CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Every establishment function primarily to realise certain set

objectives, which makes them subject their staff to conform to
certain rules and regulations aimed at controlling their behaviour.
One of the greatest threats to human organization is human
variability. Human being differs in their attitudes and perception,
interest, values and goals and they carry these individual
differences that constitute major threats to organization.
Management involves strategy, innovation, initiating and bringing
about change, creating problem solving decision making, activity
seeking out alternative opportunities reformulating goals and
redeveloping resources, negotiating resolving conflicts, dynamic
or active leadership, diplomacy, statesmanship and high degree
of risk taking and entrepreneurship. Thus, beech (1975;600) sees
discipline as the conduction or molding of behaviour by applying
rewards and penalties. Discipline on the other hand, is the
molding mind and character that produces behavioural patterns
of self-control, the habit of obedience, tolerance and the sense of

1
responsibility. It is as a result of character training which molds,
corrects, strengthens and perfects the individual within a social
system.

Discipline in Imo state civil service aims at inculcating the value

of good behaviour in order to promote obedience in the Imo state
civil service. Punishment is melted to staffs who disobeys. No
establishment would effective without discipline. The enforcement
of discipline in every establishment is indeed management
function. All forms of discipline however rigid are to prevent staff
from breaking the rules and regulation of the establishment.
Discipline proceeding are initiated because of any officer’s
misconduct or general inefficiency. This consist of the series of
omission por incompetency of which the circulative effect shows
that the officer is not capable of discharging effectively the duties
of the office he holds. While misconduct is a specific act or wrong
doing or improper behaviour which is inimical to the image of
service and which is to be investigated and proved.

Productivity stipulates the capacity of an individual or

organization in producing, maximum result with available human,
financial and effectiveness are indices of public organization while

2
profitability, efficiency and effectiveness are indices of lousiness
organization. Productivity is the goal of every organization. Any
firm that cannot operate a degree of significant productivity is not
an important entity. A productive firm enriches the owner, the
management and the workers. It serves as a source of inspiration
and motivation proof to the workers as they would be proud of
their organization and appreciate the fruit of their organization
labour. Factors like punctuality to work, obedience and interaction
between the subordinates and supervisors can affect the
productivity of the Imo state civil services.

1.2 STATEMENT OF THE PROBLEM

Discipline is less enforced in the Imo state civil service, and the
reason s for this are not pin point admittedly, Imo state civil
service and directors of personnel have excessive constraint on
their personnel have excessive constraints on their power of
dismiss and discipline even the most grossly inefficient employee.
The notion that government job is “secured jobs” has extends a
lot of laxity and indiscipline in Imo state civil service. However,
discipline do take place in the ministry of Imo state. Civil service
and director personnel has to go through series of disciplinary

3
procedure before it can give the transgressors the appropriate
punishment. The power to exercise disciplinary action or control
over civil servants holding officers in Imo state civil service is
rested in the civil service commission or navy officer in the civil
service.

1.3 OBJECTIVES OF THE STUDY

The objective of the study is to examine the following:

 To study I view and discover whether there is positive

relationship between discipline and productivity.

 Discover the problems encountered in enforcing discipline in

the Imo state civil service.

 It is also the purpose of this study to make law able

recommendation from the study of research.

 Discover causes of indiscipline in Imo state civil service

 It is also to find out the level of disciplinary actions that

were properly and fairly taken to ensure discipline in Imo state
civil service.

4
 Also, it is the objective of the study to find solutions to
indiscipline and decline in productivity and finally

 To discover, create awareness on how authority should be

given to enhance effective enforcement of disciplinary measures
in line with laid down policies to meet set standards.

1.4 RESEARCH QUESTIONS

 How do Imo state civil service enforce discipline on its

staffs?

 Are they fully operational/functional?

 Can organizational problem be reduced by discipline?

 Does the political instability affect the activities of the Imo

state civil service?

 How often do civil servants of the Imo state civil services?

1.5 STATEMENT OF HYPOTHESIS

In view of foregoing, the following hypothesis was formulated.

 Ho: Discipline in the Imo state civil service does not ensure
great productivity.

5
 Hi: discipline in the Imo state civil service ensures great
productivity

 Ho: there is no significant relationship between discipline

and productivity.

Hi: there is a great significant relation between discipline

and productivity in civil service.

 Ho: Imo state civil servant do not comply with the rules and
regulation of the civil service.

Hi: Imo state and servant do comply with the rules and
regulation of Imo state civil service.

1.6 SIGNIFICANCE OF THE STUDY

It is believed that this study will improve the exercise of discipline

in Imo state civil service which is equally hoped that this will
equip the authority, responsibility as to power the head of
functional department in the civil service discipline judiciously. It
is also hoped that the study will find solution to ways of
effectively implementing disciplinary measures in order to
increase performance and subsequently increase productivity in
Imo state civil service. Motivation is therefore, an essential

6
variable for organization effectiveness and productivity. This
study will also pin point certain defects in Imo state civil service.
Human resources management needs attention and modification.
If the civil service is to attract and retain the calibre of higher
productivity and as well help to add the existing body knowledge
of what the factors that affect productivity.

