Project Abstract

<p> This research identified the relationship of improved staff performance and organizational achievement beyond targets among the employees of Zenith Bank Plc, Awka. Staff motivation (independent variable) leads to “improved” staff performance (dependent variable) with either negative or positive results depending on the staff perception of equity and inequity rewards. The study discovered that integrative management styles and contingent leadership measures are vital for effective functioning of the organization. These were attained using a sample of 45 respondents (25 senior staff and 20 junior staff) of the organization using stratified probability sampling technique. The primary and secondary sources of data used in the study were validated on face and content value and were analyzed using Chi-square tools. The findings of this study revealed that all employees of the Bank are motivated by monetary incentives and that there is a significant relationship between staff motivation and organizational performance. The study therefore, recommends that financial incentives should be sustained, other reward alternatives should be explored as to integrate various interests, regular training of staff should be embarked on, management should be flexible, approachable but focused while driving the staff towards organizational goals and employees should be consulted directly or indirectly or given options to choose for reward. <br></p>

Project Overview

<p> </p><div><p><strong>INTRODUCTION</strong></p><p><strong>1.1 CONCEPTUAL FRAMEWORK</strong></p><p>The conceptual framework adopted for the analysis of the study is drawn from Fredrick Hertzberg’s “Two factor or Hygiene Maintenance Theory of Motivation”.</p><p>The assumptions of the theory are that need satisfaction and motivational effects of these satisfactions are embedded on intrinsic and extrinsic factors. The intrinsic factors are tagged motivators or satisfiers and involve elements like recognition, work itself (achievements), responsibility and individual growth. Conversely, the extrinsic factors called dissatisfiers or hygiene factors involves salary (money), organizational policy, promotion, supervisor-subordinate relationship and working condition are seen as having almost no impact in improving job satisfaction hence they motivate insignificantly.</p><p>However the presence of the satisfiers motivates the staff and vice versa while the presence of dissatisfiers neither decrease motivation nor increase it, but may affect</p></div><div><p>staff job satisfaction. (Onwuchekwa, 1995:131-132 and NIM Chartered, p.15)</p><p>The theory is adopted because it is able to capture the scenario in the organization where money reward is prevalent.</p><p><strong>1.2 BACKGROUND OF THE RESEARCH PROBLEM</strong></p><p>Management of business organizations are tasked with the major function of utilizing human and material resources in the attainment of organizational goals. Leadership style in business organizations, particularly financial institutions, which abinitio is human-faced is faced with the challenged of satisfying customer’s interest as well as the attainment of organizational objectives of profit and staff welfare.</p><p>However, the spontaneous growth and challenges resulting from the recapitalization twisted management style and ideology from human relations theory towards scientific or machine theory, not only in the organization of study, but also in some growing business organizations. The consequence of this is the near neglect of staff motivations.</p></div><div><p>Management thinking is that since staff is highly paid, they ought to devote their entire life in the service of the organization. Workers are thereby treated more as tools that could be used and dumped at the whims of management.</p><p>This is visible in terms of heavy work load or assignment of untenable targets. When these demands are not met, job security of the staff is threatened.</p><p>The thesis of the equity theory of motivation used for analysis shows that motivation ought to be balanced when applied, so as to be relevant to its purpose. This is because over-reward or under-rewards result to inequity and consequently, the failure of the essence of motivation.</p><p>Moreover, a factor may play an important role in determining the inter-relationship between motivation and increased productivity. Such factors like providing opportunity for personal need fulfillment (i.e. reward opportunities) to each worker in a way that encourages his or her productivity for the organizational. A worker is motivated by opportunities to achieve and satisfy unfulfilled needs, the perceived opportunities is seen as incentive and personalized motivator.</p></div><div><p>It is pertinent to state that it is the misapplication of these salient motivators that necessitates a study of this nature to serve across various business organizations.</p><p><strong>1.3 STATEMENT OF PROBLEM</strong></p><p>The statement of problem in this study is to investigate and find out if employee or staff motivation improves organizational performance. On the basis of the information from this study, some recommendations will be made on staff motivation and organizational performance.</p><p><strong>1.4 OBJECTIVES OF THE STUDY</strong></p><p>The objectives of the study are:</p><p>1. &nbsp; &nbsp; &nbsp; &nbsp; To create information about employee motivation and organizational performance.</p><p>2. &nbsp; &nbsp; &nbsp; &nbsp; To find out if motivation improves employee performance.</p><p>3. &nbsp; &nbsp; &nbsp; &nbsp; To find out if motivation improves organizational performance.</p><p>4. &nbsp; &nbsp; &nbsp; &nbsp; To find out the impact of incentives on organizational performance.</p></div><div><p>5. &nbsp; &nbsp; &nbsp; &nbsp; To make suggestion on how to improve employee motivation and organizational performance.</p><p><strong>1.5 HYPOTHESES FOR THE STUDY</strong></p><p><strong>Hypothesis I</strong></p><p>Monetary incentives have no impact on employee motivation.</p><p><strong>Hypothesis II</strong></p><p>There is no significant relationship between staff motivation and organizational performance.</p><p><strong>Hypothesis III</strong></p><p>There is no significant relationship between employee motivation and individual employee productivity in the organization.</p><p><strong>1.6 SIGNIFICANCE OF THE STUDY</strong></p><p>The importances to be derived from the study are as follows:</p><p>a. &nbsp; &nbsp; &nbsp; &nbsp; It will serve as a source of reference for future researchers.</p></div><div><p>b. &nbsp; &nbsp; &nbsp; &nbsp; It will guide management of business organizations in proper selection of equitable motivational options that will spur staff towards higher performance.</p><p>c. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Business organizations and their customers will benefit from the improved performance of staff duly motivated.</p><p><strong>1.7 MOTIVATION FOR THE STUDY</strong></p><p>The propelling interest for the study is to find the causes of job dissatisfaction and po</p></div><br> <br><p></p>