[A CASE STUDY OF lNTERCONTlNENTAL BANK PLC]

BY
CHAPTER ONE
lNTRODUCTlON
l.l BACKGROUND OF THE STUDY
Motivation is concerned with why people do what they do. lt answers such questions as why do
managers or workers got o work and do a good job. This tries to explain what motivates people
to act the way they do, with primary focus on the work place. lt is the primary task of the
manager to create and maintain an environment in which employees can work efficiently to
realize 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 is to induce, persuade, stimulate, even compel, an employee to act in a manner which
fulfills the objectives of an organization. The motivation of employees depends on the strength
of their motives. Motives are needs, wants, drives, or impulses within the individual, and these
determine human behaviour.
Motivation then is the process of:
v Arousing behaviour.
v Sustaining behaviour in progress, and
v Channeling behaviour into a specific course of action.
Thus, motives (needs, desires) induce employees to act. Motivation, therefore, is the inner state
that energies, channels, and sustains human behaviour.
Since it has been established that all behaviour except involving responses are goals directed,
manager can apply motivational theories of management in their attempt to direct the job
behaviour of employees towards the goal of their establishment.
l.2 STATEMENT OF THE PROBLEM
Workers leave organization due to the fact that they are not motivated enough. Some are not
willing to leave because they are enjoying some benefit in terms of promotion which leads to
increase in salaries and wages, bonuses and some other incentives.
Organizations must improve the work performance, productivity, skills and ability of its
employees. The problem is how to motivate workers to achieving higher productivity.
l.3 RELEVANT RESEARCH QUESTlONS
Some of the research questions are:
l. To what extent does the personnel policy implemented by your company affect your
productivity?
2. How often does the company embark on staff training and development?
3. Does your company clearly/respect trade union position of its employees?
4. Are there differences in the way staff and workers are t4eated in the organization?
5. ls joint consultation practiced positively, as a method of obtaining employees views on
problems and proposed charges before final decisions are taken?
l.4 STATEMENT OF RESEARCH HYPOTHESES
The research hypotheses are:
Hypothesis l:
HO: The more there is effective motivation, the less the morale of employees.
Hl: The more there is effective motivation, the more the moral of employees.
Hypothesis ll:
HO: Adoption of motivational techniques will automatically decrease the workers productivity.
Hl: Adoption of motivational techniques will automatically increase the workers productivity.
Hypothesis lll:
HO: the success of an organization does not depend on the motivational procedures being
adopted.
Hl: The success of an organization depends on the motivational procedures being adopted.
l.5 PURPOSE/OBJECTlVE OF THE STUDY
The study is to ascertain the motivational activities of lntercontinental bank Plc.
a. To ascertain the application of the motivational techniques by the organization concerned.
b. To know the problem inhibiting the success of the employees' motivation in the organization.
c. To know the response of the employees to motivational techniques adopted by the
organization.
d. To provide solutions and recommendations where necessary on the best and effective
motivational techniques used in the organization.
l.6 SCOPE AND LlMlTATlONS OF THE STUDY
This project covers the aspect of motivation in persuading, stimulating and compelling an
employee to act in a manner which fulfills the objectives of the organization.
One cannot but say that data collection is the most tedious of writing the project.
Another limitation is that the researcher being a student who has to read other courses as well
as to take normal lectures during the period of the research may be limited by time given for the
study being too short.
Lastly, the fund constraint in carrying out this research project, the cost of getting materials and
information as well as their adequacies will also constitute the limitation of the study.
l.8 SlGNlFlCANCE OF THE STUDY
The significance of this study cannot be over-emphasized. lt will be base don the examination of
the motivation practice in lntercontinental Bank Plc, and to know the extent to which it is being
carried out, the effects on the workers, the organization and the country at large. Moreso, to
acquaint the various managers and different categories of employees to the need to embrace
motivation which will go along way in achieving higher productivity.
Besides, those students in the field of administration will find it educative, interesting and
challenging in that, the various activities and techniques of motivation are revealed and logically
analyzed.
Lastly, this project will be of value to those who may want to carry out similar research in the
nearest future.
l.9 HlSTORlCAL BACKGROUND OF lNTERCONTlNENTAL BANK PLC
lntercontinental Bank Plc came into existence in March, l989 as a product of the partnership
between some visionary and dynamic Nigerian businessmen, to provide innovative and
customer-focused products and services that will satisfy the publics' growing need for
sophisticated banking services. Since its inception then a s Nigerian lntercontinental Merchant
Bank Limited, the bank has been providing a wide array of products and services covering
investment banking, retail and funds management.
Since its debut in t eh commercial banking field, lntercontinental Bank Plc has pursued an
aggressive branch network expansion programme. As at March, 2005, the Bank has 63
branches making it sixth largest bank in the country in terms of network.
A socially responsible organization, lntercontinental Bank maintains a long-standing policy of
corporate responsibility to the communities in which it operates, and has made impact in the
areas of public health and education.
ln July, l99l, the Bank converted to a commercial bank and later obtained a Universal Banking
License to avail many more customers of its unique products and services as well as tap into
other market opportunities in the Nigerian economy. Following a resolution of the Board in
October, 200l, the Bank changed to a Public Limited Liability Company in June, 2002 and
followed it up in July same year with an lnitial Public Offering (lPO). The capitalization of the
Bank was further boosted with N3.58 billion being proceeds of the lPO and by mid 2004, the
Bank's shareholders' funds had grown to Nl0 billion before the new minimum capital base of
N25 billion was set by the regulators. Consequently, the Bank returned to the capital market and
raised new funds totaling N22.4 billion thereby growing its shareholders' fund to N34.7 billion.
The Bank's shares are listed on the Nigerian Stock Exchange (NSE).
l.l0 DEFlNlTlON OF TERMS
Motivation: This is the process of arousing behaviour, sustaining behaviour in progress, and
channeling behaviour into a specific course of action.
Management: This is the process of getting things done through people. lt involves planning,
organizing, staff, directing, coordinating and controlling both human and material resources for
the purpose of achieving a set goal.
Responsibility: This is the subordinate's obligation to perform a duty which has been assigned to
him.
Leadership: ls a process of using non-coercive influence to direct and coordinate the activities
of group members towards goals' accomplishment.
Manager: ls one who performs the functions of management (planning, organizing, staffing, etc)
and occupiers a formal position in an organization.
Organization: This has to do with determination and provision of capital, material, equipment
and personnel that may be required in an enterprise in order to achieve the set goals.
Organizational Structure: This is the established pattern of relationships among the components
of the organization.
Organizational Chart: lt is a diagram that shows the arrangement, positions and interrelationship
of various component parts of company.
Employee: This is a person who is paid to work for an organization or business enterprise.
Behaviour: ls the manner that someone, an animal, a plant etc do thing sin a particular way.
Department: Any of the division or unit of a government, business, school or college and so on.
Employees' Services: This is the maintaining of the general welfare of employees on the job and
assisting with problems related to their security and personal wellbeing e.g. medical services
and insurance protection.
REFERENCES
Ajayi Nelson (l99l): Managerial Planning and Control, lbadan: U.l. Press Limited.
Akintunde, A.D. (2005): How to Motivate Workers to Achieve Higher Productivity, Unpublished
ND Business Studies Polytechnic lbadan, Oyo State.
