

futuristic concept of incentives to his equation (Effort = D x H x I). This

incentive factor had cognitive properties and serves as a forerunner of

expectancy theories of motivation. Drive theory serves as a theoretical

basis for the motivational cycle of needs- drives – goals. The key to

undemanding motivation it appears lies in the meaning and

relationship between needs, drives and goals.

2.2 INTRODUCTION/CONCEPTUAL FRAMEWORKS

Motivation as one of the three factors in the function of directing is

described as a process that arouses channels, sustains and gives

people’s behaviour purpose and direction (Kreitner, 1980:301). It is

concerned with the “why” of human behaviour, what it is that makes

people do things (Donnelly et al, 1971:129). Or simply, it is the

stimulation of people to action to accomplish desired goals (Fashina in

Ejiofor et al, 1984:114). Motivation is a complex factor as it concerns in

individuals and their needs, and every individual is unique. But there

are some things that individuals have in common, for example,

physical, social and growth needs, except that the strength of these

needs varies from person to person and from time to time within the

same person. Different people have defined motivation variously.

Virtually all lay people and scholars have their own definition of

motivation. Usually, one or more of the following words are included in

the definition: desires, wants, wishes, aim, goals, needs, drives,

motives and incentives.

However, Luthans, Fred (1977:17-22) see motivation as a hypothetical

construct that is used to help explain behaviour. It is a basic

psychological process in the understanding of human behaviour

achievement of a particular goal, which satisfies individual’s needs.

Hawley, (1980:584) defined motivation as a psychologic al concept

related to the strength and direction of Human behaviour. It is

frequently explained as a driving force within individual by which they

attempt to achieve some goals in order to fulfill some expectation.

Mitchell, (1995:28) defines motivation as ‘the degree to which an

individual wants and choose to engage in certain specified behaviour

in the workplace setting.

Freeman, (1998:39) said, motivation is concerned with the manner in

which individual choose to exert effort in pursuit of their goals and

correspondingly with the manners in which employees attempt to

create work environment which stimulate such efforts.

Schereranbrm, (1996:101) stated that the concept of motivation is

used in management theory to describe forces within the individual that

account for the level, direction and persistence of effort expended at

work. Simply put, a highly motivated person work hard at a job; an

unmotivated person does not. A manager who leads through

motivation does so by creating conditions, under which other people

feel inspired to work hard.

Cowling, (1998) asserted that organization tries to motivate employees

by offering financial rewards in return for skill, time and effort. Financial

rewards alone are generally insufficient to create level of motivation.

Technically, the term motivation can be traced to the Latin word

MOVERE which means to move. This meaning is evidenced by the

following formal definitions given by Berelson and Steiner: a motive is

an inner state that energizes, activates or moves, directs or channels

behaviour towards goals.

Achievement of employee performance and high productivity, the

ultimate goal of many organizations depends very much on the

performance of their workers. , performance according to Trucker,

(1980:38) being a function of motivation, ability, team work, morale an

integrity, therefore the understanding of this ingredients of performance

can be combined to bring about high productivity.

Today managers often ask some fundamental questions; how do we

increase employee’s performance and productivity? What can we do to

motivate our workforce? No one has yet discovered a single technique

or gimmick that answers this question.

Cumming, (1985:13-14) stated that any definition of workers

performance must acknowledge the motivation and human resources.

Development has been of universal immense concern and interest to

the various organizations. Whatever the condition of the job

environment, motivation is the nutrient to revitalize any working

behaviour deficiency. It deals with what can induce individual to

perform his/her best.

It is that force which energizes direct maintains and sustains

behaviours Carlisle (1976). It is also a reflection of a persons desire to

fulfill certain need. For management to succeed in harnessing

individual’s efforts, it must strive to harmonize the individual’s goals

with that of the organisation. Consequently, management will continue

to match job climate with incentives and rewards that stimulate peak

effort.

Stephen (2001) has suggested that managers need to manipulate

rewards and punishments rationally, fairly and consistently. He further

maintained that managerial assumptions which do not take cognizance

of system of reward and punishment will de-motivate employees.

Since a sales executive performance of the individuals that make up

the sales force, every sales plan should include the basic objectives as

suggested by Median (1986:201).

It must motivate the sales person to think along the same line with the

sales management.

A properly designed plan should be favourable to the organization and

to the staff; i.e. in form of higher personal income.

Bernard (1983:128) emphasized the need for management to

understand what motivates sales persons and should not act in a

negative way contrary to the aims of the organization. There is no one

best way of motivating employees. Individuals are never alike in their

needs.

Woolf (1985:64-65) lends credence to Mc Gregor’s contingency theory,

which contents that the best approach to motivate individuals in an

organization will very with the particular circumstances or situations

prevailing within a particular organisation.

Wotruba and Sampson (1999) observed that, “what motivates one

sales person will not necessarily work with another according to them,

“Motivation is ethereal in that it can change sometimes quiet rapidly”.

Levin (1977) has noted that what motivates an employee depends on

the individuals and the circumstances. An employee having sought a

particular job position for so long and succeeded was highly motivated,

but the enthusiasm was short-lived having overlooked certain

constants and limitations within the job.

Allen (1999) has identified five factors regarded as the major

influencing factor on job performance. These he referred to as

motivation mix. They are as follows:

- Fringe

- Salary, commission and bonus

- Expenses

- Competition within the group award and others

Porter and Lawler (2000) in their performance model postulates that

there is a link between the efforts a person pouts into his work and the

satisfaction he gets from what he does. They went further to suggest

that the employee puts in efforts to achieve desired standard of

performance provided that he receives some reward (pay, promotion,

recognition, achievement and status) and the reward satisfies some of

his needs and this in turn will lead to renewed efforts.

2.3 CRITERIA FOR EMPLOYEE MOTIVATION

Lawler (1981) asserted that there are different criteria for employee

motivation in the workspace. This includes:

MOTIVATION MUST SATISFY INDIVIDUAL NEEDS:

Whether it is pay rise or non-monetary rewards, a reward has no

motivation impact unless it satisfies on operative need. Not all people

need the same things and one person may need different things at

different times. Money is a powerful motivation for those who seek

security through material wealth. But the promise of m ore money may

mean little to a financially secure person who seeks ego gratification

from challenging work. People’s need concerning when and how they

want to be paid, also vary.

EMPLOYEES MUST BELIEVE THAT EFFORT WILL LEAD TO

REWARD:

According to expectancy theory Vroom (1972), an employee will not

strive for an attractive reward unless it is perceived as being attainable

For example, banks promise a higher packages or bonus if they meet

a particular target. Those who believe they could have little chance of

wining will not be motivated to try harder than usual. Incessant pay

plans, especially merit pay, profit sharing, gain sharing need to be

designed and communicated in a way that will foster believable effort

reward linkages.

MOTIVATION MUST BE LINKED TO PERFORMANCE

Management can strengthen motivation to work by making sure that

those who give a little extra get a little extra pay in addition to sales

commission or gain sharing and way of linking pay performance.

Lawler (1980) stated that merit pay could be used to give salaried

personnel an incentive to go that extra mile.

