Introduction
In any organisation where employees are valued as assets, maximum productivity is of primary concern to management. Thus, the need to accord high premium to the welfare of the employees has been the major preoccupation of management in any organisation – non-profit, not-for-profit and profit-making. This is because it is possible for an organisation to have the most efficient technological and infrastructural facilities compared with similar organisations and still suffer low productivity due to the disposition of the workforce.
High productivity is significant for the upliftment of the welfare of the citizen and the reduction, if not total eradication of mass poverty (Yusufu, 2000, Akinyele, 2007). The physical environment has significant impact on the productivity and morale of workers (Kampert, 2008). No matter how automated an organisation may be, high productivity still depends on the level of job motivation and the effectiveness of the workforce (Tella, Ayeni and Popoola, 2007; Owojori and Popoola, 2009; Balogun, Oladipo and Odekunle , 2010).
Herzberg, Mausner and Snyderman (1959) and Herzberg (1966) discuss the relationship between productivity and satisfaction among workers. They postulate that work itself can act as a motivator, provided that it is made sufficiently interesting. They contend that job satisfaction consists of two separate and independent dimensions – the one relating to job satisfaction (intrinsic factors) and the other relating to job dissatisfaction (extrinsic factors). These dimensions, according to them, are not opposite ends of the same continuum rather they represent different continuums. They identified the intrinsic factors which relate to the job content or nature of job as “satisfiers” or “motivators” and they include achievement, recognition for achievement, growth and advancement. Though their presence encourages job satisfaction, their absence does not automatically cause dissatisfaction. Conversely, they identified those he called “dissatisfiers” or hygiene – factors. They include organisation’s policy, administration, supervision, inter – personal relationships and salary.
Job motivation of workers is crucial in achieving effectiveness in an organisation. The higher the level of job motivation, under normal circumstances, the higher the quality of a worker’s contribution to the achievement of the organisational goals (Haruna, 2004; Henman, 2007; Ugah and Okpara, 2008). Job motivation could exert tremendous influence on the productivity of the Records staff. When the Records staffs are properly motivated, they would be more committed, loyal, dedicated and productive. A motivated Records staff would see no sacrifice too great to pay in a bid to advance the progress of his or her establishment. This is because, a motivated Records staff has the belief that the advancement and the progress of the establishment is his. He would be willing to spare no effort in ensuring that his organisation succeeds since he believes that his success resides in the overall success and breakthrough of the organisation. Job motivation can come in different forms. It can come in form of the nature of the job itself. That is, when the job is enriched and made attractive to the worker. It can come in form of paying adequate salary to the worker. The worker becomes satisfied with the salary that he collects, if he compares his salary and his standard of living with those of other workers in comparable organisations.
The satisfaction comes when the workers discovers that his salary and other allowances are far better than those of his colleagues in comparable organisations (Adam’s Equity Theory, 2010). The worker under normal circumstances will be willing to be more committed and dedicated to his job. Job motivation could also come in form of promotion, assigning position of responsibility, recognition for achievement and staff development. Staff development (which can come in form of formal training; seminar; workshop/conference participation; staff orientation; and on-the-job training) is not only a morale booster but an instrument per excellence for enhanced productivity. When Records staffs are allowed to develop themselves through staff development programmes, their orientation would change and their attitude to work would change for the better. Their perception about their job would be influenced through staff development. Trained Records staffs are expected to be more productive as a result of investment in training made on them. Staff development can be described as a coin with two sides benefits- benefits to the concerned staff and benefits to the organisation. Benefits to the staff in form of job status elevation, job satisfaction, job responsibility and attached financial and other fringe benefits. Benefits to the organisation- in form of high productivity, efficient service delivery, expertise displayed, loyalty and cost reduction (Pan and Hovde, 2010; Smith, 2010).
The influence of environmental factors on the productivity of Records staffs could be great. For instance, the productivity of Records staffs who works among co-operating colleagues could be high (Amir and Sahibzada, 2010). Moreover, Records staffs whose office is connected to the Internet could access the data bases of other health care providers with ease and get relevant information as quickly as possible. This could enhance the productivity of such a Records staffs.
Apart from environmental factors, demographic factors could also influence the productivity of Records staffs. Demographic factors include: age, sex, educational qualifications, years of work experience and job status. Any or all of the afore-stated demographic factors could influence the productivity of the Records staffs. For instance, age could be an impediment on the productivity of an old Records staffs. An old Records staff may be desirous of acquiring new skills (on the use of ICT on information handling, storage and dissemination) in this the digital age but age might constitute a barrier (Skirbekk, 2003, Goebel and Zwick, 2009,). Young Records staffs are most likely to learn and acquire such skills with ease due to their youthful ingenuity and strength. Moreover, young Records staffs might quit their jobs for greener pastures with little or no adequate plan. Old Records staffs, however, would not be willing to take such hasty decisions. They would think of what they are likely to lose in their present establishment and what they are likely to gain in the sure or uncertain new job environment. Old Records staffs would therefore be more cautious, stay on their job, be steadfast and become more productive than young Records staffs . In addition, Records staffs that are in position of responsibility would not be expected to behave and act immaturely like new entrants into the profession.
The Records staffs in the hospital are expected to provide professional services for overall actualisation of the mission statement of the health institutions. They are supposed to be highly productive and dedicated to their job. There is enough information in the literature on the organisational productivity of Records staffs especially on service delivery.
