CHAPTER ONE

INTRODUCTION
1.1

BACKGROUND TO THE STUDY

The need to increase productivity and efficiency in the
work place or any organization has led to increasing
academic interest in the area of motivation over the years.
Scholars have been keenly interested in knowing what
factors are responsible for stimulating the will to work. Thus
motivation has become an issue of concern for both scholars
and practitioners of personnel management.
Every organization either in the private or public sector
is goal oriented and all efforts are geared towards the
successful

attainment

of

those

goals

and

objectives.

Therefore, for any organization to record any degree of

meaningful success in the pursuit of its goals and
aspirations, it must have the ability to create values
(motivation) enough to compensate for the burdens imposed
upon the staff. Such value or motivators can come in the
form of good training policies, facilities or incentives such as
fringe benefit, promotion, status symbol etc so as to satisfy
the needs of the staff for enhanced performance (Obisi,
1996).

It has been shown, argued and proven that unless

individual staff are motivated to make sufficient use of the
potentials found in them during the employment process
they may not achieve the level of performance that is
desired from them (Morris, 1998). For a staff to be
motivated, he or she has to perceive that his or her needs
and wants are being met. Thus the satisfaction of the staff
represents an indispensable dimension of the motivational
process. A satisfied individual would certainly contribute
positively to the realization of the organizational goals and
objectives while a dissatisfied staff may only not contribute
but can even act in such a way that the realization of such
goals and objectives could be completely destroyed. This
underlines the importance of staff satisfaction to the
organisation.
Motivation is said to be the core of management of
human resources. The management of men and women is a
challenging task. No two persons have the same qualities,
feelings and behaviour. The nature of man is very complex.
It is not easy to take care of human beings with such varying
characteristics and qualities.

Without motivation, organisation would not last long.

Human resources must be activated, trained, developed and
above all motivated in order to realize individual and
organizational goals. An individual who has ability, skills and
knowledge would not do much without motivation. However,
an individual with skills, knowledge and ability with added
motivation is a sure way to success (Ajiola, 2002). The
performance of a worker does not depend largely on his
ability, intelligence, skills and knowledge but on the
motivation which he has. If we do not motivate a worker, he
would not as such be a problem solver (Abbegleen, 2001).
It is generally acclaimed that incentives such as good
pay,

good

condition

of

service,

provision

of

decent

accommodation, opportunity for staff training etc. motivate

employees in order to increase their productive capacity. In
view of the above, therefore, incentives are regarded as the
major factor which motivates employees to exhibit better
performance. However, it is not a matter of course to
motivate an individual staff because the success of any
motivational effect solely depends on the extent to which the
motivation meets the needs of the individual employee.

Finally, the test for management of either private or

public organisations therefore is to determine the valued
needs and motivators that will make an employee react
according

to

the

organizational

desires

to

increase

productivity. The impact of employee motivation on the

banking industry using the Union Bank of Nigeria Plc,
Maiduguri as a case study will therefore form the basis of
this study.

1.2

STATEMENT OF THE RESEARCH PROBLEM

Personnel management, motivation and productivity
are areas that have occupied the minds of management in
Nigeria especially in the private sector. Managers and
scholars alike have wondered at the poor attitude to work of
employees in the work place.
With the rise of new ideas of management and
motivation, one expects to see that these ideas are applied
and the employees motivated to maximum productivity.
However, the opposite has always seemed to be the case.
One notices in many public and private organisations the

non-challant and sluggish attitude to work by the employees,

and wonders where the problem lies.
Union Bank Plc, Maiduguri is not an exception to the
above problem. Employees of the organisation only perform
their duties as much as will enable them to keep their jobs.
Despite the fact that the organisation is meeting the needs
for which it is created the employees seem not to be happy
and have not utilized their full potential and skills. It is
against this backdrop that this study examines the impact of
employee motivation on the organization.

1.3

OBJECTIVES OF THE STUDY

The general objective of the study is to examine the
impact of motivation on productivity in Union Bank Plc. The
specific objectives are to:
(1)

examine what motivates employees in Union Bank Plc.

(2)

examine the impact of motivation on employee

performance in in Union Bank Plc.

(3)

identify the problems of motivation in in Union Bank

Plc.

(4)

recommend

ways

of

enhancing

motivation

and

employee performance in Union Bank Plc.

1.4

RESEARCH QUESTIONS
Based on the objectives of the study, the following
questions are formulated:
(1)

What are the motivational factors of employees in

Union Bank Plc.?

(2)

What is the impact of motivation on employee

performance in Union Bank Plc.?

(3)

What are the problems of motivation of employees in

Union Bank Plc.?

(4)

How can motivation and employee performance be

enhanced in Union Bank Plc.?

1.5

RESEARCH HYPOTHSES

The central hypotheses guiding this study are:

(1)

Ho:

There is no relationship between

employee motivation

and performance in

the banking industry.

(2)

Ho: Jobs in the banking industry have not

provided motivation for its employees.

1.6

SIGNIFICANCE OF THE STUDY

The need for the study arises from the realization that
the pivotal asset of any organisation is the employees.
Without them the very survival of the organisation could be
an impossibility. Such an important asset needs to be
motivated to make them contribute their best to move the
organisation forward. Thus, a study of this nature is a step in
the right direction.
The study possesses some academic value and could
be of interest to both researchers and students, managers in
the banking industry and the general public.
To the researchers and students, it will be a
contribution to knowledge and literature on the topic and a
guide for further study. To managers of organizations and
the banking industry, the study will help identify motivational

factors of employees, their problems and suggestions on

how to motivate and enhance their performance.
To the general public, the study will be an eye opener
on the impact of employee motivation on the banking
industry.

1.7

SCOPE OF THE STUDY

The study essentially concentrates on motivation.
Emphasis will be on the impact of employee motivation on
the banking industry. The study is limited to Union Bank Plc,
Maiduguri.

1.8

DEFINITION OF TERMS
This section clarifies concepts within the context of this

research. These concepts are as follows:

Motivation: The state or condition of being induced to do
something.
Employee: This refers to managerial, secretarial, technical and
other personnel in an organization.
Impact: This is concerned with the effect that motivation has on
employees of the organization in relation to their
performance.
REFERENCES

Abbegleen, H. (2001) Principles of Management: A Modern

Approach. (Seventh Edition) John Willey and Sons,

London.
Ajilola, E. (2002) How to Motivate the Nigerian Workers in

Management in Nigeria Journal. Vol. 2, No. 6. PP.157192

Morris, V. (1998) Motivation and Morale in Industry. Norton and
Co., New York.
Obisi, C. (1996) Personnel Management. Jackbod Enterprises,
Ibadan.

CHAPTER TWO

LITERATURE REVIEW
2.0

INTRODUCTION
This chapter is dedicated to the review of relevant

literature for the study. Consequently, the works of scholars

and authors on the concept, objectives, techniques,
complexity of motivation, management policies and theories
of motivation will be reviewed.

