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MOTIVATION AS A CATALYST FOR EFFECTIVE HUMAN CAPITAL MANAGEMENT AND IMPROVED PRODUCTIVITY (A STUDY OF JOF IDEAL FAMILY FARMS LTD, OWO, ONDO STATE, NIGERIA). - Saheed G.A, Alebiosu, S.O and Taiwo.A.A

International Journal of Research and Development Studies
Volume 7, Number 2, 2016
ISSN: 2056 – 2121

MOTIVATION AS A CATALYST FOR EFFECTIVE HUMAN CAPITAL MANAGEMENT AND IMPROVED PRODUCTIVITY (A STUDY OF JOF IDEAL FAMILY FARMS LTD, OWO, ONDO STATE, NIGERIA).

Saheed G.A, Alebiosu, S.O and Taiwo.A.A
Department of Marketing
Rufus Giwa Polytechnic, Owo, Ondo State, Nigeria

ABSTRACT
One of the biggest problems facing managers of business organizations is how best to get employees committed to their work and put in their best towards the accomplishment of organizations’ goals and objectives. This study therefore examines the roles of motivation as a catalyst for human capital management and improved productivity with particular reference to JOF Ideal Family Farms Ltd, Owo, Ondo State, Nigeria. Relevant
literatures were reviewed and data were collected from both primary and secondary sources. Questionnaires were administered on 120 staffers of Jof Ideal Family Farms, Owo which cut across all cadres of employees. Data collected were analyzed using simple percentage. Two hypotheses were raised and tested using chi-Square with 5% degree of freedom. The result reveals that motivation has significance influence on effective human capital management and by extension employees’ productivity with x2 cal of 197.09 as against x2 critical value of 9.49. The research work was concluded with some recommendations which include that employees salary must commensurate with their efforts, ensure conducive working environment and that promotion should be given to deserving employees in order to boost their morale and engender high productivity.
Key words: Motivation, productivity, labour turn-over, hierarchy of needs, and incentive.

Background to the study
          Human resources management situations are some of the issues that members of organizations are most concerned about (Ren, Huang,Zheng, 2001). Whether these issues are recruitment, selection, training, salary or performance appraisal and benefits, they are all closely associated with the vital interests of employees. For this reason, human resources management style and its operational mode are crucial to the way employees perceive motivation, and thus are significant factors affecting organizational productivity. Moreover, the members’ opinions about organizational human resources management style affect their personal performance (Jackson & Schuler, 2005).It is the primary task of the manager to create and maintain an environment in which employees can work efficiently to accomplish the objectives of the organization.          Employees differ not only in their ability to work but also in their will to do so (motivation). To motivate include to persuade, stimulate, even compel, an employees to act in a manner which fulfill the objectives of an organization.
          The motivation of employees depends on the strength of their motives. Motives are needs, wants desires, or impulses within the individual and these determine human behaviour. Therefore, motivation is the process of arousing behaviour, sustaining behaviour progress, and channeling behaviour into a specific curse of action. Thus, motives (needs, desires) induce employees to act in a particular way. Motivation therefore is the inner state that energies people, channels and sustains human behaviour.
          Since it has been established that all behavior involve responses that are goals directed managers can apply motivational theories of management in their attempt to direct the job behaviour of employees towards the goals of their establishment.     Every organization and business wants to be successful and have desire to get consistent progress. The current era is highly competitive and organizations regardless of size, technology and market focus are facing

