University of Nigeria Research Publications of Teachers in... · Chapter Two: Literature Review ... - examination malpractice and poor performance in ... topic Motivation of teachers

University of Nigeria

Research Publications A

utho

r

OGARA, Millicent I.

PG/M.Sc/03/34089

Title

Motivation of Teachers in Government Secondary

Schools in Nsukka Urban of Enugu State

Facu

lty

Social Sciences

Dep

artm

ent

Public Administration and Local Government

Dat

e October, 2007

Sign

atur

e

UNIVERSITY OF NIGERIA, NSUKKA

DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT

MOTIVATION OF TEACHERS IN GOVERNMENT SECONDARY b

SCHOOLS IN NSUKKA URBAN OF ENUGU STATE

OGARA MILLICENT IFEOMA

SUBMITTED TO THE DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT IN PARTIAL FULFILMENT OF THE

REQUIREMENTS FOR THE AWARD OF DEGREE OF MASTER OF SCIENCE IN PUBLIC ADMINISTRATION

OCTOBER 2007

-.

APPROVAL PAGE

This project has been approved for the Department of ,Public

Administration and Local Government, University of Nigeria Nsukka.

-- DR. B.C. NWANKWO SUPERVISOR HEAD OF DEPARTMENT

PROF oKEY~BEANu DEAN FACUI-TY OF SOCIAL SCIENCES

-- -- PROF. R.N.C ANYADIKE

DEAN SCHOOL OF POSTGRADUATE STUDIES

,,. 111

CERTIFICATION

This is to certify that OGARA MILLICENT IFEOMA with registration

number PGlMSCJ03134089 has successfully completed all the necessary

~equirements for course work and Thesis for the award of Degree of

Master of Science in Public Administration.

This work is original and has not been submitted in part or full for #

any other diploma or degree of this or any other University.

DR. B.C NWANKWO , . . .

HEAD OF DEPARTMENT PROJECT SUPERVISOR .

DEDICATION

This work is dedicated to God Almighty for giving me the grace to

cope with the challenges involved and to my mother Mrs. Grace Ogara for

her encouragement.

ACKNOWLEDGEMENT

I wish to express my gratitude to my supervisor Dr. 6.C Nwankwo

whose immense assistance and expert advice made this work possible.

My appreciation also goes to my Lecturer Dr. C.U Agalamanyi who

guided and encouraged me in the work. Indeed his contribution is

unquantifiable in making this work a success. #

I am also grateful to the following persons - Mrs. A.N Odo, Mrs. F.1

Nzekwe, Mr. Chris Obileke, Mrs. Beatrice Onah.

They supported me morally and academically. May God reward them

graciously.

Finally my indebtedness goes to my family, the Ogara's who provided

the conducive home atmosphere for the completion of this work.

TABLE OF CONTENTS

ii. Certification - - - - - - - iii

- iii. Dedication - - - - - - iv

iv. Acknowledgement - - - - - - v

v. Table of contents - - - - - - vi

vi. List of tables- - - - - - - - ix t

vii. Abstract - - - - - - - - X

Chapter One: Introduction

1.1 Background of the study - - - - - - I

1.2 Statement of the problem - - - - - 2

1.3 Objectives of the study - - - - - - 4

1.4 Significance of the study - - - - - - 5

I .5 Scope of the study- - - - - - - 5

1.6 Limitation of the study - - - - - - 6

Chapter Two: Literature Review and Methodology

2.1 The RoleJimportance of Motivation - - - - 10

2.2 Motivation Theories - - - - - - 11

2.3 Motivation Techniques - - - - - - 15

2.4 Motivation: Implication for Management - - - 26

2.5 Theoretical Framework - - - - - - 28

2.6 Research Hypothesis - - - - - - 29

Operationalization of Concept -

Research Method - - -

Area of the Study - - -

Population of the Study - -

Sample Size - - -

Sampling Technique - - Instrument for Data Collection -

Questionnaire used in the Study

Validation of the lnstrument - Method of Analysis - -

Chapter Three: Findings and Discussions

Research Question 1 - - - - Research Question 2 - - - -

Research Question 3 - - - - Research Question 4 - - - - Chapter 4: Presentation and Analysis of Data

Questionnaire Distribution - - -

Personal Data of Respondents - - -

Distribution by Age - - - -

Distribution by Years of Experience - -

Distribution by Qualification - - -

MEAN CALCULATION - - -

vii

30

3 1

3 1

3 1

31

3 1

31 t

32

32

32

33

34

36

37

38

39

39

39

40

41

4.3.1 Testing Hypothesis 1 - - - - -

4.3.2 Testing Hypothesis 2 - - - - - -


4.4 PERCENTAGE CALCULATION - - - -




Chapter 5: Summary, Conclusion and Recommendations

5.1 Summary - - - - - - - -

5.2 Conclusion - - - - - - - -

5.3 Recommendation - - - - - - -

Bibliography

Appendix

LIST OF TABLES

Table 1 :

Table 2:

Table 3:

Table 4:

Table 5:

Table 6:

Table 7:

Table 8:

Table 9:

Table 10:

Numerical strength of schools - - - - 38

Distribution by Age - - - - - 39

Distribution by years of experience - - - 39

Distribution by qualification - - - - 40

Motivation of teachers in public secondary schools and high #

productivity questionnaire nos 1 - 12 - - .. 42

Motivation of teachers in Nsukka Urban and their self

actualization questionnaire nos 13 - 17 - - 43

Poor motivation of teachers and increase in incidence of

exam-malpractice and moral decadence. Questionnaire nos

18-21 - - - - - - - - 44

Percentage calculation: - Questionnaire no. I I - 46

Percentage calculation: - Questionnaire no. 14 - 47

Percentaae calculation - Questionnaire no. 20. - 47

ABSTRACT

This study examined the motivation of teachers in government

owned secondary schools in Nsukka Urban.

In the course of this work, four research questions were raised and

three research hypothesis formulated. All these gave guidance to the work.

Further more, structured questionnaire was developed and validated #

by experts in the department. The questionnaire was administered to two

hundred teachers in ten public schools in Nsukka urban. The data

collected were analysed using simple percentage and mean score.

Findings made from the study show that

- motivation of teachers in government secondary schools in

Nsukka urban is poor.

- the prevalence of high rate of exam-mal-practice and moral

decadence among youths is linked with poor motivation of

teachers.

- The national goals for secondary education are not being

realized on a high level.

- Teachers do not experience job satisfaction and self-

actualization in their profession

Based on the findings, some recommendations were made among them

are: -

- the government must recognize that teachers are important

assets in her education industry. Their pay must compare

with other employees, in other sectors with the same

qualification.

- The government should of utmost urgency adopt other

motivational techniques which have never been used to

boost employee productivity. #

CHAPTER ONE

INTRODUCTION

I .I BACKGROUND OF THE STUDY

National policy on Education (2004) describes secondary

education as the education children receive after primary education and

before tertiary stage. The policy states that the broad goals of

secondary education shall be to prepare the individual for -

(a) Useful living within the society #

(b) Higher education

Further more, the policy (1978) expresses one of its goals as that of the

acquisition of appropriate skills and the development of mental, physical

and social abilities and competencies as equipment for the individual to

live in and contribute to the development of his society. According to the

policy, to achieve the stated goals, secondary education shall be for six

years duration, given in two states: -

- a junior secondary school stage

- a senior secondary school stage. Each shall be of three

years duration.

The junior secondary school shall be both pre-vocational and academic.

Students who complete junior secondary shall be streamed into -:

- the senior secondary school

- the technical college

- an out of school vocational training centre

- an apprenticeship scheme

On the other hand, the senior secondary school shall be comprehensive

with a curriculum designed to broaden pupils' knowledge and outlook

(National Policy on Education 2004).

