the essence of motivation of office staff as a tool towards enhancing productivity by sani ibrahim
TRANSCRIPT
The Essence of Motivation of Office Staff as a Tool Towards Enhancing Productivity By Sani Ibrahim
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
A person`s attitude towards his job not only governs his progress but
also affects the progress of energy are else an organization. Olugbon
(1984) has it that the lead of the effort an individual member of an
organization will exert on an assignment or task depend on important
the reward to be derived. “Naturally, which workers are classified their
negative attitudes are generally associated with the environment
where they are working. On the other hand when workers feel good
about job, they associated their feelings with the job itself. Motivation
is derived from the word “motive” which means a drive or force that
leads to certain behavioural charge.
G .A Cole (1997) describes motivation as a process in which people
choose between alternative forms of behaviour in order to achieve
personal goals although some of the psychology and social needs of
individual won this may be at variance with organizational objectives
management cannot disperse with the need to create the type of
atmosphere that is permit the goal of the organization to be attained,
performance with improve within it instrumental in achieving higher
wages gaining promotion and producing increases acceptance by
workers. Secondly, there are sets of factors which are a relate to
people`s inner needs concerning the job. It is in the light of the above
observation that the staffs of Nigerian Defence Academy (NDA) are
expected to fully commit themselves and progress. However for this
commitment to be effective, the staff should be motivated in terms of
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wages, training promotions and advancements after training
appropriate to their schedule of work.
The Nigerian Defence academy should constantly reminds it workers
that time is best spent in honest, productive work, that “hard work of
any kind produces more satisfaction and well being”. Haines (1978):
that work in monotonous and techous only when it is done without
enthusiasm and self confidence that love of work is love of self
expression and the best quality of personal success. All these qualities
cannot be achieved without motivating the staffs of Nigerian Defence
Academy. The aim of this chapter is to summarize the leading theory
that have influenced management attempt to achieve a motivated
workface.
1.2 STATEMENT OF THE PROBLEM
This study will identify the nature of the problem intent and causes of
dissatisfaction by the staff of Nigerian Defence Academy. It must not
be forgotten that individual come into the academy as unique being
with unique personality traits. These traits are sort of projection of
psychological and social needs each of which an individual worker
sacks satisfaction in order to complement the economic requirement
that might be associated with the job through compensation. It is for
this reasons, the job satisfaction is considered crucial to the success of
the staff and Nigerian Defence Academy. The purpose of this research
is to see whether the staffs are being paid in accordance with their
training and need since the administration of salary is designed to
motivate performance. Paying the staff for their achievement will help
to ensure the continued dedication and will make them put in their
best in their day-day activities thereby improving their performance.
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Learning is all about improving current performance and developing
potentials and this take place on the job. In this way the employee
“can rapidly learn to measure up to standard of performance thereby
increasing their value to the organization and satisfying the human
need for person`s growth on the job”.
(Pygors and Onyres 9th edition), when a worker is well trained,
remunerated and motivated he is capable of achieving productivity
through experience on the job. He also grows with the job, but his
corporation in getting higher productivity cannot be taken for granted.
It therefore, follows that job satisfaction is affected by both situations
surrounding the job and the personality of the worker. This is because
job satisfaction is influenced by people, promotion opportunities and
participation in decision making. When a worker is satisfied with this
job, he is not likely to resign an absentee cession will be will be
reduced because the commitment to perform the Nigerian Defence
Academy have suffered over the year as a result of ill motivation by
the organization. The researcher will dig into the root cause
dissatisfaction by the staff and make recommendation for
improvement.
1.3 OBJECTIVES OF THE STUDY
The purpose of the study is to consider the role the top management of
the Nigerian defence Academy is suppose to play in ensuring that the
staff are motivated to perform better. The study will examine the issue
of remuneration compiled with lack of manpower planning of the staff
of Nigerian Defence Academy. This is important because at every point
in time in life of every organization that must be right number of
employees with the right time performing the right activities in order to
achieve the goals and objectives of the organization to fulfil its
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purpose. For this reason, efforts will be in this study to revisit the
manpower planning of Nigerian defence academy.
The research intended to finds out whether the organization really sees
their workers contributing their own quotes to the development of
Nigerian defence academy or not it intended to find out the root
causes of more morale among the staff and to recommend possible
solutions. The research will also address the issue of lack of command
to duty as the major cause of indiscipline by the staff. This project will
prescribe solutions to all these administrative bottle necks. The project
will prescribe managerial solutions to all the frustrations being
experienced by the staff and how the already derived image could
refurbish.
The successful conduct of the project will go a long way to enhance the
proper understanding of motivation in Nigerian defence academy
particularly to the staff. It will assist the management to appreciate the
significance of the study in decision making and policy execution.
1.4 RESEARCH HYPOTHESIS
The research is essentially designed to validate the following
prepositions as the likely hypothesis.
H1: The top management have fail in its duty to motivate the staffs.
