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World Journal of Library and Information Science

Vol. 1(1), pp. 002-008, March, 2019. © www.premierpublishers.org. ISSN: 2326-7262

Research Article

Reward System Variables and Job Satisfaction of


Librarians in Academic Libraries in Imo State, Nigeria
Augustine O. Nzelum1, *Magnus C. Unegbu2, Josiah C. Nworie3, Godwin C. Irunegbo4
College Librarian, Alvan Ikoku Federal College of Education, Owerri, Imo State, Nigeria
Senior Librarian, Alvan Ikoku Federal College of Education, Owerri, Imo State, Nigeria
Librarian 1, Alvan Ikoku Federal College of Education, Owerri, Imo State, Nigeria
Librarian 11, Alvan Ikoku Federal College of Education, Owerri, Imo State, Nigeria

The general purpose of the study is reward system variables and job satisfaction of librarians in
academic libraries in Imo State. The survey research design was used for the study using
questionnaire as the instrument for data collection. The study covers the entire population of One
hundred and seven (107) librarians in academic libraries in Imo State. One hundred and five (105)
copies of the questionnaire were completed and returned for analysis representing 98.1%. The
findings showed that when the rate of compensation improves or increases positively, the rate of
librarians’ satisfaction increases in direct proportion. Again, as the rate of welfare benefit
increases the rate of satisfaction and job commitment increases. The study recommended that
compensation should be given to workers both in direct and indirect forms, integrating the two
into a package that will encourage the achievement of an organization’s goal. Welfare services
should be formulated and implemented in order to encourage workers. The academic libraries
should set in motion strategies to address child welfare package to library employees. Prompt
payment of salary and salary increment as when due should be given a priority in any
organization.

Key Words: Reward System, Job Satisfaction, Librarians, Academic Libraries, Imo State, Nigeria

INTRODUCTION

Over the years, a considerable amount of literature has commitment. For those reasons, increased emphasis is
been developed, which seeks to improve understanding in given to financial and non-financial rewards from both
reward system and the extent to which they can influence managers and academics. Reward system is primarily
the levels of employees’ commitment, motivation and viewed as pay-offs for performance. The effective type of
eventually, job satisfaction. According to Lawal (2015), reward incorporates both the extrinsic and intrinsic
reward system is one of the most widely researched aspects. Extrinsic reward for extrinsic motivation comes in
subjects in the field of management and organizational the nature of recognition, as in promotion and money for
behaviour, yet it remains one of the less understood topics. performance. The most common forms are salary,
overtime pay, and merit pay.
However, in present days, among manager’s tasks is to
create an environment which motivates people to perform
satisfactorily so that they can foster the organization’s *Corresponding Author: Magnus C. Unegbu, Senior
growth. In a wider context, there is an increased emphasis Librarian, Alvan Ikoku Federal College of Education,
on people as a key source of competitive advantage, often Owerri, Imo State, Nigeria. Email: callongoff@yahoo.com
being regarded as the key differentiator between Tel:08036661229. Co-Authors Email: 1zefrancos@yahoo.co.uk
organizations and many managers try to comprehend the 3chimanworie@yahoo.com;
Tel: 08039202091; Tel:
complexities of motivating people at work and provide 4
08037319003; ozoeze2@gmail.com Tel: 08038937173
them with job satisfaction so that they can gain employee

Reward System Variables and Job Satisfaction of Librarians in Academic Libraries in Imo State, Nigeria
Nzelum et al. 003

