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
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
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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.
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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.
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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.
1.4 OBJECTIVES OF THE STUDY
The objectives of the study are:
1. To create information about employee motivation
and organizational performance.
2. To find out if motivation improves employee
performance.
3. To find out if motivation improves organizational
performance.
4. To find out the impact of incentives on
organizational performance.
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5. To make suggestion on how to improve employee
motivation and organizational performance.
1.5 HYPOTHESES FOR THE STUDY
Hypothesis I
Monetary incentives have no impact on employee
motivation.
Hypothesis II
There is no significant relationship between staff motivation
and organizational performance.
Hypothesis III
There is no significant relationship between employee
motivation and individual employee productivity in the
organization.
1.6 SIGNIFICANCE OF THE STUDY
The importances to be derived from the study are as
follows:
a. It will serve as a source of reference for future
researchers.
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b. It will guide management of business organizations in
proper selection of equitable motivational options that
will spur staff towards higher performance.
c. Business organizations and their customers will
benefit from the improved performance of staff duly
motivated.
1.7 MOTIVATION FOR THE STUDY
The propelling interest for the study is to find the
causes of job dissatisfaction and poor performance among
staff of business organizations.
1.8 FORMAT FOR THE STUDY
This study was structured into six chapters for easy
analysis and comprehension. Chapter one deals with
introduction, theoretical framework, problem statement,
objective of study, hypothesis and significance of study as
well as definition of terms.
In chapter two, thesis of related literature were
reviewed. Items like motivation, elements of an organization,
concept of management, and concept of personnel
management are treated. Also analyzed are motivating
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factors for improved staff performance, and finally,
application of motivating factors towards higher
performance of business organizations.
Chapter three dealt with methodology, design, sample
and sampling techniques, population of study, area of
study, instrumentation and instrument for data collection.
Chapter four tackled data presentation and analysis while
chapter five discussed findings. Finally, chapter six makes a
summary of findings, conclusion and recommendations.
1.9 DEFINITION OF TERMS
The following terms were defined in the context of their
relevance to the study.
Motivation: The act of stimulating or causing someone
to behave better than previous performances.
Training: The process of preparing workers for effective
and efficient job performance.
Development: The act or process of improving on the
existing skills of workers for higher performance of jobs.
Job Satisfaction: A feeling of pleasure due to
contentment from conditions of work.
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Job Dissatisfaction: A feeling of displeasure due to
discontentment from conditions of work .
Basic Needs: The requirements for clothing, food, and
shelter due to their relevance to life sustenance.
Higher Order Needs: The requirements for esteem, social
belongingness and self actualization which are secondary to
life sustenance.
Productivity: Efficiency in creation of goods and services
compared in terms of time, human and materials resources.
Over-reward: Compensation of staff above his input –output
ratio.
Under-rewards: Compensation of staff below his input –
output relations.
Equitable Rewards: Compensation of staff in equal ratio of
input –output relations.
Job Input: The contribution of staff service towards
Production.
Job Output: The result of the contribution of staff services
towards production