SAMPAH NOAMI

8/6/2019 SAMPAH NOAMI

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CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND STATEMENT

Employees in both small and large business organization and non-profit making organization

express resentment at their contribution not appreciated or recognized. Superiors takes decisions

without their knowledge, even about remuneration which does not reflect their effort, dexterity,

etc, just because proper and appropriate recognition is not given to their contributions.

Some workers believe that after all, they are working for some one and any profit made

are for that person while they remain with their low level salary package.

Also, comparing their business with similar businesses, they have no pride in their jobs.

Some think their grievances are not heard which affect the productivity level of the organization.

But managing people requires the creation and maintain of an environment in which

individuals work together in groups towards the accomplishment of common objectives. A

manager cannot do this job without knowing what motivate people, he must be built on

knowledge of motivational theories.

In the conclusion part of the industrial revolution, managements idea of motivating its

workers was the use of fear and financial incentives. The first was exercised by threat of

dismissal and the latter by paying piece work ( i.e. the more you produce the more you earn). It

is unlike that management In those days through tin terms of motivation.

The objectives was high production and the methods were traditional and unquestioned.

In 1954, Morris Viteles, professor of psychology, university of Pennsylvania, slotted financial

incentives into the overall pictures of motivation is publishing motivation and moral employees.

In contrast to the latter part of the Industrial Revolution, management of human

resources in recent time has been important to top management and as such cannot

overlooked in the light of the attainment of the organization aims. The company must

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motivate people to

1) Join the organization

2) Come to work promptly or regularly

3) Remain in the organization

4) Perform and exhibit good corporate citizenship.

Management concerned with productivity believes that motivation is in extricable related to

organization performance, they are convinced that highly motivated individuals are more

productivity both in quality and quantity. Productivity is achieved through excellence is achieved

by having an organization of highly motivated individuals.

An effective and efficient management committed in seeing organization goals and dreams

attained, need not overlook the most basic physical and psychological needs of its workers.

The physical needs of workers and necessities are motivated by a higher type of needs

such as the need for belonging, recognition of achievement as well as opportunities for personal

growth which form the psychological view of employers.

The satisfaction of their needs forms the pivot of motivation, it should be stated that managers

must understand the individual workers needs since it is difficult.

Identifying the needs of individual employees and helping to achieve them either through

tangible rewards such as wages and salaries, packages, accommodation , bonus and improve

physical working conditions or intangible means such as praises and encouragement,

promotion, job enrichment and encouragement, form the basis of employee motivation, job

higher productivity at workplaces.


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1.2 PROBLEM DEFINATION

Management and employees of any business enterprise, whether small or big, profit or

no - profit oriented, both have a dream, an objective which they hope to achieve. One

of management objectives is high production while that of employees are substances

and survival of employment for lifetime.

In recent times, management tends to demand more than just high production.

They want to see workers exhibit good corporate citizenship, come to work regularly,

avoid absenteeism and tidiness to work and strike free environment, etc.

1.3 OBJECTIVES

This study was undertaken for the following objectives:

1) To find out the nature of relationship between motivation and performance of

employees in the overall achievement of the goals of an organization.

2) To investigate the nature of motivation package in practice at the CASE STUDY

3) To determine the kind of behavior managers need to motivate employees.

4) To find out how management is able to set challenging and motivating goals and

create a motivating empowering job.

5) To find out also how employees or workers assess fairness and respond to unfair

treatment.

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1.4 SIGNIFICATION OF THE STUDY

Management needs an in - depth knowledge on motivation methods and their effect on

productivity. The findings of this study will add up to the existing knowledge on the use of

motivation methods, identify their appropriate adoption and effects on performance

The exposure of psychological and behavioral aspects of employees by this study will also help

management in addressing certain shortfalls in performance which can be linked to lack of

motivation.

1.5 THE RESEARCH QUESTION

Base upon the stated objectives, this study is to find out whether there is a direct relationship

between motivation and organization performance and how this effect productivity at any

given time and the achievement of the organization goals.

