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CHAPTER ONE

INTRODUCTION 1.0 BACKGROUND OF THE STUDY

Motivation as defined by the Word Web is the psychological feature that arouses an organism to action towards a desired goal; the reason for the action; that which gives purpose and direction to behaviour. In the olden days, it was assumed that a good and successful Manager is the one who stood over his workers and give order on them to obey. But a Manager who thinks and decides for his men not only what to do but how it should be done more especially in the working environment might not succeed. This is effect would enhance how productivity approach might have worked in past when organisation were in small scale and the relationships were more personal than they are today. Therefore, to get people to work effectively and efficiently, in this changed situation, a total different approach is needed. That is to say, people have to be organised in order to achieve the set objectives and to be able to do this, a Manager must understand the motive of workers and thereby motivate them accordingly. This type of approach is an aspect of modern management functions of leading which is concerned with encouraging workers to put in their best towards the attainment of organisational goals and objectives. According to Donnelly Gibson and

Ivancevich (1984) Motivation is defined as the force within an individual 1

that shows or initiates direct behavioural pattern. On the other hand, it can be seem as a state of being induced by doing certain things (works) which is a tool often applied to an employee/workers or staff in an organisation in order to make them perform efficiently towards the achievement of the organisational goals and objectives.

1.1

STATEMENT OF PROBLEM

It will be out of place to say that the success and failure of any organisation depends on the effective mobilisation of the effort of the entire workers that make up the organisation. As such in this regard adequate attention must be paid towards motivation in todays complex society.

Lack of motivation of workers/staff within an organisation causes numerous setbacks in an organisation. Failure to motivate workers leads to employees rendering low services, which can lead an organisation into total bankruptcy.

Another different social science finding by A. K. Ubeku, have revealed that employers can only give their best when their various needs are satisfied primarily.

Based on the above, it would be of vital importance to the NACRDB Ltd to provide factors of motivation that will improve or enhance the living 2

condition of its workforce and invariably will provide challenges to the workers/staff of the organisation.

1.2 1.

PURPOSE OF THE STUDY The aim and objective of this study is to identify the different types of

motivation and their effectiveness on workers/staff in NACRDB Ltd and other public/private organisations. 2. To know whether motivation to an employee is of necessity in order to

achieve maximum productivity in organisations. 3. To enquire about things related to employee efficiency, satisfaction,

productivity, the motivation they received and general working environment of the employee work. 4. To examine the different types of motivational tools used for individual

workers of Nigerian Agricultural, Cooperative and Rural Development Bank Ltd. 5. Also to find out how the Bank meets the demands of the workforce in

respect to individual needs.

1.3

SIGNIFICANCE OF THE STUDY

There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by themselves or through external stimulus.

Based on the above statement the researcher has considered the consequence of motivation by writing the topic Motivation; Catalyst for High Performance of Nigerian Agricultural, Cooperative and Rural Development Bank (NACRDB) Limited Workers. This project is out to assist the Bank and other organisations to find out the various types of motivational factors that they can use to enhance the performance of their workforce so as to give their best towards achieve the organisational goals and objectives in the most effective and efficient manner.

This in no small measure will serve as a challenge to other organisations to emulate and generally improve the performance of employees.

1.4 Ho

HYPOTHESIS That positive motivation in terms of monetary rewards i.e. increased

salary, bonus and promotion etc have a direct correlation with employees performance.

H1

The positive motivation in terms of monetary rewards may not induce

the desired enthusiasm on part of the employee to put in the best.

1.5

SCOPE AND LIMITATION

This project is meant to cover certain problems confronting the NACRDB Ltd employees. The research intends to cover some of the problems that is

happening and that may likely happen in the near future by which workers could be motivated for greater productivity. In the course of time the

researchers try as much as to limit these problems or alternatively eliminate them completely. Though no work of any type can completely succeed without research limitation. During the survey general discussions were held with friends, this discussion worked satisfactory and this gave me ample of opportunity to discuss the research work widely and learn the grievances of the workers/staff particularly their general feeling and opinions that the

organisation needs to address the problem of employees motivation seriously.

These techniques of approaching the workers as mentioned earlier, quite a number of problems were being encountered. Only seventy (70%) percent of the workers/staff responded positively towards the interview administered. From this fact: I am conscious of the limiting extent of the reliability of life data from the reason stated earlier.

