Effectiveness of Non-financial Motivational Scheme on Construction Workers Output in Nigeria
CHAPTER ONE
Research Objectives
General Objective
The general objective was to study non-financial motivational scheme and employee performance which is a case of construction workers.
Specific Objectives:
- Determine the impact of trainingon employee
- Establish the influence of advancement on workers performance.
- Find out the effect of targets on workers performance.
- Determine the consequence of team building on workforce performance.
CHAPTER TWO
LITERATURE REVIEW
Theoretical Framework
This sections reviews the concepts related to this study. The concepts are the Maslow’s Hierarchy of Needs, Douglas McGregor Theory X and Theory Y and Herzberg Two Factor Theory.
Maslow’s Hierarchy of Needs
This is the most broadly known concept of inspiration and was hypothesized by American psychologist Abraham Maslow in the 1940s and 1950s. Maslow placed forward the notion that there happened a ladder of wants comprising of five levels in the hierarchy. These wants preceded from lower order wants through to higher level wants (Bohlander et al, 2001)
The basic basis of the concept is that we all have these five stages of needs and that beginning at the bottom level we are driven to fulfill each level in ascending order. As each level is adequately satisfied we are then moved to fulfill the next level in the ladder. The five diverse stages were additional sub-categorized into two key groups, these being: Deficiency wants – Maslow reflected these as very basic desires required for survival and safety. These wants include: physiological wants, safety wants and social wants. Growing needs- These are wants allied to personal growth and fulfillment of individual potential and include honor needs and self-actualization wants (Maslow, 1943).
In Maslow’s philosophy at no time can we run out of inspiration since the very highest level, self-actualization, which relays to the accomplishment of our complete potential, can by no means be fully met. Maslow’s model has been extensively incorporated and imparted within the business realm and limited people who have joined a corporation supervision or basic management coaching course are likely to be conversant with this model (Hakala, 2008).
This theory is relevant in this study as Maslow’s dispute that workforces pursue to fulfill their wants in a categorized order, beginning from the bottom discontented want. It is acknowledged that most of the public workforces in Nigeria are not content with their earnings. Hence, it can be reasoned that this unsatisfied want may drive the staffs to state that sufficient levels of pay is the first aspect that encourage them to apply more energy in their works. The foundational basics of this theory are key in trying to understand employees and how non-financial incentives motivate them to perform better in the workplace.
CHAPTER THREE
RESEARCH METHODOLOGY
Research Design
The study design according to Chandran (2004) offers answers for queries such as; what procedures was used to gather data, what kind of sampling approaches and tools used and just how will time and budget limitations be dealt with. In other words, it is preparation of circumstances for gathering and exploration of data in an approach that combines their association with the purpose of the study (Kothari, 2004). The research employed descriptive case research design. The researcher chose descriptive case design as it would help him to collect material, review, presents data and deduce it for clarification without making alterations to the findings but rather reporting on them as they are.
CHAPTER FOUR
RESEARCH, FINDINGS AND DISCUSSION
Sample Characteristics
The sample characteristics in this study were represented by gender, age, work category, work experience, education level and duration worked in the building site.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary of findings
The study general objective was to study non-financial motivational scheme and employee performance which is a case of construction workers. The first objective was to determine the effect of training on employee performance in construction workers. Results indicated that training was important in determining employee performance. This was maintained by popular of the respondents who agreed that on the job training offered in the building site had helped them work on skills development, workshops held on job performance at construction workers had helped them improve on their day to day performance,training on performance had been well effected in the building site enabling them improve on their performance, construction workers empowered and supported personal development skills by facilitating acquisition of such development and that seminars organized at workplace have helped me have better perception and improve on job performance. The second objective was to determine the effect of promotion on employee performance in construction workers. Results indicated that promotion was important in determining employee performance. This was supported by majority of the respondents who agreed that they had equal opportunities of getting promotion with other colleagues with similar qualifications, more benefits accrued from promotion opportunities in the building site, promotion considerations were made on the basis of work perform, promotion was seen as the most motivating non-financial incentive in the building site and that there were promotion opportunities created by the building site.
