CHAPTER ONE

1.1 Background of the study

The management of people at work is an integral part of the management
process to understand the critical importance of people in the organization is to
recognize that human element and the organization are synonymous. As well
managed organization usually seems an average workers at the root source of
quality and productivity gain such organization do not look to capital investment,
but to employee, as the fundamental of source of improvement.
An effective organization will make sure that there is a spirit of cooperative
and sense of commitment and satisfaction within, the sphere of its influence. In
order to make employees satisfied and committed to the job in academic and
research libraries, there is need for strong and effective appraisal at the various
level development and section of the library. Appraisal is a basic psychological
conceded that competitive problems appear to be largely appraisalal in nature.
Bello, Ostinebo and Ojeifo (2007) describe Appraisal as that energizing
force that induces or compel and maintain behaviour. Helopota (2005) define as a
appraisal as a price person active participation and commitment to achieve the
prescribed result. To Olajide (2007) It is goal – directed, and therefore cannot be
outside the goals of any organization whether public or private or non profit.
Appraisal performance is very important and necessary in all aspect of life for any
type of endeavour that are ventures into tries to motivate one’s activities appraisal
is a factor that encourages a person to perform and succeed at the task at hand. It
can be in the form of presented incentive or personal fear of facture. Any form of
appraisal thus generally leads a person to better recall. In an experiment done by
Roebers, moga and Sctineider (2001) participant were placed in forces report, free
report, plus incentive group. In each group, they found that the amount of correct
information recalled did not differ, yet in the group accuracy result. This means
1
that presenting participant with an encouragement to provide correct information
appraisal them to more precise. However, this is only true if the perception is that
success is providing correct information, when it is believed that success is the
completion, the number of responses is higher, yet its other incentive which can
also serves as motivators.
Specific employee attitudes relating to job satisfaction and organization
commitment are of major interest to the field of organization behaviour and the
practice of human resources management attitude has direct impact on job
satisfaction. Cole (2007), appraisal is process in which people chose between
alternative forms of behaviour in order to achieve personal goals.
Luthan (2005) opines that appraisal is derived from the latin word movere
which man to move. Simple speaking, it is goal directed behaviour. It start with
deficiency (needs) which activate behaviour (Drives) aimed at a goal or goals (that
which can alleviate the deficiency). Definition of appraisal abound. One thing
these definitions have in common is the inclusion of words; such as desire, want;
wishes, aims goals needs and incentives.
Performance appraisal has been defined as the process of evaluating the
performance and qualifications of the employees in terms of the requirements of
the job for which they are performance and qualifications of the employees in
terms of the requirements of the job for which they are employed, for the purpose
of administration including placement. Selection and other action, which require
preferential treatment among members of a group as distinguished from actions in
respect of their current performance as well as their potential for future
development.
An organization is made up of both human and material resources. The
human resources are in position of manipulating the material resources to achieve
organization goals and objectives. As it is said in the progression of law that “nemo
2
that quote non habitant i.e what you don’t have you cant give”. If an organization
deem to fit achieve its set objectives, training and development must be taken
seriously. The work environment volatile as things as fast changing in the present
day word. Technology is fast growing and changing. secretaries in offices who are
trained with manual typewriters must try to acquaint themselves with the use of
computer because typewriter cannot stand the test of time. Business managers must
be internet saving in other to fast tract business transactions, the top desk officers
(customer care center) needs update on how to relate with customers (customer
relation), marketing manager must be updated on how best to appeal to minds of
customers through advertisement, through the use of modern gadget and
instruments, as the security agent should also know the use of gadget and
electronic appliances to tackle the present day security threat which cannot be
handled by physical (man), police and all these and many more attempt to the fact
that training and development play a significant role in the success of an
organization.
1.2 Statement of the Problem
Since appraisal or evaluate is necessary for assessment it is assumed that the
private sector companies must be evaluating their employees.
A critical look at most organization revealed that is most despised and
avoided of all management tasks is that of motivating. In most organization,
performances appraisal is an animal ritual in which manager evaluate the
subordinate performance and the evaluation is used to determine how must of
merit increase the subordinate will receive. The manager is concerned that
subsequent interaction de- motivating and that subsequent interaction with the
subordinate will be difficult. All organization carryout some form of appraisal.
Those without formal schemes carryout informal ad hoc evaluation of their
employees’ performances. Every time there is a promotion or a need to redeploy
3
some one managers have to make judgment about how well people have
performed.

1.3 Objective of the Study

Objective of this research work are as follow:
1. To identify the roles of appraisal and performance in Oyo State Civil service
Commission.
2. To examine the method employee in the organization.
3. To assess the impact of appraisal on employee productivity.
4. To examine the roles of appraisal on Organizational goal achievement.

1.4 Research Hypothesis

For the effectiveness of this study, the following hypotheses were
formulated;
H1: That appraisal brings about the attention to performance appraisal of the
employees.
H0: That appraisal can not bring about the attention to performance appraisal of
the employees.
H1: That appraisal can increase the productivity of the organization.
H0: That appraisal can not bring changes to the production of an organization.
H1: That the manager understands human behaviour with a view boost of
productivity
H0: There is positive impact of appraisal among employee performance within
the Nigeria private sector.
H0: There is a negative impact of appraisal employee perform within the Nigeria
private sector.

4
 H1: There is positive relationship of appraisal and performance among private
sector.
H0: There is negative relationship of appraisal and performance among private
sector.

1.5 Significance of the Study

The purpose of the researcher study is important because the findings,
recording and recommendation will add more knowledge to the impact of appraisal
and what it entails in any organization.
It wills eye- opened organization management who are lacking behind in the
area of product level to appreciate the benefit and usefulness of appraisal. The
study also include assisting the human resources manager with necessary tools to
maintain a set of committed loyal and faithful employees who are willing and
ready to perform their task to the best of their ability.
Practically the study will help to solve the problem of inefficiency which the
organization has been facing. It will also provide solving to a member of
unanswered question on appraisal and factor that will enhance productivity and
theoretically add to existing knowledge on the study.
1.5 Scope of the Study
In carry out this research, one form is selection for the study Oyo State Civil
Service Commission. The appraisal is a component of human behaviour which can
be achieve through factors recognized by various management theories. This
project shall research the impact of appraisal how it’s apply, reaction of employees
and it’s outcome on the Oyo State Civil Commission.
1.7 Definition of Terms

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Performances: - This refers to the execution of action and fulfillment the
productivity and the organizational maintenance of goals or status quo, the extent
to which the workers role contribute to the achievement to organization goals.
Attitude: - This is individual responses involved by particular stimuli tend to fall
into relatively stable and consistent patterns, which may conveniently be described
as attitude.
Subordinate: - This refers to an employee who is lower in rank or position to an
superior is an organization.
Private Enterprises:- These are business unit that are owned and managed by
private individuals.
These forms of business cannot said to belong to private sector.
Appraisal:- This refers to the way argues, aspiration Drives and needs of human
being direct or control or explain their behaviour. It may keenness for a particular
pattern of behaviour.
Employee:- A set of worker working in an organization.
Work:- This is a complex socio- economic role, which is a set of behaviour skill
and attitude which society expect of a person in that role.
1.8 Historical Background of the Organization
The present Civil Service Commission of Oyo State came into existence as a
provided for in the Constitution and an offshoot of the then Public Service
Commission Law 26 of the Western States of 1963 which was created under the
Establishment of Public Service Commission Act 62 (1), in Chapter VI of Western
Region of Nigeria, under the Fourth Schedule of Section 2 of the Constitution of
the Sovereign Nation of Nigeria, 1960.
The provision establishing the Civil Service Commission mentioned among
others, its composition, powers, jurisdiction, tenure, functions and limitations.

