THE INFLUENCE OF JOB INCENTIVES ON JOB PERFORMANCE ON JOB PERFORMANCE OF NON-ACADEMIC STAFF IN UNIVERSITY OF CALABAR

Table of Contents

Abstract. 2

CHAPTER ONE.. 6

INTRODUCTION.. 6

Background to the Study. 6

1.2 Statement of the Problem... 8

1.4      Purpose of the study. 10

1.5       Research questions. 11

1.6       Statement of hypothesis. 11

1.7       Significance of the study. 12

1.8       Assumptions of the study. 13

1.9       Scope of the study. 14

1.10         Limitations of the study. 14

1.11         Definition of terms:. 14

CHAPTER TWO.. 16

LITERATURE REVIEW... 16

2.1      Monetary benefits and job performance of staff. 16

2.2    Recognition and job performance of staff. 26

2.3.    Feedback and job performance staff. 30

2.4       Participation in decision making and job performance of staff. 34

Summary of literature review.. 38

Chapter Three. 40

Research Methodology. 40

3.1 Introduction.. 40

3.2 Research Design.. 40

3.3 Population of the Study. 41

3.4 Sample Size and Sampling Techniques. 41

3.5 Data Collection Instruments. 42

3.6 Data Collection Procedure. 43

3.7 Validity and Reliability of Instruments. 44

3.8 Data Analysis Techniques. 44

Model Specification.. 45

3.9 Ethical Considerations. 46

3.10 Summary. 47

Discussion of Findings. 75

CHAPTER FIVE.. 78

SUMARY CONCLUSION AND RECOMMENDATIONS.. 78

5.1 Summary of Findings. 78

5.2 Conclusion.. 79

5.3 Recommendations. 81

REFERENCES.. 84

Research Questionnaire. 90

 


 

CHAPTER ONE

INTRODUCTION

Background to the Study

 In contemporary institutions, the use of incentives to motivate employees and enhance job performance has become a common practice. Job performance evaluates how well an individual performs their assigned tasks, and it is a critical criterion for organizational success. The success and survival of any organization are closely tied to how employees are remunerated and rewarded (Lawler, 2003). The reward system and motivational incentives significantly impact employee commitment, attitude toward work, and overall performance, contributing to the achievement of educational goals.

Education, as outlined in the National Policy on Education, is a crucial instrument for national development (FGN, 2004). Tertiary institutions in Nigeria, such as universities, play a vital role in offering services that contribute to societal development and growth (Udida, Bassey, Udofia, & Egbona, 2009). Tertiary educational institutions are mandated to provide relevant high-level manpower training, instill proper values for individual survival, promote scholarship and community service, foster national unity, and facilitate national and international understanding (Olujuwan, 2009).

The effective job performance of non-academic staff in tertiary institutions, such as the University of Calabar, can be achieved through employee incentive packages, including competitive remuneration. Good pay is identified as a significant motivator that enhances employee job performance, subsequently increasing organizational productivity and service delivery (Maimona, 2011). Non-academic staff, encompassing various roles like accountants, auditors, secretaries, clerical staff, security personnel, cleaners, sport personnel, administrators, technologists, and hostel portals, play a crucial supportive role in achieving the objectives of the university.

The job performance of non-academic staff at the University of Calabar appears to be below average, influenced by factors such as inadequate reward (incentives) systems and the overwhelming workload due to a shortage of staff. For instance, the bursary may have limited staff compared to the volume of tasks related to student services. This situation can lead to fatigue and reduced performance. Additionally, the absence of essential tools like ICT gadgets in general offices further hinders efficient work. This study aims to investigate the impact of job incentives on the job performance of non-academic staff at the University of Calabar.

1.2 Statement of the Problem

Many organizations face the challenge of motivating their employees, particularly non-academic staff, to enhance job performance. The assumption is that both monetary and non-monetary incentives increase job satisfaction and job performance. Given the global nature of existing socio-economic challenges, it has become quite difficult for most organizations to cope with employees' unending demands, among them being the provision of an appropriate incentive scheme. Incentives provide an avenue through which management can effectively link performance and competencies of the employees.

However, organizations offer varied incentive schemes for their employees. An incentive is seen as an available means that is applied to influence the willingness of the workers to enhance their output while maintaining their effort towards attaining organizational goals. In the recent past, most non-academic staff at the University of Calabar declined in their commitment to duty due to poor compensation systems.

