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CHAPTER ONE

INTRODUCTION

1.0 BACKGROUND OF THE STUDY

Motivation as defined by the Word Web is the psychological feature that

arouses an organism to action towards a desired goal; the reason for the

action; that which gives purpose and direction to behaviour.

In the olden days, it was assumed that a good and successful Manager is the

one who stood over his workers and give order on them to obey. But a

Manager who thinks and decides for his men not only what to do but how it

should be done more especially in the working environment might not

succeed. This is effect would enhance how productivity approach might have

worked in past when organisation were in small scale and the relationships

were more personal than they are today. Therefore, to get people to work

effectively and efficiently, in this changed situation, a total different approach

is needed.

That is to say, people have to be organised in order to achieve the set

objectives and to be able to do this, a Manager must understand the motive of

workers and thereby motivate them accordingly. This type of approach is an

aspect of modern management functions of leading which is concerned with

encouraging workers to put in their best towards the attainment of

organisational goals and objectives. According to Donnelly Gibson and

Ivancevich (1984) Motivation is defined as the force within an individual


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that shows or initiates direct behavioural pattern. On the other hand, it can be

seem as a state of being induced by doing certain things (works) which is a

tool often applied to an employee/workers or staff in an organisation in order

to make them perform efficiently towards the achievement of the

organisational goals and objectives.

1.1 STATEMENT OF PROBLEM

It will be out of place to say that the success and failure of any organisation

depends on the effective mobilisation of the effort of the entire workers that

make up the organisation. As such in this regard adequate attention must be

paid towards motivation in todays complex society.

Lack of motivation of workers/staff within an organisation causes numerous

setbacks in an organisation. Failure to motivate workers leads to employees

rendering low services, which can lead an organisation into total bankruptcy.

Another different social science finding by A. K. Ubeku, have revealed that

employers can only give their best when their various needs are satisfied

primarily.

Based on the above, it would be of vital importance to the NACRDB Ltd to

provide factors of motivation that will improve or enhance the living


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condition of its workforce and invariably will provide challenges to the

workers/staff of the organisation.

1.2 PURPOSE OF THE STUDY

1. The aim and objective of this study is to identify the different types of

motivation and their effectiveness on workers/staff in NACRDB Ltd and

other public/private organisations.

2. To know whether motivation to an employee is of necessity in order to

achieve maximum productivity in organisations.

3. To enquire about things related to employee efficiency, satisfaction,

productivity, the motivation they received and general working environment

of the employee work.

4. To examine the different types of motivational tools used for individual

workers of Nigerian Agricultural, Cooperative and Rural Development Bank

Ltd.

5. Also to find out how the Bank meets the demands of the workforce in

respect to individual needs.


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1.3 SIGNIFICANCE OF THE STUDY

There is an old saying you can take a horse to the water but you cannot force

it to drink; it will drink only if it's thirsty - so with people. They will do what

they want to do or otherwise motivated to do. Whether it is to excel on the

workshop floor or in the 'ivory tower' they must be motivated or driven to it,

either by themselves or through external stimulus.

Based on the above statement the researcher has considered the consequence

of motivation by writing the topicMotivation; Catalyst for High Performance

of Nigerian Agricultural, Cooperative and Rural Development Bank

(NACRDB) Limited Workers. This project is out to assist the Bank and other

organisations to find out the various types of motivational factors that they

can use to enhance the performance of their workforce so as to give their best

towards achieve the organisational goals and objectives in the most effective

and efficient manner.

This in no small measure will serve as a challenge to other organisations to

emulate and generally improve the performance of employees.


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1.4 HYPOTHESIS

Ho That positive motivation in terms of monetary rewards i.e. increased

salary, bonus and promotion etc have a direct correlation with employees

performance.

H1 The positive motivation in terms of monetary rewards may not induce

the desired enthusiasm on part of the employee to put in the best.

1.5 SCOPE AND LIMITATION

This project is meant to cover certain problems confronting the NACRDB Ltd

employees. The research intends to cover some of the problems that is

happening and that may likely happen in the near future by which workers

could be motivated for greater productivity. In the course of time the

researchers try as much as to limit these problems or alternatively eliminate

them completely.

Though no work of any type can completely succeed without research

limitation. During the survey general discussions were held with friends, this

discussion worked satisfactory and this gave me ample of opportunity to

discuss the research work widely and learn the grievances of the

workers/staff particularly their general feeling and opinions that the


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organisation needs to address the problem of employees motivation

seriously.

These techniques of approaching the workers as mentioned earlier, quite a

number of problems were being encountered. Only seventy (70%) percent of

the workers/staff responded positively towards the interview administered.

From this fact: I am conscious of the limiting extent of the reliability of life

data from the reason stated earlier.


