CHAPTER ONE

INTRODUCTION
1.1 BACKGROUND TO THE STUDY
The need to increase productivity and efficiency
in the work place or any organization has led to
increasing

academic

interest

in

the

area

of

motivation over the years. Scholars have been keenly

interested in knowing what factors are responsible for
stimulating the will to work. Thus motivation has
become an issue of concern for both scholars and
practitioners of personnel management.
Every organization either in the private or public
sector is goal oriented and all efforts are geared
towards the successful attainment of those goals and
objectives. Therefore, for any organization to record
any degree of meaningful success in the pursuit of its
goals and aspirations, it must have the ability to
create values (motivation) enough to compensate for
the burdens imposed upon the staff. Such value or
motivators can come in the form of good training
policies, facilities or incentives such as fringe benefit,
promotion, status symbol etc so as to satisfy the

needs of the staff for enhanced performance (Obisi,

1996).
It has been shown, argued and proven that
unless

individual

staff

are

motivated

to

make

sufficient use of the potentials found in them during

the employment process they may not achieve the
level of performance that is desired from them
(Morris, 1998). For a staff to be motivated, he or she
has to perceive that his or her needs and wants are
being

met.

represents

Thus
an

the

satisfaction

indispensable

of

dimension

the

staff

of

the

motivational process. A satisfied individual would

certainly contribute positively to the realization of the
organizational

goals

and

objectives

while

dissatisfied staff may only not contribute but can

even act in such a way that the realization of such
goals and objectives could be completely destroyed.
This underlines the importance of staff satisfaction to
the organisation.
Motivation is said to be the core of management
of human resources. The management of men and
women is a challenging task. No two persons have

the same qualities, feelings and behaviour. The

nature of man is very complex. It is not easy to take
care

of

human

beings

with

such

varying

characteristics and qualities.

Without motivation, organisation would not last
long. Human resources must be activated, trained,
developed and above all motivated in order to realize
individual and organizational goals. An individual who
has ability, skills and knowledge would not do much
without motivation. However, an individual with skills,
knowledge and ability with added motivation is a
sure way to success (Ajiola, 2002). The performance
of a worker does not depend largely on his ability,
intelligence,

skills

and

knowledge

but

on

the

motivation which he has. If we do not motivate a

worker, he would not as such be a problem solver
(Abbegleen, 2001).
It is generally acclaimed that incentives such as
good pay, good condition of service, provision of
decent accommodation, opportunity for staff training
etc. motivate employees in order to increase their
productive capacity. In view of the above, therefore,

incentives are regarded as the major factor which

motivates employees to exhibit better performance.
However, it is not a matter of course to motivate an
individual

staff

because

the

success

of

any

motivational effect solely depends on the extent to

which the motivation meets the needs of the
individual employee.
Finally, the test for management of either
private

or

public

organisations

therefore

is

to

determine the valued needs and motivators that will

make

an

employee

react

according

to

the

organizational desires to increase productivity. The

impact of employee motivation on the banking
industry using the Union Bank of Nigeria Plc,
Maiduguri as a case study will therefore form the
basis of this study.

1.2 STATEMENT OF THE RESEARCH PROBLEM

Personnel

management,

motivation

and

productivity are areas that have occupied the minds

of management in Nigeria especially in the private
sector. Managers and scholars alike have wondered

at the poor attitude to work of employees in the work

place.
With the rise of new ideas of management and
motivation, one expects to see that these ideas are
applied and the employees motivated to maximum
productivity.

However,

the

opposite

has

always

seemed to be the case. One notices in many public

and

private

organisations

the

non-challant

and

sluggish attitude to work by the employees, and

wonders where the problem lies.
Union Bank Plc, Maiduguri is not an exception to
the above problem. Employees of the organisation
only perform their duties as much as will enable
them to keep their jobs. Despite the fact that the
organisation is meeting the needs for which it is
created the employees seem not to be happy and
have not utilized their full potential and skills. It is
against this backdrop that this study examines the
impact of employee motivation on the organization.

1.3 OBJECTIVES OF THE STUDY

The general objective of the study is to examine

the impact of motivation on productivity in Union
Bank Plc. The specific objectives are to:
(1)

Examine what motivates employees in Union

Bank Plc.

(2)

Examine the impact of motivation on employee

performance in in Union Bank Plc.

(3)

Identify the problems of motivation in in Union

Bank Plc.

(4)

recommend ways of enhancing motivation and

employee performance in Union Bank Plc.

1.4 RESEARCH QUESTIONS

Based on the objectives of the study, the
following questions are formulated:
(1)

What are the motivational factors of employees

in Union Bank Plc.?

(2)

What is the impact of motivation on employee

performance in Union Bank Plc.?

(3)

What

are

the

problems

of

employees in Union Bank Plc.?

motivation

of

(4)

How can motivation and employee performance

be enhanced in Union Bank Plc.?

1.5 RESEARCH HYPOTHSES

The central hypotheses guiding this study are:
(1)

Ho: There is no relationship between

employee motivation

and

performance in the banking industry.

(2)

Ho: Jobs in the banking industry have

not

provided

motivation

for

its

from

the

employees.

1.6 SIGNIFICANCE OF THE STUDY

The

need

for

the

study

arises

realization that the pivotal asset of any organisation

is the employees. Without them the very survival of
the organisation could be an impossibility. Such an
important asset needs to be motivated to make them

contribute their best to move the organisation

forward. Thus, a study of this nature is a step in the
right direction.
The study possesses some academic value and
could be of interest to both researchers and students,
managers in the banking industry and the general
public.
To the researchers and students, it will be a
contribution to knowledge and literature on the topic
and a guide for further study. To managers of
organizations and the banking industry, the study will
help identify motivational factors of employees, their
problems and suggestions on how to motivate and
enhance their performance.
To the general public, the study will be an eye
opener on the impact of employee motivation on the
banking industry.

1.7 SCOPE OF THE STUDY

The

study

essentially

concentrates

on

motivation. Emphasis will be on the impact of

employee motivation on the banking industry. The
study is limited to Union Bank Plc, Maiduguri.

1.8 DEFINITION OF TERMS

This section clarifies concepts within the context of

this research. These concepts are as follows:
Motivation: The state or condition of being induced to do
something.
Employee:

This

refers

to

managerial,

secretarial,

technical and
other personnel in an organization.
Impact: This is concerned with the effect that motivation
has on
employees of the organization in relation to
their
performance.
REFERENCES
Abbegleen, H. (2001) Principles of Management: A Modern
Approach. (Seventh Edition) John Willey and
Sons, London.
Ajilola, E. (2002) How to Motivate the Nigerian Workers
in Management in Nigeria Journal. Vol. 2, No. 6.
PP.157-192
Morris, V. (1998) Motivation and Morale in Industry. Norton
and Co., New York.
Obisi,

C.

(1996)

Personnel

Enterprises, Ibadan.

Management.

Jackbod

CHAPTER TWO
LITERATURE REVIEW
2.0

INTRODUCTION
This chapter is dedicated to the review of

relevant literature for the study. Consequently, the

works of scholars and authors on the concept,
objectives, techniques, complexity of motivation,
management policies and theories of motivation will
be reviewed.

2.1 CONCEPT/DEFINITION OF MOTIVATION

10

The word motivation is derived from a Latin

word movere, meaning to move. In its simplest
term, the term may be defined as the state or
condition

of

being

induced

to

do

something.

