Impact of Motivation on Employee Performance in First Bank of Nigeria

This report evaluates the impact of motivation on employee performance in First Bank of Nigeria. It identifies the different elements of motivation and factors affecting employee performance, examines the impact of motivation on performance, and recommends strategies to improve motivation.

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Dissertation
Name of the student
Name of the university
Author note

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ABSTRACT
Over the years the lack higher productivity has been ascribed to the lack of proper motivation.
This project talks about motivation and ways on how to boost a higher production in the banking
sector. The project has considered some important theories concerning motivation and the
various forms of motivation. It additionally talks about motivation can have an effect on
workers’ performance. Collection of data was mainly through the use of survey questionnaire.
After the data it was ascertained that there is a compelling connection concerning motivation
and performance. It was therefore suggested, that more effort should be made to ensure workers
feel safe working condition should be secured and safe, also the welfare of worker is satisfactory
taken care. This effort by the organization will influence commitment of employee’s to the
organization which at the long run tends to create a higher productivity. Furthermore, the
concern of the working environment has been seen as an important factor of motivation.
Opinions in regards to the working environment have shown that good working environment in
terms of physical appearance boost motivation which tends to improve productivity.

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Table of Contents
CHAPTER ONE (Introduction)......................................................................................................6
1.1 Introduction............................................................................................................................6
1.2 Background of the study........................................................................................................6
1.3 Research Aim.........................................................................................................................9
1.4 Research Question...............................................................................................................10
1.5 Research Hypothesis............................................................................................................10
CHAPTER TWO (Literature review)............................................................................................11
2.1 Introduction..........................................................................................................................11
2.2 Motivation defined...............................................................................................................11
2.2.1 Types of Motivation.....................................................................................................12
2.2.2 Techniques of Motivation.............................................................................................13
2.3 Job Performance..................................................................................................................15
2.3.1 Determinants of Job Performance................................................................................16
2.4 Theories of motivation.........................................................................................................17
2.4.1. MASLOW’S HIERARCHY OF NEEDS THEORY..................................................18
2.4.2 Motivation theory by (FRED HERZBERG 1954).......................................................19
2.4.3 Equity Theory...............................................................................................................21
2.4.4 Reinforcement Theory..................................................................................................22
2.4.5 McClelland’s Achievement Theory..............................................................................23

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2.4.6 Empirical Studies in the World.....................................................................................25
2.4.7 Vroom’s Expectance Theory........................................................................................25
2.4.8 Africa Related Studies..................................................................................................26
2.4.9 Self Determination theory.............................................................................................27
2.5 Impact of motivation on employee performance.................................................................28
2.6 Conceptual Framework........................................................................................................29
2.7 Literature gap.......................................................................................................................29
CHAPTER THREE (Research Methodology)..............................................................................30
3.1 Area of Study.......................................................................................................................30
3.2 Research Population............................................................................................................31
3.3 Sampling techniques and sample.........................................................................................31
3.4 Data collection techniques...................................................................................................33
3.5 Data Analysis techniques.....................................................................................................34
CHAPTER FOUR (Findings and Analysis)..................................................................................36
4.1 Presentation and Analysis of data........................................................................................36
4.1.1 Data reliability test........................................................................................................36
4.1.2 Quantitative questionnaire............................................................................................36
4.1.2 Correlation matrix.........................................................................................................73
4.2 Summary of Major findings.................................................................................................49
4.3 Proof of Hypothesis.............................................................................................................52

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CHAPTER FIVE (Summary, Conclusion and Recommendations)..............................................56
5.1 Summary..............................................................................................................................56
5.2 Conclusion...........................................................................................................................58
5.3 Recommendations................................................................................................................59
References......................................................................................................................................61
Appendix........................................................................................................................................64
Appendix 1.................................................................................................................................64
Appendix 2.................................................................................................................................49

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Topic: Impact of Motivation on Employee performance in First Bank of Nigeria
CHAPTER ONE (Introduction)
1.1 Introduction
This report aims to evaluate the impact of motivation on employee performance in First
Bank of Nigeria. Motivation has been a key topic of discussion for the past decades and with the
advent of the new generation, there has been significant changes in the motivating factors among
employees in the work place. Motivation is a key component of driving the employees in
improving their performance and the study will examine the case of First Bank of Nigeria to
identify the impact of the motivational factors on the performance of the employees. This will
facilitate in identifying the motivating factors for thee employees in First Bank of Nigeria.
1.2 Background of the study
Organizational objective can basically be attained only when employees are offered good
working environment and conditions which encourages employee’s to perform their jobs roles
effectively well. Approaches used by managers in the previously has proven to be unsuitable,
management can effectively achieve organizational success only by the means of motivating
employees to work for management aims.
One of the main difficulties challenging management is the ability of motivating
employees to execute delegated duty to meet set values. In every organization, the purpose and
anticipation of organization is for the workforces to give their very best so as to attain
organizations objectives and goals. This is why organizations tend to pay more interest regarding
motivation. Motivational scheme helps to create good working environment that encourage
employees to fulfil their wants also at the same time achieving administrative goals

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Though, the main objective of motivating employees is to enable organization
accomplish maximum productivity and performance is basically one the major demanding task
of an organization challenge, since this characteristic of organization tasks that deals with
organizational or human behavior. Organization hence requires certain ability to know why
people act in a certain way and reason why they do, these will enable organization to motivate
employees to act in the manner the organization attains necessary. The word motivation has been
considered in diverse ways by various academics and writers as it relates to an organization thus
having a diverse opinion regarding what motivation is totally all about.
Motivation is well defined as a developing influence that prompts or forces and preserve
behavior( Nwachukwu 1998), this perception about motivation is confusing to organization since
motives are not observed directly or evaluated but can be judged from individual’s behavior.
According to (Berelson and Steiner 1984:42) defines motivation as internal states that boost and
stimulate behavior towards certain objectives and goals. In other words, motivation is an overall
term that applies the whole classes of drives, wants, and desires needs and forces. Motives are
centered on human wants, which could be intentionally or unintentionally motives. Some
primary motive needs are based on psychological requirements for air, food, shelter and water.
While others are considered as secondary this includes status, self-confidence, association with
others, affection and self-assertion (Maslow, 1965)
It is very significant for organization to motivate their employee by doing those things
that will positively gratify employee’s desire and employees are required to behave in a desired
way that will enable organization to attain the desired objectives and goals. Years back
oppression and fear was the prime motive that was used for motivation. This technique was

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demonstrated to be efficient only for a certain period of time. This was due to the circumstance
that the more the employees were forced and intimidated; the more they resisted the pressure
from organization.
Furthermore traditionally organizations enjoys using rewards such as, pay rise, job
security, good working environment or mistreatment such as unlawful dismissal, demotion of
employee, or holding back of rewards for the purpose of motivating employees so as to attain a
greater performance. In today’s business environment, organizations cannot depend on the
influence of working conditions or salary benefits to stimulate employees in other for them to
perform efficiently well. Motivation is a far more complex method.
One third of individuals spend their working hours at work, it is not unexpected
employees ought to anticipate basic satisfaction from their work. These wants will fulfill a range
of needs, in every area around the job and throughout the job and off the job. There is this debate
concerning the values of contentment derived from the job as opposite to overall satisfaction
attained in another place in life. Work is basically one of the very significant occupations in an
individual’s life. If an employee lacks job satisfaction, such employee would hardly have a
completely contented life. In Various professions, employees devote a lesser amount of time on
the job today than they did in the past. Organization needs to identify the driving force that that
tends to motivates behavior of employees. Organizations have the responsibility to better
working environment.
Nevertheless, organizational performance is equally controlled by the ability and their
readiness of the employees to give their very best (Feldman & Arnold, 1983; William, 2010).
Readiness and capability are significant, since it suggests that outside a definite level, the
absence of capability cannot be balanced for readiness to an increase in motivation and equally

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the absence of readiness cannot be balanced for employee’s capability to an increase level
performance. Readiness and capability are essential mechanisms that successfully help every
organization a higher level of performance.
It hence seems to this researcher that the accomplishment of any organization is
influenced by the capability of the organization to know the problems of motivation and
implementing suitable motivational structures that will deliver a satisfactory working
environment which helps to encourage the employees to greater level of performance.
1.3 Research Aim
The aim of the study is to identify the different elements of motivation and different
factors affecting the performance of employees. The impact of the different elements of
motivation on the factors of employee performance. This will facilitate in identifying the
significant factors of motivation for the employees in First bank of Nigeria. The objective of the
study are as follows:
 To identify the different elements of motivation in First bank of Nigeria
 To identify the different factors affecting the performance of employees in First Bank of
Nigeria
 To examine the impact of motivation on performance of the employees in First Bank of
Nigeria
 To recommend suitable strategies to improve the level of motivation among the
employees in First Bank of Nigeria

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1.4 Research Question
Primary research question
 What is the impact of motivation on performance of the employees in First Bank of
Nigeria?
Secondary research question
 What are the different elements of motivation in First bank of Nigeria?
 What are the different factors affecting the performance of employees in First Bank of
Nigeria?
1.5 Research Hypothesis
H0: There is no impact of motivation on performance of the employees in First Bank of Nigeria
H1: There is significant positive impact of motivation on performance of the employees in First
Bank of Nigeria

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CHAPTER TWO (Literature review)
2.1 Introduction
As stated by Ibrahim and Brobbey (2015), motivation is not only about attitude, learning,
personality and perception, it facilitates in understanding the behaviour of individuals. Past
researches conducted on employee motivation and performance suggest that the traditional
theories of motivation are still effective in motivating the employees. However, the emergence of
the modern motivational theories suggest that with change in generation, motivational factors for
the employees have been changed significantly. This means that employees may be subjected to
different types of factors based on their needs and wants (Asim 2013). The literature review
section will critically evaluate the past researches conducted in this field of motivation to
examine the important components of motivation and employee performance and the way they
are related.
2.2 Motivation defined
The word motivation has had severally definitions by the various authors. (VERNON
1971:1) according to him motivation is basically a desire that prompts individuals to act in a
particular ways. Such desire occurs from a coherent judgment to attain a particular need or can
be as a cause of the combination of both of these dynamics which are known as the physiological
factors which are self-actualization, need to belong, security wants and self-esteem wants.
According to (Bittel 1980:45) defined motivation as a practice that compels an individual
to act in a particular way so as to satisfy important human requirements so enable human
survival they are personal sense of personal worth, achievement and security.

