CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

The success of any business or organization as a matter of fact depends on the

motivation of the employees. Human resources are essential to the prosperity,
productivity and performance of any organization whether public or private.
Motivation is the key of creating an enabling environment where optimal
performance is possible.

This leads to the question of how "do we ensure that the individual motivation is at
its peak within the organization or work?" Chapman, (2004).

Every employee or worker has his/her own set of motivations and personal
incentives that ginger him or her to work hard or not as the case may be some are
motivated by recognition whilst others are motivated by cash incentives. Whatever,
the form of employees motivation, the key of promoting that motivation as an
employee is understanding and incentives, Coy (2000).

Employee incentive programmes go a long way towards ensuring employees fell

appreciated, cared for and deemed worthwhile. This can go a long way to help with
employee motivation across the board. The greatest thing about motivation is that
it is individualized as such programmes are tailored to suit the needs and want of
employees. Motivation does not only encourage productive performance but also
show employees how much the company cares. Perhaps, the most vital impact of
employee motivation is that of increased productivity or performance.

This according to literature on the subject is the central aim of adopting employee
motivational productivity inevitably will follow suit Ryan, (2011).

Employee motivation promotes workplace harmony and increased employee

performance. It is the key to long term benefits for the company. Motivated
employees means staff retention and company loyalty, which in the short run will
give birth to growth and development of the business Jishi, (2009)

Educational sector the world over, have the prime objectives of impacting
knowledge through teaching, research and community services to effectively

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deliver on these objectives qualified and competent workforces are required.
However the performance of academic and non academic staff is not only a
function of ability (qualification and competent) but also of motivation, Jishi,
(2009).

Ngu (1998) contends that the two most important variables explaining employee
performance are motivation and ability. He defines motivation as the enthusiasm
and persistence with which a person does a task, while ability refers to task
competence impliedly therefore, academic staff can only reach peak performance if
they are adequately motivated assuming that the issue of competence is taken as
given effective job performance by the academic and non academic staff can lead
to the realization of the broad objectives for which universities, polytechnics and
other educational sector are established, namely knowledge delivery, research and
community services affirms that good performance in higher education will lead to
positive growth for example, effective knowledge delivery, will facilitate skill
acquisition and entrepreneurship development which will bring about poverty
reduction especially in developing countries one of which is Nigeria (Bianchard,
2004).

Abundant research output will expand the frontiers of knowledge and accelerate
social economic artistic, scientific and technological development in every society.

Abdulkareem and Oyeniran (2011) corroborate that polytechnics are established to

serve as centers of technological and scientific advancement, skills development,
production of quality entrepreneurial graduates and strategic researches and
development strategies in the nutshell, the above submission shows that employee
motivation is very essential to the growth, development and success of any
organization, educational sector inclusive and this leads to the emergence of this
study.

"Motivation and employee performance in Nigeria educational sector" to examine

the motivation and employee performance through the following variables,
motivation, intrinsic reward, extrinsic reward, feedback and performance.

1.2 STATEMENT OF THE RESEARCH PROBLEM

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The employee motivation is a key factor towards job performance and service
delivery in any organization or institution. Motivation has been a hallmark of
productivity and job performance in every organization. This situation has been a
stunning block towards provision of service by employees in Nigeria educational
sector. By identifying this, several measures have been taken by the government to
improve motivation in her employees such as training opportunities, seminars,
salary increment as well as incentives like housing and transport allowances.

An organization that wishes to attain high productivity must be an organization

whose workers, both skilled and unskilled are willing to exert high levels of effort
in achieving goals set by the organization. Adeyemi (2014), Agani (2012), Gimba
(2013), Agarwal, (2015) Muburu, (2016) Uhuru (2012) and Kofi, (2016).

Manpower constitute a bottle neck to most organization especially educational

institutions because they are seen as life wire of any economy, without motivated
staff in educational sector, half baked graduate and unmotivated manpower would
be turned into the economy year in year out. Bearing this in mind there is need for
capable hands to be on deck but this has been neglected over the years, Wasil
(2015). Staff in such institutions feel they are not motivated to put in their best
because their basic needs of food, shelter, clothing and safety is neglected, thus in
order to meet up those needs they turn to other businesses and sadly neglect their
official work. The appraisal system does not help matters because no one takes the
point to find out if the student are contented with the level of teaching or if they
understand such teachers at all and whether services offered by non academic staff
in infirmity with the standard and work ethics in terms of keeping records,
admission processes, handling staff promotion issues and welfare among many
other issues Hassan, (2010) Amany (2014), Amina and Ahmed (2016) Hindo and
Moses (2011). Furthermore, constant rise in inflation make it so difficult for staff
to meet up the needs of their families. This is why level of education is gradually
dropping because the staff do not have the time for research and lesson notes and
even if they do they produce it in form of "Handouts" which they expect student to
buy so that they can generate funds.

It is universally believed that when employees are sufficiently motive, it leads to

higher productivity and efficiency. Thus, the government at state and federal level
are not in agreement with various union groups like ASUU (Academic Staff Union

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of Universities), SSANI (Senior Staff Associated Institutions), ASUP (Academic
Staff Union of Polytechnic) and NAAT (National Association of Academic
Technologist). Enter into agreement of making available funds to all the
educational sector Tukur, (2014).

