“…Our results mirror findings in Ghana where an additional duty hours allowance which had been initially successful in reducing demotivation became unsustainable, leading to resentment amongst those who had begun to rely on it (Ruwoldt, Perry, Yumkella, & Sagoe, 2007). Financial incentives therefore need to be clear and to work consistently on a local organisational level and as complex incentive structures tend to be less successful (Chaix-Couturier, Durand-Zaleski, Jolly, & Durieux, 2000), key to motivation is ensuring that workers understand the relationship between what is expected from them, how this will be monitored and how this will be rewarded (Chernichovsky & Bayulken, 1995;Giacomini, Hurley, Lomas, Bhatia, & L., 1996). On a broader level, caution must be taken in considering long-term commitments of incentive payments, the effect on intrinsic healthworker motivation (Berwick, 1995) and on the entire health and public service system (Adams & Hicks, 2000).…”