Nigerian Universities Research Topics: the evaluation of mcclelland theory of needs on employee performance pdf

THE EVALUATION OF MCCLELLAND THEORY OF NEEDS ON EMPLOYEE PERFORMANCE

ABSTRACT

TABLE OF CONTENTS

Title page i

Certification iii

Dedication iv

Acknowledgement v

Abstract vii

Table of contents viii

CHAPTER ONE

Introduction

1.1 Background to the study 1

1.2 Statement of the problem 4

1.3 Research questions

1.4 Objectives of the study

1.5 Research hypothesis

1.6 Scope of the study

1.7 Significant of the study

1.8 Limitation of the study

1.9 Definition of terms

References

CHAPTER TWO

Literature review

2.1 Concept of employee performance and motivation

2.2 Influence of need for achievement (n-arch) on employees performance

2.3 Influence of need for affiliation (n-aff) on employee’s performance

2.4 Influence of need for power (n-power) employees on performance

2.5 Implication of McClelland’s achievement

2.6 McClelland’s achievement needs theory

2.7 Theoretical framework

References

CHAPTER THREE

Research methodology

3.1 introduction

3.2 Research design

3.3 Population of the study

3.4 Sample and sampling technique

3.5 Source of data

3.6 Research instrument

3.7 Procedure for data analysis

References

CHAPTER FOUR

Data presentation and analysis

4.1 Introduction

4.2 Presentation and analysis of study questionnaire

4.3 Test of research hypothesis

CHAPTER FIVE

Summary, conclusion and recommendation

5.1 Summary

5.2 Conclusion from findings

5.3 Recommendation

5.4 Limitations and suggestions for further studies

Bibliography

Questionnaire

CHAPTER ONE

INTRODUCTION

BACKGROUND TO THE STUDY

The term motivation derived from the Latin word movere, meaning to move (Kretiner, 1998). Motivation represent (those psychology process that causes the arouse direction, and persistence or voluntary actions that are goal oriented (Mitchell, 1982, p. 8). Motivation as defined by Rotin (1993) is the willingness to exert high levels of effort’s ability to satisfy some individual need’ a need in the context is an internal state that makes certain outcomes appear attractive. An unsatisfied need create tension that stimulate drives within the individual. These derives the generate a search behaviour to find particular goals that if attained will satisfy the need and lead to the reduction of tension (Robins, 1993).

Some people who have a compelling derive to succeed are striving for personal achievement rather than the rewards of success per se. these people have the desire to do something better or more efficiently than it has been done before (Robbins 1993) McClelland’s in the publication the achieving society, published in 1961 described the theory of needs focusing on three needs achievement, power and affiliation.

The need for achievement was defined as the drive to excel, to achieve in relation to a set of standard, to strived to succeed.

The need for power was defined as the need to make others behave in a way that would not have behaved other wise. The need for affiliation was defined as the desire for friendly and close interpersonal relationship. Achievement theories propose that motivation and performance vary according to the strength of one’s need for achievement (Kreitner 1998).

McClelland’s research supported an analogous relationship for societies as a whole revealing that a country’s level of economic development was positively related to its overall achievement motivation (McClellard, 1961). The need for achievement and is defined as a desire to accomplished something difficult. Kreltner and Kinicki (1998) cite Murray (1994) explaining the need for affiliation suggested that, manipulating, or organizing physical objects, human beings, or ideas.

McClelland proposed that high achievers are more likely to be successful entrepreneurs the need for affiliation suggested that people have the desire to spend time in social relationship and activities. People with a high need for affiliation prefer to spend more time maintaining social relationship, joining groups, and wanting to be loved. Individuals high in this need are not the most effective managers or leaders because they have a hard time making difficult decisions without worrying about being disliked (Kreitner, 1998). The need for power reflect an individual’s desire to influence, coach, teach, or encourage others to achieve. Because effective managers must positively influence others, McClelland proposes that top managers should have high need for power coupled with low need for affiliation (Kreitner 1998).

1.2 STATEMENT OF THE PROBLEM

In reviewing the existing body of motivational and organization commitment literature there is a paucity of information concerning motivation needs and organizational commitment needs of hourly and tipped employees. Clearly research focusing on hourly employees is rather sparse as most studies concentrate on full time employees (Milman & Ricci, 2004) and information on organizational commitment in the banking industry is limited to the work conducted by Dickson, Ford, and up church (2005). However there was one study conducted on the banking industry that did relate to the comparism of tipped versus non tipped banking employees. Enz (2004) notes that the pay inequity between tipped banking employees is a sources of tension and should be investigated by the industry. To date, very few industry specific research projects have been conducted on the topic of employee motivation and commitment to the organization with an expressed purpose of improving work conditions or climate.

1.3 RESEARCH QUESTIONS

The following are the research question raised to guide the study:

i. Does high need for achievement (N influence workers or employees performance in business organizations?

ii. Does high need for power (N- power) influence workers or employees performance in business organization?

iii. Does high need for affiliation (N-aff influence workers or employees performance in business organization.

1.4 OBJECTIVES OF THE STUDY

The main objective of this study is to evaluate the effect of McClelland theory of needs on employees performance in business organization.

Specifically this study is undertake

i. To find out the effect of high need for achievement (N-arch) on worker’s performance in business organization.

ii. To find out the effect of high need for power (N-power on worker’s performance in business organization.

iii. To find out the effect of high need for affiliation (N-aff) on workers performance in business organization.

1.5 RESEARCH HYPOTHESIS

The following are the research hypothesis formulated for study

1. Ho: High need for achievement (N-arch) on workers has no significant influence on their work performance.

Hi: High need for achievement (N-arch) in workers has a significant influence on their work performance.

2. Ho: High need for power (N-power) in workers has no significance influence on their work performance.

Hi: High need for affiliation (N-power) in workers has a significant influence on their work performance

1.6 SCOPE OF THE STUDY

The scope of this study is limited to the effect and the evaluation of McClelland’s theory of need on workers or employees performance in Zenith Bank Nig Plc Ekpoma Edo State.

1.7 SIGNIFICANCE OF THE STUDY

McClelland proposed that an individual particular need to obtained over time as a result of life experiences (Wood et al. p. 146) most of these need fall into three categories of needs which can be class as need for achievement, affiliation or power. The strength of the McClelland’s acquired needs theory is that is provides a clear picture for the organization and the manager to know which kind of job are suitable for the employees and which type of people that can make the organizations more successful.

According to the article, the autors states that managers who have strong power of needs are more successful than those with lower power needs (Wagners & Swanson 1979, p. 66) McClelland and burnham identify two types of power managers, those who seek for personal power and those who seek institutional power (Lyden 1976, p. 201).

However, manager who seek for institutional power are more successful as they can create favourable condition at work. Wengner and Swanson (1979, p. 66) attribute the success of higher power needs people to their ability to create a greater sense of responsibility and team spirit in their organizations. This will give a clear picture for the organization on which of the employees that are suitable to be promoted and become manager. Therefore, management should provide people with high need for power the opportunity to manage other. In addition, this will also give the manager a guideline on how to become a good manager because as stated manager who seek institutional power are more successful.