1.6 LIMITATION OF THE STUDY

The major problem encountered in understanding this study was the limited time given

for the work, coupled with constraint in printing questionnaires and moving round for adequate

data collection, and finally due to the cost involve.

1.6 ORGANIZATION OF THE STUDY

In accordance with the research objectives the study is made up of five (5) chapters

The first chapter is made up of the background statement, problem definition,

and objectives of the study, the hypothesis and limitation of problem and finally the

organization of the study.

The others are :


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Chapter two (2) : Review of literature on the concept of motivation

Chapter three (3): Discussion the methodology.

Chapter four (4) : Contains data analysis and presentation.

Chapter five (5): Presents or discussion the conclusion and recommendations.

CHAPTER TWO

LITERATURE

2.0 INTRODUCTION

Management needs the creation and maintains of an environment in which individuals work

together towards the accomplishment of its objectives.

Managers cannot do this without knowing what motivates people.

The building of motivation factors into organizational roles, staffing of motivation but this does

not means to manipulate people.

The common aims of managers are to get people contribute to activities that help achieve

the mission and goals of enterprise or of any department or other unit wit it.

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Guiding peoples activity in desired direction requires knowing to the best of nay manager

ability, what lead people to do things or what motivates them?

2.1 THE CARROT AND STICK

This metaphor relates to the use of reward and penalties in order to induce desired behavior. It

come from the old story that to make a donkey move, one must put a carrot before it or jab it

with a stick from behind.

Despite all the research on , and theories of motivation that have come to the fore in

recent years, reward and punishment are still considered strong only forces that could motivate

people. As the succeeding discussion will explain , the are many other motivators.

In all theories of motivating, the inducement of some kind of carrot is recognized. This

often is money in the form of pay or bonuses. Though money is not the only motivating

force, it has been and will continue to be an important one.

The problem with money CARROT approach is that too often everyone gets a carrot

regardless of performance , through such practices as salary increase and promotion by

seniority, automatic merit increase and executive bonuses not bases on individual manager

performance, it is as simple as this.

If a person put a- donkey in a pen full of carrot and then stands outside with a carrot,

then the question one will asks is, would the donkey be encouraged to come out of the pen?

The stick in the form of fear, fear of loss of job, loss of income, reduction of

bonus, demotion or some other penalty, has been and continues to be a strong motivation. Yet, it

is admittedly not the best kind. It often give rise to defensive or retaliatory behaviors such as

union organizations, poor quality work, executive indifference, which cannot be overlooked.


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Whether managers are first level supervisors or chief executives the power of their

position to give or withhold records, impose penalties of various kinds, give them an ability to

control. To a very great extent, the economic and social well being of their subordinates.

It is hard to wonder that many subordinates are stooges simply agreeing with their

superiors rather than using their considered judgment and personally creativity.

2.2 DEFINITION OF MOTIVATION

Herald koonts (1990) defined motivation as a general term applying to the entire class of derives,

desire, needs, wishes and similar forces. To say that managers motivate their subordinates

means they do those things which they hope will satisfy these derives, desire, needs, wishes and

induces the subordinates to act in desired manner.

However, managers are advised to know that motivation is an individual affair.

In other words, what actually motivates one person or group of people might not motivate

another individual or group of people. Meanwhile, the job of a manager is not to manipulate

and entice employees but rather to recognize what motivates people in order to attain

organizational aims.

Motivation may also refer to the way urges, aspiration, derives and needs of human

being direct or control or explain behavior. A large part of managers duty is getting things

done through people, by so doing; he / she must understand peoples motivation. It is one

thing for the manager who wants to get things through employers to make conscious effort in

identifying what urges, aspire, and derives and the needs of the human beings that direct their

behavior towards work and attainment of high productivity.

Also, whist attempting to identify what motivate workers to give of their best,

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managers must bear in mind that all aspect of motivating employees cannot be provided as

other influences occur outside the working environment; for examples, community and family

pressures. It is a fact that managers are responsible for providing conducive environment for

the employees to work in order to achieve the organization goals.