1.7 SCOPE OF THE STUDY

Based on the topic of the study, the researcher aimed at covering

all the mentioned objectives. The study is being conducted on
discipline and productivity in Imo state civil service. However, the
study was centred in Imo state civil service to determine
discipline and productivity from the information based on sources
and procedures of and shall as much as possible be satisfied to
the extent of which their needs are met. Some of the causes of
low productivity are low pay work itself, advancement prospects,
supervisions, co-worker working conditions, job securities,
recognition e.tc. if employee is in need of high salary, for instance
and he gets it to the extent of his satisfaction, employees
dissatisfaction on their job will likely lead to withdraw of
behaviour, absenteeism and Labour turnover. The foremost

7
American humanist theorist Douglas M. C Gregory, propounded
theory X and Y in his research for the best enhancement of their
performance, increase in their productivity and attain an
organizational objective. Examples of theory X: the average
human being has an inherit dislike for work and will avoid it if
possible. Theory Y: is of the view that work is as easy as play or
rest. This research work however was limited by lack of finance,
time and academic pressure.

1.8 LIMITATION OF THE STUDY

This project was written coupled with combining it with other

activities like lecturers, other social economic function. It was not
possible for the researcher to reach all ministries. In the case of
carrying out this work, the researcher was financially constrained
to a greater extent by the adverse economic situation in the
country. Again, attitudes of workers in some departments limited
the facts available to me as they were relevant to speak on the
topic. The little time of hand of the writer due to the examination
and other domestic engagements and the very short period of
second semester of the academic year. The research work was
combined with other academic objectives.

8
1.9 DEFINITIONS OF TERMS

In the course of this research work, the following terms are

defined:

 Discipline: is a control gained by enforcing obedience

punishment or order that corrects mold, strengthens or perfect
and it is training and chastisement.

 Productivity: Is the amount of output produced by each of

input taking about as the dominant input. It is the efficiency with
which things are produced.

 Civil service: This is defined as the administrative service

of a government or international agency exclusive of the armed
forces.

 Efficiency: This is defined as working productivity with no

waste of effort or money.

 Absenteeism: An abandon of one’s duty is common feature

in the public service illness is quite common and widespread. It is
no longer regarded as a serious offense which attracts serious
disciplinary action of dismissal.

9
 Administration: Is defined as the activities that are done in
order to plan, organize, manage and run institution affairs.

 Bureaucracy: This system of official rules and ways of

doing things that a government or an organization has.

10
 REFERENCES

Baridan D.C (1986): Research methodology unpublished MBAL

Lecture monography, University of Port Harcourt page 66-67.

Onuoha C.B (1991); fundamental Business Administration and

management in Nigeria Aba Unique Publishers Ltd.

Ugonna A.E.C (199:91); public Administration in Nigeria Versatile

publishers Ltd.

Saale N.B et al. (1987); productivity improvement strategies and

methods of work under SAP in processing of national Biennial
Programme Lagos university pg 457-475.

Benjamin O. Ezeali (2009) public personnel Management pg 143.

11
 CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 CONCEPTUAL LITERATURE

The term productivity may be perceived by different people

in different ways and situations. This according to Dr, Solomon,

he defined productivity a comparison between the quality of

goods and service employed in turning out these goods and

services. In this definition, Mayor (1982) pasted out that any

organization which transform input is engaged in production. With

this statement, it becomes clear that almost any organization fits

this definition. Another author, A.M. Soha defines productivity as

the volume of goods and services produced by a worker within

some specified unit of the year, month, week, day or hours.

Productivity is a measure of production efficiency as a

relationship between output and input. These definitions, shows

how different people tend to view productivity. There is no

12
yardstick to measure productivity in different situations. It is

rather a generally used term used to relate output to input. In

discussing how different people look at productivity, it will be

necessary to note some example of some people who would at

one time or the other be involved in promoting productivity. For

example, an economist may want to make comparison of

productivity in standard internationally or between organizations.

An accountant may view productivity in financial terms such as

ration between investments and returns. An engineer will tend to

concentrate only in physical assess, while a personnel manager

may be concerned with measurement technique to obtain result.

Finally, productivity is the measure of how well resources

are brought together in an organization and utilized for the

accomplishment of set foals. It is reaching the highest level of

performance with the listing expenditure of resources.

Productivity simply means a combination of effectiveness and

13
efficiency and natural resources effectiveness here refers to

performance, while efficiency refers to resources utilization

PRODUCTIVITY DECLINE IN THE CIVIL SERVICE

The level of services provided by the civil service these days

when compared with the independence era is nothing to write

home about, a lot of public fund are sunk by government into

these ministries for the provision of services of one kind or the

order but almost all of them leave below expectation.

One important factor on this decline can be attributed to the

abandonment of the old system of posting newly recruited

officers to the field for experience under senior colleagues. They

had the opportunity of acquiring skill and abilities of taking

decision and assuming leadership process through practical

problem solving the standard of education in the state especially

at primary and secondary school despite the huge amount of fund

that has been expended to education, most schools in the state

14
still lack good textbooks, equipments, structures and qualified

teachers. However, in spite of public concern over decline in

productivity, little or no effort was made to solve the problem. It

was as a result of this that Adebo commission pointed out in this

way that from many of the presentation made to us, it would be

seen that the problem of decline in productivity has received

scanty attention in the country much less than it has received in

some African countries. Productivity in te hcivils ervice has

declined to the stage that something urgently must be done to

arrest the situation and promote it.

CAUSES OF DECLINE IN THE PRODUCTIVITY LEVEL OF THE

CIVIL SERVICE

1. When workers are paid according to specified grades and not

according to other performance resources sued in carrying

out certain task are not compared with the outcome of such

15
 operation since productivity is measured more resources are

used tog produce less output.

