University of Nigeria Research Publications

NZEAKO, P. N.

Aut

hor

PG/MBA/93/10862

Title

Employer Motivation: A Study of the Non-Academic Employees of Selected Higher

Institutions in Enugu State

Facu

lty

Business Administration

Dep

artm

ent

Management

Dat

e December, 1995

Sign

atur

e

EMPLOYEE M O T I V A T I O N : A STUDY OF THE NON-ACADEMIC

EMPLOYEES OP SELDCTED MIOHER X N Y T I T U T Z O N B

I N ENUGU URBAN

NZEWKO, PHSLOMSNA N J I D E K A

~G/~B~/93/18062

B E I N G A RESEARCH P R O J E C T S U B M I T T E D I N P A R T I A L

FULFILMLN'T O F T H E REQUIREMENTS FOR THE AvdAHD

O F MASTCR OF BUSINCSS ADMINISTRATION W B A )

DZGREE TO THE

DEPAHTPiENT O F MANAGEMENT

FACULTY OF B U S I N E S S A D M I N I S T R A T I O N

U N I V E R S I T Y O F N I G E R I A

ENUGU CAMPUS

NZEAKO, ~ h i l o r n e n a N j i d e k a , a p o s t g r a d u d t c student

i n t h e D c p a r t r r r ~ n t of Management w i t h Heq. No.

pG/~Bn/93/18062 has satisfactorily completed t h e

r e q u i r e m e n t for t h e c o u r s e a n d r e s e a r c h work for

t h e d e g r e e of Master of n u s i n e s s A d m i n i s t r a t i o n

( MDA ) in MANAGEMENT,

T h e work embod ied i n this d i s s e r t a t i o n i s

o r i s i n d l iind h a s n o t been s u b m i t t e d i n p a r t or full

for any o t h e r d e g r e e of t h i s o r any o t h e r university.

CHIEF J. A. EXEH .HEAD OF . ~ E P A I I T F ~ E N T S U P E R V I S O K

iii

T h i s work is d e d i c a t e d to m y husband,

Dr. B. C. Nzeako and children - I fey i rbwa,

C h i n y e l u , Nkerndil im, Anuli, Tochukwu .\nd

Chiamak a .

ACKNOkLEDGEMENT ---.----

Many p e o p l e contributed i n n o small n easures

both directly a n d i n d i r e c t l y towards t h e stccessful

p r o d u c t i o n of t h i s paper. They prov ided significant

i n s p i r a t i 2 n , funds, advice, p e r m i s s i o n s a n d other

necessary support required i n p u t t i n g this

i n f o r m a t i o n together.

My spec i a l a p p r e c i a t i o n g o e s t o C h i e f J. A. Ezeh,

my p r o j e c t supervisor, who i n s p i t e of h i s crowded

programmes b o t h w i t h i n and outside this uni r e r s i t y was

ab l e t o r e n d e r i n v a l u a b l e ass is tance th roug! r h i s s e a r c h -

i n g q u e s t i o n s and observations. t i i s c o n t r i l j u t i o n to

the successful c o m p l e t i o n of t h i s work remaf n s

i n d e l i b l e i n my mind.

~ l s o my t h a n k s goes t o those employee: of UNEC

and ESUT who made out t i m e and p a i n s t a k i n g l y completed

t h e q u e s t i o n n a i r e a n d supplied m e w i t h useful i n f o r m a t i o n

required t o u n d e r t a k e t h i s work.

My s i n c e r e t h a n k s f u r t h e r goes t o my c ~ l l e a g u e s

and f r i e n d s i n c l u d i n ~ Mrs J. I . Ajiri, Mrs. i d a

Uzochukwu, Mr. S m a r t O b i e k e z i e and numerous o t h e r s

whose a s s o c i a t i o n a n d e n c o u r a g e m e n t during t:lis p e r i o d

of my s t u d y h e l p e d t r e m e n d o u s l y .

To the U n i v e r s i t y of N i g e r i a , a n d t h e F a c u l t y

of ~ u s i n e s s ~ d r n i n i s t r a t i o n f o r t h a t matter which

p r o v i d e d m e with a n o p p o r t u n i t y t o ' t h i n k c and the

numerous l e c t u r e r s involved i n t h e course 2f my

programme, I r e n d e r my a p p r e c i a t i o n .

F i n a l l y , my u t m o s t g r a t i t u d e goes t o my husband

Dr. B. C. N z e a k o who inspite o f h i s absent? p r o v i d e d

both ~i lo ra l e and financial s u p p o r t t h a t mad? t h e

p r o d u c t i o n of t h i s work possible. To my c ~ i l d r e n who Gore

t h e inconvenience of my a b s e n c e d u r i n g t h e c o u r s e of m y

programme, 1 pray God t o p l e a s e c o n t i n u e t g u i d e an's

protect t hem. I also t h a n k M r . a. C. Ude -- t h e t y p i s t

t h a t p u t this work i n more readable form.

~h~ s t u d y is 1.1ndertaksn t u find t h e MQ+ I v P ~ \ c I ~ ~ ~

p a t t e r n of non-academic employees of s e l e c t e c h i g h e r

i n s t i t u t i o n s i n Enugu Urban . T h e institution; studied

are U n i v e r s i t y of N i g e r i a , Enugu Campus and E n u q u State

U n i v e r s i t y of Science and T e c h n o l o g y , Enugu.

T h e a p p r o a c h adopted i n a n a l y s i s i n c l u d 2 d a n a l y s i r l ~ j

the d a t a i n r e s p e c t of t h e effect of p e r c e p t i I n of i nequ l t y

i n pay on m o t i v a t i o n of employees. An nna lys . s of job

s a t i s f a c t i o n and detailed analysis of n e e d an! l their

satisfaction was a l s o carried out.

The major instrument u s e d f o r t he s t u d y i s a (21)

thirty-me i tea questionnaire d i s t r i b u t e d to r on-∾emic

staff of University of Nigeria and ~ n u g u S t a t e J n i v e r s i t y

of s c i e n c e and T e c h n o l o g y . Information from F e r s o n a l

i n t e r v i e w s w e r e also utilized.

Analysis of our d a t a using s i m p l e statistical t c s c 3

r e v e a l e d t h a t there i s h i g h l e v e l of f e e l i n g o r i n e : u i t y

in pay among the non-academic s t a f f of U N N and ESLrT.

I n terms of j o b satisfaction, i t was d i s t : c v e r e l l th;:

major i ty of t h e non-academic e m p l o y e e s of ESLIT an3 UXM u-;e

n e i t h e r s a t i s f i e d nor dissatisfied with t h e i r :obs . ;$.

m a j o r i t y of them a c t u a l l y indicated thdt they ~ o u l d l e ~ . ,e

t h e i r job if they had an a l t e r n a t i v e . L m : ~ l o y e e s promo-

t i o n s a r e u n d u e l y d e l a y e d by w h a t w a s terrrrd burea~~~-:rdc--y/

unhealthy r e d - t a p p i s m d e s p i t e the e x i s t znc e of specified

p r o m o t i o n c r i t e r i a .

I n a n a l y s i n g t h e p a t t e r n of needs a r d their

s a t i s f a c t i o n , i t was d i s c o v e r e d t h a t j o b cecurity

c o n s t i t u t e d t h e l e a s t satisfied out of a l l t h e nets:;

w h i l e s o c i a l n e 2 d s i s t h e most s a t i s f i e d . 5ome G th+:-

i n t e r e s t i n g f i n d i n q s are made when a comparative ar ' . s ly ; i s

of t h e level of n e e d s a t i s f a c t i o n of t h e enp loyees i s

d o n e along d e m o g r a p h i c characteris t ics of ige dnd i r ~ r i r i ~ c .

To c o n c l u d e t h e s t u d y some useful r e l : o r n m e n d a t i 7 n s

were p u t f o r w a r d to t h e a d m i n i s t r a t i o n of '.he t w o

i n s t i t u t i o n s as a way of i m p r o v i n g job sak i : f a c t i m of

their empioyees and thus r e v i t a l i z e the i n t c r e s t of t ; h ( : s ~

workers a l b e i t t h e i r m o t i v a t i o n i n the perf a r m n c e o:

t h e i r jobs.

Areas for f u t u r e research were suggeszed a n d ti;..=

i n c l u d e s a c o m p a r a t i v e i n t r a i n s t i t u t i o n a l zornparisn: of

t h e p a t t r r n o f m o t i v a t i o n of d i f f e r e n t occu ; a t i o n ~ f

categories in the Universities. The i n f l u e l i c e OF- , ~ u : = ~ ? L r : . r ' ; '

mot ivat ion o n t h o s e of t h e i r subordinates i:; zlso aLigq~;~ic-:.!

as a n area t h a t needs further study.

TABLE OF CONTENTS -

T i t l e Page

Certification

D e d i c a t i o n

~cknowledgemen t

Abstrac t

Table of C o n t e n t s

L i s t of Tables

CHAPTER ONE: INTRODUCTION -AM-.- -- 1.1 Statement of Problem

1.2 Objective of Study

1.3 Significant of Study

1.4 Scape and Limitations of study

1.5 D e f i n i t i o n o f T e r r n s

1.6 Background of the Study Area

References

CHAPTER -- TWO : LITERATURE REVIEW

2.1 A Basic Motivational Model

2.2 F r e d r i c k Taylor's Theory of Motivatio 1

2.3 Flot ivat ion Maintenance Theory

2.4 Maslowqs Need Hierarchy T h e o r y

2 . 5 Douglas M c g r e g o r t s Theory X a n d Theor : Y

2.6 Expectancy Theory

2.7 R e i n f o r c e r r e n t Theory

2.8 Pay and Motivation

i.,

, , i .\

3.1 Research Gesic,~: and M e t h r ~ d o l o s y

3.2 S o u r c e s of D r : t a

3.2 .I P r i m a r y S o u r c ~ s

3.2 - 2 Socond . i r y Sourcos

3.3 a m p l e Ur;cti

3.4 Xnskrurnen t Used

3.5 M c t h d r \ f L n v e s t i g a t i o n

3.6 N ~ t h o d of Data ~ n a l y s i s

R e f sren ce

4.2 P e r c e p t i o n o f L q u i t y in Pay Among Employc~ls

4.3 Employee Job Satisfaction and S a t i s f i e r s

4.4 J o b S s t i s f a c t i o n and ~issatisficrs

4.5 Zoss' Complement and E m p l o y e e b e h a v i o ~ r

4.6 Needs a n d t h e i r s a t i s f a c t i o n

4.7 R e l a t i v e Impor tance of Classes of Neels

4.8 Rank G r d e r of Importance of Job Charac t e r i s t i c s .

4 11 ~ n t c ' r - I n ; t i - c ~ t i o n a l Lam; x r i s m c ~ f P l e d ; . L A .

Fre luency D i s t r i b u t i d n of kespon~es L : I ~

b . l s i s of Prorn2tif in P o l i c y in the tvo I r r s t i t u t i o n s .

F r e q u G n C y D3.s t r i b u t i o n of w h ~ d ~ e c t h e . . ~-:~>sl;ontleri is wau ld I e d v e t h e i r fobs L C ti ey

hd.f an oy . , , s r t~n i ty t .2 wcrk e l z ~ w h t 7 r e .

F r e q u e n c y is L r i L - l t F ~ n cf i i c S p J i l S e s t,r, s . i+icffers i n t h e jobs.

F r e ~ u e n c y D i s t r i b u t i v n of Responses to wt ie thz r l a c k of social .fi.rni-nitiss will r f f e c t t ; e i r p e r f ~ r r n ~ n z e s .

F r ~ q u e n c y is t r i b u t i o n of Hespon - e 3 to ~ I A L t h e r ihl:y receive conplement frcm t h ;r boss when t h e y perforrngd well.

Scores of the I m p o r t a n c e s f cl,. s s z s uf Needs. 55

F r e q u e n c y ~ i s t r i b u t i o n at R e s p i nses to ~ r n p l o y e e s Work O r i e n t a t i o n . ~d

Rank O r d e r of I m p o r t a n c e of Jot C h a r a c t e e t i c s . 62

Values of x2 S t a t i s t i c s ofor A c e dnd Zncome. 64

Level of Satisfaction far ~ i f f e r e n t Needs (All iwspondents) . C G

Selected Need s a t i s f a c t i o n perc?n t ;ges - r by I n s t i t u t i o n . US

Selected Need S a t i s f a c t ion perc l i i t r l t ~ e s Acccrding to Age G r o u p of h e s p o ~ J e n ts , 71

Selected Need S a t i s f a c t i o n Perc 2nt dges by Income Group. '7 3

L I S T OF F I G U R E S -

2-1 A Basic Mot iva t iona l Plodel

2-2 Ma5low~s Hierarchy of Needs

CHAPTER ONE - I N T R O D U C T I O N I C P D I I I = = C I I

According to Chester ~arnard' an i n d i v i d u a l is

confronted with both Biological and >hysical/environ-

mental limitations and finds it almost impossible to

accomplish all his objectives alone. Consequently,

he forms/joins organisation in order to fulfil those

needs which he cannot accomplish act. ng alone, long

2 this line in fact, ~ r g r i s explained that organ is at ion^

are formed to meet ob jec t ives that ci n best be met

collectively. He believes that orgarisations meet

many kinds of needs for the individuzl-emotional

spiritual, intellectual economic etc. They therefore

join organisations on the expectation that their

participation will be instrumental to the satisfaction

of t h e i r personal needs.

O n the other hand, the organisa :ion expects to

elicit c e r t a i n behaviour from t h e ind .vidual/ernployee

which are i n effect instrumental to tl~e realisation of

its objectives. Organisational perfor mance however

it is conceived is in no small measure a function of

its employees, The fact that these enployees are

i n d i v i d u a l s ' underscores t h e need to understand t h e

factor; t h a t de termine t h e i r perform; n c e .

victor vroorn3 t h e o r i s e d t h a t per formance (p) of

an individual i n a p a r t i c u l a r job i s a m u l t i p l i c a t i v e

f u n c t i o n of h i s a b i l i t y ( A ) and m o t i v a t i o n .

N o t a t i o n a l l y , t h i s c a n be r e p r e s e n t e d as:

P = f (A ,M)

Where P = per formance

A e A b i l i t y

M = Motivation

The Ability ( A ) of an i n d i v i d u a l refel s to those

p h y s i c a l and mental character i s t i cs ore possesses which

are r e q u i r e d for the performance of s ~ e c i f i c f u n c t i o n s

viz: education, p h y s i c a l s t r e n g t h , s k i l l s , experience

etc. This factor makes the variable a a i l i t y i n t h e

performance model not a b s o l u t e but r e l 3 t i v e , s i n c e i t

can b e related o n l y t o t h e job to be p'srformed. The

a b i l i t y t o perform a p a r t i c u l a r job carr either be

inborne or acquired. Acquired a b i l i t i t s derive from

some form of e d u c a t i o n (formal and i n f c r m a l ) and

experience. The a b i l i t y variable i n tke performance

model i s o b v i o u s l y very important as i t a c c o u n t s for

the huge amount of r e s o u r c e s expended by o r g a n i s a t i o n s

on s t a f f deve lopmen t .

The o t h e r v a r i a b l e i n t h e constr ,uct -mo t i v a t i o n

c a n s i m p l y be regarded as t h e drive ot an i n d i v i d u a l

t o behave i n a way to achieve a p a r t i c u l a r g o a l C s ) .

I t is t h e internal force w i t h i n t h e i r d i v i d u a l which 4 i n i t i a t e s and s u s t a i n s a g o a l - d i r e c t e d b e h a v i o u r .

M o t i v a t i o n and a b i l i t y complement each other to

determine performance . Either must be present for any

l e v e l Of performance. I f values can b. ass igned to them

none should possess a v a l u e of zero a s this will result

in zero performance .

i.e. P - f ( A , M )

( A , # > 0 )

For optimum performance, the individual must b e w e l l

equ ipped w i t h the requisite s k i l l s i n a d d i t i o n to be ing

highly motivated. An absence of either of these would

r e s u l t i n poor or less than optimum performance .

G e n e r a l l y , people t e n d to do t h o s ? t h i n g s t h e y

perceive as p r o v i d i n g a means of ach i ev . n g their own

desires, wants and needs . By unders tam l ing t h e concept

of motivation we c a n better a p p r e c i a t e b h a t p e o p l e want

and why they a c t i n specific ways. I n t h e light of t h e

i n f o r m a t i o n so o b t a i n e d management may not only respond

to these m o t i v a t o r s , b u t a l s o arouse or d,mpen them

d e p e n d i n g on the o r g a n i s a t i o n a l climate tt ? y devt : ldp .

