Enhancing employee motivation and engagement of Public Service officers in Gozo

Abstract

This research relates to human resource management and draws on the principles of employee motivation and engagement. It sets out to measure the level of, and identify the real factors affecting, employee motivation and engagement of public service officers deployed in Gozo, to determine if a relationship is present between engagement and gender, position and age, and to put forward recommendations which management may consider implementing to enhance employee motivation and engagement. To meet the research objectives, both primary and secondary data were used. A critical analysis of the literature available was performed to define what employee engagement is and its benefits to the organisation whereas a quantitative research strategy by means of an internet-mediated questionnaire was adopted for the collection of primary data from public officers in General Service Grades and Senior Management deployed in Gozo. Descriptive statistics and non-parametric procedures were employed to systematise and analyse the data collected. Through this research, the author established that these public officers are somewhat motivated and engaged. The factors which strongly affected to the better their level of motivation and engagement were personal attitudes and behaviour, and supportive and trusting relationships at the workplace, whereas factors such as unsupportive relationships, highly bureaucratic and unsustainable workloads, and unfair and unequal treatment strongly affected to the worse their level of motivation and engagement. In this case, gender, age and position did not have a statistical effect on the level of engagement. To enhance and sustain public officers’ motivation and engagement, the author made a number of recommendations targeting all levels of the organisation. The proposed recommendations were: start at the top; lead by example; hire people with the right attitude; engage individuals from day one; build relationships; create a supportive organisational environment; provide feedback; recognise and reward good performance; stand by fair and equal treatment; maximise public service motivation; and provide opportunities for training and development. Given the absence of research promoting the benefits of motivating and engaging public officers in small island states, the author hopes that this study will serve to this purpose as well as provide general guidelines for public sector organisation who wish to adopt motivating and engaging measures to improve performance and boost national productivity.