H0: Workforce indiscipline in the academy is exhibitions of
dissatisfaction and frustrations with the condition of service of
the organization.
H2: Lack of motivation is the cause of productivity and job
dissatisfaction by the staff of Nigerian defence academy.
H0: Good attitude to work and job satisfaction of the staff on the
academy can make the organization great.
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H3: Staff in the academy with when concourses on the pest did not
appreciate the effect of this training.
1.5 SIGNIFICANCE OF THE STUDY
The study will be invaluable importance to the top management of the
organization (Nigerian defence academy) who will find the literature
review, findings and recommendations very helpful. Scholar’s interest
in the area of motivation will also find the work of immense value.
Apart from the Nigerian defence academy, other organizations whether
military or not will benefit from the findings and recommendation of
this study which may turn ours to the best needed to their own
situations.
Finally the study is one of the requirements for the national diploma in
office technology and management in Nuhu Bamalli polytechnic.
1.6 DEFINITIONS OF TERMS
Training: this is the bringing up of a person or animal into a desired
standard of efficiency, condition or behaviour by giving instructions or
practices.
Performance: the act of doing something, duties or carrying function.
Employees: the staff of an organization employed to achieve the goal
of production, rendering of services.
Staff: a person purposely employed to deal with specific task in the
office. Like correspondences routine office work etc.
Employer: this is the management of organization who gives
directives and has authority to employed staff and sees to the smooth
running of the organization.
Evaluation: this is to find our training need and also assess the value
of training to the organization.
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Vestibule schools: this is an institution of our school where training
takes place apart from on-the-job training.
Concept of training: fundamental or underlying meaning of training.
Motivation factor: this is a factor which encourages engineers a
person or employee to perform well in his job
Productivity: the finding input that an employee done put or field.
CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION
In this chapter, manpower planning leadership, animal performance,
evaluation reports, concept of motivation, and nature of motivation of
organization are discussed extensively.
2.2 MANPOWER PLANNING
Planning in any form is common to both government and business
establishments and planning requires certain basic knowledge
projection and invention. All planning is centred on objectives to be
achieved, looking ahead to anticipate opportunities and barriers is very
essential to planning. Huse (1982) says that, “planning is the process
of determining the major objectives of an organization use and
deposition of recourse to achieve these objectives”. Planning is the
most important managerial functions. Before administrators can
perform any other function they have plan that have purpose and
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directions. For instance, when planning there are four basic questions
one should ask himself. The first question is where are we now? This
question is curtained with assessing the present situation and
forecasting how the situation may change on the future. The second
question is where are we going? This question involves determining
objectives in term of the present and the future. The third question is
what the difference is between where we are now and where we want
to be.
Finally how can we get there from there? This requires an outline of
action and careful analysis of the future duplications of present
decision. It is in this sense that we shall briefly go in to the analysis of
manpower planning assist affect training of staff of Nigerian defence
academy.
As rightly pointed out by ubeku (1995) “manpower requirements of
any organization have to be planned for just a dynamic situation like
the one in which we now find ourselves, no organization can grow
effectively unless the function of manpower planning are carried out
effectively some organization without well trained personnel
department fall with the error of looking for a staff as one necessary. In
every aspect of running an organization, forward looking shall be rule
and this is even more important when we talk about adequate
manpower and the right type of manpower. We must plant ahead for it,
because as it has been pointed out, the days of unsystematic use for
manpower planning should not be seen in isolation concerned with the
future plan and evolutionary organization structures. There are two
main aim in manpower planning, the first is to ensure the optimum use
of human resources correctly employed, and secondly to provide the
for the future manpower needs of the organization in term of skills
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number and ages. This is within it is important that at every point in
time in life of an organization. There must be right jobs at the right
time performing the right activities in order to achieve the objectives
of the organization and to fulfil its purpose.
Manpower planning falls into two stages; the first to concern with the
detailed manpower inventory of all types and level (unskilled, skilled,
supervisory and managerial) of all employs throughout the period of
manpower plan. The second stage is concerned with the manpower
supply that is having decided on what you want; you know what to find
out from what source you can get the right type of people to meet the
requirement. A continuing fund in of manpower is to analyze actually
the current manpower resources available in the organization. Before
doing this, it is important to have an establishment as agreed will then
from the basic for future analysis, the actual establishment either
because without actually checking more people have been employed
when the operation has drunk.
With the above analysis, it will be people to decide whether the unit or
development has surplus staffs who are not needed or who could be
transferred to either section instead of recruiting new staffs. All
employees are useful, when employees are under-employed, they
demoralize as the job becomes unsatisfying. Conversely, it’s possible
to discover through the exercise when people are over worked on a
section whereby three or four people, but as a result of bed planning
only two people are available to perform the job.