1.1 STATEIb1ENT OF PRObLEM -

T h e performance of a n organisation i ; commonly

believed to dilpcnd to a grea t e r degree on :he e f f o r t s

of its employees. Yet i n s p i t e of employee i m p o r t a n c e i n

o r g a n i s a t i o n s , it appears that r i i g e r i a n e sn ;b ioye r s h ~ v e

done l i t t l e to a c t i v a t e t h e i r w o r k e r s . AS a r e s u l t

t h e w o r k e r s p r o u u c t i v i t y s t i l l r e n ~ , i i n belob dverzgc,

I; their rnoralc s t i l l l o w , t h e e f f i c i e n c y vir t ~ i i l l y r - ~ i l .

Tha w o r k e r s ' morale need be r a l s e d a n d f a v c ~ r d b l e

organisa t ior ia l cl imate be provided f o r moti l r a t i n q p e o p l e

to give t h e i r best i n a c c o m p l i s t i i n y o r q a n i s % t i o n d l godls.

It is the responsibility of every mdn l g s r / s u p e r v l ~ ~ ~ r

to d e v e l o p an o r g a n i s a t i o n t h a t operates e f - i c i e n t l y dnJ

effective1 y. T l d s is a c h i e v e d i n r n , ~ i n by e: t a b l i s h i n g ~ ~ r i

atmosphere t h a t fosters mutual unders tandine- be twe t s

managers and employees. subordinates must b a r k e f f i c i e n t L y

and p r o d u c e r e s u l ts that are in l i n e wi th or y d n i s a c i o r r ~ I

o b j e c t i v e s . d v e r y a c t i ~ n a manager takes in a n

t organisation stimulates a reac t ion in the e r n ~ l o v e e s .

On the other hand, i n d i v i d u a l s h t v e needs w h i c h

s t r o n g l y ' influence t h e i r behaviour in zny o r g a n i s a t i o n ,

yet t h e s e are numerous and differs s u f f i c i e n t l y , o or

i n s t a n c e some workers may aim a t just c e t t i n g income

to sustain t h e m s e l v e s while others may uork hard for

some other u n s p e c i f i e d o b j e c t i v e s . The i n t e n s i t y of

t h e s e needs i n a d d i t i o n to some o t h e r o r g a n i s a t i o n a l and

s o c i e t a l attributes t end to produce an internal drive

(motivation) t h a t guides b e h a v i o u r . N i ~ e r i a n msnagers

should be properly oriented on the m a n n x and measure

for m o t i v a t i n g t h e i r workers.

A l o t of s t u d i e s no doubt abound Ln the f i e l d of

human m o t i v a t i o n . he researcher has hr)wever, n o t come

across any comprehens ive and comparativq? work done o n

employee motivation in the U n i v e r s i t y 0 . ' Nigeria ( U N N )

and Enugu State Univers i ty of T e ~ h n o l o g : ~ ( E s U T ) . Yet ,

t h i s i s impor tan t a s i t w i l l e n a b l e man,,gement/

A d m i n i s t r a t i o n have an overall p i c t u r e c f the effects

of various m o t i v a t i o n a l tools employed c n t h e d i f f e r e n t

c a t e g o r i e s of s t a f f , and may s u g g e s t arc as for r n ~ d i f i c a -

tion as the case may be.

I n these times of economic r e c e s s i o n i n Nigeria

when most. i n d u s t r i e s , government paras t a t a l s and even

the c i v i l service are expdrierrcing t h e b e l t - t i g h t e n i n g

syndrome, workers are certainly not e x rmpted. Some of

the m a n i i e s t a t i o n s of the period i n c l u l i e mass retrench-

ment, lay-offs, retirements a s well as none/delayed

payment Of sa lar ies . Under t h e circum: tances workers

morale reduce and ultimately performanc e i s affected.

Though the University of Nigeria and Enugu S t a t e

U n i v e r s i t y of ~ e c h n o l o g y l i k e other establishments have

employed s e v e r a l motivational tools a i r e d at m o t i v a t i n g

t h e i r workers, it remains the problem of t h i s study to

f i n d out whether t h e specific tools so smployed produce

t h e expected effects. S u f f i c e - i t to s a t therefore t h a t

this s t u d y will also look at t h e effect; of these

practices o n the d i f f e r e n t categories o : s t a f f under stud

1.2 OBJECTIVE OF THE STUDY - ~bstradting from the research proi lem above the

o b j e c t i v e of t h i s s t u d y v o u l d therefore be:

1. To identify t h e f a c t c t s which induce the employees

of t h e University of I'igeria and Enugu State

University of Technolcqy to perform : m o t i v a t o r s )

and t h e i r r a n k i n g s .

2 . T o f i n d o u t if these m o t i v a t o r s have been satisfied

in the U n i v e r s i t i e s . 3 . To f i n d o u t from a comparat ive s t u l y if there is

any difference among t h e Universities i n terms o f

employees m o t i v a t i o n .

4 . To f i n d o u t i f such demographic f a : t o r s AS Age, and

income has any effect on m o t i v a t i o ~ .

5 . To be able from the findings of t h 2 s t u d y t o offer

a d v i c e to t h e A d m i n i s t r a t i o n of th-2 two i n s t i t u t i o n s

o n how to improve its m o t i v a t i o n a l practices.

1.3 SCOPE A N D LIMITATION OF THE STUDY

T h i s research is an i n v e s t i g a t i w work s p e c i f i c a l l )

directed to t h e non-teaching s t a f f of the U n i v e r s i t y of

N i g e r i a ( U N N ) and Enugu S t a t e University of T e c h n o l o g y

(ESUT). I n p a r t i c u l a r i t i s designed t o examine the

s t r u c t u r e of m o t i v a t i o n a l p r a c t i c e s emF l o y e d by t h e t w o

i n s t i t u t i o n with s p e c i a l reference to t h e n o n - t e a c h i n g

staff. The work is however limited to t h e extent t h a t

i t is on human beings and t h u s has t o c m t e r ~ d with the

problems a s s o c i a t e d w i t h t h e study of h m a n b e h a v i o u r .

1.4 S I G N I F I C A N C E OF STUDY

The immediate usefulness and i m ~ o r t a n c e of this

s t u d y i s n o t f a r - f e t c h e d . Suffice i t to s a y that s ince

the study is f o c u s e d o n t h e nature of employee mo t i v a t i c

among non- t each ing s t a f f o f the U n i v e : - s i t y of Nigeria,

and EnUgU State U n i v e r s i t y of Technolrbgy, other

I n s t i t u t i o n s of higher l e a r n i n g as w e j 1 as governmenta l

p a r a s t a t a l s and even t h e civil s e r v i c e will find i t s

result u s e f u l i n t h e i r effort to m o t i b a t e their s t a f f

for better performance.

Specifically, the finding of t h i s s t u d y w i l l

e l u c i d a t e better t h e effect of e x i s t i n 3 m o t i v a t i o n a l

practices in t h e two Institutions of s ; u d y . Again s i n c e

t h e study is a comparative one of the r ~ o t i v a t i o n a l tools

employed by the two I n s t i t u t i o n s i t w i .l o b v i o u s l y

expose discrepancies in e x i s t i n g pract: ces and t h u s

will definitely g u i d e management/Admini s t r a t i o n i n t h e i r

specific a p p l i c a t i o n of such tools.

F i n a l l y , it i s hoped t h a t the findings and

recommendations of this s tudy will be useful to future

researchers i n the area of employee m o t i v a t i o n i n Nigeria

1.5 -- DEFINITION OF TERMS --

7 Agwu ~ k p a l a sees empl&yee/worker as a person

who works for a n o t h e r o r i n any o r g a n i s i t i o n f o r fixed

c o m p e n s a t i o n and i s s u b o r d i n a t e d t o t h e a u t h o r i t y of

t h e owner o f t h e w o r k f o r whom h e carr ies out a n y

a s s i g n e d a c t i v i t y . I n t h e s y s t e m , work i s categorised

i n h i e r a r c h y a n d i n t ypes , h o u r l y , piece r a t e d workers,

o c c u p a t i o n profession ski1 led or technic al o p e r a t o r s

and managers . I n this s t u d y n o n - t e a c h i n g staff refer

to t h e d i f f e r e n t c a t e g o r i e s of s t a f f o n E U S S 1 t o 1 5

who are not d i r e c t l y i n v o l v e d i n s t u d e n t s g teaching.

MOTIVATION

A c c o r d i n g to ~ r o o n : m o t i v a t i o n can s i m p l y be

r e g a r d e d as the d r i v e o f an individual t, behave i n a

way t o a c h i e v e a p a r t i c u l a r goal(s). Hi lgard9 ct a1

s e e s m o t i v a t i o n as t h o s e f a c t o r s that en x g i z e s b e h a v i o u r

and g i v e s i t d i r e c t i o n . On the other ha:ld Khandwalla

d e f i n e d m o t i v a t i o n i n a more o p e r a t i o n a l way w i t h

p a r t i c u l a r reference t o t h e work environr~ent as the

i n t e n s i t y of t h e desire on the p a r t of p t : r s o n n e l t o seek

a d d i t i o n a l rewards t h r o u g h j o b - r e l a t e d ar t i v i ties. 20

For t h e purpose of t h i s study, m o t i v a t i o n is the

inducement of o t h e r s to behave i n a : . p e c i f ic w a y towarc

goals specifically s t a t e d by the mot; vator.

I n t h i s case it becomes a l a b e l for:

1. the choice to i n i t i a t e effort;

2. the c h o i c e to expend a certain anount of e f f o r t ; an

3. t h e c h o i c e to persist i n e x p e n d i r g e f f o r t over a

p e r i o d o f time t o a c h i e v e a giver performance

objective.

BACKGROUND OF THE STUDY AREA

U n i v e r s i ty of N i q e r i a

The law to e s t a b l i s h the Univer ; i t y of N i g e r i a w a g

passed i n 1955 as t h e c u l m i n a t i o n of rlany years of

thought and d i s c u s s i o n by several Nigc:ria leaders, and

i n s p i r a t i o n particularly by t h e t h e n Erernier of the

Eastern ~ e g i o n , D r . Nnamdi ~ z i k i w e . : h e University

was formally opened on 7th October, 15 60 as t h e climax

to t h e Nigeria independence c d e b r a t i c n s i n the Eastern

Region. Classes began on 1 7 t h October, 1960 with a

s t u d e n t enrolment of 220, 2 4 of whom w z r e women and 13

members of the academic staff.

he main campus of t h e Universit I i s located i n

Nsukka town about 80 kilometres north of Enugu. The

former C o l l e g e of Arts, S c i e n c e and T e zhnokoqy Znugu

was i n c o r p o r a t e d into the University i:l 1961, and i t s

b u i l d i n g s now form the Enugu Can~pus of t h e i n s t i t u t i o n .

The F a c u l t i e s of Business A d m i n i s t r a t i ~ m , Environmenta l

S t u d i e s a d Law and College of Medic ine are a t EnUgU /

Campus.

A t h i r d campus which later tvrnec a f u l l - f l e d g e d

University in 1978 was e s t a b l i s h e d i n Cctober 1973 i n

Calabar, Cross River State.

D r . George M. Johnson was a p p o i n t ?d t h e f i r s t

v i c e - C h a n c e l l o r with D r . ~ l v i n g D. Lovi ~g the Dean of

S t u d e n t s .

Many other Vice-Chancellors have . *ince headed

the U n i v e r s i t y w h i c h is now being headetl by a sole

A d m i n i s t r a t o r i n the person of Prof. U m r u w m w a l k .

Academic work resumed on 21st March 1970 after

being interrupted by the c i v i l war between 1967 and

January 1970. The institution w h i c h s t z r t e d in 1960

w i t h 220 s t u d e n t s and 1 3 academic s t a f f by 1985 had about

1 3 , 0 0 0 s t u d e n t s , 893 academic s t a f f , 929 senior staff of

d i f f e r e n t c a t e g o r i e s and even up to a b o u ~ three times the

above number of junior s t a f f . The numbe-s have c l e f i n i t e l

increased c o n s i d e r a b l y .

Enugu State University of Technology, Enuqu ( EsUT)

The h i s t o r y of Lnugu State Univ x s i t y of ~echnoloc

(ESUT) started i n July 1980 when t h e first e x e c u t i v e

governor of Anarnbra State, C h i e f J im . : f eany ichukwu

Nwobodo established Anarnbra State unlr ersl t y of ~ t t ~ h n o l c

(ASUTECH) by Law No. 7 as the f irst Se:ate University,

and i n d e e d the first U n i v e r s i t y of Tec:hnology i n t h e

c o u n t r y . T h e U n i v e r s i t y took off w i t l . t h r e e f a c u l t i e s - E n g i n e e r i n g , B i o l o g i c a l sciences and f h y s i c a l Sciences

and 300 students spread among then. 1t i n f a c t s tar ted

w i t h t w o campuses - Enugu and A w k a - h i t h Prof. Keneth

0. D i k e as the P r e s i d e n t while Prof. Nduka Okafor and

Pros. S. C. Ukpabi were provosts of ~ d n i n i s t r a t i o n for

Awka and Enugu campuses r e s p e c t i v e l y .

Former Anambra S t a t e was split i l t o two - Anambra

and Enugu S t a t e i n 1991 and ASUTECH eq ra l ly s p l i t g i v i n g

rise to t w o nascent U n i v e r s i t i e s , ESUT established by

E d i c t No. 3 o f December 1991 and Nnamd.. Azikiwe

University (NAU) Prof. J u l i u s Onuoralh Onah , a

Marketing expert was a p p o i n t e d t h e fir: t Vice-Chance l lor

of the I n s t i t u t i o n . The i n s t i t u t i o n n c w r u n s t h r e e

campuses - College of ~ n g i n ~ e r i n g and Technology a t

Enuqu, College of A g r i c u l t u r e and Health S c i e n c e at

~ b a k a l i k i and College of Applied Natural and Social

Science at Adada each headed by a provost.

E d i c t No. 4 of 30th June, 1994 melded E d i c t

No. 3 of 1991 abolishing the collegiate system even

though t h e Collebe of H e a l t h Sc iences r e t a i n e d its

sta tus and is headed by a provost.

The U n i v e r s i t y which began with 3 faculties and

300 s t u d e n t s now has 10 faculties and ove!r fourteen

thousand students and a staff s t r e n g t h o' about 1,869.

PEFERf Y CES --I_---

C i - , c d t c r I, Barnard, T h e F u n c t i o n s of t h e E x e c u t i v e . ( C m b r i d q e : Harvit~s University Press, 1 5 5 6 ) . pp. 2 3 - 3 7 .

A r g y i i s , C h r i s , I n t e g r a t i n g the I n d i v i d u a l and Or3 i n i s a t i o n . ( N e w Y o r k : John Wiley pub1 is hing Co. - . A . --- ---..- - V r m r n , Vic to r , Jahn b!iley and

Work and Motivat ion . (New Y o r k : S o n s , 1964).

n. 6t:relson and G.- A. S t e i n e r , Human Beh iv iour : A i l I,:~.re:(tory of S c i e n t i f i c ~ i n d ' m K e 7 York; .--- - - * - t ~ ~ i r c o k ~ t , Brace and World Znc., -rifb'4) p. 24U.

~ j i o f o t - , P. 0. and ~niagoh, V. A . , H a n a 9 . w t h e r\;i,geria Worker: (Interc P r i n t e r s L t d . I b G & n , i j j -gcr ia 1304) p. 115.

I?ic%s ti. G. and Gullet, C. R. , Management : (Fang & s o n s P r i n t e r s Plc. ~ t d . T $ a 4 - f p 7 ' 4 2 7 .

. . .

?, :wu ~ k ~ a l a . Industrial Relations Hodels f o r L : , v c l o p i n q Countr ies p. 2 . --e

b.:rclson and G . A. S t e i n c r , %. &. p. Z 4 O .

2 . R a Hilgard a t al, I n t r o d u c t i o n to p s y c h o l o (i-isrcourt Brace Jovanovich, Lnc. H e w York 19 9 ) p * 231.

