Public Sector in Saudi Arabia INTRODUCTION Introduction and Purpo

The productivity of public sector employees is a cause of increasing concern in most countries in the 1990s. This concern is particularly great in the Kingdom of Saudi Arabia, where the size of the public sector is large in relation to the private sector (compared with other countries), and where the level of governmental revenues have fallen substantially over the past decade.

The productivity of employees in the public sector has been linked to perceptions of job satisfaction by these employees (Amons, 1985, pp. 293310). In turn, perceptions of job satisfaction have been linked to employee motivation (Locke, 1983, pp. 12971349). Motivation, thus, is a key concept in the development of high levels job satisfaction and productivity.

The scientific study into productivity improvement dates at least back to the pioneering work of Frederick Taylor in the second decade of this century. His scientific management began the development of the empirical foundations for the analysis of employee productivity. Later, in the 1930s, studies by Elton Mayo led to the discovery of what was termed the Hawthorne Effect, which led to the development of the human relations approach to management. The human relations approach postulates that treating employees less as if they are automatons will lead to improved productivity.

There were studies of productivity between those of Taylor and Mayo, and there have been countless studies subsequent to

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e either positive or negative. Thus, depending upon the situation and upon the desired behavior, an appropriate stimulus might be either the introduction of a factor into an organism's environmenta positive reinforcement, or the withdrawal of a factor from an organism's environmenta negative reinforcement (Skinner, 1953, p. 73). Skinner also theorized that the tools of positive and negative reinforcementsatiation and deprivationmay increase the strength of may types of behaviors simultaneously (Skinner, 1953, p. 143). It is, thus, essential to carefully examine (1) desired outcomes, and (2) relationships between stimuli and behaviors, before (3) adopting a motivation strategy (Skinner, 1953, pp. 184185). Motivation, importantly, is controlled by both social and nonsocial conditions. Maslow built the theory of the hierarchy of needs on the needs, wants, and hungers of individuals. Skinner considered an individual's needs, wants, and hungers as good examples of inner causes of behaviorthe second link in his theoretical chain (Skinner, 1953, p. 143). Skinner did not believe that it was possible to know enough about an individual's inner causes, to be able to employ this link in the motivation of behavior. Maslow,
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