Recent attempts at raising the work motivation of the Nigeria police by the present democratic government of Nigeria have largely been directed at the provision of material resources without adequate attention to other organisational factors that are salient to motivation. To fill this gap, the current study examined the interaction of perceived workplace fairness and transformational leadership behaviour on the work motivation of the rank and file of the Nigeria police. Using a cross-sectional survey design, data were collected from a total of 184 participants. Results of a 2 × 2 ANOVA revealed significant main effects as well as an interaction effect. Post hoc analysis showed that participants were best motivated when both perceived transformational leadership behaviour and workplace fairness were high, and least motivated when low. Social exchange theory was used to explain these findings and its implications for motivational changes for the Nigeria police are discussed.
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