MOTIVATION AND JOB SATISFACTION AMONG SECRETARIES AS ADMINISTRATORS

MOTIVATION AND JOB SATISFACTION AMONG SECRETARIES AS ADMINISTRATORS

TABLE OF MATERIALS

Cover page – – – – – I

Title page- – – – – – – ii

Certification iii

Page of approval – – – – – – iv

Dedication – – – – v

Acknowledgement – – – – – – – vi

Table of Contents

INTRODUCTION TO CHAPTER ONE

1.1 Research Background – – – – 1

1.2 Proposal for a Solution – – – – 5

1.3.aTheory of Maslow’s Hierarchy of Needs – – – 6

Herzberg’s Two Factor Theory – – – – 9

1.3.cVroom’s Expectancy Theory

1.3.dTheory of Attribution – – – – – 12

1.3.eEquity Theory of Job Satisfaction

1.4 Study Objectives- – – – – 16

1.5 Research concerns – – – – – – 17

1.6 Research Hypothesis- – – – –

1.7 Study Importance – – – – 18

REVIEW OF LITERATURE IN CHAPTER TWO

2.1 Motivation – – – – – 19

2.2 Motivational cues – – – – – – 21

2.3 Job Satisfaction – – – – –

2.4 Motivation – – – – 25

2.5 The Influence of Motivation and Job Satisfaction – – 29

RESEARCH METHODOLOGY IN CHAPTER 3

3.1 Research Methodology – – – – – – 30

3.2 Sample size – – – – 30

3.3 Sampling and Sample Technique – – – 31

3.4 Instrument – – – – 31

Instrument Validation – – – – 32

Instrument Management 3.6 – – – 32

Instrument Scoring – – – – 33

3.8 Analytical Method – – – – 34

CHAPTER FOUR DATA PRESENTATION AND ANALYSIS

4.1 Question Analysis- – – 35

4.2 Conclusion – – – – 38

SUMMARY, CONCLUSION, AND RECOMMENDATIONS IN CHAPTER FIVE

5.1 Conclusion – – – – 44

5.2 Final Thoughts – – – – – – – 46

5.3 Advice – – – – 46

Research Suggestion – – – 49

References – – – – – – – 50

Appendix – – – – – – – – 53

CHAPTER ONE

INTRODUCTION

1.1    BACKGROUND OF THE STUDY

Administration is as old as organizations themselves. There is the traditional method of administration known as leadership, which can appear dictatorial and autocratic at times. Employees simply implement the ideas and methods imposed on them by administrators who, despite not being technically qualified or skilled, act as if they know everything about administration. The modern approach to administration seeks employee cooperation. It trusts the employee and has a democratic foundation. According to Ebunu (1998:12), the term “administration” refers to the process of establishing policies, directing the direction of policies and strategies, and ensuring their implementation in order to achieve organizational goals. A policy is a guide to action that provides the framework for all organizational efforts.

follow. Strategies are plans of action to be taken in order to achieve specific goals.

The need to provide broad plans and programs through which the laid down policies can be effectively implemented is associated with policy formulation.

All of this is linked to the need to provide a yardstick against which performance can be measured. That is, it is critical to assess performance. This is to determine whether the policy guidelines were followed. There is a deviation if it has not been followed. The administration must determine and investigate the causes of the deviation before making the necessary corrections. As a result, administration, as a process, determines the goals and objectives for which the organization exists.

Organizations are unable to

Without effective administration, it is impossible to function at peak efficiency. According to Igwe (1995:35), ineffective administration is like a system with no purposeful routine establishment where everyone does what he wants. Teamwork is one of the characteristics of good administration, in which the administrator/secretary guides and assists other employees in meeting set goals by using the appropriate administrative tool. Efforts could be recognized and rewarded through the administrative machinery. This would pique employees’ interest and enthusiasm for their jobs. A moderate level of motivation and job satisfaction is required to achieve excellence in administrative performance.

Effective administration is based on human relations principles that stem from the ideology that all humans are valuable individuals endowed with unique talents and abilities. capabilities. Recent research findings indicate that when management motivates its employees to a reasonable level, the workers’ interests in achieving the set goals are not only aroused, but also sustained until the set goals are fully achieved. This is possible because motivation serves as a driving force in achieving both individual and organizational goals. When an administrator is motivated, either intrinsically or extrinsically, he bestirs himself to take actions that will lead to the achievement of organizational goals. Intrinsic motivation is defined as a biologically innate desire or drive to perform a task. This type of motivation is innate, and it includes things like the satisfaction that comes from accomplishing something.

something, the recognition he has received for such an accomplishment, and the competence he has gained as a result of his efforts. Extrinsic motivation is defined as the desire or drive to perform an act that is induced by external factors that influence job performance. Extrinsic motivation includes salary increases, fringe benefits, security provided at home, promotion, membership in a recreation club at the expense of the organization, car refurbishment loans, and so on. “Management assumes that if the right carrots are held out, managers (administrators) and employees will run like rabbits,” according to a popular saying.