Motivation as a Catalyst for Effective Human Capital Management
and Improved Productivity (A Study of Jof Ideal Family Farms Ltd,
Owo, Ondo State, Nigeria)

employees’ retention challenges. To overcome these constraints a strong and positive relationship and bonds should be created and maintained between employees and their organizations’ management.          To achieve prosperity, organizations design different strategies to compete with the competitors and to increase the performance of the organizations. A very few organizations believe that the human capital and employees of their organizations are their main assets which can lead them to success and if not well focused to failure. Unless and until, the employees of an organization are satisfied with it, and are motivated for the for the tasks fulfilment goals achievements and are encouraged, the organization cannot make progress or achieve success.
          Employee motivation is one of the policies of managers to increase job performance and management amongst employees in organizations. A motivated employee is responsive to the definite goals and objectives he/she must achieve, therefore he/she must move in that direction. Motivation propels an employee more successfully because provoked employee is constantly looking for improved practices to do a work, so it is essential for organizations to pursue means of motivating their employees. Getting employees to do their best work at even in strenuous circumstances is one of the organizations most stable and greasy challenges and this can be made possible through effectively motivating them. (Stoner, Freeman and Culbert, 2007).

Statement of the Problem
            The problem of motivation is strictly a human phenomenon. It is very complex and may make or mar an organization. What motivates one worker may not motivate others. Employees in a work place will react differently to a particular stimulus. The group may be more intransigent than the individual. It is also true that what motivates positively on one occasion may not motivate positively on another occasion, even with the same worker or group of workers. An unmotivated workers is always relatively angry and uncooperative, this could lead to negative consequences in the organization. A demotivated employee will not give his best and this will have serious consequencies on his performance and by extension the organization’s productivity.

Objectives of the Study
            The primary objective of this study is to ascertain all the critical parameters or variables that motivate workers in all sectors.
          In this period of economic melt-down, a proper analysis of motivation is capable of finding solution to the problem of low morale and poor job performance in our organizations.
          This study is set to make a clear presentation to its reader, the effects motivation on productivity. The other objectives include:
1.       To highlight the effects of on motivation on productivity of employees.
2.       To investigate whether employees and organizational goals are aligned.
3.       To investigate the various methods of motivation

Research Questions
            This study will seek answers to the following questions.
1.       Does motivation/job satisfaction affect employees’ productivity?
2.       What obstacles stop employees from performing to the best of their ability?
3.       Is there any relationship between motivation and productivity?
4.       Are employee’s goals and organizational goals aligned?
5.       What role does employee’s welfare play in motivation?

Research Hypotheses
Hypothesis One
H0:      Motivation has no significant impact on employees commitment and productivity.
H1:      Motivation has significant impact on employees’ commitment and productivity.

International Journal of Research and Development Studies
Volume 7, Number 2, 2016

Hypothesis two
H0:      Motivation does not serve as morale booster to employees
H1:      Motivation serves as morale booster to employees

