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According to Rajput (2011), the term motivation is derived from the Latin word “Movere,” which simply means “to move.” They defined motivation as “an individual’s desire to exhibit the behaviour and reflects a willingness to expend effort.” Extrinsic and intrinsic motivation are two types of motivation.

External factors that can be assessed in monetary terms, such as compensation and perks, promotion, and disciplinary action, are examples of extrinsic motivation. Extrinsic motivators can have an immediate and powerful effect, but they do not always sustain.

Intrinsic motivation refers to internal characteristics such as job satisfaction, responsibility, freedom to act, opportunity to use and develop skills and abilities, demanding work, and opportunities for growth.

Intrinsic motivators associated with “workplace quality” are more likely to have a deeper and longer-term impact. These two distinct dimensions of motivation are inextricably linked and cannot be viewed separately.


Although psychologists generally agree that man has a range of wants, there is much dispute on what these needs are and their relative importance (Van Rooyen, J. 2006).

One of the fundamental issues in any organisation is how to motivate employees to work. Meeting people’s needs is part of motivating them to work. This is because the people who work in the organisation to meet the demands of the workers have an impact on their job happiness.

Employees’ motivation to work might be influenced by their job happiness. People are motivated by several variables at different times, according to Wilkinson et al (2007). The first component is a combination of individual judgements of other people’s expectations of them and their own expectations of themselves.

This occurs because people arrive at work with varying expectations. This is why, to the greatest extent feasible, a compromise must be established between organisational objectives and individual desires (Sulcas, P. 2007). The goal is to create a condition in which the person is motivated while the organisation achieves its goals.

The second aspect addresses self-image and idea issues, as well as life experiences and personality.

These factors must be positively motivated in the worker in order to produce proactive behaviour. This can be accomplished using a well-planned reward system, which is a sort of reinforcement aimed at changing people’s behaviour.

Those in positions of authority in organisations motivate employees primarily through positive reinforcement. Positive reinforcement increases beneficial consequences, which go a long way towards encouraging the repeat of specific behaviour (Adonisi, M. 2005).

As a result, it is critical for management to ensure

that they motivate their personnel to attain the organization’s aims and objectives. An organization’s management can encourage its employees if it is able to research the employee’s qualities and understand what motivates them to productivity.

In light of this, the purpose of this study is to examine employee motivation as a strategy for boosting organisational efficiency, utilising First Bank Plc as a case study.


The organisation exists to provide certain services. People are hired to assist the organisation in meeting its goals. Thus, in order to ensure that employees perform best towards the achievement of organisational goals, they must be motivated to work.

Meeting people’s needs is part of motivating them to work. The question of inspiring people is highly contentious.

Some people believe that extrinsic factors such as money, praise, and the quality of supervision and company policy can motivate people to work, while others believe that extrinsic factors such as advancement, job quality, recognition, and growth can motivate workers to productivity.

In light of these debates, the purpose of this study is to examine employee motivation in the workplace utilising First Bank Plc as a case study.

1.3 Objectives Of The Study

The following goals are hoped to be achieved by this research project:

To investigate the variables that encourage First Bank Plc personnel to perform well.

To investigate several strategies for inspiring employees to perform at First Bank Plc.

Determine the impact of motivation on worker productivity.

To identify the issues related to employee motivation at First Bank Plc.

To propose answers to such difficulties.

Finally, to increase people’s knowledge of organisational behaviour.

1.4 Research Questions

In light of the aforementioned issues, the following questions arise:

What incentives inspire employees to perform at First Bank Plc?

What are the methods for inspiring employees to be more productive?

Do motivational factors influence employees’ productive capacity?

What are the issues that are impeding employee motivation, and how may these issues be addressed in order to enhance productivity at First Bank Plc?

1.5 Research Theories

In this investigation, the following hypotheses will be tested:

Ho: Poor supervision will not increase worker productivity.

Hi: Employee productivity will be motivated by the quality of supervision.

Ho: A worker’s view of what he gets at work will not drive him to be more productive.

Hi: The perspective of what is attained in an organisation motivates a person to be more productive.

Ho: A worker’s view of the organization’s assessment policy will drive him to work more.

Hi: A worker’s view of an organization’s appraisal policy will not drive him to work more.

Ho: A worker’s happiness with the company’s fringe advantages will not drive him to work harder.

Hi: The employee’s pleasure with the company’s fringe perks will inspire him to work more.

1.6 Significance of the Research

This study will educate the organization’s management (particularly the organisation under study, First Bank Plc) on how to motivate its employees to be productive.

The outcomes of this study will pique people’s interest in further research into various aspects of motivation in the workplace, contributing to the body of knowledge on motivation as a phenomenon.

Finally, the study intends to broaden people’s understanding of organisational behaviour and human resource management.

1.7 Scope of The Study

This research looks at the effect of motivation on organisational productivity. The research will also look at the various motivational strategies and ideas and how they affect employee productivity in an organisation. The research will span ten (10) years of organisational performance.

1.8 Limitations of the Study

The study is limited to the elements that motivate employees.

and the impact on organisational productivity. The study does not take into account other variables and so is confined to the areas mentioned above. It also does not cover every sector of the Nigerian economy.

As the civil service is only one sector in Akwa Ibom state, the study does not investigate how these motivating factors work or influence productivity in other sectors.

1.9. Definition of Terms

In this study, the following terms were defined:

Productivity is the ratio of output or production capability of an organization’s workers. It is the link between the quantity of one or more inputs and the quantity of outputs from a specific process.

Employees: are workers in an organisation who contribute to the achievement of the organization’s aims. Employees are people who work for the organisation in this study.

Motivation is defined as “a decision-making process in which an individual selects desired outcomes and initiates appropriate behaviour.”

Adequate Motivation: These are factors (familiarity, concern, and driving force) that exist or are offered in a work scenario, either physically or psychologically, that affect the worker’s input and productivity level.

Intimacy: Intimacy, also known as familiarity, is a feeling of warmth and friendliness based on interpersonal relationships between people.

Consideration or Concern: Consideration or Concern refers to a condition in which both colleagues and management treat employees with understanding. In this instance, contact with workers has a personal and human touch.

Morale refers to the emotional and mental state of the worker.

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