Motivation as a Factor for the Reduction of Executive Burn Out in Public Sector Enterprise in Nigeria (a Case Study of NNPC) for PUBLICATION

CHAPTER ONE

ABSTRACT

The study examined motivation as a factor for the reduction of executive burnout in the Public Sector Enterprises in Nigeria (A Case Study of NNPC). Quasi-experimental research design, called survey, was used in this study. Descriptive and inferential statistics were used to analyze the data for this study. The study selected a sample of one hundred and twenty five (125) respondents from the staff of NNPC in Port Harcourt. One hundred and two (102) copies of questionnaire were found relevant for the study. This number found useful represents 81.60 % response rate. All the discussions in this study were done based on this figure. The study has revealed that individuals in public enterprises have different needs, problems and ways to contributions. To a large extent the recognition of these differences through effective job evaluation and performance appraisal helps individuals to undergo corrective measures to improve their performances. Some workers have the needs for power, while many others have the needs for afflation. The identification of the individuals with various classes of needs enables the manager to know the type of reduction of executive burnout/ instruments to be applied on the workers in order to elicit their optimum commitment in the organisation. The study has equally revealed that respect for workers contribution gives them the opportunity to transform their ideas into concrete organisational activities. It is evident from the study that the full commitment of staff cannot be realised unless one addresses peoples psychological needs. To a large extent constructive criticism helps employees to make amend in their work places and perform optimally for the achievement of organisations objectives. Reduction of executive burnouts is very necessary for effective motivation of the workforce which is the most important asset in any public organisation. However, problems such as lack of good leadership, union activities, level of productivity and cost of living affect the effective and efficient use of non monetary incentive systems in public organisations contribute to executive burnouts.. The study therefore recommends that Public enterprises in Nigeria should embrace and adopt effective use of motivational instruments to effect the reduction of executive burnout in public sector organisations.INTRODUCTIONThere is no doubting the fact that despite modern technology explosion, the employee remains the most vital ingredient of modern industries. Every employee that renders services in an organization does so for a reward that will motivate him or her to perform that very task in the organization. Variance in reward system can therefore cause various degrees of employee satisfaction and/ or performance for the same calibre of secretaries and or employees. Researchers on the issue of differential employee job satisfaction or performance have not provided adequate remedy for poor employee satisfaction or performance. Hence, various organizations adopt various incentives, including reduction of executive burn outto motivate employees.

However, due to the fact that human responses and reactions are not predictable, the possibility that improved system would increase employee job satisfaction and/or performance cannot be guaranteed. Baridam, (2002) contends that the introduction of incentives scheme implicitly assumes that increased output will be obtained and that production system is deterministic in its responses, whereas in reality it is not.

Nteile, (1998) opines that money ranks lowly in workers reward expectation. Accordingly, what motivates employees is not outside motivation but the desire to do a good job. The organization does not have to pay more for the employee to work. But Nwachukwu, (1999) holds the view that the Nigerian worker is said to have high aspiration for money and wealth that is not just to live but more too for conspicuous leisure a situation, which completely negates Herzbergs postulation that money is not a motivator.

Thus, public organizations have always been faced with the problem of enlisting their members loyalty and commitment in the wake of various government pronouncements on employee salary adjustment and administration. The signs are obvious; low productivity, poor morale, sabotage, and above all high employee turnover.

There are various research findings and their interpretations bring us closer to the controversy of whether employees' motivation is directly related to organizational non monetary incentives. As a passionately observed there are increasing tendencies of employees' job turnover on account of low pay, this study therefore seeks to examine the effects of reduction of executive burn outon employees' motivation in public enterprises in Nigeria with reference to NNPC, Port Harcourt.Workers are demoralized because of the inequality and objectivity in incentives schemes. To the employee, the wage paid reflects his level of importance in the organization. It is the most potent qualitative measure attached to each position and, consequently, the individual who occupies it. In the wider society, it constitutes his purchasing power and influences his status. The employees are very sensitive about how much they are paid vis--vis other employees who occupy similar positions, not only in their own firm, but also in the entire industry. If equity does not prevail, he becomes dissatisfied and may decide to reduce his productivity or decide to resign.

The problem this study intends to address is, therefore to determine the extent to which reduction of executive burn outhave contributed in creating or forestalling employees' motivation, using NNPC as a case study. Every public organisation expects high productivity from its workers and therefore tends to ensure that the interests and needs of its workers are primary in order to meet its targets. It is common knowledge that some managers do not let their employees know what their responsibilities are in the performance of their jobs and are also not given the authority that is equal to their responsibilities. These needs could be in the form of the environment in which they work. Is the environment in which they work conducive? For example, no worker can perform if the room in which they carry out their duties is hot and the lighting not proper, so also, if the furnishing not comfortable. Our interest in this study is to examine the Effects of Reduction of executive burn outon Employees Motivation in Public Enterprises in Nigeria (A Case Study of NNPC)The major objectives of the study are:

1. To determine the extent to which reduction of executive burn out influences employees' motivation in Public Enterprises in Nigeria.

2. To ascertain to what extent the involvement of employees in decision-making influences employees' motivation in Public Enterprises in Nigeria.

3. To ascertain to what extent the treating of employees with respect influences employees' motivation in Public Enterprises in Nigeria.

4. To determine the extent to which constructive criticism of workers influences employees' motivation in Public Enterprises in Nigeria.

5. To determine the extent to which linking rewards to performance influences employees' motivation in Public Enterprises in Nigeria.

The following research questions have been investigated in this study:

1. To what extent does reduction of executive burn out influence employees' motivation in Public Enterprises in Nigeria?

2. To what extent does the involvement of employees in decision-making influence employees' motivation in Public Enterprises in Nigeria?

3. To what extent does the treating of employees with respect influence employees' motivation in Public Enterprises in Nigeria?

4. To what extent does constructive criticism of workers influence employees' motivation in Public Enterprises in Nigeria?

5. To what extent does the linking of rewards to performance influence employees' motivation in Public Enterprises in Nigeria?(BRIEF HISTORYOF NIGERIAN NATIONAL PETROLEUM CORPORATION (NNPC)

The Nigerian National Petroleum Corporation (NNPC) is the state public corporation through which the federal government of Nigeria regulates and participates in the country's petroleum industry.

NNPC was established on April 1, 1977 as a merger of the Nigerian National Public Corporation and the Federal Ministry of Mines and Steel. NNPC by law manages the joint venture between the Nigerian federal government and a number of foreign multinational corporations, which include Royal Dutch Shell, Agip, ExxonMobil, Chevron, and Texaco (now merged with Chevron). Through collaboration with these companies, the Nigerian government conducts petroleum exploration and production. In 2007, the head of the Nigerian wing of Transparency International said salaries for NNPC workers were too low to prevent graft, (Mojeed, 2011). The NNPC Towers in Abuja is the headquarters of NNPC. Consisting of four identical towers, the complex is located on Herbert Macaulay Way, Central Business District Abuja. NNPC also has zonal offices in Lagos, Kaduna, Port Harcourt and Warri. It has an international office located in London, United Kingdom, (Mojeed, 2011)..

