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University of Nigeria Research Publications
UGWU, Martina Nwakaego
A
utho
r
PG/MBA/88/6691
Title
An Appraisal of Motivation Performance of Civil Servants in Anambra State
Facu
lty
Business Administration
Dep
artm
ent
Management
Dat
e
May, 1992
Sign
atur
e
ii.
Being a p r o j e c t Report presented..$o the Department .. 7 . C -
of Management, U n i v e r s i t y of N ige r i a Enugu Campus
i n P a r t i a l Fu l f i lmen t of tine Hequirements f o r t h e
Award of Degree o f P!as t e r s of Business !'idmini s t r a t i o n
Department of Management Unive r s i ty of N ige r i a mugu Campus E;hugJl.
iii.
M i s s Ugwu, Martina Nwakaego, a postgraduate s tuden t i n
the Department of Kanagement and with r e g i s t r a t i o n number
~ / i " t B k / 8 8 / 6 6 9 1 , has s a t i s f a c t o r i l y completed the requirements
f o r t h e Cowse 'cm8 Sesearch work for t he Degree of T~iasters of
Business Administrat ion in Pianagement. The work embodied i n
t h i s P r o j e c t Report i s o r i g i n a l and has not been submitted i n
part oi? f u l l f o s any o t ~ i e r Diploma or Degree of this o r any
o t h e r Liniversi ty.
iv.
This paper is dedica ted to all
members of my family.
- In ca r ry ing ou t t h i s s tudy, a xumber o f people have been
of immense he lp t o the r~searcher, however, because o f t i m e
and space tor,:? t r a i n t s , a l l may no t be s p e c i f i c a l l y mentioned.
First of all, t h e researcher wishes t o express profound
g r a t i t u d e t o the Almighty God who gave her good healtin i n t h e
course of this r?search work.
Tne researcher, also w a n t s to show apprec ia t ion t o her
p r o j e c t Supervisor, Xr Ezeh, of the Department of Planagement , Univezsity of 6ii;eria mugu Canpus, f o r his invaluable
ass i s t ance and cons i ruc t ive criticisms t o ensure a successful
completion o f thLs project work..
Also, my apprec ia t ion goes t o nany authors am! writers of
books, ar t ic21s and journals whose ideas were of much value i n
this study.
. ~
i am a l s o g r a t e f u l t o my c l a s s m t e Gasper Uneze, m y
rbomdmate, rm SJ ian ike , Flr C l i f f Adi, a l l of whom were source
of encouragement t o me in the course of t h i s study.
To a l l memb~:rs of my f a d i l j r who provided moral and
f i n m c i a l support, I am mos t gra te fu l .
A B S T R A C T
Over the years t h e l e v e l of performance of the c i v i l
s e r v i c e i n barnbra S t a t e has been on the decrease. A number
of w r i t e r s have i d e n l i f i e d var ious causes. One of such causes
i s poor motivat ion of c i v i l service employees. The study w a g
designed t o evalue- : t he impac-t of motivat ion on the performarxe
of c i v i l serv=ts i n I'manbra State. T h i s is beczuse the way
motivat ional f a c t o r s a r e mariupulated i s v i t a l i n in f luenc ing
tne l e v e l of' o r g m i z a t i o n a l perforrrlznce.
The n s j o r inst-unent used i n t h i s s tudy was ques t ionnai re
administered t o a s t a t i s t i c a l l y determined sample of junior,
middle a-l-ld top c i v i l servants i n some se lec ted government
establ ishments i n Ana.nbxa State of i l iger i s . This study also
made exteilsive use of uns t ruc tured personal interviews.
Data from t ~ e annual r e p o r t of the imambra S t a t e C i v i l
Service Cornrnission were used. 3ata c o l l e c t e d were malysed
us ing absolu te freq:;encies a 3 percentages.
The study founr.1 out that workers i n the civi ' service i n
h m b r z . S t a t e were n o t properly motivated and tha.+ t h e r e were
no linkbge between performance and reward in the c i v i l serv ice .
Poor and insf f ec t?: 7.r; d i s c i p l i n a r y measures were f c u - d t o be
vii.
ser ious f z c t o r s con t r ibu t ing t o poor performam? of the
c i v i l service.
Consequently, i t w a s recommended t h a t at l e a s t some
elements o f reward for work be linked to performance as a
way of enhancing motivation i n tn? c i v i l serv ice .
v i i i .
T i t l e Page Approval Page : C e r t i f i c a t i o n : Dedicat ion iicknowledgemen t : Abst rac t Table of Contznts
CHAFTL.6 O.?Z -- I J Z 3 O D U C T I O N
1.1 S t a t c a e n t o f Problem 1.2 The 3bjec t ive of the Study 1.3 S i g i f i c a n c e of t h e Study: 1.4 S t a t e n e a t of qypotheses : 1.5 Scope of t h e Study : 1.6 Limi ta t ions of the Study :
Reference
i i i
iii iv v vi
viii
1
3 4 5 6 6 7 9
CBGTm TUO - I;jd!KGROUl~D 11iFOW;liTiON OiJ hESL&CFI DATA 10
2.1 C i v i l Serv ice Defined and Explained : 10 2.2 The C i v i l Service i n 3Tigeria : 1 2 2.3 The C i v i l Serv ice i n Anambra S t a t e : 16
Reference 26
CfLiPTlB TZX3T - ~ ' V I E L ' OF TI I ~ E L ~ ~ ~ D LITEAlT2E
3.1 The C o ~ c z p t of Motivat ion 3.2 The F lace of Motivation Today : 3.3 The Yeed-'..!ant-Satisfac t i o n Chain 3.4 Theories o f Motivat ion : 3.5 Some Local Studies of Interest : 3.6 Appl icab i l i ty of Gxis t ing Theories i n
Nigerian Context : 3.7 An Q v x v i ~ t r o f Dro Mot iva t iona l Va.riab1.e~
R e f e m x c
C T S T E I I FOUR - PZ2ZidCii I!ETIIODOLOGY : 59 4.1 Resea~ch Design z 59 4.2 Sources of 3ata 59
ix.
CfuiP.I'E3 FI'IT -. PIG'SWdTATION A X I IdLlLYSIS OF' DATA : -- . .- -- 68 3 e ~ l oqCe Rate 68 HJT;',- --l- -sls ' I - T.9 dissa t i s fac t ion of employees
i n the civil service is related to 2erceived inequity between perform,wce and reward : 69
~g;r - '?rcis I1 - The Lack of Mot iva t i on i s related t o bad attitude t o wcrk of the civil servant in Nigeria 76
. 1 - Lack of Proper Disciplinary Action i s r e l a t e d t o o r g a n i z a t i o n a l inefficiency i n the civil service 80
C:&!JTKR S1X . . SU~~UILLYI, I ~ E C O I ' . V ~ N I ) B T I O N S AIJG COk CLUSIOM 84 - . .---
I N T R O D U C T I O N
Problems of worker motivation and job s a t i s f a c t i o n a r e those
of sustaining i n t e r e s t of the worker on the job, The management
r e spons ib i l i t y may be t o take p re l iminay s t e p i n t h i s direction
by matching the i n t e r e s t of the worker with the task t o be
performed. Sone employees appear t o be happy with t h e i r jobs,
whereas others aze bored and uninteres ted i n t h e i r jobs. However,
the extent t o which an employee i s motivated i n h i s job i s l a rge ly
dependent on the extent t o which tne job meet the expectat ion o f
the employee.
The baa a t t i t u d e t o work of many Nigerians, engendered by
the concept of ttgovernment workv got so bad that many public
servants joined the service not t o serve but t o serve themselves
at the expense of t h e i r acganisations.' The typical Nigerian
worker i s l a z y and indolent. He avoids work and r e spons ib i l i t y
but loves money, wealth and a l l good things of l i f e . He i s
material-oriected, pleasure seeking, egocentric and wantn t o ge t
r i c h v e r y quickly. He loves social sta tus and w a n t s t o be seen,
recognized and treated with respect. 2
I n his keynote address a t the f i rs t Nat iond Conference on
Management Development held i n Ibadan in 1974, z seaaoned
bureaucrat, Chief, S.O. Adeba observed that "It happens t, be a
f a c t t ha t m,my X i g ~ r i a n s i n responsible posi t ion f a i l t o
givs that psrsonal dxamplu in devotion t o one's work t h a t
motivates junior colleagues t o give t h e i r best . l3 The
Udoji Commission reported t ha t auditing queries were e i t h e r
no t promptly answered o r delegated to very j un io r o f f ice rs .
For example on the 5th of May, 1'373, there were 1,070 out-
standing audit queries i n connection with expenditure vouchers .
f o r Federal IJon-accounting Kinis t r ies covering the e igh t year
period 1964 - 65 tc 7971 - 72. 4
The importance of zn eff ic icr i t a d highly ~ o t i v a t e d
employee cannot be over-emphasized. It enhances socio-
economic well-being and the development of any aociety.
Although, the c i v i l service belong t o the public sec tor of
t he economy, i t has a great influence on the growth ~rf the
pr ivzte sector o r g ~ ~ i z a t i o n s and by extension, the over-all
development process.
The study recognises t ha t there had been several e f f o r t s
i n the p a s t t o motivate the c i v i l service employees i n
Anambra State along with other services i n Nigeria, b u t there
i s doubt as t o t h e extent they have been able to achieve th i s .
However, t h i s rese,arch when completed i s hoped t o uncover the
inef f ic ienc ies experienced i n the c i v i l service and how they
could be reduced i f no t completely eradica ted .
k t i t s inception, the c i v i l s e rv ice i n Rigeria was small,
e f f e c t i v e and e f f i c i e n t , t n e i n f r a s t r u c t u r a l p r o b l e m not-
withstanding. For i n s tmce , mails 60 t o t h e i r d e s t i n a t i o n s by
pos t on schedule, o f f i c e s were Kept mat, h o s p i t a l s had drugs,
people were a~tecded. t o in government o f f i c e s without asking f o r
or ibe , cmd s a n i t ~ r y inspec to r s were e f f i c i e n t i n inspec t ing
business premises 2nd t he re fo re ensuring c l ean environment f o r all.
For the purpose of t h i s s tudy, i t w i l l be unnecessary t o
assess t he c i v i l s e r v i c e i n Nigeria and Mambra S t a t e i n
p a r t i c u l s r from its inception. However, i t i s sa fe t o say that
at l e a s t s ince the enci of tile c i v i l wear i n 1970, t h e i r l e v e l of
performance had been de te r io ra t ing . Workers have shown bad
a . t t i t ude t o t h e i r work. They are non-challant, un in te res t ed ,
une tnus ia s t i c snd even t i r e d of t h e i r work. There are cases
of embezzlement of' p u b l i c fund, b r ibe ry and c o r n - p t i o n cnmmitted
by c i v i l servants . The dep lo rab l e s t a t e of our government
o f f ices and f a c i l i t i e s speak f o r i t s e l f . The queues experienced
in our h o s p i t a l s , post of f ices and s i m i l a r p l sces where e s s e n t i a l
s e rv ices are supposed t o be provided are all t o o f i n i l i m t n us.
Professor Arlmoleku ( 1 9 8 ~ ) 5 maintained t h a t there a r e
abundant evidence of ine f fec t iveness i n the c iv i l . s e r v i c e i n
publ ic e n t e r p r i s e s and i n the army. The po in t bc?ing made i s
that the c i v i l s e rv ice i n Nigeria h ~ v e developed very s e r i o u s
problems fc r t;l; country and t he re i s urgent need t o f i n d
s o l u t i o n t o the p rob lem.
This research, therefore , in tends t o explore some ways
t o motivate employees i n the c i v i l s e rv ice to perform
e f f i c i e n t l y towards achieving organiza t ional gozl (s ) .
A s s t a t e d i n the statement of problem, ther? i s urgent
need t o f i n d s o l u t i o n s ' to the problcrns of the c i v i l service
i n Niger ia and by impl ica t ion t o h a m b r a S t a t e ,
The purpose of t h i s s tudy the re fo re , i s s p e c i f i c a l l y
concerned with t ack l ing the motivat ional aspect of these
problems experienced i n the c i v i l service.
More s p e c i f i c a l l y , the purpose includes:
1 ) Finding out whether c i v i l service employees are
properly motiva-ted.
2) Finding out whether d i s s a t i s f a c t i o n of employees
i n the c i v i l s e rv ice i s associa ted with perceived
inequity.
3) To deternine workers preferences mong v a i o u s
nioti~cztional factors offered by the organization,
4) To find out whether installation of proper 131s-
ciplinary action, will help iaprove civil service
performance.
) To evaluate the inpact of motivation generally on
employee performaice.
6) To offer advice ori how to iaprove civil s~rvice
perfornarxu using proper motivatiol~al ~wriables.
SIGNPICAJCE OF' TEE 5TUDY
has already 'wen noted that tho civil s~ervice in
Anambra State is ir,e.fficient md ill-mctivated vork force has
been identified as m e of the major contributor;{ factors for
this inefficiency, Ths place of a highly motivzted employee in
organizational perfornance has also been rscogr:ized, and it has
been argued that nLmagenent motivation is a l o c x point to this
higher pkrformance.
The stu$j is ic:portaut because of the contribution it
intends to m & ~ t o i \ ~ ~ d s the improvement in orhanizational per-
formance in ths civil service in Anambra state througll a resu l t -
oriented motivatio~i of employees.
Furthermore, i n view of the f a c t t h a t t h e s tudy i s
concerned more with t he use of motivators rather than with
i d e n t i f i c a t i o n of motivat ionnl v a r i a b l e s , it i s expected
that the study will be of immense he lp t o a11 those i n
managment p o s i t i o n i n organizat ions,
HO: I The d i s s a t i s f a c t i o n of employees i n the c i v i l s e r v i c e
i s related t o ptlrceived inequ i ty between perforname
and rewrard.
EO:II Lack of motivation i s r e l a t e d t o bad a t t i % u d c t o work
of the c i v i l servants i n Nigcria.
HO:III Lack of proper d i s c i p l i n a r y ~ c t i o n i s re1;-t?d t o
orga-i izat ional i n e f f i c i e n c y i n th* c i v i l serv ice .
SCOPZ OF TKZ STUDY
The c i v i l s e rv ice i n Nigeria recognizes T ~ ~ E ca tegor i e s
of c i v i l servants - t h e junior ca tsgory (Grade level seven t o
twelve); and the sen io r category (Grade leve l t h i r t e e n and
above). T h i s study covars a l l categoric-s of c i v i l se lvanta
i n Anambra State. I t i s no t a case study of a pzsticular
o r g m i z a t i o n but a g m u r a l s tudy of a l l orgaaizatSons under
iiiigerian c i v i l s e r v i c e such as :,rimbra S t a t e Civil S~rvice
Commission Bqgu, Cabinet Off ice , umbra S t a t e House of
Assembly, Local Covdrnrnent C i v i l Service Comission, Enugu,
Thz study i s specifically c c n c e r n d with how motivational
vzriatiles can be prop5rly utilized, ra ther tlmn the i den t i f i -
cat ion of motivators.
A major l i c i i t a t i o n of tile s tudy i s the unstable economic
s i t m . t i o n i n the country which is likely to l a w e a f f e c t e d the
responses of the workers,
An0thc.r was the unwillingness of the top manatemcnt cadre
to r~lease some v i t ~ l information, i n e p l t e of t h e effort of the
researcher to explnin t!lat the reseaxch work w a s purely f o r
academic purpose. T h i s was because trley feared such informati013
mi&ht be used t o criticize them.
mere vas also delaj- by t h e respondents i n comgleting the
ques t ionnai rss which necessitated tile researcher making several
calls to the offices of the respondents.
