MOTIVATION AND ORGANIZATIONAL EFFICIENCY IN NIGERIA PUBLIC SERVICES (A CASE STUDY OF AN OVER VIEW)

CHAPTER TWO

1. REVIEW OF RELATED LITERATURE
2. INTRODUCTION

In this very chapter review will be made of work based on the various research project as

1. THE CONCEPT OF MOTIVATION/IMPORTANCE

Motivation has different meaning or definition from different authoritative and scholars. But whatever angle it is looked at some authorities seems to share view or opinion on this subject matter, motivation which other authorities vary.

First, McMahon and McMahon (1986:7) see motivation as a biological state that energizer raises the organization to use bodily process and movement to attain a good alter analysis of the situation while pursuing the goals and adjust sensation and bodily process as necessary while seeking this goal.

The definition of motivation had both physiological as well as psychological trend. In other words, motivation is seen from both in the inside and outside of man and in other to get the best out of any worker, be it typist, messengers, labourers, cleaners, accounts, clerk to mention but a few, there is need to motivate him/her in one way or other to achieve the organization goal. Emphatically an employee must be motivated to carry out duties assigned to him/her to the extent that doing so also helps to satisfy his/her personal needs.

This motivation contributes to the accomplishment of the organization goals. Also, an individual engages in and sustains behavior when he finds it rewarding to do so that is when the behavior accomplished on objective which satisfies ones need.

Another authority, Ejiofor (1989:12) has it that motivation is the process of influencing subordinate or followers to work for a course desired by the motivator or leader. This particular definition varies from the previous one of McMahon and McMahon. The reason for this variance being divergent views that exists at the exact meaning of motivation, the process of influencing subordinate or followers to work for a course desired by the motivator achievement of his personal goals. He therefore becomes easier to manage like the McGregor theory man. He now begins to derive job satisfaction from working and from achieving results.

Motivation however is multi dimensional when one tries to examine what motivate people to work. In a work situation, the following factors could inspire and sustain moral to work good salaries, job securities, good career prospects, good work environment, realization of self esteem, indicate, subsidized meals, and transport, good retirement benefit etc, motivational factor as Abraham Maslow observed could be hierarchical and would be relevant at different stage of life and have individual difference in the strength of each need.

Ohiri (1990:6) Businesses further, even where wags are paid, it must be competitive, otherwise the worker would leave that employment for lucrative job.

This is in line with equity theory of motivation which states that people with the same qualification and experience who work in similar environment must be equally, otherwise inequality will set in. So worker in the banking and industries have similar wage package.

From all indications, it is very glaring and obvious to the reader that motivation is derived from physiological and psychology condition, every authority and definition of the subject matter pints to the combination of both as the genesis and off sort of motivation.

A worker (staff worker) if well motivated is known to be in good state of mind with himself, his boss, supervisors, subordinate and even his job, hence, job efficiency is properly attained and profit maximized. In fact, his moral to the work is boosted and the goals of the organization realized and achieved as a result of this. In other words if a worker is not properly motivated as job will be done haphazardly viz-a-viz expected organization goals sometime, this can led to labour turnover that is the rate which workers are leaving the organization to work in another organization and or absence rate that is the rate which workers are living the organization to work in other organization and or absence rate that is the of truancy.

Secondly, the national economy is boosted in the course of motivation workers for enhanced performance.

Finally, the immediate family are satisfied as well from the incentive given to them enhance their performance in the organization, thus saving one and the entire nation from society vices.

1. THE MAJOR THEORIES OF MOTIVATION

The major theories of motivating behavior have come to us from researchers of Abraham Maslow, Douglas McGregor, Fredrick Herzberg, David McClelland, and Vroom. There is also the contribution of Resins Likert in his human relation theory, before theories let us in the interim look into the classical theory.

FREDRICK TAYLOR

Known as the father of scientific management who is inseparably tied with the classical theory, was of the view that man unique in that it greatly increase the reward for high productivity. Thus, men were able to double their wages under the system. It will become clear the classical theory makes the assumption that money is best motivator, the power of money as a motivator has never been generally established, that is with full agreement. There are those who are not influenced by the power of naira those who have risen above its power. Taylor’s classical theory fails to specify other important consideration that affects individual motivation to work, by trooping to make money the simple solution.