NNPC Organisational Structure

The NNPC Group comprises the NNPC Board, the Group Managing Director's office, Six Directorates as listed below. Each of the Directorates is headed by a Group Executive Director (GED). Its Divisions are headed by Group General Managers (GGM) while its subsidiary companies are headed by Managing Directors. NNPC has several subsidiaries, two partly owned subsidiaries and 16 associated companies.

Directorates: Exploration and Production

Refining and Petrochemicals

Commercial and Investment

Finance and Accounts

Corporate Services

Gas and Power

Divisions and Subsidiaries:DivisionsSubsidiaries

National Petroleum Investment and Management Service (NAPIMS)Nigeria LNG Limited (NLNG)

Crude Public Marketing Division (COMD)Nigerian Petroleum Development Company (NPDC)

Research and Development (R&D)National Engineering and Technical Company (NETCO)

Engineering & Technology Division (ETD)Pipeline and Products Marketing Company (PPMC)

National Frontiers Exploration Services (NFES)Nigerian Gas Company (NGC)

Liquefied Natural Gas DivisionIntegrated Data Services Ltd (IDSL)

Group Public Affairs Division (GPAD)Warri Refining and Petrochemicals Company Ltd (WRPC)

Special ProjectsKaduna Refining and Petrochemicals Company Ltd (KRPC)

Renewable Energy Division (RED)Port-Harcourt Refinery Company Ltd (PHRC)

Nigerian Content Division (NCD)NNPC Retail Ltd

Upstream Business Development DivisionNigeria-Gazprom Ltd (NiGaz)

Group Human Resources DivisionNIKORMA Transport Ltd (NIKORMA)

Audit DivisionNIDAS Marine Limited

Information Technology DivisionHydrocarbon Services Company Nigeria Ltd (HYSON)

NNPC Medical ServicesNNPC Pension Fund Ltd

Corporate Planning and Development DivisionDuke Public Services Ltd (UK)

Gas Master PlanCalson Bermuda Ltd

Greenfield RefineriesNNPC Properties Ltd

Power DivisionBrass LNG Limited

Finance Division

Accounts Division

Downstream Business Development Division

Regulatory & Policy Compliance

KEYWORDS: Employees Commitment, Monetary incentives, Reduction

of Executive Burn out, Motivation, Performance

LITERATURE REVIEW

Motivation and Non Monetary Incentives

The term motivation is derived from the word motive which means a reason for action. A vast array of literature exists examining the concept of motivation within organizations. The term has been used to mean the contemporary (immediate) influences on the direction, vigor and persistence of action (Atkinson, 1964), how behavior gets started, is energized, is sustained, is directed, is stopped, and what kind of subjective reaction is present in the organism while all this is going on, (Baridam, 2002), a process governing choices made by persons or lower organisms among alternative forms of voluntary activity. (Vroom, 1964), psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed. (McClelland, 1975), a set of processes concerned with the force that energizes behavior and directs it toward attaining some goal. (Baron, 1983), an internal drive to satisfy an unsatisfied need, (Higgins, 1994). All these different definitions offer some implications about human behavior. First, there are some drives (needs) that make individuals behave in certain ways, and second, individual behavior is goal oriented. Motivation is a continuous process which starts with needs, continues with goal-oriented behavior and ends with the satisfaction of needs.

It is important to consider the role of individual characteristics because different individual needs and interests have to be compromised with the organizations. People are motivated by unmet needs and these varies from person to person according to their particular circumstances, values and beliefs, family, education, personality, and work experience etc. While some individuals may value a job with more creativity over a high-salaried job, others may seek to work more to earn more money. These demonstrate that differences in individuals can affect their work behaviors.

Variables originating from the nature of the job affect motivation in the sense that job related characteristics such as increased autonomy, the significance of the tasks, variety of activities and teamwork may result in improved motivation for some individuals. But here, it is important to consider the influence of individual characteristics at the same time, since everyone does not want -to the same degree-to have an enriched job, nor perform better when assigned to such a job. As a third level of influence, work environment is important for motivation regarding the quality of peer-group interactions, leadership styles and salary and reward systems. As shown in Hawthorne studies (Roethlisberger & Dickson, 1939) peer-group influence can affect an employees effort. In addition to this, supervisors can have a considerable influence in the motivational process. They have role in the structuring of work activities and the ability and freedom of employees to pursue their own personal goals on the job. Supervisors can provide feedback about the employees performance, as well as letting them to participate in the decision making process by asking their ideas. The nature of relationship between the superior and subordinates, effectiveness of communication among them also affects the motivational process. Finally, as part of the work environment, the existence and the degree of utilization of recognition systems can also affect how employees behave at work.

EQUITY THEORY AND REDUCTION OF EXECUTIVE BURNOUTEquity theory suggests that employees perceptions of a working situation in terms of how fairly they are treated compared with others influence their levels of motivation; motivation is a consequence of perceived inequity (Adams, 1965). According to equity theory, employees make comparisons. Employees determine their own work outcomes versus the effort or inputs required to achieve the outcomes, and compare these with outcomes and efforts of other employees. If they recognize that their compensation is equal to what others receive for similar inputs, they will believe that their treatment is fair and equitable. Education, experience, effort, ability etc. are the inputs to the job by the employees. Outcomes that employees receive from a job are pay, benefits, promotions and rewards etc. A state of equity refers to the ratio of one persons outcomes to inputs being equal to the ratio of anothers outcomes to inputs. Inequity takes place when the situation is reverse. For example, when an employee with a high level of education or experience receives the same salary as a new, less educated employee, he/she may perceive it as inequality. Or perceived inequity may occur when an employee thinks that he/she is paid more than other people who contribute the same inputs to the organization According to a major criticism, equity theory does not precisely characterize mental processes because it assumes that humans make mental lists of outcomes and their likelihood and sum them up systematically.

Adams (1965) pointed out that perceived inequity creates a tension that can motivate individuals to bring equity into balance, in four common ways: 1) Altering effort: Individuals may change their level of input to the organization. For example, underpaid individuals may decrease their level of effort or increase their absenteeism. Overpaid individuals may correct the inequity by working harder or getting more education 2) Altering outcomes: An underpaid person may request a salary increase, other forms of recognition or a bigger office. A union may try to improve wages and working conditions in order to be consistent with a comparable union whose members are paid higher (Samson and Daft, 2002).

3) Changing how people think about inputs or outcomes: According to research, people may alter perceptions of equity if they are unable to change efforts or outcomes (Samson and Daft, 2002). Thus, individuals may unnaturally increase the status attached to their jobs or distort others perceived rewards to ensure equity. 4) Leaving: Individuals who feel they lack equity in the work place may choose to quit their jobs rather than bearing the inequity of being underpaid or overpaid. They may seek balance of equity applying for new jobs.

The implication of equity theory for organizations is that, to motivate employees it is necessary to ensure a state of equity in the work place by establishing mechanisms to deal with perceived inequity situations. Otherwise organizations may face low motivation, low performance, high absenteeism and turnover. As it is mentioned before, a typical example of perceived inequity in a work organization is the situation of an employee who believes that his/her peers do not exert as much effort as him in the work place, although they are all getting the same amount of wage. Or an employee may think that he/she is performing well above the expectations but being treated the same as other employees who are just satisfying the expectations. This may lead employees to lose their motivation to do their best, to do more than what is expected from them, to be creative and to be problem solvers. In that kind of perceived inequity situations, employee may decide that his/her efforts do not make any difference to the organization, thus may stop working hard to make things fair in his/her mind.

