SALES FORCE MOTIVATION AS A GUIDE TOWARD ORGANIZATIONAL

PRODUCTIVITY

A CASE STUDY OF ANIMAL CARE SERVICE CONSULT NIGERIA LIMITED

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

People and different in the exportations they bring to their jobs and the satisfactory they

derive from them. The problem is that many jobs in both plants officers are poor motivators as

measured against any persons list of expectations and satisfactions.

The sales force or managers were offer a month’s pay in return of their service and very

little more, for a non materials rewards and satisfaction are in adequate. The idea of using money

as an inducement to sales-force to work hander is almost as old as money itself, before any

attempt can be made to design a suitable scheme of remuneration.

It is essential that the designer fully understand the factors that motivate sales force of

work well in other to achieve organization productivity level and efficiency. For example the

offer of monetary rewards is of little value if workers are not primarily attracted by financial

gains.

There may be sales more important considerations that stimulate them as a sales force.

Furthermore, it may be that different People different things, such motivation even being

conditional by changing circumstances in a dynamic situation.

Although, it has been found that generally, people prefer to work and work and act in

group, they prefer to work and act in group, they are never the less individual and this makes it

1
different to identify strict codes of behavior for human beings. One has only to inspect the many

theories advanced by the industrial psychologist to see the truth of this.

There is the read to pay attention to sales forces as part to human resources in an

organization so as to experience greater productivity and sales. Human beings need to be

motivated in order to extract better performance from them.

Despite facts that these could be other factors that may lead to growth and development

in may organization motivation however, plays major role in this respect. It 1s true that people

participate in an organized enterprises and in need in all kind of groups in order to achieve the

same goals that they cannot attain as individuals. If all those who may be considered as potential

contribution to an organizations are arranged in order of willingness or opposition or hatred.

The respondent of the person in a modern society always lie on the negative side With

reference any existing or potential organizations.

The starting observation contains more through than most of us are willing to admit. But

a moment reflections will show how true it is. All are need to do is to link of the various

Organizations that we belongs e.g. mosque, Churches, clubs, professional society or others and

ask ourselves how intensely we are willing to serve them than the fact of our membership

This means of course, that all those who are responsible for the management of any

organization must build into the entire system factors that will 1nclude people to contribute as

effectively and efficiently as possible.

A manager does this by building into every possible aspect of the organization climate

those things which will encourage workers and sales force to perform better.

1.2 STATEMENT OF THE PROBLEM

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 There has always been a contention among the employer that without proper and

adequate motivational policies, there 1s little or nothing a sales force can do in order to enhance

efficiency the question Sales force motivation is necessary, what shall constitute motivational

policies! Money, working environment, recognition e.t.c. if not, is it not possible for sales to be

efficient without necessarily knowing an organizational motivational policy! These are some of

the problems which the researchers propose to study and find research work.

1.3 Research Question

1. Does productivity affect the introduction of motivational schemes on organization

productivity

2. To what extent does financial reward result to greater efforts on organization

productivity

3. To what extent is increase pay result to extra effort on organization productivity

4. How does job satisfaction of personnel contribute to organization productivity

1.4 Objectives of the study

1. To examine how productivity as affecter the introduction of motivational schemes in

organization productivity

2. To find out the extent at which financial reward result to greater effort on organization

productivity

3. To examine how increase pay result to extra effort on organization productivity

4. To examine how job satisfaction of personnel contribute to organization productivity

1.5 STATEMENT OF THE HYPOTHESIS

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HYPOTHESIS: May be defined as a provisional or tentative proposal for the explanation of

phenomena that has some degree of empirical substantiation or probability.

HYPOTHESIS TO BE TESTED IN THIS STUDY ARE AS

FOLLOWS:

1. Ho: Productivity is not affected by the introduction of motivational schemes on

organization productivity.

Hi: Productivity is affected by the introduction of motivational schemes on organization

productivity

2. Ho: Financial rewards does not result to greater effort on organization productivity

Hi: Financial reward leads to greater effort (output) on organization productivity

3. Ho: Increase pay does not result into extra efforts on organization productivity.

H1: Increase pay result in extra effort on organization productivity

4. Ho: Job satisfaction do not contribute to increase effect on organization productivity

Hi: Job satisfactions do contribute to increased efforts on organization productivity.

1.6 SIGNIFICANCE OF THE STUDY

In view of the significance of sales force motivation n any Organization.

No organization which is desirous for rapid productivity and development can afford to

ignore it's sales force and managers motivation.

The impact of motivation on employees and the identification of the weakness and

possible area where incentive scheme could be more effective should be important in any

organizational programmers.

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 In this regards, the motivation of sales force and an improvement on the types or

incentive given to them are two important factors in increasing organizational productivity.

1.7 SCOPE OF THE STUDY

The study shall be conducted by studying the various means of motivating workers

especially the impact on analyses productivity and efficiency in selected parts of the

organization.

1.8 DEFINITION OF TERMS

MOTIVATION: As used in this research means anything positively done by the employer for

the employees to influence his action or encourage him to put more efforts.

EMPLOYER: Are people engaged in physical and mental activities for their primary aim.

PRODUCTIVITY: Could be define as the power of been productive This power to produce is a

function of the potential ability of the individual, his training and motivation.

EFFICIENCY: Means the action of the corporate demand fulfillments. A need could be

physiological, which includes safety, belongings, Esteem and self-actualization as in a Maslow's

Hierarchy of needs indicated.

EMPLOYEE PRODUCTIVE: Can be regarded as the rate at which goods or the people

engaged in physical or mental activities with economic rewards produces services.

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ORGANIZATION: As used in this research work means any form of human activity engaged n

commercial or individual activities providing goods and services to society with a view of

making profits.

MONEY - Is a piece of paper that is generally acceptable in exchange for good and service.

Money as used in this research work includes wages, Salaries, bonus payments, Fringe benefits

and incentives schemes.

INCENTIVES- Means a change in pay- it can also be describe as Anything extra in the sense

that it added to the act of part taking the need to share or par take physically or mentally in an

events. For instance the act of involving the works to take part in decision making.

