COVER PAGE

THE IMPACT OF MOTIVATIONAL FACTORS

ON EMPLOYEES PERFORMANCE

ABSTRACT
The word motivation comes from the Latin word EMOVERE which
mean to move. Motivation is a general term applying to the entire
class of drives, desire, and needs wishes and similar forces inherent
in an individual, which make him behave in a particular way.
Thus, motivation could simply refer to as those inner drives that
activate, energies of move behavioural patterns of individuals or
group and sustain them towards the satisfaction of a felt needs.
Motivation is interested in the WHY or rationale behind human
behaviours. Although not all-human behaviour is motivated, some are
based on reflex action, habit or instinct. A manager is only interested
in those behaviours that can be motivated when an individual is left
with a choice.

TABLE OF CONTENTS
Title Page -

Declaration

ii

iii

Dedication -

iv

Acknowledge

Abstract

vi

ix

Approval

Table Of Content
CHAPTER ONE
1.0 Introduction
1.1

Statement of General Problem

1.2

Objective of the Essay

1.3

Significance of the Essay

1.4

Scope and Limitation of the Essay

CHAPTER TWO
2.O Literature Review

11

2.1

Definition -

12

2.2

Ways of Motivating Employees

13

2.3

Factors of Motivation

16

2.4

Theories of Motivation -

18

2.5

Maslows Hierarchy of Needs Theory

20

2.6

Herzberg two Factors Theory of Motivation

22

2.7

Dorglas Mcgregors Theory X and Theory Y

24

2.8

The Expectancy Theory

26

2.9

Reinforcement Theory -

28

2.10 Effect of Motivation on Employees performance

30

CHAPTER THREE
3.0

Summary, Conclusion and Recommendation -

37

3.1

Summary -

37

3.2

Conclusion -

38

3.3

Recommendation

39

Reference -

41

1.0 INTRODUCTION
One of the major problems confronting management
today is that of motivating to perform assigned task to
meet or surpasses predetermined standard. Motivation is
that energizing forces that induces or compels and
maintains behaviour. Human behaviour is motivated it is
goals directed.

It is not easy to motivate an individual, for the success of

any motivational effort depends on the extent of which
the

motivator

meets

the

needs

of

the

individual

employees for whom it is intended. Motivation is an

internal

psychological

process

whose

presence

or

absence is intended from observed performance.

In Nigeria today, lack of proper managerial knowledge,

economic depression and high rate of unemployment
1

have made most workers subjected to themselves, to

deplorable working conditions, which of course are the
catalyst of low performance.

The management of most organization tends to believe

that

workers

are

satisfied

with

their

job

but

unfortunately they are not.

The disadvantage of these to the employers that workers

will not put in their best and the result will be low
performance.

Managers in most of the organization are aware of the

situation in the labour market, and as such went to
capitalize on that to subject workers to deplorable
working condition. It is when one is satisfied both
physically and psychologically that such a person can

perform his best. Therefore, intimidating workers or

threatening to sack can only worsen the situation. But
cannot solve it.

Job satisfaction presupposes going to work and getting

believed of work done. In Nigeria, most at times, the pay
given to a worker is not commensurable to the type of
work done. This is the reason why sometimes efficient
and experience worker leave an organization for another
organization that pay more or stay in the organization
and perform below expectation.

Job

dissatisfaction

is

quite

prevalent

in

most

organization. low performance which comes as a result of

job dissatisfaction is always the basis for conflict between
organization and workers. Managers always blame the

workers for not putting in their best, and on side of the

workers they blame management for not providing or
creating an enabling environment as in motivation.
Whoever may be guilty, the bottom line is satisfying the
objective of the organization, which of course is to make
enough profit to keep the organization moving.
To meet the above object there need for both the
management and employee to reach a consensus, the
management meeting the desires of the workers and in
turn the employees putting in their best in terms of
performance. The workers need security of all types;
physical, psychological and economic are important for
effective and efficient performance.

Security can serve as an incentive to some individual to

remain with the organization and to put in maximum
effort in performance.

1.1 STATEMENT OF GENERAL PROBLEM

Some organization tends to employ more personnel in
order to meet the set target of their organizations
production and to satisfy the primary demand of
customer. However, despites all these effort, there could
still be inefficiency that is performance could still be
below expectation.

This situation, which have a negative effect on sales, call

for great concern and action in order to check and make
proper correction to the problem.

When an employee is confronted with a problem in work

situation, his usual reaction will be to adopt a problem
solving behaviour, which may take the form variability in
though, or action. If the variability in action and thought
does not appear to be the solution to problem, the
employees can abandon the problem and settle for less.

As a result, motivating the personnel to find out what

could be responsible becomes inevitable.

1.2 AIMS AND OBJECTIVE OF THE ESSAY

This study is aimed at looking at possible areas workers
can be motivated to increase their level of performance
and high productivity.

No matter how good any organization is, it does not get

any thing done properly until people who make the
organization do it.

Workers

in

the

past

were

satisfied

with

money

management they though when that money could boost

the workers and their level of performance and efficiency.

