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Chapter one

1.0 Introduction

1.1 Background of the Study

There is a widespread belief that man has an inherent predisposition to be lazy when it comes to work, and that circumstances drive him to work. This concept of man continues to impede societal development despite plentiful people and material resources, resulting in low productivity.

Low productivity is a problem that persists in many civilizations, particularly in developing countries, despite continued attempts. A lot of money, energy, and time is wasted, which if effectively utilised would result in higher productivity levels and thus greater income from societies for the production of goods and services to meet human needs.

Thus, when human resources are used little and maximum production is achieved, the organization’s goals and preset objectives linked with these productive activities are met.

The amount to which these human resources are efficiently utilised is largely determined by various elements, all of which play an essential part in the creation of products and services.

Organisations, regardless of their nature, structure, or capabilities, always strive to achieve their predetermined corporate objectives. Otherwise, the organization’s survival will be more of a dream than a reality.

The success of an organisation is frequently measured by the extent to which its employees are capable, dedicated, committed, and motivated, though this can be said to be independent of the workers’ attitude and morale in terms of their commitment and dedication to carrying out their oversight responsibilities.

Land, labour, and entrepreneurship are the fundamental components of all productive activities. Entrepreneurs and workers are both human, and as such, they play critical roles in every profitable organisation.

They use the other components to achieve the enterprise’s aim. It follows that humans play an important role in any system, particularly in industrial organisations.

For this reason alone, they should be given special treatment in order to contribute effectively and efficiently throughout productive operations.

However, in Nigeria and other developing countries, poor productivity is a recurring phenomena due to the physical and psychological challenges caused by the need to identify how these problems might be remedied, which will lead to increased organisational production. It is then vital to improve employee motivation in order to achieve worker effectiveness and efficiency at various workplaces.

Abiola (1992), one wonders what the essential prerequisites for worker productivity are. Although this question cannot be addressed definitively, motivation, among other aspects, is vital in increasing employees’ levels of job dedication in an organisation, which invariably leads to higher production.

One of the primary goals of an organisation is to increase worker productivity, which is one of the job performance indicators. (Borgmann 2004).

Greguras (1996) defines job performance as the amount to which an organisational member (employee) contributes to the achievement of the organization’s goal of thriving. According to Luthan (2006), if you expect the best from your employees, they will give you their all.

On the other side, if you expect little from them, they will give you minimal performance in return, which Man zone and Brasseux (2004) refer to as the “set up to fail syndrome.” Many people believe that their bosses do not recognise or reward their hard work, which has led to a reduction in motivation.

Employees feel overlooked when there is a lack of communication, feedback, and feedback from their bosses, which prevents them from working to their full potential.

Employee motivation, on the other hand, can be characterised as an internal zeal that is employed as part of management methods and tactics to influence people’ behavioural attitudes towards their work.

Luthans (1998) defines motivation as the process that arouses, energises, directs, and sustains behaviour and performance. That is the process of motivating individuals to take action and achieve a desired result.

Motivating individuals is one approach to get the most out of them. There are numerous variables that comprise motivational concepts or aspects. This includes money, promotions, bonuses, and a positive work atmosphere, among other things.

1.2 Statement of Problems

The management of people at work is an essential component of the management process. Understanding the fundamental relevance of people in an organisation requires acknowledging that the human element and the organisation are inherently linked.

Some leaders or managers fail to recognise that employees must be sufficiently motivated to ensure that they do what is expected of them on time and with less supervision, so that both individual and organisational goals can be achieved efficiently and effectively with little conflict.

However, the current situation in environments where labour supply exceeds demand, as well as the need to find long-term solutions to the unproductive nature of public servants in government establishments or parastatals, the concept of motivation must be critically examined in order to reveal some problems.

Inadequate employee incentive policies, along with a lack of dedication, discipline, and loyalty on the part of the motivated personnel. Incentives such as housing, self-esteem, and ego can significantly motivate employees.

The question now is whether each organisation has enough money to carry out its housing programme. When a worker is not motivated, he or she is less likely to work.

Another issue is that workers often despise working for dictatorial leaders that show little or no concern for their employees. Workers perform poorly when they do not have enough training and development. All of these factors, among others, motivated me to conduct this research.

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