motivational techniques and employee performance …
TRANSCRIPT
MOTIVATIONAL TECHNIQUES AND EMPLOYEE PERFORMANCE
IN NIGERIA IMMIGRATION SERVICE, ABUJA.
BY
MUSTAPHA USMAN WOWO
BU/14A/BS/1129
A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT OF
BUSINESS MANAGEMENT, IN PARTIAL FULFILMENT OF THE
REQUIREMENT FOR THE AWARD OF A BACHELOR OF SCIENCE
(B.SC.) DEGREE IN BUSINESS MANAGEMENT
DEPARTMENT OF BUSINESS MANAGEMENT
FACULTY OF MANAGEMENT AND SOCIAL SCIENCES
BAZE UNIVERSITY ABUJA
SEPTEMBER, 2020
DECLARATION
I, MUSTAPHA USMAN WOWO, hereby declare that this research project titled Motivational
Techniques and Employee Performance in Nigeria Immigration Service, Abuja is based
on a study I undertook at the Faculty of Management and Social science, Baze University,
Abuja, under the supervision of DR. NUHU MUHAMMED. This study report has not been
submitted anywhere else for a degree award. Its ideas and reviews are products of the research
conducted by me. Also the ideas of other researchers have been acknowledged accordingly.
…………………………… ....………………
MUSTAPHA USMAN WOWO DATE
BU/14A/BS/1129
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CERTIFICATION
This research project titled Motivational Technique(s) and Employee Performance in Nigeria
Immigration Service, Abuja by Mustapha Usman Wowo undertaken by me with the
supervision of Dr. Nuhu Muhammed.
…………………….. ………………….
Dr. Nuhu Muhammed Date
Project supervisor
…………………… ………………….
Dr. Nuhu Muhammed Date
Project Coordinator
…………………….. ………………….
Associate Prof. Pauline Onyeukwu Date
Head of Department
………………………. ………………….
Prof. Osita Agbu Date
Dean Faculty of Management and Social science.
………………………. ………………….
External Invigilator Date
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ACKNOWLEDGEMENT
Firstly, I thank the almighty Allah for giving the strength and ability to conclude this final year
research project, also the realization of this research project would not have been possible
without the support of various people who contributed enormously to see its completion.
Subsequently, I would like to say thank you to my research supervisor, Dr. Nuhu Muhammed.
He worked tirelessly to guide me throughout the process of writing and compiling this research
project and without his guidance and encouragement this project report would have been very
difficult to come to fruition.
I would like to show appreciation by acknowledging my parents for their unmeasurable
immense support and courageous advice, my lecturers who have contributed to this point in
the success of my academic pursuit. The officers of the Nigeria Immigration Service who have
impacted knowledge through responding to my questionnaire and enabling me understand how
activities of an organization is been undertaken, I would be forever grateful to you all because
without your combined help this research project would not have been possible.
Finally, I would also like to acknowledge all the staff members at Baze University for allowing
me to get an opportunity to write a research project. I will never forget my experience schooling
at Baze because they were very helpful throughout this process and I acknowledge the moral
support of Barrister Yahaya Usman Wowo, including my class mates who encouraged me
throughout my study. I extend my sincere acknowledgement to their overwhelming support.
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ABSTRACT
The aim of this research study was to investigate the nexus between motivational technique(s)
and employee performance. Therefore, it is highly essential for any manager to be aware of
what actually motivates the employees, and identifying how to efficiently maximize the overall
performance. The research objective of this research study was aimed at investigating
motivational techniques and employee performance whereby emphases were laid on assessing
the effects of Remuneration, Compensation and Promotion opportunities in Nigeria
Immigration Service, Abuja. In order to investigate this research study, the researcher looked
at the literature around motivational technique(s) and how it relates with employee
performance. Furthermore, after conducting multiple research studies and perspectives in
relation to Motivational Technique(s) and Employee Performance, these were then outlined
for a practical and theoretical perspectives. In order to comprehend the research topic better,
various motivation theories were analysed and emphases were laid on assessing the motivation
theories of Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor and Vroom’s Expectancy
theories. In addition, quantitative method of research design was utilized in order to retrieve
data. Firstly, a questionnaire based on the criteria of chosen theoretical framework was
developed and was administered to the chosen sample size of 396 personnel of both the senior
and junior cadre of Nigeria Immigration Service, Abuja determined through the Taro Yamani
formula. Both Descriptive and Regression analyses were utilized in analysing the data with the
help of statistical Package for Social Sciences (SPSS) software 16.0. In conclusion, this
research study pinpointed remuneration, compensation and promotion opportunities were not
the most influential motivational techniques to drive the employee performance and
subsequently proved that any form of growth in the employee performance would not be
attributed to remuneration, compensation and promotion opportunities underwent by the
employees.
Keywords: Motivational Techniques, Remuneration, Compensation, Promotion, Employee
Performance.
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DEDICATION
I dedicate this research project to the Almighty Allah the most beneficial and the most merciful.
Also to my dear parents for their exceptional and unconditional support.
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TABLE OF CONTENTS
Declaration i
Approval page ii
Acknowledgements iii
Abstract iv
Dedication v
Table of Contents vi
List of Figures viii
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study 9
1.2 Statement of the Problem 12
1.3 Research Question 13
1.4 Objectives of the Study 13
1.5 Research Hypotheses 14
1.6 Significance of the Study 14
1.7 Justification of the Study 14
1.8 Scope of the Study 15
1.9 Definition of Terms 15
CHAPTER TWO: LITERATURE REVIEW AND THEORETICAL FRAMEWORK
2.1 Conceptual Issues 17
2.1.1 Concept of Employee Performance 17
2.1.2 Importance of Motivational Techniques in an Organization 20
2.1.3 Remuneration as a Motivator in Workplace 23
2.1.4 Compensation as a Motivator in Workplace 26
2.1.5 Promotion as a Motivator in Workplace 29
2.2 Theoretical Review 32
2.2.1 Abraham Harold Maslow’s Hierarchy 32
2.2.2 Vroom’s Expectancy Theory 35
2.2.3 Herzberg’s Two Factor 37
2.3 Theoretical Framework 39
2.4 Empirical Review 42
2.5 Existing Gaps for the Study 44
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CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research Design 45
3.2 Sources of Data 45
3.3 Methods of Data Collection 46
3.4 Population of the Study 46
3.5 Sample Size 46
3.6 Samplings Technique 47
3.7 Methods of Data Analysis 47
3.8 Study Variables and Measurement/Model Specification 47
3.9 Validity and Reliability of the Research Instrument 48
3.10 Limitation of Methodology 48
CHAPTER FOUR: DATA ANALYSIS, FINDINGS AND DISCUSSION
4.1 Data Analysis 50
4.2 Test of Hypotheses 56
4.3 Findings of the Study 58
4.4 Discussion of the Findings 60
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Summary 61
5.2 Conclusion 62
5.3 Recommendation 63
5.4 Suggestions for Further Studies 63
References 64
Appendices 69
Turnitin 74
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LIST OF FIGURES
Figure 1: Abraham Maslow’s Pyramid of Needs 33
Figure 2: Vroom’s Expectancy Theory 36
Figure 3: Herzberg’s Two Factor Theory 38
LIST OF TABLES
Table 4.0 : Analysis of Questionnaire Administered 50
Table 4.1.2: Analysis by Gender 51
Table 4.1.3: Analysis by Age 51
Table 4.1.4: Analysis by Cadre 52
Table 4.1.5: Analysis by Highest Educational Qualification 52
Table 4.1.6: Analysis by Number of Years Served 53
Table 4.1.7: Analysis of Structural Questions 54
Table 4.2.1: Model Summary 56
Table 4.2.2: Analysis of Variance 57
Table 4.2.3: Measurement of the Variables Employed 57
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CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
The performance in regards to employees is substantially vital and imperative due to the
incessant concern of human and personnel experts regarding the degree of productivity derived
from employees due to poor motivational techniques. The attitude is also a social concern and
it is very essential to identify problems that are seen in various organizations due to nonchalant
attitudes of managers towards coordinating the affairs of their employees by rewarding them
well to maximize their productivity. Therefore, irrespective of the size and market an
organization finds itself, they try their possible best to elevate the zeal their best personnel by
recognizing the essence of their role and impact on the effectiveness of the entire organization
(Dobre 2013).
The most demanding task of any manager of any organization is to identify the nexus between
human and material resources, in order to achieve the mission, vision and objective of the
organization, and the fact is every organization wants to excel and be successful, even in current
environmental situations which has proven to be highly competitive. Organizations across the
globe that consider their human resources as a central core of the business, continuously
increase the level of their employee’s motivation and performance which tends to be more
effective Anka (1988). Increasing the competitiveness of domestic organizations is a necessity
in order to compete with multi-national organizations. According to Ekhsan, Aeni, Parashaki
& Fahlevi (2019) the organization must be able to create and decide on strategic alternatives
that are in accordance with the conditions faced and by identifying the impact of the advantages
and disadvantages of the strategy faced with. In order to boost performance, organizations must
create a strong and adequate relationship with its employees positively and direct them towards
tasks fulfillment Abeiti (2015) and high performance of the employee is expected by the
company, the more employees who have high performance, the overall productivity of the
company will increase so that the company will be able to survive in global competition
Badrianto & Ekhsan (2019). In other words for organizations to achieve their goals and
objectives, they should develop strategies that will enable them compete in a highly dynamic
competitive market and to increase the performance of their employees Knapp (2010).
Nonetheless, only a small amount of organizations recognize the human resource as a major
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tool that has the ability provide success or if not well managed, to an overwhelming decline
(Bartol 1998). This implies that, personnel have a perception towards that is unsatisfactory and
are not driven to fulfil their task and achieve their goals, meaning that the organization would
not achieve peak of success. Dinler (2008) opined that the function of a manager in the work
environment is to getting things done through the personnel, and in order to achieve this, the
manager is required to improve the zeal of personnel. Although that is rather easier said than
done. In accordance with Khanam (2014) motivation practices and theories are very sensitive
subjects that spreads across several fields of study, and despite the various colossal researches,
applied as well as basic, the subject of motivation is not understood clearly and more often than
not poorly practiced. Uzona (2013) opined that in order to comprehend motivation holistically
one must be conversant with the nature of humans and that is where the problems of motivation
are designated. He states that humans are very simple but yet very complex creatures, and the
act of understanding, as well as appreciating this fact is entirely prerequisite to effectiveness of
personnel motivation in the work environment. According to Yang (2008) the motivational
techniques stipulated by organization differ and can include team building, advancement and
recognizing individual differences.
The business dictionary defined motivation as a derivative of the word “motive” which broadly
refers to the intrinsic and extrinsic factors that stimulates desires and energizes people to be
continually willing and committed to their work, role, or to make an effort to achieve a goal.
According to Tayo (2018) it results from the interaction of both conscious and unconscious
factors such as the intensity of desire or need, as well as the efficacy of incentive or reward.
Therefore, it can simply be summarized that the experiences of desire or reward are the
alternating forces that drive individuals to act or behave in a particular way or manner. Shanks
(2012) stated that the performance of personnel is a major priority for any organization because
it dictates the chances of the organization meeting its target. Various resources are required for
an organization to be successful and achieve their mission, which includes the human resource
or personnel. A lot of studies have proved that motivated employees perform better when it
comes to work than demotivated ones and that driven personnel are rather more innovative and
driven towards securing for better and more efficient ways to complete a task, which gives
them the ability to be self-direct and goal-oriented (Anka 1988). They can produce high quality
work with maximized efficiency and productivity, which translates to the maximization of
profit. When employees are motivated, the influence on the organization’s effectiveness is
pronounced, an efficient organization will ensure that there is spirit of cooperation,
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commitment and satisfaction within the environment of its influence. Linh (2017) opined that
motivation is essential when it comes to both the organization and the individual, when it comes
to an individual it facilitates a person to attain personal goal and in the midst of an organization,
it is a set of factors that result in a satisfactory circumstance that the personnel would be
contented with.
Organizations should have ways of inspiring their employees to widen their knowledge, to
explore and unleash their full capabilities and potential. Therefore leading to a positive attitude
in the workplace, easy adaptation to changes and more creativity. The more motivated the
employees are, the more contribution they bring. And according to Koontz (1990) employee
performance refers to the efficiency and effectiveness of achieving organizational goals and
objectives, thus, further stating that employee performance could be evaluated by considering
the level of absenteeism, quality of reports and the time of reporting for and leaving duty.
Employee performance is actually influenced by motivation because if personnel are driven,
then they will do their work with more effort and by which the overall performance will
ultimately improve (Azar & Shafighi 2013). According to Anka (1988) every organization
faces the challenge of how to motivate employees to perform at their utmost potential.
According to Koontz (1990) this underlines the importance of a well-motivated employee
workforce to the opined that motivation of employees is an essential inner control mechanism
and should be satisfied in order to achieve certain advantages such as increased employee
commitment, increased productivity and efficiency. According to Dobre (2019) motivational
techniques and employee performance are critical to optima productivity in any organization,
as it is observed that when employees are properly incentivized in the work environment they
strive to achieve a much higher levels of productivity and success which provides the
organization with favorable outcomes through their performances. Therefore, to achieve
optimal performance for the latter, requires calculated application and implementation of
certain techniques to inspire commitment and focus from such employees to obtain maximum
output, Therefore constructed and improvised ways of achieving a purpose has to be stipulated
by the organization for the employees which include promotion, compensation and
remuneration, which all combine to drive and enable employees to carry-out, fulfil and
accomplish organizational goals and objectives. Every employee has his or her own set of
motivations and personal incentives that drives him or her to work hard or not as the case may
be. Some are motivated by recognition whilst others are motivated by cash incentives.
