EFFECT OF MOTIVATION ON EMPLOYEE PERFORMANCE IN NIGERIA

BOTTLING COMPANY ABA

SHADRACH PROMISE TIMIKORU

FPE/ND/BAM/22/025

DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT

FEDERAL POLYTECHNIC EKOWE
BAYELSA STATE

OCTOBER, 2024
 EFFECT OF MOTIVATION ON EMPLOYEE PERFORMANCE IN NIGERIA
BOTTLING COMPANY ABA

SHADRACH PROMISE TIMIKORU

FPE/ND/BAM/22/025

HND PROJECT WORK SUBMITTED TO THE DEPARTMENT OF BUSINESS

ADMINISTRATION AND MANAGEMENT IN PARTIAL FULFILMENT OF THE
REQUIREMENTS FOR THE AWARD OF HIGHER NATIONAL DIPLOMA (HND) IN
BUSINESS ADMINISTRATION

SUPERVISOR: A.ONU

OCTOBER, 2024
 DECLARATION
I, Shadrach Promise Timikoru with Matriculation FPE/ND/BAM/22/025, declare that the project
work title " the effect of motivation on employee performance in Nigeria bottling company Port
Harcourt" was carried out by me, that this my original work and that it has not been submitted
wholly or in part for the award of National Diploma or Degree in any institutions.

SIGNATURE/ DATE...................
 CERTIFICATION
This is to certify that this project work title " the effect of motivation on employee performance
in Nigeria bottling company Aba" was carried out by Shadrach Promise Timikoru with
Matriculation No: FPE/ND/BAM/22/025 in the Department of Business Administration and
Management, School of Management Sciences, Federal Polytechnic Ekowe, Bayelsa State in
partial fulfillment of the requirements for the award of National Diploma (ND) in 2024.

A.ONU ...................... Date...............................

SUPERVISOR

ONU ABARA ..................................... Date................................

HEAD OF DEPARTMENT

Dr. CHARISMA GEORGE................................... Date.............................

AG. DEAN, SCHOOL OF MANAGEMENT SCIENCES

EXTERNAL EXAMINER………………………. Date…………………

 DEDICATION
This project work is dedicated to God Almighty.
 ACKNOWLEDGEMENT

My appreciation goes to God Almighty who by His grace I have been able to see me through
with this programme. I thank my Supervisor; Onu Abara without whose instructions and
contributions this research work would not have been possible. I also appreciate my Head of
Department, Mr. Onu Abara, Dean, Dr Charisma George, and other Lecturers to include Dr
Sanni Abubakar, Mrs Esther George, Ajenu Austin, Benwari. Mr Ayo , Dr Lucky Tema and
others staff in the Department of Business Administration and Management for their
encouragement and contributions to the successful completion of my programme.
 ABSTRACT
This study examines the effect of motivation on employee performance in Nigeria bottling
company Port Harcourt. The study adopted a descriptive and causal research design as well as
the chi square method in investigating the effects of employee motivation on organizational
productivity levels. The entire population of the study was 100 as a result the sample size
determined is 30. A well-structured self-administered questionnaire was used as the main tool
for data collection and was administered to 30 respondents and all 30 were retrieved and
appropriately filled. Data were analyzed using multiple regression analysis. From the
hypotheses tested, the result indicated that there is a positive and significant effect of motivation
on employee performance in Nigeria. The study concluded that although both intrinsic and
extrinsic factors are significant predictors of productivity, extrinsic factors appear to be more
significant or valued by respondents in the organization used as a study. Furthermore, this study
also recommended that management of organizations should take appropriate measures in
figuring out those factors that motivate their employees and seek ways of ensuring that they are
adequately motivated in order to improve their performance and productivity levels.
 CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
The constant changes occurring in the world today, especially with regards to technology and

innovation in services call for organization to reassess the manner in which they handle their

employees. The greatest interest of every organization is to achieve its goals with every change

they encounter. The achievement of organizational goals to a greatest extent is dependent on

various resources, and human resource is one major resource which is directly related to the

achievement of an organizational goals. Hence, the performance of employees is considered very

significant in the realization of organizational goals as well as its productivity. [Richard, 2018).

The staff of any industry are key resources to that industry’s success. Human asset in the 21st

century is considered the most important asset of any company (Robert, 2020). The human

resource is the most vital of all resources among other factors of production and the human

capital is what distinguishes one organization from the other (Met & Ali, 2014).

Employee performance is a function of ability, effort, skill, environment, and motivation.

Motivation is the process that energizes, maintain, and direct behavior of an individual towards

goals of an organization. This process regulates behavior by initiating it when it is needed or

fitting and termination when the goal is reached. It is worth noting that, the presence of ability,

skill and effort without motivation might not yield high level of performance. Hence motivation

is essential for employee performance. Motivation, as a process, started with a need in human

being which creates a vacuum in a person. In an attempt to fill the vacuum an internal driving

force is generated which starts and sustains a chain of action and reaction. It is at that point that
the vacuum is also filled. With this background information, Raymond (2020), define motivation

as the internal or external driving force that produces the willingness to perform an act to a

conclusive end. This first aspect of motivation we choose to describe as internal motivation

because the driving force comes from within an individual. The second aspect is external

motivation, is applied by the organization. This is because employees are motivated to identify

with organization in order to satisfy their varied and variegates needs and desires. Until they

have been identified and properly satisfied, they will never cease to impede smooth running of

the organizations. The ability of managers to motivate their subordinates comprises the soft skills

of human resource management, which is now a dominant trend in global management (MC

Donald 2019). According to a study conducted by King (2016), motivation imposes employee

outcomes for instance performance and productivity. He also established that motivated

employees are more oriented towards autonomy and are more self-driven in contrast to less

motivated employees. Further, motivated employees are highly engaged and involved in their

work and jobs and are more willing to take responsibilities (Kreitner,2019).

Since all organizations are concerned with what should be done to achieve sustained high levels

of performance through people, it means giving close attention to how individuals can best be

motivated through such means as incentives, rewards and importantly, the work they do and the

organization context within which they carry out that work cannot be understated (Kelly, 2019).

Without increased motivation and morale of the employees, the organization risks losing

valuable employees and will be at a disadvantage in attracting potential top talents (Harris,

2021).
Authur (2018), there are several factors that can affect employee performance like training and

career development opportunities, working environment, employee relationship with manager,

job security and company over all policies and procedures for rewarding employees

(compensation. Among the factors that affect employee performance, motivation that comes

with rewards is of utmost importance (Macken, 2019).