2.4 MONEY: AS A MEANS OF MOTIVATION

If effectiveness could be broadly measured by the size of the cash

house bonus in relation to basic salary, then the difference would have

been startling. In Germany bonuses are rarely less than 25% to 50%

on top of basic salary. In America bonuses of 20% to 30% of salary

are fairly common. some £inns have a ceiling of 50% bonus on top of

salary, but a minority have no limit and bonuses can exceed salary,

though they are very rarely as high as Germany. In Britain the majority

of companies with cash bonuses for executives in fact hand out 3% to

5% of pay as Christmas gift, not effectively related to effort or results.

Even when a scheme is geared to results, the level of bonuses is likely

to be in the 12 and a half % to 25% region, rarely higher.

It could, of course, be mere coincidence that, among these three

countries, the one which pays the highest bonuses in relation to salary

has the best recent history of economic growth, and the one which

pays the lowest bonuses has the worst recent history of economic

growth.

Odiorne (1986) stated that money can never be over looked as a

means for effective employee performance whether in the form of

wages, piecework, or any incentive pay, bonuses or any other thing

that may be given to people for performance, money is important and

as some writers have pointed out money is often more than monetary

value: it can also mean status or power.

Economists and most managers have tended to place money high on

the scale of employee motivation towards high performance. If money

is to be the kind of motivation that it can should be, mangers must

remember several things. First, money is likely to be more important to

people who are raising family, for example than to people who have

“arrived” in the sense that their money needs are not so great. Money

is an urgent means of achieving a minimum standard of living.

Although this minimum has a way of getting higher as people become

more affluent.

According to Kreitner (1984:155), asserted that for some people

money would always be of the most important, while for others it may

never be. Also, it is probably quite that in most kinds of businesses and

other enterprises, money is used as a means of keeping an

organization adequately staffed and not primarily as a motivator. ,

various enterprises make wages and salaries competitive within their

industry and their geographical area to attract and hold people. If

money is to be effective motivator, people even though a similar level

must be given salaries and bonuses that reflect their individual

performances. Even if a company is committed to the practice of

comparable wages and salaries, as well managed organization need

never be bound to same practice with respect to bonuses. In fact, it

appears that unless bonuses for managers are based to a major extent

individual performance.

2.5 MOTIVATION THEORIES

Motivation to work is as important as the success of an organization

itself. Therefore, it is imperative for management to have a solid

knowledge of motivation theories in order to be able to effectively cope

with workers who are some of the key variable in an organization.

There are many motivational theories; some of these include Maslow’s

Hierarchy of needs, Douglas Mc Gregor’s theory X and Y, Henberg’s

Two-factor theory of motivation, the Hawthorne experiment, Vroom

Expectancy, Theory. Each motivation theory attempts to describe what

human beings are and what human can become. For this reason, it is

customary to say that a motivation theory has content in the form of a

particular view about people.

According to Stoner (1998) the content of motivation theory helps us in

understanding the world of dynamic engagement in which organization

operates. However, since motivation theory also help managers and

employees wrestle with dynamics of organizational life.

Frank and Becker (2002) observed that motivation research is still

various content for funding; “one best way” to think about motivation.

NEEDS THEORIES

Compel L.P. (2000) states that a need is a requirement or necessity for

survival.

Schermerhorn (1996) observed that needs are unfulfilled physiological

or psychological desire of an individual. Content theories of motivation

use individual. Content theories of motivation use individual needs to

explain the behaviours and attitude of people at work. Although the

basis premise of need theories that people individual needs to explain

the behaviours and attitude of people at work. Although the basis

premise of need theories that people individual needs to explain the

behaviours and attitude of people at work. Although the basis

premises of need theories is that people are motivated to obtain

outcome at work that will satisfy their needs. Need theory complement

expectancy theory, which outcome motivates people to perform at a

high level? Need theories suggest that in order to motivate a person to

contribute? Valuable inputs to a job and perform at a high level, there

are certain needs, which a person need to satisfy those needs when

satisfied helps the person perform at high level and helps the

organization achieve its goals.

MASLOW’S HIERARCHY OF NEEDS

Psychologist Abraham Maslow proposed that all people seek to satisfy

five basic kinds of needs, physiological needs, safety needs,

belongingness needs, esteem needs and self-actualization needs.

1) Physiological Needs: Maslow regards these needs as those

basic needs for continued existence. E.g hunger, thirst, sleep,

sex etc.

2) Safety Needs: The second level of need is the need for safety,

security or protection against danger, threat and deprivation.

Maslow stresses emotional as well as physical safety.

3) Love or Social Need: when the individual is physiologically

satisfied and feels reasonably secure, he begins to yearn for

close social relationships. He feels the need to love and be

loved, to become an integral part of a group and its endeavours.

4) Esteem Needs: Closely related to the need for love and

affiliation are the need for status self-image. The individual

desires a positive self-image. He wishes to consider himself

strong, able, competent, moral (by his own standard), or

generally worthy.

5) Need for Self-actualization or /self Fulfillment: This refers to man

desires to grow, to develop to his fullest potential, to become

what he is capable of becoming. Reflections of this need might

be one’s desire to upgrade skills or to take on increase

responsibility.

He suggested that those needs constitute hierarchy of needs, with the

most basic or compelling needs – physiological and safety needs at

the bottom. Maslow argued that this lowest need must be met before a

person will strive to satisfy needs higher up in the hierarchy such as

the self-esteem needs. Although this theory identifies needs that are

likely to be important sources of motivation for many people,

researcher does not support Maslow’s contention that there is need

hierarchy or his notion that only one level of needs is motivational at a

time. Nevertheless, a key conclusion can be drawn from Maslow’s

theory.

Weiss (1992) stated that people differ in what needs they are trying to

satisfy at work. To have a motivated work force, managers need to

determine which needs are appropriate to their employee.

TWO FACTOR THEORY

Frederick Henberg’s two – factor theory is another framework for

understanding the motivational implications of work environment.

Hertzberg extended the work of Maslow and developed a specific

content theory of work motivation. In 1959, Hertzberg and his

associates published a research report concerning the attitudes of

people to work. Hertzberg (1996:19), concluded his research by noting

that job satisfiers were related to job content, and job dissatisfiers were

allied to job content. The satisfiers were labeled motivators and

dissatisfiers were called hygiene factors. The studies were first carried

out on engineers and accountant employed in nine different companies

and later on employees at all level totaling about 1,685. These studies

led Herzberg 10 divide the factors, which motivate workers into the two

main categories earlier mentioned.

THE “HYGIENE” FACTOR, which ranges from the state of

dissatisfaction to one of satisfaction and can be interpreted to mean

that hygiene (in the sanitary process) cannot take people healthier but

can prevent illness, i.e. can prevent people from being unhealthy,

when applied to workplace these factors make workers happy and

satisfied in the workplace but their absence or deficiency, can create

unhappiness and dissatisfaction.

By themselves, the hygiene factors do not motivate

They include:

(a) Organizational policies and practice

(b) Style of supervision and management control

(c) Working conditions

(d) Working environment

(e) Interpersonal and social relationships within the working

arrangement.

These factors, it will be seen, relate to the conditions under which the

worker operates rather than to the actual work itself.

