CHAPTER ONE

INTRODUCTION

1.0 BACKGROUND OF THE STUDY

Motivation as defined by the WordWeb is the psychological

feature that arouses an organism to action towards a desired

goal; the reason for the action; that which gives purpose and

direction to behaviour.

In the olden days, it was assumed that a good and successful

Manager is the one who stood over his workers and give order on

them to obey. But a Manager who thinks and decides for his

men not only what to do but how it should be done more

especially in the working environment might not succeed. This

is effect would enhance how productivity approach might have

worked in past when organisation were in small scale and the

relationships were more personal than they are today.

Therefore, to get people to work effectively and efficiently, in

this changed situation, a total different approach is needed.

That is to say, people have to be organised in order to achieve

the set objectives and to be able to do this, a Manager must

understand the motive of workers and thereby motivate them

accordingly. This type of approach is an aspect of modern

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 1

 management functions of leading which is concerned with

encouraging workers to put in their best towards the attainment

of organisational goals and objectives. According to Donnelly

Gibson and Ivancevich (1984) “Motivation is defined as the force

within an individual that shows or initiates direct behavioural

pattern. On the other hand, it can be seem as a state of being

induced by doing certain things (works) which is a tool often

applied to an employee/workers or staff in an organisation in

order to make them perform efficiently towards the

achievement of the organisational goals and objectives.

1.1 STATEMENT OF PROBLEM

It will be out of place to say that the success and failure of any

organisation depends on the effective mobilisation of the effort

of the entire workers that make up the organisation. As such in

this regard adequate attention must be paid towards motivation

in today’s complex society.

Lack of motivation of workers/staff within an organisation

causes numerous setbacks in an organisation. Failure to

motivate workers leads to employees rendering low services,

which can lead an organisation into total bankruptcy.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 2

 Another different social science finding by A. K. Ubeku, have

revealed that employers can only give their best when their

various needs are satisfied primarily.

Based on the above, it would be of vital importance to the

NACRDB Ltd to provide factors of motivation that will improve

or enhance the living condition of its workforce and invariably

will provide challenges to the workers/staff of the organisation.

1.2 PURPOSE OF THE STUDY

1. The aim and objective of this study is to identify

the different types of motivation and their effectiveness

on workers/staff in NACRDB Ltd and other public/private

organisations.

2. To know whether motivation to an employee is of

necessity in order to achieve maximum productivity in

organisations.

3. To enquire about things related to employee

efficiency, satisfaction, productivity, the motivation they

received and general working environment of the

employee work.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 3

 4. To examine the different types of motivational tools

used for individual workers of Nigerian Agricultural,

Cooperative and Rural Development Bank Ltd.

5. Also to find out how the Bank meets the demands of

the workforce in respect to individual needs.

1.3 SIGNIFICANCE OF THE STUDY

There is an old saying you can take a horse to the water but you

cannot force it to drink; it will drink only if it's thirsty - so with

people. They will do what they want to do or otherwise

motivated to do. “Whether it is to excel on the workshop floor

or in the 'ivory tower' they must be motivated or driven to it,

either by themselves or through external stimulus”.

Based on the above statement the researcher has considered

the consequence of motivation by writing the topic Motivation;

Catalyst for High Performance of Nigerian Agricultural,

Cooperative and Rural Development Bank (NACRDB) Limited

Workers. This project is out to assist the Bank and other

organisations to find out the various types of motivational

factors that they can use to enhance the performance of their

workforce so as to give their best towards achieve the

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 4

 organisational goals and objectives in the most effective and

efficient manner.

This in no small measure will serve as a challenge to other

organisations to emulate and generally improve the

performance of employees.

1.4 HYPOTHESIS

Ho That positive motivation in terms of monetary rewards

i.e. increased salary, bonus and promotion etc have a

direct correlation with employee’s performance.

H1 The positive motivation in terms of monetary rewards may

not induce the desired enthusiasm on part of the

employee to put in the best.

1.5 SCOPE AND LIMITATION

This project is meant to cover certain problems confronting the

NACRDB Ltd employees. The research intends to cover some of

the problems that is happening and that may likely happen in

the near future by which workers could be motivated for greater

productivity. In the course of time the researcher try as much

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 5

 as to limit these problems or alternatively eliminate them

completely.

Though no work of any type can completely succeed without

research limitation. During the survey general discussions were

held with friends, this discussion worked satisfactory and this

gave me ample of opportunity to discuss the research work

widely and learn the grievances of the workers/staff particularly

their general feeling and opinions that the organisation needs to

address the problem of employee’s motivation seriously.

These techniques of approaching the workers as mentioned

earlier, quite a number of problems were being encountered.

