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IMPACT OF
MOTIVATION ON ORGANIZATIONAL PRODUCTIVITY
LITERATURE
REVIEW
2.1 CONCEPTUAL FRAMEWORK
The concept
of motivation has been defined in different ways by different scholars.
Motivation is derived from a Latin word known as ‘Movere’. Movere means to
move. Motivation is based on the principle of hedonism. Hedonism is that human
tendency to seek pleasure and avoid pain. Berelson and Staines (2003) defined
the concept of motivation as an inner state that encourages, activities or
mores, direct and channels behaviour towards goals.It is also referred to as a
general term applying to the entire class of drives, needs, wishes and similar
forces that propel an employee to action. For example, an employee of an
organization may decide to work with all enthusiasm indicating she wants to
make a major contribution to the realization of the organization’s objective.
The employer may decide to reward the employee with mere words of mouths of
monetary rewards. The employer’s reward can further motivate employee to
productivity. Beach (2005) defined motivation as the willingness to expend
energy in order to achieve a goal.Appleby (2002:24) says hat motivation is
keenness for a particular pattern or behaviour. He explained how drive, urges
and needs of individuals direct and control their behaviour.Davies (2005)
defines the concept as what goes on inside a person, which brings about her
behaviour. Davies emphasizes that lack of motivation could make an individual
not to achieve satisfaction from the work.Agbeto (2002) define the term as that
thing which moves somebody towards a goal. Motivation is a term applying to the
class drives, desire, needs, wishes and similar forces. (Koontz O’Donnell,
2008).Implicit in all the definitions of motivation above, is the fact that
motivation deals with the factors that induce people to performance in the
organization.
2.2 FACTORS THAT MOTIVATE EMPLOYEES TO PERFORM
IN AN ORGANIZATION
2.2.1
Leadership Style: Leadership style plays an important role in the motivation of
workers to performance. The style of leading adopted by a manager can affect
the performance of the subordinates. The success of a leadership in influencing
subordinates to performance can be affected by certain situational variables
like confidence of the subordinates, experience, the need and the perception of
the subordinates. It is important that before any leader adopts any style of
leading, he should first of all understand the nature and characteristics of
the subordinates since this can affect his performance, the subordinate of all
understand the nature and characteristics of the subordinates since this can
affect his performance, the subordinate perception of the boss. Leadership
style can be a source of motivation.
Management
by Objective (MBO): This is one of the most motivational techniques used by
management. Its use in the organization has increased since its inception in
1950s. The
programme is
designed to encompass specific goals, participative set for an explicit time
period with feedback on goals progress. This was advocated in different forms
and one of the advocates is Peter Drucker, who first introduced the concept.
Drucker (2009) states that the objective of the MBO should be concise statement
of expected accomplishment, that is the superior and the subordinates should
jointly choose the goals and decide on how they will be measured. Drucker
believes that the greatest advantage of the MBO is that it allows the worker to
control his productivity. This self-control will result in stronger motivation
to do the best rather than just get by it.Another philosopher of the MBO were
Koontz et al. they defined it as a process whereby the superior and the
subordinates jointly identifies the common goal, define individual major areas
of responsibility in terms of the result expected of him and use these measures
as guards for operating the units and accessing the contribution of each of his
members.An important factor in Koontz et al view point is for the subordinates
and superiors to have an understanding regarding the subordinates’ major areas
of responsibility. A common feature in Drucker and Koontz et al conceptions of
MBO is that MBO can lead to improved motivation of the participants. This is
because the superior and subordinates meets to discuss the goals of their
department, which must be in line with overall goals of the organization.
The superior
and subordinate meet again after the initial goals are established and evaluate
the subordinate performance inters of goals. With the participation of the
subordinates in discussion, establishment and emulation of the organizational
goals as specified by MBO, the subordinate will be motivated to contribute his
best to the attainment of the goal. MBO gives the subordinates a sense
belonging can motivate them to act.
Job
Enrichment: Researchers and analysis of motivation points to the importance of
making job challenging and meaningful to the person doing the job. Herzberg et
al popularized Job enrichment as motivational technique in their two-factor
theory of motivation.
Job
enrichment is referred to as the vertical expansion of the job which entails
giving the individual full control and autonomy over the job he his doing.
Basically,
increasing the responsibility of a job in order to increase the satisfaction
associated with the job. A job may be enriched in the following ways:
Giving room
for selection of jobs where better motivation is more likely to improve
performance. The job must be designed to provide opportunities for achievement,
recognition, responsibility, advancement and growth. The technique entails
enriching the job so that these factors are included.
Encouraging
participation of subordinates and interaction between workers.
By giving
workers a feeling of personal responsibility of their task.
By taking
steps to make sure that people can see how their task contributes to a finished
products and the welfare of the enterprise.
Giving
people a feedback on their job performance.
Involving
workers in analysis and change of physical aspect of the work environment such
as layout of the office or plant, temperature lighting, and cleanliness. With
job enrichment, workers interest in their job may be generated and their level
of motivation will be increased.
2.2.4 Job
Enlargement: Job enlargement is another technique of motivation. It is referred
to as the horizontal expansion of the job. Job enlargement simply makes a job
varied by removing dullness associated with performing the job. It means
enlarging the scope of the job by adding task without enhancing responsibility.
The essence of job enlargement is to prevent monotony, which kills, interest
and job interesting to the workers. Job enlargement can help to motivate people
to productivity.
2.2.5
Positive Re-Enforcement: This is another motivational technique used as a means
of motivating workers to productivity. Re-enforcement is used to motivate
workers to performance by encouraging a desired behaviour and discouraging an
undesired baehaviour. Re-enforcement approach to the motivation of workers was
first developed by a Harvard psychologist known as B.F. Skinner. This theory
was first developed in learning, which entails encouraging desired behaviour
and discouraging undesired behaviour. It can be used to encourage the workers
to performance by rewarding a desired behaviour. For example, an engineer is
given the task of designing a new piece of equipment (stimulus) the engineer
exerts a high level of efforts and complete the project in time (response), the
supervisor reviews the work and recommend an increase pay for an excellent work
(positive re-enforcement).Rewording a desired behavior entails monetary reward,
promotion, recognition and praise. With positive re-enforcement, a behaviour
desired by the management can be repeated in subsequent times.
2.2.6 Money:
Money cannot be overlooked as a means of motivating workers to performance
whether in the form of wages, piecework, bonuses, or any other incentive pay
that may be given to employees for performance. The influence of money as a
motivational technique is a function of the need level of the worker. A worker
who is striving to satisfy his psychological needs will value money more than a
worker striving to satisfy a self-actualization need. Management should
understand the desire of workers before using money as a means of motivating
them to performance.
2.2.7
Participation: Participation is another motivational technique which requires
that management of any organization should also consult employees on decision
affecting them and that they should be given the opportunity to air their own
views with regards to such decisions. Researchers have shown that when workers
are allowed to have a say in things that affect them in the work place, they
tend to be satisfied. This increases productivity and discourages absenteeism.
Participation is also a means of recognition. It appeals to the need for
affiliation and acceptance. Above all, it gives people sense of accomplishment.
2.2.8
Welfare Schemes
These are
facilities provided by the organization, which are in addition to workers wages
or salaries.
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