httpdx.doi.org10.4314gjss.v15i1.5GLOBAL JOURNAL OF SO

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GLOBAL JOURNAL OF SOCIAL SCIENCES VOL 15, 2016:
47-54
COPYRIGHT© BACHUDO SCIENCE CO. LTD PRINTED IN
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HUMAN RESOURCE MANAGEMENT TOOL OF
MOTIVATION
ANDEMPLOYEES JOB SATISFACTION IN AN
ORGANIZATION
EGBE OJONG TANDU, ABEKI SUNNY OKORO, SUNDAY
OFFUM OGON AND
PETER TAWOR ETTA
(Received 23 September 2016; Revision Accepted 12 October
2016)
ABSTRACT
The main purpose of this study is to ascertain how human
resources management tool of motivation can
bring about employees job satisfaction in an organization with
particular focus on Cross River University
of Technology (CRUTECH), Calabar. The study was inform by
the fact that as a scholar with interest in
HRM, it has become worrisome as regards the increasing
reoccurrence of the problem of poor job
satisfaction in organizations. The sample consisted of 202
employees of the university selected from a
population of 802 through simple random sampling technique.

The instrument used for collecting data
for the study was a 20-item questionnaire. Chi-square and
correlation-co-efficient statistical methods
were used to test the hypotheses. The following were the
findings of the study: 1. There is significant
relationship of employees motivation on their job satisfaction
(2) There is a cordial relationship between
management employees relationship and employees job
satisfaction. On the bases of these findings, it
was concluded that motivation as a tool of Human Resource
Management should be taken seriously in
order to achieve employees job satisfaction in organizations.
KEYWORDS: Human Resources Management, Motivation,
Employees, Job Satisfaction, Tool.
INTRODUCTION
Human Resources Management (HRM)
is both a field of study and a practice. It focuses
on the whole process of planning, finding,
building, coordinating, utilizing work force and
handling the formal system for the management
of people within the organizations until and after
retirement. Peretomode (2001) consider Human
Resources Management as a process of bringing
people and organization together so that the
goals of each of them are met.
The successful management of human
resources is one of the keys to the effective
operation of an organization. Managers in both
private and public sectors must all tap the talent
of their human resources if they are to be
successful. If organizations are to accomplish

their objective,(Mathis and Jackson, 1982).
An organization therefore must seek to
get competent people into it fold. Consequently,
the human resources most be well motivated and
properly managed to create job satisfaction if the
organization is to achieve its goals. This implies
that an organization has to plan for its current
and future human resources needs.
Motivation is used to describe the
complex forces, drives tension states, or other
mechanisms that initiate and maintain voluntary
activity directed towards the achievement of
goals, (Hoyand Miskel, 1987). It is an inner state
that actuates or moves. As Mathins and Jackson
(1982) put it, “it is an emotion or desire, operative
on a person’s will and causing that person to act.
Motivation”, they added, “is concerned with
human behaviour”. It attempt to account for the
47
Egbe OjongTandu, Department of Political Science, College of
Education, Akamkpa, Cross River State.
Abeki Sunny Okoro, Deputy Rector, International Institute of
Tourism and Hospitality, Yenagoa, Bayelsa
State.
Sunday Offum Ogon, Department of Political Science, College
of Education, Akamkpa, Cross River State.
Peter Tawor Etta, Department of Political Science, College of
Education, Akamkpa, Cross River State.

“drive” or ‘wants’ inside an individual rather than
describing the individual’s action or behaviour.
The term ‘job satisfaction’ has been
defined in several ways. We define it as the
feelings (Good or bad) that one has about the
work and the environment that causes a person
to say “I am satisfied with my job” (Middlemist
and Hitt, 1981; Hopock, 1985). It is thus “The
pleasurable or the appraisal of one’s job or job
experience” (Locke, 1976); an appraisal that
must have taken into consideration the work
content and context-a combination of
psychological, physiological and environmental
circumstances. Cross River University of
Technology (CRUTECH), which is the focus of
this study was established in 2002 as a merger of
former polytechnic Calabar, College of
Agriculture Obubra and newly established Ogoja
Campusesas respectively.
Statement of the problem
The Cross River University of
Technology (CRUTECH) as the organization
under study embraces the classical theory of
management as its management strategy Henry
F. and Mayo E, (Cole, 1990). The management
strategy emphasis is more on the structure and
activities of the university and less emphasis on
motivating the employees for maximum
achievement for which it was set up. As a scholar
of Human Resources Management, “the
increasing reoccurrence of the problem of poor
job satisfaction of employees in organization is
disturbing. This study therefore, seeks to

ascertain how Human Resources Management
(HRM) tool of motivation as a determinant of job
satisfaction can bring about job satisfaction
among employees of CRUTECH.
Literature Review/Theoretical Framework
Human Resources Management
represents the discovering of personnel
management over the last decade. Human
Resources Management (HRM) has taken on an
increasing theoretical significance as it has
become part of the wider socio-logical debate
concerned with new management paradigms.
The point to note here is that, Human Resources
Management (HRM) is an approach to
management of the employment relationship with
distinctive set of human resources policies and
practices designed to produce specific outcomes
to secure the greater commitment of employees
and improve organizational performance. The
present study falls in line here, as it looks at the
extent to which motivation as a tool of Human
Resources Management (HRM) can bring about
job satisfaction of workers in an organization. The
literature reviewed (Henry F. and Mayo E.) also
presented the hard version and soft version of
Human Resources Management (HRM). The
hard version sees people as any other economic
factor as a cost that must be controlled, through
coercion and sanctions. Management and
workers here see themselves as antagonist,
suspecting each other’s move. On the other
hand, the soft version sees people as ‘human’
and thus advocate investment in training and

development and the adoption of commitment
strategies to ensure that highly skilled and loyal
workers give the organization a competitive
advantage. Management and workers see
themselves as partners that must work together
to achieve organizational goals and workers
interest.
Evidence from the literature (Henry F.
and Mayo E.) and findings from the studies
reviewed indicate that, management of
organizations tend to lay more emphasis on the
structures and activities of the organizations
using the classical management theory which
sees management in terms of planning,
organizing, commanding, coordinating and
controlling. Less attention was paid on the people
and their needs as the decisive factor in
achieving organizational effectiveness. This study
therefore seeks the extent to which motivation as
a tool of human resources management can
bring about job satisfaction in an organization
with emphasis among CRUCTECH employees
(junior employees).
The use of relevant theoretical
framework is an indispensable requirement in
any meaningful research work, because such a
framework prevents aimless
meandering.Herzberg’s Dual factor theory is
adopted for this study.
Herzberg’s Dual factor theory has
important application in Human Resources
Management (HRM) and job satisfaction. It was
introduced by Fredrick Herzberg in the late 1950s

