EFFECT OF EMPLOYEE MOTIVATION ON ORGANIZATIONAL PRODUCTIVITY IN NIGERIA BOTTLING COMPANY
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EFFECT OF EMPLOYEE MOTIVATION ON ORGANIZATIONAL PRODUCTIVITY IN NIGERIA BOTTLING COMPANY
Chapter one
INTRODUCTION
1.1 Background for the Study
The continual changes that are occurring in the world today, particularly in terms of technology and service innovation, require organisations to review how they approach their people. Every organization’s primary goal is to achieve its objectives with each change that occurs.
The achievement of organisational goals is heavily reliant on numerous resources, and human resources are one key resource that is directly tied to the achievement of organisational goals. As a result, employee performance is regarded as critical to achieving organisational goals and increasing productivity. [Harmony, 2007].
The personnel of any industry is a critical resource to its success. In the twenty-first century, a company’s most valuable asset is its human capital (Hafiza, Shah, Jamsheed, & Zaman, 2011).
Human resources are the most important determinants of production, and human capital is what distinguishes one organisation from another (Maimuna & Rashad, 2013).
Employee performance depends on ability, effort, skill, environment, and incentive.Motivation is the process of energising, maintaining, and directing an individual’s behaviour towards the goals of an organisation.
This mechanism regulates behaviour by starting it when it is needed or suited, and stopping it when the goal is met. It is important to note that the presence of ability, skill, and effort without motivation may not result in a high degree of performance. Hence, motivation is vital for employee performance.
Motivation, as a process, began with a human need that generates a vacuum within a person. In order to fill the vacuum, an internal driving force is generated, which initiates and maintains a chain of action and response.
At that point, the hoover is also full. With this background information, Nnabuife (2009) defines motivation as the internal or external driving factor that causes a readiness to complete an act.
This first facet of motivation we refer to as internal motivation because the driving power originates within an individual. The second factor, external incentive, is used by the organisation.
Employees are motivated to identify with organisations in order to meet their diverse and varied wants and desires. Until they are discovered and adequately addressed, they will continue to inhibit the smooth operation of organisations.
Managers’ ability to motivate subordinates is a key soft talent in human resource management, which is becoming increasingly important in global management (Stýblo, 2008).
According to a study conducted by Grant (2008), motivation influences employee outcomes such as performance and productivity. He also demonstrated that inspired people are more autonomous and self-driven than less motivated ones.
Furthermore, motivated individuals are more engaged and active in their work and jobs, and they are more willing to take on responsibilities (Kuvaas and Dysvik, 2009).
Because all organisations are concerned with what should be done to achieve sustained high levels of performance through people, it is critical to pay close attention to how individuals can best be motivated through means such as incentives, rewards, and, most importantly, the work they do and the organisational context in which they carry out that work (Armstrong, 2010).
Without greater employee motivation and morale, the organisation risks losing important personnel and falling behind in acquiring prospective top talent (Dessler, 2003).
According to Hafiza et al. (2011), several factors can influence employee performance, including training and career development opportunities, working conditions, employee relationships with managers, job security, and company-wide policies and procedures for rewarding employees (compensation). Motivation in the form of rewards is one of the most important factors influencing employee performance (Carraher, Gibbson & Buckley, 2006).
According to Iqbal et al. (2012), employees’ motivation and ability to jointly participate in employee performance and demanding tasks assigned by the manager are intended to achieve maximum productivity. Today’s researchers are more focused with increasing productivity, perfection, and working capacity.
Employee needs and wants are becoming increasingly essential in research history. Motivation is one of the most essential terms in psychology, and most managers strive for maximum output and productivity.
They approach this issue positively and motivate their employees more effectively. It also increases cooperation between employees and managers, as well as their duties. In addition, they should urge their subordinates to take their jobs more seriously
as well as assist in overseeing other employees’ performance. And urge employees to maximise their involvement at work by understanding their working capacity and assigning tasks accordingly to achieve optimal production (Ali, Abrar, & Haider, 2012).
1.2 Statement of Problem
Motivation is about providing your employees with the perfect mix of advice, direction, resources, and rewards so that they are inspired and eager to work in the way that you want them to. As a result, a major amount of these challenges can be readily resolved by providing appropriate motivation.
In today’s fiercely competitive environment, organisations place a greater emphasis on human resource management. A manager who can efficiently manage his employees is considered successful. Motivational strategies are the most successful in this situation.
We must always remember that employees are not exclusively motivated by money, and their behaviour is influenced by their attitudes. James (2014) identified three warning signs of a demotivated workforce: a poor working environment, sliding occupational standards, and decreased production.
He went on to say that if any of these characteristics begin to decline, there is a good chance that the organisation is dealing with a demotivated staff. Most organisations and businesses, particularly those that produce goods, have failed to recognise the importance of motivation as an idea, whether it is intrinsic
such as employee well-being, relationships with managers, organisational policies, or extrinsic, such as training and career development, excellent working conditions, compensation, promotion, and other factors that improve employee performance and organisational productivity.
Employee well-being, proper salary, advancement, strong relationships with coworkers, and relationships with management can all help to boost an employee’s effectiveness and efficiency at work.
This is because positive relationships with coworkers and managers foster unity and provide employees a sense of belonging and acceptance, which improves employee performance and productivity.
Employees that enjoy such relationships both within and outside of the workplace are more effective and efficient, making them more productive in carrying out their responsibilities. Organisations could foster employee harmony by organising social occasions that bring employees and managers together (Jibowo, 2007).
