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Motivation and productivity

Authors:
1
Cite this paper as:
Olatunji, A.G., Lawal, E.E., Badmus, A.I. & Tejideen, T.O (2016). “Motivation as a
Determinant of Employees' Productivity: A Study of Communication Network
Support Service Limited (CNSSL), Ilorin” Abuja Journal of Business and
Management Sciences 2 (5) 103-112 Published by the Department of Business
Administration, University of Abuja
MOTIVATION AS A DETERMINANT OF EMPLOYEES’
PRODUCTIVITY: A STUDY OF COMMUNICATION NETWORK
SUPPORT SERVICE LIMITED (CNSSL), ILORIN
BY
*Olatunji, A.G, **Lawal, E.E., & *Badmus, A.I. & *Tejideen, T.O
*Department of Sociology, University of Ilorin -Nigeria
**Department of Political Science, Federal University, Lokoja
Abstract
Productivity is an important element in all work organizations. This is because, the survival and
continuity of the organization really depends on it. As a result of this, research effort geared
towards the concept has spanned over centuries. One of the major concerns of earlier research
efforts is to uncover those factors that could enhance of affect the productive dispositions of
people in the workplace. Although series of research efforts have been directed towards
analyzing the impact of motivation on employee’s behaviour but few of such researches were
empirically situated and not much of such were carried out in private organizations in Nigeria.
It is against this backdrop that this research effort empirically examined the influence of
motivational packages on productive prospect of employees using workers of CNSSL, Ilorin as
the case in point. Survey design was adopted to achieve the objectives of the study. Data for the
study were generated through the use of questionnaire. Frequency Distribution was used for
descriptive analysis while chi-square (X2) was used as the inferential statistical tool. The study
found that motivational factors have significant influence on productivity prospects of the
employees. The study thus concluded that motivation is an important determinant of employee’s
productivity and it thus recommended that employers of labour should take the motivational
packages of their employees into cognizance because it (motivation) goes a long way in making
them to support the organizational objectives and also improve their general productivity level.
Keywords: Motivation, organizational goals, productivity, CNSSL, Performance
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1.0 Introduction
Technically, it could be said that productivity has been the long run aim of every work
organization, from the smallest to the largest work organization; the zeal to be productive is
supposed to be the goal of all and sundry in the work organization. As it is, because it has been
realized that no work organization could survive without the productivity of its members, then
productivity has been one of the major areas of study in many disciplines such as Business
administration, Economics, Public administration, Industrial relations and so on (French 2003).
According to Tangen (2002), the concept of productivity has been a subject of enquiry among
intellectuals since over two centuries before now and has been applied in many different
circumstances on various levels of aggregation in the economic system. It is argued that
productivity is one of the basic variables governing economic production activities and perhaps
the most important one. With this observation, it could be said that the dilapidated state of
Nigeria’s economy as manifested in the persistent increase in the rate of unemployment and
many other socio-political problems in could be as a result of increasing closure of business
setups as result of lack of employee’s productivity.
Specifically, in the field of industrial relations, the conception is that the productive level
of the worker is not haphazardly realized, rather, it is a consequence of various factors ranging
from the individual micro elements to societal macro factors. In the view of some classical
scholars of organizational studies such as Frederick Taylor, Henry Fayol; productivity in the
workplace is essentially the consequence of managerial style, for the neo-classical theorists such
as Urwick, Mooney, Brech and so on; productivity in the work place is a consequence of certain
factors such as the work environment, the lightning system, the financial incentives received by
the individual workers. For some other researchers such as Maslow (1949), productivity in the
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workplace is highly psychological as the zeal to satisfy certain basic needs is grossly the factor
determining productivity in the workplace.
Furthermore, the human relations theorists such as Elton Mayor (1880–1949); Hostfede
(1980,1991), Oloko (1977) are of the view that productivity in the workplace is as result of
sociological factors such as the culture, the group type, group norm, the educational background
of the employees and so on. To some many others, the causal factor for enhanced productivity in
the work place could be located in the leadership, gender factor, and political-economic factors
and so on (McGregor, 1987; McClelland, 1997) and to some, motivational packages could be a
factor determining people’s behavior in the workplace (Adam, 2001).
