CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Motivation can be derived from the word “motive”. The meaning of “motive” is wants and

the desire of the person. So, employee motivation means the process in which an organization

fulfil the employees needs with rewards and bonuses, for achieving the organizations

objectives (Chaudhary and Sharma, 2012). Many organizations want to achieve the

employees‟ positive attitude towards work by promoting a win-win situation for both the

business and the employees.

Motivation is vast and ambiguous. A lot of factors create a series of desire in individuals; and

if not met, the way of life of the employees would be affected because their ego is involved.

Without the ability to feel stress, humans would not have survived. It is the challenge of

putting more effort in task given by the superiors. Most workers are easily motivated when

given difficult task and are given certain rewards that will make the workers do better,

(Ojeleye and Okoro, 2016).

All around the world, employee’s performance and productivity is essential to the

achievements of organizational goals and objectives. Consequently, they need to consistently

churn out and maintain a high level of performance for the organization to have any chance

of achieving success. As such, it is necessary to ensure that the conditions are right for them

to produce at optimum performances regularly (Sekiguchi, 2013).

Improving the organizational productivity, effectiveness and efficiency, are the major

objectives that every organization must pursue to survive in the corporative environment of

today that has become extremely competitive. This mostly depends on the the quality the

employee who must transform available inputs into needed outputs in order to achieve stated

objectives of the organization.

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To achieve this, the operations must possess the necessary knowledge, skill, competence

and abilities. The organization needs to find flexible proactive and well qualified

employees who will help the organization to meet their growing challenges of technological

advancement, market globalization, competitiveness and improved productivity that has made

manpower training and development a vital human resources practice which no manager can

ignore in the present scenario of the business world (Obiekwe, 2017).

However, productive workers increase the competency level of the organization, and assists in

achieving the organizational goals. The strategies for providing financial and non-financial

benefits to motivate the workforce need to be planned and properly introduced (Chiang and

Canter, 2008). A company could gain the corporate strategic benefit by retaining the best and

healthy team members who are highly productive and committed to the organization. Mainly

the success of an organization greatly depends on the quality of the people who work

together or individually to achieve organizational objectives. The level of their talents, skills,

knowledge, expertise, abilities and capabilities, lies on the quality of training and

development received by employees, (Nwachukwu, 2020).

Organizations are primarily operated to provide services and to make certain profits. It is the

profit that makes up for the sustenance of the business. Profit is a function of the performance

individually which is fuelled with motivation. The performance of the workers determines

how the prospect and organization is able to achieve its objectives and goals. The

performance of an employee is a function of motivation and ability. When you expect the best

from your employees, they will give you low performance in return, which was described by

Manzoni and Barsonx(2004), as a set-up-to-fail syndrome.

According to Burton (2019), many managers in business organizations in Africa have

complained that employees are displaying poor work attitudes at an alarming rate and are not

committed to helping organizations achieve their set goals and objectives. For all private

organizations and public organizations, motivation is an important element that is always

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used. Particularly in Nigeria, the level of competition in the business environment is

important for organizations to ensure that their employees are able to give their best

performances to help the organization gain an edge over their competitors (Muogbo, 2018).

In the telecommunications sector, the performance of employees is even more vital due to the

fact that it is a service industry. As such the level of employee performance is critical to

organizational sustainability in the telecommunications sector in Nigeria. However, most

managers in the telecommunications industry in Nigeria have struggled to motivate their

employees to give their best performances consistently.

Many people feel that they are not appreciated by their employers for their hard work,

which results to decreased motivation. Lack of motivation, communication, rewards and

feedback from employers can cause employees to feel rejected, reluctant and inhibits them

from performing their best. Improving productivity is a challenge that has grasped the

attention of employees by devising appropriate mechanism for motivating their workers.

1.2 Statement of Problem

In recent study the key to motivate employee’s changes on a daily basis the attempts to

develop a well fulfilled employee in order to enhance efficiency is and still remains an

important role of heads in every organization. Why? The reason is because a well-motivated

and stable workforce that is reliable, competent, productive and dedicated is the most volatile

asset of every organization.

In Abuja electricity distribution company, various concerns have been raised from the

employees on the fact that most of the employees are regularly and always on the move; they

no longer stay on the job that does not satisfy, motivate and inspire them. Ojokuku and

Sajuyigbe (2014) opined most electricity companies in Nigeria have failed to practice

employee participation as an employee motivation strategy which improves the decision

making of organizations. There is a need for workers to be adequately empowered for the

organization to maximize the employee efficiency.

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According to Olaoluwa (2016), what motivates employees change constantly. Fair salaries are

no longer strong enough as take-home pay to keep the employees of Abuja electricity

distribution company loyal as what motivates employees change constantly. According to

Linder (2004), he cited that motivating employees is the most challenging of all the roles of a

manager, as motivating employees is a never-ending task. In recent times, organization

needs to do more to ensure that they retain talent. Therefore, the key motive for this study

is to identify the relationship between effect of motivation and employee’s performance and

productivity in Abuja electricity distribution company.

1.3 Research Questions

The following research questions will be answered in this research work:

i. Does working environment as a factor motivate the performance of employees

in Abuja electricity Distribution Company?

ii. Does a financial package influence the performance and productivity of

employees in Abuja electricity Distribution Company?

iii. To which extent does poor relationship between superiors and sub- ordinate

impact employees’ productivity and performance in Abuja electricity

Distribution Company?

iv. What are the solution to the lack of motivation factors that hinders

performance and productivity among the employees in Abuja Electricity

Company?

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 1.4 Objectives of the Study

The general objective of this study is to examine the impact of motivation on

employee’s performance and productivity in Abuja Electricity Distribution Company.

The specific objectives include:

i. Analyze and identify the factors that help to motivate employees in terms

of environment in Abuja Electricity Distribution Company

ii. To examine the impact of financial motivation packages on employees

performance and productivity in Abuja Electricity Distribution Company

iii. To determine how the relationship between the superiors and sub- ordinate

influence performance and productivity of employees in Abuja Electricity

Distribution Company.

iv. To proffer viable solution to the lack of motivation factors that hinders

performance and productivity among the employees in Abuja Electricity

Company.

1.5 Research Hypotheses

The type of hypothesis used is the Null hypothesis, which will be used for this research

H01: Working environment does not significantly impact job performance and

productivity among employees of Abuja Electricity Distribution Company

H02: Financial benefits have no significant impact on employee’s motivation and

performance Abuja Electricity Distribution Company

H03: There is no significant relationship between superior and sub- ordinate impact

performance and productivity in Abuja Electricity Distribution Company.

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1.6 Scope and Limitation of the Study

The scope of this study covers the use of motivational packages that is used by the

company to motivate their staffs and how the workers see it as a way to work harder.

This research is mainly limited to the reviews of employees and it discusses the

impact of motivation on the perfoemcne and productivity of employees. This project

is limited to Abuja Electricity Distribution Company. This study is been handicapped

by other factors such as:

a) Time- This was one of the limitations in the process of carrying out this research

work

b) Fund- The cost of a thorough research cannot be afforded by a student. The price

for transportation and the gathering of materials needed had risen.

c) Data- Access to the data needed for this study is limited, due to the fact that

researcher have no or limited access to the company.

1.7 Significance of the Study

This is to help the industry to know how and when to motivate their staff, either by

behaviour, experience, etc. To provide an insight into how Abuja electricity

distribution company employees are motivated, provide knowledge of the relationship

between motivational factors and how it could aid management of the company to

better predict the behaviour in work situation. This will be useful to the management

of manufacturing company, researchers.

This also will help to examine employee’s efficiency and their possible effect on the

grounds of the company. It will also serve as a reference for students and other

researchers who may be interested in conducting more research of this sort. This

study will help the management of Abuja electricity distribution company to make

decisions that will benefit not only the organization but will inspire the workers to do
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better. Also, researchers and students will benefit from this study.

