impact of employee motivation in the banking sector

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

The need to increase productivity and efficiency

in the work place or any organization has led to

increasing academic interest in the area of

motivation over the years. Scholars have been keenly

interested in knowing what factors are responsible

for stimulating the will to work. Thus motivation has

become an issue of concern for both scholars and

practitioners of personnel management.

Every organization either in the private or public

sector is goal oriented and all efforts are geared

towards the successful attainment of those goals and

objectives. Therefore, for any organization to record

any degree of meaningful success in the pursuit of its

goals and aspirations, it must have the ability to

create values (motivation) enough to compensate for

the burdens imposed upon the staff. Such value or

motivators can come in the form of good training

policies, facilities or incentives such as fringe benefit,

promotion, status symbol etc so as to satisfy the

1

needs of the staff for enhanced performance (Obisi,

1996).

It has been shown, argued and proven that

unless individual staff are motivated to make

sufficient use of the potentials found in them during

the employment process they may not achieve the

level of performance that is desired from them

(Morris, 1998). For a staff to be motivated, he or she

has to perceive that his or her needs and wants are

being met. Thus the satisfaction of the staff

represents an indispensable dimension of the

motivational process. A satisfied individual would

certainly contribute positively to the realization of the

organizational goals and objectives while a

dissatisfied staff may only not contribute but can

even act in such a way that the realization of such

goals and objectives could be completely destroyed.

This underlines the importance of staff satisfaction to

the organisation.

Motivation is said to be the core of management

of human resources. The management of men and

women is a challenging task. No two persons have

2

the same qualities, feelings and behaviour. The

nature of man is very complex. It is not easy to take

care of human beings with such varying

characteristics and qualities.

Without motivation, organisation would not last

long. Human resources must be activated, trained,

developed and above all motivated in order to realize

individual and organizational goals. An individual who

has ability, skills and knowledge would not do much

without motivation. However, an individual with skills,

knowledge and ability with added motivation is a

sure way to success (Ajiola, 2002). The performance

of a worker does not depend largely on his ability,

intelligence, skills and knowledge but on the

motivation which he has. If we do not motivate a

worker, he would not as such be a problem solver

(Abbegleen, 2001).

It is generally acclaimed that incentives such as

good pay, good condition of service, provision of

decent accommodation, opportunity for staff training

etc. motivate employees in order to increase their

productive capacity. In view of the above, therefore,

3

incentives are regarded as the major factor which

motivates employees to exhibit better performance.

However, it is not a matter of course to motivate an

individual staff because the success of any

motivational effect solely depends on the extent to

which the motivation meets the needs of the

individual employee.

Finally, the test for management of either

private or public organisations therefore is to

determine the valued needs and motivators that will

make an employee react according to the

organizational desires to increase productivity. The

impact of employee motivation on the banking

industry using the Union Bank of Nigeria Plc,

Maiduguri as a case study will therefore form the

basis of this study.

1.2 STATEMENT OF THE RESEARCH PROBLEM

Personnel management, motivation and

productivity are areas that have occupied the minds

of management in Nigeria especially in the private

sector. Managers and scholars alike have wondered

4

at the poor attitude to work of employees in the work

place.

With the rise of new ideas of management and

motivation, one expects to see that these ideas are

applied and the employees motivated to maximum

productivity. However, the opposite has always

seemed to be the case. One notices in many public

and private organisations the non-challant and

sluggish attitude to work by the employees, and

wonders where the problem lies.

Union Bank Plc, Maiduguri is not an exception to

the above problem. Employees of the organisation

only perform their duties as much as will enable

them to keep their jobs. Despite the fact that the

organisation is meeting the needs for which it is

created the employees seem not to be happy and

have not utilized their full potential and skills. It is

against this backdrop that this study examines the

impact of employee motivation on the organization.

1.3 OBJECTIVES OF THE STUDY

5

The general objective of the study is to examine

the impact of motivation on productivity in Union

Bank Plc. The specific objectives are to:

(1) examine what motivates employees in Union

Bank Plc.

(2) examine the impact of motivation on employee

performance in in Union Bank Plc.

(3) identify the problems of motivation in in Union

Bank Plc.

(4) recommend ways of enhancing motivation and

employee performance in Union Bank Plc.

1.4 RESEARCH QUESTIONS

Based on the objectives of the study, the

following questions are formulated:

(1) What are the motivational factors of employees

in Union Bank Plc.?

(2) What is the impact of motivation on employee

performance in Union Bank Plc.?

(3) What are the problems of motivation of

employees in Union Bank Plc.?

6

(4) How can motivation and employee performance

be enhanced in Union Bank Plc.?

1.5 RESEARCH HYPOTHSES

The central hypotheses guiding this study are:

(1) Ho: There is no relationship between

employee motivation and

performance in the banking industry.

(2) Ho: Jobs in the banking industry have

not provided motivation for its

employees.

1.6 SIGNIFICANCE OF THE STUDY

The need for the study arises from the

realization that the pivotal asset of any organisation

is the employees. Without them the very survival of

the organisation could be an impossibility. Such an

7

important asset needs to be motivated to make them

contribute their best to move the organisation

forward. Thus, a study of this nature is a step in the

right direction.

The study possesses some academic value and

could be of interest to both researchers and students,

managers in the banking industry and the general

public.

To the researchers and students, it will be a

contribution to knowledge and literature on the topic

and a guide for further study. To managers of

organizations and the banking industry, the study will

help identify motivational factors of employees, their

problems and suggestions on how to motivate and

enhance their performance.

To the general public, the study will be an eye

opener on the impact of employee motivation on the

banking industry.

1.7 SCOPE OF THE STUDY

The study essentially concentrates on

motivation. Emphasis will be on the impact of

employee motivation on the banking industry. The

study is limited to Union Bank Plc, Maiduguri.

8

1.8 DEFINITION OF TERMS

This section clarifies concepts within the context of

this research. These concepts are as follows:

Motivation: The state or condition of being induced to do

something.

Employee: This refers to managerial, secretarial,

technical and

other personnel in an organization.

Impact: This is concerned with the effect that motivation

has on

employees of the organization in relation to

their

performance.

REFERENCES

Abbegleen, H. (2001) Principles of Management: A Modern

Approach. (Seventh Edition) John Willey and

Sons, London.

Ajilola, E. (2002) “How to Motivate the Nigerian Workers”

in Management in Nigeria Journal. Vol. 2, No. 6.

PP.157-192

Morris, V. (1998) Motivation and Morale in Industry. Norton

and Co., New York.

Obisi, C. (1996) Personnel Management. Jackbod

Enterprises, Ibadan.

9

CHAPTER TWO

LITERATURE REVIEW

2.0 INTRODUCTION

This chapter is dedicated to the review of

relevant literature for the study. Consequently, the

works of scholars and authors on the concept,

objectives, techniques, complexity of motivation,

management policies and theories of motivation will

be reviewed.

10

2.1 CONCEPT/DEFINITION OF MOTIVATION

The word motivation is derived from a Latin

word “movere”, meaning to “move”. In its simplest

term, the term may be defined as the state or

condition of being induced to do something.

Essentially, motivation involves individual needs and

the extent to which they are met by the organisation

or the extent to which the worker perceive that his or

her needs are met by the organisation.