Donely Gibson (l984): Fundamental of Management Plan, New York: Texas Business
Company.
lntercontinental Bank Plc (2005): Annual Report and Accounts.
Kolawole, E.O. (2002): The Effectiveness of Auditor Report on Management Decision-Making of
Some Selected Companies in the lnsurance lndustry, Unpublished B.Sc. Accounting University
of Ado, Ekiti, David Binders & partners, Lagos.
CHAPTER TWO
REVlEW OF LlTERATURE
2.l lNTRODUCTlON
Business organization exists to produce goods and services, which they hope to exchange for
money to maximize profit. ln the pursuit of these defined objectives, the organization procures
resources and processed them into output. Of the resources acquired, the human factor has
been described as the most significant because if not properly managed, it can deliberately
retard organizational effectiveness.
Evidence abounds to attest to the fact that all employees do not exert the same effort towards
organizational goals or in other words, some employees achieve better results than others.
To achieve results, employees will exhibit the required job behaviour. The dilemma that
managers face in today's business is how they could get employees to exhibit the required job
behaviour in the work place. Since it has been established that all behaviours except involuntary
responses are goals directed, managers can apply motivational theories of management in their
attempt to direct the job behaviour of employees towards the goal of their establishment.
2.2 MODELS AND THEORlES ON MOTlVATlON
A number of concepts have been established to explain the phenomenon of human motivation.
lt is useful to classify these concepts into two broad categories, which are: Content theories and
Process theories.
CONTENT THEORlES
These emphasized reason for motivated behaviour and or what causes it. They explain
behaviour in terms of specific 'needs' or 'motive' (the two terms used interchangeably here).
Content theories help to represent physiological or psychological deficiencies that an individual
feels some compulsion to eliminate. Some of the major content theories are:
v Hierarchy of needs - Abraham Maslow
v ERG - Clayton Alderfer
v Two Factor Theory - Fredrick Hertzberg
v Learned Needs Theory - David McClelland.
a. HlERARCHY OF NEEDS
ln l943, Abraham Maslow in a seminar paper titled, "A Theory of Human Motivation" proposed
that a person's motivational needs could be arranged in a hierarchical order. lnherent in this
hierarchical order of needs is that once a given level of need is satisfied, it no longer serves to
motivate rather the next higher level of need has to be activated in order to motivate the
individual. Maslow identifies five levels of needs, which are:
Physiological Needs: These are the basic human needs to sustain life as food, clothing, and
shelter. Until these basic needs are satisfied to the degree needed, needs for the sufficient
operation of the body, the majority of a person activity will probably be a t this level and other
needs will provide little or no motivation. But once the physiological needs have been satisfied,
other levels of needs become important and these motivate and dominate the behaviour of the
individual.
Safety or Security Needs: These needs are essential, the desire to be free of the fear of
physical danger and the deprivation of the basic physiological needs. This is a need for self-
preservation and the concern for the future. lf an individual's safety or security need is in
danger, other things seem unimportant. Maslow stressed emotional as well as physical safety.
"The whole organism may become a safety-seeking organism". Yet, as it is true of the
physiological needs, once these safety needs are satisfied, they no longer motivate.
Social or Affiliation Need: ln the original version of Maslow's theory, he used the word "Love"
to describe the need for attention and affiliation. This however has been modified by the post
Maslow theorist for the word love may include sexual relationship, which is a physiological need.
Social need include the need to belong and be accepted by people, this also means
belongingness, acceptance and friendship.
Esteem Needs: The esteem needs represents self-esteem and recognition from others. The
satisfaction of these needs produces feelings of self-confidence, prestige, power and control.
People being to feel that they are useful and have some effect on their environment.
Self-Actualization: This is the need to maximize one's potential whatever, it may be as
Maslow expressed it, "What a man be, he must be". lt is also the desire to become what one is
capable of becoming. These needs as presented by Maslow can be arranged in a hierarchy
presented below.
Self
Actualization
Esteem
Social Needs
Safety Needs
Physiological Needs
Higher Needs
Lower Needs
Source: Cherington, D.J. Organizational Behaviour,
2nd Edition, Mass Allyn and Bacon, l994:l36 (Adapted)
b. THE ERG THEORY OF MOTlVATlON
The ERG Theory propounded by Clayton Alderfer is indeed a reaction of Maslow's Theory. He
argued that there are three core needs which he classified as "Existence, Relatedness and
Growth" (ERG).
The Existence need has to do with the satisfaction of our basic material requirements such as
food, water, pay and working conditions, they can be classified as physiological and safety
needs.
The relatedness need is similar to the social role needs of Maslow's Theory and this includes
social and interpersonal relationship.
Finally, the Growth needs are intrinsic desire for personal development or making creative
productive contribution.
Furthermore, Alderfer argued that if the gratification of a higher-level order need is stifled, the
desire to satisfy a lower level need increase i.e. frustration, regression and dimension. ln other
words, if a person fails to satisfy a higher-level need, he/she moves back to a lower-level need,
which then acts as a motivating force.
This frustration regressive dimension can be illustrated below.
Frustration of
Growth Needs
lmportance of Growth Needs
Satisfaction of Growth Needs
Frustration of
Relatedness Existence
lmportance of Relatedness Needs
Satisfaction of Relatedness Needs
Frustration of
Existence Needs
lmportance of Existence Needs
Satisfaction of Existence Needs
Source: Gibson lvancevich and Donnelly l997, Organizational lrwin. McGraw Hill, Boston.
c. LEARNED NEEDS THEORY
David McClelland proposed learned needs of motivation, which according to him is associated
with learning concepts. He identified three needs that motivate people. these are:
The need for achievements.
The need for affiliation.
The need for power.
The need for achievement: This is the need/desire to set challenging goals, work to achieve the
goals or the drive to excel in relation to set standards. The need for achievement is defined by
the following desires, "to accomplish something difficult: to master, manipulate or organize
physical objects human beings or ideas. To rival and surpass others. To increase self-regard by
the successful exercise of talent.
The need for affiliation: This is the need to be liked and accepted by others. People with the
need strive for friendship, prefer cooperative situations rather than competitive situations and
desire relationship involving a high degree of mutual understanding. People with a high need for
affiliation prefer to spend more time maintaining social relationship, joining groups, etc.
individual with a high degree of this need are not effective managers or leaders because they
will find it difficult to make decisions without worrying about the feeling of others or being
disliked by others.
The need for power: This is the dislike to have impact, to be influence and to control others.
They also have the desire to coach, teach or encourage others to achieve, they love to work
and are concerned with discipline and self-respect. The need for power has both negative and
positive sides. The negative side is manifested in a winner's takes all mentality e.g. "if l win, you
lose". The positive side is focused on accomplishing group goals and helping others obtain the
feeling of competence.
PROCESS THEORlES OF MOTlVATlON
These are theories that describe and analyzed how behaviour is energized, directed, sustained
and stopped. While it is true that people work in order to satisfy their needs, some employees
want to work and do good job and in some case, employees may exhibit effort beyond the level
where the reward surpassed their need. lt is therefore the duty of management to provide an
environment that facilitates high-level of performance. Because at this point, what motivates the
employee is not the desire to satisfy their needs but rather factors in the environment. This is
the basis of the process theories of motivation.
