Abstract The purpose of this study is to examine the factors affecting employees' performance in civil service: a case study of Rivers State. The study selected a sample of one hundred and twenty five (125) respondents from the staff of the selected ministries in Rivers State. The administration and collection of data for the study through questionnaire covered a period four months ( January to April, 2015). Out of the one hundred and twenty five (125) copies of questionnaire administered, one hundred and thirteen (113) respondents returned their copies of questionnaire. However, after editing the copies of questionnaire, 102 copies were found useful for the study, and this figure represents 81.60% response rate based on the ones found useful. Descriptive and inferential/statistics were used to analyze the data for this study. The descriptive statistics have been used for the analyzing and understanding of any treatment of numerical data, which does not involve generalization while the inferential statistics are used to make generalization, predictions or estimations about a given data. In this study, percentage, ratios, frequency distribution and other statistical tools have been used. The study has revealed that individuals in government or public Service have different needs, problems and ways to contributions. To a large extent the recognition of these differences through effective job evaluation and performance appraisal helps individuals to undergo corrective measures to improve their performances. Some workers have the needs for power, while many others have the needs for afflation. The identification of the individuals with various classes of needs enables the manager to know the type of monetary and non monetary incentives / instruments to be applied on the worker in order to elicit their optimum commitment in the organisation. Effective and efficient performance of employees are very crucial for the achievement of public sector objectives. Therefore, the study recommends that government should evolve progressive policies that could adequately encourage the public sector to use compensation/reward systems for greater productivity in this sector in order to maximize employees' motivation/performance.

Keywords: Employees' Performance, Motivation, Employees' Commitment

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IntroductionThere is no doubting the fact that despite modern technology explosion,

the employee remains the most vital ingredient of modern industries. Every employee that renders services in an organization does so for a reward that will motivate him or her to perform that very task in the organization. Variance in reward system can therefore cause various degrees of employee satisfaction and/ or performance for the same calibre of secretaries and or employees.

However, due to the fact that human responses and reactions are not predictable, the possibility that improved system would increase employee job satisfaction and/or performance cannot be guaranteed. Baridam, (2002) contends that the introduction of incentives scheme implicitly assumes that increased output will be obtained and that production system is deterministic in its responses, whereas in reality it is not. Equally, Nteile, (1998) opines that money ranks lowly in workers reward expectation. Accordingly, what motivates employees is not outside motivation but the desire to do a good job. The organization does not have to pay more for the employee to work. But Nwachukwu, (1999) holds the view that the Nigerian worker is said to have high aspiration for money and wealth that is not just to live but more too for conspicuous leisure – a situation, which completely negates Herzberg’s postulation that money is not a motivator.

Thus, public organizations have always been faced with the problem of enlisting their members’ loyalty and commitment in the wake of various government pronouncements on employee salary adjustment and administration. The signs are obvious; low productivity, poor morale, sabotage, and above all high employee turnover.

There various research findings and their interpretations bring us closer to the controversy of whether employees' motivation is directly related to organizational monetary and non monetary incentives. As a passionately observed there are increasing tendencies of employees' job turnover on account of low pay, this study therefore seeks to examine the factors affecting employees' performance in civil service: a case study of Rivers State.

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Objectives of the StudyThe purpose of this study is to examine the factors affecting employees'

performance in civil service: a case study of Rivers State. The major objectives of the study are:1. To determine the extent to which monetary and non monetary incentives

influence employees' motivation in Rivers State. 2. To ascertain to what extent the involvement of employees in decision-

making influences employees' motivation in Rivers State . 3. To ascertain to what extent the treating of employees with respect

influences employees' motivation in Rivers State. 4. To determine the extent to which linking rewards to performance

influences employees' motivation in Rivers State. 5. To identify the factors affecting employees' performance in with

emphasis in Rivers State.