According to Campbell and Pitchard( 1976:34),

motivation has to do with a set of

independent/dependent variable relationship that

explains the direction, skills and understanding of the

task and constraints operating in the environment.

Motivation also refers to the underlying psychological

state that impels or causes behaviour. A motive

generally is a need, want or desire which operates

within the individual which makes him to exhibit

certain behaviour.

Glueck (1980:114), defines motivation as the

process or factors (motives) that influence people to

11

act. He went further to state that psychologists view

motivation as the process and channeling of

behaviour into a specific course. He also sees it as a

general term applying to the entire class of desires,

drives, needs, wishes and similar forces.

Writing in the Nigerian Institute of Management,

Ajilola (1976:22), defined motivation as a process of

stimulating people to action to achieve organizational

task as well as a process of stimulating oneself to

action to gratify a felt need.

Victor Vroom sees motivation as a process

governing choices made by persons or lower

organisations among alternative forms or voluntary

activity (Vroom, 1964:75).

Motivation is the process of creating

organizational conditions which will impel staffs to

strive to attain company goals (Hodgetts, 1979:9).

According to Morns (1953:21), motivation represents

an unsatisfied need which creates a state of tension

or disequilibrium, causing the individual to move in a

goal directed pattern towards restoring a state of

12

equilibrium by satisfying the need. Lillis (1958:35),

defines motivation as the stimulating of any emotion

or desire operating upon one’s will and prompting or

driving it into action.

Steers and Poster (1979) presents a model of

the process of motivation as follows:

Fig. 2:1 Model of the Process of Motivation

Source: Steers and Porter (1976:103)

This model implies that individuals have desired

needs within them that leads to the development of

behaviour aimed at meeting their goals or needs. A

feedback is necessary in order to assess whether the

behaviour is producing the desired goals or if there is

the need for modification.

13

Inner state and disequilibrium, needs, desires or expectancy

accompanied by participation

Behaviour Action

Incentive Goal

Modification Inner State

From the above, one observes that motivation is

something that originates from the inner state of an

individual. Motivation can also arise from the socio-

economic environment. This implies that factors

within the socio-economic environment trigger off a

desire to achieve a certain goal in order to meet the

expected goals.

Motivation is an exchange between individual

and the socio-economic environment. The

environment gives the individual set of value

preferences from which the goals to which his desires

are expressed and the individual gives to the social

environment by conforming to its norms through his

behaviour (Dublin, 1974:44).

2.2 OBJECTIVES/IMPORTANCE OF MOTIVATION

Motivation is simply the will to achieve. It was

discovered that since organisations are made up of

people, it was not enough to get the right kind of

people and place them in the right kind of job. That is

14

in itself not enough to facilitate efficiency and

effectiveness because man is a behavioural animal

propelled by his behaviour and as such his behaviour

has to be channeled to a productive one. It is obvious

that human behaviour is complex and therefore not a

simple matter. Man in organisation exit in a system

where there are interactions and interdependencies

of interaction and in the context of all this, man

needs to be motivated. People need to be tuned and

stimulated before they will put in their best.

The major objectives of motivation is to provide

opportunities for personal need fulfillment for each

staff in such a way that will encourage him to put in

his best towards the accomplishment of

organizational goals and objectives. Generally, an

staff is motivated by opportunities to achieve and

satisfy unfulfilled needs. Within the individual staff

there exist some desires which needs fulfillment. To

fulfill these unsatisfied needs and desires become

forces that initiate or incite action. When a staff sees

an opportunity to achieve what is important to him,

15

he gets attracted to that opportunity. The perceived

opportunity is referred to as “incentive”.

“Performance” is regarded as a behaviour which

is directed towards a task or goal accomplishment

while motivation on the other hand is the core stone

that provides incentive for the staffs to work hard

which intimately brings about productivity thus

making the anticipation of the organisation a reality.

How do you identify a motivated person? A motivated

person can be identified through the extent of his

commitment to the organisation that he belongs.

According to Abbegleen (1974) a motivated

person could be identified through the following:

(3) If the person is ready to defend the organisation

anywhere?

(4) One prefers the organisation he belongs to any

related one.

(5) He is ready to spend the rest of his working life

in the organisation to which belongs.

16

(6) One with expressing satisfaction and

contentment with the internal workings of the

organisation which he belongs.

(7) One who is likely to have no intra-organizational

conflict with those up, below and horizontal

level of the organisation.

(8) He that is ready to willingly contribute his effort

towards the success of the organisation to

which he belong (Abbegleen, 1974:415).

2.3 STEPS/TECHNIQUES IN MOTIVATING

EMPLOYEES

There are two kinds of motivation: positive and

negative motivation. If people work due to fear and

reasons of punishment and reprimand, it is negative

motivation. On the other hand, if people work

willingly and without coercion, it is positive

motivation. Motivation can also be internal or

intrinsic, external or extrinsic. The feeling of being

recognized, praised for a job well-done and

17

participation in whatever we do can be called internal

or intrinsic motivation while external or extrinsic

motivation concerns such motivations like money,

retirement benefits, health insurance and

compensation (Obisi, 1997:306).

According to Michael (1975:179) there are four

steps to be followed in motivating the staffs. They

are:

(1) Sizing up issues requiring motivation:

Motivation is not a straight-jacketed affair.

Organisations must make sure that the areas

they are applying motivation is actually where it

is needed. Certain staffs may want their

organisations to help them to further their

education which will enhance their career while

some may want something else. Organisations

must take care of these varying expectations in

their approach towards motivation.

18

(2) Preparing a set of motivating tools:

The next step would be to understand those

tools which would actually motivate the people.

There are items or tools which may motivate the

executives more than the other rank and file.

(3) Selecting and Applying Motivators:

Tools and items selected as motivators must be

applied at the right time for it to be useful.

Bonus during celebration is ideal. Staff vacation

during children vacation period would enable

the whole family to travel on a holiday.

(4) Getting Feedback:

The feedback of what we are doing to motivate

people must be obtained to enable

organisations make for re-examinations and find

out usefulness of what they are doing.

There are various incentives and techniques

which organisations can use in motivating their

staffs. These techniques or incentives may be divided

into two, namely financial or Monetary and non-

19

financial or non-monetary incentives. With reference

to financial Incentives, some individuals are ready

and willing to define motivation as money. Most

people are motivated by money. Under financial

motivation may come such things as compensation;

business, leave allowances, other financial benefits

and remunerations. Monetary reward as a motivator

is high in developing economies due to very low

quality of life which they are facing.

Non-financial or non-monetary incentives give

personal satisfaction to the individual. It is a reward

which gives inner joy to the individual but cannot be

measured and quantified in terms of money. Non-

financial motivation include job Security, more

responsibility and authority, sense of belonging and

recognition, job enrichment, job loading, pride,

praise, prestige and status. Others are participation

and delegation, acceptance, communality and

competition, better quality of work life both on and

off the job, opportunity for growth and promotion,

and job rotation.

20

2.4 ORGANISATIONAL POLICIES THAT

ENHANCES

EMPLOYEE MOTIVATION

For motivational tools to succeed, it must be

dynamic. Motivational techniques which are not

flexible are dangerous and counter productive.

Organisations must and should not forget that a

satisfied need is no longer a motivator of behaviour.