The basic salary of the lowest cadre of employees in the

labour market has been increased frequently but they
still perform very much below the normal level expected
of them.

Even with the best strategy in place an appropriate

organizational

architecture,

an

organization

will

be

effective only if its members are motivated to perform at a

high level. A key challenge for managers or organization

both large and small is to encourage employees to

perform at a high level.

The objective of this study is aims at describing what

motivation is, where it comes from and why managers
need to promote high levels of it for an organization to be
effective and achieve its goals.

1.3 SIGNIFICANT OF THE ESSAY

The important of this study is mainly for the expansion of
knowledge to ascertain whether the employees are
encourages by some motivational factors or encourage by
their

habit

to

work

hard

in

other

to

achieve

organizational goals or objectives.

From

the

various

studies

as

well

as

discussion

mentioned earlier, it is apparent that there is enough

8

reason to warrant a study that will examine factors

relating the effects of motivation on employees.

Since current investigations have revealed little scientific

search in this area, the studies will some what pioneer a
search for the true position.

An unmotivated employee is a threat to any organization

concerned. When an employees fails to achieve a goal or
perceive that he cannot achieve a goal, he feels frustrated
and could develop other peculiarity characteristic of the
position in which he finds himself.

1.4 SCOPE AND LIMITATION OF THE ESSAY

For the purpose of this study as the topic depicts, the
scope of the essay will be focused on motivational factors
on employees performance. The research covers in a
9

comprehensive

position

the

principles,

techniques

method involved in motivational factors.

In the earlier stage of the study there is a detailed

coverage of the objective, principles, techniques and
methods of motivation, relating to the analysis and
gathering of motivation and motivational ascertainment.
At each stage, concept are illustrated by practical
example and placed into context so that the readers are
aware of the importance and relationships of the various
aspects of motivational factors.

This study does not cover all the motivational factors

contain in some advance books or syllabuses.

10

LIMITATION
It is necessary to mention some of the limitation of this
research work. The chief limitation is the difficulty in
obtaining relevant information. The polytechnic library
has related books on the subject of the study.

The method at collected data created problem, since the

researchers has to interviewing the workers as a result of
their tight working schedule. Subsequent to this problem
is the combination of academic work with the study.

Notwithstanding, in the highlighted limitation above, it is

hoped

that

this

research

will

be

useful

to

the

organization studies and other similar organization that

may

want

to

achieve

high

motivation of the employees.

11

performance

through

CHAPTER TWO
1.0 LITERATURE REVIEW
The focus of this chapter is on the review of the
assessment of motivation theories as the impact on
employees performance.

Managers in organization work with and tough people,

the people are the most important of all assets of the
organization. However, it is only the people that can
directly and actively works against the organization. Cole
(1998:9). When people also come to the organization, the
different interest, values, learning etc. which make them
behave in one way or the other. the manager must create
a healthy environment for them in which they can work
and achieve these goals. Behaviour is goals directed and
the manager must arouse channel and sustain the
12

behaviours towards the accomplishment of organization

goals and objective, because those behaviour are cause
by a particular motivation to achieve a certain goals.

Nwachukwu (1988:208) suggested that management

need to understand what motivate employees and act to
encourage such motivation otherwise many employees
will lead to act in a negative way. An unmotivated
employee is a threat to the organization.

2.1 DEFINITION
Motivation may be defined as psychological forces that
determine the direction of a persons behaviour in an
organization, a person level of effort and a persons level
of persistence in the face of obstacle. The direction of a
persons behaviour that people could engage in effort

13

refers to how hard people work. Persistence refers to

whether when faced with roadblock and obstacle, people
can keep tying or give up.
Motivation is so central management because it explain
why people behave the way they do in organization.
motivation also explain why a waiter is polite or not, why
a nursery school teacher really tries to get to enjoy
learning or just goes through the motions, and why some
workers put faith twice the effort of others.

Motivation can come from intrinsic sources intrinsically

motivated behaviour is behavior that is performed for its
own sake. The sources at motivation are actually
performing the behaviour and motivation comes from
doing the work itself. Extrinsically motivated behaviour is
a behaviour that is performed to acquire material or

14

social rewards or to avoid punishment, the sources at

motivation is the consequences of the behaviour, not the
behaviour itself.

2.2 WAYS OF MOTIVATING EMPLOYEES

No longer can manager hire worker and expect then to
get motivated individually. Learning how to motivate is
now one of the most relevant and essential skill leaders
can posses in todays ever-changing workplace. The
following chapter provides ways and insight into human
motivation and provides ways for motivating workers.
Before the 1980s, good leadership usually synonymous
with assertive decision making leader were celebrated for
their corporate and risk taking when shaping corporate
strategies those times have changed. Today, leaders must
go beyond the day-to-day operation and tough decision
15

leaders in todays society are expected to be social

scientist and the great leaders of day and tomorrow are
those gifted individual who have mastered the art of
motivation. The ability to understand people and to be
able to tap into their respective motives are the skill
central to what leaders must do, but today the leaders
job does not stop at that once the decision have been
made, todays leader must be able to motivate their
workers to accept and embrace organizational decision.