6
 Section 158 of the 1999 Constitution states in part that “In exercising its
power to make appointment or to exercise disciplinary control over persons, the
Commissions shall not be subject to the direction or subject of any other authority
or person”.
The Civil Service Commission consists of a Full-time Chairman, one (1)
Full-time Commissioner and three (3) Part-time Commissioners.
The statutory meeting, called the Plenary meeting, takes place twice a month
and at any other time as occasion demands.

7
 CHAPTER TWO
2.1 Literature Review
Scholars have pounded a number of theories on how best to motivate
employees to increase their commitment to work and productivity. Most, if not all
the organizations are concerned with being efficient and productive especially
view in the difficult and competitive economic environment.
According to Greenery and Baron (2003) this definition could be divided
into three main parts. The first part looks at arousal that deals with the drive or
energy behind individuals, action people turn to be guided by their interest, in
making a good impression on others, doing interesting work and being success full
in what they do the second part reoffering to the choice make and the direction
their behaviour clearly defining how long people have to persist at attempting to
meet their goals.
Bassett Jones and Lioyd (2003) present that two view of human nature
underlay early research into employee motivation. The first view focuses on
Tayorism which viewed people as basically lazy and work - shy, and thus held that
these external simulation. The second view was that employee are motivate to
work well for “its own sake” as well as for the social and monetary benefit, this
type of motivation according to this school was internally motivated.
Jones suggested “motivation” is concern with how behaviour get started, is
energized, is sustained, is directed is stopped and what of subjective reaction is
present in the organization while this is going on. One of the major problems
confronting management is that motivating workers to perform assigned ask to
meet or surpass predetermined standard.
Motivation is that energizing force that induces or compels and maintain
behaviour (Nwachukwu 2006) human behaviour is motivated, His goal directed.
Helepota (2005) define motivation as a person active participation and
8
commitment to achieve the prescribed result. Halepota further present that the
concept of motivation is abstract because deferent times and there is no single
strategy that can produce guaranteed favourable result all the times.
The terms motivation has been used in numerous and often agreement that
the crucial tread that distinguished employees motivated behaviour from the other
behaviour is that it is goal directed behaviour, Sindra (2008) argues that core of
motivating individual lies in the goal directed aspect of behaviour. It is not easy to
motivate an individual, for the success of any motivational effort depends on the
extent to which the motivator meets the need of the individual employee for whom
it is intended. Motivation is an internal physiological process whose presence or
absence id inferred from observed performance. Motivation behaviour has three
basic characteristic.
1. It is sustained: It is maintained for a long time until satisfied
2. It is goal directed, it seeks to achieve an objective.
3. It results from a felt need – an urge direct toward needs.
The motivation process according to Bature (2010) the need creates a
tension in individual who moves in a certain direction in order to achieve the
desired which reduces the tension. A satisfied need does not motivation,
conversely, an unsatisfied need motivation figure below shows the process of
motivation.
Unsatisfied need Tension Drives Search Behaviour Satisfied needs
reduction of tension
Techniques of motivation according to Bature (2010), the motivating
techniques used in modern organizations towards accomplishing corporate
objectives can be directed into two:
1. Monetary incentives’
2. Non monetary incentives.
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Monetary Incentives: Monetary incentives include salary and wages, bonuses,
holidays pay and so on. That is, all financial benefits accruing to an employee.
Non Monetary incentives: This is all about job satisfaction enjoyed by the
employees in organization. That is, the combination of factors that bring joy,
happiness and peace of mind to the employee in carrying out the task assigned to
him.
The following are some of the non- monetary incentives in use:
a) Job enrichment
b) Job enlargement
c) Job rotation
d) Well organized information system
e) Participation
f) Opportunity for self development and promotion.
a). Job Enrichment: This enhances vertical loading of the job. It may not
necessarily mean increasing the responsibility of the workers, but the
characteristics of the job may be improved with the job enrichment. It can be seen
as qualitative increase of the job; e.g. an ‘employee’ may be given responsibility
not only for overseeing the photocopying machine but for controlling quality too.
b) Job enlargement: This is building into job a higher sense of challenge and
achievement. That is, the duties performed by the employees are increased from
the initial responsibility to enlarge scope of the aspect of the individual. For
example a secretary in an office may be asked to take charge of a computer, its
maintenance, purchase of office stationeries and taking minutes of meetings. Job
enlargement in this case enhances the ability and skill of the individual because of
the large scope of responsibility.
c). Job Rotation: Job rotation is the transfers of employee are increased from
one place to another. This is normally meant to create interest in the mind of the
10
employee performing the job. In this case, the responsibility might not change, but
the environment might change and this enhance job satisfaction to some extent.
d). Well organized information system: Charity of work purpose and
feedback of results are good motivational techniques in many organizations today.
Each employee must have a clear idea of what is expected of him at work and he
must be kept informed about how well or badly he is performing by means of an
effective appraisal system.
e). Participation: Involving subordinates in the decision making process gives
them that sense of belonging and recognition in the organization. The degree of
participation allowed might there fore be a factor in motivation. Employee would
necessary be satisfied with their job if they are allowed to take part in the decision
making in organization..
Motivation and Performance: According to Bello Imam et al (2007) performance
refers to the behaviours of individual that contribute to the attainment of
organization goals and objectives. It is affected by efforts, abilities, role
characteristics, organizational support and other factor. The efforts out in by a staff
in influenced by his/ her motives, health situation, expectation reward and the
extent of his satisfaction with the work. A bodies may be technical, interpersonal,
conceptual, emotional and cultural role characteristic refer to the extent to which
the role is clear and unambiguous to the staff – issue like role conflict ambiguity
and incongruence as well as overload and the workers. Perception of the role
become critical factor, in the case of goals, key issue include how they are set (do
your best, participatory or boss – drives).: The feature (specific time – bound,
tasking but achievable ) and workers attitude (commitment to the goals and their
acceptability to him/her). Organizational support includes training authority,
favourable policies, the extent of employment and the provision of the necessary

