PROJECT PROPOSAL

ON

EFFECT OF STAFF MOTIVATION ON JOB SATISFACTION OF

WORKERS IN A PUBLIC SECTOR ORGANIZATION

BY

FEBRUARY. 2022.
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CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Effect of staff motivation and job satisfaction of employees has been of

great importance to organizations. It is a key t organizational success
because the sole aim of any organization, be it private or public is to attain
success and achieve the pre-determined goals. This could only be realized
through effective management who has the ability to energize, direct and
sustain subordinates efforts. In many ways motivation can be considered as
the study of human behaviour in relation to their job and the possibilities of
doing it better.

The performance of employee is jointly determined by the extent to which

they are willing to perform their duties effectively and the degree of skill
possessed as well as the required abilities to perform well. There is the
notion that performance is determined by motivation because lack of
motivation leads to low performance, that is to say that motivation is a
necessary component of effective performance and job satisfaction in an
organization.

1.2 STATEMENT OF THE PROBLEM

Over the years how to motivate workers and make them productive so that
organization can achieve its set goals or objectives has been a problem to
managers of organizations.

Organizations have set goals to achieve and to perfectly achieve this,

workers have to be productive. Consequently, managers of organizations,
are pre-occupied with how to achieve set goals.

In doing this, organization have to motivate workers to make them

productive. However, in carrying out the task , motivation always find it
very challenging and tasking because, it is one thing to motivate workers,
it is also another thing for the workers to respond positively to the type of
motivation employed by management.

The above therefore, invariably become a bigger task for the management
which makes the whole process of motivation unending and coterminous.
This development has become of great challenge to management of

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 organization. Even if management apply the best method of motivation
according to them, the workers may still not be satisfied with their work
and the employer may still not get a better result in performance in the
light of the above research problem.

i. The problem of what method of motivation to be applied to make workers

satisfied with his/her job.

ii. The problem of why workers in most cases are not responding to the
method of motivation employed by management to make them be satisfied
with their job in order to perform well.

iii. The problem of the relationship between motivation and job satisfaction in
a work place.

1.3 OBJECTIVES OF THE STUDY

The research work is purposely to know the effect of staff motivation on

job satisfaction of workers in a public sector organization (federal
polytechnic kaura Namoda).

The objectives of the research are therefore to:

i. Examine the relationship between motivational methods employed by

management and workers satisfaction.

ii. Ascertain why worker do no respond to motivation employed by

management.

iii. Know whether motivating has really serve as an effective tools in

achieving the organization objective.

1.4 RESEARCH HYPOTHESES

Ho: There is no significant relationship between staff motivation and job

satisfaction.

H1: There is significant relationship between staff motivation and job

satisfaction.

Ho: Motivation does not have impact on employee performance.

H1: motivation have impact on employee performance.

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 CHATER TWO

2.0 LITERATURE REVIEW

2.1 CONCEPTUAL REVIEW

One of the basic problems confronting management and the society is that
of motivating workers to perform assigned task to meet up with or exceed
predetermined standard.

Motivation is the reason or reasons one has for acting or behaving in a

particular way, it is an internal or external factors that stimulates desires
and energy in people to be continually interested and committed to a job,
role or subject or to make an effect or to attain a goal. Motivation results
from the interaction of both conscious and unconscious factors.

Mescan (2012) says that motivation is “getting people to do what you want
them to do” in the understanding of Mescan, it is a situation of giving a
person something to do and including the person to do that thing the way
you wanted the person to do it this therefore means that motivation can be
seen as inducing people to put in their best in the performance of the duties
assigned to them.

Robert (2006) defines motivation as “all those inner striving conditions

described as wishes, desires and drives. It is an inner state that move or
activate a person towards the achievement of a goal from Robert point of
view, motivation is conceived when a condition of desire and dives
towards achieving a goal is set and the individual is to make a conditioned
towards achieving the goal. Robert is of the opinion that if there is no goal
to attain or achieve, then there is no need to talk about motivation because
this will make some workers to behave or act in the way they feel.

2.1.1 JOB SATISFACTION

Most organization today focus attention on measuring and improving their
workers attitudes, but before it was considered unimportant in improving
the efficiency and effectiveness of an employee for an organization to
continue to be successful. Effective performance of the employee is not
only essential but paramount in the achievement of the overall
organizational objectives. Such performance will be to a greater extent
depending on their skills and knowledge.

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 An understanding of what motivates the individuals in indeed to reveals
how abilities and skills are activated because these factor (skills and
knowledge through important cannot be sufficient in determining job
performance).

The years of scientific management when workers were seen as another set
of machines where little efforts were made to promote job satisfaction that
could reduce absenteeism employee turnover and poor performance.