Environmental and organizational and even individual

changes should not be forgotten while organizing and

implementing motivational tools, hence the urgency

to be flexible, dynamic and not rigid in applying

motivational tools. Organisations need to take the

following suggestions. Staffs should be taken into

confidence when applying motivational tools,

subordinates should be respected and honoured,

workers must be properly equipped before being

assigned to a job, the right man must be placed and

matched on the right job, and face to face meeting

between superiors and subordinates must be

21

regularly organized to explain strengths and

weaknesses and feedback taken.

In addition, personal and demoralizing

influences should be avoided because they attempt

to disrupt the creative potential of the individual

which is a disaster to both the individual and the

organisation. Individuals must be prepared for

change. The greatest fear in the world of

management is not the fear of the unknown but the

fear of change. Due to stiff competition, change is

inevitable and when individuals are not prepared well

in advance for such changes, it becomes difficult to

adjust. It is necessary that organisation renews itself

everyday in order to remain competitive.

Similarly, human resources development

systems must be properly utilized. Training and

development, selection, job rotation, job analysis, job

enrichment, job evaluation, performance appraisal,

merit rating etc. if properly utilized would to a

greater extent revitalize the workforce. Also, workers

should be allowed to be their own boss, positive

motivational tools should be part of the culture of the

22

organisation. Delegating responsibility and retaining

authority cannot motivate the workforce. Authority

and responsibility should be delegated.

Finally, merit and hard work must be rewarded

adequately. Rewards based on personal influences

demoralize the workforce. In any organisation where

rewards are likely to be misplaced, where a spirited

man is not as such respected and admired,

motivational tools cannot bear fruit. It is a problem

on advancement in an organisation where merit

plays second fiddle because of personal influences.

Organisations will do well if they avoid demoralizing

influences in designing and implementing

motivational tools (Aghidigbe, 2001:15-19).

2.5 MANAGERIAL ASSUMPTIONS AND THEIR

EFFECTS ON EMPLOYEES

Douglas McGregor (1960) stated that “The

human side of enterprise is all of a piece and the

assumption management holds about controlling its

human resources determine the whole character of

the enterprise”. These assumptions determines also

23

the quality of its successive generations of

management (McGregor, 1960:vi-vii).

McGregor presented two opposite sets of

assumptions that he thought were implicit in most

approaches to supervision. These two sets of

assumptions, which he called “Theory X” and “Theory

Y” can be regarded as the extremes or boundaries on

a spectrum or range of assumptions.

Theory X and Y is based on McGregor’s

assumption that the behaviour of people is strongly

influenced by their beliefs. The bulk of current

managerial principles, according to McGregor had

been directly derived from the first set of

assumptions, theory X. These assumptions are to

quote McGregor:

(1) The average human being has an inherent

dislike of work and will avoid it if he can.

(2) Because of this human characteristic of dislike

of work, most people must be coerced,

controlled, directed or threatened with

punishment to get them to put forth adequate

24

effort towards the achievement of

organizational objectives.

(3) The average human being prefers to be

directed, wishes to avoid responsibility, has

relatively little ambition and wants security

above all (McGregor, 1960:33-34).

Theory X provides explanation for some

behaviour patterns in Industry or the work place. But

are these inherent human traits or are they learned

through experience in organisation? This view clearly

dictates that motivation will be primarily through fear

and that managers will be required to maintain close

surveillance of their subordinates if the

organizational objectives of security are to be

obtained.

The accumulation of knowledge about human

behaviour from many specialized fields has led to

further research regarding the validity of

conventional managerial assumptions. From these

data, McGregor derived a new set of assumption

which he called Theory Y. According to McGregor:

25

(1) The expenditure of physical and mental efforts

in work is as natural as play or rest. The average

human being does not inherently dislike work.

Depending upon controllable conditions, work

may be a source of satisfaction (and will be

voluntarily performed) or a source of

punishment (and will be avoided if possible).

(2) External control and the threat of punishment

are not only means of bringing about efforts

towards organizational objectives. Man will

exercise self-direction and self-control in the

service of objectives to which he is committed.

(3) Commitment to objectives is a result of the

rewards associated with their achievement. The

most significant of such rewards e.g. the

satisfaction of ego and self-actualization needs,

can be direct products of efforts directed

towards organisation objectives.

(4) The average human learns under proper

conditions not only to accept but to seek

responsibility. Avoidance of responsibility, lack

26

of ambition and emphasis on security are

generally consequences of experience, not

inherent human characteristics.

(5) The capacity to exercise a relatively high degree

of imagination, ingenuity and creativity in the

solution of organized problems is widely, not

narrowly distributed in the population.

(6) Under conditions of modern industrial life, the

intellectual potentialities of the average human

being are only partially utilized (McGregor,

1960:47-48).

Theory Y emphasizes managerial leadership

through motivation and by permitting subordinates to

experience personal satisfaction as they contribute to

the achievement of the objectives. These

assumptions, McGregor felt, provide a better

explanation of human nature and therefore indicated

the need for a different managerial strategy in

dealing with people.

McGregor analyzed how the acceptance of

Theory X as the basis for running an organisation

27

would workout. The relationship of this theory to the

organizational structure is that if Theory X is applied,

tall structures which encourage close controls would

be the most appropriate form. But, on the other hand

as McGregor presupposes that Theory Y depicts the

nature of humans, the flat structure which has given

a great deal of responsibility to subordinate will be

more effective than a tall structure.

Likert (1967) in his contribution to the theory of

organizations holds the view that supervisors with

the best record of performance are among those who

focus more, on the human aspects of their

subordinate’s problems and on building effective

work group for goal attainment.

Likert maintained that management approach

that is participative (Democratic) and characterized

by the manager being supportive through the use of

decision making and group method of supervision,

produces a better organizational climate and better

results in terms of productivity, costs, absences, and

28

turn-over. The essential concepts of Likert’s and

McGregor's contributions to the theory of

organization rest squarely on the assumption that in

contrast to the classical views, there must be

supportive relationship of the group to each other if

the organisation is to be effective.

2.6 COMPLEXITY OF MOTIVATION AND

IMPLICATION

FOR MANAGERS

It is important to note that motivation is

responsible for variation in human behaviour in

organisations (or the work place). Motivation is

complex and individualized as what motivates one

person may be different from what motivates another

person. What motivates generally are wide ranging

e.g. wages, job security, less restrictive working

condition, sympathy, understanding, being involved

or opportunity to contribute in decision making,

feeling that someone or management is concerned

about your welfare or wellbeing, having a feedback

29

on your performance, appreciation and recognition

for work done no matter how significant or

insignificant the work may be. Thus the question that

is often been raised by managers are: Why do people

do what they do? What can be done to encourage

people? What are the possible ways to encourage

efficient and effective performance by the staff?

These and many other questions which are related to

the above might appear to be simple but at closer

look, the truth is that the answers do not come easily

as expected. Why?

No one single answer would suffice in explaining

why the answers to these questions are not easy.

First, this is an area that deals with human behaviour

within an organizational setting. Human being we

know is a complex animal. An enquiry into their

behaviour and reasons for certain actions or

indication's would certainly also prove us with

complex, varied and at times conflicting answers.

