Recognition and Reward as Correlate of Employees’ Job Satisfaction in Public Service Organizations in Yenagoa, Bayelsa State

This study investigated the relationship between of the recognition as well as reward and job satisfaction within selected public service organizations in Yenagoa, Bayelsa State, Nigeria. Utilizing Herzberg’s Two-Factor Theory, Equity Theory, as a theoretical foundation, the research examined recognition and reward, and measures of job satisfaction (intrinsic and extrinsic job satisfaction). Employing a quantitative research approach and cross-sectional design, data was collected from a sample of 236 employees across various state government ministries and agencies. Data were analyze using descriptive and inferential statistics. Specifically, Spearman’s Rank Correlation Coefficient was employed in testing the hypotheses. Findings revealed that fair recognition and reward systems significantly enhance employee satisfaction. The implications of this study are significant for public service organizations in Yenagoa and beyond. Furthermore, the researcher recommends that, public administrators establish formal and informal recognition programs that acknowledges and celebrate employees’ contributions and achievements. These programs should focus on highlighting the meaningful impact of employees’ work, reinforcing their sense of purpose and intrinsic motivation; in addition, public administrators should implement transparent and equitable reward systems that link performance directly to tangible rewards, such as bonuses, promotions, and salary increases. Ensure that employees understand the criteria for rewards, fostering a sense of fairness and enhancing extrinsic satisfaction.