Project Title
An exploratory study of employee attitude towards monetary and
non-monetary incentives in the public enterprises
Submitted By
Mr. XXXXX XXXXXXX
MBA in HR
XXXXX University
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Table of Contents
ABSTRACT
4
INTRODUCTION
5
BACKGROUND OF THE STUDY
STATEMENT OF THE PROBLEM
OBJECTIVES OF THE STUDY
RESEARCH QUESTIONS
FORMULATED HYPOTHESES
SIGNIFICANCE OF TE STUDY
SCOPE/LIMITATION OF THE STUDY
DEFINITION OF TERMS
5
6
6
7
7
7
8
8
REVIEW OF RELEVANT LITERATURE
9
INTRODUCTION
EFFECTS OF ORGANIZATIONAL INCENTIVES
VARIABLE PAY: INCENTIVES FOR PERFORMANCE
9
12
13
TYPES OF VARIABLE PAY
15
SUCCESSES AND FAILURE OF VARIABLE PAY PLANS
FACTORS AFFECTING SUCCESSFUL VARIABLE PAY PLANS
INDIVIDUAL INCENTIVES.
17
17
20
THEORETICAL FRAMEWORK
24
RESEARCH METHODOLOGY
31
INTRODUCTION
RESEARCH DESIGN
POPULATION OF STUDY
SAMPLE AND SAMPLING TECHNIQUES
INSTRUMENTS
PROCEDURE FOR DATA COLLECTION
DATA ANALYSIS
31
31
32
32
32
33
33
DATA ANALYSIS AND PRESENTATION
34
INTRODUCTION
34
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RESPONDENTS BLO-DATA
35
SUMMARY OF FINDINGS, CONCLUSION AND
47
INTRODUCTION
SUMMARY OF FINDINGS
CONCLUSION
RECOMMENDATION
47
48
49
50
REFERENCES
51
BOOKS
51
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ABSTRACT
There has been controversy as to whether Human Resources can be developed in public
enterprises. It is against this background that an evaluation of Human Resources
development in public enterprises was conducted. The questionnaire method was used to
obtain data for the study and random sampling procedure was used in the selection of
respondents from the organization under study. The sample percentage method of data
analysis was used in analyzing the data obtained. The study found training, motivation;
effective evaluation of employee’s performance can be used to develop Human Resource
in public enterprises and various training methods were used to training employee in this
organization. The study there fore concludes that for effective utilization of Human
Resources in public Enterprises, there is need for training and development policy
formulation and implementation.
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INTRODUCTION
BACKGROUND OF THE STUDY
Ordinarily an enabling environment is required for employee (either as a term or
individual) to improve his/her performances in order to accomplish organization goals
and objectives. It is based on this background that manager suppose to know the attitude
of his/her employees/subordinates in the interest of the organization. The employees
could be influences through several incentives; either monetary or non-monetary. These
two forms of incentives for improve employee’s performance.
However, there is the need more than ever before to re-discover the weakness and the
strengths of incentives used in motivating employee’s attitudes as a basis for future
improvement and also to unravel the effectiveness of the use of incentives in motivating
employees. It will also reveal the problems, frustrations, anxieties that employees pass
through in their work environment where certain incentives are de-emphasized. It will
equally assist management to engage in staff welfare development that will aid improved
productivity.
Productivity is concerned with the total value or volume of output in work situation while
production refers to the volume, value or quantity of goods and services produced in a
given period by employees productivity shows the efficiency of production. Employees
attitudes and performance have an immense bearing on productivity. Job performance of
employees is determined by the ability of individual employee to perform well on his job
as well as the level of motivation offered by the work environment and it is of
fundamental importance in productivity. The study examined the attitude of employees
towards monetary and non-monetary incentives in organization with the mindset that
management will appreciate the needs of the use of incentives in motivating employee’s
attitude.
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STATEMENT OF THE PROBLEM
In the past, employers of Labour complained that employees performance were efficient
when they are new but with time, their efficiency and productivity decreases, in turn the
employees have attributed the decreases in efficiency and productivity to the fact that
employers failed to provide adequate incentives and motivation that commensurate with
their job and performance.
Therefore, the problems of this study can be stated as follows.

The inability of the management to effectively use non-monetary incentives to
improve employees performance.

Employees’ preferences between monetary and non-monetary incentives how
(the) managers applied this significantly.

The composition of factors considered by employees to be non- monetary
incentives.

The impact of monetary incentives on employees attitude.
OBJECTIVES OF THE STUDY
The objectives of this study are as follows:

To ascertain the extent of employees attitudes towards monetary and nonmonetary incentives in the course of their work.

The impact of age, gender and status on employees preference for monetary and
non-monetary incentives.

Identification of incentives employees like best in their work place

How management can use incentives to encourage employees to heighten and
increase productivity.
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RESEARCH QUESTIONS

These follows are the research questions for this study:

What are workers attitude towards the use of monetary incentives?

What are workers attitude towards the use of non-monetary incentives?

What are the incentives considered by workers to be non-monetary incentives?

What are the workers preferences between monetary and non- monetary
incentives?
FORMULATED HYPOTHESES
These follows primaries statements were formulated as an hypotheses and subsequently
tested in order to ascertain their reliability.

Ho: There is no perfect relationship between employees/workers incentives
motivation and productivity.

Hi: There is perfect relationship between employees/workers incentives
motivation and productivity.

Ho: Other incentives tend to have little motivation value if monetary incentives
are perceived to be adequate.

Hi: Other incentives tend not to have little motivation value if monetary
incentives are perceived to be adequate.
SIGNIFICANCE OF TE STUDY
There is the need now than never to rediscover the weaknesses and the strengths of
incentives used in motivating employee attitude to serve as a basis for further
improvement. The study will through more light into the effectiveness of the use of
incentives in motivating employees meet in their work environment, especially where
incentives are emphasized. It will also help organizations to know the likely incentives to
put in place in motivating employees.
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In addition, it will assist management to engage in staff welfare development in order to
improve the output of productivity of employees. This study will also serve as a useful
tool for those in the management sciences discipline who would like to carry out further
research in this area.
SCOPE/LIMITATION OF THE STUDY
This study focused on the employee’s attitude towards monetary and non-monetary
incentives using selected unionized organizations in Lagos metropolis as a study.
However, several factors necessitated against proper investigation of this study; such as
time factor, financial constraint and unavailable data. The researcher was faced with the
time limited time for this study and in combinations of other engagements, like social
engagement, work time, academic etc; financial constraint also set in and caused effective
implementation and investigation; meanwhile, the organizations under study refused to
realize some important data that are necessary for this study.
DEFINITION OF TERMS

Employees Attitude: This refers to a persistent tendency to feel and behave every
individual employee exhibited towards a particular issue.