Secondly and closely related to the above are

individual differences. Factors responsible for the

30

motivation of individuals may differ from place to

place and from person to person. Thirdly motivational

factors are also difficult to determine because of the

unending nature of individual wants. The recognition

of a particular need and attempt to satisfy it, one

would think would greatly motivate the worker but

most often than not, the output realized do not allude

to this because once one need is met, others

emerge. Fourthly basic needs take effect as

motivators on different level depending on the

individual.

2.7 THEORIES OF MOTIVATION AND THEIR

CONTRIBUTIONS

As stated earlier, factors responsible for the

motivation of individual may differ from place to

place and from person to person. This, therefore,

cripples attempt to allocate a single unifying theory

of motivation thus, the field of motivation is flooded

with theories each having its unique argument, merit

and demerit.

31

The presence of various theories of motivation,

though a positive development for the academic

sector, complicates the problem of managers. All

these theories are concerned with one thing

(motivation), why people in work place act as they do

and how those in management positions can change

their actions. We shall now proceed to examine some

theories of motivation.

MASLOW HIERARCHY OF NEEDS THEORY

One theory of human motivation that probably

has had the greatest impact on studies concerned

with motivation in organisation was that of Abraham

Maslow, an American psychologist. Abraham Maslow

in a classic paper published in 1943 outlined the

elements of an overall theory of motivation. Maslow

arranged human needs in a hierarchical manner

comprising of five levels. It was his contention that

once a particular level of need was satisfied, it no

longer served to motivate leading to the next level

need that has to be activated in order to motivate

32

the individual. The five levels in the need hierarchy

propounded by Maslow in brief are the following:

(i) Psychological Needs

Maslow included in this group the need for

water, food, air, rest etc. The psychological needs

occupy the most basic level in the hierarchy and is

usually taken as the starting point in his motivational

theory .The essential or distinguishing feature of this

level of need is that it is concerned with the

maintenance of the body i.e. that they are required

to keep the body in a state of equilibrium.

According to the theory, once these basic needs

are satisfied, they are no longer motivated. For

examples, a thirsty man will strive for a cup of water

held out in front of him. However, after he drinks to

his satisfaction, he will not strive for another. what

can now therefore act as a motivator to him is not

the basic need for water but some higher level

needs. On the other hand, if these needs

(psychological) are not satisfied and man is then

33

dominated by the psychological needs all other

needs may become inactive.

(ii) Safety Needs

As outlined by Maslow, this constitutes the

second level in the hierarchy of needs. It is also

important to state that the safety needs are also

roughly equivalent to the security needs. It is also

worthy to note that safety as used here is both in the

physical and psychological sense and would actually

act as a motivator to the worker when the first and

most basic level of need (psychological) has been

relatively well gratified. The psychological security

consists of the various security measure adult take,

such as tenure position, saving, all sorts of insurance,

etc. while the physical security consists of stability,

protection, freedom from fear, law and order etc. This

level of need is considered very important when

viewed against the background that most people

34

would not want to work in an environment that holds

out for them physical or psychological hazards.

An atmosphere free from these hazards would

certainly encourage the worker to put in his or her

best.

(iii) Belongingness and Love Needs

This is the third level of need and it becomes

very prominent when the first two levels have been

satisfied. Man as social animal wants to relate with

others either at home or in the workplace. Such

relationship especially in the workplace must be

affectionate if the worker is to be motivated to put in

his or her best. Any good establishment must satisfy

this need if it is to survive.

(iv) The Esteem Needs

This need is the fourth in Maslow’s hierarchy of

needs and it represents the ego need. Self-esteem

needs can be classified into two categories, normally.

35

(a) The desire for strength, for achievement, for

adequacy, for mastery and competence, for

confidence in the face of the world and for

independence and freedom.

(b) The desire for reputation and recognition,

attention, importance, dignity or appreciation.

(v) Need for Self Actualization

This is at the apex in Maslow’s hierarchy of need

and it refers to a person’s desire for self-fulfillment.

Every individual in the workplace has a model or

what he or she wants to become and for Maslow, the

realization of this model represents the apex in the

hierarchy of needs. Thus, it represents the

culmination of all the lower, intermediate and higher

needs of human (Maslow, 1954:77-79).

HERZBERG TWO FACTOR THEORY OF

MOTIVATION

36

Herzberg (1950) and his associates developed

the work of Maslow and formulated a theory of work

motivation commonly referred to as the hygiene

theory of motivation. His idea was to discover what

motivates staffs and to ascertain what they actually

want in their work.

According to Herzberg, intrinsic factors tend to

give job satisfaction while extrinsic factors tend to

give job dissatisfaction. The intrinsic and extrinsic

factors may be divided into two which he code-

named motivators and hygiene factors.

The motivators are the factors which determine

or increase job satisfaction like:

(1) Recognition

(2) Achievement

(3) Work itself

(4) Responsibility

(5) Individual growth

According to Herzberg the above points are the

factors which could bring about job satisfaction but

37

even if the above situations are absent, they would

not cause dissatisfaction because they are extra

provision which encourages or boosts motivation. He

called them “satisfiers”

On the other hand, there are situations or

conditions which Herzberg states would cause

dissatisfaction if they are not present and these are

situations relating to organizational administration

and policies like:

(1) Salary

(2) Superior-subordinate relationships

(3) Job security

(4) General working condition

(5) Supervision

The above conditions are called hygiene or

maintenance factors because they are extrinsic to

job. They do not provide motivation if they are

adequate. However, if they are not in place, they

cause dissatisfaction. Herzberg cautions that the

factors leading to job satisfaction are separate and

distinct from those that lead to job dissatisfaction.

38

Therefore, a manager seeks to eliminate factors that

can create job dissatisfaction; he can bring about

peace, but not necessarily motivation. He would be

placating his subordinates rather than motivating

them. It is necessary that the satisfiers or motivators

be emphasized upon.

EQUITY THEORY OF WORK MOTIVATION

The basic arguments of this theory of motivation

which largely emerged to deal with social comparison

processes, is that the major determinant of job action

of performance and satisfaction is the result of the

degree of equity or inequity that an individual

perceives in work situations. The degree of equity is

explained in terms of a ratio of an individual’s input

to outcomes as compared with a similar ration for a

colleague or a relevant other.

Though contributors to this theory are many and

each having his or her own approach, Adam’s work,

which he carried out in 1963, has come to be

regarded as a highly developed model of the social

39

comparison of equity theory. A good number of

factors distinguish the equity theory from other

theories previously discussed.

One major distinguishing feature of equity

theory is that is places much emphasis on

individual’s perception of others and also group

influences. In contrast, the need theory is based on

the individual, evaluating possible factors that

energize the individual to work towards the

realization of organizational goals and objectives.

Furthermore, the equity theory does not focus

on the identification of specific factors of motivation

but this is a primary endeavour of the need theory.

The equity theory just attempts to provide us with a

general framework for understanding the processes

by which behaviour is energized and sustained.

Finally, equity theory perceives of motivation as

conditions on comparative basis and not as the result

of actual set of circumstances. This model has a

great implication for management in that

management has to be fair as much as possible.

ACHIEVEMENT THEORY OF MOTIVATION

40

McCelland, in his Achievement Theory, agrees

with Maslow and Herzberg that certain needs or

motives such as recognition, esteem and even

achievement can surely motivate people. In his

achievement theory, he discovered three motives

which if well applied would actually motivate people.

