Ayeni Adebanji, Adeshola Oluwaseyi Peter, Uwague Bobmanuel, Enoima Abraham, Osazuwa Mabel
Employers are aware that motivation improves profitability and from observation, the current economic conditions in Nigeria, apparently displays that the increase of changes in our business environment creates room for fierce competition. Notably, provisions are being made with evidence of physical contribution to aid employee productive attribute but employees’ loyalty does not align with this. Limited studies have focused on the impact of intrinsic motivation on employees’ performance using a scope of Nigerian tertiary institution. This comes with the high level of employment switch that occurs in the tertiary institution, which should serve as a culture of maintaining facility. The current focus is aimed at solving this by ascertaining the extent to which intrinsic motivational factors affect employees’ performance. The study is limited to Landmark University, Omu-Aran, Kwara State, Nigeria with the adoption of a quantitative (structured questionnaire) research method that was used to elicit vital information used for this research work. The Cronbach alpha method was used to test the reliability of the instrument at 0.878. A total of two hundred and sixty questionnaires were distributed but only two hundred and forty-three were retrieved. Descriptive Statistics was and linear regression was engaged to analyse the data collected. The findings of the linear regression were R=0.355 and R2=0.126. The R value 0.355 shows that there is a linear relationship between intrinsic motivational factors and employees’ performance. It implies that 12.6% of variation in intrinsic motivational factors can be explained by a unit change in the performance of the employees. The findings of this study from the respondents’ perspective revealed that intrinsic motivational factors affect employee’s performance at work. The study recommend that management of the University should provide faculty and staff with adequate health incentives to improve performance in the organization which serves as a furtherance of intrinsic motivation and compensation booster to the system at a subsidized or cost-free service.