2. The quota system of implement: Quota system is based

whereby civil servants are employed based on geographical

representation rather than on merit, through this way,

incompetent persons are employed and placed in position of

responsibilities whereby they cannot cope. This type of

employment procedures does not favour growth in

productivity, this is because cost of maintaining such

employees is higher than what they produce or the service

they render in the ministries, this is true when we consider

the statement of Dr. Solomon, he said “when the same

resources that were employed in the past now produce more

than they did before, we employed in the past now produce

more than they did before, we agree that productivity has

increases, but when they produce less, this decreases

16
 productivity.” Employing civil servant through quota system

rather than merit system completely declines the level of

productivity in the civil services.

3. The wish for industrial materialism: Nigeria fought civil

war for six years after independence and this followed by

another six years of oil boom which brought about extreme

materialism. This gave rise to greater indiscipline and

corruption within the whole society including the civil

service. As a result of this great indiscipline and corruption

on the part of civil servants, efficiency and effectiveness but

would either bribe his way through or wait for more than

three weeks if such services were to take only one or two

days.

4. Specialized and Restricted Process: In the civil service,

some employees are assigned to certain works that have

specialized and restricted process which leads to work

17
 dissatisfaction. Take for instance the case of an executive

officer who seeks effort will automatically decrease hence

productivity is affected. According to Mr. Paul to most

people, functions that have routines that lead to

dissatisfaction contributed to decline in productivity in the

service.

5. The Demand for Leisure Time: Many employees make

use of their official working period for leisure thereby

abandoning their official work. Some would claim to be going

to break. Others would claim to be going to hospital. In this

way, the official working hours are almost wasted and the

resultant effect is decline productivity.

2.2 CONDITION FOR PROMOTING PRODUCTIVITY IN THE

CIVIL SERVICE

The nee for concentrated efforts in the promotion of

productivity in Nigeria is well documented din 1976, government

18
formed the productivity process and incomes board in 1978,

there was inauguration of a multiparty national productivity

scheme and state productivity committees were inaugurated in all

state in Nigeria. The conditions are necessary for promoting

productivity in the civil service.

1. The employment system of civil service should be done in

such a way that meritocracy will replace quota system; this

will lead o productivity in the civil service.

2. TRAINING: The employed workers need training so as to be

well equipped with knowledge required in carrying out their

function adequately and successfully too.

3. MOTIVATION OF WORKFORCE: Workers o the civil service

should be motivated towards high productivity; this can be

done by giving them moral or material support. Morally, they

should be given praises, recommendations, wherever they

carryout functions intelligently and excellently too, materially,

19
 the civil services employees should be given many things as

attractive salaries, allowances, free medical services,

subsidized house rent, motor vehicles, loan and free transport

progarmmes for the workers. All these are essential

motivation factors which if well applied will raise the morals

of workers and thereby lead to increase in productivity.

4. REGULAR MEETING WITH EMPLOYEE: There is need for

regular meting with civil service employees and their

management. Such meetings will create a forum whereby

both sides will discuss common issues and sort out means of

improving their working conditions. In this way, promotion of

productivity in the civil service will be facilitated or enhanced.

5. PROPER SUPERVISORY AND DISCIPLIANRY ACTION:

The supervision of the civil service employees should live up

to expectations, the supervision function is very important so

as to see that workers are carrying out their task as required.

20
 Supervisors should carryout their tasks without fear but

should be self disciplined so that the disciplinary actions will

be adequately applied and productivity will undoubtedly

increase.

6. ENCOURAGE OF HEATH COMPETITION: The various units

of the commission should be encouraged to be involve in

health competition and attracts awards. This way every unit

will be involved in health competitions. For example, workers

trying as much as they can not to record any absenteeism in

a month will be given some awards. In this way every unit

will be trying to see that no one of its members or staffs is

absent throughout the month. This should be made a

continuous exercise in their way thereby promoting

productivity in the civil service to be in the increase.

2.2 THEORETICAL LITERATURE

Maslow's theory of needs propounded in his 1943 paper has been adopted for this study. Maslow
based his theory on the idea that individuals work to satisfy human needs, such as food and
complex psychological needs such as self-esteem. He coined the term Hierarchy of Needs to

21
account for the roots of human motivation. Abraham Maslow propounded the theory of human
needs which is popularly known as Maslow’s hierarchy of needs in human environment in the
society (Aruma & Hanachor, 2017). Onah (2015) remarks that in 1943 that Brandeis University
professor of psychology, Abraham Maslow as a renowned researcher in the study of human
needs and motivation came up with his hierarchy of needs theory with a proposal that people are
motivated by five levels of needs namely: (1) Physiological needs, (2) safety needs, (3)
belonging needs, (4) esteem needs and (5) self-actualization needs.
According to Maslow (1943), those needs that are largely unsatisfied tend to create tension
within people that leads them to behave in ways that are aimed at reducing the tension and
restoring internal equilibrium. Once a certain need or set of needs become satisfied, it loses its
potency as a motivating force until it again becomes manifest (activated).
The central thesis of Maslow’s theory of hierarchy of needs is motivation. And it is motivation a
worker (civil servant or public servant) receives on job that motivates him or her to feel fulfilled
on the job, which directly or indirectly increases his performance and productivity on the job. In
line with this fact, Frederick Winslow Taylor explains that the role of motivation in influencing a
worker’s behavior and productivity has been recognized ever since the work of on rational
analysis and scientific management Taylor (1911). Taylor, with his contemporaries used classical
organizational theories and believed that men and women at work are entirely economic beings;
therefore, they can work hard only if their economic positions improve (Richard, 1991).
This means that economic rewards are provided to employees for performance which result in
high productivity. At the beginning of the 20th century managers and scholars in the field of
management were concerned with improving the productivity of organizations within which
work was performed. Therefore, they directed their efforts at finding ways of how organizations
should be managed so that there were higher levels of productivity at lower costs of production.
Motivation arguably is one of the most important means of boosting worker morale and
satisfaction and thus productivity (Nimusima & Tumwine, 2016). This theory is most appropriate
because nothing tells of any organization than the way an organization makes decisions and
remunerate workers. Every government at all levels would love to extract the best from her
workers. By applying Maslow’s Theory of Need, this can be done effectively.
2.3 EMPIRICAL literature
The Functions of Civil Service The basic role of the civil servant according to Eme and Andrew
(2013), is therefore, to initiate and take active part in all the processes leading to the formulation
of policy; and thereafter ensure that the policy agreed by government is faithfully and honestly
executed. From this brief statement of the function of the civil servant, it will be seen that the
civil service is about the most important single institution affecting the lives of the citizens of a
state; its influence is all pervasive, more so in the modern world where most states carryout wide
functions in providing social services and regulating the economic life of their citizens.
Obiajulu and Obi (2004) oberve that the critical highlight in the major function of the civil
service is the implementation of government policies. Civil servants are not policy makers and