Eze and Nwali (2010: 28) quoting Feldman and Arnold (1983) say that job
satisfactions is “the amount of overall positive effect (or feelings) that
individuals have towards their job”. By job satisfaction, it is meant that the
individuals generally likes and values the job highly and feels positively
towards it.

2.1.2 MEANING OF JOB SATISFACTION

Most organization today focus attention on measuring and improving their

workers attitudes, but before it was considered unimportant in improving
the efficiency and effectiveness of an employee for an organization to
continue to be successful. Effective performance of the employee is not
only essential but paramount in the achievement of the overall
organizational objectives. Such performance will be to a greater extent
depending on their skills and knowledge.

An understanding of what motivates the individuals in indeed to reveals

how abilities and skills are activated because these factor (skills and
knowledge through important cannot be sufficient in determining job
performance).

The years of scientific management when workers were seen as another set
of machines where little efforts were made to promote job satisfaction that
could reduce absenteeism employee turnover and poor performance.

Eze and Nwali (2010:) quoting Feldman and Arnold (1983) say that job
satisfactions is “the amount of overall positive effect (or feelings) that
individuals have towards their job”. By job satisfaction, it is meant that the
individuals generally likes and values the job highly and feels positively
towards it.

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2.1.3 IMPORTANCE OF MOTIVATION

The end result of effective motivation given to the workers will yield the
following:

i. Improves the performance of an employee in an organization

ii. A well motivate person will be productive, thereby making the

organization a success.

iii. Motivation is one of the important tools which managers a;;oy in order to
meet the set target of their organization.

iv. An organization that provide enough facilities and equipment for the
personnel to work with a likely to witness profitability growth and
development at lowest possible cost.

Nwanchukwu (2007) made a very interesting observation about an

unmotivated employee, he pointed out that the characteristics of a
unmotivated employee are stubbornness, stupidity willingness by
interesting coincidence are also characteristics of the unmotivated
employee.

2.1.4 IMPACT OF MOTIVATION ON WORKER’S PRODUCTIVITY

AND SATISFACTION

The essence of all motivational effort is to increase employee’s

productivity, the factors that influence employee productivity are different
from the factors that influence satisfaction, and therefore, the factors that
influence productivity include the following:

Ability

Lack of technological know-how or skill

Lack of physiological drive

Attitude

Technology employed

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 Ability: different people are endowed with differ abilities from birth those
who are strongly talented or specially gifted excel in one field of endeavors
or the other.

Skill: skills is acquired through training, lack of skill could be due to lack
of opportunity to acquire training during childhood sue to family
circumstance back to interest or any other reason.

Lack of physiological drive: some people make minimal demand on

themselves their expectation are low and they lack the drive these people
appear content with what they competitive spirit lack behind those who are
self-motivated to achieve people who lack derive tend to be more
interested in maintaining factors and slay away from responsibility or
challenges.

Management ability: one of the key function of management is to utilize

the people in the accomplishment of organizational objective. To
accomplish these objective management must not only create a favourable
environment in which the employees work but must motivate employee to
greater performance when management fails to motivates her employee,
the employee becomes a liability to the organization. they set the pace
influence efficiency the choice of technology to be employed and
determined the organizational climate and prevails.

Attitude: an employee with a poor attitude towards her work and the
organization is a low producer attitude to their work tend to fix in into
McGregor’s theory X they work because of the compulsion of their
economic circumstances poor attitude could be due to lack of his intrinsic
reward.

Technology: the type of technology use is an organization influences

employee productivity obsolete equipment reduces output increase
stoppage and reject where monument employs good techniques and
innovative approaches productivity is bound to increase.

2.1.5 MANAGERIAL IMPLICATION OF MOTIVATION

The motivation of employees in the organization to perform efficiently and

effectively in order to achieve the best result in the organization is an issue
that mangers have to put into consideration.

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 Feldman and Arnold (1983) quaoted by John F. EZe and Anthony C Nwali
(2010) outlined a number of managerial implication.

i. That managers must be sensitive to the difference in needs and desire

which exist among subordinate. Every manager must recognized and
appreciate the individual and uniqueness of organizational members in
view of the fact that what “A” needs value and aspires may be relatively
different from that of “B”.

ii. That managers attempt to ensure that employees are treated in a fair and
equitable manner and that employees must feel that are being treated fairly
and equitable “the submission of equity theory makes us to believes that
employees not only compare their remuneration and output with their
colleagues in organization but they also do so with other people I their
organization.

iii. The feeling to inequity can de-motivate employees should therefore be

fairly rewarded and commensurate for their output end should perceived
that the reward system is generally fair.