THE MOTIVATORS: This is roughly equivalent to Maslow’s high level

of needs. The Herzberg theory, an individual must have a job with a

challenging content in order to be truly motivated. Unlike the hygiene

factors, the motivator’s heaver a positive and long lasting effect on

worker’s performance as they are related to work itself.

For a worker to be happy and satisfied the job itself must be a sense of

motivation, such factors include (1996:52):

(a) Achievement

(b) Recognition

(c) Responsibility

(d) Advancement

(e) Self development

EXPENTANCY

In contrast to the theories of McGregor and Herzberg, the expectancy

or path-goal, model of motivation does not assume that there is one

best way to motivate all persons. Infact, it makes no assumptions

concerning what anyone’s needs or objectives are or should be.

Instead the emphasis is on how mutilation takes place given an

individual’s needs and objectives expectancy theory, formulated by

victor Vroom (1972) position that motivation will be high when workers

believe that high level of effort will lead to attainment of desired

outcome. Expectancy is most popular theories of work motivation

because it focuses on all three parts of the motivation equation, inputs

performance, outcomes and persons level of expectancy determines

whether he or she believes that high level of effort will result on their

jobs only if they think their efforts will payoff in terms o high

performance. That is, if they have a high expectancy.

Members of an organization will be motivated to put forth a high level

of effort only if they think that doing so will lead to high performance.

Adebayo (1988) asserted that in order for people’s motivation to be

high, expectancy must be high. Thus, in attempting to influence

motivation, managers need to make sure that their subordinate’s

expectancy levels and motivation is by training so that people have all

the experience needed for higher performance.

INSTRUMENTALITY

Expectancy captures a person’s perception about the relationship

between effort and performance. Instrumentality, the second major

concept in expectancy theory is a person’s perception about the

extent to which performance at a certain level will result in the

attainment of outcomes such as pay, job security, interesting job

assignments bonuses, or a feeling of accomplishment. In other words,

instrumentalists must be high. For motivation to be high, people must

perceive that if they do perform highly, they will receive outcomes.

Managers promote high levels of instrumentality when they clearly link

performance to desired outcomes.

2.6 HOW TO MOTIVATE EMPLOYEE

Ubeku, (1994) state that the key to the understanding of human

behaviour is an understanding of the human needs. In order to

motivate people to put in their maximum efforts, it is essential that the

various needs of individuals and human needs must be met.

THE BASIC NEEDS

Wages/Salaries

Although emphasis has been placed on the satisfaction of higher

human needs for the motivation of employees. The basic need have to

be satisfied first. We recognize that there is never going to be a time

when the size of the pay packet alone will determine the level of the

individual or worker’s satisfaction.

We may recall that Frederick Taylor advanced the theory of motivation

through financial rewards. He said that to motivate workers to perform,

managers have at their disposal wage incentives. This approach,

based on an assumption which was later brought into focus as Theory

X by Douglas McGregor (1960), states that workers are lazy and can

be motivated only with financial rewards. Taylor’s prescription was

criticized as too narrow, that it emphasized only the economic aspects

of workers needs. But applying this to the Nigerian situation Ejiofor

(1984:122) states that where the level of education is low and where

skilled manpower is in short supply, the highest level of aspiration of

many workers remains within the range of satisfying the lower level

needs, which more often than not is economic. So the level of the

criticism depends on the situation.

Friedlander (2002) asserted that, the payment of good wages and

salaries is fundamental to the productivity effort of those employees.

There are a large number of Nigeria workers who by the very nature of

their jobs cannot be promoted or have their jobs improved in any way.

To this group of employees, the most important factor is the pay

packet. There are no promotion prospects; workers conditions cannot

be substantially improved yet if the pay can be improved from time to

time and provide the working relationship are good.

Apantaku (2002) suggested that an employee in that category is likely

to perform his duties well. In any event, the use of money as a

motivating factor must not be brushed aside lightly.

Gellerman (1976) summed it up the situation aptly; “to say that

monetary omnipotence is a myth, is not to say that money is

important”. Money can motivate; that is it can influence action and

encourage extra effort, extra creativity or any other kind of non-routine

performance. But it can be do this only when the increment or net gain

for the employee is large enough.

THE WORKERS SOCIAL NEEDS

The Human Relations Movement attempted to fill the gap in Taylor’s

theory by bringing up the social needs of the workers as a motivating

factor to improve productivity. The movement proposed that if workers

are treated like human beings by management and if an environment

is created at the work, situations in which workers enjoy a sense of

belonging with their mates, productivity would improve.

PROMOTION

Employees want to see a change for the better in their place of work.

A supervisor would like to head the bank branch. Promotion brings

along with it not just more money but a mark of recognition of the

individual’s performance.

Consequently, in order to justify this recognition, the employee

promoted puts in more efforts in this work. Promotion put new lives in

the individual and activates his knowledge, skills etc. and he in turn

strives harder to be effective in his new job. The motivating effect of

promotion is high.

JOB ENRICHMENT

Blanchard (1993) observed that job enrichment must be distinguished

from job enlargement. , a job enlarged when the tasks being performed

on the job are merely increased. But job enrichment, vertically loads

the job by using more of the person’s talents and giving more freedom

in decision making. When for instance, tasks are being done by many

people are created into one job so that the one individual starts and

ends the task, the workers can in such a situation see his finished

product. The results of job enrichment efforts have in many instances

been Gratifying. Reports of increased productivity and improved

employee attitudes have been common.

OBJECTIVE SETTING AND APRAISAL

We do not consider an elaborate system necessary. What is important

is an approach whereby within a framework he can be able to

ascertain within that framework what is required of him. In this way he

can determine to what extent he has succeeded during a given period.

The old idea of calling an employee up in December and telling him

that this work during the year has not been satisfactory must be

abandoned. That approach is too subjective and lends itself to distrust

and arguments.

Rather, the individual within the framework of the department should

set targets/objectives. This agreed with him throughout the year.

During the period the individual is guided and encouraged towards the

achievements of the objectives of the job. A sell-structured appraisal

system makes room for fairness and encourages mutual trust and

confidence, thus creating a congenial atmosphere where the employee

can do his work without fear or inhibition.

INCREASED RESPONSIBILITIES

Ojo (2002:23-24) stated that a number of managers fear delegation of

Responsibilities because they believe, very erroneously too that, their

subordinates will not be able to do the jobs. In other cases, the

managers are afraid of the subordinates taking over their jobs and so

try to down play their abilities. Any manager who finds himself finds

that position should know that it is time for him to retire.

One cannot tell in very many cases whether the subordinate will be

able to do the job or not until he has been tried out in the interest of the

company and the individual. It is better to remove a subordinate if

there are good grounds to show that he has reached the height of his

competence, rather than deny him the means of growth and

development. In any event one of the managers’ duties is to train and

develop his subordinate to take over. He cannot be that effectively

unless he increases his responsibilities gradually as a part of planned

development.

AUTHORITY AND ACCOUNTABILITY:

Freeman (1998) noted that a major factor in motivating a job holder is

to give him increased authority and hold him accountable for results.

This situation will pose a challenge to which the employee will react.