1.9 HISTORICAL BACKGROUND OF ANIMAL CARE

Animal care service consult Nigeria Limited was incorporated in 1981 as a private

limited liability company. Dr. and Mrs. O.A Agbato established the company. At the inception,

Animal care services limited took off with an initial set of 5,000 layers of chicken, the product

from the farm were then sold at the farm gate price. This period, animal care service limited

ventured into the household consumptions. In 1988, the company successfully launched into

animal husbandry market, three new and indigenous livestock, drug, feeds and vaccines namely.

EXTRAL E.TF. IMMOCOXVACCINES, LYCINE, and COCIPROL

The company products are widely and extensively distributed throughout the nooks and crannies

of the country. Today, with each officer being in charge of each of region and territories.

Animal care service consult Nigeria Limited now presently has two subsidiaries.

1. Funtuna Farm Limited

2. Funtuna Agro Allied Limited.

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 The company staff strength is over three hundred, while its yearly turnover is estimated at

fifty to one hundred million Naira

THE ADMINISTRATIVE PROFILE OF ANIMAL CARE SERVICES CONSULT NIG.

LTD. IBADAN

GENERAL MANAGER

DEPUTY GENERAL MANAGER

Marketing Financial Production Personal

Manager Manager Manager Manager

Supervisor

Foreman

Workman

Source: Administrative File, Animal Care Services Consult Nig. Ltd, Ibadan (2007).

CHAPTER TWO
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 LITERATURE REVIEW

2.1 CONCEPTUAL FRAMWORK

Motivation is a propelling factor that affects individuals reasoning, action, way, strength and

eagerness of behaving towards work. (Mcshane and Von Glinow, 2003 and Petri and

Given,2004). Motivated employees are willing to devote time to certain level of commitment

for a particular objective in an organization. Certain actions which include not rewarding

exceptional employees, lack of unconventional promotions to workers that performed

excellently, communication gap between employees and management, inability of managers

to fulfill reward promises, no good accommodation, “and relegating many employees, in the

motivation process are significant enough to affect the levels of trust and commitment

necessary for employees to perform work requirements.

2.1.1 MEANING OF MOTIVATION

According to Koontz et al (1982), motivation is a hypothetical construct or notion

responding an internal state initiated by motives ,drives or desires which energize and direct

human behavior.

Mullins (1996) define motivation as a process of initiating conscious and purposeful

action. To motive would mean to initiate the process of supplying an incentive adequate to

induce deliberate and purposeful action.

Motivation would therefore be the process of influencing workers to give off their very

best to their organizations.

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 With the foregoing definition we can carve out a new but yet simple definition of

motivation. "motivation: 1s the driving force that stimulates the individual (a worker) into action

in order to attain organizational objectives. Some other scholars describe it as the willful or

volitional cat on the part of an individual

In order to enhance general understanding, there is the necessary o show the relationship

between needs and drives. Needs trigger off drives in order to accomplish goals. A need,

therefore, Simply means efficiency. Needs usually anse as a result of physiological or

psychological imbalance. Drives imply and consequently reduce a drive.

People spend a large part of their lives in the organization for which they work. They

build their life style, value system and central lite nterests to a large extent around their work.

Those unfortunate enough to be out of a job are thereby deprived society and their fellows.

Merely knowing a motive or motives however, is not sufficient enough for understanding

the individual, for the action that one takes to Satisfy moves are also affected by the context of

situation. The organization itself, it's climate and the managerial leadership styles that prevail

must also be observed to understand the behavior of members. Furthermore, motives can not be

seen or precisely described, they must be inferred from overt behavior. Therefore, manager must

be continued in their conclusions.

The concept of motivation itself is mainly psychological it relates to those operating

within individual that impact them to act or met to act in certain ways. Because such things as

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needs, drives and wants are multiple and infinite in numbers, individual are able to, if not

required to assign priorities to the needs they tends to satisfy. Employees with Similar patterns of

motive may thus behave differently depending on their beliefs, values and environment as well

as their individual needs.

In motivation terms, this means that everyone has different needs and that even when people

want the same thing, the intensity of that want will vary from one person to another, because it is

to them. Individual differences can produce extremely wide variety of bargaining possibilities.

More specifically, we are all different from one another on the ways we see and evaluate

what is going on. The difference is called perception and every one is guided by the way he or

she perceives what is happening to and around him or her.

Flippo and Munsiger (1970) are of the opinion that motivating human beings towards

organization goals is an extremely difficult task. Thus, in order to determine how to determine

how a person can be motivated, there comes the needs to have a good knowledge and

understanding of what human beings are Tugbiyole (1996) describe human being with different

character in this regard. To determine what the needs of individual are with the aim of trying to

motivate them

courses another gathered difficulty

2.1.2 Types of Motivation

There are two main types of motivation – Extrinsic and Intrinsic.

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Extrinsic motivation is when you use external factors to encourage your team to do what you

want. Pay raises, time off, bonus checks, and the threat of job loss are all extrinsic motivators –

some positive, some less so.

Intrinsic motivation is internal. It's about having a personal desire to overcome a challenge, to

produce high-quality work, or to interact with team members you like and trust. Intrinsically

motivated people get a great deal of satisfaction and enjoyment from what they do.

Every team member is different, and will likely have different motivators. So, it's important to

get to know your people, discover what motivates them, and find a good mixture of extrinsic and

intrinsic motivators, so that you can motivate them successfully.

2.1.3 Importance of Motivation

Motivation is important to an individual as:

1. Motivation will help him achieve his personal goals.

2. If an individual is motivated, he will have job satisfaction.

3. Motivation will help in self-development of individual.

4. An individual would always gain by working with a dynamic team.

 Motivation is important to a business as:

1. The more motivated the employees are, the more empowered the team is.

2. The more is the team work and individual employee contribution, more profitable and

successful is the business.

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 3. During period of amendments, there will be more adaptability and creativity.

4. Motivation will lead to an optimistic and challenging attitude at work place.

2.1.4 Functions of Motivation

The functions of motivation include the following;

I. Put human recourses into action

II. Increase level of efficiency of employee

III. Lead to achievement of organization goals

IV. Build friendly relationship

V. Lead to stability of workforce

2.1.5 Theory of Motivation

There are many competing theories which attempt to explain the nature of motivation.

These theories are all, at least particular true. It is important to add that these various theories are

not conclusive, they all have their critic and his particular true of the content theory of have their

critics and this is particularly true of the content theory of motivation. However, in spite or the

fact that some of these theories have been subject to alternative findings which purport to

contradict the original ideas, they still provide a basis for study and discussion, and for review of

the most effective motivational styles.