CHAPTER TWO
LITERATURE REVIEW

2.0

INTRODUCTION

Motivation is an effective instrument in the hands of the management in inspiring the workforce. It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates. We should put it in mind that the worker may be immensely capable of doing some work, nothing or little can be achieved if he or she is not willing to work, creation of a will to work is motivation in simple but true sense of term.

Rensis Likerthas called motivation as the core management, which is, motivation is the core of management ability to bend his/her workforce to higher performance. Frederick Herbergs motivation theory states that satisfaction of the employees is associated with the non-monetary, or intrinsic factors like achievement, recognition, personal growth and the characteristics of the work.

The intrinsic factors motivate the employee. Similarly, the dissatisfying or the extrinsic factors like company policies, salary, co-worker relations, supervisor relationship and job security etc. 7

In order to motivate workers to work for the organizational goals, the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction. If the management is successful in doing so, it will also be

successful in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of the organization.

There will be better utilization of resources and workers abilities and capacities. This apply to the recent time viewpoint that for an organisation to achieve the set goals depends largely on the effective mobilisation of all the geared efforts of the people that make up the entire organisation therefore it is envisaged that much attention be paid to motivation of which much is to be achieved. Much emphasis has been placed on the important role that

motivation plays in getting workers to put in their best on their job. Invariably, workers can now be expected to be highly productive.

Motivation according to Weihrich and W. Geverman (1968) is described as an inner stated which energies, activates, moves and directs human behaviour towards certain goals.

Based on the above definition by various theorist, we now state categorically that there are certain inner motives which makes workers put in their best to their jobs in order to maintain high level of productivity and to achieve this primaries, the management has to apply adequate motivational factors to their workers to enable them put in their best towards the realisation of the organisational goals without tears. Above all it apparent that motivating

workers in an organisation is a vital and important aspect of effective administration.

2.1

MOTIVATION FACTORS

The word motivation has been derived from motive, which means any idea, need or emotion that prompts a man in to action. Whatever may be the behaviour of man, there is some stimulus behind it. Stimulus is dependent upon the motive of the person concerned. Motive can be known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control mans behaviour at any particular point of time. In general, the different motives operate at different times among different people and influence their behaviors. The process of motivation studies the motives of individuals, which cause different type of behaviour.

2.2

TYPES OF MOTIVATION

An incentive is something, which stimulates a person towards some goal. It activates human needs and creates the desire to work. Thus, an incentive is a means of motivation. In organizations, increase in incentive leads to better performance and vice versa.

An author by name John Loilly and Sons in (1987) have categorised motivated into two types in which one is the job itself and the other is the end through which the job itself provides means.

The following are two types of motivation: 2.2.1 INTRINSIC: Intrinsic motivation can be defined as an attitude of success of means people motivated to bring out the best in themselves. Leaders must try and understand the importance of intrinsic reward in order that workers are given opportunity to design jobs that are themselves motivational to the workers. Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is morally significant.

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2.2.2 EXTRINSIC:

The extrinsic motivations are externally applied like

incentive, pay and verbal praise given to somebody by a high level manager/supervisor. This influence is extrinsic motivational mandated from outside the individual person. In effect, its power and durability depends, mainly on the constant presence of these external forces but in the absence of them, this approach leads to better result, for the employee, the organisation and the society in general. For example, extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades).

2.3

IMPORTANT OF MOTIVATION

The main impact of motivating employee in an organisation is to encourage them for higher productivity.

Motivation involves getting the workforce of the organisation to pull together all resources effectively, to give their loyalty to the organisation, to carry out properly the purpose of the organization. The following results may be expected if the employees are properly motivated.

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1.

The workforce will be better satisfied if the management provides them

with opportunities to fulfil their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise.

2.

Workers will tend to be as efficient as possible by improving upon their

skills and knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity.

3.

The rates of labours turnover and absenteeism among the workers will

be low.

4.

There will be good human relations in the organization as friction

among the workers themselves and between the workers and the management will decrease.

5.

The number of complaints and grievances will come down. Accident

will also be low.

2.4

THEORIES OF MOTIVATION

Understanding what motivated employees is and how they were motivated was the focus of many researchers and scholars in which we have the likes of 12

Behaviour Modification theory; Abraham H. Maslows need hierarchy or Deficient theory of motivation. J. S. Adams Equity Theory, Vrooms Expectation Theory, Two factors Theory.