.bot t ler factor was sarnpling e r ro r . Every wwk based on
smpJe w i l l ntvEr be as accurate as i t would have t e e n i f i t
was bzsed on the e n t i r e populztion.
No mat ter how r ep resen ta t ive tnc. s a m p l ~ clay hs, i t s
s t a t i s t i c s a r e only es t imates of the populat ion parameters,
the re fo re , an approprizte arnount of e r r o r should be expected.
These l i a i t i n g f ac to r s a r e necbssary t o be h ighl ighted so
t h a t anybody m,aking decis ion based on the r e p o r t w i l l consider
t h e i r e f f e c t s i n order t o d e t e m i n e the r e l i a b i l i t y o f the
r epor t .
1. Ej io fo r , P.B.O. f'Public Service Lecture S e r i e s w )lo. 2 , Making Our Org-mizations Perform (~nugu: Cecta 1984) p. 5.
2. Ukwu ;L. Ejionyt. , " Indus t r i a l Rela t ions of the 1980rs and 1990's ir: Ejiofor P.N.0. and VIA. i:niagor, pa 195.
3. hdebo, S.O. "Key Notc i!ddressH i n iJdo-hkz et. a1 ed. Managemunt D~velopmen t in Rigteria ( ~ b a l a : Oxford Universi ty Press) 1977, p. 17.
4. Public Service Review Corn~ission, Nain I i q o r t (Lagos: Federal 1 i n i s t r ; r of Information, P r i n t i n g Division, 1974) P. 221
5. tdatxolekun, L d i p o , Kanagemcn t Education in Xigeria, Concepts, Problems and Prospects ( L ~ L ~ O S : li&SET 1 9 8 0 9 ) ~ ~ 7 - 74.
C i v i l Service 5efined m d Explained:
The term c i v i l s e rv ice has d i f f e r e n t connctat ions t o
d i f f e r e n t people. A l o t of work have bem done t h i s
particular area, but the re i s no one t h a t can c1a . i~ superio-
r i t y over o thers . For t h i s reason opinion and views of
d i f f k r e n t w r i t e r s \;ill be reviewed. To bogin with, part I V
s t c t io r ! 277(1) of Anmbra S t a t e C i v i l Service ru les r ev i sed
t o f i r s t July 1978, de f ines t i l t c i v i l service as "thc se rv ice
of ti?< Federat ion ( s t a t e ) i n a c i v i l s k r v i c ~ cap~c:t:y' as
stzff of the o l f i c e uf the pr~sident, thy vicz-?resident , a
min i s t e r o r d tpas tnent of the govmnment of the Federat ion
(stcte) assignell with the r e s p o n s i b i l i t y of any l m i n e s s o f
4 the Governnknt of t h e Federat ion ( s t a t e ) . " If is narrower
than the public se rv ice eitha as defined i n t h e s:.me p a r t I V
o r as d t f i n e d i n t h t F i f t h Schedule. It excludes; Judicial
Off icers , Board a i d Officers of statutory corporz t ions o r
compmies i n which the Government has an i n t e r e s t however
l a r g e , members of tine armed f o r c e s and the pol ice . I t fo l lows
t h a t c i v i l s e rvan t s are publ ic se rvan t s but n o t all publ ic
servants a r e c i v i l servants .
Barber (1983) observed t n a t t l tnose se rvan t s nf t h e crown,
o the r than p o l i t i c a l o r j u d i c i a l o f f i c e holders, who are
of aoney provided by parliament a re c i v i l ~erv ,ants .~ l 2
This goes t o show t h a t i n our own contzxt , t he c i v i l
service is looksd a t as a government department o r min i s t ry
where those working i n it help the governmnt t o implement the
p o l i c i e s of governwnt and the s a l a r i e s of the workers are paid
by t h e government.
Adamolekun (1383) s ta ted t h a t "it r e f e r s t o t h e body of
permanent o f f i c i a l s a p p i n t e d t o assist, t h e p o l i t i c a l execut ives
i n formulating and implementing government po l i c i e s . These
o f f i c i a l s are c a l l ~ d c i v i l servants." 3
This asser t ior i t he re fo re means tha t the c i v i l s e r v i c t i s
supposed t o b t y e r m u l x ~ t , hence governmen* come m c i go and it
s t i l l remgine. ' i i n t c r (1981) def ines c i v i l servic.: as "non
r;lilitczry persons employed by gover~~rnent i n non-profi t nzking
departments oczgoncios.l14 One could deduce f r o n t h i s that
governnent depas tnents are riot for prof i t-making -. but Cor
the p r o t e c t i o n of the i n t e r e s t o f the c i t i z e n s .
The above d e f i n i t i o n s of the c i v i l s e r v i c e could be
said t o ilwe prompted .:&pan (1982)~ when he s z i d " t h a t branch
of t h e pub l i c s e r v i c e which i s made up of cases md c o n t r a c t
o f f i c i a l s appointed on the basis of' mer i t , p ro fe s s ions1
q u a l i f i c a t i o n s , t ec lmiza l s!:ills, educa t iona l backpound o r
experience xi2 deployed i n government r!i inistries and depart-
ments o r advise o r assist the executive ,am of government i r l
the i n p l e m n t a t i o n and execution o f publ ic polic,; ,..!~d
programmes. " 5
Before t h e c o l o n i s a t i o n of Af r i ca <and Nigeria i n p a r t i -
c u l a r , there was no sys temat ic c i v i l s e r v i c e s t r u c t u r e , though
the kings, c h i e f s , obas and emirs as the c a s e may he had slaves
o r servants who helped then carry out their dutir:s i n t h e i r
respective u e a s of j u r i s d i c t i o n . 6
H i s t o r i c a l l y i t i s s a f e t o say that the comn?nsenent of
propzr c i v i l servicc i n K ige r i a da ted back t o the per iod between
1900 and 1914 follow in^ the merger of the Niger Coast
P r o t e c t o r a t e with t he t e r r i t o r i e s of Royal Niger Company in
1899. Cn the f i rs t of Jmuzsy 1900 t he j?rotectcra.te of
Southern Nigeria wss c rea ted along with that of iqorthern
Gigeria . Lagos as a colony was rncrged wi th Southc;m 1;igeria
in 1906 and Borthern a d Southern P ro tec to ra te were
malgamzted i n l9 lk . 1: Governor-Grnaal w 2 s appointed i n the
person of S i r Federick Lugard t o bc a s s i s t e d by an Executive
Council i n exis tence s i n c e 1862 ( a l l ~ u r o p c a n u n t i l 1942), a
l?gislative Council ( a l l Europe=- from 1862 t o 1913), and a
Eiger ian Council o f thi* members ( e s t ab l i shed i n 1913 with
six ~ i ~ e r i a n s ) nominated by t he Governor-General. 7
The Govsrnor-General ' s powilrs were o v e r w h e l ~ i ~ l g ; he
appointed t h e t o p o f f i c i a l s , put them i n t h e E x ~ c u t i v e and
Leg i s l a t ive Councils and made them answerable t o him.
Lord Lugad was notor ious ly a poor a d n i n i s t r a t o r . 8
S i r Hugh Cl i f ford who succeeded him c rea ted t h e S e c r e t a r i a t
with f i v e sen io r officers; a chief s e c r e t a y , a cleputy ch ie f
sec re t a ry , z Pr inc ipz l Ass i s t an t S e c r ~ t ~ a r y and two Seniqr
A s s i s t m t S e c r e t a r i ~ s . By 1920, there were i n 3.11 f o u r
hundred o f f i c e r s i n t h e m i n i s t r i a l l ist. I
The acimission of K i g e r i m s i n large numbers i n the s e n i o r
adminis t ra t ive and profess ional cadres o f t h e c i v i l s e r v i c e can
be t r aced t o Br. kz ik iwe ' s campaign launched i n t h e then Gold
Coast ( ~ h m a ) from 1933 t o 1937 a ~ d i n Nigeria i n 1938, t h a t the
blzckzan was no t i n f e r i o r t o the whi te man, m d hzd a r i g h t t o
r u l e himself i n h i s own country. Over the gears, t h i s cmpaign
s u f f i c i e n t l y changed the psyche o f t h e Ehropeans t o accept that
Niger ians with the r ~ q ~ i s i t e t r a i n i n g and education should be
given the opportm:ity i n the public se rv ice and i n Government.
In r ecen t times governrntint s t ruc tu red civil . s e rv ice
emerged ma c i v i l s e rvsn t s who took ir: I'Si?istrik>s and non-
m i n i s t e r i a l depzrtments c m e i n t o existence. They help t o
formula.te i n p l e x n t p o l i c i e s of the governnenf.
The c i v i l service as it i s today i n 3Tigeria !<as i n h e r i t e d
frorn the 3ritish co lon ia l adminis t ra t ion; hence t he re w a s no
a l t e r n a t i v e t o bure?.ucracy due t o the shortage o f manpower and
l a c k of exper imce on the p a 3 of t h e EJigerims be fo re a t t a i n i n g
independcnca i n 1960.
N i g e r i a n i s a t i ~ n of the c i v i l servic2 as a pol icy was aimed
a t z~aking the c i v i l service to be m d e r the c o n t r ~ l of Nigerians.
From then on, t h e c i v i l s e r v i c e war; maned by T!igsrians. The
t o cope with the PTigerianisation 31 the c i v i l s e r v i c e and
t h e r s f o r e were a f r a i d t o employ o the r Nigerians from other
p a r t s of the country, bscause o f f e z r of doninztion. They
psefsrred the enployment of e x p a t r i a t e s t o w~rk i n t h e i r
min i s t r i e s . The backwasdness of the & o r t h e m region then could
be t rac2d t o t h e i r unconpromising a t t i t u d e towards western
educat ion and t h ~ f ~ c ' . t h ~ t the co lon ia l masters i s o l a t e d them
f o r a lcng t i n e from o the r parts of Nigeria , through administra-
tiw s t r u c t u r e of d i r e c t r u l e i n the south m d i n d i r e c t r u l e i n
the north.
Tha nucleus o f the ?:il;r.rian civil scrvicc- was actually
s t a t e d by D.C. Cameron who w m the first C ? ~ i c f Secretwy t o
the ,ovzrnment of Bigcria. Dike (1985) put i t t h i s way:
The country had b ~ e n d r i f t i n g frori 1914 - 1921 without a s e c z e t a r i a t , without any co-ordinzt ing machinery, without n central o f f i c e i n which the dec is ions of tlw govern- ment with t h ~ i r p e r t i n e n t papers inisht be recorded.
While t h e d e c e n t r a l i s a t i o n of the c i v i l s e r v i c e took place
i n 19399 with the establ ishment of r eg iona l publ ic service,
se r ious a c t i v i t i e s began with the 1954 Macphrxson Cons t i tu t ion
when the Federzl system of government was in t ro5uced i n t o
th? country. The p,aliarnentary system of g o v e n n ~ n t with
L lha j i Tafawa Ealewz, m a i n t ~ i n e d the r s g i o n a l ~ t . ~ t u s of t h e
country and wns instrumental t o the full inplenl. n t a t i o n of
the Z i g e r i a n i s a t i o n po l i cy of the c i v i l service.
General- Yckubu Gowon (BTD) as tile Head of ;ft:.te croated
t w e l v e s t z t e s from th'z forrn=c? t h r e e regions i n 1967, which
goes t o show that the country then had twelve c i v i l service
inc luding FcduraL c i v i l serv ice . \:/her. the late C-tneral
7:urta.la Kuhamrned cnme into power i n 1975, he wezt fur ther
t o crclate a d d i t i o n a l seven s t a t e s i n 1976 br inging the
number t o n i n e k e n s t a t ~ s , which n e m s n ine teen c i v i l service
i n Nigeria . With t h e c r e a t i o n of more s ta tkzs by the Fcdcrzl
Government in 1987, the number of c i v i l s e r v i c e i n the
Federat ion rose t o twenty-two, the Federal Capi ta l T e r r i t o r y
~ iou j a inc lus ive , and t h i s p a t t e r n r ep resen t s the present day
c ~ v i l s e rv ice s t r u c t u r e i n Nigsria.
iAith the co l l apse of the F i r s t Republic by a military
coup c l f c t a t i n Jznuary 7966, the c i v i l s e r v i c e in Rigeria got
polar ized azd t o r n i n t o p a r t s . I n Flay 1967, G+n?ral ( then
~ t . Col.) Yakubu Gowon c rea ted twelve states ou t of the
e x i s t i n g four regions.
Kith t h e overthrow of General Gowon1s adminis t ra t ion
i n 1976 by Geceral !Curtala ??oharnmed, tho nunher of s t a t e s
came up t c n ine teen which meals nineteen s t a t e s c i v i l
s e r v i c e excluding Federal c i v i l service ,
The iinambre State C i v i l Service was thc.refore c r e a t e d
i n 1976 fol lowing the c r e a t i o n of ;Inanbra S t ; : . t i : and I m o
State out of the d2func-b E a s t Cent ra l S t a t e o f 3 i g e r i a .
It has been reorganised seve ra l t i n e s s ince its i ncep t ion
but pre.;e;ltly i t i s organised i n n ine m i n i s t r i p s and twelve
non-minister ial departments znd had a t o t a l work f o r c e of
twenty-one thousand, four h m d r e d and for ty-e ight (21,448)
as at 31s t Deccmb6r 1989, of which four teen thausand, th ree
hundred and st.venty-five (1 375) were i n thy junior cat+
gory; s ix thousand, three hundred and sixty-s,.rvun (6s367)
were i n the n idd le category while seven hm5red a d s ix
('706) wcre i n thc s ~ n i o r management category.
At th i s p o i n t , i t w i l l be necessary ti1 o u t l i n e some of
the r u l e s @ding the appointment, d ismissa l o r retirement
of c i v i l servaxts . Some of these rules are s ta ted below:
E l i g i b i l i t y for appointment:
To be e l i g i b l e f o r appointment t o Anambra S t a t e Public
Service, an zpplicaszt must :
a) be over fifteen years of age;
b) possess such minimum qua l i f i ca t ions as specif ied
f r o n t ime t o time;
c ) be c e r t i f i e d by a Government I(edica1 Officer
as sound i n health and medically fit f 3r Govern-
mcnt services; and
d) possess a testimonial of good condunt from his
l a s t employer o r if no t praviously employed from
the l a s t school o r col lege attended.
Appointment t o public offices i n hambra State are made
on the authority of the Anambra State Public Service Comission.
Th;.se appointments are made either - a) by l e t t e r wr i t t en by tfie di rec t ion cf t h e Ananbra
State Civi l Service Gomnission; or
b) by formal agreement between the offic17r and the
Ananbra S t a t e Government or i t s appointed agents.
FTomotion t o a l l pos t s i n t h e Anapbra S t a t e Publ ic
Service o the r than those of permanent s e c r e t z r i e s a r e
- % vcsted i n the Anambra S t a t e Publ ic S ~ r 3 i c e Comnission who
-. has however autnorized Heads of Ikpast~mts t3 2romote
Z e l i g i b l e candidztes t o pos t s i n r e spec t of which t he powers
of appaintment hzve been delzgated t o them. F
Except h e r e otherwise provided, s e n i o r i t y as between
psrsons se l ec ted f o r appointmant from ou t s ide the Anambra
State? publ ic se rv ice sha l l be determined by the da te of
assumption o f duty.
Before each promotion exercice, t he ruspanslble autho-
r i g h t shall conpi12 a l is t of a11 e l i g i b l s ccindidates t o be
considered, t h ~ list being prepared on the basis of t h e job
requirements o r s e t o f c r i t s r i a previously estxblished f o r the
post by the Kin i s t ry of Es tabl i shnent example o f f i c i a l qua-
lifications/experi. .rlce, age, t r a i n i n g , etc.
