i STAFF MOTIVATION AND PRODUCTIVITY IN EMENITE LIMITED, EMENE, ENUGU STATE (2008-2012). BY EDOGA EDWIN IKECHUKWU PG/M.SC/11/59962 DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT FACULTY OF SOCIAL SCIENCES UNIVERSITY OF NIGERIA NSUKKA NOVEMBER, 2012. 2 TITLE PAGE STAFF MOTIVATION AND PRODUCTIVITY IN EMENITE LIMITED, EMENE, ENUGU STATE (2008-2012). 3 APPROVAL PAGE This is to certify that this research project was carried out under our supervision and has been approved for submission to the department in the partial fulfillment of the requirements for the award of the Master of Science degree in public administration (human resources). By …………………… …………………… Dr. (Mrs.) M.A.O Obi Supervisor (PALG) Date…………… Prof. Fab. Onah Head of Department Date………………... ……………………….. External Examiner Date……………… ……………….………………….. Dean of Faculty of Social Sciences Date………… 4 DECLARATION PAGE I, Edoga Edwin Ikechuwu with registration number PG/Msc/11/59962 here by declare that this work titled staff motivation and productivity: A study of Emenite limited, Enugu was written by me. The work embodied in this project, except where duly acknowledged is original and have not been published in part or as a whole in this university. 5 DEDICATION TO ALMIGHTY GOD AND TO OUR LADY, MOTHER OF PERPETUAL HELP 6 ACKNOWLEDGMNT In the first place, my gratitude goes to God Almighty that made it possible for me to begin and accomplish this work and who in his infinite mercy and love made it possible to attain this level of academic exercise. I wish to acknowledge my high indebtedness and immeasurable thanks to my supervisor, Dr (Mrs.) M.A.O Obi for her guidance, patience, perseverance, time taken to read through the manuscript and her necessary advice that assisted to improve all aspect of this work despite her numerous schedules and engagements. My profound gratitude also goes to my mother Mrs. Theresa Edoga, for giving her moral and financial support through out my academic endeavour especially when the situation runs into serious hitch. My special gratitude also goes to my brothers: Mr. Sunday Edoga, Mr. Okechuku Edoga, Mr. Ejike Edoga, master Chinedu Edoga, master Uchechukwu Edoga, for their moral and financial assistance which enabled me to attain this level in academic hierarchy. I will also acknowledge the effort of my little and the only sister; miss Blessing Ukamaka Edoga for her constant prayer for my academic success. My big thanks goes to all my lectures for the knowledge and wisdom they imparted in me. I must not fail to thank my friends, Mr. Ogugua Peter, Valentine, Okafor Bibiana, Onyishi Lucky and to all my colleagues in the department who have contributed in various ways to make my stay in this programmed a success. I am also indebted to the staff of Emenite limited, Enugu for providing me with the needed information and materials for this thesis. 7 I have to thank the typist; Miss Joy who painstakingly went through the task of typing this work. I equally benefited from the work of several authors; I thank them all for sharpening my intellectual sensitivity. 8 ABSTRACT The study of motivation in an organization enhances the degree to which it results in productivity. Since it plays a vital role in the life of any organization and remained a central issue in any organization (private and public sector) committed to the attainment of specific set goals and objectives. This is why organizations spend huge amount of financial resources in their effort to identify conditions that leads to employee motivation and also make available to employee such motivational conditions. People choose to work, not just for working sake, but are always propelled by the desire to achieve their individual objectives by the way of helping organization accomplish their own objectives. If at any point a worker perceives his work as one leading to the satisfaction of his needs, the more motivated such an employee becomes and vice versa. The purpose of this study is to examine the effect of motivation on workers productivity in an organization with particular reference to Nigeria private sector and the issues involved in the designing and promoting of such programs. Emenite limited company was used as the study area. The thesis incorporated a study that was conducted on 120 employees from the four departments of the organization to find out the workers attitude towards motivational incentives and the types of problem commonly being experienced by the employees in the organization. In this thesis, hypotheses were formulated and tested. The literature review comprised of relevant paper, seminar papers, published and unpublished texts written by known authors which help to strengthen the issues raised. Questionnaire were developed and administered. In addition, the use of survey techniques, refined observation and in- depth interview on intimacy, consideration and thrust, all formed the methodology employed. The study is conducted in five chapters, chapter one deals with the introduction, statement of the problem, objective the study, significance of the study, scope and limitation. Chapter two dwells on literature review, research design, method of data collection. Hypotheses, theoretical framework and operationalization of key concepts. In chapter three brief history of the study area was highlighted including the structure and management of the organization. Chapter four handles data presentation and analysis, findings and discussion, testing of hypotheses raised. Finally, chapter five presents the summary, Recommendations and conclusion of the study. 9 LIST OF TABLES AND DIAGRAM Diagram 3.1 Oganogramme of Emenite Limited Table 4.1.1: Age respondents Table4.1.2: Educational Qualifications of Respondents. Table 4.1.3: Opinions of Employees on Regular Payment of Salaries. Table 4.1.4: Responses of Employees Satisfactory of their Past Salary Table 4.1.5: Relationship between Salary, Welfare Packages and productivity. Table 4.1.6: The Opinions of Employees on the basis of Promotion in Emenite Limited. Table 4.1.7: Opinions on the Correlation between Employees Training, Development and Productivity. Table 4.1.8: Obstacles to Maximum Productivity despite Motivational Factors Employed in the Emenite limited. Table 4.1.10: Responses on the Nature of Relationship between Management and Employees in Emenite. Table 4.1.11: Responses on the Relationship between the involvement of Employees in decision making Process and Productivity. Table 4.1.12: Opinions on the type of Reward that Motivates Employees most. Table 4.1.13: The Respondent Views on Whether Staff and Development has Long-run Profitability. Training 10 Table 4.1.14: Views on what to be done to Improve th Future Performance of Employee‟s Productivity in Emenite Limited Table 4.1.15: Contingency table using the Analysis in Table 4.1.5 Table 4.1.16: Computation of chi-Square (1) Table 4.1.17: Contingency Table using Analysis in Table 4.1.7 Table 4.1.18: Computation of Chi-Square (2). Table 4.1.19: Contingency table using the Analysis in Table 4.1.11 Table 4.1.20: Computation of Chi-Square (3). 11 TABLE OF CONTENTS Title Page -- -- -- -- -- -- -- -- -- -- i Approval Page -- -- -- -- -- -- -- -- -- ii Declaration Page -- -- -- -- -- -- -- -- -- iii Dedication -- -- -- -- -- -- -- -- -- -- iv Acknowledgment -- -- -- -- -- -- -- -- -- v Abstract -- -- -- -- -- -- -- -- -- -- vi List of Tables and Diagram -- -- -- -- -- -- -- -- vii Table of Contents -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 1 -- -- viii CHAPTER ONE 1.0 Introduction -- 1.1 Background to the Study -- -- -- -- -- -- 1 1.2 Statement of the Problem -- -- -- -- -- -- 3 1.3 Objectives of Study -- -- -- -- -- -- 6 1.4 Significance of the Study -- -- -- -- -- -- 6 1.5 Scope and Limitations of Study -- -- -- -- -- -- 8 -- -- -- -- -- -- 9 -- -- -- -- -- -- 38 -- -- -- 39 -- -- CHAPTER TWO 2.1 Literature Review -- 2.2 Hypotheses -- 2.3 Operationalization of Key Concepts -- 2.4 Methodology -- -- -- -- 2.4.1 Population of the Study -2.4.2 Location of the Study -- -- -- -- -- -- -- 39 -- -- -- -- -- 40 -- -- -- -- -- 40 -- -- -- -- 40 -- -- 41 2.4.3 Target Population of the Study -- 2.4.4 Sample and Sampling Techniques of the Study -- 12 2.4.5 Methods of data Collection -- -- -- -- -- 42 2.4.6 Reliability and Validity of Instrument -- -- -- -- 42 2.4.7 Administration of Questionnaire (Instrument) -- -- -- -- 43 2.4.8 Method of Data Presentation and Analysis -- -- -- -- 43 2.4.9 Theoretical Framework -- -- -- -- 43 -- -- 52 -- -- -- 54 -- -- -- -- -- CHAPTER THREE 3.0 Background of Emenite Limited, Emene, Eungu -- 3.1 The Structure and Management of Emenite Ltd 3.1.1 Finance Department -- -- -- -- -- -- -- 54 3.1.2 Technical Department -- -- -- -- -- -- -- 55 3.1.3 Commercial Department -- -- -- -- -- -- 56 3.1.4 -- -- -- -- -- 56 -- -- -- -- 58 -- -- -- 79 -- -- 81 Personnel Department -- CHAPTER FOUR 4.1 4.2 Data Presentation and Analysis -Findings and Discussion of Findings -- CHAPTER FIVE 5.0 Summary, Recommendations and Conclusion -- 5.1 Summary -- 5.2 Recommendations -- 5.3 Conclusion -BIBLIOGRAPHY APPENDIX -- -- -- -- -- -- -- -- -- -- 81 -- -- -- -- -- -- 83 -- -- -- -- -- -- 85 1 CHAPTER ONE 2.0 INTRODUCTION 1.1 BACKGROUND TO THE STUDY In all fields of endeavor motivation has a very significant role to play in the process of combining and utilizing organizational resources (men and materials) geared towards the accomplishment of organizational stated goals. The onerous task of motivating workers in any organization in order to boast their morale for efficient and effective job performance is as old as activity itself. Motivation initiates behaviour and determine its form, direction, intensity and duration. (ivanceriech and et al 2003:39). The productivity of an organization is a function of motivated behaviour. This explains the variations that exist in performances of employees in various organizations. The search for motivational strategies that aimed at improving the productivity of an organization has become a pressing need to address. This is because the structure that sustains organization depends on the individual‟s that operate the system. The problem of job motivation and productivity among workers in private and public sectors has been in focus for century now. It has assumed more importance because of the worsening socio-economic situation in most countries. Organizations in our contemporary society, Emenite Limited 2 inclusive have been performing below average as a result of manager‟s inability to manipulate incentives that can stimulate employee‟s performance (uzoka, 2009:75). Various administration in Nigeria, have made salary reviews and introduces reforms such as udoji commission of 1974 to improve the standard of performance among workers. In spite of these, employees still lack the kind of incentives that will raise their morale for higher performance. A highly motivated employee can bring about substantial decrease in the problems like apathy, absenteeism, tiredness, unrest and grievances. If enough motivational tools like good salary, job security, transport allowance, good working environment, adequate medical facilities, good retirement benefits, effective communication and good employee/ management relationship etc are provided for the workers, the attendant result is improved efficient and effective performance on the part of the employees. However, motivation has faced a lot of thoughts as par what and how individual needs can be ascertain in organizations especially in Emenite Limited. An appropriate mix of these motivational techniques coupled with the understanding of the employee needs will help to solve many motivational set backs in private organization especially in Emenite Limited, Emene, Enugu state. 3 1.2 STATEMENT OF THE PROBLEM The concept of job motivation is psychological. It relates to those forces operating within individual employees that make them to act or not to act in certain ways. The onerous task of management is to carefully analyze these psychological issues that will make an individual motivated and satisfied with his or her job. Most private organization often fails to integrate the welfare policy of their staff in the overall objectives or plan of the organization. The level of motivation in private sector in Nigeria exposes to its totality the cause of the low performance and inefficiency that characterized the whole system. Workers in private organization had not be accorded adequate regard in term of remuneration, welfare package, job security, good working environment, staff training and development recognition among others. Motivation of workers in Nigeria public/ private organizations is seen as a luxury affair. Private organization in Nigeria focus primarily in structure and recruitment without acknowledging that a worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. This is in line with the view of Okoli (2004:19) that organizations in Nigeria are seeing as organization without people. Obviously, effectiveness of organization revolves on employees that operate it. 4 In our contemporary society, the degree to which organizational stated objectives are being realized depends on the workers disposition, if other factors are in place. It is also alleged that the management in the private sector has failed to relate the salary of workers with the cost of living in the present high level of inflation. The salary of many private workers cannot satisfy their physiological needs. The whole issue is characterized by much work low pay. In situation like this, the dispositions of workers toward their job are crippled resulting to the low productivity. Apart from poor salary, the other working conditions such as leave allowance, job security, rewarding system are not encouraging. Evidence also abound that workers are not being rewarded for extra performance and overtime and this to a large extent demotivate the workers for higher performance. There is growing economic evidence that investment in training of employees is associated with the long-run profitability of organization, in our dynamic society where change is inevitable. Presently, private organizations, Emenite Limited, inclusive had not realized the need to focus due attention on staff training. They neglect the implication/ effect of creating a clear career path for employee‟s development. This directly affects the productivity of the organization as employee‟s as employee‟s skills in a given job description to a large extent dictates his/her performance. 