Motivational Factors and its Influence on the Job Performance of Non-academic Staff in a University

Manalo, Minerva C.; Apat, Elaine Joy C.

doi:10.53378/348729

Cited by 4 publications

(3 citation statements)

References 9 publications

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“…It is recognized as a big challenge and an efficient component of work success, and a must to direct workers to vital targets (Ghaffari et al, 2017). Several studies have shown empirically that motivational factors are very positive in improving employee performance (Ghaffari et al, 2020;Manalo & Apat, 2021;Niati et al, 2021). Kodwani & Prashar (2019) in their research found that motivation aided by training may increase job performance.…”

Section: Relationship Between Motivation and Job Performancementioning

confidence: 99%

The Mediating Effect of Motivation in Between Training Dimensions and Job Performance

Munap,

Hudi,

Pa’wan

et al. 2023

IJARBSS

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The aim of this study was to examine the relationship of training factors towards job performance among Royal Malaysian Navy (RMN) and mediated by motivation. This study was undertaken to examine the relationship between training content, training delivery and training environment towards job performance and mediated by motivation. From a total of 129 questionnaires distributed, 125 questionnaires were received, yielding a response rate of 97%. The participants involved in this study are Engineering Other Rank personnel who completed the Technician Industry Application Training (TIAT) program in June 2020. The demographic data of the respondents represent a descriptive statistical analysis, and the findings of the study hypotheses represent inferential statistical analysis. The findings indicated there exists a significant relationship between training content, training delivery, and training environment to job performance with 69.8 percent. These components also contribute 74.1 percent towards motivation. It was further found that motivation fully mediates training content, training delivery, and training environment towards job performance with β=0.224, t = 2.270, p = 0.023.

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Section: Relationship Between Motivation and Job Performancementioning

confidence: 99%

The Mediating Effect of Motivation in Between Training Dimensions and Job Performance

Munap,

Hudi,

Pa’wan

et al. 2023

IJARBSS

View full text Add to dashboard Cite

show abstract

“…Employee motivation is simply the rationale behind employees' actions and behaviours, as impacted by the traits, circumstances, or passion that push them to pursue and fulfil professional goals and obligations (Zumrah, 2022). Motivation can be described as a psychological force guiding an individual's conduct within an organization, influencing both their degree of effort www.scholink.org/ojs/index.php/jbtp and persistence in challenging circumstances (Manalo et al, 2021). Motivational factors are human psychological features that influence a person's level of commitment to a goal.…”

Section: Concept Of Motivationmentioning

confidence: 99%

Employees’ Motivation as A Determinant of Work Attitude and Performance in Elizade University

Idowu,

Olu-Ogunleye

2024

JBTP

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Employees’ motivation as a determinant of work attitude and performance of employees of Elizade University, Ilara-Mokin, Ondo State, Nigeria was examined in this study. Regardless of rank, age, job, gender, or educational background, employers have defined employee motivation as instruments and strategies used to affect the work attitude and performance of employees at various levels of the organisation. Purposive sampling technique was adopted in selecting Elizade University, Ilara-Mokin in Ondo state out of the 111 private universities in Nigeria. Self-structured questionnaire named Employees Motivation, Work Attitude and Performance (EMWAAPQ) was used for primary data collection. The collected data underwent analysis, focusing on the descriptive examination of demographic information. To test the two hypotheses formulated for this study, Pearson correlation and linear regression analyses were conducted. The scrutiny of all hypotheses adhered to a significance level of 0.05 alpha. The study revealed a positive correlation between employees’ motivation and employee attitudes within the institution (r=0.205**, n=181, p<0.05). Furthermore, this study established that both intrinsic and extrinsic motivation significantly influence employee performance (R2=0.136=13.6% of the variance). The implication is that organizations should prioritize employee well-being, with a particular emphasis on fostering motivation among staff. Therefore, to sustain and enhance productivity, the study recommends the implementation of comprehensive compensation packages, encompassing both monetary and non-monetary benefits.

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“…Intrinsically motivated non-academic staff influences the quality-of-service delivery, innovation, commitment, collaboration, adaptability, and overall organizational climate. Fostering intrinsic motivation among nonacademic staff through supportive leadership, recognition of achievements, opportunities for professional development, and a positive work environment can yield significant benefits for the university as a whole (Manalo, & Apat, 2021). In spite of these, the performance of non-academic staff at the University of Eldoret (UoE) has been interrupted due to industrial disputes involving both the employer and employees.…”

Section: Statement Of the Problemmentioning

confidence: 99%

Recognition Strategy and Performance of Non-Teaching Staff at University of Eldoret in Kenya

Nyamboga

2024

IJMRA

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Non-academic staff contribute significantly to the effective functioning of universities across the globe, supporting the institution's mission of education, research, and service to society. Their roles are diverse and essential, helping to create a supportive and conducive environment for academic excellence and student success. Their performance is aligned with broader national development priorities and the global agenda set forth by the SDGs. Their contributions are essential for advancing education, fostering innovation, promoting sustainable development, and building inclusive societies. By recognizing and supporting the role of non-academic staff, governments and institutions can better harness their potential to contribute to positive social, economic, and environmental outcomes. By facilitating access to quality education, they help build the knowledge and skills necessary for individuals to participate effectively in society and contribute to economic development. Unlike academic staff, whose work is more closely tied to research and teaching, the roles of non-academic staff, may not always be as directly connected to the core mission of the institution. This disconnect has led to several challenges that demotivate the work of non-teaching staffs. The purpose of this study was to examine the extent to which employee recognition strategy has influenced the performance of non-academic staff in the UOE, in Kenya. The study based on a quantitative research approach and underpinned by Maslow Theory of Motivation. The researcher used a correlational research design to establish the relationship between the study variables. The target population of this study comprised all the 208 permanent non-teaching staff in the university of Eldoret from which 137 were picked as sample size of the study Yamane formula. Stratified random sampling and simple random samplings were used to select respondents for the study. The study used structured self-administered questionnaires as its main primary data collection tool. Descriptive and inferential statistics were used to analyze data with the aid of the Statistical Package for Social Sciences (SPSS) version 25. Descriptive statistics included percentages, frequencies, mean and standard deviation. Inferentially, regression analysis was applied to get the changes in dependent variable caused by the influence of independent variables. Analyzed data was presented in form of tables, suitable graphs based on the APA format. The study results revealed that there was positive linear effect of influence of recognition on employee’s performance (β1=0.798, p=0.000 < 0.05). The study concluded that there is a significant relationship between recognition and performance of non-academic staff in the University of Eldoret.

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Motivational Factors and its Influence on the Job Performance of Non-academic Staff in a University

Cited by 4 publications

References 9 publications

The Mediating Effect of Motivation in Between Training Dimensions and Job Performance

The Mediating Effect of Motivation in Between Training Dimensions and Job Performance

Employees’ Motivation as A Determinant of Work Attitude and Performance in Elizade University

Recognition Strategy and Performance of Non-Teaching Staff at University of Eldoret in Kenya

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