In line with equity theory, a public employee in Nigeria, like other public employees who have job security and a fixed level of wage regardless of performance, may not be motivated to exceed expectations unless he/she is treated different from other employees when he/she makes a contribution. In other words, without an effective recognition mechanism, it may be expected that for most of the public employees, any attempt to exceed expectations will create perceived inequity in time, because their compensation will be equal to what others receive for less contributions. As it is emphasized, employees may lose their motivation in such cases and may decrease their level of effort in order to get rid of the tension created by perceived inequity. Thus, it is very important that in public sector of Nigeria, an effective recognition system should exist besides compensation and benefits, which will differentiate high level performing individuals from lower performing ones. In light of these, use of incentives becomes inevitable for public sector to motivate employees by acknowledging the contributions exceeding expectations.

This study proposes that non-monetary incentives, whether tangible, social or job-related, may be considered as the tool that is most appropriate for public sector to accomplish this objective. Non-monetary incentives offer variety of ways to recognize public employees besides compensation, such as letters of appreciation, plaques, gift certificates, tickets to events, a thank-you note, pat on the back, public recognition in a meeting, newsletter or bulletin board, opportunity to attend training program of interest, tasks with more responsibility etc. Moreover, as it is discussed in later sections, non-monetary incentives may be superior to monetary incentives in many aspects like cost, trophy value, separability from compensation, social reinforcement, justifiability etc. With the existence of non-monetary incentives to recognize good performance, those public employees may feel that their efforts make a difference to the organization and they are treated equitably. In turn, they may be more motivated to continue such contributions because theyll be differentiated from others who do not contribute as much but paid the same monetary compensation. To conclude, equity theory supports the idea that non-monetary incentives may be effective in motivating public employees.The Concept of Burnout

Burnout is a state of emotional, mental, and physical exhaustion caused by excessive and prolonged stress. It occurs when you feel overwhelmed and unable to meet constant demands. As the stress continues, you begin to lose the interest or motivation that led you to take on a certain role in the first place.

Burnout reduces your productivity and saps your energy, leaving you feeling increasingly helpless, hopeless, cynical, and resentful. Eventually, you may feel like you have nothing more to give.

Most of us have days when we feel bored, overloaded, or unappreciated; when the dozen balls we keep in the air arent noticed, let alone rewarded; when dragging ourselves out of bed requires the determination of Hercules. If you feel like this most of the time, however, you may have burnout.

You may be on the road to burnout if:

Every day is a bad day.

Caring about your work or home life seems like a total waste of energy.

Youre exhausted all the time.

The majority of your day is spent on tasks you find either mind-numbingly dull or overwhelming.

You feel like nothing you do makes a difference or is appreciated.

The negative effects of burnout spill over into every area of lifeincluding your home and social life. Burnout can also cause long-term changes to your body that make you vulnerable to illnesses like colds and flu. Because of its many consequences, its important to deal with burnout right away.

Dealing with Burnout: The "Three R" Approach

Recognize Watch for the warning signs of burnout

Reverse Undo the damage by managing stress and seeking support

Resilience Build your resilience to stress by taking care of your physical and emotional health

The difference between stress and burnout

Burnout may be the result of unrelenting stress, but it isnt the same as too much stress. Stress, by and large, involves too much: too many pressures that demand too much of you physically and psychologically. Stressed people can still imagine, though, that if they can just get everything under control, theyll feel better.

Burnout, on the other hand, is about not enough. Being burned out means feeling empty, devoid of motivation, and beyond caring. People experiencing burnout often dont see any hope of positive change in their situations. If excessive stress is like drowning in responsibilities, burnout is being all dried up. While youre usually aware of being under a lot of stress, you dont always notice burnout when it happens.

Stress Versus Burnout

StressBurnout

Characterized by overengagementCharacterized by disengagement

Emotions are overreactiveEmotions are blunted

Produces urgency and hyperactivityProduces helplessness and hopelessness

Loss of energyLoss of motivation, ideals, and hope

Leads to anxiety disordersLeads to detachment and depression

Primary damage is physicalPrimary damage is emotional

May kill you prematurelyMay make life seem not worth living

Source: Stress and Burnout in Ministry

Causes of burnout

In many cases, burnout stems from your job. But anyone who feels overworked and undervalued is at risk for burnoutfrom the hardworking office worker who hasnt had a vacation or a raise in two years to the frazzled stay-at-home mom struggling with the heavy responsibility of taking care of three kids, the housework, and her aging father.

But burnout is not caused solely by stressful work or too many responsibilities. Other factors contribute to burnout, including your lifestyle and certain personality traits. What you do in your downtime and how you look at the world can play just as big of a role in causing burnout as work or home demands.

Work-related causes of burnout

Feeling like you have little or no control over your work

Lack of recognition or rewards for good work

Unclear or overly demanding job expectations

Doing work thats monotonous or unchallenging

Working in a chaotic or high-pressure environment

Lifestyle causes of burnout

Working too much, without enough time for relaxing and socializing

Being expected to be too many things to too many people

Taking on too many responsibilities, without enough help from others

Not getting enough sleep

Lack of close, supportive relationships

Personality traits can contribute to burnout

Perfectionistic tendencies; nothing is ever good enough

Pessimistic view of yourself and the world

The need to be in control; reluctance to delegate to others

High-achieving, Type A personality

Warning signs and symptoms of burnout

Burnout is a gradual process that occurs over an extended period of time. It doesnt happen overnight, but it can creep up on you if youre not paying attention to the warning signals. The signs and symptoms of burnout are subtle at first, but they get worse and worse as time goes on.

Think of the early symptoms of burnout as warning signs or red flags that something is wrong that needs to be addressed. If you pay attention to these early warning signs, you can prevent a major breakdown. If you ignore them, youll eventually burn out.

Physical signs and symptoms of burnout

Feeling tired and drained most of the time

Lowered immunity, feeling sick a lot Frequent headaches, back pain, muscle aches

Change in appetite or sleep habits

Emotional signs and symptoms of burnout

Sense of failure and self-doubt

Feeling helpless, trapped, and defeated

Detachment, feeling alone in the world Loss of motivation

Increasingly cynical and negative outlook

Decreased satisfaction and sense of accomplishment

Behavioral signs and symptoms of burnout

Withdrawing from responsibilities

Isolating yourself from others

Procrastinating, taking longer to get things done Using food, drugs, or alcohol to cope

Taking out your frustrations on others

Skipping work or coming in late and leaving early

Preventing burnout

If you recognize the warning signs of impending burnout in yourself, remember that it will only get worse if you leave it alone. But if you take steps to get your life back into balance, you can prevent burnout from becoming a full-blown breakdown.

Burnout prevention tips

Start the day with a relaxing ritual. Rather than jumping out of bed as soon as you wake up, spend at least fifteen minutes meditating, writing in your journal, doing gentle stretches, or reading something that inspires you.

Adopt healthy eating, exercising, and sleeping habits. When you eat right, engage in regular physical activity, and get plenty of rest, you have the energy and resilience to deal with lifes hassles and demands.

