CHAPTER ONE

INTRODUCTION

1.0 Background to the study

In the dynamic landscape of organizational management, the role of motivation in enhancing

workers' performance stands as a cornerstone for achieving sustainable growth and success.
Motivated employees are not only more engaged in their tasks but also exhibit higher levels of
productivity and efficiency. Consequently, understanding the intricate relationship between
motivation and performance is crucial for organizations striving to optimize their operational
outcomes.

This research delves into the effect of motivation on workers' performance, with a specific
focus on Bamidele Olumilua University located in Ikere-Ekiti. As an institution dedicated to
academic excellence and organizational development, Bamidele Olumilua University provides
an ideal setting for exploring the dynamics of motivation within the context of higher
education.

People need to be motivated in one way or another. Many managers and leaders spend
significant time figuring out how to motivate employees. They communicate the organization's
vision to employees and influence them to behave in ways that ensure the achievement of
organizational goals through motivation. Effective motivation is essential for the performance
of any organization and a vital tool in human resource management at every level and in every
activity. Without motivation, employees cannot perform their work to the management's
expectations. Employees are motivated to achieve outcomes at work that satisfy their needs.
To motivate someone to contribute valuable inputs to a job and perform at a high level, a
manager must determine what needs the person is trying to satisfy at work and ensure the
person receives outcomes that help to satisfy those needs when the person performs at a high
level and helps the organization achieve its goals (Jones & George, 2020).

Motivation is the set of forces that initiate, direct, and make people persist in their efforts to
accomplish goals (Robbins & Judge, 2018). It is defined as the forces either within or external
to a person that arouse enthusiasm and persistence to pursue a certain course of action (Kinicki
& Fugate, 2020). According to Kreitner and Kinicki (2018), motivation is the willingness to
exert a high level of effort to reach organizational goals, conditioned by the effort's ability to
satisfy some individual need.
According to Luthans (2019), motivation is the force that energizes behaviors, gives direction
to behaviors, and underlies the tendency to persist. This definition recognizes that to achieve
goals, individuals must be sufficiently stimulated and energetic, must have a clear focus on
what is to be achieved, and must be willing to commit their energy for a long enough period to
realize their aims. According to Colquitt, LePine, and Wesson (2019), motivation may be
defined as psychological forces that determine the direction of a person's behavior in an
organization, a person's level of effort, and a person's level of persistence in the face of
obstacles.

Performance is defined as the accomplishment and carrying out of any task assigned. It is also
defined by Aguinis (2019) as the accomplishment of a given assignment to achieve a goal.
Performance has many variables, including motivation, ability, clarity of expectation, and
opportunity. Performance is basically what an employee does or does not do. The most
common measures of employee performance include the quality of output, timeliness of output,
presence at work, and cooperativeness. However, each job has specific job criteria or job
performances that identify the most important elements (Noe, Hollenbeck, Gerhart, & Wright,
2021).

Many organizations today realize the importance of motivation. Managers make motivation
one of the factors contributing to organizational performance. This fact was supported by a
survey showing that 60% of employees believed they could perform to their best effort and
contribute to the organization as expected (McShane & Von Glinow, 2018). Managers today
do not closely monitor employees when performing work; they motivate employees, who then
perform the work without supervision. According to Jones and George (2020), organizational
performance increases as the motivation level of employees increases, leading to greater
effectiveness and efficiency.

Employee motivation is a critical factor in contemporary organizational management, directly

influencing worker performance. Motivation acts as a catalyst, driving individuals to initiate
and persevere in achieving organizational goals. This translates to increased productivity and
ultimately, organizational success. In the specific context of Bamidele Olumilua University,
Ikere-Ekiti, understanding the interplay between motivation and employee performance is
essential. By fostering a motivated workforce, the university can optimize operational
efficiency and achieve its strategic objectives.
1.2 Statement of the Problem

Despite the acknowledged importance of motivation in the workplace, issues persist regarding
its effective implementation and management within organizations. Bamidele Olumilua
University, Ikere-Ekiti, like many other institutions, faces challenges in sustaining a motivated
workforce, resulting in potential repercussions such as decreased productivity, low morale, and
high turnover rates. Therefore, it becomes imperative to explore the factors influencing
motivation and their subsequent effects on workers' performance within the university setting.

While the importance of motivation in the workplace is widely recognized, translating this
knowledge into effective practices can be challenging. Organizations often struggle to develop
and implement motivational strategies that cater to the diverse needs and preferences of their
workforce. This can lead to a situation where employees feel undervalued, disengaged, and
ultimately, demotivated.

Bamidele Olumilua University, Ikere-Ekiti, is not immune to these challenges. Similar to many
institutions, the university might face difficulties in creating a work environment that
consistently fosters and sustains employee motivation. The potential consequences of a
demotivated workforce are significant and can manifest as decreased productivity, low morale,
and high employee turnover rates. These outcomes can negatively impact the university's
ability to achieve its academic and administrative goals. Given these potential drawbacks, it
becomes crucial to delve deeper into the factors influencing motivation and their subsequent
effects on employee performance within the university setting. By understanding these factors,
the university can develop targeted strategies to enhance employee motivation and create a
work environment that fosters excellence and achievement.

1.3 Objectives of the Study

i. To examine the different types of motivational factors that influence employee

performance at Bamidele Olumilua University, Ikere-Ekiti.
ii. To assess the current level of employee motivation at the university.
iii. To investigate the relationship between motivation and employee performance within
the university.

1.4 Research Questions

i. What are the various types of motivational factors that influence employee performance
at Bamidele Olumilua University?
 ii. To what extent are employees at Bamidele Olumilua University motivated?

iii. Is there a significant relationship between motivation and employee performance at the
university?

1.5 Significance of the Study

The significance of this study lies in its potential to inform organizational policies, enhance
performance, improve employee engagement, contribute to academic research, and serve as a
benchmark for similar institutions. By investigating the effect of motivation on workers'
performance at Bamidele Olumilua University, Ikere-Ekiti, this study offers valuable insights
that can drive positive change and foster sustainable growth within the institution and beyond.

The investigation into the effect of motivation on workers' performance at Bamidele Olumilua
University, Ikere-Ekiti, holds significant implications for various stakeholders, including the
university administration, employees, policymakers, and the broader academic community.

Informing Organizational Policies and Practices: By examining the relationship between

motivation and performance within a specific organizational context, this study provides
empirical evidence that can inform the development and implementation of targeted policies
and practices within Bamidele Olumilua University. Insights gained from the research can
guide decision-makers in designing effective motivational strategies tailored to the unique
needs and challenges of the university workforce.

Enhancing Organizational Performance: A motivated workforce is instrumental in driving

organizational success and achieving strategic objectives. By identifying factors that influence
motivation and performance levels among employees, this study offers actionable
recommendations aimed at enhancing overall organizational performance at Bamidele
Olumilua University. Implementing these recommendations can lead to improved productivity,
efficiency, and quality of services within the institution.

Improving Employee Engagement and Satisfaction: Motivated employees are more likely to
be engaged in their work and exhibit higher levels of job satisfaction. Understanding the drivers
of motivation within the university setting can help create a positive work environment that
fosters employee engagement, satisfaction, and retention. By addressing motivational factors
identified in the study, Bamidele Olumilua University can cultivate a culture of commitment
and loyalty among its workforce, ultimately leading to higher levels of employee satisfaction
and reduced turnover rates.
Contributing to Academic Research: This study contributes to the existing body of knowledge
on organizational behavior, human resource management, and motivation. By conducting a
case study at Bamidele Olumilua University, Ikere-Ekiti, it offers insights and empirical
evidence that can enrich academic literature in the field. Researchers and scholars can build
upon the findings of this study to further explore the complexities of motivation and
performance in diverse organizational contexts, thereby advancing theoretical understanding
and practical applications in the field.

Serving as a Benchmark for Similar Institutions: The findings of this study can serve as a
benchmark for other universities and academic institutions facing similar challenges related to
motivation and performance. Institutions can draw upon the experiences and best practices
identified at Bamidele Olumilua University to develop strategies for enhancing motivation and
improving performance within their own settings. This cross-institutional learning can foster
collaboration and knowledge sharing, leading to collective improvement across the higher
education sector.