For Sharma and Sadana (2014) intrinsic reward imparts organization to succeed, it must not look up to capital
motivation through job challenges and enjoyment of job investment but to its employees as the fundamental source
activities. Intrinsic rewards include diversity of activities, of improvement with the understanding that human
participation in the decision-making process, greater job element and the organization are synonymous (Dessler,
discretion and more challenging tasks (Njoku, 2013). Offer 2015). According to Cascio (2013) the objective of the
of rewards, as techniques positively influencing design of compensation programme is divided into two,
effectiveness in an organization, is aimed at attracting and which are direct and indirect forms of compensation. Direct
retaining qualified employees who will provide the type of compensation has to do with wage and/or salary aspect
services expected by the public (Achumba, while indirect compensation is the fringe, benefits a worker
2014).Brendford (2015) opines that salary is a major enjoys as a result of working in an organization. Integrating
component of extrinsic motivation since in a social- the two into a package that will encourage the
economic system; it is difficult to find anyone who is not achievement of an organizations goal is what
concerned when his life style is deteriorating, because his compensation is still all about.
salary increases are not keeping pace with inflation. The
desirable reward system should be so constructed as to In the words of McNamara (2016), compensation includes
encourage employees to stay on the job and perform to issues regarding wage and or salary programmes and
progress. Employees tend to compare what they get from structures accruing from job descriptions, and merit-based
their job with what they must put into it. They also compare programmes, bonus-based programmes commission
their income and productivity with those of co-workers. The based programmes. Gomez-Mejia, Balkin and Cardy
inevitable outcome of this comparison process, according (2016) view employee compensation as comprising of
to Njoku (2013), is that individuals will see their salary as basic pay and fringe benefits. Base pay or cash pay is the
either equal or unequal to those of their fellow employees, direct pay provided by employers for work performed and
with the resulting satisfaction or dissatisfaction on the job. these include salary, overtime pay, shift allowance,
uniform allowances and pay contingent on performance
According to Bernardin (2016), when the staff is like merit awards, incentive pay, bonuses and gain sharing
dissatisfied, ineffectiveness may result in the organization. while fringe compensating include required programmes
Fringe benefits, which include medical and insurance such as social security, health benefits, pension plans,
benefits and festivity bonuses are not real motivators, but paid time off, tuition reimbursement and foreign service
are properly considered as maintenance factors, since premium. Bernadin (2016) asserts that skill based pay also
they, like house benefits, are made available to all pose some risks in the area of employee paying higher
employees. In support of the above view, Arnoff (2015) compensation that are not offset by organization’s
opines that two classes of workers operate in a work productivity. Employee benefits, though a part of total
situation-the maintenance and the growth seekers. This compensation embrace non monetary form of
implies that the maintenance seeker will find satisfaction in compensation ranging from health care plans to pension
the maintenance or hygiene factors (dissatisfiers), and the or retirement plans, social security, insurance, family and
growth seekers will find satisfaction in motivation factors medical leave. Cascio (2013) views compensation to
(satisfiers). include severance pay, payments for time not worked
(vacations, sabbatical, holidays), those injured on the job,
In the light of the foregoing, this study therefore, seeks to foreign service premiums, child care, tuition
investigate reward system variables and job satisfaction of reimbursement and on campus accommodation. Other
librarians in academic libraries in Imo State, Nigeria. emerging trends in employee compensation embrace
flexibility or what is known as cafeteria approach to reward.
Research Questions This allows an employee to choose from array of
compensations in lieu of pay (Tervel and Gregory, 2013).
i. What is the relationship between compensation and They further state that an employee who is a bachelor may
job satisfaction of librarians in academic libraries in choose money in lieu of child care. By and large employee
Imo State, Nigeria? compensation is the ultimate in any organization whether
ii. What is the relationship between benefits and job monetary or non-monetary and it matters a lot to individual
satisfaction of librarians in academic libraries in Imo workers.
State, Nigeria?
iii. What is the relationship between salary and job Benefits have grown in size, importance and variety. In
satisfaction of librarians in academic libraries in Imo developed countries, employee benefits packages have
State, Nigeria? become an important part of the total organizational
expenses. Employee benefits average 40% of the total
organizational packages (Decenzo and Robbins, 2016).
LITERATURE REVIEW The United States Chamber of Commerce (2008)
concludes that benefit is one of the greatest challenges in
Compensation as it were is a complex topic that has business today in attracting and retaining quality
significant impact on organizational success and for any employees. Smith (2014) concludes that as the

