CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
A major problem encountered by the management is to know what will motivate office professionals and its implementation. The question why people work is a controversial one because of the increasing complexity of industrialization in the society.
William (1984) opines that motivating staff does not end or stop at mere giving out of rewards and incentives but to be effective and consistence in maintaining the rewards system. Although, it has been the practice of most organizations to ensure that rewards provided are ones which are highly demanded and utilized, since the behavior and attitude put into production depending largely on the kind of rewards and incentives existing in the organization.
Porter and Lawler (1984) state that the first step in building effective reward practice is for the organization to ensure that rewards provided are ones which are widely desire by the office professionals on the day-to-day operation. This suggests that the reward and employer considers highly positive for certain office professionals may not be regarded by another set of office professionals in the same organization.
Eugene (2007) postulates that the first step towards achieving and maintaining the morale of the workforce lies in understanding the differencing factors which motivated individuals within a team. (i.e. some factors regarded as inspirational force to one team- member, may attempt to another team-member). This mean that there are many or numerous ways of determining factors that can highly motivate and influence the morale of office professionals but the most successful way is simply ask them what their desires are.
Mullins (1989) postulates that office professionals are experts of their own. The formal organization is now constantly changing with interested members and the individuals are central features of the organizational behaviors, and a necessary part of any behavioral situation, whether acting in isolation or as a part of a group, in response to expectation of the organization.
Productivity is the amount of output per unit of input (labor, equipment and capital). There are many different ways of measuring productivity. For example, in a factory productivity might be measured based on the number of hours it takes to produce a good, while in the service sector, productivity might be measured based on the revenue generated by an employee divided by his/her salary.
Productivity is a measure of the efficiency of production. Productivity is a ratio of what is produced to what is required to produce it. Usually this ratio is in the form of an average, expressing the total output divided by the total input. Productivity is a measure of output from a production process, per unit of input (Onasanya 1990).
Productivity is a process of combining various material inputs and immaterial inputs (plans, know-how) in order to make something for consumption (the output). The methods of combining the inputs of production in the process of making output are called technology. Technology can be depicted mathematically by the production function which describes the relation between input and output. The production function can be used as a measure of relative performance when comparing technologies.
Office professional is an occupation or vacation carrier where specialized knowledge of a subjects, field or science is applied. Office professional is a member of vacation founded upon specialized educational training. The term is used more generally to denote a white collar workers or a person who performs commercially in a field typically reserved for amateurs.
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