Motivation - Catalyst for High Performance Project by Owinje O. Efe

CHAPTER ONE

INTRODUCTION

1.0 BACKGROUND OF THE STUDY

Motivation as defined by the WordWeb is the

psychological feature that arouses an organism to action

towards a desired goal; the reason for the action; that

which gives purpose and direction to behaviour.

In the olden days, it was assumed that a good and

successful Manager is the one who stood over his

workers and give order on them to obey. But a Manager

who thinks and decides for his men not only what to do

but how it should be done more especially in the working

environment might not succeed. This is effect would

enhance how productivity approach might have worked

in past when organisation were in small scale and the

relationships were more personal than they are today.

Therefore, to get people to work effectively and

efficiently, in this changed situation, a total different

approach is needed.

That is to say, people have to be organised in order to

achieve the set objectives and to be able to do this, a

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 1

Manager must understand the motive of workers and

thereby motivate them accordingly. This type of

approach is an aspect of modern management functions

of leading which is concerned with encouraging workers

to put in their best towards the attainment of

organisational goals and objectives. According to

Donnelly Gibson and Ivancevich (1984) “Motivation is

defined as the force within an individual that shows or

initiates direct behavioural pattern. On the other hand, it

can be seem as a state of being induced by doing certain

things (works) which is a tool often applied to an

employee/workers or staff in an organisation in order to

make them perform efficiently towards the achievement

of the organisational goals and objectives.

1.1 STATEMENT OF PROBLEM

It will be out of place to say that the success and failure

of any organisation depends on the effective mobilisation

of the effort of the entire workers that make up the

organisation. As such in this regard adequate attention

must be paid towards motivation in today’s complex

society.


Lack of motivation of workers/staff within an organisation

causes numerous setbacks in an organisation. Failure to

motivate workers leads to employees rendering low

services, which can lead an organisation into total

bankruptcy.

Another different social science finding by A. K. Ubeku,

have revealed that employers can only give their best

when their various needs are satisfied primarily.

Based on the above, it would be of vital importance to

the NACRDB Ltd to provide factors of motivation that will

improve or enhance the living condition of its workforce

and invariably will provide challenges to the workers/staff

of the organisation.

1.2 PURPOSE OF THE STUDY

1. The aim and objective of this study is to identify the

different types of motivation and their effectiveness

on workers/staff in NACRDB Ltd and other

public/private organisations.


2. To know whether motivation to an employee is of

necessity in order to achieve maximum productivity

in organisations.

3. To enquire about things related to employee

efficiency, satisfaction, productivity, the motivation

they received and general working environment of

the employee work.

4. To examine the different types of motivational tools

used for individual workers of Nigerian Agricultural,

Cooperative and Rural Development Bank Ltd.

5. Also to find out how the Bank meets the demands of

the workforce in respect to individual needs.

1.3 SIGNIFICANCE OF THE STUDY

There is an old saying you can take a horse to the water

but you cannot force it to drink; it will drink only if it's

thirsty - so with people. They will do what they want to do

or otherwise motivated to do. “Whether it is to excel on

the workshop floor or in the 'ivory tower' they must be

motivated or driven to it, either by themselves or through

external stimulus”.


Based on the above statement the researcher has

considered the consequence of motivation by writing the

topic Motivation; Catalyst for High Performance of

Nigerian Agricultural, Cooperative and Rural

Development Bank (NACRDB) Limited Workers. This

project is out to assist the Bank and other organisations

to find out the various types of motivational factors that

they can use to enhance the performance of their

workforce so as to give their best towards achieve the

organisational goals and objectives in the most effective

and efficient manner.

This in no small measure will serve as a challenge to

other organisations to emulate and generally improve the

performance of employees.

1.4 HYPOTHESIS

Ho That positive motivation in terms of monetary

rewards i.e. increased salary, bonus and promotion

etc have a direct correlation with employee’s

performance.


H1 The positive motivation in terms of monetary

rewards may not induce the desired enthusiasm on

part of the employee to put in the best.

1.5 SCOPE AND LIMITATION

This project is meant to cover certain problems

confronting the NACRDB Ltd employees. The research

intends to cover some of the problems that is happening

and that may likely happen in the near future by which

workers could be motivated for greater productivity. In

the course of time the researcher try as much as to limit

these problems or alternatively eliminate them

completely.

Though no work of any type can completely succeed

without research limitation. During the survey general

discussions were held with friends, this discussion worked

satisfactory and this gave me ample of opportunity to

discuss the research work widely and learn the

grievances of the workers/staff particularly their general

feeling and opinions that the organisation needs to

address the problem of employee’s motivation seriously.


These techniques of approaching the workers as

mentioned earlier, quite a number of problems were

being encountered. Only seventy (70%) percent of the

workers/staff responded positively towards the interview

administered. From this fact: I am conscious of the

limiting extent of the reliability of life data from the

reason stated earlier.