According to Jun et al. (2016), Employee’s motivation and their ability collectively participate

into employee’s performance and in their difficult tasks given by the manger are to purpose get

maximum productivity. Now a day’s researcher has more concerned with increase productivity,

perfection and working ability. Employee’s needs and wants having more important in research

history. Motivation is the one of the most important term of psychology and most of mangers

who want maximum output and productivity. They tackle this is with a good way and motivate

their employee in batter way. And also increase the cooperation between employee and mangers,

it also encourages their responsibilities. And also encourage participation their sub ordinates, to

take their responsibilities in batter way and also help to overseas other employee and monitor

their performance. And motivate get their maximum interaction toward work and knowing

employee’s working capacity and assign work according to their capacity to get maximum

productivity (Lakin, 2021).

1.2 Statement of the Problem

Motivation is about giving your staff the right mixture of guidance, direction, resources and

rewards so that they are inspired and keen to work in the way that you want them to. So, a large
portion behind these difficulties can easily be solved by imparting proper motivation. In the

fierce era of competition, organizations nowadays are more emphasizing on the management of

Human Resources. A manager capable of managing his employee effectively is a successful one.

Motivational tools are the most effective in this context. We always have to keep in mind that

employees are not motivated solely by money and employee behavior is linked to their attitudes.

Raymond (2020) cited three warning indications of a de-motivated workforce these consist of

poor work environment, slipping occupation standards and diminished productivity. He further

expressed that in the event that any of these factors is seen to drift downwards, at that point there

is a great possibility that the company is experiencing a demotivated workforce. Most

organizations and business particularly producing businesses have ignored to perceive the

significance of motivation as an idea be it intrinsic, for example, employee wellbeing,

relationship with managers, organizational policies or extrinsic, such as, training and career

development, great working conditions, compensation, promotion among different factors that

improve the performance of employee as well as organizational productivity levels (Jones,

2017).

1.3 Objective of the study

The primary objective of the study is to examine the effect of motivation on employee

performance within a bottling company as well as its effect on organizational productivity

manufacturing company. Hence, the following are the specific objectives:

 i. To examine what constitute worker’s motivation, and organization performance

ii. To evaluate the response of employees to motivational techniques.

1.4 RESEARCH HYPOTHESIS

The hypothesis to be tested in the course of this study is stated below:

Ho, there is significant relationship between motivation and employees’ performance.

Hi, there is no significant relationship between motivation and employees’ performance.

1.5 RESEARCH QUESTIONS

1. Are there difference in the way staff and workers are treated in the organization?

2. Does your company clearly respect trade union position of its employees?

3. Is joint consultation practiced positively as obtaining employee’s views on problems and

proposed changes before final decisions are taken?

1.6 Scope of the Study

This research focuses on the effect of motivation on employee performance in bottling company

in Port Harcourt.

1.7 Significance of the Study

The findings of this research would be useful to the management of Coca-cola Bottling

Company as it would present a better understanding to them the appropriate motivational factors

that impact their employees positively and how it in turn improve the organizational productivity
as a whole. The findings of the study would also beneficial to similar companies to Coca-cola

Bottling Company in Nigeria.

This research is also pertinent to the society as it will enhance their knowledge and

understanding on how employee motivation can improve organizational performance within a

particular company.

In addition, the outcome of this study will enlighten the government and policy makers on how

employee motivation can be used as a device to improve organizational performance within the

bottling companies in Nigeria.

1.8 Operationalisation of Variables

The study variables which will be identified in the study are motivation and performance. The

study will seek to investigate the effect of motivation: the independent variable, on the

dependent variable; productivity.

Mathematically this is expressed as:

Y = f(X)

Where:

Y = Dependent variable

X = Independent variable

For the above stated topic, organizational performance is a function of employee motivation.
That is P=f (M)

Y (EP), the dependent variable is made up of few elements. That is,

Y=f (y1, y2)

Such that;

Y=f(X)

Where:

X= Employee Motivation

Intrinsic

x1= Employee Well-being

x2= Employee Relationship with Managers

Extrinsic

x3= Training and Career Development

x4= Compensation

x5= Work Environment

Y= Organizational Performance

y1= Effectiveness
 y2= Efficiency

Therefore:

y1 = f(x1) ————————– (1)

y2 = f(x2) ————————– (2)

y2 = f(x3) ————————– (3)

y1 = f(x4) ————————– (4)

y2 = f(x5) ————————– (5)

Based on regression, we have;

y1 = α0 + β1×1 + µ ————— (1)

y2 = α0 + β2×2 + µ ————— (2)

y2 = α0 + β2×3 + µ ————— (3)

y1 = α0 + β2×4 + µ ————— (4)

y2 = α0 + β2×5 + µ ————— (5)

Where α is the constant of the equation, β is the coefficient of X the independent variable, and µ

is the error or stochastic term in the equation.

1.9 LIMITATIONS OF THE STUDY

The limitations to this study as experience by researchers are stated below:

* Insufficient fund due to unavailable fund open to the research work.

* The period for the research work is limited due to many activities in the school while the

research work is in progress.

* Lack of experience on the path of the researchers, since the researchers have no previous on

research making. This stands as a barrier due to lack of sufficient knowledge.

* Inadequate of facilities like those that business journals, past data record and other materials

are not sufficiently supplied and the library refuse to lend out books to researchers as for a long

time.

1.10 Operational Definition of Terms

Employee Performance: this can be indicated as the level at which employees, are effective and

efficient in their given task or job.

Motivation: refers to what stimulates and guides human behaviors and how these behaviors are

sustained to attain a specific goal.

Employees: Employees are people who are hired working under contract in an organization,

they are referred to as the workforce of an organization.

Effectiveness: refers to a measure of how well workers productivity levels meet set goals and

objectives of the organization.

Employee Effectiveness: is a qualitative characteristic that indicates the extent to which job

related issues are addressed and the magnitude at which predetermined goals and objectives are

achieved by an employee.

Efficiency: can be derived from the relationship between inputs and outputs, and refers

principally to the degree at which outputs are realized while minimizing costs associated with

production.

Employee Efficiency: refers to the ability of an employee to do what is actually produced or

performed with the same consumption of resources.