1.8 Operational Definition of Terms

Motivation: This is described as “those inner drives that activate or move an

individual to action”. In essence, it is what spurs an individual towards a desired

behaviour.

Productivity: The measure of the output of goods and services relative to resource's

available.

Performance: The extent to which an employee or group of employees have gone in

achieving the set goals or standards.

Intrinsic: Intrinsic motivation refers to behavior that is driven by internal rewards.

Extrinsic: Extrinsic motivation refers to behavior that is driven by external

rewards such as money, fame, grades, and praise.

Organization: A group of people who form a business ill order to achieve a particular

aim

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction.

This chapter presents the literature review on this research. It is centered on the

concept of motivation, forms of motivation, concept of employees‟ productivity,

productivity, stages of increasing motivation, effect of motivation on employees‟

productivity. Theories of motivation. This chapter also covers theoretical and

empirical review.

2.2 Conceptual framework

The following concepts were adopted in this study; such as concept of motivation,

concept of performance and concept of productivity respectively.

2.2.1 Concept of Motivation

These pin-points the contribution of other scientific disciplines and school of thoughts

towards the way in which motivation was conceptualized over time, and is understood

today. The word “motivation” is derived from the “movere” in Latin, meaning to

transfer. Motivation is the secret to containing the continuity of the job in a powerful

way in a successful organization and it is seen as a means of enabling the companies to

survive. Denhardt, R. B., Denhardt, J. V., and Aristigueta, M. P. (2008) defined

motivation as an internal state that causes individuals to act in a specific way to achieve

specific goals and purposes. Bratton and Gold (2007), defined motivation as a cognitive

decision-making process that affects the persistence of goal-directed behaviour and

direction.

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Boamah Richard (2014), described motivation as something that drives the individual to

action and continues the already initiated cause of action for him. Motivation is

something you want to achieve that channels you to do a particular thing. It is a need

oriented something you want to satisfy and there is an internal drive to go out and satisfy

such need. Motivation is, therefore, a desire to direct one’s behaviour towards a goal. It

deals with how the desire of individuals can be fulfilled in work situation.

According to business dictionary (2020), motivation is the internal and external factor

that stimulates individuals, the desire and energy to be constantly dedicated to a task or

issue, or to make an effort to achieve a goal. Motivation is commonly defined as what

explains why people or animals initiate, continue or terminate a certain behavior at a

particular time. Motivational states come in various degrees of strength. The higher the

degree, the more likely it is that the state has an influence on behavior. This is often

linked to forces acting from within the agent that result in goal-directed behavior

(deCharms, R. 1968).

One problem with defining motivation in terms of internal forces is that it is very

difficult to measure them, which is why empirically-minded theorists often prefer

definitions that are more closely linked to observable behavior. One approach is to define

motivation in terms of the flexibility of the animal's behavior, (ET Rolls, 2000). This

flexibility involves goal-directed behavior that changes as the animal learns through new

experiences. Rats, for example, can learn to traverse through complicated mazes in order

to satisfy their hunger. The feeding behavior of flies, on the other hand, is not flexible in

this sense. On this view, we are justified to ascribe motivational states to rats but not to

flies. Motivation is what explains why people or animals initiate, continue or terminate a

certain behavior at a particular time, (deCharms, R. 1968). Different scholars gave

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different definitions about motivation and how they see it as a means of increase in

productivity. In the likes of Fredrick Herzberg (1954), Abraham Maslow (1943),

Clayton AL defer (1969) and Douglas McGregor (1960).

Forms of Motivation

Motivation is the drive to satisfy a need and bring out that natural drive to do a good

job fully from within an individual. People are motivated by a variety of things and

the two types of motivation are:

i. Intrinsic Motivation:

Intrinsic motivation refers to behavior that is driven by internal rewards. In other words,

the motivation to engage in a behavior arises from within the individual because it is

naturally satisfying to you (Chaudhary and Sharma, 2012). This has to do with how

employees are rewarded internally, by performing to do better than they did before

because they feel satisfied by the outcome. Intrinsic motivation is effective because an

employee is completely satisfied with the work that they perform. This mostly has to do

with how they feel, their emotions. Intrinsic motivation has to also do with recognition,

achievement, responsibility and possibility of growth.

This behaviour involves engaging in an activity because you find the activity itself

rewarding. People do what they do because they love doing it. Any rewards that they

receive come second to the joy of completing the activity. Intrinsic motivation occurs

when people are internally motivated to do something because it either brings them

pleasure, they think it is important, or they feel that what they are learning is significant.

It has been shown that intrinsic motivation for education drops from grades 3-9 though

the exact cause cannot be ascertained. Also, in younger students it has been shown that

contextualizing material that would otherwise be presented in an abstract manner

increases the intrinsic motivation of these workers. This is the process of doing things

that we enjoy, not because we have to. Intrinsic means internal, inside one self; when one

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is intrinsically motivated, you enjoy a course of study or development, an interest solely

for the fulfillment of education and having fun.

ii. Extrinsic Motivation:

Extrinsic motivation refers to behavior that is driven by external rewards such as

money, fame, grades, and praise (Hershey and Blanchard, 2017). Extrinsic

motivation focuses on rewards that have to do with material things which include

promotion, salary, status, vacations, etc. Extrinsic motivation focuses on the reward

that you receive for completing an activity. The source of the product of the action

and not the action itself. Extrinsic motivators also cover the opposite side of the

coin. You may engage in a behaviour to avoid receiving a punishment. Extrinsic

driven by job activity stems from measurable incentives as salary and promotion.

When an employee is motivated to perform, learn and do something based on a highly

considered outcome rather than the fun, personal development, you are being

extrinsically motivated, Deci (1975). Extrinsic motivation comes into play when a

student is compelled to do something or act a certain way because of factors external

to him or her (like money or good grades).

Stages of Increasing Motivation

The stages of increasing motivation consist of five major components but grouped

into four according to Hackman and Oldham. According to them, amy job can be

described in terms of job dimension which are: skill variety, Task Identity, Task

Significance, Autonomy and Feedback. The strategies of increasing motivation of

workers is essential and is a scientifically structured job design which motivates the

employees for higher efficiency, productivity and generates job satisfaction than the

one designed on the basis of specification which should be introduced in job design so

that the needs of the employees for accomplishment, recognition, psychological

growth can be satisfied (Hackman and Oldham). These strategies include:

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i. Job Rotation: This is a form of accelerated experience to the normal working

situation aimed at developing existing knowledge and skills or acquiring new

experiences. It also comprises of movement of employees from one job to

another in order to reduce monotony by increasing variety.

ii. Job Enlargement: When a job is enlarged, the tasks being performed by the

same worker expands. Although it actually changes the pace of work and the

operation by reallocating tasks and responsibilities, job enlargement does not

increase the depth of a job.

iii. Job Enrichment: This is an addition of a greater task to a job with

increase in autonomy and responsibility. It involves increases in skill variety,

task identity, task significance, autonomy and feedback.

iv. Merit Pay: This refers to a performance-related pay which provides bonuses

or base pay increases for employees who hit the target or perform their jobs

effectively (Wikipedia).

2.2.2 Concept of performance and Productivity

Performance and productivity is the efficiency of production of goods or services

expressed by some measure. Measurements of productivity are often expressed as a

ratio of an aggregate output to a single input or an aggregate input used in a

production process, i.e. output per unit of input, typically over a specific period of

time. It is the measure of how well resources are brought together in an organization

and utilized for accomplishing a set of results, (Wikipedia, 2023).

Performance and productivity is a summary measure of job performance amount and

quality; taking into account the use of funds. It can be evaluated at the level of

individuals, groups and organizations. It can be articulated as achievement in the

effectiveness, performance and efficiency dimensions of organizations (Olusanya,

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Olumuyiwa and Ohadebere, 2012).

