AN INVESTIGATION INTO THE INFLUENCE OF BONUSES AND INCENTIVES IN MOTIVATING PUBLIC SERVANTS IN CAMEROON

CHAPTER ONE

INTRODUCTION

Background of the study

Motivation is a crucial factor in reaching goals and corporate objectives worldwide. It is equally vital for firms operating in team-based environments or workplaces with autonomous workers. Ensuring that the individual aims and values of every person are in line with the purpose and vision of the organisation is crucial for establishing and sustaining a strong level of motivation, which may result in increased productivity, enhanced work quality, and financial benefits across all departments. According to Sender, Arnold & Staffelbach (2016), if an organisation fails to motivate its workforce through monetary rewards, the overall performance of a complex job may be diminished, often focusing solely on profit and neglecting other factors that contribute to the overall performance of the system. Public Service Motivation (PSM) originated in the late 20th century as a separate area of research within public administration. Althaus, Bridgman and Davis, (2017) provided a definition of PSM as an individual's inclination to react to reasons that are mostly or exclusively related to public institutions and organisations. Public service motivation (PSM) comprises a spectrum of values, which include a strong inclination to serve the public interest, a steadfast dedication to democratic ideals, and a profound feeling of duty and responsibility towards people (Lewis, 2015a). Studies on Public Service Motivation (PSM) have emphasised its importance in influencing the attitudes, behaviours, and work preferences of public servants, as well as its impact on organisational performance and efficiency (Nielsen and Baekgaard, 2015). Public sector organisations have progressively used bonuses and incentives as means to inspire and compensate staff in recent decades. Bonuses, which are monetary awards tied to the performance of individuals or organisations, are often used to motivate and encourage exceptional levels of effort and accomplishment (Taylor, 2015). In contrast, incentives comprise a wider array of rewards, which extend beyond monetary compensation and include non-financial advantages like as promotions, training prospects, and acknowledgment. The efficacy of bonuses and incentives in stimulating public officials has been a topic of fascination for both researchers and practitioners. Advocates contend that these schemes may bolster performance, cultivate creativity, and raise employee morale. Although bonuses and incentives are often used in public sector organisations, there is a lack of comprehensive and cohesive empirical evidence on their efficacy in motivating public personnel. Therefore, the researcher sought to examine the influence of bonuses and incentives in motivating public servants in Cameroon

Statement of the problem

Over the years, several researchers have endeavoured to perform studies on the phenomenon of motivation in work environments. Each of these studies has been implemented and evaluated to determine its impact on individuals' lives, careers, and personal aspirations, both in general and within the professional environment (West and Blackman, 2015). A widely acknowledged responsibility of managers is to effectively connect with and inspire their employees (West and Blackman, 2015). The public service is essential for governing and delivering services. It plays a crucial role in establishing the country's growth path and assuring the well-being of its population (Chuang & Liao, 2019). Within this context, the drive of individuals working in the public sector plays a crucial role in shaping their dedication, productivity, and the effectiveness of public service provision. Bonuses and incentives are often used methods to encourage motivation and engagement among public personnel (Grant, 2020). Nonetheless, the impact of these programmes on the motivation of public employees might differ based on contextual elements such organizational culture, leadership approach, and socio-economic circumstances. Hence, the study examine the influence of bonuses and incentives in motivating public servants in Cameroon

1.3 Objective of the study

The broad objective of the study is to examine the influence of bonuses and incentives in motivating public servants in Cameroon. The specific objectives is as follows

To identify the types of bonuses and incentives offered to public servants in Cameroon.

To assess the effectiveness of bonuses and incentives in motivating public servants in Cameroon.

To analyze the relationship between bonuses and incentives on job satisfaction among public servants in Cameroon.

1.4 Research Questions

The following questions have been prepared to guide the study

What are the types of bonuses and incentives offered to public servants in Cameroon?

How effective is bonuses and incentives in motivating public servants in Cameroon?

Is there a relationship between bonuses and incentives on job satisfaction among public servants in Cameroon?

1.5 Significance of the study

Findings of the study will be of benefit to the management of the ministry of education and its entire workforce in understanding how bonuses and incentives can be used in motivating employees to make positive contribution towards performance of their jobs. In addition, it enabled policy makers in the development of appropriate and adequately competitive incentives regime with appropriate rewards to adequately motivate public servants towards acceptable standards of performance. In addition findings of the study will be significant to the academic community as it will contribute to the existing literature and serve as a reference to future researchers who might want to explore more on the topic of discussion.

1.6 Scope of the study

The study focus on the influence of bonuses and incentives in motivating public servants in Cameroon. Empirically, the study will identify the types of bonuses and incentives offered to public servants in Cameroon, assess the effectiveness of bonuses and incentives in motivating public servants in Cameroon and analyze the relationship between bonuses and incentives on job satisfaction among public servants in Cameroon.

Geographically, the study is delimited to ministry of education, Cameroon.

1.7 Limitation of the study

Like in every human endeavour, the researchers encountered slight constraints while carrying out the study. Insufficient funds tend to impede the efficiency of the researcher in sourcing for the relevant materials, literature, or information and in the process of data collection (internet, questionnaire, and interview), which is why the researcher resorted to a moderate choice of sample size. More so, the researcher will simultaneously engage in this study with other academic work. As a result, the amount of time spent on research will be reduced.

1.8 Definition of terms

Bonuses: Additional monetary rewards or incentives provided to employees beyond their regular salary, often as a form of recognition for exceptional performance, achievement of goals, or other specific accomplishments.

Incentives: Rewards or benefits, both monetary and non-monetary, offered to employees to motivate them to achieve specific objectives, improve performance, or enhance job satisfaction.

Public Servants: Individuals employed by the government or public sector organizations to provide services or perform administrative functions on behalf of the government, typically in areas such as healthcare, education, law enforcement, and public administration.

Motivation: The psychological processes that drive and direct behavior towards achieving specific goals or satisfying needs. In the context of your research, motivation refers to the factors that influence public servants' willingness and enthusiasm to perform their duties effectively and efficiently.

Job Satisfaction: The degree to which employees feel content, fulfilled, and gratified with their work and the work environment. Job satisfaction encompasses various aspects, including job security, salary, work-life balance, relationships with colleagues and supervisors, and opportunities for career advancement.