Total Rewards and Its Influence on Job Satisfaction and Organisational Commitment in Higher Education

2020 ◽  
Vol 43 ◽  
Author(s):  
Calvin Mabaso
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Tertiary Education ◽  
Higher Education Institutions ◽  
Academic Staff ◽  
Systematic Sampling ◽  
Organisational Commitment ◽  
Data Set ◽  
Total Rewards ◽  
The Relationship

The shortage of academic staff and the inability of higher education institutions to attract and retain highly qualified talent are critical problems in tertiary education. With the aim of addressing these issues, this article investigates the relationship between total rewards, job satisfaction and organisational commitment in higher education institutions in South Africa. A survey design was used in the study that was conducted. The systematic sampling technique was used to obtain the sample (N = 279) from two universities of technology. The measuring instruments used were the Total Rewards Questionnaire based on the World at Work Total Rewards Model, the Job Satisfaction Survey and the Organisational Commitment Questionnaire. Using the SPSS 24 and AMOS 24 software programs, structural equation modelling (SEM) was performed to analyse the data set. The results revealed that some elements of total rewards had a strong relationship with job satisfaction and organisational commitment among academic staff. The contribution of this study was to enhance the comprehension of existing literature on the relationship between the predictor variables (total rewards elements), job satisfaction and organisational commitment. The findings provided evidence that total rewards played a major role in influencing both job satisfaction and organisational commitment in higher education institutions. Therefore, the rewards specialists in universities of technology could apply a total rewards system to maintain, or even promote, academics’ job satisfaction and organisational commitment.  

scholarly journals Total rewards and its effects on organisational commitment in higher education institutions

2018 ◽  
Vol 16 ◽  
Author(s):  
Calvin M. Mabaso ◽  
Bongani I. Dlamini
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
Higher Education Institutions ◽  
Academic Staff ◽  
Organisational Commitment ◽  
Life Balance ◽  
Career Opportunities ◽  
Total Rewards ◽  
Talent Retention ◽  
The Impact

Orientation: Retaining staff with special endeavours within higher education institutions has become a top priority and crucial for any organisational productivity and competiveness. Attracting and retaining talent has remained a critical and complex issue for human capital management in organisations.Research purpose: The purpose of this study was to investigate the impact of total rewards on organisational commitment measured by Total Rewards Scale and Organisational Commitment Questionnaire.Motivation for the study: There is paucity in research on the impact of total rewards on organisational commitment. Commitment of academic staff is significant as higher education institutions are influential in the development of a country.Research design, approach and method: This study employed the quantitative research method using a survey design. A semi-structured questionnaire was used to collect survey data. A sample of 279 academic staff, which was the total population of participants, was selected for this study.Main findings: Results show a positive and significant correlation between elements of total rewards (performance management, 0.387; recognition, 0.335; talent development and career opportunities, 0.328; compensation, 0.231; benefits, 0.213; work–life balance, 0.024) and organisational commitment. A variance of 52.3% of total rewards explained organisational commitment. Performance management, compensation, benefits, recognition, talent development and career opportunities significantly predicted organisational commitment. However, work–life balance indicated a negative effect on organisational commitment.Practical managerial implications: Findings of the study has implications to managers because they have to encourage and promote total rewards in order to enforce talent retention within higher education institutions for the benefit of both institutions and employees.Contribution: The results are important to managers with great interest in talent retention and can be used as guideline to develop rewards strategy.

scholarly journals The Relationship between Psychological Capital, Job Performance and Job Satisfaction in Higher Education Institutions Offering Sports Education

2020 ◽  
Vol 10 (3) ◽  
pp. 57
Author(s):  
Yunus Sinan Biricik
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Job Performance ◽  
Organizational Behavior ◽  
Psychological Capital ◽  
Higher Education Institutions ◽  
Academic Staff ◽  
Positive Correlation ◽  
Sports Science ◽  
The Relationship