Three of the process theories of motivation will be discussed here, these are:
Goal setting theory.
Expectancy theory.
Equity theory.
a. Goal Setting Theory: This theory was propounded by Edwin Locke (l968)
Directing One's
Attention
Regulating One's Effort
lncreasing One's Performance
Encouraging of the Development of Goal Attainment Strategies of Action Plan
Goals Motivate the lndividual
By -------------------
Task Performance
A Theory of Goal Setting and Task Performance.
According to the above model proposed by Locke, goals setting have four motivational
mechanisms:
a. Goals Direct Attention: behaviours are goal-oriented. Goals that are personally meaningful
tend to focus one's attention on what is relevant and important. This is because the perceived
outcome of such behaviour is desired and cherished by the person exhibiting the behaviour.
b. Goals Regulate Effort: The level of effort exhibited is proportionate to the difficulty of the goal.
ln other words, a goal that appears difficult to attain will elicit a greater effort if personally
desired. On the other hand, easily attained goals will require little efforts.
c. Goals lncrease Persistence: Persistence here means the effort expended on a task over an
extended period of time. ln the pursuance of an objective or a goal, difficulties may arise, there
is always the tendency for people to abandon the pursuit of this goal or objective where they are
not personally involved in the setting of the goal. On the contrary, when people are involve din
the goal setting process, they are likely t o persist in their effort towards attaining the goals.
d. Goals Foster Strategies and Action Plans: Setting of goals or stating performance standard is
the first step towards attaining these goals. However, it is important to ask the question, "How
are the goals going to be achieved?" When goals are set, it encourages people going to be
achieved. When goals are set, it encourages people to develop strategies and action plans that
will enable them achieve the goals.
VROOM'S EXPECTANCY THEORY
ln l964, Victor Vroom proposed an Expectancy Theory of Motivation in which he defined
motivation as a process governing choice among alternative form of voluntary activity.
To understand the individual's choice of voluntary activities, it is important to first appreciate
certain concepts that are embedded in the expectancy theory. These concepts are:
Outcome: This is the result of doing a particular thing. The outcome can be first level or
second level. The first level outcomes are the product of behaviour associated with doing the
job such as productivity and absenteeism, while the second level outcomes are the product of
the first level outcome, which include punishment and reward.
lnstrumentality: This is the individual perception or belief that the first level outcome is
associated with the second level outcome. lnstrumentality ranges from l to + l.
-l lnstrumentality is the perception that attainment of second level outcome is certain without
the first level outcome and that second level outcome is impossible with first level outcome.
+l instrumentality is the perception that first level outcome is necessary and sufficient for the
second level outcome to occur.
0 lnstrumentality is the perception that there is no linkage between first level and second level
outcomes.
Valence: This is the preference for outcome. Among the second level outcomes which of
them do the student for example prefer? Does the student desire an A,B,C,D,E, or F score in
the examination or a first class, second class upper, second class lower, third class or pass?
Expectancy: This refers to the individual belief concerning the likelihood or subjective
probability that a particular behaviour will be followed by a particular outcome. That is an
exhibited behaviour can elicit a particular outcome. Expectancy ranges from 0 to + l.
O Expectancy: This implies that there is no chance of the occurrence of an outcome after the
behaviour.
+l Expectancy: This implies that the outcome will certainly follow the behaviour.
Force (M): This is equated to motivation. The intent of expectancy theory is to assess the
magnitude and direction of all the forces acting on the individual. The act associated with the
greatest force is most likely to occur.
Ability (A): This refers to a person's potential for doing a job. Ability could be physical or
mental.
Vroom used a mathematical equation to integrate these concepts into a predictive model of
motivational force. Expectancy theory is therefore based on the following principles:
V = E (V2 x l) i.e. the valence associated with t he various first level outcome is a sum of the
multiplication of valences (V2) attached to all second level outcomes with their respective
instrumentality (l).
(2) M = F (Vl x E): Motivation is a multiplicative of the valences for each first level outcome (Vl)
and the perceived expectancy (E) that a given behaviour w ill be followed by a particular first
level outcome. lf expectancy is low, there will be low motivation.
(3) P = F (M x A): The performance of a job is a multiplicative function of motivation (forces) and
ability.
EQUlTY THEORY OF MOTlVATlON
The equity theory of motivation developed by Stacey Adams holds that individuals who work in
exchange for rewards from organization are motivated by a desire to be equitably treated at
work. Four importance components are involve din the equity theory. These are:
v Person: The individual for whom equity or inequity is perceived.
v Comparison other: Any individual or group used by person as a referent regarding the ratio of
inputs and outcomes.
v lnputs: These are the individual characteristics brought to the job by the person. These inputs
are the factors the individual considers when making equity comparison. They include:
Time
Education/training.
Experience
Skills.
Creativity.
Seriously.
Age
Personality trait.
Effort expended
Personal appearance.
v Outcomes: These are what a person receives from the job or what he/she gets in exchange
with his/her inputs. Factors to be considered under outcome when making equity comparism
include:
Pay/bonuses.
Fring benefit.
Challenging assignment.
Job security.
Career advancement.
Status symbols.
Pleasant/safe working environment.
Opportunity for personal growth/development.
FREDERlCK HERTZBERG HYGlENE THEORY
His approach is similar to that of Maslow though more practical. He has broken motivation into
two. The hygiene/disatisfier and the motivators/satisfier. The lower level needs are identified as
Hygiene factors and t eh higher level needs are motivators. Security need and the social needs
while the higher-level needs comprise the ego/esteem needs and the self-actualization needs.
Hygiene factors are those absence of which cause dissatisfaction and indifference when
present e.g. salary, working condition, inter-personal relation supervision company policy and
administration. Motivators are those the absence of which does not demotivate workers while
the presence really motivate them e.g. Responsibility, career growth and advancement,
achievement recognition and job enrichment.
HENRY L. GANTT (TASK AND BONUS SYSTEM)
He was a contemporary of Taylor in the management movement. Gantt was one of the first to
give major attention to human relations in industry particularly humanizing management
science, as distinguished from Taylor's emphasis on financial incentives. Well, Gantt's first
original contribution to management science was his concept of the "Task and Bonus" system of
wage payment, which differed from Taylor's piece rate system in that Gantt believed that
scientific management should entail the study of problems according to the scientific methods,
moreso these tasks or incentives to motivate. According to him, when these are accomplished,
efficiency will be enhanced.
Another notable contribution of Gantt in this movement is the fact that he stressed the point that
the training of workers should be the sole responsibility of management. This is evidently in
practice in majority of organizations today.
ELOTON MAYOR
His theories were borne out of the criticism of Hawthorne research. According to mayor, no
change in any work condition could result solely from physical change but rather such a change
could only occur as a result of the change in workers attitude. At the bottom of t eh triangle are t
eh needs of our animalistic nature for self-preservation for sleep, food including shelter etc.
These are the basic needs once satisfied they cease to be strong motivators to increase
productivity or action. Thus, as human beings to feel more materially secured his higher needs
for self-expression will begin to be strong. lt follows, therefore, that, in stable circumstances and
with proper management, the majority of the men can be self-directed if they become committed
to an objective they value. They will not only accept responsibility but often will seek it, then to
work will be as natural as to eat or to sleep as in McGregor's Theory Y.
ln other words, man can be self-motivated. The task of the manager (as one who accomplishes
his objectives through others) is to create conditions of work in which and through which self-
motivations can find its release. ln situations where this is difficult to achieve as in dull, repetitive
work, higher pay remains the paramount importance. Since workers are forced to find
satisfaction outside the work situations.
