The purpose of this paper is to explore how lecturers in both public and private universities in Ghana are motivated to take up teaching as a career using Herzberg’s…
The purpose of this paper is to explore how lecturers in both public and private universities in Ghana are motivated to take up teaching as a career using Herzberg’s two-factor theory.
In this paper, qualitative research design was adopted. Data were collected from 24 lecturers from both public and private universities in Ghana and analysed with NVivo.
Results from the analysis indicate that public sector university lecturers are generally better motivated than their counterparts at the private sector. Workload is higher at private universities, affecting research and publications negatively. The study also revealed that there are differences in motivation in relation to the hygiene factors between the public and private university teachers.
This study has a few limitations that must be considered and could provide guidance for future study; as this study addressed faculty point of view, future study could investigate from manager’s and other stakeholders’ point of view in order to get a holistic view of the issues under investigation. The sample size could be improved and the study could be conducted in other African countries for the purposes of comparison.
The study shows that many lecturers are not happy in the job for both public and private universities. The findings of the study provide managers in the higher education industry with practical guidelines for strategies to motivate lecturers.
Despite the rapid growth in the educational industry in Ghana, limited studies have been conducted into how lecturers are motivated to stay in teaching. This makes this research unique in Ghana. This study makes an original contribution by comparing how public sector and private sector university lecturers differ in their motivation to teach at the university using Herzberg’s two-factor theory.
Issues concerning society are everybody's business. Therefore, individuals, larger or smaller groups, formal or informal entities, public or private firms, governmental or…
Issues concerning society are everybody's business. Therefore, individuals, larger or smaller groups, formal or informal entities, public or private firms, governmental or non-governmental organisations who are key stakeholders of society must always aspire to champion societal concerns. Society's welfare should be everybody's business. Corporate social responsibility (CSR) in a broad sense can be viewed as the relationship of organisations with society as a whole, and the need for organisations to align their values with societal expectations (Atuguba & Dowuona-Hammond, 2006). In reality, it is a set of standards by which organisations can impact their environment with the potential of creating sustainable development (Helg, 2007). It is critical that society educates everyone to be responsible. From all societal actors, universities are the ones educating the future elites of a country. What they teach and do not teach may make or break a nation's future and well-being. As noted by Dashwood and Puplampu (2010), there is a greater need for crafting a sustainable, strategic and mutually beneficial set of responsible actions in embracing the right approaches to CSR. According to them, such actions should emanate from a genuine recognition of, and attention to, economic, traditional, historical, as well as business arguments from the perspectives of the stakeholders and interest groups.
The changing demographics of talent market calls for a better understanding of the expectations of diverse job seekers. However, there is limited research on employer…
The changing demographics of talent market calls for a better understanding of the expectations of diverse job seekers. However, there is limited research on employer attractiveness (EA) factors which cover the expectations of new generation job seekers. The purpose of this paper is to examine the effect of career growth opportunities (CGO), work–life benefits (WLB) and corporate social responsibility (CSR) reputation on the perceived attractiveness of an organization as an employer and the job pursuit intention (JPI) of job seekers.
A 2 (CGO: many vs limited)×2 (WLB: many vs limited)×2 (CSR reputation: high vs low) between-subjects experimental design was used for this study. A total of 240 respondents participated in the study.
The results showed that provision of CGO had the highest effect on both EA and JPI. This effect was strong enough to compensate for limited WLB and a low CSR reputation. A significant interaction effect between CGO and CSR reputation revealed that the effect of CSR reputation on EA depends on the availability of many or limited CGO.
The study contributes and expands literature on attributes relevant in job choice decisions by providing useful insights regarding how job seekers weigh these attributes while making an employment choice. Also, the study offers suggestions for designing organizations’ recruitment strategy for attracting talent.