CHAPTER ONE

INTRODUCTION

1.1 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.

As a prelude to other parts of this study, this chapter will discuss the background upon which this

study was initiated, the statement of problems that led to this study, the Aim and Objectives of

the study. Others are Significance of the study, Scope of work, Research hypothesis and

questions, Limitation of the study and Definition of technical terms.

1.2 Background to the Study

1
Motivation is the drive within the individual as well as the external drive that leads to the

achievement or accomplishment of a goal, the drive to achieve a goal or to set a goal such as

needs, wants and desires and internal forces achievable. A child for his own sake may not want

to learn because there is no apparent immediate benefit to be derived from learning. In other

words, he cannot see why he has to learn (negative attitude) for a child to develop the attitude

and willingness to learn, there must be sort of motivation.

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. 2006). 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 (2007) 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. 2007). 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

2
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. 2005).

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 Federal Ministry of information as a case

study.

1.3 Statement of 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

3
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 Federal Ministry of information as a case study.

1.4 Objectives of Study

The aim of the study is to scrutinize the Motivation as Instrument for Achievement of

Productivity in an Organization using Federal Ministry of Information Abuja as a case study. In

achieving this aim, the following specific objectives were laid out as follows:

1. To examine the factors which motivate employees to perform in Federal Ministry of

Information

2. To look at various techniques of motivating people to performance in Federal Ministry of

Information.

3. To ascertain the effect of motivation on worker’s productivity.

4. To identify the problems associated with the motivation of workers in Federal Ministry of

information.

5. To suggest the solutions to such problems and improve people’s knowledge in this area of

organizational behaviour.

1.5 Research Questions

The study came up with research questions so as to be able to ascertain the above stated

objectives. The specific research questions for the study are stated below as follows:

 What are the factors that motivate employees to perform in Federal Ministry of

information?

4
 What are the available techniques of motivating employees for higher productivity?

 Does motivation actually improve employee’s productive capacity in Federal Ministry of

Information, Abuja?

 What are the problems militating against employees motivation?

 How can these problems of employees’ motivation be addressed in order to improve

productivity in Federal Ministry of information?

1.6 Research Hypothesis

In order to pursue the objective of this study, the following generalized statements have been

designed to guide and aids in obtaining the result for the experiment to be conducted. For this

work, the null hypothesis will be represented with H0 while the alternative hypothesis will be

represented with hypothesis H1.

Hypothesis One

 H0: The quality of supervision will not motivate workers productivity.

 H1: The quality of supervision will motivate workers productivity.

Hypothesis Two

 H0: A worker’s perception of what obtained in his organization will not motivate him to

greater productivity.

 H1: A worker’s perception of what is obtained in his organization will motivate him to

greater productivity.

Hypothesis Three

 H0: A worker’s perception of organizational appraisal policy will motivate him to greater

productivity.

5
  H1: A worker’s perception of organizational appraisal policy will not motivate him to

greater productivity.

Hypothesis Four

 H0: The worker’s satisfaction with its fringe benefits will not motivate him to greater

productivity.

 H1: The worker’s satisfaction with its fringe benefits will motivate him to greater

productivity.

1.7 Significance of Study

The following are the relevance of the study which are stated as follows:

1. This study will contribute to making the workplace meaningful and exciting, because

motivated workers will bring about improved organization performance.

2. It will educate the management of organizations (especially the organization under study,

Federal Ministry of information) on how to motivate their workers to productivity.

3. The findings of this study will generate people’s interest in researching into other areas of

research on motivation and performance in the workplace.

4. Finally, the study hopes to enrich people’s knowledge in this area of organizational

behaviour and management of people in the organization.

1.8 Scope of Study

This study is on impact of motivation on organizational productivity. The study will also cover

the various techniques of motivation and theories of motivation as they impact on employees’

6
productivity in an organization. The study covers a period of ten (10) years of organizational

performance, 2004-2014.

1.9 Limitations of the study

During the course of this study, many things militated against its completion, some of which are:

1. Time Constraint: The time frame given to accomplish this project was very short due to

school academic calendar and it was carried out under pressure which made the

researcher not to implement some necessary features.

2. Research material: availability of research material is a major setback to the scope of

the study.

3. Frequent power failure: This made the researcher append more money on fuel to ensure

sustainable power.

4. Financial Constraint: Insufficient fund tends to impede the efficiency of the researcher

in sourcing for the relevant materials, literature or information and in the process of data

collection (internet, questionnaire and interview).

1.10. Definition of Terms

The following terms were defined as used in this study:

Productivity: Is the ratio of output or production capacity of the workers in an organization. It is

the relationship between the amount of one or more inputs and the amount of outputs from a

clearly identified process.

Employees: Are the workers in an organization, working for the accomplishment of the

organizational goals. In this study, the employees are those staffs of the organization.

7
Motivation: Motivation is a decision-making process, through which the individual chooses the

desired outcomes and sets in motion the behaviour appropriate to them”.

Adequate Motivation: These are factors (familiarity, concern and driving force), which exist or

are provided in a work situation either physically or psychologically which determine the input

and productivity level of the worker.

Intimacy: Intimacy or Familiarity could be described as the feeling of warmth and friendliness

based on interpersonal relationship among people.

Consideration: Consideration or Concern refers to a situation where both their colleagues and

managers treat staffs with understanding. In this case, there is both a personal and human touch

in dealing with workers.

Morale: Moral refers to staff emotional and mental level of zeal.

8
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter focuses on the review of related literature. A literature review includes the current

knowledge as well as theoretical and methodological contributions to a particular topic. It

documents the state of the art with respect to the topic you are writing. It surveys the literature in

the topic selected. In this research work the literature review includes the Conceptual Review,

Theoretical Framework of Motivation, Motivational Factors Influencing the Productivity,

Overview of Motivation and Organizational Productivity, Motivational Strategies to Encourage

Productivity, Managerial Implications of Motivation and Empirical Review.