What separate exceptional leaders from ordinary leaders

is the ability to inspire and motivate employees. In recent
studies, researchers at the university at Nebraska
Lincion Examined sources of motivation of Nebraskas
workers is urban and rural setting, the result have

16

demonstrated that five unique sources of motivation

exist. These are
1.

Intrinsic Process: Motivated by fun

2.

Instrumental Process: Motivated by reward

3.

Self Concept Process: external Motivated by

reputation

4.

Self Concept Process: external Motivated by

challenge

5.

Goal Interrelation: Motivated by Purpose.

Each of the five sources requires different organizational

and leadership qualities to tap into them. However,
leaders

who

understand

the

different

ways

that

individual are motivated will be able to effectively

motivate their workers.

17

2.3 FACTORS OF MOTIVATION

There are three act of variable affecting motivation. There
are individual characteristic, job characteristics, and
work situation characteristics.
Individual Characteristic: Are the interest attitudes
need a person bring to work situation. Obviously people
differ in their characteristic as such their motivation will
be different, for example one person may desire prestige
and so may be motivated by a job with an impressive
title. Another may desire money and so may be motivated
to earn a high salary. Two important contributions to our
understanding a human needs and motivation are
Abraham

Maslows

Hierarchy

Mccellands theory.

18

of

needs

and

David

 Job Characteristics: Job characteristics are the variety

of task including the amount of responsibility, the variety
of task and the extend to which the people finds
satisfaction. A job that is intrinsically satisfying will be
more motivating for many people than a job that is not.
Work Situation Characteristics: The Third sets of
variables are factors in the work environment of the
individual. It consists of two categories, the action,
policies and culture of the organization as a whole and
the immediate work environment.
Personal policies such as wage scale and employees
benefit,

vacation,

pension

and

the

likes

are

also

motivating factors, although their impact may not

necessary be too strong especially for higher level
personnel.

19

The reward system of the organization guides the actions

that generally have the greatest impact on the motivation
and

performance

increase

bonuses

of

individual

and

employees.

promotion

can

be

Salaries
strong

motivation of individual performance, provided they are

effectively administered.

2.4 THEORIES OF MOTIVATION

Motivation theories are constructs that help explain the
reason or natures of factors that energize human
behaviour.

According of Stoner J.A and Freeman R.R (1992) in the

book on management, these theories can be classified
under two-approached viz-content theory and process
theory. The content (need) theories are concerned with
20

factors within the individual or organization that will

motivate, while process theories explain and describe the
process of motivation. The process theories are further
divided into expectancy and reinforcement theories.

The first is the content theories which focus on WHAT

of motivation, that is, thing that make individual behave
the way they behave. Works that are classified under this
approach include works of people like Abraham Maslow,
Douglas Mc gregor, Frederick Herzberg, Alderter and
Alkinson.

The second approach known as the process theories

approach. This emphasis on How motivational process
should be instituted or established. Here the most
important element is the expectancy goal, which a person

21

anticipates to achieve as a result of his behaviour. The

valence or strength of an individual has in achieving a
certain goal is another important element in expectancy
theory.

Another

theory

under

the

process

theory

is

the

reinforcement theories which is associated with the work

B.F Skinner (1970) and others.

2.5 MASLOWS HIERARCHY OF NEED THEORY

Psychologist Abraham Maslow proposed that people seek
to satisfy five basic kinds of needs psychological needs,
safely needs, belongings needs esteem needs and self
actualization needs. He suggested that these needs
constitute a hierarchy of needs, with the most basic or
compelling needs psychological and safety needs at the

22

bottom. Maslow agued that these lowest level need must

be met before a person will strive to satisfy needs higher
up in the hierarchy, such as self esteem needs. Once a
need is satisfied, he proposed, it ceases to operate as a
sources of motivation. The lowest level of un met needs in
the hierarchy is the prime motivator of behaviour, if and
when this level in the hierarchy motivates behaviour.

Nevertheless, a key conclusion can be draw from Maslow

theory; people differ in what needs they are trying to
satisfy at work to have a motivated workforce. Manager
must determine which needs employees are trying to
satisfy

in

organization

and

then

make

sure

that

individuals receive outcome that will satisfy their, when

they

perform

at

high

level

and

contribute

to

organizational effectiveness. By doing this managers

23

align the interest of individual members with the interest

of the organization (that is performing at a high level)
employees receive outcome that satisfy their needs.

MASLOWS HIERARCHY OF NEED

2.6 HERZBERG TWO FACTORS THEORY OF MOTIVATION

Self-Actualization Needs

Herzberg focuses on two factors

Esteem Needs

1.

Outcomes that canSocial

lead
to high levels of motivation
Needs
and job satisfaction.Safety Needs
Psychological Needs

24

2.

