MOTIVATIONAL TECHNIQUES FOR WORKERS' PRODUCTIVITY:

THE TELECOM EXPERIENCE

Imahsunu, Albert Felix (BSc, MBA)
University of Benin, Benin City.
imahsunualbert@gmail.com
ABSTRACT
This research project provides an insight into the motivational techniques, for workers
productivity in the Telecom industry. It examined what motivates workers for higher productivity
and how productivity can be enhanced. The systematic study involved the use of statistical tools
including percentages and chi-square. The findings showed that motivation has a positive
relationship with productivity of workers. The study ended with some useful recommendations on
how to direct behaviour towards the realization of organizational goals.
KEYWORDS: Motivation, Productivity, Techniques, Telecommunication, Performance,
Effectiveness, Efficiency, Management.
1.1 INTRODUCTION
The quality of intellectual and physical contribution of human beings to any organization
determines it success. The communication industry has recently contributed to our economic
development. In todays highly competitive and chaotic environment, if organizations are to
survive, they must attract and retain people who are able and willing to perform and even go
beyond what is required.
Motivation is very important to workers productivity and to increase higher performance in
organizations. Organizational managers are mostly preoccupied with the implementation of the
motivational factors which are believed will result to greater productivity, but in Nigeria,
workers productivity appears complex and does not seen to be responding to the known
motivational factors that we have in this part of the world. It would seem that having skilled
personnel on the payroll is inadequate to attain higher organizational effectiveness. People, who

are willing to carryout the task; must put in effort, work harder in other to achieve the results. For
this purpose Visafone and Zain Nigeria has been chosen as a case study.
1.2 RESEARCH PROBLEM
Most organizations have to struggle with the problem of low productivity, poor attitude to work
and lack of enthusiasm among workers. This has been identified as the problem of the working
environment both in the public and private sector. It is believed that people are frustrated because
they are no incentives and promotion from those at the top management.
It is very important that steps are taken to find out what people need, what inspires them and
what motivate them to higher productivity.
Then this research would stirrup the following question:
1. How does motivation affect workers productivity?
2. What are workers motivators and how available are they?
3. Would the workers be ready to risk their lives for the organization?
1.3 OBJECTIVES OF THE STUDY
1. To find out how motivation can lead to workers productivity.
2. To know the workers motivators and how they can be easily identified.
3. To determine the level at which the workers are committed to the organization.
1.4 RESEARCH HYPOTHESES
1. Null Hypothesis: There is no relationship between motivation and workers productivity
Alternative Hypothesis: There is a relationship between motivation and workers
productivity
2. Null Hypothesis: Workers motivators cannot be easily identified
Alternative Hypothesis: Workers motivators can be easily identified
3. Null Hypothesis: Workers are not committed to the organization
Alternative Hypothesis: Workers are committed to the organization

1.5 SCOPE OF THE STUDY

This study will be carried out in Benin metropolis with participants drawn from workers in the
telecommunication industry.
1.6 RELEVANCE OF THE STUDY
Productivity in general is indeed difficult to express or measure particularly in the service sector.
1. This study will contributed its quota to the field of Industrial and Organizational
psychology.
2. Motivation and workers productivity are crucial aspects of management in the Service
and Industrial organization and other institutions.
3. The study is crucial in finding whether the job is satisfying or dissatisfying.
1.7 LIMITATION OF THE STUDY
1. The imprecise measurement of variables.
2. The inability to obtain a completely random sample.
3. The smallness of the sample size; due to financial and other constraints, the researcher
will not be able to get data from all companies in this sector.
4. It is equally necessary to state that relevant materials have been a problem despite the
diverse works of scholars on their theories on this subject matter, very few thoroughly,
have research work in relation to telecom sector.

LITERATURE REVIEW
From the days of Taylor, F.W to date, the most demanding problem in production/operation
management is how managers should relate to deal with employees for maximum productivity.
Motivation for a long time, has occupied the center stage in many studies and research works.
This is due to the fact that it is an undying factor, in the working life time of a person. It
determines the attitude a worker adopts towards his work. A well motivated worker, puts in his
best, in his place of work and the organization, is better for it.