2.2 Conceptual Review

A simple definition of motivation is that which makes people put real effort and energy into what

they do. Any discussion of motivation should begin with the definition of its subject matter. One

may expect the motivational theories to be the perfect place to look for a generally agreed upon

definition. The inquisitive reader will find, however, that the field of motivation is characterized

by an abundance of different theoretical frameworks and models that make it difficult, if not

impossible, to identify similarities and differences. Kanfer (1990) surveyed over 30 theories

specific to work motivation; and recently, Clark (1998) reviewed over 40 research-based theories

9
of motivation. However, the number of proposed definitions by far surpasses the number of

theories. For example, Kleinginna and Kleinginna (1981) listed 98 definitions of motivation from

which they synthesized their own physiological definition with emphasis on process-restrictive,

vector and phenomenological aspects. The large number of different operational definitions can

lead to different conclusion about the phenomenon of interest (Kazdin, 1998). Most workers in

the field of motivation define motivation in their own terms. As a result, individual research

efforts overlap only little. Although viewing a particular phenomenon from many different

perspectives may not be a drawback by itself, in the case of motivation research the point can be

made that much of the research effort has not resulted in an increased understanding of

motivated behaviour. Within the work motivation literature, we can find some general

definitions. For example, Vroom (1964) proposed that the concept of motivation has to do with

the choices made by persons or lower organisms among alternative forms of voluntary activity.

Pinder (1998) views the motivation to work as a set of energetic forces that originate both within

as well as beyond an individual’s being, to initiate work-related behaviour, and to determine its

form, direction, intensity and duration. Other motivational theorists also operationalize

motivation as the direction, effort and persistence of behaviour, including Clark (1998), Ford

(1992), Locke and Latham (1990), Madsen (1961).

2.3 Theoretical Framework of Motivation

Psychologists have been exploring how to motivate employees since early in the last century and

a lot of knowledge on human motivation has been developed and widely applied. It should be

noted that job satisfaction is closely associated with motivation and some important motivational

theories are described below.

10
1. Roethlisberger and Dickson (1939) Classic Study on Worker Performance: The

unusual level of attention from managers and researchers motivated workers to high

performance because it fulfilled the workers’ previously unmet social needs. He

concluded that performance feedback and pay-for-performance were the specific

conditions that increased and maintained the high levels of performance. The fulfillment

of social needs is not needed to explain the performance changes.

2. Maslow Needs Hierarchy Theory (1954): To formulate a positive theory of motivation,

humans have innated hierarchical needs, lower-order needs (e.g., air, water, food and

shelter) that dominate their behaviour. Unmet needs create psychological tension that

energizes and motivates behaviour that will fill those needs? No practical tools predict and

control behaviour? People don’t inherently dislike work. People exercise self-direction

and self-control. Human beings learn to accept and seek responsibility. Management’s

methods of organisation and control need to recheck, establish short-term and long- term

goals, provide frequent feedback on progress, assessment and changes of goals, appraise

results.

3. Skinner Behaviour Analysis (1953): To predict and control behaviour person’s history

and current environment. Behaviour is function of environmental contingencies of

reinforcement, establishing operations such as deprivation or satiation. Establishing

operations and past consequences determine the direction, effort, and persistence of

behaviour. Vroom expectancy theory (1964) explains work behaviour (not the control of

it). Person must believe that there is a relation between performance and valued outcomes

(Instrumentality). People must see a relationship between how hard they try and quality of

11
 performance (Expectancy). The perceived outcomes, valence, instrumentality and

expectancy generate a force to exert different levels of effort in performance.

4. Adams Equity Theory (1965): Dissatisfaction and low morale, internal perceptions of

work environment causes people to form beliefs and attitudes; these cognitions, in turn,

instigate and direct various work-related behaviours (Pinder, 1998). Motivation is a

function of how a person sees self in comparison to other people. Feelings of inequity

cause tension — the greater the inequity, the greater the tension and the greater the

motivation to reduce it. Based on the result of the comparison a person may either work

hard or less,

5. Locke and Latham Theory of Goal Setting and Task Performance (1990): Explain

why some people work harder than others or perform better than others independently of

their ability and knowledge. Human action is directed by conscious goals and intentions.

Goals influence people’s choice of task and task performance. Goals are the basis for

motivation and direct behaviour, provide guidelines. Two conditions must be met before

goals can positively influence performance: First, person must be aware of goal and know

what must be accomplished. Second individual must accept the goal as something worth

willing to work. Goals have to be accepted (basic premise). Goals should be difficult and

specific. Goal setting and feedback of hard goals lead to greater effort and persistence than

easy goals, assuming that goals are accepted.

2.4 Motivational Factors Influencing the Productivity

Intrinsic/Extrinsic Motivation: According to a recent study, intrinsic motivation strengthened

the relationship between prosocial motivation and employee outcomes. The study claims that

employees experience prosocial motivation as more autonomous when intrinsic motivation is

12
high because intrinsically motivated employees feel that performing well is beneficial to their

own self-selected goals, as they enjoy their work and value the outcome of helping others.

Drawing on concepts from research on prosocial personality, prosocial motivation should be

pleasure-based rather than pressure-based, because employees feel volition, autonomy and free

choice in their efforts to benefit others by way of in-role and extra-role work performance when

prosocial motivation is accompanied by intrinsic motivation. When intrinsic motivation is low,

however, employees will experience prosocial motivation as more controlled because they do not

enjoy their work or benefiting others through their work. Then, prosocial motivation will be

better characterized as pressure-based and it possibly result in stress and role overload.

The psychological costs may impede or diminish any positive effects on work performance.

Extrinsic motivation is also important in performance of workers. Extrinsic motivation like pay,

wages, bonus and other incentives play a significant role in productivity of workers.

Cognition: Cognitive theories of motivation, on the other hand, suggest that our experiences

generate internal cognitions (such as desires and beliefs). These cognitions, in turn, determine

current performance (Clark, 1998; Ford, 1992; Maslow, 1954; Vroom, 1964). However, the

question arises: Where do cognitions come from? They are the results of past interactions with

our environment. For these cognitions to be useful, they must relate to the person’s environment.

We call people whose cognitions are not related to their environment, maladjusted, neurotic, or

schizophrenic. Cognitions are nothing more than our ability to describe particular reinforcement

contingencies of our own behaviour based on our own past experiences (Mawhinney &

Mawhinney, 1982).

13
Environment: Recent models of work motivation are addressing the role of the environment as

one determinant of behaviour. For example, Keller (1999) performance factors model includes

antecedents and consequences as influences on performance. Locke and Latham’s (1990) goal

setting theory centers around goals as antecedents and feedback as consequences of performance.

This focus on empirical events makes goal setting theory one of the more practical cognitive

theories of motivation that exists today. In summary, conceptualizing motivation as an internal

construct places the causes of behaviour inside the person. The environment provides the

backdrop against which motivational mechanisms and processes determine appropriate courses

of action.

