ABSTRACT

The study was designed to measure the impact of motivation (independent variables) on Employees’ Performance (dependent variable). It was first established that every work setting, motivation is inevitable. What is imperative therefore was that organizational goals are unattainable without enduring commitment of members of the organization. Due to the important nature of the fast moving consumer goods (FMCG) industries in Nigeria, it was argued that identification of a person’s degree of commitment, contributed to cause, channel and sustain human behaviour in a particular committed direction. To achieve this purpose, the hypotheses were formulated. To test the hypotheses, revalidated questionnaires was used to collect data from twenty-four (24) respondents through probability sampling method. A two-page questionnaire was designed to collect the requisite data. Data generated were analyzed by means of descriptive statistics and inferential statistics.

The results of the analysis revealed that motivation and employees’ performance are positively related. The implication of study, limitation and suggestions for further studies were also provided.

Based on the findings, the researcher was able to conclude that indeed, motivation is a necessary tool in the attainment of high performance and productivity.


TABLE OF CONTENTS

Title Page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of Contents vi-viii

CHAPTER ONE
1.0 Introduction
1.1 Background of the Study
1.2 Statement of Problems
1.3 Purpose of Study
1.4 Significance of Study
1.5 Research Questions and Hypotheses
1.6 Delimitation of the Study
1.7 Limitation of the Study
1.8 Definition of Terms
1.9 Historical Background of Unilever
References

CHAPTER TWO
2.0 Literature Review
2.1 Preamble
2.2 Conceptual Framework
2.3 Relevant Theories and Models
2.4 Process Theories of Motivation
2.5 Open-System Theory
2.6 Employee Motivation in Organization
2.7 Origin and Development of Motivation Theory: Nigerian Perceptive
2.8 Symptoms of Poor Motivation and Implications of Motivational Theories
2.9 Motivation Strategies
2.10 Objectives of Motivation in Nigeria
2.11 Problems and Prospects of Motivation
2.12 Summary
References

CHAPTER THREE
3.0 Research Methodology
3.1 Description of the Population
3.2 Sampling Plan
3.3 Research Design
3.4 Data Collection Instrument
3.5 Validity of Instruments
3.6 Statistical Analysis and Procedure
3.7 Coding Procedure
3.8 Limitation of Methodology
References

CHAPTER FOUR
4.0 Introduction
4.1 Analysis of Data
4.2 Analysis of Respondents’ Bio-Data
4.3 Analysis of Respondents According to Age
4.4 Analysis of Respondents According to marital Status
4.5 Analysis of Respondents According to Educational Qualification
4.6 Analysis of Respondents According to Years in the Organization
4.7 Analysis of Individual Research Statement
4.8 Analysis of Data According to the Test of Research Hypotheses
References

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.0 Introduction
5.1 Summary of Findings
5.2 Conclusions
5.3 Recommendations
5.4 Suggestions for Further Research
Bibliography
Appendix
CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND OF THE STUDY
Managers and management researchers have long believed that organizational goals are unattainable without the enduring commitment of members of the organization. Motivation is a human psychological characteristic that contributes to a person’s degree of commitment.

It includes the factors that cause, channel and sustain human behaviour in a particular committed direction. Motivating is the management process of influencing peoples’ behaviours based on this knowledge of “what make people thick”.

All organizations are concerned with what should be done to achieve high levels of performance through theory. This means giving close attention to how individuals can be best motivated through such means as incentives, rewards, leadership, and importantly, the work they do and the organization content within which they carry out that work. The aim of course is to develop motivation processes and a work environment that will help to ensure that individuals deliver results in accordance with the expectations of management.

Motivation theory examines the process of motivation. It explains why people at work behave in the way they do in terms of their effort and directions they are taking. It also describes what organizations can do to encourage people to apply their efforts and abilities in ways that will further the achievement of the organization’s goals as well as satisfying their own needs.

1.2 STATEMENT OF THE PROBLEM
Employee motivation is a powerful intervention for accelerating development in getting employees to give of their best.

According to Drucker (1954),”there are no underdeveloped countries but under managed ones”. This assertion is a n attestation to the dynamic and catalytic role which motivation play in employee’s performance.

The organization as a whole can provide the context within which high levels of motivation can be achieved by providing incentives and rewards and opportunities for learning and growth. But managers still have a major part to play in using their motivating skills to get people to give of their best and to make good use of the motivational processes provided by the organization. Hence, the extent of use and usefulness of some of these motivational processes are central problem which the study intends to address.

1.3 PURPOSE OF THE STUDY
The main purpose of this research is to examine empirically the relationship between motivation and employee’s performance.

Specifically, the study is designed to achieve these following:
i. To test hypotheses based on propositional drawn from existing literature on the relationship between motivations and employee’s performance.

ii. To suggest managerial implications of the relationship and explore the possibility of integrating these techniques into management control practice through employee’s performance.

iii. Basically, this study is undertaken in accordance with the requirements for the partial fulfillment for the award of Higher National Diploma (HND) in Business Administration in Lagos State Polytechnic.

1.4 SIGNIFICANCE OF THE STUDY
This project will be useful to current and future managers, the knowledge obtained in the study will enable them to know how to induce their employees to attain higher performance. The study will equally be useful to the organizational and the society at large. In the sense that knowledge about technological advance and crate awareness tot eh employee of benefit accrued to them.

Also, eradicate any form of soldering tendency on the part of employees, hence, government or anyone who is in business or manager may use ideas in their study to formulate business policy that will enhance the growth and development of national economy.

1.5 RESEARCH QUESTIONS AND HYPOTHESES
To address the research problem empirically, it is necessary to build a conceptual and propositional foundation that will help to appreciate the relative importance and possible inter-relationship between motivation and employees’ performance. Below are some of the research questions of the study.
1. Is there any relationship between motivation and employees’ performance?

2. Can the performance of employees be improved through application of better job description?

3. Does increase in wages really motivate employees?

4. Does motivation towards employee’s performance contribute positively to the organization?

5. Does a physical working condition of employees really increase productivity?

To provide systematic answers to the research questions, attempt will be made to explore the relationship between various highlighted in the study. These are:
i. Motivation (independent variable).
ii. Employees’ performance (dependent variable).

Hence, the main thesis of the study can be summarized in the following hypothesis relationship:
HO: There is no relationship between motivation and employees’ performance.
H1: There is relationship between motivation and employees’ performance.

1.6 DELIMITATION OF THE STUDY
For this study, the relevant data will be collected from Unilever Nigeria Plc in Lagos State. In addition, the study focused on what motivate work and how motivation influence employees’ performance.

1.7 LIMITATION OF THE STUDY
The limitation imposed by the scope of the study arises from: the selection of participating workers from only Lagos will not provide from adequate representation in Nigeria. After which the result will be generalized to the parts of the country and moreso, finance and time constraints.

1.8 DEFINITION OF TERMS
i. Complexities: This is a modern and difficult terms of defining motivation.

ii. Employee: This is a worker carrying out technical activities in an organization.

iii. Management: Fayol (1919) defined management as to forecast and plan, to command and organize and to coordinate and control.

iv. Motivation: Cole (1995) defined motivation as the term to describe those processes both instinctive and rational, by which people seek to satisfy the basic drives, ,perceived needs and personal goals which trigger human behaviour.

v. Organization: It is used as alternative for firm.

vi. Performance: This can be explained in terms of economic and non-economic indicators. The economic indicators include productivity and output of organization, e.g. average gross economic product per employee. Non-economic indicators include adaptiveness, consumer satisfaction, employee satisfaction etc.

vii. Profitability: The degree to which a business operation yield. Thus, excess of revenue over expenditure.

viii. Respondents: This is number of specific given the questionnaire to fill in.

1.9 HISTORICAL BACKGROUND OF UNILEVER
Unilever Nigeria Plc (RC 133) is the largest surviving manufacturing outfit in Nigeria. It was incorporated as a private company in 1923 to manufacture soap based on local palm oil. Over the years,, the company diversified, expanded its operations to production and marketing of personal washing products mainly toilet soap, non-soap detergents, foods and personal products like toothpaste, body cream, baby lotions and hair care products.

For many years, the company’s products have always been preferred by consumers due to their effectiveness. Moreover, going through selective acquisition, the company has strengthened its foothold in the foods and personal products through its merger with Lipton Nigeria Limited in 1985. Following its recent acquisitions of Seaward and in order to ensure sustained focus in management, the company now has four manufacturing branches for its operation.