However, the expected agitation of 2009 by the various unions in educational

sector for improve salary package for staff, provision for training of staff, improve
learning facilities, adequate laboratory and equipped library have not really
achieved its objective.

These problems among others may be due to inadequate motivation by the

government or rather board of governing council and if not addressed half baked
graduate would keep on flooding the employment market Tukur (2014).

Furthermore, several studies on motivation and job performance in Nigeria attempt

to focus on typical organization like manufacturing sector, banking industry,
construction industry, and local government but few studies was conducted in
academic staff members of higher institutions and few were combining both
academic and non-academic staff of educational sector, this constitute a knowledge
gap that this study intends to fulfill, Tukur (2014).

1.3 OBJECTIVES OF THE STUDY

The following are the objectives of the study

1. To determine the relationship between employee feedback and organization

productivity.

2. To determine the relationship between organizational training and

development needs and employee productivity in an organization.

3. To ascertain the relationship between employee evaluation and employee

productivity in an organization.

1.4 RESEARCH QUESTIONS

The following research questions are formulated to guide the study:

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1. Is there any relationship between organizational training/development needs
and employee productivity in an organization?

2. Is there any relationship that determine employee feedback and organization

productivity?

3. Is there any relationship between employee evaluation and employee

productivity in an organization?

1.5 HYPOTHESIS

The researcher formulated the following hypothesis:

HO: there is no significant relationship between organizational

training/development needs and employee productivity in an organization.

HO: There is no significant relationship between employee feedback and

organization productivity.

HO: There is no significant relationship between employee evaluation and

employee productivity in an organization.

1.6 SCOPE OF THE STUDY

This research work is on motivation and employee performance in Nigeria

educational sector and is strictly based on Delta State Polytechnic, Ogwashi-uku.

1.7 LIMITATION OF THE STUDY

The major limitation of this research work includes all the following:

1. Inability of the researcher to access official document of the study areas of

employee performance.

2. Secrecy and confidentiality limit research scope and coverage.

3. Lack of regular availability of academics staff of the study area in a

particular place and at a particular time limit the study adversely.

1.8 SIGNIFICANCE OF THE STUDY

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This study will help educational sector to be able to compare performance of
workers using selected techniques with appraisal on the job. This study will help
employee by way of assisting them to realize and utilize their potentials while
striving to achieve their goals. The study can motivate employee under the
jurisdictions and formulate special favourable policies that will gear towards
enhance employee motivation for better performance and quality education. It will
provide management with adequate information needed in decision making process
on performance, training, remuneration, discipline and counseling of the
employees.

1.9 DEFINITION OF TERMS

1. Motivation: Motivation is thus a means of acknowledging and understanding

of needs, wants, feelings, ideal of employee by boosting their full abilities and
knowledge on their work.

2. Performance: The accomplishment of a given task measure against present

known standards of accuracy, completeness, cost and speed. In a contract
performance is deemed to the fulfillment of an obligation in a manner that releases
the performance from all liabilities under the contract.

3. Employee performance: Refers to working in terms of quantity and quality

expected from each staff of Delta State Polytechnic, Ogwashi-uku.

4. Educational sector: Is refers to as organized formal institution that engaged

in offering post secondary education. In the educational level following the
completion of a school providing a secondary education.

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 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 CONCEPTUAL FRAMEWORK

Motivation as a concept was of much interest of psychologist and behavioural

scientist in the past years. At present, motivation is being widely practiced by all
organization as they now see it as important in their work settings, managers
believe that the continued success of their business depends on being able to attract
and retained staff, therefore the urgent need to observe it.

This chapter reviewed related literature regarding the subject matter (motivation).
Including motivation definition, process and sources of motivation, the old and
new school of thought on motivation (theories) among others.

According to Robbins and Decenzo (2008) motivation is the willingness to exert

high levels of effort to reach organizational goals, conditioned by the efforts and
ability to satisfy. They further asserted that motivation is a function of three key
elements; effort, organizational goals and needs.

2.1.1 THE CONCEPT OF EMPLOYEE PERFORMANCE

Employee performance basically depends on many factors like performance

appraisals, employee motivation, employee satisfaction, compensation, training
and development, job security, organizational structure and others study defined
performance as a function of ability and motivation thus job performance (carter,
2009).

The researcher deduced from the equation that work performance is highly
dependent upon employee abilities thus, if the employees lack the learned skills or
innate talents (education and capacity) to do a particular job the performance will
be less optional.

But in a situation where the employee has all these backed by good motivation, job
performance will ultimately be at the optimal.

2.1.2 THE CONCEPT OF MOTIVATION

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Motivation can be defined as a process of government choices which has been
established that the motivational factors are the perceived needs of the employees
performance and productivity. The motivation process starts with a physiological
deficiency or needs that activates behaviour or a drive that is aimed at a goal or
incentive, identification of need deficiency is possible through a direct observation
of the employees behaviour through a survey using structured questionnaire
response. But employees feels sensitized about giving responses to survey
questionnaire, obviously fearing that they will get identified for having given any
response that will citizens organizational policy. Confidentiality in survey
responses can be ensured through a secret opinion poll, where the questionnaire
does not require employee identity.

According to Flippo motivation is the process of stimulating or attempting to

influence others to do your will through the possibility of gain or reward.