Nonetheless, individuals employees are themselves responsible for self motivation.

Richard M. Hudgetts defined motivation as a psychological process through which unsatisfied

want or needs lead to drive that are aimed at goals or incentives. And that there are three basic

elements in the process which are needs drives and goal attainment.

A person with an unsatisfied need will undertake goal directed behavior to satisfy the

need.

A simply example is a person working to earn money so that she or he can put down

payment on a house. This individual will be motivated or drive to earn this money as quickly

as possible and might look for overtime work to supplement her or his regular salary.

2.3 THEORIES OF MOTIVATION

2.3.1 Equity Theory

J. Stacey Adams proposed theory is based one the idea that people want to be treated fairy in

relationship to others inequality exist when a person perceive his / her job inputs and

outcome are less than the job inputs and outcome of another person. This theory also

postulates that the presence of inequity in a person creates tension proportion to the magnitude

of inequity.

A person may take several actions to reduce inequity:

1) Increase inputs on the job if inputs are low relative to other person.


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2) Reduce inputs if they high relative to other persons input

3) Quit the job

4) Request a pay increment.

2.3.2 HIERARCHY OF NEEDS THEORY

Psychological, Abraham Maslow, saw human needs in the form of hierarchy, ascending

from the lowest to the highest and he concluded that when one sets of needs are

satisfied, it ceases to be a motivator. This is how he classified them,

TABLE OF HIERARCHY

Physical Needs

Security or safety Needs

Affiliation Needs

Esteem Needs

Need for Self Actualization

1) Physical Needs; Maslow contended that if someone were deprived of all needs

satisfaction, the individuals drive to satisfy these physiological needs would be

greater than the drive to satisfied any other needs.

Applied to work motivation, these physiological needs often are satisfied through

the wages and salaries paid by the organization

2) Security or Safety Needs; is the desire of security, stability and absence of pain.

And these are satisfied through safety programs and equipment and providing

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security through medical insurance, unemployment and retirement plan and

similar benefits.

3) Social Needs , It include the needs to interact and affiliate with others and the need

to feel wanted by others. Is all about the desire for belongingness often it is

satisfied on the job through social interaction within the work group in which

people give and receive friendship.

4) Esteem Needs, involves the needs for power and status. These results in individuals

needing to feel important and receive recognition from other like promotion, award

and feedbacks from the boss which leads to feeling of self confidence, prestige and

self importance.

5) Need for Self Actualization; This highest need in Maslows hierarchy: it is the

desires to become what one is capable of becoming - to maximize ones potential

and accomplish something. In the organization, this may not be a promotion but

instead it may involve mastering ones environment as well as setting achieving

attainable goal

Marlows hierarchy of needs have been subject to considerable research.

Edwad Lawfer and J. Lloyd Suttle collected information on 187 managers in two different

organization over six (6) to twelve (12) months. Little evidence was found to support Malaws

theory that human needs form a hierarchy. However, they noted that there were two levels of

needs - biological and other needs. The other needs emerge only biological needs reasonably


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satisfied. They also found out that at higher levels, the strength of needs predominated, while

in other self actualization needs were strong.

Douglas T. Hall and Khalil Nougaim in another study did not find strong evident of the

hierarchy over a period of five years involving a group of managers. They found that as

managers advance in an organization, their physiological and safety needs tend to decrease in

importance and their needs for affiliation , esteem and self actualization tend to increase.

However, they insisted the upward and movement of need prominence result from upward

career changes and not from the satisfaction of lower order needs.

2.3.3. MCCLELLANS NEEDS THEORY

David C. McClelland identified three basic motivation needs which he classified as

the needs for power (N / PWR), Need for affiliation (N / AFF), and need for

achievement ( N / ACH), Considered research has been conducted on methods of

testing people with respect to these three types of needs and MaClelland and his

association have done substantial research on the need of achievement .All the three

derives power affiliation and achievement are of particular relevance to management,

since all must be recognized to make an organize enterprise work well. Because any

organized enterprise and every department involves group of individuals working

together to achieve goals, the need for achievement is of paramount importance.

