Exploring the reward management system in the Malta public service : the case of senior management employees

Abstract

The purpose of this study is to analyse the reward management system for senior management in the Malta Public Service. It aims to explore the perceptions that senior management officers hold on reward management, what types of rewards are preferred, to establish whether rewards motivate senior officers to perform better or not and whether the current rewards are adequate to today’s working environment or not. It is a qualitative study which warranted semi-structured interviews with eight senior management Public Service officers, chosen from different Ministries, to capture as much as possible a background of diverse opinions and ideas. The sample of interviewees comprised five males and three females to represent the senior management ratio in the Public Service of approximately 1 female to every 1.5 males. Their ideas, opinions and beliefs were grouped under main thematic headings which were critically analysed and evaluated. The findings established that employees in senior management positions prefer different types of rewards. The majority prefer intrinsic rewards, primarily wanting to be recognised for the work they perform, have challenging jobs and opportunities for career development. However, financial rewards are also considered as being very important but do not take precedence over the intrinsic rewards. The findings also established that the performance appraisal of senior management employees has various shortcomings which render it inequitable. The implications of this study indicate that the Malta Public Service has to adopt a total rewards management system in order to cater for the diverse needs that senior employees may have at different points in time. It also implies that the current appraisal system has to be overhauled as it is potentially creating distrust and de-motivation among senior officers when in fact it should be used as a catalyst to improve performance.