Furthermore, there is inadequate and lack of appropriate, relevant, and effective incentives for non-academic staff in the University of Calabar, and the educational sector may face a decline due to unserious and laissez-faire workers if the situation is allowed to continue. It is against this background that this study is undertaken. However, it has been shown that non-monetary incentives are proving themselves as being more effective tools in the workplace than monetary incentives (Nolan, 2012, and Priyey, 2011).

However, this study aims at determining the influence of job incentives on job performance of non-academic staff in the University of Calabar.

 

 

1.4   Purpose of the study

The main purpose of this study is to investigate the influence of job incentives on job performance on job performance of non-academic staff in university of Calabar.

Specifically, this study sought to determine

  1. Whether   monetary   benefits    has    any   relationship with job performance     of non-academic staff.
  2. Whether recognition has any relationship with job performance of Non-       academic staff.
  3. Whether feedback has any relationship with job performance of

        Non-academic staff.

  1. Whether participation in decision making has any relationship with job        performance of Non - academic staff.

1.5   Research questions

The following research questions were posted to guide the study.

  1. To   what   extent   does monetary   benefits  relate to job performance of         non-academic staff?
  2. To what extent does recognition relate to job performance of non-            Academic staff?
  3. To what extent does feedback relate to job performance of non - academic                                                   staff?
  4. To what extent does participation in decision making influence job             performance of non - academic staff?

1.6   Statement of hypothesis

The study is guided by the following null hypothesis:

  1. There   is   no   significant   relationship   between   monetary benefit and job performance of non-academic staff.
  2. There is no significant relationship between recognition and job         performance of non-academic staff.
  3. There is no significant relationship between feedbacks and Job         performance of non-academic staff.
  4. There is no significant relationship between participation and job         performance of non-academic staff.

1.7   Significance of the study

The research paper is an attempt to identify and highlight job incentives and job performance of non - academic staff in University of Calabar. The findings of this study will be very significant to Academic institutions, employers, government, policy makers, students and researchers.

To Academic institution, this study will be of great value to all academic institution especially tertiary institutions (Public and Private), findings of this study will contribute to the understanding of how the management of the institution can stimulate creativity and foster in its Staff / Non-academic staff the desire to succeed and to achieve self-fulfillment through their work. In other words, it will help the institution identify and address some of the sensitive issues. Such as monetary benefits, feedback, recognition, participation, training on job performance among academic staff/ non - academic staff.

Employers can use it to develop and establish firm ideas that will bring about further development and it will give them reasons to utilize monetary and non - monetary incentives to motivate their employees to achieve organizational goals.

The findings of this study would provide insight on how the government can find fresh ways of motivating Civil Servant with relevant benefits and rewards.

The findings of this study would enable policy makers to see the need to formulate the policies that would ensure that workers are paid salaries and are commensurate for their efforts.

The study will serve as a guide and reference material to students and researcher who intend to carry out a research, read or write more on this topic.

1.8   Assumptions of the study

The following assumptions were used for this study

  1. The instrument used was reliable and valid
  2. Job   incentives  differ from   one  department  or  unit  to another
  3. Job performance of non-academic staff can be measured

1.9   Scope of the study

The study on job incentives and job performance of non-academic staff in University of Calabar is carried out on full time workers that are working in the institution. The research does not involve students and academic staff.

The study is also limited to the following sub-variables, monetary benefits, recognition, and feedback for independent variables. The variable was job performance.

1.10 Limitations of the study

This study was short sleeved by the un-co-operating attitude of the respondents. Inadequate finance for intensive research evaluation as well as locating all non-academic staff limited the coverage of the research area. Not all the respondent were disposed to respond at the time of its administration.

1.11 Definition of terms:

For purpose of clarity and understanding,the following terms are used in this study as defined here:

  1. Job incentives: This is a system of rewarding success and effort in the work place by allowing employee to earn prize or recognition for a job well done.
  2. Job performance: Is the assessment of whether an employee has done their job well. It is defined as the overall expected value from employees' behaviors carried out over the course of a set period of time (Motowidlo, Borman,& Schmidt, 1997).
  3. Non-academic staff: Includes all classified and unclassified staff position within the department including but not limited to the administration assistant and secretarial staff. It is also defined as employees within an academic or vocational environment whose jobs do not involve teaching.