Motivational strategies for improved performance of multigenerational non-academic staff at a selected state university in Zimbabwe

Abstract

A lack of frameworks on the motivation of multi-generational non-academic staff motivated this empirical study to develop a framework for motivation and performance for multigenerational non-academic staff at universities using the Zimbabwe Open University (ZOU) as a case study. In developing this framework, the study investigated existing motivational strategies and challenges in motivating multi-generational non-academic staff. The study also determined the relationships between intrinsic motivation and performance and extrinsic motivation and performance. In particular, the research tested the mediating role of generational cohorts on the effects of intrinsic motivation on performance and extrinsic motivation on performance. This empirical study was quantitative with 216 respondents who were Generation X, Y, and Z non-academic staff at the ZOU. The response rate for the questionnaires distributed was 92%. Data analysis was conducted through the Statistical Package for Social Science version 30.0 for Windows. Cronbach’s alpha test demonstrated that the research was reliable. Kaiser-Meyer-Olkin, Bartlett’s, and goodness of fit indices tests illustrate no issues with sample adequacy, factor analysis, and model fitness. Descriptive statistics illustrate that transport allowance, job security, staff development, meaningful work, and promotional opportunities are existing motivational strategies. The empirical research demonstrates that budgetary constraints, administration costs, difficulty adhering to labour laws, different preferences in feedback, and differences in values are challenges in motivating multi-generational non-academic staff. The descriptive statistics demonstrated that Generation X employees were mainly motivated extrinsically. In contrast, Generation Z employees were mainly motivated intrinsically, while Generation Y employees were primarily motivated by extrinsic and intrinsic strategies. Hypothesis testing was conducted through regression analysis, Chi-square tests, and Andrew F. Hayes' tests for mediation analysis. The results show that intrinsic and extrinsic motivation are positively correlated with performance. Generation X was significantly extrinsically motivated and not significantly intrinsically motivated. Generation Y was motivated considerably by both extrinsic and intrinsic motivation. Generation Z was significantly intrinsically motivated and not significantly extrinsically motivated. The study shows that generational cohort mediated both the effects of extrinsic and intrinsic motivation on performance. The research presents a framework based on what motivates each generational cohort, the positive and negative outcomes, and recommendations for boosting motivation.