The Effect of Remuneration and Motivation on Performance of Senior Staff Administrators

Abigail Dzama Anderson; Susana Asamoah; Senita Osei Badu; Harley Anane; Matthew Amoako; Gifty Nordzi

doi:10.53103/cjess.v6i1.436

Authors

Abigail Dzama Anderson Kwame Nkrumah University of Science and Technology, Ghana https://orcid.org/0000-0003-3944-180X
Susana Asamoah Kwame Nkrumah University of Science and Technology, Ghana https://orcid.org/0009-0005-5164-0053
Senita Osei Badu Kwame Nkrumah University of Science and Technology, Ghana https://orcid.org/0009-0006-4809-604X
Harley Anane Kwame Nkrumah University of Science and Technology, Ghana https://orcid.org/0009-0004-6748-0026
Matthew Amoako Kwame Nkrumah University of Science and Technology, Ghana https://orcid.org/0000-0002-7817-6474
Gifty Nordzi St Francis College of Education, Ghana https://orcid.org/0009-0009-1622-1055

DOI:

https://doi.org/10.53103/cjess.v6i1.436

Keywords:

Employee Motivation, Higher Education Institutions, Job Performance, Remuneration, Senior Staff Administrators

Abstract

A systematic approach to employee rewards is a component of corporate strategy, which pertains to the ongoing improvement of performance levels for individuals, workgroups, company units, and the entire organisation. This study investigates the impact of remuneration and motivation on the performance of senior staff administrators at the University of Cape Coast, Ghana, using a correlational survey design with 108 participants. Findings reveal moderate remuneration levels (83.3%), high motivation (57.4%), and predominantly moderate performance (86.1%), with a significant positive correlation between remuneration and motivation (r = .32, p < .01). Multiple regression analysis indicated both remuneration and motivation significantly predict performance (R² = .43, p < .001), with motivation as the stronger driver (β = .695). Organisations should enhance and restructure compensation packages to ensure fairness and competitiveness, as moderate remuneration weakens the effort–reward link. Financial incentives such as allowances and performance-based rewards should be strengthened to encourage positive behaviours. Since motivation is the strongest predictor of performance, institutions must prioritise recognition, supportive leadership, participation in decision-making, and professional development.

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