2.5 Overview of Motivation and Organizational Productivity

It is a truism that employees are an organisation’s most valuable assets. This highlights the

importance of understanding the theory and application of motivation to manage human

resources (Amar, 2004). One then wonders what the basic prerequisites of workers’ productivity

are. Although this question cannot be answered with a definite statement, but among other

factors, motivation is important for enhancing level of job commitment of workers, which

invariably leads to a higher productivity of the workers. It is then necessary for motivation of the

workers in organisation to be enhanced in order to increase productivity. Productivity literarily

means the rate of power to produce, but productivity from the management or economic point of

view is the ratio of what is produced to what is required to produce it. Usually, this ratio is in

the form of an average; expressing the total output of some category of goods divided by the

total input of, say labour or raw material. In principle, any input can be used as the denominator

of the productivity ratio. One can speak of the productivity of land, labour, capital or sub-

categories of any of these factors of production. Simply put, productivity is the act of producing

14
or bringing into being commodities of great value or adding to the wealth of the world. It can be

used to measure the index of growth, efficiency, economic standard etc. On the other hand,

motivation is a word that is rather cumbersome to define in a meaningful manner. Adams and

Jacobson (1964) suggest that motivation deals with all the conditions that are responsible for

variation in the intensity, quality and direction of behaviour. From an organisation point of view,

motivation deals with everything that a manager knows or can use to influence the direction and

rate of individual’s behaviour towards commitment. An overwhelming amount of energy is

expended in trying to get people to do what we want them to do. We all have a task to motivate

ourselves to do what we think we should do. It is widely believed that when a worker is highly

motivated, this goes a long way in improving organisational productivity, effectiveness and

efficiency. Against this background it is necessary to look for a way through which the morale of

workers can be improved which will at the end, enhance job commitment with an improvement

on the standard of living of people, and increase in wealth of individuals and development of the

society. This study is therefore designed to find out the link between the extents to which various

motivation strategies encourage the workers to improve their job commitment and increase their

productive capacity.

2.6 Empirical Review

A few current studies related to motivation and productivity are mentioned here. Uwe and

Hartwig (2000) have examined the effects of a psychologically based management system on

work motivation and productivity. It is concluded that PPM (Participative Productivity

Management) helps to increase productivity mainly by increasing task and goal clarity, and that

increases in productivity can only be reached reliably when no competing system of performance

15
appraisal exists besides PPM. Wright (2002) has examined the role of work context in work

motivation (A public sector application of goal and social cognitive theories). The findings of a

covariance (LISREL) analysis of state government employee survey data suggested a few minor

modifications to this model; the results indicated that the theoretical framework can identify

specific leverage points that can increase work motivation and, therefore, productivity in the

public sector. Mehta, et al. (2003) studied the leadership style, motivation and performance in

international marketing channels (An empirical investigation of the USA, Finland and Poland).

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

In this chapter data sampling techniques, sampling size, methods of data collection, methods of

data analysis and site selection criteria will be discussed. The variables were analyzed by means

of percentages and simple table method. This technique permits inferences about observation and

are useful for testing the research propositions for generalization the propositions were tested by

descriptive statistical terms and detailed percentage was adopted for clear interpretation and

presentation.

3.2 Research Design

The researcher used descriptive research survey design in building up this project work the

choice of this research design was considered appropriate because of its advantages of

identifying attributes of a large population from a group of individuals. The design was suitable

16
for the Motivation as Instrument for Achievement of Productivity in an Organization using

Federal Ministry of Information Abuja as a case study.

3.3 Population of Study

Population of a study is a group of persons or aggregate items, things the researcher is interested

in getting information to assess the relationship that exists between the surveys of the language

of newspaper advertisement. A total of two hundred and forty (240) respondents formed the

population of the study.

3.4 Sampling and Sampling Technique

Sample is the set people or items which constitute part of a given population sampling. Due to

large size of the target population, the researcher used the Taro Yamane formula to arrive at the

sample population of the study.

n= N__

1+N (e)2

n: describes the sample size.

N: describes total number of populations of the area

e: describes maximum variability or margin of Error = 0.09.

1: describes the probability of the event occurring.

n= 240_______

1+240(0.05)2

n= 240_______

1+240(0.0025)

17
n= 240 / (1+0.6) = 240 / 1.6 = 150.

3.5 Validation of Research Instrument

The major research instrument used is the questionnaires. This was appropriately moderated. The

respondents were administered with the questionnaires to complete, with or without disclosing

their identities. The questionnaire was designed to obtain sufficient and relevant information

from the respondents.

The primary data contained information extracted from the questionnaires in which the

respondents were required to give specific answer to a question by ticking in front of an

appropriate answer, the questionnaires were administered to the respondents, however, some

respondents were asked the questions orally and their responses were noted in the questionnaire.

The questionnaires contained about 15 structured questions which were divided into sections A

and B.

3.6 Method of Data Collection

Data were collected from two main sources namely:

Primary source and Secondary source

1. Primary source: These are materials of statistical investigation which were collected by

the research for a particular purpose. They can be obtained through a survey, observation

questionnaire or as experiment; the researcher has adopted the questionnaire method for

this study.

2. Secondary source: These are data from textbook Journal handset etc. they arise as

byproducts of the same other purposes. Example administration, various other

unpublished works and write ups were also used.

18
3.7 Method of Data Analysis

The data collected was not an end in itself but it served as a means to an end. The end being the

use of the required data to understand the various situations it is with a view to making valuable

recommendations and contributions. To this end, the data collected has to be analyzed for any

meaningful interpretation to come out with some results. It is for this reason that the following

methods were adopted in the research project for the analysis of the data collected.

For a comprehensive analysis of data collected, emphasis was laid on the use of absolute

numbers frequencies of responses and percentages. Answers to the research questions were

provided through the comparison of the percentage of workers response to each statement in the

questionnaire related to any specified question being considered.

Frequency in this study refers to the arrangement of responses in order of magnitude or

occurrence while percentage refers to the arrangements of the responses in order of their

proportion.

The simple percentage method is believed to be straight forward easy to interpret and understand

method. The researcher therefore chooses the simple percentage as the method to use.

The formula for percentage is shown as.

% = f/N x 100/1

Where f = frequency of respondents response

N = Total Number of response of the sample, 100 = Consistency in the percentage of

respondents for each item contained in questions.

3.8 Questionnaire

19
Due to resource and time constraint, the research could not entertain large number of people in

case studies, in depth interviews and wider focus group discussions. Therefore, questionnaires

were used to fill the gap and support the representative sample to address as many individuals as

possible to help gather relevant firsthand information. Two different sets of questions were

prepared: close-ended and open-ended questions (see Appendix-A).

