BY
MUSA, Mudi
Mohammed
FACULTY
OF MANAGEMENT SCIENCES INTERNATIONAL UNIVERSITY BAMENDA (IUB) CAMEROON – AFRICA
Abstract
Workers are very
important resource in an organization. Therefore, organizations are expected to
thrive to harness the vast potentials of such valuable resources by creating
the right atmosphere for them to work so as to achieve the organization
objectives. The growing non-performance, brain-drain and poor student
performance in Nigeria higher institution of learning demand for efficiency and
effectiveness. The study examined the causes of poor performance of workers in
College of Education Kangere, Bauchi State Nigeria. The objective of the study
is to access whether motivation affect worker’s performance. Various theories
and concepts of motivation were used. 281 teaching staff and 71 non-teaching
staff of the population were sampled of which 100 of the questionnaire
administered were all filled and returned. Statement of hypothesis was
formulated and tested using chi-square to determine whether motivation have any
effect on workers performance. The findings revealed that providing incentives
of any kind motivate employees on greater performance and led to effective
service delivery. It was recommended that the institution as a matter of
priority should improve on its motivation expectancy theory and the adoption of non-financial
incentives should be strengthen and sustained for effective service delivery
among others.
Key
words: motivation,
poor performance, job satisfaction, productivity, human resource.
i. Background to the Study
People
can perform or produce wonders if they are properly motivated, when the environment
is right and their spirits are on high level, human beings can move mountains,
organizations therefore, need to take care of people, they must attract,
nurture and develop talent through innovative ways, they must know how to make
use of people in the service of the organization and also know how to strike a
happy balance between employee expectations and organizational demands. To
inspire people to give their best, organizations have to burn up their candle
of energies and bring all their experience and expertise to the table.
Management
activities such as planning, organizing, directing, staffing, coordinating and
budgeting which are the basics things to the survival and growth of any
organization need the skilful application of motivation. Karen (2004) and S.S
Khanka (2003) both observed that in any institutions, organizations, motivation
is a very essentials tool in administration. A policy maker is accountable for
making motivation process continuous and acts as nerve center where lines of motivation
cross and connected and where information on productivity is received,
processed, stored assembled analyzed and dispensed.
Obviously,
motivation is a complex and is difficult to explain and predict the behaviour
of employee. The introduction not an apparently favourable motivational device
may not necessarily produce the desired ends, it brings opposing motives into
play. Therefore, it is not easy to understand the complexities involve in
motivating people. If an employee has an argument with his "Boss" and
fails to report to work the next day it may appear that his behaviour is as a
result of confrontation. However, his behaviour may actually be motivated by a
combination of factors including over work, family illness or other problems,
the primary function of manager is the management relations between employee
and the employer on the overall goal of achieving optimal performance of the
primary task of like institution Nwachukwu (1988).
ii. Statement of the Problem
The growing non-performance, work attitude by
employees and the brain drain has led to workers/students low performance. This
problem is a cause for concern which has necessitated this research work to be
carried out in order to find solution to the problem.
iii. Objectives of the Study
The objective of the study is to find out the causes
of poor performance by workers that had led to low performance and productivity
in College of Education Kangere, Bauchi State Nigeria.
iv. Conceptual and Theoretical Framework
Performance
in Organization
It is on record that
educational sector in Nigeria had gone on strike severally over demand for
monetary reward. There is a diverse opinion among scholars on what constitute measures of performance in
an organization. Some scholars focus on financial outcomes such as sales,
profits and growth while others consider organizational outcomes such as
productivity, quality and efficiency (Paul & Anantharaman, 2003). There is
another group that come up with HR-related outcomes such as attitudes,
behaviours and intention of employees as performance (Paauwe & Boselie,
2005). Tek-Yew (2009) described attitude to work as an employee’s overall
positive or negative evaluative judgment of a change initiative implemented by
their organization. Still on the same subject matter, Qaisar, Rehman &
Suffyan (2011) considered attitude as the internal state that influences
individual’s choices of personal actions or a response tendency toward a
change. The aggregate views of various scholars expressed above showed that the
attitude of a person has the capacity to influence positively or negatively his
action at work and by extension, it can affect organizational performance too
(Den Hartog, Boselie & Paauwe, 2004).