These needs are:

(1) The need for power

(2) The need for application or close relationship

(3) The need for achievement

McCelland (1953) argues that every motive or

need is a learned one and only two are innate,

namely striving for pleasure and seeking to avoid

displeasure or pain. All other motives are required.

These two factors are the opposite ends of a

continuum. One end is an approach to the

expectation of pleasure and satisfaction and the

other is negative avoidance of pain or displeasure.

According to McCelland, high achievers do not like to

achieve by chance. They would also not like to take

the hostile terrain rather they would follow the

middle path which is not hazardous or very

competitive. He grades the motives or needs thus:

41

(a) An achiever could be a successful entrepreneur

(b) The need for application should come from a

socialite who want friendship and affiliation

(c) While the need for power brings out good

leadership in the person.

According to McCelland, achievement motive is

a desire to perform in terms of a standard of

excellence or to be successful in competitive

situations. High achievers do things better than

others. Accomplishing a task satisfies them much,

hence motivation.

According to this theory, people do not thread

on the path which is thorny especially when less gain

would accrue to them. However, if a path would

enable us to achieve or realize our goal, we would

love to work harder towards that path to achieve our

goal.

In his contribution, Georgopolous et al (1957)

wrote that if a worker sees high productivity as a

path leading to the attainment of one of more of his

personal goals, he will like to be a high producer.

42

Conversely, if he seeks low productivity as a path to

the achievement of his goals, he will opt to be a low

producer.

REFERENCES


Approach. John Willey and Sons, London.

43


in Management in Nigeria Journal October Vol.

2, No. 6.

Campbell, J.P. and Pitchard R.D. (1976) Motivation Theory:

Industrial and Organizational Psychology.

McGraw Hill Books, New York.

Dublin, R. (1974) Human Relations in Administration.

Prentice Hall, Englewood, New Jersey.

Georgopolous, B.S. et al (1957) “A Path-Goal Approach to

Productivity” Journal of Applied Psychology Vol.

3, No. 4.

Glueck, W.F. (1950) Management. The Dryden Press,

Hindale, Illinois.

Herzberg, F. (1959) The Motivation to Work (2nd Edition).

John Willey and Sons, New York.

Hodgetts, R. (1977) Introduction to Business. Wesley

Publishing Company, Addison.

Lillis, G.C. (1958) “The Satisfaction Performance

Controversy” Business Horizons. October Vol. 1

No. 16.

Maduabrun, C.D. (1988) “Motivation of Nigerian Civil

Servants: A Historical Overview” in the

Quarterly Journal of Administration Vol. 22, No.

1.

Maslow, A.H. (1954) Motivation and Personality, Harper

and Row, New York.

44

McCelland, D. (1953) Achievement Motive. Appleton –

Century Inc. New York.

McGregor, D. (1960) The Human Side of Enterprise.

McGraw Hill, New York.

Michael, K.B. (1975) Introduction to Behavioural Science

for Business.Willey Eastern New Delhi.


and Co., New York.



Steers, R.M. and Porter, L.W. (1979) Motivation and Work

Behaviour. McGraw Hill Book, New York.

Vroom, V.A. (1964) Work and Motivation. John Willey and

Sons, New York.

CHAPTER THREE

45

METHODOLOGY

3.1 INTRODUCTION

Survey research is defined as the systematic

gathering of information from a sample of

respondents for the purpose of understanding and

predicting some aspects of the behaviour of the

population of interest. The process and method used

in data collection is referred to as methodology (Tull

and Abaum, 1973:3).

3.2 SOURCES OF DATA

Materials used for the study are gathered from

both primary and secondary sources.

3.2.1 Primary Source

Primary data is information sourced by the

researcher himself. The information is gathered for a

specific purpose or research work. It is therefore

more valid and authentic though very costly, time

consuming and energy sapping. Questionnaire and

personal interview are the primary data used in this

study.

46

3.2.1.1 Questionnaire

Questionnaire is a set of questions printed and

administered on respondents. It is simply a

formalized approach of asking someone for

information. All questions and the answers to the

questions would provide data for arriving at a

conclusion. The questions as much as possible would

motivate the respondent to provide the necessary

information (Croach, 1985:64). In this study,

questionnaire was prepared and distributed to the

staff of Union Bank of Nigeria Plc, Maiduguri.

3.2.1.2 Personal Interview

Personal interview implies a face-to-face

conversation between the interviewer and the

respondent of the interviewee. The interviewer asks

questions and records the respondent’s answer

either while the interview is in progress or

immediately afterwards.

Personal interview despite its cost is very fast in

terms of response and the researcher can influence

47

the interview environment and seek clarification

where necessary. Also information gathered through

personal interview is unadulterated, given it an edge

over questionnaire which may be answered with

biased mind by the respondent (Walter, 1976:112).

For this study, personal interview with the Head

of Operations and five staff of Union Bank of Nigeria

Plc,, Maiduguri were conducted.

3.2.2 Secondary Sources

Secondary source of data are data that are

developed for some purpose other than helping to

solve the problem at hand. The researcher is not

involved in gathering secondary data. That is to say

secondary data has been in existence before the

problem that is to be solved arose. Secondary data

might have originated from the need to keep proper

accounts of an organisation, research work,

conference meetings etc. Secondary data is therefore

not expensive and quick to get.

48

Adequate care must be taken however, before

using secondary data. The relevance of the

information in terms of how it fits the requirements of

the problem at hand has to be ascertained. The

accuracy of the information in terms of this unit of

measurement must be assessed. Also the source of

data has to be known to be able to verify its

authenticity (Baker, 1991:156).

For the study, secondary data consists of

published books, journals, seminar and conference

proceedings as well as unpublished materials.

3.3 POPULATION

A population is a group of persons, organisation

or objects about which information is desired. The

population of this study consists of the staff of Union

Bank of Nigeria Plc,, Maiduguri.

3.4 SAMPLE SIZE

Sample according to Robert et al (1960:114-

115) is a group of elements selected from a

population. By definition the number of elements in a

49

sample is less than or at most equal to the number in

the population.

It is usually not possible to study the whole

population of a researcher’s area of study at the

same time. As a result, information from a portion of

the population is gathered by taking a sample of

elements. On the basis of the information gathered

from the elements, drawn conclusions about the

larger groups are deduced.

In this study a sample size of fifty (50) was

used. This was in order to allow for more coverage of

the study area and to ensure precision in drawing

conclusions.

3.5 SAMPLING METHOD

In this study, simple random sampling was

employed. Questionnaires were distributed randomly

to the respondents. Here each population elements

has a known and equal chance of being selected.

3.6 METHOD OF DATA COLLECTION

50

Copies of questionnaire were distributed to the

respondents at their places of work personally by the

researcher. They were asked to fill the required

information at their convenience. A covering letter

was attached to each questionnaire assuring the

respondents of strict confidentiality of their

comments and responses.

3.7 METHOD OF DATA ANALYSIS

Data collected were analyzed by the use of

tables, figures and percentages to summarize the

responses of the respondents.

51

REFERENCES

Baker, J.M. (1991) Research for Marketing. Macmillan

Educational Ltd., London.

Robert, D. et al (1969) Marketing Research and

Information Systems: Text and Cases. McGraw

Hill Inc. New York.

