Examination of Motivation and Staff Performance in Tertiary Institution.

MOTIVATION AND STAFF PERFORMANCE IN TERTIARY INSTITUTIONS
(A CASE STUDY OF FEDERAL POLYTECHNIC, IDAH)
ADAJI OBAJE
FPI/HND/BAM/14/005
A PROJECT SUBMITTED TO THE DEPARTMENT OF BUSINESS ADMINISTRATION AND

MANAGEMENT, SCHOOL OF BUSINESS STUDIES, FEDERAL POLYTECHNIC, IDAH ,
KOGI STATE.
IN PARTIAL FULFILMENT OF THE REQUIREMENTS F0R THE AWARD OF HIGHER

NATIONAL DIPLOMA (HND) IN BUSINESS ADMINISTRATION AND MANAGEMENT.
DECEMBER, 2016.
CERTIFICATION
This research was supervised and approved as meeting the requirements of the Department of
Business Administration and Management, Federal Polytechnic, Idah.
________________________
Mr. Alfred A. Amodu
(Head of Department)
__________________________
Date
__________________________
Dr. Otache Innocent
(Project Supervisor)
_________________________
Date
_________________________
External Examiner
_________________________
Date
DEDICATION
This project work is dedicated to God Almighty the most merciful for his divine favor, blessings,
protection and who in his infinite mercy, strengthened and gave me wisdom all through this period. This
project work is equally dedicated to my Graceful, caring and lovely Mum Mrs Adaji Awah.
AKNOWLEDGEMENTS
My deep and utmost gratitude goes to Almighty God who gave me the strength, zeal, knowledge,
long life and inspiration to write this project. Much of the credit of writing this project goes to my able,
amiable and dynamic supervisor in person of Dr. Otache Innocent whom in spite of his numerous
engagement, speared his time to look through the manuscript and effect appropriate corrections. May God
grant you your heart desires and give you more wisdom.
I thank my Head of Department Mr. Alfred A. Amodu for his dynamic leadership and advice. I am
also grateful to all the lecturers in the department of Business Administration and management and
Authors whose work were cited in the course of this project work.
It is my pleasure to say, that word of mouth cannot do justice to tell how grateful and indebted I
am to my graceful, beloved, caring, lovely, gorgeous and beautiful Mum, Mrs. Adaji Awah who gave me
an ocean when all I needed was just a drop of water. She contributed squarely to the success of my
academic career, and the back bone of my academic pursuit, she is the alpha and omega of my triumph.
May God almighty in his mercy grant her long life, comfort, peace, love, blessings and heart desire to see
the exploration of her labour. She is indeed, one of a kind.
My acknowledgement will be incomplete if I fail to appreciate my lovely, kind, soft hearted and
caring sister Mrs. Salome Adama Joseph who contributed effortlessly to my academics. I sincerely
appreciate her advice, prayers and financial support, She is just one and irreplaceable. I also appreciate my
little brother Ugbede Daniel Adaji who was a part of my testimony. May God bless him endlessly.
I will never forget to acknowledge my best companions Comr. Ajodo Nice, Comr. Joseph Ugbede
(manucho), Ezembu Talent, Blessed Samuel AC. and also my very special friend Tijani Liberty, Hosea
and my brother Usman Lenon. May the Almighty God reward you for your friendly advice, support and
prayers. I also appreciate the effort of my uncle Mr. Ishaka Maji for his financial assistance during my
academics and to my sister Comfort Baba, may God continue to bless your effort.
Finally, I must acknowledge all my well wishers whose name is not mentioned in this
acknowledgement. You are all deeply appreciated and always remembered.
ABSTRACT
Motivation which is an important ingredient for any institutions success is a must if an organization must
attain its goal and objectives. Many renowned men have taken their time to study the concept and relate it
to employees of various organizations especially in the aspect of staff performance, effectiveness and
efficiency. Studies on motivation from the perspective of goal orientation have been plentiful in recent
years. Nonetheless, the conceptual and empirical approach is not uniform, evolving from normative
conceptions towards other multidimensional ones. This research work analyzed the classic and
reformulated versions of this theory, looking at assumptions, empirical evidence, inconsistency and
research developed along both lines of study. Finally, it evaluates implications in carrying some of these
insufficiently verified principles into management practice. This research work is made up of five
chapters aim at analyzing and evaluating the impact of motivation on staff performance in tertiary
institution with close reference to the Federal Polytechnic, Idah. This research work is divided into five
distinct chapters for easy comprehension arranged in such a way that one chapter flow and naturally
leads to another. The first chapter is the introduction, which comprises of the background to the study,
statement of problem, research questions and objectives, etc. Chapter two deals with the review of related
literatures, the third chapter gives the research method used, the forth chapter deals with data
presentation and analysis which comprises of the test of hypothesis etc. Lastly, the fifth chapter deals with
the summary of findings, conclusion and recommendations. Generally, this research work is ideal for
researchers undertaking the same or similar research topic as they will find this research a worthwhile
reference material.
TABLE OF CONTENTS
Title page
Certification
ii
Dedication
iii
Acknowledgements
iv
Abstract
Table of contents
vi
List of tables
vii
CHAPTER ONE: INTRODUCTION

1.1Background to the Study
1.2Statement of the Problem
1.3Research Questions
1.4Objectives of the Study
1.5Statement of Hypothesis
1.6Scope of the Study
1.7Significance of the Study
1.8Definitions of Terms
1.9Organisation of Project
CHAPTER TWO:
1
2
-
2
3
3
3
3
3
4
LITERATURE REVIEW
2.1
Introduction
2.2
Concept of employees Performance
2.3
Factors affecting employees performance
2.4
Concept of Motivation
2.5
The Need for Motivation
10
2.6
How to motivate employees
12
2.7
Motivation Theory
14
2.8
Motivation and employees Performance
21
2.9
Historical background of Federal Polytechnic Idah
22
CHAPTER THREE: RESEARCH METHODOLOGY

3.1
Introduction
24
3.2
Research Design
24
3.3
Sources and methods of Data collection
24
3.4
Population of the study
25
3.5
Sample and sampling Technique
25
3.6
Method of Data Analysis
26
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.1
Introduction
27
4.2
Data analysis
27
4.3
Test of Hypothesis
33
4.4
Summary of findings
35
CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1
Summary of the Study
36
5.2
Conclusions
36
5.3
Recommendations
36
5.4
Limitations of the Study
37
References
39
Appendix
40
LIST OF TABLES
7
Table 4:2:1
Questionnaire distributed and response rate ..
27
Table 4:2:2
years of appointment with the Polytechnic
28
Table 4:2:3
Relationships between motivation and performance ....
28
Table 4:2:4
impact of motivation on staff performance
29
Table 4:2:5
Boosting staff morale towards performance .
29
Table 4:2:6
Method use in boosting morale towards work
30
Table 4:2:7
Impact of the method used in boosting staff morale .....
30
Table 4:2:8
Best method of motivation towards high performance ...
31
Table 4:2:9
Employees satisfaction on motivational method used ....
31
Table 4:2:10 Staff feelings towards the absence of motivation .
32
Table 4:2:11
Staff Performance rate as a result of motivation ...
32
Table 4:2:12 Commitment of management toward motivation .....
33
Table 4:2:13 Staff satisfaction towards their job ...
33
Table 4:2:14 Contingency table I ...
34
Table 4:2:15 Contingency table II ..
35
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY

The success of any business or organization as a matter of fact depends largely on the motivation of
the employees. Human resources are essential to the prosperity, productivity and performance of any
company. Motivation is the key to creating an enabling environment where optimal performance is
possible. This leads to the question how then do we ensure that the individual motivation is at its peak
within the organization or workplace? (Chapman, 2004).
Every employee or worker has his or her own set of motivations and personal incentives that ginger
him or her to work hard or not as the case may be. Some are motivated by recognition whilst others are
motivated by cash incentives. Whatever, the form of employee motivation, the key to promoting that
motivation as an employer, is understanding and incentives (Mc Coy, 2000). Employee incentive
programs go a long way towards ensuring employees feel appreciated cared for and deemed worthwhile.
This can go a long way to help with employee motivation across the board. The greatest thing about
motivation is that it is individualized as such programs are tailored to suit the needs and wants of
employees. Motivation does not only encourage productive performance but also show employees how
much the company cares. Perhaps the most vital impact of employee motivation is that of increased
productivity or performance. This according to literature on the subject is the central aim of adopting
employee motivational programs thus, if you can increase employee motivation, productivity inevitably
will follow suit (Ryan, 2011).
Employee motivation promotes workplace harmony and increased employee performance. It is the
key to long term benefits for the company. Motivated Employees means staff retention and company
loyalty, which in the short run will give birth to growth and development of the organization (Jishi, 2009).
In a nutshell, Tertiary institutions are created for the purpose of attaining specific goals thus; each
institution resources which include human and material resources are budgeted, directed, coordinated and
controlled towards the attainment of stated objectives of the institution. Motivation is the means of
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acknowledgement and understanding the needs, wants, feelings, ideas and emotions of the employees and
then providing ways and methods of boosting their ego and morale which will encourage and stimulate
them to use abilities and knowledge enthusiastically in their job. However, the researcher noted that
human beings differs in nature that is; different things motivates different people, which makes it difficult
for the management to choose the best motivational methods which have been postulated by renowned
scholars and psychologist showing the behavior of various kinds of human beings with response to
appropriate motivational techniques.
1.2 STATEMENT OF THE PROBLEM
How well an organization motivates its workers in order to achieve their mission and vision is of
paramount concern. However, it can be realized that, the success of any facet of an organization or
company can be traced back to motivated employees. Hardworking and happy employees lead to
organizational harmony and triumph (Ryan, 2012).
The researcher observed [after all, much of what we know comes from observation (Cooper and
Schindler, 2003)] that Tertiary Institution academic staffs often miss their lessons, fail to mark students
continuous assessment (CA) such as assignments, tests and practical works perhaps due to long working
hours, excess workload and feeling of underpaid which are all triggered by inadequate appreciation and
lack of motivation. Hence, it was considered pertinent to examine motivation and staff level of
performance in tertiary institution. However, Lack of proper motivation may result to low staff turnover,
poor attitude towards work, low output level which may lead to poor student performance (Storey, 2011).
It is in the light of these that the study intends to examine the impact of motivation on Staff performance
in Tertiary Institutions.
1.3 RESEARCH QUESTIONS
In an obvious attempt to proffer desirable and recommendable solution to the problem of examining
and understanding the relationship between motivation and staff performance in tertiary institutions,
fundamental questions which this study tends to ask with respect to this research are as follows:i.
Does staff motivation has any relationship with organizational performance or firm growth?
ii.
Does motivation of employees improve their performance?
1.4 OBJECTIVES OF THE STUDY
The objectives of this study are as follows:-
10
i.
To determine whether there is a relationship between staff motivation and organizational
ii.
performance or firm growth.

To determine whether motivation improves employees performance.
1.5 STATEMENT OF HYPOTHESIS

The following hypothesis are formulated:HYPOTHESIS I
Ho: Staff motivation does not have any relationship with organization performance or firm growth.
HA:
Staff motivation has a relationship with organization performance or firm growth.
HYPOTHESIS II
Ho: Motivation does not improve employees performance.
HA:
Motivation improves employees performance.
1.6 SCOPE OF THE STUDY
This study covers Federal Polytechnic Idah for the purpose of an examination of motivation and staff
performance. Hence, this study is limited to the Federal Polytechnic Idah in Kogi State, Nigeria.
1.7 SIGNIFICANCE OF THE STUDY
This study will be of immense benefit to tertiary institutions in Nigeria and also serve as a guide for
strategic use of motivation tools to improve staff performance in tertiary institutions.
Student embarking on research in this area will find this research work useful and tremendous in
addition to other works for literature review.
1.8 DEFINITION OF TERMS
i. MOTIVATION: This is an internal and external factors that stimulate desire and energy in people to be
ii.
continually interested and committed to a job or make an effort to attain a goal.

MOTIVE: A motive is what prompts the person to act in a certain way or develop an inclination for
iii.
iv.
special behavior.
STAFF: A group of people who work for an organization or business.
PERFORMANCE: The accomplishment of a given task measured against preset known standards of
v.
accuracy, completeness, cost and speed.

MORALE: A description of the emotions, attitude, satisfaction and overall outlook of employees during
vi.
their time in a workplace environment.

SATISFACTION: Customer level of approval when comparing a product perceived performance with
his or her expectations.

1.9 ORGANISATION OF PROJECT
This study is structured to provide a critical review of relevant information regarding staff
motivation and performance. The study comprised five chapters and it is presented as follows:
Chapter One: Dealt with the introduction, giving the background to the study along with the statement of
the problem. The chapter also outlined the research objectives together with the research questions,
research scope, significance of the study, and organization of the study.
11
Chapter Two: Reviewed related literature regarding many aspects of motivation and performance which
included a definition on motivation and performance, the various theories and models of motivation, how
motivation affects performance, factors affecting motivation and performance, relationship between
motivation and performance and how employee motivation affect employee performance and types of
rewards.
Chapter Three: Presented the research methodology and focused on research design and methods as well
as the justification of choices and uses. In addition, the study population and area, sampling and sample
size determination, data collection activities and data analysis methods.
Chapter Four: Presented the data, which was subsequently interpreted and analyzed in relation to the
research objectives and questions, and discussion of findings of the study;
Chapter Five: Provided a summary to the entire study, drew conclusions and also recommendations made.
CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION
Motivation as a concept was of much interest to psychologists and behavioral scientist in the past
years. At present, motivation is being widely practiced by all organizations as they now see it as a very
important concept in their work settings. Management believes that the continued success and growth of
the institution depends on being able to attract and retain staff; therefore, there is an urgent need to
critically examine and review their motivation strategies. This chapter reviewed related literature
regarding many aspects of the subject matter (motivation and performance) including motivation and
performance concepts, factors affecting performance, need for motivation, how to motivate staff,
motivation theory as well as the relationship between motivation and performance.
2.2 CONCEPT OF EMPLOYEES PERFORMANCE
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Despite the great relevance of individual performance and the widespread use of job performance
as an outcome measure in empirical research, relatively little effort has been spent on clarifying the
performance concept (Campbell, 2007). Still, in 2007, Campbell described the literature on the structure
and content of performance. However, during the past 5 to 10 years, one can witness an increasing interest
in developing a definition of performance and specifying the performance concept. Authors agree that
when conceptualizing performance one has to differentiate between an action (i.e. behavioral aspect) and
an outcome aspect of performance (Campbell, 2007). The behavioral aspect refers to what an individual
does in the work situation.
Performance is the accomplishment of a given task measured against preset known standards of
accuracy, completeness, cost and speed. Performance is what the organization hires one to do, and do well
(Campbell et al., 2006). Thus, performance is not defined by the action itself but by judgmental and
evaluative processes (Borman, 2006). Moreover, only actions which can be scaled and measured are
considered to constitute performance (Campbell et al., 2006).
PERFORMANCE AS A MULTI-DIMENSIONAL CONCEPT