Motivation
Motivation originally came from the Latin word which
means to "Move", it is derived from motive and motive may be defined
as an inner state of our mind that activate and directs our behaviour
(Milkovich, George and Glueck, William F. 1985 Pg. 136). Motivation is the set
of forces that cause people to behave in certain ways. It makes us to act, it
is usually internal to us and is externalized via behaviour. According to Fred
Luthans. Motivation is a process that starts with a physiological or
physiological deficiency or need that activate behaviour or derive that is
aimed at a goal or incentive, Donadio, adds definition of motivation as the art
of stimulating someone to action by creating a safe environment in which their
motivation can be unleashed and through providing a reason or incentive for
people to provide (1997, pg 40). Dangana (2016) defined motivation as the
process of influencing the need of employee to achieve objectives, motivation
is the work that manager perform to inspire, encourage and impel people to
accomplish desired goals. Properly motivated employee can produce excellent by
putting of facilities to good use. The aim of motivation is to maximise the
occurrence of the first outcome and minimize the occurrence of the last one.
 |
Importance of motivation
The
success of an organization ultimately depends on how effectively managers are
able to motivate their subordinate, poorly motivated employee can nullify
the soundest organization. The following
points bring about the importance of motivation in modern organization.
i.
Productive use of resources
ii.
Increased efficiency and output.
iii.
Development of friendly relationship
iv.
Achievement of goals.
v.
Stability in workforce.
Source: Management text and cases, pp411 (VSP
Rao)
Three types of forces generally
influence human behaviour as follows;
i.
Forces
operating within the individual
Human needs are both numerous and complex, some of
these needs cannot be described and identified. Because people hide their real
needs under the cover of socially accepted behaviour.
ii. Forces Operating within the
Organization
The climate in the organization must be conducive to
human performance.
iii. Forces Operating within the
Environment
A worker does not live in two separate worlds, one
outside and one inside.
Among the behavioural concepts; motivation has received
the most attention in the study of organizational behaviour, the following
justify the need and significance of motivation in organizations;
1. Organization are run by people
Managers cannot afford to avoid a concern with human
behaviour at work, this is because the motivated employees are more productive
and quality conscious than apathetic one.
2. Motivation
as a pervasive concept affects and is also affected by a host of factors in the
organizational milieu, it enables managers to understand why people behave as
they behave.
3. Organizational
effectiveness becomes to some extent, the question of management's ability to
motivate its employees.
4. Machine
became necessary in case of complex technology.
Sometimes some people consider motivation and
incentive mean the same. However, they mean two different things.
Motivation
is individual oriented while
incentive is something introduced in work environment to encourage employees to
perform better. However, incentive is a "means" where as motivation
is an "end" alternatively speaking, incentives create motivation
Theoretical
Framework
Numerous motivation theories have been developed
resulted from the scholars and practitioners desire to understand, defined and
explain the theories of motivation.
Theories
of Motivation
From the beginning, when the human organizations
were established, various thinkers have tended to find out the answer to what
motivates people to work. Three kinds of theories have evolved over the years
to capture these approaches namely content theories, process theories and
reinforcement theories.
Content
Theories
These theories offer insight into the needs of
people in organizations and help managers understand how needs can be
classified in the workplace, also these theories are people centered that
explain "what" the main theories that fall under this category are as
follows;
(A) Maslow's
Hierarchy of Needs Theory
Maslow's theory propose that people are motivated by
multiple needs and that these needs exist in a hierarchical order, the essential
component of the theory may be stated thus;
i.
Adult motives are complex, no single
motive determines behaviour, rather a number of motives operate at the same
time.
ii.
Needs form a hierarchy lower level needs
must at least partly be satisfied before higher level needs emerge then, a
higher order need cannot became an active motivating force until the preceding
lower order need is essentially satisfied.
iii.
A satisfied need is not a motivator, a
need that is unsatisfied activate seeking behaviour, if a lower level need is
satisfied, a higher level need emerges.
iv.
Higher level needs can be satisfied in
many more ways than the lower level needs.
v.
People seek growth. They want to move up
the hierarchy needs. No persons is contented at the physiological level,
usually people seek the satisfaction of higher order needs. Maslow identified
five general types of motivating need in order of ascendance.
However, Maslow's theory has been
criticized on the following grounds;
i.
Theoretical difficulties:- Hierarchy
theory almost on a testable theory.
ii.
Research Methodology: - This is a
clinically derived theory and its unit of analysis is the individual.
iii.
Super flour classification scheme: -
Needs classification artificial and arbitrary.
iv.
Chain of causation in the hierarchy: -
No definite evidence to show that once a need is gratified its strength it
diminishes.
v.
