The study examined the relationship between non-financial incentives and workers’ motivation in Akwa Ibom State Civil Service exploring five key variables of continuing professional development, performance feedback, employee employment, employee participation in decision-making and task autonomy. Survey research design was adopted involving the use of questionnaire to gather data from 392 respondents drawn from a population of 20465 civil servants in state using Taro Yamene Sample Size Determination Table. The sample was drawn across all ministries and departments through stratified and convenience sampling techniques. Data collected were analysed using descriptive and inferential statistics. Hypotheses were tested at 0.05 level of significance. The five dimensions of non-financial incentives were positively correlated with workers’ motivation from the results of the analysis. Continuing Professional Development (CPD) had the highest correlation value (r = 0.33, P<0.01). Also, the five null hypotheses were rejected implying that the variables of study influence workers’ motivation in Akwa Ibom State Civil Service, Nigeria with beta coefficients and t-values of CPD (0.29;4.313); PF (0.117; 3.500); EE (0.2.141); PDM (0.182; 2.935), and TA (0.231;2.817). It was concluded that since workers’ motivation is a vital tool to organizational effectiveness and growth, employers should explore more of non-financial incentives in formulating and implementing employee benefits related policies.
PowerPoint presentation on Variable Pay Viren Patwa
Hello friends my self viren an i gonna share u PowerPoint presentation on Variable Pay with important details highlighted
If u like my presentation pls like an share have a good thank you
Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction.Compensation Management is a Process of compensation management is to establish & maintain an equitable wage & salary structure & an equitable cost structure .it involves job evaluation, wage & salary survey, profit sharing &control of pay costs.
According to Thomas J. Bergmann(1988) compensation consists of four distinct components:
Compensation = Wage or Salary + Employee benefits +Non-recurring financial rewards+ Non-pecuniary rewards.
Compensation is a tool used by management for a variety of purposes to further the existence of the company. Compensation may be adjusted according the business needs, goals, and available resources.
PowerPoint presentation on Variable Pay Viren Patwa
Hello friends my self viren an i gonna share u PowerPoint presentation on Variable Pay with important details highlighted
If u like my presentation pls like an share have a good thank you
Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction.Compensation Management is a Process of compensation management is to establish & maintain an equitable wage & salary structure & an equitable cost structure .it involves job evaluation, wage & salary survey, profit sharing &control of pay costs.
According to Thomas J. Bergmann(1988) compensation consists of four distinct components:
Compensation = Wage or Salary + Employee benefits +Non-recurring financial rewards+ Non-pecuniary rewards.
Compensation is a tool used by management for a variety of purposes to further the existence of the company. Compensation may be adjusted according the business needs, goals, and available resources.
The study investigates the effects of incentives on employee’s productivity. The study had the
following objectives: The relationship between incentive and productivity of employee’s in organisations
Employee orientation: Orientation- Definition and Meaning
Purpose of Orientation
Orientation programme
Requisites of an programme effective
Problems of orientation
Orientation checklist
Evaluation of orientation programme
Employee placement
1. What is performance appraisal.
2. Developing and instituting performance appraisal system( steps explained in detail).
3. Rewarding performance.
4. Linking rewards to organizational objectives.
The Effects of Motivation on Employees’ Commitment in the Banking Industry in...ijtsrd
Banking industry represent a proportion of the service sector in every country and it is widely recognized that they contribute to employment growth. Since business establishments are human organizations, people are very essential in its existence and success. In spite of the efforts being made by the financial industries to improve staff commitment, employees’ motivation is still relatively challenging. This study adopted survey design because it provides the opportunity to describe the variables through the collection of primary data with the use of structured questionnaire. The population of this research is 5,200 employees of national, state and unit banks located across Lagos State, Nigeria. The sample frame from which employees of banks from the five geo political zones in Lagos State Badagry, Mainland, Epe, Island, and Ikorodu were selected regardless of their location in the State. This research work considered all participating banks in Lagos State. Senior and junior staff of participating banks were selected within the framework and a total of one thousand five hundred 1500 respondents were used. A self constructed and validated instrument titled, Staff Motivation and Employees Commitment in Banks Questionnaire SMECBQ . This was validated and a reliability test was performed, and the Cronbach’s alpha for the whole instrument is 0.79. The result showed that the questionnaire has a high level of reliability. The results of the findings revealed that The Pearson Correlation of motivation and employees’ job commitment was computed and established as 0.289 p value=0.000 showing a weak significant and positive relationship between the two variables. This means that there is a weak positive relationship between motivation and employees’ job commitment in the banks in Lagos State. The study concluded as motivation increases so do employees’ job commitment to the banks. Hence it was recommended that banks should align their reward system with those of other comparable institutions and that the safety and health needs of staff should continue to be addressed particularly for those on the field. Odunayo, H. A. "The Effects of Motivation on Employees’ Commitment in the Banking Industry in Lagos State, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd51843.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/51843/the-effects-of-motivation-on-employees’-commitment-in-the-banking-industry-in-lagos-state-nigeria/odunayo-h-a
Effects of Reward on Performance of Workers in the Nigerian Public Sectorijtsrd
Service delivery in Nigeria's public sector has assumed greater significance given that much is required of the civil service if government is to successfully execute its policies and programmes. However, for effective and efficient service delivery and improved job performance in the public sector, workers need to be appropriately motivated. It is in view of the foregoing that this study was designed to examine the effect of reward on employee's performance in Oyo State civil service. The study was anchored on motivational theory of equity which sees performance as consequence of fair treatment of employees. To address the study problems, descriptive survey design was adopted. The population of the study comprises of 7,785 employees of the Ministries, Departments and Agencies MDAs of the Oyo State Civil Service. A sample size 381 was drawn by the use of Talo Yamanes formula of which 200 copies of questionnaires was duly completed and returned and this represents 52.5 response rate. In line with the study objectives, four hypotheses were formulated and tested using simple regression analysis and t test analysis through the use of the 22nd version of SPSS. The findings revealed significant individual and joint effect of financial and non financial rewards on performance. In addition, the study discovered that non financial reward in comparison to financial reward significantly impacted more on performance. In view of the findings, the study recommended that it is high time government knew what propels its workforce to improved productivity. In particular, in service training, merit based promotion, recognition, meritorious service awards, recommendation and other forms on non financial reward were advocated while not forgetting performance based incentives. Esione, Uchechukwu Onyeka | Osita, Fabian Chinedu | Prof. Chigbo D. Ngige ""Effects of Reward on Performance of Workers in the Nigerian Public Sector"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-2 , February 2020,
URL: https://www.ijtsrd.com/papers/ijtsrd30043.pdf
Paper Url : https://www.ijtsrd.com/management/organizational-behaviour/30043/effects-of-reward-on-performance-of-workers-in-the-nigerian-public-sector/esione-uchechukwu-onyeka
The study investigates the effects of incentives on employee’s productivity. The study had the
following objectives: The relationship between incentive and productivity of employee’s in organisations