2.1.3 RELATIONSHIP BETWEEN EMPLOYEE FEEDBACK AND

ORGANIZATIONAL PRODUCTIVITY

Effective feedback is critical to the success of each employee, team and company.
It motivates employee, team and company. It motivates employees to improve their
job performance by enhancing ability encouraging effort and acknowledging
results. Effective feedback can reduce employee mistakes enhance performance
and increase productivity and reduce costs provide effective feedback to their
employees.

2.2 THEORETICAL FRAMEWORK

Critical research of literature on the subject matter brought to the force that several
theories of motivation have been developed and were particularly relevant for work
setting. But the more interesting revelation was the mere fact that each of these
theories highlight one or more of the variable of motivation. However, it was also
relevant to acknowledge that almost all these theories were propounded by
American psychologist/scientist.

This brings to the light an obvious and inevitable question. Do these theories apply
only in the context of America culture and society of they can be used everywhere?
The answer the researcher believes will be easy for everybody to answer after a

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careful examination and comparative analysis of the models psychologist typically
grouped motivation into two categories. The internal factors and external factors.
The internal factors, that is particular needs and external factors particular job and
work situation and characteristics that are presumed to cause behaviour. The
process theories work motivation dealt with the way different variables combined
to influence the amount of effort put forth by an employee.

The relevance of the process theory to this study according to Viorel et al (2009)
the theories emphasize on specific factors that motivate workers with regards to
certain necessities and aspirations while the process theories emphasizes on the
processes and psychological forces that have an impact on motivation. They start
from that motivation with the desire to do something. The process theories provide
more realistic principles with regards to motivation techniques and therefore they
are more useful. to managers compared to content theories Vorel et al (2009),
Vroom (1964), in the interest to study motivation developed an alternative to the
content theories which is known as the expectancy theory Vroom suggest that there
are three mental components that are considered as instigating and directing
behaviour and these are referred to valence, instrumentally analyze different on the
job work behaviours and then choose behaviours which they believe will lead to
their most valued work related rewards and outcomes.

Moreover, Porter and Lawler (1968) expanded Vroom's work to identify the role of
individual differences for example employees ability and skills and the role of
clarity in relating job effort to actual job performance. Porter and Lawleer also
explained the relationship between performance and satisfaction and argued that
this relationship is mediated by the extent and quality of the rewards that
employees receive in return for their job performance. In addition to expectancy
theory Adams (1963), developed the equity theory of clarity how employees
development beliefs about what constitutes a fair and equitable return for their job
performance, their effort and the associated rewards with that of other employees
and in case there is a situation whereby there is an element of injustice or
unfairness there is an imbalance that is a perception of inequity occurs the
employee will get engaged in activities and do effort in order to receive the
inequity.

2.3 EMPIRICAL FRAMEWORK

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Motivation strategies are very useful for the empowerment of employee's moral in
an organization. There are various motivational strategies that can help employee
excited about making their aspiration reality. Top management executive have
identified motivation as a potent instrument for increasing organization's
productivity and turnover as they unveil strategies and tactics to address the
motivation concerns of individual. Managers are apt to identified or determine
whether low employee performance is as a result of inadequate motivation tactics
Mathis an Jackson (2006) posit that managers may try training to improve
employee performance or reconsider their methods of appraisal and rewarding
performance.

Aryeetey (2011) defines motivation strategies as the method of harnessing

performance management of employee in order to fulfilling their aims and
objectives in the organization. She added that motivational strategy is concerned
with job design participation, joint objectives, setting career development and other
process connected with a person's need towards achieving and supporting personal
importance. Motivational strategies refers to the method set by managers to
empower workers performance for the attainment of their goals. Thus, these
methods includes establishing routine and regular exercise, cultivate strong skill in
delegation, celebrate achievement with employee and other processes that can help
to improve the performance of workers to achieve set goals.

Fielding (2006) highlighted some major motivation strategies adopted by

organizations to improve the performance of employees as follows:

Job design entail methods and relationship of task as well as the content spell out
by managers which benefit both employees and the organizations improve through
job design as it is considered the method of motivating employees. It helps to
reduce work related challenge and staff feels they are on the right job and become
accountable when they are not even during their job. Secondly, providing as
effective reward system for employee is a motivational factor used by
organizations. Another strategy is job enrichment (vertical loading) or structuring
the job to make it more interesting and challenging to the worker. Ugah (2008)
stressed that job enrichment is a strategy to be consider for improving productivity
of employees by empowering them, giving autonomy, trust, more responsibility,
authority, discretion and control, in the same vein, Maxwell (2011) examined that

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the motivation on employee performance. He found out that, there was non-
existence of empowerment in Nigeria educational sector and therefore, innovation
and creativity were not seen among employee to perform credibility suitable
because of employment had not been given to all.

