ABSTRACT
This study explored the effect of motivation on the performance of academic staff of Enugu State University of Science and Technology (ESUT) Enugu State, Nigeria. The study sought to examine the extent recognition boost academic staff efficiency, assess the effect of work-life balance on academic staff productivity, evaluate the extent to which increase in salary enhance academic staff job satisfaction, explore the relationship between reward and academic staff commitment and identify the factors hindering academic staff motivation of Enugu State University of Science and Technology (ESUT) Enugu State, Nigeria. A survey research design was adopted for this study. The researcher made use of primary and secondary data to gather information from the respondents. The target population of one thousand, two hundred and fifty-three (1,253) consists of staff of the studied institution in Enugu State, Nigeria. The sample size of 303 was derived from Taro Yamane formula, which was distributed to the studied institution and A stratified sampling method was adopted for this study. A total of 303 copies of questionnaire were distributed to the selected faculties in the studied institution in Enugu State, 62 copies of questionnaire were lost or wrongly filled with percentage ratio of 20.5% while 241 copies of questionnaire were correctly filled and returned with percentage ratio of 79.5% and this formed the basis of the study. In testing the hypotheses of this study ANOVA, Z-Test, Pearson Moment Correlation Coefficient and OLS regression analysis of SPSS Version 23 was adopted. The study found out that employees’ recognition boosts academic staff efficiency, work-life balance has a significant effect on academic staff productivity, increase in salary enhance academic staff job satisfaction, there is a positive relationship between reward and academic staff commitment and workload stress, administrative policies, workplace environment and staff personality are the factors hindering academic staff motivation of Enugu State University of Science and Technology (ESUT) Enugu State, Nigeria. The study concludes that motivation has a significant effect on the performance of academic staff of Enugu State University of Science and Technology (ESUT) Enugu State, Nigeria and therefore recommends that management of the studied institution should implement effective rewards system, work-life balance concerns must become a crucial feature of human resource policy and strategy, Management should consider motivating their employee through introduction of new salary, institution should identify and incorporate both intrinsic and extrinsic rewards in their human resource practices and management should ensure that employees are always well equipped towards their work, provide training for employees to be able to identify and reduce workload stress.
TABLE OF CONTENTS
Cover Page i
Title
Page ii
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Table
of Contents vii
List of
Tables `` viii
Abstract ix
CHAPTER 1: INTRODUCTION
1.1 Background of the study 1
1.2 Statement of the problem 4
1.3 Objectives of the study 7
1.4 Research questions 8
1.5 Research hypotheses 8
1.6 Significance of the study 9
1.7 Scope of the study 10
1.8 Limitations of the study 11
1.9 Brief Profile of the organization under
study 12
1.10 Operational definition of terms 14
CHAPTER 2: REVIEW OF RELATED LITERATURE
2.1 Conceptual framework 17
2.1.1 Motivation 17
2.1.2
Employee performance 29
2.1.3 Impact of employee motivation on job
performance 34
2.1.4 Rules
for effective motivation
38
2.1.5 Concept of employee retention
39
2.2 Theoretical Framework 40
2.2.1 Abraham maslow’s ‘hierarchy of needs’ theory
40
2.2.2 Victor vroom expectancy theory 45
2.2.3 Clayton alderfer’s ERG theory 47
2.3 Empirical Review 49
2.4 Gap in Literature 62
2.5 Summary of Reviewed Related Literature 62
CHAPTER 3: METHODOLOGY
3.1 Research Design 64
3.2 Sources of Data 64
3.3 Population of the Study 64
3.4 Sample Size Determination 65
3.5 Sampling Technique 66
3.6 Description of the Research Instrument 67
3.7 Validity of the Research Instrument 68
3.8 Reliability of the Research Instrument 68
3.9 Method of Data Analysis 69
3.10 Model Specifications 70
CHAPTER 4: DATA PRESENTATION AND ANALYSIS
4.1 Return of Questionnaire 72
4.2 Data Presentation 74
4.2 Testing of Hypotheses 80
4.3 Discussion of Results 86
CHAPTER 5: SUMMARY OF FINDINGS, CONCLUSION AND
RECOMMENDATIONS
5.1 Summary
of Findings 89
5.2 Conclusion 90
5.3 Recommendations 90
5.4 Areas of Further Studies 91
References
Appendices
LIST OF FIGURES
Figures
Page
2.1 Maslow’s need hierarchy
theory
42
2.2 ERG theory/model
49
LIST
OF TABLES
3.1 Population
distribution 65
3.2 Breakdown of the sample
size 67
4.1 Return
of questionnaire 72