Employee orientation: Orientation- Definition and Meaning
Purpose of Orientation
Orientation programme
Requisites of an programme effective
Problems of orientation
Orientation checklist
Evaluation of orientation programme
Employee placement
1. What is performance appraisal.
2. Developing and instituting performance appraisal system( steps explained in detail).
3. Rewarding performance.
4. Linking rewards to organizational objectives.
The Effects of Motivation on Employees’ Commitment in the Banking Industry in...ijtsrd
Banking industry represent a proportion of the service sector in every country and it is widely recognized that they contribute to employment growth. Since business establishments are human organizations, people are very essential in its existence and success. In spite of the efforts being made by the financial industries to improve staff commitment, employees’ motivation is still relatively challenging. This study adopted survey design because it provides the opportunity to describe the variables through the collection of primary data with the use of structured questionnaire. The population of this research is 5,200 employees of national, state and unit banks located across Lagos State, Nigeria. The sample frame from which employees of banks from the five geo political zones in Lagos State Badagry, Mainland, Epe, Island, and Ikorodu were selected regardless of their location in the State. This research work considered all participating banks in Lagos State. Senior and junior staff of participating banks were selected within the framework and a total of one thousand five hundred 1500 respondents were used. A self constructed and validated instrument titled, Staff Motivation and Employees Commitment in Banks Questionnaire SMECBQ . This was validated and a reliability test was performed, and the Cronbach’s alpha for the whole instrument is 0.79. The result showed that the questionnaire has a high level of reliability. The results of the findings revealed that The Pearson Correlation of motivation and employees’ job commitment was computed and established as 0.289 p value=0.000 showing a weak significant and positive relationship between the two variables. This means that there is a weak positive relationship between motivation and employees’ job commitment in the banks in Lagos State. The study concluded as motivation increases so do employees’ job commitment to the banks. Hence it was recommended that banks should align their reward system with those of other comparable institutions and that the safety and health needs of staff should continue to be addressed particularly for those on the field. Odunayo, H. A. "The Effects of Motivation on Employees’ Commitment in the Banking Industry in Lagos State, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd51843.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/51843/the-effects-of-motivation-on-employees’-commitment-in-the-banking-industry-in-lagos-state-nigeria/odunayo-h-a
Effects of Reward on Performance of Workers in the Nigerian Public Sectorijtsrd
Service delivery in Nigeria's public sector has assumed greater significance given that much is required of the civil service if government is to successfully execute its policies and programmes. However, for effective and efficient service delivery and improved job performance in the public sector, workers need to be appropriately motivated. It is in view of the foregoing that this study was designed to examine the effect of reward on employee's performance in Oyo State civil service. The study was anchored on motivational theory of equity which sees performance as consequence of fair treatment of employees. To address the study problems, descriptive survey design was adopted. The population of the study comprises of 7,785 employees of the Ministries, Departments and Agencies MDAs of the Oyo State Civil Service. A sample size 381 was drawn by the use of Talo Yamanes formula of which 200 copies of questionnaires was duly completed and returned and this represents 52.5 response rate. In line with the study objectives, four hypotheses were formulated and tested using simple regression analysis and t test analysis through the use of the 22nd version of SPSS. The findings revealed significant individual and joint effect of financial and non financial rewards on performance. In addition, the study discovered that non financial reward in comparison to financial reward significantly impacted more on performance. In view of the findings, the study recommended that it is high time government knew what propels its workforce to improved productivity. In particular, in service training, merit based promotion, recognition, meritorious service awards, recommendation and other forms on non financial reward were advocated while not forgetting performance based incentives. Esione, Uchechukwu Onyeka | Osita, Fabian Chinedu | Prof. Chigbo D. Ngige ""Effects of Reward on Performance of Workers in the Nigerian Public Sector"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-2 , February 2020,
URL: https://www.ijtsrd.com/papers/ijtsrd30043.pdf
Paper Url : https://www.ijtsrd.com/management/organizational-behaviour/30043/effects-of-reward-on-performance-of-workers-in-the-nigerian-public-sector/esione-uchechukwu-onyeka
Employee Motivation and Job Performance of Selected Construction Companies in...Dr. Amarjeet Singh
This study was to investigate the relationship
between employee motivation and job performance of selected
construction companies in Rivers State. In this study, we have
two variables employee motivation as the independent
variable and job performances as the dependent variable.
Both of these variables have their dimensions and measures
which will assist the researcher to find out the relationship
that employee motivation and job performances of selected
construction companies in Rivers State, the methodology
adopted was descriptive research design to collect both
primary and secondary data. The population of this study
consists of 100 (one hundred) staff in the selected construction
companies in Rivers State. The instrument used for data
collection was a questionnaire in four point likert scale. 100
copies of questionnaire were distributed to employees of
selected construction companies in Rivers State which 90 was
retrieved for the analysis. The test-re-test method was adopted
in assessing the reliability of the study instrument. The data
were analysed using t-test, while three hypotheses were tested
using cronbach alpha with the help of Statistical tool to
establish the significance of relationship between employee
motivation and job performance of selected construction
companies in Rivers State. From the above it was
recommended that organizations should emphasize on
induction training. Employee motivation plays a vital role in
job performance. Management should evaluate employee
suggestion scheme and use the feedback from the workforce to
improve the company’s environment and fulfill their needs
and skills. People are different and they are motivated by
diverse needs, such as physiological needs, safety requirements
and self-actualization needs. Thus, managers should focus on
reducing job dissatisfaction (working conditions, salary,
supervision, relationship with employee), while using
motivating factors such as achievement, recognition,
promotion and conducive work environment. If employees feel
appreciated for their work and are involved in decisionmaking, their enhanced enthusiasm and motivation will lead
to better productivity and loyalty. The study recommends that
Construction Companies should create better work
environment, recognition and promotion for better job
performance. The study recommends that Construction
Companies should include employees in policy making which
will boost their job performance.
An Empirical Study of Employees’ Motivation and its Influence Job SatisfactionAI Publications
Human Resource Management is getting more important in the business nowadays, because people and their knowledge are the most important aspects affecting the productivity of the company. One of the main aspects of Human Resource Management is the measurement of employee satisfaction. Companies have to make sure that employee satisfaction is high among the workers, which is a precondition for increasing productivity, responsiveness, quality, and recognitionservice. The aim of this thesis is to analyze the level of employee satisfaction and work motivation. It also deals with the effect the culture has on employee satisfaction. The theoretical framework of this thesis includes such concepts as, job satisfaction, motivation, and rewards differences. One of the biggest strength of the organization is the relationship and communication between the employees and the managers.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Many organizations and institutions are struggling to survive in a business and market environment
which is volatile and fierce, and thus they are doing everything within their means in their quest to keep the
motivation levels of their staff high and to ensure an increase in their competitiveness and an improvement in
performance. Several studies indicate that improved employee performance gives organizations an age over and
above the others in the same business
Remuneration and Employee Productivity of Selected Private Universities in Og...ijtsrd
Employee productivity is germane to the survival of every organization. Private universities in Nigeria are experiencing negative employee outcomes in the area of employee productivity. This is attributable to poor remuneration which is one of the major source of motivation to employees. The study examined the effect of remuneration on employee productivity of selected private universities in Ogun State, Nigeria. The study employed cross sectional survey research design. The population of the study was 3835 faculty and staff of 4 selected private universities in Ogun State Nigeria Crescent University, Covenant University, Bells University and Crawford University . Using the research advisor table, the sample of 450 was determined. Stratified sampling technique was used in selecting the respondents. A structured and validated questionnaire was adopted for data collection. Cronbach’s Alpha reliability coefficients of the constructs ranged from 0.73 to 0.93. The response rate was 73.56 . Data were analyzed using descriptive and inferential simple linear regression statistics. The result shows that remuneration has a positive significant effect on employee productivity of selected private universities in Ogun State, Nigeria ß = 0.547, R2 = 0.269, t = 10.998, p 0.05 . The study concluded that remuneration affect employee productivity of selected private universities in Ogun State, Nigeria. It was recommended that in other for the educational institutions to competitively survive in this present economy, adequate and enhanced human resources management practices in the area of remuneration should be implemented to help in boosting the employee productivity in the universities. Nzeadibe, Nnaemeka G | Akpa, Victoria O "Remuneration and Employee Productivity of Selected Private Universities in Ogun State, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd42335.pdf Paper URL: https://www.ijtsrd.commanagement/hrm-and-retail-business/42335/remuneration-and-employee-productivity-of-selected-private-universities-in-ogun-state-nigeria/nzeadibe-nnaemeka-g
This research aimed to analyze the effects of organizational commitment, competency, and reward
on employee performance. The population of this research was local public officers in the Yapen Islands
Regency.
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
The aim of this study is to investigate reward system and employee performance in three selected
companies such as Nestle Plc, Mumudia Integrated services and Bucebal ventures limited in Port Harcourt,
Rivers State. The study also shows how employees improve its performances in a reward system. Questionnaire
was used as instrument and 60 questionnaires were issued and while 50 questionnaires were retrieved to check
the respondent’s opinion.