Monetary Incentives: It refers to remuneration in money form employee
received for performing his/her official duties.

Non-Monetary Incentives: These are incentives that employees gained in work
place, in form of promotion, training etc. This not in money term.

Job Performance: These are the available jobs in organization at a particular
point in term, in which employees are employed for.

Motivation: The idea of creating an enabling environment for employee to
increase his/her performances in work place. The motivation may be in monetary
or non-monetary form.
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REVIEW OF RELEVANT LITERATURE
INTRODUCTION
According to Ubeku (1975) ‘the key to understanding of human behavior is knowledge of
human needs’. People work in order to satisfy their needs and these needs can be met
through monetary incentives. Monetary incentives are repayment in cash and in money
form for a given work done by employees in the organization. Employees would go any
extent to increase their cash income just as they will do anything to prevent their source
of income from being eliminated. The fact that employees fear to lose their jobs, cash has
been an extremely effective motivator simply because money is indispensable for
survival in an economy. Monetary incentives in modem societies are the most
transferable means of satisfying basic needs. Satisfaction of physiological, security and
social needs can hardly be achieved with money. Other incentives tend to have little
motivational value if monetary incentives are perceived to be inadequate. Monetary
incentives take variety of forms and include wages, salary, allowances, bonus, e.t.c.
According to Cole (2002), a salary system can best be considered as a mechanism by
which an organization plans how to attract, retain, reward and motivate its salaried
employees to provide a fair reward to those performing specified roles, to provide an
incentive for employees and to keep pace with inflation. Pitfield (1980) explained that
bonus provide greater rewards for output above a certain agreed level. They may be
based on individual output or on the output of a group. Bonus adds flexibility to a
compensation plan i.e. they are paid monthly under the terms of an annual rate of pay. It
includes employee’s benefit which were once associated with salaried staff, but which are
now being applied to all grades of employees. Salary is a fixed amount per year payable
to the employee monthly and it ignores both time taken and quality produced. Drucker
(1999) stated that there is a basic conflict between wage (daily pay) as living and wage as
cost. As ‘living’, wage needs to be predictable, continuous and adequate to the
expenditures of a family, its aspirations, and its position in the society and community.
Wage as a cost needs to be appropriate to the productivity of a given employment or
industry.
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Cole (2000) posited that benefits are forms of compensation beyond wages for time
worked, including various protection, man’s services, pay for time not worked, and
income supplements. Such benefits include housing allowance, transport allowance. In
spite of the positive role monetary incentives have played, workers tend to have different
attitude towards money incentives. The most common of the diverse reaction to wages
and salaries by workers is that once it exceeds minimum levels, it is regarded as a
measure of fairness. Pitfield (1980) posited non-monetary incentives as fringe benefits
made availa6ie to staff and are regarded as an addition to wages and salaries. It consists
of direct and indirect benefits. The direct benefit may include profit-sharing, sick pay,
pension schemes, etc. the indirect benefits may include welfare amenities, social and
recreational facilities, etc. Gellermen (1976) insisted that pay, if only it could be properly
packaged would somehow bring about the desired approach to work. Adam (1999)
argued that employee’s perception of his pay in relation to other employees of similar
status could affect the satisfaction, which he gets from the job. From his work, when
there is a discrepancy between what he gets and his efforts in relation to what employees
of similar status gets, the employee become dissatisfied with the job. Ojo (1991) stated
that managers and supervisors need to apply situational appropriate motivational factors
in the context of their peculiar organizational environment. Kepner et al (2001) explained
that the purpose of monetary incentives is to reward employees for excellent performance
through money. He noted that monetary incentives include profit sharing, project
bonuses, stock options, warrants and scheduled bonuses (e.g. Christmas and
performance-linked and additional paid vacation). Traditionally, these have helped
maintained a positive motivational environment for employees. The purpose of nonmonetary incentives is to reward associates for excellent job performance through
opportunities. Non- monetary incentives include flexible work hours, training, pleasant
work environment and sabbaticals. Employees encounter problems, frustrations, and
anxieties in their work environment where certain incentives are deemphasized.
According to lkpefar (2003) in order to step up the incentives of employees, trade unions
serve as a means of improving the terms and conditions for employees, improve rates of
remunerations, raise status of employees, protect members against unfair practices and
also strive for security of employment. Trade union Act 1990 provides that employee has
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a right to receive all benefits of employment which are expressed in documents of
employment, including the letter of offer, and the condition of service and in collective
agreement. S.7 of the Act provides the minimum content of the contract of service and
shows the place and nature of employment, terms of work, duration and special condition
of the contract. The Act also gives employees the right to health and safety at work, right
to resort to court or tribunal on matters pertaining to his employment, right to belong to
union may be optional in the new proposed trade union Act before the National
Assembly. Parties usually fix wages of employee. However, where no rate is fixed the
rate is deemed to be what is current in similar trade. Collective bargaining serves as a
means for trade unions to negotiate the terms and conditions of employment. When
negotiation breakdown, parties may resort to mediation, conciliation or arbitration.
Government sometimes intervenes and the intervention takes the form of statutory
enactments. The major statutory enactments governing contracts of employment in
Nigeria are: Labour Act 198 (as amended) 1990, Factories Act (as amended) 1990,
Workmen’s Compensation Act 1990, Trade Union Act (as amended) 1990. Kohn (1993)
cited in Kepner et al stated a balance of monetary and non-monetary incentives should be
used to satisfy the diverse needs and interests of employees. He argued that monetary
incentives encourage compliance rather than risk taking because most rewards are based
only on performance and discourages employees from being creative in their work place.
Nelson (1999) also cited in Kepner et at (2001) posited that research suggests that desired
monetary incentives differ for employee based on carrier stage and generation surveys by
American Association of Retired Persons (AARP) have shown that most employees will
work past retirement age if offered flexible schedules, part-time hours and temporary
employment. Aside from these types of motivational strategies, an organization’s reward
system is its most basic tool for managing employee motivation. An organizational
reward system is the formal and informal mechanisms by which employee performance is
defined, evaluated, and rewarded.
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EFFECTS OF ORGANIZATIONAL INCENTIVES
Organizational incentives can affect attitudes, behaviors, and motivation. Thus, it is
important for managers to understand and appreciate clearly their importance (Griffin
2002)
Effect of Incentives on Attitudes
Although employee attitudes such as satisfaction are not a major determinant of job
performance, they are nonetheless important. They contribute to (or discourage)
absenteeism and affect turnover, and they help establish the culture of the organization.
According to Edward (1999) four major general Lzations about employee attitudes and
incentives. First, employee satisfaction is influenced by how much is received and how
much the individual thinks should be received. Second, employee satisfaction is affected
by comparisons with what happens to others. Third, employees often misperceive the
incentives of others. When an employee believes that someone else is making more
money than that person really makes, the potential for dissatisfaction increases. Fourth,
overall job satisfaction is affected by how satisfied employees are with both the extrinsic
and the intrinsic rewards they derive from their jobs. Drawing from the content theories
and expectancy theory, this conclusion suggests that several needs may cause behavior
and that behavior may be channeled toward various goal.
Effect of Incentives on Behaviour
An organization’s primary purpose in giving incentives is to influence employee
behavior. Extrinsic incentives affect employee satisfaction, which, in turn, plays a major
role in determining whether an employee reward system. The formal and informal
mechanisms by which employee performance is defined, evaluated, and rewarded will
remain on the job or seek a new job. Reward systems also influence patterns of
attendance and absenteeism; if rewards are based on actual performance, employees tend
to work harder to earn those rewards.
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Effect of Incentives on Motivation
Incentives systems are clearly related to the expectancy theory of motivation. The effortto-performance expectancy is strongly influenced by the performance appraisal that is
often part of the reward system. An employee is likely to expend extra effort if he or she
knows that performance will be measured, evaluated, and rewarded. The performance-tooutcome expectancy is affected by the extent to which the employee believes that
performance will be followed by rewards. Finally, as expectancy theory predicts, each
reward or potential reward has a somewhat different value for each individual. One
person may want a promotion more than benefits; someone else may want just the
opposite.
VARIABLE PAY: INCENTIVES FOR PERFORMANCE
Robert and Jackson (2004) states that variable pay is compensation linked to individual,
team, and organizational performance. Traditionally also known as incentives, variable
pay plans attempt to provide tangible rewards to employees for performance beyond
normal expectations. The philosophical foundation of variable pay rests on several basic
assumptions:

Some jobs contribute more to organizational success than others.

Some people perform better than others.

Employees who perform better should receive more compensation.

A portion of some employees’ total compensation should be contingent on
performance.

Contrast the assumptions with a pay system based on seniority or length of
service:

Time spent each day is the primary measure of contribution.

Length of service with the organization is the primary differentiating factor
among people.

Contributions to the organization are recognized through different amounts of
base pay.
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
Giving rewards to some people but not others is divisive and hampers employees
working together.
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TYPES OF VARIABLE PAY
Individual incentives are given to reward the effort and performance of individuals. Some
of the most common means of providing individuals variable pay includes piece-rate
systems, sales commissions, and bonuses. Others include special recognition rewards
such as trips or merchandise. Two widely used individual incentives focus on employee
safety and attendance. However, individual incentives can present drawbacks. One of the
potential difficulties with individual incentives is that an employee may focus on what is
best individually and may block or inhibit performance of other individuals with whom
the employee is competing.
Competition intensifies if only the top performer or winner receives incentives, which is
why
team
or
group
incentives
have
been
developed.
According to Cole (2000), when an organization rewards an entire work group or team
for its performance, cooperation among the members usually increases. However,
competition among different teams for rewards can lead to decline in overall performance
under certain circumstances. The most common team or group incentives are gain sharing
plans, where employee teams that meet certain goals share in the gains measured against
performance targets. Often, gainsharing programs focus on quality improvement, cost
reduction, and other measurable results.
Organizational incentives reward people based on the performance results of the entire
organization. This approach assumes that all employees working together can generate
greater organizational results that lead to better financial performance. These programs
often share some of the financial gains to the firm with employees through payments
calculated as a percentage of each employee’s base pay. Also, organizational incentives
may be given as a lump-sum amount to all employees, or different amounts may be given
to different levels of employees throughout the organization.
The most prevalent forms of organization-wide incentives are profit- sharing plans and
employee stock plans. For senior managers and executives, variable pay plans often are
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established to provide stock options and other forms of deferred compensation that
minimize the tax liabilities of the recipients. (Benneth 1990, Cole 2000, Luthans 2003)
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SUCCESSES AND FAILURE OF VARIABLE PAY PLANS
Even though variable pay has grown in popularity, some attempts to implement it have
succeeded and others have not. One study suggests that about 74% of companies have a
variable pay plan of some sort. Of those, most feel these plans have been successful in
aligning pay with performance for executives (79%), managers (73%), and exempt/
professionals (60%). However, only 48% felt variable pay was effective for nonexempt/administrative personnel (Alexander and Fred (2001).
Most employees prefer that performance rewards increase their base pay, rather than be
given as a one-time, lump-sum payment. Further, employees prefer individual rewards to
group/team or organizational incentives. Incentives do work, but they are not a panacea.
The enthusiasm that many employers have for variable pay is not shared universally by
workers. The success of variable pay plans depends upon the circumstances.
FACTORS AFFECTING SUCCESSFUL VARIABLE PAY PLANS
According to Robert and Jackson (2004) most employers adopt variable pay incentives in
order to: (1) link individual performance to business goals, and (2) reward superior
performance. Other goals might include improving productivity or increasing employee
retention. Variable pay plans can be considered successful if they meet the goals the
organization had for them when they were initiated. A number of different elements that
can affect the success of a variable pay plan. These factors have been categorized into
three areas for discussion:

Does the plan fit the organization?

