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)
![]() |


Self-
Actualization
Needs
Status Job
title






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
|
![]()
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
|
![]()
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.
REFERENCES
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
of
Organizational Behaviour. Psychological
Bulletin, 62:126-143.
Glueck,
W. (2009); Management: Washington D.C,
Dryden Press Hinsodak.
Jackson,
S.E., & Schuler, R.S. (2005); Understanding Human Resources
Management in the Context of
Organizations and their Environments. Annual
Review of Psychology, 46: 237-267.
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.
Mee-Edoiye,
M. and Andawei, M.M (2002), Motivation, An Alternative to Improve
Workers Performance in Today
Construction Industry. The Quantity surveyors 40 (3)2.
International Journal of Research and
Development Studies
Volume 7, Number 2, 2016
Nwachukwu,
C.C. (2000), Human Resources management (3r Edition), Port
Harcourt:
David Stone Publishers Ltd.
Roins,
S.P., Juge. T.A. sanghi, S.A (2008) Organizational Behaviour, 12th Edition,
New
Delhi: Pearson Prentice Hall.
Stone,
J.A. F., Freeman, R.E. an Gibert, D. R (2007), Management, 9th Edition,
New
Delhi Prentice Hall.
Ren,
J.G., Huang, G.L., & Zheng, B.X. (2001): Organization Culture and
Climate. In B.X. Zheng (Eds), Staff
member’s Culture, Taiwan: Yuan-Liou Publishing, 63-170.
Robbins,
S.P. (2008); Management Concepts and Applications; New Jersey,
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:
Effects of Subjective and Objective
Concept on the Performance of Staff Members. In G.S. Yang (Eds), Paternalist Leadership Manner. Taiwan:
Laucreate Books Co. Ltd., 65-113.
Comments
Post a Comment