TABLE OF CONTENTS
Page
Cover Page i
Title Page ii
Approval Page iii
Certification iv
Dedication v
Acknowledgement vi
Table of Contents vii
List of Tables x
List of Figures xi
Abstract xii
CHAPTER ONE: INTRODUCTION 1
Background of the Study 1
Statement of the Problem 11
Purpose of the Study 13
Research Questions 13
Significance of the Study 14
Hypothesis 14
Scope of the Study 15
CHAPTER TWO: LITERATURE REVIEW 16
Conceptual Framework 16
Concept of Job Performance 16
Concept of Motivation 19
Job Performance among Librarians 22
Motivational Factors Affecting Job Performance
of University Librarians 27
Job Satisfaction and Its Effect on Job Performance 33
Problems Affecting Motivation and Job Performance
of University Librarians 36
Need For Assessing Librarians Job Performance 40
Strategies for Improving Motivation and
Job Performance among University Librarians 44
Schematic Diagram of the Conceptual Framework 47
Theoretical Framework 48
Maslow’s Hierarchy of Needs 48
Douglas McGregor’s X Y Theory 52
Herzberg’s Motivation Hygiene Theory 53
Review of Related Empirical Studies 55
Summary of Literature Review 60
CHAPTER THREE: RESEARCH METHOD 63
Design of the Study 63
Area of the Study 63
Population of the Study 63
Sample and Sampling Technique 64
Instrument for Data Collection 64
Validation of the Instrument 65
Reliability of the Instrument 65
Method of Data Collection 66
Method of Data Analysis 66
CHAPTER FOUR: RESULTS 68
Research Question 1 68
Research Question 2 73
Research Question 3 77
Research Question 4 78
Research Question 5 79
Hypothesis Testing 80
Summary of the Major Findings 80
CHAPTER FIVE: DISCUSSION OF FINDINGS, IMPLICATIONS, RECOMMENDATIONS AND 82
Discussions of the Findings 82
Implication of the Findings 85
Recommendations 86
Conclusion 87
Limitations of the Study 87
Suggestions for Further Research 88
REFERENCES 89
APPENDICES 95
APPENDIX A: Population of the Study: 95
APPENDIX B: Motivational Factors as Correlates of Job Performance of Librarians’ Questionnaire ( MFJPL) 96
APPENDIX C: Computation of Reliability 106
APPENDIX D: Result of Data Analysis 114
LIST OF TABLES
Tables Title of Table Pages
1 Mean Ratings and Standard Deviation of
Responses on Job Knowledge and Competency 68
2 Mean
Ratings and Standard Deviations of Response on Work Habits 69
3 Mean Ratings and Standard Deviations of
Response on the Effectiveness of Staff Communication 70
4 Mean Ratings and Standard Deviation of Response on Character Traits 70
5 Mean Ratings and Standard Deviations of Responses on Human Relations 71
6 Mean Ratings and Standard Deviations of Responses on Leadership Attainment 71
7 Mean Ratings and Standard Deviations of
Responses on Team Work and Cooperation 72
8 Mean Ratings and Standard Deviations of
Responses on Quality and Quantity of Work 72
9 Summary of the Cluster Means 73
10 Mean Ratings and Standard Deviations of Responses on Salary 74
11 Mean Rating and Standard Deviations of Responses on Promotion 74
12 Mean Rating and Standard Deviations of Responses on Training 75
13 Mean Rating and Standard Deviations of
Responses on Work Environment
76
14 Mean Rating and Standard Deviations of
Responses on Leadership Style
76
15 Regression Table on Relationship between
Motivational Factors and Job Performance 77
16 Mean Ratings and Standard Deviations of Responses on the Problems Affecting Motivation and Job Performance 78
17 Mean Ratings and Standard Deviations of Responses on Strategies for Enhancing Motivation for Improved Job Performance 79
18 Correlation Table on Influence of
Motivational Factors on Job Performance
80
LIST OF FIGURES
Figure Page
1 Schematic Diagram of the Purposes of Performance Appraisal 42
2 Schematic Diagram of the Conceptual Framework 47
3 Maslow’s Hierarchy of Needs Diagram 51
ABSTRACT
The main
purpose of this study was to determine the relationship between motivational
factors and job performance of librarians in state-owned universities in North
Central Nigeria. The study was designed to determine the level of job
performance of librarians, their motivational factors, relationship between
motivational factors and respondents’ job performance, problems affecting
performance and strategies to enhance job of performance librarians. The study
was guided by five research questions and one null hypothesis. The population
of the study is 92 librarians in state-owned universities in North Central
Nigeria. No sampling was done in the research because the population was manageable.
