MOTIVATIONAL FACTORS AS CORRELATE OF JOB PERFORMANCE OF LIBRARIANS IN PUBLIC UNIVERSITIES IN SOUTH-EAST NIGERIA

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ABSTRACT


This study investigated motivational factors as correlate of job performance of librarians in public universities in South-East Nigeria. The general objective was to determine the relationship between motivational factors and job performance of librarians; using seven dimensions of motivational factors as measures: promotion, salary, training, communication, work environment, leadership style and rewards. To achieve this, the correlational research design was adopted. The population of the study consisted of 190 librarians in public universities in South-East Nigeria. A questionnaire titled ‘Motivational Factors and Job Performance Questionnaire (MFJPQ) was used to collect data for the study. The questionnaire was pretested using Cronbach alpha statistics. A total of 190 copies of the questionnaire were distributed to respondents. Out of this number, 181(95.26%) copies were returned and found correctly filled. Eight research questions to guide the study and eight hypotheses were formulated for the study. Descriptive statistics (Mean and Standard deviation) and inferential statistics (Pearson’s Product Moment Correlation Coefficient and multiple regression analysis were used to analyze the data. The results revealed that motivational factors to a high positive extent relate to the level of job performance of librarians in universities in South-East Nigeria. More so, the multiple regression analysis revealed that promotion, training, salary, communication, physical work environment, leadership style and rewards the independent variables significantly relate to the level of job performance of librarians in public universities in South-East Nigeria. The results also revealed that the independent variables have contributed to high job performance of librarians in public universities in South-East Nigeria.  Following the results, it was recommended, among other things, that library managements should employ and improve good motivational factors for job performance of librarians. Strategic and effective management approaches should be adopted by the university management to motivate librarians for effective work.




TABLE OF CONTENTS

Title Page                                                                                                                    i

Declaration                                                                                                                  ii  

Certification                                                                                                                iii

Dedication                                                                                                                  iv

Acknowledgements                                                                                                    v

Table of Content                                                                                                         vi

List of Tables                                                                                                              ix

List of Figures                                                                                                             xi

Abstract                                                                                                                      xii

 

CHAPTER 1:                        INTRODUCTION 

1.1    Background of the Study                                                                                  1

1.2    Statement of the Problem                                                                                  11

1.3    Purpose of the Study                                                                                         12

1.4    Research Questions                                                                                            13

1.5    Hypotheses                                                                                                        14

1.6    Significance of Study                                                                                        14

1.7    Scope of the Study                                                                                            16

 

CHAPTER 2:                        LITERATUREREVIEW

2.1       Conceptual Framework                                                                                   17

2.1.1    University                                                                                                       17

2.1.2    Librarian                                                                                                          19

2.1.3   Motivation                                                                                                      21

2.1.4   Motivational factors                                                                                        27

2.1.5   Job Performance                                                                                             31

2.1.6   Relationship between motivation and job performance of librarians              38

2.1.7    Problems affecting motivational factors and Job performance of

            librarians                                                                                                          40

2.1.8    Strategies for improving motivational factors for enhancing job

            performance                                                                                                    45

 

2.2      Theoretical Framework                                                                                    50

2.3      Review of Empirical Studies                                                                           59

2.4      Summary of Literature Review                                                                       71

 

CHAPTER 3:   METHODOLOGY

3.1        Design of the Study                                                                                       73

3.2         Area of the Study                                                                                         73

3.3         Population of the Study                                                                                74

3.4       Sample and Sampling Techniques                                                                  74

3.5         Instrument for Data Collection                                                                     75

3.6          Validation of the Instrument                                                                       76

3.7         Reliability of the Instrument                                                                         76

3.8         Method of Data Collection                                                                           77

3.9         Method of Data Analysis                                                                             77

 

CHATER 4:  RESULTS AND DISCUSSION

4.1       Result Presentation                                                                                         79

4.2       Major Findings of the Study                                                                          88

4.3       Discussion of Findings                                                                                   88

 

CHAPTER 5:            SUMMARY, CONCLUSION AND RECOMMENDATIONS 

5.1      Summary                                                                                                          94

5.2      Conclusions                                                                                                      98

