Human Motivation in Reforming Public Sectors
Case Study: : Renewing Ghana's Holy Grail of Human Motivation in the Delivery of Public Service, 2009
By Rainier Bishop
American Public University
Graduate School of Public Administration
PADM 510 Administrative Theory
August 20, 2013
Over the years, nations around the world have been adopting new policies and procedures to organize behavior and motivation of their workers. It is believed developed nations versus developing nations use the same strategies but it is harder for one to enforce over the other. Ghana has implemented decentralization and human resource development into their public sectors. This study examines Ghana's human resource development (HRD) and their challenges facing local government in a reforming public sector. The main argument in the study is that public sector reforms effectively motivate all levels of employees serving local government. Assuming this is true, human resource development would be properly implementing the total reward model.
The case study used an exploratory design, capturing primary and secondary sources of data. Primary data was obtained from questionnaires and interviews covering government employees selected from different levels. Semi-structured interviews were conducted from a smaller group of public officers, managers, and quasi-public organizations. These primary sources were served with secondary documents from the quasi-public organizations.
In the findings, one can conclude that Ghana embraces a decentralized form of government service and that their public sector reforms directly influence the human resource development policies. With any reform comes challenges, addressing these issues affects employee motivation and makes an easier transition for Ghana. The major finding in this study is that new management reforms believe public sector managers lead as private sector managers. It is difficult to use a private sector model in...