Secondary school as an institution serves as an agency to realize

the above goals. it is equally an organization equipped with both human

and material resources to achieve desired course. Being an

organization the importance of motivation as good management #

technique cannot be over emphasized.

Motivation has been an age long issue between employees and

employers. It has also been noted by management scholars that

employee motivation is an effective instrument for increased

productivity. According to Lindner (1998), motivated employees help

organizations survive. They are more productive.

In the light of this background, this research seeks to investigate

on the motivation of teachers who teach in government secondary

schools in Nsukka urban.

1.2 STATEMENT OF THE PROBLEM

In the recent times, there has been a very strong outcry by stake

holders in Education and the public against some vices which are so

common among students in public secondary schools. These vices

include: - - escalating indiscipline

- examination malpractice and poor performance in

external examinations

- drug addiction

- disobedience to parents and constituted authorities

- promiscuity and moral decadence

- violence and cultism among others.

The prevalence of the above unpatriotic behaviour among our

youths in government secondary schools leaves much to be desired. It @

has equally raised some questions among leaders and concerned

citizens as regards its causes. Prominent among these causes is the

issue of motivation of teachers who are directly involved in teaching

these students.

Further more industrial actions frequently embarked by teachers

and poor performance by students in external examinations suggest

that teachers welfare are not being adequately addressed by the

government. One therefore wonders the extent to which the National

goals for secondary education are being realized in the face of these

problems.

The issues raised above, have created an urge to probe into this

topic Motivation of teachers in government secondary schools in

Nsukka urban. The following research questions will be used in cause

of the work.

4

RESEARCH QUESTIONS

Are teachers in government secondary schools in Nsukka

urban motivated on their job?

Is there any relationship between employee motivation and job

performance?

Are the National goals for secondary education being realized

on a high level?

Has poor motivation of teachers in government secondary b

schools resulted in wide spread exam-malpractice and moral

decadence among youths?

1.3 OBJECTIVES OF THE STUDY

The broad objective of this research is to investigate on the

motivation of teachers in government secondary schools in relation to

the realization of the National goals for secondary education. This

research intends to achieve the following at the end: -

To find out whether teachers who teach in public schools are

adequately motivated on the job.

To establish the effect of motivation on employee productivity.

To find out the extent to which the national goals for secondary

education are being realized in government owned schools.

To ascertain whether poor motivation of teachers has resulted

in wide spread exam mal-practice and moral decadence

among our youths.

1.4 SIGNIFICANCE OF THE STUDY

One of the major issues facing human resource department and

specialist is the issue of motivation. Motivation is the primary factor

when it comes to getting work down. This research will present the

following significance.

- to confirm to the government and school administrators that

motivation of workers has positive influence on the realization

of organizational goals. b

- To identify other motivational techniques and work incentives

which the government has not been using in motivating her

workers.

- To encourage employers of labour (the government) to

motivate their teachers adequately so that they can be

actualized in their profession and have job satisfaction.

- To reduce the prevalence of examination mal-practice which is

associated with low performance due to poor motivation of

teachers.

1.5 SCOPE OF THE STUDY

The scope of this research is government owned secondary

schools in Nsukka urban. The research intends to reach teachers who

teach in government secondary school in Nsukka urban of Enugu State.

I .6 LIMITATION OF THE STUDY

The research of this type is always faced with problem which

hinder the full realization of its objectives.

The main limiting factor is on how to get true and realistic

information from respondents. Some respondents (teachers) may

express fears or indifference in opening up; incase their views and

feelings be made known to the government and they will be

subsequently victimized. @

Secondly, time may pose some hindrances as research of this type

is time consuming.

CHAPTER TWO

2.1 LIERATURE REVIEW AND METHODOLOGY

One of the major problems confronting management is that of

motivating workers to perform assigned tasks to meet or surpass

predetermined standards (Nwachukwu, 1988). According to Dickson

(1973)) employee were considered just another input into the production

of goods and services at one time. What perhaps changed this way of

thinking about employees was the research referred to as the 6

Hawthorne studies conducted by Etton mayo from 1924 to 1932.

The hawthorne studies began the human relation approach to

management, whereby the needs and aspirations of employees

become the primary focus of managers (Bredeian 1993). In an

organization, personnel are said to be motivated if they perform their

jobs effectively and efficiently (Mondy et al 1980).

The concept of motivation is at the very heart of the study of work

organizations. The issue of motivating employees is of great concern to

both management and workers in the organization.

in the words of Atkinson (1964), motivation has no fixed meaning in

contemporary psychology. One thing is clear, motivation is derived from

Latin word "Movere" meaning to move .... However contemporary

authors have defined the concept of motivation as: - - the psychological process that gives behaviour purpose

and direction (Kreitner, 1995).

- A predisposition to behave in a purposive manner to

achieve specific unmet needs (Buford, Brdian and

Lindner, 1 995).

- An internal drive to satisfy an unsatisfied need (Higgin,

1 994).

- The will to achieve (Bedian, 1994)

- The inner force that drives individuals to accomplish

personal and organizational goal (Lindner 1998). b

- The willingness to exert effort to achieve organizational

goals, conditioned by this effort's ability to satisfy

individuals needs (Robbin and Coulter, 1996)

- The process of influencing or stimulating a person to

take action that will accomplish a desired goal (Mondy et

al 1980)

- A prepotent state that energizes and guides behaviour

(Omode, 1991).

Jones (1955) also defined motivation as being concerned with how

behaviour gets started, is energized, is sustained, is directed, is

stopped; and what kind of subjective reaction is present in the organism

while all this is going on.

Obi-Keguna (2004) states that in the context of industrial

psychology, work motivation primarily concerns: - - what it is that energizes human behaviour

- what directs or channels behaviour

- how the behaviour is maintained or sustained

When we emphasize these three aspects, work motivation may be

defined as conditions which influence the arousal, direction and

maintenance of behaviour relevant in work settings.

Based on the foregoing definitions, Akinbo (2004), posits that

motivation is concerned with all the inner striving condition often

described as gives, desires and wishes which make the individual act in #

a certain way. It is an inner state that activates or moves the individual.

Without motivation, there would be no purpose or goal, exhibited by the

individual either at work or elsewhere. Okpara (2004) says

behaviourists view motivation in the same way that they view learning,

that is in terms of stimuli, responses and reinforcers. Individuals are

motivated when drive stimuli impel and guides their responses. It is the

stimuli that both direct and reinforce behaviour.

The review of literature will consider this topic under the following

headings: -

- the role/importance of motivation

- motivation theories

- motivational techniques

- motivation - implication to management practices.

2.1 THE ROLEIIMPORTANCE OF MOTIVATION

Why do we need motivated employee? The answer is survival

(Smith, 1994). According to Linder (2005), motivated employees help

organizations survive. They are more productive.

Harry Levinston in Nwachukwu (1988) made a very interesting

observation about an unmotivated employee thus:

The characteristics of a jackass are stubbornness, stupidity and

unwillingness to go to where someone is driving him. These by #

interesting coincidence are also characteristics of unmotivated

employees. Unmotivated employees are a threat to an organization and

will not perform to meet organizational goals.

Onah (2004) states that job performance depends on ability, the

environment and motivation. The relationship is stated as follows: - P =

f(M + A + E).

Where P = performance

A = ability

E - - environment

M = motivation

Ajileye (1992) asserts that employee performance has a strong

functional relationship with his ability and desire (motivation) on the job.

According to him, the prime focus of the major public service review

efforts has been how to increase performance and productivity through

motivation. For example Harrigin report (1946), Gorsuch (1955),

Mbanefor (1959), Morgan (1964), Elwood (1 966), Adebo (1 971)

addressed the issues affecting salary and wages, pay and

compensation systems in the bid to introduce reforms into the public

service structure and function.

