MOTIVATION ON EMPLOYEE PERFORMANCE IN AN ORGANIZATION
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MOTIVATION ON EMPLOYEE PERFORMANCE IN AN ORGANIZATION
Chapter one
Background of the study
INTRODUCTION
Management is simply defined as the process of accomplishing things with and through people by directing individuals’ efforts towards common aims or objectives, where directing is another word for motivating, influencing, or leading.
This means that managers or leaders must understand employee motivation and devise strategies to encourage employees to accomplish their jobs to the best of their abilities.
The term “motivation” first gained popularity in the early twentieth century, when rationalistic views of human behaviour created more questions than answers concerning man’s activities.
The rationalist considered humans as free moral beings who chose between good and terrible courses of behaviour, with each person’s decision influenced by his intelligence and education level.
They expected that if a good option was known, it would be automatically selected and implemented. It is improbable that anyone would skillfully hold this attitude of individuals.
The complexities of human behaviour do not lend themselves to such simple “reasonable” answers. Motivation, in its current form, is one of the most complex components of the management process, having emerged in the early 1950s during the era of the behavioural science (which includes anthropology, psychology, and sociology) school of management.
The school shifted its emphasis increasingly to the nature of the work itself and the extent to which it could meet man’s needs to use his skills and abilities. Of the three behavioural sciences, psychology has probably played the most important role in influencing management thought and practice, as well as in demonstrating that people have a wide range of needs that they try to meet at work.
People’s attitudes, values, and sentiments all have a significant impact on their behaviour on the job. The feelings that people have towards their supervisors, their job environment, their personal problems, and numerous other factors are often difficult to determine, but they have a tremendous impact on employees.
Motivation is a very perplexing one, in that it is not at all easy for a person to know for certain what actually motivates another person or causes Furthermore, the individual may be unaware of what truly motivates him.
Because of the complicated and ever-changing nature of motivation, what motivates one person may not necessarily motivate another, even within the same time period and context.
And what inspired one person in the past may not necessarily motivate another person in the same way, even within the same time period and place, and what motivated a person in the past may not necessarily motivate him later.
The uniqueness of the human individual, with numerous complex forces that combine to determine who he is and becomes, makes it challenging to quantify motivational levels in people. What one individual thinks to be an essential reward may be considered useless by another.
For example, a glass of cold juice would definitely be much more “motivating” to someone who has just spent two houses or more in a traffic congestion in the hot sun than it would be to someone who has just consumed three cold bottles of beer.
Even offering a desirable incentive does not ensure that it will drive him. The reason for this is because the reward itself will not drive him unless he understands that his own efforts will most likely result in him receiving that reward.
People differ substantially in how they assess their prospects of success at different jobs. So it is clear that an activity that one person believes would result in rewards may be viewed as difficult by another.
What is motivation? A guy or woman is motivated when he or she wants to do something. A motive is not exactly the same as an incentive. Whereas rewards may inspire or enthuse a person, fear or punishment may be the primary motivator for doing something. Motivation encompasses all of the reasons that shape a person’s behaviour.
1.1 Historical Background of the Study
The Nigeria Federation Ministry of Labour and Productivity is the Nigerian federal ministry in charge of worker-employer relations. It is led by the minister of labour and productivity, with the assistance of a permanent secretary who is a professional civil officer.
Senator Joel Danlami Ikenya now serves as the minister. Hassan Muhammad Lawal was appointed Minister of Labour in 2003 and reappointed by President Umaru Yar’Adua in July 2007.
He was transferred to the Ministry of Works and Housing and replaced by Adetokimbo Kayoed in December 2008. Kayode previously served as Minister of Tourism, Culture, and National Orientation.
Chief Emeka Wogu was then appointed Minister of Labour and Productivity in 2010. In December 2009, Dr. Haruna Usman SANUSI served as the permanent secretary.
The Federal Ministry of Labour and Productivity has existed (under a different name) since 1939, with the primary goal of maintaining cordial relations between workers and employees in the public and commercial sectors.
The entity was founded following the outbreak of World War II to coordinate resources for war operations, with one and then two labour inspectors assigned to the governor’s staff. With increased worker agitation over the cost of living allowance, the Department of Labour was established on October 1, 1942.
It was led by a commissioner and two labour officers and was in charge of labour relations. Movement concerns, supporting the smooth development of industrial relations, and implementing protective regulations.
The organisation expanded as the conflict continued, with offices established in the industrial hubs of Enugu, Kaduna, and Lagos. Labour formed a ministry of labour in addition to the department of labour, which were amalgamated on April 1, 1958.
Following independence in 1960, the ministry expanded steadily, becoming the federal ministry of employment, labour, and productivity in 1979 and the Ministry of Labour in January 2007.
The Ministry of Labour’s outward-facing divisions include trade union services and industrial relations, employment and wages, and the inspectorate. The trade union services decision-making process develops policy for trade union organisations and handles disputes and complaints.
It also helps workers, educates them, and keeps track of trade unions and their operations inside internal departments and human resources, finance, and suppliers, policy analysis, research, and statistics.
The ministry oversees various parastatals (government-owned agencies), including the Michael Imoudu Nation Institutes for Labour Studies (MINILS), the Nigerian Social Insurance Trust Found (NSITF), the National Productivity Centre (NPC), the National Industrial Court, and the Industrial Arbitration Panel (IAP).
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