Employee productivity (also sometimes known as workforce productivity or labor

productivity), is an assessment of the efficiency of a worker or group of workers; it

has become a critical factor in the strength and sustainability of a company’s overall

business performance. The most common example is the (aggregate) labor

productivity measure, e.g., such as GDP per worker. There are many different

definitions of productivity (including those that are not defined as ratios of output to

input) and the choice among them depends on the purpose of the productivity

measurement and/or data availability. The key source of difference between various

productivity measures is also usually related (directly or indirectly) to how the outputs

and the inputs are aggregated into scalars to obtain such a ratio-type measure of

productivity. Types of production are mass production and batch production,

(Wikiquote, 2023).

Performance and productivity is a crucial factor in the production performance of

firms and nations. Increasing national productivity can raise living standards because

more real income improves people's ability to purchase goods and services, enjoy

leisure, improve housing and education and contribute to social and environmental

programs. Productivity growth can also help businesses to be more profitable.

Productivity measures that use one class of inputs or factors, but not multiple factors,

are called partial productivities. In practice, measurement in production means

measures of partial productivity. Interpreted correctly, these components are

indicative of productivity development, and approximate the efficiency with which

inputs are used in an economy to produce goods and services. However, productivity

is only measured partially – or approximately. In a way, the measurements are

defective because they do not measure everything, but it is possible to interpret

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correctly the results of partial productivity and to benefit from them in practical

situations. At the company level, typical partial productivity measures are such things

as worker hours, materials or energy used per unit of production.

There are various types of productivity that are being used. They include:

Labor productivity: In macroeconomics, a common partial productivity measure is

labor productivity. Labor productivity is a revealing indicator of several economic

indicators as it offers a dynamic measure of economic growth, competitiveness, and

living standards within an economy (OECD, 2012).

Multi-factor productivity: When multiple inputs are considered, the measure is

called multi-factor productivity. Multi-factor productivity is typically estimated using

growth accounting. If the inputs specifically are labor and capital, and the outputs

are value added intermediate outputs, the measure is called total factor

productivity, (Hulten, 2009).

Total productivity: When all outputs and inputs are included in the productivity

measure it is called total productivity. A valid measurement of total productivity

necessitates considering all production inputs. If we omit an input in productivity (or

income accounting) this means that the omitted input can be used unlimitedly in

production without any impact on accounting results.

Benefits of employee’s productivity

i. To shareholders and superannuation funds through increased profits and dividend

distributions

ii. To customers through lower prices

iii. To the environment through more stringent environmental protection; and

iv. To governments through increases in tax payments (which can be used to fund social

and environmental programs).

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 Drivers of employee’s productivity

i. Investment is in physical capital

ii. Innovation is the successful exploitation of new ideas.

iii. Skills

iv. Competition

v. Enterprise

Determinants of employee Productivity

The determinants of productivity in any industry can be divided mainly into two: (1) Human factors

and (2) Technical factors Human factors are:

i. Management style of an organization must not be autocratic if high performance and

productivity are to be achieved.

ii. Quality of employees: workers are needed to control, co-ordinate and organize

the work process. However, for high productivity to be achieved in an industry

the quality of the workers must be high in terms of level of education,

computer skills and other skills required to facilitate optimum productivity.

iii. For high productivity to be achieved in any organization, workers must be

well motivated in terms of prompt payment of salaries, good company

policies, leave and leave bonuses and corporative method of supervision.

The Technical factors includes the following:

i. Regular power supply will make production of goods and services to be steady and

reliable. This will go a long way to engender high productivity in the industrial sector.

ii. If the technology (equipment) used by workers are of high quality, the

productivity of such industry is bound to rise and vice versa.

iii. Plant size and capacity: If the size and capacity of an industry is big
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production will certainly be in large volume that can increase high

productivity as opposed to an industry with small size.

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 iv. Financial capacity of the organization: The financial capacity of an

industry will determine its level of industrial output and productivity.

v. For productivity of any industry to be high, the quality of raw materials

used in production process must be good.

2.2.3 Problem of employees Performance and Productivity

The problems facing productivity in Nigerian industries presently are enumerated below:

i. Low quality of Labour in Nigeria: we lack technical expertise. Majority of Nigerian

workers lack technical skills, hence, experts from abroad are relied upon to do some highly

technical systems.

ii. Absence of good technology: the level of industrial productivity in Nigeria is affected by

lack of technology.

iii. Lack of access to loans by many industrialists is a huge task where loans are made

available. In the view of this, the room for expansion to boost productivity becomes

problematic.

iv. Poor management style is another unique problem facing industrial productivity in Nigeria.

Capacity to control, motivate co-ordinate and lead appropriately is lacking in most cases.

v. Erratic power supply: this is another key problem that prevents regular production of goods

and services by many industries.

vi. It is still a thing of concern that in Nigeria, infrastructural facilities are insufficient.

vii. Employee‟s motivation is lacking in many Nigerian industrial organizations.

Sometimes, wages and salaries are inadequate and not paid as at when due

viii. Industrial conflict in work organization has become a perennial problem in

Nigeria. Some of these conflicts are manifested in forms of strikes, picketing,

fraud, absenteeism, etc.

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2.2.4 Effects of Motivation on Employees Performance and Productivity

There are various motivation theories that were propounded by different scholars in

the likes of McClelland (1988), Herzberg (1968), Alderfer (1972), Maslow (1946),

McGregor, Uri wick. They all have various specifics that all managers must and can

do to help their subordinates to become more self-actualized, because most of the

workers need a little push to do better. They are likely to work at their maximum

creative potential when their needs are met. They will agree by promoting a healthy

workforce, physiological skills and needs that in turn also increase their performance,

recognizing employees.

Theories such as equity have some major constraints for ways to encourage

individuals not to underpay, overpay and present results data in a comprehensive

and socially sensitive manner to even the score those that overpay some employees as

a useful technique to increase performance may later realize that when you overpay

one employee, you are underpaying all the others. As majority of workers feel

underpaid, their performance will be decreased, resulting in a net decrease in

production and a widespread of discontent.

Therefore, the manager should aim to treat all the workers fairly; and this

recommendation grows from studies showing that the judgment of equality on the job

by individuals go beyond just what their inputs are to their perception of how they

were decided to their sense of procedural justice. Justice and equity in salary

determination, to a large extent, put to rest all the traumas any individual or an

organization may experience, and that is extremely motivational enough to assess the

optimal usage of time and energy. It is possible for employees to be paid in ways

directly linked to their productivity such as incentive systems or bonuses.

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To motivate people to high-levels of performance, objective should be difficult but

measureable, achievable, specific and observable, with a specific date, set when

possible and accepted by employees. Employees who meet the organizations

objectives and goals should be rewarded through praise, pay increase, promotions etc.

2.3 Theoretical Framework.

This study employs the following theories to analyze the influence of motivation and

employees productivity. The theories under motivation are categorized into Need-

based theory, Hygiene theory, and Cognitive theory. The understanding developed

from these theories is used to better understand the nature of the factors relating to

motivation on employee’s performance and productivity.

2.3.1 Theories of Motivation

Research on motivation draws upon a series of analytical viewpoints. According to

Petri (1996), he said that there is a vast array of motivation theories that is based on

different methodologies to the sources of motivation, such as energy, inheritance,

cognitive processes, social interactions and motivation for growth. Although different

scholars gave different definitions about motivation and how they see it as a means

of increase in productivity. In the likes of Fredrick Herzberg, Abraham Maslow,

Clayton Aldefer and Douglas McGregor Motivation theories are mainly divided into

three groups depending on the specific approach implemented (Henley, McCarthy

and Baron, 2002).

