CHAPTER FOUR

Result and Discussion

4.1 Introduction …………………………………………………………………….
4.2 Information of Respondents…………………………………………………….
4.2.1 Table 1: Distribution of questionnaire (by rank) and responses………………….
4.2.2 Table two (2): Presentation of table 2 sex of respondent………………………….
4.2.3 Table three (3): Age of respondent……………………………………………….
4.2.4 Table (4): Marital status of respondents………………………………………….
4.2.5 Table (5): Educational qualification of respondent……………………………….
4.2.6 Table (6) Six: Rank of respondents………………………………………………..
4.3 Analysis of Findings ………………………………………………………………..
4.4. Research Questions ……………………………………………………………….
4.4.1 Your performance when linked with the level of motivation is: …………………
4.4.2 How efficient are you motivated……………………………………………….
4.4.3 How would you compare the motivational factors of uba company with other sector in
the country…………………………………………………………………..
4.4.4 Does your salary alone motivate you? ……………………………………………
4.4.5 Under what situation do you perform best? ………………………………………….
4.4.6 How interesting is it working in the banking industry …………………………………..
4.4.7 How is the work load as regard to individual …………………………………………...
4.4.8 How satisfied are you with renumeration method. ……………………………………..
4.4.9 To what extent does the management style impact motivation on you?.......................
4.4.10 How does lack of motivation affect your performance. …………………………
4.5 Research Hypothesis ………………………………………………………………..
4.6 Discussion Of Findings ……………………………………………………………..

CHAPTER FIVE
Summary, Conclusion and Recommendation
5.1 Introduction ……………………………………………………..
5.2 Summary……………………………………………..……………
5.3 Conclusion …………………………………………………………
5.4 Recommendations …………………………………………………
Reference ………………………………………………………….
Appendix …………………………………………………………..
Research question ………………………………………………….

CHAPTER FOUR
RESULT AND DISCUSSION
4.1 INTRODUCTION
This chapter is aimed at presenting the results of questionnaire administered, interview and
answer given by each respondents are to be tallied so as to give the number of positive and
negative responses.

4.2 INFORMATION OF RESPONDENTS (DATA PRESENTATION)

As Indicated above the opinions of respondent gathered through questionnaires is tabulated and
analyzed using the simple percentage methods and their answers will able be provided in the
course of the research work.

4.2.1 Table 1
DISTRIBUTION OF QUSTIONNIARE (BY RANK) AND RESPONSES.

Category Rank of Total No. of Respondent Deviation % of % deviation

staff staff sample respondents
A Senior 13 10 3 17.5 5.4
B Middle 19 14 5 24.6 8.8
C Junior 25 20 5 35.0 3.8
Total 57 44 13 77.1% 22.9%

From the table above fifty seven (57) questionnaire were distributed as shown, forty four (44)
representing 77.1% of the total sample number responded and the remaining 13 returned was
recorded as deviation representing 22.9% of total smile number. Generally it was favourable.
The question were distrusted to four (4) department to make sure it was sample round the
organization operational unit.

4.2.2 Table two (2)

PRESENTATION OF TABLE 2
SEX OF RESPONDENT
GENDER/SEX No. of Respondent Percentage %
Male 36 63.2%
Female 21 36.8%
Total 57 100

The table above shows the distribution of respondent according to their gender. The male
respondent are represented by 63.2% while female respondent are represented by 26.8%
respectively.

4.2.3 Table three (3)

AGE OF RESPONDENT
Age No. of Respondent Percentage %
18-25 yrs 13 22.8
26-35 yrs 20 35.1
36-40 yrs 14 24.6
41 yrs above 10 17.5
Total 57 100

The above table express the classification of respondent according to their respective ages, it
shows that 35.1% respondents are those classified under 26 years to 35 years of age, 24.6%
representing the respondents that are within 36 years to 40 years category, and 22.8% is
representing the respondent within 18 years to 25 years while 17.5% is representing respondent
falls under the category of 41 years and above respectively.
4.2.4 Table (4)
MARITAL STATUS OF RESPONDENTS
Marital status No. of Respondent Percentage %
Married 34 59.6
Single 23 40.4
Total 57 100

This table shows the distribution of the respondent according to their marital status 59.6% of the
respondent are married while 40.4% of the respondent are still single.