5.3     Implication of the Findings                                                                              99

5.4     Recommendations                                                                                            101

5.5     Limitation                                                                                                         102

5.6      Suggestions for further Studies                                                                       103

REFERENCES                                                                                                        104

APPENDICES                                                                                                         

 

 

 

 


 

LIST OF TABLES

                                                                                                                                   

4. 1:                   Correlation matrix of motivational factors and level

                          of job performance of librarians in public universities in

                          South-east Nigeria                                                                             79

 

4. 2:                   Regression analysis of motivational factors and

                          level of job performance of librarians in public universities

                          in South-east Nigeria                                                                         80

                         

4.3                     Correlation matrix of promotion and job performance of

                          librarians in public universities in South-east Nigeria                                                                                                                                               81

 

4. 4:                   Regression analysis of promotion and job performance

                          of librarians in public universities  in South-east Nigeria                  81                                          

4. 5:                   Correlation matrix of salary and job performance

                          of   librarians in public universities  in South-east Nigeria                82

 

4. 6:                   Regression analysis of salary and job performance of  

                          Librarians in public universities in South-east Nigeria                                                                                                                                             82

4.7:                    Correlation matrix of training and job performance of

                          librarians in public universities in South-east Nigeria                                                                                                                                               83

4.8:                    Regression analysis of training and job performance

                          of Librarians in public universities in South-east Nigeria     

                                                                                                                                    83

 

4 .9:                   Correlation Matrix of communication and job

                          Performance of librarians in public universities in South-East

                          Nigeria                                                                                               84

 

4.10:                  Regression analysis of communication and job

                          performance of librarians in public universities in

                          South-east Nigeria                                                                             84

 

4.11:                  Correlation matrix of work environment and job

                          performance of librarians in public universities in

                          South-east Nigeria                                                                             85

 

4.12:                  Regression analysis of work environment and job

                          performance of librarians in public universities in

                          South-east Nigeria                                                                             85

 

4.13:                  Correlation matrix of leadership /management style

                          and job performance of librarians in public universities in

                          South-east Nigeria                                                                             86

 

4.14:                  Regression analysis of leadership /management

                          style and job performance of librarians in public universities in

                          South-east Nigeria                                                                             86

 

4.15:                  Correlation matrix of rewards and job performance of

                           librarians in public universities in South-east Nigeria                                                                                                                                              87

 

4.16:                  Regression analysis of rewards and job performance of

                          librarians in public universities in South-East Nigeria                                                                                                                                              87

 

 

 

 

 

 


 

LIST OF FIGURES

1.1:                  Schematic representation of the conceptual framework

                        of the study                                                                                         49

2.2:                  Maslow’s hierarchy of needs propounded by Abraham H.

                        Maslow (1943)                                                                                    51

 

 

 

 

 


 

 

 

 

CHAPTER 1

INTRODUCTION


1.1                BACKGROUND OF THE STUDY

A university is the place where knowledge is delivered to students. It is the place where academic staff impart their knowledge to students, and ensure that students gain knowledge from them and become successful in various fields in the future (Yee, 2018). Universities play a very important role in national development. As higher educational institutions charged with the responsibility of awarding certificates and degrees, they are expected to provide the right environment where learning, teaching and research can thrive. More so the main determinants of university's ranking according to Yee (2018), are based on the research performance, teaching performance, consultancy, and contributions to society and administrative work. These activities are very crucial for the development of the society. To effectively deliver on their objectives, qualified, competent/skilled and hardworking staff (academic and non-academic) in different faculties and departments, as well as students are needed.           For any university to successfully attain the organizational objectives of learning, teaching and research therefore, it is important that facilities such as functional libraries are provided.

A university library is an academic library established and maintained by the university. It exists to support the needs of students and staff for learning, teaching and research. According to Awoyemi and Fadehan (2017), it is seen as the hallmark of academic activities and as such an important agent in the pursuit of academic excellence. Two complementary roles are fulfilled by university library; to support the curriculum of the school and to support university faculty and students' study. The library ensures easy access to the print and non-print information resources available to meet the educational needs of both staff and students of the university through services such as Current Awareness Services (CAS) and Selective Dissemination of Information services (SDI) and so on.       

