Refurbishing of Personnel Administation – Scaling New Heights
requirements of the department in which he/she is working, and (iii)
a final section which captures the specific requirements and targets
relating to the post that the officer is holding.
ƒ Performance appraisal should be year round: provisions for
detailed work-plan and a mid-year review should be introduced for
all Services.
ƒ Guidelines need to be formulated for assigning numerical rating:
DOPT should formulate detailed guidelines to guide the reporting and
reviewing officers for assigning numerical ratings for their subordinates.
Training modules for implementing performance management systems
should be designed and introduced for training programmes for civil
servants.
b.
Government should expand the scope of the present performance appraisal
system of its employees to a comprehensive performance management
system (PMS).
c.
In implementing PMS in government, it must be emphasized that the PMS
should be designed within the overall strategic framework appropriate to
the particular ministry/department/organization. It is also necessary to
link individual contributions to strategic objectives of the organization.
It will therefore be necessary for each ministry/department/organization
to customize its PMS relevant to them, while incorporating the general
features described in Chapter 11.
d.
242
Annual performance agreements should be signed between the departmental
minister and the Secretary of the ministry/heads of departments, providing
physical and verifiable details of the work to be done during a financial
year. The actual performance should be assessed by a third party – say,
the Central Public Services Authority – with reference to the annual
performance agreement. The details of the annual performance agreements
and the result of the assessment by the third party should be provided to
the legislature as a part of the Performance Budget/Outcome Budget.
MOTIVATING CIVIL SERVANTS
12
12.1 Human Resources and Governance
12.1.1 As with any other enterprise, how effective a government is, depends on the various
resources it has – human capital, finances, natural resources, technology etc. Of all these
organizational resources, human capital is the most important. Therefore, organizations
– Corporates, NGOs, Government - all place considerable emphasis on developing it.
Human resource development includes a wide spectrum of activities - recruitment, training,
placement, motivation etc. While other aspects of human capital have been dealt with in
the foregoing chapters, the Commission has examined issues relating to motivation of
government servants, in this chapter.
12.1.2 A motivated and willing civil service is the best instrument to achieve the outcomes
desired by the state and society. Motivation comes through incentives. Contrary to popular
perception that it is monetary incentives which matter the most, the fact is that academic
theory as well as experience both in the Corporate sector and in Government, indicates
that it is the non-monetary incentives which are the key factors in motivating employees
especially in the context of Government.
12.1.3 The common perception is that the incentive structure in government is too weak and
inadequate to motivate better performance. Even the tool of promotion is not always used
for motivation, as the principle of seniority is generally followed rather than competence and
performance. It has also been noted that often civil servants adopt a ‘minimalist’ approach
in their functioning, and confine their work to disposing of files making no special effort at
resolving problems. In other words, a public servant rarely walks that ‘extra mile’ in carrying
out his/her duties. The Sixth Central Pay Commission observed as follows:
“Government employees are generally de-motivated, with poor self perception
reflected in low morale and low performance. This is notwithstanding the fact that
at recruitment stage, through competitive procedures, the best quality is available to
the Central Government at all levels. The problem, therefore, lies in retaining this
excellence through designing motivating jobs with greater responsibility, accountability
243
Refurbishing of Personnel Administation – Scaling New Heights
and recognition of merit. A system rewarding performance in terms of the results
achieved has to be heralded. Pride in public service and core public service values
with effective and responsive delivery have to be rebuilt.”
Motivating Civil Servants
a.
Employment security
b.
Respect in society
12.2 Factors Affecting Motivation of Public Servants
c.
Balance between work and life
12.2.1 The word “motivation” has originated from the Latin word “movere”, which means
to move. Motivation can be defined as the process of driving individuals to attain the
organizational as well as the individual’s goals. There are various factors which motivate
a person to work. These include working to earn a living, for personal fulfilment, for
professional satisfaction or to meet the challenges that the profession offers. The issue of
motivation has been the subject of considerable research and a large number of theories
have been propounded. It is now well understood that motivation is a complex subject and
a wide variety of factors influence the motivation of an individual.
d.
Opportunity to be part of the larger cause of serving the country
e.