2.5

ABRAHAM H. MASLOW NEED HIERARCHY OR DEFICIENT

THEORY OF MOTIVATION Behavioural scientists, A. H. Maslow and Frederick Heizberg, whose published works are the Bible of Motivation, have provided the intellectual basis for most of motivation thinking. Although Maslow himself did not apply his theory to industrial situation, it has wide impact for beyond academic circles. Douglas MacGregor has used Maslows theory to interpret specific problems in personnel administration and industrial relations.

The root of Maslows theory is that human needs are arranged in hierarchy composed of five categories. The lowest level needs are physiological and the highest levels are the self-actualisation needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of which some are lower in scale and some are in a higher scale or system of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. The hierarchy of needs at work in the individual is today a routine tool of

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personnel trade and when these needs are active, they act as powerful conditioners of behaviour- as Motivators. Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs, social needs, ego needs and self-actualisation needs, as shown in order of their importance.

SelfActualisation Ego Needs Social Needs Safety Needs Physiological Needs

The above five basic needs are regarded as striving needs which make a person do things. The first model indicates the ranking of different needs. The second is more helpful in indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs. It also shows how the number of person who has experienced the fulfilment of the higher needs gradually tapers off.

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Physiological / Body Needs: - The individual move up the ladder responding first to the physiological needs for nourishment, clothing and shelter. These physical needs must be equated with pay rate, pay practices and to an extent with physical condition of the job.

Safety needs: - The next in order of needs is safety needs, the need to be free from danger, either from other people or from environment. The individual want to assured, once his bodily needs are satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety needs may take the form of job security, security against disease, misfortune, old age etc as also against industrial injury. Safety laws, measure of social security, protective labour laws and collective agreements, generally meet such needs.

Social needs: - Going up the scale of needs the individual feels the desire to work in a cohesive group and develop a sense of belonging and identification with a group. He feels the need to love and be loved and the need to belong and be identified with a group. In a large organization it is not easy to build up social relations. However close relationship can be built up with at least some fellow workers. Every employee wants too feel that he is wanted or accepted and that he is not an alien facing a hostile group. 15

Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition, respect and prestige in the work group or work place such as is conferred by the recognition of ones merit by promotion, by participation in management and by fulfilment of workers urge for self expression. Some of the needs relate to ones esteem e.g. need for achievement, self confidence, knowledge, competence etc. On the job, this means praise for a job but more important it means a feeling by employee that at all times he has the respect of his supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualisation needs: - This upper level need is one which when satisfied provide insights to support future research regarding strategic guidance for organization that are both providing and using

reward/recognition programs makes the employee give up the dependence on others or on the environment. He becomes growth oriented, self oriented, directed, detached and creative. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal. This is the need, which totally lies within oneself, and there is no demand from any external situation or person.

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2.6

VROOMS EXPECTATION THEORY

Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated.

Two Factor Theory Douglas McGregor introduced the theory with the help of two views; X assumptions are conservative in style Assumptions are modern in style. X Theory y y objectives. y People prefer to be directed Individuals inherently dislike work. People must be coerced or controlled to do work to achieve the

Y Theory y y People view work as being as natural as play and rest People will exercise self direction and control towards achieving

objectives they are committed to People learn to accept and seek responsibility. 17

2.7

MCGREGOR THEORY OF X AND Y

In an attempt to know the level of motivation in workers McGregor propounded the theories were tons aimed at giving management of greater understanding of the workers. In order to helps them in motivating workers in the organisation.

McGregor gave the classification of leadership style that he called traditional theory X and Y and the modern theory Y it is understood that these leadership styles can motivate and demotivate workers in an organisation in the sense that the nature of individual workers should be given due consideration when they are needed to accomplish the set gaol of the organisation. Therefore, these theories assumed human nature in different manners.

1)

Theory X assumes that people are by nature lazy and to not like work,

dislike responsibility and they are generally not ambitious. They are seen as passive and resistant to organisation objective and must be compelled with, commanded and controlled.

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2)

Theory Y assumes opposite directions that leadership assumes that an

average human being learns under proper condition and they do not only accept but also see responsibility. The threats of punishment and coercion are not the only means of bringing efforts towards productivity that man could exercise self-direction and self-control to achieve goals in which he is committed to. So motivation is inherent in all human beings in the universe.