Only seventy (70%) percent of the workers/staff responded

positively towards the interview administered. From this fact: I

am conscious of the limiting extent of the reliability of life data

from the reason stated earlier.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 6

 CHAPTER TWO

LITERATURE REVIEW

2.0 INTRODUCTION

Motivation is an effective instrument in the hands of the

management in inspiring the workforce. It is the major task of

every manager to motivate his subordinate or to create the will

to work among the subordinates. We should put it in mind that

the worker may be immensely capable of doing some work,

nothing or little can be achieved if he or she is not willing to

work, creation of a will to work is motivation in simple but true

sense of term.

Rensis Likerthas called motivation as the core management,

which is, motivation is the core of management ability to bend

his/her workforce to higher performance.

Frederick Herberg’s motivation theory states that satisfaction of

the employees is associated with the non-monetary, or intrinsic

factors like achievement, recognition, personal growth and the

characteristics of the work.

The intrinsic factors motivate the employee. Similarly, the

dissatisfying or the extrinsic factors like company policies,

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 7

 salary, co-worker relations, supervisor relationship and job

security etc.

In order to motivate workers to work for the organizational

goals, the managers must determine the motives or needs of the

workers and provide an environment in which appropriate

incentives are available for their satisfaction. If the

management is successful in doing so, it will also be successful

in increasing the willingness of the workers to work. This will

increase efficiency and effectiveness of the organization.

There will be better utilization of resources and workers

abilities and capacities. This apply to the recent time viewpoint

that for an organisation to achieve the set goals depends largely

on the effective mobilisation of all the geared efforts of the

people that make up the entire organisation therefore it is

envisaged that much attention be paid to motivation of which

much is to be achieved. Much emphasis has been placed on the

important role that motivation plays in getting workers to put in

their best on their job. Invariably, workers can now be

expected to be highly productive.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 8

 Motivation according to Weihrich and W. Geverman (1968) is

described as an inner stated which energies, activates, moves

and directs human behaviour towards certain goals.

Based on the above definition by various theorist, we now state

categorically that there are certain inner motives which makes

workers put in their best to their jobs in order to maintain high

level of productivity and to achieve this primaries, the

management has to apply adequate motivational factors to their

workers to enable them put in their best towards the realisation

of the organisational goals without tears. Above all it apparent

that motivating workers in an organisation is a vital and

important aspect of effective administration.

2.1 MOTIVATION FACTORS

The word motivation has been derived from motive, which

means any idea, need or emotion that prompts a man in to

action. Whatever may be the behaviour of man, there is some

stimulus behind it. Stimulus is dependent upon the motive of

the person concerned. Motive can be known by studying his

needs and desires.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 9

 There is no universal theory that can explain the factors

influencing motives which control mans behaviour at any

particular point of time. In general, the different motives

operate at different times among different people and influence

their behaviors. The process of motivation studies the motives

of individuals, which cause different type of behaviour.

2.2 TYPES OF MOTIVATION

An incentive is something, which stimulates a person towards

some goal. It activates human needs and creates the desire to

work. Thus, an incentive is a means of motivation. In

organizations, increase in incentive leads to better performance

and vice versa.

An author by name John Loilly and Sons in (1987) have

categorised motivated into two types in which one is the job

itself and the other is the end through which the job itself

provides means.

The following are two types of motivation:

2.2.1 INTRINSIC: Intrinsic motivation can be defined as an attitude of

success of means people motivated to bring out the best in

themselves. Leaders must try and understand the importance of

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 10

 intrinsic reward in order that workers are given opportunity to

design jobs that are themselves motivational to the workers.

Intrinsic motivation occurs when people are internally

motivated to do something because it either brings them

pleasure, they think it is important, or they feel that what they

are learning is morally significant.

2.2.2 EXTRINSIC: The extrinsic motivations are externally applied

like incentive, pay and verbal praise given to somebody by a

high level manager/supervisor. This influence is extrinsic

motivational mandated from outside the individual person. In

effect, its power and durability depends, mainly on the constant

presence of these external forces but in the absence of them,

this approach leads to better result, for the employee, the

organisation and the society in general.

For example, extrinsic motivation comes into play when a

student is compelled to do something or act a certain way

because of factors external to him or her (like money or good

grades).

2.3 IMPORTANT OF MOTIVATION

The main impact of motivating employee in an organisation is to

encourage them for higher productivity.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 11

 Motivation involves getting the workforce of the organisation to

pull together all resources effectively, to give their loyalty to

the organisation, to carry out properly the purpose of the

organization. The following results may be expected if the

employees are properly motivated.