The usual approach to the study of motivation is through an understating of internal

cognitive process that 15, what people feel and how they think. With this understanding, a

manger can then predict the likely behavior of staff in particular situation with ease.

These different cognitive theories of motivation are usually divided into two contrasting

approaches namely,

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The process theories

The process theories, however, focus on the description and analysis of the process of

how behavior is energized, directed, Sustained and stopped. This is the same as saying that the

process theories place emphasis on needs and Incentive that cause behavior attempt is made to

identity the relationship among the dynamic variables which make up motivation. We shall

examine the Views and postulations of leading writer like,

a. Victor Vroom, With his expectancy model

b. Porter and Lawler, with their expectancy model

c. Skinner and Thorndike, with their positive and negative reinforcement theories

respectively

THE EXPECTANCY THEORIES

V.H. Vroom was the first person to propose an expectancy theory on motivation. He

suggests that a person's motivation towards an action at any time is determined by his/her

anticipated values of all. The outcomes of the action multiplied by the strength of the person's

expectancy that the outcome will yield that desired goal. This is same thing as saying that

motivation 15 a product of the anticipated worth to a person of an action and the perceived

probability that, that person's goals will be achieved. That is

Force =Valence x Expectancy

Where: Force is the strength of an individual preference for an outcome, and, Expectancy

is the probability that a particular action will lead to a desired outcome.

PORTER AND LAWLER EXPECTANCY THEORY

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 Porter and Lawler (1968) point out that effort expended (force) does not lead directly to

performances. They maintain that performance o any activity 1s dependent on individual

activities and traits, and person's role perceptions.

Value of Reward: People desire various outcomes (reward) which they hope to achieve from

work, similar to valence in vroom s model

Perceived Effort-reward Probability: This refers to a person's expectation that certain

outcomes (reward) are dependent upon a given amount of effort. This is similar to expectancy in

vroom's model

Effort: This is the amount of energy a person exerts on a given task The amount of energy is

dependent upon the interactions of the input variable of value of reward, and the perception of

the effort- reward relationship.

Ability to do a specified Task: Effort does not lead directly to performance, but 1S influenced

by individual characteristics. Such factors as intelligence, skills, knowledge, training and

personality affect the ability to perform a given task

Perception of the Task Required: This is the way in which individuals view their work and the

role they should adopt. This has a direct influence on the type of effort exerted.

Satisfaction: This is determined by both actual reward viewed and perceived level rewards from

the organization for a given standard of performance. If perceived equitable reward are greater

than actual reward received, the person experiences dissatisfaction.

2.1.6 TOOLS OF MOTIVATION

1. Financial Incentives:

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Money is an important motivator. Common uses of money as incentive are in the form of wages
and salaries, bonus, retirement benefits, medical reimbursement, etc. Management needs to
increase these financial incentives making wages and salaries competitive between various
organizations so as to attract and hold force.

Money plays a significant role in satisfying physiological and security/social needs. As money is
recognized as a basis of status, respect and power, it also helps satisfy the social needs of the
people. It is important to mention that once the physiological and security needs are satisfied,
money ceases to be motivator. Money then becomes, what Herzberg termed, hygiene and
maintenance factor.

The presence of hygiene factor, of course, prevents job dissatisfaction but do not provide ‘on the
job satisfaction’ to the employees in the organization. In such case, money cannot be considered
as motivator. Then, in order to motivate employees, according to Herzberg, it is necessary to
provide other incentives for the satisfaction of ego, status, and self-actualization needs.

However, these needs are experienced generally by employees working at higher levels in the
organizations. People in higher positions getting higher monetary rewards are not motivated by
increased monetary rewards. Yes, they may be motivated by money only when increase is large
enough to raise their standard of living and status in the society to which they belong to.

What follows from above discussion can be summed up as that money is not the only motivator
and also it is not always a motivator. In order to satisfy different kinds of human needs,
management needs to provide non-financial incentives such as job enlargement, participative
management, recognition, praise, etc. These also motivate employees at their works.

2. Non-Financial Incentive:

Man is a wanting animal. Once money satisfies his/her physiological and security needs, it
ceases to be a motivating force. Then, higher order needs for status and recognition and ego in
the society emerge.

The following non-financial incentives help management satisfy its employees’ these needs:

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1. Appreciation of Work Done:

Appreciation or praise for work done be it at home, at school/ university or at work place, serves
as an effective non-financial incentive. Appreciation satisfies one’s ego needs. However,
managers need to use this incentive with great degree of caution because praising an incompetent
employee may create resentment among competent employees.

2. Competition:

If there exists, a healthy competition among the employees both at individual and group levels, it
will prompt them to exert more to achieve their personnel or group goals. Thus, competition
serves as a non-financial incentive for employees to put in more efforts at their works.

3. Group Incentives:

Sometimes, group incentives act as more effective than individual incentives to motivate the
employees. Particularly, when the prestige or even existence of a group is at stake, the group
members work with a team spirit. This results in high morale and, in turn, increases in its
productivity.

4. Knowledge of the Results:

Knowledge of the results of work done leads to employee satisfaction. An employee derives
satisfaction when his/her boss appreciates the work he/she has done just as an MBA student gets
satisfaction when his/her Professor appreciates the seminar he/ she presented in the class.

5. Worker’s Participation in Management:

Inviting workers to participate in management gives worker’s a psychological satisfaction that

their voices are also heard. This imbibes a sense of importance among the workers.

6. Opportunity for Growth:

Man is not only a wanting animal but an ambitious creature also. People always need to grow in
their career. So, if the employees are provided proper opportunities for growth and career
advancement and chance to develop their personality, they feel much satisfied and become more
committed to the organizational goals.

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 2.1.7 MOTIVATION TECHNIQUES

1. Money: Economist and most managers have tended to place money high on the scales of

motivators, while behavioral scientist tend to place it low. Money can be in form of

wages, piece work (getting paid for unites produce at a certain quality level) or any of the

other incentives pay, bonuses, stock options, company paid insurance, of any of the other

things that may be given to people for performance.

2. Participation: One technique that enjoys strong support as a result of motivation theory

and research is the increased awareness and Use of participation. Only rarely are people

not motivated by being consulted on an action affecting them being "in on the act".