Apart from that, the strength of McClelland’s acquired need theory is that it employee’s need in which this action violate one of the bureaucracy’s first principles, fairness (Luden 1976 p. 201). However, this will be a weakness for the theory as manager should act accordingly and see what kind of situation are they in before making any decisions. The manager should not always look at fairness when judging because different situation required different types of decision.

1.8 LIMITATION OF THE STUDY

The workforce to be covered within the content of the survey with include contract, permanent (these include senior and junior) and management staff. The research also will establish weather the career background on an employee determines his or her level and opportunity for career advancement and hence how much a part of the organization respondent will be categorized according to their professions.

Therefore are possible area of constraint in carrying out this research will probably be the difficulty or circulating the research instrument in the selected branches of the companies due to high level of security surrounding the work area and premises.

Finally the generally apathy amongst Nigeria culture towards research provides an understanding for the managers to deal with different types of employees. As we all know, there are three general categories in McClelland’s acquired need theory. The manager can actually put the employees to different types of work according to these categories. The autors stated that people with high level of achievement are suitable to hold a position of customer challenging to task where as people with high need for affiliation are suitable to hold a position of customer service representative as they are good in maintaining interpersonal relationship and people with highned of power are suitable to hold formal supervisory position as they have influence over other people in the organization (Wood et al. p. 148). From here, human resources manager are able to benefit from this theory as during the interview with the employee, the manager can ask question on whether the employee like challenging task or whether the employees like to interact with the other people, and from the answer that they give the manager can determine which type of job is suitable for the employee.

Furthermore, a major problem with affiliation manager is that due to the concern of the well being of the subordinates, he is willing to make exceptions to the company’s rule in responding to his work may also hinder accessibility of prospective respondent who are to provide needed data.

1.9 DEFINITION OF TERMS

i. Employee motivation: Shall be defined by Robbins, (1993) (as cited in Ramlall, 2004) as ‘the willingness to exert high levels of effort towards organizational goals, conditioned by the efforts ability to satisfy some individual needs.

ii. Organismic variables: Are characteristics that the workers possessed and brought with them to the work Situation. These variables included: age, gender and education (Charles and Marshall, 1992).

iii. Organization variables: Are the characteristics that the workers acquired as a result of their employment. These organizational variables include the rank in the organization, amount of guest contact in their position, and the number of years in that current position (Charles and Marshall 1992).

iv. Organizational commitment: Is defined as the relative strength of an individuals identification with and involvement in a particular organization (Mowday, Seers and Porter, 1979).

v. Self reference: Is according to Kovach (1995), managers offering workers reward that would motivate managers.

vi. Social norm: Is defined by Elster (1989) as, ‘norms shared by other people and partly sustained by their approval or disapproval”.

viii. Socially desirable responses: According to nunnally and Bernstein 1994), can be defined as, ‘the tendency for others to choose items that reflect socially approved behaviour’ (As cited by Runes Gertha and Minette, 2004).

REFERENCES

Bernstein, J.S (1994). Inequity in Social Exchange. Advances in Experimental Social Psychology, 2, 267 – 299.

Charles K.R, & Marshall L.H. (1992). Motivation preferences of Caribean Hotel workers International Journal of Contemporary Hospitality management, 4(3), 25-29.

Eister J. (1989). Social Norms and Economic Perspectives, 3(4), 99-11

Enz, C.A (2004) Issues of Concern for Restaurant Owners and Management Cornell Hotel and restaurant Administration Quarterly, 45 (4), 315-332.

Kouach, K.A (1995) Employee Motivation: Addressing a Crucial Factor in your Organization’s Performance. Employment Relations Today, 22 (2), 93-107.

Kreitiner, R and Kinicki, A. (1998) Organizational Behaviour (4 ed) Boston. Irwin McGraw. Hill.

Lyden, M. (1976) Restaurant Tipping and Service Quality: a Tenuous Relationship. Cornel Hotel and restaurant Administration Quarterly, 42 (1), 14.20.

McClelland, D.C (1961) The Achieving Society. New York. Free Press.

Mitchel, T.R (1982) Motivation New Direction for Theory, Research, and Practice. Academy of Management Review 81.

Milman A and Ricci, P. (2004) Predicting Job Retention of Hourly Employees in the Lodging Industry Journal of Hospitality and Tourism Management.

Mowdey, R.T; Steers, R.M and Porter, L (1979) The Measurement Organizational Commitment. Journal of Vocational Behaviour, 14, 224-247.

Murray, I. (1990) Organizational Commitment of Management Employees in Restaurant Operations. Hospitality Research Journal 14 (2), 339-348.

Ramlal, F. (2004) Flow Experience in a Computer game Under Experimentally Control Conditions.

Robins R.M (1993) Individual Differences in Approach and Avoidance Movement. How the Avoidance Motive Influences Response Force. Journal of Personality 74 (4) 979-1014.

Rynes, S.L, Gerhat, B. & Minette, K.A (2004). The Importance of Pay in Employee Motivation Discrepancies Between What People Say and What They Do. Human Resource Management, 43 (1979) Measuring Charge.

Wagners & Swap Son. (1979) Measuring Charge, What Individual Growth Modeling Buysus. In E. Amscel and K.A Renninger (eds) Change and Development. Issues of Theory, Method and Application, Mahwah Lawrence Cribaum Assocates.

Wood et al (2006) The Psychological Need Satisfaction in Exercise Scale Journal of Sports and Exercise Psychology 28 (3), 231-251.

CHAPTER TWO

LITERATURE REVIEW

2.1 CONCEPT OF EMPLOYEE PERFORMANCE AND MOTIVATION

The circumstance where people work is quite complicated and sometimes is annoying however, people always try to accept their surroundings in a positive way. They are always trying to make most use or contextual circumstance to realize their life objectives and social value. In a work context there is no doubt that good work motivations have been the most significant incentive elements for employees to work effectively and efficiently, while on the other hand, this also post the greatest challenge to a manager in an organization.

Rollinson (2005, pp. 189) defines that motivation is a state arising in process that are internal and external to the individual in which the person perceives that it is appropriate to pursue a certain course of action (or actions) directed at achieving a specific outcomes (or outcomes) and in which the person chooses to pursue those outcome with a degree of vigour and persistence. Similarly, it is also defined as a predisposition to behave in a purpositive manner to achieve specific, unmet needs (Buford, Bedeian & Lindner, 1995).

In psychology, motivation is usually employ to explain people’s behaviours (Rolinson, 2005) for instance, why a person behaves this way or that way? As to this point, three important components of behaviour which are thought to have a profound influence on performance are described as follows: direction intensity and persistence.

Generally speaking, direction of behaviour mainly refers to what a person most desire to do and what their objectives are when doing something. Then, intensity of behaviour equates to how hard they are going to try in that direction. Last but not the least, persistence of behaviour refers to peoples abilities to bear difficulties and the extent to which people could help doing in that direction.