Wubbolding (2002), lists some problems that are common in

workplace today. They are employee who.. .

- are consistently late to work

- perform below their potential

- lack initiative

- fail to follow through

- seem to be moody

- perform poor quality work. These and other organizational

problems are addressed by motivation skills.

Akinbo (2002) expresses the importance of motivation as: - - it enhances individual and organizational growth

- it improves productivity and performance

- it enhances group dynamism

- it enhances good labour - management relations

- it enhances quality.

2.2 MOTIVATION THEORIES

Understanding what motivated employees and how they were

motivated was the focus of many researches following the publication of

the Hawthorn study results (Terpstra 1979). 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

- Adam's equity theory

- Skinner's reinforcement theory

According to Maslow, employees have five levels of needs #

(Maslow, 1943):

- physiological, safety , social, ego and self-actualization. He

argued that lower needs had to be satisfied before the next higher need

would motivate employees. In Maslow's (1970) expatiation on the

characteristics of the basic needs, the point was made that the

hierarchy of needs was not as rigid as might have been implied. He

believed that in some people for instance, self-esteem may be more

important than love. He however, cautioned that the hierarchy should be

understood in terms of consciously felt desires rather than actual

behaviour. Although MaslowJs original concern centered around the

development of a model which was generally descriptive of the relation

between motivation and personality, he later focused his attention

specifically on motivational problems of employees in work settings

(Maslow, 1965).

HERZBERG'S THEORY

Herzberg's work categorized motivation into two factors: -

motivators and hygienes (Herzberg, Mausner and Snyderman 1959).

According to Herzerg and his associates, motivators or intrinsic factors

are such as achievement, recognition, responsibility, individual growth,

produce job satisfaction. If the above factors are absent, they

maintained that they would not cause dissatisfaction. The hygiene or

extrinsic factors such as pay, job security, promotion on the other hand #

produce job dissatisfaction. If the above factors are absent, they

maintained that they would not cause dissatisfaction. The hygiene or

extrinsic factors such as pay, job security, promotion on the other hand

produce job dissatisfaction.

VROOMJS THEORY

Vroom's theory is based on the belief that employees effort will lead to

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

According to him, 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. Vroom's theory advocates three variables

which are involved: - valence, instrumentality and expectancy. Taylor

(1 974) adduces the following issues inherent in Vroom's theory.

- what kind of behaviour must the employee produce in

order to achieve these objectives?

- What outcome does the job offer employees?

- How attractive do employees view these outcomes?

ADAM'S THEORY

Adam's theory states that employees strive for equity between

themselves and other workers. Equity is achieved when the ratio of

employee outcomes over input is equal to other employee outcomes

over inputs (Adams 1965). Obi-Keguna (2004) says that comparisms

with subordinates or with employees in different organization may also #

occur. An employee will perceive his job outcomes to those of other

employees with a similar job or with similar qualifications. Thus

satisfaction results when perceived equity exists but dissatisfaction sets

in when perceived inequity is experienced.

SKINNER'S THEORY

Skinners theory simply states those employees behaviours that lead to

positive outcomes will be repeated and behaviours that lead to negative

outcomes will not be repeated (Skinner, 1953). Managers should

positively reinforce employee behaviour that lead to positive outcomes.

They should also negatively reinforce employee behaviour that leads to

negative outcomes.

Skinner's theory of shaping behaviour is useful to managers but

one should not assume that human behaviour is simple to understand

or modify (Mondy et al 1980).

2.3 MOTIVATION TECHNIQUES

McNerny (1996) states: "motivating employees is a very

challenging task because of the varying needs and desires that drive

employees' behaviour. No single theory can guide efforts to bolster

employee motivation since they are not purely economic, social, political

or psychological beings.

According to Blaire (2004), motivation must come from within

each person. Many people believe that management cannot motivate #

employees. Robbin and Coulter (1996) state: many people view

motivation as personal trait; which they cannot change. It means some

employees have it some do not. Some employees are motivated and

some are not. Managers must create the environment for employees to

exert effort, they must be approachable by the employees in such a way

that they an see and understand what employee needs are. After

understanding what employee needs are, human resource managers

work to meet those needs while considering the goals of the

organization.

Matejka (1990), states that a true leader must find out what his

people are pursuing. Leaders must understand how to help peers and

subordinates meet their needs. Managers can then begin to help

employees reach company goals. Kamery (2004) posits that positive

motivational techniques could be intrinsic or extrinsic. Intrinsic

techniques tap the positive satisfaction an employee gets from the job

itself eg job enrichment challenging work, growth and development

opportunities. On the other hand extrinsic techniques deal with rewards

an employee gets from the employer e.g. pay, promotion benefits etc.

This paper will discuss these techniques (intrinsic and extrinsic) in

detail: -

TECHNIQUES AVAILABLE TO ENHANCE MOTIVATION

There are several approaches and techniques the practicing

manager should consider in getting work done. These techniques + include: -

2.3.1 MONEY

One of the oldest and longest standing rewards or reinforcers of

behaviour is money. Mondy et a1 (1980) states that managers are

hopeful that money can be utilized for two basic purposes: - - to attract and retain qualified personnel in the

organization

- to motivate these personnel to higher levels of

performance.

Good pay is essential employee satisfaction and must be

carefully considered in all personnel matters (Mcintosh 2004). Onah

(1996) also asserts that wages and salaries with a competitive

character have a large motivating element in Nigeria. He went further to

urge that even though there is a limit to which salaries could be

increased given the harsh economic environment, within which

organizations exist in the country, it should be remembered that these

employees' depend heavily on their salaries and they also exist in a

harsh economic environment. Nelson (1996) found that money is not a

top motivator. In a research study of 1500 employees in a variety work

setting, employees reported that personalized, instant recognition was

one of the most powerful tools of motivation of the 65 potential

incentives evaluated.

2.3.2 EMPLOYEE PERFORMANCE AND EQUlN b

Equity involves an individual comparing his or her performance

and rewards received with the performance and reward received by

other for doing similar work (Mondy, Holmes and Flippo 1980). JS

Adams (1963) says that equity theory is based on the simple premise

that people want to be treated fairly.

An employee who perceives that there is equity in management's

actions and processes feels motivated and maintains the current

situation and is in high spirits. On the other hand if inequity is perceived,

there is the motivation to reduce inequity by changes in input outcomes

and alterations in the perception of self and others (Onah 1996).

2.3.3 JOB SECURITY

Kuhnert (1987) found that there is a strong relationship between

perceived job security and health. The more permanent the employees

thought their position was, the greater their physical and mental well

being. The more permanent employees perceive their jobs, the more

their strong relationship with their job and the more they harmonize their

need to the organizational goals (Onah 1996).

2.3.4 PROVIDING EFFECTIVE SUPERVISION

The supervisor can make or break an employee (Nwachukwu

1988). He forms essential link between the general manager and the

workers. The worker must have good and effective supervision to

perform to the best of his ability. According to Mcintosh (2005) the

quality of supervision will largely determine the level of employee #

performance. Since much personal motivation is derived from

competent supervisor, efforts to improve quality supervision will reflect

directly in higher employee motivation, achievement and morale.

2.3.5 DELEGATION OF AUTHORITY AND RESPONSIBILITY

Good managers empower employees by helping them to realize

that after many years of getting each step approved and working with

limited boundaries, employees are free to pursue their needs (Kamery

2004). A key to empowerment is to delegate responsibility and duty. If

managers assign a task to an employee without assigning

accountability along with it they have not truly delegated. Employees

must accept responsibility and decide for themselves a course of action.