1. The workforce will be better satisfied if the management

provides them with opportunities to fulfil their

physiological and psychological needs. The workers will

cooperate voluntarily with the management and will

contribute their maximum towards the goals of the

enterprise.

2. Workers will tend to be as efficient as possible by

improving upon their skills and knowledge so that they are

able to contribute to the progress of the organization.

This will also result in increased productivity.

3. The rates of labour’s turnover and absenteeism among the

workers will be low.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 12

 4. There will be good human relations in the organization as

friction among the workers themselves and between the

workers and the management will decrease.

5. The number of complaints and grievances will come

down. Accident will also be low.

2.4 THEORIES OF MOTIVATION

Understanding what motivated employees is and how they were

motivated was the focus of many researchers and scholars in

which we have the likes of Behaviour Modification theory;

Abraham H. Maslows need hierarchy or Deficient theory of

motivation. J. S. Adam’s Equity Theory, Vrooms Expectation

Theory, Two factors Theory.

2.5 ABRAHAM H. MASLOW NEED HIERARCHY OR DEFICIENT

THEORY OF MOTIVATION

Behavioural scientists, A. H. Maslow and Frederick Heizberg,

whose published works are the “Bible of Motivation”, have

provided the intellectual basis for most of motivation thinking.

Although Maslow himself did not apply his theory to industrial

situation, it has wide impact for beyond academic circles.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 13

 Douglas MacGregor has used Maslow’s theory to interpret

specific problems in personnel administration and industrial

relations.

The root of Maslow’s theory is that human needs are arranged in

hierarchy composed of five categories. The lowest level needs

are physiological and the highest levels are the self-

actualisation needs. Maslow starts with the formation that man

is a wanting animal with a hierarchy of needs of which some are

lower in scale and some are in a higher scale or system of

values. As the lower needs are satisfied, higher needs emerge.

Higher needs cannot be satisfied unless lower needs are

fulfilled. A satisfied need is not a motivator. The hierarchy of

needs at work in the individual is today a routine tool of

personnel trade and when these needs are active, they act as

powerful conditioners of behaviour- as Motivators.

Hierarchy of needs; the main needs of men are five. They are

physiological needs, safety needs, social needs, ego needs and

self-actualisation needs, as shown in order of their importance.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 14

 Self-
Actualisation

Ego Needs

Social Needs

Safety Needs

Physiological Needs

The above five basic needs are regarded as striving needs which

make a person do things. The first model indicates the ranking

of different needs. The second is more helpful in indicating how

the satisfaction of the higher needs is based on the satisfaction

of lower needs. It also shows how the number of person who has

experienced the fulfilment of the higher needs gradually tapers

off.

Physiological / Body Needs: - The individual move up the ladder

responding first to the physiological needs for nourishment,

clothing and shelter. These physical needs must be equated

with pay rate, pay practices and to an extent with physical

condition of the job.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 15

Safety needs: - The next in order of needs is safety needs, the need

to be free from danger, either from other people or from

environment. The individual want to assured, once his bodily

needs are satisfied, that they are secure and will continue to be

satisfied for foreseeable feature. The safety needs may take the

form of job security, security against disease, misfortune, old

age etc as also against industrial injury. Safety laws, measure of

social security, protective labour laws and collective

agreements, generally meet such needs.

Social needs: - Going up the scale of needs the individual feels the

desire to work in a cohesive group and develop a sense of

belonging and identification with a group. He feels the need to

love and be loved and the need to belong and be identified with

a group. In a large organization it is not easy to build up social

relations. However close relationship can be built up with at

least some fellow workers. Every employee wants too feel that

he is wanted or accepted and that he is not an alien facing a

hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for

status and recognition, respect and prestige in the work group

or work place such as is conferred by the recognition of ones

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 16

 merit by promotion, by participation in management and by

fulfilment of workers urge for self expression. Some of the

needs relate to ones esteem e.g. need for achievement, self

confidence, knowledge, competence etc. On the job, this means

praise for a job but more important it means a feeling by

employee that at all times he has the respect of his supervisor

as a person and as a contributor to the organizational goals.

Self realization or Actualisation needs: - This upper level need is one

which when satisfied provide insights to support future research

regarding strategic guidance for organization that are both

providing and using reward/recognition programs makes the

employee give up the dependence on others or on the

environment. He becomes growth oriented, self oriented,

directed, detached and creative. This need reflects a state

defined in terms of the extent to which an individual attains his

personnel goal. This is the need, which totally lies within

oneself, and there is no demand from any external situation or

person.

2.6 VROOMS EXPECTATION THEORY

Vroom’s theory is based on the belief that employee effort will

lead to performance and performance will lead to rewards

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 17

 (Vroom, 1964). Reward 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.