3. Quality of Working Life: On of the most interesting approaches to motivation is the

quality or working it programmed, which is a System approach, a job design and a

promoting development in the broad area of job enrichment, combined with a grounding

in the socio- Technical systems approach to management.

2.1.8 ORGANIZATION

Etzionic Amitai (l964) “define organization as a structure of relationship to get done it means

defining the tasks that be completed achieve company aims and then grouping the work into

logical areas and allocating authority and responsibility to carryout those tasks.

A second definition of organization refers to the organization’s “creature” if self e.g.

VAC, PZ, John Holt, Unilever, Animal Care Service Limited. An organization needs a hierarchy

of objectives employee objective, departmental objectives, divisional objectives and

17
companywide objectives. All these objectives when added together from the organizational goals

referred to as "hierarchy" of pyramid of g0als and objectives.

2.1.9 ORGANIZATIONAL PRODUCTIVITY

This is the processes that express a relationship input utilized and the output realized in a

factory. An employee driving a powered driven fork-lift can move materials at less Costs than

When he 1s driving a non- powered hand driven folk-lift.

Therefore, we experience high productivity in the first instance.

2.1.10 INTERRELATIONSHIP BETWEEN MOTIVATION AND ORGANISATION

PRODUCTIVITY

It has been studied many times and proven that with increased motivation you will increase

productivity. So my question is why are so many businesses taking away items that provide

motivation and can directly effect productivity? I have seen this done not only in the payroll

area of reducing peoples pay, requiring furloughs, and freezing salaries, but also in employee

appreciation. It is understandable that companies are looking for any way to cut costs but are

they truly calculating the true cost of making these cuts? "Motivation and productivity are twin

concepts in organizational development. First, motivation works as the means toward attaining

productivity as an end. Another point: Motivation is the best cause to reach productivity as a

favorable effect. Lastly, motivation is the stimulus to trigger productivity as a response.

THEORETICAL FRAMEWORK

The following sub-theories fall under the content theories of motivate,

a. Maslow's hierarchy of needs

b. Alderfer's modified hierarchy of needs

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 c. Herzbery s two-factors theory.

A. MASLOW'S HIERARCHY OF NEEDS:

Abraham Maslow (1908-1970) wrote on the need to study individual characteristics since each

individual brings his/her own interest, attitudes and needs to the work situation. These individual

desires, needs and attitudes must be given serious consideration in order to motivate him/her to

bring out the best in pursuance of achieving organizational goals and objectives.

In his theory of hierarchy of needs of 1943, Maslow propound a concept of needs based on

hierarchical model with basic needs at the theory has led to a considerable and revolutionary

influence on the development of management theory.

The starting point of mallows theory is that people are wanting beings, they always want more,

and what they want depends on what they always already have (Mullins, 1996) in other words

people are motivated by the desire to satisfy specific group of needs.

These needs are as follows.

MASLOW'S HIERARCHY OF NEEDS

SELF ACTUALIZATION

ESTEEM/EGO

LOVE/BELONGINGNESS

SAFETY/SECURITY

PHYSIOLOGICAL

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Physiological Needs: these are the basic need for sustaining human life such as food, water,

shelter, sleep, sensory pleasure, activity, maternal behavior, etc. Maslow looks the position that

until these needs is satisfied to the degree necessary to maintain life, other needs will not

motivate people. Management can cater for these needs basically through salaried and other

fringe benefit like catering services, housing facilities, education, transport facilities etc.

Safety/security needs: these the needs associated with freedom from physical danger or from

the fear of losing a job. Property, food or shelter. We can only remember to ask for these when

we are no longer thirsty, when we are no longer thirsty, when we have considerable had enough

food to eat or when we have dad a roof over our heads. Management could provide insurance

cover and retirement benefit scheme in order to motivate workers.

Love/belongingness needs: When a person's physiological and safety needs are relatively

satisfied, love or belongingness needs which constitute the next level, become an important

motivator of behavior, the individual wants to belong, associate, and gain acceptance from

associates, and to five and receive friendship and affection. Maslow asserts that should one be

deprived of these comforts, one would seek then as intensely for this creating a conductive

environment for social interactions, for example, by organizing end of year party for staff,

provisions, for example, by organizing end of year party for staff provision of recreational

Facilities, inter-departmental sport competition.

Esteem/Ego Needs: Maslow maintains that once people belong they tend to be help in esteem

both by themselves and by others. Self respect involves the desire for confidence and

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achievement. Esteem of others involve reputation of management could provide for this by

providing befitting office accommodation, glorious tittles flashy official cars, etc. for staff.

Self-Actualization Needs: Maslow regards this as the highest need in hid hierarchy. It is the

desire to become and accomplish, the development and realization of ones, full potential Self

actualization needs are not necessarily a creative urge and may tale any forms which very widely

from one individual to another. The need may be partially satisfied by management through the

provision of interesting and challenging jobs, facilities for training and carrier development, and

accelerated promotions, etc.

Criticisms of Maslow's Theory

Maslow's concept of a hierarchy of needs been subjected to a considerable research and

critics are as follow:

a. People do not necessarily satisfy their needs, especially higher- level needs, just through

the work situation. They satisfy them through other areas of their lives as well. It is

imperative therefore, that managers have a complete understanding of people's private

and social life, not just their behavior at work.

b. There is doubt about the time which elapses between the satisfaction of a lower-level

need and the emergence of a higher-level need.

c. Individuals are different and this implies that people place different values on the same

need. For example, some people prefer what they might see as the comparative safely of

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 working in a bureaucratic organization to a more highly paid and higher status position,

but with loss job security in a different organization.

d. Other researchers have shown that some rewards or outcomes at work satisfy more than

one need, for instance, higher salary or promotion can be applied to all levels of the

hierarchy.

e. The motivating factors for people within the same level have been found not to be the

same all the time. There are many different ways in which people may seek satisfaction

of, for example, their esteem needs.

B. ALDERFER's MODIFIED HIERARCHY OF NEEDS:

Alderfer (1992) propounded a modified hierarchy of needs theory. It 1s theory condense

Maslow's five-level hierarchy of needs into three level based on the core needs of existence

relatedness and growth.

Let us examine what each of the concepts connotes:

Existence Needs: Existence needs are concerned with sustaining human existence and survival

and cover physiological and safety needs of a material

Relatedness Needs: Relatedness needs are concerned with relationship to the social environment

and cover love or belonging, affiliation, and meaningful inter-personal relationships of a safety

or esteem nature

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Growth Needs: These are concerned with the development of potential, and cover self-esteem

and self-actualization.