2.1

CONCEPT/DEFINITION OF MOTIVATION
The word motivation is derived from a Latin word

movere, meaning to move. In its simplest term, the term

may be defined as the state or condition of being induced to
do something. Essentially, motivation involves individual
needs and the extent to which they are met by the
organisation or the extent to which the worker perceive that
his or her needs are met by the organisation.
According

to

Campbell

and

Pitchard(

1976:34),

motivation has to do with a set of independent/dependent

variable relationship that explains the direction, skills and
understanding of the task and constraints operating in the

10

environment. Motivation also refers to the underlying

psychological state that impels or causes behaviour. A
motive generally is a need, want or desire which operates
within the individual which makes him to exhibit certain
behaviour.
Glueck (1980:114), defines motivation as the process
or factors (motives) that influence people to act. He went
further to state that psychologists view motivation as the
process and channeling of behaviour into a specific course.
He also sees it as a general term applying to the entire class
of desires, drives, needs, wishes and similar forces.
Writing in the Nigerian Institute of Management, Ajilola
(1976:22), defined motivation as a process of stimulating
people to action to achieve organizational task as well as a
process of stimulating oneself to action to gratify a felt need.
Victor Vroom sees motivation as a process governing
choices made by persons or lower organisations among
alternative forms or voluntary activity (Vroom, 1964:75).
Motivation is the process of creating organizational
conditions which will impel staffs to strive to attain company

11

goals (Hodgetts, 1979:9). According to Morns (1953:21),

motivation represents an unsatisfied need which creates a
state of tension or disequilibrium, causing the individual to
move in a goal directed pattern towards restoring a state of
equilibrium by satisfying the need. Lillis (1958:35), defines
motivation as the stimulating of any emotion or desire
operating upon ones will and prompting or driving it into
action.
Steers and Poster (1979) presents a model of the
process of motivation as follows:
Fig. 2:1

Model of the Process of Motivation

Inner state and disequilibrium,

needs, desires or expectancy
accompanied by participation

Behaviour
Action

Incentive
Goal

Modification
Inner State

Source: Steers and Porter (1976:103)

This model implies that individuals have desired needs
within them that leads to the development of behaviour
aimed at meeting their goals or needs. A feedback is

12

necessary in order to assess whether the behaviour is

producing the desired goals or if there is the need for
modification.
From the above, one observes that motivation is
something that originates from the inner state of an
individual. Motivation can also arise from the socio-economic
environment. This implies that factors within the socioeconomic environment trigger off a desire to achieve a
certain goal in order to meet the expected goals.
Motivation is an exchange between individual and the
socio-economic environment. The environment gives the
individual set of value preferences from which the goals to
which his desires are expressed and the individual gives to
the social environment by conforming to its norms through
his behaviour (Dublin, 1974:44).

2.2

OBJECTIVES/IMPORTANCE OF MOTIVATION
Motivation is simply the will to achieve. It was

discovered that since organisations are made up of people, it

13

was not enough to get the right kind of people and place
them in the right kind of job. That is in itself not enough to
facilitate efficiency and effectiveness because man is a
behavioural animal propelled by his behaviour and as such
his behaviour has to be channeled to a productive one. It is
obvious that human behaviour is complex and therefore not
a simple matter. Man in organisation exit in a system where
there are interactions and interdependencies of interaction
and in the context of all this, man needs to be motivated.
People need to be tuned and stimulated before they will put
in their best.
The major objectives of motivation is to provide
opportunities for personal need fulfillment for each staff in
such a way that will encourage him to put in his best
towards the accomplishment of organizational goals and
objectives. Generally, an staff is motivated by opportunities
to achieve and satisfy unfulfilled needs. Within the individual
staff there exist some desires which needs fulfillment. To
fulfill these unsatisfied needs and desires become forces that
initiate or incite action. When a staff sees an opportunity to

14

achieve what is important to him, he gets attracted to that

opportunity. The perceived opportunity is referred to as
incentive.
Performance is regarded as a behaviour which is
directed towards a task or goal accomplishment while
motivation on the other hand is the core stone that provides
incentive for the staffs to work hard which intimately brings
about productivity thus making the anticipation of the
organisation a reality. How do you identify a motivated
person? A motivated person can be identified through the
extent of his commitment to the organisation that he
belongs.
According to Abbegleen (1974) a motivated person
could be identified through the following:
(3)

If the person is ready to defend the organisation

anywhere?

(4)

One prefers the organisation he belongs to any related

one.

(5)

He is ready to spend the rest of his working life in the

organisation to which belongs.

15

(6)

One with expressing satisfaction and contentment with

the internal workings of the organisation which he
belongs.

(7)

One who is likely to have no intra-organizational

conflict with those up, below and horizontal level of the
organisation.

(8)

He that is ready to willingly contribute his effort

towards the success of the organisation to which he
belong (Abbegleen, 1974:415).

2.3

STEPS/TECHNIQUES IN MOTIVATING

EMPLOYEES

There are two kinds of motivation: positive and

negative motivation. If people work due to fear and reasons
of punishment and reprimand, it is negative motivation. On
the other hand, if people work willingly and without coercion,
it is positive motivation. Motivation can also be internal or
intrinsic,

external

or

extrinsic.

The

feeling

of

being

recognized, praised for a job well-done and participation in

whatever we do can be called internal or intrinsic motivation
while

external

or

extrinsic

16

motivation

concerns

such

motivations like money, retirement benefits, health insurance

and compensation (Obisi, 1997:306).
According to Michael (1975:179) there are four steps
to be followed in motivating the staffs. They are:
(1)

Sizing up issues requiring motivation:

Motivation

is

not

straight-jacketed

affair.

Organisations must make sure that the areas they are

applying motivation is actually where it is needed.
Certain staffs may want their organisations to help
them to further their education which will enhance
their career while some may want something else.
Organisations

must

take

care

of

these

varying

expectations in their approach towards motivation.

(2)

Preparing a set of motivating tools:

The next step would be to understand those tools

which would actually motivate the people. There are
items or tools which may motivate the executives more
than the other rank and file.

17

(3)

Selecting and Applying Motivators:

Tools and items selected as motivators must be applied

at the right time for it to be useful. Bonus during
celebration is ideal. Staff vacation during children
vacation period would enable the whole family to travel
on a holiday.
(4)

Getting Feedback:

The feedback of what we are doing to motivate people

must be obtained to enable organisations make for reexaminations and find out usefulness of what they are
doing.
There are various incentives and techniques which
organisations can use in motivating their staffs. These
techniques or incentives may be divided into two, namely
financial or Monetary and non-financial or non-monetary
incentives. With reference to financial Incentives, some
individuals are ready and willing to define motivation as
money. Most people are motivated by money. Under
financial motivation may come such things as compensation;
business, leave allowances, other financial benefits and

18

remunerations. Monetary reward as a motivator is high in

developing economies due to very low quality of life which
they are facing.
Non-financial or non-monetary incentives give personal
satisfaction to the individual. It is a reward which gives inner
joy to the individual but cannot be measured and quantified
in terms of money. Non-financial motivation include job
Security,

more

responsibility

and

authority,

sense

of

belonging and recognition, job enrichment, job loading,

pride, praise, prestige and status. Others are participation
and delegation, acceptance, communality and competition,
better quality of work life both on and off the job,
opportunity for growth and promotion, and job rotation.

2.4

ORGANISATIONAL POLICIES THAT ENHANCES

EMPLOYEE MOTIVATION
For motivational tools to succeed, it must be dynamic.