A consistent examination of the establishment not just on paper only,
but related to the work being done. An analysis of the establishment
will reveal two areas for possible management action such as over
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stiffing and under-employment. No organization can plan sadistically
for its future manpower requirement unless we know our present
manpower resources. The first step therefore, is to examine the
current human resources available such as managerial, technical,
clerical or operation and so on. This is sometimes referred to as
manpower inventory. The manpower inventory is nearly the stake
taking of employees in the different categories and in the different
sections. As was pointed out earlier, the stock taking will reveal the
skills available and lacking and the number of unskilled sections that
should or should not be employed. This phase will then be followed by
a manpower audit which will form the basis of operation.
Once the current establishment has been agreed the next thing to do
is to plan for the future. The continued existence and growth of any
organizational requires accurate forecasting of the manpower that will
be needed. This is necessary because there may be unexpected
changes which will result from rapid economic and technological
changes. Successful manpower forecasting further future is dependent
on three basic factors. The first one is knowledge of present manpower
resources. Secondly, information on the manpower environment and a
realistic plan must therefore take an amount of this. Once this source a
change have been discovered steps will then manpower environment
can be divided into four categories such as, technological, social,
economical and political.
Having determined the type of manpower requirement and the
availability, the next question is; what active need to be taken to
achieve our future manpower requirement? According to H.I Graham
“manpower planning is the attempt by management mainly those in
the personal department to forecast through a plan”. For example, how
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many and what kind of secretarial staff will be required in the future
and to what extent this demand is likely to occur in the future or where
is in sufficient use of staff.
An organizational manpower planning needs a continuous re-
adjustment, because the goals of an organization are unstable and its
environment uncertain. It is also complex because it involves so many
independent variables such as resistances to change, and government
policies as far as the civil service is concerned. Manpower planning
must include feedback system because of the plan cannot be fulfilled;
the objectives of the organization may have to be modified so that
they can be feasible in manpower terms.
The major uses of manpower planning are to help determine
recruitment level in order to avoid expensive and unsatisfactory panic
measures. For instance, when an organization suddenly realized that it
is short staffed or has face frustration through lack of trained staffs the
organization could always look at its manpower plan and redesign it
with an attempt to maintain it staff. Manpower planning is useful in
various ways. It helps to reduce redundancy be a job situation, it
helping in dictating or showing a point of balance in ratio between
human and financial costs. Most relevant to this project is that
manpower planning will help in showing areas where staffs should be
trained and developed in Nigerian defence academy.
To achieve a successful manpower planning the organization should
identify their future manpower need. The organization should identify
what internal source it will have to meet. The demand should be
compared with the present internal source. From the understanding of
the manpower strength, the organization should find out where its
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needs are on the labour market and what it future requirement will be.
There is also need to cope with number of problems which tend to
make the planning of manpower difficult.
The assignment of preset manpower requirement in an organization
can be done by analyzing statistical data obtainable from various
heads of department in the organization whether public or private
organization. The case of short term requirements the nature and
structure of incentives should be noted and comparison made short
term manpower requirement is considered as a period of one to three
years. It is also necessary to consider both the nature and structure of
the incentives. The nature of the incentives includes the salary grading
system while the nature of the incentive may include both monetary
and none monetary reward of workers.
2.3 LEADERSHIP
A leader is a member of a group with outstanding qualities and rates.
He is the autodial of the group overall interest or objectives. He does
not only define his role, he defines does of the other members of the
group to ensure that they are properly executed for the common
purpose of the group.
Follet (1960) identifies three types of leadership: leadership of
personality, leadership of position, and leadership of function, but
admitted that in modern complex organization that of personality is
less important than the two. Following on this premise Abdussalam
(1986) has attempt a distinction between leadership and leadership. To
him “leadership and leadership are two different phenomena although
it is possible to find them with a single personality. The head who is not
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the effective leader depend heavily on the formal authority at his office
to ensure obedience form members of the organization, while the one
who is the effective leader relies mostly on his partial attributes”.
Some pertinent questions may be raised here to find out the nature of
leadership this include the attempt to influence and the willingness to
b influenced. For instance, why are some suggestions listed to closely
and considered and others are dismissed without even full hearing?
How does some person whose suggestions are frequently accepted
attain this influence, and finally why do members do what they
advocate? Simply put, when one person does what another wants him
to do we say that, influence has power over the other. Leadership
therefore involves power that is the ability to influence other people by
whatever means necessary. The word power is associated with the
ability to influence group members and move them into action. A
leader is a person who has power over the other members of a group.
Many of the past and current woes of man are attributed to mediocre
and irresponsible leadership. Such leadership is to be found in
industries, commerce, government, education, churches, mosques,
military organization, consultancy firms and indeed every form of
organization on earth. There is a wide spread feeling in some circles
that leaders are a selected minority different from the vast members of
followers.
According to Sampson (1971) “the view of the world from beneath are
not the same.” This statement is valid whether we are talking about
the entire society, organization, social institution and so on. In
particular it could be argued that these views vary when the top to
bottom relationship is one of master to slave. The master-slave
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terminology donates a situation in which one person or group occupies
a position of wear total authority over a group of other persons. On one
hand, continued operations procedures a person with lesson amount of
creativity, curiously initiative and achievement.