Two Factor Theory

Douglas McGregor introduced the theory with the help of two

views; X assumptions are conservative in style Assumptions are

modern in style.

X Theory

• Individuals inherently dislike work.

• People must be coerced or controlled to do work to achieve the

objectives.

• People prefer to be directed

Y Theory

• People view work as being as natural as play and rest

• People will exercise self direction and control towards achieving

objectives they are committed to

People learn to accept and seek responsibility.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 18

2.7 MCGREGOR THEORY OF ‘X’ AND ‘Y’

In an attempt to know the level of motivation in workers

McGregor propounded the theories were tons aimed at giving

management of greater understanding of the workers. In order

to helps them in motivating workers in the organisation.

McGregor gave the classification of leadership style that he

called traditional theory X and Y and the modern theory ‘Y’ it is

understood that these leadership styles can motivate and

demotivate workers in an organisation in the sense that the

nature of individual workers should be given due consideration

when they are needed to accomplish the set gaol of the

organisation. Therefore, these theories assumed human nature

in different manners.

1) Theory ‘X’ assumes that people are by nature

lazy and to not like work, dislike responsibility and they

are generally not ambitious. They are seen as passive and

resistant to organisation objective and must be compelled

with, commanded and controlled.

2) Theory ‘Y’ assumes opposite directions, that

leadership assumes that an average human being learns

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 19

 under proper condition and they do not only accept but

also see responsibility. The threats of punishment and

coercion are not the only means of bringing efforts

towards productivity that man could exercise self-

direction and self-control to achieve goals in which he is

committed to. So motivation is inherent in all human

beings in the universe.

Looking at the theory ‘X’ and ‘Y’, theory X is more dynamic and

realistic. With the modern search findings it shows much more

adequate for both the growth of the individual worker and the

organisation as a whole. However, theory ‘X’ appears to be

demotivate rather than motivate.

According to McGregor he propounded that there is a need to

withdraw from theory because most organisations show more

concern for their workers and their needs to achieve

organisational goals and improved productivity. Accordingly, he

should have confidence in the potentials of the workers at hand

and this actually motivate employees to act in the direction of

goals and plans of the organisation.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 20

 Theory ‘X’ and ‘Y’ are not prescription for managerial strategies

but merely assumptions, therefore, the must be tested against

reality. A manager who uses theory ‘X’ approach will definitely

have negative efforts on productivity since workers will be

working because they are forced to do so or are afraid of

punishment.

2.8 MOTIVATOR AND HYGIENE THEORY

We will go back to the Frederick Herzberg on his theory on two

Factors about Motivator or a Hygiene Factor? This theory was

based how workers salary affects their input/output, in his

research.

Pay is both a motivator and hygiene factor, hence the “two

factor theory,” the “motivator-hygiene factor.” Salary based on

pay is one but a relevant category of the hygiene theory, being

stated as one of the “sources of dissatisfaction and satisfaction”

within the affects of job function. However, amongst all

aspects, personally, I believe pay is the primary motivator and

influence within a social category providing social classification.

Although many people may tell you that money isn’t everything,

I regret to say, that it is; and is the primary motivational factor

of our infamous human resources teams.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 21

 "Individuals are not content with the satisfaction of lower-
order needs at work, for example, those associated with
minimum salary levels or safe and pleasant working
conditions. Rather, individuals look for the gratification of
higher-level psychological needs having to do with
achievement, recognition, responsibility, advancement, and
the nature of the work itself" (Herzberg, 1969).

2.9 HUMAN RELATION THEORY

Another group research led by “Eltal Mayo” in its western

electric company (USA) tried to see the effect of light on

workers. This was popularly known as the Authorise experiment

of illumination. He discovered that working conditions are not

the only factor that could motivate workers but group

relationship could have a major influence over workers

performances.

The researcher therefore suggested that managers should direct

their motivational tools not only to individual workmen, but also

to groups comprising of individuals in the workforce.

Judging from this human relation theory it is obvious that group

recognition is very much an important factor in motivating

workers for higher productivity and not merely money alone.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 22

2.10 EMPLOYEES MOTIVATION

According to A. K. Ubeku (1975) that a manager having the most

skilled workers may not have his organisational objectives,

realised of his subordinate are not adequately motivated and

more so that managers and supervisors must understand

productivity in which the following aspects must be given due

consideration.

1. Training Facilities/Opportunity

2. Salary and Wages

3. Authority and Accountability

4. Job Enrichment

5. Welfare Services

6. Job Security

7. Promotion

8. Recognition

2.10.1 TRAINING

This is the process of developing attitudes, habits and

skills towards a change in behaviour as a result of the

training. In view of the above, the organisations should

provide training facilities to enable each worker lean to

do his/her job effectively and efficiently and prepare for

further challenges.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 23

2.10.2 SALARY AND WAGES

They are the most important factor especially in the

Nigerian context, which has a large motivating element in

it. Therefore, payment of good salary and wages is very

vital to productivity efforts of employees. A large

number of workforce in Nigeria who by the nature of their

job cannot be promoted or have their job improved in any

forms may be as a result of old aged.

