EFFECT OF MOTIVATION AND TRAINING ON THE PRODUCTIVITY OF AN ORGANIZATION

TABLE OF CONTENT
Title Page - - - - - - - - - - i
Certification- - - - - - - - - - ii
Dedication - - - - - - - - - - iii
Acknowledgement - - - - - - - - iv
Table of contents - - - - - - - - - v
Abstract - - - - - - - - - - vi
CHAPTER ONE: INTRODUCTION
1.1 Background of the study - - - - - - - 1 – 3
1.2 Statement of the problem - - - - - - - 3 – 4
1.3 Objectives of the study - - - - - - - 5
1.4 Research Questions - - - - - - - - 5
1.5 Hypothesis - - - - - - - - - 6
1.6 Significance of the study - - - - - - - 6
1.7 Scope of the study - - - - - - - - 7
1.8 Limitation of the study - - - - - - - 7 – 10
1.9 Plan of the study - - - - - - - - 10 – 11
1.9.1 Definition of terms - - - - - - - 11
CHAPTER TWO : LITERATURE REVIEW
2.1 Introduction - - - - - - - - - 8
2.2 Concept of motivation and training - - - - - 12 – 15
2.3 Theories of motivation - - - - - - - - 16 – 21
2.3.1 Motivation in Nigerian banking industry - - - - 21 – 23
2.4 Factors that trigger training - - - - - - - 23 – 24
2.5 Aims of training - - - - - - - - 24
2.6 Benefits of training to organization - - - - - 24 – 26
2.7 Benefits of training to employees - - - - - - 26
2.8 Types of training - - - - - - - - 27 – 30
2.9 Appraisal of training- - - - - - - - - 30
2.10 Methods of evaluation - - - - - - - 31
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction - - - - - - - - - 31
3.2 Population - - - - - - - - - 31
3.3 Sampling Techniques - - - - - - - 32
3.4 Sampling size - - - - - - - - - 33
3.5 Method of data collection - - - - - - - 33 – 34
3.6 Data analysis techniques - - - - - - - 34
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.0 Introduction - - - - - - - - - 35
4.1 Ananlysis, Interpretation and Presentation of Data - - - 35
4.2 Testing of hypothesis - - - - - - - 43 – 6
4.3 Discussion of Findings - - - - - - - 47
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary - - - - - - - - 47 – 48
5.2 Recommendation - - - - - - - - 48 – 49
5.3 Conclusion - - - - - - - - - 49 – 50
Reference - - - - - - - - - - 51 – 54
Appendix - - - - - - - - - - 55
Questionnaire - - - - - - - - - 56 – 59

ABSTRACT

The research work assesses the effect of motivation and training on the productivity of an organization (a study of Guaranty Trust Bank Nigeria Plc). However, the two sources of data gathering were used and questionnaires were distributed to 70 staffs of the bank. Descriptive statistics (Frequencies, Mean, and percentage) were used in the study answer the three research questions as posed for the study and regression analysis technique was used to test the hypothesis that guided this research work. It was revealed according to the findings of the study that fringe benefits, promotion, and loans such as mortgage and cars, enhanced salaries are what motivate employees to give out their best. Also staff training and development according to this study has significant effect on organizational effectiveness and that staff training and development has enhanced employee’s performance in Guaranty Trust Bank Plc. The study shows that training and motivation have positive impact on the performance of employees. Therefore, the study concludes that motivation and training are vital tools to achieve organizational effectiveness in Guaranty Trust Bank Nigeria plc.

CHAPTER ONE 1.1 INTRODUTION
The market of organizations is dynamic and hence poses challenges for survival to them. Organizations therefore have to strive intensely to be stable in such a competitive sphere of their businesses. Organization that wants to see the limelight must place strong emphasis on human capital in order to gain edge over rivals and be financially sound in the long run. However, there are several factors that are responsible for organizational success and the chief amongst them is effective and efficient employees (Devar 2006). With current global economic trend, most employers of labour have realized the fact that for organizations to compete favorably, the performance of their employees goes a long way in determining the success of the organization (Nilson, 2007). Also business organizations have discovered that good remuneration is one of the best policies that must be adopted in order to increase their workers performance and in turn the organization productivity (Sheba, 2011). When employees are trained, they will be aware of their job specifications, skills needed to perform each job.
Employee training is needed to increase the performance of the employees; if employees well and would be able to use new technology (Appiah 2010; Harrison 2009). Employee training and development have been said to be vital element of strategic human management, as well as a means of reducing uncertainty in the market place and achieving organizational goals( Hogber 2005). The main goal of employees’ development is to help the organization achieve its mission and business goals (Pinnington & Edwards, 2000).

The commercial banks play important role in the economic development and their employees are the best sources of delivering good services to their customers. Warmth services of the bank employees are what define the customers’ perception of the bank either been positive or vises. The motivations of bank employees play a major role in achieving high level of satisfaction among its customers (Petcharak, 2004). All organization are concerned with what should be done to achieve sustained high levels of performance through people. In any competitive society, workers are one of the tools for economic progress (Lipsey 2008). Attention is given duly to employees welfare because without a dedicated workforce an organization crushes. Training makes employees more knowledgeable about their work and take pride in their performances and hence work better to achieve personal and organizational goals (Sepulveda, 2005).
A number of related work has been done which includes Oloko (2003), Kayode (2003), Nwachukwu ( 2004), Meyer and Nguyen (2005) and Egwurudi (2008). In Nigeria, interest in the deployment of training to influence workers performance began in 1970’s. The performance of workers has become important due to the increase concern of human resources and personnel experts about the level of outputs obtained from workers due to poor remuneration. This research will be helpful to understand the importance of training and the impact of motivation on performance which is conventionally believed to be positive. This work enhances knowledge on factors of performance and suggests that organizations gives preference to training of employees and motivating them respectively. In this view, the study will attempt to evaluate the impact that motivation and training have on employee performance in order to address the problems arising from motivational approaches in organizational settings. Until the employees of any organization are satisfied with it, and are motivated for the task fulfillment goals achievement and encouraged, none of the organization can achieve success (Nishtha&Amit, 2010). These issues all for research efforts, so as to bring to focus how an appropriate measure can be taken by employers to train and organize reward packages to influence workers to develop positive attitude towards job and thereby enhance the organizational productivity.