Needs based theories refers mainly on the needs of humans and are ordered in

ascending priority. Hygiene theory refers to the context (environment) of the job are

called hygiene or dissatisfiers which are related to job dissatisfaction. They are

extrinsic factors. Cognitive theories do not focus directly on work as a potential

source of motivation, but rather on a cognitive basis, such as beliefs, values and
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thoughts which people use to make choices regarding their behaviour at work

(Schultz and Schultz, 1998). ERG believes that if the next need in the hierarchy

cannot be met, a satisfied need may remain the dominant motivator. McClelland

argues that people learn or acquire requirements based on the types of events they

encounter in their environment and culture, he also said that this theory is closely

related to or with learning theory. Drive and reinforcement theories are built on

behaviour.

2.3.2 Maslow’s Hierarchy of Needs Theory

This theory is one of the most popular and quoted motivation theories which belongs

to Abraham Maslow, which he propounded (Van Niekerk, 1987). Maslow's

hierarchy of needs is an idea in psychology proposed by Abraham Maslow in

1943, he published a paper in the journal Psychological Review titled "A Theory of

Human Motivation. Maslow further expanded the concept to include his observations

of people's natural curiosity. Many other theories of human developmental

psychology, some of which focus on describing the stages of human growth,

are similar to his. He then developed a classification system that began with society's

universal needs and progressed to more acquired emotions.. His theories, especially

the Blackfoot tribe's beliefs and philosophy, on which he spent many weeks before to

publishing his seminal thesis, may have had a significant influence on the hierarchy.

Maslow's hierarchy of wants is used to investigate how humans are innately

motivated to behave.

Maslow's hierarchy of needs is used to study how humans intrinsically partake in

behavioral motivation. Maslow used the terms physiological, safety, belonging and

love, social needs or esteem, and self- actualization to describe the pattern through

which human motivations generally move. This means that in order for motivation to

arise at the next stage, each stage must be satisfied within the individual themselves.

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Additionally, this hierarchy is a main base in knowing how effort and motivation are

correlated when discussing human behavior. Each of these individual levels contains

a certain amount of internal sensation that must be met in order for an individual to

complete their hierarchy. The goal in Maslow's hierarchy is to attain the fifth level or

stage: self-actualization. Maslow's idea was fully expressed in his 1954 book

Motivation and Personality. Maslow's classification hierarchy has been revised over

time. The original hierarchy states that a lower level must be completely satisfied and

fulfilled before moving onto a higher pursuit. However, today scholars prefer to think

of these levels as continuously overlapping each other. This means that the lower

levels may take precedence back over the other levels at any point in time.

Abraham Maslow’s theory is based on human needs and these needs are arranged in

order of hierarchy from the lowest to the highest based on his experience as a Clinical

Psychologist. Once a given level of need is satisfied, it no longer serves as

motivation to human being. Then the next higher level of need must be activated in

order to motivate man.

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Figure 1: Maslow’s Hierarchy of Needs

2.2.2 Herzberg Two-Factor Theory

Fredrick Herzberg‟s well-known and controversial theory of motivation was propounded

in 1954, and developed his work to determine the attitude of workers towards their jobs

(Gouws, 1995).

Maslow's earlier work was later expanded upon by a Psychologist named Frederick

Herzberg, who developed the Herzberg Motivation Hygiene Theory (Two- Factor

Theory). After performing a motivation research on 200 Accountants and Engineers

working in and around Western Pennsylvania, he came up with this notion.

Herzberg's theory is based on the premise that motivation comes from the job itself,

not from other external influences, and that the factors that lead to motivation are

22
those that lead to motivators are separate and distinct from those leading to job

dissatisfaction ( „hygiene maintenance‟ factors), (Herzberg, 1966). The hygiene

factors are put in a spectrum, from a state of disappointment, to no satisfaction, which

can be equated with the lower order needs of Maslow.

The jobs were dubbed "satisfiers" by Herzberg. “Motivators” are called “job

dissatisfies “hygiene or maintenance factors”. That is to say, those factors related to

job satisfaction are motivators or satisfiers. They are intrinsic factors that are related

to the content of the job e.g. achievement, recognition, the work itself, promotion,

responsibility, possibility for personal growth etc.

Motivators have a direct positive effect on the work situation, lead to improve

productivity. Aspects of the job such as level recognition, increased responsibility and

the opportunities for advancement and promotion, serves as motivators (Herzberg,

1966). Frederick Herzberg is another renowned motivation scholar. According to his

two factor theory, dissatisfaction results from the absence of hygiene factors which

include salary and relationships with others, while satisfaction results from the

presence of motivating factors such as job opportunities and recognition (Kinicki and

Kreitner, 2016).

No Satisfaction Satisfaction

Jobs that do not offer: Jobs offering:

Advancement Advancement

Achievement Achievement

Recognition Recognition

Stimulating work responsibility Stimulating work responsibility

Table 1: Human Motivation source: Van Nierkerk, 1987

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Dissatisfaction No dissatisfaction

Jobs with poor: Jobs with good:

Salary and Working condition Salary and Working condition

Company policies and Company policies and Administration

Administration

Technical supervision Technical supervision

Interpersonal relationship Interpersonal relationship

Table 2

Source: Van Niekerk, 1987.

The assumed independence of motivators and hygiene factors is a matter of some

controversy in the literature, and the theory in general has accumulated little empirical

support. Hygiene theory has shown great success in focusing more attention on the

importance on providing employees with work that is meaningful to them, (Spector,

2003).

2.3.3 McClelland’s Needs Theory

David McClelland‟s theory is referred to as the “Three-Need” theory, (Gouwa, 1995).

The theory is based on the position that achievement- oriented people share three

major needs, which are acquired through learning and experience (McClelland).

Because McClelland argues that people acquire wants by the kinds of events they

encounter in their environment and society, this theory is closely linked to learning

theory. People who acquire specific requirements behave differently than those who

do not, according to McClelland. Murray's three demands are the emphasis of his

theory: achievement, power, and affiliation. He assigned each of the three

requirements a unique code.

24
The need for Achievement (n/ACH): which is a behaviour directed towards

competition with a standard of excellence. It is the need or drive to excel and to

achieve something great relative to set standards and to struggle to succeed.

The need for Power (n/PWR): which centres on making an impact on others, the

urge to change other people and the desire to make a difference in life? It is also the

need to control others, influence their behaviour and also be responsible for them.

The need for Affiliation (n/AFF): which is the desire to maintain acceptance and

approval from others by establishing and maintaining friendly and warm relations

with other people which is similar to social needs of Maslow? This also refers to the

desire to establish and maintain a satisfying relationship with other people (Beach,

1980).

Figure 2: McClelland Human Motivation Theory

25
2.3.4 McGregor Theory X and Y

Douglas McGregor presented two distinct views of human beings based on

participation of workers in the work process. The first is negative, labelled Theory X

and the other is positive, labelled Theory Y. Theory X and Theory Y are known for

management and human motivation. The theories focused mainly on two distinctive

models of future motivation which is applied by managers in the management of

organizational growth, organizational communication, organizational behaviour and

human resources.

Theory X relates to strict monitoring and external punishment and provides value in

order to preserve the attention of the people at work. Relating to McGregor’s Theory

X inference, the workers really hate the task, but they are compelled to do it. Theory

Y emphasizes the employees‟ job satisfaction and gives the employees the power to

tackle the tasks creatively. McGregor‟s theory based on the theory of Maslow, it adds

a core idea: that the manager’s expectations regarding their workers will influence

their motivation.

Two alternate and extreme views of human beings are proposed in this theory:

Theory X and Theory Y. According to Theory X, the employee is viewed as mainly

negative, resist change and lazy. This Theory also viewed employees also as gullible,

not very sharp, self- centered, indifferent and indolent. This produces a controlled

environment with strict rules and punishment. Employees in such organization tend to

work less efficiently, generate assault and conflicts (Bolman and Deal, 1984). On the

other hand, Theory Y strives to maximize the employee‟s goals and efforts by giving

workers greater job autonomy. Theory Y, in contrast, reflects a more modern

approach to motivation, in that most people seen as keen to discipline themselves

in order to successfully complete the tasks allocated to them.

