MOTIVATIONAL DRIVES AND EMPLOYEE PERFORMANCE
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MOTIVATIONAL DRIVES AND EMPLOYEE PERFORMANCE
ABSTRACT
Employees are the lifeblood of any organisation. The degree to which an organisation achieves its objectives is determined by how motivated its people are. Motivated employees are more devoted and satisfied with their occupations, which leads to better job performance and, as a result, increased organisational performance.
Financial or monetary incentives such as salaries, fringe benefits, bonuses, commissions, and so on are not the only ways to inspire employees. There are various ways to motivate employees without incurring a financial penalty. Empirical research has shown that non-financial sources of incentive achieve comparable or better results than money kinds.
Against this setting, the study looked at the relationship between motivational motivations and employee performance in Ogun State colleges. The study’s precise aims were to investigate the relationship between employee performance and achievement, autonomy, career promotion, personal development, recognition, and the character of work.
The study used a descriptive survey design with a purpose sampling technique to pick three universities in Ogun State: Federal University of Agriculture, Abeokuta; Olabisi Onabanjo University, Ago-Iwoye; and Crawford University, Igbesa.
The study’s population was 4,458 employees. However, after applying the Taro Yamane formula, the study’s sample size was 477 workers. The study collected primary data from respondents via an administered questionnaire. Out of 477 surveys distributed, 378 copies were returned.
The descriptive statistics and Pearson Product Moment of Correlation were used to analyse the data. The study found that achievement (r=0.900; p<0.05), career advancement (r=0.939; p<0.05), autonomy (r=0.921; p<0.05), personal growth (r=0.926; p<0.05), recognition (r=0.924; p<0.05), and nature of work (r=0.894; p<0.05) all had a strong positive relationship with employee performance in Ogun State universities.
The report recommended, among other things, that management at selected colleges should involve their employees in all they do. Employee comments, inputs, contributions, and ideas should be acknowledged, with at least a few being incorporated.
Chapter one
INTRODUCTION
1.1 Background for the Study
The extent to which an organisation can achieve its goals is primarily determined by how motivated its people are. This is because employees are the heart of any organisation. Every organisation, regardless of size, reputation, net worth, or line of business, need motivated employees to give their all to ensure the organization’s success.
Demotivated individuals, on the other hand, are more likely to do their jobs sluggishly, develop a cold attitude towards their workplace, and may even resign if they receive a better offer elsewhere.
Motivated employees are satisfied, devoted, assiduous, and enthusiastic about their jobs, which results in maximum performance from them and increased organisational performance overall.
Because of the country’s low economic performance, many organisations do not have enough financial resources to inspire or reward their staff. Employees should be encouraged and rewarded even if an organisation has limited funding (Gikuya, 2014). Organisational management can use alternate types of motivation that have no financial expense.
According to Gikuya (2014), money and other financial incentives have been overhyped as powerful motivators for employees. Non-monetary types of motivation have not been adequately utilised as effective motivators by organisational management.
According to Grant (2010), a healthy flow of communication between employees and management makes employees feel appreciated for their contributions, as well as recognised and valued in the organisation. This type of award increases their dedication and boosts morale, paving the road for better performance.
Motivational drives can also be known as intrinsic or non-monetary motivation (Pfieffer, 2009; Gikuya, 2014). Motivational drives are the natural effects of motivation that an employee gains from completing a certain activity or achieving specific goals on the work.
Motivational drives are psychological motivations that, while not apparent, can be felt. Examples of motivational drive include the ability to use one’s judgement to complete a certain task, advancement, praise and commendations, a sense of accomplishment, acknowledgment, and a sense of fair and humane treatment.
Motivational drives cause employees to be devoted to their jobs to the point that the jobs itself contain duties that they enjoy (Akanbi, 2011).
Creating a suitable work atmosphere in which employees are free to take initiative and complete relevant activities for which they are praised is an excellent method for increasing morale and job performance.
Organisations have recently developed techniques to inspire their employees that have no financial effects. Thus, management’s focus on employee engagement has shifted from money rewards to non-financial benefits or motivational impulses.
The use of motivational drives developed from Abraham Maslow’s theory of motivation and Fredrick Herzberg’s two-factor theory (Gikuya, 2014; Amir, 2013).
These theories argue that specific variables exist within the organisation that cause employees to feel motivated. Motivational drives are objective in nature. What one employee sees as motivating may not be regarded as such by another employee.
Motivational drives are based on psychological, cognitive, social, and physiological aspects. These elements contribute to what an employee deems motivating.
Nigerian universities, particularly those run by the government, are well-known for engaging in industrial action when their demands are not satisfied. Their decision to go on strike can be attributed to a lack of motivation from the management of their individual institutions and the government.
Most of the time, these employees, represented by the Academic Staff Union of Universities (ASUU) and their non-academic counterparts (NASU), battle for better working conditions that are not always financial in nature.
Indeed, they are paid while on strike. our definitely demonstrates that in our current era, employees prefer to be motivated internally rather than extrinsically for better performance.
1.2 Statement of the Problem
Over time, management has adopted monetary motivational tactics to increase employee morale and performance. However, because of their abstract nature, motivational drives or non-monetary motivational tools have not been fully recognised as a causative component in employee performance.
Even with proper financial incentives in place, employee performance can suffer. This means that there is a limit to the extent to which financial incentives, such as money, can improve employee performance.
To support this position, Grant (2010) contends that people cannot be perpetually motivated by money, and that if employees become accustomed to a certain type of financial reward, its ability to improve their performance declines.
The low quality of Nigeria’s university educational system is attributable in part to a decrease in staff productivity, which can also be ascribed to a lack of incentive reasons to increase staff productivity.