DOUGLAS McGREGOR (THEORY X & Y)
He believe in group decision-making, which is constant with individual responsibility. McGregor
is more particularly, for his influential model in which he contrasts two views of man in the
working situations.
This, he, conveniently termed Theory X and Y. According to Theory X, he prosecuted that:
The average person has an inherent dislike for work and w ill try to avoid it if possible.
The average person lacks ambition, dislikes work responsibility and preferred to be closely
directed, coerced, controlled, and threatened with punishment to get him to put forth adequate
effort towards the achievement of corporate objectives.
The average person is resistance to change.
The average person is by nature self-centred and indifference to corporate goals.
On the other hand, theory Y says the above is not totally true because:
The average person is not (as a fact) by nature, passive or resistant to the organization needs.
That the expenditure of physical and mental effort in work is as natural as play or rest.
ln fact, external control and the threat of punishment are not the only means for bringing about
efforts towards organizational goals. Particularly, economic benefits and job security, as a fact,
are just only two of the possible rewards desired by the average man.
The average human being leans, under the ideal conditions, to accept and seek
responsibilities wants to exercise autonomy and creativity to aid his/her growth ant eh
accomplishment of corporate objectives.
ln view of the above assumptions, McGregor thinks that the best managers could do is to use
both theories (since they are "legitimate" beliefs about the nature of man that influence
managers) to adopt one strategy than another situationally that is, depending upon a
prevailing situation, a manager who holds the belief, say, of theory X, could adopt a
considerable array of strategies (either X or Y).
2.3 CURRENT LlTERATURE REVlEW
2.3.l DEFlNlTlON OF MOTlVATlON
Several management scholars have given several definitions of motivation. According to Middle
Most and Hitt (l98l), "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.
Wallace and Andrews Zilagy (l994) opine that "Motivation is a dynamic process that, motivate,
energizes, directs and determines change in behaviours. lt must be understood from the onset
that motivation is not only rewards and punishment; it includes ideas, expectations and
experience. When it comes to motivation, people mostly act on perception and not reality".
Lakin Folajin (200l), spoke at motivation as term used generally when somebody is stimulated,
the interest of a workers so as to be able to work and bring or breeds efficiency in his work.
Luthans (l998), Motivation is a process which starts with a physiological or psychological
deficiency or need that activates behaviour at a drive that is aimed of a goal or incentive.
Ateman and Snell (l999) see motivation as the forces that energizes, direct and sustains a
person's effort.
Robbins (200l) defines motivation as the processes that account for an individual's intensity,
direction and persistence of effort towards attaining a goal.
Joena Agbato (l988) says "motivation is an important determinant of human behaviour, it sit ht
which movies one towards a goal, thus, motivation begat performance".
Translated, it means when one is motivated, it precipitates a behaviour and this leads to
performance. This means (l00%) that one is positively motivated. lt leads to positive behaviours
and thus writes' agree that motivated behaviour is goal-directed behaviours, which is behaviour
resulting from internal drives. This internal devices or (tension) are the roof of motivation.
Hence, it is important for managers to motivate behaviour so as to reduce these 'tension' even
though it has been agreed that these motivation behaviour are "innate". lt should be stated, that
sometime, external force can dominate and determine behaviour. Yet, at other times, it is
directed towards self-satisfaction. Most significantly, behaviour is directed to obtain want, which
will satisfy needs.
Ricky Griffin (l984) defined 'motivation' as a cyclical process affecting the inner needs that he
or she wants to satisfy. Although there are certain common human needs, each person also has
his own particular needs. Our strong needs provide us with personal goals that satisfy needs.
The intensity of needs and drive varies widely from one person to another. lt is the strongest
drive. The sound manager therefore, tries t o recognize the strong need especially the
dominating ones in particular individuals. By so doing, he is able to understand his subordinates
or employees and this will go a long way in achieving the enterprise objectives.
NEED WANT SATlSFACTlON CHAlN
NEED WANT TENSlON
ACTlON SATlSFACTlON
ln conclusion, Gibson (l997) defined motivation as the concept used to describe the forces
acting on or within an individual to initiate and direct behaviour.
The definition by Gibson portends two basic classifications of variables that could motivate
people to work. These are variables acting on the individuals, these variables are external
(process) therefore can be controlled by other people. The other set of variables are the
variables acting within the individual (content) these variables are internal and reflects the state
of need of the individual.
From these definitions, three basic elements can be seen as inherent in the concept of
motivation. These elements are:
v lntensity: This refers to the degree of effort exerted by an individual or employee towards
organizational goals. Employees put up different degrees of effort in achieving organizational
goals.
v Direction: This refers to the area in which the employee directs his effort to, within the
organization. lf employee's efforts are not directed towards organizational goal then the efforts
are exercised in futility.
v Persistence: This refers to the extent to which effort or behaviour can be sustained. A t the
commencement of work, a new employee is likely to exhibit a high degree of effort towards the
organizational goals, but for how long can this employee sustain this effort?
The linkage between these three elements and job performance can be presented as a model
of motivation as below:
MODEL l
Needs
Perceived
Reward
Sanction
Situation
lntensity of Effort
Direction of Effort
Persistence of Effort
Motivational Behaviour
Performance lnput Output
THE PROCESS OF MOTlVATlON (MODEL ll)
l
Need
Deficiencies
Performance Evaluation of Goal Accomplished
Reward or
Punishment
Reward or
Punishment
Search for ways to satisfy needs
Goal directed behaviour
The Employee
Vl ll
V lll
lV
Model l: This model identifies the inputs to a motivations process as needs; perceive rewards,
sanction and the situation.
The manifestation of these inputs varies from one individual to another and therefore the extent
to which inputs manifest themselves in intensity of effort, direction of effort and persistency of
effort also differs. The combination of these three variables will lead to a highly motivated
behaviour; in other words, the absence of any of these three variables may timber the
actualization of goals.
Model ll: Motivation begins with the manifestation of a need. A need is a perceived state of
deficiency, which if left unsatisfied, causes tension and anxiety in the needy. Needs are created
whenever there is a physiological or psychological imbalance Luthans (l998).
The normal human being will like to remain or stay in a position of physiological or psychological
balance or on the other hand the normal human being dislike a state of tension and anxiety
(State l) therefore, the corollary of need deficiencies to search for ways of satisfying their needs
(Stage ll). having found ways to satisfy his needs, the employee or individual begins to exhibit
some goal direct behaviour such as attendance, and other job behaviour (Stage lll) with the
belief that these behaviours will lead to goal attainment.
The outcome of these behaviours exhibited in Stage lll are evaluated by the employee's
manager. At this stage, the manager tries to ascertain the extent to which the employee has
attained organizational goal or if there is a gap between actual performance and desired
performance.
Depending on the outcome of Stage lV, the employee is either rewarded for performance or
punished for non-performance Stage V. At Stage Vl, the employee or individual re-assessed his
or her need deficiencies. At this point, effort search for a different avenue to actualize the need.
