Workers’ Perceptions Of Sources Of Motivation In Public Organisations A Case Study Of The Ghana Police Service

Abstract The Ghana Police Service (GPS) relies to a large extent on human labour. Motivation is critical in service delivery in the area of protection of lives and property, maintenance of law and order, as well as public safety and internal security. This study, therefore, adopted the needs-based theory in examining the perceptions of personnel salary, training, promotion and fringe benefits as a set of motivational tools. In addition, study assesses the perceptions of personnel of managerial and workplace conditions, supervision and interpersonal relationships, workload and participation in decision-making. It also examines ways by which the personnel of the GPS can be effectively motivated to enhance performance. The study employed both qualitative and quantitative methods of data collection, where publications, journals, personal interviews and other literally work were used. The systematic sampling technique was used to select personnel; data were collected by use of self-administered structured and semi-structured questionnaires. Findings of the study revealed that, although the personnel of the GPS considered all the variables presented to them as sources of motivation, not all of these variables were perceived as motivating. Among the nine motivational tools, only fringe benefits, workplace conditions, and supervision and interpersonal relationships were perceived as motivating by the personnel. There rest, including the salary levels and participation in decision-making did not motivate personnel. Some motivational tools which could motivate personnel were not in the notice of management. In conclusion, the study recommends that the management of the GPS should review the motivational strategies in the Service. This is because the elements of motivation in the Ghana Police Service contribute immensely to the performance of the personnel. Second, management of the GPS should include the personnel in the review of the motivational tools. This will enhance the decision-making process of the Service which the respondents considered non-participatory.