5 Consequently, poor ventilation, dilapidated structure, awkward arrangement of furniture on the entire land scaping causes staff dissatisfaction. In view of uzodike (2011:18) organizational environment has impact on the effectiveness and efficiency of an organization. Private organization, Emenite Limited inclusive has not realized the congruence between the two factors and this result to their low productivity. In addition to the above, managers in many private organizations view themselves as “big daddy” who have authority to issue orders for the subordinate to obey. This has greatly affects the employee‟s satisfaction on inter-personal relationship that exist in an organization. This has resulted to inadequate involvement of employees in the management decision making especially on major matters that concerns employees/ workers. Workers in private organization lacks sense of belonging, their job security suffer, this negatively affect the employee‟s disposition towards their responsibilities. In response to the above set back, the following research questions will be raised; Is there relationship between staff salary, welfare package and staff productivity in Emenite Limited? Can staff training and development act as tool for inducing organizational productivity? 6 Does organizational environment have any relationship with workers productivity in Emenite? Could involvement of workers in the management decision making process improve workers productivity? 1.3 OBJECTIVES OF STUDY The general objective is to explore the techniques of motivating workers in private sector for maximum productivity. Specific objectives are to identify the relationship between staff salary, welfare package and employees productivity. to examine if staff training and development act as a tool for motivating workers for maximum productivity. to ascertain if there is a relationship between organizational environment and workers productivity. to investigate if the involvement of workers in management decision making could improved employee‟s productivity. 1.4 SIGNIFICANCE OF THE STUDY Motivation of workers in private sector is very much imperative not only for the realization of the organizational goal but it will go a long way to improve the socio-economic and political development of Nigeria state. This is 7 because the development of any country depends largely on its human resources. Theoretically, in our contemporary society in which research form the basis for academic study the data generated from the research will form research material in all field of study as manpower is essential in all endeavour. In line with the above, this research will help in sensitizing those in the realm of affairs of Education on the need to strengthen the school curriculum to incorporate and enhance the study of human motivation in organizations and how it utilize in achieving the organizational objectives. The study will also, be necessary in propelling the policy makers to integrate the issue of condition of employment in overall national development plan as national objectives inform the good condition of employment and employee satisfaction in the workplaces. Furthermore, it will also motivate other researchers to undertake comprehensive research in the area of organizational motivation. Empirically, this work will serve as a problem solving tool in our society in other to accelerate growth and development in both private and public sector. 8 1.5 SCOPE AND LIMITATIONS OF STUDY Scope of the Study This study focuses on staff motivation and its impact in realization of organizational goals especially in the Emenite Limited, Emene, Enugu State (2008-2012). Limitations of the Study Time factor is major limitation of this study as the duration of this work is only twelve months. Another cog on the wheel of effective actualization of the research is the uneasiness‟ of the respondent to give relevant information due to fear. These difficulties not withstanding, the researcher was able to generate relevant information that makes this work authentic and reliable. 9 CHAPTER TWO 2.1 LITERATURE REVIEW The simplest way of economizing efforts in any enquiry is to review an existing literature and to build upon already done work by others. This part will review the work of other scholars on motivation and productivity under the following sub-themes: Definitions on motivation. Importance of motivation Motivational strategies Theories of motivation. Concept of productivity. Factors affecting productivity. Motivation The term motivation is derived from Latin word (movere) which means „to move‟. Ile N.M, (1999) defined motivation as a general term used to refer the entire class of drives, desires, needs, wishes, and similar forces. It refers to the drive and effort to satisfy a want or goal. In other words, motivation refers to a derive towards an outcome. 10 In line with the above, Nwachukwu (1988:181) is of the opinion that motivation is that energizing force that induces or (compels) and maintains behaviour. He maintained that human behaviour is motivated, and it is goal directed. He continued by emphasizing that motivation is an internal psychological process whose presence or absence is inferred from observed performance. In view of Hellriegel and slocum (1995:194) motivation is any form of influence that brings out, directs or maintains people‟s goals-directed behaviour. In other words, it is a set of forces that initiates behaviour and determines its form, direction, intensity and duration. In critical analysis of the views of the above scholars, motivation is goal oriented behaviour and it is a set of force that initiates behaviour. Therefore, from the view of the above scholars, organization/ management can motivate the workers for maximum performance by creating the means through which needs, desires of workers can be satisfy. According to Schein (quoted in croft 1996:46) motivation can be defined as the impulses that sterm from within a person and lead him to act in way that will satisfy those impulses. In other word, the concept motivation implies that there is some driving force in individual, which drives them to attempt to achieve a goal or objectives in order to satisfy their needs. 11 In the same perspective verelon and sleine define the term motivation as an inner state that energies, activates or move and that direct behaviour towards a goal. In a close observation of the above scholars view the cause of behaviour as only sterm from the impulses that sterm from within. This is a narrow view of behaviour, motivation embraces the act of directing the behaviour of individual towards a incentives. This is what Umeano (2011:14) states as external imposed behaviour. In her view behaviour can be extrinsically motivated through the environmental factors such as social pressure and incentive (including reward and punishment). With the same view Thomas Icemprier (1998:76) states that motivation is the process of initiating and directing behaviour in the workplace. More broadeningly, Edgan and Janes (2011:67) defined motivation as the condition responsible for variation in the intensity, quality and direction of ongoing behaviour. They stressed that conditions are both intrinsic and extrinsic to the individual. In a step further, vroom (1964) states that motivation is a process governing choice among alternatives forms of voluntary activities. It is a set of force that causes people to behave in certain ways. In line with the author‟s view above, Cole (2002) Defines motivation as a process in which people choose between alternative forms of behaviour in order to achieve personal goals. The scholars above make it clearly that individuals chooses a particular 12 form of behaviour in organization be it public or private in preference of other actions in order to realize the intention he already had in mind to obtain while working in an organization. This obviously shows that if managers of organization want employees to work in such a way that organizational needs will be achieved, he has to study the personal goal of individual and manipulate incentive which possesses the motivational property that are in direction to the goals of individuals/ employee. In fact, their view on motivation revolves why people choose particular course of action in preference to other. As Pate (1998:167) rightly observes the basic underlying questions thus is “why do people do what they do”. Viteless (1953:73) sees motivation as representing an unsatisfied need which creates a state of tension or disequilibrium, causing the individual to move in a goal pattern toward a state of equilibrium by satisfying the need. Substantiating from the above view on motivation, Ugwoke (2008 :56) states that motivation is a behaviour which corresponds individual needs or deprivations which is created towards goal that could then satisfy the initial deprivation. The above assertions of scholars are in line with Abraham Maslow‟s theory of needs. He states that individual has a range of needs ranging from the lower needs such as physiological need, safety, belongingness and love needs, esteem 13 need and self actualization needs. He stressed that these needs has a motivational effect and their lack creates tension and increase one‟s motivation to fill them. In a close observation of the above, contemporary organization which want to have an edge over the others stimulate employee through incorporating them in the general affairs of organization and showing them sense of belonging, a safe and pleasant working condition, and increasingly working salary which can satisfy their lower level need. In strengthening of the above views on motivation of employee, Beach (1975:456) puts that motivation is the act of stimulating an employee to a desired course of action and linked motivation with reward. According to him, behaviour that is perceived to be rewarding will tend to be repeated whereas behaviour that goes unrewarded will tend to be extinguished. In close examination of the above, motivation is viable instrument to get employee to do what the organization want at required degree. But the major flaw of the above view of the scholar on motivation is that he linked motivation to the rewarding which is capable of inducing behaviour without realizing that there is other motivational strategies that is not based on rewarding but on organizational climate. In support of this Koontz et al (198:632) states that effective motivation depends on organizational climate. He stressed that “…what people are willing to strive for is also dulled or sharpened by the 14 organization in which they operate and at times, a climate may repress motives; at other time it may arouse them”. The organizational climate involves administrative policies, working environment and work itself and advancement. This point was clearly illustrated by research of Litwin and stringer (1998) who on the basis of McClelland‟s (1961) needs for a achievement, need-foraffiliation, and need-for-power as major types of motivation and found that the strength of these motives was affected by organizational climate. This is what Herzberg called Hygine or maintenance factors. Frederick Herzberg stressed that there existence in reasonable quantity in a work environment influence the outcome of work done positively. Importance of Motivation The necessity for manager and administrators to motivate their employees cannot be overemphasized. In these importance of motivation in organization, Ezeani (2004:135) points out that there is no doubt that the ability of any organized enterprise and indeed any group, to achieve its goal depends to large extent on the motivation of its employees. He stressed that no organization, no manager or administrator can succeed in achieving optimal productivity for his or her own without knowing what motivates people. In line with the view of above scholar, Kountz et al point out; all those who are responsible for management of any organization must build into the entire 15 system factors that will induce people to contribute as effective and efficiently as possible. He states that manager does this by building into every possible aspect of the organizational climate those things which will cause people to act in desired way. In support with the above, Barnard (1938) rightly observed that if all those who may be considered potential contributors to an organization are arranged in order of willingness to serve , the scale gradually improve from zero unwillingness to intense willingness. These starting observation points to the need for managers and administrators to create and maintain an environment that will elicit maximum productivity from the employees. Katz and kalin (1966) emphasized that it seems obvious that organization would want to motivate their employees to be more productive and they analyze the importance of motivation as follow: Join your Organization The organization embarks on motivational strategies in order to instill in talented prospective workers the desire to come to work in the organization. This is what Onah (2008:283) puts that competitive organization uses motivation tool to attract the potential employees to join the organization. 