26
According to Theory Y, the employees are viewed to want to assume responsibility,

need for achievement and want their organization to succeed. The theory is trying to

explain how organizational man is seen to behave. Every worker shares the trait of

both Theory X and Y. Thus, man swings from one set to the other with changes in his

mind and motives in changing.

2.4 Empirical Review

Mayfield and Mayfield (2008) stated that a company has to analyze the objectives of

highlighting the factors that directly and indirectly motivate the staffs and impacts

their performances. It was found that improperly motivated staffs perform the tasks

abysmally, and this affects the business conduct. For a telecommunication company,

this is a negative factor that could directly impact the strategic goals and plans

defined by the company (Kaiser, 2013). Organizations in this dynamic globalized

world are continuously trying to develop and motivate their employees to help

achieve enhanced performance with various Human Resource applications and

practices (Abdul-Azeez, 2011).

According to a study conducted by Grant (2018), motivation imposes employee

outcomes for instance performance and productivity. He also established that

motivated employees are more oriented towards autonomy and are more self-driven

in contrast to less motivated employees. Further, motivated employees are highly

engaged and involved in their work and jobs and are more willing to take

responsibilities (Kuvaas & Dysvik, 2009).

27
Bloch (2014) investigated that the effect of job satisfaction on employee motivation

and turnover intensions. He collected the data from different organizations. He

collected the data on seven variables using questionnaire technique from 250 workers

he used correlation technique to find out the effect of variable (physical environment,

task design, reward and reinforcement, supervisory support and coaching, social

norms and organizational culture) on job satisfaction, employee motivation and

turnover intentions. He defined job satisfaction results increased motivation and

reduce turnover intentions.

Ali and Ahmed (2018) examined the impact of reward and recognition program on

employee’s motivation and satisfaction. The study was conducted from UNILEVER

companies. They collected the data on nine variables using the questionnaire

technique from 80 employees of UNILEVER. They used correlation technique to

find out the effect of nine variables (work content, payment, promotion, recognition,

working conditions, benefits, personal, leader or supervisor and general) on employee

motivation and satisfaction. They found the most significant factors which affect the

employee motivation and satisfaction are payment, promotion, working condition,

personal. They recommended that if more focused is placed on reward and

recognition it may have positive impact on motivation that enhances high level of

performance and retention.

Ramlall (2020) investigated the role of employee motivation theories and their

implication for employee retention within organizations. He collected data on seven

Variables using the questionnaire technique from 1070 workers, He used correlation

technique to find out the effect of seven Variables (needs of the employees, work

environment, responsibilities, supervision, fairness and family, effort and

employee development. He found the most significant factor which effect the

employee turnover is work environment supervision and employee development these

28
are the critical factors among the respective motivation theories and the

implementation for developing and enhancing the motivation level of employees and

developing employee retention practices whereas the effect of others variable is not

significant. He recommended that organization focus on these variables to enhance

motivation. He gave the special importance or significance within organization on

retaining its critical employees.

According to Lee (2021), plateau employees are likely to have higher labor turnover

because they want to advance their careers elsewhere in the environment. Studies

have shown that employee who have attained plateau have a high degree of intention

to quit due to reduced opportunity in the present organization (Yamamoto, 2016).

Robert Half International, Inc. conducted a study that examined why people leave

their jobs. The results showed that more often people leave for advanced career

opportunities and development and not necessarily for monetary factors such as

compensation (Johnson, 2004). Career development is important for both the

organization and individual. It is a mutual benefit process because career development

provides the important outcomes for both parties (Wright et al., 2005). It is an

effective way to enhance employee retention. Career development constitutes a

visible investment that the company makes in the worker, providing him or her with

new skills, and greater competencies and confidence. It often leads to work that is

more intrinsically rewarding.

Egwuridi (2011) also investigated motivation among Nigerian workers using a

sample of workers of high and low occupational levels. The hypothesis that low

income workers will be intrinsically motivated was not confirmed, and the

expectation that higher income worker will place a greater value on intrinsic job-

factors than low income workers was also not confirmed. This shows clearly the

extent of value placed on extrinsic job factors.

29
Another research carried out that is of interest to this study is that of Warr (2015).

Using 290 skilled and semi-skilled male and female paper workers, he examined the

connection between different employee attitudes, job satisfaction and work efficiency.

The study found that highly active workers who were intrinsically focused towards

their work did not demonstrate satisfaction with their work commensurate with

company evaluation of performance.

Zameer et al (2017), this study explores the Impact of employee’s performance of

beverage industry in Pakistan. The data for the current study was collected using a

structured questionnaire from five major cities in Pakistan. The findings of this study

examines that motivation plays a crucial role in the success of workers in Pakistan’s

beverage industries.

30
 CHAPTER THREE

METHODOLOGY

3.1 Introduction

In this chapter, the researcher listed the prepared design to be employed in

achieving the objective of this study. In essence, this chapter highlights the how, why

and what aspect of the research. The chapter is organized as follows; research design,

population of the study, sampling size and technique, source of data collection,

method of data collection, data collection instrument, data analysis method and

validity and reliability of data.

3.2 Research Design

Research design is the blueprint for collecting, measuring and interpreting data

required for the study. The descriptive survey was chosen considering the purpose of

the study, the research questions and the magnitude of the target population. It has an

advantage of producing good number of responses from a wide range of people, and it

can also be used with greater confidence with regards to particular questions of

certain interests to a researcher.

Descriptive survey is research for which its purpose is to produce an accurate

representation of persons, situations and events. The researcher will employ the

descriptive survey strategy for the study. The design was suitable for the study as the

study wants to examine the effect of motivation on employee’s productivity in the

telecommunication industry.

31
3.3 Population of Study

Population is the universe of unit from which a sample is to be selected. The research

focused on Abuja electricity Distribution Company. The total population of Abuja

electricity Distribution Company as of June 2023 is 3,379. It will consist of all

department heads available in the organization. The population of the study is 800

3.4 Sample size Determination

It is assumed that the sample size is the representation of elements in the total

population of study because the population of Abuja electricity distribution company

is very huge. Having simplified and known the population size of the research due to

mega constraint, Taro Yamane formula (1967) will be introduced to determine the

sample size based on the n percentile proportional division of the employees in

the company. And it is as follows:

n= Sample size

N= Population size

e= Margin of error/ proportion of sample error (0.05)

1= constant

Therefore:

n=N

1+ N (e)2

Where;

n = sample size = ?

N = population size = 800

e = proportion of sample error/ margin of error = 0.05 or 5% n = 800

32
1+ 800(0.05)2

33
n= 800

1+ (800x0.0025)

n= 800

1+ 2

n = 800

n= 267

Approximately the sample size is 267

3.5 Sampling Technique

For the purpose of this research work, the multi-stage sampling technique will be

used to get a true representative of the total population of the study. The stages are;

Stage I- There will be a purposive selection of( AEDC) for the study. The reasons for

choosing company are:

i. The company is into telecommunication and the need to evaluate motivation

on employee’s productivity.

ii. The need to examine motivation objectives of the organization whether they

are in line with what can improve employees' performance.

Stage II - Stratified sampling of workers into various groups,

departments and work units.

Stage III - For each stratum there would be random selection through balloting

method.

34
3.6 Source of Data

This research work will make use of primary data which will be used to conduct the

research. It will be collected through a well-structured questionnaire. It will consist

of open and closed end questions. It will consist of two parts; Part A covering the

general information of the respondent. Part B to D will pursue to answer the

research objective which is to discover the impact of motivation on employees’

performance and productivity in Abuja electricity Distribution Company.