1.2 STATEMENT OF PROBLEM
Over the years, employees have come to be recognized as the singular most important asset in business organizations due to the crucial role they play in helping organizations achieve their corporate objectives (Debrah & Ofori 2006, 440). Organizations are realizing that they have to establish an equitable balance between the employee’s contribution to the organization and the organization contribution to the employee (Hortwiz & Muuka 2004). Establishing this balance is one of the main reasons to reward employees.

In Nigeria today, the general state of poverty makes economic reward a very important reason why people go out to work, thereby making money to rank highly as a critical motivator (Muo, 2007).This situation has made it imperative for Nigerian workers to pay particular attention to human resource (HR) practices which have direct bearing on their financial rewards and social status. One of such HR activities is training and motivation of staff, which is the focus of this study.

In the light of the foregoing, this study set out to investigate how an appraisal system that is anchored mainly on one job component, that is, research output, affects the motivation and overall performance of employee. Furthermore, although a number of studies have examined effect of training on employees performance (Shahzad et al, 2008; Anjum et al, 2011; Akinyele, 2010; Ahmad, 2011; Rasheedet al, 2011; Aslam, 2011), none of these studies focused on evaluation of motivation and training on productivity.

1.3 JUSTIFICATION FOR THE STUDY
Independent assessments have been carried out on the impact of motivation and training on the productivity of employees in organization and questions have been raised on how to adequately motivate and train the workforce towards higher efficiency. This research work will attempt to find the relationship between motivation and raining on productivity of workers.

1.4 AIMS AND OBJECTIVES OF THE STUDY
The outcome of this research work is to achieve the following objectives: 1. To measure the relationship between training and performance of employees. 1. To examine the impact of training and motivation on the performance of employees in the banking sector of Nigeria. 2. To assess the various motivational packages utilized by GTBank.

1.5 RESEARCH QUESTIONS
This study is focused on answering the following research questions: 1. What is the relationship between training and performance of employees in an organization? 2. What is the impact of training and motivation on employees’ performance? 3. What are the motivational packages utilized by GTBank?

1.6 HYPOTHESIS
The formulated hypothesis to be test for this study is as follows
HO: Training and motivation improve productivity and better employee performance.
H1: Training and motivation does not improve productivity and better employee performance.

1.7 SIGNIFICANCE OF THE STUDY
This study will be of value to both public and private firms as it reveals what actually motivate an employee in the workplace and its effect on organizational productivity and performance. The finding from this study will provide vital information to policy makers in an organization and human resource managers in banks will be able to consolidate or rethink ways of training and motivating their staffs. It will help the management of GTBank to better channel their resources to minimize conflicts situations in the work place. The study is also expected to add to knowledge of academicians, HRM, public relations and administrations and researcher for further studies.

1.8 SCOPE OF THE STUDY
The study is limited only to two key resource components which are manpower training and motivation in the banking sector. The study will also aim at using GTBank for opinion sampling.

1.9 LIMITATION OF THE STUDY
The study is limited to Guaranty Trust Bank Nigeria PLC, Abuja zone and its employees due to time constraint and for a better research work.

1.9.1 DESCRIPTION OF THE STUDY AREA
1.9.2 Geographic Description
The study area for this research is Abuja, the capital of Nigeria. The city occupies a land area of 8,000 Square Kilometres which doubles the land area of Lagos state, the Nigeria’s commercial city. Abuja is bordered on the North by Kaduna State; on the West by Niger State the location of the university where this research is done; on the south by Plateau and Kogi states. Abuja falls within latitude and North of the Equator and Longitude and.
One beautiful feature about Abuja which it derives from its central location is that it shares the savannah grass with the north. And the overall effect of this is that Abuja has rich soil for Agriculture and enjoys an equable climate that is neither too hot nor too cold all year round.
The FCT experiences two weather conditions in the year. These are the rainy season which begins around March and runs through October, the dry season (usually characterized by bright sunshine) which begins from October and ends in March. Within these periods, there is a brief period of harmattan occasioned by the north east trade wind, with a resultant dusty haze and intense coldness and dryness. Nevertheless, the high altitude and undulating topography of the FCT act as a modulating influence which makes the weather always pleasant.

1.9.3 HISTORICAL DEVELOPMENT
The present Suleja was formally known as Abuja, a sparsely populated town with a population of about 500,000 people; it was completely rural with little or no infrastructure until the enactment of Decree No. 6 of 1976.
Before the 1976 Decree, a committee ('The Aguda Panel')was commissioned to go round the country in search of a suitable location for the New Federal Capital with two major points of reference; a region that is sparsely populated and that is centrally located. And the region now known as Abuja met these requirements and hence became the recommended location for the New Federal Capital. The acceptance of the recommendation of the committee, led to the enactment of Decree No. 6, of 1976,] the Federal Capital Territory Act, and this became the blueprint for the re-location of the new Federal Capital from Lagos to Abuja.
The town originally known as Abuja was later renamed Suleja, while the name “Abuja” was reserved for the capital-to-be.
In order to realize the objective of developing Abuja, the new Capital City, into a masterpiece on the African continent, the Federal Government established the Federal Capital Development Authority (FCDA) as the sole agency vested with the responsibility of planning, designing and developing the city.

1.9.4 ADMINISTRATIVE STRUCTURE
The Federal Capital Territory is governed by a Minister (appointed by the President) who heads the Federal Capital Territory Administration, FCTA. The FCTA was created on 31st December 2004; before the creation of FCTA, the territory was governed by the Ministry of the Federal Capital Territory (MFCT).
The current Minister of FCTA is Senator Bala Mohammed.
The Minister of State FCTA is Bar Oloye Olajumoke Akinjide.
The Permanent Secretary, FCTA is Engr. Johnny Obinna Chukwu.
The Federal Capital Territory Administration (FCTA) has seven administrative structures called secretariats. Each secretariat is headed by an Executive Secretary. The Executive Secretaries report to the Permanent Secretary. The Secretariats are;• Education secretariat• Transport Secretariat• Agriculture and Rural Development• Health and Human Services• Social development Secretariat• Legal Services Secretariat• Area Council secretariat | FCT AREA COUNCILS * Abuja Municipal Area council * Abaji Area council * Gwagwalada Area council * Kuje Area council * Bwari Area council * Kwali Area council |
The area councils are equivalents of Local government areas in other states of Nigeria. The area councils are headed by elected chairmen.