CONCEPT OF MCCLELLAND’S THEORY

David McClelland, an American psychological theorist claims that an individuals basic human needs are acquired over time, shaped by life experiences, and divided into three categories: achievement, affiliation, and power (net MBA business knowledge center 2007). The McClelland theory of needs is also referred to as the three need theory or the learned needs theory and theory of three needs (NET MBA business knowledge center 2007). While the needs for achievement affiliation, and power are present in most people, there is usually a prevailing orientation that define one’s dominant need (12 manage 2008).

It is this dominate need that project managers should attempt to fulfill when managing members of their team. McClelland developed a meaning for motivation and a model of motivation, McClelland stated that intrinsic motivators are critical to meeting a person’s needs, because they describe a pattern of how an individual may behave. McClelland’s theory of motivation depicts three types of motivational need: the need for achievement, the need for affiliation and the need for power. People have either one of these needs or a combination of these three needs which motivate them towards a certain pattern of behaviour (McClelland 1962).

Based on McClelland’s theory individual with high need for achievement like situation’s which they take personal responsibility for finding solutions to problems. They set moderate achievement goals and take calculated risks. People with high need for achievement strive to make things better. They are willing to compete with personal standard of excellence as a guideline to evaluate performance. Student with high need for achievement do not work that is too easy or too hard (McClelland, 1987). If task are to easy there is no improvement if task are too hard, then by not completing the task are too easy, the irmprovement was accomplished either, individuals with high need for affiliation to think often about the quality of their relationships (McClelland 1987).

These individuals cherish the positive experiences while worrying about any short comings in a relationship. Person with high need for affiliation will seek the companionship of others to take steps to be liked by them as well as wanting to project a favourable image, these individuals will tend to be the peacemakers, smoothing out disagreement and often choosing to work and make decision collectively in a group. Individuals with a high need for power are control and influence oriented (McClelland 1987). These individuals spend more time thinking about how to obtain and exercise power and authority persons with a high need for power need to win argument, persuade others, to prevail, and to obtain positions where they can exert influence (McClelland & Steel, 1973).

McClelland (1987) suggested that there are two aspects of power. The first is a negative one that is concern with having one’s way by controlling and dominating others. The second is social or institutional one that emphasized the skills of presumption and inspiration to help people achieve attain happiness, and learn. These individuals help people form and attain goals while not dominating them.

In his acquired – needs theory, David McClelland proposed that an individual’s specific needs are acquired over time and are shaped by one’s life experiences. Most of these needs can be classed as either achievement, affiliation, or power (Aisop 2008): a person’s motivation and effectiveness in certain job functions are influenced by these three need theory or as the learned needs theory. these needs are basically categorize into three broad groups: needs for achievement, affiliation and power.

Achievement: People with a high need for achievement (nach) seek to excel and thus tend to avoid both low risk and high risk situations. Achievers avoid low-risk situations because the easily attained success is not a genuine achievement. In high risk projects, achievers see the outcome as one of the chance rather than ones own effort. High nach individuals prefer work that has a moderate probability of success, ideally a 50% chance. Achievers need regular feedback in order to monitor the progress of their achievement they prefer either to work alone or with other high achievers.

Affiliation: Those with high need for affiliation (naff) need harmonious relationship with other people and need to feel accepted by other people. They tend to conform to the norms of their work group, high naff individuals prefer work that provides significant personal international. They perform well in customer service and client interaction situations.

Power: A person’s need for power (npow) can be one of two types – personal and institutional. Those who need personal power want to direct others and this need one is perceived as undesirable. Persons who need institutional power (also known as social power) went to organize the efforts of others to further the goals of the organization. Managers with a high need for institutional power tend to be more effective than those with a high need for personal power. Millennial that are affiliation driven will have a very blended work and personal life.. project managers need to recognize that this shift means that work longer requires someone to go to work to perform their job. More importantly, project manager and organizations need to recognize that with this blending and the ability of millennial to multitask, organizations will find employees surfing the internet, watching streaming video, texting or emailing with friends, iming, tweeting, or facebooking at work just to name a few (Baverlein, 2009). Project managers must understand that Millennial, unlike previous generation, do not rely on their work environment to fill their social interaction needs (Twenge, et al, 2010).

Finally, Millennial that are affiliation driven tend to be natural tean players (managing the facebook 2009). Collaboration has been learned in person from their classroom experience, and potentially virtually or online from their social experiences provides this workforce with an increased ability to collaborate via a variety of medium (managing the facebookers, 2009). Moreover, research indicated that the previous generational problems associated with race are no longer a problem with the Millennial (ttra 2007) project managers have little problem encouraging teamwork within millennial that are driven by affiliation.

2.2 INFLUENCE OF NEED FOR ACHIEVEMENT (N-ARCH) ON EMPLOYEES PERFORMANCE

According to McClelland’s theory of needs, individuals that are motivated by achievement, seek out challenges and are project driven (NCT MBA Business knowledge center 206). They are high achievers who seek challenges and prefer to work with other achievement driven individuals (Bank 2008) achievement oriented individuals express frustration with subordinates and peers who are less driven than they are (net MBA business knowledge center 2007) individuals motivate by achievement need regular feed back in order to monitor the progress of their achievers (net MBA business knowledge center 2007) it is important to note that individual that are motivated by achievement avoid both low risk situations because of easily attained success, but they also avoid high risk projects because they see the outcome as one of chance rather than one’s own effort. (Net MBA business knowledge center 2007).

Project managers that are achievement driven should emphasize the objectives of the task and be prepared to coach them to success.

I want to clear set of objective and expectations for them to work off. Project managers should be clear on employee objective manage them often and be prepared to coach the employee success (managing the facebooks 2009). Project manager should understand their failure should likely be attributed to fully and accurately describe the objective, provide alternative, and reduce the difficulty of the task is too hard or un achievable project managers will be told, but it typically will be at the very last minute.

Project mangers interacting with Millennial that are achievement focus should understand that self esteem is very important (Aisop, 2006) feedback should e clear and specified and never overly negative (Sujansky et al, 2009) Millennial desire encouragement and coaching more than negative feedback. Project managers should be understand that if achievement oriented Millennial don’t find their word environment recording. They may just give up and quit (Aisop, 2008).

2.3 INFLUENCE OF NEED FOR AFFILIATION (N-AFF) ON EMPLOYEES PERFORMANCE)

McClelland theory of needs states that individuals with high need for affiliation need harmonious relations with other people that feel they are accepted (NET MBA business knowledge center 2007). These individuals prefer work that provides significant personal interaction (Net MBA Business knowledge center, 2007). In general individuals that are driven by affiliation tend to avoid leadership position as the possibility they may have to confront someone (Schwar Z Koft, 1997).

