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Human Motivation And Workers Productivity
[A CASE STUDY OF BETA GLASS PLC UGHELLI, DELTA STATE, NIGERIA]
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IMPLEMENTING GOAL-SETTING
A systematic way to utilize goal-setting is with a Management By Objective (MBO) program. This model involve a participative goal-setting that are tangible, verifiable and measurable.
MBO works from the ‘bottom up’ as well as the ‘top down’. The linking objective from one level to the other level, is the hierarchy. For the individual, MBO provides specific personal performance objective.
Four instruments are common to MBO programme, they are:
i. goal specificity
ii. participation in decision-making (in goal-setting and objectives)
iii. explicit time period and feedback
The area of differences between goal-setting theory and MBO relates to the issue of participation.
MANAGERS
Managers should therefore involve:
i. participatory goal-setting
ii. set realistic goals and result in expectation
iii. there should be effective top management commitment and allocation of reward based on goal accomplishment.
iv. Ensure it is culture-bound. A fit into existing culture and diversity
CASE STUDY ON GOAL-SETTING THEORY
THE SALVATION ARMY: CONVERTING OUTCASTS INTO CITIZENS
According to Peter Drucker “The (Salvation) Army probably does a better job with the poor than anyone else. Its achievement is to convert outcasts into citizensâ€. The Salvation Army is an organization set up to help the needy, the homeless. The leaders motivate 36,000 paid employees and numerous volunteers to achieve their set purpose.
Colonel Leon Ferraez observe that the key strength of the Salvation Army lie in its ‘adherence to its mission and its commitment’
The motivating factor lies in employee involvement in decision making and planning.
According to Ferraez, ‘when employees at every level of the organization are involved in decision making and planning, it gives them a sense of ownership’.
Ferraez further said that: “they are more productive than employees who are just told what to do. Even allowing the janitor to decide what he uses to clean the floor gives him more of a sense of involvementâ€.
The Salvation Army operates an organizational structure that is vertical. Ferraez argues that the vertical structure enables productivity “bottom-up†management. He further said: “The local unit pretty much set its own agenda, and are responsible for designing and implementing most of its own programme and rising its own funding.â€
The organization emphasizes goal-setting approach. This again motivates the employees. “When employees meet their goals, they are recognized for their achievements, which help to make them feel that they’re making a major contribution†commented Ferraez.
The Salvation Army organization is a valid example where the goal-setting approach motivated the employees. This positively impacted on production and service delivery.
Inview of the foregoing, it could be seen that when goals and objective are participatorily set by employees, implemented with feedback, invariably lead to enhance productivity and service delivery as encapitulated in the Goal – setting theory and its application in the management by objective (MBO) associated program.
5) ATTRIBUTION THEORY
This is a recent approach to the study of the theory of motivation. “Attribution is the process by which people interpret the perceived causes of behaviour†Mullin (2002: 446).
Heider, who postulated the attribution theory suggest that “behaviour is determined by a combination of perceived internal forces and external forces.†He further explained as follow:
• Internal forces relate to personal attribute such as ability, skill, amount of effort or fatigue.
• External forces relates to environmental factors such as organizational rules and policies, the manner of superiors or the weather.
• Locus of control is whether the individual perceives outcomes as controlled by themselves, or by external factor. These factors affect judgment made about people.
BASIC CRITERIA IN MAKING ATTRIBUTIONS
Kelley suggests three basic criteria: distinctiveness, consensus and consistency:
• Distinctiveness. How distinctive or different was the behaviour or action in this particular task or situation compared with behaviour or action on other tasks or situations?
• Consensus: Is the behaviour or action different from, in keeping with, that displayed by most other people in the same situation.
• Consistency: Is the behaviour or action associated with an enduring personality, or motivational characteristics overtime, or an unusual one-off situation caused by external factor.
Kelley hypothesizes attribution of behaviour to internal forces or personal factor when they perceive ‘low distinctiveness, low consensus, and high consistency.’
Behaviour is attributed to external forces or environmental factors when people perceive ‘high distinctiveness, high consensus and low consistencyâ€.
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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---