Need critical determinants of behaviour
- The concept of needs is introspective in nature and so cannot be tested
objectively.
vi.
Individual differences: - Individuals differ
in the relative intensify of their various need.
(B)
Herzberg's two factor theory
Fredrick Herzberg of (case-western
reserve university) after several years of wondering why policies and fringe
benefits were not increasing employee motivation on the job, extended the work
of Maslow's need hierarchy theory and developed a specific content theory of
work motivation, Herzberg conducted a widely reported motivational study on 200
engineers and accountants in nine different companies in Pittsburgh Area, extensive
interview, the research approach was simplistic and built around the question
"Think of a time when you felt exceptionally good a exceptionally bad
about your job, either on the present job or in the past. The result indicated
that when people talked about good feeling or satisfied, they are generally
associated with job satisfaction, the features intrinsic to the job, when talk
of bad feeling with the job they are dissatisfied and is hygiene or maintenance
factors and the features extrinsic to the job. Herzberg called these "Dual
factor theory", motivation and maintenance factors or two factor theory of
motivation respectively.
The implications of the two factor
theory for manager are quite clear, providing hygiene factors will eliminate
employee satisfaction but will not motivate employees to high achievement
levels on the other hand. Traditionally, job satisfaction and dissatisfaction
were viewed as opposite ends of a single continuum, good pay, opportunity for
growth, and healthy working environment the employee will be satisfied. When
they are absent, he is dissatisfied the absence of dissatisfaction is
satisfaction.
Table
2.1: Herzberg's motivation maintenance factors
Comparison
of Maslow and Herzberg models
Source: SS. Khan, Org. Behaviour test
and case pp 371
While Maslow's is descriptive, Herzberg
is prescriptive, Herzberg theory has been subjected to several troubling
criticism like Herzberg's model has been as controversial as it has been
influential.
Herzberg
theory has been criticized on the following;
a) Research Methodology
Herzberg
is shackled to his method, His model is method bound, the method is fraught
with procedural deficiencies.
b) Empirical Validity
The
theory is most applicable to knowledge worker-managers, accountants, engineers
etc. studies of manual workers are less supportive of the theory.
c) Assumptions
(i)
That two sets of factors operate primarily in one direction is also not
accurate, critics questioned the mutual elusiveness of the dimension (ii) The
theory focuses two much attention on satisfaction and dissatisfaction rather
than performance level of the individual. Despite the criticism, Herzberg
theory has made a significant contribution towards improving managers basic
understanding of human behaviour.
(C) Alderfer's
ERG Model
Clayton Alderfer's modified need
Maslow's five hierarchical levels into three, existence, relatedness and growth
(ERG).
v Existence Needs: Need
required to preserve human life, they include all that Maslow termed as
physiological needs relating to material safety.
v Relatedness Needs:
They refer to all socially intended needs i.e. how people relate to their
surrounding social environment these include the need for meaningful social and
interpersonal relationships.
v Growth Needs: They
reflect the individuals desire to be self confident, productive and creative;
the desire to engage in tasks that require the full utilization of abilities
and that develop additional capabilities/skills.
Maslow's
model and ERG theory both has similarities and differences
Similarities
and difference Maslow's & ERG theory
|
Similarities
|
differences
|
|
i. The
overall structure of needs categories is same, Alderfer's theory is only a
reconfigured need hierarchy model
ii. Both
model deal with movement upward in the hierarchy
|
i.ERG
theory provides a specific mechanism for downward movement in the hierarchy,
which Maslow does not provide.
ii.ERG
theory has a specified method for testing the theory, but Maslow did not
provide for empirical substantiation.
|
Source: Management
Text and Cases pp 549 (VSP RAO
(D)
David C. McClelland's theory needs
theory
Some
people have an intense desire to accomplish and show excellence, where as
others are not concerned about achieving things. McClelland developed his
theory based on Henry Murray's developed long list of motives and manifest
needs used in his early studies of personalities. McClelland need theory is
closely associated with learning theory because of his believed that needs are
learned or acquired the kinds of events. People experienced in their culture
and environment. His theory focuses on Murray's needs; achievement, power and
affiliation. These three needs are abbreviated as "n ach", "n
pow" and "n Aff" respectively. They are defined as follows;
Achievement
Need (n Ach)
This
is the need for challenge, for personal accomplishment and success in
competitive situations. A person with a high need for achievement has three
distinct characteristics. Achievers prefer jobs to offer;
v Personal
responsibility: Doing most thing himself rather than getting them done by
others.
v Feedback:
He wants to know how well he is doing, He would seek situation where concrete
feedback is possible.
v Moderate
risks: He tends to set moderately difficult goals for himself and takes
calculated risks to achieve these goals.
