A Report On The Effect Of Motivation On Employee Performance In Nigeria On Using Five Theories Of Motivation

Introduction

Motivation can be defined as the complexity of forces that inspires a person at work to intensify his desires and willingness to use his potential to perform in order to achieve organizational objectives. According to Mile (2004), motivation is a condition that influences the arousal, direction, and maintenance of behavior. Human needs must be satisfied, and this can cause the arousal of motivational forces. Koontz et al. (1990) opined that the motivation of employees is an important inner control tool and should be satisfied in order to attain advantages such as increased employee commitment, increased productivity, and efficiency. Motivation emphasizes result-oriented management through the setting of smart goals and effective communication systems in an organization.

According to Koontz et al. (1990), employee performance refers to the efficiency and effectiveness of employees in achieving organizational goals and objectives. They further stated that employee performance could be evaluated by considering the level of absenteeism, quality of reports, and the time of reporting for and leaving duty.

Types Of Motivation

Extrinsic Motivation:

It is related to tangible rewards such as salary and fringe benefits, security, promotion, contract of service, the work environment, and conditions of service. These are what need to be done to or for people to motivate them. They are often determined at the organizational level and may be largely outside the control of the individual managers. Extrinsic motivators can have an immediate and powerful effect but will not necessarily last long.

Intrinsic Motivation:

This is related to psychological rewards such as the opportunity to use one‟s ability. A sense of challenge and achievement, receiving appreciation, positive recognition, and being treated in a caring and considerate manner. Psychological rewards are those that can usually be determined by the actions and behavior of individual managers (Mullins, 2005). Intrinsic motivators are concerned with the quality of work life and are likely to have deeper and long-term effects because they are inherent in individuals and are not imposed from outside (Armstrong, 2006).

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