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CHAPTER TWO

LITERATURE REVIEW

2.0 INTRODUCTION

Motivation is an effective instrument in the hands of the management in

inspiring the workforce. It is the major task of every manager to motivate his

subordinate or to create the will to work among the subordinates. We should

put it in mind that the worker may be immensely capable of doing some

work, nothing or little can be achieved if he or she is not willing to work,

creation of a will to work is motivation in simple but true sense of term.

Rensis Likerthas called motivation as the core management, which is,

motivation is the core of management ability to bend his/her workforce to

higher performance.

Frederick Herbergs motivation theory states that satisfaction of the

employees is associated with the non-monetary, or intrinsic factors like

achievement, recognition, personal growth and the characteristics of the work.

The intrinsic factors motivate the employee. Similarly, the dissatisfying or the

extrinsic factors like company policies, salary, co-worker relations, supervisor

relationship and job security etc.


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In order to motivate workers to work for the organizational goals, the

managers must determine the motives or needs of the workers and provide an

environment in which appropriate incentives are available for their

satisfaction. If the management is successful in doing so, it will also be

successful in increasing the willingness of the workers to work. This will

increase efficiency and effectiveness of the organization.

There will be better utilization of resources and workers abilities and

capacities. This apply to the recent time viewpoint that for an organisation to

achieve the set goals depends largely on the effective mobilisation of all the

geared efforts of the people that make up the entire organisation therefore it is

envisaged that much attention be paid to motivation of which much is to be

achieved. Much emphasis has been placed on the important role that

motivation plays in getting workers to put in their best on their job.

Invariably, workers can now be expected to be highly productive.

Motivation according to Weihrich and W. Geverman (1968) is described as an

inner stated which energies, activates, moves and directs human behaviour

towards certain goals.


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Based on the above definition by various theorist, we now state categorically

that there are certain inner motives which makes workers put in their best to

their jobs in order to maintain high level of productivity and to achieve this

primaries, the management has to apply adequate motivational factors to their

workers to enable them put in their best towards the realisation of the

organisational goals without tears. Above all it apparent that motivating

workers in an organisation is a vital and important aspect of effective

administration.

2.1 MOTIVATION FACTORS

The word motivation has been derived from motive, which means any idea,

need or emotion that prompts a man in to action. Whatever may be the

behaviour of man, there is some stimulus behind it. Stimulus is dependent

upon the motive of the person concerned. Motive can be known by studying

his needs and desires.

There is no universal theory that can explain the factors influencing motives

which control mans behaviour at any particular point of time. In general, the

different motives operate at different times among different people and

influence their behaviors. The process of motivation studies the motives of

individuals, which cause different type of behaviour.


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2.2 TYPES OF MOTIVATION

An incentive is something, which stimulates a person towards some goal. It

activates human needs and creates the desire to work. Thus, an incentive is a

means of motivation. In organizations, increase in incentive leads to better

performance and vice versa.

An author by name John Loilly and Sons in (1987) have categorised motivated

into two types in which one is the job itself and the other is the end through

which the job itself provides means.

The following are two types of motivation:

2.2.1 INTRINSIC: Intrinsic motivation can be defined as an attitude of

success of means people motivated to bring out the best in themselves.

Leaders must try and understand the importance of intrinsic reward in order

that workers are given opportunity to design jobs that are themselves

motivational to the workers.

Intrinsic motivation occurs when people are internally motivated to do

something because it either brings them pleasure, they think it is important, or

they feel that what they are learning is morally significant.


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2.2.2 EXTRINSIC: The extrinsic motivations are externally applied like

incentive, pay and verbal praise given to somebody by a high level

manager/supervisor. This influence is extrinsic motivational mandated from

outside the individual person. In effect, its power and durability depends,

mainly on the constant presence of these external forces but in the absence of

them, this approach leads to better result, for the employee, the organisation

and the society in general.

For example, extrinsic motivation comes into play when a student is

compelled to do something or act a certain way because of factors external to

him or her (like money or good grades).

2.3 IMPORTANT OF MOTIVATION

The main impact of motivating employee in an organisation is to encourage

them for higher productivity.

Motivation involves getting the workforce of the organisation to pull together

all resources effectively, to give their loyalty to the organisation, to carry out

properly the purpose of the organization. The following results may be

expected if the employees are properly motivated.


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1. The workforce will be better satisfied if the management provides them

with opportunities to fulfil their physiological and psychological needs. The

workers will cooperate voluntarily with the management and will contribute

their maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their

skills and knowledge so that they are able to contribute to the progress of the

organization. This will also result in increased productivity.

3. The rates of labours turnover and absenteeism among the workers will

be low.

4. There will be good human relations in the organization as friction

among the workers themselves and between the workers and the

management will decrease.