To this categories of workers, the only important factor to

them is the pay package, promotion prospects, working

conditions cannot be substantially improved but if the pay

can be improved from time to time and provide. Working

relationship, it is obvious that the employees under this

category are likely to perform his duties in a lowest way.

In this respects, the use of money, as a motivating factor

must be ruled out.

According to Said Gellerman (1978) summarised up to say

that monetary omnipotence is a myth but not to say that

money encourages more efforts extra creativity and other

kind of non routine performance.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 24

2.10.3 AUTHORITY AND RESPONSIBILITY

The main factors in motivating a job holder is to give him

increased authority and hold him accountable for the

results and this will pose a challenge to which the workers

will react. The importance of this factor was carried out

by Dr. Paul in England (1961) and it was confirmed by the

results of various studies.

2.10.4 JOB ENRICHMENT

In this situation, division of labour is provided so that

workers can be specialised in that particular job and

productivity will definitely increase abundantly. However

job enrichment should be distinguished from job

enlargement. Job is enlarged when the tasks being

performed in the job are increased but a job is enriched

when many people do tasks.

2.10.5 WELFARE SERVICES

This is to provide employees with health, safety and

welfare standard such as transport facilities, recreational

and social facilities, medical services, and rates of pay,

promotion and joint consultation.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 25

2.10.6 JOB SECURITY

Many workers preferred the security of job that the civil

services provides while they hated the idea of the boss

alone having the power to terminate their services

without formalities. The fear of living ones job is more

experienced at the lower level where many workers are

without any marketable knowledge and skills. The fear of

insecurity hinders their efforts and so allays these focus,

procedures, must be established for promotion, discipline,

grievance and termination, so that the workers may see

that in every case justification must prevail.

2.10.7 PROMOTION

Every worker wants to see a change for the better in his

or her job and in place of work as an assistant manager

would like to become a manager and promotion brings

along with it not just more money by a rank recognition of

the individual performance. Thereafter to justify this

recognition workers being promoted put in more efforts in

his work as promotion put more life in the individual and

activate his knowledge, skills and he strives harder to be

effective in his new job.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 26

 CHAPTER THREE

RESEARCH METHODOLOGY

3.0 INTRODUCTION

Research is a systematic method of finding solutions to

problems. It is essentially an investigation, a recording and an

analysis of evidence for the purpose of gaining knowledge.

According to Clifford Woody, “research comprises of defining

and redefining problem, formulating hypothesis or suggested

solutions, collecting, organizing and evaluating data, reaching

conclusions, testing conclusions to determine whether they fit

the formulated hypothesis”

The collection of data in any research to be undertaken could

be justifiable regarded as a foundation upon which the

necessary facts and information could be obtained. This is very

crucial to the success and meaningful achievement of any

survey. However, research is simply the process of arriving

through the planned and systematic collection of data. In other

word research is a systematic process of discovering acquiring,

and using knowledge.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 27

3.1 RESEARCH METHOD

History is an integrated narration/description of past events of

facts written in spirit of critical inquiry for the whole truth.

Historical research may be considered as embracing the whole

field of human past as broad as life itself.

The purpose of doing historical research is to gain a clearer

perspective of the present. Historical research provides us with

the hypothesis for the solution of current problems and also a

greater appreciation of the culture and role which new

knowledge can play in the progress of society.

Historical researches are of two categories, the Documents,

which are usually written, and the Relics, which are generally

archaeological or geological.

3.2 DESCRIPTIVE RESEARCH METHOD

This simplify the nature of a given phenomenon, it give a

scenario of a situation or a population in an explanatory way.

An accurate descriptive are imperative for making a wide range

of policy decision, and for study to be accurate it must have be

conducted scientifically that is to say it have followed the terms

of descriptive research which is basic for all types of research in

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 28

 accessing the situation as prerequisite to interferences and

generalisation.

3.3 SURVEY RESEARCH METHOD

The term survey research means the collection of analysis of

response of large samples of people to polls and questionnaires

designed to elicit their opinions, attitudes and sentiments about

a specific topic.

