MOTIVATIONAL AND EMPLOYEE PERFORMANCE
ABSTRACT
This study established the relationship between motivation and employee productivity in selected restaurants within the food court of the University of Benin, Benin- City. Considering the broad objective of this study as well as the results from the findings of the study, it can however be concluded that motivation influences employee productivity. On a more specific note, it can be concluded that employees in the restaurants within the food court of the University of Benin (Uniben) pay little or no attention to working condition as a motivating factor. Employees in the restaurants within the food court of the University of Benin (Uniben) pay very high attention to remuneration and HRM policy as strong motivational factors.
TABLE OF CONTENTS
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study    -    -
1.2 Problem Statement    -    -    -    -
1.3    Research Aim And Objectives    -    -    -
1.4 Research Questions    -    -    -    -    
1.5 Research Hypothesis    -    -    -    -
1.6   Scope of the Study    -    
1.7 Significance of the Study    -    -
CHAPTER TWO: LITERATURE REVIEW
2.1 Conceptual Framework    -    -    
2.2 Theoretical framework    -    -    -
2.3 Integrated Model of Work Motivation    
2.4 Newer Theories of Motivation
2.5 Empirical Literature    -
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction    -    
3.2 Purpose of the research    
3.3 Research Design    -    
3.4 Sampling Procedure    -    -    -
3.5 instrument for Data Collection
3.6 Method of Data coaction    
3.7 Data Analysis    
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS DATA
4.1 Introduction    
4.2 Characteristics of the Sample    
4.3 Employee Productivity and Independent Variables    -
4.4:HO1-    -    -    -
4.5: HO2    -    -
4.6: HO3:    -    -    
4.7: Discussion of Findings    -    
CHAPTER FIVE:     SUMMARY, RECOMMENDATIONS AND CONCLUSION
5.1 Introduction    -
5.2 Summary of Findings    -    -
5.3 Contributions to Knowledge    -    -
5.4 Conclusions    -    -    
5.5 Recommendations    -    -    
Bibliography    -    -    -    -
Appendix I        
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Management and leadership are often thought of as the same thing. Although it is true that the most effective manager will almost certainly be an effective leader and that leading is an essential function of managers, there is more to managing than in leading. Managing involves doing a careful planning, setting up an organization structure that will aid people in achieving set goals and staffing the organization with people who are as competent as possible. The measurement and correction of people’s activities through controlling is also an important function of management. However, all these managerial functions accomplish little if managers do not know how to lead people and to understand the human factor in their operations in such a way as to produce desired results (Mullins, 1996). Motivation means incitement to move or inducement to act or move. In an industrial setting, it means to make a subordinate act in a desired manner in the interest of the organization or employer. To motivate, therefore, is to induce, persuade, stimulate and even compel an employee to act in a manner which may help in attaining organizational objectives. Motivation involves putting inputs that are necessary for changing the work, attitudes and behavior.
Hertzberg (1958) in his work, talked about what employees want, which will lead to satisfaction in the workplace. This implies that employees’ of labor should be concerned with two views of employee’s job attitude which make them happy and what pushes them to effectiveness and efficiency in productivity and conversely what makes them unhappy and causes job dissatisfaction which leads to low productivity or performance in their work place. It is therefore important to understand what employers are expected to do in order to help the organization achieve its aim. Eze (2008) stated that the easiest way of doing this is to make it possible for the workers to satisfy their own needs at least to a reasonable extent while they are working towards achieving the organizational objectives.
It is complex trying to understand human motivation. Sometimes a person’s motive may be clear to him but quite puzzling to others. In other incidences, both the individuals and those affected by his behavior understand what is driving him. In some situations, especially where stress is involved, the individual concerned may be totally unaware of his motives while others may see them quite clearly. It is, therefore, prudent for those in managerial and supervisory positions to be aware of these issues and to take into consideration their own prejudices in this area of their work. This is because our efforts to understand others are clouded by our attitudes towards them and the assumptions we make about their behavior. This research is necessitated by the complex nature of the aspect of motivation (Cole, 1995) Motivation includes the things that induce an individual to perform while motivators are the identified rewards or incentives that sharpen the drive to satisfy these wants. They are also the means by which conflicting needs may be reconciled or one need heightened so that it will be given priority over another. A business environment in which managerial performance is effective and efficient tends to breed a desire for high quality management among most or all managers and personnel. A motivator then is something that influences an individual behavior. It makes a difference in what a person will do, obviously in any organized enterprise (Mullins, 1996). Lack of motivation is usually expressed mainly in departure to pursue other careers that are more motivating and it is also seen in the low output in performance. Motivation is such a complicated subject because it deals with people and people are all different and have different attitudes and emotions and, different people are motivated by different things. What then leads to employees‟ poor performance, inefficiency and lack of professionalism? Studies have identified two ways in which motivation can be achieved
The management strategy: This also refers to the support that employees receive from the management. This entails the management styles and the motivational policies put in place to create a healthy competition among employees and also to motivate them to work harder. From this point of view, the effectiveness of the employees is determined by the way work is organized and the way people work together i.e. team work and team spirit.