For those respondents who could not understand English, the questionnaire was prepared and

translated in to Amharic while asking them, so that the respondents could easily understand. The

items of the questionnaires were classified based on the objectives of the study.

3.9 Statistical Analysis

Demographic study of the Motivation as Instrument for Achievement of Productivity in an

Organization using Federal Ministry of Information Abuja as a case study was described using

descriptive statistics including percentages, and frequencies. All analysis was conducted using

SPSS version 11 software.

The statistical method was chosen to help in the interpretation of the data collected during the

investigation the null hypothesis (H0) stated in the first chapter was verified to determine it

accountancy or other wish the acceptance of the alternative hypothesis (H1) The chi-square (X 2)

distribution was chosen and this tested at 5% level of significance. Decision for the acceptance or

rejection of the hypothesis as stated in chapter one are as follows:

1. If X2 which is the critical value calculated less than the critical value tabulated accept the

null hypothesis (H0) But if critical value calculated is greater than critical value tabulated

you ejective null hypothesis and accept the alternative hypothesis.

20
Chi-square test is the goodness of fit test used to determine whether a significant number of

object or responses falling in each category and an expected number based on the null

hypothesis.

Chi-square is applied in the following situations.

a) When there are two variables drawn from independent samples each of which is

categorized in two ways e.g. Yes or No responses.

b) When the data are non-numeric, that is when the data are expressed in frequencies.

Chi-square is noted with X2, it is defined as

X2c = ∑Co-E)2
E

Where X2c = chi-square calculated

O = observed frequency

E = expected frequency.

CHAPTER FOUR

DATA ANALYSIS, RESULT AND DISCUSSION

4.1 Introduction

Efforts will be made at this stage to present, analyze and interpret the data collected during the

field survey. This presentation will be based on the responses from the completed questionnaires.

The result of this exercise will be summarized in tabular forms for easy references and analysis.

It will also show answers to questions relating to the research questions for this research study.

The researcher employed simple percentage in the analysis.

21
4.2 Presentation and Analysis of Data

The data collected from the respondents were analyzed in tabular form with simple percentage

for easy understanding.

A total of one hundred and fifty (150) questionnaires were distributed and 150 questionnaires

were returned.

The Socio-demographic Characteristics of the Respondents

This section deals with the description of the characteristics of all the respondents (150) involved

in the study by randomly selection of respondents from the study area. The characteristics of

respondents include age, gender, and educational state.

Section A

QUESTION 1: What is your name?

TABLE 4.1: Response of the respondent

Response Frequency Percent Cumulative Percent

Filled 83 55.33% 55.33%

Valid Unfilled 67 44.67% 100.00%

Total 150 100.00%

From the above table it shows that 55.33% of the respondents filled the section while 44.67% of

the respondents didn’t respond.

22
 Figure 4.1: Response of the respondent

QUESTION 2: Gender distribution of the respondents

TABLE 4.2: Gender distribution of the respondents

Response Frequency Percent Cumulative Percent

Female 79 52.67% 52.67%

Valid Male 71 47.33% 100.00%

Total 150 100.00%

From the above table it shows that 52.67% of the respondents were female while 47.33% of the

respondents were male.

23
 Figure 4.2: Gender distribution of the respondents

QUESTION 3: Age of Respondent

TABLE 4.3: Age of Respondent

Response Frequency Percent Cumulative Percent

21-30 86 57.33% 57.33%

31-40 43 28.67% 86.00%

Valid
41-50 21 14.00% 100.00%

Total 150 100.00%

From the above table it shows that 57.33% of the respondents were 21-30years, 28.67% of the

respondents were 31-40years and 14.00% of the respondents were 41-50years.

24
 Figure 4.3: Age of Respondent

QUESTION 4: Marital Status

TABLE 4.4: Marital Status

Response Frequency Percent Cumulative Percent

Single 76 50.67% 50.67%

Engaged 41 27.33% 78.00%

Valid Married 24 16.00% 94.00%

Divorced 9 6.00% 100.00%

Total 150 100.00%

From the above table it shows that 50.67% of the respondents were single, 27.33% of the

respondents were engaged, 16.00% of the respondents were married and 6.00% of the

respondents were divorced.

25
 Figure 4.4: Marital Status

QUESTION 5: Religious Identity

TABLE 4.5: Religious Identity

Response Frequency Percent Cumulative Percent

Christian 81 54.00% 54.00%

Muslim 47 31.33% 85.33%

Valid
Others 22 14.67% 100.00%

Total 150 100.00%

From the above table it shows that 54.00% of the respondents were Christian, 31.33% of the

respondents were Muslim, 14.67% of the respondents didn’t respond.

26
 Figure 4.5: Religious Identity

QUESTION 6: Ethnicity (Ethnic Group)

TABLE 4.6: Ethnicity

Response Frequency Percent Cumulative Percent

Yoruba 41 27.33% 27.33%

Hausa 35 23.33% 50.67%

Valid Igbo 55 36.67% 87.33%

Others 19 12.67% 100.00%

Total 150 100.00%

From the above table it shows that 27.33% of the respondents were from Yoruba ethnicity,

23.33% of the respondents were from Hausa ethnicity, 36.67% of the respondents were from

Igbo ethnicity, and 12.67% of other ethnic group respondents didn’t respond to the question.

27
 Figure 4.6: Ethnicity

QUESTION 7: Educational Status

TABLE 4.7: Educational Status

Response Frequency Percent Cumulative Percent

BSC 27 18.00% 18.00%

MSC 31 20.67% 38.67%

PHD 23 15.33% 54.00%

Valid HND 31 20.67% 74.67%

ND 26 17.33% 92.00%

Others 12 8.00% 100.00%

Total 150 100.00%

From the above table it shows that 18.00% of the respondents were BSC, 20.67% of the

respondents were MSC, 15.33% of the respondents were PHD, 20.67% of the respondents were

HND, 17.33% of the respondents were ND, and 8.00% of the respondents were others.

28
 Figure 4.7: Educational Status

QUESTION 12: Does motivation actually improve employee’s productive capacity in Federal

Ministry of Information, Abuja?

TABLE 4.12: Response of the respondent

Response Frequency Percent Cumulative Percent

Yes 92 61.33% 61.33%
Valid No 58 38.67% 100.00%
Total 150 100.00%
From the above table it shows that 61.33% of the respondents responded yes while 38.67% of the

respondents marked no.

29
 Figure 4.12: Response of the respondent

QUESTION 13: What are the factors that motivate employees to perform in Federal Ministry of
information?

