Most of the employees which the researcher interacted with had spent a number years in the services of NSWB in Lafia and as such were asked to say if promotion and pay enhanced their performance.
Hypotheses one: Intrinsic rewards do not significantly influence employee performance at the NSWB.
The hypothesis was tested using responses on how intrinsic rewards (achievement and advancement) influenced employee performance at the NSWB as seen on Table 4.
The implication here is that the intrinsic rewards led to job satisfaction and employee performance at the NSWB during the period of the study.
Related to this, professionals derive Hypotheses two: Extrinsic rewards do not significantly influence employee performance at the NSWB.
The hypothesis was tested using responses on how extrinsic rewards (promotion and pay) influenced employee performance at the NSWB as seen on Table 5.
As seen on Tables 2 of the study, 14 and 13 respondents respectively agreed/strongly agreed that opportunity for achievement and advancement on the job as intrinsic factors led to job satisfaction and staff performance at the NSWB. However, 10 and 11 respondents on the table (2) disagreed/strongly disagreed that the factors did not lead to job satisfaction--employee more satisfaction with intrinsic rewards than extrinsic rewards as they derive achievement even from their work environment.
Environmental factors (salary, promotion) analysed in the study also led to job satisfaction-employee performance at the NSWB as was empirically found in the test of hypothesis two.
Although Herzberg (Sapru, 2011) calls money (pay) and fringe benefits as 'negative motivators' since people feel sad if they have no money and that money does not necessarily make people happier and more productive, it was gathered that needs of employees at the NSWB are/were physiological in nature.
Promotion in the work place also led to job-satisfaction-employee performance at the NSWB. As gathered, it made employees of the organization to feel happy whenever they are elevated to high positions.
Job satisfaction is germane to employee performance at the NSWB as satisfied workers tend to be more concerned about given tasks, work speedily, work free of errors and omissions, and are always willing to accept more responsibility.
Management of NSWB should therefore provide intrinsic and extrinsic rewards to their employees to boost their satisfaction and consequently higher performance.