Essentially, motivation involves individual needs and

the extent to which they are met by the organisation
or the extent to which the worker perceive that his or
her needs are met by the organisation.
According to Campbell and Pitchard( 1976:34),
motivation

has

to

do

independent/dependent

with

variable

set

relationship

of
that

explains the direction, skills and understanding of the

task and constraints operating in the environment.
Motivation also refers to the underlying psychological
state that impels or causes behaviour. A motive
generally is a need, want or desire which operates
within the individual which makes him to exhibit
certain behaviour.
Glueck (1980:114), defines motivation as the
process or factors (motives) that influence people to
act. He went further to state that psychologists view

11

motivation

as

the

process

and

channeling

of

behaviour into a specific course. He also sees it as a

general term applying to the entire class of desires,
drives, needs, wishes and similar forces.
Writing in the Nigerian Institute of Management,
Ajilola (1976:22), defined motivation as a process of
stimulating people to action to achieve organizational
task as well as a process of stimulating oneself to
action to gratify a felt need.
Victor Vroom sees motivation as a process
governing

choices

made

by

persons

or

lower

organisations among alternative forms or voluntary

activity (Vroom, 1964:75).
Motivation

is

the

process

of

creating

organizational conditions which will impel staffs to

strive to attain company goals (Hodgetts, 1979:9).
According to Morns (1953:21), motivation represents
an unsatisfied need which creates a state of tension
or disequilibrium, causing the individual to move in a
goal directed pattern towards restoring a state of
equilibrium by satisfying the need. Lillis (1958:35),

12

defines motivation as the stimulating of any emotion

or desire operating upon ones will and prompting or
driving it into action.
Steers and Poster (1979) presents a model of
the process of motivation as follows:
Fig. 2:1 Model of the Process of Motivation
Behaviou
r Action

Inner state and

disequilibrium, needs,
desires or expectancy
accompanied by
participation

Incentive
Goal

Modification
Inner State

Source: Steers and Porter (1976:103)

This model implies that individuals have desired
needs within them that leads to the development of
behaviour aimed at meeting their goals or needs. A
feedback is necessary in order to assess whether the
behaviour is producing the desired goals or if there is
the need for modification.
From the above, one observes that motivation is
something that originates from the inner state of an

13

individual. Motivation can also arise from the socioeconomic environment. This implies that factors
within the socio-economic environment trigger off a
desire to achieve a certain goal in order to meet the
expected goals.
Motivation is an exchange between individual
and

the

environment

socio-economic
gives

the

environment.

individual

set

of

The
value

preferences from which the goals to which his desires

are expressed and the individual gives to the social
environment by conforming to its norms through his
behaviour (Dublin, 1974:44).

2.2 OBJECTIVES/IMPORTANCE OF MOTIVATION

Motivation is simply the will to achieve. It was
discovered that since organisations are made up of
people, it was not enough to get the right kind of
people and place them in the right kind of job. That is
in itself not enough to facilitate efficiency and
effectiveness because man is a behavioural animal

14

propelled by his behaviour and as such his behaviour

has to be channeled to a productive one. It is obvious
that human behaviour is complex and therefore not a
simple matter. Man in organisation exit in a system
where there are interactions and interdependencies
of interaction and in the context of all this, man
needs to be motivated. People need to be tuned and
stimulated before they will put in their best.
The major objectives of motivation is to provide
opportunities for personal need fulfillment for each
staff in such a way that will encourage him to put in
his

best

towards

the

accomplishment

of

organizational goals and objectives. Generally, an

staff is motivated by opportunities to achieve and
satisfy unfulfilled needs. Within the individual staff
there exist some desires which needs fulfillment. To
fulfill these unsatisfied needs and desires become
forces that initiate or incite action. When a staff sees
an opportunity to achieve what is important to him,
he gets attracted to that opportunity. The perceived
opportunity is referred to as incentive.

15

Performance is regarded as a behaviour which

is directed towards a task or goal accomplishment
while motivation on the other hand is the core stone
that provides incentive for the staffs to work hard
which intimately brings about productivity thus
making the anticipation of the organisation a reality.
How do you identify a motivated person? A motivated
person can be identified through the extent of his
commitment to the organisation that he belongs.
According to Abbegleen (1974) a motivated
person could be identified through the following:
(3)

If the person is ready to defend the organisation

anywhere?

(4)

One prefers the organisation he belongs to any

related one.

(5)

He is ready to spend the rest of his working life

in the organisation to which belongs.

(6)

One

with

expressing

satisfaction

and

contentment with the internal workings of the

organisation which he belongs.

16

(7)

One who is likely to have no intra-organizational

conflict with those up, below and horizontal
level of the organisation.

(8)

He that is ready to willingly contribute his effort

towards the success of the organisation to which
he belong (Abbegleen, 1974:415).

2.3 STEPS/TECHNIQUES

IN

MOTIVATING

EMPLOYEES
There are two kinds of motivation: positive and
negative motivation. If people work due to fear and
reasons of punishment and reprimand, it is negative
motivation. On the other hand, if people work
willingly

and

motivation.

without

Motivation

coercion,
can

also

it
be

is

positive

internal

or

intrinsic, external or extrinsic. The feeling of being

recognized,

praised

for

job

well-done

and

participation in whatever we do can be called internal

or intrinsic motivation while external or extrinsic
motivation concerns such motivations like money,

17

retirement

benefits,

health

insurance

and

compensation (Obisi, 1997:306).

According to Michael (1975:179) there are four
steps to be followed in motivating the staffs. They
are:
(1) Sizing up issues requiring motivation:
Motivation is not a straight-jacketed affair.
Organisations must make sure that the areas
they are applying motivation is actually where it
is

needed.

Certain

staffs

may

want

their

organisations to help them to further their

education which will enhance their career while
some may want something else. Organisations
must take care of these varying expectations in
their approach towards motivation.

(2) Preparing a set of motivating tools:

The next step would be to understand those
tools which would actually motivate the people.

18

There are items or tools which may motivate the

executives more than the other rank and file.
(3) Selecting and Applying Motivators:
Tools and items selected as motivators must be
applied at the right time for it to be useful.
Bonus during celebration is ideal. Staff vacation
during children vacation period would enable
the whole family to travel on a holiday.
(4) Getting Feedback:
The feedback of what we are doing to motivate
people

must

be

obtained

to

enable

organisations make for re-examinations and find

out usefulness of what they are doing.
There are various incentives and techniques
which organisations can use in motivating their
staffs. These techniques or incentives may be divided
into two, namely financial or Monetary and nonfinancial or non-monetary incentives. With reference
to financial Incentives, some individuals are ready
and willing to define motivation as money. Most
people are motivated by money. Under financial

19

motivation may come such things as compensation;

business, leave allowances, other financial benefits
and remunerations. Monetary reward as a motivator
is high in developing economies due to very low
quality of life which they are facing.
Non-financial or non-monetary incentives give
personal satisfaction to the individual. It is a reward
which gives inner joy to the individual but cannot be
measured and quantified in terms of money. Nonfinancial

motivation

include

job

Security,

more

responsibility and authority, sense of belonging and

recognition,

job

enrichment,

job

loading,

pride,

praise, prestige and status. Others are participation

and

delegation,

acceptance,

communality

and

competition, better quality of work life both on and

off the job, opportunity for growth and promotion,
and job rotation.

2.4 ORGANISATIONAL

POLICIES

ENHANCES
EMPLOYEE MOTIVATION

20

THAT

For motivational tools to succeed, it must be

dynamic. Motivational techniques which are not
flexible

are

dangerous

and

counter

productive.

Organisations must and should not forget that a

satisfied need is no longer a motivator of behaviour.
Environmental and organizational and even individual
changes should not be forgotten while organizing and
implementing motivational tools, hence the urgency
to be flexible, dynamic and not rigid in applying
motivational tools. Organisations need to take the
following suggestions. Staffs should be taken into
confidence

when

applying

motivational

tools,

subordinates should be respected and honoured,

workers must be properly equipped before being
assigned to a job, the right man must be placed and
matched on the right job, and face to face meeting
between

superiors

regularly

organized

and
to

subordinates
explain

must

strengths

be
and

weaknesses and feedback taken.