The explanation of theories of motivation is rooted in theories of behaviour which comprise the
variables of instincts, needs, rewards, cognition, and job characteristics. There is a casual
relationship among these variables from the basis of theories of behaviour and subsequently
theories of motivation. Therefore, the question borders on how to foster competence, how to gain
commitment, how to maintain motivation and how to spur the loyalty of the workforce in the
system, more so, in most companies the relationship between the management and labour have
been antagonistic violent or antipodal.
In this chapter, we shall review related literature on works of motivation as been sponsored by
different intellectual and behavioural scientists. The various motivational tools identified by the
authors and their importance to the employees and employers shall be of added advantage.
Motivation is very vital to the advancement of the organizational goals. Many writers and
behavioural psychologist have made attempts at the definition of motivation and words
synonymous to it. The word motivation comes from the Latin word "movere", which means to
move. Robbins (1997) sees motivation as the willingness to do something and it is conditioned
by his actions ability to satisfy some need for the individual. Vroom (1964) defined motivation
as a process of governing choices made by persons or lower organisms among alternative forms
voluntary activity. Stoner and Freeman (1997) stated that motivations are those factors that
course, channel and sustain behaviour. Akinmayowa (2006) defined motivation as the natural
audience for a person to develop the will to work and improve productivity without any element
of force or coercion.
The term motivation theory is concerned with the processes that describe why and how human
behaviour is activated and directed. It is regarded as one of the most important areas of study in
the field of organizational behaviour. The act of directing and controlling a group of people for
the purposes of coordinating and balancing the group towards accomplishing a goal beyond the
scope of individual effort is known as management. Hence, it is obvious, that managers cannot
do these jobs without knowing what motivates people. Many businesses today strive to uncover
motivating factors that will help them achieve success within their industry. An in-depth
knowledge of motivational theory helps someone to become a better manager.

2.1 MOTIVATION CONCEPT

Intrinsic Motivation comes from rewards inherent to a task or activity itself, for example, the
enjoyment of a puzzle or the love of playing football. One is said to be intrinsically motivated
when engaging in an activity "with no apparent reward except for the activity itself". Intrinsic
motivation drives me to do things just for the fun of it, or because, I believe it is good or it is the
right thing to do. This form of motivation has been studied by social and educational
psychologists since the early 1970s.

Extrinsic motivation comes from outside of the performer. Extrinsic motivation drives me to do
things for tangible rewards or pressures, rather than for the fun of it. Money is the most obvious
example, but coercion and threat of punishment are also common extrinsic motivations. Social
psychological research has indicated that extrinsic rewards can lead to over-justification and a
subsequent reduction in intrinsic motivation. Extrinsic incentives sometimes can weaken the
motivation as well.

2.3 SOME MOTIVATIONAL TECHNIQUES

From the theories of motivation discussed so far, it has become clear that motivation is very
complex and idealized; hence there can be no simple best approach to motivate. However, some
motivational techniques have been identified as;

Job security,
More responsibility and authority,
Sense of belonging and recognition,
Job enrichment,
Better quality of work life,
Opportunity for growth and promotion,
Job rotation,
Money,

 Job enlargement,
Work design,
Reinforcement,
Productivity,
Promotion.

1. Money: Adam Smith contended that the pursuit of self interest and the maximization of gain
are the prime motivations of people. Taylor agreed with this contention and believes that an
individual. However, this has been subjected to a lot of criticism. Maslow has money at the
lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor
places money in his Theory X category and feels it is a poor motivator. Praise and recognition
are placed in the Theory Y category and are considered stronger motivators than money.
Motivated employees always look for better ways to do a job.
I.
II.

Motivated employees are more quality oriented.

Motivated workers are more productive.

The average workplace is about midway between the extremes of high threat and high
opportunity. Motivation by threat is a dead-end strategy, and naturally staffs are more attracted to
the opportunity side of the motivation curve than the threat side. Motivation is a powerful tool in
the work environment that can lead to employees working at their most efficient levels of
production. Nevertheless, money is an urgent means for achieving a minimum standard of living.
However, there is also empirical evidence showning that money incentives, if wrongly applied
may not serve as a motivator.
2. Job Enrichment: This agrees in totality with Herzbergs Two Factor which emphasizes job
content as a very essential means of motivating workers. It involves improving the quality of life
of workers by giving workers freedom in work related issues. Workers are becoming increasingly
dissatisfied and frustrated by routine work, poor working environment, no challenging job and
are reaching negatively with output, restriction, poor work, absenteecism, high turn-over and so
on.