This method of research is oriented towards the determination

of the status of a given happening rather than towards the

isolation of consultative factors. The nature of the research

topic in question that is; Motivation: Catalyst for High

Performance of Nigerian Agricultural, Cooperative and Rural

Development Bank (NACRDB) Limited Workers it has become

imperative to adopt the descriptive and survey methods of

research. Research methods are particularly versatile and

practical in that they identify and assess present condition and

point of needs. Survey does more than merely uncover data

they interpret synthesize and point to implication and inter

relationships.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 29

3.4 INSTRUMENTS USED FOR DATA COLLECTION

There is always the need for a fairly accurate data to be

collected for any reliable information to be produced. This has

encouraged the researcher to adopted different methods of

data collection as one method alone is not considered sufficient

to produce the data needed for this research. The following

instruments where adapted.

Questionnaire: they are generally used for data collection as it

provides exceptional facts as a result of non-disclosure of

identity of the respondents.

A defeated questionnaire was carefully prepared and specially

numbered. The questions were arranged in proper order, in

accordance with the relevance.

Personal Interview: This method involves personal interaction

between two or more people where already prepared questions

were being asked by researchers and answers provided by

respondents. It is very relevant to the study because if provides

a means of meeting people and having other considerations. It

allows for a very wide range of questions and answers were

provided immediately. Where there are doubts they can be

cleared and cross-examination of information can be done.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 30

 It is also flexible since the interviewer can change his/her

language and be tactical when asking the questions depending

of the individual being interviewed. One of the disadvantages is

the cost, which accumulates depending on how many return

trips the respondent has to make. Another disadvantage is

withheld information when the new sectional heads are

interviewed there is distrust in the interviewer.

The researcher would use percentage method, and tabulation

and graphics to present, analyse and interpret, the data

collected. It also helps to resent the original data in an orderly

manner. Similarly the techniques use will makes it possible for

the researcher to summaries the information and since the data

is in a more explanatory form, it becomes more readily

comprehensible.

3.5 JUSTIFICATION FOR METHOD USE

Apart from the above-mentioned primary data collected for the

research work, the researcher also collected secondary data for

this purpose of the study. The method used is highly justified

because of its often involvement in the exploratory, and

description of the extent of association between two or more

variables. The researcher is quite acquitted with the

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 31

 substantial amount at the research problem. Also, the

researcher was able to clearly define what he wants to measure

hence, setting up an appropriate and specific means of

measurement.

The method used by the researcher is to take case of any

ambiguous answers that might be given by some respondents

and the omission of some vital questions either deliberately or

ignorantly to get a reasonable response to help explain some

difficult questions and to save time consuming, and justify the

method used.

3.6 CONCLUSION

The different method adopted in collecting data might prove

successful since much of the needed data was collected.

However, there were some problems encountered in trying to

make such collections. Such as cooperation from staff which

was a little difficult in the beginning due to work and other

pressure. Difficulties in reaching the respondents due to the

researcher nature of work, and the respondents within the time

frame.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 32

 CHAPTER FOUR

ANALYSES AND INTERPRETATION OF DATA

4.0 INTRODUCTION

chapter four is concerned with information received from

questions which was administered to the staff of the Nigerian

Agricultural, Cooperative and Rural Development Bank Limited,

concerning the organisation and welfare of the staff. To this

effect, data collected from the respondent and the interviews

conducted has been analysed and interpreted in order to

support the objective of this research.

The following questions, which were administered to, the 50

members of the staff randomly by the researcher analysed

below.

4.1 DATA ANALYSES AND INTERPRETATION

4.1.1 Response about the support from the HR department

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Highly satisfied 18 36
70 2 Satisfied 29 58
3 Neutral 58 3 6
60
4 Dissatisfied 0 0
50 5 Highly satisfied 0 0
40 Total
36 50 100
30

20

10 6
Motivation: Catalyst for High Performance of NACRDB Limited Workers.
0 0 33
0
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied
 INTERPRETATION

The table shows that 58% of the respondents are satisfied with

the support they are getting from the HR department.

4.1.2 Management is interested in motivating the employees

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 27 54
2 Agree 20 40
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 34

 Management is interested in motivating the
employees

60 54
50
40
40
30
20
10 3
0 0
0
Strong Agre Netur Disagre Strong
lyAgre e al e Disagre
ly
e e

INTERPRETATION

The table shows that 54% of the respondents are strongly

agreeing that the management is interested in motivating the

employees.

4.1.3 The type of incentives motivates you more

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Financial Incentives 15 30
2 Non financial Incentives 9 18
3 Both 26 52
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 35

 The type of incentives motivates you more

30%
Financial Incentives
Non Financial Incentives
52%
Both
18%

INTERPRETATION

The table shows that 52% of the respondents are expressing that

both financial and non-financial incentives will equally motivate

them.

