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Chapter one

1.1 Introduction

Employee motivation has always been a primary concern for managers. Organisational Unmotivated individuals are more likely to put in little or no effort at work, avoid the workplace as much as feasible, leave the organisation if given the opportunity, and create low-quality work.

Employees who are driven to work, on the other hand, are more likely to be persistent, innovative, and productive, producing high-quality work that they are eager to complete.

Many scholars have conducted extensive research on motivation, but the behaviour of groups of people to determine why every employee of a corporation does not perform at their best has been comparatively Ashibogwu (2008).

There are many possible answers to this question. The reality is that each employee is driven in their own unique way. Employers must get to know their employees well and apply a variety of motivational strategies depending on their individual interests and needs.

The dictionary Webster’s describes motivation as that within people that pushes them to act. This motivation varies amongst individuals. We can alternatively define motivation as the willingness to work at a given level of effort.

Current ideas suggest that motivation stems from needs, values, objectives, intents, and expectations. Because motivation comes from within, managers must foster and direct the motivation that their people already possess. Judge (2002).

Motivation originates from within, in the form of thoughts, beliefs, ambitions, and goals. Managers are the most interested in motivation studies because they can provide insight into why people perform as they do at work, and as a result, managers can learn how to improve worker productivity.

1.2 Statement of Problem

The researchers’ goal is to discover what drives all employees to perform at their peak and generate optimal company results at all times. The basic problem found is that many businesses have tried various incentive programmes to inspire their employees, but they have not worked for everyone in the organisation.

This is a huge issue for businesses these days because each employee’s company is based on the productivity of its employees. Judge (2002).

Motivating, like planning, organising, and controlling, is a conventional management component. Many managers participate in a variety of activities, including contests, rating of people, plants, shifts, teams, and departments, performance reviews, performance production, sales quotas, and commission payments.

All of these systems are installed in the notion that they would increase productivity. Some researchers believe it does the reverse. Instead of attempting to increase productivity through motivators (things outside of the task itself, such as promised rewards or incentives), management will benefit by examining the organisation as a whole.

Employers demand results. Without results, the organisation will not survive. Managing motivation is necessary for productivity. Richard (1998).

1.3 Aim of the Study

The following is the purpose of this study:.

· Analyse how motivation improves organisational productivity.

· Investigate the benefits gained by organisations from motivated personnel.

· Learn about the issues firms encounter when introducing motivation policies and how employees respond to them.

1.4 Relevant Research Questions.

The following is a list of questions that will be asked.

1. Is there a strong relationship between motivation and organisational productivity?

2. Does employees’ level of job motivation influence their job satisfaction?

3. What are the problems that organisations encounter when establishing motivational policies, and how do employees respond to motivational policies?

1.5 Scope and Limits of the Study

The scope of this study will be the impact of motivation on employee productivity in an organisation, with a focus on both junior and senior staff categories to sample their diverse viewpoints and make comparisons in the field of inquiry.

Indeed, there is no doubt that a study of this sort will have flaws; some of the study’s limitations will include time constraints, insufficient resources, a lack of access to information, and employees’ fear of the unknown, among others.

1.6 Importance of the Research Problem and Justification for Investigation

The significance of this study is that it will be needed to improve employee productivity at the workplace, to retain employees, and to help organisations establish a good coverage.

If an organization’s employees do not acquire this motivation, the organisation could lose large amounts of money customers or even go out of business. On the other hand, if such organisations’ employees are well trained and motivated by their employers, it could have a great income potential, ke

Many managers and leaders in our society would benefit from this research in determining what they need to do to successfully motivate their people to perform at their best.

Help managers grasp innovative tactics for motivating staff to obtain the best company results. There is a clear need for this study because many organisations are continually investing money on various approaches to enhance employee motivation.

However, the justification of this research is that it will go a long way to assisting management of most organisations in finding not only immediate but permanent remedies to the incidence of low productivity and also industrial disputes between management

and their employees who would have been satisfied from the motivational techniques employed by the organisation to address their needs and desires, thus improving the level of productivity and increasing organisational goa.

1.7 Definition of Terms

1. TRAINING: This is the methodical development of an individual’s attitude and skill behaviour pattern in order to perform satisfactorily in a certain task.

2. PERFORMANCE APPRAISAL: This is a formal examination of how people do their duties in comparison to predefined standards.

3. COMPENSATION AND REWARD: In English, compensation refers to the reimbursement of a loss or damage caused to someone in exchange for doing something beneficial. Compensation and reward are two phrases that have become popular in motivating and retaining personnel in an organisation.

4. MOTIVATION: This is the term used to describe the factors that act on or inside an individual to cause and direct conduct. It is also a process that begins with a physiological or psychological lack or need and then triggers behaviour that is motivated by a goal or incentive.

5. MANAGEMENT: According to Mary Parker Follet (1863-1933), management is the act of achieving goals via the use of people. This refers to officers who are responsible for supervising and controlling the work of others.

6. HUMAN RESOURCES MANAGEMENT: This term refers to policies, philosophies, and practices relating to the management of people inside organisations.

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