The Essence of Motivation of Office Staff as a Tool Towards Enhancing Productivity by Sani Ibrahim

The Essence of Motivation of Office Staff as a Tool Towards Enhancing Productivity By Sani Ibrahim

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

A person`s attitude towards his job not only governs his progress but

also affects the progress of energy are else an organization. Olugbon

(1984) has it that the lead of the effort an individual member of an

organization will exert on an assignment or task depend on important

the reward to be derived. “Naturally, which workers are classified their

negative attitudes are generally associated with the environment

where they are working. On the other hand when workers feel good

about job, they associated their feelings with the job itself. Motivation

is derived from the word “motive” which means a drive or force that

leads to certain behavioural charge.

G .A Cole (1997) describes motivation as a process in which people

choose between alternative forms of behaviour in order to achieve

personal goals although some of the psychology and social needs of

individual won this may be at variance with organizational objectives

management cannot disperse with the need to create the type of

atmosphere that is permit the goal of the organization to be attained,

performance with improve within it instrumental in achieving higher

wages gaining promotion and producing increases acceptance by

workers. Secondly, there are sets of factors which are a relate to

people`s inner needs concerning the job. It is in the light of the above

observation that the staffs of Nigerian Defence Academy (NDA) are

expected to fully commit themselves and progress. However for this

commitment to be effective, the staff should be motivated in terms of

National Diploma In Office Technology & Management - 2011


wages, training promotions and advancements after training

appropriate to their schedule of work.

The Nigerian Defence academy should constantly reminds it workers

that time is best spent in honest, productive work, that “hard work of

any kind produces more satisfaction and well being”. Haines (1978):

that work in monotonous and techous only when it is done without

enthusiasm and self confidence that love of work is love of self

expression and the best quality of personal success. All these qualities

cannot be achieved without motivating the staffs of Nigerian Defence

Academy. The aim of this chapter is to summarize the leading theory

that have influenced management attempt to achieve a motivated

workface.

1.2 STATEMENT OF THE PROBLEM

This study will identify the nature of the problem intent and causes of

dissatisfaction by the staff of Nigerian Defence Academy. It must not

be forgotten that individual come into the academy as unique being

with unique personality traits. These traits are sort of projection of

psychological and social needs each of which an individual worker

sacks satisfaction in order to complement the economic requirement

that might be associated with the job through compensation. It is for

this reasons, the job satisfaction is considered crucial to the success of

the staff and Nigerian Defence Academy. The purpose of this research

is to see whether the staffs are being paid in accordance with their

training and need since the administration of salary is designed to

motivate performance. Paying the staff for their achievement will help

to ensure the continued dedication and will make them put in their

best in their day-day activities thereby improving their performance.



Learning is all about improving current performance and developing

potentials and this take place on the job. In this way the employee

“can rapidly learn to measure up to standard of performance thereby

increasing their value to the organization and satisfying the human

need for person`s growth on the job”.

(Pygors and Onyres 9th edition), when a worker is well trained,

remunerated and motivated he is capable of achieving productivity

through experience on the job. He also grows with the job, but his

corporation in getting higher productivity cannot be taken for granted.

It therefore, follows that job satisfaction is affected by both situations

surrounding the job and the personality of the worker. This is because

job satisfaction is influenced by people, promotion opportunities and

participation in decision making. When a worker is satisfied with this

job, he is not likely to resign an absentee cession will be will be

reduced because the commitment to perform the Nigerian Defence

Academy have suffered over the year as a result of ill motivation by

the organization. The researcher will dig into the root cause

dissatisfaction by the staff and make recommendation for

improvement.

1.3 OBJECTIVES OF THE STUDY

The purpose of the study is to consider the role the top management of

the Nigerian defence Academy is suppose to play in ensuring that the

staff are motivated to perform better. The study will examine the issue

of remuneration compiled with lack of manpower planning of the staff

of Nigerian Defence Academy. This is important because at every point

in time in life of every organization that must be right number of

employees with the right time performing the right activities in order to

achieve the goals and objectives of the organization to fulfil its



purpose. For this reason, efforts will be in this study to revisit the

manpower planning of Nigerian defence academy.

The research intended to finds out whether the organization really sees

their workers contributing their own quotes to the development of

Nigerian defence academy or not it intended to find out the root

causes of more morale among the staff and to recommend possible

solutions. The research will also address the issue of lack of command

to duty as the major cause of indiscipline by the staff. This project will

prescribe solutions to all these administrative bottle necks. The project

will prescribe managerial solutions to all the frustrations being

experienced by the staff and how the already derived image could

refurbish.

The successful conduct of the project will go a long way to enhance the

proper understanding of motivation in Nigerian defence academy

particularly to the staff. It will assist the management to appreciate the

significance of the study in decision making and policy execution.

1.4 RESEARCH HYPOTHESIS

The research is essentially designed to validate the following

prepositions as the likely hypothesis.

H1: The top management have fail in its duty to motivate the staffs.