16 Stay with your Organization They also stress that whether organizations are in good economic times or bad, they must be able to motivate the employees to retain good people. The point in this importance of motivation is that man is continually in search of the organization which its motivational strategies seem more attractive. Show up for work at your Organization In many organizations, absenteeism and lack of punctuality are tremendous problem. Organization utilizes motivational tool to curb such maladaptative behaviour among workers. Perform better for your Organization Employment of quality employees does not only determine the level of productivity of workers in organization. Some employee does just enough to avoid being fired. But what really organization want is the individual who will devote his time, energy and skill on job which will lead to maximum effectiveness and efficient. What organization wants is employee who will give high productivity but to stimulate employee to operate at this level requires adequate motivation. Do extra for Organization 17 Another role of motivation in an organization is that it influence employee to perform extra task above and beyond the call of duty. Still on importance of motivation, Ugwuede (2002) stated that motivation is very important because it has been established that it can benefit in any of the following ways. Motivation can lead to self discovery and independent inquiry: This is because it provides the desire for people to discover things and make necessary inquiry independently. Motivation stimulates people to higher level of achievement: when a person performs a task and achieves success, it is established that if he is motivated, he will strive to achieve higher. Thus, it stimulates people to higher level of achievement in the society. Motivation improves and increases learning outcome: In learning outcome for instance, motivation helps student to acquire more favourable disposition toward learning outcome. This makes them to be attentive in class and be committed to both social academic and other activities in the school. Also it provides the necessary force for learning activities. In critical observation of the above importance of motivation by several scholars, it is obvious that if management wants maximum productivity, it must provide an opportunity for workers to satisfy his basic needs 18 through creating and sustaining work environment that will motivate people to achieve organizational goal. This will lead us to discuss some scholars view on strategies of motivation. Motivational Strategies According to Armstrong (2009:108), motivational strategies aim at creating working environment and to develop policies and practices that will provide for higher level of performance from employee. And to enhance the performance in his view organization will:] (A) Human Relation People are more likely to be motivated if they work in an environment in which they are valued for what they are and what they do. This means paying attention to basic need for recognition. Management will enhance this through integrating employees in some management committee and make them feel the sense of belonging. This will make the employee to be more devoted and committed as they are part and parcel of the organization. (B) Develop reward system which will provide opportunities for both financial and non-financial reward to recognize achievement. Organization should know that financial reward systems are not necessarily appropriate and the lessons of expectancy, goal and equity theory needs to be taken into account in designing and operating them. 19 (C) Job Enrichment Organization will improve the job of workers through job enrichment. In designing of job, management should bear in mind that it is necessary to make job more challenging and meaningful. (D) Develop Career Planning Process The need for the opportunity to grow is very much necessary in our contemporary organization. Management should provide employees with the facilities and opportunities for learning through on-the-job training programmes and formal training. (E) Development of a culture which supports processes of valuing culture environment of organization in the sharpening of its value and norm influence the impact of any attempt to motivate people directly or indirectly. Ezeani stressed that were motivation is so complex and individualized that there can be no single motivational technique which can motivate employees to high performance. Therefore, he states the major motivational strategies that are stated here under:(i) Money Money whether inform of wages piece work or any other incentive, pay, bonuses, stock options, company paid insurance or any other thing that may 20 be given to employee for performance is very important motivational techniques. It is important to note that money is often more than money, in that for money to be reflection of other motivator. Equally important to note is that for money to be effective as a motivator, managers should bear in mind the following things; firstly, money is more likely to serve as a motivation for young people who are raising s family than one (people) who have “arrived”, that is those whose money to needs are not as urgent. Secondly, for money to actually act as motivator in an organization, people in various positions, even though at a similar level, must be given salaries and bonus that reflect the individual performance. Finally, money can motivate people when the prospective payment is large relative to a person‟s income Koontz et al (1983:647). (ii) Position Reinforcement Position reinforcement also called behaviour modification was developed and used by a psychologist. B.F Skiner. According to the technique, individual can be motivated by properly designing their work environment and praising their performance and that punishment for poor performance produces negative results (Koontz et al, 1983). The approach therefore emphasizes removal of obstruction to performance, careful planning and organizing, workers 21 participation and assistance in goal setting, prompt and regular feedback of result, praising of performance, and the expansion of communication. (iii) Workers participation:Workers participation is another important motivational strategy. It is a technique by which employees of an organization are consulted on action affecting them. According toKoontz et al (1984) “participation does not respond to a number of basic motivators. It appeals to the need for affiliation and acceptance and above all, it give people a sense of accomplishment. (iv) Job enrichment:Workers motivation can also be achieved through job enrichment, this is an attempt to make a job more challenge and meaningful. Koontz et al are of the opinion that a job can be enriched by giving it variety. But also may be enriched by giving workers more latitude in deciding about things as work method, sequence, and pace or by letting them to make decision about accepting or rejecting materials, encouraging participation of subordinates and interaction between workers, giving workers feeling of personal responsibility for their task, taking steps to make sure that people can see their task contribute to finished product and welfare of enterprise and giving people feedback on their job performance. Theories of Motivation 22 There have been attempts to present models of motivation which list a specific number of motivating needs, with the implication that these lists are allinclusive and represent the total picture of needs. Unfortunately, each of these models/ theories has weaknesses and gaps, and thus leaving the existing literature without a general theory of motivation. Therefore, there is no theory accepted by everyone as to what motivates people Onah (2008). In this section, therefore, we present the three principal perspectives. The three perspectives on motivation are: 1. Need-based 2. Process, and 3. Reinforcement. These are described in the following three main sections. Need-base theories: Several need theories are identifiable in the literature of motivation and most of the later theories of motivation deals essentially on human needs or are need-based. Need theorists while differing in some respects, argue that human needs represent the primary driving force behind employee behaviour in organization settings. Examples of need-based perspective include the following theories. Maslow‟s hierarchy of need theory. 23 Herzberg‟s two factor theory. McClelland‟s acquired needs theory McGregor‟s theory X/ theory Y. Abraham Maslow Theory Abraham maslow (1954) attempted to synthesize a large body of research related to human motivation, prior to maslow, researchers generally focused separately on such factors as biology, achievement, or power to explain what energizes, directs, and sustains human behaviour. Maslow posited a hierarchy of human needs based on two groupings: deficiency needs and growth needs. Within the deficiency needs, each lower need must be met before moving to the next higher level. Once each of these needs has been satisfied, if at some future time a deficiency is detected, the individual will act to remove the deficiency. Maslow postulated in his research work that people are motivated by five levels of needs: (1) physiological, (2) safety, (3) belongingness, (4) esteem, and (5) self-actualization. In proposing this hierarchy of five needs, ranging from basic to highest level, maslow suggested that needs are never completely satisfied. That is our actions are aimed at fulfilling the “deprived” needs, the needs that remain unsatisfied at any point in time. For instance, once you have achieved security, which is the second most basic need, you will then seek to fulfill the third most basic need 24 belongingness. Deprivation motives he says are arranged in a developmental hierarchy. They are five in number and are discussed here under thus; (i) Physiological needs: These include homeostasis (the body‟s automatic efforts to retain normal functioning) such as satisfaction of hunger, and thirst, the need for oxygen and to maintain temperature regulation. Also sleep, sensory pleasures, activity, material behaviour and arguable sexual desire. (ii) Safety needs: These include safety and security, freedom from pain or threat of physical attack, protection from danger or deprivation, the need for predictability and orderliness. (iii) Love needs (often referred to as social). These include affection, sense of belonging, social activities, friendship, and both the giving and receiving love. (iv) Esteem needs (sometimes referred to as ego needs): These include both self-respect and the esteem of others. Self-respect involves the desire for confidence, strength, independence and freedom, and achievement. Esteem of others involves reputation or prestige, status, recognition, attention and appreciation. (v) Self-actualization needs: This is the development and realization of one‟s full potential. Maslow sees this as: „What human can be, they must 25 be‟, or „becoming everything that one is capable of becoming. Selfactualization needs are not necessarily a creative urge, and may take many forms, which vary, widely from one individual to another. Self Actualization Ego or Esteem Love or social Safety needs Physiological needs Source: Maslow‟s hierarchy of needs model. In the view of Onah (2008) he streeses that organization can do the following at each level of needs in table below: Level of Needs What organization should do Physiology needs. Offer adequate ventilation air conditioner, base pay. Safety needs Offer safe working conditions, job security, health and retirement benefit. Belongingness Offer interactions with others, participation in 26 needs workgroup, goods relations with supervisors. Self-actualization Offer recognition, status, challenges, merit needs pay, and employee participation in making decision. Offer training creativity, employee control over job. However, researchers did not clearly support maslow‟s theory, although it remains popular motivation theory among managers. Some scholars criticize maslow‟s theory on the ground that needs are not occurring in an ascending other and s such does not occurring in sequence or follow the hierarchy as postulated by maslow. But there are still some studies that support the view of the maslow‟s need theory of motivation. Some of scholars are: Herzberg‟s Two-factor Theory: Herzberg‟s Two-factor Theory proposed that work satisfaction and dissatisfaction arises from two different factors-work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygene factors. He posits that job satisfaction was more frequently associated with achievement, recognition, characteristics of work, responsibility, and advancement. While job dissatisfaction was more often associated with working conditions, pay and 27 security, company policies, supervisors, and interpersonal relationship. He further stressed that hygiene factor are the lower-level needs, and the motivating factors are the higher-level needs. The two areas are separated by a zone in which employees are neither satisfied nor dissatisfied. McClelland‟s Acquired Needs Theory: David McClelland, a well-known psychologist, investigated the need for affiliation and power and as a consequence proposed the acquired needs theory, which states that three needs-achievement, affiliation, and power are major motives determining people‟s behavior in the workplace (McClelland, 1985). He believes that we are not born with our needs; rater we learn then from the culture-from out life experiences. Process Theories of Motivation Process perspectives theories are concerned with the thought processes by which people decide how to act-how employees choose behaviour to meet their needs. Whereas needs-based perspectives simply try to understand employee needs, process perspectives go further and try to understand why employees have different needs, what behaviours they select to satisfy them, and how they decide if their choices were successful. Under these process theories we have: 28 Expectancy theory Equity theory Goal-setting theory. Expectancy theory: This theory was propounded by victor vroom; expectancy theory suggests that people are motivated by two things. (1) How much they want something and (2) how likely they think they are to get it (vroom, 1964). According to vroom, your motivation involves relationship between your effort, your performance, and the desirability of such outcome (such as pay or recognition) of your performance. These relationships, which are shown in the accompanying drawing, are affected by the three elements of expectancy, instrumentality, and valence. This can be shown in the diagram below. effort Performance Expectancy Outcomes Instrumentality Source: Kinicki and Williams (2003). Valence 29 Equity Theory Equity theory focuses on employee perceptions as to how fairly they think they are being treated compared to others. Developed by psychologist J. stacy Adams, the theory is based on the idea that employees are motivated to see fairness in the rewards they expect for task performance (Adams, 19650. he further stressed that employee who think they are treated fairly are more likely to support organizational change, more apt to cooperate in group settings and less apt to turn to arbitration and the courts to redress real or imagined wrongs. While those that feel cheated will display the opposite. Goal- setting theory: This theory was propounded by Edwin Locke and Gary Lathan. The theory suggests that employees can be motivated by goals that are specific and challenging but achievable. They posit that it is natural for people to set and strive for goals; however, the goal-setting process is useful only if people understand and accept the goals. Thus, the best way to motivate performance is to set the right objectives in the right ways (Locke an Latham, 1984). The reinforcement theory: The reinforcement theory was pioneered by Edward L. Thorndike and B.F Skinner. This theory is concerned with how the consequences of certain behaviour affect the behaviour in the future (Skinner, 1969). 