IJARP SJIF(2018): 4.908

International Journal of Advanced Research and Publications!

Effect Of Compensation On The Work Performance Of Junior Staff Of The University Of Cape Coast

Volume 4 - Issue 5, May 2020 Edition
[Download Full Paper]

Author(s)
John Kojo Sam
Keywords
Compensation, Junior Staff, Staff Commitment, Staff Satisfaction, Work Performance
Abstract
The purpose of the study was to examine the effect of compensation systems on the work performance of employees (junior staff) of the University of Cape Coast, Ghana. The sample size for the study was 346. Stratified random sampling technique was used to select the junior staff. Also, 24 administrators were selected purposively to help collect data from the respondents. Questionnaire and an annual assessment form were the instruments used in collecting data. Both descriptive and inferential statistics were used in analysing the data. Findings from the study show that junior staff have positive view on the University’s compensation packages as a whole. However, junior staff view on the University’s compensation packages do not influence employees’ work performance directly. It does so only if it boosts their level of satisfaction which in turn boost their commitment to the University and in the long run increase their work performance. It was recommended to management of the University to ensure a congenial environment and improved its compensation packages, especially non-financial, to encourage and motivate staff to be committed to the University which will leads to a significant increase in the work performance of the staff.
References
[1]. Abugre, J. B., & Sarwar, S. (2013). The influence of rewards on job satisfaction in the service industry. The Business and Management Review, 3(2), 1-9.

[2]. Armstrong, M. (2006). A handbook of human resource management practice (10th ed.). New York: Kogan Page Limited.

[3]. Baah, Y. (2017). The single spine salary structure: is it the solution to the public sector compensation crisis? Ghana Trades Union Congress Policy Bulletin, 13(2), 1-12.

[4]. Bernadin, H. J. (2017). Human resource management: An exponential approach (5th ed.). New York: McGraw-Hill Irwin.

[5]. Fair Wages and Salaries Commission (FWSC, 2019). Annual report: Monitoring and evaluation. Unpublished report, FWSC, Accra, Ghana.

[6]. Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities: Educational and psychological measurement. New York: Sage Publications Inc.

[7]. Martin, J. (2015). Organisational behaviour and management (2nd ed.). Bedford Row, London: Thompson.

[8]. Mathis, R. L., & Jackson, J. H. (2017). Human resource management (2nd ed.). Mason, Ohio: South-Western College Publishing.

[9]. Milkovich, G. T., & Newman, J. M. (2018). Compensation (10th ed.). New York: McGraw-Hill.

[10]. National Accreditation Board (NAB, 2019). Tertiary education statistics report: Composite statistical report on all categories of tertiary educational institutions in Ghana for the 2016/2017 academic year. Accra, Ghana: NAB.

[11]. Ofosu, U. (2018). Staff motivation, commitment and performance. Unpublished master’s thesis, Department of Management Studies, School of Business, University of Nigeria, Nsukka.

[12]. Quartey, S. H., & Attiogbe, E. J. (2013). Is there a link between compensation packages and job performance in the Ghana Police Service? African Journal of Business Management, 7(44), 4398-4406.

[13]. Saani, A-J. (2013). Influence of compensation and supervision on private basic school teachers performance in Ashaiman Municipality. International Journal of Business and Social Science, 4(17), 64-69.

[14]. Sajuyigbe, A. S., Olaoye, B. O., & Adeyemi, M. A. (2013). Impact of reward on employees’ performance in selected manufacturing companies in Ibadan, Oyo State, Nigeria. International Journal of Arts and Commerce, 2(2), 31-45.

[15]. Shields, J. (2017). Managing employee performance and reward concepts: Practices and strategies. New York: Cambridge University Press.

[16]. Sarwar, S., & Abugri, J. (2013). The influence of rewards and job satisfaction on employees in the service industry. The Business Management Review, 3(1), 23-39.

[17]. Veling, H., & Aarts, H. (2010). Cueing task goals and earning money: Relatively high monetary rewards reduce failures to act on goals in a Stoop task. Motivation and Emotion, 34(2), 184-190.

[18]. Yamoah, E. E. (2013). Relationship between compensation and employee productivity. Singaporean Journal of Business Economics and Management studies, 2(1), 23-47.