THE NEED THEORY: ABRAHAM MASLOW

Most of us never reach the point when we no longer want more money. But these definitely comes a time when we begin to think that is much use to derive out of life, Abraham Maslow has effectively constructed continuum of human needs that motivate, which is popularly known the need hierarchy (see fig below) the need are:

THE NEED HIERARCHY

1. Physiological Needs: These are needs of the body for shelter, food, clothing water and sex which are of man’s strong drive towards self preservation.
2. Security Needs: The two types of security needs are rather concerned with the letter in our research, people want become economical secured against loss of income, cessation of employment and old age.
3. Social Needs: People need to feel they belong and accepted some important members of the groups and have same influence with other group members.
4. Self Actualization Needs: This is the needs to do what one is best suited for some people aspire to be politicians, leaders and legislators and are best suited for these, in terms of their skill and ability. Such factors as responsibility, a feeling of job importance individual importance and accomplishment are also included here.

For the purpose of this project research or study it may be convenient to combine physiological and security need into lower or economic foods. These can be basically satisfied though wages, the higher needs can only come reasonably well satisfied. To this effect, if an individual wage is so low that he cannot meet his physiological and security needs it is very likely that they will not be motivated by such incentives that satisfy social, esteem to self actualization needs. Thus, when a need is reasonably well satisfied, it becomes unimportant and the needs higher need becomes out goal (that a need has become unimportant does not course mean that it has been completely abandoned, that is causes to be a motivator, for in reality and no need is very completely satisfied.

For instance, one people feel that the wages they are receiving are consistent with and reasonable for the type of work they are doing and feel secured about continuity to receive them. Further attempts to motivate them to higher level performance on the basis of wages alone will almost fail because such higher people are already having in view such higher needs as social esteem and self actualization.

This striving away from a lower need that has been that calls for satisfaction stems from that fact that people tend to attach the greatest importance to those things they already have to a reasonable degree, and concentrate more on those things that are yet to be obtained and enjoyed. Here in lies the significance of the need hierarchy.

THE TWO FACTOR THEORY: HERTZBERG

This theory builds upon the former (Maslow’s theory) Herzberg conducted experiment on motivation and drawing from the data collection, he identified two vital factors in every job. First there are certain elements in a job which include adequate salary, adequate working conditions, job security and fringe benefits. From Herzberg’s point of view, these things are necessary before the worker could even begin to be motivated. These maintenance factors are these which:

When not present will cause dissatisfaction and if present will present dissatisfaction, but will not motivate people to greater performance. Herzberg factors in a poor analogy with the way the term in used in preventive medium. He concluded that there were ten maintenance factors namely:

1. Company policy and administration
2. Technical supervision
3. Salary
4. Interpersonal relation with supervisor
5. Interpersonal relation with peer
6. Interpersonal relation with subordinates
7. Job security
8. Personal life
9. Status

Beyond the maintenance factor Herzberg calls the remaining the motivation factors. These were the things that could really bring positive attitude and motivation will result.

The motivational factors which he called satisfier include:

1. Recognition
2. Achievement
3. Advancement
4. The work itself
5. The possibility of growth
6. Responsibility

THEORY X AND Y

McGregor from previous theories discussed so far there are several factors that we count upon the motivate people. The manner, in which any of the theories will be applied, will be determined by the concepts about man himself. Douglas McGregor has come up with two theories in explaining man and motivation, which he called theory X and theory Y.

THEORY X ASSUMPTION

1. The average man dislike work and he will avoid it to the extent he can.
2. Therefore most people have to be forced or threatened with punishment to get them to make the efforts necessary to accomplish organization goals.
3. The average individual is basically passive and therefore prefers to be directed rather than to assume any risk or responsibility and would prefer security.

THE THEORY Y ASSUMPTIONS

1. Work is natural to man as play or rest and therefore cannot be motivated.
2. Self motivation and inherent satisfactory in work will be forthcoming in situation where the individual is committed to organizational goals. Hence, coercions is not only form of influence that can be use to motivate.
3. Commitment is a crucial factor in motivation and it is a function of rewards coming from it.
4. The responsibility given to power environment.
5. Contrary to populace stereotypes, the ability to be creative and innovative in the solutions of organizational problems is widely not narrowly distributed in the population.
6. In modern business and organization human intellectual potentials are just partially realized.

EXPECTANCY INSTRUMENTALITY: VROOM

Instrumentality is the relationship between an individual’s goals or the reward he desires and the organizational objectives that he is expected to fulfill. It exists when a person sees that productivity, will result in his receiving the reward he desires, such as wages to make a recapitulation of the meaning of the term, it can be said to be individuals perception of the degree of relationship between the first level outcome and the second level outcome, this theory attempt to relate effort to rewards.

