RELATIONSHIP BETWEEN INCENTIVES AND `STAFF PERFORMANCE IN GOVERNMENT AIDED PRIMARY SCHOOLS IN MALIBA SUB-COUNTY A CASE STUDY IN KASESE DISTRICT- UGANDA. A CROSS-SECTIONAL STUDY.
DOI:
https://doi.org/10.51168/x6gcq853Keywords:
Incentives, Staff performance, Primary schools, StaffAbstract
Background
The study was about the relationship between incentives and `staff performance in government-aided primary schools in Maliba Sub-County a case study in Kasese District- Uganda.
Methodology
Data was obtained from 107 respondents including teachers and administrators in three secondary schools, where 80 teachers and 27 administrators participated in the survey which was part of the data collection required for the study. A correlational descriptive research design was used through both qualitative and quantitative approaches. The qualitative approach was used to describe variables that are not measurable in quantitative terms while the quantitative approach was used in testing the hypotheses using inferential statistical measures. The study adopted a mixed-method approach to be able to address the objectives of the study. The study used both self-administered questionnaires and structured interviews as data collection instruments.
Results
The dominant age group was 30 to 39 years with 38.3 percent, closely followed by the 30 to 40 years age group with 29.9 percent, the third was the 40 to 49 years age group with 18.7 percent.
A Pearson correlation coefficient, r = 0.168, p-value > 0.05, for the relationship between incentives and teachers’ performance was observed. However, the Pearson correlation was not flagged as significant. The correlation between personal characteristics and teachers’ performance was r = 168; p-value = 0.085, which was not flagged as significant.
Conclusion
Incentives impact teachers’ job performance, so much so that school performance in terms of enrolment, and national examination results show a never-ending decline each year.
Recommendation
There is a need for urgent increments of allowances and other fringe benefits for staff to boost their morale and performance. The administration should consider setting up a regime of packages to be given to exceptional performers, which can encourage meaningful beneficial competition among the staff.
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Copyright (c) 2024 Jospehine Kabaanyoro, Mohammed Sendagi (Author)
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