EMPLOYEES’ PERCEPTION ON MOTIVATION MECHANISM IN NIGERIA PUBLIC SERVICE
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EMPLOYEES’ PERCEPTION ON MOTIVATION MECHANISM IN NIGERIA PUBLIC SERVICE
Chapter one
INTRODUCTION
1.1 Background of the Study
Public-sector organisations are frequently confronted with the challenge of managing their employees’ performance so that they can perform optimally at work. The way organisations handle performance appraisal systems, labor-management relations,
employee punishments or disciplinary measures, and training and development all have a significant impact on employee attitudes inside the organisation. Any organisation strives for industrial harmony since it enables the achievement of the required production level and productivity.
In some organisations, experience has proven that some people perform exceptionally well with little or no supervision, while others require continuous and high-level supervision. These scenarios have explained the various disparities in different organisations (Emesowum, 2010).
Managing employee performance is not a new notion; rather, what appears to be new is that techniques and methods have evolved to keep up with technological breakthroughs, changing employment legislation, and shifting workforce composition and dynamics.
Aside from that, the global competitiveness brought about by innovation has made efficient employee performance management enticing for all managers, allowing for better competitive advantage through worker efficiency (Nwachukwu, 2009).
Workers are the lifeblood of any organisation, regardless of technological degree. According to Idemobi (2010), employee performance in any organisation is directly proportional to their relationship with management.
Success in managing employee performance requires acknowledging that human resources are the most important of all. Perceiving human resources in this way will make it easier to achieve the goals and objectives that have been established. Organisations are put up to achieve specific purposes.
The human aspect is critical for achieving these aims and objectives. Thus, the human factor, through leadership or management, mobilises and uses all other factors, such as performance appraisals
employee motivation, employee satisfaction, compensation, training and development, job security, organisational structure, and others, to achieve the organization’s desired performance.
However, the focus of this study is on employee motivation as a factor that can improve job performance. This is because no organisation can expect to attain high levels of performance without a motivated staff.
It is often assumed that when employees are appropriately motivated, they perform better. In contrast, when they lack motivation, their performance suffers (Ejere, 2010).
This is why scholars have invested significant time and resources in research to uncover the secrets or tactics for encouraging people to perform at their best. However, a lack of motivation among personnel in an organisation is a recipe for failure in meeting intended goals and objectives.
Employee motivation is an absolute necessity in order to avoid the failures that most organisations experience, and the manager’s recognition of the type of motivation that will enhance employees’ ability to perform their jobs optimally will lead to the achievement of a high level of organisational advancement.
As a result, overall organisational performance is determined by the efficient and effective work of individual employees. It is important to note, however, that different employees in different organisations are motivated differently by leaders, managers, or administrators who inspire them to act in different ways to improve job performance in the organisation.
Over the years, it has been discovered that good remuneration is one of the strategies that organisations may implement to improve their employees’ performance and, as a result, productivity.
Furthermore, given the current global economic trend, most employers of labour have realised that in order for their organisations to compete favourably, the performance of their employees goes a long way towards defining the organization’s success.
Employee performance, on the other hand, is critical in any organisation, not only for organisational success but also for individual employee growth (Meyer and Peng, 2006).
An organisation must identify its outstanding employees, those who require extra training, and those who are not contributing to the efficiency and wellbeing of the company or organisation.
Furthermore, job performance can be evaluated at various levels of employment, including personnel decisions such as promotion, job rotation, and job enrichment (Aidis, 2005; Meyer and Peng, 2006).
In Nigeria, interest in using rewards to affect workers’ performance and inspire them began in the 1970s. Many people have conducted study in this field, including Oloko (2003), Kayode (2003), Nwachukwu (2004), Meyer and Nguyen (2005), and Egwurudi (2008).
Worker performance has become increasingly crucial as human resources and personnel specialists become concerned about the level of production produced from workers as a result of low pay.
This attitude is also a societal concern, and it is critical to detect difficulties that arise in industrial settings as a result of managers’ casual attitudes towards managing their employees by properly compensating them in order to maximise their productivity.
In light of this, this study seeks to determine the impact of motivation on employee performance in order to solve issues raised by motivational techniques in organisational contexts.
Vroom (1964) supported the concept that workers perform better if their salaries are linked to performance and are not based on personal bias or prejudice, but rather on an objective evaluation of an employee’s worth.
Though numerous techniques for measuring job performance have been established, the specific technique used differs depending on the type of employment. To achieve prosperity, organisations develop various methods to compete with their rivals and improve their performance.
Few organisations consider that an organization’s human resources and workers are its most valuable assets, which can lead to success or, if not managed properly, decline. Unless and until personnel in any organisation are content with it, motivated to complete tasks and achieve goals, and encouraged, the organisation will not advance or succeed.
All of these challenges necessitate research efforts to determine how an effective compensation package might motivate or inspire employees to adopt a favourable attitude towards their jobs, hence increasing productivity. As a result, this study focuses on employees’ perceptions on motivation mechanisms in Nigerian public service.
1.2 Statement of the Problem
In recent years, extensive research has focused on organisational performance and employee motivation. How well an organisation motivates its employees to fulfil its mission and vision is of the utmost importance. Employees in public-sector organisations are increasingly aware that motivation boosts production (Eromaturu 2010).
Based on the foregoing and current economic trends, it is clear that the rate of change in our business environment brings new obstacles on a daily basis. The Nigerian public sector is dealing with a shrinking economy and its consequences, such as poor service conditions and late salary payments, which causes individuals to migrate to better and more consistent paying positions (Eromaturu, 2010).
From this perspective, job satisfaction may be influenced by the nature of the job. Its widespread social climate and the extent to which workers’ specific demands are satisfied. Working conditions that are comparable to local and international standards
as well as how closely they reflect labour conditions in other professions in the area. Other features include the availability of authority and position, job happiness, advancement chances, and task charity.
Civil service is relied on all around the world to effectively implement government programmes and ensure that the people experience the influence of governance. Civil servants are required to provide effective and efficient services to members of the public
as well as assist the government in carrying out developmental initiatives that would improve people’s quality of life. Unfortunately, this has not been the case due to a number of causes, including inadequate staff performance management (Ejere, 2010).
Civil servants have complained about poor working conditions, a lack of transparency in the performance appraisal process, selective application of disciplinary measures, and a lack of training opportunities
all of which have resulted in unfavourable labor-management relations and negative work attitudes such as absenteeism, tardiness, and a general lack of commitment to duty (Emesowum, 2010).
In light of the foregoing, this study investigates employees’ perceptions of motivational mechanisms in Nigerian public service.
1.3 Objectives of the Study
The overall goal of this study is to evaluate employees’ perceptions of motivation mechanisms in Nigerian public service. The precise objectives are as follows:
1. Determine whether personnel in the public sector are often motivated by the government.
2. To determine the attitude of employees in the public sector about the importance of monetary motivation on performance.
3. Determine whether employees in public service are frequently motivated by individual and organisational aims.
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