As earlier mentioned, in the year 1985, there was exchange of shares at the ratio of 150 ordinary share of Unilever Nigeria plc for 100 ordinary shares of Lipton Nigeria Limited. Unilever Nigeria Plc food to increase its authorized share capital by issuing to acquire 7,560,000 ordinary shares of Lipton at N1.20k per share. Because of the merger between Unilever Nigeria Plc and Lipton Nigeria Limited, the company now has four (4) manufacturing sites.

1. One of the sites is mainly for the production of soap.

2. Another section at Aba is mainly for the production of non-soapy detergent powders and bar soap.

3. The newly commissioned plant at Agbara is mainly for the production of consumable items like Royco, Blue Bank, and Tree Tops among others.

4. the Oregun site/plant is mainly for the production of personal products like Elida pears, Lotus, etc. The company is fully committed to backward integration and self-sufficiency and has made considerable progress in that effect towards local sources and development of raw materials.

They have tea plantation on the Mammilla plateau, which underscores the company’s unrelenting effort for self-sufficiency. The first crop of tea was harvested for test-parking at t eh end of 1991 and a processing factory for the tealeaves has been completed in site.

The company has also built large palm kernel mill at its Aba factory to improve the supply of vegetable oil, an essential raw material and edible product. It is also making investment in oil palm plantation in order to improve its local source.

Unilever Nigeria Plc range of quality product it distributed and sold at uniform prices all over the country.

ORGANIZATIONAL CHART OF UNILEVER NIGERIA PLC
CHAIRMAN/
MANAGING DIRECTOR
Director
Company Secretary/Legal Adviser
Vice Chairman/
CEO
Corporate Affairs Manager
Personnel
Manager
Administration Manager
Management Dev. & Training Mgr.
Functional Division
Finance
Division
Technical Division
Sales
Division
Agric.
Division
Finance
Division
Finance Director
Company Tech Director
Sales Division Director
Chief Agric Director
Marketing Div. Mgr.
Head of Finance
Chief Proj. Engineer
Gen. Sales Manager
Proj. Res.
Manager
Gen. Mkt. Manager
Chief Acct.
Prod. Manager
Sales Manager
Firm Site Coord.
Branch Mkt. Mgr.
Fin. Manager
Plant Op. Supervisor
Asst. Sales Manager
Firm Supervisor
Prod. Manager
Audit Cont. Mgr
Crafts
Men
Sales
Rep.
Workers
Sup./Plant
Manager
Mkt.
Asst.




























REFERENCES

Drucker, P. (1954): The Practice of Management, New York: Heinemann.

Fagbohungbe, O.B. (2002): Testing Side-Bets Theory Using Job Tenure Job Involvement and Organizational Commitment.

Management Trend, Journal of SMBS, LASPOTECH, Vol. 1. No. D, pp. 30 – 39.

Fayol, H. (1919): As Cited by Lawal, A.A. (1993): Management in Focus, Lagos: Adeola Press Limited.

Lawal, A. A. (2002): “Relationship Between Selected Management Control Techniques and Organization Effectiveness in Nigerian Small-Scale Enterprises”, Management Trend, Journal of SMBS LASPOTECH, Vol. 1, No. 1, ,pp. 55 – 77.

Stonner, A.F., James Freeman, R., Edward, and Gilbert, Jr. Daniel, R.L. (1996): Management (6 Ed), New Delhi: Prentice-Hall Limited.


CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 PREAMBLE
Many theories of motivation have been propounded by many management experts. A motivation theory attempts to explain why individuals take certain actions and reject other actions. It provides a better and broader understanding of what motivate people to behave in a certain way. For any organization to be successfully actualize her goals and objectives, there is need to be skillful and has dedicated workers. In order to get the best out of workers, the need to be highly motivated and in doing this, manager needs to understand those factors that will motivate a particular worker at a point in time.

The identification of various motivational tools will satisfy an employee is not a easy task for managers to carry out. The reason being that, human beings are insatiable and their needs and wants vary to a large extent.

However, the basic aim of motivating employee is to help them cope with the demand on their live even outside the office. This invariably has the tendency of affecting the level of their productivity on the assumption that an employee who is not satisfied and unhappy.

2.2 CONCEPTUAL FRAMEWORK
Behind every behaviour, there is a motive, that is, all behaviours is motivated behaviour. Owing to the complexity of modern industry and the generation of people that make up the organization. It will continue to attract the interest of management experts yet unborn.

For the purpose of this study, motivation can be defined as Cole (1995), the term used to describe those processes both instinctive and rational, by which people seek to satisfy the basic drives, perceived needs and personal goals which trigger human behaviour.

Motivation is a puzzling subject because motives cannot be directly observed or measured. They must be inferred from people’s behaviour.

It is necessary to look at the various theoretical perspectives in order to slide light on how motivation influence work performance on the “what” of motivation and process theories which focus on the “how” of motivation.

2.3 RELEVANT THEORIES AND MODELS
EARLY VIEW OF MOTIVATION
Motivation was one of the earliest concepts with which managers and management researchers wrestled. A so-called traditional model is often associated with Frederick Taylor and scientific management.

Managers determined the most efficient to perform repetitive tasks and then motivated workers with a system of wage incentives.

The more workers produced; the more they earned. The underlying assumption was that managers. Understood the work better than workers, who were essentially lazy and could be motivated only by money. A legacy of this model is the practice of paying sales persons on a commission basis.

A so-called human relations models is often associated with Etton Mayo and his contemporaries. Majo and other human relation researchers found that the boredom and repetitiveness of many tasks actually reduced motivation, while social contacts helped create and sustain motivation. The conclusion is that managers could motivate employees by acknowledging their social needs and by making them feel useful and important modern-day legacies of their model include suggestion boxes, company uniforms, organization newsletters, and employee input in the performance evaluation process.

Under the traditional model, workers had been expected to accept managements’ authority in return for high wages.

Under the human relations model, workers were expected to accept management authority because supervisors treated them with consideration and allowed them to influence the work situation.

Sehein summarized the above views on motivation in four models of human beings namely:
i. The Rational Economic Man Model: Which assumes that people are economic beings, i.e. primarily motivated by economic incentives.

The assumption rests on the fact that people are essentially passive and are manipulated, motivated and controlled by the organization.

ii. The Social Man Model: Is based on the assumption that human beings are social animals and want to be affiliated with groups as well as accorded the necessary recognitions so as to develop a sense of belonging.

iii. The Self-Actualizing Man: Sees man as having motive that fall into five classes in hierarchy ranging from simple needs for survival to the highest need of self-actualization with maximum us e of the person’s potential.

iv. The Complex Man Model: Assumes that people are complex hence cannot be adequately predicted. They have many motive which combine into complex pattern. In addition, they learn new motives and look for how to respond to different managerial strategies, Lawal (1993).

2.3.1 DIMENSION OF MOTIVATION
Several theories of motivation have been advanced with a view of exploring how best to motivate a worker. These theories can be grouped into two major categories. The need-satisfaction theories and the instrumentality theories. The need-satisfaction or content theories assume that human beings have needs and it is their desire to satisfy these needs that puitiates specific behaviour. The instrumentality or process theories are based on the assumptions that the part which leads to goal is influenced by the perception and values of members of the organization.

THE MODELS OF CONTENT THEORIES
EMPLOYEE IDENTIFIES NEEDS
EMPLOYEE SEARCHES FOR WAY TO SATISFY THESE NEEDS
EMPLOYEE SELECTS GOALS. DIRECTED BEHAVIOURS
EMPLOYEE RE-ASSESSES NEED DIFFERENCES
EMPLOYEE RECEIVES EITHER REWARDS OR PUNISHMENTS
EMPLOYEE PERFORMANCE





Figure 1:
Source: Hellriege, Don; Slocum, W. John; and Woodman W. Richard (1976), Organizational Behaviour, New York: West Publishing Company, pp. 172.


Self-Actualization
Esteem
Affiliation
Security
Physiological
Growth
Motivators:
§ Advancement
§ Growth
§ Achievement
Need for Achievement
Need for Powers
Relatedness
Existence
Hygiene
§ Job security
§ Salary
§ Working condition
Need for Affiliation

















Figure 2:
Source: Hellriege, Don; Slocum, W. John; and Woodman, W. Richard (1976): Organizational Behaviour, New York: West Publishing Company, pp. 187.