1.6 Scope of the Study

This research focuses exclusively on Bamidele Olumilua University, Ikere-Ekiti, and its
workforce. It examines various motivational factors and their influence on workers'
performance within the university setting. While acknowledging the broader scope of
motivational theories and practices, this study confines its investigation to the specific context
of the chosen institution.

1.7 Limitations of the Study

Some of the constraints encountered in carrying out this research work are;

Sample Size and Generalizability: The study's findings may be limited by the sample size
and scope of the research, as it focuses exclusively on a single institution. While efforts were
made to ensure representative sampling, the results may not be fully generalizable to other
universities or organizational settings. Therefore, caution should be exercised when
extrapolating the findings beyond the context of Bamidele Olumilua University.

Potential Bias in Data Collection: The data collection process, which primarily relies on
surveys, interviews, and secondary sources, may be susceptible to respondent bias or
subjectivity. Participants' responses may be influenced by social desirability bias or their
individual perceptions, leading to potential inaccuracies or inconsistencies in the data collected.
Steps were taken to mitigate bias through anonymity and confidentiality assurances, but some
degree of bias may still exist.

Time Constraints: Conducting a comprehensive study on the effect of motivation on workers'

performance requires sufficient time and resources. However, due to time constraints inherent
in academic research, this study may not have been able to explore certain aspects of the topic
in depth or incorporate longitudinal data analysis. As a result, the findings may provide a
snapshot of the situation at a particular point in time, limiting the ability to capture long-term
trends or changes.

External Factors: The research findings may be influenced by external factors beyond the
control of the researchers, such as economic conditions, institutional policies, or socio-political
events. These external variables could potentially confound the relationship between
motivation and performance, making it challenging to isolate the specific effects of motivation
within the university setting.

Self-Reported Data: The study relies heavily on self-reported data provided by participants
through surveys and interviews. While self-report measures are commonly used in research,
they are susceptible to issues such as memory recall bias, response bias, and social desirability
bias. Therefore, the accuracy and reliability of the data collected may be subject to limitations
inherent in self-report methodologies.

Scope of Variables: The study primarily focuses on examining the relationship between
motivation and workers' performance, overlooking the potential influence of other variables
such as organizational culture, leadership style, and job design. While efforts were made to
control for these variables where possible, their omission may limit the comprehensiveness of
the analysis and the depth of understanding of the phenomenon under investigation.

Resource Constraints: Constraints related to budget, manpower, and access to data or

information may have impacted the scope and depth of the study. Limited resources may have
necessitated compromises in terms of sample size, research methods, or data analysis
techniques, potentially affecting the robustness and validity of the findings.

1.8 Definition of Terms

 i. Motivation: The internal and external factors that influence an individual's willingness and
desire to put in effort to achieve a goal.
ii. Employee Performance: The effectiveness, efficiency, and productivity with which an
employee fulfills their job duties and responsibilities.
iii. Leadership: leadership is once defined as a physiological process of providing guidance
for followers and influence people to strive willingly for mutually compatible objectives.
versa.
iv. Management: The deliberate and planned effort to create and maintain a mutual
understanding between an Organisation and its publics.
v. Organization refers to a collection of people, who are involved in pursuing defined
objectives. It can be understood as a social system which comprises all formal human
relationships. The organization encompasses division of work among employees and
alignment of tasks towards the ultimate goal of the company.
vi. Corporate Organisation: A united single group that share the same ideology and is
recognized by the law.

CHAPTER TWO
LITERATURE REVIEW

2.1 Introduction

This chapter reviews relevant literature on the effect of motivation on workers' performance.

Also presents the review of related literature and studies, both local and foreign, The review

discusses theoretical frameworks, empirical studies, and practical examples, providing a

comprehensive understanding of the various dimensions of motivation and its impact on

employee performance. The chapter concludes with a discussion on the specific context of

academic institutions, focusing on Bamidele Olumilua University, Ikere-Ekiti.

Local Literature

According to the Luxembourg Declaration (2012), workplace health promotion (WHP) is

defined as the combined efforts of employers, workers, and society to improve the health and

wellbeing of people at work. This can be achieved by improving work organization and the

work environment, promoting active participation of all stakeholders in the process, and

encouraging personal development. It is important to note that WHP aims to complement, not

replace, workplace risk management. Proper risk management is an essential foundation for a

successful WHP program.

In the context of academic institutions like Bamidele Olumilua University, the literature

suggests that participation in WHP activities often tends to be low once the WHP project is

implemented. Therefore, it is pertinent to investigate how universities can motivate their

employees to participate in WHP activities in both the short and long term. It should be kept in

mind that employee participation in health promotion activities is voluntary.

The aim of the review conducted for this project was to identify the motivating factors for

employees to participate in WHP. This knowledge can be used to improve WHP programs and

consequently increase participation rates. The findings are divided into two key areas. The first

outlines and describes some of the key factors influencing workers’ motivation to participate

in WHP, and the second examines the role that diversity may play in workers’ participation

and recruitment.

Understanding these motivating factors is crucial for developing effective strategies to enhance

worker performance and overall wellbeing at Bamidele Olumilua University, Ikere-Ekiti.

Foreign Literature

Bruce and Pepitone (2007) propose an interesting viewpoint that managers cannot directly

motivate employees; rather, managers can only influence the conditions under which

employees are motivated to act. This perspective underscores the importance of creating a work

environment that fosters employee motivation through supportive practices and policies.

The role of facilitating quality subordinate-superior communication at various levels is

emphasized by Shields (2007). Shields highlights the positive impact of effective

communication channels on boosting employee morale. He identifies two specific advantages:

giving employees a platform to voice their concerns and perspectives regarding their jobs, and

instilling a sense of engagement and appreciation among the workforce. This practice

contributes significantly to enhancing employee motivation and performance.

According to Lockley (2012), offering training and development programs that contribute to

the personal and professional growth of individuals is another effective strategy for employee

motivation. Lockley also cautions that the motivational impact of these initiatives is maximized

when they are designed and implemented by competent third parties. This approach ensures

that the training is relevant, effective, and aligned with employees' career aspirations.

Alternative working patterns, such as job-rotating, job-sharing, and flexible working, have been

identified as effective motivational tools by Llopis (2012). Llopis argues that these patterns not

only benefit employees by accommodating their work-life balance needs but are also

increasingly appreciated by many organizations for their positive impact on motivation.

However, some organizations lag in adopting these practices, missing out on the potential

benefits.

Wylie (2004) proposes an interesting viewpoint that members of management must maintain

their own high levels of motivation to effectively motivate their subordinates. Wylie
recommends that managers adopt a proactive approach to self-motivation, which in turn

enables them to engage and inspire their teams. He also suggests concentrating on intangible

motivational tools, such as celebrating birthdays and other significant dates with the whole

team, to foster a sense of camaraderie and appreciation.

Thomas (2009) identifies the main challenge of motivation in workplaces as understanding the

unique motivators for each individual employee, considering their individual differences.

Thomas points out that these individual differences pose a significant challenge for

management in effectively engaging employees in motivation strategies.

Lockley (2012) addresses a related issue, focusing on cross-cultural differences between

employees. He explains that cultural factors—defined as the shared knowledge, behavior

patterns, values, norms, and traditions of specific groups (Kreitner & Cassidy, 2012)—can

significantly affect motivation. For instance, practices that are motivational in Western

cultures, such as constructive arguments and dialogues, may be counterproductive in Asian

cultures due to different cultural norms.

Llopis (2012) draws attention to the increasing importance of work-life balance for modern

employees and its impact on motivation. He argues that without achieving a satisfactory level

of work-life balance, employees' motivation can suffer, rendering management's investment in

motivational strategies ineffective. This perspective aligns with Maslow's Hierarchy of Needs

(1943), which suggests that basic human needs must be satisfied before higher-level needs can

motivate individuals.

Azoulay, Graff-Zivin, and Manso (2010) published a study titled “Incentives and Creativity:

Evidence from the Academic Life Sciences,” indicating that long-term rewards, rather than

short-term incentives, help motivate scientists and promote greater creativity. This study
suggests that short-term rewards, which are common in many businesses, may truncate

motivation and hinder innovation.