Tull, A. and Abaum, F. (1973) Research and Development

for Managers. Withan Heinemann Ltd. London.

Walter, B.W. (1976) Marketing Research: Methods and

Cases. Harper and Row Publishers, New York.

52

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 INTRODUCTION

This chapter deals with the presentation and

analysis of data based on the impact of employee

motivation on the Banking industry: A case study of

Union Bank of Nigeria Plc, Maiduguri. A total of 25

questionnaires were distributed among respondents

(staff of Union Bank of Nigeria Plc, Maiduguri) and

only 23 were filled and received.

Data collected were analyzed by the use of

tables, figures and percentages while the chi-square

statistical tool was used to test the hypotheses

formulated.

4.2 DATA PRESENTATION AND ANALYSIS

Table 1: Sex

53

Responses Frequency Percentage

Male

Female

16

7

69.6

30.4

Total 23 100

Source: Field Work, 2012

Table 1 shows that 16 (69.6%) of the respondents are

male, while 7 (30.4%) are female. This means that both

sexes are well represented in the study.

Table 2: Age


20 – 30 years

31 – 40 years

41 – 50 years

51 years above

6

13

4

0

26.1

56.5

17.4

0

Total 23 100


Table 2 indicates that 6(26.1%) of the respondents

are within the range of 20 – 30 years, 13 (56.5%) are

within the range of 31 – 40 years, while 4 (17.4%) are

54

within the age range of 41 – 50 years. This means that the

majority of the respondents are adults.

Table 3: Job Specification


Manager

Marketer

Customer Care

staff

Clearing

Representative

Cashier

Operations staff

2

5

4

3

4

5

8.7

21.7

17.4

13.1

17.4

21.7

Total 23 100


From table 3, it can be seen that 2 (8.7%) of the

respondents are Managers, 5 (21.7%) are Marketers, 4

(17.4%) are Customer Care staff, 3 (13.1%) are Clearing

Representatives, 4 (17.4%) are cashiers and 5 (21.7%) are

55

Operations staff. The revelation from the table is that all

categories of staff are represented in the study.

Table 4: Educational Qualification


Primary School

SSCE/GCE

OND/HND

B.Sc./B.A.

Higher Degree

Professional

0

0

11

7

3

2

0

0

47.8

30.4

13.1

8.7

Total 23 100


From table 4, we can discover that 11 (47.8%) of the

respondents are OND/HND holders, 7 (30.4%) are degree

holders, 3 (13.1%) are higher degree holders and 2 (8.7%)

possess professional qualifications. This implies that all

the respondents have one form of educational

qualification or the other.

56

Table 5: Duration of Service in the Organisation


1 – 5 years

6 – 10 years

11 – 20 years

6

13

4

26.1

56.5

17.4

Total 23 100


Table 5 reveals that 6 (26.1%) of the respondents

have worked for 1 – 5 years in the service of the

Organization, 13 (56.5%) have worked for 6 – 10 years

and 4 (17.4%) have worked for 11 – 20 years. The

deduction from this table is that majority of the

respondents have worked for considerable number of

years in the service of the Union Bank of Nigeria Plc,

Maiduguri and should give adequate information on the

57

subject matter of motivation and employee performance

in the organization.

Table 6: Involvement in the decision making process

in the

Organization


Yes

No

Sometimes

5

15

3

21.7

65.2

13.1

Total 23 100


Table 6 reveals that 5 (21.7%) of the respondents are

involved in the decision making process in their

units/department/organisation, 15 (65.2%) are not and 3

(13.1%) are sometimes involved. This means that majority

of the respondents are not involved in the decision making

58

process of their unit/department/organisation. During the

interview session, it was revealed that most of the

decisions are made by the Headquarters and the branches

are to comply.

Table 7: Training opportunities for advancement


Yes

No

6

17

26.1

73.9

Total 23 100


Table 7 affirms that 6 (36.1%) of the respondents say

there are training and development opportunities for them

to advance their career while 17 (73.9%) say there are no

training and development opportunities for them to

perform optimally and advance their career. Judging from

the responses of the majority, we can conclude that there

are no training and development opportunities for staff to

59

advance their career. In the interview conducted it was

stated that training and induction programme for new

employees are rushed and training for old staff have been

suspended. This might be attributed to the impact of the

economic melt down and the attendant crises in the

banking industry.

Table 8: Relationship between superior and

subordinate


Cordial

Very cordial

Not very cordial

Not cordial

13

5

3

2

56.5

21.7

13.1

8.7

Total 23 100


From table 8 we discover that 13 (56.5%) and 5

(21.7%) of the respondents say the relationship between

them and their superiors is cordial and very cordial

60

respectively, while 3 (13.1%) and 2 (8.7%) of the

respondents say the relationship between them and their

superiors is not very cordial and not cordial respectively.

This affirms that there is cordial relationship between staff

and their superiors and that the relationship in the work

place is not that of master-servant relationship.

Table 9: Initiative or discretion in the discharge of duty


Yes

No

Sometimes

11

8

4

47.8

34.8

17.4

Total 23 100


Table 9 shows that 11 (47.8%) of the respondents

say they are allowed to use their discretion in the

discharge of their duties, 8 (34.8%) say they are not

allowed and 4 (17.47%) say they are sometimes allowed

61

to use their discretion. It is therefore clear that majority of

the staff are allowed to use their initiative or discretion in

the discharge of their duties. The interview session

confirms that staff initiative or discretion in the discharge

of their duties are allowed if it falls within the mode of

operation of the Bank, helps in achieving organizational

goals and does not negate the culture and ethics of

banking.

Table 10: Provision of medical care for staff in the

Organization


Excellent

Good

Fair

Bad

14

6

3

0

60.8

26.1

13.1

0

Total 23 100


62

Table 10 indicates that 14 (60.8%) of the

respondents assess the provision of medical care for staff

as excellent, 6 (26.1%) say it is good and 3 (13.1%) say it

is fair. Going by the response of the majority we can say

that the provision of medical care for the staff of the Union

Bank of Nigeria Plc, Maiduguri is excellent. Provision of

health care for employees is very important. This is

because staff performance is determined by their health

status. A work force that is productive will surely be

productive.

Table 11: Provision of housing for staff in the

Organization


Excellent

Good

Fair

Bad

5

15

3

0

21.7

65.2

13.1

0

Total 23 100


63


assess the provision of housing for staff in the Union Bank

of Nigeria Plc, Maiduguri as excellent, 15 (65.2%) assess it

as good, and 3 (13.1%) fair. This indicates that the Union

Bank of Nigeria Plc, Maiduguri has done well in the

provision of housing for its staff. The interview session

revealed that despite the fact that the Bank does not have

its own accommodation for staff, the housing policy of the

Bank in terms of housing allowance is favourable.

Table 12: Motivation at work


Fringe benefit

Commendation

Work setting

Promotion

Less supervision

1

3

2

3

1

4.3

13.1

8.7

13.1

4.3

64

Challenging job

All of the above

2

11

8.7

47.8

Total 23 100


Table 12 reveals that 1 (4.3%) of the respondents say

his motivational factor is fringe benefits, 3 (13.1%) say it

is commendation for job well done, 2 (8.7%) say it is good

work setting, 3 (13.1%) say it is promotion, 1 (4.3%) say it

is less supervision and 2 (8.7%) say it is challenging job

while 11 (47.8%) say all of the above. This affirms the fact

that motivation is a complex issue and motivators are

wide ranging. Thus workers motivational factors include

fringe benefits, commendation for job well done, good

working environment, promotion, less supervision and

challenging job.