Variety in job profile
12.2.2 Herzberg had propounded a two-factor theory. He categorized the factors influencing
an individual at work into two groups – hygiene factors (extrinsic) and motivation factors
(intrinsic). He stated that absence of hygiene factors - wages, working conditions, quality
of supervision - would dissatisfy an employee. But motivating factors – status, recognition,
sense of personal achievement, challenging nature of work - would lead to satisfaction
among employees. Researchers have often argued against the division of the factors into
two groups but there is a consensus over the proposition that a large number of factors need
to be addressed to improve motivational levels of employees in any organization. One of
the important extrinsic factors for motivation is of course the monetary compensation a
public servant receives. However, as stated earlier apart from the monetary remuneration,
a public servant is perhaps primarily influenced by several non-monetary factors.
12.2.3 The Sixth Central Pay Commission has broadly categorized the benefits a public servant
gets by virtue of his/her being in public service, into two broad categories - ‘transactional
benefits’ and ‘relational benefits’. Transactional returns are those returns – monetary and nonmonetary - that the employee is entitled to perennially. To illustrate, the basic pay, dearness
allowance, house rent allowance, city compensatory allowance, conveyance allowance, etc.,
and all the intangible benefits fall under this category. “Relational” returns refer to those
needs that are not necessarily monetary in nature. These returns satisfy the self-esteem and
self-satisfaction needs of the employees. They include, for instance, the pride of having an
association with an organization, job challenge and satisfaction, opportunities for learning
and advancement, a sense of being part of a nobler cause (in case of some organizations),
job security and so on.108 The relational benefits in government are different for different
people; but roughly the list below would be applicable to most employees.109
244
12.2.4 Generally, the ‘transactional returns’ for a government servant are much less as
compared to a similarly placed person in the corporate sector, but the ‘relational benefits
are generally much more.
12.3 Motivating a Public Servant
12.3.1 The Sixth Central Pay Commission examined the issue of giving monetary incentives
in order to motivate government employees for better performance. The Pay Commission
observed:
““In India, Government employees are paid according to their service incremental
salary scales. For a larger (majority) section of employees there is hardly any performance
for pay incentive available to them. Their salaries are today only a composite of basic
pay plus certain allowances (variable) including DA that are admissible depending
on the nature of jobs and duties and accompanying working conditions. In fact,
natural increases in salary are very much guaranteed to Government employees. This
leads to a situation where employees do not exert themselves for a higher level of onthe-job performance and achievements, thus depriving the Government of potential
productivity gains and service delivery enhancements, both in terms of quantum and
quality. There is no external motivation for risk-taking and delivering a higher level
of performance, because though the risk-taking is punished if things go wrong, it is
not financially rewarded if things improve because of employees’ initiative and risktaking. Over the years, this has led to the development of a culture where employees
have become risk averse.”
12.3.2 The Pay Commission has recommended introduction of a new performance
based pecuniary benefit, over and above the regular salary, for Government employees Performance Related Incentive Scheme (PRIS). It is based on the principle of differential
reward for differential performance. The Commission agrees with the recommendations
made by the Pay Commission.
245
108
109
A study of Estimating Cost to Government for a government employee; XLRI; The study was Commissioned by the Sixth Central Pay Commission
A study of Estimating Cost to Government for a government employee; XLRI; The study was Commissioned by the Sixth Central Pay Commission
Refurbishing of Personnel Administation – Scaling New Heights
and recognition of merit. A system rewarding performance in terms of the results
achieved has to be heralded. Pride in public service and core public service values
with effective and responsive delivery have to be rebuilt.”
Motivating Civil Servants
a.
Employment security
b.
Respect in society
12.2 Factors Affecting Motivation of Public Servants
c.
Balance between work and life
12.2.1 The word “motivation” has originated from the Latin word “movere”, which means
to move. Motivation can be defined as the process of driving individuals to attain the
organizational as well as the individual’s goals. There are various factors which motivate
a person to work. These include working to earn a living, for personal fulfilment, for
professional satisfaction or to meet the challenges that the profession offers. The issue of
motivation has been the subject of considerable research and a large number of theories
have been propounded. It is now well understood that motivation is a complex subject and
a wide variety of factors influence the motivation of an individual.
d.
Opportunity to be part of the larger cause of serving the country
e.