2.3.2 TECHNlQUES FOR MOTlVATlNG THE EMPLOYEE
ln proposing a motivation scheme for the employee, it is important to recognize this wants:
ln the following paragraphs, we shall endeavour to identify some of the techniques for
motivating the employee based on his wants which we are mentioning below:
Pay: This want helps in satisfying physiological, security and egoistic needs. Employee needs to
believe that he is paid a decent living wage, which compares, favoruably with what is offered in
other organizations. However, the design of a monetary compensation system is exceedingly
complex. Since it serves a satisfy multiple needs and cannot alone motivate the whole person.
Security of job: We are living in the age of automation. Machines are replacing human labour
fast. Many people lose jobs for this reason. ln Nigeria today, socio-economic problems make
both the private and public sectors retrench workers. People no longer have confidence in any
sector. This has greatly demoralized an average Nigerian worker. To be effectively motivated,
the employees must be constantly assured of t eh security of this job.
Credit for work done: Excellent performance should be rewarded to boost the ego of the
employee. This could be verbal praise, monetary, rewards for suggestions, awards, recognition
for years of service, honesty.
Opportunity to advance: Most employees want opportunity for personal growth and
development so as to be able to reach their greatest potential. This feeling is influenced by a
cultural tradition of freedom and opportunity.
COMFORTABLE, SAFE AND ATTRACTlVE
Environment: The want for good working environment rests upon multiple needs. Safe working
environment emanates from the security need.
Specifically, attributes such as desks and rugs, good curtains, bright illumination constitute
status symbols denoting a hierarchy of importance.
Competent and fair leadership: Good leadership ensures that the organization and its jobs will
continue to exist. Moreover, human ego demand that one respect the person from whom orders
and directions are to be received. Ti is very frustrating to the subjected personally to a
command from an individual who is deemed unworthy and incompetent.
Meaningful job: This wants issues from both the need for recognition and the drive towards self-
realization and achievement. This is a very difficult want to supply, especially in large
organizations where work is divided into minute parts. Here, the employee would want his
contributions to be recognized and significant.
2.3.3 SYMPTOMS OF POOR MOTlVATlON
The symptoms of poor motivation are indications and not causes of poor motivation. They
include:
Higher than the usual absenteeism and labour turnover.
Dissatisfaction and low morale.
Poor quality of work and higher spoilage rates.
"Soldering" is reduced productivity.
Deterioration of general attitude to work such as lack of cooperation, obstructive attitudes
even declining standards of dressing and general conduct.
Numerous incidences of industrial disputes and stoppages.
2.3.4 lMPORTANCE OF MOTlVATlON
The following are some importance of motivation in an organization. They include:
lt energizes, intensifies, directs and brings about persistence of effort towards attaining a goal.
lt leads to improvement in the performance of task by the workers in an organization.
Job enrichment leads to challenges, achievements, recognitions and responsibilities.
lt brings about opportunity for personal growth and development among employees so as to be
able to reach their greatest potential.
Motivation in the area where the employee is allowed to participate in management decision-
making leads to self-esteem as stated in Abraham Maslow's Hierarchy of Needs Theory.
2.4 SUMMARY
Motivation is the encouragement in cash and kind given to people in an organization to make
them work well and willingly. Famous management theorists who have contributed to the theory
of motivation include Maslow, Vroom, Hertzberg, McClelland and McGregor among others as
stated in this project.
Certain factors influence the effectiveness of motivation efforts such as experience, desire,
quoting and timing. There has been a lot of emphasis on the significance of monetary incentive
especially in present-day Nigeria. Some even believe money is t eh only incentives desired by
workers, about many compensation plans have failed due to over emphasis on salaries and
wages. But, a lot of other things could motivate people and Nigerians in particular apart from
money.
However, it is the poverty level of a society that influences how much role money plays as a
motivator.
REFERENCES
Agbato, J.O. (l988): The Nature of Management, Lagos: Heinemann Publishing Company.
Akintunde, O. (2005): How to Motivate Workers to Achieve Higher Productivity, lbadan;
Unpublished ND Theses, Business Studies, The Polytechnic, lbadan, Nigeria.
Bateman. T. and Snell. S. (l999): Management: Building Competitive Advantage, Boston: 4th
Edition, McGraw Hill.
Donely Gibson (l984): Fundamental of Management Plan, USA: Texas Business Company.
Folajin Lakin (200l): Psychology Made Easy, Osogbo: lfe-Olu Printing Press, Station Road,
Osogbo, Nigeria.
Luthans Fred (l998): Organizational Behaviour, Boston: 9th Edition, McGraw Hill.
Marc Wallec et al (l984): Managing Behaviour in Organization.
Olufunke. O. Oyenuga (2000): Principles of Management, Lagos: Tolafik Press.
Roger Oldman (l982): Management, London: Pan Book Publishing Company.
Schwartz, D. (l986): lntroduction to Management Principles, Practice and Process, Javanovid,
Harcourt Brake Publishing Cooperation.
Trewatha Newpoint (l982): Management, New York: Texas Business Company lnternational.
Welsh, A.N. (l988): The Skills of Management, London: Gower Press Field Limited.
CHAPTER THREE
RESEARCH METHODOLOGY
3.l lNTRODUCTlON
The task ahead of all researchers is to know or find answers to research questions and also
ascertain either null hypothesis or alternative hypothesis. ln achieving this objective, it is
expedient for the researcher to use scientific procedure being tested, proven and acceptable.
This chapter obliges the approaches adopted in providing solution to questions, which this
research work is base don, and a w ay of testing each of the hypothesis formulated. lt aims at
receiving research questions of this study and explaining the sampling and data collection
procedure, together with the instrument to be used at the course of the information sourcing.
Furthermore, this chapter will usher me into the next chapter (i.e. 4): presentation and analysis
of data. As the information source in this chapter will be raw materials needed in Chapter 4. it
also ensures that relevant and up-data information is at reach.
3.2 RESTATEMENT OF RESEARCH QUESTlONS AND HYPOTHESES
The research questions are:
a. Tow hat extent does the personnel policy implemented by your company affect your
productivity?
b. How often does the company embark on staff training and development?
c. Does your company clearly/respect trade union position of its employees?
d. Are there differences in the way staff and workers are treated in the organizations?
e. ls joint consultation practiced positively, as a method of obtaining employees' views on
problems and propose changes before final decisions are taken?
The research hypotheses are:
HO: The more there is effective motivations, the less the morale of employees.
Hl: The more there is effective motivations, the more the morale of employees.
HO: Adoption of motivational techniques will automatically decrease the workers' productivity.
Hl: Adoption of motivational techniques will automatically increase the workers' productivity.
HO: The success of an organization does not depend on t he motivational procedures being
adopted.
Hl: The success of an organization depends on the motivational procedures being adopted.
3.3 RESEARCH METHOD AND DESlGN
Research designing is the structuring of the investigation aimed at identifying variables and their
relationship. Since statistics is not only concerned with organizing and analyzing data once they
are assembled but also with the source of data and how data are collected for study.
Based on this research work, a survey research will be conducted which involves the
assessment of the workers' opinion on the effectiveness of motivation towards achieving hither
productivity with the use of questionnaire.
With this, a reasonable solution will be professed tot eh earlier research problems.
