Impact of Motivation on Employees’ Performance in Zenith Bank Gwarimpa Abuja
Objective of the study
The objectives of the study are;
- To find out what constitutes motivations and job performance to employee
- To find out what motivated employee mostly in an organization.
- To diagnose some of the incentive given by Zenith bank Plc which have strengthened the relationship between motivations on employee’s job performance.
- To abstain what constitutes and efficient leadership style which will leads to increase in employee’s job performance.
- To find out if employees are trained as at when due in other to increase their job performance etc.
The study will consider motivation in relation to the job performance. The analysis of the development stages of motivation and theories related to the concept shall be analyzed. The relationship between employer’s want and general nature of human wants as propagated by behavioral psychologist will be discussed. According to Oyedeji (1995-207) “motivation is the act of influencing a person to do something or behave in a particular way by providing an incentive which he could satisfy his desired need”. The issue of motivation of the study received considerable attention in the recent years due to its vast contribution in life. Nwachukwu (1992, PP 181) sees motivational “that energizing force that in dues or compels maintains behavior”.
According to him, “human behavior is motivated, it is goal directed.” It is not easy to motivate an individual, for the success of any motivational effort depends on the extent to which the motivator meets the needs of the individual employees for whom it is intended.
Nwachukwu further identified three basic characteristics of motivated behavior, which are as follows:
It results from a felt need: an urge directed towards a need.
It sustained: it is maintained for a long time until satisfied.
It is goal oriented: it sees to achieve an objective.
The topic of motivation has been of keen interest to managers and social scientists, especially within the past three decades. In this literature review, some of their findings will be surveyed within the individual and social perspective. Old and new theoretical perspective will be discussed in other to understand current knowledge about motivation and its relationship to work behavior and performance.
To consider these theories, it is necessary to bear in mind that motivation is the only influence on a person’s performance level. Also involve are the individual’s abilities and understanding of what behaviors‟ are necessary to achieve high performance. Motivation, abilities and role perception are all inter-related. The neglect of one factor discouraged or inhibits high performance. The performance level is likely to be low, even if the other factor encourages performance.
For the purpose of this discussion, terms such as need, Desire, aspiration and drive will be used interchangeably. Since every employee has needs, he is capable of being motivated. The task of management is to determine what are the valued needs that make him react according to organizational desires, to increased productivity.
THE IMPORTANT OF MOTIVATION IN AN ORGANIZATION.
Motivation is the absolute essential in the attainment of organizations goals. Motivation is a major tool in management, since the success or failure of management depends predominantly upon how well his subordinates performs or react. The needed skills and knowledge are additive to the achievement of the adequate understanding of human motivation would improve manager’s competence both in bringing up employee, potential and achieving effective and efficient performance from others.
THE HISTORICAL DEVELOPMENT IN AN ORGANIZATION
Early explanation of motivation focused on instincts psychologist writing in the late 19th and early 20th centuries suggested that human being were basically programmed to
MAJOR CONTENT THEORIES
Content (or need) theories of motivation focus on factors internal to the individual that energize and direct behaviour. In general, such theories regard motivation as that product of internal drives that compel an individual to act or move (hence, “motivate”) towards the satisfaction of individual’s needs. The content theories of motivation are based in large part of early theories of motivation that trace the path of action backward to their perceived origin in internal drives. Major content theories of motivation are Maslow’s hierarchy of needs, Alderfer‟s ERA theory, Herzberg’s motivator – Hygiene theory and McClelland’s learned needs or three – needs theory.
This chapter discusses the preliminary survey to show the flexibility of the study, the techniques and tools of data collection, and explain the population. It also explains the design and method for administering the questionnaires and the statistical tools that will be used in analyzing the research data and testing of the research hypothesis and decision criterion for the validation of the research hypotheses. The research work is under taken to discover the relationship between motivation and job performance in zenith Bank Plc Gwarimpa, Abuja.
DESIGN OF THE STUDY
This study is a survey research in which a questionnaire was used to collect data in other to ascertain the impact of motivation on employee’s job performance in an organization. A case study on employee’s of Access Bank Plc Enugu Metropolis. There were questions of multiple choice disagree or agree, yes or No. The survey design is generally conceived to be a design in which a group of people or items are studied by collecting and analyzing data from only a few people or items considered to be representative of the entire group.
AREA OF THE STUDY
The location of the study was at Zenith Bank Plc Gwarimpa, Abuja.
POPULATION OF STUDY
According To Harper (1971) viewed population as the group of people or items from which information can be obtained. Population can be defined as a group from which a sample is drawn. It can be anything depending on what you are studying. The population of this study is restricted to all the staff of Zenith Bank Plc.