Psychological capital, which is one of the developing areas of positive organizational behavior, is seen as a psychological resource that can encourage development and performance among employees. In the field of sports education, increasing the psychological capital levels of the employees and increasing the performance and job satisfaction can be effective. The aim of this study is to determine the psychological capital, job performance and job satisfaction levels of academic staff working in higher education institutions offering sports education in terms of various variables and to examine the relationship between them. The study sample consisted of a total of 122 sports science academicians, including 30 female and 92 males, who worked in different regions of Turkey. The Organizational Psychological Capital Scale, Job Performance and Job Satisfaction Scales were used as data collection tools in the study. The data were analyzed using descriptive statistics, t-test, ANOVA, Tukey HSD and correlation test. According to the findings obtained in the research, a high level of positive correlation was found between the psychological capital dimensions and job performance. Again, a moderately positive correlation was found between the psychological resilience, hope and self-efficacy dimensions of the psychological capital and job satisfaction. 

scholarly journals The Effect of Job Satisfaction on the Organisational Commitment of Administrators

2018 ◽  
Vol 9 (6(J)) ◽  
pp. 188-198
Author(s):  
L J Thabane ◽  
P Q Radebe ◽  
M. Dhurup
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Strong Correlation ◽  
Affective Commitment ◽  
Administrative Staff ◽  
Organisational Commitment ◽  
Moral Imperative ◽  
Continuance Commitment ◽  
The Relationship ◽  
Overall Job Satisfaction

Administrators are an important human resource in Higher Education because they perform various duties that are critical to the daily operations of universities. In light of this, organisational commitment and job satisfaction of administrators are essential for the efficiency and effectiveness of universities. Notwithstanding the critical relevance and necessity of organisational commitment and job satisfaction, there is evidence of paucity of research on these areas among administrative staff in the South African higher education sector. The objective of this study was to examine the relationship between organisational commitment and overall job satisfaction on the organisational commitment of administrators at a university in Gauteng. To achieve the aforementioned objective, a quantitative survey approach was used to examine the relationship between overall job satisfaction and organisational commitment. The selfadministered structured questionnaires were issued to 383 administrative staff members. Descriptive statistics was utilised to assess the levels of both organisational commitment and job satisfaction, results of which revealed that administrators were satisfied with and committed to the university. Spearman’s rho correlation analysis showed that there was a strong correlation between affective commitment and job satisfaction; and moderate correlations between job satisfaction and moral imperative. Similar strong correlation was observed between indebted obligation and job satisfaction. Conversely, a weak correlation occurred between job satisfaction and continuance commitment. Regression coefficients indicated that job satisfaction contributed positively to the prediction of affective commitment, moral imperative, indebted obligation and continuance commitment. Based on these findings, the recommendations and future research opportunities were suggested.

Training and development climate and administrative employees' productivity in higher education

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Paul Tristen Balwant ◽  
Rebecca Mohammed ◽  
Riann Singh
Keyword(s):  
Higher Education ◽  
Employee Engagement ◽  
Tertiary Education ◽  
Higher Education Institutions ◽  
Supervisor Support ◽  
Training And Development ◽  
Employee Productivity ◽  
Content Type ◽  
Administrative Employees ◽  
The Relationship

PurposeThe purpose of the present study is to investigate mediating mechanisms in the relationship between the training and development climate at higher education institutions and administrative employees' productivity. Organizational identification theory and the job demands-resources model are used to investigate supervisor support, employees' motivation to learn and employee engagement as mediators.Design/methodology/approachSurvey research was used to collect data from 289 administrative staff members employed at five higher education institutions in Trinidad and Tobago.FindingsThe findings supported the hypothesized mediating role of supervisor support, employees' motivation to learn and employee engagement in the relationship between organizations' training and development climate and employee productivity.Social implicationsProductivity is a major problem in Trinidad and Tobago. In Trinidad and Tobago's higher education sector, productivity deficiencies are particularly problematic because of the gradual reduction in government subsidies. Therefore, higher education institutions must improve productivity, particularly administrative employees' productivity, in order to compete with local and international tertiary education institutions. This study contributes to Trinidad and Tobago's society by showing the importance of both a positive training and development climate and supervisor support to influence administrative employees' affective states and productivity in tertiary education institutions.Originality/valueThis study adds to existing research on training and development and employee productivity by introducing novel and theoretically sound mediators to clarify how the relationship between a higher education institution's training and development climate and its administrative employees' productivity unfolds.