Variety in job profile
12.2.2 Herzberg had propounded a two-factor theory. He categorized the factors influencing
an individual at work into two groups – hygiene factors (extrinsic) and motivation factors
(intrinsic). He stated that absence of hygiene factors - wages, working conditions, quality
of supervision - would dissatisfy an employee. But motivating factors – status, recognition,
sense of personal achievement, challenging nature of work - would lead to satisfaction
among employees. Researchers have often argued against the division of the factors into
two groups but there is a consensus over the proposition that a large number of factors need
to be addressed to improve motivational levels of employees in any organization. One of
the important extrinsic factors for motivation is of course the monetary compensation a
public servant receives. However, as stated earlier apart from the monetary remuneration,
a public servant is perhaps primarily influenced by several non-monetary factors.
12.2.3 The Sixth Central Pay Commission has broadly categorized the benefits a public servant
gets by virtue of his/her being in public service, into two broad categories - ‘transactional
benefits’ and ‘relational benefits’. Transactional returns are those returns – monetary and nonmonetary - that the employee is entitled to perennially. To illustrate, the basic pay, dearness
allowance, house rent allowance, city compensatory allowance, conveyance allowance, etc.,
and all the intangible benefits fall under this category. “Relational” returns refer to those
needs that are not necessarily monetary in nature. These returns satisfy the self-esteem and
self-satisfaction needs of the employees. They include, for instance, the pride of having an
association with an organization, job challenge and satisfaction, opportunities for learning
and advancement, a sense of being part of a nobler cause (in case of some organizations),
job security and so on.108 The relational benefits in government are different for different
people; but roughly the list below would be applicable to most employees.109
244
12.2.4 Generally, the ‘transactional returns’ for a government servant are much less as
compared to a similarly placed person in the corporate sector, but the ‘relational benefits
are generally much more.
12.3 Motivating a Public Servant
12.3.1 The Sixth Central Pay Commission examined the issue of giving monetary incentives
in order to motivate government employees for better performance. The Pay Commission
observed:
““In India, Government employees are paid according to their service incremental
salary scales. For a larger (majority) section of employees there is hardly any performance
for pay incentive available to them. Their salaries are today only a composite of basic
pay plus certain allowances (variable) including DA that are admissible depending
on the nature of jobs and duties and accompanying working conditions. In fact,
natural increases in salary are very much guaranteed to Government employees. This
leads to a situation where employees do not exert themselves for a higher level of onthe-job performance and achievements, thus depriving the Government of potential
productivity gains and service delivery enhancements, both in terms of quantum and
quality. There is no external motivation for risk-taking and delivering a higher level
of performance, because though the risk-taking is punished if things go wrong, it is
not financially rewarded if things improve because of employees’ initiative and risktaking. Over the years, this has led to the development of a culture where employees
have become risk averse.”
12.3.2 The Pay Commission has recommended introduction of a new performance
based pecuniary benefit, over and above the regular salary, for Government employees Performance Related Incentive Scheme (PRIS). It is based on the principle of differential
reward for differential performance. The Commission agrees with the recommendations
made by the Pay Commission.
245
108
109
A study of Estimating Cost to Government for a government employee; XLRI; The study was Commissioned by the Sixth Central Pay Commission
A study of Estimating Cost to Government for a government employee; XLRI; The study was Commissioned by the Sixth Central Pay Commission
Refurbishing of Personnel Administation – Scaling New Heights
12.4 Non-monetary Motivating Factors
As stated earlier, there are a large number of factors apart from monetary motivators which
impact the performance of an employee. The Commission has examined some of these in
the following paragraphs.
12.4.1 Recognition
12.4.1.1 It is a well established tenet in both public and private sector organizations that
linking rewards with performance is a powerful motivating tool for its employees. So far
as the public services in India are concerned, this fact had been highlighted in 1984 by the
then Prime Minister Shri Rajiv Gandhi who in his broadcast to the nation had said:
“Our administrative system must become more goal-oriented. A new work-ethic, a new
work culture must be evolved in which Government is result-bound and not procedurebound. Reward and punishment must be related to performance.”
12.4.1.2 Government of India has launched major initiatives for linking performance with
rewards including through its recently revised Performance Appraisal System with the
notification of the All India Services (Performance Appraisal Report) Rules, 2007. It has also
since 2006 instituted national awards for those civil servants who have made outstanding
contributions to public administration and this is duly acknowledged every year on the
occasion of Civil Service Day. While these are very positive steps, there is need to further
emphasise on incentives like conferring the Padma awards more frequently to serving civil
servants award systems for recognizing good performance should also be instituted at the
State and district levels. It must further be ensured that selection for such awards is made
through a prompt, objective and transparent mechanism because the value of such awards
should not get compromised by either subjectivity or lack of transparency. Further, all
organizations should evolve their own in-house mechanism for rewarding good performance
from simple, verbal and written appreciation to more tangible rewards.
