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MOTIVATION IN PUBLIC AND PRIVATE ORGANIZATIONS: A COMPARATIVE STUDY OF NTA & AIT, ENUGU
BY EZEUGWU LINUS OBIORA.
PG/MBA/08/53074.
A PROJECT SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTER IN BUSINESS
ADMINISTRATION (MBA) IN MANAGEMENT.
PRESENTED TO DEPARTMENT OF MANAGEMENT FACULTY OF BUSINESS ADMINISTRATION UNIVERSITY OF NIGERIA, ENUGU CAMPUS.
C.O. CHUKWU.
MARCH, 2010.
CERTIFICATION I, Ezeugwu Linus Obiora, registration number PG/MBA/08/53074, hereby certify that this project was carried out by me in fulfillment of the requirements for the award of Master of Business Administration in the Department of Management, Faculty of Business Administration, University of Nigeria, Enugu Campus. I also state that the research work is original and has not been submitted in partial or in full for any degree or diploma of this or any other university. --------------------------- --------------------------------- EZEUGWU LINUS.O Date PG/MBA/08/53074
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APPROVAL PAGE
This is to certify that this research project has been approved by:
---------------------------- --------------------------------
C.O CHUKWU Date (Project Supervisor)
---------------------------- -------------------------------- C.O CHUKWU Date (Head of Department)
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DEDICATION
This work is dedicated to my parents, Mr. /Mrs. Felix Ezeugwu, whom God has kept alive and supportive in prayers for my development. May the Almighty God, who gives long life, continue to protect and guide them. Amen.
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ACKNOWLEDGEMENTS First of all, my unalloyed gratitude goes to God for his abundant grace in my life. My
special thanks to my supervisor and H.O.D, Mr. C.O Chukwu for his guidance and
patience with me until the completion of this work. My appreciation also goes to Professor
Uche Modum, Dean of the Faculty of Business Administration, University of Nigeria,
Enugu Campus and associate Dean Dr.U.J.F Ewurum
I also thank my lecturers, Prof. J.A. Eze, Dr. E.K. Agbaeze, Dr. Onwumere, Mr. C Nnadi,
Mr. B.I. Chukwu, Mr. U. Ugbam, and Mrs. Okpala. I also appreciate the assistance and
understanding of Mrs. Helen Chime and other non-academic staffs in the department of
management, who were all good to me in my academic pursuit. God bless you all.
I sincerely acknowledge the understanding and support of my wife, Angela,
my daughter, Adaeze and my parents Mr. and Mrs. Felix Ezeugwu. I also appreciate my
siblings, Paulina, Samuel, Augustine, Victoria, Stella, Rose, Fidelia, Clifford, Ngozi
and Ifeoma, all of Ezeugwu family. May God’s banner be over us.
I cannot forget some of my course mates and friends whose encouragements kept me going
in the school. Among them are Festus Nwabueze, Ifeoma Nebeokike, Obijuru Emmanuel,
Anthony Ohuawunwa, Precious Nnaji, Obeta Aloysius Okoye Romanus and many others.
Thank you all.
EZEUGWU LINUS OBIORA.
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ABSTRACT
The research is on “Motivation in Public & Private sector organizations: A comparative study”. The main objective of the study is to compare motivation in public and private sector organizations. The researcher analyzed the data collected based on the responses from the questionnaire distributed. The chi-square test was used to test the hypotheses. The major findings of the study were as follows: Both public and private sector employees in Nigeria are not adequately motivated. There are some differences between the factors that motivate public sector employees and those that motivate the Private sector employees. Efficient and capable civil servants are not exiting the public sector organizations to the private sector organizations. The conclusion drawn from the study is that Lack of highly motivated workforce has been a major problem facing the public and private sector employees in Nigeria. Private sector employees are envious of their public sector counterparts on issues including job security, responsibility and individual growth, especially as it relates to opportunity for study leave. Salary/incentives ranks highest on the motivating factors for private sector employees at 40%, followed by achievement at 35% while responsibility and individual growth ranked only 15%. However Job security, which ranked second highest for the public sector employees at 28.6%, was not even considered at all by the private sector employees. For the public sector employees, recognition and service ranks top at 31% followed by job security at 28.6%. Salary and incentives also ranks high in the factors that motivate the public sector employees. The only difference is that it is ranked 3rd by the public sector employees as against 1st priority by the private sector employees. Interestingly, majority of both the private and public sector employees interviewed seem not to be interested in cross sector employment. It is only when considering pay and financial packages do public sector employees feel themselves to be worse off than if working in the private sector. Even then, some private sector employees still think the public sector has it better when it comes to remuneration. Statistical analysis provides strong evidence of a blurring between the two sectors on several key issues. Overall, public sector employment is seen as more attractive, especially at this new era of implementation of federal government monetization policy across the civil service. There is also the issue of uniform salary scales. Based on the findings from this study, the following recommendations were proffered: Both public and private sector organizations in Nigeria should adopt suitable and effective motivational strategies to increase productivity and also to avoid brain drain. Employers of labor should evolve effective and efficient human resources development strategies that would carefully study the motivational needs of their employees and apply same to be able to compete favorably in the international labor market, improve the national economy as well as the living standards of the people.
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TABLE OF CONTENTS PAGES Title page ------------------------------------------------------------------------------ i Certification --------------------------------------------------------------------------- ii Approval ------------------------------------------------------------------------------- iii Dedication ----------------------------------------------------------------------------- iv Acknowledgments -------------------------------------------------------------------- v Abstract -------------------------------------------------------------------------------- vi Table of Contents --------------------------------------------------------------------- vii List of Tables -------------------------------------------------------------------------- x
CHAPTER ONE
1.0 INTRODUCTION -------------- ---------------------------------------------- 1 1.1 Background of the Study ----------------------------------------------------- 1 1.2 Statement of the Problem ----------------------------------------------------- 4 1.3 Objectives of The Study --- ----------------------------------------------------4 1.4 Research Questions -------------------------------------------------------------5 1.5 Research Hypotheses ---------------------------------------------------------- 5 1.6 Significance of the Study ----------------------------------------------------- 6 1.7 Scope of the Study ------------------------------------------------------------ 6
1.8 Limitations of the Study ------------------------------------------------------ 7 1.9 Historical Background of the Organizations ------------------------------ 8
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CHAPTER TWO: REVIEW OF RELATED LITERATURE
2.0 Introduction ------------------------------------------------------------------------- 14 2.1 The Role of Motivation ------------------------------------------------------------ 14 2.2 Motivation Concepts --------------------------------------------------------------- 17 2.3 Motivation Theories -----------------------------------------------------------------19 2.4 Motivation Strategies-----------------------------------------------------------------31 2.5 Basic Principles about Employee Motivation-------------------------------------37 2.6 Factors that Motivate Public Sector Employees ----------------------------------39 2.7 Factors that Motivate Private Sector Employees ---------------------------------40
2.8 Comparison of Motivation in the Private and Public Sector Organizations - 41
2.9 Problems Associated with lack of Motivation-------------------------------------43
REFERENCES ------------------------------------------------------------------------44
CHAPTER THREE: RESEARCH METHODOLOGY
3.0 Introduction-----------------------------------------------------------------------------47
3.1 Sources of Data ------------------------------------------------------------------------47 3.2 Population ------------------------------------------------------------------------------48 3.3 Sample size Determination ----------------------------------------------------------48 3.4 Instrument Used for Data Collection -----------------------------------------------49 3.5 Data Analysis Techniques -----------------------------------------------------------50 3.6 Validity of Data -----------------------------------------------------------------------51 3.7 Reliability of Data --------------------------------------------------------------------51
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.0 Introduction --------------------------------------------------------------------------52 4.1 Hypotheses Testing -----------------------------------------------------------------69
CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1 Major Findings ----------------------------------------------------------------------77 5.2 Conclusion ---------------------------------------------------------------------------77 5.3 Recommendations ------------------------------------------------------------------79 Bibliography -------------------------------------------------------------------------80 Appendix -----------------------------------------------------------------------------83
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LIST OF TABLES
TABLES (ii – xiii) COMPRISE QUESTIONNAIRE 1 DIRECTED TO NTA ENUGU
STAFF. Table i: Analysis of questionnaire distributed and returned. Table ii: Questionnaire 1 question 7: Employee motivation is directed towards
attainment of organizational goals. Table iii: Questionnaire 1 question 8: Public and private sector employees in Nigeria are
adequately motivated.
Table iv: Questionnaire 1 question 9: The level of employee motivation in your
Organization.
Table v: Questionnaire 1 question 10: You are personally motivated in your job.
Table vi: Questionnaire 1 question 11: You prefer to work in a private organization.
Table vii: Questionnaire 1 question 12: Factors that can motivate you to remain in the
public sector organization. Table viii: Questionnaire 1 question 13: There are some differences between the factors
that motivate public sector employees and those that motivate the Private sector employees.
Table ix: Questionnaire 1 question 14: The level of labor mobility in your Organization.
Table x: Questionnaire 1 question 15: Lack of good motivational policy could lead
to loss of capable and experienced employees in an organization.
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Table xi: Questionnaire 1 question 16: Lack of motivated workforce is one of the major
problems facing the public and private sector employees in Nigeria.
Table xii: Questionnaire 1 question 17: Your organization has lost experienced staff
to a private sector organization as a result of lack of motivation.
Table xiii: Questionnaire 1 question 18: Efficient and capable civil servants are exiting
the public sector organizations to private sector organizations.
TABLE (xiv– xxiii) COMPRISE QUESTIONNAIRE 2 DIRECTED TO AIT ENUGU
STAFF. Table xiv: Questionnaire 2 question 7: Employee motivation is directed towards
attainment of organizational goals. Table xv: Questionnaire 2 question 8: Public and private sector employees in Nigeria are
adequately motivated.
Table xvi: Questionnaire 2 question 9: The level of employee motivation in your
Organization.
Table xvii: Table ix: Questionnaire 2 question 10: You are personally motivated in
your job.
Table xviii: Questionnaire 2 question 11: You prefer to work in a private Organization.
Table xix: Questionnaire 2 question 12: Factors that can motivate you to remain in your
Organization.
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Table xix: Questionnaire 2 question 13: There are some differences between the factors
that motivate public sector employees and those that motivate the Private sector employees.
Table xx: Questionnaire 2 question 14: The level of labor mobility in your organization.
Table xxi: Questionnaire 2 question 15: Lack of good motivational policy could lead
to loss of capable and experienced employees in an organization.
Table xxii: Questionnaire 2 question 16: Lack of motivated workforce is one of the major
problems facing the public and private sector employees in Nigeria.
Table xxiii: Questionnaire 2 question 17: Your organization has lost experienced staff
to a private sector organization as a result of lack of motivation.
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CHAPTER ONE
1.0 INTRODUCTION 1.1 BACKGROUND OF THE STUDY
Lack of motivated workforce is one of the major problems facing the public and private sector organizations in Nigeria. The private sector is facing severe domestic and foreign competitions while the public sector is struggling with escalating personnel costs, sluggish productivity, federal budget cuts and declining state revenues ( Crewson,1997). As a result, both sectors must take a closer look at personnel practices and their problems. Motivation involves a host of psychological processes that culminate in an individual desires and intentions to behave in a particular way. Motivation is the term used
generally to refer to the entire class of drives, desires, needs wishes and similar forces. It is
a drive towards an outcome. According to Nnadi (2010:10), motivation is directed to mobilizing and utilizing the fullest potentials of the employees towards the attainment of the goals and objectives of the organization.