On the most basic level, Borman (2006) distinguish between task and contextual performance.
Task performance refers to an individuals proficiency with which he or she performs activities which
contribute to the organizations technical core. This contribution can be both direct (e.g., in the case of
production workers), or indirect (e.g., in the case of management or staff personnel). Contextual
performance refers to activities which do not contribute to the technical core but which support the
organizational, social, and psychological environment in which organizational goals are pursued.
Contextual performance includes not only behaviors such as helping co-workers or being a reliable
member of the organization, but also making suggestions about how to improve work procedures.
Moreover, task performance itself is multi-dimensional.
CONTEXTUAL PERFORMANCE CONCEPT
Researchers have developed a number of contextual performance concepts. On a very general
level, one can differentiate between two types of contextual performance; performance as a dynamic
13
concept which aims primarily at the smooth functioning of the organization at the present moment, and
proactive behaviors which aim at changing and improving work procedures and organizational processes.
Task and contextual performance can be easily distinguished at the conceptual level. There is also
increasing evidence that these two concepts can also be separated empirically. Additionally, task
performance and contextual performance factors such as job dedication and interpersonal facilitation
contributed uniquely to overall performance in managerial activities.
PERFORMANCE AS A DYNAMIC CONCEPT
Individual performance is not stable over time. Variability in an individuals performance over
time reflects learning processes and other long-term changes and temporary changes in performance.
Individual performance changes as a result of learning. Studies showed that performance initially
increases with increasing time spent in a specific job and later reaches a plateau (McDaniel, 2007).
Moreover, the process underlying performance changes over time. To identify the processes underlying
changes of job performance, Murphy (2006) differentiated between a transition and a maintenance stage.
The transition stage occurs when individuals are new in a job and when the tasks are novel. The
maintenance stage occurs when the knowledge and skills needed to perform the job are learned and
performance stage when task accomplishment becomes automatic. For performing during the transition
phase, cognitive ability is highly relevant. During the maintenance stage, cognitive ability becomes less
important and dispositional factors increase in relevance.
PERSPECTIVES ON PERFORMANCE
Researchers have adopted various perspectives for studying performance. On the most general
level one can differentiate between three different perspectives:
1. Individual differences perspective: The individual differences perspective focuses on performance
differences between individuals and seeks to identify the underlying factors. The core question to be
answered by this perspective is: Which individuals perform best? The basic idea is that differences in
performance between individuals can be explained by individual differences in abilities, personality
and/or motivation.
2. Situational perspective: The situational perspective refers to factors in the individuals environment
which stimulate and support or hinder performance. The core question to be answered is: In which
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situations do individuals perform best? The situational perspective encompasses approaches which
focus on workplace factors but also specific motivational approaches which follow from expectancy
theory or approaches which aim at improving performance by reward systems or by establishing
perceptions of equity.
3. Performance regulation perspective: The performance regulation perspective takes a different look at
individual performance and is less interested in person or situational predictors of performance. Rather,
this perspective focuses on the performance process itself and conceptualizes it as an action process. It
addresses its core questions: How does the performance process look like? And what is happening
when someone is performing? Typical examples for the performance regulation perspective include the
expert research approach within cognitive psychology and the action theory approach of performance.
Most of these approaches focus on regulatory forces within the individual.
2.3 FACTORS AFFECTING EMPLOYEES PERFORMANCE
An effective employee is a combination of a good skill set and a productive work environment. To
get the maximum performance from employees, management needs to provide the staff with all necessary
requirement needed in carrying out their job effectively and efficiently. However, many factors affect
employee performance that management need to be aware of and should work to improve at all times.
Below are some of these factors:
1. Managerial Standards: Managerial standards can be a factor in motivating or de-motivating employees,
according to technology employment resource Tech Republic. Managerial standards should be in line with
the job duties outlined in the job description outlined by human resources. The background of the
employee, including their educational history, is also outlined in a job description. Management should
keep their expectations in line with the duties assigned to the employee. By expecting more from an
employee than they were hired for, or than their background has prepared them for, can diminish
employee performance.
2. Motivation: To get the best performance from employees, there needs to be some sort of motivation
strategy. Motivation can come in the form of financial incentives, the opportunity to get involved in
company projects, a career path that leads to management and direct involvement from management into
15
the daily tasks. Effective motivation can create a productive work force, but a lack of motivating factors
can leave employees searching for reasons to give their maximum effort.
3. Commitment: Employees that feel as though the company has made a commitment to employee
success tend to perform better, according to Personnel Systems Associates. Commitment means offering a
competitive rate of pay and benefits package, offering assistance in paying for employee's higher
education costs, developing a regular training schedule that keeps employees updated on company
changes and gives pertinent information for employees to do their jobs and upgrading equipment to make
sure that employees have the most efficient technology available to do their work. Commitment shown by
the company is returned in the form of commitment from employees.
4. Employee Evaluations: An effective employee evaluation is an interactive process where the manager
gives his input on the employee's performance, and the employee gets the chance to point out what he or
she has learned throughout the year. Management creates a plan along with the employee for the coming
year on how the employee can develop and improve their performance. Comprehensive employee
evaluations are important to the ongoing performance of employees.
2.4 THE CONCEPT OF MOTIVATION
According to Dubin (2002), Motivation is the complex of forces starting and keeping a person at
work in an organization. Motivation is something that puts the person to action, and compels him to
continue in the action already initiated. Motivation refers to the way a person is enthused at work to
intensify his desire and willingness to use his energy for the achievement of organizations objectives. It is
something that moves a person into action and continues him in the course of action enthusiastically.
Motivation is a complex phenomenon, which is influenced by individual, cultural, ethnic and historical
factors. Motivation can be defined as a series of energizing forces that originate both within and beyond
an individuals self. These forces determine the persons behavior and therefore, influence his/her
productivity (Jackson, 2001). People who are motivated use a greater effort to perform a job than those
who are not motivated. In other words, it means that all thinkable factors of physical or psychological
aspects that we interact with, leads to a reaction within our self or of the entire organization.
According to Latham and Ernest (2006) motivation was in the beginning of the early 90s thought
only to be monetary. However, it was discovered during the 20 th century that to motivate employees, there
16
are more factors than just money. In their view, employees satisfaction with their job is an important
indicator for a good job performance and happy employees are productive. To them, motivation is a
psychological factor and is affected by the workers mental attitude and health. Therefore, in order to be
motivated, a person needs to have certain basic needs fulfilled. If these needs are lacking, a persons selfesteem and self-actualization cannot develop. This could result in lack of interest to progress and develop,
both professionally and personally. There are several theories of human needs, which are the foundation
of motivation.
CIPDs Reward Survey (2005) reveals that management fail to develop reward strategies for their
staff. Conway (2005) established their suggestions on the basis of CIPDs survey on employee welfare
and emotional convention that management fail to motivate and improve the performance of people
whom they manage.
2.5 THE NEED FOR MOTIVATION

The need for motivation in any organization can never be over emphasized. Motivation is one of the
important aspects of managerial functions. Highly motivated staffs result to high productivity. Below are
some of the reasons why motivation should be of paramount concern:
1. Leads to profitable operation: Motivation is an important tool that leads the organization in profitable
operations. Motivated workers perform their duties with full responsibility. The development of self
responsibility among the workers contributes for the best utilization of available resources like
materials, money, machines and others.
2. High level of productivity: Motivation contributes to the development of working efficiency of
employees. When employees are actually motivated they improve their working efficiency. The
development of working efficiency among workers leads to maximize production and productivity.
3. Best remedy for resistance to change: The change in the management system and organizational
structure is essential to adjust an organization and its business activities according to changing
environment. In some situation, staffs especially their unions may create resistance to change, they
think about their job security and stability. The motivated staffs have knowledge about the outcome of
17
changes. They even appreciate the management view points in the introduction of changes in the
organization.
4. Effective use of human resources: Manpower is the main active factor of productivity and is
responsible for the best utilization of organizational resources. Motivation is the main instrument
which creates the willingness among workers to do their work in the best possible way. In other words,
motivated employees make the best utilization of their skills, knowledge, capabilities etc. in the
existing environment.
5. Satisfaction of employees: The satisfaction of employees is essential for organizational effectiveness.
Motivation helps satisfy employees and develop morality among them. Employees with high morale
become dedicated to the organization. They also perform their jobs in the best manner. Generally,
employees are motivated through facilities both financial and non financial. Financial facilities are
essential to fulfill basic and other physiological needs. In a similar manner, promotion on the basis of
efficiency and experience is essential to fulfill social needs.
6. Minimize disputes and strikes: Motivation is an important tool, which helps to maintain coordination
and develop a feeling of harmony among workers and management. It minimizes misunderstanding
and disputes between the management and workers. The development of transparency about the
internal matters stimulates the workers to perform their work efficiently. When workers get knowledge
about their responsibility and return, they perform their work efficiently.
7. Basis of coordination: Motivation is the basis of coordination among all members of the organization.
Motivated employees develop a better understanding among themselves. They appreciate their mutual
problems and resolve differences through mutual consent. The main reason for the differences in
approach among the workers is the lack of coordination. However, motivation helps to maintain
coordination among the workers. The maintenance of coordination helps to develop the attitude of
team spirit and group effort for common goals.
8. Stability of workforce: It is known that a motivated and stable workforce is potential of the
organization. Motivation directly or indirectly facilitates the stability of the workforce. Generally,
frustrated and dissatisfied employees may think of leaving the organization for better opportunity.
Motivated employees do not want to leave the organization and want to work for the organization with
the best possible way. Therefore, the management needs to provide facilities to workers on the basis of
their efficiency and experience.
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9. Minimizes supervision cost: Motivated employees perform their work themselves. In other words, the
concept of sell responsibility is developed among them and they perform work smoothly. For such
employees, only guidance and timely suggestion is sufficient. Therefore, regular and close supervision
is not required of such employees. Motivation indirectly contributes to minimizing supervision cost.
10. Achievement of organization goals: Every organization is established to achieve definite objectives.
Similarly, the main responsibility of the management is to focus on organizational objectives.
Motivated workers put their effort toward the attainment of organization objectives. The best utilization
of human effort contributes for the proper utilization of other resources. This is helpful to minimize
cost of output or service and maximize profitability.
2.6 HOW TO MOTIVATE EMPLOYEES
It is imperative for any organization to retain productive employees by means of motivation. An
engaged workforce is a productive workforce. Therefore, organizations need to motivate their employees
to obtain the best possible results for a long period of time. There are several techniques organization can
adopt to motivate and retain top performing employees. These are:
1. Empowering employees: Empowerment occurs when individuals in an organization are given
autonomy, authority, trust, and encouragement to accomplish a task. Empowerment is designed to
unshackle the worker and to make a job the worker's responsibility. Therefore, management should
empower their workers so as to encourage and motivate them.
2. Providing an effective reward system: Management can use rewards to reinforce employee behavior.
A reward is a work outcome of positive value to the individual. Organizations are rich in rewards for
people whose performance accomplishments help meet organizational objectives. People receive
rewards in one of the following two ways:
i. Extrinsic rewards: there are externally administered. They are valued outcomes given to someone by
another person, typically a supervisor or higher level manager. Common workplace examples are
pay bonuses, promotions, time off, special assignments, and so on. In all cases, the motivational
ii.
stimulus of extrinsic rewards originates outside the individual.