1.9.1 DEFINITION OF TERMS
Motivation: motivation can be understood as the desire or drive that an individual has to get the work done. Motivation is an art targeted to getting people work willingly, and an art of inducing one to behave in a particular manner to achieve a task. (Farland et al, 2011).
Training: Training is the systematic process by which employees learn skills, information or attitudes to further organizational and personal goal (Carrel et al 2006).
Employee Productivity: Productivity is defined as the efficiency with which things are being produced (John & Lee 2003).
Employee performance: employee performance is defined as the job related activities expected of a worker and how well those activities were executed.

CHAPTER TWO
2.1 Introduction
This chapter attempt to review literal works on the subject of motivation and training, how it has evolved over time and an effort also made on how to bridge the gap of the current knowledge that exist in related literatures.

2.1 The Concept of Motivation and Training
In Nigeria, a lot of research work has been done in the area of motivation and training, some of which are Nwachuckwu (2004), Kayode (2003), Oloko (2003), Meyer and Nguyen (2005). In the study carried out by Jibowo (2007) on the effect of motivators and hygiene on job performance among a group of 75 agricultural extension workers in Nigeria. The study basically adopted the same method as Herzberg et al (1959) and it shows some support for the influence of motivators on job performance. Motivation and training has been the focus of many studies over the years, Raja et al (2011) conducted a survey with 100 samples and it resulted in a positive correlation between employees motivation and organizational competitive advantage. Organizations need to satisfy both extrinsic and intrinsic factor to workers to get the best out of them.

Motivation according to Bulkus & Green (2009), is derived from the word” motivate” means a move, push or influence to proceed for fulfilling a want. Bartol and Martin (2008) describe motivation a s a power that strengthen behavior, give route to behavior and triggers the tendency to continue (Farland et al, 2011). This explanation identifies that to be able to attain assured targets; individuals must certainly be satisfactory active and be clear about their determinations. Also motivation is an advancement of moving and supporting goal directed behavior (Chowdhury, M.S, 2006). It is an internal strength that drives individual to accomplish personal organizational goas (Reena et al, 2009). Motivation is a set of courses concerned with a kid of strength that boosts performance and directs towards accomplishing some definite target (Kalimulla et al, 2010).
Nwachuckwu (2004) blamed the productivity of Nigerian workers on several factors: among which is employer failure to provide satisfactory bonus for hard work and indiscipline of the favoured class that proudly display their wealth, which is very demoralizing to the working class and as a result reducing productivity.
The rapid change in technologies and the need for updating the knowledge of their workers and reducing the gap between the skills required and those possessed have made managers conscious of the pressing need to invest in employees training (Chiaburu & Marinova 2005). According to McDowall and Saunders (2010), training is a focused and time framed activity that help build more interpersonal and organizational skills and change behaviors that will lead to improve individual, team, and organizational performance.
A comprehensive number of studies reveal that training has a positive effect on workers performance (Chil et al, 2008; Awangm et al. 2010).best performances from employees this days could only resulted from updates of knowledge. And hence training must be integrated into an organized and formal system if the objectives of employees and organization are to be achieved. Acton and Golden (2003) indicated that a well engineered training initiatives lead to increased organizational strength, job related employee competencies, and job satisfaction. Khan et al 2011 found a significant correlation between the employees training and their resultant performance in accomplishing different tasks in Pakistan.

The drastic changes in technologies and the need for updating the knowledge of their workers and reducing the gap between the skills required and those possessed have made managers conscious of the pressing need to invest in employees training (Chiaburu & Marinova 2005). It has been largely argued in the literature that training helps employees improve their efficiency in their present job role and helps them to perform to a standard that enables the organization to gain competitive advantage in its market (Huang, 2001; Van der Klink et al., 2002; Spears and Parker, 2002; Winfred et al., 2003; Morin and Renaud, 2004; Chiaburu and Tekleab, 2005; Thang and Ghent, 2008; Dumas and Hanchane, 2010; Pineda, 2010; Sultana et al., 2012; Vaddeswaram, 2012). According to McDowall and Saunders (2010), training is a focused and time-framed activity that helps build more interpersonal and organizational skills and change behaviours that will lead to improve individual, team, and organization performance.

2.3 Brief history of Guaranty Trust Bank Plc
Guaranty Trust Bank Plc also known as GTB is the biggest and one of the most profitable banks in Nigeria whose head office is based in Victoria Island, Lagos. It is one of the biggest companies in entire Western Africa. Guaranty Trust Bank plc was incorporated as a limited liability company licensed to provide commercial and other banking services to the Nigerian public in 1990. The Bank commenced operations in February 1991, and has since then grown to become one of the most respected and focused banks in Nigeria.
Guaranty Trust Bank plc as a pioneer in introducing many innovative products and marketing concepts in the domestic banking sector, represent a milestone in the banking history of Nigeria as it started an era in modern with customer satisfaction measured as a focal objective while doing business.
Guaranty Trust Bank today offers the widest range of personal banking solutions and is a tough leader in the retail banking space. Apart from a strong technology that supports the Bank’s electronic service delivery systems such as the internet banking, mobile banking (mobile money) and ATMs, Guaranty Trust Bank plc continues to increase its distribution network in a strategic manner.
Due to strong information technology, high standards of corporate governance, innovation and prudential risk management Guaranty Bank plc have proven its superiority amongst other.
The Bank has over 5000 employees.

2.4 THEORIES OF MOTIVATION
Although, there exist different theories of motivation, the most influential according to kreitner (2007) are four which are: Maslows needs hierarchy theory, Herzbergs two factor theory, expectancy theory, and goal setting theory. This four are discussed intensely as they approach motivation from different angles and teaches the relevance of motivation to work.
2.3.1 Maslow Needs Hierarchy Theory
This theory was propounded by a psychologist, Abraham Maslow in 1943 and it holds that people are motivated by a predictable five step hierarchy of needs. This theory has strong influences on those interested in work behavior.
Maslows views about motivation is that people always have needs, and once they are relatively fulfilled, others emerge in a relatively sequence to take its place. From bottom to top , Maslow hierarchy needs includes physiological, safety, love self esteem , and self actualization needs. According to Maslow, most individuals are not consciously aware of these needs, yet we a l supposed to proceed up the hierarchy needs, one level at a time. That is lower needs have to be satisfied before the next higher level need would motivate employees. The need for self actualization can rarely be satisfied.

