MOTIVATION AND PERFORMANCE IN ENUGU STATE …

MOTIVATION AND PERFORMANCE IN ENUGU STATE

UNIVERSITY OF SCIENCE AND TECHNOLOGY

(ESUT), 1999 TO 2007

BY

MBAH, CAROLINE OGECHI (MRS)

REG. NO: PG/M.SC./07/42991

DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL

GOVERNMENT

UNIVERSITY OF NIGERIA

NSUKKA

NOVEMBER 2009

TITLE PAGE

MOTIVATION AND PERFORMANCE IN ENUGU STATE

UNIVERSITY OF SCIENCE AND TECHNOLOGY (ESUT),

1999 TO 2007

A PROJECT WORK PRESENTED TO: THE DEPARTMENT OF

PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT,

FACULTY OF SOCIAL SCIENCES, UNIVERSITY OF NIGERIA,

NSUKKA.

IN PARTIAL FULFILMENT OF THE MASTERS OF SCIENCE IN

PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT

(M.SC.)

BY


REG. NO: PG/M.SC./07/42991

NOVEMBER 2009

i

CERTIFICATION PAGE

We certify that this study was carried out by the student in

partial fulfillment of the requirements for the Award of Masters of Science

in Public Administration (M.Sc).

BY


REG. NO: PG/M.SC./07/42991

Certified By

---------------------------- ----------------------------

Prof. N.N. Elekwa Prof. R. C. Onah

Supervisor Head of Department

ii

APPROVAL PAGE

This study has been approved by the Department of Public

Administration and Local Government, University of Nigeria, Nsukka.

By

---------------------------------------- ---------------------------------

Prof. N. N. Elekwa (Internal Examiner)

------------------------------------------------

External Examiner

------------------------------------------------

Head of Department

---------------------------------------------------

Dean of Faculty

iii

DEDICATION

I dedicate this research study to the Almighty God, my beloved

husband and children.

iv

ACKNOWLEDGEMENT

In writing this work, the researcher enjoyed the assistance of a

number of individuals in the academic and society at large.

Essentially, I have to recognize the magnanimity, large heartedness of

my supervisor, Prof. N. N. Elekwa, it is his encouragement that spurred me

to the finishing of this work. Infact, he contributed immensely to my

academic attainment and development. The Dean, faculty of Social

Sciences, the head of department of Public Administration in the person of

Prof. (Mrs) R. C. Onah, are all worthy of mention for their immense

contributions. Others are Prof. F. O. Onah, Prof. F. C. Okoli, Prof. C.

Ofuebe, Dr. Onyishi, Prof. N.N. Elekwa, Dr. C. Oguonu, Dr. (Mrs) M.A.O.

Obi, Dr. (Mrs) Uzuegbunam and a host of others whose ideas in one way or

the other are of immense value to this work.

Special recognition goes to Mr. Nwabuko Temple .C. who did not only

make useful suggestions, but rendered painstaking assistance to me in the

course of writing this work.

I also express my profound gratitude to my darling husband for all

his support, caring and understanding in the course of this work. To my

amiable children the Almighty God blessed me with whom I denied

temporary motherly attention to ensure that this work saw the light of the

day; I say thank you. I also express my profound gratitude to all my

colleagues in my work place; M. Sc. students past and present; and all my

friends.

The greatest maximum recognition goes to the Almighty God,

Jehovah El-shaddai, by His Infinite mercy and grace that I was able to put

this work together.

November, 2009

Mbah, Caroline .O. (Mrs.)

Department of Public Administration

University of Nigeria, Nsukka

v

ABSTRACT

This research study focused on motivation and performance in the Enugu

State University of Science and Technology (ESUT), Enugu. The study tried

to identify the following problematic issues: what are the importance of

motivation and performance to the staff of ESUT? What are the factors

hindering motivation and performance in ESUT? And in line with this, the

researcher in the study tried to achieve the objectives of identifying the

importance of motivation and performance to staff of ESUT, examining the

problems hindering motivation and performance in the University. In doing

this, the researcher adopted the multiple interacting factor theory by

Sutermeister as the theoretical framework of this work. The following

hypotheses were raised: high productivity and job satisfaction can be

achieved through motivation and performance in an organization,

motivation and performance in an organization are hindered by socio-

economic factors within that organization, and motivation and performance

in an organization can be boosted through training and reward system.

Questionnaire and documentations were used as the method of data

collection for this work; chi-square statistical instrument, simple

percentage and mean were used in analyzing the collected data. Some of

the findings in ESUT are: that visions should be shared in organizations,

that appropriate reward system should be attached, that training should be

encouraged. Finally, we can conclude that, one of the primary tasks of the

authorities of ESUT is to motivate the staff to perform at high levels. This

means getting them to work hard, to be at work regularly, and to make

positive contribution to the University’s goals, missions and objectives.

However, to reach that higher level, the staff of the University must want to

do the job (motivation) be able to do the job (ability), and have the right

materials to do the job (environment). Thus tend to show that job

performance depends on ability, the environment and motivation.

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TABLE OF CONTENT

Title Page i

Certification Page ii

Approval Page iii

Dedication iv

Acknowledgement v

Abstract vi

Table of Content vii

List of tables: viii

Tab. 2.1: Abraham Maslow’s Hierarchy of human needs 14

Tab. 3.1: The Organogram of Enugu State University of Science and

Technology, (ESUT) 27

Tab. 4.1: Sex of the respondents 29

Tab. 4.2: Ages of the respondents 29

Tab. 4.3: Grade levels of the respondents 29

Tab. 4.4: Marital Status of the respondents 30

Tab. 4.5: Educational qualifications of the respondents 30

Tab. 4.6: The extent to which high productivity and job satisfaction

can be achieved through motivation and performance in

an organization. 32

Tab. 4.7: The extent to which motivation and performance are

hindered in ESUT by socio-economic factors within the

organization. 38

Tab. 4.8: The extent to which motivation and performance in ESUT

can be boosted through training and reward system. 42

vii

CHAPTER ONE

1.0 Introduction 1

1.1 Background of the Study 1

1.2 Statement of the Problem 2

1.3 Objectives of the Study 3

1.4 Significance of the Study 4

1.5 Scope and Limitations of the Study 4

CHAPTER TWO

2.0 Literature Review and Research Method 6

2.1 Literature Review 6

2.1.4 Hypothesis 17

2.1.5 Operational definitions. 18

2.1.6 Theoretical Framework 18

2.1.7 Methodology 19

2.1.10 Method of Data Collection 21

2.1.12 Method of Data Analysis 21

CHAPTER THREE

3.0 The Study Area/General Information 22

CHAPTER FOUR

4.0 Data Presentation/Analysis 28

CHAPTER FIVE

5.0 Summary, Findings, Recommendations and Conclusion 49

References/Bibliography 54

Appendix 59

1

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

People work for a wide variety of reasons. Some want money, some want challenge, and some want security. The things that each unique individual in organization decides that he or she wants from work plays an instrumental role in determining motivation to work. But some do not know what they want.

Employee motivation represents one of the largest competitive

reserves and a key element for increasing competitive advantage of any

organization. Motivation is a central force and strong factor in employee

performance. It is the energizing force that induces or compels and

maintains behaviour. Human behaviour is motivated, it is goal directed.

It is not easy to motivate an individual, for the success of any

motivational effort depends on the extent to which the motivator meets the

needs of the individual employees for whom it is intended. Motivation is an

internal psychological process whose presence or absence is inferred from

observed performance.

According to Nwachukwu (1988:181), motivated behaviour has three

basic characteristics:

(a) It is sustained – It is maintained for a long time until satisfied.

(b) It is goal directed – It seeks to achieve an objective.

(c) It results from felt need – an urge directed towards a need!

A need creates a tension in the individual who moves in a certain

direction in order to achieve the desired objective which reduces the

tension. A satisfied need does not motivate, conversely, an unsatisfied need

motivates. Therefore, to motivate an employee in order to boost his or her

performance, management must create real or imagined need for the

employee to aspire to. A real need could be a desire to achieve through

promotion, increase in images or employment of increased organizational

2

favours, such as company cars with a chauffeur. Imagined needs of a staff

could be an aspiration to have coffee at 10 am which is the entitlement of

successful executives, to have a secretary, have someone carry his briefcase

upstairs, have someone run into the office at the sound of the bell or

visitors fill papers before they enter into his office. Based on these, since

every employee has needs, he is capable of being motivated. The task of

management is to determine what is the valued needs that will make him

react according to organizational desires – increased productivity.

The Enugu State University of Science and Technology (ESUT) is one of

the Universities in Enugu State. It was formerly called the Anambra State

University of Science and Technology (ASU TECH.) until 1991 when Enugu

State was created out Anambra State. Most of these staff contributes poorly

or at low capacity level due to the absence of motivation towards the

achievement of the goals and objectives of the University and to make the

University a force to reckon with in Enugu State and Nigeria as a whole.

To that extent, it is in the light of the above that the researcher deemed

it fit to research into motivation and performance in an organization: A case

study of the Enugu State University of Science and Technology (ESUT).

A number of factors such as Economic, Sociological, Managerial and

Personnel’s problems have been said to militate against motivation in

ESUT.