Employees’ job performance suffers when they are not offered acclaim and acknowledgment for a job well done, a sense of belonging, autonomy to make job-related decisions, or possibilities for career advancement and personal improvement.
As a result, it is critical to find those motivational impulses that significantly motivate employees, particularly in a cash-strapped nation like Nigeria, where money is no longer the primary motivator for employees.
1.3 Objectives of the Study
The study’s primary goal is to investigate the relationship between motivational motivations and employee performance at many universities in Ogun State. The study aims to specifically:
Examine the relationship between success and employee performance at several universities in Ogun State.
Investigate the association between career advancement and employee performance at selected Ogun State colleges.
Investigate the association between autonomy and employee performance at several universities in Ogun State.
Examine the relationship between personal development and employee performance at several universities in Ogun State.
Examine the relationship between recognition and employee performance at several universities in Ogun State.
Investigate the association between the type of work and employee performance at several colleges in Ogun State.
1.4 Research Questions.
The study’s key questions include:
What is the relationship between employee achievement and performance at selected Ogun State universities?
What is the relationship between career development and employee performance at Ogun State’s universities?
What is the relationship between employee autonomy and performance at selected Ogun State universities?
What is the relationship between personal growth and employee success at Ogun State universities?
What is the relationship between employee recognition and performance at selected Ogun State universities?
What is the relationship between the nature of work and employee performance at selected Ogun State universities?
1.5 Research Hypotheses.
The hypotheses that guide the investigation are given as follows:
H01: There is no substantial association between employee achievement and performance at selected Nigerian universities.
H02: There is no substantial association between career development and employee performance at selected Nigerian colleges.
H03: There is no substantial association between autonomy and employee performance at selected Nigerian colleges.
H04: There is no substantial association between personal improvement and employee performance at selected Nigerian colleges.
H05: There is no substantial association between employee recognition and performance at selected Nigerian universities.
H06: There is no substantial association between the nature of work and employee performance at selected Nigerian colleges.
1.6 Operationalization of variables
Employee performance is the dependent variable, with motivational drives as the independent variable. Motivational drives are represented by six (6) sub-variables: achievement, professional advancement, autonomy, personal growth, acknowledgment, and nature of work.
Y=f(X)
Where:
Y equals employee performance.
X equals f (X1, X2, X3, X4, X5, X6)
Where:
X1 = Achievement.
X2 equals career advancement.
X3 = Autonomy.
X4 = Personal progress.
X5 = Recognition.
X6 = Nature of work.
Y= f(X1)…………………… (i)
(ii) Let Y = f(X2).
Y = f(X3)……………… (iii)
Y = f(X4)…………… (iv)
Y= f(X5)…………………… (v)
Y = f(X6)(vi)
1.7 Scope of Study
The study looks on the relationship between motivational drives and employee performance at several universities in Ogun State. The study’s population consists of academic and non-academic staff from the selected universities. The study uses purposive sampling to pick three universities in Ogun State:
private (Crawford University), state (Olabisi Onabanjo University), and federal. The universities were chosen to represent the major types of universities in Ogun State in particular and Nigeria in general, based on their status of establishment (federal, state, or private).
The study’s population consists of both non-academic and academic workers from selected universities. The study’s sample size is 477 employees, calculated using the Taro-Yamane sample size determination formula and accounting for attrition. The study’s sample is selected using a basic random sampling procedure.
1.8 Significance of the Study
The research will be especially useful for university administrators, corporate executives, government officials, and citizens.
The project will educate management at chosen colleges on the value of motivational drives as instruments for improving employee morale and performance.
Other Nigerian colleges will benefit from this research since it will assist them in developing strategies for using motivational motivations to improve staff performance.
The government will also benefit from this study because it educates them on the need of using motivational drives in conjunction with other forms of cash rewards to increase public servant morale. This will significantly limit the number of industrial actions initiated by the Labour Congress and trade unions.
The academic community – students and researchers – will find this study useful because it represents a repository of reserved knowledge on the issue that they can use in the course of their future research endeavours.
1.9 Definitions for Operational Terms
Motivation refers to the internal and external causes that stimulate passion and persistence in pursuing a course of action (Luthan, 2007).
Motivational Drivers: These are the invisible variables that influence employee morale. Motivational drives cannot be seen, but can be felt. Autonomy, responsibility, recognition, professional advancement, achievement, and personal improvement are some examples of motivational drivers (Luthan, 2007).
Performance refers to the outputs of work that have the strongest ties to the organization’s strategic goals (Lisa, 2014).
Employee: A person paid to do a job (Oxford Advanced Dictionary).
Achievement refers to the things a person achieved on the job that had a good influence and contributed to the growth of the organisation. Achievement focuses on an employee’s tangible contributions to an organisation (Gikuya, 2014).
Employee autonomy refers to the ability to determine their own schedules inside an organisation. In another meaning, autonomy means that employees have the freedom to decide how their work should be done. It also refers to the amount of flexibility and choice an employee has over his employment (Zameer, Nisan, & Amir, 2014).
Career advancement refers to an employee’s growth on the job or career. For example, an individual can advance in a single occupation by progressing from an entry-level to a managerial position. Career progression occurs when an employee acquires experience, completes extra training, achieves a degree, or obtains certification (Boameh, 2014).
Recognition is defined as a timely, informal or formal acknowledgement of an employee’s behaviour and efforts that advance an organization’s aims and values and have obviously beyond conventional expectations (Gikuya, 2014).
Personal development includes activities that increase awareness and identity, develop talents and potentials, build human capital and assist employability, improve quality of life, and contribute to the realisation of an employee’s aspirations and objectives (Boameh, 2014).
Nature of Work: This relates to the types of activities that an employer does, as well as the circumstances of the work, scope of work, and job description (Murisha, 2011).
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