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CHAPTER ONE

INTRODUCTION

1.1       General introduction

Motivation is one of the key elements in employee performance and productivity. Even when people have clear work objectives, the right skills, and a supportive work environment, they would not get the job done without sufficient motivation to achieve those work objectives. Mary (2000) refers to the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior as motivation. Motivation is one of the most contemporary issues in both public and private sectors management.  This is based on the understanding that motivation has a very significant role to play in the process of combining and utilizing organizational resources (men and materials) geared towards the accomplishment of organizational stated goals.  Researchers have consequently sought to explain how and why people behave the way they do and how they can be made to behave in a manner supportive of the organizational goals. The problem of employee motivations has occupied the minds of employers and captains of industries since ages.

Basic to any explanation of why people behave in a certain manner is a theory of motivation. As Jones (1959), cited in Lawler (1969), pointed out that motivation theory attempts to explain “how behaviour gets started, is energized, is sustained, is directed, is stopped and what kind of subjective reaction is present in the organism.” The theory of motivation that will be used to understand employees‟ performance is “expectancy theory” (Vroom, 1964 as described by Robbins (1998). The expectancy theory used is based upon Lawier and Porter (1967), Porter and Lawier (1968) as quoted by Robert and Hunt (1991). According to this theory, an employee’s motivation to perform effectively is determined by two variables. The first of these is contained in the concept of an effort-reward probability. This is the individual’s subjective probability that directing a given amount of effort toward performing effectively will result in his obtaining a given reward or positively valued outcome. This effort-reward probability is determined by two subsidiary subjective probabilities: the probability that effort will result in performance and the probability that performance will result in the reward (Lawler, 1969). Robins (1998) explained thus, “Vroom refers to the first of these subjective probabilities as an expectancy and to the second as an instrumentality. The second variable that is relevant here is the concept of reward value or valence. This refers to the individual’s perception of the value of the reward or outcome that might be obtained by performing effectively. Although most expectancy theories do not specify why certain outcomes have reward value, the reward value of outcomes stems from their perceived ability to satisfy one or more needs. Specifically relevant here is the list of needs suggested by Maslow that includes security needs, social needs, esteem needs, and selfactualization needs (Herzberg, 1987). The evidence indicates that, for a given reward, reward value and the effort-reward probability combine multiplicatively in order to determine an individual’s motivation. This means that if either is low or not existing then no motivation will be present. According to Lawler (1969), they illustrate a case of a manager who very much values getting promoted but who sees no relationship between working hard and getting promoted. To him, promotion does not serve as a motivator, just as it is not for a manager who sees a close connection between being promoted and working hard but who does not want to be promoted. In order for motivation to be present, the manager must both value promotion and see the relationship between his efforts and promotion‟ Thus, for an individual reward or outcome the argument is that a combination of its value and the appropriate effort-reward probability is necessary. However, an individual’s motivation is influenced by more than one outcome. Thus, in order to determine an individual’s motivation it is necessary to combine data concerned with a number of different outcomes. This can be done for an individual worker by considering all the outcomes he values and then summing the products obtained from multiplying the value of these outcomes to him by their respective effort-reward probabilities. According to this theory, if changes in job design are going to affect an individual’s motivation they must either change the value of the outcomes that are seen to depend upon effort, or positively affect the individual’s beliefs about the probability that certain outcomes are dependent upon effort (Vastano, 1985). Mullins (1999), in his book ‘’Management and Organisational Behaviour, distinguished between two kinds of rewards. As previously seen, the first types are those that are extrinsic to the individual. These rewards are part of the job situation and are given by others. Hence, they are externally mediated and are rewards that can best be thought of as satisfying lower order needs. The second type of rewards is intrinsic to the individual and stems directly from the performance itself. These rewards are internally-mediated since the individual rewards himself. These rewards can be thought of as satisfying higher order needs such as self-esteem and self-actualization.

Robert and Hunt (1991) go further to illustrate that these rewards involve such outcomes as feelings of accomplishment, feelings of achievement, and feelings of using and developing one’s skills and abilities.