4.2.5 Table (5)

EDUCATIONAL QUALIFICATION OF RESPONDENT
Educ. Qualification No. of Respondent Percentage %
GCE/SSCE 13 22.8
Professional course 7 12.3
OND/NCE 12 21.1
Degree/HND 25 43.8
Total 57 100

The above table shows the classification of respondent according to their educational
qualification as can be seen on the table, 43.8% of the respondent are degree/HND Holders,
22.8% represent GCE/SCCE Holder 21.1% also representing OND/NCE while 12.3% goes to
respondent with professional courses respectively from the above table, it clearly shows that the
employees with degree/HND are the majority in the organization.

4.2.6 Table (6) SIX

RANK OF RESPONDENTS
Rank/position No. of Respondent Percentage %
 Senior 15 26.3
Middle 18 31.6
Junior 24 42.1
Total 57 100

The table above shows the analysis of respondent classification in their respective position/rank.
42.1% represent the junior rank respondents, 31.6% represent the middle position while 26.3%
represent the senior rank, respondent respectively.

4.3 ANALYSIS OF FINDINGS

The data’s collected through the earlier mentioned methods will how now be analyzed according
to how the respondent response on each question and it will be analyzed based on simple
percentage for simplicity and understanding, after which selected question from the
questionnaire and other response through the interview methods will be tested upon using
response through the chi-square (X2 Test)

4.4 RESEARCH QUESTIONS

Table 4.4.1
YOUR PERFORMANCE WHEN LINKED WITH THE LEVEL OF MOTIVATION IS:
Comments No. of Respondent Percentage %
Satisfactory 16 28.1
Av. Satisfactory 23 40.3
Fairly satisfactory 9 15.8
Unsatisfactory 9 15.8
Total 57 100

The above table shows the respondent responds on the level of motivation in the organization
40.3% of the respondent sees the level of motivation as average satisfactory. 28.1% sees it as
satisfactory, 15.8% sees as fairly satisfactory and unsatisfactory respectively, with the level of
motivation in the organization.
4.4.2 HOW EFFICIENT ARE YOU MOTIVATED
Comments No. of Respondent Percentage %
Very efficient 22 38.6
Average 27 47.4
Not efficient 2 14.0
Total 57 100

The above table shows the respondent responds on the level of motivation in the organization,
47.4% of the respondents sees the level of motivation in the organization as average efficient
38.6% of respondents sees it as very efficient while 14.0% of respondent see the motivation as
not efficient.

4.4.3 HOW WOULD YOU COMPARE THE MOTIVATIONAL FACTORS OF UBA

COMPANY WITH OTHER SECTOR IN THE COUNTRY.
Comments No. of Respondent Percentage %
Excellent 10 17.5
Good 24 42.1
Average 20 35.1
Poor 3 5.3
Total 57 100

This table shows the comparison of the motivational factors of UBA with other sectors in the
country. The analysis based on the respondent responds show that 42.1% sees UBA motivational
as good, 35.1% sees it on the average, 17.5% sees it as excellent while 5.3% of the respondent
sees the comparison as poor.

4.4.4 DOES YOUR SALARY ALONE MOTIVATE YOU?

Comments No. of Respondent Percentage %
yes 21 36.8
No 36 63.2
 Total 57 100

The above table shows the responses of the respondent regard whether their salaries alone
motivate them. But as it can be seen analytically, 63.2% of the respondents are not motivated by
their salaries alone while 36.8% of the respondents sees their salaries as enough to motivate
them.

4.4.5 UNDER WHAT SITUATION DO YOU PERFORM BEST?

Comments No. of Respondent Percentage %
Favourable working condition 27 47.4
Self initiative 9 15.8
Order 2 3.5
Friendly 15 26.3
All of the above 4 7.0
Total 57 100

The above table shows respondent perform best under a favouable working condition which is
represented by 47.4% on the table, 26.3% of the respondent perform best under a friendly
situation, 15.8% represent the respondents that perform best under self initiative situation while
7.0% of the respondent perform best under all of the above and 3.5% representing the
respondents that perform best under order situation respectively.