2.3.1 Herzberg’s Two Factor Theory
Frederick Herzberg in 1950s according to Kreitner (2007) proposed a theory of employee motivation based on satisfaction. This theory implied that a satisfied employee has an intrinsic motivation i.e. from within to work harder and that a dissatisfied employee is not self motivated. Herzberg work categorized motivation into two factors which uncover the two classes of factors associated with employee satisfaction and dissatisfaction. As a result, his concept was called Herzberg two factor theories. The categorized Herzberg theories of motivation are Motivators’ and Hygiene’s. Motivator or intrinsic factors such as achievement and recognition, produces job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produces job dissatisfaction. The key point about hygiene factors is that it is their absence, particularly when they suddenly removed, that causes dissatisfaction at work (Centres and Bugental 2007). Providing them doesn’t motivate employees to work harder, except perhaps for a short period of time, after which they can no longer motivate employees thereby they seek new improvements. The reason that providing or improving hygiene factors fails to motivate employees is that they are not dependent on how hard employees work. The distinguishing feature of motivation factors is that employees can only get them by the way they work, unlike hygiene factors are just there regardless of how hard anyone works (Akerele 2001). This set of factors includes bonuses, recognition and a sense of achievement and intrinsic enjoyment of the work itself. Being given extra responsibilities and career advancement are also motivation factors in Herzberg’s theory. Presumably, these factor motivates employees to work harder as they can see directly their efforts and an encouraging outcome which makes them feel is worth their strives. Hygiene factors, say a bigger office that are provided if an employee achieves a certain target or performance level, would then become motivation factors because getting them is a direct result of the employee efforts.

2.3.2 Expectancy Theory
The expectancy theory of motivation is a process theory, based on the assumption that human beings are purposive and rational, aware of their goals and behaviour (Vroom, 1964 in Harder, 1991; in Isaac et al., 2001; in Robbins, 2003). Essentially, in view of Morris (2000), the theory states that the strength of individuals’ motivation to do something will depend on the extent to which they expect the results of their efforts, if successfully achieved, to contribute towards their personal needs or goals. This theory which is based largely on Vroom’s idea according to Morris (2000) suggested that the strength of an individual’s motivation is the product of the following two factors: I. The strength of their preference for a certain outcome. Vroom called this valence. It may be represented as a positive or negative number, or zero – since outcomes may be desired, avoided or considered with indifference. I. The individuals’ expectation that the outcome will result from certain behaviour. Vroom called this subjective probability: it is only the individual’s “expectation”, and depends on their perception of the probable relationship between behaviour and outcome. As a probability, it may be represented by any number between 0 (no chance) and 1(certainty) (Vroom, 1964; in Ferris, 2007).
In short, Vroom’s theory in the words of Linder (2006) is based on the belief that employee effort will lead to performance and performance will lead to rewards. Rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated.
Conversely, the more negative the reward the less likely the employee will be motivated.

2.3.5 Goal-Setting Theory
Think of the three or four most successful people one know personally in view of Kreitner (2007), their success may come via business or professional achievement, politics, athletics, or community service. Chances are they got where they are today by being goal-oriented. In other words, they committed themselves to (and achieved) progressively more challenging goals in their professional and personal affairs. Biographies and autobiographies of successful people in all walks of life generally attest to the virtues of goal setting (Locke and Latham, 2002). Accordingly, goal setting is acknowledged today as a respected and useful motivation theory. Within an organizational context, goal setting is the process of improving individual or group job performance with formally stated objectives, deadlines, or quality standards ((Konopaske and Werner, 2002)).
In summary, one can deduce from all the above theories of motivation that motivation directs individual behaviour. Motivation is an important area of study for managers because it helps them to better understand the most valuable resource people. That is, it is the interests of an employer to know how to motivate employees’ behaviour for the employer’s benefit. That is the study of motivation is concerned with why people behave in a certain way or choose a particular course of action in preference to others. The underlying concept of motivation is some driving force within us by which we attempt to achieve some goal in order to fulfill some needs or expectations. People manifest a variety of economic, social and intrinsic needs and expectations in the workplace.

Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. It must be noted that motivation is the result of the interaction of the individual and the situation. Certainly individuals differ in their basic motivational drive. So, work motivation is the set of internal and external forces that cause an employee to choose a course of action and engage in certain behaviours which will be directed at the achievement of an organizational goal. Motivation is still the one thing that makes people productive in their jobs.

2.4 Motivations in the Nigerian Banking Industry
Different types of motivation are shown in the Annual Reports and Accounts of the 24 commercial banks in Nigeria. One interesting thing here is that all the banks in Nigeria have similar motivations designed for their employees as written in their Annual Reports and Accounts. For instance, most of the Nigerian banks placed their employee motivation under the following heading- “Health, Safety at Work and Welfare of Employees”. We also have other headings. There is however slight variations in the ways these are written in the banks‟ books. These are shown as follow:
Some of the Nigerian Banks indicate that, they provide comprehensive medical, dental and optical cover for all employees and their nuclear dependents. Some of these banks stated it as- when an employee acting within the scope of his/her employment accidentally injures a third party, the banks within acceptable limits, defray such party’s medical expenses.
To some of these banks, it is stated that health and safety regulations are in force within the banks’ premises and employees are aware of existing regulations. The banks provide subsidies to all levels of employees for medical expenses, transportation, housing, lunch, etc.
It is also written by some banks as, „employees are assisted to maintain good health by providing adequate medical facilities for staff and their families locally and overseas. Health Insurance Scheme is also run through a Health Management Organization (HMO). This covers the employee, his/her spouse and maximum of four children. There is also existence of a sick bay as well as a gymnasium sited at corporate Head Office of a particular bank.
While some of the banks simply stated that, employees are motivated through promotions, institution of hassle-free health management plan, and training and career development programs.
Some of the banks demonstrated their faith in their human capital in a variety of ways including- prompt promotions, granting of staff loans (car, house, share purchase, land purchase loans, amongst others), and massive in-service training, according recognition to dedicated and loyal staff through long service awards, motivating of staff by continuously reviewing their remuneration package to make them not only competitive in the industry but also to keep abreast of cost of living trends.
At this juncture, one need to note, that, there are other motivations that appeal to employees in the Nigerian banking industry that are not noted, some of which were not documented in books of the banks.
That is factors that motivated employees were not captured or recognized by the banks. Also, the banks appeared to have copied one another. In that, in most cases they used word for word. Meaning, it look like the banks do not accord much importance to the motivation issue.