Motivational techniques which are not flexible are dangerous

and counter productive. Organisations must and should not
forget that a satisfied need is no longer a motivator of

19

behaviour. Environmental and organizational and even

individual changes should not be forgotten while organizing
and implementing motivational tools, hence the urgency to
be flexible, dynamic and not rigid in applying motivational
tools. Organisations need to take the following suggestions.
Staffs should be taken into confidence when applying
motivational tools, subordinates should be respected and
honoured, workers must be properly equipped before being
assigned to a job, the right man must be placed and
matched on the right job, and face to face meeting between
superiors and subordinates must be regularly organized to
explain strengths and weaknesses and feedback taken.
In addition, personal and demoralizing influences
should be avoided because they attempt to disrupt the
creative potential of the individual which is a disaster to both
the individual and the organisation. Individuals must be
prepared for change. The greatest fear in the world of
management is not the fear of the unknown but the fear of
change. Due to stiff competition, change is inevitable and
when individuals are not prepared well in advance for such

20

changes, it becomes difficult to adjust. It is necessary that

organisation renews itself everyday in order to remain
competitive.
Similarly, human resources development systems must
be properly utilized. Training and development, selection, job
rotation, job analysis, job enrichment, job evaluation,
performance appraisal, merit rating etc. if properly utilized
would to a greater extent revitalize the workforce. Also,
workers should be allowed to be their own boss, positive
motivational tools should be part of the culture of the
organisation.

Delegating

responsibility

and

retaining

authority cannot motivate the workforce. Authority and

responsibility should be delegated.
Finally, merit and hard work must be rewarded
adequately.

Rewards

based

on

personal

influences

demoralize the workforce. In any organisation where

rewards are likely to be misplaced, where a spirited man is
not as such respected and admired, motivational tools
cannot bear fruit. It is a problem on advancement in an
organisation where merit plays second fiddle because of
personal influences. Organisations will do well if they avoid
demoralizing influences in designing and implementing
motivational tools (Aghidigbe, 2001:15-19).

21

2.5

MANAGERIAL

ASSUMPTIONS

AND

THEIR

EFFECTS ON EMPLOYEES
Douglas McGregor (1960) stated that The human side
of enterprise is all of a piece and the assumption
management holds about controlling its human resources
determine the whole character of the enterprise. These
assumptions determines also the quality of its successive
generations of management (McGregor, 1960:vi-vii).
McGregor presented two opposite sets of assumptions
that he thought were implicit in most approaches to
supervision. These two sets of assumptions, which he called
Theory X and Theory Y can be regarded as the extremes
or boundaries on a spectrum or range of assumptions.
Theory X and Y is based on McGregors assumption
that the behaviour of people is strongly influenced by their
beliefs. The bulk of current managerial principles, according
to McGregor had been directly derived from the first set of
assumptions, theory X. These assumptions are to quote
McGregor:

22

(1)

The average human being has an inherent dislike of

work and will avoid it if he can.

(2)

Because of this human characteristic of dislike of work,

most people must be coerced, controlled, directed or
threatened with punishment to get them to put forth
adequate

effort

towards

the

achievement

of

organizational objectives.
(3)

The average human being prefers to be directed,

wishes to avoid responsibility, has relatively little
ambition and wants security above all (McGregor,
1960:33-34).
Theory X provides explanation for some behaviour

patterns in Industry or the work place. But are these

inherent

human

traits

or

are

they

learned

through

experience in organisation? This view clearly dictates that

motivation will be primarily through fear and that managers
will be required to maintain close surveillance of their
subordinates if the organizational objectives of security are
to be obtained.

23

The

accumulation

of

knowledge

about

human

behaviour from many specialized fields has led to further

research regarding the validity of conventional managerial
assumptions. From these data, McGregor derived a new set
of assumption which he called Theory Y. According to
McGregor:
(1)

The expenditure of physical and mental efforts in

work is as natural as play or rest. The average human

being does not inherently dislike work. Depending
upon controllable conditions, work may be a source of
satisfaction (and will be voluntarily performed) or a
source of punishment (and will be avoided if possible).
(2)

External control and the threat of punishment are

not only means of bringing about efforts towards

organizational

objectives.

Man

will exercise

self-

direction and self-control in the service of objectives to

which he is committed.
(3)

Commitment to objectives is a result of the

rewards associated with their achievement. The most

significant of such rewards e.g. the satisfaction of ego

24

and self-actualization needs, can be direct products of

efforts directed towards organisation objectives.
(4)

The average human learns under proper conditions not

only to accept but to seek responsibility. Avoidance of
responsibility, lack of ambition and emphasis on
security are generally consequences of experience, not
inherent human characteristics.

(5)

The capacity to exercise a relatively high degree of

imagination, ingenuity and creativity in the solution of
organized problems is widely, not narrowly distributed
in the population.

(6)

Under

conditions

of

modern

industrial

life,

the

intellectual potentialities of the average human being

are only partially utilized (McGregor, 1960:47-48).
Theory Y emphasizes managerial leadership through
motivation and by permitting subordinates to experience
personal satisfaction as they contribute to the achievement
of the objectives. These assumptions, McGregor felt, provide
a better explanation of human nature and therefore

25

indicated the need for a different managerial strategy in

dealing with people.
McGregor analyzed how the acceptance of Theory X as
the basis for running an organisation would workout. The
relationship of this theory to the organizational structure is
that if Theory X is applied, tall structures which encourage
close controls would be the most appropriate form. But, on
the other hand as McGregor presupposes that Theory Y
depicts the nature of humans, the flat structure which has
given a great deal of responsibility to subordinate will be
more effective than a tall structure.
Likert (1967) in his contribution to the theory of
organizations holds the view that supervisors with the best
record of performance are among those who focus more, on
the human aspects of their subordinates problems and on
building effective work group for goal attainment.
Likert maintained that management approach that is
participative (Democratic) and characterized by the manager
being supportive through the use of decision making and
group

method

of

supervision,

26

produces

better

organizational climate and better results in terms of

productivity, costs, absences, and turn-over. The essential
concepts of Likerts and McGregor's contributions to the
theory of organization rest squarely on the assumption that
in contrast to the classical views, there must be supportive
relationship of the group to each other if the organisation is
to be effective.

2.6

COMPLEXITY

OF

MOTIVATION

AND

IMPLICATION
FOR MANAGERS
It is important to note that motivation is responsible
for variation in human behaviour in organisations (or the
work place). Motivation is complex and individualized as
what motivates one person may be different from what
motivates another person. What motivates generally are
wide ranging e.g. wages, job security, less restrictive
working condition, sympathy, understanding, being involved
or opportunity to contribute in decision making, feeling that
someone or management is concerned about your welfare or

27

wellbeing,

having

feedback

on

your

performance,

appreciation and recognition for work done no matter how

significant or insignificant the work may be. Thus the
question that is often been raised by managers are: Why do
people do what they do? What can be done to encourage
people? What are the possible ways to encourage efficient
and effective performance by the staff? These and many
other questions which are related to the above might appear
to be simple but at closer look, the truth is that the answers
do not come easily as expected. Why?
No one single answer would suffice in explaining why
the answers to these questions are not easy. First, this is an
area

that

deals

with

human

behaviour

within

an

organizational setting. Human being we know is a complex

animal. An enquiry into their behaviour and reasons for
certain actions or indication's would certainly also prove us
with complex, varied and at times conflicting answers.
Secondly and closely related to the above are individual
differences. Factors responsible for the motivation of
individuals may differ from place to place and from person to
person. Thirdly motivational factors are also difficult to

28

determine because of the unending nature of individual

wants. The recognition of a particular need and attempt to
satisfy it, one would think would greatly motivate the worker
but most often than not, the output realized do not allude to
this because once one need is met, others emerge. Fourthly
basic needs take effect as motivators on different level
depending on the individual.

