ABSTRACT
The study was based on descriptive analysis of the motivational forces in service Industries, the case of PHCN, Uyo.
The chapter is divided into five (5) parts, The first chapter dealt with the general introduction of the research findings, the second chapter dealt with the research finding made in the course of the investigations, the third part dealt with researcher’s recommendation based on investigation while the fourth part will make the conclusion.
Finally the fifth part will provide suggestions for further studies.
CHAPTER ONE:
INTRODUCTION
1.1 Background
One of the major concerns of the organisation is its profitability, hence the need for efficiency. In this era, organisations are in a continuous state of competition and this has intensified the need to improve employee’s performances and invariably that of the organisation (Barney, 1995). Organisations are faced with a quickly changing environment and this has mean that they have to develop a more focused and coherent approach in how they manage people. And therefore the same way that organisations need a strategy for marketing or operation, they also need a strategy for managing their human resource (HR). This has been challenging for employers for a long time and has been dealt with in different ways across organisations over time (Gospel, 1992).
HRM is the strategic approach to the management of an organisation’s most valued assets – the employees who work together individually and collectively to achieve the aims and objectives of the business (Mead and Andrews, 2009). It also involves recruiting and selecting people, training and developing their capabilities, motivating and compensating their services vis-à-vis the job and organisational requirement (Harzing and Ruysseveldt, 2009). The assertion that employee’s performance is directly related to employees’ motivation has been corroborated by different management theories (Nohria et al, 2008).
Employee resourcing is a tool used to organisations to make sure that they get the employees needed and use them efficiently (Spector, 2000). People work with an organisation and stay there when there are effective HR practices that give them a supportive work environment, thus, it is imperative that organisations develop effective policies that enable them to recruit, select, and retain competent employees (Locke and Latham, 1990). One of the key questions in all organisations is how to get employees to perform well. Most writers have established that the basic foundation for retaining high performing employees is to have them motivated (Steer et al., 2004). This is because a motivated employee is likely to perform better. Many researchers in the area of organisational performance have argued that employee motivation is an important element in individual and organisational performance and is also a significant factor in people’s decision to quit working in an organisation (Steer et al., 2004; Tzeng, 2002).motivational forces Based on this, Frederick Herzberg famously said: “If you want people to do a good job, give them a good job to do.”motivational forces
Hence, it is vital for any organisation to constantly discover different ways to motivate employees so as to improve performance, productivity and quality,motivational forces which will also reflects on the overall performance of the company and help maintain competitive advantage in the market. motivational forces This is due, in part to the fact that what motivates employees’ changes continuously (Buford et al, 1995). This research is interested in investigating motivation in organisation.motivational forces
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