Looking at the theory X and Y, theory X is more dynamic and realistic. With the modern search findings it shows much more adequate for both the growth of the individual worker and the organisation as a whole. However, theory X appears to be demotivate rather than motivate.

According to McGregor he propounded that there is a need to withdraw from theory because most organisations show more concern for their workers and their needs to achieve organisational goals and improved productivity. Accordingly, he should have confidence in the potentials of the workers at hand and this actually motivate employees to act in the direction of goals and plans of the organisation.

Theory X and Y are not prescription for managerial strategies but merely assumptions, therefore, the must be tested against reality. A manager who uses theory X approach will definitely have negative efforts on productivity 19

since workers will be working because they are forced to do so or are afraid of punishment.

2.8

MOTIVATOR AND HYGIENE THEORY

We will go back to the Frederick Herzberg on his theory on two Factors about Motivator or a Hygiene Factor? This theory was based how workers salary affects their input/output, in his research.

Pay is both a motivator and hygiene factor, hence the two factor theory, the motivator-hygiene factor. Salary based on pay is one but a relevant category of the hygiene theory, being stated as one of the sources of dissatisfaction and satisfaction within the affects of job function. However, amongst all aspects, personally, I believe pay is the primary motivator and influence within a social category providing social classification. Although many people may tell you that money isnt everything, I regret to say, that it is; and is the primary motivational factor of our infamous human resources teams.

"Individuals are not content with the satisfaction of lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Rather, individuals look for the gratification of higher-level psychological needs having to do with achievement, recognition, responsibility, advancement, and the nature of the work itself" (Herzberg, 1969).

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2.9

HUMAN RELATION THEORY

Another group research led by Eltal Mayo in its western electric company (USA) tried to see the effect of light on workers. This was popularly known as the Authorise experiment of illumination. He discovered that working

conditions are not the only factor that could motivate workers but group relationship could have a major influence over workers performances.

The researcher therefore suggested that managers should direct their motivational tools not only to individual workmen, but also to groups comprising of individuals in the workforce.

Judging from this human relation theory it is obvious that group recognition is very much an important factor in motivating workers for higher productivity and not merely money alone.

2.10

EMPLOYEES MOTIVATION

According to A. K. Ubeku (1975) that a manager having the most skilled workers may not have his organisational objectives, realised of his subordinate are not adequately motivated and more so that managers and supervisors must understand productivity in which the following aspects must be given due consideration.

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1. 2. 3. 4. 5. 6. 7. 8.

Training Facilities/Opportunity Salary and Wages Authority and Accountability Job Enrichment Welfare Services Job Security Promotion Recognition

2.10.1 TRAINING This is the process of developing attitudes, habits and skills towards a change in behaviour as a result of the training. In view of the above, the organisations should provide training facilities to enable each worker lean to do his/her job effectively and efficiently and prepare for further challenges.

2.10.2 SALARY AND WAGES They are the most important factor especially in the Nigerian context, which has a large motivating element in it. Therefore, payment of good salary and wages is very vital to productivity efforts of employees. A large number of

workforce in Nigeria who by the nature of their job cannot be promoted or have their job improved in any forms may be as a result of old aged. 22

To this categories of workers, the only important factor to them is the pay package, promotion prospects, working conditions cannot be substantially improved but if the pay can be improved from time to time and provide. Working relationship, it is obvious that the employees under this category are likely to perform his duties in a lowest way. In this respects, the use of money, as a motivating factor must be ruled out.

According to Said Gellerman (1978) summarised up to say that monetary omnipotence is a myth but not to say that money encourages more efforts extra creativity and other kind of non routine performance.

2.10.3 AUTHORITY AND RESPONSIBILITY The main factors in motivating a job holder is to give him increased authority and hold him accountable for the results and this will pose a challenge to which the workers will react. The importance of this factor was carried out by Dr. Paul in England (1961) and it was confirmed by the results of various studies.

2.10.4 JOB ENRICHMENT In this situation, division of labour is provided so that workers can be specialised in that particular job and productivity will definitely increase 23

abundantly.

However job enrichment should be distinguished from job

enlargement. Job is enlarged when the tasks being performed in the job are increased but a job is enriched when many people do tasks.