The forth strategy is job enlargement (horizontal job loading) which increases the
variety of tasb ks. Thus, resulting to the decline in the boredom of the employee,
the fifth factor is job rotation, people are assign different job roles not on
permanent basis so as to expose and give them additional knowledge of other
tasks, Posner (1990) carried out a study of an organization that adopted job
rotation. He found out positive opinion about job rotation among staff. He
recommends that management of libraries should make job rotation one of the best
strategies for improving workers performance. Flexible working jour is also
another strategy used by managers, through compressed work week or
telecommuting. Compresses work week are completed within then achievement of
40 hour fixed for five working day of the week while telecommuting (flexi place)
permit on employee to accomplish is programme, not only in the work place but
also at his/her leisure time which can be either at home or any convenient place
Fielding (2006)

Werner et al (2012) noted that performance management is an essential

motivational strategy which helps to direct and motivate employee to maximize
their efforts on behalf of the organization towards meeting strategic objectives. He
also stressed that performance management practice addresses issues of employee
motivation thereby ensuring their capabilities are fully utilized. Chukwudi et al
(2012) revealed that there is several factors that motivate a person to work and can
be broadly divided into two groups monetary factors and non-monetary factors.
The monetary factors include salaries or wages, bonuses, incentives, special
individual incentives and non-monetary factors comprises of job title, status,
appreciation and recognition, delegation of authority, working participation,
cardinal relations proper job placement, proper promotion and transfer proper
training to employee and proper welfare facilities. As Ukaejiofo (2013)m pointed
out that there are a range of motivational strategies that can be used to improve
productivity, reduce workplace stress and increase self confidence on employees.

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They include: leam building, training , enhanced communication, job enrichment,
targets rewards and incentives, quality of working life programmes, encouraging
participation, checking system of equity, money and recognizing individual
difference.

An empirical study was conducted by Aworemi et al (2011) to examine the

motivation factors of employees in Nigeria. They indicated seven motivating
factors which include job security, personal loyalty to employees, interesting work
good working conditions, good wages, promotion and growth in organization and
full appreciation of work done.

Data were collected through a well structured questionnaire delivered to employee

of the companies. The result suggested that good working condition, interesting
work and good pay are key factors to higher employee motivation. They also
recommended purposefully designed rewards systems that include job
enlargement, job enrichment, promotion, internal and external stipends, monetary
and non-monetary compensation should be considered. This will help employee
identify, recruit, employ, train and retain a productive workforce Aworemi et al
(2011).

2.3.1 INFLUENCE OF MOTIVATION STRATEGIES ON EMPLOYEE

PERFORMANCE

Ojokuku, (2013) examined the impact of performance appraisal on motivation and

academics in Nigeria educational sector. Questionnaire was the main instrument
used for calculating data and multiple regression analysis was applied for data
analysis. This study found that the appraisal system applied was not accurate and
fair enough because it does not capture adequately all the job components that
makes up their performance during review period. He concluded that academics in
Nigeria public universities do not have a favourable perception of performance
appraisal system currently being used for them due to poor adequately capture,
measure and reward all that management of Nigeria academics to motivation,
through effective use of human resources tools.

Samuel and Kepha (2013) examined the reward strategies on employee

performance Kabele Technical training institute.

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They concluded that personal need for achievement played a key role in
influencing employee performance and given a choice of employee showed
preference for promotion, better remuneration, cash gifted and training
opportunities are reward strategies and suggested to maintain a training policy for
all categories of employees and establish a criterion for recognizing employees
performance to ensure the whole process of reward strategies id deemed fair by all
employees.

A study was conducted by Ali et al (2012) in Pakistan to examine the working

performance of employees, they used questionnaire instrument for collecting data.
The study employed weight mean, pearson's correlation and Kologrov Simimov for
analysis test, their research showed that overall 100 respondents indicate working
habit as the most important factor in the employee working process and also found
that there was a highly positive correlation existing between the employee working
process.

2.3.2 PERFORMANCE AND WORK PERFORMANCE

Herzberg (1959) says having fewer dis-satisfiers does not motivate a worker to do
a good job, but only to stay in it. Worker performance clearly depends on their
level of motivation, which stimulates them to come regularly, work diligently, be
flexible and be willing to carry out the necessary tasks.

The performance and quality of educational training offered by educational sector

depends on the quality and motivation of institutions human resources. Therefore,
employee motivation is likely to have effect on the delivery of educational training
to students due performance of work and assignment s assigned to them by the
institutions.

Performance is an important tool used to determine the accomplishment of a

particular task in an organization. It can be negative outcome or positive outcome,
work performance refers to how well a task assigned to a person is been done or
perform.

Work performance is also part of human resources management the work

performances of employees are quantified using job standard, which can be
objective or subjective. This help to measure how well the workers fulfilled the

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supervisors expectation over a given period of time Gome-Meijia et al (2007)
classified work performance into quality of work done, quantity of work performed
and interpersonal effectiveness.

2.3.3 MEASURING EMPLOYEE PERFORMANCE

Performance measurement requires the use of relevant criteria that focus on

employee's job. There are a wide variety of ways in which performance of
employee can be measured whether individually, as a whole, internally or from an
external perspective, it can be objective or subjective. Objective measures involve
a supervisors rating as employees attitude Robbin et al (2011). Performance
measurement is an ongoing activity for all managers and their subordinates so as to
help them pinpoint employee who are performing well, those who have deficiency
and those who need additional training. Hakala (2008) explained that employee
can be measured through the use of the following indicators of performance as well
as assessment of those indicators:

1. Quantity: the amount of units created or make should be considered as an

indicator of performance.

2. Quality: there are various method for achieving a result for the degree of
work.

3. Timeliness: effective uses of time serve as an indicator for performance.

4. Cost effectiveness: employee should only be assessed on his performance

when he/she has control over cost.

5. Absenteeism/tardiness: a person who is not absent from work is not

performing.

6. Creativity: creativity as a performance indicator is hard to express the

quality, it is very essential for managers and employee to keep abreast with
original ideas in order to create something and try to measure the quantity.