1.2 Statement of the Problem

One of the major problems confronting the Enugu State University of

Science and Technology authority is that of motivating her workers to

perform assigned tasks to meet or surpass predetermined standards of the

University as a seat of academic heights. Harry (1973) made a very

interesting observation about an unmotivated employee and his or her level

of task performance thus:

3

The characteristics of a Jackass are stubbornness, stupidity, willfulness and unwillingness to go to where some one is driving them. These, by interesting coincidence, are also characteristics of the unmotivated employee.2

An unmotivated employee is a threat to the organization. When an

employee fails to achieve a goal or perceive that he cannot achieve a goal,

he feels frustrated, thereby affecting his performance in the organization. It

is against this background that these questions are found relevant to guide

the present research effort.

(a) What are the importance of motivation and performance of the

staff of ESUT?

(b) What are the factors hindering motivation and performance of the

staff of ESUT?

(c) What are the measures to boost motivation and performance of

the staff of ESUT?

1.3 Objective of the Study

In the light of the foregoing, therefore the general objective of this

research study is to determine the effect of motivation on performance in

ESUT . The specific objectives are:

(a) To identify the importance of motivation and performance in

ESUT.

(b) To determine the factors hindering motivation and performance in

ESUT.

(c) To identify measures to boost motivation and performance in

ESUT.

4

1.4 Significance of the Study

The research study on motivation and performance a study of the

Enugu State University of Science and Technology (ESUT) was hinged on

the following reasons.

a) The Importance of motivation and performance in an

organization, appraising the Enugu State University of

Science and Technology cannot be overemphasized. This is

because the essence of all the motivational efforts in an

organization is to increase employee productive

performance. So, this research work would be of great

benefit to organization with regard to motivation and

appraisal of the work performance of their staff.

b) The research study would be of immense benefits to

students’ undergraduates and graduates, who are kin in

researching into motivation and performance in an

organization. Knowledge of this would further broaden their

academic mentality in relation to personnel management.

c) The research study would also be of benefit to other

researchers who are researching in motivation and

performance in organizations. The challenges in this

research work would pose as opportunities for further

research into the subject matter of this work.

d) Organizations, managers, directors, policy formulators,

university authorities, etc would gain a lot if they are aware

of the factors that spur or inhibit motivation and

performance in organizations.

1.5 Scope and Limitation of the Study

This research study focuses on motivation and performance. A study

of the Enugu State University of Science and Technology (ESUT). It would

essentially focus on factors promoting motivation and performance in

5

ESUT, the problems that hinder motivation and performance in ESUT, and

the measures to boost motivation and performance in ESUT. We would also

limit the scope of the study to the period between 1999 – 2007.

In line with the limitation of the study, the researcher encountered

certain constraints. One of such is financial constraints.

Another is the lack of sufficient time needed to achieve the full essence of

the research study. Also the access to information about the level and

nature of motivation and performance in ESUT is to a large extent loosely

open.

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CHAPTER TWO

LITERATURE REVIEW AND RESEARCH METHODS

2.1 Literature Review

This chapter focuses on the examination of previous studies done in

the subject matter of this study, using the thematic approach of literature

review and organization.

2.1.1 The Human Resources (Man Power)

Every organization needs three main resources to survive. These are

financial, material and human resources. An organization needs money to

pay its staff and to buy the essential materials or equipment for operation.

The kind of materials needed is determined by the nature of the

organization. Maximum production of services offered cannot be achieved

unless the essential material resources are available of course; there is no

organization without human resources. Even if an organization has got all

the money and the materials it needs, it must still find capable people to

put them into effective use. It is therefore, safe to claim that human

resources of an organization are about the most important of the three

essential resources. It is equally time to say that human resources are the

highest asset of any organization, because no matter the amount of capital

invested in an organization, its success or failure depends on the quality of

people who plan and execute its programmes. And in buttressing this point

further, Onah (2003: 4) asserts that:

The efficiency with which an organization can perform will depend, to a large extent, on how its human resources can be managed and utilized.

According to Barney (1995:50), “human resources, easily recognized

as the most important of the resources required for the production of goods

and services, are the key to rapid socio-economic development and efficient

7

service delivery”. He went further to pin-point that human resources

include:

…all the experience, skills, judgment, abilities, knowledge contracts, risk taking and wisdom of individuals and associates within an organization.

Without an adequate, skilled and well motivated workforce operating

within an adequate sound human resource management programme,

development and attainment of organizational goals and objectives are not

possible. A manager or an employee, whether in the private or public

sector, which underrates the critical role and under plays the importance of

people in goal achievement, can neither be effective nor efficient. Following

the same line of thoughts, Drucker (1978) posits that “a good organization

structure does not by itself guarantee good performance. Human resources

are, as essential to the assistance, survival and development of an

organization as food is to man”.

From the above statements, it can be categorically stated that human

resources is the king-pin around which spin other resources of the

organization. The critical processes of determining goals, making

investment choices, directing work effort on a day-to-day basis, maintaining

and servicing equipment and so on, fall squarely on the personnel of an

organization. It therefore follows that no organization can survive without

human resources. It is however, pertinent to point out that the extent to

which human resources contribute effectively towards the attainment of the

goals of an organization depends largely on how well they are managed and

motivated, most especially the later.

2.1.2 Motivation

Frank (1974) identifies two major activities within the human

resource area viz:

Human resource utilization and human resource development. The first is concerned with the recruitment,

8

selection, placement, compensation and appraisal of human resources. The second group of activities is designed to enable employees of the organization assume new roles and functions and improve their efficiency and effectiveness”.

Further to the classification by Frank, Ademolekun (1983) identified

three major activities commonly cited under personal management as thus:

…Personnel utilization, personnel motivation and personnel protection. These constitute the functions of a personnel officer in an organization. Personnel utilization function, consists of activities such as recruitment, selection, development, promotion, appraisal, training and staff development. The activities under personnel motivation function include, job design, job-satisfaction, remuneration, fringe benefits, consultation and negotiation. Finally, the activities grouped under personnel protection are working conditions, welfare services and safety.

He emphasizes that the three broad functional categories are closely

related. Thus, the activities under utilization constitute some kind of

prerequisite for the activities under motivation. Furthermore, the prevailing

motivation principles and practices in an organization determine to a great

extent the utilization and protection functions. Similarly, the protection and

utilization functions only have meaning within a context in which the

motivation functions have been adequately addressed. This fact tends to

portray the importance of motivation. What then is motivation?

Uduma (2003:227) argued that “motivation is one of the most

important concepts in public administration. It is considered as one of the

most researched and discussed subject areas in both public and organized

private sector management”. Researchers have sought to explain how and

why people are activated to believe as they do and how they can be made to

behave in a manner supportive of organizational goals. It deals with the

why of our behaviour. It is also considered as the process in arousing,

directing and sustaining individual behaviour. It can be used to assess, for

example, why is an organization active, docile or passive?

9

There has not been any universally acceptable definition of what

motivation is. Bernard (1968) defines motivation thus:

Motivation is however a general term applied to the entire class of drives, desires, needs, wishes and similar force.

Beach (1975) opined that “motivation is the unwillingness to expand energy

in order to achieve a goal or reward”. Motivation is the act of stimulating

the worker to take the course of action desired by management.

Kelly (1974) defines motivation as:

behaviour instigated by needs and directed towards the

goal that can satisfy these needs.

Also, according to Werther and Daves (1990), motivation can be defined as:

a person’s drive to take an action because that person wants to do so.

Griffin (1997) asserts that motivation is the set of forces that lead people to

behave in particular ways. Motivation represents the forces within a person

that affects his or her direction, intensity and persistence of voluntary

behaviours. According to Pinder (1984), “direction refers to the fact that

motivation is goal oriented, not random. People are motivated to arrive at

work on time, finish a project a few hours early, or aim for many other

targets; intensity is the amount of effort allocated to the goal. For example,

the employees might be motivated to finish their jobs a few hours early

(direction) but only one of them puts forth enough effort (intensity) to

achieve this goal. Motivation also involves varying levels of persistence that

is continuing the effort for certain amount of time. Employees sustain their

efforts until they reach their goal or give up before hand.

Livinson (1973) emphasized the importance of motivation when he

made a very interesting observation about an unmotivated employee. He

pointed out that:

10

The characteristics of a jackass are stubbornness, stupidity, willfulness and unwillingness to go to where some one is driving him. These, by interesting coincidence and also characteristics of the unmotivated employee.

An unmotivated employee is a threat to the organization. When an

employee fails to achieve a goal or perceives that he cannot achieve a goal,

he feels frustrated and could develop other peculiarities characteristic of

the position in which he finds himself. This adversely affects the level of his

performance or productivity in the organization directed at achieving the

goals and objectives of the organization.

Motivation according to Maslow (1970) “is the willingness to expand

energy to achieve a goal or a reward”. It refers to a driving force from within

a person. Some authors and authorities associate “incentive” with

motivational factors and use the two interchangeably. Others refer to

“incentive” as exclusively to “incentive bonus payments or the provision of

tangible things (particularly) money or the satisfaction of the basic human

needs or urges such as food and water, thirst, sexual gratification, clothing,

shelter and protection from bodily harm as an incentive to do more and

better work. The satisfaction of these urges varies with climate,

geographical conditions and state of development. These latter schools of

thought still consider motivation separately. Herzberg (1959) defined it as

something psychological and more concerned with tangible, and with

discovering what it is that, prompts people to act in a certain way.

However, as the researcher has earlier on said, majority of writers

and authorities consider incentive and motivation as inseparable. When

considering people at work, incentive generally means something within the

individual, that is, his private goals, shaped by his ability, upbringing,

interests, and preferences which encourage him to do something.