H0: Workforce indiscipline in the academy is exhibitions of

dissatisfaction and frustrations with the condition of service of

the organization.

H2: Lack of motivation is the cause of productivity and job

dissatisfaction by the staff of Nigerian defence academy.

H0: Good attitude to work and job satisfaction of the staff on the

academy can make the organization great.



H3: Staff in the academy with when concourses on the pest did not

appreciate the effect of this training.

1.5 SIGNIFICANCE OF THE STUDY

The study will be invaluable importance to the top management of the

organization (Nigerian defence academy) who will find the literature

review, findings and recommendations very helpful. Scholar’s interest

in the area of motivation will also find the work of immense value.

Apart from the Nigerian defence academy, other organizations whether

military or not will benefit from the findings and recommendation of

this study which may turn ours to the best needed to their own

situations.

Finally the study is one of the requirements for the national diploma in

office technology and management in Nuhu Bamalli polytechnic.

1.6 DEFINITIONS OF TERMS

Training: this is the bringing up of a person or animal into a desired

standard of efficiency, condition or behaviour by giving instructions or

practices.

Performance: the act of doing something, duties or carrying function.

Employees: the staff of an organization employed to achieve the goal

of production, rendering of services.

Staff: a person purposely employed to deal with specific task in the

office. Like correspondences routine office work etc.

Employer: this is the management of organization who gives

directives and has authority to employed staff and sees to the smooth

running of the organization.

Evaluation: this is to find our training need and also assess the value

of training to the organization.



Vestibule schools: this is an institution of our school where training

takes place apart from on-the-job training.

Concept of training: fundamental or underlying meaning of training.

Motivation factor: this is a factor which encourages engineers a

person or employee to perform well in his job

Productivity: the finding input that an employee done put or field.

CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION

In this chapter, manpower planning leadership, animal performance,

evaluation reports, concept of motivation, and nature of motivation of

organization are discussed extensively.

2.2 MANPOWER PLANNING

Planning in any form is common to both government and business

establishments and planning requires certain basic knowledge

projection and invention. All planning is centred on objectives to be

achieved, looking ahead to anticipate opportunities and barriers is very

essential to planning. Huse (1982) says that, “planning is the process

of determining the major objectives of an organization use and

deposition of recourse to achieve these objectives”. Planning is the

most important managerial functions. Before administrators can

perform any other function they have plan that have purpose and



directions. For instance, when planning there are four basic questions

one should ask himself. The first question is where are we now? This

question is curtained with assessing the present situation and

forecasting how the situation may change on the future. The second

question is where are we going? This question involves determining

objectives in term of the present and the future. The third question is

what the difference is between where we are now and where we want

to be.

Finally how can we get there from there? This requires an outline of

action and careful analysis of the future duplications of present

decision. It is in this sense that we shall briefly go in to the analysis of

manpower planning assist affect training of staff of Nigerian defence

academy.

As rightly pointed out by ubeku (1995) “manpower requirements of

any organization have to be planned for just a dynamic situation like

the one in which we now find ourselves, no organization can grow

effectively unless the function of manpower planning are carried out

effectively some organization without well trained personnel

department fall with the error of looking for a staff as one necessary. In

every aspect of running an organization, forward looking shall be rule

and this is even more important when we talk about adequate

manpower and the right type of manpower. We must plant ahead for it,

because as it has been pointed out, the days of unsystematic use for

manpower planning should not be seen in isolation concerned with the

future plan and evolutionary organization structures. There are two

main aim in manpower planning, the first is to ensure the optimum use

of human resources correctly employed, and secondly to provide the

for the future manpower needs of the organization in term of skills



number and ages. This is within it is important that at every point in

time in life of an organization. There must be right jobs at the right

time performing the right activities in order to achieve the objectives

of the organization and to fulfil its purpose.

Manpower planning falls into two stages; the first to concern with the

detailed manpower inventory of all types and level (unskilled, skilled,

supervisory and managerial) of all employs throughout the period of

manpower plan. The second stage is concerned with the manpower

supply that is having decided on what you want; you know what to find

out from what source you can get the right type of people to meet the

requirement. A continuing fund in of manpower is to analyze actually

the current manpower resources available in the organization. Before

doing this, it is important to have an establishment as agreed will then

from the basic for future analysis, the actual establishment either

because without actually checking more people have been employed

when the operation has drunk.

With the above analysis, it will be people to decide whether the unit or

development has surplus staffs who are not needed or who could be

transferred to either section instead of recruiting new staffs. All

employees are useful, when employees are under-employed, they

demoralize as the job becomes unsatisfying. Conversely, it’s possible

to discover through the exercise when people are over worked on a

section whereby three or four people, but as a result of bed planning

only two people are available to perform the job.