TABLE 4.13: Response of the respondent

Response Frequency Percent Cumulative

Percent
Filled 89 59.33% 59.33%
Valid Unfilled 61 40.67% 100.00%
Total 150 100.00%
From the above table it shows that 59.33% of the respondents filled the section while 40.67% of

the respondents didn’t respond.

30
 Figure 4.13: Response of the respondent

QUESTION 14: What are the available techniques of motivating employees for higher
productivity?

TABLE 4.14: Response of the respondent

Response Frequency Percent Cumulative Percent

Filled 63 42.00% 42.00%
Valid Unfilled 87 58.00% 100.00%
Total 150 100.00%

From the above table it shows that 42.0% of the respondents filled the section while 58.0% of the

respondents didn’t respond.

Figure 4.14: Response of the respondent

QUESTION 15: What are the problems militating against employees motivation?

TABLE 4.15: Response of the respondent

Response Frequency Percent Cumulative Percent

Filled 66 44.00% 44.00%
Valid Unfilled 84 56.00% 100.00%
Total 150 100.00%

31
From the above table it shows that 44.0% of the respondents filled the section while 56.0% of the

respondents didn’t respond.

Figure 4.15: Response of the respondent

QUESTION 16: How can these problems of employees’ motivation be addressed in order to
improve productivity in Federal Ministry of information?
TABLE 4.16: Response of the respondent
Response Frequency Percent Cumulative Percent
Filled 91 60.67% 60.67%
Valid Unfilled 59 39.33% 100.00%
Total 150 100.00%
From the

above table it shows that 60.67% of the respondents filled the section while 39.33% of the

respondents didn’t respond.

32
 Figure 4.16: Response of the respondent

4.3 Test of Hypotheses

Hypothesis One

H0; The quality of supervision will not motivate workers productivity

H1; The quality of supervision will motivate workers productivity

Table I: The quality of supervision will not motivate workers productivity

Response Observed N Expected N Residual

45 37.5 7.5
Agreed
55 37.5 17.5
strongly agreed
31 37.5 -6.5
Disagreed
19 37.5 -18.5
strongly disagreed
Total 150

33
Figure I: The quality of supervision will not motivate workers productivity

Test Statistics

The quality of supervision will not motivate workers productivity

Chi-Square 19.331a
Df 3
Asymp. Sig. .000

a. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency is

37.5.

Decision rule:

The researcher therefore accepts the null hypothesis which states that the quality of supervision

will not motivate workers productivity, as the calculated value of 19.331 is greater than the

critical value of 7.82.

Therefore, the alternate hypothesis is rejected which states that the quality of supervision will

motivate workers productivity.

Hypothesis Two

34
H0; A worker’s perception of what obtained in his organization will not motivate him to greater

productivity

H1; A worker’s perception of what is obtained in his organization will motivate him to greater

productivity

Table II: A worker’s perception of what obtained in his organization will not motivate him to

greater productivity

Response Observed N Expected N Residual

Yes 83 50 33

No 40 50 -10

Undecided 27 50 -23

Total 150

Figure II: A worker’s perception of what obtained in his organization will not motivate him to
greater productivity
Test Statistics
A worker’s perception of what obtained in his organization will not motivate
him to greater productivity

35
 Chi-Square 28.211a
Df 2
Asymp. Sig. .000

a. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell frequency is
50.0.
Decision rule:

The researcher therefore rejects the null hypothesis which states that a worker’s perception of

what obtained in his organization will not motivate him to greater productivity, as the calculated

value of 28.211 is greater than the critical value of 5.99.

Therefore, the alternate hypothesis is accepted which states that a worker’s perception of what is

obtained in his organization will motivate him to greater productivity.

Hypothesis Three

H0: A worker’s perception of organizational appraisal policy will motivate him to greater

productivity

Response Observed N Expected N Residual

Strongly Agreed 53 30 23
Agreed 57 30 27
Undecided 24 30 -6
Disagreed 9 30 -21
Strongly Disagreed 7 30 -23
Total 150

X2 = ∑ (O−E ) 2
E
X = 75.4667

At 4 df and assumed 5% (0.05) level of significance, the Chi-square critical/tabulated value X 2 t

0.95 = 9.49.
36
Decision Rule: If the chi-square calculated (X2c) is greater than the critical or tabulated value

(X2 t); reject the null hypothesis (H 0) and accept the alternative hypothesis (H 1) and then

conclude that the research hypothesis is false, Reject H 0 and Accept H1 OR Accept H0 and Reject

H1.

Research Result: From the computation above, the chi-square calculated (X 2c) is 75.5 while the

chi-square tabulated (X2t) is 9.49. Thus, the chi-square calculated is greater than chi-square

tabulated. On the basis of this, we can therefore reject the null hypothesis and accept the

alternative hypothesis and conclude that a worker’s perception of organizational appraisal policy

will not motivate him to greater productivity.

Figure III: A worker’s perception of organizational appraisal policy will motivate him to greater

productivity

Hypothesis Four

H0: The worker’s satisfaction with its fringe benefits will not motivate him to greater

productivity

37
 Response Observed N Expected N Residual
Strongly Agreed 25 30 -5
Agreed 30 30 0
Undecided 17 30 -13
Disagreed 55 30 25
Strongly Disagreed 23 30 -7
Total 150
X = ∑ (O−E )
2 2

E
X = 28.9

X2 tab = X2 tab x Df

X = 0.05, Df = (n – 1) = 5 – 1 = 4

At 4 d.f and assumed 5% (0.05) level of significance, the Chi-square critical/tabulated value X 2

t0.95 = 9.49.

Decision Rule/Criterion: If the chi-square calculated (X2c) is greater than the critical or

tabulated value (X2 t); reject the null hypothesis (H 0) and accept the alternative hypothesis (H 1)

and then conclude that the research hypothesis is false, Reject H 0 and Accept H1 OR Accept H0

and Reject H1.

Research Result: From the computation above, the chi-square calculated (X 2c) is 28.9 while the

chi-square tabulated (X2t) is 9.49. Thus, the chi-square calculated is greater than chi-square

tabulated. On the basis of this, we can therefore reject the null hypothesis and accept the

alternative hypothesis and conclude that the worker’s satisfaction with its fringe benefits will

motivate him to greater productivity.

38
Figure IV: the worker’s satisfaction with its fringe benefits will not motivate him to greater

productivity.

