Employee Motivation and Job Performance in Any Organization : Current School News

Employee Motivation and Job Performance in Any Organization

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Employee Motivation and Job Performance in Any Organization.

ABSTRACT

Motivation involves a conscious decision to perform one or more activities with greater effort than other activities competing for attention. Motivation governs behaviour performance, selection, direction and level of effort. Organizations have a set of goals and objectives that have been laid that would have to be attained for their growth and profit-making.

To achieve these set goals, staff have to be motivated to enhance their performance and motivation vary from one group to another. Also, it has been noticed that what motivates management staff may not necessarily motivate the middle and junior staff.

‘Employee Motivation and Job Performance’ abound in every sector of the economy of which the Banking Industry is one. In this study, Universal Trust Bank Plc will be used as a case study because it is believed that all the categories of staff are expected to work in harmony towards the achievement of the organizational goals and objectives.

The managerial challenge is to clarify rewards available to employees and relate them to personal and team performance. The key is to make obvious in advance the payoffs people can expect for certain levels of performance, then follow up on satisfactory performance with feedback and appropriate motivation.

Beerlson, B. & Steiner G.A. (1964 maintained that “if all those who may be considered a potential contribution to an organization are arranged in order of willingness to serve it, scale gradually descend from possibly intense willingness through a neutral willingness to zero willingness to intense unwillingness or opposition or hatred.

The preponderance of persons in a modern society always lies on the negative side with reference to any existing or potential organization”. It is quite true that employers- of all organizations like Universal Trust Bank Plc will put in the effort to achieve some goals that cannot be attained as individuals. But it does not necessarily follow that they will work and put in all they can do to accomplish the set goals.

The management of the Bank should, therefore, build into the system factors that will induce employees to contribute as effectively and efficiently as possible. The work explores the various reasons that make employees not perform optimally on the jobs.

This work recommends amongst others that the Management of the bank should try to ensure that every department within the system maintains motivational plans in order to provide an atmosphere for higher performance productivity and efficiency.

It further recommended that the Management of the bank should also endeavour to give promotions to deserving employees whenever dues the scheme should be well planned. Finally, the work concludes that the motivations of employees in the bank are vital to employee’s performance and the lack of a good and appropriate motivational plan may result in loss of quality staff.

TABLE OF CONTENTS

Pages
Title page I
Certification ii
Dedication iii
Acknowledgement iv
Abstract v-vi
Table of Contents vii-ix

CHAPTER ONE: INTRODUCTION

1.1 Background of Studies 1 – 3
1.2 Statement of the Problem 3
1.3 Objective of the Study
1.4 Research Questions 4 – 5
1.5 Statement of Hypotheses 5 – 7
1.6 Significance of Study 7
1.7 Scope of Study
7 1.8 References

CHAPTER TWO: REVIEW OF RELATED LITERATURE

2.1 Introduction 9 – 11
2.2 Theories of Motivation 11- 15
2.3 Limitations of the hierarchy of needs 15 – 16
2.4 ERG Theory 17 – 19
2.5 McGregor’s Theory X & Y 19 – 23
2.6 Herzberg Dual Factor 23 – 30
2.7 Expectancy & Work Motivation 30 – 33
2.8 Extrinsic and Intrinsic Rewards 33 – 34
2.9 Leader as a Motivation 34 – 35
Conclusion 36 – 37
References 38

CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Research Methodology 39
3.2 Restatement of Hypotheses 39 – 40
3.3 Population 40
3.4 Sample Size and Scope 41
3.5 Sample Type 41
3.6 Data Collection Method 41 – 42
3.7 Techniques for Analysis 42 – 43
3.8 Decision 43 – 45

CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA

4.1 Presentation and Analysis of Data 46
Analysis of Data/ Test of Hypotheses 47-74

CHAPTER FIVE: SUMMARY OF FINDINGS

5.0 Summary of Findings 76
5.1 Conclusion 77
5.2 Recommendation to Management 77-78
5.3 Suggestions for further studies 78
Bibliography 79 – 80

INTRODUCTION

 1.1 Background of Study

 One of the foremost questions in the minds of managers at all levels right from the Chief Executives Officers to the supervisor at the lowest level is how to motivate colleagues and subordinates to put their best efforts at the task at hand.

A person is hired because of his competence he has to bring on a particular job. Beyond competence, employers also look for evidence of how willing a person is to undertake tasks, learn specific skills and job knowledge and enthusiastically tackle assignments.

Willingness involves the motivation that is on the ground to spur the employee to exhibit his best at work and add value to the organization. The questions of motivation are one, which human resources persons and psychologists are trying to unravel all the time. No two individuals are alike. Each individual has his own dogmas, beliefs and value system; each individual has his own set of priorities.

So different things motivate different people. Not only this but also different things motivate different people at different times. What motivates a person now need not motivate the person later.

REFERENCES

 Cameron, S.A. (1974): Job satisfaction, the concept and its measurement. London work Research Unit, p.1-14.
Clayton P. Alderfer, (1969): “An Empirical Test of a New Theory of Human Needs”,‘ Organizational Behaviour and Human Performance 4 p. 142- 175.
David McClelland and John W. Atkinson, (1964): “An Introduction to Motivation” Princeton. NJ Van Nostrand,
John Locke and Edwin , (1969): A Theory of Goal setting and Task Performance 68-80
Frederick Herzberg, (1966): Work and Nature of Man. Cleveland; World,
Harbison, Fredrick and Charles (1959): “Management in Industrial world”, An International Analysis. NY,McGraw-Hill Book Co. Inc.

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