THE IMPACT OF MOTIVATION ON WORKERS PRODUCTIVITY: A CROSS

SECTIONAL STUDY OF SELECTED PRIVATE AND PUBLIC SERVICE

ORGANISATION IN CROSS RIVER STATE. NIGERIA

Name: ADE, THOMAS AGBOR

Reg. No. PAD/M.Sc/17/032
Email: tomade97@yahoo.com TEL: 08068871532
Department: Public Administration
Specialization: Human Resources
Faculty: Social Science
ABSTRACT

The study examined how motivation as a concept enhance productivity of

workers in both the public and private sectors in Cross River State, questionnaire
were fully administered and retrieved. After collection of data, chi square was
used to analyze the data and the finding revealed that Incentives and Reward
lead to workers’ productivity and Promotions also lead to workers’ productivity.
Because these are the basic elements that employees needs to be psychological
stable, which in turn result to high productivity. The researcher recommended
that both the management of public and private sector should adopt incentives
and rewards as a measure to encourage employees to put in their best to work,
as this will enhance improve productivity.

Keywords: Motivation, Public, Private Promotion, Productivity, Workers

Word Count: 116
 INTRODUCTION

In recent times, the issue of productivity has risen a great deal of importance in
both the private and public service organizations in Cross River State, due to the falling
standard in both private and public service organization, motivation now becomes a very
vital factor to be taken into considerations in order to enhanced organizational
productivity.
To achieve improved productivity, the forecast and plan must be monitored and
corrective action taken if needed. This can only be done by the worker’s who are the
human resources that need motivations in order to enhance productivity.
According to Inyang (2002), Motivation begins when a need arise in the workforce
which creates a space in the worker. In the process to overcome the space an internal
driving force is created which begins and maintain a chain of act and response. Which
need to be attended to at that particular time.

Nnabuife (2009) looks at motivation as the interior or exterior dynamic vigor that
produce the eagerness to execute an act to a definite end. According to Nnabuife, “This
first aspect of motivation we choose to describe as interior motivation because the
driving force comes from within workers. The second aspect is exterior motivation, is
applied by either the private or public organization. This is because workforces or man
powers are motivated to identify with organization in order to satisfy their needs and
desires.
Nonetheless, workers differ not only in their capability to work but also in their
will to be motivated. However, the act of motivation enhances employees of organization
for greater job performance, job security as well as job satisfaction (Armstromg, 1995).
To motivate is to induce, persuade, stimulate, even compel, an employee to act in a
manner which fulfilled the objectives of an organization. Since it has been established
that all behaviour involving responses are goals bound, manager can apply motivational
theories of management in their attempt to direct the job behavior of workers towards the
goal of their organization.
It is interesting to note that every business and company wants to be victorious.
This progress can only be achieved if the workers are satisfied and secured by their
respective organizations. The present era is highly spirited and organizations in spite of
the size, technology and market focus are facing worker retention challenges. To
overcome these chains a strong and positive relationship and bonding should be created
and maintained between workers and their organizations human resource in achieving
prosperity, organizations design different strategies to compete with the competitors and
for increasing the performance of the organizations. A very few organization believe that
the human personnel or employees of any organization have its main assets to which can
lead them to success or if not focused well to decline. Unless and until, the workers of
any organization either public or private sector, are satisfied with it, are motivated for
the tasks fulfilment and goals achievements and encouraged, none of the organization
can progress or achieve accomplishment. Workers motivation is one of the policies of
managers to increase effectual job management amongst workers in business (Shadier,
2009).
A motivated member of staff is quick to respond to definite goals and objectives.
According to Rutherford (1990) noted that motivation makes an organization more
successful because provoked member of staff are constantly looking for enhanced
practices to do a work, so it is necessary for organizations either public and private
sectors to persuade motivation of their human resources. (Kalimullah, 2010).
Getting member of staff to do their best work even in arduous circumstances is one of
the employees most stable and slippery challenge and this can be made possible through
motivating the workers. .
Motivation which deals with the processes of encouraging employees of
organizations to put in their best to enhance optimal productivity and performance.
However, motivation could stern from prompt payment of salary, promotion, fringe
benefits such health services, accommodation facilities, transportation subsidization
amongst others.. When employees are not dully motivated chances of them leaving their
work place may not be far-fetched.
There are irregularities in the payment of workers’ salaries and wages, non payment of
certain basic staff welfare services like free medical services, transportation, and
abandonment of social responsibilities and monthly deduction from employees. These
factors account for low job performance, low job satisfaction and low job security.
It is in the light of the above that this research was conducted to find out the imperative
of motivation on employees job satisfaction, job performance as well as job security of
employees in both the private and public sector in Cross River State, Nigeria.