Project managers interact with individuals there are motivated by affiliation should communicate with their employee frequently 35% of Millennial want a supervisor that communicates with them several times throughout the day (Messmer 2008). However Millennial also want to explore and utilize several method to communicate, including chat email, text messaging, phone and video conferencing (managing the facebooks 2009).

2.4 INFLUENCE OF NEED FOR POWER (N-POWER) ON EMPLOYEES PERFORMANCE

McClelland’s theory of needs states that individual can be driven by personal and institutional power (Net MBA business knowledge center 2007). Individual that are driven by personal power want to direct others (net MBA business knowledge center 2007). Individual that are driven by institutional or social power want to organize the efforts of others to further goals of the origination (net MBA business knowledge center 2007). It is believed that managers with a high need for institutional power, rather than personal power, tend to be more effective (net MBA business knowledge center 2007). This tends to be the case because of their motivation to pursue a unified effort towards organization success (12manager, 2008).

Millennial that are driven by power want a float, open organizational structure to work in free from standard management hierarchies and dictatories regimes (Hira, 2007). Project managers need to understand that Millennial that are driven by power challenge prescribed wisdom (managing the facebookers 2009). Additionally individuals driven by power may demand that they are heard. It isn’t uncommon that these individuals will step over their manager head avoid any management structure, and share their views with senior management (Aisoe, 2008). Project managers should work with organizations to provide an avenue for these individuals to make suggestions and be and be provided feedback. Flat and open organizations are perfect organizations for millennial that are power driven, but organizations that are not willing need to help millennial feel that their opinion counts and help them understand the importance of sending something up the chain of command. Additionally, millennial driven by power typically misunderstand the relationships between employee and employer. For example, millennial feel that ‘I work for you, ‘rather than ‘you employ me’ (Aisop 2008). This differences provides millennial a sense of power and provides the foundation for their outlandish expectation (Aisop, 2008) this strong sense of entitlement often clashes wit

h company norms and policy. Project managers must understand this perceived shift in employment and work to provide reasonable and realistic processes and policies to incorporate individual that are driven by power and also allow the organization to achieve its mission.

2.5 IMPLICATION OF MCCLELLAND’S ACHIEVEMENT

Needs theory on workers performance McClelland’s achievement needs theory claims that people have different needs, and because of these needs different thing motivate us. The theory is built on the three needs of achievement affiliation and power. McClelland claims that people develop and emphasis towards one of the three needs (Brooks 2009). The desire and strength for the different needs is created and effected by upbringing, cultural background and changes in life conditions (McClelland, 1967). The primary method used by McClelland to measure the strength of the three different need in individual,, is called thematic apperception test (TAT) and was originally development by Henry Murray. In completing TAT, people are first given a test aid told that the test measures their intelligence and leadership potential. They are told this in order awake their sense of achievement. Thereafter they are asked to write stories about ambiguous pictures finally, it is counted how many times it is possible to trace each of the three need in the stories (Hein 2009).

People how have a high need for power have a desire to influence, coach, teach or encourage others to achieve. They are motivated by competition and attracted by status and prestige, therefore they look for positions with power and authority (McClelland 1967), McClelland distinguishes between two types of people with high power motivation score, people who are balanced by high inhibition, tend to tell stories about power that is altruistic, which is the socialized face of power. These people are in control, and are more institutional minded, meaning that they are able to stimulate a greater, sense of responsibility in their division and create a greater team spirit. On the other hand, there are people with high power motivation who have a high concern for personal power and show signs of exercising their power impulsively and are often rude to others. Moreover, they collect symbols of personal prestige such as fancy cars or big office (Burnham, McClelland 2003). McClelland and his colleagues found that a leader who exercise socialized power, a moderate achievement motivation, and a low need for affiliation (Burnham, McClelland 2003).

People with high need for affiliation search for social interaction with friends and colleagues, and are interested in establishing, maintaining, or reestablishing a positive, warm and close relationship to others (Hein 2009). They need harmonistic relationships and try to avoid conflict. According to McClelland, they are therefore not the most effective employers or leaders as they seek approval and have a hard time making difficult decision (Burnham, McClelland 2003).

People with high need for achievement focus on how type coin improve themselves so that they are more efficient and they are very result oriented. The high achievers prefer moderate difficult task due to the reduce frequency of failure and increased satisfaction associated with successful completing challenging task IBuelens, sinding and Waldstrom 2011).

Another characteristic of achievement motivated people is that they desire more feedback. The feedback desire needs to be job related rather than social or attitudinal thus the feedback needs to be relevant for the job and performance so that they know how they are doing in relation to achieving the goal. Social or attitudinal feed back, on the other hand, like acceptance, approval, and appreciation does not work as a motivator, therefore, high achievers can neither be motivated by material or economic rewards nor by status or security (Hein 2009).

The strength of McClelland’s achievement needs theory is that he makes good observations of how need is developed and how it can be affected. Another important contribution from McClelland is that he characterizes different types of employee who have widely different sources of motivation. This postulation by McClelland is important to our paper, as we look at two different types of jobs with many different type of job with many different people. Even though no other theories have claimed that people are motivated by the same factors, McClelland segments different motivation profiles and point out the importance of these. Another interesting point raised by McClelland that is useful for our paper is that his theory suggests that motivation is changeable, even in adulthood, which can be done by training (Hein 2009). Therefore, if a company needs some of their employees to increase motivation to achieve, this can be done by training initiatives, modifying and enhancing self images, and encouraging individuals to seek new job challenges and responsibilities (Bowditch, Buono 2005).

2.6 MCCLELLAND’S ACHIEVEMENT NEEDS THEORY

McClelland’s need for achievement has a north American bias because it assumes two cultural value dimensions. The first is the willingness to accept moderate task, which excludes countries with strong uncertainty avoidance. The second dimension is the concern with performance, which almost only applies for countries with strong quality of life characteristics (Buelens, Sinding & waldstrom 2011). Both dimensions are valid in Anglo American countries, which makes the theory more applicable in these countries. Another criticism pertaining to McClelland’s research is that it is important to recognize that most of his evidence relates to boys and men; thus, like most behavioral science in the early years, the theory fails to address gender differences (Pinder 2008).

2.7 THEORETICAL FRAMEWORK

Motivation theories have their root in behaviorism that was founded in 1913 by psychologist John B. Watson (Hein 2009). Behaviorists believe that behavior was to be explained by objective and direct observable data instead of theories, they therefore made a range of experiments to explain responses to stimuli. Behaviorists saw motivation as the learning of a certain behavior, typically through reward and punishment (Hein 2009). Even though the strength of behaviorism rested in a clear and well defined set of concept methods and scientific principles, some behaviorists become skeptical. Cognitive replaced behaviorism as the most popular paradigm for understanding the mental function. Cognitivists tried to find outer circumstances that effect the individuals behaviour and reaction patterns (Hein 2000). Out of these different approaches to human behaviour came many motivational theories all having different assumptions of human nature.

In the 1930s, psychologist Henry Murray was the first behavioral theorist who proposed a list of needs that were a foster a goal directed behaviour (Beulens, Sinding and Waldstrom, 2011).