4.4.6 HOW INTERESTING IS IT WORKING IN THE BANKING INDUSTRY

Comments No. of Respondent Percentage %
Very interesting 15 26.3
Interesting 19 33.3
Fairly Interesting 14 24.6
Not Interesting 7 12.3
Absolutely not Interesting 2 3.5
Total 57 100
The above table shows that the respondent find it Interesting working in the banking industry
they are represented on the table by 33.3% and 26.3% of the respondents find it very Interesting
and 24.6% of the respondents also find it fairly Interesting working in the banking industries
and 12.3% of the respondents find it not interesting while only 3.5% of the respondent find it
absolutely not Interesting working in the banking industry.

4.4.7 HOW IS THE WORK LOAD AS REGARD TO INDIVIDUAL

Comments No. of Respondent Percentage %
Satisfactory 25 43.9
Averagely Satisfactory 12 21.1
Fairly Satisfactory 15 26.3
Unsatisfactory 5 8.7
Total 57 100

The above able shows the respondent response towards their respective workloads 43.9% of the
respondents are satisfied with their individual work load, 26.3% of the respondents seems to be
fairly satisfied, 21.1% of the respondents are averagely satisfied while 8.7% of the respondent
seems to be unsatisfied regards to individual work load.

4.4.8 HOW SATISFIED ARE YOU WITH RENUMERATION METHOD.

Comments No. of Respondent Percentage %
Satisfactory 14 24.6
Averagely Satisfactory 21 36.8
Fairly Satisfactory 16 28.1
Unsatisfactory 6 10.5
 Total 57 100

The analysis of the table above indicate that 36.8% of the respondent are averagely satisfied with
the remuneration method of the company and 28.1% of the respondent are fairly satisfied with
the remuneration method, 24.6% respondents are satisfied while only 10.5% of the respondents
are unsatisfied with the remuneration method in United Bank For Africa (UBA)

4.4.9 TO WHAT EXTENT DOES THE MANAGEMENT STYLE IMPACT

MOTIVATION ON YOU?
The responds of the respondents shows that the management have highly extent motivation on
the respondent favourably i.e. they are send to training When necessary, also they are sometimes
nominated. To attend seminar/workshops that are relevant to their field of operation.

4.4.10 HOW DOES LACK OF MOTIVATION AFFECT YOUR PERFORMANCE.

The response of the respondents shows that motivation of staff have a significant effect on he
organizational productivity. Because most of the response shows that employees are highly
demoralized and always have a negative attitude towards their work when there is no motivation
and this will lead to in efficiency in the organization productivity.

4.5 RESEARCH HYPOTHESIS

In this segment, the researcher will carry out a test of hypothesis base on selected questions that
are relevance and have direct bearing to the project topic which form the basis for our research
work. And the questions are selected from the questionnaire administered to the respondents.

And it will be tested based on the respondent’s categories in the organization and their responds
to the question will be tested.
In the light of this, researchers deem it necessary to combine two questions which are relevance
to the earlier formulated hypothesis these question are:
Question 4:4:1
Question 4:4:8

COMPUTATION OF CHI SQUARE TABLE

Unsatisfactory Fairly Average Satisfactory Total
satisfactory satisfactory
High level of motivation Is O E O E O E O E
linked to high performance
high remuneration and
production 9 (5.9) 9 (9.9) 23 (17.4) 16 (3.9) 57
6 (5.9) 16 (9.9) 21 (12.4) 14 (3.9) 57
Total 15 25 44 30 114

HYPOTHESIS
The following hypothesis are tested in this section:
Ho: Motivation of staff does not have any significance impact on organizational productivity.
Hi: Motivation of staff has significant impact on organizational productivity.
Testing statistical is X2