Research QuestionsThe following research questions have been investigated in this study:

1. To what extent do monetary and non monetary incentives influence employees' motivation in Rivers State?

2. To what extent does the involvement of employees in decision-making influence employees' motivation in Rivers State?

3. To what extent does the treating of employees with respect influence employees' motivation in Rivers State?

4. To what extent does the linking of rewards to performance influence employees' motivation in Rivers State?

5. What are the factors affecting the effective performance of employees in Rivers State?

Background and Setting of the Study (Rivers State) The Rivers State government consists of elected representatives and

appointed officials responsible for the government of Rivers State, Nigeria. Rivers State has a population of about 5 million people, and is one of the 36 states that make up the Federal Republic of Nigeria. The State government has executive and legislative arms, with an independent judiciary. At the local level, elected officials are responsible for Local Government Areas.

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ExecutiveThe executive arm is headed by the Governor, assisted by the Deputy Governor, both elected. The governor appoints Commissioners responsible for each of the ministries, and appoints the heads of parastatals, state-owned bodies with specific regulatory or administrative duties. The Civil Service is headed by the Head of Service, a career civil servant, with each ministry headed by a Permanent Secretary. The Minister is responsible for policy, while the Permanent Secretary provides continuity and is responsible for operations.

Literature Review

Conceptual Definitions Employee’s Commitment: Tendency of an employee giving total loyalty to his work with zeal and desire required in performing such work in order to achieve a given target.

Motivation: Motivation is a theoretical concept that accounts for the fact that people choose to engage in particular behaviour at a particular time .

Performance: This is a process of achieving a given standard at a given period of time. It is also an ability to carry out a given activity effectively and efficiently. Motivation, Monetary and non monetary incentives

The term “motivation” is derived from the word “motive” which means a reason for action. A vast array of literature exists examining the concept of motivation within organizations. The term has been used to mean “…the contemporary (immediate) influences on the direction, vigour and persistence of action”, (Atkinson, 1964). It equally, means “…how behavior gets started, is energized, is sustained, is directed, is stopped, and what kind of subjective reaction is present in the organism while all this is going on”, (Baridam, 2002). Vroom, (1964), sees motivation as “…a process governing choices made by persons or lower organisms among alternative forms of voluntary activity.” For McClelland, (1975), it entails “…psychological processes that cause the arousal,

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direction, and persistence of voluntary actions that are goal directed.” While, Baron, (1983) opines that motivation is “…a set of processes concerned with the force that energizes behavior and directs it toward attaining some goal.” Motivation is “…an internal drive to satisfy an unsatisfied need”, (Higgins, 1994). All these different definitions offer some implications about human behavior. First, there are some drives (needs) that make individuals behave in certain ways, and second, individual behavior is goal oriented. Motivation is a continuous process which starts with needs, continues with goal-oriented behavior and ends with the satisfaction of needs.

It is important to consider the role of individual characteristics because different individual needs and interests have to be compromised with the organizations’. People are motivated by unmet needs and these varies from person to person according to their particular circumstances, values and beliefs, family, education, personality, and work experience etc. While some individuals may value a job with more creativity over a high-salaried job, others may seek to work more to earn more money. These demonstrate that differences in individuals can affect their work behaviors.

Variables originating from the nature of the job affect motivation in the sense that job related characteristics such as increased autonomy, the significance of the tasks, variety of activities and teamwork may result in improved motivation for some individuals. But here, it is important to consider the influence of individual characteristics at the same time, since everyone does not want -to the same degree-to have an enriched job, nor perform better when assigned to such a job. As a third level of influence, work environment is important for motivation regarding the quality of peer-group interactions, leadership styles and salary and reward systems. As shown in Hawthorne studies (Samson and Daft, 2002) peer-group influence can affect an employee’s effort. In addition to this, supervisors can have a considerable influence in the motivational process. They have role in the structuring of work activities and the ability and freedom of employees to pursue their own personal goals on the job. Supervisors can provide feedback about the employees’ performance, as well as letting them to participate in the decision making process by asking their ideas. The nature of relationship between the superior and subordinates, effectiveness of communication among them also affects the motivational process. Finally, as

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part of the work environment, the existence and the degree of utilization of recognition systems can also affect how employees behave at work.