11
equipment / materials to perform the task, other factor norms and the impact of
informal groups.
Blumberg and Pringle however developed a triangle model which see the
critical factors influencing performance as individual attribute (ability of perform)
work effort (willingness to perform) and organizational support (the opportunity to
perform) following from the above model. These three factors must mutually
reinforce each other for meaningful performance.
Abraham Maslow in Onah (2008) one of the first to study motivation put
forth his hierarchy of needs theory which proposes that people are motivated by
five levels of need. (1) Physiological (2) safety (3) belongingness (4) esteem
and (5) self actualization
The five levels of need: In proposing this hierarchy of five needs, raging
from basic of highest level, Maslow suggested that need are never completely
satisfied. That is our actions are aimed at any point in time. Thus for example, once
you have achieved security which is the second most basic need, you will then seek
to fulfill the third most basic need belonging .
In order ascendance, from bottom to top the five level of need are as follows:
1. Physiological Needs :- These are the most basic human physical needs in
which one is concerned with having food , clothing, shelter and confront and with
self- preservation. In the work- place, these needs take the form of having enough
air, heat, and pay to make one reasonably satisfied.
2. Safety Need:- These needs are concerned with physical safety and
emotional security, so that a person is concerned with avoiding violence and
threat. In organizational life, these take the form of being free from the threat
of physical danger of losing one’s job of losing health benefits.
3. Belongingness Needs:- Once basic need and security are taken care of,
people look for love, friendship and affection. In the workplace,
12
 belongingness needs are often expressed in the quest to be accepted by
coworkers and supervisors and to participate in the work group.
4. Esteem Needs: - After they meet their social needs, people focus on such
matters as self respect, status, reputation, recognition and self – confidence.
In organization, esteem is often expressed in the need for recognition for a
compliment and for higher status as a reward for more responsibility.
5. Self–Actualization Needs:- The highest level of need self actualization is
self – fulfillment. The need to develop one’s fullest potential, to become the
best one is capable of being. In the work place, this need is met by
organization improving employee skills helping them be creative and
enabling them to have control over their job. The hierarchy of need can be
represented as follow.
2.1.1 Concept of Organization Appraisal
Organizational appraisal has been defined as the process of evaluating the
performance and qualifications of the employees in terms of the requirements of
the job for which they are performance and qualifications of the employees in
terms of the requirements of the job for which they are employed, for the purpose
of administration including placement. Selection and other action, which require
preferential treatment among members of a group as distinguished from actions in
respect of their current performance as well as their potential for future
development.
Appraisal performance is one of the most important and yet one of the most
difficult tasks that manager’s ace. It is very difficult to evaluate a person’s
performance and even more difficult to convey that judgment to him or her. This
process is very essential, however, because performance appraisals help both
employers and employees in the following ways:

13
 i. They give employees the opportunity to indicate the direction and level
of their
ambition;
ii. They give managers the opportunity to indicate interest in employees’
development. This can be a motivational tool to help the organization
retain
ambitious, capable employees instead of losing them to competitors;
iii. They identify areas of where specific training is needed, or available;
iv. They provide encouragement to the employee who has been trying to
perform well;
v. They provide means for communicating and documenting dissatisfaction
with unacceptable employee performance;
vi. They keep records of efforts to improve it;
vii. They provide evaluation for pay decision – this is by far the most
common use.
Performance management can be defined as a continuous process of
improving individuals, team and organisational performance (Bussim 2012).
Performance management has to be the core of all organisations since it gives
strategic direction and how resources are going to be distributed towards the
achievement of set goals and objectives. The aim of performance management is to
improve service delivery through effective and efficient application of resources.
The Malaysian Civil Service Guide (2006) regards performance management as a
continuous process which is aimed at improving individual performance through
consistent feedback. The general public is interested in better and more responsive
services, which should translate to improved quality of life. Kiragu, (1998) found
that poor service delivery in the civil service is caused by unskilled labour, poor
compensation and poor working conditions. There has also been lack of evaluation
14
and feedback from management. The study further cited lack of targeted training
and corrupt tendencies by some senior government officials as major challenges.
Patronage and corrupt tendencies were found to be some of the problems when it
comes to salary increases and promotions.
The Zimbabwean Public Service Regulations of 2000 as amended in 2001
specify that all employees shall be appraised annually so as to improve the
provision of services to the general public. The regulations further state that the
Commission or the head of Ministry or department, as the case maybe, shall decide
on what action, if any to be taken on the basis of the appraisal, including-
1. Advancement or promotion;

2. Transfer to a post more in keeping with competence of the member

concerned;
3. Participation in skills development courses to enhance the efficiency and

effectiveness of the member concerned;

4. The granting or withholding of any performance award and;

5. Demotion or discharge subject to and in accordance with disciplinary

procedures provided.
2.1.2 Objectives of Organization Appraisal
A good performance appraisal system in a public sector organization like the
federal or state civil service should be able to achieve the following:
i. Enable each officer to increase his/her output or productivity;
ii. Assist an officer to understand his strength and weakness and on the basis
of these propose remedies;
iii. Provide an officer better understanding of the ways in which he/she fits
into the service and makes him a more effective worker in a team and one
who other superior officers will respect and like to work with;
iv. Enable the subordinate’s performance to be thoroughly analyzed;
15
 v. Facilitate the process of just and equitable reward and compensation
(Udoji, 1974).
The result of performance appraisal should serve as the basis for regular
evaluation of the
performance of the members of an organization. Whether an individual is
judged to be
competent, effective or ineffective, promotable or unpromotable, etc. is based
upon the
information generated by the performance appraisal system (Rarick, 2011)
2.1.3 Component of Organization Appraisal
Target Setting: A crucial component of personnel performance appraisal is target
setting. Targets provide direction or focus. A target is a measure of work set a
subordinate officer to achieve within a stipulated time and given the necessary
resources. The process in getting this through is characterized as target setting.
There are usually two types of targets, viz., goal and resources targets. The goal
target is about performance expressed specifically in the quality of work, the
quality and the time spam for their achievement. The resource target comprises the
necessary materials for achievement with consideration of all possible constraints
and obstacles (Carroll & Schneider, 1982).
Conventionally, it is canvassed that targets must be specific, measureable,
achievable, realistic and time-bound (SMART). To these, we may add such other
characteristics as: acceptable by the task performance; acceptable to organization
(e.g. Boss, department); Capable of being self-monitored; assessable if not
measurable; achievable in stages with self-monitoring; can be altered or amended
as circumstances change; should generate interest (stimulation motivation);
Relevant to current organizational needs. Target setting involves a wide range of