(Cole, 1990). His argument is based on this
empirical work, that there are two separate
categories or factors in the work place, those that
are related to job satisfaction and those that are
related to job dissatisfaction. Those factors that
contribute to job satisfaction result to the job
content and are called motivators or satisfiers or
intrinsic factors.
48 EGBE OJONG TANDU, ABEKI SUNNY OKORO, SUNDAY
OFFUM OGON AND PETER TAWOR ETTA
Herzberg (1996) pointed out that when
motivators are present in the work situation, they
lead to strong motivation, satisfaction and job
performance, but do not cause dissatisfaction
when they are absent. At worst, the absence of
motivators can only resent in no satisfaction. The
motivational factors are: Achievemen t,
Recognition, Advancement Promotion, the work
itself, possibility of professional growth and
Responsibility.
The other category or factors is referred
to as hygiene, dissatisfier, maintenance, or
extrinsic factors. These factors are related to the
work context. He maintained that if these factors
(extrinsic) were present in the work situation, the
employees would not necessarily be either
motivated or satisfied. When these factors
(extrinsic) are not forth coming, dissatisfaction
occurs and the opposite of satisfaction is no-
satisfaction. Herzberg identified ten hygiene
factors: company policy and administration,

technical supervision, interpersonal relations with
supervisors, interpersonal relatives with peers,
interpersonal relations with subordinates, salary,
job security, personal life, working conditions,
and status.
Herzberg’s two factors theory has
application in motivation and job satisfaction. It
suggest that to motivate employees, managers
should focus on the motivators while at the same
time try to maintain hygiene factors at an
appropriate level so as to prevent dissatisfaction.
Also, the message in the theory is simple, direct
and persuasive and has inspired many mangers
to redesigned their jobs in order to facilitate
increased motivation.
METHODOLOGY
Null hypotheses
Based on the literature and theoretical
framework reviewed, the following hypotheses
were formulated to guide this study.
Null hypothesis one
There is no significant relationship of
employees motivation on their job satisfaction.
Null Hypothesis two
between management/employees relationship
and employees job satisfaction.
Source of data collection

The questionnaire was used to collect
data. The information gathered from literature
reviewed informed the development of the
questionnaire. In order to test and ascertain the
validity and reliability of the research instrument,
pre-test was first carried out on some of the
employees of CRUTECH under study. The test
came in a tentative questionnaire form aimed at
determining the appropriate questions that would
elicit the desired answers to the research
questionnaire. Based on the reactions of the
respondents, certain modifications were made to
the research instrument.
Methods of data analysis
Data collected were analyzed using chi-
square and correlation coefficient statistical
methods. The samples were randomly selected
from the population of the study.
Data presentation, Analysis and Discussion
of Findings
The researchers used four campuses to
collect the data. That is; Calabar, Obubra, Ogoja
I, and Ogoja II. Two hundred junior employees
were sampled randomly using 200 questionnaire.
Based on the strength of the campuses,
Calabargot 80, Obubra 25, Ogoja I 60 and Ogoja
II 35. Out of the 200 questionnaire distributed to
the respondents only 180 representing 90% were
duly completed and returned. The distribution is
seen as presented in table 1 below.

Table 1:Distribution of respondents who completed and returned
their questionnaire according to
campuses
Campuses Calabar Obubra Ogoja I Ogoja II Total
Junior
employees
78 13 60 29 180
Source: Fieldwork, 2016.
Data analysis
Hypothesis-by-hypothesis data analysis
of results are presented here.
Hypothesis one
There is no significant relationship
between employees motivation and their job
MOTIVATION AND EMPLOYEES JOB SATISFACTION 49
satisfaction. This hypothesis is to test the
employees motivation level and its relationship
with their job satisfaction. The indices used in
measuring motivation are promotion, recognition,
in-service training and incentives. The responses
are presented in items 1-12 of the research
instrument which was used to analyzed the
hypothesis. See appendix A for details.

The chi-square formula was used to test
this hypothesis at (5%) 0.05 level of significance.
The general chi-square formula for calculation is:
X2 = ∑(0-e)2
e
Where x2 = the chi-square
∑ = the summation sign
O = the observedfrequencies
E = the expected frequencies
The degree of freedom:
(df) (c-1)(R-1)
Where df = the numbers of degrees
of freedom
C = the number of colums
R = the number of rows
Calculation: See Appendix B
Decision Rule:
If the x2 calculated is greater than x2
tabulated depending on the degree(s) of freedom
and the level of significance the null hypothesis
will be rejected.
Decision on Null hypothesis one
Following the decision rule as stated
above, since the x2 calculated of 46.96 is greater
than the x2tabulated of 12.59 with six degree of

freedom (df) and at 0.05 level of significance. It
therefore means that we reject the null
hypothesis. Thus, it can be said that, employees
motivation has significant relationship on their job
satisfaction.
Null hypothesis two
There is no cordial relationship between
Management/Employees relationship and
employees job satisfaction. This hypothesis is to
test the relationship between
Management/Employees and its relationship on
employeesjob satisfaction. Items number 13-20
of the research instrument were used to analyzed
the hypothesis. See appendix A for details.
The pearson product moment correlation
coefficient statistical method was used to test this
hypothesis. This is presented below.
n∑xy-∑x∑y
r =
2222
2(
yynxxn

yrxyn
xn
Where r= Pearson product
corelation coefficent
n = the number of pairs of
scores
∑xy = htes sum of the product
of each pairs of scores
∑x = the sum of x
∑y = the sum of y
x2 = the standard deviation of
x distribtuion
y2 = the standand deviation
of y distribution
The formula has a range of values from -
1, 0, 1. The value of -1 clearly indicates a
negative relationship among the vaiabels while 0
shows no relationshp and 1 shows perfect
relationshipbetween variables x and y
respectively. The decision of the test is taken at
5% (0.05) level of signficance.
Calculation: See Appendix C:
Decision Rule
If the t calculated is greater than the t
tabulated depending on the degree(s) of freedom