Whatever, the form of employee motivation, the key to promoting that motivation as an
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employer, is understanding and incentives (Mc-Coy 2000) the study is to find the nexus
between motivational techniques and employee performance?
1.2 Statement of the Problem
Over a considerable period of time now there has been growing sub-optimal performance and
also challenges in our public service in general and at the Nigeria Immigration Service, Abuja
in particular. This has led to several public outcry and allegations of inefficiency, corruption,
commitment, ineptitude and retention of their employees. And these factors encourage
dissatisfaction among personnel and hence, leading to less productivity or lack of adequate
performance. Unfortunately, motivating people is not universalistic in terms of application in
most organizations. The Nigeria Immigration Service, Abuja is responsible for international
migration activities. Above other functions, the duties of the Service comprises of all
international migration processes, from the migrant’s identity down to the process of leaving
the nation-state or coming into the nation-state. However, it has grown tremendously from just
issuing international passports and resident permit, to protecting our land, sea and aerial
borders, and eventually grew further to having a database aligned with the national identity
management commission, where the identities of the population are synchronized thereby
making their information more accurate. Shahzadi (2014) noted that within the public sector,
providing the employees with adequate combination of direction, guidance, technique, assets
and compensation based on the goal of motivating them and enabling them to be steadfast as
regards to work in a manner that the manager wants them to do is the main aim of motivation.
Above all, the personnel are the most vital resource for the organization. According to Dobre
(2013) every organization is faced with the challenges of retaining their personnel, a high cost
for recruitment, training, bogus rules and regulations by the government and the high rate of
technological advancement. A lot of researches have been carried out in relation to personnel
motivation, but only a few had focused on the effect it has on the efforts of immigration
personnel. A study carried out by Uzona (2013) opined that personnel from diverse regions and
culture would not be driven using the same motivational techniques, meaning a different
technique may be applicable in a different region that practices a different culture. Asim (2013)
highlighted that training is an essential motivational technique that has a positive effect on
personal performance in the educational sector in Pakistan. Although, the study, only paid
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attention to training as a technique for motivation thereby leaving room to be filled by assessing
other motivational technique.
According to Jones & George (2008) motivational technique should comprise of three major
components, which are direction, persistency and intensity. They further added that different
people are motivated by different factors therefore, it is important for managers and supervisors
to understand what motivates this individual employees, and not to result to one-size-fits- all
approach. Also the lack of proper motivating factors may lead to losses which may
subsequently lead to low staff turnover, poor attitude towards work, low output level and low
profitability. Therefore, it is in light of this that this study is investigating motivational
techniques and employee performance in Nigeria Immigration Service, Abuja.
1.3 Research Question
In order to resolve the problem stated, the following research questions were put forward:
1. How do promotion opportunities affect the employee performance in Nigeria
Immigration Service, Abuja?
2. How does compensation impact the employee performance in Nigeria Immigration
Service, Abuja?
3. How does remuneration impact the employee performance in Nigeria Immigration
Service, Abuja?
1.4 Objective of the Study
The main objective of this research study is investigating the motivational techniques and
employee performance in Nigeria Immigration Service, Abuja. The specific objectives are:
1. To evaluate the effect of promotion opportunities on the performance of employees
in Nigeria Immigration Service, Abuja.
2. To examine how compensation impacts on the performance of employees in Nigeria
Immigration Service, Abuja.
3. To assess how remuneration affects the performance of employees in Nigeria
Immigration Service, Abuja
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1.5 Research Hypothesis
The study raised the following null hypotheses;
1. H01: Promotion opportunities do not significantly affect the employee performance in
Nigeria Immigration Service, Abuja.
2. H02: Compensation does not have significant impact on the employee performance in
Nigeria Immigration Service, Abuja.
3. H03: Remuneration does not significantly affect the employee performance in Nigeria
Immigration Service, Abuja
1.6 Significance of the Study
This research study is of great value and importance to the Nigeria Immigration Service, Abuja
and various organizations in both the private and public sectors by enabling different employers
be aware of the important forms of motivational techniques that will improve the performance
of employees by been inspired, focused and ultimately productive. This study could also be
used as a source of secondary data pertaining to the researches of other students in the future
as it highlights key managerial concepts, theories that are related to management and social
sciences.
1.7 Justification of the Study
The researcher was opportune to have observed industrial training at the Nigeria Immigration
Service, which is in the public sector, and during the three months of the researcher’s
attachment, the researcher was very fortunate to have had extensive conversations with most
of the immigration personnel in the situated directorate in regards to their reasons for choosing
to work at the Service, and the responses the researcher received were in relation to career
building such as; promotion. Also other factors that encompassed remuneration such as;
salaries and compensation that focused on the 28 days allowance. Therefore, the researcher
gathered a lot of information from many personnel that were contented and others who were
disgruntled. However, these facts compelled and inspired the researcher’s curiosity, thereby
encouraging the researcher to intricately carry out a research in the future, in order to assess
the effects of the motivational techniques that were stipulated to drive their desires and
willingness to perform as employees of the Nigeria Immigration Service, Abuja.
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1.8 Scope of the Study
The scope of this research focuses on the Nigeria Immigration Service, the Service
Headquarters located in the Federal Capital Territory Airport-road, Abuja. Its mandate amongst
others include: the control of persons, entering or leaving Nigeria, issuance of travel documents
to bona fide Nigerians, issuance of resident permit to foreigners in Nigeria, border surveillance
management and the administration and enforcement of laws with which they have been
charged with.
Therefore, this study investigates motivational techniques and employee performance which
specifically targeted both the junior and senior cadre personnel of all gender, who have worked
within the Service headquarters for three years and above. Subsequently, the respondents were
issued questionnaire that laid emphases on the implications of motivational techniques,
individual needs and also their perspectives on the factors that increase performance. In
relation to the field of business management, the study investigates the benefits of a well-
motivated workforce manned by well-trained personnel that initiate motivational techniques to
ultimately improve the general performance of the whole organization.
1.9 Definition of Terms
Employee performance: may be defined as how an employee fulfils their job duties and
execute their required tasks. It refers to the effectiveness, quality, and efficiency of their output
(Ciner 2019)
Motivation: is that force that drives an individual’s desire to achieve a certain goal which could
be an intrinsic or extrinsic factor that encompasses the condition of being interested or
motivated. (Webster’s Dictionary 2004)
Technique: is a means of achieving a specific purpose in a way in which technical details are
needed and carried out through a procedure amongst several other alternatives (Collins
Thesaurus 2002)
Employee: someone paid to work especially on a regular basis rather than a casual basis, the
individual is employed by another usually for wages or salary and in the position below the
executive level (Linh 2017) 14
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Performance: is the execution of an action in relation to something accomplished through
ability in a manner of reacting to stimuli, which is an act of fulfilment or accomplishment
contrasted with capability (Webster’s College Dictionary 2010)
Promotion: is act of furthering the growth or development of an individual through a state of
being raised to a higher rank or advancement to a higher status better than the previous (Collins
Thesaurus 2002)
Remuneration: the act of paying someone money in return or exchange for his or her services,
it is something that constitutes an equivalent or recompense (Webster’s Dictionary 2004)
Compensation: is the process of repaying someone for a loss or to make-up for something
through a mechanism by which feelings of inferiority, frustration of failure in one aspect are
counter-balanced by achievement in another (Webster’s College Dictionary 2010)
Personnel: the body of employee in a service which is the labor force, staff, manpower or work
force available for the purpose of productivity (Webster’s Dictionary 2004)
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CHAPTER TWO
LITERATURE REVIEW
This aspect reviews a concise literature on motivational techniques and employee performance.
It emphasizes the concept of motivational practices and employee performance that are linked
to diverse proxies with different views and perspectives, which gives a theoretical and
empirical foundation to this study.
2.1 Conceptual Issues
2.1.1 Concept of Employee Performance
Depending on how your employee perform daily in an organization, will contribute to the
organizations’ success or failure. Employee performance includes constraints such as; quality,
quantity and efficiency in the work as well as the behaviors and attitude the employee display
at the workplace. Employee performance is a work related activity expected of a worker and
how diligent those activities in the work environment are been executed. Many organizations
assess the employee performance of each staff member on a yearly or quarterly basis in order
to assist them identify appropriate areas for improvement, it refers to how the employees
behave in the workplace and how well they perform the job duties they have been tasked with,
(Constant 2001). The organization primarily sets performance goals for individual workers and
the organization as a whole, expects that the services offers fair value to customers or consumer
however the case may be, at the same time minimizing waste and operating effectively and
efficiently (Linh (2017)
According to Orpen (1997) every organization requires sustainable and exponential growth by
identifying those motivational techniques that will empower the employee significantly. In
order for organizations to achieve this, they have to rely on the significance of assessing
personnel performance and directing it into a result-oriented approach. The entire effort of an
organization is always based on the performance of the personnel working in that organization.
Performance of the organization could be valued through the revenue it is earning and the profit
it is making. This is highly essential, as well as very significant, therefore it is made clear to
everyone, Although it might look easy on the eye to assess and make a viable conclusion on
the performance of the personnel but it requires meticulous work and attention, and this
responsibility is usually carried-out by the human resource department whose one of many jobs
is to track down the employee performance in order to make right decisions (Paul 2017). If an
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employee has been indicating great performance in his or her activities, they can be rewarded
or if the individual is losing focus or interest, an adequate motivational technique should be
implemented to drive the desire of that particular employee. According to Rothberg (2005)
there can also be those employees who are not willing to perform and ultimately do not perform
due to the fact that the organization does not possess any of the needs they require and a lot of
resources has been invested in making sure that these particular group of personnel become a
serious baggage on the organization and immediate vital actions are to be taken depending on
the circumstances. Performance evaluations carried-out in an organization are very important
in numerous ways such as;
1. Identifying the productivity levels of all the employees: most managers are
extremely busy and occupied by their daily operations and do not have room to take on
issues apart from pressing matters of projects and workload. Therefore it is necessary
to allocate resources in discussing the performance of the employees, in order to know
be aware of how the personnel are performing and realizing whether they are
performing at a low capacity, and if so what is the reason behind it. This is why a lot of
organization maintain an evaluation system either annually or quarterly. Based on the
outcomes of the performance evaluation, the managers would have a conversation with
the employee in order to rub minds regarding their performance.
2. Staff development: with the knowledge of the personnel performance, it will reveal
which employee is performing in a certain manner and based on the evaluation, the
manager focuses his or her attention on the less productive personnel and try numerous
motivational techniques or tactics to beef-up the personnel and enable the individual
develop a response to higher level of performance in the group.
3. Motivation for the staffs: there will be employees who are doing really great and due
to their impact, the organization is attaining higher revenue as time elapses. They need
to be appreciated by promoting them, increasing their remuneration or compensate
them so as to encourage them to keep up with the good job. On the other hand, they
will definitely be employee who would not meet their quota, it is necessary to drive the
zeal of such personnel through numerous techniques that suit the situation like; rewards,
promotion opportunities, bonuses etc. so that they can maintain the same level of
performance as their outstanding colleagues.
4. Documentation of the performance: there will be occasions whereby the
management would have no choice but to take decisions of elevating a personnel to a
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higher rank, although would not just simply advance that personnel due to the fact that
the position in question is vacant. Therefore adequate evaluations should be available
and present to propose if the employee in question would be able to handle the position
properly or not. If the employee is able to handle the duties of the position, then only
the management should elevate the employees’ responsibilities or else resources of the
organization could be unavoidably wasted. Moreover this decision would be made by
a one-time performance evaluation, therefore it is essential to have a record of the
performance, so as to check out the consistency of the employee.
5. Making crucial decisions: there will also be occasions whereby employers need to
take immediate actions such as; sacking or reliving a personnel from his or her duties,
again this would not be made by one-time evaluation. It is essential to assess the
consistency of that employees’ performance, in order for the appropriate decision to be
made.
There are also a number of ways in which the measurement of an employees’ performance
could be carried-out. These include:
1. Through the use of a checklist: it involves using a checklist with ‘Yes or No’ criteria
to immediately identify productivity and deficiencies of the personnel in various aspects
of performance. Through this methodology one cannot single out personnel who require
some mode of essential training and development in order to be highly efficient
2. The 360-degree feedback: this technique allows the management to figure out
constraints of the performance of a personnel from supervisors, seniors, and other co-
workers whom they work together with. Therefore information regarding the areas
where development is needed will come to light, including areas that the same
employee is efficient. In this way the management can carry out appropriate measures
to enhance personnel performance.
3. Management by objectives or MBO: in this technique, the intellects of managers and
personnel combine to determine objectives, they are certain personalized objectives,
align these objectives with the organizational goals and how the performance would be
measured, therefore the management gets to anticipated what is expected from the
employee and what the employee accomplishes. It helps in aligning personnel
performance with organizational goals.
4. Using graphic rating scales: management could use a scale of numbers 1 to 10 for
rating the performance of a personnel. Various attitudinal factors of the job profile
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could be used, such as; understanding a task, involved in decision making etc. can be
tested with such scales. More so, for assessing personnel performance metrics come
into play and they are; work quality metrics (MBO, number of errors, subjective
appraisal), work quantity metrics (number of sales, number of units produced, first call
resolution), work efficiency metrics (overtime hours, individual efficiency, overall
labor effectiveness) and organization performance metrics (absenteeism rate, revenue
per employee, overtime per employee).
