CHAPTER ONE

INTRODUCTION
1.1 Background to the study

The word motivation is derived from the Latin word motus, a form of the verb which means

to move, influence, affect, and excite. By motivation we then mean the degree to which a

person is moved or aroused to act. Motivation is the set of psychological processes that cause

the arousal, direction, and persistence of individual’s behaviors toward attaining a goal.

Thousands of years before arranging "motivation" was included in the live performance

vocabulary, popular people knew the importance of influencing employees when performing

tasks in the organization. One of the oldest technique, the use to inspire employees, known as

the "carrot and whip" method. The name derives from the stubbornness of the councilors, it

could control the roots that oversaw it. Over the years, good employee compensation has

been one of the strategies that the company devises to improve the efficiency of the functions

and thereby increase competing organizations. In addition, the current global economy tends

to recognize most employers where employee performance is too sophisticated to measure an

organization's success because of which companies he competed. On the other hand, he had

the success of the employees in further business not only for the growth of organizations but

also for the growth of the grandchildren employees. Employees only became amounts

contributors to the company's production. If the study concludes that employees are not only

active but also have important factors and affective variables in the company's production,

ideas that employees he active alone may change. In addition, previous studies have shown

that employees have not primarily driven by money, and at work he related to their behavior.

For Joseph (2015), motivation is the most important factor in any organization. Motivation

plays an important role in the success of any organization. All organizations face the problem

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of motivation, both in the public and in the private sector (Chintallo&Mahadeo, 2013).

According to Chaudhary and Sharma (2012), the term "reason" derives essentially from

motivation. The meaning of "motive" is the needs and desires of the individual. "So"

employee motivation means the mechanism by which our employees are motivated by the

company in the form of incentives, promotional events, etc. to achieve organizational goals.

Hislop (2003) defined motivation as a type of force that compels employees to do things that

result from satisfying individual needs in order to be inspired to complete and continue the

task. What causes employees of any organization to "lose another mile" to deliver excellent

service? Motivation is basically a combination of factors that affect each person and involves

a combination of approaches. Motivation can generally be described as a blend of motivation

and action.

Aluko (2014) argues that an organization is only as successful as its workforce. This suggests

that if employees are motivated, their morale will be high and the level of performance and

efficiency will be significantly improved, increasing the overall level of performance of the

organization. Therefore, managers must constantly look for ways to ensure that their

employees continue to achieve high levels of productivity and also to improve the efficiency

or productivity of the organization.

Among other factors of production, human resources are the most important of all resources

and human capital is what separates one company from another (Maimuna& Rashad, 2013).

Therefore, to be successful and remain relevant and competitive, companies must be able to

hire and retain productive and efficient employees in an effort to increase productivity

(Sunia, 2014). The overall success of an institution in achieving its strategic goals strongly

depends on the degree of efficiency of the employees. Employee performance is a hallmark

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 of skill and motivation, where skill consists of the skills, preparation and resources needed to

perform a task and motivation is characterized as an inner strength that motivates people to

act on something (Flippo , 2001.). He added that employee success in organizations translates

into a more empowered workforce that requires greater efficiency, consistency, quantity,

dedication and leadership. Employee motivation is therefore very necessary for organizations

because physical, financial and human capital is required to achieve the goals of each

concern. This can be achieved by improving the working capacity of employees. This will

allow the company to make the best use of its resources. In this way, productivity improves,

operating costs decreases and overall performance increases (Grant, 2008). When thinking

about the production of a company, both must be traced back to the employees it inspires. In

today's turbulent and sometimes unpredictable world, where business success depends on

employees use of talent, motivation is indispensable (Joseph, 2015). An important aspect of a

successful company is the ability to recruit, retain and grow talented employees. People are

an organization's most important asset, especially in low-tech, labor-intensive industries like

construction, but even then, people are often the most difficult asset for organizations to

manage. Unlike material assets, if people are to contribute to the growth and development of

an organization, they have their own individual needs that need to be met and behaviors that

need to be controlled (Joseph, 2015). A company can have a good boss, a good vision and a

good cause; but if it neglects its employees, the company is fundamentally in chaos.

1.2 STATEMENT OF PROBLEM

in most organisations employees do at times go on strike over increment in salaries and other

conditions of service. These actions and other comments made by employees are reported

frequently in the dailies and are commented upon by watchers of development in various

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 organizations and institutions (George, 2005). Money is seen as a great motivator of

employees. However, there is a general notion that if management can identify other things

that can motivate the workforce apart from money, perhaps there will be a dramatic reduction

in the demand by workers for pay rise and less time will be spent on the annual ritual of

management/workers union negotiation meetings (Badu, 2010).

The general problems mostly inherent in organizations and institutions are low salaries and

wages, irregular promotional structures, lack of recognition of workers achievements and

other poor conditions of service. Employees are the first customers of an organization and

therefore must be satisfied first before they too can satisfy their customers appropriately.

Most studies on motivation have been done with large or big organizations and paying less

attention to the small ones. As such, this study seeks to bridge this gap by studying

motivation on small organizations like the micro finance companies. This study therefore

sought to find out the impact of motivation on the performance of employees in Kwara State

University Malete.

1.3 RESEARCH QUESTIONS

1 What the impact of motivation on employee’s performance?

2 To what extent do motivation interventions (e.g., performance-based rewards, career

development programs) demonstrably improve employee performance?

1.4 OBJECTIVE OF THE STUDY

The objectives of this study was to examine the impact of employee motivation on

performance in Kwara State university Malete, Nigeria. The specific objectives were to:

1. To find out the ways through which employees are motivated in the organisation.

2. To examine the impact of motivation on employees’ performance

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1.5 RESEARCH HYPOTHESES

The following hypotheses have been formulated for analysis in this study:

HO1: A larger proportion of employees will perceive intrinsic factors (challenging

work, personal growth) as crucial motivators compared to extrinsic factors

(compensation, recognition).

HO2: There will be a statistically significant positive correlation between intrinsic motivation

and employee performance, measured by productivity and quality of work.

HO3: Performance-based bonuses will have a stronger positive impact on employee

performance compared to non-performance-based rewards like fixed bonuses.

1.6 SIGNIFICANCE OF THE STUDY

Understanding and addressing employee motivation holds key benefits for both employees

and organizations across industries. It can lead to improved employee well-being,

engagement, and performance, translating to increased productivity, profitability, and

employer branding for organizations. Additionally, motivated employees create better

customer experiences, driving further business success. This research adds to the body of

knowledge surrounding motivation, potentially refining existing theories and informing

future studies on effective strategies to optimize employee satisfaction and performance

across diverse business settings.

1.7 SCOPE OF THE STUDY

This research sought to assess the effect of motivation on employees performance in Kwara

state university, Malete, Nigeria. The annual reports of relationship between motivation

information and employees performance.

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1.8 DEFINITION OF TERM

Motivation: Seth (2003) indicated that, motivation is an internal process that makes a person

move toward a goal. He added that, motivation, like intelligence, can’t be directly observed.

Rockson (2005) also defined motivation as the inner drive that energizes an individual to do

something. He added that, motivation elicits, controls, and sustains a goal-directed behaviour.

Bright (2000) defined motivation in the context of a business and indicated that, motivation

can be said to be about “the will to work”. It can come from the enjoyment of the work itself

and/or from the desire to achieve certain goals e.g. earn more money or achieve promotion.

It can also come from the sense of satisfaction that we gain from completing something, or

achieving a successful outcome after a difficult project or problem solved. Buchanan (2010)

opined that, motivation is a decision-making process, through which the individual chooses

the desired outcomes and sets in motion the behaviour appropriate to them. Buchanan (2010)

also defined motives as learned influences on human behaviour that lead us to pursue

particular goals because they are valued. Motivation can therefore be thought of as the degree

to which an individual wants and chooses to engage in certain behaviours.