2.5 FACTORS THAT TRIGGER TRAINING
Training is predicted on workers, machines and tool deficiencies. These deficiencies manifest inform of specific symptoms. The symptoms that trigger training in organization may include: i. Where there is increased labour turnover among workers. i. When there is decline in productivity among workers. ii. When there is a poor job performance among workers. iii. When new machines are purchased to replace old ones. iv. When there is increase in the rate of on-the-job accidents among workers. v. When there is an increased complaint from customer. vi. When there is reduced patronage from customers. vii. When there is noticed inability to take up challenges among workers. viii. When there is noticed reduction in job involvement and organizational commitment.

2.6 AIMS OF TRAINING
The aims of training include:
i. To change the job behaviour or attitude of employees so that they can perform to defined standards. ii. To reduce the “hibernating time”. This is the gap between placement and the point at which an employee start to perform effectively. iii. To improve the productive capacity of individual employee. iv. To improve the effectiveness of the organization.

2.7 BENEFITS OF TRAINING TO ORGANISATION
The purpose of training is mainly to improve knowledge and skills, and to change attitudes or behaviour. It is one of the most important potential motivators which can lead to many benefits for both individuals and the organization. Changing technology requires that employee posses the knowledge, skills and abilities needed to cope with new processes and production techniques. According to Cole (2002) training can achieve: 1. Lower turnover- training brings a sense of security at the workplace which reduces labour turnover and absenteeism is avoided; a. Provide recognition, enhanced responsibility and the possibility of increased pay and promotion; 1. Change management- training helps to manage change by increasing the understanding and involvement of employees in the change process and also provides the skills and abilities needed to adjust to new situations; 2. Lower cost of production- training eliminates risks because trained personnel are able to make better and economic use of material and equipment thereby reducing and avoiding waste; 3. High morale- employees who receives training have increased confidence and motivation; 4. Help improve the availability and quality of staff; 5. Give a feeling of personal satisfaction and achievement, and broaden opportunities for career progression.
At the organization level, training has the benefits: * Increased productivity: One of the main objectives of training is to increase employee’s skills. When workers skills are increased, it leads to increased quantity and quality of output in organizations. * Attitude formation: An important aim of training in organization is the moulding of employee attitude as so to win his support for the company’s activities and to obtain from him better cooperation and greater loyalty. * Reduced supervision: Proper and adequate training of employees reduce the need to close supervision by their supervisor because trained personnel can quite perform assignments successfully on their own than untrained employees. * Preventing obsolescence: Training is not meant for new employees alone but also to old and experienced employees. Training can help prevent employee obsolescence which results from the discrepancy between an employee’s expertise and the demand of his job. * Increased organization flexibility: Organization flexibility refers to ability of an organization to adjust to short-run variations in the volume of work.

2.8 BENEFITS OF TRAINING TO EMPLOYEES
The following are the benefits of training to employees * Ensures the use of sound processes and work methods * Helps to develop consistent results * Builds a sense of value, involvement and contribution * Established expectations and improves morale

2.9 TYPES OF TRAINING
Amuno (2010) enumerated the different methods of training which includes in-service training, on the-job training, conferences, seminars and workshops. However, according to Richard et.al (2011) “In training literature, two major forms of training employees in an organization have manifested: on-the-job and off-the-job training”.

2.9.1 Induction Training
This is given to newly appointed staff immediately they are employed. This type of course is highly essential for newly recruited staff so that the new staff is protected from making costly mistakes. It makes the new staff to understand the general objectives, scope, programmes, problems, policy and structure of the organization. Induction courses are also very necessary for newly employed officers to enable them gain Self-confidence and perform better to meet the desired expectation. The period may vary from few days to a few weeks depending on the situation.

2.9.2 On-the-Job Training
This is the method used to acquire specific skill while the individual is on the job. On the job training is required to improve the staff that had inadequate academic qualification for his job performance when he was employed specifically in a situation of acute manpower shortage. This is also regarded as training within industry or training within organizational policy [21]. The definition also suggests that on -the- job method is a specific form of job instruction. It imparts only those skill needed by the worker to perform a particular job competently. This is why it is mostly done in plant. However, it can be done outside the plant too. This specific form of training can both be formal and informal. Formal in the sense that, what is to be instructed is organized, manned or structured sequentially.

2.9.3 In-Service Training
This is the typed of training which an officer or staff undertakes while he is still in the employment of an established institution. It is intended to update the officer’s activities at all levels. In- service training is necessary in such a dynamic field like modern agriculture in a developing country like Nigeria. It should be regarded as supplementary to rather than substitute for the formal study programme. This is particularly so when the formal training given will be getting outdated. It is usually impossible to learn all essential techniques required during the pre-services or induction-training period.

2.9.4 off-the-Job Training
Anao (2003) stated that this is the type of professional training given to individual before they are appointed. : This training method is organized outside the workers job location. It is usually organized in a training centre or an educational institution. The objective of this method is to broaden the trainee’s job knowledge and experiences beyond what can be learnt within the job environment. It provides the trainees the opportunity of interacting with trainers who are different in outlook, experience and knowledge from those they are used to back at work. Off –the –job training has its own disadvantages which may include: * It is usually more expensive than on the job training and * It does not allow on-the-spot assessment of training effectiveness which is possible with “on-the-job” training.
The various types of off-the-job training method include:
1) Seminars: Brings together group of people who pool and discuss ideas. A seminar is meant to stimulate intellectual input. Papers presented are criticized and corrections are suggested.
2) Workshop: Is a setting where a group of people meet and work together in order to share and develop ideas about a particular subject or activity.
3) Lecture or classroom method: Involves the transmission of knowledge, ideas and factual information from the instructor to a larger group of trainees at one time thereby having the advantage of being a relatively low-cost training method. The major drawback of this method is that individual differences in the abilities of a trainee to assimilate fast or get lost in the classroom. Discussions are not taken into consideration/account.
4) Vestibule training: Involves trainees learning in a non work environment in which conditions and equipment are virtually identical to what will be encountered on the job. The only major problem with this method is that it’s relatively costly than other method since this method requires that trainees be trained on the same identical machines and equipment used in the actual job environment.
5) Briefing groups: The trainer presents a short paper and asks for the reactions of the trainees. It is assumed that the trainees are not completely ignorant of the issues in the paper. The objective is to teach knowledge, facts and assess the opinions of the trainees.