A1 (c-1)(r-1)
= (4-1) (2-1)
=(3) (1) = 3
Df = 3
Degree of freedom is 7.815
DECISION RULE:
Reject Ho if X2> 7.815
Reject Ho If X2 calculated is higher than X2 tabulated.
Computation of observes and expected value
O E O–E (O – E)2 (O – E)2
E
9 5.9 3.1 9.61 1.63
9 9.9 -0.9 0.81 0.1
23 17.4 5.6 31.36 1.8
16 3.9 12.1 146.41 37.5
6 5.9 0.1 0.01 0.002
16 9.9 6.1 37.21 3.8
21 12.4 8.6 73.96 6
14 3.9 10.1 102.01 26.2
X2 = 77.032

Testing statistics: X2 = ∑(O – E)2

E= 77.032

Therefore, we reject the null hypothesis (Ho) and accept the alternative hypothesis (HI) because
the expected frequency is greater than the degree of freedom i.e. 77.032 > 7.815

4.6 DISCUSSION OF FINDINGS

Meaning: Motivation of staff have great impact on the organizational productivity in United
Bank For Africa (UBA), Akure

CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 INTRODUCTION
This chapter is aimed at presenting the summary of findings, conclusion and the
recommendations of the research project.
5.2 SUMMARY OF FINDINGS
The topic of this research is motivation of staff and its impact on organizational productivity a
case study of United Bank For Africa (UBA), Akure
The research findings highlight several critical insights into the relationship between staff
motivation and organizational productivity at UBA Nigeria. Here is a detailed summary of the
key findings:

1. Motivational Factors and Employee Engagement: The study identified intrinsic and
extrinsic motivational factors as significant drivers of employee engagement and
performance at UBA Nigeria. Intrinsic motivation, such as job satisfaction derived from
meaningful work and personal growth opportunities, was found to be pivotal in fostering
long-term commitment and enthusiasm among employees. Conversely, extrinsic
motivators, including competitive salaries, performance bonuses, and recognition
programs, played a crucial role in incentivizing high performance and achieving
organizational goals (Judge & Bono, 2001).
2. Impact on Job Satisfaction and Commitment: Motivated employees at UBA Nigeria
exhibited higher levels of job satisfaction and organizational commitment. The provision
of adequate recognition and professional development opportunities significantly
contributed to a positive work environment, where employees felt valued and supported
in their career aspirations. This heightened satisfaction translated into lower turnover
rates and increased employee retention, ensuring continuity and stability within the
workforce.
3. Effectiveness of Organizational Culture: The study underscored the role of
organizational culture in reinforcing motivational strategies. UBA Nigeria's strong
emphasis on a supportive and inclusive culture enhanced employee morale and
productivity. Leaders and managers were instrumental in promoting a shared vision and
values, aligning individual goals with organizational objectives, and fostering open
communication channels (Sekaran & Bougie, 2016). This cultural alignment contributed
to a cohesive team environment where employees felt empowered to innovate and
collaborate effectively.
4. Challenges and Areas for Improvement: Despite the positive impact of motivational
initiatives, the study also identified challenges and areas for improvement. Issues such as
inconsistent application of recognition practices, perceived inequities in promotion
opportunities, and the need for clearer career progression pathways were highlighted by
 employees as potential barriers to sustained motivation and performance excellence.
Addressing these challenges requires ongoing evaluation and refinement of motivational
strategies to ensure alignment with evolving employee expectations and organizational
goals.
5. Strategic Implications: The findings have strategic implications for UBA Nigeria and
similar organizations seeking to enhance organizational productivity through effective
staff motivation strategies. By leveraging insights from this research, organizations can
tailor their motivational programs to better meet the diverse needs of their workforce,
promote a culture of continuous improvement, and maintain a competitive edge in the
marketplace (Yin, 2014).

It is therefore on the basis of this revelation that useful recommendation can be made.

More importantly, the study has provided as insight into the effect of motivation in enhancing
employees behaviour in order to increase organizational productivity.

The study has also attempted to show the degree of productivity of any organization depends to
a large extent on how the morale of the employees are boosted through motivational factor which
will in turn leads to higher productivity.