3.4 DATA COLLECTlON METHODS
The method to be used to generate and collect data for this research work is the questionnaire.
This appears on the open-ended and the close-ended method of questionnaire presentation.
The questionnaire is a set of questions packaged to elicit data from the study. lt deals with the
general information on the data i.e. name and designation of the respondents and their
occupation, position in the company and the departments the respondents belong to.
3.5 CHARACTERlSTlCS OF THE STUDY POPULATlON
As the research is focused on motivation of workers, the population of the research will be the
entire management team of lntercontinental Bank Plc. However, should the researcher has the
opportunity to get in contact also with other important members and officers of the same
organization that could be of help in getting the fact on the subject matter, there would not be
hesitation in doing so. Based on the statement above, the research sample will precisely consist
of 20 respondents randomly selected from the organization (i.e. lntercontinental Bank Plc). The
respondents consulted are those that will give full, required and necessary information which the
researcher desire for the study.
3.6 SAMPLlNG DESlGN AND PROCEDURES
Due to lack of time and for the sake of simplicity in researching, simple random sampling would
be used to select some workers.
The procedures for the analysis of the data have been divided into two parts:
a. Data presentation.
b. Content analysis.
The statistical tool to be used in testing the hypotheses is the Chi-Square analysis. The principle
behind the Chi-Square test is that an observed set of values differs significantly from some
expected or theoretical frequencies. lt is thus a measure of discrepancy between the observed
and expected frequencies and as given by:
X2 = E(Ol El)2
El
Where: Ol = the observed or actual frequencies and
El = the expected frequencies.
This will be the use of two variables Chi-Square which allows a test of the independence of two
variables.
General procedures in carrying out the Chi-Square are as follows:
v Set up the null and alternative hypotheses.
v Compute the expected and observed frequencies.
v Compute Chi-square by substituting the observed and expected values into the Chi-square
formula.
v Obtained the tabulated Chi-square at the pre-determined level, using the (r l) (c l) degree
of freedom from two variables.
v lf the calculated value is less than the tabulated, accept HO; otherwise, it will be rejected (Hl).
The pre-determined level is 0.05.
3.7 DESCRlPTlON OF DATA COLLECTlON lNSTRUMENT
Both primary and secondary data will be needed for this research work:
i. Primary data: These are data collected directly from respondents for the purpose of this study.
Questionnaires will be used together with the needed primary data.
ii. Secondary data: These are data already collected (published or unpublished) by another
persons. For the purpose of this study, published annual reports of the company (i.e. under the
research work) will be used to collect detail secondary data. Management textbooks and other
related articles and journals (if any) will also be used or apply as appropriate.
3.8 ADMlNlSTRATlON OF DATA COLELCTlON lNSTRUMENT
Questionnaires would be drawn and administered to the management team and other important
officers of the Bank. The questionnaires will be divided into three sections.
Section A will contain personal data questions, Section B will contain organization's data while
Section C will contain questions the area of research topic. The research takes a random
sampling method of choosing its respondents.
ln the course of doing so, the researcher will introduce himself to one of the staff at the
company, stating their mission and requesting for the truest of the respondents in supplying the
relevant and necessary information.
3.9 LlMlTATlONS OF THE METHODOLOGY
To start with, methodology is defined as the means, techniques and frames of references of
arriving at dependable solution to problem through planned and collection, analysis and
interpretation of data.
So, since the scope of the study or research is base don the management who are the decision-
makers in the organization, their busy schedule might be a source of impediment (hindrance) to
him (i.e. the researcher) in really getting all their attention administering to the questionnaire for
the purpose of the study.
Furthermore, there might be unwillingness on the part of the respondents to divulge some vital
information being asked through the structured questionnaire, which will also constitute part of
the limitation to the methodology.
Lastly, the limitation is also subjected to the ability of the researcher as well.
REFERENCES
Adebayo, A.O. (l998): Understanding Statistics, Lagos: JAS Publishes.
Olagunju, Y.A. and Awoyokun, A.A. (2004): Element of Research Techniques, lbadan: Highland
Publishers.
Owojori, A.A. (2002): Managerial Research, Kaycee Publishers, Fist Edition.
CHAPTER FOUR
DATA ANALYSlS AND PRESENTATlON
4.l lNTRODUCTlON
So far in this study, the focus has been on the general background of the research topic,
literature review and the methodology used in carrying out the research work.
However, in this chapter, the data generated through the different sources especially the
questionnaire, would be presented and analyzed. This chapter w ill thus form the crux of the
study because without it, the work did so far will just be mere mental exertion and futile
activities. Without the questions and hypotheses being tested and either accepted or rejected as
the case may be, then the work is incomplete.
Therefore, the hypotheses and questions testing would be done using the method mentioned in
paragraph 3.6 and therefore interpretation would be given based on the research questions and
hypotheses testing.
4.2 RESPONDENTS' CHARACTERlSTlCS ANDN CLASSlFlCATlON
The respondents were men and women who were knowledgeable in the human relation matter
of the organization. There were twenty (20) questionnaires altogether in which were
administered by top, middle and lower-level managements.
The respondents' characteristics and classifications are presented into tables below:
Table 4.l: Age Classification
AGE GROUP
lN YEARS
RESPONDENTS
TOTAL
MALE
FEMALE
Under 20 years
2l 30 years
3l 40 years
Above 40 years
--
6
6
l
--
3
4
--
--
9
l0
l
TOTAL
l3
7
20
Table 4.2: Sample size distribution
VARlABLE
RESPONDENTS
PERCENTAGE [%]
Male
Female
l3
7
65
35
TOTAL
20
l00
Source: Field Survey, 2008.
Summary: From the above, the sample size is 20 respondents that completed the questionnaire
and they comprises of l3 male and 7 female.
Table 4.3: Organization data
NAME OF THE
COMPANY
SlZE
TURNOVER
lntercontinental Bank Plc
Large
Over N500 million
TOTAL
20
l00
Source: Field Survey, 2008.
Summary: From the above, it is clear that the bank is a large one with a turnover that is over
N500 million.
4.3 PRESENTATlON AND ANALYSlS OF DATA (RESEARCH QUESTlONS)
Under this paragraph, the responses to the questions raised in the questionnaire would be
presented in a tabular form for easy analysis. Although about l2 questions were raised in the
questionnaire, those that are related to the relevant research questions.
As a result of t his, only 3 of the research questions will be presented in the tabular form and
analyses as expected. They are questions l6, 20 and 2l respectively. The following keys are
used for each of the respondents:
T = Top-level management.
M = Middle-level management.
L = Lower-level management.
Table 4.4: Are the differences in the way staff and workers are treated in your organization?
RESPONDENTS
RESPONSE
T
M
L
TOTAL
%
Yes
No
--
l
2
8
3
6
5
l5
25
75
TOTAL
l
l0
9
20
l00
Source: Field Survey, 2008.
Summary: The above table shows that 75% of the respondents say that there are no differences
in the way staff and workers are treated in the organization, while 25% say there are
differences.
Table 4.5: Your company clearly define/respect trade union position of its employees?
RESPONDENTS
RESPONSE
T
M
L
TOTAL
%
Yes
No
l
--
9
2
7
l
l7
3
85
l5
TOTAL
l
ll
8
20
l00
Source: Field Survey, 2008.