Content approach is associated with such names as Maslow, McGregor, Hertzberg, McClelland, Alderfer and others. The content perspective stresses the importance of understanding the factors within individual that cause them to act in a certain way, it attempts to answer such questions as what need do people try to satisfy. This has something to do with inner needs, that they are driven, pressured or motivated to reduce fulfill. They may be motivated, for example, by the need for food, security, achievement or self-fulfillment. The need will determine the action which they take, that is individuals act or behave in ways that will lead to satisfaction of their needs. For instance, an employee who has a strong achievement needs, may be motivated to work extra hours in order to complete a difficult task on time, ,and employee with a strong need for self-esteem might be motivated to work carefully in order to produce work of high quality.

2.3.2 MASLOW’S HIERARCHY OF NEEDS
The most famous classification of needs is the one formulated by Maslow (1954). He suggested that there are five major need categories, which apply to people in general starting from the fundamental physiological needs and leading through a hierarchy of safety, social and esteem needs to the need for self-fulfillment, the highest need of all. Maslow’s hierarchies are as follows:
v Physiological: the need for oxygen, food and water.

v Safety: The needs for protection against danger and deprivation of physiological needs.

v Social: The need for love, affection and acceptance as belonging to a group.

v Esteem: The need to have a stable, firmly based; high evaluation of oneself and to have the respect of others.

v Self-fulfillment (self-actualization): The need to develop potentialities and skills to become what one believes one is capable of becoming. Maslow’s theory of motivation states that when a lower need is satisfied, the next highest becomes dominant and the individual attention is turned to satisfy this higher need.

2.3.3 ALDER’S ERG THEORY
ERG theory (the needs for existence, relatedness and growth) ass formulated by Alderfer (1972) is about the subjective state of satisfaction and desire. Satisfaction concerns the outcome of events between people and their environment. Desire is even more subject because it refers exclusively to the internal state of a person related to needs, wants, preference and motive. ERG, from this basis, Alderfer devised a theory of human need which postulated three primary categories:
Ø Existence needs, which reflect the requirement people have to material and energy exchange and the need to reach and maintain a homeostatic equilibrium with regard to the provision of certain material substances.

Ø Relatedness needs, which acknowledge that people are not self-contained units but must encage in transaction with their human environment. Acceptance, understanding, confirmation and influence are elements of the relatedness process.

Ø Growth needs emerge from the tendency of open systems to increase in inferred order and differentiation over time as a consequence of going beyond the environment. The satisfaction of growth needs depends on a person finding, the opportunities to be what he is most fully and to become what he can.

2.3.4 McCLELLAND’S ACHIEVEMENT: AFFILIATION POWER NEEDS
An alternative way of classifying needs was developed by McClelland (1875), who based it mainly on studies of managers. He identified three needs as being most important:
· The need for achievement, defined as the need for competitive success measured against a personal standard of excellence.
· The need for affiliation, defined as the need for friendly, compassionate relationship with others.
· The need for power, defined ad the need to control or influence others, different individuals have different levels of these needs. A strong need for affiliation is not so significant at any level.

2.3.5 McGREGOR (1960)
He identified two different sets of assumption about employees. The traditional view, known as Theory X holds that people have an inherent dislike of work. Although workers may view it as a necessity, they will avoid it whenever possible. In this view, most people prefer to be directed and to avoid responsibility. As a result, the work of secondary importance and managers must push employees to work.

The Theory Y is moiré optimistic. It assumes that work is as natural as play or rest. In Theory Y, people want to work and can derive a great deal of satisfaction from works. In this view, people have the capacity to accept even seek responsibility and to apply imagination, ingenuity and creation to organizational problems.

The problem, according to Theory Y, is that modern industrial life does not fully tap the potential of human being. To take advantage of their employees’ willingness and ability to work. Manager’s Theory Y should provide a climate that give employees scope for personal improvement participative management is one way to do this.

2.3.6 HERZBERG’S STUDIES (1959)
Concentrated on satisfaction at work. in the initial research, some two hundred engineers and accountants were asked satisfactory and unsatisfactory feeling about their jobs.

Following the interviews, Herzberg’s team came to the conclusion that certain factors tend to lead to job satisfaction, while others led frequently to dissatisfaction. The factors that gave rise to satisfaction were called motivators including recognition, advancement, responsibility, the work itself, personal growth etc.

Those giving rise to dissatisfaction were called hygiene factors including salary, working condition, status, company policy etc.

2.4 PROCESS THEORIES OF MOTIVATION
Process theories try to describe and analyze how personal factors interact to produce certain kinds of behaviour. The seven best known process theories of motivation are expectancy, reinforcement, equity, goal setting, behavioural theory, social learning theory and attributory theory.

2.4.1 EXPECTANCY THEORY
It looks at the entire work environment. Expectancy theory state that people are motivated to work when they believe that they can get what they want from their jobs. Such results might include satisfaction of safety needs, the excitement of doing a challenging task or the ability to set and achieve challenging goals. A basic premise of expectancy theory is that employees are rational people who think about what they have to do to earn rewards and how much the rewards mean to them, before they performing their jobs.

This expectancy theory propounded by Victor Vroom (1964) was based on the three major components:
§ Performance outcome expectancy individuals expect certain consequences of their behaviour. These expectations in turn affect their decisions on how to behave.
§ Valence: The outcome of a particular behaviour has a specific value or power to motivate, which varies from individuals.
§ Effort performance expectancy: People expectation if how difficult it will be to perform successfully affect their decision about behaviour. Given a choice individuals tend to select the level of performance that seems to have the best chance of achieving the outcome they value.

2.4.2 BEHAVIOURAL THEORY
Behavioural psychologists such as Skinner (1974) emphasized that behaviour is learnt from experience. They play down even dismiss the significance of internal psychological factors and instincts are only interested in the external factors that directly influence behaviour. They believe that learning takes place mainly through the process of reinforcement, i.e. behaviour is considered to be environmentally caused which uses of positive or negative reinforces to motivation.

2.4.3 SOCIAL LEARNING THEORY
Social learning theory as developed by Bardural (1977) combines aspect of both behavioural and expectancy theory. It recognizes the significance of the basic behavioural concept of reinforcement as a determinant of future behaviour but also emphasized the importance of internal psychological factors, especially expectancies about the value of goal and the individual’s ability to reach them.

2.4.4 ATTRIBUTION THEORY
This tells us that if some one tells you are doing well, if the source is credible and there is an absence of other information, you will be inclined to believe you are doing well and therefore to persist in your behaviour.

2.4.5 EQUITY THEORY
Equity theory is concerned with the perceptions people have about how they are being treated as compared with others. To be dealt with equitably is to be treated fairly in comparism with another group of people or a relevant other person. Equity theory states, in effect, that people will be better motivated if they are treated equitably and demotivated if they are treated inequitably. It explains only one aspect of the process of motivation and hob satisfaction. As suggested by Adams (1965), there are two forms of equity distributive equity which is concerned with the fairness with which people feel they are rewarded in accordance with their contribution and in comparison with others. General equity is base don the comparison of two variables; inputs and outcomes.

2.4.6 GOAL THEORY
Goal theory as developed by Latham and Locke (1979) state that motivation and performance are higher when individuals are set specific goals, when goals are difficult but accepted, and when there si a feedback performance. Individuals are motivated when they behave in ways that move them to certain clear goals that they accept and can reasonably expect to attain. Participation in goal setting is important as a means of getting agreement to the setting agreement to the setting of high goals. Meanwhile, feedback is vital in maintaining motivation, particularly towards the achievement of even higher goals.

As Robertson et al (1992) pointed out that goals inform individuals to achieve particular levels of performance in order for them to direct and evaluate their actions. While performance feedback allows the individuals to track how well he or she has been doing in relation to the goal; so that if necessary adjustment in effort, direction or possibly task strategies can be made.

Goal theory is in line with the 1960 concept of management by objective. However, plays a key part in the performance management process which was evolved from the largely discredited Management-by-Objectives approach.

2.5 OPEN-SYSTEM THEORY
This theory was originally formulated by Von Bertalanttu (1952), who wrote: A living organism is an open-system which continually gives up matter to the outer world and takes in matter from it, but which maintains itself in the continuous exchange in a steady state.