Set boundaries. Dont overextend yourself. Learn how to say no to requests on your time. If you find this difficult, remind yourself that saying no allows you to say yes to the things that you truly want to do.

Take a daily break from technology. Set a time each day when you completely disconnect. Put away your laptop, turn off your phone, and stop checking email.

Nourish your creative side. Creativity is a powerful antidote to burnout. Try something new, start a fun project, or resume a favorite hobby. Choose activities that have nothing to do with work.

Learn how to manage stress. When youre on the road to burnout, you may feel helpless. But you have a lot more control over stress than you may think. Learning how to manage stress can help you regain your balance.

Recovering from burnout

Sometimes its too late to prevent burnoutyoure already past the breaking point. If thats the case, its important to take your burnout very seriously. Trying to push through the exhaustion and continue as you have been will only cause further emotional and physical damage.

While the tips for preventing burnout are still helpful at this stage, recovery requires additional steps.

Burnout recovery strategy #1: Slow down

When youve reached the end stage of burnout, adjusting your attitude or looking after your health isnt going to solve the problem. You need to force yourself to slow down or take a break. Cut back whatever commitments and activities you can. Give yourself time to rest, reflect, and heal.

Burnout recovery strategy #2: Get support

When youre burned out, the natural tendency is to protect what little energy you have left by isolating yourself. But your friends and family are more important than ever during difficult times. Turn to your loved ones for support. Simply sharing your feelings with another person can relieve some of the stress. The other person doesnt have to ret to fix your problems; he or she just has to be a good listener. Opening up wont make you a burden to others. In fact, most friends will be flattered that you trust them enough to confide in them, and it will only strengthen your friendship.

Burnout recovery strategy #3: Reevaluate your goals and priorities

Burnout is an undeniable sign that something important in your life is not working. Take time to think about your hopes, goals, and dreams. Are you neglecting something that is truly important to you? Burnout can be an opportunity to rediscover what really makes you happy and to change course accordingly.

Recovering from burnout: Acknowledge your losses

Burnout brings with it many losses, which can often go unrecognized. Unrecognized losses trap a lot of your energy. It takes a tremendous amount of emotional control to keep yourself from feeling the pain of these losses. When you recognize these losses and allow yourself to grieve them, you release that trapped energy and open yourself to healing. These may include the loss of:

Idealism or dream with which you entered your career

The role or identity that originally came with your job

Physical and emotional energy

Friends, fun, and sense of community

Self-esteem and sense of control

Joy, meaning and purpose that make workand lifeworthwhile

Coping with job burnout

The most effective way to combat job burnout is to quit doing what youre doing and do something else, whether that means changing jobs or changing careers. But if that isnt an option for you, there are still things you can do to improve your situation, or at least your state of mind.

Actively address problems. Take a proactive rather than a passive approach to issues in your workplace, including stress at work. Youll feel less helpless if you assert yourself and express your needs. If you dont have the authority or resources to solve the problem, talk to a superior.

Clarify your job description. Ask your boss for an updated description of your job duties and responsibilities. Point out things youre expected to do that are not part of your job description and gain a little leverage by showing that youve been putting in work over and above the parameters of your job.

Ask for new duties. If youve been doing the exact same work for a long time, ask to try something new: a different grade level, a different sales territory, a different machine.

Take time off. If burnout seems inevitable, take a complete break from work. Go on vacation, use up your sick days, ask for a temporary leave-of-absenceanything to remove yourself from the situation. Use the time away to recharge your batteries and take perspective.

Types of Reduction of executive burnout and Employees Want in the Workplace

The following reduction of executive burn out instruments or strategies have been identified by Enyioko, (2005) as positive motivators towards performance in the work place: 1. Opportunity to Learn, Develop and Advance as an Employee.Employees understand they need to grow, learn and develop new skills in order to advance. The ability to be able to choose their assignments and rise to new challenges offered by new responsibilities.

2. Flexible Hours.Family, children, friends, church, sports, hobbies and other activities all have demands on today's employees. A flexible schedule or the occasional afternoon off can help employees meet some of these obligations. By allowing some flexibility in an employees schedule you can increase their desire and motivation.

3. Recognition.In today's high paced work environment it is reported that employees consider recognition of their work and efforts rare and infrequent. Think about it - What better way to have an employee continue their good work and success then to offer them praise-verbal, written or ideally a public announcement.

4. The Opportunity to Contribute.- The opportunity to be part of the team.- To work closely with managers and management.- To be involved in key decisions.- To be listened to and heard.

5. Independence and AutonomyEmployees want to be able to work independently. They do not want someone constantly watching over them and questioning their every move. They like to receive their assignments -preferable with the time frame required for completion and then have the independence to complete the work given the guidelines and framework you have set on their own merits.

These benefits can go a long way in creating Employee/Employer loyalty and respect. This clearly demonstrates there are many points, besides money, to consider when you establish your management and employee policies.

Monetary Bonuses and Incentives versus Gifts & Awards Research on what employees value for rewards and recognition indicated a monetary reward only ranked 12th in a list of items important to employees. It is true, we all need money for the expenses of day to day living but studies indicate that when employees receive a monetary bonus it is typically used to pay bills, expenses or purchase something that the employee needs, not something they truly enjoy. Consequently money becomes a very in-personal gift.

Conversely, if you want to give a very sincere gift that not only says thanks but will help create the loyalty, dedication and motivation you would like your employees to have, consider a gift or award that will touch them personally. Something they will truly enjoy and use or something that brings them pleasure in their leisure or family time.

Factors that Essentially Contribute To Burnout1. Expectation of greater workload and longer hours2. Loss of individual autonomy, over scheduling, predictable income, loss of trust and respect of your professional role3. Pressure to take on more risks as your business system demands compliance and to decrease costs but increase quality4. Inability to balance personal and professional life5. Decreased company or peer socialization and collegiality6. Lack of positive and timely feedback from management or the owners of the company7. Difficulty in saying No (at work, home, church, volunteer activities, or in the community)8. Unrealistic expectations from customers or employees

Non-Monetary Methods of Motivation

People management - Non-financial methods of motivationMost businesses recognise the need for non-financial methods of motivation. The main ones are described briefly below:

Job enlargement

Job enlargement involves adding extra, similar, tasks to a job. In job enlargement, the job itself remains essentially unchanged. However, by widening the range of tasks that need to be performed, hopefully the employee will experience less repetition and monotony.

With job enlargement, the employee rarely needs to acquire new skills to carry out the additional task. A possible negative effect is that job enlargement can be viewed by employees as a requirement to carry out more work for the same pay!

Job rotation

Job rotation involves the movement of employees through a range of jobs in order to increase interest and motivation.

For example, an administrative employee might spend part of the week looking after the reception area of a business, dealing with customers and enquiries. Some time might then be spent manning the company telephone switchboard and then inputting data onto a database.

Job rotation may offer the advantage of making it easier to cover for absent colleagues, but it may also reduce' productivity as workers are initially unfamiliar with a new task. Job rotation also often involves the need for extra training.

Job enrichment

Job enrichment attempts to give employees greater responsibility by increasing the range and complexity of tasks they are asked to do and giving them the necessary authority. It motivates by giving employees the opportunity to use their abilities to the fullest. Successful job enrichment almost always requires further investment in employee training.

