Citation:

Edet, Joshua. Tom, Ebong, ItoroBassey, Nkereuwem Bassey Utok. "Reward Administration and Workers Performance in Akwa Ibom State Civil Service" International Research Journal of Economics and Management Studies, Vol. 2, No. 2, pp. 269-284, 2023.

Abstract:

Willingness of staff to work in organizations however depends on motivation and how well the management integrates their interest and needs with the objectives of the organization. Using a suitable reward system is one of these techniques. Absence of motivation hampers performance due to frustration and discomfort. Workers' productivity in the Akwa Ibom Civil Service has not significantly increased. Poor product quality, sluggish service, and ongoing workplace issues like boycotts and strikes are all examples of these. The majority of workers lack the morale, enabling environment, and human resource capacity to increase production. This to a large extent affects their outputs. To give this work a scientific base, the researchers adopted equity theory as theoretical framework. The study's main goal is to evaluate how much the Akwa Ibom State Civil Service's reward system impacts employee performance. The study used both descriptive and empirical research methods to reach the study's goal. The paper's major findings included, among other things, that poor performance of employees in the Akwa Ibom Civil Service is attributed to poor salary packages, non-availability of necessary allowances, inadequate in-service training, and poor working conditions. Data were drawn from both primary and secondary sources. According to the study's conclusions, the government should create the best incentives and reward programme, both monetary and non-monetary, to improve employees' performance in all ministries and departments for effectiveness and productivity.

References:

[1] Ahindo, M. (2008). The impact of work context on the prediction of job performance. British Journal of Management, 16, 231-244.
[2] Ajila CO (1997). Maslow’s hierarchy of needs theory: applicability to the Nigerian industrial setting. IFE Psychol. 5:162–74.
[3] Badrinarayan, S. R., &Tilekar, P. (2011). Critical Analysis of Motivators and Hygiene Factors with special reference to employees of Private and Public Sector Banks in India. International Journal of Research in IT &52.
[4] Cole, G.A. (2002). Management theory and Practice 5th (ed). London: Martins the PrintersLimited.
[5] Emmanuel, A. (2010). The Nigerian Civil Servant and the Civil Service.Ndifreke Ventures, UyoNigeria.191p.
[6] Fagbamiye, E.O. (2000) Teachers Remunerations, Conditions of Service, Job Satisfaction, Attitude to Work and Job Performance in Selected Secondary Schools in Lagos State. In Fagbamiye, E.O. and Durosaro, D.O. (eds). Education and Productivity in Nigeria, Ilorin: NAEAP.
[7] Freeman, R.M. (1999). Public Organization and Management. Public Policy Challenges, Behaviour and Structure. Boston: Butterworth – Heinermann.
[8] Ismail, A., Anuar, A., Haron, M. S., &MuhamatKawangit, R. (2015). Reward Administration System Enhancing Organizational Commitment: An Islamic Viewpoint. International Letters of Social and Humanistic Sciences 49: 155-167.
[9] Kikoito, N (2014). Impact of reward System on the Organizations Performance in Tanzanian Banking Industry: A Case of Commercial Banks in Mwanza City. Thesis work 3-8.
[10] Lawler, E. and Cohen, S. (2008). Talent: Making People your Competitive Advantage. San Francisco: Jossey-Bass.
[11] Leftwich, A. (1993). Governance, Democracy and Development in the Third World. Third World Quarterly, 14(3), 605-624.
[12] Lin, H.F., (2007). Effects of extrinsic and intrinsic motivation on employee knowledge sharing Intention, Journal of Information Science, 33(2): 135-158.
[13] Lipset, M. and Lenz, S. (2000). Corruption, Culture, and Markets, in Culture Matter.
[14] Mathis, R.L., & Jackson, J.H. (2009). Human resource management. Mason, OH, USA: South-Western Cengage Learning.
[15] McCoy, R.A., Campbell, J., &Cudeck, R. (1994). A confirmatory test of a model of Performance Determinants. Journal of Applied Psychology, 79, 493- 505.
[16] Mihaiu, D. (2014). Measuring Performance in the Public Sector: Between Necessity and Difficulty. Studies in Business and Economics, 9(2), 40–50
[17] Murphy, B. (2015). The impact of reward systems on employee performance: A thesis submitted to Dublin Business School in partial fulfilment of the requirements for Masters of Business Administration in Business Management, Dublin Business School in association with Liverpool John Moore’s University.
[18] Ogundele, O.J.K. (2006). Management and Organization: Theory and Behaviour. Lagos: Molofin Nominee.
[19] Otieno, V. (2006). Impact of organizational citizenship on organizational performance: A review and suggestion for future research. Human Performance, 10, 133-151.
[20] Oyira, E. Ella, R. Nkamere, N. Lukpata, F. Lazurus,O. and Nbum, A (2015). Effects of Reward System among Health Care Workers Performance: A case Study of University of Calabar Teaching HospitaCalabar, Nigeria, journal of Hospital Administration,4 (3):43-45.
[21] Pierce, W.D., Cameron, J., Banko, K.M., & So, S. (2003). Positive effects of rewards and Performance Standards on intrinsic Motivation. The Psychological Record, 53 (4), 561 578.
[22] Rizwan and Ali (2010).Impact of Reward and Recognition on Job Satisfaction and Motivation.An Empirical study from Pakistan.International Journal Business and Management. Vol.5. No.2 February 2010. Retrieved from: www.ccsnet..org/jbm
[23] Thomson, O., &Rampton, M. (2003). Detrimental effects of reward. American Psychologist, 51 (11), 1153-1166.
[24] Wasiu, O. and Adebajo, S. (2014). Reward Systems and Employee Performance in Lagos State (A Study of Selected Public Secondary Schools). Kuwait Chapter of Arabian Journal of Business and Management Review, 3 (8):14-23.
[25] Yasmeen R, Farooq U and Asghar F (2013) the Impact of Rewards on Organizational Performance in Pakistan

Keywords:

Civil Service, Reward, Reward System and worker performance.