Grant and Singh (2011), from The Wharton School of the University of Pennsylvania, argue

that while traditional incentive schemes (such as stock options and bonuses) can improve

performance, they may also lead to unintended consequences like unethical behavior, high

turnover, and workplace envy. They emphasize that financial incentives are most effective

when tasks are routine and uninteresting, when the incentives are modest, and when used

alongside major initiatives. Based on Daniel Pink's research, they highlight three elements to

enhance productivity: autonomy (freedom of choice), mastery (skill and professional

development), and purpose (a sense of meaning beyond immediate tasks).

Schoeffler (2005), a contributor to the Insurance Journal, advocates for a three-tier incentive

scheme comprising recognition, short-term, and long-term incentives. This approach caters to

different personality types—some employees seek immediate gratification, while others are

motivated by long-term achievements. Schoeffler stresses that recognition plays a crucial role

in motivation as a non-financial incentive that provides valuable feedback.

Local studies

Brent Keijzers (2010) concluded in his studies on "Employee Motivation Related to Employee

Performance in the Organization" that it is indeed possible to motivate employees to perform

well for an organization, and that it is a critical task for managers. He found that there exists a

self-reinforcing circular relationship between the performance, satisfaction, and motivation of

an employee. When an employee achieves high performance, internal satisfaction arises, which

in turn motivates the employee to perform well in the future. High performance can be reached

when the organization provides certain job characteristics.

Keijzers (2010) also stated that employees can be both intrinsically and extrinsically motivated

to perform well. Most jobs incorporate both intrinsic and extrinsic motivation factors. His

research concluded that intrinsic factors can contribute to employee motivation to a greater

extent than extrinsic factors. Some researchers argue that an increase in extrinsic factors alone

does not lead to an increase in performance. Research proved that to intrinsically motivate

employees, organizations need to score high on five job characteristics: skill variety, task

identity, task significance, autonomy, and feedback. To extrinsically motivate employees,

organizations need to score high on salary, commitment to supervisors and peers, and job

security.

These job characteristics, combined with the ability of the employee, provide the opportunity

for high performance, which initiates the self-reinforcing circle. It is crucial that managers

ensure the presence of all these job characteristics, as this leads to the highest employee

performance. However, Keijzers (2010) argued that this relationship is not infinite; it is

possible that an employee may no longer derive satisfaction from their performance, or that

one of the three psychological stages is no longer present. Therefore, organizations must ensure

that performance can be continuously improved.

Furthermore, Keijzers (2010) suggested that there are numerous other ways to increase the

performance of employees in organizations (e.g., diversity, leadership, etc.), and management

should not focus solely on motivation. Nonetheless, it can be concluded that intrinsic factors,

in particular, can greatly contribute to increasing employee productivity.

Laddawan Jianvittayakit (2012), in his exploratory study titled "Motivation Factors of

International Students in Choosing a Foreign University," found that students significantly seek

international education experiences and opportunities to increase their knowledge. This

segment could be considered an important market with high potential. The attractiveness of the
study destination is investigated to understand the important factors that influence international

students’ choice of a foreign university. The characteristics of both the country and the

university were explored to gain in-depth information on pull motivation factors in the

decision-making process.

Jianvittayakit (2012) concluded that both country attributes and university attributes are highly

influential in motivating students to study abroad and in attracting students to choose a specific

destination. Country attributes are highly influential in selecting a destination country, with

Thailand having a strong image and reputation as a favorable travel destination, which can be

considered a competitive advantage in attracting various markets to choose Thailand as a

destination country. University attributes play a significant role in the final stage of students’

decision-making process in selecting a host institution. Students increasingly pay attention to

university characteristics such as offered programs, quality of courses, and reputation.

The study by Jianvittayakit (2012) revealed that "Exploring Thai culture and food" is the most

important factor in motivating students to choose Thailand as their country destination.

Meanwhile, "Wide range of courses at Mahidol University," "Quality of courses and programs

at Mahidol University," and "Academic reputation and quality of Mahidol University" are

highly influential pull factors in choosing Mahidol University as their foreign university of

choice.

Foreign Studies

Ederer and Manso's (2011) study titled "Is Pay for Performance Detrimental to Innovation?"

concluded that the optimal incentive scheme that motivates exploration is fundamentally

different from standard pay-for-performance schemes used to motivate effort. They

emphasized that tolerance (or even reward) for early failure, reward for long-term success,

excessive continuation, commitment to a long-term incentive plan, and timely feedback on

performance are all important to motivate exploration. This insight is particularly relevant to

academic institutions like Bamidele Olumilua University, where fostering innovation and long-

term research goals is essential.

Grant and Gino (2010), in their study "A Little Thanks Goes a Long Way: Explaining Why

Gratitude Expressions Motivate Prosocial Behavior," concluded that gratitude shown in the

workplace can promote "prosocial" behavior that carries throughout the company. They stated,

"Our findings complement this line of research by demonstrating that expressions of gratitude,

not only experiences of gratitude, have spillover effects on prosocial behavior. As such, our

research suggests that gratitude expressions may have important theoretical and practical

implications for encouraging prosocial behaviors that promote cooperation." This finding

underscores the importance of creating a culture of appreciation and recognition at Bamidele

Olumilua University to enhance staff motivation and performance.

Nupur Chaudhary and Dr. Bharti Sharma, in their study "Impact of Employee Motivation on

Performance (Productivity) in Private Organizations," concluded that employee motivation has

a direct impact on productivity and growth. A highly motivated employee invests their best

effort in carrying out their duties and responsibilities. Improved job performance of the

employee adds value to the organization and to the employee’s productivity. The experimental

results of this study show that motivation of the employee rewards both the employee and the

organization. The organization will maintain the loyalty of the employee at a high level, and

the employee will trust their organization, supervisor, and top management. These observations

highlight that academic institutions like Bamidele Olumilua University can thrive by

prioritizing employee motivation, which in turn fosters organizational growth and stability.

Kiruja and Mukuru (2013) concluded in their research "Effect of Motivation on Employee

Performance in the Public Middle Level Technical Training Institutions in Kenya" that
employee motivation influences employee performance. Their correlation analysis

demonstrated that motivation has a positive relationship with employee performance, which is

statistically significant. This means enhancing employee motivation positively improves

performance. They found that lack of recognition and feedback after good performance, as well

as demands for better pay and terms of service, demotivated employees. They recommended

that promotions should be based on academic merit and responsibilities, and the government

should standardize salaries. The findings suggest that an effective performance measurement

system that rewards hard work and penalizes inefficiency can enhance motivation and

performance. Applying these insights to Bamidele Olumilua University, it's clear that

implementing robust recognition programs, fair pay structures, and clear pathways for career

advancement could significantly boost employee performance and satisfaction.

These studies collectively highlight that motivation, whether through innovative incentive

schemes, expressions of gratitude, professional development, or effective performance

measurement systems, plays a crucial role in enhancing employee performance. For Bamidele

Olumilua University, adopting these strategies can help create a motivated workforce, leading

to improved overall performance and institutional effectiveness.

2.2 Theories of Motivation

Motivation can be understood as the internal drive that pushes individuals to exert effort

towards achieving specific goals. Psychologists have proposed various theories to explain what

motivates people in the workplace. Here, we will explore some of the most prominent ones:

Needs Theories: These theories, such as Abraham Maslow's Hierarchy of Needs, propose that

human beings have a hierarchy of needs, ranging from basic physiological needs to self-

actualization. As lower-order needs are fulfilled, individuals strive to satisfy higher-order

needs, which can act as motivators.

Goal Setting Theory: This theory suggests that setting specific, challenging, and achievable

goals can enhance motivation and performance.

Expectancy Theory: This theory proposes that motivation is influenced by an individual's

expectation of success, the value they place on achieving the goal (instrumentality), and the

attractiveness of the reward (valence).

2.2.1 Maslow's Hierarchy of Needs

Abraham Maslow's Hierarchy of Needs is a widely recognized theory that underpins our

understanding of human motivation. Maslow proposed that human needs are organized in a

pyramid-like structure, with the most basic physiological needs at the foundation. These

physiological needs include necessities for survival, such as food, water, shelter, and sleep

(Maslow, 1943). Once these basic needs are met, individuals naturally progress towards

fulfilling safety needs, which encompass security and stability, such as protection from harm,

employment security, and financial security (Maslow, 1943).

