CHAPTER
TWO
LITERATURE
REVIEW AND THEORETICAL FRAMEWORK
2.1
Introduction
The role of motivation
in every society or organization is to promote the performance of individual or
workers in a work setting. Motivation is one of the elements of directing - to
cause subordinates to act on the orders.
Directive is achieved through motivation. That is why motivation is
complex and had attracted a lot of studies and more so, it is a vital approach
to increasing productivity and performance (Adamu , 2007). In this chapter,
related literature as this research study is concerned will be reviewed in the
following sub-headings; Conceptual Framework,
Empirical Review, Theoretical Framework, Summary of Review.
2.2
Conceptual Framework
Many studies of
motivation range from, Fedrick Taylor’s
to Vroom’s expectancy, Douglas Mcgregor, Elton Mayo, Mc Cleland, Hertzberg,
Abraham Maslow and many others. To better understand the concept of
motivation, it’s imperative for us to trace its origin. The word “MOTIVATION” originated from latin word
“MOVES” which means move in its literal meaning. Motivation is the process of
arousing or attracting movement of individuals towards the realization of some
set goals or targets (Andy, 2006).
Thus, it is this
movement that helps the individual to move towards personal goals or target of
interest.
Theories of motivation
generally imply using one or two basic approaches for increasing employees’
performance; the first being the “extrinsic motivation of employee by means of
an incentive programme. There are different types of extrinsic rewards;
promotion, worker orientation, supervision etc., but the most common incentive
is pay (Money) which can take many form such as salary and wages, bonuses,
social welfare allowance, like housing, transport, medical, insurance, tax
relief etc (Abdul, 2004).
It may be claimed that, people work for money,
but this simple link between work and money is deceptive. The role which money,
a reward for work plays as a motivator of human behavior and performance, has
been the subject of considerable research, and debate. But over time have
changed as its relative importance.
Dawotola, (2008), said
it is noticeable that financial incentive, are not necessarily the primary
means of drawing the best out of the workers that individual workers are
motivated by different things apart from money.
For many, opportunity such
as inducements as high position for achievement, opportunity to use ability and
other fringe benefit take precedence over high wages- as long as wages are
adequate to provide a decent standard of living for the worker and his family. Thus
the intrinsic aspects of a job alongside the operational conditions do affect
job performance, and not necessarily the pay (Dawotola, 2008).
Emenike, (2010) said, without money, people cannot buy the
goods and service necessary for survival; they cannot advance in status in the
eyes of their fellow men, nor can they make material improvement in their
standard of living. Furthermore, money has consistently remained a sensitive
and crucial element in employees’ rewards, and issues affecting pay and the
likes are all capable of evoking very powerful emotions.
One may notice that the
numbers of industrial disputes are largely expressed in term of pay. Fatayi,
(2011) also noted that the discussion of money and motivation should not lead
us to the conclusion that money is unimportant in the total process of
motivating employee; it is important. However, according to two factor theory
of motivation, money is a hygienic factor, not a motivator”.
It can help sustain but not necessarily
increase performance or productivity. Positive attitudes towards work arise
from the job itself and function as motivators. These incidents are associated
with feeling of self-improvement, achievement, and the desire for and
acceptance of greater responsibility. The feelings generated are of a
relatively long duration and result in increased performance.
Notwithstanding, in a
developing country like Nigeria, Dawotola, (2008) said, pay in this environment,
cannot be under-estimated in evoking strong emotional reaction. This is due to the cultural pressure, economic
demands, socio-political instability caused by the general state of high level
of unemployment, diseases and poverty that has become a burden on the average
Nigeria worker. Pay, indeed, do and can be effective
motivation to performance. This of
course, does not necessary means job satisfaction; the employee works to
fulfils his or basic and fundamentals needs for survival in an environment so
volatile and so demanding.
2.2.1
The Motivational Process
It is relatively
important to stress that the way and manner employees are motivated vary from
organization to organization. It ranges from the incentives management provides
to employees and the inter-personal relationship between management and
employees, and between employees and their immediate superior officers (Humphrey,
2004).
