THE IMPACT OF MOTIVATION ON EMPLOYEES PRODUCTIVITY

Individuals who are happy with what they do are infinitely more successful These individuals job performance bring positive contributions to an organizational growth and advancement. This performance usually takes societal interest and moral rectitude into account management is the act of managing people and resources, workers motivation and effective management. This is true simply because despite management careful planning forecasting. Policy formulation and elaborate organizational structures, the success of this planning is in hands of employees at all levels. This management must not only plan, but lead and inspire those upon which it relies to implement its policies and enable the organization grow.

The talents and energy of the work force are the greatest resources of any organization this is an indispensable means of converting other resources to the use of mankind. How much we develop and employ human skill is a determinant of how much we will accomplish. The workers are the most important agent of economic and social progress what motivates a worker differs depending on the individuals but, in an organization where there are set target and goals especially were the organizations are into specific products or services, there is a need to highlight the measure for which such workers would be motivated through psychological monetary and esteem compensation.

McClelland’s research has indicated that a strong need for achievement. The drive to succeed or excel is related to how well individuals are motivated to perform their tasks. People with high need for achievement like to take responsibility for solving problems.

They tend to set moderately difficult goals for themselves and take calculated risks to meet these goals, and they greatly value feedback on how well they are doing. Workers perceptions and reactions vary when motivation id taken into consideration. In some organization, motivation will be looked at from the point of the performance, job related, and sensitivity of job analysis and appraisal of job content.

At this point of introduction, we find it convenient to establish the relationship between staff motivation measure and staff productivity. lt is common in most country to hear workers complaining and expressing their grievances over management inability to meet expectations. This grievance usually expensive considering the actual leads to workers and management confrontation is usually expensive considering the actual cost of labour lost to management. The workers who are aggrieved in an organization are unhappy since his or her effort and contributions are not regularly commended and rewarded by their employers. Despite attempts by management to address the situation, it fails to change the circumstance because issues that are fundamental such as motivation and compensation are not addressed.  

According to Odugbesan (1985) Motivation and performance energize the individual and corporate workers, if will handed prevent frustration and redundancy in the organization, increase output, encourage psychological and moral growth of workers thereby leading to workers meeting their objectives in the process of contributing to the attainment of the organizational goals which lead to the survival and growth of the entire organization, workers are the core of an organization that need to motivate and maintain a productive workforce is required for positive change.

See: MOTIVATION AS AN AGENT OF PRODUCTIVITY

MOTIVATION AS AN AGENT OF PRODUCTIVITY

1. MOTIVATION

The word “motive” is derived from the Latin word “meaning to move” motives are needs urges, drives that initiate behavior and direct it towards specific types of activity. Thus a motive arouses, direct and direct sustains behavior. Motivation is a mental process by which people are moved or incited to goal directed action, it helps in explaining, and why people behave the way they do.

House (1977) defined motivation as the conditions responsible for variation in the intensity, quality and direction of ongoing behavior; the conditions are both extrinsic and intrinsic to individual.

Berenson and Steiner (1980) have defined the, a motive, as an inner state that energizes, activates, or moves (hence motivation) and that directs or channel behavior toward goals. In other word “motivation” is a general term applying to the entire class of drives, desires, needs, wishes and similar forces. Likewise to say that managers motivate their subordinates to say that they do those things which they hope will satisfy these drives and induce the subordinates to act in a desired manner.

• PERFORMANCE

Performance which is defined in the model as achieving, or surpassing business and social objectives and responsibilities form the perspective of the judging party (proko – penko, 1998). Like many other concepts in management, various authors have defined it as “the systematic description of an employee’s job relevant strengths and weakness’’

Michael Armstrong (2003) described performance appraised as “process of reviewing an individual’s performance and progress in a job and assessing its potential for future promotion.

THE OBJECTIVES PERFORMANCE APPRAISAL

1. To. Identify the current level of job performance
2. To identify employees strengths and weakness.
3. To enable employees improve on current performance.
4. To identify the training and development needs.
5. To identify potential performance.
6. To provide the basis for salary review.
7. To encourage and motivate employees.
8. To provide information for manpower planning purpose.

3.        APPRAISAL AND TARGET SETTING

i.          Open sharing of ideas feeling has been show to produce satisfaction with the interview and is more likely to lead to improved performance.

ii.         An encouraging and supportive approach, which involves listening to appraises point of view, a constructive and shared approach to job problem and giving praise for achievements, increases the chance of a successful outcome. Negative criticism has frequently been shown to have an adverse effect.

iii.        Joint problem solving which spends time on analyzing the real jobs problems is more likely to be effective than solution central appraisals, especially if the solution are being imposed by the appraiser.

Iv         A style which is helpful, relaxed and friendly is most often liked to successful results.

V         N agreed action plan, specifying targets, performance, and development plans and steps needed to achieve them, should be the concluding point of the appraisal.