22
are not really in a position to question government policies. Whenever a policy is made, it
becomes the role of the civil servants to implement the policy the way the government of the day
wants it to be.
Also, Ezeani (2005) noted that the civil service is a store of knowledge of past government
decisions and procedures. Thus, it plays an educative role by assisting professionals and military
political executives (as is the case in Nigeria), especially the new ones ―to adapt themselves to
the realities of their offices. The federal and state civil servants play important role in policy
formulation and advice. They play a major economic, social and educational objective of both
the federal and state governments. Furthermore, the civil service also gathers statistical
information for the activities of the government. Senior civil servants also have to inform the
public about the achievements, abilities and problems facing the government.
Civil services in Nigeria are a natural extension of the executive arm of the government. The
main goals of this power involve the provision of the population with the services they need: free
medical care, free education, and so on. One of the main functions of the civil services in Nigeria
is to make certain services free or, at least, affordable to people and to introduce services that
don’t even exist yet. For example, owing to the civil services, pregnant women can deliver their
babies free of charge in state hospitals, those who suffer from appendix inflammation can be
operated for free or at reasonable prices, and so on.
2.4 GAP IN LITERATURE

Notwithstanding the above findings and contributions, this study faced a number of

limitations and so do its outcomes. Firstly, a potential limitation of this study stems from

the fact that our in-depth analysis focused exclusively on articles published in 7

prestigious journals. Secondly, using only the Pro Quest, Scopus and Web of Science

databases in the present study may have prevented us from covering all the articles in the

field of promotion of productivity in public sector, Furthermore, our review is limited to

research published in articles, leaving aside other sources such as books or conference

reports. This limitation concerning the choice/selection of sources analyzed can hardly be

avoided in any literature review. However, our findings seem to provide a valuable

understanding of the current situation in this research field. The present study equally

23
 suggests a number of future research strands which may encourage more intensive

research in this important area. In our opinion, this article can prove useful for both

researchers and decision makers, since both areas reflect new trends that will probably

lead to future research and future implementation inside firms. Hopefully, the present

paper will trigger a new approach to studying of strategies in promotion of productivity in

public sector, to which must be added that our results provide practical guidelines to

adopt a sourcing strategy based on the relevance that corresponds to the various

determinants for the firm.

chance for future researchers also stems from the empirical validation of the proposed

theoretical framework. Basically, does the make-or-buy process require a make-or-buy

specialist within firms? Does such a position exist? Hasa training program been put in

place

2.5 SUMMARY OF REVIEWED LITERATURE

The literatures reviewed in this study are related to the subject matter, “strategies of promotion of

productivity in public sector”. The literatures consist of; Concept, theoretical and empirical.

Conceptual literature stated the meaning and definition of the key terms used within this

study, it therefore states in details the full meaning and origin of the key related terms used. The

theoretical literature elaborates the theories and its critics as related to the subject matter. Many

theories reflected on this study. While the empirical summarized the work of other researchers of

the field of study; stating its objective, methodology, result, conclusion and recommendation.

24
The study empirically reviewed more than 10 different related study conducted by different

authors.

25
 REFERENCES

Amucheaze, E.C. (1980): Reading in social science: Enugu:

Fourth dimension publishers.

Nwatu, R. (2008): Comparative public administration.

Dike, C. (1985): The Nigerian civil service. Ibadan, Nigeria:

Sketch publishing co.

Chapman, J. (1991): Nigerian critical accident in

organizational practice. New Jersey, USA Prentice Hall

Inc.

26
 CHAPTER THREE

3.0 RESEARCH DESIGN AND METHODOLOGY

3.1 INTRODUCTION

This chapter deal wit the following research methods,

method of data collection area of study, population of the study,

sample size, the sampling techniques, validity and reliability of

measuring instrument, method of data analysis of the research

study. The researcher gained direct access to the staff of the Imo

State Civil service Commission and was able to use the

observation tools for this study.

3.2 RESEARCH DESIGN

This study utilizes a survey research design to obtain the

data and information required for the research of this work, (a

case study of Imo State Civil service Commission).

The researcher gained direct access to the staff of the Imo

State Civil service Commission and was able to use the

27
observation tools for this study. This is in realization of the fact

that behind every kind of behaviour displayed by an individual in

the workforce, there is a motive or reason.