Theoretical/Conceptual Framework
     The term motivation originated from the Latin word “movere” which means “to move”. The study of motivation is concerned basically with why people behave in a certain way. In general term, motivation can be described as the domination and persistence of action. It is concerned with why people choose a particular course of action in preference to others.
          Glueck (2009) sees motivation theory as an attempt to explain how behaviour is started, energized, directed, sustained, and terminated, and what kind of subjective or objective reaction is present in the organization.
          Generally, psychologist believe that motives can be grouped into two board categories namely: biogenic needs for food, sex, drink and body comfort which arouse from psychological state of intension; and psychogenic needs which arise from psychogenetic state of tension.
          According to Middle, Most and Hit (1981). Motivation is the willful desire to direct one’s behaviour toward goals. The three key elements in this definition are willful desire (person’s choice) behaviour and goal-directed purpose of behaviour. Fashina (2008). describes motivation as a term used generally when somebody is stimulated, the interest of a worker so as to be able to work and/or breed efficiency in his work. Robbins (2008) defines motivation as the force that energizes, directs and sustains a person’s effort. Saheed and Alebiosu (2009) see motivation as an important determination of human bevaviour which moves one towards a goal, thus, motivation engenders performance. Nwachuwu (2009) sees motivation as a process which starts with a physiological or psychological deficiency or need that activates behaviour to a drive that is aimed at a goal incentive. Motivation is the art targeted to getting people work willingly, and an art of inducing one to behave in a particular manner to achieve a task. Mce-Edoiye and Andawei (2002) views motivation as a human engineering approach being triggered by the individual needs. Flippo (1982) defines motivation as a psychological process initiated by the emergence of needs involving a goal directed action and behaviour aimed at satisfying a particular desire. It is inducement given to workers for higher output.
Motivation behavior has three basic characteristics:-
It results from felt need - an urge directed towards a need.
It is goal directed - it seeks to achieve an objective.
It is sustained - it is maintained for a long time-until satisfied.
Several authors including: Maslow (1954), McGregor (1960) and Cole (2005) have propounded theories to help to understand the human being and how to handle them to get goals achieved.          Viewed from a managerial perspective, motivation can be said to relate to any conscious attempt on the part of a person or group of persons to influence the direction and the rate of behaviour towards the accomplishment of organizational goals. People often believe that employees are highly motivated when they work enthusiastically, but assume that they are not motivated when they stand around doing nothing. As a result of this, employers of labour have come to realize that people do not automatically give their best to organization because of their affection for it or the involvement of moral, but because of what they can derive out of the organization.
          It has therefore, become imperative for employers of labour to provide the atmosphere and incentive that can create motivation in employees. Behavioural scientist through their various theories whereby this could be effectively carried out, has suggested two methods. They include formal programme such as financial incentive plan and personal interaction based on the understanding of what the employees are looking for in their work place. 
          Forehand and Glimer (1984) identify four common characteristics which underline the definition of motivation.

Motivation as a Catalyst for Effective Human Capital Management
and Improved Productivity (A Study of Jof Ideal Family Farms Ltd,
Owo, Ondo State, Nigeria)

1.       Motivation is typified as an individual phenomenon and that every person is unique and all the major theories of motivation allow for this uniqueness to be demonstrated in one way or another.
2.       Motivation is described, usually as personal factors which is under the workers’ control
3.       Motivation as of two factors.
a.       What gets people activated (arouse)
b.       The force of an individual to engage in a desired behaviour (direction or choice of behaviour).
4.       The purpose of motivation theories is to predict behaviour and it is not performance. Motivation concerns action and the internal and external forces, which influence a person’s choice of action(s).

Effects of Motivation on Workers’ Performances
            Butcher and Houston (2004) highlight the following:
1.         Motivating an employee will lead to good quality of work, it is when people are happy that they can give the best, they will be more attentive in taking instruction from their supervisor and necessary equipment will be used  by so doing, this will lead to  good quality of work.
2.         Avoidance and reduction of wastage in an organization is another effect of motivation on workers’ performance.
3.         Motivating employee will enhance effective communication and flow of information; One of the methods in which management could take to motivate workers or employees is by giving them the chance to participate in policy making in an organization, by so doing, the management would understand what the need of their employees are and when they are being recognized in the organization, the flow of information from the top  management to the lower level will make it possible and this  will lead to effectiveness  and efficiency in their work and in the running of the organization would be easy and vibrant.
4.         Motivation builds confidence in workers’ performance and they will be loyal to both immediate supervisor and the organization in general.
5.         It brings about innovation and creativity in workers’ performance.

Methods of Motivation
According to Kangis, Gordon and Williams (2010), the methods in which management could take to motivate their employees include the flowing among others:-

Salary Increment:- If employees’ salaries are increased at regular intervals, this will energize the worker to work very hard by devoting  adequate time to the job assigned to him.

Promotion:- If promotion is given to hard working employee this will serve as a morale booster to the hardworking ones and will encourage the lazy ones to hardwork so that they too can be adequately rewarded.

Training:- Training makes the workers to be better at work by equipping them with the experience on how to carry out a particular task, this will make them to be more dedicated and patriotic towards the attainment of the objectives of the organization.