Deducing from the foregoing, it could be seen that productivity is an important fact for
survival of any work organization and that scholars are of the different opinions on the different
factors that enhanced or dis-enhance productivity in a work organization. In other words, the
foregoing discussion points to the fact that productivity in the workplace is a consequence of
varying factors and motivational elements could be one of such important factors. Although,
researches has been geared towards this direction but not much of such research were empirically
conducted and not much of it was conducted on communication network services in Nigeria. In
this regard, this research is posed to provide answers to the following questions:
i what are the motivational incentives available for employees in the study area?
ii What is the productive prospect of employees in the study area?
iii Does the existing motivational packages have significant relationship with employees
productivity?
By providing answerers to the above questions, this research effort would go a long way
in improving the productive capacities of employees and by that would create the effect of
developing the general industrial sector in Nigeria and would invariably solve unemployment
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issue which is one of the major social problems in Nigeria. Academically, this paper would cover
the gap of insufficient empirical research on the relevance of motivational packages on
productivity of employees, the findings emanating from this research would benefit managers
and employers of labour as well as Academia in the Management and Industrial relations and it
would also serve as the bedrock on which similar researches could be laid upon in the future.
In this regard, the objective of this presentation is to examine the possible effects of motivational
packages on the work behaviors of employees in Communication Network Support Service
(CNSSL) in Ilorin, Kwara State.
2.0 Conceptual Clarifications
Some relevant terms were conceptually considered to enhance the better understanding of
this research piece.
2.1 Motivation
The word ‘motivation’ is derived from Latin word Movere’ which means ‘to move’
(Luthans, 2002). According to the Oxford Advance Learner Dictionary (2006), motivation is the
element that propels a person to do something or behaves in a particular way. This is why
Akinwunmi (2000) conceived of motivation as the psychological state of mind that causes a
person to behave in a way that will make the accomplishment of goals possible. Kootz (2005)
defined motivation as a general term that drives desires, needs and wishes. Analoui, (2000) sees
motivation as the general set of forces that cause someone to act or react in certain ways.
Cole (2002) defined motivation as the processes, both instructive and rational which
occur in an individual when seeking to satisfy perceived needs and wants. It is the term used to
describe those processes both instinctive and rational by which people seek to satisfy the basic
drives, perceived needs and personal goals which trigger overt behavior. Oyedeji (1998) defined
motivation as one of the ways of making people to put forth their best efforts in an efficient and
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effective way. Robbert & Angelo (2004) defined motivation as psychological processes that
arouse feelings and direct behavior; it is that important element that makes an individual chooses
an action while he has an alternative.
Deducing from the above; motivation could be describes as something which comes
from within an individual and expresses itself in various ways such as work commitment, job
involvement; work productivity and so on. Typically, motivation could be classified in different
ways depending on the context in which it is been used. For instance, in terms of feasibility,
motivation could be categorised into intrinsic and extrinsic motivation. According to Sansone, &
Harackiewicz, (2000), intrinsic motivation could be conceived as the internal/unseen factors
which propel action; when intrinsically motivated, a person is moved to act due to an inner drive
rather than because of external pressures, or rewards. In humans, intrinsic motivation is not the
only form of motivation, but it is a pervasive and important one.
Although, in one sense, intrinsic motivation exists within individuals, but not everyone is
intrinsically motivated for a particular task in the same manner and level. Because intrinsic
motivation exists in the nexus between a person and a task, some authors have defined intrinsic
motivation in terms of the task being interesting while others have defined it in terms of the
satisfactions a person gains from intrinsically motivated task engagement. In sum, it could be
said that intrinsic motivation is one important form of motivation which psychologists have
really looked into due to its importance not only in determining the direction of the extrinsic
motivation but also in determining the general direction of the action.