7. Adherence to policy: this is the margin on creativity but conversely of

creativity.

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8. Gossip and other personal habits: there should be bench mark put in place i
order to check male employee involve in this act. Thus, will help to reduce their
behaviour.

9. Personal appearance/grooming: the inappropriate appearance and grooming

should be made known, their effect upon the employee's performance should be
defined to the worker Hakala (2008).

2.4 PERFORMANCE APPRAISAL TECHNIQUES

Performance appraisal is a method of evaluating the behaviour of employees in a

work organization which normally includes quantitative and qualitative aspects of
job performance. Performance here refers to the degree of accomplishment of the
tasks that makes up an individual's job. Under performance appraisal he evaluates
not only the performance of a worker but also his potential for development.

Seen in the light of this definition above, performance appraisal has quite a number
of factors in it to be considered.

Firstly, it is an appraisal of the employees capabilities and potential capabilities, it

is a rating of an employee's trait. Secondly, it is an assessment of data on work
done. Therefore, it is not an appraisal of an individual's trait alone but an objective
measure of work done wrong facts and figures. Taking these two factors together
performance appraisal can be seen to be concerned with assessment of both
behaviour and performance.

Thirdly, it has an aim, which is to allow decision to be made in relation to training

development, promotion and increment in salary.

2.5 REASON FOR PERFORMANCE APPRAISAL

1. To provide information about the performance ranks based on which

decisions regarding fixing of salaries confirmation, promotion, transfers and
demotions are taken.

2. Provide information to diagnose deficiency in employees regarding skill

knowledge, determine training and development needs and to prescribe the means
for employee growth.

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3. Provide information for correct placement.

4. To prevent grievances and in disciplinary action.

In summary, the reason for appraisal is to draw attention to present performance in

the job in order to reward people fairly and to identify those with potentials for
promotion or transfer.

2.6 CHALLENGES OF APPRAISAL

As noted earlier, performance appraisal is an intricate and complex affair Cole

cited three difficulties concerning both accuracy and fairness of approaches.

They are: the construction of the appraisal, the style in which the appraisal is done
and the culture of the organization. The target of appraisal can either be
performance or behaviour of an employee. The instrument or document use for
appraisal, usually indicates what is that is being appraised. Cole (2011) gives the
characteristics of forms which seek information about the person rather than about
his performance as: generalized criteria, generalized ratings of performance,
individual qualities rather than results and box ticking as a method of performance.

2.7 SUMMARY

Performance is essentially a key factor in moving an organization towards its set

goals. High performance from employees is therefore one of the cardinal principles
desired by any organization. The fact that individuals have different reasons for
performing effectively in a job calls for the needs to mobilize their efforts towards
the achievement of the organizational goals. This is because it has been
acknowledge they work out because they really ;love what they are doing, but
because of the reward that accompany the tasks. The uppermost question is why
job performance of these workers is not satisfactorily among possible factors
associated with this development is that, the employees are not properly motivated
to do their jobs or that the motivation being applied to them does not meet the
reward preference. Motivation is known to be a means to reduce and manipulate
the gap towards increased performance of employees. Employee performance is
said to be closely associated with the extent to which they are motivated in an
organization.

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 CHAPTER THREE

METHODOLOGY

3.1 RESEARCH DESIGN

Research design is a plan or blue print which indicate how data relating to a given
research situation should be collected, analyzed and interpreted. Also research
design is a guide to action that directs and controls activities of a research towards
the collection and interpretation of data. This is used for the purpose of obtaining
data to enable the researcher test hypothesis or answer research questions. The type
of research design which is also known as the survey method.

3.2 POPULATION OF THE STUDY

The target population for the study in Delta State Polytechnic, Ogwashi-uku. A
total of one thousand two hundred and eighty (1,280) staff was the population size.

3.3 DETERMINATION OF SAMPLE SIZE

The sample is selected to make equal representation approach codies staff. Thus, to
reduce time and cost in the sampling and also to ensure that the sample represent
all the population of the study. The sample size is 305. It was determined with Taro
Yamane formular. This is shown below
N
N= 2
1+ n(e )

Where :

N: population size

e = level of significance

n = sample size
1,280
i = constant ∴n= 2
1+ 1,280(0.05)

1,280
n = 1+ 1,280(0.0025)❑

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 1,280
n = 1+ 3.2

1,280
n = 4.2

= 305

3.4 SAMPLE PROCEDURES

Based on these categories a preventative sample consisting of all categories of

employees was shown for the study through stratified sampling to ensure that all
these categories of employee was represented in the sample.

3.5 SOURCE OF DATA

In carrying out the research, both primary and secondary data was used. It must be
stated that the primary data which consist of questionnaire, interview etc. was
employed to a huge extent for classification and to get more information from the
employees of the organization under study. The secondary data which is made up
of textbooks, management journal, magazine etc. was also used.

3.6 METHOD OF DATA COLLECTION

The researcher used questionnaire which was successfully distributed. The

questionnaire retained was analyzed using the sample percentage method for easy
calculation and test of hypothesis using chi-square.

3.7 VALIDITY OF RESEARCH INSTRUMENT

This research study primarily used questionnaire in the main mean of gathering its
view and opinion of the respondents. The researcher used questionnaire because it
help to save the needed data as a permanent record that can be referred to any time
and for the purpose of further reference and further research.