Provision of Social Amenities:- Employees can also be motivated by providing them with social amenities such as  staff canteen, recreation facilities, sporting ground and by giving them bonuses.

Employees’ Safety:- Another method of motivating employee is by taking care of their safety needs, these include both safety at work and outside the work, like those working in the factory where they are prone to  out-break of fire they should be protected by placing fire extinguishers in strategies areas in the factory. 

Reward System:- The reward system of an organization provides the action that generally have the greatest impact on motivation and performances of individual employee. Salary
International Journal of Research and Development Studies
Volume 7, Number 2, 2016

increase, bonuses and promotion can be a strong motivator of individual performance, provided they are effectively administered.

Importance of Motivation
Motivation is one of the most important factors determining organization efficiency. All organization’s facilities will go to waste in absence of motivated employees to utilize them.

Best Utilization of Resources:- Motivation ensures best and efficient utilization of all types of resources, it is possible to their fullest extent if employees are induced to contribute their effort  towards attaining organization goals.

Will to Contribute:- There is a difference between “capacity to work” and ‘willingness to work” one can be physically fit to work but he may not be willing to work. Motivation results in feeling of involvement to exhibit better performance, thus motivation bridges the gap between capacity to work and willingness to work.

Reduction in labour Problem:- All the employees try to concentrate their effort to achieve the objective of the organization and carry out plans in accordance with policies and programme laid down by the organization. If the management introduces motivational plans, it will reduce labour problem like labour turnover, absenteeism, indiscipline, grievance, industrial unrest etc.

Sizeable Increase in Production and Productivity:- When motivated properly employees try to put efforts to produce more, thus increasing their efficiency and as a result of this, production and productivity of the organization will increase.

 Basis of Cooperation:- In a zeal to produce more, staff  members team up to work effectively and give their loyalty to the group and the organization.

Improvement Upon Skill and Knowledge:- All the employees will try to be efficient as possible and try to improve upon their skills and knowledge to the progress of the organization.

 Acceptance of Organization’s Change Arrangement:- Change is the law of nature due to several changes in the society; change in technology, value system e.t.c organization has to incorporate these changes to cope with the requirements of time. A motivated staff willingly accepts change.

Better Image:- A firm that provides opportunities for the advancement of its employees has a better image in the mind of the public as a good employer, this image helps in attracting qualified personnel and thus simplifies the staffing function, this will also improve employee satisfaction and reduce industrial crises.

MAJOR THEORIES OF HUMAN MOTIVATION
Maslow’s Hierarchy of Needs
According to Chucwuma and Obiefuna (2013)
Maslow’s studies into human motivation led him to propose a theory of needs based on an hierarchical model with basic needs at the top.The theory was first put forward in 1943 and has had considerable influence on development in management theory.


         


Motivation as a Catalyst for Effective Human Capital Management
and Improved Productivity (A Study of Jof Ideal Family Farms Ltd,
Owo, Ondo State, Nigeria)

 


Achievement                                                            Challenging
                                            Self-
  Actualization
   Needs                 
Status                                                                              Job title
                                      Esteem Needs
Friendship                       Love Needs                                  Friend at work
Stability                     
      Safety/Security Needs                 pension Plan
Food                           Physiological Needs                              Base Salary
     



Figure 1: Maslow’s Hierarchy of Needs

The starting point of Maslow’s hierarchy theory is that most people are motivated by the desire to satisfy specific of needs. The needs are as follows:

Physiological Needs:- Needs for  food, clothing, water, air, shelter, sleep, sex etc.

Safety Needs:-Needs for freedom and stable environment relatively free from threats.

Love Needs:- Needs for acceptance to affection, relationship with others and status within a group.
Esteem Needs:- Needs for self-respect, self esteem and the esteem of others.