A consistent examination of the establishment not just on paper only,

but related to the work being done. An analysis of the establishment

will reveal two areas for possible management action such as over



stiffing and under-employment. No organization can plan sadistically

for its future manpower requirement unless we know our present

manpower resources. The first step therefore, is to examine the

current human resources available such as managerial, technical,

clerical or operation and so on. This is sometimes referred to as

manpower inventory. The manpower inventory is nearly the stake

taking of employees in the different categories and in the different

sections. As was pointed out earlier, the stock taking will reveal the

skills available and lacking and the number of unskilled sections that

should or should not be employed. This phase will then be followed by

a manpower audit which will form the basis of operation.

Once the current establishment has been agreed the next thing to do

is to plan for the future. The continued existence and growth of any

organizational requires accurate forecasting of the manpower that will

be needed. This is necessary because there may be unexpected

changes which will result from rapid economic and technological

changes. Successful manpower forecasting further future is dependent

on three basic factors. The first one is knowledge of present manpower

resources. Secondly, information on the manpower environment and a

realistic plan must therefore take an amount of this. Once this source a

change have been discovered steps will then manpower environment

can be divided into four categories such as, technological, social,

economical and political.

Having determined the type of manpower requirement and the

availability, the next question is; what active need to be taken to

achieve our future manpower requirement? According to H.I Graham

“manpower planning is the attempt by management mainly those in

the personal department to forecast through a plan”. For example, how



many and what kind of secretarial staff will be required in the future

and to what extent this demand is likely to occur in the future or where

is in sufficient use of staff.

An organizational manpower planning needs a continuous re-

adjustment, because the goals of an organization are unstable and its

environment uncertain. It is also complex because it involves so many

independent variables such as resistances to change, and government

policies as far as the civil service is concerned. Manpower planning

must include feedback system because of the plan cannot be fulfilled;

the objectives of the organization may have to be modified so that

they can be feasible in manpower terms.

The major uses of manpower planning are to help determine

recruitment level in order to avoid expensive and unsatisfactory panic

measures. For instance, when an organization suddenly realized that it

is short staffed or has face frustration through lack of trained staffs the

organization could always look at its manpower plan and redesign it

with an attempt to maintain it staff. Manpower planning is useful in

various ways. It helps to reduce redundancy be a job situation, it

helping in dictating or showing a point of balance in ratio between

human and financial costs. Most relevant to this project is that

manpower planning will help in showing areas where staffs should be

trained and developed in Nigerian defence academy.

To achieve a successful manpower planning the organization should

identify their future manpower need. The organization should identify

what internal source it will have to meet. The demand should be

compared with the present internal source. From the understanding of

the manpower strength, the organization should find out where its



needs are on the labour market and what it future requirement will be.

There is also need to cope with number of problems which tend to

make the planning of manpower difficult.

The assignment of preset manpower requirement in an organization

can be done by analyzing statistical data obtainable from various

heads of department in the organization whether public or private

organization. The case of short term requirements the nature and

structure of incentives should be noted and comparison made short

term manpower requirement is considered as a period of one to three

years. It is also necessary to consider both the nature and structure of

the incentives. The nature of the incentives includes the salary grading

system while the nature of the incentive may include both monetary

and none monetary reward of workers.

2.3 LEADERSHIP

A leader is a member of a group with outstanding qualities and rates.

He is the autodial of the group overall interest or objectives. He does

not only define his role, he defines does of the other members of the

group to ensure that they are properly executed for the common

purpose of the group.

Follet (1960) identifies three types of leadership: leadership of

personality, leadership of position, and leadership of function, but

admitted that in modern complex organization that of personality is

less important than the two. Following on this premise Abdussalam

(1986) has attempt a distinction between leadership and leadership. To

him “leadership and leadership are two different phenomena although

it is possible to find them with a single personality. The head who is not



the effective leader depend heavily on the formal authority at his office

to ensure obedience form members of the organization, while the one

who is the effective leader relies mostly on his partial attributes”.

Some pertinent questions may be raised here to find out the nature of

leadership this include the attempt to influence and the willingness to

b influenced. For instance, why are some suggestions listed to closely

and considered and others are dismissed without even full hearing?

How does some person whose suggestions are frequently accepted

attain this influence, and finally why do members do what they

advocate? Simply put, when one person does what another wants him

to do we say that, influence has power over the other. Leadership

therefore involves power that is the ability to influence other people by

whatever means necessary. The word power is associated with the

ability to influence group members and move them into action. A

leader is a person who has power over the other members of a group.

Many of the past and current woes of man are attributed to mediocre

and irresponsible leadership. Such leadership is to be found in

industries, commerce, government, education, churches, mosques,

military organization, consultancy firms and indeed every form of

organization on earth. There is a wide spread feeling in some circles

that leaders are a selected minority different from the vast members of

followers.

According to Sampson (1971) “the view of the world from beneath are

not the same.” This statement is valid whether we are talking about

the entire society, organization, social institution and so on. In

particular it could be argued that these views vary when the top to

bottom relationship is one of master to slave. The master-slave



terminology donates a situation in which one person or group occupies

a position of wear total authority over a group of other persons. On one

hand, continued operations procedures a person with lesson amount of

creativity, curiously initiative and achievement.

