THE IMPACT OF MOTIVATION ON THE PRODUCTIVITY OF WORKERS

ABSTRACT

This is a research on the relationship between motivation and performance of workers in the Nigerian construction industry. It identifies a number of motivational schemes that enhance the performance of workers. Findings from the research on productivity of construction workers are reported. Two sets of questionnaires were employed in the study. One set was administered on management staff and the other on operatives. The study reveals that salaries paid to operatives in the study were below the stipulations of the Nigerian National Joint Industry Council. It further shows that operatives are rarely promoted, and operatives prefer financial incentives to nonfinancial incentives. The study recommends that increases in salary via promotion, overtime allowances and holidays with pay should be used as motivators (financial incentives) for increase in performance of construction workers (operatives).

CHAPTER 1 INTRODUCTION

1.1 BACKGROUND OF THE STUDY

The output of the construction industry constitutes one-half of the gross capital, andthree to eight percent of the Gross Domestic Product (GDP) in most countries (Arditiand Morkhtar 2000). Mee-Edoiye and Andawei (2000) declared that the employees inthe civil and building construction industry of a country are the largest. Thepopulation of the workers compared to the whole workforce of a nation is significant.Anything done to the employees could either make or mar the quality of their work,the speed of progress, the economy of the country and the social well-being of the workers. It follows from the foregoing therefore that workers should be well motivated for high performance and for the production of good quality products.However, despite this significant role the industry plays in the Nigerian national economy, the performance has not been impressive. Eldin and Egger (1990) notedthat construction productivity has been declining steadily in spite of the rising cost andlarge labour intensive nature of construction projects around the world. The decline inthe workers performance causes the failure of the building industry to deliver projectstimely with the obvious consequences of cost overrun. Labour productivity accordingto Akindele (2003) is defined as labour output per day (man-day). This is oftenreduced by delayed, unclear or inadequate instructions, provision of poor tools andequipment, unbalanced work gangs, use of working method, lack of incentives, andfailure to delegate authority from senior to lower level supervisors (Heap 1987).1 oaiyetan@yahoo.com
Aiyetan and Olotuah240The productivity of individuals, which in turn affects the productivity of a company, isa very important parameter to watch as it measures a companys competitive power. Itis an indicator of a firms profit margin, a measure of the firms survival in business, ayardstick for remuneration of employees, and a means of recognition of hard work.LITERATURE REVIEWProductivityProductivity measures how efficiently resources are employed, It is defined as theratio of a specific measure of output to a specific measure of input per unit of labourand is measured as total output divided by the members of units of labour employed toproduce that outputWilliams (1997) defines human capital (labour) as the accumulated knowledge, skilland experience of the labour force. As individual workers acquire more human capital,their productivity and hence their income grows. Labour comprises the broad categoryof human effort, both physical and mental directed towards productivity.MotivationMotivation is an art targeted to getting people work willingly, and an art of inducingone to behave in a particular manner to achieve a task. Mee-Edoiye and Andawei(2002) viewed motivation as a human engineering approach being triggered by theindividual needs. Flippo (1982) defined motivation as a psychological processinitiated by the emergence of needs involving a goal directed action and behaviouraimed at satisfying a particular desire. It is the inducement given to workers forhigher output. Motivated behaviour has three basic characteristics:1. It is sustained  it is maintained for a long time until satisfied.2. It is goal-directed  it seeks to achieve an objective.3. It results from a felt need  an urge directed towards a need.Several authors including Robert and GeneNeuport (1995), Williams (1997) and Cole(1999) have propounded theories to help to understand the human being and how tohandle him to get goals achieved. The theories propounded include:1. The Maslows Theory of Hierarchy of Needs:Abraham Maslow developed a needsbased theory of motivation. People areextraordinary complex creatures with many motives for behaviours on and off the job.Maslow (1954) identified and analyzed five basic needs, which he believed underlayall human behaviours, these needs relate to physiology (the needs for food water, airand sex), security (safety, the absence of illness), society or affiliation (friendship,interaction, love), esteem (respect and recognition), and self actualization (the abilityto reach ones potentials). These are perceptions for high performance andproductivity of individuals.Before Maslow, most managers assumed that money primarily motivated people.With Maslows work, managers can evaluate their own actions, their companiesconduct and their individual philosophies about people. Maslows needs theorypresented a workable motivation framework for managers.

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