JOB MOTIVATION AND MANAGERIAL PRACTICES: THEIR INFLUENCE ON STATE HIGHER EDUCATION INSTITUTIONS FACULTY PERFORMANCE

Abstract

This study aimed to determine the job motivation and managerial practices: their influence on State Higher Education Institutions faculty performance in Region X11. Specifically, it determined the level of job motivation of the administrators; their degree of managerial practices; the level of faculty performance; significant influence of job motivation on faculty performance; significant influence of managerial practices on faculty performance; and significant influence of job motivation on the managerial practices. Respondents were 77 administrators and 243 permanent faculty. Mean was used to determine the level of job motivation, managerial practices, and faculty performance; while multiple regression analysis to test the hypotheses of the study. The findings showed that job motivation significantly influenced the faculty performance in instruction and extension. Intrinsic motivation turned out the best predictor for instruction and research; whereas, extrinsic motivation was on production. Job motivation significantly influenced the managerial practices particularly planning. Intrinsic motivation came out most significant predictor on managerial practices in planning and controlling; whereas, extrinsic motivation on planning and organizing. Managerial practices significantly influenced the faculty performance particularly instruction. Planning was the most significant predictor in instruction; while; organizing on faculty performance in research, extension and production. It could be concluded that when an administrator is intrinsically and extrinsically motivated he/she will have a high performance in planning, organizing and controlling; and when the faculty is highly motivated intrinsically and extrinsically, he will have high performance in instruction, research, extension and production respectively.