As a result, an organization’s best strategy is to provide appropriate work environments that allow its workers to meet or exceed objectives, as well as a variety of motivators to boost enthusiasm, performance, and productivity.
1.3 Research objectives
The study’s major goal is to investigate the impact of employee motivation on employee performance inside a bottling company, as well as its effect on organisational productivity in a manufacturing company. Thus, the following are the precise objectives:
Determine how employee well-being affects workers’ effectiveness.
Determine the influence of employee-manager relationships on worker efficiency.
Examine how training and career growth affect worker efficiency.
Examine how remuneration affects worker effectiveness.
Determine how the work environment affects employee efficiency.
1.4 Research Questions.
Based on the objectives, the research study will address the following research questions:
How does employee well-being affect worker effectiveness?
How does the employee-manager relationship effect worker efficiency?
How do training and professional growth affect a worker’s efficiency?
How does remuneration affect the worker’s degree of effectiveness?
What influence does the work environment have on an employee’s efficiency?
1.5 Research Hypotheses.
The above-mentioned questions lead to hypotheses that will be investigated on motivation and productivity in Nigerian manufacturing companies. The hypotheses of the investigation are as follows:
Employee well-being does not have a major effect on worker effectiveness.
Employee-manager relationships have no substantial effect on worker efficiency.
Training and career development have no substantial effect on worker efficiency.
Worker effectiveness is not much affected by compensation.
Employee efficiency is not much affected by their work environment.
1.6 Scope of the Study
The purpose of this study is to look at how employee motivation affects organisational productivity in a Nigerian bottling industry. As a result, the study’s scope will be limited to the Coca-Cola Bottling Company of Nigeria. As a result, the study will include individuals who are organisational personnel and managers.
1.7 Significance of the Study
The findings of this study would be valuable to the management of Coca-Cola Bottling Company because they would provide a better understanding of the right motivational elements that have a good impact on their personnel
and, as a result, boost organisational productivity overall. The study’s conclusions would also benefit Nigerian enterprises similar to the Coca-Cola Bottling Company.
This research is also important to society since it will increase their knowledge and awareness of how employee motivation can boost organisational productivity within a certain company.
Furthermore, the findings of this study will help the government and policymakers understand how employee motivation may be leveraged to increase organisational productivity in Nigerian bottling companies.
1.8 Operationalization of variables
The study will identify two variables: motivation and production. The study’s goal is to look at the relationship between motivation, the independent variable, and productivity, the dependent variable.
This is mathematically represented as follows:
Y = f(X)
Where:
Y = Dependent Variable.
X = Independent variable.
Employee motivation determines organisational productivity in the context of the aforementioned topic.
That is P=f(M).
The dependent variable, Y (EP), consists of a few items. That means,
Y=f (y1, y2)
Such that;
Y=f(X)
Where:
X = Employee Motivation.
Intrinsic
x1 represents employee well-being.
x2 = Employee Relationship with Managers.
Extrinsic
x3 = Training and Career Development.
x4 = Compensation.
x5 = Work Environment.
Y = Organisational Productivity.
y1 = Effectiveness.
y2 equals efficiency.
Therefore:
y1 = f(x1) ————————- (1)
y2 = f(x2) ————————- (2)
y2 = f(x3) ————————- (3)
y1 = f(x4) ————————- (4)
y2 = f(x5) ————————- (5)
Based on regression, we have:
y1 = α0 + β1×1 + µ ————— (1)
y2 = α0 + β2×2 + µ ————— (2)
y2 = α0 + β2×3 + µ ————— (3)
y1 = α0 + β2×4 + µ ————— (4)
y2 = α0 + β2×5 + µ ————— (5)
Where α is the equation’s constant, β is the coefficient of the independent variable X, and µ is the error or stochastic factor.
1.9 Definition of Terms.
Employee Productivity can be defined as the degree to which employees are effective and efficient in their assigned task or employment.
Motivation relates to what drives and leads human behaviour, as well as how these behaviours are sustained in order to achieve a specific objective.
Employees are people who are employed to work on a contract basis in an organisation; they are referred to as the organization’s workforce.
Productivity is a summary measure of the quantity and quality of work performance, taking resource allocation into account. It can be quantified at the individual, group, and organisational levels.
Organisational Productivity: A metric indicating how efficiently and successfully managers use resources to achieve organisational objectives.
Effectiveness is a measurement of how well workers’ production levels satisfy the organization’s aims and objectives.
Employee Effectiveness is a qualitative attribute that indicates the amount to which job-related issues are addressed and the magnitude with which predefined goals and objectives are met by an employee.
Efficiency is obtained from the link between inputs and outputs, and it pertains primarily to the extent to which outputs are realised while minimising production costs.
Employee Efficiency: refers to an employee’s ability to do what is actually produced or performed while using the same amount of resources.
1.10 Chapterization
The complete research work is divided into five chapters. The first chapter is an introductory section that includes the study’s backdrop, problem statement, research objectives, research questions, research hypothesis, study scope, study significance, operational definition of words, and chapterization.
Chapter two will include previous reviews and discussions of the topic in relation to a conceptual, theoretical, and empirical framework. The third chapter will cover the study’s research methods.
Chapter four focuses on data presentation, analysis, and interpretation. Chapter five will include a summary of findings, conclusions, and recommendations for future research studies.
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