Onah (1996) asserts that from time to time, it is good to allow staff

of sufficient seniority to perform some functions which belong to

management but which are not strictly of a professional nature. Such

actions throw challenges to staff and give impression that their worth is

being recognized.

2.3.6 JOB ENRICHMENT VERSUS JOB ENLARGEMENT

Strongly advocated by Fredrick Herzberg job enrichment refers to

the basic changes in the content and level of responsibility of a job, so

as to provide for the satisfaction of the motivation needs of personnel.

The individual is provided with the opportunity to derive a feeling of

greater achievement, recognition, responsibility and personal growth in #

performing the job (Mondy et al 1980).

Herzberg (1968) states that there are a number of principles for

implementing job enrichment which include

- increasing job demands

- increasing a workers accountability

- providing work scheduling freedom

- providing feed back

- providing new learning experience

On the other hand job enlargement is said to provide a horizontal

expansion of duties. For instance, instead of knowing how to operate

only one machine, an employee is taught to operate two or more but not

additional responsibilities are provided.

2.3.7 SELF FULFILLING PROPHECY

A manager's expectations have significance influence on

employee motivation and performance. Livingston (1969) states that

- a manager's expectation of employees and the way he or she

treats them largely determine their performance and career

progress.

- a unique characteristic of superior managers is their ability to

create high performance expectations that subordinates fulfill.

According to Mcintosh (2005) another way to create motivation is

the personal conference held in private with each employee. Such talks

smooth out problems and difficulties which may be blocking the b

motivation of the employee.

2.3.8 TRAINING AND DEVELOPMENT

Ajileye (1 992) posits that workers attitude towards their job reveal

that they can be stimulated more by the intrinsic nature of work - that is

the challenges inherent in it than by any of the material benefits or

outward trappings of the job. Based on the above, employee need for

self-realization is no longer dependent on competitive success but more

importantly on personal growth and development.

According to Nwachukwu (1988) employee training and

development are at the heart of employee utilization, productivity,

commitment, motivation and growth. Many employees have failed in

organizations because their need for training was not identified and

provided for as an indispensable part of management function.

Effective training programmes according to Blue and Nay lor

(1976), can result in increased productivity, reduced labour turnover and

employee satisfaction. They also noted that a training programme

should include all employees from factory workers to executives and

apply not only to inexperienced workers but also to experienced

workers in the enterprise.

2.3.9 PROMOTION AND STAFF ADVANCEMENT

An average employee looks forward to the day when he will earn

a promotion. Promotion is a reward for past performance, an

encouragement to help him to continue to excel. It is a vote of #

confidence and a blessing. Promotion is a motivator of behaviour

(Nwachukwu 1988).

According to Onah (1996), promotions and advancement put new

life in the individual and activates his knowledge skills. He feels

challenged and in consequence strives harder to be effective in his new

job.

2.3.10 WELFARE SCHEMES

Staff welfare schemes are generally a part of incentives which

show organization's concern for the whole quality of working life of its

employees and identification of ensuring employee well-being (Ajileye,

1992). According to him some of these welfare scheme include

- eating and recreational facilities

- medical and health facilities

- transportation and accommodation facilities

- training and development opportunities

- pension and gratuity

- communication and encouragement of interpersonal

relationship

- prompt management show of concern in the event of

employee demise or the demise of a close one.

- Pension and gratuity.

2.3.1 1 SEEKING AND USING EMPLOYEES' OWN IDEAS

To feel very much of the hospitality service business and to be

given an incentive, each employee must understand that he is free to

contribute ideas (Mcintosh, 1974). Management must encourage

employee ideas and provide the necessary mechanism for obtaining

them. According to Negro and Negro (1977) upward communication is

in a very important sense unnatural. It is like rowing upstreams against

the current. To obtain these ideas from employee suggestion boxes,

idea discussion, employee meetings can be introduced. Encourage

employees to think about problems of the business. Some excellent

ideas from them may be forthcoming. As a manager, carefully consider

all ideas and if adopted, commend or reward the giver, if not adopted a

word of explanation and appreciation should be always given.

2.3.12 KEEPING EMPLOYEE'S INFORMED

Successful service industry manager build good attitude in their

employees by keeping them informed of affairs of the business.

Important methods of informing employees include

- personal communication

- use of a bulletin board

- regular employee newsletter or newspaper

- individual written notices and meetings

Meetings are one of the best forms of management - employee

communication. They should be kept short and purposeful. There are

two types of meetings: - b

- the regular stop meeting and

- the problem or opportunity meeting

The regular stop meetings are usually held for supervisy8g$ ( A

I . . . . i l . . .. departmental heads. However all employees should be invited to a st&ff?, '

, . meeting probably once a month or once each quarter. p 4 , ,?,

The problem or opportunity meeting is called when someone has

a problem or an idea worthy of consideration and assistance by others

in the organization. Holding regular meetings for the employees is one

of the best means of motivating your staff and building self-esteem.

2.3.1 3 INSTILLING PRIDE IN WORK

Management should show public satisfaction with

accomplishment by occasionally complimenting and expressing

appreciation to the employee for work well done. Thank them one-on-

one, verbally, in writing or both. Give praise often, sincerely, and in a

timely manner (Nelson 1996).

Pride in work well done also builds morale. Morale can be defined

as an emotional attachment to the business itself. It is the end product

of skilled management and is reflected in each individual and in the

general tone of all employees towards their employer and towards each

quest. When employee satisfactions and needs are being met, excellent

moral is the certain result. Morale thus becomes an important indicator

of the quality of employee management and should be carefully

watched and measured as an integral part of the total management $

process.

2.3.14 WORKING MATERIALS

The provision of adequate working materials does a lot in respect

to employee motivation. These materials include ultra-modem

equipment, uniform befitting office paraphernalia, convenience etc.

They relate to and are all part of the working environment. The absence

of some of these can cause frustration and a negative work attitude

(Onah 1996).

2.3.15 RECOGNITION - NONMONETARY

Non-monetary recognition can be tangible or intangible.

Examples of tangible recognition: pins or plaques for length of service

or special accomplishments, announcing a promotion with a story and

employee's picture in the local newspaper or advertisement in the local

newspaper featuring pictures of key personnel, highlighting their training

experience and outstanding services. Intangible means of recognition

are less formal. A kind word of praise "Joe the gardens and lawn look

just great. Or, take employees out to lunch at regular intervals, arrange

a party for them such as at Christmas or send each one a card on his

birthday or when sick.

2.3.1 6 SOCIAL PRESTIGE

Present day management theory says is no longer sufficient to

satisfy only subsistence needs. Such a policy is too limited to motivate

employees enough for today's competitive business condition (Mcintosh #

1974). Superior employee performance will be obtained only when his

social and self-esteem needs are supplied on the job. More money

often becomes an insistent demand when management is concerned

only with satisfying minimum cost of living needs, when a "whole

person" is involved, within an enterprise, the employee is often content

with less money than he might make elsewhere simply because he

enjoys his work and experiences self-esteem and accomplishment

through his work.

Employees like everyone else feel a strong need to belong and

feel accepted. These are important factors in good employee

management. The intelligent and efficient manager considers them

when he formulates policy governing work incentives for his business

family.

2.3.17 BEETER PLACEMENT

Workers will be more productive and interested if they feel they

are in the right job, best employed, and being used to the fullest

capacity. Periodic checks of employees' production and talk with his

supervisor will establish his level of performance. Appropriate

adjustment in his job assignment helps to keep his work up to his

capabilities and are of long-term benefit to both worker and employer.