Wardell (1974) defined incentives as “commonly those conditions

which start or initiate, decrease or speed up, or partially inhibit and direct

activities”. From this point of view, incentives are situations which function

11

in arousing dynamic psychological forces in the individual, or arrangements

of conditions with the expectation of influence or altering the behaviour of

people, and leading them to participate willingly, fully and satisfying in

furthering the production aims and other goals of the industrial

organization.

Consequently, Dale (1975) asserted: “if the motivation of conduct be

conceived as originating in some maladjustment between organism and

environment, the organism’s efforts are said to be the result of inner drive

while the critical to a hunger driven animal or person a badge of honour is

an incentive to one under the large of ambition”.

In the same way, motivation theory also states that workers work for

more than money and if they are treated as if that is their only interest in

life, it would be difficult to understand them, earn their respect, or call for

reactions that the management or authorities often could want from them.

The whole thing falls on the promise that there are two general theories of

motivation. They are the traditional theories and classical theories of

motivation. While the traditional theories of management stresses the

motivating power of money and material rewards, the classical theories take

note of the improved salary of working condition, which is the

characteristics of most industrialized countries today and place greater

emphasis on satisfying the psychological needs of the workers. Details of

these are shown below: Frederick W. Taylor’s concept of higher wages as

the primary motivation of man to work harder as an economic man.

Hicks (1972) exerted a profound effect upon management thought

and practice not only in USA, but throughout the whole world. Hicks was

highly concerned with increasing efficiency and production not only to

lower costs and raise profits but also to make possible increase pay for

workers through their higher productivity. Hicks was disturbed by the

inefficiencies that characterized public service of his time. For example, the

system of management was so defective that each worker thought it

necessary to restrict his output in order to protect his interest.

12

Hicks propositions for achieving greater efficiency in the organization

were contained in his famous work titled “the principles of scientific

management” published in 1911. He assumed that the primary motivation

of the workers to work in industry or work situation was economic, that is,

the prospect of earning more image. The implication of that assumption

was that those workers who should work hard should do so because of

expectation of higher income. Therefore, higher organization profits would

be used for higher income of those who worked hard through “piece-rate

system”, pay-systems and rationally designed production techniques within

the concept of “mutuality of interests” establishing the relationship between

the worker and the organization.

In the classical theories of motivation, the researcher uses Abraham

Maslow’s hierarchy of needs to illustrate who man can be motivated to

perform in any organization.

Abraham Maslow, a psychologist approached the whole question of

human motivation in work. Situation with his development of widely

acclaimed theory of human needs which he classified hierarchically or

categorized into five in a definite rank-order or priority. Maslow’s hierarchy

of needs was one of the most commonly accepted theories of motivation.

His theory is based upon three major assumptions. First, that human

beings have many needs that are different in nature ranging from biological

needs at the lower level to psychological needs at the upper extreme.

Secondly, those individuals that is in constant state of motivation, never

achieving a state of satisfaction except for a long time. Man is therefore

motivated by constantly satisfying the unsatisfied and changing needs.

Thirdly, that these needs occur in an order of hierarchy so that lower level

needs must be satisfied before higher level needs arise or become

motivated. They are thus:

- Physiological Needs

- Safety, stability and security needs

- Love and Social Needs

13

- Self-esteem or Ego Needs

- Self-actualization or self-fulfillment Needs.

The most basic human instinct is survival; Vroom (1964) defined

physiological needs as most basic needs which arise from instinct, that is

food, water, sleep, shelter, sex, health, exercise and rest. Until these needs

are satisfied that the next higher level needs will motivate man and woman.

A person who simultaneously lacks food, water, shelter to survive and

safety, have esteem, and would probably devote all his energies, activities

and capacities towards providing food to satisfy hunger, thirst, etc in order

to eke out an existence. He cannot afford the luxury of engaging in ego-

enhancing activities.

Following the needs hierarchy theory, the most urgent need will

monopolize the individual’s attention. In short, the satisfaction of low level

needs leads to a struggle to achieve the higher order needs culminating in

self-actualization. It is the satisfaction of these higher needs that will

determine how energetic the particular individual employee will be prepared

to release on the job. In other words, the extent of motivation of an

employee, be it in private or public organization, will determine the

performance of the particular employee in that organization

Abraham Maslow’s Hierarchy of human needs. Source: C. O. Ejimofor.

Unpublished lecture Note on motivation, 1988.

Self – actualization

Self – fulfillment

Self – esteem or ego

Love or Social

Safety, stability and security

Physiological needs

14

One the physiological needs are satisfied, the safety needs gain

prominence. Unlike the physiological needs which are for survival, safety

needs are for self-preservation. These include protection from the elements,

shelter, clothing, comfort and peace, orderly and neat surroundings,

emotional, safety and assurance or long-term economic well-being. It

includes other elements like various healths and welfare programmes for

example, sick pay, workers’ insurance scheme (medical, dental

unemployment disability, old age etc) for risks or hazards involved in the

work situation, pension plan, etc. The average child and less obviously the

average adult in our society general prefers safe, predictable, lawful

organized world which he can count on and in which unexpected,

unmanageable, chaotic or other dangerous things do not happen and in

which in any case, he has powerful parents or protectors who shaded him

from harm.

Maslow defined social needs as love and belongingness needs. They

emerge only when physiological and safety needs have been gratified. Social

needs include not only the need to give and receive affection, but also to

associate with and be accepted by others in an atmosphere of friendship. In

an organization, these social needs are mainly achieved through

membership in informal organizational structure.

These relate to the need or desire for a stable, firmly based, usually

high evaluation of oneself for self-respect or self-esteem, and for esteem of

others. These esteem needs are classifiable into two subsidiary sets: The

first set cover the desire for strength, the feeling of self-esteem or self-

respect of having identity, for achievement, adequacy, for mastery and

competence which accentuates the degree of confidence one has both in his

person and the job as well as in the force of the world. The first set of ego

needs still cover the desire for independence and freedom. It could wholly

be defined as respect or esteem for one’s self.

15

The second set of ego needs cover the desire for esteem or respect

from other people derivable from the prestige of the status in the office with

high sounding job titles or with high importance attached or the incumbent

begin easily recognized with the attendant reputation because of the power

flowing from the status of his office. This situation enhances his fame and

glory, dominance recognition, attention given him, dignity or appreciation;

have also is connected the simple satisfaction in doing a job well, plus the

need for receiving praise or commendation for a job well done, with the

expected or attendant advanced or promotion in the scale or ladder of the

work organization.

This is the need to develop fully and to realize one’s capacities and

potentialities to fullest extent possible. Self-actualization according to

Maslow is a transformation of a person’s perception of himself into reality.

A self-actualized person is creative, independent, contented, spontaneous

and has good perception of reality and the person is constantly striving to

realize his full potential. The extent to which such needs are capable of

satisfaction in the work place is clearly dependent on the nature of an

individual’s task; the prospects of self-actualization begin obviously greater

for the professional, skilled or managerial employee.

It is important to mention that Maslow does not assume that the

order of the need will also be the same. However, he does not suggest that

the pattern is appropriate in most cases. Nor does he argue that need must

be totally satisfied before another assumes greater potency. Man, he

suggests is never completely satisfied in respect of any need, but a

reasonable amount of satisfaction must exist before his attention passes to

hierarchically higher but lower needs. An average individual, he suggests

must be 85 percent satisfied in his physiological needs. 70 percent in his

safety needs, 50 percent in his love needs, 40 percent in his esteem needs

and 10 percent in his self-actualization needs.

16

2.1.3 Performance

To say that the most important asset of an organization is its human

resources has become almost a cliché. In the same vein, the importance of

employee performance to the growth of an organization can hardly be

overstated. Organization go extra length to ensure that they recruit and

retain employees who are expected to perform according to, or exceed

predetermined standards. Consequently, finding means and ways of

improving worker performance has emerged as a major preoccupation of

managers in organizations.

Glendinning (2002) defines performance as “a process that

consolidates goal setting, performance appraisal and development into a

single common system, the aim of which is to ensure that employee’s

performance is supporting the company’s strategic aim”. Onah )2007:110)

asserts that performance includes:

…the practices through which the managers define the employee’s goals and work, develop the employee’s capabilities, and evaluate and reward the person’s effort all within the framework of how the employee’s performance has been contributing to achieving the goals of the organization.

It means setting goals that make sense in terms of the organization’s

strategic plan or needs. According to Wingrove (2003:27) performance

management means daily or weekly interaction to ensure continuous

improvement in the employee’s capacity and performance. It involves

continuously ensuring that the employee has the training and development

he or she needs to perform the job. Simply put, the essence of human

resource motivation, employee performance appraisal is staff training and

development.

Employee performance should be evaluated regularly for many

reasons. One reason is that performance appraisal may be necessary for

17

validating selection devices or assessing the impact of training programmes.

A second reason is administrative to aid in making decisions about pay

rises, promotion and training. Still another reason is to improve feedback to

employees, to help them improve their present performance and plan future

careers (Griffin 1997). So when employees are trained and settled into their

jobs, one of management’s next concerns is their performance appraisal.

Performance appraisal is a formal assessment of how well employees are

performing their jobs. Put differently, performance appraisal is the process

of determining how well employees do their job. Compared with a set of

standards and communicating that information to those employees.