2.7 MOTIVATION THROUGH MANAGEMENT BY OBJECTIVES

AND PARTICIPATION

The issue of employee participation has been perceived with some

sceptiscism, yet some organization like IBM, which embraced it

continuously, extols its merits. Management by objectives (MBO) is a

motivational told that encourages sales person in making stronger

commitment to their job through participation.

Today’s social and educational trends have become more dynamic

and people’s expectations have risen above basic monetary

requirements. A lot more people are demanding for more interesting

work and opportunities to have a say in decision-making. Decisions

made through group participation will be more informed and therefore

become more acceptable to the employees with little or no resistance

to the change(s) occasioned by the education.

However, participation requires extreme caution so as not to

generalize its application. Hopwood (198a5:240-241) argues that it is

probably true that participating raises employees’ morale, its effect on

productivity is uncertain.

Also the degree of participation will depend on the nature of decision

taken. In the study by Heller (1971) of 15 senior managers in

successful US companies, it was revealed that the degree of

participation depended on four factors.

Participation is more likely for decisions below the participating

subordinate. General and personnel managers use participation more

successfully due to the nature of decisions taken. Participation is more

where subordinate are few. Senior managers allow greater

participation.

Sales contest:

Sales contest have proven to be an effective motivational tool.

Contests should be carefully planned and conducted in order not to

destroy the incentive of the participants. A well-planned contest should

be clear as its duration, and the pre-requisites needed to enter or win

the contest. Most of al, it should be fair, and company should benefit

from it. The publicity arising from contest is yet another way of

recognition.

Sales practitioners for some reasons favour sales contests as an

additional compensational device in achieving limited and specific

objectives.

Morris (2001) study has supported the view that sales contest is an

important motivator. They contend, “A well organized and implemented

sales contest with appropriate awards and recognition provides an

excellent method for increasing job satisfaction”. They contend that

the success of participation will depend on the character of individual

involved, the technology of the industry and the work environment.

Effective Communication

The antidote to low morale, distrust and low productivity is an effective

two-way communication trough the entire sales structure.

Interpersonal contacts is an important way of communicating – thereby

motivating the sales people. It affords the sales executive an

opportunity to discuss both personal and job related issues with their

subordinates such as problems, inability to meet up with overdue bills–

sickness etc. The sales executive could be of assistance in proffering

genuine suggestions. Where personal contact is not practical

especially in bigger organizations, the alternative is to arrange periodic

meetings and conferences, which will afford the sales personnel closer

contact with their executives. The opportunity will have a strong

motivational impact. Effective communication is more than mere face-

to-face contact, but involves some sort of understanding. Johnson

(1980) also suggested communication through written

correspondence; phone calls. Bulletin, personnel letters and

announcements could be of immense help.

Pragmatic Leadership

An effective leader is one that commands voluntary cooperation of his

subordinates, motivating individually or as a group to attain the

organization’s objectives. Good leadership can turn – around a dying

company into a viable one by observing some basic elements of

human relations. The extent of his dedication should reflect on the

same diligence he/she expects of sales personnel.

Effective leaders when drawing a salespersons attention privately to a

substandard performance should emphasis and commend him more

on his strong points. This will increase the trust within the sale

structure and thereby stimulate the sales personnel to greater efforts.

2.8 THE PROBLEMS OF INEFFICIENCY IN AN ORGANIZATION

The public services in Nigeria, according to Ojo (202) have often been

described by the press and by members of the public generally as

inefficient, what precisely do people understand by the notion of

efficiency? How can efficiency in the public service be measured? It is

fashionable to draw unfavourable comparison between efficiency in the

public service? If the public service is indeed inefficient, what is the

root causes and factors responsible for this situation?

The Oxford English Dictionary defines “efficiency” as fitness or power

to accomplish or success in accomplishing the purpose intended,

adequate power effectiveness, efficiency. Turning to the Enclopaedia

of the social science, “efficiency” is described as follows:

Efficiency in the sense of a ratio between input and output, effort and

results, expenditure and income, cost and the resulting pleasure.

From the Oxford English Dictionary’s definition and from popular usage

efficiency is often regarded as synonymous with effectiveness.

Effectiveness is generally used to refer to the achievement of some

policy goal at minimum input of energy or resources. It is a notion of

optimization whereby maximum satisfaction is obtained for a given

outlay of resources.

In considering the factors responsible for inefficiency in the Nigerian

Public Service, there are some reasons as identified by Freeman

(1998:39). These reasons can be grouped broadly under institutional,

political, psychological, attitudinal and sociological.

Institutional: Faulty Recruitment of Employees one of the blames of

the Nigeria Public Services is the recruitment of mediocre or totally

unsuitable candidates in preference to candidates of high merit. The

reason for this ugly situation can be traced to nepotism corruption and

tribalism.

Faulty Posting

A man’s capability can be best demonstrated in fields most familiar to

him by training and experience. When a man is given a job for which

he has no previous experience or background training then the end

result can never tally with the target goals.

Inadequate Training:

Admitted, much progress has been made in the various public services

of Nigeria towards training and staff development during g the past

decade, and particularly since the introduction of a result – oriented

approach to public service following the report of the Public Service

Review Commission. But the tempo and scale of training still falls far

short of normal requirement for an efficient public service. A great

number of bosses in the public services do not appear to appreciate

the purpose and value of staff training and development.

Deterioration in Health

Perhaps because of domestic commitments and responsibilities, most

Nigerian public officers whose health has deteriorated to the point of

permanent impairment of efficiency never learn to retire gratefully from

public services. They hold on and drag themselves to work. Mental

concentration on work is difficult for someone afflicted with a physical

ailment usually aggregated by the psychological fear of the possible

outcome of the illness.

Lack of Clear Objectives

One of the great maladies that afflict most work in the public service is

the complete absence of goals or objective forming g target for public

officers to pursue.

Sociological: False Declaration of Age:

This is another allied cause of deterioration in efficiency in the Nigerian

public service. This is the chronic habit of false declaration of age by

some public officers. It is remarkable that out of every ten public

officers in Nigeria it is difficult to find four of them who declared their

true age on joining the public service. This, perhaps, is another factor

of socio economic culture in Nigeria.

Shortfalls in labour productivity in Nigeria’s public service had

variously been explained in terms of the combined debilitating effects

of three broad categories of factors, via: the culture, the job-related and

the managerial.

According to Cumming (1995) states that one of the fundamental

causes of low productivity is the cultural. By the cultural we refer to

those job related attitude and emergent behavioural patterns derived

from prevalent societal values acquired or transmitted from one

generation to another with respect to the worth of work and how it

should be addressed. , when and where these values and derivable

attitudes are supportive of optimum exertion of human energy, they are

consider as “good” and “bad” resulting in the interminable vicious cycle

of poverty, theorerised by Herzberg (1996).

The management factor in low productivity is essentially a leadership

problem, the reluctance or inability of our public sector managers to

engage in the rigours associated with corporate goal-setting and, by

extension party, in a corresponding lack of the capacity to fruitfully

undertake the related management engineering functions of work and

job designs; process design, work and job allocation, resource

determination, acquisition, allocation, development and preservation;

performance monitoring and evaluation.