Equity Theory and Monetary and non monetary incentives

Equity theory suggests that employees’ perceptions of a working situation in terms of how fairly they are treated compared with others influence their levels of motivation; motivation is a consequence of perceived inequity (Adams, 1965). According to equity theory, employees make comparisons. Employees determine their own work outcomes versus the effort or inputs required to achieve the outcomes, and compare these with outcomes and efforts of other employees. If they recognize that their compensation is equal to what others receive for similar inputs, they will believe that their treatment is fair and equitable. Education, experience, effort, ability etc. are the inputs to the job by the employees. Outcomes that employees receive from a job are pay, benefits, promotions and rewards etc. A state of equity refers to the ratio of one person’s outcomes to inputs being equal to the ratio of another’s outcomes to inputs. Inequity takes place when the situation is reverse. For example, when an employee with a high level of education or experience receives the same salary as a new, less educated employee, he/she may perceive it as inequality. Or perceived inequity may occur when an employee thinks that he/she is paid more than other people who contribute the same inputs to the organization According to a major criticism, equity theory does not precisely characterize mental processes because it assumes that humans make mental lists of outcomes and their likelihood and sum them up systematically.

Adams (1965) pointed out that perceived inequity creates a tension that can motivate individuals to bring equity into balance, in four common ways: 1) Altering effort: Individuals may change their level of input to the organization. For example, underpaid individuals may decrease their level of effort or increase their absenteeism. Overpaid individuals may correct the inequity by working harder or getting more education 2) Altering outcomes: An underpaid person may request a salary increase, other forms of recognition or a bigger office. A union may try to improve wages and working conditions in order to be consistent with a comparable union whose members are paid higher (Samson and Daft, 2002).

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3) Changing how people think about inputs or outcomes: According to research, people may alter perceptions of equity if they are unable to change efforts or outcomes (Samson and Daft, 2002). Thus, individuals may unnaturally increase the status attached to their jobs or distort others’ perceived rewards to ensure equity. 4) Leaving: Individuals who feel they lack equity in the work place may choose to quit their jobs rather than bearing the inequity of being underpaid or overpaid. They may seek balance of equity applying for new jobs.

The implication of equity theory for organizations is that, to motivate employees it is necessary to ensure a state of equity in the work place by establishing mechanisms to deal with perceived inequity situations. Otherwise organizations may face low motivation, low performance, high absenteeism and turnover. As it is mentioned before, a typical example of perceived inequity in a work organization is the situation of an employee who believes that his/her peers do not exert as much effort as him in the work place, although they are all getting the same amount of wage. Or an employee may think that he/she is performing well above the expectations but being treated the same as other employees who are just satisfying the expectations. This may lead employees to lose their motivation to do their best, to do more than what is expected from them, to be creative and to be problem solvers. In that kind of perceived inequity situations, employee may decide that his/her efforts do not make any difference to the organization, thus may stop working hard to make things fair in his/her mind.

In line with equity theory, a public employee in Nigeria, like other public employees who have job security and a fixed level of wage regardless of performance, may not be motivated to exceed expectations unless he/she is treated different from other employees when he/she makes a contribution. In other words, without an effective recognition mechanism, it may be expected that for most of the public employees, any attempt to exceed expectations will create perceived inequity in time, because their compensation will be equal to what others receive for less contributions.

This study proposes that non-monetary incentives, whether tangible, social or job-related, may be considered as the tool that is most appropriate for public sector to accomplish this objective. Non-monetary incentives offer variety of ways to recognize public employees besides compensation, such as

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letters of appreciation, plaques, gift certificates, tickets to events, a thank-you note, pat on the back, public recognition in a meeting, newsletter or bulletin board, opportunity to attend training program of interest, tasks with more responsibility etc. Reward System and Monetary and non monetary incentives

A reward system should influence employee to work effectively in the organisation. It should also have a positive impact on employee's satisfaction and morals. Enyioko, (2005), further asserts that a reward system must accomplish four things if it is to be truly effective. First, it must enable people to satisfy their basic needs. In terms of Maslow's hierarchy of needs, for example, rewards should enable employees to satisfy the first two levels of needs.