2.3.18 BETTER ENVIRONMENT +

Some places of business look fine from the outside and to the

customer; but much less attractive behind doors in the work areas. This

is detrimental to morale. Also there are indirect bad effects on habits

and sanitation standards. Working areas should be made light airy,

comfortable, orderly, quiet and clean. Actual tests have proven that

morale and productivity are much higher when employees work in /

pleasant and clean areas than when the work environment is

unattractive and depressing.

2.4 MOTIVATION: - IMPLICATION FOR MANAGEMENT

PRACTICES

For motivational tools to succeed, it must be dynamic (Akinbo,

2003)., Motivational techniques which are not flexible are dangerous

and counter productive. According to him organizations must and

should not forget that a satisfied need is no longer a motivator of

behavour. Environment, organizational and even individual changes

should not be forgotten while organizing and implementing motivational

needs.

Mondy et at (1980) on their discussion on motivation stressed the

following for managers: - - managers should recognize and try to develop a better

understanding of human behaviour if they are to create

a climate that encourages greater employee

performance and satisfaction. t

- Personnel have been underutilized and over managed.

Organizations should try to provide more responsible

and challenging jobs that allow a greater degree of self-

control by the individual.

- Many managers have adopted the theory x assumptions

regarding the expected behaviour of their subordinates.

These managers have created a climate of distrust and

one that encourages immature actions on the part of

employees. These conditions do not lead to more

effective performance or a higher level of employee

satisfaction.

Etuk (1981) in a study of job satisfaction and motivation with

executive officers in parastatals and government ministries in Cross

River State, showed that these officers attach great importance to the

following facets of their jobs; achievement, opportunity to grow,

responsibility, opportunity to participate in making decisions, opportunity

to participate in goal setting, opportunity for promotion. According to him

these factors are not only the major determinants for job satisfaction but

specifically they are job factors that are capable for positively

influencing their job attitudes and performance.

2.5 THEORETICAL FRAMEWORK

A theoretical framework is a way of describing, analyzing,

interpreting and predicting phenomena. It involves linking the problem #

under investigation to the assumptions, postulations and principles of a

theory (Obasi 1999). The importance of a theoretical framework in a

research work cannot be overemphasized. It gives a research work the

necessary focus and direction by limiting the danger of eclectic analysis.

This research; motivation of teachers in government secondary

schools is anchored on the Human Relations Approach to management,

also referred to as the Hawthorne studies was conducted by Etton Mayo

from 1924 to 1932 (Dickson, 1973). The studies found employees are

not motivated solely by money and employee behaviour is linked to their

attitudes. 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).

According to Nwachukwu (1988) Human Relations Approach to

management concentrates on the interpersonal relationship between

management and workers. The proponents of this school place

emphasis on the understanding of employees by management. They

stress motivation - meeting workers needs and aspirations.

The school also believes that effective use of human relationship

will aid management in realizing organizational goals. Much behavioural

research does support the thesis that reasonable satisfaction of the

needs and desires of these people who work within and contribute to

the enterprise will lead to greater output. A management approach that

ignores or de-emphasis the human element will often result in only #

partly accomplished objectives, reduced creativity and general

dissatisfaction.

The contributions: - theories and research; applications of such

well known behavioural scientist:

- Abraham Maslow (Hierarchy of needs)

- Herzberg (two factor theory)

- Chris Argyris (etc) have provided considerable insight

into approaches for increased managerial effectiveness.

The criticism for this Human Relations Approach is that it tries to

link management too closely to the field of psychology and sociology.

In the face of the above criticism the theory still remains a good

approach to realizing organizational goals amidst other management

processes.

2.6 RESEARCH HYPOTHESIS

The following hypotheses will be tested in course of this research.

0)

(i i)

(iii)

Motivation of teachers in government secondary schools

enhances high productivity resulting in the realization of

the National goals for secondary education.

Adequate motivation leads to job satisfaction and self-

actualization of teachers in their profession.

Poor motivation of teachers in government secondary

schools increases exam-malpractice and moral-

decadence among youths. #

2.7 OPERATlONALlZATlON OF CONCEPTS

For the purpose of this research, these terms are deemed to have

these definitions: -

VICES: Evil, unacceptable character

PUBLIC SECONDARY SCHOOLS: Government owned secondary

schools

EMPLOYER: Government

EMPLOYEES: Teachers

ENHANCE: Improve the quality of something

MORAL DECADENCE: Behaviours which show a fall in standard

ABERATION: A way of behaviour that is not socially accepted.

MOTIVATORS: Variables that influence somebody to behave in a

particular way

ORGANIZATIONAL GOALS: Targets that are expected to be

achieved by an organization.

2.8 RESEARCH METHOD (DESIGN)

To achieve the objectives of the study and answer questions

raised in the statement of problem, the survey research method was

used. This method also helped to test the hypotheses raised in chapter

two.

2.9 AREA OF THE STUDY

The area of the study is Nsukka Urban in Nsukka Zone of the

Post Primary Schools Management Board of Enugu State. #

2.10 THE POPULATION OF THE STUDY

The population of this study is teachers serving in government

secondary school in Nsukka Urban.

2.11 THE SAMPLE SIZE

The sample size is made up of ten government secondary

schools in Nsukka Urban. This size makes up about forty percent of the

total government secondary schools in the area of study.

2.12 THE SAMPLING TECHNIQUE

The simple random sampling technique was used to elicit

information from respondents. This technique was chosen because it

expresses equal chance for every member of the population.

2.13 THE INSTRUMENT FOR DATA COLLECTION

The following instruments were used in collecting data for the

study: -

(i) The questionnaire

(ii) Oral interviews (where necessary)

2.d4 THE QUESTIONNAIRE USED IN THE STUDY

The questionnaire method was used to gain information from the

target group. The nature of the questionnaire is the structured type

which helped to elicit information from respondents easily. The Likert

five rating scale was used, but for convenience, it was reduced to four

namely: -

Strongly Agree (SA)

Agree (A)

Disagree (D)

Strongly disagree (SD)

4 points

3 points

2 points

1 point

2.15 VALIDATION OF THE INSTRUMENT

The questionnaire designed for the study was given to two

research analysts in social science for validation. It was also tested to a

small group of teachers in public schools before the final bulk of the

questionnaire was distributed.

2.16 METHOD OF ANALYSIS

Considering the nature of the research, the type of data collected,

and the sampling technique, simple percentage, tabular analysis of data

and mean was used.

For simple percentage any value that falls between 0-49% will be

rejected, while any value that falls between 50%-100% will be accepted.

In the same vein, any mean value that falls between 0-2.49 will be

rejected and any from 2.5 and above will be accepted.

CHAPTER THREE

FINDINGS AND DISCUSSION

The research centered on the motivation of teachers in public

secondary schools and its effect on productivity. The theoretical frame-

work anchored on the Human Relations Approach to management.

Some research questions were raised and the following finding made in

respect to the questions.

3.1 RESEARCH QUESTION 1 #

Are teachers in government secondary schools in Nsukka Urban

motivated on their job?

It was noted from empirical data that teachers are poorly

motivated. Little motivation in terms of pay, promotion and growth on

the job are offered. The level at which the above items are given is so

low that they do not effect any positive change in employee productivity.

Mcintosh (1974), states that some ways of motivating employees

include

- seeking and using employees own ideas

- keeping employees informed

- expressing personal interest on employees

- instilling pride in work well done

- providing effective supervision

Other motivational techniques according to Matejka (1 990) are

- creating challenging tasks

- creating opportunities for growth

- sharing ownership

- building group and team identity

- building trust and respect

It is sad to note that most of these techniques posited by

management scholars are not offered to teachers. The intrinsic

motivators which will create the opportunity for self actualization on the

job are scarcely given. How then will teachers be actualized in their #

profession when the means are not provided? The effect is that of job

dissatisfaction.