3.4 POPULATION AND SAMPLE SIZE

In order to carry out a successful research of this nature,

the researcher ahs limited the population of the Imo State Civil

service Commission, therefore constitutes a good representative

of the civil servants, the population of the study was drawn from

the state management working in the Imo State Civil service

Commission. The population study in the commission is one

hundred (100).

Determining the sample size using Yaro Yemen’s formular

n= N
1+N(e)2

Where;
n = Sample size

N = Total population

28
 E = Tolerable error margin = 5%

1 = Constant

Therefore, submitting on the above formula

n = 100

1+100(0.05)2

n = 100

1+100(0.0025)

n = 100

1+1.25

n = 80

Sample size = 80

3.5 SAMPLING TECHNIQUES

The basic principles for choosing the sample size is to

choose objectively a sample such scientifically would be

representative of the larger population. The researcher for the

purpose of this study used stratified sampling technique, the

29
researcher made sure that all the people in the civil service

commission to be administered with the questionnaires were

divided into groups called strata.

A total of 100 (one hundred) questionnaires were

administered to the staff and management of this organization

under this study.

3.3 SOURCES/METHOD OF DATA COLLECTION

The researcher for the purpose of this research used

questionnaires and personal interview. Information supplied by

those respondents to facilitate the work of this research in one of

the interviews, one senior executive office. In the personnel unit

was asked a question about productivity promotion and he

answered. There is room for promotion of productivity in the civil

service. Another senior officer in one of the unit was asked

whether he thought that workers input sunk into the operation of

the commission, e said that he did not think so because there

30
were many lousy ones whom were never prepared to work and

would only be asking for higher pay always.

3.5 RESEARCH INSTRUMENT DESIGN

For the purpose of this study, the researcher used questionnaires

as direct instrument for collecting data. The questionnaires were

set of questions to which the respondents are required to answer.

These questionnaires were structured in multiple choice terms

which gives the respondents will to choose from possible options.

3.6 VALIDITY AND RELIABILITY OF MEASURING

INSTRUIMENT

The instruments were validated focus validity. The

questionnaires were properly recorded and proved valid for

eliciting information requirement. Self test method was used that

is done by designing questionnaires of similar strength but the

statements are made in reverse order. Two persons were

administered to one neighboring states and were used before the

31
study. The two set were analyzed and compared and were found

consistent in the responds and the analysis should be high degree

reliability.

3.7 METHOD OF DATA ANALYSIS

The researcher for easy analysis and precision stratification

process, a sampling technique is used. This method is applied

when the population from which uses in heterogeneous for

instance, the Nigerian civil service, the sample being the

representative of the present population into heterogeneous

group called strata. Then by applying the simple random

sampling or systematic sampling selected items from each

stratum which are from my sample frame.

32
 CHAPTER FOUR

4.0 PRESENTATION AND ANALYSIS OF DATA

4.1 INTRODUCTION

The chapter is all about the presentation, interpretational

and analysis of data collected form the research work.

4.2 PRESENTATION OF DATA

The questionnaires were tabulated and analyzed to reflect

the views and options of the respondents’ percentages for the

purpose of the study. A total number of one hundred (100)

questioners were prepared and distributed for the purpose of this

work and eighty (80) were completed and returned.

4.3 ANALYSIS OF DATA

Each question of the questionnaire was analyzed separately

with data presented by tabulation and percentages as shown in

the table above.

33
 The frequency of response to each term in the

questionnaires is found and placed over the total number of

respondents and finally multiplied by one hundred (100). Analysis

of thus data is based on “yes” or “no” response. Percentage is

therefore worked out.

1. No of “Yes” obtained + 100

Total respondents 1

2. No of “No” obtained + 100

Total respondents 1

QUESTION 1:

Does Imo State Civil service commission have more senior

staff in its employment than junior staff?

Table 1: Classification of junior and senior staff

Class Staff Respondents Percentage %

Junior 35 43.75

Senior 45 56.25

34
Total 80 100

Source: Field survey, 2022

Table one goes to explain the fact that Imo State Civil

Service commission ahs more senior staff respondents in its

employment than junior staff respondents. This is not connected

to the widely view that the job requires so much in term of input

and at times is a predominantly exclusive area for senior staff

provides.

QUESTION 2:

What are the factors needed for the job in your

ministry

Table 2: Factors need for the job

Response Senior Junior Total Percentage

Experience 15 5 20 25

35
Skill 9 6 15 18.75

Qualification 10 7 17 21.25

All of the above 1 27 28 35

Total 35 45 80 100

Source: Field survey, 2022

From the above tab, it can be seen tat all the factors above

are needed for the job to be well implemented as supported by

35% of the respondents.

QUESTION 3:

What caliber / kind of staff do you employ?

Table 3: Caliber of staff employed

Response Staff Respondents Percentage %

Experience 20 25

Skill 10 12.5

Qualified 30 37.5

36
All of the above 20 25

Total 80 100

Source: Field survey, 2022

This table above shows that 25% has the experience, 12.5%

has skill, 37.5% has qualification and it shows that none of the

respondents have majority of any of the qualities mentioned

above. This implies that qualities needed or posses for the job to

be performed well is lacking.

QUESTION 4:

What are the things that make the work not to be well

done?

Table 4: Things that make the work not to be well done

Response Staff Respondents Percentage %

Lack of experience 10 12.5

Lack of skill 5 6.25

37
Lack of qualification 20 25

All of the above 45 56.25

Total 80 100

Source: Field survey, 2022

The table above shows that lack of experience, qualification

and all the qualities mentioned above will reduce productivity

because they are lacking all the things which will make them do

their work well. The 25% and 6.25% of the respondents support

other factors above respectively.