3. Job Enlargement: This involves better management of duties by adding new tasks, thus
making the job less specialized and monotoneous, and stimulating the development of new skills.
This is essentially horizontal enlargement.
4. Job Rotation: In this approach, staff is trained in a variety of skills, and moved from job to
job intervals in a determined or voluntary basis. Job interest is increased by opportunities to learn
and develop new skills. The move must not be too frequent or social relationships will be his
output.
5. Participation: This can be ensured by emploring such management by objectives (MBO).
Participation could be explained as being in the act. It instills in the workers mind a sense of
belonging and of pride, which ultimately boost his morale. It has to do with involving workers in
the decision making process. This according to various research result triggers the will to be
harder working and more committed to the realization of jointly set objectives. In order words, it
assits in fulfilling basic motivational conditions such as recognition. It also satisfied need for
affililiation and acceptance just as it gives a sense of accomplishment.
6. Promotion: This is ideal rewards for workers positive attitude to work which consequently
enhances his productivity level and ultimately increases profit. Besides the rewards of money, an
individual desires power and authority, and thus at a certain level will cease to be motivated by
money. He will at this point take positive pride in leadership position as well as greater authority
over decision making. When not given these, then the result continuously becomes clashes with
co-workers, he may be frustrated, demoralized. The reverse will be the case if he is promoted.

2.3.1. Employee Motivation

Workers in any organization need something to keep them working. Most times, the salary of the
employee is enough to keep him or her working for an organization. However, sometimes just
working for salary is not enough for employees to stay in an organization. An employee must be

motivated to work for a company or organization. If no motivation is present for an employee,

then that employees quality of work or all work in general will deteriorate.
Keeping an employee working at full potential is the ultimate goal of employee motivation. Just
as there are unlimited amounts of motivators, there are unlimited amounts of methods to help
keep employees motivated. Some traditional ways or motivating workers are placing them in
competition with each other. Friendly competition is a great way to generate motivation among
employees. This gives a chance for employees to flex their working skills in a healthy
competition against their peers. This not only will motivate employees with a result of greater
production, but the competition with recorded results will give the employer an idea of who is
being most productive.

2.3.2. Incentives as related to Motivation

A reward tangible or intangible is presented after the occurrence of an action (i.e. behavior) with
the intent to cause the behavior to occur again. This is done by associating positive meaning to
the behavior. Studies have shown that if the person receives the reward immediately, the effect
would be greater, and decreases as duration lengthens. Repetitive action-reward combination can
cause the action to become habit. Motivation comes from two sources: oneself, and other people.
These two sources are called intrinsic motivation and extrinsic motivation respectively.

Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes
that when creating a reward system, it can be easy to reward A, while hoping for B and in the
process, reap harmful effects that can jeopardize your goals.

A reinforcer is different from reward in that reinforcement is intended to create a measured

increase in the rate of a desirable behavior following the addition of something to the
environment.

2.3.3. Motivation as the key to performance improvement

There is a saying which says you can take a horse to the water, but you cannot force it to drink; it
will drink only if it's thirsty - so with people. They will do what they want to do or otherwise be
motivated to do it. Whether it is to excel on the workshop floor or in the 'ivory tower', they must
be motivated or driven to it either by themselves or through external stimulus.
Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for
motivation is a skill which can and must be learnt. This is essential for any business to survive
and succeed.
Performance is considered to be a function of ability and motivation, thus:
Job performance =f(ability)(motivation)
Ability in turn depends on education, experience and training and its improvement is a slow and
long process. On the other hand, motivation can be improved quickly. There are many options
and an uninitiated manager may not even know where to start. As a guideline, there are broadly
seven strategies for motivation.
a)

Positive reinforcement / high expectations

b)

Effective discipline and punishment

c)

Treating people fairly

d)

Satisfying employees needs

e)

Setting work related goals

f)

Restructuring jobs

g)

Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will vary from workplace
situation to situation. Essentially, there is a gap between an individuals actual state and some
desired state and the manager tries to reduce this gap.

Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a
specific way towards goals, specifically stated by the motivator. Naturally, these goals as also the
motivation system must conform to the corporate policy of the organization. The motivational
system must be tailored to the situation and to the organization.

