INFLUENCE OF MOTIVATION ON INDIVIDUAL PRODUCTIVITY OF CIVIL SERVANT
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INFLUENCE OF MOTIVATION ON INDIVIDUAL PRODUCTIVITY OF CIVIL SERVANT
Chapter one
1.0 Introduction
Motivation has a long history, dating back to the 1920s, when the Hawthorne investigations were undertaken. Prior to this, there had been confusion between motivation and the term “movement”.
Movement is the bringing and showing of people repeatedly, usually working a little harder each time, in order to reach acceptable work performance. Before the right meaning could be determined, the notion motivation went through several stages of development.
The earliest of them was Tayloisim, which relates to Frederick W. Taylor’s scientific management work. He developed his idea in the early 1900s, based on the premise that human efficiency can be maximised by lowering a task to the lowest common denominator of expertise.
His job involves creating standardised physical movements and mental decisions that any worker may easily grasp. The problem was that these occupations lacked the challenge that drives people. Taylor had to “move” bored and hesitant staff with piece-rate incentives.
Time and motion studies, rigorous work descriptions, hourly salary and bonus schemes, and assembly lines have all persisted since the days of scientific management.
Next to this is the human relations movement. By the conclusion of the Great Depression, some progressive managers were seeing that Taylorism, with its continual surveillance and monetary incentive scheme, might not be the answer to worker motivation.
Landmark studies, like as those conducted at the Thorne plant of Western Electric Company, revealed that workers were ready to limit their products and forego some of their compensation in order to gain favour from their coworkers. These findings ushered in the era of human relationships in management.
Unfortunately, the attempt to elicit long-term motivation from brief social interactions has frequently transformed human relations management into a manipulative talent. Managers are required to practise various interpersonal skills in order to “move” staff through semi-therapeutic group procedures such as sensitivity training.
Employees, in turn, frequently learn to see through the tactic of their values wearing off in the actual world, leading them to grow more cynical about management objectives.
Due to the shortcomings of the human relations movements, the behaviour modification group emerged, largely based on the work of B.F. SKINNER. Behaviour modification emphasises what is technically known as “Contingent Reinforcement” in its attempt to increase motivation; this strategy used both Taylorism’s pay incentives and the social incentives of human relations management to move employees.
Rewards are carefully linked to the achievement of specified goals, making performance evaluation and administration as pay and social reward systems critical areas of focus for management.
Behaviour modification implies that by properly organising such extrinsic rewards, management can train employees to want to accomplish their duties. This merely made workers satisfied or addicted to the extrinsic incentive. They do not feel motivated at work.
Personnel management in Nigeria grew primarily in the 1970s. This is evidenced by the increased membership in numerous personnel management associations, as well as the establishment of personnel departments in nearly every organisation.
It was realised that if an organisation is to function successfully, it must discover ways to involve people in its goals. It must elicit a level of individual commitment that will assure maximal effort with minimal outside supervision and control.
In Nigeria, the word public service refers to governmental services as a whole. The civil service proper includes federal and state government services, as well as statutory cooperation and government. Owned businesses and the armed forces.
For some time, there has been a persistent outcry about the low level of productivity among personnel in Akwa Ibom State Civil Services. To determine the validity of the statement, a research of how civil servants are motivated, how they react to motivation, and the effect of motivation on job performance is required.
It is vital to stress for the purposes of this study that there have been no committed workers in Nigeria in recent years, owing to economic conditions. People lack job stability; some workers are forced to retire or be laid off.
Even with the current exercise on elongation and adjustment of salary grade levels, which began in January 1988, workers have yet to be motivated.
Back in the 1970s, the government erroneously employed money to inspire public officials. Instead of motivating workers, this merely served to increase their desire for money. It also helped inflation. A socioeconomic problem that has made it harder for workers to meet their fundamental survival needs.
However, continuing to treat workers like machines, owing to the economy’s slump, will not benefit the nation, or Akwa Ibom State in particular, at a time when increased productivity is critical.
1.1 Historical Background of the Akwa Ibom State Civil Service Commission, Uyo
The Akwa Ibom State Civil Service Commission was founded as a government agency under the Federal Republic of Nigeria’s Constitution of 1979 and Akwa Ibom State Edict No. 1 of 1979.
It continued to carry out its activities in accordance with the provisions of Decree No. 43 of 1988, also known as the civil service (Re-organization) decree 198, while the Federal Republic of Nigeria’s 1979 constitution was revised.
According to the civil service (Re-organization) directive of 1988, the civil service commission is in charge of recruiting, promoting, and disciplining state employees in salary grades 07-10.
Throughout the period, the structure and content of the delegated powers to ministries and departments in respect of officers in salary grade level 01-06 remained constant. The commission had two grade levels: senior and junior level staff.
The junior level staff were from levels 01-06, while the senior level officers were from levels 07-17, which were further divided into middle officers 07-12 and senior level officers 13-17. The salary structure was graded according to these levels.
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