4.2
Distribution of the
respondents according to their socio-economic characteristics 73
4.3
Examine the extent recognition boost
academic staff efficiency of
Enugu State
university of science and technology (ESUT) Enugu State, Nigeria
74
4.4
Assess the effect of work-life balance
on academic staff productivity of Enugu
State university of science and technology (ESUT) Enugu State, Nigeria 76
4.5
Evaluate the extent to which
increase in salary enhance academic staff job
satisfaction of Enugu State university of science
and technology (ESUT) Enugu
State, Nigeria
77
4.6 Explore
the relationship between reward and academic staff commitment of
Enugu State university of science and technology (ESUT) Enugu State,
Nigeria. 78
4.7
Identify the factors hindering academic staff motivation of Enugu State
university of science and technology (ESUT) Enugu State, Nigeria. 79
4.8 ANOVA test on employees’
recognition and academic
staff efficiency 80
4.9
Z-test on work-life
balance and academic staff productivity 81
4.10 ANOVA test on Increase in salary and academic staff job satisfaction 82
4.11
Correlation coefficient between reward
and academic staff commitment
83
4.12 Multiple
regression on workload stress,
administrative policies, workplace
environment and staff personality 84
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
In
the ever-changing global knowledge and innovation economy, it is incontestable
that higher education institutions ought to make it a top priority to attract,
deploy, motivate, develop and retain talented staff. In Nigeria, education
becomes inevitable for it to survive and regain her lost glory as an Africa’s largest
(in terms of population) and perhaps third Africa’s richest country (Scheffran,
Marmer, & Sow, 2012). Higher education, which is a crucial aspect of
education, is expected to contribute significantly to economic growth,
development and competitive advantage of Nigeria by imparting knowledge and
skills to current and potential manpower (Rabah, 2016). Tertiary institutions staff
performance is a strong and significant predictor of quality higher education,
because job performance of lecturers will lead to success of educational
institutions and achievements of students (Abbasi & Mir, 2012). This
contributes in shaping the country’s potentials toward their sustainable
national development, transformation, and quality education (Oke, Ogundele,
& Mainoma, 2017). Effective job performance by the staff can lead to the
realization of the broad objectives for which higher educational institutions
are established, for instance, effective knowledge and service delivery will
facilitate entrepreneurship development and skill acquisition which led to
poverty reduction especially in developing countries like Nigeria. Abbasi
and Mir (2012) corroborate that universities
are established to serve as centers of technological and scientific
advancement, skills development, and production of quality graduates.
Basically, education is essential to national growth and
development. It helps individual to become self-reliant, skillful and good
citizens. The future of any nation depends largely on the quality of its
educational system. It further depends on the employees’ morale. Employees in
tertiary institutions are instrumental to effective learning and quality
education. They guide individual learners towards acquisition of knowledge,
skills, abilities, information, ideas and competences needed for purposeful
living. Imaobong (2011) sees academic employees in tertiary institutions as
individuals who lay the moral foundation on which good citizenship is built,
molding and guiding youths, monitoring students and promoting general character
training. Working in Tertiary institutions is a complex task and
multi-dimensional in nature. Therefore, employees’ need to be motivated to perform
effectively and dedicated in their job. Additionally, tertiary institutions are
places where higher education in acquired. They are expected to discover and
impart new knowledge, prepare people for leadership positions in all works of
life and strive to promote equality and social justice. They are entrusted with
the responsibility of providing semi-skilled and skilled workforce for the
economy. The relevance of universities, polytechnics and college of educations
are conceived role as a major panacea for all societal problems has led to an
unprecedented increase in social demand for education in Nigeria (Chaugule,
2009). The number of federal and state universities has increased from 2 in
1960 to 117 in 2010/2011 academic year (NUC, 2010). Employees’ performance
serves as a factor for employee retention; it foretells an effective school,
influences job satisfaction, motivation, morale and high performance of the
student.