Types of Motivation

Booth (2004) indicated that, motivation is the force that compels us to action. It drives us to

work hard and pushes us to succeed. Booth (2004) added that, motivation influences our

behaviour and our ability to accomplish goals. Curvin (2004) opined that, motivation is

directly proportional to productivity. He added that, unless employees are highly disciplined

they won’t be productive if they were not motivated. Curvin (2004) continued that, there are

many different forms of motivation and each one influences behaviour in its own unique

way. He explained further that, no single type of motivation works for everyone and that,

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people’s personalities vary and so accordingly does the type of motivation, that is most

effective at inspiring their conduct. The following are some of the types of motivation:

Achievement This is the motivation of a person to attain goals (Bouma, 2003). The longing

for achievement is inherent in every man, but not all persons look to achievement as their

motivation. They are motivated by a goal. In order to attain that goal, they are willing to go

as far as possible (Bouma, 2003). The complexity of the goal is determined by a person's

perception. To us, the terms "simple" and "complex" are purely relative. What one person

thinks is an easy goal to accomplish may seem to be impossible to another person. However,

if your motivation is achievement, you will find that your goals will grow increasingly

complex as time goes by (Bouma, 2003). Socialization Carr (2005) indicated that, some

people consider socialization to be their main motivation for actions. This is especially

evident in the situation of peer pressure. Some people are willing to do anything to be treated

as an equal within a group structure. The idea of being accepted among a group of people is

their motivation for doing certain things (Carr, 2005). Incentive Motivation This motivation

involves rewards (Carsely, 2000). People who believe that they will receive rewards for

doing something are motivated to do everything they can to reach a certain goal (Carsely,

2000). While achievement motivation is focused on the goal itself, incentive motivation is

driven by the fact that the goal will give people benefits. Incentive motivation is used in

companies through bonuses and other types of compensation for additional work (Carsely,

2000).

Leadership Opportunities Riel (2010) indicated that, if organizations cannot offer raises to

top-performing employees, they can still give them compensation in the form of leadership

opportunities. He added that, promoting best employees to positions of higher authority can

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 inspire them to continue their excellent work. Riel (2010) stated again that, this could help

retain great employees by presenting them with new challenges. Those who get bored in their

current positions might soon look elsewhere for more dynamic work opportunities (Riel,

2010).

EMPLOYEE PERFORMANCE: Employee Performance in a firm is a very important area

in the workplace. It can help the firm increase and utilize the capacity of the human resources

it has. It translates into good service delivery and interaction in which affects every area of

the organization. To achieve this organization, need to make polices that will encourage

employee performance. An employee’s job performance depends on or is a consequence of

some combination of ability, effort, and opportunity. But, the measurements can be done in

terms of outcomes or results produced (Ferris et al., 1998).

Performance:is defined as the record of outcomes produced on a specified job function or

activity during a specified time period. (Bernadrdin and Russel, 1998). According to this

definition performance is set of outcomes produced during a certain time period. Hence the

researchers have developed the working definition of employee performance for study

purpose is that, “achievement of targets of the tasks assigned to employees within particular

period of time”. Performance is not only related to the action but also involves judgment and

evaluation process (Ilgen and Schneider, 1991).

1.9 HISTORICAL BACKGROUND OF THE STUDY

The study of the relationship between employee motivation and performance has a rich and

fascinating history, stretching back centuries.The historical exploration of employee motivation

and performance spans a vast timeline, dating back to ancient philosophers like Aristotle (350

BCE) who explored incentives and external motivators. The Industrial Revolution saw Frederick

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Winslow Taylor's (1911) scientific management system introduce performance-based pay, later

challenged by the Hawthorne studies (Mayo & Roethlisberger, 1939) highlighting social factors

as motivators. Abraham Maslow's Hierarchy of Needs (1954) categorized human needs, while

Frederick Herzberg's Two-Factor Theory (1959) differentiated hygiene factors (e.g., salary) from

true motivators like achievement. David McClelland's Achievement Motivation Theory (1961)

identified individual needs for achievement, power, and affiliation, and Victor

Vroom'sExpectancy Theory (1964) emphasized subjective beliefs in achieving desired outcomes.

Modern understanding has shifted towards intrinsic motivators like autonomy and mastery,

championed by Edward Deci& Richard Ryan's Self-Determination Theory (1985) and

popularized by Daniel Pink (2011) in "Drive". The role of emotional intelligence in leadership,

emphasized by Daniel Goleman (1995), and the evolving impact of technology further

complicate this dynamic landscape. This ongoing journey towards understanding and fostering

fulfilling work experiences continues to engage researchers and organizations alike.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION

This chapter discusses the conceptual framework of this study, Effect of Motivation on

Employee Performance in business organization, the concept of Motivation and the various

theories in Motivation and employee’s performance,Relationshipbetween Motivation and

Employee Performance, factors affecting, Effect of Motivation on Employee Performance , and

the empirical review is also discussed in this chapter.

2.2.0 CONCEPTUAL REVIEW

2.2.1CONCEPT OF MOTIVATION

Motivation refers to the force that stimulates, controls and maintains behavior inside and outside

the individual (Daft &Noe, 2001). In Daft and Noah, a person's motivation affects arousal,

energizes and sustains behavior, although these behaviors do not necessarily lead to reward or

diminished behavior in the workplace. . According to (Anne & Barry, 2005), motivation refers to

the amount of effort a person puts in to do something. What does motivation mean? James and

Stoner (2009) suggested that motivation can be seen as the psychological characteristics of a

person that contribute to the determination to achieve a goal. It contains several elements that

cause, control and maintain specific human behavior. He added that motivation is one of many

components that influence the level of efficiency and effectiveness of the organization. Young

(2000) also suggested that motivation can be specified in relation to the strength of employees in

explaining levels, directions and solutions related to effort in the workplace. Berelson and

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Staines(2003) argue that motivation is an internal state that promotes goal-directed behavior as

well as leadership and controlled action. Guay et al., (2010) argued that the reasons for behavior

are related to motivation. Broussard and Garrison (2004) further described motivation simply as

elements that force a person to act or not to act. Beach (2005) defined motivation as a person's

willingness to expend energy to achieve set goals. Motivation is believed to refer to an

individual's passion for specific tendencies or behaviors. He also stated that a person's goals,

needs and desires can influence, control and regulate his attitude. Davies (2005) proposed that

what goes on within a person that results in those actions is part of the principle of motivation.

Eighth, Koontz (2008) argues that the motivation for the notion of man’s necessity and desire is

related. According to Dubin (2002), motivation is a complex force in building and maintaining a

person who enjoys being an organization. Motivation is more than talking to a person and

coming up with reasons to get started. 'Personal motivation is a person who is motivated by a

person who considers his motivation and ability to use his resources to achieve the goals of the

organization. This is because it challenges the person into action and encourages the council to

open a council. On the twentieth-century issue, the premiere of Latham and Ernest (2006), the

motivation was just a newcomer. Medieval, opened in the 20th century. Rajput (2011) argues

that the word motivator comes from the Latin word 'Movere', which literally means to impose a

dispute. Therefore, the basic principle of motivational incentives for people who want to achieve

different goals is because they take needs or expectations into account. The dynamic and

changing nature of the introduction and purpose of employment implies a unique, consistent or

two broad classifications of good motivation.

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2.2.2 Extrinsic Motivation

To achieve better results and high employee productivity, there must be an effective external

incentive system (Carraher, 2006). Although declared employee loyalty depends on

remuneration and incentives for them. Social incentives help employees build trust to achieve

company goals (Burke, 2002). Reio and Callahon (2004) suggest that employees are driven by

external incentives and gain high productivity from them. It is an incentive to achieve a desired

goal or other external reward, such as money or rewards (Walker et., 2006). External motivation,

such as salary increases, awards, and promotions, is a way to fulfill indirect desires or something

else offers as recognition of a job well done. According to Lin (2007), external motivation

focuses on goal-driven factors, such as the incentives or rewards gained in completing a task.