The broad objective of this study is to ascertain the motivational techniques adopted in

some selected public and private sectors organization in Cross River state.

 To know the impact of incentives and reward on Worker’s productivity in some

selected public and private sectors organization in Cross River state.

 To examine the impact of promotion on worker’s productivity in some selected

public and private sectors organization in Cross River state.

In conducting this research, the following hypotheses were tested.

 HYPOTHESIS 1

H0 Incentives and Reward has no significant impact on workers’

productivity in some selected public and private sectors organization

in Cross River state.

H1 Incentives and Reward has a significant impact on workers’

productivity in some selected public and private sectors organization

in Cross River state.

 HYPOTHESIS 2

H0 Promotions has no significant impact on workers’ productivity in

some selected public and private sectors organization in Cross River

state.

H1 Promotions has a significant impact on workers’ productivity in some

selected public and private sectors organization in Cross River state.

This study is significant base on the following perspectives, In terms of policy

relevance; the research would enable policy initiators to formulate strategic

motivational techniques designed towards achieving optimal productivity. It will also

expose policy analyst to analyze motivational policies to find-toned which one would

be suitable and to be applied in both the public and private sector. In terms of academic

import, this research would serve as a research material for students of public

administration, sociology, political science, economics, and business management

amongst others. In view of theoretical perspective, the study will serve as a genuine tool

for theory building.

LITERATURE REVIEW AND THEORETICAL FRAMEWORK

This section of the review explored related research works carried out by different

scholars, their thought concerning the subject matter and the possible approaches to

handle worker motivation by giving attention to improving workers productivity.

The concept of Motivation

A number of scholars have given different definitions to the concepts of motivation.

According to Middle Most and Hit (1981), Motivation has been seen as the process
besieged toward getting people to work willingly, and an art of enticing workers to
behave in a meticulous ways toward achieving an assigned task, or motivation is also
the willful desire to direct one’s behaviour towards organizational goals.

One of the basic high profile challenge confronting managers in formal

organizations is to get maximum performance from their workers.

However, Banjoko (1996) have” argued that no matter how automatic an organization
either public or private may be, high productivity depends on the level of motivation and
the effectiveness of the personnel”. Thus, workers’ training is a crucial tactic for
motivating them to put in their best to work.

According to Armstrong (2006)”all organizations either private or public sectors are

concerned with what should be done to achieve sustained high levels of productivity
through workers. This implies giving people attention to how individuals can best be
motivated through such means as incentives and rewards, leadership and prominently the
task they carry out.”
 Interestingly, motivation is a critical ingredient that facilitates the performance of
employees and the productivity of an organization. It is on this note that Mullins (2006)
argued that even when people have the right skills, clear work objectives, and a
supportive work environment, they would not get the job done without ample motivation
to meet those work objectives.

Further, elaborated that motivated employees are enthusiastic to exert a certain level of
effort (intensity), for a certain amount of time (persistence) towards a distinct goal or
direction.

This showcases that the importance of motivation on the productivity of any organization
cannot be overemphasized due to its direct correlation to work performance. A motivated
worker is a productive worker. (Riggio, 2014)

L. Folajin and Robbins (2001) define “motivation as the forces that energize, direct and
sustain a person’s effort.”

Joena Agbato (1988) says motivation is a significant determinate of human behavior,

that which moves one towards a goal, therefore, motivation begat productivity

Flippo (1982) defined motivation “as a psychological process that begins with the
emergence of needs involving a good directed action and behaviour aimed at satisfying a
particular desire”. “It is inducement given to workers for higher output”.
THEORIES OF MOTIVATION INCLUDE:-

ABRAHAM MASLOW’S HIERARCHY OF NEEDS THEORY

In 1943, Brandeis University psychology Professor Abraham Maslow, one of the

first researchers to study motivation, put forth his hierarchy of need theory, which
proposes that people are motivated by five levels of needs:

(i) Physiological Needs: (the needs for food water, air, shelter, clothing and sex)

(ii) Security (safety, the absence of illness),

(iii) Belongingness (Society or affiliation, friendship, interaction, love)

(iv) Esteem (respect and recognition), and

(v) Self actualization (the ability to reach ones potentials).