12.4.2 Job Enrichment
12.4.2.1 A large number of public servants perform jobs which are largely routine and
monotonous. This is especially true for Group ‘C’ and ‘D’ employees. As mentioned earlier a
feeling of accomplishment, is an important motivator for any person but a person rarely gets
a sense of achievement in the midst of drudgery. Therefore, enriching jobs is an important
motivation tool. Job enrichment is a type of job redesign intended to reverse the effects of tasks
that are repetitive requiring little autonomy. Some of these effects are boredom, lack of flexibility,
Motivating Civil Servants
and employee dissatisfaction (Leach & Wall, 2004). The underlying principle is to expand the
scope of the job with a greater variety of tasks, vertical in nature, that require self-sufficiency.
Since the goal is to give the individual exposure to tasks normally reserved for differently focused
or higher positions, merely adding more of the same responsibilities related to an employee’s current
position is not considered job enrichment.110 Job enrichment as a motivational tool has not
been used widely in Government.
12.4.2.2 It may not be possible to make specific recommendations regarding job enrichment,
as they would differ for each office/department and even within an office/department they
would differ from position to position within the office. The Commission is of the view
that it should be the responsibility of the head of the office to examine the job content of
each person working in the organization and then ensure that the job is rich content-wise
so that the employee derives a sense of satisfaction by performing tasks assigned to him.
The head of the office could seek the assistance of a professional agency for this purpose.
Any effort towards job enrichment should be backed by adequate opportunities for skill
and capability development.
12.4.3 Linking Career Prospects with Performance
12.4.3.1 Better career prospects can be an important motivating factor within an
organization. The corporate sector uses this optimally. In Government and the public sector
because of compulsions of uniformity and absence of a perfect performance evaluation
system, career prospects often get de-linked from performance. As a result, promotions are
largely based on seniority. The Commission is of the view that in matters of promotion,
the performance of a candidate should be given due weight. This once again brings to the
fore the importance of an effective performance evaluation system.
12.4.3.2 Posts in foreign countries are mostly encadred in the Indian Foreign Services.
However, there are a limited number of posts for which officers from other Central/All
India Services are also considered. These assignments are generally coveted and considered
to be prestigious. The general impression, however, is that selection to these positions are
often not done in a transparent and objective manner. The Commission has elsewhere talked
about the need for transparency and competition in all appointments both as a measure of
good governance and as a motivational tool. The Commission, therefore, recommends that
all foreign assignments (other than those for officers of the IFS) should be made, based on
the recommendations of the Central Civil Services Authority. The Authority should follow
the due process of inviting applications from eligible candidates and preparing a panel of
officers who are most suitable for such assignments based on their domain competence.
246
247
110
http://edweb.sdsu.edu/people/ARossett/pie/Interventions/jobdesign_1.htm
Refurbishing of Personnel Administation – Scaling New Heights
12.4 Non-monetary Motivating Factors
As stated earlier, there are a large number of factors apart from monetary motivators which
impact the performance of an employee. The Commission has examined some of these in
the following paragraphs.
12.4.1 Recognition
12.4.1.1 It is a well established tenet in both public and private sector organizations that
linking rewards with performance is a powerful motivating tool for its employees. So far
as the public services in India are concerned, this fact had been highlighted in 1984 by the
then Prime Minister Shri Rajiv Gandhi who in his broadcast to the nation had said:
“Our administrative system must become more goal-oriented. A new work-ethic, a new
work culture must be evolved in which Government is result-bound and not procedurebound. Reward and punishment must be related to performance.”
12.4.1.2 Government of India has launched major initiatives for linking performance with
rewards including through its recently revised Performance Appraisal System with the
notification of the All India Services (Performance Appraisal Report) Rules, 2007. It has also
since 2006 instituted national awards for those civil servants who have made outstanding
contributions to public administration and this is duly acknowledged every year on the
occasion of Civil Service Day. While these are very positive steps, there is need to further
emphasise on incentives like conferring the Padma awards more frequently to serving civil
servants award systems for recognizing good performance should also be instituted at the
State and district levels. It must further be ensured that selection for such awards is made
through a prompt, objective and transparent mechanism because the value of such awards
should not get compromised by either subjectivity or lack of transparency. Further, all
organizations should evolve their own in-house mechanism for rewarding good performance
from simple, verbal and written appreciation to more tangible rewards.
