CHAPTER ONE

INTRODUCTION
1.1 BACKGROUND TO THE STUDY
The term "motivation" it's derived from a Latin word "mover" which means to
"move". Thus motivation stands for movement. One cannot get a donkey to move
by using a "carrot or a stick" but it needs to be repeated to secure further
movement.
Motivation therefore is an internally initiated, inspired and guesses behaviour that
move individual towards satisfying set objectives. Since employees suffers not
only in their ability to work, also in their will to do so. To motivate is to induce,
persuade, stimulate even compel an employee to act in manner which fulfill the
objective of an organization in every large, small governmental or non-
governmental organization. Employee with enthusiasm or zeal amount themselves
and co-operation with the leadership of their organization to achieve their
organization objective because of their job satisfaction they derive in the conduct
of their routine activities.
There is a misconception by most organization that financial motivation is the only
method that can be adopted by management to ensure high job performance while
offer like job security psychological needs, effective leadership and other condition
of service are disregarded.
Research has shown that half of all new organization fails within their first two
years and only one third survive five year. In most cases the organization failure is
caused by poor leadership. Researcher shall look at the staff motivation and its
effect on workers' productivity, so as to study the role stay plays as a motivational
variable on workers' productivity.
A manager or an administrator’s major concern is with the productivity. Hence
they should be interested in the question as how staff can motivate people in work
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group so as to achieve high productivity. The whole question of staff motivation is
highly complex in the present industrial climate.

1.2 STATEMENT OF THE PROBLEM

More attention should be paid in identifying and dealing with staff motivation
because when staff has negative perception to their environment they sometimes
suffer from chronic stress, working environment means those processes, systems,
structures, tools or conditions in the work place that impact favourably or
unfavourably individual motivation. Staff motivation also includes policies, rules,
culture, resources, working external environmental factors, all of which influence
the ways that staff perform their functions.
This study is designed to examine the effect of staff motivation on workers'
productivity in Sokoto Cement plant. This is a public organization which operates
in Sokoto State. Through this study the staffs will get to know how it work
environment affects the staff level of motivation and worker's productivity.

1.3 OBJECTIVE OF THE STUDY

Here are some possible purposes of the study:
1. To find out why workers are in low esteem and perform below expectation in
Sokoto Cement Plc Nigeria.
2. To identify why their performances are not enhanced, despite increase in
salaries and allowances, whole motivational supervision is not in action of
leadership by examples in all area of activities, duties and other areas of job
performance.
3. To find out the thing that Sokoto Cement Plc Nigeria can put in place to make
their staffs more productive.

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1.4 RESEARCH QUESTIONS
In order to have a good working guide for the research in a decision on question
outcome, the following are questions to be considered;
a. What are the effects of motivation on staff performance in the company?
b. How can staff be motivated, either individually or collectively for higher
performance?
c. Is there any need for reinforCement?
d. Do workers need increment in their salaries?
e. Does motivation affect workers productivity?
f. Is it right to engage employees in decision making and if yes does it motivate
them for better performance?

1.5 SIGNIFICANCE OF THE STUDY

The research work is about the motivation and its effects on workers’ productivity.
The study will enable the Sokoto Cement Company to increase in their
productivity.
The study will help to improve the work of the organization. The study will serve
as a guide to managers, supervisors and administrator on how to motivate their
employees for the purpose of increasing productivity in their various organizations.

1.6 SCOPE OF THE STUDY

From the purpose of this research, focus will be on personal motivation relating to
workers, attitude and how this affects productivity in the public organization.
Sokoto Cement Plc is a registered company with the federal cooperate affairs
commission with the registration number RC3111. It has a production capacity of
5,479.5 metric tones per day and 2 million metric tones per year.

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1.7 LIMITATIONS AND CONSTRAINTS OF STUDY
This work may be limited by lack of adequate finance to source for relevant
material, essential document relevant textbooks and current journals on industrial
relation.
However, effort will be made to ensure that the below constraints and limitations
do not affect the quality of the research work:
1. Lack of adequate finance to source for relevant material.
2. Lack of access to essential document.
3. Lack of relevant textbooks and current journals on industrial relation.
Despite all these limitations/challenges and many more which is not stated, the
work can be a source of research information.

1.8 DEFINITION OF KEY TERMS

For effective understanding of the subject matter, it is very necessary to define
some key concepts so as to throw more light on the subject under discussion and
such concepts include;
 Motivation: it is a general work used which means the entire drive, desire, need,
wishes and similar forces; hence it is the inner state that energizes, activates and
moves them towards a channel of behaviour towards achieving goals.
 Workers: these are human resources employed to do some certain works or the
other in any organization for the purpose of achieving an organizational goal.
 Effect: it is a term used to explain what happen as a result of one act towards
another and what it leads to.
 Productivity: this is the resultant effort of any input in an organization.
 Motive: a felt need or desire, internal to the organization, it is a reason for
something.
 Goal: this is the end result of any effort put into achieving the desired result.