The psychological conceptis the other aspect of employee motivation. This is sometimes referred to as psychological contract and it concerns whether the employee is satisfied with his or her career or not. Research has then been worsened by the poor remuneration due to the poor state of economy of our country and poor working conditions. The management can relieve some of the tension and anxiety associated with these jobs by understanding and being sympathetic to the employees and also by providing continuous education, training, upgrading skills and opportunity for self-development. The interaction of motivation and organizational climate not only underscores the systems aspect of motivation but also emphasizes on how motivation both depends on and influences leadership styles and management practice. Leaders and managers must respond to the motivation of individuals if they are to design an environment in which people will perform willingly. Likewise, they can design a climate that will arouse or reduce motivation.
1.2 PROBLEM STATEMENT
Overtime, there have been numerous questions as to whether motivation really enhances productivity of employees in an organization? Is there really a relationship between motivation and productivity? These questions are bought about by the concept of system soldering which is a situation whereby employees intentionally reduce the unit of output they can produce within a period.
Workers leave organization due to the fact that they are not motivated enough. Some are not willing to leave because they are enjoying some benefits in terms of promotion, which leads to increase in salaries and wages, bonuses and other incentives.
Bernard (1961), noted that the effectiveness of any organization depend on the efficiency of its workers. This efficiency, Bernard further noted, can only be guaranteed by striking a balance between inner will of an employee and external drive from the management.
Amarachukwu (1997) also noted that employees are the nerve centre of an organization. According to him, the effectiveness of a company is to a great extent determined by the efficiency and competence of its workers. Thus, the success or failure of any company depends on its workers.
In order to investigate the extent to which organizations motivate its workers or staff, why do they motivate their employees, the researcher is conducting a study about the problem to know if there is a relationship between motivation and productivity and how to if a system soldering can be eliminated in an organization with the use of motivational techniques.
1.4      RESEARCH AIM AND OBJECTIVES
The primary aim of this study is to understand the relationship between employee work motivation and employee’s performance. The study also analyzes the main motivation theories and approaches commonly used and followed. Knowing these approaches will allow the organization taking the decision about the type of motivation approach to be used effectively. In order to do so, the following objectives should be achieved:
•    To determine if there is a relationship between Remuneration and productivity
•    To determine if there is a relationship between Human resource management policy and productivity
•    To determine if there is a relationship between Working condition and productivity
1.4 RESEARCH QUESTIONS
•    Is there a relationship between Remuneration and productivity?
•     Is there a relationship between Human resource management policy and productivity
•    Is there a relationship between Working condition and productivity?
1.5 RESEARCH HYPOTHESIS
In the study, the following null hypothesis will be tested;
•    HO1: There is no relationship between Remuneration and productivity
•    HO2: There is no relationship between Human resource management policy and productivity
•    HO3: There is no relationship between Working condition and productivity.
1.6   SCOPE OF THE STUDY
This study is restricted to the relationship between motivation and productivity. Geographically, the area of research covered is the fast-food restaurants around Ugbowo. Thus, only the workers in the company will be used as sample for the study.
1.7 SIGNIFICANCE OF THE STUDY
The findings from this study will be beneficial to future researchers and scholars who may wish to conduct related research studies on the issues at stake as it will be a reference material for them. The research findings can be helpful to the various employees‟ unions‟ movements, which intervene in the dispute resolutions between organizations and employees. For example, where the reward systems are poor, the findings can equip them with the relevant information helpful to them during negotiations on employee welfare. Most organizations lack a clear HR policy especially where employee’s motivation is concerned. In formulating these policies, the organizations can benefit a great deal from the critical analysis of the factors influencing employee performance and the various theories of motivation and their interpretations.