3.8 RELIABILITY OF RESEARCH INSTRUMENT

This research study used questionnaire and oral interview as means of collecting
data. The major instrument for data collections is the questionnaire. It contains

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both structured questions offered option to be chosen as answer, while the open
ended question allow them to give their opinion.

3.9 METHOD OF DATA PRESENTATION AND ANALYSIS

Having presented the data and rated the percentage, according to number of
respondents. The interpretation of the data are therefore done usually beneath each
table in research all data are raw and until they are presented and analyzed that are
of no values. The hypothesis where tested using the chi-square (x 2) statistics. The
reason for using chi-square is because it will facilitate relationship between
variance tested in the study which the research must have an in-depth knowledge
about.

The formular for chi-square is stated below;

X2 = ∑ ¿ ¿

Where

X2 = chi-square

Fo = observed frequency

Fe = expected frequency

∑ = summary

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 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 DATA PRESENTATION

This chapter present and analyzed all data collected where analyzed and interpreted
form the analysis, it is hoped that one would be able to make some logical or
mathematical deduction as well show or express the percentage (%) of response.

It also show staff opinion over the topic investigated and finally test the already
formulated hypothesis.

4.2 DATA ANALYSIS

The data generated from respondents were present as follows.

Table 4:2:1: Distribution and return of questionnaire

Questionnaire No of respondents Percentage

Distributed 305 100
Returned 200 65.57
Not returned 105 34.43
Source: Field survey, 2020

From the above out of 305 questionnaires distributed 200 were returned
representing 65.57% while 105 were not returned representing 34.43%

Table 4.2.2: Gender Distribution of respondents

Questionnaire No of respondent Percentage %

Male 100 50%
Female 100 50%
Total 200 100%
Source: Field survey 2020

The above table shows that 100 respondent were male representing 50% while 100
respondent were female representing 50%

Table 4.2.3: Age Distribution of the respondents

20
 Questionnaire No of respondents Percentage
20-30 years 70 35%
31-40 years 30 15%
41-50 60 30%
51 years & above 40 20%
Total 200 100%
Source: Field survey, 2020

From the table above 70 respondents fall within the age of 20-30 years
representing 35%, 30 respondents fall within the age bracket 31-40 years
representing 15%, then 60 respondents falls within the age bracket 41-50 years
representing 30%, while 40 respondent were 51 years and above representing 20%.

Table 4.2.4: Marital status if the respondents

Questionnaire No of respondents Percentage

Single 80 40%
Married 70 35%
Divorced 50 25%
Total 200 100%
Source: Field survey, 2020

From the above table, 80 respondents were single representing 40%, 70 respondent
are married representing 35% while 50 respondents are divorced representing 25%

Table 4.2.5: Educational Qualification of respondents

Questionnaire No of represents Percentage

Waec/GCE/SSCE 40 20%
BSc/HND 60 30%
OND/NCE 30 15%
MSC & above 70 35%
Total 200 100%
Source: Field survey, 2020

From the above table, 40 respondents were holder of Waec/Gce/Ssce certificate

representing 20%, 60 respondent were holder of Bsc/Hnd certificate representing
15% while 70respondent were holder of Msc and above representing 35%

Table 4.2.6 working experience o0f respondents

21
 Questionnaire No of respondents Percentage%
1-5 years 60 30%
6-10 years 70 35%
11-20 years 40 20%
21 years & above 30 15%
Total 200 100%
Source: field survey, 2020

From the table above, it shows that 60 respondents worked for 1-5 years
representing 30%, 70 respondents worked for 6-10 years representing 35%, 40
respondents worked for 11-20 years representing 20% while 30 respondents
represent 21 years and above which represent15%

SECTION B:

This center on the research questions of the study and require "strongly agreed",
agreed", undecided", disagreed and strongly disagreed response from the
respondent.

The first research question of the study is there any relationship that exist between
feedback to employee and employee productivity. The table is shown below:

Table 4.2.7: Feedback to employee and employee productivity

Questionnaire No of respondents Percentage%

Strongly Agreed 70 35%
Agreed 50 25%
Undecided 30 15%
Disagreed 40 20%
Strongly disagreed 10 5%
Total 200 100%
Source: Filed survey, 2020

The table above shows that 70 respondent strongly agreed which re-present 35%,
50 respondents agreed which represent 25%, 30 respondents are undecided which
represent 15%, 40 respondents disagreed which represent 20% and 10 respondent
strongly disagreed which represent 5%.

22
The second research question of the study is there any relationship that exist
between organizational training and development needs and employee
productivity. The table below show.

Table 4.2.8 organizational training and development needs and employee

productivity.

Questionnaire No of respondent Percentage %

Strongly agreed 40 20%
Agreed 30 15%
Undecided 60 30%
Disagreed 50 25%
Strongly disagreed 20 10%
Total 200 100%
Source: Field survey, 2020

The table above shows that 40 respondents strongly agreed which represent 20%,
30 respondents Agreed which represent 15%, 60 respondent undecided which
represent 30%, 50 respondents disagreed which represent 25% and 20 respondents
strongly disagreed which represent 10%.

The third research question of the study is there, any relationship that exist
between employee evaluation and employee productivity.

Table 4.2.9: Employee evaluation and employee productivity.

