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The influence of motivation on employee performance in the public sector.

The influence of motivation on employee performance in the public sector.

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ABSTRACT

Using the Ministry of Social Development as a case study, this project examines the effect of motivation on employee performance in the public sector as it relates to the accomplishment of organizational productivity. This study examines the efforts made by management to achieve the stated objectives. To achieve this objective, questionnaires and oral interviews were utilized to collect data, and four randomly selected employees from the entire organization served as the study’s participants. The study of the data revealed a considerable link between employee motivation and performance. The following conditions were established: personnel should be appropriately motivated by promotion and timely payment of entitlement and fringe benefit. Workers should be motivated by the provision of welfare facilities, such as housing and a conducive work environment, in order for staff performance to contribute effectively to the growth of the business.

FIRST PART

INTRODUCTION

1.1 CONTEXT OF THE STUDY

After the widespread Hawthorne investigations championed by Elton Mayo, the theory of motivation becomes more prominent. Prior to this era, the dominant approach in management science theory was to evolve – perfect organizational structure in order to enhance the organization’s productivity. It can be concluded from Hawthorne’s results that an organization’s production can only increase if its human elements are properly cared for. Others, remuneration or pay pocket, training and development, promotion and advances, leadership style and communication process in the organization, and a plethora of other elements are claimed to improve the morale of the staff (workers) and give individuals the drive to perform optimally. These elements comprise the organizational climate for motivation.

Similarly, motivation in management science refers to rewards and punishments that are consistent with the organization’s goals.

Recently, management theory, concepts, and practice have incorporated organization behavior modification (OBM). OBM, which was derived from the theory of behavior modification in psychology, has attained an unparalleled level of recognition among management scientists and is being implemented in commercial settings.

Reward and punishment in human resource management constitute variables that inspire employees to be productive. Therefore, the use of positive and negative reinforcement to change behavior has been incorporated into management science, and the “carrot stand for stick” method has been studied in management science. Therefore, they cannot, i.e. monetary incentives cannot solely drive employees to be productive. The stick, on the other hand, rather than recognizing the desired behavior, adopted success in repressing while encouraging undesirable behaviors like as rage, violence, and defiance.

Thus, management theorists that have embraced an approach to employee motivation find comfort in the “cannot” and stick paradigm. The model emphasizes that any employee whose output exceeds the standard rate should receive a bonus for his additional output. Conversely, any employee whose output falls below the standard rate should be punished with a variety of measures, including termination, suspension, demotion, withholding of salary or increment, and others.

In this study, performance is identical with production.

Unquestionably, employee performance issues constitute the basis of an organization’s motivational strategies. In addition to the aforementioned, it is important to note that in the vast majority of public and private firms, employee performance is dependent on the fourth-ranked motivators. Specifically, the acceptance accomplished by management scientists is being implemented in commercial situations.

The staff’s performance and the organization’s efficacy are dependent upon the organization’s approach to employee motivation. Internal motivation is a mental activity conducted within oneself.

It is stated that Aiz’s knowledge of motivating elements accounts for the majority of employee performance.

External motivation, on the other hand, refers to those variables that are influenced by individuals (workers). They include variables that the organization will establish to drive employees to be productive, such as compensation, recognition for a job well done, federal working conditions or work environment, etc.

The preceding evidence suggests that an organization with a good orientation must have a good and well-articulated personnel policy. The substance of the policy should specify the reward that will drive employees to be productive.

In accordance with this tenet, every worker is inspired. Thus, a staff that is neither motivated nor productive constitutes organizational risk factors. In general, every member of staff is motivated in one way or another, but the degree to which some survive better than others is crucial. Variability encompasses their formulae, needs, tension, and disorganization, which leads to the development of a personnel program that meets and satisfies the many needs and desires of the workers.

Nasarawa state, well known as the home of solid minerals, was carved out of the ancient plateau state and is one of the 36 states that make up the federation of Nigeria on October 1, 1996, during the government of General Sani Abacha.

The state consists of 29 Local Governments and development zones with distinct ethnic nationalities but similar culture, history, and traditions. It belongs to the geopolitical region known as the middle belt. Benue, Kogi, and Abuja share shared boundaries with Kaduna and Plateau states in the north-west and south-west, respectively. Agriculture dominates the economy of Nasarawa state, which is nearly entirely dependent on traditional tools. The state’s population of root crops, cereals, and guilt crops demonstrates its strong agricultural potential. In addition, the state is rich in mineral deposits. However, despite the state’s agricultural and mineral resources, the people’s standard of living exhibits every symptom of poverty.

This is characterized by limited access to safe water, health facilities, limited access to agricultural inputs and implements, inadequate educational facilities, poor housing, limited income and wealth, severe material and social depression, and poor roads and road networking, all of which have limited the scope of agricultural production and commercial activities in the state.

In 1997, the ministry for social development, youth, and sports was founded in the former plateau state, which now consists of the plateau and Nasarawa states. The Nigerian federal republic is founded on the principles of democracy and social justice. The Nigerian constitution comprises provisions, establishes the aspirations of the Nigerian people in this respect, outlines other social goals, and specifies the responsibilities of the government and the population in pursuit of this goal.