It is fallacious to assume that, leadership will behave exactly the same

to all subordinate or subjects in all situations. Some leaders may be

found utilizing their authority or traits in most extreme cases, while

others may turn to be moderate in given situations affecting their

subjects in their society or organizations. Having emerge as a leader, a

leader usually develop his own style of motivations and leading his

followers with the choice of style depends on the leader`s philosophy

and management. A leader whose philosophy of management is that

of the scientific management though will exhibit leadership style that

will reflect the school of thoughts, while the one whose philosophy of

management is inclined toward the human relation, school of thought

will exhibit his leadership style to reflect the relation school of

thoughts. Although, numerous leadership style can be deal field. The

common one includes service, autocracy, and benevolent autocracy.

Referent power where the person identifies with the other and respect

him will often have the broadest range of influence. With reward power

is likely to produce increase resistance, although the more legitimate

the power, the less the resistance. Charismatic power may be eroded

because of credibility gap and the individual leader who was once

powerful, might find him devoid of power.

No, one leader, up no matter how charismatic can exercise leadership

poor ever. He might be charismatic with a group at one particular

place and at one period of time. His charismatic may be accepted by



everyone; in everyplace at all times at the right time when it is

functional each type of source may be very powerful. Leadership is

basically very situational, making on-the-spot decision and meeting

new challenges. Therefore in many situations the leader influence is

based on a combination of source of power.

2.4 TRAINING

The importance of training staff in any organization in a smad invested,

whether it is a public or private one. Training is part of manpower

planning. Training helps the staff to add to their learning faster. A staff

“who has not received adequate training before being assigned with

responsibilities lack the necessary confidence with which to carry out

his duties”.

Diveker (1972), an employee can only perform if he can be helped to

grow into more responsibilities by going through training and

development. The next employee, for instance needs to have a clear

explanation of the job constant of his job and how it relates to the

organization. As a matter of fact it should be noted staff should be

continually trained so that they could increase their values to the

organization to prepare the schools poor advancement in their various

cadres. Training of staff should be the organization to prepare them for

advancement on their various cadres. Training of staff increase their

ability to learn; Training is not simply sending them on courses or

putting them into formal learning instructions. Learning is all about

place on the job.

According to Pigor and Myers (1981) “the staff can rapidly learn to

measure up to standard of performance thereby increasing their value



to the organization and satisfying their human need for the personal

growth on their job”. Furthermore, continued training can help to get

their ability to learn thereby adopting themselves to major changes. In

job content and work relationship. Performance appraisal by the

superior office with each sub-ordinate is adopted. Good points should

be stresses. All employees have a right to know from their superior

supervisors how they are getting along, and a good supervisor let his

sub-ordinates know more frequently that at the formal appraisal

review. The appraisal decision should be in the nature of the progress

review with an opportunity for employees to respond if they fell

different about their job performance. Performance appraisal should be

able to guide the management to know how the extent to which the

fund extended to staff training productivity after a while should

determine their training needs.

Diveker (1977) is emphatic when he sees ones performance

expectation. “This should start with looking at the major contributions

expected from a man in his past and present position and are cord of

his performance against the Gods”. If he ends result of performance

evaluation is unable to show an organization these that deserve

advancement or promotion, training or replacement, the two methods

here failed and re-examination. It is not that promotion is the best

reward for outstanding performance but actually, it is a way of

acknowledging that staffs are indiscriminate promoted without

reference to their contribution to their organization or private

organizations, profit or non-profit organization with reservation such a

practice should be considered to be not result oriented.



An appraisal system will normally take the form of pace-pace interview

between superior and the subordinate. “These should be thought in

preparation by both the interview and interviewer. The time, day and

place should be picked. The interview should as much as possible, be

held at a time well separated from any inter-personal disagreement or

disciplinary action by the reviewing officer”. If the interviewing officer

is pre-occupied with other matters so that he cannot concentrate on

the interview, he should postpone it until a time when he will be able

to give his full attention to it, the interview should be given the

appraisal form to complete. The appraisal form should not go on

record.

2.5 CONCEPT OF MOTIVATION

Motivation is “the condition responsible for variation in the intensity

quality and direction of ongoing behaviour” (Vinake, 1962).

Performance is the behaviour that a person on the job meets or

achieves personal goals. The concept of motivation is difficult to relate

to human action or behaviours. Motivation refers to what prompt a

person to act in a certain way or at least develop prosperity for a

specific behaviour. According to Alansa (1983) “an ability to motivate

staff is probably the corner stone of effective management as such it is

not surprising that there is a constant search for penance. The fact of

the matter is that people are not the same. They behave in different

ways different attitude and interest. Furthermore, the situations in

which we all work are not the same.