RELATIONSHIP BETWEEN MASLOW'S AND ALDERFER 'S NEED THEORIES:

The figure depicts the relationship between Maslow's and Alderfer's hierarchy of needs.

Like Maslow, Alderfer suggests that individual progress through.

MASLOW’S HIERARCHY OF NEEDS ALDERFER’S HIERARCHY OF NEEDS

(ERG)

Physiological Safety Existence

Love Relatedness

Esteem

Self Actualization

The hieorarchy from existence needs, and to relatedness needs, and to growth needs, as the lower

level become satisfied. However, Alderfer Suggests that these needs are more a continuum than

hierarchical levels More than one need may be activated at the same time and individuals may

also progress down the hierarchy.

Differing from Maslow's the works of Alderfer suggest than lower-level needs do not

have to be satisfied before a higher-level need emerges as a motivating influence

C.HERZBERG'S TWO-FACTOR THEORY

Fredrick Herzbery's (1960) research purports to find a two-factor explanation of

motivation. There are certain factors that are external to the job content and these factors hen

present may not necessarily bring satisfaction o the worker. But the moment they are not present

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they bring dissatisfactions to the worker. Examples are, salary, promotion, working condition,

status, company procedures, policy and administration quantity of technical supervision, quantity

of Interpersonal quantity of technical supervision, quality of interpersonal relations, job security

etc. These factors do not motivate in the real Service of it, in the second group, Herzbery lists

certain "satisfiers and therefore, motivators all related to the job content. They are a set of

intrinsic job conditions which exist and operate within the job and they include, recognition,

challenging work, advancement and growth in the job. Their existence yields feelings of

satisfaction or no satisfaction (not dissatisfaction).

Herzbery call the first group of factors maintenance or hygiene factors. their presence

will not motivate in any organization yet they must be present, or dissatisfaction will arise. The

second group, he calls the job content factors are found to be the real motivators because they

have the potential of yielding a sense of satisfaction.

Essentially, it is instructive that managers give considerable attention to upgrading the

job content. We can summaries all the ideals of Herzberg by way of diagrammatic

representation.

HERZBERGS TWO-FACTOR THEORY OF MOTIVATION

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HYGIENE MAINTENANCE/ EXTRINSIC FACTORS

Salary

Job Security

Working Condition

Level and Quality of Supervision

Company Policy and Administration

International Relation

Promotion

Status

THE DISSATISFIERS

MOTIVATION AND JOB SATISFACTION

THE DISSATISFIERS

Sense of Achievement

Responsibility

Nature of the Work

Recognition

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 Personal Growth and Advancement

MOTIVATORS/GROWTH FACTORS

D. MC CLELLAND'S NEED THEORY

MC Clelland D.C (1962,1976 and 1988) identifies three basic types of monitoring needs in his

three works. He defines these as

a. Need for power (n-pwr)

b. Need for Affiliation (n-Aff) and

c. Need for Achievement (n-Actt)

All the three drives are of special relevance to management since all must be recognized to make

an organization work well. Again because any organized enterprise and every department of it

represents group of individual working together to achieve goals, the need for achievement is of

paramount importance.

The relative intensity of these needs varies between individuals and is also tends to vary

between different occupations.

Need for Power: People with high need for power have been found to have a great

concern for exercising influence and control. Consequently, such individuals generally want to

pursue leadership position. There are forceful, outspoken, hardheaded and demanding. It is also

clamed that they enjoy teaching and public speaking.

Need for Affiliation: People with high need for affiliation usually
26
derive pleasure from being loved and tend to avoid the pain of being acted by a social group

Such people always want to maintain on a pleasant Social relationship to enjoy a sense of

intimacy and understanding to be ready to console and help others in trouble, and to enjoy

friendly interactions with others

Need for Achievement: People with high need for achievement have intense desire 1oe

Success and an equally intense fear of failure. MC Clell and identifiers four characteristic of

people with stron achievement need. These are:

a. They prefer moderate task difficult and goals as an achievement intensive. This provides the

best opportunity of providing that they can do better. If the task is too difficult or too risky,

it would reduce chances of success and of gaining need satisfaction.

b. They have need for clear and unambiguous feedback on how will they are performing.

Acknowledge of result within a reasonable time is necessary for self-evaluation.

CHAPTER THREE

RESEARCH METHODOLOGY

1.0 INTRODUCTION

27
 This chapter discusses the operational principles and deals extensively with the method

used in carrying out this research.

Every research conducted has a scientifically frame work in research design. Its function

is to ensure that the required data are collected accurately and economically

The research design used n this project work 1s survey method, which involves asking

questions by sampling population through the use of “Questionnaire” the researcher personally

administered the questionnaire to the respondents and collect back the completed questionnaire

himself.

3.1 RESEARCH DESIGN

KINEAR T.C (1936) defined research design as the basic plan, which guides the data

collecting and analysis phase of the research work. It is a set of rules and procedure upon which

a research is based and against claims for knowledge and assumptions is evaluated for most

decision making. It is the framework, Which specifies the types of information to be collected,

the source of data and the data procedure.

3.2 POPULATTON OF THE STUDY

In most cases it may be practically impossible to cover the whole population. If it is large,

thus as sample size is determined to be 25 and since 100% return is rate 1is expected and no

further adjustment is required.

The population o the company in total aggregate is about personal, which necessitate the

researcher to use 100% of the total population as the population size for the research work. The

survey population is made up of the members and staff of Animal Care Service Consult Nigeria

Limited.

3.3 POPULATION SAMPLE

28
Sample is a specimen of the real, in this case, the total population. The determination of the

ample size took a serious Consideration of the extent to which sample can be fair representation

for the whole population.

The researcher decides to sample five departments namely, store Production,

administration, account and sales department as are of study due to their importance in the

organization.

Since, the researcher cannot administer questionnaire to everybody in the department

mention above, the researcher gives (5) questionnaire to each department making the total

number of twenty-five (25) questionnaire administered, hence the sample size is therefore to be

25 since 1o0% rectum rate is expected and no further adjustments required

3.4 METHOD OF DATA COLLECTION

In carrying out this research, the use of questionnaire is used in gathering information from the

workers of the organization.