Aluko (2000:32) states that the problem with organizational objectives

was confusion, low morale and low productivity not so much with their

stability and consistency, rather the problems is with the largely

generalized, non-measurable manner in which successive

governments have specified their objectives. Without specifying

objejctives in measurable terms, it is difficult to establish what is

expected of the civil service, let alone have rationale bases for

criticizing it for non performance; Ubeku (1994:33) also stated that “the

absence of both clearly defined and communicated objectives and of

an organizational structure designed to meet the objectives is enough

to keep an organizational in confusion, low morale and low

productivity”.

2.9 SOLUTIONS TO THE PROBLEMS OF INEFFICIENCY IN AN

ORGANISATION

- Goal setting – setting of verifiable objectives

- Man fit job-placing the rightful man in the rightful position.

- Motivational strategies – incentives to encourage workers.

- Management by Objectives (MBO) – as specified by Peter

Drucker in his book Management by objectives (1984). He said

objectives must be set in all areas where performance affects the

health of the enterprises.

- Training and development to improve knowledge, skills and

attitude needed for the performance of both the present and

future jobs.

- Good salaries and wages administration – knowing the worth of

each job and the payment of salary. Commensurate with the job

performed.

- Effective leadership – participating leadership

- Management engineering functions like job design, process

design and sound organisational designs and policy design.

- Performance monitoring and evaluation technique

- Installing effective control

- Planning adequate operating facilities.

2.10 SUMMARY OF CHAPTER

This caper attempts to review the relevant contributions made by

notable theorist, scholars and researchers towards the understanding

of the concept motivation.

The relevant issue raised in the Maslow’s “need hierarchy” is the need

to evaluate each individual sales person in order to predict his

emotional state as regards his needs and further try to meet the

unsatisfied at differing levels if sales persons are to be motivated.

Also, worthy of note is the contribution of Vroom with “expectancy”

theory which suggested that the strength of an individual’s motivation

will depend on his expectation of a certain outcome or “Valence”. The

advantage of Vroom’s theory is that of making a clear distinction

between an individual and organization’s goals where an individual’s

goal is unrelated to his job, the search for self realization might not b e

through his job, therefore, his motivation will be zero.

Herzberg advised that “hygiene factors” i.e. pay and conducive

environment though helpful in minimizing dissatisfaction in a job would

not motivate unless supported by “motivator factors” which give an

individual a sense of fulfillment.

Herzberg and others also propose a better content through job

enrichment and job enlargement.

Similarly, Drucker (1981:46047) also contended that encouraging

workers to accept responsibilities through job placement participation,

free flow of information throughout the entire sales structure would

create a better challenging work environment and enhance greater

motivation.

Motivating being a necessary but “thankless” task regarding of

complexities of human nature – management practitioners should

endeavour to understand and diagnose individual’s motivational

situations. Sales executive should exhibit exemplary leadership trait,

encourage a twoday flow of information and participation within the

units and reward efforts with appropriate compensation incentives.

REFRENCES

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Bernard, U. (1983), Motivation and Reward System on Organizational

Behaviour. Davidstones USA. Pp 128.

Cowling, R. (1998) “Leadership, Employee Needs and Motivation”

Bureau of Business Research. Ohio State University Columbus.

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Cuming, C. (1985), Human Resources Management, Employee

understanding on Motivation. New York Prentice Hall Inc. pp 13-14.

Drucker, P.F. (1980) “Managing for Result. Motivation for Manager”.

Harvard Business Review. Vol. 6 pp 38.

Drucker, P. (1981), Managing for Result. London Herper and Row pp.

46-47.

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School. Vol. 11 No. IV. March-June p. 64-65.

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 INTRODUCTION

This chapter will be concerned with methodology of the project.

Methodology refers to the different ways or procedures used in the

collection of information for this research study. There are many

methods of collection data or information and each method used

depends on the type of research being undertaken.

The research can be described as a descriptive research and as

Olomolaiye (1986) puts it “a descriptive research looks into present

going on”. He further went on to write that a descriptive research

seeks to answer the question “what is”? as the means name implies in

a descriptive study, the research attempts to describe events and

situations as they appear to him. This then implies that a descriptive

research is basically an observational study.

Techniques of data collection provide information on how you obtain

the necessary data on which the results and conclusion are based. As

might be expected, there are various techniques available for data

collection. The basic issues to be addressed bothered on the research

questions earlier enumerated.

3.2 RESEARCH DESIGN

The research instrument is designed in such a way that it availed the

major people to be interviewed the opportunity to provide answers to

the questionnaires raised by the study. The questionnaire is conducted

in the simplest manner and structured to allow the option given, it also

allows respondents give their own views on certain issues that requires

further explanation to the one already provided. The questionnaire

shall take into consideration all categories of staff of Union Bank of

Nigeria and Standard Trust Bank.

3.3 SOURCES OF DATA

The major sources of information or data collection are primary and

secondary sources.

Primary sources of Data: The primary source of data is the

questionnaires and oral interview and the purpose of which to elicit

information from the respondents.

Secondary sources of Data: The secondary sources of data shall

involve contacting various contributions and write ups by notable

authors and scholars in motivation. Textbooks, journals, newspapers

shall be contacted to solicits adequate information for the study.

3.4 POPULATION FOR THE STUDY

The sample size comprised of people of different status and

educational background of the bank staff to be used.

Sampling theory suggest that method of estimating size in a population

will depend on the following factors; purpose of study, the type of

sampling to b used, time resources, labour consideration and

maximum error to be accommodated.

In a bid to determine the sample and the number of questionnaires to

be administered as given that the true proportion of banks in Lagos is

90% of the whole mean. I will like to be 95% confident that my findings

will be correct to a maximum whole mean error of 5% of the true

proportion. Bearing in mind the assumption implied in the sample plan

above.

N2 =Z2 ______P (1-P)

E2

Where

N = Number representing sample size

Z = Standard Statistical Score is 95%

P = Proportion of the Bank used

1-P = Proportion of other people to be interviewed outside the bank.

E= Maximum error to be accommodate.

From the models

N = is to be determined

Z = 1.96 from the statistical table of normal distribution at

95% confidence interval.

P = 0.9 since it is 0% by proportion.

1-P = 0.1 since, it is 10% by proportion

E = 0.0025 since it is a 5% maximum error

Therefore, we substitute this value

N = 1.962 x (.9) (.1)

0025

3.84 x 0.9 = 138.24

0025

Our sample size for the study will be 138 persons and this will form the

basis for further analysis.

The population size for the study is 100% i.e 138 respondents to be

selected randomly. Also, the population shall be selected among

various categories of staff of United Bank For Africa and

Guarantee Trust Bank using simple random techniques.

3.5 TOOLS FOR DATA COLLECTION

In presenting the data, questionnaire tables, simple percentage shall

be employed for the data collection and analysis, while chi-square

method shall be used to test the hypothesis.

The formula for the chi-square is:

X2 = (0-e)2

E

Where

X2 = Chi-square

O = Observed frequency

E = Expected frequency

Also,

E = Row total x column total

Grand total (%)

Critical value is 5% level of significance = 5.99

Decision Rule

If the critical value 5.99 (<) less than calculated value, we accept the

Null hypothesis and reject the alternative hypothesis.

REFERENCES

Olomolaiye, F.O. Research Methods and Statistics Jos, Fab Anieh

(Nig.) Ltd.