Allport (1960) further developed this definition by setting out the following features of an open-system:
Ø Intake on output of both matter and energy.
Ø Achieve and energy will not seriously disrupt internal form and order.
Ø Increase in order overtime owing to an increase in complexity and differentiation of parts.
Ø Extensive transactional commerce with the environment.

The concept was developed by Lawrence and Lorsch (1967), who suggested that an individual can usefully be conceived as a system of biological needs, psychological motives, values and perception. The individual’s system operates so as to maintain its internal balance in the face of the demands placed upon it by external forces and it develops in responses to his or her basic needs to solve the problems presented by the external environment. But each individual’s system will have unique characteristics because as Lawrence and Lorsch say, “Different individual system develops with different patterns of needs, value perceptions”.

Individuals systems are not static, but continues to develop as they encounter new problems and experiences.

Logman, Porgter and Raymond Mile have suggested that a system perspective on motivation will be most useful to managers. By system perspective they mean that there are three major variables in organization that affect motivation and that it is the relationship among those variables that ultimately determine the degree of motivation an employee will feel.

Thus, they argued that it is necessary to take into account the system or whole of the forces operating on employee motivating can be adequately understood.

A SYSTEM VIEW MOTIVATION
Individuals’ characteristics.
Job characteristics.
Work situation characteristics.

2.6 EMPLOYEES’ MOTIVATION IN ORGANIZATION
Individuals’ characteristics refer to the interest, attitudes and needs that individuals bring to the work situation.

It is clear that individuals differ in these characteristic and that their motivation will therefore differ.

Job characteristic refers tot eh attitudes of the employees, tasks. These include the amount of responsibility the individual is given, the variety of tasks the individuals can perform and the extent to which the job itself is satisfying. A job that is intrinsically satisfying for many individuals than job that is not.

Work situation characteristic refers to what happens to the individuals in his or her work environment. Do supervisor rewards enhance high performance or do they ignore it? Does the organization itself manifest a concern for employee through motivation? These characteristics tool can affect employee performance.

2.7 ORIGIN AND DEVELOPMENT OF MOTIVATION THEORY: NIGERIAN PERSPECTIVES
We have dealt with the basis motivations theories and relevant viewpoints on motivation and the relationship of these theories to Nigerian organizations seem immediate and practical. Unlike Japan, China and Korea, Nigeria motivational model is far from what it should be, during the colonial days. It was a master/servant relationship whereby the worker was motivated in the fear of being beaten with sticks, the stick become the sole motivating factor then.

After these periods, there came a period where the workers were being recognized as a contributor to the attainment of corporate goals. This era was characterized by the springing up of union with the aim of enhancing the condition of workers.

Although, little was achieved by their union but they gave management a tough time and it paid off when management started looking into the problems of the employees.

2.8 SYMPTOMS OF POOR MOTIVATIONS AND IMPLICATIONS OF MOTIVATIONAL THEORIES
The symptoms of poor motivations are indicators and not causes of poor motivation. They include:
Higher than the usual absenteeism and labour turnover.
Dissatisfaction and low morale.
Poor quality of work and higher spoilage rates.
Soldering is reduced productivity.
Deterioration of general attitude to work such as lack of cooperation, obstructive attitude and even declining standards of dress and general conduct.
Numerous incidences of industrial disputes and stoppages.
Large number of accidents at work.
Alienation of a worker.

Alienation can be defined as a feeling of powerless, lack of meaning, loneliness and lack of attachment to job, work group or organization.

The symptoms of alienation include poor productivity, high rate of wastage, dirty work environment, poor time keeping and refused to cooperate.

In analyzing the level of staff motivation, one can approach it from various ways. Although, it is somehow difficult and complex, one must identify the possible, causes of poor motivation and for variations between individuals and groups’ output. Motivational analysis can be accomplished by means of:
v Open and constructive staff appraisal system.
v Survey of employees’ perceptions and attitudes either by employees fo the organization, external consultancy firm.
v Conducting interview with individual employees.

The strategy for preventing alienation are:
§ Some managers hold the view that employees can be motivated to improve productivity by means of monetary incentives, which take a variety of different forms, e.g.:
ü Piece rate.
ü Individual bonus scheme.
ü A high day rate system.

A general problem of monetary incentive is that they are effective short run but not necessarily cost effective.

§ Managers can also motivate workers by means of better job design, i.e. job enrichment.
ü A void monetary and repetiveness of work i.e. eliminate the drudgery associated with the performance of routine operations.
ü Motivate of employees can also be achieved through the provision of regular feedback information on performance.
ü Another means of motivation is participations, i.e. day-to-day involvement.

2.9 MOTIVATION STRATEGIES
Motivation strategies aim to crate a working environment and to develop policies and practices that will provide for higher levels of performance form employees as follows:
· Measuring Motivation: There are, of course, no direct means by which motivation can be measured. But indications of the level of motivation can be obtained through attitude surveys, measures of productivity, employee turnover and absentees, analysis of the results of performance reviews, analysis of issue raised through a grievance procedure and the enthusiasm with which employees participate in suggestion scheme, quality circle and the like.

· Valuing Employees: Motivation and commitment are likely to be enhanced if employees feel that they are valued. This means investing in their success, trusting and empowering them, giving them the opportunity to be involved in matters with which they are concerned, keeping them fully in the picture, treating them fairly not to be exploited in the interests of management, and providing them with rewards (financial and non-financial) that demonstrate the extent to which they are valued.

· Behavioural Commitment: This means that individuals will direct their efforts to achieving organization and job objectives. It can be engendered by getting people involved in setting objectives, giving people more responsibility to manage their own jobs as individual or as teams (empowerment) and providing for rewards to be clearly related to success in achieving agreed goals.

· Organization Climate: This means that managers and team leaders should be encouraged to act as role models of the sort of behaviour expected from employees.

· Leadership Skills: Managers and team leaders should be helped to learn about the process of motivation and how they can use their knowledge to improve the motivation of their team members.

· Job Design: Job design should involve the application of motivation theory that relates to needs and motivation through the work itself, i.e. job analysis and job description.

· Employee or Human Resources Development: This is all about personal development and motivation theory indices clearly that progress through self-development, self-manager learning is the best form of development. This is emphasizes the importance of motivating people to learning and will be carried out most effectively if the factors affecting motivating including self-efficiency and social learning and taken into accord.

· Behavioural Modification: Otherwise known as organizational behaviour modification uses the behavioural principle of “operant conditioning” (i.e. influencing behaviour by its consequences) five steps for behavioural modification have been defined by Luthans and Leitner (1975):
ü Identify the critical behaviour – what people do or not do that needs to be changed.
ü Measure the frequency – obtain hard evidence that a real problem exists.
ü Carry out a functional analysis – identify the stimuli that precede the behaviour and the consequences in the shape of reward or punishment that influence the behaviour.
ü Developing and implement an intervention strategy – this may involve the use of positive or negative reinforcement to influence behaviour (i.e. providing or withholding financial or non-financial rewards).
ü Evaluate the effect of the intervention – what improvement, if any, happened and of the interventions were unsuccessful what needs to be done next.

2.10 OBJECTIVES OF MOTIVATION IN NIGERIA
Behaviour in organizational setting in Nigeria does not just happen, it is motivated by the needs of people involved. This emphasizes on the necessity of designing management information and control systems which encourages and facilitate the performance of high achievers. Achievement of goal congruence requires consideration of a broad range of human needs in addition to those that can be satisfied by economic rewards.

Money is important, but beyond a certain point it is likely that concentrating on organization policies and practices which contributes to self-respect, and self-actualization, such as job enrichment, management by self-control and participative leadership may provide better motivation for individuals who are already well compensated. These motivation theories afford Nigerian managers or administrators in organizations to be continually sensitive to the nature of the motivation that flow from the operations of various systems in operations of various systems in organization. This means seeking answers to such questions as:
Ø Does the system contribute to goal congruence?
Ø What is the effect of each system on aspiration level?
Ø Does the system encourage high achievers to remain in organizations and matter creative and innovative contributions to it?
Ø Are undesirable attitude being created? How does the operation of the subsystem in organization helps in satisfying human needs?

In Nigeria, motivation can serve as management tool that can be used to achieve organizational objectives by directing workers’ activities towards the goal specified by him. It then depends on how effectively a manager can utilize this tool that could determine his success or failure. It could assist him in deciding the level of performance he can expect from each member of his staff and help individuals to achieve the best of them.