16
systematic activities aimed at translating organization’s goals into individual
performance target.
Job Description: This is a statement of the general purpose of the job, providing an
outline of the duties and responsibilities involved. For staff appraisal to be
objective, individual jobholders should have job descriptions written in terms of
tangible and specific expectations. The ingredients of job description are as
follows: Job tile; Department (in which the jobholder work); Function of job ( why
does the job exit); Responsible to (job title of boss); Responsible for (job title of
subordinate); Tasks (possibly between routine and occasional); Hours of work;
Working conditions (if they materially affect the job).
Lack of Resources: Even where targets have been objectively set, lack of
necessary resources for implementation has often frustrated he efforts. Resources
range from money to vehicles, stationery, etc. Many promotion exercises were
known to have been stalled by lack of stationery.
2.1.4 The benefit of Result based management
Results based management system has many benefits to the public service.
The approach allows employees to come up with clear goals and objectives. When
employees create their own work plans, they become responsible and committed to
achieve them. Employees are also rewarded and recognised through superior
performance. This approach focuses on results not the processes. Training and staff
development are regarded as the integral part of RBM. RBM is the most reliable
method of measuring performance since it focuses on results and is also concerned
with improved employee motivation and retention. Performance management
improves communication since there is constant interaction between the supervisor
and the employee. This then implies that good performance has to be rewarded and
bad performance improved through training or other means necessary. Salary
reviews, promotions, training and transfers have to be effected after performance
17
evaluation is done. Performance management should facilitate in the provision of
quality service to all stakeholders.
2.1.5 Performance Measurement
After all has been said and done, measurement of performance is critical for
planning purposes. Performance measurement is concerned with how well the set
goals and objectives are met against set standards. It is actual performance versus
desired performance. The approach involves formulating and agreeing with the
supervisor on objectives. The parties also need to agree on indicators, targets and
how monitoring of performance is going to be done. Employees should be aware
of what is expected from them by the employer. In the Zimbabwean civil service,
for individuals to be said to have performed, they are usually measured against the
following four indicators;
i. The quantity measure- how much of what are going to be achieved
ii. Quality-quality standards are normally prescribed for instance adherence
to the, Civil Service Commission standards or adherence to the
provisions of the Public Finance Management Act and circulars. Quality
is 100%.
iii. Timeliness- time taken to achieve a task.
iv. Cost- how much does it cost to get the output/desired results
2.1.6 Recommendation/Suggestion for making performance Appraisal a Toll
of Management
The following are some of the recommendations and suggestions to ensure
objective assessment of subordinate officers. In other words, to ensure that
performance appraisal reflects and approximates objective assessment of
subordinate officers; thus, reconciling and resolving the troublesome cleft. The
suggestions for making performance appraisal a tool of management include:

18
1. Assessment of subordinate officers should be done more than once a year
and not a post-mortem exercise;
2. Only direct and immediate supervisors should assess subordinate;
3. Inputs for assessment should be gathered daily, weekly, monthly, quarterly
and the report is complemented at the end of each year;
4. An atmosphere of peace and stability, devoid of bitterness and mistrust is a
prerequisite for objective assessment of subordinate officers;
5. The system must be more objective by not confusing personality with
performance and measuring outputs rather than inputs;
6. Performance appraisal instruments must be simple, not cumbersome;
7. The exercise should be seen as a way of fostering partnership between
superior and subordinate officers. It should not be a unilateral exercise;
8. The system must be open and should give performance feedback to both the
appraiser and appraisee;
9. Assess performance in terms of time, cost, quantity and quality;
10. Design and apply appropriate instruments for performance evaluation (i..e
avoid using the same entrenchment for every job but endeavour to have a
uniform guide);
11. Both the superior officer and his subordinate meet at the beginning of the
performance period to agree on what to do and the standard of measurement;
12. During the appraisal interview, the superior officer must always
acknowledge good performance before pointing out areas that need
improving. The interview must end on a positive note with a promise of help
from the superior;
13. In addition to requisite skills, knowledge and attitude to carry out routine
assignment, the staff must also possess communication, human relations,
analytical and supervisory skills;
19
 14. The Administration and Personnel Departments must needs to use the
assessee; etc.
15. There is urgent need to install in the public sector organization performance
ethic and target setting machinery. A reward system tied to performance or
nonperformance should be introduced. This will propel staff to exert
necessary efforts or dissuade them from dysfunctional work ethics.
2.2 Theoretical Framework
McGregor in Bello, Oshionibo and Ojeifor (2007), Mc Grefor’s Theory X &
Theory Y was the outcome of a speech. The human side of enterprise which he
derived at the 5th convocation ceremony of MIT School of management in April.
He eventually transformed his idea into a book- the first and only book – which
was published under the same title. The argues that management assumption
(implicit and explicitly) about control of human resources determine the quality of
the enterprise and its management. He hold that existing assumptions were counter
production and goes on to present a new set of assumption that would create an
organizational climate conductive to human growth and development .
Theory X
McGregor – reviewed the extent paradigm, which dominated management
thinking and practices and came out with the following proposition and assumption
which he termed theory X. the preposition are that:-
 Management is responsible for organizing the factors of production toward
the attainment of economic goal.
 As it concern people, management task is to channel their effort to fit the
needs of the organization.
 People would ordinarily be passive to organizational needs and his thus the
task of management to direct their activities.
The beliefs are (Rue in the original articles three in the book)
20
 The average human being has an inherent dislike for work and will avoid it
if he can
 Because of this human dislike for work people must be coerced, controlled,
directed, and threatened with punishment to get them to put forth adequate
effort toward the achievement of organizational objective.
 The average human being prefers to be directed, wishes avoid responsibility,
has relatively little ambition, want security above.
He argues that this mindset is appropriate for children rather than adult and
prevents the realization of human potential. He argues that what is required is a
new set of managerial assumption and practice attained to the higher order needs.
He then proposes new mindset for management which he calls theory Y and which
he fully develops in this book.
Theory Y
Apart from the first proposition which is the same for X and Y, there are
three diametrically opposed propositions for theory Y.
 People are not naturally passive or resistant to organizational needs; they
have become so, due to their experience in the organization.
 The motivation, potential, capacity for responsibility and readiness to work
for organizational goals are inherent in people management’s responsibility
is to recognize and develop these characteristics.
 The essential task of management is to manage affairs in such a way that
people achieve their own goals best by directing their efforts towards
organizational objective. He then proposes the following assumption as the
foundation of theory Y.
 Commitment to objective is a function of the rewards association with
achievement.