Outcome

that

can

prevent

people

from

being

dissatisfied. According to Herbergs motivator hygiene

theory, people have two sets of needs or requirement:
motivator needs and of hygiene needs. Motivator needs
are related to the nature of the work itself and how
challenging it id. Outcomes such as interesting works,
autonomy, responsibility, being able to grow and
develop on the job, and a sense of accomplishment
and achievement help to satisfy motivators need in
order to have a highly motivated and satisfied
workforce, herzberg suggested, managers should take
steps to ensure that employees motivator needs are
being met.

Hygiene

needs

are

related

to

the

physical

and

psychological context in which the work is performed.

25

Hygiene needs are satisfied by outcomes such as

pleasant and comfortable working condition, pay, job
security, good relationship with coworkers, and effective
supervision.

According to Herzberg, when hygiene needs are not met,

workers will be dissatisfied and when hygiene needs are
met workers will not be dissatisfied. Satisfying hygiene
needs however, will not result in high levels of motivation
and job satisfaction to be high, motivators needs must be
met.

26

2.7 DOUGLAS MCGREGORS THEORY X AND THEORY Y

Douglas McGregor in his book the human side of the
enterprises came out with the theory X and theory Y in
1960. He classified the assumption about human nature
into two set, theory X and theory Y.

1. THEORY X ASSUMPTION: The traditional view of

direction and control about the nature of people are
include in theory X as follows;
That the average human being has an inherent
dislike for work, he would avoid if he can.
Because of human characteristic of dislike of work.
People

must

be

carried,

controlled,

directed

threatened with punishment to get them put forth

27

adequate

effort

towards

the

achievement

of

organization objective.
The average human being prefer to be directed,
wishes to avoid responsibility, has relatively little
ambition and job security.

2. THEORY Y ASSUMPTION:
Subordinate

want

to

assume

works

and

responsibilities, want to participate in decision

making and take pride in the accomplishment and
want to get the respect of others.
The expenditure of physical and mental effort in
work is natural that is the average human being
does not dislike work.
Commitment to objectives is the function of the
rewards associated with their achievement.
28

 The average human being learns under proper

condition

not

only

to

accept

but

also

seek

responsibility.
External control and the unreal punishment not the
only

means

of

bringing

about

effort

toward

organizational objectives.
Under the condition of modern industrial life the
intellectual, potentialities of the average human
being are only partially utilized. He is capable of
doing much more if such opportunity is given.

The assumptions of theory Y are more positive and

provide a better explanation of human nature and call for
different supervisory strategy.

2.8 THE EXPECTANCY THEORY

29

Expectancy theory, formulated by Victor .H. Vroom in the

1960, posits that motivation will be high when workers
believe that high levels of effort will leader to high
performance and high performance will lead to the
attainment of desire outcomes. Expectancy theory is one
of the most popular theories of works motivate because it
focuses on all three parts of the motivation equation;
inputs, performance and outcomes. Expectancy theory
identifies three major factors that determine a persons
motivation; expectancy, instrumentality and valence.

EXPECTANCY
Expectancy is a persons perception about the extent to
which effort (an input) will result in a certain level of
performance. A persons level of expectancy determine
whether he she believes that a high level of effort will
30

result in a high level of performance. People are

motivated to put forth a lot of effort on their jobs only if
they that the effort will pay off in high performance, that
is, if they have a high expectancy.

INSTRUMENTALITY
Instrumentality, the second major concept in expectancy
is a persons perception about the extent to which
performance at a certain level will result in the
attainment of outcome. According to expectancy theory,
employees will be motivated to perform at a high level
only if they think that high performance will lead to
outcome such as pay, job security, interesting job
assignment, bonuses, or a feeling of accomplishment. In
other

words,

instrumentalities

31

must

be

high

for

motivation to be high people must perceive that if they do

perform highly they will receive outcomes.

VALENCE
The term valence refers to how desirable each of the
outcomes available from a job or organization is to a
person. To motivate organizational members, managers
needs to determine which outcomes have high valence for
them are highly desired and makes sure that those
outcomes are provided when members perform at a high
level.
2.9 REINFORCEMENT THEORY
While expectancy theory is the perceived relationship
between performance and rewards. Reinforcement theory
is the objective relationship between performance and
rewards. It deals with the confirmation of behaviour
32

based on the environment and the effect of environments

on

behaviour.

That

means

that,

behaviours

are

environmentally coursed. Reinforcement theory is the

use of both negative and positive reinforces or motivator
to modify human behaviour or create an environment of
motivation.

Positive reinforces strengthen behaviours of the outcomes

or rewards are worthwhile they allow employees to the
something given similar situations. These reinforces
create

desirable

behaviours

thus,

behaviour

with

pleasing outcomes are likely to be repeated.

Negative reinforces also strengthen behaviours that

reduce certain undesirable behaviour and employees will
not d things that will bring displeasing outcomes. Thus

33

behaviour with displeasing outcome are likely not to be

repeated.