The Influence of Human Resource Development, Organizational Commitment, Compe...inventionjournals
This research aims at examining and analyzing the influence of human resource development, organizational commitment, compensation, working environment, and leadership style to employee performance. This studyis an explanatory research which examines the hypothesis. This research was conducted at SULUTGO Bank Company in North Sulawesi Province. The sample for this research was 135 respondents of the total population which is 204 employees. The technique used for data collection is area proportional random sampling. The data were collected from the distributed questionnaires which was ranked, tabulated and analyzed by the double linear regression statistics. The result of this research shows that: 1) the human resourcedevelopment has positive and significant impact to employee performance.2) The organizational commitment has positive but insignificant influence to employee performance. 3) Compensation has positive but insignificant influence to staff’s performance.4) Working environment impacts positively and significantly to staff’s performance. 5) Leadershipstyleimpacts positively and significantly to staff’s performance
The effect of organizational culture and reward on civil servants performance...inventionjournals
This research aims at investigating the effect of organizational culture and reward on civil servants performance mediate motivation and job satisfaction. The design of this research using by survey method with a questionnaire based cross-sectional study. Simple random sampling is used in the determination of the sample with a total of 170 civil servants. Data analysis methods used in testing the hypothesis is Structural Equation Modeling (SEM). Organizational culture and rewards positive and significant effect on work motivation and job satisfaction, work motivation positive and significant effect on job satisfaction, further more organizational culture, reward and work motivation positive and significant effect on civil servants performance. Work motivation and job satisfaction is not as mediating variable to explain the effect of the organizational culture and rewards on the civil servants performance. The practical implications of this research by providing improved understanding of civil servants in improving the individual performance. The limitations of this study on the sample size using only civil servants, thus limiting the ability to generalize the results of the research findings. Originality of research provides basic configuration against the development of modeling by using Structural Equation Modeling and conceptual models that proved the effect of organizational culture and reward on civil servants performance using motivation and job satisfaction as a mediating variables, which in previous studies carried out partially.
Human Resource Practices and their Impact on Employee Commitment in the Catho...ijtsrd
This paper examines the impact of Human Resource Practices on Employee Commitment among teachers of the Catholic Education agency in the Diocese of Buea. Among the human resource practices considered were compensation, recognition, training, and working conditions. With a total of 1000 employees, 278 employees participated in the research. Questionnaires were used to collect the data based on convenience sampling. A survey research design was utilized in the research. The findings revealed that there was a positive relationship between the aforementioned practices and employee commitment. Conclusions, recommendations and indications for future research are discussed in the paper. Kengnjoh Michael Mbuwir "Human Resource Practices and their Impact on Employee Commitment in the Catholic Education Agency, Diocese of Buea, SWR Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd57515.pdf Paper URL: https://www.ijtsrd.com.com/humanities-and-the-arts/education/57515/human-resource-practices-and-their-impact-on-employee-commitment-in-the-catholic-education-agency-diocese-of-buea-swr-cameroon/kengnjoh-michael-mbuwir
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
The integration between innovation and business is a key factor in competitiveness between organizations. That is, innovation applied to a business makes no sense if not considered as an integral tool for the processes of the organization. Companies should therefore adopt a policy where innovation plays a strategic role in the design of business models to become lean, effective and competitive entities (Moraleda, 2004). The objective of this paper is to show the importance of innovation within companies, identifying the concept, the various models that different entities might adopt in order to develop better processes of innovation, as well as indicators that represent innovation at global and national levels in order to develop strategies that lead to an increase in competitiveness. For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted.
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
Child labor is one of the issues receiving much attention from researchers and scholars around the world. Child labor still occurs in most countries around the world. Viet Nam is also one of the countries with relatively high child labor and increasing trend. This article is based on critical discourse analysis and data from the General Statistics Office of Vietnam to analyze some fundamental issues of child labor in Vietnam, thereby giving policy suggestions to the Vietnam government in minimizing the current child labor situation.
The rapid trend of changes and social issues in managing the global workforce has forced organizations to look for innovative ways of enhancing the job satisfaction of employees. Among these innovative approaches is the provision of Flexible Working Arrangements (FWAs). The purpose of this exploratory research was to identify the effects of FWAs, i.e., flextime schedule, compressed workweek, and telecommuting on job satisfaction from the perspective of the Ethiopian national employees of the United Nations Economic Commission for Africa (ECA) in Addis Ababa. To achieve this objective both descriptive and inferential statistics were conducted. The total population of the study was 250; out of which, 71% of responses were collected. A primary data collection method was implemented using a structured questionnaire. The analysis showed that there is significant positive effect of flextime schedule (R = .39, R2 = .264, p = .001) and compressed workweek (R = .39, R2 = .159, p = .039). This means that increase in the use of flextime schedules and compressed workweek enhances job satisfaction for employees of the ECA in Addis Ababa. The independent variables reported R = .39 and R2 = .15 which means that 15% of corresponding variations in employee job satisfaction can be explained by flexible working arrangements. Nevertheless, this study found out that there are no significant relationship of telecommuting (R = .39, R2 = .065, p = .398) on job satisfaction. Therefore, since the provision of FWAs is at the nascent stage, further studies on the effect of telecommuting on job satisfaction from Ethiopian employees context are highly recommended.
This study evaluates the impacts of urban road investment and operation in China, especially the spillover effect attributable to the investment of urban road projects. Using the synthetic control method and difference-in-differences technique and taking the opening of Jiaozhou Bay Bridge and its Subsea Tunnel in China on 30 June 2011 as a natural experiment, this paper investigates the causal effect between urban road investment and its economic impacts. Results show that the project has a positive externality in terms of its contribution to the output and employment: taken the industrial relative output as outcome variable, no matter whether the covariates are controlled or not, the parameters of the interactive terms are positive; taken the industrial relative employment rate as outcome variable, the gap between the treated unit and its counterpart indicates a direct program effect for the treated city as well as a spillover effect across the cities within the sample province. Furthermore, the permutation test ascertains that the probability of achieving a spillover effect as large as the treated city is around 5.88 per cent. Overall, the investment and operation of urban road transportation infrastructure has a noticeable spillover effect. Our results are robust across a series of placebo tests.
Poor public management defined by corruption and lack of prudence in public life continues to hold Nigeria hostage and makes good governance difficult. Since the 1980s government has been using many methods including the processes of privatization and commercialization as means of re-engineering the public sector for total quality management, and to increase the share of the public sector’s contribution to the gross domestic product. The experiment never achieved the desired level of success partly due to lack of political will on the part of government to wedge a total war against corruption, and also partly because the public sector is a large scale administration that has many entry and revolving doors which government finds difficult to close. These limitations provide the incentives for widespread public corruption that is recognized as one of the greatest challenges of government in carrying out its mandate. 110 respondents participated in this study conducted through the exploratory research design. The participants provided useful data that were triangulated with data from secondary sources for the purpose of the study. To achieve the objective of the investigation, data were analyzed through statistical techniques and the result showed significant positive correlation between good governance and good management. It was recommended that appointments in the public sector should feature a combination of people from private and public sectors of the economy to enhance competence with the aim of reducing public sector corruption. Further study should examine the reasons behind rising budget deficits as a way of reducing cost of governance in Nigeria.
In this article, we analyze in the Malian context the link between the structure of the shareholding and the sustainability of companies based on data from the census of industrial enterprises of the Ministry of Trade and Industry, 2015. The results show that Mali’s economic opening option in the 1980s, strengthened in the 1990s following the implementation of the Structural Adjustment Programs, resulting in the state’s withdrawal from the management of enterprises, have enabled the emergence of private enterprises in almost all sectors of economic activity. However, shareholding in industrial enterprises has suffered from poor governance. It also shows that the number of women entrepreneurs is close to that of men. Between 2010 and 2014, the majority of shareholders are in the agri-food sector. The majority of the investment is in the metal and metallurgical sector.
This paper’s objective is to present the importance of the strategic planning in business management. Speaking of strategic planning is always speaking in general terms and how to fix paths of behavior will necessarily affect deeply and significantly in the future evolution of the company or organization that adopts it. Today we think of the organization as part of an environment and in terms of options or choices based on what you have, of its surroundings and the opportunities or pathways that can lead to achieving the objective, (Garrido, 2009). For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted. The conclusions were that the be properly analyzed and adapted to the precise conditions and characteristics of the small business or, more generally, to any type of business for which the planning is intended. Strategic planning brings multiple benefits (which exceed its disadvantages) if applied in the right way, however, there are inherent risks, which can be overcome with proper monitoring and control.