21
 The expenditure of physical and mental effort in work is as natural as play or
rest.
 The average human being learns under proper condition, not only to accept
but to seek responsibility.
 The capacity to exercise a relatively high degree of imagination inequity and
creativity in the solution of organizational problem is widely distributed in
the population.
 Under the condition of modern industrial life, the intellectual potentials of
the average human being are only being partially utilized.
McGregor’s elucidation of theory Y emphasizes the following:
1. Integration, whereby individual achieve their goals by working for the
success of the organization
2. Theory Y creates a more effective organization than theory X which throats
the satisfaction of operation needs. He then supports Maslow’s and
Hezbery’s theories of motivation.
3. Theory Y is directly associated with participate management.
4. The relationship between the managers and his subordinate under the
engaged culture become one of a leader; professional, helper, colleague and
consultant.
5. For subordinate who are incompetent; dishonest or hostile, the best approach
is to end the relationship or make the best of the situation.
According to Douglas Mcgregor theory in Bature (2010). One view about
nature of people has been expressed by Douglas Mcgregor in his theory X and
theory Y. managing, Mc Gregor suggest, must start with the basic question of how
managers see themselves in relation to other. This view point required some
though on the perception of human nature theories X and Y are two set of
assumption about the nature of people.
22
 McGregor choose these terms because he wanted neutral terminology
without any connotation of being “good or “bad”.
The theory Y assumption
The “traditional” assumption about the nature of people according to
McGregor, are included in theory X as follows.
1. Average human beings have an inherent dislike of work and will avoid if
they can.
2. Because of this human characteristic of disliking work most people must be
coerced, controlled, directed and threatened with punishment to get them to
put fourth adequate effort towards the achievement of organization
objectives.
3. Average human beings prefer to be directed, wish to avoid responsibility,
have relatively little ambition and want security about all.
Theory Y assumption
Mc Gregor sees the assumption under theory Y as follows:
 The expenditure of physical and mental effort in work is as natural as play or
rest.
 External control and the threat of punishment are not the only mean for
producing effort toward organizational objectives. People will exercise to
which they committed there should be a balance of the outcome/ inputs
relationship for one person in comparison with that for another person.
If people feel that they are inequitably rewarded they may be dissatisfied:
they may reduce the quantity or quality of output, or they may even leave the
organization. If people perceive the reward as equitable, they probably will
continue at the same level of output. If people think the reward the greater than is
what is considered equitable, they may work harder. One of the problems is that
people may overestimate their own contribution and the reward others receive.
23
Certain inequities may be tolerated for some time by employees. But prolonged
feeling of inequity may result in strong reaction to an apparently minor occurrence
for example, an employee being reprimanded for being a few minutes late may get
angry and decide to quit the job, not so much because of reprimand but because of
longstanding feeling that the reward for his or her contribution are inequitable in
comparison with other’s rewards.
Also to Mcclelland’s need theory in Bature (2010) David C. Mccllelland has
contributed to the understanding of motivation by identifying three types of basic
motivation needs. He classified them as the need for power, need for affiliation and
need fro achievement. Considerable research has been done on method of testing
people with respect to these three of needs, and Mcclelland and his associate have
done sustained research, especially on the need for achievement.
All three drives – power affiliation and achievement are of participation
relevance to management. Since all must be recognized to make an organized
enterprises work well.
Need for power
McClelland and other researchers have found that people with a high need
for power have a great concern with exercising influence and control. Such
individual generally are seeking position of leadership, they are frequently good
conversationalist, through often argumentation, they are forceful outspoken,
hardheaded and demanding, and they enjoy teaching and public speaking.
Need for Affiliation
People with a high need for affiliation usually derive pleasure from being
loved and tend to avoid the pain of being rejected by a social group. As individual,
they are likely to be concerned with maintaining pleasant social relationship to
enjoy a sense of intimacy and understanding to be ready to console and help other
in trouble, and to enjoy friendly interaction with other.
24
Need for Achievement
People with a high need for achievement have an intense desire for success
and an equally intense fear of failure. They want to be challenged, and they set
moderately difficult (but not impossible) goal for themselves. They take a realistic
approach to risk; they are not likely to be gambler but, rather prefer to analyze and
assess problems. Assume personal responsibility for getting a job done, and like
specific and prompt feedback on how they are doing. They tend to be restless, like
to work long hours, do not worry unduly about failure if it does occurs, and tend to
like run their own shows.
Herzberg’s two- factor in Onah (2008) fredenkc Herzberg arrived at this his
needs- based theory as a result of a landmark study of 203 accountant and engineer
who were interviewed to determine the factor responsible for job satisfaction and
dissatisfaction. Job satisfaction was more frequently associated with achievement,
recognition, characteristics of the work, responsibility and advancement. Job
dissatisfaction was more often associated with working condition, pay and
security, company policies, supervisors, and interpersonal relationship. The result
was Herzbreg’s two factor theory, which proposed that work satisfaction and
dissatisfaction from so- called hygiene factor verse motivating factor. In herzberg,
theory, the hygiene factors are the lower level needs. The separated by a zone in
which employees are neither satisfied nor dissatisfied.
Motivation factor
 Herzbergs two- factor theory:- Satisfaction versus dissatisfaction hygiene
factor : why are my people dissatisfied. The lower level need hygiene
factors, are factors associated with job dissatisfied such as salary, working
condition, interpersonal relationship, and company policy all which affect
the job context in which people work. An example of a hygiene factor in the
temperature in a factory that is air- conditioned. It will not, however, spur
25
 factory workers motivation factors are absent, workers become in
Herzberg’s view merely neural in their attitude toward work – neither
dissatisfied nor satisfied.
 Motivation factors:- What will make my people become satisfied, the higher
level need, motivating factors, or simply motivators are factors associated
with job satisfaction such as achievement recognition, responsibility and
advancement – all of which affect the job content or the reward of work
performance. Motivation factor - challenges, opportunities he, recognition –
must be instituted, Herzberg believed to spur, superior work performance.
An example of motivating factor would be give factory workers more
control over their work. For example, instead of repeating a single ask and
over, a worker might join with other workers in a team in which each one
does several tasks. This is the approach that Swedish automaker Volvo has
taken in building ears using two- factor theory to motivate employee: The
basic lesson of Herzberg’s research is that manger should first climate
dissatisfaction making sure that working condition, pay levels and company
policies are reasonable. They should then concentrate on spurning
motivation by providing opportunities for achievement, recognition,
responsibility and personal growth.
2.3 Empirical Review
A number of studies have examined the role of strategic Human Resources
systems and training and development in influencing organizational performance.
In one of the first published studies in this area, Huselid (1995) found that high
performance work practices were significantly related to turnover, productivity,
and financial performance. Delery and Doty (1996) however, found no significant
interaction between training or internal career opportunities and business strategy
in impacting firm’s performance in the banking industry. Training and internal
26
career opportunities were unrelated to firm performance. Welbourne and Andrews
(1996) found that human resource value which included training (measured by
whether training investments were highlighted in a company’s prospectus)
predicted initial investor reactions and long-term survival of initial public offering
companies. Schroeder, Bates and Junttila (2002) found that competitive advantage
in manufacturing was related to use of “internal training”(e.g., training of
multifunctional employees and incorporating employee suggestion into process
improvements and product developments) and “external learning” (e.g.,
establishing problem solving routines with customers and suppliers).

