The Federal Government’s plan to implement a performance-based salary scheme for civil servants is a well-intentioned but fundamentally flawed idea that raises more questions than answers.
First, the premise that productivity is solely determined by individual effort is misguided. Civil service work is often highly procedural and bureaucratic, with outputs depending on teamwork, management efficiency, availability of resources, and other systemic factors beyond an individual employee’s control. Tying salaries directly to perceived productivity ignores these realities.
Second, measuring productivity in the public sector is an inherently complex and subjective exercise. Unlike the private sector where profits or revenues can serve as quantifiable metrics, the output of civil servants is often intangible services to citizens. How will the government objectively assess and compare the “productivity” of a teacher, a healthcare worker, and an administrative clerk? The risk of arbitrary and biased assessments is high.
Third, the Performance-Based Salary Scheme proposal raises serious concerns about fairness and equity. If employees on the same grade level can earn vastly different salaries based on productivity scores, it undermines the principles of standardized compensation structures in the civil service. This could breed resentment, undermine morale, and even encourage unhealthy workplace competition at the expense of collaboration.
Furthermore, the government’s claim that labor unions support the proposal is questionable. While the unions may have been consulted, it is doubtful that they would wholeheartedly endorse a scheme that could potentially disadvantage a significant portion of their membership.
Instead of pursuing this ill-conceived plan, the government should focus on more tangible measures to improve civil service efficiency and productivity. These could include:
1) Investing in training and capacity-building programs to enhance skills and competencies.
2) Streamlining bureaucratic processes and leveraging technology to reduce inefficiencies.
3) Improving workplace conditions, providing adequate resources, and fostering a positive organizational culture.
4) Implementing robust performance management systems with clear goals, feedback loops, and opportunities for professional development.
Ultimately, the key to a productive civil service lies not in arbitrarily adjusting salaries, but in creating an enabling environment where employees are motivated, supported, and empowered to excel in their roles.
The Federal Government should reconsider this Performance-Based Salary Scheme proposal and engage in more meaningful consultations with stakeholders to develop sustainable and equitable strategies for improving public sector productivity.
Reference
FG plans performance-based salary scheme for workers published in Punch by Deborah Tolu-Kolawole