In

addition,

personal

and

demoralizing

influences should be avoided because they attempt

21

to disrupt the creative potential of the individual

which is a disaster to both the individual and the
organisation.
change.

The

Individuals
greatest

must
fear

be
in

prepared
the

world

for
of

management is not the fear of the unknown but the

fear of change. Due to stiff competition, change is
inevitable and when individuals are not prepared well
in advance for such changes, it becomes difficult to
adjust. It is necessary that organisation renews itself
everyday in order to remain competitive.
Similarly,

human

resources

development

systems must be properly utilized. Training and

development, selection, job rotation, job analysis, job
enrichment, job evaluation, performance appraisal,
merit rating etc. if properly utilized would to a greater
extent revitalize the workforce. Also, workers should
be allowed to be their own boss, positive motivational
tools

should

be

part

of

the

culture

of

the

organisation. Delegating responsibility and retaining

authority cannot motivate the workforce. Authority
and responsibility should be delegated.

22

Finally, merit and hard work must be rewarded

adequately. Rewards based on personal influences
demoralize the workforce. In any organisation where
rewards are likely to be misplaced, where a spirited
man

is

not

as

such

respected

and

admired,

motivational tools cannot bear fruit. It is a problem

on advancement in an organisation where merit
plays second fiddle because of personal influences.
Organisations will do well if they avoid demoralizing
influences

in

designing

and

implementing

motivational tools (Aghidigbe, 2001:15-19).

2.5 MANAGERIAL ASSUMPTIONS AND THEIR

EFFECTS ON EMPLOYEES
Douglas McGregor (1960) stated that The
human side of enterprise is all of a piece and the
assumption management holds about controlling its
human resources determine the whole character of
the enterprise. These assumptions determines also
the

quality

of

its

successive

management (McGregor, 1960:vi-vii).

23

generations

of

McGregor

presented

two

opposite

sets

of

assumptions that he thought were implicit in most

approaches

to

supervision.

These

two

sets

of

assumptions, which he called Theory X and Theory

Y can be regarded as the extremes or boundaries on
a spectrum or range of assumptions.
Theory

and

is

based

on

McGregors

assumption that the behaviour of people is strongly

influenced by their beliefs. The bulk of current
managerial principles, according to McGregor had
been

directly

derived

from

the

first

set

of

assumptions, theory X. These assumptions are to

quote McGregor:
(1)

The average human being has an inherent

dislike of work and will avoid it if he can.

(2)

Because of this human characteristic of dislike

of

work,

most

controlled,

people

directed

or

must

be

coerced,

threatened

with

punishment to get them to put forth adequate

effort

towards

the

organizational objectives.

24

achievement

of

(3)

The

average

human

being

prefers

to

be

directed, wishes to avoid responsibility, has

relatively little ambition and wants security
above all (McGregor, 1960:33-34).
Theory

provides

explanation

for

some

behaviour patterns in Industry or the work place. But

are these inherent human traits or are they learned
through experience in organisation? This view clearly
dictates that motivation will be primarily through fear
and that managers will be required to maintain close
surveillance of their subordinates if the organizational
objectives of security are to be obtained.
The accumulation of knowledge about human
behaviour from many specialized fields has led to
further

research

regarding

the

validity

of

conventional managerial assumptions. From these

data, McGregor derived a new set of assumption
which he called Theory Y. According to McGregor:
(1)

The expenditure of physical and mental efforts

in work is as natural as play or rest. The average
human being does not inherently dislike work.

25

Depending upon controllable conditions, work

may be a source of satisfaction (and will be
voluntarily

performed)

or

source

of

punishment (and will be avoided if possible).

(2)

External control and the threat of punishment

are not only means of bringing about efforts
towards

organizational

objectives.

Man

will

exercise self-direction and self-control in the

service of objectives to which he is committed.
(3)

Commitment to objectives is a result of the

rewards associated with their achievement. The
most

significant

of

such

rewards

e.g.

the

satisfaction of ego and self-actualization needs,

can be direct products of efforts directed
towards organisation objectives.
(4)

The

average

human

learns

under

proper

conditions not only to accept but to seek

responsibility. Avoidance of responsibility, lack of
ambition

and

emphasis

generally

consequences

on
of

security

are

experience,

not

inherent human characteristics.

26

(5)

The capacity to exercise a relatively high degree

of imagination, ingenuity and creativity in the
solution of organized problems is widely, not
narrowly distributed in the population.

(6)

Under conditions of modern industrial life, the

intellectual potentialities of the average human
being are only partially utilized (McGregor,
1960:47-48).
Theory Y emphasizes managerial leadership

through motivation and by permitting subordinates to

experience personal satisfaction as they contribute to
the

achievement

assumptions,

of

McGregor

the

objectives.

These

felt,

provide

better

explanation of human nature and therefore indicated

the need for a different managerial strategy in
dealing with people.
McGregor analyzed how the acceptance of
Theory X as the basis for running an organisation
would workout. The relationship of this theory to the
organizational structure is that if Theory X is applied,
tall structures which encourage close controls would

27

be the most appropriate form. But, on the other hand

as McGregor presupposes that Theory Y depicts the
nature of humans, the flat structure which has given
a great deal of responsibility to subordinate will be
more effective than a tall structure.
Likert (1967) in his contribution to the theory of
organizations holds the view that supervisors with
the best record of performance are among those who
focus

more,

on

the

human

aspects

of

their

subordinates problems and on building effective

work group for goal attainment.
Likert maintained that management approach
that is participative (Democratic) and characterized
by the manager being supportive through the use of
decision making and group method of supervision,
produces a better organizational climate and better
results in terms of productivity, costs, absences, and
turn-over. The essential concepts of Likerts and
McGregor's

contributions

to

the

theory

of

organization rest squarely on the assumption that in

contrast to the classical views, there must be

28

supportive relationship of the group to each other if

the organisation is to be effective.

2.6

COMPLEXITY

OF

MOTIVATION

AND

IMPLICATION
FOR MANAGERS
It is important to note that motivation is
responsible for variation in human behaviour in
organisations (or the work place). Motivation is
complex and individualized as what motivates one
person may be different from what motivates another
person. What motivates generally are wide ranging
e.g. wages, job security, less restrictive working
condition, sympathy, understanding, being involved
or opportunity to contribute in decision making,
feeling that someone or management is concerned
about your welfare or wellbeing, having a feedback
on your performance, appreciation and recognition
for

work

done

no

matter

how

significant

or

insignificant the work may be. Thus the question that

is often been raised by managers are: Why do people

29

do what they do? What can be done to encourage

people? What are the possible ways to encourage
efficient and effective performance by the staff?
These and many other questions which are related to
the above might appear to be simple but at closer
look, the truth is that the answers do not come easily
as expected. Why?
No one single answer would suffice in explaining
why the answers to these questions are not easy.
First, this is an area that deals with human behaviour
within an organizational setting. Human being we
know is a complex animal. An enquiry into their
behaviour

and

reasons

for

certain

actions

or

indication's would certainly also prove us with

complex, varied and at times conflicting answers.
Secondly and closely related to the above are
individual differences. Factors responsible for the
motivation of individuals may differ from place to
place and from person to person. Thirdly motivational
factors are also difficult to determine because of the
unending nature of individual wants. The recognition
of a particular need and attempt to satisfy it, one

30

would think would greatly motivate the worker but

most often than not, the output realized do not allude
to this because once one need is met, others
emerge.