Murray’s work inspired a variety of needs theories, today also called content theories content theories try to explain the inner needs that actually motivate or energize people in their jobs.

Consequently, context theories want to identify peoples need and the goal they want to achieve in order to satisfy these needs. Because they stem from behaviorist tradition they consider human behaviour to be reflexive and instinctive, thus act as response to certain environmental positive or negative stimuli.

The content theories include theories is called process theories. Whereas content theories focus on what motivate people process theories seek explain the actual process of motivation.

The process theories derive from the cognitive tradition where it is assumed that people are aware of their goals and their behavior and they act rationally and with purpose (Brooks 2009) people who have developed theories in the category are Adams, who renowed for his equity theory, Uroom and Peter and Lawler for their expectancy theories, and Finally Latham and Locke for their goal theory.

Hackman and Oldham has also contributed to motivation theory with their job characteristics model. Hackman and Oldham focus is not on the specific factors that lead to motivation but how to design a job that maximizes motivation among employees. According to Hackman and Oldham there are certain factor a job must contain for it to be motivating.

Several of the motivation theories build upon and supplement each other. Therefore, we have chosen to use four different motivational theories to analyze the problem in this paper. The first two are context theories that will try to give an answer to what factor motivate people’s actions. The first theory we will McClelland’s achievement need theory. this theory has been chosen due to the fact that McClelland argues that each individual has a unique combination of needs, which will direct his behaviour towards power, affiliation or achievement. This is important in our paper as we are analyzing motivational factors for the different groups, blue and white collar workers who might have different preferences towards one of the need McClelland has been chosen over Maslow and Alderfer because McClelland acknowledges that people have different needs that can be satisfied at the same time and these needs can be combined in various ways depending on the situation. Thus, McClelland places his needs on a continuum rather than in a hierarchy.

The second content theory in this paper is Herzberg’s two factor theory. this theory is chosen because is specifically focuses on the factors that are necessary for a person be motivated, in addition to the fact that it is highly recognized (Latham 2006).

Furthermore, Herzberg’s theory distinguishes between intrinsic and extrinsic factors, which mighty be evaluated differently depending on the type of work performed.

The third theory in this paper is Latham and Locke’s goal theory. This is a process theory, which will help us understand how and why a behaviour will lead to a certain choice or action.

Goal theory in general is very relevant as it is already used largely in companies for instance by setting goals relating to a level of job performance, a work norm a deadline, a budget, or a quota (Locke et al 1981). Therefore, goal theory has been chosen to learn whether there are any differences between the two groups. Further, goal theory is known as the most dominate and useful theory to work motivation. Since the idea behind goal theory is that people are more motivated if they have a specific goal to work towards, the theory generally seems compelling and reasonable to use in our analysis (Pinder 2008).

Finally we will use Hackman and Oldham’s job characteristic model. This model will complement the other theories well, because it gives insight into how to design a motivating job. Hackman and Oldham are inspired by McClelland and Herzberg’s theories; therefore, the theory complements the other theories well in giving a full picture of motivating employees. One of the criticism of the job characteristics model is that it does not take social needs into account (Morgeson, Humphrey 2006). However, by using McClelland achievement needs theory the social needs of the employees will be addressed. In relation to blue and white collar employees, Hackman and Oldman do not distinguish between different type of jobs. However, they include moderators to their model, which might influence, which job characteristic that motivates. Another important aspect of the job characteristics model is that it focuses on internal motivators, which can be argued to have a long term effect for employee motivation compared to external motivators (Buelens, Sinding & Waldstrom 2011).

Also, it might be interesting to investigate whether these characteristics are found of greater importance to one of the two groups we are studying.

REFERENCES

Aisop, R. (2008). The Trophy Kids’ go to Work. Wall Street Journal (Eastern Edition) pp. D1, D4.

Baverlein, M (2009). The Dumbest Generation How the Digital Age Stupefies Young Americans and Jeopardizes our Future (Or, Don’t Trust Anyone Under 30) New York, NY Penguin Group.

Bedeian, (2003). The Implication of Tipping for Economics Management International Journal of Social Economics. 30 (9/10), 1084-1094.

Bauditch, A. (2005). Self Evaluation and Self Efficacy Mechanism Governing the Motivational Effect of Goal Systems. Journal of personality and Social Psychology, 45 (5) 1017-1028.

Brooks H.S (2009) Notes on the Concept of Commitment. The American Journal of Sociology 66 (1), 32-40.

Buford, B.L (1999) Knowledge Workers. Trends Issues Alert No. 4.

Burnham, P. & McClelland D.C (2003). Power is the Great Motivator Harvard Business Review, NO 81, pp 117-126.

Buelens, M., Sinding, K & Waldstrom, C. (2011) Organization Behaviour 4^th Ed, McGraw Hill.

Hackman and Oldhan G.R, (1976), Motivation Through the design of Work, Test of a Theory Organization Behaviour and Human Performance, vol. 16, NO 2, pp. 250-279.

Hein, A.H (2009). Motivation.

Hira, N.A (2007). You Raised Them, Now Manage Them. Fortune, 155 (10), 38-44.

Humphrey F., (2006). The Motivation to Work, New Edn, Transaction, New Brunswick N.J.

Latham G.P & Locke, E.A (2006). Enhancing the Benefits and Overcoming the Pitfalls of Goal Setting, Organization Dynamic vol. 35, No 4, pp 332-340.

Lindner, K. (1995) Arousal of Flow Experience in a Setting and its Effects on Exam. Performance and Effect.

Locke et al (1981) Goal Setting and Task Performance 1969-1980, Psychological Bulletin, vol. 90 No 1, pp 125-152.

McClelland D.C (1967). The Achieving Society, The Free Press London: Collier Macmillan, New York.

Messmer, M. (2008). Managing the Millennial Generation. National Public Accountant 7 (3) 27, 29.

Morgeson, F.P & Humphrey S.E (2006). The Work Design questionnaire (WDQ). Developing and Validating a Comprehensive Measure for Assessing Job Design and the Nature of Work’, Journal of Applied Psychology, vol. 91, No 6, pp 1321-1339.

Pinder, C. (2008). Work Motivation Theory Issues and Application. Glenview. Scott Foreman and Company.

Rollinson S.L (2005). Approach and Avoidance Social Motives and Goals, Journal of Personal 74 (1) 175-222.

Schwarz D. (1997). Personality Research from Manually. Port Huron. Mi Research Psychologist Press.

Sindings, J.B (1998) Measuring Change What Individual Growth Modeling Buys Us. In E. Amsel & K.A Renninger (eds).

Sujansky et al (2009). Implicit Motives Modulate Attentional Orienting to Facial Expression of Motion, Motivation and Emotion, 31, 13-24.

Twenge et al (2009) Generational Differences in Work Values. Leisure and Extrinsic Values Decreasing Journal of Management, 36 (5), 1117-1142.

Waldstrom (2011). The Power Motive. New York. The free Press.

