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Chapter one

1.0 Introduction

Managers in all types of organisations are constantly confronted with the fact that there is a wide range of performance among their personnel. Some personnel consistently perform well, require little or no instruction, and appear to love what they do.

Other personnel, on the other hand, perform just marginally well, require constant care, and are frequently away from their workstations.

The causes for this disparity in performance are numerous and complex; some of the discrepancies could be attributed to specific human traits, such as personality, IQ, or ability. One may also include organisational variables such as the job, the supervisor’s style, or the organization’s reward structure as factors contributing to this discrepancy.

MOTIVATION is the central notion shared by all of these qualities. In recent years, practicing managers and organisational scholars have paid considerable attention to the problem of motivation in organisations. There are at least three fundamental reasons why motivation has emerged as a primary focus of attention.

1.1 Background of the Study

First, the ever-increasing external forces of national and international competition, as well as economic, social, technological, and governmental conditions, have forced management to develop and acquire new techniques and mechanisms in order to increase or maintain organisational efficiency and effectiveness.

This necessitates the efficient use of all of the organization’s resources, both financial and physical.

Second, and closely related to the first, there is an increasing emphasis on the organization’s human resources in terms of long-term development and progress.

Organisations had long thought of their human resources as a limitless labour pool, with regular changes occurring due to the endless availability of qualified personnel.

Managers are increasingly concerned with designing, inspiring, and maintaining effective tactics such as job design, objective-based management, and skill training.

Finally, people’s perceptions of the place have shifted significantly. Early managerial approaches viewed the individual worker as being a small “cog in the wheel” who is driven solely by money or financial incentives. Job challenges, achievement, progress, and money are just a few of the variables that encourage workers to perform well.

As a result, one may define motivation in terms of external behaviour. Motivated people work harder to achieve their goals than unmotivated people.

In essence, motivation is the process of seeking to bring along one’s entire workforce by implementing incentives and other methods that can drive employees to do better at their tasks.

It is an inner drive that motivates people to act in specific ways. It is associated with incentives, which might take the shape of tangible items such as praise or the reorganisation of a work well done.

A manager’s principal responsibility is to encourage individuals to participate in activities that contribute to the mission and goals of an enterprise, as well as any department or other organisational unit within it.

Clearly, guiding people’s activities in the intended direction necessitates a thorough understanding of the manager’s abilities, as well as what motivates them.

1.2 Scope of Study

This research will look at organisational behaviour and performance, as well as the theory that because individual workers have unlimited resources, they are only motivated by economic concerns. And what managers need are strategies for acquiring, motivating, and retaining trustworthy resources in order to increase production.

Mismanagement has been identified as a significant barrier to organisational performance. This statement assumed that organisations needed to be managed successfully and efficiently, because management principles are meaningless unless they serve to develop better managers. There will be an increase in organisational profit if an organisation puts up its utmost effort.

When employees join an organisation, they carry with them a set of wants, needs, desires, and past experiences that combine to generate job expectations; hence, before a person may have job satisfaction, his job expectations must be met. This explains why employees should identify and meet such job expectations so that they can perform at their full potential.

Some of the aforementioned demands are bodily, while others are psychological and social values, which are far more difficult to identify and satisfy because they vary greatly from person to person.

This primary rationale necessitates extensive research in this subject. A study conducted by Garry and Kenneth (1971) found that employees that are motivated desire additional work hours.

In light of the foregoing, this study is being undertaken to determine how motivation influenced people to give their all in order to attain their personal and organisational goals. It also seeks to assess the impact of motivation on employee performance in a corporate organisation.


– To investigate the several prominent theories of motivation and their impact on productivity.

– To investigate specific motivational strategies with a focus on job enrichment.

– Determine why morale is low in the overall performance of employees in corporate organisations.

– To determine whether motivation has an impact on worker performance in a commercial organisation.

– Determine whether management policy within the organisation contributes to the situation.

Finally, the purpose of this study is to examine the effectiveness of inspiring and developing employees as a means of eliminating poor job performance.

These determine the impact of skill acquisition, knowledge, behaviour, and attitude on workers’ ability to discharge responsibilities following motivation.


The goal of this project is to investigate the impact of various managerial motivational incentives on employee performance in an organisation (company). During the research process, numerous motivational theories will be examined in combination with their proponents.

1.5 Limitations of Study

It is worth noting that the writer of this project is a business administration student rather than an expert. As a result, it focuses solely on understanding motivation. It is crucial to note that there are numerous textbooks that deal with the topic of the effect of motivation on employee performance

leaving the writer with the daunting challenge of having much more direct materials to draw on. The writer is constrained in how to limit their varied literature within the context of an ordinary National Diploma degree project limitation, as well as a lack of funds to prevent incurring more expenses than necessary.

1.6 Definition of Terms

· Motivation is described as an incentive, stimulant, or inducement given to a worker to work gladly and efficiently.

Employees expect fair treatment, adequate salary, employment stability, and opportunities for advancement.

· PERFORMANCE: The action of carrying out a task.

· MANAGEMENT: Management involves defining objectives and analysing results to guide future actions. Management is the practice of combining scarce resources to achieve specific goals; management refers to the individuals who carry out the activity.

· MANAGERIAL: Managerial skills are essential for coordinating tasks with others. Managerial is associated with the role of a manager.

· MANAGER: A person responsible for managing a company or organisation.

· EFFICIENTLY: The ability to complete tasks efficiently and effectively, without wasting time, money, or energy.

· EFFECTIVENESS: Achieving desired outcomes.

· ADVANCEMENT: Professional growth and knowledge expansion.

· TASK: A required task, particularly one that is tough, unpleasant, or must be completed on a regular basis.

· PSYCHOLOGICAL: Refers to how people’s minds function and how this influences their actions.

· DRIVES: A drive is an action that motivates people to achieve their goals.

· GOALS: Something you want to achieve in the future.

· TOOL: A tool is a piece of equipment or talent that helps complete a task.

· THEORY: An notion or combination of ideas designed to explain something about life or the world, especially if not yet shown to be correct.

· RESPONSIBILITY: A obligation to be in charge of or look after something, so that you make decisions and can be blamed if something bad happens.

· THEORIST: Someone who develops concepts within a specific subject that explain why certain things happen.

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