Balley, K.D (1978) Methods of social Research. The Free Press

Division of London Macmillan Publishing Co. Inc.

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 INTRODUCTION

This section will be about data presentation and analysis. The analysis

will be in tabulated form. The data for this study were collected

through the administration of the structured questionnaires to a sample

of bank workers (Guarantee Trust Bank (GTB) and United Bank for

Africa (UBA) ) within Lagos metropolis. Lagos was chosen for the

purpose of this study because studies have shown that over seventy

percent industries (including banks) are located in Lagos. Aboyade

(10), it is therefore implies that Lagos could serve as good

representative of this study.

One hundred and thirty eight copies of the questionnaires were

administered randomly to staff of two bank stratifies in to the following

classifications: old generation banks, UBA 60, seconds generation

banks 78. However, ninety (90) copies of the questionnaire were duly

completed and returned, which formed the basis of our analysis.

4.2 DATA PRESENTATION AND ANALYSIS

SECTION A - PROFILE

Table 4.1 Sex Distribution of Respondents

Valuables No. of Respondent percentage

UBA

Guarantee Trust Bank

UBA


Male 30 25 66.7 55.5

Female 15 20 33.3 44.5

Total 45 45 100 100

Source: Field Survey

From the analysis, 66.7% of the staff of UBA are male and 33.3% are

female in Guarantee Trust Bank, 55.5% of the staff are male, 44.5%

are female.

Table 4.2 - Age Distribution of the Respondents


UBA


UBA


Less than 30 years 7 18 15.5 40

31- 40 years 18 22 40 48.8

41 years and above 20 5 44.5 11.2

Total 45 45 100 100


From the analysis above, 15.5% of the respondents (UBA) are within

the age bracket of 30 years, 40% of the respondent are within 31-40

years, 44.5% and 41 year above.

In , 40% of the responde Guarantee Trust Bank nts are less than 30

years, 48.8% within 31-40 years, 11.2% age bracket of 41 years

above.

We can deduce that new generation banks employ younger people

compare to old generation banks.

Table 4.3 - Marital Status Distribution of the Respondent

Valuables No. of Respondent Percentage

UBA


UBA


Single 18 28 40 62

Divorced 2 1 4.4 2.2

Married 25 16 55.6 35.8

Total 45 45 105 100


The analysis on table 4.3 portrayed that, 40% of Guarantee Trust

Bank he respondent in UBA are single, 4.4% divorced, 55.6% married

while in Guarantee Trust Bank 62% are single, 2.2% divorced and

35% married.

Table 4.4 Qualification of the Respondents


UBA


UBA


OND/NCE 25 6 55.6 13.3

HND/BSC 12 20 26.6 29.5

MBA/MSC 4 8 8.9 17.9

ACA/CIB 4 11 8.9 39.3

TOTAL 45 45 100 100

Sources: field Survey

From the analysis 55.6% of the respondents, UBA are holders of

OND/NCE certificates, 22.6% are graduates of HND/B.Sc, 8.9% again

holders of Professional qualification.

In Guarantee Trust Bank , 13.3% are holders of OND/NCE . 29.5%

HND/B.Sc, 17.9% MBA/MSC holders, 39.3% with professional

certificates.

Ta

ble

4.5

-

Year in position


Table 4.5 shows that 4.4% of the respondents, UBA have spend less

than 2 years. 28.8% between 3-5 years and 66.8% 6 years and above.

In Guarantee Trust Bank , 57.8% spend less than 2 years, 33.3%

between 3-5 years and 8.9% years and above.

From the data analysis on the above table, the result shows that

promotion is rapid at Guarantee Trust Bank compare to UBA.


UBA


UBA


Less than 2 years 2 26 4.4 57.8

3-5 years 13 15 28.8 33.3

6 years and above 30 4 66.8 8.9

TOTAL 45 45 100 100

Table 4.6 Years in Service


UBA


UBA


1-5 years 12 34 26.6 75.5

6-10 years 13 9 28.8 20

11-29 years 20 2 44.6 4.5

TOTAL 45 45 100 100


Table 4.6 indicates the years of service of the respondent. 26.6% of

UBA staff said 1-5 years 28.8% said 6-10 years and 44.6 said 11.2

years, whereas in , 75% between Guarantee Trust Bank 15 years,

20% 6-10 years and 4.5% 11-29 years.

From the analysis, the Labour turnover at UBA is low compare to

Guarantee Trust Bank perhaps this may not be as result of low

remuneration, but other factors.

Table 4.6 Status of the Respondent


UBA


UBA


Manager 10 10 22.2 22.2

Supervision 8 12 17.7 26.6

Senior Staff 20 15 44.4 33

Junior 5 8 11 18.2

Freeman 2 - 4.7 -

TOTAL 45 45 100 100


The result of the study on the table 4.7 affirms that 22.2% of the

respondents each are manager, 17.7% (UBA), 26.6%( Guarantee

Trust Bank) are supervision, 44.45 (UBA), 33% (Guarantee Trust

Bank) are senior staff and 11% (UBA) 18.2 (Guarantee Trust Bank) are

junior staff.

Table 4.8 - Annual Salary


UBA


UBA


Less than N250000 10 6 55.6 13.3

N251,000 – N500,000 20 10 44.4 22.2

N501.N1 million 8 20 17.7 44.4

Above N1 million 7 9 15.7 20.1

TOTAL 45 45 100 100


The result of the analysis, we could deduce that Guarantee Trust Bank

paid higher salary to its staff than UBA.

22.2% UBA staff earned less than N250,000, 13.3% of the

respondents at Guarantee Trust Bank earned the same amount,

44.4%, 17.7% at UBA earned N251-N500,000 N501-N1 million and

above N1million respectively.

Table 4.9 - Resources to meet Department Target


UBA


UBA


Strongly agreed 18 40 25 55.5

Agreed 5 11 10 22.2

Undecided - - - -

Disagreed 3 6.6 5 11

Strongly 19 42.4 5 11.3

Total 45 100 45 100


The result of the analysis shows the large percentages of the

respondents at Guarantee Trust Bank, 55.5% and 22.2% total 77.7%

agreed to the fact that there are enough resources to meet their

productivity target unlike the respondents from UBA the percentages is

very low.

This means that the management of Guarantee Trust Bank provides a

more conducive environment to make their workers put in their

optimum best.

Table 4.10 - Salary Proportional to Performance


UBA


UBA


Strongly agreed 10 22.2 35 77.8

Agreed - - 5 11.1

Undecided 5 11.1 - -

Disagreed - - - -

Strongly 30 66.7 5 11.1

Total 45 100 45 100


This study on table 4.10 shows that majority of the respondents 77.8%

Guarantee Trust Bank strongly agreed that their present salary is

commensurate with the work they are doing while their counterpart

rated their salary low 66.7% in proportion to their performance.

Table 4.11- Performance in Relation to Totality


UBA


UBA


Poor 30 66.6 4 8.8

Good - - - -

Excellent - - - -

Very good 13 28.8 36 86.6

Very poor 2 4.6 5 4.6

Total 45 100 45 100


The researcher asks the respondents whether their present earning is

commensurate with their performance. This question is similar to table

4.10; this is to have full understanding of the respondent’s reaction.

