Table of Contents
ABSTRACT.. 2
CHAPTER ONE.. 6
INTRODUCTION.. 6
1.1 Background to the Study.. 6
1.2 Statement of the Problem... 8
1.3 Objectives of the Study.. 9
1.4 Research Questions. 10
1.5 Research Hypotheses. 10
1.6 Scope of the Study.. 10
1.7 Limitation of the Study.. 11
1.8 Significance of the Study.. 12
1.9 Definition of Key Concepts. 13
CHAPTER TWO.. 16
RELATED LITERATURE REVIEW AND THEORETICAL FRAMEWORK.. 16
2.1 Literature Review.. 16
2.2 Theoretical Framework.. 37
Chapter Three.. 45
Research Methodology.. 45
3.1 Research Design.. 45
3.2 Research Setting.. 45
3.3 Sampling Technique.. 46
3.4 Sample Size.. 46
3.5 Population of the Study.. 46
3.6 Data Collection Instruments. 47
3.7 Data Collection Procedure.. 47
3.8 Data Analysis. 47
3.9 Ethical Considerations. 48
3.10 Validity and Reliability.. 48
CHAPTER FOUR.. 49
DATA ANALYSIS AND INTERPRETATION.. 49
4.1 Preamble.. 49
4.2 Socio-Demographic Characteristics of Respondents. 49
TABLES BASED ON RESEARCH QUESTIONS.. 54
4.3 Analysis of the Respondents’ Views on Research Question one:. 54
4.4 Testing Hypothesis. 66
4.5 Discussion of Findings. 68
CHAPTER FIVE.. 70
SUMMARY CONCLUSION AND RECOMMENDATIONS.. 70
5.1 Summary of Findings. 70
5.2 Conclusion.. 71
5.3 RECOMMENDATIONS.. 72
REFERENCES.. 73
APPENDIX.. 82
Research Questionnaire: Impact of Motivation and Job Performance in Selected Private and Public Secondary Schools in Eket Local Government. 82
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
The study delves into the relationship between individuals and their work, with a historical perspective indicating that industrial sociologists and behavioral scientists began focusing on the interplay between individual motivation and job performance in the early 20th century (Adam, 1965). Motivational factors are culturally determined, as values placed on hard work vary across cultures. Sociologists emphasize studying the impact of rewards and success within cultural contexts, considering factors such as power distance, uncertainty avoidance, individualism, and masculinity (Hofstede, 1983).
Historically, workers were viewed as social isolates primarily motivated by physiological and security needs. However, the perspective has shifted to include not only instrumental returns from work (e.g., pay and security) but also expressive returns from the direct performance of work roles. Terms like job design, job control, and job enlargement or enrichment have been coined to reflect this shift (Vroom, 1964).
Motivation theories, such as expectancy theory, propose that a worker's effort and commitment to goal-directed behavior are determined by expectations about the outcomes of that behavior. Vroom's theory emphasizes expectancy (belief that hard work leads to success), instrumentality (belief that good performance yields rewards), and valence (the value placed on rewards) as key components influencing motivation.
The psychological aspect of workers' motivations has gained momentum, recognizing various reasons people work, including salary, status, prestige, and satisfaction derived from work. Motivation is considered essential to human resources for using material resources effectively to achieve organizational objectives (Stoner, 1982). Lack of motivational strategies and inadequate incentive plans have been identified as sources of dissatisfaction and low productivity among Nigerian workers.
Intrinsic and extrinsic motivation are crucial concepts in understanding work motivation. Intrinsic motivation is derived from within the person or the activity itself, focusing on factors such as job satisfaction, enjoyment, and the challenging nature of the work. Extrinsic motivation results from externally administered rewards, including salary, accommodation, medical care, teaching allowances, and other benefits.
1.2 Statement of the Problem
Motivating employees to work towards organizational and individual goals is a significant challenge for employers. Despite various studies on motivation, insufficient attention has been given to psychological and sociological factors, particularly workers' needs in relation to job performance. The traditional system of motivation centered on salary is no longer sufficient to meet the changing demands of employees, particularly in the private and public secondary school system.
Private and public secondary schools are witnessing changes in teachers' demands, including safety measures, training, promotional opportunities, increased salaries, harmonization of interpersonal relationships, and participation in decision-making. The traditional focus on salary as the primary motivator is no longer adequate. The teaching profession faces the challenge of motivating teachers to align their efforts with the goals of the school. Factors such as regular salary or wages, prestige, free accommodation, extra teaching allowances, financial support, free medical care, and leave of absence serve as motivational factors for teachers.
The study aims to explore these motivational factors in private and public secondary schools and their impact on teachers' job performance. It assumes that teachers in public schools are more motivated than those in private schools and that public school teachers are more educated. The research seeks to understand how these motivational factors influence the level of job performance among teachers in different school settings.