2.4 Gap in Literature

It has been proved that an uncertified need can cause frustration, conflict and
stress consequently, motivation is a mechanism through which frustration, conflict
and stress are managed and ministered well, motivation becomes motivation when
it enables workers to perform to be genially motivated, i.e when motivation does
not touch the immediate needs of workers, the ability to perform to their best
ability is threatened. As a consequence, good performance and effectiveness
become exclusive while poor performance and low productivity is encouraged.
Also, it is evident that the motivation is paramount in an organization that
tends to promote its productivities. They both work hand in hand, they inter-
connected, one is designed to strengthen each other. It ensures better performance
when rightly targeted. Motivation is also a corrective tools against deficient
performance, therefore it is a double edged sword used to enhance performance,
productivity and to prevent conflict and stress arising from neglects and frustration.
However, motivation and productivity has become a subject of unending
debate by motivation theorist, where as others argued that motivation can be signed
to affect performance and productivity.

27
28
 THREE
RESEARCH METHODOLOGY
3.0 Introduction
In this chapter, attempt is made to present the design of the study, population
of the study, study sample and instrumentation/method of Data collection and
statistical tools applied in data analysis.
For the purpose of this study, survey method of research will be adopted.
This will enable the researcher to carry out an in-depth analysis of relevant
variables.

3.1 Research design

Research Designs is a plan or blueprint of action which specifies how data
relating to a given problem should be collected and analyses. It provides the
procedural outline for the conduct of any given investigation.
According to Odo (2002), defined design as a means ‘outlining’ the name of
the equipment and other materials the researcher intends using and applying same to
successfully execute the practical aspect of the research. The researcher used survey
study method. The study involved a standardized instrument called
Institutionalizing Culture of Administration in Local Government Administration in
Nigeria.
The people involved in the study were adults of both male and female who cut
across all socio-economic status. The study involved people with First School
Leaving Certificate (FSLC) and above. The simple statistical techniques of % were
employed to the study.

3.2 Population of the study

29
 The population of the study is the total number of the staff of Saki West Local
Government. But to avoid complexity of result 50(Fifty) employees will be selected
as sample size using random sample technique.
The population study is heterogeneous in nature which consists of male and
female as well as lower and middle senior cadres of staff of Saki West Local
Government.

3.3 Sample size & sampling techniques

Saki West Local Government of Area of Oyo State is selected as an area of
case study. The total population of staff of the Local Government.
Study sample is a specific method of examining practitioner part of the
population. In so doing this, the researcher wills make use of Questionnaire as
method of collecting the required data, to extract information and individual basis.
To avoid complexity of result, (50) fifty workers would be selected as a sample size
using random sampling technique.

3.4 Method of data collection

Method of data collection is the instrument or method that will employed in
collecting data. There are different methods for the collection of data. Data can
also be classified into two broad categories which are:
i. Primary data: According to Eneanya 2012.
Primary data are data collected by the investigator or researcher who is
going to make use of it for a particular reason. There is a high degree of control on
data collected by the investigator to obtain primary information.
ii. Secondary Data

30
 This type of data is used by the person other than the person collects the data
for other statistical enquiry. It is the data collected by the investigator or researcher
himself but which is collected from someone else records.
Methods of data collection include:
1. Survey method
2. The use of questionnaire
3. Experimental method
4. Interview method
5. Telephone method
In this study, the survey method will be used and questionnaire will be
distributed to the respondents to fill and efforts will be made to make sure the
questionnaire, if not all will be collected that very day in order to ensure high
percentage of return of the questionnaire by the respondent.

3.5 Research instrument

Instrumentation deals with the tool(s) a researcher/scientist employs to
generate information for data analysis. This information can be inform of questions
or statements which the respondent is given to answer. It is called a questionnaire or
questionnaires when more than one piece of different types of such instrumentation
is given to one respondent to react to.
The instrument used in gathering the data for the study was questionnaires.
Questionnaire is a series of written questions or repository and a device that contains
the instrument on a topic about which the respondent’s written opinion are sought
that measure the variables necessary to test the researcher hypothesis or answer to
research questions. That means that researcher/scientists have already indicated the
variables of his interest.

31
3.6 Method of data analysis
The data gotten through the use of questionnaire instrument will be presented in
tables in chapter four of this work. Each table will show the response distribution
of a question item in the questionnaire. The frequency of the response option will
be shown through the use of simple percentage and the formula goes thus
S.P = Number of respondent that says yes or no X 100
Sample size 1
This will used as the tool for analyzing the data.
Therefore, the statistical tool to be used for this research work is chi-square
and the rationale behind the adoption of this tool for testing the hypothesis is to
investigate the differences between two given frequencies.
Test statistic: Chi-square(X2) definition
X2 cal = ∑ (O−E)2
E
Where X2C= Calculated chi-square
O =Observed frequency
E = Expected frequency
∑ ¿Summation

32
 CHAPTER FOUR
4.0 Presentation and Analysis of Data
The fourth chapter of this research deals with the presentation and analysis
of data.
The analysis of the data is in two sections, section A and B which deals with
analysis of response. Analysis of respondents’ bio data and the perception of
Sumai foods ibadan.
The questionnaire was two section one comprises of question relating to the
bio data of the respondent while section two focuses on question relating to the
company motivational strategies other variable like profit level are also examined.
4.1 Analysis of Responses
The question sent out were amounted to (50) fifty in which (42) forty two
were relieved bade. The table below shows the result.
Table 1: Analysis of Respondent
Respondent Amount Percentage (%)
Returned 42 84
Unreturned 8 16
Total 50 100
Source:- Field research work November, 2019

33
Analysis of respondent Bio data
The following table present the analysis is some participated correspondent
various departments.
Table 2: Status of Respondents
Level Number Percentage (%)
Top management level 12 28.6
Middle management 22 62.4
level
Lower management 8 19
level
Total 50 100
Source: Field research work November, 2019
From table 2 above, it could be seen that 8% of the respondent belongs to
top management staff of selected department participated while 52.4% and 19%
are middle and lower management respectively.
Table 3
Sex Of Respondents
Sex Number Percentage (%)
Male 24 57.1
Female 18 42.9
Total 42 100
Source:- Field research work November, 2019
From above table present the number of respondent on the basic of sex
57.1% of the respondent are male while the remaining 42.9% are females.

