1
MO TIVATIO N AS A TO O L FO R ECO NO MIC PERFO RMANCE AND
PRO DUCTIVITY O F WO RKERS
BY
1
V.C. THO M-O TUYA, PH.D, & 1 O KERE LO VEDAY Ph.D.
Faculty of Business Studies, Rivers State College of Education, Port Harcourt Nigeria
chivinto@yahoo.com
Abstract
The concept of workers motivation poses major challenges to managers of different
organizations both public and private sector. Motivation is always linked to any organizational
success. This study will examine how managers motivate their employees for eco nomic
performance and productivity in different organizations. In this paper concept, types, effect
and significance of motivation will be discussed. Overview of motivational theories like
Maslow’s need hierarchy, Hertzberg two factors. Alderfer’s ERG, McClelland achievement,
Vroom Expectancy, Adams Equity, Porter’s and Lawler theory performance satisfaction will
be identified. Factors which facilitate productivity and reasons way motivation is used as a
tool for economic performance and productivity of workers many organization in Nigeria will
also be examined. The study concludes by encouraging managers to improve on their
motivational strategies as to enable their employees put in their best in achieving corporate
goals and objectives.
Introduction
Motivation comes from the Latin word mover which references to
something within a person, an inner force an inner force, an urge and
a feeling that causes him to move, act or behave in a goal directed
manner. The term motivation according to Gupta (2006) is derived
from the word motive. The word motive as a noun means an
objective as a verb the word means moving into action. Therefore,
motive or objectives are forces which induce people move or act in a
way so as to ensure the fulfillment of a motive or objective, which
represent a particular human need at a time. Motivation is the set of
force that cause people to behave in certain ways. Motivation refers
to force energize, direct and sustain a person’s efforts (Bateman and
Snell 2002). Robbins and Coulter (1996) defined motivation as the
willingness to exert high levels of effort to reach organizational goals
and conditions by the effort’s ability to satisfy some individual need
while general motivation refers to effort toward any goal, here it will
1
2
refer organizational goals. Jones and George (2003) defined
motivation as psychological forces that determine the direction of a
person’s behaviour in an organization, a person’s level of effort and
a person’s level of persistence in the obstacles. Motivation may be
defined as a willingness to exert effort to achieve a goal or objective
for reward (Thom-Otuya 2005).
Motivation might be define as a planned managerial process which
stimulates people to work to the best of their capabilities for the most
effective and efficient realization of the common objectives of the
enterprise by providing them with motives to work for based on their
unfulfilled needs. It is infact pressing the right button to get desired
Human behaviour (Hartzell 2006). Hertzell (2006) defined
performance, as the way of job task is the one by an individual, a
group or an organization. Productivity could be defined as a
measured relationship between the quality (and quality) of resources
required for production, productivity in essence a measure of the
work efficiency of an individual, work unit or entire organization
(Hertzell 2006). Motivation is a force that results from an
individual’s desire to satisfy his needs of hunger, thirst, and social
approach. It is a psychological tool which managers in organization
adopt to raise the level of individual’s contributions to organizations’
goals and performance.
Employees of a company can exhibit a wide range of commitment
and performance, ranging from bare minimum necessary to remain
employed to the full maximum effort. Operations depend on the
efforts of employees to products the ducts or services they offer for
sale. Managers are responsible for gaining employees cooperation in
seeing that the company objectives are achieved hence, are interested
in directing their behaviour. Human behaviour is energized, directed
and sustained by motivation. An employees motivation is to some
degree related to the rewards the employee receive through
participation in the organization.
2
3
Process of Motivation
UNFULFILLED
NEEDS
INCENTIVE
BEST ATTAINMENT OF
COMMON OBJECTIVES
ACTION
FULFILLMENT
OF
UNFULFILLED
NEED
Fig. 1: process of motivation (Gupta 2006)
Concept of Motivation
The following are the outstanding features of the concept of
motivation.
i. MOTIVATION IS NEED BASED: If there are no needs of
individuals. The process of motivation fails.
ii.
A thing or reward offered for stimulating people to work in
the desire manner achieving or fulfilling objectives or need is an
incentive or a motivator (i.e. one which motivates) for example the
basic needs are the motives for which people work and money is the
incentive (or motivator for) promised to people for that purpose.
iii.
Motivation is planned process to produce a desired result by
stimulating and influencing human behaviour for the best realization
of the common objectives. People differ in their approach to respond
to the process of motivation, as no two individuals could be
motivated in exactly similar manner.
iv.
