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RIVERS STATE CIVIL SERVICE AND THE PROBLEM OF MORALE - Allwell Ome-Egeonu

African Journal of Social Policy and Development
Volume 4, Number 2, 2016                            ©McEvans Publishing Company

RIVERS STATE CIVIL SERVICE AND THE PROBLEM OF MORALE

Allwell Ome-Egeonu
Department of Sociology
University of Port Harcourt, River State, Nigeria
E-mail: alome 1955@gmail.com

ABSTRACT
This paper Adopts a Thesis Approach; for leadership of the service in the first republic must have inspired confidence and allied the rank-and-file to become an effective instrument of development but with their exit through retirement, the emirable traditions which they have helped to build have not gone of forever.. Their successors may
have tried in the second republic to carry on and even improve on those traditions but we believe that they have not succeeded in keeping the tradition or even making the service a better and more efficient and effective instrument for the continued progress and development of the state in the second republic. The seeming insensitivity of government to the demands and needs of the service is attributed to the handicap in leadership of the service. It was felt that the leadership of the civil service was stripped of the necessary authority to be able to deal effectively with the problems of the service. This examines content wise, civil service and the problem of morale among the civil servants.

INTRODUCTION
Civil service is the part of the machinery of the executive area of government and exists to put into effect government policies. The effectiveness of the government therefore depends on the efficiency of the civil service and its ability to respond in practical terms to its policy decisions. It could be said therefore that the civil service is the custodian of government’s reputation.
          However, if it is unable to carry out government’s policies faithfully and efficiently, it may not only frustrate these policies but might seriously undermine government’s position and stability. This perhaps emphasizes the special relationship between the civil servant and the government and also undermines the sensitivity of many governments to the attitudes of the civil servants to their administration and their concern to ensure that attitudes and orientations in the service are in complete accord with the philosophy underlying the government policies. The essential point however, is not acquisition of a party card or lip service to the polices of the government in power so much as a clear understanding of the policy of government but the significant role the civil service has to play as the executive arm of government in the development of the state.

THE SECOND REPUBLIC OF THE CIVIL SERVICE
The post Gowon purge of the civil service came in the second republic. The experiment in presidential system of government with all its attendants disrupted the traditions of the ‘White-hall” system of government which was also in the second republic. Again, the Buhari purge was barely some months at the close of the second republic. These were very major events that have had great bearing on the service and have succeeded in greatly demoralizing and disenchanting the civil service, James (2003).
          However, for those who are distant from the civil service, the urge for example, may seem attractive and may earn the military rulers a “well done for a job” but to insiders the story may not be the same. The civil servants choose the civil service if not for anything, at least for the security of tenure. Many of them claim that even if the salary in a private company is fatter, the fear of being kicked out any day would make them not think of a private company. Thus, their preference for and choice of the civil service is basically backed by the element of security of tenure. Therefore, any action that tends to erode this security will certainly be resented by the officers. It becomes worse when such an exercise has multiple effects on individuals. It is not a pleasant event for example, retiring couple who all their lives have known and depended on the service job only, before they are able to make their plans for retirement. The social and human problems of
Rivers State Civil Service and the Problem of Morale

the exercise are very grave and far more out weight whatever financial savings government may anticipate. It becomes even more demoralizing when it is realized that those retired do not get the benefit due to them on time, although one appreciates the financial problem of government.
          Secondly, a situation where civil servants get order over the electronic media is to say the least most undesirable and kills morale. One other area in the organization of the service and morale which deserves special mention is perhaps the process of promotion. The service places excessive premium on seniority to the detriment of efficiency in matters of promotion. As a result, it is not uncommon to find officers who merely sit and watch the time for 4.oopm to go home, get promotion merely because their numbers came before those of very hardworking, efficient and conscientious officers on a seniority list. It is common to hear such lazy and inept officers make such statements as “I am number x on the list. At least, I must be promoted before Mr. Y, whatever be the case”. Although, all that is essential is that there should not be any adverse report on the officers and because of the “hypocrisy” in the reporting system the service, reporting officers hardly ever put down adverse comments in writing, even if they have had cause to condemn the officers being reported on verbally. As a result, most of the annual evaluation reports are very unreliable instruments. This sort of situation has had a devastating effect on the efficiency, productivity and morale of the services. For example, if Mr. “A” who does not work gets the promotion merely because he is senior and has no adverse report, while Mr. “B” who toils tirelessly and consciously is denied promotion merely because his number comes after Mr. “A”, why then should Mr. “B” work? As Nwabueze (2004) point out, the practice has placed premium on mediocrity and conformity rather than on intellectual brilliance, initiative and resource fullness. In the process, a lot of human problems face the service,