Any person who has been following the issues surrounding labor-management relations in
Nigeria would agree that the real problem facing Nigerian workers is that they are
unmotivated and under-appreciated. Relatively speaking, reward system in Nigeria is
among the poorest in the world. The workers are not paid living wages; they are used and
often discarded without effective retirement program and social security benefits to see
them through their unproductive years.
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It is common in Nigeria for workers to go for months without getting their basic salaries.
Lack of adequate reward for honest effort and good skill is one of the reasons for the
increasing level of corrupt activities in the society. Thus, poor labor-management relations
and reward system in the society, among other things, have negatively impacted workers
morale, productivity, and the health of the entire economy.
Human beings are known to be goal oriented; and once a goal is set, behavior aimed
towards the goal persists until the goal is achieved. However, more often than not, a
Nigerian worker works all his or her adult life without coming close to achieving one’s life
goals. The sad situation is worse today where an average worker cannot afford to meet his
or her family’s basic needs, such as food, clothing, water, decent shelter, and health care.
Yet, the society expects them to be honest, productive and law-abiding. It should be
emphasized that a healthy worker, all things being equal, is a more productive worker.
It is disheartening that minimum wage in Nigeria is still as meager as N7, 500.
Thus, lack of basic needs tend to impact negatively on workers morale and productivity.
In advanced industrial and highly competitive economies, workers are the main tools for
economic growth and social progress. Their demands are seriously and readily attended to,
because without a dedicated workforce an organization or a nation crumbles. As we have
seen, this has been the problem with Nigeria where labor strike actions are rampant. Thus,
more often than not, workers would not get the employers of labor (the government in
most cases) to pay them or attend to their job-related problems without prolonged strike
actions. This has always had devastating effects on the economy.
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Crewson, (1997) believes that many efficient and capable civil servants are exiting the
public service and this could affect the responding capacity of the public sector to the growing diverse nature of the Nigerian society. This could also affect the public sector’s ability to achieve enduring and significant outcomes. But the private sector employees are not even better off. The salaries/wages of employees in the private sector are also not equitable to the demands of their jobs and commensurate with what others of the same grade receive elsewhere in developed countries.
Even Private sector employees are envious of their public sector counterparts on issues
including job security, responsibility and individual growth, especially as it affects the
opportunity for self development.
Anikeze (2007) noted that, ‘The problem with most wages and salaries in developing
nations like Nigeria is that they are not large enough to motivate the receiver.’ Worst still,
most Private sector employers in Nigeria still enslave workers through third party contract
employments. Multinational companies are most guilty of this man’s inhumanity to man
and Federal government of Nigeria seems to be doing nothing about it.
Expectedly, unmotivated workforce generates problems of:
Complacency, declining morale and low productivity.
Diversion and embezzlement of public funds.
Redundancy, Truancy and Non-challant attitude to work.
Favoritism, Nepotism and absolute breakdown in standards.
Migration of technocrats and expertise personnel in search of greener pastures.
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Substandard products leading to poor competitive ability in the international market.
This is why at 50 years of independence Nigeria remains a buyer nation with unfavorable
balance of trade. There is widespread discouragements and loss of hope and if allowed, it
will continue to degenerate.
1.2 STATEMENT OF THE PROBLEM Lack of motivated workforce is one of the major problems facing the public and private Sector organizations in Nigeria. The belief that many efficient and capable civil servants are exiting the public sector could affect the responding capacity of the public sector to the growing diverse nature of the Nigerian society(Crewson,1997). This belief could also affect the public sector ability to achieve enduring and significant outcomes. It is on this basis that the main problem of this study is to compare motivation in public and private sector organizations.
1.3 OBJECTIVES OF THE STUDY The specific objectives of the study include the following:
1. To find out whether public and private sector employees in Nigeria are adequately motivated.
2. To compare the factors that motivate the employees of NTA and AIT as public and
private sector organizations respectively.
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3. To investigate the belief that efficient and capable civil servants are exiting the public sector organizations to the private sector organizations.
1.4 RESEARCH QUESTIONS The research questions for the study include the following:
1. Are public and private sector employees in Nigeria adequately motivated?
2. Are there any differences between the factors that motivate the public sector and those that motivate the private sector employees?
3. Are efficient and capable civil servants exiting the public sector organizations to private sector organizations?
1.5 RESEARCH HYPOTHESES For the purpose of this study, the following hypotheses were formulated:- (1) HYPOTHESIS 1
H0: Public and private sector employees in Nigeria are adequately motivated. H1: public and private sector employees in Nigeria are not adequately motivated. (2) HYPOTHESIS 2 H0: There are some differences between the factors that motivate public sector
employees and those that motivate the Private sector employees
H1: There are no differences between the factors that motivate public sector
employees and those that motivate the Private sector employees
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(3). HYPOTHESIS 3 H0: Efficient and capable civil servants are not exiting the public sector organizations to the private sector organizations.
H1: Efficient and capable civil servants are exiting the public sector organizations
to the private Sector organizations.
1.6 SIGNIFICANCE OF THE STUDY The study takes a natural look at employee motivation and compares the motivational factors enjoyed by both public and private sector employees. It is generally agreed that the more accurately managers can answer the question of what motivates their employees, the more effective they will be at maximizing productivity, enhancing performance and advancing the notion of organizational accountability. The findings from this study will help both public and private sector organizations to understand more about motivation and how to motivate their employees. The research will also be used as a secondary data for future research in this area.
1.7 SCOPE OF THE STUDY The study is focused on comparing Motivation in Public and Private Sector Organizations (A study of Nigerian Television Authority -NTA, Enugu and Africa Independent Television -AIT, Enugu).
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1.8 LIMITATIONS OF THE STUDY The major limitations of this study include the following: 1 . Time Constraint: - Due to the limited time given for the study, the researcher could not get all the information required for the study.
2 Financial Constraint: -
Due to financial constraint, the researcher could not visit all places where information relevant to the study could be obtained.
3 Attitude of the Respondents:-
Some of the respondents were reluctant to co-operate with the researcher because of
divulging official information. Some believe they have nothing to gain from the
research.
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1.9.0 HISTORICAL BACKGROUND OF THE ORGANIZATION 1.9.1 NIGERIAN TELEVISION AUTHORITY (NTA) The Nigerian Television Authority (NTA) is the National Television Network, for the people of Nigeria. Its key function is to provide, as a public service in the interest of Nigeria, independent and impartial television broadcasting for general reception. No other television in Nigeria is charged with the same social responsibility of public interest broadcasting. Accordingly, the NTA seeks to serve as a tool for national integration. NTA was inaugurated in 1977 and claims to run the biggest television network in Africa with stations in several parts of Nigeria. It was formally known as Nigerian Television (NTV), the network began with a takeover of regional television stations in 1976 by the then military authorities, and is widely viewed as the authentic voice of the Nigerian government. The first official Director General was Vincent Maduka, a former engineer. Prior to his appointment, Maduka was General Manager of Western Television Ibadan, which was Africa’s first television station. NTA’s monopoly of the Nigerian air- space was broken in the 1990s with the establishment of privately owned television stations and networks, notable among which is the Africa Independent Television. A number of NTA programmes can be viewed online via Africast. NTA News belletins are frequently aired on AIT and BEN Television in the United Kingdom. The station is made available through sky Digital in the UK on Channel 202 and on the IPTV platform , Suncas TV.
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NTA branches and network Centres include: NTA Aba, Abeokuta, Abuja, Plus Abuja, Ado-Ekiti, Akure, Asaba, Awka, Bauchi, Calabar, Damaturu, Dutse, Enugu, Gombe, Gusau, Ibadan, Ife, Ijebu-Ode, Ilorin, NTA International. Others are NTA Jalingo, Jos, Kaduna, Kano, Katsina, Lafia, Lokoja, Maiduguri, Makurdi, Minna, Ondo, Osogbo, Owerri, Port-Harcourt, Sokoto, Uyo, Yenagoa, Yola, Sapele, NTA Channel 5 Lagos, and NTA Channel 10 Lagos. NTA’s Vision is “To be a world-class Television Network” and the Mission is “To provide excellent Television service worldwide and project the true African perspective”. NTA’s Core Values are: Professionalism, Accuracy, Credibility, Impartiality, Balance and Objectivity, National interest, Social responsibility, Sensitivity, Commitment to world Peace and development. According to Wikipedia (2010), NTA presently has operational ten Network Up-link Centers and Abuja as Headquarters. They include: Benin, Enugu, Ibadan, Jos, Kaduna, Lagos, Maiduguri, Makurdi, Port-Harcourt, and Sokoto. The nationwide staff strength is put at 4, 000 employees. Each network center is headed by a Zonal Director, who is charged with the responsibility of overseeing all other stations within his zone; for instance the State Capitals and Local Government stations. NTA Enugu with a staff strength of 100 employees is headed by a Zonal Director, Mr. Philip Ofoegbu (FCA)
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1.9.2 AFRICA INDEPENDENT TELEVISION (AIT) In August 24, 1992, about 50 years after the advent of broadcasting in Nigeria federal government promulgated decree No. 38, which deregulated the ownership of the electronic media in the country. Following this piece of legislation, which ushered in a new era of private ownership of Radio and television stations, DAAR Communications applied for Radio, Television and Direct Broadcasting by Satellite License. The license was subsequently granted. It began full commercial broadcast operation on September 1, 1994 on its high profile Radio Channel with the call sign; Ray Power 100.5, the first private independent radio station in the Federal Republic of Nigeria. December 6, 1996 heralded the coming of a star in global satellite broadcasting
Africa Independent Television Channel 21. AIT provides a fresh slant to T.V broadcasting with a unique programming theme that shares the African Experience with the wider global community. AIT beams quality programs round the clock, which are down-linked and redistributed in Africa, the whole of America, Mexico, and the Caribbean. AIT in-depth coverage aims to keep global viewers fully in tune with the soul of an African broadcaster offering premium quality service. AIT’s management relies on a careful blend of home-grown Nigerian expertise plus a backup of seasoned professionals from Europe, the United States and other parts of
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Africa. All members of the management are highly accomplished practitioners in the field of broadcasting with proven capabilities required in this highly competitive sector. Senior management is ably augmented by a motivated and dedicated workforce carefully selected from the growing pool of indigenous broadcasting talents. DAAR Communications ltd broadcast stations are on air 24 hours daily. The internet company also provides a 24 hour service. AIT Global Satellite Parameters are: Satellite: Telstar 5 Orbital position: 97w Number of Transponder: 26 Polarization: 12, 151 Symbol Rate: 22 M band/s FEC: ¾ (.75) Standard: MPEGZ/DBV Fully Compliant. AIT Channel 21 and AIT International share the same Vision and similar Mission. AIT has a unique Mission, that of sharing the African Experience with the wider global Community. With its fascinating cross-cultural theme and vibrant program content, Africa Independent Television aims to share everything that is exciting about the African experience with the nations of the world. The station Logo and Pay-off, ‘AIT- Sharing the African Experience’ symbolizes its Vision: To offer on a daily basis, a refreshing but revealing insight into the African experience worldwide.