Basic motivation to work comes from within the individuals.
It is an inner drive forcing people to work for the fulfillment of their
basic need.
3
4
v.
Every manager from the highest to the lowest authority, in
the management hierarchy is responsible for powers of a manager to
motivate subordinates. Some of the limits, which restrict the power
of managers to motivate, may be company rules and policies on
wages, salaries, fringe benefits, promotions etc.
vi.
Motivation may be positive or negative. A positive
motivation promise incentive to people, a negative motivation
threatens the enforcement of disincentives.
vii.
Motivation is a continuous process, which is both necessary
and possible. It is necessary because the moment there is a lack of
motivation of people they would not work whole-heartedly. It is also
in view of the fact that not only are human needs unlimited, these are
also recurring nature.
Types Of Motivation
Thom-Otuya (2005) identified three (3) types of motivation. They
are:
(1)
(2)
(3)
Positive motivation
Negative motivation
Self motivation
1.
Positive Motivation: Is a human relation and leadership
approach whereby subordinates follow the leaders will
because of some of possible gain, reward or satisfaction they
expect to get.
2.
Negative Motivation: On the other hand influences others
to follow the leader’s will but not because of any expected
advantage but of fear of punishment of the application of
certain sanctions such as losing money, recognition or even
one’s job. Authority and punishment are used to make
people do what management wants them to do.
4
5
3.
Self-Motivation: The best form of motivation is selfmotivation. This type of motivation comes from within the
individual. His own motivators are his own personal drives
to achieve his ambition and goals. The company may
provide the necessary motivations such good environment
but if he lacks personal drive or the will to forge ahead and
achieve no amount of motivation will make him strive to
great achievement. The employee needs personal initiative
and motivation to achieve superior performance.
Positive Motivation
The following are some of the positive factors in motivating people.
a)
Money: The most commonly used incentive to stimulate the
worker to greater production and efficiency is monetary
remuneration. Unions usually ask for increased pay as a part
of their bargaining demand knowing, this is what the
employees want. While money is important for providing the
material does not last long.
b)
Job Security: Employees want to feel secured in their jobs
and would prefer lower paying jobs that are permanent to
higher paying ones without security of tenure.
c)
Praise and recognition: Whenever a worker accomplished
a good job, it is good to recognize such accomplishment by
praising or rewarding him so he would be motivated to
always do a good job.
d)
Sense of belonging: The main function of induction or
orientation of the new employee in the company is to make
him feel that he is part of the group and that the group
accepts and recognizes him as a member of the team. If he
feels that he does not belong to the group, he gets
dissatisfied and disappointed.
5
6
e)
Competition: When done properly competition can be a
good motivator for the employee because it encourages
creativity, initiative, better performance and improved
production, with the use of records and charts, management
can encourage employees to work harder to best their
previous records of performance.
f)
Delegation of responsibility and authority: Responsibility
and authority delegated to a subordinate are great
motivators. They stimulate the employee’s interest and
provide human opportunity for development. The employee
takes this as recognition of his ability to perform his job
well.
g)
Employee participation: Making employees participation
in meeting conferences and work in committees are forms of
employee development and be a strong motivator.
Participation in decision-making stimulates employee’s
interest for greater production, provides job satisfaction and
creates in him a feeling of importance.
h)
Sincere interest in subordinates: Taking sincere interest in
subordinates is a human relation approach in motivating
people. The supervisor gets immediate results from his
subordinates if the letter knows that their superior is
sincerely interested in their welfare.
Effect of Motivation
The following effects of motivating employees been established by
Thom-Otuya (2003) in Sison (1981).
(a) i)
That the motivated employees achieve high output and
produces good quality products and services.
6
7
ii)
That employees who are properly motivated are more careful
in the use and care of machines and minimize or prevent
losses or waste.
iii)
The employees accept willingly the changes made by
management provided that the changes to be made by
management provided that the change to be made have been
previously explained to and understood by them to the
change.
iv)
The motivated employees willingly respond in times of
emergency or during the periods or occasions requiring
special effect, overtime and the like.
v)
That with motivated employees the problems of discipline is
minimized.
Significance of Motivation
Gupta (2006) identified some significance of motivation. They are;
1.
Motivation is the soul of the managerial process: Just as
when the soul is taken away from the body of a living being,
the living being is rendered managerial process, the
managerial process becomes meaningful and futile incapable
of providing any fruitful results whatsoever.
