01-09-2014, 01:23 PM
EFFECT OF MOTIVATION ON JOB PERFORMANCE OF TEACHERS IN SECONDARY SCHOOL IN OREDO LOCAL GOVERNMENT AREA OF EDO STATE
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Abstract
The purpose of this study was to look at the effect of motivation on the job performance of secondary school teachers. It analyzed the role motivation on teachers’ attitude to work.
A total of eighty (80) teachers drawn from both public and private schools in Oredo Local Government Area of Edo State were randomly selected. The questionnaire and participant observation methods were used in obtaining data. The questionnaire was administered and the data collected analyzed using the chi-square.
The research finding showed that:
1. Teachers’ job performance was direct result of their satisfaction with their salaries.
2. Recognition of teachers’ contributions or worth in the society will positively affect their motivation.
3. Promotion based on merit and given as when due was key motivator to teachers’ job performance.
4. Teachers’ tend to work better in a conducive work environment in view of these findings, it was recommend that government should harmonize the salary structure of the three tiers of government, make teaching of the same professional status with other professional and provide a conducive work environment for teachers.
INTRODUCTION
1.1 Background to the Study
The primary task of any leader or manager in any organization is to ensure that people give their best. Therefore, the greatest problem facing a leader or manager in an organization is that of motivating his work force to attain organizational goals. A leader or manager must first understand the basic elements of motivation. This however, is not an easy task as motivation is an internal psychological process. That is, the manager cannot possibly see motivation. He can only assume its presence or absence based on his observation of workers' work behaviour or attitude to work. If the workers are busy at their tasks, the manager may infer that they are motivated and if they are idle at their tasks, he may conclude that they are not motivated.
One way of knowing if workers are motivated is to examine the process of motivation. Motivation is the inner drive which prompts people to act in a certain way (Musaazi, 1992). Motivation is also an urge or drive within or outside an individual which makes him to take action. It could be aroused by a tangible physical need, an emotion or an idea. According to Robbins (1977), "Motivation is the willingness to do something, conditioned by the action and ability to satisfy some needs of the individual". From this definition, one can infer that everyone has needs that require satisfaction and these needs will cause the person to willingly under take some form of activity or exertion in order to satisfy them. For instance, hunger may force an individual to go to the kitchen to cook or alternatively to go to a nearby restaurant to eat. On the other hand, a man who is not hungry will not be so motivated. Ogunu (2000) sees motivation in terms of organizational behaviour. According to him, motivation is the process by which management enables employees to direct their energies towards maximum attainment of the goals and objectives of the organization. That is, towards a fulfillment of the desires of the management for employing them at all. To ensure that an organization functions efficiently and effectively in attaining its goals, there is every need to motivate its work force to avoid deviation from the standard operating procedure. For any organization like a school to function effectively, money, physical facilities, well thought out policies, equipment and human input are very essential. Human resources are the Iife-blood of an institution. Thus, the success of any organization therefore, depends to a large extent, on the quality of those who perform its task leading to the set objectives, as well as condition which affect their mental and physical health.
The desire of a person at satisfying needs is regarded as incentives. These incentives may be financial or non-financial. Koontz et al (1980) say that "Economists and most managers have tended to place money high on the scale of motivators". Financial incentive may be in form of salary increase, bonuses, allowances, over time payments or any other form of monetary reward. While the non-financial motivators identified by behavioural scientists like Maslow, Vroom, Herzberg, McClellands etc include security, status, achievement, recognition, responsibility, affiliation amongst others. These behavioural scientists have in recent times placed money low on the scale of motivators.
Most organizations recognize the fact that to ensure organizational efficiency and effectiveness, the employees whose services are engaged should be made to be satisfied with their jobs. To this end, various motivational factors should be employed to ensure the attainment of organizational goals.
Theories have been postulated to help us understand the role of motivation in human organizations. Abraham Maslow in 1943, formulated his theory of needs. He explained motivation as a contingent "series of ascending urges" from the basic physical needs through safety and social needs to self esteem and self actualization. The significance of Maslow's theory of hierarchy of needs is that the behaviour of any person is dominated by the lowest group of needs, which remain unsatisfied, but once the needs have been satisfied they cease to play an active role. The next higher need in the pyramid will be pursued.
Frederick Herzberg (1959) purportedly found a two factor theory of motivation: the hygiene factors, which according to him in the work environment are sources of dissatisfaction in workers, include workers' pay, fringe benefits, working conditions, quality supervision and administrative policies. Their existence in a work environment in high quantity and quality do not motivate in the sense of yielding satisfaction but rather results in neutral reaction from workers. While the lack of these hygiene factors in work environment would result in dissatisfaction and give rise to resentful attitudes, diminished effort or even hostile acts against the organization. The second groups of needs which are "satisfiers" are motivators which management should undertake to encourage the workers. These are needs for recognition, advancement, achievement, challenging work, personal growth and self-fulfillment.
Government and organizations may build and equip all schools with the best science and technical equipment, provide all the basic educational materials, renovate and rehabilitate all old schools, provide library and other necessary facilities as well as the best qualified staff, yet the problem confronting educational administration would be half-solved. Teachers who are the bedrock of any educational system need to be treated fairly well in terms of prompt settlement of their entitlements and enjoyment of other benefits in the public service. Teachers' morale has to be boosted by the provision of adequate motivational items in order to enhance their productivity or job performance. There is a positive relationship between the terms morale and motivation. Morale is the foundation on which motivation is based and motivation is related to morale in that a person who is motivated would not only be enthusiastic in his job but would also ask for extra work and undertake other functions on his own initiative. The higher the level of morale and motivation, the higher the quality of workers' contribution to the achievement of the organizational goals. It is against this background, therefore, that the topic Effect of Motivation on Job performance of Teachers in Secondary Schools was chosen.
Limitation of the Study
It is inevitable that a work of this nature is bound to run into problems.
There is the problem of the unwillingness of the respondents in answering the questionnaires since most of them feel that the exercise had become a yearly scholastic ritual in that actions are not taken by management to implement the recommendations made by such research exercise.
Introduction
This chapter review related literature on the teaching profession in Nigeria. Generally, the research explores teachers' motivational issues in Nigeria; teachers are poorly motivated and are dissatisfied with their living and working conditions. The key reasons for these are as follows:
CONCLUSION
The conclusion that can be drawn from the result of the analysis of this study is that teachers who are satisfied with their jobs are likely to be more motivated to greater job performance. No doubt teachers job satisfaction will lead to their positive attitudes to work thereby enhancing their job performance as no school system can be higher in quality than the level of motivation and job commitment of teachers within the system.