CHAPTER TWO

LITERATURE REVIEW

2.0 INTRODUCTION

Motivation is an effective instrument in the hands of the

management in inspiring the workforce. It is the major

task of every manager to motivate his subordinate or to

create the will to work among the subordinates. We

should put it in mind that the worker may be immensely

capable of doing some work, nothing or little can be

achieved if he or she is not willing to work, creation of a

will to work is motivation in simple but true sense of

term.

Rensis Likerthas called motivation as the core

management, which is, motivation is the core of

management ability to bend his/her workforce to higher

performance.

Frederick Herberg’s motivation theory states that

satisfaction of the employees is associated with the non-

monetary, or intrinsic factors like achievement,

recognition, personal growth and the characteristics of

the work.


The intrinsic factors motivate the employee. Similarly,

the dissatisfying or the extrinsic factors like company

policies, salary, co-worker relations, supervisor

relationship and job security etc.

In order to motivate workers to work for the

organizational goals, the managers must determine the

motives or needs of the workers and provide an

environment in which appropriate incentives are

available for their satisfaction. If the management is

successful in doing so, it will also be successful in

increasing the willingness of the workers to work. This will

increase efficiency and effectiveness of the organization.

There will be better utilization of resources and workers

abilities and capacities. This apply to the recent time

viewpoint that for an organisation to achieve the set

goals depends largely on the effective mobilisation of all

the geared efforts of the people that make up the entire

organisation therefore it is envisaged that much attention

be paid to motivation of which much is to be achieved.

Much emphasis has been placed on the important role


that motivation plays in getting workers to put in their

best on their job. Invariably, workers can now be

expected to be highly productive.

Motivation according to Weihrich and W. Geverman

(1968) is described as an inner stated which energies,

activates, moves and directs human behaviour towards

certain goals.

Based on the above definition by various theorist, we now

state categorically that there are certain inner motives

which makes workers put in their best to their jobs in

order to maintain high level of productivity and to

achieve this primaries, the management has to apply

adequate motivational factors to their workers to enable

them put in their best towards the realisation of the

organisational goals without tears. Above all it apparent

that motivating workers in an organisation is a vital and

important aspect of effective administration.

2.1 MOTIVATION FACTORS

The word motivation has been derived from motive,

which means any idea, need or emotion that prompts a


man in to action. Whatever may be the behaviour of man,

there is some stimulus behind it. Stimulus is dependent

upon the motive of the person concerned. Motive can be

known by studying his needs and desires.

There is no universal theory that can explain the factors

influencing motives which control mans behaviour at any

particular point of time. In general, the different motives

operate at different times among different people and

influence their behaviors. The process of motivation

studies the motives of individuals, which cause different

type of behaviour.

2.2 TYPES OF MOTIVATION

An incentive is something, which stimulates a person

towards some goal. It activates human needs and creates

the desire to work. Thus, an incentive is a means of

motivation. In organizations, increase in incentive leads

to better performance and vice versa.

An author by name John Loilly and Sons in (1987) have

categorised motivated into two types in which one is the


job itself and the other is the end through which the job

itself provides means.

The following are two types of motivation:

2.2.1 INTRINSIC: Intrinsic motivation can be defined as

an attitude of success of means people motivated to

bring out the best in themselves. Leaders must try and

understand the importance of intrinsic reward in order

that workers are given opportunity to design jobs that are

themselves motivational to the workers.

Intrinsic motivation occurs when people are internally

motivated to do something because it either brings them

pleasure, they think it is important, or they feel that what

they are learning is morally significant.

2.2.2 EXTRINSIC: The extrinsic motivations are

externally applied like incentive, pay and verbal praise

given to somebody by a high level manager/supervisor.

This influence is extrinsic motivational mandated from

outside the individual person. In effect, its power and

durability depends, mainly on the constant presence of

these external forces but in the absence of them, this


approach leads to better result, for the employee, the

organisation and the society in general.

For example, extrinsic motivation comes into play when a

student is compelled to do something or act a certain

way because of factors external to him or her (like money

or good grades).

2.3 IMPORTANT OF MOTIVATION

The main impact of motivating employee in an

organisation is to encourage them for higher productivity.

Motivation involves getting the workforce of the

organisation to pull together all resources effectively, to

give their loyalty to the organisation, to carry out

properly the purpose of the organization. The following

results may be expected if the employees are properly

motivated.

1. The workforce will be better satisfied if the

management provides them with opportunities to

fulfil their physiological and psychological needs.

The workers will cooperate voluntarily with the


management and will contribute their maximum

towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by

improving upon their skills and knowledge so that

they are able to contribute to the progress of the

organization. This will also result in increased

productivity.

3. The rates of labour’s turnover and absenteeism

among the workers will be low.