2.4 MOTIVATION AND PRODUCTIVITY

In the real world motivation is very difficult to measure among employees. Productivity
however, is by far easier to measure or evaluate generally than human motivation. Thus, the
relationship between motivation and productivity is not very straight forward. (Akinmayowa,
1999)
However, this does not indicate that there is a relationship between motivation and productivity
of course, correlation tend to exist between the two concept, however, there are many exceptions
to high motivation (or morale) generally high productivity. There could be some occasion when
workers with low morale could increase their productivity for fear of losing their jobs especially
during the period of retrenchment. This type of situation however is not good for the matured
individual who needs self-motivation for the manager who needs self-motivated people, for the
organization which needs to provide the necessary goods and services and for the society whose
modernization depends on oral growth. If we intend to improve productivity then we need to
foster the skill to work among our staff through the process of self-motivation, inner
defectiveness and matured behaviour. This however, requires enabling environment which the
organizations need to produce.

Productivity in general is indeed difficult to express or to measure. It is however, possible to consider productivity in
terms of various basic resources used in organization (Akinmayowa, 2005).

As a matter of fact, motivation has a good effect on the productivity of an organization, that is,
its employees are properly motivated, coached and receive the right attension. Use simple
productivity improvement tools and techniques are rewarded in an appropriate way. If employees

are properly motivated there will be increased volume in the productivity that is to reach the
wider market, better quality, better output, better benefits to customers unit cost, must profit or
more sales will be accomplished.
However, 15%, or over four million employees, are not happy with work. And this
dissatisfaction is having an effect on business; higher absence, higher staff turnover and low
productivity are all a result of poor motivation.
Though it has been emphasized that monetary motivation enhances workers performance (hence
increases productivity) in developing countries like Nigeria. Monetary motivation only increase
productivity where the gains from the improved productivity are shared equitable and fairly
among the employees, consumers and even the government. Employers can share through better
returns on investment and upgraded technical capacity that should increase competitiveness in
the market, consumers can share through goods and services of better quality and lower prices
and government can share through possibility of investing gains in better infrastructure, better
services in more employment opportunities and in reducing social inequality. Non monetary
incentives such as praise to respected superior, respects from colleagues for meeting agreed
production targets have been found to be very effective motivators. In work situation, respect for
employees has been observed to increased productivity considerably. Emphasis on moral
motivation started the movement for more employees to cooperate regardless of monetary
motivation. One of the observed components of Japanese economic success is the employees will
to work. Japanese employees do not regard their work as a means to earning income rather as an
opportunity to belong to a team of producers and opportunity to use intelligence, aptitude
creativity and ability.
Non-negative reinforcers that have enhanced the productivity in organizations include those that
strengthen employees positive values and attitude, especially when they include publicity. This
non-monetary reinforcer includes employee participation in decision making, the quality of the
working life, working conditions, these motivational tools have been observed significantly.
2.5 TELECOMMUNICATION

A changing environment emerged from the early 1990s in the telecommunication industry based
on the awareness that the sector had become the engine of growth for national economies.
Advances in microelectronics, the commercial exploitation of communication satellite from the
early 1970s, fibre optic systems, and ever smaller and cheaper micro computers encouraged new
information and telecommunication service providers to enter into a field traditionally the
domain of PTTs -the national monopoly operators. (Olawale Ige, May 17, 2003)

Robust telecommunications infrastructure is important for economic growth

Constitutes significant portion of world economy

Revenue from Telecom services alone was estimated at USD2.5 trillion as at 2004.

Improves productivity and efficiency in other sectors

2.5.1 CHARACTER OF TODAYS MODERN TELECOM SECTOR

a) Fully liberalized telecom market
b) Governments role restricted to policy formulation and sector regulation
c) A strong, independent Regulatory Authority
d) Competition in all segments of the market
e) Minimal Government funding of telecom infrastructure allowing resources to be
available for other sectors.
f) Massive Private sector investment to the sector.
g) Improved availability and quality of service.
h) Continuously innovating telecom environment with introduction of new services on a
continuous basis.
2.5.2 THE NIGERIAN EXPERIENCE
The Nigerian economy has experienced dramatic growth over the last couple of years. Apart
from oil, telecommunications is the main driver.