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(Bittel 1980:45) he believes that a person’s confidence will go down if such requirements
are not accomplished consequently it can lead to low productivity. According to (Koontz
1984:5) the word motive is an internal state of mind which directs a person’s behavior towards
achieving set goals. So basically, ‘motivation ‘is a universal word that applies to the whole class
of forces, needs, requirements, wishes, and related forces.
Motivations to the researcher are means organization use or establishment use to
encourage workers to put in their very best in other to accomplish the organizational purposes.
Many organization’s uses various means to motivate their workforce they could be in form such
as rise in salary, provision and bonus, medical facilities, loan facilities, leave grant, pension
scheme and some other Incentives organization may decide to implement if deem fit.
2.2.1 Types of Motivation
Motivation at working environment can occur in two ways:
Extrinsic motivation, this refers to does things are done for employees so as to motivate
them. This happens when organization’s offers such rewards as pay increase, promotions or
praise (Armstrong, 2006). Extrinsic form of motivation is a behavior is prompted by external
element of reward which are, positive feedback, praise, money, the nonexistence of punishment
are some of the examples of extrinsic motivation (Deci, 1980).
Intrinsic Motivation, this is developed from the satisfaction gotten from the job. This is
associated as the process of motivation by doing the job itself as long as it fulfills employee’s
wants or it makes employees believe that their objectives will be accomplished. Intrinsic
motivation in people is self-generated’ because employees pursue work that gives them
satisfaction. Some of the factors influencing intrinsic motivation comprises of responsibility

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(sense of the importance of the work and the ability to have control over one’s personal
resources, the ability to act freely, the ability to us and develop skills , challenging and
interesting work and the chances for career development (Armstrong, 2006).
2.2.2 Techniques of Motivation
According to (Gupta 2005), he came up with two key approaches about motivation as
explained below:
Stick and carrot Approach to Motivation
This is an approach based an old belief, that thinks that the best to make an individual
work is to put a reward (carrot) in front of a person or to threaten an individual with a (stick) as a
form of punishment. Carrot is a reward an individual gets for working while the stick is a
punishment an individual gets for not working. In the stick and carrot approach, workers that
accomplish their jobs well are rewarded in ways of bonus, promotion and raise pay. For workers
dodging work (displaying undesired behavior) their penalty is in the form of demotion, service
termination, and transfer to distasteful job. Organizations that implement this method consider
individuals who search for employment as they anticipate in making money through earnings to
help satisfy his/her needs and that of the family. Such persons are aware that if they don’t
execute the job satisfactorily well, they tend to lose the job. The stick forces individual’s engage
in positive behavior. The stick and carrot approach is, hence based on punishment and reward
method to motivate employees. Steps to take in other to make the carrot and stick approach more
efficient:

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(a) Reward (carrot) is an effective motivator when rightly connected with performance. Correct
and impartial appraisal of performance reliable (equitable) structure of reward system and the
quick disbursement of reward are very important in developing the effectiveness of reward.
(b) Punishment (stick) is more active when used during times when unwanted behavior truly
happens.
(c) Penalty/punishment can only be ordered in severe cases so it will not become a reward for
unwanted conduct.
(d) Punishment can be used in other to transform a certain behavior and to compel an individual
to embrace a desired conduct, which will be rewarded.
Job Enrichment through Motivation
Motivation through Job enrichment is a non-monetary aspect of motivation. It is an
extension of Herzberg’s’ two dynamics theory of motivation. This is an assumption based factor
theory surrounding a person’s work which is not valuable motivator’s factor of behavior. To
motivate employees the organization should offer prospects for accomplishment,
acknowledgment, responsibility, progression and growth. Job enrichment designed in other to
create opportunity for accomplishment, acknowledgment, responsibility and individual growth. It
gives employee independence and reliability in carrying out job task and providing timely
feedback on regarding employee performance (Gupta, 2005).
Job enrichment has to do with inventing various range of work content that helps to boost
a higher level of understanding and skill. It enables an employee to achieve a higher working
experience and responsibility by controlling and planning employee’s performance. This requires
the delegation of decision making and implementation by the relevant authorities to the

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employees. The duties are redefined, reorganized and developed in range and obligation. An
employee is given the liberty and preference in planning his work (Gupta, 2005).
Job enrichment is said to be an important factors of motivation’ which results in higher
productivity. It helps to builds a self-managed job where workers are given the freedom to
controls and plan their tasks. It offers job satisfaction in the whole man (Gupta, 2005).
2.3 Job Performance
According to (Daniel et, al. 2002) defines job performance in terms of employee
behaviors, if behaviors the behavior of an employee influences the organizational goals. It is vital
for organizations to implement ways on how to develop performance of employees, and
consequently organizations investigate to as to know why employees fail to perform
(Muchinsky, 1993). Employee performance is the ability of an employee to achieve tasks
allocated to an individual in a working environment (Arverty& Murphy, 1998).
There are several factors that influence the performance level. (Korman 1971) the
internal factors are significant element that influences performance. Internal factors are split up
into two parts. The first is the abilities and skills an employee to execute a given job. The second
feature is the job requirements and perception has some bearing on work performance. This
means that if an employs sees the job role been perfect, such employee will be judged a
satisfactory performer. On the other hand, an employee who does not take in the job requirement
will be deemed ineffective (Korman, 1971).
In addition to the internal elements that influence performance of employee. Some
external factors that influences performance, includes the environment factors that influence’s

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employee’s performance. The working environment is an example of the external element which
affects the performance level. Another element that affects the level of performance is
communication. Most times executive’s fails to communicate precisely the areas employee’s
needs to develop and the reason why, executes falling to communicate information to employees
can reduce performance. Motivation is essential in other to achieve a higher level performance. It
enables employees to perform well by putting an additional effort to work. Motivation helps to
decreases the rate of employee’s absenteeism from work; it boosts loyalty and stability in an
organization. It enables employees to adjust changes in an organization (Saleemi, 1997)
2.3.1 Determinants of Job Performance
Job performance is an important determinant of performance management. A job
comprises of a various interconnected jobs, responsibilities, a duty which employee needs to
execute, while performance is an action that is significant so as to achieve organization’s
objectives which can be evaluated the level of expertise. (John Campbell, 1988). Job
performance comprises of specific operative such as the behavioral abilities. The elements that
have the tendency to influence job performance are as follows:
Knowledge is the understanding with evidences, fact or values. Knowledge gives
employee the ability to execute job roles and activities in the working environment. Knowledge
is also known as declarative knowledge, declarative knowledge relates to what an employee
knows, or procedural knowledge is the ability of what an employee can do (Kohli, 2008).
Motivation of employees it’s the ability or knowledge to accomplish a given, there will
be no job performance if workers do not have the drive to perform. Only employees who are
motivated will put in an extra strength to perform. Different employees are motivated based on
different individual element such as acknowledgment or the organizational dynamics such as the

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enabling working environment, feedback, the presence of operative performance management
and leadership’s support scheme (Kohli, 2008).
Feedback-workers are inclined to perform effectively well in their jobs when offered with
feedback that are significant and constructive. The feedback enables workers recognize that area
that requires correction and they tend to work harder so as to correct very negative feedback, in
other to breach the performance gaps. The presence of feedback scheme in the working
environment is critical so as to better the performance of employees on a daily basis (Kohli
2008).
Leadership has a powerful impact on the employee’s confidence and motivation many
times; some top leaders had choose to leave an organizations, not because they lack the skills or
because they are not knowledgeable about the job, because they fail to set the appropriate
organizational culture. Real leaders should implore employee’s participation in guiding business
forward. They encourage suggestion from employees, learning to trust, inspire employees in
taking risk and prompt employees to mental participate in every organizational activity so as to
develop organizational performance (Kohli, 2008).
Personality is the significant element of behavior; and behavior is an important basis for
employee’s performance. Though, personality is formed by numerous, personality impels a
person’s behavior and influences job performance of employees (Kohli, 2008).
2.4 Theories of motivation
It is obvious that a significant number of motivational theories have been established to
assist individuals a better understanding about the complexities that is involved in motivating

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organization employees by encouraging the workforce to put their very best so as to achieve
organizational goals. Some significant motivational theories are explained below:
2.4.1. MASLOW’S HIERARCHY OF NEEDS THEORY
According to Maslow (1965) hierarchy of needs theory stated that individuals are
motivated by a want to fulfill a certain hierarchy of wants. Those significant elements of human
behavior recognized as the determined wants are in a specialized position on the hierarchy of
needs. Needs that arises initially must be satisfied, to some level, before considering the higher
needs. He consequently laid emphasis on two basic framework of motivation.
Man is a wanting animal whose needs depends on what he already has. Only needs not
yet satisfied can influence behavior.
Needs are arranged in a hierarchy of importance. Once a need is relatively satisfied,
another emerges and demand satisfaction. He then, based on these premises, proposed
classification of needs in their order of importance are as follows:
The level of the first groups of needs are the vital needs that is required for sustaining the
life’s of human which are accommodation, sexual fulfillment, food, sleep and so on.
The second in the hierarchy of needs, is the need for safety and security, safety against
threats and dangers.
The third needs on Maslow’s hierarchy, is the social need, which is the necessity for
association with one’s friendship or association and love, this is when a person have the feeling
of belonging and is been accepted by the society and in the workplace.

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Esteem need is the fourth of Maslow’s hierarchy of need, which states the need for self-
esteem and self-respect; this means regard for one’s position such as prestige, self-confidence
and satisfaction as power.
The last on Maslow’s hierarchy of need is the self-actualization; this need suggests that
satisfaction is anticipated from self-fulfillment via growth of development through the use of
creativity skills. This needs most important in Maslow’s hierarchy he perceives the need that
helps an individual to understand the abilities and capacities by some specified objectives.
Consequently, self-actualized individual is a person who capable of achieving what he truly
wants to be.
2.4.2 Motivation theory by (FRED HERZBERG 1954)
Hertzberg (1954) categorizes its motivational theory into two which are Two Factor
Theory and the Job Enrichment theory) motivation according to him is derived from an inborn
want to make an effort. He states that humans have two groups of wants viz:
The Level of lower Needs: These are groups of need that is driven from man’s desire to
fulfil his key desires (Maslow’s Physiological Needs)
The Level of higher Needs: These are needs that are associated with the human personalities, the
capability to accomplish to undergo psychological growth that is required for self-esteem and
self – actualization
Fred Herzberg postulated two elements of motivation while presenting is motivation
theory. These he termed as the working conditions that relates to satisfaction and dissatisfaction
of employee on the job. The model recognizes the features of a job connected with the working

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environment such as “maintenance factors” or hygiene (extrinsic job condition) and components
that are related with what employee really does as “motivating elements”. These he Classified as
follows
The maintenance (Extrinsic job condition) or hygiene elements these wants are certainly
not fulfilled. If such issues like job security, salary, good working environment, fringe benefits,
status, bank policy and inter- personal rapport with supervisor and colleagues are present, they
will not lead to employee satisfaction, but when are not offered in job environment, it will
definitely result to dissatisfaction of employees.
Consequently, according to Herzberg employees that are dissatisfied are linked the most
to such challenge (external elements of the job setting.) They are known as the hygiene
component since they avert dissatisfaction, they don’t actually motivate. These wants has an
influence more on the lower needs; they are usually observed by their absence, example of
manager’s dissatisfaction about working in a hot working environment, working in an office with
functioning air conditioner or ventilation. This may result to job satisfaction or
demoralization/demotivation. It is very important to note that extrinsic element come from
outside an individual.
The Intrinsic factors of Job Motivation:
The two-factor theory has to do with the working conditions (factors of motivation) if
such factors exists will definitely leads to job satisfaction, also tend to boost the level of
employee motivation which results in an increase in productivity. These factors help to build
business growth, progression and responsibility. These factors are referred as the intrinsic
working factors. Though people differs and they have different features that satisfies or

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motivates them, it is commonly assumed that when those motives are present, it will increase
performance and job satisfaction, but when those factors are absent will result in employee
dissatisfaction which will slow down performance.
An important fact to note regarding Herzberg theory is the fact that he is not worried
about individual variances on the significance that is placed on different wants; his concentration
is more on the features of the job, the basic needs that causes satisfaction or dissatisfaction in the
working environment. He further states that if organization’s desires to motivate their workforce,
they can only do so through the elements connected with the job itself were motivational needs
can be tapped through employee. Though, it should be noted that motivated employee, Herzberg
is basically refers to an employees, that is self-motivated, an employee who does not require an
external force to make an employee work hard, they derive satisfaction from doing the work
itself.
2.4.3 Equity Theory
According to (John Stacey Adams in 1963), he stated that employees work towards
sustain equity among the inputs which an employee bring into a job and what they receive from
it in contrary to the apparent inputs and incomes of others.
Adams (1963) beliefs that individual appreciates unbiased treatment that enables
employees to be motivated so as maintain equality within their co-workers and the organization.
The equity structure in working environment is established on the ratio of inputs to outcomes.
The theory states, that persons are motivated so as to reduce alleged inequality. Resentment is
prompted when a person is underpaid inequity (Adams, 1965).

