ABSTRACT

The purpose of this research was to investigate the impact of staff motivation on job performance. The Petroleum Training Institute, Effurun (PTI), Warri in Delta State, was chosen for the study to enable the researcher to compare and contrast and make general statement on staff motivation on job performance. In this study, two hypotheses were formulated and tested to guide the study (i) there is a relationship between staff motivation and job performance; (ii) the staff in PTI are more likely to be motivated by monetary incentives than any other incentives. The literature review comprised of relevant seminar papers, journals, unpublished texts and publishes textbooks, which helped strengthen the issues raised. Questionnaires were developed and administered to staff members of the PTI. One hundred and fifty questionnaires were distributed in the organisation. Out of the total retrieved, one hundred (100) were used for the analysis. Based on the data collected and analysed, it was found that regular promotion, conducive working environment incentives such as car loans, bonus for excellent performance, ownership housing scheme, high wage or salary and numerous others would all motivate staff to improve on their performance in the organisation. It was found that “high wage or salary” motivates the Nigerian worker more than anything else. It was so established that there is a positive relationship between motivation and job performance in the organisations; indicating that, though the motivational needs in the organisations varied in some aspects vis-a-vis the nature of the organisations, they all tended towards improved job performance the organisations. This is because, the analysis in the organisation showed a positive relationship in the hypotheses tested. Finally, the research results showed us the problems and circumstances militating against improved performance of jobs by staff in the organisation. Solutions were then recommended to enhance improved job performance and to obviate deterioration on job performance.

TABLE OF CONTENTS

Title Page i

Approval page ii

Dedication iii

Acknowledgement iv

Table of contents v

Abstract ix

CHAPTER ONE 

Introduction

1.1Background of the study 1

1.2Statement of the study 2

1.3Objectives of study4 

1.4Research question4

1.5Hypothesis 4

1.6Significance of study5

1.7Scope of study5

1.8Limitation of study5

1.9Operational definition of terms 6

CHAPTER TWO 

Review of Related Literature   

2.1Introduction 9

2.2Abraham H. Maslow’s Hierarchy Needs Theory 10

2.3Clayton P. Modified Need Theory (ERG) 12

2.4Herzberg Two Factor Theory 15

2.5McGregor Theory X and Y Theory 18

2.6J. S. Adam’s Theory 21

2.7Victor H. Vroom’s Expectancy Theory 24

2.8The Causal Chain and Motivation 28

2.9Motivation and Performance30

2.10Achievement Motivation 32

2.11Job Design 36

2.12Job Rotation 37

2.13Job Enlargement37

2.14Job Enrichment37

2.15Discipline40

2.16Leadership Style42

2.17Performance Appraisal 46

2.18Management By Objective (MBO) 50

2.19Compensation and Motivation 52

CHAPTER THREE  

Research methodology 

3.1Research design 57

3.2Area of the study57

3.3Population of the study58

3.4Sample and sampling technique 58

3.5Reliability and validity 59

3.6Data collection59

3.7Method of data analysis 60

CHAPTER FOUR 

Presentation and data analysis 

4.1Organisation of data 62

4.2Analysis of data62

4.3Data interpretation 67

4.4Results and discussion 70

CHAPTER FIVE

Summary of findings, conclusion and recommendations

5.1Summary of findings 71

5.2Conclusion71

5.3Recommendations72

5.4Suggestion for further studies73

References

Appendix 

Questionnaire