ABSTRACT
The study examines the influence of
Job motivation on the Psychological well being of employees amongst school
teachers of some selected schools and staff of Daar communication Alagbado
Lagos. The knowledge derived from this study was used to test the three
hypotheses.
The findings of the test led to the
rejection of the hypothesis that job motivation would influence the
psychological well being of employees, no direct relationship was found between
motivation and psychological well being. The result of the 2nd
hypothesis also rejected the hypothesis that there would be a positive
correlation in the participants scores on motivation and psychological well
being. It rather revealed a negative correlation between motivation and
psychological well being. And finally the 3rd hypothesis also had no
significant difference between male and female participants and also no
significant difference between low & high motivation in well being.
And based on these conclusion
appropriate recommendations were made to both employers and employees.
TABLE
OF CONTENTS
Pages
Page Title i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of Contents vi
CHAPTER
ONE
INTRODUCTION
1.1 Background
to the Study 1
1.2 Statement
of Problem 4
1.3 Objectives
of Study 5
1.4 Research
Questions 6
1.5 Research
Hypothesis 6
1.6 Significance
of Study 6
1.7 Scope
of Study 7
1.8 Operational
Definition of Variables 7
CHAPTER
TWO
LITERATURE
REVIEW
2.1 Conceptual
Review 8
2.2.1 Motivation
and Job Performance 9
2.2 Theoretical
Review 16
2.2.1 Maslow’s Theory of Hierarchy Needs 17
2.2.2 Equity Theory 18
2.2.3 Expectancy Theory 19
2.2.4 Motivation – Hygiene, Theory 20
2.2.5 Hackman and Oldham Job Characteristics Theory (JCT) 21
2.2.6 Self-Determination Theory and Well Being 22
2.3 Empirical
Review 23
2.3.1 Organization Citizenship behavior 23
CHAPTER
THREE
RESEARCH
METHODOLOGY
3.1 Research
Location 25
3.2 Sample
and Sampling Procedures 25
3.3. Research
Design 25
3.4 Instruments 26
3.5
Research Procedure 26
3.6 Data
Analysis 27
CHAPTER
FOUR
DATA
PRESENTATION AND ANALYSIS
4.1
Results 28
4.2
Hypotheses Testing 29
4.3
Discussion 32
CHAPTER
FIVE
SUMMARY,
CONCLUSION AND RECOMMENDADTIONS
5.1
Summary of Findings 35
5.2
Conclusion 35
5.3
Limitations of Research 36
5.4
Implications of findings 36
5.5
Recommendations 37
References 38
Appendix: Questionnaires 43
CHAPTER
ONE
INTRODUCTION
1.1 Background to the Study
A milestone in success of an
organization is to fulfill the continuous changing needs of organization and
employees; heavy responsibility falls on top management to develop strong
relationship between them. Organizations expect employees to follow the rules
and regulations, work according to the standards set for them; the employees
expect good working conditions fair pay, fair treatment, secure career, power
and involvement in decisions. These expectations of both parties vary from
organization to organization. For organizations to address these expectations,
an understanding of employee’s motivation is required (Beer, Spector, Lawrence,
Mills & Watson 1984).
Organizations need to unleash the
talents and motivations of all their employees if they are to achieve peak performance
(Burke & Cooper, 2007, Katzenbach, 2000, Ulrich, 1997). There is
considerable evidence, however, that many organizations are falling short
(Burke & Cooper 2008; Sirota, Mischkind & Melzer, 2005). Recent efforts
to improve organizational performance have begun to emphasize positive
organizational behavior concepts and positive emotions (Cameron, Dutton &
Quinn, 2003; Leiter & Bakker, 2009; MayGilson & Harter 2004; Bakker
& Schaufeli; 2008. This includes concepts such as optimism and engagement,
trust.
The problem of occupational stress is
particularly relevant for countries undergoing enormous economic and economic
change. Nigeria is one of such society, with transformation of the industrial
structure from labor-intensive to technology-intensive, as well as rapid
westernization in both work and life styles. In this context, it is important
for psychologists, occupational physicians, managerial executives and even
government policy-makers to understand the problem of occupations stress, and
to produce practical guidelines and interventions to enhance employee,
well-being.
Usually, work motivations can be
revealed by investigating the question “what do people want from their jobs”? Herzberg,
Mausner & Snyderman (1959) found two general types of work motivations:
intrinsic and extrinsic factors, and further lined these two to job
satisfaction and dissatisfaction, respectively, using this dichotomy of work
motivations, we may well argue that people who have strongly intrinsic
motivations such as self-fulfillment and self-growth will be more seriously
affected by lack of control in their jobs. Similarly, people who have strong
extrinsic work motivations such as pay and work conditions will care more about
demands in their jobs. Hence it is possible that work motivations may alter the
job stressor-strain relationship, and not as a moderator.
Within the behavior sciences in
general and occupational health psychology in particular, there has been a
specific focus on the importance of wellbeing both physical and mental health,
in affecting success in many life situations, including the work place. Indeed
Seligman Steen, Park & Peterson (2005) challenged the field by asking “can
psychologist take what they have learned about the science and practice of
treating mental illnesses and use it to create a practice of making people
lastingly happier?
