MOTIVATION AS A TOOL FOR PRODUCTIVITY IMPROVEMENT
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MOTIVATION AS A TOOL FOR PRODUCTIVITY IMPROVEMENT
Chapter one
INTRODUCTION
1.1 Background of the Study
Human motivations are often driven by wants, but in a convoluted and subconscious manner. Some are basic demands, such as physiological needs for water, air, food, sleep, and shelter. Self-esteem, for example, may be considered a secondary need. Status, association with other people, achievement, and self-assertion.
People join organised enterprises and other types of groups to achieve goals that they could not achieve on their own. The question arises as to what activities people are ready to pursue at any given time, and why. This is where motivation kicks in.
According to Berlson and Steiner (1964), a motive is “an inner state that energises, activates, and directs or channels behaviour towards specific goals.” In other words, motivation is a broad phrase that refers to all types of desire, needs, wishes, and similar impulses.
There are items that can satisfy these impulses and needs, such as increased salary, a prominent title, a name on the office door, and a variety of additional benefits, such as a reserved space in the car park or company parking lot.
To be clear, while motivation reflects desires, it is the perceived reward or incentive that fuels the desire to satisfy them. It can also be used to reconcile conflicting requirements or to highlight one demand so that it takes precedence over another.
An incentive designed to motivate is something that influences an individual’s behaviour. It affects what a person will do. Obviously, managers in any organised organisation must be concerned with motivation and incentives.
A manager is someone who achieves outcomes through others. The necessity for increased levels of labour productivity is widely agreed in all economies, by both employers and trade unions. Only by maximising returns on firm investment can wages be sustained in real terms and economic benefits attained at the national level.
A fair manager is supposed to pay special attention to the employee who is responsible for achieving the desired results. The employee must be well motivated.
At this point, some context for our case study – Nigeria Security Printing and Minting Company Limited, also known as “the MINT” – is required. The MINT, founded in 1963, began manufacturing in 1965.
During its 35-year operation, the MINT has developed from a one-product line company to a large multi-product security printing, self-financing, and self-sustaining organisation with approximately 2000 indigenous employees.
Men and women with exceptional technical and professional qualifications and experience. The enterprise has continued to adequately meet the country’s security printing and minting needs while also expanding into the bigger global market.
The MINT is a private limited liability corporation founded in 1963 with the Federal Republic of Nigeria, represented by the Ministry of Finance, as its largest stakeholder. Thomas De la Rue Plc. Technical Partners and the Central Bank of Nigeria are the third shareholders. The current shareholdings are as follows:
v. Ministry of Finance, Incorporated 55%
v. Thomas De La Rue plc 25%
v. Central Bank of Nigeria (20%)
The company’s principal aims are to supply all printed materials to the government and various ministries of government, as well as the Central Bank of Nigeria, including (but not limited to) banknotes, coins, postage stamps, postal and money orders, and other security printing requirements.
The company’s overall strategic policy choices are made by a nine-man Board of Directors. The company’s day-to-day operations are controlled by a top management team made up of Managing Directors, 3 Executive Directors, and 6 General Managers.
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