From the analysis, 66.6% of the respondents UBA reacted negatively,

while 86.6% majority of the respondents Guarantee Trust Bank admits

that their salary is very good in relation to their performance.

Table 4.12 - Non-Monetary Incentive for Higher Performance


UBA


UBA


Yes 16 35.5 33 73.3

No 22 48.8 11 24.4

I cannot say 7 15.7 1 2.3


Total 45 100 45 100


The table above shows that 73.3% of the respondents from Guarantee

Trust Bank indicate that non-monetary incentive enhanced their job

performance compare to 35.5% of the respondents at UBA.

This means that the staff at Guarantee Trust Bank appreciates

Praises, Advancement, Promotion and recognition than their

counterpart in UBA.

Table 4.13 - Performance Depend on Satisfaction of Basic Need


UBA


UBA


Strongly agreed 18 40 25 55.5

Agreed 5 11 10 22.2

Undecided - - - -


Strongly 19 42.4 5 11.3

Total 45 100 45 100


From table 4.13 all the respondent from both banks agreed that their

performance depend on their basic needs.

Table 4.14 - Why are they Meeting their Daily Targets


UBA


UBA


Poor attitude management to

employee welfare

30 66.6 18 40

Lack of training and

development

15 33.4 27 22.3

Total 45 100 45 100

Sources: Field Survey

Table 4.14 the majority of the respondents from UBA 66.6% agreed

that the reason why their department not meeting the target is due to

poor employee motivation, compare the number of respondents at

Guarantee Trust Bank 40%. We can deduce that employee of

Guarantee Trust Bank are highly motivated than their counterparts in

UBA.

Table 4.15 - How they Identify Employee Needs


UBA


UBA


Performance appraisal 7 15.5 25 55.5

Union negotiation and

demand

13 29 - -

Recommendation of the

supervisor/department heads

9 20 7 15.5

Based on the profit declared

for the year

10 22.2 5 11.3

Total 45 100 45 100


From the data analysis on the table 4.15 Guarantee Trust Bank

respondents admits that they identify their employee motivational

needs using performance appraisal (55.5%), while the highest for UBA

29% is by union negotiation with management on wages and salary

negotiation.

Table 4.16 – Difference in Wages Compare To other Banks


UBA


UBA


Yes 45 100 45 100

NO - - - -

Total 45 100 45 100


From the analysis on the table 4.16 all the respondents agreed that

wages is different in what they earned now compare to their colleagues

in other bank. This means that there is no fixed amount of wages in

Nigeria banks.

Table 4.17 - Relationship Between Motivation and

Productivity


UBA


UBA


Strongly agreed 18 40 23 51

Agreed 10 22.2 8 17.8

Undecided 4 8.8 10 2.2

Disagreed 10 22.2 13 22.2

Strongly 3 6.8 3 6.8

Total 45 100 45 100


From the analysis on the table 4.17 40% 22.2% of the respondents

from UBA strongly agreed that there is a relationship between

motivation and productivity 51% and 17.8% strongly agree and

strongly disagreed among the respondents of Guarantee Trust Bank.

From the result we can deduce that good management will lead to

higher productivity.

4.3 TEST OF HYPOTHESIS

Ho: There is a relationship between motivation and productivity

HI: There is no relationships between motivation and productivity

Using data on table 4.17

Valuable UBA % Total Guarantee Trust Bank

% Total

Strongly agreed 18 40 58 23 51 74

Agreed 10 22.2 8 17.8

Undecided 4 8.8 32.2 1 17.8 25.8

Disagreed 10 22.2 12.8 10 2.2 3.2

Strongly 3 6.8 9.8 3 6.8 .8

Total 45 100 145 45 100 145

Chi-square formula

X2 = (0 – E)

E

Where

X2 = Chi-Square

O = Observed frequency

E = Expected frequency

= Summation

The expected frequency (E) = Row total x column total

Grand total (%)

The critical value is X02 = 0.5 level of significance

Calculated value Xc2 will be determined

Therefore, expected frequency using UBA respondents

R1 Co = 58 x 45 = 26.1

100

R2 C1 = 32.2 x 45 = 14.49

10

R3 C2 = 12.8 x 45 = 5.76

100

R4 C3 = 32.2 x 45 = 14.49

100

R5 C4 = 9.8 x 45 = 4.41

100

Calculated or observer value

O E 0-E (O-E)2 (O-E)2 E

18 26.1 -8.1 65.6 2.5

10 14.4 -4.4 19.36 1.3

4 5.7 1.7 2.89 0.5

10 14.4 4.4 19.38 1.3

3 4.41 -1.41 1.9 0.4

X2 = 6

Critical value is Xo2 = 5.99

Calculated value is Xc2 = 6

Therefore, we accept the Ho: Null hypothesis since Xo2 < Xc2 that

there is a relationship between motivation and productivity.

CHAPTER FIVE

SUMMARY OF FINDINGS, RECOMMENDATION AND

CONCLUSION

5.1 SUMMARY OF FINDINGS

The following is a summary of the findings:

(i) The study has been able to determine the extent to which the

management of Guarantee Trust Bank and United Bank for

Africa apply motivational techniques to encourage employees to

improve their performance.

(ii) It was discovered from the data collection from the respondents

that United Bank for Africa UBA) pays lower than the Guarantee

Trust Bank.

(iii) The study revealed that Guarantee Trust Bank management

provide fringe benefits for their workforce, recognize their input to

the bank unlike majority of the employees of United Bank for

Africa who expresses lack of adequate provision of fringe

benefits, which has adversely affected their productivity and

mass resignation from the bank.

(iv) The findings indicate that money alone is the major factor for

employee motivation. The power of exchanger that money

confers in any organized market has helped to give it undue

attention as an incentive towards positive contributions to

organizational objectives.

(v) Also the study reveals that the performance of the employee

depends on their basic needs.

(vi) Majority of the respondents also indicated that their needs can be

identified through performance, appraisal union collective

bargaining with management and base on the profit made by the

organization.

(vii) The study further shows that there is a relationship between

motivation and productivity.

5.2 CONCLUSION

Human motivation is of utmost importance to organizations and can

only be ignored by managers at their own detriment. Its absence in the

industry breeds’ negative and undesirable industrial behaviour in the

form of Absenteeism, truancy, lateness to work, high rate of turnover,

restriction input, confrontation with management with frustration

irrationally and aggression.

In some cases, it leads to indulgent in fraudulent practices in essence;

the workers indulge in negative acts capable of frustrating and

preventing the attainment of organization goals and objectives.

Essentially, we can see from this study that Guarantee Trust Bank

extrinsic values, such as pay, help a lot to make the staff happy. It

would be understood from our summary of findings that most problems

of motivation hangs on money and what money and what money can

acquire for the average Nigeria worker from wages and salaries,

selection for training courses, advancement and upgrading, praises,

extension of benefit packages overall reward for handwork and

motivation services. Everything has its end-point in monetary value for

effect Money therefore, should be seen as a means of motivation for

the Nigerian workers.