5. The number of complaints and grievances will come down. Accident

will also be low.

2.4 THEORIES OF MOTIVATION

Understanding what motivated employees is and how they were motivated

was the focus of many researchers and scholars in which we have the likes of


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Behaviour Modification theory; Abraham H. Maslows need hierarchy or

Deficient theory of motivation. J. S. Adams Equity Theory, Vrooms

Expectation Theory, Two factors Theory.

2.5 ABRAHAM H. MASLOW NEED HIERARCHY OR DEFICIENT

THEORY OF MOTIVATION

Behavioural scientists, A. H. Maslow and Frederick Heizberg, whose

published works are the Bible of Motivation, have provided the intellectual

basis for most of motivation thinking. Although Maslow himself did not

apply his theory to industrial situation, it has wide impact for beyond

academic circles. Douglas MacGregor has used Maslows theory to interpret

specific problems in personnel administration and industrial relations.

The root of Maslows theory is that human needs are arranged in hierarchy

composed of five categories. The lowest level needs are physiological and the

highest levels are the self-actualisation needs. Maslow starts with the

formation that man is a wanting animal with a hierarchy of needs of which

some are lower in scale and some are in a higher scale or system of values. As

the lower needs are satisfied, higher needs emerge. Higher needs cannot be

satisfied unless lower needs are fulfilled. A satisfied need is not a motivator.

The hierarchy of needs at work in the individual is today a routine tool of


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personnel trade and when these needs are active, they act as powerful

conditioners of behaviour- as Motivators.

Hierarchy of needs; the main needs of men are five. They are physiological

needs, safety needs, social needs, ego needs and self-actualisation needs, as

shown in order of their importance.

The above five basic needs are regarded as striving needs which make a

person do things. The first model indicates the ranking of different needs. The

second is more helpful in indicating how the satisfaction of the higher needs is

based on the satisfaction of lower needs. It also shows how the number of

person who has experienced the fulfilment of the higher needs gradually

tapers off.

Self-Actualisation

Ego Needs

Social Needs

Safety Needs

Physiological Needs


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Physiological / Body Needs: - The individual move up the ladder responding

first to the physiological needs for nourishment, clothing and shelter. These

physical needs must be equated with pay rate, pay practices and to an extent

with physical condition of the job.

Safety needs: - The next in order of needs is safety needs, the need to be free

from danger, either from other people or from environment. The individual

want to assured, once his bodily needs are satisfied, that they are secure and

will continue to be satisfied for foreseeable feature. The safety needs may take

the form of job security, security against disease, misfortune, old age etc as

also against industrial injury. Safety laws, measure of social security,

protective labour laws and collective agreements, generally meet such needs.

Social needs: - Going up the scale of needs the individual feels the desire to

work in a cohesive group and develop a sense of belonging and identification

with a group. He feels the need to love and be loved and the need to belong

and be identified with a group. In a large organization it is not easy to build

up social relations. However close relationship can be built up with at least

some fellow workers. Every employee wants too feel that he is wanted or

accepted and that he is not an alien facing a hostile group.


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Ego or Esteem Needs: - These needs are reflected in our desire for status and

recognition, respect and prestige in the work group or work place such as is

conferred by the recognition of ones merit by promotion, by participation in

management and by fulfilment of workers urge for self expression. Some of

the needs relate to ones esteem e.g. need for achievement, self confidence,

knowledge, competence etc. On the job, this means praise for a job but more

important it means a feeling by employee that at all times he has the respect of

his supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualisation needs: - This upper level need is one which

when satisfied provide insights to support future research regarding strategic

guidance for organization that are both providing and using

reward/recognition programs makes the employee give up the dependence

on others or on the environment. He becomes growth oriented, self oriented,

directed, detached and creative. This need reflects a state defined in terms of

the extent to which an individual attains his personnel goal. This is the need,

which totally lies within oneself, and there is no demand from any external

situation or person.


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2.6 VROOMS EXPECTATION THEORY

Vrooms theory is based on the belief that employee effort will lead to

performance and performance will lead to rewards (Vroom, 1964). Reward

may be either positive or negative. The more positive the reward the more

likely the employee will be highly motivated. Conversely, the more negative

the reward the less likely the employee will be motivated.

Two Factor Theory

Douglas McGregor introduced the theory with the help of two views; X

assumptions are conservative in style Assumptions are modern in style.

X Theory

y Individuals inherently dislike work.

y People must be coerced or controlled to do work to achieve the

objectives.

y People prefer to be directed

Y Theory

y People view work as being as natural as play and rest

y People will exercise self direction and control towards achieving

objectives they are committed to

People learn to accept and seek responsibility.