If wi th in h i s probat ionary per iod i t i s e ~ t ~ b l i s h e d t o
the s a t i s f a c t i o n of t h e a u t h o r i t y empowsred t o appoint an
officer that he i s no t q u a l i f i e d f o r e f f i c i e n t service, h i s
appointmant may be terminated by t h a t authorit-- a t any time
without any f u r t h e r compensation than f ree t r anspor t t o the
place from which he was engaged and such f r ee t r a n s p o r t
w i l l be g r a n t d i f his conduct has been good. Provided
t h e te rmins t ion i s no t due tu misconduct on the o f f i c e r m s
p a r t i t w i l l be a f f e c t e d by means of a non thvs n o t i c e and
sub jec t t o t h t same proviso,!if t he officer i s eligiblt for
vacation leave i n r t s p c c t of h i s service t o d c t c , such leave
may bc granted t o g c t h a with ( i f the of f icer s3 d e s i r e s )
norinal vaca t ion leave t r anspor t grant i n l i e u of the f r e e
t r anspor t mentioned above. Such leave, i f my, s h a l l be so
a r z n g e d as t o take place within the period of n ~ t i c e and,
i f poss ib le , t o expire on the same day as the n o t i c e .
If an o f f i c e r r e l i n p i s h e s h i s appointment wi th in the
period of his probationary s e r v i c e he may be r squ i red t o
refund any expenditure by government i n t r a n s p c r t i n g him,
h i s family, s e r v m t md baggage t o o r from th? place or
places at which he has been employed.
Tna appointmt=nt of an of f i ce r on probatior: wlo fails
t o securs confirination in the pensionable establ ishment at
the exp i ra t ion o f h i s probationary period, inc luding such
extension t ' f l e r ~ ~ f as prescr ibed under. iiule 02307, mrly be
terminated in t h e manner s p e c i f i e d i n Rule 02801.
Resignation:
o f f i c a r who r e s igns w i l l be liable t o (1,) -
i >
ii)
f o r f c i t all claims t o vacation leave; and
vacat ion l e m e o r passage p r i v i l e g e s granted,
w i l l be jex gratia,
refund t o the Govwrnont i n f u l l .my sum of
money which he may b& owing t o G o v ~ r m e n t o r
which, under the provisions of o t h t r I~u l e s o r
agreements entered i n t o with Governr~~;nt, i s
refundable t o Government f o r h i s n o t dis-
charging the ob l iga t ions set o u t ir, such agree-
rikflis; provided t h z t any o r a l l of such refunds
m y be waived at the d i s c r e t i o n of thc Governmtnt.
By v i r t u e of tlie Provisions of i iegulat ion 15 o f
tht Pension Decree a l l previous pensizrxible
se rv ice i s fo r f e i t ed on re s igna t ion an3 cannot
be taken into account f o r pension purposes i f
the o f f i c e r i s subsequently re-amplogell except
where under c e r t z i n c i rcumstanct .~ , s-1ch a break
i n service has been co~doned by the ?dera l
K i n i s t r y of Zstablishment.
Basis f o r d i s c i p l i n a r y proceedings
The power t o dismiss o r exe rc i se d i s c i p l i n a r y c o n t r o l
o v a c i v i l servants holding o f f i c e s i n ~lnambrz S t a t e m b l i c
Scrvice i s ves ted i n the mainbra S t a t e Public S ~ - - l . i c e
Coimission:
a) I t shal l be t he duty of every o f f i c e r to r e p o r t
any case oi misconduct t h a t coiaes t c h i s notice
t o o f f i c e r supe r io r t o the o f f i c e r involved.
b ) \hell a1 o f f i c e r 1 s ~nisconduct i s brou&l t o the
no t i ce o f h i s super ior o f f i c e r i t shall be t h e
duty of t h z t supe r io r o f f i c e r t o r c p x t it t o
the Read of h i s ~ e p x t r n z n t without d~~1;iy. If
necessary h i s recormendation zs t o in t t - rd ic t i o n
may zccompmy the r e p o r t ( see Rule 04175 of
Anmibra Civi l Service ~ u l e s ) . On r w e i v i n g t h e r e p o r t , t he R m d of Depastment
shall take a c t i o n i n accordance with 8ule 04107
o r 04108 as apgropr ia te and i f necesspzy may
recomnenc? t o the Anambra State Public S x v i c e
Corn;nission o r nay himself order ( i f within powers
delekzted t o him under Rule 04116) th'3 i n t e r d i c t i o n
of the o f f i c e r o r employee according t o
Iiule 041 1 5'.
d) iit the appropriate p o i r ~ t i n the inves t ; i~ :a t ion ,
thc off icer clr err,pPoyee mzy be suspezi,_.ed. i n
accordance with Iiule 041 1 8.
e) Disc ip l ina ry proceedings shall be conducted i n
accordance with t he provisions of the Rules
quoted i n t:?e table overlesf:
- - - -
Source: Bnambra Stat= Civil Service Rules (~evised to First July 1978)
4
Status of persons charged and delegation of itnambra State Public Servi.ce Commission's powers
A - Officers hold ing Grade Level 06 - 16 posts on the pensionable este- blishnents - NO DELEG~'LTIOL
B - Officers holding Grade Level 06 - 16 appoint- ments on agre~ment, Probation o r Contract - XO DELEG,,'I!iCit
C - Officers holding p o s t s on Grade Levels 01 - 07 powers delegated to Heads of Lepmtment
D - Employee, temporary staff o r daily-rated s t a f f .
-.
Henoval f o r general i n e f f i- ciencies
04.1 14
041 14
-
Misconduct not meriting dismissal
041 06
041 06
041 06 041 09 041 13
041 25
Dismissal
041 08 '041 09 041 13
041 07
041 07
From the ciesci:ibed s t ructure of t h s harnbrx S t a t e Public
Service , w e may be tempted t o bel ieve that th12 se rv ice i s doing
w e l l , seeing t he e l a b o r a t e r u l e s guiding its operation.
Bowevar, i t i s n o t an overstatement t o say t h a t these rales
a r e hardly irnplemer!ted espec ia l ly with regard t o the disciplinary
proceedings anii appointaent . I t fvllows that problems of
ine f f i c i i -my i n h e r t n t i n c i v i l s e rv ice i n i.iii;eria and Anambra
S t a t e i n p a r t i c u l a r is not with the s t r u c t u r e hilt with the
employees thenselv~s. It the re fo re becomes n m e s s a r y t o investi-
&ate l n t o the problems of these civil serva~f? so as t o eradicate
the inefficiencies.
The most observed cause of t h i s i n ~ f f i c i . : , n c y which i s the
problem of r io t iva t ion s h a l l be discussed i n t h e next chapter.
Barber, P.X. Publ ic i ldminis trat ion, 3rd ed. ( ~ c d o n a l d and Evans Ltd 1983) p. 66.
.,da:nola.kw~, L. I?ublic hhn in i s t r a t i on : A 1;igerian and Comparative Perspective (~ongnan: I j i 3 ) pp 28 - 29
h i n t e r , H.R- People P o l i t i c s : ii Intr.;dl;ction To P o l i t i c a i Science (1;s~ York: John ~ ! i l e y and sons) 1981, p. 504.
Akparl, N.O. Publ ic Administrat ion i n Nigzr ia ( ~ i g e r i a : Longmsn 1982) p. 12.
fidebayo, A. P r i n c i p l e s and Practice of P h l i c Administra- t i o n in Yigeria bada an: S p e c t r u ~ i 3ooi:, 1982) p. 93
Okigba, P. Public Lecture Series No. s 9 26 i\iasch 1986 ( ~ k o u p d Co. L t d ~ n u g u )
Okigbo, P. Ib id .
Cameron, D.C. MY Tanganyika Service and S8?me Nige r i a o on don, 1939) p. 16.
In t h i s chapter, at tempt would be made t o exanine t h e
concept of motivatiaxi. F i r s t of a l l , the med-wmt-satis-
f a c t i a n chain - a p i c t o r a l explanation o f the concept would
be discussed. Fext, sons t heor i e s of motivation both
fore ign and l o c a l would be discussed.
Motivation i s the force which tter,ergiaes, di rec ts ,
I maintains and s u s t a i n s b e h a v i c ~ . ~ ' Robert Kreithner sees
i t as ''a process t h a t a rouses , c h a n ~ e l s and sustains peoyla ' s
behaviour; i t g ives behaviour purpose and d i rec t ion ." 2
For n e d Luthms and ):ark T:artinko, rno t iva~ ion is "the
d r i v i n g force , the energizer behind human behavi oln. 3
Xdwin Flippd def lnas i t as "what
place at any t i r n e , n 4
According t o Vroou (1 964) 5
s t i n u l a t e s action t o take
performance i s z m l t i p l i -
cative func t ion of a b i l i t y and mativation. Ab i l i ty r e f e r s
t o those physical and mental a t t r i b u t e s of an irdi:ridual
wilich enables him t c perfom a d i s a r e l a t i v e term, in t h e
sense that i t r e l a t e s t o tine i n d i v i d u a l ' s capac i ty t o perfom
a particular jab at,a time. A b i l i t y jncludes such
a t t r i b u t e s as ek r ; ca t i<x , lmowledge, s k i l l , physical s t r e n g t h ,
s t a t e of h e a l t h e t c . From t h i s one f i n d s t h a t t h e a b i l i t y t.
perform a p a r t i c u l a r job can e i t h e r be in-born or acquired.
However, the kind of a . b i l i t y r equ i r ed f o r most ope ra t i ens i s
a product of both in-born and acquired a t t r i b u t e s . For all
p r a c t i c a l purposes, in-born ability i s an m c o n t r o l l a b l e varia-
b l e because na one can i n f luence i t 5 occurance. 9 u t t h e r e i s
much t h a t can be done t o enhance acquired a b i l i t y m d t h i s
exijlains why governments i n v e s t so much on manpower planning
and development over t h e years,
The o t h e r variaSle i n Vroorn's gerformance rioLel i s moti-
va t ion . This entails the ' w i l l t o , and uepends on t h e s t r e n g t h
6 of the motivesti. Not ives a r e the 'whys' of b e ! l a v i o ~ and
a c t i v i t y and determines the general d i r e c t i o n o f behaviour. 7
Drzwing inference from t h e above model, we c:m conclude
t h a t a b i l i t y a d motivat ion complement each ot i i e r t3 produce
performance. Therefcre t o achieve opt imal perfornance, both
a b i l i t y and mot iva t icn have t o be aciequately pmsent.
Bas i ca l ly , motivat ion process begins with t,he f e l t need,
and such f e l t need f i v e s r i s e t o warlt which can i 3 ~ physiologi-
cally o r psycl iclogical ly based. People j o i n o r c a r i z a t i o n s s o
as t o ac,lieve t h e i r personal ou jec t ives by helping the organi-
z a t i o n s achieve tkir own goa l s , I n o t h e r worCs a persen jo ins
organiza t ion t o s a t i s f y his needs and t a e r e f c r e would be
motivated t o h!cjier p ~ : r f o T n m c e i f ha realises t,i:at h i s
organisa t ion w . x l i he].? hin s a t i s f y h i s needs.
It has b e x 53te3 thzi ~ufivation i s one r f the most
<:iscussed sub jc: t rrreFs i n both -.,ublic m d pr i - ra te organisa-
t i o n s , Confir n i r ~ t ; ;ih i? line of reayoning, Ej ic l f c r (1 985) 8
s t s t e d t h a t le ..'F s ' r i ~ ~ si; iz2s vi t h motivat ion t h ~ honour of
bei rg the most ~,:?~=-z!led to;;\ics in the f i e l d n f nciministra-
tion. Cne rnig-lt wl;nder ~:I'J there has been so rrluch investment
offered good e 7 n l a n 3 5 i x f o r t h i s , when he said t-lat h m a n
beings pesfora suc 31 C i ~ e i r o ~ n v o l i t i o a o r are rnrsuaded
t o p e r f c i m , but ez<?asi_zed at the rnot ivat ion~l element i s sf
v i t a l i c t e r e s t b e c w s e i t i s f u t i l s t o re>- m tke v o l i t i o n of
Offer ing T U ~ L ' T - r exsla-mtion i n %o the r way, and emphasizing
i t s organisat iara7- i ~ o l i c a . t i c n , E j imofos has this t o say:
organizing, no t iva t ion p l a p a large p a r t i n determining
the l e v e l of performa!ice o f employees, which i n t u r n inf luence
how e f f e c t i v e l y orgmizational goals w i l l be me+." 11
The chain i s shown i n f i g m e 3.1. It i s a ~ . attempt t o
dep ic t the concept of rfiotivation p i c t o r i a l l y . It starts o f f
with t he f e l t needs. Thesc needs r e s u l t i n wa+s which
generates appropriate act iol l t o achieve the t,oa!.s and finally
t o sa t i s fy the w a n t s . important c o n t r i b u t i m o f this
nodel i s t h a t i t de!;?onstrates tilat need i s the t~ssis of
motivation.
Needs + Vants --j Tenslon. --7 Action S a t i s f a c t i o n 1- - - - --------7 I Figure 3.1 Need-Want-Satisf ac t ion Chain
Source:: i-Iarold Koontz, C. 0190nnell , !Jeihrich,T:'lu~agement, 7 th ed. T~icGraw-3lll I n t e r n a t i o n a l Eook C o r ~ a n y , P. 633.
However, t h e m:,iel has been c r i t i s e d as being too simplis-
t i c . I t assumes th.~t s a t j e f 7 c t i o n must r e s u l t a:l does not
expla in what h a ~ p e ~ i : if the sub jec t fails t o be s a t i s f i e d .
37
Seconr?.ly, i t is x w e d tk;! t. the Weed-!+!~.nt-Satisfiction
chain does At alwa,ys operate as- pa r t r apd . Ret;?!? da CaUBe
behaviour, but needs a l s o may r e s u l t from behaviour. F i n a l l y ,
t he one way nature of the chain has been challenqed by the work
*f some b i o l o g i c a l s c i e n t i s t s who have found th.7.t needs a r e no t
alwa,ys the cause -bf humn behaviour but could b~ the r e s u l t of it.
C o m p l e ~ i t i e s assqciaked with the concept of rrot ivat ion,
have given rise t n many t h e o r i e s of motivation. The t h e o r i e s
a r e c l a s s i f i e d into two main groups according to t h e type -e f
question they attempt t o answer. Campell, Dunnetts, Lawler
and Weich (1970) ,I2 have c l a s s i f i e d nativation i ~ t n content
t h e c r i e s and precess theor i e s .
COhTYFJ! TiEORI4)S OF 130T'ITJATION
The content theories a r e those that* a t t m p t tq i d e n t i f y
the p a r t i c u l a r f a c t o r s wi th in the i nd iv idua l o r his environ-
ment which e l i c i t motivat ional behnviaur and rank them. The
two most known content t h e o r i e s o f motitration are I[aslow's
Hierarchy of Reeds t h e x y and Eerzberg 's Twr-Factor theory.