2.11 PROBLEMS AND PROSPECTS OF MOTIVATION
Employee motivation could be viewed from two opposing ends. At one side, you have benefit enjoyed by the employees and at the side, is the cost to the employer and those who have to be reconciled in order to fulfill the organization objectives.

Some employees feel entitled to certain percentage of their company’s profit as well as product. The above situation no doubt, present concern to industrial managers and entrepreneur of small and medium companies. The problems of motivation therefore is in its nature of demand application or non-application.

In a country where government has not been able to adequately cater for the needs of her citizen, the tendency is for the industrial and commercial concerns to undertake some of these basic duties, e.g. medical treatment. Although, most companies are not keen at granting motivation because of the likely noticeable financial impact of it on their annual profit. They are often forced by industrial union to oblige sometime before such accord is reached, there may be strike and lock out and possibly the intervention of the government. In the process, the business may suffer, the employee may lose wages, the customers may be affected and shareholders express concern.

Also, during the period of national economic decline in business, most companies may not be willing to grant motivation because the economic may not support it.

Another obvious problem of motivation is that it may not achieve the company’s desired objectives. It may tend to widen the “gap” among the management, senior staff and junior staff. By the time the company realizes this, another set of demand by the workers might have crept in. it appears the day of clean wage are gone, for every worker will continue to demand for salary supplement. Or not all these motivational programmes will induce employees to put their best at all times will continue to be a subject for research.

2.12 SUMMARY
In summary, factors which determine staff performance are many and varied. They include the organization itself and working environment it provides. The design of jobs and the appropriate matching of staff to them as well as the quality of the manager skills in motivating and developing staff. The objectives of motivational progarmmes is both to satisfy the needs of the employees and also the aspiration of the company for mutual benefits. The end objective of motivational progarmmes is to perpetuate the enterprise in an environment of continuing profitability. Profitability for shareholders, management, rank and rile employees etc.
REFERENCES

Cole, G.A. (1996): Management Theory and Practices, Ashford: DP Publications.

Fien, M. (1990): “Job Enrichment: A Re-Evaluation in Management Journal, Vol. 13, No. 2, pp. 6 – 14.

Hellriege, Don; Slocum, W. John; and Woodman, W. Richard: Organizational Behaviour, New York: West Publications Company.

Herzberg, F. (1987): “One More Time: How Do You Motivate Employee” in Harvard Business Reviews, Vol. 2, No. 1, pp. 113 – 121.

Kio, J.S., Ojodu, H.O. and Ogunyomi, P.O. (2003): Introduction to Organizational Behaviour, Lagos: Dartrade Limited.

Koortz, H.O. Donnel Cryil, and Wiehrich Heinz (1959): Management: A Book of Reading, New York: McGraw-Hill.

Marton, G.E. (1990): “Leadership and Motivation: A Core Concept” of Management Journal, Vol. 13, NO. 1, pp. 91 – 102.

Patton, A. (1990): “The Motivation of An Executive” in Management Journal, Vol. 13, No. 1, pp. 17 – 37.

Sokan, O.O. (2001): Principles of Management, Lagos: Dartrade Limited.

Stonner, A.F., James, Freeman, R. Edward, and Gilbert, Jr. Daniel, R. (1996); Management (Ed); New Delhi: Printice-Hall Limited.

CHAPTER THREE

3.0 RESEARCH METHODOLOGY
This chapter is about data collection method; the sampling plan and description of data collection instrument. The coding procedure was drawn and analytical procedure was carried out.

3.1 DESCRIPTION OF THE POPULATION
Since it is not possible to conduct the research on all manufacturing industries in the country, the population under study was on employees of the Fast Moving Consumer Goods (FMCG) industry in Lagos. Basically, the study was limited to the members of staff of Unilever Nigeria Plc, Lagos.

3.2 SAMPLING PLAN
The sample of the study was randomly sampled due to large number of the member of the organization.

Specifically, the following divisions were covered in the research: Accounts, Purchasing and Supply, Human Resources and Production Departments.

3.3 RESEARCH DESIGN
This design used in this research work was survey design. The study focused on questionnaire, personal interviews and existing literature review as means of data collection. These are:
a. Primary Data: This is first-hand information that needs to be defined for the purpose of the project. The researcher made use of questionnaire as major source of primary data.

b. Secondary Data: This involves references to textbooks, journal articles and annual reports written on the topic of this research.

3.4 DATA COLLECTION INSTRUMENT
A two-part questionnaire was designed for data collection. The questions were structured into two sections. The first section pertained to demographic information of respondents and included status, sex, age, educational qualification and years in the organization.

Section two consists of statements to which respondents were expected to indicate whether they “strongly agree”, “agree”, “undecided”, “disagree”, or ‘strongly disagree”.

3.5 VALIDITY OF INSTRUMENTS
Lagos metropolis was chosen as the setting for the study. This is due to the heterogeneous nature of the population that occupies the metropolis. This population structure should enhance both internal and external validity of the findings.

3.6 STATISTICAL ANALYSIS AND PROCEDURE
To derive useful meaning from the data generated, the following statistical techniques and procedures were used:
Ø Data collected from the pre-testing of the research instrument was used to determine the reliability and validity of measures proposed for the study. Pearson Correlation was also used to determine the extent of correlation between 1st and 2nd measures of variables.
Ø Descriptive statistical such as percentage, weighted mean, mode, median and standard deviation were used to measure the practice of motivation.
Ø All the statistical test and analysis were carried out at conventional of 95% level of significance.

To test this hypothesis, Pearson Correlation was employed. A coefficient of +1 indicates that the two variables are perfectly positively correlated. So as one variable increases, the other increase by a proportionate amount conversely a coefficient of -1 indicates a perfect negative relationship, if one variable increases the other decreases by a proportionate amount.

A coefficient of zero indicates no linear relationship at all and so if one variable changes, other stays the same. The correlation coefficient is defined by the equation below:
r = Σ(X2 – X) (Y2 – Y)
(N – 1) Sx Sy

Where: r = Pearson Correlation Coefficient.
X = First Variable.
Y = Second Variable.
-X = Mean of variables X
Y = Mean of Variably Y
N = Number of Observation
Sx = Is the Standard Deviation of the First Variable.
Sy = Is the Standard Deviation of the Second
Variable.

3.7 CODING PROCEDURE
LEVEL
CODE
Management
Senior Staff
Junior Staff
1
2
3


SEX
CODE
Male
Female
1
2


QUALIFICATION
CODE
Post Graduate/Professional
First Degree/HND
ND/HSC/NCE
WASC/GCE/SSCE
1
2
3
4


AGE
CODE
Below 5 years
25 – 45 years
Above 45 years
1
2
3


MARITAL STATUS
CODE
Single
Married
Divorced
1
2
3


YEARS IN THE COMPANY
CODE
Below 5 years
5 – 15 years
15 – 25 years
Above 25 years
1
2
3
4

RESPONSE TO QUESTIONS IN SECTION B

CODE
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
5
4
3
2
1


3.8 LIMITATIONS OF METHODOLOGY
The survey research design has a limitation which is the near impossibility of retrieving all questionnaires distributed to respondents.

Furthermore, the rate of quality of responses can be sometime doubtful complied with the fact that secondary sourced data like annual report may not give true and exact information in the most suitable form.

In addition, major characteristics of survey research design is lack of control, the researcher is only interested in observing the subject or variables of interest without any attempt to manipulate them. such other limitations as time, financial constraints and the inability of the entire members of the population influenced the numbers of the population of organizations covered.

Refrence

Asika, Nnamdi (1991): Research methodology in the Behaviourial Sciences, Ikeja: Nigeria Plc.

Fagbohungbe, O.B. (1993): Research Methodology for Nigeria Territory Institutions, Lagos: Kole Consults.

Fagbohungbe, O.B. (2002): “Testing Side-Best Theory Using Job Tenure, Job Involvement and Organizational Commitment”, Management Trend, Journal of SMBS, LASPOTECH, Vol. 1, No. 1, pp. 30 – 39.

Lawal, A.A. (2002): “Relationship Between Selected Management Control Techniques and Organizational Effectiveness in Nigerian Small-Scale Enterprises”, Management Trend, Journal of SMBS, LASPOTECH, Vol. 1, No. 1, pp. 55 – 77.

Otunsanya, O.J. (2004): “The Impact of Leadership Style on Management Budget Performance”, ICAN Student Journal, Vol. 1, No. 2, pp. 6 – 16.

