Investigating the influence of reward management on commitment of public servants in selected in Nigerian agencies

This study investigates the intricate relationship between reward management systems and the commitment levels of public servants within selected Nigerian agencies. The issue of commitment among public servants in Nigeria has become increasingly urgent, particularly as the nation contends with a complex socio-economic environment characterized by challenges such as corruption, inadequate infrastructure, and varying degrees of bureaucratic inefficiency. These challenges not only obstruct effective public service delivery but also adversely affect employee morale and loyalty. The research is grounded in a robust theoretical framework, encompassing Human Capital Theory, Equity Theory, and Herzberg’s Two-Factor Theory. A comprehensive survey methodology was employed to capture the diverse experiences of a broad employee population. Utilizing a rigorous sampling technique across six key agencies, the study engages a significant cohort of 1,485 respondents, thereby ensuring representativeness and enhancing the reliability of the findings. The designed questionnaire, validated through pilot testing and statistical methods, explores demographic factors in addition to the dynamics of reward management and their implications for employee commitment. Preliminary analysis reveals a strong correlation between effective reward practices, particularly in training and development, and elevated levels of commitment. This is evidenced by employees' inclination to exert additional effort and their pride in their roles within public service. The implications of this study are substantial; it emphasizes the need for policymakers to prioritize adaptive reward systems that promote ongoing professional development and recognition, ultimately aligning organizational objectives with employee satisfaction. As public sector environments continue to evolve, this research advocates for the integration of innovative reward strategies that extend beyond traditional models. A commitment-oriented approach to reward management could significantly enhance the efficacy of public service delivery and improve employee retention. Future research should consider the longitudinal effects of these practices to ensure that reward management addresses not only immediate concerns but also fosters a resilient and motivated workforce capable of navigating the challenges of contemporary governance.