Kaslow's S ierarchy 6f Reeds Theory
Abraham Xaslnw (19h3)13 put forward the h ierarchy of Xeeds
t h w s y , which pos tu la t e s t h a t people a r e wantine beings whose - needs can inf luence t h e i r behaviourr that huxan needs can-be
grouped i n t o f ive categories: phys io logica l , safty, s o c i a l ,
esteem and s e l f a.ctua,l.isation needs. That these categories are
arranged i n ascending order of importance so tha. t when one level
o f need i s f u l f i l l e d , another l e v e l of needs e m e r p s and demands
fu l f i lmen t ; t h a t human beings a r e qo t iva ted t o sa t i s fy these needs
i n ascending order ; t h a t s a t i s f i e d need no longer m t i v a t e s
behavbur; 2nd that or,l;f needs which aye no t y e t s a t i s f i e d can
influence behaviour. 'Chese pos tu la t ions .ef I 4 a s l r w w a s
represented ptctnrslly ihus:
Maslaw' s Zierarchy cf 3eeds
Actual iza t ion needs
Estecn needs
Socia l needs
P h y s i o l n ~ i c a l needs I-
The imp l i ca t ion of Xas lowls theory i s t h a t a m d e e y p o r t u n i t i e s
f o r t h e f u l f i l w n t of tho@e needs should be b u i l t i n t o t he work
environnent as a means o f e l i c i t i n g p o s i t i v e 3ehaviour.
&ny c r i t i c i s a s I~ave been m~?e q s . i n s t tl!is theory. I n the
f i r s t p lace , the needs and the means o f s a t i s f y i n ? them do overlap.
For i n s t a n c e , dnes t he purchase of a house sakisf j r t h e physiologi-
c a l need o f s h e l t e r or the esteem need of a c h i e v c m n t o r both?
What i s t h e p o s i t i o n when extra e f f o r t a t t r a c t s both a promotion
and a r i s e i n pay (phys io log ica l n c e d s ) ? I s the purchase o f a
house o r t he purchase of life insura:nce make fox (esteem o r s e l f
a c t u a l i z a t i o n need)?
K ~ s l o w ~ s i d e n t i f i c - a t i o n a.nd c l a s s i f i c a t i o n of t hese basic
needs h a s been f a i r l y pcpular bu t t h e h i e r a r c h i c a l aspects of
t he theory a r e suFject t n ques t ion and o f t e n not accepted by h i s
1 1 ~ c r i t i c s . The views of Lawler and S u t t l e ( 1 9 7 ~ ) ~ $all and
16 Noupian ( lq68) , I 5 and P e r t e r (1968) were a l l a -a ins t Eaaslow's
h i e r a r c h i c a l ore-er o f the n p e d q .
Accordin;. t o Alwbuo, d i f f e rences e x i s t a-nong people and
r e g a r d l e s s of ? e o p l e l s l e v e l ef econonic s a t i s f a r t i o n , t h e
il-ngortance attqcherl t o such needs i n t he hi5rarcby 9ight be
inf luenced by such f a c t o r s as a g e , r a c e , t r i b e , z i z e of
o rgan i sa r ion an? t h e c i t y i n which t h e employee vork. 17
Thierauf has c r i t i c i z e d the assumption t h a t human needs
a r e static, i n a h i r c v c h i c a l order and has suggested t h a t
ind iv idua l needs shocld be viewed i n a dynamic context because
i t changes cons tan t ly due t o var ious s i t u a t i o n s i n which people
become involved. I S
Xcclellaiid on h i s own doubts both the u n i v ~ r s a l i t y of the
needs hierarchj- and the adequacy of the concept of self-actua-
l i z a t i o n on the grounds t h a t many of tfiese needs =e no t
b i o l o g i c a l end universal b u t a r e s o c i a l l y acqui led and. vary
from one c u l t u r e t o t h e o the r and from one iniii-sud1.1al t o the
o ther ; and t h a t what i s regarded a s a c t u a l i z i n g ones p o t e n t i a l
v a r i e s from s o c i e t y t o society. 19
However, Fioagettss i s of tne opinion t h a t T.'aslow's work
provided a foundation f o r f u r t h e r research i n t!le study of
human needs m a motivat ion and t h a t the theory has been found
i n s t r u c t i v e f o r rnamgers because of i t s s t r e s s upon tile inabi -
20 l i g h t of s a t i s f i e d needs t o motivate.
Serzbergls Twe-Factor Theory -
The evidence from the s t u d i e s of Serzberg m d h i s
a s s o c i a t e s cn the job a t t i t u d e provided the b a s i ? f o r Herzberg's
Two-Factory theozy of not iva t ion . The theory po3 t u l a t e s t h a t
cailses of job s a - t i s f a c t i o n a r e d i f f e r e n t from t ' ne c acses
of job d i s s a t i s f a c t l o n and t h a t t he d i f f e r e n t c w s e s axid
e f f e c t s of s a t i s f a c t i o n and d i s s a t i s f a c t i o n derive from
two d i f f e r e n t need systems: Ko t iva to r needs ail; hygiene
(maintenance needs). Job s a t i s f a c t i o n emanates from t h e use
of a b i l i t i e s i n t he work i t s e l f ( i n t r i n s i c rewzrds) whereas
job d i s s a t i s f a c t l o n I-esults from f a l l m e t o get fa i r t r e a t -
ment from the work environment.
The hyhiene neeas inc lude such f a c t o r s a s o r ~ a n i z a t i o n a l
pmlicy and a d ~ i n i s t r a t i o n , supervision, working cond i t i ons ,
' i n t e r p e r s o n a l r s l a t i o n s , s a l a y , s t a t u s , job s e c u r i t y and
personal l i f e . These do n o t motivate , b u t Yneir aosence
causes d i s s a t i s f a c t i o n . Therefore, they must bc present t o
prevent d i s s a t i s f a c t i o n .
The mot iva turs a r e mainly job content f a c t o r s which
inc lude achievement, r e c o g i i t iorl , halle en gin^ w n r ~ ~ , advance-
ment ano growtn i n t k ~ job. Thei r ex i s t ence w i L l provide
s a t i s f a c t i o n and t h e i r abseilce no s a l i s f a c t i o n . These a r e
t h e r e a l motivators .
The impl ica t ion of t h i s tn;ory i s t h a t i f t l l ~ theory i s
accepted as sound, mafiagers n u s t g i ~ e cons iderable a t t en t i on
t o u p b r a d i n g job cor+tent . M o t h e r i s b a t b o 5 ~ mot iva tor
needs and hygiene (maintenance) needs must be adequately
provided i n order t o achieve optirnum performance i n organiza-
t i ons . Zowever, s ince they have riif feret l t cause -~f f e c t
impl ica t ions , they mtis t be manageti t i i f f e ren t ly .
Berzbergls h e o r y a l s o a t t r a c t e d sume c r i ? i c i sms , f o r
in s t ance , some researchers hzve found that the so-called hygiene
f a c t o r s were a c t u a l l y potent i n y i e ld ing sa t i s fac t ion O K
d i s s a t i s f a c t i o n . 2 1
Fyers c a r r i e d out a study i n which he a p p l i e c Xerzberg's - theory p r inc ip le s , the f ind ings of the s t ~ ~ d y only , ) a r t i a l l y
sugported Herzberg's theory. R e found that tk;o:e rle c a l l e d
'growth seekerszT d i d f i t 3erzbergfs model i n t h ~ t t h e y were
more concerned with sa-::isfiers, while tnose he ca l led
'maintenance seek,rs1 were g r e a t l y concerned wi t . i l aaintenance
22 conditiono. I n o ther words what no t iva te s pecple was found
t o be 2 mat ter of pc?rsonali ty. Furthernore, Xprs found t h a t
i f tile &rowth seekers were t r e a t e d l i k e the nairrte1,allce seekers ,
tliey would develop c h a r a c t e r i s t i c s of i ~ a i n t e n m c e seekers . Thus
according t o hir:~, the e f f ~ ~ c t i v e r l e s s of motivat icn system depends
on t he provision of c m d i t i o n s f o r x o t i v a t i e n ar;d the
s a t i s f a c t i o n o f rnaintsriance needs. 2 3
On the cont rary , lvancevich arid 7"ic repoI ted the case
of assembly l i n e workers i n some firms i n the United States
of America (USA! who f o r years had m o t i v a t i o n d pr2blzms which
l e d t s high turcover , g r i e ~ a ~ c e s and low product iv i ty . The f i rms
responded with same fr i , lge ' o m e f i t s , i ~ c r e a s e s i n wages and
s e c u r i t y programmes but the problems s t i l l p e r s i s t ~ d because the
measu-e was c m ~ s e d or hygiene f a c t o r s w:lich a t bent brought
ind iv idua l s t o t l i eo re t i ca l ' zero po in t ' of motiv-?ti on. Tney
t h e r e f o l e , co:;cluded t h a t tne f i rms would have otltzined b e t t e r
r e s u l t s i f i n add i t ion t u hygiene f a c t o r s , tney had enriched the
job content of these assembly l i ne workers along 3crzberg ' s
theory yr inc lp le s . 24
Aldag and Brief, were of the view t h a t tne twc- fac to r
theory i s i m p o r t a t because, i t has caused managers i n organiza-
t i o n s t o pay more at tent ior1 t o job content fac tor2 ( i n t r i n s i c
reward) w d c h appear to be very importmt t o nany people. 2 s
?<aslow axd Serzberg ' s i , 'otivation Theories - Compare-l::
i t 1s important t o compare tnese two theor i e s h c a u s e of
the i n t e r r e l a t e d n e s s of t 'neir pos t ~ l a t i o n s . To begirl with,
there i s a s e l ~ t i o n s h i p betwesn the f i r s t t h ree h ierarchy of needs
of' Xaslow (phys io logica l , s a fe ty , =d s o c i a l needs) a i d the
hygiene f ac to r s of Zerzberg. While the esteem se l f -
ac tua l i za t ion needs of Kaslcw corresporids t o motivators
of yerzberg, This comparison can be represented ' .. s
d i agzamat i c a l l y 2
3'erzbergTs Two-Factor Theory
Socia l needs ( A f f i l i a t i e n nterpersonal r e l ;~ t i onsh ip , Policy, ir,,uality of
upervisi an I
Self -actual iza t ion reeds
I Security (safety neeis) of s u p ~ r v i s i o n
condi t ions , Job ecur i t y
I
Physiological needs CP alary, Persrnal l i f e .
4
Figure 3:3
Challenging work, achievement, growth i n the
I I
job
-- Esteem needs Advancement, Hi~ccqpition,
+ s t a t u s I
Tne process t,;eor-ies cf motivat ion a r e t l lose t h a t a r e
concerned w i ti? t h e macharllsm of mot iva t iona l benaviour , t h e
v a r i a b l e s t h a t LC. with i t aria how tne v a r i a o l e s r e l a t e t o one
a r ~ o t n e r , In f a c t , tiley are a l s o knom as mechariical t h e o r i e s
of n o t i v a t i o n ,
Vroomls V a l e n c e - E x p e ~ t ~ c y Theory -- -..-- -- -->- --- --
Vroom ( I q64)26 of f r r e d an expectarlcy appraacch t o under-
s tandink of c l o t i v a t i m , IIe t heo r i sed t ,;.: t a person1 s mot iva t ion
towards an actioi.1 a t ariy polrit i n t ime, would be determined by
i r is /her ail t i c i p a k d va lues of all the ou.tconus ( both nega t ive
and p o s i t i v e ) of t he a c t i o n (wl:ic,l he c a l l e d valency) multiplied
by t ke stren,;tii ~f taat pe r son ' s e x p e ~ t a t i o ~ : mat t ~ e outcoille
would y i e l d the d e s i r e d goa l (wilicii ile c a l l e d expec ta r i~y ) . That
i s mot iva t ion = Valence x expectancy. Expc tancy and
i n s t r u m e n t a l i t y are d i i ' f ' e r e i~ t s i d e s of the same c o i n arid can
be used interci~a;igea.rjl-y i n t he auove equat ion.
Irr ,stru;rlentality has been explained as ';the r e l a t i o ~ i s i i i p
between xi i n d l v i d ~ . a l l s g o a l s or the rewards, he d e s i r e s and t n e
o r g a n i z a t i o n a l o b j e c t i v e s t m t he i s expec ced t o f u l f i l . " 2 7
It e x i s t s when a pz-son s2es t h a t producing an >rga; : isat ional
ob jec t ives such as nit& roda activity will r e s u l t i n
..23 receiving the r5ward he u e s i r e s such as wages:.
One of th ? eaxl ics t eqilitjr t n z o r i , ; t s was George aomans
wi1.o propounaeri ti:? t n ~ ~ r y tilat: a m a n i n ar? excnzge r e l a t i o n -
ship w i t n a l l o t [ r will ex ,ec t t b t the rewards of each man be
propor t iona l t... .;is cr? :ts - the grr -a ter t he rewariis, tile
g r ~ a t e r the cot- ;s .- t a t ttle net r . 2 w u c l s , or p r o f i t s , uf
investment, t l i P greater thc. p r o f i t . 2 9
Af ter an c?r t e m i v e sui vey of l i t e r a t m e , Goodman and
Friedman (1977)' ca tegor ized the sza ted :.nowledg:e on e q u i t y
theory. Five m j o r assurnptiorw axi hypotileses have m o r e or
(a) I n e q u i t y i s a source of t ens ion ,
(b ' The g r e a t e r t r ~ e i ~ l e q u i t y , the g r e a t e r t h e uesir~ t o r e d m e it .
(c: The t' r ~ s h l c l fur percei.virieu~derpagrmunt is lowel tha., $GI- over-pa,ymet,t.
(d ) Input-Dutput d i s c r e p a i ~ c i e s r e l a t i v e to o t h e r discre pities are a source of perceived inequity.
(e ) Urider--3aid piece-rate s u b j e c t s produce xiore t h a l e q u i t a ~ l y pa id subjects.
Other hypot!icses arp r
Overaaiu iiotlrly sub jec t s produce more than equi tably paid sub jec t s ,
Cver-paid piece-rate sub jec t s ~ r o i l u c e fewer good? but o f a nigher q u a l i t y ti1a.n equitably paici sui:jects.
Under-paid hourly subjects wil.1 i!:vest lower inp~t; ti:=; q i r i t a b l y aid subjec ts .
pe-so!l will x e s i s t ci?a:;g:ilig input-output cog~;i t io:~s c o n t r a 1 t o his s e l f - i n t e r a s t .
The eqai ty ~;neoi.is-ts are saymg t h a t i n e ~ : ~ i t j r e x i s t s
when there i s x h - l t i v e inpt-ljutcorne d i sc repmcy and t h a t
inequ i ty aernotivates, The i a p l i c a t i o n f o r work s i t u a t i o n i s
h a t m m g e r s s r l o u l ~ remove i11e t~u i t i . e~ i i l t h e i r r e w x d system
i n o rae r t c e l i ~ i n a t ~ e the tiemotivatlng e f f e c t :m the workers.
One of' ta le ways t o do t ~ 5 s i s t o l i n k reward to perfsrmance.
Ir, a stud, t o i d e ~ l t i f y the f a c t o r s tnat are c ~ n d u c i v e to
ail attitude t h a t is e i the r i~ega -~ ive er p o s i t i v e towards tlie
at tainment of or [ :a iza t ional objec t ives , Chukwdum Uche (1 984) 3 1
suggested tnat r a i o u s a t t i t a d m a 1 types could be i d e n t i f i e d i n
tile Liger ian 1a'crj:- f o r c e and t h a t the a t t i t u d e types could be
v i s u a l i s e d withi;] a pos i t ive - negative continumi as f m a s
t h e a t t a inmen t of orgar.izationa1 goal i s cbncerned. ;le f u r t h e r
maiiltzined t h a t i n e s t r u c t u r e of t he a t t i t u d e 1s a f u n c t i o n of
t he environment of employmer~t arid t h e stratification system
wi tk in the pla;:t, ox o rgan iza t ion , The a t t i t u d e types i d e n t i -
f i e d a r e :
( a ) _Yigil an11 p o s i t i v e a t t i t u d e towara orgar , iza t iona l a i 'hs s i t u a t i o n was foilnd in both s e l f - e m p l ~ ~ l ~ e d m d p r i v a t e s e c t o r v,orh s i t u a t i o n s where r o l e ~cc l ipzr t t s w r e ir: s e n i o r rnmagemer~t category.