Secondly, an effective reward system should provide rewards comparable to those offered by other organizations. In equity theory, employees at one firm will experience inequity if they think that their inputs to outcome ratios are higher than those of employees at some other firm. This can result in decreased effort on increased productivity. Thirdly, rewards must be distributed fairly and equitably within the organisation as people are more likely to compare themselves with others in the same firm than with workers elsewhere, hence, perception of equity come into play. Fourth, an effective reward system must recognize the fact that different people have different needs and may choose different paths to the fulfilment of those needs. Some people want economic gain whereas others want more leisure time. Some people may want to earn more money by simply working longer hours in their current positions while others may prefer to earn more money through promotions and new job opportunities.

According to Ogbeide (1990:21), a reward system contains arrangement in .the form of processes, practices, structures, subsystem and. procedures which will be concerned with providing and maintaining appropriate types and level of pay benefits and other forms of reward.

Reward and Performance

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A great deal has already been said and written about reward and performance. Theoretically, the correlation between them is clear. Reward should serve to motivate performance by satisfying work, related needs. What we often ignore is practice, however, people vary in the importance they attach to various rewards and no universal reward system is available that will motivate all employees equally (Baridam, 2002). In fact, the empirical evidence regarding the influence of specific rewards on work performances is mixed. The most studied reward is money. Studies of the influence of pay as observed by Ahiauzu (1981) has been found to the positively associated with performance. A number of considerations are important in reacting to the finding, first wage incentives are only one of a broad array of rewards important to employees. In cases where a wage incentive would be expected to have little effect on performance. A successful incentive formula depends upon a judgement regarding “a reasonable amount of work for each incentive payment”. Time and motion study is used to make this determination. What time and motion analysts judge to be ‘reasonable’ are often in disagreement (Koontz, etal 1980).

Another factor in work - groups distrust of incentive formula is the fear of working oneself liberally out of job. The belief is that if one works too fast and produces so much in a short period of time, management may have no further use for employees until demand for the work arises again. Group after like to slow the pace of work in order to maintain stable employment. Finally, equity norms can be violated by some members in a group that are on incentive while others remain under their normal time form of payment. In such cases, it is quite possible that an employee who has been earning less than another under the time basis can earn more when placed on an incentive plan. A further consideration regarding the uncertain effect of incentive wage plan on performance is the finding that although many firms believe that they have tied pay to performance. In fact, pay policies tie rewards closely to such factors as age, seniority, qualification, job placement, sex, position, etc (Ogbeide, 1990).

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Secrecy is another consideration regarding the influence of reward on performance which many organisation continue to uphold as a strict policy. The most common justification for such a policy is that public disclosure of pay package would constitute an invasion of individual’s privacy. A less frequently sited reason for secrecy is that the pay itself is in equitable, and management fears that publicity concerning it would lead to unrest and disaffection among employees.

Symbolically, Performance = f (A x M) which means that performance is a function of ability and motivation. If either is inadequate, performance will be negatively affected. Ability is individuals’ intelligence and still if we are to be able to explain accurately and predict employees performance we need to add “opportunity to perform” to our equation – performance = f (A x u x o). even though an individual may be willing, there may be obstacles that hinder performances, in this case he should be given opportunity to prove his worth. This is shown in figure 2.1 when one attempts to assess why an employee may be performing to the level that one believes he/she is capable of supporting the management and the environment it becomes clearer why opportunity should be recognised.

Research MethodologyQuasi-experimental research design, which is called ‘survey’, is adopted

in this study.Sampling Procedure

The sample (respondents) for this study consisted of workers and management staff in government or public Service . However, the sampling technique adopted for this study i.e. for the selection of the sample (respondents), is the simple random sampling technique. Data Collection Methods

The primary data in this study were collected through the questionnaire

Validity of Questionnaire and Procedure for Administration

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The supervisor made necessary inputs and validated a structured questionnaire containing multiple choice, open ended, close-ended and dichotomous questions. Ten copies of the questionnaire were initially administered on 10 staff of the selected ministries to act as a pilot study. The pilot was used to ascertain the level of acceptability, validity and relevance of the presumed data for the study. Data Analysis Techniques

Descriptive and inferential/statistics were used to analyze the data for this study. The descriptive statistics have been used for the analyzing and understanding of any treatment of numerical data, which does not involve generalization while the inferential statistics are used to make generalization, predictions or estimations about a given data. In this study, percentage, ratios, frequency distribution and other statistical tools have been used.