Intrinsic rewards: are selfadministered. Think of the natural high a person may experience after
completing a job. That person feels good because he or she has a feeling of competency, personal
19
development, and selfcontrol over the work. In contrast to extrinsic rewards, the motivational
stimulus of intrinsic rewards is internal and doesn't depend on the actions of other people.
An effective reward system has four elements:
Rewards need to satisfy the basic needs of all employees.
Rewards need to be included in the system and be comparable to ones offered by a competitive
organization in the same area.
Rewards need to be available to people in the same positions and be distributed fairly and equitably.
The overall reward system needs to be multifaceted. Because all people are different, management
must provide a range of rewardspay, time off, recognition, or promotion. In addition, management
should provide several different ways to earn these rewards.
3. Redesigning jobs: Many people go to work every day and go through the same, unenthusiastic actions to
perform their jobs. These individuals often refer to this condition as burnout. But management can do
something to improve this condition before an employee becomes bored and loses motivation.
When redesigning jobs, management should look at both job scope and job depth. Redesign attempts may
include the following:
Job enlargement: Often referred to as horizontal job loading, job enlargement increases the variety
of tasks a job includes. Although it doesn't increase the quality or the challenge of those tasks, job
enlargement may reduce some of the monotony, and as an employee's boredom decreases, his or her
work quality generally increases.
Job rotation: This practice assigns people to different jobs or tasks to different people on a
temporary basis. The idea is to add variety and to expose people to the dependence that one job has
on other jobs. Job rotation can encourage higher levels of contributions and renew interest and
enthusiasm. The organization benefits from a crosstrained workforce.
Job enrichment: Also called vertical job loading, this application includes not only an increased
variety of tasks, but also provides an employee with more responsibility and authority. If the skills
required to do the job are skills that match the jobholder's abilities, job enrichment may improve
morale and performance.
20
4. Creating flexibility: Today's employees value personal time. Because of family needs, a traditional nine
tofive workday may not work for many people. Therefore, flextime which permits employees to set and
control their own work hours is one way that organizations are accommodating their employees' needs.
Here are some other options organizations are trying as well:
A compressed workweek: is a form of flextime that allows a fulltime job to be completed in less
than the standard 40hour, fiveday workweek. Its most common form is the 4/40 schedule, which
gives employees three days off each week. This schedule benefits the individual through more leisure
time and lower commuting costs. The organization should benefit through lower absenteeism and
improved performance. Of course, the danger in this type of scheduling is the possibility of increased
fatigue.
Job sharing or twinning: occurs when one fulltime job is split between two or more persons. Job
sharing often involves each person working onehalf day, but it can also be done on weekly or
monthly sharing arrangements. When jobs can be split and shared, organizations can benefit by
employing talented people who would otherwise be unable to work fulltime. The qualified employee
who is also a parent may not want to be in the office for a full day but may be willing to work a half
day. Although adjustment problems sometimes occur, the arrangement can be good for all concerned.
Telecommuting: is sometimes called flexi place, it is a work arrangement that allows at least a
portion of scheduled work hours to be completed outside of the office, with workathome as one of
the options. Home workers often demonstrate increased productivity, report fewer distractions, enjoy
the freedom to be their own boss, and appreciate the benefit of having more time for themselves.
2.7 MOTIVATION THEORIES

Extensive studies and theories aimed at helping management to get the best out of their workforce,
giving them a sense of belonging and job satisfaction, and acting as satisfier and incentive to greater, and
increased productivity have been propounded by both classical economists, social scientists and
behavioral researchers. Some of those theories included the following:
1. ABRAHAM MASLOWS HIERARCHY OF NEEDS
21
Maslow opined that man is a working animal who works towards the satisfaction of his needs. His
view was that human unfold in a hierarchical order starting from the lower needs and that once a need is
satisfied another one manifests itself. That probably account for the popular name The Hierarchy of
needs. Those needs develop from the very basic needs of life, through a series of level to the more
complicated higher level of motives. Maslow graded the needs of man into the following hierarchy:
i.
ii.
iii.
Physiological needs which are necessary to human survival, example food, water, sleep rest etc.
Safety needs, example security, order, stability, non-hostility.
Social or love needs example belongingness and friendly relationship with fellow citizens, need of
iv.
v.
companionship and association with others, affection and identification.

Ego or esteem or self expression need, example self respect, prestige, success etc and
Self actualization or self fulfillment needs.
These basic needs are related to one another and one that is satisfied actuates the other higher one, thus
making man perpetually waiting animal. The theory however treats all human being a like, forgetting the
individuality of each man and that what motivates one may not motivate another. The differences in
background, upbringing, education and aspiration of individuals all have impact on human needs.
This theory can be graphically represented below as follows:
FIGURE1: Maslows need hierarchy.

Maslows theory has enjoyed great popularity on account of his classification of human needs in a
convenient way and also because it has direct implications for managing human behavior in organization.
2. ALDERFERS ERG THEORY
22
The ERG theory is an extension of Maslows hierarchy of needs. Alderfer suggested that needs
could be classified into three categories, rather than five. These three types of needs are:
1. Existence
2. Relatedness
3. Growth
Existence needs are similar to Maslows physiological and safety need categories. Relatedness needs
involve interpersonal relationship and are comparable to aspects of Maslows belongingness and esteem
needs. Growth needs are those related to the attainment of ones potential and are associated with
Maslows esteem and self-actualization needs.
The ERG theory differs from the hierarchy of needs in that it does not suggest that lower-level
needs must be completely satisfied before upper-level needs becomes motivational. ERG theory also
suggest that if an individual is continually unable to meet upper-level needs that the person will regress
and lower-level needs become the major determinants of their motivation. ERG theorys implications for
managements are similar to those for needs hierarchy: managements should focus on meeting employees
existence relatedness, and growth needs, though without necessarily applying the proviso that, say, job,
safety concern necessarily take precedence over challenging and fulfilling job requirements.
3. MOTIVATOR-HYGIENE THEORY
Fredrick Herzberg developed the motivator-hygiene theory. This theory is closely related to
Maslows hierarchy of needs but relates move specifically to how individuals are motivated in the
workplace. Based on his research Herzberg argued that meeting the lower-level needs (hygiene factors) of
individuals would not motivate them to exert effort, but would only prevent them from being dissatisfied.
Only if higher-level needs (motivators) were met would individuals be motivated.
The implication for managements of the motivator-hygiene theory is that meeting employees
lower-level needs by improving pay, benefits, safety, and other job-contextual factors will prevent
employees from becoming actively dissatisfied but will not motivate them to exert additional effort
toward better performance. To motivate works or employees, according to the theory, managements must
focus on changing the intrinsic nature and content of jobs themselves by enriching them to increase
employees autonomy and their opportunities to take on additional responsibility, gain recognition, and
23
develop their skills and careers. An analysis of these interviews led Herzberg to conclude that certain
factors led to job satisfaction, which he termed motivators and certain factors found in the two groups are
summarized as follows:
HYGIENE FACTORS
Leading to dissatisfaction:
Policies and Administration
Supervision
Working conditions
Money
Job security
Status
Relationship with peers and subordinates
MOTIVATORS
Leading to satisfaction
Achievement
Recognition
Responsibility
Growth and development
4. ACHIEVEMENT THEORY/McClellands LEARNED NEEDS THEORY.

McClellands theory suggests that individuals learn needs from their culture. Three of the primary
needs in this theory are the need for affiliation (n Aff), the needs for power (n Pow), and the need for
achievement (n Ach). The need for affiliation is a desire to establish social relationship with others. The
need for power reflects a desire to control ones environment and influence others. The need for
achievement is a desire to take responsibility, set challenging goals and obtain performance feedback. The
main point of the learned needs theory is that when one of these needs is strong in a person, it has the
potentials to motivate behavior that leads to its satisfaction. Thus, managements should attempt to develop
an understanding of whether and to what degree their employees have one or more of these needs, and the
extent to which their jobs can be structured to satisfy them. The need for achievement can be defined as a
desire to excel or to succeed in competitive situations. In his research, McClelland found that people with
high need for achievement have several characteristics of interest to managements:
They like taking responsibility for solving problems

They tend to set moderately difficult goals for themselves and to take calculated risks to achieve
their goals.
24
They place great importance on feedback on how well they are doing.
Thus, those with high achievement needs tend to be highly motivated by challenging and
competitive work situations. Conversely, people with low achievement needs tend to perform
poorly in competitive or challenging work situations.