3.7 Method of Data Collection

There are two methods of data collection namely:

Quantitative method that involves the use of questionnaire and qualitative method that

involves the use of interview. For the purpose of this study the quantitative method

would be used through the use of questionnaire.

3.8 Instrument of Data Collection

Data collection instrument are regarded as research tools. They are the methods of

data collection such as observation, document analysis, and so on. The data collection

instrument used for the study was Google forms. It was used to administer the

questionnaire.

3.9 Validity and Reliability of the Research Instrument

Validity measures the quality of an outcome of research if tested in reality. In other to

ascertain the validity of the questionnaire, the researcher was able to consult experts

in this line of study to know their view and also make necessary corrections in order

to ensure that the instrument was able to capture the appropriate data from the

respondents and the researcher also submitted the questionnaire to the project

supervisor.

35
Reliability is the ability to measure the degree in which the research tool gives result

that logically follows the previous, after being tried more than once. To increase the

reliability of the data, the test-retesting method was adopted in other to examine

whether the same response could be obtained from the same respondents who were

given the questionnaires but at different times. The instrument used for this research

is questionnaires.

3.10 Method of Data Analysis

The data collected will be analyzed with the use of descriptive analytical method would

be applied in this study. To achieve a valid analysis in the presentation and analysis of

the data collected

36
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.0 INTRODUCTION

The goal of this research was to look into the effects of motivation on employees‟

productivity on the Abuja Electricity company. This chapter deals with the

presentation of results which begins with the description of the bio-data information.

The objectives and hypotheses formulated for this study guided the arrangement of

the tables.

4.1 PRESENTATION OF DATA: DEMOGRAPHIC CHARACTERISTICS

Table 4.1.1: Demographic characteristics of the Respondents

Variable Frequency Percentage (%)

GENDER
Male 57 47.5
Female 63 52.5
TOTAL 120 100
AGE RANGE
21-30 years 46 38.1
31-40 years 22 18.6
41-50 years 37 30.5
51 years and above 15 12.5
TOTAL 120 100
MARITAL STATUS
Single 49 40.8

37
Married 31 25.8
Divorced 13 10.8
Widowed 16 13.3
Separated 11 9.2
TOTAL 120 100
ACADEMIC
QUALIFICATION

SSCE 9 7.5
OND/HND 9 7.5
B.Sc 39 32.5
MBA 20 16.7
M.Sc 27 22.5
Phd 13.3 13.3
TOTAL 120 100
UNIT/DEPARTMENT
Acct 18 15.0
HRM 15 12.5
Marketing 28 23.3
Sales 8 6.7
Others 51 42.5
TOTAL 120 100
LENGTH OF SERVICE
Less than 5 years 41 34.2
6 – 10 years 44 36.7
11 years and above 35 29.2
TOTAL 120 100
LEVEL
Senior staff 64 53.3
Junior staff 38 31.7

38
Management staff 18 15.0
TOTAL 120 100
EMPLOYMENT STATUS
Permanent 86 71.7
Temporary 34 28.3
TOTAL 120 100
Field survey, 2024

The table reveals the gender distribution of the respondents. It is shown that 47.5% of the

respondents are male while 52.5% of the respondents are females. This implies that majority

of the respondents are female. The table above shows the age distribution of the respondents.

38.1% of the respondents were 21-30 years of age, 18.6% of the respondents were 31-40

years of age, 30.5% of the respondents were 41-50 years of age and 12.7% of the respondents

were 51 years and above. This shows that majority of the respondents are aged between 21

and 30 years

The table above reveals 40.8% of the respondents are single, 25.8% of the respondents are

married, 10.8% of the respondents are divorced, 13.3% of the respondents are widows while

9.2% of the respondents are separated. This denotes that majority of the respondents are

single

From the table above, 22.5% are MSC certificate holders, 16.7% are MBA certificate

holders, 32.5% are BSC certificate holders, 7.5% are OND/HND certificate holders, another

7.5% are SSCE certificate holders and 13.3% are PHD certificate holders. This connotes that

most of the respondents are B.Sc. holders.

The table above reveals 15% of the respondents work in the accounting department, 12.5%

work in the human resources department (HRM), 23.3% work in the marketing department,

6.7% work in the sales department and 42.5% of the respondents work in other departments.

The result shows that other department consist the largest department The table above reveals

that 34.2% of the respondents have worked with the company for less than five years, 36.7%
39
have worked there for 6-11 years and 29.2% have worked there for more than 11 years. This

shows that most of the respondents have worked for 6-11 years.

The table above indicates the following, 31.7% are junior staffs, 15% are management staff

and 53.3% are senior staffs in the company. This implies that majority of the respondents are

senior staffs in their departments. The table above indicates the following, 28.3% are on

temporal employment and 71.7% are permanently employed in the company. This signifies

that there are more permanent staffs.

4.2 Analysis of Research Questions

Section B: Analysis Based On Research Questions: Factors That Help Motivate The

Workers In Terms Of Environment.

Table 4.2.1: Which factor helped to motivate the employees in terms of environment?

Frequency Percentage

Leadership style 34 28.3

Reward system 30 25.0

Organizational climate 30 25.0

Structure of the work 26 21.7

TOTAL 120 100

Field survey, 2024

The table above shows the opinion of my respondents, 21.7% chose structure of work, 28.3

chose leadership style, 25% chose reward system and 25% selected organizational climate.

According to the data, leadership style helps to motivate the employees in term of

environment.

40
Table 4.2.2: The factors that help motivate the employees in terms of the environment has

helped to inspire the employees.

Frequency Percentage

Yes 114 95.0

No 6 5.0

TOTAL 120 100

Field Survey, 2024

The table above shows the opinion of my respondents, 95% of the respondents agreed and 5%

of the respondents disagreed. This insinuates that more than majority of the respondents

agreed on the factors that have helped to inspire employees.

Table 4.2.3: Has motivation helped the employees in any way?

Frequency Percentage

Yes 78 65.0

No 42 35.0

TOTAL 120 100

Field Survey, 2024

The table above shows the opinion of my respondents, 65% of the respondents agree that

motivation has helped the employees, while 35% of the respondents disagreed. This means

that more than half of the respondents agree that motivation has helped them.

41
Table 4.2.4: Which of the forces of motivation has helped?

120 100
Frequency Percentage

Intrinsic 62 51.7

Extrinsic 52 43.3

None 6 5

TOTAL

Field Survey, 2024

The table above shows the opinion of my respondents, 43.3 % believe the extrinsic forces of

motivation has helped, 51.7% of the respondents believed the intrinsic forces of motivation

has helped, while 5% believed none of forces has helped.

Section C: Motivation Packages That Are Being Used Relating To Financial Benefits.

Table 4.2.5: How are employees compensated for motivational purposes?

Frequency Percentage

Increase in salary 36 30.0

Bonuses 64 53.3

Vacations 20 16.7

TOTAL 120 100

Field Survey, 2024

The table above shows the opinion of my respondents, 53.3% of the respondents believes

bonuses are a form of compensation for motivational purposes, 30% believe increase in

salary serves as compensation for motivational purposes while 16.7% believe vacation can

also serve as compensation for motivational purposes. This implies that bonuses are a good

form of compensation.

42
Table 4.2.6: Does the packages increase the productivity of the workers?

Frequency Percentage

Yes 87 72.5

No 33 27.5

TOTAL 120 100

Field Survey, 2024

The table above shows the opinion of my respondents, 72.5% of the respondents agree that

the packages increase productivity, while 27.5% of the respondent disagrees. This signifies

that the packages increase productivity.

Table 4.2.7: Which form of motivation is more common in the organization?

