Understanding of what motivates employees in the public sector has been an issue of concern in the recent past. The increase in competition and unpredictable world economy has forced many managers in the public sector to develop strategies that ensure that the public sector obtains high levels of output from the workforce (Matheson, 2011).
According to Word and Carpenter (2013) work motivation is the internal and external force that acts as catalysts for the workers behavior. It is the desire of a person to work hard and remain committed to the organization’s goals. It is imperative for the managers in the public sector to be conscious of the factors that motivate their employees. For instance, some individuals are motivated by an increase in salary and other incentives. However, some people are motivated by the nature of the working conditions and the cohesion between the manager and the workers.
For managers to understand factors that motivate employees in the public sector, it is imperative to review the effectiveness of the current motivational strategies used in the public sector on whether they are serving their intended purpose. Primarily, Taylor (2010) contends that most of the employees join public sector not because they want to but because they don’t have other options. This is because working as a public servant is so demanding and that an individual is always under the scrutiny of the public.
A study by Matheson (2011) reveals that employees in the public sector are always more motivated by intrinsic factors compared to extrinsic rewards like a salary. This is because the importance that a civil service worker places on his contribution to the mission of his organization may provide an intrinsic reward that compensates for low levels of extrinsic rewards like little pay that are commonly associated with the working in the public sector. In light of this, it is important for the managers in the public sector to ensure that employees in the public sector are aware of the organizations missions so as to relate to it effectively.
Administrators in the public sector have a responsibility of ensuring that they develop strategies that enhance the commitment of the employees to the organization as a means of motivation. This can be achieved by the managers cultivating the attitudes, interests and emotional values as they relate to their staff in the public sector. The manager should explain to the employees how important their work is in the improvement of the public life. Furthermore, Taylor (2010) contends that the motives and the commitment of public employees are primarily based on their identification with and the involvement in their public organizations. The managers should socialize their followers so as to buy into the organization’s mission and remain committed to meeting the expectations of the institutions. This strategy is critical for making the employees identify with the organization a fact that will make them feel motivated to give the best out of their abilities.
Another significant factor that has to be considered while working to motivate public sector workers relates to feedback. Giving employees timely feedback on how they are performing is an integral component of effective organizational functioning. Feedback is an essential component in the management of the public sector employees since it enhances both the performance and the motivation of the employees. A study by Matheson (2011) on the effect of feedback on the attitude of the employees reveals that adequate and timely feedback has a positive impact on not only the motivation but also enhances goal setting, performance improvement, improvements and goal attainment.
Furthermore, the development of an effective communication infrastructure between the administrators and employees makes the workers feel appreciated. Employees who are properly engaged through effective communication strategies are likely to be committed to their work. The managers together with the employees can review the work progress to identify and appreciate the achievements of the employees and also review areas that need improvement and how best the employee can achieve the required organizational goals. In many public organizations, feedback is only given when an employee makes mistakes or does not meet the expectations of the manager. However, when a worker demonstrates positive job performance, it is not readily recognized by the supervisor in the public sector employees. Word and Carpenter (2013) opines that if administrators in the public sector make better efforts to give feedback, particularly emphasizing the positive, employees are likely to be highly motivated. A feedback is an easy-to-use and nearly cost-free reward that should not be overlooked. Utilization of the informal praise to the work well done and comments to enhance employee recognition strategies can adequately enhance job satisfaction and the motivation of the public sector employees.
The ever-changing market dynamics in the world has forced much organization to restructure their operations so as to enhance the competitive advantage through minimization of the cost while maximizing the output. In the event of a change in the organizations strategy, it is imperative for the managers in the public sector to involve all the employees in the proposition and the designing of the new changes. The administrators have to give each public employee to give his input on proposed changes and how best the organization can achieve the new set goals. Participative decision making is an engagement strategy that makes public employees to feel recognized. When the employees participate in the development of the new organization strategy, there are very low chances of resistance since the employees will own the new changes unlike when the managers impose the new guidelines. Also, employees are likely to work as a team to accomplish the new goals. Teamwork in an organization is a salient component that can help to increase the organization's output
In trying to solve the puzzle of motivation in the public sector, administrators should give prominence to extrinsic rewards. Strategies like provision of salary increase or giving promotions to those employees who performs exemplary can be another motivation factor. Extrinsic rewards can make employees work hard are remain committed to the organization's goals since they are assured of a financial reward at the end of the day. On the other hand, promotions can be another motivation factors. This is because most of the promotions come with new status as an increase in pay and extra privileges like provision of a company car and an office.
A research by Matheson (2011) however differs with the use of financial incentives to motivate employees in the public sector. His study found out that a pay rise is very unlikely to boost the motivation of employees. Indeed, financial incentives can only influence the behavior of employees serving in the junior grades and those who are serving on short contracts. Matheson (2011) proposes that the managers in the public sector should concentrate more on promoting effective commitment as a way to motivate public workers rather than the use of extrinsic rewards which might not change the behavior of employees significantly.
The bureaucratic nature of management in most of the public institution has a negative impact on the morale of the employees. It is imperative for the public sectors to review their administrative structures by ensuring that the employees have a say in the issues that affect the way their organization is being managed. Public employees should be given a chance to give their input on issues that affects the institution and suggest solutions to the problems ailing their organization instead of just obeying orders from the above. Besides, it is important for then managers to undergo leadership training to as to be conscious of various leadership styles that can be adopted when confronted with different situations in the organization.
Provision of a good working environment is critical in boosting the morale of the employees. Administrators have to make sure that employees are working in a good environment. Most of the public institutions are faced with financial problems due to underfunding a fact that makes it hard for the managers to renovate the offices. Besides safety, managers can put in place measures that guaranteed employees job security through the provision of employment on permanent terms. Also, the provision of the insuring cover to the staff makes them feel safe since they are guaranteed of their well-being in the event of a problem like illness (Taylor, 2010).
Conclusion
References
Matheson, C. (2011). The Motivation of Public Sector Employees: An Outline of Six Orientations to Work. Administration & Society, 44(2), 207-237. doi:10.1177/0095399711412728
Taylor, J. (2010). Public service motivation, civic attitudes, and actions of public, nonprofit and private sector employees. Public Administration, 88(4), 1083-1098. doi:10.1111/j.1467-9299.2010.01870.x
Word, J., & Carpenter, H. (2013). The New Public Service? Applying the Public Service Motivation Model to Nonprofit Employees. Public Personnel Management. doi:10.1177/0091026013495773
