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INFLUENCE
OF JOB-RELATED FACTORS ON THE PERFORMANCE OF ACADEMIC STAFF IN NIGERIA
Chapter
One
Introduction
1.1
Background to the Study
In 1981, National Policy on Education
postulated that education is the greatest investment that the nation can make
for the quick development of its economic, political, sociological and human
resources. Among the various educational institutions through which the nation
hopes to achieve its vision is the Colleges of Education. The Nigerian colleges
of education are institutions saddled with the responsibilities of producing
teachers with Nigeria Certificate of Education (N.C.E) which is the minimum
entry qualification into the teaching profession in the country. These
categories of teachers are meant to teach pupils from Basic 1 to 9, that is, 6
years in primary school and 3 years in junior secondary school. An important
resource to any higher institution of learning is its academic staff as they
play regular role that cannot be underestimated. Nowadays, the desire for a
high level of academic performance puts a lot of pressure on academic staff,
schools and in general the education system itself. In fact, it appears as if
the whole education revolves round the performance of teaching staff, though
various other outcomes are also expected from the system. Academic staff job
performance can be regarded as an index of lecturer effectiveness, which refers
to relationship between the characteristics of teaching and its effect on
educational outcome in classroom teaching (Alabi, Murtala, & Lawal,
2012).The academic staff performance may be reflected by the student academic
performance, the number of academic publications and various academic
conferences attended. To Platt (2010), the performance of employees is a
combination result of effort, ability, and perception of tasks. It is
imperative for organizational outcomes and success. However, a number of
factors may influence employees performance and these includes burnout (Khdour,
Durrah & Harris, 2015 & Pourkiani, Farahmand & Pour, 2014),
organizational justice (Costa & Costa, 2014; Manouchehri, Branch, &
Katoul, 2014), compensation (Baba, 2015; Osibanjo, Adeniji, & Olubusayo,
2014; Ramzan, Zubair, Ali, & Arslan, 2014), training and development
(Alice, 2014; Al-mzary, Mohammad, Mohammed, & Eid, 2015; Hafeez &
Akbar, 2015; Khan, Osama, Haseeb, Waseem, Ayaz & Ijaz, 2016) and
organization environmental support. Job burnout is a state of physical,
emotional and mental exhaustion that arises from successive emotional stress
and will be more intense fighting with others for long periods. It describes
the stress of being out of forbearance in employment opportunities that there
will be no longer effective operation and fertility. In this situation it is
possible that people become pessimists and if they cannot deal with the source
of stress they may mainly just do gestures (Swider& Zimmerman, 2010) Job
burnout is a sweeping and general phenomenon that is resulted from unique
interaction of the character of the person with the environment and its result
is a loss of motivation, enthusiasm, energy and a decrease in live performance.
It should be noted that job burnout is not just exhaustion after intense
pressure from work but it can spread his overall style of life and his waking
hours. According to Pourkiani (2014), burnout has many effects on personal and
family lives, some most important of these effects are absenteeism from work,
regular delays and disagreement in both the home and workplace, changing jobs
and eventually leaving job and where this arise, employees performance is
hampered.
Organizational justice is an essential factor associated with the success of every organization. Akanbi and Ofoegbu (2013) opined that in order to keep employees committed to the organization, the organization needs to be fair in its system regarding organizational justice. Organizational justice perception is one of the important determinants of employee’s perception of organizational commitment and puts stronger impact on different attitudes of the employees like turnover intentions, absenteeism, role breadth, job satisfaction, job performance, leader-member exchange, trust, leadership and organizational commitment(Ali, 2016). Similarly, Tan (2014)observed that employees with high perception of organizational justice are likely to show positive behaviors, while those with negative perception tend to show behaviors such as decreased effort and reduced commitment to their organization and their jobs. Organizational justice deals with the rules developed to distribute or to take decisions on allocation of acquisitions like tasks, goods, services, rewards, punishments, organizational positions, opportunities and roles among workers and group norms that constitute the basis for these rules.
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