ABSTRACT
This research identified the relationship of improved
staff performance and organizational achievement beyond targets among the employees
of Zenith Bank Plc, Awka. Staff motivation (independent variable) leads to
“improved” staff performance (dependent variable) with either negative or
positive results depending on the staff perception of equity and inequity
rewards. The study discovered that integrative management styles and contingent
leadership measures are vital for effective functioning of the organization.
These were attained using a sample of 45 respondents (25 senior staff and 20
junior staff) of the organization using stratified probability sampling
technique. The primary and secondary sources of data used in the study were
validated on face and content value and were analyzed using Chi-square tools.
The findings of this study revealed that all employees of the Bank are motivated
by monetary incentives and that there is a significant relationship between
staff motivation and organizational performance. The study therefore,
recommends that financial incentives should be sustained, other reward
alternatives should be explored as to integrate various interests, regular
training of staff should be embarked on, management should be flexible,
approachable but focused while driving the staff towards organizational goals
and employees should be consulted directly or indirectly or given options to
choose for reward.
CHAPTER ONE
INTRODUCTION
1.1 CONCEPTUAL FRAMEWORK
The conceptual framework adopted for the analysis of the
study is drawn from Fredrick Hertzberg’s “Two factor or Hygiene Maintenance
Theory of Motivation”.
The assumptions of the theory are that need satisfaction and
motivational effects of these satisfactions are embedded on intrinsic and
extrinsic factors. The intrinsic factors are tagged motivators or satisfiers
and involve elements like recognition, work itself (achievements),
responsibility and individual growth. Conversely, the extrinsic factors called
dissatisfiers or hygiene factors involves salary (money), organizational
policy, promotion, supervisor-subordinate relationship and working condition
are seen as having almost no impact in improving job satisfaction hence they
motivate insignificantly.
However the presence of the satisfiers motivates the staff
and vice versa while the presence of dissatisfiers neither decrease motivation
nor increase it, but may affect staff job satisfaction. (Onwuchekwa,
1995:131-132 and NIM Chartered, p.15)
The theory is adopted because it is able to capture the
scenario in the organization where money reward is prevalent.
1.2 BACKGROUND OF THE RESEARCH PROBLEM
Management of business organizations are tasked with the
major function of utilizing human and material resources in the attainment of
organizational goals. Leadership style in business organizations, particularly
financial institutions, which abinitio is human-faced is faced with the
challenged of satisfying customer’s interest as well as the attainment of
organizational objectives of profit and staff welfare.
However, the spontaneous growth and challenges resulting from
the recapitalization twisted management style and ideology from human relations
theory towards scientific or machine theory, not only in the organization of
study, but also in some growing business organizations. The consequence of this
is the near neglect of staff motivations.
Management thinking is that since
staff is highly paid, they ought to devote their entire life in the service of
the organization. Workers are thereby treated more as tools that could be used
and dumped at the whims of management.
This is visible in terms of heavy work load or assignment of
untenable targets. When these demands are not met, job security of the staff is
threatened.
The thesis of the equity theory of motivation used for
analysis shows that motivation ought to be balanced when applied, so as to be
relevant to its purpose. This is because over-reward or under-rewards result to
inequity and consequently, the failure of the essence of motivation.
Moreover, a factor may play an important role in determining
the inter-relationship between motivation and increased productivity. Such
factors like providing opportunity for personal need fulfillment (i.e. reward
opportunities) to each worker in a way that encourages his or her productivity
for the organizational. A worker is motivated by opportunities to achieve and
satisfy unfulfilled needs, the perceived opportunities is seen as incentive and
personalized motivator.
It is pertinent to state that it is
the misapplication of these salient motivators that necessitates a study of
this nature to serve across various business organizations.
1.3 STATEMENT OF PROBLEM
The statement of problem in this study is to investigate and
find out if employee or staff motivation improves organizational performance.
On the basis of the information from this study, some recommendations will be
made on staff motivation and organizational performance.
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Item Type: Project Material | Size: 91 pages | Chapters: 1-5
Format: MS Word | Delivery: Within 30Mins.
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