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This sentiment is proudly echoed in AIT’s corporate identity. With a thematic pay-off which emphasizes the objective of sharing the unique African experience with the world, AIT’s Mission is to enhance global understanding through an untainted appreciation of the world and its peoples. Usually amongst global satellite broadcasting stations, AIT is motivated by uniquely altruistic aims to promote a methodical reduction of tension and friction as well as foster a greater appreciation of humanity. It is committed to the task of bridging the gap in global communication which places Africa at the ruthless mercy of Western perspectives, opinions and nuances. AIT’s main task is to project Africa from a holistic African prospective; untainted, undiluted and absolutely original. AIT offers the world a new insight into the African experience. The initial funding of DAAR Communication, which includes AIT, came from DAAR investment & Holding Company and the founder of the conglomerate – Chief Aleogho Dokpesi, PhD. As a measure of its confidence in the project, a consortium of leading banks in Nigeria actively supported the company. Leading the consortium was Union Bank of Nigeria PLC. Other participants are First Bank of Nigeria PLC, NAL Merchant Bank PLC, Afribank PLC and Lead Merchant Bank PLC. AIT has its headquarters located at AIT Road, off Lagos/Abeokuta Expressway, Ilapo village, Alagbado, Lagos. Other Broadcasting stations are located in Kano, Port-Harcourt, Enugu, Kaduna, Jos and Agenebode in Edo State.
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AIT international operates from AIT 409 Koedoesnek Lane Writerkloof Ridge, Pretoria South Africa and # 247 East Street New York, USA. AIT Enugu operates from the transmission station at Agu Abor Hill in Udi LGA and has its commercial office at 36 Zik Avenue Uwani, Enugu with 48 staff strength.
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CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.0 INTRODUCTION
The essence of this chapter is to review the work of past scholars, which
are related to the study. The chapter discusses the following topics:
(1) The role of motivation
(2) Motivation Concepts
(3) Motivation theories
(4) Motivational strategies
(5) Basic principles about motivation
(6) Factors that motivate Public sector employees
(7) Factors that motivate private sector employees
(8) Public Vs Private sector motivation compared
(9) Problems Associated with Lack of motivation
2.1 THE ROLE OF MOTIVATION
Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated
employees are needed in our rapidly changing workplaces. Motivated employees help
organizations survive. Motivated employees are more productive. To be effective,
managers need to understand what motivates employees within the context of the roles
they perform.
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At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). The study found that employees are not motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993).
Of all the functions a manager performs, motivating employees is arguably the most
complex. This is due, in part, to the fact that what motivates employees changes constantly
(Bowen & Radhakrishna, 1991). For example, research suggests that as employees' income
increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get
older, interesting work becomes more of a motivator.
Understanding what motivated employees and how they were motivated was the focus of
many researchers following the publication of the Hawthorne Study results(Terpstra,1979).
In fact, a number of different theories and methods of employee motivation have emerged
ranging from monetary incentives to increased involvement and empowerment. Employee
motivation can sometimes be particularly problematic for small businesses, where the
owner often has spent so many years building a company that he/she finds it difficult to
delegate meaningful responsibilities to others.
15
But entrepreneurs should be mindful of such pitfall the effects of low employee motivation
on small businesses can be devastating. Some of the problems associated with unmotivated
workers include complacency, declining morale, a widespread discouragement. If allowed
to continue these problems can reduce productivity, earnings and competitiveness in a
small business.
On the other hand, small businesses can also provide an ideal atmosphere for fostering
employee motivation, because employees are able to see the result of their contributions
more immediate way than in large firms. Besides increasing productivity and competition,
a highly motivated work force can allow a small business owner to relinquish day-to-day
operational control and instead concentrate on long-term strategies to grow the business.
“Workers really do want to be inspired about their work, and when they are, they work
better, smarter and harder” business coach Don Maruska told Entrepreneurs.
Five major approaches that have led to our understanding of motivation are Maslow's
need-hierarchy theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams'
equity theory, and Skinner's reinforcement theory.
The pessimistic view is also prominent in the economics literature. For several decades, the literature has identified bureaucrats as pursuing their narrow self-interest, usually being at odds with the interest of society (Buchanan 1978). Whereas, private sector is a competitive market in which workers are paid their full marginal product, the public sector is assumed to be a single organization whose objective is to produce a certain amount of public goods at minimum cost (Delfgaauw & Dur, 2004)
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2.2 MOTIVATION CONCEPTS
There are two concepts of motivation- Intrinsic and extrinsic motivation.
- Intrinsic motivation comes from a person's interest in what he is doing (or going
to do): an interest in the activity itself. Research has found that it is usually
associated with high educational achievement and enjoyment by students. Intrinsic
motivation has been explained by Fritz Heider's attribution theory, Bandura's work on self
efficacy and Ryan and Deci's cognitive evaluation theory. Students are likely to be
intrinsically motivated if they:
attribute their educational results to internal factors that they can control (e.g. the
amount of effort they put in),
believe they can be effective agents in reaching desired goals (i.e. the results are not
determined by luck),
are interested in mastering a topic, rather than just rote-learning to achieve good
grades.
- Extrinsic motivation comes from outside of the performer. Money is the most
obvious example, but coercion and threat of punishment are also common extrinsic
motivations.
While competing, the crowd may cheer on the performer, which may motivate him or her
to do well. Trophies are also extrinsic incentives. Competition is in general extrinsic
because it encourages the performer to win and beat others, not to enjoy the intrinsic
rewards of the activity.
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Social psychological research has indicated that extrinsic rewards can lead to over-
justification and a subsequent reduction in intrinsic motivation. In one study demonstrating
this effect, children who expected to be (and were) rewarded with a ribbon and a gold star
for drawing pictures spent less time playing with the drawing materials in subsequent
observations than children who were assigned to an unexpected reward condition and to
children who received no extrinsic rewards.
Employee motivation is the level of energy, commitment and creativity that a company’s workers apply to their jobs. In the increasing competitive business environment of recent years, finding ways to motivate employees has become a pressing concern for many managers. In his book- ‘Principles of Human Resources Management’, Ajakemo (2003) posits that motivation in an organization encompasses forces both within and external to the individual member. He went further to say that while individual differences undoubtedly establish the limits on human performance, motivation is also clearly a powerful determinant of human behavior. According to Nnadi (2010:10), motivation is directed to mobilizing and utilizing the fullest potentials of the employees towards the attainment of the goals and objectives of the organization. This is an essential role of the manager who has the obligation to carry the employees along to improve on the level of their performance.
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2.3 MOTIVATION THEORIES
There are a number of different views as to what motivates workers. The most commonly
held views or theories are discussed below and have been developed over the last 100 years
or so. Unfortunately these theories do not all reach the same conclusions!
(1) FREDERICK WINSLOW TAYLOR’S SCIENTIFIC MANAGEMENT
THEORY
Frederick Winslow Taylor (1856 – 1917) put forward the idea that workers are
motivated mainly by pay. His Theory of Scientific Management argued the following:
Workers do not naturally enjoy work and so need close supervision and control
Therefore managers should break down production into a series of small tasks.
Workers should then be given appropriate training and tools so they can work as efficiently
as possible on one set task. Workers are then paid according to the number of items they
produce in a set period of time- piece-rate pay.
As a result workers are encouraged to work hard and maximise their productivity.
Taylor’s methods were widely adopted as businesses saw the benefits of increased
productivity levels and lower unit costs. The most notably advocate was Henry Ford who
used them to design the first ever production line, making Ford cars. This was the start of
the era of mass production.
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Taylor’s approach has close links with the concept of an autocratic management style
(managers take all the decisions and simply give orders to those below them) and
Macgregor’s Theory X approach to workers (workers are viewed as lazy and wish to avoid
responsibility).
However workers soon came to dislike Taylor’s approach as they were only given
boring, repetitive tasks to carry out and were being treated little better than human
machines. Firms could also afford to lay off workers as productivity levels increased. This
led to an increase in strikes and other forms of industrial action by dis-satisfied workers.
(2) ELTON MAYO’S HUMAN RELATIONS THEORY
Elton Mayo (1880 – 1949) believed that workers are not just concerned with money
but could be better motivated by having their social needs met whilst at work (something
that Taylor ignored). He introduced the Human Relation School of thought, which focused
on managers taking more of an interest in the workers, treating them as people who have
worthwhile opinions and realising that workers enjoy interacting together.
Mayo conducted a series of experiments at the Hawthorne factory of the Western
Electric Company in Chicago. He isolated two groups of women workers and studied the
effect on their productivity levels of changing factors such as lighting and working
conditions. He expected to see productivity levels decline as lighting or other conditions
became progressively worse.
20
What he actually discovered surprised him: whatever the change in lighting or working
conditions, the productivity levels of the workers improved or remained the same.
From this, Mayo concluded that workers are best motivated by:
Better communication between managers and workers (Hawthorne workers were
consulted over the experiments and also had the opportunity to give feedback)
Greater manager involvement in employees working lives (Hawthorne workers
responded to the increased level of attention they were receiving)
Working in groups or teams (Hawthorne workers did not previously regularly work in
teams)
In practice therefore businesses should re-organise production to encourage greater
use of team working and introduce personnel departments to encourage greater manager
involvement in looking after employees’ interests. His theory most closely fits in with a
paternalistic style of management.
(3) ABRAHAM MASLOW’S HEIRACHY OF NEEDS THEORY
Abraham Maslow (1908 – 1970) along with Frederick Herzberg (1923-) introduced
the Neo-Human Relations School in the 1950’s, which focused on the physiological needs
of employees. Maslow put forward a theory that there are five levels of human needs
which employees need to have fulfilled at work.
All of the needs are structured into a hierarchy and only once a lower level of need
has been fully met, would a worker be motivated by the opportunity of having the next
need up in the hierarchy satisfied.
21
For example a person who is dying of hunger will be motivated to achieve a basic wage in
order to buy food before worrying about having a secure job contract or the respect of
others.
A business should therefore offer different incentives to workers in order to help
them fulfill each need in turn and progress up the hierarchy. Managers should also
recognise that workers are not all motivated in the same way and do not all move up
the hierarchy at the same pace. They may therefore have to offer a slightly different set of
incentives from worker to worker.
The five basic needs according to Maslow are:
1 Physiological Needs- These consist of such physical requirements as food, clothing
and shelter, water, sex sleep etc. So, once the physiological needs are reasonably
met, a person’s desire for a higher order need arises. The organization can help
employees meet these needs through good salaries and wages.
2. Safety and security Needs- These are the needs to be free from physical danger and
fear of loss of job, property, tools etc. That is the desire for stability and the absence
of pain, orderly society, endurance, retirement programmes, fringe benefits and
disbursement of safety equipment to employees working in hazardous areas.
3. Social/Love Needs- People are social beings and need to belong and would want to
be accepted by others. They are often satisfied through social interaction in which
people give and receive friendship and affection. Informal groups play a key role in
satisfying these needs.
22
4. Esteem Needs- Once people begin to satisfy the needs to belong, they want to be
held in esteem both by themselves and others. These are the individual’s desire to
receive recognition from others. This leads to the feeling of self confidence and
prestige.