Performance appraisal may also be defined as any procedure that involves –

(a) Setting word standards (b) assessing the employee’s standards, and (c)

providing feedback to the employee with the aim of motivating that person

to eliminate performance deficiencies or to continue to perform about far

(Onah, 2003:195).

Employee performance appraisal is essential in determining the level

of performance and commitment of an employee towards the achievement

of the goals of an organization. It is carried out within a practical context

which is essentially the day-to-day business of the enterprise. What is

being assessed in the first instance is the employee’s performance in

carrying out the general duties of his or her role, together with any specific

targets that have been set. Also, appraisal may be used to assess a person’s

suitability for promotion, either generally or with a specific job in mind.

2.1.4 Hypotheses

The following tentative statements would serve as a guide to the

research study:

(a) High Productivity and job satisfaction are through motivation and

performance in an organization.

(b) Motivation and performance in an organization are hindered by

socio-economic factors within the organization.

18

(c) Motivation and performance in an organization can be boosted

through training and better rewarding system.

2.1.5 Operational Definition

There are certain key concepts in this research work that were

operationalized, to fit into the view or perception of the research in the

regard of the subject matter of the research work. Some of these key

concepts are operationalized as follows:

a. Performance – This is a process that consolidates goal setting,

performance appraisal and development into a single common

system the aim of which is to ensure that employee’s performance

is supporting the company’s strategic aim.

b. Motivation – This is the set of forces that lead people to behave in

particular ways, it represents the forces within a person that affect

his or her direction, intensity, and persistence of voluntary

behaviour.

c. Organization – This is a public organization established by the

government in order to provide essential services to the public.

Here, the Enugu State University of Science and Technology

(ESUT) is operationalized as a public organization.

d. Job satisfaction – This is an attitude that reflects the extent to

which an individual is gratified by or fulfilled in his or her work.

2.1.6 Theoretical Framework

The multiple interacting factors theory by Sutermeister was used in

this research work as its theoretical framework.

The theory argued that there is no way motivation and performance

can be realized by a single factor. Other factors include physical, material

reward, socio-economic or physiological factors or forces. A university

authority or any superior officer who combines effectively the economic,

19

physical, social and psychological factors appropriately in the task of

motivation and performance would definitely achieve maximal results. It is

on the strength of this that Sutermeister (1969) observed that affective

motivation is considered to result from the interacting forces in the socio-

economic conditions of the job or the job’s environmental, physical and

individual needs.

Therefore, motivation and performance in the Enugu State University

of Science and Technology is shaped, determined and conditioned by

physical, socio-economic and psychological conditions which the University

authorities must identify, control and effectively used to boost motivation

and performance of their staff effectively and efficiently. This would go along

way in reducing frustration, alienation, turn over, absenteeism, etc. in the

staff of the University.

2.1.7 Methodology

Survey Design

Under this section, design is defined by Odo as: “the name of

equipment and other materials that the researcher intends using and

applying some to successfully executing the practical aspect of the research

study.

The researcher used survey method in carrying out this study.

According to Odo survey research design “deals with the practical

application of the already standardized theories available in social and

behavioural sciences”. It deals with the study of how those theories

developed through pure research design.

Also percentages were used as statistical measurement of data

analysis. The researcher equally used cross-sectional design to collect data

at one point in time. The researcher equally used questionnaire for data

collection called: Motivation of Workers Description Questionnaire

(M.W.D.Q.). this instrument is very effective.

20

The questionnaire forms were distributed to workers of Enugu State

University of Science and Technology (ESUT) to collect the required

information from them. They included Academics and Non- Academic staff

of ESUT.

2.1.8. Population of the Study

According to the Longman Dictionary of the contemporary English,

“population is the number of people living in a particular area, or country”.

Also Silverthorne et al defining a population maintained that it is the

totality of any groups, persons or objects, which is defined by some unique

attributes. Odo went on to say that population is any group of being that

the research has focused his attention on, and chosen as his approved

topic of study.

The target population in this study is both the Academic and Non-

academic staff of Enugu State University of Science and Technology (ESUT).

The population of Academic staff of ESUT is 481 while that of Non-

Academic staff is 1365 staff. The researcher now found out that the total

number of staff of ESUT is 1846.

2.1.9. Population Sample and Sampling Techniques

The researcher found out that the total number of staff in ESUT (both

Academic and Non-Academic Staff) is 1846. That is Academic staff 481 and

Non-Academic staff 1365. There researcher sampled 126 Academic staff

and 200 Non-Academic staff. This means that the population sampling of

the researcher is 326 staff of ESUT. The sampling technique used in

selecting the sample for this study is the simple random sampling

technique. This deals with the sampling of elements as a complete entity

distinct from every other element.

21

2.1.10. Method of Data Collection

The data used in this study were collected from main sources:

primary and secondary sources. The primary source of data was collected

through the questionnaire instrument.

According to Longman Dictionary, questionnaire is “a written set of

questions which you give to a large number of people in order to collect

information”. Questionnaire items were distributed to three-hundred and

twenty-six (326) respondents to gather the required information from them.

The secondary sources of data were made up of facts and ideas

collected from textbooks, newspapers, journals, periodical, etc. The

information from published and unpublished books are used for the review

of related literature, definition of terms and acronyms and in other chapters

of this study.

2.1.11. Method of Validation of Data

According to Oxford Advanced Learner’s Dictionary, to validate means to

show that something is reasonable or logical. To show that this research

work is valid, the researcher distributed 326 copies of the questionnaire

and 323 copies or 98.06% were retrieved. This then means that the 98.06%

success in retrieving the total of 323 copies out of 326 copies of

questionnaire distributed is a welcome development for this study.

2.1.12. Method of Data Analysis

In analyzing the collected data, the researcher was guided by the

hypothesis. Items on the questionnaire were spread out among the

hypothesis. The data collected were analyzed using simple percentage

method of data analysis, and chi-square

22

CHAPTER THREE

THE STUDY AREA

3.1 Introduction

The Enugu State University of Science and Technology (ESUT) was

founded in 1979 by Chief Jim Ifeanyichukwu Nwobodo as the Anambra

State University of Science and Technology (ASUTECH) Enugu. It was the

first state owned University in Nigeria. ESUT was conceived with Campuses

at Awka, Abakiliki and Enugu. Its first Teaching Hospital was at Nnewi.

ASUTECH was renamed ESUT following the creation of Enugu State

in 1991. The Government of Enugu State had gigantic project at Agbani to

relocate the University to the permanent site. In 2006, the permanent site

of the University in Ebeano city, with ultramodern facilities relocated

students and some faculties from its temporary site. The current pro-

chancellor is David Ogbodo while the current Vice-Chancellor is Ikechukwu

Chidobem.

The Enugu State University of Science and Technology is one of the

Universities or higher Institutions of learning in Enugu State. The

University is a State University, infact; it is the only State University in

Enugu State. Other Universities and high Institutions within the state are

the University of Nigeria, Nsukka and Enugu Campus; the Caritas

University, Amoji Nike; OSISATECH University, Ogui; the Institute of

Management and Technology, independence layout. The College of

Education, Ehamufu; the College of Education Technical along Enugu-

Abakiliki express road etc. The existence of these Universities and higher

Institutions of learning in the state has made Enugu State to be referenced

as an academic oriented State in the country, Nigeria.

Education is given a major priority in Enugu State that is why the

state government invest an ample part of her budget in Education, and

ESUTECH remains one of the major beneficiaries in that aspect. Infact the

state government has done enough to the University in the areas of

23

financial expertise, construction of modern structures and other

educational assistance and faculties. All these are aimed at making the

State University a force to be reckoned within Nigeria, Africa and the world

at large in the aspect of man power supply, development etc.

3.2 General Information About the Study Area

Enugu State University of Science and Technology, popularly referred

to as ESUT, as earlier mentioned is one of the higher institutions of

learning in Enugu State. The University was formally known as the

Anambra State University of Science and Technology ANATECH before it

was later re-Christianed in 1991, the year Enugu State was created out of

Anambra State.

The University is located in two different campuses within the state

its main site is located at Agbani, along Enugu – PortHarcourt express

road; while its Enugu Campus is located at independence layout, Enugu.

Equally the University has satellite campuses across the country. Also

important to mention is that the University has ESUTECH Business School

where management courses, executive courses, and other business

oriented courses of high standard and class in nature are being taught.

The University has both academic and non-academic staff employed

by the University authorities to see that the goals and objectives of

establishing the University are achieved using the available financial,

material and information resources within the reach of the University cum

state government. The total staff strength of the university is one thousand,

eight hundred and forty six (1846). Out of this number, four hundred and

eighty one ((481) are academic staff, while one thousand, three hundred

and sixty five (1365) are non-academic staff. These figures are in

accordance with the statistical study of the planning and budget office of

the University.

24

Furthermore, the Enugu State University of Science and Technology

is made up of nine (9) faculties with their respective departments – ranging

from five (5) to eight (8) in number. The nine faculties are as follow:

a) the faculty of Agricultural Science

b) the faculty of Applied Natural Sciences

c) the College of Medicine

d) the faulty of Education

e) the faculty of Engineering

f) the faculty of Environmental Sciences

g) the faculty of Law

h) the faculty of Management Science; and

i. The faculty of Social Sciences

These faculties are headed by Deans; while the departments are

headed by Heads of Department. There exist the faculty office popularly

referred to as the General Office, and that of the departmental office. These

two offices co-operate for the smooth administration of the academic and

non-academic needs of the students in particular and that of the University

in general. They account for the welfare and academic status of the

students admitted into the University in their respective faculties cum

departments.

