CHAPTER ONE

1.1  BACKGROUND TO THE STUDY

Management can do its job only through motivating people to work for organizational objectives. But it is impossible to understand motivation without considering what people want and expect from their jobs. Majority of organization behaviourist believe that the most critical element in an organization is the human factor, (Joe Ona 1982).

       No matter how much organizations change and management theories develop human aspect of an organization remain central, hence the essential requirements for future managers will continue to include knowledge about people. Infact, most organizational behaviourist agreed that healthy organizations must have preparederance of good wakers. People who are highly motivated and derive a great deal of satisfaction from what they are doing. In contrast they believe that sick or unhealthy organization seem over loaded with poorly motivated people, dissatisfied and frustrated infact most authorities in behavioural science believe that only true motivation is an internal feelings that courses one to behave the way he/she does. This is because individuals are usually more productive when doing a task simply because they want to do it, not because they feel that they have to do it.

       Thus, it is imperative that the best a manager can do is to create an environment that is motivational to employees. The more managers are able to take into account the unique needs expectations and the level of aspiration of individual employees, the more successful. Such managers will be in creating a motivating climate wherein each workers and the more such workers can produce because of their irrespective internal behavior but what is this motivation? What leads to motivated behaviour? Why do people behave the way they do? However the concept of motivation is based on this questions particularly the question of the why’s of behaviour.