2.2 THEORITICAL REVIEW

2.2.1 Maslow’s theory of motivation and need (1943).

Abraham Maslow was an American psychologist whose great contribution

to motivation theory was on the “Hierarchy of needs” Maslow’s studies in
to human motivation led firm to purpose this theory of needs and he also
believed that everyone has the needs all of which can be organized as a
hierarchy. Its theory which was developed in (1943) was based on two
major assumption:

i. That human beings have many needs ranging from biological needs at the
lower level to psychological needs at the upper level.

ii. That these needs manifest hierarchically such that it is only when the lower
needs are satisfied that the upper level needs can be activated.

Maslow theory of motivation identified five (5) separate categories of

needs hierarchically as follows:

i. Psychological: thirsty hungers, sex, etc

ii. Safety/security need: job, security, stability

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 iii. Social love affection need: affection identification

iv. Ego or self-esteem needs prestige self-respect status

v. Self-actualization need: sense of achievement.

vi. Psychological needs: according to Maslow, this is the first hierarchical

needs which makes people to desire things like food, clothing shelter.
These needs are the strongest a man’s life and they must be first satisfied
psychological needs are largely satisfied with many therefore an individual
at this stage hierarchy needs positively to incentive.

vii. Safety needs: this become more important to man after psychological need
have been attained, he would now want to know what should happen to
him if he falls sick, what provision should be made to protect him from
organization hazards. Thus this safety need becomes prominent safety need
is an individual protecting instinct against bodily harm danger and loss of
employment, deprivation of threat. An organization can take care of a
workers needs by making legal provision for him.

viii. Social needs: this is the desire to love and be loved. An individual values
friendship affection as the sense of belonging.

ix. Ego or self-esteem need: is the need for appreciation by the society the
individual wants to be recognized he wants accomplishment achievement
and self-respect. He wants his contributions to be appreciate him helping to
build up his eye.

This can be done through promotion to higher positions, appointment to

important committee letter of commendation.

x. Self-actualization: this is the last stage in Maslow’s hierarchy of need, it

is the need for self-fulfillment. An individual is fulfilled where he reaches
the highest level that he considers himself capable of reaching self-
actualization may also manifest itself in several other ways such as title
PHD or Barrister, Professor etc.

MCGREGRO – THEORY X AND Y (1960)

Douglas Mcgregor conducted a survey of management in the USA in the

1950s and come out with set of assumption of theories.

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 These are the theory X and theory Y. although these theories are described
as two extremes and unacceptable set assumption about human being the
provide grounds for understandings the need for special attention and focus
on employees attitudes and organizational leadership.

The classification of the sets of assumption are shown below:

Theory X assumption

Theory Y assumption

Theory Y is about the view manger have to their workforce, it holds the
assumption that the management effort to direct behavuior must be through
threat (coercion) close supervision and light control. It advocate hard
approach to managing people.

Theory X Assumption

Theory X assumption about employees are:

- People are by nature indolent: they work as possible ever avoid work

- People lack or has little ambition tends to show responsibility and prefers
to be directed.

- People are inherently self-centered and indifferent to organizational needs.

- People are by nature resist to change

- People are easily tricked (quibble) and not very right above all wants
security base on this assumption in order to get men to attain
organizational objectives.

However, man must be lightly controlled and externally motivated in order

to overcome his natural desire to avoid work.

Theory Y Assumption

The theory Y assumption states that:

- Work is a natural phenomenon and if the conditions are favourable people

will not accept responsibility they seek for it, that is committed to objective
functions of the reward associated with their achievements. If people are
committed to organizational objective, the will exercise self-direction and
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 self-control that is the average human being learns under proper conditions
not to accept but to seek responsibility.

- The essential task of the management is to arrange conditions and methods

of operations so that people can achieve their own goals best of directing
their own effort toward organizational objectives therefore, employees are
generally quite creative.

2.2.2 HERSBERG TWO FACTORS THEORY OF MOTIVATION

This is an environmental motivation theory which emphasizes factors in

the environment that contribute to the behaviour. It seems natural to
believe that people who are generally satisfied with their job will be more
dedicated to their work and perform it well. As compared to these people
who are dissatisfied then it would be useful to isolate these factors and
conditions that produce satisfaction and these that produce dissatisfaction.
Herzberg conducted to survey in which he asked employees to described
recent events which has given rise to exceptionally good feeling about their
jobs (this he calls “motivation”) and recent events which had given rise to
exceptionally bad feeling about their jobs (which he described as “Hygiene
factor”). According to Fredrick Herzberg, factors involved in producing
job motivation since separate factor needs to be considered, depending on
whether job satisfaction or job dissatisfaction being examined. It follows
that these two feelings are not opposite of job satisfaction or dissatisfaction
on the side of the workers.

The two factors

Hygiene factor: the hygiene factors do not motivate people, they simply
prevent dissatisfaction and maintain status quo the produce no growth but
prevent loss the absence of these factors leads to job dissatisfaction the
elimination of dissatisfaction does not mean satisfaction and these factors
simply maintain a “zero level of motivation”.