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According to (Adam 1963), inputs normally include effort, loyalty, time, hard work,
dedication, capability, flexibility, patience, willpower and zeal. The outcomes elements include
salary, job security, employee remunerations, and feel of accomplishment, commendation.
The theory of equity is a straightforward. It demonstrates the significance of equality in
the working environment. For example, workers have the tendency in equating what they
contribute and what they earn to others. Though, employees working in same organization can
earn differently, this theory may be a method of motivation.
2.4.4 Reinforcement Theory
The reinforcement theory by (Skiner 1974) is one of the oldest motivational theories that
explain behavior and why individual’s act the way they do. This theory is also referred to as
behaviorism conditioning usually taught in psychology today (Management Study Guide 2013).
The theory beliefs those employees’ behaviors that results in positive outcome will be
consistent. And behavior results in negative outcomes will continue that way. Organizations
should positively boost the employees so as to achieve result; and reward system should directly
be linked with performance so employees can efficiently relate the reward with performance,
(Skiner 1974).
This theory plays a vital responsibility in connecting reward to performance which is
recognized to be influential and commonly used approach by management to motivation
employee in the working environment, which is actually not true since employees are not only
motivated by money, but are motivated by the blend of several variables that are centered on
individual, organizational level and management.

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2.4.5 McClelland’s Achievement Theory
This theory of employee motivation was written by David in his 1961 book, “The
Achieving Society”. He recognizes three basic requirements that individuals obtain from their
daily life experiences.
Need for Achievement
An individual that has a high need for achievement do their utmost best so as to achieve
success, such individuals accomplishes challenging task because they are highly. Such
individuals desire job roles that ensure a realistic possibility for success; they keep away from
tasks that are too easy and stay away from work that are challenging. There is a significant need
for a strong feedback so as to achieve business progress. Individual that has a high achievement
need enjoys to taking personal task (David, 1961).
Need for Affiliation
Individual with a high need for affiliation requires pleasant relationship with individuals
that will be accepted by others. McClelland added that individuals with a strong need for
affiliation are extremely motivated and they keep warm and strong relationships
Need for Power
An individual that has a need for power likes to command and direct others. McClelland
claims that persons with high need for power appreciate task needing influence.
According to (David McClelland 1961), a person can have the want to get ahead in other
to achieve success. High achievers individuals’ likes situation where they take personal
responsibility and findings results to problem, they like to win as a result of their individual

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determinations not as a result luck/ chance. High achievers persons desire a strong feedback in
regards to their performance. Information gotten from the feedback is use to amend their act.
High achieve individuals tends to be loners, they don’t like working in tea2.3.3 McClelland’s
Achievement Theory
This theory of employee motivation was written by David in his 1961 book, “The
Achieving Society”. He recognizes three basic requirements that individuals obtain from their
daily life experiences.
Need for Achievement
An individual that has a high need for achievement do their utmost best so as to achieve
success, such individuals accomplishes challenging task because they are highly. Such
individuals desire job roles that ensure a realistic possibility for success; they keep away from
tasks that are too easy and stay away from work that are challenging. There is a significant need
for a strong feedback so as to achieve business progress. Individual that has a high achievement
need enjoys to taking personal task (David, 1961).
Need for Affiliation
Individual with a high need for affiliation requires pleasant relationship with individuals
that will be accepted by others. McClelland added that individuals with a strong need for
affiliation are extremely motivated and they keep warm and strong relationships
Need for Power
An individual that has a need for power likes to command and direct others. McClelland claims
that persons with high need for power appreciate task needing influence.

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According to (David McClelland 1961), a person can have the want to get ahead in other to
achieve success. High achievers individuals’ likes situation where they take personal
responsibility and findings results to problem, they like to win as a result of their individual
determinations not as a result luck/ chance. High achievers persons desire a strong feedback in
regards to their performance. Information gotten from the feedback is use to amend their act.
High achieve individuals tends to be loners, they don’t like working in teams and have little
sympathy for other persons.
2.4.6 Empirical Studies in the World
(Orpen 1997), piloted a study on the consequence on formal mentoring of employee in regards to
motivation, job performance and business loyalty in the United Kingdom. The study discovered
that mentoring can help to develop employees the point of view but cannot certainly increase
their performance level. The study generally concentrates on the characteristic of performance
mentoring of employees. It study overlooked the features of motivation on job performance.
(Okan, Safakli and Mustafa, 2012), carried out a study in the Northern Cyprus, about factors
that motivates employees in the Banking sector. Their study discovered that the greatest factor
that motivates employees is fair promotion and wages, health benefits and good working
environment.
2.4.7 Vroom’s Expectance Theory
In 1964 this theory was developed by a scholar named Vroom. This theory is built on the
belief that all individuals have anticipations about result that could happen as a result of what
they do. The other assumption states different persons have dissimilar liking for different result.

26DISSERTATION
Vroom (1964), beliefs that people will be motivated to perform if they think their determination
enable them achieve a thriving performance. Additionally, in for an individual to be motivated
they must have the notion that successful performance will lead to anticipated outcome.
Vroom (1964), theory initiated three variables that is needed in the process of motivation.
Expectancy-This is an effort person makes so as to achieve first level outcome. This is prompted
by an individual anticipation that the result will be achieved.
Instrumentality - these theory beliefs that an individual accomplishing the first level outcome
may not necessarily mean nothing to an individual. However it may be instrumental in achieving
a second level result.
Valence-This refers to the likely contentment that follows an outcome instead of the satisfaction
that comes immediately (Vroom, 1964).
The theory of employee motivation by Vroom has been subjected to measures of
experiential analysis. The theory has been criticized because the theory is difficult to apply in a
practical way (Miner, 1980).
2.4.8 Africa Related Studies
Owusu Thomas (2012) carried out a study on the effect of motivation on employee job
performance. The study objective was to investigate and to establish the motivational package
that prompts employee’s performance at a commercial Bank in Ghana. The bank was able to
accomplish its business aims and that of employee job performance through the use of extrinsic
motivation packages which includes salary rise, promotions and fringe benefits. This research
work had a gap since the research work was done in another organization context as linked to the
one in question.

27DISSERTATION
2.4.9 Self Determination theory
The self-determination theory is used for portraying a broad aspect of personality and
motivation of employees. According to the self-determination theory, motivational factors are
divided into intrinsic and extrinsic form of motivation. The role of both this motivational factors
in respect to social and cognitive development and their individual differences are addressed by
the self-determination theory. Jeno et al. (2017) states that self-determination theory is focused
on cultural and social factors that facilitate the sense of initiative and volition in people. As per
the theory, competence, relatedness and autonomy are factors o fostering the maximum level of
volitional and highest level of motivation. Self-determination theory comprises of six theories of
motivation that is essential for explain the phenomenon.
The first is the cognitive evaluation theory that is concerned with intrinsic motivation
where the effects of the social context on intrinsic motivation is evaluated. This will consist of
factors such as ego-involvements, interpersonal controls and rewards on the intrinsic motivation.
The second theory is the Organismic Integration Theory (OIT) which addresses the topic of
extrinsic motivation. Internalization effect the extrinsic motivational factors and autonomy
affects internalization (Jang, Kim and Reeve 2016). The impact of social context on
internalization is also measured by this theory. Causality Orientations Theory (COT) is the next
theory that deals with the differences in tendencies of individual people based on their
orientation towards the environment. The three types of causality orientation are autonomy,
control orientation and the amotivated orientation. The Basic Psychological Needs Theory
(BPNT) is the next theory which describes the psychological needs and its impact on motivation
level of the employees. These theories state the fact that autonomy, competence and relatedness
are essential for motivating the employees and the psychological needs of the employees are

28DISSERTATION
more important in the modern business environmental context (Matosic et al. 2017). This shows
that modern motivational theories focuses on fulfillment and personal growth for fulfilling the
internal needs of the employees.
2.5 Impact of motivation on employee performance
Zameer et al. (2014) states that motivation is one of the key components of improving the
performance level of the employees. Employees may have the excellent skills, knowledge,
supportive environment and clear objectives but would not be to fulfill their job role if they lack
in their motivational level. Past researches have been instrumental in identifying the impact of
motivation of the performance. However, different research conducted shows that employee
motivation highly affects the level of the performance of the employees. Hameed, Ramzan, and
Zubair (2014) states that the study conducted shows that the p value identified in this research is
less than 0.05 and shows significant impact of employee motivation on performance. In another
study conducted, it has been seen that all the aspects of motivation in terms of traditional theories
does not have significant impact on the motivational level and performance. Compensation in
this scenario was not a motivational factor for the employees and they are less impacted by
compensation. On the contrary, it has been seen that a different study conducted in Pakistan
shows that compensation impacts the level of motivation and performance of the employees
(Shahzadi et al. 2014). This indicates the fact that compensation is a key motivational but it
varies depending on the organizational setting and country the employee is working. The
motivational factors in the developed countries will vary from the motivational factors in the
developing countries.

