Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 33104
Job Satisfaction and Motivation as Predictors of Lecturers’ Effectiveness in Nigeria Police Academy
Authors: Abdulkareem Hussein Bibire
Abstract:
Job satisfaction and motivation have been given an important attention in psychology because they are seen as main instruments in maintaining organizational growth and development; they are also used to accomplish organizational aims and objectives. However, it has been observed that some institutions failed in motivating and stimulating their workers; in contrast, workers may be motivated but not satisfied with the job and failed to perform efficiently and effectively. It is hoped that the study of this nature would be of significance value to all stakeholders in education specifically, lecturers in higher institutions in Nigeria. Also, it is hoped that the findings of this study will enhance lecturers’ effectiveness and performance in discharging their duties. In the light of the above statements, this study investigated whether job satisfaction and motivation predict lecturers’ effectiveness in Nigeria Police Academy, Wudil, Kano State. Correlational research method was adopted for the study, while purposive sampling technique was used to choose the institution and the sampled lectures (70). Simple random sampling technique was used to select one hundred cadets across the academy. Two instruments were used to elicit information from both lecturers and cadets. These were job satisfaction and motivation; and lecturers’ effectiveness Questionnaires. The instruments were subjected to pilot testing and found to have reliability coefficient of 0.69 and 0.71 respectively. The results of the study revealed that there was a significance relationship among job satisfaction, motivation and lecturers effectiveness in Nigeria Police Academy. There was a significance relationship between job satisfaction and lecturers’ effectiveness in Nigeria Police Academy the cal r is 0.21 while the crt r is 0.19. at p<0.05 and; there was a significance relationship between job motivation and lecturers effectiveness in Nigeria Police Academy the cal r is 0.20 while the crt r is 0.19 at p<0.05This study therefore concluded that there was a significance relationship among job satisfaction, motivation and lecturers effectiveness in Nigeria Police Academy. Based on the data collected, collated and analyzed Recommendations were made for both the lecturers and the Academy management. It is also suggested that lecturers should be industrious in their primary assignment in other to make values to cadets lives and career. And management should also try to enhance lecturers performance by more motivational needs for the lecturers.Keywords: Satisfaction, motivation, lecturer effectiveness, academy.
Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1110407
Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 2135References:
[1] S. A. Agbona, Influence of normative and participatory administrative strategies in secondary school teachers commitment to duties in Kwara State. University of Ilorin, (Unpublished Ph. D thesis, University of Ilorin, Nigeria) 2009.
[2] S Anna, & S. Sanni, Employee satisfaction and work motivation. A published project submitted to the Mikkali University of Applied Sciences.2010.
[3] C. O. Daramola, & S. A. Agbonna, Job Motivation as Correlate of Job Satisfaction among Academic Staff of Higher Institutions in Kwara State, Nigeria. Journal of Research in Education 2011 (1), P 36-41.
[4] G. Dessler, Management: Leading People and Organization in the 21st Century. Harlow: Prentice Hall. 2001.
[5] C. S. Dweck, Self-theories: Their role in Motivation, Personality, and Development. Philadelphia, PA: Psychology Press, 1999.
[6] XEvans, Teacher morale, job satisfaction and motivation. London: Paul Chapman Publishing Ltd,.1998
[7] V. F Filak, & K. M. Sheldon, Student Psychological Need Satisfaction and College Teacher-Course Evaluations. Educational Psychology, (2003)23, (3), P 235-247.
[8] P. Ifinedo, Employee Motivation and Job Satisfaction in Finnish Organizations: A Study of Employees in the Oulu Region, Finland. Master of Business Administration Thesis, University of London,.2003
[9] A. Khaleque; M. M. Hossain; & M. E. Hoque, Job satisfaction, fatigue and performance of industrial workers. Psychological Studies, (1992). J 37, p 136—141.
[10] M. Mäenpää, Teachers of English in Finnish upper secondary general school and their job satisfaction. Pro Gradu Thesis. University of Jyväskylä, Department of Languages.2005
[11] J. P; Mayers, S. V. Pavinomen; Gallatly, I. R; Goffin, R. D & Jackson, D. N (1989).Organizational commitment and job performance. Its nature of the commitment that counts. Journal of applied psychology 74, 152- 156.
[12] A. O. Ogunbanjo, Job satisfaction, job motivation and organizational climate as determinants of teachers turnover intention: Implication for Mental Health. Journal of the Nigeria Society of educational psychologists 2010, 8, P 49-55.
[13] N. P. Ololube. Professionalism: An Institutional Approach to Teachers’ Job Effectiveness in Nigerian Schools. Paper Presented at the Seventh International LL in E Conference, 2004.
[14] B. A. Omotosho, I. O. Olayinwola; & O. Onadiji, Teachers’ Effectiveness in maintaining standards in Private Schools. Nigeria Journal of Educational Research and Evaluation, 201211, (2), P 1-12.
[15] Onabanjo, Commitment of teaching through proper training. Teachers’ journal 20051, P 14.
[16] P. E. Spector, Job satisfaction: application, assessment, cause, and consequences. USA. SAGE Publications, Inc., 1997.
[17] A. Tella, C. O. Ayeni, & S. O. Popoola, Working motivation, job satisfaction, and organizational commitment of Library personnel in academic and research libraries in Oyo State, Nigeria. Library philosophy and practice, 2007
[18] A. A. Ujo, Social research: a non-quantitative approach. Nigeria: Anyaotu Enterprise and publisher Ltd.2000.
[19] H. M. Weiss, De-constructing job satisfaction: Separating evaluations, beliefs and affective experiences. Human Resources Management Review, 2002 12, P173-194.