 CHAPTER TWO
LITERATURE REVIEW

2.1 CONCEPTUAL RREVIEW

The word motivation has been derived from word “MOTIVE” which means any idea, need or

emotion that prompts a man into action. Whatever may be the behavior of man; there are some

stimuli behind it. Stimulus is dependent upon the motive of the person concerned. Motive can be

known by studying his needs and desires (Robert, 2020).

Psychologist Maslow opine that to understand motivation at work, one must understand human

motivation in general. It seemed to him that motivation arises from need. That is, people are

motivated to satisfy unmet needs; need that have been satisfied no longer provide motivation. He

thought that need could be placed on a hierarchy of importance.

Adams (2019) a pioneer who introduced textile manufacturing to America, was concerned about

creating a work setting where it was comfortable for workers to do their jobs.

Chris (2015) state that behind every behavior there is a motive, which is all behavior, is

motivated behavior. He agrees that what motivate individuals is the satisfaction of their needs

but do not develop generally acceptable classification of needs.

Lakin (2021) defines motivation as the process that account for an individual’s intensity,

direction and persistence of effort towards attaining a goal.

Bruvold and Lee (2013) opine that “motivation is a dynamic process that motivate, energizes,

direct and determine change in behaviors”. It must be understood from the onset that motivation

is not only rewards and punishment; it includes ideas, expectations and experience.

Locke & Lathan (2018) spoke at motivation as term used generally when somebody is

stimulated, the interest of a worker so as to be able to work and bring or breeds efficiency in his

work’

Luthans (2018), motivation is a process which starts with a physiological or psychological

deficiency or need that activates behavior at a drive that is aimed of a goal or incentive.

2.2 EMPLOYEE MOTIVATION

Employee motivation is one of the policies of managers increase effectual job management

amongst employee in organization. Employee motivation is going on management challenge. It

is hard to maintain over long period of time, yet crucial to the success of any organization.

Managers should strive to motivate their employee contrary to what most people assume. Money

is the highest level of motivation that employees need for job satisfaction.

According to North American Billionaire Honold (2015) Money is a scoreboard where you can

rank how you are doing against other people.

Kreitner (2019) reported that motivation formulates an organization more successful because

provoked employee are constantly looking for improved practices to a job, so it is essential for

organization to pursue motivation of their employee. Getting is one of the employee most stable

challenges and this can be made possible through motivating them.

Luthans (2018) claims that being a good manager is a good motivator for employees. Managers

need to try to back up decisions made by their employees as often as they can. This gives

employee’s empowerment “having a good supportive supervisor at work can make all the

difference in the world”.

Grensing (2017) state that “workers need to know that their jobs matter”. When a worker does a

good job, they should not have to wait for an evaluation to get recognize. Most employee feel

unappreciated in the work place when they are not recognized which is a major cause for

demotivation.

Harris (2021) reported that when employees are not given feedback in real time, they tend to fill

in the gaps to their knowledge with worst-case scenarios. Real timemeans as soon as possible.

By offering feedback, employees known when they are doing their jobs correctly or incorrectly,

leaving no room for assumptions.

Graham (2018) claims that an employee’s hardwork and commitment should never be taken for

granted. People (workers) need to be motivated to strive for advancement because this will mean

they are doing their job well seeing others being rewarded and making employees aware of why

they are receiving a promotion will motivate others to work hard as well. Through advancement,
employees quickly become aware of their lworth to an organization and will strive to live up to

their reward.

2.3 FACTORS AFFECTING EMPLOYEE’S MOTIVATION

No one works for free, nor should the employees want to earn reasonable salary and payment

and employee desire their workers to feel that is what they are getting, Luthans (2018).

Money is fundamental inducement, no other incentives or motivational technique come even

close to it with respect to its influential value, Jun et al (2016). It has the supremacy to

magnetize, maintain and motivate individuals towards higher performance.

Frederick and his scientific management associate describe money as the most fundamental

factor on motivating the industrial workers to attain greater productivity Adeyinka et al (2017).

Research has suggested that reward now cause satisfaction of the employee which directly

influence performance of the employee (Kalimullah et al, 2020). Rewards and management tools

that hopefully contribute to firm’s effectiveness by influencing individual or group behavior. All

business use pay, promotion, bonuses or other types of rewards to motivate and encourage high

level performance of employees, Jun et al, (2016). To use salaries as a motivator effectively,

manager must consider salary structure which should include important organization attach to

each job payment according to performance, personal or special allowances, fringe benefits,

pension and so on Adeyinka et al (2017).

Leadership is about getting things done the right way, to do that you need people to follow you,

you need to have them trust you and if you want them to trust you and do things for you and

organization, they need to be motivated, Graham (2018). Theories imply that leader and follower

raise one another to highest level of morality and motivation Honold (2015).

Empowerment provides benefits to organizations and makes sense of belonging and pride in the

workforce. In fact, it builds a win-win connection among organization and employees which is

considered an ideal environment on numerous organization and their employees. Empowerment

can flourish virtual human capacities Grensing (2019).

Trust is defined as the perception of one about other decision to act based on speech, behavior

and their decision Jones (2017). If an organization wants to improve and be successful, trust

plays a significant role so it should always be preserved to ensure an organization existence and

to enhance employee’s motivation Harris (2021). It can make intrapersonal effects and influence

on the relations inside and out the organization Jun et al (2016).

2.4 SYMPTOMS OF POOR MOTIVATION

According to Lawal (1993) the symptoms of poor motivation are indicators and not causes of

poor motivation and they are as follows:

 Higher than the usual absenteeism and labor turnover.

 Dis-satisfaction and low morale.

 Poor quality of work and higher spoilage rate.

 “Soldering” is reduced productivity.

  Deterioration of general attitude to work such as lack of co-operation,

obstructive attitudes and even declining standard of dress and general conduct.

 Numerous incidences of industrial disputes and stoppages.

 Large number of accident at work.

 Feeling of powerless, lack of meaning, loneliness, disorientation and lack of

attachment to job of a worker.

2.5 ORGANISATIONAL EFFECTIVENESS

Composition of people which formulate independent business identify for some specific purpose

is commonly known as organization and getting desire outcome within defined resources is

treated as effectiveness.

Adams (2011) organizational effectiveness is the motion of how effectual an organization is in

accomplishing the results the organization aim to generate.

It plays an important role in accelerating organization development, Bennis (2019).