30 Skinner was the father operant conditioning, the process of controlling behaviour by manipulating its consequences. Operant conditioning rests on Thorndike‟s law of effect, which states that behaviour that results in a pleasant outcome is likely to be repeated and behaviour that results in unpleasant outcome is not likely to be repeated. The use of reinforcement theory to change human behaviour is what we called behaviour modification. Concept of Productivity Productivity has become a household word as almost everyone talks about it. Yet, the term „productivity‟ means different things to different persons. The definition of productivity is complex and this is because it is both a technical and managerial concept. Productivity is a matter of concern to government bodies, trade unions, and other social institutions not minding the disagreements over its conceptualization by different groups and individuals. To date, at least three perspectives have dominated the field of productivity namely economics, industrial engineering, and administration. These perspectives have complicated a search for any precise definition of the concept „productivity‟. At this point it is pertinent to look into some scholar‟s definitions of the concept „productivity‟. Productivity is the quantitative relationship between output and input (Iyainwura and Osoba, 1983, Antle and Capalbo, 1988). This definition enjoys 31 general acceptability because of two related considerations. One, the definition suggests what productivity is thought of to be in the context of an enterprise, an industry or an economy as a whole. Two, regardless of the type of production, economic or political system, this definition of productivity remains the same as long as the basic concept is the relationship between quantity and quality of goods and services produce them (prokopenko, 1987). Eatwell and Newman (1991) defined productivity as a ratio of some measure of output to some index of input use. Put differently, productivity is nothing more than the arithmetic ratio between the amount produced and the amount of any resources used in the course of production. This conception of productivity goes to imply that it can indeed be perceived as the output per unit input or the efficiency with which resources are utilized (Samuelson and Nordhaus, 1995). According to Ugwoke (2011) productivity is the output produce through effective utilization of human and material resources. From the above view of Ugwoke on the concept of productivity is the basis of this work because this study emphasis on staff motivation and productivity in an organization. Therefore productivity here is viewed in this perspective. Productivity is the relationship between output of goods and services and input of resources, human and non-human, used in the production process. In other words, productivity is the ratio of output to input Onah (2010). He also 32 stressed that the higher the numerical value of this ratio, the greater the productivity. In his analysis he also stressed that productivity can be applied at any level, whether for individual, for work unit, for the organization. Productivity to him is defined by the formular of output divided by inputs for a specific period of time. That is, productivity = outputs or goods + services Inputs labour + capital + service + Energy According to Onah, there are two types of productivity ratios:(i) Total productivity: This relates to all output to input with the ratio total/ total input. (ii) Partial productivity: This relates to all output to major categories of inputs with the ratio total output/ partial input. By way of analogy, Amadi (1991) explained that an example of productivity ratio is kilometers driven per gallon of petrol where petrol is the input and kilometers covered constitute the output. However, input measure of petrol is not used to determine the efficiency of the car‟s performance. Other related factors such as speed, traffic flow, the engine‟s capacity and the fuel‟s efficiency are equally involved in the computation of the input index. The output measure of kilometers driven therefore becomes a gauge of the magnitude or effectiveness of the results achieved. Expressed simply: 33 Productivity = total output/ total input which is identical to total result achieved/ total resources consumed or effectiveness/ efficiency. In effect, from the views of the scholars above, it is obvious that productivity is the attainment of highest level of performance with the lowest possible expenditure of resources. It therefore represents the ratio of the quality and quantity of products to the resources utilized. Gboyega (2011) stressed that it is evident in the literature on productivity centre on „output‟ and „inputs‟. But unfortunately, definition of either output or input or both may sometimes pose more difficulty to the understanding of what productivity is. For output, it is in the form of goods if visible and service if invisible. Input on the other hand is less easily defined. Since production (creation of goods and service) is a team effort thereby making the demand for inputs to be interdependent, various elements (inputs) are involved in the production of output. This makes the definition of input more complex than that of output. To ease this problem of defining inputs, it is a common practice to classify input into labour (human resources), capital (physical and financial assets), and material. At this juncture, it is clear that the importance of productivity to the economic well-being cannot be overemphasized productivity leads to the survival of individual organizations. Most of private and public organizations 34 crumble due to poor productivity. Increase in productivity saver scarce resources. Productivity is very much imperative to the individual manager, Chief Executive, or Head of any private organization because it indicates the level of efficiency and competitiveness over others. Factors Affecting Productivity An effective employee is a combination of good skill set and a productivity work environment. According to Armold (2010: 1) many factors affects employee performance in organization that mangers needs to be aware of and should work to improve at all times. In his view to get maximum performance from employee, management needs to effectively utilize the following tools:(a) Motivation To get the best performance from the employee, there is need to be some sort of motivation beyond the weekly pay check. Motivation can come inform of finance, incentives, the opportunity to get involved in company project, a career path that leads to management and direct involvement from management into the daily task. Effective motivation can create a productive workforce, but lack of motivating factors can leave employee searching for reason to give their maximum effort. (b) Managerial standard can be a factor in motivating or de-motivating employee. According to technology employment resource, Tech Republic 35 Managerial Standards should be in line with the job duties outline in the job description outline by human resources. The background of employee include their education history, is also outlined in a job description manager should keep their expectation in line with the duties assigned to employee. But expecting more from an employee than they were hired for, or than their background has prepared there for, can diminish employee performance. (c) Commitment: Employee that feel as though the company has made a commitment to employee success tends to perform better, according to personal system Association-commitment means offering a competitive rate of pay and benefit package, offering assistance in paying for employee‟s higher education cost, developing a regular training schedule that keep employee to do their job and upgrading equipment to make sure that employee have the most efficient technology available to do their work. The commitment shown by the company is returned in the form of commitment from the employee. (d) Employee Evaluation Employee evaluation is a strategies or factor that can influence the performance of employee that enhances the productivity. Employee evaluation is the interactive process where the manager gives his input on employee‟s performance, and employee is given the chance to point out what he has done 36 for organization in a year and difficulties he encounter within the year the manager also create a plan along with the employee for counting the year on how the employee can develop and improve their performance. Comprehensive employee evaluations are important as result of ongoing performance of employees. This is just like the appraisal method; it helps to enhance the productivity. Onah (2008) stressed that job performance/ productivity of the organization highly depends on ability, the environment and motivation which will be analyze here under. (a)Ability: Ability in view of Onah is being able to do the job. This involves all the intellectual power of the employee, his skills and aptitude which act as foundation to all other factors that determine productivity. Ability of employee is the required potentials of workers which are firstly needed by the organization for effectively accomplishment of organizational goal. (b) Environment: He stressed that environment means the right materials to do the job. The material in his view embraces the physical structures that are in place, the technological facilities and other office equipment. The organizational 37 environment influences the level of productivity of employee in any organization whether private or public organization. (c) Motivation: Motivation as Onah puts it is the force that causes people to behave in a certain way. Management motivates people to behave in a way that are in the organization‟s best interest. He stressed that the manager primary task is therefore to motivate people in organization to perform at high level. The relationships of the three factors that influence performance or productivity are stated as follows: P = F (M + A + E) Where P = Performance M = Motivation A = Ability E = Environment. According to Moorhead and Griffin (1995) for organization to reach high level of performance, an employee must want to do the job (motivation), employee must be able to do the job (ability) and organization must have the right materials to do the job. They make it clearly that a deficiency in any of these areas will hurt productivity. 38 2.2 HYPOTHESES For the purpose of this study, the researcher will test the following hypotheses as concern staff motivation and productivity in private sector. Hypothesis One (Ho) There is no correlation between the staff salary, welfare packages and productivity of employee in organization. (H1) There is a correlation between staff salary, welfare packages and productivity of employee in organization. Hypothesis Two (Ho) There is no significant relationship between staff development and employee performance. (H1) There is a significant relationship between staff development and employee performance. Hypothesis Three (Ho) The inclusion of employees in decision making process does not determine their commitment to the realization of organizational goals and objectives. (H1) The inclusion of employees in decision making process determine their commitment to the realization of organizational goals and objectives. 39 2.3 OPERATIONALIZATION OF KEY CONCEPTS For easy comprehension of this study, it is considered important to operationalize the concepts used in this research work. (1) Motivation: This refers to the forces within a person that affect his or her direction, intensity, and persistence of voluntary behaviour in the workplace. (2) Productivity: The output produces through effective utilization of human and material resources. (3) Performance: Performance is an action or achievement considered in relation to how successful it is. (4) Capacity building: It is a dynamic process of developing the social/ technical capabilities (talents, potentials, skills.) to identify and analyze problem and offer solution. (5) Staff: This means the employees of an organization. 2.4 METHODOLOGY This subsection of the research deals with the ways, approaches or steps followed in carrying out the research study. Methodology, according to Obi (1992:40) is the authority base for the researcher. The following steps were taken in this research work. 40 2.4.1 POPULATION OF THE STUDY According to Obi (2005:72), population is defined as the total set of items a research wants to analyze. She went further to state that it may be a group of people, houses, records, cars, etc. In line with the above definition, Asy and Jacobs quoted in Oguonu and Anugwom (2006:60) defined the term population as an entire group of people, objects, or events all having at least one characteristic in common. However, the population of this study was drawn from the four departments of the Emenite Limited. The population of this research study was specifically the staff of Emenite Limited, Emene, Enugu State. The staff strength as at January, 2012 is 220. 2.4.2 LOCATION OF THE STUDY This study is carried out in Emenite Limited, Enugu. Emenite Limited is located in Enugu along 2.4.3 Abakiliki Road, Enugu State. TARGET POPULATION OF THE STUDY Target population of this study is the employees and management both senior and junior staff of Emenite Limited, Enugu. Emenite Limited has four departments with sub-units. Such department are Finance department, Technical department, Commercial department and Personnel department. 41 Sub-units of the departments are as follows: Account, Data Processing, Imports, Treasury (Under Finance Department), Production, Engineering (Under Technical Department), Sales, Customers Service, Marketing, Technical Services (Under Administration, Commercial Security, Department.) Occupational and Human Resources, Health(Under Personnel Department).Each of these unit has a unit head . 