4.4 Interpretation of Findings

In this study of the Motivation as Instrument for Achievement of Productivity in an Organization

using Federal Ministry of Information Abuja as a case study. Findings from this study have

demonstrated that there are significant relationships between these variables. The questionnaire

administered to 150 respondents shows that 52.67% of the respondents were female while

47.33% of the respondents were male for gender distribution of the respondents, Age of

Respondent from table 4.2 shows that 57.33% of the respondents were 21-30years, 28.67% of

the respondents were 31-40years and 14.00% of the respondents were 41-50years and table 4.7

shows that 18.00% of the respondents were BSC, 20.67% of the respondents were MSC, 15.33%

of the respondents were PHD, 20.67% of the respondents were HND, 17.33% of the respondents

were ND, and 8.00% of the respondents were others. The study has succeeded in achieving all

39
the stated objectives in chapter one, with furtherance to the administered questionnaire data

received from respondents.

CHAPTER FIVE

SUMMARY, CONCLUSION, AND RECOMMENDATION

5.1 Introduction

It is important to ascertain that the objective of this study was on the Motivation as Instrument

for Achievement of Productivity in an Organization using Federal Ministry of Information Abuja

as a case study. In the preceding chapter, the relevant data collected for this study were presented

and analysed.

5.2 Summary

So far, this study explores on the impact of motivation on organizational productivity, a case

study of Federal Ministry of information. The study employed the primary data collection

40
method, and the four hypotheses were tested with the use of chi-square statistics. Based on the

research objectives, the following findings were gathered:

In the course of this research, it was discovered that there is a positive relationship between the

quality of supervision and motivation to work. Most of the respondents used in this study-

expressed satisfaction with their boss leadership style. This shows that there is a cordial

relationship between leaders and most of their subordinates in the organization.

It is also discovered that in the course of this study, many of the workers in the company are not

happy with the fringe benefits, which they get from the company. In fact, many of the workers

interviewed express their views that the fringe benefits enjoyed by them in the company are not

in line with present day realities.

There was also the belief by majority of the respondents included in this study that what obtains

in other companies are better than what obtained in their own.

Many of the workers included in this study-expressed satisfaction with the company’s appraisal

policy.

Finally, another important finding of this study is that many workers are somehow satisfied with

the training policy of the company. But they advocated for more training with regularity and

richer contents than cover both work and personal development areas. However, interview with

some of the managements have shown that the company is considering using the e-learning

platform to deliver some of the learning interventions to save cost and take good advantages of

benefits of using eLearning which according to CIPD (2014), e-learning offers the following

advantages over traditional offline methods:

 The learner is at the center of the process and has full control over the pace of the learning

41
  Interactively, at its best, is engaging and increases the effectiveness of learning, especially

retention.

 It is flexible regarding time and place of learning.

 Consistency of presentation- the computer never has a ‘bad day’.

 Materials stored electronically can be repurposed as often as necessary (e.g. bulletin board

discussions can be edited to form FAQs or case studies)

 It can provide support for users with learning difficulties.

5.3 Conclusion

This research work was carried out with the aim of looking at the motivation of employees in

Federal Ministry of Information, Abuja. From the analysis of data and findings of such analysis,

it was discovered that such motivational factors like the quality of supervision; the nature of

fringe benefits enjoyed by the workers; worker’s perception of the reward he gets in the

organization in relation to what other workers of similar status get and also his perception of

what is obtained in his organization in relation to others Identifying the impact of each of these

variables on employees‟ performance from the data analysis and interpretation, the following

conclusions were drawn:

If managers wish to be effective, they need to have at least a basic understanding of motivation

and the different motivational theories that try to explain the concept of motivation. They must

be able to grasp the key components of theories such as Maslow’s hierarchy of needs, and

Herzberg’s two-factor theory and make an effort to truly understand their employees. It is only

by grasping these concepts that they can hope to effectively bring about continual high

performance in their workers.

42
This study, survey results, and interviews have given us some valuable insight into motivation

and its role in the workplace. Managers need to provide growth opportunity and challenging jobs

in order to better motivate today’s workers. Without these challenges and opportunities for

growth, employees may not see a need to perform highly at work. We have seen that recognition

plays a major role in employees‟ motivation and that it is a very effective motivator. Employees

want and need to feel that their contributions make a difference and recognition is one way to

satisfy those wants or needs.

This research and interviews have confirmed that the use of cash rewards can be an effective way

to motivate employees, and the majority of our survey respondents agree with this statement.

In conclusion, when it comes to bringing out the best performance of employees, quality of

supervision and relationship with the supervisor; recognition and adequate cash rewards are

effective motivators. Thus, it is important for organization to encourage and improve these

motivational factors in the company in order to get optimum productivity from the workers.

The implication of this study cannot be overemphasized as this study will educate the

management of the organization (especially the organization under study) on how to motivate

their workers to performance. The findings of this study will generate people’s interest in

researching into other areas of motivation in the organization, which will enrich the literature on

motivation as a phenomenon. In a nutshell, the study will enrich people’s knowledge in this area

of organizational behaviour and management of people in the work place.

5.4 Recommendation

Based on the findings of this study, the following recommendations are made:

43
 1. Organization leadership and management should provide adequate fringe benefits to the

workers and such benefits should be geared towards meeting the needs of the workers.

The provision of adequate fringe benefits to the workers will propel (motivate) them to

put in their best in their contribution to the attainment of corporate objectives.

2. The rewards workers enjoy in the company should be benchmarked and at par favorably

with the reward which workers in other similar industries or companies enjoy. This is

important because workers perception of what obtained in other organizations can affect

their level of motivation.

3. The management of the company should also encourage the training of workers.

Learning and development opportunities are important factor in motivating employees for

superior performance.

4. Managers should always proactively schedule one-on-one time with their employees.

Frequent communication is essential to maintaining a motivated employee. Quality time

spent with your employees can be a huge enabler for understanding their current

motivators.

Only few across the counter information were provided for in the research work, it is strongly

recommended for subsequent researcher to expand the scope of the research work.