How MaClellands Approach Applies to Managers

McClellands found the patterns of achievement but in large companies, chief executive

to be only average in achievement motivation and often stronger in derives for power

and affiliation.

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Managers in the upper middle level of management in such companies rated

higher than their president in achievement motivation. The question that is often asked

in whether all managers should rate high on achievement motivation. People who do

rate high tend to advance faster those who do not. But managing requires other

characteristics be sides achievement derives, every company should probably have

many mangers that posses fairly strong achievement motivation and also have a high

for affiliation for co ordination the effort of individual working in group motivation.

People who do rate to advance faster than those who do not. But managing requires

other characteristics besides

2.3.4 REINFORCEMENT THEORY

This theory development by B.f. Skinner and resulted in an area called positive reinforcement

or behavior is viewed as a consequence of past action and experience. Advocates of behaviour

modification suggest that punishment can enhance desired behavior. We learn from

consequences of our action how to behave in order to achieve positive rewards or to avoid

unpleasant outcome.

According to the law of effort, behavior that is rewarded tends to be repeated and behavior that

is punishment tends to be eliminated.

Although behavior modification programs typically involve the administration of both

rewards and punishment, rewards generally are emphasized because they are more effective

than punishment in influencing behavior.

Behavior modification theory asserts that if managers want to modify subordinates behavior,

they must ensue that appropriate consequences occur as a result of that behavior, they must


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ensure that appropriate consequences occur as a result of that behavior. As far as human

behavior is concerned, all theories mentioned above the contributed to understanding the need

for motivation in organization.

2.3.5 EXPECTANCY THEORY

The psychologist. Victor H. Vroom, explain this theory as how people are motivated to do

things to reach a goal if they believe in the worth of that goal and can see that what they do

will help them in achieving it.

A modern expression of what Martin Luther observed centuries ago when he said

Everything done in this world is done in hope. Vrooms theory is that people s motivation

towards doing anything will be determined by the value they place on the outcome of their

effort (whether positive / negatives), multiplied by the confidence they have, that their effort

will material did in achieving a goal. He also made the point that motivation is a product of

anticipated worth, an individual places on a goal and the chance he / she sees of achieving that

goal.

A person would have no motivation to achieve a goal if expectancy is zero or negative . The

force executed to do something also depends on both valence and expectancy, so a motive to

accomplish some might be determined by a desire to accomplish something. Example, A

manager might be willing to work hard to achieve a company s goal in marketing or

production for a promotion or pay valence.

2.4 MOTIVATIONAL TECHNIQUES

After the theories, the question may be meant for manger what motivational techniques should

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be used? Since it is so complex and individual there can be no single best answer. But the

following major motivational techniques can be seen.

a) Money

Earlier mention in relation to the carrot and the stick, money can never be overlooked as a

motivator. Whether in the form of wages, piece work any other thing that may be given to

people for performance, money is important. Money is often more than monetary value as

stated by some writers, it can also mean status or power. Economist and most managers tends

to place money higher on the scale of motivators, but if money is to be the kind of motivator that

it can and should be then managers must remember several thing like the following;

1) Money is more important to important who are raising a family, this is because

money is an urgent means of achieving a minimum standard of living, although it gets

higher when people become affluent. Example, a person that is satisfied with a small

houses and a low price car many now be able to derive the same satisfaction only from

a large house and a fairly luxurious automobile. Yet it is impossible to generalize in

these terms. For some people, money is of the utmost importances, whiles for others it is

not.

2) It is quite true in most business enterprise that money is used as a men of keeping on

organization adequately staffed and not mainly as a motivator.

Wages and salaries in most organization are made competitive within their industry

geographic area, etc. to attract and hold people.


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need for affiliation and acceptance, it gives people a sense of accomplishment. This does not

mean mangers weaken their positions. Although they encourage participation of subordinates

on mattes which can help them and listen carefully on matters requiring their decisions

which must be decided by them.

