TABLE OF CONTENTS
CHAPTER ONE: INTRODUCTION
1.1 Background to the study – – – – – – – –
1.2 Statement of the Problem – – – – – – –
1.3 Research Questions – – – – – – – – –
1.4 Objectives of the Study – – – – – – – –
1.5 Research Hypotheses – – – – – – – –
1.6 Significance of the study – – – – – – – –
1.7Scope and Limitation – – – – – – – –
1.8 Definition of Terms – – – – – – – – –
CHAPTER TWO: LITERATURE REVIEW AND THEORETICAL FRAMEWORK
2.1 Literature Review – – – – – – – – –
2.1.1. Approaches to Motivation – – – – – – –
2.1.2 Job Security – – – – – – – – –
2.1.3 Prompt payment of Salary – – – – – –
2.1.4 Best worker award/End of year bonuses – – – – –
2.1.5 Overtime Payment – – – – – – – –
2.1.6 Long service benefit – – – – – – –
2.1.7. Pension scheme – – – – – – – –
2.1.8. Incentives/ Encouragement of workers – – – – –
2.1.9. Insurance scheme – – – – – – – –
2.2. Theoretical Framework – – – – – – –
2.2.1. Theory X and Y (McGregor, D. 1960) – – – –
2.2.2. Expectancy Theory (Victor Vroom, 1964) – – –
CHAPTER THREE: RESEARCH METHODOLOGY
3.1. Research Design – – – – – – – –
3.2. Area of Study – – – – – – – –
3.2.1. Profile of the Champion Breweries – – – – –
3.2.2. The Brewing Process – – – – – – –
3.2.3. Organization Structure of Champion Breweries – –
3.3. Population of the Study – – – – – – –
3.4. Sample of the Study- – – – – – – –
3.5. Sample Techniques – – – – – – –
3.6. Techniques for Data Analysis – – – – – –
3.7. Validity and Reliability of the Instrument- – – – –
3.8. Procedures for data Collection- – – – – –
3.9. Techniques of Data Analysis – – – – – –
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Background Characteristics of the Respondents – – –
4.2 Data Presentation – – – – – – – –
4.3 Testing of Hypotheses – – – – – – – –
4.4 Discussion of Findings- – – – – – – –
CHAPTER FIVE: SUMMARY, RECOMMEDATIONS AND CONCLUSION
5.1 Summary – – – – – – – – – –
5.2 Recommendations – – – – – – – –
5.3 Conclusion – – – – – – – – –
References – – – – – – – – –
Appendixes – – – – – – – –
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Every organizationoperates with the aim of achieving some goals and objectives which could be in value or satisfaction. In order to function effectively, intentions must be specifically identified to direct operations. Furthermore, for any organization to benefit fully from its environment, it must possess the capacity and ability to explore such environment. Essentially, the capacity and ability to accomplish predetermined goals is directly related to the resources of the organization.
There are four types of resources that can be used for the attainment of organizational goals. These are finances, physical, or materials, technology, and human (personnel). Of all these, the human resources which include specialized personnel, unskilled labour, and personnel management are directly responsible for the harnessing of all other forms of resources in the bid to achieve the goals of the organization. If the objectives of the organization cannot be met the organization cannot continue or may stagnate. A lot of things will therefore happen, including the fact that people will not be able to earn their living, the flow of funds will be inhibited, there will be no expansions, there will be retrenchment, and unemployment. In order to avoid disastrous consequences, the importance of human resources must be highly recognized by any organization. They must be known and accepted primarily as those contributing to the success of the organization. According to Brech (1983), for the achievement of a given task or for the effective operations of persons associated with the organization there should be willing cooperation from, and co-ordinates activity among the persons involved in the work.
The effectiveness of operations and maintenance of cooperation among members of the organization are in part determined by the personal and social contentment derived by them from their participation in the task of the organization. It is from this perspective that it is found imperative for people to be attracted or motivated to enter an organization and remain in it. Once on the job, they have to be induced or motivated to exert energy and effort at an acceptable rate. Motivation and employee satisfaction is the drive and the means towards the attainment of goal congruency within the organization.
Generally, one can say that an individual’s motivation and employee satisfaction has to do with (a) the direction of his behaviour or what he or she chooses to do when presented with a number of possible alternatives; (b) the amplitude or the strength of the response (i.e. effort) once the choice is made; and (c) the persistence of the behaviour. The term “motivation and employee satisfaction” conveniently subsumes a number of other variable such as drive, need, incentive, reward, expectancy and so on Obi-Keguna (2004:535). Organizations are often faced with the problem of meeting or achieving together the official objectives gain priority, the personal objectives and the employee’s objectives. Though the official objective and the employee’s objectives must not be thrown aside because when the employee is satisfied the organization becomes satisfied. If the satisfaction receive by the employee is not sufficient he may no longer accept responsibilities imposed on him by the organization. His dwindling performance will affect another employee by way of imitation or jealousy. It may therefore form a chain. Such performances are counter-productive. The survival of the organization in such a situation cannot be guaranteed. The refusal of even a few participants to continue in a co-operative relationship is frequently a serious matter and is detrimental to the organization growth. (Albert 1994).
Willing co-operation among members of an organization is promoted by keeping them informed of matters concerning the activities of the organization. They require consultation regarding its regulation and further development. A sense of self responsibility for the performance of their work and should be fostered in them and there should be opportunities for self development which should be compatible with the purpose and interest of the organizations. The employees should be encouraged to contribute to its effectiveness and development apart from the performance of their set tasks. There should be a creation of work environment where the employees work willingly and have a sense of belonging as they fell they are working to further the objectives of the organization they are also deriving their own objectives. Therefore, managers must incorporate into the whole system factors that will induce the employees to contribute effectively and efficiently.
Motivation and employee satisfaction create incentives for the employees to work harder, conscientiously, and much more effectively towards the achievement of the organization’s objectives. Pigors (1981) opines that as the employees have certain wants that should be supplied by the organization, so the organization has certain types of behaviour that it expects from its employees. This behaviour can be derived through motivation and employee satisfaction, which essentially is a skill aligning the organizations and employees’ interests so that their behaviour bring about good performance. This then promises high productivity resulting in the achievement of the goals and objectives of the organization.