(df) and the level of significance we reject the null
hypothesis.
Decision on Null hypothesis two
Based on the decision rule since the t
calculated of 13.34 is greater than the t tabulated
of 1.96 at 178 degrees of freedom and at 0.05
level of significant, we therefore reject the null
hypothesis. Thus, it can be said that, there is
cordial relationship between
management/employees relationship and
employees job satisfaction.
Discussion of Findings
The overall objective of this study is to as
certain how human resources management tool
of motivation as a determinant of job satisfaction
can bring about job satisfaction among junior
employees in Cross River University of
Technology (CRUTECH). To achieve the above
objective, two hypothesis were postulated and
tested for statistical significance on the basis of
the sampled data. The findings are an expression
of the application of the literature review and
theoretical framework discussed in this study.
Null hypothesis One:

employees motivation on their job satisfaction.
The chi-square x2 calculated of 46.96 is greater
than the x2 tabulated of 12.59 with six degrees of
freedom (df) and at 0.05 level of significance, it
therefore means that the null hypothesis was
rejected. Thus, it can be said that, employees
motivation has significant relationship on their job
satisfaction.
Null hypothesis two:
There is no cordial relationship between
management/employees relationship and
employees job satisfaction.
The correlation coefficient was used for
the second hypothesis. Since the t-calculated of
13.34 is greater than the t-tabulated of 1.96 at
178 degrees of freedom and at .05 significant
level, we therefore reject the null hypothesis.
Thus, it can be said that, there is cordial
relationship between management/employees
relationship and employee job satisfaction.
CONCLUSION
Based on the findings of the study, it is
clear that, the two null hypotheses were rejected.
Therefore, the Cross River University of
Technology (CRUTECH) which is under study
must reappraise her management of human
resources strategy in order to effectively motivate
employees to prevent the increasing
reoccurrence of the problem of poor job
satisfaction of staff in the university

(organization). This definitely will go a long way
to achieving the vision of the university which is
to establish a centre of excellence with adequate
qualified and motivated employees engaged in
high quality teaching and research for the
production of graduates that can compete with
their peers anywhere in the world.
RECOMMENDATIONS
On the basis of the findings therefore, the
following recommendations are inevitable:
Motivation of employees is very important in
humanresources management. Performance
appraisal is needed to provide employees with
information as a means of motivating them.
Management should take a systematic training
(in-service) and development programme to build
the skills of current employees and help them
grow to their fall potential in the university.
Finally, management of the university
should provide a high quality of work life such as:
Workers should be paid equitable wages and
recognition for their contributions. Supervision
should be minimal and should be available when
needed. Workers should be involved in decisions
that affect them and their job. Job security should
be provided and friendly relationship with co-
workers should be developed. Facilities should
be provided for personal welfare and medical
attention.
REFERENCES

Cole, G. A., 1990. Management: Theory and
Practice. London: The Guensey Press
Limited.
Herzberg, F., 1966. Work and nature of man.
London: Macmillan publishing company.
Hoy, S. E and Miskel, A. M., 2005. Effects of
changes in job satisfaction levels on
employees turnover. New York: John
Wiley and Son.
Hopock, S. E., 2006. From personnel
Management to Human Resources
Management. Oxford: Blackwell.
Locke, E. A., 2001. The nature and causes of job
satisfaction in Dunnette, M. D. (ed).
Handbook of industrial and
organizational psychology. (20-25).
Chicago: Rand Nenatly.
Mathis, A. D and Jackson, J. H., 2002. Personnel
contemporary perspectives and
applications (3rd edition), St. Paul: West
Publishing Company.
Middlemist, D. R andHitt, M. A., 2001.
Organizational behaviour: Applied
Concepts. Chicago: SRA Press.
Perotomode, V. E and Perotomode, O., 2001.
Human Resources Management, Lagos:
Obaroh and Ogbinaka Publishing Company.

APPENDIX A
RESEARCH QUESTIONNAIRE
Please, kindly tick (√) your position on the scale as the
statement impresses you.
Key
AS - Strongly Agree
A - Agree
D - Disagree
SD - Strongly Disagree
S/N STATEMENT SA A D SD
Promotions are made as at when due
I enjoy promotion and pay increase which I deserve
Staff are always promoted when they get additional
qualification.
I have won some awards for my performance
Management shows appreciation for my efforts.
Staff are hardly rewarded for their contributions to the
organization.
There are ample chances for various in-service training with pay
for staff.
I enjoy in-service training provided for us by our organization.
As a staff, 1 have opportunities to enhance myself through in -
service training
Allowances paid are commensurate to the job
Staff conditions of service are quite good.
My present monetary benefits has enhanced my job satisfaction.
Staff are provided with necessary facilities to work
Management pay attention rarely to staff problems
The relationship between the junior staff and their superior is

hardly
cordial.
Junior staff are provided with opportunities to use their own
ideas and
judgment on their job.
Junior staff are provided with good work conditions by
management.
Junior staff are not given the opportunities to participate in
decision -
making that affect them.
Management shows sympathy on junior staff personal problems
seldomly
Management provides stimulating and challenging jobs to junior
staff.
APPENDIX B
Motivation Job satisfaction Total
Promotion Recognition In-service Incentives
High 20(12.78) 6(2.22) 15(11.11) 9)13.39) 50
Moderate 2(18.14) 2(17.36) 11(15.78) 30(19.72) 71
Low 24(15.08)46 10(14.42) 14(13.11) 11(16.39) 59
Total 44 40 50 180
X2 = ∑(0-e)2
e

0 E OE (0-E)2 (0-E)2
e
20 12.78 7.22 52.13 4.08
6 2.22 -6.22 38.69 3.17
15 11.11 3.89 15.13 1.36
9 13.89 -4.89 23.91 1.72
2 18.14 -16.14 260.50 14.39
28 17.36 10.64 113.21 6.52
11 15.78 -4.78 22.85 1.45
30 19.72 10.28 105.68 5.36
24 15.08 8.92 75.47 5.76
10 14.42 4.42 19.54 1.35
14 13.11 0.89 0.79 0.06
11 16.39 -5.39 29.05 1.77
X2 = 46.96
df = (c-1)(r-1)
(4-1)(3-1)
X2cal = 46.96
X2 tab = 12.59
Df = 6
Level of significance = 0.5
APPENDIX C
n∑xy-∑x∑y
r =

2222
2(
yynxxn
yrxyn
xn
n = 180
∑x = 725
∑y = 715
∑xy = 64787
∑x2 = 65713
∑xy2 = 63913
180 x 64787 - 725 x 715
r = 22 )715()63913180)
1161660 - 518375
11143285
r = 1242520414
r = 11143285