Fourthly

basic

needs

take

effect

as

motivators on different level depending on the

individual.

2.7 THEORIES OF MOTIVATION AND

THEIR

CONTRIBUTIONS
As stated earlier, factors responsible for the
motivation of individual may differ from place to
place and from person to person. This, therefore,
cripples attempt to allocate a single unifying theory
of motivation thus, the field of motivation is flooded
with theories each having its unique argument, merit
and demerit.
The presence of various theories of motivation,
though a positive development for the academic
sector, complicates the problem of managers. All
these

theories

are

concerned

with

one

thing

(motivation), why people in work place act as they do

and how those in management positions can change

31

their actions. We shall now proceed to examine some

theories of motivation.

MASLOW HIERARCHY OF NEEDS THEORY

One theory of human motivation that probably
has had the greatest impact on studies concerned
with motivation in organisation was that of Abraham
Maslow, an American psychologist. Abraham Maslow
in a classic paper published in 1943 outlined the
elements of an overall theory of motivation. Maslow
arranged human needs in a hierarchical manner
comprising of five levels. It was his contention that
once a particular level of need was satisfied, it no
longer served to motivate leading to the next level
need that has to be activated in order to motivate
the individual. The five levels in the need hierarchy
propounded by Maslow in brief are the following:
(i)

Psychological Needs
Maslow included in this group the need for

water, food, air, rest etc. The psychological needs

occupy the most basic level in the hierarchy and is
usually taken as the starting point in his motivational

32

theory .The essential or distinguishing feature of this

level of need is that it is concerned with the
maintenance of the body i.e. that they are required
to keep the body in a state of equilibrium.
According to the theory, once these basic needs
are satisfied, they are no longer motivated. For
examples, a thirsty man will strive for a cup of water
held out in front of him. However, after he drinks to
his satisfaction, he will not strive for another. what
can now therefore act as a motivator to him is not
the basic need for water but some higher level
needs.

On

the

other

hand,

if

these

needs

(psychological) are not satisfied and man is then

dominated by the psychological needs all other
needs may become inactive.

(ii)

Safety Needs
As outlined by Maslow, this constitutes the

second level in the hierarchy of needs. It is also

important to state that the safety needs are also
roughly equivalent to the security needs. It is also

33

worthy to note that safety as used here is both in the

physical and psychological sense and would actually
act as a motivator to the worker when the first and
most basic level of need (psychological) has been
relatively well gratified. The psychological security
consists of the various security measure adult take,
such as tenure position, saving, all sorts of insurance,
etc. while the physical security consists of stability,
protection, freedom from fear, law and order etc. This
level of need is considered very important when
viewed against the background that most people
would not want to work in an environment that holds
out for them physical or psychological hazards.
An atmosphere free from these hazards would
certainly encourage the worker to put in his or her
best.
(iii)

Belongingness and Love Needs

This is the third level of need and it becomes

very prominent when the first two levels have been

satisfied. Man as social animal wants to relate with
others either at home or in the workplace. Such

34

relationship especially in the workplace must be

affectionate if the worker is to be motivated to put in
his or her best. Any good establishment must satisfy
this need if it is to survive.
(iv)

The Esteem Needs

This need is the fourth in Maslows hierarchy of

needs and it represents the ego need. Self-esteem

needs can be classified into two categories, normally.
(a)

The desire for strength, for achievement, for

adequacy, for mastery and competence, for
confidence in the face of the world and for
independence and freedom.

(b)

The

desire

for

reputation

and

recognition,

attention, importance, dignity or appreciation.

(v)

Need for Self Actualization

This is at the apex in Maslows hierarchy of need

and it refers to a persons desire for self-fulfillment.

Every individual in the workplace has a model or
what he or she wants to become and for Maslow, the
realization of this model represents the apex in the

35

hierarchy

of

needs.

Thus,

it

represents

the

culmination of all the lower, intermediate and higher

needs of human (Maslow, 1954:77-79).

HERZBERG

TWO

FACTOR

THEORY

OF

MOTIVATION
Herzberg (1950) and his associates developed
the work of Maslow and formulated a theory of work
motivation commonly referred to as the hygiene
theory of motivation. His idea was to discover what
motivates staffs and to ascertain what they actually
want in their work.
According to Herzberg, intrinsic factors tend to
give job satisfaction while extrinsic factors tend to
give job dissatisfaction. The intrinsic and extrinsic
factors may be divided into two which he codenamed motivators and hygiene factors.
The motivators are the factors which determine
or increase job satisfaction like:
(1)

Recognition

(2)

Achievement

36

(3)

Work itself

(4)

Responsibility

(5)

Individual growth
According to Herzberg the above points are the

factors which could bring about job satisfaction but

even if the above situations are absent, they would
not cause dissatisfaction because they are extra
provision which encourages or boosts motivation. He
called them satisfiers
On the other hand, there are situations or
conditions

which

Herzberg

states

would

cause

dissatisfaction if they are not present and these are

situations relating to organizational administration
and policies like:
(1)

Salary

(2)

Superior-subordinate relationships

(3)

Job security

(4)

General working condition

(5)

Supervision
The above conditions are called hygiene or

maintenance factors because they are extrinsic to

37

job. They do not provide motivation if they are

adequate. However, if they are not in place, they
cause dissatisfaction. Herzberg cautions that the
factors leading to job satisfaction are separate and
distinct from those that lead to job dissatisfaction.
Therefore, a manager seeks to eliminate factors that
can create job dissatisfaction; he can bring about
peace, but not necessarily motivation. He would be
placating his subordinates rather than motivating
them. It is necessary that the satisfiers or motivators
be emphasized upon.

EQUITY THEORY OF WORK MOTIVATION

The basic arguments of this theory of motivation
which largely emerged to deal with social comparison
processes, is that the major determinant of job action
of performance and satisfaction is the result of the
degree of equity or inequity that an individual
perceives in work situations. The degree of equity is
explained in terms of a ratio of an individuals input

38

to outcomes as compared with a similar ration for a

colleague or a relevant other.
Though contributors to this theory are many and
each having his or her own approach, Adams work,
which he carried out in 1963,

has come to be

regarded as a highly developed model of the social

comparison of equity theory. A good number of
factors distinguish the equity theory from other
theories previously discussed.
One major distinguishing feature of equity
theory

is

that

is

places

much

emphasis

on

individuals perception of others and also group

influences. In contrast, the need theory is based on
the

individual,

energize

the

evaluating
individual

possible
to

work

factors

that

towards

the

realization of organizational goals and objectives.

Furthermore, the equity theory does not focus
on the identification of specific factors of motivation
but this is a primary endeavour of the need theory.
The equity theory just attempts to provide us with a
general framework for understanding the processes
by which behaviour is energized and sustained.

39

Finally, equity theory perceives of motivation as

conditions on comparative basis and not as the result
of actual set of circumstances. This model has a
great

implication

for

management

in

that

management has to be fair as much as possible.

ACHIEVEMENT THEORY OF MOTIVATION

McCelland, in his Achievement Theory, agrees
with Maslow and Herzberg that certain needs or
motives such as recognition, esteem and even
achievement can surely motivate people. In his
achievement theory, he discovered three motives
which if well applied would actually motivate people.
These needs are:
(1)

The need for power

(2)

The need for application or close relationship

(3)

The need for achievement

McCelland (1953) argues that every motive or

need is a learned one and only two are innate,

namely striving for pleasure and seeking to avoid
displeasure or pain. All other motives are required.
These two factors are the opposite ends of a
continuum.