In order to improve employee performance, first the manager has to identify why employees
under perform, and these reasons could be inefficient capabilities, ambiguity in terms of targets
and uncertain accountabilities. Therefore to facilitate personnel performance the management
has to always let employees be informed of their expectations clearly by carrying out regular
meetings, discussions and do not have to wait for appraisal day to communicate. Personnel
development must be in the managements’ priority list by ensuring employees empowerment
and motivation by having employees’ engagements well in place, through the use of technology
and mechanism that can boost the employees’ morale.
2.1.2 Importance of Motivational Techniques in an Organization
Motivation originates from a Latin word ‘movere’, “Movere” means to move, it creates a
reflection of something going up, keeps us focused on working and enabling us to attain our
desired goal (Korth 2007) motivation is an internal impulse that draws us to accomplish an
action, and without motivation there is no action. Jeffrey S. Nevid, a professor of psychology
defined the term motivation as factors that activate, direct and sustain foal-directed behavior;
motive are the ‘whys’ of the behavior- the needs and wants that drive behavior and explain
what we do. We do not actually observe a motive, rather we infer that one exists based on the
behavior we observe (Nevid 2013). According to Armstrong (2008) Technique is a way of
carrying out a particular task, especially the execution or performance of a certain work or
procedure. It is an efficient way of doing or achieving something (Webster’s dictionary).
Therefore motivational techniques are does efficient ways or means of driving and rein forcing
the behavior of an individual to be persistent and intensified in order to achieve desirous,
attainable goal (Dobre 2019) it is also safe to say that motivational techniques are tools used
for the purpose of influencing subordinate employee by the management. These tools usually
enables one’s readiness to take up certain actions. Motivational techniques are measures at
work that are seen as an essential means of drive, as it creates the force and enables appropriate
actions towards the operations carried out at the work place. These measures motivate
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employees’ zeal and anxiety in line with the activities of work and a viable commitment
towards realizing the work related task. Motivational techniques are of psychological forces
that instigates the direction of an individual or employees’ behavior or attitude in an
organization, an employees’ level of contribution, effort and overall persistence (Jones &
George 2008)
According to Jones and George (2008). Motivational technique should comprise of three vital
criteria, which are direction, persistency and intensity. Direction is an objective which drives a
personnel to carry out an act in order to achieve it. An objective could be chosen knowingly or
unknowingly by a certain individual, although there are motives that influences an individual
in ascertaining an objective, which could be internal or external in nature, but sometimes even
both, and the final objective is the most favorable amongst other potential options or
alternative. The intensity is the degree of determination or zeal that is been put by a certain
person in the act of attaining the desired objective; how consistent an individual has tried, and
how much energy, time, money or physical resources has been utilized towards the aim of
attaining the desired objective. Persistence is the capability of a certain individual to sustain or
maintain the motivation throughout the time, even though hindrances or obstacle may occur or
exist. It cannot be over-emphasized that motivation is the heart of being successful, because a
motivated person driven, which is likely to willingly put more energy into completing a task
and the expectation of a good result would be realized. When an objective has been attained, it
demonstrates a notion of been contented and accomplished for the personnel, which brings a
positive sense of working attitude in the work environment. There are many techniques that
could be utilized in order to enhance the motivation of employees in today’s society.
Organization globally have been making use of various techniques in order to boost personnel’s
motivation. Although it looks like the most suitable motivator for an employee is that which is
very essential in their lives. More so, many values and approaches. So been able to holistically
comprehend personnel needs and making use of the right motivational technique can help
elevate the level of employee performance.
According to Arnulf (2014), cash is deemed to be the most suitable motivator to any human.
And through historical times, it is cash that makes a huge difference between employees
operating in an inhumane conditions in the country side. In reference to such individuals who
take part in the personnel payment system, the monetary incentive means more than just itself;
it also meant freedom and prosperity. That is the reason why a lot of individuals embarked on
moving to industrial regions with the assumption of elevating their lifestyles and conditions
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surrounding work. With the prospect of remuneration, today a lot of youths are trying hard to
elevate themselves from poorer conditions to better standard of livings, from minimal to higher
education standards, since they believe it is the most adequate means of ensuring a prosperous
future for themselves (Arnulf 2014) although money is not always the most favorable and only
motivator. There are many other motivators that have surpassed money as a motivator, when
you put into cognizance of other perspectives. We as human beings work for money, but not
only that, also for many other things too such as; recognition, growth, responsibility and the
work itself (Herzberg 1987). Advancement as a motivator indicates the opportunities of been
promoted to a higher status, earning higher remunerations and more benefits in the company,
these does not apply to all employees, in other words, not every personnel has the prospect of
advancement as a motivation. Therefore comprehending each personnel’ needs and assisting
them to reach their satisfactory drivers is also a way to motivate personnel (Lipman 2014).
Empowerment motivation in terms of growth is a little bit related to progression motivation,
because it is one of the drives that enables employers to retain personnel. It is important that
career promotion or better remuneration and benefits are not the only motivators some
individuals require. Sound personnel are proven to be anxious, forthright and very ambitious,
therefore they seek for better opportunities that will enable them to grow, to gain more
knowledge, to learn new skills, to widen their network and to also challenge themselves with
different situations.
Whatever the job might be and the employees’ position, recognition of efforts is highly
essential to a personnel. If a personnel has put in a lot of resources into achieving a task, or is
even willing to support and encourage a co-worker, give them accolades and show them
gratitude, because if the efforts of a personnel is been recognized, that individual will feel
acknowledged and will strive to continually excel more in the work environment. But
sometimes recognition as a motivator for some employees may prove to be effective as it shows
in their work productivity while after some employees are recognized the opposite is realized.
Therefore management should work closely with employees in order to know how employees
react to recognition and thus use other necessary motivational techniques befitting for that
employee as a show of appreciation and employees’ level of efficiency is solely dependent on
his or her qualification and ability to carry out the job, but in order to realize the most favorable
outcome, a personnel has to identify the balance between his or her willingness and abilities,
and as such the result of this balance will facilitate the increment in output and decrease
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operational cost for the organization, also the entire improvement in efficiency that can only
be attained through motivation (Vinay 2014)
2.1.3 Remuneration as a Motivator in Workplace
Remuneration affects the motivation of a social entity directly or indirectly. According to
Mesch (2006) remuneration may be defined as a motivational tool of a compensation system
that drives employee to perform, it impacts the level of productivity. For the purpose of this
very research study, the correlation between remuneration and personnel performance as a
motivational technique is to increase the willingness of employee to perform, and every
organization has the ambition of profit maximization, therefore they tend to use a lot of
resources in the attempt to improve the performance of its employee through remuneration in
order to increase their desire to perform. Remuneration as a motivational technique is crucial
in enabling the organization to maintain a high level of productivity. Motivational technique is
interwoven with employee performance, therefore, money as a mode of payment is regarded
to be a very delicate means of acquiring and fulfilling basic necessities or necessaries of a
human being. These needs of man can only be obtained when they have the power to purchase
their basic necessaries instigated by financial income, therefore salary is considered as
remuneration for personnel. Furthermore, in regards to various motivation theories, money is
a very compelling instrument for influencing and persuading the attitude or behavior of an
individual or employee towards his organizational goals and objective, also it increases
employee performance which leads to productivity. Organizations may utilize various
motivational techniques to drive their employee’s performance, therefore remuneration is very
essential amongst promotion and compensation as a motivational technique.
Remuneration is considered to be the financial motivational tools which inspires the attitude of
employee’s performance in regards to their work. In the words of Perry, Mesch and Paarelberg
(2006) each employee should recover a minimal incentive for their efforts, role and
responsibilities carried out in an organization, in decision making regarding the monetary value
of remuneration, several strategic analysis have to be put into consideration, such as; economic
climate, cost of hiring, specific business condition, workers qualification and productivity
(Carraher 2011). Remuneration and motivational technique have a relationship with the
Herzberg’s hygiene factors and it includes bonuses, commission, salary and fringe benefits. In
accordance with Chapman and Kelihar (2011) personnel drive does not emanate from the
decisions that leads to the amount to pay in an organ policy, although it is derived from the
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vividly comprehending individuals. The remuneration of personnel relies on many factors such
as; basic needs, physiological needs, social and profitability return (Khan, Farooq and Ullahib
2010). In support of this Kimotek and Lewieka (2008) concur by stating that the effectiveness
of motivational technique does not only involve adequate organizational stipulation of
remuneration policy but also involves some other motivational factors like the organ of work,
human resource development, management tools and performance appraisal. Many human
resource experts agree on the development of motivational technique such as remuneration is
an effective reward system that is essential to employee output. For the purpose of developing
an effective motivational technique, it is crucial to provide a remuneration policy with proper
adequacy for personnel (Kubr 2002). In accordance with Ajila and Abiola (2004) there are two
kind of rewards some are internal while other are external rewards. The internal rewards comes
naturally with the job itself and the reward is seen to be gained when the attainment of the
objective has been successfully, On the other hand, external rewards come from outside the job
itself, which may include the conditions of the work, praise and recognition. In this present
world in order to fuel the drive of personnel, the combination of external and internal incentives
are required in the remuneration policy. It includes individuals in a well discussed conversation
with the employer or manager regarding the work, which makes provision for remuneration of
that which is intrinsically motivating. In contrary, when individuals are extrinsically driven
they effectively work towards attaining a befitting external incentive from the job (Chapman
and Kelliher 2011). Therefore we can conclude that if the remuneration is internal to the job,
desire for willingness is also internal or if the remuneration is external to the job, desire for
willingness is also external to the job (Ajila and Abiola 2004).
It has been stated in many researches that present new era of government, elevate the
performance and output of the personnel, senior managers must implement good and accurate
remuneration policies. Which will definitely enable the organization to render qualitative
services and goods to consumers. It is the main reason why most employers now use and
implement remuneration policies as a motivational technique to induce, attract, drive, retain
and satisfy employees, It is highlighted through various research that output based
remuneration, drive employee to be hardworking (Ajila and Abiola 2004). The research of
khan, Farooq and Ullahib (2010) correlates with that of Ajila (2004) which mentioned that
there are various factors that have an effect on the efforts of personnel like; basic pay, bonuses,
incentives, fringe benefits and commission. All of these can be categorized under compensation
and promotion for the purpose of this study. Nonetheless they are motivational technique which
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are necessary and a good source of drive to boost employee performance. Carraher (2011)
stated that remuneration helps in developing strong relationship between employers and
employees. Researchers have stated that personnel who receive proper remuneration are
compelled to avoid absenteeism, provides organizational attractiveness to people who are
interested in having a job and also help to impact positively by increasing employee
performance (Kmiotek and Lewieka 2008). Various organization’s employers and mangers
consider and make use of remuneration as a major motivational technique that encourages
employee performance. It is highly essential that there is a stipulated remuneration as incentive
that is satisfactory personnel. In contrary to Carraher (2011), Mathis and Jackson (2008)
mentioned that other constraints such as communication feedbacks, participation, involvement,
dedication, ethics, morals and discipline are more essential than remuneration. Zyl (2010)
stated that there is a positive relation between labor productivity and employee remuneration,
which is also in line with Carraher (2011), it support the fact that the higher the pay of personnel
the higher the level of output and various opinions lean to these facts such as if an organization
implement differentiated remuneration, it will drive the personnel efforts and a higher
remuneration pay will also facilitate the output of personnel (Montana and Chanov 2008) and
according to Zyl (2010) if the gap between personnel remuneration is often increased, it would
definitely increase the gap between personnel and the remuneration could result to negativity
when it comes to output. Many employees feel that their actual remuneration is below the fair
and adequate remuneration which at times causes negative relation, therefore an efficient
remuneration system does not only impact on the improvement in an individuals’ performance,
who is presently doing a great job but also utilized to facilitate the effort of individuals whose
productivity outcomes are not substantial.
Remuneration is an essential motivational technique, although different employees are
motivated by different factors (Kubr 2002) an efficient remuneration package should include
salary that consist of different things like commission, pay. Also elements such as; insurance,
healthcare schemes and pension. lastly, provision for discount on organization’s product for
personnel and subsidiary for meals and accommodation (Salais and Villeneuve 2004) both of
this researchers support that remuneration is a good motivational technique for better employee
performance and remuneration consists of three basic components namely; basic pay, bonuses
and profit-sharing schemes that influence the efforts of employee. Remuneration is a vital
because it enables employers to drive the willingness of personnel which lead to productivity,
and in contrary to Schlosser (2001) which opined that in the absence of secured employment
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and salary in any organization, employers may utilize team spirit in order to drive the zeal of
personnel by saying that if an employee comes to work late and does not work hard, it affects
the performance of colleagues and that it motivates employees to give a preferable output or
performance.