1) Power Need (n Pow)
This
is a need to dominate, influence and control people. Power speak about the
ability to manipulate or control activities of others to suit one's own
purpose. People with a high need for power look for positions of leadership.
2) Affiliation need (n Aff)
The
need for affiliation is social need for companionship and support for
developing meaningful relationships with people they are motivated by jobs that
demand frequent interaction with coworkers. Such people are not likely to
succeed well at tasks that force them to work in isolation.
(E)
McGregor's Theory X and Y Douglas McGregor proposed two
distinct assumptions about what motivates people based on participation of
workers one basically negative labelled theory X and the other basically
positive labelled theory Y.
Assumptions
on theory X and theory Y.
|
Theory
X assumptions
|
Theory
Y assumption
|
|
·
Employee inherently
dislikes work and will try to avoid it.
·
Since employee dislike work they
must be coerced, control and threatened with punishment to achieve goals.
·
Employee will short
responsibilities and seek formal director whenever possible.
·
Most employee want security above
all in their needs and display little ambition
|
·
Employee can view work as being
as natural as restore play.
·
People will exercise self
direction and self control if they are committed to the objectives.
·
Under poor conditions, employee
does not avoid responsibility.
·
People want security but also
have other need such as self actualization and esteem needs.
|
Source: VSP (Rao) pp.610, Management Text
and Cases
McGregor's
Approach
|
Theory
X
|
Theory
Y
|
|
§ Production
– centered
§ Autocratic
§ External
control
§ Closer
supervision
ü Initiating
structure
ü Directive
ü Managements
roles
§ Emphasis
on control, coercion
§
People are lazy, lack ambition
like to be led, and care motivated strictly by personal economic concepts.
|
§ Employee
- centered
§ Democratic
§ Internal
control
§ General
supervision
§Consideration
§Supportive
§Challenging
jobs, growth opportunities and employment in decisions.
§ Emphasis
on growth, autonomy and reward
§
People by nature enjoy work, want
to do well and are motivated by self control and self development
|
Source: Org. Behaviour Text and Cases SS
Khan pp 401
In
the other hands there are other scholars who have contributed to the positive
and negative feelings of employee namely among there are:
I.
William Och's theory Z, it is an
integrative model containing the best of both worlds has the following
characteristics, trust organization employee relationship, employee
participation structure less organization and holistic concern for employee.
II.
Maturity: Immaturity theory which
postulated a descriptive and multi-dimensional development process along which
individuals in an organization grow.
Process
Theory
In contrast to
content theories, process focus on why people choose certain behavioural
options to satisfy their needs and they evaluate their satisfaction after they
have satisfied these goals. It also attempt to explain as well as describe how
people start, direct sustain and stop particular behaviour and explain how
these needs interact and influence another to produce certain kinds of
behaviour. Three well known process theory developed to explain, predict and
influence behaviour are the equity theory, the expectancy theory and goal
setting theory.
A-
Equity Theory
J.
Stacy Adam's equity theory is one of the most popular social exchange theories
and is perhaps the most rigorously development statement of how individuals
evaluate social exchange relationships. Probably the clearest of the process
theories, this theory is based on two assumptions about human behaviour namely;
1.
Individuals make contribution (inputs)
for which they expect certain outcomes (rewards). Inputs are past training and
experience, special knowledge, personal characteristics etc and outcomes
include pay, recognition, promotion, prestige fringe benefits etc.
2.
Individuals decide whether or not a
particular exchange is satisfactory, by comparing their inputs and outcomes to
those of others in the form of a ratio
Equity = 
= 
=  |
Equity
Theory
Source: SS Khan. Pp 413 Org. Behaviour
Text and Cases
Limitations
of this theory is that it is difficult to assess the perceptions
(misperceptions) of employee and equity theory is not precise enough to predict
which actions are most probable.
B-
Expectancy Theory
Vroom's expectancy
theory has presented the expectancy theory (1964) as an alternative to content
theories and its represents a comprehensive, valid and useful approach to
understanding motivation. Expectancy theory is one of most ambitious developed
in the create of organizational behaviour. It is sufficiently general so as to
be useful in a wide variety of situations and it's a predictive theory of
motivation.
Expectancy
theory is builds around three concepts;
I.
