TABLE OF CONTENTS
Title page
Abstract
Table of Contents
Abbreviation
Operational definition of terms
CHAPTER ONE: INTRODUCTION
1.1 Background to the study
1.2 Statement of the Problems
1.3 Objectives of the study
1.4 Research questions
1.5 Hypotheses
1.6 Significance of the study
1.7 Scope and Delimitation
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
2.2 Conceptual Framework
2.2.1 Concept of Motivation
2.2.2 Types of Motivation
2.2.3 Intrinsic Motivation
2.2.4 Extrinsic Motivation
2.3 Concept of Job Motivation
2.4 Concept of Job Performance
2.4.1 Job Performance as a Multi-Dimensional Concept
2.4.2 Task Performance
2.4.3 Contextual Performance
2.5.1 Other related Job Motivation and job performance
2.5.2 Relationship between job motivation and job performance of employee
2.5.3 Autonomous extrinsic motivation in the work place
2.6 Theoretical Framework
2.6.1 Theories of Motivation
2.6.2 Abraham Maslow‘s ―Need Hierarchy Theory
2.6.3 Alderfer‘sExistence, Relatedness and Growth Theory
2.6.4 Edward Tolman Cognitive Theory
2.6.5 Process Theory
2.7 Review of Empirical Studies
2.8 Summary
CHAPTER THREE: METHODOLOGY
3.1 Introduction
3.2 Research Design
3.3 Population of the Study
3.4 Sample and Sampling Technique
3.5 Instrumentation
3.6 Validity of the Instrument
3.6.1 Pilot Study
3.6.2 Reliability of the Instrument
3.7 Procedure for Data Collection
3.8 Procedure for Data Analysis
CHAPTER FOUR: RESULT AND DISCUSSION
4.1 Introduction
4.2 Demographic characteristics of the respondents
4.3 Presentations of summary statistics of the investigated variables
4.4 Hypotheses Testing
4.5 Summary of major findings
4.6 Discussions
CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
5.2 Summary
5.3 Conclusions
5.4 Recommendations
5.5 Suggestions for further studies
REFERENCES
Appendix
ABSTRACT
The research is an investigation on the relationship between motivation and job performance among non-teaching staff of tertiary institutions, in Katsina State. The research also set-out to find out whether intrinsic motivation has relationship with the job performance and assess how extrinsic motivation influence job performance. The research design adopted for this investigation was a correlational survey research method. The population of the study was 878 non teaching staff while sample drawn was 381 staff from different institutions as follows:- FCE KATSINA (136), YBU, CLGS (166), KUK (94) and COM MLF (48). Five hypotheses were raised and tested in the study and the results showed that there was relationship between intrinsic motivation and Job performanceof the non-teaching staff in the tertiary institutions of Katsina State with r=0.496 and p=0.000.There was significant relationship between extrinsic motivation and job performance of non-teaching staff of tertiary institutions in Katsina State(r=0.869 and p=0.000). There was significant relationship between job motivation and job performance of non-teaching staff of tertiary institutions in Katsina State(r=0.908 and p=0.000).There was no significant gender difference in the job motivation of non-teaching staff of tertiary institutions in Katsina State (t=0.117 and p=0.907). There was no significant gender difference in job performance of non-teaching staff of tertiary institutions in Katsina State (t=0.955 and p=0.340). Based on these findings it is recommended that management of the Tertiary Institutions should put more emphasis on intrinsic and extrinsic motivation of both male and female non-teaching staff in order to enhance the job performance.
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Non-teaching staff like any other person have needs. Staff who are motivated may
beobserved to undertake a task for its own sake, for the satisfaction it provides or for the feelings of accomplishment and self-actualization. Because every worker has his reason for work, when a worker has not been motivated to his own reward preference, his works and people around him suffer.
Every person has different reason for performing effectively in a job. The reason for performing very well in a job is as individual as the person. But workers performeffectively in a job because they obtained something that they need from it. Duku (1994) as cited by Dibua (2009) opines that some Nigerian workers perceive work as an unpleasant endeavour. They work not because they really love what they are doing, but because of the monetary reward that accompany the work. Vroom (1964) in International Journal (2009) states in expectancy theory of motivation that, the tendency for individual to perform or act, is a function of the strength with which he expects certain outcome to be obtained from the act and the attraction to him of the expected outcome.
The relationship between motivation and job performance are set of reasons that determine one to engage in a particular behavior. According to various theories motivation is rooted in the basic need to minimize physical pain and maximize pleasure,or it includes specific need such as eating and resting as destined objectives.
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