The combination of internal and external motivation influences individual motives and their real

attitude to activity. To achieve a concrete result, external motivation can be described as

performing an action (Ryan &Deci, 2000). Externally oriented healthcare professionals are often

involved in clinical practice from external motives such as incentives, positive feedback,

recognition, etc., rather than from their own enjoyment of the task itself (inherent motivation).

There are four forms of external motivation: integrated regulation, established regulation,

internal regulation, and external regulation (Weinberg & Gould, 2003). This view was supported

by Shim et al., (2011) that external motivation is related to behavior that leads to activities that

are not their own intentions, such as payments or compliments or dictations of others.

2.2.3 Intrinsic Motivation

Reio and Callahon (2004) argue that intrinsic incentives are used to inspire employees to be

more productive. Lawler (2003) argues that the effectiveness of organizations depends on how

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motivated their employees are. In nature, the inner rewards are elusive. We can't touch them with

our fingertips, but we can only feel them, such as gratitude, employer attitudes and job rotation.

Internal rewards are rewards within the work itself, such as satisfaction with the performance of

the task, the appreciation of the employer (Ajila, 2004). Because one has to feel competence and

pride in something, an inner motivation can be created (McCullagh, 2005). Thus, internally

motivated nurses perform health care activities with no apparent benefit other than the

satisfaction and joy that comes with the job itself. Internal motifs come in three (3) forms

(Weinberg & Gould, 2003): awareness, success and relaxation. From birth, human beings are

active, inquisitive and playful creatures in their healthiest state, with an omnipresent willingness

to learn and explore, and without external stimuli to do so. Therefore, internal motivation is not

the only form of motivation in humans or even voluntary behavior, but it is omnipresent and

meaningful. While in one sense there is intrinsic motivation between individuals, in another

sense there is intrinsic motivation in the relationship between individuals and activities. Because

the connection between the individual and the task is intrinsic motivation, as some authors have

defined intrinsic motivation in terms of an interesting task while others have defined it in terms

of the satisfaction one receives from internally motivated involvement in the task. Furthermore,

individuals are internally motivated for certain tasks and not others, and not everyone is

internally motivated for a particular activity.

2.2.4 Motivational Approaches

Despite the variety of hypotheses researchers have tested, they have come to increasingly stress

the importance of multiple motivational approaches to the success of employees. Motivation

approaches have been described as tools and techniques which can be used to motivate

employees and these are:

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Recognition

Babbie (2004) highlighted that, recognition of a job well-done is a great way to inspire

employees. Recognition costs managers nothing and, to employees that feel under-

appreciated, can mean everything. Babbie (2004) added that, praise doesn't need to be lavish

or excessive, but one should keep track of employee achievement and publicly recognize it.

Properly assigned tasks

Babbie (2004) commented that, if the human resources department did a poor job in

assigning the right person to the right place then employees may lose motivation. He added

that, after all someone who is over qualified for a job or who feels that he deserves better

than his current position will not be motivated to work.

Employee Appraisals

Smith (2010) on his part indicated that, employee appraisal is very important, it anchors the

reward the employee gets to his good performance and so it motivates him or her to do his or

her best. Smith (2010) added that, appraisal should be done according to the employee's

needs and not according to the company policy.

Meeting Employees Expectations

Baker (2005) stated that, if the employee did something good and expected something in

return and then got less than what he expected he may lose motivation. Baker (2005) added

that, organizations should make sure to assess the expectations of their employees in order to

satisfy them. Ivy (2001) on her part summarized that, appreciation or recognition for a job

well done, being in the know about company matters, an understanding attitude from the

management, job security, good wages, interesting work, career advancement opportunities,

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 loyalty from management, good working conditions and tactful discipline were factors that

motivated employees in organizations.

2.2.5 Effect of Motivation on Employee Performance

When dealing with clients, staff are the first calling point. Therefore, it is important for

organizations to give employees the requisite motivation to inspire them to do more and achieve

better organizational results. According to some researchers, encouragement raises the level of

effectiveness in the workforce (Greeno, 2002) added that it is not just an employee's credentials,

experiences, or skills that decide productivity but rather motivation plays a major role in

deciding an employee's productivity. To fill the gap between an employee's skill and his

willingness, the company must inspire the employee so that, according to his or her skills, he or

she can give results. As companies boost employee performance through encouragement, it will

also improve overall productivity, decrease costs, and increase the company's effectiveness.

Barrit (2003) agreed with the statement by Greeno (2002) that motivation brings human capital

into motion and increases the degree of employee performance. He added that to accomplish the

objectives, every issue requires financial and human capital. Getting the staff only physically,

does not mean that the company succeeds in making good use of it. Barrit (2003) added that the

performance of motivated workers is high, resulting in improved efficiency and lower operating

costs. He concluded that with little effort, a motivated employee will not struggle to get by, but

will be more focused on his work. If those employees who spend much of their time on

Facebook or other sites use their ability to keep themselves occupied with their job instead,

improved productivity would be very visible (Barrit, 2003). Moreover, “an employee who is

motivated by an enriching work will obtain a higher value than an employee not motivated”

(Akerlof&Kranton, 2005) and motivating employees will benefit both the employees as well as

15
the business. Employees will have some of what they have for work and do the job with all their

potential (Jen et al., 2004) And when businesses and organizations achieve quality improvement

and good results from their workers, the incentive goes to the empowered staff (Chadwick et.,

2004). said that high performance workers are generally able to give the company an extra effort

when it is needed. Griffiths (2001) stressed that achieving personal targets helps an employee to

remain motivated and to continue to deliver. He added that encouragement can make it easier for

a worker to achieve his or her personal goals and can encourage an individual's self-

development. Griffiths (2001) concluded that they understand the strong connection between

effort and outcomes once the worker achieves some initial targets, which would further inspire

them to continue at a high level. According to Attipoe, Wright Evans et al. (2021), performance

reviews improve employee performance by helping them reach their full potential in fulfilling

their company mission and by providing employees and managers with information that they can

use to make business decisions. They also give employees feedback and are thus an engine for

personal and professional development. However, performance evaluation presents problems due

to its complexity. Jesop (2005) stressed that encouragement brings staff closer to the business.

He added that as long as employee needs are met by competitive incentives, promotional

opportunities, etc., workers are beginning to take more interest in their company. They start

believing that there is no distinction between the company's interests and their interests. This

helps to create cordial relationships between management and employees. Zamer et. al., (2014)

explain theoretically that motivation has significant function in public or private companies.

Motivation is divided into two categories: monetary, such as income, incentives, salaries; and

non-monetary, such as working conditions, employment status, job stability, job enrichment.

While the performance of workers is classified into three dimensions, namely work efficiency,

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job quality, and job achievement. Research findings in the Pakistan beverage industry indicate

that motivation plays a crucial role in employee success (Zamer et. al., 2014). Aworemi et al,

based on. Research findings from a wide range of businesses (education, hotels, retail,

manufacturing, services, and transportation) in Nigeria indicated that working conditions,

interesting work and good pay are main factors for greater motivation of employees. Motivation

has long been recognized as a very important factor for an organization because of the following

advantages: putting human capital into action; enhancing employee efficiency; contributing to

organizational goals; creating friendly relationships; leading to workforce stability; (Aworemi et.

al., 2011). Motivation has, however, been taken for granted by many executives. Motivation,

however, has been taken for granted by many executives. Based on his research findings in the

cement manufacturing company in Nigeria, according to Dugguh (2014), it shows that low

productivity occurs due to poor motivation of employees, and it implies that motivation is related

to productivity because motivated employees are productive employees. This result confirms by

Nwachukwu (2002), and earlier research on manufacturing firms, which requires encouragement

and work satisfaction to increase productivity (Dugguh, 2014). Most researchers say, according

to (Bradley, 2004), that there is an obvious connection between motivation and employee

performance and they can deliver more if workers are motivated. Better results will also lead to

good successes which will lead to greater encouragement. They have the ability to do the job

needed honestly, as though workers are empowered and happy. Often, motivated workers do

more work than others with their high ability as they are happy and having high results (Bradley,

2004). "If employees are motivated and happy, they will do to the work to the best of their ability

instead of just doing it because they have to". (Ryan, &Deci, 2000). Unmotivated workers, on

17
the other hand, lose the enthusiasm in work that leads to quitting the job. Leaving seasoned staff

hardly affects the job too much.