Are the behaviors encouraged by the plan the ones desired?

Is the plan being administered properly?
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Does the Plan fit the Organization?
In the case of variable pay, one size does not fit all. A plan that has worked well for one
company will not necessarily work well for another. Obviously, the plan must be linked
to the objectives of the organization.
The success of any variable pay program relies on its consistency with the culture of the
organization. For example, if an organization is autocratic and adheres to traditional rules
and procedures, an incentive system that rewards flexibility and teamwork is likely to
fail. The incentive plan is being “planted” in the wrong growing environment.
Does the Plan Encourage the Desired Behaviors?
Variable pay systems should be tied as much as possible to desired performance.
Employees must see a direct relationship between their efforts and their financial
rewards. Indeed, higher-performing companies give out far more incentive pay to their
top performers than do lower-performing companies. Griffin (2000)
Because people tend to produce what is measured and rewarded, organizations must
make sure that what is being rewarded ties to meeting organizational objectives. Use of
multiple measures helps assure that various performance dimensions are not omitted. For
example, assume a hotel reservation center sets incentives for its employees to increase
productivity by lowering their time spent per call. That reduction may occur, but
customer service and the number of reservations made might drop as employees rush
callers to reduce talk time. Therefore, the center should consider talk time, reservations
booked, and customer satisfaction survey results.
Indeed, linking pay to performance may not always be appropriate. For instance, if the
output cannot be objectively measured, management may not be able to correctly reward
the higher performers with more pay. Managers may not even be able to accurately
identify the higher performers. Under those circumstances, individual variable pay is
inappropriate. (Martins and Bartol (1999)
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Is the Plan Administered Properly?
According to Robert and Jackson (2004), a variable pay plan may be complex or simple,
but it will not be successful if employees do not understand what they have to do to be
rewarded. The more complicated a plan is, the more difficult it will be to communicate it
meaningfully to employees. Experts generally recommend that a variable pay plan
include several performance criteria. However, having two or three areas to focus on
should not complicate the calculations necessary for employees to determine their own
incentive amounts. Managers also need to be able to explain clearly what future
performance targets need to be met. Successful variable pay plans clearly identify how
much is provided to employees separate from their base pay amounts. That separation
makes a distinct connection between performance and pay. It also reinforces the notion
that part of the employees’ pay must be “reearned” in the next performance period.
An incentive system should consistently reflect current technological and organizational
conditions. Offering an incentive for sales representatives to sell older-generation
equipment in order to clear it out of stock might be appropriate until that merchandise is
gone, but no incentive may be needed to sell high- demand items. Incentive systems
should be reviewed continually to determine whether they are operating as designed.
Follow-up, through an attitude survey or other means, will determine if the incentive
system is actually encouraging employees to perform better. If it is not, then managers
should
consider
changing
the
system.
(Pitfield
1980,
Nwachkwu
1996).
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INDIVIDUAL INCENTIVES.
According to Williams (2001) that conditions necessary for the use of individual
incentive plans are as follows:

Identification of individual performance: The performance of each individual
must be measured and identified because each employee has job responsibilities
and tasks that can be separated from those of other employees.

Independent work: Individual contributions result from independent work and
effort given by individual employers.

Individual competitiveness desired: Because individuals generally pursue the
individual incentives for themselves, competition among employees often occurs.
Therefore, independent competition in which some individuals “win” and others
do not must be desired.

Individualism stressed in organizational culture: The culture of the organization
must be one that emphasizes individual growth, achievements, and rewards. If an
organization emphasizes teamwork and cooperation, then individual incentives
will be counterproductive.
Piece-Rate Systems
The most basic individual incentive system is the piece-rate system, whether of the
straight or differential type. Under the straight piece- rate system, wages are determined
by multiplying the number of units produced (such as garments sewn or customers
contacted) by the piece rate for one unit. The rate per piece does not change regardless of
the number of pieces produced. Because the cost is the same for each unit, the wage for
each employee is easy to figure, and labor costs can be accurately predicted. (William
2001) A differential piece-rate system pays employees one piece-rate wage for units
produced up to a standard output and a higher piece- rate wage for units produced over
the standard. For example, assume that the standard quota for a worker is set at 300 units
per day and the standard rate is 14 cents per unit. For all units over the standard, however,
the employee receives 20 cents per unit. But the worker producing 400 units in one day
will get $62 in wages (300 x 14 cents) + (100 x 20 cents). There are many possible
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combinations of straight and differential piece-rate systems that can be used depending
on situational factors. (Robert and Jackson 2004)
Despite their incentive value, piece-rate systems are difficult to use because standards for
many types of jobs are difficult and costly to determine. In some instances, the cost of
determining and maintaining the standards may be greater than the benefits derived. Jobs
in which individuals have limited control over output or in which high standards of
quality
are
necessary
also
may
be
unsuited
to
piecework.
Bonuses
Alexander and Fred (2001) emphases that individual employees may receive additional
compensation payments in the form of a bonus, which is a one-time payment that does
not become part of the employee’s base pay. Generally, bonuses are less costly to the
employer than other pay increases because they do not become part of employees’ base
wages, upon which future percentage increases are figured. Growing in popularity,
individual bonuses often are used at the executive levels in organizations, but bonus
usage also has spread to jobs at all levels in some firms.
Bonuses also can be used to reward employees for contributing new ideas, developing
skills, or obtaining professional certifications. When the skills or certification
requirements are acquired by an employee, a pay increase or a one-time bonus may
follow. For example, a financial services firm provides the equivalent of two week’s pay
to employees who master job-relevant computer skills.
A bonus can recognize performance by an employee, a team, or the organization as a
whole. When performance results are good, bonuses go up. When performance results are
not met, bonuses go down. Most employers base part of the employee’s bonus on
individual
performance
and
part
on
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company
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Special Incentive Programs
Numerous special incentive programs that provide awards to individuals have been used,
ranging from one-time contests for meeting performance targets to rewards for
performance over time. For instance, safe-driving awards are given to truck drivers with
no accidents or violations on their records during a year. Although special programs also
can be developed for groups and for entire organizations, these programs often focus on
rewarding only high per forming individuals. Edward (1999).
Awards Cash merchandise, gift certificates, and travel are the most frequently used
incentive rewards. Cash is still highly valued by many employees because they have
discretion on how to spend it.
Another type of program recognizes individual employees for their performance or
service. For instance, many organizations in service industries such as hotels, restaurants,
and retailers have established “employee of the month” and “employee of the year”
awards. In the hotel industry more than half of the hotels surveyed use favorable guest
comment cards as the basis to provide recognition awards to desk clerks, housekeepers,
and other hourly employees.
The design of most group incentives is based on a “self-funding” principle, which means
that the money to be used as incentive rewards is obtained through improvement of
organizational results. A good example is gain sharing, which can be group or plant wide
in its incentive scope. (Drucker 1999).
Gain sharing
Gain sharing is the sharing with employees of greater-than- expected in gains in profits,
and/or Gain sharing attempts to increase discretionary efforts,” that is, the difference
between the maximum amount of effort a person can exert and the minimum amount of
effort necessary to keep from being fired. Workers in many organizations currently are
not paid for discretionary efforts, but are paid to meet the minimum acceptable level of
effort required. However, when workers demonstrate discretionary efforts, the
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organization can afford to pay them more than the going rate, because the extra efforts
produce financial gains over and above the returns of minimal efforts. To begin a gain
sharing program, management must identify the ways in which increased productivity,
quality, and financial performance gain occur and decide that some of the gains should be
shared with employees. (Cole 2000)
The rewards can be distributed in several ways:

A flat amount for all employees

Same percentage of base salary for all employees

Percentage of the gains by category of employees
A percentage based on individual performance against measures. Cuttan (2003) stated
that the first two methods generally are preferred because they promote and reward
teamwork and cooperation more than the other two methods. Where performance
measures are used, only those measures that employees actually can affect should be
considered. Often, measures such as labor costs, overtime hours, and quality benchmarks
are used. Both organizational measures and departmental measures may be used, with the
weights for gain sharing split between the two categories. Naturally, an individual’s
performance must be satisfactory in order for that individual to receive the gain sharing
payments. Two older approaches similar to gain sharing exist. One, called Impro share,
sets group piece rate standards and pays weekly bonuses when the standard is exceeded.
The other—the Scanlon plan—uses employee committees and passes on savings to the
employees.
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THEORETICAL FRAMEWORK
Griffin (2002) opines that motivation is the set of forces that cause people to behave in
certain ways. On any given day, an employee may choose to work as hard as possible at a
job, to work just hard enough to avoid a reprimand, or to do as little as possible. The goal
for the manager is to maximize the likelihood of the first behaviour and to minimize the
likelihood of the last. This goal becomes all the more important when manager
understand how critical motivation is in the workplace. Individual performance is
generally determined by three things: motivation (the desire to do the job), ability (the
capability to do the job), and the work environment (the resources needed to do the job).
If an employee lacks ability, the manager can provide training or replace, the worker. If
there is a resource problem, the manager can correct it. But if motivation is the problem,
the task for the manager is more challenging. Individual behavior is a complex
phenomenon, and the manager may be hard-pressed to figure out the precise nature of the
problem and ho to solve it. Thus, motivation is important because of its significance as a
determinant of performance and because of its intangible character (Jeffrey
1998).
The Need Hierarchy Approach
The need hierarchy approach has been advanced by many theorists. Need hierarchies
assume that people have different needs that can be arranged in a hierarchy of
importance. The two best known are Maslow’s hierarchy of needs and the ERG theory.
Maslow’s Hierarchy of Needs: Abraham Maslow (1954) a human relationist, argued that
people are motivated to satisfy five need levels. Maslow’s hierarchy of needs shown in
figure 2.1. At the bottom of the hierarchy are the physiological needs things like food,
sex, and air that represent basic issues of survival and biological function. In
organizations, thee needs are generally satisfied by adequate wages and the work
environment itself, which provides restrooms, adequate lighting, comfortable
temperatures, and ventilation.
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Next are the security needs for a secure physical and emotional environment. Examples
include the desire for housing and clothing and the need to be free from worry about
money and job security. These needs can be satisfied in the workplace by continuity (no
layoffs), a grievance system (to protect against arbitrary supervisory actions), and an
adequate insurance and retirement benefits package (for security against illness and for
the provision of income in later life). Even today, however, depressed industries and
economic decline can put people out of work and restore the primacy of security needs.
Belongingness needs relate to social processes. They include the need for love and
affection and the need to be accepted by one’s peers. These needs are satisfied for most
people by family and community relationships outside work and friendships on the job. A
manager can help satisfy these needs by allowing social interaction and by making
employees feel like part of a team or work group.
Esteem needs actually comprise two different sets of needs: the need for a positive-image
and self-respect and the needs for recognition and respect from others. A manager can
help address these needs by providing a variety of extrinsic symbols accomplishment
such as job titles, comfortable offices, and similar rewards as appropriate. At a more
intrinsic level, the manager can provide challenging job assignments and opportunities
for the employee to feel a sense of accomplishment.
The top of the hierarchy are the self-actualization needs. These needs involve realizing
one’s potential for continued growth and individual development. The self-actualization
needs are perhaps the most difficult for a manager to address. In fact, it can be argued
that these needs must be met entirely from within the individual. But a manager can help
by promoting a culture wherein self-actualization is possible. For instance, a manager
could give employees a chance to participate in making decisions about their work and
the opportunity to learn and use new information, skills, and capabilities.
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Maslow suggests that the five need categories constitute a hierarchy. An individual is
motivated first and foremost to satisfy physiological needs. As long as they re-main, the
individual is motivated only to fulfill them. When satisfaction of physiological needs is
achieved, they cease to act as primary motivational factors and the individual moves “up”
the hierarchy and becomes concerned with security needs. This process continues until
the individual reaches the self- actualization level. Maslow’s concept of the need
hierarchy has a certain intuitive logic and has been accepted by many managers. But
research has revealed certain shortcomings and defects in the theory. Some research has
found that the five levels of need are not always present and that the order of the levels is
not always the same as postulated by Maslow. In addition, people from different cultures
are likely to have different need categories and hierarchies. (Griffin 2002).
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The ERG Theory
Alderfer (1972) in response to these and similar criticisms, an alternative hierarchy of
needs called the theory of motivation was developed. This theory collapses the need
hierarchy developed by Maslow into three levels. Existence needs correspond to the
physological and security needs. Relatedness needs focus, on how people relate to their
social environment. In Maslow’s hierarchy, they would encompass both the need to
belong and the need to earn the esteem of others. Growth needs, the highest Level in the
ERG
schema,
include
the
needs
for
self-esteem
and
self-actualization.
Although the ERG theory assumes that motivated behavior follows a hierarchy in
somewhat the same fashion as suggested by Maslow,
there are two important differences. First, the ERG theory suggests that more than one
level of need cause motivation at the same time. For example, it suggests that people can
be motivated by a desire for money (existence), friendship (relatedness), and the