5.3 CONCLUSION

The culmination of this study on staff motivation and its impact on organizational productivity at
UBA Nigeria underscores several key conclusions:

1. Critical Role of Motivation: The findings unequivocally demonstrate that motivation

plays a pivotal role in shaping employee behavior, job satisfaction, and overall
organizational performance. UBA Nigeria's strategic focus on fostering both intrinsic and
extrinsic motivators has resulted in a workforce that is engaged, committed, and proactive
in achieving the bank's objectives (Deci, Koestner, & Ryan, 1999).
 2. Enhanced Organizational Effectiveness: By investing in motivational strategies such as
competitive compensation packages, recognition programs, and opportunities for career
growth, UBA Nigeria has effectively enhanced its organizational effectiveness.
Motivated employees exhibit higher levels of productivity, innovation, and customer
service orientation, contributing to the bank's competitive advantage in the financial
services sector (Judge & Bono, 2001).
3. Importance of Organizational Culture: The study reaffirms the critical role of
organizational culture in reinforcing motivational efforts. UBA Nigeria's strong
organizational culture, characterized by values of integrity, teamwork, and employee
development, has created a supportive environment where employees feel valued and
empowered (Sekaran & Bougie, 2016). This cultural alignment fosters a sense of
belonging and collective purpose among employees, driving sustained performance
excellence.
4. Recommendations for Sustainable Improvement: Moving forward, it is recommended
that UBA Nigeria continues to refine and innovate its motivational strategies to address
emerging trends and challenges. This includes enhancing the transparency and fairness of
performance evaluation processes, promoting leadership development initiatives, and
expanding opportunities for employee skill enhancement and career progression
(Podsakoff, MacKenzie, & Podsakoff, 2012).
5. Future Research Directions: Future research should focus on exploring the long-term
effects of motivation on employee retention, succession planning strategies, and the
impact of technological advancements on motivational dynamics within organizations.
Comparative studies across different industries and geographical regions would also
provide valuable insights into cultural variations in motivational practices and their
implications for organizational performance (Yin, 2014).

Therefore it can be concluded that motivation of staff have positive impact on organization
productivity.

5.4 RECOMMENDATIONS
This project will definitely be valuables if recommendation are not offered objectively for
adequate attitudes to work, their satisfaction and to reduce minimum labour turn over.

The following recommendation have been given as a result of the established facts obtained in
the course of this research through the interview and questionnaire like observation.

1. Staff or employee management relationship need to be improved in terms of

flexibility, participating leadership style of management should be encouraged and maintained,
this would have no doubt improve the economy not only in terms of quality of product
efficiency and profitability, but also in the recommendation of his human resources.
2. The need for improvement in training is very important, not only on the job but
also off the job training by giving opportunity to workers to obtain higher qualifications in
recognized institutions close to them, with so many related courses.
3. The need to improve on the transportation system of the organization is very vital.
The economic situation of the country which is general, makes it difficult for all the staff to have
their own motor, cycle loan to end this services to cover almost all the parts of Akure area, this
will check lateness and absenteeism from work, as well as influence their effort at work.
4. The medical service renders to staff should extend to their families, as this will
surely reduce inefficiency of staff in the organization.
5. The organization should also give the employees feed back on their job
performance as strongly advised by some of the workers through unstructured question in the
questionnaire by donning so, the employee will feel comfortable and have confidence in
themselves.
6. The organization should also centre their efforts towards improving the
communication system as the saying “communication is the bed rock of any organization.
Employees should be informed of what is going on i.e. carry them along so as to do away with
runner, the management therefore must know that what is going on at the work place. Because
bad communication or rumor can jeopardize an organization objectives. But good
communication will create positive impact on organizational efficiency on productivity, thereby
attaining its corporate objectives.
Finally, the research has been done as objectively as possible, without fear or favour and within
my intellectual capability, I am of firm belief that applying the relevant aspect, experts views and
opinion of UBA Bank, will be an added advantage to this millennium of staff technological
competition.