According to Ryan & Deci (2000), although intrinsic motivation plays significant role in
the general direction of behavior but its major challenge is that it cannot be seen and as such
cannot be effectively measured and as such has received little attention in general academic
discourse. According to Akintoye (2000), financial reward refers to those monetary payments
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that are given to workers as compensation for performing their job and this included salary and
wages. However, non-financial rewards are those other social and welfare incentives and benefits
which are given by the management of manufacturing industry to stimulate positive
organizational behaviors and maximum productivity (Okolo, 2006).
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2.2 The meaning of Productivity
Productivity is one of the most important elements of any work organization and any
organization that is not optimally productive cannot withstand the test of time. It has been argued
that productivity is one of the basic variables governing economic production activities and
perhaps the most important one (Tangem, 2002).Conceptually, the term is generally defined as
the relationship or the difference between output and input, that is, the difference between what
is expended on a given product and what the product returned. In a practical sense, the term is an
ambiguous term which could be used on both tangible and intangible resources. Generally,
researchers on the subject has seen it as not only a relative term but also a term which in actual
senses cut across virtually every aspect of the production process (Singh, Motwani & Kumar,
2000). Productivity is therefore closely connected to the use and availability of resources; this
means that productivity is reduced if a company’s resources are not properly used; it is strongly
linked to the creation of value. Thus, high productivity is achieved when activities and resources
in the manufacturing transformation process add value to the products (Kinnander & Gröndahl,
1999). Furthermore, the opposite of productivity is represented by waste, and it is usually caused
by indolence and other counter-productive work behaviours.
According to Tangem (2002), productivity is the output of an industrial concern in
relation to the materials, labour, etc, employed. It is simply the measure of how well an operation
system functions. Technically thus, productivity is said to be a measure of how effective all the
factors of production have been put into use (Mullins, 2004). However since it is the labour that
is responsible for the utilization and management of all other factors of production, thus, the
productive capacity of the laborers are usually given utmost attention in many researches on
productivity (Misterek, Dooley & Anderson, 1992; Koss & Lewis, 1993; Mullins, 2004;
Armstrong, 2006). In this regard, productivity is the effectiveness of productive effort, especially
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in industry, as measured in terms of the rate of output per unit of input. Forrester, (1993) defined
productivity as the relationship between output (O) of goods and services and the input (I) of
resources human and non-human used in the production process.
Numerically, measurement of productivity is usually expressed in ratio form O:I; that is
the higher the numerical value of this ratio, the greater the productivity. Productivity could
therefore be measured as: Units of output/input or output/labour + capital + Material + Others.
In other words, employee’s productivity can be measured in term of his/her contribution to the
profitability and growth of the enterprise. Productivity is an important term in general
organizational discussions and it almost the most objective and quantitative of all work
behaviours and it is an important concept that needs maximum academic attention due to its
relevance on the continual existence of any work organization.
3.0 Motivation and Productivity: What Nexus?
Various studies have established the correlates between staff motivation and productivity
in an organization. According to Bob (1997), to accomplish organizational objectives, the
management must not only create a favorable environment in which the employees must work
but motivate workers to greater productivity. An unmotivated worker becomes a liability to the
organizational setting (Akintoye, 2000). Motivation is therefore very important to management,
for it is a reflection of management efficiency and workers’ effectiveness. Ubeku (2004) viewed
motivation of workers through wages and salaries as directly consequential to the productive
level of the employees. Ogunsaju (2006) defined motivation as something that manager needs to
do to get the worker respond to certain expected ways. Robbins (2000) defined motivation as the
process that account for an individual’s intensity, direction and persistence of effort toward
attaining a goal.