2.4.4 SAMPLE AND SAMPLING TECHNIQUES OF THE STUDY Proportionate sampling technique was used to select respondents to be included in the study while the simple random sampling technique was used to select the number of respondents which was proportionally decided. Sample of one hundred and fifty-four (154) staff was selected from the four departments. The sample selected includes both junior and senior staff of the various departments. The numbers of respondent selected from each department are as follows: 34 respondents were drawn from finance department, 50 respondents were drawn from technical department,38 respondents were drawn from commercial department while 32 respondents were drawn from personnel department. Moreover, the purposive sampling technique was used by the researcher in selecting those that have core information on the topic studied .such people include; top management staff, employees representatives etc. 42 2.4.5 METHODS OF DATA COLLECTION The data to be collected for the purpose of analysis and consequently testing of formulated hypotheses will be through primary and secondary sources of data collection. The primary data will be collected through oval interview and researcher‟s direct observations. Oral interview will be conducted to both junior and senior staff of the various departments of Emenite Limited. Questionnaire will also be administered to the selected sample of the organization. The researcher will also gather information through reviewing secondary sources like textbook, journals, newspaper, gazette and internet materials that are related to staff motivation and productivity. 2.4.6 RELIABILITY AND VALIDITY OF INSTRUMENT To achieve the above, the researcher will ensure that indicators are tied to the concepts and the theoretical assumption to be used. In other words, the questions will be carefully formulated and it will embrace all the variables in the research questions, subject matter as well as hypotheses to be formulated. To ensure the reliability of testing instrument, the researcher will conduct pre-testing in order to ensure the consistence of the instrument in obtaining the 43 same result. Before administering the instrument, the researcher will give the instrument to the professional in the field who will scrutiny its validity. 2.4.7 ADMINISTRATION OF QUESTIONNAIRE (INSTRUMENT) The questionnaire will be administered only by the researcher in such a way that fairness and justice will be ascertained. This will help avoiding hoarding of the questionnaire and other irregularities. 2.4.8 METHOD OF DATA PRESENTATION AND ANALYSIS The method of data presentation and analysis to be adopted in this study includes; the simple percentage, pie chart, tabular representation and chi-square distribution. Furthermore, the chi-square distribution will also be utilized in the analyses of data obtained. The research will reject the null hypothesis when the calculated value of chi-square were greater than the critical table value and accept if otherwise. 2.4.9 THEORETICAL FRAMEWORK Theories are form of abstract statement. Theory is a template we use to explain a given phenomenon. Theories become more acceptable in the terms of their utilization and efficiency with which they are able to explain, describe or predict the phenomenon under consideration. 44 The theoretical framework to be adopted in this study is behavioural management theory. This is because in human motivation, there is no single theory that captures all the reasons why people behave in different ways in an organization. Therefore, the researcher chooses to use behavioural management theory that directs attention to the human element in the organization. Behavioural Management Theory was first propounded by an Australian Psychologist Elton Mayo in 1926 when he joined the Harvard Business School Faculty. Elton that man was an economic animal and would respond to financial incentive plan. Mayo concluded that social and psychological factors were responsible for the behavior of the employees. In the 20th century, there were divergent views regarding the interaction and motivation of the individual within organization as classical theory were simply not useful in dealing with many management situations and could not explain the behaviour of employees in an organization. And because classical theory ignored the employees motivation and behavior; behavioural school was a natural outgrowth of the revolution. The behavioural management theory is often called human relation movement as it addresses the human dimension of work. The theory believes 45 that a better understanding of human behaviour at work such as motivation, conflict, expectations, and group dynamics will improve productivity. This theory incorporates the Hawthrone Experiment, McGregor‟s X and Y, behaviour study, maturity theory and Abraham Maslow‟s hierarchy of needs as the major proponents of the theory. They contended that increased workers satisfaction would lead to better performance. It was their belief that a greater concern by management for the work of the employee would generate higher level of satisfaction. The pioneer of the behavioural school, Elton Mayo (1880-1949) an Australian psychologist joined the Harvard Business faculty in 1926. Elton and other team researchers realized that by altering the lightening in either direction that productivity was increased. As a result of that they concluded that group cohesion and managerial standard determine the output. Based on this work manager can motivate workers and increase their productivity just by listening to them and addressing their needs. The manager should see the important of training and supervision of workers, providing professional development opportunities, improving the workplace atmosphere and providing any possible assistance to help the workers accomplish this job. Douglas McGregor formulated the model theory X and Y. These theories have opposing views about human behaviour at work. The X theory postulate 46 that man inherently dislike work and will do everything possible to avoid it, and Y contend that workers are inherently initiative. They will do above and beyond what the job requires and will contribute just as which to the organization as their superiors. They view work as natural as rest and play. The worker exercise self direction and self control if he is committed to the objective. The manager who realizes the element of this attributes in the employee will develop some strategies of enhancing the commitment of workers so as to decrease the appearances of X theory though team work, employee consultation rather than being on the receiving end of verbal command. Dedication and devoted employee will contribute more to the organization if they are treated as responsible and valued employees. According to the Maturity theory developed by Christ Argyris; one of the proponents of behavioral theory people developed new attitude and behaviour as they mature. In the process they move toward independence, broaden interest, develop a diversity of activities, and seek more control over their life. He stressed that the manager in the organization who want to have competitive edge above other must study the interest of the employee and motivate in such a way that their interest will be accommodated and they will exhibits positive attitude towards organization. And organization should not emphasis too much control over the employee as the employee will see such 47 treatment as immature. This theory emphasis that manger should give the worker sense of belonging and create a career path for their development. In line with the above, Abraham Maslow extensively analyzes human behaviour in the organization. According to him, man has a lot of needs and these needs are arranged in hierarchy order- lower level needs and higher level needs-which involves physiological need, security, love and belongingness, self-esteem and self actualization needs. According to Maslow, for manager to succeed in motivating the employee, he has to provide the reward that matches the needs of employee. The closer the fit between rewards and needs the higher the productivity will be. The manager can help the employee to actualize the lower level needs through increase salary, job security, integrating them on the management committee, job enrichment, improved workplace environment. In critical analyses of the views of proponents of behavioural management theory, it is optimistic that present manager should not consider the organization as machine and Human being working in it as the part of the machine. Emotional and psychological needs of workers should be considered if organization really wants effectiveness and efficiency in the output. Only the structure cannot determine the productivity of the organization. Authoritarian leadership hinders productivity of the organization. Leadership is a relationship of influence not control. Managers in organization will seek to build up the 48 individual and thereby improve superior-subordinate relation. Furthermore, the organization can be improved by recognizing and addressing the needs of the individual that make up that organization. In view of Obiajulu and Obikeze (2006:299) organization can enhance the productivity through social interaction among the worker and given a worker sense of belongingness. Motivation as stated by Ugwoke (2010:14) is the act of directing an individual‟s behaviour towards a particular end through the manipulation of incentives. Managers can manipulate the incentive in line with the employee needs which Abraham maslow theory of needs has taking care of. Koontz et al (1983) highlighted on this, he stressed that no manager or administration can succeed in achieving the optimal productivity for his or her enterprise without knowing what motivates people. This is because the behaviour of individuals can be condition in any direction management wanting it. This theory adequately furnishes this work with the theoretical assumption that motivation is indispensable in any organization and for organization to attain any height in the term of productivity, staff training for self actualization and satisfaction must be inbuilt in the organizational process, reward, compensation and promotion must also be integrated in all aspect of personnel process. 49 Application of the Theory to the Study From the above stand point, behavioural management theory has several justifications to the problem understudy. This is because the theory focuses on the human element of the organization motivation of the employees of an organization is a cardinal aspect of such element. However, the justification of this theory to the problem understudy can be best ex-rayed by using the views of the proponents of the behavioural management theory such as ;Elton Mayo, Abraham Maslow, Douglas McGregor theory X and Y, Chris Angris The study of Elton Mayo reveals that workers would produce more, if they believe that managers were giving them attention. It operates from the premise that increased worker satisfaction will bring greater performance. Based on this, managers can motivate workers and increase their productivity by listening to them and addressing their needs. Managers must see the importance of training and supervising workers, providing professional development opportunities, improving the workplace atmosphere, and providing any other possible assistance that can help the worker accomplish his /her job as factor that can improve performance. Therefore, there is the need for the management of the organization to understand that giving workers sense of belonging and making them to feel that they are part and parcel of the 50 organization (democratization of the workplace) is a veritable instrument for motivating the employee for maximum productivity. The is in line with the view of Douglas that dedicated and devoted employees will contribute more to the organization if they are treated as responsible and valued employees. Abraham Maslow, one of the proponents of the behavioural management theory developed one of the most widely recognized need theories, a theory of motivation based upon a consideration of human needs. According to him, need assessment will help manager to identify the employee‟s needs. The justification to the problem understudy is that manager/management must establish what needs are important to their employees, and that can best be done through inquiry and observation .For the manager to succeed in motivating his employees, and thus change their behavior ,he must provide rewards that match the needs of the employee. This is in line with the view of Cohen (1995) that the closer the fit between reward (solutions) and needs, the higher the productivity will be. Hence, it is obvious that understanding of employee needs and solutions to it is a necessary condition for improving the productivity of the employees in an organization. Behavioural school is the most appropriate set of management theories from the perspective of leadership, management and control. One of the leadership theories that relates to the information contained herein is servant 51 leadership. Just as manager must listen to and help employees, managers must see themselves in a position of service. They are also there to serve the company and its employees. The result is the same, employee will produce more. The justification of the behavioural management theory to the problem understudy cannot be over-emphasized. The theory emphasizes on understanding of the individual in the organization. It seeks to build up individual and thereby improve super-subordinate relations. Organization can improve by recognizing and addressing the needs of the individual that make up that organization. Knowing that workers satisfaction is not the only factor the workplace productivity, organizations and managers must strive to improve the lives of workers whenever they are having difficulty. The result will be a noticeable increase in that worker‟s contributions to the organization, thereby increasing productivity. 