Dr. Ongesa Tom Nyamboga
Lecturer, Kampala International University
DOI : https://doi.org/10.47191/ijmra/v7-i03-65Google Scholar Download Pdf
ABSTRACT:
Non-academic staff contribute significantly to the effective functioning of universities across the globe, supporting the institution's mission of education, research, and service to society. Their roles are diverse and essential, helping to create a supportive and conducive environment for academic excellence and student success. Their performance is aligned with broader national development priorities and the global agenda set forth by the SDGs. Their contributions are essential for advancing education, fostering innovation, promoting sustainable development, and building inclusive societies. By recognizing and supporting the role of non-academic staff, governments and institutions can better harness their potential to contribute to positive social, economic, and environmental outcomes. By facilitating access to quality education, they help build the knowledge and skills necessary for individuals to participate effectively in society and contribute to economic development. Unlike academic staff, whose work is more closely tied to research and teaching, the roles of non-academic staff, may not always be as directly connected to the core mission of the institution. This disconnect has led to several challenges that demotivate the work of non-teaching staffs. The purpose of this study was to examine the extent to which employee recognition strategy has influenced the performance of non-academic staff in the UOE, in Kenya. The study based on a quantitative research approach and underpinned by Maslow Theory of Motivation. The researcher used a correlational research design to establish the relationship between the study variables. The target population of this study comprised all the 208 permanent non-teaching staff in the university of Eldoret from which 137 were picked as sample size of the study Yamane formula. Stratified random sampling and simple random samplings were used to select respondents for the study. The study used structured self-administered questionnaires as its main primary data collection tool. Descriptive and inferential statistics were used to analyze data with the aid of the Statistical Package for Social Sciences (SPSS) version 25. Descriptive statistics included percentages, frequencies, mean and standard deviation. Inferentially, regression analysis was applied to get the changes in dependent variable caused by the influence of independent variables. Analyzed data was presented in form of tables, suitable graphs based on the APA format. The study results revealed that there was positive linear effect of influence of recognition on employee’s performance (β1=0.798, p=0.000 < 0.05). The study concluded that there is a significant relationship between recognition and performance of non-academic staff in the University of Eldoret.
KEYWORDS:Recognition, Performance, Non-teaching staff, University, Strategy.
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