However,
Omollo (2015) opine motivation as the key of a successful institution to
maintain the continuity of the work in a powerful manner and help every
institution to survive. The only way to get people to like working hard is to
motivate them. Today, the interest of many business owners and stakeholder was
to understand the rationale that can make their employees work harder. Every
individual in an organization is motivated by some different way. On the other
hand, Chintalloo and Jyoti (2013) viewed employee motivation as a reflection of the level of energy,
commitment, and creativity that every worker brings to their organization. Nevertheless,
Muogbo (2013) argued that
motivation is a combination of goals towards which human behavior is directed;
the process through which those goals are pursued and achieved and the social
factors involved. The author continued that motivation is a combination of
needs, drives and incentives. Motivation is defined as the process that starts
with physiological or psychological deficiency or need that activates behavior
or a drive that is aimed at a goal or incentive. Huczynski and Buchanan
(2007) aver motivation as an
internally generated drive to achieve a goal or follow a particular course of
action and highly motivated employees focus their efforts on achieving specific
goals.
Furthermore,
Stephen (2013) stated that creating a satisfied workforce is hardly a guarantee
of successful organizational performance, but evidence strongly suggests that
whatever managers can do to improve employee attitudes will likely result in
heightened organizational effectiveness. Some takeaway lessons from the study
of attitudes include the following: Satisfied and committed employees have
lower rates of turnover, absenteeism, and withdrawal behaviors. They also
perform better on the job. Given that management want to keep resignations and
absences down especially among their most productive employees they will want
to do things that generate positive job attitudes. However, the most important
thing they can do is to raise employee satisfaction by focusing on the
intrinsic parts of the job, such as making the work challenging and
interesting. Although paying employees poorly will likely not attract
high-quality employees to the organization or keep high performers; management
of tertiary institutions should realize that high pay alone is unlikely to
create a satisfying work environment and the organization understudies
(academic staff of tertiary institution in Nigeria) have employees who are
working with different profession and educational background and the
researchers tried to assess the effect of employees’ motivation in the
organization performance (Stephen, 2013).
Undoubtedly,
in Nigeria, like elsewhere in the world, motivation, ability and the work
environment typically influence employees’ job performance. Motivation is
important because of its significance as determinant of performance and its
intangible in nature. A number of authors with literature have commended the
role of motivation of employees’ in realizing the goal and/or objective of the
organization efficiently and /or effectively. Lack of motivation of employees
can seriously limit organization efficiency and effectiveness and it is a
symbol of poor management. Therefore, it is interesting to study the value of
motivation in the management of institutions as most institutions have no idea
about how much employee dissatisfaction costs each year. Nevertheless, there
are some institutions that have made significant steps in considering
motivation as a determinant to employee job performance in work place.
Therefore, understanding the relationship between
motivation and employee’s performance becomes imperative from tertiary
institutions and scholarly perspective.
Thus, for university of
science and technology (ESUT) Enugu State, Nigeria to record high employee
morale, job satisfaction, adapt to changes and achieve a superior performance
among their staff and students, there is need to investigate the effect of
motivation on the performance of academic staff of tertiary institutions in
Nigeria.