29DISSERTATION
2.6 Conceptual Framework
Figure 1: Conceptual framework
(Source: As created by author)
2.7 Literature gap
The past researches have only focused on addressing the impact of motivation on the
performance of the employees using the traditional theories of motivation. None of the
researches have taken both the modern theories and traditional theories to identify the impact of
motivation on employee performance. In majority of the studies, importance have been given
factors such as rewards and compensation but less focus has been given on work environment
and career growth opportunities. Therefore, this study will focus on addressing these factors
particularly to evaluate the influence of these factors on motivation level of employees.
Compensation
mployee motivationE
orkW
environment
mployeeE
performance
Career growth
Relationship
management
orkW
ngagementE

30DISSERTATION
CHAPTER THREE (Research Methodology)
3.1 Area of Study
The study has been carried out in the field of employee motivation which is a major area
in a business covering multiple aspects of the organization. Employee motivation is a significant
organizational practice which can influence organizational productivity, since if employees are
not motivated towards the job, their performance may deteriorate. However, there are several
reasons or factors that cause poor motivation among the employees such as –inadequate wage
structure, increasing work burden, limited time off and many more. Conversely, when
employers, for example, provide adequate wages, design suitable work schedule and provide
employee growth opportunities, employees tend to show a sense of loyalty towards their
employees. Consequently, organizational productivity increases and so does employees’
performance. Nonetheless, the present scenario of First Bank in Nigeria is little different than
being highly productive, as organization observes increasing rate of employee turnover and
organizational productivity is at a historic low. Bank staff are working for long period but they
did not receive adequate growth opportunities. When it comes to work-life balance, bank staff at
First Bank of Nigeria sometimes have to work on the national holidays.
Thus, this study identifies the factors and reasons that are causing such deteriorating work
environment in First Bank of Nigeria. Thereby, with the help of causal research design, the
study is determined to identify the degree and nature of cause and effect relationship. This
research design mainly helps to perform an analysis of a situation or a particular problem to
explain the patterns of relationship between motivation and employee performance. In order to
perform this research design, concomitant variation technique has been used as it is systematic
between two variables. For example, First Bank in Nigeria does not take care of the basic needs

31DISSERTATION
of employees, high organizational productivity cannot be caused by employee performance. In
addition to this, causal research design has been selected because this research design play a
great role with respect to identification of reasons behind for poor employee productivity and
assessment of the impact of change on the existing processes.
3.2 Research Population
The technique of sampling in primary data collection includes research population,
selection of sampling frame, and determination of sample size. Target population represent
particular segment within a greater population that are effectively positioned to serve as a
primary data source for the study. Taylor, Bogdan and DeVault (2015) commented that a
research population is usually a large collection of individual or the objectives that is the
fundamental focus of a scientific query. There are several instances where due to large size of
population, researchers are not able to test every individual in the population as it is highly
expensive as well as time consuming (Vaioleti 2016). Due to this particular factor, the study is
more reliant on sampling technique. In the present study, target population are the employees of
First Bank of Nigeria. Even though the population size for the present study is not large but not
all members from the population takes part in the data collection process. Number of members
are selected on the basis of the size of sampling frame which is derived from the population.
3.3 Sampling techniques and sample
Sampling is a particular technique which is implemented to select member of population
who are supposed to be engaged in the study. Multiple population of interests often prove to be
large to work in study. On the other side, because of the extending size of target population,
scholars have no option left but to study a particular number of case elements in some particular
population to represent population members and derive suitable implications regarding the

32DISSERTATION
population. The sampling method is usually of two types such as probability sampling and non-
probability sampling. Probability sampling includes simple random sampling, systematic
sampling, stratified sampling and cluster sampling, while non-probability sampling includes
convenience sampling, multi-stage sampling, purposive sampling and snowball sampling
(Lewis 2015). However, among these large variation of sampling, non-probability sampling
method has been selected which is further performed under the principles of non-probability
convenient sampling.
Non-probability sampling method has been applied to the study as it is certain that the
study is no supposed to involve members on a random manner and moreover, selection of
probability sampling method would have become more generic as under probability sampling
method, all member has an equal chance to take part in the study, while non-probability
convenience sampling method checks the availability of the individual and relies on the members
who have knowledge regarding the issues or research context (Panneerselvam 2014). As put
forward by Alvesson and Sköldberg (2017), convenience sampling is a type of sampling method
depending on the data collection from population members who remain available to take part in
the study. A survey questionnaire is a significant example of non-probability convenient
sampling; thereby, in the present study, for collecting primary data a quantitative questionnaire
has been developed.
Sampling frame and sample size
Sampling frame is the list of people within the target population who contribute to data
collection. In the present study, sampling frame is 55 which is taken from the employee base of
First Bank of Nigeria. Likewise, the sample size is the number of respondents or the individuals
from sampling frame who takes part in primary data collection process. The sample size for

33DISSERTATION
performing the survey is 50, which means 50 employees of First Bank of Nigeria have been
engaged in the data collection process.
3.4 Data collection techniques
Data collection is a particular method of gathering information from all relevant sources
to find responses to the research issues and then evaluate the outcomes. Data collection
technique compromises of two different categories namely secondary method of data collection
and primary method of data collection.
Secondary Data collection
Secondary data is a kind of data that has already been published in books, newspaper,
magazine journals and online portals. It is certain that there are vast resources for gathering
secondary information in academic studies irrespective of the nature of the research field
(Brannen 2017). Notwithstanding, in the present study, secondary data has been collected from
books, peer-reviewed journal articles and few wide reading sources. These sources of data have
only used in the literature review.
Primary data collection
Primary data collection comprises of two different categories namely quantitative and
qualitative data collection method. Quantitative data collection mainly involves the
mathematical calculation such as regression, correlation, SPSS, mean, mode, median and others.
Quantitative methods are less expensive in nature to apply and they can be applied within a
shorter duration of time compared to qualitative data collection method. Bryman, and Bell
(2014) mentioned that quantitative data collection technique provides an easy way to make
comparison of the findings. In the present study, quantitative data has been collected by

34DISSERTATION
performing survey among the employees of First Bank in Nigeria. On the other side, qualitative
data collection method has not been used in the study, as qualitative method requires descriptive
answers, which means that the respondents who take part in the study must have an intense and
adequate amount of knowledge regarding the research context (Csikszentmihalyi, and Larson
2014). Thus, engaging employees in the survey might not meet the purpose of using qualitative
method. Thereby, in the present research using quantitative data collection method, survey data
has been collected and they are further processed with correlation and SPSS analysis method.
3.5 Data Analysis techniques
Just like the data collection method, data analysis techniques also compromises of two different
categories such as qualitative data analysis and quantitative data analysis technique. Quantitative
analysis method usually includes critical analysis and proper interpretation of data figures,
numbers and solid attempts to find appropriate rationale behind the major findings. In this
context, Walliman (2017) commented that comparison of data findings to the findings of existing
papers are fundamental for type of researches such as qualitative and quantitative. In the present
study, quantitative data analysis has been done by converting the raw numbers into a meaningful
data by applying critical thinking and rationale. Quantitative data analysis in the study
fundamentally include different calculation of frequencies of variables and clear difference
between the variables.
According to Hox, Moerbeek and Van de Schoot (2017) a quantitative approach is
generally associated with the findings evidence to support or abandon the hypothesis if
formulated in the study. Therefore, to interpret the data flawlessly, the first the raw data has been
converted to numeric digits and numbers and then they are presented with table and charts. The
presentation of the data includes major calculation such as SPSS and correlation. When

35DISSERTATION
performing the analysis, the findings have been compared to the findings found in the existing
papers on motivation and employee performance. In addition, the hypothesis have been tested
when performing the analysis. Particularly, when performing the analysis, the findings of each
paper used in the literature has been compared to the primary findings. An area of analysis also
includes the gap found in the existing papers.

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CHAPTER FOUR (Findings and Analysis)
4.1 Presentation and Analysis of data
4.1.1 Data reliability test
Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on
Standardized Items
N of Items
.975 .970 24
The study has used the Cronbach’s Alpha to check the reliability of the data used in the
study. The value of alpha is quite high which means that the data is significant and the results
obtained in the study are also reliable. This shows that the response from the respondents are
quite reliable. The findings of the study shows that all the factors of employee motivation are
positively correlated with employee performance which means that in order to improve the
performance level, the motivation factors have to be more effective.
4.1.2 Quantitative questionnaire
1. What is your age?
(1: Less than 24 2: 25-34 3: 35-44 4: 45-54)
Age_
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 13 26.0 26.0 26.0

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2.00 11 22.0 22.0 48.0
3.00 16 32.0 32.0 80.0
4.00 10 20.0 20.0 100.0
Total 50 100.0 100.0
Table 1: Age
(Source: As created by author)
Graph 1: Age
(Source: As created by author)

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The question has aimed to identify the age of the respondents in the study and the
findings show that majority of the respondents are between the age group of 35-44 and 26% of
the respondents are less than 24 years of age. This shows that there is diversity between the age
groups and different age groups of respondents will reduce the chances of bias and varied
perspective can be identified.
2. Your Gender?
(1- Male 2- Female)
Gender_
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 20 40.0 40.0 40.0
2.00 30 60.0 60.0 100.0
Total 50 100.0 100.0
Table 2: Gender
(Source: As created by author)

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Graph 2: Gender
(Source: As created by author)
This question aims to evaluate the gender of the respondents and the results show that
60% of the employees are female and rest are male.
3. How long have you worked with the First Bank of Nigeria?
(1: Under 1year 2:1-2 years 3: 2-3 years 4:3-5 years 5: More than 5 years)
Tenure
Frequency Percent Valid Percent Cumulative
Percent
Valid 1.00 10 20.0 20.0 20.0

40DISSERTATION
2.00 10 20.0 20.0 40.0
3.00 16 32.0 32.0 72.0
4.00 14 28.0 28.0 100.0
Total 50 100.0 100.0
Table 3: Tenure
(Source: As created by author)
Graph 3: Tenure
(Source: As created by author)

41DISSERTATION
The length of stay of the respondents are evaluated in this question and majority of the
employees have been in the organization for more than 2 years but less than 5 years. This shows
that all the respondents have a tenure of less than 5 years.
4. How far do you agree that your skills were put to use effectively in the company?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
Skills_were_put_to_use_
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 22 44.0 44.0 44.0
2.00 24 48.0 48.0 92.0
3.00 4 8.0 8.0 100.0
Total 50 100.0 100.0
Table 4: Skills were put to use
(Source: As created by author)

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Graph 4: Skills were put to use
(Source: As created by author)
The results show that none of the respondents have disagreed to the research question and
majority of the respondents have agreed and strongly agreed to the research question. This shows
that First Bank of Nigeria has effectively utilized their employee skills.
Career growth
5. How far do you agree that you are satisfied with the growth opportunities in First Bank
of Nigeria?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
growth_opportunities_

43DISSERTATION
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 21 42.0 42.0 42.0
2.00 17 34.0 34.0 76.0
3.00 6 12.0 12.0 88.0
4.00 5 10.0 10.0 98.0
5.00 1 2.0 2.0 100.0
Total 50 100.0 100.0
Table 5: Growth opportunities
(Source: As created by author)
Graph 5: Growth opportunities

44DISSERTATION
(Source: As created by author)
This section of the study analyses the growth level of the employees where 42% of the
employees have strongly agreed to the research question and 34% have agreed to the research
question. This means that majority of the respondents have agreed to the fact that the
organization provides growth opportunities to its employees.
6. How far do you agree that you are satisfied with the training and development program
in First Bank of Nigeria?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
training_and_development_
Frequency Percent Valid Percent Cumulative
Percent
Valid 1.00 20 40.0 40.0 40.0
2.00 17 34.0 34.0 74.0
3.00 6 12.0 12.0 86.0
4.00 1 2.0 2.0 88.0
5.00 6 12.0 12.0 100.0
Total 50 100.0 100.0
Table 6: Training and development
(Source: As created by author)

45DISSERTATION
Graph 6: Training and development
(Source: As created by author)
The findings of the study shows that 40% of the employees strongly agree that have
received training and development facilities and 34% have also agreed to the research question.
On the contrary, 14% of the respondents have disagreed to the majority but the major chunk of
the respondents have given positive response.
7. How far do you agree that First Bank of Nigeria provides all round opportunities to their
employees?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
All_round_opportunities_

46DISSERTATION
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 19 38.0 38.0 38.0
2.00 18 36.0 36.0 74.0
3.00 6 12.0 12.0 86.0
4.00 6 12.0 12.0 98.0
5.00 1 2.0 2.0 100.0
Total 50 100.0 100.0
Table 7: All round opportunities
(Source: As created by author)