(b) Y1ediu-n - higii ? o s i t i v e a t t i t u d e towards orga1:iza- t i o i u l ~ o a l . Tilis a t t i t u d e type w a s found among Suni": worke::s i n self-crnployed s i t u a t i o n and i n tile y r i v a t e s e c t o r 5;-d -the s e n i o r workcxs ir, the pub l l c s e c t o r .
( c ) Msdiccm - h i g ~ l :e,ative a t t i t u o e towacds orgar . izat iona1 g o d s , Ta is was folm6 ma1nlJ l f i m e j u ~ i o r s t a f f sec t lor , of t he publ ic s e c t o r or , a, l ~ a t i o n s .
'l'ne i : i e . , t i f ica . t lon of a t t i t u d e t j p e s , tmir c h a r a c t e r i s -
t i c s a.d t i i e ~ r a s soc l a t io l , with e n v l r o r ~ , . ~ ~ r i t 01 employment and
s tudy =ci i t s i'i.nSngs i s t i la t t;le at te i l t iol ; of managers i s
irnmsdiately d i L e c t e d t o problem a r e a s and problem ca t egor i e s .
Also, those r e s ;:oL l s l b l e f ~r t h e irianagr:.me:it of o lga , l iza t iona l
behaviour c o d ~ i us,-: i h e i n f ' o r ~ a t i u i i t o at temgt t o cnange
neaium - A n g n naga t lve a t t i t u d e t o a i g a - p o s l t i v e a t t i t u d e .
In another study of miiidle ad lower managers, E j i o f o r
(1 934)32 t r i e d :o determine t h e relevance of E q u i t y p r i n c i p l e s
in b i g e r i a n context . According t o him, the f inu ings were as
That d vast ma jo r i t y of managers wzre 11ot s a t i s f i e d w i t i l t h e i r pay.
That d i s s a t i s f a c t i o n took the form of >ay-need d i s e q ~ i l i b r i u m .
That t he percept ion of mequi ty i n pay d i d n o t vary with age, sex, s a l a r y , marital s t a t u s , s i z e of fami ly 2nd educa t iona l q u a l i f i c a t i o n .
That the percept ion of ci issa- t isfact ion was minimal o r non-existeuce soon a f t e r employment.
If the assumed r e l a t i o n s h i p between p e r c e i v ~ d inequity i n
worker rewards an5 per fo rma~~ce i s v a l i d , t ~ i e n these and o t t e r
f i n d i n g s of tfie study i~ave far-reaching p o l i c y impl ica t ions .
The implicatioqs inc lude ttiat our o r g = ~ i z a t i o n s rust t&e cri-
t i c a l look at reward sy:tem i f there could be improvement i n
performance ,
'gain, i f d i s s a t i s f z c t i o n w a s minimal o r non-exis tent
after employment, t h i s means t h a t young 1 ; ige r i a r~s j ~ i n the
labour force s a t i s f i e d , e n t h u s i a s t i c a:d ready t o work anr i t h a t
t h e cause of dissatisfaction and poor performance are l i k e l y t o
be fomd i n t h e work mvironrnent ad not t h a t ' : t i l~? ; : iger ian
worker a r e lazy, a8,d i t i s impo;;sible t o cha~lge him asen en Bansen, 1965) .33 O r tilat i n t i l e se t of : 'ancestral psycholp-
g i c a l traitshi h a t are incompatible with the demands of
i n ~ u s t r ia l work. ( ~ z e 1981 ) . 34
The conclusion i s tiiat i n e q u i t y i s ~ o t related t o any
demoe;raphic v a s i a S l e . S q u i t y i n the compensation system
suppose t o be o f ' reatcr i n t e r e s t t o the mmageaent r e sea rche r
i r l t he organizatlol; nowadays because of the present debate on
ciisfrrct;orlal w o r ~ a t t i t u u e of r;,ost ' igeriar! workers. It has
been the b e l l e f of most 1-lgeriar~ workers that l-eward
they r ece ive f o r t f ie i r job is not commensurate with t h e i r
e f f o i t s . T h i s concept of e q u i t y has always been of g r e a t
i n t e r d s t t o workcrs, s a c i a l refurmrs, i n d u s t r i a l i s t s and
i n d u s t r i a l p s y c ~ l o l o ~ i s t s . f<ost w r i t e r s enpilasize that compensa-
t i o n glven t o Yigerian wmkers are n o t equitsble w ~ d hence, the
low performadce o f workers i n tile or.g,anizations.
According t o E j i o f o r i r L h i s e q x i t y t,lcory, not iced the
b i t l l c a l i n j u c t i o n ~f equi ty ir- I?atthzw 20: 1 - 16 which s ta ted
thus r:
"For the kingdom of heaven i s l i k e unto a home- ho lde r , wilieln wect out eas ly i n the mornin; to hire labourers i n t o h i s vineyard ..... but whqn the first ca.me, they supposed t h a t tiiey sh~iuld hzve received n o r e , b ~ t they l ikawise received
every man a pecriy. And m e n they have rec(:ived i t they rnurmxrea a c a i n s t the goodman of the L IUSE, saylng these last gave wrou$tt but an hour, and thou has made then equal unto US.....'^^^
On t h e basis of tne above, we can see t h a t the perception
of eqai ty / in tqui t j r is not j u s t a th ing of today bu t existed lung
before formal orc,a,rizations, 3esp i t e the f a c t :hat the workers
h i red a t the early nours a,greed t o a pmny as the day's compen- -
s a t i o n , h e y s t i l l cci?-,lained when those l ~ i r e d later uere $aid
tae same a~n~un t . T f l i s was brcause they f e l t cheated having worked
t he whole day m c r c c e i v i n ~ the sams reward w t h those t h a t worked
only f o r few h n r s ,
According t o V m o m l n a s theory of rnotivatlon, the valence
01 e f f e c t i v e performance inc reases as the instr- : rn~ntal i ty of
e f f e c t i v e performance f o r the at tainment o f mon,=y increases,
;6 assumink t h a t tne valence of money i s positive. '
I n h i s o m view, fiudelius e t a1 pos tu la t e s tr1a.t t o a t t r a c t
and r t t a i n productive employee, a company must enswe a f a i r and
equ i t ab le compensation s y ~ t e r n . ~ ~ This goes t o prove t h a t t h e
p r c e p t i o n of inequity i n the compensation systea o f t h e o rgmiza -
t i o n w i l l no t orJy l e a d t o poor performmce but w i l l a l s o lead
t o high labour t a r ~ o v n r .
I n his own ccnt r ih i t io : l , T:,illel: dernnnstra.teli that pay i s
no t iva t ing t o tke decree t h a t i t i s ccmtingent t o performance.
l i g h -- pay does n o t yroduce perfor;nmce but the a v a i l a b i l i t y of
high pay as a reinforcer f o r good performznce prcduces h igh
perf ormaace. 3 8
T h i s e n t a i l s that equ i ty i n compensa.tion system does not
eaphasize on h i & pay per se. This i s because high 2ay only
motivate w o r k ~ r s i f it i s based on the performance o f the
workers.
According t c L j i o f o r a d miaF,oi l fair and z iequhte
cornper~:;atiori f c r mploy t -es i s ~ inquzs t io r~ab ly one of the most
s u f f i c i e n t e lements in the mainte,lance of s a t i s f l ~ : ~ and e f f i c i e n t
work force . 39
Some U i g e r i m r i r i ters have e~preasec i t h e vit:ws that western
t n e o r i r s of motivat ian a x unsui table f o r the Z'iprian environ-
rn2r.t. Some of t h e x w i ters include Anikpo (1 984)L' Ocho (1 984)U1,
X o ( 1 ~ 8 4 ) ~ ~ and Ckpara (~984)'~. For them, the fn i iure of our
pas t motivat ional z f f o s t s i s a s soc ia t ed with the fact t h a t t h e
t h e o r i e s themselves w e r e c o t cu l - twa l ly deternirrerl in Kipria.
A c l o s e r examir~stion of some of tine l i t a a t ~ l r e conta in ing
these views reveal t k t the views emanated from a f a i l u r e t o
d i f f e r e n t i a t e be twi l :~ a theory of motivation anti its func t ions
xi3 what we may call a ~ o t i v a t i o n a l scheme and i t s functions.
bccordinl; tu O s ~ a l a . ~ ~ a theory i s an attempt to synthe-
- ~ i z e and int;egr?-te empirical d a t a f o r maximum c la r i f i ca t ion
and u n i f i c a t i o n . The funct ion of a thetjry i r l modern sc ience
according t o y e l l t i z e t a145 i s t o summarize e x i s t i n g know-
ledge , t o provide an ex,:lanation f o r observeu evefits and
r ~ l a t i o n s h i p s a!ld t o p r e d i c t t n e occurence of as yet; unobserved
events a~i3 ernb3:iied i.n the t :~eory. A t~:ecry of motivation
t h e r ~ f o r e i s one that f i t s t r i e above c h a r a c t e r i s t i c s o f a
theory with r e spec t t o ti^ concept of metivation.
k scheme on the o ther hand i s a p lan o r d e s i p ( f o r work o r
a c t i v i t y ) 4 6 i t s futictlon i s t d chart the cuurse l e a d i n g t o the
at tainment of w o r k / a c t i v ~ t y objec t ives . A not i s ra t ional scheme
the re fo re , i s a p l x r or design of work o r a c t i v i t y designed t o
c h a r t t h e course leacling t u the at tainment of m t i v s t i o n a l
o b j a c t i i w s . I t i s developed by assc.mbling r e l eva i t a spec t s of
relevant t h e o r i e s cf motivation t a d n g etlvironm~mtal and o the r
f a c t ~ r s i n t o consi5erat ion.
Xos t of 1:igeriam mi t e r s nave discussed motivat ion mainly
from t h e view
motivated f o r
poin t of what and how Ii igerian workers could be
more pos i t ive a t t i t u d e t o work ail5 p -ea te r
e f f i c i ency . 4 7
Along t h i s l i n e of argunent, h a e c h i of the Nigerian
Labour Congress, nade the fol lowing observations: That the
Nigerian worker were not e n t i r e l y d i f i ' e r e ~ ~ t from those of
workers elsewhere. E'or him, t i e n ~ e d s rnieht bt. rnwe bas ic ,
c l o s e r t o Piaslow's physiological , secUty and s o c l a l needs ;
than those of workers i n developed count r ies . Y e equally
maintained t h s t the most im, .or tant rleed f o r Pigeriarz worker
i s information about w h t i s happening around him. To be
w e l l informed, t h t s e would be matual r e l a t i o n s h i p between
the managers and tnc workers. Y e vent further t o p o s t u l a t e
that lligerian work) rs also call f o r f a i r and aclequste compen-
s a t i o n because m o n q is arl instrument f o r gaining; des i r ed
outcomes and i t i s an anxicty reducer.
Another importarrt actor accarding t o him is prospects
f o r promotion whicil 1s %he f i r s t of t he two h i g l e r psycilolo-
gical needs of ?b?asluw and 5mzbe rg f s motivator f ac to r . I n
e f fec t Yigeriaa worker have sirnilarc needs as t i i s s i r western
counterpar ts except that nezd f o r information i s cver-
r id ing . 4 8
The observat ion o f Amaechi w a s confirmed by Chukwudum
Uche's i n v e s t i b a t i o n in which he ustablis11t.d t k z t the 1,ligerian
wozker needs are i n m e cll*ier o f ri-cogpition ( information
according t o ~ rnaech i ) , physiological needs expressed i n good
wages, and s e c u r i t y needs. In Uche Chukwudumfs Survey, low
l eve l workers order t h e i r needs s t r u c t u r e as r ~ c o p i t i o n before
phys io logica l needs while supervisory s t a f f p h c e p t ~ y s i o l o g i c a l
needs before g rmot ion and kood working condi t ions probably
because of the exteridsd fa : r i ly ob l iga t ions i n :: igeria which
inc reases as one ascerids the economic and s o c i a l ladder. 49
Earold Osi.agp7~ s ~ : > ~ r ? t e d the observat ion cf h a e c l i i cvld
Chukwudum b ~ ; fiis stu?'.:s i n which he found that motivat ional
t h e o r i e s developed m d c u l t u r a l l y determined i n advar,ced
countr ies are appl iczble twd conducive t o s m e w111rk environment
i n Biker ia , depending on the na tu re of workers, ernployem and
work environment. Sc
The argumLznt h.:re i s t h a t w h a t has f a i l e d the var ious
,not ivat ional schemes desig.ied f o r I , i g e r i a and 3 o t the t h e o r i e s
of motivation +J:en-l~res. The inadequacies of th? various
theor ies are noth ing more than the c r i t i c i s m s zssocia ted trfth
tae t h e o r i e s even i a t h e i r coun t r i e s of o r ig in .
In t he f i x s t inst ;a~lce, m n e of the the0rik.s clairnecl t o
have a l l the c - - : t o t h e c;-lestion of motiva:;ion. The i d e a l
1s that relevast . .; -, ' - 1 ' 5 _iL..z 01 the theor ies are b u i l t
into a scheme of w t l : s t i o n .
There axe some reasons f o r t h i s , we know from the
knowledge of economics t h a t money ha.s a number of important
features such as being the means of exchange, s t o r e of value
ard measure of value. These three chasac te r i s t i cs w i l l make
money remain a strong m d universal motivator f o r a long time,
i f not indef ini te ly .
In a study o f money as a motivator, Jeff5' found t ha t
money was a powerful motivator f o r the young aF a r e s u l t of
what it could buy, an a t t r a c t i v e reward t o the n i d d l e aged w h
had children i n colleges, and was of serious i n t e r e s t t o those
neasing ret irement age a s a means of physical mintenance i n t he
years of re t i ren3nt when income could be limited.
3e maintained t h ~ t noney had po ten t ia l as :t mans of fu l -
f i l l i n g higher order needs and therefore sugges:ed t ha t increased
monetary rewards f o r performaice served as a form of feedback t o
the worker and a s such might appcal t o the workcr's des i re f o r
achievement and campst-nce. Thus money becomes a tangible measure
of achievement accomplishment. He conclude13 t h a t i f money was
a genuine measure of achievement and meaningful form of recognit ion,
i t could well be c1assiSed as a motivator ( s a t i ~ f i e r ) rather than
dis s a t i s f i e r . (That i s hygiene f actcr according t o ~ e r z b e r g ) . The implication of t h i s f indings i s that people i n various
pcsitiona must be given s a l a r i e s and bonuses that r e f l e c t t he i r
individual performance i n order t o motivate them,
Punishment as a Motivator:
I n most t h e o r i e s of motivation, i t is r a r e t o make any
re fe rence t o 'punishmentf as a motivator. This might be
because of the f a c t t h a t it i s regarded as i n human t o
motivate human beings by i n s t i g a t i n g f e a r i n them. Suck fee l -
i n g s of inhumanity no t withstanding, f e a r of r ~ c e i v i n g punish-
ment s t i l l remain a very potent f o r c e t h a t movPs ind iv idua l s
t o perform.