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2.7 MCGREGOR THEORY OF X AND Y

In an attempt to know the level of motivation in workers McGregor

propounded the theories were tons aimed at giving management of greater

understanding of the workers. In order to helps them in motivating workers

in the organisation.

McGregor gave the classification of leadership style that he called traditional

theory X and Y and the modern theory Y it is understood that these

leadership styles can motivate and demotivate workers in an organisation in

the sense that the nature of individual workers should be given due

consideration when they are needed to accomplish the set gaol of the

organisation. Therefore, these theories assumed human nature in different

manners.

1) Theory X assumes that people are by nature lazy and to not like work,

dislike responsibility and they are generally not ambitious. They are seen as

passive and resistant to organisation objective and must be compelled with,

commanded and controlled.


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2) Theory Y assumes opposite directions that leadership assumes that an

average human being learns under proper condition and they do not only

accept but also see responsibility. The threats of punishment and coercion are

not the only means of bringing efforts towards productivity that man could

exercise self-direction and self-control to achieve goals in which he is

committed to. So motivation is inherent in all human beings in the universe.

Looking at the theory X and Y, theory X is more dynamic and realistic. With

the modern search findings it shows much more adequate for both the growth

of the individual worker and the organisation as a whole. However, theory

X appears to be demotivate rather than motivate.

According to McGregor he propounded that there is a need to withdraw from

theory because most organisations show more concern for their workers and

their needs to achieve organisational goals and improved productivity.

Accordingly, he should have confidence in the potentials of the workers at

hand and this actually motivate employees to act in the direction of goals and

plans of the organisation.

Theory X and Y are not prescription for managerial strategies but merely

assumptions, therefore, the must be tested against reality. A manager who

uses theory X approach will definitely have negative efforts on productivity


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since workers will be working because they are forced to do so or are afraid of

punishment.

2.8 MOTIVATOR AND HYGIENE THEORY

We will go back to the Frederick Herzberg on his theory on two Factors about

Motivator or a Hygiene Factor? This theory was based how workers salary

affects their input/output, in his research.

Pay is both a motivator and hygiene factor, hence the two factor theory, the

motivator-hygiene factor. Salary based on pay is one but a relevant category

of the hygiene theory, being stated as one of the sources of dissatisfaction

and satisfaction within the affects of job function. However, amongst all

aspects, personally, I believe pay is the primary motivator and influence

within a social category providing social classification. Although many people

may tell you that money isnt everything, I regret to say, that it is; and is the

primary motivational factor of our infamous human resources teams.

"Individuals are not content with the satisfaction of lower-order needs at work, for

example, those associated with minimum salary levels or safe and pleasant

working conditions. Rather, individuals look for the gratification of higher-level

psychological needs having to do with achievement, recognition, responsibility,

advancement, and the nature of the work itself" (Herzberg, 1969).


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2.9 HUMAN RELATION THEORY

Another group research led by Eltal Mayo in its western electric company

(USA) tried to see the effect of light on workers. This was popularly known as

the Authorise experiment of illumination. He discovered that working

conditions are not the only factor that could motivate workers but group

relationship could have a major influence over workers performances.

The researcher therefore suggested that managers should direct their

motivational tools not only to individual workmen, but also to groups

comprising of individuals in the workforce.

Judging from this human relation theory it is obvious that group recognition

is very much an important factor in motivating workers for higher

productivity and not merely money alone.

2.10 EMPLOYEES MOTIVATION

According to A. K. Ubeku (1975) that a manager having the most skilled

workers may not have his organisational objectives, realised of his

subordinate are not adequately motivated and more so that managers and

supervisors must understand productivity in which the following aspects

must be given due consideration.


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1. Training Facilities/Opportunity

2. Salary and Wages

3. Authority and Accountability

4. Job Enrichment

5. Welfare Services

6. Job Security

7. Promotion

8. Recognition

2.10.1 TRAINING

This is the process of developing attitudes, habits and skills towards a change

in behaviour as a result of the training. In view of the above, the organisations

should provide training facilities to enable each worker lean to do his/her job

effectively and efficiently and prepare for further challenges.

2.10.2 SALARY AND WAGES

They are the most important factor especially in the Nigerian context, which

has a large motivating element in it. Therefore, payment of good salary and

wages is very vital to productivity efforts of employees. A large number of

workforce in Nigeria who by the nature of their job cannot be promoted or

have their job improved in any forms may be as a result of old aged.


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To this categories of workers, the only important factor to them is the pay

package, promotion prospects, working conditions cannot be substantially

improved but if the pay can be improved from time to time and provide.

Working relationship, it is obvious that the employees under this category are

likely to perform his duties in a lowest way. In this respects, the use of

money, as a motivating factor must be ruled out.