2.10.5 WELFARE SERVICES This is to provide employees with health, safety and welfare standard such as transport facilities, recreational and social facilities, medical services, and rates of pay, promotion and joint consultation.

2.10.6 JOB SECURITY Many workers preferred the security of job that the civil service provides while they hated the idea of the boss alone having the power to terminate their services without formalities. The fear of living ones job is more

experienced at the lower level where many workers are without any marketable knowledge and skills. The fear of insecurity hinders their efforts and so allays these focus, procedures, must be established for promotion, discipline, grievance and termination, so that the workers may see that in every case justification must prevail.

2.10.7 PROMOTION Every worker wants to see a change for the better in his or her job and in place of work as an assistant manager would like to become a manager and 24

promotion brings along with it not just more money by a rank recognition of the individual performance. Thereafter to justify this recognition workers being promoted put in more efforts in his work as promotion put more life in the individual and activate his knowledge, skills and he strives harder to be effective in his new job.

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CHAPTER THREE RESEARCH METHODOLOGY

3.0

INTRODUCTION

Research is a systematic method of finding solutions to problems. It is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford Woody, research comprises of defining and redefining problem, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to determine whether they fit the formulated hypothesis

The collection of data in any research to be undertaken could be justifiable regarded as a foundation upon which the necessary facts and information could be obtained. This is very crucial to the success and meaningful However, research is simply the process of

achievement of any survey.

arriving through the planned and systematic collection of data. In other word research is a systematic process of discovering acquiring, and using knowledge.

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3.1

RESEARCH METHOD

History is an integrated narration/description of past events of facts written in spirit of critical inquiry for the whole truth. Historical research may be considered as embracing the whole field of human past as broad as life itself.

The purpose of doing historical research is to gain a clearer perspective of the present. Historical research provides us with the hypothesis for the solution of current problems and also a greater appreciation of the culture and role which new knowledge can play in the progress of society.

Historical researches are of two categories, the Documents, which are usually written, and the Relics, which are generally archaeological or geological.

3.2

DESCRIPTIVE RESEARCH METHOD

This simplify the nature of a given phenomenon, it give a scenario of a situation or a population in an explanatory way. An accurate descriptive are imperative for making a wide range of policy decision, and for study to be accurate it must have be conducted scientifically that is to say it have followed the terms of descriptive research which is basic for all types of research in accessing the situation as prerequisite to interferences and generalisation. 27

3.3

SURVEY RESEARCH METHOD

The term survey research means the collection of analysis of response of large samples of people to polls and questionnaires designed to elicit their opinions, attitudes and sentiments about a specific topic.

This method of research is oriented towards the determination of the status of a given happening rather than towards the isolation of consultative factors. The nature of the research topic in question that is; Motivation: Catalyst for High Performance of Nigerian Agricultural, Cooperative and Rural Development Bank (NACRDB) Limited Workers it has become imperative to adopt the descriptive and survey methods of research. Research methods are particularly versatile and practical in that they identify and assess present condition and point of needs. Survey does more than merely uncover data they interpret synthesize and point to implication and inter relationships.

3.4

INSTRUMENTS USED FOR DATA COLLECTION

There is always the need for a fairly accurate data to be collected for any reliable information to be produced. This has encouraged the researcher to

adopted different methods of data collection as one method alone is not considered sufficient to produce the data needed for this research. following instruments where adapted. 28 The

Questionnaire:

they are generally used for data collection as it provides

exceptional facts as a result of non-disclosure of identity of the respondents. A defeated questionnaire was carefully prepared and specially numbered. The questions were arranged in proper order, in accordance with the relevance.

Personal Interview:

This method involves personal interaction between

two or more people where already prepared questions were being asked by researchers and answers provided by respondents. It is very relevant to the study because if provides a means of meeting people and having other considerations. It allows for a very wide range of questions and answers were provided immediately. Where there are doubts they can be cleared and crossexamination of information can be done. It is also flexible since the interviewer can change his/her language and be tactical when asking the questions depending of the individual being interviewed. One of the disadvantages is the cost, which accumulates

depending on how many return trips the respondent has to make. Another disadvantage is withheld information when the new sectional heads are interviewed there is distrust in the interviewer.

The researcher would use percentage method, and tabulation and graphics to present, analyse and interpret, the data collected. It also helps to resent the 29

original data in an orderly manner. Similarly the techniques use will makes it possible for the researcher to summaries the information and since the data is in a more explanatory form, it becomes more readily comprehensible.