One

end

40

is

an

approach

to

the

expectation of pleasure and satisfaction and the

other is negative avoidance of pain or displeasure.
According to McCelland, high achievers do not like to
achieve by chance. They would also not like to take
the hostile terrain rather they would follow the
middle

path

which

is

not

hazardous

or

very

competitive. He grades the motives or needs thus:

(a)

An achiever could be a successful entrepreneur

(b)

The need for application should come from a

socialite who want friendship and affiliation

(c)

While the need for power brings out good

leadership in the person.
According to McCelland, achievement motive is

a desire to perform in terms of a standard of

excellence

or

to

be

successful

in

competitive

situations. High achievers do things better than

others. Accomplishing a task satisfies them much,
hence motivation.
According to this theory, people do not thread
on the path which is thorny especially when less gain
would accrue to them. However, if a path would
enable us to achieve or realize our goal, we would

41

love to work harder towards that path to achieve our

goal.
In his contribution, Georgopolous et al (1957)
wrote that if a worker sees high productivity as a
path leading to the attainment of one of more of his
personal goals, he will like to be a high producer.
Conversely, if he seeks low productivity as a path to
the achievement of his goals, he will opt to be a low
producer.

42

REFERENCES
Abbegleen, H. (1974) Principles of Management: A Modern
Approach. John Willey and Sons, London.
Ajilola, E. (1975) How to Motivate the Nigerian Workers
in Management in Nigeria Journal October Vol.
2, No. 6.
Campbell, J.P. and Pitchard R.D. (1976) Motivation Theory:
Industrial

and

Organizational

Psychology.

McGraw Hill Books, New York.

Dublin, R. (1974) Human Relations in Administration.
Prentice Hall, Englewood, New Jersey.
Georgopolous, B.S. et al (1957) A Path-Goal Approach to
Productivity Journal of Applied Psychology Vol.
3, No. 4.
Glueck, W.F. (1950) Management. The Dryden Press,
Hindale, Illinois.
Herzberg, F. (1959) The Motivation to Work (2nd Edition).
John Willey and Sons, New York.
Hodgetts, R. (1977) Introduction to Business. Wesley
Publishing Company, Addison.
Lillis,

G.C.

(1958)

The

Satisfaction

Performance

Controversy Business Horizons. October Vol. 1

No. 16.
Maduabrun, C.D. (1988) Motivation of Nigerian Civil
Servants:

Historical

43

Overview

in

the

Quarterly Journal of Administration Vol. 22, No.

1.
Maslow, A.H. (1954) Motivation and Personality, Harper
and Row, New York.
McCelland, D. (1953) Achievement Motive. Appleton
Century Inc. New York.
McGregor, D. (1960) The Human Side of Enterprise.
McGraw Hill, New York.
Michael, K.B. (1975) Introduction to Behavioural Science
for Business.Willey Eastern New Delhi.
Morris, V. (1953) Motivation and Morale in Industry. Norton
and Co., New York.
Obisi,

C.

(1996)

Personnel

Management.

Jackbod

Enterprises, Ibadan.
Steers, R.M. and Porter, L.W. (1979) Motivation and Work
Behaviour. McGraw Hill Book, New York.
Vroom, V.A. (1964) Work and Motivation. John Willey and
Sons, New York.

44

CHAPTER THREE
METHODOLOGY
3.1 INTRODUCTION
Survey research is defined as the systematic
gathering

of

information

from

sample

of

respondents for the purpose of understanding and

predicting some aspects of the behaviour of the
population of interest. The process and method used
in data collection is referred to as methodology (Tull
and Abaum, 1973:3).

3.2 SOURCES OF DATA

Materials used for the study are gathered from
both primary and secondary sources.

3.2.1

Primary Source
Primary data is information sourced by the

researcher himself. The information is gathered for a

specific purpose or research work. It is therefore

45

more valid and authentic though very costly, time

consuming and energy sapping. Questionnaire and
personal interview are the primary data used in this
study.
3.2.1.1

Questionnaire
Questionnaire is a set of questions printed and

administered
formalized

on

respondents.

approach

of

It

is

asking

simply

someone

a
for

information. All questions and the answers to the

questions would provide data for arriving at a
conclusion. The questions as much as possible would
motivate the respondent to provide the necessary
information

(Croach,

1985:64).

In

this

study,

questionnaire was prepared and distributed to the

staff of Union Bank of Nigeria Plc, Maiduguri.

3.2.1.2

Personal Interview
Personal

conversation

interview
between

implies
the

face-to-face

interviewer

and

the

respondent of the interviewee. The interviewer asks

questions and records the respondents answer either

46

while the interview is in progress or immediately

afterwards.
Personal interview despite its cost is very fast in
terms of response and the researcher can influence
the interview environment and seek clarification
where necessary. Also information gathered through
personal interview is unadulterated, given it an edge
over questionnaire which may be answered with
biased mind by the respondent (Walter, 1976:112).
For this study, personal interview with the Head
of Operations and five staff of Union Bank of Nigeria
Plc,, Maiduguri were conducted.

3.2.2

Secondary Sources
Secondary source of data are data that are

developed for some purpose other than helping to

solve the problem at hand. The researcher is not
involved in gathering secondary data. That is to say
secondary data has been in existence before the
problem that is to be solved arose. Secondary data
might have originated from the need to keep proper

47

accounts

of

an

organisation,

research

work,

conference meetings etc. Secondary data is therefore

not expensive and quick to get.
Adequate care must be taken however, before
using

secondary

data.

The

relevance

of

the

information in terms of how it fits the requirements of

the problem at hand has to be ascertained. The
accuracy of the information in terms of this unit of
measurement must be assessed. Also the source of
data has to be known to be able to verify its
authenticity (Baker, 1991:156).
For the study, secondary data consists of
published books, journals, seminar and conference
proceedings as well as unpublished materials.

3.3 POPULATION
A population is a group of persons, organisation
or objects about which information is desired. The
population of this study consists of the staff of Union
Bank of Nigeria Plc,, Maiduguri.

3.4 SAMPLE SIZE

48

Sample according to Robert et al (1960:114115) is a group of elements selected from a

population. By definition the number of elements in a
sample is less than or at most equal to the number in
the population.
It is usually not possible to study the whole
population of a researchers area of study at the
same time. As a result, information from a portion of
the population is gathered by taking a sample of
elements. On the basis of the information gathered
from the elements, drawn conclusions about the
larger groups are deduced.
In this study a sample size of fifty (50) was
used. This was in order to allow for more coverage of
the study area and to ensure precision in drawing
conclusions.

3.5 SAMPLING METHOD

In this study, simple random sampling was
employed. Questionnaires were distributed randomly

49

to the respondents. Here each population elements

has a known and equal chance of being selected.

3.6 METHOD OF DATA COLLECTION

Copies of questionnaire were distributed to the
respondents at their places of work personally by the
researcher. They were asked to fill the required
information at their convenience. A covering letter
was attached to each questionnaire assuring the
respondents

of

strict

confidentiality

of

their

comments and responses.

3.7 METHOD OF DATA ANALYSIS

Data collected were analyzed by the use of
tables, figures and percentages to summarize the
responses of the respondents.

50

REFERENCES
Baker, J.M. (1991) Research for Marketing. Macmillan
Educational Ltd., London.
Robert,

D.

et

al

(1969)

Marketing

Research

and

Information Systems: Text and Cases. McGraw

Hill Inc. New York.
Tull, A. and Abaum, F. (1973) Research and Development
for Managers. Withan Heinemann Ltd. London.
Walter, B.W. (1976) Marketing Research: Methods and
Cases. Harper and Row Publishers, New York.