According t o Kootz e t a154 d e s p i t e a l l the researches and
t h e o r i e s of motivation t h a t have come i n t o f n c s i n r e c e n t years,
reward and punishment <are s t i l l s t r o n g motivators.
punishment as a motivator is the use of p e n a l t i e s ,
sanct ions , and t h r e a t s t o induce des i r ed behavLour. Ocho (1984) 54
suggested t h a t theory X of McGrogor, d id no t expla in the
enthusiasm, deligence and n:sporisibili ty with which Xigerians
approach commtu~i t y work which c a r r i e d no f i n a n c i a l rewards.
The explanat ion i s tha.t i n most of the t r a d i t i o n a l s o c i e t i e s ,
sanct ions a r e so immediate and s t rong that people cannot a f f o r d
t o disobey. Such sanctions include ostracism and excommunicatim.
Fear is , however, no t the b e s t mativator because i t o f t e n
g ives r i s e t o defensive behaviourisu, such as m i o n organiza t ions ,
poor q u a l i t y of work, r i s k aversion by managers o r even dishonesty, 56
Where pecple ar? 'enlightened1 and have assimilated
positive a t t i t u c k to work, recourse t o punish~ent as a
means of motiva-ting workers i r ; old-fashioned, b u t where i n
Kigeria, neg?.'-ive ati:iiu<!e t o Work i s s t i l l predominant,
recoxase to power of f e a r becomes necessary.
Cazl is le , M. FTanagement Concepts and S i tua t ions , Science Research Associates, Ch i ca~n 1976, p. 268.
Robert Kreither, Management - A Problem Solving Process Boston: Eoughton Miff l in Co. 1989, p. 301.
Fred Luthatls and Idark Hartinko, The Practice of Supervision and Management (~ogakusha: McGrzv H i l l Inc. 1973) P. 308.
Edwin Fl ippo , Prinziple s of Personnel Mana$emznt ( ~ o ~ a k u s h a , KcGraw 9 i l l Inc. 1976) p. 386.
Vroom, V.H. Work and IJIotivatlon John Wiley and Sons, Inc. gew York, 1964, pp. - 8.
Hersey, PI and Blanchad, K.H. , Vanagernent of- Organizational Behaviour: Ut i l i z ing Suman Resources, 3rd ed. Prentice-Zall Inc. 1977, p. 16.
Hersy, P. and Blanchasd, K.B. Ibid.
Eji+for, P i t a , PJ.O., Xanagement S ty les i n Result-Oriented Service: ( ~ a n a g i n ~ People f o r Desired Resul ts ) Government m i n t e r Cwerri, 1985, r. 11.
4, Koontz, 9. and 0' Donnell, C., Principles of Lmagernent: An hyalysis of Nanagement Functi r n I 2 G r a w H i l l Co. Tolqo, 1972, p. 525.
10. Ejimofor, Cornelius, 'The Class ical Theories o f Motivation and Their Relevance t o Nigeriavf ir! Pita Ej io for and Anigbogoh, Managing the lrlorker 1385, p. 11 7.
11. Hersey, P. and Blmchard, K.H. Op. cit.
12. Campell, Dunnette, Lawler and Weich, 14anagement 7th ed. McGraw 9 i l l In te rna t iona l Book i: omany 1972, P* 633.
1 Naslow, A,H. A Tneory of Suman Motivation, Psychological Review, vol. SO, 1943 pp. 370 - 396,
14. Lawler, E.E., and Su t t l e , JoL . , Organizational Benaviour .-
and Yuman Performance vol . 7 I!~. 2 April , 1972, pp. 265 - 287.
15. H a l l , D. T. and Kourgaimi K. "An Exaraination of Easlowl s Need Yierarchy i n Organizational Set t ingn. 0rganizationa1 aehavlour and Humn perf orrnance v e
1 6 Porter , L.Y. , "Job At t i tudes ir, Ranagenent-perceived 13eficiencies i n Need Fulfilment as a Function of Job Levell1, Journal of Ayplied Psychology Vol. 46, 90. 6, 1962, pp. 375 - 387.
17. Alugbuo, Kart in A . , "The Expectancy Theory of Notivation: Its Implication t b Managers and Administrators i n Developing Economies" Managern,:nt i n Nigeria vol. 20 No. 3, March, 198k, pp. 16 - 17.
18. Thierauf, X . J . , Klekemp, T.C., Management Principles: A Contingency and Questionnaire Approach (Santa Barbara: John Wiley and Sons l37i)l4,
19. McClelland, 9.C. "Comments on Professor Maslow's Papert1 In Nebraska Symposium on Motivat.ion, 3rd ed. TLR. Jones University of Nebraska press, 1955.
20. Hodgettle, R.K., Nanagement: Tneory,Procees and Prac t i ce ( ~ h i l a d e l p h i a W.B. Sauders Compa~y, West Washington Square 1978) p. 267.
21. Bobbi, R.R, and Behling, O., "Defence P5ech;misms as an Alternative Explanation of Serzbergrs Notivator - Hygiene Results V . Journal of Applied Psychology vol . 56, No. 1 , Jan. 1972, ppo 2 4 - 27.
plyers, M.S., fi'uko Are Your Kotivated Workers1+? Harvard Zusiness Review, vol . 42 Fo. 1 Fcb. 1964, pp. 72 - 85.
Yiers , L S , I b i d ,
Ivancevich, J .Y. Orgmizat ional Fehaviour and Perf qrmance , Liallance, M.J. ( ~ o o d Year Publ i sh ing Co~pai ly Inc.) 1977s
p. 206.
Aldag, R. J . and F 5 e f , A.P, ?Waging Organizational 3ehaviour 2nd ed. (Los h g e l e s : des t Publ ish ing -- -- Cornpan> !-I 981 , p. 79.
Vroam, V.Ii., Work and Motivation --- - (Xew Pork: J o h ~ i Wiley and Sons Inc., 1964) p . 13,
L i t t e s e r , J . A . , - T9e I a a l y s i s of Crganizations ( ~ e w York: john 'v,:iley and SOLS 1:~. P T d ed. ?973? p. 153.
E j i o f o r , P i t a B.O., "Equity Theory and Perceptua l Differences I r i 3evar.l 3 i s t r i b l l t i o n Among I X d d l e and Lower F a n a ~ ~ r ~ " i n P.S.O. E j i o f o r and :'.A. Aniagoh ed., I ----- l i lger ian kc rke r --. Lagos: L o n p m , 1984, PP. 4i' - 59.
E j i d o r 9 P i t a . E.0. Ib id .
Chukwudum, 3che, ' b i d ,
Sansen, K. lt,121e Zmper ing Fac to r s To YigL'hc r Produc t iv i ty . .. ~n ~ , e - : i a H . - 13anagement i n P i ~ e r i s . 1965, p. 79.
35. j i f o i Op. cite
36. Vroem, 'J.H. Op. c i t . p. 137.
37* W i l l i a m , Rudelinz e t al, An Introduction -- yo Cantemporary 4usiness (Yew York, sarcourt 3race Jovanovich, - . ---- Inc. 1976) p. 120.
K i l l e r , i mrence , Beklavi our --- Yanagernent (::ew York, John 'v'jley end Sons 1373) P O 108,
in ?.KO@. Ejiofor and kniagoh ed. Pknaging I.;igl-rim bio-ker y?. 3 - --
Ocho, L.O. Op. c i t , pp. 30 - 38.
Alo, 0. J . , " A Look a t the KjYn of the Unnotivated Xigerian *v h 'xke r ' in P.1'. O o EJivfor and V.A. At:iagoh pp. ?C - 48.
Osuala, E. '3., 1 n t r o d . a ~ t i o n To liesearch Xethodology, Africans- 7 . 7
- -- - .- -- - - - I C J . P~b'Fishers Ltd., Onitsha, :LC-eria 1932, p. 15.
S e l l t i z , C. ~t;. e l . , aeseasch r.;ethods i n :;c?cial Relatbns ----. -- Fi l1-t d inehar t \ l inston, Kew Y o r k , 1959, p. 431.
Eornby, A s s . , Oxford Advance L e m n e r s Xc t iona ry of Current mgl i sh 3rd ed. Oxferd Universi ty ----- F e e s ~ , London.
Prof . A~wcl. Akpala, Kanagement "An Introduction and the - --- 7 i g ~ r i z . n I?drsp,xtive/ publishec 1330 by Uepart- inent of KarLagemerlt, Facnlty of S u s i n e s s Adlnini- strat!on, Ur~ivers i ty of r i g e r i z , kugu Campus, P o 1 3 l 0
Amaechi, T.K. Cited i n --- fi5anagerne~~t by Prof. dgwu Akpala 1990, p. 182.
H a r o l d @sua ~ r u , G. 0. Tbid .
IIarold Osuak:;m? (3. C. , "Theories af I:oLiva t im and the ::ik;erian !kvironmentii i n P. i?. O. Ljiof o r and Ariiagoii. Faaging Yigerian 'worycer -- --.---
Koontz, 3. et . a1 op. c i t e p. 634.
J e f f , et al., I b i d .
Koontz, 3. e t . a1 Itid.
Ocho, L. 0. , " C i A tural &viron?nental Inf lucnces on Uork Pt- t i tudes; ' i n P.Y.0. E j i o f o r an.! Lniagoh ed. 7 ~lianaging biigerian .worker pp. 30 - 38. .- -- - -
Koontz, 3. e t . al. ep. cit.
CHAPTER FOUR
~n this chapter, we shall discuss, the research desim.
the sources of data, procedure adopted, sampling methods,
instrument used and methcd of data collection.
Research Design:
This study was carried out to f ind the impact of moti-
vational pattern on employees of the Anambra S t a t e Civil
Service. In t h i s study, motivation shall be examined from
the perspective of job satisfaction, reward performance
and @ B- of +mpLmees b -1 s e n i c e .
Sources of Data:
In conducting this research, the sources of information
were based on two main types - prima.ry and secondary sau~be&
primary data: These included:
(a) Questionnaire method
(b) Observation
(b) Interview
Secondary data: These included:
(a) Text books
(b) Civil service magzzines
(c) Journals
(d) Library sources.
Population:
Population is defined as "the totality of all elements,
subjects, or members that posaess a specified set of one or
more common characteristicsew 1
Alternatively, a population is sometimes referred t o ae
a universe of one's study. For the purpose of this study, the
population is determined based on t h e numerical strength of the
civil service organization in Anambra State.
From the data compiled and published by the Anambra State
Civil Service Commission Ihugu, dated 31st December 1989, the
following extract is presented to highlight the Anambra Civil
Service manpower. The rationale f o r using 1989 figure was
because of unavailability of l99n and 1991, manpower data as at
the time of writing.
Table 1 Research Populatiqn -*
A summarry of Anambra State Civil Service Nanpower by Grade of Officera - and Sex as at 31st December 1989.
1 . Salary Grade Level 01 - 13 and above e n i o r jLL 1 3 ?%ov. C L 07-
Government House j 30 Cabinet Office 1 21 Audit Department / 13
Govt Printing and Stationery
Civil Semice Commiseion
State ~ducation .. 1 - Commission
1 8
Pools Betting and Casino i
Local ~ o v t Senice j 4 Commiseion 1
)I
Judicial Service 2 Coarmiseion
Office of Cornmi- 1 17 ssioner fer Special Duties
i Bawd of Internal 21 Revenue
finistry of Eduostioi! 42
Ministry of Health 4102
Ministry of Suetice .: 37 Ministry of Finance '! and Econ Planning ,I 34
Ministry of Works, : Lands and Transport?' 48 Ministry of Commerce '
and Industry i 23
Ministry af 1 ~nformat~on,~ocial , 26 Development, Youth, Sports and Culture ,:
P I
nistry of Agriculr,; e and Katural
esources 77
Ansmh-,.., CCnC- - i 1:
Female -
Total
Durce: Anumbra Sta te C i v i l Service
Sampling:
Sampling can be defined as a process of selecting a portion
of population t o represent the whole population. 3
I n determining the sample s i ze , i t is important t o mention
that the process of sampling involves defining the population;
drawing sample from the population and making s t a t i s t i c a l infe-
rence. A s the population f o r th i s research involves iden t i fy ing
the number of workera in Anambra State Civi l Service organizations,
i t is essential t o note t ha t these organizations a r e bodies which
perform various civic r e spons ib i l i t i e s which everybody i n Anambra
Sta t e enjoys and as such, they have iden t ica l motivational
problems.
Sampling Procedure: -
From the t ab le , the t o t a l population i s twenty-one thousand,
four hundred and forty-eight (21,448) but for the sake of this
research, i t i s considered t o be too large , therefore the
reseamher decided t o choose the sample s i z e using the sampling
formula:
n w N
1 l?e2 where
n = Sample s ize
N = Population s i z e .
e = Level of Significance p? (0.05)
Applying the formula, sample size (n)
becomes n = 21448
1 + 21448(0.05)~
Therefore, the researcher administered the questionnaires
based on the determined sample size of 400 uaing the stratified
Random Sampling to enable her study closely the sample size of
400 civil servants out of 21448 civil servants in Anambra State.
The procedure for Stratified Random Sampling using proportional
method is as follows:
Table 2 - Questionnaire Distribution Method Anambra State Civil Service Manpower by Grade of Officers as at 31s t ~ecember, 1989
d , Strata ' Representatien . Mgt. Middle M$t. Junior EYft ~ o t a l
G.L 12 & above G.L 07-1 G.L O l A
Population in each stratum
1 706
I 1
Proportion of each stratum to total population
Number in each stratum, to which question is given
Seurce: Compiled by the researcher from t ab le 1 .
The table above shows the pattern of questionnaire dis-
tribution to selected civil servants as sample for this research
from total population of 21 448 using proportional method of
stratified Random Sampling. The a i m was not only to arrive at
the true figure of sample size but also to achieve greater
representation of each stratum.
The questionnaire was administered in such a way t h a t
twenty-five (25) questionnaires were administered to a random
sample in each of the nine(9) ministries in the state and thirty
(30) each were administered to a random sample in six(6) out of
the twelve (1 2) non-ministerial departments in %he state
randomly selected. This brought the sample size to four hundred
and five (405), which means five more than the selected sample
size of four hundred.
Instrumentation:
The questionnaire (see Appendix was made up of two sections
A and B. Section A consisted of eight(8) questions and were
meant to identify the department, educational background, salary
grade level and length of service of the responeents. There were
also questions designed to elicit information or, the demographic
variables of age, sex, marital status and number of children.
These data were to-enable the researcher identify the influence
of these variables on the pattern of motivation of civil servants
in Anambra State.
section B consisted of fifteen('l5) questions designed to
obtain information on job satisfaction, reward satisfaction,
perception/non-perception of performmce/reward relationship,
Questions 8 and 9 were designed to find out what arrange-
ments are made for rewading exceptionally good performance and
for punishing poor performance. Questions 10 and 11 attempted
to find out how these arrangement work out in practice, while
questions 12 to 14 try to identify the impact of perception/
non-perception of perf ormance/reward relationship on motivation
and by implication ~n performance.
Finally, question 15 was designed to confirm or refute the
allegation that Nigerian workers are generally lazy.
Data Collectim:
The questionnaires were delivered by hand to the respon-
dents in their offices since mailing may not bring out the
desired result. The approach was to administer the questionnaires
with a request that the researcher would like to collect responses
immediately. Those wno did not complete the que~ti.onnaires
immediately were visited again.
~ e t h o d o f Data Analysis:
The information obtained from the questionnaires were
analysed using absolute frequencies and percentages.
Val idi ty and Re l i ab i l i t y of Measuring Instrument:
Generally, the most cornrnonly used technique i n co l lec t ing
da t a f o r research work i s questionnaire, interview and obsem*
t ion. In t h i s research, these three techniques were used but
the most u t i l i z e d metnod was questionnaire.