Questionnaire No of respondent Percentage %

Strongly agreed 20 10
Agreed 80 40
Undecided 10 5
Disagreed 60 30
Strongly disagreed 30 15
Total 200 100%
Source: Field survey, 2020

The table above shows that 20 respondents strongly agreed with respondent 10%,
80 respondents agreed which represent 40, 10 respondents undecided which
represent 5, 60 respondents disagreed which represent 30% and 30 respondent
strongly disagreed which represent 15%.

23
4.3 TEST OF HYPOTHESIS

In this study, three (3) hypothesis were empirically tested . this was aimed at
verifying the validity of the proposition as well as finding out the relationship
existing between the variables under study of the degree of freedom of 5% and
level of significant cost of 0.05

X2 = ∑ ¿ ¿

Where:

X2 = calculated value of chi-square

Fo = observed frequency

Fe = expected frequency

∑ = summary

Decision rule

1. If the calculation value of the chi-square (x 2) is greater than or equal to the

critical value, (x2 = 3.841). we reject the null hypothesis and accept the alternative
hypothesis.

2. Where the calculated value of the chi-square (x 2) is lower than or less than
the table or critical value (x2 = 3.841) we accept the null hypothesis and reject the
alternative hypothesis

4.3.1 TEST OF HYPOTHESIS ONE

Ho: there is no significant relationship between organizational

training/development need and employee productivity in an organization.

H1: there is significant relationship between organizational training/development

needs and employee productivity in an organization.

Table 4.2.7 was used to test this hypothesis

In computing the expected frequency (Fo), we have the following:

all on=bserved frequencies
expected frequency (Fe) = no of observation

24
 200
= 5 = 40

Computation of chi-square

Questionnair Fo Fe (Fo - Fe) (Fo -Fe)2 ( Fo−Fe)

e Fe
Strongly 40 40 0 0 0
agreed
Agreed 30 40 -10 100 2.5
Undecided 60 40 20 400 10
Disagreed 50 40 10 0 0
Strongly 20 40 -20 400 10
disagreed
Total 200 22.5
Source: Field survey, 2020

Since the calculated value of chi-square (x 2 = 22.5) is greater than critical value (x 2
= 3.841) we reject the null hypothesis and accept the alternative hypothesis which
implies that there is significant relationship between organizational
training/development needs and employee productivity in an organization

4.3.2 TEST OF HYPOTHESIS

Ho: there is no significant relationship between employee feedback and

organizational productivity. Hi: there is significant relationship between employee
feedback and organizational productivity.

Table 4.2.8 was used to test this hypothesis

Computation of chi-square

Questionnair Fo Fe (Fo - Fe) (Fo -Fe)2 ( Fo−Fe)

e Fe
Strongly 70 40 30 900 22.5
agreed
Agreed 50 40 10 100 2.5
Undecided 30 40 -10 100 2.5
Disagreed 40 30 0 0 0
Strongly 10 40 -30 900 22.5
disagreed
25
 Total 200 50
Source: Field survey, 2020

Since calculated value of chi-square (x 2 = 50) is greater than critical value (x =

3.841) we reject the null hypothesis and accept the alternative hypothesis which
means that there is significant relationship between employee and organizational
productivity.

4.3.3 TEST OF HYPOTHESIS THREE

HO: there is no significant relationship between employee evaluation and

employee productivity in an organization.

H1: there is significant relationship between employee evaluation and employee

productivity in an organization.

Table 4.2.9 was used to test this hypothesis

Computing of chi-square

Questionnair Fo Fe (Fo - Fe) (Fo -Fe)2 ( Fo−Fe)

e Fe
Strongly 20 40 -20 400 10
agreed
Agreed 80 40 40 0 0
Undecided 10 40 -30 900 22.5
Disagreed 60 40 20 400 10
Strongly 30 40 -10 100 2.5
disagreed
Total 200 45
Source: Field survey, 2020

Since the calculated value of chi-square (x 2 = 45) is greater than the critical value
(x2 = 3.842) we reject the null hypothesis and accept the alternative hypothesis that
there is significant relationship between employees evaluation and employee
productivity in an organization.

4.4 DISCUSSION OF FINDINGS

26
In a nutshell, it is safe to conclude that the study has discovered the motivation and
employee performance in Nigeria educational sector. Motivation is geared towards
projection of positive effect on Nigeria economic as it can be seen from the study
decision rule where the study rejects the null hypothesis (HO) and accept the
alternative which shows that motivation and employee performance in Nigeria
educational sector has positive effect on Nigerian economy.

CHAPTER FIVE

27
 SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 SUMMARY OF FINDINGS

This findings shows us that motivation which involves proper recognition of

employees effort and appreciation of employees contributions towards the
organizational goal and employee performance through the following variables
motivation, feedback , training, job design, performance and satisfaction is the
individual evaluation of the equity. Motivation is known to be a means to reduce
and manipulate the gap towards increased performance of employees.

Also the testing of hypothesis shows that there is significance relationship between
employee feedback and organizational productivity, training/development need.

This findings also shows clearly that motivation is geared towards projection of
positive effect on Nigeria economy.

5.2 CONCLUSION

It can be concluded that there are two types of motivation tools an organization can
use, the financial and the non-financial tools. It can also be said that though the
non-financial tools such as reducing the workload, job security, acknowledgement
are all good motivators, financial tools such as salary and performance related pay
are better motivators.