51

CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 INTRODUCTION
This chapter deals with the presentation and
analysis of data based on the impact of employee
motivation on the Banking industry: A case study of
Union Bank of Nigeria Plc, Maiduguri. A total of 25
questionnaires were distributed among respondents
(staff of Union Bank of Nigeria Plc, Maiduguri) and
only 23 were filled and received.
Data collected were analyzed by the use of
tables, figures and percentages while the chi-square

52

statistical tool was used to test the hypotheses

formulated.

4.2 DATA PRESENTATION AND ANALYSIS

Table 1: Sex
Responses
Male

Frequency
16

Female
7
Total
23
Source: Field Work, 2012

Percentage
69.6
30.4
100

Table 1 shows that 16 (69.6%) of the respondents are

male, while 7 (30.4%) are female. This means that both
sexes are well represented in the study.

Table 2: Age
Responses
20 30 years

Frequency
6

Percentage
26.1

31 40 years

13

56.5

41 50 years

17.4

51 years above
0
Total
23
Source: Field Work, 2012

0
100

53

Table 2 indicates that 6(26.1%) of the respondents

are within the range of 20 30 years, 13 (56.5%) are
within the range of 31 40 years, while 4 (17.4%) are
within the age range of 41 50 years. This means that the
majority of the respondents are adults.

Table 3: Job Specification

Responses
Manager

Frequency
2

Percentage
8.7

Marketer

21.7

Care 4

17.4

staff

13.1

Clearing

17.4

Representative

21.7

Customer

Cashier
Operations staff
Total
23
Source: Field Work, 2012

100

From table 3, it can be seen that 2 (8.7%) of the

respondents are Managers, 5 (21.7%) are Marketers, 4

54

(17.4%) are Customer Care staff, 3 (13.1%) are Clearing

Representatives, 4 (17.4%) are cashiers and 5 (21.7%) are
Operations staff. The revelation from the table is that all
categories of staff are represented in the study.

Table 4: Educational Qualification

Responses
Primary School

Frequency
0

Percentage
0

SSCE/GCE

OND/HND

11

47.8

B.Sc./B.A.

30.4

Higher Degree

13.1

Professional
2
Total
23
Source: Field Work, 2012

8.7
100

From table 4, we can discover that 11 (47.8%) of the

respondents are OND/HND holders, 7 (30.4%) are degree
holders, 3 (13.1%) are higher degree holders and 2 (8.7%)
possess professional qualifications. This implies that all

55

the

respondents

have

one

form

of

educational

qualification or the other.

Table 5: Duration of Service in the Organisation

Responses
1 5 years

Frequency
6

Percentage
26.1

6 10 years

13

56.5

11 20 years
4
Total
23
Source: Field Work, 2012

17.4
100

Table 5 reveals that 6 (26.1%) of the respondents

have worked for 1 5 years in the service of the
Organization, 13 (56.5%) have worked for 6 10 years and
4 (17.4%) have worked for 11 20 years. The deduction
from this table is that majority of the respondents have
worked for considerable number of years in the service of
the Union Bank of Nigeria Plc, Maiduguri and should give

56

adequate information on the subject matter of motivation

and employee performance in the organization.

Table 6: Involvement in the decision making process

in the
Organization
Responses
Yes

Frequency
5

Percentage
21.7

No

15

65.2

Sometimes
3
Total
23
Source: Field Work, 2012

13.1
100

Table 6 reveals that 5 (21.7%) of the respondents are

involved

in

the

decision

making

process

in

their

units/department/organisation, 15 (65.2%) are not and 3

(13.1%) are sometimes involved. This means that majority
of the respondents are not involved in the decision making
process of their unit/department/organisation. During the

57

interview session, it was revealed that most of the

decisions are made by the Headquarters and the branches
are to comply.

Table 7: Training opportunities for advancement

Responses
Yes

Frequency
6

No
17
Total
23
Source: Field Work, 2012

Percentage
26.1
73.9
100

Table 7 affirms that 6 (36.1%) of the respondents say

there are training and development opportunities for them
to advance their career while 17 (73.9%) say there are no
training and development opportunities for them to
perform optimally and advance their career. Judging from
the responses of the majority, we can conclude that there
are no training and development opportunities for staff to
advance their career. In the interview conducted it was
stated that training and induction programme for new

58

employees are rushed and training for old staff have been
suspended. This might be attributed to the impact of the
economic melt down and the attendant crises in the
banking industry.

Table

8:

Relationship

between

superior

and

subordinate
Responses
Cordial

Frequency
13

Percentage
56.5

Very cordial

21.7

Not very cordial

13.1

Not cordial
2
Total
23
Source: Field Work, 2012

8.7
100

From table 8 we discover that 13 (56.5%) and 5

(21.7%) of the respondents say the relationship between
them and their superiors is cordial and very cordial
respectively, while 3 (13.1%) and 2 (8.7%) of the
respondents say the relationship between them and their
superiors is not very cordial and not cordial respectively.

59

This affirms that there is cordial relationship between staff

and their superiors and that the relationship in the work
place is not that of master-servant relationship.

Table 9: Initiative or discretion in the discharge of

duty
Responses
Yes

Frequency
11

Percentage
47.8

No

34.8

Sometimes
4
Total
23
Source: Field Work, 2012

17.4
100

Table 9 shows that 11 (47.8%) of the respondents say

they are allowed to use their discretion in the discharge of
their duties, 8 (34.8%) say they are not allowed and 4
(17.47%) say they are sometimes allowed to use their
discretion. It is therefore clear that majority of the staff are
allowed to use their initiative or discretion in the discharge
of their duties. The interview session confirms that staff

60

initiative or discretion in the discharge of their duties are

allowed if it falls within the mode of operation of the Bank,
helps in achieving organizational goals and does not
negate the culture and ethics of banking.

Table 10: Provision of medical care for staff in the

Organization
Responses
Excellent

Frequency
14

Percentage
60.8

Good

26.1

Fair

13.1

Bad
0
Total
23
Source: Field Work, 2012

0
100

Table 10 indicates that 14 (60.8%) of the respondents

assess the provision of medical care for staff as excellent,
6 (26.1%) say it is good and 3 (13.1%) say it is fair. Going
by the response of the majority we can say that the
provision of medical care for the staff of the Union Bank of
Nigeria Plc, Maiduguri is excellent. Provision of health care

61

for employees is very important. This is because staff

performance is determined by their health status. A work
force that is productive will surely be productive.

Table 11: Provision of housing for staff in the

Organization
Responses
Excellent

Frequency
5

Percentage
21.7

Good

15

65.2

Fair

13.1

Bad
0
Total
23
Source: Field Work, 2012

0
100

Table 11 shows that 5 (21.7%) of the respondents

assess the provision of housing for staff in the Union Bank
of Nigeria Plc, Maiduguri as excellent, 15 (65.2%) assess it
as good, and 3 (13.1%) fair. This indicates that the Union
Bank of Nigeria Plc, Maiduguri has done well in the
provision of housing for its staff. The interview session
revealed that despite the fact that the Bank does not have

62

its own accommodation for staff, the housing policy of the

Bank in terms of housing allowance is favourable.

Table 12: Motivation at work

Responses
Fringe benefit

Frequency
1

Percentage
4.3

Commendation

13.1

Work setting

8.7

Promotion

13.1

Less supervision

4.3

Challenging job

8.7

All of the above

11
Total
23
Source: Field Work, 2012

47.8
100

Table 12 reveals that 1 (4.3%) of the respondents say

his motivational factor is fringe benefits, 3 (13.1%) say it
is commendation for job well done, 2 (8.7%) say it is good
work setting, 3 (13.1%) say it is promotion, 1 (4.3%) say it
is less supervision and 2 (8.7%) say it is challenging job

63

while 11 (47.8%) say all of the above. This affirms the fact
that motivation is a complex issue and motivators are
wide ranging. Thus workers motivational factors include
fringe benefits, commendation for job well done, good
working environment, promotion, less supervision and
challenging job.