1.2 STATEMENT
OF THE PROBLEM
The research was carried out as a result of some problems
observed that affected tertiary institutions staff. The fact is that employees
in tertiary institutions in Enugu State either have a positive or negative
level of motivation and this presupposes that there are either high and
positive cognitive, emotional, and motivational stance toward the goals and
tasks of the organization or a low and negative cognitive, emotional, and
motivational stance toward the goals and tasks of the organization. The major problem
facing the Nigerian tertiary institutions staff today seems to be lack of job
satisfaction, commitment, motivation and so on. It is widely believed that a
worker who is well motivated and satisfied with his or her job is likely to
perform his or her duties very efficiently. Low performance as a result of lack
of job satisfaction and motivation can be attributed to the following factors;
job insecurity, lack of fair compensation policy, uncertain business
conditions, and excessive outsourcing practices (Otoo, 2015).
Suffice to note that academic staff performance has
become an issue of concern in Nigeria, most especially in Nigerian tertiary
institutions, as it is still at a low ebb and precipitate poor quality of
education reflected in the continuous mass failure of students (Yusuf &
Ogbudinkpa, 2017). Although several educational policies have been formulated
to improve the poor performance of lecturers in the Nigerian educational sector
yet the policies have not been well effective. (Fareo, 2013). Also, Nigerian
tertiary institutions are among the primary higher education providers in
Nigeria, are grossly underperforming resulting to inefficient and ineffective
utilization of both material and human resources and total decline in quality
of higher education (Babagana, 2014).
Regrettably, the issue of lecturers’ poor performance in
the Nigerian higher educational institutions has become an important topic of
discussion among academicians, public and non-governmental organizations
Nigerian authorities, and other stake holders. For instance, El-Rufai, (2011)
who is currently a governor in Kaduna State Nigeria, has expressed concern over
the low performance of employees in the Nigerian higher educational sector.
Furthermore, Ning (2016) reported that the president of the Federal Republic of
Nigeria had expressed the government`s displeasure over low productivity and
poor performance of the Nigerian higher institutions of learning. Similarly,
the Yemi Osibanjo Nigerian vice president emphasized that the public sector in
Nigeria is surrounded by issues of low performance, corruption and ethical
issues more especially in the educational sector (Agba, 2015).
Notably, there are other studies on the causes of low
employees’ performance of which Chungsup (2012) attributed to lose of interest
mainly when superiors do not appreciate their efforts and the tasks performed.
Also, a costly indicator of low performance is high employee turnover, this was
observed in some institutions where employees leave their jobs because they
feel unhappy and have no incentives to stay. The negative effect of employee
turnover is disconcerting because of its great implication both on financial
and on productivity levels of the staff. On the financial aspect, there is need
for the institutions to hire new employees either with payment of higher
salaries or by additional recruiting expenses. At the production level, the
employees who leave will take with them the knowledge, skills and ability that
helped contribute to the goals, productivity and performance of the
institutions that made them outstanding therefore, tertiary institution
management must ensure that employees are retained; thus, it is sad to note
that because of staff low motivation, staffs leave the institution for other
sectors of the economy (Chungsup, 2012).
Employee motivation of staff in tertiary institutions is
also affected by workforce conditions such as a positive and safe work
environment, promotion, career progression, salary, team work, and the job
itself. Also, when tertiary institution authorities make decisions and behave
as if its staff opinions are not needed the employees would feel slighted and
demoralized. This is an indication of the presence of job dissatisfaction and
other negative consequences such as low productivity, intentional absenteeism,
brain drain, apathy and low job performance. Among other motivation factors is
financial incentive which is ranked the first as positive morale trigger and by
extension affecting organizational performance for public Nigerian universities
(Umaru, Ibrahim & Suleiman, 2020) However, there is a dearth literature on
effect of motivation as it affects employees’ performance especially in Enugu
State University of Science and Technology (ESUT) Enugu State, Nigeria
Therefore, for employees’ in tertiary institutions to
perform according to expectations, consideration must be made concerning how
they are motivated.