On employee performance it can be concluded that motivation is the most

important factor that organization should look upon and also there are factors that
affect the level of employee performance which include; working conditions, goal
clarity, knowledge of the structure, use of modern technology, ability, training and
experience. I concluded that, immediately an organization puts the interest of their
workers in the organization into consideration, there is every tendency that such
organization will achieve their set out objectives and aims.

5.3 RECOMMENDATIONS

Base on the study findings, the following recommendations were highlighted as

follows.

28
Government involvement should take part in recommending the provision of
motivational needs through adjusting in the labour laws. This will ensure that all
organizations provide basic requirements to their employees and eventually enable
them to work hard for improve performance.

The study also recommended that there should be greater balance between
employee's need and organizational needs. It is the duty of all stake holders to
ensure that this is achieved as this will reduce employee's selfishness at their places
of work. The institution should also consider further informing and training of its
staff to equip them with more skills in order to improve their performance. Also
informing the employees about the procedures that must be gone through if they
want for example, a salary increment is recommended.

5.4 AREAS FOR FURTHER STUDIES

This study carried out as a researcher recommends the following areas for future
which were not researched satisfactorily.

Choosing the right motivation tool for a given employee. This is very important
aspect for the employee to consider. The researcher was not satisfactorily able to
make a thorough study on how to choose the right motivation tool for a given
employee and therefore recommends it for further research.

The impact of employee's salary on their level of motivation, the researcher also
did not go deep into finding out the impact of employees salary in their level of
performance and therefore recommends it for further investigations.

Problems encountered by employees when motivating employees. The major

problem when motivating employees were not looked at exhaustively and therefore
the researcher recommends it to be researched for future researchers.

29
 REFERENCE
Abdudkareem A. Y. and Oyeniran,s (2011) managing the performance of
Nigeria Universities for sustainable development using data Environment Analysis.
Ilorin Journal of Sociology
Bianchard O. (2004) economic Future of Europe NBER Working paper 103
(10)5
Bahaita I. S, (20100 An appraisal of Employee Motivation in Nigeria
education sector lapel Journal mgt. Science
Bell J, (2004) A guide for first time researchers in Education and Social
Science (3rd ed) New York Mc Graw Hill house
Chapman M. (2003) Incentives for teachers, what motivates, what matters,
Educational Administration quarter Vol. 22, No. 3 (summer 1986)
Herzberg F. (1959), The Motivation to work, John Wiley and Sons:
Publishers.
Mullins (1996) remarked that motivating employees is a two-step which
includes responsibility, Job Security among others.
Nworgu, A 91986 Feb. 3) Impact of motivation at the place Business TIDE
10.
Ogbannaya N. (20040 performance and productivity in Mgbodite T. O. led)
fundamental in educational Administration and planning Enugu Magnet
Publishinh.
Robbins P.S & Decenzo A.d (2008) Fundamental Of Management Essential
Concept and published by Scholink Inc.
Resker J. (2007)employee performance indications
Samuel M. W. & Kepha O. (2013) Effects Of Reward Strategeies on
Employee Performce at Kabete Technical train institute Nairobi Kenya Public
Policy and Administration Research Vol. 3 Retrieved 4th January, 2014.
Werner S. SCHULER R. S. and Jackson S. E (2012) Human Resource
Management 11th ed, Canada, South Western engage learning.

30
 APPENDIX I

Department of Business Administration,

School of Business Studies,

Delta State Polytechnic,

P.M.B 1030

Ogwashi-uku,

Delta State.

10th November, 2020.

Dear respondent,

LETTER OF REQUEST TO FILL QUESTIONNAIRE

I am final year student of the department of Business Administration and

Management, Delta State Polytechnic, Ogwashi-uku.

I am currently conducting a research title "Motivation and employee performance

in Nigeria Educational sector. It is imperative to let you know that this research is
purely an academic exercise leading to the Award of Higher National Diploma in
Business Administration and Management and all the information you give will be
treated with strict confidence.

Thanks for your anticipated co-operation.

Your faithfully,

Igwe Maureen,

Researcher.

31
 APPENDIX II

QUESTIONNAIRE

Instruction, please tick the appropriate box

1. Gender of respondents, Male ( ) Female ( )

2. Age of respondents: 20-30 years ( ) 31-40 years ( ) 41-50 years ( ) 51

years and above ( )

3. Married status of respondents: Single ( ) Married ( ) Divorce ( )

4. Educational qualification of respondents: WASCE/GCE/SSCE/ ( )

BSC/HND ( ) Masters & others ( ).

5. Working experience of respondents 1-5 years ( ) 6-10 years ( ) 11-20

years ( ) 11-20 years ( ) 21 years & above ( )

SECTION B

This center on the research questions of the study and requiren strongly agreed,
agreed, undecided, disagreed and strongly disagreed response deliberately structure
to enable researcher to get option of the respondents on the subject under study.

6. Is there any relationship between organizational training and development

needs and employee productivity?

Strongly agreed ( ) agreed ( ) undecided ( ) disagreed ( ) strongly disagreed ( )

7. Is there any relationship that exist between feedback to employee and

employee productivity.

Strongly agreed ( ) agreed ( ) undecided ( ) disagreed ( ) strongly disagreed( )

8. Is there any relationship that exist between employee evaluate and employee
productivity.

Strong agreed ( ) agreed ( ) undecided ( ) disagreed ( ) strongly disagreed( )

32