Table 13: Provision of enough motivation at work

Responses
Frequency
Yes
14
No
9
Total
23
Source: Field Work, 2012

Percentage
61,9
39.1
100

From table 13, 14 (61.9%) of the respondents say

their job provides enough motivation for them while 9
(39.1%) say their jobs does not provide enough motivation
for them.

Table 14: Relationship between motivation and

productivity
Responses
Yes

Frequency
16

64

Percentage
69.6

No
7
Total
23
Source: Field Work, 2012

30.4
100

Table 14 shows that 16 (69.6%) of the respondents

agree that there is relationship between motivation and
productivity while 7 (30.4%) hold a contrary opinion.

Table 15: Rating of workers motivation in the

Organization
Responses
Very good

Frequency
8

Percentage
34.8

Good

17.4

Fair

11

47.8

Bad
0
Total
23
Source: Field Work, 2012

0
100

From table 15, we can see that 8 (34.8%) of the

respondents rate workers motivation in the Union Bank of
Nigeria Plc, Maiduguri as very good, 4 (17.4%) rate it
good, and 11 (47.8%) rate it fair. The table proves that
workers motivation in the Union Bank of Nigeria Plc,
Maiduguri is fair.

65

Question 16: What in your opinion are the problems of

motivation in the Organization?
This question was asked to seek the opinion of the
respondents on what they felt were the problems of
motivation

in

the

Organization.

In

response,

they

highlighted job insecurity, lack of orientation and training

of staff, delay in promotion, lack of increase in salary and
compensation packages as problems of motivation in
Union Bank of Nigeria Plc, Maiduguri.

Question 17: What in your opinion could be done to

enhance

motivation

and

employee

performance in the Organization?

In response to this question, the respondents
proffered availability of job security, adequate orientation
and regular training of staff, regular promotion of staff as
and when due, introduction of awards to deserving
workers, increase in salary and compensation packages,
and introduction of more allowances.

66

4.3

TESTING OF HYPOTHESES

Hypothesis 1 states that:

HO: There is no relationship between employee
motivation and performance in the banking
industry.

Table 14: Relationship between motivation and

productivity
Responses
Male

Yes
11

No
5

Total
16

Female
Total

5
16

2
7

7
23

CHI-SQUARE (X2) COMPUTATION

O

OE

(O E)2

(O E )2
E

11

11.1

- 0.10

- 0.31

0.02

4.9

0.10

0.31

0.06

4.9

0.10

0.31

0.06

2.1

- 0.10

- 0.31

0.14
0.28
0.28

X2 =

67

Degree of Freedom
Df

(c 1) (r 1)

(2 1) (2 1)

1x1

Decision Rule
X2 at 1 df at 0.05 level of significance = 3.481
Since the X2 calculated value (0.28) is smaller than the
critical (table) value (3.481), we accept the null hypothesis
which states that there is no relationship between
motivation and performance.
Hypothesis 2 states that:
HO: Jobs in the banking industry have not provided
motivation for its employees.

Table 13: Provision of enough motivation at work

Responses
Male

Yes
10

No
6

Total
16

Female
Total

4
14

3
9

7
23

CHI-SQUARE (X2) COMPUTATION

68

10

9.7

OE

(O E)2

(O E )2
E

0.30

0.54

0.05

4.3

- 0.30

- 0.54

0.12

52.5

- 0.30

- 0.54

0.08

15.5

0.30

0.54

0.20
0.45
0.45

X2 =
Degree of Freedom
Df

(c 1) (r 1)

(2 1) (2 1)

1x1

Decision Rule
X2 at 1 df at 0.05 level of significance = 3.481
Since the X2 calculated value (0.45) is smaller than the
critical (table) value (3.481), we accept the null hypothesis
which states that jobs in the banking industry have not
provided motivation for its employees.

CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 SUMMARY

69

The central focus of this study has been the

Impact of employee motivation on the Banking
industry: A case study of Union Bank of Nigeria Plc,
Maiduguri. We have attempted to look at the
meaning, importance and complexity of motivation
as well as its relationship to productivity in the work
place.
Motivation is said to be the core of management
of human resources. It is defined as a process of
stimulating people to action to achieve organisational
task as well as a process of stimulating oneself to
action to gratify a felt need. Motivation is complex
and individualized and what motivates generally are
wide ranging, which include wages, job security, less
restrictive working condition, sympathy, involvement
in decision making, appreciation and recognition for
work

done.

Thus,

the

continued

survival

and

increased productivity of any organisation depends

on the commitment and high morale of its workforce.
This can only come through proper motivation to
elicit the best from the workforce.

70

From the interpretation of the data analysis it

shows that majority of the respondents are not
involved in the decision making process of their units
or departments. Most of the decisions are made by
the Headquarters while the branches are to comply.
There are inadequate orientation and training for
staff for improved performance and advancing their
career.

In addition there is cordial relationship

between subordinates and superiors which makes for

harmonious working environment. In the discharge of
duties, staff are allowed the use of their initiative or
discretion as long as its within the context of the
banks

mode

of

operation,

enhances

the

achievement of organizational goals and does not

negate the culture and ethics of banking
The study also revealed that workers assessed
the provision of medical care as excellent and the
provision of housing as good. Workers motivational
factors

were

identified

as

fringe

benefit,

commendation for a job well done, good work setting,

promotion, less supervision and challenging job. This

71

underscores the fact that motivation is individualized

and complex. However, workers motivation in the
Union Bank of Nigeria Plc, Maiduguri was rated fair.
The testing of hypotheses formulated revealed
that there is no relationship between motivation and
employee performance, and jobs do not provide
enough motivation for staff in the banking industry.
The study identified job insecurity, lack of orientation
and training of staff, delays in promotion, and lack of
increase in salary and compensation packages as
problems of employee motivation in the organization.

5.2 CONCLUSION
Our delving into the study has enabled us to
have a better understanding of the impact of
employee motivation on the Banking Industry in
Union Bank of Nigeria Plc, Maiduguri. The importance
of motivation on employee performance cannot be
over emphasized. This is because motivation makes
the workers conform to the goals of the organisation

72

by putting in their best to increase organisational

productivity.
Motivation is a characteristic feature of any
organisation and as such should be accorded top
priority since motivation and organisational growth
are inseparable. The management of Union Bank of
Nigeria Plc, Maiduguri administration can be given a
fair assessment in terms of motivating its staff for
enhanced productivity, but a lot still need to be done.
The problems of motivation identified in the study
should

be

dealt

with

and

workers

needs

and

aspirations met.
Motivation, it should be noted is a continuous
and complex process, and must be based on
situation and organisational climate. This means that
management should find out what motivates its staff
from time to time. Where motivational factors are
provided,

there

is

every

tendency

for

high

productivity. Any organisation which disregards the

motivational problems of its staffs will ultimately
decline and subsequently collapse. In view of the

73

nature of the banking industry occasioned by the

economic melt down, job insecurity and pressure
associated with its kind of jobs, the issue of
employee motivation should be given the priority it
deserves.

5.3 RECOMMENDATIONS
In the light of the issues and problems raised in
this

study,

the

following

recommendations

are

hereby made.
(1)

The management of the Union Bank of Nigeria

Plc, Maiduguri should introduce new allowances
of various kinds to help the staff meet some of
their needs. Also car, furniture and housing loan
schemes should be introduced.