The incentives given by
different management to motivate their workers ranges from, bonus, free
accident allowance, weekend allowance, transport allowance, housing allowance,
overtime pay, entertainment allowance, advances, Loans etc.. The above are not only the incentives
provided to motivate employees - there are many others and does not mean that
all organizations provide all these incentives to their employees because each
organization has its own form of incentives.
Incentives provided are
not the only things that can motivate employees in task accomplishment in an
organization but again the relationship between superior officers and
subordinates or employees and the management matters a lot.
2.2.2
The Importance of Motivation
The research of Elton
Mayo has been regarded as crucial to the success or failure of organization. A
manager/administrator needs to attract people into the organization, maintain
them and stimulate them to achieve the organizational goals. Once employee
morale is high, it means he/she has been motivated. According to Gallan, G
(2003), the importance of motivation in an organization cannot be under
estimated. Motivation attracts and sustains people in an organization. People
must be attracted (motivated) to join an organization and stay within.
It is a vital
ingredient for an organization to attain a high level of efficiency and
performance which is one of the major goals in any organization.
2.2.3
Factors that Enhance Performance
Gollymore, (2006), vehemently believed that materials
motivation like money and fringe benefits cannot on the entirety induce
employee to achieve a desire performance level. What need to be done by the
management is to identify the employees’ needs, work towards satisfying those
needs and at the same time creating conducive atmosphere for employees to
perform effectively and efficiently.
The
factors that enhance employees’ performance are as follows:-
1. The
challenging nature of the job.
2. Adequate
interaction with co-workers.
3. Recognition
of one’s performance in the organization.
4. Desires
for achievement at work
5. Possibilities
of personal growth and development.
6. The
free flow of communication between superior and subordinate employees
7. Employees
participation in managerial decision.
8. Re-designing
jobs to allow employees for greater challenges and broader range of
participation in the organizational activities.
9. Conducive
atmosphere for work
10.
Better welfare packages for the
employees.
2.3 Empirical Studies
Organizations tend to
focus efforts of individual workers on meeting specifically planned goals.
Planning in a sound manner is therefore considered a crucial exercise that
offers to provide a clear roadmap for realizing organizational accomplishments,
(Kanayo, 2012).
Focusing on factors
influencing institutions Gollymore
(2006) observed that institutions that rarely pay serious attention on
motivation of their workforce definitely fail the productivity test. Such
schools hardly retain their teaching force should lucrative opportunities get
sported.
Studying the level of
productivity of employees in private sector firms in third world counties, John,
(2011), noted that many private owned institutions and business venture were
doing relatively well, contributing approximately more than 60% of the G.D.P.
It was observed that these organizations were able to offer a conductive
atmosphere for workers to perform their best.
From the survey based
on factors influencing productivity of workers in the education sector in
Brazil, Douglas (2004) discovered that productivity corresponds to the
cumulative performance of individual employees.
In the same document,
it is argued that since every teacher attaches a lot of substantial and
sustainable livelihood from organizations, their efforts to perform assigned
tasks are always in tandem with obtained benefits. According to Dorothy (2004),
management of organizations should not expect a lot from employees by giving
little in return. In the work, it is suggested that an internal system should
be established in institutions that measures employee productivity and
indicates equivalent monetary rewards.
Employee productivity
entails several aspects such as increased efforts to achieve high output,
innovation to discover new superior ways of doing things, enhanced attitudes to
treat customers with respect and the overall profit obtained by an
organization, (Mayuwa, 2011). It is acknowledged that organizations that
emphasizes on motivating workers are ones whose paths to profitability are
predictable to the satisfaction of all key stakeholders. Resources which an
organization invests in its operations equally determine the extent to which it
attains its objectives.
Generally, an
organization that is keen on enhancing employee performance must begin this
journey by enhancing the working environment before subsequently considering
other factors of work execution. Most employees of organizations derive a
feeling of recognition and self- worth when working in an environment they will
not shy to show off to other people even low (Nanny, 2012).
Employee performance
acts as the pressure point that powers the system of an organization such that
if the performance is low, the organizational systems also tend to their lows
and vice versa. It is advisable to invest in human capital since a pool of
competencies is a superior strategy for increasing organizational, (Odari, 2010).
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