Summary: The above shows that 85% of the respondents say that company clearly
defined/respect trade union position of its employees while l5% say otherwise.
Table 4.6: ls joint consultation practiced positively, as a method of obtaining employees' views
on problems and proposed charges before final decisions are taken?
RESPONDENTS
RESPONSE
T
M
L
TOTAL
%
Yes
No
l
--
6
2
8
3
l5
5
75
25
TOTAL
l
8
ll
20
l00
Source: Field Survey, 2008.
Summary: The above shows that 75% of the respondents agreed that joint consultation is being
practiced positively in getting employees' view while 25% disagree.
4.4 PRESENTATlON AND ANALYSlS OF DATA (RESEARCH HYPOTHEHSES)
ln this paragraph, the relevant research questions raised in the questionnaire would be
presented in both tabular form and analyzed using Chi-square.
Hypothesis l:
Table 4.7: Do workers' motivation effective in achieving higher productivity?
RESPONDENTS
RESPONSE
T
M
L
TOTAL
%
Yes
No
l
--
7
l
8
2
l6
3
75
25
TOTAL
l
8
l0
l9
l00
Source: Field Survey, 2008.
Analysis of the data above will be done using Chi-square formula:
X2cal = E(O E)2
E
Where: O = Observed frequency
E = Expected frequency = rT x cT
GT
Where: rT = row total
cT = column total
GT = ground total
Table 4.8:
CALL
O
E
O E
(O E)2
(O E)2
E
l,l
l,2
l,3
2,l
2,2
2,3
l
7
8
--
l
2
0.84
6.74
8.42
0.l6
l.26
l.59
0.l6
0.26
-0.42
-0.l6
-0.26
0.l4
0.0256
0.0676
0.l764
0.0256
0.0676
0.l68l
0.0305
0.0l00
0.0209
l.0000
0.0537
0.l057
l.2208
X2Cal = l.2208
The decision rule is that, if the X2cal < X2tab, accept the Hl hypothesis and reject if otherwise.
The hypothesis is tested with 0.05 level of significance using the related degree of freedom.
D.F = (R l) (C l) Where: R = Row
= (2 l) (3 l) C = Column
= 2
So, restating hypothesis l
HO: The more there is effective motivation, the less the morale of employees.
Hl: The more there is effective motivation, the more the morale of employees.
From table 4.8:
TheX2cal = l.2208.
And the X2tab at 0.05 level of significance = 5.99l.
Decision: Since the X2cal < X2tab, we accept the Hl and reject the HO.
Hypothesis ll:
Table 4.9: Does adoption of motivational technique automatically increase workers'
productivity?
RESPONDENTS
RESPONSE
T
M
L
TOTAL
%
Yes
No
l
--
6
2
9
l
l6
3
75
25
TOTAL
l
8
l0
l9
l00
Source: Field Survey, 2008.
Table 4.l0:
CALL
O
E
O E
(O E)2
(O E)2
E
l,l
l,2
l,3
2,l
2,2
2,3
l
6
9
--
2
l
0.84
6.74
8.42
0.l6
l.26
l.58
0.l6
-0.74
0.58
-0.l6
0.74
-0.58
0.0256
0.5476
0.3364
0.0256
0.05476
0.3364
0.0305
0.08l2
0.0400
l.0000
0.4246
0.2l29
l.7992
X2Cal = l.7992
The decision rule is that, if the X2cal < X2tab, accept the Hl hypothesis and reject if otherwise.
The hypothesis is tested with 0.05 level of significance using the related degree of freedom.
D.F = (R l) (C l) Where: R = Row
= (2 l) (3 l) C = Column
= 2
So, restating hypothesis ll
HO: Adoption of motivational technique will automatically decrease the workers' productivity.
Hl: Adoption of motivational technique will automatically increase the workers' productivity.
From table 4.l0:
TheX2cal = l.7992
And the X2tab at 0.05 level of significance = 5.99l.
Decision: Since the X2cal < X2tab, we accept the Hl and reject the HO.
Hypothesis lll:
Table 4.ll: Has motivation brought about success in your organization's operation?
RESPONDENTS
RESPONSE
T
M
L
TOTAL
%
Yes
No
l
--
8
--
9
l
l8
l
75
25
TOTAL
l
8
l0
l9
l00
Source: Field Survey, 2008.
Table 4.ll:
CALL
O
E
O E
(O E)2
(O E)2
E
l,l
l,2
l,3
2,l
2,2
2,3
l
8
9
--
--
l
0.95
7.58
9.47
0.053
0.42
0.53
0.05
0.42
-0.47
-0.053
-0.42
0.47
0.0025
0.l764
0.2209
0.0028
0.l764
0.2209
0.0026
0.0233
0.0233
0.0528
l.0000
0.4l68
l.5l88
X2Cal = l.5l88
The decision rule is that, if the X2cal < X2tab, accept the Hl hypothesis and reject if otherwise.
The hypothesis is tested with 0.05 level of significance using the related degree of freedom.
D.F = (R l) (C l) Where: R = Row
= (2 l) (3 l) C = Column
= 2
So, restating hypothesis lll
HO: The success of an organization does not depend on the motivational procedures being
adopted.
Hl: The success of an organization depends on the motivational procedures being adopted.
From table 4.ll:
TheX2cal = l.5l88
And the X2tab at 0.05 level of significance = 5.99l.
Decision: Since the X2cal < X2tab, we accept the Hl and reject the HO.
4.5 DlSCUSSlON OF FlNDlNGS
Based on the work done so far in this chapter, especially in paragraphs 4.3 and 4.4 respectively,
together with other questions administered by the respondents in the questionnaire, it was
discovered that motivation is very effective in achieving higher productivity. Joint consultation is
being practiced positively, as a method of obtaining employees views on problems and
proposed changes before final decisions are taken.
Management incorporated different means such as: promotion of staff, good remuneration,
welfare service, training and education on job and provision of scholarship and awards to retain
the loyalty of their staff.
Conclusively, one can deduce that motivation of workers is essential and indispensable towards
realizing organizational goals.
CHAPTER FlVE
SUMAMRY, CONCLUSlON AND RECOMMENDATlONS
5.l SUMMARY
The aim of this study is to determine whether motivation is effective in achieving higher
productivity among workers in lntercontinental Bank Plc, other relevant areas which the study
highlighted are: the reaction of the workers towards their duties when motivation is employed by
the employer and how the managers can apply motivational theories of management in their
attempt to direct the job behaviour of employees towards the goals of their establishment.
The general description of the area of study, which depicted the inevitability of motivation in
achieving higher productivity in an organization, was stated. ln the course of the study,
statement of problem such as; workers leaving the organization due to poor motivation, their
unwillingness to perform their duties well and how to motivate them to achieving desired
productivity level were pointed out. To ascertain the application of the motivational techniques
by the organization concerned and to know the problem inhibiting the success of the employees'
motivation in the organization forms essential part of the objectives of the study. Questions
relating to the objectives and problems were also looked at.
The study looked into some review literatures that covered different models and theories on
motivation by different scholars, various definitions given by several management scholars,
different means of motivating workers or simply type of motivation and the importance of
motivation. Various textbooks, journals, articles and other scholarly materials were used to get
terms, ideas, concepts and academic as well as professional view points.
