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Human Motivation And Workers Productivity
[A CASE STUDY OF BETA GLASS PLC UGHELLI, DELTA STATE, NIGERIA]
CHAPTER TWO -- [Total Page(s) 21]
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EXPECTANCY
This is the choice of alternative behavior, which is a function of the preference for a particular outcome, and the probability that such an outcome will be achieved. The relationship between a chosen course of action and its predicted outcome.
Expectancy relates effort expended to the achievement of first level outcomes. It values ranges between O, indication zero probability, that an action will be followed by the outcome, and I, indicating certainty that an action will result in the outcome.
ASSUMPTION:
That people prepare certain outcome from their behavior over others. They anticipate feeling of satisfaction should the preferred outcome is achieved.
TEST OF VROOM MODEL
Galbraith and Cumming investigation studied 32 workers in a firm manufacturing heavy equipments. Productivity figure were compared with measures of job related, (second-level) outcome such as pay, fridge benefit, promotion, style of supervision, and popularity with co-workers.
There was little significant support for the model as a whole. In any case, there was a mark interaction between Valence and instrumentality in the area of support and consideration from supervisors and higher performance. Workers expected support from their supervisor and believe this will be achieve by good performance, the workers had high level of productivity.
FACTOR THAT INFLENCES EXPECTANCY LEVEL
 Self confidence is a key ingredient in instrumentality. In addition, ability and training on task performance.
 Situational constraints or system factor on performance. They are barriers to performance. For example materials are not of the right quality or tools are inadequate
 Insufficient time, conflicting demands, uncooperative co- workers or unsupportive management, among others.
NOTE:
 There is no universal way to motivate people; it depends on workers perception on task performance, reward and value. The linkage between effort, performance and outcome and the attractiveness of those outcomes. This belief may be organizationally induce through training, family background, culture, educational level and personality.
 In addition workers may not give maximum effort if the organization may not appropriately assess such.
 Furthermore, measuring of performance is difficult, organizations are some times reluctant to reward people based on performance
 Individualized reward are more motivating.
APPLICATION FOR MANAGERS
 Long-term effectiveness requires manager to consider the needs and perception of worker as well as characteristics of the work environment.
 Managers must “focus on employee expectation for successâ€.
Believing that achieving set goals and result are within their capacity.
 Managers must also establish which second-level outcomes are important to employee and they should be able to relate the desire second-level outcome with organizational goal. Gibson, Ivancevich and Donnelly(1997: 161)
APPLICATION FOR MANAGING TEAM.
Team structure is critical whether in the same department or not. Cross functional teams can make work more varied, interesting and motivating. In addition, is whether the team is a collection of individual or a cohesive team.
APPLICATION FOR INDIVIDUAL
An individual can manage his own motivation by “making a reward, such as a short trip or vacation, contingent on achieving a goalâ€.
In conclusion therefore, it could be seen that goal that are involving but difficult can lead workers to stretch their capacity and rise to the challenge. There must be a link between performance and reward that they value.
Mullins L (2002: 436 - 443).
CHAPTER TWO -- [Total Page(s) 21]
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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---