These are pointers for higher performance and productivity for worker in both the public
and private sectors organization.

Before Maslow contribution, most managers assumed that money primarily motivate
workers to put in their best to work but With Maslow’s work; managers can evaluate
their own actions, their companies conduct and their individual philosophies about
workers. Abraham Maslow’s needs theory presented a workable motivation framework
for managers that money is not the only factor necessary for motivation and improved
productivity.
DOUGLAS MCGREGORY’S HYGIENE THEORIES X AND Y

In his book, The Human Side of Enterprise. Douglas McGregor published the
human side of activity in 1960. He explained that management and supervisors operate
from one or two basic assumptions about human behaviour.

In the theory X and Y concept propounded by McGregor, the first theory,

was view traditionally about workers in group as being lazy and needing to be
force, controlled and directed. The second described workers as McGregor
thought them to be:, responsible, willing to learn and given the proper incentives
inherently motivated to exercised resourcefulness and originality. Mc Gregory
holds the view that the traditional way of treating workers regarding them as
unthinking, uncertain robots – must changes.

Indeed McGregor stressed that only changing these assumptions could

managers tap workers or laborer’s vast talents. He emphasized that what
matters was how people were treated and valued in their work setting. He went
further by advising managers to give employees a chance to contribute, take,
control and responsibility familiarity with theories of motivation allows a manager
an educated view point from which to consider how to develop workers, captive
commitment and develop a positive work environment

The cores of theories X and y is that a management philosophy influences the

type of work climate the manager endeavours to create and ultimately, how the
managers treat people.

.
THE NEED FOR ACHIEVEMENT:

If you or an employees are happy with accomplishment of a task being its

own reward, don’t mind or even prefer working alone, and are willing to take
moderate risks, then you probably have a high need for achievement. The need
for achievement is defined by the following desire to accomplish something
difficult: to master, manipulate or organize physical objectives human being or
ideas. To rival and suppress others to increase self regards by the successful
exercise of talents The Need for Affiliation: This is the need to be like and
accepted by others. People with the need strive for friendship, prefer co-
operative situation rather than competitive situations and desire relationship
involving a high degree of mutual understanding. People with higher need for
affiliation prefer to spend more time maintaining social relationship joining
groups, etc individual with a high degree of need are not effective managers or
leaders because they will find it difficult to make decisions without worrying about
the feeding of others or being dislike by others. The Need for Power: This is the
dislike to have impact, to be influenced and to control others. They also have the
desire to coach, teach or encourage others to achieve, they love to work and are
concerned with discipline and self respect. The need for power has both negative
and positive respect.

The negative side is manifested in a winner’s take all mentality e.g. “if I win
you u lose” The positive side is focused on accomplishing group goals and
helping others obtain the feeling of competence. Other theories exist and include
equality theory which states that it is not the actual reward that motivate but the
perception, and the perception is based not on the reward in isolation, but in
comparison with the efforts that went into getting it and the rewards efforts of
others. The reinforcement theory of the B.F Skinner indicates the effects of the
consequences of particulars behaviour on the future occurrences of the
behaviour which are positive reinforcement, negative reinforcement, punishment
and extraction.

RESEARCH METHODOLOGY

The method of investigation used was the non experimented method. The

research study covers a population of 1170 workers in different department in

the private sector and public sector respectively Cross River University of

technology constituted 525 staffs, Cross River Water Board had 601 staff,

Leadway Pensure PFA had 21 staff and Pensions Alliance limited with 23 in their

respective payrolls. A sampling size of 240 staff were randomly selected which

cuts across all levels of workers made up of management, senior and junior staff,

Cross River University of technology took 110, cross river water board 110 ,

Leadway Pensure PFA had 10 staff and Pensions Alliance limited with 10 were

randomly selected.