3.5

JUSTIFICATION FOR METHOD USE

Apart from the above-mentioned primary data collected for the research work, the researcher also collected secondary data for this purpose of the study. The method used is highly justified because of its often involvement in the exploratory, and description of the extent of association between two or more variables. The researcher is quite acquitted with the substantial amount at the research problem. Also, the researcher was able to clearly define what he wants to measure hence, setting up an appropriate and specific means of measurement.

The method used by the researcher is to take case of any ambiguous answers that might be given by some respondents and the omission of some vital questions either deliberately or ignorantly to get a reasonable response to help explain some difficult questions and to save time consuming, and justify the method used.

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3.6

CONCLUSION

The different method adopted in collecting data might prove successful since much of the needed data was collected. However, there were some problems encountered in trying to make such collections. Such as cooperation from staff which was a little difficult in the beginning due to work and other pressure. Difficulties in reaching the

respondents due to the researcher nature of work, and the respondents within the time frame.

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CHAPTER FOUR
ANALYSES AND INTERPRETATION OF DATA

4.0

INTRODUCTION

chapter four is concerned with information received from questions which was administered to the staff of the Nigerian Agricultural, Cooperative and Rural Development Bank Limited, concerning the organisation and welfare of the staff. To this effect, data collected from the respondent and the interviews conducted has been analysed and interpreted in order to support the objective of this research.

The following questions, which were administered to, the 50 members of the staff randomly by the researcher analysed below.

4.1

DATA ANALYSES AND INTERPRETATION

4.1.1 Response about the support from the HR department


S/NO PARTICULAR 1 2 3 4 5 al Highly satisfied Satisfied Neutral Dissatisfied Highly satisfied NUMBER OF RESPONDENTS PERCENTAGE 18 29 3 0 0 50 36 58 6 0 0 100

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70 60 50 40 30 20 10 0 Highly Satisfied Satisfied Netural Dissatisfied highly Dissatisfied 6 0 0 36 58

INTERPRETATION The table shows that 58% of the respondents are satisfied with the support they are getting from the HR department.

4.1.2 Management is interested in motivating the employees


S/NO NUMBER OF PARTICULAR RESPONDENTS PERCENTAGE 1 2 3 4 Strongly Agree Agree Neutral Disagree 27 20 3 0 0 50 54 40 6 0 0 100

5 Strongly Disagree al

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Management is interested in motivating the employees

60 50 40 30 20 10 0

54 40

3 Strong Agre ly e Agre e Netur al

0 Disagre e

0 Strong Disagre ly e

INTERPRETATION The table shows that 54% of the respondents are strongly agreeing that the management is interested in motivating the employees.

4.1.3 The type of incentives motivates you more


S/NO NUMBER OF PARTICULAR RESPONDENTS PERCENTAGE 1 Financial Incentives 15 9 26 50 30 18 52 100

2 Non financial Incentives 3 Both Total

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The type of incentives motivates you more

30% Financial Incentives 52% 18% Non Financial Incentives Both

INTERPRETATION The table shows that 52% of the respondents are expressing that both financial and non-financial incentives will equally motivate them.

4.1.4 Satisfaction with the present incentives scheme


S/NO PARTICULAR 1 Highly satisfied 2 3 4 Satisfied Neutral Dissatisfied NUMBER OF RESPONDENTS 18 29 3 0 0 50 PERCENTAGE 36 58 6 0 0 100

5 Highly satisfied Total

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Satisfaction with the present incentives provided by the organization


70% 60% 50% 40% 30% 20% 10% 0% Highly Satisfied Satisfied Netural Dissatisfied highly Dissatisfied 6% 0% 0% 36% 58%

INTERPRETATION The table shows that 58% of the respondents are satisfied with the present incentive scheme of the organization.

4.1.5 The company is eagerness in recognizing and acknowledging employees work


S/NO PARTICULAR 1 2 3 4 Strongly Agree Agree Neutral Disagree NUMBER OF RESPONDENTS 18 29 3 0 0 50 PERCENTAGE 54 58 6 0 0 100

5 Strongly Disagree Total

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Eagerness of the company in acknowledging the work of employees


70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 6% 0% 0% 36% 58%

INTERPRETATION From the study, 58% of employees agreed that the company is eager in recognizing and acknowledging their work, 36% strongly agreed and only 6% showed neutral response.