2.2.4 Factors that affect Employees’ Performance in Organizations

Arnold (2005) indicated that, an effective employee is a combination of a good skill set and a

productive work environment. To him, many factors affect employee performance that managers

need to be aware of and should work to improve at all times. To get the maximum performance

from employees, Arnold (2005) opined that, one needs to provide them with the tools they need

to succeed. Anderson (2004) added that, employees don't perform in a vacuum.

To Anderson (2004), there are a variety of factors, personal, company-based and external that

affects employees’ performance. Identifying these factors can help improve recruitment,

retention and organizational results. Clark (2010) stated that, companies rely on employees to

produce and deliver high-quality products and services. Clark (2010) also added that, employees

are impacted by a variety of forces both internal and external as they attempt to perform their job

duties. Employers who are aware of these forces, and who are prepared to leverage or counteract

them, can increase productivity and loyalty. Carrol (2001) indicated that, it is logical to assume

that well-compensated employees would naturally be the most productive. However, numerous

studies have proven that while money is a motivating factor, it is not the only factor that impacts

employee productivity in a negative or positive way. Among some of the factors that affect

employees’ performance in organisations are: Managerial Standards According to Krissoff

(2004), managerial standards can be a factor in motivating or demotivating employees. Krissoff

(2004) added that, managerial standards should be in line with the job duties outlined in the job

description outlined by human resources and that, managers should keep their expectations in

line with the duties assigned to the employee. Krissoff (2004) stated additionally that, by

18
expecting more from an employee than they were hired for, or than their background has

prepared them for, can diminish employee performance. Motivation Miller (2007) opined that,

to get the best performance from employees, there needs to be some sort of motivation beyond

the weekly paycheck. Miller (2007) added that, motivation can come in the form of financial

incentives, the opportunity to get involved in company projects, a career path that leads to

management and direct involvement from management into the daily tasks. Effective motivation

according to Miller (2007) can create a productive work force, but a lack of motivating factors

can leave employees searching for reasons to give their maximum effort.

Commitment

Pannell (2005) highlighted that, employees that feel as though the company has made a

commitment to employee success tend to perform better. Pannell (2005) added that, commitment

means offering a competitive rate of pay and benefits package, offering assistance in paying for

employee's higher education costs, developing a regular training schedule that keeps employees

updated on company changes and given pertinent information for employees to do their jobs and

upgrading equipment to make sure that employees have the most efficient technology available

to do their work. Pannell (2005) concluded that, commitment shown by the company is returned

in the form of commitment from employees.

Employee Evaluations

Stevens (2009) indicated that, an effective employee evaluation is an interactive process where

the manager gives his input on the employee's performance, and the employee gets the chance to

point out what she has learned throughout the year. Stevens (2009) furthered that, managers

create a plan along with the employee for the coming year on how the employee can develop and

19
improve their performance. Stevens (2009) concluded that, comprehensive employee evaluations

are important to the ongoing performance of employees.

Positive Environment

Richards (2003) indicated that, a critical internal force that influences employee behavior is the

actions of colleagues. According to Richards (2003) creating an atmosphere of sharing and

helping was at the top of the list during a roundtable brainstorming session at the Metro Atlanta

Chamber of Commerce when clients were asked to identify the primary forces that improve

effective customer service. Richards (2003) furthered that, companies that can effectively build

an internal culture that is based on mutual respect, teamwork and support will notice increased

productivity and a sharper focus on service to customers.

Technology

Leigh (2004) highlighted that, technology is a significant factor that can have both positive and

disruptive influences on employee behavior. While technology can often help streamline

processes and make work easier for employees, learning how to use new technology while

remaining productive can be stressful (Leigh, 2004). Factor in the rapid advent of technology, in

general, and employers seem to be faced with an almost ongoing need for new training, process

improvement and documentation (Leigh, 2004). Locus of Control Mazin (2007) indicated that,

employees are influenced by both internal and external forces, but the impact of these forces

depends a great deal on their own levels of internal and external locus of control. According to

Mazin (2007), those who have an external locus of control are looking for people to tell them

what to do. These are the employees who need a great deal of direction and expect managers to

give clear and detailed feedback at all times. Those with an internal locus of control to Mazin

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(2007) feel empowered to make decisions and act on their own; they feel in control of their

destiny rather than at the mercy of external factors. These employees may sometimes act too

independently and are not as concerned about the opinions or expectations of others.

Lack of Incentives

Robert (2006) commented that, companies that keep morale high with periodic incentives,

enhance their production. Robert (2006) added that, human beings thrive on appreciation and

receiving incentives sends the message that they are valued and appreciated. Whether the

incentive is something concrete, such as bonuses, a free lunch or any other tangible evidence of

appreciation, motivation will increase to an all-time high. Intangible tokens, such as an employee

of the month award will serve the same motivating purpose (Robert, 2006). Morale It’s no secret

according to Angelus (2011) that unhappy employees often don’t perform well and often share

their negative opinions with their co-workers. Angelus (2011) added that, if one suspects that

morale is the cause of the decrease in productivity, it’s time to find out why the employees are

unhappy. To Angelus (2011), long hours, insufficient training, management issues, low pay, lack

of recognition and poor working conditions can lead to morale problems. Involving employees in

the solution can help ensure that one has developed a workable plan that will increase both

morale and productivity (Angelus, 2011). Comfort Level Clark (2010) opined that, it is hard to

be productive when one is physically uncomfortable. He added that, anything that makes

employees uncomfortable, including chairs, desks, workstations, lighting, temperature and noise

levels, can affect productivity. A study conducted by Sam (2009) on office design discovered

that a comfortable and ergonomic office design motivates employees and substantially increases

performance. Poor Management Robert (2006) indicated that, management can be a contributing

factor to low productivity. Robert (2006) continued that, productivity suffers when managers

21
don’t keep promises, give appropriate credit or blame others for their mistakes. Managers who

are too controlling can unwittingly slow down work flow by requiring even the simplest task to

have a manager approval. Robert (2006) added that, a hands-off management style can also be a

problem. When managers are uninvolved or unavailable, employees have no one to turn to for

direction or guidance. Managers also set the tone for the department. Managers who adopt a

positive attitude help foster the same attitude in their employees (Robert, 2006).

2.3 EMPIRICAL REVIEW

Organizations in today’s environment seek to determine the reasonable balance between

employee commitment and performance of the organization. The reward and recognition

programs serve as the most contingent factor in keeping employees’ self esteem high and

passionate. Oosthuizen (2001) stated that it is among the function of managers to motivate the

employees successfully and influence their behavior to achieve greater organizational efficiency.

La Motta (1995) is of the view that performance at job is the result of ability and motivation.

Ability formulated through education, equipment, training, experience, ease in task and two

types of capacities i.e. mental and physical. The performance evaluation and rewards are the

factors that proved to be the bonding agents of the performance evaluationprograms. According

to Wilson (1994), the process of performance management is one among the key elements of

total reward system. Entwistle (1987) is of the view that if an employee performs successfully, it

leads to organizational rewards and as a result motivational factor of employees lies in their

performance. Majority of the organizations require their employees to work according to the

rules and regulations, as well as, job requirements that comply with full standards. The

investigations that have been conducted to find the relationship between compensation and

individuals were focused to increase the performance of employees (Ciscel, 1974). The highly

22
motivated employees serve as the competitive advantage for any company because their

performance leads an organization to well accomplishment of its goals. Among financial,

economic and human resources, human resources are more vital that can provide a company

competitive edge as compared to others. According to Andrew (2004), commitment of all

employees is based on rewards and recognition. Lawler (2003) argued that prosperity and

survival of the organizations is determined through the human resources how they are treated.