5. Self-actualization Needs- this is the desire to feel a sense of self-fulfilment, to realize
one’s potentialities to full. This is the highest level and has lower priority.
SOURCE: Abraham Maslow’s Hierarchy of Needs (1943)
(4) FREDERICK HERZBERG’S TWO FACTOR THEORY
Frederick Herzberg (1923) had close links with Maslow and believed in a two-
factor theory of motivation. He argued that there were certain factors that a business could
introduce that would directly motivate employees to work harder (Motivators).
23
However there were also factors that would de-motivate an employee if not present but
would not in themselves actually motivate employees to work harder (Hygiene factors)
Motivators are more concerned with the actual job itself. For instance how
interesting the work is and how much opportunity it gives for extra responsibility,
recognition and promotion. Hygiene factors are factors which ‘surround the job’ rather
than the job itself. For example a worker will only turn up to work if a business has
provided a reasonable level of pay and safe working conditions but these factors will not
make him work harder at his job once he is there. Importantly Herzberg viewed pay as a
hygiene factor which is in direct contrast to Taylor who viewed pay, and piece-rate in
particular.
Herzberg believed that businesses should motivate employees by adopting a
democratic approach to management and by improving the nature and content of the actual
job through certain methods. Some of the methods managers could use to achieve this are:
Job enlargement – workers being given a greater variety of tasks to perform (not
necessarily more challenging) which should make the work more interesting.
Job enrichment - involves workers being given a wider range of more complex,
interesting and challenging tasks surrounding a complete unit of work. This should give a
greater sense of achievement.
Empowerment means delegating more power to employees to make their own
decisions over areas of their working life. Motivator or intrinsic factors, such as
achievement and recognition, produce job satisfaction.
24
Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction.
Frederick Herzberg’s two factor theory of motivation
SOUCE: Frederick Herzberg (1966)
Herzberg therefore bemoans the situation whereby managers waste their precious time and
resources improving upon the hygiene factors that have ceased to be motivators instead of
applying the real motivators. It is important, however to add that the hygiene factors must
be in place or must be applied first to blot out dissatisfaction before the real motivators or
intangibles could be applied to take the worker and the organization to a new height (Eboh,
2002: 133).
25
(5) DOUGLAS MCGREGOR’S THEORY OF X &Y
Douglas McGregor in his book, ‘The Human Side of Enterprise’ published in 1960
has examined theories on behavior of individuals at work, and he has formulated two
models which he calls Theory X and Y.
Theory X Assumptions:
The average human being has an inherent dislike of work and will avoid it if he can.
Because of their dislike for work, most people must be controlled and threatened
before they will work hard enough.
The average human being prefers to be directed, dislikes responsibility, is
unambiguous, and desires security above everything.
These assumptions lie behind most organizational principles today, and give rise
both to ‘tough’ management with punishments and tight controls, and ‘soft’
management which aims at harmony at work.
But these are wrong because man needs more than financial rewards at work, he
also needs some deeper higher order motivation-the opportunity to fulfil himself.
Theory X managers do not give their staff this opportunity so that the employees
behave in the expected fashion.
Theory Y Assumptions
The expenditure of physical and mental efforts in work is as natural as play or rest.
Control and punishment are not the only ways to make people work, man will direct
himself if he is committed to the aims of the organization.
26
If a job is satisfying, then the result will be commitment to the organization.
The average man learns, under proper conditions, not only to accept but to seek
responsibility.
Imagination, creativity, and ingenuity can be used to solve work problems by a large
number of employees.
Under the conditions of modern industrial life, the intellectual potentialities of the
average man are only partial utilized (McGregor, 1960)
(6) VROOM’S VALENCE – EXPECTANCY THEORY
An argument against Maslow’s needs theory that tries to induce a new theory is by Victor
Vroom. Vroom's theory is based on the belief that employee effort will lead to
performance and performance will lead to rewards (Vroom, 1964). Rewards 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. Expectancy is the perception that a particular outcome will occur as a
result of certain behavior while valence is concerned with how much value an individual
places on a specific outcome. To him, motivation is produced by the anticipated worth of
an action to a person and valence is the person’s perception of the probability that his goal
would be achieved. Motivation = valence x expectancy.
(7) ADAM’S EQUITY THEORY
Adams' equity theory (1963) states that employees strive for equity between themselves
and other workers. Equity is achieved when the ratio of employee outcomes over inputs is
equal to other employee outcomes over inputs (Adams, 1965).
27
Adams' Equity Theory model therefore extends beyond the individual self, and
incorporates influence and comparison of other people's situations - for example colleagues
and friends - in forming a comparative view and awareness of Equity, which commonly
manifests as a sense of what is fair. When people feel fairly or advantageously treated they
are more likely to be motivated; when they feel unfairly treated they are highly prone to
feelings of disaffection and de-motivation. The way that people measure this sense of
fairness is at the heart of Equity Theory.
Equity, and thereby the motivational situation we might seek to assess using the model, is
not dependent on the extent to which a person believes reward exceeds effort, nor even
necessarily on the belief that reward exceeds effort at all. Rather, Equity, and the sense of
fairness which commonly underpins motivation, is dependent on the comparison a person
makes between his or here reward/investment ratio with the ratio enjoyed (or suffered) by
others considered to be in a similar situation.
Adams called personal efforts and rewards and other similar 'give and take' issues at work
respectively 'inputs' and 'outputs'. Inputs are logically what we give or put into our work.
Outputs are everything we take out in return. These terms help emphasize that what people
put into their work includes many factors besides working hours, and that what people
receive from their work includes many things aside from money.
Adams used the term 'referent' others to describe the reference points or people with whom
we compare our own situation, which is the pivotal part of the theory. Adams Equity
Theory goes beyond - and is quite different from merely assessing effort and reward.
Equity Theory adds a crucial additional perspective of comparison with 'referent' others
(people we consider in a similar situation).
Equity theory thus helps explain why pay and conditions alone do not determine
motivation.
28
Adam’s Equity Theory:
inputs equity dependent on comparing own ratio of input/output
with ratios of 'referent' others
outputs
Inputs are typically: effort, loyalty, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in our boss and superiors, support of colleagues and subordinates, personal sacrifice, etc.
People need to feel that there is a fair balance between inputs and outputs. Crucially fairness is measured by comparing one's own balance or ratio between inputs and outputs, with the ratio enjoyed or endured by relevant ('referent') others.
Outputs are typically all financial rewards - pay, salary, expenses, perks, benefits, pension arrangements, bonus and commission - plus intangibles - recognition, reputation, praise and thanks, interest, responsibility, stimulus, travel, training, development, sense of achievement and advancement, promotion, etc.
SOURCE: Allan Chapman (1995)
( 9) SKINNER’S REINFORCEMENT THEORY
Skinner's theory (1953) simply states that employees' behaviors that lead to positive
outcomes will be repeated and behaviors that lead to negative outcomes will not be
repeated. while positive reinforcement is the strengthening of behavior by the application
of some event (e.g., praise after some behavior is performed), negative reinforcement is the
strengthening of behavior by the removal or avoidance of some aversive event Both types
of reinforcement strengthen behavior, or increase the probability of a behavior reoccurring;
29
the difference is in whether the reinforcing event is something applied (positive
reinforcement) or something removed or avoided (negative reinforcement). Punishment
and extinction have the effect of weakening behavior, or decreasing the future probability
of a behavior's occurrence, by the application of an aversive stimulus/event (positive
punishment or punishment by contingent stimulation), removal of a desirable stimulus
(negative punishment or punishment by contingent withdrawal), or the absence of a
rewarding stimulus, which causes the behavior to stop (extinction).
Managers should therefore positively reinforce employee behaviors that lead to positive
Outcomes and should negatively reinforce employee behavior that leads to negative
outcomes.
(10). McClelland’s NEEDS THEORY OF MOTIVATION
David C. McClelland identified three types of basic motivating needs. He classified these
as need for power (n/pow), need for affiliation (n/Aff), and need for achievement (n/ACH).
These three needs (drives) power, affiliation and achievement- are of special relevance to
management, since all must be recognized to make an enterprise work well and need for
achievement is paramount importance because in any organization, every department it
represent groups of individuals working together to achieve goals.
Need for power- people with high needs for power have a great concern for
exercising influence and control. Such individual generally are seeking positions of
leadership. They are forceful, outspoken, hard-headed and demanding, and they enjoy
teaching and public speaking.
30
Need for Affiliation- People with need for affiliation usually derive pleasure from
being loved and tend to avoid the pain of being rejected by a social group. They are
concerned with maintaining pleasant social relationships to enjoy sense of intimacy and
understanding, to be ready to console and help others in trouble and to enjoy friendly
interaction with others.
Need for Achievement- people with high need for achievement have intense desire
for success and an equally intense fear of failure. They want challenge, set moderately
difficult but not impossible goals for themselves, to a realistic approach to risk. Prefer to
assume personnel responsibility to get a job done.
2.4 MOTIVATIONAL STRATEGIES Motivation has been defined as all those inner-striving conditions described as wishes, desires, drives, etc. An unsatisfied need is the starting point in the process of motivation. A deficiency of something within the individual is the first link in the chain of events leading to behavior. The unsatisfied need cause tension within the individual to engage in some kind of behavior to satisfy the need and thereby reduce the tension (Nwatu Jnr. 2010:93) He further opined that since behavior is directed towards need-satisfaction, it becomes strategically important to know what people really desire from a job, if they are to be motivated.
31
It is also pertinent to note that motivation is a personal thing. Because of people’s differing needs, the incentives, which appeal to and work with one employee may be almost useless and less successful with another. Thus these two considerations, knowledge of people needed, and of incentives are important for managerial and administrative decision making in the area of human motivation. It attempts to account for the drives and wants of an individual rather than just focusing on the individual’s action.
There are several motivational strategies which are however, not exhaustive in this work.
Managers should understand the advantages and disadvantages of each in order to use them
to maneuver and wield workers into better work performance. Some of the strategies are
listed below: However, they are not necessarily listed in order of priority or effectiveness.
1. Money (Good wages/salaries)
Good salaries and wages are very important elements in motivating workers. The
salary/wage should be equitable to the demands of the job and commensurate with what
others of the same grade receive elsewhere. Anikeze (2007) noted that, ‘The problem
with most wages and salaries in developing nations like Nigeria is that they are not large
enough to motivate the receiver’
2. Team work
Skillful managers form work groups when possible with the hope that peer pressure will
induce high levels of performance. This is reported to be an effective means of motivation
because individuals appear to be more concerned with living up to the expectations of
fellow workers rather than the expectations of their bosses.
32
Complexities arise when a group conforms to a level of achievement rather than a high
performance level, or when a particular work setting makes it difficult to structure group
activities.
3. Job Security
Job security falls under the basic needs of every worker. This includes both physical and
psychological securities. Organizational management can effectively motivate workers for
better result by providing working conditions that conjure an image of physical and
psychological security in the minds of the workers.
4. Personal involvement
Workers who are allowed to set their own performance levels will usually try to meet
their own expectations. It is important to have the worker make a verbal commitment
regarding their anticipated achievement levels. Also, individuals and groups are most likely
to attain goals when they make a public commitment to do so. This may be due to the fact
that such commitments are promises and most people view themselves as persons who
keep their word.