4.1.6 Periodical increase in salary


S/NO PARTICULAR 1 2 3 4 Strongly Agree Agree Neutral Disagree NUMBER OF RESPONDENTS 12 23 3 9 3 50 PERCENTAGE 24 46 6 18 6 100

5 Strongly Disagree Total

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Periodical increase in salary

50 45 % 40 % 35 % 30 % 25 % 20 % 15 % 10 % 5% % 0%

46 %

24 % 6% Strong Agre ly e Agre e Netur al

18 % 6% Disagre Strong Disagre e ly e

INTERPRETATION The table shows 46% of employees agree that there is a periodical increase in the salary.

4.1.7 Job Security existing in the company.


S/NO PARTICULAR 1 2 3 4 Strongly Agree Agree Neutral Disagree NUMBER OF RESPONDENTS PERCENTAGE 15 18 11 3 3 50 30 36 22 6 6 100

5 Strongly Disagree Total

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Job security exist in the company


40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 6% 6% 22% 30% 36%

INTERPRETATION The table shows 35% of employees agree with good job security exist in the company. 4.1.8 Good relations with the co-workers.
S/NO NUMBER OF PARTICULAR RESPONDENTS 1 2 3 4 Strongly Agree Agree Neutral Disagree 15 27 8 0 0 50 PERCENTAGE 30 54 16 0 0 100

5 Strongly Disagree Total

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Good relations with co-workers


60% 50% 40% 30% 30% 20% 10% 0% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 0% 16% 54%

INTERPRETATION The table shows 54% of the respondents agree that they have good relations with co-worker.

4.1.9 Effective performance appraisal system.


S/NO NUMBER OF PARTICULAR RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total 10 23 8 6 3 50 PERCENTAGE 20 46 16 12 6 100

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Effective performance appraisal system.


50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 20% 16% 12% 6% 46%

INTERPRETATION The table shows 46% of the respondents agree to effective performance appraisal system existing in the company.

4.1.10

Effective promotional opportunities in present job,


S/NO NUMBER OF PARTICULAR RESPONDENTS PERCENTAGE 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total 9 26 9 3 3 50 18 52 18 6 6 100

41

Effective promotional opportunities in present job


60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 18% 18% 6% 6%

52%

INTERPRETATION The table shows 52% of the respondents agree with effective promotional opportunities in their present job.

4.1.11

Good safety measures existing in the organization.


S/NO NUMBER OF PARTICULAR RESPONDENTS 1 2 3 4 Strongly Agree Agree Neutral Disagree 15 23 3 6 3 50 PERCENTAGE 30 46 6 12 6 100

5 Strongly Disagree Total

42

Good safety measures existing in the organization.


50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

46%

30%

12% 6% 6%

Strongly Agree

Agree

Netural

Disagree

Strongly Disagree

INTERPRETATION The table shows 46% of the respondents agree that there is a good safety measure existing in the company.

4.1.12

Performance appraisal activities are helpful to get motivated.


S/NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total NUMBER OF RESPONDENTS PERCENTAGE 9 23 6 3 9 50 18 46 12 3 18 100

43

Performance appraisal activities are helpful to get motivated


50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 18% 12% 6% 18% 46%

INTERPRETATION The table shows 46% of the respondents agree that the performance appraisal activities are helpful to get motivated.

4.1.13

Support from the co-worker is helpful to get motivated


S/NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total NUMBER OF RESPONDENTS 12 29 0 6 3 50 PERCENTAGE 20 46 0 12 6 100

44

Support from the co-worker is helpful to get motivated


70% 60% 50% 40% 30% 20% 10% 0% 0% Strongly Agree Agree Netural Disagree Strongly Disagree 24% 12% 6% 58%

INTERPRETATION The table shows 58% of the respondents agree that the support from the coworker is helpful to get motivated.

4.1.14

Career development opportunities are helpful to get motivated


S/NO NUMBER OF PARTICULAR RESPONDENTS PERCENTAGE 1 2 3 4 Strongly Agree Agree Neutral Disagree 10 26 2 4 8 50 20 52 4 8 16 100

5 Strongly Disagree Total

45

60% 52% 50% 40% 30% 20% 20% 10% 0% Strongly Agree Agree Neutral Disagree Strongly Disagree 8% 4% 16%

INTERPRETATION The table shows 52% of the respondents agree that the career development opportunities are helpful to get motivated.