A questionnaire i s usually constructed so that i t could be
measured. Often, i t i s re fe r red t o as an instrument i n research
methodology because i t cam be measured by the seseazcher
depending on the nature of the research work.
Besides, questionnaire technique is more detxl led than
interview and observation techniques and t h i s acc~mnts f o r i t s
wide usage i n reseaxch work.
Equally, s t r a t i f i e d Handom method was used i n questionnaire
d i s t r ibu t ion . This was shown i n table 2 which showed the
s t a t i s t i c a l representation of the c i v i l serrrants se lected f o r
study out o f 21448 c i v i l servants i n Anambra State.
I n addit ion, proportional method o f s t r a t i f i e d Random
Sampling was used t o ensure the va l i d i t y , r e l i a b i l i t y and
standardization o f the random sampling used as a measuring
instrument.
1. Adetoro Abayomi Sheriffdeen: ReseaschTechniques for -- Projects. ~ o ~ o s a l s . H e ~ o r t s . These 3 znd D i s s e r a t z n s : ( G a s k i y a Corporation L ~ L . , %ria Nigeria: 1986) p. 38
2. S t a t i s t i c Unit of the Civil Service Commission Enugu, as at ' I g t nee. 1989.
3. Adaji , J.O.: E s s e n t i a l s of Research Methodolorn f o r ~ i & r i a n Educators m bada an, University Press Zd.,l g o 4 3 7
PRESmTATION AND ANALYSIS OF DATA
The data which are analysed below are based on the
materials col lected i n t h e course of field work. Based on
these , the formulated hypotheses are tes ted.
Response Rate:
Four hundred and f i v e (405) questionnaires were adrninisd
t e red bu t three hundred md thir ty(330) were r e t - m e d a d used.
Thus the response r a t e was 81.48%. This r a t e was possible
because most of the questionnaires were col lected immediately
after administrat ion f r o m the respondents.
Table 5 - 1 i s tne frequency d i s t r i b u t i o n of respondents
by category.
Table 5-1: Frequency Distr ibution of Respondents by Category
I' I Frequency I Percentage I Jurlior category
Middle category
Senior category
T o t a l
232
90
8
330
70.30303
27.27272
2.42424
100.00
-om the personal data in section A of the questionnaire,
it was ascertained that 224 (67.88%) were males while 106 (32.
134) were females. Of this number, 50 (15.q:) fall within the
category (under 2' years), 90 (27.3%) fall within 25 - 35 years),
140 (42.474) fa? -- within (36 - 45 years), 35 (10.6%) fall within
(46 - 55 and 15 (ha@<) fall within (over 55 years).
Talking of their masi tal statuses, 289 representing (87.6%)
were married while 41 representing (l2.&) were single.
The dissatisfaction oi employees in the civil service is related to perceived inequity between performance and rewasd.
The first approach to khe issue of employee motivation in
this study was to find out whether employees were satisfied
with t h e i r jobs because the attitude of an employee to his job
is to a large extent determined by the satisfaction he derives
from his job. If an employee is basically not s a t i s f i e d with
his job, this de:?iciency can not be made good through reward
system because job satisfaction needs and reward satisfaction
needs derive from different need systems.
To this end, the first question which seek to know
whether employees were satisfied with their job or not goes
thus s
ARE YOU SATISFIE3 hITH YOUE JOB IN TB3 CIVIL SNiVICE?
1 RESPONSES NO. OF RESPObBEibTS
Table 5-3, Source: Response to item (1) of Sectiw B (see Appendix 111).
PI!xCEBTAGX
S a t i s f i e d
Not s a t i s f i e d
Total
From the table one can s2e t h a t out of the three
hunrdred and thirty (330) who responded, two h u d r e d and twenty-
six (226) representing (68.5;/0), were satisfied with t h e i r jab,
while one hundred and four (104) representing (3'.94) were not
satisfied with their j oh . The pattern of responses from the
table shows that majority of the civil servants were satisfied
with their job.
In addit ion, it was found that concentration of job satis-
faction was more among employees who had very low qualification
but had risen to grade level 13 a d above, due to long period of
service.
To find out whether employees were satisfied with t h e i r
reward o r not, t'ne researcher asked item ( 2 of sect ion B) of
the questionnaire. Overleaf is the question:
226
104
330
68.5
31 -5
100.00
DO YOU TRINK TESLT YOU AiE AEEQGATELY hGblAEiDED BY YGUH EI'G'LOYER?
Table 5-4, Source: Response t o item (2 ) on sect ion 3 of the Questionnaire (see Appendix 111).
5
RlCSFGNSES
Yes
No
Total
From the t ab le above, 64 respondents representing (19.4%) said
they were s a t i s f i e d with the i r reward while overw!~elming
majority of 226 represent ing (80.6%) say they were not ade-
quately rewarded. I n fact, it was even surpr i s ing t h a t not a l l
indicated nc t s a t i s f i e d , given the present harsh cconomic
s i t ua t i on i n the country. The responses of the senior employees - between grade l eve l 13 and above, w a s contrary t o the expectation
of the researcher i n the sense t ha t most of tiem indicated t h a t
they were not s a t i s f i e d with t h e i r reward. Sa t i s fac t ion was
recorded mostly among female c i v i l servants with low qual i f ica-
t i on who had r i s en t o grade l eve l 12 and above. Fzsed on t h i s
majority opinion o f 80.@/o react ing negatively, w e can r i g h t l y
conclude t ha t the c i v i l service employees are not adequately
rewarded.
NO. OF RESPONDEXiTS
64
266
330
*
PERCEZiTAGE
79.4
00.6
100.00 --
72
Nevertheless, the researcher wtwnted to icnow the reason
why they feel they zre not adequately rewarded. To this
effect item (3) of section B of the questionnaire was p w e d ,
which went thus :
IF dO TO QUESTIOPI (2), L v T i XAVEI YOU COXX TO THE CONCLUSION?
- - -
The reward I receive is not sufficient for my need.
I produce more than I get as reward.
iJIy counterparts elsewhere are better rewarded.
Some people here work less but are better rewarded.
- Total
NO. OF HESPONDElWS
Table 5-5, Source: Response to item (3) of section 3 - o f questionnaire (see Appendix 111).
From the t a b l e we can see that 79 representing (23.93) gave
their reason for reward dissatisfaction as reward not been
sufficient for their needs, 84 representing ( 25 .9 ; said their
reason is that they produce more than they get as reward,
one hundred and thirty-one (1 31 ) representing (29.7?4 sa id
t h e i r reason i s t ha t t he i r counterparts elsewhere a re b e t t e r
rewarded, while th i r ty -s ix (36) representing (10.96) sa id
t h e i r reason i s because some people work less b u t a r e rewarded
b e t t e r . However, the alternative with the highest frequency
and percentage i s my counterparts elsewhere a r e b e t t e r rewarded
which recorded one hundred and thirty-one (137) (39.7%). This
goes t o prove t ha t any perception of inequity between reward
and performance whether i n the same work environmnt o r not,
always produces tension.
S t i l l i n relatior: t o perception of inequi ty between
reward and performance, the researcher wanted to know what the
employees perceive as the b a s i s of reward i n the civil service ,
t h i s i s because the b a s i s o f rewarding employers for work is
e s sen t i a l ingredient of reward sa t i s fac t ion . For t h i s reason
question ( 6 ) was asked, which went thus:
WHAT DO YOU TiiFI1:K IS 'itl% BASIS OF Rr;WAFU IH YOUR DEPARTMEGYT?
r 'I WSPONSES NO. OF ItEWONUENTS Pl3IKZXTAGE:
Performance
Qual i f ica t ion and Experience
Favouritism
Others (specify)
Total
44
236
45
5 330
- 13.3
71 a 5
13.6
1-5 F
1 On. 00 m
From the table forty-four (44) respondents, representing
(13.34) said it is based on performance, two hun3red and thirty-
s ix(2j6) representing (71.94) indicated qualification and
experience, f arty-f ive(45) representing (1 3. @A) supported
favouritism while a minorty of five(5) respondents representing
(1.Fh) had other bases outside the outlined bases by the
researcher. Based on the majority opinion, we can conclude
that basis for rewardmg employees is qualification and
experience, and not actually perfomance.
Furthermore, this study sought to know whet!ler employees
perceive m y relationship between performance an?. reward in
their departments.
I T o t a l I 3 30 1 100.00 I
9 ilESPONSES
Relationship exist
No relationship exist
Table 5-6, Source: Response to item (7) of sectio~ B of the questionnaire (see Appendix 111).
From the table, one hundred and twenty-five(l25)
respondents, representing (37.90/3) were of the view that relation-
NO. OF 1Il3SPONDEliTS
1 25
205
P?CRCENTAGE
37.9
62.1
s h i p e x i s t between t h e i s reward and perfarmaxe while a
majority of two hundred and five(205) representing (62.1%)
maintained t h a t there i s no re la t ionsh ip between rewazd and
performance i n the civil service.
S t i l l , wanting t o know whether any recognition i s
shown when there is exceptional good performance, question
was asked i n a different way, t h i s went thus:
Table 5-7, Source: Response t o item (8) of Section B of the questionnaire (see Appendix 111)
FBSPONSES
I Extra pay
Promotion
Training
All of the above
Eone of the above
Total
!Be method of picking the a l t e rna t i ve s by t h e respondents
shows the respondents had some d i f f i cu l t i e s i n making t h e i r
choice. The difficulty indicated that the employees hardly
BO . OF RESPOhDEIqTS
6
80
25
13
20 6
330
P ~ C E ~ ~ A G E
1.8
24.2
7.6
3-9
52.4
10O.OC,
benef i t ted from the provision even where i t ex i s t . When some o f
the employees were interviewed by the researcher, they maintained
that the only reward f o r exceptionally good performance w a s
'normalt promotion. This goes t o suggest t ha t mward i s actually
based on performance. I n other words we can conclude t h a t the
d i s s a t i s f ac t i on o f employees i n the civil service i s re la ted t o
perceived inequity between performance and reward; thus, the
hypothesis posed above i s true.
T'UT LACK OF NOTIVATION I S :ImATED TO BAll ATTITUI)E TO WORK OF TEE CIVIL SiZiVANTS 111 NIGEilIA.
Karl M a x recognised t ha t tool i s necessary before his tory
can be made. This claim can be a t t e s t ed when we recognise t ha t
one cannot be a good mechanic unless appropriate equipment are
provided. If t h i s i s accepted, then, i t does not require a
s c i e n t i s t t o prove tha.t inadequate motivation car. be a cause of
bad a t t i t u d e t o work cf c i v i l servants i n Nigeria.
To bu t t ress t h i s argument, opinions of three hundred and
t h i r t y (330) respondents would be analysed. To d o t h i s , item
(12) of sect ion B of the questionnaire was asked, the question
went thus:
Table 5-8, Source: Response t o item (12) of sect ion o f the questionnaire (see Appendix 111).
-om the t a b l e we can see tha t all three hunclred and
thir ty(330) representing (1 Oo(l/o) said t h e i r a t t i t u d e t o work
RESPONSES
Yes
No
T o t a l
would change if they were adequately compenbated.
NO. OF RESPONDENTS
3 30
-
330
i
P~CEJITAGE
100.00
0.00
100.00
The researcher s t i l l wanted t o know t'ne degree o r the
4
extent t o which they are prepared t o change t h e i r negative
a t t i t u d e to work, theref o r e , question (1 3) on the q u e s t i o n n a i r e
was posed. The question went thua:
IF YOU RAVE 'IT& OPPOLCTUNITY TO BE ADEQUATELY COMPm!SATm,
-- - -~
RESPOi, SES
Even before 8.00 am
8.00 m
8.30 am
y,oo am
NO, OF HESPOiilDENTS
I I Total I 330 100.00
Table 5-9, Source: Response to item (13) of Section B on' the questionnaire (see Appendix 111).
In response to the above question, two hundred and
sixty(26O) respondents representing (78.7% said they were
even prqaed to go to work before 8.00 am; fifty(50)
representing (IS.%) said they were prepared to go for work
at least by 8.00 am, eighteen(l8) representing (5.5%) said
tney would only be prepared to be in the office by 8.30 am
while a minority of two(2) representing (0,60/0) said they
were prepared to come b7 9.00 am.
The researcher did not, hoi,.ever stop there in connec-
tion with the attitude to work of the respondents, but went
further to ask different but related question to the
respondents, which went thus:
GENERALLY, AFLE YOU PffEPALiED TO W O E OVER TIME: WITR PAY?
. I - q 1 - I
TablG~5*lBlj SbuYee: ~espbnse' t o i t e k (1s) of the questionnaire (see, Appendi~~ ITI) - I-
.
] - '
: From ;the table above, the dverwhelming major i ty
of three hundred and f our(304) representing (92.1%)
s a i d they-&!re prepared t o w o r k over time' with pay, while - - 4.'
a minari ty- of twanty-sir(26)- kepesendink ( 7 said
PE~~CENTAGE
92.1
7 9 -... - a . I
100.00
IESPONSES
Yes
N o
L7 F ' , T&Ed
- - ,. 4" . , - L
However,rbecause-bf thg majority opinion i n suppart of
NO. OF RZSPONDE%TS
304
2 6
-
330
over time-work with pay? we can conckudh that Nigerian - 7
workers a r e n o t lazy b u t because they have no6 s a t i s f i e d ' n
? - the phys io togica l need-of money and food, they are not
prepared to work e f f e c t i v e l y without adequate compensation.
Therefore we have now accepted the hypothesis that l ack
of. motivat ion i s r e l a t e d t o bad a t t i t u d e t o work of the
c i v i l senrants i n Biger ia generally and ,barnbra S t a t e i n
particular.
HYPOTHESIS III
LACK OF PIIOPER XISCIPLIIJARY ACTION I S ZLATED YO ORGANIBATlOfSAL INEFFICIENCY OF THE CIVIL SERVICE.
To test the t h idhypo the s i s which states that lack
of proper disciplinary action is related to organisational
inefficiency of the civil service, questions (?), (10) and
(1 1 ) were asked.
Question 9. HOW IS POOR Pa- FOTIT,iANCE PdNALISED IN YOw DEl?AFDGKT?
Table 5-11, Source: Response t o item ( 9 ) of the questionnaire (see Appendix 111).
From the table we can see that the provisions
merely existed on paper since about one hundred and
ten (110) representing (33.33j) maintained that none
of the alternatives exist. However, for the fact that
thirty-five(3S) representing (10.6%) of the respondents
said all the alternatives exist and the alternative
(withholding increment) had had a response rat.e of
(30.37b) shows the provisions exist but their implementa-
tion are not pronounced,
Still attempting t o study different aspects of
reward management in the civil service, we sought to
h o w how the provisions for r~warding exceptionally good
performance and punishing poor performance worked out in
practice. Consequently, we asked the respondents to
specify the number of t i m a they had either benefitted
or suffered from such provisions. The inconsistencies
associated with their responses to these questions (see
questions 10 and 11 of Appendix 111) made their systematic
analysis and interpretation impossible.
Bowever, because of this difficulty in analysing the
responses, effort was made to ob~ain data on reward for
exceptionally g?od performance and punishment for poor
performance from the annual r e p o r t of the C.ivil Service
Commission Ehugu. The repor t contained comprehensive data
f o r 1986, 1987, 1988 and 1989. The document however, did
not contain any data on reward f o r exceptionally good
performance. We therefore conclude tha t the Commission
did no t reward a;?y c i v i l servant for exceptionally good
performance, f o r the years i n question.
