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More often than not, businesses in the public sector have been confronted with the issue of how to manage the performance of their employees so that they can achieve peak performance at work. The method in which a company handles performance evaluation processes, labour-management relations, punishments or disciplinary measures, and training and development has a significant impact on the attitude of its employees. Any organization's objective is to attain industrial harmony since it enables the achievement of the required output level and productivity.

Experience has shown that in some businesses, some employees perform at a very high level with little or no supervision, while others require continuous and intensive supervision. These circumstances have accounted for the diverse variances among numerous organizations (Emesowum, 2010).

Managing employee performance is not a novel notion; rather, what appears novel is that techniques and methods have continued to evolve to keep up with the emergence of new technologies, the evolution of employment regulations, and the transformation of workforce makeup and dynamics. In addition, the innovation-driven increase in global competition has made efficient employee performance management a must for all managers, so that a bigger competitive advantage can be attained through the productivity of workers (Nwachukwu, 2009).

Regardless matter the degree of technological sophistication, employees are the lifeblood of any firm. According to Idemobi (2010), the performance of employees in any organization is a direct result of their relationship with the firm's management.

To successfully manage employee performance, one must acknowledge that human resources are the most important of all. Incorporating the concept of human resource into this directive will assist proper usage for the accomplishment of predetermined aims and goals (Eromaturu, 2010). Organizations are created to accomplish specific objectives. To accomplish these goals and objectives, the human element is of the utmost importance. Thus, the human factor, through leadership or management, mobilizes and utilizes all other factors, including performance evaluations, employee motivation, employee satisfaction, compensation, training and development, job security, and organizational structure, in order to achieve the organization's desired performance. However, the focus of this research is on employee motivation as a factor that can improve job performance. This is because without a motivated staff, no firm can aspire to reach high levels of performance. It is commonly assumed that when employees are sufficiently motivated, they perform better. When they are inadequately motivated, though, their performance tends to suffer (Ejere, 2010).

This explains why researchers have devoted great time and resources to uncovering the secrets or ways of inspiring employees to achieve peak performance. However, a lack of motivation among an organization's personnel is a formula for failure in achieving intended goals and objectives. To avoid the failures experienced by the majority of organizations, employee motivation is an absolute necessity, and the realization by the manager of the type of motivation that will enhance the employees' performance of their jobs will result in the organization's attainment of a high level of advancement. Therefore, the whole organizational success is contingent upon the efficient and effective performance of each individual employee. It is crucial to note, however, that various employees in different businesses are motivated differently by leaders, supervisors, or administrators who encourage them to behave in different ways towards job performance in the firm.

Over the years, it has been determined that one of the policies a company can do to improve the performance of its employees and, consequently, raise its productivity is to offer competitive compensation. Also, with the current global economic trend, the majority of employers of labor have understood that the performance of their employees plays a significant role in deciding the success of their enterprises. On the other hand, the performance of employees in any business is essential not only for the success of the organization, but also for the growth of the employees themselves (Meyer and Peng, 2006). An organization must identify its great employees, those who require extra training, and those who do not contribute to the company's or organization's efficiency and well-being. Also, job performance can be evaluated at all levels of employment, including personnel decisions regarding promotion, job rotation, and job enhancements, among others (Aidis,2005; Meyer and Peng,2006).

In the 1970s, Nigerians were interested in the effective use of rewards to impact worker performance and inspire them. So many researchers have examined this topic, including Oloko (2003), Kayode (2003), Nwachukwu (2004), Meyer and Nguyen (2005), and Egwurudi (2007). (2008). Experts in human resources and personnel are increasingly concerned about the level of productivity received from workers as a result of inadequate compensation, which has elevated the significance of worker output. This attitude is also a societal concern and is crucial for identifying difficulties that arise in industrial settings as a result of managers' lackadaisical efforts to motivate their employees and enhance their output. In light of this, the purpose of this research is to determine the effect that motivation has on employee performance in order to address issues that arise from motivational approaches in organizational settings. Vroom (1964) supported the notion that workers tend to perform better when their pay is based not on personal bias or prejudice, but rather on an objective evaluation of their merit. Despite the fact that numerous techniques for assessing job performance have been established, the technique typically used depends on the nature of work. Organizations develop several tactics to compete with their rivals and improve their performance in order to achieve wealth. Very few firms feel that their human personnel and employees are their most valuable assets, which can lead to success or failure if they are not properly targeted. No organization can advance or achieve success unless its personnel are content, motivated, and inspired to do their responsibilities and reach their objectives. All of these challenges necessitate investigation in order to elucidate how an effective compensation package might motivate or inspire employees to establish a good attitude toward their work, consequently increasing their productivity. Therefore, the focus of this study is on employee perceptions of motivational mechanisms in the Nigerian public sector.


In recent years, the performance of organizations and employee motivation have been the subject of extensive research. The degree to which an organization drives its employees to fulfill its purpose and vision is of the utmost importance. Employees in organizations in the public sector are becoming increasingly aware that motivation boosts productivity (Eromaturu, 2010). Considering the above information and the current economic trend, it is apparent that the rate of change in our business environment provides everyday new obstacles. (Eromaturu, 2010) The Nigerian public sector is contending with a deteriorating economy and its concomitants, such as poor service conditions and late salary payments, which are causing employees to migrate to better-paying positions. From this perspective, job satisfaction may be influenced by the nature of the job. Its widespread social milieu and the degree to which employees' unique demands are accommodated. Working circumstances that are comparable to and international standards and the degree to which they reflect those of other local professions. Also included are the availability of power and position, compensation satisfaction, prospects for advancement, and task charity.

Civil service is depended upon everywhere in the globe to effectively implement policies so that the populace can feel the effects of governance. Civil employees are required to provide effective and efficient service delivery to the public and assist the government in implementing developmental programs that would enhance the quality of life for the populace. Unfortunately, this has not been the case due to numerous issues centered on ineffective staff performance management (Ejere, 2010).

Civil servants have complained about poor working conditions, a lack of transparency in the performance evaluation process, the selective application of disciplinary measures, and a dearth of training opportunities, all of which have led to unfavorable labour-management relations and negative work attitudes, including absenteeism, tardiness, and a general lack of commitment to duty (Emesowum, 2010).

In light of the aforementioned, this study investigates employee perceptions on motivational mechanisms in the Nigerian public sector.


The purpose of this study is to examine employees' perceptions on motivational mechanisms in the Nigerian public sector. Included among the specific aims are the following:

1. to determine if public servants are frequently motivated by the government.

Determine the perceptions of public sector employees regarding the significance of monetary motivation on performance.

3. Determine whether individuals in the Public Service are frequently motivated by individual and organizational objectives




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