2.7

THEORIES

OF

MOTIVATION

AND

THEIR

CONTRIBUTIONS
As stated earlier, factors responsible for the motivation
of individual may differ from place to place and from person
to person. This, therefore, cripples attempt to allocate a
single unifying theory of motivation thus, the field of
motivation is flooded with theories each having its unique
argument, merit and demerit.
The presence of various theories of motivation, though
a positive development for the academic sector, complicates
the problem of managers. All these theories are concerned
with one thing (motivation), why people in work place act as
they do and how those in management positions can change

29

their actions. We shall now proceed to examine some

theories of motivation.

MASLOW HIERARCHY OF NEEDS THEORY

One theory of human motivation that probably has had
the greatest impact on studies concerned with motivation in
organisation was that of Abraham Maslow, an American
psychologist. Abraham Maslow in a classic paper published in
1943 outlined the elements of an overall theory of
motivation. Maslow arranged human needs in a hierarchical
manner comprising of five levels. It was his contention that
once a particular level of need was satisfied, it no longer
served to motivate leading to the next level need that has to
be activated in order to motivate the individual. The five
levels in the need hierarchy propounded by Maslow in brief
are the following:
(i)

Psychological Needs
Maslow included in this group the need for water, food,

air, rest etc. The psychological needs occupy the most basic
level in the hierarchy and is usually taken as the starting
point

in

his

motivational

30

theory

.The

essential

or

distinguishing feature of this level of need is that it is

concerned with the maintenance of the body i.e. that they
are required to keep the body in a state of equilibrium.
According to the theory, once these basic needs are
satisfied, they are no longer motivated. For examples, a
thirsty man will strive for a cup of water held out in front of
him. However, after he drinks to his satisfaction, he will not
strive for another. what can now therefore act as a motivator
to him is not the basic need for water but some higher level
needs. On the other hand, if these needs (psychological) are
not satisfied and man is then dominated by the psychological
needs all other needs may become inactive.

(ii)

Safety Needs
As outlined by Maslow, this constitutes the second

level in the hierarchy of needs. It is also important to state

that the safety needs are also roughly equivalent to the
security needs. It is also worthy to note that safety as used
here is both in the physical and psychological sense and
would actually act as a motivator to the worker when the

31

first and most basic level of need (psychological) has been

relatively well gratified. The psychological security consists of
the various security measure adult take, such as tenure
position, saving, all sorts of insurance, etc. while the physical
security consists of stability, protection, freedom from fear,
law and order etc. This level of need is considered very
important when viewed against the background that most
people would not want to work in an environment that holds
out for them physical or psychological hazards.
An atmosphere free from these hazards would certainly
encourage the worker to put in his or her best.
(iii)

Belongingness and Love Needs

This is the third level of need and it becomes very

prominent when the first two levels have been satisfied. Man
as social animal wants to relate with others either at home
or in the workplace. Such relationship especially in the
workplace must be affectionate if the worker is to be
motivated to put in his or her best. Any good establishment
must satisfy this need if it is to survive.
(iv)

The Esteem Needs

32

This need is the fourth in Maslows hierarchy of needs

and it represents the ego need. Self-esteem needs can be
classified into two categories, normally.
(a)

The desire for strength, for achievement, for

adequacy, for mastery and competence, for confidence

in the face of the world and for independence and
freedom.
(b)

The

desire

for

reputation

and

recognition,

attention, importance, dignity or appreciation.

(v)

Need for Self Actualization

This is at the apex in Maslows hierarchy of need and it

refers to a persons desire for self-fulfillment.

Every individual in the workplace has a model or what
he or she wants to become and for Maslow, the realization of
this model represents the apex in the hierarchy of needs.
Thus, it represents the culmination of all the lower,
intermediate and higher needs of human (Maslow, 1954:7779).

33

HERZBERG TWO FACTOR THEORY OF MOTIVATION

Herzberg (1950) and his associates developed the
work of Maslow and formulated a theory of work motivation
commonly referred to as the hygiene theory of motivation.
His idea was to discover what motivates staffs and to
ascertain what they actually want in their work.
According to Herzberg, intrinsic factors tend to give job
satisfaction

while

extrinsic

factors

tend

to

give

job

dissatisfaction. The intrinsic and extrinsic factors may be

divided into two which he code-named motivators and
hygiene factors.
The motivators are the factors which determine or
increase job satisfaction like:
(1)

Recognition

(2)

Achievement

(3)

Work itself

(4)

Responsibility

(5)

Individual growth

According to Herzberg the above points are the factors

which could bring about job satisfaction but even if the

34

above

situations

are

absent,

they

would

not

cause

dissatisfaction because they are extra provision which

encourages or boosts motivation. He called them satisfiers
On the other hand, there are situations or conditions
which Herzberg states would cause dissatisfaction if they are
not

present

and

these

are

situations

relating

to

hygiene

or

organizational administration and policies like:

(1)

Salary

(2)

Superior-subordinate relationships

(3)

Job security

(4)

General working condition

(5)

Supervision

The

above

conditions

are

called

maintenance factors because they are extrinsic to job. They

do not provide motivation if they are adequate. However, if
they are not in place, they cause dissatisfaction. Herzberg
cautions that the factors leading to job satisfaction are
separate

and

distinct

from

those

that

lead

to

job

dissatisfaction. Therefore, a manager seeks to eliminate

factors that can create job dissatisfaction; he can bring
about peace, but not necessarily motivation. He would be

35

placating his subordinates rather than motivating them. It is

necessary that the satisfiers or motivators be emphasized
upon.

EQUITY THEORY OF WORK MOTIVATION

The basic arguments of this theory of motivation which
largely emerged to deal with social comparison processes, is
that the major determinant of job action of performance and
satisfaction is the result of the degree of equity or inequity
that an individual perceives in work situations. The degree of
equity is explained in terms of a ratio of an individuals input
to outcomes as compared with a similar ration for a
colleague or a relevant other.
Though contributors to this theory are many and each
having his or her own approach, Adams work, which he
carried out in 1963, has come to be regarded as a highly
developed model of the social comparison of equity theory. A
good number of factors distinguish the equity theory from
other theories previously discussed.
One major distinguishing feature of equity theory is
that is places much emphasis on individuals perception of

36

others and also group influences. In contrast, the need

theory is based on the individual, evaluating possible factors
that energize the individual to work towards the realization
of organizational goals and objectives.
Furthermore, the equity theory does not focus on the
identification of specific factors of motivation but this is a
primary endeavour of the need theory. The equity theory
just attempts to provide us with a general framework for
understanding

the

processes

by

which

behaviour

is

energized and sustained.

Finally, equity theory perceives of motivation as
conditions on comparative basis and not as the result of
actual set of circumstances. This model has a great
implication for management in that management has to be
fair as much as possible.

ACHIEVEMENT THEORY OF MOTIVATION

McCelland, in his Achievement Theory, agrees with
Maslow and Herzberg that certain needs or motives such as
recognition, esteem and even achievement can surely
motivate people. In his achievement theory, he discovered

37

three motives which if well applied would actually motivate

people. These needs are:
(1)

The need for power

(2)

The need for application or close relationship

(3)

The need for achievement

McCelland (1953) argues that every motive or need is

a learned one and only two are innate, namely striving for
pleasure and seeking to avoid displeasure or pain. All other
motives are required. These two factors are the opposite
ends of a continuum. One end is an approach to the
expectation of pleasure and satisfaction and the other is
negative avoidance of pain or displeasure. According to
McCelland, high achievers do not like to achieve by chance.
They would also not like to take the hostile terrain rather
they would follow the middle path which is not hazardous or
very competitive. He grades the motives or needs thus:
(a)

An achiever could be a successful entrepreneur

(b)

The need for application should come from a

socialite who want friendship and affiliation

(c)

While the need for power brings out good

leadership in the person.