17.1246840
r = 0.999
= 1.00
Converting the above r = 1.00 to t-test, we have
t = r
21
2
r
n
Where r = correlation coefficient
n = number of variables
2 = is a constant
df = n – 2
r = 1.00
2)00.1(1
2180
r = 1.00

11
1782
r =
0
178
r = 1.00 x 13.34
t = cal = 13.34
t = tab = 1.96
df = N – 2 = 180 -2 = 178
183
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DOI : https://doi.org/10.33258/birci.v2i3.405
The Role of Human Resource Management in Employee
Motivation and Performance-An Overview

Hassan Elsan Mansaray
Lecturer – Department of Business Administration and
Entrepreneurship Development, Institute of Public
Administration and Management (IPAM) University of Sierra
Leone, Freetown, Sierra Leone
[email protected]
Abstract : This paper discusses the link between motivation and
performance, and established
what makes motivation to have a central role in getting high
performances from employees in
organizations. It was revealed from the review that there are
several motivational theories used
by employers at different situations when they want their
employees to highly perform. As
motivation is to influence employees to perform, hence;
performance is the evaluation with
respect to acknowledged tasks, objectives, goal line and rational
anticipations linked with a
role, occupation in an organization. This paper has looked at
some of these theories that have
been proven and accepted by the general public. They comprise
Maslow’s hierarchy of needs,
McGregor’s theories x and y, McClelland’s theory of learned
needs, Alderfer’s ERG theory,

Herzberg’s two-factor theory, Vroom’s expectancy theory and
different types of motivation,
such as intrinsic and extrinsic. It is evident from the literature
reviewed that all theories were
established on some experimentations or observations, as a
result they are just written ends
about a tested situation. Though circumstances can be
comparable, they will perhaps by no
means be the same. Also, studies have showed that highly
motivated employees that are
productive and innovative can lead the organization to success
through the achievement of its
desired results.
Keywords : human resource managemen; motivation;
performance; work/job performance;
performance management; performance appraisal; organiza tion;
reward; commitment
I. Introduction
In the commencement of 1960, John Kenneth Galbraith was
demonstrating the
importance of human resources paralleled to the technical
resources: “Should machines

represent the decisive aspect, the social arrangements that help
us develop our infrastructure
and the equipment are those of prime importance. But if people
are the ones that matter, our
first concern should be creating those arrangements that help
conserve and develop personal
talents” (Ni!ă 2010 cited in Elena N. I n.d:1039). It is based on
Galbraith phenomenon that
makes motivation to have a pivotal role in getting ‘high
performances’ from employees in
organizations. However, in order to achieve ‘high performance’
in firms; managers should have
the capability to produce a helpful organizational environment
that could enable employees to
work (Rusua and Avasilcaia 2014). As motivating people is
about making them to change to
the course you want them to go so as to get result. Nevertheless,
employees can only display
‘high performance’ if they are soundly inspired and eager to
workout optional effort
(Armstrong 2009).
Moreover, study had shown that a business continuing
achievement center on to a great
degree on taking exceptionally ‘motivated employees’ who are

industrious and resourceful.
Therefore, it is essential to comprehend the connection
‘between motivation and performance’
and; establish whatever will motivate your employees. It is
likewise important to know how
you manage ‘employees’ performance and how you reward
them, ‘not just in terms of salary
but, for example, through recognition and other incentives’.
Highly-motivated employees are
probably to go that further mile to satisfy you. On the other
hand, affecting appropriate
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184

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inducements isn’t quite adequate; the employer also have a duty
to monitor the usefulness of
the enticements. (Better Workplaces n.d:67).
Thus, motivation is therefore, defined by various authors like
McShane & Von Glinow
(2000:66) and Robins and Coulter (2012) as referring ‘to the
powers/efforts inside a person
that moves his or her direction, intensity, and persistence of
voluntary behavior’. [In this case]
inspired employees are enthusiastic to apply a precise level of
strength (intensity/ energy) for
a definite quantity of period (persistence), toward a specific
goal (direction). In addition,
Bateman and Snell (2013) in the same way referred to
motivation as forces that energize, direct,
and sustain a person’s effort. They said, all behaviors, expect
voluntary reflexes like eye blinks
(which have little to do with management), and are motivated.
They further stated that a highly
motivated person will work hard toward attaining performance
goals. Through satisfactory skill

and understanding of the job, as well as the right to use the
necessary resources, which will
make the person to be highly productive. They additionally
pointed out that to be real
motivators, is obligatory to managers to know what behavior
employees need to display to earn
motivation. Even though productive people seem to do
apparently boundless number of things,
therefore, most of the important activities can be grouped into
five general categories on how
Managers must motivate people. Such as to (1) join the
organization, (2) remain in the
organization, and (3) come to work regularly. On these points,
you should reject the common
recent notion that loyalty is dead and accept the challenge of
creating an environment that will
attract and energize people so that they commit to (4)
performance- that is, once employees are
at work, they should work hard to achieve high output and high
quality. Lastly, managers want
employees to (5) exhibit good citizenship. Good citizens of the
organization are committed,
satisfied employees who perform above doing extra things that
can help the company.

As motivation is to influence employees to perform, hence;
performance is the evaluation
with respect to acknowledged tasks, objectives, goal line and
rational anticipations linked with
a role, occupation in an industry/organization. Any action or
process that can be associated to
performing a task or function can be classified as performance .
As a result, work performance is
just how fine an individual completes a job, role, task or
responsibility. This includes concrete
things such as revenue targets and imperceptible things such as
communication (Spacey J.
2017). Besides, Performance management can be defined as a
practice by which organizations
established goals, regulate standards, ascribe and appraise work,
and mete out rewards. In
consequence, it is used to develop organizational team and
individual performance and
development, as well as events envisioned to guarantee that
goals are unfailingly being met in
an operative and proficient manner, (McMahon G 2013).
II. Literature Review
2.1 Motivational Theories