Reward System Variables and Job Satisfaction of Librarians in Academic Libraries in Imo State, Nigeria
World J. Lib. Inf. Sci 004

competition increases for employees with the skills and level of satisfaction. Clark (2013) investigated the
knowledge that most institutions need, many organizations longitudinal effect of salary in employees’ job satisfaction
rely on their benefit packages to give them the leading in Egypt and the result shows that there is no significant
edge. It is pertinent therefore that present day human effect of salary on job satisfaction. Jones and Sloane
resource specialists are well informed about various (2017) in their study on low pay, higher pay and job
benefits available, so that they can adequately manage satisfaction in Wales found that the level of salary is a
recruitment and employment. Many institutions typically secondary variable that cannot stand alone and its
offer a wide range of benefits to their employees and other influence may be limited when the work quality is
benefits such as retirement plans, medical care, sick and unsatisfactory. This study supported Brown, Gardner,
annual leave, sabbatical, study leave, maternity leave, Oswald and Qian (2017) in their own study using 16266
pension benefit, sponsorship to conferences and employees who work in more than 800 institutions to
workshops, leave bonuses and on campus determine the factors of happiness at work. The results
accommodation which are referred to as organizational indicated that the level of salary minimally influenced job
supported benefits. Some institutions supported benefits satisfaction.
have monetary value while some have no financial impact
(Bernadin, 2016). Benabou and Tirole (2013) in their study Shields and Ward (2013) in their study on improving
on intrinsic and extrinsic motivation found that job nurses retention in the National Health Service in England
satisfaction is strongly correlated with benefits and there is found that salary raise can only influence jobs with low
a direct and positive association between benefit and job level income but not the high level ones and in some cases
satisfaction. The reliance of the positive correlation raise might have negative effect on job satisfaction.
between benefit and job satisfaction is on perceived justice Therefore, there might be some evidence to suggest that
by employees. Benefit satisfaction and satisfaction related the relationship is not linear but it rather curve linear one.
to job security both are most significant categories of job Bender and Heywood (2016) in their study on job
satisfaction for ascertaining give-ups regarding future, satisfaction among highly educated found that university
whereas satisfaction with regard to benefits is not a major professors who receive high income in comparison with
factor (Moen and Asa, 2015). other jobs have low job satisfaction because they think that
Ph.D holders who work in industry earn more than they.
According to Oetinger (2016), dissatisfaction in regard to Such comparison may affect job satisfaction because of
benefits is strongly influenced by the purposes for give-up the feelings of injustice. In another study by Clarke,
as compared to dissatisfaction regarding workload or pay Oswald and Warr (2013) on the relationship between age
by employing data of cross-sectional nature. Edgar and and salary and job satisfaction found that there is a direct
Geare (2017) view benefit of employee as element of correlation between job satisfaction and salary after
remuneration given in addition to the various forms of cash controlling the age variable. This means that job
pay such as annual holidays, sick leave and insurance satisfaction for salary increases with age due to the low
cover. It deals with the level of reward taking into account, financial responsibilities with the growth of age. This
market stance that is internal rates of pay and compare suggests that education has a negative impact on job
with market rates: achieving equal pay, the approach to satisfaction because education is associated with higher
total reward; transparency of rewards that is the expectations. Such a person may be dissatisfied with
publication information on reward structures and performing the routine tasks required of most jobs even
processes of employees. Fajana (2017) asserts that cost, though his/her salary may be higher than younger
equity, motivational and job satisfaction objectives are all employees. Such studies may indicate that salary does not
important. The author further stated that benefits are influence job satisfaction directly.
usually unique and an important part of the employee
reward. Salary defines the different levels of pay for jobs Al-zoubi (2008) in his study on generating benchmarking
or groups by reference of their relative internal value as indicators for employee job satisfaction indicates that job
determined by job evaluation to external relatives as satisfaction depends on income relative to a comparison
established by market rate surveys and sometimes to or reference level but not the salary amount. This suggests
negotiate rates of jobs (Armstrong, 2016). To Chiu Luk and that even if the salary of the employee is high compared
Tang (2016), the greatest benefits for employees are their with the level of salaries in the organization he works in,
psychological needs or non-financial incentives provided he will feel dissatisfied if he believe that others in other
at their workplace. Weiss (2012) in his studies institutions who have similar qualifications and
demonstrating job satisfaction: separating evaluations, specifications take a higher salary amount than they do.
beliefs and affective experiences found that payment of
salary affects job satisfaction. Employees expect a certain
level of salary for their organizational contribution and METHODOLOGY
salary constitutes a quantitative measure of an employee’s
worth. According to Jirjahn (2016), job satisfaction level is The descriptive survey research design was used for this
less for employees who receive less amount of salary study using questionnaire as an instrument for data
whereas higher amount receiving employees have high collection. The questionnaire was titled Reward System