4. There will be good human relations in the

organization as friction among the workers

themselves and between the workers and the

management will decrease.

5. The number of complaints and grievances will come

down. Accident will also be low.

2.4 THEORIES OF MOTIVATION

Understanding what motivated employees is and how

they were motivated was the focus of many researchers


and scholars in which we have the likes of Behaviour

Modification theory; Abraham H. Maslows need hierarchy

or Deficient theory of motivation. J. S. Adam’s Equity

Theory, Vrooms Expectation Theory, Two factors Theory.

2.5 ABRAHAM H. MASLOW NEED HIERARCHY OR

DEFICIENT THEORY OF MOTIVATION

Behavioural scientists, A. H. Maslow and Frederick

Heizberg, whose published works are the “Bible of

Motivation”, have provided the intellectual basis for most

of motivation thinking. Although Maslow himself did not

apply his theory to industrial situation, it has wide impact

for beyond academic circles. Douglas MacGregor has

used Maslow’s theory to interpret specific problems in

personnel administration and industrial relations.

The root of Maslow’s theory is that human needs are

arranged in hierarchy composed of five categories. The

lowest level needs are physiological and the highest

levels are the self-actualisation needs. Maslow starts with

the formation that man is a wanting animal with a

hierarchy of needs of which some are lower in scale and


some are in a higher scale or system of values. As the

lower needs are satisfied, higher needs emerge. Higher

needs cannot be satisfied unless lower needs are fulfilled.

A satisfied need is not a motivator. The hierarchy of

needs at work in the individual is today a routine tool of

personnel trade and when these needs are active, they

act as powerful conditioners of behaviour- as Motivators.

Hierarchy of needs; the main needs of men are five. They

are physiological needs, safety needs, social needs, ego

needs and self-actualisation needs, as shown in order of

their importance.


Self- Actualisation

Ego Needs

Social Needs

Safety Needs

Physiological Needs

The above five basic needs are regarded as striving

needs which make a person do things. The first model

indicates the ranking of different needs. The second is

more helpful in indicating how the satisfaction of the

higher needs is based on the satisfaction of lower needs.

It also shows how the number of person who has

experienced the fulfilment of the higher needs gradually

tapers off.

Physiological / Body Needs: - The individual move up the

ladder responding first to the physiological needs for

nourishment, clothing and shelter. These physical needs

must be equated with pay rate, pay practices and to an

extent with physical condition of the job.

Safety needs: - The next in order of needs is safety needs,

the need to be free from danger, either from other people

or from environment. The individual want to assured,

once his bodily needs are satisfied, that they are secure

and will continue to be satisfied for foreseeable feature.

The safety needs may take the form of job security,

security against disease, misfortune, old age etc as also

against industrial injury. Safety laws, measure of social


security, protective labour laws and collective

agreements, generally meet such needs.

Social needs: - Going up the scale of needs the individual

feels the desire to work in a cohesive group and develop

a sense of belonging and identification with a group. He

feels the need to love and be loved and the need to

belong and be identified with a group. In a large

organization it is not easy to build up social relations.

However close relationship can be built up with at least

some fellow workers. Every employee wants too feel that

he is wanted or accepted and that he is not an alien

facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our

desire for status and recognition, respect and prestige in

the work group or work place such as is conferred by the

recognition of ones merit by promotion, by participation

in management and by fulfilment of workers urge for self

expression. Some of the needs relate to ones esteem e.g.

need for achievement, self confidence, knowledge,

competence etc. On the job, this means praise for a job

but more important it means a feeling by employee that


at all times he has the respect of his supervisor as a

person and as a contributor to the organizational goals.

Self realization or Actualisation needs: - This upper level

need is one which when satisfied provide insights to

support future research regarding strategic guidance for

organization that are both providing and using

reward/recognition programs makes the employee give

up the dependence on others or on the environment. He

becomes growth oriented, self oriented, directed,

detached and creative. This need reflects a state defined

in terms of the extent to which an individual attains his

personnel goal. This is the need, which totally lies within

oneself, and there is no demand from any external

situation or person.

2.6 VROOMS EXPECTATION THEORY

Vroom’s theory is based on the belief that employee

effort will lead to performance and performance will lead

to rewards (Vroom, 1964). Reward may be either positive

or negative. The more positive the reward the more likely

the employee will be highly motivated. Conversely, the


more negative the reward the less likely the employee

will be motivated.

Two Factor Theory

Douglas McGregor introduced the theory with the help of

two views; X assumptions are conservative in style

Assumptions are modern in style.

X Theory

Individuals inherently dislike work.

People must be coerced or controlled to do work to

achieve the objectives.

People prefer to be directed

Y Theory

People view work as being as natural as play and rest

People will exercise self direction and control towards

achieving objectives they are committed to

People learn to accept and seek responsibility.