As safety needs are satisfied, individuals begin to focus on social needs, such as belongingness,

love, and connection. This includes the desire for friendships, romantic relationships, and a

sense of community (Maslow, 1943). Following this, esteem needs emerge, which involve

desires for prestige, recognition, and feelings of accomplishment (Maslow, 1943). Finally, at

the pinnacle of the hierarchy lies self-actualization, which represents the drive to achieve one's

full potential and fulfill personal aspirations (Maslow, 1968).

Maslow's theory suggests that employees are motivated to fulfill these needs in a sequential

manner (Maslow, 1943). Therefore, prioritizing the fulfillment of lower-level needs is essential

before higher-level needs can become prominent motivators. In the workplace context, this

means that ensuring employees' basic physiological and safety needs are met can significantly

enhance their motivation and performance. For instance, an employee who is constantly
worried about job security or lacks access to health insurance may be less motivated to take on

challenging tasks compared to an employee who feels secure and supported by their employer

(Wahba, 1993).

Building on this foundation, Maslow's theory further suggests that as lower-level needs are

fulfilled, attention shifts towards higher-level needs. When employees feel secure and have a

sense of belonging within the organization, they are more likely to be motivated by factors such

as recognition, achievement, and opportunities for personal growth (Wahba, 1993). Employers

can leverage this understanding by creating a work environment that fosters social connections,

provides opportunities for skill development and advancement, and offers recognition for

accomplishments. By catering to these higher-level needs, organizations can cultivate a more

motivated and engaged workforce.

Furthermore, Maslow's theory acknowledges that this process is not always linear. Individuals

may cycle back and forth between different levels of the hierarchy depending on their

circumstances. For example, an employee who is going through a personal crisis may find that

their need for security becomes more salient, even if they were previously motivated by esteem

needs. Recognizing this fluidity is important for employers to remember that employee

motivation is a complex issue and requires a multifaceted approach.

Organizations can utilize Maslow's Hierarchy of Needs as a framework to develop a

comprehensive motivational strategy. By addressing employees' needs at all levels,

organizations can create a work environment that fosters satisfaction, engagement, and

ultimately, improved performance.

2.2.2 Self-Determination Theory (SDT)

Self-Determination Theory (SDT), developed by Edward Deci and Richard Ryan, posits that

intrinsic motivation, fueled by the satisfaction of three basic psychological needs, is the key

driver of engagement and performance. These fundamental needs are:

Autonomy: The need to feel in control of one's work, having the freedom to make choices and

exercise self-direction. Employees who experience autonomy feel a sense of ownership over

their tasks and are more likely to be invested in their work. When employees are involved in

decision-making processes that affect their work, it fosters a sense of autonomy and can lead

to increased motivation and engagement.

Competence: The need to feel effective and capable in performing tasks, experiencing a sense

of mastery. Providing opportunities for skill development and growth through training

programs and challenging tasks can nurture a sense of competence. When employees feel

competent in their abilities, they are more likely to take on challenges, be persistent in the face

of obstacles, and experience greater satisfaction with their work.

Relatedness: The need to feel connected to others, to experience a sense of belonging and

supportive work relationships. A positive and supportive work environment fosters a sense of

relatedness. This can be achieved by building strong relationships with colleagues, providing

opportunities for collaboration, and fostering open communication. When employees feel

connected to their colleagues and supported by their managers, they are more likely to be

engaged in their work and experience a greater sense of well-being.

SDT suggests that when these needs are fulfilled, individuals experience greater intrinsic

motivation. Intrinsic motivation refers to the desire to engage in an activity for its inherent

enjoyment, satisfaction, and sense of accomplishment, rather than external pressures or

rewards. Employees who are intrinsically motivated are more likely to be engaged in their

work, take initiative, demonstrate creativity, and persist through challenges, ultimately leading

to enhanced performance.
2.2.3 Expectancy Theory (Vroom, 1970)

Victor Vroom's Expectancy Theory proposes that a person's motivation is driven by their

expectations about the connection between effort, performance, and outcomes. The theory

centers on three critical components:

Expectancy: This refers to an individual's belief that their effort will translate into achieving

the desired level of performance. If employees feel that exerting more effort won't necessarily

improve their performance, they are less likely to be motivated.

Instrumentality: This refers to the perception that performing well will lead to desired rewards

or outcomes. Employees need to believe that good performance is recognized and rewarded.

Valence: This refers to the importance that an individual places on the potential rewards. The

reward could be monetary (e.g., bonus, pay raise) or non-monetary (e.g., praise, recognition,

promotion). If employees find the rewards unattractive or unimportant, they will be less

motivated to achieve the level of performance required to obtain them.

According to Vroom's theory, high motivation arises when individuals have strong beliefs that:

Their effort will lead to good performance (expectancy), Good performance will result in

desired rewards (instrumentality), The rewards offered are valuable to them (valence).

Organizations can leverage expectancy theory by ensuring that employees see a clear link

between the effort they put in, the performance they achieve, and the valued rewards they will

receive. This can be achieved through transparent performance expectations, fair performance

appraisals, and a well-designed reward system that caters to diverse employee preferences.

2.2.4 Herzberg's Two-Factor Theory

Frederick Herzberg's Two-Factor Theory proposes that two sets of factors influence job

satisfaction and motivation: hygiene factors and motivators. Hygiene factors, also known as
dissatisfiers, are extrinsic aspects of the work environment that address basic needs and prevent

dissatisfaction. These include factors such as salary, working conditions, job security, and

company policies. While adequate hygiene factors are necessary to maintain a baseline level

of satisfaction, they do not necessarily lead to increased motivation or performance.

In contrast, motivators, also known as satisfiers, are intrinsic factors related to the job itself

that can lead to increased satisfaction and motivation. These factors tap into an employee's

growth and development needs. Examples of motivators include achievement, recognition,

challenging work, responsibility, advancement opportunities, and the work itself being

meaningful. When these motivators are present, employees are more likely to experience

feelings of accomplishment, growth, and satisfaction, which can lead to higher performance.

Herzberg's Two-Factor Theory emphasizes the importance of addressing both sets of factors in

the workplace. By ensuring adequate hygiene factors, organizations can prevent dissatisfaction.

However, to create a truly motivating work environment and foster high performance,

organizations should focus on providing opportunities for employees to experience motivators.

This can be achieved through job enrichment strategies that provide greater autonomy,

responsibility, and opportunities for growth and development.

2.2.5 Goal-Setting Theory

Edwin Locke and Gary Latham's Goal-Setting Theory asserts that specific and challenging

goals, along with appropriate feedback, contribute to higher levels of employee motivation and

performance. Goals direct attention, mobilize effort, increase persistence, and encourage the

development of strategies and action plans. For effective goal-setting, goals should be clear,

measurable, attainable, relevant, and time-bound (SMART).

Empirical studies are research investigations that rely on data collected through observation or

experimentation in the real world. This data serves as evidence to support or refute a particular

hypothesis or question. In simpler terms, these studies are based on what can be directly

measured or observed, rather than just theory or beliefs.

Here's a breakdown of the key points about empirical studies:

 Focus on Evidence: They center around collecting verifiable data, often through surveys,

experiments, or case studies.

 Real-World Application: The data is gathered from actual situations, not hypothetical

scenarios.

 Testing Theories: They are used to test and refine existing theories or develop new ones

based on the collected evidence.

 Quantitative vs. Qualitative Approaches: Data analysis can be quantitative (involving

numbers and statistics) or qualitative (exploring experiences and perceptions through

interviews or focus groups).

In the context of your research project on motivation and worker performance at Bamidele

Olumilua University, empirical studies would involve looking at actual data on how

motivational practices are implemented at the university and how they impact employee

performance. This data could come from sources such as:

 Employee surveys that gauge job satisfaction, motivation levels, and perceived

effectiveness of motivational programs.

 Performance evaluations that track employee productivity, output quality, and goal

achievement.

