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14.1 Motivation and incentive systems are fundamental in developing capacities. While monetary incentives have understandably received most attention, the diagnostic work prepared for the development of this Strategy revealed that non-financial incentives and motivating factors are also important. Equally, a failure to consider motivational issues can result in staff feeling undermined or discouraged. Examples include the regularising of contracts, engagement in more stimulating work, and the demotivating effect of feeling disengaged in the CRDB’s work. 14.2 This is consistent with the global empirical literature which increasingly recognises the important influence that non-financial motivators have on individual behaviour and organisational performance. Motivators generally relate to something that promotes an internal desire to perform or strive for some objective, incentives are normally defined as something provided externally to encourage a particular course of action. Motivators are therefore more subtle but can be quite powerful in influencing the performance of an organisation. 14.3 Effective capacity development must therefore consider both financial and non-financial incentives as motivating factors in securing improved performance. Monetary incentives 14.4 Notwithstanding the importance of non-financial incentives, the issue of remuneration is felt to be the single largest constraint to improved performance by all staff, both civil servant and contract holders. Section X on the establishment of a PMG provides an opportunity for CRDB civil servant staff to be considered for a performance-based incentive as part of the PMG. 14.5 CRDB contract staff receive significantly less remuneration than their civil service counterparts, however. By any standards, the sums involved cannot be considered to be adequate and there are a number of factors that make it an imperative that this be redressed as part of the capacity development strategy. First, the principle of fair reward must be recognised. Second, if staff are to be motivated to perform like professionals they must be treated like professionals, i.e. with dignity and with respect; this requires that some form of supplementation be made available if the Strategy is to have any credibility. 14.6 It is therefore proposed that a incentive/supplementation for CRDB contract-holding staff be established in two parts:
14.7 Such a scheme, which is an extension of the current arrangement supported by MDSP, would therefore pay a base supplementation to all contract staff. This would be augmented by a two-part incentive based on performance and experience. 14.8 It is also necessary to tailor this approach so that incentives are not seen as a one-off arrangement or, in the case of performance management, as a ‘stop-go’ system. Incentives must be designed to be forward-looking, providing staff with a motivation to attain and then to maintain a high-level of performance in the knowledge that this will bring further recognition and reward. In this regard, satisfactory performance, including the completion of all agreed training programmes, will be reflected in the performance management of staff members. Chart Ten. Supplementation/Incentive Scheme for CRDB Contract Staff
14.9 The proposed approach is pictured in Chart Ten. It is proposed that selection for merit-based supplementation and the amounts to be paid are informed by the rates applicable to the PMG/MBPI. Contract staff will therefore receive a subsistence supplementation of USD 80 in addition to their current salary of approximately USD 25 monthly. Depending on time spent with CRDB, an additional incentive will be available to a maximum total receipt of USD 210, the equivalent salary and MBPI payment received by a Bureau Chief/Administration Manager. Motivation and non-Monetary incentives 14.10 Attention to motivational issues play an important part in focusing on long-term goals, and reaching these goals will not be assured simply by focusing on monetary incentive issues. In this regard, the Functional Review, which comprised part of the diagnostic work that informs this Strategy, noted that, “There is also an urgent need for increasingly instilling and constantly upgrading a sense of belonging, pride in one's work and better commitment among all the staff.” 14.11 An important part of this approach includes changing mindsets at all levels within CRDB. At management level, there needs to be an approach, reinforced by the performance management system, to monitor, coach and mentor staff. At the level of CRDB, there needs to be a continued emphasis on promoting a comfortable working environment and one that, increasingly, provides an opportunity for participating in fulfilling work and in developing one’s career. For their part, staff need to adopt increased levels of professionalism and become more pro-active in their work. 14.12 Other issues related to motivation that may be worthy of consideration by CRDB as it develops and implements this Strategy might include: (a) workplace environment issues, including gender relations; (b) learning and training opportunities; (c) peer support and mentoring that facilitate a working environment that embodies professionalism and instils pride and teamwork; (d) job security and career advancement; and (e) status, prestige and recognition. CRDB management might also take action so that contract staff who have demonstrated that they are capable of performing functions above their level are placed in positions merited by their performance and provided with commensurate incentive payments. |