2.1.4 Compensation as a Motivator in Workplace
Compensation is a necessary motivational technique that influences a personnel’s drive that is
naturally inclined towards performing better, when there is a perception that a certain adequate
payment will be received in the nearest future for their services. In todays’ world, due to
economic tribulations and turbulent business environment amidst the bargaining power of
consumers in the society at large, has made act of compensation to be one of the most essential
motivational technique because monetary incentive motivates most people at least for their
basic necessaries. Compensation are does monetary and non-monetary acts of reward that is
issued to a personnel in return for the service to the organization, it is also an act of repaying
someone for a loss or to make-up for something which is typically one of the biggest expenses
for organization. According to Gomez (2012) Compensation is far-fetched from the
employees’ regular paid wages or salaries, and may include other types of benefits. In
accordance with Denisi and Griffins (2008) compensation is a sequence of reward in which
organization provide to personnel in exchange for their willingness to carry out numerous jobs
and task in the confines of an organization, meanwhile they have been doubts mentioned by
Herzberg (1975) and Armstrong (2008) about the effectiveness of compensation, arguing that
while the unavailability results in dissatisfactory circumstances, it presence does not develop
into a long lasting factor of motivation and that the impact of compensation as a motivational
technique that varies from organization to organization. According to Gomez (2012)
personnel’s compensation is an essential singular factors that results into high cost of
administering in any organization, in some organizations that are involved immensely in
production, it represents 60% of the total cost, although different research show that it is very
much higher in many service organizations and which translates to the effectiveness with which
compensation is assigned to, and it can make a huge difference between acquiring more
advantages or leaning towards the disadvantageous side in a competitive market. According to
Dessler (2008) which mentioned that a meticulously developed employees’ compensation plan
is necessary for an organization and affects the preference of employees. He also made mention
that the rate of salary turnover may be too high if the plan is not appropriately developed,
therefore attracts unwanted expenditures, while paying less produces inferior personnel quality
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and enable a high rate of personnel turnover, But at the same time when the distribution of
salary rate does not show equality, it decreases the morale of personnel and many of them may
be disgruntled which leads to lots of complains from the employees.
Compensation plan is a very vital aspect in the correlation that exists between efforts and
rewards (Nelson and Spitzer 2003). Therefore the administering of compensation in an
organization has to be structural in terms of the cost it may incur, so that it will attract, drive
and retain competitive personnel. Armstrong (2016) also elucidated that the purpose of every
manager is to fuel the driving force of workers and gain their commitment. There are numerous
factors that guide how to carry out compensation of employees, no matter how you determine
employee wages you must consider internal and external equity. Internal equity involves
comparing the positions in the organization to ensure fair pay and external equity is whereby
personnel of organization are paid the same rate of salary if their task are the same replica in
other forms of organizations. To determine a compensation plan, an organization should
consider the following;
1. Research: is to carry out an observation on what other organizations pay their
employees and compare your mode of business to others in the industry, like what are
other organizations paying their employee and their paying alternative to employees
who have similar job titles and duties that your employees have.
2. Accomplishment: if an individual employee excels on the job, the organization can
pay that employee an increased wage or better yet pay employee more if they acquire
more education or advanced intellectual training related to their job.
3. Available funds: the organization has to consider bottom-line, if compensation is used
as a motivational technique, the organization has to carry out quantitative analysis
carefully on how much could be spent on employees. In the process of determining how
much an employee cost, the organization should remunerate the accumulated cost of
taxes and benefits before implementing pay raise and making sure the compensation
plan will fit into the budget of the organization.
4. Benefits: in the service, offering desirable benefits for redeployment is essential but an
organization might be able to offer an hourly base pay to employees but need to be
aware of what benefits are the most desirable in the industry like the Twenty- Eight
days allowance in lieu of hotel accommodation and transport is considered an employee
benefit package in the service.
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5. Compensation regulations: compensation is governed by many local, state and federal
taxes and employment laws that organization should enquire about the legality of such
laws and how they can adhere to it and avoid violations.
In accordance with Dessler (2018) there are two approaches in which compensation could be
categorize. And there are the job-based approach and the skill based approach. Job-based
approach is widely spread around different organization and it seems to be the most utilized
compensation plan, the plan has the assumption that job requirement are clear-cut and specific.
For instance a superintendent or inspectors. The job in these works are been carried out by
individual who have been paid to execute them properly and since all the task do not have equal
importance done by to the organization, the price of labor gives more significance to other
jobs than others, and the highly regarded jobs usually pay more. Denisi and Griffins (2008)
referred to this as the pay for knowledge, in which they explained as compensating personnel
for gaining information or knowledge which are limited. The skill-based approach on the other
hand stipulates that personnel should not be paid in accordance with the job itself but for their
ability to be capable of performing the multiple tasks. According to Gomez (2012) the more
the variation in job related skills an employee has, the more he or she should be paid. Milkovich
(2013) defines skill-based approach as paying an individual based on their qualification or
certifications of every skill they have gain, and not minding whether the job requires them to
use all their skills or some of those specific skills. The job-based approach offers personnel a
means of ascertaining the mode of pay which makes it easier to stipulate and forecast raises
annually. It rewards personnel who stay with the service for a long time which increases their
length in service and there is less room for unfairness with job title since the pay has been
structured by the job itself, while the skill-based approach rewards the personnel who gain new
skills and new knowledge. Personnel usually fancy this approach due to the fact that it gives
them that drive to focus on developing a career for themselves and provides a model that
compensate personnel who tend perform at an optimal level. On the disadvantageous side of
this approach, competition surrounding the job ranks may lead to the cause of disagreement
between personnel, therefore some employees may feel distrust towards each other, especially
in a situation where one individual makes more money by carrying out the same work and
sometimes employee feel underpaid and undervalued when they are been paid in line with the
same work they in the same organization, which is non- contrasting to compensation been a
motivational technique because it now brings dissatisfaction and when employees are
dissatisfied the performance output is low and detrimental to the organization. Therefore, it
does not matter if an organization implements job-based or skill-based approach of
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compensation, the key is having the plan in place in order to help the organization attain the
strategic objective they have envisioned by attracting, motivating and retaining competent
personnel and it is for these purpose that the plan is structured in way that it can accommodate
the affairs of the organizations’ distinct characteristics and environment (Gomez (2012). In
accordance with Armstrong (2008), there is far more to rewarding people by just throwing
money at them, at a certain point reward is not all about money. In todays’ working
environment, employees expectation are far more than mere salary or wages, they want
additional recognition that would empower their lives. Non-monetary rewards may be
described as desirous extras in which an organization does not directly affect the increment in
financial capability, but instead adds status and recognition to the life on the work like
promotion.
2.1.5 Promotion as a Motivator in Workplace
Promotion may be regarded as the vertical movement in a current job which leads to greater
responsibilities, better salary pay and higher status. It is also an advancement of an employee
to a higher position within an organization, assessed by the management positively which
embodies the important factors of a motivational technique. In accordance with Clothier and
Spriegel (2007) promotion is considered to be the transfer of a personnel to a job which
stipulates a higher pays in terms of money or one that carries more distinguished status which
in turn enhances employees’ self-assessment and satisfies their need for praise and recognition,
it also has a positive effect on the employees’ behavior and their environment. In the private
sector, employee promotion is not very much valued in comparison to the public sector. In the
public sector, promotion is considered the apex desire for a personnel for the service rendered
by him or her in the organization and it’s a sure way by which employees can develop their
career in the public sector (Clothier & Spriegel 2007) Promotion is an essential motivational
technique used for employees because it encourages employees due to the moving upward in
the organogram of the organization concerned, coupled together with extra responsibilities,
honor, more respect, with an increment in salary (Linh 2017) It creates interest in the job and
stimulates self-development or self- actualization by providing incentive for initiative through
recognizing employees’ performance, commitment and motivates him or her towards better
performance (Lipman 2014) Promotion as a motivational technique attracts capable individuals
which helps management to have talented employees and retain the skilled employees, which
minimizes discontent and unrest by creating an atmosphere that emanates competitiveness
among personnel for gaining knowledge and skills for the work that at a higher level,
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necessitates logical training for advancement and forms an effective reward for loyalty,
cooperation and long service. According to Healthfield (2007) the purpose of promotion as a
motivational technique is to attract suitable and competent employees to occupy vacant
positions that are created due to retirement, resignation or demise of a serving employee and
to ultimately utilize more effectively the attributes and capabilities of employee by encouraging
their eagerness and willingness to act, gives them an opportunity to perform a better and better-
paid work.
According to Lipman (2014) an unjust promotion weakens relationship in a team of employees,
thereby reducing the team spirit and ultimately leading to frustration and desire to change the
workplace especially among those employees who feel that they are the ones who are supposed
to be promoted. If promotion is to play a role as an effective motivational technique in an
organization, it is advisable to carry out legitimate promotion policy, which is based on
reasonable, proven principle that allow promotion opportunities basically for the employees
who are creative, gifted, achieving outstanding results in their work and are deserving of a
promotion entitlement (Linh 2017) In order to achieve a deserving promotion the organization
has to stipulate guidelines and principles for promotion opportunities such as; the criteria
should be communicated to all staff member and be set forth in employee regulations, the
criteria should be consistent in long periods and a new management of the organization should
not just decide to change it, a well-defined criteria of promoting to a particular position should
be stipulated and established. In order for these principle to be effective on adequate selection
of personnel and relatively regular evaluation of all employees is vital, and also the
organization should carry out well organized systematic employee evaluation and promotion
procedure (Anka 1988) Every organization should have a promotion procedure which consists
of four essential elements such as;
1. Formulation of promotion policy: every organization should try very hard in
sustaining an adequate balance of promotion which are sourced internally or externally
for the recruitment process, however promotion should be based on consistency,
fairness and have crystal clear policies such as; facilitating internal promotion in an
organization and not seeking outside hand to occupy the vacant positions, taking into
cognizance of the ability, effectiveness, behavior, experience, sense of leadership, job
performance and length of service are some of the criteria that should be considered in
making promotion, although seniority must be taken into account, an organogram
should be drawn to show the ladder of promotion, the standard of procedure in regards
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to promotion must be stated clearly to all who may initiate and handle promotional
circumstances- after the human resource department has made enquiries regarding if
the promotion is a suitable step forward or not resulting from the proposed promotion
then the final approval can be done by the top management and every promotions must
be for a trial period to know if the promoted person would be capable of executing the
job or not- although during this period the personnel draws the pay of the highest
position but a clear clause must state that if he or she does not make the grade, he and
she will be reverted to his or her former position and pay scale.
2. Promotion channels: involves the carrying out of job analysis and planning the career
of the company and this channels should be identified and recorded adequately on the
data base.
3. Promotion appraisal/evaluation: the elevation of an personnel to a higher rank is
entirely based on his/her performance evaluation outcome.
4. Centralized records: skills, experience, education, abilities and evaluation of all
personnel must be kept on record in a centralized way by the human resource
department in the company because promotion of employee is based on attributes and
capabilities.
Different organizations may carry out various types of promotions such as;
1. Paper promotion: it occurs in regards to the seniority of employees in the public sector
which have numerous department, it is a promotion given to a personnel belonging to
the parent department, but working in another department on transfer, on request of
employee or due to exigency of work. Paper promoted employee draws salary
pertaining to job in another department but not according to promotions’ job in the
parent department.
2. Dry promotion: promotion is given in lieu of increment in salary. For instance when a
lecturer is made the head of a department, there is no relative increment in salary.
3. Up or out promotion: a personnel either gains a promotion or finds employment
elsewhere, out promotion usually leads to the personnel joining some other organization
in a better position.
Paper promotion is mostly in the public sector whereby personnel are issued promotion in order
of their seniority in line with the vacant office position that is available. The personnel with the
highest rank in the same cadre would be given the job. However when a high ranked personnel
is operating in different department, in such cases, in order to occupy the empty position,
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promotion on paper will be handed to such personnel due to the fact that he or she will not have
any job in the parent department and subsequently promotion will be handed to the personnel
which is next in rank that operating in the parent department. Promotion could be given on the
basis of seniority, merit or a combination both: Merit is based on the skills, knowledge and
overall performance recorded in respect to the personnel. Merit as a basis enables the
maintenance of efficiency by recognizing potential prospect, also it is quite difficult in judging
merit as it identifies past achievement but does not consider future potential, thereby making
older employee feel insecure. Seniority as a criteria suggests the possible length of service in
an organization. The basis of seniority is quite easy to assess, understand and operate. Although
there is a certain reality that at a particular age in life once seizes to learn, therefore the potential
and performance of a personnel is no longer valued which disrupts the ambition and drive to
enhance the efforts of personnel.
2.2 Theoretical Review
2.2.1 Abraham Harold Maslow’s Hierarchy of Needs
Abraham Maslow established a theory in 1943 regarding the things that motivate human beings
in general, the title of the study was “A Theory of Human Motivation”. According to Maslow
there are five levels of needs in which human beings sought to attain. When the needs are more
basic for life, the more importance is laid on that particular need, also there will be a great deal
of discontent if one is unable to meet that need. A lot of needs are fundamentally important to
the existence of human beings, and the absence these needs renders everything else useless.
Usually human beings start by achieving lower level of needs and strive for fulfilment; thereby
once a lower need has been fulfill we lean towards satisfying a higher need. In order words, an
individual would not seek to attain a higher level of need if the lower level of need has not been
achieved Maslow (1954)
Maslow’s Hierarchy of Needs is often illustrated in a pyramid form with the most basic levels
of need at the foot of the pyramid, and the self-actualization need at the apex Steere (1988).
“Maslow made of the terms ‘physiological’, ‘safety’, ‘belongings’ and ‘love’, ‘esteem’, and
‘self-actualization’ to explain the flow of human desire and the goal of Maslow’s theory is to
achieve the apex need which is the self-actualization need McEwen & Wills (2014). According
to Maslow (Figure 1) (1954), the needs from the basic to the most complex are listed as follow:
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• Physiological needs: breathing, food, water, sex, sleep, homeostasis, excretion
• Safety needs: security of body, employment, resources, morality, family, health, and property
• Love and belonging: family, friendship, sexual intimacy,
• Esteem: confidence, achievement, respect of others, respect by others
• Self-actualization: morality, creativity, spontaneity, problem solving, lack of prejudice,
acceptance of facts.