Results of the AnalysisThe study selected a sample of one hundred and twenty five (125)

respondents from the staff of the selected ministries in Rivers State. The administration of questionnaire was carried on at the respondents’ organisation. The copies of questionnaire were administered on managers, accountants, marketers, public relations officers, supervisors and general staff working in the selected ministries of Rivers State. The administration and collection of data for the study through questionnaire covered a period four months ( January to April, 2015).

Out of the one hundred and twenty five (125) copies of questionnaire administered, one hundred and thirteen (113) respondents returned their copies of questionnaire. However, after editing the copies of questionnaire, 102 copies were found useful for the study, and this figure represents 81.60% response rate based on the ones found useful. The finding are presented, analysed and discussed by using the 102 respondents found relevant for the study as follows:

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Table 1: Administration and Collection of Questionnaire and their Response Rate

Groups / Respondents

Number of Questionnaire Administered

Number of QuestionnaireReturned

Number of QuestionnaireFound Useful

Response Rate Based on Number of QuestionnaireFound Useful

Clerks / Receptions

25 23 21 84

Supervisors / Accounts Officers

30 27 26 87

Secretaries 22 20 18 82Managers 15 13 11 73Controllers 12 11 8 67Marketers 15 14 13 87Directors 6 5 5 83Total 125 113 102 81.60

Source: Survey Data, 2015.

Table 1 shows that a total of 125 copies of questionnaire were administered on the workers of five ministries in government or public Service . Of this number, one hundred and thirteen (113) respondents returned their copies of questionnaire. After going through the returned copies of questionnaire, one hundred and two (102) copies were found relevant for the study. This number found useful represents 81.60 % response rate. All the discussions in this study are done based on this figure. Directors, Managers, Accounts Officers, Marketers Managers, Supervisors, Clerks/Receptionists constituted the respondents for the study.

RESEARCH QUESTION 1

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To what extent do monetary and non monetary incentives influence employees' motivation in your ministry?

Table 2: The Extent to Which Monetary and non monetary incentives Influence Employees' Motivation in Government Service

Options Number of respondents

Percentage outcomes

To a very large extent 19 19%To a large extent 17 17%To a moderate extent 28 27%To a low extent 26 25%To a very low extent 12 12%Total 102 100%

Source: Survey Data, 2015.

Table 2 shows that 19% of the respondents indicated that to a very large extent monetary and non monetary incentives influence employees' motivation in government Service, 17% of the respondents indicated that to a large extent monetary and non monetary incentives influence employees' motivation in Nigerian organisations while 27% of the respondents indicated that to a moderate extent monetary and non monetary incentives influences employees' motivation in government or public Service. Table 3.2 equally shows that 25% of the respondents indicated that to a low extent monetary and non monetary incentives influence employees' motivation in government or public Service while 12% of the respondents indicated to a very low extent to the question.

RESEARCH QUESTION 2To what extent does the involvement of employees in decision-making

influence employees' motivation in government Service?

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Table .3: The Extent to Which the Involvement of Employees in Decision-Making Influences Employees' Motivation in Government Service

Options Number of respondents

Percentage outcomes

To a very large extent 18 18%To a large extent 10 10%To a moderate extent 8 8%To a low extent 35 34%To a very low extent 31 30%Total 102 100%

Source: Survey Data, 2015.

Table 3 shows that 18% of the respondents indicated that to a very large extent the involvement of employees in decision-making influences employees' motivation in government or public service ; 10% of the respondents indicated that to a large extent the involvement of employees in decision-making influences employees' motivation in government or public Service while 8% of the respondents indicated ‘to a moderate extent’ to the question. Also 34% of the respondents indicated that to a low extent the involvement of employees in decision-making influences employees' motivation in government or public Service . Only 30% of the respondents indicated that to a very low extent the involvement of employees in decision-making influences employees' motivation in government or public Service .