2.
Best attainment of common objective: Motivated
employees put in their best efforts, towards the attainment of
common objectives of the enterprise. Motivation not only
facilitating the attainment of objectives, is also leads to their
best realization- in teams of time spent and effort involved.
3.
Best utilization of resources: Human factor being the only
active factor of production- is responsible for the best or the
worst utilization of resources of the organization. Motivated
7
8
employees make the best utilization of all resourcesmachine, materials, technology and other physical work
facilities, leading to cost minimization and profit
maximization.
4.
Industrial peace: Motivation in a sense implies taking care
of needs of individuals by the management. This leads to the
development of excellent and friendly human relations
between management and the workforce. As such industrial
peace. Is endured.
5.
Stability of workforce: Motivation directly and indirectly
results in the stability of workforce, necessitating only the
minimum inevitable labour-turnover in a way, it is only
frustrated employees who are dissatisfied with management
and who thinks of leaving the organization seeking better
employment avenues outside. A motivated and stable
workforce is perhaps the best asset an organization can boost
of.
6.
Morale and job satisfaction: A persistent state of high
motivation goes a long way in building up the morale (.e.
favourable attitude towards work) of employees. Employees
with high morale become dedicated to the organization and
benefit the organization substantially. Not minding this such
employees derive a lot of job satisfaction having performed
their jobs in the best manner which makes them happy, in
their personal lives .
7)
Coordination facilitated: Motivation facilities achieving
co-ordination. Infact, motivated one another by appreciating
their mutual problems and resolving cause differences in an
amicable manner. Since the root cause of lack of coordination is mutual differences in approach as to the
8
9
attainment of common objectives, motivation helps n
achieving co-ordination in the aforesaid manner.
8.
Reduced need for supervision: Motivated employees in a
way are some what self-starters. There is a reduced need for
supervision over them. In so far their speed is concern. This
reduced need for supervision requires a reduction in the
managerial cost. It also helps widen span control (or span of
management) in the ultimate analysis.
9.
Minimum resistance to change: Motivated employees
better appreciate the management viewpoint as to the
introduction of organizational changes. Their resistance to
organizational changes affect their interest extremely.
An Overview of Some Motivation Theories
Theories
Early Theories
Contemporary theories
9
10
Scientific M anagement
Approach
Content Theories
Human Relations
M ovement
Process Theories
10
11
* Maslow’s Need Hierarchy
Theory
* Herzberg’s Two-Factor
theory
* Aiderfer’s ERG Theory
* McClelland’s Achievement
Theory
* Vroom’s
Expectancy
theory
* Adam’s
equity
theory
* Porter and
Lawler’s
Theory
Fig 2. Theories of motivation (Inyang 2004)
Early Theories
A scientific management approach: Fredrek Taylor sees man as rational and hedonistic being especially
motivated by economic incentives that is money Taylor’s approach according to Inyang (2004) represents
both a content and process perspective of motivation. This economic view of human motivation held
away for a long time before scholars began to note it’s weak explanatory power in terms of understanding
motivation as complex process.
a)
The human relation movement: The foundation for the human relations movement was laid by
Ectrin Mayo and his colleagues. This approach to motivation suggests that employees are motivated by
things other than money that employees as social beings are motivated by social-psychological factors
and favourable work environment, with favourable attitudes, employees will experience job satisfaction
and increased performance Inyang (2004). The recognition that employees need social interest on the
employees work in the or organization can result in improved employee motivation. This is the social
concept of motivation.
2)
Contemporary Theories
The contemporary theories are divided into two major competing theories, they are:
a)
Content theories: These theories attempt to explain those specific things which actually motivate
people to work. Theories in this classification are interested in identifying peopel’s needs and their
negative strengths and the goals they pursue in other to satisfy these needs. The main emphasis of the
content theories is on what motivates individuals. The needs of the individual may reflect either
physiological or psychological deficiencies. Theories are.
Maslow’s Need Hierarchy
A.H Maslow an eminent American Psychologists has advance needs known as Maslow’s needs of
Hierarchy.
Maslow provided the following classification of human needs.
11
12
i)
Physiological (or basic or survival) needs: includes needs for food, drink, clothing shelter rest
and other similar has requirement.
ii)
Security (or safety) needs: This could be divided into three types as shown by the following
change (Gupta 2006).