DATA PRESENTATION AND ANALYSIS
The purpose of this chapter is to make a presentation of the data collected and analysis derivable from the parameter of interest. To achieve this purpose, a questionnaire was drawn up and administered on respondents who were staff of Zenith bank plc Gwarimpa. The areas covered in the questionnaire bother on the respondents‟ opinion on variables, which motivate or demotivate them and how these have impacted on their performance and attitude to work.
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
SUMMARY OF FINDINGS
This chapter discusses the major findings of this research study in relation to the objective as shown by the tables and figures contained in the study analysis based on the facts gathered from oral interviews and the review of intertexture. The data presented and analyzed in the tables in chapter four shows that the employees of the company under study. zenith Bank PLC was of different views concerning the question items in the questionnaire.
The data presented and analyzed in table2 reveal that majority of the respondents consider both financial and non financial benefit as a motivational factors. Interviews reveal also that when employees are motivated with both financial and non financial benefit it increase their job performance.
Some of the major findings are as follows:
Table 7 reveal that a larger percentage of the population is of the opinion that people do not work only for money but for recognition, promotion and job enrichment and from the table it also reveal that a larger percentage of the population work for all of the above mention. And if employee’s of Access Bank Plc are recognized for their goods wand and also promoted as at when due there will increase their job performance.
In relation to the above finding, table 4. 8 presented that what would make employees of Access Bank Plc to put in more effort to their job is expectation of reward as it has the largest percentage of the total population of respondent while expectation of punishment show‟s Nil which is to say that employee’s of Zenith Bank Plc need not to be punished in other for them to increase their job performance.
Table 4.9 where a question was ask, if people need to be coerced, threatened or forced before they can perform their task. As
shown in the table a large number of the respondents disagree that people don‟t need to be coerced, threatened. Or even forced before they can carried out their duties or task.
While table 4.10 agree that people out of their free will perform job task with the largest number of the total respondent.
Table 4.11 lay emphasis on the type of training organized by the organization for it employee’s with the opinion on the-job training, off the-job training, none and others. And the opinion of on-the job training has the largest number of respondent44 with a percentage of 88% that is to say that zenith Bank Plc organized on the job training for it employee’s.
While table 4.12 shows that the training has had significant on their performance, because the numbers of respondent that agree that the training has had significant on their performance are more than those that disagree.
In addition to that table 4.13 shows that the workers are given the opportunity to apply their training after the training with a large number of respondent of 94% as to 6% that said No. and if they are given opportunity to apply their training after the training, that will have motivated them toward higher job performance. Table 4.17 also show that zenith Bank Plc organized training for it worker Annually because from the table we observed that, annually has the largest number of respondent which is 29 and a percentage of 58% of the total number of respondents.
Table 4.19 also show that employees of zenith Bank Plc are motivated in term of commensurate salaries and allowance pained to them
Table 4.20 of the tested hypothesis shows that employees of zenith Bank Plc are promoted is at when due which motivated them toward higher job performance.
Table 4.21 also shows that employees of zenith Bank Plc are involved in decision making of the organization
The following conclusion where made from the findings of this empirical study:
Employees of zenith Bank Plc are not only motivated toward higher performance with only financial benefit but also with non-financial benefit such as medical care, Lunch subsidy, Transport allowance, Housing benefit etc.
They will also put in their best toward higher performance if they are reward of their effort and not when they are punished.
Also employee’s zenith Bank Plc doesn’t need to be coerced, threatened or forced before they can perform their task. That out of their free will, they can perform their task.
Zenith Bank Plc should keep adopting the on the job training for it employee in other to increase their job performance.
Based on our finding and conclusion, the following recommendations are put forward for the consideration of the management of the organization:
Adequately improve non-financial benefits to staff. This includes:
Promoting staff on merit to enhance and enrich their jobs.
Giving supervisory and management staff a measure of free hand backed by authority to operate.
Recognizing excellence by verbal and written commendations.
Staff attitude to work can be further improved when management action, policies and decisions are seen to be fair, consistent and progressive. This, staff preference, will increase their productivity.
Thus, parameters for discipline, promotions and other benefits or punishments must be clearly spelt out to improve ambiguity and partiality and inconsistency. This will assure staff all the time and encourage loyalty, faith and commitment to management, the organization and its objectives.
Staff will perform better where they are allowed to say how the job should be done. This should be encouraged. However, no room for lousiness should be encouraged.
Management should try as much as possible to increase satisfaction of the employees who are not satisfied with salaries they are given is their inputs in the organization. The effects of this dissatisfaction can hinder the job performance of the organization.
Organization should give their employee’s the opportunity to apply their training after the training, in other to improve their performance.
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