MOTIVATION IN PUBLIC AND PRIVATE ORGANIZATIONS A COMPARATIVE STUDY OF NTA & AIT ENUGU

ABSTRACT

The research is on “Motivation in Public & Private sector organizations: A comparative study”. The main objective of the study is to compare motivation in public and private sector organizations. The researcher analyzed the data collected based on the responses from the questionnaire distributed. The chi-square test was used to test the hypotheses. The major findings of the study were as follows: Both public and private sector employees in Nigeria are not adequately motivated. There are some differences between the factors that motivate public sector employees and those that motivate the Private sector employees. Efficient and capable civil servants are not exiting the public sector organizations to the private sector organizations. The conclusion drawn from the study is that Lack of highly motivated workforce  has  been a  major  problem facing the  public  and  private  sector employees in Nigeria. Private sector employees are envious of their public sector counterparts on issues including job security, responsibility and individual growth, especially as it relates to opportunity for study leave. Salary/incentives ranks highest on the motivating factors for private sector employees at 40%, followed by achievement at 35% while responsibility and individual growth ranked only 15%. However Job security, which ranked second highest for the public sector employees at 28.6%, was not even considered at all by the private sector employees. For the public sector employees, recognition and service ranks top at 31% followed by job security at 28.6%. Salary and incentives also ranks high in the factors that motivate the public sector employees. The only difference is

that it is ranked 3rd  by the public sector employees as against 1st  priority by the private sector employees. Interestingly, majority of both the private and public sector employees interviewed seem not to be interested in cross sector employment.

It is only when considering pay and financial packages do public sector employees feel themselves to be worse off than if working in the private sector. Even then, some private sector employees still think the public sector has it better when it comes to remuneration.

Statistical analysis provides strong evidence of a blurring between the two sectors on several key issues. Overall, public sector employment is seen as more attractive, especially at this new era of implementation of federal government monetization policy across the civil service. There is also the issue of uniform salary scales. Based on the findings from this study, the following recommendations were proffered: Both public and private sector organizations in Nigeria should adopt suitable and effective motivational strategies to increase productivity and also to avoid brain drain. Employers of labor should evolve effective and efficient human resources development strategies that would carefully study the motivational needs of their employees and apply same to be able to compete favorably in the international labor market, improve the national economy as well as the living standards of the people.

CHAPTER ONE

1.0     INTRODUCTION

1.1     BACKGROUND OF THE STUDY

Lack of motivated workforce is one of the major problems facing the public and private sector organizations in Nigeria. The private sector is facing severe domestic and foreign competitions while the public sector is struggling with escalating personnel costs, sluggish productivity, federal budget cuts and declining state revenues ( Crewson,1997). As a result, both sectors must take a closer look at personnel practices and their problems.

Motivation involves a host of psychological processes that culminate in an individual desires and intentions to behave in a particular way. Motivation is the term used

generally to refer to the entire class of drives, desires, needs wishes and similar forces. It is

a drive towards an outcome. According to Nnadi (2010:10), motivation is directed to mobilizing and utilizing the fullest potentials of the employees towards the attainment of the goals and objectives of the organization.

Any person who has been following the issues surrounding labor-management relations in

Nigeria would agree that the real problem facing Nigerian workers is that they are unmotivated and under-appreciated. Relatively speaking, reward system in Nigeria is among the poorest in the world. The workers are not paid living wages; they are used and often discarded without effective retirement program and social security benefits to see them through their unproductive years.

It is common in Nigeria for workers to go for months without getting their basic salaries. Lack of adequate reward for honest effort and good skill is one of the reasons for the increasing level of corrupt activities in the society. Thus, poor labor-management relations and reward system in the society, among other things, have negatively impacted workers morale, productivity, and the health of the entire economy.

Human beings are known to be goal oriented; and once a goal is set, behavior aimed towards the goal persists until the goal is achieved. However, more often than not, a Nigerian worker works all his or her adult life without coming close to achieving one’s life goals. The sad situation is worse today where an average worker cannot afford to meet his or her family’s basic needs, such as food, clothing, water, decent shelter, and health care. Yet, the society expects them to be honest, productive and law-abiding. It should be emphasized that a healthy worker, all things being equal, is a more productive worker.