4. V. H. VROOM & EXPECTANCY THEORIES
Vroom (2001), in an influential work, focused his attention on individual behavior in the work
place. He observed the work behavior of individuals with the object of explaining the processes involved.
He assumed that most of the observed behavior would be motivated, i.e. that it was the result of
preferences among possible outcomes and expectations concerning the consequences of actions. His
principal methodology was objective observations. The essential elements of Vrooms ideals have come to
be called Expectancy theory. The crux of this theory is that motivated behavior is a product of two key
variables:
i.
ii.
The valence of an outcome for the individual.

The expectancy that a particular act will be followed by a predictable outcome.
Valence is the anticipated satisfaction from an outcome. This distinguishes it from the value of the
outcome, which is the actual satisfaction obtained. Expectancy is a momentary belief concerning the
likelihood that a particular act will be followed by a particular outcome. The product of valence X
Expectancy is force. Force is used in the sense of pressure to perform an act. Thus the basic formula
designed by Vroom can be stated as follows:
FORCE (MOTIVATION) = VALENCE X EXPECTANCY
Vrooms ideas have been pursued by numerous other theorists to the extent that in his review of
motivation theory, Guest (2004) concluded that Expectancy theory continues to provide the dominant
framework for understanding motivation at work.
In concluding his discussion on job satisfaction, Vroom comments that: peoples reports of their
satisfaction with their jobs are Directly related to the extent to which their jobs provide them with such
rewarding out come as pay, variety in stimulation, consideration from their supervisor, a high probability
of promotion, close interaction with co-workers, an opportunity to influence decisions and control over
their place of work.
25
5. EQUITY-THEORY
Equity theory suggests that individuals engage in social comparison by comparing their efforts and
rewards with those of relevant others. The perception of individuals about the fairness of their reward
relative to others influences their level of motivation. Equity exists when individuals perceive that the
ratio of efforts to rewards is the same for them as it is for others to whom they compare themselves.
Inequity exists when individuals perceive that the ratio of efforts to rewards is different (usually
negatively so) for them than it is for others whom they compare themselves. There are two types of
inequity-under-reward and over reward. Under-reward occurs when a person believes that he or she is
either puts in more efforts than another, yet receives the same reward, or puts in the same effort as another.
For a lesser reward for instance, if an employee works longer hours than her co worker, yet they receive
the same salary, the employee would perceive inequity in the form of under-reward. Conversely, with
over-reward, a person will feel that his efforts to reward ratio is higher than another persons such that he
is getting the same reward even with less effort. While research suggests that under-reward motivates
individuals to resolve the inequity, research also indicates that the same is not true for over-reward.
Individual who are over-rewarded often engage in cognitive dissonant, convincing themselves that their
efforts and rewards are equal to another.
According to equity theory, individuals are motivated to reduce perceived in equity. Individuals
may attempt to reduce inequity in various ways. A person may change his or her level of effort an
employee who feels under-rewarded is likely to work less hard. A person may also try to change his or her
rewards, such as by asking for a raise. Another option is to change the behavior of the reference person,
perhaps by encouraging that person to put forth more effort. Finally, a person experiencing inequity may
change the reference person and compare him or herself to a different person to assess equity. For
managements, equity theory emphasizes the importance of a reward system that is perceived as fair by
employees.
6. MCGRGORS THEORIES X AND Y
McGregor (1960) evolved two sets of propositions and assumptions about the nature and behaviors of
people in organizations. These he termed Theory X and Theory Y. The assumptions are as follows:
26
i.
ii.
iii.
iv.
v.
THEROY X ASSUMPTIONS
The average man is inherently lazy.
He lacks ambitions, dislikes responsibility and must be led.
He is resistant and is indifferent to organizational needs.
Coercion and close control are required to induce him to work.
THEORY Y ASSUMPTIONS
i.
ii.
To the average man, work is as natural as rest or play.

Motivation, potential for development, imagination and ingenuity are present in all people given
iii.
iv.
proper conditions.
Coercion and close control are not required to force him to work.
Given proper condition, people will accept and seek out responsibility
As McGregor notes, behind every management action or decision are assumption about human nature
and human behavior. Those managements who subscribe to theory Y behave according to the postulate in
theory Y. they believe that human beings like to take responsibilities and that commitment to objective is a
function of the rewards associated with it. These rewards are the needs that motivate them to act. The
rewards create the tension in the individual that subside when realized. How we act or react toward other
people is influenced by our assumptions about those people. If we believe that an employee has a special
dislike for work and will avoid it if he can, if we believe that he is at work because he needs money to
satisfy his physiological needs, we will attempt to motivate him with money and threaten him with loss of
employment (security need) if he does not put in a measure of his effort. Thus, in adopting theory X,
management must direct, persuade, punish and control the activities of people and seek to coerce and
modify peoples behavior to fit needs of the organization.
2.8 MOTIVATION AND EMPLOYEES PERFORMANCE
Motivation is a term that has been used frequently in many contexts. In my own point of view,
motivation is the inner striving that initiates a persons action. In English, we are referring to the
willingness to extort high level of efforts ability to satisfy someone individuals needs. According to
Ajuogu (2001) motivation is an internal psychological process. it means the motive power that makes
people behave the way they do. From this definition, we have understood that employee is motivated
when efforts are made to satisfy his personal goal. The level of impact of motivation feel by organization
depends on how the employees are being motivated.
27
According to Sherman et al (2004) this implies when there is fitness between the job
characteristics and employee personality and expressed in the amount of congruence between ones
expectation on the job or reward that job provides. Job performance is that received from their
employment is largely dependent upon the extent to which the job and everything associated with it meet
their needs want. In English, wants are the conscious desires for things conditions that an individual will
provide performance. Another factor that leads to performance is the sense of accomplishment on the part
of the employee. Where an employee contemplating on how to achieve a particular level either in his job
place with the expectation frequently lead to dissatisfaction with the performance. In a nutshell, those
factors giving rise to job performance were called hygiene factors. Hygiene factor maintenance an
employee, they do not know if a person is healthy rather they prevent unhealthiness when an organization
meets. The hygiene needs of employees dissatisfaction with performance would be eliminated but he
would not be motivated to work harder. In English, Herzberg motivational factors are job centered that is
to say, it relates directly to job itself, the individual performance, job responsibilities, and growth and
recognition obtained from it. According to Donnelly (2006) maintenance factors are peripheral to the job
itself and more related to external environment of work. It is also clarified by another important finding
of the study is that when employee are highly motivated they will have a high tolerance of dissatisfaction
arising from maintenances factors.
The distinction between motivation and maintenance factors is similar to what psychologist have
describe as intrinsic and extrinsic motivation. Intrinsic motivators are part of the job, such as self
regulation, pride and increased self worth that occur by performing a job. Extrinsic motivators are external
rewards, such as pay promotion and time off that are given by a manager to motivate employee. In a
nutshell, pay off course is a good example of what Herzberg classified as a maintenance factor and what
some psychologies called extrinsic motivator for that he will be satisfied when he attains his goal.
Therefore, the increase in his production becomes an instrument to achievement of a job performance.
Behavioral scientists believe that satisfaction lead to performance that he will be satisfied when he attains
his goals. Therefore, the increase in his production becomes an instrument of performance. They also
defend that satisfaction leads to improvement performance and dissatisfaction detracts from performance.
28
Employee view their rewards equitable when their inputs in the organization and their outputs
compare to the inputs of their output are equitable, this will result in satisfaction. But when the employee
realized that in equity exists, there will be reduction in effort. According to schevman et al (2003)
dissatisfaction may result to absenteeism, lateness to work, and behavior that are detrimental to the
organization. In a nutshell, it is generally accepted that rewards play very essential role in maximum
result. They are closely related with performance. The concepts, motivation and employees job
performance can be integrated.
2.9 HISTORICAL BACKGROUND OF FEDERAL POLYTECHNIC IDAH
The Federal Polytechnic Idah, is founded on the philosophy of TECHNOLOGY FOR SELF
RELIANCE. In other words, it is established to build job creators rather than job seekers. Since its
establishment (1977), the Polytechnic has been walking the way to keep faith within this vision with the
view of meeting the aspiration and dreams of the founding fathers.
Having the foregoing as a top priority, the Polytechnic is currently in another era of transformation with a
six point plan for action: staff and student welfare/security, administrative and academic development,
infrastructural development, prudent management of financial resources and internal revenue generation,
external linkages and a human relationship development, and above all, the fear of God.
The Federal Polytechnic Idah, started precisely on Monday 28 th of November, 1977. The institution is one
of the seven Polytechnics established by the Federal Military Government under Decree No. 33 of July,
1979. The development of the institution was based on a master plan drawn up by the Federal Ministry of
Education in 1977. Under this a total land area of about 1,230 hectares spanning parts of Uwuwo,
Ogbogbo and Okenya villages was acquired.
In accordance with the polytechnic motto Technology for Self-Reliance and in pursuance of
goals in which the Polytechnic was established, the vision and mission statements are: VISION
STATEMENT: A FIRST RATE POLYTECHNIC FOR THE TRAINING OF DISCILINED,
INNOVATIVE AND SELF-RELIANT MANPOWER. MISSION STATEMENT: TRAINING
29
GLOBALLY COMPETITIVE MANPOWER FOR DEVELOPMENT. It is important to note that over

