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International Journal of Research and Innovation in Social Science (IJRISS) |Volume VI, Issue XI, November 2022|ISSN 2454-6186

Non- Financial Incentive, Commitment and Employee Performance; a Study of Non-Academic Staff of The University of Jos.

Yusuf, Yunana Pindar, Dr. Kusa Nanfa Danjuma, Nanven Jephthah Gambo
Department of Business Administration, University of Jos, Nigeria.

IJRISS Call for paper

Abstract: Motivating employees is no doubt has an impact on the productivity of an organization, but the extent of the motivation is the gap that this study focuses on. Incentive systems play a key role in motivating employees in an organization. Motivating employees to work energetically is beneficial to the organization while employees, on the other hand, are systematically satisfied with the level of the job done. This study centered on the effect of non-financial incentives on employee’s performance among non-academic staff of university of Jos. Three hundred and seven (307) participants were stratified across the two cadres of employees (senior and junior staff) of the university non-academic staff. Participants were stratified and equally were randomly selected from the pool of respondents. The survey method was used to generate required data from the respondents, using and with the aid of a well-structured questionnaire. The data generated were analyzed using the regression method. The study reveals that there is a significant impact of non-financial incentive system, commitment on the non-academic staff at the University of Jos.

Keywords: financial incentive, non-financial incentive, commitment, and performance.


Today’s organizations consider employee performance as one of their topmost priorities. Organizations consequently make a great effort to encourage and enhance employee commitment which in turn increases employee performance (Torrington & Hall, 2008). According to Armstrong (2010) employee performance refers to proper completion of tasks at work and the results achieved, this is usually interrelated with the organizations strategic goals, customer satisfaction and economics contributions. When employee performance is high, the general performance of the organisation will also increase (Hueryren & Dachuan, 2012). According to Armstrong (2010) monetary and non-monetary incentives have a positive effect on employee performance with the effect of employee commitment. Achieving high employee commitment through offering incentives to employees promotes employee performance (Chiang & Birtch, 2008).
Furthermore, Tumwet, 2013 opines that managing employee performance in most organizations has habitually concentrated on evaluating employee performance and enhancing incentives offered to the employees. Better incentives will lead to improved and effective employee performance, which is realized as a result of the interaction