Employee Motivation and Job Performance in the Public Sector: A Case Study of the Greater Accra Region, Ghana

This study examined the relationship between employee motivation and job performance in the public sector, using the Greater Accra Region of Ghana as a case study. The purpose of the study was to assess the key motivational factors influencing public sector employees and to determine how these factors affect their level of job performance. Guided by motivation theories such as Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory, This study adopted a quantitative research design with a descriptive and correlational approach. A target population of 2500 was utilized with a sample size of 250 which was 10% of the employees to ensure representativeness across departments and job levels. Data were collected using a structured questionnaire consisting of closed-ended questions. Collected data were coded and analyzed using Statistical Package for the Social Sciences (SPSS) version 28. The findings revealed that both intrinsic factors (such as recognition, job satisfaction, and opportunities for career advancement) and extrinsic factors (including salary, job security, and working conditions) played a significant role in influencing employee performance. However, intrinsic motivation was found to have a stronger and more sustainable impact on employees’ commitment and productivity. The study also identified challenges such as inadequate incentives, limited promotion opportunities, and bureaucratic constraints as barriers to effective motivation in the public sector. The study concluded that enhancing employee motivation is critical to improving efficiency, service delivery, and overall performance in public sector institutions. It therefore recommended that policymakers and public sector managers prioritize comprehensive motivation strategies that combine fair compensation, recognition systems, capacity building, and supportive work environments to improve job performance in the Greater Accra Region.