The chief problem with this strategy results from workers who maintain a low self-
image. At this point, managers are faced with the problem of motivating a worker to think
positively about himself so his self-image will correlate with high performance. On the
whole, this strategy is effective, but it might demand a manager to reinforce an employee's
strengths first.
33
5. Work Enhancement
With this method, managers structure jobs so the work provides fulfillment. The
experiment in job enrichment underway at the Saab-Volvo automobile plant in Sweden
illustrates rather nicely how job enrichment works. They use a team-assembly concept in
which workers rotate the tasks required for building an automobile. Basically, the entire
group is responsible for assembling the complete automobile. This is in contrast to the
monotonous production system which now characterizes auto manufacturing in the United
State.
One of the difficulties with this type of motivational strategy is that workers want to
be compensated adequately for the work they do. When employees are expected to
perform more complicated job skills, they expect increased compensation. When this does
not happen, the work may no longer offer an internal incentive.
6. Rewards
This type of planning is based on the behavior modification approach that workers will
increase or repeat the desired work performance if they are given rewards. It is also hoped
that poor performance will be eradicated once the subordinate comprehends the
relationship between commendable performance and rewards.
Generally, the reward approach is successful but it is not without its complications.
Individuals are unique and maintain different value systems. What may be considered
rewarding to one worker may be no incentive whatsoever to the next employee.
34
Some people prefer pay increases. Others seek promotions. Still others may desire new
rugs on their office floors. Establishing meaningful incentives for performance with
individuals can be a difficult task for a manager.
7. Promotion
There should be regular and periodic promotion exercise in an organization. Desire for
progressive or upward movement is a natural aspect of man. Every worker would like to
see this happen in his organization. Promotion is both in terms of money, and recognition
of a worker’s services, importance or performance.
8. Mutual Exchange
Sometimes, managers promise special privileges for the exchange of desired work
performance. A supervisor may allow a worker to leave work early if he completes his task
for the day, or he may be allowed a day away from the job if he finishes a required project
within a specified time. Mutual exchange is a frequently used strategy, but not necessarily
the most effective. Problems arise when the employee feels the exchange is out of balance,
or when he cannot come to an agreement with his supervisor as to what would be a fair
exchange.
9. Competitive measures
In this design, workers compete against others for certain bonuses or prizes. Banners,
plaques, vacations, and free dinners are examples of some rewards offered. This strategy is
often used for sales incentives.
35
Difficulties emerge when managers design contests that do not offer a fair opportunity to
achieve the specified goals. If the same individuals and groups consistently win the prizes
due to the contest design; interest in competing is likely to grow lukewarm for many of the
workers. Also, competition does not promote a cooperative strategy and work performance
can actually be sabotaged due to the hostility that competition can trigger.
10. Provision of infrastructure
Good infrastructural facilities in the form of good communication network, transport
facilities, adequate supply of electricity and water lead to high morale and productivity.
When these facilities are not available, the worker is affected in two ways: physical
incapacity and psychological inhibition.
11. Punishment and Fear
Although frequently used, the least effective method of motivating a worker is with
a negative consequence, such as a verbal dressing-down, suspension, or the loss of the job.
Punishment may achieve immediate results, but it does not accomplish internal motivation
for several reasons. First, adults are not inclined to remain in employment where they are
threatened and intimidated. Second, workers who are backed by a strong union may
dissolve the threat with a higher level of authority. Third, scares and intimidation can
create animosity towards a superior and employees may respond with hostility and
subversion.
Another problem with the fear strategy is that it creates a punitive climate in
which individuals are afraid of being different from or of offending others. This particular
situation has a tendency to diminish creativity and lead to intellectual stagnation. 36
2.5 BASIC PRINCIPLES ABOUT MOTIVATION
1. Motivating employees starts with motivating yourself.
It's amazing how, if you hate your job, it seems like everyone else does, too. If you
are very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If
you're enthusiastic about your job; it's much easier for others to be, too. Also, if you're
doing a good job of taking care of yourself and your own job, you'll have much clearer
perspective on how others are doing in theirs. A great place to start learning about motivation is to start understanding your own
motivations. The key to helping to motivate your employees is to understand what
motivates them. So what motivates you? Consider, for example, time with family,
recognition, a job well done, service, learning, etc. How is your job configured to support
your own motivations? What can you do to better motivate yourself?
2. Always work to align goals of the organization with goals of employees.
As mentioned above, employees can be all fired up about their work and be working
very hard. However, if the results of their work don't contribute to the goals of the
organization, then the organization is not any better off than if the employees were sitting
on their hands -- maybe worse off! Therefore, it's critical that managers and supervisors
know what they want from their employees. These preferences should be worded in terms
of goals for the organization. Identifying the goals for the organization is usually done
during strategic planning.
37
Whatever steps you take to support the motivation of your employees (various steps are
suggested below), ensure that employees have strong input to identifying their goals and
that these goals are aligned with goals of the organization.
Goals should be worded to be "SMARTER"
3. Key to supporting the motivation of your employees is to understand what
motivates each of them
Each person is motivated by different things. Whatever steps you take to support the
motivation of your employees, they should first include finding out what it is that really
motivates each of your employees. You can find this out by asking them, listening to them
and observing them.
4. Recognize that supporting employee motivation is a process, not a task.
Organizations change all the time, as do people. Indeed, it is an ongoing process to
sustain an environment where each employee can strongly motivate themselves. If you
look at sustaining employee motivation as an ongoing process, and then you'll be much
more fulfilled and motivated yourself.
5.Support employee motivation by using organizational systems (for example,
policies and procedures) -- don't just count on good intentions
Don't just count on cultivating strong interpersonal relationships with employees to
help motivate them. The nature of these relationships can change greatly, for example,
during times of stress. Instead, use reliable and comprehensive systems in the workplace to
help motivate employees.
38
For example, establish compensation systems, employee performance systems,
organizational policies and procedures, etc., to support employee motivation. Also,
establishing various systems and structures helps ensure clear understanding and equitable
treatment of employees.
2.6 FACTORS THAT MOTIVATE PUBLIC SECTOR EMPLOYEES Employees at the federal, state and local government levels represent the public sector employees. Example: Employees of Nigerian Television Authority. In determining the motivational factors of public sector employees, Herzberg’s 2-factor theory comes in handy- the Hygiene Factors and the Motivators. Hygiene factors According to Herzberg, Hygiene factors do not lead to higher levels of motivation but without them, there is dissatisfaction. They include:
- Interpersonal relation.
- Job security.
- Working conditions.
- Basic salary and bonuses.
- Status.
39
The motivators: The Motivators in Herzberg’s motivation theory involves what people actually do on the job and should be engineered into the jobs employees do in order to develop intrinsic motivation with the workforce. The motivating factors to public service employees include:
- Achievement
- Recognition
- Advancement
- Responsibility
- The possibility of growth.
- Work itself.
2.7 FACTORS THAT MOTIVATE PRIVATE SECTOR EMPLOYEES Private sector employees are the employees in profit orientated organizations such as African Independent Television. It is noted that the private sector employees share the same motivational factors with their public sector counterparts but slightly in different order.
- Work conditions and salary
- The work itself: the work is challenging and interesting.
- Meeting people every day.
- Freedom: not being locked up within four walls.
- Sense of achievement. 40
- Responsibility.
- Status.
2.8 COMPARISON OF MOTIVATION IN THE PRIVATE AND PUBLIC
SECTOR ORGANIZATIONS
The assumption that public- and private-sector employees are similar contradicts
conventional wisdom in public-administration literature. Rainey (1997) noted that common
characteristics of individuals motivated by a public-service orientation place a high value
on work that helps others and benefits society as a whole, involves self-sacrifice, and
provides a sense of integrity and responsibility. It's generally believed that the public
employee is motivated by a sense of service not found among private-sector employees
(Gabris & Simo, 1995).
Because public-sector administrators are characterized by an ethic to serve the public,
they're motivated by different job characteristics than are private-sector employees
(Houston, 2000). Public-service employees can be described as having reliance on
intrinsic motivational rewards over extrinsic motivational rewards (Crewson, 1997).
Intrinsic rewards are derived from the satisfaction an individual receives from performing a
task. Examples of these are a sense of accomplishment and a feeling of self-worth. In
particular, employees in public organizations are seen as being concerned for the
community and having a desire to serve the public interest. In contrast, extrinsic rewards
are those offered to an employee by someone else.
Examples of extrinsic rewards are a pay raise, a promotion, job security, and status and
41
prestige (Houston, 2000).
Research generally supports the view that public-sector employees value the ethic of
serving the public and community more than financial rewards (Crewson, 1997; Houston,
2000; Rainey, 1982, Wittmer, 1991). Research has found out that the importance of pay
was valued less by the public-sector employees, whereas the private-sector employees
placed more emphasis on pay. Performing meaningful public service was more important
than pay to the public-sector employees.
Using data from the General Social Survey, Crewson (1997) found that public employees
rated a feeling of accomplishment and performing work that's helpful to society and to
others as more important job characteristics than do private-sector employees. Similarly, in
a study that investigated employee reward and motivation preferences, Wittmer (1991)
reported that public-sector employees place a higher value on helping others and
performing work that's worthwhile to society.
Persons who seek employment within public organizations are different in important
respects from those in the private sector (Wittmer, 1991). The perception is that, because of
life experiences, socialization, education and other factors, employees in the public sector
and not-for-profit sectors care more about serving the public than about extrinsic rewards
(Perry, 2000). Additionally, Houston (2000) found that public-service employees were less
likely than workers in the private sector to place a high value on such extrinsic reward
motivators as high income and short work hours.
A "blurring" between the public sector and private sector has been noted in current
42
research. Jurkiewicz, Massey and Brown (1998) conducted a study that asked public- and
private-sector employees to rank order a list of "motivational wants" related to their work
environment. The researchers reported that public-sector employees are foremost
motivated by the need for job security and stability.
They further noted a meshing between the sectors when their research found that
private-sector employees placed more importance than their public-sector counter-parts on
"a chance to benefit society." This finding contradicts previous research in this area. These
researchers note the findings may be linked to training efforts of the private sector. They
suggest that private-sector organizations have implemented team building, quality circles
and reengineering-type training programs that may have an effect on the culture of the
work environment, emphasizing a concern for how an individual's behavior affects others
in the workplace. Other private-sector organizations have sponsored volunteer efforts as
well as time off with pay for employees to assist charitable organizations. This was also
noted as a potential link to the importance placed on benefiting society within private
sector organizations.
2.9 PROBLEMS ASSOCIATED WITH LACK OF MOTIVATION
Some of the problems associated with unmotivated workers include complacency,
declining morale, Low productivity, Poor production or service quality, Strikes / industrial
disputes / breakdowns in employee communication and relationships, Complaints about
pay and working conditions, a widespread discouragement. If allowed to continue these
problems can reduce productivity, earnings and competitiveness in businesses.
43
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http:// wwwnta.com.ng
Skinner, B. F. (1953). Science and Human Behavior. New York: Free Press.
Smith, G. P. (1994). Motivation. In W. Tracey (ed.), Human resources management and
development handbook (2nd ed.).
Terpstra, D. E. (1979). Theories of motivation: borrowing the best. Personnel Journal,
58.376.