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To Wayne (1998) motivation is a psychological forces within a person that determine the
direction of a person’s behavior in an organization, a person’s level of effort and level of
persistence. Armstrong (2012) conceived of motivation as the force that energizes, directs, and
sustains behavior, it is concerned with the strength and direction of behavior, and the factors that
influence people to behave in certain ways. What could be deduced from the above is that
motivation has a very high tendency of affecting the productivity of the workers such that a well
motivated worker would exhibit productive work behavior while ill-motivated employees are
likely to portray counter-productive behavior (Ojokuku, 2013). According to Wayne (1998),
organizational success is dependent upon members being motivated to use their full talents and
abilities, and directed to perform well in the right areas. A closer observation of the reviewed
literatures in this sub-section would reveal that many of the available researches on motivation
and productivity are generally theoretical and not much of the researches are empirically based.
Moreso, it could also be seen from the foregoing that many of the earlier researches on
motivation and employees’ productivity focused more on Western societies.
4.0 Methods
This study is a survey research. Bichi (2004) believed that survey research is the best
means of collecting information from a representative sample, to describe the situation as they
exist. This study investigated if motivational incentives available in CNSSL have significant
effect on certain productive elements of the employees. The choice of a communication work
setting is as a result of the fact that the communication industry in Nigeria is largely owned by
private organizations and that employees of these organizations are sometimes denied of certain
motivational packages which could have some significant effect on the productive level of the
employees. In this study, two motivational incentives, (which stand as independent variables)
and two productive behaviors (which stand as dependent variables) were considered for
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empirical testing in the research. Hence, the two motivational packages to be considered are
salary attractiveness and conception of work environment, while productive elements to be
examined are some of the organization’s Key Performance Indicators (KPI) such as task
fulfillment which will be measured by the rate at which call targets were met and the zeal of the
employee to support the organization in achieving its goals. In order to achieve this, the
researcher asked the respondents questions about the variables.
Data used in the study were obtained through primary source, the study is quantitative,
and questionnaire was adopted as the instrument of data collection for the study. Questionnaire
used for the study was structured into three (3) sections. The first section was used to retrieve
socio-demographic attributes of the respondents; the second section was used to elicit
information on the existing motivational packages while the third was used to retrieve
information regarding the productive tendencies of the respondents.
The population of the study consists of 634 employees who work in the MTN call centre
otherwise referred to as CNSSL in Oke-Odo area of Ilorin, Kwara state. These are majorly
employees who are employed to pick calls to respond to MTN customers’ queries. The sample
for this study consists of 25 per cent of the 634 employees which amount to one hundred and
fifty nine employees of the centre who were selected through simple random sampling technique.
This sampling technique was utilized because of the homogenous characteristics of the
respondents in relations to the variables under study.
However, of the 159 questionnaires distributed, only 144 returned the questionnaire and
just 130 of the returned questionnaire were found to be valid for analysis in this research work.
For the purpose of analysis, descriptive and inferential statistics were employed; frequency
distribution and percentage were used for descriptive analysis of data collected while, chi-square
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was used as inferential statistical tools for the study. Chi-square was used to ascertain if
significant relationship exist between the independent and dependent variables of the study.
5.0 Presentation and Analysis of Data
This sub-section of this research is used to present and analyze the data retrieved for the
study.
Table 1: Descriptive analysis of socio-demographic features of respondents
1 Gender Frequency Percentage
Male 62 47.7
Female 68 52.3
Total 130 100.0
2 Educational Qualification Frequency Percentage
HND 58 44.6
B.Sc., B.A; LLB. 66 50.7
Post graduate and Other
qualifications
6 5.7
Total 130 100.0
3 Years spent Frequency Percentage
not up to a year 18 13.9
a year and above 112 86.1
Total 130 100.0
4 Marital Status Frequency Percentage
Single 82 63.1
Married 44 33.8
Divorced 43.1
Total 130 100.0
5 Age Frequency Percentage
Below 20 years 12 9.2
21 - 29 years 79 60.7
30 – 39 years 25 19.2
40 years and above 14 10.9
Total 130 100.0
Source: Researcher’s Fieldwork (2015)
As could be seen in Table 1, the gender distribution of the study respondents reveals that
62 (47.7%) of the respondents are male while the rest respondents of 68 (52.3%) were females.