Nelson (1996) found that money alone is not a top motivator. It

therefore becomes necessary that a combination of motivators be

offered so that employees will work at best to meet organizational goals.

3.2 RESEARCH QUESTION TWO

between employee motivation and Is there any

productivity?

According to R

relationship

noorhead ant Griffin (1995), to reach high levels of

performance, an employee must want to do the job, (motivation) be able

to the job (ability) and have the right materials to do the job

(environment). A deficiency in any of these areas will hurt performance

Onah (2004). A manager should thus strive to ensure that all these

three conditions are met (Vroom, 1964).

This research found out that motivation of teachers by the

government is very poor. The essence of all motivational efforts is to

increase employee productivity. Motivated workers' out produce

unmotivated employees (Nwachukwu 1988).

According to Lidner (2005), motivated employees help

organizations to survive, they are more productive. Responses from

population group show that adequate motivation results in high

productivity. Many literatures consulted in course of this research reveal #

other techniques of motivation - like

- job security

- sympathetic help with personal problems

- personal loyalty to employees

- interesting work

- good working conditions

- tactful discipline

- good wages and promotions

- full appreciation of work done.

It is unfortunate to state that most of these indicators of motivation

are not part of teachers working condition. Pay has been the most

frequently used; technique. According to Onah (2004), pay alone has

been proved not to be effective motivator for good performance.

Empirically employee motivation in public schools is poor and the effect

is low productivity. It has therefore become imperative that when

motivation is high, productivity will be high and when motivation is low

productivity will be low also.

3.3 RESEARCH QUESTION THREE

Are the National goals for secondary education being realized on

a high level?

All types of organizations - government establishment, business

enterprises, hospitals, cooperative, churches whether profit making or

non-profit making have some goals to achieve. #

The National goals for secondary education stipulates, among

others that - a child must acquire appropriate physical, social and

mental competencies as equipment for the individual to live and

contribute to the development of his society.

Responses from questionnaire sent out show that the extent to

which these goals are being realized is not high. This is evident in the

society as majority of people who pass through public secondary

schools lack sufficient ability to contribute meaningfully to the

development of our society. This indicates a deterioration in the

standard of education.

Furthermore, social vices are more prevalent among youths

within secondary school age and this shows a negation of the goal of

secondary education. It can therefore be said that the National goals for

secondary education are not being realized on a high level.

3.4 RESEARCH QUESTION FOUR

Has poor motivation of teachers in government secondary

schools resulted in wide spread exam-malpractice and moral

decadence among our youths?

In an organization, personnel are said to be motivated if they

perform their jobs effectively and efficiently. In other words when

motivation is poor, job performance will be poor and organizational

goals are hardly realized. The wide spread exam-malpractice and moral b

decadence among youths in public secondary schools are an

affirmation that out National goals for secondary education are not

being realized on a high level.

This research has also proved that the wide-spread exam-

malpractice and moral decadence found among students in secondary

schools are as a result of poor motivation of teachers (questionnaire

Responses: 20).

Many, teachers and even school authority have been implicated

by examination bodies (WAEC, JAMB etc) to have taken part in exam-

malpractice. Others show a kind of apathy to other duties. When

indicted they justify their action on the basis that the government does

not motivate them. The wide spread exam-malpractice and moral

decadence among youths in government secondary school have

become a national problem and an aberration of the goals of secondary

education. This research had proved that these vices are linked with

poor motivation of teachers by the government.

CHAPTER FOUR

PRESENTATION AND ANALYSIS OF DATA

The number of questionnaire given to serving teachers within the

sample size was two hundred and fifteen copies. Two hundred and

three were returned. Out of the two hundred and three that were

returned, three copies were discarded for lack of compliance to

instruction. The distribution of questionnaire to schools was based on

the strength of teachers in the school. The number that was returned #

from each school is as shown below.

4.1

SIN

1

2

3

4

5

6

7

8

9

10

QUESTIONNAIRE DISTRIBUTION

TABLE 1: NUMERICAL STRENGHT OF SCHOOLS

SCHOOL

C.S.S lsienu

STC Nsukka

NUMERICAL

STRENGTH

CSS Obukpa

NUMBER

RETURNED

59

76

UGSS Nsukka

20

25

43

GTC Nsukka

SCGSS Nsukka

I I

CSS Alor Uno 1 55 (18

16

68

QRC Nsukka

22

47

59

17

20

60

MSC Nsukka

BHS Nru

20

72

49

25

17

The table above shows that one third of teachers in each school

was used to obtain information from the questionnaire.

4.2 PERSONAL DATA OF RESPONDENTS

TABLE 2

4.2.1 DISTRIBUTION BY AGE

The table above reveals that greater a number of respondents are

of age and mature. In other words, they can judge rationally the extent

of motivation given to them by their employer (government).

40 and above

4.2.2. TABLE 3

PERCENTAGE AGE RANGE

DISTRIBUTION BY YEARS OF EXPEREINCE

NO OF TEACHERS

91

RANGE OF EXPERIENCE NO OF

45.5

PERCENTAGE

I I I I From the data shown above, fifty percent of the teachers have put

in about fifteen years of experience on the average. By implication, they

have experienced the different kinds of motivation available to teachers

by different administration and government. Their responses to

questions raised in the questionnaire are without bias. #

4.2.3 TABLE 4

DISTRIBUTION BY QUALIFICATION

EDUCATIONAL

QUALlFfCATfON

NCE

HND

BED

BSC

B A

PGDE

MED

MSC

MA

NO OF TEACHERS

35

4

60

40

15

12

17

15

2

PERCENTAGE

17.5

2

30

20

7.5

6

8.5

7.5

1

The data above shows that all the respondents are qualified to

teach in the secondary school. The least qualification is the NCE which

is also the minimum qualification for teaching.

Secondly majority of the respondents (62%) are educationists by

training and understand the effect of motivation on productivity.

4.3 PRESENTATION AND ANALYSIS OF DATA FROM

RESPONDENTS QUESTIONS 1-21 USING MEAN AND SIMPLE

PERCENTAGE #

4.3.1 DETERMINING THE MEANS VALUE SYMBOLS USED AND

THEIR REPRESENTATION

SA - Strongly Agree 4 points

A - Agree 3 points

D - Disagree 2 points

SD - Strongly Disagree 1 point

X - Number of Responses

Fx - Number of responses x value

xfx - summation of FX

N - Total number of respondents

X - mean (Average)

Testing Hypothesis I using mean

HYPOTHESIS I

Motivation of teachers in government secondary schools in

Nsukka Urban will enhance high productivity resulting in the realization

of National goals for secondary education.

4.3.1 .I TABLE 5

Questionnaire SA

ITEM X FX

I 28 112

2 150 600

3 150 600

4 64 256

5 41 164

6 105 4 F

General Mean (x) = - 731 0 2400

The mean value is 3.04

The above mean calculation (3.04) shows that majority of

secondary school teachers believe that motivation will increase

productivity. In effect the National goals for secondary education will

also be realized on an increasing measure.

From the above mean value, our first hypothesis has been

accepted.

4.3.1.2 HYPOTHESIS II

Adequate motivation leads to job satisfaction and self-


TESTING HYPOTHESIS II USING MEAN

3.3.1.2 TABLE 6

Questionnaire SA A

ITEM X FX X

General Mean (x) = - 2721 1000

The mean value for questionnaire items 13-17 shows that

hypothesis I I has been accepted. Teachers in government secondary

schools will be actualized in their profession if they are adequately

motivated. They also experience job satisfaction.

4.3.1.3 HYPOTHESIS Ill

Poor motivation of teachers in government secondary schools

increases the incidence of exam-malpractice and moral decadence

among the youths.