Most of organizations have gained the immense progress by fully complying with their business

strategy through a well-balanced reward and recognition programs for employee. Deeprose

(1994) argued that the motivation of employees and their productivity can be enhanced through

providing them effective recognition which ultimately results in improved performance of

organizations. The entire success of an organization is based on how an organization keeps its

employees motivated and in what way they evaluate the performance of employees for job

compensation. Managing the performance of employees forms an integral part of any

organizational strategy and how they deal with their human capital (Drucker as cited in Meyer &

Kirsten, 2005). Today where every organization has to meet its obligations; the performance of

employees has a very crucial impact on overall organizational achievement. In a demotivated

environment, low or courageless employees cannot practice their skills, abilities, innovation and

full commitment to the extent an organization needs.

Freedman (1978) is of the view that when effective rewards and recognition are implemented

within an organization, favorable working environment is produced which motivates employees

to excel in their performance. Employees take recognition as their feelings of value and

appreciation and as a result it boosts up morale of employee which ultimately increases

productivity of organizations.Csikszentmihalyi (1990) posits a view that the state of satisfaction

23
and happiness is achieved by the employees only when they maximally put their abilities in

performing the activities and functions at work. In this way motivated employees are retained

with the organizations thus reducing extra costs of hiring. Flynn (1998) argued that rewards and

recognition programs keep high spirits among employees, boosts up their morale and create a

linkage between performance and motivation of the employees. The basic purpose of recognition

and reward program is to define a system to pay and communicate it to the employees so that

they can link their reward to their performance which ultimately leads to employee’s job

satisfaction. Where job satisfaction, as defined by Lock (cited in Gruneberg, 1979, p. 3), is a

pleasurable positive emotional state as a result of work appraisal from one’s job experiences. The

rewards include the financial rewards, pay and benefits, promotions and incentives that satisfy

employees to some extent but for committed employees, recognition must be given to keep them

motivated, appreciated and committed.

Baron (1983) argued that when we recognize and acknowledge the employees in terms of their

identification, their working capacity and performance is very high. Recognition today is highest

need according to most of the experts whereas a reward which includes all the monetary and

compensative benefits cannot be the sole motivator for employees’ motivation program.

Employees are motivated fully when their needs are met. The level of motivation of employees

increases when employees get an unexpected increase in recognition, praise and pay (La Motta,

1995). In today’s dynamic environment the highly motivated employees serve as a synergy for

accomplishment of company’s goals, business plans, high efficiency, growth and performance.

Motivation is also required when the organizational workforce has not a good relationship

pattern. Employees’ relation with employees and with supervisor is a key ingredient of the inner

strength of the organization. The ability of supervisors to provide strong leadership has an effect

24
on job satisfaction of employees (Morris, 2004). The study relates how the impact of incentives,

rewards and recognition programs drives employee motivation. Rewards play a vital role in

determining the significant performance in job and it is positively associated with the process of

motivation.

Lawler (2003) argued that there are two factors which determine how much a reward is

attractive, first is the amount of reward which is given and the second is the weightage an

individual give to a certain reward.

Deeprose (1994, p. 3) is of the view that “Good managers recognize people by doing things that

acknowledge their accomplishments and they reward people by giving them something

tangible.” Fair chances of promotion according to employee’s ability and skills make employee

more loyal to their work and become a source of pertinent workability for the employee. Bull

(2005) posits a view that when employees experience success in mentally challenging

occupations which allows them to exercise their skills and abilities, they experience greater

levels of job satisfaction. Incentives, rewards and recognition are the key parameters of today’s

motivation programs according to most of the organizations as these bind the success factor with

the employees’ performance.

Robbins (2001) asserts that promotions create the opportunity for personal growth, increased

levels of responsibility and an increase on social standing. Similarly, the recognition which is a

central point towards employee motivation adores an employee through appreciation and

assignsa status at individual level in addition to being an employee of the organization.

Barton (2002) argued that the factor in Fortune best companies which discriminates companies

from the others is recognition that is the most important factor of their reward system.

25
Wilson (1994) stated that the conditional recognition is that type of recognition which one has to

earn by his own efforts and which is gained by some sense of achievement of an action or result.

Employees are definitely closer to their organization as their job can become the major

satisfaction in their life after having a proper rewards and recognition at their job. Rewards

enhance the level of productivity and performance at job whether it’s a first time performance or

repeated activity at the job in a progressive way.

Research by Eastman (2009) consistently found that intrinsic motivation is conducive to

producing creative work, while extrinsic motivation is unfavorable to producing creative work.

Gagne (2009) suggested a new model of knowledge-sharing motivation which provides

suggestion for designing five important human resource management (HRM) practices including

staffing, job design, performance and compensation systems, managerial styles and training.

Ali and Ahmed (2009) confirmed that there is a statistically significant relationship between

reward and recognition respectively, also motivation and satisfaction. The study revealed that if

rewards or recognition offered to employees were to be altered, then there would be a

corresponding change in work motivation and satisfaction.

Kesten H. (1987). Motivation in organizations (1st ed.). Canada: Christianborg Press. While

"Motivation in Organizations" is not a research study in the traditional sense, it aims to provide a

comprehensive overview of the theories and concepts related to employee motivation in the

workplace. The book explores various motivational factors, their impact on individual and

organizational performance, and strategies for creating a motivating work environment.The book

takes a broad perspective on employee motivation, encompassing various theoretical frameworks

and practical applications.The book does not present original research findings but rather draws

26
on existing research, case studies, and theoretical models to provide a comprehensive

understanding of employee motivation. The author cites various academic sources and presents

different perspectives on the topic, they concluded that "Motivation in Organizations" does not

offer definitive conclusions as it is not an empirical study.

GiftyNaa B.O, George Yaw A. A, Babalola E.O, Isaac Asare (2021), Employee Motivation and

its Effects on Employee Productivity/ Performance, this study discusses the implications of

Maslow theory of Human needs, McClelland's Motivational Theory, Frederick Herzberg’s Two-

Factor (Motivation-Hygiene) Theory). This study concluded that Motivation affects the

employee, motivation can have a negative impact on the employee or a positive impact

depending on the employer's needs. From the literature, motivation is an important factor in

determining employee satisfaction and performance. Employee motivation goes beyond financial

rewards, which include both internal and external rewards. Organizations need to motivate

employees individually, not as a group, because needs vary from employee to employee. The

authors proposed a number of motivating strategies. The study examined Maslow's theory of

needs, which includes the following: physiological needs, health needs, social needs, pricing of

needs, and self-actualization. McClelland's theory of motivation. It consists of the need for

success, the need for power and the need for belonging. The last form discussed is Frederick

Herzberg's twofactor theory (motivation-hygiene). This includes motivational factors and

hygienic factors. Each of these types of motivational strategies has its consequences when

practiced. Therefore, managers must examine the needs of the employees before choosing which

form or type to practice. In general, employee motivation tends to increase employee

performance, as long as the motivation strategy adopted meets the needs of the employees.

Organizations that always motivate their employees will enjoy greater productivity.

27
Masud Ibrahim(2015), Impact of Motivation On Employee Performance The Case Of Some

Selected Micro Finance Companies In Ghana. The study sought to examine the impact of

employee motivation on organizational performance in the financial sector in Ghana. Data for

the study was obtained from staff of four sampled financial institutions in Ghana. A sample size

of 80 respondents was used for the study. This sample was selected through the simple random

sampling technique. Findings from the study suggest that leadership opportunities, recognition

and employee appraisal, meeting employee expectations and socialization are the key factors that

motivate employees. The findings further revealed that managerial standards, motivation,

commitment, employee evaluations, positive work environment, technology, lack of incentives,

comfort level and poor management are factors that affect employees’ performance. Further, the

study shows the impact of motivation on organizational performance as improving employees’

level of efficiency, helping employees to meet their personal goals, employee satisfaction, and

helping employees bond with the organization.

