However, this is not enough and may not be important in all organisations for all cate-
gories of staff. However, if money, career development and a good job are combined
the impact is very significant, although it does not mean that job performance will nec-
essarily improve because there are other factors which affect job performance which are
difficult to capture in a single study.
Linking motivation with job performance in Nigeria
A study by Dada (2006) covering five hundred (500) respondents drawn randomly from
various middle and senior level training programmes for five years at the administrative
staff colleges of Nigeria has the following to say as to why they do work as indicated in
Table 7.5. The data in this table demonstrate that 85% of the employees look for jobs in
order to get basic needs in life, which is well articulated in Maslow’s’ hierarchy of
needs. This was followed by the need to meet commitments in society, which consti-
tutes part of the higher order of needs in Maslow’s analysis. The important factors that
motivate staff are displayed in Table 7.6.
Data in Table 7.6 show that 43.4% of the employees would consider the improve-
ment of total employee welfare as more motivating to work than just salaries and wages
(28.7%). The welfare package includes the provision of a loan scheme for housing, cars,
children’s education allowance, furniture allowance, provision of staff bus and staff
Table 7.5 Reasons for seeking employment
Why do people search employment? Percentage
Earn a living 85
Contribute to the society 50
Self-fulfilment 25
Meet family responsibilities 20
Source: Mukokoma (2008)
Table 7.6 Salaries and wages as motivators towards work performance
Why do employees work? Percentage
Improved welfare package 43.4
Salary/Wages 28.7
Good and stimulating work environment 18
Enhanced training 18
Responsibility and challenge 10.0
Efficient promotion process 9.5
Good interpersonal relationships 9.5
Timely payment of salary 8.6
Availability of working materials 7.4
Enhanced payment scheme 7.4
Job security 7.4
Organisation’s good will 5.6
Recognition of skills 5.6
Involvement in decision making 5.6
Superior leadership style 5.6
Realistic succession plan 5.6
Annual leave 5.6
Source: Dada (2006)