It is fallacious to assume that, leadership will behave exactly the same
to all subordinate or subjects in all situations. Some leaders may be
found utilizing their authority or traits in most extreme cases, while
others may turn to be moderate in given situations affecting their
subjects in their society or organizations. Having emerge as a leader, a
leader usually develop his own style of motivations and leading his
followers with the choice of style depends on the leader`s philosophy
and management. A leader whose philosophy of management is that
of the scientific management though will exhibit leadership style that
will reflect the school of thoughts, while the one whose philosophy of
management is inclined toward the human relation, school of thought
will exhibit his leadership style to reflect the relation school of
thoughts. Although, numerous leadership style can be deal field. The
common one includes service, autocracy, and benevolent autocracy.
Referent power where the person identifies with the other and respect
him will often have the broadest range of influence. With reward power
is likely to produce increase resistance, although the more legitimate
the power, the less the resistance. Charismatic power may be eroded
because of credibility gap and the individual leader who was once
powerful, might find him devoid of power.
No, one leader, up no matter how charismatic can exercise leadership
poor ever. He might be charismatic with a group at one particular
place and at one period of time. His charismatic may be accepted by
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everyone; in everyplace at all times at the right time when it is
functional each type of source may be very powerful. Leadership is
basically very situational, making on-the-spot decision and meeting
new challenges. Therefore in many situations the leader influence is
based on a combination of source of power.
2.4 TRAINING
The importance of training staff in any organization in a smad invested,
whether it is a public or private one. Training is part of manpower
planning. Training helps the staff to add to their learning faster. A staff
“who has not received adequate training before being assigned with
responsibilities lack the necessary confidence with which to carry out
his duties”.
Diveker (1972), an employee can only perform if he can be helped to
grow into more responsibilities by going through training and
development. The next employee, for instance needs to have a clear
explanation of the job constant of his job and how it relates to the
organization. As a matter of fact it should be noted staff should be
continually trained so that they could increase their values to the
organization to prepare the schools poor advancement in their various
cadres. Training of staff should be the organization to prepare them for
advancement on their various cadres. Training of staff increase their
ability to learn; Training is not simply sending them on courses or
putting them into formal learning instructions. Learning is all about
place on the job.
According to Pigor and Myers (1981) “the staff can rapidly learn to
measure up to standard of performance thereby increasing their value
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to the organization and satisfying their human need for the personal
growth on their job”. Furthermore, continued training can help to get
their ability to learn thereby adopting themselves to major changes. In
job content and work relationship. Performance appraisal by the
superior office with each sub-ordinate is adopted. Good points should
be stresses. All employees have a right to know from their superior
supervisors how they are getting along, and a good supervisor let his
sub-ordinates know more frequently that at the formal appraisal
review. The appraisal decision should be in the nature of the progress
review with an opportunity for employees to respond if they fell
different about their job performance. Performance appraisal should be
able to guide the management to know how the extent to which the
fund extended to staff training productivity after a while should
determine their training needs.
Diveker (1977) is emphatic when he sees ones performance
expectation. “This should start with looking at the major contributions
expected from a man in his past and present position and are cord of
his performance against the Gods”. If he ends result of performance
evaluation is unable to show an organization these that deserve
advancement or promotion, training or replacement, the two methods
here failed and re-examination. It is not that promotion is the best
reward for outstanding performance but actually, it is a way of
acknowledging that staffs are indiscriminate promoted without
reference to their contribution to their organization or private
organizations, profit or non-profit organization with reservation such a
practice should be considered to be not result oriented.
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An appraisal system will normally take the form of pace-pace interview
between superior and the subordinate. “These should be thought in
preparation by both the interview and interviewer. The time, day and
place should be picked. The interview should as much as possible, be
held at a time well separated from any inter-personal disagreement or
disciplinary action by the reviewing officer”. If the interviewing officer
is pre-occupied with other matters so that he cannot concentrate on
the interview, he should postpone it until a time when he will be able
to give his full attention to it, the interview should be given the
appraisal form to complete. The appraisal form should not go on
record.
2.5 CONCEPT OF MOTIVATION
Motivation is “the condition responsible for variation in the intensity
quality and direction of ongoing behaviour” (Vinake, 1962).
Performance is the behaviour that a person on the job meets or
achieves personal goals. The concept of motivation is difficult to relate
to human action or behaviours. Motivation refers to what prompt a
person to act in a certain way or at least develop prosperity for a
specific behaviour. According to Alansa (1983) “an ability to motivate
staff is probably the corner stone of effective management as such it is
not surprising that there is a constant search for penance. The fact of
the matter is that people are not the same. They behave in different
ways different attitude and interest. Furthermore, the situations in
which we all work are not the same.