4
 Performance: this is the contribution that the employees make in an
organization either positive or negative in job responsibility.
 Organization: it is an institution containing both human and physical resources
put together by the management so that certain goals can be achieved.
 Efficiency: this is the extent to which a resource is used for the intended
purpose; it can also be a minimal or least cost.
 Effectiveness: this can be defined as a systematic way of achieving
organizational objective with a given cost.

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 CHAPTER TWO
LITERATURE REVIEW
2.1DEFINITIONS OF MOTIVATION
In literature, “motivation” is defined as a reason behind a character’s specification
or behaviour. The type of behaviours is characterized by the character’s own
consent and willingness to do something.
There are two types of motivations; one is intrinsic, while the other one is
extrinsic. Intrinsic motive is linked in personal pleasure enjoyment and interest
while extrinsic motivation is linked to numerous other possibilities. It is also that
extrinsic motivation comes from some physical reward such as more power, or
lust. On the contrary, intrinsic motivation is inspired by some internal reward such
as knowledge, pride, spiritual or emotional peace/wellbeing; etc. characters usually
have always a motivation behind every action. It is also the same in real life.
Therefore, the implicit or explicit refers to a motivation of a character makes the
piece of literature seems closer to life and reality.
Motivation is the theoretical construct used to explain behaviour. It gives the
reason for people’s action, desires and needs. Motivation can be defined as one’s
direction to behaviour or what causes a person to want to repeat behaviour and
vice-versa. A motive is what prompts a person to act in a certain way or at least
develop in inclination for specific behaviour.
According to Maehr and Meyer, motivation is a word that is parts of the popular
culture as few other psychological concepts.

2.2 THEORY OF MOTIVATION

A number of concepts have been established to explain the phenomenon of human
motivation. It is useful to classify these concepts into broad categories, which are
concept theory and process theories

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2.2.1 CONCEPT THEORIES
These explain reason for motivated behaviour terms of specific “need or motive”
(the two terms used interchangeably here). Content theories help to represent
physiological or psychological deficiencies that an individual feels some
compulsion to eliminate. Some of the major concept theories include:
 Hierarchy of needs – Abraham Maslow
 E.R.G – Clayton Alderfer
 Two factors theory – Frederick Hertzberg
 Learned needs theory - David McClelland

2.2.1.1 Hierarchy of Needs – Abraham Maslow

In 1943, Abraham Maslow in a seminar titled “a theory of human motivation”
proposed that a person’s motivational needs could be arranged in a hierarchical
order inherent in this hierarchical order of needs is that once a given level of need
is satisfied, it no longer serves to motivate, rather the next higher level of need has
to be activated in order to motivate the individual. Maslow identified five (5) needs
which are;
 Physiological Needs: these are basic needs to sustain life as food, clothing and
shelter, until this basic need are satisfied to the degree and needed needs for the
sufficient operation of bodily, the majority of a person’s activities will
probably be at this level, another need to provide little or no motivation once
the physiological needs has been reasonably satisfied, other levels of needs and
dominate individual behaviour.
 Safety or Security Needs: these needs are essential, the desire to be free of the
fear of physical dangers and deprivation of basic needs. These are the needs for
self preservation and the concern for the future. Once this safety needs are

