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AN EVALUATION OF THE IMPACT OF EMPLOYEE MOTIVATION ON PUBLIC SECTOR PERFORMANCES

CHAPTER ONE

1.0    INTRODUCTION

Generally, an employee brings to the business organization a set of wants that issue from his basic needs  structure. The satisfaction of there want is to some extents  with the control of the make money  feed  their  families well  and enjoy  better  conditions of living. Hence, if working will make them  earn more than  they normally do, especially when  they have skill and energy  to do so motivation implies more  incentives and inducements, which will make the workers feel more   committed  to duty  because of the hope  of the income it will aid to his regular salaries.

On various occasions, highly motivated people have achieved success despite the absence of good plans or effective  organizational structure. And of course the more highly motivated the subordinate the less control is necessary  to ensuring that work  will be executed.

 However, motivation is not a substitute for planning organizing and controlling. Motivation implies that more power  has with the  subordinate who may assist direction in carious ways.

        An in-satisfied need creates tension, which stimulates drive within the individual. There drive generate search behaviour to   find particular goals  that if attained, satisfy  the needs and leads to the reduction of tension. motivated employee  are  in a state of tension. In order to relieve this tension, they engage in activity.  The greater the tension the activities to bring about the relief therefore when we see people working hard to some activity by a desire to achieving they are driven  by a desire to achieving  some  goals that  they perceive as having value to them.

        Motivation and employee performance is a vital tool for achieving organizational goals.  In the public sector, it is easy for the manager toad a little incentive to motivating his workers for greater performance and higher productivity.

        Against the background, the estimated number of employee in National Nigeria Petroleum corporation (NNPC0 is 200 employed in Aba and 400 employed in Port Harcourt totaling 600 employed.

        Therefore, research tends to finding out the problem facing Nigeria economy and employee performance. The research hope to finds out how and to what extent and improved incentives or motivation of employees in the NNPC helped in productivity and the effect of management productivity.

1.1.   BACKGROUND OF THE CASE STUDY

The Nigeria National Petroleum Corporation, otherwise known as NNPC is a commercial Integrated International Oil company engaged in exploring production processing, transportation  and marketing of crude oil gas.

Their products and derivatives.

The corporation is oriented towards efficiency, profitability and financial autonomy to maintaining its leadership roles in Nigeria as long-term growth and economic development through the start up and fostering of new gas and petroleum based Industries.

        The NNPC was established in 1977 by the NNPC Act number thirty three (ACT 33)  Pf the Year  thoroughly  the merger of the Nigeria National Oil development Company (NNDC where functions were mainly operational and the then Federal Ministry of petroleum resources which performed the regulatory  function. The two body were merged to create a more virile oil   agency and optimize human and infrastructure resources available to government. The then NNPC, Therefore performed both Operational as well as  regulatory functions and it was divided into eight divisions to carry out those  functions  effectively.

 In October 1985, the corporation was owing to the  demand of Oil Industry, re-organized into six (6)  autonomous limits  known as sectors  in a bid to encourage innovation, efficiency and positive aggressiveness.

        On Monday 21st January 1988, presidents Ibrahim Badamasi, Babangida announce the re-organization and commercialization of a more result-oriented organization. In the new re-organization, which was the out come of along period of studies, seminars, work shops and restructured into three major responsibility namely; corporate services (which includes finance administration,  public   affairs  Personnel technology and corporate  legal matter): Operation (which  include ,exploration and production, includes, exploration and production, gas manufacturing, petrochemicals and National  Petroleum Investment.

Crude Oil marketing and production sector of the Industry, while the Corporations services and Groups executives Director  (GED) heads Operations, Arms NAPIMS is headed by a co-coordinator

        A high point of the re-organization is the establishment of eleven subsidiary Companies Under the operations arms the companies are: the Nigerian Petroleum Development Company Limited 9For exploration and production of petroleum). The interpretation for NNPC and other oils Africa, Warri Refinery and petrochemical company Limited (for refinery of certain black and polypropy lever petrochemical): Kaduna Refinery/ and petrochemical company Limited (for refinery of petroleum and production of Linear Alky Benzene and heavy zalkylates): and the pipe lines and products marketing company Limited  (for buying Crude oil from government, transports some to refineries to NNPC depots for sales to marketers):

        Other company Includes hydrocarbon service of Nigeria Limited (for petroleum products marketing abroad in joint venture with chevron): National Engineering and technical Company (to engineering NNPC jobs and other and others to be won in Nigeria and African): Liquefied National gas company Ltd. (to set up the LNG Project in joint venture with shell, and ELF).

Port Harcourt Refinery company Limited  (for refinery petroleum especially for export), and the Element petrochemicals Company Limited  (to Manufacture petrochemicals in a joint venture between NNPC and the Private sectors).

        Another Important Aspect of this re-organization was  the transfer  of the petroleum inspectorate, the rest while regulating arm of the NNPC  to the Petroleum. Resources Department of the Ministry of Petroleum Resources.

        A major implication of the restructuring of the NNPC is now financially autonomous in all its operations.

Therefore, the corporation is expected to make regular dividend payments to government as a returns for government investment in its.

1.2    THEORETICAL FRAMEWORK

In research studies and report of these kinds, different approaches are usually used as a heuristic diverse to explain what really constitutes the scope of such study.

        Douglas McGregor late professor of managerial at MIT State the human bid of enterprises is all a piece of assumptions management Holds about control human resources determine the whole character of the enterprise.

These assumptions determine also the quality of the successive generations management.

        Douglas McGregor concluded that a manager’s new of human nature is based on one of two sets of assumptions about people and that a managers new of human nature is based on one of two sets of assumptions about people and that managers tend to mould their behaviour towards subordinates according to which set of assumption they hold. The first set of assumption, basically negative, McGregor labeled theory X and the second Y.

Under theory X the four assumptions held by the manager are:

Employee inherently dislike work and when even possible, will attempt to avoid it.

Since employee dislike work, they must be covered controlled or threatened with punishment to achieve desire goals.

Most workers place security above all other factors associated with work , and will display little ambition.

        Contrary wise McGregor listed the following assumptions under theory Y.

The expenditure of physical effort in work is as natural as play or rest.

External control and the threat of punishment are not the only means of objectives to which he is committed.

Commitment to objective is a as result of the reward  associated with their achievement.

The average human beings have under proper conditions not only to accept but also to seek responsibility.

There assumptions McGregor felt  provided a better  explanation of human  nature and therefore indicated  the need for a  different managerial strategy in dealing with  people  .

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