Therefore, the entire population was used. The questionnaire tagged
Motivational Factors as Correlates of Job Performance of Librarians (MFAPL
) was developed and used to collect data
for the study. The questionnaire was validated by three experts from the University
of Nigeria, Nsukka and Federal University of Technology, Minna. A total of 84
out of 92 librarians in state-owned universities in North Central Nigeria
responded to the questionnaire. The overall reliability index of the instrument
was 0.83, indicating that the instrument was reliable. The questionnaire was
administered using research assistants after the researcher personally visited
each university. Means and standard deviations were used to answer the research
questions while Pearson Product Moment Correlation (PPMC) was used to test the
hypothesis formulated for the study at 0.05 level of significance. The major
finding of the study revealed that there is significant relationship between
motivational factors and job performance of librarians in state-owned
universities in North Central Nigeria and that their overall level of
performance of librarians was good. All the motivational factors had good
ratings. The study recommended the regular assessment of librarians’
performance, adequate motivation of librarians; sustenance of the tempo of librarian’s
performance by exploring better ways of job performance(s). In the same vein,
poor remunerations, delay in promotion, lack of staff training, bad university
policies such as discriminatory attitude towards library staff as evidenced in
the unwillingness to open opportunities for training among others were some
major factors hampering the performance of librarians. The study discussed
strategies for improving job performance such as empowerment of staff ( that is
giving employees freedom and authority to execute their jobs without overbearing
supervision) rewarding and recognising their efforts and sacrifices, evolving stimulating
working environment and welfare among others..
CHAPTER
ONE
INTRODUCTION
Background of the Study
Universities are
higher educational institutions where students undergo studies for the award of
degrees or diplomas. Among the major objectives of universities include
provision of high quality, comprehensive educational and training opportunities
that are relevant to the varying needs of the students. The university is also
dedicated to providing faculty, staff, and students with the environment and
infrastructures that help them develop. As
part of their objectives, universities help students and members of staff understand
and develop the necessary skills that will help them to excel in whatever path
they choose. In addition to the above mentioned objectives, universities
provide opportunities for students to understand their competencies,
aspirations and options through a variety of means, including personal
discussion with professional advisers that collaborate with the university
academic departments, colleges and relevant organizations in activities
designed to further the aims of the service. Universities recruit, train and
develop staff at various levels to enable those objectives to be met.
State-owned
universities are those universities established by states or equivalent
segments of a country. Such universities are established primarily to cater for
the indigenes to secure admission into them to further their education.
Establishment of state universities goes a long way in reducing student
admission problems since securing admission into federal universities has
become very difficult. State-owned universities award degrees and certificates
as federal universities do. The edict establishing these 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. Most of the
financial expenses of the state universities come from the state government.
Usually, the governor of the state is the visitor to the university.
Every university
irrespective of the type has a functional library. The library attached to the
university is referred to as a university library. University libraries are
identified by the university of which they are a part, serving the teaching and
research needs of students and staff. These libraries serve two complementary purposes:
to support the school’s curriculum and
to support the research of the university faculty and students. University libraries decide what focus they
take in collecting materials since no single library can supply everything.