Steven, M. Kemp (1995): Business Statistics, New York: McGraw-Hills.

CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA

4.0 INTRODUCTION
“Data analysis forms the bedrock of any scientific inquiry research. Therefore, in order to make data analysis meaningful, it must focus on testing the hypotheses or proposition of the research. This would enable the researcher determine whether to accept or reject the hypothesis and proceed to elaborate, based on his own reasoning why such hypothesis was accepted or rejected. Such reasoning, argument and interpretations are not done randomly or in the abstract, rather, they are done in the content of the theory and observation which generated the hypotheses”. Fagbohungbe, (1993).

4.1 ANALYSIS OF DATA
Table 4.1: Analysis of Questionnaire Returns.
QUESTIONNAIRE
FREQUENCY
PERCENTAGE
Returned
Not Returned
24
6
80
20
TOTAL
30
100

The analysis shows that twenty-four (24) respondents representing 80% of the total sample filled and returned their questionnaires while six (6) respondents representing 20% of the total sample did not return their questionnaire. The questionnaire response rate was therefore 80%.

4.2 ANALYSIS OF RESPONDENTS’ BIO-DATA
In this section, the respondents were analyzed according to their characteristics.

Table 4.2: Analysis According to Sex.
SEX
FREQUENCY
PERCENTAGE
Male
Female
14
10
58.33
41.67
TOTAL
24
100

The analysis above shows that there were fourteen (14) male respondents representing 58.33% of the sample and ten (10) female respondents representing 41.67% sample. Thus, there are more male in the sample than females.

4.3 ANALYSIS OF RESPONDENTS ACCORDING TO AGE
Table 4.3: Analysis According to Age.
AGE
FREQUENCY
PERCENTAGE
Below 25 years
25 – 45 years
Above 45 years
--
24
--
--
100
--
TOTAL
24
100

The analysis shows that all the twenty-four (24) respondents were within age of 25 – 45 years representing 100% of sample. This indicates that the respondents were young people.

4.4 ANALYSIS OF RESPONDENTS ACCORDING TO MARITAL STATUS
Table 4.4: Analysis According to Marital Status.
MARITAL STATUS
FREQUENCY
PERCENTAGE
Married
Single
Divorced
12
12
--
50
50
--
TOTAL
24
100

Analysis of above shows that there were twelve (12) married respondents representing 50% sample, twelve (12) single respondents representing 50% sample while none respondent divorced. Thus, there were more responsible respondents in the sample.

4.5 ANALYSIS OF RESPONDENTS ACCORDING TO EDUCATIONAL QUALIFICATIONS
Table 4.5: Analysis According to Educational Qualification.
QUALIFICATION
FREQUENCY
PERCENTAGE
Post Graduate/Prof.
B.Sc./HND
ND/HSC/NCE
WASC/GCE/SSCE
8
6
10
--
33.33
25
41
--
TOTAL
24
100

The analysis above shows that there were eight (8) post graduates/professional holders respondents representing 33.33% sample, six (6) B.Sc./HND holders respondents representing 25% sample, ten (10) ND/HSC/NCE holders respondents representing 41% while none respondent holds WASC/GCE/SSCE. This indicates that the respondents in the sample were qualified manpower.

4.6 ANALYSIS OF RESPONDENTS ACCORDING TO YEARS IN THE ORGANIZATION
Table 4.6: Analysis According to Years in the Organization.
YEARS OF SERVICE
FREQUENCY
PERCENTAGE
Below 5 years
5 – 15 years
15 – 25 years
Above 25 years
14
10
--
--
58.33
41.67
--
--
TOTAL
24
100

The analysis shows that fourteen (14) respondents representing 58.33% were below 5 years in the organization. Ten (10) respondents representing 41.67% were within year bracket of 5 – 15 years in the organization, while none of the respondents was within year brackets of 15 – 25 years and above 25 years. This indicates that the respondents have spent relative time in the organization.

4.7 ANALYSIS OF INDIVIDUAL RESEARCH STATEMENTS
Table 4.7.1:
Statement One: Special wages increase should be given.
RESPONSE
FREQUENCY
PERCENTAGE
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
20
2
2
--
--
83.33
8.33
8.33
--
--
TOTAL
24
100

Table 4.7.1 above reveals that twenty (20) respondents representing 83.33% of the sample strongly agreed to the statement, two (2) respondents representing 8.33% agree two (2) respondents representing 8.33% were undecided, while none disagree. Thus, a large majority of the respondents agree to the statement that special wages should be given to employees who do their jobs very well.

Table 4.7.2:
Statement Two: Better job descriptions would be helpful so that employees will know exactly what is expected of them.
RESPONSE
FREQUENCY
PERCENTAGE
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
16
8
--
--
--
66
34
--
--
--
TOTAL
24
100

Table 4.7.2 above reveals that sixteen (16) respondents representing 66% of the sample strongly agree to the statement, eight (8) respondents representing 34% agree while none respondent was undecided and disagree. Thus, a large majority of the respondents agree to the statement that better job descriptions would be helpful so that employees will know exactly what is expected of them.

Table 4.7.3:
Statement Three: Supervisors should give a good deal of attention to the physical working conditions of their employees.
RESPONSE
FREQUENCY
PERCENTAGE
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
20
4
2
--
--
83.33
16.67
--
--
--
TOTAL
24
100

Table 4.7.3 above reveals that twenty (20) respondents representing 83.33% of the sample strongly agree to the statement, four (4) respondents representing 16.67% agree, while none respondent was undecided and disagree. Thus. A large majority of the respondents agree to the statement that supervisors should give a good deal of attention to the physical working conditions of their employees.

Table 4.7.4:
Statement Four: The company retirement benefits and stock programmes are important factors in keeping employees on their jobs.
RESPONSE
FREQUENCY
PERCENTAGE
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
13
8
1
2
--
54.17
33.33
4.17
8.33
--
TOTAL
24
100

Table 4.7.4 above reveals that thirteen (13) respondents representing 54.17% of the sample strongly agree to the statement, eight (8) respondents representing 33.33% agree, one (1) respondent representing 4.17% was undecided while two (2) respondents representing 8.33% disagree. Thus, a large majority of the respondents agree to the statement that the company retirement benefits and stock programmes are important factors in keeping employees on their jobs.

Table 4.7.6:
Statement Six: Pride in one’s work is actually an important reward.
RESPONSE
FREQUENCY
PERCENTAGE
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
10
8
2
2
2
41.67
33.33
8.33
8.33
8.33
TOTAL
24
100

Table 4.7.6 above reveals that ten (10) respondents representing 41.67% of the sample strongly disagree to the statement, eight (8) respondents representing 33.33% agree, two (2) respondents representing 8.33% disagree, undecided and strongly disagree. Thus, a large majority of the respondents agree to the statement that pride in one’s work is actually an important reward.

Table 4.7.7:
Statement Seven: Employees went to be able to think of themselves as “the best” at their own jobs.
RESPONSE
FREQUENCY
PERCENTAGE
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
8
12
--
4
--
33.33
50
--
16.67
--
TOTAL
24
100

The table 4.7.7 above reveals that eight (8) respondents representing 33.33% of the sample strongly agree to the statement, twelve (12) respondents representing 50% agree, four (4) respondents representing 16.67% disagree while none of the respondents strongly disagree and undecided. Thus, a large majority of the respondents agree to the statement that employees what to be able to think of themselves as “the best” at their own jobs.

Table 4.7.8:
Statement Eight: The quality of the relationship in the informal work group is quite important.
RESPONSE
FREQUENCY
PERCENTAGE
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
8
14
--
2
--
33.33
58.33
--
8.34
--
TOTAL
24
100

The table 4.7.8 above reveals that eight (8) respondents representing 33.33% of the sample strongly agree to the statement, fourteen (14) and two (2) respondents representing 58.33% and 8.34% agree and disagree respectively. While none of the respondents was undecided and strongly disagree. Thus, a large majority of the respondents agree to the statement that the quality of the relationship in the informal work group is quite important.