Several diverse theories have existed that attempted and
supported to explain the concept
of motivation. More so, researchers have been learning the
theme of motivation for many years
and have made marvelous advancement for expounding
motivation that can be construed in the
workplace. This paper is going to look at some of these theories
that have been proven and
accepted by the general public. They comprise Maslow’s
hierarchy of needs, McGregor’s
theories x and y, McClelland’s theory of learned needs,
Alderfer’s ERG theory, Herzberg’s
two-factor theory, Vroom’s expectancy theory and different
types of motivation, such as
intrinsic and extrinsic. More so, many scientific researchers
have learned that motivational
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theories vary amongst themselves according to how they
describe behavior over motivation
content or through strong-minded psychological processes. Most
of these theories can be
separated into three basic types: content/needs theories,
process/cognitive theories and
strengthening/reinforcement theories. Even though additional
legal clarifications have been
advanced, these initial theories are essential as they embody the
basis from which current
motivation theories were established and since several
practicing managers still use these
theories (Burton K, 2012, Robins & Coulter 2012, Armstrong,
2009, Luthans & Doh, 2009 and

Elena, n.d).
2.1 Maslow’s Hierarchy of Needs Theory
One of the first and best-known content theories to describe
why people have dissimilar
needs at diverse times is Abraham Maslow’s needs hierarchy
theory discovered in the late 1943
and formulated in 1954. He revealed five basic classes of human
needs and positioned them in
a hierarchy (Burtin K, 2012, Robins & Coulter 2012, Armstrong
2009, Luthans & Doh 2009
and McShane 2000). Maslow hypothesized that everybody has
five basic needs that create a
need hierarchy. In ascending order, starting with the simplest
needs such as:
Physiological needs – like water, food, sex, clothing, and
shelter. Maslow opposed that
an individual’s determination to fulfill these biological needs is
bigger than the ambition to
satisfy any other type of need. In the context of work
motivation, these physiological needs
often are satisfied through the wages and salaries paid by the
organization.
Safety needs - are wishes for security (i.e. protection from

physical and emotional harm), as
well as assurance that physical needs will be met (stability), and
absence of pain. Organizations
usually support personnel to satisfy these needs through safety
programs and equipment and
by providing security through medical insurance, unemployment
and retirement plans, and
related benefits.
Social needs - a person’s need for affection, belongingness,
acceptance, and friendship.
This want for “belongingness” frequently is contented on the
job over social collaboration
within work groups in which people give and receive friendship.
Social needs can be satisfied
not only in officially dispensed work groups but also informal
groups
Esteem needs - are desires for power and status. Individual
need to feel vital and get
recognition from others. More importantly, receives promotions,
awards, and feedback from
the boss that will lead to self-confidence, prestige, and self-
important; and
Self-actualization needs - which represents the need for self-
fulfillment – a sense that the

person’s potential has been achieved. In an organization, an
individual may attain self-
actualization not over promotion but in its place by mastering
his or her environment and
setting and achieving goals (Robins & Coulter 2012, Luthans &
Doh 2009 and McShane 2000).
However, Maslow’s 1954 model does not take account of
“money”, which suggest that he does
not consider the need for money is essential. In practice all the
same, ‘money plays a part at
every level of the model, which helps us recognize how
monetary reward functions as a means
to an end, rather than an end in itself’ (Mead & Andrews 2009).
2.2 Mcgregor’s Theories X and Y
Douglas McGregor (1960) shaped his study in diverse
interpretations about people and
in what way they should be motivated. He improved two
opposite models of managerial
method identified as Theory X and Theory Y. McGregor found
out two stunningly dissimilar
sets of expectations thought by managers about their employees.
Which Stráníková (2008)

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described as ‘two possible views on human beings’. Theory X is
the old-fashioned view of
managers who only focused on the individual work and are ‘job
centred’. They presumed that
the ordinary human being or workers have minute
determination, distastes work and desires to
circumvent responsibility and therefore cannot be trusted. And
they need to be closely

controlled, coerced, directed, and threatened with punishment to
get them to work effectively.
Theory X was criticized for the reason that it denies employees
of the chances to placate what
Maslow recognized as higher-level social needs of self-esteem
and self-actualisation.
In contrast, theory Y stresses that people will exercise self-
direction in the service of the
objectives that they are committed to. Theory Y perceives
employees in more satisfactory light.
The theory ‘is more employee-centred style of management
capable of fully exploiting the
creative and productive potential of employees’. Theor y Y was
made on the supposition that
‘mental and physical efforts in work’ is as usual as ‘play and
rest’; that an ordinary person does
not disinclined work but would see it as a basis of ‘reward or
punishment’ that is contingent
upon well-regulated situations. Therefore, commitment to
objectives should be linked to the
rewards associated with their achievement. Thus, Robins and
Coulter (2012) and Stráníková
(2008) pointed out that ‘theory Y is a positive view that
assumes employees enjoy work, seek

out and accept responsibility, and exercise self-direction.
McGregor believed that Theory Y
assumptions should guide management practice and proposed
that participation in decision
making, responsible and challenging jobs, and good group
relations would maximize employee
motivation.
2.3 Alderfer’s Erg Theory
ERG was established by Clayton Alderfer to overawe the
difficulties with Maslow needs
hierarchy. ‘ERG theory groups human needs into three broad
categories: existence, relatedness,
and growth. However, the theory’s name is created on the first
letter of each need: E =
existence, R = relatedness, and G = growth.
Existence needs take account of a person’s psychological and
physically related safety
needs, such as the need for food, shelter, and safe working
conditions.
Relatedness needs consist of a person’s need to interact with
other people, get public
recognition, and feel safe and sound around people (i.e.,
interpersonal safety).

Growth needs include a person’s self-esteem through personal
achievement as well as the
concept of self-actualization (Bateman & Snell 2013, Robins &
Coulter, 2012 and McShane
&Von Glinow 2000).
Unlike Maslow’s model, nonetheless, ERG theory consist of ‘a
frustration regression
process’ whereby those who are not capable to satisfy a higher
need turn out to be frustrated
and retrogress to the next lower need level. For example, if
existence and relatedness needs
have been contented but growth need achievement has been
blocked, the individual will
become discouraged and relatedness needs will again emerge as
the central source of
motivation (McShane &Von Glinow 2000).
2.4 McClelland’s Theory of Learned Needs
McClelland D. (1973) dedicated his vocation ‘to studying three
secondary needs that he
considered particularly important sources of motivation:
Need for achievement - People with a high need for
achievement (nAch) want to achieve

rational thought-provoking goals over their own hard work.
Hence, they have a preference of
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‘working alone rather than in teams because of their strong need
to assume personal
responsibility for tasks’. High nAch people are as a result best
at ease ‘when their jobs offer
challenge, feedback, and recognition’.
Need for affiliation – need for affiliation (nAff) talks about the