Security (Or Safety) Needs
ECONOMIC SECURITY PHYSICAL SOCIAL SECURITY
NEEDS
SECURITY NEEDS
NEEDS
Fig: 3 Security (Or Safety) Needs
v)
a)
Economic security needs: A man want economics security that is an assurance about fulfillment
basis needs on a continuous or permanent basic. These need just an extension of basic needs:
b)
Physical security needs: These needs include protection against fire, accident (including
accidents terrorism and other types of physical dangers.
c)
Social security needs: These include a need for security in old age, state of illness or permanent
incapacity to work caused by some disablement.
iii)
Social (or affiliation) needs: Since man is social animal, needs become important for all those
who live in societies and work in the company of others. These needs include, need for love and
affection, a sense of belonging to the work group, acceptance by the work group etc.
iv)
Ego (or esteem) needs: Ego or esteem needs may be self-confidence, dependence while the latter
includes power over others; prestige or reputation enjoyed in the work-group, respect or
recognition on form of others etc.
Self-realization (or self-actualization) needs: Some persons have a desire to develop themselves to the
fullest extent by realizing or exploiting their potential or capacities maximally. In simple words these
needs reflect a desire to become what one is capable of becoming.
12
13
Fig.4: Malsow Hierarchy of Needs
2.
Herzberg two-factor theory Fredrick Herzberg’s two factors theory of motivation based on his research
conducted among two hundred (2009) accountants and Engineers of Pittsburgh area of USA who were
asked the following two questions.
i)
ii)
What is about your job that you like?
What is about your job that you disliked?
Accordingly he put the responses into two categories. Factors that prevent dissatisfaction known as
hygiene factors. Factors that have positive effect on job satisfaction known as motivation.
Hygiene Factors (Or Maintenance Factors Or Dissatisfies)
The first category of factors in Herzberg two factor theory are called hygiene factors. The presence of
these factors prevent dissatisfaction on an helps to maintenance factors), while the absence of these
factors leads to dissatisfaction also called dissatisfies.
Hertzberg mentions the following as Hygiene factors.
i)
ii)
iii)
iv)
v)
vi)
vii)
viii)
ix)
x)
Salary
Job Security
Working Conditions
Company Policy and Administration
Technical Supervision
Interpersonal Relationship with Peers
Interpersonal Relationship with Supervisors
Interpersonal Relationship with Subordinates
Status
Personal life
Motivational Factors or Satisfiers
The second category of factors in Hertzberg two factor theory are called motivators or satisfies. An
increase in these factors will have no effect on motivation.
13
14
The following factors are motivators
i.
ii.
iii.
iv.
v.
vi.
Achievement
Recognition
Responsibility
Advancement
Opportunity for growth
Work itself
Alderfer erg Theory:
Alderfer (1972) modified Maslow’s need hierarchy and collapses his five levels need to three levels of
needs. (ERG).
a)
b)
c)
Existence needs
Relatedness needs
Growth needs
Like Maslow, Alderfer suggest that individual’s progress through the hierarchy from existence needs to
relatedness needs, growth needs, as lower level needs are move continuum that hierarchical levels,
individuals may also progress down the hierarchy.
Mcclelland Achievement Motivation
Theory: Psychology David McClelland in 1961 made an extensive research on needs for achievement,
affiliation on and power (Jones and Georges (2003).
a)
The need for achievement: Is the extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence people with high need for
achievement of ten set clear goal for themselves and like to receive performance feedback.
b)
The need for affiliation: Is the extent to which an individual is concerned about establishing and
manufacturing good interpersonal relations being liked and having other people around them get
along with each other.
c)
The need for power: Is the extent to which an individual desires to control, or influence others.
Process theories: These are those theories, which attempt to identity the relationship among the
dynamic variables, which make up motivation. The theories and concerned more with new
behaviour is initiated, directed and sustained. The theories place emphasis on the actual process
of motivation: the theories are:
i.
ii.
iii.
Vroom expectancy theory
Equity theory
Porter and Lawler’s Performance Satisfaction Theory
Performance Satisfaction Theory
Ihejiamgizu (2009) define productivity as the amount of output production by each unit of input, where
outputs are measured by physical units. Productivity as a measure of overall efficiency effectiveness and
performance of the individual that productivity means quality of output, workmanship, adherence to
complaint customer satisfaction, absentee and turn over rates, absence disruption, trouble and other
14
15
evidence of difficulty. In organization as well as such qualitative measurement as units produced or
volume of sales. In any business enterprises, are that a worker has to sell is his productivity by his skill
which itself depends on his natural aptitude and on his training and education. It also efficiency with
which his work is organized. Anything which reduces the worker’s productivity is a direct attack on the
worker’s interest.