2.7 MCGREGOR THEORY OF ‘X’ AND ‘Y’


In an attempt to know the level of motivation in workers

McGregor propounded the theories were tons aimed at

giving management of greater understanding of the

workers. In order to helps them in motivating workers in

the organisation.

McGregor gave the classification of leadership style that

he called traditional theory X and Y and the modern

theory ‘Y’ it is understood that these leadership styles

can motivate and demotivate workers in an organisation

in the sense that the nature of individual workers should

be given due consideration when they are needed to

accomplish the set gaol of the organisation. Therefore,

these theories assumed human nature in different

manners.

1) Theory ‘X’ assumes that people are by

nature lazy and to not like work, dislike

responsibility and they are generally not ambitious.

They are seen as passive and resistant to

organisation objective and must be compelled with,

commanded and controlled.


2) Theory ‘Y’ assumes opposite directions,

that leadership assumes that an average human

being learns under proper condition and they do not

only accept but also see responsibility. The threats

of punishment and coercion are not the only means

of bringing efforts towards productivity that man

could exercise self-direction and self-control to

achieve goals in which he is committed to. So

motivation is inherent in all human beings in the

universe.

Looking at the theory ‘X’ and ‘Y’, theory X is more

dynamic and realistic. With the modern search findings it

shows much more adequate for both the growth of the

individual worker and the organisation as a whole.

However, theory ‘X’ appears to be demotivate rather

than motivate.

According to McGregor he propounded that there is a

need to withdraw from theory because most

organisations show more concern for their workers and

their needs to achieve organisational goals and improved

productivity. Accordingly, he should have confidence in


the potentials of the workers at hand and this actually

motivate employees to act in the direction of goals and

plans of the organisation.

Theory ‘X’ and ‘Y’ are not prescription for managerial

strategies but merely assumptions, therefore, the must

be tested against reality. A manager who uses theory ‘X’

approach will definitely have negative efforts on

productivity since workers will be working because they

are forced to do so or are afraid of punishment.

2.8 MOTIVATOR AND HYGIENE THEORY

We will go back to the Frederick Herzberg on his theory

on two Factors about Motivator or a Hygiene Factor? This

theory was based how workers salary affects their

input/output, in his research.

Pay is both a motivator and hygiene factor, hence the

“two factor theory,” the “motivator-hygiene factor.”

Salary based on pay is one but a relevant category of the

hygiene theory, being stated as one of the “sources of

dissatisfaction and satisfaction” within the affects of job

function. However, amongst all aspects, personally, I


believe pay is the primary motivator and influence within

a social category providing social classification. Although

many people may tell you that money isn’t everything, I

regret to say, that it is; and is the primary motivational

factor of our infamous human resources teams.

"Individuals are not content with the satisfaction of

lower-order needs at work, for example, those

associated with minimum salary levels or safe and

pleasant working conditions. Rather, individuals look

for the gratification of higher-level psychological

needs having to do with achievement, recognition,

responsibility, advancement, and the nature of the

work itself" (Herzberg, 1969).

2.9 HUMAN RELATION THEORY

Another group research led by “Eltal Mayo” in its western

electric company (USA) tried to see the effect of light on

workers. This was popularly known as the Authorise

experiment of illumination. He discovered that working

conditions are not the only factor that could motivate

workers but group relationship could have a major

influence over workers performances.


The researcher therefore suggested that managers

should direct their motivational tools not only to

individual workmen, but also to groups comprising of

individuals in the workforce.

Judging from this human relation theory it is obvious that

group recognition is very much an important factor in

motivating workers for higher productivity and not merely

money alone.

2.10 EMPLOYEES MOTIVATION

According to A. K. Ubeku (1975) that a manager having

the most skilled workers may not have his organisational

objectives, realised of his subordinate are not adequately

motivated and more so that managers and supervisors

must understand productivity in which the following

aspects must be given due consideration.

1. Training Facilities/Opportunity

2. Salary and Wages

3. Authority and Accountability

4. Job Enrichment

5. Welfare Services

6. Job Security

7. Promotion


8. Recognition

2.10.1 TRAINING

This is the process of developing attitudes, habits

and skills towards a change in behaviour as a result

of the training. In view of the above, the

organisations should provide training facilities to

enable each worker lean to do his/her job effectively

and efficiently and prepare for further challenges.

2.10.2 SALARY AND WAGES

They are the most important factor especially in the

Nigerian context, which has a large motivating

element in it. Therefore, payment of good salary

and wages is very vital to productivity efforts of

employees. A large number of workforce in Nigeria

who by the nature of their job cannot be promoted

or have their job improved in any forms may be as a

result of old aged.

To this categories of workers, the only important

factor to them is the pay package, promotion

prospects, working conditions cannot be


substantially improved but if the pay can be

improved from time to time and provide. Working

relationship, it is obvious that the employees under

this category are likely to perform his duties in a

lowest way. In this respects, the use of money, as a

motivating factor must be ruled out.