TESTING HYPOTHESIS II USING MEAN

TABLE 7

Questionnaire I SA A D SD

General Mean (x) = - 271 5 3.39 - - 800

The mean value is 3.39 which above the set value of 2.49. this

indicates that our third hypothesis has been accepted. From this

empirical result, teachers believe that the wide spread exam-

malpractice and moral decadence among youths is as a result of poor

motivation of teachers who work among them.

4.4. PRESENTATION AND ANALYSIS OF DATA USING SIMPLE

PERCENTAGE

The background study, research questions and hypotheses

indicate that employee motivation affects other variable which include

- high productivity

- self actualization

- exam-malpractice and moral decadence

The three hypotheses are hereby tested.

TESTING HYPOTHESIS I

Motivation of teachers in government secondary school in Nsukka

Urban will enhance high productivity resulting in the realization of

National goals for secondary schools. #

The questionnaire sent out carry some indicators of motivation.

These indicators include the following: -

- prompt payment of salaries and allowances

- good working conditions like retirement benefits,

insurance policy etc

- recreational activities like picnics, sports etc

- recognition of teachers outstanding performances

- in-service training for teachers

- promotion and benefits associated with it

- competitive salaries and allowances

- bonus offer from time to tome

- availability of teaching materials

- conducive working environment

Respondents' opinion on each of these indicators is expressed in

Appendix 6.

The summation of all the indicators above is expressed in

questionnaire number II which also addresses hypothesis I. the data are

shown below

HYPOTHESIS I

4.4.1 TABLE 8

ADEQAUTE MOTIVATION ENHANCES HIGH PRODUCTIVITY

FREQUENCY

The data above conform that adequate motivation has direct

relationship with high productivity 82.5 percent of the respondents agree

to this statement. In effect our first hypothesis has been upheld.

4.4.2 TESTING HYPOTHESIS II

Adequate motivation leads to job-satisfaction and self-


The second hypothesis is directly summed up in questionnaire

number 14. Information elicited from respondents on questionnaire

number 14 is shown below: -

PERCENT 1

82.5

17.5

AGREE

DISAGREE

t 165

35

TABLE 9

PERFORMING TO MAXIMUM CAPACITY AND BEING ACTUALIZED

FREQUENCY

From the above data 82.5% of the survey group agrpe that

motivation of teachers will make them perform to maximum capacity

PERCENT

AGREE

DISAGREE

and also be actualized in their profession.

The second hypothesis is hereby accepted.

4.4.3 TESTING HYPOTHESIS Ill

Poor motivation of teachers increases the incidence of exam-

malpractice and moral decadence among youths.

The above hypothesis is hinged on questionnaire number 20.

Teachers' responses on the question is shown below

165

35

200

82.5

17.5

100

TABLE 10

POOR MOTIVATION INCREASES EXAM-MALPRACTICE AND

MORAL DECADENCE AMONG YOUTHS

AGREE

DISAGREE

FREQUENCY

1 70

30

200

PERCENT

82.5

15

100

The data above indicate that 85% of respondent agree that poor

motivation of teachers' results in high incidence of exam-malpractice

and moral decadence among youths.

In order words our third hypothesis has been accepted based on

the above empirical data.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 SUMMARY

This research focused on motivation of teachers in government

secondary schools in Nsukka Urban of Enugu State. The main purpose

was to find out the effect of employee motivation on high productivity,,

job satisfaction and self actualization of the employee on the job, and

high incidence of exam-malpractice and moral decadence among #

youths.

Some research questions were raised in course of the research.

These include: - - Are teachers in government secondary schools

motivated on their job?

- Is there any relationship between employee motivation

and high productivity?

- Has poor motivation of teachers in government

secondary schools resulted in wide spread exam-

malpractice and moral decadence among the youths?

Three research hypotheses were also posited in order to answer

these questions. Furthermore structured questionnaire was designed to

gain information from teachers in ten government secondary schools in

Nsukka Urban. This number represents 40% of government secondary

schools in Nsukka Urban.

A number of literature was reviewed to gain information on the

subject matter. Oral discussion with the target group was also carried

out.

The data obtained from the questionnaire were collated and

analysed using simple percentage and tabular analysis to obtain mean

score. The mean score and simple percentage obtained from the data

show that employee motivation has direct relationship with - - realization of organizational goals (high productivity)

#

- self-actualization of teachers in their profession

- incidence of exam-malpractice and moral decadence

among youths.

The three hypotheses raised were also accepted.

5.2 CONCLUSION

This research has revealed that adequate employee motivation

helps organizations to realize their goals. Further more teachers in

government secondary schools are poorly motivated and this has

resulted in the prevalence of vices among the youths. These vices are

an aberration of the stated goals for secondary education.

It has therefore become necessary that the government and all

stake holders in education industry should as a matter of urgency

address the needs and aspirations of teachers. This will go a long way

in making teachers effective and efficient on their job.

Ultimately our education industry will be salvage from collapse

and National development enhanced.

5.3 RECOMMENDATIONS

Based on the findings and conclusion made from this research,

the following recommendations are made: - - The government must of an utmost urgency recognize

that teachers are important assets in her education

industry. Their monthly pay should compare dith

workers in other sectors with the same certificates.

- The government should give priority attention to

teachers welfare and aspiration. This will help to restore

the confidence teachers have lost on their employer.

- Other motivational techniques (monetary and non-

monetary) as described in the literature review should

be adopted and given to teachers as and when due. If

the above recommendations are adopted, teachers will

put in their best, get actualized in their profession and

our national goals for secondary education will be

realized on a higher level.

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Onah, F. 0. (1996) Public Enterprises and the Nigerian Worker. Fulladu Publishing Company Enugu.

Robbins, S. P. and Coulter M. (1996). Management. (5' ~ b . ) . Englewood Cliffs. NJ. Prentic Hall; Inc.

Robert E. Wubbolding (2002). Employee Motivation. SPC Press.

Rob. H Kamery, (2004). Proceedings of the Academy of Legal, Ethical and Regulatory Issues; Vol. 8, No. 2.

Robert W. Mcintosh, (1974). Employee Motivation and Work Incentives in the Service. Michigan State University Extension

Skinner, B. F. (1953). Science and Human Behaviour. New York: Free Pres.

Terpstra, D. E. (1979). Theories of Motivation. Borrowing the best. Personnel Journal, 58.376

Vroom V. H. (1 964). Work and Motivation. New York. Wiley.

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ....... . . . . . . . . . . . . . . . . . . . .

.... ._ __ . . . . . . . . ........ _ _ _ . _ ....... . . . . ............. -. 't'c:tcl1ct.s

hFalr: I;cn~alc Total .. .. ... - ......- -- ... S.1-(' Nsukka h:l I 3 3 4 :1 7 6

.- . . . . . . . . . . . . . . . . . . . .- .... -. ...... .........--........ M 1 % 4 7 6 5

...... __ ... . . . . . . ^ ............. ... QKSS Nsrrkka I; i 7 4 1 (A)

__ -- . . h?/F 2 4 7 5 5 9

............ -. .... , . -. ..... . .- ....... ........... - ...-.............. -. ........ UGSS Nsukka 1 ; I7 5 1 fix

... _ _ _. __._____I ._ A?/!: 2 5 7 32

....... .- ...... .. -. - ............ .- --- .... ..-..... - -. - - ..- - - hll/l: 2 .i 15 40

. . .... . . .......... ... _ ._ _ _ . __ CSS 1,cjn P,llF I 6 3 I 9

-. - - .. ............... . - . . ........ ..... .. -..

(:SS IJr~~abor hl;; 3.5 12 4 7 ... . . .- .... . . . . . . . . . . ....... .. . .... -. ..