 Exit interview data from employees who have left the university, which might reveal

reasons for their departure and their perceptions of the motivational environment.
By examining this kind of empirical evidence, you can gain a deeper understanding of the

relationship between motivation and performance at Bamidele Olumilua University and how

motivational practices can be improved for better employee engagement and overall

organizational success.

2.3.1 Studies on Motivation and Worker Performance

A wealth of empirical research across diverse industries and organizational settings

underscores the undeniable positive influence of motivation on worker performance. Let's

delve into a couple of key examples:

Self-Determination Theory: Research conducted by Edward Deci, Richard Ryan, and

colleagues on Self-Determination Theory provides compelling evidence. Their work

demonstrates that intrinsic motivation, the drive to perform a task for the inherent satisfaction

it brings, is associated with a significant increase in employee engagement, creativity, and

overall productivity. This suggests that employees who find their work inherently meaningful

and enjoyable are more likely to go the extra mile and consistently deliver strong results. In

contrast, employees who are primarily motivated by extrinsic factors, such as external rewards

or punishments, may exhibit lower levels of engagement and creativity.

Expectancy Theory: Studies grounded in Victor Vroom's Expectancy Theory further solidify

the connection between motivation and performance. This theory proposes that motivation is

influenced by an employee's belief that their effort will lead to desired outcomes. Research

based on this theory has shown that when employees have clear performance expectations and

understand how their efforts translate into meaningful rewards, their motivation and subsequent

performance are demonstrably enhanced. In essence, employees are more motivated when

they see a clear path between their hard work and achieving valued rewards, such as

promotions, recognition, or increased responsibility. Conversely, a lack of clarity about

performance expectations or a reward system that is perceived as unfair or irrelevant can

demotivate employees and hinder their performance.

2.3.2 Case Studies and Practical Examples

Several case studies illustrate how organizations implement motivational strategies to enhance

worker performance. For example, companies that adopt flexible work arrangements,

recognition programs, and professional development opportunities often report higher

employee satisfaction and performance. These practical examples underscore the importance

of aligning motivational initiatives with organizational goals and culture. Here, we'll explore

compelling examples that showcase the effectiveness of aligning motivational initiatives with

organizational goals and culture:

Flexible Work Arrangements: Companies that embrace flexible work arrangements, such as

remote work options or compressed workweeks, empower employees with greater control over

their schedules. This fosters a sense of trust and autonomy, which can significantly boost

morale and engagement. Demonstrates a positive correlation between flexible work schedules

and increased productivity.

Recognition Programs: Implementing well-designed recognition programs allows

organizations to acknowledge and appreciate employee contributions. This can take the form

of public praise, awards, or even bonus structures tied to performance milestones. A study by

highlights that employees who feel recognized are more likely to report higher satisfaction and

exhibit greater commitment to their work.

Professional Development Opportunities: Investing in employee development through training

programs, workshops, or tuition reimbursement programs sends a clear message that the

organization values its workforce and is committed to their growth. This not only enhances
employee skillsets but also fosters a sense of career progression, leading to increased

motivation and retention.

2.4 Motivation in Academic Institutions

2.4.1 Motivation Challenges in Academic Settings

Academic institutions, including universities like Bamidele Olumilua University, face unique

challenges in motivating their workforce. These challenges are multifaceted and require a

nuanced approach to address them effectively.

Job Satisfaction: Academic staff often experience fluctuating levels of job satisfaction due to

various factors such as limited career advancement opportunities, heavy workloads, and

inadequate resources. Job satisfaction is crucial as it directly influences motivation and

performance. When academic staff feel valued and recognized for their contributions, their

motivation levels are likely to increase.

Workload Management: Balancing the demands of teaching, research, and administrative

responsibilities can be overwhelming. This multi-faceted workload can lead to stress and

burnout, adversely affecting motivation and performance. Effective workload management

strategies are essential to ensure that academic staff can perform optimally without being

overburdened.

Recognition and Reward: A significant challenge in academic settings is the perceived lack

of recognition and adequate reward systems. Unlike the corporate sector, where performance

is often directly linked to financial incentives, academic institutions may have less flexibility

in providing monetary rewards. However, recognition in the form of awards, public

acknowledgment, and opportunities for professional growth can significantly enhance

motivation.

Career Development: Opportunities for professional growth and career development are vital

motivators. Academic staff seek opportunities for advancement, such as tenure, promotions,
and sabbaticals. Institutions that provide clear pathways for career development are likely to

have more motivated and committed employees.

Autonomy and Academic Freedom: Academic staff highly value autonomy and the freedom

to explore new ideas and approaches in their teaching and research. Constraints on academic

freedom or overly rigid administrative controls can stifle creativity and reduce motivation.

Promoting an environment that values and supports academic freedom can enhance motivation

and job satisfaction.

Institutional Support: The level of support provided by the institution, including access to

resources, infrastructure, and administrative assistance, plays a crucial role in motivating

academic staff. Adequate support enables faculty to focus on their core responsibilities and

enhances their ability to perform effectively.

2.4.2 Strategies for Motivating Academic Workers

Research suggests various strategies for motivating academic workers. These strategies must

be tailored to the unique context of academic institutions and address the specific needs of

faculty and staff.

Professional Development: Providing continuous opportunities for learning and development

is essential. This can include workshops, seminars, conferences, and access to research funding.

Professional development not only enhances skills and knowledge but also contributes to a

sense of career progression and personal growth.

Supportive Work Environment: Creating a positive and supportive work environment is

critical for motivation. This involves fostering a culture of respect, collaboration, and open

communication. Supportive leadership, peer support, and opportunities for teamwork can

enhance the sense of belonging and community among academic staff.

Recognition and Rewards: Implementing comprehensive recognition programs can

significantly boost motivation. These programs can include awards for teaching excellence,
research achievements, and service contributions. Non-monetary rewards, such as certificates,

plaques, and public acknowledgment, can be highly motivating.

Autonomy and Ownership: Encouraging faculty to take ownership of their teaching and

research activities can enhance intrinsic motivation. Providing autonomy in curriculum design,

research direction, and classroom management allows academic staff to align their work with

their passions and interests.

Career Advancement Opportunities: Clear and attainable pathways for career advancement

are vital. Institutions should establish transparent criteria for promotions, tenure, and other

forms of career progression. Providing mentorship and guidance on achieving career goals can

further support academic staff in their professional development.

Work-Life Balance: Ensuring a healthy work-life balance is crucial for sustained motivation

and well-being. Academic institutions can support work-life balance by offering flexible work

schedules, reducing unnecessary administrative burdens, and promoting policies that support

personal and family needs.

Access to Resources: Providing adequate resources, such as research grants, access to libraries,

laboratories, and administrative support, is essential for academic staff to perform their duties

effectively. Institutions should strive to create an environment where faculty have the tools and

support needed to excel in their roles.

Community Engagement: Encouraging academic staff to engage with the broader community

through outreach programs, public lectures, and collaborative projects can enhance their sense

of purpose and fulfillment. Community engagement not only benefits the institution but also

enriches the professional and personal lives of academic staff.

Feedback and Communication: Regular feedback and open communication channels are

essential for maintaining motivation. Constructive feedback helps academic staff understand
their strengths and areas for improvement, while open communication ensures that their

concerns and suggestions are heard and addressed.

For faculty, the intrinsic joy of teaching, mentoring students, and contributing to knowledge

creation can be powerful motivators. The sense of fulfillment derived from making a positive

impact on students' lives and advancing their fields of study drives many faculty members. For

staff, the sense of purpose in contributing to the university's mission and supporting the

academic process can enhance motivation and commitment. Recognizing the diverse

motivational drivers and implementing strategies that cater to these needs is crucial for

fostering a motivated and high-performing workforce in academic institutions.

2.5 Summary of Literature Review

This review underscores the critical link between motivation and employee performance within

academic institutions. Established theories, such as Maslow's Hierarchy of Needs and Goal-

Setting Theory, provide valuable frameworks for understanding the motivational drivers of

faculty, staff, and students. Research and practical examples across diverse educational settings

demonstrate the effectiveness of various motivational strategies. For faculty, this may include

competitive compensation packages, opportunities for ongoing research and professional

development, manageable workloads, and recognition programs that acknowledge their

achievements in teaching and scholarship. Staff motivation can be enhanced through providing

competitive salaries and benefits, opportunities for skill development and career advancement,

and a positive work environment that fosters collaboration and respect.