According to Said Gellerman (1978) summarised up

to say that monetary omnipotence is a myth but not

to say that money encourages more efforts extra

creativity and other kind of non routine

performance.

2.10.3 AUTHORITY AND RESPONSIBILITY

The main factors in motivating a job holder is to

give him increased authority and hold him

accountable for the results and this will pose a

challenge to which the workers will react. The

importance of this factor was carried out by Dr. Paul

in England (1961) and it was confirmed by the

results of various studies.


2.10.4 JOB ENRICHMENT

In this situation, division of labour is provided so

that workers can be specialised in that particular job

and productivity will definitely increase abundantly.

However job enrichment should be distinguished

from job enlargement. Job is enlarged when the

tasks being performed in the job are increased but a

job is enriched when many people do tasks.

2.10.5 WELFARE SERVICES

This is to provide employees with health, safety and

welfare standard such as transport facilities,

recreational and social facilities, medical services,

and rates of pay, promotion and joint consultation.

2.10.6 JOB SECURITY

Many workers preferred the security of job that the

civil services provides while they hated the idea of

the boss alone having the power to terminate their

services without formalities. The fear of living ones

job is more experienced at the lower level where

many workers are without any marketable

knowledge and skills. The fear of insecurity hinders

their efforts and so allays these focus, procedures,


must be established for promotion, discipline,

grievance and termination, so that the workers may

see that in every case justification must prevail.

2.10.7 PROMOTION

Every worker wants to see a change for the better

in his or her job and in place of work as an assistant

manager would like to become a manager and

promotion brings along with it not just more money

by a rank recognition of the individual performance.

Thereafter to justify this recognition workers being

promoted put in more efforts in his work as

promotion put more life in the individual and

activate his knowledge, skills and he strives harder

to be effective in his new job.


CHAPTER THREE

RESEARCH METHODOLOGY

3.0 INTRODUCTION

Research is a systematic method of finding solutions to

problems. It is essentially an investigation, a recording

and an analysis of evidence for the purpose of gaining

knowledge. According to Clifford Woody, “research

comprises of defining and redefining problem,

formulating hypothesis or suggested solutions, collecting,

organizing and evaluating data, reaching conclusions,

testing conclusions to determine whether they fit the

formulated hypothesis”

The collection of data in any research to be undertaken

could be justifiable regarded as a foundation upon which

the necessary facts and information could be obtained.

This is very crucial to the success and meaningful

achievement of any survey. However, research is simply

the process of arriving through the planned and

systematic collection of data. In other word research is a

systematic process of discovering acquiring, and using

knowledge.


3.1 RESEARCH METHOD

History is an integrated narration/description of past

events of facts written in spirit of critical inquiry for the

whole truth. Historical research may be considered as

embracing the whole field of human past as broad as life

itself.

The purpose of doing historical research is to gain a

clearer perspective of the present. Historical research

provides us with the hypothesis for the solution of current

problems and also a greater appreciation of the culture

and role which new knowledge can play in the progress of

society.

Historical researches are of two categories, the

Documents, which are usually written, and the Relics,

which are generally archaeological or geological.

3.2 DESCRIPTIVE RESEARCH METHOD

This simplify the nature of a given phenomenon, it give a

scenario of a situation or a population in an explanatory

way. An accurate descriptive are imperative for making a

wide range of policy decision, and for study to be


accurate it must have be conducted scientifically that is

to say it have followed the terms of descriptive research

which is basic for all types of research in accessing the

situation as prerequisite to interferences and

generalisation.

3.3 SURVEY RESEARCH METHOD

The term survey research means the collection of

analysis of response of large samples of people to polls

and questionnaires designed to elicit their opinions,

attitudes and sentiments about a specific topic.

This method of research is oriented towards the

determination of the status of a given happening rather

than towards the isolation of consultative factors. The

nature of the research topic in question that is;

Motivation: Catalyst for High Performance of Nigerian

Agricultural, Cooperative and Rural Development Bank

(NACRDB) Limited Workers it has become imperative to

adopt the descriptive and survey methods of research.

Research methods are particularly versatile and practical

in that they identify and assess present condition and

point of needs. Survey does more than merely uncover


data they interpret synthesize and point to implication

and inter relationships.

3.4 INSTRUMENTS USED FOR DATA COLLECTION

There is always the need for a fairly accurate data to be

collected for any reliable information to be produced.

This has encouraged the researcher to adopted different

methods of data collection as one method alone is not

considered sufficient to produce the data needed for this

research. The following instruments where adapted.

Questionnaire: they are generally used for data

collection as it provides exceptional facts as a result of

non-disclosure of identity of the respondents.