the years, numerous achievements have been recorded.
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUCTION
This chapter is a description of the types of research design and methods of data collection used in
the process of investigation and collection of questionnaire, and also include the method of data analysis
used.
3.2 RESEARCH DESIGN
This chapter focuses on the detail account of the research design used in this study, having fully
identified motivation as an effective tool for increasing staff performance in tertiary institutions. The
30
researchers adopted the use of descriptive and casual research method in the conduct of this research work
and the instrument used in collecting data is the negative research question and questionnaire; where
Federal Polytechnic Idah is used as case study
The researcher decided to use this method because it describes phenomena and simply helps to
investigate course-and-effect relationship between variables.
3.3 SOURCES AND METHOD OF DATA COLLECTION
The sources of data are the primary and secondary sources. The primary sources comprises of both
questionnaire and interview method while the secondary sources are data obtained from other relevant
literature such as journals, text books, magazines, seminar paper and interest facilities.
The method of data collection includes; questionnaire and interview method.
Questionnaire: The questionnaire developed comprises of closed questions with instruction given on how
to complete it. In setting the questions as contained in the questionnaire, the subject matter was
thoroughly examined and the questions asked where based on the study.
Interview: the interview is a device whereby the researcher in trying to find out information relevant to
the topic under study, engages those who should know in a question and answer series. In doing this, the
type of interview used was the structured type.
3.4 POPULATION OF THE STUDY

The researcher population comprises both academic and non-academic staff of the Federal
Polytechnic Idah. However, it is not possible for the researcher to interview the whole population;
therefore, a sample size was drawn from the population which is eight hundred and forty four (844) staff
made up of three hundred (300) academic staffs and five hundred and forty four (544) non academic
staffs.
3.5 SAMPLE AND SAMPLING TECHNIQUE
The sample for this study is the number of staffs taken from the whole institution to test and
provide information for the institution.
The sample size will be gotten through the use of Yaro Yamane formular which goes thus:
N
N
1+ N ( e ) 2
31
Where n= the sample size

N= the finite population
e = level of significance
1= constant
Therefore, the sample size is calculated thus:
844
n 1+844 ( 0.05 ) 2
n=
844
1+844 x 0.0025
844
n = 3.11 = 271.3826367
Therefore, the sample size is N= 271
A random sampling technique was used by the researcher in the conduct of the research work. The
researcher used this method, where each member of the population drawn has equal chance of been
selected and administered with a questionnaire.
The sample size of two hundred and seventy one (271) staff is from the population of the study
which is about eight hundred and forty four (844) staff comprising three hundred (300) academic staff and
five hundred and forty four (544) non academic staff. The questionnaire was administered on one hundred
(100) academic staff and one hundred and seventy one (171) non academic staff.
3.6 METHOD OF DATA ANALYSIS
The method used in analyzing the data in this research is the simple percentage and chi-square to
test the hypothesis. The chi-square formula and variables are shown below:
X2=(0i-Ei)2
Ei
Where:
X2 = chi-square
Oi = observation
Ei = expected frequency
The X2 is a measure of the discrepancy between observed and expected frequency. The larger the X 2the
less agreement that is between observed and expected frequencies and vice versa. When the chi-square
has been calculated, a comparison is then made between the calculated X 2and the critical value of
X2obtained from the critical value of X2table.
Decision rule:
The decision rule is to reject the null hypothesis if X2calculated is greater than or equal to
X2critical values and accept the null hypothesis if the X2calculated is less than X2critical values
Accept Ho if (cal)<X2(critical value)
Reject Hi if (cal)>X2(critical value)
32
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1
INTRODUCTION
The essence of this chapter is to show how data collected from questionnaire administered are
presented, analyzed and interpreted. The analyses are done according to hypothesis, statement of problems
and objectives of the study. A total of two hundred and seventy-one (271) questionnaires were distributed
out of which one hundred and thirty (130) were returned satisfactorily answered.
The first section of this chapter will be dealing with the analysis of data while the second section
will be with the testing of hypotheses to give interpretation of the data analyzed and the third section will
4.2
be dealing with the summary of findings.

DATA ANALYSIS
The analysis of response are analyzed below in a tabular form
TABLE 4.2.1: QUESTIONNAIRE DISTRIBUTED AND RESPODENTS RATE
STAFF
NUMBER OF
NUMBER
NUMBER
% NOT
QUESTIONNAIRE
RETURNED
NOT
RETURNED
RETURNED
Academic
DISTRIBUTED
100
70
RETURNED
30
25.83
11.07
Non
171
60
111
22.14
40.96
Academic
Total
271
130
141
47.97
52.03
Source: Field Survey, 2016.

From the above table, one hundred (100) questionnaires were given to academic staff of which
seventy (70) was returned and thirty were not returned. The percentage of returned questionnaires (70) is
25.83 while not returned questionnaires (30) is 11.07 and non-academic returned sixty (60) questionnaires
out of one hundred and seventy one (171) given to them. The percentage of the returned questionnaires
(60) is 22.14 while the percentage of questionnaire not returned is 40.96 that is 111 questionnaires not
returned.
TABLE 4.2.2: RESPONSE ON HOW LONG THEY HAVE TAKEN APPOINTMENT WITH THE
POLYTECHNIC
OPTION
(YEARS)
REPONDENT
33
% OF RESPONDENT
1-10
40
30.8
11-20
21-30
50
20
38.5
15.3
31 & above
20
15.3
Total
130
100%

The above table shows that 40 (30.8%) of the respondent have been under appointment with the
polytechnic within a period of 1-10 years, 50 (38.5%) respondent is within the range of 11-20, also 20
(15.3%) respondent is within 21-30 while 20 (15.3%) respondent is from 31 and above.
TABLE 4.2.3: RESPONSE ON WHETHER THERE IS ANY RELATIONSHIP BETWEEN STAFF
MOTIVATION AND ORGANISATIONAL PERFORMANCE
OPTION
ACADEMIC
NON-ACADEMIC
PERCENTAGES
Yes
STAFF
60
STAFF
40
76.92%
No
Total
10
70
20
60
23.08%
100

In the above table, it can be observed that 60 academic staff and 40 non-academic staff
representing (76.92%) agreed that there is a relationship between staff motivation and organizational
performance. While 10 academic and 20 non-academic staff representing (23.08%) disagreed. These
response addresses questionnaire item number 3.
TABLE 4.2.4: RESPONSES ON WHETHER MOTIVATION IMPROVES EMPLOYEES
PERFORMANCE.
OPTION
ACADEMIC STAFF
NON-ACADEMIC
% OF RESPONDENT
Yes
55
STAFF
45
86.9%
No
Total
12
70
8
60
13.1%
100
34
From the above table 100 (76.9%) of the respondent indicated yes, which means they agreed that
motivation leads to superior performance, while 30 (23.1%) disagreed with the question. (Questionnaire
item number 4)
TABLE 4.2.5: RESPONSES ON WHETHER ANYTHING HAS BEEN DONE TO BOOST YOUR
MORALE.
STAFF
Academic
YES
60
NO
-
PERCENTAGES
46.15%
Non Academic
Total
70
130
53.85%
100

In the above table, it can be observed that 130 (100%) which include Academic and Non-academic
staff agreed that the Polytechnic management have done something to boost their morale toward work.
The analysis of response is from questionnaire item number 5.
TABLE 4.2.6: RESPONSES ON WHICH FOLLOWING METHOD THE POLYTECHNIC USES TO

BOOST YOUR MAORALE TOWARDS WORK.
OPTION
Praises
RESPONDENT
20
% OF RESPONSE
15.38
Promotion
Fringe benefit
30
20
23.08
15.38
Verbal/written communication
20
15.38
Salary
40
39.77
Total
130
100%
Source: Questionnaire Administered, 2016