According to Chismalls definition "A questionnaire is structure and non-structure to

collect an information. The questionnaire is arranged in such a way that the respondent can easily

understand the logic behind each questions. It is numbered for easy reference and editing. The

questionnaire is divided into section A in section A the bio-data of the respondents were short,

while section B contains mainly the questions that were expected to be used in data analysis and

findings any other available in the research work.

The questionnaire consists of the following types of questions:

29
Dichotomous Questions: In this question the respondents were required to select the answered

which applies to them by taking "YES OR NO”, that is any two answers are provided in each of

the dichotomous questions.

Multiple Choice QUESTION: under this section a number of possible answers are listed from

which the respondents are expected to pick one answer.

DISTRITRIBUTION AND COLLECTION OF QUESTIONNAIRE

The research of the questionnaires was alone, though, there is assistance from the

personnel manager who gave the permission to administer the questionnaire to be respondents.

This offers of the opportunity to make report with the correspondent and enlist their support.

A Simple random sampling methods is used in distributing the questionnaire to the

respondents, therefore, each and every member of the population is giving equal chance of

selected as a member of the sample

In all 25 questionnaires administered and were returned in useable form.

3.5 RESEARCH INSTRUMENT USED

In order to make the questionnaire uniform tor investigation purpose, he major instrument of data

collected used in the study is the QUESTIONNAIRE. Also personal interview\ with some

workers was employed in order to enable the researcher to reach more concrete conclusion.

Questioning as the name suggests is distinguished by the fact that collected by asking

question from formal lists of such question are called questionnaire. Therefore, the questionnaire

as a method of collecting data was chose because it will be able to cover wider distance and can

be sent to various employees

3.6 DATA ANALYSIS TECHNIQUE

30
 Defining reliability, Shaw and Wright agreed that: It is the degree at which a scale yield

scores when attitude is measured in a number of times. Analyzing the above definition or

reliability of a test is the consistency with which it yield the same result throughout a serious of

measurement.

Again, Shaw and Wright identified various methods of measuring reliability of attitude

scale, which are in general use as:

1. Test-rested-method

2. Equivalent or alternative method

3. Odd even method

The researcher decides to make use of test rested method in the administration of the test

to a group twice within a reasonable length of time.

In order to determine the reliability of the data collected five more questionnaire of the

data collected, five questionnaire were served to five identified respondents who had previously

been given similar questionnaire two weeks after the collection of first batch.

The researcher called the first group of questionnaire distributed (“GROUP X") while the

second group (that is the re-test questionnaire) are called ("GROUP Y").

The result showed a high degree of similarity between the first information (X) supplied

by the respondents are highly based on the availability of data at his disposal.

3.7 VALIDITY AND RELIABILITY OF THE RESEARCH INSTRUMENT USED

The validity and reliability of data is the degree to which it measured what is intended to

measure. However, it is concerned with consistent or systematic error rather than variable error.

31
Therefore, in simple language of "Harpet Bagel et al” validity measures what is Claims to

measure.

The researchers went to the workers and ask some of them whether the information

sought from the respondent are considered relevant to the objectives of the research.

32
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 INTRODUCTION

This chapter deals with the analysis and presentation of data collected during the field

survey.

There is greater need to analyze the data collected since all the data collected use in this

research study were collected through the use of questionnaires. It should also be noted that the

data does not has any appreciable value, until it is analyzed and then becomes meaningful to the

users.

Twenty-five questionnaires were administered to the staff of animal care services

consults Nigeria limited, and all the questionnaires were collected back and were filled. These

present 100% response rates through fifteen questionnaires were draw up to formulate the force

motivation which serves as à guild towards greater productivity and efficiency in an

organization. The response were then grouped according to the answer given to each question by

the respondents.

The completed questionnaires were manually processed and the data reported were in

tables, which show the responses to the questionnaire in percentage (%).

In as much as all the data used for the research study were collected through the use of

questionnaire, there is the need for analyzing these data. This will help in giving clear and

concise information about the data, so that the reader would not find it difficult to understand the

result arrived at.

33
 For clarity and simplicity, the analysis of the data in respect of a particular question is

immediately followed by the presentation of findings. When consideration is given to the fact

that conclusion and recommendations concerning the researcher are derived from data

presentation and analysis.

1.2 ANALYSIS OF THE RESPONSES GIVEN BY THE STAFF OF ANIMAL CARE

SERVICES CONSULT NIGERIA LIMITED

TABLE 4.1 Sex of the Respondents

Alternative Respondents Percentage (%)

Male 15 60

Female 10 40

Total 25 100

Source: From Field Survey, 2007

It was observed from the above table that 15 of the respondents representing 60% were

male, while 10 of the respondents representing 40% were female. This means that males are

more than female in this organization.

TABLE 4.2 Age of the Respondents

Alternative Respondents Percentage (%)

20-30 years 5 20

31-40 years 10 40

34
41-50 years 3 12

51 years and above 7 28

Total 25 100

Source: From Field Survey, 2007

It is observed from the table that 5 of the respondents representing 20% are between the

age range of 20-30 years, while 10, 3 and 7 of the respondents representing 40%, 12% and 28%

were between the age of 31-40 years, 41-50 years and 51 and above. This implies that the range

between 31-40 years is more than any other age range in this organization.

TABLE 4.3 MARITAL STATUS

Alternative Respondents Percentage (%)

Single 15 60

Married 8 32

Divorced 2 8

Total 25 100

Source: From Field Survey, 2007

The above table tell us that 15 of the respondents representing 60% are single, 8 of the

respondents representing 32% are married, while 2 of the total respondents representing 8% are

divorced. The implication of this was that there are more single persons than married and

divorced persons in this organization.

TABLE 4.5 Educational Qualifications

Alternative Respondents Percentage (%)

35
Primary Education - -

Secondary Education 5 20

NCE/OND 8 32

HND/BSC 12 48

Total 25 100

Source: From Field Survey, 2007.

Table 5 above revealed that 12 of the respondents representing 48% hold HND/BSC

degree while 5 and 8 of the respondents representing 20% and 32% hold secondary certificate

and NCE/OND equivalent. This tells us that there are more graduate than NCE/OND and

secondary school certificate in this organization.

