Lecturers performance in Nigerian universities using principal componenets analysis

1. ‘THE ROAR THAT LIES ON THE OTHER SIDE
OF SILENCE’: UNIVERSITY LECTURERS VIEW ON
MANAGERIAL FACTORS THAT AFFECTS THEIR
PERFORMANCE
BY
AHMED ALIYU PALLADAN, PhD
MUHAMMAD ADAMU AHMAD

2. INTRODUCTION
The United Nations Sustainable Development Goals (SDGs) are widely
regarded as a powerful political vision that address the social, economic
and environmental pillars.
Focusing on SDG 4, which aims to “to ensure inclusive and equitable
quality education for all and promote lifelong learning,”
In line with this goal, and considering the pivotal role that lecturers play in
knowledge creation and sharing, the paper employing three stage approaches that
include systematic review, survey and Principal Component Analysis; explore, rank
and analyze managerial factors that affect public university lecturer’s performance
in Nigeria

3. Several studies suggested that managerial factors influence lecturer’s
performance. Sukirno and Siengthai (2011) discovered that participatory decision
making enhance lecturers’ performance through energizing them, unleash their
creativity and initiative and get them to ‘buy into the restructuring agenda’
Quality teaching assessment was also discovered by Andreu, et al.
(2006) to boost performance through providing lecturers with
information pertaining their strengths and weaknesses, which help
them acquire and deploy new skills during lectures delivery.
INTRODUCTION (CONT.)

4. Türk, (2008) found that good reward system has led to a highly
motivated lecturers that equally boost their research performance over
time
Quality teaching assessment was also discovered by Andreu, et al.
(2006) to boost performance through providing lecturers with
information pertaining their strengths and weaknesses, which help
them acquire and deploy new skills during lectures delivery.
INTRODUCTION (CONT.)

5. There is documented lamentation on the poor research output in
reputable and high impact journals as well as top-notch conference
from Nigerian scholars (Purlampu, 2015).
Kolk and Rivera-Santos (2018), Shinkle, Kriauciunas and Hundley
(2013) and Nicholls-Nixon,Castilla, Garcia and Pesquera, (2011)
posited that management theories and researches should be
context-based, and that can help in refining current theories that
could lead to development of new ones
LECTURERS PERFORMANCE

6. At the beginning, a systematic review was carried out in 7 popular data
basses in accordance with the Preferred Reporting Items for Systematic
Reviews and Meta-Analyses (PRISMA) principles proposed by Moher et
al., (2015).
These data bases are; Emerald Insight, JSTOR, Science
Direct (Elsevier), Wiley Online Library,Taylor and
Francis Online, Springer Link and Google Scholar
The searched was conducted using different combinations of keywords “Managerial Factors”
AND “Academic Staff Performance in Africa”, “Managerial Factors” AND “Lecturers
Performance in Africa”, “Managerial Factors” AND “Faculty Performance in Africa”,
“Managerial Factors” AND “Teachers Performance in Africa”.
Methodology

7. • Further, as postulated by Xiao and Watson, (2019), we resolve any
difference and disagreement pertaining any factor that look ambiguous
through consensus..
• There is no restriction in years for the studies retrieved. This is to enable inclusion of all
relevant articles that discussed at least one of managerial factor that might affect lecturer’s job
performance in African context
• There is no restriction in years for the studies retrieved.
• Further, in conformity with Tonhäuser and Büker (2016) rigour guideline, we
focused on factors that emanated from empirical and doubled blind review
papers only. Finally we arrived at 26 managerial factors
METHODOLOGY (CONT.)

8. The second stage
entails sending
electronic survey
using Google
form
Google form
were sent to 327
lecturers
The respondents rate each of the
identified managerial factors based on
how they affect their academic
performance.
ranging from 1–5. 1= ‘Unsatisfactory Performance’’, 2 =
‘Needs Development’, 3 – ‘Fully Meets
Expectations’, 4 – ‘Exceeds Expectations’, 5 –
‘Exceptional Performance’
MATERIAL AND METHODS (Cont)
PCA Analysis was
then Conducted
Using SPSS

9. Tabachnic and Fidell (2007) the value of correlation matrix
should be above 0.3.The result suggest majority of the
items had coefficient values above 3.0
KMO value should be larger than 0.5 or 0.6 (Zeynivandnezhad,
Rashed & Kanooni, 2019). The KMO Sampling Adequacy for
this study was 0.914
To attained sufficient communality, components loadings
should be more than 0.5 (Gable & Wolf. 1993). The
communalities scores from the 26 components falls between
0. 57 and 0.83.
RELIABILITIS

10. .569
.615
.617
.627
.651
.675
.689
.697
.732
.734
.738
.742
.743
.747
.753
.761
.774
.778
.784
.790
.804
.811
.812
.819
.822
.833
Organizational Justice
Allocation of Responsibilities
Job Satisfaction
Leadership Style
Performance Management System
Decentralization of Responsibilities
Stress Management
Organizational Policies
Job Embednes
Working Equipment’s and Facilities
Manpower
Work Engagement
Provision of Staff Welfare
Remuneration
Leadership Competency
Participatory Decision
Mentoring and Collaboration
Training
Quality Assurance Practices
Staff Autonomy
Work Overload
Effective Communication
Organizational Support to Employees
Strategic Planning
Recruitment Process
Motivation
Ranking of Managerial Factors

11. RESULTS
TotalVariance Explained
Componen
ts
Initial Eigenvalues
Extraction Sums of Squared
Loadings
Rotation
Sums of
Squared
Loadings
Total
% of
Variance
Cumulati
ve % Total
% of
Variance
Cumulati
ve % Total
1Motivation 15.321 58.926 58.926 15.321 58.926 58.926 13.034
2Recruitment
Process
1.496 5.753 64.679 1.496 5.753 64.679 2.898
3 Str Mg Prac. 1.234 4.746 69.426 1.234 4.746 69.426 10.340
4 Org Support 1.065 4.096 73.522 1.065 4.096 73.522 7.826

12. This affirm that the four managerial factors (components) can be significantly used to represent the other
factors (de Sá, et al, 2021).

13. After the PCA analysis, out of the 26 managerial factors, 4
most essential factors affecting lecturers performance were
revealed by this study. These are motivation, recruitment,
strategic management and organizational support to
employee.The result is in line with previous studies, confirming
the significant roles of these variables in predicting lecturer’s
job performance in Nigerian tertiary institutions
MAIN CONTRIBUTION

14. MOST CONTRIBUTING MANAGERIAL FACTOR
Much emphasis should be given to the factor of
motivation as it explained 58.2% of the variables
total variance.