According to Said Gellerman (1978) summarised up to say that monetary

omnipotence is a myth but not to say that money encourages more efforts

extra creativity and other kind of non routine performance.

2.10.3 AUTHORITY AND RESPONSIBILITY

The main factors in motivating a job holder is to give him increased authority

and hold him accountable for the results and this will pose a challenge to

which the workers will react. The importance of this factor was carried out by

Dr. Paul in England (1961) and it was confirmed by the results of various

studies.

2.10.4 JOB ENRICHMENT

In this situation, division of labour is provided so that workers can be

specialised in that particular job and productivity will definitely increase


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abundantly. However job enrichment should be distinguished from job

enlargement. Job is enlarged when the tasks being performed in the job are

increased but a job is enriched when many people do tasks.

2.10.5 WELFARE SERVICES

This is to provide employees with health, safety and welfare standard such as

transport facilities, recreational and social facilities, medical services, and rates

of pay, promotion and joint consultation.

2.10.6 JOB SECURITY

Many workers preferred the security of job that the civil service provides

while they hated the idea of the boss alone having the power to terminate

their services without formalities. The fear of living ones job is more

experienced at the lower level where many workers are without any

marketable knowledge and skills. The fear of insecurity hinders their efforts

and so allays these focus, procedures, must be established for promotion,

discipline, grievance and termination, so that the workers may see that in

every case justification must prevail.

2.10.7 PROMOTION

Every worker wants to see a change for the better in his or her job and in place

of work as an assistant manager would like to become a manager and


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promotion brings along with it not just more money by a rank recognition of

the individual performance. Thereafter to justify this recognition workers

being promoted put in more efforts in his work as promotion put more life in

the individual and activate his knowledge, skills and he strives harder to be

effective in his new job.


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CHAPTER THREE

RESEARCH METHODOLOGY

3.0 INTRODUCTION

Research is a systematic method of finding solutions to problems. It is

essentially an investigation, a recording and an analysis of evidence for the

purpose of gaining knowledge. According to Clifford Woody, research

comprises of defining and redefining problem, formulating hypothesis or

suggested solutions, collecting, organizing and evaluating data, reaching

conclusions, testing conclusions to determine whether they fit the formulated

hypothesis

The collection of data in any research to be undertaken could be justifiable

regarded as a foundation upon which the necessary facts and information

could be obtained. This is very crucial to the success and meaningful

achievement of any survey. However, research is simply the process of

arriving through the planned and systematic collection of data. In other word

research is a systematic process of discovering acquiring, and using

knowledge.


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3.1 RESEARCH METHOD

History is an integrated narration/description of past events of facts written

in spirit of critical inquiry for the whole truth. Historical research may be

considered as embracing the whole field of human past as broad as life itself.

The purpose of doing historical research is to gain a clearer perspective of the

present. Historical research provides us with the hypothesis for the solution

of current problems and also a greater appreciation of the culture and role

which new knowledge can play in the progress of society.

Historical researches are of two categories, the Documents, which are usually

written, and the Relics, which are generally archaeological or geological.

3.2 DESCRIPTIVE RESEARCH METHOD

This simplify the nature of a given phenomenon, it give a scenario of a

situation or a population in an explanatory way. An accurate descriptive are

imperative for making a wide range of policy decision, and for study to be

accurate it must have be conducted scientifically that is to say it have followed

the terms of descriptive research which is basic for all types of research in

accessing the situation as prerequisite to interferences and generalisation.


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3.3 SURVEY RESEARCH METHOD

The term survey research means the collection of analysis of response of large

samples of people to polls and questionnaires designed to elicit their opinions,

attitudes and sentiments about a specific topic.

This method of research is oriented towards the determination of the status of

a given happening rather than towards the isolation of consultative factors.

The nature of the research topic in question that is; Motivation: Catalyst for

High Performance of Nigerian Agricultural, Cooperative and Rural

Development Bank (NACRDB) Limited Workers it has become imperative to

adopt the descriptive and survey methods of research. Research methods are

particularly versatile and practical in that they identify and assess present

condition and point of needs. Survey does more than merely uncover data

they interpret synthesize and point to implication and inter relationships.

3.4 INSTRUMENTS USED FOR DATA COLLECTION

There is always the need for a fairly accurate data to be collected for any

reliable information to be produced. This has encouraged the researcher to

adopted different methods of data collection as one method alone is not

considered sufficient to produce the data needed for this research. The

following instruments where adapted.


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Questionnaire: they are generally used for data collection as it provides

exceptional facts as a result of non-disclosure of identity of the respondents.

A defeated questionnaire was carefully prepared and specially numbered. The

questions were arranged in proper order, in accordance with the relevance.