The best subordinates would not have it any other way but the few subordinates will have

respect for the weak superior.

c) Quality of working life (QWL)

One of the most interesting approaches to motivation which is a system of approaches to job

design and a promising development in a wide area of job enrichment, combined with the Scio

technical system approach to management.

QWL is only a very wide approach to job enrichment but also an interdisciplinary field of

inquiring and action combining industrial organization, psychology and sociology, industrial

engineering, organization theory and development motivation and leadership theory and

industrial relation.

There are hundreds of case studies, practical programs and a number of QWL centers,

primarily In the United States, Britain and Scandinavia enthusiastic support from a number of

sources, Managers have regarded as a promising means if dealing with stagnating

productivity in the world.

Workers and Unions representatives have also seen it as a means of improving

conditions, productivity and justifying higher pay.

Government agencies have been attracted to QWL as means of increasing productivity

reducing inflation, obtaining industrial democracy and minimizing labour disputes. It is not a


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surprise that QWL has been spreading fast in bigger companies or well managed companies

as General Motor, proctor and Gamble.

2.5 JOB ENRICHMENT

Analysis of motivation and research points to the importance of making jobs challenging and

meaningful which applies to managers and non managers. Job enrichment related to

Hertzbergs theory if motivation as a challenge achievement, recognition and responsibility

seen as a real motivator. This theory has led to a widespread interest in developing way to

enrich job content for non managerial.

Job Enlargement- It tries to make job more varied by removing the dullness associated

performance with performing repetitive operations. Simply enlarging an area of the job is by

adding similar tasks without enhancing responsibility.

Job Enrichment tries to build into jobs a higher senses of challenge and achievement. A job

may be enriched by the following:

1) Give workers more freedom in deciding about work methods. Sequence and pace/

acceptance / rejection of materials.

2) Encouraging participation of subordinates and interaction between workers

3) Taking steps to make sure those workers can see how their task contributes to a

finished product and welfare on the enterprise.

4) Giving people feedbacks on their job performance before their supervisor get it.

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5) Involving workers in the analysis and change of physical aspect of the work

environment such as layout of office or plant, temperature, lighting and cleanliness.

2.6 REWARD THAT MOTIVATION BEHAVIOR

Manager have long known that individual rewards, ie. Piece rate payments, sales

commission and performance bonuses that tie individual rewards to individual performance,

that can be effective motivator, if they fit the types or work performed.

Research shows that performance increase to 30% when incentives geared to reward

individuals to fit the situation, whiles incentives geared to reward groups increase to 18%

only.

2.7 INTEGRATION AND APPLICATION OF MOTIVATION

1) Performance definition

2) Performance facilitation

3) Performance encouragement

Performance Definition - what is expected to employees is continuous orientation towards

effectives job performance . The following are the three elements;

Goal setting : is an effective performance improvement strategy. It enhances

accountability and clarifies the direction of employee effort. At Hewlett Packard, for example,

the president comments The corporate goals ( concerning profit, customers, field of interest ,

growth , people management and citizenship) provide the basic framework for the


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management - by - objectives system which gives individuals managers a lot of freedom to

be entrepreneurial and innovative. The mere presence of goals however is not sufficient.

Measure; management must also be able to measure the accomplishment of goals. This is

where performance play a vial role, for he specify what fully successful performance means.

Goals such as make the company successfully are to vague to be useful.

Assessment, regular assessment of progress towards goals encourages a continuing orientation

towards job performance. If management takes time to identify measurable goals but fail to

do assessment, it is asking for trouble. This is so because., if there is no assessment of

performance on these goals, then the goals cannot motivate employees to improve their

performance. The goals only send negative message to employees regarding managements

commitment to the goals.

Performance Facilitation - Is responsible for the elimination of road block to performance. It

has there aspects; i.e. removing performance obstacles, providing the means and personal,

Improper maintained of equipment, delay in receiving supplies, poor physical design of work,

space and inefficient work methods are obstacle to performance e supportive task

environments, otherwise motivation will decline as employees become convince that

management does not care about getting the job done.