Huczynski and Buchanan (2017) argued that “Motivation” is “A combination of goals towards which human be-haviour is directed; the process through which those goals are pursued and achieved and the social factors involved”. Luthans (1992) says, “Motivation is a combination of needs, drives and incentives. Motivation is defined as the process that starts with physiological or psychological deficiency or need that activates behaviour or a drive that is aimed at a goal or incentive”. Mullins (1999) says, “The underlying concept of motivation is some driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation”. Mullins also distinguishes between extrinsic motivation related to tangible rewards such as money; and intrinsic motivation related to psychological rewards such as the sense of challenge and achievement. There are inexhaustible definitions of motivation in various published works, articles, texts and journals by reputable fellows and organizations’ studying the concept „‟Motivation‟. The aforementioned definitions are just a few to illustrate the concept motivation as used in this work.

1.2 Background to the study 

There is general agreement among psychologists that man experiences a variety of needs, there is considerable disagreement as to what these needs are and their relative importance (Van Rooyen, J.  2016). One of the basic problems in any organization is how to motivate people to work. Motivating people to work entails, meeting their needs. This is because people working in the organization to meet workers needs affect the satisfaction, which the workers derive from their

job.

The satisfaction that the workers derive from their job can affect their motivation to work. People are motivated by various factors at different times, according to Wilkinson et al (2017) the first factor is the combination of the individual perceptions of the expectations other people have of them, and their own expectations of themselves. This happens because people come into work situations with various expectations. This is why a balance must be struck as much as possible between organizational objectives and individual aspirations (Sulcas, P.  2017). The essence of this is to ensure a situation where the individual is motivated while the organization is achieving established objectives.

The second factor deals with the issue of self-images and concepts as well as life experiences and personality.

These factors have to be positively motivated in the worker to yield proactive behaviour. This can be achieved through a carefully planned reward system, which is a type of reinforcement directed at modifying people’s behaviour.

Those who occupy management positions in organizations encourage employees basically through means of positive reinforcement. Positive reinforcement boosts favourable consequences that go a long way to encourage the repetition of particular behaviour (Adonisi, M.  2016).

It is therefore important for the management to ensure that they motivate their employees to achieve the set goals and objectives of the organization. The management of an organization can motivate its employees if it’s able to study the characteristics of the employee and know what actually motivate them to productivity.

It is in view of this that this study wants to look at motivation of employees as a tool for improving organizational productivity, by using the Guiness Nigeria plc as a case study.

1.3 Statement of the Problem

Organization exists for the purpose of rendering some services. For the organization to meet its objectives, people are employed in the organization in order to help the organization meet its objectives. Thus, in order to ensure that people employed in the organization perform optimally towards the realization of organizational goals, they need to be motivated to work.

Motivating people to work entails meeting their needs. There is a great controversy over the issue of motivating people.

Some people are of the view that such extrinsic factors like money, praise, and quality of supervision and company’s policy can motivate people to work, while others are of the view that such extrinsic factors, like advancement, quality of the job done by person, recognition and growth only may not motivate workers to productivity.

It is in view of these controversies that this study wants to look at the motivation of employees in the organization by using Guiness Nigeria plc as a case study.

 

1.4  Objectives of the Study.

The main objective of the study is to examine motivation as a means of increasing productivity in a business organization. Specifically, this research work hopes to achieve the following objectives:

1. To examine the factors which motivate employees to perform in Guiness Nigeria plc
2. To look at various techniques of motivating people to performance in Guiness Nigeria plc.
3. To ascertain the effect of motivation on worker’s productivity.
4. To identify the problems associated with the motivation of workers in Guiness Nigeria plc.
5. To suggest the solutions to such problems.
6. Finally, to improve people’s knowledge in this area of organizational behaviour.

1.5 Research Questions

It is in view of the above problems that the following questions arise:

1. What are the factors that motivate employees to perform in Guiness Nigeria plc?
2. What are the available techniques of motivating employees for higher

productivity?

3. Does motivation actually improve employee’s productive capacity in Guiness Nigeria plc?
4. What are the problems militating against employees motivation?

How can these problems of employees’ motivation be addressed in order to improve productivity in Guiness Nigeria plc?