Frequency Percentage

Intrinsic 83 69.2

Extrinsic 37 30.8

TOTAL 120 100

Field Survey, 2024

The table above shows the opinion of my respondents, 69.2% of the respondents were of the

opinion that the intrinsic form of motivation is common in the organization, while 30.8%

believed the extrinsic form of motivation is common in the organization. This implies that

intrinsic is more common.

Table 4.2.8: Are the benefits meaningful to the employee’s needs?

Frequency Percentage

Yes 114 95.0

No 6 5.0

TOTAL 120 100

Field Survey, 2024

43
The table above shows the opinion of my respondents, 95% of the respondents agreed that

the benefits were meaningful, while 5% disagreed. This connotes that employees enjoy the

benefits.

SECTION D: Relationship between the Superiors And Subordinate Affects Productivity in Abuja

Electricity Distribution Company?

Table 4.2.8: Does the relationship between superior and subordinate affect industry

performance?

Frequency Percentage

Yes 65 54.2

No 55 45.8

TOTAL 120 100

Field Survey, 2024

The table above shows the opinion of my respondents, 45.8% disagreed and 54.2% agreed.

This implies that the relationship affects productivity in both positive and negative ways.

Table 4.2.9: Does relationship between the superior and subordinate change?

Frequency Percentage

Yes 55 45.8

No 65 54.2

TOTAL 120 100

Field Survey, 2024

The table above shows the opinion of my respondents, 54.2% agreed, 45.8 disagreed.

This signifies that the relationship changes constantly as change is inevitable and it can be

right or wrong.

44
Table 4.2.10: In which area has the relationship between them helped productivity?

Frequency Percentage

Communication 37 30.8

Assessments 14 11.7

Rewards 19 15.8

Teamwork 45 37.5

None 5 4.2

TOTAL 120 100

Field Survey, 2024

The table above shows the opinion of my respondents, 37.5% chose teamwork, 15.8% chose

reward, 11.7% chose assessments, 30.8% chose communication. This infers that teamwork is

important to improve productivity.

Table 4.2.11: Has the relationship between the superior and subordinate affected the

productivity of every individual in the organization?

Frequency Percentage

Yes 55 45.8

No 65 54.2

TOTAL 120 100

Field Survey, 2024

The table above shows the opinion of my respondents, 54.2% of the respondents disagreed,

while 45.8% agreed. This implies that relationship between superior and sub-ordinate has

no effect on productivity.

45
4.3 Hypotheses Testing.

Table 4.3.1: Hypothesis One:

H0: Working environment does not significantly affect job productivity. H1: Working

environment significantly affect job productivity.

Correlations

Working Job productivity

environment

Spearman‟s rho Working Correlation 1.000 0.715**

environment coefficient

Sig (2-tailed) .000

Job productivity Correlation 0.715** 1.000

coefficient

Sig (2-tailed) .000

N 120 120

Source: Field Survey 2024

The result above indicated that there is a strong positive correlation between working

environment and job productivity with correlation coefficient “r” being 0.715.

Therefore, the relationship or association between the work environment and

employees‟ efficiency is strong which means a favorable work environment will

increase job productivity and vice versa. Also, the significant value (sig 2- tailed)

“0.00” is lower than the p-value (p-value = 0.05). This implies that the strong
46
 relationship observed between the two variables is significant. Hence, null hypothesis

is rejected, while alternative hypothesis is accepted. That is, there is a significant

relationship between relationship working environment and job productivity.

4.3.2 : Hypothesis Two

Ho: Financial benefits have no significant effect on employees‟

motivation

H1: Financial benefits have significant effect on employees‟ motivation.

Correlations

Financial Employees‟

benefits motivation

Spearman‟s Financial Correlation 1.000 .904**

rho benefits coefficient

Sig (2-tailed) .000

Employees‟ Correlation .904** 1.000

motivation coefficient

Sig (2-tailed) .000

N 120 120

Source: Field Survey 2024

Similarly, researcher examined whether there is significant relationship between financial

benefits and employees‟ motivation. The result above indicated that there is a very strong

positive correlation between financial benefits and employees‟ motivation. The coefficient “r” is

0.904 and the significant value (sig 2- tailed) “0.000” which is lower than the p-value (p-value =

47
0.05) and this indicated a significant strong positive correlation. On this basis, null hypothesis is

rejected, while alternative hypothesis is accepted. The findings indicate that the financial benefits

like increase salary/wages, bonuses and incentives had strong influence on employees‟

motivation.

4.3.2 Hypothesis Three

Ho: There is no significant relationship between superior and sub- ordinate

productivity in Abuja electricity distribution company

H1: There is significant relationship between superior and sub-ordinate productivity

in Abuja electricity distribution company

Correlations

Superior Sub-ordinate
productivity productivity

Spearman Superior Correlation 1.000 .885**

productivity coefficient

Sig (2-tailed) .000

Sub-ordinate Correlation .885** 1.000

productivity coefficient

Sig (2-tailed) .000

N 120 120

Source: Field Survey 2024

This hypothesis was intended to verify whether there is a significant relationship

between the superior and sub-ordinate productivity in Abuja electricity distribution

company . The above table showed the result of Spearman’s correlation and it indicated

that there is a strong positive correlation between superior productivity and sub-ordinate

48
productivity as the correlation coefficient “r” was 0.885. The significant value of the

relationship was “0.00” at 5% level of significance. That shows that the higher the

superior productivity in the workplace, the higher its subordinate productivity as well

and vice versa. Alternative hypothesis is then accepted and null hypothesis is rejected.

4.4 Discussion of Findings

Motivation and productivity are linked together. The long-held proverb in

administration circles that well-motivated employees who has been given enough

benefits will give his or her best to produce maximally and has recently come under

heavy valuation (Solomon, Hashim, Mehdi and Ajagbe, 2012). arguments have been

brought forward range from those who argue that money is not an effective means of

increasing productivity, to those who believe that job security and non-fiscal

rewards are better effective as a means on encouragement in an effort to increase

productivity, (Popoola,2013).

However, this study found that employees are more motivated by higher pay, good

leadership styles while they are easily demotivated by an unfit reward system. This

study is of the opinion that higher rewards will lead to enhanced motivation which

will make impending high productivity a possibility which is in agreement with the

positions adopted by Mbah and Ekechukwu (2016).

According to Nel (2011), intrinsic incentives such as acknowledgement, input,

opportunities lead workers to greater productivity and motivation than extrinsic rewards

like salary. This study sought to determine the effect of motivation on employees‟

productivity in telecommunication industry. The study collected data from 120 staff

members of Abuja electricity Distribution Company. The Socio-demographic statistics

collected showed that female respondents (52.5%) are slightly higher than their male

counterpart. Greater proportion of the respondents fall below the age of 21-30years, this

implies that most of the staff of Abuja electricity Distribution Company are youthful and

49
full of energy, which might be since older staff are being laid off or they are leaving for

greener pastures.

Over Eighty-five percent of the respondents have minimum of University degree or its

equivalent with sizeable of them having postgraduate degrees. This implies that the

respondents are well knowledgeable and learned, therefore, information supplied by

them can be confidently said to be reliable. Also, about 80% of the respondents

belong to senior, administrative, or management staff categories. Also, Ngui, Mukulu

and Gachunga (2014), established that both financial and no -financial rewards can

combine to enhance firm productivity, which is consonance with the overall findings

of this study. Also, the data made us realize that intrinsic forces of motivation has

helped in motivating employees. In this study the data made it clear that they are

various ways employees are compensated for motivational purposes and it can be in

form of salary increase, bonuses, vacations etc.

However, the research data made it known that the relationship between superiors and

subordinate exist in the organization ad it affects the organizations performance. Also,

this relationship changes from time to time and these changes may affect

communication in the organization and also affects work relationship between both

parties. This existing relationship has helped improve productivity in the

organization.

50
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Introduction

This section entails summary, conclusion and recommendation for the effect of

motivation on employees‟ productivity in an organization.

