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Notwithstanding the some criticisms of money as a motivator for performance, it has remained one of the most influential drivers of performance more so when it is viewed by employees as fair. The aim of this study is to determine how the Single Spine Pay Policy has addressed the issues of pay inequities in the public sector pay administration in Ghana; and the extent to which its implementation has elicited performance from employees. Due to the largeness of the public sector, Cape Coast Polytechnic, one of ten polytechnics in Ghana with staff strength of four hundred was used for the study. The choice of the Polytechnic was influenced by the fact that polytechnic staffs in Ghana have always viewed public sector pay policies replaced by the Single Spine Pay Policy as unfair. The objectives of the study are to determine employees’ perceptions of what constitutes the objective of the pay policy in the organization under study; to determine the extent of employees’ satisfaction with the implementation process; to determine whether the pay policy has altered the performance of employees; and to determine the extent to which equity has been achieved by the policy. The following conclusions can be drawn from the study: that there is a high level of dissatisfaction among workers in the organization under study concerning the single spine pay policy implementation process. That is, procedural and administrative justice is weak. Satisfaction with the fair wages and salaries commission, government’s commitment to the policy, job evaluation processes all received very low ratings among respondents. Even though the policy achieved a higher distributive justice in terms of less intra-organizational inequity and inter-organizational inequity, the study showed that workers believe that the pay they receive under the policy does not commensurate with the efforts they put into their jobs, that is they are paid less than they are worth
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