Aruma & Hanachor (2017)
Figure 1: Abraham Maslows’ Pyramid of Needs
The four most basic strata of the hierarchy of Needs in the pyramid are referred to deficiency
needs: physiology needs, safety needs, love and belongings, and esteem. In the instance where
there is a deficit regarding this level, a person’s behavior will automatically change towards
achieving the deficits. The hierarchy of needs begins with physiology needs at the bottom.
Physiological needs are essential and paramount to the survival of any human being, such as
air, water, food, sleep and other fundamental needs to human existence. Physiological needs
are the most important because without attaining them, the desires for any other need do not
come to mind. With the lack of food, a human body cannot function at an optimal level; if one
is famish, all his or her activities will not be carried out comfortably and properly therefore he
or she will be driven to find food and eat; managers who put this into consideration by paying
minimal living wage will meet the basic needs of their personnel Silberstein (2017). Therefore
the needs that are physiological are very necessary to achieve first.
After a person’s needs which are physiological been achieved and to an extent satisfied, the
individual looks forward in the direction of achieving his or her safety needs. These needs
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includes; the personal security: of body, of health and wellbeing, of morality, and of family;
the job security: of work opportunity, and of employment; and the financial security: of
property, and of resources. In recent times safety needs does not only refer to a place to sleep
or stay, it is having the feeling and free from harm way. People feel unsafe due to various
reasons such as; natural disaster, war, violence, abuse, or economic instability. The safety need
is much conversant in children as they are more likely to need the feeling of being safe and
secured. In organization, manager could attain these needs by making sure that personnel are
free from physical, verbal or emotional hazards and having the notion of job security”
Silberstein (2017).
Moving up to the next strata of need which is love and belonging, can be categorized under the
human’s psychological needs. Generally, human need to love and be loved by others, in terms
of sexual and non-sexual affairs Goble (1970). In accordance to Maslow, in the circumstance
whereby a person’s needs are achieved, they result into interpersonal involvement and
acceptance by the people around them. This need requires one to socialize and have
companions, and relationships, by being part of family, having close friends, colleagues, and
neighbors. One should not ignore the fact that the role of love and belonging needs in human
beings life is highly important, as there is enough prove of people who have experienced the
situation of loneliness or even depression when they do not have the need of love and
belonging. As to the managers of organizations, being able to providing adequacy in reward
and stipulating organizational programs in which personnel are actively a part of can enable
them to fulfil and satisfy these needs of personnel Silberstein (2017).
The fourth and level of need illustrated in the hierarchy of needs is esteem needs. Everybody
in our society desires the need for stability, usually high regards for themselves, for the purpose
of self-respect and for the esteem of other people Maslow (1954), Stephens (2000).
Consequently, this level of needs are separated into two categories. Self-respect which is the
desires for strength, achievement and having the confidence that enables one to face the world,
it also involves independence and freedom to do what is generally acceptable Maslow (1954).
This level would have been achieved when one is contented and satisfied with their
accomplishment, having good feeling about their current situation and seeing that they have a
life filled with purpose and only by achieving the desire for an outstanding reputation and status
this esteem needs will be fully achieved Maslow (1954), Brembeck (1991).
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The fifth and final need is the self-actualization need, which is referred to the being needs, it
is at the peak of the pyramid in Maslow’s hierarchy of needs. This level emphasizes on the
potential of one’s self to be able to become what they hope to be in life. Meaning that they
would do anything possible in their might to see that it is achieved Hagerty (1999) once a
person has attained the state of been self-actualized, they lean towards placing their attention
on themselves, by having the zeal to expand the horizon of their knowledge through the
acquisition of skills and taking on new responsibilities and behave in manner that will enable
them achieve their desired objectives in life. According to Maslow, in order to completely
achieve this level of needs, an individual must not only achieve and satisfying the previous
needs, but also master them (Maslow 1954; McLeod 2007, 2016).
2.2.2 Vroom’s Expectancy Theory
Victor H. Vroom in 1964 established the expectancy theory, in which he emphasized on the
relationship that exists between a person’s effort and motivation with an expected desired
outcome. It describes how a person chooses to execute a series of behavior over another, and
how the final decisions made is related to the task that is necessary to achieve the goals (Skemp-
Arlt 2007) In accordance with Vroom (1964), the aim of the theory is to describe and give
predictions in regards to motivated behaviors, by attempting to provide answers to questions
such as: What determines a person’s readiness for motivated behavior? The theory draws on
thoughts from scientific rationality that consists of human behavior as being directed by drive
for optimum use of a provision certain behavior. Vroom stipulated a mathematical formula
which could utilized in illustrating the theory (Atkinson (1964).
Motivation = Expectancy x Instrumentality x Valence (E x I x V),
Where: E = Expectancy, or the necessary personnel’s expectations that his efforts results in the
desired outcome, i.e. that the efforts will be a success (Laegaard & Bindslev, 2006).
I = Instrumentality, or the personal evaluation of the probability of numerous rewards as a
repercussion of successful execution of the task. Some rewards will in all chances occur while
others have very poor chances of occurring (Laegaard & Bindslev 2006).
V = Valence, or the value attached to these rewards by the personnel in question. Examples of
rewards are promotion, pay raise, remuneration, time off, over-time pay and many more. The
factor V is the personal value of possible rewards and is often referred to as valence (Laegaard
& Bindslev). The illustration is depicted in figure 2
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Figure 2: Vrooms’ Expectancy Theory (Linh 2017)
The foremost aspect of the formulae is expectancy, which is considered as the belief of one’s
self that their intended efforts will lead to the outcome which is much desired, such as success
or performance output, furthermore it is also an evaluation of one’s self in respect to what kind
of input would be needed in order to attain higher performance. For instance a personnel who
is attached to the area of customer services directorate believes that if his or her performance
is optimal the customer satisfaction would be at a high level. In a situation whereby the
personnel’s feelings are strong and he or she realizes that the set goal could be accomplished,
it compels him or her to adamant towards putting more effort in the work, therefore in this
situation we would say that he or she has a high expectancy. The next aspect of the formulae
is instrumentality which is based on the belief that current performances are related to future
outcomes such as reward or punishment. In a circumstance where an individual believes that
hard work will be acknowledged and subsequently rewarded for the outcome of his or her
performance, is more likely to be more hardworking. The third and final aspect of the formulae
which is referred to as valence describes one’s perception in relation to the level of reward or
punishment that could be derived from the performance of his or her efforts. If an individual
feels deserving of the reward or punishment in relation to his or her efforts, he or she will put
more effort into achieving it (Scholl 2002). “Vroom thought that people are driven to work
toward an objective if they believe the objective is worth their efforts and if they perceived that
their efforts will contribute to the achievement of that goal” Moran (2013), The theory is of the
assumption that when an individual attains high level in expectancy, instrumentality and
valence, he or she will be highly driven towards putting more energy towards achieving the
outcome that is most desired.
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2.2.3 Herzberg’s Two Factor Theory
Theoretically issues of the researcher’s study ends with Frederick Herzberg’s motivation
theory. Frederick Irving Herzberg (18th April, 1923 to 19th Jan. 2000) was an American
psychologist who grew to be very influential in the field of business management through the
introduction of job enrichment and the duel-factor theory which describes the human beings
behavior to be affected negatively or positively, by two distinct factors which are the
satisfactory factor and the dissatisfactory factor. The development of the duel-factor through
emerged from data retrieved by Herzberg from 203 interviewee who engineers and accountants
in the Pittsburg region, Herzberg chose these professions due to their growing need in the
business world. In the process of the survey, Herzberg asked the various respondent to
elaborate on a period whereby they considered themselves to very happy with their jobs, and
when they were very unhappy, and the various respondent gave series of events that he
considered as factors that met certain criteria like changed feelings, a beginning and an end.
Therefore the proposed hypothesis of Herzberg appeared to be verified. There are factors that
lead to satisfaction such as (achievement, internal interest in the job, responsibility and
advancement). These factors do not necessarily influence work dissatisfaction, although on the
other hand, dissatisfactory factors such as policies and administration in which organizations
practice, supervision, relationships between persons, conditions surrounding the work and
salary have very little influence on work satisfaction (Herzberg, 1964). In assessing the
responses from the interview, Herzberg discovered that job characteristics is based on what the
personnel does, which are the circumstances surrounding the work a personnel carries out-
apparently have gratification capacity to such needs as achievement, competency, status,
personal worth and self-realization, therefore enabling the personnel to be happy and contented.
Irvin believed that those factors led to motivating humans and work satisfaction in the work
environment and the unavailability of them does not result in unsatisfactory situation, but also
does not have any influence on motivation either. Nonetheless, the unavailability of such
characteristics of the work which are gratifying do not seem to result in unhappiness and
dissatisfaction. Thus dissatisfactory situations arise from unfavorable assessment constraints
that are in relation to the work as such policies of organizations, supervision, technicalities,
salary, relationship between persons on the job and conditions surrounding work. In regards to
Fredrick Herzberg basis for the theory, he highlighted that two components that influence
satisfactory and dissatisfactory situation of the job are referred to as motivator factors and
hygiene factors as show in figure 3 (Herzberg 1987)
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Figure 3: Herzberg’s Duel Factor Theory (Linh 2017)
Motivators are does factors which include personal achievement, status, recognition, the work
itself, responsibility, growth, promotion, and opportunity for advancement, they are described
as intrinsic factors (Herzberg 1987). Intrinsic factors tend to be intangible and based on needs
that arise from emotions. An example would be doing something that involves self-interest and
satisfactory outcomes. The availability of motivators factors would enhance motivation,
satisfaction and more commitment, although the unavailability of these factors will
consequently lead to the reduction of motivation (Pardee 1990) Conversely, hygiene factors
which include relationships between persons, policies and administration of organizations,
conditions surrounding the work, standards of supervision, work security, salary, and other
incentives, and balance in work-life, are categorized as extrinsic factors (Herzberg 1987).
Extrinsic factors are tangible and considered as basic necessities because there involves doing
something that attracts external rewards such as money, fame, or status. It is the flip side of
intrinsic factors that influences the behavior of a personnel through their intrinsic desire and
drive. In contrary to motivator factors, the availability of hygiene factors will not influence
drive or motivation, rather it could avoid dissatisfactory outcomes, and although the lack of the
presence of hygiene factors will most definitely result in circumstances that are demotivating
(Chapman 2017). In accordance with Herzberg (1987), there is a complexity regarding the
correlation between satisfactory and dissatisfactory circumstances. These circumstances are
tantamount to the personnel ‘s behavior and in the situation whereby one is satisfied or
dissatisfied is mostly contributed by various factors and proceeded independently of each other
Herzberg, Mausner & Snyderman (1959); Herzberg (1965).
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In conclusion, the duel factor theory is quite crucial to all mangers who wish to be efficient,
due to the fact that it provides the importance of hygiene factors that are adequate to personnel
as a way of enhancing their drive which results in satisfactory circumstances. The
unavailability of hygiene factors will definitely result in demotivation, although the availability
of it is not effective enough in motivating personnel. Therefore manager must consider putting
more efforts towards increasing motivator factors such as enriching work through the creation
of jobs that will gain the attention of employees, providing personnel various opportunities for
the chance to progress in their career, taking more responsibilities, overcoming new challenges,
and praising personnel when due. Thus, satisfactory and dissatisfactory circumstances are not
on a continuum, in the sense that as one increases the other diminishes, but are all separate
phenomena. The theory also suggests that the attitude of personnel towards their work and the
output of their productivity relies on the administrators recognizing and attending to the both
sets of characterized features and not assume that an elevation in satisfaction results in the
diminishing of dissatisfaction.
2.3 Theoretical Framework
For the purpose of this research study, Herzberg’s motivation theory is main theory that guided
the research study, due to the fact that the assumptions of the theory to a very large extent
supports the motivational techniques that have been emphasized in this research, and
Herzberg’s motivation theory or duel factor theory/model assumes there were two factors in
which a company must consider, and it’s application determines the influence it has on
motivation in the work environment and if well leveraged, the theory will enable optimal
performance from the efforts of personnel.
The theoretical model of Herzberg’s motivation theory, he categorized certain factors into two
aspects namely; hygiene factors and motivational factors. In the comparative analysis as to how
Herzberg’s theory goes in parallel with the motivational techniques elaborated in this research
study, a conclusion has been made to ascertain that two out of the three proxies are considered
to be or fall under the hygiene factor; remuneration and compensation- are those factors that
are put in place to satisfy employees because the absence of them will ultimately lead to
employees working less, Although there are not available in the main work itself but surrounds
the work. In accordance to Linh (2017) They prove to be necessary factors that influences
humans’ drive that are directed towards performing better when there is a prospect that a certain
pay will be received in the nearest future for a certain required service. As explained in the
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previous section, remuneration and compensation are fair and reasonable pay structures that
are adequately competitive with other organizations in the same industry and have a
relationship with Herzberg’s motivation theory as motivational technique and specifically
Herzberg’s hygiene factors, and the remuneration and compensation packages include;
bonuses, commission, salary and fringe benefits. According to Linh (2017) it is safe to state
that remuneration and compensation are categorized under hygiene factors as Herzberg
described hygiene factors to be situational factors that prove to be dissatisfying for personnel
in the instance when they are unavailable, and the availability of hygiene factors do not
necessarily lead to a strong drive, which also does not mean it cannot enable or be a source of
motivation, in other words, hygiene factors would not be responsible for personnel to be more
hard working but will result to a demotivated workplace if they are unavailable. Because
Herzberg’s motivation theory makes the assumption that these hygiene constraints fuel
dissatisfaction in the situation where they are not available rather than motivators when they
are available, while compensation and remuneration are all monetary incentives which gives
employees the purchasing power to obtain their basic necessaries or necessities that they
require for their personal upkeep, according to Linh (2017) although Herzberg failed to identify
that once a factor can facilitate an employee in attaining personalized goals, and can enhance
the development of the personnel in which some initial goals are met, they come to a realization
that a clear link between process and output exists, which in turn would encourage the
personnel to execute task continually at a high level. Subsequently, the Herzberg’s motivation
theory also gave suggestions on how to increase the motivation of the employees by eliminating
job hygiene stressors. And one of the suggestions could be achieved through enhancing
employee’s motivation by ensuring that the hygiene factors are not causing dissatisfaction.
