IMPACT OF MOTIVATION ON STAFF PERFORMANCE IN THE PUBLIC SECTOR
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IMPACT OF MOTIVATION ON STAFF PERFORMANCE IN THE PUBLIC SECTOR
Chapter one
INTRODUCTION
1.1 Background of the Study
Following Elton Mayo’s famed Hawthorne investigations, the topic of “motivation” gains traction. Prior to this period, the dominant perspective in management science theory was to build an ideal organisational structure in order to improve productivity within the organisation.
Hawthorne’s results can be summarised as follows: productivity in organisations can only improve if human factors are properly cared for. According to H. Koanth, motivation is said to increase the morale of the staff (employees), others, salary or pay pocket, training and development, promotion and advancement
leadership style and communication process in the organisation, and a host of other factors that give people the desire to perform optically. These characteristics are grouped together as organisational climate for motivation.
Similarly, in management science, motivation is defined as the reward and punishment of employees who conform to the organization’s goods.
Recently, organisation behaviour modification (OBM) has emerged as a term in management theory, principles, and practice. OBM, which was created from the notion of behaviour modification in psychology, has achieved exceptional popularity among management scientists and is now being used in corporate situations.
As a result, reward and punishment in human resource management serve as motivators for employees to be productive. As a result, positive and negative reinforcement are used to influence behaviour in management science, and conceptualists have seen “carrot” as a synonym for “stick approach.”
Thus, they cannot, as monetary incentives only inspire employees to be productive. The rod, on the other hand, instead of recognising desired behaviours, succeeded in repressing while encouraging undesirable behaviour such as wrath, violence, and disobedience.
In this way, management theorists who have chosen an approach to worker motivation find comfort in the “cannot” and stick model. The model emphasises that any worker who produces above the standard rate should undoubtedly receive a bonus for his extra products;
conversely, any performance that falls below the standard rate should result in other forms of punishment such as dismissal, suspension, demotion, withholding of salary or increment, and a variety of other measures.
Performance, as defined in this study, is synonymous with productivity.
Undoubtedly, worker performance issues shape an organization’s motivational initiatives. Aside from the foregoing, it is worth noting that in almost all organisations, public or private, employee performance is determined by the driving factors listed fourth. Specifically, management scientists conducted acceptance testing and applied it in a corporate setting.
The motivation that an organisation provides influences personnel performance and organisational effectiveness. Internal motivation is a mental exercise that occurs within oneself.
Aiz himself describes the things that stand to motivate; it is considered to account for a major portion of staff performance.
External motivation, on the other hand, relates to the elements that people (workers) will exert control over. They include factors that the organisation will do to drive employees to be productive, such as monetary recognition for well-done jobs, federal working conditions, or work climate, among others.
The preceding impeccable suggests that a good-oriented organisation must have a good and well-articulated personnel policy. The policy content should specify the reward that will encourage employees to be productive.
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