THE EFFECT OF MOTIVATION ON RMPLOYEE PRODUCTIVITY (A CASE STUDY OF DIAMOND BANK PLC)

CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY

Although psychologists have a general consensus that human beings possess a wide range of needs, there remains significant disagreement regarding the specific nature of these needs and their prioritisation (Van Rooyen, J. 2006). One of the principal challenges within organisations is discovering how to motivate individuals to carry out their roles effectively. Motivation, in this context, involves meeting the needs of employees because the degree to which an organisation fulfils these needs directly impacts the job satisfaction and motivation levels of its workforce.

Satisfaction derived from a job can either positively or negatively affect a person’s willingness to work. As Wilkinson et al. (2007) assert, individuals are influenced by a combination of their self-perceptions and the expectations placed on them by others. Employees come into the workplace with different expectations, and they encounter colleagues who also have expectations about their performance. When these mutual expectations are positive, they act as motivational drivers. Hence, it is important to create a balance between the organisation’s goals and the aspirations of individuals (Sulcas, P. 2007). Doing so ensures that employees are motivated, and the organisation can efficiently achieve its stated objectives.

The second contributing factor to employee motivation lies in the individual’s self-image, experiences, and personality traits. These must be positively stimulated to encourage proactive behaviour. This can be accomplished through a structured reward system, which acts as reinforcement aimed at guiding and improving employee behaviour. Those in managerial positions frequently utilise positive reinforcement to shape and encourage desirable employee behaviour. Positive reinforcement enhances behaviours that lead to favourable outcomes, promoting their recurrence (Adonisi, M. 2005).

For this reason, it is crucial that management invests in understanding the characteristics and needs of employees in order to harness motivation as a strategic tool for improving performance. This study seeks to explore how employee motivation can influence organisational productivity, focusing specifically on Diamond Bank Plc.

1.2 STATEMENT OF THE PROBLEM

Organisations are created to offer services or products. To accomplish this, they hire employees who are expected to work toward achieving these organisational goals. However, employees cannot be expected to give their best unless they are adequately motivated. The issue of what motivates people to work has long been a subject of debate.

Some argue that external incentives such as money, praise, supervision quality, and policies drive motivation. Others believe that internal factors like job satisfaction, opportunities for growth, and recognition are more effective in motivating employees. This research aims to investigate the real motivators of employee performance, using Diamond Bank Plc as the case study.

1.3 RESEARCH QUESTIONS

In line with the problems stated above, the following research questions are formulated:

1. What specific elements inspire employees to be productive within an organisation?
2. What motivational techniques are available to enhance employee performance?
3. Does motivation significantly impact the productivity of employees?
4. What challenges obstruct the motivation of employees?
5. How can these challenges be resolved to foster higher productivity in the workplace?

1.4 OBJECTIVES OF THE STUDY

This research is designed to achieve the following:

1. Examine the factors that drive employee performance in an organisation.
2. Investigate various strategies employed in motivating employees.
3. Determine the influence of motivation on productivity.
4. Identify barriers to effective employee motivation.
5. Offer recommendations to overcome these barriers.
6. Broaden the understanding of motivational practices within organisational behaviour.

1.5 RESEARCH HYPOTHESES

The hypotheses tested in this study include:

1. Ho: The quality of supervision will not motivate workers’ productivity.
   H1: The quality of supervision will motivate workers’ productivity.
2. Ho: A worker’s perception of organisational reality does not impact their productivity.
   H1: A worker’s perception of organisational reality significantly affects their productivity.
3. Ho: An employee’s opinion of performance appraisal policies does not influence productivity.
   H1: An employee’s opinion of performance appraisal policies influences productivity.
4. Ho: Employee satisfaction with fringe benefits does not affect productivity.
   H1: Employee satisfaction with fringe benefits enhances productivity.

1.6 SIGNIFICANCE OF THE STUDY

This study offers essential insights to the management of organisations, particularly Diamond Bank Plc, by highlighting effective strategies for motivating employees to enhance performance. It contributes to the ongoing discourse on employee motivation and serves as a valuable reference for further studies in the field. Moreover, it increases awareness of the impact on organisational success and supports improved management of human resources.

1.7 SCOPE OF THE STUDY

This study concentrates on the relationship between employee motivation and organisational productivity. It explores various motivational theories and techniques and assesses their effectiveness over ten years, using Diamond Bank Plc as the focal organisation.

1.8 LIMITATIONS OF THE STUDY

The study is confined to examining motivational factors affecting employee productivity. It does not consider other variables outside the stated scope. Additionally, the research focuses solely on the banking sector and excludes other sectors of the Nigerian economy. Challenges such as limited time, financial constraints, and restricted access to broader data also impacted the study.

1.9 ORGANISATION OF THE STUDY

This research is structured into five chapters. Chapter One provides the introduction and outlines the research problem. Chapter Two reviews existing literature. Chapter Three details the methodology employed. Chapter Four presents data analysis, while Chapter Five offers conclusions and recommendations.

1.10 OPERATIONAL DEFINITION OF TERMS

Productivity: The relationship between the quantity of input and the resulting output within an identified process.
Employees: Individuals working within an organisation to help realise its goals. In this context, it refers to Diamond Bank Plc staff.
Motivation: A decision-making process whereby an individual selects preferred outcomes and initiates actions to achieve them.
Adequate Motivation: Factors, either physical or psychological, that influence employee input and determine their productivity.
Intimacy: A sense of closeness and interpersonal warmth among employees, fostering teamwork.
Consideration: The empathetic and understanding approach demonstrated by managers and colleagues in handling staff issues.
Morale: The emotional and mental enthusiasm that employees bring to their work.

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