Inspirational Motivation as a Driver of Employee Performance: Evidence from Non Academic Staff of Nnamdi Azikiwe University, Awka, 2019-2024

Abstract

This study examined inspirational motivation as a driver of employee performance among non academic staff of Nnamdi Azikiwe University, Awka, from 2019 to 2024. The persistent decline in employee motivation and welfare crises, evidenced by the non-capturing of over 1,000 staff members on the Integrated Payroll and Personnel Information System (IPPIS) and prolonged salary denials resulting in evictions, family breakdowns, untreated medical conditions, and deaths of staff who could not afford basic healthcare, necessitated this research. The broad objective was to examine the relationship between inspirational motivation and employee performance among non-academic staff at Nnamdi Azikiwe University, Awka, from 2019 to 2024. Two theories guided the study: Transformational Leadership Theory (Burns, 1978; Bass, 1985) and Self-Determination Theory (Deci & Ryan, 1985). A quantitative research methodology was adopted using a cross-sectional survey design. Primary data were collected through a structured questionnaire administered to 300 non academic staff selected through stratified random sampling. Descriptive statistics, including frequencies, percentages, means, and standard deviations, were used to analyse the data. The findings revealed that inspirational motivation was perceived positively by 83.3 percent of respondents across all six inspirational motivation items. Task performance remained high, with 100 percent completing administrative duties on time, responding promptly to requests, and adhering to university policies. Contextual performance was uniformly high, with 100 percent assisting colleagues, participating in university events, maintaining positive working relationships, and serving on university committees. The study concluded that inspirational motivation from supervisors sustains employee performance even in the absence of adequate compensation and welfare provisions, suggesting that non-academic staff are driven by intrinsic motivation, professional commitment, and collegial relationships rather than extrinsic rewards. The study recommended that university management should institutionalise leadership development programmes to sustain inspirational motivation, restructure compensation systems to ensure timely payment of salaries and full IPPIS capturing of all staff, and establish a Staff Welfare and Recognition Committee to address contextual performance challenges.