THE IMPACT OF MOTIVATION ON UNIVERSITY EMPLOYEE PERFORMANCE
The goal of this study was to see how motivation affects employee performance in the context of Rivers State University. The following research questions guided the study: How do monetary factors affect the performance of Rivers State University employees? How does job design affect staff performance at Rivers State University? And, how does staff training and development affect employee performance at Rivers State University? The descriptive research design was used in the study.
This study’s population consisted of all Rivers State University employees. An organized questionnaire was used to collect primary data for the study. The proportions and frequency of the variables were determined using descriptive analysis. Correlation tests were used to infer population characteristics from the sample, and the Statistical Package for Social Sciences (SPSS) was used to facilitate data analysis.
According to the findings of the study, Rivers State University did not use monetary incentives to motivate its employees. According to the study, the company used non-monetary incentives such as recognition, decision-making roles, promotion, and flexible working hours to motivate employees.
According to the findings of the study, employees believed that money was a critical motivator for work motivation, and that the majority of them used the value of money to function as a scorecard, assessing the value that the organization had placed on their services.
According to the study, Rivers State University employees were dissatisfied with their job design in terms of the tasks they performed, and the organization did not involve them in the job design, leading to their demotivation. According to the study, Rivers State University employees receive training to improve their knowledge, skills, and attitudes toward their work, as well as to boost their morale and confidence on the job.
It was discovered that university employees have a sense of security derived from their training, which aided their ability to manage changes and new situations that arose within the organization. The study concludes that Rivers State University employees were dissatisfied with their job design in terms of the tasks they performed, and the organization did not involve them in the job design, which led to their demotivation.
The study concludes that Rivers State University employees receive training aimed at improving their knowledge, skills, and attitudes toward their work, as well as increasing their morale and confidence in the job, and that the employees in the organization gained a sense of security as a result of their training, which aided their ability to manage changes and new situations within the organization.
The study recommends that management keep non-monetary rewards as a cost-effective way of keeping the workforce highly motivated, but also include monetary rewards that should be directly linked to the compensation plan, as well as provide and develop a practical job rotation program and a comprehensive program for its electiveness. According to the study, managers should also provide optimal motivational systems when implementing job rotation policies.
1.1 THE STUDY’S BACKGROUND
Motivation is the primary impetus that allows a worker to act on his or her desires or objectives (Patrick, 2008). Employees at the university have reported various difficulties, particularly in the workplace, compensation, and job security. As a result of these factors, job performance at the workplace has declined (Simons, 2006).
Motivation is the driving force that causes employees to choose a specific job, stay with that job for a longer period of time, and work hard. In other words, people work hard in the hope that their needs will be met (Kalim, 2010). Employee motivation is critical because employees expect good working conditions, fair pay, fair treatment, and participation in decision making.
These factors are not fairly distributed to university employees (Patrick, 2008). Understanding employee motivation is required for the university to overcome these challenges (Kalim, 2010). Extrinsic motivation, such as money, can highly motivate employees and thus help to improve service delivery in both the public and private sectors, as noted by Thomson (2006).
According to Herzberg (2017), money is a hygiene factor rather than a motivator. Furthermore, there are many different ways to motivate people. As a result, motivation is a critical issue that can boost employee morale in an organization. Employees cannot produce the required results unless they are motivated (Adams, 2002). In light of the aforementioned factors, the current study seeks to determine the impact of motivation on the performance of university employees.
1.2 THE PROBLEM’S STATEMENT
Motivation is one of the many issues confronting many public institutions, including universities (Armstrong, 2006). According to Patrick (2008), the main cause of poor job performance at the university is a lack of motivation among employees.
The employee’s motivation is a key factor towards job performance and services delivery in any organization or institution. In every organization, motivation has been a hallmark of productivity and job performance. This situation has been a stumbling block in the provision of services by university employees.
According to empirical evidence by (Chambuko, 2008); Adams, (2002), most university employees perform poorly due to inadequate in-service training provided by their employers and low pay. As a result, employees are transferred from one office to another. As a result, the current study’s goal is to assess the impact of motivation on performance at the university.
1.3 OBJECTIVE OF THE STUDY
The goal of this study was to determine the impact of motivation on the performance of university employees. The following objectives also guided the research.
To ascertain the impact of financial factors on employee performance.
To ascertain the impact of job design on the performance of university employees.
To evaluate the impact of staff training and development on the performance of university employees.
1.4 QUESTIONS FOR RESEARCH
The following research questions guided the study:
How do monetary factors affect the performance of university employees?
How does job design affect the performance of university employees?
How does staff training and development affect employee performance at the university?
1.5 THE STUDY’S SIGNIFICANCE
The findings of this study would benefit researchers and academicians by adding to the body of knowledge on motivation and human resource management in universities. The study will make recommendations for new areas of research that should be investigated further.