2.10 EFFECT OF MOTIVATION ON EMPLOYEE PERFORMANCE

We shall now take a look at some motivational policies
from some eminent scholars. It has been said that one of
the striculating and controversial theories of human
recently propounded is that of Frederick Herzberg and
his associates

Acceding to Herzberg the human being has two basic

needs. The need to avoid pair and service and the need to
grow, develop and learn. He therefore identified some
factors responsible for the job dissatisfaction in the work
situation.

These

factors,

which

he

called

hygiene

according to him, are brought by environmental factors

34

over which he called hygiene; according to him is which

employee has united control.
The second factors which Herzberg referred to as
motivation are concerned with the work itself, rather
than it physical social administrative environment. The
two factors hygiene and motivators, which either cause
job dissatisfaction or satisfaction.

Another scholars Abraham Maslow propounded the need

theory in which he observed that human Wants are
many and diverse but can be arrange in a hierarchy.
According to Maslow, man is a wanting being, there is
always some need he want to satisfy once this is
accomplish, that particular need no longer motivates him
and he turns to another again seeking satisfaction. These

35

need can be represented in basic satisfaction before

individual can move on to the next level.

Maslows order of priority of mans need is as follows: Psychological needs:- this include Food, Water, Air, etc.
Social needs:- which include, Love, belonginess and
affection
Self Actualization:- that is fulfillment.
Since the psychological needs are given the priority, they
have to be satisfied before the next set at needs is ever
thought of Maslow insisted that the set of needs does not
need to be satisfied fully i.e. 100 percent before the level
become important.

The motivation propose by Herzberg and Maslow have

become very popular and have been widely accepted by

36

both academic and Managers. Although there are

similarities in the two theories, many differences exist
perhaps the most basic similarities is both assumed that
specified need energize behaviour.

To further demonstrate the behaviour of man in the work

environment, the human relation theory led by Elton
Mayor

and

his

Harvard

colleagues

undertook

experiments. The popular one being the Hawthome

studies

experiment

relevant

to

emphasizes

organizational

on

behaviour,

three
their

element,
studies

revealed among other things the individuals work as

being

of

equal

importance

performance output.

37

in

determining

high

As earlier stated, every individual is unique or different,

for instances the Hawthorne experiment proved that
fatigue, monotony and boredom differs significantly from
individual and individual workers bring with them
different attitude, belief, culture, value into organization
management has to be able to recognize this individual
uniqueness and exploit some for the organizations
benefits and the individuals motivation.

Another discovery in the Hawthorne experiment is the

existence of an informal group within the formal
organization. The activities of the informal group may or
may not be in the organization, management here has a
responsibility to ascent it to the recognition it disserves.

38

The Hawthorne experiment accidentally ran into and

discovered the need for participation, management, and
the result of consultation by researchers with the female
workers in the telephone relay assembly room proofread
unpredictable

results.

The

less

on

here

is

that

management should be aware of the individuals needs,

the growth of the informal organization, and the need for
workers views.

Other motivation theories such as McGregors theory X

and theory Y and the process of maturity by Chris Argus,
Renis Lickerts etc. are consistent with Herzberg two
factors theory, which has been discoverer above.

The classical theories such as Henry Fayol Max Weber

and particularly Frederick Taylor talk about the work as

39

an economic man According to this theory high pay is

synonymous with high performance, the theory fact to
take note of the recognize the existence of the informal
group within the organization.

Robert F. Filmer as if in disagreement or criticism of the

classical theory put it this way, but if we look carefully at
our pre-occupation with money we beginning to realize
that it is not money we worship but the thing it
represents to us, we say money but we really mean
security, independence, status and accomplishment. If
these things are what we really seek and somebody
wants to motivate us, would be not wise to skip the
money step and make more emphasis on security, status
and accomplishment. From the discussion above it is
clear that motivation in an organization is a necessary

40

task for employee performance in an organization. What

it is remembered that human nature is complex and
dynamic only some of the motivation factors have been
discovered above.

41

CHAPTER THREE
RESEARCH METHODOLOGY
3.0 INTRODUCTION
This chapter covers the description and discussion on the various techniques
and procedures used in the study to collect and analyze the data as it is
deemed appropriate.
It is organized under the following sub-headings:

Research Design
Area of the Study
Population of the study
Sample and sampling procedure
Instrument of Data Collection
Validation of the Instrument
Reliability of the Instrument
Method of Data Collection
Method of Data Analysis

3.1 RESEARCH DESIGN

42

According to Asika (2009), research designs are often referred to as the

structuring of investigation aimed at identifying variables and their
relationships to one another. In this study, questionnaire serves as useful
guide to the effort of generating data for this study. The questionnaire is a
survey method and it is an exploratory research.

3.2 AREA OF THE STUDY

The study will be conducted in Sabon Gari, Kaduna state. Kaduna is the
state capital of Kaduna State in north-western Nigeria, on the Kaduna River,
is a trade center and a major transportation hub for the surrounding
agricultural areas with its rail and road junction. The population of Kaduna
was at 760,084 as of the 2006 Nigerian census. The symbol of Kaduna is the
crocodile, called kada in the native Hausa language.