The importance of university libraries in the mission of universities cannot be contested, without a doubt they cannot achieve their laudable goals or perform their expected social functions without human and material resources at their disposal. The material resources include money and information resources in both print and non print materials such as books, journals, reference materials, and computers and so on, although the material resources are very important, it requires the effort of the human resources to bring them to life. Zhang (2010) posits that human resources remain the most indispensable of the two resources because human beings give life and meaning to material resources. As a result, any organization's future depends more on its workers than any other factor. This is particularly so about libraries because they are service organization. Like any other service organization, the productivity of any library is determined by the services they offer to users, and this in turn depends on the librarians responsible for efficiently and effectively providing the services. The personnel in university libraries include the librarians, the library officers, the library assistants, secretarial and maintenance staff. While these entire staff play very critical roles in the mission of university libraries, the librarians – the main focus of the study-stand out because they are the individuals interested explicitly in the day-to-day library service provision to users.

According to the Librarians’ Registration Council of Nigeria (LRCN, 2015), a librarian is a qualified and trained person with a minimum degree in Library and Information Science or in a related field of study. The American Library Association (ALA, 2002) adds that the librarian is the professional staff in libraries responsible for carrying out tasks that require a special background and education on the basis of which library needs are analyzed, goals are set and original creative solutions are formulated for them. For the purpose of this study librarian implies to library workers with a first degree in Library studies or related fields, a postgraduate diploma, a master's degree or other qualification in Library and Information Science.

Although the duties of librarians differ significantly according to the library's size, the Librarians’ Registration Council of Nigeria (LRCN, 2015) further outlines their duties to  include, selecting, developing, cataloguing and classifying library resources, answering researchers’ enquiries, management of staff, including recruitment, training and/or supervisory duties. Other duties performed by librarians include supporting independent research and learning, assisting readers to use computer equipment, conducting literature search, and providing library resources to users. Their role also includes promoting and encouraging learning through training students and staff in classrooms or virtual learning environments with information retrieval skills. However, librarians are individuals  with thoughts, emotions, values, aspirations, views, perceptions, attitudes and other personal characteristics, there is no doubt that the factors that affect them have a direct bearing on their job performance. As a result, it is important that management of university libraries pay serious attention to the factors that can affect job performance. In agreement, Ekere (2010) posits that “it is very likely that these duties will not be discharged if the authorities appear to think almost entirely of their service, unless they give due weight to those who handle them in universities”. It is important that librarians recruited have to be adequately developed, motivated, and maintained to provide quality service. Every staff who works in an organization such as the university library has certain jobs assigned to him or her to perform. Such jobs are assigned based on qualifications and experiences of such staff.

A job in the context of this study is a role that an individual performs for which he/she is paid. Furthermore, a job consists of duties, responsibilities, tasks and the social and physical aspects of a job atmosphere. It is critical to pay attention to these factors because of the role they play in job performance and satisfaction of workers. Coleman cited in Usman (2016) defined a job simply as a collection of tasks, duties and responsibilities assigned to a position or individual in an organization. Job can also be seen as a set of duties and responsibilities whose completion serves to further organizational objectives. According to Cullen (2000), job is ‘a piece of work’, ‘a person’s regular paid employment’, ‘a function or responsibility’.

Job performance can be seen as actions or activities carried out to accomplish the aims of the organization (Motowidlo, Borman and Schmit, cited in Al-Omari, and Okasheh, 2017). Ideally, people should perform well when they have the necessary abilities and skills. Al-Omari,  and Okasheh (2017) opined that  performance is the product of a person or group's work in an organization at a specific moment, representing how well the individual or group performs the qualification of a job in the task of achieving the purpose of the organization.  For them performance is defined as ‘the act or process of executing a task’, a level of achievement, success or efficiency of functioning. Expectedly, people should perform well when they have the abilities and skills.  But beyond abilities and skills, they need to have the motivation to do so and this is most likely to happen where incentives are provided. Employees spend the better part of their active hours in their work environment, and as such, it is important that the necessary support and avenues for expression are provided. Therefore, in order to influence employee performance positively, it is mandatory for all managers to stimulate and induce the staff to put in their best. Aarabi, Subramanian and Akeel, (2013) opined that it is important that employers of Labour know the primary needs of workers to manage and address them towards effective job performance. It is for this reason that there is need to understand how the material and moral elements interact to impact on the job performance of librarians.