This study first objective sought to find out types of motivation offered to the employees of the

sampled firm, majority of the respondents were of the view that leadership opportunity was a

type of motivation offered to employees in the company. This finding supported that of Riel

(2010) who indicated leadership opportunity as a type of motivation offered to employees in

organisations. Recognition was also selected by some of the respondents as a type of motivation

offered to employees in the company. The finding also supported that of Babbie (2004) who

identified recognition as a motivating factor in organisations. Properly assigned tasks to

employees in the company were also indicated by a portion of the respondents as a motivating

factor. This finding also supports earlier finding by Babbie (2004) who made similar finding.

28
This study sought to assess employee motivation in the financial institution sector and how this

affects job performance. Based on the findings the researcher concludes that, motivation is an

important factor in determining employee satisfaction and performance. What motivates

employees is beyond monetary rewards and includes both intrinsic and extrinsic rewards.

2.4 Theoretical Framework

The following theories will serve as the theoretical basis for this study:

Maslow’s Hierarchy of Needs Theory

If management wishes to improve the work satisfaction of employees, the essence of the job

itself should be concerned with the opportunities it gives employees to acquire status, take

responsibility, and achieve self-realization. If management, on the other hand, aims to

minimize dissatisfaction, then it must concentrate on policies, processes, supervision and

working conditions in the work environment. Managers must pay attention to all sets of

employment considerations in order to maintain a happy and efficient workforce. Maslow

theory of need is still very important and applicable in today's organizational environments.

Despite its weaknesses, it has been able to identify those needs that are unique to an

individual and the effects that they may have on the performance or productivity levels of an

employee in an organization. Therefore, it is essential that managers strive to understand the

needs that concern their staff members and provide sufficient encouragement designed to

meet or fulfill those needs. The company must consider employees to be the core of the

organization and an asset to the organization in order to attain high levels of efficiency.

Maslow's theory therefore suggests that the needs of the workers must first be given due

consideration to ensure that employees remain highly efficient and, in an attempt, to

promote sustainable growth, prosperity and success of the company.

29
Lawler (2003) in opposing the principle of needs claimed that his point was that the

definition made some impractical assumptions concerning employees such as: (1)

employees are identical (2) circumstances are equivalent and (3) there is an ultimate way of

fulfilling needs. A joint view was also held by Basset-Jones and Lloyd (2004). While

Maslow's theory was able to develop the fact that individuals have needs, it has failed to

provide an appropriate correlation amongst specific need fulfillment and the realization of

an establishment's goals and objectives. It also does not really provide remedies associated

with the complications of motivational disparities in staff. Before recognizing self-actualized

desires, his philosophy that lower needs be met was also not justified in other situations, as

was seen in a few exceptions, though it might be valid in other cases. These involve people

who were unable to cater to their deficiencies or lower needs, but were able to at least

expose or satisfy those aspects of their needs for self-actualization. The happiness one gets

after fulfilling each degree of need is very difficult to calculate, since it is subjective in

nature because it deals with human minds that cannot be measured by any computer or

system. Therefore, even after satisfying physiological and safety needs, some individuals

will be satisfied, while some individuals will not be satisfied by meeting all levels of needs.

McClelland's Motivational Theory

The main advantage of this theory is that company employees are assigned tasks according

to their needs. There is no justification for why employees get a job based on their needs,

and if a company also offers employees a job profile based on their interests, they should not

blame the company for failing in the jobs assigned and in their jobs. Employees who give an

excuse for not doing their job are eliminated because people give a job profile according to

their needs. We have highly motivated employees to achieve the organization's goals.

30
Particular emphasis is placed on mastery. They are motivated individuals who want to be

recognized and praised for the task performed on their behalf. They prefer to work on tasks

that seem difficult. The awards get feedback on your work. This is their motivation. Huge

wages do not really affect them. Financial motivation may motivate them to some degree,

but in a way, this category of employees becomes useless because there are no results for

their name. What is the implication for you? Organizations are needed to identify such

employees with this exceptional quality and challenge them as motivating. Risky, managers

should not take risks by giving such employees and team assignments, but with individual

assignments. Another form of motivation for models is the need to join or socialize. Some

employees are highly motivated to enter into and maintain social relationships. They will

feel loved, accepted and belong to the group. Employees with such an instinct will be highly

motivated when placed in a group. Organizations can get the most out of these employees,

not by increasing their salaries, but by creating an atmosphere of socialization. The main

drawback of this theory is that this theory focuses on needs for achievement, power, and

affiliation, but ignores essential needs such as food, shelter, and protection that are primary

needs and must first be met before addressing other needs to be met. If one employee falls

under the need for achievement matrix, he or she is likely to be stereotyped and will never

work in the department where the need for power or association is needed, even if the

worker has required qualification for the specific job.

Frederick Herzberg’s Two- Factor (Motivation-Hygiene) Theory

To determine the impact of demographic factors on job satisfaction, Schroder (2008) used

two-factor theory as the theoretical basis for a study of eight hundred and thirty-five

university employees. The results of the research have largely shown that job satisfaction is

31
related to age and academic success and that the degree of inherent and external job

satisfaction varies for different work-related groups. Such conclusions contradict Herzberg’s

findings (Schroder, 2008). In addition, opponents of this theory argued that Herzberg’s

research assumed an established relationship between satisfaction and productivity,

emphasizing greater satisfaction and neglecting productivity. Lin (2007) believed that job

satisfaction is multivariate in nature, and the theory seeks to simplify a complex system of

emotions and reactions between different variables with interrelationships.

Stello (2011) also held that. An analysis of higher education staff in Uganda also found that

any factor can cause job satisfaction or cause dissatisfaction with situational variables in the

work environment (Sesanga& Garrett, 2005). However, it is still very important for

companies, despite criticisms of two-factor theory. This means that managers and their

organizations must constantly ensure that hygiene factors are sufficient to prevent

dissatisfaction among employees. This is because employee dissatisfaction contributes to a

loss of morale, resulting in reduced employee productivity. Managers must also ensure that

the type of work or tasks assigned to employees is demanding, fun, and satisfying to ensure

that employees are motivated to increase the level of job-related performance. This concept

emphasizes job enrichment to motivate employees to be extremely productive. Finally, to

ensure that employees are highly efficient, supervisors must ensure that their skills and

experience are maximized by the type of tasks assigned to employees. Focusing on

motivation variables for both employees and the company as a whole will increase work

quality and productivity.

32
 CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

In understanding this work, two types of data were relied upon, namely primary and
secondary. On the primary data, structured questionnaires were designed and constructed to
gather the relevant information needed in realizing the objectives of the research. For secondary
data, the researchers relied mostly on archival materials, internal records of the impact of
motivation on employee performance, publications of military government report and seminar
papers. The questionnaire was tested for content validity before it was administered.

3.1 Research Design

Research design is concerned with the decision that has to be put into consideration to help a
researcher to collect and analyses data. According to Issa, A.O (2007), research design is meant
to provide a detailed explanation on the procedures to be used in carrying out the research, this is
the plan to be followed in the conduct of the study. Research design therefore, is that logical
model of proof that helps the researcher to make inference regarding casual relations among the
variable that are being investigated. The research adopted for this study is Descriptive Survey
Method of Research; this enhances the gathering of data on “effect of Motivation on employees
in business organizations. The method was adopted because it is suitable for measuring opinions.

3.2 Population of the Study

Population is define as the total number of person in a universe (Eheduru, 1995). He also defined
population as the totality of all cases which possesses a set of well-defined characteristic or
conform to some design.

The population of this research work consists of the selected business organization Kwara State
University, Malete, Kwara state.

3.3 Sample Size and Sampling Techniques

A simple of one hundred (100) respondents was randomly selected so as to represent the
population of the business organization. The result deduced from the sampled business

33
organization was generalized to the entire population. The sample was selected to aid know more
about the effect of motivation on employees performance in Kwara State university, Malete,
Kwara State.