Personal Interview: This method involves personal interaction between

two or more people where already prepared questions were being asked by

researchers and answers provided by respondents. It is very relevant to the

study because if provides a means of meeting people and having other

considerations. It allows for a very wide range of questions and answers were

provided immediately. Where there are doubts they can be cleared and cross-

examination of information can be done.

It is also flexible since the interviewer can change his/her language and be

tactical when asking the questions depending of the individual being

interviewed. One of the disadvantages is the cost, which accumulates

depending on how many return trips the respondent has to make. Another

disadvantage is withheld information when the new sectional heads are

interviewed there is distrust in the interviewer.

The researcher would use percentage method, and tabulation and graphics to

present, analyse and interpret, the data collected. It also helps to resent the


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original data in an orderly manner. Similarly the techniques use will makes it

possible for the researcher to summaries the information and since the data is

in a more explanatory form, it becomes more readily comprehensible.

3.5 JUSTIFICATION FOR METHOD USE

Apart from the above-mentioned primary data collected for the research

work, the researcher also collected secondary data for this purpose of the

study. The method used is highly justified because of its often involvement in

the exploratory, and description of the extent of association between two or

more variables. The researcher is quite acquitted with the substantial amount

at the research problem. Also, the researcher was able to clearly define what

he wants to measure hence, setting up an appropriate and specific means of

measurement.

The method used by the researcher is to take case of any ambiguous answers

that might be given by some respondents and the omission of some vital

questions either deliberately or ignorantly to get a reasonable response to help

explain some difficult questions and to save time consuming, and justify the

method used.


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3.6 CONCLUSION

The different method adopted in collecting data might prove successful since

much of the needed data was collected.

However, there were some problems encountered in trying to make such

collections. Such as cooperation from staff which was a little difficult in the

beginning due to work and other pressure. Difficulties in reaching the

respondents due to the researcher nature of work, and the respondents within

the time frame.


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CHAPTER FOUR

ANALYSES AND INTERPRETATION OF DATA

4.0 INTRODUCTION

chapter four is concerned with information received from questions which

was administered to the staff of the Nigerian Agricultural, Cooperative and

Rural Development Bank Limited, concerning the organisation and welfare of

the staff. To this effect, data collected from the respondent and the interviews

conducted has been analysed and interpreted in order to support the objective

of this research.

The following questions, which were administered to, the 50 members of the

staff randomly by the researcher analysed below.

4.1 DATA ANALYSES AND INTERPRETATION

4.1.1 Response about the support from the HR department

S/NO

PARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Highly satisfied 18 36

2 Satisfied 29 58

3 Neutral 3 6

4 Dissatisfied 0 0


50 100


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INTERPRETATION

The table shows that 58% of the respondents are satisfied with the support

they are getting from the HR department.

4.1.2 Management is interested in motivating the employees

S/NO

PARTICULAR

NUMBER OF


1 Strongly Agree 27 54

2 Agree 20 40

3 Neutral 3 6

4 Disagree 0 0

5 Strongly Disagree 0 0

50 100

36

58

6

0 00

10

20

30

40

50

60

70

Highly Satisfied Satisfied Netural Dissatisfied highlyDissatisfied


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Management is interested in motivating the

employees

54

40

30 0

0

10

20

30

4050

60

StrongAgre

Agre

Netur

Disagre

StrongDisagre

INTERPRETATION

The table shows that 54% of the respondents are strongly agreeing that the

management is interested in motivating the employees.

4.1.3 The type of incentives motivates you more

S/NO

PARTICULAR

NUMBER OF


1 Financial Incentives 15 30

2 on financial Incentives 9 18

3 Both 26 52

Total 50 100


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INTERPRETATION

The table shows that 52% of the respondents are expressing that both financial

and non-financial incentives will equally motivate them.

4.1.4 Satisfaction with the present incentives scheme

S/NO

PARTICULAR

NUMBER OF



2 Satisfied 29 58

3 Neutral 3 6

4 Dissatisfied 0 0


Total 50 100

The type of incentives motivates you more

30%

18%

52%

Financial Incentives

Non Financial Incentives

Both


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INTERPRETATION

The table shows that 58% of the respondents are satisfied with the present

incentive scheme of the organization.

4.1.5 The company is eagerness in recognizing and acknowledging

employees work

S/NO

PARTICULAR

NUMBER OF



2 Agree 29 58

3 Neutral 3 6

4 Disagree 0 0


Total 50 100

Satisfaction with the present incentives provided by

the organization

36%

58%

6%0% 0%

0%

10%

20%

30%

40%

50%

60%

70%

Highly

Satisfied

Satisfied Netural Dissatisfied highly

Dissatisfied


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INTERPRETATION

From the study, 58% of employees agreed that the company is eager in

recognizing and acknowledging their work, 36% strongly agreed and only 6%

showed neutral response.

