DESCRIPTIVE ANALYSIS OF THE MOTIVATIONAL IMPERATIVES IN SERVICE INDUSTRIES
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DESCRIPTIVE ANALYSIS OF THE MOTIVATIONAL IMPERATIVES IN SERVICE INDUSTRIES
Chapter one
INTRODUCTION
Background of the study
The National Electric Power Authority was founded by the NEPA Act in 1972. The Act authorised the merging of the Niger Dam Authority and Nigeria’s Electricity Corporation.
The operational object clause, among other things, states: “to build and maintain an efficient, coordinated, and economical system of electrical supply to all areas of the federation or as the Authority may direct, and for this purpose:
Create or obtain a supply of power.
Provide a large quantity of electricity for distribution within or outside Nigeria,
Provide energy to Nigerian consumers on a regular basis, as authorised by the authority.
A detailed examination of NEPA performance over the years demonstrates that the Decree’s aforementioned stipulations are not effectively implemented. According to a World Bank report, inefficiencies in Nigeria’s power industry alone resulted in annual losses of more than US$800 million.
Today, investment costing is problematic since it does not account for the cost of self-provision of electricity, whereas the wealthy want to install private electricity generators for domestic usage.
NEPA suffers from high inefficiency and an ineffective investment plan, resulting in transmission losses of 15% to 20% due to insufficient distribution expectancy. Between 15% and 20% of its output is not metered, hence no revenue is made from it.
This indicates that 30% to 40% of NEPA output does not generate money. The predicted loss under international standards is 5% – 10%. Sharp behaviours are widely acknowledged to be prevalent in the system as a result of poor operating practices and insufficient management tools and abilities. (World Bank, 1995).
Managerial success is mostly dependent on working with and through others to achieve organisational goals. When management has the unrealistic and narrow view that labour is primarily an adjunct to the machine and should be purchased at the lowest possible cost, the organisation will be inefficient, human resources will be wasted, and employees will find the organisation unappealing to work for.
This leads to industrial strikes, putting the organisation at a significant disadvantage in its efforts to recruit and retain the appropriate individuals for its operations. Human resources are an organization’s most valuable asset, and any attempt to ignore them in the development process will spell disaster for the organisation.
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