RESEARCH QUESTION 3To what extent does the treating of employees with respect influence employees for employees' motivation in government or public Service ?

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Table 4: The Extent to Which the Treating of Employees with Respect Influences Employees' motivation in government or public Service

Options Number of respondents

Percentage outcomes

To a very large extent 40 39%To a large extent 25 24%To a moderate extent 20 20%To a low extent 10 10%To a very low extent 7 7%Total 102 100%

Source: Survey Data, 2015.

Table 4 shows the extent to which the treating of employees with respect influences employees' motivation in government or public Service . Forty (39%) of the respondents indicated to a very large extent to the question; 25 (24%) of the respondents indicated to a large extent; 20 (20%) of the respondents indicated to a moderate extent that the treating of employees with respect influences employees' motivation in government or public Service , 10(10%) of the interviewed staff indicated that to a low extent there is relationship while 7(7%) of the respondents indicated to a very low, extent that the treating of employees with respect influences employees' motivation in government or public Service .

RESEARCH QUESTION 4To what extent does the linking of rewards to performance influence employees' motivation in government or public Service ?

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Table 5: The Extent to which the linking of rewards to performance influences employees ‘motivation in government or public

Service in NigeriaOptions Number of

respondentsPercentage outcome

To a very large extent 8 8%To a large extent 21 20%To a moderate extent 16 16%To a low extent 52 51%To a very low extent 4 4%Total 102 100%

Source: Survey Data, 2015.

Table 5 shows the presentations of the respondents’ opinions on the extent to which the linking of rewards to performance influences employees' motivation in government or public Service . 8% of the respondents indicated to a very large extent; 20% of the respondents indicated to a large extent to the question; 16% of the respondents indicated to a moderate extent that the linking of rewards to performance influences employees' motivation in government or public Service ; 51% of the respondents indicated to a low extent to the question; while 4% of the respondents indicated that to a very low extent the linking of rewards to performance influences employees' motivation in government or public Service . RESEARCH QUESTION 5What are the factors affecting the effective performance of employees in government service?

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Table 6: Major Factors Affecting the Effective Performance of Employees in government or public Service

Options Numbers of Respondents N=102

Percentage Response

Rating

Level of productivity of the organisation

100 98 1st

Size of the Organisation 94 92 4th

Cost/standard of living in the country 97 95 2nd

Prevailing market wage rate 88 86 6th

Employee turnover 95 93 3rd

Government policies and rules/regulations

85 83 7th

Bad organizational structure 84 82 8th

Change toward adopting equitable compensation

81 79 9th

Lack of objectives 94 92 4th

Problem from the labour union 91 89 5th

Employee truancy/attitude 91 89 5th

Source: Survey Data, 2015.

Table 6 shows Major factors affecting the effective labour performance in government or public Service . The first challenge or problem from the exercise as indicated by 98% of the respondents is “Level of productivity of the organisation” this is followed by ‘Cost/standard of living in the country’, indicated by 95% of the respondents. The third challenge identified by 93% of the respondents is ‘Employee turnover’ while the fourth challenges affecting the effective incentives of employees in government or public Service indicated by 92% of the respondents are: ‘Size of the Organisation’ and ‘Lack of objectives’. Also the data in table 4.12 reveal that 89% of the respondents indicated ‘Problem from the labour union’ and ‘Employee truancy/attitude’ as the 5th factors

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constituting challenges or problems to the effective incentives of employees in government or public Service .

. The 6th problem identified by 86% of the respondents is “Prevailing market wage rate”. Equally, ‘Government policies and rules/regulations’ have been identified by 83% of the respondents as the 7th factor affecting employees incentives. The data show that “Bad organizational structure is a major challenge facing the Rivers State Civil Service in incentives of employees as indicated by 82% of the respondents. Finally, 79% of the respondents indicated that “Change toward adopting equitable compensation” is the 9th major challenge facing the Rivers State Civil Service in incentives of labour.

