Tag Archives: Non-Academic Staff

THE EFFECT OF JOB SATISAFACTION ON ORGANISATIONAL COMMITMENT AMONG NON-ACADEMIC STAFF OF TERTIARY INSTITUTIONS IN EKITI STATE (Published)

The study examines the effect of job satisfaction on organisational commitment among non-academic staffs of tertiary institutions in Ekiti State, with the main focus to determine the influence job satisfaction has on affective commitment and continuance commitment. 343 non-academic personnel are drawn from three (3) tertiary institutions into the sample and questionnaires distributed among them. 326 questionnaires are duly returned and analysed using Simple Percentage, Regression Analysis, and Analysis of Variance (ANOVA) methods. The findings indicate that pay/salary, job security, supervision, job enrichment and job challenges lead to job satisfaction. It also reveals that job satisfaction has significant positive influence on both affective commitment and continuance commitment; however, job satisfaction exerts a greater influence on continuance commitment. The study suggests that job satisfaction plays a vital role on organisational commitment among non-academic staff of tertiary institutions.

Keywords: Job Satisfaction, Non-Academic Staff, Organisational Commitment, Tertiary Institutions

PERFORMANCE APPRAISAL, TRAINING AND REWARD MANAGEMENT AS PREDICTORS OF JOB EFFICIENCY OF NON-ACADEMIC STAFF OF BABCOCK UNIVERSITY NIGERIA (Published)

This study examined the combined and relative effects of performance appraisal system, training and reward management on work efficiency of university non-academic staff. Two hundred and forty randomly selected non-academics from three universities in Ogun State, Nigeria took part in the study. The age range of the participants was between 23 and 57 years with mean age of 31.6 years while the standard deviation was 9.17. The data for the study were collected using a self-developed questionnaire with three subscales on performance appraisal, in-service training and reward management; while participants’ annual performance evaluation report was used in generating data for work efficiency. Two major hypotheses were formulated and analyzed using multiple regression statistical procedure tested at 0.05 alpha level. The results indicated that the predictor variables when combined accounted for 40.3% of the variation in employees’ work efficiency (R= .641; R2 = .411, Adj R2 = .403; F = 38.404; P = .000). Performance appraisal proved to be the most potent predictor of employees’ work efficiency (β= .458; t= 4.501; P < .05), followed by reward management (β = .321; t= 2.866; P < .05). In-service training has the lowest potency power (β = .390; t = 3.478, P < .05). Based on the findings of this study recommendations were made

Keywords: Babcock University, Job Efficiency, Nigeria, Non-Academic Staff, Performance Appraisal, Reward Management, Training