This literature review is organized in five sections. Firstly, we begin with general ideas and continue with the origin of the fraudulent. Secondly, we discuss the struggle of the phenomena, insisting on the available mechanisms. Finally, we’ll discuss the link between audit and fraud.
Accounting function aims at providing accurate and sufficient accounting information to facilitate proper financial reporting and management performance. Accounting information is usually in the form of periodic or annual financial statements which are products of costing, financial and management accounting prepared for the benefit of a number of external interest groups. Accounting has its roots in the stewardship approach and as a management performance tool to guide the agent and the principal over the exact status of the going concern. Accounting function also involves financial statement analysis, interpreting the accounts by computing and evaluating ratios which relate pairs of financial information or items with one another. This analysis of ratios can be cross-sectional comparing the results of one company with another or trend. In doing so close attention is usually paid to profitability ratio to help keep pace with effective management performance. The exploratory research design was adopted for the study and result showed positive correlation between accounting function and management performance. The study was not exhaustive, therefore, further study should examine the relationship between audit failure and business failure as a matter of finding a solution to the problem. It was recommended that management should always carefully study audit reports to enhance decision making and management performance.
This study examines the effect of the trademark on consumer behavior of consumers of air conditioners in Sudan, in order to know the dimensions of the trademark that affect consumer behavior in Sudan, and provide information to companies on the dimensions of the trademark that affect the purchasing decision of the customer and contribute to customer satisfaction. The study adopted descriptive analytical method using a sample of 230 individuals who consume air conditioners in Sudan. The results showed that there is a positive significant relationship between the trademark of air conditioning and consumer behavior as well as a positive significant relationship between the trademark name of air conditioning and consumer behavior and finally there is a positive significant relationship between the trademark logo and consumer behavior.
In recent years, retired workers eligible for social security receive their emoluments from the appropriate regulatory agency and this provides more realistic evidence on the better living standard of the aged (retirees) under the scheme. Empirically, this paper examines the impact of social security on economic growth in Ghana using time series secondary (monthly) data ranging from 2000 – 2018. The author answers in two questions: 1) how significant are pensioners benefit payments dependent on economic growth and also, 2) how business environmental policy is contributing to economic performance as far as pensioners well-being are concerned. Using STATA analytical software, the findings show a positive significant relationship between social security and economic growth. The study concludes by outlining appropriate policy measures to help strengthen the current social security scheme in Ghana.
This research begins by showing the different meanings attributed to the term cluster by different currents and authors, which suggests definitions that are found around its spatial framework. Next, the factors that intervene in the competitiveness of a region and its growth are shown, for the development of these, Porter’s model of competitiveness which was taken as reference, and the contexts: geographical and economic. Therefore, the methodology was used based on a qualitative design, with descriptive and correlational scope since it will analyze differences of each cluster, with respect to the factors of dimensions, establishments, growth, economic impact and policies. To do this, the information-gathering tool was two semi-structured interviews with cluster leaders in both countries, because the approach is based on data collection methods that are not completely standardized or predetermined. And finally, the results of the comparison of the Mexican Bajío automotive cluster with the German cluster located in Baden-Württemberg are presented.
This research aims at identifying the impact of excellence in drawing up the following four marketing mix strategies (Product, Pricing, Promotion and Distribution) of the small and medium enterprises in Jordan, in terms of their marketing performance in its dimensions (Sales Growth, Profit Growth, Customer Attraction and Customer Retention).In order to reach the results of this study, A total of (187) valid questionnaire surveys were collected from companies belong to the SME Association in Jordan. The Statistical Package for the Social Sciences (SPSS) approach was used to analyze the collected data. The empirical results indicated there is a significant relationship between the building of marketing strategies of the marketing mix elements in the Jordanian SME and their marketing performance, by (sales growth, profit growth, customer attraction, and customer retention) dimensions. Consequently, decision makers in small and medium organizations need to choose strategies based on their target market to the positive impact on the mind of the consumer, which in turn could improve modern scientific methods in SME to divide their markets into sub-market sectors.
The study investigates the impact of team building on organisational productivity. The objective of this study is to evaluate the impact of team building among the members of the selected case study and to assess the effect of training and retraining of team members on organisational productivity. The study also x-rayed the absence of team building in a workplace which led to low levels of turnover and productivity. the total population of the study was 750 while researcher employed Yaro Yamane sampling technique to select sample size of 261 because of the large population and hypothesis were tested using Pearson correlation. The finding revealed that if members of the team can work in synergy without considering the differences in the likes of level of educational background and others, the expected productivity will be very high. It was also observed that capabilities of team leader in carrying out the assigned task determined its output especially if the team leader understands the technical knowhow of job and he is friendly with co-team members with a lot of motivation, that this would definitely enhance employees’ efficiencies and productivities. The study recommends that team members should trust, support and respect one another individual differences in order to accomplish group common goals and tasks.
Compared with general commercial reverse logistics operators, the recovery and treatment of expired drugs and medical waste is a complex and highly technically difficult project. The qualifications required by the relevant service providers are also more stringent. For medical institutions, the selection of reverse logistics operators is always a critical issue. On the perspective of sustainability, this paper aims to investigate and explore the critical factors of selecting a medical reverse logistics service provider. Through the process of the Delphi method, the experts’ assessments were collected, and 24 factors affecting the selection of medical reverse logistics service provider were screened and summarized. Then, Decision-Making Trial and Evaluation Laboratory (DEMATEL) was employed to calculate the total influence values and net influence values between factors that could be used to draw the visual causal map. Referring the causal map, “Green process operation level” and “Recycling process greening degree” are significantly higher than other factors in terms of total influence value and net influence value. Therefore, they can be regarded as crucial factors. This finding implies that medical reverse logistics providers must have the ability to improve the greening of facilities, as well as equipment, integrating existing processes to make it greener and environmentally friendly.
The major objective of any firm is to maximize the shareholders wealth. This is evidence through dividend yield and payout ratio and this encapsulate into the dividend policy of a company. The research purpose aimed at examining the influence that dividend policy has on the volatility of share prices among the listed insurance corporations in Kenya. Research design, approach and method: Data was collected from listed insurance corporations over a 10-year period with a total of 49 data points. The Pearson correlation and ordinary regression analysis were employed. The results reveal the existence of a positive link among the study variables. The correlations were found to be substantial at ninety-five percent confidence level. It is worth noting that the model summary shows forty-three-point one percent of changes in the volatility of stock price are explicated by dividend yield and payout ratio. ANOVA statistics which examines whether the analytical model as set out in the study explains variations in the dependent variable concluded that the model is analytically substantial. The outcome revealed a statistically significant positive link between stock price variations and the ratio of dividend payout. Research also established a statistically substantial negative interrelation between volatility of stock prices and dividend return. Results therefore recommend that companies should have dividend policies which are mapped to shareholders wealth maximization objective. The study suggests further studies be undertaken to determine whether there exists an analytically substantial difference between the dividend policies of various sectors in the economy.
This study is about the impact of selected macroeconomic variables on economic growth of Bangladesh. Economic growth of Bangladesh is measured in terms of annual nominal GDP growth rate. Least squared regression model has been employed considering exchange rate, export, import and inflation rate as independent variables and gross domestic product as the dependent variable in this study. The results reveal that export and import have significant positive impact on GDP growth rate. The other variables (exchange rate and inflation) are not significant, indicating that there exists no significant relationship among the variables. The findings will help the policy makers to make policies concerning the country’s economic growth to remain robust in the near future.
The Research aims on Human Resource Management and innovation has to date relied on a theoretical assumption that there exists an identifiable set of HR practices which organizations seeking to be innovative should adopt. However, analysis of the various prescriptions of HR practices for innovation reveals a high level of internal inconsistency, leading to conflicting advice for practitioners. Furthermore, a review of empirical research on the topic indicates that HR practices within innovative organizations are remarkably similar to those found in the best practice literature This raises questions about the link between strategy and HRM, and about the theoretical foundations of research on HRM and innovation. Drawing on recent research on HRM and firm performance, I suggest that research on HRM and innovation can benefit from incorporating elements from both contingency theory and best practice approaches into the existing configuration theory approach. A change in direction for both theoretical and empirical research on HRM and innovation is proposed. This paper is laid out as follows. In part one, I ask what a strategy of innovation is, and consider what employee behaviors are believed to be consistent with such a strategy. The second section compares and contrasts different authors’ prescriptions of HR practices for innovation, and also compares the findings of research on HRM and innovation with the findings of the best practice approach. In the final part I consider the implications of MY review for future research on this topic. I propose a broadening of the theoretical base on which research on HRM and innovation is founded, and discuss the particular challenges involved in conducting empirical research on HR systems for innovation.