According to Jun et al, (2016) organizational effectiveness is the net satisfaction of all

constituent in the process of gathering and transforming inputs into outputs in an effective

manner.

The constituency model consider organizational effectiveness as a set of several statement, each

reflecting the evaluative criteria applied by the various constituencies involved with the

organization being evaluated with an emphasis on means criteria Connolly, (2020).

Drucker (1992) organizational effectiveness is concerned and related to the achievement of

organization purpose, objective or task to the performance of the process of management and the

execution of work.

Forgan (2017) organizational effectiveness is concerned with ‘doing the right thing’, and relate

to outputs of the job and what manager actually achieves.

2.6 ORGANISATIONAL EFFECIENCY

According to Chris (2015) organizational efficiency lies in a company’s ability to maximize

profits based on capital acquired through equity and debt and, it can also essentially denoted by

how well a company uses money

Measuring organizational efficiency often entails little more than examine the relationship

between company expenditure, equity and debt capital and profits Harris, (2021).

Houran (2020) organizational efficiency is known as “to the degree of organization economy

with which the process consumes resources especially time and money”.

Organizational efficiency constitutes a concrete measurement, while organizational effectiveness

is abstract, it exists in the conceptual realm and relate more directly to business theory than

business practice Hindu, (2000).

Hackman (2020), an efficient manager must attend therefore to the input requirement of the job,

to clarification of objectives, planning, organization, direction and control.

Managerial efficiency can be distinguished from managerial effectiveness in sense that

organizational efficiency is concerned with doing things right and relates to inputs and what

manager does and while Organizational effectiveness is concerned with “doing the right thing”

and relate to outputs of the job and what the manager actually achieves Slater (2018).

2.7 EMPLOYEE PERFORMANCE

Employee performance on job has been defined solely as the employee’s behavior that is

consistent with the goals and objectives of organization Campbell, (2017)..

According to Jun et al, 2016 there are several motivation factors (variables) that must be

considered prior to evaluating the performance of employee.

Richard (2018) have considered job performance as the behavior which can be evaluate in terms

of its contribution to improving the organization effectiveness and efficiency.

Kelly (2019) proposes employee performance as behavior in which employee involves and that

is linked with the objectives of organization.

Macken (2019) the behavior of employees and their style of management will influence the

effort expended and level of performance achieved.

The general movement towards flatter organization structures, flexible working and greater

employee involvement place greater emphasis on an integrating rather than a tradition

controlling style of management Billsberry (2017).

Hawlett (2021) sees majority of people come to work with the original attitude of being eager to

do a job and desirous of performing well and to the best of their abilities.

2.8 RELATIONSHIP BETWEEN MOTIVATION AND EMPLOYEE PERFORMANCE

Forgan (2017) has addressed the vital importance of management system in place within a work

environment of an organization. It is essential that both managers and employees are motivated

towards achieving the desired levels of performance.

(Cokins, 2019) only an effective performance management system is unlikely to induce higher

performance. It is critical to support it with determination and interest from employers and

employee.

Adams (2018) suggest the need for management to invest in the development of employees as it

helps to maintain and develop the level of skills, knowledge and abilities (SKAS) of employees

and business organization. When the employees are not properly or adequately motivated, there

are chances of failure to achieve the goals which can cause a decline in their self-efficacy John

(2018).

Baumeister (2018) there are no reporting that higher self-efficacy in employees affects the

achievement or failure to reach goals.

Moreover, the studies by Conolly (2020) support the positive relationship between autonomic

work environment and intrinsic motivation which helps to enhance the performance of

employees.

2.9 EMPERICAL REVIEW

Maurer (2011) rewards and recognition are essential factors in enhancing employee job

satisfaction and work motivation which is directly associated to organizational achievement Jun

et al, (2006).

Kalimullah conducted a study in which he examined the relationship between recognition and

employee motivation in commercial banks of Pakistan. The study focused on four types of

rewards of which one was recognition which he tested through Pearson correlation. The results

showed that recognition correlates significantly (0.65) with employee work

motivationKalimullah et al, (2010).

An empirical study was conducted by Reannathe to examine the impact of reward and

recognition programs on employee motivation and satisfaction. A questionnairewas distributed

to 80 employees of unlevered and data was analyzed through SPSS version 16. The results

showed that there is a statistically significant (r= 0.92, p< 0.01)direct and positive relation

between recognition and employees work motivation Raymond (2020).

Author (2018) states that deficiency of appropriate recognition and rewarding reduces employee

work motivation and job satisfaction.

Hence, administration of organization and institutions should build up the arrangement for

giving that rewards and recognition to enhance employee job satisfaction and motivational level

Jun et al, (2018).

2.10 EMPOWERMENT

According to Bennis (2019) empowerment is defined as an approach to leadership that

empowers subordinate as a main constituent of managerial and organizational effectiveness and

efficiency.

Harold (1997); Billsberry and Lawler (2018), expressed empowerment as a site to permit

employees to formulate decisions.

Adams (2019) empowering make employees fell that they are appreciated and for making it

possible continuous and positive feedback on their performance is essential.

Employee contribution and their energetic participation in configuring up the organization are

tremendously essential to the hale and hearty place of work Mc Donald, (2019).

Adeyinka (2019), for victorious appliance of empowerment it is essential for an individual to do

effort and take actions in an environment where they are responsible for what they are doing.
Employee Organizational

Motivation Efficiency

Recognition Empowerment

Employee

Motivation

Organizational

Effectiveness
 Source: European Journal of Business and Management ISSN 2222-1905 (paper) ISSN

2222-2839 (online) vol 3, no. 3

2.11 MOTIVATIONAL TECHNIQUES

One of the most effective ways of motivating a team is to ensure that they understand and

appreciate the aims of an organization and are supported by their managers in working towards

the achievement of those aims. There are a range of motivational techniques that can be used to

improve productivity, reduce workplace stress and increase self-confidence. There are a number

of ways of inspiring and motivating a team; they are as follows

Training: people can be taught to become more motivated by showing them how to deconstruct

tasks and challenges, and how to feel less intimidated by their job roles. Demonstrating to them

how to cope in the workplace can lead directly to improved motivation. Daniel, (2020).

Enhanced Communication: communication does not only mean talking to your team but also

listening to them. It is important to ensure their understanding of company’s objectives and their
individual job role but it is equally important to show them the importance of their feedback for

achievement of target and standards Christiana (2016), Daniel (2020).