Psychological wellbeing has been
found to be related to both work and personal life outcomes. In other words,
although co-relational, the inference from this research would prove that one’s
psychological wellbeing levels to desired outcomes at work and in life. Worrall
& Cooper (2006) recently reported that a low level of well-being at work is
estimated to cost about 5-10% of gross National Product per annum, yet quality
of working life as a theoretical construct remains relatively unexplored and
unexplained within the organizational psychology research literature.
A recent publication of National
Institute of Clinical Excellence (NICE) (2007) emphasizes the core role of
assessment and understanding of the way working environments pose risks for
psychological well-being through lack of control and excessive demand the
emphasis placed by the National Institute of Clinical Excellence on assessment
and monitoring wellbeing springs from the fact that these processes are the key
first step in identifying views for improving quality of working life and
addressing risks at work. Why do people work hard and does their motivation for
working long hours in terms of their satisfaction and wellbeing? Several
streams of research based on these questions. First, a growing body of research
on workaholism has shown that different types of workaholics exist (Scott,
Moore & Miceli. 1997; Spence & Robbins 1992) and that some types of
seem to be work satisfied and psychologically health while other types are
dissatisfied with their jobs and careers, with their family relationships and
in psychological distress (Buelens & Poelmans, 2004; Burke, 2007;
Machlowitz, 1980; Kanni, Waskabayash: & Fling, 1996; Robinson, 1998; Spence
& Robbins, 1992B).
Second, extensive research on sources
of motivation (e.g., the effects of intrinsic versus extrinsic goals) and
different processes or motivations for realizing these goals (e.g. internal
versus external motivations) – the “what” and “why” of goal pursuits – has
shown that individuals motivated by extrinsic goals and external sources of
motivation report lower levels of satisfaction and psychological health (Deci
& Ryan, 1985; 2000, Deci, Koestner & Ryan, 1999, Ryan & Deci 2000).
Burke (2007) has shown that different types of workaholics are motivated by
different beliefs and fears about people and their larger social and work
environment.
1.2 Statement of Problem
What motivated the researcher to carry
out this study is because more recently an interest has arisen into the broader
concepts of job motivation stress and subjective well-being of employees in the
workplace. Job motivation has been more widely studied, while quality of
working life and also the psychological wellbeing of employees, remains
relatively unexplored and unexplained. Although some authors have emphasized
the workplace respects of quality of working life, others have identified the
relevance of personality factors, psychological wellbeing, and broader concepts
of happiness and life satisfaction.
Another reason for this study is to
see if there is a relationship between motivating factors in the workplace and
the extent to which an individual or employee feels good or content in
themselves, in a way which may be independent of their work situation. It is
suggested that general wellbeing of individuals or employee’s both influences,
and is influenced by work. Mental health problems, predominantly depression and
anxiety disorders are common, and may have a major impact on the general wellbeing
of the employees in an organization.
When employees are motivated at work,
it make the employees feel they can control their work through the freedom of expressing
their opinions and also the opportunity given them to be involved in decisions making
at work. Another aim for the study was to understand the relationship between
stressful experiences, behavior and health and how motivation comes to play in
the experiences.
1.3 Objectives of Study
The main objective of the study is investigating
the relationship between employee motivation and their psychological wellbeing.
Other objectives include:
i.
Examine the existence and
strength of a positive correlation between participants' scores on motivation
and psychological well-being measures.
ii.
Investigate whether
participants with higher scores on motivation measures also exhibit higher
scores in psychological well-being measures, exploring the potential
relationship between these two factors.
iii.
Assess the impact of
gender and levels of motivation on participants' psychological well-being,
aiming to determine whether gender and motivation levels significantly
influence psychological well-being outcomes.
1.4 Research Questions
1. Will
there be a positive correlation in scores of participants on motivation and
psychological well being?
2. Will
participants with high score on measure of motivation also have a high score in
psychological wellbeing?
3. Will
gender and level of motivation have significant influence on participants
psychological well being?
1.5 Research Hypothesis
1. There
will be a positive correlation in the participants scores on motivation and
psychological well being.
2. Participants
with high score on measure of motivation will have significantly high score in
measure of psychological well being than those with low score.
3. Gender
and level of motivation will have significant influence on participant
psychological well being.
1.6 Significance of Study
The significance of the study is to
determine the importance of motivation in the workplace and how this in turn
will contribute to the progress of the organization through a high level of
performance.
The findings will also contribute to
knowledge and enlightenment on the important of motivating employees which
would in turn flourish high performance culture in organizations.
The study upon completion will help
make clear the relationship between job motivation and psychological wellbeing
of employees in the workplace and in the home front.
1.7 Scope of Study
The area of coverage of the study is
Alagbado area of Lagos State. The study will take place among the employees of
organizations in both public and private schools and among staff of Daar
Communication Plc.
1.8 Operational Definition of Variables
Motivation
according to this study, is the stimulation that causes the creation of aroused,
sustained and directed behavior. This behavior will in turn lead individuals to
work and perform better.
Well-Being:
In this study, is general health and happiness: emotional and physical. Psychological
wellbeing is multi-faceted.
Job
Performance: The accomplishment of a given task
measured against preset known standards of accuracy, completeness, cost and
speed.
Workplace:
A place such as an office or factory where people are employed.
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