7
 reasonably satisfied they no longer motivate. Thus will at least want to
maintain what we have if we cannot get more.
 Love or Social Needs: these are the needs for love and acceptance, belonging
or affiliation. It is natural that individual wants to belong to a group where he
is loved. These groups want to share its personal problem. The need for love
can be satisfied in many area of human life either at work, organizing social
activities such as clubs, lunch, breaks and picnic parties etc. this makes it
possible for people to interact with each other in less formal way.
 The Esteem Needs: there are two categories of esteem needs namely; self
esteem and public esteem. Self esteem means feeling importance in one’s own
eyes. Public esteem need on the other hand is the inner feeling that is doing
something worthwhile; they are certain jobs that gives individual self
importance it is after self esteem that an individual looks for esteem in the eyes
of the public i.e. you want people to praise or admire you, you want to feel that
you are doing something very important. These need can be satisfied through
giving of title, recognition of job performance, promotion of competence,
presentation of gifts like television rug, carpet, refrigerator, air conditioner etc.
 The Needs for Self Actualization: this is the need for becoming what you are
capable of becoming. It is the realization of one’s dream. It is an opportunity
for the fullest expression of one’s personal characteristic. This is a need and
therefore, it is called growth needs. Self actualization can be fulfilled through
challenging work, encouraging initiative, creativity and opportunity for
personal growth and advanCement.
According to Maslow, all the five (5) categories of needs cannot be satisfied
simultaneously; he also believed and theorized these needs are not of equal
importance. To Maslow some needs are very important propounded and urgent.
These propounded and urgent are satisfied first before other needs follows. Thus
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every individual struggles to satisfy that needs which is most urgent to him. Once a
need is satisfied it is no longer strong to motivate. The next needs on the hierarchy
becomes propounded and activated. However, we must not take this to mean that
an individual has several needs, but people are never absolutely satisfied on any
level but a reasonable measure of gratification of first priority needs must be
forthcoming. That is, as soon as there is a reasonable of one most urgent need, the
other need is activated.
2.2.1.2 The ERG Theory of Motivation
The ERG theory propounded by Clayton Alderfer is indeed a reaction of Maslow
theory, he argued that there are three (3) cures needs which he classified as
Existence, Relatedness and Growth (ERG).
 The existence need has to do with the satisfaction of our basic material
requirement such as food, water, shelter, pay and working condition. They can
be classified as physiological and safety needs.
 The relatedness need is similar to Maslow social roll needs theory and these
include social and interpersonal relationship.
 Finally the growth needs are intrinsic desire for personal development of
making creative productive contribution.
Furthermore Alderfer argued that if the gratification of higher level needs increase,
other needs increase, i.e. frustration, regression and dimension. In other word if a
person failed to satisfy the higher level need, the person moved back to a lower
level need which then acts as a motivational force.
This frustration, regression and dimension are illustrated below:
 Frustration of growth needs
 Importance of growth needs
 Satisfaction of growth needs

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 Frustration of relatedness needs
 Importance of relatedness needs
 Satisfaction of relatedness needs
 Frustration of existence needs
 Importance of existence needs
 Satisfaction of existence needs
2.2.1.3 Learned Needs Theory of Motivation
David Miscellany proposed learned needs theory of motivation, which according to
him is associated with learning concepts he identified three (3) needs that motivate
people. These are;
 The need for achievement
 The need for affiliation
 The need for power
1. The Need for Achievement: this is the need desire to set challenging goals or
the drive to excel in relation to set standards. Achieving therefore is defined by
the following desire to accomplish something difficult, to master, manipulate
and organize physical objectives human beings or ideals. To rival and surpass
others, to increase self regard by the successful exercise of talents.
2. The Needs for Affiliation: this is the need to be liked and accepted by the other
people with the need to strife for friendship, prefer cooperation situation rather
than competitive situation, and desire relationship involving a high degree of
mutual understanding people with high need of affiliation prefer to spend more
time maintaining social relationship joining groups etc. Individuals with high
degree of this need are not effective or leaders because they will find it difficult
to make decision without working about the feelings of others or being disliked
by others.

