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PROJECT TOPIC- AN EMPRICAL EXAMINATION OF INSTRUMENT FOR MOVITATING 01L .COMPANY EMPLOYEES

PROJECT TOPIC- AN EMPRICAL EXAMINATION OF INSTRUMENT FOR MOVITATING 01L .COMPANY EMPLOYEES

 

ABSTRACT

The pilrpose of this study is to ascertain the nature of m o h t i o ~ ~ inst~-urncr~itns usc in tlic oil inclustry and their levcl of cf’kctivet~ess. Thc fieldwork was carried out in Shell Petrol cu~li Develop~ilctit Company Nigeria limited, Chevronrrexaco and Exxon Mobil, which wcl-e used as case study.
The instruments wed for data collection are Question~ironic method, personal interview and observation. The analysis of data col lcctctl
indicates the glassblowing: (I) Money serves as a major niotivational instrument in the companies especially among the junior workers who have basic ncrds to satisl); (2) a relatio~~shiepx ists between employees motivation and his job performance in the organizations; (3) In addition to marionette-yr ewartls, woslters are motivated by fringe benefits and welfare for themselves a d thcir family, exa~nples are Housing, good and standard ~netlical 1Bcilities, car scheme/transportation children education~ia nd so on. (4) There is a relationship between motivation and job satislhction.
Basccl on the above, it was recommended that diSScl-cnt motivations tools Coriolis be applied to different categories ol’ wol.lic~.s in linc n-it1
icle~itTi ied cum perceived needs of the wot-lters.

CHAPTER ONE
1.0 INTRODUCTION

l .l BACKGROUND OF THE STUDY

It is evidence that oil-producing companies are the most desired and prefcn-erl organization among job seekers in the country. I Iocvever, only few
Nigerians are privileged to work there. These people value their job so ~clit hat they will put in everything to make their organization succeed. l’lieir performance far exceeds that of their counterparts in government establislinie~~atsn d i n other private co~iipanies. Their enthusiasm, commitment and loyalty to licit organizations is so glaring. They also display self-fulfillment and joh satisfaction.
Cased on this development, it is ge~ierally believed that thc worlters in tlie oil protlucing conipanics arc highly motivated. h4otivation involves the application of veritable instrunients to encourage WOI.~CI-S in all \vo~.kplaces. A motivated workforce is a satisfied worlcfor-ce: thi? will I turn i~icrease tlieir- performance and overall pro(li~ctivtiy of tlici~ organi7ation. With motivation, the worl<force will be focuscd md comniitted tc achieving 01-ganizational ~oals. On tlie other hand when a workforce is no n~otivntecl,t hey \vill be clissittistied. This feeling of dissatisl’nction will i111pai10 1
their- pcrl’orr~~~nmccel negates Ihc actualization of organizational goal. Stone (1978:405) pointed out that motivation is an important subjcct bccausc manager-r by dc lini tion, work with and tl~rouglip eople.

They need some un(ltr.~~sta~iwchli ~ people behave as they do, so that they can influence people to perform in ways th: tlie Inanngers ‘lind desirable. Steers anrl Porter (1 991 : 1 10) see no ti vat ion as tIamou~ lt oI’ energy and direction of energy displayed by an individual. St31 (Ii)95:334) but~ressecl his claini by stating that an individual can bc great1 motivated in one setting but poorly motivated in a~iother setting. Tlierefore, makcs little or no sense to make general statement about a pelson’s nwtivatio~status ~vithoutk nowing the a~nounta id tlie direction of energy exl~e~ideci niotivating lii~n/lier. 111 the view OF Allport (1 937:54), Argyris (1 957: 120), Maslow (1 9′;4:96 rtncl Mcgrgor ( 1 960: I SO), employees will be alnlost inevitably li-ust ated \ ~ i traditional iobs, especially in a mass production industry.

Volkxs seek soci belonging, independence and social growth. They aspire to nsce~icl to what Maslo 113s callecl tlie “~iecd hiel-archy” ladder, from satisfaction of physical, t111-ouk srtlkty, social, n11cl egoistic, to self-actualization needs. I-ience, once basic extrins ~~cecal-so satisfied. intrinsic needs assume greater importance. furthermore ut  satisfactions are desired on the job (tliis is a critical point). According to Stmu (1976:2 I), organizations Sail to recognize these aspirations and follow instead wEi McG~.ego(~ 1-9 60: 1 SO) called theory x ass~~~tiptiothnast worlters dislike wo1-1c a1
wish to avoid ~~spo~isibilitie11s1.t lie course of doing tliis, they structure work such a way that the workcrs condemned to isolation, passivity, dependence, and t use of mini~nal nbi litics. Coliscquently, worlters become alienated IYom th work. ‘fhis can equally cuusc tlissatisSaction among the worklhrce. Stalil (1955:334) postulated that motivation is critical to u~~understanding l r ~ ~ Stoner. (19 78:406) said niotivation is not tllc orily inlluc~ioco ti a pcrson’s pesfor~iia~icIecv el. I-Ie ~edutainment hat the two factors that influe~icell o\v wcll a pcssvti perfbr~i~ins any givcn situation arc individual’s ahilitics ulid tile individual 1’s

PROJECT TOPIC- AN EMPRICAL EXAMINATION OF INSTRUMENT FOR MOVITATING 01L .COMPANY EMPLOYEES

 

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