--PY P r ~ d i p Khandwalh, D e s i g n of Organisation -- ( N e w York: Harcourt, Brace, Jovano ich , In:; 1977)

LImERATURE REVIEW - For t h a purpose of academic s c h o l a r s h i : ) , t h i s

cfrr,ptt.r iz d e v o t ~ d to an indept review of related

1ite:'atu;lc i n respect of t h e study.

2.- A EinSSC MOTIVATIONAL MODEL 1

--.-

This model which d e s c r i b e s motivation a s a s i x -

z f e p process i s i l l u s t r a t e d as follows:

1 2 3 G e d f k f i ciency : I n n e r Search and choice G o a l - ~ i r e c t e d z r i A ' ~ , : o f d i s e q u i l i b r i u m of strategy to behaviour and

s a t i s f y need performance

I; 5 k c - - e v a l u : ~ tion and Reward and , ~ ~ . ~ s s m s n t of needs punishment s d i f i c a t i o n of

inn,?r state.

4 Performance E v a l u a t i o n

Xcrordlng to this model firstly, t h e tmergence of a

r.,':,:: c r e -~ t e s a s t a t e of disequilibrium w i t h ; n the i n d i v i d u a l

t:.r,,t o n e tries to reduce through one 's beha3 .p iour .

S e c o n d l y , t h e i n d i v i d u a l searches for and c h o o s e s

- - c : - ~ . F ~ ; ' . : ~ ~ s ~ to s a t i s f y these needs to return the i n d i v i d u a l

LG a s t ~ t e of equilibrium.

T h i r d l y , t h e i n d i v i d u a l engages i n goa l -d i rec ted

k:-i. i v i o u r 'performance to accomplish t h e selected s t r a t e g y

and s a t i s f y t h e need.

g c u r t h l y , an e v a l u a t i o n of t h e performance is

i . , r rLLt- i G L : ~ Is:/ t h e individual and others c o n c e r n i n g t h e

:+ficcca;s of h i s , / h e r goal-directed b e h a v i o u r i n 3 c h i e v i n g

t1.c: g z a l c .

F i ' t h l y , reward/punishment based o n i n d i t i d u a l ' s

3 ~ r f o r r n a n c e evaluation is p r o v i d e d , F i n a l l y , :he individual

,iist;sscls t h o extent t o which the performance artd r e w a r d s

h s v e s~ t izfied the i n i t i a l need,

T h e basic m o t i v a t i o n a l model simplistic ,nd inadequate

thou(- ,h ir. e x p l a i n i n g human m o t i v a t i o n i s import ant to the

t..ct;i:tk t nc r t i t highlights the facts that need !a d e f i c i e n c y )

w 8 3 i c h g i v e s rise to p h y s i o l o g i c a l and psycholo~Lca1 imbalance

is t.ne b a s i s of all m o t i v a t i o n and m o t i v a t i o n a l t h e o r i e s ,

: ~ i : , z s i t g i v e s rise to a c t i o n and drive.

.; L . ? - PREP"ICK -- - -- TAYLOR THEORY OF PlOTIVATION

T;-;'! or's research was conducted on the b a . $ i s of

o,,,;..at.lvc! task i n an organisation. H e engaged : n the

: : o l u t i ~ n o f mmagement problems through t h e a p p - i c a t i o n

o f s c i e n t i f i c method, He based h i s idea on h i s belief t h a t

for a hard working p e r s o n to he motivated he has to be

rewarded more than the average worker )y i n c r e a s i n g

his reward above the already f i x e d rew~trd.

He ach ieved t h i s by collecting st at i s t ics r e l a t i n g

to a d a y ' s worker for d i f f e r e n t f a c t o r : . operations. H e

also achieved on t h e e s t a b l i s h m e n t of job s t a n d a r d s

based on s c i r n t i f f c time measurementO2 T a y l o r was of the

o p i n i o n t h a t i n c r e a s e d productivity c o b l d be obtained by

g i v i n g t h e employees higher pay packet.

H e d e v e l o p e d a three p a r t p r i n c i p l e that would

g u i d e the administration of modern ince~tive systenrs in

o r g a n i s a t i o n s . For him, t h e greatest a l ~ d most efficient

production occurs when managers:

1. Give each worker a d e f i n i t e t a s k to be performed i n

a definite t i m e and definite manner.

2. Select t h e proper worker for the ta: k and train him.

3 . Motiva te t h e worker t o a h i g h level of performance by

incentive methods of payment. 3

It should be pointed out that monetary satisfaction

is one out of s e v e r a l needs of human b e i 19. S t u d i e s have

shown tha tmwer has n o t t h e overriding i opor tance Taylor

believed* P e o p l e have been known t o e n g ige in employment

for r e a s o n s other t h a n money. 4

2 . 3 NOTIVh'L' lON - MAINTENANCE THEOHY

F r e d r i c k Herzberg d e v e l o p e d d theory of m ~ t i v a t i o n

which h a s a wide acceptance i n management c i r c l e s . T h i s

t h e o r y h a s been referred t o s e v e r , i l l y a s ~ n a i n t e n a n c e

t h e o r y , DuL1l - factor T h e o r y , M o t i v ~ t i o n i y g i e n e Theory.

Frcdr i ck Herzberg and h i s colledgue> d i s c o v e r e d fram

t h e i r s t u d i e s t h a t d i f f e r e n t f a c t o r s were assoc ia ted w i t h

good and bad f e e l i n g s . The f i n d i n g f e l l n t o two major c a t €

gor ies . T h e f i r s t c a t e g o r y are those t h a - a r e directly

concerned w i t h t h e work i t s e l f ' I s a t i s t ierz T h e s e c c n d

c a t e g o r y are those t h a t concern t h e work r n v i r o n w n t

I f d i s s a t i s f iersrl.

These two groups - satisf iers a n d d i s s a t i s f i e r s ?re r e f e r r e d

t o as Plotivakors and Hygiene factors r e s p e = t i v e l y . 5

The t h e o r y f u r t h e r points that t h e d ~ f f e r c n t causes

and effects of d i s s a t i s f a c t i o n and s a t i s f a : t i o n are d e r i v e d

from two need systems of i n d i v i d u a l - ~ y g i e n l ! (Env i ronmentc t l )

f a c t o r s and Motivators ( j o b ) factors. The. e t w o , f a c t o r s

must be effectively s a t i s f i e d for u p t i m u m iertormance.

However, since they have d i f f e r e n t causes .- n d r e l u t i ~ r l s h i p

d y n a m i c , t h e y have t o be managed d i f f e r e n t l y . T h u s p r o p e r

a t t e n t i o n to H y g i e n e factors is a necessar) but ni ; t s u i f i c i e

c o n d i t i o n f o r motivation.

Herzberg c o n t e n d that motivator fac t6 , - s when p r e s e n t

in addition t o Hygene f a c t o r s , p r o v i d e t r u e rncr t i v a c j ~ n .

He d e ~ t ? l , ~ p e d an approach to t h e probltCm of motivation w t

he c a l l k d "job e n r i c h m e n t " which is d: f f e r e n t from "job

en-1 argementtQ. Job e n r i c h m e n t i n v o l v t s desis nirry of

jobs that provide for meaningful work. a c h i e v e m e n t ,

and g r o w t h . 6

Some other studies that hdve t e r d e d to s u p p o r t

Werzberg's f i n d i n g i n c l u d e t h a t by S c c t t Myres. l n this

s t u d y he discovered t h a t t h e f a c t o r s ( i n t h i s s i t u a t i o n )

w n i c h m o t i v a t e s workers are different from the factors

which dissatisfy them. H e concludes that m o t i v a t i o n

emanates from the challenge of t h e j o b through such

factors as achievement, responsibility, growth, the job

i t s e l f , and earned r e c o g n i t i o n . 7

Along t h e same l i n e F r e d Foulkes enumerated some

bas ic p r i n c i p l e i n a d o p t i n g Herzberg's model as:

( a ) A specific p i e c e of w o r k , f o r w h i c l i the i n d i v i d u a l i:

r e s p o n s i b l e must be d e f i n e d .

(b) ~ u t h o r i t y to be given to the indivldudl who d e m o n s t r a

competence and willingness to have it.

( c 1 Feedback on individual per f i j rmnnce, a n c i

( d ) A C C O U ~ tabili ty of the i n d i v i d u a l f o r his o w n q u a l i t y

and q u a n t i t y of performance, U

2.4 MASLOW'S NEED H I E R A R C H Y THEORY

The Need H i e r a r c h y theory postulat~s t h a t people in

work place a r e motivated to perform by a desire to s a t i s f y

a set of i n t e r n a l drives ( n e e d s 1. Maslob's framework was

based on three fund amen tal a s s u m p t i o n s . 9

Peopl& are wanting beings whose need: can i n f l u e n c e

t h e i r b e h a v i o u r . O n l y u n s a t i s f i e d nt e d s can i n f l u e n c e

behaviour; satisfied needs do n o t ac ; as a motivators .

A peoson1s needs are a r r a n g e d i n an rlrder of importancr

or in a hierarchy from basic (e.g. food and shelter)

to the complex (ego and a c h i e v e m e n t ) .

A p e r s o n advances t o t h e next l e v e l of the h i e r a r c h y

or from basic to complex n e e d s only !.,hen the lower

n e e d s are a t least m i n i m a l l y sat i s f i1 :d .

Self A c t u a l i :a t ion Needs

Es teem Needs

Love needs/~cczptance

.------Sa i e t y Needs

-Ph ;siological Needs

F i g . 2.-1 s h o w i n g Maslow's Hierarch( of Needs.

t h e n proposes t h e c l a s s i f i c a t i o n of n ? e d s i n t h e i r orde

- i m p o r t a n c e t h u s :

1. ~ h y s i o l o g i c a l needs - T h e s e a r e t h e b a s i c needs f o r sus ta i lk ing life i t s e l f

2 . Safety n e e d s - These are the needs to b e free from ~ t h y s i c a l d d n y e r

and t h e fear of loss of job, p r o p e r t ! , food, c l o t h i n g

or shelter.

3 . Affiliation or Acceptance needs - Since p e o p l e are soc ia l b e i n g s , they need to b e l o n g

and be accepted by others.

4. Esteem need - Once p e o p l e begin to s a t i s f y their ne3d to b e l o n g ,

they t e n d to want to be held i n esteeln b o t h by them-

selves and others.

5 . self-~ctualization - This refers to the desire fo r s e l f - f u filment; to

r e a l i s e onen s potentialities to the f 1\11.

T h e implication of Need H i e r a r c h y T i e o r y i s that

s a t i s f i e d need i s not a m o t i v a t o r . Maslob i s t h u s contend-

i n g t h a t ample o p p o r t u n i t i e s for the f u l f i l m e n t of t h e s e

n e e d s should b e built i n t o the work env ircnment , f o r

positive motivational behaviour . 'The i m p c r tance of t h i s

t h e o r y however lies i n the fact that i t p r ~ v i d e s a frame

work for analys ing human needs.

T h i s t h e o r y h a s a t t r a c t e d several researchers

s i n c e i t was propounded i n 1954. R e s u l t s from these

r e s e a r c h e s have n o t been c o n c l u s i v e as sDme have tended to

s u p p o r t w h i l e o t h e r s are a g a i n s t the p r o ~ o s i t i o n s . Yet a

major criticism of t h e t h e o r y arise from i ts assumption

t h a t human needs a r e static, in a h i e r a r z h i c a l order.

10 For instance T h i e r a u f h a s suggested t h a t i n d i v i d u a ;

n e e d s s h o u l d b e viewed i n a dynamic cont l !xt b e c a u s e i t

changes c o n s t a n t l y due to v a r i o u s s i t u a t - o n s i n w h i c h

p e o p l e become involved. B e c i t e d a s i t u ; ~ t i o n where a

manager who was n o r m a l l y concerned about his esteem and

g r o w t h n e e d s , may s u d d e n l y discover that h i s position

i s be ing t h r e a t e n e d and t h u s h i s s e c u r i t y n e e d s become

d o m i n a n t . Also Hal l and Nougham i n their r e s e a r c h

discovered that t h e r e i s a t e n d e n c y for greater s a t i s f a c t i o ~

Of lower order needs to be a c c o m p a n i e d by h e i g h t e n e d aspiram

t i o n with respect to needs h i g h e r i n the I i i e r a r c h y , b u t

t h a t t h e r e is however no decrease i n the , . s p i r a t i o n l e v e l

f o r lower o r d e r n e e d s . I n d e e d the later t e n d s to i n c r e a s e . '

ddwin12 on h i s p a r t c o n t e n d s that ll t t l e research

has been conducted to test t h e validity of: this t h e o r y .

2.5 DOUGLAS McGREGOR1S THEORY X A N D THEU iY Y -7

2.5.1 Theory X

The t r a d i t i o n a l a s s u m p t i o n s about t \e n a t u r e of

p e o p l e a c c o r d i n g t o McGregor are i n c l u d e d i n T h e o r y X d s

follows:

The a v e r a g e human be ing has an i n h e r c ~ , t dislike for

work and resist i t i f he can.

Because of this human characteristic r f dislike for

work, most humans have to be c o e r c e d , controlled,

d i r e c t e d , and threatened w i t h p u n i s h m e n t to g e t them

put adequate effort towards t h e a c h i e ~ e m z n t o:

organisatkonal o b j e c t i v e s .

Average human beings p r e f e r t o be d i t e z t e d , w i s h to

avo id r e s p o n s i b i l i t y have 11 t t l e ambit ion and w a n t

s e c u r i t y above a l l . 13

McGregor argued t h a t o n l y active i n t z r v e n t i o n of t h e

mdnager through authocratic l e a d e r s h i p can make peoplc

work. T h u s , employees mus t be t h r e a t e n e d t i t h p u n i s h m e n t ,

persuasion, reward and c o n t r o l to increase productivity.

2.5.2 T h e o r y Y

The s h o r t c o m i n g s of T h e o r y X and the consequence of

McGregor ' s a c c e p t a n c e of Maslow I s and Herzl erg's view ~f

assumptions under Theory Y according to Mcciregor are

as follows:

2 - The e x p e n d i t u r e of p h y s i c a l and mental e f f o r t in work

is as natural as p l a y and rest.

2. External control and the threa t of pun shrnent are

n o t t h e only means for bringing about c:ffort towards

o r g a n i s a t i o n a l o b j e c t i v e s . P e o p l e w i l . exercise

s e l f - d i r e c t i o n and s e l f - c o n t r o l i n t h e service of

objectives to which they are commit ted

3 . Commitment to o b j e c t i v e s i s a f u n c t i o n of t h e rewards

a s s o c i a t e d wi t h t h e i r ach ievement .

4 . Average human b e i n g s learn, under prdpc-r c o n d i t i o n s ,

n o t o n l y to a c c e p t but also to seek re: p o n s i b i l i t y .

5 . The c a p a c i t y to exercise a r e l a t i v e l y Ligh degree of

i m a g i n a t i o n , ingenuity, and creativity i n the s o l u t i o n

of o t g a n i s a t i o n a f problems is widely, r o t narrowly

d i s t r i b u t e d in t h e p o p u l a t i o n .

6 . Under the conditions of modern i n d u s t r : a1 l i f e , the

intellectual p o t e n t i a l i t i e s of the ave l a g e human are

o n l y p a r t i a l l y u t i l i z e d . 14

The importance of this theory l ies i s the f a c t t h a t

i t stresses the need for o r g a n i s a t i o n s to c r e a t e a s i t u a t i o n

where i n d i v i d u a l employees c o u l d achieve t k e i r own g o a l s best

by directing their c )rts towards t h e success of s u c h

;at ion. r b such e n v i r o n m e n t c o i l d be creLited

through the f o l l o w i n q i n n o v a t i o n s :

( a) Uecent r ' a l iza t ion and d e l e g a t i o n

(b) Job e n l a r g e m e n t

(c) P a r t i c i p a t i v e Management

( d l C o u n s e l l i n g and consultative leadership. 15

2 - 6 EXPECTANCY THEORY

U n l i k e the theories of McGregor and Herzlerg the

Expectancy model developed b y V. H. Vroom i n 1564 d o e s

n o t assume t h a t t h e r e i s ane best way to motiv; te a l l

persons, r a t h e r it emphasized the r e l a t i o n s h i p between

a p e r s o n s want and work b e h a v i o u r .

The theory involves three main variables - ~ x p e c t a n c y ,

I n s t r u m e n t a l i t y and v a l e n c e - derived from rela : i o n s h i p

among effort, per formance , and outcomes or rewa - d s .