3.3 POPULATION OF THE STUDY

43

The target population for this study consists of all the female and male
members of the Fidelity Bank Umuahia branch. The number of population
adopted for this study comprises all the members of staff the totaled to staff
is estimated for the study. The rational behind restricting the population to
the members is to enhance effective participation of all members in the
management of fidelity bank Plc.

3.4 SAMPLE OF THE STUDY

Sample or sampling is the fractional unit of the universe or population
selected for the study or observation which conclusions are drawn. It serve
as the true representative of the population as regard to conclusion drawn
about it.
Therefore, from the above population, a sample size of the study is 52. the
sample random technique is used to choose the staff that represented the
subject of the study the need for accepting this sample size rest on the
premises that researcher cannot carry out by studying on the other entire
population.

44

3.5 INSTRUMENT FOR DATA COLLECTION

These are the tools or methods used in getting data from respondents. In this
study, questionnaires and interview are research instruments used.
Questionnaire is the main research instrument used for the study to gather
necessary data from the sample respondents. The questionnaire is structured
type and provides answers to the research questions and hypotheses therein.
This instrument is divided and limited into two sections; Section A and B.
Section A deals with the personal data of the respondents while Section B
contains research statement postulated in line with the research question and
hypothesis in chapter one. Options or alternatives are provided for each
respondent to pick or tick one of the options.

3.6 RELIABILITY AND VALIDITY OF INSTRUMENT

Reliability means the accuracy of precision of a measuring instrument while
validity means the extent to which the research instrument measures what it
is supposed to measure. In order to determine the reliability and validity of

45

the study, the test-retest method was used. To have a valid instrument, the
questions in the questionnaire will be free from ambiguity (i.e the questions
will not be too complex). To have reliable instrument, the questionnaire will
be followed with interview of sample of respondents to know their view on
the subject.

3.7 TECHNIQUES OF DATA ANALYSIS

Having gathered the data through the administration of questionnaire, the
collected data will be coded, tabulated, and analyzed according to the
research question and hypothesis.
In order to analyze the data collected effectively and efficiently for easy
management and accuracy, the simple percentage method was the analytical
tools used for this research project and a sample size of twenty-five(25) will
be represented by 100% for easy analysis of the responses.
Also, Chi-square statistical analytical method will be used in the research
work chi-square as a statistical technique is used in testing of hypothesis so
as to predict what the relationship between two variables should be. It is
used in drawing and reaching conclusion by collecting the observed values

46

from the questionnaire administered to respondents, testing the degree of

freedom and carrying out a decision in determining the critical value of the
hypothesis.

The formular being

X2

(F0-FE)2
FE

Where O
E

Observed Frequency

Expected Frequency

The X2 value obtained from the formular is compared with the value of
tabulated X2 for a given significance level and degree of freedom.

CHAPTER FOUR
4.0

Bio Data of Respondents

47

Table 1: Statistics
educational

gender of

age grade of

background of

marital status of

respondents

respondents

respondents

respondents

Valid

50

50

50

50

Missing

Table 1 above has it that a total number of 50 respondents were used

for this study.

Table 2 :gender of respondents

Cumulative
Frequency
Valid

Missing

Percent

Valid Percent

Percent

male

25

48.1

50.0

50.0

female

25

48.1

50.0

100.0

Total

50

96.2

100.0

3.8

52

100.0

System

Total

Out of the total number of respondents used for this study,

25 of the respondents that represent 48.1 percent of the entire
population are male.
25 of the respondents that represent 48.1 percent of the entire
population are female. ( see table 2)

48

Table 3 : age grade of respondents

Cumulative
Frequency
Valid

Percent

15

28.8

30.0

30.0

31-40 years

10

19.2

20.0

50.0

41-50years

10

19.2

20.0

70.0

51-60years

10

19.2

20.0

90.0

9.6

10.0

100.0

50

96.2

100.0

3.8

52

100.0

Total

Total

Valid Percent

20-30 years

over 60 years

Missing

Percent

System

Out of the total number of respondents used for this study,

15 of the respondents that represent 28.8 percent of the entire
population fall within the age grade of 20-30years.
10 of the respondents that represent 19.2 percent of the entire
population fall within the age grade of 31-40years.
10 of the respondents that represent 19.2 percent of the entire
population fall within the age grade of 41-50years.
10 of the respondents that represent 19.2 percent of the entire
population fall within the age grade of 51-60years.
5 of the respondents that represent 9.6 percent of the entire population
are over 50years.( see table 3 )

49

Table4 educational background of respondents

Cumulative
Frequency
Valid

primary school leaving

Valid Percent

Percent

9.6

10.0

10.0

WAEC/NECO/SSCE

10

19.2

20.0

30.0

OND/HND/BSC

18

34.6

36.0

66.0

PGD/MSC/PHD

10

19.2

20.0

86.0

13.5

14.0

100.0

50

96.2

100.0

3.8

50

100.0

certificate

OTHERS
Total
Missing

Percent

System

Total

Of the total number of respondents used for this study,

A total number of respondents who have primary school leaving
certificate were 5 in number and they represent 9.6percent of the entire
population.
A total number of respondents who have WASSCE certificate were 10 in
number and they represent 19.2percent of the entire population.
A total number of respondents who have OND/HND/BSC certificate were
18 in number and they represent 34.6percent of the entire population.
A total number of respondents who have PGD/MSC/PHD certificate were
10 in number and they represent 19.2percent of the entire population.
A total number of respondents who have other types certificate were 7 in
number and they represent 13.5percent of the entire population.(See
table4)