1.3 Objectives of the Study
The major aim of the study is to examine the relationship between motivation and job performance in selected private and public secondary school in Eket Local Government. Other objectives of the study include:
i) To identify factors that hinder high level of job performance among teachers.
ii) To examine the relationship between motivational techniques and employee’s performance.
ii) To make suggestions or recommendations that raise the level of job performance among teachers.
1.4 Research Questions
i) What factors explain the variation in the level of job performance between teachers in public and private secondary schools?
ii) What are the factors that hinder high level of job performance?
iii) What is the relationship between motivational technique and employee’s performance?
iv) What are the remedies to low level job performance of teachers in private and public secondary schools?
1.5 Research Hypotheses
The following hypotheses were formulated to guide this research:
1. Ho: There is no significant impact of employee’s promotion on their level of job performance.
H1: There is a significant impact of employee’s promotion on their level of job performance.
2. Ho: There is no significant impact of staff training on job performance.
H1: There is a significant impact of staff training on job performance.
1.6 Scope of the Study
The study was carried out in selected private and public secondary schools in Eket Local Government of Akwa Ibom State. The selected private secondary schools for this study are Esteem International Schools, Eket and Learners Field International Schools, Eket. The selected public secondary schools for this study were St. Mary Science College, Eket and Central Comprehensive Secondary School, Eket.
The study focus on the factors that motivate teachers and the level of their job performance in secondary schools in Eket Local Government such motivational factors includes salary, promotion, training programme, extra teaching allowance, free accommodation, free medical care and others.
1.7 Limitation of the Study
Data collection for a research of this nature is very difficult especially when such data are needed from people. Some respondents were suspicious as to why the researcher wanted information related to the teachers and their job performance. However, the said limitation was managed with the use of introductory letters by the researcher as well as assuring respondent about the use of the information they provided for only academic purpose only.
There was also a limitation with the methods used for data collection. The additional time required for data collection, limited free expression of views and attitudes, and the interaction bias could have affected some of the responses. The researcher tired to minimize these limitations by rephrasing the questions to reduce ambiguity and cross checking the data collected in the main study that was generated during the pilot study.
Due to limited time and resources, the study covered only two private secondary schools and two public secondary schools in Eket local government. Observation of teaching activities conducted by teachers as well as interaction with student was not done because the time the researcher conducted this study was limited.
1.8 Significance of the Study
This study is of importance to the society because of the role of secondary schools, in the economic, social, cultural, educational, and political development of the society.
The study is of importance to the policy makers and secondary school administrators as it identified major strategies to modify the behaviour of employees or teachers towards their job performance. It has identified strategies that will help to improve the working conditions of employees as well their performance.
The study can also serve as a reference point in the study of industrial sociology.
1.9 Definition of Key Concepts
In order to avoid the problem of ambiguity, a deeper explanation of some of the key concept as used in the research work becomes necessary.
1. Motivation: Motivation is defined as the process that initiates, guides and maintain goal oriented behaviours. Motivation has to do with internal and external factors that stimulate the desire and energy in people to be interested and committed to a job, role or subject or to make an effort to attain a goal. Motivation result from the interaction of both conscious and unconscious factors such as the intensity of desire or need, the incentive or reward value of the goals and expectations of the individual of his peers (Keith, 1960).
2. Job Performance: Job performance is the work related activities expected of an employee and how well those activities were executed. Job performance relates to the act of doing a job. It is a means to reach a goal or set of goals within a job, role or organization but not the actual consequence of the acts performed within a job (Campbell, 1990).
3. Job Satisfaction: Job satisfaction is the level of contentment employees get from their work which can affect their performance. It is the contentment arising out of interplay of employees positive and negative feelings toward his or her work (Mali, 1981).
4. Employee: An employee is anyone who has agreed to be employed under a contract of service, to work for some form of payment. This can include wages, salary, commission and piece rates. An employee is an individual who have been offered a job and have accepted a job, they are home workers, fixed term employees, seasonal employees, casual and part time employees, and employees on probationary and trial periods. An employee is not a self employed or independent contractor (Nwachukwu, 1988).
5. Management: Management is the organization and coordination of the activities of a business in order to achieve defined objectives. Management includes planning, organizing, staffing, leading or directing and controlling an organization to accomplish the goals or target (Calboon, 1967).
6. Efficiency: Efficiency is the ability to avoid wasting materials, energy, efforts, money and time in doing something or in producing a desired result. It is the ability to do things well, successfully and without waste. It also refers to how effective an organization is in the pursuit of its goals. It often comprises of the capability of a specific application of effort to produce a specific outcome with a minimum amount or quantity of waste, expense or unnecessary effort (Badu, 2005).