4.1.6 Periodical increase in salary

S/NO

PARTICULAR

NUMBER OF



2 Agree 23 46

3 Neutral 3 64 Disagree 9 18

5 trongly Disagree 3 6

Total 50 100

Eagerness of the company in acknowledging the

work of employees

36%

58%

6%0% 0%

0%

10%

20%

30%

40%

50%

60%

70%

Strongly

Agree

Agree Netural Disagree Strongly

Disagree


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Periodical increase in salary

24

46

6%

18

6%

0%5%

10

15

20

25

30

35

40

45

50

StrongAgre

Agre

Netur

Disagre

StrongDisagre

INTERPRETATION

The table shows 46% of employees agree that there is a periodical increase in

the salary.

4.1.7 Job Security existing in the company.

S/NO

PARTICULAR

NUMBER OF



2 Agree 18 36

3 Neutral 11 22

4 Disagree 3 6


Total 50 100


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INTERPRETATION

The table shows 35% of employees agree with good job security exist in the

company.

4.1.8 Good relations with the co-workers.

/NO

PARTICULAR

NUMBER OF

ESPONDENTS PERCENTAGE


2 Agree 27 54

3 Neutral 8 16

4 Disagree 0 0


Total 50 100

Job security exist in the company

30%

36%

22%

6% 6%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Strongly Agree Agree Netural Disagree Strongly Disagree


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INTERPRETATION

The table shows 54% of the respondents agree that they have good relations

with co-worker.

4.1.9 Effective performance appraisal system.

S/NO

PARTICULAR

NUMBER OF



2 Agree 23 46

3 Neutral 8 16

4 Disagree 6 12

5 Strongly Disagree 3 6Total 50 100

Good relations with co-workers

30%

54%

16%

0% 0%0%

10%

20%

30%

40%

50%

60%



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INTERPRETATION

The table shows 46% of the respondents agree to effective performance

appraisal system existing in the company.

4.1.10 Effective promotional opportunities in present job,

S/NO

PARTICULAR

NUMBER OF



2 Agree 26 52

3 Neutral 9 18

4 Disagree 3 6


Total 50 100

Effective performance appraisal system.

20%

46%

16%12%

6%

0%

5%

10%

15%

20%

25%

30%35%

40%

45%

50%



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INTERPRETATION

The table shows 52% of the respondents agree with effective promotional

opportunities in their present job.

4.1.11 Good safety measures existing in the organization.

S/NO

PARTICULAR

NUMBER OF



2 Agree 23 46

3 Neutral 3 6

4 Disagree 6 12


Total 50 100

18%

52%

18%

6% 6%

0%

10%

20%

30%

40%

50%

60%

Strongly

Agree


Disagree

Effective promotional opportunities in present job


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INTERPRETATION

The table shows 46% of the respondents agree that there is a good safety

measure existing in the company.

4.1.12 Performance appraisal activities are helpful to get motivated.

S/NO

PARTICULAR

NUMBER OF



2 Agree 23 46

3 Neutral 6 12

4 Disagree 3 3


Total 50 100

30%

46%

6%

12%

6%

0%

5%

10%

15%

20%

25%

30%35%

40%

45%

50%

Strongly

Agree


Disagree

Good safety measures existing in the organization.


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INTERPRETATION

The table shows 46% of the respondents agree that the performance appraisal

activities are helpful to get motivated.

4.1.13 Support from the co-worker is helpful to get motivated

S/NO

PARTICULAR

NUMBER OF



2 Agree 29 46

3 Neutral 0 0

4 Disagree 6 12


Performance appraisal activities are helpful to get motivated

18%

46%

12%

6%

18%

0%

5%

10%

15%

20%

25%

30%35%

40%

45%

50%



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INTERPRETATION

The table shows 58% of the respondents agree that the support from the co-

worker is helpful to get motivated.

4.1.14 Career development opportunities are helpful to get motivated

S/NO

PARTICULAR

NUMBER OF

ESPONDENTS PERCENTAGE


2 Agree 26 52

3 Neutral 2 4

4 Disagree 4 8


Support from the co-worker is helpful to get motivated

24%

58%

0%

12%

6%

0%

10%

20%

30%

40%

50%

60%

70%



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INTERPRETATION

The table shows 52% of the respondents agree that the career development

opportunities are helpful to get motivated.

4.1.15 Factors, which motivates you the most.

S/NO

PARTICULAR

NUMBER OF

ESPONDENTS ERCENTAGE

1 Salary increase 21 42

2 Promotion 15 30

3 Leave 3 64 Motivational talk 5 10

5 Recognition 6 12

Total 50 100

20%

52%

4%8%

16%

0%

10%

20%

30%

40%

50%

60%

Strongly

Agree

Agree Neutral Disagree Strongly

Disagree


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INTERPRETATION

The table shows that the 42% of the respondent is responding that increase in

salary will motivate them the most.