(2)

Salary is one of the important needs of workers

world over because their lives and those of their
family and wards depend on it. In view of the
harsh economic condition in the country, it is
recommended

that

the

organisation

should

increase the salary of its staff in order to meet

74

up with the present economic realities in the

nation.
(3)

Regular

promotion

recommended.

The

as

and

when

absence

of

due

is

promotion

makes staffs stagnant in one position without

progress. Work itself is about progress and
everybody likes to progress in life to attain
personal goals in life. The present situation
where staff that are due for promotion are not
promoted does not augur well for productivity.
(4)

Commendation for job well done should be

practiced in the Organization. This can come in
the form of payment of special bonus to staffs
with

outstanding

performance

in

various

departments yearly. Where such bonuses are

not possible, letters of commendation, gifts or
hounourary awards should be given.
(5)

The cordial relationship between subordinates

and superiors is encouraging and should be
strengthened. Fora like festivities, end of year
celebrations,

birthdays

75

and

marriage

ceremonies should be used to enhance this

relationship.
(6)

The issue of job insecurity is a big problem for

bank

employees

and

it

affects

their

performance. The management of the Bank

should ensure that their employees job should
be secured. They should be allowed to stay on
the job, gather experience and build their
careers.
(7)

The compensation package for workers in the

organization should be overhauled and made
attractive. Even if an employee is relieved of his
or her duty the compensation package should
be such that the employee can go into any
business to be self employed.

(8)

The orientation and training policy of the

organisation should also be looked into with a
view

of

giving

priority

to

orientation

and

training. There should be proper orientation for

new

employees

and

76

regular

and

periodic

training and retraining of all categories of staff

in the organization.

BIBLIOGRAPHY
Abbegleen, H. (1974) Principles of Management: A Modern
Approach. John Willey and Sons, London.
Ajilola, E. (1975) How to Motivate the Nigerian Workers
in Management in Nigeria Journal October Vol.
2, No. 6.
Baker, J.M. (1991) Research for Marketing. Macmillan
Educational Ltd., London.
Campbell, J.P. and Pitchard R.D. (1976) Motivation Theory:
Industrial

and

Organizational

Psychology.

McGraw Hill Books, New York.

Dublin, R. (1974) Human Relations in Administration.
Prentice Hall, Englewood, New Jersey.
Georgopolous, B.S. et al (1957) A Path-Goal Approach to
Productivity Journal of Applied Psychology Vol.
3, No. 4.
Glueck, W.F. (1950) Management. The Dryden Press,
Hindale, Illinois.
Herzberg, F. (1959) The Motivation to Work (2nd Edition).
John Willey and Sons, New York.

77

Hodgetts, R. (1977) Introduction to Business. Wesley

Publishing Company, Addison.
Lillis,

G.C.

(1958)

The

Satisfaction

Performance

Controversy Business Horizons. October Vol. 1

No. 16.
Maduabrun, C.D. (1988) Motivation of Nigerian Civil
Servants:

Historical

Overview

in

the

Quarterly Journal of Administration Vol. 22, No.

1.
Maslow, A.H. (1954) Motivation and Personality, Harper
and Row, New York.
McCelland, D. (1953) Achievement Motive. Appleton
Century Inc. New York.
McGregor, D. (1960) The Human Side of Enterprise.
McGraw Hill, New York.
Michael, K.B. (1975) Introduction to Behavioural Science
for Business.Willey Eastern New Delhi.
Morris, V. (1953) Motivation and Morale in Industry. Norton
and Co., New York.
Obisi,

C.

(1996)

Personnel

Management.

Jackbod

Enterprises, Ibadan.
Robert,

D.

et

al

(1969)

Marketing

Research

and

Information Systems: Text and Cases. McGraw

Hill Inc. New York.
Steers, R.M. and Porter, L.W. (1979) Motivation and Work
Behaviour. McGraw Hill Book, New York.

78

Tull, A. and Abaum, F. (1973) Research and Development

for Managers. Withan Heinemann Ltd. London.
Vroom, V.A. (1964) Work and Motivation. John Willey and
Sons, New York.
Walter, B.W. (1976) Marketing Research: Methods and
Cases. Harper and Row Publishers, New York.

APPENDIX
Department of
Management,
University of Maiduguri,
Maiduguri,
Borno State.

Business

Dear Respondent,
I am conducting a project work in partial fulfillment
for

the

award

of

Bachelors

degree

in

Business

Management.
This questionnaire is intended to collect necessary
data on Impact of Employee Motivation on the Banking
Industry: A Case Study of Union Bank of Nigeria Plc,
Maiduguri Please answer the questions to the best of
your understanding and attach documents if available and
necessary.

79

Be assured that any information given about this

study will be used strictly for the purpose of writing this
project and will be kept confidential.
Thank you for your cooperation.
Yours faithfully,

Nenpin Luka
07/07/02/13
6

80

INSTRUCTION:

Please

tick

the

appropriate

comment where necessary.

1.

2.

3.

4.

5.

Sex
a.

Male

[ ]

b.

Female

[ ]

Age
a.

20 30 years [ ]

b.

31 40 years [ ]

c.

41 50 years [ ]

d.

51 and above [ ]

Job Specification
a.

Manager

[ ]

b.

Marketer

[ ]

c.

Customer Care staff

[ ]

d.

Clearing Representatative

e.

Cashier

f.

Operations staff

[ ]

[ ]
[ ]

Highest Educational Qualification

a.

Primary School

[ ]

b.

SSCE/GCE

[ ]

c.

OND/HND

[ ]

d.

B.Sc., B.A.

[ ]

e.

M.Sc./MBA/MPA/MILR

[ ]

f.

Ph.D.

[ ]

g.

Professional

[ ]

Duration of service in the organisation.

81

box(es)

6.

a.

1 5 years

[ ]

b.

6 10 years

[ ]

c.

11 20 years

[ ]

Are you involved in the decision making process in

your unit/ department/ organisation?

7.

a.

Yes

[ ]

b.

No

[ ]

c.

Sometimes

[ ]

Are there training and development opportunities to

advance your career?

8.

a.

Yes [ ]

b.

No

[ ]

What is the nature of relationship between you and

your superiors?

9.

a.

Cordial

[ ]

b.

Very cordial

[ ]

c.

Not very cordial

[ ]

d.

Not cordial

[ ]

Are you allowed to use your initiative or discretion in

the discharge of your duty?
a.

Yes

[ ]

b.

No

[ ]

c.

Sometimes

[ ]

10. How would you assess the provision of medical care

for staff in the Organization?
a.

Excellent [ ]

82

b.

Good

[ ]

c.

Fair

[ ]

d.

Bad

[ ]

11. How would you assess the provision for housing for
staff in the Organization?
a.

Excellent [ ]

b.

Good

c.

Fair

[ ]

d.

Bad

[ ]

[ ]

12. What motivates you at work?

a.

Fringe benefit [ ]

b.

Commendation[ ]

c.

Work Setting

[ ]

d.

Promotion

[ ]

e.

Less Supervision

[ ]

f.

Challenging job

[ ]

g.

All of the above

[ ]

13. Does your job provide enough motivation for you?

a.

Yes [ ]

b.

No

[ ]

14. Is

there

relationship

productivity?
a.

Yes [ ]

b.

No

[ ]

83

between

motivation

and

15. What is your rating of workers motivation in the

Organization?

16.

a.

Very good [ ]

b.

Good

c.

Fair

[ ]

d.

Bad

[ ]

[ ]

What are the problems of motivation in the

Organization?
___________________________________________________________
___________________________________________________________
___________________________________________________________
____________________________________
17. What in your opinion could be done to enhance
motivation and productivity in the Organization?
______________________________________________________
______________________________________________________
______________________________________________________
__________________________________

84