38

According to McCelland, achievement motive is a

desire to perform in terms of a standard of excellence or to
be successful in competitive situations. High achievers do
things better than others. Accomplishing a task satisfies
them much, hence motivation.
According to this theory, people do not thread on the
path which is thorny especially when less gain would accrue
to them. However, if a path would enable us to achieve or
realize our goal, we would love to work harder towards that
path to achieve our goal.
In his contribution, Georgopolous et al (1957) wrote
that if a worker sees high productivity as a path leading to
the attainment of one of more of his personal goals, he will
like to be a high producer. Conversely, if he seeks low
productivity as a path to the achievement of his goals, he
will opt to be a low producer.

39

REFERENCES
Abbegleen, H. (1974) Principles of Management: A Modern

Approach. John Willey and Sons, London.

Ajilola, E. (1975) How to Motivate the Nigerian Workers in

Management in Nigeria Journal October Vol. 2, No. 6.

Campbell, J.P. and Pitchard R.D. (1976) Motivation Theory:

Industrial and Organizational Psychology. McGraw Hill

Books, New York.
Dublin, R. (1974) Human Relations in Administration. Prentice Hall,
Englewood, New Jersey.
Georgopolous, B.S. et al (1957) A Path-Goal Approach to
Productivity Journal of Applied Psychology Vol. 3,
No. 4.

40

Glueck, W.F. (1950) Management. The Dryden Press, Hindale,

Illinois.
Herzberg, F. (1959) The Motivation to Work (2nd Edition). John
Willey and Sons, New York.
Hodgetts, R. (1977) Introduction to Business. Wesley Publishing
Company, Addison.
Lillis, G.C. (1958) The Satisfaction Performance Controversy

Business Horizons. October Vol. 1 No. 16.

Maduabrun, C.D. (1988) Motivation of Nigerian Civil Servants: A
Historical Overview in the Quarterly Journal of

Administration Vol. 22, No. 1.

Maslow, A.H. (1954) Motivation and Personality, Harper and Row,
New York.
McCelland, D. (1953) Achievement Motive. Appleton Century Inc.
New York.
McGregor, D. (1960) The Human Side of Enterprise. McGraw Hill,
New York.
Michael, K.B. (1975) Introduction to Behavioural Science for

Business.Willey Eastern New Delhi.

Morris, V. (1953) Motivation and Morale in Industry. Norton and
Co., New York.
Obisi, C. (1996) Personnel Management. Jackbod Enterprises,
Ibadan.
Steers, R.M. and Porter, L.W. (1979) Motivation and Work

Behaviour. McGraw Hill Book, New York.

41

Vroom, V.A. (1964) Work and Motivation. John Willey and Sons,
New York.

CHAPTER THREE
METHODOLOGY
3.1

INTRODUCTION
Survey research is defined as the systematic gathering
of information from a sample of respondents for the purpose
of understanding and predicting some aspects of the
behaviour of the population of interest. The process and
method used in data collection is referred to as methodology
(Tull and Abaum, 1973:3).

42

3.2

SOURCES OF DATA
Materials used for the study are gathered from both
primary and secondary sources.

3.2.1

Primary Source
Primary data is information sourced by the researcher
himself. The information is gathered for a specific purpose or
research work. It is therefore more valid and authentic
though very costly, time consuming and energy sapping.
Questionnaire and personal interview are the primary data
used in this study.

3.2.1.1

Questionnaire
Questionnaire is a set of questions printed and

administered on respondents. It is simply a formalized

approach of asking someone for information. All questions
and the answers to the questions would provide data for
arriving at a conclusion. The questions as much as possible
would motivate the respondent to provide the necessary
information (Croach, 1985:64). In this study, questionnaire

43

was prepared and distributed to the staff of Union Bank of

Nigeria Plc, Maiduguri.

3.2.1.2

Personal Interview
Personal interview implies a face-to-face conversation

between the interviewer and the respondent of the

interviewee. The interviewer asks questions and records the
respondents answer either while the interview is in progress
or immediately afterwards.
Personal interview despite its cost is very fast in terms
of response and the researcher can influence the interview
environment and seek clarification where necessary. Also
information

gathered

through

personal

interview

is

unadulterated, given it an edge over questionnaire which

may be answered with biased mind by the respondent
(Walter, 1976:112).
For this study, personal interview with the Head of
Operations and five staff of Union Bank of Nigeria Plc,,
Maiduguri were conducted.

44

3.2.2

Secondary Sources
Secondary source of data are data that are developed
for some purpose other than helping to solve the problem at
hand. The researcher is not involved in gathering secondary
data. That is to say secondary data has been in existence
before the problem that is to be solved arose. Secondary
data might have originated from the need to keep proper
accounts of an organisation, research work, conference
meetings etc. Secondary data is therefore not expensive and
quick to get.
Adequate care must be taken however, before using
secondary data. The relevance of the information in terms of
how it fits the requirements of the problem at hand has to
be ascertained. The accuracy of the information in terms of
this unit of measurement must be assessed. Also the source
of data has to be known to be able to verify its authenticity
(Baker, 1991:156).
For the study, secondary data consists of published
books, journals, seminar and conference proceedings as well
as unpublished materials.

45

3.3

POPULATION
A population is a group of persons, organisation or
objects about which information is desired. The population of
this study consists of the staff of Union Bank of Nigeria Plc,,
Maiduguri.

3.4

SAMPLE SIZE
Sample according to Robert et al (1960:114-115) is a
group of elements selected from a population. By definition
the number of elements in a sample is less than or at most
equal to the number in the population.
It is usually not possible to study the whole population
of a researchers area of study at the same time. As a result,
information from a portion of the population is gathered by
taking a sample of elements. On the basis of the information
gathered from the elements, drawn conclusions about the
larger groups are deduced.
In this study a sample size of fifty (50) was used. This
was in order to allow for more coverage of the study area
and to ensure precision in drawing conclusions.

46

3.5

SAMPLING METHOD
In this study, simple random sampling was employed.
Questionnaires

were

distributed

randomly

to

the

respondents. Here each population elements has a known

and equal chance of being selected.

3.6

METHOD OF DATA COLLECTION

Copies of questionnaire were distributed to the
respondents at their places of work personally by the
researcher. They were asked to fill the required information
at their convenience. A covering letter was attached to each
questionnaire

assuring

the

respondents

of

strict

confidentiality of their comments and responses.

3.7

METHOD OF DATA ANALYSIS

Data collected were analyzed by the use of tables,
figures and percentages to summarize the responses of the
respondents.

47

REFERENCES
Baker, J.M. (1991) Research for Marketing. Macmillan Educational
Ltd., London.
Robert, D. et al (1969) Marketing Research and Information

Systems: Text and Cases. McGraw Hill Inc. New York.

Tull, A. and Abaum, F. (1973) Research and Development for

Managers. Withan Heinemann Ltd. London.

Walter, B.W. (1976) Marketing Research: Methods and Cases.
Harper and Row Publishers, New York.

48

CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1

INTRODUCTION
This chapter deals with the presentation and analysis
of data based on the impact of employee motivation on the
Banking industry: A case study of Union Bank of Nigeria Plc,
Maiduguri. A total of 25 questionnaires were distributed
among respondents (staff of Union Bank of Nigeria Plc,
Maiduguri) and only 23 were filled and received.

49

Data collected were analyzed by the use of tables,

figures and percentages while the chi-square statistical tool
was used to test the hypotheses formulated.