Students' motivation can be intrinsically driven by their interest in the subject matter and their

desire for personal growth and development. Extrinsic motivators include effective teaching

methods that promote engagement and active learning, clear learning objectives that provide a

roadmap for success, and a supportive learning environment that minimizes anxiety and
encourages collaboration. Additionally, ensuring the relevance of coursework to students'

future careers or personal lives can significantly boost motivation.

By applying these insights to the specific context of Bamidele Olumilua University, the

university can foster a more motivating environment for its staff and students. Understanding

the distinct motivational needs of faculty, staff, and students is essential for enhancing

performance and achieving the university's goals. The following chapter will delve deeper into

the specific case of the university to explore its motivational practices and their impact.
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter outlines the research methodology used to investigate the effect of motivation on

workers' performance at Bamidele Olumilua University, Ikere-Ekiti. It covers the research

design, population and sample, data collection methods, instrumentation, and data analysis

procedures. The methodology is designed to ensure that the study is rigorous, reliable, and

valid.

3.2 Research Design

This study will employ the descriptive method of research using questionnaire and

documentary analysis as tools. The use of this method will be based on its capacity to

successfully complete the purpose of this study. As mentioned by Calderon and Gonzales

(2018), the descriptive method of research is a process of gathering, analyzing, clarifying and

tabulating data about the prevailing conditions, practices, beliefs, processes, trends and cause

and effect relationships and then making adequate interpretation about such data. It also

includes studies that seek to present facts concerning the status of anything, group of persons,

acts, conditions and any other phenomenon.

The method is therefore appropriate as it permits the researcher to assess the effect of

motivation on employee’s performance in Bamidele Olumilua University. The quantitative and

qualitative approaches will be utilized; the data will be tabulated and analyzed statistically.

Documentary assessment will be employed in acquiring information. Research surveys will be

conducted as the source of data from the respondents regarding their assessment of the effect

of motivation on employee’s performance in schools. Interviews will also be done to strengthen

and support the information that will be gathered from documentary sources such as books,

journals, newspapers, manuals and other publications.

3.3.1 Population of the Study

The population for this study consists of all academic and non-academic staff at Bamidele

Olumilua University, Ikere-Ekiti. This includes lecturers, administrative staff, technical staff,

and support staff.

3.3.2 Sample Size

Sample Size: Based on the university's staff strength, the sample size will be approximately

150 staff members, including 75 academic staff and 75 non-academic staff.

3.3.3 Sampling Technique

A stratified random sampling technique will be used to ensure that all categories of staff are

adequately represented. The sample size will be determined based on Krejcie and Morgan's

(2016) table for determining sample size from a given population.

3.4 Data Collection

To gain a comprehensive understanding of motivational practices at Bamidele Olumilua

University (BOUI) and their perceived effectiveness, this study will employ a mixed-methods

approach utilizing both primary and secondary data sources. This combined approach will

provide a richer and more nuanced understanding of the motivational landscape at BOUI,

enabling a more comprehensive analysis of its effectiveness.

Primary Data: This will involve collecting first-hand information from faculty, staff, and

students at BOUI. Structured questionnaires will be designed to gather data on various

motivational factors (e.g., workload management, professional development opportunities,

teaching methods) and their perceived impact on performance (e.g., job satisfaction, student

engagement, academic achievement). Additionally, semi-structured interviews will be

conducted with a representative sample of faculty, staff, and students to gain deeper insights

into their experiences and perspectives.

Secondary Data: This will involve collecting existing data from university records and relevant

academic resources. University documents such as human resources policies on compensation

and benefits, faculty development programs, and student support services will be analyzed.

Additionally, relevant academic journals, books, and previous research studies related to

motivation and performance in academic institutions, particularly within the Nigerian context,

will be reviewed to provide a broader theoretical framework and benchmark against which to

assess BOUI's practices.

3.5 Data Collection

This section outlines the methods employed to gather data for the case study of Bamidele

Olumilua University (BOUI). A multi-method approach will be used, combining surveys and

semi-structured interviews to gain a comprehensive understanding of motivational practices

and their impact.

3.5.1 Semi-Structured Interviews

In-depth semi-structured interviews will be conducted with a smaller, purposive sample of

faculty, staff, and students. The interview guide will include open-ended questions that delve

deeper into the motivational factors explored in the survey. Here are some potential areas of

focus: Faculty and Staff:

Perceptions of workload management practices and their impact on motivation.

Experiences with professional development opportunities and their effectiveness.

The role of recognition programs in motivating faculty and staff achievements.

Students:

Views on the effectiveness of teaching methods in fostering engagement and learning.

Importance of curriculum relevance and its impact on motivation.

Perceptions of the availability and effectiveness of student support services.

The interviews will be audio-recorded with the consent of the participants and transcribed for

analysis.

Benefits of Multi-Method Approach:

Combining surveys and semi-structured interviews allows for triangulation of data, leading to

a more robust and comprehensive understanding of the research topic. Surveys provide

quantitative data on trends and perceptions, while interviews offer rich qualitative insights into

individual experiences and perspectives.

3.6 Data Analysis

The research will employ a mixed-methods approach, utilizing both quantitative and qualitative

data analysis techniques. This approach acknowledges the complexity of human behavior and

the importance of gathering data from multiple sources to gain a richer understanding of the

phenomenon under investigation. Quantitative data analysis provides valuable insights into the

central tendencies, dispersion, and relationships between variables, while qualitative data

analysis allows for a deeper exploration of individual experiences, perceptions, and

motivations.

3.6.1 Quantitative Data Analysis

Quantitative Data Analysis: The data collected from questionnaires will undergo rigorous

statistical analysis. Descriptive statistics will be used to summarize the data's central tendencies

(mean, median, mode) and dispersion (standard deviation). Frequency distributions will be

generated to visually represent the prevalence of various responses for each survey question.

To examine the relationships between motivational factors and performance, inferential

statistics will be employed. Correlation analysis will assess the strength and direction of these

relationships, while regression analysis will delve deeper, enabling the prediction of changes

in performance (dependent variable) based on changes in motivational factors (independent

variable).
3.6.2 Qualitative Data Analysis

Data from interviews will be analyzed using thematic analysis. This in-depth process involves

a systematic coding of the interview transcripts to identify, categorize, and analyze recurring

themes related to motivation and performance. Thematic analysis allows the researcher to move

beyond surface-level descriptions and uncover the underlying meanings and experiences of

participants. By identifying patterns and connections within the coded data, the researcher can

develop a rich and nuanced understanding of how faculty, staff, and students perceive and

experience motivation at Bamidele Olumilua University.

This qualitative data will complement the quantitative findings from the questionnaires. While

the quantitative data provides a broad overview of motivational trends within the university,

the qualitative data offers a deeper understanding of the "why" behind these trends. By

triangulating the quantitative and qualitative results, the researcher can gain a more

comprehensive picture of the motivational dynamics at the university, capturing not only the

prevalence of certain motivational factors but also the lived experiences and perspectives of

faculty, staff, and students.

3.7 Ethical Considerations

The study will adhere to the highest ethical research standards. This includes obtaining

informed consent from all participants, ensuring they fully understand the study's purpose,

methodology, and their rights as participants. Participants will be informed of their right to

withdraw from the study at any point without penalty. Confidentiality and anonymity will be

maintained throughout the research process. Data will be securely stored and used solely for

academic purposes.

To ensure informed consent, participants will be provided with a detailed participant

information sheet that explains the study in clear and concise language. The information sheet

will outline the research objectives, data collection methods, potential risks and benefits of
participation, and how confidentiality will be maintained. Participants will have ample

opportunity to ask questions and clarify any uncertainties before deciding to participate. Their

consent will be documented through a signed consent form.

Maintaining confidentiality and anonymity is crucial for protecting participants' privacy and

encouraging them to provide honest and open responses. All data will be anonymized, meaning

any identifying information will be removed before analysis. Pseudonyms will be used in

reports and publications to further protect participants' identities. Data will be stored securely

on password-protected electronic devices or in locked cabinets. Only the researcher and

authorized research assistants will have access to the data.