ACHIEVEMENT MOTIVATION: MCCLELLAN

There is a view on motivation that some people have a compelling drive to succeed for the sake of success alone. David McClelland have been the primary influence upon this view and he has named this need to achieve “N-Ach” motive. After years of research, McClelland described high achievers as:

1. People who seek to do things better
2. People who seek situation where they can attain personal responsibility for finding solutions to problems.
3. People who dislike succeeding by chance.
4. People who work our opportunities where their desire to achieve will not be thwarted.
5. People who seek and use concrete, measurable feed back of the result of their actions.
6. People who develop comprehensive plans to help them attain their goals.

The implications of N-Ach research are far reaching desires people to act on the basis of an internally induced stimulus rather than replying or externally imposed motivators.

Further understanding of the concept behind N-Ach research can assist administration in explaining and predicting employee behavior.

Maslow (1954) in his theory mentioned above identified the primary (basic) and the higher needs. Also Herzberg in his maintenance theory of motivation demonstrated the importance of these higher needs. He came up with the ideas that job satisfaction is a factor that motivates workers for effective job performance increase productivity from this theory. The employer of a worker now knows the importance of job satisfaction and does everything to realize this.

Contributing to the effects of higher need, satisfaction and the job performance, McClelland (1961) in this achievement theory assist that there is a high positive consideration between need for achievement and performance and executive success. He does further to say that achievement oriented persons have certain characteristics that can be developed a staff worker who is achievement oriented persons have certain characteristics that can be develop oriented does the following:

1. Enjoy moderate risk taking as a function of skill not chance enjoy challenge and want personal responsibilities for outcomes.
2. Tends to set moderate achievement goals and takes calculated risks.
3. Have a strong need for feedback about how well he is doing.
4. Have skill in long range planning and posses originally abilities.

Having been acquainted with McClelland achievement theory, the employer of an achievement oriented workers with the knowledge of the above list point (1-4) do everything possible to make the staff work achieve his aims as mentioned above this in turn enhances his performances and the resultant effect bring high productivity, the objective of the organization.

2.4 WAYS OF MOTIVATING WORKERS

The key to the understanding of the human needs, Maslow (1984) identified the human needs which he classified into five categories as were explained earlier on, in order to motivate workers to put their maximum effects, it is essential that these various needs be satisfied as practicable. At this juncture, it becomes imperative to discuss the prominent or rather practical ways of motivating workers for enhanced performance.

2.4.1 WAGES AND SALARIES

Although analysis has been placed on the satisfaction of higher needs for the motivation of workers the basic needs have to satisfied first. It is a non-disputable fact that the immediate problem confronting a graduate of any discipline in Nigeria is how he will be able to get a job so that he can earn some money. Thus, Ibekwe (1984) to asserted that a school leaver in Nigeria want to job to earn some money to meet his/her food, shelter and clothing needs, the staff worker is no exception. When wages and salaries are given to workers (staff workers) whose immediate needs are physiological, they serve as motivation. This variable enhances his performance cum productivity aside lightly in any event.

Gellerman (1974) summed up that situation aptly by saying that the monetary importance is a myths is not to say that money is importance. Therefore, money can motivate. It can influence action and encourage extra efforts, creativity or any other kind of non-routine performance.

2.4.2 JOB ENRICHMENT

This is one of the best ways of motivation workers for enhanced performance. Drucker (1975) puts it succinctly when he assets that an organization need the best performance man is capable of and a man needs more the job that will provide the greatest scope for her abilities and talents, the best opportunity for growth and for superior performance. Job enrichment is quite different from job enlargement.

Herzberg (1954) advances the two as a solution to seeking morale and breaking the monetary of a job. Job enlargement means increasing the tasks involved without necessary increasing person’s power or authority. It is a horizontal loading while job enrichment has to do with increasing responsibilities as well as authority so that the workers can go head in carrying out his job without much instruction. It is otherwise known as vertical loading.

To a staff worker, enriching his job serves as motivator and his performance is enhanced is so doing, this is true because it creates an answer for him to exhibit the talents he possess for an instance, a worker who is given the opportunity to interview and supervise would be workers will strive to assess them well in order not to recruit the wrong persons. To him it is a challenge and to enhance his performance will be the watch words.