Expec tancy : T N s i s a person's p e r c e p t i o n of t h ! p r c b a b i l i t y

t h a t specific act will result in a s p e c i f i c outr:orne. This

p r o b a b i l i t y / e x p e c t a n c y can range from 0 to 1. I or instance

i f a c o n t r a c t o r i s given a project t h a t h e or sl e k n o w s c a n

be cornplc ted on t i m e , , the v a l u e for t h a t expectcncy would

approach c e r t a i n t y or + 1 . 0 , and i f o n t h e o the r hand,

completing t h e project on time (i.e. performance) would be

dif f i c u l t or near i m p o s s i b l e g i v e n t h e a v a i l a b l e r e s o u r c e s

or skills, the va for this expec tancy would . ' ~ c h Lero.

Valence: his refers to t h e s t r e n g t h of a per : on's desire

fo r a specific outcome which c a n be either intrinsic or

extrinsic , Examples i n c l u d e r e c o g n i t i o n and f i e l i n g of

a c c o m p l i s h m e n t . V a l e n c e may be p o s i L i v e , nega t i v e or zero.

I n a work s i t u a t i o n , s u c h o u t c o m e s o r r e w a r d s c s promotions,

p a y , and r e c o g n i t i o n by s u p e r i o r s o r supervisor; are

expected to have positive valence, while outcon13s as

stress, job pressures and i n t e r - p e r s o n a l conf l i zts may

have n e g a t i v e values. If a p e r s o n prefers t o a r o i d an

o u t c o m e corbpared t o a t t a i n i n g it, t h e n t h e p e r s ) n o s value

is s a i d t o be zero, 17

I n s t r u m e n t a l i t y : A Valence has a v a l u e because c e r t a i n

outcome i s considered i n s t r u m e n t a l i n o b t a i n i n g the other

outcomes. For i n s t a n c e , an ernployee9s oesire ta p u t in

e x t r a t i m e a f t e r the normal w o r k i n g p e r i o d m a y l e s u l t i n t o

receiving overt ime allowance. This extra t i m c : p e n t i s

i n s t r u m e n t a l t o outcome - a l l o w a n c e - r e c e i v e d .

Vroom' s e x p e c t a n c y t h e o r y h a s n o t been ext ensively

researched, i t i s s t i l l i n i t s infancy and many q u e s t i o n s

are s t i l l u n a n s w e r e d . Some critics of t h i s model say that

i t ignores i m p u l s i v e a n d e x p r e s s i v e behaviour. Ithers say

it i s overly r a t i o n a l whereas human of ten d o n u t dct

rationally. 19

~ n s p i t e of t h e s e criticisms, t h e t h e a r y 1. ; currently

o n e of the most subscribed theories of r n o t i v a t i m. 2 0

2 7 REINFORCEMCNT THEORY

This theory p r i m a r i l y d e v e l o p e d b y 13. F. i k i n n e r ' s

advances t h e idea t h a t human b e h a v i o u r c a n be e : p l a i w d in

terms of t h e p r e v i o u s p o s i t i v e or n e g a t i v e outclmes of t h a t

b e h a v i o u r ? ' s ~ i n n e r therefore p u t f oruard a n a:-gumen t t h a t

p e o p l e ' s behaviour c a n be c o n t r o l l e d by rewardil q (reinforc-

i n g ) o n l y t h e b e h a v i o u r t h a t is d e s i r e d , w h i l e : g n o r i n g

( n o t r e i n f o r c i n g ) the u n d e s i r e d behav iour so th, t w i t h t i m e

the desired b e h a v i o u r w i l l come to dorrlinate the b e h a v i o u r

of such p e o p l e w h i l e t h e u n d e s i r e d ( u n r e i n f o r c e c )

b e h a v i o u r w i l l d i s a p p e a r . 22

2.b PAY A N D MOTIVATION

The p o s i t i o n of pay (money) as a m o t i v a t o r has a l w a y s

been c o n t r o v e r s i a l . Most c o n v e n t i o r r a l and c l a s z i ca l theories

of m o t i v a t i o n , saw money as t h e m a j o r i n c e n t i v e to greater

p e r f o r m a n c e . Modern o r g a n i s a t i o n a l t h e o r i s t s ar 2 however

of the o p i n i o n t h a t money per se is n o t a motivator b u t

r a the r a hygiene f ac to r . I t i s g e n e r a l l y b e l i e v z d t h a t

rlloney i s o n l y m e a n i n g f u l as a m o t i v a t o r i f it i s a

r e f l e c t i o n of other m o t i v a t o r . I n this respect, David

K r a u s p o i n t s t h a t "Zven t h o u g h i n d i v i d u a l execut .ve may b e

mot iva ted by o t h e r incentives s u c h as i n t e r n d l d;ive o r t h e

desire , for o r g a n i s a t i o n a l status, money i s s t i l l a p o w e r f u l

stimulus to' better p e r f o r m a n c e because of i t s s {rnbolic vdlue

as a measure of success a s w e l l a s i t s i n t r i n s i : worth. I f 2 3

2.9 E Q U I T Y THEORY

T h i s theory ho lds t h a t every normal human k i n g w a n t s

t o be rewarded f o r h i s performance. The i n d i v i c u a l a l so i n

a d d i t i o n wan t s t h o s e rewards t o be f a i r r e l a t i v t c t o what

others receive. J. S. Adams believes that t h i s need for

f a i r t r e a t m e n t i s the basis of equity theory. 24

P. ~ j i o f o r , i n his study on workers of Milo Co.

( N i g e r i a ) Ltd. discovered t h a t the f e r l i r ~ g of i~ er,uity

reduces p r o d u c t i v i t y of the perceiver, t h a t t h k p e r c e p t i o n

of i n e q u i t y i n pay d i d n o t vary w i t h age, sex, ~ a l a r y ,

marital s t a t u s , f a m i l y s i z e or e d u c a t i o n a l qualification. 25

2.10 THEORIES OF MOTIVATION AND - T H E N I G E R I A N -- 140 - I K E H -

In h i s test o n t h e a p p l i c a b i l i t y of Maslow's theory

on the Nigerian worker, Dr. N o dze d i s c o v e r e d t h i t t h e

m o t i v a t i o n a l level of Nigerian managers and work :rs alike,

i n t h e need h i e r a r c h y are still i n the first l e v . : l , s t r u g -

g l i n g to s a t i s f y the basic lower-order n e e d s for food,

clean w a t e r , shelter, safety, social aff i f ia t ion: and

imported luxuries. He sees monev as the q u i c k e s t means of

s a t i s f y i n g t h e s e needs s i n c e a c c o r a i n g t o him t v e r y

N i g e r i a n of t o d a y i s r u l e d by the r a p a c i u u s i n o r d i n a t e

q u e s t f o r money a t a l l costs , 26 D r . M. 0. ~ n i i p o i n h i s

s t u d y to t e s t the a p p l i c a b i l i t y of Herzberg1s t h e o r y i n

Nigeria b e l i e v e s t h a t the N i g e r i a n w o r k e r i s ar o p p r e s s e d

a n d d e f e a t e d i n d i v i d u a l who is intimidated by ' h e power

of money . H e sees p o s s e s s i o n of money as t h e c n l y weapon

which would enable him f i g h t his oppressors w i f h t h e i r

money power. ~ n i k p o a lso s a i d that the N i g e r i , n worker's

p s y c h o l o g i c a l n e e d s for self esteem and s e l f a c * t u a l i z a t i o n

( h i g h e r order needs) a re seen as b y - p r o d u c t s Oj t h e more

mater ia l is t i c money a c q u i s i t i o n .

2 -11 THE A C T I O N APPROACH - 'rhe ' action1 approach to t he s t u d y o f rnr t i v a t i o n

and b e h a v i o u r stresses t h e n e e d t o proceed f r o n an

u n d e r s t a n d i n g of t h e o r i e n t a t i o n s which each i ~ , d i v i c ! u ~ l

b r i n g s i n t o t h e o r g a n i s a t i o n . I n t h i s c o n n e c t . o n ~ ~ e r s "

f o u n d o u t t h a t two c a t e g o r i e s of p e o p l e m d y be f o u n d i n

t h e o r g a n i s a t i o n namely m o t i v a t i o n seekers and r n a i n t e ~ ~ a n c e

seeicers.

M o t i v a t i o n s e e k e r s are p r i m a r i l y m o t i v a t e d by .he n d t u r e

of t h e t a sk environment a n d h a v e h i g h t o l t xanc , : for pdor

e n v i r o n m e n t a l f a c t o r s . M a i n t e n a n c e seekers, o r t h e o t h e r

hand are m o t i v a t e d p r i m a r i l y by t h e nature of t 1.1. e n v i r o n -

m e n t and te 'nd t o a v o i d motivation activities-

Three t y p e s of work orientations h a v e g e n l r d l y b e e n

i d e n t i f i e d b y i n d u s t r i a l sociclogists, a s f o l l o ~ ~ s :

(a) I n s t r u m e n t a l - a n o r i e n t a t i o n towards n l a t x i a i s g ~1!1

and t h o s e m a t e r i a l o b j e c t s t o maintain l i l ~ , ci~l~clnc-t:

c o m f o r t and s e c u r i t y of l i v i n g .

(b) ~ e l a t i o n a l - a n o r i e n t a t i o n towards inter icr_ TI wi tll

o t h e r p e o p l e a n d establishing m e a n i n g f u l r u ; , i t i a n s ! l i p

w i t h them.

(c) dxpressive - an orientation towards self- .fiij,:i~;ir; P

k t s e l f - a b s o r b i n g and s e l f - d e v e l o p i n g activlkl :a.

O l a d i r n e j i c a r r i e d o u t a study on t!i rrsr i ;

o r i e n t a t i o n of certain c a t e i j ~ r i z s of N i q e r i d n ~+.rkers , : ,d

d i s c o v e r e d s s i g n i f i c a n t difference in t h e i r wa -k r , r L ~ ; - ~ . . ~ ~ -

t i o n s . H i s study of g r o u p of m e d i c a l d o c t o r s a . 4 p r ; l i c , _ ;

inen r e v e a l t h a t whereas a ma jo r i ty of t h e medic .1 ?L;C~:LIT>,

showed low instrumental and h i g h e x p r e s s i v e ~ r i ! n t , i t l a n t o

worl;, the p o l i c e m e n d i s p l a y e d a h i g h l y ins t rum, . ! tal , ~ n c l 1q.d

expressive o r i e n t a t i o n ,

REFERENCES -

Koontz & ~'bonnell, Management (~ i cu raw H i l l Ir-rkc:r. Book Co. Tokyo 1984) pp. 31-z.

ijiofor, P . 0 . and A n i a g o h , V. x., -- 0 ; ; . cit.

Leslie, W. Rue, OJ. e. 216 I bid.

Sco t t M. Myers , "IN'ho are your M o t i v a t e d d a r k :f Harvard B u s i n e s s Review 2 ( J a n . to F e b . X98J:i r 11, 15. - F . K. Fonlkes, t t C r e a t i n g More Meaningfu : ~ 3 r . " i n hussel Moore ed. AHA Hand hook ( N e w r 'ork : A,&, i, i573

Kobert 3 . 'l'hierauf and Robert C. K l e k a m p , -. F!;: -- ;,.?'-.-.nt - --- --.- - Principles - and Practices: -- A C o n t i n z e n c - ---- y ~n - - : t j u e s t i o n n a i r r ~ ~ ~ r o a c h ( - a n t a bar bdra : Jar - i i l .'Ll.:y L.

sons, l97?), p . 112.

10. d . J. T h i e r a u f , et al., Op -- c i t p. 123

11. D. T. Hall and K. Nougham, " A n Examination o N . i ~ s l o w t s Need H i e r a r c h y i n an Organisa t -oru l S e t t i n g " I ' c l * G G No. 6 pa. 375-385, in P . Kwandwalla, ----- D e r L i l r : ~ a f - - Organi sa t i o n s ( iuew York: Harcour t, Grace , . ~ v * ~ i ~ u ~ r i ; n Ins. lmpY 536.

2 . ~ d w i n A . L o c k , -- T h e Nature and Causes of 505 --,- a -

S a t i s f a c t i o n , i n t h e Hand baok of l n d u s t r i j l - Organisational Psychology ed. Marvin D. D!.!nn tl c Ct-,icago McNally, 1915, p. 1309.

13. Koontz H and C g ~ o n n e l C., 9. - c i t . p. 614.

14. Ibid. pp . 614-615, - 1 5 . p , i n e r , j . B . , T h e S t o r y of Organisational Dr h d v i ~ u r ,

The ~ r y d e n P r e s s , I l l i n o i s , 1980) p. 2 2 0 .

16. Agwu A k p a l a , Management: An I n t r o d u c t i o n a n , t h e -- N i g e r i a n P e r s p e c t i v e (Enugu, S u n s h l n e L i t o r j - a p h i c

17. Andrew D. S z i l a g y i , Jr., Manaqenen t and Perf 3 r m z n c e pp. 415-416.

19. Ibid. 219.

20. Rue e t a l , 2. G, p. 2 19

21. Wayne Mondy, A r t h u r s h a r p l i n , a n d Cdwin B . F l i p p o , M a n a q e m e n t C o n c e p t s and P r a c t i c e (Mass: ~ l l y I e Bacon I n c . 1988) p.

22, M. J. S t a h l , "~chieving Power a n d M a n a g e r i a l M o t i v a t i o n : S e l e c t i n g M a n a g e r i a l T a l e n t with the job c h ~ l .ce Exercise", P e r s o n n e l Psycha logy c i t e d b y h. iayne hondy et a1 9. c i t . p, 3 5 d . - David Kraus, "The D e v a l u a t i o n of t h e A m e r i c a r E x e c u t i v e t l Harvard B u s i n e s s Review, May - J u n e .

S . 3. ~ d a r n s ; "Inequity i n s o c i a l Exchat-ige", I n R i c h d r d M. Steers and Lyman w., Porter, Motivat ion ard Work Behavf our , (New York : ~ c ~ r a w - i - i i l ~ l ~ S ) , ~ ~ . - .PL+-T5'4.

E j io fo r , P . N . 0. and h i a g o h , V. A. ( e d . ) , ( N e w York: Mac i ~ i i l l a n Publishing Co. Inc., 1979), p. '104.

I1

c z e , N., Motivakion a n d N o r k Productivity ait 3ng N i g e r i a n Workers ; A paper presented a t t h e First National Worksrmp on O r g a n i s a t i o n a l Behaviour a n d Management, U n i v e r s i t y of I b a d a n , May 24-27 1361.

&I

S c o t t M. Myers, "Who are y o u r Mot ivated nlorkers , c i t p* 4 9- -9

A . B e n n e t t , " O r i e n t a t i o n t o Work Organisat ion 31 A n a l y s i s " Journal of Management Studies Vol . 15, No, 2 , 1978, pp. 149-1g2.

O l a d i m e j i Alo, "A Look a t t h e Myth of the U n m l t i v a t e d N i g e r i a n Worker", i n P . L j i o f o r and V. ~ n i a g c ~ , o p . c i t . p p . 39-48.

CHAPTER THX-EE - ' RESEARCH DE;SZC?I A N D IUI?THODOLOCY

---a - -I--- - - -I

3.1 RESEARCH D E S I G N --__I_IL_.

1 have said earlier t h a t ec7ployees cf it,?

o r g a n i s a t i o n a l b i e t their motivation Is c r r l c i ~ , f ~ r t i $ -

well-being and surv iva l of such o r g a n i s a t i c q . 'W:i.s sc1~dy

is aimed a t f i n d i n g out t h e motivaCional p a t t c .-n of notl-

teaching s ta f f of U n i v e r s i t y of H i g t x i a and r - t 092 S t c t c

U n i v e r s i t y of ~echno1oqy.- .

Motivation of individuals in d complex .rocass

remains O n e of t h e most discussed and researc f 2 A toi>.L~s

in management. Yet - the . need . to s t u d y thz c i g ~ l i r , & i L i t y

or otherwise of existing notivational t h e u r i c :; i f3

part i cu lar s i t u a t i o n s i s of immense b ~ n e f i k ?p : c i d 1 - ; t

i n its v a l u e as a management g u i d e in it-s a )15.cztlri7

of e x i s t i n g motivational too 1s.

Several approach abound f n t h e s t ( i d \ l c f I! -: .SV:III - 3 .