Discussion of FindingsThe study has revealed that individuals in government or public

Service have different needs, problems and ways to contributions. To a large extent the recognition of these differences through effective job evaluation and performance appraisal helps individuals to undergo corrective measures to improve their performances. Some workers have the needs for power, while many others have the needs for afflation. The identification of the individuals with various classes of needs enables the manager to know the type of monetary and non monetary incentives / instruments to be applied on the worker in order to elicit their optimum commitment in the organisation. The study’s findings agree with McClelland’s needs theory of incentives which insists that the recognition of special needs of workers are of immense relevance to managers since all must be identified to make organisation work well (McClelland 1965: 6-24). Nelson (2006:8) in his work “1001 Ways to Energise Employees” identified variables such as the monetary and non monetary incentives, performance appraisal, job content evaluation, matching people with job and individualization of reward systems as the major panaceas for motivating employees in an organisation. To a very large extent, the findings of the study tarry with Nelson’s submissions; because one of the sweetest things an upcoming employee likes to hear is the news that he/she is recognised and appreciated by his organisation.

Participative decision making allows the employee to contribute his/her ideas in the day to day running of the organisation. By allowing

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the employees to be part of the decision making in their organisations, they feel free to make suggestions that would help move the enterprise forward, the study has equally revealed. Likert (1967:32) opines that involving employees in decision making allows for participative management for which the management has confidence in their staff and the staff feel responsible in accomplishing organisational mission. Involvement of employees in decision making encourages communication and team work, the study revealed. It is found in this study that involving employees in decision making is one of the best approaches to influence employees to achieve maximum profit and attraction of customers in the organisation.

The study has equally revealed that respect for workers’ contribution gives them the opportunity to transform their ideas into concrete organisational activities. It is evident from the study that the full commitment of staff cannot be realised unless one addresses people’s psychological needs. Heller and Hindle (1998:267) say that research has shown that most management activities are directed towards intellectual needs and respect. Some attention is paid to the expression of individuality and emotional attributes. In this regard, respect for employees becomes very essential for the achievement of organisational objectives as the co-operation and inputs of workers are needed before any meaningful project could be executed. It is therefore imperative that a manager shows his staff that they are needed and respected in the organisations and their opinion equally sought in most vital enterprise decisions. Cook (1991:39) observes that employee’s incentives should evolve around; asking employees for suggestions, building respect pattern for employees, recognising employees’ contributions in the organisation and outlining job responsibilities for employees. The study agrees with Cook’s research.

The study reveals that employees desire and crave for respect just like the management. The implication of this is that employees that are treated with respect feel committed to put in their best towards the attainment of any objective set out by the organisation.

From the findings in this study, it is very clear that: Monetary and non monetary incentives affect employees' motivation in government or

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public Service . Equally, the linking of rewards to performance induces employees' motivation in government or public Service . Also the involvement of employees in decision-making encourages employees' motivation in government or public Service .

RecommendationsIn the light of the findings of this study, the following recommendations are evident:i) Rivers State government should embrace and adopt effective use of

necessary motivational instruments that are result oriented.ii) Government should evolve progressive policies that could

adequately encourage the public sector to use compensation/reward systems for greater productivity in this sector in order to minimize employees' motivation.

iii) Government should minimize the quest for “lukewarm attitude” and “the marginalisation of employees” which lead to employees' de-motivation and the eventual collapse of such Rivers State Civil Service. They should recognise the importance of human resource and utilise same appropriately through the best incentives arrangement.

iv) Managers in Government should not constitute stumbling blocks to progressive changes that can see for the betterment of workers through the progressive use of monetary and non monetary incentives / instruments.

v) Government should integrate effective motivational instruments strategies in their human resource managerial kits so that workers could adequately be influenced to do their works.

vi) Progressive organisations should employ in their managerial sector proactive and studious managers who could effectively use the various kinds of motivational instruments, to influence workers to perform optimally in government or public Service .

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