Baba unilag 1
-
Upload
olusoji-ab-felix -
Category
Documents
-
view
227 -
download
0
Transcript of Baba unilag 1
-
8/2/2019 Baba unilag 1
1/55
1
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
-
8/2/2019 Baba unilag 1
2/55
2
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
-
8/2/2019 Baba unilag 1
3/55
3
condition of its workforce and invariably will provide challenges to the
workers/staff of the organisation.
1.2 PURPOSE OF THE STUDY
1. 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.
-
8/2/2019 Baba unilag 1
4/55
4
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 topicMotivation; 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.
-
8/2/2019 Baba unilag 1
5/55
5
1.4 HYPOTHESIS
Ho 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
-
8/2/2019 Baba unilag 1
6/55
6
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.
-
8/2/2019 Baba unilag 1
7/55
7
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.
-
8/2/2019 Baba unilag 1
8/55
8
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.
-
8/2/2019 Baba unilag 1
9/55
9
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.
-
8/2/2019 Baba unilag 1
10/55
10
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.
-
8/2/2019 Baba unilag 1
11/55
11
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.
-
8/2/2019 Baba unilag 1
12/55
12
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
-
8/2/2019 Baba unilag 1
13/55
13
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
-
8/2/2019 Baba unilag 1
14/55
14
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.
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.
Self-Actualisation
Ego Needs
Social Needs
Safety Needs
Physiological Needs
-
8/2/2019 Baba unilag 1
15/55
15
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.
-
8/2/2019 Baba unilag 1
16/55
16
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.
-
8/2/2019 Baba unilag 1
17/55
17
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 Individuals inherently dislike work.
y People must be coerced or controlled to do work to achieve the
objectives.
y People prefer to be directed
Y Theory
y People view work as being as natural as play and rest
y People will exercise self direction and control towards achieving
objectives they are committed to
People learn to accept and seek responsibility.
-
8/2/2019 Baba unilag 1
18/55
18
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.
-
8/2/2019 Baba unilag 1
19/55
19
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
-
8/2/2019 Baba unilag 1
20/55
20
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).
-
8/2/2019 Baba unilag 1
21/55
21
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.
-
8/2/2019 Baba unilag 1
22/55
22
1. Training Facilities/Opportunity
2. Salary and Wages
3. Authority and Accountability
4. Job Enrichment
5. Welfare Services
6. Job Security
7. Promotion
8. 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.
-
8/2/2019 Baba unilag 1
23/55
23
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
-
8/2/2019 Baba unilag 1
24/55
24
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
-
8/2/2019 Baba unilag 1
25/55
25
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.
-
8/2/2019 Baba unilag 1
26/55
26
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
achievement of any survey. However, research is simply the process of
arriving through the planned and systematic collection of data. In other word
research is a systematic process of discovering acquiring, and using
knowledge.
-
8/2/2019 Baba unilag 1
27/55
27
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.
-
8/2/2019 Baba unilag 1
28/55
28
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. The
following instruments where adapted.
-
8/2/2019 Baba unilag 1
29/55
29
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 cross-
examination 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
-
8/2/2019 Baba unilag 1
30/55
30
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.
-
8/2/2019 Baba unilag 1
31/55
31
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.
-
8/2/2019 Baba unilag 1
32/55
32
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
NUMBER OF
RESPONDENTS PERCENTAGE
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly satisfied 0 0
50 100
-
8/2/2019 Baba unilag 1
33/55
33
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
PARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 27 54
2 Agree 20 40
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
50 100
36
58
6
0 00
10
20
30
40
50
60
70
Highly Satisfied Satisfied Netural Dissatisfied highlyDissatisfied
-
8/2/2019 Baba unilag 1
34/55
34
Management is interested in motivating the
employees
54
40
30 0
0
10
20
30
4050
60
StrongAgre
Agre
Netur
Disagre
StrongDisagre
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
PARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Financial Incentives 15 30
2 on financial Incentives 9 18
3 Both 26 52
Total 50 100
-
8/2/2019 Baba unilag 1
35/55
35
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
NUMBER OF
RESPONDENTS PERCENTAGE
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly satisfied 0 0
Total 50 100
The type of incentives motivates you more
30%
18%
52%
Financial Incentives
Non Financial Incentives
Both
-
8/2/2019 Baba unilag 1
36/55
36
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
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 18 54
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
Satisfaction with the present incentives provided by
the organization
36%
58%
6%0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
Highly
Satisfied
Satisfied Netural Dissatisfied highly
Dissatisfied
-
8/2/2019 Baba unilag 1
37/55
37
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
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 12 24
2 Agree 23 46
3 Neutral 3 64 Disagree 9 18
5 trongly Disagree 3 6
Total 50 100
Eagerness of the company in acknowledging the
work of employees
36%
58%
6%0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly
Agree
Agree Netural Disagree Strongly
Disagree
-
8/2/2019 Baba unilag 1
38/55
38
Periodical increase in salary
24
46
6%
18
6%
0%5%
10
15
20
25
30
35
40
45
50
StrongAgre
Agre
Netur
Disagre
StrongDisagre
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
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 18 36
3 Neutral 11 22
4 Disagree 3 6
5 trongly Disagree 3 6
Total 50 100
-
8/2/2019 Baba unilag 1
39/55
39
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.