Also, the University is made up of Units and Units Heads that

perform administrative, non-academic and service oriented functions and

duties to both staff and students of the University. These Units and Units

Heads are:

a) The Vice Chancellors Office

b) The Deputy Vice Chancellors Office

c) The Registrar’s Office

d) The Bursar’s Office

e) The Director of planning and Budget Office

25

f) The Public Relations Office

g) The Internal Audit’s Office

The functions, powers and duties of these Units and Units Head are

in accordance to their respective portfolios as their name imply.

Equally, the University officer’s academic programmes that are of

high standard and in accordance with the needs of the academic society.

These programmes are as follows:

a) Pre-Science programme

b) Ordinary Diploma Programme

c) Full time programme for direct (JAMB) students

d) Part-time programme popularly known as mature students

programme.

e) ESUTECH Business School Programme

f) Post Graduate Programme.

The Pre-Science Programme is a programme designed by the University

authorities to enable students who are deficient in their O’level papers or

are unable to make good scores in the UME and JAMB to acquire degree

certificate. The programme spans for eight (8) months after which the

students that made good grades are admitted into the University to do the

course they are qualified for. The Part time programme popularly called the

Mature Students Programme is a programme designed also by the

university authority to admit students who are workers business men,

artisans or are unable to go to the University at their youths. The

programme is for students above thirty (30) years at age. The programme

lasts for six (6) years. The ordinary Diploma Programme being manned by

the University is in conjunction with SPADOK (it is a combination of three

names, that is Spiropoulos(SP), Adiele(AD) and Okpara(OK). In other wards,

Both bodies train students in management courses mainly. It is two years

programme which at its completion; the students would be given an

ordinary Diploma certificate. Thus certificate will enable the students to

gain direct entry into the University or any other University within and

26

outside the country Nigeria, while the Post Graduate Programme is a

programme designed by the University authorities to enable graduates to

pursue higher degrees like Masters programmes, post graduate diploma

programmes etc for both public, private and academic spheres in

accordance to the academic pursuit of the post graduate students.

Finally, the Enugu State University of Science and Technology, Enugu

just like any other University in Nigeria and the world at large, has basic

goals and objectives it tends to achieve. These goals and objectives are the

corner stones for its establishment. The goals and objectives are as follow:

a) to produce graduates of high standard that would

contribute positively to their self-development and that of

the society at large;

b) to alleviate the high level of illiteracy in the state and that of

the country.

c) to provide courses of immense benefit to the Nigerian society

in line with the political, social and economic conditions and

needs of the country, to students that are interested in

them;

d) to provide for the academic cum educational needs of our

youths and adults in relation to higher degrees and

certificate to aid them to function meaningfully in the

society and their respective areas of endeavour.

e) to serve as a source of interned revenue to the Enugu State

government through the monies being generated within the

University and

f) to achieve other goals and objectives that may be deemed

necessary and essential in accordance to the law the

established it.

27

3.3 THE ORGANOGRAM OF ENUGU STATE UNIVERSITY OF SCIENCE

AND TECHNOLOGY (ESUT)

Pro-Chancellor

Vice-Chancellor

DVC

Admin

DVC

Academic

Director

personnel

Librarian Registrar

Director

works

Chief security

officer

Recruitment

Promotion

Posting

Admin

Promotion

Admissions

28

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

This chapter presents the data collected in our structured

questionnaire. It also presents the data analysis with discussions. The tests

of the hypotheses are also presented using chi-square statistical

instruments. This chapter is designed in line with our earlier established

data collections and analysis.

It is necessary to note that a total of 329 copies of the questionnaire

were distributed and 326 or 98.06% retrieved. The 98.06% success in

retrieving the total of 326 copies of the distributed questionnaire is a

welcome development for this study. This is because almost the target

population (98.06%) responded.

Our sample size was derived using the Yamani formula of sample size

determination. Yamani (1964:280) contends that to determine a sample

from a population, the following process has to be followed

= N

1 + (Ne2)

where

n = sample size

N = Population

e = error limit

I = constant

Using the population of ESUT, that is both academic staff (481) and non-

academic staff (1365) totaling 1846, with n representing the sample size, N

representing the population, e representing the margin of error, and I

representing constant.

N = 1846

e = 0.05 or 0.0025

n = 1846

1 + (1846 x 0.0025) = 329

29

PART ONE: PERSONAL DATA

Tables 4.1 Sex of the Respondents

Males Females Total

181

%

55.5

145

%

44.5

326

%

100

Source: 2008 Field Survey

From table 4.1, 181 or 55.5% of the respondents are males, while

145 or 44.5% of the respondents are females. The difference of 36 or 11.%

between the male and the female respondents is, indeed, insignificant to

affect opinions in responses in terms of gender.

Tables 4.2 Ages of the Respondents

21 – 35 36 – 60 Totals

197

%

60.4

129

%

39.6

326

%

100


Table 4.2 above shows that our respondents are made up of 197 or

60.4% staff who are between 21 and 35 years of age, while the remaining

129 or 39.6% of them are within the age bracket of 36 – 60 years. Here

also, we hold that the difference between the two age groups is insignificant

to affect opinion based on age.

Tables 4.3 Grade level of the Respondents

01-06 07 and above Total

156

%

47.9

170

%

52.1

326

%

100


30

From table 4.3 above, 156 or 47.9% of our respondents are on grade

level 01-06 (junior staff), while the remaining 170 or 72.1% are on grade

levels 07 and above (senior staff). Thus implies that the responses will not

be significantly affected by grade levels as the different is not significant.

Tables 4.4 Marital Status of the Respondents

Single Married Others Totals

71

%

21.8

157

%

48.2

98

%

30.1

326

%

100


Table 44 above shows that 71 or 21.8% of our respondents are single,

157 or 48.2% are married, while 98 or 10.1% of our respondents are

divorced, widow, widower (others). Perhaps, the significant 71 or 21.8% of

our respondents who are still single may be explained from the negative

effect of irregular payments of their salaries and allowances. Also, thus

holds for explaining the large number of 98 or 30. 1% who are divorced,

widowed or widower (others).

Table 4.5 Educational Qualification of the Respondents

FSLS

SSCE

Equivalent

OND/NCE ADU, DIP

HND &

other

PGD &

above

Totals

34

%

10.4

89

%

27.3

60

%

18.4

73

%

22.

4

70

%

21.5

326

%

100


31

From table 4.5 above, we have 34 or 10.4% of our respondents

having at most first school leaving certificate (FSLC), 89 or 27.3% with

Secondary School Certificate (SSCE) and its equivalent; 60 or 18. 4 with

OND or NCE, 73 or 22. 4% with Advanced Diploma or HND or Degree (BSC

or BA) and 70 or 21.5% with Post Graduate Diploma and above. It should

be noted that they have gained various experiences as we gathered that the

system has recruited or employed staff in 2002. Thus further means that

the responses are reliable.

PART TWO: SUBJECT DATA & ANALYSIS

Subject data in this section are presented to find out the responses of

our respondents in-the structured questionnaires aimed at finding in the

three sections of our questionnaire, namely, section A – the extent to which

high productivity and job satisfaction can be achieved through motivation

and performance in an organization. Section B – the extent to which

motivation and performance in an organization are hindered by socio-

economic factors within the organization; and Section C – the extent to

which motivation and performance in an organization can be boosted

through training and better rewarding system. This section also presents

the data analysis.

In presenting and analyzing the data as shown above, we adopted

statistical instrument known as Chi-Square that is, to say that we have

adopted Chi-Square to test our posited three hypotheses. The formular is:

X2 = Σ(0f - ef )2

ef

Where

0f = observed frequency

ef = Expected frequency

The expected frequency was as shown in parenthesis

= (R – I) (C – 1)

where R = Row total

32

C = Column total

T = Grand total

Table 4.6

Section A: The extent to which high productivity and job satisfaction

can be achieved through motivation and performance in an organization.

Key

V. H. E. = Very High Extent

H. E. = High Extent

L. E. = Low Extent

V. L. E. = Very low Extent

D. K. = Don’t know

S/No Question VHE HE LE VLE D.K TOTAL

1 To what extent can

productivity and job

satisfaction be achieved

through motivation of

staff in ESUT?

306

(262.7)

93.9%

20

(44.1)

6.1%

0

(15)

0%

0

(3.6)

0%

0

(0.6)

0%

326

100%

2 To what extent can job

improvement of staff be a

source of motivation and

performance in ESUT?

239

(262.7)

73.39%

72

(44.4)

22.1%

12

(15)

3.7%

3

(3.6)

0.9%

0

(0.6)

0%

326

100%

3 To what extend does

salary review of workers

in an organization serve

as motivation and


184

(262.7)

54.4%

79

(44.1)

24.2%

15

(15)

15.6%

10

(3.6)

3.1%

2

(0.6)

0.6%

326

100%

4 To what extent does

promotion or transfer of

staff in ESUT motivate

290

(262.7)

89%

36

(44.1)

11%

0

(15)

0%

0

(3.6)

0%

0

(0.6)

0%

326

100%

33

them and enhance their

performances?

5 To what extent does staff

needs when provided for

by the government serve

as motivation and

performance of the staff

in ESUT?