The Pan African Planetary and Space Science Network – PAPSSN

2021 ◽  
Author(s):  
Fulvio Franchi
Keyword(s):  
Higher Education ◽  
Tertiary Education ◽  
Addis Ababa ◽  
Higher Education Institutions ◽  
Academic Staff ◽  
Science And Technology ◽  
Space Science ◽  
Support Staff ◽  
High Tech ◽  
Pan African

<p>Planetary and Space Science, and Technology (PSST) are playing a vital role in driving the Knowledge Economy and the 4<sup>th</sup> Industrial Revolution in Africa. An actioned commitment to PSST leads to greater security, safety, and agricultural productivity and drives human capital development (HCD) in high-tech sectors of the economy. PSST enthuses young people to pursue studies and ensuing careers in science, technology, engineering and mathematics (STEM). PSST for Africa means not only blue-sky research and skilled graduates in STEM disciplines but is also linked to socio-economic development as many countries have seen already the benefits for PSS technology and industry for agriculture projects, earth observation, communication networks, monitoring/prevention of disaster and geohazard, space defence and telemedicine amongst others.</p> <p>To fulfil the ambitious goals set by the African countries in their space strategy documents, there is a desperate need of graduates in STEM-related disciplines, including PSST. Africa’s current stock of graduates with secondary- and tertiary-level skills is still highly skewed towards the humanities and social sciences, while the proportion of students in STEM averages less than 25%. Beyond the shortage of graduates in the PSST field, the development of a pan-African PSST agenda is hampered by the lack of coordination of the Higher Education Institutions that are currently offering PSST programmes and by the lack of standardization of such programmes and internationalization of the Institutions themselves.</p> <p>The Pan-Africa Planetary and Space Science Network (PAPSSN) aims to fill this gaps by implementing a continent-wide mobility scheme for students, academic staff and support staff working in any field related to PSST. The PAPSSN is a consortium composed of Higher Education Institutions and associated partners from Botswana (Botswana International University of Science and Technology, BIUST), Ethiopia (Addis Ababa University, AAU), Nigeria (University of Nigeria Nsukka, UNN), South Africa (University of the Witwatersrand, Wits) and Zambia (Copperbelt University, CBU).</p> <p>The PAPSSN project presents an innovative solution to the shortage of soft skills in Africa as it concentrates upon the consolidation of PSST in the area of remote sensing from space, planetary science, planetary geology, astrobiology, satellite technologies, astronomy and astrophysics, within the tertiary education system across the continent.</p> <p>The overarching objective of PAPSSN is to support the development of a skilled and innovative graduate students’ community and improve their job preparedness for the growing PSST labor market and foster their capacity of operating local infrastructure, generating local data and engaging with the international community of scientists and entrepreneurs.</p> <p>The PAPSSN project will sponsor a total of 65 bursaries over the next 5 years, including 36 MSc, 14 PhD and 15 for staff (academic and support staff). In conclusion, we believe that PAPSSN will improve the employability of students through a mobility programme that will prepare them for leading roles in the future PSST market that is expected to develop across Africa over the next decades.</p>

scholarly journals The effect of leader-member exchange on job performance of academic staff: An empirical evidence from higher education institutions

2018 ◽  
Vol 15 (2) ◽  
pp. 1129
Author(s):  
Mehdi Duyan ◽  
Süleyman Murat Yıldız
Keyword(s):  
Higher Education ◽  
Job Performance ◽  
Higher Education Institutions ◽  
Academic Staff ◽  
Empirical Studies ◽  
Educational Institutions ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Team Productivity ◽  
The Relationship

Recently, the relationship between leader-member exchange and job performance has become more interesting subject among researchers. However, the literature has a paucity of empirical studies conducted in the higher education institutions; therefore, the relationship between these two variables is not clear. Hence, the purpose of this study was to examine the effect of leader-member exchange on the job performance of academic staff in higher educational institutions. The data for the study were collected from the academic staff (n=174) of five faculties of sport sciences in Turkey. The LMX-7 scale developed by Scandura and Graen (1984) was used to determine the quality of the interactions between leaders (i.e., administrators) and members (i.e., academic staff). Sigler and Pearson’s (2000) job performance scale, which is a modified version of Kirkman and Rosen’s (1999) team productivity scale, was used to measure job performance. The findings exposed a statistically significant positive effect of leader-member exchange on job performance (p<0.05).

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