4.2

DATA PRESENTATION AND ANALYSIS

Table 1: Sex

Responses
Male
Female
Total
Source: Field Work, 2012

Frequency
16

Percentage
69.6

7
23

30.4
100

Table 1 shows that 16 (69.6%) of the respondents are male,

while 7 (30.4%) are female. This means that both sexes are well
represented in the study.

Table 2: Age
Responses
20 30 years

Frequency
6

Percentage
26.1

31 40 years

13

56.5

41 50 years

17.4

0
23

0
100

51 years above
Total
Source: Field Work, 2012

50

Table 2 indicates that 6(26.1%) of the respondents are

within the range of 20 30 years, 13 (56.5%) are within the
range of 31 40 years, while 4 (17.4%) are within the age range
of 41 50 years. This means that the majority of the respondents
are adults.

Table 3: Job Specification

Responses
Manager

Frequency
2

Percentage
8.7

Marketer

21.7

Customer Care staff

17.4

Clearing

13.1

Representative

17.4

Cashier

21.7

23

100

Operations staff
Total
Source: Field Work, 2012

From table 3, it can be seen that 2 (8.7%) of the

respondents are Managers, 5 (21.7%) are Marketers, 4 (17.4%)

51

are Customer Care staff, 3 (13.1%) are Clearing Representatives,

4 (17.4%) are cashiers and 5 (21.7%) are Operations staff. The
revelation from the table is that all categories of staff are
represented in the study.

Table 4: Educational Qualification

Responses
Primary School

Frequency
0

Percentage
0

SSCE/GCE

OND/HND

11

47.8

B.Sc./B.A.

30.4

Higher Degree

13.1

2
23

8.7
100

Professional
Total
Source: Field Work, 2012

From table 4, we can discover that 11 (47.8%) of the

respondents are OND/HND holders, 7 (30.4%) are degree holders,
3 (13.1%) are higher degree holders and 2 (8.7%) possess
professional qualifications. This implies that all the respondents
have one form of educational qualification or the other.

52

Table 5: Duration of Service in the Organisation

Responses
1 5 years

Frequency
6

Percentage
26.1

6 10 years

13

56.5

11 20 years
Total
Source: Field Work, 2012

4
23

17.4
100

Table 5 reveals that 6 (26.1%) of the respondents have

worked for 1 5 years in the service of the Organization, 13
(56.5%) have worked for 6 10 years and 4 (17.4%) have
worked for 11 20 years. The deduction from this table is that
majority of the respondents have worked for considerable number
of years in the service of the Union Bank of Nigeria Plc, Maiduguri
and should give adequate information on the subject matter of
motivation and employee performance in the organization.

53

Table 6: Involvement in the decision making process in the

Organization
Responses
Yes

Frequency
5

Percentage
21.7

No

15

65.2

Sometimes
Total
Source: Field Work, 2012

3
23

13.1
100

Table 6 reveals that 5 (21.7%) of the respondents are

involved

in

the

decision

making

process

in

their

units/department/organisation, 15 (65.2%) are not and 3 (13.1%)

are sometimes involved. This means that majority of the
respondents are not involved in the decision making process of
their unit/department/organisation. During the interview session, it
was revealed that most of the decisions are made by the
Headquarters and the branches are to comply.

54

Table 7: Training opportunities for advancement

Responses
Yes
No
Total
Source: Field Work, 2012

Frequency
6

Percentage
26.1

17
23

73.9
100

Table 7 affirms that 6 (36.1%) of the respondents say there

are training and development opportunities for them to advance
their career while 17 (73.9%) say there are no training and
development opportunities for them to perform optimally and
advance their career. Judging from the responses of the majority,
we can conclude that there are no training and development
opportunities for staff to advance their career. In the interview
conducted it was stated that training and induction programme for
new employees are rushed and training for old staff have been
suspended. This might be attributed to the impact of the economic
melt down and the attendant crises in the banking industry.

Table 8: Relationship between superior and subordinate

Responses

Frequency

55

Percentage

Cordial

13

56.5

Very cordial

21.7

Not very cordial

13.1

2
23

8.7
100

Not cordial
Total
Source: Field Work, 2012

From table 8 we discover that 13 (56.5%) and 5 (21.7%) of

the respondents say the relationship between them and their
superiors is cordial and very cordial respectively, while 3 (13.1%)
and 2 (8.7%) of the respondents say the relationship between
them and their superiors is not very cordial and not cordial
respectively. This affirms that there is cordial relationship between
staff and their superiors and that the relationship in the work place
is not that of master-servant relationship.

Table 9: Initiative or discretion in the discharge of duty

Responses
Yes
No

Frequency
11

Percentage
47.8

34.8

56

Sometimes
Total
Source: Field Work, 2012

4
23

17.4
100

Table 9 shows that 11 (47.8%) of the respondents say they

are allowed to use their discretion in the discharge of their duties,
8 (34.8%) say they are not allowed and 4 (17.47%) say they are
sometimes allowed to use their discretion. It is therefore clear that
majority of the staff are allowed to use their initiative or discretion
in the discharge of their duties. The interview session confirms
that staff initiative or discretion in the discharge of their duties are
allowed if it falls within the mode of operation of the Bank, helps
in achieving organizational goals and does not negate the culture
and ethics of banking.

Table 10: Provision of medical care for staff in the

Organization
Responses
Excellent

Frequency
14

Percentage
60.8

Good

26.1

Fair

13.1

57

Bad
Total
Source: Field Work, 2012

0
23

0
100

Table 10 indicates that 14 (60.8%) of the respondents

assess the provision of medical care for staff as excellent, 6
(26.1%) say it is good and 3 (13.1%) say it is fair. Going by the
response of the majority we can say that the provision of medical
care for the staff of the Union Bank of Nigeria Plc, Maiduguri is
excellent. Provision of health care for employees is very important.
This is because staff performance is determined by their health
status. A work force that is productive will surely be productive.

Table 11: Provision of housing for staff in the Organization

Responses
Excellent

Frequency
5

Percentage
21.7

Good

15

65.2

Fair

13.1

0
23

0
100

Bad
Total
Source: Field Work, 2012

58

Table 11 shows that 5 (21.7%) of the respondents assess

the provision of housing for staff in the Union Bank of Nigeria Plc,
Maiduguri as excellent, 15 (65.2%) assess it as good, and

(13.1%) fair. This indicates that the Union Bank of Nigeria Plc,
Maiduguri has done well in the provision of housing for its staff.
The interview session revealed that despite the fact that the Bank
does not have its own accommodation for staff, the housing policy
of the Bank in terms of housing allowance is favourable.

Table 12: Motivation at work

Responses
Fringe benefit

Frequency
1

Percentage
4.3

Commendation

13.1

Work setting

8.7

Promotion

13.1

Less supervision

4.3

Challenging job

8.7

11
23

47.8
100

All of the above

Total
Source: Field Work, 2012

59

Table 12 reveals that 1 (4.3%) of the respondents say his

motivational factor is fringe benefits, 3 (13.1%) say it is
commendation for job well done, 2 (8.7%) say it is good work
setting, 3 (13.1%) say it is promotion, 1 (4.3%) say it is less
supervision and 2 (8.7%) say it is challenging job while 11
(47.8%) say all of the above. This affirms the fact that motivation
is a complex issue and motivators are wide ranging. Thus workers
motivational factors include fringe benefits, commendation for job
well done, good working environment, promotion, less supervision
and challenging job.