Targets, Rewards and Incentives: Target achievement can be rewarded not only with financial

incentives but perhaps with the offer of increased responsibility or even promotion. Different

people are motivated by different things so it is important to make sure that you offer the right

incentives to right member of the team (Koontz and Weihrich 2010; Daniel 2001; Kelly 2010).

Job Enrichment: According to Koontz and Weihrich (2010), this is the attempt to build into

jobs a higher sense of challenge and achievement. A job may be enriched in variety, by giving

workers more freedom in deciding about such things as work methods, sequence and pace or the

acceptance or rejection of materials; giving workers a feeling of personal responsibility for their

tasks; taking steps to make sure that workers can see how their tasks contribute to a finished

product and the welfare of the enterprise; involving workers in the analysis and change of

physical aspects of their work environment, such as layout of the office or plant temperature,

lightening and cleanliness Jones (2017).

EMPERICAL REVIEW

2.12 EVIDENCE FROM THE NIGERIAN ECONOMY

In Nigeria, interest in effective use of rewards to influence workers performance to motivate

them began in the 1970’s. Somany people have carried out researches in this area, some of which

are Harris (2021), Bennis (2019), Cheate (2019) and Egwuriudi (2018). The performance of

workers has become important due to the increase concern of human resource and personal
experts about the level of output obtained from workers due to poor remuneration. This attitude

is also a social concern and is very important to identify problems that are obtained in industrial

setting due to nonchalant attitudes of managers to manage their workers by rewarding them well

to maximize their productivity.

Daniel (2020) blamed the productivity of Nigerian workers on several factors, among them is

employers’ failure to provide adequate compensation for hard work on the indiscipline of the

privileged class that arrogantly displays their wealth, which is very demoralizing to working

class and consequently reduced their productivity. Judging from all these empirical studies and

findings, one may generally conclude that a good remuneration package, which ties financial

rewards to individual performance, can be expected to result in higher productivity.

2.13 EVIDENCE FROM DEVELOPED COUNTRIES

Chris (2015) reported that money is an instrument of commerce and Baumeister (2008) professor

of psychology at Florida State University, state that money is a resource that contains a

remarkable power to influence the social system. Therefore, money is important to human

society Choe, Lau and Tan (2011) and itsimportant has significantly increased in the US and

around the world (Milkovich & Newman, 2018). For example, in 2006, 69% of freshmenin the

US reported that they went to college because they wanted to make more money an increase of

19.1% compare to the survey conducted in 1976 (Higher Education Research Institute University

of California Los Angeles, 2008).

In stark contrast, Podolinsky (2013) reported that money as a motivator decreases job

performance of employees at multicultural for-profit institution of higher learning in the US.

Several other researchers (e.g. Akuoko and Donkor, 2012) also reported that money is not a

prime motivator of performance.

Nazir and Saif-ur-Rehman Khan (2013) examined the degree of organizational engagement and

job comfort in the UK Higher Education Sectors and universities and conclude that UK Higher

Education System give rewards (cash and non-cash) to members of organization and makes them

competent because it recognized that the members of organization are social agents.

Nguitho maskatuaat (2014) study that reward and compensation have major influence on the

function of banks in Kenya by using SPSS and MS EXCEL and conclude that rewards and

compensation system have an important effect on the performance of banks employee.

2.14 EVIDENCE FROM DEVELOPING COUNTRIES

Motivational power of money or monetary motivation is a measure of individual’s drive to

achieve something in exchange of money (Met and Ali, 2014). Individual motivation (or drive to

attain goals) affects one’s behavior and performance (Macken, 2019 cited in Met & Ali, 2014).

In view of monetary motivation importance to Malaysia economy as a developing country,

motivated employees were linked to higher level of job satisfaction Zilagy and Wallace (2014),

noted that motivated employees were associated to high performance.

According to Dhiman & Mohanty (2010) motivated employees are also more likely to stay in the

company. Hence, attrition of skilled employees could be eradicated and associated recruitment

cost could be reduced. On the contrary, unmotivated employees may lead to underperformance

that in turn may result in other undesirable effect such as task and activity back-logs, increase in

risk associated with the operation and maintenance of ageing facilities, Met & Ali (2014).

Lakin, (2021) address motivational issue, O & G employers in Malaysia as a developing country

as resorted to monetary reward on the premise that money is a motivator of performance and

more specifically, Jones (2017). noted that Asians were motivated by money more than other

nationalities.

Unfortunately, motivation of employee working offshore production facilities has been

reportedly low and a concern for several years and also monetary reward has be quoted as one of

the factors that influenced employees’ motivation Lawler, (2018).

THEORETICAL REVIEW

2.3.0 PSYCHOLOGICAL THEORY OF MOTIVATION

According to Campbell (2017) sited in Maslow, he produced the idea that human have innate

needs or want which they seek to satisfy. Maslow proposed that basic needs are structured in a

hierarchy of prepotency and probability of appearance which is shown below.

Highest-level needs
Self-
Actualization needs

Esteem needs
 Lowest-level needs
(Most basis or com-Peeling)
Physiological needs

SOURCE: MASLOW’S HIERARCHY OF NEED MODEL (MULLINS, 2005)

Maslow suggested that an average citizens might be 5% satisfied in psychological needs, 70%in

safety needs, 50% in social needs, 40% in esteem needs and lastly 10% in the self-actualization

needs.

Christina and Sally (2016) asserted that, due to lack of empirical support, Maslow’s ideas have

fallen out of fashion and are no longer taken seriously in the world of academic psychology.

According to Adams (2019) he state that despite the fact that Maslow’s ideas applicability in

work context is very limited.

According to two factors theory of motivation and named the categories motivators and hygiene

factors. The hygiene factors were those that if absent, cause dissatisfaction. They are

predominantly concerned with the context within which the job is carried out and other extrinsic

issues. The motivating factors were those that could motivate the individual to improve their

work performance, (Graham, 2018).

King (2016) state that, Herzberg theory is not clearly set out which has resulted in different

interpretations when replicating his work.

Kelly (2019) developed a line that “The results obtained by Herzberg are capable of different

interpretations”.

According to Blackburn and Mann (1979) suggests about Herzberg theory that people in low-

skilled jobs adopt a wide range of work approaches, not just economic factors.