desire to search for
authorization from others, ‘conform to their desires and hopes,
and ‘avoid conflict and
confrontation’ with them. Those people with a sturdy nAff
‘want to form positive relationships
with others’. They try to plan a promising appearance of
themselves and take other steps to be
liked by others. Moreover, ‘high nAff employees actively
support others and try to smooth out
conflicts that occur in meetings and other social settings’.
And; the Need for power – need for power (nPow) denotes the
desire to regulate ‘one’s
environment, including people and material resources’. People
with high nPow always ‘want
to exercise control over others and are worried about upholding
their leadership position. They
often depend on convincing communication, necessitate ‘more
suggestions in meetings, and
tend to publicly evaluate situations more frequently’.
On the other hand, McClelland (1973) developed an alternative
approach in ‘classifying
needs’ based largely on observing managers. In his observation,
‘he identified three needs as

being most important:
competitive success measured against
a personal standard of excellence.
friendly, compassionate
relationships with others.
influence others’.
He observed that diverse persons have dissimilar stages of
these needs. A number of them
‘have a greater need for achievement, others a stronger need for
affiliation, and still others a
stronger need for power. Whereas one need may be central,
though, this does not mean that the
others are nonexistent’. According to McClelland, these three
needs might be given ‘different
priorities at different levels of management’. Moreover,
Achievement needs are mainly vital
for achievement ‘in many junior and middle management jobs
where it is possible to feel
directly responsibility for task accomplishment’. However ‘in
senior management positions a
concern for institutionalized as opposed to personal power
becomes more important’.

Therefore, a strong need for attachment is not so important at
any level.
2.5 Herzberg’s Two-Factor Theory Or Motivation-Hygiene
Theory
Herzberg et al. (1957) and Herzberg (1968) distinguished two
types of motivational
factors, “hygiene” factors and motivators. Which are also term
as the two-factor model of
satisfiers and dissatisfiers as well as intrinsic and extrinsic
motivation. Any activities that are
embark on for the direct satisfaction of one’s needs are
measured to be ‘intrinsic motivation.
Intrinsic motivation cause happy feelings or a good attitude
within the worker and are task
related. e. g. recognition of task completed’. The hygiene
factors consist of wages, good
working conditions, good company policy and administration,
good relationships with
supervisors and peers, and job security. The existence of these
issues does not guarantee
satisfaction and productivity. However if they are lacking, the
employee will be disgruntled
and discouraged. ‘Satisfaction and productivity are only
possible when the employee is

positively motivated. Frederick Hertzberg’s motivator-hygiene
theory varies from Maslow’s
and Alderfer’s needs hierarchy models as it does not propose
that people change their needs
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over time. As an alternative Hertzberg put forward that
employees are mostly motivated by
growth and esteem needs, such as recognition, responsibility,
advancement, achievement and

personal growth (Rusua & Avasilcaia 2014, Robins & Coulter,
2012, Armstrong 2009, Mead
& Andrews 2009 McShane 2000 and Egbu n.d). In addition,
Mead & Andrews (2009) further
stated that Herzberg applied his motivator-hygiene theory in the
following techniques:
Job rotation - This involves planning the employee’s time so
that he performs a variety of
tasks. For instance, he spends a period of time working in
Process A, then moves to Process B,
then moves to Process C. Job rotation introduces variety to the
employee’s routine, and helps
develop a multi-skilled workforce. Employees may also be
rotated to perform the same task in
different settings. Japanese primary school teachers can expect
to be rotated between schools
every three years until, in their fifties, they are sent to the
district office.
Job enlargement - involves reorganizing the job specification so
that the employee now
performs all the tasks required to complete the process. Rather
than have Tasks C, D, E
performed by employees P, Q, R, respectively, all three tasks
are allotted to each of P, Q, R. In

theory, the individual derives greater satisfaction from
completing all tasks contributing to
production and seeing the completed unit than from specializing
in a single task.
Job enrichment- means making a job more interesting and more
challenging, which in practice
usually means more complex. First, responsibilities are pulled
down from above, and the
employee is trained to take new responsibilities for aspects of
the task that previously were
performed by a supervisor. Second, earlier work stages are
pushed forward into the job. Third,
later work stages are pulled back so that the employee is made
responsible for up-stream and
down-stream activities that were previously handled by other
persons. Fourth, parts of the task
are pushed down to a lower job level and are performed by
lower grades (whose jobs are thus
enriched by these responsibilities being pulled down). Fifth,
parts of the job are rearranged and
reordered.
2.6 Intrinsic And Extrinsic Needs
Many scholars have asserted that an individual is motivated to

do what they do by both
extrinsic and intrinsic factors. This explains that ‘an individual
can be motivated or driven by
forces within an individual or forces outside an individual’.
Motivation can be produced from
inside the individual. This can be identified as intrinsic
motivation (Gerson 2006). For instance,
if a person has a sturdy aspiration to reach some goals or do
something in order to achieve such
aspiration or goals, therefore the individual has to act in a
precise manner that will help him/her
‘reach such desired goals’. Thus, ‘intrinsic motivation is a form
of self - actualisation in which
a person needs to accomplish something worthwhile. In other
words, it is self - generated or
self- motivated and is free from financial rewards’ (du Plessis et
al 2016)
Motivation can also develop from outside the person and
affects his/her behaviour and
engagements which is well-known as extrinsic motivation.
When mentioning the idea of
extrinsic motivators to a work setting, it is undoubtedly
understood that this kind of issue can
influence most employees that come to work, as their work is

consider as their main source of
income (Neely, 2007, du Plessis et al 2016). The organization
ought to attempt to make a link
between intrinsic and extrinsic motivation. This is because if
the employee are not provided
with rewards and standard employment benefit packages they
cannot be motivated and as a
result will not devote their best effort that might produce good
performance in the long run.
Needs are regularly defined in terms of a hierarchy. The most
powerful hierarchy created
is still the one that was designed by Maslow in 1954. It
continues to impact ‘theories of
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motivation and the design of incentive systems’. It displays how
behavior is motivated at
certain points by chances to satisfy intrinsic needs and at other
points by another chances to
satisfy extrinsic needs (Mead & Andrews 2009).
2.7 Expectancy Theory
Vroom V.H (1964, Stráníková 2008, William 2010 and Egbu
n.d) formulated the
Expectancy theory. The theory endeavor to study the process of
motivation. In order to progress
with the study, Vroom uses three variables: “Valence”
“expectancy” and “instrumentality”.
Valence is the measure of an individual’s desire for certain
results and stands for value. It may
be positive (desired outcome) or negative (unattractive
outcome). Expectancy is the belief that
the output will lead towards expected performance.
Instrumentality is the credence that after

meeting the anticipated performance, the desired reward will be
received. According to
Vroom’s formula, if one of these three variables is zero,
motivation is absent: Motivation = f
(Valence x Expectancy x Instrumentality).
As valency stands for value, instrumentality the belief that one
action will lead to another,
and expectancy is the likelihood that action or effort will lead
to an outcome. As a result, the
‘strength of expectations’ may perhaps base on ‘past
experiences (reinforcement), but
individuals are frequently presented with new situations – a
change in job, payment system, or
working conditions imposed by management. In these
circumstances, motivation may be
reduced. Motivation is only likely when a clearly perceived and
usable relationship exists
between performance and outcome, and the outcome is seen as a
means of satisfying needs’.
The key support of this theory is that it takes a complete view
of the motivational process and
point out that individuals will only act when they have a
realistic expectancy that their
behaviour will lead to the desired outcome. (Armstrong 2009,

