CHAPTER ONE

1.0 INTRODUCTION

This chapter reviews the background of the study, statement of the problem, the objectives of the
study, research questions, and statement of hypothesis, scope and definition of the study, the
significance of the study, justification of the study and operational definition of terms. The goal
of the study is to find out how intrinsic factors affect employee productivity. The current study
demonstrates the link between intrinsic motivation and employee productivity because intrinsic
motivation elements are critical role in increasing workers’ efficiency. Therefore, the present
study demonstrates the effects of intrinsic factors on employees’ work efficiency for their
goodwill.

1.1 BACKGROUND OF THE STUDY

In today's economy, a motivated workforce represents both, competitive advantage and a critical
strategic asset in any work environment (Rohini, 2016). Similarly, motivation has dominated
many organizational studies because every organization hopes to see employees attain superior
performance (Ojo, 2009).

Organizations increasingly rely on their employees' creative ideas and innovative impulses as
work becomes more dynamic and knowledge-based. Creativity and innovation among
knowledge workers are crucial for an organization's competitive advantage since they serve to
improve an institution's performance and innovative power (Anderson et al., 2014; Liu et al.,
2016). In general, creativity is defined as the development of useful and unique ideas, whereas
innovation is defined as the application of these ideas (Anderson et al., 2014).

According to research, three things in particular boost creativity: motivation, talents, and
creativity-related processes (Hirst et al., 2009; Richter et al., 2012; Amabile and Pratt, 2016).
Motivation is sometimes referred to as "the core of organizational behavior" (Gagné, 2014, p.
414) since it has a significant impact on staff performance and productivity (Cerasoli et al., 2014;
Amabile and Pratt, 2016). Intrinsic and extrinsic motivation are two types of motivation that
govern the direction, intensity, and persistence of performance behaviors (Cerasoli et al., 2014;
Deci et al., 2017). When pecuniary or social factors are expected, extrinsic incentive leads to
engagement (Amabile et al., 1994). Employees who are genuinely motivated, on the other hand,
do activities simply because they are interesting and enjoyable (Deci et al., 1999; Amabile and
Pratt, 2016).

Throughout the last three decades, the positive impact of intrinsic motivation on creativity and
innovation was highlighted while extrinsic motivation was often seen as controversial and has
been less investigated in this context (Amabile et al., 1995; Anderson et al., 2014). Employers
cannot, however, assume that their employees are always intrinsically driven because only a
small percentage of people find their occupations attractive enough to work without being paid
or receiving other benefits (Deci et al., 2017). As a result, intrinsic motivators must be
considered in order to improve work efficiency, creativity, and innovation. HRM techniques, for
example, are intended to influence employee motivation and, as a result, outcomes such as
creative and inventive performance (Byron and Khazanchi, 2012; Cerasoli et al., 2014; Ryan and
Deci, 2017).

1.2 STATEMENT OF THE PROBLEMS

Motivation is among the most discussed, debated, and researched topics in the history of
industrial and organizational psychology and human resources management. Because of the role
motivation plays in employee performance, many organizations have studied the impact of
intrinsic motivation on job performance and organizational commitment. However, few
organizations are willing to invest in non-financial incentives and schemes because the focus is
on financial rewards, and non-financial rewards have become increasingly overlooked (Chiang &
Birtch, 2012). It is on this basis Cheema and Shujaat (2013) opined that organizations, regardless
of sector, size or industry require a motivated workforce that ensures efficiency, high
organizational output and prosperity.

This apart, Reinholt (2006) argued that for a long time, the motivation literature in organizational
science has been divided into two camps. This position too was supported by Çınar, Bektaş and
Aslan (2011) who opined that the organizational economic position focuses on extrinsic
motivation and the organizational behaviour position emphasizes intrinsic motivation. It is on
this basis that this study tends to evaluate to find out the aspects of organizational policy that
influence job satisfaction of employees, estimate the influence of supervision on work efficiency
of employees, estimate the influence of working condition on job satisfaction of employees as
well as assess the influence of relationship with peers on work effectiveness among employees.

1.3 OBJECTIVE OF THE STUDY

The broad objective of the research is to establish the nexus between intrinsic motivation and
work efficiency among employees of FMC Umuahia.