According to Inana (2008), employers of labour can enhance performance of their employees by providing them with reasonable pay, welfare services, such as rewarding hard working employees, promotion and in-service training, and punishing erring employees. Employees are more likely to demonstrate good job performance if they understand that doing good work increases their chances of advancement and higher pay. All these are vital for employee’s success on the job. Any organization's success is directly linked to performance, productivity and commitment of its workers. According to Williams (1995), the livelihood of a company is dependent on the employees. Librarians, who perform more complex and intellectually vigorous jobs in the libraries, become much concerned about job satisfaction in order to promote efficiency of library personnel in the realization of the goals and objectives of librarianship (Murray, 1992). Good performance could be enhanced upon by encouraging and developing harmonious and pleasant work place. Clear and unambiguous job description, punishing poor job performance in reasonable ways, and rewarding good job performance among others, serve as a motivation to employees.

The foregoing demonstrates that job performance is central to the growth and stability of an organization. For purposes of this study, job performance is interpreted as the act of executing a set of duties or responsibilities assigned to an individual working in an organization.            When the librarians’ needs are met, the librarians are likely to take responsibility for their performance and thus they will perform well to achieve their organizational goals. Ekere (2010) opines that a person whose different circumstances are harmoniously tuned will be more successful in his/her work place. Continuing, the author posits that the atmosphere in the workplace should provide a positive, fulfilling and demanding environment that will inspire every individual to unleash the potential within him/her.

Motivation is seen as one of the most important factors affecting human behaviour and performance. According to Aarabi, Subramanian and Akeel (2013), motivation is a Latin word ‘mover’ which means ‘to move’. Cullen (2000), says that motivate is ‘to cause or stimulate a person to act. Durosaro and Ogunsaju (2000), Ukeje and Okorie cited in Okodoko (2010), Ayub and Rafif (2011) and Ivu (2011) see motivation as those factors that activate and energize human behaviour such as needs, desires or expectation. As a drive or intrinsic force that makes him want to contribute to the achievement of organizational objectives. Alhamdu et al. (2010) posits that a well-motivated staff is a great asset to any organization because he or she will always be production-hungry. Such a staff is usually proud, ready, willing, available, and able to deliver on any assigned task no matter the circumstance, making him to be highly efficient, focused and goal-oriented. Motivated employees are happier and more productive. They perform duties assigned to them with total commitment, concentration and dedication, the end of which is a good result. Employees who are motivated to perform their duties usually are conscientious workers who show pride in the quality and quantity of their work. However, enthusiasm, commitment, pride and productivity are the cornerstone of employee engagement (Alhamdu, 2010). Motivation helps people to push or pull from bad situations, which are negative features in their lives. Employees who are motivated enjoy their jobs. They care about the quality of their work and they generally are what employers call ‘engaged’ workers who enthusiastically embrace their duties and responsibilities.

No matter the size of a functional library as well as the scope and strength of the collection, the manager of a library cannot meet his or her set goals if members of staff are not well-trained, properly equipped and highly motivated. In the world of work, a number of factors interact to affect both the quantity and quality of workers’ efforts towards their job. How satisfied librarians are with their jobs may affect their performance in their jobs, their relationships with their co-workers, subordinates, clients, physical health, social lives and adjustment. In the long-run these will affect the mental health, happiness and longevity of the librarians. However, in any organization particularly in university libraries, the critical factor required by any librarian today is motivation. Furthermore, librarians providing such praiseworthy services should be sufficiently motivated in order to anticipate high performance of the professional librarians at these universities. The following motivational factors are to be discussed in this study: promotion, training, payment of regular salary, communication, work environment, leadership style and rewards.

