CHAPTER ONE
INTRODUCTION
- Background of the Study
Modern business managers operate in a dynamic and complex environment. The changes in the environment have been rapid and unpredictable in nature. Employees have been showing complex behaviours both in formal and informal organization, some organization have been applying different strategies to adopt to a dynamic and unpredictable business environment. Motivation of employee depends on the strength of their motives.
Robbins (2011), employee’s motivation is influenced significantly by relative rewards as well as absolute rewards. Whenever employees perceive inequity, they will act to correct the situation. The result might be lower or higher productivity, improved or reduced quality of output, increased absenteeism or voluntary resignation.
Productivity is very important in management because it is a reflection of management’s effectiveness and efficiency. Management should encourage productivity by making the employees to be aware of the reason behind the function they are performing and providing the support required to obtain a sustained effort. It is pertinent that the employees in any given economic unit differ in attitude, knowledge, skills, health and physical vigor’s. In the same vain, their productivity differs.
It is the function of the management to device ways and methods of encouraging higher productivity this can be accomplished through training and development, motivation and judicious use of the organizational favours.
More so, if the management can identify what the employees strive for which makes them work harder and better and which will make them put out their best efforts; there is no denial on the fact that certainties of increased output will likely lead to efficient performance. In addition, many managers do not appreciate the importance of performance evaluation and feed- back, these will lead to the employees’ frustration and low productivity. To encourage high productivity, it is essential that a system of reward must be designed that will equate (being equal) hard work and reward.
According to Rabey, (2011), motivation is an internalized drive that is more dominant in an individual at a given moment.
Rabey, argued that there is no way a person can be motivated by another person. the only thing a person can do to motivate a non- motivated person is to be in a position of creating an environment that is conducive enough to aid in that person’s realization by making a personal choice to respond to the inner drive. The ingredients that are necessary for getting people to be motivated are securely kept within one self and the only thing that is needed is for an individual to be able to unlock the secured door and gain access to the motivation within.
Porter and Miles, (2012), business have the power to directly impact staffers’ motivation through employees’ management practices collective bargaining is an evident of participation. Employees differ not only in their ability to work but also in their ability to motivate. It is the primary task of the management to create and maintain an environment which employees can work efficiently to realize the objective of the organization. Motivation then, is the process of arousing behaviour, sustaining behaviour in progress and channeling the behaviour in a specific course of action. It has been established that all behaviour except involving responses are goals directed, management can apply motivational theories of management in their attempt to direct the job behaviour of employees towards the goal of their establishment. Nwachukwu, (2013), according to him, motivation is that organizing force that induces or compels and maintains behaviour. Human behaviour is motivated and it is goal directed.
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