1.3 OBJECTIVES OF THE STUDY
The general objective of the study is to
examine the effect of motivation on the performance of
academic staff of Enugu State University of Science and Technology (ESUT) Enugu
State, Nigeria, while the specific objectives are to;
i. examine the extent recognition boost
academic staff efficiency of
Enugu State University of Science and Technology (ESUT) Enugu State, Nigeria.
ii. assess
the effect of work-life balance on academic
staff productivity of Enugu State University of Science and Technology (ESUT)
Enugu State, Nigeria.
iii. evaluate the extent to which increase in
salary enhance academic staff job satisfaction of Enugu State University of Science and Technology
(ESUT) Enugu State, Nigeria.
iv. explore the relationship between reward and
academic staff commitment of
Enugu State University of Science and Technology (ESUT) Enugu State, Nigeria.
v. identify the factors hindering
academic staff motivation of Enugu State University of Science and Technology
(ESUT) Enugu State, Nigeria.
1.4 RESEARCH
QUESTIONS
For this study to accomplish that desired objective, these research
questions became pertinent.
i.
To what extent does
recognition boost academic staff efficiency of Enugu State University of Science and Technology
(ESUT) Enugu State, Nigeria?
ii.
What is the effect of work-life balance
on academic staff productivity of Enugu State University of Science and
Technology (ESUT) Enugu State, Nigeria?
iii. To what extent does increase in salary enhance
academic staff job satisfaction of
Enugu State University of Science and Technology (ESUT) Enugu State, Nigeria?
iv. What is the relationship between reward and
academic staff commitment of
Enugu State University of Science and Technology (ESUT) Enugu State, Nigeria?
v. What
are the factors hindering academic staff motivation of Enugu State University
of Science and Technology (ESUT) Enugu State, Nigeria?
1.5 RESEARCH
HYPOTHESES
The
following null hypotheses are formulated in line with the objectives of this
study;
H01: Employees’ recognition does
not boost academic staff efficiency of Enugu State
University of Science and Technology (ESUT) Enugu State, Nigeria.
H02: Work-life
balance has no significant effect on academic staff productivity of
Enugu State University of Science and Technology (ESUT) Enugu State,
Nigeria.
H03: Increase in salary does
not enhance academic staff job satisfaction of Enugu State University
of Science and
Technology (ESUT) Enugu State, Nigeria.
H04: There is no positive relationship between reward and academic staff
commitment of Enugu
State University of
Science and Technology (ESUT) Enugu State, Nigeria.
H05: Workload stress, administrative
policies, workplace environment and staff personality are
not the factors hindering academic staff
motivation of Enugu State University of Science
and Technology (ESUT)
Enugu State, Nigeria.
1.6
SIGNIFICANCE OF THE STUDY
This research work unveiled the benefits of motivation
which most organizations and tertiary institutions have neglected recently. In
understanding this in the side of the studied area, the study would be of help
to the management of the institution to have rethink and work towards achieving
employees’ superior performance through effective motivational management which
also would be evidenced in their performances. Emphatically, the study is of
benefit to the following;
The tertiary institutions: It is expected that the study provides relevant
information on how best to formulate, implement and evaluate good motivational packages
at different levels in the institutions. Also, through the study, practical
approaches on the best practices of implementing and sustaining solid
foundation to beat rapid technology and innovations would be provided.
The academic staff: Through the study, employees would have a
clear picture of what the organization expect from them and what they expect
from the organization as well as unveiling the required skills, competencies
and experiences required for the smooth running of the institutional
operations.
Management: It would help the management to get the right
insight in formulating good policies and strategies towards achieving stated
goals and objectives that will not only enhance the employees’ morale but which
would also boost their performances and productivity level.
Theoretically and empirically: The study would add to the existing
literature on motivation in relation to employee’s performance and its related
concepts. The study will also provide an additional framework in the
identification and solutions to the challenges institutions faced in
implementing effective motivational management.
The researcher: The study will aid, widen the knowledge of
the researcher and serve as a reference source for both present and future
researchers who intend to work on similar study.
1.7
SCOPE OF THE STUDY
This
study focuses on the effect of motivation on the performance of academic staff
of Enugu State University of Science and Technology (ESUT) Enugu State, Nigeria.
