Learning Media Ltd 2009). One of the reasons why money is not a significant motivator
could be that since employees are fairly well paid, there are fewer worries about finan-
cial security and the ability to satisfy basic needs.
Rewards improvements in the Tanzania Public Service
Through the public service reform programme the government of Tanzania has recog-
nised the importance of pay and incentives in the process of improving public service
delivery by adopting a medium term pay policy (MTPP). The purpose was to guide pay
in ministries, departments, agencies (MDAs), regional secretariats (RSs) and local gov-
ernment authorities (LGAs). The policy was implemented through the medium term pay
reform strategy (MTPRS) that covered:
- The adoption of a medium term target salary structure to increase pay to all public
servants and to propose annual salary adjustments, - Job evaluation and grading in order to link pay with performance and
- The adoption of the selective accelerated salary enhancement (SASE) scheme which
targeted salary increase to key professional, technical and managerial personnel
whose efforts were critical to the improvement of service delivery and other public
service reform outputs.
The results were significant. Average monthly salary went up from 75,560 in 2000 to
214,180 Tanzanian shillings in 2006. This was equivalent to an annual increase of
10.2%. The actual wages in July 2006 were 96.5% of the levels wanted by the MTPRS
targets while 65% of all eligible public servants received salaries equal to or in excess
of their targeted levels. The SASE scheme supported recruitment, retention and motiva-
tion of essential staff. Despite these achievements, there is still the concern in the public
service that salaries are low compared to the private sector. This affects staff recruit-
ment, retention and performance. In order to improve the situation, the public service
reform programme II (2008/2012) aims to improve salaries by developing and imple-
menting the central performance based rewards and incentives system. It also intended
to review the planning and budgeting framework to allow for flexibility between per-
sonnel emolument (PE), other charges (OCs) and development budget resources.
Money as a reward and motivator in Uganda
A study conducted by Mukoma (2008) provides very interesting results on whether em-
ployers should be worried about salaries and other incentives as a key to improved em-
ployee satisfaction and motivation. The summary of results from seventeen randomly
selected organisations covering a sample of 396 top and low level employees are dis-
played in Table 7.4.
The table shows that money is the leading motivating reward (59%) followed by ca-
reer development (21%), and the nature of the job (14%). There were also exceptions
where money did not appear as the first or second level reward. The results from the
Voice of Toro, Uganda Martyrs University, International Resource Company and Sky-
line Signs Uganda are such exceptions. For the Voice of Toro, the explanation was the
presence of low salaries and availability of career development. In Uganda Matters