Table 4.7.9:
Statement Nine: Individual incentive bonuses would improve the performance of employees.
RESPONSE
FREQUENCY
PERCENTAGE
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
14
8
1
1
--
58.33
33.33
4.17
4.17
--
TOTAL
24
100

The above 4.7.9 table reveals that fourteen (14) respondents representing 58.33% strongly agree, eight (8) respondents representing 33.33% agree, one (1) respondent each, which represent 4.17% was undecided and disagree respectively. While none of the respondents strongly disagree. Thus, a large majority of the respondents agree to the statement that individual incentive bonuses would improve the performance of employees.

Table 4.7.10:
Statement Ten: Having good equipment to work with is important to employees.
RESPONSE
FREQUENCY
PERCENTAGE
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
24
--
--
--
--
100
--
--
--
--
TOTAL
24
100

The table above reveals that all the twenty-four (24) respondents representing 100$ of the sample strongly agree to the statement that having good equipment to work with is important to employees.

4.8 ANALYSIS OF DATA ACCORDING TO THE TEST OF RESEARCH HYPOTHESIS
Table 4.8.1: Motivational indices and practices in Nigerian Industries.
The use of management process of influencing people’s behaviour, was measured by examining the practice of some motivational indices such as special wage, job description, working condition, retirement benefit, social event, pride, initiative, informal work group, incentive bonuses and equipment. These indices were measured on a five-point scale ranging from strongly agrees (scored 5). The mean value for the overall indices was 4.33; median and mode were 5 and 5 respectively, at 95% confidence and 99% degree of freedom. The confidence interval for the mean was 4.202 – 4.458.

This implies that motivational indices and practices are used in Nigerian industries.

Table 4.8.2: N = 24
Statistics for Motivational Indices

S/N

INDICES

MEAN

MEDIAN

MODE

SD

SE
95% CONFIDENCE INTERVAL
1
2
3
4
5
6
7
8
9
10
Special wages
Job description
Working condition
Retirement benefits
Social events
Pride
Initiative
Informal working group
Incentive bonus
Equipment
4.75
4.67
4.83
4.3
3.17
3.92
4
4.19
4.46
5
5
5
5
5
4
4
4
4
5
5
5
5
5
5
4
4
4
4
5
5
0.27
0.21
0.17
0.46
0.6
0.51
0.37
0.36
0.44
--
0.055
0.043
0.035
0.084
0.122
0.104
0.076
0.073
0.09
--
4.643 – 4.85
4.586 – 4.75
4.762 – 4.898
4.116 – 4.484
2.93 – 3.41
3.716 – 4.128
3.852 – 4.148
4.026 – 4.316
4.284 – 4.636
0.5

Table 4.8.2 above reveals that all motivational indices, i.e. special wage, job description, working condition, retirement benefits, social event, pride, initiative, informal work group, incentive bonus, and equipment were motivated and increase employees’ performance towards achievement of overall objective.

However, social event, pride and initiative are somewhat motivating.

Table 4.8.3:
Test of Hypothesis.
HO: There is no relationship between motivation and employees’ performance.
H1: There is relationship between motivation and employees’ performance.

To address this research work empirically, Pearson Correlation Coefficient was used.
X = 21.75
Y = 21.54
SX = 2.345
XY = 2.385
SXY = 61.43
rxy = 61.43
(24 – 1) (2.345) (2.385
rxy = 61.43
(23 (2.345) (2.385)
rxy = 61.43
120.63
rxy = 0.51
r2xy = 0.26

DECISION RULE
Based on the correlation coefficient of r = + 0.51 and r2 = 0.26, approximately, 26 percent of the variance in sample data. It is concluded that there is relationship between motivation and employees’ performance.

Therefore, determine whether the correlation value computed in problem above is significantly different from zero at the 5 percent level of significance.

HO = P = 0, H1 = P #0
Critical + (df = 22, ∝ = 0.05 = + 2.074).

t = r 0.51 0.51
√1-r2 √1-(0.51)2 √0.0336
n-2 24-2
= 0.51 = 2.78
0.1884

Hence, the test statistic of t = 2.78 is in a region of rejection. The Null hypothesis that there is no relationship between the two variables is rejected, and hereby accepts that there is significant relationship between motivation and employees’ performance. Correlation is significant at the 0.05 level (2-tailed).

REFERENCES

Fagbohungbe, Ob> (2002): Research Methodology for Nigerian Tertiary Institutions, Lagos: Kole Consult.

Kazmier, J. Leorard (1976): Business Statistics, New York: McGraw Hills.

Lawal, A.A. (2002): “Relationship Between Selected Management Control Technique and Organizational Effectiveness in Nigerian Small-Scale Enterprises”, Management Trend, Journal of School of Management and Business Studies, LASPOTECH Vol. 1, No. 1, pp. 55 – 77.

CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.0 INTRODUCTION
This chapter focuses on the summary of the study as regards the research findings; conclusions are drawn from the findings, while some constructive recommendations are also made. In addition, areas for further studies on the subject matter are also being suggested.

5.1 SUMMARY OF FINDINGS
This research work has examined the impact of motivation on employees’ performance, the major issue covered are the various motivational indices and practices and also, the usefulness of these variables in employees’ performance evaluation.

The general practice was discussed through fact-findings of motivation impact on employees’ performance and its subsequent analysis. The existing literature on motivation was viewed and based on research problem and questions formed the basis for hypothesis, where we came out with the following findings:
i. That the potency of this motivation flows from the emotional identification of the individual with a worthwhile objectives.
ii. That motivation increase innovation and energy that impacts to his efforts.
iii. The development of environment in an industrial company takes leadership of a high order.
iv. This motivation is obviously easier to develop in some businesses than others.
v. The degree of satisfaction obtained by individuals, however, depends largely upon their own needs, expectation and the environment in which they work.

It appears obvious, from an organizational point of view that business firms, no matter what location will have to be concerned with the satisfaction of these needs for their staff, managers and executives, both types of needs were regarded as relatively quite important by personnel, but, at the present time at least, the degree to which they were fulfilled did not live up to their expectations.

5.2 CONCLUSIONS
This study, like many other sin the motivation area, has interpreted the needs and wants of individuals in the context of the strict intention of the measures is to elicit evaluation of employees’ behaviour towards a collective objective. In view of the fact that many manufacturing companies are springing up.

It is obviously that employs of the Nigerian manufacturing companies will insist not to accept a cheap labour. Therefore, all resourcefully utilized in ensuring that a more aggressive programmes are put in place, e.g. special wage, job description, working condition, retirement benefits, social events, pride, initiative, informal work group, incentives, bonuses and equipment.

However, workers would only be ready to put in their best when they were motivated and contributing to the improvement and attainment of overall goals.

Therefore, it is obvious that the impact of motivation on employees justified the huge amount of money being expended on it.

Finally, the discussion so far indicates that even though employee motivation is numerous, the motivational variable are useful way to study and apply work motivation in the organization.

5.3 RECOMMENDATIONS
Based on the conclusion drawn from above, the company should therefore, continue to on rest on the benefits in line with the recommendations:
v Established lifelong employment prospects.
v Participating management style.
v Relationship between boss and subordinate based on mutual respect.
v Encourage career development and job enrichment.
v Eliminate artificial status barrier.
v Improve communication in each direction especially on issues such as company performance, policies and future prospects.
v Having good equipment available at all times in carrying out the settings.

In deciding on how to motivate human resources in the organization or help them to attain needed satisfaction, researcher recommends that organizations should focus most heavily on giving physical rewards to employees and on creating a climate in which there is challenge, autonomy, the ability to use one’s skills and cooperation for the middle and upper-level personnel.

Overall, there seems to be little doubt those motivational factors for organizational human resources management and effective practical application for motivating personnel.

5.4 SUGGESTIONS FOR FURTHER RESEARCH
Base don limitation encountered in the course of research work, the other researchers should improve in the following areas:
Ø The number of participating respondents should be increased.

Ø The research work should cover the area of how to motivate employee.

Ø The research work was limited to cooperation of Unilever Nigeria Plc. However, it is strongly suggested that other researchers should go beyond employee of manufacturing industries and also carry out more deeply on the impact of the types of motivational indices that motivates employee towards objective of organization.

BIBLIOGRAPHY

TEXTBOOKS
Asika, Nnamdi (1991): Research Methodology inn the Behavioural Sciences, Ikeja: Longman Nigeria Plc.

Cole, G.A. (1960): Management Theory and Practice, Ashiford: DP Publications.

Drucker, Peter (1954): The Practice of Management, New York: Heinemann.