Vroom, V. H. (1964). Work and motivation. New York: Wiley.
Wikipedia (2010) History of Nigerian Television Authority (NTA)
http://en.wikipedia.org/wiki/Nigeria_Television_Authority
46
CHAPTER 3: RESEARCH METHODOLOGY 3.0 INTRODUCTION The aim of this chapter is to discuss the methods and procedures adopted by the researcher in carrying out the research work. The chapter contains sources of data, population and sample size determination, instrument used for data collection, data analysis, techniques, validity and reliability of data. 3.1 SOURCES OF DATA
Two major sources of data collection were used:
(a) Primary source. (b) Secondary source.
PRIMARY SOURCE OF DATA This is first hand information by the researcher. The primary data collected are from personal interviews and questionnaires. Questionnaires were given to the staffs of Nigerian Television Authority (NTA) and African Independent Television (AIT) Enugu.
SECONDARY SOURCE OF DATA
Secondary data were facts that the researcher has collected from already existing sources. The secondary data collected for this study were obtained from books, internet, NTA and AIT external publications and journals.
47
3.2 POPULATION
The population of the study comprises of senior and junior staff of Nigerian Television Authority and those of African Independent Television, Enugu. Nigerian Television Authority has staff strength of 4000 spread all over her zonal stations and branches nationwide. Enugu zonal station, which was used as the research base has staff strength of 100; representing 2.5% of national populations of NTA. While African Independent Television has staff strength of 1500 spread all over her zonal and branch offices nationwide. Her Enugu offices (Marketing department at 36 Zik Avenue Uwani Enugu & transmission station at Agu Abor hill) which was used as the research base has staff strength of 48; representing 3.2% of national populations of AIT. 3.3 SAMPLE SIZE DETERMINATION Based on the combined population of NTA and AIT staff in their Enugu offices, the sample size was determined at 5% error tolerance and 95% degree of confidence, using the Yamen’s formula: n = N ________ 1 + N (e) ² Where: n = Sample size
N = Population e = error tolerance I = Constant
48
From the study, the sample size is computed as: 100 (NTA) + 48 (AIT) = 148 n = 148 e = 5% or 0.05
148 ______ 1 + 148 (0.05)² = 148 _______ 1+ 148 (0.0025)
= 148 = 148 = 108 1+ 0.37 1.37
3.4 INSTRUMENT USED FOR DATA COLLECTION The following instruments were used to collect data for this research work:
(i) Questionnaire (ii) Interview
(iii) Observation.
QUESTIONNAIRE
The questions were designed to help the researcher get the necessary information needed for the research. A total of 108 questions were distributed to the staff of NTA Enugu and AIT Enugu.
49
Two sets of questionnaires were distributed: Questionnaire 1 comprises of 18 questions made up of multiple choice, open-ended and dichotomous questions for staff of Nigeria Television Authority , Enugu. Questionnaire 2 comprises of 17 questions made up of multiple choice, open-ended and dichotomous questions for the staff of African Independent Television, Enugu. INTERVIEW
The interview gives an on the spot response from the respondents. It provides
complementary data to the questionnaire. The researcher interviewed both senior and
junior staffs of NTA, Enugu and AIT, Enugu to obtain information for the study.
OBSERVATION The researcher made a direct observation in the premises of NTA and AIT in their Enugu offices. 3.5 DATA ANALYSIS TECHNIQUES The data collected were analyzed using table and percentages while Chi-Square
(X²) Statistical tool was used to test the hypotheses. Chi-Square is represented by the formula: X² = (FO –Fe) ² Fe Where: X² = Chi-square FO = Observed frequency
50
Fe = Expected frequency = Summation
3.6 DATA VALIDITY The questions were designed in simple and easy to understand manner that will enable the respondents to provide relevant information. The data gathered were considered to be valid to the subject of the study. 3.7 RELIABILITY OF DATA The researcher was available to make explanations on the questions where necessary. The answers gotten from respondents after repeated questions were consistent and considered to be reliable.
51
CHAPTER FOUR DATA PRESENTATION, ANALYSIS AND INTERPRETATIONS 4.0 INTRODUCTION This chapter deals with the presentation, analysis, and interpretation of various
data collected in the course of the research, using Chi-square (X²) as the appropriate
statistical tool. A total of 108 questions were distributed, 90 that is 83% of the
sample size were completed and returned while 18 representing 17% of the sample
size were not returned.
THE CHI-SQUARE TEST (X²)
(X²) test provides the basis for testing whether more than one population may be considered equal. X² provides a means of comparing a set of observed frequencies with a set of expected frequencies. The calculated X² will be compared with the critical value of the X²; using the normal level significance of 5%, which leaves 95% confidence interval.
The degree of freedom is given by (R-1) (C-1) which is the number of rows and columns in the contingency table. The contingency table shows the observed and expected frequencies.
The difference between the calculated values of the chi-square will form the basis for accepting or rejecting the null hypothesis.
52
DECISION RULE
The rule is to reject Ho (Null hypothesis) if the calculated X² is greater than the critical value of X², otherwise do not reject. This means that if the Ho (Null hypothesis) is rejected, the alternative hypothesis (H1) will be accepted. TABLE 4.1: QUESTIONNAIRE DISTRIBUTED. Responses Questions
Given Out % Given Out
Questions Returned
% Returned
Questions Not Returned
% Not Returned
NTA Staff 80
74.1 70 65 10 9
AIT Staff 28
25.9 20 19 8 7
TOTAL 108
100 90 83 18 17
It was observed that out of 108 questionnaires distributed, 90 representing 83% were returned while 18 representing 17% were not returned.
53
TABLES 4.2 TO 4.13 COMPRISE QUESTIONNAIRE 1 DIRECTED TO
NTA ENUGU STAFF. TABLE 4.2: EMPLOYEE MOTIVATION IS DIRECTED TOWARDS ATTAINMENT OF
ORGANIZATIONAL GOALS.
OPTIONS
NO OF RESPONDENTS
PERCENTAGE %
Agree
20
28.6
Strongly agree
40
57.1
Disagree
7
10
Strongly disagree
3
4.3
TOTAL
70
100
From the table above, 20 representing 28.6% of the respondents indicated “Agree”
40 representing 57.1% of the respondents indicated “Strongly agree”, 7 representing 10%
of the respondents indicated “Disagree” and 3 representing 4.3% of the respondents
indicated “Strongly disagree”. This shows that the majority of NTA staff believes that
Employee motivation is directed towards the attainment of organizational goals
54
TABLE 4.3: PUBLIC AND PRIVATE SECTOR EMPLOYEES IN NIGERIA ARE
ADEQUATELY MOTIVATED.
RESPONSES NO OF RESPONDENTS PERCENTAGE %
YES
10
14.3
NO
60
85.7
TOTAL
70
100
From the table above, 10 representing 14.3% of the respondents indicated “Yes”
While 60 representing 85.7% of the respondents indicated “No” This shows that the
majority of Nigerian Television Authority employees strongly disagree that public and
private sector employees in Nigeria are adequately motivated
TABLE 4.4: THE LEVEL OF EMPLOYEE MOTIVATION IN YOUR ORGANIZATION.
OPTIONS
NO OF RESPONDENTS
PERCENTAGE %
High
20
28.6
Very high
15
21.4
Low
25
35.7
Very low
10
14.3
TOTAL
70
100
55
From the table above, 20 representing 28.6% of the respondents indicated “High”, 15 representing 21.4% of the respondents indicated “Very high”, 25 representing 35.7% of the respondents indicated “Low” while 10 representing 14.3% of the respondents indicated “Very low”. This shows that the level of motivation in Nigerian Television Authority is low. TABLE 4.5: YOU ARE PERSONALLY MOTIVATED IN YOUR JOB.
RESPONSES
NO OF RESPONDENTS PERCENTAGE %
Yes
30 42.9
No
40 57.1
TOTAL
70 100
From the table above, 30 representing 42.9% of the respondents indicated “Yes” while 40 representing 57.1% of the respondents indicated “No”. This shows that majority of the employees in Nigerian Television Authority are not personally motivated in their job. TABLE 4.6: YOU PREFER TO WORK IN A PRIVATE ORGANIZATION.
RESPONSES
NO OF RESPONDENTS
PERCENTAGE %
Yes
30
42.9
No
40
57.1
TOTAL
70
100
56
From the table above, 30 representing 42.9% of the respondents indicated “yes” while 40 representing 57.1% of the respondents indicated “No”. This shows that majority of the employees in Nigeria Television Authority do not want to work in a private organization.
TABLE 4.7: FACTORS THAT CAN MOTIVATE YOU TO REMAIN IN THE
PUBLIC SECTOR ORGANIZATION.
OPTIONS
NO OF RESPONDENTS
PERCENTAGE %
Salary & incentives 10 14.3
Achievement & promotion 8 11.4
Responsibility & individual growth
10
14.3
Job security
20
28.6
Recognition & Service
22
31.4
TOTAL
70
100
From the table above, 10 representing 14.3% of the respondents indicated “Salary & incentives”,8 representing 11.4% of the respondents indicated “Achievement & promotion”, 10 representing 14.3% of the respondents indicated “Responsibility & individual growth”, 20 representing 28.6% of the respondents indicated “Job security”, while 22 representing 31.4% of the respondents indicated “Recognition & service”. This shows that the factors that motivate public sector employees include:
57
- Recognition & service.
- Job security.
- Salary & incentives.
- Responsibility & individual growth.
- Achievement & promotion.
TABLE 4.8: THERE ARE SOME DIFFERENCES BETWEEN THE FACTORS THAT MOTIVATE
PUBLIC SECTOR EMPLOYEES AND THOSE THAT MOTIVATE THE PRIVATE
SECTOR EMPLOYEES.
RESPONSES NO OF RESPONDENTS PERCENTAGE %
YES
40
57.1
NO
30
42.9
TOTAL
70
100
From the table above, 40 representing 57.1% of the respondents indicated “Yes”
While 30 representing 42.9% of the respondents indicated “No” This shows that the
majority of Nigerian Television Authority employees agree that there are some differences
between the factors that motivate public sector employees and those that motivate the
Private sector employees.
58
TABLE 4.9: LEVEL OF LABOR MOBILITY IN YOUR ORGANIZATION.
OPTIONS
NO OF RESPONDENTS PERCENTAGE %
High 2 10 Very high 3 15
Low 10 50 Very low 5 25 TOTAL 70 100
From the table above, 2 representing 10% of the respondents indicated “High”, 3 representing 15% of the respondents indicated “Very high”, 10 representing 50% of the respondents indicated “Low” while 5 representing 25% of the respondents indicated “Very low”. This shows that the level of labour mobility in Nigeria Television Authority is Low TABLE 4.10: LACK OF GOOD MOTIVATIONAL POLICY COULD LEAD TO LOSS OF
CAPABLE AND EXPERIENCED EMPLOYEES IN AN ORGANIZATION.
RESPONSES NO OF RESPONDENTS PERCENTAGE %
Yes
65 92.9
No
5 7.1
TOTAL
70 100
59
From the table above, 65 representing 92.9% of the respondents indicated “yes” while 5 representing 7.1% of the respondents indicated “No”. This shows that majority of the
employees in Nigerian Television Authority agree that Lack of good motivational policy
could lead to loss of capable and experienced employees in an organization.
