CHAPTER ONE INTRODUCTION
Background of the Study
Employees constitute an essential resource for every organization. Throughout the world, countless organisations depend largely on the services of employees to achieve the organisations‘ goals. The library, just like any other organisation, requires the services of employees. Just as employers are particular about ensuring the input of employees to achieve their goals, it is equally important that the conditions of work of employees are favourable enough to ensure responsive inputs. In other words it is imperative to motivate employees to put in more effort at work. Motivation is a rudimentary psychological practise. A current data-based wide-ranging examination resolved that competitiveness problems seem to be mainly motivational in nature (Leary & Baumeister, 2017). Motivation remains one of the quintessential components for many establishments be they in the public or private sector (Carmeli & Tishler, 2004).
The term motivation is principally, a derivative of the expression ―motive‖ (Chaudhary& Sharma, 2012). The expression ―motive‖ connotes desires, needs and wishes of a group of individuals. Therefore employee motivation should be geared towards encouraging employees to achieve set organizational goals through the provision of monetary and non-monetary incentives (Chaudhary& Sharma, 2012).
Psychologists and other related experts regard motivation as one of the fundamental principles required of most employers who want their employees
to perform to their potential (Miner, 2015). Motivation is a set of functioning tools that shapes the administration of an organization and energizes the labour force simultaneously (Tiwari, 2015). In the opinion of Argyris (2017), motivation is the unforeseen power that drives and maintains the continued efforts of individuals in an organization.
Moynihan and Pandey (2007) have also admitted that employee, on one hand, and employee motivation and job satisfaction at the workplace on the other hand go hand-in hand and cannot be dissociated. These constructs have been identified as vital tools that human resource professionals use in enhancing employees‘ work performance at the workplace (Johns & Saks, 2008). To this end, human resource managers are mandated to put in place necessary measures that have the potential to make employees highly motivated and satisfied with their work and possibly keep them at work.
Ali, Bin, Piang and Ali (2016) concur that there are modules of motivation which can be natural or extraneous. Natural Motivation is an intellectual determination that chooses the development of a person’s conduct as a significance of challenging or motivating job, defined extension to generate capabilities, proposing self-determination to do work, exposed entry to make and progress (Ryan & Deci, 2017; Ali, Bin, Piang & Ali, 2016). Extraneous is likewise an intellectual inducement that adopts negotiating variation as an outcome of considerable and intangible revenue, such as, exceptional endowments, reimbursement, and subsidiary benefit.
The decision of employees to remain at work or quit is based on the conditions
pertaining to the work. It is usually assumed that employees who are content with the work they do and with the culture of the organization would be
motivated to stay and work in their respective organizations (Roos & van Eeden, 2008). However, employees who are displeased with the kind of work they do may be unmotivated to remain on the job. This suggests that the way employees are managed has an influential effect on output, usefulness, efficiency and profitability (Moynihan & Pandey, 2007).
Academic libraries are set out to offer quality services for their clients. This quality of service is deeply contingent on the library work forces who to an expansive degree work with the clients when they are in to use the library resources. In a similar vein, the attitudes of library staff toward work are largely dependent on their motivation and satisfaction (Ajie, et al., 2015). The employees in academic libraries are subdivided into professional and non- professional categories, with each of these categories requiring different motivational packages (Finck, Timmers & Mennes, 1998).
Hosoi (2005) stipulates that there are discrepancies in motivational packages of library staff because of the various categories (professional and non- professional) staff are placed. Whereas the professional category is given motivational package in some libraries, the non-professional groups are denied. These discrepancies accounted for dissatisfaction among library staff. In light of this, Hosoi (2005) cautioned that for organizational effectiveness to be enhanced every library staff must be dully motivated to enhance diligence at the workplace.
Motivation, as Armstrong (2012) defines it, ―as the force that energizes, directs and sustains behaviour‖. Therefore, motivation can be described as the effort a person exerts on work to achieve his/her goals and objectives.
Motivation encapsulates the feeling of enthusiasm, interest or commitment that makes a person to work, a reason for doing something or behaving in a certain way (Reiss, 2014). Workers differ in what motivates them and therefore- care should be exercised by coming up with motivation strategies that appeal to the diverse needs of all workers in organizations (Dobre, 2013).
Kinicki and Williams (2008) assert motivation is subjective on the bases that what would be motivating one person might not be motivating another. Allan, Gadon & Willits (2011) view motivation as any action which drives an individual to act and behave in a particular way. They again argued that motivation is not aimed at controlling people but rather comprehending their needs, or remuneration which drives them to perform tasks.
It is therefore appropriate for more studies to be conducted in order to create a comprehensive insight of the core drives, needs and urges that could be manipulated and simulated to cause favorable changes in the level of employee motivation at work for organizational productivity and survival (Yusuf, 2015).
Motivation could either be intrinsic or extrinsic (Obajemu, Dekpen & Ojo, 2012). Intrinsic motivation connotes carrying out an activity because it is naturally satisfying (Ryan & Deci, 2000). Intrinsic motivation connotes a kind of motivation which is sourced from within a person and tends to provide the required reward for the person. Armstrong, (2006) concludes that among the notable examples of intrinsic motivation are obligation (feeling that the work is vital), independence, extension to apply and build aptitudes and capacities, fascinating and measuring work and open door for advancement.
Conversely, extrinsic motivation points to carrying out a task so as to obtain a result (Jones & George, 2011; Re’em, 2011). In extrinsic motivation, there is expectation of reward from outside and a person is persuaded from an outside source rather than from within (Anjomshoa & Sadighi, 2015). It incorporates pay, rewards, applaud, and other substantial prizes. Ryan and Deci (2000) advocate that the quest to activate reward is triggered by extrinsic motivation by moving employees to accomplish their tasks.
Another key value that progresses organisation is job satisfaction and is one of the principal constructs of the study. Earlier works have highlighted motivation as having a direct effect on employee job satisfaction (Moynihan & Pandey, 2007; Tella, Ayeni & Popoola, 2007; Agho, Mueller & Price, 1993), that is to say there exist a direct relationship between employee motivation and job satisfaction.
Job satisfaction has been defined by Schermerhorn and Osborn (2004) as ―any attitudinal or emotional reactions to one‘s activities, as well as to the physical and social conditions of the workplace‖. This suggests that employee satisfaction is a measure of how workforces are able to express their delight about their job and working conditions. Different researchers consider it to be a pleasurable or positive passionate condition arising as a result of the assessment of one’s job that is full of favourable feeling to one’s job and a positive mentality towards one’s task (Robbins, Judge, Millett & Waters- Marsh, 2008).