12.4.2 Job Enrichment
12.4.2.1 A large number of public servants perform jobs which are largely routine and
monotonous. This is especially true for Group ‘C’ and ‘D’ employees. As mentioned earlier a
feeling of accomplishment, is an important motivator for any person but a person rarely gets
a sense of achievement in the midst of drudgery. Therefore, enriching jobs is an important
motivation tool. Job enrichment is a type of job redesign intended to reverse the effects of tasks
that are repetitive requiring little autonomy. Some of these effects are boredom, lack of flexibility,
Motivating Civil Servants
and employee dissatisfaction (Leach & Wall, 2004). The underlying principle is to expand the
scope of the job with a greater variety of tasks, vertical in nature, that require self-sufficiency.
Since the goal is to give the individual exposure to tasks normally reserved for differently focused
or higher positions, merely adding more of the same responsibilities related to an employee’s current
position is not considered job enrichment.110 Job enrichment as a motivational tool has not
been used widely in Government.
12.4.2.2 It may not be possible to make specific recommendations regarding job enrichment,
as they would differ for each office/department and even within an office/department they
would differ from position to position within the office. The Commission is of the view
that it should be the responsibility of the head of the office to examine the job content of
each person working in the organization and then ensure that the job is rich content-wise
so that the employee derives a sense of satisfaction by performing tasks assigned to him.
The head of the office could seek the assistance of a professional agency for this purpose.
Any effort towards job enrichment should be backed by adequate opportunities for skill
and capability development.
12.4.3 Linking Career Prospects with Performance
12.4.3.1 Better career prospects can be an important motivating factor within an
organization. The corporate sector uses this optimally. In Government and the public sector
because of compulsions of uniformity and absence of a perfect performance evaluation
system, career prospects often get de-linked from performance. As a result, promotions are
largely based on seniority. The Commission is of the view that in matters of promotion,
the performance of a candidate should be given due weight. This once again brings to the
fore the importance of an effective performance evaluation system.
12.4.3.2 Posts in foreign countries are mostly encadred in the Indian Foreign Services.
However, there are a limited number of posts for which officers from other Central/All
India Services are also considered. These assignments are generally coveted and considered
to be prestigious. The general impression, however, is that selection to these positions are
often not done in a transparent and objective manner. The Commission has elsewhere talked
about the need for transparency and competition in all appointments both as a measure of
good governance and as a motivational tool. The Commission, therefore, recommends that
all foreign assignments (other than those for officers of the IFS) should be made, based on
the recommendations of the Central Civil Services Authority. The Authority should follow
the due process of inviting applications from eligible candidates and preparing a panel of
officers who are most suitable for such assignments based on their domain competence.
246
247
110
http://edweb.sdsu.edu/people/ARossett/pie/Interventions/jobdesign_1.htm
Refurbishing of Personnel Administation – Scaling New Heights
12.4.4 Removing the Causes of Dissatisfaction
12.4.4.1 There are a large number of factors which lead to dissatisfaction among officers/
officials in the government. Some of these factors are:
a.
Poor working conditions
b.
Unfair personnel policies
c.
Excess or absence of supervision
d.
Absence of fair-play within the organization
e.
Indiscipline
f.
Lack of transparency within the organization
g.
Lack of opportunity for self-expression
h.
Interference in objective functioning.
12.4.4.2 The above factors are well known, but a lack of emphasis on employees’ motivation
has often led to their being overlooked. The Commission is of the view that it should be
the responsibility of the head of each office to ensure that a congenial work environment
is created. Indeed, one of the inputs for evaluating the performance of a supervisory officer
should be the extent to which he/she has created a congenial atmosphere in the office by
addressing the above mentioned ‘dissatisfiers’.
Motivating Civil Servants
the motivation level of its employees. It also needs to be understood that motivation is only
a means and the end is improved performance. This underlines the importance of a good
performance management system within an organization. The Commission has examined
the issues relating to performance appraisal in Chapter 11.
12.5 Recommendations
a.
There is need to recognise the outstanding work of serving civil servants
including through National awards. Awards for recognizing good
performance should also be instituted at the State and district levels. It
must be ensured that selection for such awards is made through a prompt,
objective and transparent mechanism because the value of such awards
should not get compromised by either subjectivity or lack of transparency.