In this study, purposive and sample random sampling techniques were used purposively,
business organization in kwara state university, malete were selected. Lastly respondents were
selected from the sample using simple random sampling techniques. A total of 100 samples were
selected.

3.4 Sources and Method of Data Colection

Questionaire was designed for this study as an instrument for obtaining relevant information
from the respondents. The questionnaire had two (2) section: A and B.

Section A comprises of questions aimed at eliciting information on the respondents demography,

such as sex, age, marital status, religion and educational qualification while Section B consisted
of questions aimed at answering the research question and testing the research hypothesis

The instrument used in collecting data was questionnaire. Questionnaire according to Kinnear
(1991) is an instrument used in measuring past behaviour attitudes and respondents
characteristics. The questionnaire used in this study contains questions that are purposely
structures to elicit desired responses from respondents and it was self-administered by the
researcher.

3.5 Techniques Method of Data Analysis

The techniques used in the analysis of data for the pose comprehension included simple
tabulations, percentages and averages chi-square (X2) was used at 5% level of significance to
test the hypothesis. Where X2 = Σ (0E) 2. The purpose of this test is to determine how well an
observed set of data E fits an expected set

When X2 = Chi-square

O = Observed frequency

E = Expected frequency

34
 CHAPTER FOUR

DATA PRESENTATION, ANALYSISAND INTERPRETATION

4.1 Introduction

This chapter presents the data collected through survey together with the analysis of the data.

Each of these is shown below;

4.2 Response Rate

This refers to the number of people who complete the questionnaire administered, a total of

hundred (100)questionnaires were administered, twenty (20) questionnaires are invalid and

eighty (80) were completely filled and valid and returned by the respondents, i.e the response

rate of the questionnaires is 80%

4.3 Demographic Information of the Respondents

In this section, the results obtained from respondents about their personal information are

presented. Personal information obtained includes; gender, marital status, age, academic

qualification and years of experienced.

Table 4.3.1: Gender of respondents

Gender Frequency Percentage (%)

Female 24 30

Male 56 70

Total 80 100

Source: Field survey, (2024)

35
 Gender of respondents
30

Female
Male

70

Figure 4.3.1: Gender of respondent

Table and figure 4.1 shows the gender of respondent of the data. The result shows that there are

30% male respondents and 70% female respondents. This implies that majority of the

respondents are male.

Table 4.3.2: Marital status of the Respondents

Marital status Frequency Percentage (%)

Single 54 67.5

Married 26 32.5

Total 80 100

36
Source: Field survey (2024)

Marital status

70

60

50 Frequency
Percentage (%)
40

30

20

10

0
Single Married

Figure 4.3.2: Marital status of respondent

Table and figure 4.2 shows the marital status of respondent of the data. The result shows that

54(67.5%) of the respondents are single and 25(32.5%) of the respondents are married.

According to the result majority of the respondents are single.

Table 4.3.3: Age of respondents

Age Frequency Percentage (%)

18-27years 52 65

28-37years 18 22.5

38years and above 10 12.5

37
 Total 80 100

Source: Field survey (2023)

Age of respondents
70

60

50
Frequency
40 Percentage (%)

30

20

10

0
18-27years 28-37years 38years and above

Figure 4.3.3: Age of respondent

Table and figure 4.3 shows the age of respondents and the result shows that 52(65%) of the

respondents are within the age of 18-27 years, 18(22.5%) of the respondents are within the age of

28-37years, and 10(12.5%) of the respondents are above the age of 38 years and above.

Table 4.3.4: Educational Qualification of the Respondents

Educational Qualification Frequency Percentage (%)

ND 28 35

38
 HND 41 51.3

B.Sc 10 12.5

M.Sc 1 1.25

Total 80 100

Source: Field survey (2024)

Educational Qualification
60

50

40 Frequency
Percentage (%)
30

20

10

0
ND HND B.Sc M.Sc

Figure 4.3.4: Educational Qualification

Table and figure 4.4 shows the education qualification of respondents, the result shows that

28(35%) of the respondents are ND holder, 41 (51.3%) of the respondents are HND holder,

10(12.5%) of the respondents are B.Sc holder, and 10(1.25%) of the respondents are M.Sc

holder.

39
Table 4.3.5: Occupationof the Respondents

Occupation Frequency Percentage(%)

Academic Staff 20 25

Non- Academic Staff 60 75

Total 80 100

Source: Field survey (2024)

Occupation
80

70

60

50

40

30

20

10

0
Academic staff Non Acadamic staff

frequency percentage

Figure 4.3.5: Occupationof the Respondents

Table and figure 4.5 shows the occupation of respondent, the result shows that 20(25%) of the

40
respondents are academic staffs, and 60(75%) of the respondents are non-academic staffs. This

indicated that most of the respondents are Non-academic staff

4.4: Data Presentation and Analysis

Table 4.4.1:How important the following factors are to motivating you at work?

Intrinsic factors:

SN Variables 1 2 3 4 5 Remarks
1 The opportunity to learn and 16 32 16 12 4 Agree
grow new skills. (20%) (40%) (20%) (15%) (5%)

2 Having challenging and 15 35 19 8 3 Agree

meaningful work to do (18.75%) (43.75%) (20.0%) (10%) (3.75%)

3 Feeling a sense of 8 38 20 9 5 Agree

accomplishment from (10%) (47.5%) (25%) (14.9%) (3.8%)
completing tasks.

4 Having autonomy and 14 35 15 12 4 Agree

control over my work. (17.5%) (43.75%) (18.75%) (15%) (5%)

5 Feeling like my work 15 31 16 14 4 Agree

contributes to something (18.75%) (38.75%) (20%) (17.5%) (5%)
larger than myself.
Mean percentage response 17% 42.75% 20.75% 14.48% 4% Agree

41
Extrinsic factors:

SN Variables 1 2 3 4 5 Remarks
6 Receiving competitive 16 32 15 14 3 Agree
compensation and benefits. (20%) (40%) (18.75%) (17.5%) (3.75%)

7 Receiving recognition and 15 30 16 14 4 Agree

praise for my work. (18.75%) (37.5%) (20%) (17.5%) (5%)

8 Opportunities for promotion 17 34 15 12 2 Agree

and career advancement. (21.25%) (42.5%) (18.75%) (15%) (2.5%)

9 Having a good work-life 14 35 15 13 3 Agree

balance. (17.5%) (43.75%) (18.75%) (16.25%) (3.75%)
10 Having a positive and 16 31 16 14 3 Agree
supportive work (20%) (38.75%) (20%) (17.5%) (3.75%)
environment.
Mean percentage response 15.6% 32.4% 18.4% 13.4% 3% Agree
Key: 1 = not important, 2 = important, 3 = not really important, 4 = very importance, 5= extremely-
importantSource: Field survey (2024)
Figure 4.4.1: important factor that motivate the Respondents

The analyses on the table above answers whether a larger proportion of employees will perceive

intrinsic factors (challenging work, personal growth) as crucial motivators compared to extrinsic

factors (compensation, recognition).The responses are structured using a scale of 1 (Not

important at all) to 5 (Extremely important).From the results, highest frequencies of the

responses in each of the question items are the Agree Option. This means that most of the

respondents at the selected business organization generally agree that intrinsic factors as crucial

motivators. This implies that organizations under study (Kwara state university, Malete) grants

Intrinsic factors as motivators to their employees.

Table 4.4.2: Performance at Work?

