Productivity and total quality experts
tell us that we need smarter; not harder. While it is true that a sound
education appropriate skins training are necessary if one is to work
smart, the process does not end there.
Today's workers need instructive and
supportive feedback, as well as "desired motivation" if they are to
translate their effort is to be adequate rewarded.
Motivational systems have limited
meaning that· excludes many kinds of inducements offered to people at
work. They do not include; wages and salary, 'payment and merit .pay,
overtime payment, pay for holiday work or differential. According to
Motivation is a thing that is given or
receive for doing something good or working harder, in this case, we
have to look at both monetary and non-monetary read. Also, motivations
are given to employees as an inducement towards their performance on the
job it is an additional payment that would put a smile on the face of
It also serves as bonuses given in
exchange for a job properly done. This is inducement, which is aimed at
motivating the workers and encouraging them to work harder and smarter,
Motivation whether monetary or
non-monetary are motivators. However, monetary rewards are external
while that non-monetary are internal. Idowu (2000) however, affirmed
that motivational system in an organization goes a long way to determine
job satisfaction and performance, the amount the quality, the value,
and the distribution of rewards as well have impact on job performance. A
good manager heeds to take these factors into consideration when
designing and distributing rewards that motivate workers in an
Kreitner, Kinicki and Buelens (2002)
write that motivation s are ever present and always controversial
features of organizational life. Some employees see their jobs as the
source of pay cheques and little else. Others derive pleasure from their
jobs and association with co-workers even volunteer donate there to
charitable organization. Such as the Red Cross, walk away with
motivation in the form of social recognition and the pride of having
given unselfishly their time. Hence, the subject of organizational
motivation includes, but goes far beyond monetary compensation.
For any organization or company that desires to motivate its employees "fire-fighting approach" is
counter-productive and should be discouraged. It gives room for in
security and melancholy etc because; the progress of the organization
would seek ways of translating into their own fortune, workers seem to
be greatly concerned with the running of the organization.
Hence, customers and owners interest are
guaranteed only when the climate for high productivity; is favourable;
therefore the management of any organization should recognize the fact
that motivation at work place is a total concept and as such should be
seen from a universal perspective rather than from a parochial one. The
term reward management covers both the
strategy and the practice of pay
systems. Traditionally, personnel sections have been concerned with
levels and schemes of payments where as the process of paying employees,
the pay roll function has been the responsibility of the finance
departments. It incorporates other changes in pay administration system
and policy, including; decentralization of responsibility for setting
pay level, uniform appraisal schemes; flexible working practices and
performance related pay price (2004).
In additional, to treating motivation as
an expense, a manager also uses it to influence employee's behaviour
and improve organizational performance. The way workers are paid affects
the quality of their work: their attitude towards customers and their
willingness to be flexible.
1.1 STATEMENT OF THE PROBLEM
The main purpose of every organization
is profit maximization. All factors of production must be adequately
channeled to attain a particular goal for an organization to achieve
profit, man stands out among all the factors of production because he is
the one that puts all the other factors e.g. land, capital etc to use.
That's not withstanding, man's skill remains insatiable.
Motivation: towards improved performance
is achieved when workers are psychologically tuned to a positive
disposition, which can now leaf them to perform in a particular way. The
type of motivation a worker receives has a long way to determine his
dedication and efficiency in his work place. Also levels of rewards and
the motivating factors vary from one employee to the other as well from
organization to organization.
Also, deposits huge investment of· time
and money for organizational reward systems often desired motivational
impact· which is not achieved. This is as <:- result or two much
emphasis on monetary rewards.
1.2 OBJECTIVE OF THE STUDY
The objectives of the study are:
1. To examine if rewards system can contribute to workers performance services.
2. To examine whether the lengths of services has any influences on organization motivational system.
3. To examine whether job status has any influence on organizational motivation.
4. To examine whether' good reward motivations attract and return talented workers.
1.3 RESEARCH METHODOLOGY
This study includes' primary and
secondary methods. The primary method is the use of interview as well as
the questionnaire method of sourcing for relevant information. While
the secondary source includes library research, where articles in
journals, texts and relevant publications can gathered.
Again, descriptive statistics will be
used to analyze data collected for the study. Also, to test the
hypothetical statement stated for this study, chi-square statistical
techniques would be used. The chi-square formula is given as:
X2 = ?(O-e)2
Where O = observed frequency
e = Expected frequency
Degree of freedom (r-1) (1- 1)
Where r = number of row.
c = number of columns
To calculate the expected value, the formula is given as:
C = Row total x column total
1.4 RESEARCH QUESTIONS
1. Does motivation contribute to workers efficiency?
2. Do gender sensitivity influence organizational reward System?
3. Do length of services have any influence on organizational motivation?
4. Do job status have any influence on motivation to an organization?
5. Can good reward system attract and retain talented workers?
1.5 STATEMENT OF HYPOTHESIS
The statement of hypothesis can be stated as follows:
Ho: There is no significant relationship between motivation and employees performance.
Hi: There is a significant relationship between motivation and employees performance.
1.6 SCOPE AND LIMITATION OF THE STUDY
The scope of the study covers all
aspects organization's motivational system. It also covers' the
responsibilities assigned to individual In the organization. The study
will be limited to the activities of workers in the Nigerian Ports
1.7 RELEVANCE OF THE STUDY
The study is aimed at examining the
significant roles played by motivation in an organization. "It is our
expectation that the results of our findings would sensitize the
management of an organization on the need to constitute a good
motivation in their profile.
1.7 ORGANISATION OF THE STUDY
This study is divided into five (5)
chapters. Chapter one contains the introduction of the study. Chapter
two examines the review of literatures while chapter three contains the
theoretical framework of the study: Chapter four focuses on data
presentation and interpretation. Chapter five contains the summary,
conclusion and recommendation.
Idowu O.F (2002) Managements Behaviour and Performance In Organization, Nigeria: Segeprints.
Kreitner R, Kinicki A. and Buelens M. (2002) Organizational Behaviour,
London: McGraw-Hill Publishing Company.
Obisi (1996) Personnel Management, Ibadan: Jackbod Enterprises.
Price, A (2004)
Human Resources Management In a Business