THE STUDY OF MOTIVATION ON EMPLOYEE PERFORMANCE. (A STUDY OF SULEJA LOCAL GOVERNEMNT ADMINISTRATION) NIGER STATE, NIGERIA

ABSTRACT

The project focuses on the impact of motivation on employee’s performance, a study of Suleja local government administration. This project is important because it will expose the positive results of motivating employees in an organization, and be an eye opener to entrepreneur. Data was collected and analyzed by use of questionnaire and simple percentages. The findings amongst other ones are as follows. That the workers of Suleja local government administration are not efficient, there is idleness and absenteeism and lateness to work which has significant impact on their productivity. It was found out that there is poor or inadequate motivation; this affects the moral of the employees. Based upon the finding the researcher recommends as follows. The management should create an environment, which will enable the management to recruit, train and motivate employees for their day to day affairs. Motivational techniques should be applied in order to get employees satisfaction and self actualization with the aid of personnel management efficiency and effective strategies has to be undertaken in order to attain the goals and objectives of the organizations. 

 TABLE OF CONTENTS
Title i
Approval ii
Dedication iii
Acknowledgement iv
Table of contents v
Abstract viii

CHAPTER 1
INTRODUCTION
1.1 Background of the study 1
1.2 Statement of the problem 5
1.3 Purpose of the study 6
1.4 Significance of the study 7
1.5 Research question 8
1.6 Scope of the study 9
1.7 Definition of terms 9
CHAPTER 2
2.1 The history of Suleja 11
2.2 Types of motivation 14
2.3 Theories of motivation 16
2.4 Overview of motivation and employee
Performance 21

CHAPTER 3
3.0 Research methodology 24
3.1 Design of the study 24
3.2 Area of the study 25
3.3 Population of the study 25
3.4 Sample of the study 25
3.5 Instrument for data collection 26
3.6 Validation of instrument 26
3.7 Distribution and retrieval of instrument 27
3.8 Method of data analysis 27
CHAPTER 4
4.0 Presentation and analysis of data 28

CHAPTER 5
5.0 Summary of findings, conclusion
and recommendations 36
5.1 Summary of findings 36
5.2 Conclusion 37
5.3 Recommendation 39
5.4 Limitations of the study 40
5.5 Suggestions for further research 41
References 43
Appendix A 44
Appendix B 45

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CHAPTER ONE

INTRODUCTION

1.1   BACKGROUND OF THE STUDY

The task of managing the human component of the business is central and most important task, because the success of any enterprise depends entirely on the effectiveness of its human resources on their job. Human being per se is not a “resource”. He becomes a resource only if trained, developed and allocated to productive work.

No enterprise can be guaranteed a permanent place in our highly competitive society and no manager lasts longer unless he keeps his business competitive by way of training and development. The main part of any training and development programme is directed towards preparing individuals to meet future needs.

All activities of any enterprise are initiated and determined by the persons that make up the organization and the success of these activities depends on the competence, motivation and general effectiveness of its work force. A growing number of managers recognize that they can hope to find a major and lasting competitive advantage not in superiority of their plant and products, but on the quality and training of their people.

Effective manpower training and development enables an organization to move from an inefficient (to a more) productive situation, provided the important and appreciating resources are there. Amongst other factors, manpower training and development help employees and management adapt to the demands of a dynamic world of rapid social, technological, political and economic changes.

Training and development are activities aimed at helping employees overcome their limitations. An organization may save money recruiting trained individuals. When organization undergo major changes, training and development activities often are necessary to help employees make the transition to a new way of doing things. Redesign work around teams is one type of change that creates high demand for training and development (Ezigbo  2003). Development is necessary and a prerequisite for individual, organizations, and the society.

(Ezigbo 2003), training is attaining specific detailed and routine Job skills and techniques. They opine that development is the broader scope of improvement and growth of abilities, attitudes, and personality trait. Development is required to meet technology advances and to achieve greater personal satisfaction. People become developed when they have acquired the necessary education and training that could enable them exhibit growth in abilities, attitudes, and personality trait. As people become developed, they have a greater sense of dignity and worth which will’ make them to be more valuable to their employers and the society in general.

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CHAPTER ONE

1.0       Introduction

1.1       Background of the Study

Before the advent of private hospitals, mission hospitals had existed side by side with few Government-owned hospitals otherwise known as General Hospitals.  Nowadays, however, almost all over Nigeria, there has been a dramatic increase in the number of hospital of various types and sizes.  This can be attributed to several reasons, one of which is probably the inability of the government-owned hospitals to effectively cope with the necessary healthcare services that are in high demand.  Good health is a prerequisite for every human being to carry on with any meaningful lively activity on earth (Kuti, 2000).

As human beings or personnel are the most important resources needed to run every institution of organization much as a mission hospital, it becomes pertinent to enquire into their organization and management.  It is a known fact that mission hospitals have been established on humanitarian grounds rather than on profit making motives.  This being so, one may wonder how the personnel of such hospitals are managed with respect to the recruitment, training, industrial relations, promotion and motivation, for instance

Very often, mission hospitals are seen to be not only ill-equipped but also, poorly staffed.  Many of them think of the term administration instead of management, even though, some kind of personnel function is performed.  In any case, whether the term ‘administration’ or ‘management’ is used is not actually important. What is important is simply what the hospital does with its staff (Akunyili, 2002).

From the foregoing, it was considered necessary to research into the management of personnel at Bishop Shanahan Hospital, Nsukka, because it has existed for over sixty years and it is expected to serve as a good model for the research in the area of mission hospitals.  A brief remark on the historical background of the hospital enables one to appreciate the peculiar situation of a typical mission hospital.

The hospital which is situated at Nsukka in Enugu State is recovered as one of the oldest hospitals in the eastern part of Nigeria.  It was said to have been established in 1940 under the auspices of the Catholic Church and is owned by the church under the Bishop.  This implies that the Bishop is at the highest echelon in the hospital’s organization chart.

Before Nsukka Diocese was carved out from Enugu Diocese in the Catholic Church, the hospital was under the Catholic Bishop of Enugu.  Presently, it is under the Bishop of Nsukka Diocese.  Information available shows that the administration and management of the hospital are still being shared by the Dioceses of Enugu, Nsukka and the religious congregation.  The reason is not far fetched.  It is simply because both Dioceses are within Enugu State (Mbadugha, 2001).

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