Adequate resources - similar problem can arise when management fails to provide

adequate financial, material or human resource to get a job done right. Such a strategy is self

defeating and excessively costly in the long run, for employees begin to doubt whether

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motivation to perform. Poor staffing procedures ( placing round page in square holes). Such

strategies results in over - staffing, excessive labour cost and reduce productivity.

Performance Encouragement, is the last key area of management performance. It have five

aspect i.e Value of rewards, amount of rewards, timing of rewards, likelihood of rewards, and

equity or fairness of rewards.

The value and amount of the rewards relate to the choice of rewards to be used. Managers

must offer rewards to employees (job re design, flexible benefits system, alternative work

schedules) that employees personally value. Then sufficient amount of reward must be

offered to motivate employees to put much effort receive it. How much is enough?

The timing and likelihood of reward are link between performance and outcomes.

Pay satisfaction involve perception of fairness or unfair, but their concepts are distinctly

different;

1. Fairness depend on comparison between rewards one received and ones

contribution to the organization, relative to some comparison standard. Such standards

might be;

a. Other, A comparison with other people within or outside the organization

b . Self; A comparison with ones own rewards and contribution at different time

and / or with ones evolving views of self worth.

c. System; A comparison with what the organization has promise.

These standards are used in varying degrees, depending on the availability of

information and on the relevance of standards to individuals. Fairness also relates to

employees understanding of their companys pay system. These who understand the

system consider it fair.


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2. Feelings of unfairness are adjustment in pay. Organization with carefully designed

policies needs only to ensure an action matches intensions. This makes it less

difference to employees perception of pay fairness.

But organization says one thing and do find pay injustice as one of their most important

products. It is even more important that every employee consider his / her pay to be fair with

room for improvement.

In formulating future human resource policies, management must,

a) Quite relying one employee indebtedness to encourage performance and father

consider what the organization owes to good performers.

b) Consider the context of performance and productivity problem.

c) Determine whether or not current human resource management policies and

practices really do motivate employees to perform their jobs better.

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CHAPTER THREE

METHODOLOGY

INTRODUCTION

This chapter is about the methods the researcher used in carrying out the entire research work.

The chapter highlights on the description on the population, sampling and method used dater

collection and analysis procedures.

POPULATION OF THE STUDY

This study consists of fifty - five (55) people. Ten (10) heads of department, seven (7) from

the Accounts department eight (8) from personnel department, 20 twenty people from the

packaging department and four (4) from warehouse section. The population was reasonable

enough for this work.

SAMPLING SIZE AND METHOD USED

From the total population of only (30) thirty people were had been taken as the sample sizes.

The departmental head s are those form the Accounts, production, personal department,

warehouse, packing and to material department. The method used for determine the sample size

for the research work is purpose sampling techniques. This methods was used in other to

come out with a logical conclusion from the research.


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DATA COLLECTION PROCEDURE.

Due to the limited time, the researcher used questionnaire published materials and interview

for the collection of information for the research work.

DATA COLLECTION PROBLEMS

The research encountered many problems during the collection of data for the research work.

The first set back enter the research encounter was financial. The money be used for thus

research was a problem i.e cash for transport action, printing.

The management in this company were reluctant to give information about the motivational

package for their worker with the view that the information with be leaked to outside or

competition I have to visit their office several times before getting access to the information

needed by assuring them that the information would kept confidential find for education

purpose only.

Also the time for research was so limited which limited researcher to get more vital

information for research work.

DATA ANALYSIS PROCEDURE

The researcher examination the questionnaires the information from interviews carefully,

edited them and book out the salient points for this research work. The reason for this was to

avoid immaterial point in the research work. A carefull resesarch was made on the impact of

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motiviation on productivity.