Remuneration and compensation have proven to be those tools that consist of monetary
incentives in which employees use to cater for their basic necessaries and necessities that yields
satisfaction. Herzberg also carried out an investigation about the source of professional
satisfaction and dissatisfaction for Two hundred (200) professionals, these was done at their
most happy and least happy moments with their jobs. And Herzberg ascertained the frustration
of the interviewees to be frequently related to the context of their work such as; the company’s
policies, the management, the surveillance system, the remuneration, the salary and the work
conditions. Which proves that employee satisfaction serves as a mode of motivation or trigger
for motivation that enables employee performance, due to the indications that frustrations
surrounded around the context of the job will definitely be after the performance outcome of
the employees, therefore to boost motivation adequate motivational techniques can be put into
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practical in an organization when all hygiene issues have been resolved substantially by
stipulating a proper remuneration and compensation scheme for all employees.
In relation to Herzberg’s motivation theory there are also motivators, and these factors can
encourage employees to work harder when present because they impels or compels an
individual towards achieving a desired need and Herzberg made mention of achievement,
recognition, the job itself, responsibility, advancement and growth. Motivational factors is the
other category of factors which basically has been described by Herzberg to be the presence of
motivators that increases employee job satisfaction and pushes employees to perform better,
and advancement which was mentioned as one of the factors are promotion opportunities that
should exist for employee, and these opportunities are progressive shifts in a current job which
leads to much greater responsibilities, a higher salary fee and higher position- the description
of what advancement means basically encompasses both the factors of hygiene and motivators,
because both responsibilities and salary are been mentioned and according to Herzberg it is an
accurate and strong form of motivation due to the advancement of a personnel to a higher status
within a company giving rise to the clear indication that it creates interest in the job and
stimulates self-development or self-actualization by providing incentive for initiative and
intuition for recognizing employee performance, commitment and motivates him or her
towards working harder and ensuring a better performance.
The Fredrick Herzberg’s two- factor theory has many adequate assumptions that supports the
topic and problem of this research paper, by proposing for stats through his research that will
give an overview of how the outcomes of motivational techniques can affect organizations
positively and negatively, and the most favorable stat that supports the purpose of this research
amongst the four stat stipulated by Herzberg is high hygiene-high motivator, according to the
theory this is the ideal situation and the one in which every manager should strive to achieve,
due to the fact that in this situation all employees are motivated and have very few grievances.
And the theory implies that with the combination of good hygiene and good motivational
factors implementation by an organization leads to optimal performance of employees. And
therefore this theory implies that remuneration and compensation which fulfil the criteria of
high hygiene, and promotion which fulfils the criteria of a high motivator will be the proper
and quite efficient motivational techniques to be used. Although the duel-factor theory
overlooked material time variables, and assumes a relationship in terms of correlation between
satisfaction and productivity, nevertheless, the research carried out by Herzberg laid emphases
on satisfaction and ignores output which makes the reliability volatile and not free from
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criticism as the basis is on the default reaction of employees when they are enquired the sources
of content and discontent in the workplace, eventually making them to put blame on the
discontent they have towards extrinsic factors such as salary scheme, company policies.
Consequently recognizing themselves (employees) for the satisfactory factor in the workplace
(Linh 2017). But on the other hand, employee satisfaction is essential for every organization,
as this factor can lead to progress or regress depending on the situation, in the unavailability of
an incentive plan, employee will not fill ready to fulfil their obligations, and therefore managers
should ensure that they empower them through promotion opportunities, monetary and non-
monetary rewards such as; promotion, remuneration and compensation.
In conclusion, the duel-factor theory assumes that the managers at the top of the organogram
must seek to ensure that the adequacy of the hygiene factors is guaranteed so as to avoid
employee discontent and it is vital that managers must see that the job is stimulating and
rewarding in order for the employees to be driven towards work and perform not only with
more drive but efficiently. The theory emphasizes on enriching jobs so as to drive the
willingness of the employees and make use of their skills and commitment properly, by
focusing on the motivational technique that can improve performance but it all comes down to
the obvious fact that every employee has a distinct way in which he or she can be motivated,
so it is imperative that managers should know almost everything regarding their employees and
utilize numerous techniques to drive each of them based on what they want personally and by
doing so managers would have a comprehensive knowledge about the causes of improved
output by employees and issue them the necessary rewards that would be satisfactory and the
most appropriate motivational technique that must be structured to whatever circumstances the
organization faces.
2.4 Empirical Review
The study of some researchers lacked a significant aspect in their research in which this
research study covered, also many researchers and scholars have different perspectives or
views of how motivational techniques affects employee in relation to their performance.
According to Tayo (2018) in a study that highlighted reward system as a tool for enhancing
employee performance which identified if there is an holistic rewards system and if there is
one, a lot of awareness in regards to total rewards for employee in the financial sector in Ireland
through a qualitative research method which produced empirical findings that laid an in-depth
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analysis on the interactions that focused on groups were used, and findings from the interviews
carried out revealed that some employees did not know how their organization defined total
reward management and others did not even know what total rewards means. Although the
research was highly extensive because it used qualitative method, therefore more information
would have been retrieved, but the research did not interview enough managers it only
interviewed two mangers. Linh (2017) in a study, which was aimed at the staff element with
focus on employee motivation through a quantitative method of research by utilizing both
primary and secondary data proved that the respondents were motivated by money and personal
growth. Although the sample size was not large enough and was restricted to currently working
students. A research carried out by Gilmeanu (2015) through deductive reasoning revealed that
employers must find adjustment between satisfaction need of the organization and its
customers on one hand. On the other hand the employers must discover and meet the needs of
the employees, but what this study lacked was the representation of data analysis, also it did
not emphasize or make references to any theory that was in support of the topic. According to
Vinay (2014) the driving force in the work environment was kind of similar to Gilmeanu (2015)
which identified the importance of intrinsic and extrinsic factors by using motivational tools to
achieve high performance from employee through using the deductive reasoning of
methodology, revealed that employee motivation and performance shows that every time a task
is valuable, the employees act with a high level of dedication but just like Gilmeanu (2015)
they were no illustrations of data, although the research described a theoretical review that was
in relation to Herzberg’s motivation theory.
According to Sajuyibe (2013) in the findings of the research study on a few determined that
are into manufacturing in Ibadan, Oyo state Nigeria revealed that rewards dimensions jointly
predict the performance of employees, this research utilized both descriptive and qualitative
research method which further proved that pay, recognition and pay were significant to the
organization, although the sample size was conducted on 100 employees. Other researchers
such as Tomar & Sharma (2013) who carried out a research study in relation to effective staff
productivity in the public and private organization, came to the conclusion that the process of
productivity that involves the participation of management leads to increased output, solely by
enlarging task, clarity of goal and that most workers in the industry are not motivated especially
the junior cadre. The study identified and examined what motivates people, the relationship
between motivation, productivity and also recommending ways to motivate the staffs, although
the researcher cited a survey that was not carried out by the researchers which questions the
reliability of the survey. Influencing factors of motivation in an empirical study of few
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determined Sri-Lankan organizations carried out by Velnampy (2007) aimed to examine
critical factors that enhance the willingness of employees to achieve organizational goals,
through descriptive method proved that knowingly or unknowingly employees at the low level
in Sri-Lanka put more emphases on lower level needs and on the other hand, employees at high
levels emphasized on higher level needs. Although this study was conducted in Sri-Lanka and
the theoretical framework was in relation to Maslow’s Hierarchy of Needs.
2.5 Existing Gaps for the Study
In every research study there are certain aspects that present themselves as gaps in which the
potential of the study does not cover, and every research study has these gaps in one form or
the other. In terms of this research paper, its span is quite broad although it did not mention
some other forms of theories that could be of use to a certain degree, rather the research study
was restricted to three management science theories, and even the three theories that were
highlighted also have their limitations too. The findings of this study is limited to the Nigeria
Immigration Service Headquarters in Abuja, therefore the conclusions and recommendations
would not apply to the entire Nigeria Immigration Service holistically, and rather it is only
applicable to a single command where this research concentrates on. Moreover, this study
covers only three proxies that are considered to be motivational techniques towards the
performance of employee, but are also other tools or forms of motivators that the researcher
did not mention which could have their various own advantages in relation to the research
topic.
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CHAPTER THREE
METHODOLOGY
This aspect describes the methodology used in carrying out this research study which consist
of the research design, how data was sourced, the means by which data was collected, how the
population was determined, sample and sampling technique applied, the method used to
analyze the data, model specification and also the reliability of the research instrument.
3.1 Research Design
The research design is a framework that has been formulated to determine results to the
research questions, through a set of procedures that involves retrieving and analyzing measure
of the variables highlighted in the research problem. This research study engaged the use of a
quantitative research design which tries to determines the causes and effects that exist amongst
the relationships between variables, thereby carrying-out the process of deductive reasoning
whereby this research paper created a hypothesis, retrieves data from the investigation of the
research problem and utilizes the data subsequently after analysis and conclusions have been
made to prove if the hypotheses is true or false. The reason why this research paper used the
quantitative approach, is due to the fact that it provides systematic information about a
phenomenon, which involves systematic collection of information that requires careful
selection of the units studied, and careful measurement of each variable.
This research study made observations about the unexplained, examines current theory
evolving around the research problem, hypothesized an explanation for these observations,
make a prediction of possible findings based on the hypothesis, retrieve and analyze the data-
and if the predictions were to be correct, then the research moves on to verify findings and
make final conclusions. Although if the hypotheses is proven to be false, then an explanation
for the observation would have been stated thereafter.
3.2 Sources of Data Collection
This research utilized primary data as a source of data collection, it is raw data which is derived
by a researcher in order to address the specified research questions at hand. Thereby retrieving
information from the main source or first-hand.
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3.3 Methods of Data Collection
This study analyzes the nexus between motivational technique and employee performance of
the Nigeria Immigration Service personnel. Data was retrieved through primary sources. The
primary data was accumulated by making use of a questionnaire, whereby a three-point Likert
scale structured questionnaire was employed. The Likert scale was used due to the fact that it
examines the respondent’s attitude through identifying the degree to which they agree or
disagree with a certain statement.
3.4 Population of the Study
The entire population size is Twenty Thousand, One Hundred and Thirty-Nine (20,139)
professional staffs.
Number of Male Number of Female TOTAL
14,018 6,121 20,139
Officers in the Senior Cadre Officers in the Junior Cadre TOTAL
12,088 8,051 20,139
Source; Planning, Research and Statistics directorate of the Nigeria Immigration Service,
Abuja.
3.5 Sample Size
This researcher was able to utilize Taro Yamane in order to identify the sample size of the
study.
Therefore: Taro Yamane (1967)
Formulae- n=N/1+N (e)2
Where ‘n’ is the sample size
Therefore ‘N’ is the population size, 1 is constant
And ‘e’ is 0.05 or 5% which is level of significance or margin of error.
Therefore,
𝑛 =20139
1+20139 (0.05)² =
20139
51.34750000000001 = 392.2099420614444
Sample size is = 392.209942061444; approximately Three Hundred and Ninety-Two (392)
questionnaires to be issued.
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3.6 Sampling Technique
This research made use of the probability sampling technique, whereby the researcher initiated
a holistic sampling parameter of all the suitable personnel from which the researcher
determined the sample. And through this approach every suitable personnel had the chance of
being chosen for the sample size, therefore the researcher would be capable of generalizing the
results from the study. To be more specific on the method of probability technique to be used,
is the simple random sampling; whereby personnel are chosen entirely by chance and each
participant of the population had an equal probability of being chosen.
3.7 Method of Data Analysis
Data analysis is the means of interpreting accumulated raw data and converting it into
meaningful information. The author made sure that the data retrieved was complete. The data
was then grouped and labeled for swift analysis by the use of an adequate statistical analysis
tool which was engaged. Data retrieved from the respondents was analyzed using the linear
regression analysis. The t-statistic is an analysis of variance that examines the impact of an
independent variables on a dependent variable for the purpose of assessing their effect on one
another, which was carried out with the use of the Statistical Package for Social Sciences
(SPSS) version 16.0.
3.8 Study Variables and Measurement
Variable measurement evaluate the appropriateness of the statistical tool used and identifies
whether the conclusions derived from them are valid. The scale of the variables measured
consequently determines the kind of analytical technique that could be utilized on the data and
also draw conclusions from the data.
Dependent variable
Employee performance refers to the manner in which an employee completes their job and
executes the task which is required. It simply means the effectiveness, quality, and efficiency
of their productivity (Ciner 2019)
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Independent variables
Promotion is an act of furthering the growth or development of an individual through a state of
being raised to a higher rank or advancement to a higher status better than the previous (Collins
Thesaurus 2002)
Remuneration is the act of paying someone money in return or exchange for his or her services,
it is something that constitutes an equivalent or recompense (Webster’s Dictionary 2004)
Compensation is the process of repaying someone for a loss or to make-up for something
through a mechanism by which feelings of inferiority, frustration of failure in one aspect are
counter-balanced by achievement in another (Webster’s College Dictionary 2010)
This research utilized ordinal scales by assigning numbers to objects to reflect a rank ordering
on an attribute in question. In which the order does matter in these variable, and the difference
between responses is not consistent across the scale or across individual who respond to the
question.