4.1.4 Satisfaction with the present incentives scheme

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
5 Highly satisfied 0 0
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 36

 Satisfaction with the present incentives provided by
the organization

70%
58%
60%
50%
40% 36%

30%
20%
10% 6%
0% 0%
0%
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied

INTERPRETATION

The table shows that 58% of the respondents are satisfied with the

present incentive scheme of the organization.

4.1.5 The company is eagerness in recognizing and acknowledging

employee’s work
S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 18 54
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 37

 Eagerness of the company in acknowledging the
work of employees

70%
58%
60%
50%
40% 36%

30%
20%
10% 6%
0% 0%
0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

INTERPRETATION

From the study, 58% of employees agreed that the company is

eager in recognizing and acknowledging their work, 36% strongly

agreed and only 6% showed neutral response.

4.1.6 Periodical increase in salary

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 12 24
2 Agree 23 46
3 Neutral 3 6
4 Disagree 9 18
5 Strongly Disagree 3 6
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 38

 Periodical increase in salary

50 46
45
% %
40
%
35
%
30
% 24
25
%
20 % 18
%
15
% %
10
% 6% 6%
%5%
0%
Strong Agre Netur Disagre Strong
lyAgre e al e Disagre
ly
e e

INTERPRETATION

The table shows 46% of employees agree that there is a periodical

increase in the salary.

4.1.7 Job Security existing in the company.

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 18 36
3 Neutral 11 22
4 Disagree 3 6
5 Strongly 3 6
Disagree
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 39

 Job security exist in the company

40% 36%
35%
30%
30%
25% 22%
20%
15%
10% 6% 6%
5%
0%
S trongly A gree Agree Netural Disagree Strongly Disagree

INTERPRETATION

The table shows 35% of employees agree with good job security

exist in the company.

4.1.8 Good relations with the co-workers.

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 40

 Good relations w ith co-w orkers

60% 54%

50%

40%
30%
30%

20% 16%

10%
0% 0%
0%
S trongly A gree Agree Netural Disagree Strongly Disagree

INTERPRETATION

The table shows 54% of the respondents agree that they have good

relations with co-worker.

4.1.9 Effective performance appraisal system.

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 10 20
2 Agree 23 46
3 Neutral 8 16
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 41

 Effective performance appraisal system.

50% 46%
45%
40%
35%
30%
25% 20%
20% 16%
15% 12%
10% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

INTERPRETATION

The table shows 46% of the respondents agree to effective

performance appraisal system existing in the company.

4.1.10 Effective promotional opportunities in present job,

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 9 18
2 Agree 26 52
3 Neutral 9 18
4 Disagree 3 6
5 Strongly Disagree 3 6
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 42

 Effective promotional opportunities in present job

60%
52%
50%

40%

30%
18% 18%
20%

10% 6% 6%

0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

INTERPRETATION

The table shows 52% of the respondents agree with effective

promotional opportunities in their present job.

4.1.11 Good safety measures existing in the organization.

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 15 30
2 Agree 23 46
3 Neutral 3 6
4 Disagree 6 12
5 Strongly 3 6
Disagree
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 43

 Good safety measures existing in the organiz ation.

50% 46%
45%
40%
35%
30%
30%
25%
20%
15% 12%
10% 6% 6%
5%
0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

INTERPRETATION

The table shows 46% of the respondents agree that there is a good

safety measure existing in the company.

4.1.12 Performance appraisal activities are helpful to get motivated.

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 9 18
2 Agree 23 46
3 Neutral 6 12
4 Disagree 3 3
5 Strongly Disagree 9 18
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 44

 Performance appraisal activities are helpful to get motivated

50% 46%
45%
40%
35%
30%
25%
20% 18% 18%
15% 12%
10% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

INTERPRETATION

The table shows 46% of the respondents agree that the

performance appraisal activities are helpful to get motivated.

4.1.13 Support from the co-worker is helpful to get motivated

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 12 20
2 Agree 29 46
3 Neutral 0 0
4 Disagree 6 12
5 Strongly Disagree 3 6
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 45

 Support from the co-w orker is helpful to get motivated

70%
58%
60%

50%

40%

30% 24%
20%
12%
10% 6%
0%
0%
S trongly A gree Agree Netural Disagree Strongly Disagree

INTERPRETATION

The table shows 58% of the respondents agree that the support

from the co-worker is helpful to get motivated.

4.1.14 Career development opportunities are helpful to get

motivated

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 10 20
2 Agree 26 52
3 Neutral 2 4
4 Disagree 4 8
5 Strongly 8 16
Disagree
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 46

 60%
52%
50%

40%

30%
20%
20% 16%

10% 8%
4%

0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION

The table shows 52% of the respondents agree that the career

development opportunities are helpful to get motivated.

