Project Abstract

Project Overview

<p> </p><p><b>INTRODUCTION</b></p><p><b>1.1</b><b>&nbsp; BACKGROUND TO THE STUDY</b></p><p>Although,<br>there is general agreement among psychologists that man experiences a variety<br>of needs, there is considerable disagreement as to what these needs are and<br>their relative importance (Van Rooyen, J. <br>2006).</p><p>One<br>of the basic problems in any organization is how to motivate people to work.<br>Motivating people to work entails, meeting their needs. This is because people<br>working in the organization to meet workers needs affect the satisfaction,<br>which the workers derive from their job.</p><p>The<br>satisfaction that the workers derive from their job can affect their motivation<br>to work. People are motivated by various factors at different times, according<br>to Wilkinson et al (2007) the first factor is the combination of the individual<br>perceptions of the expectations other people have of them, and their own<br>expectations of themselves. This happens because people come into work<br>situations with various expectations. <br>When they arrive at the work place, they meet other people who also have<br>expectations of them; positive individual and group expectations serve as<br>positive motivational factors for the worker. This is why a balance must be<br>struck as much as possible between organizational objectives and individual<br>aspirations (Sulcas, P. 2007). The essence<br>of this is to ensure a situation where the individual is motivated while the<br>organization is achieving established objectives.</p><p>The<br>second factor deals with the issue of self-images and concepts as well as life<br>experiences and personality.</p><p>These<br>factors have to be positively motivated in the worker to yield proactive<br>behaviour. This can be achieved through a carefully planned reward system,<br>which is a type of reinforcement directed at modifying people behaviour. &nbsp;</p><p>&nbsp;Those who occupy management positions in organizations<br>encourage behaviour basically through the means of positive reinforcement.<br>Positive reinforcement boosts favourable consequences that go a long way to<br>encourage the repetition of particular behaviour (Adonisi, M. 2005). </p><p>It<br>is therefore important for the management to ensure</p><p>that<br>they motivate their employees to achieve the set goals and objectives of the<br>organization. The management of an organization can motivate its employees if it’s<br>able to study the characteristics of the employee and know what actually<br>motivate them to productivity.</p><p>It<br>is in view of this that this study wants to look at motivation of employees as<br>tool for improving organizational productivity, by using the Diamond bank plc as<br>a case study.</p><p><b>1.2 &nbsp; STATEMENT OF THE PROBLEM</b></p><p>Organization<br>exists for the purpose of rendering some services. For the organization to meet<br>its objectives, people are employed in the organization in order to help the<br>organization meet its objectives. Thus, in order to ensure that people employed<br>in the organization perform optimally towards the realization of organizational<br>goals, they need to be motivated to work.</p><p>Motivating<br>people to work entails meting their needs. There is a great controversy over<br>the issue of motivating people.</p><p>Some<br>people are of the view that such extrinsic factors like money, praise, and<br>quality of supervision and company’s policy can motivate people to work, while<br>others are of the view that such extrinsic factors like advancement quality of<br>the job done by person, recognition and growth can motivate workers to<br>productivity.</p><p>It<br>is in view of these controversies that this study wants to look at the<br>motivation of employees in the organization by using Diamond bank plc as a case<br>study; and in doing this, the following questions arise:</p><p><b>1.3 &nbsp; RESEARCH<br>QUESTIONS</b></p><p>It is in view of the above problems that the following<br>questions arise:</p><p>1. What are the factors that motivate employees to<br>perform in an organization?</p><p>2. What are the available techniques of motivating<br>employees for higher productivity?</p><p>3. Do motivation actually steer employees productive<br>capacity?</p><p>4. What are the problems militating against<br>employees motivation, and</p><p>4. How can these problems of employees’ motivation<br>be addressed in order to improve productivity in the organization?</p><p><b>1.4 &nbsp; OBJECTIVES OF THE STUDY.</b></p><p>This research work<br>hopes to achieve the following objectives:</p><p>To<br>examine the factors which motivate employees to perform in the organization</p><p>1.<br>To look at various techniques of motivating people to performance in the<br>organization,</p><p>2.<br>To ascertain the effect of motivation on workers productivity.</p><p>3.<br>To identify the problems associated with the motivation of workers in the<br>organization.</p><p>4.<br>To suggest the solutions to such problems, if any.</p><p>Finally,<br>to improve people’s knowledge in this area of organizational behaviour.</p><p><b>1.5 &nbsp; Research Hypotheses</b></p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; The<br>following hypotheses will be tested in this study:</p><p>1. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>Ho: The<br>quality of supervision will not motivate workers productivity.</p><p>Hi: The<br>quality of supervision will motivate workers productivity.</p><p>2. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>Ho: A<br>worker’s perception of what obtained in his organizational will not motivate<br>him to greater productivity.</p><p>Hi: A worker’s perception of what obtained in his<br>organizational will motivate him to greater productivity.</p><p>3. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>Ho: A<br>worker’s perception of organizational appraisal policy will motivate him to<br>greater productivity.</p><p>Hi: A worker’s perception of organizational appraisal<br>policy will not motivate him to greater productivity.</p><p>4. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>Ho: The<br>worker’s satisfaction with its fringe benefits will not motivate him to greater<br>productivity.</p><p>Hi: The worker’s satisfaction with its fringe<br>benefits will motivate him to greater productivity.</p><p><b>1.6 &nbsp; Significance of the Study</b></p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; This study will<br>educate the management of the organization (especially the organization under<br>study, Diamond bank plc) on how to motivate their workers to productivity.</p><p>The<br>findings of this study will generate people’s interest in researching into<br>other areas of motivation in the organization will enrich the literature on<br>motivation as a phenomenon.</p><p>&nbsp; &nbsp; &nbsp; &nbsp; Finally, the study hopes to enrich<br>people’s knowledge in this area of organizational behaviour and management of people<br>in the organization.</p><p><b>1.7 &nbsp; Scope of the Study</b></p><p>This<br>study is on impact of motivation on organizational productivity. The study will<br>also covers the various techniques of motivation and theories of motivation as<br>they impact on employees productivity in an organization. The study will cover<br>a period of ten (10) years of organizational performance.</p><p><b>1.8 &nbsp; Limitation of Study</b></p><p>&nbsp;The study is limited to the employees’<br>motivational factors,</p><p>and<br>its effect of organizational productivity. The study does not consider other<br>variables and as such is limited to only those areas specified above. Also, it<br>does not cover all sectors of the Nigerian economy. The diamond bank plc is one<br>the area of the economy that is responsible for big businesses and service<br>rendering, and as such the study does not look into how these motivational<br>factors work or influence productivity across other sectors.</p><p><b>1.9 &nbsp; Organization of Study</b></p><p>For<br>an orderly presentation of this study, this research essay has been divided<br>into five (5) chapter; the first gives an introduction of the study, chapter<br>two focuses on literature review, chapter three talk about the methodology,<br>chapter four is the analysis and presentation of data for this study, and the<br>last chapter summarizes the study and gives useful recommendations.</p><p><b>1.10 &nbsp; </b><b>Operational Definition of Terms</b></p><p>The<br>following terms were defined as used in this study:</p><p><b>Productivity</b>:<br>Is the ratio of output or production capacity of the workers in an organization.<br>It is the relationship between the amount of one or more inputs and the amount<br>of outputs from a clearly identified process.</p><p><b>Employees</b>:<br><b>are the </b>workers in an organization,<br>working for the accomplishment of the organizational goals. In this study, the<br>employees are those staffs of the organization, Diamond bank plc</p><p><b>Motivation</b>:<br>Motivation is a decision-making process, through which the individual chooses<br>the desired outcomes and sets in motion the behaviour appropriate to<br>them”.</p><p><b>Adequate Motivation</b><b>:</b>&nbsp; These are factors (familiarity, concern and<br>driving force), which exist or are provided in a work situation either<br>physically or psychologically which determine the input and productivity level<br>of the worker.</p><p><b>Intimacy</b><b>:</b>&nbsp; Intimacy or Familiarity could be described as<br>the feeling of warmth and friendliness based on interpersonal relationship<br>among people.</p><p>&nbsp;<b>Consideration:</b><br>Consideration or Concern refers to a situation where both their colleagues and<br>managers treat staffs with understanding. In this case, there is both a<br>personal and human touch in dealing with workers.</p><p><b>Morale</b><b>:</b><br>Moral refers to staff emotional and mental level of zeal.</p><p><b>REFERENCES</b></p><p>Adonisi,<br>M. 2005. &nbsp; Antecedents of an organizational culture<br>that fosters corporate entrepreneurship. <br>People Dynamics, August 2005. <br>Vol. 23, No. 8. p. 6.</p><p>Sulcas,<br>P. 2007. &nbsp; Are your practices producing results? People Dynamics, June 2007. Vol. 25, No. 6. p. 12.</p><p>VAN ROOYEN,<br>J. 2006. <br>Facing barriers beyond conscious awareness. People Dynamics, January 2006. Vol. 24, No. 1. p. 4-5.</p><p>Wilkinson,<br>A. Westerman, J. &amp; Simmons, B. (2007) The effects of work environment on<br>the personality-performance relationship: <br>an exploratory study. Journal of<br>Managerial Issues. Summer 2007. Vol. 19,<br>Issue 2. p. 288-305, 18p.</p> <br><p></p>