opportunity to learn new skills (growth) all at once. Second, the ERG theory has what
been called a frustration-regression element. Thus, if needs remain unsatisfied, the
individual will become frustrated, regress to a lower level, and begin to pursue those
needs again. For example, a worker previously motivated by money (existence needs)
may have just been awarded a pay raise sufficient to satisfy those needs. Suppose that he
then attempts to establish more friendships to satisfy relatedness needs. If, for some
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reason, he finds that it is impossible to become better friends with others in the
workplace, he eventually gets frustrated and regresses to being motivated to earn even
more money. The Two-Factor Theory. Another popular content perspective is the twofactor theory of motivation. Frederick Herzberg (1959) developed his theory by
interviewing 200 accountants and engineers. He asked them to recall occasions when
they had been satisfied and motivated and occasions when they had been dissatisfied and
unmotivated. Surprisingly, he found that different sets of factors were associated with
satisfaction and with dissatisfaction—that is, a person might identify “low pay” as
causing dissatisfaction but would not necessarily mention “high pay” as a cause of
satisfaction. Instead, different factors—such as recognition or accomplishment—were
cited as causing satisfaction and motivation. This finding led Herzberg to conclude that
the traditional view of job satisfaction was incomplete. That view assumed that
satisfaction and dissatisfaction are at opposite ends of a single continuum. People might
be satisfied, dissatisfied, or somewhere in between. But Herzberg’s interviews had
identified two different dimensions altogether: one ranging from satisfaction to no
satisfaction and the other ranging from dissatisfaction to no dissatisfaction. This
perspective, along with several examples of factors that affect each continuum, is shown
in Figure 2.2. Note that the factors influencing the satisfaction continuum-called
motivation factors—are related specifically to the work content. The factors presumed to
cause dissatisfaction—called hygiene factors—are related to the work environment.
The two-factor theory of motivation
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Based on these findings Herzberg argues that there are two stages in the process of
motivating employees. First, manager must ensure that the hygiene factors are not
deficient. Pay and security must be appropriate, working conditions must be safe,
technical supervision must be acceptable, and so on. By providing hygiene factors at an
appropriate level, managers do not stimulate motivation but merely ensure that
employees are not dissatisfied.” Employees whom managers attempt to “satisfy” through
hygiene factors alone will usually do just enough to get by. Thus, managers should
proceed to stage two—giving employees the opportunity to experience motivation factors
such as achievement and recognition. The result is predicted to be a high level of
satisfaction and motivation. Herzberg also goes a step farther than most theorists and
describes exactly how to use the two factor theory in the workplace. Specifically, he
recommends job enrichment. He argues that jobs should be redesigned to provide higher
levels of the motivation factors.
Although widely accepted by many managers, Herzberg’s two-factor
theory is not
without its critics. One criticism is that the findings in Herzberg’s initial interviews are
subject to different explanations.
Another charge is that his sample was not
representative of the general population and that subsequent research often failed to
uphold the theory. Robert and Lawrence (1967), At the present time, Herzberg’s theory is
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not held in high esteem by researchers in the field. The theory has had a major impact on
managers, however, and has played a key role r increasing their awareness of motivation
and its importance in the workplace.
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RESEARCH METHODOLOGY
INTRODUCTION
This chapter consist of insight into the research design and tactics for the study. It focuses
on what to study, when to study and how to study; Haven consider the primary objective
of the study; which examine the management of total quality and monitoring techniques
in Nigerian business environment.
RESEARCH DESIGN
Essentially, field study approach survey will be adopted for this study because of its
peculiar nature. Meanwhile, the survey will be conducted in the Skye Bank.
However, questionnaires will be the major instrument for collecting data for this study.
The questionnaires will be carefully structured and simply designed in order to ensure
easy answering; to obtain consistencies in respondents responses and at same time to
eliminate ambiguity and suspension. All the questions in the questionnaires are designed
in open-ended style and gives alternatives to the respondents.
The questionnaires will be personally distributed to the selected population of the study;
and all (the) questionnaires collected will be subjected to critical analysis, appropriately
synchronized and analyzed to aid a reasonable findings and conclusions for the study.
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POPULATION OF STUDY
Population may be refers to the universe of research target audience, particularly those
who fall within the category of respond to the questionnaire of this study.
Therefore, the targeted population of this study consists of the Banks that are operating in
Nigeria, business environment. However, the major target population for the study is
Skye Bank; it shows that the staff of this organization randomly selected for the study.
SAMPLE AND SAMPLING TECHNIQUES
According to Asika (2004) sampling plan is a segment of the population; selected to
represent the population as a whole, ideally, the sample represents the population in order
to make accurate estimate of the thought and behaviour of the large population.
This study will consider both genders (that is male and female) in this organization;
regardless of their marital status, and physical challenges; in as much as he/she is
mentally alert. Therefore, the sample techniques will consider fifty (50) staff randomly
selected from the various branches of this banks within Lagos Metropolis.
INSTRUMENTS
Instrument are the tools, gadgets modalities and devices used to collect information that
are necessary for finding reliable and valid answers to the research questions and
hypothesis raised”. Therefore, the major instrument use for this study is questionnaire.
This instrument is reliability and validity for the fact that the drafted questionnaires were
examine and compared with other colleagues work, and the questionnaires were also testand re-test within the same few selected respondents; more so, the supervisor advice and
guidance also helps a lot to prove the reliability and validity of instrument.
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PROCEDURE FOR DATA COLLECTION
The major procedure for data collection of this study is through questionnaires; the
structured questionnaire will be distributed to the randomly selected population.
DATA ANALYSIS
The study will employ two major statistics tools for data analysis these tools are as
follows:

Sample percentage and

Chi-square (X2) method
The simple percentage method will be adopted to analysis the questionnaires; while the
chi-square (X2) method will be adopted to analysis for the formulated hypotheses.
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DATA ANALYSIS AND PRESENTATION
INTRODUCTION
This chapter consists of data presentation and analysis. Descriptive statistics such as
frequencies, percentages and the chi-squares (X2) statistics test were used in analyzing
the data obtained. The researcher administered the questionnaires, which were divided
into two parts. The first part contained demographic characteristics of the respondents
while the second part was designed to answer the research questions and to elicit
information on the level of monetary and non-monetary incentive required to stimulate
employee’s attitude in an organization.
However, the total number of sixty (60) questionnaires was randomly administered into
the selected respondents in these organizations; and forty two (42) questionnaires were
returned, these numbers of questionnaire returned were certified okay and useable for
study and the number constitute 70%.
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SECTION A
RESPONDENTS BlO-DATA
Table: Gender
Gender Frequencies Cumulative frequency Per (%)
Male
26
61.9
Female 16
Total
42
38.1
42
100
Frequencies
50
40
30
Frequencies
20
10
0
Male
Female
Total
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Table: Marital Status
Statues
Frequencies Cumulative frequency Per (%)
Married
24
-
57.1
Single
9
33
21.4
Divorced 4
37
9.5
Widow
2
39
4.8
Widower 3
42
7.1
Total
42
100
Frequencies
50
40
30
Frequencies
20
10
0
Married
Divorced
Widow er
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Table: Educational Qualifications
Qualifications
Frequencies
Cumulative
frequency
Per (%)
SSC/GCE/NECO 3
-
7.1
OND/AL/NC
5
8
11.9
HND/B.Sc/ACA
19
27
45.2
MBA/M.Sc
11
38
26.2
Others
4
42
9.5
Total
42
100
Frequencies
50
40
30
Frequencies
20
10
0
SSC/GCE/NECO
HND/B.Sc/ACA
Others
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Table : Years in service
Years in service
Frequencies
Cumulative
frequency
Per (%)
1—5
4
-
9.5
6—10
6
10
14.3
11—15
13
23
31.0
16—20
13
36
31.0
21—above
6
42
14.3
Total
42
100
Frequencies
50
40
30
Frequencies
20
10
0
1—5
6—10
11—15
16—20
38
21—above
Total
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SECTION B
Q1- Well paid employee/workers may perform better on heir job.
Table: Paid employees
Positions
Frequencies
Junior staff
21
Cumulative
frequency
Per (%)
-
50.0
Senior staff 14
35
33.3
Manager
7
42
16.7
Total
42
100
Cumulative
Responds
Frequencies
Strongly agree
20
-
47.6
Agree
13
33
31.0
Disagreed
4
37
9.5
Strongly disagree 5
42
11.9
Total
frequency
42
Per (%)
100
Frequencies
50
40
30
20
Frequencies
10
0
Strongly agree
Agree
Disagreed
Strongly
disagree
Total
The empirical evidence from the table 4.6 research reveals that 47.6%, 31%, 9.5% and
11.9% strongly agreed, agreed, disagreed and strongly disagreed, respectively that well
paid workers/ employees may perform better on their jobs.
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Q2- Salaries, bonus and allowances may motivates workers/ employees attitudes
towards work
Table: Salaries, Bonus and Allowances
Cumulative
Responds
Frequencies
Strongly agree
21
-
50.0
Agree
17
38
40.5
Disagreed
2
40
4.8
Strongly disagree 2
42
4.8
Total
frequency
42
Per (%)
100
Frequencies
50
40
30
20
Frequencies
10
0
Strongly agree
Agree
Disagreed
Strongly
disagree
Total
It shows the respondents responds of 50% strongly agreed, 40.5% agreed, 4.8% disagreed
and 4.8% strongly disagreed that salaries, bonus and allowances may motivates
workers/employees attitudes towards work.
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Q3- Training and development in an organization may have positive influence on
employees/workers performance.
Table : Training and Development
Cumulative
Responds
Frequencies
Strongly agree
18
-
42.9
Agree
18
36
42.9
Disagreed
2
38
4.8
Strongly disagree 4
42
9.5
Total
frequency
42
Per (%)
100
Frequencies
50
40
30
20
Frequencies
10
0
Strongly agree
Agree
Disagreed
Strongly
disagree
Total
From the responses provided in the data analyzed in table 4.8, 42.9% and 42.9% strongly
agreed and agreed that training and development in an organization may have positive
influences on employees/workers performances, 4.8% disagreed while 9.5% strongly
disagreed.
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Q4- Training in an organization may reduce cost and as well increase productivity.
Table : Increases productivity
Cumulative
Responds
Frequencies
Strongly agree
18
-
42.9
Agree
17
35
40.5
Disagreed
4
39
9.5
Strongly disagree 3
42
7.1
Total
frequency
42
Per (%)
100
The analyzed responses on training and cost reduction of research questions 5 shows that
9%, 442.9%, 40.5%, 9.5% and 7.1% strongly agreed, agreed, disagreed and strongly
disagreed that training in an organization may reduce cost and as well increase
productivity. Details in table 4.9 above.
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Q5- Good working conditions in an organization may improve employee
performances.
Table 4.10: Good working conditions
Cumulative
Responds
Frequencies
Strongly agree
15
-
35.7
Agree
19
34
45.2
Disagreed
4
38
9.2
Strongly disagree 4
42
9.5
Total
frequency
42
Per (%)
100
Frequencies
50
40
30
20
Frequencies
10
0
Strongly agree
Agree
Disagreed
Strongly
disagree
Total
The empirical evidence available in table 4.10 shows that 35.7% and 45.2% of the
respondents strongly agreed and agreed and agreed that good working conditions in an
organization may improve employee performances; 9.5% disagreed and 9.5% strongly
disagreed.
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Q6- Any employee/worker who expects promotion and dully promoted is bound to
increase his/her efforts and performances.
Table : Employee Promotion
Cumulative
Responds
Frequencies
Strongly agree
21
-
50.0
Agree
15
36
35.7
Disagreed
3
39
7.1
Strongly disagree 3
42
7.1
frequency
Per (%)
Frequencies
50
40
30
20
Frequencies
10
0
Strongly agree
Agree
Disagreed
Strongly
disagree
Total
From the analyzed responses in table 4.11, it shows that 50%, 35.7%, 7.1% and 7.1%
strongly agreed, agreed, disagreed and strongly disagreed respectively that any
employee/worker who expects promotion and dully promoted is bound to increase his/her
efforts and performances.
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Q7- Employees performance appraisal may influence employee performances.
Table : Performance Appraisal
Cumulative
Responds
Frequencies
Strongly agree
16
-
38.1