REFERENCES

Adeleye I., Atewologun D., & Matanmi, O. (2011). Developing diversity management in
Nigerian organizations. African Journal of Business Management, 5(9), 3552-3564.

Albers, Henry H. (2008) Principles of management. A modern Approach, 7 th edition New York:
John Wiley and Sons.

Amabile, T. M., & Pratt, M. G. (2016). The dynamic componential model of creativity and
innovation in organizations: Making progress, making meaning. Research in Organizational
Behavior, 36, 157-183.

Authur, W. Sherman &Bowander. W Geoger 2000. Managing…Human Resources. 9 th edition,

south-west publishing Co; USA
Burch Field R.W. (1995): Oxford England Dictionary 5th edition, Williams dowers limited,
beals and London.

Choi, S. B., Kim, K., Ullah, S. M. E., & Kang, S. W. (2017). How transformational leadership
facilitates innovative behavior of Korean workers: Examining mediating and moderating
processes. Personnel Review, 46(3), 576-592.

Chruden, H.J and Arthur W.S. (1984). Personnel management 5 TH edition, south–West
publishing company, USA.
Cole, G.A (2002)Management theory and practice 5 th edition, published by Biddle Ltd Guidlfood
and kings Lymn.

David L.B (2001): Management for excellent 4th edition, John Willey and sons incorporated.
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the
self-determination of behavior. Psychological Inquiry, 11(4), 227-268.

Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments
examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin,
125(6), 627-668.

Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work
organizations: The state of a science. Annual Review of Organizational Psychology and
Organizational Behavior, 4, 19-43.

Dysvik, A., & Kuvaas, B. (2013). Intrinsic and extrinsic motivation as predictors of work effort:
The moderating role of achievement goals. British Journal of Social Psychology, 52(3), 412-430.

Gerhart, B., & Fang, M. (2015). Pay for (individual) performance: Issues, claims, evidence and
the role of sorting effects. Human Resource Management Review, 25(1), 41-52.

Heinz Welhrich, Mark V Cannice et al: Management: A Global perspective 12 thedition, Tata
McGraw Hill Publishing company Ltd. New Delhri.

Huang, Q., & Gamble, J. (2015). Social expectations, gender and job satisfaction: Front-line
employees in China's retail sector. Human Resource Management Journal, 25(3), 331-347.

IbbetsonJ.F.R (2001): The management of motivation and remuneration 10 th edition business

books Europe.
James A.F. Stooneretal (2001):Human Resources planning 4th Edition (McGraw Hill Book coy).

Judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits--self-esteem,

generalizability of these findings. Journal of Applied Psychology, 86(1), 80-92.

Kamoche, K. (2011). Human resource management in Africa: Perspectives, challenges, and

practices. International Journal of Human Resource Management, 22(18), 3899-3910.
Meyer, J. P., Stanley, D. J., & Vandenberghe, C. (2013). Employee commitment and motivation:
A conceptual analysis and integrative model. Journal of Applied Psychology, 98(6), 991-1007.

Michael Armstrong & Helen Murlis (2007): Reward management 5 th edition, Kogan page vs 525
south 4th street, #241 PhiladelphiaPA19147USA.

Nwachukwu, C. C. (2012). Management theory and practice. African Educational Publishers.

Okeke, M. N., & Mma, A. E. (2018). Motivation and Employee Performance in United Bank for
Africa (UBA) Nigeria Plc. Journal of Management and Social Sciences, 7(1), 23-35.

Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social
science research and recommendations on how to control it. Annual Review of Psychology, 63,
539-569.

Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior. Pearson.

Roscoe, J.T (1975) Fundamental research statistic for the behavioural sciences: New York,
HOH, Rine Hurt and wiston.

Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill-building approach.
John Wiley & Sons.

The Banker. (2020). African Bank of the Year. Retrieved from The Banker Website.

UBA Group. (2021). About UBA. Retrieved from UBA Group Website.

Ubeku, A.k (1985) Personnel management in Nigeria. Ethiopia Publishing corporation Benin
City

Yin, R. K. (2014). Case study research: Design and methods (5th ed.). Sage Publications.