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
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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