Alause (1983) has it that among the most relevant findings is that:

1. Level of performance works directly with the individual`s friend.

2. Achievement, particularly when the task is represented as being

difficult and challenging.



3. A higher level of performance will result from workers who behaves

they are over compensated for their job.

4. Individuals performing at a higher level of job require abilities which

they value or behave themselves to possess.

5. Workers perform at a higher level when they are given feedback

concerning their level of performance.

6. A lot of work still not to be done in his field however, it is possible to

say that job satisfaction is affected by both the situation

surrounding the job occupant. It is influence by such factors as pay,

promotion opportunities, considerate and participate supervision,

and so an.

Although, some of the psychological and social needs of individual’s

workers may be at variance with the organizational goals,

management cannot disperse with permit the need to “strive to create

the type of chamex that will permit the goals of the organization to be

attained and at the same time satisfy the psychological and social

need of its personnel.

As pointed out by Huse (1982) “the employees’ estimate of the value

of a reward and the amount of the effort necessary to achieve it are of

necessity subjective”. Nevertheless, the administrator can be

influential in helping to verify the relationship between effort and

reward. For example he can establish situations where the goals are

dearer and feedback on performance is faster and more direct. The

administrator can make certain that standards are dared. Secondly, to

create and operate opportunities to make the work more interesting,

thirdly, to design jobs so that they contain more opportunities for



responsibility or achievement and provide gratification from the

working if or from the reward system.

Bray Fields and Crachit (1988) in the word “paying someone well or

giving praise and recognition tend to increase the performance level”

and higher the performance levels more the intrinsic satisfaction.

From the above summary therefore, motivations can be said to be the

conditions responsible for the intensity quantity and direction of

ongoing behaviour. These conditions or both intrinsic and extrinsic to

the individuals needs, believers and attitude and of the situation in

which the person works.

2.6 THEORIES OF MOTIVATION

Humanistic psychologists behaves that every person has a strong

desire to realize his full potential, to reach a level of self actualization”.

To prove that humans are not simply blindly reacting to situations, but

trying to accomplish something greater, Maslow studied mentally

healthy individuals instead of people with serious psychological issues.

This informed his theory that people experiences; high point in life

when the individuals in harmony with himself and his surroundings. In

Maslow`s view, self actualize people can have many experience

through a day while others have experience less frequently.

2.6.1MASLOW`S HIERARCHY OF NEEDS

A visual aid Maslow created to explain his theory, which he called the

hierarchy of needs. In a pyramid depleting the level of human needs

psychological and physical. When a human being ascends the step of

the pyramid he preaches self actualization. At the bottom of the

pyramid are the “basic needs or psychological needs” of human



beings, food, water and sex. The next level is safety needs: security

order and stability.” These two steps are important to the physical

survival of the person. Once individuals here basic nutrition, shelter

and safety, they attempt to the accomplish more. The third level of

need is “love and belonging”, which are psychological need; when

individual have taken care of themselves physically, they are ready to

share themselves with others. The final level is achieved when

individuals feel comfortable with what they have accomplished. This is

the “Esteem” level, the level of success and status (from self and

others). The top of the pyramid, “need for such actualization”, occurs

when individuals reaches a state of harmony and understanding.

Maslow`s based his study on the writing of other psychologists, Albert

Einstein and people he knew who clearly he met the standard of

actualization. Maslow used Einstein`s writing and accomplishments to

exemplify the characteristics of the self actualized person. He realizes

that all the individuals he studied had similar personality traits. All

were “reality centre”; able to differentiate what was fraudulent from

what was genuine. They were also “problem centred”, meaning that

they treated life`s difficulties as problems that demanded solutions.

These individuals also were comfortable being alone and had healthy

personal relationships. One historical figures Maslow found to be

helpful on his journey to understanding self-actualization was Lao Tzu,

the father of Taoism. A tenet of Taoism is that people do not obtain

personal meaning or pleasure by seeking material possessions.



2.6.2THE NATURE OF MOTIVATION IN ORGANIZATION

The already enumerated above, it can be rightly agreed “worker`s

motivation is a pre-requisite for human relations” it is nevertheless

synonymous with human relations while it is possible to have whether

motivation without necessarily embracing the whole spectrum of

human relations in organizations exclusive of workers compensation.

Any organization seeks to attain and maintain a very high level of


SELF ACTU

Self esteem, confidence, respect to

Friendship, family, sexual intimacy

Self actualization

Esteem

Love/belonging

Psycoogist

Safety

Breathing, food, water, sex, sleep, excretion

Security of: body employment, resources,

morality, the family, healthy property

An interpretation of Maslow`s hierarchy of needs, represented as a pyramid with the more basic needs at the bottom.


human relation must first of all strive to attain and maintain a very

high level of workers motivation within the organization. Although the

achievement of the former, enhance the chance of attaining good

human relation both within and outside the organization and is

therefore work pursuing. This is so because it exhibits a good image of

their organization in view of this, the importance of workers motivation

as an essential element of human relation cannot be over emphasised.