This might be as result of the fact that work organization is customer care oriented and as such
more females than males were employed due to the nature of the job. The educational
background of the respondents also varies significantly, as about 58 (44.6%) are HND holders
and 66 (50.7%) of the respondents were university graduates with B.sc, B.A, LLB or B.A and
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respondents with post graduate certificates were 6 constituting a minute 4.6% of the total number
of respondents and none of the respondents have Ph.D qualification.
On the numbers of years that has been spent with the organization, the frequency
distribution of the respondents reveals that, those that have not spent up to a year with the
organization were 18 (13.9%), while 112 (86.1%) of the respondents have spent a year and
above. The number of the respondents that were single is 82 (63.1 %) while 44 (33.8%) were
married and only 4 (3.1%) or the respondents were divorced. On the age distribution of the
respondents, 12 (9.2%) of the respondents aged below 20 years and those between the ages of 21
and 29 years were 79 (60.7%), while those whose ages ranged between 30-39 was 25 (19.2%).
and those aged above 40 years and above were 14 (10.7%).
Table 2: Descriptive analysis of the motivational incentives available in the organization
6 Salary attractiveness Frequency Percentage
Attractive 57 43.8
Not attractive 73 56.2
Total 130 100.0
7 Description of the available fringe
motivational package
Frequency Percentage
Okay 14 10.7
Not okay 116 89.3
Total 130 100.0
8 Description of work environment Frequency Percentage
Okay 59 45.1
Fair 31 23.2
Not okay 40 31.7
Total 130 100.0
9 general system of motivation in the
organization
Frequency Percentage
Okay 66 50.7
Fair 42 32.3
Not okay 22 17.0
Total 130 100.0
10 Conception of the organization policy on
bonuses
Frequency Percentage
Okay 58 44.6
Fair 40 30.8
Not okay 32 24.6
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Total 130 100.0
Source: Researcher’s Fieldwork (2015)
Table 2 is used to give descriptive analysis of respondents’ conceptions of the
motivational packages of the organization. In the Table, the distribution of respondents based on
the attractiveness of their salary shows that 57 (43.8%) of the respondents conceived that their
salary were attractive and 73 (56.2%) of the respondent’s think otherwise. Those with ‘not
attractive’ responses could be in a lower level or might not appreciate their salary scale.
Furthermore, it was also shown in the table that a minute 14 (10.7%) of the respondents are okay
with fringe motivational packages of the organization while a significant number of 116 (89.3%)
of the total respondents were not okay with the existing fringe motivational packages used by the
organization.
Responses based on the description of work environment shows that 59 (45.1%), were
okay with their work environment, while 31 (23.2%) are of the view that their work environment
is fair and 40 (31.7%) of the respondents are not okay with the work environment. Result of the
data collected based on the general system of motivation in the organization shows that 66
(50.7%) respondents were okay with the motivational package of the organization, while 42
(32.3%) said that the motivational package is fair and 22 (17.0%) of the respondents were not
okay with the motivational packages of the organization. Lastly, the respondents’ responses of
the organization policy on bonuses show that 58 (44.6%) of the respondents were okay with the
organizational policy on bonuses while 40 (30.8%) respondents were of the opinion that the
bonus system is fair and 32 (24.6%) of the respondents were not okay with the organizational
policy on bonus.