The third objective was to find out the effect of targets on employee performance. Results indicated that targets were important in determining employee performance. This was supported by majority of the respondents who agreed that employees were recognized as a result of outstanding performance, more responsibility was awarded to employees who perform exemplary, delegation was allowed for/ exercised by employees who had proven to have good performance, appreciation for jobs well performed was done to the respective employees and that empowerment of the productive employees was done so as to help them consistently increase their performance.
The forth objective was to determine the effect of team building on employee performance. Results indicated that team building was important in determining employee performance. This was supported by majority of the respondents who agreed that team building activities at the building site had enhanced open communication increasing overall performance, idea sharing had been enhanced as a result of team building efforts at construction workers, team building activities had led to increased team trust and hence cohesiveness among employees and creating a good internal environment, cooperation among the employees had increased as a result of team building activities and that there had been improved morale in the employees as a result of bonding and teamwork efforts.
Conclusions
From the study findings, one can conclude that:
- construction workers had put in place training measures as a non-financial motivational scheme incentive and such training was important in determining employee performance
- construction workers had put in place promotion measures as a non-financial motivational scheme incentive and such promotion was positively associated to employee performance
- construction workers had put in place target measures as non-financial motivational scheme incentive and such targets was important in determining employee performance
- construction workers had put in place team building measures as non-financial motivational scheme incentive and such team building was important in determining employee performance
Recommendations
The management of the banks should ensure that training on performance should be well carried out and effected in the building site as it will enable employees improve on their performance. The management should also give employees more benefits in positions that the employees have been promoted into in the building site. the building site should put in place measures to empower the productive employees so as to help them consistently increase their performance. Team building activities at the building site should be encouraged as they enhance open communication increasing overall performance.
REFERENCES
- Ahmad, Z.K. and Bakar, R.A. (2003). The Association between Training and Organizational Commitment among the White-Collar Workers in Malaysia, International Journal of Training and Development, Vol. 7 No. 3, pp. 166-85.
- Ajila, C.O. (2007). Job Motivation and Attitude to Work as Correlates of Productivity. Among Workers in Manufacturing Companies in Lagos State. Nigeria. Unpublished PH.D Thesis submitted to the Department of Psychology O.A.U Ile-Ife Osun State, Nigeria.
- Ali, R., & Ahmed, M. (2008). The Impact of Reward & Recognition Programs on Employees Motivation & Satisfaction. Retrieved from http://www.bizresearchpapers.com/22.Reena.pdf
- Anyim, C. F., Chidi, O.C. & Badejo, A. E. (2012). International journal of business administration, 31-40.
- April, B. A. (2010). The Impact of Training on Employee Performance: A Case Study of HFC Bank (GHANA) Ltd. Quarterly Journal of Economics, Vol; 122, No. 4, Pp. 15-17.
- Armstrong, M. (2006). A Handbook of Human Resource Management Practice (10th Ed.). London: Kogan Page.
- Axelsson, A., & Bokedal, S. (2009). Reward Systems Motivating Different Generations. A Case study of Volvo Car Corporation. University of Gothenburg. Retrieved from
- http://gupea.ub.se/bitstream/2077/21241/1/gupea_2077_21241_1.pdf
- Baker, D. (2009). Strategic Human Resource Management: Performance, alignment management, Strategic Human Resource Management, 7(5), pp. 51-6
- Baron, R.A. (2003) Behavior in organizations, p. 123, New Yourk: Allyn & Bacon, Inc.
- Bohlander, E., Snell, S., & Sherman, A. (2001). Managing Human Resources (12th Ed.). London: South Western College
- Bowen, D. E. & Ostroff, C. (2004). Understanding HRM-Firm Performance Linkages: The role of the strength of the HRM system. Academy of Management Review, 29, 203–221
- Chelimo, K.K. (2014). Effects of Task Identity on Employee Motivation: A Survey of construction workers. European Journal of Business and Management www.iiste.org Vol.6, No.33, 2014 72 Effects