2.4.3 JOB SECURITY

To bring out the best performance from workers, the safety of their job must be effectively assured. Ibekwe (1984) put it thus to allow a workers security trade fraise, he must be assured of sound procedures established in organization for handing of relevance discipline and termination on that in all circumstances, he can expect that justice will be done.

With this assistance in mind, a staff worker goes about performing his duties as best as he can there is no fear of the boss alone having the power to terminate his services. The fear of insecurity stumpers in the absence of fear, staff worker is happy for the discipline and security of his job and this puts in his best performance the resultant effects is increased productivity.

2.4.4 PROMOTION

Staff workers would want to see a chance for the better in their place of work. A messenger would want to become senior messenger. A security man would want to be a security officer.

In explaining productivity as high motivator Ibekwe (1984) opines that promotion bring along with it not just more but esteem and a mark of recognition of the individual performance. Therefore, staff worker who are promoted has a new life put in them, their knowledge and skill becomes active and their over attitudes and outlook improves. They consequently strive hard to be effective and to achieve higher standards. The end result of all these are that their performance will be greatly enhanced and their organization enjoy greater productivity.

2.4.5 OBJECTIVE SETTING AND APPRAISAL

What is needed is an approach whereby a worker feels that he is operating within a framework that he can ascertain within that frame what was required of him, in this way he can determine of what extent he succeeded during a given period. Ibekwe (1984) states that a well structured appraisal makes for fairness and encourages mutual trust and confidence, thus creating a congenial atmosphere where the worker can do his work without fear or inhibition performance appraisal is a great motivator and encourages a staff worker to work heard in order to enhance performance. A worker who has done his job perfectly well and his boss tells him he has done a marvelous job would want to perform better than he did next time.

2.4.6 LEADERSHIP STYLE

Leadership style refers to the attitude of his immediate supervisor. The attitude of a staff workers supervisor may serve as a motivator or de-motivator workers are more likely to react favourably to the leadership of a manager who is result oriented recognized achievement and reward. Faoily Likert (1961) classified leadership style based on the extent of trust and confidence subordinate. At one end is the exploitative authoritative management style who lacks confidence and trust in the subordinates believes in excessive use of the rat threat and title or no latter interaction. At the other and is a participative group system that the much interaction among superior, individual and groups.

When the latter type of leadership style is adopted, a worker would see himself as part and parcel of decision making process and so participate actively and wiling in carrying out the decision. His performance is enhanced unlike when the exploitative authorities’ style is adopted.

Blake and Mouton (19780 confirm that relationship of trust and respect lead to accomplishment at committed level and with committed people. This is a common state in the organization’s purpose becomes the prime move, each worker putting in his best to ensure the achievement of goals.

2.4.7 TRAINING

It is a process used by any management to enhance the performance of its human resources, particularly the staff worker, and which in turn fields high productivity, management does the by sending it’s human resources to course relevant to their respective fields of involvement. By sending workers on training courses in other word retraining then enhanced their performance.

Ibekwe (1984) indentified the numerous training schemes to include induction training, on the job training apprenticeship, tutelage or understudy supervising training, management training and correspondence course.

When a staff worker is effectively exposed to any of these training schemes relevant to his field of endeavour, his chances of enhancing his performance is increased. Training service as a good motivation because each time a worker come back from such a training or course, he tries very hard to leave a work that he actually went for further studies. For instance in correspondencecourse, Ibekwe (1984) went further to state that they are advances in that are advantageous in that they sharpen the experience of the worker, nourish him with modern techniques and revitalize him for a better and more venture, some role in the organization the staff worker are not left out in the type of people Ibekwe (1984) explained above.

2.4.8 WORK ENVIRONMENT

When the work environment is conducive, it serves as a good motivation. It affects the performance of a worker positively or negatively accordingly. Quibble (1986) states that because employees performance of the environment unaware of the benefits of a pleasant environment.

There are different of environment, which include economic, social, physical and political environments. A worker performance is effectively enhanced each of them is conducive under social environment major experiment carried and with six men lends credence of the effects of conducive social environment to a workers, physical environment includes technology equipment climate, size of the office, degree of illumination even the pointing of the officer.

A worker who is provided with equipment that facilitates his job feels happy whenever he remembers to carry out his function. This happiness goes home with him after day’s work. No wonder Schultz (1975) states that day’s work, whenever a person is frustrated or dissatisfied is his job and then he is likely to be unhappy when he/she goes home at the end of the day. Therefore when a worker is satisfied with her work environment, his performance is enhanced.