Effects of job motivation on productivity of records staff
The effect of job motivation on workers’ productivity could be enormous. When a worker is properly motivated, he would be committed and he would be willing to give his loyalty, attention and talent to his job and for the betterment of his organisation. Motivated employees are more productive. To be effective, college management should try to identify things that motivate the Records staffs and accord priority to such so as to enjoy high productivity from the latter Sahibzada, 2010. Making good progress, achieving a goal, accomplishing a task, or solving a problem often elicit enormous job motivation and sometimes elation in employees (Barton, 2007).
Job motivation would depend on a number of factors amongst which include: the employee work environment, his/her personal needs from work, and whether the interaction of these needs with employee work environment supports the accomplishment of the organisational goals. Enabling employee job motivation in pursuit of work accomplishments is the combination of fulfilling the employee’s needs and expectations and workplace factors that enable employee motivation. In a study carried out at the Ohio State University’s Piketon Research and Extension Centre by Lindner (1998), employee motivational factors were ranked in importance in the following order: interesting work; good wages; full appreciation of work done; job security; good working conditions; promotions and growth in the organisation; feeling of being involved on things; personal loyalty to employees; tactful discipline; and sympathetic help with personal problems.
Adeleke (2001) identifies some practical motivational techniques and tools which include the following: When a particular employee has performed as expected or beyond expectation, financial reward or remuneration on the part of the employer for such behaviour is a way of encouraging the former to do better in the future. Moreover, employer can punish an earring or rebellious worker through outright denial of salary, salary-cut or withdrawal of some financial fringe benefits.
Effects of staff development on records staff’s productivity
Ajidahun (2007) sees staff development as the hallmark of strategic management, which is one of the pillars of success of any enterprises. Adanu (2007) stresses the need for Records staffs to engage in continuing professional development activities in view of the changes that have been introduced into the profession in this Information and Communication Technology (ICT) era. Adanu asserts further that learning new skills is mandatory for Records staffs if they are not going to be sidetracked in this era of change.
Akintunde (2006) emphasises the need for Records staffs to undergo compulsory routine retraining to pre-empt technological obsolescence and to be able to cope with the unfolding exigencies of the technological age. Poole (2002) observes that staff development involves training which is a systematic process used by organisations to develop employees’ knowledge, skills, behaviours or attitudes in order to contribute to the achievement of the organisational goal. Similarly, Stoner (2002) believes that training refers to improving an employee’s skills to the point where he or she can do the current job more effectively. Kreitner (2000) sees training as the process of changing employee’s behaviour and attitudes through guided experience. Mullins (2002) admits that very few people would argue against the importance of training for staff as a major influence on the success of an organisation. He argues further that in order to sustain economic and effective performance, it is imperative to optimise the contribution of employees in academia with the aims and goals of the organisation. He views training as a key element of improving organisational performance. Training would not only enhance the skills of employees but would make them to realise how much they are valued by the organisation (Storey and Sission, 1999).
Training is not limited to the knowledge and mastery of technology based production processes and allowing employees new and old, to keep pace with the constantly changing work environment. It is also used as a strategy to retain employees by preparing career paths for them. This prevents a high employee turnover rate and ensures that the business maintains high calibre employees manning sensitive position. Moreover, training helps businesses to develop and instutionalize a management system which can bring stability and growth. This is because, training is not limited to rank and file, many hours are also devoted to training middle and top level managers, to help them become efficient in the new trends, thereby having more effective ways of organisational and human resource management. Training is the most important tool of an organisation to develop commitment and loyalty and to create a culture of cooperation among employees. Although monetary compensation plays a crucial role in this, a culture that develops a sense of belonging among employees not only motivates them to do their best, but also makes them hesitate to leave the company, even with more lucrative job offers.
Influence of environmental factors on health records staff’s productivity
“Environmental factors” refers to all the physical, psychological, sociological and technological factors that are found in the health records staff work place. Environmental factors can either impede or enhance the Records staffs’ productivity. Regular or erratic power supply is part of the infrastructural environment. Kampert, (2008) avers that employers who pay attention to all the details that affect the welfare of their workers including environmental details and not just financial compensation alone are more likely to retain their best people, save cost and improve the productivity of their workers. Ngulube (2000) supports the above assertion in his study on the national archives of Zimbabwe.
Natural illumination that comes through daylight could exert strong positive influence on the productivity of Records staffs. Daylight which is a vital natural resource creates a pleasant visual environment, increases alertness and a feeling of well being which could stimulate employee’s productivity. When the individual well-being is enhanced, the mood, performance, attitude and the overall progress in academics will also improve. Daylight has better light quality than electric lighting in terms of distribution, colour rendering and modelling and is more appropriate for performing visual tasks.
Influence of demographic factors on records staff productivity
Demographic factors refer to such variables like: chronological age, gender, status and years of working experience and how they influence the productivity of records staffs. Ndagana (2007) reveals that younger people are willing to quit their job in the presence or absence of any alternative than the older workers and that the male workers exhibit the propensities to quit their job than their female counter-parts. Also, as regards marital status, while the single workers are willing to quit their job at any slightest opportunity, the married, the divorced or widowed employees have to exercise some restraints and caution on the decision to quit their present job in spite of what can be described as unsatisfactory working conditions.
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