Job Satisfaction and Academic Staff Performance Assessment in Higher Education

Abstract

Abstract

Employees receive feedback on their work via a formal procedure called a performance assessment or evaluation, which also serves as a basis for subsequent compensation and advancement. Employee satisfaction and performance are vital to an organization. Increased productivity and better performance would follow from happier employees. A university is a place where students can learn and develop their expertise in a range of areas. It is essential to understand that academic happiness creates exceptional performance for the university. Research on job satisfaction and performance thus becomes more well-known. This study discusses both intrinsic and extrinsic factors that influence job satisfaction, such as advancement, connections with coworkers, the working environment, job security, and pay. Both written and contextual performance will be considered in the assessment of work performance. The three areas into which the evaluation standards for academic employees at universities and colleges can be separated are teaching, research, and service. Teaching is the academic staff member's primary responsibility. Both the content and the method of instruction are part of teaching. Because academic staff at universities are not evaluated based on students' evaluations of teachers' effectiveness (SETE), the attitudes and actions of the staff members toward students in the classroom, which ought to be the focus of performance appraisals and evaluations, are not assessed. University lecturers work in an emotionally demanding field that demands a high degree of emotional literacy and intelligence to foster an environment favorable to learning and teaching. As a result, it is important to evaluate these individuals' emotional competence. Furthermore, the study investigates the impact of information technology (IT via a performance management system (PMS on the operational and financial performance of higher education institutions. Only if it is done through a PMS will the use of IT capabilities be noticeable. PMS has the power to intervene and change how an organization performs. The quantitative research design will be used for this study.  The researcher chooses to use this design because the researcher will collect primary data by means of a scale or a structured questionnaire from the Academic staff at the African Methodist Episcopal Zion University in Liberia which is the study area of this research. This study's contribution to the advancement of science relates to the empirical evaluation of IT capabilities. Theoretically, to accomplish the aims and objectives of higher education institutions (HEI, some components of IT and PMS must be enhanced. This is consistent with the principle of goal-setting. The practical benefit of this research for HEI management is to raise productivity through the creation and application of an ideal PMS backed by IT.

Keywords: Job Satisfaction, Performance Assessment, Academic Staff, Higher Education, Information Technology.