Motivational factors: these factors are related to the nature of work itself
(job content) and are intrinsic to the job itself.

2.2.3 EXPECTANCY THEORY – VICTOR VROOM (1968)

A key point to this theory developed by V. H Vroom is that and individual

behaviour is formed not on objective reality but on his subjective
perception of the reality. That is man as a rational being is only interested
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 in the alternative that provides the most benefit and maximizes pay the
most important aspect of the theory relates to has a person perceives that
relationship between three major variables efforts performance and
rewards he focused on variables responsible for stimulating an individual
to put more effort in carrying out his duties in conclusion, the side that
there are three factors responsible for stimulating and individual into
action. Porter & Kwler (1968).

a. Expectancy: this means the extent of the individual perception that a

particular behavior outcome this is probabilistic in nature and it accounts
for the relationship between an act outcome for instances, if a student
works hard during the semester he expects to do well in the final
examination. Chadan (2012).

b. Instrumentality: this has to do with the performance reward relationship

that is the extent to which an employee perceives that improved
performance will result to desired result for instance working hard may
lead to improved operation (first level outcome) and this may lead to
reward like promotion increase in salary etc (second level outcome)
motivation will not take place If an employee perceives that improve
performance will not lead to expected reward.

c. Valence: this is strength of the belief that attractive rewards re potentially

available if the reward attached to improved operation is no desirous on
employee may not be motivated to work hard.

Employee “A” may be working hard to earn promotion and not

status/recognition because that is what he distress even though he realized
that promotion eventually leads to status recognition while employee “B”
may be motivated to work hard in order to increase his salary not
promotion because what matter to him at that point in time is salary
increase.

2.3 SUMMARY AND JUSTIFICATION

The area of motivation has been receiving a lot of attention by both

behavioural scientists as well as individual psychologists.

The force of motivation to be employed that will satisfy workers has

become a challenge on the management. It is not easy to motivate an
individual because the success of any motivational effort depends o the

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extent to which the motivation meets the needs of the individual employees
for whom it is intended to.

There has been numerous researchers on the concept of motivation as well

as job satisfaction of employees but this study aims at examining effect of
staff motivation on job satisfaction with peculiar reference to federal
polytechnic kaura Namoda.

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 CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 INTRODUCTION

This study would be conducted mainly to find out how workers where
motivated in an organization this chapter explains the methodology that
would be used in carrying out this research work in details the procedure
followed and process adopted in order to guide who ever read through this
project.

3.2 POPULATION OF THE SUDY

Population is defining to mean all of the items or subjects that possess the
same characteristics that have knowledge of the same phenomenon being
studies. Tirodin (2000) quoted in Nasir (2005)

Nnamdi (2010) population is made up of all conceivable elements subjects

or observations relating to a popular phenomenon of interest to the
researcher.

3.3 SAMPLE SIZE

Nnamdi A. (2010:39) seen sample as “a part of the population” according

to Nasir that have the same characteristic which is selected for the purpose
of data collection and analysis.

Ngu (2005:16) defines simple as “a representative of the whole population

that is used for generalization of the population.

From the above definition, sample as a part of small quantity which is used
to represent the total population.

3.4 SAMPLING TEHCNIQUES

Fagbohungbe O. B. (2007: 95) sees sampling techniques as “the selection

of sampling technique can be defined as a plan specifying how element
will be draw from the population.

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3.5 METHOD OF DATA COLLECTION

Data collection is the process of gathering information for the purpose of

verification of question data collection is a systemic approach to gathering
information from a variety of source to get a complete and accurate picture
on an area of interest.

The method of data collection or instrument for data collection includes:

 Questionnaire

 Interview

The instrument used to collect data for this research work is a

“questionnaire”

Questionnaire: questionnaire is a data collection instrument which contain

standard of question to be administered with the assumption that the
respondent will respond in a standard manner of administering is similar to
interview since they all attempt to get the feelings belief experience.

Interview: this is one of the most important instrument of data collection

because most of the time the researcher deals with the respondent directly.
It is a good approach for studying any attitude view and value of people of
groups of individuals it is also useful in descriptive studies, it is a
techniques for collecting information from respondents in face to face
contact.

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Reference

Agu C. (2005) Impact of Motivation on Organisation Productivity. Longman

Edition Lagos.
Barnowe, Douglas and Leonard (2012) Management theory and Practice
Revised Southwest province Cameroon.
Benson A.B & Steliner (2015). The Basis of research Methodology Third
Edition Kolleb Publisher Shomolu Lagos.
Benson A.B & Stevener (1998) Human behavior 2 nd Edition Harcour Brale
Jounic New York.
Celestine J (2009) Motivation as an instrument for motivating staffs
Longman Edition Lagos
Chadan S. (2012) Work and Motivation John Willey and Son Inc. New
York.

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