Valence
People
have preferences (Valences) for various outcomes or incentives that are
potentially available to them. Valence refers to the personal value workers
place on the reward they believe they will receive for performing. Valence is
the strength of an individual desire for a particular outcome, it is subjective
value attached to an incentive or reward.
- Expectancy
People have expectancies about the likelihood that
an action or effort on their part will lead to the intended performance.
Expectancy refers to the perceived relationship between a given level of effort
and a given level performance.
Expectancy
= Effort
- Instrumentality
It
refers to the relationship between performance and reward. It provide answer to
such questions, "will I be rewarded if I perform the job well?
Instrumentality refer to the degree to which a first level outcome will lead to
a desired second level outcome.
Motivation
= Valence x expectancy x instrumentality
The
expectancy- the Porter and Lawler model (1968 and 1973) respectively promoted
the thesis that performance causes satisfaction, performance according to
Porter and Lawler in an organization appears to be a function of three
important factors.
·
An employee must want to perform.
·
Motivation alone will not ensure task
performance
·
One must have fairly clear role
perceptions, the variables in the models are;
1.
Effort
2.
Rewards
3.
Performance
4.
Motivation, satisfaction and
performance.
Reinforcement
Theory
Reinforcement theory states that behaviour that
results in rewarding consequences is likely to be repeated, where as behaviour
that result in punishing consequences is likely not to be repeated.
- Positive
Reinforcement
It
is the administration of a pleasant and rewarding consequences following a
desired behaviour, positive reinforcement (pay, bonuses, recognition, time off
with pay, commendation, promise and praize) required to have a desired impact,
feedback must be consistent and frequent.
- Negative
Reinforcement
Sometimes
called avoidance learning, negative reinforcement occurs when unpleasant or
undesirable situation is removed or withdrawn following some behaviour.
- Extinction
Extinction
is an effective method of controlling undesirable behaviour it refers to
non-reinforcement. It is based on the principle that if a response is not
reinforced, it will eventually disappear. Extinction is less painful than
punishment because it does not direct application of an aversive consequence.
- Punishment
Punishment
is a control device employed in organization to discourage and reduce annoying
behaviour of others; it can do either the two forms;
(i)
There can be withdrawal or termination
of desirable or rewarding consequence or
(ii)
There can be unpleasant consequence
after behaviour is performed. Punishment reduces the response frequency, it
weaken behaviour.
Behaviour
Modification
Organization behaviour modification (OB mod) is the
name given to the set of technique by which reinforcement theory is used to
modify human behaviour. The basic assumption underlying OB Mod is the law of
effect which states that behaviour that is positively reinforced tend to be
repeated, and behaviour that is not reinforced tend not be repeated. The
following are suggested, if OB Mod is to be effectively implemented.
i.
Define
the Target Behaviour
The target behaviour refers to a specific behaviour
that management modify. It can be attendance, cooperation or actual production.
ii.
Assess
Performance Goals
The target behaviour needs to be translated into
specific performance goals, such as improving attendance, increasing sales or
expanding market share.
iii.
Assess
Performance Progress
Performance should be assessed periodically to
provide employee with feedback on their goals progress, if they know they are
doing well, this knowledge reinforces their behaviour, if they are take
corrective action.
iv.
March
Performance with rewards
Unless reward are tied to performance, they quickly
loss motivated effect. Rewards can be tied to performance on an individual or a
group basis. An individual based reward system is used to encourage
competition, while, a group-based system is used to encourage cooperation.
How
to Motivate Employee
The following
suggestions offered by experts may help in solving the puzzle to some extent.
i.
Recognize
Individual Difference
Employee are not homogeneous, they have
different needs. in terms of attitudes,
personalities and important variables, so recognize the differences and
handle the motivational issues carefully.
ii.
Match
People to Jobs
People with high growth needs perform
better on challenging jobs. Achievers will do best when the jobs is to provide
opportunities to set goals, autonomy and feedback.
iii.
Use
Goals
provide specific goals so that the
employee knows what he is doing. If resistance to goals is expected, invite
people to participate in the goals setting.
iv.
Individualize
Rewards
Use rewards selectively, keeping the
individual requirement in mind what act as motivator for one may not be
motivator for another.
v.
Link
Reward to Performance
Make reward contingent on performance,
to reward factors other than performance (favouritism, nepotism, regionalism,
apple-polishing, yes-sir culture etc) will only act to reinforce (strength)
those other factors.
vi.