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 INTRODUCTION

Before the data for this research project is presented, it is necessary to discuss fully the methodology with respect to how the data was collected and how they were used for the research and the method of analysis of the collected data.

The chapter deals with the method and procedure adopted for the research study under the following headings.

1. Research design

2. Data gathering procedure

3. Procedure for data analysis

3.2 RESEARCH DESIGN

The research design as the plan or framework of the study and it guide the collection and analysis of data. The research design of the study is basically descriptive though a little explanatory research will be involved in it.

A descriptive research survey was adopted for t eh research work. Supporting this view saw that descriptive research is the basic for all types of research in assessing the situation as a prerequisite to inference and generalization.

Descriptive research is also for finding answers to the questions. It is not in itself sufficiently comprehensive to provide answers for descriptive. It consists of a gathered data of information analyzed. Summarized and interpreted along certain lines of through for the pursuit of a specific purpose of study. It is concerned with the time an investigation of contemporary issue and event which include the subject of this research work.

3.3 POPULATION OF THE STUDY

The population of the study used is the entire quoted companies in stock exchange market which has two hundred and twenty five (225) companies where Zenith Bank Nigeria Plc is a member. Most of the manufacturing companies have been existing for over (15) fifteen years.

3.4 SAMPLE AND SAMPLING TECHNIQUES

The research decide to use stratification.

A stratified sampling (ss) procedures, was administered on the sampled respondents who of course where confirmed staff of Zenith Bank Nigeria Plc. Also for effective response to the questionnaire, all categories of staff were expected to possesses at least a minimum of ordinary national diploma (OND) and diploma certificate of its equivalents.

The population was therefore stratified inot

1. Senior 300

2. Supervisor 250

3. Junior staff 500

1050

The researcher purposefully decided to use the following percentages to derive the sample of 200 for the study. The three sampled was derived as follows:

Population and sample

a. Senior manager 300 1.3 100

b. Supervisor 250 1.5 50

c. Junior staff 500 1.10 50

1050 200

Precisely, the respondents were sample as follows in the company’s work force 18.96% of senior mangers 26.61% of supervisors while 54.43% of junior staff where selected from the various units/department the total number (sample size of 200) was representative enough as must respondent were gainfully employed in the organization.

3.5 SOURCE OF DATA

Data used in this study were obtained from the primary sources hence the use of questionnaire were administered to staffs in the role of motivation on the workers attitude towards their performance.

The first sections of the questionnaire consist of demographic variable while the second motivation and how it can influence job performance or employee in Zenith Bank Nigeria Plc.

3.6 RESEARCH INSTRUMENT

The research instrument was constructed after consultation with supervisor and the information from the literature review. The instrument was equally submitted from the approval of the project supervisor who ascertained the validity of the questionnaire and offer necessary connections.

3.7 PROCEDURE FOR DATA ANALYSIS

Both descriptive and statistical data analysis were carried out. The data collected through the questionnaire were analyzed using the measure of central tendency.

The respondent opinion were scale weight ranging from 1, 2, 3, 4 represent strongly agree, agree, disagree, strongly disagree respectively. Hence, the summated method of sealing is adopted due to the need for an objective method of measure the precision of reliability of estimate made from the sample, the chi-square was used in the analysis of data as presented in chapter four of this study.

The chi-square is algebraically defined as

X² = Σi (0 – ei)²

Where

X² = represent chi-square

Oi = observed frequency

ei = expected frequency

Using a level of significance of 5% (0.05) as the critical value.

DECISION RULE: If the calculated value of chi-square is higher than the table value, the null hypothesis will be regarded and if the calculate value of chi-square is lower than the table value we regard the alternative hypothesis.

REFERENCES

Aigbokgubolo O.M, Ofanson E.J (2002) “Project Work” JM Print Service Benin City pg 32.

Babble, E.A (1973) The Practice of Research California Dickerson Publishing Company,

Okpamen, P.E (2005) “Quantitative Analysis on Business Decision” Aniko Nigeria Publishing Inc. Edo State.

CHAPTER FOUR

4.0 DATA PRESENTATION AND ANALYSIS

4.1 INTRODUCTION

This chapter is concerned with the presentation, interpretation and analysis of various data collected from the questionnaire that were administered to the marketing staff of Zenith Bank Plc in line wi th the hypothesis stated in chapter one.

The use of chi-square statistical tool was engaged into test the relationship between the dependent and independent variables.

4.2 PRESENTATION AND ANALYSIS OF STUDY QUESTIONNAIRE

At this stage data collected from the questionnaire that was forwarded to nursing staff of both senior and junior staff of Zenith Bank Plc, during field survey was analyzed in tables with the aid of some measures of central tendency.

A total number of two hundred (200) questionnaire were administered and was successfully answered, retrieved and useable the data obtained form questionnaire were analyzed and presented below.

SECTION A

This segment analyzed deals with the demographic data such as age, sex, martial status etc.

4.2.1 CLASSIFICATION BY SEX

Sex	No of respondents	Percentage %
Male	40	20%
Female	160	80%
Total	200	100%

Source: Survey data, 2012

From the table above, both male and female were served with questionnaire and at the end greater percentage of respondents were female: e female workers were more than male in the organization.

Table 4.2.2

Classification by age

Age	No of respondents	Percentage %
18-24	50	25%
25-34	110	55%
35 and above	40	20%
Total	200	100%

Source: Survey data, 2012

From the table above, out of 200 respondents, the highest percentage of respondents were within the age of 25-34. It shows that at their age they can contribute to the development of the organization.

Table 4.2.3

Classification by marital status

Status	No of respondents	Percentage %
Married	120	60%
Single	70	35%
Divorced	10	5%
Total	200	100%

Source: Survey data, 2014.

It can be noted from the above, that majority of the respondents are married and this can be attributed that the organization employs married people than single people.

Table 4.2.4

Classification by educational level

Qualification	No of respondents	Percentage %
OND	-	0%
HND	-	0%
B.SC	90	45%
Post graduate	-	0%
Professional certificate	110	55%
Total	200	100%

Source: Survey data, 2014

From the table above, it was observed that 0 respondents representing 0% did not obtained OND and HND certificate, 90 respondents representing 45% obtained B.SC certificate. And 110 respondents representing 60% obtained professional certificate. It is concluded that majority of the staff (junior and senior) are very sound in education.

Table 4.2.5

Classification by category

Category	No of respondents	Percentage %
Senior	70	35%
Junior	130	65%
Total	200	100%

Source: Survey data 2014

From the above table, it shows that 35% of the respondents are senior staff while 65% of the respondents are junior staff, therefore junior staff in the organization are more than senior staff.

Table 4.2.6

Classification by position

Position	No of respondents	Percentage %
Marketing	10	5%
Customer service	110	55%
Operating	20	35%
Human resource	10	5%
Total	200	100%

Sources: Survey data 2014

From the table above, it shows that majority of the staff are customer services.