Self-actualization Needs:- The need for self-fulfilment and attainment of full potentials.
The second, and most central, point of Maslow’s theory is that people tend to satisfy their needs systematically, starting, with the basic physiological needs and then moving up the hierarchy. Until a particular group of needs is satisfied, a person’s behaviour will be dominated by them. Thus, a hungry person is not going to be motivated by consideration of safety or affection, until after his hunger has been satisfied. Maslow did modify this argument later (1968) by stating that there was an exception to the rule in respect of self-actualization needs. In this case satisfaction of need seems to give rise to further needs for realizing one’s potential.                                                                                                             
McGregor’s “X” and “Y”
According to Chruden and Shorman (1980) Douglas McGregor Published “the human side of an enterprise in” 1960. In it, he expresses his view about the nature of people in two sets of assumptions called theory “X” and theory “Y”. He chooses these terms because he wanted neutral terminology without any connotations about human behaviour.   

Theory “X” assumes the following:
i.        Average human being have an inherent dislike for work and will avoid it if he can.
ii.       The average worker must be forcefully directed and threatened with punishment to get him to do a fair day work.
iii.       The average worker likes to be directed, works to avoid responsibility and above all seeks security.
iv.      Few workers have neither the imagination nor the ingenuity to solve organizational problems.

International Journal of Research and Development Studies
Volume 7, Number 2, 2016

Theory “Y” assumes the following:
i.        The expenditure of mental and physical effort in work is as natural as play or rest.
ii.       The average worker likes to aid with exercise self direction and self-control in the pursuit of goals to which he is committed.
iii.       The average worker under proper conditions not only like responsibility but will seek and accept it.
iv.      Many workers have the capacity to solve organizational problems given the opportunity and motivation they will use this capacity.
v.       The degree of commitment to objectives is proportional to the size of the rewards associated with their achievement.
vi.      Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.
          These two sets of assumptions obviously are different, theory X is pessimistic, static and rigid, control is primarily external, that is, imposed on the subordinate by the superior. In contrast, theory Y is optimistic, dynamic and flexible with an emphasis on self-direction and integration of individual needs with organizational demand.

The ERG theory of Motivation:
Chukwuma and Obiefuna (2013) report that the ERG theory of motivation propounded by Clayton Alderfer is indeed a reaction to Maslow’s theory. He argued that there are three core needs which he classified as
E =     Existence needs
R =     Relatedness needs
G=     Growth needs
Alderfer’s Existence needs has to do with satisfaction of our basic material requirement such as food, water, pay and working conditions, they can be classified as physiological and safety needs.
          The relatedness needs is similar to the social needs of Maslow’s theory and they include social and interpersonal relationship.
Finally, the growth need is intrinsic desire for personal development or making creative productive contribution. Alderfer argued that if the gratification of a higher level order need is satisfied, the desire to satisfy a lower level need increase i.e frustration, regression and dimension (Stone, et al, 2009). Alderfer also suggests that people can have the desire to fulfill the three needs at a time and pursue them simultaneously.

The Concept of Performance
            Performance has been defined by Fashina (2008) as “the degree of accomplishment of the tasks that make up an individual’s job. It reflects how well the individual is fulfilling the requirements of the job. Often confused with effort, which refers to energy expended, performance is measured in terms of results. Similarly, Robbins, Judge and Sangh (2008) describe job performance as the net effect of a person’s effort, modified by his abilities and traits and by his role perception. In order to obtain an acceptable performance, a minimum level of proficiency must exist in each of the performance components of effort (physical and/or mental energy), ability (knowledge and skills), and traits and role perception (behaviour and attitudes).They opine further that, the possession of proficiency by a worker does not always guarantee good performance. Environmental obstacles such as lack of time, restrictive policies, inadequate work facilities, lack of cooperation from others, type of supervision, inadequate funding and even luck, among others, usually impinge on the level of performance which a worker would be capable of producing in a given work situation.      Flowing from the foregoing, performance could be viewed as the result which arises from the skills, knowledge and attitudes deployed by a worker to executing his job tasks, barring the intervention of environmental obstacles and the advent of activity trap. Of course, results produced by a worker would only be acceptable if they effectively and efficiently contribute to the attainment of organizational goals.
          Motivation as a Catalyst for Effective Human Capital Management
and Improved Productivity (A Study of Jof Ideal Family Farms Ltd,
Owo, Ondo State, Nigeria)