(i.1-C N s ~ ~ k l i ; ~ bl! i.' 7 o I X 4 7 I

- ....... - - -. -. ..... ...... . . Mil: 15 3 I X

.... .- ... ........ -. .... . . . . . . . . . . . . . . . . . . . . . . . . . . . ... . . .- ..... -.-. -- ..

C'SS Okj,~!jc h I /F 1.2 2 I4 ..... ..... ............... r- --

('S S I Im; \w-A~ i i h l l l l~ 2 0 7 2 7 .- ...................... - . .

CSS Obirno Mil.. 20 I 0 3 9 - . -- - ........ .-....- - .... ... ........... -.- .

CISS Otrr~kp;~ Mil: 2 I 22 4 3 - ...-.. . . .. . . M/i~,; . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . -. ...

C'SS Ldc-0balI;i 2 '7 2 3 5 0 -. - - -- ..... - --. ... - ......... - ... . . . .- -. . - .- -- .. .- ...... - ....... .

C S S E Z ~ I I L I I I ~ ~ I Al/ .I: 1 1 2 13 - ... -- . . . . . -- ........ .. .. - - .. .

St. (.'?prim SSS Nstrkk.:~ I,. 12 IS 27 ................... . - .. -- ..... -. ....... ..

St. C:!,lxinn L'SS N s ~ k k a i i : 13 40 59

- / / 1-1 / 1-1 8.0 Copyright 1984-2003 StatisticsIData Analysis Stata Corporation

4905 Lakeway Drive College Station, Texas 77845 USA 800-STATA-PC http://www.stata.com 979-696-4600 [email protected] 979-696-460 1 (fax)

Single-user Stab for Windows perpetual license: Serial number: 1980529090 Licensed to: University of Nigeria, Nsukka

STATEC COMPUTER CENTRE Notes:

1 . You are running Small Stata. - - preserve Frequencies

Statistics

Frequency Table

Prompt Payment of teachers' salaries

I 1 I I I Cumulative I

Valid Agree

Working Conidition

Disagree Total

I I I I I Cumulative I

Frequency 177 23

200

Percent 88.5

Valid Agree

11.5 100.0

Disagree Total

Valid Percent 88.5

Frequency 190

Percent 88.5

11.5 100.0

10 200

100.0

Percent 95.0 5.0

100.0

Valid Percent 95.0

Percent 95.0

5.0 100.0

100.0

Recreational activities

Recognition of teachers' outstanding

Valid Agree Disagree Total

In-sewice training for teachers

Frequency 1 84 16

200


Promotion and Benefits

Percent 92.0 8.0

100.0

Frequency 98

102 200


Cumulative

Valid Agree Disagree 100.0 Total 200 100.0 100.0

Relative Salaries and allowances

Valid Percent 92.0 8.0

100.0

Percent 49.0 51 .O

100.0

Frequency 85

115 200

Cumulative Percent

92.0 100.0

monetary and nonmonetary bonus

Valid Percent 49.0 51 .O

100.0

Percent 42.5 57.5

100.0


Cumulative Percent

49.0 100.0

Teaching Materials


100.0

Frequency 185 15

200


Cumulative Percent

42.5 100.0

Percent 92.5 7.5

100.0

Frequency 190 10

200

Valid Agree Disagree

'Total

v


100.0

Percent 95.0 5.0

100.0

Frequency 185 15

200

Cumulative Percent

92.5 100.0


100.0

Percent 92.5 7.5

100.0

Cumulative Percent

95.0 100.0


100.0

Cumulative Percent

92.5 100.0

Condusive environment for teaching and learning

1 I I I I Cumulative I

Valid Agree

Teachers ~roducti*

Disagree Total

Frequency 131

I Disagree I 35 ( 17.5 1 17.5 1 100.0

69 200

Valid Agree

I Total I 200 1 100.0 I 100.0 I

Percent 65.5

Preforming to maximum capacity and bee3actualized

34.5 100.0

Frequency 165

Valid Percent 65.5

Curbing moral decadence and exam-malpractices

Percent 65.5

34.5 100.0

Percent 82.5


100.0

Valid Percent 82.5

Frequency 165 35

200


Percent 82.5

Percent 82.5 17.5

100.0

Frequency 170 30

200


100.0

Percent ,

85.0 15.0

100.0

Cumulative Percent

82.5 100.0


100.0

#

Cumulative Percent

85.0 100.0.

A ? ? k m x c

QUESTIONNAIRE RESPONSES

QUESTIONS

DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT, UNIVERSITY OF NIGERIA, NSUKKA

Dear Colleague,

My name is OGARA MILLICENT IFEOMA, a Post Graduate student

in the above department of the University of Nigeria Nsukka. I am

conducting a research in motivation of Teachers in government

secondary school in Nsukka Urban of Post Primary Schools Management

Board Enugu State.

I solicit your help in completing this questionnaire, which has

sessions. The information you will provide is purely academic and,will be

treated with highest level of anonymity.

SECTION ONE: This section seeks information's about your school and

of yourself.

Tick ( J ) against the option that is most applicable to you.

NAME OF YOUR SCHOOL: ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... .....

AGE: 20 - 24 ( ), 25 - 29 ( )

30 - 34 ( ), 35-39( ) I

40 and above ( )

Years of Experience in Teaching : 1 - 4 ( > , 5 - 9 ( ), 10-14 ( ), 15 -19 (

20-24 ( ) , 25-29( ) 30-34 (

35 and above ( )

Educational Qualifications : (Indicate the highest )

N C E ( ) H.N.D.( ), B E D ( , B S c ( ) , B A ( I t P G D E ( ) ,M .ED( ) , M S C ( ) MA( )

6 1

SECTION B

Rate the following statements by ticking (4) against the option that

best describes your opinion or experience.

The options are Strongly Agree (SA), Agree (A), Disagree (D) and

Strongly Disagree (SD)

Prompt payment of teachers' salaries and

allowances will enhance high productivity

in government secondary school in

Nsukka Urban

Insurance Policy, retirement benefits, job

security and healthy working conditions

when provided to teachers will encourage

them to work hard

Recreational activities like picnics will

enhance job efficiency among teachers in

government secondary school's

Recognition of teacher's outstanding

performances and achievements by the

government will motivate teachers to put

in their best.

Teachers should be allowed to advance

in their profession through in service

training

Promotion of teachers and benefits

associated with it should be given to

teachers as and when due.

Teachers salaries and allowances do not

compare with other teachers with the

same qualification in other states and

other educational establishments

Bonus offer in monetary and non

monetary terms stir the zeal in teachers

to work hard if given from time to time

The government should provide all the

necessary materials for teaching and

learning processes

The school environment must be

conducive before teachers can perform

maximally.

Adequate motivation of teachers in public

schools will enhance high productivity

The national goals for secondary

education are not being realized on a

high level.

Teacher have always realized their

potentials and capabilities by achieving

specific goals

Adequate motivation of teachers will

make them perform to maximum capacity

and be actualized in their job.

There are challenging jobs in teaching

which provide the platform for teachers to

actualize their potentials

Teachers in government secondary

schools experience job satisfaction

Majority of teachers aspire to actualize

their potentials but the means are not

provided.

Students in our public schools will

perform better in external examination if

their teachers are motivated.

The standard of education in our country

will improve if teachers in government

secondary schools are adequately

motivated

Poor motivation of teachers has resulted

to moral decadence among youths and

wide spread exam - malpractice in

secondary schools

Motivation of teachers in government

secondary school will reduce the

incidence of drug addiction, violence,

cultism, disobedience to parents and

constituted authorities among our youths

Documents

University of Nigeria Research Publications of Teachers in... · Chapter Two: Literature Review ... - examination malpractice and poor performance in ... topic Motivation of teachers