Egbu n.d)
Bose (2004) elaborated on Vroom’s theory which, clarifies the
relationship between
employee and organizational goals and; at the same time
recognizes the differences between
work and motivation. Besides, this theory is consistent with the
awareness that a manager’s job
is to design the supporting environment for performance to take
place by taking into account
the various situations. So Vroom’s theory is to a certain extent
consistent with ‘management
by objectives’ model. Schwind et al (2005) narrated a true story
that serves as a good example
of how the expectancy theory can be operationalized through
the concept of ‘management by
objectives’:
1*A bank manager needs to hire a teller. She interviews many
applicants and decides
on one who has the necessary abilities, skills, and traits. She
gives the teller a through
briefing on what will be expected of him, and explains how his
performance will be
measured. The teller also receives a job description that
explains all the tasks he is

expected to fulfill, complete with performance standards,
priorities, and
accountabilities (role clarity)
1 *This story was told by a branch manager during a
management seminar given by the first author for the Institute
of Canadian Bankers.
She had applied the expectancy model without knowing the
theory in Hermann Schwind- Professor Emeritus, Saint Mary’s
University; Hari
Das, Saint Mary’s University and Terry wagar, Saint Mary’s
University.Canadian Human Resource Management. A strategic
Approach 7th
edition, McGraw – Hill Ryerson 2005p422
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The manager makes sure that for the first few days the trainee
is working with an
experienced teller who guides him through the routines. The
manager also does some role-
playing with the trainee to make sure that he knows how to
react when he encounters any angry
customer (thereby developing self-confidence). She also make it
very clear to him that she is
always available if he needs any help, and that he can also rely
on the support of his colleagues
in the branch (supervisory and peer support raises self-
confidence)
The manager explains to the new teller how the bank’s pay
system works, and she
describes the performance appraisal system and the criteria that
are used to assess a teller’s
performance. She also discusses the performance objectives
with the teller and agrees with him
on some realistic goals and sets deadlines for their
accomplishment. During the discussion, she

tries to find out what rewards are valued by the teller. If, for
example, it turns out that the teller
is more interested in time off than in bonuses, the manager will
keep this in mind for reward
purposes.
The main element in expectancy model is the role clarity,
which affects the degree to
which employees apprehend their job, objectives, and their
supervisor’s expectations (Schwind
et al 2005).
2.8 Performance Management Practices
Performance management (PM) practice is concern with the
assessment and
development of people at work. The practice has developed to
be one of the most important
features of today’s operative organisations. In an ever more
competitive work environment,
organisations require to acquire the best out of their huma n
resources if they are to subsist and
flourish. If any organization fails to take that initiative, ‘serious
and sensitive questions about
the general management competence’ will be raised. Probably it

will be attributed to a faulty
operation of PM and appraisal type systems. However, the term
‘‘performance management’,
like many HRM innovations, is a U.S. import that has been a
major driver in the increased use
of performance appraisal (PA) and management type practices
across Europe [and
subsequently in third world countries] ( McMahon G., 2013).
In addition, Performance management is a goal-oriented
practice focused toward making
sure that the organizational processes are in place to make best
use of the productivity of
employees, teams, and eventually, the organization. It is a major
player in achieving
organizational approach ‘in that it involves measuring and
improving the value of the
workforce’. Moreover, PM take account of incentive goals and
the matching incentive values
so that the relationship can be clearly understood and
communicated. There is a close
connection between incentives and performance. Therefore,
Performance management systems
should be one of the most important focus in business today.
Even though, every HR function

contributes to performance management, training and
performance appraisal also play a more
important role. ‘Whereas performance appraisal occurs at a
specific time, performance
management is a dynamic, ongoing, continuous process. Every
person in the organization is a
part of the PM system. Each part of the system, such as training,
appraisal, and rewards, is
integrated and linked for the purpose of continuous
organizational effectiveness. With PM, the
effort of each and every worker should be directed toward
achieving strategic goals. If a
worker’s skills need to be improved, training is needed. With
PM systems, training has a direct
tie-in to achieving organizational effectiveness. In addition, pay
and performance are directly
related to achieving organizational goals (Chp8 PM & P n.d).
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It is important to ask the question, why organisations like to
review employees’ performance?
Better workplaces (n.d:70) gave a number of important reasons:
the overall business goals
– what part they play in achieving these goals, what they should
be doing and how they
should be doing it. Employees are generally more productive,
more enthusiastic and
more committed when they know how they contribute to the
business.
-performance and its reasons (either work-related or
personal) can be identified
early, discussed and resolved before bigger problems arise.
Potential skills gaps and appropriate training and skill

development can be identified.
– a pat on the
back for a job well done
can increase productivity and commitment.
an opportunity for staff
to raise issues and concerns, and express their opinions about
their work.
s can discuss with employees what it is that they
enjoy about their work and
what motivates them – for example, achievement, advancement,
responsibility, new
challenges, learning or financial rewards.
ance review
process establishes regular
communication and feedback with staff.
Managing performance is a worthy approach that will enable
you to check if employees
have the right skills, attitude and knowledge that are needed to
accomplish your business
objectives.
Consequent upon the literature reviewed on employee

motivation and performance, it is
evident that all theories were established on some
experimentations or observations, as a result
they are just written ends about a tested situation. Though
circumstances can be comparable,
they will perhaps by no means be the same. For that reason,
managers should first of all direct
their thoughtfulness towards their employees. They should
observe the employees,
communicate with them, so that they will be able to put together
a portrait about their
expectations and behaviors. Until this is accomplished managers
might always choose which
theory to follow (Stráníková, 2008).
III. Research Methodology
The author deed an armchair research in organizing this paper.
The armchair research
method was carried out to review the obtainable literature of
this work. The study is exclusively
based on secondary data. Secondary data has been collected
from several sources including
relevant books, journals and websites.