Alause (1983) has it that among the most relevant findings is that:
1. Level of performance works directly with the individual`s friend.
2. Achievement, particularly when the task is represented as being
difficult and challenging.
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3. A higher level of performance will result from workers who behaves
they are over compensated for their job.
4. Individuals performing at a higher level of job require abilities which
they value or behave themselves to possess.
5. Workers perform at a higher level when they are given feedback
concerning their level of performance.
6. A lot of work still not to be done in his field however, it is possible to
say that job satisfaction is affected by both the situation
surrounding the job occupant. It is influence by such factors as pay,
promotion opportunities, considerate and participate supervision,
and so an.
Although, some of the psychological and social needs of individual’s
workers may be at variance with the organizational goals,
management cannot disperse with permit the need to “strive to create
the type of chamex that will permit the goals of the organization to be
attained and at the same time satisfy the psychological and social
need of its personnel.
As pointed out by Huse (1982) “the employees’ estimate of the value
of a reward and the amount of the effort necessary to achieve it are of
necessity subjective”. Nevertheless, the administrator can be
influential in helping to verify the relationship between effort and
reward. For example he can establish situations where the goals are
dearer and feedback on performance is faster and more direct. The
administrator can make certain that standards are dared. Secondly, to
create and operate opportunities to make the work more interesting,
thirdly, to design jobs so that they contain more opportunities for
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responsibility or achievement and provide gratification from the
working if or from the reward system.
Bray Fields and Crachit (1988) in the word “paying someone well or
giving praise and recognition tend to increase the performance level”
and higher the performance levels more the intrinsic satisfaction.
From the above summary therefore, motivations can be said to be the
conditions responsible for the intensity quantity and direction of
ongoing behaviour. These conditions or both intrinsic and extrinsic to
the individuals needs, believers and attitude and of the situation in
which the person works.
2.6 THEORIES OF MOTIVATION
Humanistic psychologists behaves that every person has a strong
desire to realize his full potential, to reach a level of self actualization”.
To prove that humans are not simply blindly reacting to situations, but
trying to accomplish something greater, Maslow studied mentally
healthy individuals instead of people with serious psychological issues.
This informed his theory that people experiences; high point in life
when the individuals in harmony with himself and his surroundings. In
Maslow`s view, self actualize people can have many experience
through a day while others have experience less frequently.
2.6.1MASLOW`S HIERARCHY OF NEEDS
A visual aid Maslow created to explain his theory, which he called the
hierarchy of needs. In a pyramid depleting the level of human needs
psychological and physical. When a human being ascends the step of
the pyramid he preaches self actualization. At the bottom of the
pyramid are the “basic needs or psychological needs” of human
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beings, food, water and sex. The next level is safety needs: security
order and stability.” These two steps are important to the physical
survival of the person. Once individuals here basic nutrition, shelter
and safety, they attempt to the accomplish more. The third level of
need is “love and belonging”, which are psychological need; when
individual have taken care of themselves physically, they are ready to
share themselves with others. The final level is achieved when
individuals feel comfortable with what they have accomplished. This is
the “Esteem” level, the level of success and status (from self and
others). The top of the pyramid, “need for such actualization”, occurs
when individuals reaches a state of harmony and understanding.
Maslow`s based his study on the writing of other psychologists, Albert
Einstein and people he knew who clearly he met the standard of
actualization. Maslow used Einstein`s writing and accomplishments to
exemplify the characteristics of the self actualized person. He realizes
that all the individuals he studied had similar personality traits. All
were “reality centre”; able to differentiate what was fraudulent from
what was genuine. They were also “problem centred”, meaning that
they treated life`s difficulties as problems that demanded solutions.
These individuals also were comfortable being alone and had healthy
personal relationships. One historical figures Maslow found to be
helpful on his journey to understanding self-actualization was Lao Tzu,
the father of Taoism. A tenet of Taoism is that people do not obtain
personal meaning or pleasure by seeking material possessions.
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2.6.2THE NATURE OF MOTIVATION IN ORGANIZATION
The already enumerated above, it can be rightly agreed “worker`s
motivation is a pre-requisite for human relations” it is nevertheless
synonymous with human relations while it is possible to have whether
motivation without necessarily embracing the whole spectrum of
human relations in organizations exclusive of workers compensation.
Any organization seeks to attain and maintain a very high level of
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SELF ACTU
Self esteem, confidence, respect to
Friendship, family, sexual intimacy
Self actualization
Esteem
Love/belonging
Psycoogist
Safety
Breathing, food, water, sex, sleep, excretion
Security of: body employment, resources,
morality, the family, healthy property
An interpretation of Maslow`s hierarchy of needs, represented as a pyramid with the more basic needs at the bottom.