Reward System Variables and Job Satisfaction of Librarians in Academic Libraries in Imo State, Nigeria
Nzelum et al. 005

and Job Satisfaction of Librarians Questionnaire Table 2: Mean Responses on Benefits and Job
(RSJSLQ). The population of the study is 107 librarians in Satisfaction of Librarians
academic libraries Imo State. This instrument was S/N Benefits and Job SA A D SD Score
administered on the 107 librarians in academic libraries Satisfaction
Imo States. No sample size was drawn from the A The welfare allowances 74 25 4 2 3.6
population. This is because the population of the study is paid in the job does not
small and accessible. The census method was used to encourage hard work and
ensure that opinions of all the librarians in academic job satisfaction.
libraries Imo States were captured for the study. B I am not satisfied with my 65 27 7 6 3.4
job owning to poor welfare
service
ANALYSIS C Inadequate welfare services 12 8 48 37 2.0
gives me satisfaction
A total of one hundred and seven (107) copies of the D What I receive as welfare 6 4 43 47 1.6
questionnaire were distributed to librarians in academic allowance makes me work
libraries in Imo State. Out of these, one hundred and five hard
(105) copies representing 98.1% were duly completed and E I am satisfied with my job 64 37 3 2 3.6
returned for analysis. owing to good staff health
and welfare services
Research Question 1: What is the relationship between Significant Mean Value 2.8
compensation and job satisfaction of librarians?
Table 2 reveals that benefits as a means of encouraging
Table 1: Mean Ratings on Compensation and Job job satisfaction of librarians in academic libraries in Imo
Satisfaction of Librarians State relates to them in three main areas where the mean
S/N Compensation and Job SA A D SD X values are up to the significant mean value of 2.8. The
Satisfaction Score relationship is because welfare allowances paid in the job
A Does not build my confidence 12 8 72 12 2.2 does not encourage hard work and job satisfaction (X =
in handling tasks assigned to 3.6), librarians are not satisfied owing to poor welfare
me at work service (X = 3.4) and librarians are satisfied with their job
B Makes me more confident in 47 28 17 13 3.0 owing to good staff health and welfare service. On the
service delivery contrary inadequate benefits do not give them satisfaction
C Makes me find my job 48 28 14 15 3.0 on the job and does not also make them work hard on the
challenging job. These two have mean values less than the significant
D I am not satisfied with my job 7 6 53 39 1.8 mean value of 2.8. Hence, it could be seen from the
because of non-monetary analysis that there is a relationship between benefits and
compensation at work job satisfaction of librarians.
E I am not satisfied with my job 45 38 18 4 3.2 Research Question 3: What is the relationship between
due to poor compensation salary and job satisfaction of librarians?
Significant Mean Value 2.6
Table 3: Mean Responses on Salary and Job
Table 1 reveals that compensation as a means of Satisfaction of Librarians
encouraging job satisfaction of librarians relates to them in S/N Salary and Job SA A D SD X
three main areas where the mean values are up to Satisfaction Score
significant mean value of 2.6. The relationship is because A What I receive as my salary 33 35 24 13 2.8
compensation makes librarians more confident in-service does not encourage me to
delivery (X = 3.0), makes them find their job challenging (X work
= 3.0) and poor compensation does not encourage job B My level of performance 4 2 61 38 1.7
satisfaction (X = 3.2). On the contrary, compensation does affects what I receive as my
not build their confidence in handing tasks assigned to
salary
them at work; they are not satisfied due to non-monetary
C What I receive as my salary 7 5 45 48 1.7
compensation at work. These two have mean values less
encourages me to work
than the significant mean value of 2.6. However, the
hard
significant mean value of 2.6 indicates a positive response;
D I am satisfied with my job 47 43 6 4 3.2
hence it could be inferred from the analysis that there is a
because I am paid regularly
relationship between compensation and job satisfaction of
E I am not satisfied with my 35 29 24 17 2.8
librarians.
job because of nonpayment
of salary arrears
Research Question 2: What is the relationship between
benefits and job satisfaction of librarians? Significant Mean Value 2.8

Reward System Variables and Job Satisfaction of Librarians in Academic Libraries in Imo State, Nigeria
World J. Lib. Inf. Sci 006