Table 4.2.7

Classification by religion

Religion	No of respondents	Percentage %
Christianity	181	90.5%
Muslim	18	8%
Others	1	0.5%
Total	200	100%

Sources: survey data 2014

From the table above, it shows that majority of staff are Christian.

SECTION B

This aspect deals with the analysis of research state assessing various areas of the evaluation of McClelland theory on employee performance.

4.2 DATA PRESENTATION AND ANALYSIS OF RETURNED QUESTIONNAIRE

Table 1: Achievement is about meet the needs of others

Opinion	No of respondents	Percentage %
Strongly agree	73	36.5%
Agree	104	52%
Disagree	13	6.5%
Strongly disagree	10	5%
Total	200	100%

Source: Survey data 2014

From the data 73 respondents representing 36.5% of employee strongly agree and 104 respondent representing 52 agree and agree respectively while 13 respondents representing 6.5% and 10 respondents representing 5% respectively disagree and strongly disagree that achievement is about meet the need of others.

Table 2: fulfillment comes when a collective interest is attained as against personal goals.

Opinion	No of respondents	Percentage %
Strongly agree	84	42%
Agree	15	7.5%
Disagree	55	27.5%
Strongly disagree	46	23%
Total	200	100%

Source: Survey data 2014

From the data 84 respondents representing 42% of employee strongly agree and 15 respondent representing 7.5% agree and agree respectively wheel 55 respondents representing 27.5% and 46 respondent representing 23% respectively disagree and strongly disagree that fulfillment comes when a collective interest is attained as against personal goal.

Table 3: Workers that strongly want to achieve a set goal often like to get it done alone

Opinion	No of respondents	Percentage %
Strongly agree	106	53%
Agree	5	2.5%
Disagree	10	5%
Strongly disagree	79	39.5%
Total	200	100%

Source: Survey data 2014

From the data 106 respondents representing 53% of employee strongly agree and 5 respondents representing 2.5% agree and agree respectively while 10 respodnents representing 5% and 79 respondents representing 39.5% respectively disagree and strongly disagree that workers that strongly want to achieve a set goal often like to get it done alone.

Table 4: Workers with high need for achieving an objective often work well without supervision

Opinion	No of respondents	Percentage %
Strongly agree	48	24%
Agree	15	7.5%
Disagree	103	51.5%
Strongly disagree	34	17%
Total	200	100%

Source: Survey data 2014

From the data 48 respodnents representing 24% of employees strongly agree and 15 respondents representing 7.5% agree and agree respectively wheel 103 respondents representing 51.5% and 34 respodnents representing 17% respectively disagree and strongly disagree that workers with high need for achieving an objective often work well without supervision.

Table 5: Some workers often prefer to work without supervision and control

Opinion	No of respondents	Percentage %
Strongly agree	95	47.5%
Agree	10	5%
Disagree	58	29%
Strongly disagree	37	18.5%
Total	200	100%

Source: Survey data 2014

From the data 95 respondents representing 47.5 of employee strongly agree and 10 respodnents representing 5% agree and agree respectively while 58 respondents representing 29% and 37 respondents representing 18.5% respectively disagree and strongly disagree that some workers often prefer to work without supervision and control.

Table 6: Workers that always want to be in control often don’t like to work in a team

Opinion	No of respondents	Percentage %
Strongly agree	15	7.5%
Agree	110	55%
Disagree	28	14%
Strongly disagree	47	23.5%
Total	200	100%

Source: Survey data 2014

From the data 15 respondents representing 7.5% of employee strongly agree and 110 respondents representing 55% agree and agree respectively while 28 respodnents representing 14% and 47 respondent representing 23.5% respectively disagree and strongly disagree that workers that always want to be in control often don’t like to work in a team.

Table 7: Directives and order are often given by individual who always want to be in control

Opinion	No of respondents	Percentage %
Strongly agree	28	14%
Agree	18	9%
Disagree	112	56%
Strongly disagree	42	21%
Total	200	100%

Source: Survey data 2014

From the data 28 respondents representing 14% of employee strongly agree and 18 respondnets representing 9% agree and agree 56% and 42 respondent representing 56% and 42 respondent representing 21% respectively disagree and strongly disagree that directive and orders are often given by individual who always want to be in control.

Table 8: An employee tends to be more motivated when his/her need to control others is high

Opinion	No of respondents	Percentage %
Strongly agree	44	22%
Agree	22	11%
Disagree	102	51%
Strongly disagree	32	16%
Total	200	100%

Source: Survey data 2014

From the data 44 respondent representing 22% of employee strongly agree and 22 respondents representing 11% agree and agree respectively while 102 respondnets representing 51% and 32 respondent representing 23.5% respectively disagree and strongly disagree that an employee tend to be more motivated when his/her need to control others is high.

Table 9: Team work motivates work and sponsors their productivity

Opinion	No of respondents	Percentage %
Strongly agree	5	2.5%
Agree	77	38.5%
Disagree	92	46%
Strongly disagree	26	13%
Total	200	100%

Source: Survey data 2014

From the data 5 respondents representing 2.5% of employee strongly agree and 77 respondent representing 38.5 agree and agree respectively while 92 respondent representing 46% and 26 respondents representing 13% respectively disagree and strongly disagree that team work motivates works and sponsors their productivity.

Table 10: Trust co-operation and support to achieve goal promotes performance of work

Opinion	No of respondents	Percentage %
Strongly agree	48	24%
Agree	15	7.5%
Disagree	88	44%
Strongly disagree	49	24.5%
Total	200	100%

Source: Survey data 2014

From the data 48 respondent representing 24% of employee strongly agree and is respondent representing 7.5% agree and agree respectively while 88 respondnets representing 44% and 49 respondents representing 24.5% respectively disagree and strongly disagree that trust co-operation and support to achieve goal promotes performance of work.

Table 11: The sense of satisfaction that goes with working collectively, increase workers performance at work

Opinion	No of respondents	Percentage %
Strongly agree	15	7.5%
Agree	20	10%
Disagree	118	59%
Strongly disagree	47	23.5%
Total	200	100%

Source: Survey data 2014

From the data is respondent representing 7.5% of employee strongly agree and 20 respondent representing 10% agree and agree respectively while 118 respondents representing 59% and 47 respondent representing 23.5% respectively disagree and strongly disagree that the sense of satisfaction that goes with working collectively, increase workers performance at work.

Table 12: Challenging tasks are often leveled out through team work

Opinion	No of respondents	Percentage %
Strongly agree	60	30%
Agree	115	37.5%
Disagree	5	2.5%
Strongly disagree	20	10%
Total	200	100%

Source: Survey data 2014

From the data 60 respondents representing 30% of employee strongly agree and 115 respodnents representing 57.5% agree and agree respectively while 5 respondent representing 2.5% and 20 respondent representing 105 respectively disagree and strongly disagree that challenging task are often leveled out through team work.

4.3 TEST OF RESEARCH HYPOTHESIS

In this section the hypothesis stated in chapter, will be tested using the chi-square method of statistical. The response form employee will be used to represent the observed frequency.