TABLE 4.6 How long have you been engaged in this company

Alternative Respondents Percentage (%)

5-10 years 15 60

11-15 years 6 24

16 years and above 4 16

Total 25 100

Source: From Field Survey, 2007.

The above table make us believe that 15 of the respondents representing 60% are in the

company between 5-10years, while 6 and 4 of the respondents representing 24% and 16%

engage in the company between 11-15 years and 16 years and above.

Table 4.10 Will You Agree That Productivity Is Affected By The Introduction Of Motivated

Alternative Respondents Percentage (%)

36
Yes 20 80

No 5 20

TOTAL 25 100

Source: From Field Survey, 2007.

It was observed from the above table that 20 of the respondent representing 80% agree that their

productivity is affected by the introduction of motivational scheme employed, while 5 of the

respondent representing 20% did not. This mean that there are more respondent who agree that

their those who do not agrees in the organizations.

TABLE 4.11 WHAT IS THE INCENTIVES THAT YOUR COMPANY CAN OFFER YOU?

FINANCIAL REWARD, JOB SECURITY?

Alternative Respondents Percentage (%)

Yes 25 100

No - -

TOTAL 25 100

SOURCE: FROM FIELD SURVEY, 2007.

It was believed from the above table that all the 25 of the respondent representing 100%

of the respondents agree on Yes. That is this means that financial Reward, job security are best

incentives their company can offered them.

table 4.12 do you agree that financial rewards lead to greater effort

Alternative Respondents Percentage (%)

Yes 19 76

No 6 24

TOTAL 25 100

37
SOURCE: FROM FIELD SURVEY, 2007.

The table above revealed that 19 of the respondent representing 76% said Yes financial

reward to greater effort effort, while 6 of the respondents representing 24% said No. This means

that there are more respondent who agree than who did not agree that financial reward leads to

greater effort in an organization.

TABLE 4.13 DOES MOTIVATED HAVE EFFECT ON SALES EXPANSION OF YOUR

PROFIT.

Alternative Respondents Percentage (%)

Yes 20 80

No 5 20

TOTAL 25 100

SOURCE: FROM FIELD SURVEY, 2007.

The table above make us to understand that 20 of the respondent representing 80% agree

on Yes, that motivated increase sales expansion, while 5 of the respondent representing 20%

said No, that is motivation does not affect sales expansion. This means that there are more

respondent who are motivated increase sales expansion than those do not agree.

Table 4.14 Does Your Financial Reward Stands Comparable With That Of Another

Organization

Alternative Respondents Percentage (%)

Yes 18 72

No 7 28

TOTAL 25 100

SOURCE: FROM FIELD SURVEY, 2007.

38
 Table 14 above observed that 18 of the respondent representing 72% agree on Yes, That

their f finance reward stands comparably to another organization, while 7 of the respondent

representing 28% does not agree. This implies that more respondent agree that their financial

reward stands comparably with other organization than those who do not agree

TABLE 4.12 DID YOUR STANDARD OF JOB CONDITION IMPOVED?

Alternative Respondents Percentage (%)

Yes 25 100

No - -

TOTAL 25 100

SOURCE: FROM FIELD SURVEY, 2007.

It was beloved from the above table that all 25 respondent representing 100% agree that

there standard of job condition have improved. This means that proper channel of motivation of

personnel increase and boost their standard at every point in time.

4.3 TEST OF HYPOTHESIS

Hypothesis are the ideals, beliefs or assumptions put forward for the purpose of helping

and guiding one in arriving at reasonable condition.

These assumptions are believed to be true and correct originally. However, the result of

the research may proof other wise thus the need to test and check and check if the hypothesis is

generally referred to ad RESEARCH.

WORKING HYPOTHESIS

The test of the three hypothesis put forward in this research are approached by percentage (%)

and number of respondents that answers in a favour of other of there questions.

39
 BELOW ARE THE HYPOTHESIS TO BE TESTED

i) Ho: Production is not affected by the introduction of motivated scheme.

Hi: Production is affected by the introduction of motivated schemes.

ii) Ho: Financial reward does not result in greater effort

Hi: Financial reward do result in greater effort.

iii) Ho: Increase pay do not result in extra ( out-put).

Hi: Increase pay do result in extra ( out-put).

iv) Ho: Job satisfied does not contribute to increase effort

Hi: Job satisfaction contribute to increase efforts.

However, having used simple summary tables to analysis the response the square method will

also used to test the hypothesis

TESTING THE HPOTHESIS 1

Response 0 E O-E (O-E)2 E

(O-E)2

Agree 5 6.25 -1.25 1.26 0.25

strongly Agree 18 6.25 11.75 138.08 22.09

Disagree 2 6.25 -4.25 18.06 2.89

Strongly - 6.25 -6.25 39.06 6.25

Disagree

Total 25 31.48

E = Expected value

40
 F = Degree of freedom

Significant level at 95%

E= N = 25= 6.25

n 4

X2 calculate = 31. 48

F = n-1, 4-1 =3

X2 table = 7.82

X2 calculated > X2 table, there we reject null hypothesis an then accept alternative hypothesis. In

this case, productivity is not affected by thr introduction of motivation schemes

TESTING THE HPOTHESIS 2

Response 0 E O-E (O-E)2 E

(O-E)2

Agree 16 6.25 9.75 95.06 15.21

financial reward 5 6.25 -1.25 1.56 0.25

job security 4 6.25 -1.25 5.06 0.81

other - 6.25 -6.25 39.06 6.25

Total 25 22.52

E= N = 25= 6.25

n 4

F = n-1, 4-1=3 significant level at 95%

41
X2 calculate = 22. 52

X2 table = 7.82

X2 calculated > table, therefore we reject null hypothesis and then accept alternative hypothesis.

Therefore, financial rewards leads tto greater efforts.

TESTING THE HPOTHESIS 3

Response 0 E O-E (O-E)2 E

(O-E)2

Agree 17 6.25 19.75 11.56 18.49

strongly Agree 5 6.25 -1.56 -1.56 0.25

Disagree - 6.25 -6.25 39.06 6.25

Strongly 3 6.25 -3.25 10.56 1.69

Disagree

Total 25 26.68

E= N = 25= 6.25

n 4

F = n-1, 4-1=3 significant level at 95%

X2 calculate = 26. 68

X2 table = 7.82

X2 calculated.> X2 table, we therefore reject null hypothesis and accept alternatives hypothesis.