CHAPTTER

DATA ANALYSIS

This chapter analyses the data and information collected for the research work through

questonnaire, interviews and published mateiral. The analyses were done so that the reader of

this would understand and acquire more knowledge on the topic impact of motivation on

productivity.

SEX DISTRIBUTION

During the search work, the research realized that majority of the staff were male that is (20)

people which represented above 67% and the remaining 33% represented females in the

company. The information gathered shows that two thirds of the personnel in the company are

males and remaining one third are females.

The pie chart below present this information


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This information was obtained from the questionnaire and interview conducted.

STAFF SPECIFICATION

Majority of the personnel in the company were senior staff that is twenty three (23) of the total

population selected and (7) seven were junior staff. This means that the coca cola company

needed highly trained staff to undertake it production due to material used which should be

mix evenly to avoid nay hazard to the people who consume their product.

Senior Staff

Junior Staff

Source Questionnaire

Age Distribution

The information gathered on this issue showed that majority of the employees is between the

ages of 22 and 50 and the rest above fifty (50) years which represented 25%

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EDUCATIONAL BACKGROUND

Many of the employees have had higher educational background. From the various department

it was discovered that (2) two people had secondary education, (5) five of them are 0 leve

holders and (2) two A level holders, eight (8) are HND holders and 13 thirteen were Degree

holders (2) masters and I with an additional professional Certificate is

BELOW IS A TABLE OF THE ABOVE DATA.

Educational Background No. of Employees Percentages (%)

HND 8 27%

SSS 2 7%O Level Holders 5 17%

A level holders 2 7%First Degrees 13 33%

Masters 2 7%

Profession Certificate 1 3%

IN SERVICE TRAINING

The information gathered from the questionnaire indicated that many of the employees had

received in services training from the company. That represented 80% that (24) employee the

company. The reason being that they knew how to give out their service before being employed

into the company.

The training received were laboratory training, mixing packaging, bottling and warehouse

training, distribution techniques. Most of employee educational training to help them to be

abreast with the new technologies available. Due to rapid changes in the industry, the company

organizes in services training to employees every three months. Most of employees are


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motivated to give out their last due to training given to theme.

WORK SATISFACTION AND BENEFIT

The respondents from the interviews conducts and questionnaires distributed

had shown that majority of the employees were satisfied with the kind of work

they did. The preseason being that, they received Good Salaries and incentives like car loan,

education scheme for their children. Others also said there was co ordination of activities

that is the various departments which makes work easier for them. Due to the training given,

the outputs are satisfactory which help increase rapidly. Very small percentages were satisfied

with the work and benefits given to them. The reasons being low remuneration inefficient

work equipment and working under pressure. This represent only 15% of total population.

Some said there finger benefits but the facilities were not satisfactory.

RECOMBINATION OF EXCELLENCE AND ASSESSMENT

The information gathered for the research work revealed that majority of the employees said

management used promotion, increase in pay, and yearly award in assessing them.

Management reveled that using the above tools has increase production lately.When employees

are Award yearly for their performance it motivates them to work. About twenty (20)

percentage said they are not happy with the way management promote, increase pay two (two)

percentage left the question unanswered.

Sources : Question and interview

A person might not be gifted with a brilliant mind but can still enjoy an extraordinary successful

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career only when one adopts excellence a trade mark. Excellence is tool that can lead you to a

successful career. Some qualities which will help an individual or an employee to excel are

punctuality, Perseverance confidence accept responsibility witchingly.

PROBLEMS FACED IN DISCHARGING DUTIES

Some employees interviewed said that they faced a number of problems in the course of

discharging their duties. The research relished that there were inefficient working equipment,

lower

Salaries lack of recognition. Others also said they were not allowed to use their own in

initiatives.

Majority of employees faced frustration in the course of discharging their duties. They

complained about the short dead line period to submit their work.

Some of the employees complained that when they are frustrated it results in;

Poor quality work

Unwillingness takes responsibility

Lateness to work

Leaving Company which may lower the production of Co

Some of the measures suggested to reduce the frustration are:

Availability of baseline logistics

Financial Support


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Regular training of staff

Recognition of individual excellence

Good communication line

Better dispute resolution methods.