5.3 RECOMMENDATIONS

Below are some recommendations, which will go a long way in

motivating workers and reducing dissatisfaction and increasing

productivity in Guarantee Trust Bank, United Bank for Africa and the

banking industry in general.

(i) The motivational scheme of United Bank for Africa should be

improved. If pay is to motivate or indeed have many positive

influences at all, management should make it fair and compensate with

the work done with other people doing the same or similar jobs in the

same sector. There is a need for better conditions of service and to

encourage productivity and job satisfaction of workers.

(ii) Since respondents show higher dissatisfaction to promotion,

advancement prospect. Management should make sure that workers

are promoted on merit as and when due.

(iii) Staff training and development and regular consultation by

management on staff welfare should be pursued vigorously to have a

sense of belonging and tends to prepare them for higher

responsibilities.

(iv) Good supervision and relationship with the employees should be

reviewed, welcomed and encouraged in the bank so as to be able to

know Employees’ problems and ways to show them. The use of

performance appraisal form should be introduced.

(v) Both banks should adopt management by objectives, identify

appropriate motivational needs of the workers not what benefit the

employees. This tends to carry every staff along.

BIBLIOGRAPHY

Books

Bernard, U. (1983), Motivation and Reward System on Organizational

Behaviour. Davidstones USA.

Cuming, C. (1985), Human Resources Management, Employee

understanding on Motivation. New York Prentice Hall Inc.

Drucker, P. (1981), Managing for Result. London Herper and Row.

Eyre, E.C (184) Mastering Basic Management Hong Kong Macmillan

Publishers Ltd.

Freeman, U. (1998) Organizational Behaviour towards Motivation.

New York Englewood Cliffs, 5th edition.


Professional Management. Vol 2.

Herzberg F. (1996), Work and Nature of Man. New York World

Publishing.

Kreither, C (1984), Management Behaviour: London Herper and Row.


Press.


Professional Management. Vol 2.

Luthans, Fred. (1977): Organizational Behaviour New York McGraw-

Hill Inc, Englewood Cliff,


Press.

Ojo U.T. (2002) Human Resources Management. Lagos Joja Press.

Olomolaiye, F.O. Research Methods and Statistics Jos, Fab Anieh

(Nig.) Ltd.

Schereranbun, T. (1996). Management. New Delhi, India Tata McGraw

Hill Publishing Col Ltd.

Stephen C. (2001): Management: London Longman Publication 2nd

edition.

Stoner, J. (1998), Management. London Prentice Hall International , 4th

edition.

Stoner, P. (1998), Management Theory, Process and Practice. New

York. McGraw Hill Book Company.

Ubeku, A.K. (1984) Personnel Management in Nigeria: Principles and

Practice: London Macmillan’s Publisher.

Ubeku, A.K. (1994), Motivation in Industry. London Evans Publication.

Vroom, V. (1992), Expectancy theory and Organizational Behaviour

Published by Ibadan University Press.

Journals

Aluko, M.A (2000), Employee Motivation. “An Effective Tool for

Enhancing Workers Productivity. Business and Management Journal”,

Michael Steven and Associates. July – September. Vol 3.

Cowling, R. (1998) “Leadership, Employee Needs and Motivation”

Bureau of Business Research. Ohio State University Columbus.

Monograph.

Drucker, P.F. (1980) “Managing for Result. Motivation for Manager”.

Harvard Business Review. Vol.6

Gellerman, V. (1976) “Compensation Vs Performance” USA Journal of

Applied Psychology.

Hopwood A.G. (1985): The Role of Motivation on Workers

Performance” Journal of Management Research London Oxford

University.

Mitchell, C. (1995), Human Side of Motivation”. Journal of Academy of

Science, Vol. 2.

Odiorne, U. (1996) “Management Techniques: Does one work best”?

Management Review.

Okoro, O. (1986) “Incentive and Reward for Efforts”. Journal of

Management Vol. No.13

Woolf, C. (1995) “Compensation”. London Management and Business

School. Vol. 11 No. IV.

Faculty of Business Administration Department of Management University of Nigeria Enugu campus.

Dear Respondent,

I am an MBA student of the Department of Management, University of

Nigeria, Enugu Campus, conducting a research on the effect of

motivation as a tool for increasing employee efficiency and productivity

(a study of selected banks in Nigeria)

Please your assistance is highly needed in the completion of this

questionnaire to enable me achieve the objectives of this research.

The research is purely an academic affair and any information

collected would be handled with utmost confidentiality.

Thanks for your cooperation.

Thank you.

ONYISHI JUDE CHIDI

QUESTIONNIARE

INSTRUCTION

Please tick () on appropriate answers among the option provided

below, where multiple answers are provided, please feel free to

provide yours.

1. Sex: (a) Male [ ] b) Female[ ]

2. Age:

(a) Less than 30 years [ ]

(b) 31 – 40 years [ ]

(c) 41 years and above [ ]

3. Marital Status:

(a) Single [ ]

(b) Married [ ]

(c) Divorce [ ]

4. Qualification

(a) OND/NCE [ ]

(b) HND/B.SC [ ]

(c) MBA/M.Sc [ ]

(d) Professional Certificate [ ]

5. Year in position

(a) Less than 2 years [ ]

(b) 3 – 5 years [ ]

(c) 6 years and above [ ]

6. Number of years in service:

(a) 1 – 5 years [ ]

(b) 6 – 10 years [ ]

(c) 11 – 29 years [ ]

7. Status:

(a) Manager [ ]

(b) Supervisor [ ]

(c) Senior staff [ ]

(d) Junior staff [ ]

8. Annual Salary:

(a) Less than N25,000.00 [ ]

(b) N251,000 – N500,000 [ ]

(c) N501,000 – N1, million [ ]

(d) Above million [ ]

SECTION B - ONLY STAFF

9. There are enough resources to met my target in this

department?

(a) Strongly agreed [ ]

(b) Agreed [ ]

(c) Undecided [ ]

(d) Disagreed [ ]

(e) Strongly disagreed [ ]

10. All things considered, my salary is proportional to the duties I

perform in this department?


(b) Agreed [ ]

(c) Undecided [ ]

(d) Disagreed [ ]


11. How could you consider your performance in relation to your

present total pay?

(a) Poor [ ]

(b) Good [ ]

(c) Excellent [ ]

(d) Very good [ ]

(e) Very Poor [ ]

12. Can non-monetary incentive motivate you for higher

performance?

(a) Yes [ ]

(b) No [ ]

(c) I cannot say [ ]

13. My performance depends on the satisfaction of my basic need?

(a) True [ ]

(b) [ ]

14. Why is your dependent not meeting your daily target?

(a) Lack of motivation [ ]

(b) Poor attitude of management to employee welfare [ ]

(c) Others please specify. [ ]

SECTION C MANAGEMENT ONLY

15. How do you identify the need of your employee, please specify

(i) …………………………………………………………………………

(ii) …………………………………………………………………………

(iii) …………………………………………………………………………

16. Are there any different from what you offer to your employee

compare to other banks?

(a) Yes [ ]

(b) No [ ]

(c) I cannot say [ ]

17. There is a relationship between motivation and productivity?


(b) Agreed [ ]

(c) Undecided [ ]

(d) Disagreed [ ]


the effect of motivation as a tool for increasing …

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