Human Motivation And Workers Productivity
[A CASE STUDY OF BETA GLASS PLC UGHELLI, DELTA STATE, NIGERIA]

THEORETICAL LIFT
Motivation of knowledge worker model agree that expectancy theory of motivation is the most appropriate
MANAGEMENT
The challenge to management is to ensure the effectiveness of the four keys variables and to recognize the need for staff to supervise and manage themselves and the wider rewards expected by knowledge workers in order to enhance productivity Mullins J (2002: 442 – 443)
3).    EQUITY THEORY OF MOTIVATION
This is a process theory of motivation. It concern the equities reward usually associated with the work of Adams J. S.
It focuses on people technique of how fairly they have been treated in comparism with the treatment received by others. It is based on EXCHANGE THEORY. People place a weighting on their various input and outcome according to how they perceive their importance. The ratio of a person’s total inputs, equals the perceived ratio of other people total input, there is equity. An unequal comparison of ratio is inequity.
Adam J. S. Suggest that workers prefer equitable pay to over time payment
BEHAVIOUR AS A CONSEQUENCE OF INEQUITY
There is the likelihood of tension and unpleasant experience. Adams identified six broad types of possible behaviour as consequence of inequity. They are.
•    The likelihood of change in inputs. Increase or decrease in input, quality and amount of work and absenteeism.
•    The probability of change in outcomes, pay, working condition, status and recognition, without changes in input.
•    The cognitive distortion of input and outcome. Individual may distort cognitively their inputs or outcomes to achieve some result.
•    The decision to leave the field. Find new situation with favourable balance by request for transfer, absenteeism, resigning from a job or from the organization.
•    The acting on others. A person may attempt to bring change on others to lower input or accept greater outcomes.
•    The act of changing the object of comparison
•    Changing the new reference group to which comparism is been made
Gomez – Mejia, Balkin, Cardy (2005: 515) opined that employees believe that the outcome or reward they receive will be proportionate to the inputs they provide by using others as reference point. The ratio is:
Personal Outcome    Others outcome
Input    Versus    Input
Fairness is achieved when the ratios are equivalent. When not equivalent, produces a psychological state called “cognitive dissonance” which create dissatisfaction and result in attempt to balance the ratio using any of these four methods
Option I.    Influence the outcome. May document achievements to convince boss for reward.
Option II.    An employee may decrease other peoples outcome. May blackmail people to reduce their outcome.
Option III.    Reduce input by cutting on effort and when the imbalance becomes too great, is to leave the firm.
Option IV:    Employee may feel he is getting more than he desire, may increase effort to level up.
Equity theory contain two important concepts, they are:
1.    Motivation depend on a perception of fairness in the exchange process between what the person contribute and what the person receives.
2.    People constantly compare themselves with others in input – outcome exchange relative to others, affects their behaviour.
THE ROLE OF THE MANAGER
To reduce inequity, the manager may attempt to change a person’s input or encouraging a different object of comparism. By increasing pay, additional perk, improved working condition or by instigating a person leaving the field through transfer, resignation or as extreme measure, dismissal.
Kreitner etal, suggest at least seven practical implications of equity theory, they are:
•    Provide explanation as to how belief and attitude effect job performance
•    It emphasizes the need for managers to pay attention to employee perception of what is fair and equitable.
•    Manager benefit by allowing employees to participate in making decision about important work outcome.
•    Employee be giving opportunity to appeal against decision that affect their welfare.
•    Employees are more likely to accept and support organizational change when they believe it is implemented fairly
•    Managers can promote cooperation and team work among group members by treating them equally.
•    Employees denied justice at work are turning increasingly to arbitration and the court.
Mullin L. (2002:443-445) postulated that managers should therefore effectively manage the principles and practices of equity in order to improve productivity.
Therefore, input and outcomes in work places should be equitably rewarded individually in order for work motivation to positively impact on productivity.