Analysis and interpretation of the demographic information of respondents

PERCENTAGE OF RESPONDENTS BY AGE

Age No of Respondents by Age Percentage

18-25 30 12.5%

26-35 95 39.58%
35-45 70 29.17%

46 Above 45 17.86%

Total 240 100%

The table shows that between the ages of 18-23 years are 30 respondents representing 12.5 percent

while ages between 26-35 years are 95 respondents representing 39.58 percent any between the ages of

36-45 years are 70 respondents representing 29.17 percent and 46 and above years of the respondents

are 45 representing 18-75 percent .

PERCENTAGE OF RESPONDENTS BY GENDER

Gender No of Respondents Percentage of Respondents

Male 145 60.42%

Female 95 39.38%

Total 240 100%

The table shows that 145 of the respondents representing 60.42 percent are male staff while 95 of the

respondents representing 39.58 percent were female staff indicating disparity and gender bias.

PERCENTAGE OF RESPONDENTS BY QUALIFICATION

Qualification no of respondents Percentage

MSC/PHD 18 7.5%

HND/BSC 120 50%

NCE/OND 98 40.83%

SSCE 4 1.67%

FSLC -

Total 240 100%

The table shows that 18 of the respondents representing 75 percent were MSC/PhD degree holders

while 120 of the respondents representing 50 percent were HND/B.Sc. degree holders while 98 of the

respondents representing 40.83 present were NCE/OND degree holder while 4 respondents representing

1.67 percent were SSCE degree holders.

PERCENTAGE OF RESPONDENTS BY QUALIFICATION

Qualification no of respondents Percentage

MSC/PHD 18 7.5%

HND/BSC 120 50%

NCE/OND 98 40.83%

SSCE 4 1.67%

FSLC -

Total 240 100%

The table shows that 18 of the respondents representing 75 percent were MSC/PhD degree holders

while 120 of the respondents representing 50 percent were HND/B.Sc. degree holders while 98 of the

respondents representing 40.83 present were NCE/OND degree holder while 4 respondents representing

1.67 percent were SSCE degree holders.

 Does incentives and reward lead to workers productivity in private and public
sector organization in Cross River State?
Responses No of respondents Percentage

Agreed 173 72.08%

Disagreed 60 25%

Indifferent 7 2.92%

Total 240% 100%

Does promotion contributes to employee’s productivity in private and public sector

organization in Cross River State?

Responses No of Respondents Percentage

Agreed 226 94.17

Disagreed 14 5.83

Indifferent - -

Total 240 100%

DOES CONDUCIVE ENVIRONMENT CONTRIBUTE ON THE INPUT OF EMPLOYEES IN
CROSS RIVER STATE PRIVATE AND PUBLIC SECTOR?

Responses No of Respondents Percentage

Agreed 210 89.5

Disagreed 30 12.5

Indifferent - -

Total 240 100%

PRESENTATION AND INTERPRETATION OF RESULTS

Out of the 240 questionnaires distributed, all the 240 were properly completed and returned. The return

rate is (100%). The analysis is thus based on the responses from 240 staff of the private and public

sector,

Contingency table for expended frequency.

FO FE FO-FE (FO-FE)2 (FO-FE)2

FE

85 64.5 20.5 420.25 6.52

40 59.12 -19.12 365.57 6.18

4 5.38 -1.38 1.90 0.35

35 5.38 -20.5 420.25 7.57

70 55.5 19.12 365.57 7.18

6 4.62 1.38 1.90 0.41

X2 28.21

X2 =∑ (FO-FE)2
FE

DF = (R-1) (C-1)
(3-1)(2-1)
(2)(1) = 2
With significant level of 0.5 at 5.99.
Decision rule.
The result of the data analysis as presented above indicate that the calculated chi-square value of 28.21

is greater than 5.99 at 0.05 level of significance with two (2) degree of freedom. Thus the null

hypothesis stands rejected to accept the alternative hypothesis which states that H 1: Incentives and

Reward has a significant impact on workers’ productivity. H2 Promotions has a significant

impact on workers’ productivity.