3.8 Statistical Treatment of Data

This study will use of the following statistical tools to determine the mean, frequency, ranking,

percentage distribution and weighted mean. Data obtained from the demographic profile of the

respondents will be calculated using SPSS, frequency count and percentage distribution.

Frequency count will be used to determine the total number of responses in every given items.

Weighted mean will identify the weighted assessments of respondents. The quantitative data

will be obtained from the conducted survey will be analyzed and evaluated using the following

statistical formulas:

1. Percentage .This is the itemized summation of the percentage of the frequency of

responses for each questionnaire based on the arithmetical percentage of the frequency

distribution to the total number of responses.

It is computed as follows:

Percentage

F
 (P)% = ─── x 100

Where: F = Frequency

N = total number of the respondents

P = percentage

2. The Arithmetic Mean: Arithmetic mean is commonly called as average Mean or

Average is defined as the sum of all the given elements divided by the total number of

𝜮𝒙
elements. The formula for Arithmetic Mean Formula is x = 𝒏

x = Arithmetic Mean

𝜮 = Summation

N = Total number of elements

3. Weighted mean. This is the measure of central tendency that was used in analyzing

the results of the survey on key items that was raised in this study. The formula for the

average weighted mean is

𝜮 𝒇𝒙
WM = 𝒏

Where:

WM = the weighted mean

Σfx = the sum of the product of the frequency and the raw score

N = number of respondent
Five-Point Type Scale: To interpret the quantitative results of the survey in terms of the

average weighted mean, a Five-Point Type scale will be used. This scale is shown below:

Likert Scale System

Rate Verbal Interpretation Range

Strongly Agree
5 4.6 – 5.0
(SA)
Agree
4 3.6 – 4.5
(A)
Neutral
3 2.6 – 3.5
(N)
Disagree
2 1.6 – 2.5
(D)
Strongly Disagree
1 1.0 – 1.5
(SD)
 CHAPTER 4

DATA PRESENTATION, ANALYSIS, AND INTERPRETATION

4.1 Introduction

This chapter is a crucial part of the research, where the data collected from respondents is

systematically presented, analyzed, and interpreted. This chapter translates raw data into

meaningful insights that align with the research objectives. By examining trends, patterns, and

relationships within the data, this chapter seeks to provide a clear understanding of the effect

of motivation on workers' performance at Bamidele Olumilua University, Ikere-Ekiti.

4.2 Demographic Characteristics of Respondents

Understanding the demographic profile of the respondents is vital as it offers context to the

findings and helps interpret the data more accurately. Demographic variables such as age,

gender, educational qualifications, years of service, and job positions are analyzed to determine

if these factors influence the perception of motivation and its effect on performance.

 Age Group: Age may influence how employees perceive motivational strategies.

Younger employees might value career advancement opportunities more, while older

employees might prioritize job security and stability.

 Gender: Gender dynamics can affect how motivational strategies are perceived and

experienced. It is important to explore if there are any differences in motivation

between male and female employees.

 Educational Level: Employees with different educational backgrounds might have

varying expectations from the workplace and therefore might respond differently to

motivational strategies.
  Years of Service: The length of service could impact an employee’s view on

motivation. Long-serving employees might require different motivational approaches

compared to newer staff.

 Job Position: Different roles within the university may require distinct motivational

strategies. For example, academic staff might value research opportunities, while

administrative staff might prioritize financial incentives.

4.2 Demographic Characteristics of Respondents

Table 4.1: Demographic Profile of Respondents

Demographic Variable Frequency Percentage (%)

Age Group (20-30 years) 40 40%

Age Group (31-40 years) 35 35%

Age Group (41-50 years) 15 15%

Age Group (51 and above) 10 10%

Gender (Male) 60 60%

Gender (Female) 40 40%

Educational Level (Bachelor's Degree) 30 30%

Educational Level (Master's Degree) 45 45%

Demographic Variable Frequency Percentage (%)

Educational Level (PhD) 25 25%

Years of Service (1-5 years) 30 30%

Years of Service (6-10 years) 40 40%

Years of Service (11-15 years) 20 20%

Years of Service (16 and above) 10 10%

Job Position (Academic Staff) 50 50%

Job Position (Administrative Staff) 30 30%

Job Position (Support Staff) 20 20%

Interpretation: The majority of respondents are aged between 20-30 years (40%), indicating a

relatively young workforce. A higher percentage of respondents are male (60%) compared to

female (40%). The educational level is predominantly at the Master's degree level (45%), and

a significant number of employees have 6-10 years of service (40%). Academic staff form the

largest group of respondents (50%), suggesting that the findings may predominantly reflect the

views of this group.

4.3 Presentation of Findings

4.3.1 Objective 1: To Assess the Existing Motivational Strategies Employed within

Bamidele Olumilua University

Table 4.2: Respondents’ Perception of Motivational Strategies

Motivational Strongly Agree Neutral Disagree Strongly

Strategy Agree (%) (%) (%) (%) Disagree (%)

Financial Incentives 30% 50% 10% 5% 5%

Recognition Programs 25% 45% 15% 10% 5%

Professional
20% 35% 20% 15% 10%
Development

Work-Life Balance
15% 40% 25% 10% 10%
Initiatives

Interpretation: The data reveals that 80% of respondents (30% strongly agree and 50% agree)

view financial incentives as an effective motivational strategy. Recognition programs also

receive positive feedback, with 70% of respondents agreeing on their effectiveness. However,

professional development opportunities and work-life balance initiatives have lower levels of

agreement, indicating areas where improvements are needed.

4.3.2 Objective 2: To Examine the Level of Workers’ Performance within the University

Table 4.3: Workers’ Performance Evaluation

 Very High High Moderate Low Very Low
Performance Indicator
(%) (%) (%) (%) (%)

Productivity 20% 50% 20% 5% 5%

Punctuality and
25% 45% 20% 5% 5%
Attendance

Job Satisfaction 30% 40% 20% 5% 5%

Innovation and Creativity 15% 35% 30% 10% 10%

Interpretation: The majority of workers report high levels of productivity and job satisfaction,

with 70% and 70% of respondents rating these as high or very high, respectively. However,

innovation and creativity receive lower ratings, with 20% of respondents indicating low or very

low levels of creativity, suggesting a need for greater emphasis on fostering innovation within

the university.

4.3.3 Objective 3: To Analyze the Relationship Between Motivation and Workers’

Performance

Table 4.4: Correlation Between Motivation and Performance

Variables Correlation Coefficient Significance Level

Motivation vs. Performance 0.75 0.01

Interpretation: The correlation analysis indicates a strong positive relationship (0.75) between

motivation and performance, which is statistically significant at the 0.01 level. This suggests
that higher levels of motivation are strongly associated with better performance among workers

at Bamidele Olumilua University.

4.4 Discussion of Findings

The findings presented in this chapter suggest that motivation significantly impacts workers'

performance at Bamidele Olumilua University, Ikere-Ekiti. The analysis shows that financial

incentives and recognition programs are the most effective motivational strategies, leading to

higher productivity and job satisfaction. However, the study also reveals areas where the

current motivational strategies may be falling short, such as in fostering innovation and

professional development.

The relationship between motivation and performance, as confirmed by the correlation

analysis, underscores the importance of maintaining a motivated workforce to achieve

organizational goals. These findings align with motivational theories, such as Maslow's

Hierarchy of Needs and Herzberg's Two-Factor Theory, which emphasize the role of intrinsic

and extrinsic motivators in driving performance.

 CHAPTER 5

DISCUSSION, CONCLUSION, AND RECOMMENDATIONS

5.1 Introduction

This chapter serves as the culmination of the research efforts, synthesizing the data analysis

presented in Chapter 4 to draw meaningful conclusions. This chapter discusses the implications

of the findings in relation to the study's objectives, integrates these findings with existing

literature, and offers practical recommendations for improving worker performance at

Bamidele Olumilua University, Ikere-Ekiti, through enhanced motivational strategies. The

chapter also identifies areas for further research, which could provide deeper insights into the

dynamics of motivation and performance in the academic environment.

