THE IMPACT OF INTRINSIC MOTIVATION ON ORGANIZATIONAL PERFORMANCE
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The study sought to examine the impact of intrinsic motivation on organizationl performance in Dangote Cement Plc. A survey research design was adopted and a random sampling technique was used to select thirty (164 respondents) which were mainly staffs currently working in Dangote Cement Plc, Ibese Plant in Ogun State. However, only one hundred and twenty (120) responded to the questionnaire. Research questions was used as a guide to the study. The instrument for the study was the questionnaire. Data collected were analyzed by used of Chi-square statistical tool and simple percentages. The finding of the study revealed that intrinsic rewards do influence employee job performance in Dangote Cement Plc, Ibese plant in Ogun State. Also, intrinsic motivational factors do affect employees’ performance in Dangote Cement Plc, Ibese plant in Ogun State. It was concluded based on the above findings that it is possible for employers to motivate their employees from minimal resources that do not bring about heavy financial burden. And that thinking outside the box philosophy will help management realize that money does not necessary translate happy employees and money is not the ultimate motivation for spurring optimum job performance. The study recommend among others that the manufacturing sector should develop a sound rewards management system for employees to boost their morale and motivation to get better results.
TABLE OF CONTENT
Table of content
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Research Questions
1.5 Research Hypotheses
1.6 Significance of the Study
1.7 Scope and Limitations of study
1.8 Operational Definition of Terms
CHAPTER TWO: REVIEW OF RELATED LITERATURE
2.2 Concept Conceptual Framework
2.3 Theoretical Framework
2.4 Empirical Literature Review
CHAPTER THREE: RESEARCH METHODOLOGY
3.2 Research Design
3.3 Area of the Study
3.4 Population of the Study
3.5 Sample and Sampling Technique
3.7 Procedure for Data Collection
3.8 Reliability and Instrumentation
3.9 Validity of the Instrument
3.10 Procedure for Data Analysis
CHAPTER FOUR: PRESENTATION ANALYSIS INTERPRETATION OF DATA
4.2 Presentation and Interpretation of Data
CHAPTER FIVE: SUMMARY CONCLUSION AND RECOMMENDATION
1.1 Background to the Study
The level of motivation an individual or organization has is frequently related to their desire for an accomplishment. It has long been understood that the mood produced by intent is essential to the accomplishment of a specific job or objective. Regardless of whether an organization is private or public, motivation is regarded as one of the most important factors (Baldoni, 2005). It is a widely held belief that an employee’s motivation is crucial to enhancing his or her performance and productivity. Employee performance must be at the peak in order for organizations to fulfill their full potential. There is no disagreement on the fact that motivated employees perform their jobs better. Since motivated staff members work at their highest potential to achieve the aims and objectives of the firm.
A motivating force that encourages someone to perform at a high level in order to meet a need or fulfill an expectation is known as motivation. These intrinsic or non-monetary rewards include education and training programs, job titles, a positive work atmosphere, on-the-spot compliments, leadership positions, team spirit, social events, time off, social recognition, and performance evaluations (Dobre, 2013). Because of this, it is implied that employees will not labor with the expectation of receiving immediate material or financial rewards. Motivation is the key to creating an enabling environment where optimal performance is possible.
READ ALSO: EMPLOYEE PRODUCTIVITY AND THE EFFECT OF MOTIVATION
The phrase “Motive” refers to a person’s needs, wants, and desires. As a result, the term “employee motivation” refers to the process through which organizations encourage their staff through bonuses, awards, raises, etc. to accomplish organizational objectives. Williams and Krasniqi (2017) used Mullins’ (2007) definition of motivation, which defined it as the force that propels, directs, and maintains behavior. It was further noted that a person’s motivation determines their behavior and that performance is not solely based on talent. According to (Douglas & Prentice, 2019), employees believe that their bosses do not value or recognize their contributions. Thus they are unable to perform to their full potential due to a lack of motivation. The recognition of worker’s achievements may be translated into intrinsic rewards; and through these rewards, the employees may motivate and perform up to their maximum capacity.
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