47DISSERTATION
Table 7: All round opportunities
(Source: As created by author)
The majority of the respondents that is 74% of the respondents have received all round
opportunities and 12% has been neutral to the research question. On the contrary, 14% of the
respondents have received opportunities of all round growth. This shows that the organization
has been able to develop effective training and development program.
Work Engagement
8. How far do you agree that you are inspired to meet your respective goals at work in First
Bank of Nigeria?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
Inspired_
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 26 52.0 52.0 52.0
2.00 11 22.0 22.0 74.0
3.00 6 12.0 12.0 86.0
4.00 1 2.0 2.0 88.0
5.00 6 12.0 12.0 100.0
Total 50 100.0 100.0
Table 8: Inspired

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(Source: As created by author)
Graph 8: Inspired
(Source: As created by author)
The majority of the respondents are inspired at their work and are motivated enough to
meet their respective goals. In this case, 52% of the respondent have strongly agreed to the
research question and 22% have also agreed. This shows the same thing 74% of the overall
population are positive about the strategies implemented by the organization.
9. How far do you agree that you are excited and completely involved in your work?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
excited_and_completely_involved_

49DISSERTATION
Frequency Percent Valid Percent Cumulative
Percent
Valid 1.00 16 32.0 32.0 32.0
2.00 21 42.0 42.0 74.0
3.00 6 12.0 12.0 86.0
4.00 6 12.0 12.0 98.0
5.00 1 2.0 2.0 100.0
Total 50 100.0 100.0
Table 9: Excited and completely involved
(Source: As created by author)

50DISSERTATION
Graph 9: Excited and completely involved
(Source: As created by author)
The findings of the study shows that majority of the employees are highly involved with
the work they do and same 74% of the employees have given positive results. This shows that
organization has been able to improve the level of the engagement effectively for majority of the
employees but the company will have to develop strategies in order to engage the remaining 26%
of the employees.
10. How far do you agree that employees adapt to difficult situations effectively in the
company?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
Adapt
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 21 42.0 42.0 42.0
2.00 16 32.0 32.0 74.0
3.00 6 12.0 12.0 86.0
4.00 1 2.0 2.0 88.0
5.00 6 12.0 12.0 100.0
Total 50 100.0 100.0
Table 10: Adapt

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(Source: As created by author)
Graph 10: Adapt
(Source: As created by author)
The results reflect that majority of the employees have high adaptability and area easily
able to adapt to the situations. In this study, 42% strongly agreed and 32% agreed to the research
and 12% were neutral. On the contrary, 14% of the respondents disagreed to the research
question. This shows that there are still certain employees that have difficulty in adapting to
situations and company will have to help them gain more flexibility.
11. How far do you agree that you are proactive in identifying the future opportunities and
challenges?

52DISSERTATION
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
proactive
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 25 50.0 50.0 50.0
2.00 12 24.0 24.0 74.0
3.00 6 12.0 12.0 86.0
4.00 4 8.0 8.0 94.0
5.00 3 6.0 6.0 100.0
Total 50 100.0 100.0
Table 11: Proactive
(Source: As created by author)

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Graph 11: Proactive
(Source: As created by author)
In this study, the majority of the employees suggested that they are proactive in
identifying future opportunities and challenges. The results show that 50% of the employees
have agreed to the research question and 24% have also agreed. However, there are employees
that are not proactive and they have admitted it. This means that the organization should help
these employees in becoming proactive in identifying future challenges and opportunities.
12. How far do you agree that other employees help you in difficult situations?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
Help
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 20 40.0 40.0 40.0
2.00 17 34.0 34.0 74.0
3.00 6 12.0 12.0 86.0
4.00 3 6.0 6.0 92.0
5.00 4 8.0 8.0 100.0
Total 50 100.0 100.0
Table 12: Help
(Source: As created by author)

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Graph 12: Help
(Source: As created by author)
The findings of the study aims to identify the team work and group dynamics in the First
Bank of Nigeria. The results show that 40% of the employees strongly agreed and 34% of the
participants strongly agreed. On the other hand, 14% of the employees disagreed saying that they
did not receive help during times of need.
Compensation
13. How far do you agree that you are satisfied with the provided compensation in First
Bank of Nigeria?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
Satisfied_with_compensation

55DISSERTATION
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 21 42.0 42.0 42.0
2.00 16 32.0 32.0 74.0
3.00 6 12.0 12.0 86.0
4.00 4 8.0 8.0 94.0
5.00 3 6.0 6.0 100.0
Total 50 100.0 100.0
Table 13: Satisfied with compensation
(Source: As created by author)
Graph 13: Satisfied with compensation

56DISSERTATION
(Source: As created by author)
The findings of the study shows that the majority of the employees are satisfied with the
compensation package and 14% are not satisfied. In this context, it has been seen that no
employees have stayed in the organization for more than 5years which is indicating that
compensation growth after 5 years is not up to the mark.
14. How far do you agree that your compensation is fairly relative to market in First Bank
of Nigeria?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
Fairly_relative_compensation
Frequency Percent Valid Percent Cumulative
Percent
Valid 1.00 20 40.0 40.0 40.0
2.00 17 34.0 34.0 74.0
3.00 6 12.0 12.0 86.0
4.00 1 2.0 2.0 88.0
5.00 6 12.0 12.0 100.0
Total 50 100.0 100.0
Table 14: Fairly relative compensation
(Source: As created by author)

57DISSERTATION
Graph 14: Fairly relative compensation
(Source: As created by author)
The findings of the study shows that majority of the employees agree that compensation
is fairly relative to the industry standards but as some of the employees are still disagreeing to
the question means that compensation growth after certain level is not adequate. This has to be
evaluated the organization.
Relationship management
15. How far do you agree that you are able to communicate effectively with the senior level
of management?

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(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
Effective_communication
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 16 32.0 32.0 32.0
2.00 21 42.0 42.0 74.0
3.00 6 12.0 12.0 86.0
4.00 5 10.0 10.0 96.0
5.00 2 4.0 4.0 100.0
Total 50 100.0 100.0
Table 15: Effective communication
(Source: As created by author)
Graph 15: Effective communication

59DISSERTATION
(Source: As created by author)
The findings of the study shows that majority of the employees agree that communication
is effective. However, there are still certain employees that disagree to the research question so
the organization will have to identify the loopholes in the communication system.
16. How far do you agree that you are provided with freedom in decision making?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
Freedom_in_decision_making
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 23 46.0 46.0 46.0
2.00 14 28.0 28.0 74.0
3.00 6 12.0 12.0 86.0
4.00 3 6.0 6.0 92.0
5.00 4 8.0 8.0 100.0
Total 50 100.0 100.0
Table 16: Freedom in decision making
(Source: As created by author)

60DISSERTATION
Table 16: Freedom in decision making
(Source: As created by author)
The majority of the employees have agreed to the research question stating the fact that
they are provided freedom in making their own decisions at work. On the contrary, 14% of the
employees are against the research question but the overall results suggest that the organization
has given significant freedom to their employees.
17. How far do you agree that there is good level of relationship among the employees?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
good_level_of_relationship

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Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 19 38.0 38.0 38.0
2.00 18 36.0 36.0 74.0
3.00 6 12.0 12.0 86.0
4.00 4 8.0 8.0 94.0
5.00 3 6.0 6.0 100.0
Total 50 100.0 100.0
Table 17: Good level of relationship
(Source: As created by author)
Graph 17: Good level of relationship

62DISSERTATION
(Source: As created by author)
The findings of the study shows that majority of the employees agreed to the research
where they feel that there is effective relationship among the employees. Even though, there has
been disagreements among the employees which is common in organizations, the work
environment is effective.
Benefits
18. How far do you agree that you are satisfied with the benefit package of the company?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
Benefit_packages_
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 19 38.0 38.0 38.0
2.00 18 36.0 36.0 74.0
3.00 6 12.0 12.0 86.0
4.00 4 8.0 8.0 94.0
5.00 3 6.0 6.0 100.0
Total 50 100.0 100.0
Table 18: Benefit packages
(Source: As created by author)

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Graph 18: Benefit packages
(Source: As created by author)
The majority of the employees are satisfied with the benefit packages as 38% have
strongly agreed and 36% have agreed to the research question. On the contrary, 14% have
disagreed to the research question and 12% is neutral.
Work environment
19. How far do you agree to that your organization provides a safe working environment?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
safe_working_environment

64DISSERTATION
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 21 42.0 42.0 42.0
2.00 16 32.0 32.0 74.0
3.00 6 12.0 12.0 86.0
4.00 4 8.0 8.0 94.0
5.00 3 6.0 6.0 100.0
Total 50 100.0 100.0
Table 19: Safe working environment
(Source: As created by author)
Graph 19: Safe working environment

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(Source: As created by author)
The findings of the study shows that majority of the respondents have agreed to the
research question. The results show that 42% strongly agree that the work environment is safe
and they have been supported by 32% of the employees. On the other hand, the 14% have
disagreed to the majority.
20. How far do you agree that there is flexibility in workplace at First Bank of Nigeria?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
Workplace_flexibility_
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 19 38.0 38.0 38.0
2.00 18 36.0 36.0 74.0
3.00 6 12.0 12.0 86.0
4.00 2 4.0 4.0 90.0
5.00 5 10.0 10.0 100.0
Total 50 100.0 100.0
Table 20: Safe working environment
(Source: As created by author)

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Graph 20: Safe working environment
(Source: As created by author)
The findings of the study shows that majority of the respondents have agreed to the
research question. The results show that 42% strongly agree that the work environment is safe
and they have been supported by 32% of the employees. On the other hand, the 14% have
disagreed to the majority.
21. How far do you agree that First bank provides inclusiveness and diversity to the
overall organizational culture?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
inclusiveness_and_diversity

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Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 15 30.0 30.0 30.0
2.00 22 44.0 44.0 74.0
3.00 6 12.0 12.0 86.0
4.00 5 10.0 10.0 96.0
5.00 2 4.0 4.0 100.0
Total 50 100.0 100.0
Table 21: Inclusiveness and diversity
(Source: As created by author)

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Graph 21: Inclusiveness and diversity
(Source: As created by author)
The findings of the study shows that there is inclusiveness and diversity within the
organization but the system is still not perfect and the organization needs to address the
shortcomings in the organizational culture.
22. How far do you agree that workplace culture in your organization is effective?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
effective_workplace_culture_
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 16 32.0 32.0 32.0
2.00 21 42.0 42.0 74.0
3.00 6 12.0 12.0 86.0
4.00 4 8.0 8.0 94.0
5.00 3 6.0 6.0 100.0
Total 50 100.0 100.0
Table 22: Effective workplace culture
(Source: As created by author)

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Graph 22: Effective workplace culture
(Source: As created by author)
The findings of the study shows that the workplace culture is effective and the
organization needs to make improvements to address the needs of the organization.
Employee performance
23. How far do you agree that performance level of employees in the organization is good?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
performance_level_of_employees

70DISSERTATION
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 18 36.0 36.0 36.0
2.00 20 40.0 40.0 76.0
3.00 5 10.0 10.0 86.0
4.00 4 8.0 8.0 94.0
5.00 3 6.0 6.0 100.0
Total 50 100.0 100.0
Table 23: Performance level of employees
(Source: As created by author)