Analysis as shown on Table 3 indicates that the The result of data analysis on Table 3showed a positive
relationship between salary and job satisfaction of response that salary is a determinant factor on job
librarians based on the significant mean value of 2.8 in satisfaction. This can be seen from Table 3 that what
three main aspects. These are that what they receive does librarians receive as their salary does not encourage them
not encourage hard work (X = 2.8), they are satisfied with to work hard. Librarians are satisfied because they are
the job because they are paid regularly (X = 3.2) and that paid regularly. Jirjahn (2016) in his study reports that job
they are not satisfied with their job because of non- satisfaction level is less for employees who receive less
payment of salary arrears (X = 2.8). The other two reasons amount of salary whereas higher amount receiving
namely, that the level of performance affects what they employees have higher levels of satisfaction. Jones and
receive as salary and what they receive as salary does not Sloane (2007) in their study on low pay, higher pay and job
encourage hard work are not related to job satisfaction of satisfaction in Wales found that the level of salary is a
librarians because their mean values are less than the secondary variable that cannot stand alone and its
significant mean value of 2.8. Finally, the significant mean influence may be limited when the work quality is
value of 2.8 indicates a positive response, hence there is unsatisfactory.
a relationship between salary and job satisfaction of
librarians. This study is supported by Brown, Gardner, Oswald and
Qian (2017) in their own study using 16266 employees
who work in more than 800 institutions to determine the
FINDINGS factors of happiness at work. The results indicated that the
level of salary minimally influence job satisfaction. Bender
Evidence from Table 1 showed that there is a significant and Heywood (2016) in their own study on job satisfaction
relationship between compensation and job satisfaction of on highly educated found that university professors who
librarians. This can be seen from table 1 that receive high income in comparison with other jobs have
compensation makes librarians more confident in service low job satisfaction because they think that Ph.D holders
delivery and also find their job more challenging. Librarians who work in industry earn more than they. Such
are not satisfied with their job owing to poor compensation. comparison may affect job satisfaction because of the
feelings of injustice.
Dessler (2015) in his report stated that compensation has
significant impact on organizational success and for any This results contradict Shields and Ward (2013) in their
organization to succeed, it must not look up to capital study on improving nurses retention in the national health
investment but to its employees as the fundamental source service in England found that salary raise can only
of improvement with the understanding that human influence jobs with low level income but not the high level
element and the organization are synonymous. Again ones and in some cases raise might have negative effect
Gomez-Mejia, Balkin and Cardy (2016) report that on job satisfaction. Therefore, there might be some
employee compensation as comprising of base pay and evidence to suggest that the relationship is not linear but it
fringe benefits. Compensation is the ultimate in any rather curve linear.
organization whether monetary or non-monetary and it
matters a lot to individual workers.
CONCLUSION AND RECOMMENDATION
To ascertain this, Table 2 revealed that benefit has a
significant relationship with job satisfaction of librarians. When the rate of compensation improves or increases
Table 2 revealed a positive response by the respondents positively, the rate of librarians’ satisfaction increases in
that welfare allowances paid in the job do not encourage direct proportion. As the rate of welfare benefit increases
hard work and job satisfaction. Librarians are not satisfied the rate of satisfaction and job commitment increases. The
with their job owing to poor child welfare service. Fajana rate of salary improves in direct proportion, the rate of
(2017) benefits are significant part of the total employee satisfaction increases. Compensation should be given to
reward and that cost, equity, motivational and job workers both in direct and indirect forms, integrating the
satisfaction objectives are all important. Therefore, welfare two into a package that will encourage the achievement of
has great influence on the employee when they want to an organization’s goal. Welfare services should be
join any organization. Oetinger (2016), in his own report, formulated and implemented in order to encourage
dissatisfaction in regard to benefits is strongly influenced workers. The academic libraries should set in motion
by the purpose for give-up as compared to dissatisfaction strategies to address child welfare package to library
regarding workload or pay by employing data of cross- employees. Prompt payment of salary and salary
sectional nature. To Chiu, Luk and Tang (2016), the increment as when due should be given a priority in any
greatest benefits for employees are their psychological organization.
needs or non-financial incentives provided at their
workplace.

Reward System Variables and Job Satisfaction of Librarians in Academic Libraries in Imo State, Nigeria
Nzelum et al. 007

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Reward System Variables and Job Satisfaction of Librarians in Academic Libraries in Imo State, Nigeria

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