Hackman and Oldham (1980) state that Herzberg theory makes useful distinctions between

different aspects of work environment and has provided important input to the development of

theories and framework of work design.

According to Mc Cleland (1988) he proposed that the organization offers an opportunity to

satisfy at least three needs. These are;

2.3.1 NEED FOR POWER (n pow)

According to Mc Donald (1999), people with high need for power have great concern for

exercising, influencing and controlling such individual generally is seek position of leadership.

2.3.2 NEED FOR AFFILIATION (n aff)

According to Shanks (1987), people with high need for affiliation usually device pleasure from

being loved and attended to avoid the power of being rejected by social group.

2.3.3 NEED FOR ACHIEVEMENT (n ach)

According to Mc Donald (1999), achievement motive is aroused in response to incentives in the

environment that a person perceive as enhancing feelings of achievement.

2.3.4 PROCESS THEORY

Process theories attempt to provide a model of interactions between the variables involved in the

motivational process.

Lakin (2021) cited in Vroom opined that expectancy theory state that an employee’s choice of

behavior depends on the likelihood that their action will bring about a specific result that is

attractive to them.

Vroom suggest that the outcome from an action is either certain or uncertain.

Vroom theory may therefore be stated as;

Force = valence expecting.

When force is the strength of an individual preference for outcome and expectancy is the

probability that a particular action will lead to a desire outcome, it may range from zero to one.

Zero belong to the situation where the person not expect, outcome is expected.

(Locke and Latham, 2018) state that goal setting theory posits that goal difficulty, goal

specificity(e.g. target, time, achievement level and circumstances) and commitment to thegoal

will lead to higher task motivation and thus higher performance.

Locke (2018) suggest that people’s objectives play a significance part in formulating their

behavioral pattern.

Adams (2019) propose a theory (Adam’s Equity Theory) of work motivation drawn from the

principal of social compatism.

Bennis (2019) examined the basis of comparison in people’s judgment about the fairness of

received pay and found that it changed depending on a number of factors.

Adam Equity theory is based on two assumption about human behavior, which are;

 Individuals make contributions (inputs) for which they expect certain outcomes

(rewards).

 Individuals decide whether or not a particular exchange is satisfactory, by

comparing their inputs and outcomes to those of others in the form of a ratio.

2.3.5 BEHAVIOURIST THEORY

Slater (2018) introduced the concept of stimulus response association (conditioning) as the basis

of much routine behavior. He illustrated that, a manager who sometimes shouts at employees to

ensure that instructions are followed might discover after a while that employee do not respond

to instructions that are not shouted.

Robert (2020) put forward a distinction between two types of behavior, respondent and operant.

Respondent behavior was said to be under the direct control of a stimulus (such as biologically

hardwired responses). This was the stimulus response relationship in classical conditioning, e.g.
salvation in response to food presentation. Operant behavior, conversely, was seen in terms of

spontaneity with no direct or obvious cause.

 CHAPTER THREE
METHODOLOGY
3.2 RESEARCH DESIGN

Research designing is the structuring of the investigation aimed at identifying variables and their

relationship. Since statistics is not only concerned with organizing and analyzing data once they

are assembled but also with the source of data and how data are collected for study.

Based on this research work, a survey research will be conducted which involves the assessment

of the workers opinion on the effectiveness of motivation towards achieving higher productivity

with the use of questionnaire.

With this, a reasonable solution will be professed to the earlier research problems.

3.3 POPULATION, SAMPLE SIZE AND PROCEDURE

According to Arthur (2018), population can be defined, as all the items, which come within the

scope of an investigation, are it human or otherwise, while sample is a sub-group of a

population. It is a fraction of the group of the study.

As the research is focused on motivation of workers performance, the population of the study

comprises of the workers in Coca-Cola Bottling Company located at Trans Amadi Port Harcourt

Rivers State. The total population of these categories is one hundred (100) workers and a target

sample size of thirty (30) will be administered.

The sampling technique to be used for the study is Simple Random Sampling (SRS) method, due

to insufficient time and for the sake of simplicity in researching. The sample will be obtained by
drawing member from the population one at a time without replacement, so that each member of

the population has an equal chance of being chosen.

The procedures for the analysis of the data have been divided into two parts:

a) Data presentation

b) Content analysis

The statistical tool to be used in testing the hypothesis is the chi-square test is that an observed

set of values differs significantly from some expected or theoretical frequencies. It is thus a

measure of discrepancy between the observed and expected frequencies and as given by:

X2= E (0I-EI) 2

Where:0I = the observed or actual frequencies and

EI= the expected frequencies.

This will be use of two variables chi-square that allows a test of the independence of two

variables.

General procedures in carrying out the chi-square are as follows:

i. Set up the null and alternative hypothesis.

ii. Compute the expected and observed frequencies.

iii. Compute chi-square by substituting the observed and expected values into the

chi-square formula.

iv. Obtained the tabulated chi-square at the pre-determined level, using the (r-1) (c-

1) degree of freedom from two variables.

 v. If the calculated value is less than the tabulated, accept Ho; otherwise, reject

(Hi).

3.4 SOURCES OF DATA

For the successful completion of this study, data is obtained from two sources. These are the

primary and secondary sources.

Data gathered through primary sources are those obtained through administration of

questionnaire are primary sources.

On the other hand, data collected through secondary sources are those not received directly from

the original sources. These are textbooks, journals, magazines, internal and other relevant

articles.

3.5 RESEARCH INSTRUMENT

Self-administered questionnaires are used in the research work to collect data from the

respondents. According to Millkovich (2018) questionnaire is a research instrument consisting of

a series of questions and other prompts for the purpose of gathering information from

respondents. Each respondent will pick his/her answer from the options with the assistance of the

interviewer. The questionnaire will be divided into two (2) sections:

Section Awill contain personal data questions while, Section Bwill contain questions on the area

of research topic.
The research will takes random sampling method of choosing its respondents.

3.6 PILOT SURVEY

In order to find possible fault which would be corrected before full application of the research

instrument to the sample of the study, the researcher should conduct a pilot survey with which

100 questionnaires were administered on the respondents of the company. From the first pilot

study , only 20 copies of the questionnaires were returned and properly completed, while 80

copies of the questionnaires were not returned. For the second pilot survey , 20 copies of

questionnaire were administered in which 10 copies were returned and found useful. The

purpose of the pilot survey was to establish the reliability and validity of the research instrument.