A defeated questionnaire was carefully prepared and

specially numbered. The questions were arranged in

proper order, in accordance with the relevance.

Personal Interview: This method involves personal

interaction between two or more people where already

prepared questions were being asked by researchers and

answers provided by respondents. It is very relevant to

the study because if provides a means of meeting people


and having other considerations. It allows for a very wide

range of questions and answers were provided

immediately. Where there are doubts they can be

cleared and cross-examination of information can be

done.

It is also flexible since the interviewer can change his/her

language and be tactical when asking the questions

depending of the individual being interviewed. One of

the disadvantages is the cost, which accumulates

depending on how many return trips the respondent has

to make. Another disadvantage is withheld information

when the new sectional heads are interviewed there is

distrust in the interviewer.

The researcher would use percentage method, and

tabulation and graphics to present, analyse and interpret,

the data collected. It also helps to resent the original

data in an orderly manner. Similarly the techniques use

will makes it possible for the researcher to summaries

the information and since the data is in a more

explanatory form, it becomes more readily

comprehensible.


3.5 JUSTIFICATION FOR METHOD USE

Apart from the above-mentioned primary data collected

for the research work, the researcher also collected

secondary data for this purpose of the study. The

method used is highly justified because of its often

involvement in the exploratory, and description of the

extent of association between two or more variables.

The researcher is quite acquitted with the substantial

amount at the research problem. Also, the researcher

was able to clearly define what he wants to measure

hence, setting up an appropriate and specific means of

measurement.

The method used by the researcher is to take case of any

ambiguous answers that might be given by some

respondents and the omission of some vital questions

either deliberately or ignorantly to get a reasonable

response to help explain some difficult questions and to

save time consuming, and justify the method used.


3.6 CONCLUSION

The different method adopted in collecting data might

prove successful since much of the needed data was

collected.

However, there were some problems encountered in

trying to make such collections. Such as cooperation

from staff which was a little difficult in the beginning due

to work and other pressure. Difficulties in reaching the

respondents due to the researcher nature of work, and

the respondents within the time frame.


CHAPTER FOUR

ANALYSES AND INTERPRETATION OF DATA

4.0 INTRODUCTION

chapter four is concerned with information received from

questions which was administered to the staff of the

Nigerian Agricultural, Cooperative and Rural

Development Bank Limited, concerning the organisation

and welfare of the staff. To this effect, data collected

from the respondent and the interviews conducted has

been analysed and interpreted in order to support the

objective of this research.

The following questions, which were administered to, the

50 members of the staff randomly by the researcher

analysed below.

4.1 DATA ANALYSES AND INTERPRETATION

4.1.1 Response about the support from the HR department

S/

NO PARTICULAR

NUMBER OF

RESPONDEN

TS

PERCENTA

GE

1 Highly satisfied 18 36

2 Satisfied 29 58

3 Neutral 3 6

4 Dissatisfied 0 0



Total 50 100

INTERPRETATION

The table shows that 58% of the respondents are

satisfied with the support they are getting from the HR

department.

4.1.2 Management is interested in motivating the employees

S/

NO PARTICULAR

NUMBER OF

RESPONDENT

S

PERCENTA

GE

1 Strongly Agree 27 54

2 Agree 20 40

3 Neutral 3 6

4 Disagree 0 0

5 Strongly

Disagree

0 0

Total 50 100


INTERPRETATION

The table shows that 54% of the respondents are strongly

agreeing that the management is interested in

motivating the employees.

4.1.3 The type of incentives motivates you more

S/

NO PARTICULAR

NUMBER OF

RESPONDEN

TS

PERCENTA

GE

1 Financial Incentives 15 30

2 Non financial

Incentives

9 18

3 Both 26 52

Total 50 100


The type of incentives motivates you more

30%

18%

52%

Financial Incentives

Non Financial Incentives

Both

INTERPRETATION

The table shows that 52% of the respondents are expressing

that both financial and non-financial incentives will equally

motivate them.

4.1.4 Satisfaction with the present incentives

scheme

S/

NO PARTICULAR

NUMBER OF

RESPONDENT

S

PERCENTA

GE


2 Satisfied 29 58

3 Neutral 3 6

4 Dissatisfied 0 0


Total 50 100


Satisfaction with the present incentives provided by the organization

36%

58%

6%0% 0%

0%

10%

20%

30%

40%

50%

60%

70%

HighlySatisfied

Satisfied Netural Dissatisfied highlyDissatisfied

INTERPRETATION

The table shows that 58% of the respondents are satisfied

with the present incentive scheme of the organization.