Fagbohungbe, O.B. (2002):”Testing Side-Best Theory Using Job Tenure; Job Involvement and Organizational Commitment”, Management Trend, Journal of SMBS, LASPOTECH: Vol. 1. No. 1, pp. 30 – 39.

Hellrigal, D. Slocum, John and Woodman, W. Richard (1975): Organizational Behaviour, New York: West Publishing Company.

Kio, J.S., Ojodu, H.O., and Ogunyomi, P.O. (2003): Introduction to Organizational Behaviour, Lagos: Dartrade Limited.

Lawal, A.A. (1993): Management in Focus, Lagos: Adeola Press Limited.

Leonard, J. Kazimier (1976): Business Statistic 3, New York: McGraw Hills.

Richard, M.H. and Fred, L. (1961): International Management, New York: McGraw Hills.

Shokan, O.O. (2001): Principles of Management, Lagos: Dartrade Limited.

JOURNALS
Fagbohungbe, O.B. (2002): “Testing Side-Best Theory Using Job Tenure, Job Environment and Organizational Commitment”, Management Trend, Journal of SMBS, LASPOTECH: Vol. 1, No. 1, pp. 30 – 39.

Fein, Mitchel (1990): “Job Enrichment: A Re-Evaluation”, Management Journal, Vol. 13, No. 12, pp. 6 – 14.

Herzberg, Fredrick (1978): “One More Time, How Do You Motivate Employees” in Harvard Business Review, Vol. 2, No. 1, pp. 113 – 121.

Martin, G.E. (1990): “Leadership and Motivation: A Core Concept”, in Management Journal, Vol. 13, No. 2, pp. 91 – 102.


APPENDIX I
PEARSON CORRELATIONS COEFFICIENCY

X
Y
X – Y
Y – Y
(X-X)(Y-Y)
(Y – Y)2
(X – X)2
R1
R2
R3
R4
R5
R6
R7
R8
R9
R10
R11
R12
R13
R14
R15
R16
R17
R18
R19
R20
R21
R22
R23
R24
18
23
18
23
23
22
23
24
20
16
22
23
24
24
23
22
16
20
24
23
22
23
23
24
18
21
18
25
23
21
17
25
20
21
21
23
23
23
23
21
21
21
25
17
21
23
25
21
-3.75
1.25
-3.75
1.25
1.25
0.25
1.2
2.25
-1.75
-5.75
0.25
1.24
2.25
2.25
1.25
0.25
-5.75
-1.75
2.25
1.23
0.25
1.25
1.25
1.25
3.54
-0.54
-354
3.46
1.46
-.54
-4.54
3.54
-1.54
-0.54
-0.54
1.46
1.46
1.46
1.46
-0.54
-0.54
-0.54
3.46
-4.54
-0.54
1.46
3.46
-0.54
13.275
-0.675
13.275
4.325
1.825
-0.135
-5.675
9.965
2.675
3.105
-0.135
1.825
3.285
3.285
1.825
-0.135
3.105
0.945
7.785
-5.675
-0.185
1.825
4.325
-0.675
12.53
0.29
12.53
11.97
2.13
0.29
20.61
12.53
2.37
0.29
0.29
2.13
2.13
2.13
2.13
0.29
0.29
0.29
11.72
20.61
0.29
2.13
11.97
-0.29
14.06
1.56
14.06
1.56
1.56
0.06
1.56
5.06
3.06
33.06
0.06
1.56
5.06
5.06
1.56
0.06
33.06
3.06
5.06
1.56
0.06
1.56
1.56
1.56

522
517

61.43


X = Ex = 522 = 21.75
N 20

Y = 517 = 21.54
24
Sx = SD of X = Σ(x – x)2 = 136.44 = 23.85
n 24
Sx = SD of X = 131.98 = 2.345
24
The overall mean = 1039 = 4.33
240
The overall mean = Mode = 5
The overall mean = Median = 5
The overall mean = SD = 0.32
Confidence interval = +1.962x
Or = 4.33 + 1.762
Interval estimate = 4.33 + 1.96032 √24
= 4.33 + (0.065)
= 4.33 – 0.128 to 4.33 + 0.128
= 4.202 – 4.458
r = Σ(x – x) (y – y) = 61.43
(n-1) 5xsy (24-1) (2.345) (2.385)
r = 61.43 = 61.43
(23)(2.345)(2.345) 20.63
= 0.51

MASTER DATA SHEET

INDEPENDENT VARIABLES
DEPENDENT VARIABLES

S
A
M.S
E
Y
S1
S2
S3
S4
S5
T
S6
S7
S8
S9
S0
T
R1
R2
R3
R4
R5
R6
R7
R8
R9
R10
R11
R12
R13
R14
R15
R16
R17
R18
R19
R20
R21
R22
R23
R24
2
1
2
1
1
2
2
1
1
2
1
1
2
2
1
1
2
1
1
2
2
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
1
2
2
1
2
2
1
2
1
1
1
1
2
1
2
1
1
2
2
1
2
3
3
3
3
1
1
3
2
2
3
1
2
2
2
2
1
3
2
1
3
1
1
3
3
2
2
2
1
1
1
2
2
2
1
2
1
1
1
1
2
1
2
1
2
1
1
1
2
5
5
5
5
5
5
5
5
3
5
5
3
5
5
3
5
5
4
5
5
5
5
5
5
4
4
4
5
5
5
4
5
5
4
5
5
5
5
5
5
4
5
5
5
5
5
5
5
4
5
4
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
4
5
4
5
5
5
5
5
4
2
4
5
5
5
5
4
2
4
5
5
5
5
5
5
1
4
1
3
4
5
4
4
2
1
3
5
4
4
5
3
1
2
4
4
2
4
3
4
18
23
18
23
23
25
23
24
20
16
22
23
24
24
23
22
16
20
24
23
22
23
23
23
3
5
3
5
4
4
1
5
5
4
4
5
5
5
5
4
4
5
5
1
4
4
5
2
25
2
5
4
4
2
5
4
5
4
4
4
4
4
4
5
4
5
2
4
4
5
5
5
4
4
4
5
5
4
4
5
4
2
4
5
4
4
5
4
2
4
5
4
5
5
5
4
4
5
4
5
5
4
5
5
2
5
4
4
5
3
5
5
7
5
5
7
5
5
5
5
5
5
5
5
5
5
5
5
4
5
4
5
5
5
5
5
5
5
5
5
5
5
5
5
18
21
18
25
23
21
17
25
20
21
21
23
23
23
23
21
21
21
25
17
21
23
23
21

(Case) = S = Statement Code
SA 5
A 4
UD 3

S = SE X CODE A = Age Code E = Educational Code
MALE 1 Below 25 years Post Graduate/Prof
FEMALE 2 25 – 45 years B.Sc./HND
Marital Status Code ND/HSC/NCE
SECTION B
Please, kindly indicate your response to the following questions or statement by marking [X] inside the box. Response to question in this section is indicated as follows:

Strongly Agree (SA)
Agree (A)
Undecided (UD)
Disagree (D)
Strongly Disagree (SD)

The following questions for the questionnaire have five (5) possible responses. Please do not skip any question and answer all the questions for proper evaluation.

1. Special wage increase should be given to employees to do their job very well.
SA [ ] A [ ] UD p ] D [ ] SD [ ]

2. Better job description would be helpful so that employees will know exactly what is expected of them.
SA [ ] A [ ] UD p ] D [ ] SD [ ]

3. Supervisor should give a good deal of attention to the physical working condition of their employees.
SA [ ] A [ ] UD p ] D [ ] SD [ ]

4. Management could show more interest in the employees by sponsoring social events after working hours.
SA [ ] A [ ] UD p ] D [ ] SD [ ]

5. Pride in one’s work is actually an important reward.
SA [ ] A [ ] UD p ] D [ ] SD [ ]

6. Management should always organize a management meeting once in a month to know the growth or the need of staff.
SA [ ] A [ ] UD p ] D [ ] SD [ ]

7. Employees want to be able to think of themselves as the “the best” at their own job.
SA [ ] A [ ] UD p ] D [ ] SD [ ]

8. The quality of the relationship in the informal work group is quite important.
SA [ ] A [ ] UD p ] D [ ] SD [ ]

9. Individual incentive bonuses would improve the performance of employees.
SA [ ] A [ ] UD p ] D [ ] SD [ ]

10. Having good equipment to work with is important to employees.
SA [ ] A [ ] UD p ] D [ ] SD [ ]