Appendix I shcws the staff s t rength of Anambra S t a t e
Civil Service by grade and sex from I986 - 1939. Appendix
I1 shows the d i sc ip l inary act ion taken by the Anambra State
Civi l Serviae from 1986 - 198q0 Table 5-1 2 i s compiled from Appendix I ant1 11 and shows
the p~rcen t age o f c i v i l s e rvan t s d i s c i p l i n e d fcr the years
i n question.
Table 5-12: Percentaqe of Civi l Servants Disciplined, 1986-1 989.
Table 5-1 2, Source: Compiled from Appendix I and. 11.
I YEAR
1986
1997
1988
1 989
TOTAL XO. OF C I V I L SEFiVA5TS
20 9 952
20,042
21,330
27,448
Total
NO. DISCIPLINED
159
54
8 4
51
330
PBCEETAGE
48.2
16.4
25- 5
15.5
1OO.QO
The t ab le shows that the percentage of the civil
servants disc ip l ined in 1986, 1987, 1988 and 1989 were
(48.2;6), (i6.&), (25.5%), and (15.5%) respectively.
These were unimaginably too small for a service noted
for inefficiency, ineffectiveness and indiscipline. This
goes to prove that disciplinaq arrangements ~ v e not work-
ing out well in przctice. In other words, the hypothesis
that lack of proper disciplinary action is related to
organizational inefficiency o f ths civil service should
be accepted.
Tne following are the summary o f the findings of
the study:
Employees i n the c i v i l service i n Anambra
State are s a t i s f i e d with t h e i r jobs hut
are not s a t i s f i e d with their reward,
The c i v i l servants i n Anarnbra State
generally perceive inequi ty between t h e i r
perfoma-xe and reward.
Similar t o number ( 2 ) above is t h a t they
do n o t see any re la t ionsh ip between t h e i r
perforaance and reward.
Except io~la l ly good performance i s no t
rewarded but very poor performance was
occassiorlally punished.
The c i v i l servants i n Anambra S t a t e would
perform b e t t e r i f reward would be determined
by performance
The c i v i l -;ervlce i n h a m b r a S t a t e i s in-
e f fec t ive , f o r i n s t m c e , the researcher
found out i n the course of the study that
data for c i v i l service staff strength and
disciplinary action for 1990 and 7991 have not
yet been compiled. This is evidence of
inefficiency.
7. Lack of effective disciplinary action is t o
some extent responsible for poor performance
of the c i v i l servants in Anambra state.
8. Favouritism and nepotism are among the factors
that limper ?roper disciplinary act ion in the
c i v i l service.
Recommendations: -
It can be seen from the study that lack of motivation
in the civil service has serious impact on employee per-
formance, Tne situation is, however, not uncontrollable;
definite steps can be taken to make the service effective.
First of all, there should be a re-orientation of the
workers in the civil service as a whole to inculcate in them
the proper concept of work. This could be done through
seminms and workshops to appeal to them not to see their
work as (0yibo work) but as (community work). This will
help to restore the right attitude to work.
I n addi t ion , reward should be based on performance,
hence people who show evidence o f outs tanding performance
should be apprecia.ted.
The p r a c t i c e of mass promotion should be abolished
s ince i t tends t o defea t i t s aim. Th i s rs because i t dis -
courages hard working employees.
Also, good perforiflers who meet t h e requirement should
be recommended f o r sourses , seminars and conferences and
a f t e r the completion, they should be given bonuses. This
would serve the dual purpose of motivat ing employees and
enforcing p o s i t i v e a t t i t u d e t o work.
The other aspect of reward management i s d i s c i p l i n e
managemmt. :'lost of the employees interviewed i n the
course of t h i s s tudy i d e n t i f y i n d i s c i p l i n e as one of the
major f a c t o r s affecting tne c i v i l s e r v i c e ef f ic iency.
Consequently, we recommend tha t managers i n responsible
pos i t ions should be given appropriate a u t h o r i t i e s t o
discharge their d u t i e s without fear o r favour.
The present s i t . ua t ion i s t h a t many supervisors do not
want t&ing d i s c i p l i n a r y ac t ions a g a i n s t t h e i r subordina tes
because o f fear of c3 . t i c i sms and v ic t imiza t ion . We there-
f o r e recommend t h z t supervisors be compelled t o live up t o
expectation with regard t o taking d i s c i p l i n a r y measures
on t h e i r subordinates.
Conclusion:
A s has been seen through investigations i n the
preceeding chapters that motivation plays important r o l e
i n achieving organizational goal; that when the employees
a e not adequately compensated, they become d i s sa t i s f i ed ,
and therefore n o t motivated, t h i s eventually leads t a poor
performance; thereby hindering the achievement of organi-
zational ob jec t ives ; hence we emphasize that motivation
should be an inxegral par t of organizational pl-an.
Finally, i t i s the wish of the researcher t o make i t
categorically c lear that t h i s research work i s n o t conclusive
on t h i s issue. It will therefore be st irnulatirg t o see
other researchers investigating i n t h i s area; recause it w i l l
add more to the present findings.
BIBLIOGKAPHY
Adamolekun, L.
Adamalekun, L.
Adebayo, A.
Adebo, S.O.
A m , Akpala
public Administration: A Nigerian and Comparative Perspective ( ~ o n o a n : 1953)
Mmagement Education in Nigeria, Cmcepts, Problems and Prospects Lagos: i>;iMSET, 1980.
Prirciples and Practice of Public -- Adrinistration in Nigeria (Lbadm: ----- ',pestrum Book, lq82),
Management Development in Nigeria -- -- ( Ib~dan : Oxford University press) 1977.
Nanagement "An Introduction and the -- Wigerim Perspective" Published by Department of Management, University ef . Nigeria, Enup Campus, 1990.
Public Administration in Nigerla l?digeriai Longman, 1982).
Bldag, B.J. Et. A1 Piianaging Organizational Behavinur 2nd ed. (LOS Angeles: West Publishing CO.) 1981.
Cameron, D.C. KJ Tanganika Service and Some Figsria (~=gman, 1 939).
Campell, D. Et a.1 - Kmagement 7th ed. McGraw Rill 3l:te~na'cional Book Company 1972.
C a r l i s l e , M. Science Reseasch Associates Management Concepts and S i tua t ions , Chicago, 1976. . ...
Ejiofor, P.N.O. Management S t y l e s i n Result-Oriented Service Government Printers Owerri, 1985.
E j io fo r , P.N.0. Managing Nigerian Worker Lagos: Longman, 1984.
Bansen, K. Management i n PXgeria The Free Press, 1965.
Hersey, P. e t al. Management of Organizational Behaviour: Utlizing &.man Resources 3rd ed. Ezn t i ce -Ha l l Inc., 1977.
Xodgettes, R.K. Management: Theory, Process and P r a c t i c e ( ~ h i l a d e l p h i a W.B. Sauders Company, ' t iest Washington square) 1978.
~vancevich, J .Pi. e t . al. Organizat ional Behaviour and Performance ( ~ o o d Year Publishing Co. Inc.) 1977.
Kreither, R. frI?nage~ent - A moblea Selving Process Boston: Houghton N i f f l i n Co. 1980,'
Koontz, 3. e't. a1 P r i n c i p l e s of Management: An Analysis of Nanagement F'urctions ICcGraw H i l l Co . Tokyo, 1 972.
L i t t e r e r , J . A . The Analysis of Organizations (FTPW York: John Wiley and Sons Inc. 2nd ed.). 1973.
~ u t h a n s , F. The Practice of Supervision and ITanagement (~ogakusha: McGraw B i l l Inc . ) 1 979.
Miller Lawrence, Behaviour Management (NEW Yo-k, John Wiley Sons) 197U.
Osuala, E.C. Introduction to Hesearch Kethodology. Africans-Pep Publishers L t d . Onitsha, 1982. '4
Selltiz, C. et-al. Research Methods in Social Relations Holt ,Pineh?;rt 'dins ton, new York, 1 i1551.
Thierauf, R.J. et . al, Nanagement Principles: P. Contingency and Questionnaire Approach (Santa Barbara: John L!iley and sons) 1972.
Vroom, V.K. Work and IYotivation John Wiley and Sons, Inc. Nex Yosk, 1364.
William, R. e t . al. An Introduction to Contem~orary Business (Xew York, Hascourt Bruce Jovermvich, Inc . ) 1975.
h i n t e r , H.R. People and Politics, An Introduction to Political Science ( ~ e w York: John Miley and SCTIS) 1981.
APPENDIX I
A summary of Anambra S t a t e Civil Service Manpower
by grade of officers and sex as at 31at Decemher, 1986.
Government Rouse
Ministry of Agric and Nat. Resources
Ministry of Cornmerce and Industry
I Ministry of Education Ministry of Finance
and Econ. Planning
I Ministry of Health
I Mkistry of Informatim I Ministry of Justice Ministry o f Local Govt.
and Rural Developmen.
Ministry of Works, Land: and Transport
1 Audit Department I Civil Service Commissio~
I State Education Commission
Salary Male
.L 01 - 16 ; Female
d above Both Sexes
Board of In te rna l Revenue
Forestry Commission
Anambra State Liaison Office, Lagos
Government Pr in t ing & Stationery Department
State Hospital Manage- ment Board
Salary Male
.L 01-16 Female
~d above Foth Sexes
The summary of &uzbra S t a t e C i v i l Service riianpower by Grade of Cff icers and Sex as at 31st Dec. 1987
M i n i s t r y / ~ e ~ a r t m e n t -
Government House
Cabinet Office
Audit Depatment
GIvC. P r i n t i n g a d S ta t ione ry Dept.
1, ,Civil Service Commisrsion
bores try Comrnis s ion
S t a t e Educ. Commission
Pools Be t t ing 2nd Casino Commission
Local Govt. Service Commission
Judiciary Service Commission
S t a t e Health I g t . Board
Board of' Internal Rev.
Kin i s t ry of Educztion
Ninis t r y gf Health
Kinis try of J u s t i c e
Minis t ry of Finance and Economic Planning
Ministry of i?'rsrks, Lands and Transport
'Tinistry of Commerce and Indus t ry
!Tinistry of Information - . - . - - -
~ G i S t r y ofLT,o&. ~ o v t . -
and Development
? i n i s t r y of mica % Natural Resources
banb ra S t a t e Liaison Office, Lagos
md above Both Sexes
The Sumary cf Anaabra Civil Service rknpower by Grade of Cfficers and Sex as a t 31st Dec. 1988.
Government House
Cabinet Office
Audit Department
Govt. P r i n t i n g and Stationery aept,
Civil Service Commission
Forestry Commission
State Ed. Commission
Pools Betting & Casino Commission
Local Govt. Service Commission
Judiciary Service Commission
State Health Ngt. Board
Board of Internal Rev.
PIinis try of Education
Kinis try of Health
Ninistry of Justice
Ministry of Finance and Economic Planning
Ministry clf Works, J,ands and Transport
Yinistry of Commerce and lndus try
Yini s try *ef Information
Yinis try of Local Govt, and Rural Development
Yinistry of Agric. and Natural Resources
Anambra State Liaison Office, Lagos
S a l a r y G.L 01-1 6 and above
Female
132
286
61
102
34 161
7
7
35
6
1486
402
31s.
8 37 143
339
254
237 2 60
1 38
41 5
2 2
5683
30th Sexes
The Summary or" iyiambra State Civil Service i'4arlpower by Grade of Officers and Sex as at 31st Dece. 1989
Government House
Cabinet Cf f ice
Audit Department
Govt. Printing and Stationery Dept.
Civil Service Comm.
Forestry Commission
State Education Cemmission
Pools Betting and Casino Commission
Local Govt. Service Commission
Judicial Service Commission
Office of Commissioner for Special Uutieg
Board of Internal Rev.
Minis try of Xducation
Ninistry of Health
Ministry of Justice
Ministry of Finance an Economic Planning
Ministry of Works, Lm and Transport
Ministry of Commerce and Industry
Ministry of Informatic
Ninistry of Bgric and Natural Resources
Anambra State Liaison Office, Lagos
Salary Ma1 e
499 1184
284
451 1 74 437
103
46
60
7 6
620
1101
432 21 47 181
91 8
2571
528
585
2554
88
15542 --
, L 01 -1 6 and above Total
APPENDIX I1
The Summary of Disciplinary Action in Anambra State Civil Service for 1986.
Dismissal
I Termination of Appointment
I ~uspension/~nt erdic tion
Reduction in ~ank/~eferment of ~rornotion/~ncrement e tc .
I Retirement ~arning/~e~rimand
Grand Total
Total
The Summasy of Disciplinary Action in Anambra State Civil Service as at 31st Dec. 1987
Type of Penalty
Dismissal
Termination of Appointment
~uspension/~nterdic tion
Reduction in ;iank/~eferment of Promotion
Retirement
~arning/~eprimand
Grand Total
Total
The Summary of S i s c i p l i n a r y Action taken i n Anambra S t a t e C i v i l Service as a t 3 l s t Dec. 1988.
Dismissal
Termination of Appointment
Reduction i n ~ank/Oeferment of Promotiep
Retirement
Grand To ta l
Total
The Summary of Oi sc ip l ina ry Action taken i n Anambra S ta te C i v i l Service as a t 3lst Dec. 1989-
Type of Penal ty
Dismissal
Termination of Appointment
~ u s ~ e n s i o n / ~ n t e r d i c t i o n
iieduction i n ~ank/Deferment of of Promotion
Retirement
~ a r n i n ~ / ~ e p r i m a n d
Grand To ta l
Tota l
Department of Management, University of Nigeria, Enugu Campus.
Dear ~ir/Nadarn/~i s s ,
I am a postgraduate student of the above-named
institution. Tne aim of conducting this research is to
find out the effect af motivation on perfo~mance of civil
servants in Anaabra State.
I promise that any information you give will be
treated confidentially. You are not required to disclose
your name.
Your cooperation will be highly appreciated.
Yours faithfully,
(signed)
Ugm, Martina N.
Please mark(x) i n the space provided and f i l l i n
the answers where needed.
SGCTION A - PERSONAL DATA
1. What i s the name o f your department?
2. What i s yoiu educat ional q u a l i f i c a t i o n ?
3. Your age ( i n yea r s ) :
Under 25 ( )
4. What i s your sex? Nale ( ) Female ( )
5. lllasital s t a t u s : Married ( ) Single ( )
6. Number of ch i ld ren . 7. Your Grade Level: 01 - 04 ( ) 05 - 07 ( )
08 - 12 ( ) 13 and above ( )
8. Length of s e r v i c e ( i n yea r s )
SECTION B OF THX QUESTIONNAIRE
1. Are you s a t i s f i e d with your job i n t h e c i v i l s e rv ice?
(a) S a t i s f i e d ( 1
( b ) Not s a t i s f i e d ( )
2 . Do you th ink t h a t you are adequately rewarded by your
3. If 'No' t o ques t ion (2), why have you come t o the
conclusion?
(a) The reward I rece ive i s not s u f f i c i e n t
f o r my need. (
( b ) I produce more than I g e t as r e w a d (
(c) ?/iy coun te rpa r t s elsewhere a r e b e t t e r
rewarded, (
(d) Some people he re work l e s s but are
b e t t e r rewarded. (
4. Do you be l i eve some people i n your department
are rewarded b e t t e r thaa they deserve?
(4 Yes ( 1 (b) No (
5. , I f 'Yes l , who a r e these?
(a) Very s e n i o r people (
( b ) Professionals/~echnicians ( )
( c ) Young graduates (
( d ) Others ( spec i fy ) ( 1
6 . What do you th ink i s the b a s i s of reward i n your
department?
(a) Performance ( s k i l l and hardwork) ( 1
(b) Quz l i f i ca t ion and experience ( 1
( c ) Favouritism ( 1
(d ) o t h e r s ( spec i fy )
