REDUNDANCY AND PRODUCTIVITY IN THE CIVIL SERVICE (A CASE STUDY OF OGUN STATE CIVIL SERVICE)

CHAPTER ONE

INTRODUCTION

1.1   Background to the Study

Civil service, as is well known, is the instrument of the government to implement its policies and programs. This remains the main task of the public service. The question that continues to be asked by the leadership and the enlightened public is how effective and committed the public service is in carrying out its tasks. This is despite the fact that there are some auxiliary factors such as welfare and prevailing social conditions that may affect the officer. It is an understatement to say that the social influence of late has been quite overwhelming.

Quite a few people inside and outside government point to the good old days of public service. This creates the impression that they are looking forward to returning to those times, even if circumstances have changed. Not only does there appear to be growing poverty, unemployment and a widening gap between rich and poor; but also the noticeable decline of public institutions (Ishaq, 2012).

The concepts of productivity and redundancy are closely related and have a significant impact on the efficacy and efficiency of public service operations. Redundancy, which is characterized as an excess of human or procedural resources, can arise from overstaffing, inefficient workflows, or redundant jobs in public organizations.

If left uncontrolled, this phenomenon can lead to higher operational costs, lower employee motivation and a decline in service delivery standards (Adegoke & Ogunlana, 2022). At the same time, ensuring high productivity in public services is crucial to achieving national development goals as it directly affects the quality of public services provided to citizens. Thus, preventing layoffs is essential to raising productivity and enhancing the public sector's overall operation (Abdulrahman, 2021).

Redundancy is a prevalent issue in the civil service, often stemming from systemic challenges such as political interference, inadequate workforce planning, and resistance to change. Okafor et al. (2020) claim that redundant workers who perform jobs with little impact or lack clearly defined roles are a contributing factor to system inefficiencies.

Furthermore, antiquated organizational structures, such as inflexible bureaucracies and hierarchical systems, make it difficult for many public sector organizations worldwide to satisfy the needs of contemporary productivity (Ameh, 2019). These inefficiencies highlight the need for a more strategic approach to human resource management, one that prioritizes performance accountability and ensures the optimal deployment of the workforce.

Fostering an accountable culture, utilizing technology to expedite processes, and coordinating organizational objectives with employee performance are all necessary to increase productivity in the public sector. According to research by Johnson and Bello (2023), e-governance and automation can reduce duplication of effort and increase workflow effectiveness. Similarly, Nnaji (2021) asserts that officers must participate in efficient training and development programs in order to acquire the skills necessary to handle today's challenges.
A focus on productivity-oriented reforms, including job evaluation and performance-based appraisal systems, has been shown to reduce layoffs and motivate employees to perform better (Okeke, 2023).

Ultimately, tackling layoffs and increasing productivity in the public sector requires a comprehensive reform agenda that prioritizes efficiency, transparency and innovation. Policymakers must perform routine audits to identify duplicate regions and implement targeted solutions, and officers can provide outstanding service without feeling overworked or underutilized if a comprehensive personnel optimization strategy is in place. According to Ogunyemi (2022), such enhancements improve service performance and boost public confidence in government organizations, while addressing these interconnected challenges holistically can result in a more effective public service that significantly contributes to achieving sustainable development goals.Top of FormBottom of Form

1.2   Statement of the Problem

Redundancy in the civil service poses a significant challenge to the efficiency and productivity of government operations. Overstaffing, unclear job roles, and duplicated responsibilities often result in wasted resources and diminished employee morale. This situation is exacerbated by outdated administrative systems, which fail to adapt to evolving demands and technological advancements. As noted by Okeke (2023), many civil service institutions struggle with workforce optimization, leading to inefficiencies that hinder the timely delivery of public services. The persistence of redundancy also strains public budgets, as governments allocate substantial resources to salaries and benefits for roles that add little to no value to service delivery. Such inefficiencies not only impede institutional productivity but also undermine public trust in government institutions.

Furthermore, the lack of a strategic approach to addressing redundancy continues to limit the potential of civil servants to contribute meaningfully to organizational goals. Poor workforce planning, coupled with resistance to change, perpetuates a culture of low accountability and inefficiency. This situation hampers efforts to implement performance-based management systems that could improve productivity. According to Abdulrahman (2021), the failure to address redundancy contributes to declining motivation among employees, as overburdened staff members bear the brunt of unbalanced workloads while others remain underutilized. Without targeted interventions to address redundancy and enhance productivity, the civil service risks remaining stagnant and unable to meet the growing demands of governance in a dynamic world.Top of Form

1.3 Objectives of the Study

The main objective of the study is to examine Redundancy and productivity in the civil service. Specific objectives of the study are:

1.   To assess the extent of redundancy in the Nigerian civil service and its impact on productivity.
2.  To identify the factors contributing to redundancy in the civil service and their relationship with productivity.
   1.  To propose strategies for addressing redundancy and enhancing productivity in the Nigerian civil service.