Team working and empowerment

As opined by Heller and Hindle, (1998) empowerment involves giving people greater control over their working lives. Organising the labour force into teams with a high degree of autonomy can achieve this. This means that employees plan their own work, take their own decisions and solve their own problems. Teams are set targets to achieve and may receive rewards for doing so. Empowered teams are an increasingly popular method of organising employees at work.

THE CAUSES OF EMPLOYEES LOW PRODUCTIVITY

Employees low productivity may arise as a result of several factors such as wage/salary deficiencies, acquisition of higher qualification or skill by employees, social-cultural consideration, government/economic policies, job dissatisfaction, poor supervisory style, and poor work environment.

Wages and Salaries: Wages / Salaries is typically the accumulated product of various component of pay, for example, rate, shift premium bonus and overtime allowance, transport allowance, housing allowance etc. This is an urgent means of achieving a minimum standard of living. Wages or money can be used as a reflection of other motivators apart from satisfaction of material wants. Monday, Holmes and Flippo,(1980)) attempted to determine the relative importance of incentives and salaries as factors causing low productivity. They came to the conclusion that the lack of incentives and equitable salaries, as compared with that in the industry, brings about job-dissatisfaction which may lead to low productivity. Monday, Holmes and Flippo,(1980)) using data from 29 organisations in the United States Government support for the hypothesis that certain collectives beginning contract policies e.g. he or she pay rates, sick leave benefits, might be strongly correlated to organizations turnover rate.

Government Economic Policies: Economic policies such as monetary and fiscal policies, structural adjustment programme (SAP), and commercialization and privatization programme etc have tremendous influence on employees' motivation as many employees have either been rendered or dismissed for lack of business or intended closure or business due to economic downturn. Johnnie, (1997), in a search for causes of mobility among pilots, foot balers and medical doctors in Nigeria discovered that the hash economic condition was responsible or contributory.

This phenomenon is more glaring in the manufacturing industry where most of their spare parts are imported. The public sector is also affected particularly on government parastatals. This inability to cope with the harsh situation causes the employer to pay lower salaries as compared to other employers in other industries which may leas to the workers exit from the organization. Stoner, (1995), attributes unemployment and redundancy to unfavourable economic conditions where the requirement to carry out work of a particular kind have censed or diminished. To reduce the carrying-cost, employers reduce their labour force popularly termed retrenchment.

Educational Factors: Ubeku, (1975 in support of the relationship between education and productivity stated that education was in an economic life. Therefore, lack of enhancement of ones skill and productivity is used as a key to higher income and results into mobility.

Job Dissatisfaction: Performance literally means to accomplish. Do you think a dissatisfied worker can perform a tentative answer will be simply No. As Baridam (2002) puts

It performance =Individual work organizational

Attributes effect support

It is believed that if an individual has the first two (i.e. attributes and work effect) but lacks the organization support, then he will be dissatisfied. This may lead to employees' motivation. Koontz, Odonnel, and Weihrich, (1980): after a review of previous work done on dissatisfaction and turnover expressed the view that turnover is expected to be higher among dissatisfied worker than satisfied worker to the extent that work dissatisfaction indicates. Ubeku (1975) in support of this view as stated by the factors which may be responsible are lack to independence, organizational prospects etc. these are mainly attributed by Newman, Logan and Hegarty,(1985) to individual needs and goals. Lack of satisfaction with work or work environment of a long time may lead to turnover. Monday, Holmes and Flippo, (1980) postulated that the removal of factors of dissatisfaction such as poor wages, poor working conditions and inadequate supervision which not drastically reduce soredome associated with the job. But when the job is loaded with achievements, and motivator perceived by employees, such as recognition associated with achievements responsibility and advancement, job dissatisfactory is reduced.

Supervisory Styles: Stoner, (1995), found that the best attendance record was regarded as having companys best supervisors. There is no disputing the fact that supervisors extent a lot of influence in the workers adjustment and integration into a work group. Baridam, (2002) attributed this to the ability of cash supervisor to effectively handle the human side of the organization. Pigors and Myers (1984) discovered that a participate supervisor succeeds in making the employees to know his contribution in the scheme of things. Employees who have strong sense of participation and were aware of the relationship of their job to the overall production and better attendance records. So as the quality of supervision increases the turnover rate reduces.

Work Environment: Johnnie, (1997), Monday, Holmes and Flippo, (1980) found that poor working environment leads to mobility. Poor lighting, poor drainage and crowded condition of work correlates with mobility. Pleasant surroundings, good employees welfare programmes are always reducing absenteeism or tardiness to work, Newman, Logan and Hegarty,(1985) found poor working condition to gave a relationship with tardiness. This view was upheld by Pigors and Myer (984) but it can also be due to lack of knowledge of organizational culture.

REWARD SYSTEM AND NON MONETARY INCENTIVESA reward system should influence employee to work effectively in the organisation. It should also have a positive impact on employee's satisfaction and morals. Enyioko, (2005), further asserts that a reward system must accomplish four things if it is to be truly effective. First, it must enable people to satisfy their basic needs. In terms of Maslow's hierarchy of needs, for example, rewards should enable employees to satisfy the first two levels of needs.

Secondly, an effective reward system should provide rewards comparable to those offered by other organizations. In equity theory, employees at one firm will experience inequity if they think that their inputs to outcome ratios are higher than those of employees at some other firm. This can result in decreased effort on increased productivity. Thirdly, rewards must be distributed fairly and equitably within the organisation as people are more likely to compare themselves with others in the same firm than with workers elsewhere, hence, perception of equity come into play. Fourth, an effective reward system must recognize the fact that different people have different needs and may choose different paths to the fulfilment of those needs. Some people want economic gain whereas others want more leisure time. Some people may want to earn more money by simply working longer hours in their current positions while others may prefer to earn more money through promotions and new job opportunities.

According to Ogbeide (1990:21), a reward system contains arrangement in .the form of processes, practices, structures, subsystem and. procedures which will be concerned with providing and maintaining appropriate types and level of pay benefits and other forms of reward.

Component of a Reward System and IncentivesThe components of a reward system consist of financial rewards (basic and performance pay) and employee benefits, which together comprise total remuneration. They also include non-financial rewards (recognition, praise, achievement, responsibility and personal growth) and in many cases, a system of performance management. In the view of Opubriri (1993:34-40), the macro elements of the system are:

1. Processes of measuring the value of jobs, the worth of individuals in those jobs and the range and level of employee benefits to be provided. These processes consist of market analysis, job evaluation and performance management.

2. Practices for motivating people by the use of financial and non-financial rewards. The later will be provided generally by the culture and values of the organisation and specifically by the quality of management and leadership, the work itself and the opportunities given employees to develop their skills and career within the organisation.

3. Structures for relating pay and benefit level, the value of positions in the organizations job hierarchy, and for providing scope of rewarding people according to their performance, skill and experience.

4. Systems for providing financial rewards and incentives to people according to individual, group or organizational performance.

5. Procedures for maintaining the system and for ensuring that it operates efficiently and flexibly and provides value for money.