It is disheartening that minimum wage in Nigeria is still as meager as N7, 500.

Thus, lack of basic needs tend to impact negatively on workers morale and productivity. In advanced industrial and highly competitive economies, workers are the main tools for economic growth and social progress. Their demands are seriously and readily attended to, because without a dedicated workforce an organization or a nation crumbles. As we have seen, this has been the problem with Nigeria where labor strike actions are rampant. Thus, more often than not, workers would not get the employers of labor (the government in

most cases) to pay them or attend to their job-related problems without prolonged strike actions. This has always had devastating effects on the economy.

Crewson, (1997) believes that many efficient and capable civil servants are exiting the public service and this could affect the responding capacity of the public sector to the growing diverse nature of the Nigerian society. This could also affect the public sector’s ability to achieve enduring and significant outcomes.

But the private sector employees are not even better off. The salaries/wages of employees in the private sector are also not equitable to the demands of their jobs and commensurate with what others of the same grade receive elsewhere in developed countries.

Even Private sector employees are envious of their public sector counterparts on issues

including job security, responsibility and individual growth, especially as it affects the opportunity for self development.

Anikeze (2007) noted that, ‘The problem with most wages and salaries in developing nations like Nigeria is that they are not large enough to motivate the receiver.’ Worst still, most Private sector employers in Nigeria still enslave workers through third party contract employments. Multinational companies are most guilty of this man’s inhumanity to man and Federal government of Nigeria seems to be doing nothing about it.

Expectedly, unmotivated workforce generates problems of:

  Complacency, declining morale and low productivity.

  Diversion and embezzlement of public funds.

  Redundancy, Truancy and Non-challant attitude to work.

  Favoritism, Nepotism and absolute breakdown in standards.

  Migration of technocrats and expertise personnel in search of greener pastures.

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  Substandard products leading to poor competitive ability in the international market.

This is why at 50 years of independence Nigeria remains a buyer nation with unfavorable balance of trade. There is widespread discouragements and loss of hope and if allowed, it will continue to degenerate.

1.2     STATEMENT OF THE PROBLEM

Lack of motivated workforce is one of the major problems facing the public and private Sector organizations in Nigeria. The belief that many efficient and capable civil servants are exiting the public sector could affect the responding capacity of the public sector to the growing diverse nature of the Nigerian society(Crewson,1997). This belief could also affect the public sector ability to achieve enduring and significant outcomes.

It is on this basis that the main problem of this study is to compare motivation in public and private sector organizations.

1.3     OBJECTIVES OF THE STUDY

The specific objectives of the study include the following:

1.  To find out whether public and private sector employees in Nigeria are adequately motivated.

2.  To compare the factors that motivate the employees of NTA and AIT as public and private sector organizations respectively.

3.  To investigate the belief that efficient and capable civil servants are exiting the public sector organizations to the private sector organizations.

1.4     RESEARCH QUESTIONS

The research questions for the study include the following:

1.  Are public and private sector employees in Nigeria adequately motivated?

2.  Are there any differences between the factors that motivate the public sector and those that motivate the private sector employees?

3.  Are efficient and capable civil servants exiting the public sector organizations to private sector organizations?

1.5     RESEARCH HYPOTHESES

For the purpose of this study, the following hypotheses were formulated:- (1)    HYPOTHESIS 1

H0:      Public and private sector employees in Nigeria are adequately motivated.

H1:       public and private sector employees in Nigeria are not adequately motivated. (2)    HYPOTHESIS 2

H0:    There are some differences between the factors that motivate public sector employees and those that motivate the Private sector employees

H1:    There are no differences between the factors that motivate public sector employees and those that motivate the Private sector employees

(3).    HYPOTHESIS 3

H0:  Efficient and capable civil servants are not exiting the public sector organizations to the private sector organizations.

H1:  Efficient and capable civil servants are exiting the public sector organizations to the private Sector organizations.