The management team of lntercontinental Bank Plc, together with important officers of the
organization were selected as the study population with the use of simple random sampling.
Both primary and secondary data were also used for this research work. The primary data was
based on questionnaire while the secondary data was based on published and unpublished
works. The data collected w ere processed and analyzed through the use of Chi-square.
5.2 CONCLUSlON FROM FlNDlNGS
From the assertions of the respondents to questions answered in the questionnaire
administered to them, certain conclusions could be made.
Firstly, motivation is employed on regular basis. The fact that motivation is employed regularly
shows its importance in achieving higher productivity among workers. lt was also observed that
its level of reliability and relevance towards productivity cannot be over-emphasized.
Furthermore, its usefulness in sustaining the efficiency and effectiveness of workers in the
organization further reveals its indispensability.
Moreso, various means of motivation such as, good remuneration, welfare services and training
of staff etc has been brought into limelight that was used in the organization.
On the issue of personal data in the questionnaire, it was observed that the male workers in the
company, i.e. lntercontinental Bank Plc are more than the female counterparts. This implies
that, more male are being employed than female in the organization.
Conclusively, the task of using motivation to achieving higher productivity is worthy considering
all these accruing benefits stated earlier.
5.3 RECOMMENDATlONS
The following are the recommendations which are found useful and if rationally adopted, will go
a long way in enhancing the effectiveness and the usefulness of motivation in achieving higher
productivity in the organization. These recommendations include:
v Since motivation in very effective towards achieving higher productivity, there is need for the
management of lntercontinental Bank Plc to regularly use it in order to benefit from its
effectiveness.
v The company should continuously embark on recruitment and training of staff in response to
their needs.
v Management of the bank should consider the employment of more female staff since
naturally, it will serve as motivation for the male counterpart in interacting with opposite sex,
producing social liveliness that also encourage efficiency and effectiveness in an organization.
v The various means for motivation discovered and stated in the chapter two and in the
conclusion of this research work should be strictly adhered to by the management so that
productivity level enjoy in the course of using motivation can be maintained and even increased.
v The packages (incentives) should be enjoyed by all the workers without any discrimination
and discrepancy to prevent loopholes to achieving their organization's goals.
5.4 LlMlTATlONS AND SUGGESTlONS FOR FURTHER STUDlES
The questionnaires suffered a poor response from the top-level management due to their tight
and busy schedules in which their absolute positive response would have given perfect
judgment on the effectiveness of motivation towards higher productivity.
Moreso, the research work could not cover wide range of respondents due to time and financial
constraints.
With these, it would be suggested that any other researcher(s) willing to do his/her/their
research work on this area should endeavour to get much of the opinions from middle and
lower-level management who were not as busy as the top-level managers.
Conclusively, future researchers in this area of work should base their research work on all or
some selected companies in the Banking lndustry in order to have a wider scope of its (i.e.
motivation) effectiveness and the Banking sector.
BlBLlOGRAPHY
Adedayo, A.O. (l998): Understanding Statistics, Lagos: JAS Publishers.
Agbato, J.O. (l988): The Nature of Management, Lagos: Heinemann Publishing Company.
Ajayi Nelson (l99l): Managerial Planning and Control, lbadan: University of lbadan Press
Limited.
Akintunde, O. (2005): How to Motivate Workers to Achieve Higher Productivity, lbadan:
Unpublished ND Theses, Business Studies, The Polytechnic, lbadan, Nigeria.
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Osogbo, Nigeria.
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JOURNAL:
lntercontinental Bank Plc (2005): Annual Reports and Accounts.
MONOGRAPH:
Wole Adesina (2002): Project Writing Manual, Unpublished.
QUESTlONNAlRE
Department of Business Administration,
Lagos State Polytechnic,
lkorodu, Lagos,
Lagos State.
Dear Sir/Ma,
RE: QUESTlONNAlRE
l am a final year HND Student of the above mentioned institution and l am writing a research
project on "The Effect of Motivation on Workers Productivity", as part of the requirements for the
award of Higher National Diploma (HND) in Business Administration.
ln light of this, l would need some information to assist me in completing the attached
questionnaire. Your responses will be made confidential.
l count much on you in this regard.
Yours faithfully,
Researcher
RESEEARCH QUESTlONNAlRE
SECTlON A:
PERSONAL DATA
Please tick where applicable in the box/space provided below:
l. Sex:
a. Male [ ]
b. Female [ ]
2. Marital status:
a. Single [ ]
b. Married [ ]
3. Age:
a. Under 20 years [ ]
b. 2l 30 years [ ]
c. 3l 40 years [ ]
d. 40 and above [ ]
4. Academic and professional qualifications:
a. OND/NCE holder [ ]
b. B.Sc./HND holder [ ]
c. M.Sc./MBA holder [ ]
d. Professional (Please specify): _________________________
5. Post/Rank: ___________________________________________
6. Working experience:
a. Less than l0 years [ ]
b. Between ll l9 years [ ]
c. Between 20- 29 years [ ]
d. Over 30 years [ ]
SECTlON B:
ORGANlZATlONAL DATA
7. Name of the company: _________________________________
8. Size of the company:
a. Small [ ]
b. Medium [ ]
c. Large [ ]
9. Turnover:
a. Below Nl00 million [ ]
b. Between Nl00 N300 million [ ]
c. Between N300 N500 million [ ]
d. Over N500 million [ ]
l0. Department: ___________________________________________
SECTlON C:
lMPACT OF MOVlTATlON ON WORKERS' PRODUCTlVlTY
ll. Do workers motivation effective in achieving higher productivity?
a. Yes [ ]
b. No [ ]
l2. lf yes, how effective is it for higher productivity?
a. Fairly effective [ ]
b. Very effective [ ]
c. No effective [ ]
d. l don't know [ ]
l3. ls there boosting in the performance of the employees as a result of motivation?
a. Yes [ ]
b. No [ ]
l4. Does adoption of motivational technique automatically increase workers' productivity?
a. Yes [ ]
b. No [ ]
l5. Has motivation brought about success in your organization's operations?
a. Yes [ ]
b. No [ ]
l6. Are there differences in the way staff and workers are treated in your organization?
a. Yes [ ]
b. No [ ]
c. lf yes, is anything being done to remove these differences?
____________________________________________________________________________
__________________________________________________________________________
l7. How often does your company embark on training and recruitment of staff?
a. All year round [ ]
b. Quarterly [ ]
c. Occasionally [ ]
d. ln response to the needs of each department [ ]
l8. Has your company at any time in the past suffered low turnover as a result of the personnel
policy being implemented?
a. Yes [ ]
b. No [ ]
l9. What has your company done to retain the loyalty of its staff?
a. Promotion of staff yearly [ ]
b. Good remuneration [ ]
c. Welfare service [ ]
d. Training and education on job [ ]
e. Scholarships and awards [ ]
f. Please indicate any combination above: __________________
20. Does your company clearly define/respect trade union position of its employees?
a. Yes [ ]
b. No [ ]
2l. ls joint consultation practiced positively as a method of obtaining employees views on
problems and proposed charges before final decisions are taken?
a. Yes [ ]
b. No [ ]
22. From the responses so far, will you conclude that motivation of workers is relevance and
indispensable to your organization's higher productivity?
a. Yes [ ]
b. No [ ]