From the above table, it is observed that salary increment has the highest respondent of 40 which
has the percentage of 39.77; these Response analyses are from questionnaire item number 6.
TABLE 4.2.7: RESPONSE ON, WAS THERE A POSITIVE IMPACT OF THE ABOVE AS APPLIED
TO YOU PERSONALLY.
STAFF
Academic
YES
70
NO
-
35
PERCENTAGES
53.85%
Non Academic
Total
60
130
46.15%
100

In the above table, it will be observed that 130 (100) of the respondent which include academic
and non-academic staff agreed totally that the various method employed by the Polytechnic Management
to boost the morale of employees has a positive impact on them. It addresses questionnaire item number 7.
TABLE 4.2.8: RESPONSE ON WHAT METHOD OF MOTIVATION DO YOU CONSIDER BEST FOR
EMPLYEES TOWARDS HIGH PERFORMANCE.
OPTION
Money
RESPONDENT
30
PERCENTAGE %
23.1
Promotion
Recognition
60
40
46.2
30.8
Total
130
100 %

From the above table, questionnaire item nine (9) (23.1%) consider money, 60 (46.2%) consider
promotion and 40 (30.8%) indicated recognition and award as the best. From observation, majority
considered promotion as the best method of motivation.
TABLE 4.2.9: RESPONSE TO IF THE ABOVE METHOD ARE USED BY THE POLYTECHNIC
MANAGEMENT TO MOTIVATE EMPLOYEES, DO YOU THINK THAT EMPLOYEES WILL BE
SATISFIED.
STAFF
Academic
YES
70
NO
-
PERCENTAGES
53.85%
Non Academic
Total
60
130
46.15%
100

The table above shows 130 (100%) of staff agreed that they will be satisfied if the above method
of motivation is used in motivating them towards high performance, which none of the respondent
disagree. Hence, we can say that 100% of the workers of the polytechnic are satisfied with promotion.
36
TABLE 4.2.10: RESPONSE ON HOW THEY FEEL IF THEY ARE NOT BEEN MOTIVATED.
OPTION
Frustrated
REPONDENT
40
% OF RESPONDENT
30.8
Go on strike
Turn over
50
20
38.5
15.3
Moon light
20
15.3
Total
130
100%

The above shows 40 (30.8%) of the respondent indicated that they feel frustrated when motivation
is absent, 50 (38.5%) indicated that they will go on strike while 20 (15.3%) indicate turnover and another
20 (15.3%) indicate that they will moonlight.
TABLE 4.2.11: RESPONSES ON HOW STAFF PERFORMANCE IS BEEN RATED IN THE
INSTITUTION AS A RESULT OF MOTIVATION.
OPTION
ACADEMIC STAFF
NON-ACADEMIC
% OF RESPONDENT
High
40
STAFF
20
46.15
Average
Low
20
10
20
20
30.77
23.08
Total
70
60
100%

The above table is an illustration of questionnaire item number 11 where 60 respondents
representing 46.15% indicated that the rate of performance in the institution is high, 40 respondent
representing 30.77% indicated that the rate of performance is average while 30 respondents representing
23.08 indicated that performance is low.
TABLE 4.2.12: RESPONSE ON WHETHER MANAGEMENT IS COMMITTED TO MANPOWER
DEVELOPMENT IN THE INSTITUTION.
OPTION
ACADEMIC STAFF
NON-ACADEMIC
% OF RESPONDENT
Yes
40
STAFF
30
53.85
No
30
30
46.15
37
Total
70
60
100%
Total
70
60
100%

The table above shows that 70 respondent representing 53.85% agreed that management is
committed to manpower development while 60 respondent representing 46.15% disagreed. The table
represents questionnaire item number 12 on the questionnaire.
TABLE 4.2.13: RESPONSE ON WHETHER STAFF ARE SATISFIED WITH THEIR JOB.
OPTION
ACADEMIC
NON-ACADEMIC
% OF RESPONDENT
Yes
STAFF
40
STAFF
40
61.5
No
Total
30
70
20
60
38.5
100%

From the above table, 61.5% of the respondent said they are satisfied with their job while 38.5%
4.3.
of the respondent said they are not satisfied.

TEST OF HYPOTHESES
The following hypotheses are formulated to be tested to enable the researcher make useful
recommendations at the end of the work.
HYPOTHESIS I
Ho: Staff motivation does not have any relationship with organization performance or firm growth.
HA:
Staff motivation has a relationship with organization performance or firm growth.
HYPOTHESIS II
HA:
Chi-square will be used in testing these hypotheses where 0.05 level of significance will be used.
In determining the expected frequency, a proportion in observed frequency is assumed.
O.F is the observed frequency
.F is the expected frequency
( OF . F ) 2
Which x2 =
. F
HYPOTHESIS 1
In relation to the questionnaire number 3, response on whether there is a relationship between staff
motivation and organizational performance.
Ho: Staff motivation does not have any relationship with organization performance.
HA:
Staff motivation has a relationship with organization performance.
TABLE 4.3.14: CONTIGENCY TABLE
38
RESPONSE
O.F
.F
O.F - .F
(O.F - .F)2
(O.F-.F)2/.F
YES
100
65
35
1225
18.846
NO
30
65
-35
1225
18.846
TOTAL
130
130
0
2450
X2=38
In determining the statistical significance of the observed frequency X2 cal = 38 while X2 tab =19.41 at
(0.05)
Decision Rule: since X2 cal =38> X2 tab =19.41, the researcher rejects Ho and conclude that there is a
relationship between staff motivation and organizational performance.
HYPOTHESIS II
In relation to the questionnaire number 4, response on whether motivation improves employees
performance.
HA:
TABLE 4.3.15: CONTIGENCY TABLE
RESPONSE
O.F
.F
O.F - .F
(O.F - .F)2
(O.F-.F)2/.F
YES
110
65
45
2025
31.154
NO
20
65
-45
2025
31.154
TOTAL
130
130
0
4050
X2=62
In determining the statistical significance of the observed frequency, X2 cal =62, while X2 tab = 31.43 at
(0.05).
Decision Rule: since X2 cal =62 > X2 tab =31.43, the researcher rejects Ho and concluded that motivation
improves employees performance.
4.4.
SUMMARY OF FINDINGS
From the test of hypothesis, the following findings were recorded:
There is no doubt that motivation has actually been a tool for achieving maximum organization objectives.
It was observed that staffs prefer promotion as the best method for motivation towards effective job
performance. Majority of the staff rated their work performance to be high as a result of motivation.
More so, majority of the staff agreed that the Polytechnic management are committed to
manpower development and the impact of all these on them is positive. The researcher also deduces from
the staff that they are satisfied with their jobs. When motivation is absent, majority of the staff feel
frustrated which leads to low productivity. Some go on strike, some staff turnover while others moonlight.
Conclusively, motivation if absent has a high negative effect on staff performance, therefore,
motivation should be given adequate priority as its importance in achieving overall objectives can never
be over emphasized.
CHAPTER FIVE
39
SUMMARY, CONCLUSIONS AND RECOMMENDATION