1.6     SIGNIFICANCE OF THE STUDY

The study takes a natural look at employee motivation and compares the

motivational factors enjoyed by both public and private sector employees. It is generally agreed that the more accurately managers can answer the question of what motivates their employees, the more effective they will be at maximizing productivity, enhancing performance and advancing the notion of organizational accountability. The findings from this study will help both public and private sector organizations to understand more about motivation and how to motivate their employees.

The research will also be used as a secondary data for future research in this area.

1.7      SCOPE OF THE STUDY

The study is focused on comparing Motivation in Public and Private Sector Organizations (A study of Nigerian Television Authority -NTA, Enugu and Africa Independent Television -AIT, Enugu).

1.8     LIMITATIONS OF THE STUDY

The major limitations of this study include the following:

1 . Time Constraint: –

Due to the limited time given for the study, the researcher could not get all the information required for the study.

2   Financial Constraint: –

Due to financial constraint, the researcher could not visit all places where information relevant to the study could be obtained.

3   Attitude of the Respondents:–

Some of the respondents were reluctant to co-operate with the researcher because of divulging official information. Some believe they have nothing to gain from the research.

1.9.0        HISTORICAL BACKGROUND OF THE ORGANIZATION

1.9.1        NIGERIAN TELEVISION AUTHORITY (NTA)

The Nigerian Television Authority (NTA) is the National Television Network, for

the people of Nigeria. Its key function is to provide, as a public service in the interest of Nigeria, independent and impartial television broadcasting for general reception. No other television in Nigeria is charged with the same social responsibility of public interest broadcasting. Accordingly, the NTA seeks to serve as a tool for national integration.

NTA was inaugurated in 1977 and claims to run the biggest television network in Africa with stations in several parts of Nigeria. It was formally known as Nigerian Television (NTV), the network began with a takeover of regional television stations in

1976 by the then military authorities, and is widely viewed as the authentic voice of the Nigerian government. The first official Director General was Vincent Maduka, a former engineer. Prior to his appointment, Maduka was General Manager of Western Television Ibadan, which was Africa’s first television station. NTA’s monopoly of the Nigerian air- space was broken in the 1990s with the establishment of privately owned television stations and networks, notable among which is the Africa Independent Television.

A number of NTA programmes can be viewed online via Africast. NTA News belletins are frequently aired on AIT and BEN Television in the United Kingdom. The station is made available through sky Digital in the UK on Channel 202 and on the IPTV platform , Suncas TV.

NTA branches and network Centres include: NTA Aba, Abeokuta, Abuja, Plus Abuja, Ado-Ekiti, Akure, Asaba, Awka, Bauchi, Calabar, Damaturu, Dutse, Enugu, Gombe, Gusau, Ibadan, Ife, Ijebu-Ode, Ilorin, NTA International. Others are NTA Jalingo, Jos, Kaduna, Kano, Katsina, Lafia, Lokoja, Maiduguri, Makurdi, Minna, Ondo, Osogbo, Owerri, Port-Harcourt, Sokoto, Uyo, Yenagoa, Yola, Sapele, NTA Channel 5 Lagos, and NTA Channel 10 Lagos.

NTA’s Vision is “To be a world-class Television Network” and the Mission is “To provide excellent Television service worldwide and project the true African perspective”. NTA’s Core Values are: Professionalism, Accuracy, Credibility, Impartiality, Balance and Objectivity, National interest, Social responsibility, Sensitivity, Commitment to world Peace and development.

According to Wikipedia (2010), NTA presently has operational ten Network Up-link Centers and Abuja as Headquarters. They include: Benin, Enugu, Ibadan, Jos, Kaduna, Lagos, Maiduguri, Makurdi, Port-Harcourt, and Sokoto. The nationwide staff strength is put at 4, 000 employees. Each network center is headed by

a Zonal Director, who is charged with the responsibility of overseeing all other stations within his zone; for instance the State Capitals and Local Government stations. NTA Enugu with a staff strength of 100 employees is headed by a Zonal Director, Mr. Philip Ofoegbu (FCA)

1.9.2 AFRICA INDEPENDENT TELEVISION (AIT)

In August 24, 1992, about 50 years after the advent of broadcasting in Nigeria federal government promulgated decree No. 38, which deregulated the ownership of the electronic media in the country. Following this piece of legislation, which ushered in a new era of private ownership of Radio and television stations, DAAR Communications applied for Radio, Television and Direct Broadcasting by Satellite License. The license was subsequently granted.