EFFECTIVE AND ADEQUATE REWARD SYSTEM IN THE CIVIL SERVICE
Generally, it must be stated the civil service lacks an effective and adequate reward system that should be expected for a result oriented organization. This may explain why government would appear not to be getting the best from the service. There is excessive leaning towards seniority in every facet of the service. At the moment, no reorganization is accorded to talent or performance. Such reward packages as salary, bonuses, long service award, citations, prizes and scholarship which have been used to achieve result in the private sector are absent in the service and we believe that they could be effectively used in the service for results, Uduchi(2000). The provision for a personal merit award in the civil service rules is currently only applied to a handful of senior professional staff who should have been permanent secretaries. Although, two administrative officers got to once in the Rivers State civil service, both officers eventually became permanent secretaries. Even then, the criteria for the award again lean on seniority and party loyalty. In considering recognition and status in the service, there are few areas which are causing much concern now to civil servants. The use of official cars for example, in the service, apart from being a symbol of status to some officers, it is also served as a means of mobility for the effective performance of their general functions. The decision, therefore, by government in recent times on the use of official vehicles with limited entitlement to only permanent secretaries and stringently restricted the use of those within the pool, have not met with much acceptance or satisfaction. Also of concern is the non-existence of the moment of a housing scheme for the civil servants, as well the abolition of car and bicycle advances from the service. There is no doubt that the operation of such schemes could add flavor to the service, Uchechi (2001).
          The reporting system or process of job evaluation within the civil service, according to Lawani (1990) also calls for concern. But, perhaps one way important area of concern is the rigidity with which the service adheres to rules in dealing with personal matters or human problems within the service. If the service must grow in the modern context, there will be the need for some measure of flexibility in dealing with the human problems in the service.
          However, interestingly is the new policy on monetization in which the former president of the federation Olusegun Obasanjo improved new allowances for civil servants under the reviewed monetization policy. The former president Olusegun Obasanjo approved the monetization of fringe benefits for the federal civil service. In a letter dated December 9, 2003, (recommendation of the
African Journal of Social Policy and Development
Volume 4, Number 2, 2016                            ©McEvans Publishing Company

National Salaries Income and Wages Commission (NSWIC) and that the approved rates take effect from October 1, 2003 and addressed to the Head of civil service of the federation. The president said he was happy to approve the November 27, 2003, the same day that the new Harmonized public service salary structure (HAPSSS) took off.
          In view of this, workers are now entitled to accommodation, transport, utility, domestic servants, furniture and vehicle loans respectively. However, the worst of this is that not all categories of civil servants would get all these allowances and for those who are eligible, the rates vary according to grumble that they are not recommended for furniture allowance and consequently, there was no approval of any allowance for workers on GL 01-06.
          The former president while approving in principle, vehicle loans for civil servants, however said that this is not to be given directly from public funds. He has directed that the loans be granted by financial institutions, preferably on a single digit interest rate and with government guarantee, subjected to repayment capacity of the beneficiary. This gives financial institutions the liberty to accept or reject the loan application based on their assessment of the civil servant as most workers became detested.
Another effect on the morale of civil servants is that only officers on GL 17 and above can employ drivers at public expense. Even then, the salary of such a driver is pegged at 0L3, step 8 or a salary of N12,1 14.50 per month. This in effect means that there is no longer the phenomenon of driving pool drivers in the government employment. However, government is yet to decide on what to do with the drivers. There are fears that they will be laid off. Many senior civil servants, including directors and deputy directors now drive themselves to the office.
Morestill, in order to ensure an increased political control of administration under this presidential system, some administrative positions were politicized, such as those of the permanent secretaries and managing directors of government owned companied or parastatals, Ubeku (2000). The experiment affected the morale of the civil servants as it did not leave any lasting impact on Nigerian public service.