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Introduction
Johnny Depp is an actor known for his chameleon-like ability to transform into a wide range of characters. from the eccentric Captain Jack Sparrow in "Pirates of the Caribbean" to the introspective Edward Scissorhands. His long hair is one constant throughout his evolving roles and public appearances. Johnny Depp long hair is not a style choice but a significant aspect of his identity. contributing to his allure and mystique. This article explores the journey and significance of Johnny Depp long hair. highlighting how it has become integral to his brand.
The Early Years: A Budding Star with Signature Locks
1980s: The Rise of a Young Heartthrob
Johnny Depp's journey in Hollywood began in the 1980s. with his breakout role in the television series "21 Jump Street." During this time, his hair was short, but it was already clear that Depp had a penchant for unique and edgy styles. By the decade's end, Depp started experimenting with longer hair. setting the stage for a lifelong signature.
1990s: From Heartthrob to Icon
The 1990s were transformative for Johnny Depp his career and personal style. Films like "Edward Scissorhands" (1990) and "Benny & Joon" (1993) saw Depp sporting various hair lengths and styles. But, his long, unkempt hair in "What's Eating Gilbert Grape" (1993) began to draw significant attention. This period marked the beginning of Johnny Depp long hair. which became a defining feature of his image.
The Iconic Roles: Hair as a Character Element
Edward Scissorhands (1990)
In "Edward Scissorhands," Johnny Depp's character had a wild and mane that complemented his ethereal and misunderstood persona. This role showcased how long hair Johnny Depp could enhance a character's depth and mystery.
Captain Jack Sparrow: The Pirate with Flowing Locks
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Other Memorable Characters
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Off-Screen Influenc
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2011). The non-financial incentives are purely intrinsic in nature and may not be satisfied by monetary rewards in
the work place (Aborishade and Obioha, 2009).
The study seeks to examine the relationship between the non-financial incentives and workers’ motivation in
Akwa Ibom State Civil Service, Nigeria.
1.1. Statement of the Problem
Over the years, financial incentives have been the main means of motivating civil servants in Nigeria and most
empirical studies and theoretical literature seem to focus principally on how employees are motivated by financial
incentives. In government, it is believed that people join the civil service basically to earn money, yet despite regular
salary increments, there still exist high level of discontentment and demoralization among civil servants in the
country, on the premises that financial incentives do not compensate for outstanding performance, achievements,
contributions and accomplishments on the job. Consequently, the government in 2010 implemented some non-
financial incentives in the state civil service in addition to the existing financial incentives to increase workers’
motivation and sustain their performance on the job. These non-financial incentives are continuing Professional
Development, performance feedback, autonomy. This study is undertaken to examine the relationship between these
non-financial incentives and workers’ motivation in Akwa Ibom State Civil Service in order to ascertain the extent
of correlation among the variables of investigation in the public sector.
1.2. Hypothesis of the Study
The following null hypotheses are formulated for the study:
Ho1: There is no significant relationship between continuing professional development and workers’ motivation in
Akwa Ibom State Civil Service.
Ho2: There is no significant relationship between performance feedback and workers’ motivation in Akwa Ibom
State Civil Service.
Ho3: There is no significant relationship between employment empowerment and workers’ motivation in Akwa
Ibom State Civil Service.
Ho4: There is no significant relationship participation in decision-making and workers’ motivation in Akwa Ibom
State Civil Service.
Ho5: There is no significant relationship between task autonomy and workers’ motivation in Akwa Ibom State Civil
Service.
The essence of this investigation is to shed more light on the effect of non-financial incentives in boosting
workers’ performance and productivity in the public sector organizations. The rest of the paper is divided into review
of related literature, methodology of the study, results and discussion, and conclusion and recommendations.
2. Review of Related Literature
In this section, conceptual issues, theoretical framework and review of empirical studies is addressed.
2.1. Conceptual Issues
The key concepts and variables of the study are discussed here. These include non-financial incentives, workers’
motivation, and civil service.
2.1.1. Non-Financial Incentives
In the simplest sense, non-financial incentives are non-cash compensation offered to employees to motivate
them for excellent performance (Kreitner and Kinicki, 2007), Non-financial incentives do take the form of tangible
and intangible benefits that an employee offers to workers to motivate them to improve and sustain performance on
the job (Ijazi and Khan, 2013). They include tangible rewards, social practices and job related factors that are
implemented in organizations to motivate employees without direct payment of cash and consists of intrinsic and
extrinsic motivators such as achievement on the job, recognitions, plague, responsibility and praise, among others
(Armstrong, 2007; Clive, 2004). These benefits are classified as intrinsic because they drive from the word
“internal”, which comes from inside a person enabling him to try to meet three inherent psychological needs of
autonomy, competence and relatedness (Rao, 2011). Extrinsic motivation denotes motivation that comes from
outside of a person in return for external compensation not derived from the work itself and may as well take the
form of tangible find intangible financial incentives.
In today’s workplace, the use of different classes of non-financial incentives to motivate workers and boost their
performance on the job is no the increase. The reason adduce is that they are cost effective ad satisfy the deeply held
values and intrinsic needs of employees.
Non-financial incentives maybe classified as tangible non-financial incentives, social non-financial incentives
and job related non-financial incentive (Narsee, 2012).
2.1.1.1. Tangible Non-Financial Incentives
This refers to tangible items offered b an organization to motivate employees (Khan et al., 2016). In today’s
workplace, the use of tangible non-financial incentives to motivate employees and boost performance is on the
increase. Gunawan and Febrianto (2014) post that these incentives can take the form of physical items such as desk
accessories, coffee mugs, electronic appliances, certificates of honour, wall plagues, customized company pen,
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holder and tray among others. Jeffrey (2003) earlier added that tangible non-financial incentives can take the form of
services such as the use of company buses, medical facilities and company machinery for personal projects. Others
include free internet access, club privileges and piped-in-music among others.
Jeffrey and Shaffer (2007), pointed out four psychological processes that affect how workers discern physical
non-financial incentives in work organizations. The processes are divided into two classes. The first class discerns
the value of incentives that involves evaluability and separability, while the second class discerns the value of
obtaining incentive that involve justifiability and social reinforcement on the job. They further explained that the
expectantly theory of motivation holds that employees would put in more effort on the task that is akin to the worth
of obtaining incentives. If the non-financial incentives presented are considered worthwhile by the employees, and
meet their expectations and value of obtaining them, then there is high probability that they would be highly
motivated to obtain the desire result.
In Sum, Robbins and Judge (2009), concluded that the reason organizations adapt tangible non-financial
incentives are because they are performance based, cost effective, easy to administer, provide practical recognition
of employee’s efforts, and satisfy employees with social and self-esteem needs in organization.
2.1.1.2. Social Non-Financial Incentives
These class of non-financial incentives are concerned with social relationship that exists between superior and
subordinates in the workplace. It also related to various festive activities that take place in an organization (Lai,
2009). It also involves the degree of formal and informal appreciations of exceptional performance of employees on
the job and the different social activities which workers of an organization organize informally and formally as a
way of celebrating achievement or just to let go the stress of work among others (Bandiera et al., 2010; Khan et al.,
2016). Social non-financial incentives are also organized in the workplace to reinforce desirable behaviour, work
attitude, fostering of employee commitment and recognition for positive actions (Adeyinka et al., 2007). Other
forms of social non-financial incentives documented in the literature include “Thank you”, “praise”, “appreciation”
solicitation of advice, ideas and suggestions from employees done formally and informally in the workspace (Falola
et al., 2014; Gunawan and Febrianto, 2014; Rahim and David, 2013). These various recognition acts have been
found to satisfy employees social and self-esteem needs in organizations and thus boost their motivation in both
private and public organizations.