Chi-square formula

X² = Σ (oi – Ei)

Where X² = calculated value of chi-square

Oi = observed frequency

Ei = expected frequency

To calculate expected frequency (ei) we use the formula below

Σi = RT₁ x CT

Where RT = Row total of observed frequency

CT = Column total of observed frequency

GT = Grand total of observed frequency

Degree of freedom = (c-1) (e-1)

Level of significance = 5% that is 95 confidence level decision rule

If X² < X²t that is calculate is less than that of the table value we accept the null hypothesis (Ho) and the alternative hypothesis (Ho)

If X²_c > X²t that is calculate is greater than that of the table value we reject the null hypothesis (Ho) and accept the alternative hypothesis (Hi)

4.3.1 HYPOTHESIS ONE

Ho: High need for achievement (N-arch) on workers has no significant influence on their work performance.

Hi: High need for achievement (n-arch) in workers has a significant influence on their work performance.

Using question 2,5,7 and 11 for the analysis of research hypothesis 1

	Strongly agree	Agree	Disagree	Strongly disagree	Total
Question 2	84	15	55	46	200
Question 5	95	10	58	37	200
Question 7	28	18	112	42	200
Question 11	15	20	118	47	200
Total	222	63	343	172	800

Total derived expected frequency

= RT x CT

R₁ x C₁ = 200 x 220 = 55

T 800

R₂ x C₂ = 200 x 63 = 15.75

T 800

R₃ x C₃ = 200 x 343 = 85.75

T 800

R₄ x C₄ = 200 x 172 = 43

T 800

Oi	ei	(oi-ei)	(oi-ei)²	(oi-ei)² Ei
84	55	29	841	15.29
95	15.75	79.25	6280.56	398.77
28	85.75	-57.75	3,335.06	38.891
15	43	-28	784	18.232
				471.182

(C-1) (r-1)

2 (4-1) (4-1)

3 x 3 = 9 df (degree of freedom)

0.05 = reliability

Decision

The X² calculated value therefore is 471-182 while the table value is 16.919. We therefore reject the null hypothesis since the calculated value is greater than the table value, we therefore say that (Hi).

4.4.2 HYPOTHESIS TWO

Ho: High need for power (n-power) in workers has no significant influence on their work performance .

Hi: High need for power (n-power) in workers has significant influence on their work performances.

Using question 1,3,4 and 6 for the analysis of research hypothesis.

	Strongly agree	Agree	Disagree	Strongly disagree	Total
Question 1	73	104	13	10	200
Question 3	106	5	10	79	200
Question 4	48	15	103	34	200
Question 6	15	110	28	47	200
Total	242	234	173	170	800

Total derived expected frequency

= RT x CT

R₁ x C₁ = 200 x 242 = 60.5

T 800

R₂ x C₂ = 200 x 234 = 58.5

T 800

R₃ x C₃ = 200 x 173 = 43.25

T 800

R₄ x C₄ = 200 x 170 = 42.5

T 800

Oi	ei	(oi-ei)	(oi-ei)²	(oi-ei)² Ei
73	60.5	12.5	156.25	2.58
106	58.5	47.5	2256.25	38.57
48	43.25	4.75	22.56	0.52
15	42.5	-27.5	756.25	17.79
				471.182

(C-1) (r-1)

2 (4-1) (4-1)

3 x 3 = 9 df

0.05 = reliability

The X² calculated value therefore is 59.46 table value = 16.919, since the calculated value, we reject the null hypothesis (Ho) and accept (Hi) which is high need for power (n-power) is workers has significant influence on their work performance.

CHAPTER FIVE

5.0 SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 SUMMARY

The aim of this study is to determine whether McClelland theory of need is effective in achieving higher productivity among workers to attain organizational goals, other relevant areas which the study highlighted are the reaction of the workers towards their duties when McClelland theory of need is employed by the employer and how the managers can apply McClelland theories of management in their attempt to direct the job behaviour of employees towards the goal of their establishment.

To ascertain the application of the McClelland theory of need techniques by the organization concerned and to know the problem inhibiting the success of the employee’s McClelland theory of need in the organization forms essential part of the objective of the study.

Questions relating to the objectives and problems were also looked at.

The study looked into some review literatures that covered different models and theories on McClelland theory of need by different scholars, various definitions given by several management scholars, different means of motivating workers or simply types of McClelland theory of need. Various textbooks, journals articles and other scholars materials were used to get terms, ideals concept and academic as well as professional view points.

5.2 CONCLUSION FROM FINDINGS

These conclusion therefore present models that gave insight into how to design a motivating job by Hackman and Oldham that were inspired by McClelland and Herzebergs theories. And also one of this characteristics model is that it does not take social needs into account. However by using McClelland achievement of needs theory, the social needs of the employee will be addressed.

Also it can be seen that this characteristics are of greater importance to the study.

Therefore it discuss on McClelland influence of needs for achievement on employee performance (n-arch) as individuals that are motivated by achievement to seek out challenges and are project driven and are also influence of need for affiliation (n-aff) on employee performance stating that individual with high need for affiliation need harmonious relation with other people that feel they are accepted and finally the influence of need for power on employee performance (n-power) stating that individual an be driven by personal and institutional power.

5.3 RECOMMENDATIONS

The following are the recommendations which are found useful and if rationally adopted, will go a long way in enhancing the effectiveness and the usefulness of McClelland theory of need in achieving higher productivity in the organization. These recommendations include:

1. Since McClelland theory of need is very effective towards achieving higher productivity, there is need for the management of Zenith Bank Plc to regular use it in order to benefit from its effectiveness.

2. It has also recommended that McClelland theory of achievement (n-arch) should be enforced in most organization in order to seek achievement of the individuals and challenges facing them.

3. The various means for McClelland theory of need discovered and stated in the chapter two and in the conclusion of this research work should be strictly adhered to by the management so that productivity level enjoy in the course of using McClelland theory of need can be maintained and increased.

4. The company should continuously embark on recruitment and training of staff in response to their needs. And are also influence of needs for affiliation (n-aff) on employee performance.

5. The ora should continuously embark on recruitment and training of employee in response to their needs for power (n-power) stating that employee should be driven by personal and situational power.

5.4 LIMITATIONS AND SUGGESTIONS FOR FURTHER STUDIES

The questionnaires suffed a poor response from the top level management due to their tight and busy schedules in which their absolute positive response would have given perfect judgment on the effectiveness of McClelland theory of need towards higher productivity. More so, the research work could not cover wide range of respondents due to time and financial constraints.

With these, it would be suggested that any other researcher(s) willing to do his/her their research work on this area should endeavor to get much of the opinions. From middle and lower level management who were not as busy as the top level managers.

Conclusively future researcher in this area of work should base their research work on all or some selected companies in the Banking industry in order to have a wider scope of its (i.e. McClelland theory of need) effectiveness and the banking sector.

BIBLIOGRAPHY