Effectiveness and efficiency constitute the component elements by which performance could be determine.
          Robbins (2008) simply defines effectiveness as ‘the degree to which set goals are realized’. On the other hand, he defines efficiency as the amount of resources used to produce a unit of output.      The evident truth from Robbins’s definitions of the concepts is that they are certainly distinct elements. The fact however is that both of them always go together. The important thing about effectiveness and efficiency is that they are fundamental to organizational success. It is therefore expected that as managers and indeed all other employees use their resources, they must strive to be both effective and efficient. Thus, the closer the organizations come to the attainment of their goals, the more effective employees are said to be in the same vein, the lower the resources that are applied.

Methodology
The study adopts investigative research method through which structured questionnaires were administered to randomly select 120 members of staff of Jof Ideal Family Farms, Owo Ondo State, Nigeria which cut across all cadres of staffers in the organization.

RESULTS AND DISCUSSION
Table 2: Motivation has significant impact on employee’s commitment and productivity.
Variable
Frequency
Percentage (%)
Strongly Agree
78
65.00
Agree
39
32.50
Neutral
02
01.67
Disagree
01
00.83
Strongly disagree
-
-
Total
120
100.00
Source: Field Survey, 2016.
          Table 2 above reveals that 117 respondents representing 97.5% of the total respondents are of the opinion that organizational climate affects employees’ productivity.
Table 3: Motivation Serves as Morale Booster to Employees
Variable
Frequency
Percentage (%)
Strongly Agree
80
66.66
Agree
30
25.00
Neutral
05
04.17
Disagree
05
04.17
Strongly disagree
-
-
Total
120
100.00
Source: Field Survey, 2016.
Table 3 above reveals that the majority (91.66%) of the respondents believe that motivation serves as morale booster to employee.

Test of Hypothesis using-chi-square
H0:      Motivation has no significant impact on employees commitment and productivity.
H1:      Motivation has significant impact on employees’ commitment and productivity.






International Journal of Research and Development Studies
Volume 7, Number 2, 2016

Table 4
Variable
o
e
o-e
(o-e)2
(o-e)2
    e
S/A
78
24
54
2916
121.50
A
39
24
15
225
   9.38
N
02
24
-22
484
  20.17
D
S/D
01
00
24
24
-23
-24
529
576
  22.04
  24.00
TOTAL



X2 cal
197.09
Degree of freedom (d/f) = 5-1=4
Level of significance = 5%
Decision Rule: (i)  Accept H0 if X2 cal<X2 critical value
                        (ii)  Otherwise, accept H1 and reject H0
Decision: Since the X2 calculated (197.09) is greater than X2 critical value at 5% level of significance (9.49), we accept the alternative hypothesis (H1) which says: Motivation has significant impact on employees’ commitment and productivity and reject the null hypothesis (H0)

Hypothesis two
H0:      Motivation does not serve as morale booster to employees
H1:      Motivation serves as morale booster to employees

Table 5
Variable
O
E
o-e
(o-e)2
(o-e)2
    e
S/A
80
24
 56
3136
130.67
A
30
24
   6
36
   1.50
N
05
24
-19
361
 15.04
D
S/D
05
00
24
24
-19
-24
361
576
 15.04
 24.00
TOTAL



X2 cal
186.25

Degree of freedom (d/f) = 5-1=4
Level of significance = 5%
Decision Rule: (i) Accept H0 if X2 cal<X2 critical value
                        (ii)  Otherwise, accept H1 and reject H0
Decision: Since the X2 calculate (186.25) is greater than X2 critical value at 5% level of significance (9.49), we accept the alternative hypothesis (H1) which says: Motivation serves as morale booster to employees and reject the null hypothesis (H0).