52 CHAPTER THREE 3.0 BACKGROUND OF EMENITE LIMITED, EMENE, EUNGU The foundation stone of Emenite company was laid on 3 October 1961 by late Dr. the Hon. M.I Okara, the premier of the then, Eastern Nigeria and the company incorporated on 6 October 1961 with the registration No. RC 2712 and with the name Turners Asbestos Cement (Nig) Ltd. The company was owned by Turners and Newall Ltd (a man chester, U.K. based company) – 80% and the Government of Eastern Nigeria-20% The reason for siting the company at its location at Emene-Enugu are due to proximity to the cement factory at Nkalagu, the airport, railway line, a river (Ekulu river). Production stated in 1963 with the company manufacturing asbestoscement pipes, roofing and ceiling products. However, during the Nigeria civil was (1965-1968), with the absence of the British management, Nigerians managed the company under the supervision of Mr. I.A. Onyeani. Consequently, due to the 1973 indigenization decree, the shareholding of the company changed to Turner & Newall Ltd-60% and Government of Eastern Nigeria-40%. The name of the company then changed to Turners Building 53 Products (Emene) Ltd. And the company head-quarters moved from Tinubu square Lagos to No. 7 old Abakiliki Road, Emene-Enugu. By 24 March 1988, Turners & Newall Limited transferred 51% of its shareholding to Eteroutremer Societe Anonyme of Belgium (now Etex group S.A.Belgium), the ultimate holding company/technical partners, while Imo, Anambra, Abia, Enugu and Ebonyi States share the remaining 49% and the company changed its name to the present name Emenite Limited. Furthermore, the company‟s range of products includes Roofing products such as big six corrugated sheets, standard corrugated sheets, ultimate corrugated sheets villatile sheets, long. Span (Amiantus) sheets. Ceiling products on the other hand includes, Emecil flats sheets, Duraceil, Emlux, Quality and the Garden items which includes flower pots of various designs and dimension. Emenite products are sold through a wide range of distributions network to ensure availability even in the remotest areas. They undergo strict quality control processes that are in accordances with international standards to ensure that customers derive full benefits from the products. For customers to enjoy full benefits of the products, the company offer, at no extra cost, full technical advisory services before and after sales. This is through a team of well trained 54 engineers and technicians. This services ensures that customers enjoy high quality and problem-free installation. Emenite‟s core purpose has always been the provision of quality building materials for shelter at competitive terms and her core values are customers satisfaction, employee commitment and well-being, quality and environmental friendliness. 3.1 THE STRUCTURE AND MANAGEMENT OF EMENITE LIMITED It is obvious to say that every parastatals or organization must have a good organizational structure and management that will ensure the smooth running of such enterprises. Emenite Limited has in its place structures that are strong enough to see to its continued existence, more specifically, the company has within its organization four main departments under the Managing Director Curn chief executive officer. Such departments are finance department, technical department, commercial department and personnel department. Each of these departments has sub-unit under them. 3.1.1 FINANCE DEPARTMENT The finance department is broken down into other sub-unit such as account unit, Data processing unit, imports unit and Treasury unit. The finance department is headed by finance manager. The account unit of the company is 55 manned by experts in the field of accountancy, and thus has greatly led to the fortunes of the company over the years. Data processing unit handles all the logistics and statistical data for the effective and efficient running of the company. Consequently, finance department records the salaries and other entitlements to workers and other outsiders who engaged in any financial transaction with the company. 3.1.2 TECHNICAL DEPARTMENT The technical department consist of production and engineering units. The technical department is headed by technical Director The production unit is headed by the production manager. The existence of the company (Emenite) would be a foregone issues without the production unit. As has been else where mentioned, the company is into the production of roofing products, ceiling products and Garden items that are of very high demand by different establishment and individuals across the country. But distributors and individuals who have one need or the other of their products come to patronize the company. The Engineering unit under the technical department can be said to be the backbone of the company. The veracity of the above can be seen from the fact that when the equipment in the company are not adequately and promptly services, the whole essence of the comapny is for 56 one conclusion at stake. The unit is to provide a conducive environment that would permit a continued existence and viability of the where company and not the parts. It is on the realization of the foregoing axiom that the department is stocked with group of hardworking, versatile and experience engineers who work relentlessly to ensure that the company is kept running with minimums disruption. 3.1.3 COMMERCIAL DEPARTMENT The commercial department consist of units under it. Such units includes; sales unit, customer service unit, marketing unit and technical services unit. The commercial department is headed by the commercial manager who oversees other sub-units under the department. A focus on the commercial department with particular reference to the sales and marketing units reveals that if products are produced without sales, the survival of the company will be at stake. The marketing unit involves in the sales of the company‟s products and the distribution of the products to the respective customers. Customer service unit maintains a close and intimate relationship with the customers and provide detail information on the company‟s products to the prospective customers. They ensures customers satisfaction. 3.1.4 PERSONNEL DEPARTMENT 57 The personnel department is a vital department in any organization because it is the hub that control all the activities going on in the company. The failure of this department to carry out their functions effectively always bring chaos and stagnation in the organization. The personnel department consist of units which includes; human resources unit, administration unit, security unit and occupational health unit. The personnel department of Emenite Limited is headed by personnel manager. The human resources units is incharge of the analysis of demand, supply, shortages and wastages including the forecast of the future employee needs of the organization. The administration is in control of day to day running of the organization. Security unit provides a conducive environment and protection of both employees and the company‟s properties for maximum performance. The occupational Health unit ensures environmental harmony, friendliness and safety of the employees. Above analysis provides the background information on the structure and management of EMENITE Limited. Attached here with is the copy of Emenite organigramme. 58 CHAPTER FOUR 4.1 DATA PRESENTATION The collection of data through questionnaire, interview, published and unpublished materials does not constitute the end of the research study. The presentations of data collected in the tables, frequency table, pie chart, bar chart are very necessary because it enhances the understanding of research work, stating the findings is also important because the main purpose of research is to identify variables which might have not been known. Data presentation and analysis are also imperative because without it, readers may not understand the major theme that the paper stresses on. The focus of this study is to critically analyze the relationship between staff motivation and productivity in Emenite Ltd, Enugu State. Therefore, the chapter deals with data presentation, findings and analysis of data collected from the field work using the statistical methods highlighted in chapter two. We shall also test our hypotheses in this chapter. Questionnaire prepared were given out to the respondents made up of one hundred and twenty-four, four out of it were rejected because of incompletion of information, leaving only one hundred and twenty that are well completed for analysis. 59 TABLE 4.1.1: AGE RESPONDENTS Age (In Years) Respondents 20-24 5 25-29 8 30-34 30 35-39 20 40-44 32 45-49 15 50 and above 10 Total 120 Source: Field Survey 2012. Percentage 4.2 6.7 25 16.7 26.7 12.5 8.3 100 The above table shows that respondents between the ages of 20-24 years are five (5) in number representing 4.2 percent of the entire respondent; those respondents between the ages of 25-29 years are 8 in number and represents 7.4 percent of the entire respondent. Thirty (30) respondents representing 25 percent of the entire respondent comprise those between the ages of 30-34 years. Twenty (20) respondents representing 16.7 percent of all the respondents are those between the ages of 35-39 years. Respondents between the ages of 40-44 years are thirty- two (32) representing 26.7 percent of the respondents, respondents between the ages of 45-49years are 15 representing 12.5 percent of the respondents. Eight (10) respondents are among those between the ages of 50 and above, representing 8.3 percent of respondents. 60 Above data in the table shows that about 91.7 percent of the respondents are quite young and energetic. This percentage is gotten from addition of those from 20-49 years. TABLE4.1.2: EDUCATIONAL QUALIFICATIONS OF RESPONDENTS. Qualifications Respondents F.S.L.C 5 W.A.S.S.C 20 O.N.D 35 First Degree 50 Master‟s Degree 6 Ph. D 4 Total 120 Source Field Survey 2012 Percentage 4.2 16.7 29.2 41.7 5 3.3 100 Above table shows that 5 respondents with4.2 percent have the First School Leaving Certificate (F.S.L.C); 20 respondents representing 16.7 percent are with (W.A.S.S.C); 35 respondents representing 29.2 percent are with Ordinary National Diploma (O.N.D); 50 respondents with 41.7 percent have first degree certificate; 6 respondents representing 5 percent of the respondents are Master‟s Degree holders. There are 4 Doctor of Philosophy (Ph.D) holders among the respondents representing 3.3 percent. Above information shows that the respondents are literate or knowledgeable, since majority of them are OND, BSc, MSc and even Ph.D holders. 61 TABLE 4.1.3: OPINIONS OF EMPLOYEES ON REGULAR PAYMENT OF SALARIES. Options Respondents Often 40 Very often 50 Seldomly 20 Undecided 10 Total 120 Source: Field Survey 2012 Percentage 33.3 41.7 16.7 8.3 100 From the data presented in the above table, it shows that 40 respondents which represent 33.3 percent of the respondents are of the opinion that they were being paid Often; 50 respondents representing 41.7 percent stated that they are being paid very often; 20 respondents representing 16.7 percent are of the opinion that they are seldomly paid and 10 respondents representing 8.3 percent belong to those that chooses undecided. From the above information, it portrays that the organization do pay their staff regular to some extent because up to 75 percent of the respondents were of the opinion that the organization is trying to some extent. TABLE 4.1.4: RESPONSES OF EMPLOYEES ON WHETHER THEY ARE SATISFIED WITH THEIR PAST SALARIES. Response Respondents Yes 20 No 100 Total 120 Source: Field Survey 2012 Percentage 16.7 83.3 100 62 The above table shows that 20 respondents representing 16.7 percent of the entire respondent are satisfied with their past salaries while 100 respondents representing 83.3 percent are not satisfied with their past salaries We, therefore, conclude that Emenite‟s employees were not satisfied with their past salaries, and this might have contributed to their unhappiness. Hence, they were not productive as it suppose. TABLE 4.1.5: RESPONDENTS OPINIONS ON THE RELATIONSHIP BETWEEN STAFF SALARY, WELFARE PACKAGES AND EMPLOYEES PRODUCTIVITY. Response Respondents Very Strongly Agree 60 Strongly Agree 20 Agree 18 Very Strongly Disagree 14 Strongly disagree 5 Disagree 3 Total 120 Source: Field Survey 2012. Percentage 50 16.7 15 11.7 4.2 2.5 100 Above table reveals that 60 respondents or 50 percent of the entire respondent very strongly agreed that there is a relationship between them; While 20 respondents or 16.7 percent of the entire respondent strongly agreed that there is a relationship. 18 respondents representing 15 percent of the respondents agreed to the assertion whereas, 14 respondents which represent 11.7 percent of the respondents are among those that are very strongly disagreed, 5 respondents which represent 4.2 percent of the entire respondent belong to the strongly 63 disagreed group. Disagreed group are the remaining respondents 3 or 2.5 percent of the entire respondent. From the above information ascertained, the combination of very strongly agree, strongly agree and agree groups gave us 98 respondents representing 81.7 percent of the respondents who are for the above statement and very strongly disagree, strongly disagree and disagree groups joined together gives us 22 respondents representing 18.4 percent of all respondents are not in support of the above statement. Judging from the information above, we conclude that there is a relationship between salary, welfare packages and employees productivity. TABLE 4.1.6: THE OPINIONS OF EMPLOYEES ON THE BASIS OF PROMOTION IN EMENITE LIMITED. Options Respondents Skill, ability, achievement 50 Length of service 20 Club membership/friend 50 Total 120 Source: Field Survey 2012 Percentages 41.7 16.7 41.7 100 From above table it shows that 50 respondents or 41.7 percent were of the view that promotion is based on skill, ability and achievements in the organization; 20 respondents or 16.7 percent opined that it is based on length of service while 50 respondents representing 41.7 percent were of the view that it 64 is based on club membership or what erudite scholar F .C Okoli (2010) termed the phenomenon of cognitive melodrama. TABLE 4.1.7: OPINIONS ON THE CORRELATION BETWEEN EMPLOYEES TRAINING, DEVELOPMENT AND PRODUCTIVITY. Response Respondents Very Strongly Agree 35 Strongly Agree 40 Agree 30 Very Strongly Disagree 7 Strongly disagree 3 Disagree 5 Total 120 Source: Field Survey 2012. Percentage 29.2 33.3 25 5.8 2.5 4.2 100 From the above table, we can see that 35 or 29.2 percent respondents were very strongly agreed to the above statement, whereas 40 respondents representing 33.3 percent of the entire respondent strongly agreed that there is a link between them; 30 respondents that made up 25 percent of all the respondents agreed to the above statement. Very strongly disagreed group were 7 respondents or 5.8 percent of the respondents, while 5 respondents which represent 2.5 percent of the entire respondents strongly disagreed that there is no relationship between employee development and productivity. The remaining 5 respondents representing 4.2 percent of all the respondents disagreed on the above assertion. 65 However, it is obvious from the information above that there is a correlation/ relationship between employees‟ development and productivity. TABLE 4.1.8: OBSTACLES TO MAXIMUM PRODUCTIVITY DESPITE MOTIVATIONAL FACTORS EMPLOYED IN THE EMENITE LIMITED. Response Respondents Lack of adequate 0 equipment Lack of qualified 0 personnel Lack of staff training 0 and development Poor 0 superior/subordinate relationship Poor pay package 0 Lack of promotion 0 All of the above 120 Total 120 Source: Field Survey 2012 Percentage 0 0 0 0 0 0 100 100 Information above shows that 120 respondents which represent 100 percent of the entire respondent selected all of the above option. This implies that all these options- lack of adequate equipment, lack of staff training and development, lack of qualified personnel, poor superior/subordinate relationship, poor pay package, lack of promotion, among others- are the factors that hindered increase in employees productivity in Emenite despite the motivational factors employed by its management. 