44
 REFERENCES
Adams, J. S. (1963). Towards an Understanding of Inequity. Journal of Abnormal and Social
Psychology, 67, 422-436.
Adams, J. S. (1965). Inequity in Social Exchange. In L. Berkowitz (Ed.). Advances in
experimental social psychology, 2, 267-299. New York: Academic Press
Adams, U.S. and Jacobson, P.R. (1964). Effect of wage inequalities on work quality. Journal of
Abnormal and Social Psychology, 3(4), 12-25
Aibievi, S. (2014). Training as an Essential Tool for Increasing Productivity in Organizations:
Uniben in Focus. Current Research Journal of Social Sciences 6, 35-38.
Amar, A. (2004). Motivating knowledge workers to innovate: A model integrating motivation
dynamics and antecedents. European Journal of InnovationManagement, 7(2), 89-101
Ambrose, Maureen, L. and Kulik, C. T. (1999). Old friends, new faces: Motivation. Research in
the 1990s. Journal of Management, 25(3), 231-292
Aremu, I. (2017, May 20). The key to economy recovery is motivated and skilled workforce.
Daily Trust. Retrieved on June 1, 2017 from https://www.dailytrust.com.ng/news/labour/-
the-key-to-economy- recovery-is-motivated-and-skilled-workforce/189972.html
Baek, K. J., Chang, W. J. and Hea, J. Y. (2010). Investigating the influences of core self-
evaluations, job autonomy and intrinsic motivation on in-role job performance. Human
Resource Development Quarterly, 21(4), 353-371
Bawa, M.A. & Jantan, M. (2005). Human Resource Practices as Determinants of Employee
Turnover: An Empirical Investigation. Asian Academy of Management Journal, 10(2),
69-78.

45
Behn, R. D. (2000). Performance, People and Pay. Kennedy school of government, Harvard
university. Remarks prepared for the Colorado state government managers’ annual
business conference Breckenridge, Colorado
Brethower, D. M. (1995). Specifying a human performance technology knowledge base.
Performance Improvement Quarterly, 8(2), 17-39
Clark, R. E. (1998). Motivating performance: Part1-Diagnosing and solving motivation
problems. Performance Improvement, 37(8), 39-47
Cole, S. (1979). Age and scientific performance. The American Journal of Sociology, 84(4),
958-977 Cole, J. (1971). Measuring the quality of sociological research: Problems in the
use of the science citation index. The American Sociologist, 6(5), 23-29
D. and Hough, L. M. (Eds.), Handbook of industrial and organisational psychology (1, 75-170).
Palo Alto, CA: Consulting Psychologists Press.
Dysvik, A. and Bard, K. (2008). The relationship between perceived training opportunities, work
motivation and employee outcomes. International Journal of Training and Development,
12(3), 138-157
Ellerslie, S. and Oppenheim, C. (2008). The effect of motivation on publication productivity of
UK LIS. Library and Information Research, 32(101)
Ford, M. E. (1992). Motivating Humans: Goals, Emotions, and Personal Agency Beliefs.
Newbury Park, CA: Sage
Griffeth, R. W.. & Gaertner, S. (2001). A Role for Equity Theory in the Turnover Process: An
Empirical Test. Researchgate. Retrieved on April 14, 2017 from
https://www.researchgate.net/publication/211386914.
Haider, M., Aamir, A, Abdulhamid, A & Hashim, M. (2015). Literature Analysis on the
Importance of Non- financial Rewards for Employees’ Job Satisfaction. Abasyn Journal
of Social Sciences, 8(2), 341-354. Retrieved March 13, 2017, from www.aupc.info.
Herzberg, F. B. (1966). Work and the Nature of Man. Cleveland: The World Publishing
Company.
Honari, H. (2006). Investigation of motivation and productivity of Iran’s physical education
organisation in Tehran, Harakat, (27, 45-54). Abstract Book on Nine’s National Congress
on Tehran, Iran.
Keller, J. M. (1999). Motivational Systems. In Stolovitch, H. D. and Keeps, E. J. (Eds.),
Handbook of human performance technology: Improving individual and organisational
performance worldwide (2nd ed.; 373-394)
Kuvaas, B. (2006). Work performance, affective commitment and work motivation: The roles of
pay administration and pay level. Journal of Organisational Behaviour, 27(3), 365-385
Kuvaas, B. and Dysvik, A. (2009). The perceived investment in employee development, intrinsic
motivation and work performance. Human Resource Management Journa,19(3), 217-236
Lawler, E.E. & Suttle, L. (1973) Expectancy Theory and Job Behaviour. University of Michigan
and Yale University: Academic Press, Inc.
Locke, E. A. and Latham, G. P. (1990). A Theory of Goal Setting and Task Performance.
Englewood Cliffs, NJ: Prentice-Hall.
Madsen, K. B. (1961). Theories of Motivation: A Comparative Study of Modern Theories of
Motivation (2nd ed.). Copenhagen: Munksgaard

46
Malik, M.E., Ghafoor, M.M. & Naseer, S. (2011). Organizational Effectiveness: A Case Study of
Telecommunication and Banking Sector of Pakistan. Far East Journal of Psychology and
Business, 2(1), 37-48.
Maslow, A. H. (1954). Motivation and Personality. New York: Harper and Row Mason, Roger,
B. R. and Jugathambal (2008). Motivation and Perceived Productivity at a Merged
Higher Education Institution. Durban University of Technology in the Faculty of
Commerce
Masoud, Imanzadeh and Camal, G. (2010). Effect of motivation on the productivity of the
employees of sport departments of Ardabil province. World Journal of Sport Sciences,
3(4), 325-328
Mawhinney, T. C. and Mawhinney, R. R. (1982). Operant Terms and Concepts Applied to
Industry. In O’Brien, R. M., Dickinson, A. M. and Rosow, M. P. (Eds.), Industrial
behaviour modification: A management handbook (115-134). New York: Pergamon
Press.
Mehta, R., Dubinsky, A. J. and Anderson, R. E. (2003). The leadership style, motivation and
performance in international marketing channels: An empirical investigation of the USA,
Finland and Poland. European Journal of Marketing, 37(1/2), 50-85
Miao, C. F. and Evans, K. R. (2007).The impact of salesperson motivation on role perceptions
and job performance: A cognitive and affective perspective. Journal of Personal Selling
and Sales Management, 27(1), 89-101
Olugbodi, Y. (2017, March 11). Economy in Recession: Motivation of workers should go
beyond paying salary. Vanguard. Retrieved May 18, 2017, from
http://www.vanguardngr.com/2017/01/economy- recession-motivation-workers-go-
beyond-paying-salary-olugbodi/
Over, R. (1982). Does research productivity decline with age? Higher Education, 11(5), 511-520
Over, R. (1988). Does scholarly impact decline with age? Scientometrics, 13(5-6), 215-
233
Parkin, A. B., Tutesigensi, A. and Buyukalp, A. I. (2009). Motivation among Construction
Workers in Turkey. In: Dainty, A.R.J., (ed.) UK. Arcom, Reading.
Patterson, M., Warr, P. and West, M. (2004). The organisational climate and company
productivity: The role of employee affect and employee level. Journal of Occupational
and Organisational Psychology, 77(2), 193-216(24)
Perry, J. L., Meesch, Debra and Paarlberg, L. (2006). Motivating employees in a new governance
era: The performance paradigm revisted. Public Administration Review, 66(4), 505
Pinder, C. C. (1998). Work Motivation in Organisational Behaviour. Upper Saddle River, NJ:
Prentice Hall
Porter, L.W., Edward E. Lawler, E.E., & Hackman, J.R. (1975). Behaviour in Organizations.
Retrieved April 18, 2017 from https://books.google.com › Business & Economics ›
Management.
Redmond, B.F. & Housell, K.L. (2015) Equity Theory. Retrieved March 26, from
https://wikispaces.psu.edu/display/PSYCH484/5.+Equity+Theory.
Roethlisberger, F. J. and Dickson, W. J. (1939). Management and the worker: An account of a
research program conducted by the western electric company, Hawthorne works,
Chicago, Wright.Cambridge, MA: Harvard University Press.