According to Alugbuo, (1984) “the level of effort and individual

member of an organization will exert on an assignment or task will

depend on how importance the reward to be derived from performing

is to the individual.” Exertion of effort at any level will viewed different

result, referent to as first level outcome. It is unrealistic to suggest,

“There exist one universal instrument for measuring of job and

employees.

Ekpenyong (1983) maintained that, “a close analysis and designation

of a particular job to determine the basic of strength and weakness for

employees motivation is crucial “since a job may after all not need to

be enriched with increase responsibilities decision making feedback

and so on.

Pigors and Myers (1982) believed that “an enriched can be a

motivation” such as pay that is adequate and fair, safe and healthy

working conditions, immediate opportunity to use and develop

individual capacities, continuing opportunities for personal openness,

non-discrimination and the opportunity to develop a sense of

community that extend beyond a given working group,

constitutionalism in the organization, for example recognition of rights



of privacy, free speech without fear of reappraisal, and due process in

all aspects and phases of development, a balance between space time

requirement for work including time for family life and promotion or

merit without the necessity of repeated geographical relocation and

perceived social relevance of work life.

In work situation where employees are granted minimum rights

productivity tend to be low because of the demoralizing effect of

resentment and anxiety. However, as the quality or working life

improves, productivity result will be obtained when management

create conditions which the worker perceive as beneficial to them and

where productivity gains are shared with employees.

2.7 PURPOSE AND EFFECTS OF MOTIVATION AND STAFF

PERFORMANCE

Having discussed the concept and nature of motivation of staff in

organizations, we shall now go further to see the purpose and effect of

motivation on staff performance. Another way of motivating staff to

put in their best is through management by objectives.

Ejiofor (1980) defines MBO as “a method of management whereby the

superior and sub-ordinate managers of an organization agree into a

chain of specific short term goals, define such individuals major area of

responsibility or term of results expected continually reviewed the

accomplishment of the sub-ordinate and used goal accomplishment as

the sole basis of assessing and rewarding the subordinate”

The Adjoin report of has devoted a portion in which the definition and

importance of management by objectives have been stressed.



According to a report management by objectives (MBO) is a process of

identifying goals and objectives, achieving managerial responsibilities

in term of expected result, and target of the organization with those of

managers. In this approach the superior and subordinate managers in

the organization identify objectives in the major areas of

responsibilities in which the men will work. They design an action plan

to achieve expected result in these areas and set performance

standards for acceptable work. They are trained in a good position to

measure actions result achieved against this projected plan and

standard through them to the overall or corporate goals of the

organization in this way, all the managers in the organization are

working toward the same objectives, their activities are designed,

directed and monitored toward meeting common goals and objectives

of the management.



CHAPTER THREE

RESEARCH METHODOLOGY

3.1 INTRODUCTION

The chapter deals with research methodology, a process of gathering

data for analysis, interpretation of the data and arrival at conclusion in

order to solve specific problems.

3.2 RESEARCH DESIGN

For the purpose of the questionnaires and documentary methods mere

used;

Questionnaire: the researcher use for the gathering of data was made

up of closed ended questions requiring yes/no.

Documentary: the researcher used already existing written materials

for research purpose. These include the published or unpublished

materials which were read and analysed.

3.3 POPULATION OF THE STUDY

The population size of this research work covers the entire secretarial

and management staff of Nigerian defence academy, Kaduna, in

various departments and categories with specific reference to the

importance of motivating employees.

3.4 SAMPLE SIZE



As a result of the large population within the scope of this study, and

after problems associated with carrying out this task, a sample of 60

populations was used, selected at random to server as interview.

Therefore, the analysis of data was based on the information from

defined sample size.

3.5 DATA COLLECTION INSTRUMENT

The staff interviewed on employee motivation as a way of enhancing

productivity with each department and staff of the organization was

represented effectively because it was difficult for each staff to be

interviewed one after the other as time constraint did not allow the

researcher to move on all staff.

3.6 DATA ANALYSIS PROCEDURE

In analysis of data statistical and explanatory method were used to

explain and interpret data collection from respondents. All responses

were based on an underlined percent (100%) as will be seen in chapter

four.

E.g. NR X 100

TNR 1

Where 100 = percent

NR = number of respondent

TNR= total number of respondents



CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 INTRODUCTION

In this chapter, the researcher presented and analyzed data collected

and illustrated on the importance of employee motivation in an

organization with reference to Nigerian defence academy, Kaduna.

It will however, rest on the use of data collected from responses of

NDA. The main instrument of the research is questionnaire, this is to

enable the researcher determine the validity of otherwise of need of

motivation of the staff as it affect the level of performance of a staff.

4.2 RESPONDENTS CHARACTERISTICS

The data presented throughout this chapter are in percentage and

analyzed data are based on the questionnaire issued to different

people.

TABLE 1: WHAT IS YOUR HIGHEST QUALIFICATION?

