The attitude, zeal, productivity and performance of an employee in a work are directly proportional to the motivation, pay, remuneration or reward that is being received by the worker at the end of a particular job. This is as a result of the problem solving capacity of such reward, pay, remuneration or motivation to be received.
Given the assertions above, this research work is determined to evaluate the impact of remuneration on employee attitude and performance in selected organisations.
A total of one hundred (100) respondents were chosen for this work. They were drawn randomly from the different departments in their organisations including all categories of workers (senior staff and junior staff) cutting across all gender.
The instrument used for the study was a close-ended questionnaire that was designed by the researcher. It comprised of three (3) sections A, B and C. With regard to the scoring of responses, the first and second sections of the questionnaire need no score attached to it, since the information contained are preamble and bio-data of the respondents. The third section “C” were ranged from 5-1 point scale in the following pattern. Strongly agree – 5; Agree – 4; Strongly Disagree – 3; Disagree – 2; Don’t Know – 1.
The analysis of the data presented was extensively done with the statistical testing of the two (2) hypotheses formulated for the study and the result interpreted making use of Pearson Product Moment Correlation Coefficient.
Finally, the summary, conclusion and recommendations as well as limitations of the study were all highlighted in the last chapter of this research piece.
APPENDICES
CHAPTER ONE
1.1 INTRODUCTION
Good remuneration has been found over the years to be one of the best strategies any organization can adopt to increase their workers performance and the productivity.
Also, with the present global economic trend, most employers of labour have realized the fact that for their organizations to compete favourably, the performance of their employees goes a long way in determining the success of the organization, since good remuneration and motivation is directly proportional to employee attitude and performance.
On the other hand, performance of employees in any organization is vital not only for the growth of the organization but also for the growth of individual employee. Therefore, an organization must know who are its outstanding workers, those who need additional training and those not contributing to the efficiency and welfare of the company or organization. Also, performance on the job can be assessed at all levels
of employment such as: personnel decision relating to promotion, job rotation, job enrichment etc. And, in some ways, such assessments are based on objective and systematic criteria, which include factors
relevant to the person�s ability to perform on the job. Hence, the overall purpose of performance evaluation is to provide an accurate measure of how well a person is performing the task or job assigned to him or her. And based on this information, decisions will be made affecting the future of the individual employee.
Therefore, a careful evaluation of an employee�s performance can uncover weaknesses or deficiencies in a specific job skill, knowledge, or areas where motivation is lacking. Once identified, these deficiencies may be remedied through additional training or the provision of the needed rewards.
The view that specific rewards will encourage increases in production has not always been substantiated, even though management has often attempted to spur production by such offerings and has often attributed production increase to them. Throughout the years production has
increased for many reasons in addition to the particular motivation and has erroneously over simplified a highly complex phenomenon. Since then psychologists have been is especially concerned with understanding an individual through his motives and acquired a body of knowledge in this field that often differs from the layman�s
knowledge. It is necessary to review briefly, from the psychologist�s point of view what is known about motivation at the present time.
1.2 BACKGROUND OF THE STUDY
Job performance and employee attitude are the most important work outcomes and vital criteria that determine employee remuneration in organizations.
Campbell (1990) defined performance as a behaviour which consist of directly observable actions of a worker, and also mental actions or products such as answers or decisions, which result in organizational outcomes in the form of attainment of set goals.
Bailey (1982) cited in Rothwell and Kazanas (2003), gave a classic definition of performance as the result of a pattern of actions carried out to satisfy an objective according to some standard. Sturo, (2007) described performance as the extent of completion of the tasks that
make up an individual�s job.
According to Pattanayak (2005), the performance of an employee is his resultant behaviour on a task which can be observed and evaluated. It refers to the contribution made by an individual in the accomplishment of organizational objectives.
Performance is a multidimensional construct (Bates and Holton, 1995) and this leads to the conclusion that when evaluating and rewarding performance of individuals and teams, a number of factors have to be considered including both inputs (behaviour) and outputs (results) (Armstrong, 2012).
1.3 STATEMENT OF THE PROBLEM
As we all know, every action of an employee is propelled by the compensation, pay or reward to be earned within a specified period of such activity as agreed upon by the employer and the employee.
Also, depending on the quality of the proposed or targeted reward, an
employee�s performance and attitude towards the work at hand could be either greatly retarded or accelerated to a timely and creative conclusion as the case maybe.
1.4 RESEARCH QUESTIONS
1. Is there adequate remuneration scheme for employees in the organizations visited?
2. What is the level of employee motivation in the organizations visited?
3. How does employee remuneration affect attitude and performance?
4. Has remuneration any impact on employee attitude and performance?
5. Has the remuneration scheme any relationship with organizational productivity as a whole?
1.5 OBJECTIVES OF THE STUDY
Since life itself is all about needs and solutions to the needs for the main purpose of survival. Man has always indulged in activities, jobs and ventures that will provide enough reward(s) that will adequately cater for their needs as well.
These rewards in most cases and organisations are referred to as remunerations since they are mostly measured in monetary terms.
This research work is therefore poised to evaluate the impact of remuneration on employee attitude and performance in some selected organisations.
1.6 SIGNIFICANCE OF THE STUDY
The study when completed would be of great significance to upcoming researchers since the work piece is an outstanding educational material that in a detailed format discussed employee, employer relationship - all based on a remuneration perspective.
To educational institutions, it would be a great research material and a fundamental knowledge base resource to students and libraries.
1.7 STATEMENT OF HYPOTHESIS
Hypothesis One
Remuneration has impact on employee attitude and performance
Hypothesis Two
Remuneration has no impact on employee attitude and performance
1.8JUSTIFICATION OF THE STUDY
In the course of this study four different organisations from various
sectors of the Nations� economy were visited by the researcher and unbiased analysis of the collated data and information was done, all to ensure production of impeccable research report that would be used in reliable decision making whenever the need arises.
It is important for further studies to be carried out on this subject matter in order to do justice to all other factors not covered here.
Even with the constraints and limitations identified above, the ability to generalize the result of this study is not restricted since to a large extent the research work entirely dwelt on the subject matter specified.
1.9 SCOPE OF THE STUDY
The study covered formal organisations ranging from many sectors of the economy such as manufacturing, financial, agriculture and public
service on impact of remuneration on employees with respect to attitude and performance.
1.10 DEFINITION OF TERMS
Remuneration: Reward received after work mostly in monetary terms
Reward: Compensation gained after work. It can be in any form not majorly monetary but must be agreed upon by the parties involved
Motivation: A morale booster that propels one to do a job in the first instance
Employee: Someone rendering services to an organisation with the hope of receiving compensation for the work done with time
Productivity: Output of an organisation or employee
Employee performance: Expected output of a worker
NB: Please endeavour to add more keywords and terms from the contents of this work.
REFERENCES
Adams, J.S. 1965. �Inequity in social exchange.� Advances in experimental Social Psychology. New York: Academics Press. pg 264-300.
Ajila, C.O. 1997. Job Motivation and Attitude to Work as Correlates of Productivity Among Workers in Manufacturing Companies in Lagos State. Nigeria. Unpublished Ph.D Thesis submitted to the department of Psychology O.A.U Ile-Ife Osun State, Nigeria.
Akerele, A. 1991. �Role of labour in productivity.� Nigeria Journal of Industrial Relation, 5: 50-58.
Centres and O, Bugental. 1970. �Intrinsic and Extrinsic Job motivators
among different segments of the working population.� Journal of Applied Psychology, 50: 193-197.
Kulkarni, P. 1983. �Organizational Behaviour and Human Decision Processes. New Delhi: McCoy Hill.