47
Sajuyigbe, A.S., Olawoye, B.O & Adeyemi, M.A. (2013). Impact of Reward on Employee
Performance in Selected Manufacturing Companies in Ibadan, Oyo state, Nigeria.
International Journal of Arts and Commerce, 2(2), 27-32.
Seo, M. G., Barrett, L.F. and Bartunek, J. M. (2004). The role of affective experience in work
motivation. Acad Manage, 29(3), 423-439
Silverman, M. (2004). Nonfinancial Recognition. The Most Effective Reward? Retrieved
February 23, 2017, from www.employment studies.co.uk.
Simpson, W.A. (1989). Motivation: Notes for Managers. London: Industrial Skinner, B.F.
(1953). Science and Human Behaviour. New York: Free Press.
Singh, P., Bhandarker, A. & Rai, S. (2012). Millennials and the Workplace: Challenges for
Architecting the Organizations of Tomorrow. New Delhi, India: Sage Publications.
Retrieved May 25, 2017, from https://books.google.com.ng/books?
id=3JuHAwAAQBAJ&dq=Bibby+(2001)&source=gbs_nvlinks_s.
Uwe, K. and Hartwig, F. (2000). The effects of a psychologically based management system on
work motivation and productivity. Applied Psychology, 49(3), 596-610
Uzonna, U.R. (2013). Impact of Motivation on Employees Performance: A Case Study of
CreditWest Bank Cyprus. Journal of Economics and International Finance. 5(5), 199-211.
Velnampy, T. (2007). Factors Influencing Motivation: An Empirical Study of Few Selected Sri-
Lankan Organizations. Researchgate. Retrieved March 22, 2017, from
https://www.researchgate.net/publication/255180324..
Vrancic, I. (2015). And people? Why are Managers’ Cars the Most Important Assets in Every
Organization?. Retrieved on April 3, 2017.from http://www.TechnicsPub.com.
Vrancic, I. (2015). And People?: Why are managers’ cars the most important assets in every
organization?. Retrieved April 3, 2017, from http://www.TechnicsPub.com..
Vroom, V. H. (1964). Work and Motivation. New York: Wiley

APPENDIX A
“QUESTIONNAIRE ADMINISTRATION”

Survey Questionnaire

Research Title: Motivation as Instrument for Achievement of Productivity in an

Organization (A Case Study of Federal Ministry of Information

Abuja)

Objective: To scrutinize the Motivation as Instrument for Achievement of

Productivity in an Organization

Target: Federal Ministry of Information Abuja

Dear Respondent,

48
I am Olaniyi Sarah Temitope, a student of Federal Polytechnic, Ileoluji, currently conducting a
survey on the above title research. Kindly find below set of self-explanatory questions that will
not take much of your time to answer. Your kind and unbiased response would be valued as it
will expressively contribute in the direction of achieving the objective of the study. Please note
that your response will be preserved with firmness of confidence, therefore do not put down your
name on the questionnaire.

Please do not hesitate to contact the researcher for any request for information about this
research.

Thank you.

Olaniyi Sarah Temitope,

Dept of Business Administration&Management,

Federal Polytechnic, Ileoluji

INSTRUCTION

Please tick or fill in where necessary as the case may be.

Section A

(1) What is your name? ……………………………………………………………………

(2) Gender of respondent

A male { }

B female { }

49
(3) Age of Respondent

a) 21-30 { }

b) 31-40 { }

c) 41-50 { }

(4) Marital Status

(a) Single { }

(b) Engaged { }

(c) Married { }

(d) Divorced { }

(5) Religious Identity

(a) Christian { }

(b) Muslim { }

(c) Others { }

(6) Ethnicity (Ethnic Group)

(a) Yoruba [ ]

(b) Hausa [ ]

(c) Igbo [ ]

(d) Others [ ]

(7) Educational Status

(a) BSC [ ]

50
 (b) MSC [ ]

(c) PHD [ ]

(d) HND [ ]

(e) ND [ ]

Others……………………………….

SECTION B

(8) The quality of supervision will not motivate workers productivity

(a) Agreed { }

(b) Strongly agreed { }

(c) Disagreed { }

(d) Strongly disagreed { }

(9) A worker’s perception of what obtained in his organization will not motivate him to

greater productivity.

(a) Yes { }

(b) No { }

(c) Undecided { }

(10) A worker’s perception of organizational appraisal policy will motivate him to greater

productivity

(a) Agreed { }

(b) Strongly agreed { }

(c) Undecided { }

51
 (d) Disagreed { }

(e) Strongly disagreed { }

(11) The worker’s satisfaction with its fringe benefits will not motivate him to greater

productivity

(a) Agreed { }

(b) Strongly agreed { }

(c) Undecided { }

(d) Disagreed { }

(e) Strongly disagreed { }

(12) Does motivation actually improve employee’s productive capacity in Federal Ministry of

Information, Abuja?

(a) Yes { }

(b) No { }

(13) What are the factors that motivate employees to perform in Federal Ministry of

information?

________________________________________________________________________

________________________________________________________________________

___________________________________________________

(14) What are the available techniques of motivating employees for higher productivity?

________________________________________________________________________

________________________________________________________________________

___________________________________________________

(15) What are the problems militating against employees motivation?

52
 ________________________________________________________________________

________________________________________________________________________

___________________________________________________

(16) How can these problems of employees’ motivation be addressed in order to improve

productivity in Federal Ministry of information?

________________________________________________________________________

________________________________________________________________________

___________________________________________________

53