266

(262.7)

18.6%

42

(44.1)

12.9%

12

(15)

3.7%

6

(3.6)

1.8%

0

(0.6)

0%

326

100%


motivation and

performance of staff lead

to job involvement in the

ESUT?

253

(262.7)

77.6%

40

(44.1)

12.3%

25

(15)

7.76%

6

(3.6)

1.8%

2

(0.6)

0.6%

326

100%


motivation and

performance of staff are

achieved through

governments

commitment in ESUT?

301

(262.7)

92.3%

20

(44.1)

6.1%

5

(15)

1.5%

0

(3.6)

0%

0

(0.6)

0%

326

100%

1839 309 105 25 4 2282


Table 4.6 above presents the responses of respondents and their chi-square

computations. From the table, we find that as many as 306 or 93.9% of the

respondents feel very high to the extent to which high productivity and job

satisfaction can be achieved through motivation and performance of staff in

ESUT 20 on 6.1% of the respondents feel high; while none of the

respondents feel either low, very low or don’t know respectively. 239 or

73.3% of the respondents feel very high that job improvement of the staff

can be source of motivation and performance in ESUT 72 or 22.1% feel very

34

low. While none feel don’t know item 3 in the table provides the extent to

which salary review of workers in ESUT can serve as motivation and

performance in that organization. Out of 326 respondents 184 or 54.4% feel

very high; f9 or 24.2% feel high; 51 or 15.6% feel low; 10 or 3.1% feel very

low; while 2 or 0.6% feel don’t know accordingly. 290 or 89% feel very high

that promotion or transfer of staff in ESUT motivate them and enhance

their performance; 36 or 11% of the respondents feel high; while none of

the respondents feel low, very low or don’t know. The extent two which staff

needs when provided for by the government serve as motivation and

performance of the staff in ESUT is the concern of item 5 in the table. Here,

266 or 81.6% of the respondents feel very high ------ regard; 42 or 12.9%

feel high; 12 or 3.7% fall low; 6 or 1.8% feel very low; while none feel don’t

know. Out of 326 of the respondents, 253 or 77.6% feel very high to the

extent that motivation and performance of staff do lead to job involvement

in ESUT 40 or 12.3% feel high; 25 or 7.7% feel low; 6 or 1.8% feel very low;

while 2 or 0.6% feel don’t know. Finally, 301 or 92. 3% of the respondents

feel very high that motivation and performance of staff of ESUT can be

achieved, through governmental commitment; 20 or 6.1% feel low; while

none feel either very low or don’t know.

Solution

RC

T

a. V. H. E (Very High Extent)

1839 x 326 = 262. 7

2282

b. H. E. (High Extent)

309 x 326 = 44.1

2282

35

c. L. E. (low Extent)

105 x 326 = 15

2282

d. V. L. E. (Very low Extent)

25 x 326 = 3. 6

2282

e. D. K (Don’t know)

4 x 326 = 0.6

2282

Note

Item 1 – 7 are independent and, therefore, constant in expected

frequency.

Test of Hypothesis

Hypothesis One

HI: High productivity and job satisfaction can be achieved through

motivation and performance in ESUT.

Test

Level of freedom adopted or chosen = 0.05 or 0.0025

Degree of Freedom

= (R – 1 ) (C – 1)

= (7 – 1 ) (5 – 1)

= 6 X 4 = 24

36

Σ(oF – ef)2

X2 = ef

Applying chi-square statistical test to hypothesis one

0f Ef 0f – ef (0f – ef)2 (Of – ef)2

ef

306 262.7 43.3 1874.9 7.1

239 262.7 - 23.7 561.7 2.1

184 262.7 - 78.7 6193.7 23.6

290 262.7 27.3 745.3 2.8

266 262.7 3.3 10.9 0.0

253 262.7 - 9. 7 94.1 0.4

301 262.7 38.3 1466.9 5.6

72 44.1 27.9 778.4 17.7

79 44.1 34.9 1218 27.6

36 44.1 - 8.1 65.6 1.5

42 44.1 - 2.1 4.4 0.1

40 44.1 - 4.1 16.8 0.4

20 44.1 - 24.1 580.8 13.2

0 15 - 15 225 15

12 15 - 3 9 0.6

51 15 36 1296 86.4

0 15 -15 225 15

12 15 - 3 9 0.6

25 15 10 100 6.7

5 15 - 10 100 6.7

0 3.6 - 3.6 13 3.6

6 3.6 2.4 5.8 1.6

6 3.6 2.4 5.8 1.6

37

0 3.6 - 3.6 13 3.6

0 3.6 0.6 0.4 0.7

0 0.6 - 0.6 0.4 0.7

2 0.6 1.4 2 3.3

0 0.6 -0.6 0.4 0.7

0 0.6 -0.6 0.4 0.7

2 0.6 1.4 2 3.3

0 0.6 -0.6 0.4 0.7

Total 281.9

From Chi-square Distribution table we have: (0.05, 24) = 36. 4

Executive Decision/Guide Rule

Reject Ho (Null) hypothesis if calculated x2 value is greater than the critical

x2 value at (0.05, 24) = 36.4, and accept H1 (Alternative) hypothesis if

otherwise

Decision

Since the calculated x2 value (281.9) is greater than the critical x2

value (36.4), we reject the H0 hypothesis.

Conclusion

High productivity and job satisfaction can be achieved through

motivation and performance in ESUT.

38

Table 4.7 Section B: The extent to which motivation and performance are

hindered in ESUT by socio-economic factors within the organization.

Item Question VHE HE LE VLE D.K TOTAL


motivation and

performance in ESUT are

hindered by socio-

economic factors within

that organization?

202

(266.6)

62%

57

(41.6)

17.5%

49

(14)

15%

14

(3)

4.3%

4

(0.8)

1.2%

326

100%

9 To what extent does the

reward system employed

in ESUT hinder

motivation and

performance of staff in

the organization

245

(266.6)

75.2%

81

(41.6)

24.8%

0

(14)

0%

0

(3)

0%

0

(0.8)

0%

326

100%


inability of Enugu state

government give adequate

compensation to

employees in the forms of

promotion, fringe

benefits, financial

incentives etc affect staff

motivation and


299

(266.6)

91.7%

79

(41.6)

8.3%

15

(14)

0%

10

(3)

0%

2

(0.8)

0.6%

326

100%


dis-satisfaction and safety

needs affect their

motivation and


307

(266.6)

94.2

15

(41.6)

4.6%

0

(14)

0.9%

0

(3)

0.3%

0

(0.8)

0%

326

100%

39


lack of a sense of

belonging on the part of

the staff of ESUT hinder

motivation and

performance?

280

(266.1)

85.9%

28

(41.6)

8.6%

18

(14)

5.5%

0

(3)

0%

0

(0.8)

0%

326

100%

1333 208 70 15 4 1630


Table 4.7 presents the responses of our respondents and their Chi-square

computations from the table, as many as 202 or 62%% of our respondents

feel very high that motivation and performance are hindered by socio-

economic factors within the organization; 57 or 17.5% feel high; 49 or 15%

feel low; 14 or 4.3% feel very low; while 4 or 12% feel don’t know

accordingly. On the extent to which the reward system employed in ESUT

hinder motivation and performance of staff in the organization, 245 or

75.2% of our respondents feel very high; 81 or 24.8% feel high; which either

of the respondents feel low, very low or don’t know. Of the 326 respondents

299 or 91.7% feel very high that the inability of Enugu state government to

give adequate compensation to employees in forms of promotion, fringe

benefits, financial incentives etc affect staff motivation and performance in

ESUT 27 or 8.3% feel high; while none of the respondent feel low, very low

or don’t know accordingly. As many as 307 or 94.2 of our respondents feel

very high that the dis-satisfaction of staff physiological and safety needs

affect their motivation and performance in the organization; 15 or 4.6% feel

high; 3 or 0.9% feel low; 1 or 0.3% feel very low; while none feel don’t know.

Finally, 280 or 85.9% of our respondents feel very high that the lack of a

sense of belonging on the part of the staff of ESUTECH hinder motivation

and performance, 28 or 8.6% feel high; 18 or 5.5% feel low; while none feel

either very low or don’t know accordingly.

40

Solution

(a) V.H.E (Very High Extent)

1333 x 326 = 266.6

1630

b. H. E. (High Extent)

208 x 326 = 41.6

1630

c. L. E. (Low Extent)

70 x 326 = 14

1630

d. V.L.E. (very low Extent)

15 x 326 = 3

1630

Don’t know (D. K)

4 x 326 = 0.8

1630

Note

Items 8 – 12 are independent and therefore constant in expected

frequency.

Hypothesis Two

H1: Motivation and performance in ESUT are hindered by socio-economic

factors within that organization.