Yaya (2018) opined that motivation is of two types: intrinsic and extrinsic. Intrinsic motivation consists of an individual worker's in-built factors that energize him or her to perform a particular role in the organization. These include: positive recognition, growth that is (personal skills and experience), advancement that is higher degrees gained to boost successful accountability for service delivery, work itself and reward. Extrinsic motivation, on the other hand includes certain factors or facilities offered by the organization that enable employees in the organization to exercise their energy in the performance of a given mission. These include: reasonable salary, promotion, training, conducive work environment, information and communication and good leadership styles. Intrinsic and extrinsic motivational factors in the university library can increase the work satisfaction and efficiency of librarians and also provide powerful determinant of employee performance. However, these factors are missing or diluted, the employee comes to work only for a check. In this case, the employee is present at work in body only, leaving his or her mind outside the gate. If employees are motivated to achieve certain goals, they will be satisfied if they achieve these goals, usually by improving their performance. There may be even greater satisfaction if they are rewarded through extrinsic recognition or intrinsic sense of achievement. This suggests that performance improvements can be achieved by giving people the opportunity to perform, ensuring that they have the knowledge and skill required to perform, and rewarding them through financial or non-financial means when they perform (Armstrong, 2007). Aniemeka (2003) and Senyah (2003), observe that Nigerian civil servants are not adequately motivated. They lack working tools and equipment. This makes the working situation to be frustrating for the civil servant. It gives rise to a non-committal attitude to government programs, apathy and low morale which leads to ineffectiveness, inefficiency and low productivity. This makes the working condition to be unattractive. When employees are highly motivated, they tend to direct their energies towards meeting organizational goals and to display continuum levels of performance. Conversely, when motivation declines, there is a tendency for employees to display such negative traits as apathy, hostility and aggression. These traits also tend to undermine efficiency, productivity and sustainability. The need to motivate and be motivated is therefore continuous and constant.

To be effective, management needs to understand what motivates the professional library staff within the context of the roles they perform. Therefore, motivation in libraries is absolutely important because it could change the behaviour of employees in positive ways. Poopola, Ayeni and Tella (2007) opined that no matter how automated a library might be, high productivity depends on the degree of motivation and workforce performance. This is in line with Chukwuemeka's view cited in Usman (2016) Although the employee's expertise and skills are essential in assessing his work efficiency, these factors alone are not sufficient. It is important to understand what motivates the person to disclose how skills and abilities are triggered and their potential is realized.

Operationally, motivation can be characterized as the process of influencing, inspiring and encouraging librarians to effectively perform their jobs. In addition, motivation gives a person a goal and the drive he or she needs to accomplish it. It allows people, with a negative feature in their lives, to push or pull from a bad situation.

In Nigeria, there are two kinds of universities: public (federal and state) and private. Universities in Nigeria are known by the funding source. The researcher concentrated more on public (federal and state) universities. In all, there are five federal universities and five state universities in South–east Nigeria (National Universities Commission; (NUC, 2016). The federal universities and the years of their establishment are as follows: University of Nigeria Nsukka, (1960); Federal University of Technology, Owerri, (1980); Nnamdi Azikiwe University, Awka, (1992); Michael Okpara University of Agriculture, Umudike (1992) and Federal University, Ndufu-Alike; Ebonyi State (2011). The state universities include: Abia State University Uturu (1980); Enugu State University of Science Technology, Agbani (1981); Imo State University Owerri (1992); Ebonyi State University, Abakiliki (1996) and Odumegwu Ojukwu University of Science Technology (2000), (formerly Anambra State University of Science and Technology, Uli). While the federal universities are owned and sponsored by the Nigerian federal government, the state universities are funded by the respective state governments. The federal universities offer admission to students from all over the country irrespective of one’s state as long as the student merits it. More so, federal universities recruit staff from various states of the country in line with job opportunities. The decree establishing the   Federal universities is usually passed by the National House of Assembly. State-owned universities are established primarily to give the indigenes of the affected state opportunity to secure admission to further their education thereby reducing problems of admission since securing admission into federal universities sometimes become very competitive.  Establishment of state universities goes a long way in offering job easily to indigenes of that state. State universities award degrees and certificates as federal universities do. The edict establishing state universities is usually passed by the state House of Assembly. In the same vein, senior staff appointments and those of principal officers come from the state.