Unit scope: The study involved the staff of Enugu State
University of Science and Technology (ESUT) Enugu State, Nigeria.
Content scope: This study focuses on the effect of
motivation on the performance of academic staff. The study was designed to examine
the extent recognition boost academic staff efficiency, assess the effect of set intermittent goals on academic
staff productivity, evaluate the extent to which increase in salary
enhance academic, explore the relationship between reward and academic staff
commitment and identify the
factors hindering academic staff motivation of Enugu State University of
Science and Technology (ESUT) Enugu State, Nigeria.
Geographical
scope: Geographically, the study was carried out in Enugu State University of Science and
Technology (ESUT) Enugu State, Nigeria. Enugu
became a municipality in 1956 with Umaru Altine its first mayor. After four
years passed, Nigeria gained its independence in 1960. On 27 May 1967 the
Nigerian government divided the Western, Northern and Eastern Region into 12
states and Enugu was made the capital of the new East Central State.
1.8 LIMITATIONS OF THE STUDY
Limitations
encountered by the researcher during administering and retrieving of
questionnaire were enormous. Thus, the time period of this research work was
not enough thus limiting the researcher to only one tertiary institution under
study. In other words, getting assess to
the needed information was difficult for the researcher due to high cost of
traveling and high form of insecurity in the country. Also, access to management and staff of the
selected tertiary institutions who constitute the population of the
study was not quite easy. The researcher addressed this limitation by
conducting situation analysis in the organization and then choose head
respondents in specific units in the organization for possible assistance in
questionnaire administration and recovering.
Another
challenge faced by the researcher was attitudinal problems from the respondents
as some of the management and staff of the selected tertiary institutions
reluctantly accepted the questionnaire and did not actually complete and
returned within the stipulated time. Another problem the researcher encountered
was delay in collecting and gathering important information from the
respondents after proper explanation on the need to understand the important of
the study.
The
researcher also experienced inconsistent responses as some of the respondents
actually completed and returned the questionnaire but give inconsistent
responses. The researcher addressed this limitation by painstakingly going
through the returned copies one-by-one, to identify those with inconsistent
responses and discard them. Conclusively, the academic staff strike affected
the study because it delayed the completion of this thesis.
1.9 BRIEF PROFILE OF THE ORGANIZATIONS UNDER
STUDY
The tertiary institution understudy includes:
i. Enugu State University of Science and
Technology, Enugu State.
1.9.1 Enugu
State University of Science and Technology, Enugu State
Enugu
State University of Science and Technology was
established as a non-residential
multi-campus institution. On establishment, the University which was conceived
on a Presidential model after Harvard University made impressive landmarks and
stamped its name as the first University of Technology and first State
University in Nigeria with her main campus at Enugu. Other campuses that were
created later were located at Abakiliki, Awka and Nnewi. At inception, only
three faculties namely, Engineering, Science and Technology were established at
the two functional campuses at Enugu and Awka.
In 1985, there were major
re-organizations and policies resulting in the introduction of new programmes
and the merging of the University with its sister polytechnic – IMT. The new
faculties created then were faculties of Education, Environmental Sciences,
Health Sciences, Law, Social Sciences, Management Sciences and Agric Sciences
etc.
The two merged institutions
operated unsuccessfully under one Interim Joint Council (IJC) with Prof.
Onwumechili as the President and Proc. J.C. Ene of IMT as Deputy until December
1986 when it was demerged.
By 1987 the four campuses
had kicked off in earnest with Abakaliki campus housing Agric Sciences and
Veterinary Medicine, while Awka campus was for students of Basic Applied
Sciences, Law and Social Sciences, Nnewi campus catered for Health Sciences
comprising Medicine and Dentistry while the main campus in Enugu housed
Engineering, Technology, Management Sciences and the rest. Each of the campuses
had a Deputy Vice-Chancellor as the administrative head.