34
Table 4
Education Qualification of Respondents
Respondent Number Percentage (%)
Post graduate/master 08 19.0
BSC/HND/OND 22 52.3
WASCC/GCE/NECO 12 28.6
Total 42 100
Source: Field research work November, 2019
The table indicate that the highest percentage of the respondent hold
BSC/HND result while 28.6% hold WASSCE/ NECO/ GCE and 19% have post
graduate/ master corticated.
Table 5
Age Distribution
Respondent Number Percentage (%)
20 years 2 4.8
20 – 39 years 15 35.7
40 – 49 13 30.9
50 and above 12 28.6
Total 42 100
Source: Field research work November, 2019
Table 5 shows the age distribution of the respondent 20 – 39 years have the
highest percentage of 33.7% followed by 40 – 49 years of 30.9%. 50 years and
above are next in rank with 28.6% with least 4.8% which are age of 20 down ward,
this kind of people occupy the factory worker because of their level of education.

35
SECTION B
Research Question
Question 1: Do you think motivation can increase production in an
organization.
Table 6
Option Number Percentage (%)
Yes 42 100
No - -
Neutral - -
Total 42 100
Source:- Field research work November, 2019
Question 2: Are you motivated to increase productivity in your company?
Table 7
Option Number Percentage (%)
Yes 30 71.4
No 2 4.8
Neutral 16 23.8
Total 42 100
Source:- Field research work November, 2019
Question 3: Do you think providing transportation facility can boost worker
performance?
Table 8
Option Number Percentage (%)
Yes 30 71.4
No 12 28.6
Total 42 100

36
Source:- Field research work November, 2019
Question 4: In your opinion do you like the provision of accommodation to
workers by the company?
Table 9
Option Number Percentage (%)
Yes 24 71.4
No 12 28.6
Total 42 100
Source:- Field research work November, 2019
In table 9, 71.4 of the respondent like the provision of a accommodation by
the company while 28.6 did not.
Question 5: Do you believe that motivations can faster relationship between
employees and employer?
Table 10
Option Number Percentage (%)
Yes 28 66.7
No 8 19.0
Neutral 6 14.2
Total 42 100
Source:- Field research work November, 2019
The above table analyzes the view of respondent on the effect of motivation
employee and employer in which 66.7% agree 19.0 disagree while 14.2% did not
know.
Question 6: Do you think attractive man power earnings benefit and remuneration
can help enhance worker productivity?

37
Table 11
Option Number Percentage (%)
Yes 39 92.9
No - -
Neural 3 7.1
Total 42 100
Source :- Field research work November, 2019
Question 7:- Do you think the provision of sport and other recreational facilities is
necessary to boost worker morale
Table 12
Option Number Percentage (%)
Yes 29 69.0
No 4 9.5
Neural 9 21.4
Total 42 100
Source:- Field research work November, 2019
Table 12 shows respondent reaction to ward the provision of sport facilities
69% preferred the provision of the facilities 9.5% disagree while 21.4% are not
certain about the provision of the facilities.
Question 8: Do you think in your own opinion that the present motivational
factors adopted in your organizational is effective enough to bring out the best in
you
Table 13
Option Number Percentage (%)
Yes 5 11.9
No 37 88.0

38
 Total 42 100
Source:- Field research work November, 2019
Table 9 shows the present motivation adopted by the organizational 11.9% like the
method while 88% are not pleased with the method.
Question 9: Which of the motivational method do you consider best?
Table 14
Option Number Percentage (%)
Man power 32 76.1
Accommodation - -
Health facilities - -
Transportation - -
Delegation - -
Others 10 23.8
Total 42 100
Source:- Field research work November, 2019
Table 14 shows the motivation factors adopted by the organization in which 76.1
think man power eating is the best motivational method to be employed 23.8%
preferred other motivation skills which are not mentioned in the option.
Question 15: Do you work over time
Option Number Percentage (%)
Yes 22 52.4
No 20 47.6
Total 42 100
Source:- Field research work November, 2019
Question 11: Do you think you are compensated adequately for such extra
works

39
Table 15
Option Number Percentage (%)
Yes 15 35.7
No - -
Averagely 27 64.2
Total 42 100
Source:- Field research work November, 2019
From the above table, the reaction of respondent f5ro compensation of
overtime extra done is 35.7% while 64.2% think they are compensated averagely
for the overtime work done.

Question 12: Do you think in the ability of trade union to protect your
interest in your organization.
Table 16
Option Number Percentage (%)
Yes 32 76.1
No 4 9.5
Do not know 6 14.3
Total 42 100
Source:- Field research work November, 2019
Table 16 sampled the opinion of responses in the ability of trade union to
protect their interest 76.1% believe in their abilities which the remaining 14.3%
were not certain on the ability of the trade union protest their interest against the
management if the need arises.

40
Question 17: The kind of leadership style practice can affect performance of
workers in your organization
Table 17
Option Number Percentage (%)
Yes 26 61.9
No 5 11.9
Not sure 11 26.9
Total 42 100
Source: Research work September, 2012
The above table connote the view of respondent in relation to the style of
leadership employed in their organization in which 61.9% believed strongly that
the style of leadership adopted can effect performances 11.9% disagreed while
26.9% is not sure if it can affect or not.
4.4 Testing of hypothesis
Chi-square method will be used to test the hypothesis as it was stated earlier
in chapter three (3). The formula goes thus:
 Tail of the hypothesis: two tail hypothesis
 Level of significance = x = 5% = 0.05
 Test statistics:
X2 cal = ε (Fo-Fe)
Fe
Where Fo = observed frequency
Fe = expected frequency
Decision rule: if X2 calculated is greater than X2 tabulated accept H1 and reject H0
otherwise accept H0

41
TABLE 1A:
Alternative Number of Respondent Percentage %
Yes 32 76.2
No 10 23.8
Total 42 100
Source: Field work, 2019
HYPOTHESIS:
Ho: Employee motivation does not have positive impact on organizational
objectives.
H1: Employee motivation has a positive impact on organizational objectives.
1B.
Alternative Fo Fe Fo-Fe (Fo-Fe)2 (Fo-Fe)2/Fe
Yes 32 21 11 121 0.17
No 10 21 -11 121 0.17
Total 42 42 0.34

:. X2 cal = 0.36
X2 tab = X2∝, (r-1) (c-1) df (degree of freedom)
X25%, (2-1) (2-1) dF
X25%, (1) (1) df
= X25% (1) df from the chi-square table
= 3.841
X2tab = 3.841
Inference: Since X2tab is greater than X2cal. Accept H1 and reject Ho
Decision rule: Employee motivation has a positive impact on organizational
objectives.