CONCLUSION
The resources at the disposal of an organization is not just capital nor machineries, but the human element which is most important and incontrovertible resource of an organization, because it is the human element that co-ordinates the other resources.    High productivity of workers and effective performance can be secured only if workers are motivated, rewarded and their efforts are appreciated. The management should make sure that the work load of every employee is commensurable with his capability and be rewarded accordingly.           Educational level, position and the length of time working for the organization has significant effects on organizational performance and productivity. It is the primary task of managers to create and maintain an environment in which employees can work efficiency through adequate motivation to accomplishment the objectives of the organization.       It is generally believe in management palace that a well motivated employee is bound to put in his very best towards the accomplishment of the organization’s objectives.
Motivation as a Catalyst for Effective Human Capital Management
and Improved Productivity (A Study of Jof Ideal Family Farms Ltd,
Owo, Ondo State, Nigeria)
RECOMMENDATIONS
            Following the result of research findings, the following are put forward to engender motivation and improve productivity in work place.
For management to get the best out of it employees, adequate information should be sought about the need of the workers in the organization.
Management should increase their employee’s salaries at the right time and ensure conducive work environment.
Regular training should be given to employees to broaden their knowledge about efficient work process.
Management should provide employees with social amenities such as canteen, recreation facilities, and sport grounds e.t.c
Promotion should be given to those that are due for it in order to boost their morale and engender high productivity.
In the view of the economic situation in Nigeria at present workers should try as much as possible to work hard with the aim of achieving high productivity for their organizations.

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Butcher, J & Houston, A. (2004), Supervisors Matter more than you Think:
Components of a Mission-Centered Organizational Climate. Hospital & Health Services Administration Chicago, 39(4):505-521.

Cole, G.A. (2005), Management: Theory and Practice (6th Edition) London Book
Power.

Chukwuma, E.M and Obiefuna O. (2013), Effect of Motivation on Employees
Productivity, Calabar, International Journal of Managerial Studies. An Research Vol. 2 Issue 7.

Conger, J.A, Kanungo, R.N., & Menon, S.T. (2010); Charismatic Leadership
and Follower Effects. Journal of Organizational Behaviour, 21:747-767.

Chruden, J.A and Shorman, P.J. (1980); Personnel Management: New York,
South Western Publishing Co.

Fashina, S. (2008); Theories of Motivation and the Nigerian Situation in
Ejiofor P.N.O and Aniagho O.P Gt.

Flippo, E.B (1982) Personal Management 5th Edition, McGrew Hill Inc, London.
Forehand, G.A., & Glinmer, B.H. (1984); Environmental Variation in Studies
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Glueck, W. (2009); Management:  Washington D.C, Dryden Press Hinsodak.
Jackson, S.E., & Schuler, R.S. (2005); Understanding Human Resources
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Kangis, P., Gordon, D., & Williams, S. (2010): Organizational Climate and
Corporate Performance: An Empirical Investigation. Management Decision. 38(8): 531.

Maslow, A.H(1994), Motivation and Personality,3rd ed. Harper and Row, New York.
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International Journal of Research and Development Studies
Volume 7, Number 2, 2016

Nwachukwu, C.C. (2000), Human Resources management (3r Edition), Port
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Roins, S.P., Juge. T.A. sanghi, S.A (2008) Organizational Behaviour, 12th Edition,
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Stone, J.A. F., Freeman, R.E. an Gibert, D. R (2007), Management, 9th Edition,
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Prentice  Hall International, Eagle Wood Cliffs.

Saheed, G.A and Alebiosu,S.O. (2009) Behavioural Aspect of Marketing Akure, San-
Ayo Printers.

Zheng, B.X, & Jiang, D.Y. (2010): Charge Loyalty in Chinese Organization:

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