Suffice it to say t h a t i n t h i s study, n a ~ i v t ; i ~ , n ;:t ~ 1 ;

be examined from the p e r s p e c t i v e of job s a t s f L , c i o l i

b need s a t i s f a c t i o n and goal c l a r i t y of e m p l c ;w.s Ln ,ur

i n s t i t u t i o n s of h i g h e r l e a r n i n g i n Enrag3 ur ,an.

3.2 SOURCES OF DATA

The data used in t h e rarryirig out 05 th; s s t l i d y

w e r e d r r i v e d from both primary and secondary rources.

3.2.1 Pr i t i i a ry Sourcca - T h e s e inc: 3 d e d a t a o b t a i n e d f r r t r c SLJYI ctured

questionnaires w h i c h ware. -distr ikuteu to respor rents .

S i n c e t h e researcher j c an insider in one of t! 2

i n s t i t u t i o n s under study. there is a l so some lsv -1 of

c o n s c i o u s relidnce on personal obsctvakim of m t . c l v o t i o n

of s t a f f v i s - a - v i s the perforinaccz of the cc;teqcrLes of

s t a f f under study. In a d d i t i o n , casual oral in t2rv ieb; s

were h e l d w i t h some of t h e s e workers t a su;)plciaeaL an3

ascertain t h e f i n d i n g s of the s t r u c t u r e d ques tio l n a i r e s

and researcher's p e r s o n a l o b s e r v a t i o n .

3.2.2 - secondary Sources

Secondary sovtces of d a t a u t i l i z e d i n t h i s study

i n c l u d e a revfew of some related l i terature i n b c l k s ,

journa l , seminar papars in d i f f e r e n t i fbrar ies .

3 - 3 --. SAMPLES USED -- - .

It is not p o s s i b l e to reach a l l t h e r e I e v 3 n t : i i + - f F

in the t w o U n i v s r e i t i a s durihq the course of t b L s study.

As a result, sampl ing method was uscd in d i ~ t r S b u t 3 n g t he

quest iunn3ire as w e l l as for the oral intervie!,,

Both a t r a t i f iec? and random . s i . m ? l l n r j t e c h , l q ~ : c c *,:*:re

adopted in the selection of t h e r c s p ~ r i d c n t s f o r t!As ets idy .

The t w o i n s t i t u t i o n s unclcl- study f a r m t;he rbrai:- s t r a t a of

t h e s a m p l e while the three c a t c q x i e c of s t a f ; - I

Adminis t r a t i v e of f icelrs . c>.cire, S,zni l>r , % b i n i n k ' r : t f .~~e,~

Technical SLaff anti Junicr S t a f f form t.>e l c a .r st rat^.

S i m p l e random samples wcre t h e n t a k e n from e a z h s t r a t a .

A total s a m p l e of 200 -made u p of 100 respcindr ?ts czch

from Uni .vers i ty of Niceria and EnUgU State Ur lveriXty

of T e c h n o l q y was used i n tP .2 s t u d y . Thttsc : chcal : ; were

principally chosen o u t of cunvenfenc;: mcl i n p a t i c u l a r

were considered good o p p o r t u n i t y to compare ; t b f i

m o t i v a t i o n in Federal and S t a t e owned i n s t b t ~ t i o n s .

The s t r u c t u r e d q u e s t i o n n a i r e were clis tribute d arn,>ng

r e s p o n d e n t s and later col1ect;ed f o r a n i l l y s i : .

3.4 INSTRUNEHT USED - ~ h o i n s t r u m e n t uscd for the study cofisist,

essantially of s tsut;tWed ques t i o n n a f re anc personal

1

3b

i n t e i t v i c ~ l . The q u e s t i o n n a i r e , _made up of secti :nu ( A ,

B and C) cottsists of (31) thirty cne questions s l t oqe ther .

S e c t i o n A is c o n c e r n e d w i t h o b t a i n i n g personal Jatc v i z :

Age, sex , m w i t a l s t a t u s educational q u a l i f icdt i o n t y p e

of j o b engaged in and incorn.? f r w the respond.;. its.

These quest ions were i n c l u d e d to ek311; t h e re ;rare! cr

discover w h e t h e r these factors have any s i g ~ i i f c a n t

i n f l u e n c e , on t h e p a t t e r n of Andiv idua l a o t i v i tions.

Sect ion 5 is concerned t h t h e rzspsnd~:nts '

persona l assessment of t h e work eqv ironment p - e v ? l e n t i n

t h e two i n s t i t u t i o n s under study. Swcifical Ly, q u e s t , i o n s

were asked to know t h e rospandcntsl p e r c e p t i c n of equity/

i n e q u i t y in respect of t h e i r pay and other rtward, t h e

p o s s i b l e effect of corisiderable i n c r e a s e in jay, and i n f a c t

the effect Of the recent Abacha package on F 2r io rmance.

Section C is concerned w i t h i d e n t i f y i r g the w-zd

of the respondents and t h e i r level of s a t i s j a c t i o n . I n

this section respondent? were a s k e d to i d e n .ify from

l i s t of some aspects of t h e i r job w h i c h fane they cb . cr i sh

mast. Some other aspects of the job were a:rrtioncd

s p e c i f i c a l l y and responder.ts were expected to answer

three sub-questions lebelled ri to c r e atirrg to t h e

p a r t i c u l a r q u e s t i o n . P. f ive -po in t scale w 1s prov ided

by w h i c h each respondent i s t o acswer the q u e s t i o n

i n d i c a t i n g his l e v e l of impor tance , the ansunt he believes

measurep~~nt c; i t h e i r s~tisidction w L . s adrpteci fec .1 h2 ins :a ;r l~ 1; 1

s t u d y and t h e need for speedy raripcnse. Zt : t . c ek s e v c r d l

v i s i t s a n d c a l l s on tht= s u b j e c t s . efore t h e r-sp ,rnc;ez

w e r a sscev a r rd ,

In a d d i tim, several h f orrnal discussior\s Iere held

w i t h a good number of t h e r e s p o n d e n t s on t h e i r pr rsor~a:

percept ions and views as a means of argumen t i n g . nCo:-.-rdtl on

obtained from responses t o the questionnaire itc; s.

CHAPTER FOUR --A-

DATA A N A L Y S I S , INTEAPRETATION AND F I N D I b ;S - -- - 4 - 0 INTRODUCTION

a-

This chapter which d e a l s with a n a l y s i s and

i n t e r p r e t a t i o n of the d a t a collected starts firstly by

a n a l y s i n g t h e d a t a in respect of effect of perceptLon

of inequity i n pay on m o t i v a t i o n . In doing t h i s , w e

looked specifically a t t h e responses to qutstions 8,

9 , 10 and 11 which deal essentially o n t h e salaries of

t h e r e s p o n d e n t s from non-academic staff of U n i v e r s i t y

of Nigeria, Nsukka and Enugu State Univers l t y of

Technology. An a n a l y s i s of job satisfact: on and

p e r c e p t i o n of e q u i k y / i n e q u i t y were done be: ore going

into t h e d e t a i l e d analysis of needs and tht ir satisfac$lon.

4.1 RES-PONSE RATE

Two hundred ( 2 0 0 ) copies of t h e ques* i o n n a i r e

were d i s t r i b u t e d a l t o g e t h e r to t h e sample lon-academic

employees of UNN and ESUT. O f these, 168 ~ u e s t i o n n a i r e

ware r e t u r n e d , out of which three were not properly

c o m p l e t e d and were therefore n o t used for -he analysis.

T h e breakdown is given below.

T a b l e 4-1

NO- of No. of Response N a m e of I n s t i t u t i o n Employees Respon -

d e n t s Rate

U n i v e r s i t y of Nigeria 100 86 86%

Enugu S t a t e U n i v e r s f t y of T e c h n o loqy . 100 82 82%

The above tab le clearly i n d i c a t e s t \at t h e

responses represent a high p r o p o r t i o n of ..he sample used

from t h e employees of each. of uNt11 and ESU'.'. T ~ E ? r e s p o n s e s

a l s o appear t o be evenly distributed. T a i les 4-2 drld 4-3

below showing the response rate of q u e s t i c n n a i r e by

i n s t i t u t i o n and by t h e three categories of employee

under study i s self explanatory.

Table 4-2

Response Hate by I n s t i t u t i o n C a t e g o r i e s of Employees - . -. und

~ d r n i n , Officers/ Registrar Cadre 30

S e n i o r Adrnin,

i Staf f - 30 25 8 3 - 3 3 25 Senior S ta f f 40 36 90 39

4.2 PERCEPTION OF EQUITY IN PAY AMONG EMF! ,OYEES -- P*

since percept ion of e q u i t y is an imp( r t a n t factor

in the mot iva t ion and performance of emplo~ees, we sought

to f i n d out t h e b e l i e f of the employees w i t h respect to

their pay i n t h e i r p r e s e n t jobs. Table 4-f below shows

t h e pattern of responses to t h e quest ion .

Table 4-3

Frequency D i s t r i b u t i o n of R e s p o n d e n t s ' Perc t p t i o n of Equity w i t h Respect to their Pay

BELIEF AS TO WHETHER I N S T I T U T I O N THEY ARE WELL PAID

x I I I = % I I I = = P n = I ~ = I I = L = I ==Da=5=. imss¶.c=

U NN ESUT ----- yes 6 (7.00) 5 ( t . 2 5 )

Note: . The figures i n p a r e n t h e s i s are column percentages.

The data collected tends t o show a gen t r a l tendency

of the r e s p o n d e n t s to believe t h a t t h e y are rot well puld

in their present jobs. For i n s t a n c e i n ESUT o n l y f i v e or

6 .25% of t h e r e s p o n d e n t s believe that t h e y I re w e l l p a i d

w h i l e i n UNN, o n l y s i x or 7.00% of the r e s p o r d e n t s held

such view. Table 3 t h e r e f o r e appears to i n d i c a t e a n e a r

agreement among the r e s p o n d e n t s t h a t they are not well

p a i d i n their job. 93% of t h e r e s p o n d e n t s in UNN and

93.75 of t h o s e i n ESUT.

ow ever, t h e case was d i f farerl~ rrrc 8 the s p e c i f i c

reason for h o l d i n g t h e said v i e w was c o n s .dered i n

respect of those who -believe.. that t h e y ar : n o t well p a i d .

In a n a l y s i n g t h e specific reasons for hollling s u c h views

an i n s t i t u t i o n by i n s t i t u t i o n approach wa: adopted to

f u r t h e r portray the comparative nature of t h i s study.

Table 4-12

of Respondentse H t ason for are n o t we1 1 p a i d

REASONS FOR B E L I E V I N G THAT I N S T I T U T I O N S TWY ARE NOT WELL PAXD

D i f E t Z L L = P P a = P I L = ~ l W P = S = l i C ~ E ~ =

UNN ESUT

( a ) The market prices of goods and services are h i g h . 2 5 ( 3 2 . 0 0 ) 27 (34.90)

(b) My effort o n We job i s worth more than 1 am paid. 17 (22.00) 16 (21.33)

(c) I earn less t h a n my c o u n t e r p a r t s elsewhere. 2 6 ( 3 2 . 9 0 ) 24 (32.00)

NOTE: Figures in p a r e n t h e s i s are column pt rcentages .

T a b l e 4 shows t h e frequency d i s t r i b u t i o n of why the

respondents ' b e l i e v e t h a t they are n o t well

jobs. For i n s t a n c e w h i l e 32.00% of

p a i d in their

the r e s p o n d e n t s

in UNN and 36.00% of those i n ESUT b e l i e v e

4 4

n o t well p d i d because the market prices o t t l i n y s are h i g h

22.00% of U,NN r e s p o n d e n t s and 21.33% of E. UT's b e l i e v e

t h a t t h e i r effort on the job is w o r t h morc t h a n they arc

paicl . Again 32.903: of U N N r e s p o n d e n t s ar d 32.00% of

ESUTns believe t h a t they r e c e i v e less pay than their

c o u n t e r p a r t s else where. Skill 14.80% of U N N respondents

and 10.66% of those i n ESUT believe that s me w o r k e t s i n

their University earn more t h a n they are p i i d .

The above pattern of responses while showing a near

agreement i n t h e perception .of t h e respond : n t s from t h e

two i n s t i t u t i o n s of study, t e n d s t o i n d i c a :e that

satisfaction w i t h pay is of two t y p e s : pa need and

person-referent disequilibra. Pay-need d i : e q u i l i b r i u m

e x i s t s when a person p e r c e i v e s t h a t his 'n i edsc and his

pay are not i n balance. Further p e r s o n - r e l e r e n t d i s e q u i -

librium e x i s t s when a person believes that h i s pay is less

t h a n t h a t of referent other.

From these types of d i s s a t i s f a c t i o n w i t h pay,

researchers c o n f i r m that f o u r d i f f e r e n t t y k e s of sources

of d i s s a t i s f a c t i o n w i t h pay exist.

Given t h a t PR stands for p e r c e i v e d Reward, md P s t a n d s for

person, the four sources of d i s s a t i s f a c t i o n are given as

(i need-based d i s s a t i s f a c t i o n

-.

Perce ived n e e d .of P

(ii) Contribution-based d i s s a t i s f a c t i o n

( a ) C o n t r i b u t i o n i n e q u i t y e x i s t w k n

(b) Local referent i n e q u i t y e x i s t whe?

PR Of P

P of referent other i n own orig Ln 1 R

( c ) Cosmopolitan referent i n e q u i t y i s d e f i n e d a s

. . PR Of P

P H of referent o t h e r outside own o r i g i n k 1

I n a t t e m p t to ascertain the effect of the p 3 r c e p t i o n of

inequity t h e immediate e f f e t t of increased pay on t h e

respondentsq performance was sought. They lrere asked

w h t h e t t h e i r performance would p o s i t i v e l y 3e affected if

t h e i r present pay is increased.

T a b l e 4-5: F r e q u e n c y is tr 'bution of ReSpO lses to w h e t h e r P e r f o r m a n c e would be positively affected if pay is increased.

RESPONSES ==Et=LP%a

U N N E S U T L I I P ~ P P ~ R ~ ~ P P ~ ~ ~ ~ S I L I ~ I ~ ~ I I I L ~ I

NOTE: Figures i n p a r e n t h e s i s are column pel.cen.:aT*b:;.

From tab le 5 above one can observe t h k t rlon-

academic s t a f f of UAlN and ESUT will increanc ! t h e i r

performdnce on t h e i r jobs i f t h d r pciy is ia creased

considerably.

specifically 86.07%. of respondents i n U N N and

88.00% of those in ESUT have indicated that they would

improve performance i f pay is i n c r e a s e d .

The finding of-.this study tends to s u i p o r t Taylor's 1

o p i n i o n that increased productivity could be obtained

by g iv ing the employees h i g h e r pay packet. It also

agrees w i t h D r . h i k p o * 0 2 v i e r i n respect of t h e

applicability of Herzberq' s theory t o Nigeri 3n workers

Dr. ~ n i k p o in t h i s study discovered that the N i g e r i d n

worker sees p o s s e s s i o n of money as the only deapon tkdt

would enable him fight his oppresors with t h - l i r money

power such that their psychological needs f o r self

esteem and self a c t u a l i z a t i o n are seen as b y - p r o d u c t s

of t h e more materialistic money a c q u i s i t i o n - he s t u d y

a l s o agrees w i t h J. S. Adams view t h a t need 'or fair

treatment i s t h e b a s i s of equity theory. 1 t also

supports ~ ~ i o f o r ~ that feeling of inequity r t duces

productivity of the perceiver .

g.3 .il~o l o o k e d at the employee p e r c e p t i ~ r of t t ie

prc, . ;mtiori f a s t e r n and p o l i c y i n the t w o i n s t i t i tions

~;Lr.zc ;:rom\;tion a s part of reward package i s ail i m p o r t a n t

ir ic~&;'r thh t .-Lfec-l-,s motivat ion and Lhus perforr4ance.

T L;le 4-6: Frequency D i s t r i b u t i o n of Response: to t h e YI I .

b a s i s of promotion policy i n t h e tlr i n s t i t u t i o n s .