University libraries
provide all of the following: an
organized collection of printed or other materials or combination thereof, a
staff trained to provide and interpret such materials as required to meet the
information, cultural, recreational or educational needs of clientele and the physical facilities necessary to support
such a collection, staff, and students. The library provides reference services
and all possible information needs for researchers, students, academic staff as
well as neighbouring communities, University libraries also provide technical
service such as book binding, printing, editorial and reprographic services. These
libraries ensure fast and quick accessibility to the available print and non
print information resources to staff and students at all times. Being one of the most important facilities in
any learning institution, a library is the centre for knowledge acquisition and
development in the university. In summary, services provided in a typical
university library include traditional ones like loan transactions, ancillary
services such as binding and photocopying, and current awareness services like
selective dissemination of information (SDI).
Librarians. manage
/organise, evaluate and disseminate information, providing support to members of
the university community including students, researchers and teaching staff. These
librarians may be responsible for a specific academic subject, developing
specialist knowledge and other functions such as resource ordering, loans,
specialist collections, ICT systems and library project. Their main role
involves facilitating and supporting learning by teaching information retrieval
skills to students and staff within classrooms or virtual learning environment.
Saka, Abubakar and Abubakar (2014) state that librarians in Nigerian
universities enjoy equal academic status / benefits like their counterparts
(faculty members) undertaking teaching and research functions as well as
scholarly contributing to knowledge. Edibo (2009) posited that academic
librarians in universities world-wide enjoy academic status like the faculty
members but must fulfil certain conditions in order to be promoted.
According to
Justine, James and Karen (2007), librarians spend considerable time working
with electronic resources involving data bases management and web development.
They are responsible for acquiring, organising, managing and distributing library
resources and ensuring that library provision meets the needs of all its users.
Academic librarianship is a people-focused role, requiring individuals to
manage learning resources while keeping the library users’ needs in mind. Their
duties vary considerably according to the size of the library, but typically 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 the library resources to users. One
is qualified to become a librarian especially those with a first degree other
than in librarianship must do a Masters in Library and Information Science. Librarians
are expected to possess strong IT skill, team work and management skills,
verbal communication skill and familiarity with the use of databases and the Internet.
However, these skills can only be well displayed if librarians are adequately motivated.
Everybody who
works in an organisation 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 people. Coleman
(1993) defined a job simply as a collection of tasks, duties and
responsibilities assigned to a position or individual in an organisation. Job
can also be seen as a set of duties and responsibilities whose completion
serves to further organisational objectives. The performance of a job is how
well or otherwise an individual undertakes the job. As Bassey (1999) observed,
job performance is a function of many variables and therefore subject to
numerous definitions and interpretations. Job performance is the actual workers
execution of assigned tasks. For purposes of this study, job performance is interpreted
as the act of performing a set of duties or responsibilities assigned to an
individual working in an organisation. Job performance is the sum-total of a
worker’s execution of assigned tasks. Job performance is central to the growth
and stability of an organisation. This is why it is important to find ways of
motivating employees.
Alhamdu
(2010) posits that a well-motivated
staff is a great asset to any organisation because he or she will always be
production-hungry, adding that 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. The effective
provision of information service for maximum utilisation by the academic
community depends on how the library is equipped and administered. This can
only be achieved when members of the library staff are hardworking and exhibit excellence
in the performance of their jobs. The professional job in the library is very
important and plays a significant role in the provision of efficient services
to library users. For professionals to render maximum service there must be
drive or motivation urging them to greater effort and excellence (Lawal, 2004).
It is a well known fact that a happy worker is a productive worker. This
suggests that the emotional state of a worker is significant for productivity, both
in the quantity and quality of service rendered by the worker.
Boxal and Purcel cited in Armstrong (2004), asserted that the level of
individual performance is a function of ability, motivation and opportunity
(AMO). People perform well when;
- They are able to do so
(they can do the job because they have the necessary abilities and skills).
- They have the
motivation to do so (they will do the job because they want to and are
adequately given the incentives).
- Their work environment
provides the necessary support and avenues for expression (for example
functional technology and the opportunity to be heard when problems occur).
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.