66 TABLE 4.1.10: RESPONSES ON THE NATURE OF RELATIONSHIP BETWEEN MANAGEMENT AND EMPLOYEES IN EMENITE. Response Respondents Percentage Very cordial 30 25 cordial 50 41.7 Not cordial 40 33.3 Total 120 100 Source: Field Survey 2012. We can observe from the above information that 30 respondents or 25 percent of all respondents maintained that the nature of relationship is very cordial;50 respondents representing 41.7 percent were of the view that relationship is cordial while 40 respondents where of the opinion that the relationship is not cordial. However, from the above data it is obvious that nature of management/employees relationship are not all that cordial since up to 40 or 33.3 percent of the total respondents are not satisfied and such can lead low productivity. TABLE 4.1.11: RESPONSES ON THE RELATIONSHIP BETWEEN THE INVOLVEMENT OF EMPLOYEES IN DECISION MAKING PROCESS AND PRODUCTIVITY. Response Respondents Percentage % Very strongly agree 42 35 Strongly agree 30 25 Agree 40 33.3 Very strongly disagree 3 2.5 Strongly disagree 2 1.7 Disagree 3 2.5 Total 120 100 Source: Survey 2012. From the data presented above, one can observe that those who belong to the very strongly agree group are 42 respondents or 35 percent of all 67 respondents. „Strongly agree‟ group constitutes 30 respondents or 25 percent of the respondents; 40 respondents belong to the „agree‟ group which represents 33.3 percent of the entire respondents. „Very strongly disagree‟ group are 3 respondents or 2.5 percent of all respondents; 2 respondents made up the „strongly disagreed‟ group whereas „disagree group‟ has 3 respondents or 2.5 percent of the entire respondent. Consequently, we can conclude that involvement of employees in the management decision making process has a direct relationship with the performance of the organization. TABLE 4.1.12: OPINIONS ON THE TYPE OF REWARD THAT MOTIVATES EMPLOYEES MOST. Response Respondents Percentage % Financial 70 58.3 Non-financial 50 41.7 Total 120 100 Source: Field Survey 2012. Above table indicates that 70 respondents which represent 58.3 percent of all the respondents said that financial rewards motivate them most, whereas the remaining 50 respondents representing 41.7 percent of the respondents are mostly motivated by non-financial rewards. Based on the above information, we can conclude that both financial and non-financial rewards would serve as good motivator to Emenite employees. 68 TABLE 4.1.13: THE RESPONDENT VIEWS ON WHETHER STAFF TRAINING AND DEVELOPMENT HAS LONG-RUN PROFITABILITY. Response Respondents Very strongly agree 52 Strongly agree 30 Agree 25 Very strongly disagree 2 Strongly disagree 8 Disagree 3 Total 120 Source: m Field Survey 2012. Percentage % 43.3 25 20.8 1.7 6.7 2.5 100 From the data presented above,52 respondents or 43.3 percent of the entire respondent very strongly agreed that there is long-run profitability; 30 respondents which represent 25 percent of the respondents strongly agreed to the statement above, whereas 25 respondents agreed that on the above assertion. The very strongly disagree group are 2 respondents representing 1.7 percent of the entire respondent;8 respondents or 6.7 percent of all the respondents that strongly disagreed with the above statement; 3 respondents which made up 2.5 percent of all the respondents disagreed with that assertion. From the above information, going by the percentage of the agreed group, we can confidently conclude that investment on staff has long-run profitability. . 69 TABLE 4.1.14: VIEWS ON WHAT TO BE DONE TO IMPROVE THE FUTURE PERFORMANCE OF EMPLOYEE’S PRODUCTIVITY IN EMENITE LIMITED Options Respondents Free Medical Services 25 Car Loan and 8 allowances. House Loan and 15 allowances Research bonus 10 Environmental 9 management Giving tax holiday 4 Study Leave with Pay. 14 Increased Pay. 30 Reward for extra-effort 5 Total 120 Source: Field Survey 2012. Percentages 20.8 6.7 12.5 8.3 7.5 3.3 11.7 25 4.2 100 The table show that 25 respondents representing 20.8 percent of the entire respondent suggested that free medical services a to employees would motivate them to increase their productivity; 8 respondents or 6.7 percent of the entire respondent opined that granting of car loans and car allowances would motivate them to higher productivity; 15 respondents or 12.5 percent of all the respondents indicated that giving house loan and allowances would motivate them to higher productivity. The table also shows that 10 respondents representing 8.3 percent of the whole respondent agreed that research bonus to employees would motivate them ;9 respondents or 7.5 percent of the entire respondent indicated that proper environmental management would motivate 70 them to improve productivity;4 respondents which represents 3.3percent of the respondents agreed that giving tax holiday would motivate them; 14 respondents which represent 11.7 percent of all the respondents indicated that offering the study leave with pay would motivate employees to higher productivity; 30 respondents representing 25 percent of all the respondents maintained that increased pay would motivate them to increase productivity and 5 respondents representing 4.2 percent were of the opinion that reward for extra effort would motivate the as well. Hence, the factors above are motivational factors which were recommended by the staff of Emenite Limited for higher productivity. Testing of Hypotheses Chi-square (X2) analytical method was used to analyze and test the hypotheses highlighted in chapter two of this work. Chi-square formular X2 = (Fo-Fe) Fe Where X2 = Chi-Square Fo = Frequency observed Fe = Frequency expected 71 = Summation To get Frequency expected (Fe) Fe = N K Where N = Total number of respondents, K = Number of columns, categories or levels in the table of observation of variables. We shall use 5% level of significance to ascertain validity or otherwise. Hypothesis One (HO:) There is no correlation between the staff salary, welfare packages and productivity of employee in organization. (HA:) There is a correlation between staff salary, welfare packages and productivity of employee in organization. We shall use table 4.1.5 which states respondents view on whether there is correlation between the staff salary, welfare packages and productivity. TABLE 4.1.15: CONTINGENCY TABLE USING THE ANALYSIS IN TABLE 4.1.5 Response Very strongly agree Strongly agree Agree Very strongly disagree Respondents 60 20 18 14 Percentages 50 16.7 15 11.7 72 Strongly disagree 5 Disagree 3 Total 120 Source: Field survey 2012. 4.2 2.5 100 TABLE 4.1.16: COMPUTATION OF CHI-SQUARE (1) X Fo Fe Fo-Fe (Fo-Fe)2 Fe 1 60 20 40 1600 20 80 2 20 20 0 0 20 0 3 18 20 -2 4 20 0.2 4 14 20 -6 36 20 1.8 5 5 20 -15 225 20 11.25 6 3 20 -17 289 20 14.45 X2 Calculated Value = 107.7 To obtain X2 Critical Value, we use the degree of freedom (df) and level of significance given as 5% df = K-1 =6 -1 = 5, = 0.05 X2 (0.05) = 11.07 X25 Critical Value = 11.07 Decision Rule: Since the Calculated Value of X2 (107.7) is greater than the Critical Value of X2 (11.07), we reject null hypothesis and accept the alternative hypothesis which states that There is correlation between staff salary, welfare packages and productivity of employee in organization. This relationship is supported by the view of Gertner (1977) that the effect of money on morale is important when considering employee 73 satisfaction. He noted that the productivity of workers is directly proportional to the financial payment and rewards available to him or her. However, salary and welfare packages are urgent means of achieving a minimum standard of living (Psychological Needs).In support of this view, Lawler E.E (1973) say that for good pay to motivate people to perform, it must create the belief that good performance lead to high pay; the payment must be relative to the performance achieved and must be equitably applied. From the above point of view there is also empirical evidence to support that money and other incentives can counter productivity if wrongly applied. This is in line with the Equity theory advanced by J.S Adams. Eze ,N (1982) supported this view by arguing that most of workers in Nigeria including some at the management level, are still at the first level of human needs hierarchy struggling to satisfy the basic lower needs such as food, shelter, clean water, safety and clothing etc. Nwachukwu C.C (1978) also opined that an organization experiences low productivity or enhance low job performance because of inadequate reward of the behavior as it desires. He discovered from his study that over ninety-two percent (92%) of Nigerian employees are not satisfied with their salaries. Hypothesis Two 74 (HO:) There is no significant relationship between staff development and employee performance. (HA) There is a significant relationship between staff development and employee performance. We shall use table 4.1.7 which states employees‟ opinions on whether there is any relationship between staff development and productivity in Emenite to test this hypothesis. TABLE 4.1.17: CONTINGENCY TABLE USING ANALYSIS IN TABLE 4.1.7 Response Respondents Very strongly agree 35 Strongly agree 40 Agree 30 Very strongly disagree 7 Strongly disagree 3 Disagree 5 Total 120 Source: Field Survey 2012. Percentage 29.2 33.3 25 5.8 2.5 4.2 100 TABLE 4.1.18: COMPUTATION OF CHI-SQUARE (3). X Fo Fe Fo-Fe (Fo-Fe)2 Fe 1 35 20 15 225 20 11.25 2 40 20 20 400 20 20 3 30 20 10 100 20 5 4 7 20 -13 169 20 8.45 5 3 20 -17 289 20 14.45 6 5 20 -15 225 20 11.25 75 X2 Calculated Value = 70.45 To obtain X2 Critical Value df = k – 1 = 6 – 1 = 5, = 0.05 X25 (0.05) = 11.07 X2 Critical Value = 11.07 Decision Rule: Because the Calculated Value of X2 (70.45) is greater than the Critical Value of X2 (11.07), we reject null hypothesis and accept the alternative hypothesis which states that There is significant relationship between staff development, training and employee performance if all things being equal. In support of the above hypothesis, it is obvious that man is dynamic in nature, the needs to be currents and relevant in all spheres of human endeavors makes staff training and development imperative to keep track with the current event and method. It is the avenue to acquire more knowledge and develop the skill and techniques to function effectively in the very dynamic world we are. Training of staff acts as motivator to the workers in the organization. Staff development increase the confidence, motivation and commitment of staff; it provide recognition, enhance responsibility and there is the possibility of increase pay and promotion. Hence, staff development and training offers a way of developing skills and capabilities that will enhance the productivity of an organization if properly harnessed. 76 In support of this hypothesis, Onah, F.O (2003: 85) postulates that many employers today are facing shortages of workers with the appropriate knowledge, skills and abilities…owing to the less than satisfactory educational policy, poor government attention to tertiary education and the mass-production in the education system. Products of these institutions are more often than not ill equipped for meaningful employment. Hence, the need for staff training and development to meet up with the current globalization challenges. Hypothesis Three (HO:)The inclusion of employees in decision making process does not determine their commitment to the realization of organizational goals and objectives. (HA:) The inclusion of employees in decision making process determines their commitment to the realization of organizational goals and objectives. Here, we shall test and analyze this hypothesis with table 4.1.11 which states the opinions of employees as to whether inclusion of employees in the decision-making determines their commitment to the realization of the organizational goals and objectives. TABLE 4.1.19: CONTINGENCY TABLE USING THE ANALYSIS IN TABLE 4.1.11 Responses Very strongly agree Strongly agree Respondents 42 30 Percentage 35 25 77 Agree 40 Very strongly disagree 3 Strongly disagree 2 Disagree 3 Total 120 Source: Field Survey 2012. 33.3 2.5 1.7 2.5 100 TABLE 4.1.20: COMPUTATION OF CHI-SQUARE (3). X 1 2 3 4 5 6 Fo 42 30 40 3 2 3 Fe 20 20 20 20 20 20 Fo-Fe 22 10 20 -17 -18 -17 484 100 400 289 324_ 289 20 20 20 20 20 20 24.2 5 20 14.45 16.2 14.45 (Fo-Fe)2 Fe X2 Calculated Value = 94.3 To obtain X2 Critical Value df = k – 1 = 6 – 1 = 5, = 0.05 X2 5 (0.05) = 11.07 X2 Critical Value = 11.07 Decision Rule: Since the Calculated Value of X2 (94.3) is greater than the Critical Value of X2 (11.07), we reject null hypothesis and accept the alternative hypothesis which states that the inclusion of employees in decision making process determines their commitment to the realization of organizational goals and objectives. 78 In the support of the above hypothesis, it is clear that decision making is one of the most crucial activities of management. This is because a decision is the selection of alternative course of action from available alternatives in order to achieve a given objective. From available alternatives, the decision maker chooses or selects the one that will yield the desired result. According to Katz .D (1949) “workers do better when some degree of decision-making about their job is allowed to them than when all decisions are made for them”. Employees can be involved in the decision making process of an organization through workers representatives (union) whose aim is to project and protect the interest of its members. Participation of both the management and workers in the decision-making process enables the parties to debate on common issues and problems that may affect the productivity of the organization. It will enable the union express their feelings about organizational plan over their motivational packages and other factors, which may hamper efficiency at work. In support of the above, Elton Mayo reveals that workers would produce more if they believe that the managers were giving them attention. Therefore, there is the need for the management to understand that giving the workers sense of belonging and making them to feel that they are part and parcel of the organization (democratization of the workplace) is a veritable instrument for motivating the employees for maximum performance. 