International Journal of Research Studies in Management
CollabWritive Special Issue
2024 Volume 12 Issue 6
Available Online: 15 July 2024
Author/s:
Liang, Qiang
Graduate School, Lyceum of the Philippines University – Batangas, Philippines
Abstract:
Teachers are the foundation of education. With the arrival of the 21st century dominated by knowledge, universities, as the frontier position with the most advanced and abundant knowledge talent resources, the overall quality and performance level of their talent resources have become the key to maintain their core competitiveness. Scholars’ research on how to effectively motivate and mobilize teachers to improve their performance and enhance their professional loyalty is also in the ascendance, which is reflected in the reform of university management system in full swing in China. University teachers are the backbone force to promote the development of higher education. Their work performance directly affects the education quality and school-running level of colleges and universities, and is the key to improving competitiveness. It is related to the training and utilization of high-level talents in China and the development and prosperity of the country and society. Therefore, it is of great significance to study the work performance and career loyalty of college teachers to optimize the human resource management and improve the quality of higher education. According to the motivation theory, the higher the motivation level, the stronger the satisfaction, the higher the work efficiency and loyalty; On the contrary, the lower the incentive level, the lack of motivation to complete the organizational goals, the lower the work efficiency. This provides theoretical support for studying the relationship between employee incentives, job performance and career loyalty. By combining the relevant literature on employee incentives, job performance and career loyalty, this paper finds that although these topics have attracted wide attention from society and scholars in recent years, there is no comprehensive research on the relationship between employee incentives, job performance and career loyalty of university teachers and staff, and there is also a lack of corresponding empirical research. The purpose of this study was to study the employee incentives, job performance and career loyalty as basis for developing the Universities in Anhui, China enhanced reasonable human resource retention framework. This study takes the teachers in colleges and universities in Anhui Province as the survey objects. These teachers are in-service teachers from various disciplines, different age groups and different education bases in colleges and universities in Anhui Province. Through the processing and analysis of 385 valid questionnaires collected by SPSS, based on the analysis of the current situation of university teachers’ motivation, work performance and career loyalty, the relationship between the three is discussed. Based on the results of the study, it showed a moderate level of agreement on compensation Incentives, reward Incentives, and recognition Incentives as factors affecting the universities to develop the strategic human resource retention plan. Also, the universities in Anhui China are manifesting employee job performance in terms of work quality, job knowledge, and working relationships as agreed by the respondents. The respondents also agreed that organizational, professional, and personal career loyalty are the factors affecting them in making the strategic human resource retention plan. A highly significant relationship exists among Employee Incentives, Job Performance and Career Loyalty. Finally, a strategic human resource retention framework for universities in Anhui China was developed.
Keywords: employee incentives, job performance, career loyalty, strategic human resource retention framework
DOI: https://doi.org/10.5861/ijrsm.2024.1080
Cite this article:
Liang, Q. (2024). Employee incentives, job performance and career loyalty: Basis for strategic human resource retention framework. International Journal of Research Studies in Management, 12(6), 93-105. https://doi.org/10.5861/ijrsm.2024.1080