Effectiveness of non financial motivational scheme on construction workers output in Nigeria

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Date
2013
Authors
Ameh, O. J.
Shokumbi, B. B.
Journal Title
Journal ISSN
Volume Title
Publisher
Ethiopian Journal of Environmental Studies and Management
Abstract
In Nigeria’s labour intensive construction industry, ways of motivating workers to ensure high productivity and enhanced job performance are regarded as important factors for long-term survival of firms. Financial motivation is adjudged a lower level motivator and should not be treated as a prime motivator by many authors. This study investigates the effectiveness of non-financial motivational schemes employed by construction firms within the Lagos metropolis. A survey research design was adopted. The survey instrument comprises two sets of close ended questionnaires administered to skilled and semi-skilled workers and the management staff. The findings of the study reveal that the most effective non-financial motivation to skilled and semi-skilled workers include provision of personal protective equipment, love and belongingness, leadership by example, free transportation and free medical facilities. The most effective non-financial motivation to management staff include provision of residential accommodation, company car with free fuel allocation, pension scheme and opportunity to do something that gives a sense of self-esteem. The value of this study for national development is in view of the slow response of the construction industry of developing countries to mechanization of construction operation, which leaves them with large workforce, necessitating the need to adopt an effective means of motivation to enhance productivity.
Description
Staff publications
Keywords
Construction Industry , Labour , Motivation , Productivity , Nigeria , Research Subject Categories::TECHNOLOGY
Citation
Ameh, O. J. & Shokumbi, B. B. (2013). Effectiveness of non financial motivational scheme on construction workers output in Nigeria. Ethiopian Journal of Environmental Studies and Management, 6(3), 263-273