Motivation as Tools for Organizational Development
CHAPTER ONE
Objective of the study
The objectives of the study are;
- To examine the impact of motivation of labour force.
- To identify the impact of motivation on general productivity of the organization.
- To identify what form of motivation should be given to achieve the desired effect.
- To examine the extent which motivation could be used as a tool to resolved labor conflict
CHAPTER TWO
REVIEW OF RELATED LITERATURE
HISTORICAL DEVELOPMENT OF MOTIVATION
The study of motivation can be traced back to the writings of the ancient Greek philosophers. More than twenty three centuries ago, they presented Hedonism as an explanation of human motivation. Hedonism says that a person seeks out comfort and pleasure and avoids discomfort and pain. Many centuries later, Hedonism was still a basic assumption in the prevailing economic and social philosophers of such famous men like Adam Smith, Jeremy Bentham and John Stuart Mill. They explained motivation in terms of people trying to maximize pleasure and minimize pain. However, William James in his classic principle of psychology gave recognition to two additional important historical concepts in the study of motivation, instinct and unconscious motivation. There was also the drive theory of motivation formulated by Clerk Hull. William James did not feel that the human is always consciously rational. He though that much of human behaviour is instinctively based. The key assumption of those who advocated the instinctual approach was that there is an unlearned predisposition to behaviour. However, it was Sigmund Freud who openly recognized the importance of unconscious and made it a vital part of the study of human motivation. The Freudian explanation of motivation has a devastation effect on human pride. People like to picture themselves as being consciously rational and in complete control of their own behaviour. The modern view is that normal behaviour contains some conscious unexplainable motives, but that these are largely based on learning and not on instincts. Currently, not much is known about the unconscious, but it may still prove to be an important element in the better understanding of human behaviour. However, the Clark Hull drive theory is the major historical foundation for the study and understanding of motivation. Clark Hull (1884:52), in his scientifically based theory of motivation was a product of drive times habit (Effort = D x H). The drive concept in particular was motivationally based. To Hull, drive was the energizing influence, which determined the intensity of behaviour. The habit reflected the behavouristic (learning) influence on Hull. Later, to counteract the emphasis given to the past by habit, Hull added the futuristic concept of incentives to his equation (Effort = D x H x I). This incentive factor had cognitive properties and serves as a forerunner of expectancy theories of motivation. Drive theory serves as a theoretical basis for the motivational cycle of needs- drives – goals. The key to undemanding motivation it appears lies in the meaning and relationship between needs, drives and goals.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought to motivation as tools for organizational development.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain motivation as tools for organizational development
In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of motivation as tools for organizational development.
Summary
This study was on motivation as tools for organizational development. Four objectives were raised which included: To examine the impact of motivation of labour force, to identify the impact of motivation on general productivity of the organization, to identify what form of motivation should be given to achieve the desired effect and to examine the extent which motivation could be used as a tool to resolved labor conflict. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staff of Breweries plc of Awaomanma in Imo State of Nigeria. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made up directors, supervisors, brewers and junior staff were used for the study. The data collected were presented in tables
Conclusion
Motivation is based on growth needs. Training is an internal engine, and its benefits show up over a long period of time. Because the ultimate reward in personal growth is motivation and a trained and motivated employee is an asset for an organisation. The only way to motivate an employee is to give him challenging work for which he can assume responsibility. Human motivation is so complex and important, that successful management development for the next century must include theoretical and practical education about the types of motivation, their sources, their effects on performance, and their susceptibility to various influences. The organization‟s overall efficiency will decline by untrained employees. Managers may even need to hire additional employees to complete tasks that could not be done by the existing force.
Recommendation
Since respondents show higher dissatisfaction to promotion, advancement prospect. Management should make sure that workers are promoted on merit as and when due.
Staff training and development and regular consultation by management on staff welfare should be pursued vigorously to have a sense of belonging and tends to prepare them for higher responsibilities.
Good supervision and relationship with the employees should be reviewed, welcomed and encouraged in the bank so as to be able to know Employees’ problems and ways to show them. The use of performance appraisal form should be introduced.
References
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