The Essence of Motivation of Office Staff as a Tool Towards Enhancing Productivity By Sani Ibrahim
human relation must first of all strive to attain and maintain a very
high level of workers motivation within the organization. Although the
achievement of the former, enhance the chance of attaining good
human relation both within and outside the organization and is
therefore work pursuing. This is so because it exhibits a good image of
their organization in view of this, the importance of workers motivation
as an essential element of human relation cannot be over emphasised.
According to Alugbuo, (1984) “the level of effort and individual
member of an organization will exert on an assignment or task will
depend on how importance the reward to be derived from performing
is to the individual.” Exertion of effort at any level will viewed different
result, referent to as first level outcome. It is unrealistic to suggest,
“There exist one universal instrument for measuring of job and
employees.
Ekpenyong (1983) maintained that, “a close analysis and designation
of a particular job to determine the basic of strength and weakness for
employees motivation is crucial “since a job may after all not need to
be enriched with increase responsibilities decision making feedback
and so on.
Pigors and Myers (1982) believed that “an enriched can be a
motivation” such as pay that is adequate and fair, safe and healthy
working conditions, immediate opportunity to use and develop
individual capacities, continuing opportunities for personal openness,
non-discrimination and the opportunity to develop a sense of
community that extend beyond a given working group,
constitutionalism in the organization, for example recognition of rights
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of privacy, free speech without fear of reappraisal, and due process in
all aspects and phases of development, a balance between space time
requirement for work including time for family life and promotion or
merit without the necessity of repeated geographical relocation and
perceived social relevance of work life.
In work situation where employees are granted minimum rights
productivity tend to be low because of the demoralizing effect of
resentment and anxiety. However, as the quality or working life
improves, productivity result will be obtained when management
create conditions which the worker perceive as beneficial to them and
where productivity gains are shared with employees.
2.7 PURPOSE AND EFFECTS OF MOTIVATION AND STAFF
PERFORMANCE
Having discussed the concept and nature of motivation of staff in
organizations, we shall now go further to see the purpose and effect of
motivation on staff performance. Another way of motivating staff to
put in their best is through management by objectives.
Ejiofor (1980) defines MBO as “a method of management whereby the
superior and sub-ordinate managers of an organization agree into a
chain of specific short term goals, define such individuals major area of
responsibility or term of results expected continually reviewed the
accomplishment of the sub-ordinate and used goal accomplishment as
the sole basis of assessing and rewarding the subordinate”
The Adjoin report of has devoted a portion in which the definition and
importance of management by objectives have been stressed.
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According to a report management by objectives (MBO) is a process of
identifying goals and objectives, achieving managerial responsibilities
in term of expected result, and target of the organization with those of
managers. In this approach the superior and subordinate managers in
the organization identify objectives in the major areas of
responsibilities in which the men will work. They design an action plan
to achieve expected result in these areas and set performance
standards for acceptable work. They are trained in a good position to
measure actions result achieved against this projected plan and
standard through them to the overall or corporate goals of the
organization in this way, all the managers in the organization are
working toward the same objectives, their activities are designed,
directed and monitored toward meeting common goals and objectives
of the management.
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUCTION
The chapter deals with research methodology, a process of gathering
data for analysis, interpretation of the data and arrival at conclusion in
order to solve specific problems.
3.2 RESEARCH DESIGN
For the purpose of the questionnaires and documentary methods mere
used;
Questionnaire: the researcher use for the gathering of data was made
up of closed ended questions requiring yes/no.
Documentary: the researcher used already existing written materials
for research purpose. These include the published or unpublished
materials which were read and analysed.
3.3 POPULATION OF THE STUDY
The population size of this research work covers the entire secretarial
and management staff of Nigerian defence academy, Kaduna, in
various departments and categories with specific reference to the
importance of motivating employees.
3.4 SAMPLE SIZE
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As a result of the large population within the scope of this study, and
after problems associated with carrying out this task, a sample of 60
populations was used, selected at random to server as interview.
Therefore, the analysis of data was based on the information from
defined sample size.
3.5 DATA COLLECTION INSTRUMENT
The staff interviewed on employee motivation as a way of enhancing
productivity with each department and staff of the organization was
represented effectively because it was difficult for each staff to be
interviewed one after the other as time constraint did not allow the
researcher to move on all staff.
3.6 DATA ANALYSIS PROCEDURE
In analysis of data statistical and explanatory method were used to
explain and interpret data collection from respondents. All responses
were based on an underlined percent (100%) as will be seen in chapter
four.
E.g. NR X 100
TNR 1
Where 100 = percent
NR = number of respondent
TNR= total number of respondents
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CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 INTRODUCTION
In this chapter, the researcher presented and analyzed data collected
and illustrated on the importance of employee motivation in an
organization with reference to Nigerian defence academy, Kaduna.
It will however, rest on the use of data collected from responses of
NDA. The main instrument of the research is questionnaire, this is to
enable the researcher determine the validity of otherwise of need of
motivation of the staff as it affect the level of performance of a staff.
4.2 RESPONDENTS CHARACTERISTICS
The data presented throughout this chapter are in percentage and
analyzed data are based on the questionnaire issued to different
people.