TABLE 4.11: LACK OF MOTIVATED WORKFORCE IS ONE OF THE MAJOR PROBLEMS
FACING THE PUBLIC AND PRIVATE SECTOR EMPLOYEES IN NIGERIA.
RESPONSES NO OF RESPONDENTS PERCENTAGE %
Yes
60 85.7
No
10 14.3
TOTAL
70 100
From the table above, 60 representing 85.7% of the respondents indicated “yes” while 10 representing 10% of the respondents indicated “No”. This shows that majority of the
employees in Nigerian Television Authority agree that lack of motivated workforce is one
of the major problems facing the public and private sector employees in Nigeria?
60
TABLE 4.12: YOUR ORGANIZATION HAS LOST EXPERIENCED STAFF TO PRIVATE
SECTOR ORGANIZATIONS AS A RESULT OF LACK OF MOTIVATION.
RESPONSE NO OF RESPONDENTS PERCENTAGE %
Yes
40 57.1
No
30 42.9
TOTAL 70 100
From the table above, 40 representing 57.1% of the respondents indicated “yes” while 30 representing 42.9% of the respondents indicated “No”. This shows that Nigerian Television Authority has lost some experienced staff to private sector organizations as a result of lack of motivation. TABLE 4.13: EFFICIENT AND CAPABLE CIVIL SERVANTS ARE EXITING THE PUBLIC
SECTOR ORGANIZATIONS TO PRIVATE SECTOR ORGANIZATIONS.
RESPONSES NO OF RESPONDENTS PERCENTAGE %
Yes
33 47.1
No
37 52.9
TOTAL 70 100 61
From the table above, 33 representing 47.1% of the respondents indicated “yes” while 37
representing 52.9% of the respondents indicated “No”. This shows that majority of the
employees of Nigeria Television Authority does not believe that efficient and capable civil
servants are exiting the public sector organizations to private sector organizations?
61
TABLES 4.14 TO 4.24 COMPRISE QUESTIONNAIRE 2 DIRECTED TO
AIT ENUGU STAFF. TABLE 4.14: EMPLOYEE MOTIVATION IS DIRECTED TOWARDS ATTAINMENT OF
ORGANIZATIONAL GOALS.
OPTIONS
NO OF RESPONDENTS
PERCENTAGE %
Agree
5
25
Strongly agree
15
75
Disagree
-
-
Strongly disagree
-
-
TOTAL
20
100
From the table above, 5 representing 25% of the respondents indicated “Agree”
15 representing 75% of the respondents indicated “Strongly agree”, neither of the
respondents disagree nor strongly disagree. This shows that the majority of AIT staff also
believe that Employee motivation is directed towards the attainment of organizational
goals.
62
TABLE 4.15: PUBLIC AND PRIVATE SECTOR EMPLOYEES IN NIGERIA ARE
ADEQUATELY MOTIVATED. RESPONSES NO OF RESPONDENTS PERCENTAGE %
YES
5
25
NO
15
75
TOTAL
20
100
From the table above, 5 representing 25% of the respondents indicated “Yes”
While 15 representing 75% of the respondents indicated “No” This shows that the majority
of African Independent Television employees strongly disagree that public and private
sector employees in Nigeria are adequately motivated
TABLE 4.16: THE LEVEL OF EMPLOYEE MOTIVATION IN YOUR ORGANIZATION.
OPTIONS
NO OF RESPONDENTS
PERCENTAGE %
High
7
35
Very high
3
15
Low
10
50
Very low
-
-
TOTAL
20
100
63
From the table above, 7 representing 35% of the respondents indicated “High”, 3 representing 15% of the respondents indicated “Very high”, 10 representing 50% of the respondents indicated “Low” while none of the respondents indicated “Very low”. This shows that the level of motivation in African Independent Television is low. TABLE 4.17: YOU ARE PERSONALLY MOTIVATED IN YOUR JOB.
RESPONSES
NO OF RESPONDENTS PERCENTAGE %
Yes
5 25
No
15 75
TOTAL
20 100
From the table above, 5 representing 25% of the respondents indicated “Yes” while 15 representing 75% of the respondents indicated “No”. This shows that majority of the employees in African Independent Television are not personally motivated in their job TABLE 4.18: YOU PREFER TO WORK IN A PUBLIC SERVICE ORGANIZATION.
RESPONSES
NO OF RESPONDENTS
PERCENTAGE %
Yes
8
40
No
12
60
TOTAL
20
100
64
From the table above, 8 representing 40% of the respondents indicated “yes” while 12 representing 60% of the respondents indicated “No”. This shows that majority of the employees in African Independent Television do not want to work in a public sector. organization. TABLE 4.19: FACTORS THAT CAN MOTIVATE YOU TO REMAIN IN THE PRIVATE
ORGANIZATION.
OPTIONS
NO OF RESPONDENTS
PERCENTAGE %
Salary & incentives 8 40
Achievement & promotion 7 35
Responsibility & individual growth
3
15
Job security
-
-
Recognition & Service
2
10
TOTAL
20
100
From the table above, 8 representing 40% of the respondents indicated “Salary & incentives”, 7 representing 35% of the respondents indicated “Achievement & promotion”, 10 representing 15% of the respondents indicated “Responsibility & individual growth”, none of the respondents indicated “ Job security”, while 2 representing 10% of the respondents indicated “Recognition & service”. This shows that the factors that motivate private sector employees include:
65
- Salary & incentives.
- Achievement and promotion.
- Responsibility and individual growth
- Recognition and service. TABLE 4.20: THERE ARE SOME DIFFERENCES BETWEEN THE FACTORS THAT
MOTIVATE PUBLIC SECTOR EMPLOYEES AND THOSE THAT MOTIVATE THE PRIVATE SECTOR EMPLOYEES.
RESPONSES NO OF RESPONDENTS PERCENTAGE %
YES
11
55
NO
9
45
TOTAL
20
100
From the table above, 11 representing 55% of the respondents indicated “Yes”
While 9 representing 45% of the respondents indicated “No” This shows that the majority
of African Independent Television employees agree that there are some differences
between the factors that motivate public sector employees and those that motivate the
Private sector employees.
66
TABLE 4.21: THE LEVEL OF LABOR MOBILITY IN YOUR ORGANIZATION.
OPTIONS
NO OF RESPONDENTS PERCENTAGE %
High 5 25 Very high 5 25
Low 10 50 Very low - - TOTAL 20 100
From the table above, 5 representing 25% of the respondents indicated “High”, 5 representing 25% of the respondents indicated “Very high”, 10 representing 50% of the respondents indicated “Low” while none of the respondents indicated “Very low”. This shows that the level of labour mobility in Africa Independent Television is low. TABLE 4.22: LACK OF GOOD MOTIVATIONAL POLICY COULD LEAD TO LOSS OF
CAPABLE AND EXPERIENCED EMPLOYEES IN AN ORGANIZATION.
RESPONSES
NO OF RESPONDENTS PERCENTAGE %
Yes
20 100
No
- -
TOTAL
20 100
67
From the table above, 20 representing 100% of the respondents indicated “yes” while none of the respondents indicated “No”. This shows that all the employees in African Independent Television agree that Lack of good motivational policy could lead to loss of capable and experienced employees in an organization.
TABLE 4.23: LACK OF MOTIVATED WORKFORCE IS ONE OF THE MAJOR PROBLEMS
FACING THE PUBLIC AND PRIVATE SECTOR EMPLOYEES IN NIGERIA.
RESPONSES
NO OF RESPONDENTS PERCENTAGE %
Yes
20 100
No
- -
TOTAL
20 100
From the table above, 20 representing 100% of the respondents indicated “yes” while none of the respondents indicated “No”. This shows that all the employees in African Independent Television agree that Lack of motivated workforce is one of the major problems facing the public and private sector employees in Nigeria.
68
TABLE 4.24: PUBLIC SECTOR ORGANIZATIONS IN NIGERIA ARE ACHIEVING ENDURING
AND SIGNIFICANT OUTCOMES.
RESPONSES
NO OF RESPONDENTS PERCENTAGE %
Yes
2 10
No
18 90
TOTAL
20 100
From the table above, 2 representing 10% of the respondents indicated “yes” while 18 representing 90% of the respondents indicated “No”. This shows that public sector organizations in Nigeria are not achieving enduring and significant outcomes. 4.1 TESTING OF HYPOTHESES In this section, the hypotheses associated with this study will be tested. The data already presented in this chapter will be used in testing the hypotheses. HYPOTHESIS 1 H0: Public and private sector employees in Nigeria are adequately motivated. H1: public and private sector employees in Nigeria are not adequately motivated.
69
TABLE 4.15: PUBLIC AND PRIVATE SECTOR EMPLOYEES IN NIGERIA ARE
ADEQUATELY MOTIVATED.
RESPONSES NO OF RESPONDENTS PERCENTAGE %
YES
5
25
NO
15
75
TOTAL
20
100
Critical value with 1 degree of freedom at 0. 05 level of significance from chi-square table X² 0.05, 1 = 3.841 DECISION RULE: Reject Ho, the null hypothesis if the computed value of X² is greater than critical value. Accept Ho, the null hypothesis if the computed value of X² is less than the critical value.
70
COMPUTATION OF EXPECTED FRQUENCY Expected frequency = 5 +15 20 =10 2 2 Thus, 10 is the expected frequency for all responses Contingency Table
O E O-E (O-E)² (O-E) ² E
5 10 -5 25 2.5
15 10 5 25 2.5
=5.0
X² = 5.0 DECISION: Since the calculated value X² = 5.0 is greater than the critical value of X² 0.05, 1 = 3.841, we reject null hypothesis which says that Public and private sector employees in Nigeria are adequately motivated. INTERPRETATION: Given a 5% level of significance and 1 degree of freedom, we accept the alternative hypothesis which says that public and private sector employees in Nigeria are not adequately motivated.
71
HYPOTHESIS 2 H0: There are some differences between the factors that motivate public sector
employees and those that motivate the Private sector employees
H1: There are no differences between the factors that motivate public sector
employees and those that motivate the Private sector employees. TABLE 4.8: THERE ARE SOME DIFFERENCES BETWEEN THE FACTORS THAT
MOTIVATE PUBLIC SECTOR EMPLOYEES AND THOSE THAT MOTIVATE THE PRIVATE SECTOR EMPLOYEES.
RESPONSES NO OF RESPONDENTS PERCENTAGE %
YES
40
57.1
NO
30
42.9
TOTAL
70
100
At 1 degree of freedom, 0.05 level of significance. ² 0.05,1 = 3.841
72
DECISION RULE Reject Ho, the null hypothesis if the computed value of X² is greater than critical value. Accept Ho, the null hypothesis if the computed value of X² is less than the critical value. Test statistics is ² = ({[O-e] ²}/e) Level of significance is 0.05 (5%) Degree of freedom (c-1) (R-1) = (2-1) (2-1) =1 Critical value with 1degree of freedom. COMPUTATION OF EXPECTED FREQUENCY Expected frequency = 30+40 = 70 = 35 2 2
O E O-E (O-E)² (O-E) ² E
40 35 5 25 0.7
30 35 -5 25 0.7
= 0.14 X² = 0.14
73
Since the calculated value X² = 0.14 is less than the critical value of X² 0.05, 1 = 3.841, we accept the null hypothesis which says that there are some differences between the factors that motivate public sector employees and those that motivate the Private sector employees. INTERPRETATION Given a 5% level of significance and 1 degree of freedom, we accept the null hypothesis which says that there are some differences between the factors that motivate public sector employees and those that motivate the Private sector employees. HYPOTHESIS 3
H0: Efficient and capable civil servants are not exiting the public sector organizations to
the private sector organizations.