INSTITUTIONALIZATION OF DECAY AND CLASS MOBILITY
The period of presidentialism in Nigeria is one that was marked by institutional decay. This decay was largely occasioned by the general politicization of civil service. It witnessed a period in which merit as a criterion for advancement in the administrative cadre no longer mattered, fraternal ties, party membership and relationship were very indiscreetly employed to the virtual neglect of experience and merit. This contributed greatly to the work of the administrators. It also marked the period when administrative orders were recklessly flouted and public administration found itself in chaos. It was this and other salient factors that contributed to the seizure of the reins of government by the Buhari/Idiagbon military junta.
          The effect of the Buhari/Idiagbon regime on the civil service in Nigeria were largely similar to those of the Muhammed/Obasanjo era. Large-scale purges of civil servants were experienced in that administration. The administration was draconian in its actions, resulting in the society being gripped in constant fear of the unknown for the civil service, this meant further chaos, arising from the fear of an uncertain future in an otherwise career employment.
The draconian nature of the Buhari/idiagbon regime was largely responsible for its overthrow by the Babangida administration which provided a benevolent human rights posture. It is, however important to note that under Babangida’s administration, sanity and greater confidence seemed to have been returning to an otherwise embattle, uncertain and inexperienced civil service. The political transition programmes initiated by former president Babangida which was expected to be completed by General Sani Abacha in 1996 or so far a return to civil rule, portends or threatened to be a period in which public administration could have reverted to the doldrums if not properly arranged, monitored and meticulously managed.
          In other words, judging by previous experience with civilian administration in Nigeria, the fear was rife and largely justified that the nature of public administration in the country degenerated further with the emergence of the third and fourth republics. Except adequate
Rivers State Civil Service and the Problem of Morale

safeguards are enacted, there is perhaps, nothing to indicate that the political intimation, victimization, institutional decay and general chaos or disillusionment that marked public administration during previous civilian administration would not be repeated.
However, to ensure the success in the civil service it is important that guidelines be established to ensure insulation of civil servants from undue political influence. New incentives to hard-work and healthy competition other than the present ‘automatic’ promotion system should be introduced.
Furthermore, there is the need to ensure continuity and longevity of service by public officers, for such normally brings along with them, the much needed experience. Frequent purges and reshufflings or senior officers should be seriously discouraged, and such other factors which directly or indirectly mitigate against efficiency of the machinery of government should be carefully indentified and properly avoided.

REFERENCES
James, R. (2003) The human comedy: London, Macmillan, p. 232

Lawani, D.P. (1990) An address delivered on 23rd April, on the occasion of the closing ceremony of the one-week advance management course for senior/Top managing offices in the Rivers State Civil Service, p.10.

Nwabueze, B. (2004) A constitutional history of history of Nigeria civil service, Ibadan, Spectrum, Bppkd ltd, pp. 61-61.

Ubeku, A. (2000) Personal management in Nigeria, Ethiope Publishing cooperation, p. 140.

Uchechi, D.B (2001) The role of the professional officer in the Rivers State civil service, Paper presented to newly recruited administration and professional offices in the Rivers State civil service 18th July.

Uduchi. E.C (2000) Human relations in the civil service, A paper presented to Senior/Top management officers in the Rivers State Civil Service at an Advanced management Course, June

          15th.

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