2.5 BENEFIT OR ORGANIZATION FROM MOTIVATION OF WORKERS

Organization gains a lot motivating workers for enhanced performance in effect, organization benefit tremendously in motivating workers for enhances performance at the topmost level of these benefit if the achievement of the organizational objective.

In enumerating the benefit of organization from motivating worker for enhanced performance Molokwu (1993:9) asserts as follows:

• It enables the worker to put in is best performance in the organization’s work.
• It could generate lasting harmony in the organization between workers and employees.
• It brings about employees commitment to the achievement of the organization goals.
• It eliminates industrial crisis by the workers out of dissatisfaction of one kind or other.
• Employees feel that they are important members of the organization and that attainment of our turnover and absenteeism.

Motivation assist managers to understand the needs or urges which prompt people to do things and provide ways for them to satisfy these need through the organization, while the same time harnessing, the contribution of satisfy organizational needs.

Motivation engenders job satisfaction, which is an effective reaction to feeling by an employee on how satisfied he is with his job, supervisor, co-worker play and his current and future career and potentials which lead to high productivity.

In the light of the above, Molokwe (1993:8) highlight one can confidently asserts that the staff worker is not excluded from the type of worker meant above.

2.6 EFFECT OF LACK OF MOTIVATION ON WORKERS

Non-provision of motivational techniques effects performance of worker immensely. This contributes to low productivity in organization. The effect can take the following ways duly motivated:

1. Low Productivity: Non provision is motivation techniques affect the performance of workers in the organization. And as a result of this, their productivity will be low, compared to one who is duly motivated. When this is the organization stands to lose as its goals will not be realized or achieved.
2. Reduce Morale: A worker will not be happy with his job and his employer if he is not rewarded accordingly. If reward is given to staff workers in other organization, he will be demoralized and his output will completely reduce.
3. Increase in Rate of Labour Turn-Over: If a worker is not motivated, or if the salary paid to him does not complete favourable with that of other organization. There is every tendency that he has to shout out for employment somewhere else where he can get a reward of services he renders to the organization, same is applicable to other organization, same is applicable to other people in other professional and levels.
4. Increase in Rate of Truancy: There is a glaring rate of truancy of employees in an organization where employees of labour fail to motivate their employees. As a result of this work is left undone as workers exhibit non-chalant attitude to it work.

2.7 SUMMARY OF LITERATURE REVIEW

Motivation of workers is very vital as it has positive effect on the performance of staff work cum productivity. When workers are properly motivated their performance are enhanced and the workers in turn desire satisfaction. It has been side that satisfaction is the state of being satisfied, pleased or contented.

Lack of motivation on workers immensely affects their productivity reduces the morale, increase their rate of lab our turnover and has adverse affect on the economy organization that motivate heir workers to have a lot of benefits and at the top most level of these benefits and at the top of that organizational goals and objectives.

It is important that the remuneration meets the needs of workers. The worker environment also should as much as possible be conducive.

Finally ways of motivating workers have been indentified such as wages and salaries, joy security, job enrichment, promoting, training etc, and were found to be similar in bringing out the best found performance from the workers which in turn enhanced their productivity on leader can take different forms. This can be done through financial incentives, fringe benefits, advancement and welfare facilities these notwithstanding the reward system applied by managers in the organization must be such that individuals of the comparable, meaningful and satisfying. The manager should be able to balance the financial incentives given to his worker with the resources of his organization.

In support of the aforementioned view of Peter Ejifor, McMahon and McMahon maintained that motivation has its genesis from two combing forces of physiology and psychology. They go further to prove the claim that what happens in our state. Physiologically affect the combination of the two forces process, a phenomenon known as motivation. They also assert that motivation is through as resulting from drives or incentives the analysis of this assertion will equally lead the leader to conclude that two variable. Both of them are interwoven to produce motivation. To buttress this argument, a close look at what drive is will be stated below.

A device is simply created by the need for food, shelter, water, sleep and many others hence it is defined by McMahon and McMahon as a need to instigate us into action to seek relief to many people, this suggestion seem to be a controversy surrounding this term “drive” when used to explain a motivational behavior.

Motivation appears therefore to be one of the organizational tools or most contributory factor to the success failure of organizational goals.

Motivation as observed by Brech Eflect (1975:15) involves getting the number of the term to put the weight effectively to give their loyalty to the group and to the task, to carry out properly the activities allocated and generally to play effective part in the operation, service or task, that the organization has undertaken in other words, motivation has to do with inspiring the morale begins to perceive the achievement of the cooperation goals.