42
TESTING THE HPOTHESIS 4

Response 0 E O-E (O-E)2 E

(O-E)2

Agree 14 6.25 -7.75 60.06 9.61

strongly Agree 5 6.25 1.25 1.06 0.25

Disagree 4 6.25 -2.25 5.06 0.81

Strongly 2 6.25 -6.25 18.06 2.89

Disagree

Total 25 13.56

E= N = 25= 6.25

n 4

F = n-1, 4-1=3 significant level at 95%

X2 calculate = 13.06

X2 table = 7.82

X2 calculated.<X2 calculated, we reject null hypothesis and accept alternatives hypothesis.

therefore, job satisfied does contributed to greater effort.

43
 CHAPTER FIVE

SUMARY OF THE MAJOR FINDINGS, CONCLUSION AND

RECOMMENDATIONS FOR THE STUDY

5.1 SUMMARY OF 1THE MAJOR FINDINGS

The success or failure of any organization depends mostly on the effective productivity of

their workers. Therefore, motivation of sales force becomes highly necessary and important in

any organizations however, in order to prevent any deviation from the task head, four hypotheses

were tested, checked and accepted. More so, the summary of the major findings include the

following;

The data interpretation shows that majority of sales force agreed with the introduction of

motivation scheme. They believe that this will have a great impact on their productivity and

effectiveness of the organization.

Another important area is that, most of these sales force preferred financial reward to

other incentives or it is shown in the table. That is percentage of respondents that accepts

financial reward to incentives as motivational scheme is minimal to non-respondents

Furthermore, majornty0 sales force are n support that job satisfaction also contributes to

increased efforts They believe that if the condition is satisfactory, the sales force will feel

comfortable to work effectively to the satisfaction of the organization and as a result, it’s aim and

objectives will be attained.

44
5.2 CONCLUSION OF THE STUDY

From the result or the data collected and analyzed, the following conclusion can be

drawn. Among the motivating factors, financial rewards stand out as the most effective for

employee in the organization

Dissatisfaction of payment occurs when there is inequality in sales force Compensator

plan. That is, when the employees of the same qualification are not compensated equally,

dissatisfaction will occur.

Also, monetary reward is desire for economics purpose most especially during this

economic depression in Nigeria.

Finally, the result shows that there is clear short-term and direct link between motivation

and extra efforts

5.3 LIMTATION OF THE STUDY

This study shall be concluded by studying the various means of motivating workers,

especially the impact of motivation on employee’s production and efficiency in selected part of

the organization. The study will be limited to the sales force of Animal Care Services Consult

Nigeria limited

V.4 RECOMMENDATION FOR THE STUDY

After a thorough examination of Animal Care Services Consult Nigeria Limited, while

carrying out this research study, it seems it necessary to give recommendations based on the

finding of the research work.

Efforts should be made to see that each sales force is given better pay in relation to the

job he or she performs in the organization. And the payment should be compared with that of

45
similar organization to see of the salary paid commensurate, because this will help to reduce

sales force dissatisfaction.

An organization needs to consider the interest of the individual sales force and should

endeavour to fulfill the interest, so that sales forces would have a sense of belonging and could

willing to give his or her best co-operation to the organizational objectives

Also, the organization needs to improve standard of job conditions so that sales force will be able

to feel comfortable with their job and the result yield best result. Similarly, organization should

do which they hope will bring these drives and desires and induce the subordinate to act in the

desired manner.

46
 APPENDIX

Department of Business Administration

School Of Bus. And Management Studies,

Federal Polytechnic Offa

Kwara State.

30th December, 2020

Dear Sir

RESEARCH QUESTIONAIRE

I am a student of the above school and department, 1 am currently

undergoing Higher National Diploma Programme.

I am in research on the topic "Sales force motivation as a guide toward organizational

productivity”. Being partial fulfillment of the requirement for the award of higher National

Diploma in Business Administration and Management And 1 have chosen your company

"Animal Care Services Consult Nigeria Limited Ibadan" As a cases study.

It would be appreciated if you would sincerely provide answers the questionnaire as

honestly as possible. The information supplied will be treated confidentially.

Yours faithfully,

Hassan Sodiq Abayomi

BA/HND/F18/5084.

47
 QUESTIONNAIRE

The questionnaire attempt to know if motivational policy have any impact on staff of

Animal care Services consult Nigeria limited.

Instruction: Trick () your device for answer in appropriate space or given necessary

information.

SECTION A (PERSONAL INFORMATION)

1) Sex M ale ( ) Female ( )

2) Age 20-30 ( )

31-40 ( )

41-50 ( )

51 And above ( )

Marital Status

Single ( )

Married ( )

Divorce ( )

Nature of the job

48
Self Employed ( )

Salary Earner ( )

Apprentice ( )

Educational Qualification

Primary Education

Secondary School Education ( )

NECOND ( )

HIND BSC and above ( )

How long have engage in the organization

5-10 years ( )

11-15 years ( )

49
16 years above ( )

SECTION B

7) Are you satisfied with your current job?

Yes ( )

No ( )

8) If you are offered the same job in another company of similar size with higher salary, will

you take the offer?

Yes ( )

No ( )

9) Is your present salary commensurate with the work you do?

a. Yes (

b. No
50
10). Will you agree that productivity is affected by the introduction

motivation schemes?

a. Yes ( )

b. No ( )

1) What is the best incentive that your company can offer you?

Financial

BIBLIOGRAPHY

Adam O M (1999) Managerial Skill Theoretical Approached

51
 Offa, Kwara State, Nigeria

Bambe R.A (2001): Personnel Management, Ilorin, Kwara State

Beredebt Edet (1999) Theory of Personnel Management, Ibadan,

oyo State, Nigeria.

Ebeloku A.I (2004) Industrial Relations in Nigeria Ilorin SMS

Publishing Company

Guest R. H (1957): Job Enlargement, a Revolution on Job Design and

personal Administration Megrow Hill Now York.

John Child (1984). A Guide to Problem and Practice of Management Inc. USA

MC. CLELLAND: (1985) Hunan Motivation Cambridge, University

Press

Micheal Amshonony t1976) Handbook on Personnel Management

Third Edition, New York Random House Inc.

Pitman Publishing: Management and Organization Behavior, London.

Taylor F.w. (1911) Principle of Scientific management USA

Hoognton. Mifflin Company.

52