2.1.1.3. Job Related Non-Financial Incentives
These class of non-financial incentives are also called task-related non-financial incentives used by
organizations to motivate employees intrinsically (Yavuz, 2004). They denote job factors that lead to intrinsic
motivation of employees in the work place (Lai, 2009). They connote employee’s strong feelings of self-worth,
accomplishment and please in the workplace. Bandiera et al. (2010) argue that these incentive contribute to innate
motivation of employees to perform their task because of the contentment they derive from performing their duties.
These jobs related non-financial incentive include job design and redesign, job security responsibility and
autonomy, Job enlargement, job enrichment and empowerment. Other are flexible working hours, opportunities for
international work trip, employee participation in decision making, continuing professional development,
opportunities for promotion and goal setting. These incentives satisfy individual needs which encourage employees
to develop the feeling that the work itself worth exerting more effort in it even without high financial incentives
(Awad and Odeh, 2011; Dobre, 2013; Khan et al., 2016).
2.1.2. Concept of Motivation
Motivation can be explained as the innate derive within an individual that channel the direction and persistence
of his spontaneous behaviour (McShane and Von-Glinow, 2000). Robbins and Coulter (2005), view motivation as a
series of actions that indicate a person’s readiness to put in more efforts to achieve an organizational object,
determined by sustaining effort and capacity to achieve some personal needs.
The basic component of the foregoing definition include direction, intensity and persistence. The direction
component connotes s persuasive force within an individual to attain a particular object. This implies that when a
motivated worker identifies the needs to attain a particular object, they concentrate all efforts to achieve that goal.
The intensity component of the definition denoted that amount of effort assigned to the goal. This means that an
employee may work harder that other to achieve certain goals. The last component “Persistence” connotes the length
of time that an effort is sustained.
This means that a highly persistent worker may not give up until a particular goal is achieve. Besides,
motivation cab be considered as willful when the worker decides to Sansone and Harackieweicz (2000), Can Bither
be intrinsic or extrinsic motivation. Intrinsic is derived from the word “Internal” which means motivation that comes
from inside of a person. Put differently, intrinsic motivation is generated within an individual. An intrinsically
motivated worker will try to meet three inherent psychological needs of autonomy, competence and relatedness
(Rao, 2011). This implies that a motivated would cherish to have real personal liberty to make decisions, a medium
to vent their ingenuity, chances for growth on the job and being recognized for good work and be treated in a
courteous and solicitous manner.
Extrinsic motivation denoted motivation that comes from outside of a person in return for external compensation
not derived from the work itself. Extrinsic motivation can take the form of tangible financial or non-financial
incentives like pay increase, bonuses, allowance, profit sharing, stock options, overtime pay, wall plagues and gift
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certificate among others. For instance, a worker time may exert more efforts to complete a project before the
schedule time because of extrinsic rewards that are associated with working effectively.
2.1.3. Concept of Workers’ Motivation
Workers’ motivation can be perceived as an inherent force that derives employees towards attaining specific
goals and objectives of an organization (Sani, 2013). It is a reflection of the level of energy, commitment and
creativity that workers put in their jobs in the workplace. It can also be explained as the ability to activate and sustain
innate potentials of workers’ in a desirable direction and intensity to achieve organizational goals and objectives.
Employees’ motivation denoted the force within individual workers that direct the intensity and persistence of their
voluntary behaviours in the workplace to achieve desired results (Mullins, 2005).
The object of employees’ motivation in the workplace is to motivate employee to improve their performance so
that the organization can achieve its goals and objectives through their performance (Njeri, 2014). It is designed to
foster workers’ commitment, loyalty, workforce stability and avoid management labour trade dispute (Cheema et
al., 2013b; Mamdani and Minhaj, 2016). Other means of achieving workers’ motivation include: treating employees
with respect, recognizing employees’ achievements, coaching and mentoring of employees’ on the job by their
immediate superior (Ismajii et al., 2015; Njeri, 2014).
2.1.4. Concept of Civil Service
The word “Civil Service” denotes a group of people who are employed to perform the function of government
(Nwizu, 2012). Civil Service can also be described as government officials who are employed on professional
excellence and whose appointment is permanent and not based on the tenure of office of a political leader
(Laximikanth, 2006). Section 227 of the constitution of the Federal Republic of Nigeria (1999), described civil
capacity, where employees are charged with the duties of the government. It represents the entire organization of
employees of various rank talents and training in the service of government on permanent basis in all government
Ministers, Departments and Agencies (MDAs) employed to handle civil affairs in a non-political capacity.
The term civil services do not include military and paramilitary personnel, Judicial officers, political office
holders and appointees as well as employees’ of specialized statutory corporations or enterprises which run on
commercial basis Idemobi et al. (2011).
Section 227 of 1999 constitution of the Federal Republic of Nigeria stipulates the functions of the civil services
to include among others the formulation and implementation of government policies and programmes offering expert
advice to political heads of ministries or departments and carrying out day to day functions of government in
accordance with established rules, regulations and procedures.
The Akwa Ibom State Civil Service is made up of various ministries categorize in a manner consistent with
specific activities of government such as education, economic planning and budget, agricultural and natural
resources, works, health, commerce and industries, transport, information and culture, youth and sport, among others
with the permanent secretaries as the administrative heads and supported with various cadre of officers in each
ministry. The state service is managed by the state civil service commission headed by a head of service (Akwa
Ibom State Civil Service Handbook, 2018). The structuring is designed to enhance effectiveness and efficiency of
operations of government service.
2.2. Theoretical Review
This study is anchored on Maslow’s hierarchy of needs theory propounded by psychologist Abraham Maslow in
1943 and described people as “wanting beings who constantly want more and what they need hinges on what they
already had or possess. According to Gupta (2009) and Rao (2011), Maslow’s hierarchy of needs have set of needs
to satisfy, (ll) human needs are organized in a hierarchical sequence of importance from primary to complex (lll) the
system of needs for many human beings is complex with different types of needs influencing the behaviour of a
person at a particular time (iv) human beings move from lower level of needs to higher level of needs (v) unsatisfied
needs motivate human beings. That is, needs are motivators when they are not unsatisfied. (vi) Needs that are
satisfied do not motivate. But when one needs to satisfied, another need emerges to take place, so human being are
always struggling to meet some needs at every time (vii) In general, needs of lower level are satisfied before needs
of higher level are initiated to motivate behaviour (viii) Higher level needs could be satisfied in many ways than
lower level needs in work organizations. This is shown on the figure that follows:
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Figure-2.1. Maslow Hierarchy of needs Theory (1943)
Source: Nnabuife, 1999
Figure 2.1 summarizes the theoretical underpinning for this study.
Maslow (1943), classified human needs into five categories: Physiological needs, safety needs, social needs,
esteem needs and self-actualization needs. He called the first three needs deficiency needs or basic or lower level
needs. They are characterized as lower level needs, which must be satisfied first for a person to be comfortable and
move to next level of needs. While the last two needs are called growth needs or higher order needs which focus on
growth and development of an individual.
On key implication of Maslow’s theory is that non-financial incentives could be most effective on workers who
are satisfying their primary needs but fulfillment of such primary needs in not sufficient to motivate them on the job.
Consequently, non-financial incentive plays prominent role in fulfilling other intrinsic needs of workers in the work
place which cannot be satisfied by financial incentives.
2.3. Empirical Studies Review
Some empirical studies on non-financial incentives and workers’ motivation are presented in this section of the
paper.
Yavuz (2004), conducted a study on effective utilization of non-monetary incentives as a motivational tool in
public organizations in Turkey. The study was corned out using survey research design involving structured
questionnaire with a 31 item to gather data from the sample population over a period of nine years. Data collected
analyzed using Pearson Product Moment Correlation Analysis, t-test and chi-square statistic. The finishing of the
study revealed that employees in the public service cherish non-monetary incentives more than financial incentives
and concluded from the findings that non-monetary incentives what however was not clear from the study finding
was the extent of the relational between the various of study.