/NO
PARTICULAR
NUMBER OF
ESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
5 trongly Disagree 0 0
Total 50 100
Job security exist in the company
30%
36%
22%
6% 6%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Strongly Agree Agree Netural Disagree Strongly Disagree
-
8/2/2019 Baba unilag 1
40/55
40
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
PARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 10 20
2 Agree 23 46
3 Neutral 8 16
4 Disagree 6 12
5 Strongly Disagree 3 6Total 50 100
Good relations with co-workers
30%
54%
16%
0% 0%0%
10%
20%
30%
40%
50%
60%
Strongly Agree Agree Netural Disagree Strongly Disagree
-
8/2/2019 Baba unilag 1
41/55
41
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
PARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 9 18
2 Agree 26 52
3 Neutral 9 18
4 Disagree 3 6
5 Strongly Disagree 3 6
Total 50 100
Effective performance appraisal system.
20%
46%
16%12%
6%
0%
5%
10%
15%
20%
25%
30%35%
40%
45%
50%
Strongly Agree Agree Netural Disagree Strongly Disagree
-
8/2/2019 Baba unilag 1
42/55
42
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
PARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 23 46
3 Neutral 3 6
4 Disagree 6 12
5 trongly Disagree 3 6
Total 50 100
18%
52%
18%
6% 6%
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Netural Disagree Strongly
Disagree
Effective promotional opportunities in present job
-
8/2/2019 Baba unilag 1
43/55
43
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
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 9 18
2 Agree 23 46
3 Neutral 6 12
4 Disagree 3 3
5 Strongly Disagree 9 18
Total 50 100
30%
46%
6%
12%
6%
0%
5%
10%
15%
20%
25%
30%35%
40%
45%
50%
Strongly
Agree
Agree Netural Disagree Strongly
Disagree
Good safety measures existing in the organization.
-
8/2/2019 Baba unilag 1
44/55
44
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
NUMBER OF
RESPONDENTS PERCENTAGE
1 Strongly Agree 12 20
2 Agree 29 46
3 Neutral 0 0
4 Disagree 6 12
5 Strongly Disagree 3 6Total 50 100
Performance appraisal activities are helpful to get motivated
18%
46%
12%
6%
18%
0%
5%
10%
15%
20%
25%
30%35%
40%
45%
50%
Strongly Agree Agree Netural Disagree Strongly Disagree
-
8/2/2019 Baba unilag 1
45/55
45
INTERPRETATION
The table shows 58% of the respondents agree that the support from the co-
worker is helpful to get motivated.
4.1.14 Career development opportunities are helpful to get motivated
S/NO
PARTICULAR
NUMBER OF
ESPONDENTS PERCENTAGE
1 Strongly Agree 10 20
2 Agree 26 52
3 Neutral 2 4
4 Disagree 4 8
5 Strongly Disagree 8 16Total 50 100
Support from the co-worker is helpful to get motivated
24%
58%
0%
12%
6%
0%
10%
20%
30%
40%
50%
60%
70%
Strongly Agree Agree Netural Disagree Strongly Disagree
-
8/2/2019 Baba unilag 1
46/55
46
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
PARTICULAR
NUMBER OF
ESPONDENTS ERCENTAGE
1 Salary increase 21 42
2 Promotion 15 30
3 Leave 3 64 Motivational talk 5 10
5 Recognition 6 12
Total 50 100
20%
52%
4%8%
16%
0%
10%
20%
30%
40%
50%
60%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
-
8/2/2019 Baba unilag 1
47/55
47
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
PARTICULAR
NUMBER OF
RESPONDENTS PERCENTAGE
1 Influence 32 64
2 Does not influence 12 24
3 No opinion 6 12
Total 50 100
42%
30%
6%
10%
12% Salary increase
Promotion
Leave
Motivational talk
Recognition
-
8/2/2019 Baba unilag 1
48/55
48
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
64%
24%
12%
Influence
Does not influence
No opinion
-
8/2/2019 Baba unilag 1
49/55
49
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.
-
8/2/2019 Baba unilag 1
50/55
50
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,
-
8/2/2019 Baba unilag 1
51/55
51
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.
-
8/2/2019 Baba unilag 1
52/55
52
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.
-
8/2/2019 Baba unilag 1
53/55
53
y 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.
-
8/2/2019 Baba unilag 1
54/55
54
BIBLIOGRAPHY
1. Adair, J. (1968), Training for Leadership, MacDonald Publisher
2. Atmoson, S. W. (1938),Introduction to Motivation Pitman
Press.
3. Appleby R. C. (1994), Modern Business Administration. 6th Ed,
Niger Print Ltd, Lagos.
4. Diren U., (1973), Opinion Helps to Motivate Workers
International Management. Oxford University Press.
5. Gibson and Ivancelich, (1984),Fundamental of Human
Motivation.
6. John W. and Son Inc. (1978), The New Science of Managing
People at work. New York Publisher.
7. McGregor, D. (1969), Motivating New with Money Forture
Magaxine Malchi, Publisher.
8. McGregor, D.(1976), The Professional ManagerMcGraw-Hill
Publisher.
9. McGregor, D. (1962), The Human Side of Enterprise McGraw-
Hill Publisher.
-
8/2/2019 Baba unilag 1
55/55
10. Maslow, A. H. and Frederick Heizberg, The Bible of Motivation
11. Porton, H. W. (1943),Managerial Attitude and Performance
University Press.
12. Sansib A. F., (1984), Theory of Motivation and Situation
13. Ubeku, A. K. (1975), Personnel Management in Nigeria