For every organization to have continuity, especially media houses, there is a need for high level of commitment and general performance of its staffs. Therefore, the need to properly motivate employees to ensure high morale is essential....
moreFor every organization to have continuity, especially media houses, there is a need for high level of commitment and general performance of its staffs. Therefore, the need to properly motivate employees to ensure high morale is essential. In this study, attention is given to BUK FM, Kano to evaluate the extent to which the FM Radio policy motivation has affected staff job performance. thus, the researcher tries to examine the perception of staff work experience and decision to stay. He also identifies challenges and opportunities that motivate staff while in the same line, this also proposes new mechanisms that would further enhance staff morale and subsequent job performance.
Motivation and job performance are crucial part of management, especially in media houses. That is why this essay is focusing on BUK FM as one of the media houses, and how the management use motivation policy to influence job performance.
MOTIVATION:
Motivation is the action of initiating, guiding, and encouraging someone to be goal-oriented so that they act inspired and achieve great things. This inspiration can be felt from within or someone else can ignite such feelings in others.
The word motivation is derived from Latin word “Movere” meaning o move. Hoy and Miskel opined that motivation is used to describe he complex forces, drives, tension state or other mechanisms that initiate and maintain voluntary activities directed towards the achievement of goal. Benson and Steiner (1964) described motivation as “an inner state that activates and moves.” Motivation is defined as “the intention of achieving a goal, leading to goal directed behavior.” (Columbia encyclopedia, 2004). Being motivated means the person is trying hard to accomplish a certain task based on certain factors. Motivation is clearly important for positive performance.
Ability—having the skills and knowledge required to perform the job—is also important and is sometimes the key determinant of effectiveness. Finally, environmental factors—having the resources, information, and support one needs to perform well—are also critical to determine performance.
What makes employees willing to “go the extra mile” to provide excellent service, market a company’s products effectively, or achieve the goals set for them? Answering questions like this is of utmost importance to understand and manage the work behavior of our peers, subordinates, and even supervisors. As with many questions involving human beings, the answers are anything but simple. Instead, there are several theories explaining the concept of motivation
According to this equation, motivation, ability, and environment are the major influences over employee performance. Mitchell, (1982). Porter, & Lawler, (1968) cited in Carpenter, Bauer, & Erdogan, (2012).
Mathis and Jackson (1982) put it thus “it is an emotion or desire needs) wants, drives and other semantically similar words as move”), operating on a person and causing the person to act.
Motivation according to this definition is much more concerned with the “whys” rather than “hows”, the whats and the wants of human behaviour. It attempts to account for the drives inside an individual other than describing the individual’s actions or behaviour.
Donelly, Gibson and Ivochivich (1984) 0pined that from a manager’s perspective a person who is motivated could be described as:
• The person works hard
• The person sustains a pace of handwork
• The person directs his behavior towards important goals.
The term "motivation" describes why a person does something. It is the driving force behind human actions. Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. According to Koontz and O' Donnell “Motivation refers to the way in which urges, drivers, desires, aspiration, striving or needs direct, control or explain the behavior of human beings.” For instance, motivation is what helps you lose extra weight, or pushes you to get that promotion at work. In short, motivation causes you to act in a way that gets you closer to your goals. Motivation includes the biological, emotional, social, and cognitive forces that activate human behavior. Motivating employees is the number one problem facing today's economic environment. Employees are no longer interested in working overtime, or be punctual, according to: (Mata, Silva, Vieira, Carraça, Andrade, Coutinho, et al, 2009). “Motivation is generally more internally or more extrinsically oriented”. The old belief was that if you pay people properly, they will be motivated. However, today we may realize that people work only for money, but, meanwhile, they want to be satisfied with what they do.
Motivation is an important part of the media management process. Media Managers must build a true positive incentive structure that provides everyone that type of satisfaction that he is sensitive to. Individuals are unique and group norms differ from one organization to another. What can motivate a group of employees may have the opposite effect on another group.
Motivation also involves factors that direct and maintain goal-directed actions. Although, such motives are rarely directly observable. As a result, people must often infer the reasons why people do the things that they do based on observable behaviors.
Motivation is defined as “the intention of achieving a goal, leading to goal directed behavior.” (Columbia encyclopedia, 2004). Being motivated means the person is trying hard to accomplish a certain task based on certain factors. Motivation is clearly important for positive performance.
Ability—having the skills and knowledge required to perform the job—is also important and is sometimes the key determinant of effectiveness. Finally, environmental factors—having the resources, information, and support one needs to perform well—are also critical to determine performance.
What makes employees willing to “go the extra mile” to provide excellent service, market a company’s products effectively, or achieve the goals set for them? Answering questions like this is of utmost importance to understand and manage the work behavior of people peers, subordinates, and even supervisors. As with many questions involving human beings, the answers are anything but simple. Instead, there are several theories explaining the concept of motivation
According to this equation, motivation, ability, and environment are the major influences over employee performance. Mitchell, (1982). Porter, & Lawler, (1968) cited in Carpenter, Bauer, & Erdogan, (2012).
Definitions of Motivation According to Some Scholars
• “Motivation is a general term applying to the entire class of drives, needs, wishes and similar forces.” Mr. Brech. “Motivation is defined as the inner urge that moves or prompts” (Resnick, 2007).
• In furtherance, “Motivation is self-focused” (Bowman, 2007).
• Also, “Motivation is what moves us to act” (McDonough, 2007).
• “Motivation is the ‘want-to’ component of individuals’ actions” (King, & Teo, 2012)
• In continuation, “Motivation is an inner drive” (Locke & Baum, 2006).
• “Motivation is level of effort” (Pew, 2007).
• “Motivation is dependent on 3 psychological processes: arousal, direction and intensity” (Curral, L., & Marques-Quinteiro, 2009).
The process theories focus on explaining how individual behaviour is energized, directed and stopped. The integrative approach attempts to synthesize ideas of other theories of motivation and job satisfaction.
Nmadu (1998) in her book titled Human Resources Management described motivation “as the willingness to exert high level of efforts towards organizational goals, conditioned by the efforts ability to satisfy some individual needs.” While general motivation is concerned with effort towards any goal, the researcher narrows the focus to organizational goals in order to reflect his singular interest in work related behaviour.
JOB PERFORMANCE:
Job performance is defined as ‘actions specified and required by an employee’s job description and thus mandated, appraised, and rewarded by the employing organizational goals in order to reflect his or her singular interest in work related behavior.
The definition of job performance might seem straightforward at first thought – it's about how well or poorly employees do their jobs. But when you consider the impact that job performance has on your business, it's essential to take a more in-depth look. Keep in mind how one bad worker can spoil the bunch, but on the other hand, exemplary employee performance can boost morale and the bottom line. Give the latter crew their due to encourage them to keep up the good work. As for poor performers, when your business is in the hands of a seemingly incapable worker, act fast; The rate of business survival is slim enough without poor performers at the helm or on the company deck. Learn as much as you can about how to enhance job performance, then implement protective measures to keep your business and its crew "sailing" in the right direction.
An entrepreneur might assume that job performance is only about how well employees perform their duties. However, job performance involves various factors. For example, you might expect a particular employee to add substantial value to your company because he's capable of performing his task at a high level. But "job performance" involves both "task performance" and "contextual performance." For example, a shoe salesperson's task performance is evaluated on how many pairs of sneakers, sandals or work boots she sells on average per day, week or month. Her contextual performance rates how well she gets along with co-workers and customers, how effectively she solves problems that affect the team or company and how she keeps busy during slow periods.