QUESTION 5:

How can you rate the performance of your workers?

Table 5: How performances of workers are rate?

Response Staff Respondents Percentage %

Efficiency 40 50

Effectiveness 40 50

Indifferently - -

38
Total 80 100

Source: Field survey, 2022

Table 5 above indicates that 100% of the respondents are

performing effectively and efficiently in their job.

QUESTION 6:

How do you achieve results in the organization?

Table 6: How organizational results are achieved

Response Staff Respondents Percentage %

Always 10 12.5

Sometimes 43 53.7

Not at all 27 33.8

Total 80 100

Source: Field survey, 2022

From the investigation above in table 6, 12.5% agreed to be

achieving this result always 53.7% supported sometimes and

39
33.8% of the respondents supported not at all. This shows that

the result is not often achieved.

QUESTION 7:

What is the qualification of workers?

Table 7: Qualification of respondents

Response Staff Respondents Percentage %

M.Sc / PhD 4 5

Degree / HND 22 22.5

NCE/OND 8 10

WAEC/GCE 30 30.5

Below GCE 16 20

Total 80 100

Source: Field survey, 2022

Table 7 above shows that 25.5% are holders of degree/HND

10% are holders of NCE/OND, 30.5% are WAEC/GCE holders and

20% are below GCE, while 5% are holders of M.Sc/PhD.

40
QUESTION 8:

What qualification is necessary for the job?

Table8: Qualification necessary for the job

Response Senior Junior Total Percentage %

NCE & above 30 15 45 56.29

WAEC/GCE 5 25 30 37.5

Below WAEC - 5 5 6.25

Total 35 45 80 100

Source: Field survey, 2022

This table records that 56.25% of the respondents

supported that NCE and above is the necessary qualification for

the job to be well done, 37.5% and 6.25% supported WAEC/GCE

and below respectively. The result shows that NCE and above is

the necessary qualification for the job to be performed very high.

41
QUESTION 9:

How are the employees in your ministry employed?

Table 9: How employees are employed

Response Staff Respondents Percentage %

Merit 17 21.25

Skill 10 12.5

Quota system 40 60

Nepotism - -

Favouritism 5 6.25

Total 80 100

Source: Field survey, 2022

From the information above, few are employed through

merit as supported by 21.5% of the respondents, while 60%

supported that people are employed based on quota system and

nepotism is supported by 6.25% of the total respondents, a

42
greater number of people supported that workers are employed

through quota.

QUESTION 10:

Are the right calibers of people employed?

Table: Response on if the right caliber of people are

employed

Response Staff Respondents Percentage %

Yes 30 37.5

No 42 52.5

No idea 8 10

Total 80 100

Source: Field survey, 2022

Table 10 shows that 37.5% o the respondents admitted that

the right people are recruited while a greater number of 52.5% of

the total respondents supported that the right people are not

recruited while the remaining 10% claimed they had no idea.

43
QUESTION 11:

What will be the ministry’s performance is the right

people are employed?

Table 11: Performance of the commission if the right

people are employed

Response Staff Respondents Percentage %

Higher performance 80 100

Lower performance - -

Total 80 100

Source: Field survey, 2022

This table shows that with the necessary qualifications,

performance will be high and this is supported by 100% of the

respondents (everybody).

QUESTION 12:

How do you motivate an average worker?

44
Table 12: How average workers are motivated

Response Staff Respondents Percentage %

Prompt payment of - -

salaries & wages

Good working condition - -

Consultation with - -

subordinate

Commendation on - -

brilliant performance

All of the above 80 100

Total 80 100

Source: Field survey, 2022

This shows that 100% of the respondents admitted that all

those factors mentioned above are information incentive and

motivational strategies for promoting productivity in the civil

service.

45
QUESTION 13:

Will a better working condition of the staff increase

productivity?

Table 13: Response on if good working condition increases

productivity

Response Senior Junior ` Percentage %

Yes 28 20 48 60

No 7 25 32 40

Total 35 45 80 100

Source: Field survey, 2022

This shows that 60% of the respondents supported that

improved working condition will lead to n increase in productivity,

40% of the respondents said that improved working condition will

not improve productivity.

QUESTION 14:

46
 Do civil servants engage in other activities during

their working hours?

Table 14: Response on if civil servants engage in other

activities during working hours

Response Staff Respondents Percentage %

Yes 51 63.75

No 18 25.5

No idea 11 13.75

Total 80 100

Source: Field survey, 2022

Table 15 revealed that 63.755 of the respondents supported

that civil servants do engage in other economic activities outside

their duties, 22.5% supported no while the remaining 13.25%

supported no idea.

QUESTION 15

47
 Which disciplinary measure should be applied to those

who violate rules?

Table 15: Disciplinary measures to apply on those who

violate rules of the commission

Response Staff Respondents Percentage %

Dismissal of worker 10 12.5

Ceasing o salaries 12 15

Defaulting of workers - -

The use of incentives 58 72.5

Total 80 100

Source: Field survey, 2022

The table above reveals that 12.5% of the respondents

supported dismissal, 15% is for ceasing of salaries while

defaulting of workers has nothing o offer but the use of incentives

carries the largest percentage of the respondents of 72.5% of the

48
total i.e. it is the only one that will promote productivity in the

civil service in the table.

