AMJD Volume. 12, Issue 1 (2023)

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Contributor(s)

OYEWOLE, Yetunde Bernice PhD, OLANIPON, Olaoluwa Omotayo, OLALEYE, Banji Rildwan PhD, EGWU, Bridget Uchenna PhD.
 

Keywords

Motivation Job Satisfaction Promotion Non- Academics and Salary
 

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Impact of job satisfaction on the performance of non-academic staff of federal university Oye-Ekiti (FUOYE)

Abstract: The study observed that variables (work-motivation strategies, job satisfaction and organizational performance) are shown in Table 2. Explicitly, promotion is positively related to job satisfaction (r = 0.661, p < .01) with a moderate effect size, as well as salary (r = 0.371, p < .01), while work atmosphere was found with low effect but positive relationship (r = 0.117, p < .01). Meanwhile, job satisfaction is positively related to organizational performance (r = 0.512, p < .01), with a moderate impact. Furthermore, the ordinary least square (OLS) regression result depicts that the motivational strategies; salary payment, promotion, and pleasant work atmosphere positively impacted job satisfaction with an adjusted R2 value of 0.515, which is positively significant at 5% (PRM; β = 0.394, t = 4.019; WA; β = 0.325, t = 3.226; SAL; β = 0.361, t = 3.251, p < 0.05). Hence the R-squared value of 0.504 depicts that the motivational strategies on job explained only 50.4 percent while unaccounted variables or components amount to 49.6 percent. In conclusion, the findings reveal that promotion, pay (salary) and working atmosphere have significant impact on job satisfaction, which tends to increase performance recorded among non-academic staff of the university. Hence, all hypotheses are supported.
 
 
 

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