Efficient and
effective job performance of the librarian, who has an important place in the
information society, is crucial to the success of the university as an
intellectual mill. Aarabi,Subramaniam and Almintisir (2013) opined that it is
important that employers of labour know the primary needs of workers to manage
and address them towards great 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. Librarians seem to be characterized by a
strong obligation to meet the demands of users.
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 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. 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.
According
to Bates and Holton , cited in Armstrong
( 2006), performance is a multi-dimensional construct, the measurement
of which varies depending on a variety of factors. On individual basis, it is a
record of a person’s work or job accomplishments. However, accomplishing tasks
and performing at a high level can be a source of satisfaction, with feelings
of mastery and pride. The success of any organisation is directly related to
the performance, productivity and commitment of its employees. 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 realisation of the goals and objectives of
librarianship (Murray, 1992). How they
feel about the work they are doing and the results received from that work
directly impact on the organisation’s performance and ultimately its stability.
Low
performance and not achieving the goals might be experienced as dissatisfying.
Good performance could be enhanced or improved 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. Motivation is one of the most important
factors affecting human behaviour and performance. According to Aarabi, Subramaniam and Almintisir
(2013), motivation is a Latin word and it means ‘to make’. Psychologists
believe that motivation is the process that drives individuals towards
achieving a goal. Moreover, motivation gives a person a purpose and the drive
that he needs to achieve it. It helps people to push or pull from bad situations,
which are negative features in their lives. To
be effective, management needs to understand what motivates the professional
library staff within the context of the roles they perform. 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. Obisi (1996) in the book Personnel
‘Management defines motivation as the willingness to exert high levels of
effort toward organizational goals, conditioned by the ability to satisfy some
individual needs. In order to get librarians satisfied and committed to their
jobs, there is need for strong and effective motivation at various levels,
departments, and sections of the library.
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. 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.
Motivational factors are the drivers
of human behaviour related to the intrinsic nature of the work, and also necessarily
to the surrounding circumstances or environment. They refer to the dynamics of
behaviour which involves people’s needs, desires and ambitions in life. Other
motivating factors include salary, promotion, training, work environment and leadership
styles. One may ask if money actually demotivates? Some have argued that it
does; that there is a natural tension between extrinsic and intrinsic motives,
and that financial rewards can ultimately depress or crowd out intrinsic goals
(e.g. enjoyment, sheer curiosity, learning or personal challenges). A promotion
refers to the advancement of an employee’s rank or position in a hierarchical
structure. Job promotions usually include a new job title, a greater number of
responsibilities and a pay increase.
Employee training
is a tool that managers can utilise to help enhance employee’s performance. The
challenge for the employers of labour is to design training options that give
employees the information or skills they need and then measure whether those
training options are effective in producing desired outcomes. Employees can
receive two kinds of training to improve their performance. First the
organisation can offer general training to give employees new knowledge and
skills, which will be transferable to any future job. Second, the organisation
can offer training in skills specific to its technologies and new processes. The
effect of training on job performance is great. Training is designed to provide
employees with the knowledge and skills needed for their present job because
few people come to the job with the complete knowledge and experience necessary
to perform their assigned job. Training facilitates self- development and also
provides opportunities for career development. Every employee has a desire to
grow, develop and rise higher. This desire should be exploited fully in motivating
employees to perform better. In fact, there is an increasing awareness in
organisations that the investment in training could improve organisational
performance in terms of increased productivity. Training raises the worker’s
productivity. Most organisations invest in training because they believe that
it brings about higher performance. Employers should design training options to
motivate workers of all types, minimises their error rate, absenteeism and give
them feedback during training.
Each employee or
group of employees must be assessed for training needs. Accordingly, Audra
(2010), states that managers and supervisors operate under the mistaken
impression that the level of employee performance on the job is proportional to
the size of the employee’s pay packet. Although this may be true in some cases,
numerous employee surveys have shown this to be untrue. In fact, salary
increases and bonuses for performance, in many instances, have a very limited
short-term effect. The extra money soon comes to be