2.10 APPRAISAL OF TRAINING
Kenny (2011) stated that the training program is reviewed during and after its completion by the training officer, and if necessary, by the trainees themselves. Evaluation differs from validation in that it attempts to measure the overall cost benefit of the training program and not just the achievement of its laid down objectives. Hamlin (2004) advocated that until control measures are taken to correct any deficiencies after the training, evaluation has not been completed and therefore ineffective. Evaluation is an integral feature of training, but it could be difficult because it is often hard to set measurable objectives.

2.11 Methods of Evaluation
There are several methods of evaluating training. Holden and Beardwell (2005) have cited some of these methods as follows: 1. Questionnaires (feedback forms): this is a common way of eliciting trainee responses to courses and programs. a. Tests or examinations: these are common on formal courses; especially those that result in certification for instance a diploma in word processing skills, End-of- course tests can also be employed after non-certificate short courses to check the progress of trainees. 1. Projects are initially seen as learning methods but they can also provide valuable information to instructor about the participant understands of subject matter. 2. Structured exercises and case studies also provide opportunities to apply learned skills and techniques under observation of tutors and evaluators. 3. Interviews of trainees after the course or instruction period are another technique for gathering information from the learners. These can be formal or informal, individual or group, face-to-face or by telephone.

CHAPTER THREE
RESEARCH METHODOLOGY
3.0 INTRODUCTION
This chapter outlines in details the methodology adopted in answering the research questions raised for the study which includes data gathering method, different types of respondents involved and different statistical methods that will be used in the presentation, analysis and interpretation of the data collected. The chapter is organized around the following major topics: population of the study, sampling techniques, sampling size, method of data collection, sources of data collection as well as methods of data analysis.

3.1 POPULATION
Population is the total number or collection of elements or individuals that are of interest to a researcher in a study. The population for this study comprises of GTBank Abuja regional office staff.

3.2 SAMPLING TECHNIQUE
A well structured questionnaire is distributed randomly across all the departments to obtain a fairly uniform response rate. The study adopted probabilistic sampling technique; in which case every respondent in the defined population were given the equal chance during the administration of the questionnaire.
3.3 SAMPLING SIZE
Sampling size is determined by the proportion of subjects, elements or members gotten from a population through quantitative means. A total of 70 questionnaires will be administered to staff of the company. A follow up visit will be done to retrieve the questionnaires from respondents.

3.4 METHOD OF DATA COLLECTION
The instrument for gathering of data for the study is a close ended questionnaire which was administered to the staff of Guaranty Trust Bank Plc. Drop and pick method was used to collect the questionnaire.
There are two basic sources of data collection which include primary and secondary sources of data. In this research study, the two methods of data collection were used in collecting information that is relevant to this research. * PRIMARY DATA
This type of data is called first hand data. It involves the researcher going to the field to get information relevant to the study. The primary data is sourced from well structured questionnaires administered to members of the staff of the company. Members of staff in the departments of Marketing, Operation, Admin/HR and Managers were highly sought due to the fact that they possess more reliable information about the parameters used for the study.

* SECONDARY DATA
Secondary data collection involves the use of relevant information from relevant materials like journals, text books, pamphlets, and internet. For the purpose of this research, various journals and articles were used.

3.5 SOURCES OF DATA COLLECTION
Primary and secondary means of data collection were used in collection of data. In primary data collection the researcher administered questionnaire, while in secondary data collection the researcher used journals and articles on Guaranty Trust Bank Plc.

3.6 DATA ANALYSIS TECHNIQUES
The data collected was analyzed and interpreted using descriptive statistics such as frequencies, percentages and tables. Multiple Regression and analysis of variance (ANOVA) will be used to establish whether there is a relationship between motivation, training, and productivity. Data collected were arranged in understanding manner for meaningful interpretation of the data, it was sorted according to related phenomena. It was analyzed using relevant statistical packages for social sciences {SPSS}.

CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.0 INTRODUCTION
This chapter is designed to give and analyze the response to the research hypothesis formulated from the stated problems in chapter one of this write up. It deals with the presentation, analysis and interpretation of the data collected.
In this chapter, results obtained from the questionnaires are presented. Tables are used for ease of presentation. A total of 50 valid questionnaires were used for the analysis. The results are arranged as follows: demographic profile of respondents, the descriptive statistics of respondents and finally testing of hypotheses using regression technique and t-test for level significance.

4.1 DISTRIBUTION AND COLLECTION OF QUESTIONNAIRE
Out of Seventy (70) questionnaire distributed to the staff of Guaranty Trust Bank, Abuja zone, Fifty six(56) of them were retrieved representing and Fifty(50) were properly filled and returned representing (80%) and the researcher discovered that fourteen(14)questionnaire were unreturned representing (20%).

4.1.1 PRESENTATION OF DATA AND ANALYSIS
Table 4.1.1: Demographic Profile: Gender | Frequency | Percent | Valid Percent | Cumulative Percent | Male | 27 | 54.0 | 54.0 | 54.0 | Female | 23 | 46.0 | 46.0 | 100.0 | Total | 50 | 100.0 | 100 | |
Source: Field Survey, (2015)
From the above table, it can be seen that 27 employees representing 54% are male while 23 employees representing 46% are female. This shows male employees are more than female employees.
Figure 4.1

Table 4.1.2: Demographic Profile: Age | Frequency | Percent | Valid Percent | Cumulative Percent | 20-25 | 8 | 16.0 | 16.0 | 16.0 | 26-30 | 21 | 42.0 | 42.0 | 58.0 | 31-40 | 18 | 36.0 | 36.0 | 94.0 | 41-Above | 3 | 6.0 | 6.0 | 100.0 | Total | 50 | 100.0 | 100.0 | |
Source: Field Survey, (2015)
The above table shows that 8 employees representing 16% of respondents are within the age of 20-25, employees within the age of 26-30 are 21 in number representing 42%, and employees within the age of 31-40 are 18 in number representing 36% while employees within the age of 41 and above are 3 in number representing 6%.