The specific objective of this study therefore includes:

i. To find out the extent organizations’ human resource policies influence job satisfaction
among Employee in FMC Umuahia.

ii. To find out the extent Non-monetary types of rewards influence decreases in turnover
rate.

iii. To examine the extent job rotation influence productivity among employees.

iv. To examine the relationship exists between job involvement and employee commitment.

1.4 RESEARCH QUESTIONS

The following research questions were raised to guide this research work:

i) What are the organizational HRM practices that influence job satisfaction of employees
in FMC Umuahia?

ii) To what extent does Non-monetary rewards influence turnover rate?

iii) To what extent does job rotation influence productivity among employees?

iv) What is the relationship that exists between job involvement and employee
commitment?
1.5 RESEARCH HYPOTHESIS

This study utilized the use of the null hypothesis whereby the researcher predicted the following:

Ho1: Good work-life balance, promotion opportunities and job Security are the organizational
HRM practices that influence job satisfaction of employees in FMC Umuahia.

Ho2: The extent Non-monetary rewards influence turnover rate is not significant.
Ho3: The extent of job rotation influence productivity among employees is not significant.

Ho4: The relationship that exists between job involvement and employee commitment is not
significant.

1.6 SIGNIFICANCE OF STUDY.

The significance of any human endeavour is measured by its relevance to solving human
problems. The findings of this study would facilitate policymakers in FMC Umuahia to identify
ways to enhance work efficiency and job satisfaction among employees in FMC Umuahia. The
study would serve as a reference for students who may wish to use this article for reference.

1.7 JUSTIFICATION

Despite the vast amount of research focusing on intrinsic and extrinsic motivation, the effects of
intrinsic motivators on work efficiency have been scarcely investigated in Federal Medical
Center Umuahia. The present study investigates synergistic intrinsic motivators that
organizations such as FMC Umuahia can use to foster creativity and work efficiency of their
intrinsically motivated knowledge workers.

1.8 SCOPE AND DELIMITATION OF THE STUDY

The scope of this study is limited to geographically. Geographically, the study concentrates on
employees in FMC Umuahia North LGA of Abia State from the period of 2017 to 2020 while
virtually all the medical institutions in Abia state Nigeria experience it.

The study is focused on the influence of intrinsic motivation on work efficiency. It will also
involve the analysis of organizational policies that influence job satisfaction of employees in
FMC Umuahia Abia State Nigeria.

1.9 DEFINITION OF TERMS

Some terms were used many times in this chapter, they require proper explanation to improve the
understanding of the topic. In some instances, opinions of scholars are cited to explain the terms
even as we also give some fundamental definition of each of the terms:

FMC: Federal Medical Center.

Motivated workforce: The psychological process that gives behavior purpose and direction is
referred to as motivation. Maintaining a motivated workforce is vital for a variety of reasons,
including attracting new employees and assisting in the retention of outstanding employees
already on staff.

Competitive advantage: A competitive advantage separates a business from its rivals. Higher

prices, more customers, and brand loyalty are all benefits. One of the most essential goals of any
organization is to achieve such an advantage.

Strategic: Strategic Thinking: Critical Skills Needed. Strategic thinking is a method for

defining how people consider, evaluate, envision, and construct the future for themselves and
others.

Superior performance: Superior Performance means exceeding the expected standard specified

for the position in terms of quality and/or quantity, resulting in demonstrable advantages to the
department or work unit's purpose and objectives; and/or achieves significant benefits to the
public.
Dynamic: Dynamic describes a person, place, or thing that is energetic and active. A dynamic
personality is likely to be amusing, lively, and enthusiastic; a quiet, mousy disposition is not
dynamic.

Knowledge-based: founded on an accumulation of facts or information.

Creative ideas: The act of bringing new and inventive ideas to life is known as creativity. The
ability to perceive the environment in new ways, to discover hidden patterns, to establish
connections between seemingly unrelated phenomena, and to generate solutions are all
characteristics of creativity.

Innovative impulses: that component of intellect marked by creativity in problem-solving and

thinking. Divergent thinking is a creative skill that involves thoughts deviating in multiple
directions in search of solutions.

Intrinsic motivation: The act of performing something without any visible external incentives is
known as intrinsic motivation. You do it because it's fun and intriguing, not because there's an
external incentive or pressure to do it, like a prize or a deadline.

Organizational commitment: Organizational commitment is defined as a psychological

perspective on a member's attachment to the organization for which he or she works.

Geography: seeks to understand where things are found.