Check
the System for Equity
The input for each job in the form of experience,
effort, special skills, must be weighed carefully before arriving at the
compensation package for employee. Employee must see equity between rewards
obtained from the organization and the efforts put in by them.
vii.
Don't Ignore Money
Money is the major reason why most
people work. Money is not only a means of satisfying the economic needs but
also a measure for one's power, prestige, independence, happiness and so on.
Management needs to
provide non-financial incentives such as enlargement, participative management,
recognition, praise also motivate employees at their work. Some of the negative
sign of financial incentives.
a. Also
people working for stretch pull and challenge, money has no meaning at all.
b.
Sometime, money can spoil the show, if x
get more than y.
c.
While granting rewards, the principle of
equity should not be ignored. Equal pay for equal work, any mismatch between
the two would disappoint people and demotivate them completely.
Non-financial
Incentives
Man is a wanting animal. Once money satisfy one's
needs (physiological and security needs) it ceases to be a motivating force.
Then, higher order needs for status and recognition and ego in the society
emerge. The following non-financial incentives help management satisfy its
employees:
i.
Appreciation of work done
ii.
Competition
iii.
Workers participial in management
iv.
Opportunity for growth
v.
Group incentives
vi.
Knowledge of results
vii.
Suggestion systems
viii.
Job enrichment
v. Research Methodology
The researcher adopted a survey research
in which 281 teaching staff and 71 non-teaching staff of the population were
sampled systematically from College of Education Kangere, Bauchi State Nigeria.
100 questionnaire administered were all filled and returned. This helped the
researcher to get the primary data.
Secondary data were obtained from published books, newspapers, magazines and
the internet.
vi. Research Hypothesis
Ho: Motivation does not have effect on workers performance in organization.
Hi: Motivation have effect on workers performance in organization.
Hi: Motivation have effect on workers performance in organization.
vii. Data Analysis
Data collected were scrutinized, simple
percentage was used in interpreting and analyzing the responses. Chi-square was
used in testing the statement of hypothesis.
Contingency Table
Respondent’s
responses as to whether motivation has effect on workers performance.
|
Response
|
Fo
|
Fe
|
|
It makes me work more
|
60
|
33.33
|
|
It makes me work less
|
12
|
33.33
|
|
It does not affect how much i work
|
18
|
33.33
|
|
Total
|
100
|
100
|
Source: Field Survey 2016
Using chi-square formula x2=(Fo-Fe)
Fe
=(60-33.33)2+(12-33.33)2+18-33.33)2
33.33 33.33 33.33
= 21.34 + 10.08 +2.082 =33.50
Df=(r-1)(c-1)=(2-1)(3-1)(1)(2)=2
At
5% level of significance, (2) degree of freedom, tabulated x2 =
5.991
Decision Rule
If
calculated chi-square > tabulated, rejected null hypothesis (Ho)
and accept alternative hypothesis (Hi), calculated x2 = 33.50 >
5.991.
Decision
Since
the calculated chi-square is greater than the tabulated, chi-square, we reject
the Null Hypothesis (Ho) and accept the alternative Hypothesis (Hi). Therefore, we can conclude that motivation
has effect on workers performance.
Research Findings
Having
collected and analysed the data on the questionnaire from the field, the
following findings as follows;
i.
That the leader’s attitudes toward motivating the employee
do affects their performance.
ii.
The nature and the processes of
motivation involved in the organization do enhance optimum performance.
iii.
The influences of motivation on
cognitive process (motivational selectivity) on employee encouraged and sustain
productivity.
iv.
The appropriate implementation of
theories of motivations creates healthy competition within the employees.
v.
That providing incentives of any kind
motivate employee on greater performance and lead to effective service
delivery.
viii. Conclusion and Recommendation
Conclusion
In
view of the research findings, the organization should understand and
appreciates the impact of motivation in enhancing performance and managerial
effectiveness and efficiency.
Leaders/managers should note that no single motivational style in
application in all situation, it all depends on the circumstances ones find
himself.
Recommendations
Based
on the outcome of the research findings, the
researcher makes the following recommendations.
i.
The institution as a matter of priority should improve on
their motivation expectancy theory.
ii.
That so far, the nature and process of
motivating employee for optimum performance is defective, hence the need for
re-structuring.
iii.
That the cognitive process that prompts
workers to action should be revisit and modified for effective service
delivery.
iv.
That no single theories should be
adopted as there are individual needs and behaviour of the workers that should
be addressed.
v.
The adoption of non-financial incentives
should be strengthen and sustain for effective service delivery.
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pp 256
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