Figure 4.2

Table 4.1.3: Demographic Profile: Education Highest level of Education | | Frequency | Percent | Valid Percent | NCE/OND | 8 | 16.0 | 16.0 | B.Sc/HND | 40 | 80.0 | 80.0 | M.Sc | 2 | 4.0 | 4.0 | Total | 50 | 100.0 | 100.0 |
Source: Field Survey, (2015)
The above table shows that 8 employees representing 16% of respondents are working with NCE/OND Certificates. Employees with B.Sc/HND degree are 40 in number representing 80% of the respondents, while employees with MSc degree are 2 in numbers representing 4% of the population. This implies that there are more BSc/HND degree holders.
Figure 4.3

Table 4.1.4 Demographic Profile: Departments Department | | | Frequency | Percent | Valid Percent | Operation | 25 | 50.0 | 50.0 | Admin/HR | 3 | 6.0 | 6.0 | Marketing | 22 | 44.0 | 44.0 | Total | 50 | 100.0 | 100.0 |
Source: Field Survey, (2015)
The above table shows that 25 employees representing 50% of respondents are Operation staff. Employees in Admin/HR department are 3 in number representing 6% of the respondents; finally, 22 employees are found in marketing department representing 44% of the respondents. This implies that there are more employees in Operation Department.
Figure 4.4

Table 4.1.5 Motivational packages for employees of GTBANK PLC | Frequency | Percent | Valid Percent | Cumulative Percent | Enhanced salaries to employees | 21 | 42.0 | 42.0 | 42.0 | Fringe benefits (Allowance) | 10 | 20.0 | 20.0 | 62.0 | Promotion | 9 | 18.0 | 18.0 | 80.0 | Award | 5 | 10.0 | 10.0 | 90.0 | Employee car loan scheme | 3 | 6.0 | 6.0 | 96.0 | Employee Housing loan scheme | 2 | 4.0 | 4.0 | 100.0 | Total | 50 | 100.0 | 100.0 | |
Source: Field Survey, (2015)
From table 4.1.5, when employees were asked to choose from a range of motivational packages, the most important one to each of them, majority of the employees, 42% recognized enhanced salaries to employees as the most important to them. The next was fringe benefits (20%), the third most preferred was promotion (18%), the fourth most preferred was Award/Recognition (10%), 6% of the employees recognized Employee car loan scheme as the most important motivational package to them, and finally 2 employees representing 4% of the respondents recognized employee housing loan scheme as the most important motivational tool. Table 4.2 In what way do these packages motivate you? | | Frequency | Percent | Valid Percent | Loyalty to the organization | 29 | 58.0 | 58.0 | Respect among colleagues | 4 | 8.0 | 8.0 | Inner satisfaction | 17 | 34.0 | 34.0 | Total | 50 | 100.0 | 100.0 |
Source: Field Survey, (2015)
From the above table, it is certain that a motivational package irrespective of the type or kind has a positive influence on the employees in one way or the other. Table 4.2 shows that 29 of the employees representing (58%) were attracted to loyalty to the organization, Inner satisfaction is the second most influenced work characteristics represented by (34%) of respondents. Respect among colleagues attracted 4 employees representing (8%) of respondents.
Figure 4.5

4.2 TESTING OF HYPOTHESIS
Ho: Training and motivation does not improve productivity and better employee performance.
The hypothesis to be tested provided empirical and quantitative relationship between the dependent variable and the independent variable in the study. Linear regression analysis was conducted to examine the relationship between motivation and employee performance. Table 4.2.1 summarizes the descriptive statistics of the variables used in the study. The regression model with combined variables produced = 0.761, F-Value which is the observed value = 48.8 at significant level of 0.000 as can be seen in table 4.2.2. The analytic and quantitative value showed a significant positive regression weights, indicating that there is a positive relationship between the dependent and independent variables. This empirical evidence provides sufficient ground for rejecting the null hypothesis “Motivation does not improve productivity and better employee performance’’.
The model summary explains the proportion of variance among the variables used in the study. The criteria r is based on the collated samples and shows a positive biased estimates of the population of the variance accounted for in the study. r =0.87.2 indicating 87.2% variability of the independent variables with the dependent variable. This shows that training and motivation has enhanced employees’ performance in Guaranty Trust Bank Plc.

Table 4.2.1
Model Summaryb Model | R | R Square | Adjusted R Square | Std. Error of the Estimate | Durbin-Watson | 1 | .872a | .761 | .761 | .48721 | 2.295 | a. Predictors: (Constant), In what way do these packages motivate you? Motivation, which of the above package is most important to you? a. Dependent variable: performance
Table 4.2.2
ANOVAb
Model | Sum of Squares | Df | Mean Square | F | Sig. | Regression | 34.761 | 3 | 11.587 | 48.814 | .000a | Residual | 10.919 | 46 | .237 | | | Total | 45.680 | 49 | | | | a. Predictors: (Constant), In what way do these packages motivate you? Motivation, Which of the above package is most important to you? | Dependent Variable: Performance | | | |

Table 4.2.3
Residuals Statistics | Minimum | Maximum | Mean | Std. Deviation | Predicted Value | 5.7530 | 9.3426 | 7.0800 | .84226 | Residual | -1.02258 | 1.60835 | .00000 | .47206 | Std. Predicted Value | -1.575 | 2.686 | .000 | 1.000 | Std. Residual | -2.099 | 3.301 | .000 | .969 |

CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.0 INTRODUCTION
This chapter summarizes, concludes, and gives recommendations for the findings as carried out by the researcher.
5.1 SUMMARY OF FINDINGS According to the findings of this research with the administering of questionnaire, the study found that there are two factors influencing employees which are training and motivation in the organization. These two factors, each factor play a key role in increase in overall performance, and all these factors influence the performance of employees.
According to the research, it was discovered that a greater percentage of the employees recognized enhancement of salaries as the most important motivational package. This shows that well paid employees are normally committed to their jobs and hardly dabble in fraud as against leanly paid employees. The said choice is necessary so as to enable them finance their physiological needs which are fundamentals in humans as identified by Maslow in his hierarchy of needs theory.
In the research carried out, it also shows that training improves the skills and knowledge of the employees and also improves productivity and better performance. The hypothesis which state that, training and motivation improve productivity and better employee performance was accepted. This shows that motivation and training has a significance influence on employee performance. The findings agree with the work of Berjum et al (2004) which showed that employees who received individual incentives and training performed better than those who did not receive. The work of Akerele (2001) can also be said to have corroborated the findings of this work. He observes that lack of training and poor remuneration in relation to profits made by organization, wage differentials between high and low income earners among other things contributed to low morale, lack of commitment and low productivity.