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3. The Need for Power: this is the dislike to have impact and to be controlled by
others, the need to be a leader i.e. to control others. They also have the desire to
coach, teach or encourage other to achieve, they love to work and are concerned
with discipline and self-respect, the need for power has both positive and
negative side and negative side is the winner takes all mentality e.g. “if I win
you lose” the positive side is focused on accomplishing group goals and helping
others obtain the feeling of competency
2.2.2 THE PROCESS THEORY OF MOTIVATION
These are theories that describe and analyze how behaviours are energized,
directed, sustained and stopped. While it is true that people work to satisfy their
needs some employees want to work and do good job some cases, employees may
exhibit effort beyond the level where the record surpassed their needs. It is
therefore the duty of the management to provide an environment that facilitates
high level of performance. Because at this point, what motivate the employee is not
the desire to satisfy their needs but factors in the environment this is to the basis of
the process theory of motivation. Three of the process theory of motivation will be
discussed here, they are;
 Goal seeking theory
 Equity theory
 Frederick Hertzberg hygiene theory
1. Goal Setting Theory: this theory was propounded by Edwin Lock in (1968).
According to the above proposed by Lock, goal seeking has four motivational
series:
a. Goal Direct Attention: behaviour is goal oriented. Goals that are personally
meaningful tend to focus ones attention on what is relevant and important.
This is because the perceived outcome of such behaviour is desired and
cherished by the person exhibiting the behaviour.
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 b. Goals Regulate Efforts: the level of efforts exhibited proportionate to the
difficulty of the goal. In other words a goal that appears difficult to attain
will elicit a greater effect if personally desired. On the other hand easily
attained will required little efforts.
c. Goal Increase Persistence: persistence here means the effort expended on a
tax over an extended period of time in the pursuance of an objective or goal,
difficulties may arise, and there is always the tendency for people to
abandon the pursuit of their goal or objectives where they are not personally
involved in the setting of the goal. On the contrary, when the people are
involved in the goal setting process, they are likely to persist in their efforts
towards attaining the goal.
d. Goal Foster Strategies and Actions Plans: setting of goal or stating
performance standard is the first step towards attaining the goals, however, it
is important to ask the question, how are the goals going to be achieved?
When goals are set it encourages people to develop strategies and action
plans which will enable them to achieve the goals.
2. Equity Theory of Motivation: the equity theory of motivation developed by
Stancy Adams hold that individual who works in exchange for rewards in
organization are motivated by the desire to be equitable at work. Four (4)
important components are involved in the equity theory, they include:
a. Person: the individual for who equity or inequity is perceived.
b. Comparison with other: any individual or group used by the person as
reference regarding the ratio of input and outcomes.
c. Input: these are individual characteristics brought to job by the person.
These inputs are the factors that individual consider when making equity
comparison. They include: time, education training, experience, skills,
seriousness, age, personal trait, and personal appearance.
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 d. Outcomes: these are what a person receives from the job or what he/she
gets in exchange for his/her inputs. Factors to be considered under
outcome include pay/bonus, challenging assignment, job security, career
symbols, status symbols, opportunity for personal growth.development.
3. Frederick Hertzberg Hygiene Theory: his approach is similar to that of
Maslow through more practical. He has broken motivation into two, namely;
hygiene/dissatisfaction and the motivator/satisfier. The lower level need is the
security need which comprises of the Ego esteem needs, and the self-
actualization needs.
According to him, hygiene factors are those absences of which causes
dissatisfaction and indifference when present e.g. salary working condition,
interpersonal relation, supervision government policy and administration.
Motivation are those absences of which does not demotivate workers but if present
will really motivate them e.g. responsibilities, career, growth and advanCement
precognitive and job enrichment.
Other contributions to this concept matters are:
Chuma (1990) who like Olumorin agreed but disputed Hertzberg theory, Chuma
held the view that money is a motivator. In his view, “possible motivator in
Nigeria are salary and wages, like Adebo and Ugeji awards and of course” increase
infringe benefits he argued that motor-vehicle and housing loans have high
motivational impacts in Nigeria circumstances in which motorcycle and vehicles
has become a wealthy sign and ownership of personal housing is a mark of arrival.
Other motivational factors according to Chuma includes flex-time, scholarship for
members of staff and their groups, programs of adult education for the illiterate
employees, preferential policy of recruitment for children of workers and
procurement of essential commodities for workers at relatively low prices. It is
almost undisputable that the Nigerian workers management inclusive has a high
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aspiration for money and wealth, not just to leave upon also for conspicuous
leisure. The need also for money for social demands and expectation which include
funeral, marriage, extended families responsibilities, cultural and traditional title
and religion ceremonies etc.
Indeed it is disputable that money is a motivator. From the above literature review
it can be seen from various theories that motivational force increase productivity.
The ideal varies from one person to the other depending on the environment.
Suggestion therefore, could be made in line with all of the above mentioned for
increase in productivity. Sokoto Cement Plc executives and heads of departments
should recognize at any point in time their workers needs and satisfy them to avoid
low productivity. As maintained by Abraham Maslow.
The idea for workers to be rewarded for job well done is very important so as to
encourage them to perform better; this reward should be in recognizance to the
employee outstanding performance to further encourage such employee and his/her
co-workers to strive for efficiency.
Finally, we must understand that human motivation is very complex, as a person
motive may be clear to him but quit puzzling to others.

2.3 METHODS/TECHNIQUES OF MOTIVATING WORKERS

According to the theorist Frederick Hertzberg
(http://en.wikipedia.org/wiki/frederickhertzberg) employee motivation techniques
are great way to create excitement. Techniques can be cutting edge creating and
new. Or you may just want to use technique with a proven track record.
Motivating techniques to pump excitement into the work place. In business
promotion many companies to do not use this employee techniques due to the
budget restriction. This techniques concrete positive feedback both inside and
outside the work place.