RESPONSES RESPONDENTS PERCENTAGE (%)WASCE/NECO

- -

NCE 10 17



OND 10 17HND 35 58B. sc 5 8Total 60 100%

From table one above showed that 35 respondents, representing 58%

are holders of HND, 10 are OND and NCE holders, while 5 respondents

representing 8% are B. Sc holders.

TABLE 2: FOR HOW LONG HAVE YOU BEEN WORKING?

RESPONSES

RESPONDENTS PERCENTAGE (%)

1-3 yrs 15 253-5 yrs 20 335 and above

25 42

Total 60 100%

The table above indicates that 25 respondents making up to 42% have

been working with the academy for 5 and above yrs, 20 from the

respondents representing 33% have been working for 3-5 years, and

15 respondents have worked for 1-3 years with the academy.

TABLE 3: HOW COULD YOU DESCRIBE YOUR WORKING CONDITION?

RESPONSES


Good 40 67Fair 15 25Poor 5 8Total 60 100%



From the above table, 40 respondents representing 67% describe their

working condition being good, 15 said it is a fair and the rest of the 5

respondents representing 8% said their working condition is poor.

TABLE 4: DOES YOUR MANAGEMENT NEEDS WELL EDUCATED STAFFS?

RESPONSES


Yes 60 100No - -Total 60 100%

From the above table all the 60 respondents representing 100%

agreed that their management needs well educated staffs.

TABLE 5: HAVE YOU EVER RECEIVED ANY TRAINING FROM THE

ACADEMY?

RESPONSES


Yes 58 97No 2 3Total 60 100%

From the above table 58 respondents representing 97% admitted that

they have once receive training while two have not, that is 3% of the

respondents.

TABLE 6: DOES YOUR BOSS TRUST YOU?

RESPONSES


Yes 40 67No 20 33Total 60 100%



The above table shows that 40 respondents representing 67% said

there is trust between them and their bosses do not trust them.

TABLE 7: ARE YOU DEDICATED TO CARRY OUTADDITIONAL

RESPONSIBILTIES OR DECISION MAKING?

RESPONSES


Yes 56 93No 4 7Total 60 100%

As it can be seen from the above table, it indicates that 56

respondents that are 93% are delegated to carry out additional

responsibilities or decision making while 4 respondents representing

7% are not.

TABLE 8: WAS SOME STAFF WHO WENT ON COURSE IN THE PAST

PROMOTED OR UPGRADED AFTER THEIR TRAINING?

RESPONSES


Yes 20 33No 40 67Total 60 100%

As it can be seen from the table above, 20 respondents said there is

adequate staff promotion in the academy for those who went on

courses or training while 40 of the respondent’s did not agree to this,

that 67% of the respondents.



TABLE 9: JOB SATISFACTION CAN MAKE THE ORGANIZATION GREAT?

RESPONSES


Yes 55 92No 5 8Total 60 100%

From the above table 92% of the respondents agreed that if the staff

of the academy where satisfied with their job, the academy will

become great. It therefore, shows that the hypothesis was accepted.

TABLE 10: WORKFORCE INDISCIPLINE IN THE ACADEMY IS EXHIBITION

OF DISSATISFACTION AND FRUSTRATION?

RESPONSES


Yes 35 58No 25 42Total 60 100%

As could be seen above, a total of thirty five respondents from the

table agreed that indiscipline in the academy is exhibition of

frustration, while 25 of the respondents said no. This hypothesis was

also accepted.

TABLE 11: DOES YOUR ORGNAIZATION PUT IN PLACE ANY

MOTIVATIONAL PROGRAMME?

RESPONSES


Yes 12 16No 48 84Total 60 100%



From the above, 12 respondents representing 16% of the total

respondents affirmed that staffs are regularly trained while 48

respondents disagree with this.

TABLE 12: IS THERE BEEN CHANGE AS A RESULT OF THE MOTIBATION

RECEIVED?

RESPONSES


Yes 59 98No 1 2Total 60 100%

Table shows that 59 respondents representing 58% agreed that

motivation has improve their performance considerably while only one

respondents representing 2% disagreed that motivation does not affect

any changes in his performance.

TABLE 13: WOULD YOU SUPPORT THE CONTINUOUS MOTIVATION OF

STAFFS?

RESPONSES


Yes 60 100No - -Total 60 100%

In the table above, all the respondents i.e. 60 respondents

representing 100% of the respondents support the continuous

motivation of staff. This is necessary because of the dynamic nature of

the profession where new approaches are needed to meet up with the

ever changing automation in office.



TABLE 14: WITH PROPER MOTIVATION, DO YOU THINK THAT THE STAFF

OF THE ORGANIZATION DEVELOP GOOD ATTITUDE TO WORK?

RESPONSES


Yes 52 87No 8 13Total 60 100%

From the above table, the question centred on attitudes to work.

Responses from the staff as could be seen showed 52% respondents,

representing 87% accepted the proper motivation can improve the

attitude to work while 8 respondents disagreed.



CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 INTRODUCTION

In this chapter, the research tried to summaries, concluded and also

makes recommendations to the top management of the Nigerian

defence academy (NDA) on ways on how to improve or address the

issue of inadequate motivation as it affects the staff of the

organization.

5.2 SUMMARY

It is obvious to observe that the factors affecting the performance of

the staff of Nigerian defence academy it has been analyzed in

preceding chapters. An attempt was made to briefly summarize the

whole lot through, the factor motivation as the cause, which has

always affected employee performance, should be seen as an old

problem and not new.

5.3 CONCLUSION

From the findings of the study it can be said that there was lack of

adequate and proper motivation to the staff of the academy. This

greatly contributes to the lack of commitment, dedication and

exhibition of some kind nonchalant attitude and indiscipline folk of the

staff in the academy. Such negative feelings and attitudes in turn

generate job dissatisfaction in the mind of the staff and eventually lead

to low productivity.



It has also been observed that absence sound men power and training

scheme for the staff greatly contributes to the staffs’ inefficiency on

the job.

It is hoped that implementation of the recommendation to be offered

could revitalize the staff workforce of the academy for better

performance and achievement.

5.4 RECOMMENDATION

Based on the conclusions above resulting from the finding of the study,

the following recommendations are made.

1. A second training scheme is evolved for the staff with a view of

addressing the problems of training and placement of staffs after

the training for efficient/effective performance and job satisfaction.

2. In house training and workshops be introduced for the benefit of the

staffs. This could create avenue for sharing new ideas and on the

job training of staffs.

3. A welfare scheme that would be capable of addressing the welfare

problems of the staffs is established so as to produce a channel of

meeting the motivational short coming by the academy.

4. The academy should ensure that all allowances due to the staff, as

obtained in other federal universities are promptly paid. And other

additional benefits accruing from the military nature of the

institution are paid as provided in the condition of service. Such

gesture would serve as a great motivation.

5.5 LIMITATIONS

Due to financial & time constraint involved, it was not possible for the

researcher to give out questionnaires to each member of the staffs of

the academy. However a great majority of the staff was presented

through their departments.



Lastly, this research work was only limited to the Nigerian defence

academy, Kaduna.

REFERENCES

Musa A.A (1983) “motivating subordinates” being a lecture during the D.S.L.S. courses

Alugburo Martin A. (1984) “the expectancy theory of motivation; it is application to managers in Nigeria (NIA, Lagos, vol. 20 p. 3 march)

Adedoyin A.O. (1983) “developing subordinate through appraisal” being a lecture delivered during the developing supervisory leadership skill course. Nigerian institute of management Lagos. December 1983.

Mislabel S. Novit (1975) “essential of personnel management prince Hall inc new yolk 1975 p. 109.

Druker Peter (1977) “establishing training objectives” vol.10.

Vinaline .W (1902) “motivation as a complex problem” Nebraska press 1962, p.3.

Sampson Edward B. (1971) “social psychology and contemporary society. John Wiley and sons Inc. New work.



DEPARTMENT OF OFFICE TECHNOLOGY & MANAGEMENTNUHU BAMALLI POLYTECHNIC, ZARIA

Dear respondents,

You are kindly required to tick in the box. The questionnaire is

designed for the purpose of project work. Please you opinion is vitally

needed and will only consider confidential and academically.

Instruction: Please Tick Appropriately In The Provided Box.

Section A: Biographical Data

1. What is your highest qualification?

WASCE/NECO [ ]

HND [ ]

NCE/OND [ ]

B. sc [ ]

2. For how long have you been working?

1-3 years [ ]

3-5 years [ ]

5 and [ ]



3. How could you describe your working condition?

Good [ ]

Fair [ ]

Poor [ ]

4. Does your management need well educated staffs?

Yes [ ]

No [ ]

5. Have you ever received any training from the academy?

Yes [ ]

No [ ]

6. Does your boss trust you?

Yes [ ]

No [ ]

7. Are you delegated to carry out additional responsibility decision

making?

Yes [ ]

No [ ]

8. Were some staffs that went on causes in the past promoted or

upgraded after their training?

Yes [ ]

No [ ]

9. Job satisfaction can make the organization great, do you agree with

the statement?

Yes [ ]

No [ ]



10. Workforce indiscipline in the academy is exhibiting of

dissatisfaction and frustration due to condition of service in the

organization. Do you agree?

Yes [ ]

No [ ]

11. Does your organization put or place any motivational

programme?

Yes [ ]

No [ ]

12. Have there been changes as a result of the motivation received?

Yes [ ]

No [ ]

13. Would you support the continuous motivation of staff?

Yes [ ]

No [ ]

14. With proper motivation, do you think that the staff of the

organization develop good attitude to work?

Yes [ ]

No [ ].


The Essence of Motivation of Office Staff as a Tool Towards Enhancing Productivity by Sani Ibrahim

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