Further, all organizations should evolve their own in-house mechanism for
rewarding good performance from simple, verbal and written appreciation
to more tangible rewards.
b.
Selections for foreign assignments referred to in Paragraph 12.4.3.2
should be made, based on the recommendations of the Central Civil
Services Authority. The Authority should follow the due process of inviting
applications from eligible candidates and preparing a panel of officers who
are most suitable for such assignments.
c.
It should be the responsibility of the head of the office to examine the job
content of each person working in the organization to ensure that the job
content is meaningful and challenging so that the employee derives a sense
of satisfaction in performing the tasks assigned to him/her. The head of the
office could seek the assistance of a professional agency for this purpose.
d.
Each head of office should ensure that a congenial work environment
is created in the office. His/her success in this should be an element in
evaluating his/her performance.
12.4.5 Disincentives for Non-performers
12.4.5.1 Reward and punishment are two sides of a coin. Therefore, while those government
servants who perform well must be rewarded as discussed above, it is equally necessary both
in the interests of good governance and for motivating good performers that instruments
of performance management – counselling, warning, action – are used for those who do
not perform. Not doing so would, in fact, negate the various incentives which are given to
those employees who perform well.
12.4.6 A Sound Evaluation System
12.4.6.1 It is necessary to measure the motivational level of all employees in an organization.
Therefore, each organization should institutionalize a mechanism for periodic evaluation of
248
249
Refurbishing of Personnel Administation – Scaling New Heights
12.4.4 Removing the Causes of Dissatisfaction
12.4.4.1 There are a large number of factors which lead to dissatisfaction among officers/
officials in the government. Some of these factors are:
a.
Poor working conditions
b.
Unfair personnel policies
c.
Excess or absence of supervision
d.
Absence of fair-play within the organization
e.
Indiscipline
f.
Lack of transparency within the organization
g.
Lack of opportunity for self-expression
h.
Interference in objective functioning.
12.4.4.2 The above factors are well known, but a lack of emphasis on employees’ motivation
has often led to their being overlooked. The Commission is of the view that it should be
the responsibility of the head of each office to ensure that a congenial work environment
is created. Indeed, one of the inputs for evaluating the performance of a supervisory officer
should be the extent to which he/she has created a congenial atmosphere in the office by
addressing the above mentioned ‘dissatisfiers’.
Motivating Civil Servants
the motivation level of its employees. It also needs to be understood that motivation is only
a means and the end is improved performance. This underlines the importance of a good
performance management system within an organization. The Commission has examined
the issues relating to performance appraisal in Chapter 11.
12.5 Recommendations
a.
There is need to recognise the outstanding work of serving civil servants
including through National awards. Awards for recognizing good
performance should also be instituted at the State and district levels. It
must be ensured that selection for such awards is made through a prompt,
objective and transparent mechanism because the value of such awards
should not get compromised by either subjectivity or lack of transparency.
Further, all organizations should evolve their own in-house mechanism for
rewarding good performance from simple, verbal and written appreciation
to more tangible rewards.
b.
Selections for foreign assignments referred to in Paragraph 12.4.3.2
should be made, based on the recommendations of the Central Civil
Services Authority. The Authority should follow the due process of inviting
applications from eligible candidates and preparing a panel of officers who
are most suitable for such assignments.
c.
It should be the responsibility of the head of the office to examine the job
content of each person working in the organization to ensure that the job
content is meaningful and challenging so that the employee derives a sense
of satisfaction in performing the tasks assigned to him/her. The head of the
office could seek the assistance of a professional agency for this purpose.
d.
Each head of office should ensure that a congenial work environment
is created in the office. His/her success in this should be an element in
evaluating his/her performance.
12.4.5 Disincentives for Non-performers
12.4.5.1 Reward and punishment are two sides of a coin. Therefore, while those government
servants who perform well must be rewarded as discussed above, it is equally necessary both
in the interests of good governance and for motivating good performers that instruments
of performance management – counselling, warning, action – are used for those who do
not perform. Not doing so would, in fact, negate the various incentives which are given to
those employees who perform well.
12.4.6 A Sound Evaluation System
12.4.6.1 It is necessary to measure the motivational level of all employees in an organization.
Therefore, each organization should institutionalize a mechanism for periodic evaluation of
248
249