3.9 Validity and Reliability of the Research Instrument
Validity means to determine proper precision of the instruments in order to discover if the
instrument employed could provide the researcher with information intended to be collected.
Content validity is the extent to which the sample of an instrument identifies the content that
the instrument utilized is intended to examine. Content validity was used in this research study
which was determined through a structured evaluation of the items in the data retrieved in order
to confirm that the variables were properly addressed.
In this study, the reliability of the questionnaires was determined through the use Cronbach
alpha analysis in order to assess the consistency in the engaged data. The Cronbach alpha of
6.5 signified that outcomes of the data retrieved were reliable enough which presumes that the
same outcome may be anticipated if the resultant of this research study is done in same
circumstances, which is highly unlikely.
3.10 Limitation of Methodology
The most frustrating limitation of the researcher’s study is in respect to the global pandemic
known as COVID-19, which affected free movement due to the restrictions put in place, in
order to control the spread of the disease- made it quite difficult to retrieve all questionnaires
because not all the personnel would show up for work on a regular basis due to the government
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policy which stipulated that only certain level of staffs are to show up for work. Therefore,
leading to the administering of questionnaires to the respondents, and also the retrieval of those
questionnaire very difficult.
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CHAPTER FOUR
DATA ANALYSIS, FINDINGS AND DISCUSSION
This chapter interprets the information of the primary data retrieved by the researcher through
administering questionnaires to respondents. A questionnaire was developed and subsequently
made available to selected personnel of the Nigeria Immigration Service, Abuja through the
utilization of hardcopy correspondence.
Response Rate
The responses retrieved from the primary data (questionnaires) are illustrated in the table
below.
Table 4.0 – Analysis of questionnaires administered
Area of Distribution Number
Administered
Number
Retrieved
Percentage
(%)
Total number of Questionnaires 392 256 65.3
Source: Survey (2020)
Table 4.0 shows the rate of responses from the three hundred and ninety-two (392)
questionnaires administered to the stipulated personnel of Nigeria Immigration Service
Headquarters, Abuja. Responses as presented above reveal that out of the three hundred and
ninety-two (392) questionnaires delivered to the personnel of the Nigeria Immigration Service,
Abuja, only two hundred and ninety-six (256) were retrieved amounting to 65.3% of the chosen
sample size. These were accepted and rendered suitable, which is regarded as the basis for the
analysis of this research project and the responses were utilized in testing the hypotheses of
this research.
4.1 Data Analysis
Analysis of Demographic information of Respondents
For the purpose of this study, demographic information of respondents include; gender, age,
cadre, highest educational qualification and number of years spent at the service.
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Table 4.1.2 – Analysis by Gender
Gender of the Respondent
Frequency Percent Valid Percent
Cumulative
Percent
Valid MALE 215 84.0 84.0 84.0
FEMALE 41 16.0 16.0 100.0
Total 256 100.0 100.0
Table 4.1.2 above identifies the gender of the respondents, and this research study shows that
out of an entire population of 256 personnel (respondents), 215 personnel, signifying 84.0% of
the entire population are male, while the other 41 personnel, signifying 16.0% of the population
are female. This highlights the fact that the males who participated in the survey were more
than the females.
Table 4.1.3 – Analysis by Age
Age of the Respondent
Frequency Percent Valid Percent
Cumulative
Percent
Valid 18-24 years 10 3.9 3.9 3.9
25-29 years 24 9.4 9.4 13.3
30-35 years 74 28.9 28.9 42.2
36-40 years 102 39.8 39.8 82.0
Above 40
years 46 18.0 18.0 100.0
Total 256 100.0 100.0
The above table 4.1.3 illustrates the analysis of respondents in relation to their ages, also
responses illustrated on the table signifies that out of the entire population of 256 respondents,
10 of the personnel are between the ages of 18 and 24 years signifying 3.9% of the entire
population. 24 personnel, signifying 9.4% of the entire population are between the ages of 25
51
and 29 years, 74 personnel are between the ages of 30 and 35 years signifying 28.9% of the
entire population. 102 personnel are between the ages of 36 and 40 years, signifying 39.8%
and while the remaining 46 personnel, signifying 18.0% of the entire population are above 40
years. Therefore the researcher concludes that most personnel of the entire population are
between the ages of 36 and 40 years.
Table 4.1.4 – Analysis by Cadre
Cadre of the Respondent
Frequency Percent Valid Percent
Cumulative
Percent
Valid Junior Staff 89 34.8 34.8 34.8
Senior Staff 167 65.2 65.2 100.0
Total 256 100.0 100.0
Table 4.1.4 shows the analysis of respondents based on cadre which could be the senior or
junior cadre in the service, this table shows that out of an entire population of 256, 89 personnel
amounting to 34.8% are junior staffs, while the other 167 personnel indicating 65.2% are senior
staffs.
Table 4.1.5 – Analysis by Highest Educational Qualification
Highest Educational Qualification
Frequency Percent Valid Percent
Cumulative
Percent
Valid Undergraduate 74 28.9 28.9 28.9
Graduate 151 59.0 59.0 87.9
Post-Graduate 31 12.1 12.1 100.0
Total 256 100.0 100.0
In recent times, educational qualification is considered to be highly vital, therefore the
researcher decided to assess the personnel in relation to their highest educational qualification.
The illustration shown above in table 4.1.5, proves that from the survey carried out by the
researcher, 74 personnel, indicating 28.9% of the entire population possess undergraduate
qualification, meaning they possess the qualification of a National Diploma, NCE or any other
diploma. 151 personnel, indicating 59.0% of the population possess the qualifications of B.Sc.,
52
HND and B.A. programmes, while the rest of the 31 personnel indicating 12.1% of the
population possess Masters’ degree and PhD qualification. This proves that in the Nigeria
Immigration Service, Abuja most of the personnel are graduates of one academic discipline or
the other.
Table 4.1.6 – Analysis by Number of Years Served with the Service
Number of Years served with the Service: Less than 3 years
Frequency Percent Valid Percent
Cumulative
Percent
Valid Less than 3 years 6 2.3 2.3 2.3
3-5 years 22 8.6 8.6 10.9
6-10 years 73 28.5 28.5 39.5
11-15 years 133 52.0 52.0 91.4
Above 15 years 22 8.6 8.6 100.0
Total 256 100.0 100.0
Table 4.1.6 above, illustrates that out of an entire population of 256 personnel, 6 personnel
indicating 2.3% of the entire population revealed that they have been working with the Nigeria
Immigration Service for less than 3 years, 22 personnel indicating 8.6% of the population have
had their jobs for 3-5 years in the Service, 73 personnel indicating 28.5% have had their jobs
for 6-10 years in the Service, 133 personnel indicating 52.0% have been on the job for 11-15
years in the Service, while 22 personnel showing 8.6% of the entire population have been on
the job for over 15 years with the Nigeria Immigration Service, Abuja. Therefore the researcher
ascertained that 6 of respondent’s questionnaire would not be relevant to this research due to
the fact that the scope of the study consist of personnel who have served over three years. Also
this response rate proves that 250 personnel out of the 256 respondents had spent over 3 years
with the Nigeria Immigration Service, Abuja.
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4.1.7- Analysis of Structural Questions
Do you agree that motivation affects the level of your
performance?
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Agree 213 83.2 83.2 83.2
Undecided 24 9.4 9.4 92.6
Disagree 19 7.4 7.4 100.0
Total 256 100.0 100.0
This table shows that out of an entire population of 256 personnel, 213 personnel indicating
83.2% of the whole population agree on the statement that motivation affects the level of
their performance, 24 respondents representing 9.4% of the population proved to be
undecided that motivation affects the level of their performance, while the remaining 19
respondents representing 7.4% disagree that motivation affects the level of their performance
in Nigeria Immigration Service, Abuja. Therefore it is safe to conclude that 83.2% of the
respondents which proves to be the majority of the entire population agree that motivation
affects the level of their performance in Nigeria Immigration Service, Abuja.
Do you agree that the advancement from one rank to a higher
rank motivate you to perform better?
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Agree 235 91.8 91.8 91.8
Disagree 21 8.2 8.2 100.0
Total 256 100.0 100.0
This table above, illustrates that out of an entire population of 256 personnel, 235 personnel
indicating 91.8% of the whole population agree to the statement that the advancement of one
rank to a higher rank motivates them to perform better, while the remaining 21 personnel
representing 8.2% disagree to the statement that the advancement of one rank to a higher rank
motivates them to perform better in Nigeria Immigration Service, Abuja. Therefore this
information proves that 91.8% of the respondents which signifies to be the majority of the
54
entire population agree that the advancement from one rank to a higher rank motivates them
to perform better in Nigeria Immigration Service, Abuja.
Do you agree that the payment of 28 days allowance encourages
you to perform?
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Agree 230 89.8 89.8 89.8
Disagree 26 10.2 10.2 100.0
Total 256 100.0 100.0
The table above, illustrates that out of the entire population of 256 personnel, 230 personnel
indicating 89.8% of the whole population agree to the statement that the payment of 28 days
allowance encourages them to perform, while the remaining 26 personnel representing 10.2%
disagree to the statement that the payment of 28 days allowance encourages them to perform
in Nigeria Immigration Service, Abuja. Therefore this information proves that 89.8% of the
respondents which signifies to be the majority of the entire population agree to the statement
that the payment of 28 days allowance encourages them to perform their jobs in Nigeria
Immigration Service, Abuja
Do you agree that you are motivated to work at the Nigeria
Immigration Service only for the salary?
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Agree 77 30.1 30.1 30.1
Disagree 179 69.9 69.9 100.0
Total 256 100.0 100.0
The table above, illustrates that out of an entire population of 256 personnel, 77 personnel
indicating 30.1% of the whole population agree to the statement that they are motivated to work
at the Nigeria Immigration Service only for the salary, while the remaining 179 personnel
representing 69.9% disagree that they are motivated to work at the Nigeria Immigration Service
only for the salary. Therefore this information proves that 69.9% of the respondents which
signifies to be the majority of the entire population to work at the Nigeria Immigration Service
55
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only for the salary, which means they are other motivational techniques that affect their
performance in Nigeria Immigration Service, Abuja.
4.2 Test of Hypotheses
Analysis of the nexus between Motivational techniques and Employee Performance
In this section, the researcher employed linear regression in order to assess the nexus that exist
between motivational technique(s) and employee performance.
The model is specified as thus:
Employee performance = f (Remuneration, Compensation and Promotion)
Table 4.2.1 – Model Summary
Model Summary
Model R R Square
Adjusted R
Square
Std. Error of the
Estimate
1 .043a .002 -.010 .68347
a. Predictors: (Constant), Remuneration, Promotion,
Compensation
Table 4.2.1 above analyses the strength of the analysis carried out. Whereby contribution of
the independent variable to the dependent variable is the R2, therefore with an R2 value of 0.002,
it proves that 20% of the performance of the personnel of the Nigeria Immigration Service,
Abuja were contributed by advancement in rank, 28 days allowance and salary, whereas the
remaining 80% of the performance were contributed by other techniques not discussed in the
research study, which may be crucial to employee performance. Therefore the illustration
signifies that this model is weak, which means that the motivational techniques employed in
this research study does not contribute much to the employee performance.
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Table 4.2.2 – Analysis of Variance
ANOVAb
Model
Sum of
Squares df Mean Square F Sig.
1 Regression .219 3 .073 .156 .926a
Residual 117.719 252 .467
Total 117.937 255
a. Predictors: (Constant), Remuneration, Promotion, Compensation
b. Dependent Variable: Employee performance
Table 4.2.2 above examines the entire performance of the model, the f-statistical value of 0.156
with a probability outcome value of 0.926 signifies that the employed independent variables
were statistically not strong enough in describing the performance of the personnel of the
Nigeria Immigration Service, Abuja. The reasons is because is the f-statistical probability of
0.926 is greater than the 5% level of significance and therefore the researcher acknowledged
that the null hypothesis is to be accepted, and the alternative hypothesis rejected. This translates
to the assumption that if the Nigeria Immigration Service, Abuja should focus their attention
on remuneration (salary), compensation (28 days allowance) and promotion (advancement in
rank), these factors would not positively affect the employee performance.
Table 4.2.3 – Measurement of the Variables Employed
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig. B Std. Error Beta
1 (Constant) 1.181 .143 8.231 .000
Promotion .007 .062 .007 .107 .915
Compensation .025 .056 .029 .453 .651
Remuneration .032 .060 .034 .532 .595
a. Dependent Variable: Employee performance
From Table 4.2.3 shown above, the researcher discovered that a negative relationship exists
between remuneration, compensation and promotion in regards to employee performance.
Therefore any significant growth in the employee’s performance would not be due to
57
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remuneration, compensation and promotion enjoyed by the employees. This means that for
adequate employee performance, the three motivational techniques employed in this research
study should not be put into consideration. The negative nature proves that there is a weak
correlation exists between the variables.
Furthermore, the table establishes that the relationship which exists between the independent
variables and employee performance is rather not significant, meaning that all employed
independent variables were not significant in assessing the performance of the dependent
variable.
4.3 Findings of the Study
To address the research questions, the study raised the following null hypothesis:
H01: Promotion opportunities do not significantly affect the employee performance in Nigeria
Immigration Service, Abuja.