Administrators deal with four resources: human, financial, material, and informational, with human resources being the most important. A fundamental rule of administration is that you cannot change people’s personalities. They can even control their actions the majority of the time. Change must come from within, or it will not occur at all. According to Peter Self (1977:239), every organization is made up of individuals, each of whom has personal goals that are frequently at odds with those of the organization as a whole. This presents a serious problem for administrators who believe that modern life is highly organized; however, commitment or loyalty to specific organizations is a highly variable phenomenon that depends on factors such as social culture, career systems, and (in public administration) political and professional allegiances. Organizations, according to Peter Self (1977:251), are frequently valued instrumentally rather than intrinsically, so their survival or growth is dependent on their ability to serve the goals of their members.

1.2    STATEMENT OF THE PROBLEM

There is a widespread belief in our society that public officers are unmotivated. This apparent lack of motivation, coupled with job dissatisfaction, has a negative impact on administrators’ productivity and commitment to duty.

Unfortunately, there appears to be a lack of current and reliable studies on administrators’ levels of motivation and job satisfaction. This state of affairs makes it impossible to make reasonable recommendations for the future.

1.3 (a) MASLOW’S NEEDS HIERARCHY THEORY

Maslow (1970) proposed one of the most widely accepted theories of motivation. This is commonly referred to as the need theory. Human beings, according to this theory, have needs. These needs are arranged in a hierarchy, from the most basic to the most advanced. While

The physiological needs are the most basic, and include the need for food, sleep, rest, sex, and relief from pair as well as physiological imbalance. The second group of needs in the hierarchy is safety needs, which are concerned with the preservation of life and the status quo. This includes the desire for safety, stability, order, protection, and reliance. These two requirements (physiological and safety) are referred to as “lowest order” or “deficiency” requirements.

The third hierarchy of needs, on the other hand, is belongingness and love for friendship or companionship, family identification with groups, and intimacy with other people. This need manifests itself in various ways throughout one’s life. According to Dicarprio (1994:239), the child seeks a warm, accepting environment with plenty of physical displays of affection.

being understood and appreciated. The young adult desires to be intimated with a loved one in order to feel more emotionally involved. The importance of these needs is so great at each stage of life that when they are not met, it causes psychological distress.

The fourth need in the hierarchy is self-esteem. It entails the need for admiration, self-worth, self-acceptance, and confidence based on what others say about one. Maslow identified two types of esteem-

The first is concerned with self-esteem and self-evaluation. The second is concerned with gaining other people’s respect, reputation, status, social success, fame, and glory.

Finally, the need for self-actualization is the fifth and highest level of need. According to Maslow (1970), self-actualization is

Fulfilling one’s individual needs in all aspects, being who one can be, which, according to Maslow, is freedom from cultural and self-imposed restraints. These three final needs (social esteem and self-actualization) are referred to as “higher order” or “growth” needs.

Maslow’s hierarchy of needs works in a cyclical fashion, with the satisfaction of one need causing the next in the hierarchy to become potent. Lower or deficiency needs are more powerful and take precedence over higher order needs. When lower order needs are partially or inadequately met, higher order needs cannot become potent or motivated.

1.3 (b) THE TWO FACTOR THEORY OF HERZBERG

In recent years, Herzberg’s (1966) Two-Factory Theory has received the most attention.

It has also generated the most debate. He dispelled much of the earlier ambiguity in motivation theory. He disabused some people’s minds who believed that money was the only motivator for ensuring job satisfaction and replaced it with the fact that a man who is paid what he considers to be a fair and equitable wage would be content but would still need to be motivated further. On the other hand, if he believes he is underpaid, he may become demotivated; however, salary does not motivate. Thus, Herzberg classified all organizational rewards into two categories: “hygiene” factors found in the workplace. His hygiene factors include perceived fairness of organizational policy, pay, working conditions, relationships with supervisors, and relationships with coworkers.

Herzberg contends

Dissatisfaction will result from these factors’ inadequacy, but their availability will result in satisfaction. He referred to “motivators” as factors such as achievement recognition, work itself, responsibility, and advancement, and stated that such factors have the potential to yield a sense of satisfaction and their presence will ensure effective motivation. It can be seen that Herbzberg divided Maslow’s enumerated human needs into two categories by referring to the lower needs as dissatisfiers/hygiene needs and the higher needs as satisfiers/motivators. The implication is that an unhappy employee cannot be motivated.

1.3.(c) VROOM’S MOTIVATIONAL EXPECTANCY THEORY

Vroom proposed his expectancy theory, which stated that people will be motivated to do things in order to achieve certain goals to the extent that they can.

Expect certain actions in their past to aid them in achieving the goal. The theory was founded on the belief that man, as a national being, chooses from a set of alternative plans of behavior at any given point in time. Decision is the one he expects to maximize the attractiveness of the sum of outcomes. This postulation is an attempt to explain how people perceive the relationship between their actions and their consequences.

In the workplace, this means that people choose to perform at whatever level results in the highest payoff or benefits. They will work hard if they believe that their efforts will result in desired rewards such as higher pay or promotions.

Vrooms (1964) developed his theory based on three key concepts or variables (expectancy instrumentality and valence). They are derived from the relationship between efforts, results, and rewards. In its most basic form, the theory is concerned with decision-making behavior that can result in desired outcomes and/or rewards. Individuals will evaluate various strategies of behavior (e.g., working hard every day versus working hard three days out of five), according to Szlagy Jr (1981:414-415), and then choose that behavior that they believe will lead to those work-related outcomes or rewards that they value (e.g pay increase, promotion or recognition). If a worker believes that working hard every day will result in a desired pay increase, expectancy theory predicts that this is the motivated behavior that will occur.