4.1.15

Factors, which motivates you the most.


S/NO NUMBER OF PARTICULAR RESPONDENTSPERCENTAGE 1 2 3 4 5 Salary increase Promotion Leave Motivational talk Recognition Total 21 15 3 5 6 50 42 30 6 10 12 100

46

12% 10% 6% 30% 42%

Salary increase Promotion Leave Motivational talk Recognition

INTERPRETATION The table shows that the 42% of the respondent is responding that increase in salary will motivate them the most.

4.1.16

Incentives and other benefits will influence your performance


S/NO NUMBER OF PARTICULAR RESPONDENTS 1 Influence 32 12 6 50 PERCENTAGE 64 24 12 100

2 Does not influence 3 No opinion Total

47

12% 24% Influence Does not influence 64% No opinion

INTERPRETATION The table shows 64% of the respondents responded that incentives and other benefits would influence their performance

4.2

INFERENTIAL STATISTICS

Ho: There is no significant relationship between incentives and employees performance.

H1: There is significant relationship between incentives and employees performance.

Ho: There is no significant relationship between career development opportunities and the extent of employee motivation

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Ho: There is no significant relationship between performance appraisal system and the extent of motivation.

H1: There is significant relationship between performance appraisal system and the extent of motivation.

Ho: There is no significant relationship between interpersonal relationship in the organization and extent of motivation.

H1: There is significant relationship between interpersonal relationship in the organization and extent of motivation.

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CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.0

SUMMARY

This research work is aimed at providing employees and management members with the information that can be beneficial to personally and professionally. Every organisation has multiple objectives including of

adequate profit for payment of a reasonable rate of return to the owners and for investment in business through satisfaction of customers, maintenance of a contended workforce and creation of a public image. The basic job of management of any organisation is the effective utilization of available human resources, technological, financial and physical resources for the achievement of the business objectives.

This project entitled as Motivation: Catalyst for High Performance of NACRDB Ltd Workers was done to find out the factors which will motivate the employees. The study undertakes various efforts to analyse all of them to some great details. From the study, the researcher was able to find some of the important factors, which motivate the employees. Factors like financial incentives and non financial inventive, performance appraisal system, good relationship with co-workers, promotional opportunities in the present job, 50

employee participation in decision making are very much effect the level employee motivation as details out in Chapter four Data presentation and analysis. It is also clear from the study that the company is so eager in motivating their employees and their present effort for it so far effective.

The human resources can play an important role in the realization of the objectives. Employees work in the organization for the satisfaction of their needs. If the human resources are not properly motivated, the management will not be able to accomplish the desired results. Therefore, human resources should be managed with utmost care to inspire, encourage and impel them to contribute their maximum for the achievement of the business objectives.

5.1

CONCLUSION

The study concludes that, the motivational program procedure in Nigerian Agricultural, Cooperative and Rural Development Bank (NACRDB) Limited is found effective but not highly effective. The study on employee motivation highlighted so many factors, which will help to motivate the employees. The study was conducted among 50 employees and collected information through structured questionnaire. The study helped to findings, which were related, with employee motivational programs, which are provided in the organization.

51

The performance appraisal activities really play a major role in motivating the employees of the organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The organization can still concentrate on specific areas, which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

5.3

RECOMMENDATION

The financial institution, Nigerian Agricultural, Cooperative and Rural Development Bank (NACRDB) Limited one of the Federal Government of Nigeria (FGN) Bank in aiming to reach the Nigerian citizens is trying its best toward motivating its staff in achieving the FGN goal.

Based on this research work if the management of the organisation can implement the following recommendations it will go a long way in propelling the performance of its workforce to a greater heights.

The following are the recommendations for the findings from the study are follows. 52

Most of the employees agree that the performance appraisal

activities are helpful to get motivated, so the organisation should try to improve performance appraisal system, so that they can improve their performance. y Non-financial incentive plans should also be implemented; it

can improve the productivity level of the employees. y Organization should give importance to communication

between employees and gain co-ordination through it. Skills of the employees should be appreciated. y Better carrier development opportunities should be given to

the employees for their improvement. y If the centralized system of management is changed to a

decentralized one, then there would be active and committed participation of staff for the success of the organization.

53

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