Staff Motivation and Organizational
Performance
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 dissatisfies
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 dissatisfies 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.
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.
5. To make suggestion on how to improve
employee motivation and organizational performance.
Staff Motivation and Organizational Performance
NB: The Complete Masters Project Topics in Business Administration Thesis is well written and ready to use.