50

Table5 : marital status of respondents

Cumulative
Frequency
Valid

Total

Valid Percent

Percent

single

20

38.5

40.0

40.0

married

20

38.5

40.0

80.0

divorced

9.6

10.0

90.0

widowed

9.6

10.0

100.0

50

96.2

100.0

3.8

52

100.0

Total
Missing

Percent

System

Of the total number of respondents used for this study,

The total numbers of respondents who are single are 20 making up 9.6
percent of the entire population.
The total numbers of respondents who are married are 20 making up 9.6
percent of the entire population.
The total numbers of respondents who are divorced are 5 making up 9.6
percent of the entire population.
A total number of respondents who are widowed are 5 making up 9.6
percent of the entire population. (See table 5)

Tables Based on Research Questions

51

Table 6 performance improves when motivated

Cumulative
Frequency
Valid

strongly agreed
agreed
Total

Missing

System

Total

Percent

Valid Percent

Percent

45

86.5

90.0

90.0

9.6

10.0

100.0

50

96.2

100.0

3.8

50

100.0

Table 6 above has it that out of the total number of respondents who
were asked if employees performance improves when motivated,
45 Of the respondents strongly agreed to that.
5 of them agreed to the question also.

Table7 motivational factors doesnt affect performance of employees

Cumulative
Frequency
Valid

Missing
Total

Percent

Valid Percent

Percent

strongly agree

9.6

10.0

10.0

agree

9.6

10.0

20.0

disagree

20

38.5

40.0

60.0

strongly disagree

20

38.5

40.0

100.0

Total

50

96.2

100.0

3.8

50

100.0

System

Out of the total number of respondents that were issued questionnaires,

5 respondents making 9.6percent of the population strongly agreed that
motivational factors do not affect performance of employees.
5 respondents making 9.6percent of the population agreed that
motivational factors do not affect performance of employees.
52

20 respondents making 38.5percent of the population disagreed that

motivational factors do not affect performance of employees.
20 respondents making 38.5percent of the population strongly disagreed
that motivational factors do not affect performance of employees. (See
table 7).

Table 8 working where you are not motivated negatively affects your performance
Cumulative
Frequency
Valid

Total

Valid Percent

Percent

strongly agree

30

57.7

60.0

60.0

agree

10

19.2

20.0

80.0

undecided

9.6

10.0

90.0

disagree

9.6

10.0

100.0

50

96.2

100.0

3.8

50

100.0

Total
Missing

Percent

System

A total number of 30 respondents that represents 57.7 percent of the

entire population strongly agreed that working where an employee isnt
motivated negatively affect the employees performance.
A total number of 10 respondents that represents 19.2percent of the
entire population agreed that working where an employee isnt motivated
negatively affect the employees performance.

53

A total number of 5 respondents that represents 9.6 percent of the entire

population strongly agreed that working where an employee isnt
motivated negatively affect the employees performance.
A total number of 5 respondents that represents 9.6 percent of the entire
population strongly agreed that working where an employee isnt
motivated negatively affect the employees performance. (See table 8)

Table 9 growth of a firm is related to how employees are motivated

Cumulative
Frequency
Valid

Missing

Percent

Valid Percent

Percent

strongly agree

40

76.9

80.0

80.0

agree

10

19.2

20.0

100.0

Total

50

96.2

100.0

3.8

50

100.0

System

Total

A total number of 40 respondents that represents 76.9percent of the

entire population strongly agreed that the growth of a firm is related to
how employees are motivated.
A total number of 10 respondents that represents 19.2percent of the
entire population agreed that the growth of a firm is related to how
employees are motivated.
Hypothesis to be Tested
H0: motivational factors do not affect employees performance
H1: motivational factors affect employees performance
54

Level of significance: 0.05

Decision rule: reject H0 if p-value is less than the level of significance.
Accept H0 if the reverse is the case.
Correlations
working where
motivational
performance factors doesnt

performance improves
when motivated

to how

when

performance

affects your

employees

motivated

of employees

performance

are motivated

Pearson Correlation

.282*

.763**

.667**

.047

.000

.000

50

50

50

50

.589**

.423**

.000

.002

Sig. (2-tailed)

.282*

doesnt affect

Sig. (2-tailed)

.047

N
Pearson Correlation

50

50

50

50

.763**

.589**

.896**

.000

.000

50

50

50

50

.667**

.423**

.896**

.000

.002

.000

50

50

50

not motivated negatively Sig. (2-tailed)

affects your
N
performance
growth of a firm is
related to how
employees are
motivated

firm is related

negatively

Pearson Correlation

working where you are

motivated

affect

motivational factors

employees

growth of a

improves

performance of

you are not

Pearson Correlation
Sig. (2-tailed)
N

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

55

.000

50

There is a positive (0.282) slightly significant (0.047) relationship between

those respondents who believe that performance improves when
employees are motivated and those who believe that motivational factors
doesnt affect motivation of an employee.
There is a positive (0.763) slightly significant (0.000) relationship between
those respondents who believe that performance improves when
employees are motivated and those who working where an employee isnt
motivated negatively affects the employees performance.
There is a positive (0.667) slightly significant (0.000) relationship between
those respondents who believe that performance improves when
employees are motivated and those who believe that the growth of a firm
is related to how employees are motivated.( see table 10).