5.2 CONCLUSION
The importance of training and motivation in the day-to-day performance of employees’ duties cannot be overemphasized. It is an undeniable fact that in recent times many organizations have come to the realization of the importance of the role of training and motivation as it increases the organization’s staff efficiency, skills and productivity. It is a well-known fact that human performance of any sort is improved by increase in motivation and training. Going by the findings of this study, it can be easily inferred that workers reward package and training program matters a lot and should be a concern of both the employer and employee.
This study concludes that motivation and training contributes greatly to employee’s performance. There is a positive relationship between employee’s performance and training and motivation. This study can be helpful for Guaranty Trust Bank plc in future. It will also be helpful for other organizations in future especially related to banking sector.

5.4 RECOMMENDATION The following suggestions are offered which in the opinion of the researcher may go a long way in addressing issues relating to human resources training and motivation in the banking sector.
In order to reap the full benefits of a training initiative, Guaranty Trust bank Plc should ensure that they identify where training is needed and it should be done more professionally in conjunction with the line manager as well as the individuals involved together with the HR personnel. Everyone involved should agree exactly to what the trainees are lacking, for instance what skill is needed, and what attitudes need to be changed toward work performance.
Furthermore, Guaranty Trust bank Plc could develop its Staff through formal education which will give employees the opportunity to attend short courses offered by consultants or an executive MBA and university programs which normally involve lectures by experts, business games and simulations, adventure learning and meetings with customers.

More so, Motivation generally seeks to boost employees’ morale to work hard and thus increase productivity. It is against this fact that the researcher wishes to recommend that the Board of Directors and Management of Guaranty Trust bank Plc should approve of new motivational packages which influences performance in the bank. The new employee can be given car loan and enhanced salaries to motivate him/her to stay longer. The managers can be given housing loan and recognition, such as the best loan recovery/deposit mobilizing officer of the year to continuously work for higher achievements. Management can do well by also increasing the value of the motivational packages which are already in existence to enhance productivity.
Finally, it is vital to evaluate training in order to assess its effectiveness in producing the learning outcomes specified when the training intervention is planned, and to indicate where improvements or changes are required to make the training even more effective. The basis upon which each category of training is to be evaluated should be determined at the planning stage while considering how the information required to evaluate learning events would be obtained and analyzed.

REFERENCE
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APPENDIX Faculty of Management Sciences
Department Of Accounting
University of Abuja, Abuja F.C.T
11th November, 2014.
Dear Sir/ Madam
REQUEST FOR YOUR COOPERATION IN COMPLETING THIS QUESTIONNAIRE
I am a graduating student of the above mentioned institution conducting a research on “Evaluation of Motivation and Training on productivity in an Organization” a study of GTBank PLC.
The research is in partial fulfillment for the award of bachelor of science Degree in Accounting from the above school. Please you are kindly requested to provide adequate answers to the questions set out in the attached questionnaire to the best of your knowledge.
Information supplied and views expressed are solely for academic purpose and will be treated confidentially.
Yours faithfully

Ibrahim, Aminat S.

SEARCH QUESTIONNAIRE
I am a final year student of the University of Abuja, F.C.T. currently carrying out a study on An evaluation of Training and motivation on productivity in an organization. A study of Guaranty Trust Bank Plc. You are kindly required to give appropriate information. All information received will be treated as confidential and use only for the purpose of this study.

SECTION A: DEMOGRAPHIC

Gender: Male Female

Age: 20-25 26-30 31-40 41- Above

Highest Level of Education: NCE/OND B.SC/HND M.SC Other

Department: Marketing Admin/HR Operations Others
SECTION B : Training and Motivation 1. What was your rank on entry......................................................... 1. Current post or rank (please specify)…………………………….. 2.

Does your company engage in any form of employees training and development program? Yes No 3. What method of training does your organization use? a) On- the- job training method [ ] a) Off- the- job training method [ ] b) Both [ ] 1. How often do you conduct training in your organization? a) Every six (6) months [ ] a) Every year [ ] b) Every five(5) years [ ] c) Specify if otherwise…………………………….. 1. Does your organization have policy on employees training? a) Yes [ ] b) No [ ] 1. What are the major problems in the organization? a) Lack of working equipments [ ] a) Lack of training [ ] b) Motivation [ ] 1. What are the courses offered during training and development program? a) Technical courses [ ] a) Administrative courses [ ] b) Both [ ] 1. Does training improve skills and knowledge of manpower in service organization? a) Yes [ ] b) No [ ] 1. Does training improve productivity and better performance? a) Yes [ ] b) No [ ] 1. What are the likely suggestions on improving training program in the organization? a) Emphasis should be placed on –the- job training [ ] a) Sending staff on study leave [ ] b) Adapt sound training policy [ ] c) Establishment of training school within the organization [ ] 1. In your own opinion, what do you think the organization require to improve its performance? a) Increased in salary in fringe benefit [ ] a) Sending workers on course and promoting them [ ] b) Employing professionals in all field [ ] 1. Give three suggestion you have for the management to facilitate training program.
a)…………………………………………………..
b)…………………………………………………..
c)……………………………………………………

SECTION C: Motivational Packages
Please indicate which of the following motivational package is for employees of the bank. YES NO 1. Employee car loan scheme [ ] [ ] 1. Employee Housing scheme [ ] [ ] 2. Fringe benefits (Allowance) [ ] [ ] 3. Enhance salaries to employees [ ] [ ] 4. Promotion [ ] [ ] 5. Award [ ] [ ] 6. Others (Specify) 7. Which of the package is most important to you?
…………………………………………………………………………
8. In what way do these packages motivate you? a) Loyalty to the organization [ ] a) Respect among colleagues [ ] b) Inner satisfaction [ ] 1. What is the effect of these packages on your output? a) Excellent [ ] a) Very High [ ] b) Low [ ]