4.1.5 The company is eagerness in recognizing and

acknowledging employee’s work

S/

NO PARTICULAR

NUMBER OF

RESPONDEN

TS

PERCENTA

GE


2 Agree 29 58

3 Neutral 3 6

4 Disagree 0 0

5 Strongly

Disagree

0 0

Total 50 100


Eagerness of the company in acknowledging the work of employees

36%

58%

6%0% 0%

0%

10%

20%

30%

40%

50%

60%

70%

StronglyAgree

Agree Netural Disagree StronglyDisagree

INTERPRETATION

From the study, 58% of employees agreed that the

company is eager in recognizing and acknowledging their

work, 36% strongly agreed and only 6% showed neutral

response.

4.1.6 Periodical increase in salary

S/

NO PARTICULAR

NUMBER OF

RESPONDEN

TS

PERCENTA

GE


2 Agree 23 46

3 Neutral 3 6

4 Disagree 9 18

5 Strongly 3 6


Disagree

Total 50 100

INTERPRETATION

The table shows 46% of employees agree that there is a

periodical increase in the salary.

4.1.7 Job Security existing in the company.

S/

NO PARTICULAR

NUMBER OF

RESPONDENT

S

PERCENTA

GE

1 Strongly

Agree

15 30

2 Agree 18 36

3 Neutral 11 22

4 Disagree 3 6

5 Strongly 3 6


Disagree

Total 50 100

Job security exist in the company

30%

36%

22%

6% 6%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Strongly Agree Agree Netural Disagree Strongly Disagree

INTERPRETATION

The table shows 35% of employees agree with good job

security exist in the company.

4.1.8 Good relations with the co-workers.

S/

NO PARTICULAR

NUMBER OF

RESPONDEN

TS

PERCENTA

GE


2 Agree 27 54

3 Neutral 8 16

4 Disagree 0 0

5 Strongly

Disagree

0 0


Total 50 100

Good relations with co-workers

30%

54%

16%

0% 0%0%

10%

20%

30%

40%

50%

60%


INTERPRETATION

The table shows 54% of the respondents agree that they

have good relations with co-worker.

4.1.9 Effective performance appraisal system.

S/

NO PARTICULAR

NUMBER OF

RESPONDEN

TS

PERCENTAG

E


2 Agree 23 46

3 Neutral 8 16

4 Disagree 6 12

5 Strongly

Disagree

3 6

Total 50 100


Effective performance appraisal system.

20%

46%

16%12%

6%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%


INTERPRETATION

The table shows 46% of the respondents agree to

effective performance appraisal system existing in the

company.

4.1.10 Effective promotional opportunities in present job,

S/

NO PARTICULAR

NUMBER OF

RESPONDEN

TS

PERCENTA

GE


2 Agree 26 52

3 Neutral 9 18

4 Disagree 3 6

5 Strongly

Disagree

3 6

Total 50 100


18%

52%

18%

6% 6%

0%

10%

20%

30%

40%

50%

60%

StronglyAgree


Effective promotional opportunities in present job

INTERPRETATION

The table shows 52% of the respondents agree with

effective promotional opportunities in their present job.

4.1.11 Good safety measures existing in the organization.

S/

NO PARTICULAR

NUMBER OF

RESPONDEN

TS

PERCENTAGE

1 Strongly

Agree

15 30

2 Agree 23 46

3 Neutral 3 6

4 Disagree 6 12

5 Strongly

Disagree

3 6

Total 50 100


30%

46%

6%

12%

6%

0%5%

10%15%20%25%30%35%40%45%50%

StronglyAgree


Good safety measures existing in the organization.

INTERPRETATION

The table shows 46% of the respondents agree that there is

a good safety measure existing in the company.

4.1.12 Performance appraisal activities are helpful to get

motivated.

S/

NO PARTICULAR

NUMBER OF

RESPONDENT

S

PERCENTA

GE


2 Agree 23 46

3 Neutral 6 12

4 Disagree 3 3

5 Strongly Disagree 9 18

Total 50 100


Performance appraisal activities are helpful to get motivated

18%

46%

12%

6%

18%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%


INTERPRETATION

The table shows 46% of the respondents agree that the

performance appraisal activities are helpful to get

motivated.

4.1.13 Support from the co-worker is helpful to get motivated

S/

NO PARTICULAR

NUMBER OF

RESPONDENT

S

PERCENTA

GE


2 Agree 29 46

3 Neutral 0 0

4 Disagree 6 12

5 Strongly Disagree 3 6

Total 50 100


Support from the co-worker is helpful to get motivated

24%

58%

0%

12%6%

0%

10%

20%

30%

40%

50%

60%

70%


INTERPRETATION


support from the co-worker is helpful to get motivated.

4.1.14 Career development opportunities are helpful to get

motivated

S/

NO PARTICULAR

NUMBER OF

RESPONDEN

TS

PERCENTA

GE


2 Agree 26 52

3 Neutral 2 4

4 Disagree 4 8

5 Strongly

Disagree

8 16

Total 50 100


20%

52%

4%8%

16%

0%

10%

20%

30%

40%

50%

60%

StronglyAgree

Agree Neutral Disagree StronglyDisagree

INTERPRETATION


career development opportunities are helpful to get

motivated.