5.1 SUMMARY OF THE STUDY
Most people spend a good portion of their lives either working in organization or dealing with
organization during their life time. This setting is therefore a natural place to study the causes and
consequences of motivation. The problem about motivation as it affects job performance has been a
continuous one.
Both primary and secondary sources of data were used as procedures for collection of data for the
primary data; questionnaires were used to obtain data from respondents, while extensive use of textbooks
for secondary data collection was made. Based on the view of text writers concerning motivation, findings
revealed that both the Polytechnic management and the government have done something for staff as
regards motivation and that salary, promotion and recognition are the major motivational tools. Salary is
however considered as a complementary factor of other motivators such as good working conditions, job
security, promotion, fringe benefits and training etc.
5.2 CONCLUSIONS
Most tertiary institutions including Federal Polytechnic Idah have not fully employed the right
motivational tools to include workers towards achieving high productivity and to know what has actually
influenced their attitude negatively or positively.
Management and government must first know the grievances of her staff before applying
motivational tools and that would be base on the plight of workers, government policies and the
institutions objective to attain effective and efficient performance and increase productivity in order to
achieve its goals.
5.3 RECOMMENDATIONS
Based on the finding of the study, the following suggestions are preferred by the researchers:
1. The study revealed that workers are interested in how their pay compares with pay received by their
fellow workers in other institutions. To combat these, institution employers of labour may adopt a
policy using a consistent wage scale for all employees in order to develop a fair basis for wage
differentials.
40
2. Financial reward should include apart from salary, supplementary compensation which may include
among others over-time, medical care, housing and car loan, paid membership in professional bodies
and annual leave.
3. Promotion should be given to staff whenever they are due. The possibility of promotion within the
structure is often important to employee and this exerts a significant influence on motivation. A worker
who expects promotion and fails to get it, experiences stress, frustration, anxiety and conflict and each
of these step forms obstacle to accomplish goal.
4. Employer of labour in Nigerian higher institutions of learning should also endeavor to provide a
conducive working environment for staff. This can be achieved through the provision of spacious
offices with modern office equipment such as air conditions, communication gadgets among others.
5. Staff of equal status should be given equal dosage of motivation. This will go a long way in
minimizing the rate of employee turnover.
6. The need for learning is pervasive and never ending. All employees have learn new information and
skills when they take up their jobs. Regular training and development programs should be organized
for staff, which will improve their skill for specific vocations on operation status. Training and
development makes a worker more responsible and more productive.
Finally, the researcher also recommend that reinforcement theory or model should be applied in this
institutions because from our analysis, it is discovered that staff are motivated, performance is rated
high by majority of respondents and the impact of motivation is positive on them. So, if reinforcement
model is applied, workers performance would continue to be high. On the other hand, if this is not
done, performance will begin to decline.
5.4 LIMITATIONS OF THE STUDY
The researcher encountered numerous problems in the course of carrying out this research work,
which limits the scope of this study and made it a herculean task. For instance, the materials required (text
books) needed by the researcher were not readily available in the library. More so, the researcher was also
faced with uncompromising and lackadaisical attitude of personnel who are in position to give vital
information that is useful relating to this research. Some management staff refused to disclose some vital
information due to fear of insecurity.
In addition, some of the respondents complained of time, asserting that the filling of questionnaire
waste time while others said it gave headache. This also contributed to the questionnaire not being
41
recovered within the specified time assigned for them. All these odds, notwithstanding, the research work
was successfully carried out and completed.
REFERENCES
Ajuogu, M.A.(2001). Conceptual Issues on Motivation. (2nd ed). Kano: Sky-Path printers
Borman, D. (2002). The Motivation theories. Akure: Brothers Publishers.
Borman, et al. (2004). Concept of Motivation. Akure: Brothers Publishers.
Campbell, A. (2007). The Management of Motivation and Remuniration. London: London business
books.
Conway, B.O.(2005). A HandBook for Succcessful Management of Organisations. London: Educational
Books and Investments Limited.
Donnelly, E. etal.(2006). Modern Theories and Practice of Management. Bauchi: Zamani Printing Press.
Dubin, A. et al.(2002). Performance Appraisal and Conceptual Issues of Business Management. Lagos:
Society printing press.
Ellen, L.B.(2008). Two Test of Maslows Theory of Needs Fulfillments, journal of Vocation Behavior,
20 (3), 15 21.
Jackson, A. C.(2001). Management theory and practices. (6th ed). Akure: UK, TJ internationals.
Latham, et al.(2006). A HandBook of Salary Administration. London: Koyan Page Limited.
McDaniels, J.F.(2007). Organizational Behavior. New York: London Printing Press.
42
McGregor, J.M. (1960). Theories and Practices of Motivation. London: Pitman Publishers.
Murphy, A.H.(2006). Motivation and Personality. New York: Harper and Row Publisher.
Schevman, et al. (2007). Management theory and Practice. Revised edition. Abuja: Africana first
Publishers Limited.
Sherman, et al. (2004). Personnel Management in Nigeria. Benin: Ethopia Publishing Corporation.
http://www.studymode.com/motivation+theories+and+practises.phe?
http://www.academia.com/motivation+and+performance+concepts/hfi./?tr/
http://www.google.com/importance+of+motivation/pht?hkn/
http://www.devilfinder.com/need+for+motivation+in+tertiary+institution/
http://www.yahooanswers.com/motivation and performance relationship/
APPENDIX
DEPARTMANE OF BUSINESS ADMINISTRATION
AND MANAGEMENT, SCHOOL OF BUSINESS
STUDIES, FEDERAL POLYTECHNIC P.M.B 1037
IDAH, KOGI STATE.
5th DECEMBER, 20016.
THE MANAGEMENT
FEDERAL POLYTECHNIC
P.M.B 1037, IDAH KOGI STATE.
Dear Sir/Ma
SOLICITATION FOR RESPONSE
43
I am a student of the above mentioned department conducting a research work on the topic
Motivation and Staff performance in Tertiary Institutions. A case study of Federal Polytechnic Idah,
Kogi State.
Your cooperation is needed in answering these questions to enhance the success of the research
work. The information given will be treated confidentially and will be used for academic purpose only
Yours faithfully
ADAJI OBAJE
QUESTIONNAIRE
INSTRUCTIONS: please tick the appropriate answers in the boxes and fill in the spaces provided.
1. Academic/Non-academic staff..
2. For how long have you taken appointment with the Polytechnic
3. Do you think there is a relationship between staff motivation and organizational performance?
Yes [ ]
No [ ]
4. Does motivation improves staff performance? Yes [ ]
No [ ]
5. Has there being anything done to boost your morale towards work? Yes [ ]
No [ ]
6. Which of the following methods does the Polytechnic use to boost your morale towards work?
[a] praise
[b] promotion [c] fringe Benefit
[d] verbal/written communication
[e]
salary increment
7. What has been the impact of any of the above mentioned methods as applied to you personally?
[a] Positive [b] Negative
8. What method do you consider the best for employees towards high performance?
[a] Money
[b] Promotion
[c] Recognition and award
9. If all method described above are used by the Polytechnic management to motivate employees, do
you think that employees may be satisfied? Yes [ ]
No [ ]
10. How do you feel if you are not being motivated? [a] Frustrated
[b] Go on strike
[c] Turnover [d] Moonlight
11. How would you rate staff performance in this institution as a result of motivation?
[a] High
[b] Average
[c] Low
44
12. Do you think management are committed to manpower development in Federal Polytechnic, Idah?
Yes [ ]
No [ ]
13. Are you satisfied with your job? Yes [ ]
No [ ]
45

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MOTIVATION AND STAFF PERFORMANCE IN TERTIARY INSTITUTIONS

(A CASE STUDY OF FEDERAL POLYTECHNIC, IDAH)

A PROJECT SUBMITTED TO THE DEPARTMENT OF BUSINESS ADMINISTRATION AND

IN PARTIAL FULFILMENT OF THE REQUIREMENTS F0R THE AWARD OF HIGHER

CHAPTER ONE: INTRODUCTION

Concept of employees Performance

Factors affecting employees performance

The Need for Motivation

How to motivate employees

Motivation and employees Performance

Historical background of Federal Polytechnic Idah

CHAPTER THREE: RESEARCH METHODOLOGY

Sources and methods of Data collection

Population of the study

Sample and sampling Technique

Method of Data Analysis

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

Summary of the Study

Limitations of the Study

Questionnaire distributed and response rate ..

years of appointment with the Polytechnic

Relationships between motivation and performance ....

impact of motivation on staff performance

Boosting staff morale towards performance .

Method use in boosting morale towards work

Impact of the method used in boosting staff morale .....

Best method of motivation towards high performance ...

Employees satisfaction on motivational method used ....

Table 4:2:10 Staff feelings towards the absence of motivation .

Staff Performance rate as a result of motivation ...

Table 4:2:12 Commitment of management toward motivation .....

Table 4:2:13 Staff satisfaction towards their job ...

Table 4:2:14 Contingency table I ...

Table 4:2:15 Contingency table II ..

1.1 BACKGROUND TO THE STUDY

To determine whether there is a relationship between staff motivation and organizational

performance or firm growth.

1.5 STATEMENT OF HYPOTHESIS

continually interested and committed to a job or make an effort to attain a goal.

accuracy, completeness, cost and speed.

their time in a workplace environment.

his or her expectations.

PERFORMANCE AS A MULTI-DIMENSIONAL CONCEPT

2.5 THE NEED FOR MOTIVATION

stimulus of extrinsic rewards originates outside the individual.

Rewards need to satisfy the basic needs of all employees.

2.7 MOTIVATION THEORIES

companionship and association with others, affection and identification.

FIGURE1: Maslows need hierarchy.

4. ACHIEVEMENT THEORY/McClellands LEARNED NEEDS THEORY.

They like taking responsibility for solving problems

poorly in competitive or challenging work situations.

The valence of an outcome for the individual.

To the average man, work is as natural as rest or play.

GLOBALLY COMPETITIVE MANPOWER FOR DEVELOPMENT. It is important to note that over

3.4 POPULATION OF THE STUDY

Where n= the sample size

be dealing with the summary of findings.

Source: Field Survey, 2016.

Source: Field Survey, 2016.

Source: Field Survey, 2016.

Source: Field Survey, 2016.

Source: Field Survey, 2016.