Table 13: Provision of enough motivation at work


Yes 14 61,9

No 9 39.1

65

Total 23 100


From table 13, 14 (61.9%) of the respondents say

their job provides enough motivation for them while 9

(39.1%) say their jobs does not provide enough motivation

for them.

Table 14: Relationship between motivation and productivity


Yes

No

16

7

69.6

30.4

Total 23 100



agree that there is relationship between motivation and

productivity while 7 (30.4%) hold a contrary opinion.

Table 15: Rating of workers motivation in the

Organization

66


Very good

Good

Fair

Bad

8

4

11

0

34.8

17.4

47.8

0

Total 23 100


From table 15, we can see that 8 (34.8%) of the

respondents rate workers motivation in the Union Bank of

Nigeria Plc, Maiduguri as very good, 4 (17.4%) rate it

good, and 11 (47.8%) rate it fair. The table proves that

workers motivation in the Union Bank of Nigeria Plc,

Maiduguri is fair.

Question 16: What in your opinion are the problems of

motivation in the Organization?

This question was asked to seek the opinion of the

respondents on what they felt were the problems of

motivation in the Organization. In response, they

highlighted job insecurity, lack of orientation and training

67

of staff, delay in promotion, lack of increase in salary and

compensation packages as problems of motivation in

Union Bank of Nigeria Plc, Maiduguri.

Question 17: What in your opinion could be done to

enhance motivation and employee

performance in the Organization?

In response to this question, the respondents

proffered availability of job security, adequate orientation

and regular training of staff, regular promotion of staff as

and when due, introduction of awards to deserving

workers, increase in salary and compensation packages,

and introduction of more allowances.

4.3 TESTING OF HYPOTHESES

Hypothesis 1 states that:

68

HO: There is no relationship between employee

motivation and performance in the banking

industry.

Table 14: Relationship between motivation and productivity

Responses Yes No Total

Male

Female

11

5

5

2

16

7

Total 16 7 23

CHI-SQUARE (X2) COMPUTATION

O E O – E (O – E)2

11

5

5

2

11.1

4.9

4.9

2.1

- 0.10

0.10

0.10

- 0.10

- 0.31

0.31

0.31

- 0.31

0.02

0.06

0.06

0.14

0.28

X2 = 0.28

Degree of Freedom

Df = (c – 1) (r – 1)

= (2 – 1) (2 – 1)

69

= 1 x 1

= 1

Decision Rule

X2 at 1 df at 0.05 level of significance = 3.481

Since the X2 calculated value (0.28) is smaller than the

critical (table) value (3.481), we accept the null hypothesis

which states that there is no relationship between

motivation and performance.

Hypothesis 2 states that:

HO: Jobs in the banking industry have not provided

motivation for its employees.

Table 13: Provision of enough motivation at work

Responses Yes No Total

Male

Female

10

4

6

3

16

7

Total 14 9 23

CHI-SQUARE (X2) COMPUTATION

O E O – E (O – E)2

10 9.7 0.30 0.54 0.05

70

4

6

3

4.3

52.5

15.5

- 0.30

- 0.30

0.30

- 0.54

- 0.54

0.54

0.12

0.08

0.20

0.45

X2 = 0.45

Degree of Freedom

Df = (c – 1) (r – 1)

= (2 – 1) (2 – 1)

= 1 x 1

= 1

Decision Rule

X2 at 1 df at 0.05 level of significance = 3.481

Since the X2 calculated value (0.45) is smaller than the

critical (table) value (3.481), we accept the null hypothesis

which states that jobs in the banking industry have not

provided motivation for its employees.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 SUMMARY

71

The central focus of this study has been the

Impact of employee motivation on the Banking

industry: A case study of Union Bank of Nigeria Plc,

Maiduguri. We have attempted to look at the

meaning, importance and complexity of motivation

as well as its relationship to productivity in the work

place.

Motivation is said to be the core of management

of human resources. It is defined as a process of

stimulating people to action to achieve organisational

task as well as a process of stimulating oneself to

action to gratify a felt need. Motivation is complex

and individualized and what motivates generally are

wide ranging, which include wages, job security, less

restrictive working condition, sympathy, involvement

in decision making, appreciation and recognition for

work done. Thus, the continued survival and

increased productivity of any organisation depends

on the commitment and high morale of its workforce.

This can only come through proper motivation to

elicit the best from the workforce.

72

From the interpretation of the data analysis it

shows that majority of the respondents are not

involved in the decision making process of their units

or departments. Most of the decisions are made by

the Headquarters’ while the branches are to comply.

There are inadequate orientation and training for

staff for improved performance and advancing their

career. In addition there is cordial relationship

between subordinates and superiors which makes for

harmonious working environment. In the discharge of

duties, staff are allowed the use of their initiative or

discretion as long as its within the context of the

bank’s mode of operation, enhances the

achievement of organizational goals and does not

negate the culture and ethics of banking

The study also revealed that workers assessed

the provision of medical care as excellent and the

provision of housing as good. Workers motivational

factors were identified as fringe benefit,

commendation for a job well done, good work setting,

promotion, less supervision and challenging job. This

73

underscores the fact that motivation is individualized

and complex. However, workers motivation in the

Union Bank of Nigeria Plc, Maiduguri was rated fair.

The testing of hypotheses formulated revealed

that there is no relationship between motivation and

employee performance, and jobs do not provide

enough motivation for staff in the banking industry.

The study identified job insecurity, lack of orientation

and training of staff, delays in promotion, and lack of

increase in salary and compensation packages as

problems of employee motivation in the organization.

5.2 CONCLUSION

Our delving into the study has enabled us to

have a better understanding of the impact of

employee motivation on the Banking Industry in

Union Bank of Nigeria Plc, Maiduguri. The importance

of motivation on employee performance cannot be

over emphasized. This is because motivation makes

the workers conform to the goals of the organisation

74

by putting in their best to increase organisational

productivity.

Motivation is a characteristic feature of any

organisation and as such should be accorded top

priority since motivation and organisational growth

are inseparable. The management of Union Bank of

Nigeria Plc, Maiduguri administration can be given a

fair assessment in terms of motivating its staff for

enhanced productivity, but a lot still need to be done.

The problems of motivation identified in the study

should be dealt with and workers needs and

aspirations met.

Motivation, it should be noted is a continuous

and complex process, and must be based on

situation and organisational climate. This means that

management should find out what motivates its staff

from time to time. Where motivational factors are

provided, there is every tendency for high

productivity. Any organisation which disregards the

motivational problems of its staffs will ultimately

decline and subsequently collapse. In view of the

75

nature of the banking industry occasioned by the

economic melt down, job insecurity and pressure

associated with it’s kind of jobs, the issue of

employee motivation should be given the priority it

deserves.

5.3 RECOMMENDATIONS

In the light of the issues and problems raised in

this study, the following recommendations are

hereby made.