H02: Compensation does not have significant impact on the employee performance in Nigeria
Immigration Service, Abuja.
H03: Remuneration does not significantly affect the employee performance in Nigeria
Immigration Service, Abuja.
The First Research Hypothesis
H0: Promotion opportunities do not significantly affect the employee performance in Nigeria
Immigration Service, Abuja.
H1: Promotion opportunities significantly affects the employee performance in Nigeria
Immigration Service, Abuja.
To ensure that the first research question is properly addressed, the researcher decided to test
the relationship between promotion and the employee’s performance in Nigeria Immigration
Service, Abuja. According to the result of the t-statistical analysis of linear regression, the t-
statistical value of 0.107 with a probability outcome of 0.915 illustrates that promotion
opportunities were weak statistically in describing the employee’s performance in Nigeria
Immigration Service, Abuja.
Therefore in this research study, the researcher rejected the alternative and accepted the null
hypothesis that promotion opportunities do not significantly affect the employee performance
58
vii
in Nigeria Immigration Service, Abuja. In other words, the researcher came to the conclusion
that promotion opportunities do not significantly affect the employee performance in Nigeria
Immigration Service, Abuja.
The Second Research Hypothesis
H0: Compensation does not have significant impact on the employee performance in Nigeria
Immigration Service, Abuja.
H1: Compensation has a significant impact on the employee performance in Nigeria
Immigration Service, Abuja.
To ensure that the second research question was properly addressed, the researcher decided to
test the relationship between compensation and employee’s performance of Nigeria
Immigration Service, Abuja, and in relation to the t-statistical analysis of linear regression
result, the t-statistical value of 0.453 with a probability outcome of 0.651 establishes that
compensation was weak statistically in describing the employee’s performance in Nigeria
Immigration Service, Abuja. Therefore in this research study, the alternative hypothesis was
rejected while the null hypothesis was accepted that compensation does not have significant
impact on the employee performance in Nigeria Immigration Service, Abuja. In other words,
the researcher came to the conclusion that compensation does not have significant impact on
the employee performance in Nigeria Immigration Service, Abuja.
The Third Research Hypothesis
H0: Remuneration does not significantly affect the employee performance in Nigeria
Immigration Service, Abuja.
H1: Remuneration significantly affects the employee performance in Nigeria Immigration
Service, Abuja.
To ensure that the third research question was properly addressed, the researcher decided to
test the relationship between remuneration and employee’s performance of Nigeria
Immigration Service, Abuja, and in relation to the t-statistical analysis of the linear regression
result, the t-statistic value of 0.532 with a probability outcome signifying 0.595 establishes that
remuneration was weak statistically in describing the employee’s performance in Nigeria
Immigration Service, Abuja. Therefore in this research study, the alternative hypothesis was
rejected while the null hypothesis was accepted that remuneration does not have significant
59
vii
impact on the employee performance in Nigeria Immigration Service, Abuja. In other words,
the researcher came to a conclusion that remuneration does not significantly affect the
employee performance in Nigeria Immigration Service, Abuja.
4.4 Discussion of the Findings
Having thoroughly investigated the motivational techniques and employee performance in
Nigeria Immigration Service, Abuja, the following were findings of this research study:
a. Promotion opportunities do not significantly affect the employee performance in
Nigeria Immigration Service, Abuja.
b. Compensation does not have significant impact on the employee performance in
Nigeria Immigration Service, Abuja.
c. Remuneration does not significantly affect the employee performance in Nigeria
Immigration Service, Abuja.
These findings corroborated with the findings of Uzona (2013) and Dobre (2013). Although
these findings were in contrary to Fincham & Rhodes (2015), Sajuyigbe (2013), Tayo (2018)
and Linh (2017)
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CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
This aspects consists of the summary, conclusion and the researchers recommendations with
possible suggestions for further study.
5.1 Summary
Motivational techniques are substantially vital in reference to the aspect in employee
performance of an organization by contributing to its prosperity and continuous growth.
Furthermore, it’s highly essential for all managers to be aware of the factors that actually
motivates the employee and also identify means of efficient maximization of the overall
performance. Naturally, motivation should play significant role towards the improvement of
employee performance and the success of the organization.
This study aimed at investigating motivational techniques and employee performance whereby
emphases were laid on assessing the effects of remuneration, compensation and promotion
opportunities in Nigeria Immigration Service, Abuja. For the purpose of achieving this, Three
hundred and Ninety-Two (392) questionnaires were delivered to the Service headquarters
under study and the responses were adequately analyzed. In the findings, a larger percentage
of the respondents are in the senior cadre, the researcher observed that the larger pool of the
entire personnel of Nigeria Immigration Service are graduates of one discipline or the other.
This research study shows that most of the personnel had spent over 3 years with the Nigeria
Immigration Service, Abuja, also this study showed that remuneration, compensation and
promotion opportunities contributed 20% to the employee performance in Nigeria Immigration
Service, Abuja, whereas the remaining of the employee performance were contributed by other
techniques that were not mentioned in this research study which may be very vital to the
employee performance. This research study also showed that the engaged independent
variables were statistically weak in relation to describing the employee performance in Nigeria
Immigration Service, Abuja, this proves that the engaged independent variables were not
significant in describing the performance of the dependent variable.
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vii
5.2 Conclusion
In order to improve employee performance, first the manager has to identify why employees
under perform, and these reasons could be lack of substantial capabilities and the presence of
ambiguity in terms of goals. Therefore to positively enhance employee performance, the
management has to always let employees be informed of their expectations clearly by carrying
out regular meetings, discussions and do not have to wait for appraisal day to communicate.
The development of employee has to be a priority of the management by ensuring employees
empowerment and motivation by having employees’ engagements well in place, through the
use of technology and mechanism that can boost the employees’ morale. However, from the
findings of this research study it shows that employee performance may be adequately
improved by intrinsic factors or other extrinsic factors. The external motivation emanates from
outside constraints such as salary or other incentive packages. On the other hand, internal
motivation, which is derived from within one’s self which is seemingly connected to their
interest, needs, and targets has determined that it outweighs the effects of external motivation.
Such constraints of internal motivation can be regarded as personal growth, having a balance
in work-life in, having an intriguing job that presents challenges, having a job which is flexible
work, and a sound relationship with supervisors and colleagues.
In conclusion, due to the substantial interpretation and analysis of data through the review of
related literature, this research study has come to the conclusion that promotion opportunities
do not significantly affect the employee performance in Nigeria Immigration Service, Abuja.
In regards to the second test, compensation does not have significant impact on the employee
performance in Nigeria Immigration Service, Abuja. And lastly, this research study also
observed that remuneration does not significantly affect the employee performance in Nigeria
Immigration Service, Abuja. These conclusions supported the earlier findings of this study that
the engaged independent variables were weak in describing the performance of the dependent
variable (employee performance). This translates to the fact that any substantial growth in the
employee performance would not be caused by remuneration, compensation and promotion
opportunities underwent by the employees. In explanation, this has seen motivated employees
as those who have made a conscious decision to considerably work towards achieving
something they appreciate. Moreover, individuals differ from each other in what is considered
to be more valuable to them, their combined input towards organizational prosperity and
growth is determined by their individual contributions.
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5.3 Recommendations
Heads of directorate need to listen more to employees more, by having meaningful
conversations through oral communication, therefore by engaging on a one-on-one meeting
and in the process identifying the factors that enhances their willingness to work. Many senior
officers in the Service fail to understand that if the personnel are unsatisfied with their jobs, it
will lead to the personnel not been very productive because they are not operating at their full
potential.
It is not just about getting the extras in life either, money alone is not always enough to motivate
personnel to do well. So it is imperative that heads of directorates must create an organizational
culture that promotes career fulfillment. Personnel must believe in the importance of the
services they are providing and care about doing the right thing for the citizens.
The public sector must realize that personnel are indeed a significant contributing component
to the organization’s success and entire growth. Which suggests that the motivation of
employees relies on the empowerment of employees and indicates the level of which the
personnel are involved in decision-making processes, the existence of mutual connection
between the personnel and the Service, and the span of control they have in regards to the
current task they are handling.
The utmost importance for one to engage him or herself on a job is in order to provide the basic
necessities of life which are regarded as survival needs like food and shelter. Heads of
directorate in the Service should therefore consider this need to be highly essential so that
personnel can garner the stability that is required to be productive for the organization. Also
the heads of directorates are advised to make the office environment of personnel very
conducive and provide the necessary equipment needed to carry out their jobs in an effective
and efficient manner with the motivation level of employees would be high.
5.4 Suggestion for Further Studies
This study investigated the nexus between motivational techniques and employee performance
in Nigeria Immigration Service, Abuja with emphasis on remuneration, compensation and
promotion and their various impact on the employee performance in Nigeria Immigration
Service, Abuja. Future studies should consider selecting as many commands of the Nigeria
Immigration Service as possible, due to the fact that the outcome of response from just the
Service Headquarters may not be conclusive enough in terms of generalization.
63
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APPENDICES
AUTHORS YEAR TITLE OBJECTIVE METHODOLOGY FINDINGS RESEARCH
GAPS
Tayo
Emmanuel
2018 Impact of
reward
system as a
motivation
tool for
employee
performance
To identify
whether there
is a
comprehensive
total rewards
system in the
financial sector
in Ireland and
if there is much
awareness of
total rewards
amongst
employee
Qualitative
research which
produced
empirical data
based on in-depth
interactions and
focus groups
were used
From the
interviews
carried out,
some
employees
did not
know how
their
organization
defined total
reward
managemen
t and others
do not even
know what
total
rewards is
The research
was highly
extensive
because it used
qualitative
method, more
information
would have
been retrieved,
although it did
not interview
more managers,
it only
interviewed two
mangers.
My Linh
Nguyen
2017 The impact
of employee
motivation
on
organization
effectiveness
The aim was on
the staff
element and
with a focus on
employee
motivation
Quantitative
research with the
use of both
secondary and
primary data
Respondent
are
motivated
by money
and personal
growth
The sample size
was not large
enough and was
restricted to
currently
working
students
69
Gilmeanu
Raluca
2015 Theoretical
consideration
s on
motivation at
the
workplace,
job
satisfaction
and
individual
performance
To highlight
the interactions
between job
satisfaction and
motivation at
work
Deductive
reasoning
Employers
must find
adjustment
between
satisfaction
need of the
organization
and its
customers
on the one
hand, and
discovering
and meeting
the needs of
employees
on the other
There was no
data analysis
and the research
did not
emphasize on
any theory that
is in support of
the topic
Vinay
Chaitanya
Ganta
2014 Motivation in
the
workplace to
improve the
employee
performance
Identifies
importance of
intrinsic/
extrinsic
factors by
using
motivational
tools to achieve
high
performance
from employee
Deductive
reasoning
Employee
motivation
and
performance
shows that
every time a
task is
valuable we
act with a
high level of
dedication
They were no
illustrations of
data, although
the research
described a
theoretical
review in
relation to
Herzberg’s
theory
70
Sajuyibe 2013 Impact of
reward on
employee
performance
in a selected
manufacturin
g companies
in Ibadan,
Oyo state
Nigeria
To identify
rewards that
will build up
the motivation
of employee
towards
organizational
objectives
Descriptive and
qualitative
method
Rewards
dimensions
jointly
predict the
performance
s of
employees
Pay, recognition
and praise are
significant to
organization but
the sample size
was conducted
on 100
employees
Tomar and
Sharma
2013 Motivation as
a tool for
effective staff
productivity
in the public
and private
organization
To identify and
examine what
motivates
peoples, the
relationship
between
motivation and
productivity
then
recommend
ways to
motivate its
staff
Descriptive
reasoning
It concluded
that
participative
productivity
managemen
t helps to
increase
productivity
mainly by
increasing
task and
goal clarity,
and that
most
workers in
the industry
are not
motivated
especially
the junior
cadre
Citied a survey
that was not
carried out by
the researchers,
which questions
the reliability of
the survey
71
Ali Usman 2010 Impact of
reward and
recognition
on job
satisfaction
and
motivation
To examine
different facets
of satisfaction
and their
relationship
with work
motivation
Descriptive
methodology
Operating
procedures
should be
fairly
implemente
d, as
procedural
justice is
quite
important
for
employee
motivational
programs
The data was
collected on
cross-sectional
basis and the
sample size does
not represent the
whole country
or designated
population
Velnampy 2007 Factors
influencing
motivation:
an empirical
study of few
selected Sri
Lankan
organizations
To examine
critical factors
that enhance
the willingness
in employee to
achieve
organizational
goals
Descriptive
method
Consciously
or
unconscious
ly lower
level
employees
in Sri Lanka
attach more
importance
to lower
level needs
and higher
level
employees
emphasize
higher level
needs
This research
was carried out
in Sri Lanka and
the theoretical
framework was
based on
Maslow’s
hierarchy needs
72
Smith and
Rupp
2003 Knowledge
workers:
exploring the
link among
performance
rating, pay
and
motivational
aspect
To explore the
effects of
receiving a low
performance
rating and high
merit increase
or a high
perform rating
and a low merit
increase
Descriptive and
qualitative
methods
It appears
that
decoupling
performance
ratings and
merit
increases is
aa common
practice
The theoretical
framework was
based on the
expectancy
theory
Luthans
and
Stajkovic
1999 Reinforce for
performance:
the need to go
beyond pay
and even
rewards
Critical review
of pay for
performance
practices and
addressing the
question of
whether
rewards, not
rein forcers, do
more harm than
good
Quantitative and
meta-analysis
73
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