TABLE 1: WHAT IS YOUR HIGHEST QUALIFICATION?
RESPONSES RESPONDENTS PERCENTAGE (%)WASCE/NECO
- -
NCE 10 17
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OND 10 17HND 35 58B. sc 5 8Total 60 100%
From table one above showed that 35 respondents, representing 58%
are holders of HND, 10 are OND and NCE holders, while 5 respondents
representing 8% are B. Sc holders.
TABLE 2: FOR HOW LONG HAVE YOU BEEN WORKING?
RESPONSES
RESPONDENTS PERCENTAGE (%)
1-3 yrs 15 253-5 yrs 20 335 and above
25 42
Total 60 100%
The table above indicates that 25 respondents making up to 42% have
been working with the academy for 5 and above yrs, 20 from the
respondents representing 33% have been working for 3-5 years, and
15 respondents have worked for 1-3 years with the academy.
TABLE 3: HOW COULD YOU DESCRIBE YOUR WORKING CONDITION?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Good 40 67Fair 15 25Poor 5 8Total 60 100%
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From the above table, 40 respondents representing 67% describe their
working condition being good, 15 said it is a fair and the rest of the 5
respondents representing 8% said their working condition is poor.
TABLE 4: DOES YOUR MANAGEMENT NEEDS WELL EDUCATED STAFFS?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 60 100No - -Total 60 100%
From the above table all the 60 respondents representing 100%
agreed that their management needs well educated staffs.
TABLE 5: HAVE YOU EVER RECEIVED ANY TRAINING FROM THE
ACADEMY?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 58 97No 2 3Total 60 100%
From the above table 58 respondents representing 97% admitted that
they have once receive training while two have not, that is 3% of the
respondents.
TABLE 6: DOES YOUR BOSS TRUST YOU?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 40 67No 20 33Total 60 100%
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The above table shows that 40 respondents representing 67% said
there is trust between them and their bosses do not trust them.
TABLE 7: ARE YOU DEDICATED TO CARRY OUTADDITIONAL
RESPONSIBILTIES OR DECISION MAKING?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 56 93No 4 7Total 60 100%
As it can be seen from the above table, it indicates that 56
respondents that are 93% are delegated to carry out additional
responsibilities or decision making while 4 respondents representing
7% are not.
TABLE 8: WAS SOME STAFF WHO WENT ON COURSE IN THE PAST
PROMOTED OR UPGRADED AFTER THEIR TRAINING?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 20 33No 40 67Total 60 100%
As it can be seen from the table above, 20 respondents said there is
adequate staff promotion in the academy for those who went on
courses or training while 40 of the respondent’s did not agree to this,
that 67% of the respondents.
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TABLE 9: JOB SATISFACTION CAN MAKE THE ORGANIZATION GREAT?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 55 92No 5 8Total 60 100%
From the above table 92% of the respondents agreed that if the staff
of the academy where satisfied with their job, the academy will
become great. It therefore, shows that the hypothesis was accepted.
TABLE 10: WORKFORCE INDISCIPLINE IN THE ACADEMY IS EXHIBITION
OF DISSATISFACTION AND FRUSTRATION?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 35 58No 25 42Total 60 100%
As could be seen above, a total of thirty five respondents from the
table agreed that indiscipline in the academy is exhibition of
frustration, while 25 of the respondents said no. This hypothesis was
also accepted.
TABLE 11: DOES YOUR ORGNAIZATION PUT IN PLACE ANY
MOTIVATIONAL PROGRAMME?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 12 16No 48 84Total 60 100%
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From the above, 12 respondents representing 16% of the total
respondents affirmed that staffs are regularly trained while 48
respondents disagree with this.
TABLE 12: IS THERE BEEN CHANGE AS A RESULT OF THE MOTIBATION
RECEIVED?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 59 98No 1 2Total 60 100%
Table shows that 59 respondents representing 58% agreed that
motivation has improve their performance considerably while only one
respondents representing 2% disagreed that motivation does not affect
any changes in his performance.
TABLE 13: WOULD YOU SUPPORT THE CONTINUOUS MOTIVATION OF
STAFFS?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 60 100No - -Total 60 100%
In the table above, all the respondents i.e. 60 respondents
representing 100% of the respondents support the continuous
motivation of staff. This is necessary because of the dynamic nature of
the profession where new approaches are needed to meet up with the
ever changing automation in office.
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TABLE 14: WITH PROPER MOTIVATION, DO YOU THINK THAT THE STAFF
OF THE ORGANIZATION DEVELOP GOOD ATTITUDE TO WORK?
RESPONSES
RESPONDENTS PERCENTAGE (%)
Yes 52 87No 8 13Total 60 100%
From the above table, the question centred on attitudes to work.
Responses from the staff as could be seen showed 52% respondents,
representing 87% accepted the proper motivation can improve the
attitude to work while 8 respondents disagreed.