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1. Surveys: Surveys are used widely today by almost every company; surveys are
designed to provide feedback about any topics, companies that use the feedback
to discover problems and solutions.
2. Understanding Employees: this is another employee motivation technique that
is quite effective. Spending little time with your employees will go a long way.
3. Building Employee Recognition Program: employee recognition program can
be as big or small as you want. These programs are designed to motivate
employees through awards.
4. Enjoyable Work Environment: this may be one of the most important
techniques. Having a pleasant work place environment will help in motivating
employees and increase performance. Having fun is a great way to manage
stress.
5. Assemble Roundtable Committee: bring together five (5) or six (6) key people
like mid level leaders, department’s heads etc.
6. There is No 1 Team: This employee’s motivation technique can be sometimes
difficult to create. There are times when some employees don’t just trust or like
each other as leaders sometimes we have to force the issues to build team work.
7. Positive Re-enforcement: when it comes to human nature we all have to be
appreciated and in business this is no different. This employee motivation
technique can be used daily and will be effective.
8. Build Trust and Respect: building trust and respect is hard enough in life. In
business, it is just as though if not harder, work place motivation will be non-
existence if there is not some level of trust and respect.
9. Cross Training: the most common purpose of cross training is for several
people to have knowledge of other co-workers jobs. This will solve coverage
problems like days off and vacations.

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2.4 EFFECTS OF MOTIVATION ON WORKERS’ PRODUCTIVITY
According to Rutherford (1990) and Kallimulah et al (2010) employee
productivity: employees are inclined to be more productive than non-motivated
employees, most business make some pains to motivate workers but this is
normally easier said than done.
I. Motivated Employees are more Productive: if employees will be satisfied
and happy he/she will do his/her work in a very impressive way and then the
result will be good, on the other hand motivated employee will motivate
other employees in office.
II. Decision Making and Practical Expectation: it is important to engage
employees in the decision making process but create realistic expectations in
the process.
III. Job Description, Work Environment and Flexibility: employee doing the
right job for his personality and skill set, and performing well at the job
greatly increases employee motivation and satisfaction.
IV. Pay and Benefits: keeping employee motivated with good benefits is easy.
V. Company Culture: creaking a positive and friendly culture employee is a
great motivational tool for the employees.

2.5 BRIEF HISTORY OF SOKOTO CEMENT PLC

Cement Company of Northern Nigeria plc (CCNN) was founded by premier of the
then northern region, Alhaji Sir Ahmadu Bello, Sarduana of Sokoto. It was
incorporated in 1962 and commenced production in 1967 with an initial installed
capacity of 100,000 tons per annum at the Kalambaina plant. The need to meet the
increasing demand for Cement necessitated and expansion of the plant with the
commissioning of a second line with an installed capacity of 500,000 tons per
annum in 1985, by the first head of states, Major General Muhammed Buhari.

16
Thereafter in 1986, the first line was shut down due to its uneconomic mode of
operation. Thus leaving the plant with a rated output of 500,000 tons per annum.
Under the privatization and commercialization programme of the Babangida
administration in 1992, the Federal Government disinvested about 20% of its
holding in the company and sold it to the Nigerian public.
Under the civilian administration of Chief Olusegun Obasanjo, Cement Company
of Northern Nigeria Plc was earmarked as one of the companies to be fully
privatized. In 2000 therefore, public bidding for the company was concluded and
Scansem International ANS of Norway, a member of Heidelberg Cement Group
was appointed as core investor and technical partner of the company, following a
strategic re-orientation, Heidelberg Cement Group divested its CCNN shares in
2008. The Nigerian company Damnaz Cement Company limited became CCNN’s
new core investor.
The Cement Company of Northern Nigeria’s mission is to produce and market
high quality Cement for national development and her vision is to be a highly
competitive market leader in the Northwest region of Nigeria.

17
 CHAPTER THREE
RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN
A research design involves the various method or technique used by the researcher
in collecting and analyzing data relevant to the research work. For the purpose of
this study, the researcher will make use of both descriptive research method and
historical research method. The two methods are used so as to get proper
understanding of human resources recruitment in order to draw a reasonable
conclusion on how best staff motivation has effects on worker’s productivity.

3.2 AREA OF THE STUDY

The area of the study is the geographical areas where the study is undertaking. The
area of the study is Cement Company of Northern Nigeria (Sokoto Cement) Plc.
The major focus of this research is Sokoto Cement factory, Sokoto state which we
will be considering the administrative department.

3.3 POPULATION OF THE STUDY

A study of population of this research comprises all the employees under the
Administrative department of Sokoto Cement Plc, located at Kalambaina Plant in
Sokoto State. As at March, there are about 392 direct staffs in the Cement factory.

3.4 SAMPLE OF THE STUDY

This study covers Sokoto Cement (Cement Company of Northern Nigeria) Plc
Sokoto State, a sample of 80 administrative staff of the company was selected
randomly. The researcher used simple random sampling technique in selecting the
sample.