Factors Which Facilitate Productivity
Ihejiamazu (1996) in Ubeku (1983) identified the following factors in the Nigeria situation which can
promote productivity
i.
ii.
iii.
iv.
v.
vi.
A good infrastructure
Adequate Machinery
Available and Adequate materials
Intelligent use of capital
A good organizational structure providing for clear lines of communication, authority and
accountability via, a trained and knowledgeable management.
A committed and motivated staff.
Motivation as A Tool For Economic Performance And Productivity of Workers
The growth of any existing organization depends largely or how workers are prepared to work and
increase their productivity and performance when they are motivated. Motivation can occur in different
shapes and forms. It may include increase in salaries recognition, self-actualization, safety, discipline etc.
Abraham Maslow and Hertzberg contributions in motivation play a significant role in workers
performance and productivity. Most business firms are borrowing a leaf from the managerial scholars
Motivation
a tool for Economic
Performance
Thom-Otuya
& Okere depending on situation approach and the
ideas on asmotivation
although,
motivation can
work effectively
circumstance surrounding of firms motivating their workers is to enhance productivity and performance.
Though this measure, are organization can easily achieve its goal. If workers are working very well and
highly motivated, productivity will increase. When productivity improves, the resultant effect and profit,
Growth creation of employment and social responsibility program will be implemented. The nation’s
economy will equally grow.
Organization adhered strictly to condition of services that will motivate workers. They select policies and
procedure to motivating and controlling the behaviours of its members. Favourable behaviour can be
rewarded with high pay. Informal rewarding, fringe benefits. Undesirable behaviour can be restrained by
various forms of punishment such as reduced salaries, layoff, discharge and other disciplinary actions.
There can be no certainty that systems of rewarding and punishment are managed fairly. Most
organizations try to achieve fairness in reward and punishment decision, the fact that managerial work is
not easily measured makes fairness an elusive goal. A major approach to more effective motivation has
appeared in various forms of attention to job design and more restrained. Herzberg’s motivation concepts
greatly affected this movement by emphasizing the importance of the intensive motivations of work itself.
Workers performance and productivity can result form the number of hours given to do their work. It is
relevant to note that some essential factors managers put into consideration in relationship with
motivation include salaries of workers, the environment worker operate. The number of hours they
operate, safety of workers. The recognition of these factors help firm to create a favorable relationship
with the workers. Such relationship avoid industrial dispute which might result to strike. Organizations
fully aware of all these will ensure that the firm labour union and the management are in good
relationship.
Conclusion
15
16
The concept of motivation is very relevant in worker performance and productivity in any business
organization; corporate objectives can be derived or defeated if motivation of workers is ignored. The
emergence of labour union to address the problem of workers is very significant. Labour union ensure the
condition of service that will help worker improve on the performance and productivity is implemented.
Corporate bodies should be able to motivate their worker to enable them change their attitude towards
Motivation
a tool felling
for Economic
Thom-Otuya
& Okere
work andashave
of thePerformance
job satisfaction.
The survival
of companies today depends on how workers
are motivated. Undoubtedly corporate profit, growth survival etc. emanate from worker hard work when
motivated.
References
Gupta, R.N. (2006) Business Organization and Management Remigrations Deihi S. Chand and Company
Ltd.
Hertzell, Daniel (2006) Dictionary of Management: New Dcelhi Academic (India) Publishers.
Jones, G.R. and George J.M. (2003) Cotemporary Management. New York Mcgrail Hill. Third Edition.
Inyang, B.J. (2004) Organization Behaviour: (A Managerial Perspective) CalabarMaerb Publishers.
Ihejiamaizu, E.U. (1996) Administrative and Organization Theory: Calabar Ephriam Associate.
Bateman, T.S. and Snell S.A. (2000) Management Competition in the New Era: New York Mc -Grawhill
5th edition.
Robbins S.P. and counter M. (1996) Management. New Jersey: Prentice-Hall Inc. 5th Edition.
Sison, P.S. (1981) Personnel and Human Resources Management Manlla- Philippines Rex Bookstore.
Thom-Otuya, V.C. (2003) Personnel Management (Human Resource
Approach) Port Harcourt: Izreale Prints.
Thom-Otuya, V.C. (2005) Organizational Behaviour A practical approach, Port Harcourt: Nice Prints
International.
16