79 The above data analysis has substantiated the hypotheses of the study. It has proved that job motivation influences workers‟ productivity giving other factor in place. 4.2 FINDINGS AND DISCUSSION OF FINDINGS The researcher discovered for the investigation and data analysis that improve salary and welfare packages, training and development of employees, management/workers relationship, promotion as at when due, quality and sound equipment among others as the factors responsible for maximum performance/productivity in an organization. It is generally agreed that a worker who is treated badly or not motivated either by the nature of his task, the attitude of his supervisor or the general atmosphere of the office is likely to become indolent, unimaginative and unproductive. It is also discovered that workers hate poor salaries and welfare packages from the findings. Wages or salary is the pay for workers‟ labour. In Nigeria, a good salary or wages is the main determinant of workers‟ choice of work. In an interview held on August 10th, 2012 with some the core staff of Emenite Limited; they asserted that the payment of good salary and welfare packages are the fundamental to the productivity and efforts of those employed. That value of 80 naira has depreciated tremendously thereby rendering the value of salary paid to the workers very insignificant in their purchasing power. It is due to depreciation of the value of naira currency that most workers have shown interest in looking for greener pasture which are nowhere to be found. Also, from the findings, it is discovered that training and development of employees is very necessary in ensuring that efficiency and effectiveness are ascertained in organization which will in turn lead to higher productivity. Training and development helps the employees to acquire the basic skills required for efficient implementation of organizational functions, he or she is hired for. More importantly, investment on employees has long-run profitability. Analysis of the training needs helps to identify the training deficiency that needs improvement (researchers‟ interview, 2012) Finally, findings also show case that there is the need for cordial relationship between management and employees in an organization. These borders on having the workers participate in the decision-making process through the workers representatives. At this juncture it is very pertinent and imperative for me to assert that having the necessary motivational packages will help to stimulate workers to work hard, the availability of intrinsic rewards, factors that will facilitate workers job satisfaction and personal fulfillment, competitive salary, reward and promotion, a conducive working environment, 81 training and development of employees, workers involvement in decisionmaking process and eradication of motivational impediments like poor salary, bad leadership among others are necessary conditions but not the sufficient conditions for maximum productivity in an organization. CHAPTER FIVE 5.0 SUMMARY, RECOMMENDATIONS AND CONCLUSION 5.1 SUMMARY The aim of this research is to understand the concept; Motivation and its relationship with productivity. Motivation is an indispensable contributory factor to the success or failure of organizational goals. Motivation has to do with inspiring the morale of the workers through the availability of positive and negative incentives, extrinsic and intrinsic rewards in the process of implementing organizational functions. Generally, the socio-economic condition of workers have often been reflected by employers of labour , be it the government or the private sector. The emphasis has always been on the profit that can be realized. In effect, conditions of work are relegated to the background. This invariably affects his attitude to work. Thus, a solution to this problem is also among the core task of this study. And investigation has shown that the solution to this is a prerequisite condition for good management or workers relationships. Thus the 82 study has tried to establish that given adequate motivation to workers will elicit performance from them. This study investigated on Employees Motivation and Its Impact on Productivity in Emenite Limited as it is observed that the organization is performing below expectation. The objectives of this study are to ascertain what causes these problems as well as proffer solution that will increase productivity. The major significance of this study is to find out why motivation has failed to improve productivity despite the fact that most, if not all the employees have been motivated, yet most private employees are still unproductive. This study focuses on motivations employed in Emenite Limited and its impact on employees‟ productivity. It was limited by time factor as the duration of this work is only twelve months. Fears of disclosing relevant organizational information by the employees also constitute limitation of this study. The study was explained using behavioral management theories that direct attention to the human side of the organization. Hence, revealing that workers would produce more if they perceived that the management is giving the attention. Such includes; improve pay and welfare packages, observing the training and development needs, involvement of the workers in making decisions on issues that concerns them etc. 83 The researcher used questionnaires, documents and records interviews and personnel observation in gathering data used in this work. Proportionate and simple random sampling technique was used to draw samples from the population. The researcher analyzed the data with simple percentage table and used chi-square to test hypotheses for validation or rejection. Findings of this work show case that Emenite employees are not promptly paid; they do not consider their salaries satisfactory, promotion not coming as and when due, perception of inequality (under-payment) with regards to pay and input of employees, lack of very cordial relationship between management and employees, lack of proper or adequate motivation, poor involvement of employees in making decision on issues that concern them. And these affect the productivity of the organization 5.2 RECOMMENDATIONS Having stated the findings and observations of the researcher in exhaustive manner, the study makes the following recommendations. The management of Emenite Limited and other private organization should always endeavor to understand and identify the workers needs through various techniques like the use of questionnaires, interviews, day-to-day informal discussion etc. this is to enable management to devise appropriate motivational strategies at all time. 84 The management should review the salary structure and prompt payment of workers‟ salaries, as well as increase in fringe and welfare benefits offered to workers. Periodic review and prompt payment of salaries will help workers to meet the hard realities and challenges of the current economic uncertainties in Nigeria. Furthermore, there should always be a sign of appreciation of individual ability, achievement because when motivation is high; absenteeism, waste of both material and time and high labour turnover are almost taking care off. Management should also adopt participative management style of leadership. Workers should be allowed to participate in activities of decision-making and setting goals and objectives of the organization. Workers could also be allowed to ask questions and say their opinion on certain issues in order to incorporate them into participative management. Likert (1961) in his studies of pattern and style of leader and manager assert that the ideas and opinions from the subordinates and constructive use of them could enhance effective and efficient participation in work. This method of leadership will bridge the communication gap between the employees and management. Management should also adhere to its training and development policies and programmes which will involve all the workers of both technical and nontechnical staff. Training and development offers workers the skill and 85 knowledge, which are necessary for efficient and effective implementation of organizational goals and objectives. More importantly, investment in training and development has long-run profitability to the individual, organization and the society at large. 5.3 CONCLUSION The extent to which an organization is able to identify the importance of motivation and deal with it, to the extent it could be expected to tap the workers efficiency, capacities and potentials. For an organization especially the Emenite Limited to get the best out of her workers; must recognize the importance of adequate and positive motivation and implement same in her employees when all other factors that ensures high productivity are in place. From the analysis of the data presented in this research work, the researcher observed that no single motivational package is capable of inducing workers towards efficient and effective job performance in any organization. Good salary is one of the main determinants of motivation in Nigeria. 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(2010) “Human Resource Management and productivity in the Public service in Nigeria, Readings in Public Administration Nsukkka: University OF Nigeria Press Ltd. Oguomu, C.N. (2007) “Manpower Planning in Organization”, International Journal of Studies in the Humanities (Ijosh) Vol. 4, 2007. Pate, L.E. (1998),”Understanding Human Behavior”, Management Decisions, Vol. 26, No 1. Ugwoke, C.J (2011), Achieving Effective Productivity in Public Service through Manpower Planning and Development: a Study of Local Government in Enugu State. Unpublished thesis. Department of Public Administration University of Nigeria, Nsukka. INTERNET MATERIALS Arnold, A (2010), “Factors that Affect Employees Performance Retrieved from: http:// Small Business.chron.com/ factors. Affecting-employeeperformance-978.html. Umeano, R (2011), Importance of motivation, Retrieved on 10/6/12 from: http://www.motivationalwellbeing.com/importance-of-motivation.html. Uzodike, M. (2011), Meaning of productive, Retrieved on 10/6/12 from: http://www.productivity.in/knowledgebase /production1/a. Productivity Concepts-Definition. Pdf. Uzoka, I. (2009), Concept of Motivation, Retrieved on 10/6/12 from: Source: http://www.stevepavlina.com/blog/2005/10/what is Motivation. 90 Department of Public Administration And Local Government (PALG), University of Nigeria, Nsukka. 10th September, 2012. Dear Sir/Madam I am post graduate student in Department of public Administration and Local Government in University of Nigeria Nsukka. I am conducting research into staff motivation and productivity in private sector: A study of Ememite Ltd. This research is a part of the requirements for the award of Master Degree in Public Administration. The exercise is for academic purpose. Kindly answer the questions on the attached list as you contribute to the success of the research. All information will be treated with the strict confidence and also no clue-will be given as regard your identity. Thanks you. Edoga Edwin Ikechukwu. 91 QUESTIONNAIRES SECTION A Please tick ( ) as directed in appropriate boxes. 1. Name (optional) -------------------------------- 2. Statuses (Grade) -------------------------------- 3. Department ------------------------------------- 4. Sex: male 5. Nationality Nigeria others 6. Age 20-24 years 25-29 Female 40-44 7. 45-49 MSc 35-39 50- and above Level of Education: FSLC HND/BSC 30-34 WAEC MBA/MPA NCE/OND Ph.D SECTION B 1. How regular do you receive you monthly salaries? (a) Often 2. (b) very often (d) undecided Have you received any incentives and welfare packages since you join the organization (a) Yes 3. (c) seldomly (b) No Do you think there is relationship between staff salary, welfare package and employees‟ productivity? 92 Very strongly Disagreed very strongly Agreed 4. strongly Disagreed strongly Agreed Disagreed Agreed What is the basis for promotion in Emenite Limited. (a) skill, ability and achievement (b) Length of service/seniority (c) Club membership/kinsmanship 5. Do you think that investment in staff development is associated with long run profitability of organization? Very strongly Disagreed very strongly Agreed 6. strongly Disagreed strongly Agreed Disagreed Agreed Have you partake in any form of in-service training and development programme? Very strongly Disagreed very strongly Agreed 7. strongly Disagreed strongly Agreed Disagreed Agreed There is a correlation between staff training, development and employee productivity? Very strongly Disagreed very strongly Agreed 8. strongly Disagreed strongly Agreed Disagreed Agreed Lack of staff training and development do not affect the quality and quantity of employee performance. 93 Very strongly Disagreed very strongly Agreed 9. strongly Disagreed strongly Agreed Disagreed Agreed Could your participation I n decision making concerning you job make you put in your best? Very strongly Disagreed very strongly Agreed 10. strongly Disagreed strongly Agreed Disagreed Agreed The nature of relationship between management and the employees affect the job performance. Very strongly Disagreed very strongly Agreed 11. strongly Disagreed strongly Agreed Disagreed Agreed Does involvement of employees in the management decision making process have any relationship with employees‟ productivity? Very strongly Disagreed very strongly Agreed 12. strongly Disagreed strongly Agreed Disagreed Agreed Does implementation of staff training and Development policies satisfactorily done or not? Very strongly Disagreed very strongly Agreed 13. strongly Agreed Disagreed Agreed What is the nature of relationship between management and employees? Very cordial 14. strongly Disagreed cordial Not cordial at all What is the type of reward system that motivates you most? Financial reward Non-financial reward undecided 94 15. What is the impact of the existing motivational factors in the organization on the staff? (a) Impacted very well (b) Impacted very small (c)No impact on the staff (d) Undecided 16. Recommendations/suggestions for what to be done to improve the employee‟s productivity in Emenite Limited through motivational variables. (a) Car loan and allowance (b) House loan and allowances (c) Free medical services (d)Study leave with pay (e) Increased pay (f) Good environmental management (h) Rewards for exra performance (h) Giving tax-holiday (i) All of the above
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