4.1.16 Incentives and other benefits will influence your performance

S/NO

PARTICULAR

NUMBER OF


1 Influence 32 64

2 Does not influence 12 24

3 No opinion 6 12

Total 50 100

42%

30%

6%

10%

12% Salary increase

Promotion

Leave

Motivational talk

Recognition


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INTERPRETATION

The table shows 64% of the respondents responded that incentives and other

benefits would influence their performance

4.2 INFERENTIAL STATISTICS

Ho: There is no significant relationship between incentives and employees

performance.

H1: There is significant relationship between incentives and employees

performance.

Ho: There is no significant relationship between career development

opportunities and the extent of employee motivation

64%

24%

12%

Influence

Does not influence

No opinion


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Ho: There is no significant relationship between performance appraisal

system and the extent of motivation.

H1: There is significant relationship between performance appraisal system

and the extent of motivation.

Ho: There is no significant relationship between interpersonal relationship in

the organization and extent of motivation.

H1: There is significant relationship between interpersonal relationship in the

organization and extent of motivation.


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CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.0 SUMMARY

This research work is aimed at providing employees and management

members with the information that can be beneficial to personally and

professionally. Every organisation has multiple objectives including of

adequate profit for payment of a reasonable rate of return to the owners and

for investment in business through satisfaction of customers, maintenance of a

contended workforce and creation of a public image. The basic job of

management of any organisation is the effective utilization of available human

resources, technological, financial and physical resources for the achievement

of the business objectives.

This project entitled as Motivation: Catalyst for High Performance of

NACRDB Ltd Workers was done to find out the factors which will motivate

the employees. The study undertakes various efforts to analyse all of them to

some great details. From the study, the researcher was able to find some of

the important factors, which motivate the employees. Factors like financial

incentives and non financial inventive, performance appraisal system, good

relationship with co-workers, promotional opportunities in the present job,


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employee participation in decision making are very much effect the level

employee motivation as details out in Chapter four Data presentation and

analysis. It is also clear from the study that the company is so eager in

motivating their employees and their present effort for it so far effective.

The human resources can play an important role in the realization of the

objectives. Employees work in the organization for the satisfaction of their

needs. If the human resources are not properly motivated, the management

will not be able to accomplish the desired results. Therefore, human resources

should be managed with utmost care to inspire, encourage and impel them to

contribute their maximum for the achievement of the business objectives.

5.1 CONCLUSION

The study concludes that, the motivational program procedure in Nigerian

Agricultural, Cooperative and Rural Development Bank (NACRDB) Limited

is found effective but not highly effective. The study on employee motivation

highlighted so many factors, which will help to motivate the employees. The

study was conducted among 50 employees and collected information through

structured questionnaire. The study helped to findings, which were related,

with employee motivational programs, which are provided in the

organization.


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The performance appraisal activities really play a major role in motivating the

employees of the organization. It is a major factor that makes an employee

feels good in his work and results in his satisfaction too. The organization can

still concentrate on specific areas, which are evolved from this study in order

to make the motivational programs more effective. Only if the employees are

properly motivated- they work well and only if they work well the

organization is going to benefit out it. Steps should be taken to improve the

motivational programs procedure in the future. The suggestions of this report

may help in this direction.

5.3 RECOMMENDATION

The financial institution, Nigerian Agricultural, Cooperative and Rural

Development Bank (NACRDB) Limited one of the Federal Government of

Nigeria (FGN) Bank in aiming to reach the Nigerian citizens is trying its best

toward motivating its staff in achieving the FGN goal.

Based on this research work if the management of the organisation can

implement the following recommendations it will go a long way in propelling

the performance of its workforce to a greater heights.

The following are the recommendations for the findings from the study are

follows.


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y Most of the employees agree that the performance appraisal

activities are helpful to get motivated, so the organisation should try to

improve performance appraisal system, so that they can improve their

performance.

y Non-financial incentive plans should also be implemented; it

can improve the productivity level of the employees.

y Organization should give importance to communication

between employees and gain co-ordination through it. Skills of the employees

should be appreciated.

y Better carrier development opportunities should be given to

the employees for their improvement.

y If the centralized system of management is changed to a

decentralized one, then there would be active and committed participation of

staff for the success of the organization.


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5. Gibson and Ivancelich, (1984),Fundamental of Human

Motivation.

6. John W. and Son Inc. (1978), The New Science of Managing

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10. Maslow, A. H. and Frederick Heizberg, The Bible of Motivation

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