Level of freedom adopted = 0.05 or 0.0025

Degree of freedom = (R – 1 ) (C – 1)

= (5 – 1 ) ( 5 – 1 )

4 X 4 = 16

Σ(of – ef)2

X2 = ef

41

Applying the Chi-square statistic test to hypothesis two

0f Ef 0f – ef (0f – ef)2 (Of – ef)2

ef

202 266.6 - 64.6 4173.2 15.7

245 266.6 - 21. 6 466.6 1. 8

299 266.6 32.4 1049.8 3.9

307 266.6 40.4 1632.2 6. 1

280 266.6 13.4 179.6 6.8

57 41.6 15.4 237.2 5.7

81 41.6 39.4 1552.4 37.3

27 41.6 - 14.6 213.21 5.1

15 41.6 - 26.6 707.6 17

28 41.6 - 13. 6 185 4.4

49 14 35 1225 87.5

0 14 - 14 196 14

0 14 - 14 196 14

0 14 - 11 121 8.6

3 15 4 16 1.1

18 15 11 121 40.3

14 3 - 3 9 3

0 3 - 3 9 3

0 3 - 2 4 1.3

1 3 - 3 9 3

0 3 3.2 10.2 12.8

4 0.8 - 0.8 0.64 0.8

0 0.8 - 0.8 0.64 0.8

0 0.8 - 0.8 0.64 0.8

0 0.8 - 0.8 0.64 0.8

0 0.8 - 0.8 0.64 0.8

Total 289.6

X2 = 37. 71

From Chi-square table distribution, we have (0.65, 16) = 26. 3

42

Executive Decision/Guide Rule

Reject H0 (Null) hypothesis if calculated x2 value is greater than critical x2

value at (0.05, 16) = 26.2, and accept H1 (Alternative) hypothesis if

otherwise.

Decision

Since the calculated x2 value (289.6) is greater than the critical x2 value

(26.3), we reject H0 (Null) hypothesis and accept the H1 (Alternative)

hypothesis.

Conclusion

Motivation and performance in ESUT are hindered by socio-economic

factors within that organization

Table 4.8

Section C: The extent to which motivation and performance in ESUT can

be boosted through training and reward system

Item Question VHE HE LE VLE D.K TOTAL


training of staff in ESUT

an important source of

staff motivation?

285

(242.8)

874%

41

(52.8)

12.6%

0

(22)

0%

0

(7.2)

0%

0

(1.7)

0%

326

100%


stagnation of some

categories of staff in

ESUT traceable to their

inadequate training?

245

(242.3)

75.2%

63

(52.8)

19.3%

12

(22)

3.7%

6

(7.2)

1.8%

0

(1.7)

0%

326

100%


training and development

of staff in ESUT

contribute to improved

performance and

313

(242.3)

96%

13

(5.28)

4%

0

(22)

0%

0

(7.2)

0%

0

(1.7)

0.6%

326

100%

43

motivation?


employees who have not

been assigned

responsibilities, after

undergoing training lack

the necessary motivation

with which to carry out

their jobs?

214

(242.3)

65.6%

71

(52.8)

21.8%

39

(22)

12%

2

(7.2)

0.6%

0

(1.7)

0%

326

100%

17 To what extent doe staff

turnover in ESUT higher

among staff members

who have benefited from

the organization’s staff

training and development

programme?

201

(242.3)

61.7%

28

(53.8)

18.1%

18

(22)

14.7%

0

(7.2)

4.6%

0

(0.7)

0.9%

326

100%

18 To what extent does poor

reward system and low

interest of the

organization on staff

training relate to

inadequate funding

situation of the

organization?

196

(242.3)

60.1%

70

(52.8)

21.5%

33

(22)

10.1%

20

(7.2)

6.1%

7

(1.7)

2.1%

326

100%


Table 4.8 presents the responses of our respondents with regards to the

extent to which motivation and performance in ESUT can be achieved

44

through training and reward system. The table also contains the calculated

values of the responses in Chi-square for the purpose of testing our third

hypothesis. Out of 326 respondents, 285 or 87.4% feel very high that

training of staff in ESUT is an important source of staff motivation; 41 or

12.6% feel high; while none of the respondents feel either low, very low or

don’t know accordingly. On the extent to which stagnation of some

categories of staff in ESUT is traceable to their inadequate training, 245 or

75.2% of the respondents feel very high; 63 or 19.3% feel high; 12 or 3.7%

feel low; 6 or 1.8% feel very low; while none feel don’t know accordingly.

313 or 96% of the respondents feel very high that training and development

of staff in ESUT contribute to improved performance and motivation 13 or

4%feel high; while none feel either low, very low or don’t know. With

regards to the extent to which employees who have not been assigned

responsibilities, after undergoing training, lack the necessary motivation

with which to carry out their jobs, 214 or 65.6% of our respondents feel

very high; 71 or 21.8% feel high; 39 or 12% feel low, 2 or 0.6% feel very low;

while none feel don’t know accordingly. 201 or 16.7% of our respondents

feel very high that staff turnover in ESUT is higher among staff members

who have benefited from the organization staff training and development

programme, 59 or 18.1% feel high; 48 or 1479 feel low; 15 or 4.6% feel very

low; while 3 or 0.9% feel don’t know. Finally, with regards to the extent to

which reward system and how interest of the organization on staff training

relate to inadequate funding situation of the institution, 196 or 60.1% of

the respondents feel very high; 70 or 21.5% feel high; 33 or 10.1% feel low;

20 or 6.1% feel very low; while 7 or 2.1% feel don’t know accordingly.

Solution

Expected frequency = RC

T

a. V.H.E. (Very High Extent)

1454 x 326 = 242.3

45

1956

b. H.E (High Extent)

317 x 326 = 52.8

1956

c. L. E. (Low Extent)

132 x 326 = 22

1956

d. V.L.E. (Very low Extent)

43 x 326 = 7.2

1956

e. D. K. (Don’t know)

10 x 326 = 1.7

1956

Note

Item 13 – 18 are independent and therefore constant in expected frequency.

Hypothesis Three

H1 Motivation and performance in ESUT can be boosted through training

and reward system.

Test

Level of freedom adopted = 0.05

Degree of freedom = (R-1) (C-1)

= (6 – 1) (5 – 1)

= 5 X 4 = 20

X2 = Σ(of – ef)2

ef

46

Applying the Chi-square statistical test to hypothesis three

0f Ef 0f – ef (0f – ef)2 (Of – ef)2

ef

285 242.3 42.7 1823.3 7.5

245 242.3 2.7 7.3 0

313 241.3 - 28.3 4998.5 7

214 242.3 - 41.3 800.9 8.8

196 242.3 -46.3 1705.7 2.6

41 242.3 - 11.8 2143.7 2

63 242.3 -10.2 139.2 30

13 242.3 -39.8 104 6.3

71 242.3 18.2 1584 0.7

59 242.3 6.2 331.2 5.6

70 242.3 17.2 38.4 22

0 22 -22 295.8 4.5

12 22 - 10 484 22

0 22 - 22 289 13.1

39 22 17 676 30.7

48 22 26 121 5.5

33 22 11 51.8 7.2

0 7.2 -72 1.4 0.2

6 7.2 -1.2 51.8 7.2

0 7.2 -7.2 27 3.8

2 7.2 -5.2 60.8 8.4

15 7.2 7.8 163.8 22.8

20 7.2 12.8 2.9 1.7

0 1.7 -1.7 2.9 1.7

0 1.7 - 1.7 2.9 1.7

0 1.7 -1.7 2.9 1.7

0 1.7 -1.7 1.7 1

3 1.7 1.3 28.1 16.5

Total 266.1

47

X2 = 266.1

From Chi-Square Distribution Table, (0.05,20) = 31.4

Executive Decision/Guide Rule Reject Ho (Null) hypothesis if calculated X2

value is greater than the critical X2 value at (0.05,20) = 31.4, and accept H1

(Alternative) hypothesis if otherwise

Decision

Since the calculated X2 value (266.1) is greater than the critical X2

value (31.4), we reject Ho (Null) hypothesis and accept H1 (Alternative)

hypothesis

4.9.1 Hypothesis One

As already indicated the Chi-Square proved absolutely that high

productivity and satisfaction can be achieved through motivation and

performance in ESUT. The calculated X2 value (281.9) is greater than the

critical X2 value (36.4). This tends to imply that the motivation and

performance of the staff of ESUT ECH are anchored on the attitudes of the

staff that reflect the extent to which they are gratified by or fulfilled in their

work, thereby resulting in their high productivity. Thus is essential if the

organization or University is to be a force to be reckoned with in Enugu

State Nigeria and the world in general.

4.9.2 Hypothesis Two

As in hypothesis one, the Chi-Square Test of hypothesis two shows

our rejection of the null hypothesis and acceptance of alternative

hypothesis. With calculated X2 value (289.6) being greater than the critical

X2 value (26.3), motivation and performance are hindered in an

organization (ESUT) by socio-economic factors within the organization. The

results in table 4.7 also prove the point. That is with no less than average

of 89.60% (very High Extent) score for all the five questions designed in this

48

regard then we can say that motivation and performance are hindered in

ESUT by socio-economic factors within the university. Examples of such

socio-economic factors are the reward system adopted, inadequate

compensation promotion as and when due, issuing of tinge benefits and

other financial incentives, dis-satisfaction of psychological and safety needs

of the staff and lack of sense of belonging of the staff. Therefore, the

University authorities have a task of reducing drastically these identified

socio-economic factors that hinder the performance and motivation of the

staff of the University.

4.9.3 Hypothesis Three

When the Chi-Square Test used for testing our hypothesis three that

motivation and performance in ESUT can be boosted through training and

reward system, we have no choice than to accept it for the avoidance of

doubt, the calculated X2 value (266.1) is greater than the critical X2 value

(31.4). On the tacked scores of 326 respondents, not less than 79.41%

(average) of them feel very high to the extent that motivation and

performance can be boosted through training and regard system in (ESUT).

