CHAPTER ONE
1.0 INTRODUCTION
Manager in all types of organization are continually faced with the fact that vast difference exist in the performance of a group of employees. Some employees always perform at high levels, need little or no direction and appear to enjoy what they are doing. On the other hand, other employees perform only at marginal levels, require constant attention and are often absent from their work station.
The reasons for this difference in performance are varied and complex one could attribute some of the differences to certain individual characteristics, such as personality, intelligence or ability. One could also focus on organizational influences such as the job, the supervisors style or the reward system used by the organization as contributing to this difference. The core concept associated with each of these properties is MOTIVATION. The topic of motivation in organization has received increased attention in recent years among practising managers and organizational researchers. There are at least three major reasons that account for the emergence of motivation as a principle topic of interest.
1.1 BACKGROUND OF THE STUDY
Firstly, the ever increasing external forces of national and international competition, Economic Social, Technological and Governmental conditions have forced management to develop and acquire new techniques and mechanism to increase or at least maintain the levels of organizational efficiency and effectiveness.
This requires the effective utilization of all resources of the organization financial, physical and human.
Secondly and closely related to the first is the growing perpective of considering the human resources of the organization for long term development and growth. Organizations had long considered their human resource in term of an infinite labour pool in which frequent changes occur because of the endless supply of qualified individuals. More concern is being placed by managers on developing, stimulating and maintaining an effective strategies as job design, management by objectives and skills training.
Finally, the view of people in the place has undergone significant change. Early managerial approaches considered the individual worker as only a small “cog in he wheel” who is motivated only by money or cash incentives. Workers are motivated to perform by many different factors, which include job challenges, achievement, advancement and money amongst few.
Therefore one might define motivation in terms of some outward behaviour. People who are motivated exert a great effort to perform than those who are not motivated. In essence, motivation is an act of attempting to carry along ones total workforce by means of applying incentives and other method which can spur the workforce on a better performance of their jobs. It’s an inner drive which prompt people to act in a certain way. It is connected with incentives which can either be in the form of tangible things such as praise and reorganization of a job well done.
The primary task of a manager is to get people to contribute activities which help to achieve the mission and goals of an enterprises or of any department or other organization unit within it.
Clearly to guide people’s activities in desired direction requires one to know the best of the managers ability, what leads people to do things, are what motivate them.
1.2 SCOPE OF STUDY
This study will examine organizational behaviour and performance and analysis the view that because the individual workers has an unlimited resources he/she is solely motivated by economic factors. And that what manager needs are approaches to acquire, motivate and retain reliable resource in order to enhance productivity.
One identified major handicap of organizational performance is mismanagement. This statement presupposed that organizational need to be effectively and efficiently managed, since ideas about managing do not have much meaning unless they help to make better managers. In order for an organization to put in their best, there will be increased organization to put in their best, there will be increased organizational profit.
When employees join organization, they bring along with them a set wants, needs, desires and past experiences that combines to form job expectation, hence, before such have job satisfaction his job expectation must be satisfied. This indicates the reasons for employees to identify such job expectation and satisfy them so that employees could put in their best.
Some of the aforementioned needs are physical, others are psychological and social values the latter are much more difficult to determine and satisfy and they greatly vary from one person to another.
This basic reasons calls for thorough study in this field. In fast, a study conducted by Garry and Kenneth (1971) showed that employees motivated people seek more hours of work.
In view of these stated reasons, this study is conducted to ascertain how motivation ensured employees to put in the best to achieve their individuals goals and organizational goals. It also intends to appraise the effects of motivation on employees performance in business organization.
