CHAPTER ONE INTRODUCTION

            Background of the Study

Employees constitute an essential resource for every organization. Throughout the world, countless organisations depend largely on the services of employees to achieve the organisations‘ goals. The library, just like any other organisation, requires the services of employees. Just as employers are particular about ensuring the input of employees to achieve their goals, it is equally important that the conditions of work of employees are favourable enough to ensure responsive inputs. In other words it is imperative to motivate employees to put in more effort at work. Motivation is a rudimentary psychological practise. A current data-based wide-ranging examination resolved that competitiveness problems seem to be mainly motivational in nature (Leary & Baumeister, 2017). Motivation remains one of the quintessential components for many establishments be they in the public or private sector (Carmeli & Tishler, 2004).

The  term  motivation  is  principally,  a  derivative  of  the  expression  ―motive‖ (Chaudhary&  Sharma,  2012).  The  expression  ―motive‖  connotes  desires, needs and wishes of a group of individuals. Therefore employee motivation should be geared towards encouraging employees to achieve set organizational goals through the provision of monetary and non-monetary incentives (Chaudhary& Sharma, 2012).

Psychologists and other related experts regard motivation as one of the fundamental principles required of most employers who want their employees

to perform to their potential (Miner, 2015). Motivation is a set of functioning tools that shapes the administration of an organization and energizes  the labour force simultaneously (Tiwari, 2015). In the opinion of Argyris (2017), motivation is the unforeseen power that drives and maintains the continued efforts of individuals in an organization.

Moynihan and Pandey (2007) have also admitted that employee, on one hand, and employee motivation and job satisfaction at the workplace on the other hand go hand-in hand and cannot be dissociated. These constructs have been identified as vital tools that human resource professionals use in enhancing employees‘ work performance at the workplace (Johns & Saks, 2008). To this end, human resource managers are mandated to put in place necessary measures that have the potential to make employees highly motivated and satisfied with their work and possibly keep them at work.

Ali, Bin, Piang and Ali (2016) concur that there are modules of motivation which can be natural or extraneous. Natural Motivation is an intellectual determination that chooses the development of a person’s conduct as a significance of challenging or motivating job, defined extension to generate capabilities, proposing self-determination to do work, exposed entry to make and progress (Ryan & Deci, 2017; Ali, Bin, Piang & Ali, 2016). Extraneous is likewise an intellectual inducement that adopts negotiating variation as an outcome of considerable and intangible revenue, such as, exceptional endowments, reimbursement, and subsidiary benefit.

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