(1) The management of the Union Bank of Nigeria

Plc, Maiduguri should introduce new allowances

of various kinds to help the staff meet some of

their needs. Also car, furniture and housing loan

schemes should be introduced.

(2) Salary is one of the important needs of workers

world over because their lives and those of their

family and wards depend on it. In view of the

harsh economic condition in the country, it is

recommended that the organisation should

increase the salary of its staff in order to meet

76

up with the present economic realities in the

nation.

(3) Regular promotion as and when due is

recommended. The absence of promotion

makes staffs stagnant in one position without

progress. Work itself is about progress and

everybody likes to progress in life to attain

personal goals in life. The present situation

where staff that are due for promotion are not

promoted does not augur well for productivity.

(4) Commendation for job well done should be

practiced in the Organization. This can come in

the form of payment of special bonus to staffs

with outstanding performance in various

departments yearly. Where such bonuses are

not possible, letters of commendation, gifts or

hounourary awards should be given.

(5) The cordial relationship between subordinates

and superiors is encouraging and should be

strengthened. Fora like festivities, end of year

celebrations, birthdays and marriage

77

ceremonies should be used to enhance this

relationship.

(6) The issue of job insecurity is a big problem for

bank employees and it affects their

performance. The management of the Bank

should ensure that their employee’s job should

be secured. They should be allowed to stay on

the job, gather experience and build their

careers.

(7) The compensation package for workers in the

organization should be overhauled and made

attractive. Even if an employee is relieved of his

or her duty the compensation package should

be such that the employee can go into any

business to be self employed.

(8) The orientation and training policy of the

organisation should also be looked into with a

view of giving priority to orientation and

training. There should be proper orientation for

new employees and regular and periodic

78

training and retraining of all categories of staff

in the organization.

BIBLIOGRAPHY


Approach. John Willey and Sons, London.


in Management in Nigeria Journal October Vol.

2, No. 6.

Baker, J.M. (1991) Research for Marketing. Macmillan

Educational Ltd., London.

Campbell, J.P. and Pitchard R.D. (1976) Motivation Theory:

Industrial and Organizational Psychology.

McGraw Hill Books, New York.

Dublin, R. (1974) Human Relations in Administration.

Prentice Hall, Englewood, New Jersey.

Georgopolous, B.S. et al (1957) “A Path-Goal Approach to

Productivity” Journal of Applied Psychology Vol.

3, No. 4.

Glueck, W.F. (1950) Management. The Dryden Press,

Hindale, Illinois.

Herzberg, F. (1959) The Motivation to Work (2nd Edition).

John Willey and Sons, New York.

79

Hodgetts, R. (1977) Introduction to Business. Wesley

Publishing Company, Addison.

Lillis, G.C. (1958) “The Satisfaction Performance

Controversy” Business Horizons. October Vol. 1

No. 16.

Maduabrun, C.D. (1988) “Motivation of Nigerian Civil

Servants: A Historical Overview” in the

Quarterly Journal of Administration Vol. 22, No.

1.

Maslow, A.H. (1954) Motivation and Personality, Harper

and Row, New York.

McCelland, D. (1953) Achievement Motive. Appleton –

Century Inc. New York.

McGregor, D. (1960) The Human Side of Enterprise.

McGraw Hill, New York.

Michael, K.B. (1975) Introduction to Behavioural Science

for Business.Willey Eastern New Delhi.


and Co., New York.



Robert, D. et al (1969) Marketing Research and

Information Systems: Text and Cases. McGraw

Hill Inc. New York.

Steers, R.M. and Porter, L.W. (1979) Motivation and Work

Behaviour. McGraw Hill Book, New York.

80

Tull, A. and Abaum, F. (1973) Research and Development

for Managers. Withan Heinemann Ltd. London.

Vroom, V.A. (1964) Work and Motivation. John Willey and

Sons, New York.

Walter, B.W. (1976) Marketing Research: Methods and

Cases. Harper and Row Publishers, New York.

APPENDIX Department of Business Management,

University of Maiduguri, Maiduguri,

Borno State.

Dear Respondent,

I am conducting a project work in partial fulfillment

for the award of Bachelor’s degree in Business

Management.

This questionnaire is intended to collect necessary

data on “Impact of Employee Motivation on the Banking

Industry: A Case Study of Union Bank of Nigeria Plc,

Maiduguri” Please answer the questions to the best of

your understanding and attach documents if available and

necessary.

81

Be assured that any information given about this

study will be used strictly for the purpose of writing this

project and will be kept confidential.

Thank you for your cooperation.

Yours faithfully,

Nenpin Luka

07/07/02/136

82

INSTRUCTION: Please tick the appropriate box(es)

comment where necessary.

1. Sex

a. Male [ ]

b. Female [ ]

2. Age

a. 20 – 30 years [ ]

b. 31 – 40 years [ ]

c. 41 – 50 years [ ]

d. 51 and above [ ]

3. Job Specification

a. Manager [ ]

b. Marketer [ ]

c. Customer Care staff [ ]

d. Clearing Representatative [ ]

e. Cashier [ ]

f. Operations staff [ ]

4. Highest Educational Qualification

a. Primary School [ ]

b. SSCE/GCE [ ]

c. OND/HND [ ]

d. B.Sc., B.A. [ ]

e. M.Sc./MBA/MPA/MILR [ ]

f. Ph.D. [ ]

g. Professional [ ]

5. Duration of service in the organisation.

83

a. 1 – 5 years [ ]

b. 6 – 10 years [ ]

c. 11 – 20 years [ ]

6. Are you involved in the decision making process in

your unit/ department/ organisation?

a. Yes [ ]

b. No [ ]

c. Sometimes [ ]

7. Are there training and development opportunities to

advance your career?

a. Yes [ ]

b. No [ ]

8. What is the nature of relationship between you and

your superiors?

a. Cordial [ ]

b. Very cordial [ ]

c. Not very cordial [ ]

d. Not cordial [ ]

9. Are you allowed to use your initiative or discretion in

the discharge of your duty?

a. Yes [ ]

b. No [ ]

c. Sometimes [ ]

10. How would you assess the provision of medical care

for staff in the Organization?

a. Excellent [ ]

84

b. Good [ ]

c. Fair [ ]

d. Bad [ ]

11. How would you assess the provision for housing for

staff in the Organization?

a. Excellent [ ]

b. Good [ ]

c. Fair [ ]

d. Bad [ ]

12. What motivates you at work?

a. Fringe benefit [ ]

b. Commendation[ ]

c. Work Setting [ ]

d. Promotion [ ]

e. Less Supervision [ ]

f. Challenging job [ ]

g. All of the above [ ]

13. Does your job provide enough motivation for you?

a. Yes [ ]

b. No [ ]

.

14. Is there relationship between motivation and

productivity?

a. Yes [ ]

b. No [ ]

85

15. What is your rating of workers motivation in the

Organization?

a. Very good[ ]

b. Good [ ]

c. Fair [ ]

d. Bad [ ]

16. What are the problems of motivation in the

Organization?

___________________________________________________________

___________________________________________________________

___________________________________________________________

____________________________________

17. What in your opinion could be done to enhance

motivation and productivity in the Organization?

______________________________________________________

______________________________________________________

______________________________________________________

__________________________________

86

impact of employee motivation in the banking sector

Documents