56

Table 11 Coefficientsa
Standardized
Unstandardized Coefficients
Model
1

B
(Constant)

Std. Error
.997

.141

-.068

.027

.344

-.180

Coefficients
Beta

Sig.

7.051

.000

-.295

-2.562

.014

.070

1.151

4.908

.000

.157

-.239

-1.145

.258

motivational factors doesnt

affect performance of
employees
working where you are not
motivated negatively affects
your performance
growth of a firm is related to
how employees are
motivated
a. Dependent Variable: performance improves when motivated

57

Table 12 ANOVAb
Model
1

Sum of Squares

df

Mean Square

Regression

40.333

13.444

Residual

44.167

46

.960

Total

84.500

49

Sig.

14.003

.000a

a. Predictors: (Constant), performance improves when motivated, growth of a firm is related to

how employees are motivated, working where you are not motivated negatively affects your
performance
b. Dependent Variable: motivational factors doesnt affect performance of employees

Conclusion based on tables 11 and 12

Based on our decision rule, we reject H0 and conclude that motivational
factors affect employees performance.

58

CHAPTER FIVE
Findings
The objective of the study was to examine if motivational factors affect
employees performance. Findings from the study revealed the following
1. That there is a significant relationship between motivational factors
and how it affects employees performance.
2. That the growth and expansion of any firm or company has a lot to
do how that firm motivates its employees.
3. Performance of an employee improves when the employee is
motivated.
4. Relationship with co-workers, leadership work at workplace,
managing conflicts at workplace, workplace incentives and workplace
culture are the cardinal factors of motivational listed out by
respondents.
Recommendation
Based on the findings in the study the following recommendations:
1. Employees should be adequate motivated inorther to improve their
performance.

59

2. For companies to grow, they must master the art of motivating

employees.

BIBLIOGRAPHY

ALPHONSUS .S. DUNIYA (2004):

Entrepreneurship

Development, Peculiar Publisher.

BERNARD C.A. (1979): The Function of Executive. Cambridge
Mass Haward University Press.
MCGREGOR .O. (1960): The Human side of enterprise,
Japan, Mcgrew Hill Booking Company.
MASLOW .A. (1979): Motivation and Personality New York
Herper and Brother.
NATHANIEL

C.

OZIGBO

(2004):

Business Management

(Concept and Principle) Precision Publisher.

NWACHUKWU (1988): Management Theory and Practices.
Africana First Publisher Limited.
RONALD R. PITFIELD (1982): Business Organization low
priced Edition (ELBS).

60

VROOM V.H (1964): Work and Motivation Peguine.

P. KOTLER: Management Theory and Practices

QUESTIONAIRE ADMINISTRATION
INSTRUCTION: please ensure to complete the questionnaire
by ticking the correct answer (s) from the correct options or
supply the information requested where necessary.
SECTION A: PERSONAL DATA
1. Gender
a. Male
b. Female
2. Age Range
a. 20-30
b. 31-40
c. 41-50
d. 51-60
e. Above 60
3. Educational Background
61

a. Primary school certificate

b. WAEC/NECO/SSCE
c. OND/HND/BSC
d. MSC/PGD/PHD
e. Others
4. Marital status
a. Single
b. Married
c. Divorced
d. Widowed
SECTION B:
Questions on the impact of motivational factors on employees
performance
5. Does your performance improve when you are being
motivated?
a. Yes
b. No
62

6. General motivational factors foes not affect employees

performance
a. Strongly agreed
b. Agreed
c. Undecided
d. Disagreed
e. Strongly disagreed
7. The following factors can affect an employee performance
i.

Relationship between co-workers

ii.

Leadership role at workplace

iii.

Managing conflict at workplace

iv.

Workplace incentives

v.

Workplace culture

a. Strongly agreed
b. Agreed

63

c. Undecided
d. Disagreed
e. Strongly disagreed
8. Working in an organization were your efforts are not
appreciated negatively affects your performance.
a. Strongly agreed
b. Agreed
c. Undecided
d. Disagreed
e. Strongly disagreed
9. The growth and expansion of a firm has a lot to do with
the motivation of her employees
a. Strongly agreed
b. Agreed
c. Undecided
d. Disagreed

64

e. Strongly disagreed
10.

Suggest ways employees can be motivated for

optimum performance

65