Since the deregulation of the

telecommunications industry, the number of telephone lines has grown from about 400,000 to
approximately 30 million users. In addition to increasing the teledensity ratio in the country,
telecom industry have created employment and spurred growth in ancillary industry. The
Nigerian government is taking the telecommunications industry seriously and has launched a
satellite into orbit.

a) Regulatory body, the Nigerian Communications Commission (NCC), was established by

law in Nov. 1992.
b) Commenced operation in mid 1993 with the inauguration of the first Commission.
c) Commenced full market liberalization and Sector Reform in 2000.
d) The last few years have seen a notable increase in private sector involvement in the
Nigerian Telecommunications Industry with the:
a. Successful auctioning of the 2G Digital Mobile Licenses in January 2001(Total of
four GSM licenses issued).
b. Licensing of Fixed Wireless Access (FWA) Operators in 2002, (both national &
regional licenses issued).
c. Licensing a Second National Carrier in 2002.
d. Preparation of the Incumbent Operator for privatization.
e) Several Internet Providers licensed to encourage fast growth of Internet nationwide.
f) The Regulatory Body has been strengthened, and is receiving full support from the
government.
g) A National Telecom Policy (NTP) released in September 2000.
CURRENT ISSUES
a) Interconnectivity
b) Effective Competition
c) Monitoring, Compliance & enforcement
d) Consumer Education & Managing Consumer Expectation
e) Institutional Strengthening
f) Unreliable Electricity Supply
The country has 65.8 million subscribers in total, or a 44.46% penetration rate (April 2009). By
the end of July 2009 it was estimated that there were some 415.3 mobile subscribers in Africa, of
which Nigeria had some 16.5 percent, making it the largest single market in Africa. Egypt and
South Africa were in second and third place respectively. The country's telecom regulator is
NCC.

Table 2.1 Telecom Operators in Nigeria

Rank

Operators

Technology

Subscribers

Ownership

1
2

MTN
Glo Mobile

GSM
GSM

(in millions)
28.751 [154] (Sept 2009)
20.10
[155]
(December

MTN (76%)
Globacom

3
4
5
6

Zain
Starcomms
Mtel
Etisalat

GSM
CDMA2000 1X
GSM
GSM, GPRS

2008)
14.646 [156] (June 2009)
1.16 [157] (December 2008)
0.150 [158] (June 2007)
0.400
[159]
(December

Zain Group (65.7%)

Starcomms
State-owned Nitel
Etisalat, Mubadala, Nigerian Investors

7
8

Multilinks Telkom
Visafone

CDMA2000 1X
CDMA2000 1X

2008)
1.99 [160] (December 2008)
3.00 [161] (June 2009)

Telkom 75%
Visafone

Source: www.ametw.com
A revolution has indeed taken place in the Telecom industry in Nigeria. Nigeria has become one
of the fastest growing markets in the world for mobile communications.
It all started in year 2001 and by 2004 the network has grown from 0.5m lines to 10m lines;
representing a 20 fold increase in 3 years.

METHODOLOGY
The essence of this study is: To find out how motivation can lead to workers productivity, to
know the workers motivators and how they can be easily identified, to determine the level at
which the workers is committed to the organization.
3.2 APPROACHES TO RESEARCH DESIGN
A research design is a plan that guides the researcher in the various stages of the research
process. It defines the population been studied, the sample size etc. Generally, research design
may be experimental, a survey, an observation, or a case study. This study will adopt a survey
design.
Survey design has to do with systematically gathering information from respondents for the
purpose of understanding and/or predicting some aspect of the behaviour of the population of

interest. (Yomere and Agbonifoh, 1999) The population of interest here is gotten from
Telecommunication Companies in Nigeria. The survey design is used here because it is the best
method for capturing information that is of ssubjective manner.
3.3 POPULATION OF THE STUDY
Population of study refers to the group about whom we want to be able to draw up a conclusion.
It is the totality of objects or elements being studied and to which the generalization of our result
will apply.
Since the study covers Telecommunication Companies in Nigeria, all Telecommunication
Companies in Nigeria will therefore constitute the population of the study. As at July, 2009 the
Telecommunication Companies that were registered with Nigerian Communications Commission
(NCC) were eight (8) in number. (See Table 2.1 for a comprehensive list).
3.4 THE SAMPLING FRAMEWORK
A sample is a subset of the population selected for the study in place of studying the entire
population. Sampling has to do with selecting a sample. The methods that are usually adopted
when choosing a sample can be categorize into two namely; Probability Sampling Method and
Non- Probability Sampling Method.
The Probability Sampling Method is sub-divided into Simple Random Sampling, Systematic
Sampling, Stratified Random Sampling and Multi-Stage Cluster Sampling. Non-Probability
Sampling Method on the other hand is sub-divided into convenience Sampling, Judgmental
Sampling and Quota Sampling.
The sampling method that has been adopted for this study is random sampling. The reason for
adopting this method is that not all Telecommunication Companies have an office in Edo State.
As such, two of the telecommunication have been selected out of the six existing
telecommunication in Nigeria. The sample is therefore made up of;
Visafone and Zain.

