MOTIVATIONAL TECHNIQUES AND EMPLOYEE PERFORMANCE …

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


3. H03: Remuneration does not significantly affect the employee performance in Nigeria


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


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

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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


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


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


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

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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


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

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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

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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


H02: Compensation does not have significant impact on the employee performance in Nigeria


H03: Remuneration does not significantly affect the employee performance in Nigeria


The First Research Hypothesis

H0: Promotion opportunities do not significantly affect the employee performance in Nigeria


H1: Promotion opportunities significantly affects the employee performance in Nigeria


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


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

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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


The Second Research Hypothesis

H0: Compensation does not have significant impact on the employee performance in Nigeria


H1: Compensation has a significant impact on the employee performance in Nigeria


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


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

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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


b. Compensation does not have significant impact on the employee performance in


c. Remuneration does not significantly affect the employee performance in Nigeria


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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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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68

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

RESEARCH PROJECT

ORIGINALITY REPORT

17%

SIMILARITY INDEX

%

INTERNET SOURCES

%

PUBLICATIONS

%

STUDENT PAPERS

PRIMARY SOURCES

Submitted to Baze University

Student Paper 4%

www.theseus.fi

Internet Source 1%

www.marketing91.com

Internet Source 1%

www.whatishumanresource.com

Internet Source 1%

2

3

1

4

74

Submitted to Intercollege

Student Paper 1%

Submitted to Mancosa

Student Paper 1%

Submitted to Open University Malaysia

Student Paper <1%

Submitted to Southern Business School

Student Paper <1%

Submitted to Covenant University

Student Paper <1%

Submitted to Anglia Ruskin University

5

6

7

8

9

75

10 Student Paper <1%

tiaspg.tecnia.in 11

Internet Source

<1%

Submitted to Napier University

12

Student Paper

<1%

doowop-net.com 13

Internet Source

<1%

www.stat.purdue.edu 14

Internet Source

<1%

Submitted to Buckinghamshire Chilterns

15

University College

Student Paper

<1%

ir.knust.edu.gh 16

Internet Source

<1%

76

Submitted to Midlands State University

17

Student Paper

<1%

download.atlantis-press.com 18

Internet Source

<1%

www.cees.mak.ac.ug 19

Internet Source

<1%

Submitted to Kwame Nkrumah University of

20

Science and Technology

Student Paper

<1%

Submitted to Kiriri Women's University of

21 <1%

Science and Technology

Student Paper

icss.nileuniversity.edu.ng 22

Internet Source

<1%

Submitted to UNIVERSITY OF LUSAKA

23

Student Paper

<1%

77

mngt22201310013.wordpress.com 24

Internet Source

<1%

Submitted to Marist College

25

Student Paper

<1%

Submitted to University of West London

26

Student Paper

<1%

www.scholink.org 27

Internet Source

<1%

Submitted to City University of Hong Kong

28

Student Paper

<1%

scholarworks.wmich.edu 29

Internet Source

<1%

Submitted to Universiti Teknologi Malaysia

30

Student Paper

<1%

Submitted to LearnIT

31

Student Paper

<1%

Submitted to Universiti Teknologi MARA


78

Submitted to University for Development Studies 33

Student Paper

<1%

alihilli.com

34

Internet Source

<1%

Submitted to Griffith College Dublin

35

Student Paper

<1%

Submitted to Kampala International University 36

Student Paper

<1%

Submitted to The Maldives National University 37

Student Paper <1%

ageconsearch.umn.edu 38

Internet Source

<1%

Submitted to Blackpool and The Fylde College, 39

Lancashire

Student Paper

<1%

79

erepository.uonbi.ac.ke 40

Internet Source

<1%

eprints.utar.edu.my 41

Internet Source

<1%

Submitted to King's Own Institute

42

Student Paper

<1%

www.coursehero.com

43 Internet Source <1%

Submitted to University of the West Indies

44

Student Paper

<1%

www.ohioteachered.org 45

Internet Source

<1%

Submitted to Divine Word Univresity

46

Student Paper

<1%

80

paperity.org 47

Internet Source

<1%

Submitted to National University of Ireland,

48

Galway

Student Paper

<1%

pubs.sciepub.com 49

Internet Source

<1%

uir.unisa.ac.za 50

Internet Source

<1%

Submitted to Gulf College Oman

51

Student Paper

<1%

www.gerberholderlaw.com 52

Internet Source

<1%

Submitted to Loughborough University

53

Student Paper

<1%

Submitted to Federal University of Technology

81


www.pssp.ng 55

Internet Source

<1%

Submitted to University of Hong Kong

56

Student Paper

<1%

scholar.mzumbe.ac.tz 57

Internet Source

<1%

healthdocbox.com 58

Internet Source

<1%

libguides.rutgers.edu 59

Internet Source

<1%

studylib.net 60

Internet Source

<1%

www.russiablog.org 61

Internet Source

<1%

82

Submitted to Universiti Malaysia Perlis

62

Student Paper

<1%

pt.scribd.com 63

Internet Source

<1%

a-research.upi.edu 64

Internet Source

<1%

www.bracresearch.org 65

Internet Source

<

1

%

Submitted to Higher Education Commission

66

Pakistan

Student Paper

<1%

kamsol.blogspot.com 67

Internet Source

<1%

83

uhdspace.uhasselt.be 68

Internet Source

<1%

www.econstor.eu 69

Internet Source

<1%

www.ajournal.co.uk 70

Internet Source

<1%

open.library.ubc.ca 71

Internet Source

<1%

www.iobm.edu.pk 72

Internet Source

<1%

kotabharu.uitm.edu.my 73

Internet Source

<1%

ibtra.com 74

Internet Source

<1%

84

"Handbook of Behavioral Medicine", Springer 75

Science and Business Media LLC, 2010

Publication

<1%

pdfs.semanticscholar.org

76 Internet Source <1%

www.bshtcrzy.xyz 77

Internet Source

<1%

www.slideshare.net 78

Internet Source

<1%

projectchapters.blogspot.com 79

Internet Source

<1%

Meena Rambocas, Surendra Arjoon. "Brand

80 equity in Caribbean financial services: the moderating role of service providers",

International Journal of Bank Marketing, 2019

Publication

<1%

85

Exclude quotes Off Exclude matches Off

Exclude bibliography Off

86

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