TABLE OF CONTENTS
Abstract
CHAPTER ONE
1.0 Introduction
1.1 Background of Study
1.2 Statement of Problems
1.3 Research Objectives
1.4 Research Question
1.5 Research Hypothesis
1.6 Scope of Study
1.7 Significance of study
1.8 Limitation of study
1.9 Definition of terms
CHAPTER TWO
2.0 Literature Review
CHAPTER THREE
3.0 Research methodology
3.1 Research Design
3.2 Population of study
3.3 Sampling Design and Procedure
3.4 Data Collection Instrument
3.5 Administration of Data Collection Instrument
3.6 Methods of data analysis
CHAPTER FOUR
4.0 Data Presentation and Analysis
4.1 Data Presentation
4.2 Test of Hypothesis
CHAPTER FIVE
5.0 Summary, Conclusion and Recommendation
5.1 Summary
5.2 Conclusion
5.3 Recommendation
References
Questionnaire
CHAPTER ONE
INTRODUCTION
Background to the Study
Universities all over the world have the prime objectives of imparting knowledge and producing sound intellectuals through teaching, research and community services. To effectively deliver these objectives, qualified and competent academics are harnessed. However, academic staff can only reach the peak performance if they are adequately motivated assuming that the issue of competence is taken as given. Therefore, effective job performance by the academic staff can only lead to the realization of the broad objectives for which universities are established.
Fabunmi (2005) maintained that the success of university system depends (not totally) on various environmental factors such as the available infrastructure, location of the school, the classroom condition, the architectural design of the school, the availability of standard library for studies and research and so on. She also, mentioned that the condition of the home of any university employee plays a crucial role in getting an optimal performance from the employee.
The home of an employee can be seen in the light of physical and psychological condition of the house or where the employee lives. This has to do with the relationship and the effect of family, friends and the community on an employee. Albert (2008) defined home as a complex term that can encompass every activities that one does outside workplace. He believed that home is part of one’s journey to workplace, the environment that the employee lives, the people he lives with, the experience with neighbours, welfare of in-laws, friends and even where he worships, as some religious believes have a significant influence on workplace practices.
However, Voydancoff (2008) posited that meeting the often incompatible demand of family and work may create family-work conflict. For example, working long hours may prevent adequate performance of family responsibilities. Employee’s position in the family, marital status, marital expectations for example, when an employee has a problem with child bearing all these can have a psychological effect on the employee and are factors that often bring frictions between home and job. Jokotoye (2001) opined that some parents often frown at their daughters’ ambition of having their doctoral degree which would enhance their performance at work as such parents believe that men will be intimidated by their daughters’ achievement and would not be able to get husband. Ill-health of family member may also interfere with work as illness of one’s child may prevent attendance at work or make one to lose concentration at work.
Job performance is the ability of an employee to render effectively such services that he is paid to do. Lombardi (2012) is of the view that the price of success is hard work, dedication and commitment to job at hand and determination that whether win or lose; we have applied the best of ourselves to the task at hand. Organization performance is the desire and ability on the part of employee to remain committed to the task agreed upon and given while diligently carrying out those tasks with no extra cost on the employer. While job commitment is a bond that links employee to the job, job performance can be seen as ability to deliver the service effectively and efficiently. Meyer and Allen (1997) classify employee performance into two groups, one group as Job Effective Performance while another group of employees may display Normative Way of Performance.
Adams (2004) argued that employees who are not performing in their jobs sometimes feel that they are treating their employers unfairly while some would eventually engage in withdrawal behaviour, which is a set of action employees perform to avoid the work situation-behaviour that may later culminate in quitting the job or being sacked. Job performance is individual psychological and physical contribution to the job. It is therefore necessary to improve what workers contribute in workplace so that maximum utilization of resources could be achieved.
However, Rogers (2000) advocated that one should never continue in a job which one feels that one is not performing, if one is not happy with one’s performance and in what one is doing, one will not have an inner peace. To Meyer (2012), performance is never an accident. It is always the result of the commitment to excellence, intelligent planning and focused effort. Lombardi (1997), in his own view, felt that the quality of person’s life is in direct proportion to their excellent performance, regardless of their chosen field of endeavors.