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Graph 23: Performance level of employees
(Source: As created by author)
The majority of the employees have also agreed to the research question indicating the
employee performance management is highly effective in First Bank of Nigeria.
24. How far do you agree that your performance level is improved by the organization
policies?
(1- Strongly agree 2- Agree 3- Indifferent 4- Disagree 5- Strongly disagree)
performance_has_been_improved_by_organizational_policies_
Frequency Percent Valid Percent Cumulative Percent
Valid 1.00 22 44.0 44.0 44.0

72DISSERTATION
2.00 16 32.0 32.0 76.0
3.00 5 10.0 10.0 86.0
4.00 3 6.0 6.0 92.0
5.00 4 8.0 8.0 100.0
Total 50 100.0 100.0
Table 24: Performance level of employees
(Source: As created by author)

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Graph 24: Performance level of employees
(Source: As created by author)
The majority of the employees have also agreed to the research question which means
that the organizational policies have been able to address the needs of the employees and their
performance level have been enhanced.
4.1.2 Correlation matrix
performance_level_
of_employees
performance_has_been_improv
ed_by_organizational_policies_
Age_ Pearson
Correlation
-.030 .023
Sig. (2-tailed) .838 .873
N 50 50
Gender_ Pearson
Correlation
-.264 -.187
Sig. (2-tailed) .064 .194
N 50 50
Tenure Pearson
Correlation
-.172 -.281*
Sig. (2-tailed) .231 .048
N 50 50

74DISSERTATION
Skills_were_put_to_
use_
Pearson
Correlation
.236 .245
Sig. (2-tailed) .099 .087
N 50 50
growth_opportunitie
s_
Pearson
Correlation
.762** .726**
Sig. (2-tailed) .000 .000
N 50 50
training_and_develo
pment_
Pearson
Correlation
.832** .846**
Sig. (2-tailed) .000 .000
N 50 50
All_round_opportun
ities_
Pearson
Correlation
.857** .804**
Sig. (2-tailed) .000 .000
N 50 50
Inspired_ Pearson
Correlation
.871** .840**

75DISSERTATION
Sig. (2-tailed) .000 .000
N 50 50
excited_and_comple
tely_involved_
Pearson
Correlation
.829** .828**
Sig. (2-tailed) .000 .000
N 50 50
Adapt Pearson
Correlation
.827** .878**
Sig. (2-tailed) .000 .000
N 50 50
proactive Pearson
Correlation
.849** .820**
Sig. (2-tailed) .000 .000
N 50 50
Help Pearson
Correlation
.858** .847**
Sig. (2-tailed) .000 .000
N 50 50
satisfied_with_comp Pearson .809** .828**

76DISSERTATION
ensation Correlation
Sig. (2-tailed) .000 .000
N 50 50
Fairly_relative_com
munication
Pearson
Correlation
.845** .834**
Sig. (2-tailed) .000 .000
N 50 50
Effective_communic
ation
Pearson
Correlation
.826** .808**
Sig. (2-tailed) .000 .000
N 50 50
freedom_in_decision
_making
Pearson
Correlation
.843** .842**
Sig. (2-tailed) .000 .000
N 50 50
good_level_of_relati
onship
Pearson
Correlation
.820** .799**
Sig. (2-tailed) .000 .000
N 50 50

77DISSERTATION
Benefit_packages_ Pearson
Correlation
.790** .757**
Sig. (2-tailed) .000 .000
N 50 50
safe_working_envir
onment
Pearson
Correlation
.854** .842**
Sig. (2-tailed) .000 .000
N 50 50
Workplace_flexibilit
y_
Pearson
Correlation
.835** .826**
Sig. (2-tailed) .000 .000
N 50 50
inclusiveness_and_d
iversity
Pearson
Correlation
.801** .832**
Sig. (2-tailed) .000 .000
N 50 50
effective_workplace
_culture_
Pearson
Correlation
.809** .821**

78DISSERTATION
Sig. (2-tailed) .000 .000
N 50 50
performance_level_
of_employees
Pearson
Correlation
1 .825**
Sig. (2-tailed) .000
N 50 50
performance_has_be
en_improved_by_or
ganizational_policie
s_
Pearson
Correlation
.825** 1
Sig. (2-tailed) .000
N 50 50
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

49DISSERTATION
4.2 Summary of Major findings
The findings of the research shows that majority of the employees are quite motivated
and satisfied with the organizational policies. The number of female employees are more than
the female employees amounting to 60% of the total respondents. The majority of the employees
are below the age group of 44 years and have stayed in the organization for more than 3 years.
This means that even though, the turnover rate of the organization is high, motivation level of the
employees are quite high. This means that diversity and inclusiveness could be an issue or may
be as majority of the employees belong to a different generation so they have different
motivating factors. The majority of the employees think that their skills were put to use
effectively by the organization. This indicates that First bank of Nigeria have taken measures to
improve the motivation level of the employees. In the career growth opportunity questions, it
has been seen that the employees are quite satisfied with the career growth opportunities
provided by First bank of Nigeria. Moreover, the respondents have given positive reviews about
the organizational culture and work environment. According to the employees, the work
environment is conducive and facilities the employees to be engaged in the work they do. The
employees have become highly proactive and maintains a good relationship with the senior level
of management.
According to the respondents, compensation package is good and they are satisfied with
it. The findings of the study shows compensation package of the employees are relative to the
compensation offered by the employees of other organizations. This means that employees are
offered quite high salaries when compared to the industry standards. The other benefits provided
to the employees are highly effective in motivating the employees. The first bank of Nigeria has
been able to develop an effective communication system where the communication process is

50DISSERTATION
two way. This means that information flows from both ends where employees can effectively
communicate with the senior level of management. Similarly, the employees are well informed
about the goals and objectives of the organization which means that the employees can effective
align their personal goals with the goals of the organization. The employees have been given
freedom in making their decisions while proceeding with the work which enable them to learn
more about the work they and gain more experience. The results also show that flexibility
among the work environment is high and has aimed to develop a diverse work environment.
This means that the organization has been making an attempt to adapt modernization of the
workplace culture.
The correlation matrix has been developed using Pearson’s correlation method where it
can be seen that the there is significant correlation between employee performance and
motivation level of the employees. The correlation matrix shows the relationship between the
different factors and performance level of the employees. The results from the Pearson’s
correlation method shows that growth opportunities, training and development, all round
opportunities, inspired, excited and completely involved, adaptability, proactive, help, satisfied
with compensation, fairly relative communication, effective communication, freedom in decision
making, good level of relationship, benefit packages, safe working environment, workplace
flexibility, inclusiveness and diversity and effective workplace culture are positively correlated
with the performance level of the employee. This means these factors are highly crucial for
enhancing the performance level of the employees. The assumption made by Pearson’s
correlation is that the pair of variables are bivariate normal and linear association has been
measured. The correlation value is significant at 0.01 level which means that the study is 99%

51DISSERTATION
confident of the results. This shows that the results are highly significant in nature and all the
above factors affects the performance of the employees.
The study has used the Cronbach’s Alpha to check the reliability of the data used in the
study. The value of alpha is quite high which means that the data is significant and the results
obtained in the study are also reliable. This shows that the response from the respondents are
quite reliable. The findings of the study shows that all the factors of employee motivation are
positively correlated with employee performance which means that in order to improve the
performance level, the motivation factors have to be more effective.

52DISSERTATION
4.3 Proof of Hypothesis
The value of the Durbin Watson test is 1.547 which is close to 2. This means that
autocorrelation between the variables is close to zero and this defines the upper and lower
bounds of the critical values in regression. Regression is used to establish the relationship
between the independent and the dependent variable. This value of multiple R is 0.943 which is
almost close to 1 so these shows the perfect positive correlation between the variables. The
value of R square in the study is 0.888 which is the coefficient of determination. The value of r
square if greater than 0.8 signifies that the goodness of fit of the model is high and the explaining
capability of the independent of the dependent variable is also high. In this study, as the value of
r square is 0.888 which is greater than 0.8, it means that employee motivation can explain 88%
characteristics of 000000000000000000the independent variable. The value of F statistics is also
significant at 0.05 which means that there is significant relationship between employee
motivation and employee performance. Thus, the findings of the study has highlighted that there
is positive relationship between employee motivation and employee performance.

53DISSERTATION
CHAPTER FIVE (Summary, Conclusion and Recommendations)
5.1 Summary
This research project comprises of different chapters starting from the introductory part to
conclusion. The introductory part of the study or the introduction chapter of the study represents
the variables in the topic- motivation and employee performance. Chapter one of the dissertation
is more of motivation, its type, its importance and impact. It has been learnt that there are two
different types of motivation namely extrinsic motivation and intrinsic motivation. Intrinsic
motivation is one such behaviour which an individual in the organization could produce due to
the pleasant experience related to the behaviour itself. Such behaviour could stem from
motivation that is characteristic of the job itself. Examples receive positive recognition,
appreciation and a sense of characteristics of the job itself. The major example of such
motivation may include recognition, appreciation, and a sense of achievement as well as meeting
the challenges. The intrinsic rewards could accumulate from performing the task itself and could
include the satisfaction of accomplishment. A complete overview regarding extrinsic motivation
has also been presented in the chapter which helps to learn about the extrinsic motivation is a
kind of motivation which is not carried out for its own sake but for the outcome of associated
with it. The major examples may include salary, benefits as well as the working conditions.
Similarly, a detailed review of existing papers have also been performed in the second
chapter of the dissertation. The review has been performed by considering 30 peer-reviewed
journals, which are on motivation and employee performance. In the second chapter of research,
definition of motivation has been critically analysed. For example, one paper indicates that
motivation is basically a fundamental desire that prompts to act or react in a specific way and
such desire may occur from a coherent judgement to attain a particular need. Another definition

54DISSERTATION
found in the chapter helps to understand that motivation is a particular practice that might
compel an individual to act in a specific way so as to fulfil significant requirements. Similarly,
there are several other approaches have also been found such as stick and carrot approach to
motivation and theories such as Maslow’s hierarchy of needs, Herzberg two factor theory and
equity theory have been reviewed in the chapter. The major gap found in the existing papers is
that scholarly journals have mainly paid attention to background and theories of motivation,
which means the study lacks proper evidences or outcome of motivation. The existing papers did
not mention about real-world facts such as poor employee performance and limited
organizational productivity caused by employee motivation. Thus, on the basis of this gap, the
present research has been carried with a primary data collection method to identify the impact of
motivation on employee performance. The outcome of the study is effective as the data analysis
has been performed considering the real-world facts and findings.
The finding and analysis chapter of the dissertation is vast and systematic as multiple
calculations have been performed to analyse the issues of the research. The findings of the study
indicate that majority of the workforce find organizational policies as challenging and
unacceptable as they do not find appropriate growth opportunities despite working in the
organization for a long period of time and some workers claim that due to lack of members, work
burden is increasing gradually; thereby, they have to work for additional hours but they do not
receive adequate payment for the additional work hours. However, some of the employee
indicate that organizational policies are quite effective because both middle level and senior level
management are quite clear about the work process. So, business does not face any sort of
communication gap.