THE bASES OF' PROMOTION IN THE I NSTXTL TIONS ~ t r r ~ a r r ~ r ~ = a ~ ~ r r n r ~ : ~ ~ ~ ~ = ~ ~ ~ u

I : 5TITUTIOt lS U N N ESUT

( a ) Skill hard work 54 (63.52%) 4 3 (61.25%

ib) E d u c a t i o n a l q u a l i f i c a t i o n 16 (18.82%) 3 5 (18.75%)

(cl L e n g t h of service 13 ( 1 5 . 2 9 ) 3 2 (15.00%)

From table 6 above one c a n deduce that a k x t two-

G - i r d s of the r e s p o n d e n t s - 63.52% of those in JNN and

61.25% of ESUT's contend tha t the basis for p r o n o t i o n is

s k i l l and hardwork while only o n e - t h i r d is d i s t r i b u t e d

arirong the o the r o p t i o n s . S p e c i f i c a l l y 18.82% of the

r e s p o n d e n t s i n U N N and 18.75% of ESUT employees believe

that educational q u a l i f i c a t i o n i s t h e basis. F -1rther

15.29% of UNN employees and 15.00% of those i n 3SUT have

s imi lar belief. Only a negligible number from ;he t a . 0

i n s t i t u t i o n s . 2.35% from UNN and 5.00% I r o m ESUT believe

t h a t knowing committee members is import' n t . T h i s

p e r c e n t a g e i s considered too l o w dnd o n e would t e n d to

c o n c l u d e on the basis of our data t h a t t t s b a s i s for

promot ion i s anrlual appraisal with set out c r i t e r i a .

Then to further investigate t h e prc n o t i o n p a t t e r n

i n t h e two i n s t i t u t i o n s under s t u d y , t h e re spondents were

asked t o stake whether t h e y have b e e n pronoted within

t h e p a s t f i v e years, T h e responses recei red are given

in the t a b l e below.

Table 4-7: Frequency D i s t r i b u t i o n of R e s l ondent's r e s p o n s e to whether they have b e e n prorotea or not

HAVE YOU BEEN PROMOTED IN THE INSTITUTION P f P I L l t = = E L E D i E l = E = E = = = = E . f U = a

LAST F I V E YEARS?

Yes 54 ( 6 3 . 5 2 f ) 52 (65 .00%)

TOTAL - 8 5 ( 1 0 0 . 0 0 & ) - -- 80 (10O1007i

NOTE: The f igUres i n paren thesis are colu n n p e r c e n t a g e s .

From the table above i t becomes clear that 63 .52%

O f the employees i n U N N and 65.00% of thos: i n ESUT have

b e e n promoted in the l a s t f i v e years, w h i l 36.47% of

those in U W N and 35% of ESUT'S have n o t r e : e i v e d such

promotions.

To f u r t h e r i n v e s t i g a t e o u r f i n d i n g ~ r i re=ipec;r; us

t h e basis of promot ion i n these i n s t i t u t i o n s , those who

have n o t been promoted were asked to state w ut t h e y

consider is the r e a s o n for t h e i r non-promoti Jn. The

r e s p o q s e s r e c e i v e d are g i v e n i n Table 4-8 b e - o w .

Table 4-8: Frequency ~ i s t r i b u t i o n of Reason for non- promot ion of some Hespondents .

WHAT DO YOU CONSIDER IS THE -NSTITUTIONS R E A S O N FOR NON-PROMOTION

R P I m I L C I I = = I . L L P D P I n P 5 i Z I L ~ i ~ ~

UNN -- ESUT __

( a ) Reached the end of my 1 adder 6 (19.35%) 7 (25.00%)

(b) Hot qualified for the next h i g h e r post. 11 ( 3 5 - 4 8 % ) 9 (32.14%)

(c) Not liked by t h e s u p e r v i s o r .

( d ) Any o t n e r unhealthy red - tap i sm/bureaucracy 14 ( 4 5 . 1 6 % ) 1 2 ( 4 2 - 8 5 % ) ---

TOTAL 31 (100.00%: 28 (100.00%)

NOTE; F i g u r e s in parenthesis are column perc pntages . Table 8 above h a s f u r t h e r r e v e a l e d that 45.16% of

those not promoted i n U N N and 42.85% of those i n ESUT

have in fact been recommended for promotion ii ~t these

have n o t materialized due to what was termed Anhea l thy

red-tap@ism/bureaucracy. ~ l s o those others t l a t were n o t i n

promoted kne; the r e a s o n s w h i c h h e f f e c t centrel around t h e

e x i s t e n c e of s p e c i f i e d c r i t e r i a for promot i o n .

4.3 EMPLOYEE JOB SATI.SFACTION AND S A T I S F I E . !S - T h e s econd major aspect of the study . is d e s i g n e d to

f i n d o u t how satisfied the employees are wi1.h their

p r e s e n t jobs. T h i s i s because it is b e l i e v c d that job

satisfaction would have an impact on the bebaviour of

employees i n t h e i r . p r e s e n t jobs-

The r e s p o n d e n t s were asked to describe the job

exper i ence in terms of t h r e e levels of sat i s fac@ion vizr

Very satisfying and f u l f i l l i n g

F a i r , j u s t managing

D i s s a t i s f i e d and f r u s t r a t i n g .

Table 2 below gives a f requency distri:)ution of t h e

r e s p o n d e n t s assessment of therr job exper ient :e.

T a b l e 4-9: Frequency D i s t r i b u t i o n of Responi e n t s ' D e s c r i p t i o n of t h e i r job Gxperier ce*

I n s t i t u t i o n s Very S a t i s - Fair J u s t D i z satis- fying and Managing f i e d and fulfilling f r ~ strat-

U N N 21 (24.70%) 4 7 ( 5 5 - 2 9 % ) 17( ~0.00%) 851100%)

NOTE: Row percentages are g i v e n parenthesis.

A general examination of t h e t a b l e show.; that a

m a j o r i t y of t h e employees were r e a s o n d b l y sat.1 s f i e d w i t h

their j o b s . specifically ~ u t of 165 r e s p o n d e l ts s tudiad

A closer e x a m i n a t i o n of t h e table a :tudLly

indicates t h a t a m a j o r i t y c o n s i d e r e d that t h e job was

n e i t h e r very s a t i s f y i n g nor f r u s t r d t i n g . Again dn

institution by i n s t i t u t i o n cornparism indic ate5 t h a t

experience of job dissatisfaction is h i g h ( r i n ESUT

than in UNN.

To actually try to ascertain the i n t e n s i t y of t h e

feeling of s a t i s f a c t i o n respondents were ; sked to

indicate i f t h e y would leave their ins tit^ tion if they

had an o p p o r t u n i t y to go elsewhere. H o w e v e r when the

data i n f a b l e was sompared w i t h r e s p o n s s to t h e

present q u e s t i o n , a m a j o r i t y o f t h e employ 2es said that

they would l eave i f they had t h e o p p o r t u n i zy to work

elsewhere. T h e a c t u a l responses is shown ,elow i n Table 12.

Table 4-10: Frequency D i s t r i b u t i o n of Whe :her t h e ~ e s p o n d e n t s would leave their jobs if they had an o p p o r t u n i t y to work el iewhere.

P O ~ P I E E I S ~ P P I I P ~ ~ ~ C L = ~ ~ ~ ~ ~ ~ U ~ ~ P : ~ ~ : ~ ~ ~ ~ ~ ~ E ~

Respons es U N N ESUT Total

Yes 67 (78.82) 70 (87.5 137 ( 8 3 . 0 3 7

From the table, i t i s clear t h a t a m, j o r i t y (over

8 3 % ) of t h e r e s p o n d e n t s i n t h e two.schools s a i d t h y would

l e a v e t h e i r jobs If they had o p p o r t u n i t y t c work elsewhere.

t h e y want: from their i n s t i t u t i o n s . T h i s r ?sponse of those

who sa id t h a t they would l e a v e t h e i r jobs :ouyhly

corresponds to the percentage of t h o s e who were ei ther

d i s s a t i s f i e d w i t h t h e i r jobs or considered their job

e x p e r i e n c e as just fair.

4 . 4 J O B SATISFACTION AND DXSSATISFIERS --

We also t r i e d to investigate what spr cif ic item(~)

of the job s a t i s f i e d t h e employees. To act i e v e t h i s

o b j e c t i v e , the respondents were a s k e d to i c e n t i f y w h a t

t h e y c h e r i s h e d most i n their j o b s .

able 11 below g i v e s a break down of the responses.

~ ~ b l e 4-11: Frequency ~ i s t r i b u t i o n of R e s p 3 n s e s to ~atisfiers in t h e Jobs

U N N PIT=

ESUT = m u =

1 Job Security 10 (11.766) 9 (11.25%)

3 O p p o r t u n i t y for i n t e r a c t i o n 1 3 (15.29,;) 12 (15.00%)

4 Authority and R e s p o n s i b i - '

lity. 13 (15.29:m) 12 (35mOO"k)

5 The challenge in t h e job . 33 (38.82:*) 33 (41-25s)

6 Ret i rement b e n e f i t s 7 (8.25%11 6 (7 .5%)

TOTAL 85 ( l O 0 , O i ) 80 (100.00) . ~ ~ ~ ~ = ~ ~ = ~ = = = = ~ I ~ = ~ p p = = * = ~ = c = = = = = = = ~ ~ I x 5 = ~ ~ - = ~ ~ ~ ~ ~ = = = = = = = =

NOTE: Figures in p a r e n t h e s i s are column pe rcen t ages .

Table 12 i n d i c a t e s that chdllenge i r t h e job is

t h e most frequently mentioned source of j r b s a t i s f d c t i o n ,

O t h e r items recorded relative1 y lower scoz es of re sponse .

The pattern of r e s p o n s e from t h e above , tt nds to s u p p o r t

Herzberg* s a s s e t t i o n t h a t t h e factors w h i c h s a t i s f y t h e

employee are those which are r e l a t e d to tke job i t s e l f ,

For i n s t a n c e out of t h e s i x i t e m s listed a s h i g h as

38.82% of the r e s p o n d e n t s from U N N and 41.25% of those

i n EsUT i n d i c a t e d t h a t they c h e r i s h the challenge of the

j o b most.

To f i n d out the structure of rnotivat~rs existing

i n t h e two institutions r e s p o n d e n t s were aiked t o i n d i c a t e

whether lack of some social amenities woul i affect t h e i r

jobs. T a b l e 1 3 g i v e s the r e s p o n s e s r e c e i v :d.

Table 4-12 - : Frequency Distribution o f Res m n s e s to whether l a c k of Social Amenities w i l l affect their Performance.

RESPONSES INSTITUTIONS P ~ P S ~ I E ~ E = I ~ L ~ P = P L L : ~ L L P P ~ P U E = T

U N N ESUT - Yes 67 (78.82%) 6~~ (80.00%)

Based on Table 12 a b v e one can a b s e r v e t h a t lack of

soc ia l amenities, free m e d i c a l care, A c c o m n o d a t i o n ,

s u b s i d i s e d transport fare, e t c - affect t h e performiince/

p r o d u c t i v i t y of our respondents. S p e c i f i : a l l y 78.a2%

of employees i n UNN and 80% of t h o s e i n E.;UT hold such

v i e w , w h i l e o n l y 21.17% of the e m p l o y e e s . n U N N and 20%

of t h o s e i n ESUT h o l d the opposing v i e w .

From our f i n d i n g above o n e would cor c l u d e t h a t

social amenities have some appreciable efl ect O n t h e

motivation o f our r e s p o n d e n t s . But t h i s s in direct:

contrast w i t h tierzberg@s4 t w o factor t h e o r y w h i c h h o l d s

t h a t those characterist ics outside the jot c o n t e n t are

mere h y g i e n e (dissatisfiers) factors that = a n n o t m o t i v a t e .

T h i s n e g a t i o n of Herzberggs theory c ~ l d well be

e x p l a i n e d by t h e fact t h a t most N i g e r i a n s 3re b a s i c d l y

still a t their lower level-needs satisfact s on

N a s l o w * s 5 theory and therefore c a n be moti rated by socidl

amenities ( e x t r i n s i c or h y g i e n e factors).

4.5 COMPLEMENT AND EMPLOYEE BEHAVIOUR

To i n v e s t i g a t e the effect of the bos: complements

when an employee p e r f o r m s w e l l on subsequel t performance,

the r e s p o n d e n t s were first asked whether tt ey are

complemented by t h e i r Boss when 'they performed well.

The actual r e s p o n s e s i s shown on t a b l e 13 k e l o w :

RESPONSES

Yes bY (81.17%) 6 3 (733.75%)

T a b l e 13 abave s h o w s t h a t as h i g h LS t31.17% or the

respondents i n UNN dnd 78.75% of those i ~ , LSUT receive

complement from t h e i r Boss when t h e i r per f o r e ~ m c e : u11

their jobs are considered good. On t h e c tiler h . ~ r ~ d 01lly

18.82% of t h e re spondents i n U N N and 21.75% 02 those i n

ESUT c l a i m that; they do not. hdve such r x l ; ? r i r n ~ c .

To i n v a s t i g a t e f he effect of the bo ; s cunrplci~r~errl;

on subsequent performdnce of e m p l o y e e s re *purrdents were

asked w k ther they believe that such prcii: r S has 411y

p o s i t i v e effect on t h e i r f u t u r e perforactnce. TdLlt: 14

below g i v e s t h e r e s p o n d e n t s ' responses to t h e q u e s t i u n -

'rdble 4-14: Frequency D i s t r i b u t i o n a f k s p u ~ ~ ~ e s to whether t h e mssg Corupl-uent Pcoiluce: P o s i t i v e Periormdnce.

The above table i n d i c a t e s t h a t U Y . 4 1 6 of e l l L p l o y e e s in

URN and 91.25% of those i n ESUT b e l i e v e t h i t such bosst

c o m p l e m n t has p o s i t i v e e f f e c t o n t h e i r s u )sequent

performance . On the other hand o n l y 10.58'; of t h e

r e s p o n d e n t s from U H N and 8.75% of those i n ESUT h o l d counter

p o s i t i o n . Our f i n d i n g s i n t h i s regard tenr s to agree

w i t h t h e view of the Reinforcement ~ h e o r y c e v e l o p c d by

B . F . S k i n n e r earlier expressed i n c h a p t e r t w o . That i s

to s a y t h a t people's behaviour can be controlled by

reward ing (re-inf0rcing)only ths dc,irecl bt ndviour..

4.6 NEEDS A N D THEIR SATISFACTION

T h i s sect ion forms a major part of th: a n a l y s i s of

data c o l l e c t e d . As we have discussed e a r l i ? r , needs form

the focus of a l l m o t i v a t i o n a l t ehaviour . ~ ) u s the a c t i o n

of t h e non-academic staff i n t h e t w o i n s t i t i t i o n s depend

on the s t a t e of t h e i r needs and how these h rve been

s a t i s f i e d .

To a n a l y s e t h e n e e d s of t h e respond en..^ and t h e i r

s a t i s f a c t i o n , we listed a number of Factors which are

an.sociated with j o b s . These i t e m s are n o t r eeds i n t h e m s e l v e

but their e x i s t d n c e i n t h e j o b s create avenLles f u r t h e

s a t i s f a c t i o n - o f n e e d s . For e a c h of the n i n ~ items l i s t e d ,

the r e s p o n d e n t s were e x p e c t e d to answer t h r e e q u e s t i o n s

namely:

::Jd ~ ~ ~ ~ ~ ~ , ~ - k < ~ ~ ~ '.::? t-:ii i-, . L!!~:m

; -1.- 1: "f .t"!,> i L . : , , u iL gL-C-<. -l-! c l y dz~cL: . :~ -L 1 *i.L!,l

k h e i r job, and

t i r : ~ rrr..ch nf tt- -? 5 kern:.: they .. i .- h;-.r~ t-.-, rr ,,\re j \ r

pJ ; : i i - , i b ; : : .

mo

r\l

me

'- wmm

r(1'7

u-l

a*

.

.u

s

**

-T

*em

A n a l y s i s of the data shows that the on-academic

s t a f f of U N N and ESUT contained i n the sam ~ l e s t u d i e d

rated a11 t h e itoms to be h i g h l y important to them.

However, i n a n a l y s i n g t h e items a c c o r d i n g f o their group

n'eeds, t h e da ta above s h o w s t h a t t h e need for autonomy has

a marginal p r e f e r e n c e above n e e d for actualization. T h i s

may be due to t h e fact t h a t employees may n 3 t be a b l e to

realiae his/her f u l l potential ( a c t u a l i z a t i m j on the job

unless t h e i n s t i t u t i o n s grants him freedom . autonomy) to

utilize h i s r e s o u r c e s to the f u l l .