We selected Zain because they represent the oldest amongst the six(6) Ttelecommunication
Companies( since they have survived since 2003) when Nigeria first startrd using mobile phones.
Visafone on the other hand was selected to represent the new breed of Telecommunication
Companies.
3.5 METHOD OF DATA GATHERING
Data is the raw material for information. There are basically two sources from which data can be
gotten. They are Primary sources and Secondary sources.
Primary sources are those sources with already made data. Primary sources therefore
encompass surveys, experiments, etc. Secondary Sources include reports of various institutions
(for instance, the NCC report), libraries, etc.
We will however be using primary data from primary sources because, the issue being treated
(Motivation for Workers Productivity: The Telecomm. Experience) is a subjective one and as
such already made information does not exist.
The data for this study will be collected using questionnaires that will be administered to
workers; mainly observing workers ie top, middle and front line managerial workers and also
foremen.
3.6 DESCRIPTION OF THE RESEARCH INSTRUMENT
The research instrument that will be used is Questionnaire. A questionnaire is a document
containing a set of questions for soliciting information from respondents on the subject matter of
the research investigation (Yomere and Agbonifoh, 1999). It contains questions to be answered
completely by the respondents. It is particularly useful where the researcher wants to obtain
answers to the same set of questions from several people.
Since the data been sought is of a complex nature, the questionnaire will be a combination of
open and close-ended questions. Open-ended questions allow respondents to express their

answer as they please without any restrictions. It is used in this research because it will enable us
obtain salient information that were not previously thought of.
Closed-ended questions are those in which respondents are given options that will adequately
cover the possible range of their response. Closed-ended question that will be used in the
questionnaire are dichotomous questions and liker-type questions.
3.7 METHOD OF DATA ANALYSIS
Data analysis has to do with converting a series of recorded information (data) into descriptive
statements and/or inferences about relationships. The data that will be collected from both the
structured and unstructured sections of the questionnaire will be grouped with a view to attaining
the objectives that have been put forward.
In analyzing these data, descriptive statistics will be used. To be more specific, the percentage
frequency method as well as Tables will be used in analyzing the data obtained.
4.3 TESTING OF HYPOTHESIS
In the introductory chapter of this study, we formulated some hypothesis to guide the conduct of
this study. We shall, in this section, attempt to test these hypothesis in order to determine their
acceptability and unacceptability--hence, it is after that that a reliable conclusion could be drawn.
The following hypotheses are to be tested:
1. Null Hypothesis: There is no relationship between motivation and workers productivity
Alternative Hypothesis: There is a relationship between motivation and workers
productivity
2. Null Hypothesis: Workers motivating factors cannot be easily identified
Alternative Hypothesis: Workers motivating factors can be easily identified
3. Null Hypothesis: Workers are not committed to the organization
Alternative Hypothesis: Workers are committed to the organization
The hypothesis would be tested using the chi-square statistical tool, which is given as:
For One Way Classification
X2

(O e)2

e
X2 = chi- square

Where;

O = observed frequency or number of respondents

e = expected frequency
Using a level of significance of 0.05 (5%) the computed chi-square value
X2cal > X2tab

we reject Ho

X2cal < X2tab

we accept Ho

For Two Way Classification

X2
=
(Oij- eij)2

eij
X2 = chi- square
Oij = observed frequency

eij = expected frequency

d.f = degree of freedom = (k-1)(r-1)
Where;

k = no. of columns
r = no. of row since the expected is not given,

We shall solve for it using the formular

Column Total Row Total
Grand Total
The decision rule of the hypothesis would be at 0.05 level of significance in which case the null
hypothesis will be rejected if the calculated is greater than the tabulated and accepted if
otherwise.
X2cal > X2tab

we reject Ho

X2cal < X2tab

we accept Ho

HYPOTHESIS 1
One Way classification
Table 7.1 The computational details of the 1st hypothesis
Responses

Oe

(O e)

(O e)2

Yes
48
No
2
Total
50
Source: Field Survey

25
25
50

23
-23

At 0.05 significance level

X^2tab = 3.8
X^2cal = 42.32
X^2cal > X^2tab we reject Ho
HYPOTHESIS 2
Two Way Classifications
Intrinsic
8