Agree
19
35
45.2
Disagreed
3
38
7.1
Strongly disagree 4
42
9.5
Total
frequency
42
Per (%)
100
Frequencies
50
40
30
20
Frequencies
10
0
Strongly agree
Agree
Disagreed
Strongly
disagree
Total
The analysis of the responses respondent in table 4.12 shows that 38.1% strongly agreed,
45.2% agreed, 7.1% disagreed and 9.5% strongly disagreed that employee performance
appraisal may influence employee performance.
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Q8- Employees, welfare, pension, medical facilities etc may facilitate effective
performances.
Table : Employees welfare
Responses
Frequencies
Monetary
27
Non-monetary 15
Total
Cumulative
Per (%)
frequency
-
64.3
42
35.7
42
100
Cumulative
Responds
Frequencies
Strongly agree
17
-
40.5
Agree
17
34
40.5
Disagreed
5
39
11.9
Strongly disagree 3
42
7.1
Total
frequency
42
Per (%)
100
Frequencies
50
40
30
20
Frequencies
10
0
Strongly agree
Agree
Disagreed
Strongly
disagree
Total
The analyzed of respondents responses in tale 4.13 shows that 40.5%, 40.5%, 11.9% and
7.1% strongly agreed, agreed, disagreed and strongly disagreed that employees welfare,
pension, medical facilities etc may facilitates effective performances.
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SUMMARY OF FINDINGS, CONCLUSION AND
INTRODUCTION
This chapter consists of the summary from the data analyzed, the conclusion from the
data analyzed and recommendation.
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SUMMARY OF FINDINGS
From the data analyzed, it is find that the employee/workers that were well paid will
increase in their performances, the payment in form of salaries bonus and allowances will
also motivate workers/ employees attitudes towards work; more so, fringe benefit is
another factor that may influence employees performances.
It is also find that the non-monetary incentives such as training and development in an
organization have positive influences on employee performances, training, an
organization may reduce cost and as well increases productivity; good working
conditions in an organization will also improve employees performances.
The study find that any promoted employees will increase his/her efforts and
performances in work place and employee performance appraisal influences employees
performance; employee welfare, pension, medical facilities also facilitates effective
performances, lastly the employee prefer monetary incentives to non-monetary
incentives.
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CONCLUSION
In view of these findings, the study thereby conclude that there is clear relationship
between monetary incentives and workers performance; fringe benefit can motivate
workers’ performance. However, some of the main objectives of training employee
include, increase in productivity, lower labour turn over rate, higher morale and better coordination and training helps to reduce cost as it increases productivity, promotes goal
congruency. Lack of training increases absenteeism rate, low output, poor quality and
rejects and results in high unit cost.
Non-monetary incentives, good working conditions promotion, good supervision, staff
welfare, scheme, pension, medical facilities facilitates increases in employees’
performances and employee’ prefer monetary incentives to non-monetary incentives.
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RECOMMENDATION
In any organization, incentives are a very sensitive issue not only to employer but also to
the employees. Therefore, the ability of the organization to attract and retain employees
depend on how much monetary and non-monetary incentives, it is prepared to offer. Poor
wages and salaries as well as poor working conditions is a constant source of frustration
to employees ands when they engage management in constant strife, the result is decrease
productivity. Promotion, better pay fringe benefit and other social incentives are essential
factor that motivate the employees to increase productivity.
Therefore, it is thereby recommend that organization should strive to introduce a
satisfactory incentives package to the employees, increases in salary bonus etc. This is
important
because
employee’s
satisfaction
can
motivate
high
performance.
More so, non-monetary incentives, such as training promotion, effective performance
appraisal should be encourage, employee needs adequate training to carry out their duties
and employees that were promoted as well due will be motivated to increase its
performances, and the management should ensure effective performance appraisal,
whenever employees’ rating is being conducted, this should be done without any fair of
favour and bias mind. Non-monetary incentives should be tailored in line with monetary
incentives in order to motivate employees to put in their best and at the same time,
organization should strive towards equity in the administration of monetary and nonmonetary
incentives.
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REFERENCES
Books
Adams, J.S (1999): Advances in Experimental Psychology New-York. Academic Press.
Bennett, R (1996) Effective Management London, Kegan Page Ltd.
Cole. G.A (2000) Personal Management, London, Letts Educational. Aldine Palece.
Durcker, P. F (1999) Management, Oxford. Butter Worth Heinemann,
Luthans F (2003) Organizational Behaviour Boston, McGraw- Hill In
Martins, D. C and Bartol K. M (1998) Management Boston McGraw — Hill
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Pitfield, R. R. (1950) Business Organization. London, Macdonald and Evans.
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Ubeku, A. K (1979) Personal Management in Nigeria . Benin City. Ethiope Publishing
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Robert, L.M and Jackson, J (2004) Human Resource Management, London. Thomson —
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Jeffrey P (1998): The Human Equation, Boston, Havard Business School Press.
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Alderfer C. P (1992) Existence, Relatedness and Growth, New — York, Free Press.
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JOURNALS
Gellerman, A. P “Management and subordinates Havard Business Review, May, 1976.
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Alexander D. and Fred L. “Differential Effects of Incentive Motivators on work
performance” Academic of Journal 43 (2001)
William, M. B “Incentives System Fine Tunes Pay/Bonus Plans” The Wall Street
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Robert H and Lawrence, A. W. “Herzbergs Dual — Factor Theory of Job Satisfaction
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