5.2 Discussion of Findings

5.2.1 Effectiveness of Motivational Strategies

The findings presented in Chapter 4 reveal that the motivational strategies currently employed

at Bamidele Olumilua University, particularly financial incentives and recognition programs,

are perceived as effective by the majority of the respondents. Approximately 80% of

respondents either strongly agree or agree that financial incentives are a significant motivator,

while 70% express similar sentiments regarding recognition programs. This aligns with

established motivational theories such as Herzberg’s Two-Factor Theory, which distinguishes

between hygiene factors (e.g., salary) and motivators (e.g., recognition), emphasizing that both

are essential for job satisfaction and performance (Herzberg, Mausner, & Snyderman, 2018).

However, the study also uncovers gaps in the university's motivational strategies, particularly

concerning professional development opportunities and work-life balance initiatives. Only

55% of respondents view professional development as an effective motivator, and a similar

percentage feel the same about work-life balance initiatives. These findings suggest that while

the university has made strides in implementing basic motivational strategies, there is still room

for improvement, especially in areas that contribute to the long-term career growth and well-

being of employees. Maslow’s Hierarchy of Needs (Maslow, 2020) supports this, as it posits

that individuals are motivated by a series of hierarchical needs, from basic physiological needs

to self-actualization. The university's focus on financial incentives addresses basic and security

needs, but it must also cater to higher-level needs, such as personal growth and self-fulfillment,

through professional development and work-life balance initiatives.

5.2.2 Workers’ Performance Levels

The analysis in Chapter 4 indicates that workers at Bamidele Olumilua University generally

exhibit high levels of productivity and job satisfaction, with 70% of respondents rating these

performance indicators as high or very high. This positive outcome reflects the effectiveness

of the existing motivational strategies to a certain extent. According to expectancy theory

(Vroom, 2020), employees are likely to perform better when they believe that their efforts will

lead to desirable outcomes, such as financial rewards or recognition. The strong performance

in areas like productivity and job satisfaction can therefore be seen as a result of the effective

motivational strategies that meet employees’ expectations.

However, the study also highlights a significant area of concern: innovation and creativity.

Only 50% of respondents rate innovation and creativity as high or very high, with 20%

indicating low or very low levels of these attributes. This suggests that while the current

motivational strategies are sufficient to maintain routine job performance, they may not be as

effective in encouraging employees to think creatively or engage in innovative practices. This

finding is consistent with Amabile's componential theory of creativity (Amabile, 2022), which
suggests that creativity requires intrinsic motivation, domain-relevant skills, and creativity-

relevant processes. The lower emphasis on professional development and work-life balance at

the university may be inhibiting employees' intrinsic motivation and creativity, as these factors

are critical for nurturing an environment where innovation can thrive.

5.2.3 Relationship Between Motivation and Performance

The correlation analysis in Chapter 4 shows a strong positive relationship between motivation

and performance, with a correlation coefficient of 0.75. This finding is statistically significant

at the 0.01 level, confirming that higher levels of motivation are closely associated with better

performance among workers at the university. This relationship supports the core premise of

the goal-setting theory (Locke & Latham, 2018), which posits that specific and challenging

goals, coupled with appropriate feedback, can enhance employee performance. The strong

correlation observed in this study suggests that the university’s motivational strategies are

effective in driving performance, particularly in areas where clear goals and rewards are

established.

However, the mixed responses regarding professional development and innovation indicate

that while motivation positively influences overall performance, the university may not be fully

leveraging the potential of intrinsic motivators. The Self-Determination Theory (Deci & Ryan,

2019) emphasizes that intrinsic motivation—driven by autonomy, competence, and

relatedness—is crucial for sustained engagement and high performance. The university’s

current focus on extrinsic motivators like financial incentives may need to be balanced with

initiatives that foster intrinsic motivation, such as providing opportunities for autonomy,

mastery, and meaningful work.

5.3 Conclusion

The research findings underscore the critical role of motivation in enhancing workers’

performance at Bamidele Olumilua University, Ikere-Ekiti. The data analysis reveals that while

the university has successfully implemented some effective motivational strategies,

particularly in the realm of financial incentives and recognition programs, there are significant

areas where improvements can be made. The relatively lower effectiveness of professional

development opportunities and work-life balance initiatives suggests that the university's

approach to motivation may be somewhat one-dimensional, focusing heavily on extrinsic

rewards while neglecting intrinsic motivators that are essential for fostering creativity,

innovation, and long-term job satisfaction.

The strong positive correlation between motivation and performance further highlights the

importance of a well-rounded motivational strategy that addresses both the immediate and

long-term needs of employees. By enhancing its motivational strategies to include more

opportunities for professional growth and work-life balance, the university can not only sustain

high levels of productivity and job satisfaction but also encourage greater innovation and

creativity among its workforce. This holistic approach to motivation is essential for ensuring

that the university remains competitive and that its employees are engaged, fulfilled, and

performing at their best.

5.4 Recommendations

Based on the findings and conclusions of this study, several recommendations can be made to

improve motivation and performance at Bamidele Olumilua University:

5.4.1 Enhance Professional Development Opportunities

The university should prioritize the creation and implementation of comprehensive

professional development programs. These programs could include workshops, seminars, and

opportunities for further education that are tailored to the specific needs and career aspirations

of employees. By investing in their professional growth, the university can increase job

satisfaction and performance while also fostering a culture of continuous learning and

innovation.

5.4.2 Improve Work-Life Balance Initiatives

To address the concerns related to work-life balance, the university should consider introducing

more flexible working arrangements, such as telecommuting options, flexible work hours, and

wellness programs that support employees' mental and physical health. These initiatives can

help reduce stress and burnout, leading to higher levels of job satisfaction and performance.

Moreover, supporting employees in balancing their professional and personal lives can enhance

their overall well-being, which in turn can positively impact their creativity and innovation.

5.4.3 Foster a Culture of Innovation

Given the relatively low ratings for innovation and creativity, the university should take

proactive steps to foster a more innovative culture. This could involve creating cross-functional

teams to work on special projects, encouraging employees to pursue creative ideas, and

providing the necessary resources and support for experimentation and innovation.

Additionally, recognizing and rewarding innovative contributions can further motivate

employees to think creatively and contribute to the university's growth and success.

5.4.4 Develop a Balanced Reward System

While financial incentives and recognition programs are already effective, the university

should strive to develop a more balanced reward system that also recognizes intrinsic

motivators. This could include offering opportunities for career advancement, providing

constructive feedback, and involving employees in decision-making processes. By

acknowledging both extrinsic and intrinsic motivators, the university can create a more

engaging and motivating work environment that encourages sustained high performance.

5.4.5 Conduct Regular Employee Feedback Surveys

To continuously improve its motivational strategies, the university should conduct regular

employee feedback surveys to assess the effectiveness of current initiatives and identify areas

for improvement. These surveys can provide valuable insights into employee needs and

preferences, enabling the university to tailor its motivational strategies accordingly.

Additionally, involving employees in the design and implementation of these surveys can

further enhance their engagement and commitment to the organization.

5.5 Suggestions for Future Research

This study has provided valuable insights into the relationship between motivation and

workers’ performance at Bamidele Olumilua University, but there are several areas where

future research could build upon these findings. First, future studies could explore the long-

term effects of specific motivational strategies on performance across different departments

within the university. This would provide a more nuanced understanding of how different

strategies impact various employee groups. Second, comparative studies involving multiple

institutions could offer a broader perspective on the impact of motivation on performance in

higher education settings. Finally, future research could investigate the role of individual

differences, such as personality traits and cultural background, in shaping the effectiveness of
motivational strategies. Understanding these individual differences could help in designing

more personalized and effective motivational approaches.

5.6 Summary

In this chapter, the findings from Chapter 4 were discussed in depth, leading to the conclusion

that motivation is a critical driver of workers' performance at Bamidele Olumilua University.

While the university has implemented several effective motivational strategies, there are areas

where improvements are needed, particularly in fostering innovation and professional

development. Recommendations were made to enhance the university’s motivational

strategies, including the development of a balanced reward system, improved work-life balance

initiatives, and the promotion of a culture of innovation. Finally, suggestions for future research

were provided to further explore the dynamics of motivation and performance in the academic

environment. By addressing these areas, Bamidele Olumilua University can ensure that its

employees remain motivated, engaged, and capable of achieving their full potential.
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