Abstract
This paper is focused on the strategies to motivating technical staff in Nigeria. Nigeria is an emerging economy with various challenges imposed by globalisation and climatic change agents. Strategies adopted and their efficacy in motivating technical staff are expected to result in better appreciating and handling of environmental/climatic changes, satisfaction and improved productivity of the staff. The study investigated the peculiar characteristics of technical staff, the effects of monetary rewards on the technical staff, the effects of ‘private practice’ and non-provision of work on technical staff. A sample of 110 technical staff was selected. The findings indicate that junior technical staff (artisans and foremen) preferred monetary rewards, while senior technical staff (technical officer cadre) preferred non-monetary rewards. More of the technical staff preferred provision of work and ‘private practice’ as motivational strategies/tools. It is concluded that a technical staff who is provided with work and who is allowed ‘private practice’ is more likely to be committed to his/her job and would avoid strike. It is recommended that technical staff should be given time of their own to engage in ‘private practice’ and should always be provided with job to avoid loss of skill. Key words: Emerging economy, monetary reward, private practice, climatic change.
Highlights
The study had the main objective of determining the tools for motivating technical staff in Nigeria
The discovery that nonmonetary rewards are preferred by technical officers, while artisans and foremen is in line with both Abraham Maslow’s hierarchy of needs and Chris Agyris’s mature and immature people
It could be inferred that all the technical staff in the area studied have peculiar characteristics which include introversiveness, problem-solving, logical thinking and urge for creativity
Summary
Sidious (2007: 1) posits that their mentality, view of life and history are uniquely different from most other career people. Weinstein (2002: 2) believes that one of the major differences is that technical people are into technology because they love it, and many have been doing it all their life, being able to get paid to do it is just a huge bonus. The aforementioned comments notwithstanding, getting technical people to link their desire to focus on projects related to the goals of the business can be a challenging task. Knowing how to properly motivate employees often does not come easy for technical staff. The employee has his/her aspirations just like the firm or organization has its objectives. There may be conflict, where organizational goals and personal goals are incongruent, and makes employee motivation
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