IV. Discussion
Since the emergence of globalization the need to motivate
employees has become
prominent in management agendas. Managers nowadays are face
with the challenge of getting
‘highly performing’ employees in order to meet organizational
goals. It is no doubt that
organizations are motivating their employees to get them to do
what they want them to do in
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order to gain competitive advantage over their competitors in
the market. Studies have showed
that highly motivated employees that are productive and
creative/innovative can lead the
organization to success through the achievement of its desired
results. Therefore, organization
continued success will be largely dependent on its ‘motivated
employees’. As motivation is the
self-directed behavior of a person to do what will get him the
desired result (felt need). Thus,
a highly motivated individual can always work assiduously to
meet his/her performance
objectives set by the company. And can sometimes go the extra
– mile to surpass his/her target.
For that reason, HR managers should endeavors to provide the
enabling environment that will
allow employees to make use of their expertise. This practice
might influence employees to
performance well and thereby minimize cost and maximize
profit. Since managing
performance is a way of investigating what type of skills,
attitude and knowledge that employee

needs to achieve the company goals.
For a greater understanding of motivation and performance
many theories have
forwarded to explain the concept of motivation and performance
management such as:
Maslow’s hierarchy of needs which, discovered five elementary
level of human needs and
placed them in a chain of command such as Physiological needs,
Safety needs, Social needs,
Esteem needs and Self-actualization needs. This theory explains
how people are motivated
from the lower needs to the upper needs. Therefore, a
satisfaction of one need leads to the
motive to satisfy another need and so on. This process Maslow
term as the ‘satisfaction
progression processes’. However, Maslow theory was unable to
foretell employee needs and
did not focus his theory on monetary desire. Nevertheless,
Alderfer’s ERG theory, tries to
address the problem of moving from one satisfier to another.
For Alderfer when the upper need
is not satisfied (although the individual may be frustrated
which, Alderfer referred to as ‘the
frustration regression processes’) the person can rescind to the

lower need and continues to
enjoy the previous motivation. That is why he grouped his
human needs into three broad
categories such as: existence, relatedness, and growth in order
to cow the difficulties of Maslow
needs hierarchy.
However, Herzberg’s motivator hygiene theory is the opposite
of Maslow and Alderfer
theories that state that self-actualization or growth is the main
basis of motivation in the job.
For Herzberg it is not true because; satisfying one need does not
mean that there is no
dissatisfiers on that need. For instance, the improvement on the
hygiene factors may reduce
dissatisfaction but, not increase satisfaction. The two-factor
model of satisfiers and dissatisfiers
was established by Herzberg et al (1957). The model emanating
from a study piloted to be
acquainted with the bases of job satisfaction and dissatisfaction
of accountants and engineers.
It is expected that people can express satisfaction or
dissatisfaction on a job depending on the
conditions embedded in the job.

On Vroom’s expectancy theory, he uses three variables:
“Valence”,” expectancy” and
“instrumentality”. Valence quantify the person’s needs based on
the result produce. The
outcome may be positive (anticipated outcome) or negative
(unpleasant outcome). Expectancy
is the conviction that the productivity of the worker can lead to
the direction of predictable
performance whilst; instrumentality is the belief that after
meeting your target you then get the
expected reward. Moreover, Vroom expectancy theory focuses
mainly on the fulfillment of
individual expectation in terms of performance delivery and the
reward that follows. In
addition, employee knows what the employer’s expectations is
in relation to the job and what
his/her’s own expectation is in terms of reward for a job well
done. Therefore, this theory
reward for hard work and accomplishment in order to increase
motivation. Moreover, reward

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DOI : https://doi.org/10.33258/birci.v 2i3.405
is linked with performance and the attractiveness of the reward
can ignite the employee to go
the extra- mile to deliver.
For intrinsic and extrinsic they explain how an individual can
be motivated by forces
within or forces outside. Thus, intrinsic factors consist of the
want for accomplishment and the
chance to do motivating work (self – actualization) whilst;
extrinsic factors take account of
‘needs for food, shelter and money’. However, this theory is to
remind the managers that their
job is to design the enabling environment that will

promote/facilitate performance by taking
into account different situations.
On the other hand, McClelland beliefs that learned needs can
also be a source of
motivation through the reinforcement of that behavior in
dealing with teams or subordinates in
accomplishing a task. McClelland’s theory of learned needs
studied three secondary needs that
can motivate people such as: need for achievement, need for
affiliation and need for power. He
observed that different people have unrelated phases of needs.
Some people ‘have a greater
need for achievement, while others a stronger need for
affiliation, and others a stronger need
for power’. According to McClelland, these three needs might
be given ‘different priorities at
different levels of management’. He further pointed out that
‘achievement needs’ are mainly
applicable ‘in many junior and middle management jobs, where
direct responsibility is being
noticed for job achievement as oppose to senior management
positions.
McGregor’s theories x and y discovered two strikingly
opposite sets of anticipations

held by managers about their employees – in theory x managers
assumed that the ordinary
workers have little willpower, dislikes work and desires to
avoid responsibility and cannot be
trusted whilst, theory y emphasizes that people have self-
direction in meeting objectives that
they are committed to. Because of these perceptions, managers
set targets for employees and
use performance management practices to keep them committed
on the job. Thus, the
emergence of theory Z (i.e. a combination of theories X and Y)
by Ouchi was necessary in the
management of the opposite sets of employees.
V. Conclusion
Thus, it is necessary to note that employees are the reason for
the successful performance
of organizations nowadays. It is evident that all theories were
developed on some investigations
or observations, as a result they are just written ends about a
tested situation. Though
circumstances can be comparable, they will perhaps by no
means be the same. Also, studies

have showed that highly motivated employees that are
productive and creative can lead the
organization to success through the achievement of its desired
results. Therefore, managers
should improve on their motivational strategies for the
continued success of those
organisations.
References
Armstrong Michael (2009), A Handbook of Human Resource
Management Practice 11th
Edition Kogan Page London and Philadelphia
Bateman T. S. and Snell S. A. (2013) MANAGEMENT: Leading
& Collaborating in a
Competitive World Tenth edition. Published by McGraw -
Hill/Irwin
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