65 Pages, Chapter 1-5
BACKGROUND TO THE STUDY
Administration of any given organisation covers a lot of activities: Effective administration in any organisation of human beings is the implementation of established policies and procedures in order to achieve set organizational objectives or goals. An organisation is not successful without achieving objectives that are set in line with its vision and mission which is productivity.
When people discuss productivity in any given organisation, they tend to focus their attention on performance of an individual employee; people do erroneously believe that productivity is solely the function of job performance of, course job performance is of vital importance in determining the level of productivity. But job performance itself is a function of an environment factor in which an individual works, which is a component of satisfaction and motivation.
The relationship between these factors i.e. satisfaction and motivation and job performance is one of the main concerns of an organisation management and at one time, the two were assumed to be positively related. The two factors make individual employee happy in order to give their best to their employees which result in the organisation productivity. Work motivation and job performance are Siamese twins, they play symbolic relationship. As a result of this, Maize (1973) and Lawler (1973) make use of a model to guide an inquiry process in diagnosing what job performance is. They summarized the determinant of job performance as follows: Employee’s ability x work motivation = job product of employee’s ability multiplied by work motivation.
Employee satisfaction is measurement of employee in key area, organisation can gain the information needed to improve employee satisfaction, retention and productivity. However, a recent study by the society of Human Resource Management (HRM) indicated that often the Human Resource (HR) Department’s perception of employee satisfaction versus the true measure of employee satisfaction are not always the same.
Employees who aren’t satisfied with their jobs are rely likely to leaves if they don’t leave they can become a source of bad morale and do a great deal of harm in the organisation. In many cases, employers with proper data will assume the wrong reasons for employee dissatisfaction. Many bosses will automatically think that money is the top reason for leaving a job, wouldn’t it be better to have real data and react accordingly?
While job performance continues to be the summation of a workers ability and work motivation; it is heart breaking from the experience and close observation of the researcher, with the attitudes being displayed by most employees in the public sector and government owned organisation; while seems to make the performances of some workers on their job to be “watery”. However, the attitudes being put forward by some of the top officials in our public sectors such as lateness to workplace undue absenteeism etc. accounts for the most irregularities and inconsistencies that most employees bring into their job in our government owned organisation.
Meanwhile, job performance has received a much attention from some researchers in the recent times, Mali (1978) accounted that job performance has the highest result possible while consuming that least amount of resources. In this wise, job performance was seen as a reflection of effectiveness which explains the relationship existing between motivation and job performance.
The missing link in understanding the concept “motivation” is understanding that there are usually different factors at work which can influence better performance.
Motivation is a management tool that is used to admission human resources in any given organisation to achieves its goals. However motivation is a set of processes that a person toward a particular goal. Thus motivation is claimed as the arousal, direction and persistence of behavior specific questions can be framed to focus on each of these three aspects of work motivation. We frame questions about aroused behavior when we ask why employee do anything at all, while we ask about direction when we try to know, why they do a particular work and we also ask about persistence when we request as know why they keep doing those things they do.
In addition to the entire question, which can be asked of any behavior, we can derive questions about work motivation Arousal, direction and persistence of work behavior explained why people work, why they engage in a particular kind of work and period of time or why does employees perform productivity?
Nevertheless, if work motivation can influence job performance, then organizations (employed) need to understand what motivates employees to reach the peak of their performance. It is not an easy task to increase employees work motivation because employees respond differently to their jobs and organisation practices. Thus, motivation behaviours are voluntary choices control by individual employee. Meanwhile the employers want a higher level or productivity. However, such factors that affect work motivation include individual differences job characteristics and organisation practices.
Individual differences are the personal needs, attitudes, interest and abilities that employers brings into their jobs, while job characteristics are the aspects of the position that determines as limitation and challenges. Also organizational practices are the rules, human resources, policies, management practices and reward system of an organisation. However, organisation must consider all their factors interact to influence employee’s job performance. It is against this background that this research seeks to make an investigation into the perceived factors that are responsible for effective administration among management staff of Ijebu-North Local Government Area of Ogun State.
STATEMENT OF THE PROBLEM
One of the contemporary and the most pressing problems facing local government civil service is lack of effective administration among management staff which has resulted in prior morale of workers, absenteeism and poor productivity which has made people to loose confidence in the administration and management of local government business. However, little or no effort had been made to investigate how lack of effective administration of resources most especially human relationship among the workers inspite of the huge investment at the local government level. In view of this, the study was designed to investigate perceived factors of effective administration among the management staff of Ijebu-north Local Government Area of Ogun State.
The following are the research questions for this study:
The following hypotheses were postulated:
H1: There is relative contribution of motivation to employees job commitment.
H1: Work commitment is appealing to employees
H1: There is opportunity for personal growth and development of management staff
SIGNIFICANCE OF THE STUDY
A high degree of significance may be attached to this study because of the pertinent issue of stake “factors of effective administration of management employees i.e. to achieve productivity through job performance among employees which is considered to be very crucial in the development of any organizational workforce. Therefore, the information derived from this study could serve as a channel through which more light can be beamed on performance.
However, the ills of human relationship and poor performance characterized by some employees attitudes towards work in this state and Ijebu-North local government area, whose manifestation stem for perpetual absenteeism, lateness to workplace and unwillingness to be active may be corrected.
Also, the reports of this study may help Ijebu-North Local Government Secretariat in diagnosing and providing appropriate lasting solution to problems facing poor performance among employees. In addition, this study should serve as eye opener to interested studies academicians, management consultant, organisations, public administration researchers, and behavior scientists who might want to carry out further research in this field.
TABLE OF CONTENT
Chapter One: Introduction
Background to the Study
Statement of the problem
Significance of the study
Delimitations of the study
Limitation of the study
Operation definition of terms
Chapter Two: Literature Review
Performance versus outcomes
Organisation goal relevance
Models of job satisfaction
Environmental factors that influence job satisfaction
Individual factors that influence job satisfaction emotion and mood
Theory of Motivation
Appraisal of literature
Chapter Three: Methodology
Sample and Sampling techniques
Validity and reliability of research Instrument
Procedure for data collection
Procedure of data analysis
Chapter Four: Result and Data Analysis
Table 1: distribution of respondents by sex
Table II: distributions of respondents by age
Table III: distributions of respondents by marital status
Table IV: distributions by staff academic qualifications
Table V: distributions by working experience
Chapter Five: Summary, Conclusion and Recommendations
Appendix: A self developed questionnaire