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CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 INTRODUCTION
In this chapter, the research tried to summaries, concluded and also
makes recommendations to the top management of the Nigerian
defence academy (NDA) on ways on how to improve or address the
issue of inadequate motivation as it affects the staff of the
organization.
5.2 SUMMARY
It is obvious to observe that the factors affecting the performance of
the staff of Nigerian defence academy it has been analyzed in
preceding chapters. An attempt was made to briefly summarize the
whole lot through, the factor motivation as the cause, which has
always affected employee performance, should be seen as an old
problem and not new.
5.3 CONCLUSION
From the findings of the study it can be said that there was lack of
adequate and proper motivation to the staff of the academy. This
greatly contributes to the lack of commitment, dedication and
exhibition of some kind nonchalant attitude and indiscipline folk of the
staff in the academy. Such negative feelings and attitudes in turn
generate job dissatisfaction in the mind of the staff and eventually lead
to low productivity.
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It has also been observed that absence sound men power and training
scheme for the staff greatly contributes to the staffs’ inefficiency on
the job.
It is hoped that implementation of the recommendation to be offered
could revitalize the staff workforce of the academy for better
performance and achievement.
5.4 RECOMMENDATION
Based on the conclusions above resulting from the finding of the study,
the following recommendations are made.
1. A second training scheme is evolved for the staff with a view of
addressing the problems of training and placement of staffs after
the training for efficient/effective performance and job satisfaction.
2. In house training and workshops be introduced for the benefit of the
staffs. This could create avenue for sharing new ideas and on the
job training of staffs.
3. A welfare scheme that would be capable of addressing the welfare
problems of the staffs is established so as to produce a channel of
meeting the motivational short coming by the academy.
4. The academy should ensure that all allowances due to the staff, as
obtained in other federal universities are promptly paid. And other
additional benefits accruing from the military nature of the
institution are paid as provided in the condition of service. Such
gesture would serve as a great motivation.
5.5 LIMITATIONS
Due to financial & time constraint involved, it was not possible for the
researcher to give out questionnaires to each member of the staffs of
the academy. However a great majority of the staff was presented
through their departments.
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The Essence of Motivation of Office Staff as a Tool Towards Enhancing Productivity By Sani Ibrahim
Lastly, this research work was only limited to the Nigerian defence
academy, Kaduna.
REFERENCES
Musa A.A (1983) “motivating subordinates” being a lecture during the D.S.L.S. courses
Alugburo Martin A. (1984) “the expectancy theory of motivation; it is application to managers in Nigeria (NIA, Lagos, vol. 20 p. 3 march)
Adedoyin A.O. (1983) “developing subordinate through appraisal” being a lecture delivered during the developing supervisory leadership skill course. Nigerian institute of management Lagos. December 1983.
Mislabel S. Novit (1975) “essential of personnel management prince Hall inc new yolk 1975 p. 109.
Druker Peter (1977) “establishing training objectives” vol.10.
Vinaline .W (1902) “motivation as a complex problem” Nebraska press 1962, p.3.
Sampson Edward B. (1971) “social psychology and contemporary society. John Wiley and sons Inc. New work.
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DEPARTMENT OF OFFICE TECHNOLOGY & MANAGEMENTNUHU BAMALLI POLYTECHNIC, ZARIA
Dear respondents,
You are kindly required to tick in the box. The questionnaire is
designed for the purpose of project work. Please you opinion is vitally
needed and will only consider confidential and academically.
Instruction: Please Tick Appropriately In The Provided Box.
Section A: Biographical Data
1. What is your highest qualification?
WASCE/NECO [ ]
HND [ ]
NCE/OND [ ]
B. sc [ ]
2. For how long have you been working?
1-3 years [ ]
3-5 years [ ]
5 and [ ]
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3. How could you describe your working condition?
Good [ ]
Fair [ ]
Poor [ ]
4. Does your management need well educated staffs?
Yes [ ]
No [ ]
5. Have you ever received any training from the academy?
Yes [ ]
No [ ]
6. Does your boss trust you?
Yes [ ]
No [ ]
7. Are you delegated to carry out additional responsibility decision
making?
Yes [ ]
No [ ]
8. Were some staffs that went on causes in the past promoted or
upgraded after their training?
Yes [ ]
No [ ]
9. Job satisfaction can make the organization great, do you agree with
the statement?
Yes [ ]
No [ ]
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10. Workforce indiscipline in the academy is exhibiting of
dissatisfaction and frustration due to condition of service in the
organization. Do you agree?
Yes [ ]
No [ ]
11. Does your organization put or place any motivational
programme?
Yes [ ]
No [ ]
12. Have there been changes as a result of the motivation received?
Yes [ ]
No [ ]
13. Would you support the continuous motivation of staff?
Yes [ ]
No [ ]
14. With proper motivation, do you think that the staff of the
organization develop good attitude to work?
Yes [ ]
No [ ].
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