Obiozor-Ekezie (2015) noticed that a peculiarity about the university in the South-East zone is that they are heavily populated with students. The implication of this is that the libraries in these universities have a very large users’ base. Expectedly, the librarians are looked upon to ensure that the research, teaching and learning needs of students and staff are satisfied. To perform this role, it is important that the librarians are committed to performing their jobs according to expectations. Obiozor-Ekezie (2015), further observed in dismal that the university libraries in this zone are faced with a lot of problems that hinder them from satisfying their users. Nwamefor (2007) is of the view that one of the problems that hinder satisfaction of library user is the general insensitivity and passiveness among the librarians. Ugwuegbu (2007) in agreement posited that there is visible laxity and lack of interest in library work among librarians in academic libraries in South-East Nigeria. This is suggestive of a lack of job satisfaction resulting to poor job performance. Nwamefor (2007) attributes the negative attitude among librarians in this zone to the fact that they are not motivated by their university library managements. This is suggestive of lack of motivational factors in these libraries. The fact that the librarians are the professional staff who also have administrative functions over other staff and users of the library presupposes that their negative attitude to work would rub off on the other library staff and users and in turn affect their job performance.

In this scenario, it is imperative to find out the factors in the university libraries in this zone that have the tendency to impact positively or negatively on the librarians job performance and satisfaction. With a view to encourage library managements in the zone to ensure that librarians experience job satisfaction necessary for very high job performance. With the suggested capacity of motivational factors as correlate of job performance, there is need to conduct this research to identify the link between motivational factors and job performance of librarians in public universities in South- East Nigeria.


1.2       STATEMENT OF THE PROBLEM

Employee motivation is important because it determines the efficiency, engagement, productivity and job satisfaction of employees. Motivated worker are happy and productive. On the other hand, demotivated workers are less productive, less committed and more likely to exhibit negative behaviors such as lateness to work, absenteeism, truancy and lack of dedication

Pre-research interaction between the researcher and librarians in some public university libraries in the South East revealed an apparent desire of some librarians in the state owned universities to leave for federal universities despite the fact that there is no difference between salaries and other allowances of librarians in the two university systems. On the other hand, some librarians in the federal universities also desire to leave the university library for the library schools or to leave the university system for jobs in multinational companies. Moreover, literature observes that workers’ productivity has continued to dwindle in public university libraries in South- East Nigeria. This observation appears to be in tandem with the preliminary observation made by the researcher which revealed that many librarians in public university libraries display negative work behaviour such as indolence, lateness, absenteeism, abscondment and apathy towards their job. This might be as a result of the absence of certain motivational factors which if present would boost staff morale and enhance their productivity. The absences of these motivational factors invariably result to lack of job satisfaction and performance. Given the role of motivation on job performance, there became the need to empirically investigate the cause of this problem; therefore, the statement of the problem of this study arises thus: Do motivational factors relate to job performance of librarians in public universities in South-East zone Nigeria? This study then becomes peculiar because there are few studies on Motivation and job satisfaction of librarians but not on Job performance of public universities in South –East Nigeria. This is the gap the study stand to fill. The aim of this research was to find out the relationships among these variables; specifically, it was to ascertain the extent to which motivation influence the job performance of librarians in public university libraries in South-East Nigeria.  


1.3       PURPOSE OF THE STUDY

The general aim of this study was to establish the link between motivational factors and job performance of librarians in public universities in South East Nigeria. Specifically, the study attempted to:

1.      find out the relationship between promotion and job performance of librarians in public universities in South-East Nigeria.

2.      ascertain the relationship between regular salary and job performance of librarians in   librarians in public universities in South-East Nigeria.                

3.      find out the relationship between training and job performance of librarians in public universities in South-East Nigeria. 

4.      determine the relationship between communication and job performance of Librarians public in universities in South-East Nigeria.

5.      find out the relationship between work environment and job performance of    librarians in public universities in South-East Nigeria.

6.      ascertain the relationship between leadership style and job performance of  librarians in public universities in South-East Nigeria.

7.      determine the relationship between rewards and job performance of  librarians in public universities in South-East Nigeria.