4.1.15 Factors, which motivates you the most.

S/

NO PARTICULAR

NUMBER OF

RESPONDE

NTS

PERCENTA

GE

1 Salary increase 21 42

2 Promotion 15 30

3 Leave 3 6

4 Motivational talk 5 10

5 Recognition 6 12

Total 50 100


42%

30%

6%

10%12% Salary increase

Promotion

Leave

Motivational talk

Recognition

INTERPRETATION

The table shows that the 42% of the respondent is

responding that increase in salary will motivate them the

most.

4.1.16 Incentives and other benefits will influence your

performance

S/

NO PARTICULAR

NUMBER OF

RESPONDEN

TS

PERCENTAGE

1 Influence 32 64

2 Does not

influence

12 24

3 No opinion 6 12

Total 50 100


64%

24%

12%

Influence

Does not influence

No opinion

INTERPRETATION

The table shows 64% of the respondents responded that

incentives and other benefits would influence their

performance

4.2 INFERENTIAL STATISTICS

Ho: There is no significant relationship between

incentives and employee’s performance.

H1: There is significant relationship between incentives

and employee’s performance.


Ho: There is no significant relationship between career

development opportunities and the extent of employee

motivation


performance appraisal system and the extent of

motivation.

H1: There is significant relationship between

performance appraisal system and the extent of

motivation.


interpersonal relationship in the organization and extent

of motivation.

H1: There is significant relationship between

interpersonal relationship in the organization and extent

of motivation.


CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.0 SUMMARY

This research work is aimed at providing employees and

management members with the information that can be

beneficial to personally and professionally. Every

organisation has multiple objectives including of

adequate profit for payment of a reasonable rate of

return to the owners and for investment in business

through satisfaction of customers, maintenance of a

contended workforce and creation of a public image. The

basic job of management of any organisation is the

effective utilization of available human resources,

technological, financial and physical resources for the

achievement of the business objectives.

This project entitled as “Motivation: Catalyst for High

Performance of NACRDB Ltd Workers” was done to find

out the factors which will motivate the employees. The

study undertakes various efforts to analyse all of them to

some great details. From the study, the researcher was

able to find some of the important factors, which

motivate the employees. Factors like financial incentives


and non financial inventive, performance appraisal

system, good relationship with co-workers, promotional

opportunities in the present job, employee participation

in decision making are very much effect the level

employee motivation as details out in Chapter four – Data

presentation and analysis. It is also clear from the study

that the company is so eager in motivating their

employees and their present effort for it so far effective.

The human resources can play an important role in the

realization of the objectives. Employees work in the

organization for the satisfaction of their needs. If the

human resources are not properly motivated, the

management will not be able to accomplish the desired

results. Therefore, human resources should be managed

with utmost care to inspire, encourage and impel them to

contribute their maximum for the achievement of the

business objectives.

5.1 CONCLUSION

The study concludes that, the motivational program

procedure in Nigerian Agricultural, Cooperative and Rural

Development Bank (NACRDB) Limited is found effective


but not highly effective. The study on employee

motivation highlighted so many factors, which will help to

motivate the employees. The study was conducted

among 50 employees and collected information through

structured questionnaire. The study helped to findings,

which were related, with employee motivational

programs, which are provided in the organization.

The performance appraisal activities really play a major

role in motivating the employees of the organization. It is

a major factor that makes an employee feels good in his

work and results in his satisfaction too. The organization

can still concentrate on specific areas, which are evolved

from this study in order to make the motivational

programs more effective. Only if the employees are

properly motivated- they work well and only if they work

well the organization is going to benefit out it. Steps

should be taken to improve the motivational programs

procedure in the future. The suggestions of this report

may help in this direction.


5.3 RECOMMENDATION

The financial institution, Nigerian Agricultural,

Cooperative and Rural Development Bank (NACRDB)

Limited one of the Federal Government of Nigeria (FGN)

Bank in aiming to reach the Nigerian citizens is trying its

best toward motivating its staff in achieving the FGN

goal.

Based on this research work if the management of the

organisation can implement the following

recommendations it will go a long way in propelling the

performance of its workforce to a greater heights.

The following are the recommendations for the findings

from the study are follows.

Most of the employees agree that the performance

appraisal activities are helpful to get motivated, so the

organisation should try to improve performance

appraisal system, so that they can improve their

performance.

Non-financial incentive plans should also be

implemented; it can improve the productivity level of

the employees.


Organization should give importance to

communication between employees and gain co-

ordination through it. Skills of the employees should

be appreciated.

Better carrier development opportunities should be

given to the employees for their improvement.

If the centralized system of management is changed to

a decentralized one, then there would be active and

committed participation of staff for the success of the

organization.


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