4.4 TESTING OF HYPOTHESIS

The researcher now wishes to use the data collected and presented in testing the validity of

the hypothesis. The significance of he response proportion with the use of chi-square

analysis chi-square analysis is used because of the large sample size involved. The term to

be met in this analysis is null hypothesis

H0: Alternative hypothesis

H1: Degree of freedom (2-1)(n-1) the level of significance to be used throughout these

test of hypothesis 1% = 00.01

HYPOTHESIS

H0: Adequate knowledge of job requirement promotes efficient and effectiveness level of

significance = 0.01 degree of freedom = (2-1)

(4-1) =

test statistic = x2 (2-1) (4-1) (fo-fe)2

The critical value x2 for test of hypothesis x2 = 11.345

Decision rule = reject H0 IF X2c fe> 11.345

Note fo = observation frequency.

NO OF RESPONDENT

49
 Senior Junior Total

15 5 20

9 6 15

10 7 17

1 27 28

35 45 80

Fo Fe (fo-fe) (Fo-fe) Fo-fe)2/fe

15 875 +6.25 39.0625 4.4643

9 6.5625 +2.3475 5.9414 0.9054

10 7.4375 +2.5625 6.5664 0.8829

1 12.25 -11.25 125.5625 10.3316

5 1125 -6.25 39.0625 3.4722

6 8.4373 -2.4375 5.9414 0.7042

7 9.5625 -2.1625 6.5664 0.6867

27 15.75 +11.25 126.5625 8.0357

29.483

x2c =29.483

since 29.483 > 11.345, the null hypothesis which states that “Adequate knowledge of job

requirement does not promote efficiency and affectivities” is rejected and the alternative

50
hypothesis which states that “adequate knowledge of job requirement promotes efficiency

and effectiveness goes.

Fe1⇛ 35x20 = 700

Fe2 ⇛ = 80 ⇛8.75

80 = 80⇛6.5625

fe3⇛35x17 = 595

fe4⇛35 x28 = 80⇛7.4375

= 980

fe5⇛45x20 = 900

80 = 80⇛ 11.25

fe6⇛45x15 = 675

80 = 80⇛8.4375

fe7⇛45x17 = 765

80 = 80⇛9.5625

fe8⇛45x28 = 1260

80 = 80⇛15.75

HYPOTHESIS 2

51
 No = of respondent

Senior Junior Total

30 15 45

5 25 30

- 5 5

35 45 80

For the above table

H0: Recruitment of qualified personnel do not ensure high performance

H1: Recruitment of qualified personnel ensure high performance level of significance ⇛

0.05 degree of freedom ⇛ (2-1) (3-1) =2

Test statistic ⇛x2c = (f0-fe)2

The critical value for the test of hypothesis =9.210

Decision rule reject H0 if x2c1 is > 9.210

Fo Fe (fo-fe) (Fo-fe) Fo-fe)2/fe

30 19.6875 +10.3125 106.3477 5.4018

5 13.625 -8125 66.0158 5.0292

0 21875 -2.2825 4.7852 2.1872

15 25.3125 -10.3125 106.3477 4.2018

25 16.875 +8.125 660156 3.9120

52
5 2.8125 +2.1875 4.7852 1.7014

X2c=22.4338 x2⇛22.4338

since 22.4338 > 9.210, the null hypothesis which states that recruitment of qualified

personnel does not ensure high performance is rejected and the alternative hypothesis

which sates that recruitment of qualified personnel ensure high performance is accepted

Fe1⇛ 35x45 = 11575

80 80 =19.6825

Fe2 ⇛35x30 = 1050

fe3⇛35x5 = 175

fe4⇛45 x30 = 1350

80 = 80 =16.87

fe5⇛45x45 = 2025

80 = 80 25.3125

fe6⇛45x5 = 225

80 = 80 = 2.8125

4.5 INTERPRETATION OF RESULT

HYPOTHESIS

53
Chi-square result is 29.483 this is more the critical chi-square which state that adequate

knowledge of job recruitment does not promote efficiency and effectiveness is rejected and

the alternative hypothesis which states that adequate knowledge of job recruit accepted

people should know that adequate knowledge of job recruitment promotes efficiency and

effectiveness in the civil service

HYOPTHESIS 11

Chi square result is 22.4338. This is more then critical chi-square which is 9.210 and which

means that the null hypothesis which states recruitment of qualified personnel do not

ensure high performance is rejected and the alternative hypothesis which sates that

“recruitment of qualified personnel ensures high performance in civil service

54
 CHAPTER FIVE

5.0 SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 INTRODUCTION

From the study, the factors for promoting its relevance in

the civil service were considered and its relevance indicated.

Productivity is the combination of effectiveness and efficiency.

Effectiveness refers to performance while efficiency is refereed to

resource utilization. However, this chapter summarizes the

discussion of findings and makes recommendations on how to

promote productivity in the civil service.

5.2 SUMARY OF FINDINGS

The discussion / findings of the research study can be

summarized and obtained from study which clearly indicates the

relevance of the factors considered necessary for the promotion

productivity in the civil service. The factors considered include;

55
i. Adequate knowledge of the job recruitment, motivation and

the official working house in the civil service. The findings

are consist with the result of the result understanding by

fabrication (1969) on issue of the impact of detected job

description and comprehension of job requirement is not

essential for improving efficiency, the relevance of the

recruitment of qualified personnel’s and its impact on

efficiency is also unacceptable to “Chapman” (1991) but

“Fabricant” (1969) with the content.

ii. On the important incentives and motivational strategies to

increase efficiency, Amucheaze (1980) in Nigeria agreed

with the statement but “Chapman argues that employee’s

commitment. The objectives of the organization is not

dependent on incentive rather on personal; altitude towards

work. However, the importance of such incentives cannot

be underestimated.