5.2 Summary

This study focused on the effect of motivation on employees‟ productivity in

Abuja electricity distribution company. The study adopted a descriptive design

aimed at assessing the effect of motivation on employees‟ productivity among

120 responses of Abuja electricity distribution company. The study reviewed

extensive literature on the concept, under the study and pinned the theories of

motivation (Maslow‟s hierarchy of Needs theory, Herzberg‟s Two Factor

theory, McGregor‟s Theory X and Theory Y and McClelland‟s learned

theory). The study setting was Abuja electricity distribution company. Self-

administered questionnaire with the use of Google forms was a dministered to

the respondents. The research focused on three objectives, comprising;

i. Analyze and identify the factors that help motivate workers in terms of

environment,

ii. To examine the effect of financial motivation packages that are being

used to motivate employees.

iii. Determine how the relationship between the superiors and sub-

ordinate affects productivity in Abuja electricity distribution company.

Based on the above stated objectives and the study carried out, the following
51
findings were made:

i. Abuja electricity distribution company motivates its employees and has

various methods of doing so. This has helped in boosting the

employee‟s morale and increase companies‟ productivity.

ii. The intrinsic forms of motivation are been used in the company as form

of motivating its employees.

iii. The relationship between superior and subordinate exists in the

organization and this relationship changes from time to time. Also, the

existing relationship has helped has helped improve the productivity of

Abuja electricity distribution company

iv. The reward system of i Abuja electricity distribution company s good

and captivating according to the responses gathered

v. The relationship among the superior and sub-ordinate affects

productivity.

vi. Employees are always ready to move whenever they get a better offer

with improved incentives and better satisfaction.

vii. Leadership styles, Organizational climate and Reward system has proved

to motivate the employees in terms of environment.

5.3 Conclusion

The main purpose of this study was to assess the effect of motivation on

employees‟ productivity in an organization Abuja electricity distribution

company. The staffs of company were selected for the study. Three research

questions guided the study and they are as follows:

52
 i. How does working environment as a factor motivate workers?

ii. What effect does the financial motivation packages that are being used

motivate workers?

iii. To which extent does poor relationship between superiors and sub-

ordinate affect workers‟ productivity in Abuja electricity distribution

company?

In this study, a survey research design was adopted, the population comprises

of staffs members of Abuja electricity distribution company and a

questionnaire was the instrument for data collection. Relevant literatures were

reviewed which guided the objectives and methodology of this study. As

result of the field study and analysis of results, the following findings were

made: Abuja electricity distribution company is committed to motivating its

workers and use a variety of approaches to accomplish so. This has

assisted in improving employee morale and increasing the productivity of

businesses in the process. When it comes to inspiring workers, the intrinsic

sources of motivation are being utilized by the business. In any organization,

there is a connection between a superior and a subordinate, and this

relationship shifts and evolves from time to time. Additionally, the existing

connection has aided in the improvement of Abuja electricity distribution

company overall productivity.

5.4 Recommendation

Based on the findings of this study, the following recommendations are

made:

53
i. Abuja electricity distribution company should investigate other

kinds of motivation and put them to use in order to determine

whether or not they are effective in inspiring workers.

ii. The study further recommends that organizations should continue

providing benefits to all employees not withstanding their status as

it will influence productivity

iii. Additionally, they should investigate different incentive packages

to utilize in paying the workers, since this will encourage the

employees to work even more diligently.

iv. Adequate training in terms of seminar and workshop should be

organized for all staffs to update their knowledge, motivate and

increase productivity.

v. Appreciation, Comprehension and Recognition for a job well- done

should be considered as a means of high esteem and it will boost

their morale motivate them to do better.

vi. In addition, the organization should plan corporate getaways for its

employees to enjoy. Additionally, this retreat helps to strengthen

the connection between superiors and subordinates in the business

and provides an opportunity to evaluate the overall performance of

the organization.

vii. Awards and recognitions should be given to those workers who are

deemed to be excellent team players.

viii. Awards and honours should be given to team and units and

individual glorification should be discouraged.

54
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 QUESTIONNAIRE:
IMPACT OF EMPLOYEE MOTIVATION ON ORGANIZATIONAL
PERFORMANCE AND PRODUCTIVITY: A CASE STUDY OF
ABUJA ELECTRICITY DISTRIBUTION COMPANY
Department of Management Studies
Nigerian Defence Academy, Kaduna.
18th November, 2023.

Dear Respondent,

I am a final year student of the above mentioned Institution. I am writing a project on

the above-named topic in partial fulfillment of the requirements for the award of

master in Business Administration. I will appreciate if the questionnaire is completed

to the best of your knowledge with utmost sincerity to achieve credible results. The

information provided will only be used for academic purpose, and will be treated with

utmost confidentiality.

Please answer the following questions by ticking the one you consider most

appropriate among the alternatives.

Thank you for your sincere cooperation.

Yours faithfully,

ALAEBONAM PRINCE CHIGOZIE

58
SECTION A: RESPONDENTS PROFILE

1. Gender: Male ( ) Female ( )

2. Age: 21-30 ( ) 31-40 ( ) 41-50 ( ) 51 and above ( )

3. Marital status : Single ( ) Married ( ) Divorced( ) Widow ( )

Separated ( )

4. Qualification: SSCE ( ) OND ( ) HND ( ) BSc ( ) MBA ( ) MSc ( ) PhD ( )

5. Unit : Acct ( ) HRM ( ) Marketing ( ) Sales ( ) Others ( )

6. Length of service: less than 5 years ( ) 6-10 years ( ) 11 years and above ( )

7. Level: Senior staff ( ) Junior staff ( ) Management staff ( )

8. Employment status: Permanent ( ) Temporary ( )

SECTION B: FACTORS THAT HELP MOTIVATE THE EMPLOYEES IN

TERMS OF PERFORMANCE AND PRODUCTIVITY

1. Which factors have helped to motivate the employees in term of environment?

a) leadership style b) the reward system c) the organizational climate d) the structure

of the work.

2. The factors that help motivate the employees in terms of the

environment has helped to inspire the employees. (Yes / No)?

3. Has motivation helped the employees in any way (Yes/ No)?

4. If Yes in what way(s)…………………………………………………

5. In what area do you think motivation is needed in the environment?

59
a) Individual b) Occupational c)Team d) Organization e) Others

6. If others, what areas……………………………………………………

7. Which of the forces of motivation have helped?

a) Intrinsic b) Extrinsic c) none

SECTION C: MOTIVATION PACKAGES THAT ARE BEING USED

RELATING TO FINANCIAL BENEFITS.

1. How are employees compensated for motivational purposes?

a) Increase in salary b) Bonuses c) Vacations d) Leaves e) Promotions

2. Do they appreciate the packages given? Yes / no

3. If Yes in what ways……………………………………………………

4. Does the packages increase the productivity of the workers? (Yes / No)

5. If Yes in what areas………………………………………………….

6. Which form of motivation is more common in the organization?

a) Intrinsic b) Extrinsic

7. Are the benefits meaningful to the employee’s needs? (Yes / No)

SECTION D: RELATIONSHIP BETWEEN THE SUPERIORS AND SUB-

ORDINATE AFFECTS PRODUCTIVITY AND PERFORMANCE.

1. Does the relationship between superior and subordinate affect

productivity in the industry. (Yes / No)

2. If Yes what way………………………………………………………

3. Does the relationship between the superior and subordinate change. (Yes /No)
60
 4. If Yes in what areas or ways …………………………………………

5. In which areas has the relationship between them helped productivity?

a) Communication b) Assessments c) Rewards d) Teamwork e) None

6. Has the relationship between the superiors and subordinate affected the

productivity of every individual in the origination? (Yes/ No).

7. If Yes in what areas……………………………………………………

61