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3.5 METHOD OF DATA COLLECTION
The method of data collection used in the research work is through primary and
secondary data source. The primary data sources are those information gathered
and administration of questionnaires to workers and staffs of Sokoto Cement Plc.
Secondary data are those obtained from the sources like magazine, newspaper,
lecture note etc. all this are obtained from various sources including the companies
officials, internet and media news.

3.6 ADMINISTRATION AND RETRIEVAL OF INSTRUMENT

The data gathering instrument from this study was the questionnaire which has
structured questionnaire total number of one hundred (100) questionnaires shall be
distributed among the staffs of Sokoto Cement Plc. Personal collection from the
respondent will be adopted.

3.7 PROBLEM OF METHODOLOGY

The major obstacle associated with this research work is the problem of worker or
employees not willing to disclose information both through questionnaires and
interviews. Based on the above, the study is centered in interviews responses and
questionnaire returned and related literature on the subject matter.

3.8 METHOD OF DATA ANALYSIS

The technique used in analyzing the data collected through the data collectiong
instrument (questionnaire) is both descriptive and statistical through tables and
percentages.

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 CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 PRESENTATION AND ANALYSIS OF DATA
This chapter is concerned with the presentation and analysis of data which were
collected through the use of questionnaire.
According to Ackal and Nwarruha (1916), the computation of data analysis
comprises the collection, classification, grouping, summarizing, explanation of this
statistical with the aim of simplifying a given statement of concepts.
The introduction of the research while designing the questionnaire is to get the
people that are concerned with the management of the resources particularly men
in Sokoto Cement Plc of Northern Nigeria, the questionnaire was classified.
One hundred (100) questionnaires were produced and distributed, while eighty (80)
copies were retrieved which were responded, to and finally which were tabulated
and analyzed.
Table 4.1: Educational Qualification of Respondent
Variable Frequency Percentage %
SSCE 5 6.25
ND/NCE 10 12.5
BSC/HND 40 50
Masters 20 25
Other 5 6.25
Total 80 100%
Source: Field Survey, 2019.
The table above shows the educational qualification of the workers; it revealed that
5 (6.25%) of the respondents have the qualification of SSCE, 10 (12.5%) holder of
ND/NCE, 40 (50%) B.Sc./HND, 20 (25%) masters holder, while 5 (6.25%) has
other qualifications.
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Table 4.2: Distribution of Respondents by Sex
Sex Frequency Percentage %
Male 65 81.3
Female 15 18.7
Total 80 100%
Source: Field Survey, 2019.
With the data distribution above, we understand that 65 (81.3%) are males while
15 (18.7%) are females, therefore it can be deduced that the number of male
respondents outweighed that of the female respondents respectively.

Table 4.3: Distribution of Respondents by Age

Age Frequency Percentage %
21-30 10 12.5
31-40 35 43.8
41-50 25 31.3
51 & above 10 12.5
Total 80 100%
Source: Field Survey, 2019.
The table shows that 10 (12.5%) of the respondents fall between the ages of 21-30
years, 35 (43.8%) is between the ages of 31-40, 25 (31.3%) are between the ages of
41-50 and 10 (12.5%) are between the ages of 51 and above respectively.

21
PART B
Table 4.4: Responses to the Question on Does Motivation Affect Workers’
Productivity in Sokoto Cement Plc?
Variable Frequency Percentage %
Yes 65 81.25
No 10 12.5
No Response 5 6.25
Total 80 100%
Source: Field Survey, 2019.
Table 4.4 indicates that 65 (81.25%) of the respondents agreed that motivating
workers affects their productivity 10 (12.5%) disagreed while 5 (6.25%) could not
decide.

Table 4.5: Does Engaging Employees in Decision Making Motivates them for
Better Performance?
Variable Frequency Percentage %
Agree 60 75
Disagree 10 12.5
Undecided 10 12.5
Total 80 100%
Source: Field Survey, 2019.
The table above shows that 60 (75%) of the respondents agreed that engaging in
decision making them for better performance while 10 (12.5%) disagrees and 10
(12.5%) could not decide.

22
Table 4.6: Creating Positive Employee Friendly Company Culture is a Great
Tool for Motivating Employees.
Variable Frequency Percentage %
Agree 40 50
Disagree 20 25
Undecided 20 25
Total 80 100%
Source: Field Survey, 2019.
From the table 4.6 it indicates that 40 (50%) of the respondents agree that creating
positive employee friendly company is a great tool for motivating employees, 20
(25%) disagreed while 20 (25%) could not decide.