1.4 Research Questions

To guide the study and achieve the objectives of the study, the following research questions were formulated:

1.   To what extent does redundancy in the Nigerian civil service impact the overall productivity and efficiency of government operations?
2.   What are the primary factors contributing to redundancy in the Nigerian civil service, and how do these factors influence productivity levels?
3.   What strategies can be implemented to address redundancy and enhance productivity in the Nigerian civil service?

1.5 Research Hypothesis

The following research hypothesis was developed and tested for the study:

Ho: There is no significant relationship between redundancy and productivity in the civil service.

1.6 Significance of the Study

The study is important for many reasons. The following are the major stakeholders this paper through its practical and theoretical implications and findings will be of great significance:

Firstly, the paper will benefit major stakeholders and policy makers in the Public Administration sector. The various analysis, findings and discussions outlined in this paper will serve as a guide in enabling major positive changes in the industry and sub-sectors.

Secondly, the paper is also beneficial to the organizations used for the research. Since first hand data was gotten and analyzed from the organization, they stand a chance to benefit directly from the findings of the study in respect to their various organizations. These findings will fast track growth and enable productivity in the organizations used as a case study.

Finally, the paper will serve as a guide to other researchers willing to research further into the subject matter. Through the conclusions, limitations and gaps identified in the subject matter, other student and independent researchers can have a well laid foundation to conduct further studies.

1.7 Scope of the Study

The study is delimited to Ogun state civil service. Findings and recommendations from the study reflects the views and opinions of respondents sampled in the area. It may not reflect the entire picture in the population.

1.8 Limitations of the Study

The major limitations of the research study are time, financial constraints and delays from respondents. The researcher had difficulties combining lectures with field work. Financial constraints in form of getting adequate funds and sponsors to print questionnaires, hold Focus group discussions and logistics was recorded. Finally, respondents were a bit reluctant in filling questionnaires and submitting them on time. This delayed the project work a bit.

1.9 Organization of the Study

The study is made up of five (5) Chapters. Chapter one of the study gives a general introduction to the subject matter, background to the problem as well as a detailed problem statement of the research. This chapter also sets the objectives of the paper in motion detailing out the significance and scope of the paper.

Chapter Two of the paper entails the review of related literature with regards to corporate governance and integrated reporting. This chapter outlines the conceptual reviews, theoretical reviews and empirical reviews of the study.

Chapter Three centers on the methodologies applied in the study. A more detailed explanation of the research design, population of the study, sample size and technique, data collection method and analysis is discussed in this chapter.

Chapter Four highlights data analysis and interpretation giving the readers a thorough room for the discussion of the practical and theoretical implications of data analyzed in the study.

Chapter Five outlines the findings, conclusions and recommendations of the study. Based on objectives set out, the researcher concludes the paper by answering all research questions set out in the study.

1.10 Definition of Terms

1. Redundancy

Redundancy in the civil service refers to the situation where an employee’s position is no longer required due to changes in the organizational structure, such as budget cuts, technological advancements, or shifts in government priorities. The employee is usually let go, but may be entitled to compensation.

2. Productivity

Productivity in the civil service is the measure of the efficiency with which public sector employees complete tasks, deliver services, and achieve organizational goals. It often reflects the output (services or work) produced per unit of input (time, labor, resources).

3. Operational Redundancy

Operational Redundancy occurs when certain job functions or roles within the civil service overlap or duplicate each other, resulting in unnecessary positions or responsibilities. This redundancy can lead to cost savings and efficiency improvements when streamlined.

4. Staff Productivity

Staff Productivity in the civil service refers to the performance and output of individual employees in relation to the time and resources expended. High staff productivity means that workers are effectively delivering services and meeting their responsibilities.

5. Organizational Restructuring

Organizational Restructuring is a process in which a civil service organization reorganizes its structure, roles, and responsibilities to enhance efficiency and reduce redundancies. This can lead to workforce downsizing or the merging of departments.

6. Labor Productivity Index

The Labor Productivity Index is a statistical measure used to evaluate the performance of employees in the civil service by comparing the output produced to the amount of labor (time or effort) invested. It helps to assess the effectiveness of labor resources within the public sector.

7. Voluntary Redundancy

Voluntary Redundancy occurs when an employee in the civil service chooses to leave their job in exchange for a severance package, as opposed to being forced out. This option is often offered to reduce the workforce without compulsory layoffs.