55DISSERTATION
5.2 Conclusion
In conclusion, it can be mentioned that the management of First Bank of Nigeria
authorized its employees to take part in setting their goals and workers effectively understood the
significance of their goals have on the performance of the organization. However, the business
operation of First Bank is not in place due to some major internal issues such as lack of proper
monetary rewards, gap of communication-leaders do not interact with the employee necessarily.
It is certain that money is a crucial factor to work motivation. The purpose of this study was to
investigate the relationship and impact motivation on employee performance. The findings of the
study implies that in order to continue working in a workplace, the employers should provide
adequate benefits, which means employees’ basic needs should be fulfilled. However, the current
situation derived from the findings helps to understand that employees are mostly encouraged by
non-monetary rewards such as appreciation and recognition but employees invest a lot of time
and effort on work and in return they did not get adequate benefits, which is severely affecting
their motivation.
The primary findings help to understand that majority of workers agree to the fact that
nature of work that they do, motivates them as well as at the same time, promotion in the
organization is a significant source of motivation. It is learnt that working conditions in First
Bank of Nigeria is not favourable as the workers are supposed to work for extended time period,
which is affecting their personal life. It is a certain fact that employees could be satisfied when
they recognize that they are given adequate career growth opportunities besides the monetary
rewards. This study established the fact that motivation has positive impact on employee
performance in organization and it also helps to minimize inefficiency in an organization. Thus,
it is very significant for management of the organization to place adequate measures to increase

56DISSERTATION
motivation since it helps to induce employees and enhance organizational productivity.
Therefore, the essence of developing an organization for motivation is to employ workers and
make them comfortable working; so that employees in turn show their energies to make
organization profitable. On the basis of the issues discussed and the findings derived, the
following suggestions have been provided.
5.3 Recommendations
It has been identified that organization did not monetary rewards to motivate employees and
that the employee perceive money as a crucial incentive to work motivation. On the basis of the
findings, it is worth stating that:
 The organization needs to consider employee motivation as its fundamental objective
because productivity and growth of the business depend on how readily available and
committed the workforce is
 The bank is advised to develop a healthy and comfortable workplace for the employees to
decrease stress at work and create a healthy work and personal life balance Training and development: Employees lack motivation in the workplace as they do not
find new opportunities to increase or brush up their skills. Thus, to resolve this issue,
business needs to provide adequate training and development programs, which would
help to brush up employees skills. This is highly necessary, as employees tend to deal
with different tricky projects during their employment; thereby, training and development
programs help employee to deal with the work challenge. Moreover, employees can use
those skills and knowledge further in their career Reward and recognition: This is another significant approach of motivating employees
as every individual in the workplace expect rewards for their effort. The business needs

57DISSERTATION
to maintain the policy of providing both monetary and non-monetary rewards. For
example, each individual should receive monetary benefits for the extra hours in the
workplace. On the other side, employees should also be provided with non-monetary
rewards such as proper recognition for their effort. However, this non-monetary rewords
could include gift cards, vouchers and other tangible rewards. Communication: Communication sometimes work as weapon to motivate employees.
For example, when leaders or the supervisors interact with the employees at the lower
level on a frequent basis, employees find motivation in work as they feel that their
superior are with them. In addition, when there is an open communication mode between
employees and supervisors, employees find it easy to express their concerns or issues
they face in the workplace. This practice often helps to stop employees from leaving the
work since employees leave work for several reasons which they cannot convey to the
senior management but when their supervisors or leaders interact with the employees,
employees find sense a comfortable zone and they express their issue before taking any
step. Workplace flexibility: Workplace flexibility is a significant aspect of organizational
culture and it is effectively related to employee motivation. It is certain that employee
often look for a better place to work where they do not have to deal with internal
workplace issues. This also helps to create suitable week roaster for all workers as per the
availability of each employee.

58DISSERTATION
References
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Appendix
Appendix 1
Quantitative questionnaire
1. What is your age?
a) Less than 24 b) 25-34 c) 35-44 d) 45-54
2. Your Gender?
a) Male
b) Female
3. How long have you worked with the First Bank of Nigeria?
a) Under 1year
b) 1-2 years
c) 2-3 years
d) 3-5 years
e) More than 5 years
4. How far do you agree that your skills were put to use effectively in the company?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Career growth

62DISSERTATION
5. How far do you agree that you are satisfied with the growth opportunities in First Bank
of Nigeria?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
6. How far do you agree that you are satisfied with the training and development program
in First Bank of Nigeria?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
7. How far do you agree that First Bank of Nigeria provides all round opportunities to their
employees?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Work Engagement
8. How far do you agree that you are inspired to meet your respective goals at work in First
Bank of Nigeria?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
9. How far do you agree that you are excited and completely involved in your work?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
10. How far do you agree that employees adapt to difficult situations effectively in the
company?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
11. How far do you agree that you are proactive in identifying the future opportunities and
challenges?

63DISSERTATION
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
12. How far do you agree that other employees help you in difficult situations?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Compensation
13. How far do you agree that you are satisfied with the provided compensation in First
Bank of Nigeria?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
14. How far do you agree that your compensation is fairly relative to market in First Bank
of Nigeria?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Relationship management
15. How far do you agree that you are able to communicate effectively with the senior level
of management?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
16. How far do you agree that you are provided with freedom in decision making?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
17. How far do you agree that there is good level of relationship among the employees?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Benefits

64DISSERTATION
18. How far do you agree that you are satisfied with the benefit package of the company?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Work environment
19. How far do you agree to that you organization provides a safe working environment?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
20. How far do you agree that there is flexibility in workplace at First Bank of Nigeria?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
21. How far do you agree that First bank provides inclusiveness and diversity to the
overall organizational culture?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
22. How far do you agree that workplace culture in your organization is effective?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Employee performance
23. How far do you agree that performance level of employees in the organization is good?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
24. How far do you agree that your performance level has been improved by the
organization policies?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree

65DISSERTATION
Appendix 2
Correlation matrix
Correlations
A
ge
_
Ge
nd
er_
T
e
n
u
r
e
Skills
_were
_put_t
o_use
_
grow
th_op
portu
nities
_
trainin
g_and_
develo
pment
_
All_r
ound
_opp
ortun
ities_
In
sp
ire
d_
excite
d_and
_com
pletel
y_inv
olved
_
A
da
pt
pr
oa
cti
ve
H
e
l
p
satisfie
d_with
_comp
ensatio
n
Fairly_r
elative_
commu
nication
Effect
ive_co
mmun
icatio
n
freedo
m_in_d
ecision
_makin
g
good_l
evel_o
f_relat
ionshi
p
Ben
efit_
pack
ages
_
safe_w
orking
_envir
onmen
t
Work
place
_flexi
bility
_
inclusi
veness
_and_d
iversit
y
effectiv
e_work
place_c
ulture_
perform
ance_lev
el_of_e
mployee
s
performance_has
_been_improved
_by_organization
al_policies_
Age_ Pearso
n
Correl
ation
1 -.1
06
.
0
0
6
.186 -.036 .032 .087 .0
97
.030 .0
53
.04
4
.
1
0
9
.158 -.025 .106 .053 .066 .114 .033 .123 .013 .045 -.030 .023
Sig.
(2-
tailed)
.46
5
.
9
6
6
.196 .802 .825 .546 .5
05
.835 .7
16
.75
9
.
4
5
1
.274 .862 .464 .716 .648 .431 .822 .396 .926 .754 .838 .873
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
Gender_ Pearso
n
Correl
ation
-.1
06
1 .
2
1
1
-.274 -.147 -.114 -.121 -.1
52
-.117 -.1
26
-.2
28
-
.
2
4
-.180 -.051 -.247 -.053 -.189 -.15
4
-.214 -.151 -.159 -.152 -.264 -.187

66DISSERTATION
9
Sig.
(2-
tailed)
.4
65
.
1
4
2
.054 .309 .431 .401 .2
92
.417 .3
85
.11
1
.
0
8
1
.212 .727 .083 .717 .188 .284 .136 .295 .270 .294 .064 .194
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
Tenure Pearso
n
Correl
ation
.0
06
.21
1
1 -.052 -.255 -.230 -.229 -.1
65
-.184 -.3
18
*
-.2
67
-
.
2
5
4
-.271 -.301* -.255 -.203 -.281* -.13
8
-.239 -.209 -.218 -.322* -.172 -.281*
Sig.
(2-
tailed)
.9
66
.14
2
.720 .074 .109 .110 .2
53
.202 .0
25
.06
0
.
0
7
5
.057 .034 .074 .157 .048 .339 .094 .146 .128 .023 .231 .048
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
Skills_w
ere_put_t
o_use_
Pearso
n
Correl
ation
.1
86
-.2
74
-
.
0
5
2
1 .311* .277 .289* .3
10
*
.331* .2
66
.32
3*
.
3
5
4
*
.290* .277 .299* .345* .370** .342
*
.344* .339* .313* .298* .236 .245
Sig.
(2-
.1 .05 .
7
.028 .052 .042 .0 .019 .0 .02 .
0
.041 .052 .035 .014 .008 .015 .014 .016 .027 .036 .099 .087

67DISSERTATION
tailed) 96 4 2
0
28 62 2 1
2
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
growth_
opportun
ities_
Pearso
n
Correl
ation
-.0
36
-.1
47
-
.
2
5
5
.311* 1 .751** .722** .7
19
**
.764** .7
88
**
.76
1**
.
7
0
4
*
*
.737** .751** .699** .778** .767** .702
**
.817** .779** .707** .807** .762** .726**
Sig.
(2-
tailed)
.8
02
.30
9
.
0
7
4
.028 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
training_
and_dev
elopment
_
Pearso
n
Correl
ation
.0
32
-.1
14
-
.
2
3
0
.277 .751*
*
1 .846** .8
89
**
.852** .8
63
**
.85
7**
.
8
6
2
*
*
.836** .868** .844** .873** .859** .873
**
.849** .876** .851** .851** .832** .846**
Sig.
(2-
tailed)
.8
25
.43
1
.
1
0
.052 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

68DISSERTATION
9 0
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
All_roun
d_opport
unities_
Pearso
n
Correl
ation
.0
87
-.1
21
-
.
2
2
9
.289* .722*
*
.846** 1 .8
45
**
.904** .8
55
**
.87
2**
.
8
5
5
*
*
.847** .860** .832** .853** .812** .828
**
.769** .833** .806** .866** .857** .804**
Sig.
(2-
tailed)
.5
46
.40
1
.
1
1
0
.042 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
Inspired_ Pearso
n
Correl
ation
.0
97
-.1
52
-
.
1
6
5
.310* .719*
*
.889** .845** 1 .857** .8
60
**
.88
3**
.
8
8
4
*
*
.895** .878** .876** .877** .858** .897
**
.882** .899** .858** .830** .871** .840**
Sig.
(2-
tailed)
.5
05
.29
2
.
2
5
.028 .000 .000 .000 .000 .0
00
.00
0
.
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

69DISSERTATION
3 0
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
excited_
and_com
pletely_i
nvolved_
Pearso
n
Correl
ation
.0
30
-.1
17
-
.
1
8
4
.331* .764*
*
.852** .904** .8
57
**
1 .8
62
**
.87
0**
.
8
3
0
*
*
.855** .852** .781** .848** .817** .833
**
.807** .838** .806** .852** .829** .828**
Sig.
(2-
tailed)
.8
35
.41
7
.
2
0
2
.019 .000 .000 .000 .0
00
.0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
Adapt Pearso
n
Correl
ation
.0
53
-.1
26
-
.
3
1
8
*
.266 .788*
*
.863** .855** .8
60
**
.862** 1 .86
3**
.
8
8
2
*
*
.869** .887** .825** .891** .881** .841
**
.869** .859** .818** .915** .827** .878**
Sig.
(2-
tailed)
.7
16
.38
5
.
0
2
.062 .000 .000 .000 .0
00
.000 .00
0
.
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000