Table 4.7: Improving Workers Welfare Helps to Motivate them for Better
Performances
Variable Frequency Percentage %
Agree 75 93.75
Disagree 3 3.75
Undecided 2 2.5
Total 80 100%
Source: Field Survey, 2019.
In table 4.7 above, 75 (93.75%) agreed that improving workers welfare helps to
motivate them for better performances, 3 (3.75%) disagree, while 2 (2.5%) were
undecided about it.

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Table 4.8: A Guaranteed Workers Security Helps To Motivate Them for
Better Performance
Variable Frequency Percentage %
Agree 40 50
Disagree 30 37.5
Undecided 10 12.5
Total 80 100%
Source: Field Survey, 2019.
From the table 4.8 above it shows that 40 (50%) of the respondents agreed that a
guaranteed workers security will motivate them for better performances, 30
(37.5%) disagreed while 12.5% could not decide.

Table 4.9: Spending Little Time with Employee by the Management or

Employer Motivates Them for Higher Performance.
Variable Frequency Percentage %
Agree 10 12.5
Disagree 60 75
Undecided 10 12.5
Total 80 100%
Source: Field Survey, 2019.
Table 4.9, shows that 10 (12.5%) of the respondents agreed that spending little
time with the employees by the management or employer motivates them for better
performance, 60 (75%) disagreed while 10 (12.5%) could not decide.

24
Table 4.10: Positive Re-Enforcement Motivates Employees for Better
Performance
Variable Frequency Percentage %
Agree 50 62.5
Disagree 20 25
Undecided 10 12.5
Total 80 100%
Source: Field Survey, 2019.
The table 4.10 shows that 50 (62.5%) of the total respondents agreed that positive
re-enforcement motivates employees for better performances 20 (25%) disagreed
while 10 (12.5%) could not decide.

Table 4.11: Motivated Employee is More Productive

Variable Frequency Percentage %
Agree 70 87.5
Disagree 5 6.25
Undecided 5 6.25
Total 80 100%
Source: Field Survey, 2019.
Table 4.11: indicates that 70 (87.5%) of the respondents agreed that motivated
employees are more productive, while 5 (6.25%) disagreed and 5 (6.25%) could
not decide.

4.2 DISCUSSION OF THE FINDINGS

From the table presentation and analysis the following findings were made;
1. It was discovered that motivated workers are more productive.

25
2. It was also discovered that positive re-enforcement brings better
performance.
3. Also, it was found out that a guaranteed workers security motivates them for
better performance.

26
 CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 SUMMARY OF THE FINDINGS
The aim of this study is to determine whether motivation is affected in achieving
higher productivity among workers in Sokoto Cement Plc, other relevant areas
which the study highlighted are the reaction of workers towards their duties when
motivation is employed by the employers and how the management in their
attempt to direct the job behaviour of their employees towards the goals of the
Sokoto Cement Plc.
The general description of the area of the study, which depicted the inevitability of
motivation in achieving higher productivity in an organization, was stored in the
course of the study, the statement of the problem such as workers performing
below the capacity due to poor motivation, their unwillingness to perform their
duty well and how to motivate them to achieve desired productivity level were
duly pointed out to ascertain the application of the motivational technique by
Sokoto Cement Plc and to know the problem inhabitating success of the employees
motivation in the company from the point of the objectives of the study.
This study looked into some review that covered different models and theories of
motivations given by different scholars, various definitions given by several
management scholars, various different means of motivating workers or simply
types of motivation and its importance, various textbooks, journals, articles and
other scholars materials were used to get terms, ideas, concepts and academic as
well as professional viewpoints.
The management teams of Sokoto Cement Plc, together with the important
officials of the company were selected as the study population, with the use of
simple random sampling, both primary and secondary data was based on the

27
questionnaire, while the secondary data was based on the published and
unpublished works.

5.2 CONCLUSIONS
From the assertion of the respondents to the questions answered in the
questionnaire administered to them, certain conclusion could be made.
Firstly, motivation is employed on regular basis; the fact that motivation is
employed regularly shows its importance in achieving higher productivity among
workers. It was also observed that its level or reliability and relevance could not be
over emphasized.
Furthermore, the usefulness in sustaining the efficiency and effectiveness in the
organization further reveals its indispensability. More so, various means of
motivation such as good remuneration, welfare services and training of the staffs
etc, has been brought into limelight that was used in the organization.
On the issue of personal data in the questionnaire, it was observed that male
workers in the company i.e. Sokoto Cement Plc are more than the female
counterpart. This implies that more males are being employed than female in the
company. Conclusively, the task of using motivation to achieving higher
productivity is worthy of considering all these accruing benefits as stated earlier.