3.6 VALIDITY OF INSTRUMENT

To ensure validity, the instrument was subjected to pre-test, by administering the questionnaire

on respondents outside the study area, i.e. workers that are not working in the Coca-Cola

Bottling Company, Port Harcourt. All these were aimed at ensuring high degree of validity of the

research instrument. In doing this, ten questionnaires were completed by ten respondents outside

the study area. The exercise was repeated at two weeks intervals.

3.7 RELIABILITY OF RESEARCH INSTRUMENT

To affirm that the instrument is reliable, test - retest method will be applied which copies of the

questionnaires will be distributed to the various respondents. These will be collected using the
call- back method and redistributed for the second time. This is done in order to measure internal

consistency of the instrument and also the suitability of the data analysis.

3.8 SPECIFICATION OF MODEL

Due to the large size of the population to be studied, the sampling model adopted for the purpose

of this work is the simple random sample method.

3.9 MEASUREMENT OF VARIABLE

Measurement of variables is the process of assigning numbers to objects or to the characteristics

of objects according to a defined and specified rule.

3.10 METHOD OF DATA ANALYSIS

This research work employed the use of simple percentage to analyze the questionnaire and data

obtained will be presented in tables while the chi-square (X2) method will be adopted.

The chi-square method denoted by the sign (X2) will be used to determine whether a significant

difference occurs between the expected and observed frequencies. The common practice is to set

the level of significance at either 0.05 or 0.01.

The chi-square formula is shown below:

X2= E (Oi-Ei)

(Ei)
 Where Oi= Observe frequency

Ei= Expected frequency

E= Summation

As with all test of significance a table for chi-square distribution is consulted to

determine whether the value is significant or not. In order to do this, a degree of freedom must be

determined by means of the formula below:

DF= (r-1) (c-1)

Where DF= Degree of freedom

R= Number of rows

C= Number of column

The expected value/frequency (E) is calculated thus;

Expected value= row total X column total

Decision rule: if X2 calculated is greater than X2 tabulated, reject null hypothesis (Ho) and

accept the alternative hypothesis (Hi) and vice versa.

 CHAPTER FOUR
DATA ANALYSIS AND RESULTS

4.1 DATA PRESENTATION AND ANALYSIS

TABLE 1: IMPACT OF MOTIVATION OF EMPLOYEE PERFORMANCE

RESPONSES FREQUENCY PERCENTAGE

Yes 29 96.67

No - -

Undecided 1 3.33

Total 30 100

Source: Field Survey, 2024

Table1 shows that respondents representing 96.67% of the workers agreed that motivation has

great impact on organizational efficiency and effectiveness while 3.33% was undecided.

From the above data, it can be justified that motivation of employees has a great impact on

organizational efficiency and effectiveness. The findings shows that once an employee is being

motivated, it increase organizational efficiency and effectiveness. Motivated employee is a

valuable asset which delivers huge value to the organization in maintaining and strengthening its

business and revenue growth.

 TABLE 2: MOTIVATINAL TECHNIQUE

RESPONSES FREQUENCY PERCENTAGE

Job rotation 7 23.33

Recognition 8 26.67

Career development 15 50

Total 30 100

Source: Field Survey, 2024

Table 2 shows that 50%opined that career development motivate workers,26.67% agreed that

recognition motivate them while 23.33% of the respondents agreed that job rotation technique

motivate workers.

From the above data, it is justified that career development is the major motivational technique

being enjoy by the workers. Employee usually feel more engaged when they believe that their

employer is concerned about their growth and provides avenues to reach individual career goals

while fulfilling the company’s mission.

TABLE 3: INEFFICIENCY OF WORKERS PERFORMANCE

RESPONSES FREQUENCY PERCENTAGE

Yes 22 73.34

No 6 20

Undecided 2 6.66

Total 30 100

Source: Field Survey, 2024

Table 3 shows that 73.34% agreed that lack of motivation reduces the performance and

efficiency, 20% disagreed by saying “No” while 6.66% were undecided.

The finding shows that if workers/employees are not adequately motivated, their performance

and efficiency will reduce. When employees never get any rewards or recognition for their work,

they quickly start to feel that no one cares which leads to inefficiency of workers performance.

TABLE 4: EFFECT OF MOTIVATION ON LABOUR TURNOVER

RESPONSES FREQUENCY PERCENTAGE

Yes 23 76.67

No 6 20
 Undecided 1 3.33

Total 30 100

Table 4 indicates that 76.67% respondents agreed that motivation of workers reduces

absenteeism and labour turnover, 20% respondents disagreed and said No, while 3.33% was

undecided on the issue.

The finding shows that, with the help of motivation there will be reduction in workers

absenteeism and regular labour turnover. Motivated employee will be encouraged to stay in the

organization for a longer period of time.

TABLE 5: THE ROLE OF MOTIVATION ON JOB SECURITY

RESPONSES FREQUENCY PERCENTAGE

Yes 27 90

No 1 3.33

Undecided 2 6.67

Total 30 100

Source: Field Survey, 2024

Table 5 shows that 90% of the respondents agreed that job security is good for staff motivation,

6.67% were undecided while 3.33% said “No”.

From the above data, it is justified that securing workers job is very important in an organization.

Workers job can be secured by not threatened them physically, psychologically, emotionally or

financially. Employee job can be secured through increase in salary, promotion, job satisfaction,

bonuses etc.

TABLE 6: IMPORTANCE OF TRAINING AND DEVELOPMENT ON WORKERS

RESPONSES FREQUENCY PERCENTAGE

Yes 29 96.67

No - -

Undecided 1 3.33

Total 30 100

Source: Field Survey, 2024

Table 6 shows that 96.67% agreed that training and development is a good motivational tool

while 3.33% was undecided.

From the data above, training and development is a good motivational tool has it is being chosen

by the majority of the respondents. Training has a lot of advantages on employee. When we train

our staffs frequently, definitely they will perform better on their job, it will improve their skill

and more effective.

 CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 SUMMARY OF FINDINGS

whether motivation is effective in achieving higher productivity among workers in Coca-Cola

Bottling Company Port Harcourt, other relevant areas which the study highlighted are: the

reaction of the workers towards their duties when motivation is employed by the employer and

how the manager can apply motivational theories of management in their attempt to direct the

job behavior of employees towards the goals of their establishment. The aim of this study is to

determine area of study, which depicted the inevitability of motivation in achieving

organizational efficiency and effectiveness was stated. In the course of the study, statement of

problem such as: workers leaving the organization due to poor motivation, their unwillingness to

perform their duties well and how to motivate them to achieving desired productivity level were

pointed out. To ascertain the application of the motivational technique by the organization

concerned and to know the problem inhibiting the success of the employee motivation in the

organization forms essential part of the objectives of the study. Question relating to the

objectives and problem were also looked at. The study looked into some review literatures that

covered different models and theories on motivation by different scholars, various definition

given by several management scholars, different means of motivating workers or simply type
and importance of motivation. Various textbooks, journals, articles and other scholarly material

were used to get terms, ideas, concept and academic as well as professional viewpoints.

The management team of Coca-Cola Bottling Company, Port Harcourt Rivers State together

with important officers of the organization were selected as the study population with the use of

simple random sampling. Both primary and secondary data were also used for this research

work. The primary data was based on questionnaire while the secondary data was based on

published and unpublished works. The data collected were processed and analyzed through the

use of chi-square.

5.2 CONCLUSION
From the assertions of the respondents to question answered in the questionnaires administered

to them, certain conclusion could be made. Firstly, motivation is employed on regular basis, the

fact that motivation is employed regularly shows its importance in achieving higher performance

among workers. It was also observed that its level of reliability and relevance towards

productivity cannot be over-emphasized. Furthermore, its usefulness in sustaining the efficiency

and effectiveness of workers in the organization further reveals its indispensability. More so,

various means of motivation such as good remuneration, welfare services and training of staff

etc. has been brought into limelight that was used in the organization. On the issue of personal

data in the questionnaire, it was observed that the male workers in them company i.e. Coca-Cola

Bottling Company, Port Harcourt are more than the female counter parts. This implies that more

male are being employed than female in the organization. Conclusively, the task of using
motivation to achieving organization efficiency and effectiveness is worthy considering all these

occurring benefits stated earlier.

5.3 RECOMMENDATIONS
The following are the recommendations which are found useful and if rationally adopted, will go

a long way in enhancing the effectiveness and the usefulness of motivation in achieving

organizational efficiency and effectiveness. These recommendations include:

i. The management of the organization should be praised for the little effort they made

towards motivating the workers in their organization.

ii. The workers must be encouraged to make their contributions towards the achievement

of the organization.

iii. The cordial relationship between the management and workers in the organization must

be allowed to continue.

iv. The organization should be advised to maintain their present statuesque and also be

encouraged on keep their performance.

v. The organization should appreciate the workers publicly to increase the workers and not

be downcast morally.

vi. The organization should consider the employment of more female staff, it will serve as

motivation for the male counterpart in interacting with opposite sex

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APPENDIXES

Department of Business Admin & Mgt

School of Management Sciences.

Federal Polytechnic Ekowe,

Bayelsa State.

27th January, 2024.

 Dear Respondents

REQUEST FOR COMPLETION OF QUESTIONNAIRE

I am a final year student of the above named institution carrying out a research on the " effect of

motivation on employee performance in Nigeria Bottling company Aba". The aim of this

questionnaire is to enable me complete the research project.

I therefore imploy you to read through carefully and respond accordingly based on your opinion.

Please, be assured that the information received will strictly be used for the purpose of this

academic research.

Thanks for your cooperation

Yours Faithfully

Shadrach Promise T
 QUESTIONNAIRE

Instruction: please, kindly respond to the following questions to the best of your

knowledge by ticking the appropriate box [ ]

SECTION A

1. Name (optional) _________________

2. Age: (a) Below 20 years [ ] (b) 20years-29years [ ] (c) 30years-39years [ ]

(d) 40years and above [ ]

3. Sex: (a) Male [ ] (b) Female [ ]

4. Marital Status: (a) Single [ ] (b) Married [ ] (c) Divorced [ ]

5. Educational Qualification: (a) WASC/GCE [ ](b) OND [ ] (c) HND/BSC [ ]

(d) MSC/MBA[ ]

6. Present Salary Structure: (a) Below #10,000 [ ] (b) #10,000-#30,000 [ ]

(c) #30,000-#50,000 [ ] (d) #50,000 and Above [ ]

7. Years of experience: (a) 5-10years [ ] (b) 11-20years [ ](c) 21-30years [ ](d)

31years and above [ ]

 SECTION B

8. Motivation of employees has a great impact on organizational efficiency and

effectiveness? (a) Yes [ ] (b) No [ ] (c) Undecided [ ]

9. Motivation of workers is instrument to organization performance

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

10. Which of the following do you think is the best reason for motivation of workers?

(a) To boost employee morale [ ] (b) Attainment of organizational goals [ ] (c) For

organization efficiency and effectiveness [ ]

11. Motivation of employee can result into a good relation between co-employees in an

organization? (a) Yes[ ] (b) No [ ] (c) Undecided [ ]

12. A good motivational scheme of workers improves employee’s productivity?

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

13. Which of these do you agree is the best job reward for the utilization of an

employee capabilities?

(a) Salaries and Wages [ ] (b) Job security [ ] (c) Workers participation [ ]

14. Employee training and development is a good motivational tool?

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

15. Does the training really have impact on you?

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

16. Motivation of workers through job security in an organization is very important?

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

17. What type of incentive do you enjoy in your organization?

(a) Good medical care [ ] (b) Annual bonuses [ ] (c) Long service award [ ]

18. What other motivational techniques do you enjoy?

(a) Job rotation [ ] (b) Recognition [ ] (c) Career development [ ]

19. Do you participate in decision making concerning your job in the organization?

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

20. If yes, does it really motivate you?(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

21. Does your work in your organization increase the organization effectiveness?

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

22. Does monetary tool of motivation really maximize workers pleasure?

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

23. Social activities in the organization are very important?

 (a) Yes [ ] (b) No [ ] (c) Undecided [ ]

24. Workers work effectively when they feel like part of team (team spirit)?

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

25. Does motivation of workers boost employee morale?

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

26. Does motivation of workers reduces absenteeism and regular labor turnover?

(a) Yes [ ] (b) No [ ] (c) Undecided [ ]

27. When workers are not adequately motivated, their performance and efficiency will

be reduced? (a) Yes [ ] (b) No [ ] (c) Undecided [ ]