42
 CHAPTER FIVE
5.0 Summary, Conclusion and Recommendations
5.1 Summary of Findings
The research focused on assessment of employee perfoemence and
organizational appraisal in Oyo State Civil Service Commission. Questionnaire
was designed and copies were administered to the employees of Oyo State Civil
Service Commission .it has been discovered that: That Oyo State Civil Service
Commission staffs are well trained. That training and development programmes
provided by Oyo State Civil Service Commission are relevant to their training and
development needs. That there is improvement in the performances of staff after
training and development programmes. That there is adequate provision of funds
for training and development programme. That the management of Oyo State Civil
Service Commission put in place monitoring mechanism to assist the impact of
training and development of the employees. That the staff is effectively utilized
after training and development programmes. That Oyo State Civil Service
Commission uses on- the- job training method. That the policies and objectives of
Oyo State Civil Service Commission as regards training and development are
effective. In all, the researcher concluded that training and development
programmes are tools for employees’ job performance in Oyo State Civil Service
Commission and that training and development programmes are tools for
employees’ job performance in any organization most especially government
owned organizations.

5.2 LIMITATION OF THE STUDY

There are various limitation to this study which if not solved, can pass a big
threat to its rapid completion. The limitations to this study include:-

43
Inadequate Fund: The greatest limitation to the study which if not solved, can
pose a big threat to its paid completion in inadequate fund. The processes of
carrying out the research need a whole of money, which if not gotten, will hinder
the success of this research work.
Non – Availability of Needed Materials: Also carrying compressive research
work reference sufficient resources to material. Therefore, the non-availability of
getting the much needed ones is a great limitation.
Time Constraint: Embarking on a research work of this nature requires adequate
time this is a limitation because the researcher is as well engaged with other
academic activities.
Lackluster Attitude of Respondents:- Lastly, the lack luster, lackadaisical and
unwillingly attitude of respondents is another great limitation.
This is because some respondents would view researcher as disturbers, while some
even request for money before doing any fillings to questionnaire.

5.3 Conclusion
Some companies in the country believe that motivation of employees is a
more waste of time and resources. The objectives of profit maximization of such
companies override all other consideration and decision that could benefit the
workers.
Up to date unethical business practice in all sequent or organization
especially in the private sector due to lack of motivational strategies has been the
reason for most business facture. However, if must be noted that Samal food
Ibadan is lacking in one area or the other in the of motivation which has an effect
on the level of it profit.
5.4 Recommendations

44
 To who which is given much is expected, this is likewise synonymous to
motivation – human being as working animal may be manipulated to add or reduce
the efficiency of an organization. However, the following recommendations were
made.
1. Organization manager should endevour to study each employee needs (i.e
what can best motivated him) and provide such necessary need may not
necessary be money other incentive should also be consider to motivate
workers performance.
2. According to X and Y theory of motivation X theory explained that the
extent paradigm, which dominated management thinking and practice and
came out with employing workers. This has been a major problem confront
many organization to the fact that no matter how they are been motivated
they do not perform to the expected level of the organization. In other word
they are lazy.
3. Management policy should be drawn by considering the aspect of worker.
However policy on the type of leave, stages of promotion access of some set
of staff to facility etc. affect workers performance effort should be made that
workers should have if not total relative percentage of the benefit arising
from the employment.

45
 REFERENCE
Armstrong, M. (1991) A Handbook of Personnel Management Practice (4th
Edition) London: Kogan Page
Buchner, T. (2007) Performance Management theory: A look from the performers’
perspective with implications for HRD. Human Resources Development
International, 10(1): 59-73
Bussim, M (2012). Performance Management- how to get it right. 21 st Century
Pay Solutions Group. Rosebbank, Johannesburg
Transparent reporting of 2. See In Search of Results: Public Management Practices
(OECD, 1997).
Medlin, B. (2013) Performance Management-or lack thereof-at Bella’s. Journal of
Business
Cases and Applications.
Madhakani, (2012) Implementing Results-Based Management in Zimbabwe:
Context and Implications for the Public sector. International Journal of
Human and Social science vol. 2 No. 8
Managing People Managing Performance: Good Practice Guide. Government of
South Australia
Mandisahona, S. R. et al (2003) Masters of Business Administration: Human
Resources Management: Module MBA 508. Harare: ZOU
Matiza C (2001) Zimbabwe: Performance Appraisal in the Civil service.
Musingafi, M.C.C. (2013) Improving performance in the African Civil Service:
Empirical Evidence from Zimbabwe. Public Policy and Administration
Research ISSN224-5731 (Paper) ISSN 2225-0972 (Online).
Kiragu, K. (1998) Civil Service Reform in Southern & Eastern Africa Lessons of
Experience Report on Proceedings of a Consultative Workshop held at

46
 Arusha, Tanzania Statutory Instrument 1 of 2000 Public Service Regulations,
2000 as amended in 2001
PSC, (1998). The Public Service Training Manual, Harare. Government of
Zimbabwe. usfweb2.usf.edu

47
 APPENDIX
QUESTIONNAIRE
Respondents Bio Data
1. Name
2. Age: 20 ( ); 20 – 39 ( ) 50 above ( )
3. Sex : Male ( ) Female ( )
4. Marital Status: married ( ) Single ( )
5. Educational Qualification: Post Graduate / Masters ( ), BSC/HND/OND ( )
WASSCE/ GCE/NECO ( )
6. Level:- Top management ( ) Middle management ( ) lower management ( )
Research Question
1. Do you think motivation can increase production in an organization?
Yes ( ) No ( )
2. Are you motivation to increase productivity in your company?
Yes ( ) No ( )
3. Do you think providing transportation facility can boost worker
performances? Yes ( ) No ( )
4. In your opinion do you like, the provision of accommodation to workers by
the company? Yes ( ) No ( )
5. Do you believe that motivation can fasten relationship between employees
and employer? Yes ( ) No ( )
6. Do you think attractive main power earning; benefit and regeneration can
help enhance worker productivity? Yes ( ) No ( )
7. Do you think the provision of sport and other recreation facilities is
necessary to boost worker moral? Yes ( ) No ( )

48
8. Do you think in your own opinion that the present motivated factor adopted
in your organization is effective enough to bring out the best in you? Yes
( ) No ( )
9. Which of the motivational method do you consider best?
Man power earning ( ) Accommodation ( )
Health facilities ( ) Transformation ( )
Delegation ( ) others ( )
10. Do you work overtime? Yes ( ) No ( ) don’t know ( )
11. Do you think you are compensated adequately for such extra work?
Yes ( ) No ( )
12. Do you belief in the ability of trade union to protect your interest in your
organization? Yes ( ) No ( ) don’t know ( )
13. The kind of leadership style practice affects performance of worker in your
organization? Yes ( ) No ( ) don’t know ( ).

49