56
 iii. The need for regulating working hours as necessity for

improving efficiency is disputed by “Chapman” (1991) and

he concluded in his research that the flexible working hours

tends to improve efficiency more than restricted or

regulated working hours as this provides room for workers

to discuss on how to improve their working hours tends to

improve efficient at it provides a parameter for objectivity in

measuring work performance.

5.3 CONCLUSION

Productivity can be achieved through incentives and

motivation in an organization as well as through the organization

system of employment as well as through the organization

system of employment. However, there are some constraint on

the motivational techniques employed by the employers and

employees of the civil service. The constraint problem borders on

the attitudes of supervision improved planning, payment of equal

57
salaries to the work done, payment as at when due, evaluation

and time constraints are factors militating against effective

productivity in an organization. In view of the constraints and

problems, it becomes necessary for the employers to emphasize

and study in an official area; the employers are to be directed on

what to study and edict. Information or collected data will be of

use in the organization.

The government regulations on the present contentions

assessment should be adored to be the management of any

organization in Nigeria especially the civil servants modification

for effective productivity to be enhanced.

5.4 RECOMMENDATION

1. Management should improve the working conditions of their

staff, so that the organizational goals will be achieved

because without good working condition, the staff will not

58
 be comfortable to work thereby reducing the effectiveness

on their work.

2. The management should try as much as possible to have an

effective communication link between and among them

because communication is one of the tools that lead to

effective management. They should as well employ skilled

personnel in order to have an efficient output and to hive

their objective.

3. Finally, the management should be able to motivate their

workers by paying them their salaries as at when due also

by commending the good works and efforts of the

employees. Motivation can also be achieved through

recognizing memorable dates of the employees and

presenting gift on day like birthdays and anniversaries.

59
 REFERENCES

Amucheaze, E.C. (1980): Reading in social science: Enugu:

Fourth dimension publishers.

Chapman, J. (1991): Nigerian critical accident in

organizational practice. New Jersey, USA Prentice Hall

Inc.

Dike, C. (1985): The Nigerian civil service. Ibadan, Nigeria:

Sketch publishing co.

Mayor, R.C. (1982): Learning in H.E. Mitzed Ed encyclopedia

Educational Research: New York, Free press.

Nwatu, R. (2008): Comparative Public Administration.

An assessment of administration system in different

ideological environment. Enugu: Academic publishing

company.

60
APPENDIX
Department of Public Administration
Federal Polytechnic Nekede,
P.M.B 1036, Owerri
Imo State.
Dear Respondents,

I am carrying out a research project on the topic “A critical

analysis on the strategies of promoting productivity in the civil
service” (A case study of Imo State Civil Service Commission).
The attached questionnaire is therefore meant to get your
opinion on the relevant aspect of the research study. Information
collected are purely for academic purpose and whatever
information supplied will be treated in utmost confidential.
Thanks in anticipation of your positive response

Yours faithfully,

Okeke Stephen Enya

61
 QUESTIONNAIRE

INSTRUCTIONS: Chose one answers one after the other for

each that best answers the questions.

Mark good (√) in the boxes provided for each number of the

opinion you think is most appropriate

1. Are you a staff of Imo State Civil service Commission?

a. Yes ( )

b. No ( )

2. Does Imo State Civil service commission have more senior

staff in its employment?

a. Yes ( )

b. No ( )

3. What Knowledge is being required for the job to be done

well?

a. Experience ( )

b. Skill ( )

62
 c. Qualification ( )

d. All of the above ( )

4. What caliber / kind of staff do you employ?

a. Experience ( )

b. Skilled ( )

c. Qualification ( )

d. All of the above ( )

5. What are the things that make the work not to be well

done?

a. Lack of experience ( )

b. Lack of skill ( )

c. All of the above

6. How can you rate the performance of your workers?

a. Efficiency and effectiveness ( )

b. Poor performance ( )

c. Very poor ( )

63
7. How do you achieve results in the organization?

a. Always

b. Sometime

c. Not at all

8. What is the qualification of workers?

a. Degree / HND

b. NCE / OND

c. WAEC / GCE

d. Below GCE

e. M.Sc / PhD

9. What qualification is necessary for the job?

a. NCE and above ( )

b. WAEC / GCE ( )

c. Below WAEC ( )

10. How do you recruit your workers?

a. Merit system ( )

64
 b. Skilled ( )

c. Quota ( )

d. Nepotism / Favouritism ( )

11. Are the right calibers of people employed?

a. Yes ( )

b. No ( )

c. No idea ( )

12. Is there need for re-organization?

a. Yes ( )

b. No ( )

c. No idea ( )

13. What will be the performance rate with the necessary

qualification?

a. High performance ( )

b. Low performance ( )

14. How do you motivate an average worker?

65
 a. Prompt payment of salaries ( )

b. Good working condition ( )

c. Consultation with subordinate ( )

d. Commendation of brilliant performance ( )

e. All of the above ( )

15. Will improved working condition of the staff increase

productivity?

a. Yes ( )

b. No ( )

c. No idea ( )

16. Do civil servants engage in other activities during their

working hours?

a. Yes ( )

b. No ( )

c. No idea ( )

66
17. Which disciplinary measure should be applied to those

who violate rules?

a. Dismissal ( )

b. Ceasing of salaries ( )

c. The sue of incentives ( )

d. Defaulting of workers ( )

67