17
(5.5)
3

(19.5)

Extrinsic
Male

22
(5.5)

(19.5)

Female

11 =

39 25
50

19.5

12 =

11 25
50

5.5

21 =

39 25
50

19.5

22 =

11 25
50

5.5

Put into the formula

X2
=
(Oij- eij)2

eij
Table 7.2 The computational details of the 2nd hypothesis

529
529

21.16
21.16
42.32

Responses

Intrinsic(Male)
Extrinsic(Male)
Intrinsic(Female)
Extrinsic(Female
)
Total
Source: Field Survey
d.f = (2-1)(2-1) = 1

Oij

eij

(Oij- eij)

(Oij- eij)2

17
8
22
3

19.5
5.5
19.5
5.5

-2.5
2.5
2.5
-2.5

6.25
6.25
6.25
6.25

(Oij- eij)2

eij
0.32
1.14
0.32
1.14
2.92

Therefore, at 0.05 significance level

X^2tab = 3.8
X^2cal = 2.92
X^2cal < X^2tab

we accept Ho

NB: The data gotten from open question 26 of the questionnaire were classified into intrinsic and
extrinsic.
The factors that were identified as
Extrinsic are;

Intrinsic are;

Good pay

Relationship between boss and staff

Welfare packages

Career growth

Promotion

Recognition

Conducive working environment

In other to test the hypothesis the classified variables were grouped in relation to male and
female.
HYPOTHESIS 3
One Way classification
Table 7.3 The computational details of the 3rd hypothesis
Responses

(O e)2
Oe

(O e)2

Yes
49
No
1
Total
50
Source: Field Survey

25
25
50

24
-24

576
576

23.04
23.04
46.08

At 0.05 significance level

X2tab = 3.8
X2cal = 46.08
X2cal > X2tab

we reject Ho

The study is aimed at examining motivational techniques for workers productivity: the telecom
experience. Two major operators in the industry namely Visafone Nigeria Limited and Zain
Nigeria were used for the study. A total of 50 respondents were sampled through the instrument
of the questionnaire.
The sampled respondents were selected by lottery method (a variant of the sample random
sampling method). This was done to at least minimize the incidence of bias in the sampling
process. To actualize the research objective three hypotheses are stated and tested. There are;
1. There is a relationship between motivation and workers productivity.
2. Workers motivators can be easily identified.
3. Workers are committed to the organization.
The above hypotheses were evaluated with the aid of Z-test for population proportion at 5% level
of significance. The research result revealed the following:
a) That the proportion of respondents in the sampled companies motivated by pay is quite
significant.
b) That the proportion of respondents in the sampled companies motivated by extrinsic
motivation is appreciable
That the proportion of respondents in the sampled companies committed to work is high.
5.2 SUMMARY OF FINDINGS
From the study, it was revealed that companies in the telecommunication sector take due
cognizance of workers productivity. The research finding reveals that motivation has great
significant impact in the productivity of workers. Other research finding includes:

1. There is a noticeable regularity of salary paid to workers as at when due.

2. The level of commitment of workers to their job is high.
3. There is cordial relationship with both superior and subordinates; without any form of
animosity whatsoever.
4. Apart from good salaries packages, other factors also contribute to workers motivation and
workers productivity.
5. There was also emphasis on training and development programs which were meant to
improve the workers productivity.
6. That the prevailing tight economic condition in the country is another factor that is making
most of the motivational techniques irrelevant, especially the use of money as a means of
workers motivation.
5.3 CONCLUSION
Motivation brings positive results in terms of energizing the inner drive that directs the behaviour
towards the realization of organizational goals, if applied correctly by management.
5.4 RECOMMENDATION
Arising from the research finding and conclusion drawn from this research, I wish to proffer the
following recommendations;
1. Although pay is a dominant factor, it is necessary to observe that it is not the only
motivator and that management of telecom companies should also seek to motivate
workers through other non-financial motivators like job security, promotion, recognition,
welfare packages.
2. The training and development programs should be encouraged and internalized.
3. That promotion and money should be used as motivational techniques for workers in
order to energize their inner drive, better to be aspirations and goal of the organization.
4. Emphasis should be given to welfare packages as means of boosting morale of the
workers.
5. Management should provide a conducive working environment and make the work
interesting and enjoyable for its employees.

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