The respondents fell very that: the stagnation of some categories of staff in

ESUTECH is Traceable to their inadequate training; staff turnover in

ESUTECH is higher among staff members who have benefited from the

University’s staff training and development programme; poor reward system

and how interest of the organization on staff training relate to inadequate

funding situation of the organization etc.

49

CHAPTER FIVE

SUMMARY, FINDINGS, RECOMMENDATION AND

CONCLUSION

5.1 Summary

The purpose of this research study is to investigate motivation and

performance in the Enugu State University of Science and Technology,

Enugu. The study was a survey and the population was the academic and

non-academic staff of the University. The Yamani sample size

determination formula was used to get the sample for the study. So out of

1846, 326 staff, both academic and non-academic, were selected and

subjected to our investigation.

The instrument used for the research study was questionnaire

designed by the researcher herself, but under the supervision and direction

of her supervisor.

The major findings were that high productivity and job satisfaction

can be achieved through adequate motivation and performance of the staff

by the performance of the staff by the University authorities; motivation

and performance in ESUTECH are greatly hindered by socio-economic

factors within that University, and that motivation and performance in

ESUTECH can be boosted through training and better rewarding system

these findings were reflected in the responses of our 326 respondents to the

questions raised in the questionnaire in line with the hypotheses raised by

the researcher in this research study, which were put to test using the chi-

square statistical instrument.

50

4.9.0 Findings

The research study made the following findings:

1. That visions should be shared in organizations

According to Jackson (2004) opined that “organizations have vision

and mission statements defining what they want to achieve”. Such vision

should be shared by both managements and employees. Shared visions can

create quantitative benefits. The more fully the goals of the organization can

be defined, the better the plans can be made to achieve all the different

aspects. And the better each individual understands the aims of the whole

and their place within it, the more precisely their performance can be

tailored to what the organization needs because of the motivation they

derived.

2. That appropriate reward system should be attached

The effect of reward system on workers performance and motivation

cannot be over-emphasized. As highlighted earlier on, adequate reward

system has been identified as a motivation and performance related

problem. It is crucial to recognize and reward hard work. Consequently,

promotion, fringe benefits and other financial incentives (all being

motivational indices) should be based on workers’ performance established

through close supervision and objective annual performance appraisal.

Adequate and regular compensation of workers will help motivate

them and promote their productive performance. In other words, workers

should be paid a living wage. A worker’s salary should be high enough for

the basic needs of his family and enable him make some savings for crucial

capital investment or towards his retirement. Regular payment of salaries is

very reassuring and will boost productive performance.

51

3. That training should be encouraged

Training can simply be regarded as anything which tells employees.

“This is the way we would like you to do things”. It therefore ranges from

fulltime training programmes, through short courses and on-the-job

training to incentives schemes. Training is crucial as a motivational

mechanism and performance improvement, since it enables the workforce

acquire the requisite skills for their jobs. In addition, training educates the

employees on how to analyse problems, capable of serving as frustration,

and apply critical thinking process which in turn make for creativity.

4. That employee involvement decisions should be encouraged

Leaders (Managers) must therefore have input from those who are

actually doing the job for they know the job best. In order to feel connected

to their work, employees need to have a say in their work environment.

Employee’s contributions can serve as motivation which can be obtained

through focus group discussion-employee surveys, suggestion box system

and one-on-one discussions. These are all cost effective methods of

soliciting ideas and suggestions on how to improve work practices and

productive performance.

5. That removal of barriers to Motivation and Performance should be

effected

For employees to be highly motivated and perform productively, they

must be willing and motivated to perform their jobs, have skills and

abilities to perform their jobs and have access to supplies, technology and

equipment to perform them. Ensuring that these elements exist and that

other barriers such as those identified earlier are removed. This task falls

on the manager or university authorities, most especially in E.S.U.T. They

can help to create an environment that is creative, nurturing, challenging

and fun. With employee involvement, the authorities can assess how

52

successful work processes are now and brain storm steps to help

employees improve work processes.

Recommendations

Staff motivation and performance in any public organization should

be the paramount brain stone behind the management of such

organization. This is essential if the organization is to remain effective and

efficient in actualizing the goals and objectives behind its set up. To that

extent, the researcher therefore recommends the following:

a) that the training of the staff of ESUTECH should be the

paramount responsibility of the University authorities. And such

should be taken serious;

b) that the authority of the University should assign new

responsibilities to staff who have undergone training in that

respect. This is essential as it would serve to motivate and

enhance their performance rate in whatever task being assigned to

them,

c) that suitable reward system should be adopted by the university

authority in order to boost the motivation and performance of its

staff in the day-to-day discharge of their responsibilities to the

University and the larger society;

d) that the motivation and performance of staff of ESUTECH should

be done by the University authority in such a way as to create a

sense of organizational commitment and belongingness; and

e) that the University authorities should endeavour to match the

contributions of individual workers of the University with the

inducements offered by the University. This would greatly boost

the motivation and performance of the staff of the University.

53

5.2 Conclusion

Motivation is defined as the forces that cause people to behave in

certain ways. Therefore, to motivate a worker means to make that worker to

behave in ways that are in the organization’s best interest.

Therefore, one of the primary tasks of the authorities of ESUTECH is

to motivate the staff to perform at high levels. This means getting them to

work hard, to be at work regularly, and to make positive contribution to the

University’s goals, missions and objectives. However, to reach that higher

level, the staff of the University must want to do the job (motivation) be able

to do the job (ability), and have the right materials to do the job

(environment). This tends to show that job performance depends on ability,

the environment and motivation. And a deficiency in any of these areas will

hurt performance. Therefore, the University authorities should strive to

ensure that all these three conditions are met through ensuring job

satisfaction, organizational commitment, good reward system, adequate

training, assigning of new tasks and responsibilities satisfaction of the

psychological and safety needs of the staff alongside the interest of the

University, if motivation and performance are to exist among the staff of the

University.

54

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59

APPENDIX

RESEARCH QUESTIONNAIRE

Department of Pub. Admin.

and Local Government,

University of Nigeria,

Nsukka.

Dear Respondent

MOTIVATION AND PERFORMANCE IN ENUGU STATE UNIVERSITY OF

SCIENCE AND TECHNOLOGY (ESUT)

I, the researcher, am a postgraduate student of the above department and I

am researching on the above topic. Your co-operation is highly needed in

responding to this questionnaire which serves as my basic material for data

collection of this study.

I would also want to inform you that this study is purely on research

exercise and as such all information provided will be treated confidentially and

shall be used solely for the research purpose.

Thanks for your anticipated co-operation.

Yours sincerely,

Mbah, Caroline .O.

60

Please read the questions carefully and then indicate your response(s)

by filling in the column that corresponds with your desires.

PART ONE: PERSONAL DATA

1. Sex of the Respondents

Male ( ) Female ( )

2. Age of the Respondents

21 – 35 ( ) 36 – 60 ( )

3. Grade Level of the Respondents

01 – 06 ( ) 07 and above ( )

4. Marital status of the Respondents

Single ( ) Married ( ) Others ( )

5. Educational Qualification of the Respondents

FSLC ( )

SSCE Equivalent ( )

OND/NCE ( )

ADU, DIP, HND & other ( )

PGD and above ( )

61

Section A:

The extent to which high productivity and job satisfaction can be

achieved through motivation and performance in an organization.

S/No Item VHE HE LE VLE D.K

1 To what extent productivity and job

satisfaction be achieved through

motivation of staff in ESUT?

2 To what extent can job improvement

of staff be a source of motivation and


3 To what extend does salary review of

workers in an organization serve as

motivation and performance in ESUT?

4 To what extent does promotion or

transfer of staff in ESUT motivate

them and enhance their performance?

5 To what extent does staff needs when

provided for by the government serve

as motivation and performance of the

staff in ESUT?

6 To what extent does motivation and

performance of staff lead to job

involvement in the ESUT?


performance of staff are achieved

through governments commitment in

ESUT?

62

Section B: The extent to which motivation and performance are hindered in

ESUT by socio-economic factors within the organization.

S/No Items VHE HE LE VLE D.K


performance in ESUT are hindered by socio-

economic factors within that organization?

9 To what extent does the reward system

employed in ESUT hinder motivation and

performance of staff in the organization

10 To what extent does the inability of Enugu

state government give adequate compensation

to employees in the forms of promotion, fringe

benefits, financial incentives etc affect staff

motivation and performance in ESUT?

11 To what extent does the dis-satisfaction and

safety needs affect their motivation and


12 To what extent does the lack of a sense of

belonging on the part of the staff of ESUT

hinder motivation and performance?

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Section C:

The extent to which motivation and performance in ESUT can be

boosted through training and reward system

S/No Items VHE HE LE VLE D.K

13 To what extent does the training of staff

in ESUT an important source of staff

motivation?

14 To what extent does the stagnation of

some categories of staff in ESUT traceable

to their inadequate training?

15 To what extent does training and

development of staff in ESUT contribute

to improved performance and motivation?

16 To what extent does employees who have

not been assigned responsibilities, after

undergoing training lack the necessary

motivation with which to carry out their

jobs?

17 To what extent doe staff turnover in ESUT

higher among staff members who have

benefited from the organization’s staff

training and development programme?

18 To what extent does poor reward system

and low interest of the organization on

staff training relate to inadequate funding

situation of the organization?

MOTIVATION AND PERFORMANCE IN ENUGU STATE …

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