REACTIONS OF RESPONDENTS

Responses Senior Staff Junior Staff Total

Agreed 14 38 52

Disagreed 130 40 170

Indifferent 7 11 18

Total 151 89 240

Contingency table for expected frequency

FO FE FO-FE (FO-FE)2 (FO-FE)2

FE

14 32.72 -18.72 350.44 10.71

130 106.96 23.04 530.84 4.96

7 11.32 -4.32 18.66 1.65

38 19.28 18.72 350.44 18.18

40 63.04 -23.04 530.84 8.42

11 6.68 4.32 18.66 2.71

X2 46.71

X2 =∑ (FO-FE)2
FE
Calculated chi-square value of 46.71
F =( R-1) (C-1)
(3-1) (2-1)
(2) (1) = 2 with significant level of 0.05 at 5.59.

Decision Rule

The result from the data analysis of the above table shows that the calculated chi-square value of

46.71 is greater than 5-99 at 0.05 level of significance with two degree of freedom hence the null

hypothesis stands rejected for the alternative hypothesis which state that there is a significant
relationship between promotion and job security of employees in Cross River state

private and public sector.

There is no significant relationship between conducive environment and job

performance of employees in Cross River State private and public sector.

REACTIONS OF RESPONDENTS

Responses Senior Staff Junior Staff Total

Agreed 14 38 52

Disagreed 130 40 170

Indifferent 7 11 18

Total 151 89 240

Contingency table for expected frequency

FO FE FO-FE (FO-FE)2 (FO-FE)2

FE

14 32.72 -18.72 350.44 10.71

130 106.96 23.04 530.84 4.96

7 11.32 -4.32 18.66 1.65

38 19.28 18.72 350.44 18.18

40 63.04 -23.04 530.84 8.42

11 6.68 4.32 18.66 2.71

X2 46.71

X2 =∑ (FO-FE)2
FE
Calculated chi-square value of 46.71
F =( R-1) (C-1)
 (3-1) (2-1)
(2) (1) = 2 with significant level of 0.05 at 5.59.
Decision Rule

The result from the data analysis of the above table shows that the calculated chi-square value of

46.71 is greater than 5-99 at 0.05 level of significance with two degree of freedom hence the null

hypothesis stands rejected for the alternative hypothesis which state that there is a significant

relationship between conducive environment and job performance of employees in

Cross River State private and public sector..

SUMMARY OF FINDINGS
The results of the analysis was presented on tables and the results showed that
Incentives and rewards leads to job satisfaction of employees which in turn result
to high productivity, incentives and rewards can be on either of the following
forms: A night out, free lunch, flexible hours, special bonuses, company cars,
cash awards, health insurance discount, business cell phone and gym
membership. Employees who are properly motivated put in their best into the
job which is being notice in their improve output.

Promotions contribute to job security of employees and lead to high productivity,

employee who find his/her job secure, will put in the best effort which can be
seen in improved productivity.

On the other hand, it was discovered that incessant sack, and penalties
employed by the company does not help the organization productivity as this
threat put fear on the employees.

Good working environment, promotions, financial allowances and trainings, are

coercion in forms to improved productivity.

CONCLUSION

The researcher therefore concluded from his findings that the Impact of

motivation on workers’ productivity is of paramount important to the

organizations .In order to meet up with the current dynamic rate of the business
trends, the management of public and private sector should try as much as

possible to adopt good and positive motivational techniques to increase the

moral of the workers towards productivity.

Finally, they should seek for various ways of improving productivity in their company by

finding out the impact, causes or problems associated with motivation. Meanwhile, for

the workers to be motivated, the management must posse good quality and personal

value which will help them to identify those things that motivate their staff and apply

them properly.

RECOMMENDATIONS

The researcher strongly recommended that both the management of Cross River

University of Technology and Cross River State Water Board should adopt

incentives and rewards as a measure to encourage employees to put in their

best to work, as well as Pensions Alliance Limited and Leadway pensure PFA

should adopt incentives and promotions of the employees as this will enhance

improve productivity.

This will psychologically satisfy a person, it will also shape the behavior or

outlook of subordinate towards work, it will also inculcate zeal and enthusiasm

towards work, to get the maximum of their capabilities so that they are exploited

and utilized maximally.

Therefore, management has to offer the following two categories of incentives to

motivate employees: Monetary incentives this satisfies the psychological needs,

the security and social needs of employees. And Non-monetary incentives this

are the non-financial incentives which can satisfy the ego and self- actualization

needs of employees, this ranges from security of service, praise or recognition

and suggestions scheme.

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