70DISSERTATION
5 0
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
proactive Pearso
n
Correl
ation
.0
44
-.2
28
-
.
2
6
7
.323* .761*
*
.857** .872** .8
83
**
.870** .8
63
**
1 .
8
5
6
*
*
.850** .857** .850** .822** .851** .879
**
.794** .890** .814** .876** .849** .820**
Sig.
(2-
tailed)
.7
59
.11
1
.
0
6
0
.022 .000 .000 .000 .0
00
.000 .0
00
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
Help Pearso
n
Correl
ation
.1
09
-.2
49
-
.
2
5
4
.354* .704*
*
.862** .855** .8
84
**
.830** .8
82
**
.85
6**
1 .820** .836** .870** .849** .888** .817
**
.862** .802** .817** .865** .858** .847**
Sig.
(2-
tailed)
.4
51
.08
1
.
0
7
5
.012 .000 .000 .000 .0
00
.000 .0
00
.00
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5 50 50 50 50 50 50 50 50 5 50 50 50 50 50 50 50 50 50 50 50 50

71DISSERTATION
0 0
satisfied
_with_co
mpensati
on
Pearso
n
Correl
ation
.1
58
-.1
80
-
.
2
7
1
.290* .737*
*
.836** .847** .8
95
**
.855** .8
69
**
.85
0**
.
8
2
0
*
*
1 .849** .835** .845** .812** .870
**
.828** .867** .828** .833** .809** .828**
Sig.
(2-
tailed)
.2
74
.21
2
.
0
5
7
.041 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
Fairly_re
lative_co
mmunica
tion
Pearso
n
Correl
ation
-.0
25
-.0
51
-
.
3
0
1
*
.277 .751*
*
.868** .860** .8
78
**
.852** .8
87
**
.85
7**
.
8
3
6
*
*
.849** 1 .801** .885** .846** .833
**
.862** .876** .851** .851** .845** .834**
Sig.
(2-
tailed)
.8
62
.72
7
.
0
3
4
.052 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5 50 50 50 50 50 50 50 50 5 50 50 50 50 50 50 50 50 50 50 50 50

72DISSERTATION
0 0
Effective
_commu
nication
Pearso
n
Correl
ation
.1
06
-.2
47
-
.
2
5
5
.299* .699*
*
.844** .832** .8
76
**
.781** .8
25
**
.85
0**
.
8
7
0
*
*
.835** .801** 1 .827** .861** .829
**
.851** .832** .838** .830** .826** .808**
Sig.
(2-
tailed)
.4
64
.08
3
.
0
7
4
.035 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
freedom
_in_deci
sion_ma
king
Pearso
n
Correl
ation
.0
53
-.0
53
-
.
2
0
3
.345* .778*
*
.873** .853** .8
77
**
.848** .8
91
**
.82
2**
.
8
4
9
*
*
.845** .885** .827** 1 .844** .844
**
.831** .880** .866** .867** .843** .842**
Sig.
(2-
tailed)
.7
16
.71
7
.
1
5
7
.014 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5 50 50 50 50 50 50 50 50 5 50 50 50 50 50 50 50 50 50 50 50 50

73DISSERTATION
0 0
good_lev
el_of_rel
ationship
Pearso
n
Correl
ation
.0
66
-.1
89
-
.
2
8
1
*
.370** .767*
*
.859** .812** .8
58
**
.817** .8
81
**
.85
1**
.
8
8
8
*
*
.812** .846** .861** .844** 1 .837
**
.841** .837** .837** .873** .820** .799**
Sig.
(2-
tailed)
.6
48
.18
8
.
0
4
8
.008 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
Benefit_
packages
_
Pearso
n
Correl
ation
.1
14
-.1
54
-
.
1
3
8
.342* .702*
*
.873** .828** .8
97
**
.833** .8
41
**
.87
9**
.
8
1
7
*
*
.870** .833** .829** .844** .837** 1 .812** .864** .837** .827** .790** .757**
Sig.
(2-
tailed)
.4
31
.28
4
.
3
3
9
.015 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5 50 50 50 50 50 50 50 50 5 50 50 50 50 50 50 50 50 50 50 50 50

74DISSERTATION
0 0
safe_wor
king_env
ironment
Pearso
n
Correl
ation
.0
33
-.2
14
-
.
2
3
9
.344* .817*
*
.849** .769** .8
82
**
.807** .8
69
**
.79
4**
.
8
6
2
*
*
.828** .862** .851** .831** .841** .812
**
1 .867** .859** .833** .854** .842**
Sig.
(2-
tailed)
.8
22
.13
6
.
0
9
4
.014 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
Workpla
ce_flexib
ility_
Pearso
n
Correl
ation
.1
23
-.1
51
-
.
2
0
9
.339* .779*
*
.876** .833** .8
99
**
.838** .8
59
**
.89
0**
.
8
0
2
*
*
.867** .876** .832** .880** .837** .864
**
.867** 1 .839** .855** .835** .826**
Sig.
(2-
tailed)
.3
96
.29
5
.
1
4
6
.016 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5 50 50 50 50 50 50 50 50 5 50 50 50 50 50 50 50 50 50 50 50 50

75DISSERTATION
0 0
inclusive
ness_and
_diversit
y
Pearso
n
Correl
ation
.0
13
-.1
59
-
.
2
1
8
.313* .707*
*
.851** .806** .8
58
**
.806** .8
18
**
.81
4**
.
8
1
7
*
*
.828** .851** .838** .866** .837** .837
**
.859** .839** 1 .755** .801** .832**
Sig.
(2-
tailed)
.9
26
.27
0
.
1
2
8
.027 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
effective
_workpla
ce_cultur
e_
Pearso
n
Correl
ation
.0
45
-.1
52
-
.
3
2
2
*
.298* .807*
*
.851** .866** .8
30
**
.852** .9
15
**
.87
6**
.
8
6
5
*
*
.833** .851** .830** .867** .873** .827
**
.833** .855** .755** 1 .809** .821**
Sig.
(2-
tailed)
.7
54
.29
4
.
0
2
3
.036 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5 50 50 50 50 50 50 50 50 5 50 50 50 50 50 50 50 50 50 50 50 50

76DISSERTATION
0 0
performa
nce_leve
l_of_em
ployees
Pearso
n
Correl
ation
-.0
30
-.2
64
-
.
1
7
2
.236 .762*
*
.832** .857** .8
71
**
.829** .8
27
**
.84
9**
.
8
5
8
*
*
.809** .845** .826** .843** .820** .790
**
.854** .835** .801** .809** 1 .825**
Sig.
(2-
tailed)
.8
38
.06
4
.
2
3
1
.099 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5
0
50 50 50 50 50 50 50 50 5
0
50 50 50 50 50 50 50 50 50 50 50 50
performa
nce_has_
been_im
proved_b
y_organi
zational_
policies_
Pearso
n
Correl
ation
.0
23
-.1
87
-
.
2
8
1
*
.245 .726*
*
.846** .804** .8
40
**
.828** .8
78
**
.82
0**
.
8
4
7
*
*
.828** .834** .808** .842** .799** .757
**
.842** .826** .832** .821** .825** 1
Sig.
(2-
tailed)
.8
73
.19
4
.
0
4
8
.087 .000 .000 .000 .0
00
.000 .0
00
.00
0
.
0
0
0
.000 .000 .000 .000 .000 .000 .000 .000 .000 .000 .000
N 50 50 5 50 50 50 50 50 50 50 50 5 50 50 50 50 50 50 50 50 50 50 50 50

77DISSERTATION
0 0
*. Correlation is significant
at the 0.05 level (2-tailed).
**. Correlation is
significant at the 0.01 level
(2-tailed).

78DISSERTATION
Appendix 3
Case Processing Summary
N %
Cases Valid 50 100.0
Excludeda 0 .0
Total 50 100.0
a. Listwise deletion based on all variables in the procedure.
Model Summaryb
Mode
l
R R
Squar
e
Adjuste
d R
Square
Std.
Error of
the
Estimat
e
Change Statistics Durbin
-
Watson
R
Square
Chang
e
F
Chang
e
df
1
df
2
Sig. F
Chang
e
1 .943a .888 .818 .49408 .888 12.582 19 30 .000 1.547
a. Predictors: (Constant), effective_workplace_culture_, Skills_were_put_to_use_,
inclusiveness_and_diversity, growth_opportunities_, satisfied_with_compensation,
Effective_communication, excited_and_completely_involved_, Benefit_packages_,
Fairly_relative_communication, Help, Workplace_flexibility_, good_level_of_relationship,
training_and_development_, freedom_in_decision_making, All_round_opportunities_,
proactive, Adapt, Inspired_, safe_working_environment
b. Dependent Variable: performance_level_of_employees
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 58.357 19 3.071 12.582 .000b

79DISSERTATION
Residual 7.323 30 .244
Total 65.680 49
a. Dependent Variable: performance_level_of_employees
b. Predictors: (Constant), effective_workplace_culture_, Skills_were_put_to_use_,
inclusiveness_and_diversity, growth_opportunities_, satisfied_with_compensation,
Effective_communication, excited_and_completely_involved_, Benefit_packages_,
Fairly_relative_communication, Help, Workplace_flexibility_, good_level_of_relationship,
training_and_development_, freedom_in_decision_making, All_round_opportunities_,
proactive, Adapt, Inspired_, safe_working_environment
Coefficientsa
Model Unstandardized
Coefficients
Standardize
d
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) .760 .277 2.744 .010
Skills_were_put_to_us
e_
-.285 .135 -.155 -2.109 .043
growth_opportunities_ -.048 .165 -.044 -.290 .774
training_and_develop
ment_
-.015 .155 -.017 -.095 .925
All_round_opportuniti
es_
.541 .213 .508 2.538 .017
Inspired_ .014 .207 .016 .066 .948
excited_and_completel
y_involved_
-.100 .199 -.091 -.504 .618
Adapt -.279 .193 -.317 -1.445 .159
proactive .560 .235 .594 2.384 .024
Help .025 .211 .027 .119 .906
satisfied_with_compen .046 .168 .048 .275 .786

80DISSERTATION
sation
Fairly_relative_comm
unication
-.102 .169 -.115 -.604 .551
Effective_communicat
ion
-.173 .191 -.164 -.904 .373
freedom_in_decision_
making
.519 .220 .562 2.361 .025
good_level_of_relatio
nship
.279 .191 .283 1.461 .154
Benefit_packages_ -.154 .171 -.156 -.898 .376
safe_working_environ
ment
.776 .277 .801 2.800 .009
Workplace_flexibility
_
-.156 .200 -.169 -.779 .442
inclusiveness_and_div
ersity
-.365 .199 -.343 -1.831 .077
effective_workplace_c
ulture_
-.405 .214 -.399 -1.888 .069
a. Dependent Variable: performance_level_of_employees