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"One size fits all": the fallacy of measuring employee job satisfaction -- A Study on monetary compensation of Chartered private university in Uganda

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Document pages: 10 pages

Abstract: When investigating senior academic staff of Chartered private universities in Uganda, the study aims to determine whether the homogeneous incentive model with money as the only predictor of job satisfaction is consistent with the unique characteristics of expected employees. Using the mixed method explanatory order method, the numbers and interview answers were obtained from the statistical representative samples of 136 and 12 key informants from six chartered private universities, respectively. At the univariate, bivariate and multivariate levels, the data were analyzed by SPSS16.0 software. The results show that monetary compensation such as wages and allowances has no significant positive impact on employees job satisfaction, because its value is higher than expectedcalculated probability of 0.05, which was the minimum level of significance required in this study to declare a significant effect. The interview responses on the effect of salary and allowances were equally corroborated with the numerical data. However, bonuses were found to have a positive influence with corresponding positive remarks from the interviews. Although there are noticeable flashes of scholarly rigor in the existing body of literature that is skillfully threaded and cogently argued to support monetary incentives, contextual realities on the ground suggested otherwise. Senior academics have continued to quit work despite reasonable pay. Regrettably, at the time of this study, the human resource officers were confident that the ultimate drive for work is money. Little did they know that monetary recompenses have limitations in influencing senior academics. It is thus recommended that the idea of lumping employees into a homogeneous entity with no regard to their uniqueness and the existing individual differences among them is long outdated and deserves no space in modern human resource practices.

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