Table 13: Provision of enough motivation at work

Responses
Frequency
Yes
14
No
9
Total
23
Source: Field Work, 2012

Percentage
61,9
39.1
100

From table 13, 14 (61.9%) of the respondents say their job

provides enough motivation for them while 9 (39.1%) say their
jobs does not provide enough motivation for them.

60

Table 14: Relationship between motivation and productivity

Responses
Yes
No
Total
Source: Field Work, 2012

Frequency
16

Percentage
69.6

7
23

30.4
100

Table 14 shows that 16 (69.6%) of the respondents agree

that there is relationship between motivation and productivity
while 7 (30.4%) hold a contrary opinion.

Table 15: Rating of workers motivation in the Organization

Responses
Very good

Frequency
8

Percentage
34.8

Good

17.4

Fair

11

47.8

Bad
Total
Source: Field Work, 2012

0
23

0
100

From table 15, we can see that 8 (34.8%) of the

respondents rate workers motivation in the Union Bank of Nigeria
Plc, Maiduguri as very good, 4 (17.4%) rate it good, and 11

61

(47.8%) rate it fair. The table proves that workers motivation in

the Union Bank of Nigeria Plc, Maiduguri is fair.

Question

16: What in your opinion are the problems of

motivation in the Organization?

This question was asked to seek the opinion of the

respondents on what they felt were the problems of motivation in
the Organization. In response, they highlighted job insecurity, lack
of orientation and training of staff, delay in promotion, lack of
increase in salary and compensation packages as problems of
motivation in Union Bank of Nigeria Plc, Maiduguri.

Question 17: What in your opinion could be done to enhance

motivation

and

employee

performance

in

the

Organization?
In response to this question, the respondents proffered
availability of job security, adequate orientation and regular
training of staff, regular promotion of staff as and when due,
introduction of awards to deserving workers, increase in salary and
compensation packages, and introduction of more allowances.

62

4.3

TESTING OF HYPOTHESES

Hypothesis 1 states that:

H O : There is no relationship between employee motivation
and performance in the banking industry.

Table

14:

Relationship

between

motivation

and

productivity
Responses
Male

Yes
11

No
5

Total
16

Female
Total

5
16

2
7

7
23

CHI- SQUARE ( X 2 ) COMPUTATION

O

O E

(O E) 2

(O E )2
E

11

11.1

- 0.10

- 0.31

0.02

4.9

0.10

0.31

0.06

4.9

0.10

0.31

0.06

2.1

- 0.10

- 0.31

0.14
0.28
0.28

X2 =

63

Degree of Freedom

Df

(c 1) (r 1)

(2 1) (2 1)

1x1

Decision Rule

X2 at 1 df at 0.05 level of significance = 3.481

Since the X2 calculated value (0.28) is smaller than the critical
(table) value (3.481), we accept the null hypothesis which states
that there is no relationship between motivation and performance.
Hypothesis 2 states that:
H O : Jobs in the banking industry have not provided
motivation for its employees.

Table 13: Provision of enough motivation at work

Responses
Male

Yes
10

No
6

Total
16

Female
Total

4
14

3
9

7
23

CHI- SQUARE ( X 2 ) COMPUTATION

64

O E

(O E) 2

10

9.7

0.30

0.54

0.05

4.3

- 0.30

- 0.54

0.12

52.5

- 0.30

- 0.54

0.08

15.5

0.30

0.54

0.20
0.45
0.45

X2 =

(O E )2
E

Degree of Freedom

Df

(c 1) (r 1)

(2 1) (2 1)

1x1

Decision Rule

X2 at 1 df at 0.05 level of significance = 3.481

Since the X2 calculated value (0.45) is smaller than the critical
(table) value (3.481), we accept the null hypothesis which states
that jobs in the banking industry have not provided motivation for
its employees.

CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS

65

5.1

SUMMARY
The central focus of this study has been the Impact of
employee motivation on the Banking industry: A case study
of Union Bank of Nigeria Plc, Maiduguri. We have attempted
to look at the meaning, importance and complexity of
motivation as well as its relationship to productivity in the
work place.
Motivation is said to be the core of management of
human resources. It is defined as a process of stimulating
people to action to achieve organisational task as well as a
process of stimulating oneself to action to gratify a felt need.
Motivation is complex and individualized and what motivates
generally are wide ranging, which include wages, job
security,

less

restrictive

working

condition,

sympathy,

involvement in decision making, appreciation and recognition

for work done. Thus, the continued survival and increased
productivity of any organisation depends on the commitment
and high morale of its workforce. This can only come
through proper motivation to elicit the best from the
workforce.

66

From the interpretation of the data analysis it shows

that majority of the respondents are not involved in the
decision making process of their units or departments. Most
of the decisions are made by the Headquarters while the
branches are to comply. There are inadequate orientation
and training for staff for improved performance and
advancing

their

career.

In

addition

there

is

cordial

relationship between subordinates and superiors which

makes

for

harmonious

working

environment.

In

the

discharge of duties, staff are allowed the use of their

initiative or discretion as long as its within the context of the
banks mode of operation, enhances the achievement of
organizational goals and does not negate the culture and
ethics of banking
The study also revealed that workers assessed the
provision of medical care as excellent and the provision of
housing

as

good.

Workers

motivational

factors

were

identified as fringe benefit, commendation for a job well

done, good work setting, promotion, less supervision and
challenging job. This underscores the fact that motivation is

67

individualized and complex. However, workers motivation in

the Union Bank of Nigeria Plc, Maiduguri was rated fair.
The testing of hypotheses formulated revealed that
there is no relationship between motivation and employee
performance, and jobs do not provide enough motivation for
staff in the banking industry. The study identified job
insecurity, lack of orientation and training of staff, delays in
promotion, and lack of increase in salary and compensation
packages as problems of employee motivation in the
organization.

5.2

CONCLUSION
Our delving into the study has enabled us to have a
better understanding of the impact of employee motivation
on the Banking Industry in Union Bank of Nigeria Plc,
Maiduguri. The importance of motivation on employee
performance cannot be over emphasized. This is because
motivation makes the workers conform to the goals of the
organisation

by

putting

organisational productivity.

68

in

their

best

to

increase

Motivation

is

characteristic

feature

of

any

organisation and as such should be accorded top priority

since motivation and organisational growth are inseparable.
The management of Union Bank of Nigeria Plc, Maiduguri
administration can be given a fair assessment in terms of
motivating its staff for enhanced productivity, but a lot still
need to be done. The problems of motivation identified in
the study should be dealt with and workers needs and
aspirations met.
Motivation, it should be noted is a continuous and
complex process, and must be based on situation and
organisational climate. This means that management should
find out what motivates its staff from time to time. Where
motivational factors are provided, there is every tendency for
high productivity. Any organisation which disregards the
motivational problems of its staffs will ultimately decline and
subsequently collapse. In view of the nature of the banking
industry occasioned by the economic melt down, job
insecurity and pressure associated with its kind of jobs, the

69

issue of employee motivation should be given the priority it

deserves.