PROBLEMS IN IMPLEMENTING WAGE/SALARY AND NON MONETARY INCENTIVE SCHEMES

Generally, the following problems hinge upon the effective implementation of compensation management.

i)Trade Union and Employees Attitudes:Very often trade union officials and employees are very critical in terms of pay. For instance, the Nigerian Labour Congress has persistently continued to demand for increment of workers pay from time to time.

ii)Getting managers to Change:one of the critical factors in Nigeria business/industry is the reluctance to agree to new methods more especially in terms of wage and incentive schemes. This is particularly the case with small bureau managers who have had business managers who have had no formal education/training in managerial techniques (Nwachukwu, 1985)

iii)Prevailing Wage Rate:Some jobs are paid more than is indicated because of market forces for instance work like a computer analyst would likely attract more pay relative to his counterparts in other fields

iv)Productivity:A company must make profit to survive without profit the company cannot attract investors therefore, a company cannot pay its workers more than what they produce in the firm (Ogbeide, 1990).

v)Government Regulations:Government makes laws that regulate compensation management such laws include minimum wage rate act, maternity protection act, etc. In Nigeria presently, the minimum wage rate per month is N=7,000. Therefore every employer is expected to take this into consideration while looking for a worker.

REWARD AND PERFORMANCE

A great deal has already been said and written about reward and performance. Theoretically, the correlation between them is clear. Reward should serve to motivate performance by satisfying work, related needs. What we often ignore is practice, however, people vary in the importance they attach to various rewards and no universal reward system is available that will motivate all employees equally (Baridam, 2002).

In fact, the empirical evidence regarding the influence of specific rewards on work performances is mixed. The most studied reward is money. Studies of the influence of pay as observed by Ahiauzu (1981) has been found to the positively associated with performance. A number of considerations are important in reacting to the finding, first reduction of executive burn outare only one of a broad array of rewards important to employees. In cases where a wage incentive would be expected to have little effect on performance. A successful incentive formula depends upon a judgement regarding a reasonable amount of work for each incentive payment. Time and motion study is used to make this determination. What time and motion analysts judge to be reasonable are often in disagreement (Koontz, etal 1980).

Another factor in work groups distrust of incentive formula is the fear of working oneself liberally out of job. The belief is that if one works too fast and produces so much in a short period of time, management may have no further use for employees until demand for the work arises again. Group after like to slow the pace of work in order to maintain stable employment. Finally, equity norms can be violated by some members in a group that are on incentive while others remain under their normal time form of payment. In such cases, it is quite possible that an employee who has been earning less than another under the time basis can earn more when placed on an incentive plan. A further consideration regarding the uncertain effect of incentive wage plan on performance is the finding that although many firms believe that they have tied pay to performance. In fact, pay policies tie rewards closely to such factors as age, seniority, qualification, job placement, sex, position, etc (Ogbeide, 1990).

Secrecy is another consideration regarding the influence of reward on performance which many organisation continue to uphold as a strict policy. The most common justification for such a policy is that public disclosure of pay package would constitute an invasion of individuals privacy. A less frequently sited reason for secrecy is that the pay itself is in equitable, and management fears that publicity concerning it would lead to unrest and disaffection among employees. Behavioural scientists have pointed out that secrecy policy crumples the effectiveness with which management can link pay and performance if employees cannot get feedback regarding the relative rewards they have to receive for the effort, pay cannot be expected to have any significant effect on behaviour (Herzberg, 1959, and Baridam, 2002). The problem is made even worse by the assumption that secrecy about pay does not exist people concertedly misperceive the actual pay rates of others in the organisation. It is equally found that managers tend to over-estimate the income of other managers in the organisation. Such non-perfection can lead to dissatisfaction with pay and negate any motivational impact of a reward system. Theoretically, at least, if a company ants to link pay with performance, it must provide information about relative rate pay.

A popular, although arguably simplistic way of thinking about employees performance is in terms of seeing it as a function of the interactive of ability and motivation. Figure 2.1 show the association relationship between ability performance motivation and opportunity.

Figure: 21: OPPORTUNITY TO PERFORM

Motivation

Opportunity

Source: ELLIG, B.H. (1997): Compensation Management: Its Past, its future Personnel Journal Vol. 54 No. 3 (May) PP41-52

From figure 2.1, we have seen that opportunity to perform is a function of ability and motivation as enunciated by Eligg (1997). Symbolically, Performance = f (A x M) which means that performance is a function of ability and motivation. If either is inadequate, performance will be negatively affected. Ability is individuals intelligence and still if we are to be able to explain accurately and predict employees performance we need to add opportunity to perform to our equation performance = f (A x u x o). even though an individual may be willing, there may be obstacles that hinder performances, in this case he should be given opportunity to prove his worth. This is shown in figure 2.1. when one attempts to assess why an employee may be performing to the level that one believes he/she is capable of supporting the management and the environment it becomes clearer why opportunity should be recognised.

Employees Commitment:Tendency of an employee giving total loyalty to his work with zeal and desire required in performing such work in order to achieve a given target.

Motivation: Motivation is a theoretical concept that accounts for the fact that people choose to engage in particular behaviour at a particular time .

Monetary incentives: Monetary incentives involve granting of reward in terms of money such as commissions, bonuses etc.

Non-monetary or non-cash incentives: Non-monetary or non-cash incentives do not involve direct payment of cash and they can be tangible or intangible. Some examples of this kind of incentives are; encouraging the employees by providing them with autonomy in their job and participation in decision making, assigning challenging duties, improving working conditions, recognizing good work through small gifts, letters of appreciation, plagues, tickets to restaurant etc.Performance: This is a process of achieving a given standard at a given period of time. It is also an ability to carry out a given activity effectively and efficiently.Research MethodologyQuasi-experimental research design, which is called survey, is adopted in this study.

Sampling ProcedureThe sample (respondents) for this study consisted of workers and management staff of NNPC in Port Harcourt. However, the sampling technique adopted for this study i.e. for the selection of the sample (respondents), is the simple random sampling technique.

Data Collection MethodsThe primary data in this study were collected through the questionnaire Data Analysis Techniques

Descriptive and inferential/statistics were used to analyze the data for this study. The descriptive statistics have been used for the analyzing and understanding of any treatment of numerical data, which does not involve generalization while the inferential statistics are used to make generalization, predictions or estimations about a given data. In this study, percentage, ratios, frequency distribution and other statistical tools have been used. RESULTS

Out of the one hundred and twenty five (125) copies of questionnaire administered, one hundred and thirteen (113) respondents returned their copies of questionnaire. However, after editing the copies of questionnaire, 102 copies were found useful for the study, and this figure represents 81.60% response rate based on the ones found useful. The finding are presented, analysed and discussed by using the 102 respondents found relevant for the study as follows:

Table 1Administration and Collection of Questionnaire and their

Response Rate

Groups / RespondentsNumber of Questionnaire AdministeredNumber of Questionnaire

ReturnedNumber of Questionnaire

Found UsefulResponse Rate Based on Number of Questionnaire

Found Useful

Clerks / Receptions25232184

Supervisors / Accounts Officers30272687

Secretaries22201882

Managers15131173

Controllers1211867

Marketers15141387

Directors65583

Total12511310281.60

Source: Survey Data, 2014Table 1 shows that a total of 125 copies of questionnaire were administered on the workers of Nigerian National Petroleum Corporation (NNPC). Of this number, one hundred and thirteen (113) respondents returned their copies of questionnaire. After going through the returned copies of questionnaire, one hundred and two (102) copies were found relevant for the study. This number found useful represents 81.60 % response rate. All the discussions in this study are done based on this figure. Directors, Managers, Accounts Officers, Marketers Managers, Supervisors, Clerks/Receptionists constituted the respondents for the study.RESEARCH QUESTION 1

To what extent does reduction of executive burn out influence employees' motivation in Public Enterprises in Nigeria?