4.1.15 Factors, which motivates you the most.

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Salary increase 21 42
2 Promotion 15 30
3 Leave 3 6
4 Motivational talk 5 10
5 Recognition 6 12
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 47

 12% Salary increase
10%
42% Promotion
Leave
6%
Motivational talk
30% Recognition

INTERPRETATION

The table shows that the 42% of the respondent is responding that

increase in salary will motivate them the most.

4.1.16 Incentives and other benefits will influence your performance

S/NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Influence 32 64
2 Does not influence 12 24
3 No opinion 6 12
Total 50 100

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 48

 12%

24% Influence
Does not influence
No opinion
64%

INTERPRETATION

The table shows 64% of the respondents responded that

incentives and other benefits would influence their performance

4.2 INFERENTIAL STATISTICS

Ho: There is no significant relationship between incentives and

employee’s performance.

H1: There is significant relationship between incentives and

employee’s performance.

Ho: There is no significant relationship between career

development opportunities and the extent of employee

motivation

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 49

 Ho: There is no significant relationship between performance

appraisal system and the extent of motivation.

H1: There is significant relationship between performance

appraisal system and the extent of motivation.

Ho: There is no significant relationship between interpersonal

relationship in the organization and extent of motivation.

H1: There is significant relationship between interpersonal

relationship in the organization and extent of motivation.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 50

 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.0 SUMMARY

This research work is aimed at providing employees and

management members with the information that can be

beneficial to personally and professionally. Every organisation

has multiple objectives including of adequate profit for payment

of a reasonable rate of return to the owners and for investment

in business through satisfaction of customers, maintenance of a

contended workforce and creation of a public image. The basic

job of management of any organisation is the effective

utilization of available human resources, technological,

financial and physical resources for the achievement of the

business objectives.

This project entitled as “Motivation: Catalyst for High

Performance of NACRDB Ltd Workers” was done to find out the

factors which will motivate the employees. The study

undertakes various efforts to analyse all of them to some great

details. From the study, the researcher was able to find some

of the important factors, which motivate the employees.

Factors like financial incentives and non financial inventive,

performance appraisal system, good relationship with co-

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 51

 workers, promotional opportunities in the present job,

employee participation in decision making are very much effect

the level employee motivation as details out in Chapter four –

Data presentation and analysis. It is also clear from the study

that the company is so eager in motivating their employees and

their present effort for it so far effective.

The human resources can play an important role in the

realization of the objectives. Employees work in the

organization for the satisfaction of their needs. If the human

resources are not properly motivated, the management will not

be able to accomplish the desired results. Therefore, human

resources should be managed with utmost care to inspire,

encourage and impel them to contribute their maximum for the

achievement of the business objectives.

5.1 CONCLUSION

The study concludes that, the motivational program procedure

in Nigerian Agricultural, Cooperative and Rural Development

Bank (NACRDB) Limited is found effective but not highly

effective. The study on employee motivation highlighted so

many factors, which will help to motivate the employees. The

study was conducted among 50 employees and collected

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 52

 information through structured questionnaire. The study helped

to findings, which were related, with employee motivational

programs, which are provided in the organization.

The performance appraisal activities really play a major role in

motivating the employees of the organization. It is a major

factor that makes an employee feels good in his work and

results in his satisfaction too. The organization can still

concentrate on specific areas, which are evolved from this study

in order to make the motivational programs more effective.

Only if the employees are properly motivated- they work well

and only if they work well the organization is going to benefit

out it. Steps should be taken to improve the motivational

programs procedure in the future. The suggestions of this report

may help in this direction.

5.3 RECOMMENDATION

The financial institution, Nigerian Agricultural, Cooperative and

Rural Development Bank (NACRDB) Limited one of the Federal

Government of Nigeria (FGN) Bank in aiming to reach the

Nigerian citizens is trying its best toward motivating its staff in

achieving the FGN goal.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 53

 Based on this research work if the management of the

organisation can implement the following recommendations it

will go a long way in propelling the performance of its

workforce to a greater heights.

The following are the recommendations for the findings from

the study are follows.

• Most of the employees agree that the performance

appraisal activities are helpful to get motivated, so the

organisation should try to improve performance appraisal

system, so that they can improve their performance.

• Non-financial incentive plans should also be implemented;

it can improve the productivity level of the employees.

• Organization should give importance to communication

between employees and gain co-ordination through it. Skills

of the employees should be appreciated.

• Better carrier development opportunities should be given

to the employees for their improvement.

• If the centralized system of management is changed to a

decentralized one, then there would be active and

committed participation of staff for the success of the

organization.

Motivation: Catalyst for High Performance of NACRDB Limited Workers. 54

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