Munga and Mbilinyi (2008), studied the impact of non-financial incentives and motivation of health workers in
Tanzania health sector for the period 1980 to 2007. The study involved survey research design using primary data
obtained through structure questionnaire. Data gathered were analyzed using chi-square test and product moment
correlation coefficient the study result revealed that non-financial incentive are strong motivators for motivating
health workers in public health sector if implemented in an effective and sustainable manner. This study also does
not disclose the extent of the effect of independent variable on the dependent variable13
Ali and Ahmad (2008), carried out a study on the relationship between non-monetary incentive and employee
motivation work organizations using selected so employees of Unilever Nigeria Plc. The research design was
exploratory design involving a student questionnaire administer on the sample population to gather data which were
analyzed using Pearson Product Moment Correlation Statistic. The result of the study showed a strong positive
relationship between non-monetary incentive and employee motivation in the work organization. The research
methods adopted only tested relationship and not extent of the cause-effect relationship between variable of study
Axelsson and Bokedal (2009), investigated the impact of non-monetary incentives on motivation of different
generation of employees at Volvo Car Corporation over a period six years (2002-2007) Data were collected through
personal interviews methods of survey research design on 20 management staff of Volvo Car Corporation at
Goteborg plant. Data collected were analyzed using chi-square statistic. Result reveals there exists generational
difference between the use of non-monetary incentives and employee’s motivation in the corporation under study.
The key drawback of the study was the use of only management staff for the study rather than drawing sample across
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93
board in the corporation since various cadres of employees may have different perception about the variable of
study.
Ezigbo and Court (2011), conducted a research on consequence f monetary and non-monetary incentives on
workers’ performance in manufacturing organizations in Port-Harcourt, Nigeria for over a period of 10 years from
200 to 2009. The study involved 312 respondents draw from 32 registered companies with the manufacturing
Associated of Nigeria (MAN) in the state. Data were collected through primary source involving administration of
student questionnaire to the respondent s. Data obtained were analyzed using descriptive statistic using frequency
distribution and simple percentage. Results show that non-monetary incentives had more significant positive
relationship that monetary incentive on employee performance in manufacturing firms. No result statistic tool was
employed in their study.
Cheema et al. (2013a), investigated the impact of non-monetary incentive on employee motivation in
commercial bank in Karachi, Pakistan Their study involved a survey research design with a student questionnaire
and the instrument for data collection from a sample of 550 respondents draw for the study. Descriptive statistics
were used to analyze data and chi-square statistic to test the hypotheses of the study. The finding of the study
confirmed there is positive significant relationship between the variable of study.
Njanya et al. (2013), carried out a study on the effect of non-monetary incentives on employee performance in
Kenya power and lighting company limited covering a 10years period from 2002 to 2011 primary data gathered
through structured questionnaire administered to 68 management staff and employed of the company Descriptive
and inferential statistic were employed to analyzed data collected. Finding revealed that non-monetary incentive has
significant positive effect on employee performance and motivate employees in public corporations
Harunavamwe and Kanengoni (2013), carried at a research to examine the impact of financial and non-financial
incentives on motivation of lower level employees in selected retail shop. A survey research design was adopted for
the study involving administration of structured questionnaire to a Sample of 50 respondent selected randomly. Both
descriptive and inferential statistics were employee to analyzed the data collected. The finding revealed that non-
financial incentive has moderate significant impact on motivation of lower level employee in retail shop, while
financial incentive had no significant impact on motivation of lower level employees in retail shops. The overall
result indicates weak positive relationship exist between financial and non-financial incentive and motivation of
lower level employees.
Gikuya (2014), conducted a study to establish the perceived relationship between non-financial incentive and
employee motivation in marketing organization in Nairobi. The study involved survey research design using a
structured questionnaire to collect data which were analyzed using descriptive statistic and Pearson product moment
correction to establish the relationship between non-financial incentive and employee motivation in marketing
organization. The study found that non-monetary incentive motivation employee to a great extent with a strong
position correlation between the variable of study.
Isanuzu (2014), examined the influence of non-monetary incentive on teacher s performance in community
primary schools in Kisarawe District, Tanzania for a period of eight years involving a sample of 72 teachers selected
using random and purposive sampling techniques both were collected through interviews, structured questionnaire
and documentary review and analyze using qualitative and quantitative tools. The findings revealed that positive
significant correlation exist between provision of non-monetary incentive and teacher’s performance in the rural
primary school in Kisarawe District of Tanzania.
Wagas and Saleem (2014), studied the effect of monetary and non-monetary incentive on employee engagement
and form performance in Pakistan. A survey research design was adopted for the study involving use of structured
questionnaire administration to 250 respondents to gather data used for the analyses. Linear regression technique was
used to estimate the effects of both monetary and non-monetary incentives on employee engagement and firm
performance. Fining from the study discussed that non-monetary incentives have more significant positive effect on
employee engagement and firm performance than monetary incentives. They concluded that both monetary and non-
monetary incentives increase the level of employee engagement which causes high firm performance.
Okwudili (2015), examined the impact of non-monetary incentives on employees’ in select public parastatals in
Abia State, Nigeria. Survey research design involving random sampling techniques to select the respondents for the
study using a structured questionnaire to gather data. Multiple Regression and Pearson correction coefficient
statistics were used to analyzed the data. Results show the value of Pearson correction coefficient for non-monetary
incentives to be positive with employees’ productivity at 5% level of significance in Public Parastatals. The
researcher Proposes the use of non-monetary incentives to motivate employees. The key drawback of the study was
the blanked use of non-monetary incentives which has composite variable as if it is a single variable.
Khan et al. (2016), investigated the relationship between non-monetary incentives and employee commitment
in business organizations for a 10 years’ period (2005-2014) using survey research design involving structured
questionnaire to gather primary data used for the study. The Spearman’s rho correlation and multiple regression
analyses were applied for data treatment. Results from the study show that job related non-monetary incentives
relatively play significant role in enhancing employees’ commitment in an organization, thus motivating workers to
higher productivity.
From the empirical literature reviewed, most of the studies combine both monetary with mix outcome and some
others did not attempt to disaggregate the non-monetary incentives to examine the dimension of specific influence
effect, of non-monetary incentives on driving employee’s motivation. This study isolates five (5) key of non-
financial incentives to examine their relationship with workers, motivation in Akwa Ibom State civil service. The
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specific dimensions are: continuing professional development, performance feedback, employee empowerment,
participation in decision making and task autonomy.
3. Methodology
This section is devoted to explaining the various research methods adopted in conducting the study.
3.1. Research Design
The study adopted survey research design involving the use of structured questionnaire to gather data from the
sampled population drawn from the existing pool of civil servant as at the last day of 2019 as disclosed by the Akwa
Ibom State (Akwa Ibom State Civil Service Commission Gazette, 2019).
3.2. Population and Sample of the Study
The population of this study comprises all civil servants in Akwa Ibom State as at December, 2019 (civil service
commission 2019). This comprises of 10,968 male staff and 9497 female staff covering 20goverment ministries
under the umbrella of the Akwa Ibom State civil service commission.
The sample size was determined using (Yamane, 1967) sample size determination table to determine 392
respondents that constituted the sampled population who were purposively and systematically selected and
administered with the questionnaire.
3.3. Research Instrument
The research instrument is a structured questionnaire designed and validated by the authors and reviewed by
experts in test and measurement musing Likert Scale with five-point Scaling from 4 point for strongly agreed to 0
(Zero) point for undecided, while non-financial incentives were measured by five sub-variables (a) continuing
professional development (b) performance feedback (c) employee empowerment (d) participation in decision making
and (e) task autonomy.
The reliability test coefficient of the research instrument obtained through a pilot test are presented on Table 3.1
Table-3.1. Test – Retest Reliability analyzes of the research variables
Variables No. of items Order of test Means Std. Dev. rxy
Continuing Professional Dev. 10 1st
2nd
5.98
6.32
0.97
1.07
0.96
Performance Feedback 10 1st
2nd
7.33
8.88
0.80
0.82
0.93
Employee Empowerment 10 1st
2nd
8.25
8.88
074
0.82
0.84
Participation in Decision Making 10 1st
2nd
6.33
6.98
0.91
0.87
0.72
Task Autonomy 10 1st
2nd
7.67
7.98
0.58
0.59
0.77
Workers’ Motivation 10 1st
2nd
7.13
7.28
0.711
0.67
0.82
Source: Researchers’ Computation, 2020 using SPSS.20
The results of the reliability test show reliability coefficient ranging between 0.72 and 0.96 signifying
substantially high reliability values that justify the suitability of the instrument for use in the study.