In 1991, following the
creation of Enugu State from the old Anambra State the new Government changed
name from ASUTECH to ESUT. At that time, the two former campuses of ASUTECH at
Awka and Nnewi became the State University for Anambra State which today has
been taken over by the Federal Government and renamed Nnamdi Azikiwe
University, while the Enugu and Abakiliki campuses on the other hand formed
ESUT. ESUT however retained and adopted all the identities of the old ASUTECH
including its main campus, the logo, colour, anthem, philosophy, aims and
objectives among others.
This re-packaged
University, ESUT, established a new campus at Adada Nkpologwu in Uzo-Uwani
Local Government Area where students of Applied Natural Sciences and Social
Sciences were located. These three campuses at Enugu, Abakailiki and Nsukka
Zones of the State had four colleges, each headed by a Provost.
- College
of Engineering at Enugu
- College
of Agriculture at Abakaliki
- College
of Applied Natural Sciences at Adada –Nsukka
- College
of Health Sciences at Abakaliki
The creation of Ebonyi
State from the old Enugu and Abia States in 1996 saw ESUT forfeiting its campus
at Abakaliki which houses its Colleges of Medicine and Agriculture. The new
State (Ebonyi) understandably converted the campuses to a State University
known today as (EBSU) Ebonyi State University. ESUT on the other hand
re-established its College of Health Sciences at Nsukka until 2005 when it was
relocated to Parklane Enugu and named ESUT College of Medicine/Teaching
Hospital.
On February 14, 2006, the
University under the Vice Chancellorship of Professor Ikechukwu Chidobem was
moved from its temporary site at Independence Layout Enugu to a befitting
permanent structure built in Agbani, Nkanu West L.G.A.
Our
mission
To
promote scholarship, especially in the areas of Science, Management and
Technology, thereby ensuring the development of quality manpower that will
utilize technology for the service of society (https://esut. edu. ng).
Our
vision
To be premier university in
Africa in capacity development that promotes services to the society through
quality teaching, research and community service (https://esut. edu. ng).
1.10
OPERATIONAL DEFINITION OF TERMS
Motivation: This is the reason for which
humans and other animals initiate, continue, or terminate a behavior at a given
time. Motivational states are commonly understood as forces acting within the
agent that create a disposition to engage in goal-directed behavior.
Staff efficiency: Staff efficiency refers to the ability of an employee to perform his/her job
effectively and efficiently.
Staff recognition: This refers to the timely, informal or
formal acknowledgement of a person's behavior, effort, or business result that
supports the organization's goals and values, and exceeds his superior's normal
expectations.
Staff productivity: This is the amount of goods
and services that a group of workers produce in a given amount of time. It is
one of several types of productivity that economists measure.
Work-life balance: This involves the
minimization of work-related stress and the establishing of a stable and
sustainable way to work while maintaining health and general well-being.
Job satisfaction: Job satisfaction, employee satisfaction
or work satisfaction is a measure of workers' contentedness with their job,
whether they like the job or individual aspects or facets of jobs, such as
nature of work or supervision. Job satisfaction can be measured in cognitive,
affective, and behavioral components.
Reward: This
refers to something that is given in return for good or evil done or received
or that is offered or given for some service or attainment.
Staff commitment: Commitment is the bond employees
experience with their organization and employees who are committed to their
organization generally feel a connection with their organization, feel that
they fit in and, feel they understand the goals of the organization.
Workload stress: This is the response people
may have when presented with work demands and pressures that are not matched to
their knowledge and abilities and which challenge their ability to cope.
Administrative policies: This specifies the
responsibilities for the definition of the security policy in an organization.
They can be considered as meta-policies, describing how users can create the
concrete policy that has to be applied over the resources in the system.
Workplace environment: A workplace is a location
where someone works, for their employer or themselves, a place of employment.
Such a place can range from a home office to a large office building or
factory.
Staff personality:
Personality is the characteristic sets of behaviors,
cognitions, and emotional patterns that are formed from biological and
environmental factors, and which change over time.
Login To Comment