SN Variables SA A U D SD Remarks

42
 1 I am able to meet my 15 32 15 13 5 Agree
deadlines consistently (18.75%) (40%) (18.75%) (16.25%) (6.25%)

2 I produce high-quality work 15 30 17 14 4 Agree

that meets or exceeds (18.75%) (37.5%) (21.25%) (17.5%) (5%)
expectations.
3 I am always looking for 17 34 15 12 2 Agree
ways to improve my work (21.25%) (42.5%) (18.75%) (14.9%) (2.5%)
performance.
4 I am willing to go the extra 14 35 15 14 2 Agree
mile to help my team (17.5%) (43.75%) (18.75%) (17.5%) (2.5%)
succeed.
5 Annual leave helps me to 16 31 16 14 3 Agree
reduce work related stress (20%) (38.75%) (20%) (17.5%) (3.75%)

6 I am motivated to perform at 16 32 16 13 3 Agree

my best every day. (20%) (40%) (20%) (16.25%) (3.75%)

Mean percentage response 19.38% 40.42% 19.58% 13.73% 3.96% Agree

Key: SA = Strongly Agree, A = Agree, U = Undecided, D = Disagree, SD = Strongly Disagree
Source: Field survey (2024)
Figure 4.4.2: Performance the Respondents at Work
The table above shows that opinion of the Kwara State University employees with regards to

their performance in correlation withintrinsic motivation use in the business organization. The

overall responses as shown in the mean percentage response indicate that 19.38% of the

respondents answer Strongly Agree, 40.42% answers Agree, 19.58% answers Undecided, while

13.73% and 3.96% answers Disagree and Strongly Disagree respectively. The analysis indicates

that majority of the respondent answers Agree. This means that there is a general agreement that

There will be a statistically significant positive correlation between intrinsic motivation and

employee performance, measured by productivity and quality of work in the selected business

organization (Kwara State University, Malete).

Table 4.4.3: Performance-based bonuses will have a stronger positive impact on employee

performance compared to non-performance-based rewards?

43
 SN Variables SA A U D SD Remarks
1 Performance-based bonuses 20 40 15 5 0 Agree
are an effective way to (25%) (50%) (18.75%) (6.25%) (0%)
motivate me to perform
better.
2 Receiving non-performance- 45 20 10 5 0 Strongly
based rewards, such as fixed (56.25%) (25%) (12.5%) (6.25%) (0%) Agree
bonuses, motivates me to
perform better.
3 Public recognition for my 12 48 10 5 5 Agree
achievements motivates me (15%) (60%) (12.5%) (6.25%) (6.25%)
to perform better.
4 Receiving private feedback 10 55 0 10 5 Agree
on my performance is more (12.5%) (68.75%) (0%) (12.5%) (6.25%)
motivating than public
recognition.
Mean percentage response 27.19% 50.94% 10.93% 7.81% 6.25% Agree
Key: SA = Strongly Agree, A = Agree, U = Undecided, D = Disagree, SD = Strongly Disagree
Source: Field survey (2024)

Table 4.4.3: Performance-based bonuses will have a stronger positive impact on employee

performance compared to non-performance-based rewards

The table above shows that opinion of the Kwara State UniversityMaleteemployees on

Performance-based bonuses will have a stronger positive impact on employee performance

compared to non-performance-based rewards. The overall responses as shown in the mean

percentage response indicate that 27.19% of the respondents answer Strongly Agree, 50.94%

answers Agree, 10.93% answers Undecided, while 7.81% and 6.25% answers Disagree and

Strongly Disagree respectively. The analysis indicates that majority of the respondent answers

Agree. This means that there is a general agreement that Performance-based bonuses will have a

stronger positive impact on employee performance compared to non-performance-based

rewardscan relate to the organization’s performance-based bonus policy.

4.5.0 TEST OF HYPOTHESIS

44
4.5.1 1st hypothesis a larger proportion of employees will perceive intrinsic factors (challenging

work, personal growth) as crucial motivators compared to extrinsic factors

(compensation, recognition).The first hypothesis which states that, there is a large proportion of

employees will perceive intrinsic factors as crucial motivator to was accepted. This shows that

the Intrinsic factors of motivation given to workers in an organization has a significance

influence on workers performance. This is in line with equity theory which emphasizes that

fairness in the remuneration package tends to produce higher performance from workers.

4.5.2 As regards to 2nd hypothesis There will be a statistically significant positive correlation

between intrinsic motivation and employee performance, measured by productivity and quality

of work.Questionnairesection cwas used to show this positive relationship. The research items

shows that majority of the employee were in agreement that there is significant positive

correlation between intrinsic motivation and employee performance as motivational tools.

Ticking agree to these variables implies that these institutions adopt these factors in there

motivational process.

4.5.3 According to 3rd hypothesis Performance-based bonuses will have a stronger positive

impact on employee performance compared to non-performance-based rewards like fixed

bonuses.Questionnaire Section D explain that the mostly empolyees are agreed to these variables

which shows the positive relationship between performance-based bonus and employee

performance.

4.6 Discussion of findings

Employee motivation has positive relationship with employee performance. Our questionnaire

items show that employees who are highly motivated and agreed to motivational factors give

high performance level. As regards to second hypothesis there will be a statistically significant

45
positive correlation between intrinsic motivation and employee performance, measured by

productivity and quality of work. performance. Questionnaire items section b table 2 were used

to show this positive relationship. The research items show that majority of the employee were in

agreement that’s their institutions uses intrinsic motivational tools such as pay, good working

condition, promotionchallenging work, and personal growthon formulated organizational

policies. Ticking agreed to these variables employees that this institution adopt these factors in

their motivational process.This study has shown that motivation is an important factor that brings

about employee performance. The employee is productive by his ability and this is achieved

when employees are motivated by the various Intrinsic motivation given to them by the

organization.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary

Motivation affects the employees; motivation can have a negative impact on the employee or a

positive impact depending on the employer's needs. From the research, motivation is an

important factor in determining employee satisfaction and performance. Employee motivation

goes beyond financial rewards, which include both internal and external rewards. Organizations

need to motivate employees individually, not as a group, because needs vary from employee to

employee.The method of data collection adopted for the study is questionnaire and personal

interviews. Based on the data collected through these sources, a detailed analysis is given to the

research questions, and hypotheses earlier formulated were tested to facilitate the outcome of the

study. A sample size of one hundred was selected randomly and out of the hundred (100)

46
questionnaires administered, eighty (80%) was completely filled and valid for the analysis of the

study. For the purpose of this research work, statistical tools such as frequency, percentage

relative Important Index as well as correlation analysis were used to analyze data obtained.

5.2 Conclusion

The approaches presented shows that there is impact of motivation on employee’s performance.

There is strong correlation between employee motivation and performance. This study shows

that motivated employees exhibit a range of positive behaviors that lead to increased

productivity, improved quality of work and enhanced organization success. By understanding

what motivates their workforce and implementing effective strategies to boost the morale and

engagement, business organizations can unlock the full potential of their employees and achieve

sustainable success.

5.3 Limitations of the Study

Some of the limitations of this research are as follows:  The quality of the data collected is

sufficient for our study, but perhaps not as specific as a lengthier questionnaire could provide.

Because the questionnaire was distributed to only one business organization, the data is not

expected to reflect an incredibly wide range of perspectives.

1. To apply results to a greater population, a larger, more random sample would need to be

taken.

2. We face time problem as we are given only 1 week to finalize the questionnaire and get

them filled. Some respondents show non- serious behaviour in filling the questionnaire

3. Another limitation includes the drawing of data from a restricted number of search

outputs. Therefore, our search was limited to just one database.

47
 4. A further limitation of this study is the usage of short time-span. This also noticeably

reduces the number of relevant articles under consideration.

More research work is needed in order to find out the extent of the influence of these issues. As

we have used a small number of articles, so a comprehensive research is considered necessary to

lessen the impact of these limitations and to develop a better understanding of motivation

research.

5.4 Recommendations

Based from the conclusion drawn from the findings of the working, the following are

recommended:  The other variables such as rewards, incentives, empowerment etc. can also be

used to evaluate employee performance.

In order to have more accurate results, the subject matter should be more dispersed and should

cover wide area.

Motivation is one of the basic factors in employee working process. So the managers in the

educational institutions have to encourage employees and try to enhance motivational techniques

to motivate them towards tasks.

Attitude plays a vital role in the establishment of employee’s character and their working

process. So the manager’s attitude should be friendly and unbiased with everyone.

Working habits made a great impact on employee working process. So employee should be

allowed to select the way to working.

48
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