H1: Efficient and capable civil servants are exiting the public sector organizations to the private Sector organizations.
TABLE 4.13: EFFICIENT AND CAPABLE CIVIL SERVANTS ARE EXITING THE PUBLIC
SECTOR ORGANIZATIONS TO PRIVATE SECTOR ORGANIZATIONS.
RESPONSES
NO OF RESPONDENTS PERCENTAGE %
Yes
33 47.1
No
37 52.9
TOTAL
70 100
74
At 1 degree of freedom, 0.05 level of significance. ² 0.05,1 = 3.841 DECISION RULE Reject Ho, the null hypothesis if the computed value of X² is greater than critical value. Accept Ho, the null hypothesis if the computed value of X² is less than the critical value. Test statistics is ² = ({[O-e] ²}/e) Level of significance is 0.05 (5%) Degree of freedom (c-1) (R-1) = (2-1) (2-1) =1 Critical value with 1 degree of freedom. COMPUTATION OF EXPECTED FREQUENCY Expected frequency = 33 + 37 = 70 = 35 2 2
O E O-E (O-E)² (O-E) ² E
33 35 -2 4 0.1
37 35 2 4 0.1
= 0.2 X² = 0.2
75
Since the calculated value X² = 0.2 is less than the critical value of X² 0.05, 1 = 3.841, we accept null hypothesis which says that Efficient and capable civil servants are not exiting the public sector organizations to the private sector organizations INTERPRETATION
Given a 5% level of significance and 1 degree of freedom, we accept the null hypothesis which says that Efficient and capable civil servants are not exiting the public sector organizations to the private sector organizations
76
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS.
5.1 MAJOR FINDINGS The major findings at the end of this research investigation include the following: 1. Both public and private sector employees in Nigeria are not adequately motivated. 2. There are some differences between the factors that motivate public sector
employees and those that motivate the Private sector employees.
3. Efficient and capable civil servants are not exiting the public sector organizations to
the private sector organizations. 5.2 CONCLUSION
Lack of highly motivated workforce has been a major problem facing the public and
private sector employees in Nigeria. Private sector employees are envious of their public
sector counterparts on issues including job security, responsibility and individual growth,
especially opportunity for study leave.
Salary and incentives ranks highest on the motivating factors for private sector employees
at 40%, followed by achievement at 35% while responsibility and individual growth
ranked only 15%. However Job security, which ranked second highest for the public sector
employees at 28.6%, was not even considered at all by the private sector employees. This
is because of the believe in the labor mobility syndrome associated with the private sector.
The employees are easily attracted to the highest paid companies.
77
For the public sector employees, Recognition and service ranks top at 31% followed by job
security at 28.6%. The reasons are obvious in Nigeria where some public service officials
embezzle government money and use different official powers at their disposal to assess
political powers, using public structures to their advantages than their Private sector
counterparts. No gain saying that salary and incentives also ranks high in the factors that
motivate the public sector employees. The only difference is that it is ranked 3rd by the
public sector employees as against 1st priority by the private sector employees.
Interestingly, majority of both private and public sector employees seem not to be
interested in cross sector employment. While the public sector employees would want to
remain in the public service mainly because of the job security, willingness and aspirations
to serve, their private sector counterparts would not have the patience to be counting years;
waiting for low and irregular salaries as well as unfulfilled agreements of pay increase.
However, thirty out of seventy public sector employees (42.9%) find the idea of working in
the private sector attractive. These are from the category of junior employees who are
eager for quick money. Similarly, eight out of twenty private sector employees (40%) -
mainly junior and less ambitious staff would be willing to work in the public sector for job
security. Incentive like gratuity and pension was also fingered in arriving at their choice.
Only when considering pay and financial packages do public sector employees feel
themselves to be worse off than if working in the private sector to any significant degree.
Even then, some private sector employees still think the public sector has it better when it
comes to remuneration. Statistical analysis provides strong evidence of a blurring between
the two sectors on several key issues.
Overall, public sector employment is seen as more attractive, especially at this new era of
implementation of federal government monetization policy across the civil service.
78
The fundamental differences on key issues including salary and incentives, job security,
recognition and service were identified in this work. It is important for employers to note
these differences, and what motivates their staff, to ensure their workforce remains happy
and isn't tempted to jump ship."
5.3 RECOMMENDATIONS
Based on the findings from this study, the following recommendations were proffered:
1. Both public and private sector organizations in Nigeria should adopt suitable and
effective motivational strategies to increase productivity and also to avoid brain
drain.
2. Employers should evolve effective and efficient human resources development
strategies that would carefully study the motivational needs of their employees to
compete favorably in the international market and improve the national economy
as well as the living standard of the people.
3. The public service organizations are the agents of the government through which
public utilities are distributed equitably. Therefore the employees should be
highly motivated to discharge their services patriotically to the citizenry without
the temptation of embezzling public funds or looking for greener pastures.
79
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APPENDIX Department Of Management, Faculty of Business Administration, University Of Nigeria, Enugu Campus. 25- 03-2010. Dear Respondent, I am a postgraduate student of the Department of Management, faculty of Business Administration, University of Nigeria, Enugu Campus. I am carrying out a study on “Motivation in Public and Private Sector Organizations: A Comparative Study”. Please kindly study the questionnaire and supply all the information required. You should also tick (√) in the boxes provided against your choice of answer. Please, note that all information given would be strictly treated confidentially. Yours faithfully, Ezeugwu, Obiora Linus.
83
QUESTIONNAIRE 1
STAFF OF NIGERIAN TELEVISION AUTHORITY (NTA) ENUGU.
Instruction: Kindly tick (√) against the option(s) chosen.
SECTION A
1 Sex: (a) Male [ ]
(b) Female [ ]
2. Age: (a) 18-25 [ ]
(b) 26-35 [ ]
(c) 36-45 [ ]
(d) 46 years and above [ ]
3. Educational Qualifications:
(a) SSCE/GCE [ ]
(b) OND/NCE [ ]
(c) B.sc/HND [ ]
(d) M.sc/MBA/PhD [ ]
(e) Others, specify [ ]
4. Age bracket:
(a) 25-35 years [ ]
(b) 36-45 years [ ]
(c) 46-55 years [ ]
(d) 56 years and above [ ]
5. Category of staff:
(a) Senior staff [ ]
(b) Junior staff [ ]
6. How long have you worked in Nigeria Television Authority (NTA)?
(a) 1-2 years [ ]
(b) 3-4 years [ ]
(c) 5-6 years [ ]
(d) Above 6 years [ ]
SECTION B
7. Employee motivation is directed towards the attainment of organizational goals.
(a) Agree [ ] (b) strongly agree [ ]
(c) Disagree [ ] (d) strongly disagree [ ]
8. Public and private sector employees in Nigeria are adequately motivated.
(a) Yes [ ] (b) No [ ]
9. The level of employee motivation in your organization.
(a) High [ ] (b) low
(c) Very high [ ] (d) Very low
10. You are personally motivated in your job.
(a) Yes [ ] (b) No [ ]
11. You prefer to work in a private organization.
(a) Yes [ ] (b) No [ ]
12. Factors that can motivate you to remain in your organization.
(a) Salary and reward [ ]
(b) Achievement and promotion [ ]
(c) Responsibility and individual growth [ ]
(d) Job security [ ]
(e) Recognition and service [ ]
13 There are some differences between the factors that motivate the public sector employees and those that motivate the Private sector employees.
(a) Yes [ ] (b) No [ ]
14. The level of labor mobility in your organization
(a) High [ ] (b) low [ ]
(c) Very high [ ] (d) Very low [ ]
15. Lack of good motivational policy could lead to loss of capable and experienced
employees in an organization.
(a) Agree [ ] (b) disagree [ ]
(c) Strongly agree [ ] (d) strongly [ ]
16. Lack of motivated workforce is one of the major problems facing the public and
private sector employees in Nigeria.
(a) Yes [ ] (b) No [ ]
17. Your organization has lost experienced staff to a private sector organization as a
result of lack of motivation.
(a) Yes [ ] (b) No [ ]
18. Efficient and capable civil servants are exiting the public sector organizations to
private sector organizations.
(a) Yes [ ] (b) No
QUESTIONNAIRE 2
STAFF OF AFRICAN INDEPENDENT TELEVISION (AIT) ENUGU.
Instruction: Kindly tick (√) against the option(s) chosen.
SECTION A
1 Sex: (a) Male [ ]
(b) Female [ ]
2. Age: (a) 18-25 [ ]
(b) 26-35 [ ]
(c) 36-45 [ ]
(d) 46 years and above [ ]
3. Educational Qualifications:
(a) SSCE/GCE [ ]
(b) OND/NCE [ ]
(c) B.sc/HND [ ]
(d) M.sc/MBA/PhD [ ]
(e) Others specify ---------------- [ ]
4. Age bracket:
(a) 25-35 years [ ]
(b) 36-45 years [ ]
(c) 46-55 years [ ]
(d) 56 years and above [ ]
5. Category of staff:
(a) Senior staff [ ]
(b) Junior staff [ ]
6. How long have you worked in African Independent Television (AIT)?
(a) 1-2 years [ ]
(b) 3-4 years [ ]
(c) 5-6 years [ ]
(d) Above 6 years [ ]
SECTION B
7. Employee motivation is directed towards the attainment of Organizational goals.
(a) Agree [ ] (b) strongly agree [ ]
(c) Disagree [ ] (d) strongly disagree [ ]
8. Public and private sector employees in Nigeria are adequately motivated.
(a) Yes [ ] (b) No [ ]
9. The level of employee motivation in your organization.
(a) High [ ] (b) low
(c) Very high [ ] (d) Very low
10. You are personally motivated in your job.
(a) Yes [ ] (b) No [ ]
11. You prefer to work in a public service organization.
(a) Yes [ ] (b) No [ ]
12. Factors that can motivate you to remain in your organization.
(a) Salary and reward [ ]
(b) Achievement and promotion [ ]
(c) Responsibility and individual growth [ ]
(d) Job security [ ]
(e) Recognition and service [ ]
13. There are some differences between the factors that motivate the public sector
employees and those that motivate the Private sector employees.
(a) Yes [ ] (b) No [ ]
14. The level of labor mobility in your organization.
(a) High [ ] (b) low [ ]
(c) Very high [ ] (d) Very low [
15. Lack of good motivational policy could lead to loss of capable and experienced
employees in an organization.
(a) Agree [ ] (b) disagree [ ]
(c) Strongly agree [ ] (d) strongly [ ]
16. Your organization has lost experienced staff to a public sector organization as a
result of lack of motivation.
(a) Yes [ ] (b) No [ ]
17. Public sector organizations in Nigeria are achieving enduring and significant
outcomes.
(a) Yes [ ] (b) No [ ]
