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Human Motivation And Workers Productivity
[A CASE STUDY OF BETA GLASS PLC UGHELLI, DELTA STATE, NIGERIA]
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Fig. 4 An illustration of the Lawler expectancy model. He explained that in deciding on the attractiveness of the alternative behaviour, there are two types of expectancies: effect performance expectancies [E P] and performance outcome expectancies [E O]
The first expectancy [E P] is the probability that expended effect will leads to intended level of performance, measured on a scale of between O and I. The closer the relationship the higher the E P expectancy score.
The second expectancy [P O]. The expectation that a given performance will result a desired outcome, measure in a scale between O and I, the closer the relationship the higher the P O expectancy score.
MOTIVATIONAL FORCE TO PERFORM
The two type of expectancies E P and the sum of products P O, determines expectancy.
The motivational force to perform (effect expended)is derived from multiplying E P and P O by the strength of outcome valence(V)
E(effort ) = (E P) X Є [(P O) X V]
The different between the two types of expectancies are determined by different conditions. E P expectancy is determined in part by the person’s ability and self confidence, past experience and the difficulty of the task. P O expectancy is determined by the attractiveness of the outcomes, and the belief about who control the outcomes, the person him/herself or the other person.
IMPLICATION FOR MANAGERS OF EXPECTANCY THEORIES
Numerous research studies aimed at resting expectancy model appears to support the theory, though highlighted difficulties with some concept and methodology involved. They however explains behaviour and motivation in the work situation and problem of performance.
Managers should consider some factors among which are
i. Use rewards appropriate in terms of individual performance.
Outcome with high valence should be used as an incentive for improved performance.
ii. Attempt to establish clear relationship between effect – performance and rewards as perceive by the individual.
iii. Pay attention to intervening variables such as abilities and trait, role perceptions, organizational procedures, and support facilities which, although not necessarily direct motivational factors, may still affect performance
iv. Minimize undesirable outcomes which may be perceived to result a high level of performance, such as industrial accidents or sanctions from co-workers, or to result despite a high level of performance, such as short – time working or lay offs.
v. Establishment clean procedures for the evaluation of individual levels of performance
JUST A MODEL
Porter and Lawler said their model applies only to behavior under voluntary control of the individual. There are two choices over which individual have control of work performance in organization. They are:
i. The amount of effort and energy expended
ii. The manner work is performed
Porter and Lawler also said their theory is just a model as people hardly consider these variables in decision – making except in research.
However, people more aften than not, “consider likely outcome of their actions, do weigh and evaluate the attractiveness of various alternatives, and do use these estimates in coming to a decision about what they will doâ€. The expectancy model provide an analytical tool to mirrow the process and predict outcomes but does not reflect the individual decision
– making.
2. THE MOTIVATION OF KNOWLEDGE WORKERS
Mahem Tampoe (1977) defined knowledge workers as – “those employee who apply their theoretical and practical understanding of a specific area of knowledge to produce outcome of a commercial, social or personal value. Performance is judged on both the cleverness of ideal and the utility and commercial value of their applied knowledgeâ€.
Tampoe said that personal motivation is based on reward and attached value
Four key characteristic govern their performance. They are:
 Task competence
 Peer and management support
 Task and role clarity
 Corporate awareness
MOTIVATION FOR KNOWLEDGE WORKERS
• Personal growth, especially self-development rather than growing managerial or professional skill.
• Autonomy - gives freedom to work without the rules or beings allowed to define their own rules.
• Creative achievement where the work is of commercial value rather than meeting assigned target or doing work that is intellectually stimulating but not of commercial value
• Financial reward, where salary plus bonus on personal effort is valued more than salary plus bonus on group effort or purely receiving a salary and fridge benefit.
Researches show that the LAW OF DIMINISHING RETURNS applies very definitely to financial incentives.
When it comes to intrinsic incentive such as personal growth, creative achievement and autonomy, the LAW OF ESCALATING RETURNS seems apply in area of creative achievement.
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ABSRACT - [ Total Page(s): 1 ]ABSTRACTThe purpose of this study was to investigate the impact of Human motivation and Workers productivity of employees with the Beta Glass Factory PLC, Ughelli, Delta State of Nigeria. The main idea was to profile factors that contribute majorly to human motivation in relation to workers productivity. The rationale for the study was simply an observation that some employees seems better adjusted and happy at work and able to adapt well with the requirements of the working environment while so ... Continue reading---
QUESTIONNAIRE - [ Total Page(s): 1 ] Department of Business / Admin., Faculty of Management Science ... Continue reading---
TABLE OF CONTENTS - [ Total Page(s): 1 ]TABLE OF CONTENT TitleTitle Page PageCertification Dedication Acknowledgement Abstract Table of content CHAPTER ONE INTRODUCTION1.0 Background to the Study 1.1 Statement of the Problem 1.2 Objectives of the Study 1.3 Scope of the Study 1.4 Hypothesis of the Study 1.5 Significance of the Study 1.6 Limitation of terms and Concept ... Continue reading---
CHAPTER ONE - [ Total Page(s): 2 ]CHAPTER ONEINTRODUCTION1.0 BACKGROUND OF RESEARCH PROBLEM:The theories of motivation constitute one of the streams of the plethora of management theories that explain the behavior of employees at work This is because what motivates one person is quite different from what motivates others.The importance of motivation in the success of any organization in terms of the attainment of set organizational goal, be it in the area of productivity, profit margin, market share, efficiency, customer s ... Continue reading---
CHAPTER THREE - [ Total Page(s): 2 ]SAMPLE SIZE:It is pertinent to note that to carry out the research
work with the whole population of the organization will be difficult and
indeed undesirable for a research of this nature. Hence the
determination of a sample size which will be a fair and balanced
representation of the organization is necessary.A sample size of
seventy five will be chosen of which 21 of it, will be form senior
staff, while 54 will be from junior staff. And questionnaires will be
administrated.The d ... Continue reading---
CHAPTER FOUR - [ Total Page(s): 15 ]Questionnaires V: Do you think that workers recognition, rewards and adequate training can lead to increase in organizational performance?From the above table, 20 respondents from junior staff and 9 respondent from the senior staff standing for 38.7% strongly agreed that workers recognition, rewards and adequate training leads to increase in organizational performance. While 30 respondent from the junior staff and 10 respondents from the senior staff representing 53.3% merely agreed. There was n ... Continue reading---
CHAPTER FIVE - [ Total Page(s): 1 ]CHAPTER FIVESUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS5.1 SUMMARY OF THE FINDINGSThe major findings of this study are The organization studies is goal oriented because employees were committed to pursue the objective of the organization. Commitment to objective is a function of rewards associated with their achievement (Mcgrego 1960) Majority of the employees were not motivated because of lack of inceptive. (Barnard 1938). A good manager must be able to mot ... Continue reading---
REFRENCES - [ Total Page(s): 1 ]REFERENCEBlake, R.R., Moutin, J.S. (1991), The Managerial Grid. Houston; Gulf Publishing CompanyDibua, E.C., and Dibua, E. (2005), Element of Business Statistics, Onitsha, School Success Publishers No 5 Vern RoadDickson, G.W., and Desancts, G. (Eds) (2001), Information Technology and the Future Enterprises: New Models for Managers. Upper Saddle River, NJ: Prentice HallFeldman, R.S. (2005), Understanding Psychology (5th Ed.) Buston: New York McGraw-HillFerrell O.C., Hirt G., Ferrell (2008), Busin ... Continue reading---