Specifically, one of the fundamental provisions of the Nigerian constitution of 1979 is that “the security and welfare of the people must be the primary objective of the government” (Chapter II, section 14). (2).

Protection and enhancement of the people’s right to security, dignity, and well-being are the primary social objectives clearly outlined in the Nigerian constitution.

Government in Nigeria interprets relevant provisions of the country’s constitution as imposing an obligation to enact and enforce appropriate legislation aimed at protecting certain specific human rights and to formulate and implement appropriate programmes of action aimed at making the environment more conducive to the protection of human rights and dignity, the advancement of economic and social security, and the strengthening of the of all adivasis. In order to further the pursuit of national objectives in the social development sector, both the federal and state levels were required to form a ministry for social developments in order to achieve the specified objective.

It has always been in the fields of social welfare, employment opportunities for the trained, disabled self-help and mobilization, resettlement and model village scheme, competitive sport, voluntary organization, social development research and planning, social education and training, and resource mobilization for social development.

1.2 MENT OF PROBLEM

Low and poor performance among public officials has been attributed to a lack of job security-based incentive.

The performance of government economic agencies has not met expectations.

3. Incorrect job description

4. poor public servant work attitude

This motivational issue is not the employee’s fault. By providing feedback and guaranteeing its consistency, you provided employees with the means to inspire themselves to engage in the desired behavior.

1.3 THE REASON FOR STUDY

The goal of this study is to explore and evaluate the significance and impact of employee motivation on productivity. It is also intended to determine whether the ministry cares about the welfare of its employees and to give constructive suggestions for change.

1.4 PURPOSE OF THE STUDY

ü To assist people in rediscovering their actual passion for their profession, resulting in the highest quality work possible.

ü In order to increase employee engagement and performance

ü To acquire greater enthusiasm, fulfillment, and satisfaction with their standing.

ü To decrease irritation, stress, and increase acceptance and tolerance.

ü To strengthen customer and employee relationships.

1.5 of the Research

The research will be beneficial to researchers, students in higher education, other researchers conducting research on the same topic, and corporate organizations.

It allows the researcher to test and comprehend the effectiveness of motivation on the productivity of an organization’s workforce.

How employee motivation increases performance and company growth.

It will aid the student’s continued education in the area of motivation or study-related data and knowledge.

Additionally, the research will aid any corporate organization in

Identify the necessity for motivating their personnel, as well as the tools and methods for doing so. The advantages gained from

employees, as well as the impact of motivation on productivity, performance, and growth in the

organization.

1.6 METHODOLOGY

Utilizing relevant data and employing data collection procedures, the survey research approach will employ relevant information. The data collection instrument will be a combination of a questionnaire and an interview, as respondents will have diverse backgrounds in data collection approaches. And the numerous data collection methodologies. To aid respondents in avoiding deviating from the question, the questionnaire approach with personal interview will be selected, as will the interview structure. The sampling population will consist of Lafia residents and respondents of varying ages (15 and older) who both fulfill income, educational, and motivational purposes.

1.7 FORMULATION OF HYPOTHESIS

The research hypothesis, which we have defined as the conclusion reached before or in advance of conducting the investigation, is typically characterized as true or false.

Typically, a hypothesis is given in two ways: null and alternative. Some individuals also refer to the alternative theory as the target or rival hypothesis.

HYPOTHESIS 1

The absence of a hypothesis

Ho: Financial incentives are not effective personal management tactics for boosting performance and output.

Different hypothesis

Hi: Monetary incentive is an effective human management strategy for boosting performance and output.

HYPOTHESIS 2

Zero

Organizational growth and development cannot be enhanced by the implementation of motivational tools that are successful.

Different

Hello: the appropriate deployment of motivational techniques can contribute to an organization’s growth and development.

1.8 SCOPE OF THE

The research focus will be restricted to the ministry for

Lafia social development headquarters, and it will span the period from 2005 to 2007. Taking into account the nature, size, and diversity of the ministry’s Lafia headquarters employees, this choice is not coincidental.

1.9 LIMITATION OF THE STUDY

Due to resource limitations, the scope of the study will fall short of what it should have included to be exhaustive.

Time constraints make it difficult to conduct an in-depth survey, and a substantial budget is required to develop and send the questionnaire, as well as drafts and finals. Due to the aforementioned limitation, the research was limited to social development in Lafia, despite the fact that it was intended to encompass all workers throughout the country.

1.10 DEFINITION OF TERMS

As the motivation of staff performance is essential to the success of every project in the public sector, it is crucial to understand the categories of organizational structure in order to increase the organization’s productivity.

Motivation is believed to be enhancing the staff’s (workers’) morale in addition to compensation or pay pocket, training and development, promotion and progress.

This term simply refers to an organization’s employees. Staff can refer to both skilled and unskilled laborers.

In economics, productivity is defined as the ratio of what is produced. Productivity is the efficiency of production as measured by some relationship between output and input. The total input of a certain output-input economics relationship.

MBO: (management by objective) MBO is a process in which management and subordinates collaborate in establishing goals, activities, and target dates, as well as evaluating performance in relation to predetermined objectives.

Incentives are moral or monetary factors that motivate individuals to work conscientiously.

ement is the process of accomplishing goals through people.

The influence of motivation on employee performance in the public sector.

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