Table 2: The Extent to Which Reduction of Executive Burn out Influences Employees' Motivation in Public Enterprises in Nigeria

OptionsNumber of respondentsPercentage outcomes

To a very large extent1919%

To a large extent1717%

To a moderate extent2827%

To a low extent2625%

To a very low extent1212%

Total102100%

Source: Survey Data, 2014.Table.2 shows that 19% of the respondents indicated that to a very large extent the reduction of executive burn out influences employees' motivation in Public Enterprises in Nigeria, 17% of the respondents indicated that to a large extent the reduction of executive burn out influences employees' motivation in Nigerian organisations while 27% of the respondents indicated that to a moderate extent the reduction of executive burn out influences employees' motivation in Public Enterprises in Nigeria organisations. Table 3.2 equally shows that 25% of the respondents indicated that to a low extent the reduction of executive burn out influences employees' motivation in Public Enterprises in Nigeria while 12% of the respondents indicated to a very low extent to the question.

RESEARCH QUESTION 2

To what extent does the involvement of employees in decision-making influence employees' motivation in Public Enterprises in Nigeria?

Table 3: The Extent to Which the Involvement of Employees in Decision-

Making Influences Employees' Motivation in Public Enterprises

in Nigeria OptionsNumber of respondentsPercentage outcomes

To a very large extent1818%

To a large extent1010%

To a moderate extent88%

To a low extent3534%

To a very low extent3130%

Total102100%

Source: Survey Data, 2014.Table 3 shows that 18% of the respondents indicated that to a very large extent the involvement of employees in decision-making influences employees' motivation in Nigerian public enterprises; 10% of the respondents indicated that to a large extent the involvement of employees in decision-making influences employees' motivation in Nigerian public enterprises while 8% of the respondents indicated to a moderate extent to the question. Also 34% of the respondents indicated that to a low extent the involvement of employees in decision-making influences employees' motivation in Nigerian public enterprises. Only 30% of the respondents indicated that to a very low extent the involvement of employees in decision-making influences employees' motivation in Nigerian public enterprises.RESEARCH QUESTION 3

To what extent does the treating of employees with respect influence employees for employees' motivation in Public Enterprises in Nigeria?

Table 4: The Extent to Which the Treating of Employees with Respect

Influences Employees' motivation in Public Enterprises in

NigeriaOptionsNumber of respondentsPercentage outcomes

To a very large extent4039%

To a large extent2524%

To a moderate extent2020%

To a low extent1010%

To a very low extent77%

Total102100%

Source: Survey Data, 2014.Table 4 shows the extent to which the treating of employees with respect influences employees' motivation in Nigerian public enterprises. Forty (39%) of the respondents indicated to a very large extent to the question; 25 (24%) of the respondents indicated to a large extent; 20 (20%) of the respondents indicated to a moderate extent that the treating of employees with respect influences employees' motivation in Nigerian public enterprises, 10(10%) of the interviewed staff indicated that to a low extent there is relationship while 7(7%) of the respondents indicated to a very low, extent that the treating of employees with respect influences employees' motivation in Public Enterprises in NigeriaRESEARCH QUESTION 4

To what extent does constructive criticism of workers influence employees' motivation in Public Enterprises in Nigeria?

Table 5: The Extent to Which Constructive Criticism of Workers

Influence Employees' Motivation in Public Enterprises in NigeriaOptionsNumber of respondents

Percentage outcomes

To a very large extent3837%

To a large extent2625%

To a moderate extent2020%

To a low extent66%

To a very low extent1212%

Total102100%

Source: Survey Data, 2014.The presentations in table 5 show that 38(37%) of the respondents indicated that to a very large extent constructive criticism of workers influences employees' motivation in Public Enterprises in Nigeria; 26(25%) of the respondents indicated to a large extent; 20(20%) of the respondents indicated to a low extent, 6% the respondents indicated to a low extent while 12(12%) of the respondents indicated to a very low extent that constructive criticism of workers influences employees' motivation in Public Enterprises in Nigeria?

RESEARCH QUESTION 5

To what extent does the linking of rewards to performance influence employees' motivation in Public Enterprises in Nigeria?

Table 6: the Extent to which the linking of rewards to performance

influences employees motivation in Public Enterprises

in NigeriaOptionsNumber of respondentsPercentage outcome

To a very large extent88%

To a large extent2120%

To a moderate extent1616%

To a low extent5251%

To a very low extent4 4%

Total102100%

Source: Survey Data, 2014Table 6 shows the presentations of the respondents opinions on the extent to which the linking of rewards to performance influences employees' motivation in Nigerian public enterprises. 8% of the respondents indicated to a very large extent; 20% of the respondents indicated to a large extent to the question; 16% of the respondents indicated to a moderate extent that the linking of rewards to performance influences employees' motivation in Nigerian public enterprises; 51% of the respondents indicated to a low extent to the question; while 4% of the respondents indicated that to a very low extent the linking of rewards to performance influences employees' motivation in Nigerian public enterprises.

Table 7: Key Non Monetary Variables for motivating employees

in the public enterprises in NigeriaOptionsNumber of Respondents

N=102Percentage Response

Ratings

Match to jobs 7876%7th

Use of goals 8381%5th

Check the system for equity9694%1st

Keep employees informed 9391%2nd

Maintain high standards8179%6th

Outline job responsibilities 9189%3rd

Maintain an open door policy9189%3rd

Ask for suggestion 8886%4th

Treat employee with respect 7472%8th

Be aware of the morale level of

employees 7068%9th

Source:Survey Data, 2014.

Table 7 shows the various non monetary measures or strategies that could be used to influence employees in the public enterprises. From the data, it is seen that Check the system for equity came first as 94% of the respondents indicated this, thereby placing the option 1st in the rating. Followed in that order is Keep employees informed which has been rated 2nd by 91% of the respondents. Outline job responsibilities and Maintain an open door policy came 3rd in the rating of the strategies for motivating employees in the public enterprises in Nigeria; this is because 89% of the respondents indicated these options. The 4th strategic option for motivating employees in the public enterprises in Nigeria; is Ask for suggestion indicated by 86% of the respondents. Use of goals came 5th in the rating as 81% of the respondents indicated this. Another strategy for motivating employees in the public enterprises in Nigeria is Maintain high standards which has been indicated by 79% of the respondents, thereby placing the option 6th in the rating. Match to jobs is another factor identified by 76% of the respondents for motivating employees in the public enterprises in Nigeria, placing the option 7th in the rating. Equally, 72% of the respondents identified Treat employee with respect as one of the major strategic options for motivating employees in the public enterprises in Nigeria placing the option 8th in the rating. Finally, 68% of the respondents identified 'Be aware of the morale level of employees as another strategy for motivating employees in the public enterprises in Nigeria, thereby placing the option 9th in the rating.

