ABSTRACT
This study basically examined motivating the workforce for greater productivity
in the Banking sector of the economy in the 21st century. (A case study of Zenith Bank International Plc Asaba). In X-raying the subject matter, the study made use of both primary and secondary data; the primary data were obtained from employees of the Zenith Bank International Plc Asaba. Via the answers they provided to the questionnaires administered to them, fifty (50) questionnaires were administered and the end fourth five (45) was retrieved which was used for the analysis, why the secondary data were obtained from publications related to the topic, also, hypotheses were formulated to determine the significant relationship between motivational factor and work productivity for experience staff of Zenith Bank International Plc Asaba at the end of the hypotheses test it was evident that there is a significant relationship between motivational factor and work productivity for experienced staff of Zenith Bank International Plc Asaba, in testing the hypotheses the chi-square statistics techniques (X2) was employed at 0.05 level of significance. After a comprehensive analysis, it was obvious that Zenith Bank International Plc Asaba is financially healthy and ranks among the best five in the country, it also has a rich and enviable track record of employee motivation, this explains why many regards it as the number one in the banking industry. Key recommendations were equally made to the management of the bank, which if adopted may catapult them to the next level. Conclusively, the findings of this study proved beyond doubt that motivating the workforce for greater productivity in the banking sector of the economy in the 21st century
highly have the significant relationship on motivational performances, therefore, without any bins in the absences of motivation, a Bank or company maybe likened to blind man that do not see what lies ahead of him or an individual without a direction or a ship without a captain. During the course of this study, it was crystal clear that motivating the workforce for greater productivity in the Banking sector of the economy in the 21st century uphold in regulating the relationship between the employee and his staff.
TABLE OF CONTENTS
Title page
Approval Page
Certification
Dedication
Acknowledgements
Abstract
Table of Contents
CHAPTER ONE
1.0 Introduction
1.1 Background of the Study
1.2 Statement of Problem
1.3 Purpose of Study/Objective Of Study
1.4 Research Question
1.5 Hypotheses
1.6 Significant Of Study
1.7 Scope of Study
1.8 Operational Definition Of Terms.
References
CHAPTER TWO
2.0 Review Of Related Literature
2.1 Introduction
2.2 Theoretical Framework
2.3 The Evolution of Motivation Concepts
2.4 Origin of the Word Motivation
2.5 Process Theories of Motivation
2.6 Need Theories
2.7 Abraham Maslow Theory
2.7.2 Alderfers Modified Need Iderarchy Theory-Clay
2.7.3 Herzberg And Ids Two Factor Theory
2.8 Mccelland’s Achievement Motivation Theory
2.9 Workers Morale, Attitude And Job Satisfaction In
Relation To Motivation.
References
CHAPTER THREE
3.0 Research Methodology
3.1 Introduction
References
CHAPTER FOUR
4.0 Data Presentation and Analysis
4.1 Introduction
CHAPTER FIVE
5.0 Discussion, Conclusion and Recommendations
5.1 Discussion of Findings
5.2 Conclusion
5.3 Recommendations
Bibliography
Appendix
CHAPTER ONE
1.0 INTRODUCTION
Although there is general agreement among psychologists that man
experience a variety of needs, there is considerable disagreement as to what
these needs are and their relative importance.
There have been a number of attempts to present models of motivation
which list a specific number of motivating needs, with the implication that these lists are all-inclusive and represent the total picture of needs, unfortunately, each of these models has weaknesses and gap and we are still without a general theory of motivation.
All organization are concerned with what should be alone to achieve
sustained high level of performance through people. Consequently the subject
of adequate motivation of workers as derived from the so many attempts made
by management practitioner is to look for the best way to manage so as to
accomplish an objective or mission with the least inputs of material and human resources available.
A lot of theoretical concept principles and techniques of management
have evolved in response to these challenges. In general management authors
have tended to view motivation as a key component of the managerial function
of leading or directing. However, leading or leadership style, although an
important factor in determining the attitude of employers towards assigned job
responsibilities is not the only determinant other managerial function such as
planning, controlling, staffing and organization also playa role.
In any serious and competitive society workers are one of the tools for
economics progress. Their welfare is taken into serious consideration because
without a dedicated workforce an organization crumbles. The nations
(Nigerian) reward system is probably the poorest in the entire global were an
average take home of the worker is put at N35 per month. Workers are used and
abused, harassed, treated, offended and discarded without any appreciation for
their contribution to their organization and to the society at large.
It is therefore apparent that the issue of adequate motivation of worker
has relevance in managerial function and activities that are aimed at directing the productive effort of the worker force toward achieving organizational
objectives. Knotz et at (1980) holds that management strive to create and
maintain an environment that is conducive to the performance of individual
who are working together in groups towards the accomplishment of pre-
selected objectives workers in organization work in-progress and group
dynamics often result in the conflict of goals between individuals and other
groups.
Conversely motivation according to strauss and sayles, can be provided
for workers, using the following methods
(1)The traditional approach,
(2)
Human relation approach.
(3)
Implicit bargaining.
(4)
Competition