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Table 3: Descriptive Analysis of Employees’ Productivity
11 Description of target meeting habit of fellow
employees
Frequency Percentage
Good 70 53.8
Fair 55 42.3
Bad 05 3.9
Total 130 100.0
12 Target meeting habit over time Frequency Percentage
Often 78 60.1
Not often 52 39.9
Total 130 100.0
13 Level of task fulfillment Frequency Percentage
High 79 60.7
Low 51 39.3
Total 130 100
14 being keen about achieving the organizational
goals
Frequency Percentage
Kin 60 46.2
Not kin 70 53.8
Total 130 100
15 aggregate description of employees’ performance Frequency Percentage
Okay 77 59.2
Fair 44 33.8
Not okay 09 7.0
Total 130 100
Source: Researcher’s Fieldwork (2015)
Table 3 is used to make descriptive analysis of the some work dispositions that could be
used to measure employee’s productivity in the organization. In the table, description of target
meeting habit of the employees shows that 70 (53.8%) of the respondents do meet the set call
targets while 55 (42.3%) said that the target meeting habit of the employees is fair Only 5 (3.9%)
said that the target meeting habits of the fellow workers is bad. On the level of task fulfillment,
79 (60.7%) have high task fulfillment orientations while 51 (39.2%) have low task fulfillment
propensity. This is an indication that larger proportions of the workers in the organization have
favorable task fulfillment orientations. In the question measuring employees’ level of concern for
the organization in terms of achieving its sets goals and objectives, it is evident from the table
that 64 (46.2%) were kin, that is have concern for the organization to achieve its goals and
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objectives but a majority 66 (53.8%) of the respondents were not kin, that is, less concerned
about the organization. Lastly, the aggregate, description of employees’ performance shows that
77 (59.2%) said the general performance outlook of the employees were okay, while 44 (33.8%)
said that the general performance outlook is fair and just 9 (7.0%) are of the view that the
aggregate description of employees’ performance outlook is bad. The next sub-section is used to
test the hypotheses raised in the study
5.1 Test of Hypotheses
H01: Salary attractiveness does not have significant relationship with target meeting
dispositions of employees
Table 4 is used to present a summary of the results of the chi-square analysis.
Table 4: Relationship between salary attractiveness Target meeting
Salary attractiveness Target meeting dispositions
Meet target Does not meet
target
Total
Attractive 68 19 87
Not attractive 17 26 43
Total 85 45 130
χ2c= 8.115; d.f. =1; n=130; χ2t (0.05) = 3.111; Ho rejected.
An examination of the chi-square analysis conducted in the table 4 revealed that the
observed (calculated χ2c) value of 8.115 is greater than the tabulated (critical χ2t) value of 3.11 at
0.05 levels of significance and degree of freedom of 1. Deducing from this, the null hypothesis
which stated that there is no significant relationship between salary attractiveness and target
meeting dispositions of employees is rejected and the alternative hypothesis is accepted.This
finding is in line with the findings of several scholars such as Adebisi (1995), Mullins (2004),
Yusuf (1997) all who agreed to the fact that monetary incentives is one of the motivational
factors determining the productive propensity of workers in a typical work setting.
H02: Salary attractiveness does not have significant relationship with employee’s support of
organizational goals
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Table 5 is used to present a summary of the results of the chi-square analysis.
Table 5: Salary attractiveness and employee’s support of organizational goals
Salary attractiveness being kin about meeting organizational goal
Keen Does not keen Total
Attractive 51 31 82
Not attractive 18 30 48
Total 69 61 130
χ2c= 13.035; d.f. =1; n=130; χ2t (0.05) = 3.111; Ho rejected.
An observation of the chi-square analysis conducted in the table 5 showed that the
observed (calculated χ2c) value of 13.035 is greater than the tabulated (critical χ2t) value of 3.11 at
0.05 levels of significance and degree of freedom of 1. It could thus be deduced therein that, the
null hypothesis which stated that there is no significant relationship between salary attractiveness
and employee’s supporting of organizational goal is rejected and the alternative hypothesis is
accepted. In other words, salary factor as a motivational element could enhance the productive
prospect of the employees. This finding is in line with the findings of several scholars such as
Oloko (1977).
H03: Employees’ conception of work environment does not have significant relationship
with their target meeting disposition
Table 6 is used to present a summary of the results of the chi-square analysis.