Table 8: Major Factors Affecting the Effective Use of Non Monetary Incentives in Public Enterprises in Nigeria

OptionsNumbers of Respondents N=102Percentage ResponseRating

Level of productivity of the organisation100981st

Size of the Organisation94924th

Cost/standard of living in the country97952nd

Prevailing market wage rate88866th

Employee turnover95933rd

Government policies and rules/regulations85837th

Bad organizational structure84828th

Change toward adopting equitable compensation81799th

Lack of objectives9492 4th

Problem from the labour union91895th

Employee truancy/attitude91895th

Source: Survey Data, 2014.

Table 8 shows Major factors affecting the effective incentives of labour in public enterprises in Nigeria. The first challenge or problem from the exercise as indicated by 98% of the respondents is Level of productivity of the organisation this is followed by Cost/standard of living in the country, indicated by 95% of the respondents. The third challenge identified by 93% of the respondents is Employee turnover while the fourth challenges affecting the effective incentives of employees in public enterprises in Nigeria indicated by 92% of the respondents are: Size of the Organisation and Lack of objectives. Also the data in table 4.12 reveal that 89% of the respondents indicated Problem from the labour union and Employee truancy/attitude as the 5th factors constituting challenges or problems to the effective incentives of employees in public enterprises in Nigeria.

. The 6th problem identified by 86% of the respondents is Prevailing market wage rate. Equally, Government policies and rules/regulations have been identified by 83% of the respondents as the 7th factor affecting employees incentives. The data show that Bad organizational structure is a major challenge facing the public enterprises in Nigeria in incentives of employees as indicated by 82% of the respondents. Finally, 79% of the respondents indicated that Change toward adopting equitable compensation is the 9th major challenge facing the public enterprises in Nigeria in incentives of labour.

DISCUSSION OF FINDINGS

In the two previous sections of this chapter we have presented and analysed the datas. This section leaves us with the option of discussing the findings with critical examination of their implications on the study.

The study has revealed that individuals in public enterprises have different needs, problems and ways to contributions. To a large extent the recognition of these differences through effective job evaluation and performance appraisal helps individuals to undergo corrective measures to improve their performances. Some workers have the needs for power, while many others have the needs for afflation. The identification of the individuals with various classes of needs enables the manager to know the type of reduction of executive burn out/ instruments to be applied on the worker in order to elicit their optimum commitment in the organisation. The studys findings agree with McClellands needs theory of incentives which insists that the recognition of special needs of workers are of immense relevance to managers since all must be identified to make organisation work well (McClelland 1965: 6-24). Nelson (2006:8) in his work 1001 Ways to Energise Employees identified variables such as the non monetary incentives, performance appraisal, job content evaluation, matching people with job and individualization of reward systems as the major panaceas for motivating employees in an organisation. To a very large extent, the findings of the study tarry with Nelsons submissions; because one of the sweetest things an upcoming employee likes to hear is the news that he/she is recognised and appreciated by his organisation.

Participative decision making allows the employee to contribute his/her ideas in the day to day running of the organisation. By allowing the employees to be part of the decision making in their organisations, they feel free to make suggestions that would help move the enterprise forward, the study has equally revealed. Likert (1967:32) opines that involving employees in decision making allows for participative management for which the management has confidence in their staff and the staff feel responsible in accomplishing organisational mission. Involvement of employees in decision making encourages communication and team work, the study revealed. It is found in this study that involving employees in decision making is one of the best approaches to influence employees to achieve maximum profit and attraction of customers in the organisation. The study has equally revealed that respect for workers contribution gives them the opportunity to transform their ideas into concrete organisational activities. It is evident from the study that the full commitment of staff cannot be realised unless one addresses peoples psychological needs. Heller and Hindle (1998:267) say that research has shown that most management activities are directed towards intellectual needs and respect. Some attention is paid to the expression of individuality and emotional attributes. In this regard, respect for employees becomes very essential for the achievement of organisational objectives as the co-operation and inputs of workers are needed before any meaningful project could be executed. It is therefore imperative that a manager shows his staff that they are needed and respected in the organisations and their opinion equally sought in most vital enterprise decisions. Cook (1991:39) observes that employees incentives should evolve around; asking employees for suggestions, building respect pattern for employees, recognising employees contributions in the organisation and outlining job responsibilities for employees. The study agrees with Cooks research.

The study reveals that employees desire and crave for respect just like the management. The implication of this is that employees that are treated with respect feel committed to put in their best towards the attainment of any objective set out by the organisation.

To a large extent constructive criticism helps employees to make amend in their work places and perform optimally for the achievement of organisations objectives, the study has revealed. Just like runners, managers and employees need opponents (who can give them constructive criticism) or pace setters to produce their best performance. The study has revealed that this is necessary and or desirable in organisations because the process known as benchmarking measures comparable performance to set targets that the company seeks to exceed. This drive for excellent performance can be very critical as the evaluator can be very critical on the employee if the benchmark is not met or exceeded. The method is very rewarding because it helps influence the employee to perform exceptionally.

According to Akwaowo, (2000): , a reward system contains arrangement in .the form of processes, practices, structures, subsystem and. procedures which will be concerned with providing and maintaining appropriate types and level of pay benefits and other forms of reward. The study has revealed that to a large extent linking of rewards to performance influences employees' motivation in Public Enterprises in Nigeria. CONCLUSION

Reduction of executive burn outare very necessary for effective motivation of the workforce which is the most important asset in any public organisation. However, problems such as lack of good leadership, union activities, level of productivity and cost of living affect the effective and efficient use of compensation/reward systems in public organisations.

From the findings in this study, it is very clear that: Reduction of executive burn outaffect employees' motivation in Public Enterprises in Nigeria. Equally, the linking of rewards to performance induces employees' motivation in Public Enterprises in Nigeria. Also the involvement of employees in decision-making encourages employees' motivation in Public Enterprises in Nigeria.

RECOMNMENDATIONS

In the light of the findings of this study, the following recommendations are evident:

i) Public enterprises in Nigeria should embrace and adopt effective use of necessary reduction of executive burn out/ instruments that are result oriented.

ii) Government should evolve progressive policies that could adequately encourage the public sector to use compensation/reward systems for greater productivity in this sector in order to minimize employees' motivation.

iii) Public enterprises in Nigeria should minimize the quest for lukewarm attitude and the marginalisation of employees which lead to employees' de-motivation and the eventual collapse of such public enterprises in Nigeria. They should recognise the importance of human resource and utilise same appropriately through the best incentives arrangement.

iv) Managers of public enterprises in Nigeria should not constitute stumbling blocks to progressive changes that can see for the betterment of workers through the progressive use of reduction of executive burn out/ instruments. v) Public enterprises in Nigeria should integrate effective reduction of executive burn out/instruments strategies in their human resource managerial kits so that workers could adequately be influenced to do their works.

vi) Progressive organisations should employ in their managerial sector proactive and studious managers who could effectively use the various kinds of reduction of executive burn outinstruments, to influence workers to perform optimally in public enterprises in Nigeria..

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Ability

Performance

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