5.3 RECOMMENDATIONS
The following are the recommendations which are found useful and if rationally
adopted will go a long way in enhancing the effectiveness and usefulness of
motivation in achieving higher productivity in the organizations, this
recommendation include:

28
1. Since motivation is very effective towards achieving higher productivity, there
is need for the management of Sokoto Cement Plc to regularly motivate their
staff for higher productivity.
2. The company should continuously embark on recruitment and training of staff
in response to their needs.
3. Also management should provide adequate security of staff as a guaranteed
workers security which motivates them for better performance.
4. Besides, management of the company should give the employees positive re-
enforcement in order to motivate them for better performance.
5. Management of the company should try as much as possible to put in place a
conducive environment to motivate workers since motivated workers is more
productive.
From the foregoing, it is quite obvious that with the proper implementation of the
suggested recommendations it will go a long was in solving the problems of the
company and also other organizations both public and private sectors that might be
opportune to lay hands on this research.

29
 BIBLIOGRAPHY
Abraham Maslow (1954). Motivation and personality, New York: Happer and
Row.

Carlson, D. (1982). Modern management principles and practice, New York.

Chambers, R.L. and Skinner C.J. (2003). Analysis and survey data, Chichester:
Willey.
Diako, R.R. and Mouton S.J. (1966). Management façade.

Drucker, P.F. (1987). The effective management, USA; Cengage Learning

Elton, M. (Yr). Human problem and industrial civilization, New York Macmillian.

Filippo, E.B. (1980). Personal management, New York. McGraw Hill Coy.

Frederick. H. (1966) New York World Publishing.

Grawham H.T. (1973). Principles of managements, A modern approach. 4th

edition, New York: Springer.

Hertzberg et al (1959). The motivation to work, Willey and Son Inc, New York.

Lindlof, T.R. and Taylor, B.C. (2010). Questionnaire communication research

methods; (3rd edition) California, Saga.

Loho, S.L. (1999). Sampling design and analysis; California Durbury Press p 512.

Mayo, E. (Yr). Human problem and industrial civilization. Macmillan New York.

McDelland, D.C. (Yr). Advocate of power: International Management dihol.

Ott, L. and Longnecker, M. (2008). An introduction to statistical method and

analysis (5th edition) USA; Cengage Learning.

Rannesay, J.L and Suleman B.W. (2002). Applied fundamental data analysis,
methods and case study. New York: Springer.

30
 APPENDIX
Umaru Ali Shinkafi Polytechnic Sokoto,
Department of Business Administration
and Management Studies.
18th March, 2019.

The Managing Director,

Cement Company of Northern Nigeria,
Sokoto.

Sir,
QUESTIONNAIRE ON STAFF MOTIVATION AND ITS EFFECTS ON
WORKERS PRODUCTIVITY: A CASE STUDY OF SOKOTO CEMENT
PLC

This research is being conducted by AJIBADE TEMITOPE ALICE who is an

HND II final year student of the above named institution undertaken research work
on the topic: Staff Motivation and Its Effect on Workers’ Productivity: A Case
Study of Sokoto Cement Plc. I hereby solicit your cooperation in filling the
questionnaire which will solely be used for academic work; in this regard, all
answers shall be given confidential treatment.

Thanks in anticipation for your cooperation.

Yours faithfully,
Ajibade Temitope Alice.

31
 QUESTIONNAIRE
1. Educational Qualification
SSCE ( )
ND/NCE ( )
B.Sc/HND ( )
Masters ( )
Total ( )
2. Sex
Male ( )
Female ( )
Total ( )
3. Age
21-30 ( )
31-40 ( )
41-50 ( )
50-above ( )
Total ( )
4. Does staff motivation has impact on workers’ productivity in Sokoto
Cement Plc?
Agree ( )
Disagree ( )
Undecided ( )
5. Engaging employees in decision making motivate them for better
performance
Agree ( )
Disagree ( )
Undecided ( )
32
6. Creating positive employee friendly company is a tool for motivating
employees
Agree ( )
Disagree ( )
Undecided ( )
7. Improving workers welfare helps to motivate them for better performances
Agree ( )
Disagree ( )
Undecided ( )
8. A guaranteed workers security helps to motivate them for better
performance
Agree ( )
Disagree ( )
Undecided ( )
9. Does motivation affects workers productivity?
Yes ( )
No ( )
Undecided ( )
10.Spending little time with employee by the management/employer motivate
them for higher performance
Agree ( )
Disagree ( )
Undecided ( )
11.Positive re-enforcement motivate employee for better performance
Agree ( )
Disagree ( )
Undecided ( )
33
12.Motivated employees are more productive
Agree ( )
Disagree ( )
Undecided ( )

34