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CHAPTER FIVE

INTRODUCTION

The main reason for this chapter is for the research or to draw fair conclusion and make

recommendation on the study.

Primarily the objective study was to find out the nature of relationship between motivation and

its effect or production. The researcher drew relevant conclusions with reference to the finding.

SUMMARY

The study about the impact of motivation of productivity has been grouped into five chapters.

Chapter one was about the background statement which enlightens individual on the subject. It

continues with the problem statement which identifies the managements goal that they want to

achieve. The objective and significance of the study are also considered under the same chapter.

The chapter was about the definition of motivation and the various theories available.

The third chapter was bout methodology. This is about the descriptions of the project area,

sampling techniques used for this study and procedures for collecting the data. It also brought to

light the problems encountered during the data collection and lastly, the procedures used for data

analysis.

Chapter four elaborates on the findings of the research work. It described the motivation system

at the case study.


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CONCLUSION

Motivation is very essential in every aspect of life.

In an organization, motivation helps in the achievement of the overall goals of the company.

Productivity in increases when management is able to encourage its workers by meeting

their desires.

During the study, the research gathered that management used the following to motivate its

employees.

Increase in remuneration

Promotion

Training

Recognition of excellence.

Some of the problem faced by employees were inefficient working equipment like gloves,

Wellington boots, vehicle for transporting the product were in bad condition. The research

also realized that the employees were not allowed to use their own initiative but rather

following lies down procedures by management. Some complained that their excellence are

not recognized which does not encourage them to work more hours to increase productivity

which is sole aim of the company. ]

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RECOMMENDATION:

From the study, the following recommendation were made from the conclusion above.

In order to increase productivity, management should;

Allow free room to operate i.e management should not interfere in the employees

duties.

Management should improve the remuneration of their worker

More training facilities should be encouraged e.g Seminars conference

Measures should be taken to assess and recognize individual excellence.

Reasonable allowance should be given to employees to improve their moral.

There should be good condition for management and staff services.


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SCHOOL OF BUSINESS AND MANAGEMENT STUDIES

DEPARTMENT OF ACCOUNTANCY

QUESTIONNAIRE ON THE IMPACT OF MOTIVATION ON

PRODUCTIVITY.

A CASE STUDY OF COCA COLA COMPANY KUMASI.

Please tick the appropriate column where answers are provided.

1. Sex Male Female

2. Age _____________________

3. Staff specification Senior Staff

Junior Staff

4. SPECIFIED DEPARTMENT

Administration

Accounts

Warehouse

Production

Personal

Packaging

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5. Education Background

SSS HND Degree Masters

0Level A Level

6. Have your received any in services training since you were employed?

Yes No

7. If yes, what kind of training?

_____________________________________________________________________________

_

8.If No, what kind of training are you expecting?

_____________________________________________________________________________

9.What are fringe benefits provided by the Organization?

_____________________________________________________________________________

10.How does management recognize the individual excellence in the organization?

___________________________________________________________________________

11. Does management involves employees in decision making of the Company?

Yes No

12.How does it affect their moral _______________________________________________

13.Are you satisfied with the current wage rate at the Company?

Yes No

14.What problems you face in cause of discharging your duties in the Company?

___________________________________________________________________________


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15. Are you satisfied with the level of Production?

Yes No

16.If yes, what is the level of Production? ______________________________________

17.If No. what do you expect to be the level of Production? __________________________

___________________________________________________________________________

18.What do you think will motivate employees to increase Production?

____________________________________________________________________________

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BIBLIOGRAPHY

1. Frank E.Sal and Patrick A. Knight : Industrial / Organization Psychology

(1988).

2.Mc Clelland D. and Winter D. G: Motivating Economic Achievement

(1969) New York, Free Press

3.Maslow A. H. Motivation and Personality (2nd edition, 1964). New

York, Harper and Row

SAMPAH NOAMI

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