Another important Q b s e r v a t i o n from t h t table is t h a t

social needs are c o n s i d e r e d to b e t h e least i r n p o r t d n t of a l l

the classes of needs of the employees in t h e sample.

However, the mean score recorded ( 4 . 0 1 ) can se c o n s i d e r e d

f a i r l y h i g h .

non-academic s tat f of the two i n s t i t u t i o n s u ~ i d e r study

at tach s l i g h t l y more importance to higher motivators than

it does to t h e lower o r d e r needs. his i s st own by t h e

f a c t that actualization and autonomy n e e d s recorded s l i g h t l y

h i g h e r s c ~ r e s than p h y s i o l o g i c a l and security needs,

a l t h o u g h all scores are generally h i g h , t h a t is to say that

e v e n thaugh the h i g h order needs are h i g h , th:re h a s not been

decrease in lower order need. The f i n d i n g t e ~ d s to s u p p o r t

7 the position h e l d by Hall and Nougham d i s c u s ;ed in c h a p t e r

t w o t h a t s a t i s f a c t i o n of lower order n e e i s i s dccor119dnied

by heightened a s p i r a t i o n for h i g h e r order needs.

A n i n v e s t i g a t i o n of employees w o r k 3rientation was

d o n e t o f u r t h e r s u p p o r t t h e evidence got ~ b o v e . I n

c h a p t e r two we d i s c u s s e d t h a t by a d a p t i n g the tion on*

approach to the s t u d y of motivation, an e ~ployee's work

o k i e n t a t i o n would i n f l u e n c e h i s behav iour We t h c r c f o r e

asked t h e respondents what t h e i r m a i n p u r j o s e for w o r k i n g

was i - e w h a t t h e y wanted most from t h e i r . abs. They were e x p e c t e d to choose one ou2 of t t ree aims wny

p e o p l e may w o r k , namely: to make money to meet 6 n e . s

n e e d s , f o r s o c i a l interaction, or for the p u r p o s e o:

realising o n e ' s full potential in life. T ~ t l e l b show

the p a t t e r n of r e s p o n s e s in regdt.3 to w o r k u r i e n t a t i a r i

of t tae employees.

T a b l e 4-16: F r e q u e n c y D i s t r i b u t i o n of Resjlonses to Employees Work O r i e n t a t i o n

1 An o p p o r t u n i t y to w o r k so t h a t I can o b t a i n enough money to m e e t my needs, 28 16.36

2 A n o p p o r t u n i t y to be a b l e to mix w i t h others , make f r i e n d s and feel con- c e r n e d fo r . 2 1 3 2 - 7 2

3 A n o p p o r t u n i t y to rea1i:ie my full p o t e n t i d l i n l i f e . 115 7 0 - 3 0

. -

From the t a b l e , it is clear t h i i t a i g h p e r c l e r l t d q c

of t h e e m p l o y e e s i n these i n s t i t u t i o n s 70.3%, s i ~ ~ l w e J d r i

expressive w o r k or i enta t ion . The r e s u l t lso t e n j s ti,

s u p p o r t t h e earlier f i n d i n g t h d t s o c i a l n e r d s dre

Eoncidered the l eas t i m p o r t a n t of t h e cate3osies of n e e d s .

I n t h i s case as low as 12.72% of t h e ernplo fees from the

two i n s t i t u t i o n in the sample showed a re1 l t i o n . a l work

o r i e n t a t i o n .

4.8 RANK ORDER O F IMPORTANCE O F .Job CHARAt TEh!;<TIc"5 - A r a n k o r d e r i n g of the importance of job cha rdc t e r i s -

t ics t a k e n as a whole is c o n t a i n e d in Tabl; 4-17, ' T h i s

is i n t a c t another a t t e m p t to verify o u r f i ~ d i n g on t h e

needs of t h e e m p l o y e e s under study.

T & l e 4-17: Hdrlk Order of lmporLunce uf .leu - , Characteris t ics .

R A N K = 6 = =

JOB CHAHACTEKXSTICS = S = = L = - ; = = E f , L = = = = = =

G p p o r t u n i t y to Demonstrate redl Compc t e n c e .

O f p o r t ~ n i ty for Achievt:mrnt

T h e f e e l i n g of self-fulf i l inent

The f e e l i n g of job s e c u r i t y

O p p o r t u n i t y to set g o a l s

Hbilit) to f e ed self And family.

P a y f o r the p o s i t i o n

A u t l i o r i t y a n d P r e s t i g e i n t h e job.

Opportunity for social in te r ,c t ion

?'he t h h l e above is sel f - e x p l d d b r y - H u ~ e v e r ,A

q u i c k g l a n c e at t h e table tends to i n d i c c t t e thL i t t h r

o p p u r k u n i t y to dewmstratd compe~clice L dnk - i r s r f u l l u * r d

by o p p ~ r t u n i t y for dchievement. Tr.re:ie c h d r i c te r i j t i i s

of t h e job i n c i d e n t a l l y are those t h a t s a t i i f y h i g h e r

orJsr needs. ~ l s o o p p o r t u n i t y for sucidl i ~ ~ t r r d ~ t i ~ n

r a n k l e ~ s t . T i l i s f i n d i n g therefore a p p e d r s to re-af firm

our earlier f i n d i n g s in respect of n e e d s of the r e ~ ~ ~ o n a e n t s .

- 9 TEST GF HELATXONSHXP OF AGE A N D ~NCOIYE W 1NPCII tT: t r l iZ UI.' N L L ;,.;

A e w a n t to f i n d out i f the de~rwgraph ic v d r i a b l c s of

Age m d income h a s a s i g n i f i c d n t reldtionshi ) with t i b e

2 To do t h i s , w e e m p l o y t h e u ~ e of chi-square i X ) s t a t . l s t ics.

G -1

i l u w c v ~ r , d u c Lo the ldrge number ut i terns rc :.el ci t eJ

s i x i t e m s w t l i c h represent the various cla. .ses of n l : d s

i d o n t i f i e d p l u s p.ty nctad,

We t e s t the following hypothesis:

Ho: The Ages and Income l e v e l of urnployt es inf l u e r i c c

t h e impor t a n c e t h e y attach to v a r i o c s needs.

Ha: The Ages and Income levels of e m p l s l e e s do no;

i n f l u e n c e the importacce t k t y at t a c t to v a r i o u s nr=c\Js.

Table 4-18 below shows the v a l u e of c h i - s c u a r e s t d t i s t i c

ca l cu l a t ed to t e s t t h e relation of age dno income to

i m p o r t a n c e attached to needs.

CLASS OF D%ILZEPT=-=BIPI

NEED E E F I N I N G JC)8 CHAHACZ'EklSTIC i\ge I ~ C L

1 P h y s i o l o - Ability to provide e n ~ u q h f m.3 - g i c a l f o r self and family. d.195 0 - 1

2 S e c u r i t y T h e feeling of j o b s e c u r i t y . 0 . 3 0.'

3 S o c i d o p p o r t u n i t y for soc i a l i n t e r a c t i o n .

4 Autonomy O p p o r t u n i t y for p a r ticip* ti Jn in determining methods . 0.2b 2.

5 ~ c t u s 1 i s ; l - P e e l i n g of se l f - f u l f ilrnent 0 .07 0 .; t i o n

6 - P a y 1.20 - LI .

T h e computed f i g u r e s above s h o w t h 3 t a t 95%

confidence l e v e l , there is no s t a t i s t i c a A l y s i q n i f i c a n t

r e l a t i o n s h i p between the importance a t t a ztit:J to Uriy j:-,!,

characteristics and age and d,o with i f come level of tt,e

r e s p o n d e n t s . E v e n when t h e c o n f i d e n c e l c v e L wds r educed

v a l u e s are less t h a n t h e t d b l e vdlues. de thus r e j e c t r h e

n u 1 1 h y p o t h e s i s .

4.10 NEED S A T l S Y A a l O N OF EMPLUYELS

Let us now i n v e s t i g a t e t h e e x t e n t ;o uhich t h e

employees' needs have been sdtisfied. T3 do this w e

look at; the p e r c e n t of t h e p r e s e n t l e v e l of satisfdctiorl

-to the level actually d e s i r e d . This is computed by

dividing the scores for the p r e s e n t l e v e l of satisidction

t h e employees i n d i c a t e d by the score for the desired l e v e :

e P r e s e n t level X

I O U Desired l e v e l 1

Table 19 below shows t h e cornputat o n oi the ricecl

s a t i s f a c t i o n level. We h a v e edrlier es i a b l i s h z i i t h e

i m p o r t a n c e of need i n motivating m ernpl.oyee, arld he

h i g h e r t h e need level the more i m p o r t a n : i t is i n t . 1 1 ~

m a t i v a t i o n process. From the t a b l e the h i r j h e r t h y siiire

o h b i n e d , the h i q h e r t h e s a t i s t a c t i o n ltvel of the n e r d / j

Yronr t h e table it is appar-cnt t h a t .hn hljlrcr L I L J ~ C

need oi au t&nomy and actualization are re a t i v e l y well

s a t i s f i e d . However social need record tht h i g h e s t s ~ i t i s f i e c

It is i m p o r t a n t to note from t h e t a k l r t h a t jbb

s ' k c u r i t y is the least s a t i s f i e d of d l 1 t h e needs. his is

U i m p o r t m t because it t ends to s u p p o r t T h i e r a u f o s l t i u r ~

aga ins t Maslow* s need h i e r a r c h y and prepot t n c y of need in

t h e o r y . W h e ~ e a s ~ t e r r n s , of i n ~ p o r t c l n c e the er ~j-lloyees r i i t e d

job s e c u r i t y a s fourth, it comes o u t last . n terms of tile

l e v e l of s a t i s f d c t i o n . That; i s to s ~ y t h a t , it i s f i r s t

in terms of need deficiency. T h i s suggest5 t h d t jot

s e c u r i t y a p p e a r s to c o n s t i t u t e t h e preponent need of the

n o n - t e s c h i n g s t a f f i n t h e institutions unde: s t u d y it the

time of research. T h i s may be u n u e r s t a b l e because of the

u n s t a b l e s t a t e of t h e country ts economy and t h e r e t r e n c h m e r i t

exercise going o n i n government: establishmer t .

4-11 INTER-INSTITUTIONAL COMPARlSibl OF N E E D . , . , ' i l 5 k ACTION - Having examined t h e p a t t e r n of neea sa t i s f acL i o n

fo r t h e whole s a m p l e of employees taken toge;her beiring i n

mind t h e comparative orientation of the w o r k we now d n a l y L e

t h e da ta institution by i n s t i t u t i o n Lo en3blt . u s make cump..,

rism to c;jscern if t h e r e e x i s t any reasonakle d1ffercr11c.e

Tab le 20 below g i v e s t h e d i s t r i b u t on of need

s a t i s f a c t i o n prc lport ion/percentc iges for [ I N N dnd ESUT

Table 4-20: - S e l e c t e d Need Satisfaction Pl:rcent,ijes b I n s t i t u t i o n

CLASS OF NEEDS

P h y s i o l o g i c a l

A u t o n o m y

Actual iza- t i o n

Ability to provide e n o u g h food f o r self a n d f a m i l y .

The feeling of j o b security.

Qppor t u n i t y f cr soci i l i n t e r a c t i o n .

Opportunity f o r part^- c i p a t i o n i n ( 1 e L e r m i n ~ n g methods . The feelinq of self- fulfilment.

P aY

An e x a m i n a t i o n of the a b o v e need s atistaction/ t a b l e

for the t w o i n s t i t u t i o n s shows a n o v e r a l l h i g h e r l e v e l 01

need s a t i s f a c t i o n for t h e employees in UIN th,?rs f o r

t h o s e in ESUT. Xn f a c t whereas &he h i g h x order I I ~ C L I S ~ 1 p p

t o have b e e n r e a s o n a b l y s a t i s f i e d i n E S U r . S o z i a + l 77%,

A u t o n o m y 66% and a c t u a l h a t i o n 62%, the Lower or.irli r i e l2 ! s

P h y s i o l o g i c a l 6 5 t , s r c u r i i i y 52% d i d P a y 5.1% 4 r Y L-il

nidryinally s a r i s t ied w i t h job security r d n k i r l q 1 e 4 : ; L . nt:

n o t e here t h a ~ even t h o u g h jcb s e c ~ r i i;y rdi r i t f c i leds t ~ G C

t h e t w o i n s t i t u t i o n , t h e p r e s e n t table shuw- e v e n lo we^.

s d f i s f a c t i o n i n ESUT a s i t u a t i c n t h a t can well be

e x p l a i n e d by t h e fear of retrenchment: e n y u l i i ~ ~ y the

employees due to compilation of r e t r e r r c n m e n t l i s t s currently

g o i n g on i n ESUT.

One car) a l s o see that satisfaction of ~ i y need

s c o r i n g 75% i n U N N r a n k i n g second is quite h - g h . This

can be e x p l a i n e d by t h e fact t h a t UNN b e i n g f d e r c ~ l

i n s t i t u t i o n s has i m p l e m e n t e d the r e c e n t ~ b a ~ lri package:

f u l l y while t h i s i s s t i l l being con~ended i n ESUT.. S t d f f

in t h i s i n s t i t u t i o n are i n fact t h r e a t e n i n y .rz gu on

strike f o r non-implementation of some p a y po isiec ol' t !~t :

federa l government. The reason for t h e d i s p , r i t y i n iu11d

a v a i l a b l e to t h e two i n s t i t u t i o n is o b v i u u s . Where& UNN

g e t direct s u b v e n t i o n from f ede ra l governmen: vi d t t ~ c

Iiiational U n i v e r s i t i e s Commission I N U C ) , ESUT, a s t a t e U n i v e r s i t y is funded by Enugu L tdte w i t h t i le

i n tenden t f i n a n c i , 3 l constraints.

A g a i n d p ~ l r t from s o c i a l needs w k r e emr l c j y e ~ s f r d l i i

t h e t w o i n s t i t u t i o n s had s i m i l a r scores - UNN 78X, ~ ~ n d

ESUT 77%, the employees in UNN score h i s h e r u I h i c y t 1 2 ~ - u r , ~ ~ t .

needs of AU tor lcmy 70% dnd Actud lizdt 74%. ,ri , i , - L l . L~

~ c e o u n t e d i o r by the greater i n d e p e n d e n c t . i u r J e c i s i ~ ~ n

m a k i n g t h a t s t a f f in U N N e n j o y b e c a u s e 01 t h e dppareri t

dis tmce t h a t e x i s t between the i n s t i t u t i a n a ~ r J tile seut

of f e d e r a l government .

s o c i a l n e e d rank highest - 78% i n UNN and 77% i n ESUT.

A l s o Autonomy need rank second in ESUT wi i .h p h y s i o l o r j i ~ ~ l

n e e d a c t u a l l y rank ing t h i r d . The f i n d i n g tends t o s u p p u r t

9 t h e p s i t i o n held by Ha11 and N w g h ~ m i n t h e i r s tudy .

O n the w h o l e the non-academic employee in ESUT w e r e

d i s c o v e r e d to be less s a t i s f i e d t h a n those i n UNN.

4-12 INFLUENCE OF SOME DEMOGPAPHlC . -- - ' C N X S L S - S.AT1SYACTION

In this section, we try to e s t ab l i s t~ i f *rIy t iu i izc-

a b l e p a t t e r n can b e d i s c o v e r e d i n need ~ ~ t i s f ~ c t i o r ~ of n o n

;~c;idernic s t a f f under s tudy based on the den q r ~ p h i c

charhcteristics of age a n d income. I n r n * k i ~ q t h e d : ~ d l y s i s

a l l data collected are utilized.

4.12 -1 hqe dnd Need S a t i s f a c t i o n

T a b l e 4-21 below g i v e s tho d i s t r i b u t i t r l rjf need

s a t i s f a c t i o n percentages cornpu t e d on tlre L a c is of t i l l , -

r e s p o n d e n t s age. Only three *ye br,iakets 2 ~ 2 - 35 y ~ - > ~ r . . ; ,

36 - 1 5 years, and 45 - 5 5 years were u t i l i z : f . r~-hr:rcl d ~ - t =

nu r e s p o n d e n t s orr t h e other ;rue b r a c k e t s .

tie d h v e t a b l e reveal Lhr-ee I I ~ . , ~ L I [ i i d & 11 1 1 j L ; 111

respect of Lhc i n £ l u e r ~ r l e or i n c . - ~ . r ~ e l e v e l or L I L ~ P ~ L LCL'IA

of nei?d s 4 t . i ; f a c t i ~ n .

