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WORKERS MOTIVATION AND ORGANISATIONAL PERFORMNCE IN NATIONAL CENTER OF ECONOMIC MANAGEMENT AND ADMINISTRATION

CHAPTER ONE

INTRODUCTION

1.1      BACKGROUND OF THE STUDY

The success of any business or organisation as a matter of fact depends largely on the motivation of the employees. Human resources are essential to the prosperity, productivity and performance of any organisation whether public or private. Motivation is the key to creating an enabling environment where optimal performance is possible. This leads to the question of how do we ensure that the individual motivation is at its peak within the organisation or workplace? Chapman, (2004). Every employee or worker has his or her own set of motivations and personal incentives that ginger 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 employer, is understanding and incentives Coy, (2000).

Employee incentive programmes go a long way towards ensuring employees feel appreciated cared for and deemed worthwhile. This can go a long way to help with employee motivation across the board. The greatest thing about motivation is that it is individualized as such programs are tailored to suit the needs and wants of employees. Motivation does not only encourage productive performance but also show employees how much the company cares. Perhaps the most vital impact of employee motivation is that of increased productivity or performance. This according to literature on the subject is the central aim of adopting employee motivational programmes thus, if you can increase employee motivation, productivity inevitably will follow suit Ryan, (2011). Employee motivation promotes workplace harmony and increased employee performance. It is the key to long term benefits for the company. Motivated employees means staff retention and company loyalty, which in the short run will give birth to growth and development of business Jishi, (2009).

Tertiary intuitions the world over, have the prime objectives of impacting knowledge through teaching, research and community services. To effectively deliver on these objectives, qualified and competent workforces are required. However, the performance of academic and non- academic staff is not only a function of ability (qualification and competence) but also of motivation, Jishi, (2009). Ngu (1998) contends that the two most important variables explaining employee performance are motivation and ability. He defines motivation as the enthusiasm and persistence with which a person does a task, while ability refers to task competence. Impliedly therefore, academic staff can only reach peak performance if they are adequately motivated assuming that the issue of competence is taken as given.In fact, it can be said that the public sector management has not seriously looked into the work attitude of public servant for example, the use of attitude survey. However, because attitude change over time based on experience the surveys ought to be continuously carried out to help the management to know the area of deficiency on their part that could bring about low productivity, I have observed that it is the limited importance attached to work motivation issue and techniques by the government and those in the relevant ministries that has over the years made public servant very uncommitted to their work.

Generally, that sense belonging and commitment necessary for maximal productivity which in the long run faster economic growth for the countries as a whole is missing. The external economic technological, technical and legal environments of organization in countries like Nigerian are also often characterized by low predictability. Some researchers in developing countries have stated that the indigenous work motivation theories need to address how to overcome such behaviours that are dysfunctional for organization. The following are the motivational factors considered to take up this study:

(a)  Cultural factors which includes; age, attitude of management to employees, cultural background and lack of commitment to work.

(b)   The Social factors as inability to provide adequate housing, inability to provide adequate medical care, inability to provide recreational facilities, limited social interaction between various grades of employees and inadequate leisure time.

1.2      STATEMENT OF THE PROBLEM

Logically, it can be said that workers are not involved in setting goals, making decision relating to their work, solving their work problem or even making work changes, which they are not motivated to increase their efficiency. Thus, there is no corresponding increase in their productivity. Lack if involvement in decision-making can also result in worker alienation from work place conditions that do not permit the exercise of freedom and controls. The situation grossly affects the attitude of the employees to their work, which indirectly affect the achievement of the corporate goals and objectives. In view of these situations it therefore becomes important to examine the extent to which the case of government parastatal is established solely for training and helping in policy formulation is affected either positively or negatively by the attitude of its staff to their work.

1.3   PURPOSE OF STUDY

The essence of this study is to find out why Nigeria, especially from the perspective of the public sector, does not fully accumulated knowledge of work motivation and what can be done in this context to improve organizational effectiveness and employee performance. The issue of likely cultural and social limitation that might be inhibiting the proper adoption of work motivation techniques would also be looked into.

1.4      RESEARCH QUESTIONS

1.  Why is the issue of motivation being incorporated into the parastatal?

2.  What effect does motivation has on the efficiency and productivity on the organization?

3.  What social factor limit or facilitate the adoption of work motivation techniques.

4.  How does the increase performance of the organization stimulate further result in production, which in turn stimulates further socio-economic growth for the wider society?

1.5     JUSTIFICATION OF STUDY

Work motivation is considered a basic psychological process, which explains why employees behave as they do in the workplace. Behaviour at work is dependent on both the personal characteristics of individuals and the situation in which they are working. It is important to note that behaviour is difficult to analyze and predict but it manifest itself and is affected by attitudes frustration.

1.6      SCOPE OF STUDY

The National Centre for Economic Management and Administration (NCEMA) is being used as a case study. The criteria for using this organization are the Issue of its being a good example of a public sector organization and secondly that it is a training center supposed to have impacts on policy formulation. By virtue of its being a training center, the issue of motivation within the center is very important and would be very education for the center. Motivation being addressed effectively if can result in slow progress in economic growth and development of a nation.

In fact, the slow progress in economic growth and development in countries like Nigeria said to be "developing countries" is largely attributed to the ineffective management oforganization primarily devoted to achieving development objectives. In Nigeria, the federal government manages most of such organizations, hence the greater part of our workplace are in the public sector and are the least motivated. Managing organizations for socio-economic development requires the effective utilization of three type of resources; the economic, material and human resource, these three human resources are the most critical, hence its effective utilization for productivity improvement should be the primarily concern of all organizations.