Motivation and Communication Process in an Organization


The aim of this research project was to find out the motivation and communication process in an organisation.

The study was carried out using International Institute of Tropical Agriculture (I.I.T.A.), Ibadan, Oyo State, Nigeria as case study. The researcher is promoted to know if activation and communication can work in isolation.

To be able to do this successfully, five research questions were drawn up to find out the opinion of the employees/staff of I.I.T.A.

Analyses of the questions were based on information supplied by respondents.
The researcher made use of questionnaire method. Questionnaires were administered to employees of I.I.T.A. Twenty one were returned.

The method of collecting and analysing the data was table and percentage to determine the result.

The result showed that motivation and communication process in an organisation will increase the output of the organisation and they will have the opportunity of achieving their aims and objectives.

Therefore, motivation and proper communication have contributed immensely to the development of the organisation and also motivation and communication cannot work in isolation.



This piece of work on motivation and communication is aimed at demonstrating how the power of communication can be used in motivating in an organisation. Before motivation can take place; information has to be passed on to employees in a way, which will make it easy for them to understand the information being passed on.
Effective exchange of meaning can exert constructive force in everyday, life and in an organisation. Effective communication is therefore the answer to managerial problem and the attainment of managerial objectives.

The problems facing most managers today can be analysed as people-centered. That is, people (employees) have their roots in a lack of understanding – causing apathetic, negative and hostile attitudes and resultant actions or reactions of individuals at different levels in an organisation.

Copyright © 2021 Author(s) retain the copyright of this article.
This article is published under the terms of the Creative Commons Attribution License 4.0

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