Table 6: conception of the work environment and target meeting
Conception of the work
environment
Target meeting dispositions
Always meet target Does not always
meet target
Total
Okay 55 08 63
Not okay 29 38 67
Total 84 46 130
χ2c= 2.035; d.f. =1; n=130; χ2t (0.05) = 3.111; Ho accepted.
An assessment of the of the chi-square analysis conducted in Table 6 showed that the
observed (calculated χ2c) value of 2.035 is less than the tabulated (critical χ2t) value of 3.11 at
0.05 level of significance and degree of freedom of 1. Deriving from these statistical figures
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therefore, the null hypothesis which stated that there is no significant relationship between
employee’s conception of the work environment and target meeting is accepted and the
alternative hypothesis is rejected. This invariably means that there is no significant relationship
between work environment and target meeting disposition of employees of CNSSL. This finding
is generally in contrast with the conceptions of the classical and neo-classical management
theorists such as Mayo (1949) who held that the work environment is an important determinant
of productive potential of employees in the work organizations. Such an un-usual finding might
be as a result of the sanction the employees were subjected to when they failed to meet their
targets. In this sense, the employees in a bid to safe their job would have to be productive
irrespective of the condition of the work environment.
H04: Employee’s conception of work environment does not have significant relationship with
their support for organizational goals
Table 7 is used to present a summary of the results of the chi-square analysis.
Table 7: conception of the work environment and supporting organizational goals
Conception of the work
environment
being kin about meeting organizational goal
Keen Does not keen Total
Okay 71 12 83
Not okay 11 36 47
Total 82 48 130
χ2c= 21.123; d.f. =1; n=130; χ2t (0.05) = 3.111; Ho rejected.
An examination of the chi-square analysis conducted in Table 7 revealed that the
observed (calculated χ2c) value of 21.123 is greater than the tabulated (critical χ2t) value of 3.11 at
0.05 levels of significance and degree of freedom of 1. Deducing from this, the null hypothesis
which stated that there is no significant relationship between employee’s conception of the work
environment and being keen about the organization achieving its set objective is rejected and the
alternative hypothesis is accepted. This invariably means that an improved work environment
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could enhance the productive prospect of workers. This finding is in support of the view of many
early studies in organizational management that support the idea that the work environment is an
important factor influencing productive prospect of employees in a work setting.
5.2 Summary of Major Findings
Hypothesis one revealed that, there is significant relationship between salary
attractiveness and target meeting dispositions of employees. This means that if the employees
conceived of their salary as been attractive, then they would always strive to meet targets set for
them by the organization. Hypothesis two also shows that salary attractiveness could make the
employees to support the organization to achieve its goals and objectives. Finding of hypotheses
three show that employee’s conception of the work environment does not have significant effect
on their target meeting disposition, this finding could be as a result of the fact that inability to
meet target are controlled by some other factors such as sanctioning through salary reduction or
not promoting the employees as at when due. The last hypothesis also shows revealed that
employee’s conception of the work environment have significant relationship with the employees
been keen about the organization achieving its set objective. The findings from this study further
reveal that motivational elements are important factors conditioning productivity of employees
and that the cause of non-productivity of the employees could be located in motivational
elements used by an organization.
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6.0 Conclusion and Recommendations
Without mincing words, it is evident from the foregoing that motivational elements are
indeed a strong predictor for workers’ productivity. This could be seen not only from the review
of existing literatures on the subject but also from the empirical findings of this present study.
Motivation is therefore an important organizational key that could be used to enhance the
productive capacity of workers. Based on this findings therefore, the study recommends that the
management crew of CNSSL should take the issue of staff motivation more serious in order to
improve productivity level of its employees. Based on the study finding, this study could
specifically recommend for the management to improve on the welfare packages as well as
bonus schemes used in the organization so that the workers could be more motivated. Also, the
immediate work environment of the centre such as sitting arrangement, restrooms and other
conveniences should be improved upon in order to make the environment more stimulating and
to boost the productive capacities of its employees. This is necessary as it has been found out that
lack of adequate motivational incentives could lead to series of problems in the work
organization.
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