3.4. Model Specification and Description of Values
The variables used in this study are expressed in the following economic model which is adopted to test the
relationship between the dependent and independent variables:
Y = ʄ (β0 + β1 X1 + β2 X2 + β3 X3 + ……………. + βn Xn + e ……. Model 3.1
Where;
Y = Dependent Variables
ʄ = Functional Notation
β0 = Constant
β1 – βn = Coefficient of Independent Variables
X1 – Xn = independent variables
e = Statistic error term
for the purpose of this study, our model stated in a linear form is expressed as:
WM = ∝+ β1CPd + β2PF + β3EE + β4 PDM + β5 TA + e………..model 3.2
Where;
WM = Workers’ Motivation (Dependent variable)
CPd = Continuing Professional Development (independent variable) +
PF = Performance Feedback (independent variable) +
EE = Employee Empowerment (independent variable) +
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PDM = Employee Participation in Decision Making +
TA = Task Autonomy (independent variable) +
e = Stochastic error term
The model is used to test the five hypotheses of the study
3.5. Estimation Technique
Data for the study were analyzed using descriptive and inferential statistics. The relationship between the
dependent and independent variables is estimated using Pearson Product Moment Correlation Analysis (PPMC),
while the multiple regressions analysis is used to test all hypothesis at 5% level of significance. A null hypothesis is
rejected if the probability value was less than 0.05 (P<0.05). That is, if the calculated F-statistic at 5% level of
significance is greater than the tabulated or critical F-statistic, the null hypothesis will be rejected, otherwise
accepted.
4. Results and Discussion
This section presents the data analysed and the accompanying discussions.
4.1. Presentation and Analysis of Empirical Results
The section is carried out in the major steps; presentation of the correlation analysis result, followed by test of
hypothesis using the multiple regression analysis.
Table-4.1. Descriptive Statistics for the valuables of study
Variable EE PF CPD TA PDM WM
Employee Empowerment 1.00
Performance Feedback (PF) .676** 1.00
Continuing Professional Dev (CPD) .083 .178** 1.00
Task Autonomy (TA) .547** .620** .088 1.00
Participation in Decision Making (PDM) 268** .674** .495** .254** 1.00
Workers’ Motivation (WM) .210** .312** .366** .212** .338** 1.00
** Correlation is significant e 0.01 level. That is P<0.01
Source: Researchers’ Computation, 2020 using SPSS.20
Table 4.1 shows the Pearson Product Moment Correlation analysis between the dimensions of non-financial
incentives and workers motivation. The above result implies that the relationship between the dependent variables
(workers’ motivation and independent variables are all positive and significant at 0.01 level of significance. The
highest correlation variables are between continuing professional development (CPD) and workers’ motivation
(WM) (r=0.33, P<0.01). However, the more the Civil Service employs the five non-financial incentives the more
staff will be motivated, with the highest motivator being continuing professional development.
4.2. Test of Hypothesis
In order to test the hypothesis stated for the study, the multiple regression was carried out. This was imperative
to estimate the predictive effect of each of the independent variables on the dependent variables. The results are
summarized and presented on Table 4.2.
Table-4.2. Multiple Regression Analysis showing effect of Non-Financial Incentives on workers’ motivation
Variables Beta Estimate β Standard Error T-statistic Sig. P-value Remarks
CPD (∝) 0.138 0.040 3.450 0.000
CPD 0.239** 0.055 4.313 0.000 Reject Ho1
PF 0.117** 0.033 3.500 0.001 Reject Ho2
EE 0.212** 0.099 2.141 0.001 Reject Ho3
PDM 0.182** 0.062 2.935 0.000 Reject Ho4
TA 0.231** 0.082 2.817 0.005 Reject Ho5
R2
0.752
Adjusted R2
0.632
F-value 48.666
Durbin-Watson Stat. 1.834
Source: Authors’ Computation, 2020 using SPSS.20
Table 4.2 shows the regression coefficients estimating the effects of the independent variables on the dependent
variable. The R2
value of 0.752 (75.2%) suggest a strong positive relationship between the variables of study. Also,
the adjusted R2
of 0.632 (63.2%) explains that variation in workers’ motivation in the Civil Service of Akwa Ibom
State is accounted for by the 5 non-financial incentives variable of Continuing Professional Development (CPD),
Performance Feedback (PF), Employee Empowerment (EE), Participation in decision-making (PDM) and Task
Autonomy (TA).
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96
The result of the model also appears robust with F-value of 48.666, which is significant 0.05 level. The Durbin-
Watson statistic of 1.834 implies that auto correlation problem was not an issue in the data since the is close to
acceptable threshold of 2.00.
The beta coefficients, t-statistic and P-values for each of the independent variables reveals: continuing
professional development (CPD) (β = 0.29, t = 4.313; P = 000), performance feedback (PF) (β = 0.117; T = 3.500, P
= 0.001); Employee Empowerment (EE) (β = 0.182, t = 2.935, P = 0.000) and Task Autonomy (TA) (β = 0.2817, P =
0.005). The five null hypothesis were rejected and the alternative were accepted. Continuing Professional
Development had the highest beta coefficient of 0.239 predictor of workers’ motivation. This implies that a unit
increase in continuing professional development through programmes as training, mentoring, seminars conferences,
and motivation. These variables tend to increase workers’ motivation in terms of productivity, less absenteeism,
increase work hours, subordination, less grievances, commitment, reduced labour turnover and less agitation for pay
increase.
5. Discussion of Findings
From the results of the analysis, it was revealed that non-financial incentives play vital roles in the motivation of
workers in the Akwa Ibom State Civil Service. The study revealed that continuing professional development
programmes help workers to remain competent, effective and innovative in their job performance. This finding is
consistent with the findings of Okafor (2014) and Dobos (2013) who explained that continuing professional
development motivates workers to build confidence and trust in their ability to perform their job well, gain more
skills, knowledge and abilities to accomplish challenging tasks and take higher responsibilities in the workspace.
Performance feedback is a means of providing clear quantitative and qualitative information to workers about their
actual performance on the job for purpose of motivating, improving or maintaining performance. The findings were
consistent with that of Dobre (2013), Matsui et al. (2003) who noted that performance feedback drives and
sustained employees’ motivation when given unbiased, correctly in details and regular based on individual or group
performance.
Employee empowerment implies providing workers at all levels of an organization with authority and discretion
to control and make decisions on their own concerning their jobs and responsibilities. The findings from the study
affirm these variables as a motivating factor in workers to drives them toward goal-directed performance. This
finding is corroboration by similar findings of Elnaga and Imran (2014), Baumgartner (2014), Demiree and Esbras
(2010).
Employee participation in decision-making was also found to be a significant motivator of Akwa Ibom State
Civil Servants as the results disclosed. As reported by Noah (2008), Sagie and Ayean (2003), participation in
decision making is one key factors that minimizes workplace conflict and stress, organizational peace, commitment
and enhance efficiency. This is confirmed by the study findings.
The study findings also confirm the positive relationship between task autonomy and workers’ motivation in the
Akwa Ibom State Civil Service as it has to do with the freedom to determine one’s work schedule, procedure and
method of performing assigned tasks and responsibility in the workplace. The findings support the results of Jeung
and Yoon (2010) and Gikuya (2014), who provided meta-physical evidence that task autonomy motivate employees
intrinsically in work organization.
6. Conclusion and Recommendation
In conclusion, the motivation of employees plays one of the most vital roles in an organization’s effectiveness
and assertively contributes to its growth and prosperities. Therefore, it is necessary for the Akwa Ibom State
Government and any other employer to understand what truly motivates the employees and how to maximize the
overall job performance. The theoretical framework of the study and the findings had confirmed that non-financial
incentives are very vital for workers’ motivation. It is pertinent, therefore, that employers consider all the variables
studied in this study to formulate and implement policies that has to do with employees benefits in organization.
It is recommended for further studies demographic factors that determine workers’ motivation in organization.
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