It began full commercial broadcast operation on September 1, 1994 on its high

profile Radio Channel with the call sign; Ray Power 100.5, the first private independent radio station in the Federal Republic of Nigeria.

December 6, 1996 heralded the coming of a star in global satellite broadcasting

Africa Independent Television Channel 21. AIT provides a fresh slant to T.V broadcasting with a unique programming theme that shares the African Experience with the wider global community.

AIT beams quality programs round the clock, which are down-linked and

redistributed in Africa, the whole of America, Mexico, and the Caribbean. AIT in-depth coverage aims to keep global viewers fully in tune with the soul of an African broadcaster offering premium quality service.

AIT’s management relies on a careful blend of home-grown Nigerian expertise plus

a backup of seasoned professionals from Europe, the United States and other parts of

Africa. All members of the management are highly accomplished practitioners in the field of broadcasting with proven capabilities required in this highly competitive sector. Senior management is ably augmented by a motivated and dedicated workforce carefully selected from the growing pool of indigenous broadcasting talents.

DAAR Communications ltd broadcast stations are on air 24 hours daily. The internet company also provides a 24 hour service. AIT Global Satellite Parameters are: Satellite: Telstar 5

Orbital position: 97w

Number of Transponder: 26

Polarization: 12, 151

Symbol Rate: 22 M band/s

FEC: ¾ (.75)

Standard: MPEGZ/DBV Fully Compliant.

AIT Channel 21 and AIT International share the same Vision and similar Mission.

AIT has a unique Mission, that of sharing the African Experience with the wider global Community. With its fascinating cross-cultural theme and vibrant program content, Africa Independent Television aims to share everything that is exciting about the African experience with the nations of the world. The station Logo and Pay-off, ‘AIT- Sharing the African Experience’ symbolizes its Vision: To offer on a daily basis, a refreshing but revealing insight into the African experience worldwide.

This sentiment is proudly echoed in AIT’s corporate identity.

With a thematic pay-off which emphasizes the objective of sharing the unique

African experience with the world, AIT’s Mission is to enhance global understanding through an untainted appreciation of the world and its peoples. Usually amongst global satellite broadcasting stations, AIT is motivated by uniquely altruistic aims to promote a methodical reduction of tension and friction as well as foster a greater appreciation of humanity.

It is committed to the task of bridging the gap in global communication which places Africa at the ruthless mercy of Western perspectives, opinions and nuances. AIT’s main task is to project Africa from a holistic African prospective; untainted, undiluted and absolutely original. AIT offers the world a new insight into the African experience.

The initial funding of DAAR Communication, which includes AIT, came from DAAR investment & Holding Company and the founder of the conglomerate – Chief Aleogho Dokpesi, PhD. As a measure of its confidence in the project, a consortium of leading banks in Nigeria actively supported the company. Leading the consortium was Union Bank of Nigeria PLC. Other participants are First Bank of Nigeria PLC, NAL Merchant Bank PLC, Afribank PLC and Lead Merchant Bank PLC.

AIT has its headquarters located at AIT Road, off Lagos/Abeokuta Expressway, Ilapo village, Alagbado, Lagos. Other Broadcasting stations are located in Kano, Port-Harcourt, Enugu, Kaduna, Jos and Agenebode in Edo State.

AIT international operates from AIT 409 Koedoesnek Lane Writerkloof Ridge, Pretoria

South Africa and # 247 East Street New York, USA.

AIT Enugu operates from the transmission station at Agu Abor Hill in Udi LGA and has its commercial office at 36 Zik Avenue Uwani, Enugu with 48 staff strength.

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