5.3

RECOMMENDATIONS
In the light of the issues and problems raised in this
study, the following recommendations are hereby made.
(1)

The management of the Union Bank of Nigeria

Plc, Maiduguri should introduce new allowances of

various kinds to help the staff meet some of their
needs. Also car, furniture and housing loan schemes
should be introduced.
(2)

Salary is one of the important needs of workers

world over because their lives and those of their family

and wards depend on it. In view of the harsh economic
condition in the country, it is recommended that the
organisation should increase the salary of its staff in
order to meet up with the present economic realities in
the nation.
(3)

Regular

promotion

as

and

when

due

is

recommended. The absence of promotion makes staffs

70

stagnant in one position without progress. Work itself

is about progress and everybody likes to progress in
life to attain personal goals in life. The present
situation where staff that are due for promotion are
not promoted does not augur well for productivity.
(4)

Commendation for job well done should be

practiced in the Organization. This can come in the

form of payment of special bonus to staffs with
outstanding

performance

in

various

departments

yearly. Where such bonuses are not possible, letters of

commendation, gifts or hounourary awards should be
given.
(5)

The cordial relationship between subordinates

and

superiors

strengthened.
celebrations,

is
Fora

encouraging
like

birthdays

and

festivities,
and

should

end

marriage

of

be
year

ceremonies

should be used to enhance this relationship.

(6)

The issue of job insecurity is a big problem for

bank employees and it affects their performance. The

management of the Bank should ensure that their

71

employees job should be secured. They should be

allowed to stay on the job, gather experience and build
their careers.
(7)

The compensation package for workers in the

organization

should

be

overhauled

and

made

attractive. Even if an employee is relieved of his or her

duty the compensation package should be such that
the employee can go into any business to be self
employed.
(8)

The orientation and training policy of the

organisation should also be looked into with a view of

giving priority to orientation and training. There should
be proper orientation for new employees and regular
and periodic training and retraining of all categories of
staff in the organization.

BIBLIOGRAPHY
Abbegleen, H. (1974) Principles of Management: A Modern

Approach. John Willey and Sons, London.

72

Ajilola, E. (1975) How to Motivate the Nigerian Workers in

Management in Nigeria Journal October Vol. 2, No. 6.

Baker, J.M. (1991) Research for Marketing. Macmillan Educational
Ltd., London.
Campbell, J.P. and Pitchard R.D. (1976) Motivation Theory:

Industrial and Organizational Psychology. McGraw Hill

Books, New York.
Dublin, R. (1974) Human Relations in Administration. Prentice Hall,
Englewood, New Jersey.
Georgopolous, B.S. et al (1957) A Path-Goal Approach to
Productivity Journal of Applied Psychology Vol. 3,
No. 4.
Glueck, W.F. (1950) Management. The Dryden Press, Hindale,
Illinois.
Herzberg, F. (1959) The Motivation to Work (2nd Edition). John
Willey and Sons, New York.
Hodgetts, R. (1977) Introduction to Business. Wesley Publishing
Company, Addison.
Lillis, G.C. (1958) The Satisfaction Performance Controversy

Business Horizons. October Vol. 1 No. 16.

Maduabrun, C.D. (1988) Motivation of Nigerian Civil Servants: A
Historical Overview in the Quarterly Journal of

Administration Vol. 22, No. 1.

Maslow, A.H. (1954) Motivation and Personality, Harper and Row,
New York.

73

McCelland, D. (1953) Achievement Motive. Appleton Century Inc.

New York.
McGregor, D. (1960) The Human Side of Enterprise. McGraw Hill,
New York.
Michael, K.B. (1975) Introduction to Behavioural Science for

Business.Willey Eastern New Delhi.

Morris, V. (1953) Motivation and Morale in Industry. Norton and
Co., New York.
Obisi, C. (1996) Personnel Management. Jackbod Enterprises,
Ibadan.
Robert, D. et al (1969) Marketing Research and Information

Systems: Text and Cases. McGraw Hill Inc. New York.

Steers, R.M. and Porter, L.W. (1979) Motivation and Work

Behaviour. McGraw Hill Book, New York.

Tull, A. and Abaum, F. (1973) Research and Development for

Managers. Withan Heinemann Ltd. London.

Vroom, V.A. (1964) Work and Motivation. John Willey and Sons,
New York.
Walter, B.W. (1976) Marketing Research: Methods and Cases.
Harper and Row Publishers, New York.

APPENDIX
Department of Business Management,

74

University of Maiduguri,
Maiduguri,
Borno State.
Dear Respondent,
I am conducting a project work in partial fulfillment for the
award of Bachelors degree in Business Management.
This questionnaire is intended to collect necessary data on
Impact of Employee Motivation on the Banking Industry: A Case
Study of Union Bank of Nigeria Plc, Maiduguri Please answer the
questions to the best of your understanding and attach documents
if available and necessary.
Be assured that any information given about this study will
be used strictly for the purpose of writing this project and will be
kept confidential.
Thank you for your cooperation.
Yours faithfully,

Nenpin Luka
07/07/02
/136

75

INSTRUCTION : Please tick the appropriate box(es) comment

where necessary.
1.

2.

3.

4.

Sex
a.

Male

[ ]

b.

Female

[ ]

Age
a.

20 30 years

[ ]

b.

31 40 years

[ ]

c.

41 50 years

[ ]

d.

51 and above

[ ]

Job Specification
a.

Manager

[ ]

b.

Marketer

[ ]

c.

Customer Care staff

[ ]

d.

Clearing Representatative

[ ]

e.

Cashier

[ ]

f.

Operations staff

[ ]

Highest Educational Qualification

a.

Primary School

[ ]

b.

SSCE/GCE

[ ]

c.

OND/HND

[ ]

d.

B.Sc., B.A.

[ ]

e.

M.Sc./MBA/MPA/MILR [ ]

f.

Ph.D.

[ ]

g.

Professional

[ ]

76

5.

6.

Duration of service in the organisation.

a.

1 5 years

[ ]

b.

6 10 years

[ ]

c.

11 20 years

[ ]

Are you involved in the decision making process in your unit/

department/ organisation?

7.

a.

Yes

[ ]

b.

No

[ ]

c.

Sometimes [ ]

Are there training and development opportunities to advance

your career?

8.

a.

Yes

[ ]

b.

No

[ ]

What is the nature of relationship between you and your

superiors?

9.

a.

Cordial

[ ]

b.

Very cordial

[ ]

c.

Not very cordial [ ]

d.

Not cordial

[ ]

Are you allowed to use your initiative or discretion in the

discharge of your duty?
a.

Yes

[ ]

b.

No

[ ]

c.

Sometimes [ ]

77

10.

How would you assess the provision of medical care for staff
in the Organization?

11.

a.

Excellent

[ ]

b.

Good

[ ]

c.

Fair

[ ]

d.

Bad

[ ]

How would you assess the provision for housing for staff in
the Organization?

12.

13.

a.

Excellent

[ ]

b.

Good

[ ]

c.

Fair

[ ]

d.

Bad

[ ]

What motivates you at work?

a.

Fringe benefit

[ ]

b.

Commendation

[ ]

c.

Work Setting

[ ]

d.

Promotion

[ ]

e.

Less Supervision [ ]

f.

Challenging job [ ]

g.

All of the above [ ]

Does your job provide enough motivation for you?

a.

Yes

[ ]

b.

No

[ ]

78

14.

15.

Is there relationship between motivation and productivity?

a.

Yes

[ ]

b.

No

[ ]

is

your

What

rating

of

workers

motivation

in

the

Organization?

16.

a.

Very good [ ]

b.

Good

[ ]

c.

Fair

[ ]

d.

Bad

[ ]

What are the problems of motivation in the Organization?

______________________________________________________
______________________________________________________
______________________________________________________
___________________________________________________

17.

What in your opinion could be done to enhance motivation

and productivity in the Organization?
_________________________________________________
_________________________________________________
_________________________________________________
_________________________________________________

79