ABSTRACT
Motivation involves a conscious decision to perform one or more activities with greater effort than other activities competing for attention. Motivation governs behaviour performance, selection, direction and level of effort.
Organizations have set of goals and objectives that have been laid that would have to be attained for its growth and profit making. To achieve these set goals, staff have to be motivated to enhance their performance and motivation vary from one group to another. Also, it has been noticed that what motivates management staff may not necessarily motivate the middle and junior staff.
‘Employee Motivation and Job Performance’ abound in every sector of the economy of which Banking Industry is one. In this study, Universal Trust Bank Plc will be used as a case study because it is believe that all the categories of staff are expected to work in harmony towards the achievement of the organizational goals and objectives.
The managerial challenge is to clarify reward available to employees and relate them to personal and team performance. The key is to make obvious in advance the payoffs people can expect for certain levels of performance, then follow up on satisfactory performance with feedback and appropriate motivation.
Beerlson, B. & Steiner G.A. (1964 maintained that “if all those who may be considered potential contribution to an organization are arranged in order of willingness to serve it, scale gradually descend from possibly intense willingness through neutral willingness to zero willingness to intense unwillingness or opposition or hatred. The preponderance of persons in a modern society always lies on the negative side with reference to any existing or potential organization”.
It is quite true that employers- of all organizations like Universal Trust Bank Plc will put in effort to achieve some goals that cannot be attained as individuals. But it does not necessarily follow that they will work and put in all they can do to accomplish the set goals. The management of the Bank should, therefore, build into the system factors that will induce employees to contribute effectively and efficiently as possible.
The work explores the various reasons that make employees not to perform optimally on the jobs.
This work recommends amongst others that Management of the bank should try to ensure that every department within the system maintains motivational plans in order to provide an atmosphere for higher performance productivity and efficiency.
It further recommended that the Management of the bank should also endeavour to give promotion to deserving employees whenever dues the scheme should be well planned.
Finally, the work concludes that motivations of employees in the bank is vital to employee’s performance and lack of a good and appropriate motivational plan my result in loss of quality staff.
TABLE OF CONTENTS
Pages
Title page I
Certification ii
Dedication iii
Acknowledgement iv
Abstract v-vi
Table of Contents vii-ix
CHAPTER ONE: INTRODUCTION
1.1 Background of Studies 1 – 3
1.2 Statement of the Problem 3
1.3 Objective of the Study 4
1.4 Research Questions 4 – 5
1.5 Statement of Hypotheses 5 – 7
1.6 Significance of the Study 7
1.7 Scope of Study 7
1.8 References 8
CHAPTER TWO: REVIEW OF RELATED LITERATURE
2.1 Introduction 9 – 11
2.2 Theories of Motivation 11- 15
2.3 Limitations of hierarchy of needs 15 – 16
2.4 ERG Theory 17 – 19
2.5 McGregor’s Theory X & Y 19 – 23
2.6 Herzberg Dual Factor 23 – 30
2.7 Expectancy & Work Motivation 30 – 33
2.8 Extrinsic and Intrinsic Rewards 33 – 34
2.9 Leader as a Motivation 34 – 35
Conclusion 36 – 37
References 38
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research Methodology 39
3.2 Restatement of Hypotheses 39 – 40
3.3 Population 40
3.4 Sample Size and Scope 41
3.5 Sample Type 41
3.6 Data Collection Method 41 – 42
3.7 Techniques for Analysis 42 – 43
3.8 Decision 43 – 45
CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA
4.1 Presentation and Analysis of Data 46
Analysis of Data/ Test of Hypotheses 47-74
CHAPTER FIVE: SUMMARY OF FINDINGS
5.0 Summary of Findings 76
5.1 Conclusion 77
5.2 Recommendation to Management 77-78
5.3 Suggestions for further studies 78
Bibliography 79 – 80
Appendix A-Research Questionnaire 81 – 84
Appendix B – Letter of Introduction 85
LIST OF TABLES AND FIGURES
LIST OF TABLES
Table 1 Distribution of questionnaires 47
Table 2 Distribution of respondents by age 48
Table 3 Distribution of respondents by sex and category 49
Table 4 Distribution of respondents by education and category of workers 50
Table 5 Distribution of respondent by martial status 51
Table 6 Employee’s view on motivation 52 – 53
Table 7 Employee’s view on the relationship between workers and management 54 – 55
Table 8 Employee’s opinion about payment of salaries 56 – 57
Table 9 Employee’s view on the working environment 58 – 59
Table 10 Employee’s opinion on participation in policy formulations 60 – 61
Table 11 Employee’s view of fringe benefit 62 – 63
Table 12 Employee’s opinion on the level of training 63 – 64
Table 13 Employee’s view on effectiveness 65 – 67
Table 15 Employee’s view of rewards 68 – 69
Table 16 Employee’s opinion on job recognition 70 – 71
Table 17 Employee’s opinion on job efficiency 72 – 73
Table 18 Employee’s view on the rewarding system 74 – 75
CHAPTER ONE
INTRODUCTION
1.1 Background of Study
One of the foremost questions in the minds of managers at all level right from the Chief Executives Officers to the supervisor at the lowest level is how to motivate colleagues and subordinates to put their best efforts at the task in hand.
A person is hired because of his competence he has to bring on a particular job. Beyond competence, employers also look for evidence of how willing a person is to undertake tasks, to learn specific skills and job knowledge and the enthusiastically tackle assignments. Willingness involves the motivation that is on ground to spur the employee to exhibit his best at work and add value to the organization.
The questions of motivation are one, which human resources persons and psychologists are trying to unravel all the time. No two individuals are alike. Each individual has his own dogmas, beliefs and value system; each individual has his own set of priorities. So different things motivate different people. Not only this, but also different things motivate different people at different time. What motivates a person now need not motivate the person later.
Several theories have evolved to help explain different facets of motivation. We begin with the concept that people have different needs that direct their behaviour. Some of the needs depend on personal circumstances and outside events. Needs can cause people to seek out experiences that enrich their lives. Alternatively, needs can trigger behaviour to avoid threatening conditions and feelings of deprivation. Other needs are learned from reward experiences. These learned needs become relatively persistent motives that influence a person to seek out experiences that satisfy a particular need, such as the need for achievement or power.
A different explanation of motivation focuses on expectancies, or people’s expectations about whether they can affect performance outcomes and how closely desired rewards are linked to performance. People also consider the equity of how they are treated, and those evaluations help determine whether they will appear motivated or not. As you develop in the workplace and perhaps find yourself with managerial responsibilities, you will be more productive if you understand the needs, expectations and conditions that enable individuals and groups to learn and exhibit qualities of effective motivation.
A lot of research has been done on what motivates employees and whether employees work as they love the work for the money or it is for both. Social scientists have found empirical evidence that money is not the only source of motivation. Many have propounded various theories of motivation. The most famous theory of motivation factors is the one formulated by Maslow.
An employee’s performance typically is influenced by motivation, ability, the work environment. Some deficiencies can be addressed by providing training or altering the environment, motivation problems are not as easily addressed.
Motivation is important because of its significance as a determinant of performance and its intangible nature
1.2 Statement of the Problem