1.4         RESEARCH QUESTIONS

This study was designed to provide answers to the following questions:

  1. What is the relationship between promotion and job performance of librarians in public universities in South-East Nigeria.?
  2. What is the relationship between regular salary and job performance of librarians in public universities in South-East Nigeria.?
  3. What is the relationship between training and job performance of librarians in public   universities in South-East Nigeria.?
  4. What is the relationship between communication and job performance of librarians in public universities in South-East Nigeria.?
  5. What is the relationship between work environment and job performance of librarians in public universities in South-East Nigeria?
  6. What is the relationship between leadership style and job performance of librarians in public universities in South-East Nigeria?
  7. What is the relationship between rewards and job performance of librarians in public         universities in South-East Nigeria.?
  8. What is the relationship between motivational factors and job performance of librarians in public universities in South- East Nigeria?

1.5       HYPOTHESES

The following null hypotheses were tested at 0.05 level of significant to guide the study:

H01:   There is no significant relationship between promotion and job performance of            librarians in public universities in South-East Nigeria

H02:   There is no significant relationship between regular salary and job performance of   librarians in public universities in South-East Nigeria.

H03: There is no significant relationship between training and job performance. of librarians in public universities in South East Nigeria . 

H04:   There is no significant relationship between communication and job performance of librarians in public universities in South East Nigeria.

H05:   There is no significant relationship between work environment and job performance of librarians in public universities in South East Nigeria.

H06:   There is no significant relationship between leadership style and job performance of librarians in public universities in South East Nigeria.

H07:   There is no significant relationship between rewards and job performance of librarians public universities in South East Nigeria

H08: There is no significant relationship between motivational factors and job         performance of librarians in public universities in South East Nigeria:


 1.6     SIGNIFICANCE OF THE STUDY

The findings from this study are expected to beneficial to several groups of people such as library administrators, university management, librarians, students, researchers, and the field of library and information science.

The finding of this study are expected to be beneficial  to library administrators, it will help them determine the strength of those motivational factors that would bring about effective and efficient job performance and also, those factors that are detrimental to good job performance. The findings are also expected to provide them with information on the effect of their policies, rules and regulations and factors that librarians perceive as enhancing their job performance.

The findings of this study are expected benefit university management, as it will assist them in understanding the motivational factors of university libraries and its impact on job performance of librarians.  It will broaden management’s insight to the primary needs of workers and how to manage and address them towards great job performance in the university library. It will enable them to provide good working conditions and environment for enhancing librarians’ job performance.

The findings of this study are expected to be useful to librarians in that it will provide them with information that will assist them to better understanding each other. By so doing it will help them to establish better interpersonal relationship and communication. The result of the study may avail librarians of the practical approach to staff motivation.

The findings of this study are also expected to benefit students and researchers they will in turn receive better services arising from improved motivational factors and job performance among librarians.

The findings of this study are also expected to be of immense usefulness to the academic and research community as it will provide empirical support on the relationship between motivational factors and job performance of librarians. More so, recommendations from the study if further investigated will help to generate more literature in this and other related field of motivational factors and job performance as it pertains to the field of library and information science.


1.7       SCOPE OF THE STUDY

This research was based on motivational factors as correlate of job performance among librarians in public universities in South-East Nigeria. In addition, librarians with first degree and above in the field of librarianship working in these universities constituted the population for this study. In this study, the following motivational factors namely regular salary, promotion, training, communication, physical work environment leadership style and rewards were considered. The seven dimensions established the degree and nature of the relationship between the independent variable of motivational factors and the dependent variable of job performance. The study covers South East Nigeria which comprises five states namely: Abia, Anambra, Ebonyi, Enugu and Imo states. Each of these states has public universities (federal and state). Private universities and their libraries in the zone were excluded while public universities were considered in the study.

 


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Buyers are expected to confirm that the material you are paying for is available on our website ProjectShelve.com and you have selected the right material, you have also gone through the preliminary pages and it interests you before payment. DO NOT MAKE BANK PAYMENT IF YOUR TOPIC IS NOT ON THE WEBSITE.

In case of payment for a material not available on ProjectShelve.com, the management of ProjectShelve.com has the right to keep your money until you send a topic that is available on our website within 48 hours.

You cannot change topic after receiving material of the topic you ordered and paid for.

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