F i r s t l y one c a n n o t i c e t h d t the a r ~ i l i t y of t ~ w

r c s p b n d e n t s td m e e t t h e i r p h y s i ~ 1 o q i ~ : d l net-JL i n c r c d e s

with inc reases in t h e level of i n c o m e . Th:. redson L ~ r

t h i s is n o t f d r - r e t c h e d because prov id ing ~r ouz p I ~ i s i t , -

l o g i c a l n e e d s of food a n d s h e l t e r i s o u l y l ~ u s s i t l e

through rncrney i n our m o d e r n , m ~ n e t i z c t d e c o ~ u m i c syskcrnl.

The pattern c o u l d only have been d i f fe ren t i n s u L s i s t e r i i e

and non-monet ized economies.

Secondly, satisfaction w i t h p d y does ?ot idllow ,

u n i f o r x i p a t t e r n . ~l though, it appedrs t h e r e s p o n J c t n d i n

t h e income grvup below P110,000 p e r ~ilirlura r, i d tfir 1cLis t

~ d t i s f ~ c t i o n w i t h pdy and t h e h i g l ~ e s t ; i n c L r t c y r d u p i l r c

most s a t i s f i e d , t h e pattern i s rroL r e , r l l y m i f o r - n . Tlid

r e s p o n d e n t s i n t h e income g r v u p of ~ S 0 , 0 0 i l - ~ ~ 4 0 , 0 0 0

recorded r e l a t i v e l y lower level of p l y net ci s d t i : ; r .,c!-i~rl,

Of grea te r i m p o r t a n c e however, 1s t t r f i r r d i r q Lib,, tkre

level of overall need s a t i s f a c t i o n of res, ~ n . l ~ n t ~ seem to

i n c r ~ , ~ s e w i t h i n c r e a s e s i n insor r ie l e v e l . Gencr. d l l y , tlre

r e s p o n d e n t s in Lhe lower i n z o m e grou;,s sib ~ w t . 1 cr IL,L\CL Lcvul

of aggregate need s a t i s f a c t i o n , e x a p t i r , t l ~ c : r 3 1 1 . d ~ : L)ic

~ ~ 3 0 , 0 0 0 - ~ 4 0 , 0 0 0 i n c o m e bt-clcket wniq:tr rc - 0 r - l ; r ; .I ! < . %_z

his finding tends to support; David Y;rrlu.# c l r i l i A T L L ,

-P;i i ; tonl ' p o s i t i o n t h a t a l t h u u g h money p e . s c is nol. ;,

m o t i v a t o r , it is in s y m b o l i c terms a ref Lection uE the

s a t i s f a c t i o n of other needs. H i g h e r l e v z l s of i n c o m e t e n d

to reflect h i g h e r levels of need s a t i s f , < t i o n and vice v ~ r

7. D. T. H n l l and K. Nouqham, " A n L ~ a r n i n . ~ t i o r l oi MaslouBs Need H i e r a r c h y i n an O r Q m l ; . i t i o n a l S e t t i n g " , Op. c i t ,

8 . R . J. T h i e r d u f et dl, 9. c i t . - 9. D. T. Hall and K . Nougham, b p . c i t . p . 5 3 6 .

13. David K r d u s , "The Devalua tior-1 of t h e h m e r i c i i n E x e c u t i v e l l O p . c i t .

CHAPTEK F I V E

5.1 S U M M A R Y OF F I N D I N G S

'1. Perception of e q u i t y in p ~ y wouid p r o m o t 5 perforrnmce - anmng non-academic s t a f f of UNN and ESUT. b u t t h ~ ! 3 e

employees p e r c e i v e ' i n e q u i t y m i n t h e i r p ty . This

s i t u a t i o n lowers t h e i r d r i v e on t h c i e jo1;s thus

i n d y c i n g them to t e n d to revert to a p e r % . e p t i i r n CJL

e q u i t y by roducing their performance.

In t e r m s of job s a t i s f a c t i o n a , ~ ~ ~ l j ~ r i t y i f the

e m p l o y e e s of U N N and ESUT s t u d k d were n, itiher very

s a t i s f i e d n o r dissatisfied ui t h their j o t s .

A majority of the Employees ot U N N and E::,IT S U ~ V C ; ' C J

i n d i c d t e d t h a t t h e y w o u l d leave t h e i r p r c : ; e n t jcri-1s

if t h e y had the o p p o r t u n i t y .

T h e c h i l l l e n g e of t h e job is the mast i r e , ~ e c ~ t l i

ment ioned bource of j o b s a t i s f acticjr-1 by e riployc!e:; in

U N N and ESUT.

The management U f U N N and ESUT h a v e s p e c i ' ' i e Z

cri t e r i a / r u l e s i o r promo ti or^ oi thrii r ~ a ~ ~ - ~ c ~ , d ~ i ~ ~ i c

s ~ a f f t h r r i u ~ h s n n u d l ~ p p r , i s u l , L U L Lhesc ; r r 11 . - ti ~ r i .

a r t . u n d u e l y deldyed by w h , ~ t w a s termeu bu -e,.,crc:,~-,!/

unhealthy, r e d - t d p i s m .

7 . The r e c c r o n i t i m oi j l ~ a -..- 11 :'.I-.- - A I .. - ,

t h e boss h a s positive i r n p ~ c t on the pt : r rurr~iccnce uE

* non-academic s t a f f of U N N and ESUT. h i s f i r i d i A g

agrees w i t h t h e view of the s k i r - , n e r s * & i n f u r - c . : . w ~ i t

t h e ~ r y which h o l d s t h a t people's betid\ i ~ - ~ ~ r c,,n hc

tori trolled by rewarding (reirhf ur c i n g ) ~ ~ r l l y tit,:?

L e h a v i o u r t h d t is d e s i r e d .

8 . he n e e d s or t h e non-dcadernic stdif of U N N an11 2SUT

are a r r a n g e d hierarchically i n to h i y t i - r dnd loder

o rue r needs. However, the s t u u y r e v s , l c J t l r ~ t

s a t i s f *c t ion of lower r;lrdrr neecis i s Lr . i o r n ; , . ~ n i e ~ 3 b y

i n c r e d s e d a s p i r a t i o n for needs h i q h e r 11) i ~ i t l r ~

h i e r a r c h y yet w i t h o u t decrease i n the G w e r order n e c d s .

3. Soc ia l n e e d s appear t o be t h e most s a t . . s f ied u i l i L c

s e c u r i t y need is t h e l e a s t i n respect , l f the er:ipLoyees

i n U N N ~ n d ESUT.

13. E m p l o y e e s i n UNN record over d L l l e v e l of need

s a t i s f ~ c t i o n t h a n those i n L W T .

11. R e s p o n d e n t s i n ESUT also r e c o r u over 4 1 1 lower level

of lower' order s a t i s f a c t i o n needs w i t h security need

s t i l l r e n k i n g last. That i:: to s ' ly t h a t t h e f t - r e l i ~ i ~

~f job security is l o ~ e r in LSUT.

12- Employees i n U N N a p p e a r tu be more . ~ d t i ~ i L e d d i t l r

their pay than t h o s e i n ESUT.

13. T h e age g r o u p o f 36 - 4 5 years record h i g h e r uvcr.111

need s a t i s f a c t i o n t h a n t h e o the r t w c g r o u j l s :, t u d i c d .

14. There is a decreasing p a t t e r n i n n e t l ~ d t i s f ~ c t i o r i

with i n c r e a s e in t h e age of the e m p l ~ y e r s of U x N *tiq:

ESU T - 15. Arncjng the age group 26 - 35 y e a r s th,; soc id l rkeed

is t h e most s a t i s f i e d of d1.1 the nets.

16. S a t i s f a c t i o n w i t h pay nerd increase L i t h ir;cre;,se

i n t h e age o f employees of UNN dnd L S J T .

18. Sa t i s f &t i o n w i t h p.i y a m m y U N N ilrrd ~;.:U'I' tmi- t.cs

does n o t fol lc iw A u n i f o r n ~ p a t t e r n . 11 o t h e r w o r d s

s a t i s f a c t i o n w i t h pay o s i l i d t c s eve11 k i t h i n c r e u ~ c

in income level.

13. Level ~f over d l 1 need s a k i s f a c C i b n incredses w i L h

i n c r e a s e i n income l e v e l . I n o the r words t h e level c j i

income h a s a p o s i t i v e i n f l u e n c e on Lhe overdl1 need

s a t i s f a c t i o n .

1 t h e c o n t e n t of t h e jobs through what ) l e r zbe . rg t e r m e d

job enlargernelrt ; and job enrichment.

3 lower t h e degree of the i l e r~c i , t i a r i of i n e , u i ty

among t h e non-academic s t a f f of U N N and ESU C ~ ~ I I I ~ ~ I ~ = ; L T ~ ~ C ~ U I L

should f i r s t of all endeavour to implement ill f ~ ~ l e ~ - ~ l

g o v e r n m e n t r e g u l a t i o n on s t a f f enrolurnen ts. 1 1 1 d d i t i o n ,

conscious e f f o r t s should be made bf t h e adrn. n i s t r - a tioil

of t hese two i n s t i t u t i o n s to decreLrse the p b - r c e p t i o n

of referent - v t h e r d i s e q u i l i b r i ~ r n w h i c h ter d; to l o w s

employztsl per formance . This could be d o n e by e n s u r i n g

t h a t w o r k e r s with similar qualification arad e x p e r i e n c e ,

at l e a s t receive similar p d y .

F u r t h e r n i o r e , t he c ld rn i r~ i s t r a t i d r r of CliJiJ 3nd ESUT

s h o u l d endeavour to rernove/rnodif ;r t h e b u r e a u : r d c y / u r ~ l ~ e i l t h y

red- tdp i srn t h a t delay employees p r o r n u t i o n . 'l'trey ritust

real ise t h d t promotion i s an i m p o r t a n t d s p e c . oi ~ e v ~ c i f d

packaye d c n i a l of wnich influences w o r k ~ i s ~ ~ t i v , L i o r ,

a n 2 thus performance i n an a t t e ~ r t ~ ~ t t, & c h i # . vi? L e ~ l l n ~ of

-. ~ n s t i - l u t i o n s s h o u l d c l e a r l y S ~ ~ L C t h e i r po ~ i t i o r i i n ~-c,;,rct

a l l . Reca l l t h a t security needs by w a y of j ~ u s e c u r i t y is

t i l e l e a s t s a t i s f i e d among t h e o t h e r nttcds o eniploy~:cs

employee. l r r other word t h e p r e d o n ~ i n a n c c r,, t h i s r!tz~, .rs

543 AREAS O F F J T U H E RESEARCFI - 1. k c r j m p r i l h e n s i v e s t u d y to find o u t t h e F. 1t;terri of

rn i i t i vd t ion among t he d i f f e r e n t c l d t e g u r i e s of s iaff i n L t ~ e

U n i v e r s i t i e s . The nature of t h e tasks perf'w-tired by Llrcse

g r o u p s a l b e i t t h e i r e d u c a t i o n , ~ l q u a l i f i ~ a t i o ; ~ ~ dnd ~ X i , d : ; d r e

m i g h t exer t smie influence on their p d t t e r r r c . - ; n o t i v , . , t ~ W I I .

In t h i s c o n n e c t i c j n the d i f f e r e n t categories c . f sLaf f i l l

t h e U n i v e r s i t i e s - A c d d e m i s S t a f f , T & h n i c a l , h = l i ~ r i n i s t ~ - , l L i v c

O f f i c e r s cadre, other sen ior s t a f f ;~i-ld J u n i o r stdf f - r l t , i ; l LC

adopted as a f r a m e w o r k for d n n l y s i s .

T h c pattern to b e a d o p t e d invol.*ld o n l : t h e s : : ~ ? t ; i

Heads of D e p a r t m e n t s , Deans of F a c u l k . l e s 1ied.i~ u f

a d r c i n i s t r a t i v e U n i t s to f i n d out t h e t : x ten t ijf L i l L r

mo t i v a t i o n * l i n f l u e n c e s on t h e i r s u t j o . - d i r ~ ~ k ~ s .

H E F L H E ! K % S - --

1. b . i2;2reLson and G. A. S t e i n ? r , Humr l brhavicur. Xri I r , v ? n t c / r y of S c i e n t i f i c r ' i r l d in r j e . up. ci t.

2 . hSr;ih;i L K d s l o w , M o t i v a t i o n d n 3 P e r s o n a l ih ------A -- --

( ] J e w Y o r k : Harper dnd How, 1454).

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QUESTIONNAIkE ON "EMPLOYEE MOTIVATLON" A STUDY ck' T H E NUN-ACADEMLC STAFF UF SLLL.CTLD I - ~ K H E I R XNSTXTUTIONS IN ENUGU U K U N

7

A am ;in MbA c m d i d d t e uf trre 'Ur:p*thir=il: 3f M~r~,cjcrnent,

U n i v e r s i t y of N i g e r i a , Enugu Cdr~pus, ~ n c l c r t . , k i ~ ~ y a s t u d y

of E a p l o y e e r t ro t i va t i on of non-academic s tzf r of selcct~d

i i ighct - I n s t i t u t i o n s i n EnUgU Urban. I p l e . 1 2 your

i n u u l q e n c e t o dnswer t h e fo1lowir.q ~ u e s t i ~ i - r t 1 ; tc,

e n a b l e m e c o n d u c t the s t u d y .

In a n s w e r i n g t h e quest ions your n a r w !:: n o t r e ~ j u i r e d .

A l l i r : f o r m ~ c , i o n rcccived w c l ~ l d Le tr;sl.ittii! ir. stxict

c o n f ' i d e n c s and would be utilized fo r purely .,i.~derni.;l

p u r po 22s.

1. AGE: (a) 2 5 years and below ( ) - ( b ) 26 - 35 y e a r s 1 (c) 36 - 45 years ( > ( d ) 46 - 55 y e a r s ( 1

(e) 56 and above ( I

i-IISHEST EDUCATIONAL u U A L I F'lLAT1b:~l ATTnINL 3: -

( s ) S ~ i . 1 1 , h ~ r d w o r k a n d dchievi=mt:n t ( 1 (b) Educa t ion-11 qualificdtion 1 (c) L e n g t h of service ( S e n i c r i t y ) k 1 ( d l 1Cnowing the Heaa and committee m e r n k e r s ( ) ( e l Club membership, tribalism ( 1

14. W V E Y O U BEEN PROMOTED W I T H I N THL PAST F I V E YEAAS?

t h e n e x t s e t of q u e s t i o n r ; , w e shLAll list a rruni;ier G I

factcrc, t h a t a re associated w i t h jobs. Y G U ~ r c rqu;--c-:

to c lnzwr r t h e three ( 3 ) questions p r o v i ~ e c i , )five t P ' r zef:

ui q u e s t i o n s .

In J o i n g so you are r e q u e s t e d t o w r i t e 1, 2, 3 , 4 or 5 cir i

the r e l e v a n t columns p r o v i d e d tu indic;Ct= yo, r per,c-l 1 1

c x p e r i c n i e and p e r c e p t i o n of y a u r present p u t i t i v r ~ .

~ J u - 1 r e p r e s e n t s the m i n i m u m wh; l e 5 represen tu T i l e m ~ x i i n m l

in 2;ih case.

T h e ~ b i l i t y LO p r o v i d e food for my family associated w i t h

... .. my prel-crit job

i i I Tho ;lu t h o r i ty and pares tf cje c o n n e c t d w i t h m y pesition. ..........

I Gppcrr tuni t y f o r me to drinons tr,,tc s -e ;~ l cornp.;-tence in m y p r e s e n t p i s i t i o n

O ; ; i m r t u i ; i t y for soc ia l int;tlrtAc~irl. i r : my p r e s e n t p ~ s i t i o n

T h e feeling of j o b s e c u r i t y ~ ~ s s o c i a t e d with my p r e s e n t p o s i tiorl.

The feeling of self-fulf i h n e n l in m y p r e s e n t p o s i t i o n

T h e feeling of worthwhile ,,c~;omp- 1 i s h i r . e n t dcn ievemen t i n my p o s i t i o n .

T h e pay f o r my p o s i t i o n

T h e ~ p p o r t u n i t y for par t i c . i p , , t in s e t t i n g goals i n my p r c s d ~ ~ t .... p s i t i o n .