Academic Staff Reward System: A Case of Jimma University

In response to the emerging environmental pressure (highly dynamic, complex and competitive for qualified employees), higher learning institutions are transforming their structures and management systems. As a result, many universities are rethinking their reward strategies to better align them with the new realities in order to improve teaching staff motivation and retention. This study was conducted to identify academic staff reward related problems and to examine the effectiveness of both financial and nonfinancial reward systems at Jimma University, Ethiopia. A descriptive survey with both quantitative and qualitative methods was carried out with 150 instructors out of the total academic staff of 806 from eight faculties. Self administered questionnaires were distributed to the academic staff and some qualitative data obtained from interviews with human resource plan and program officers and human resources personnel were used. The result of the study indicates that inefficient administration, lack of recognition and appreciation, absence of participation in decision-making, unsatisfactory financial rewards, and poor performance evaluation were ranked as major ones. However, job security, opportunity for further education and promotion were ranked less. The solutions suggested focused on rewarding seniority, reducing staff discrimination, improvement of performance evaluation and the reward system, and improving the skill and ability of administrators and developing participative management.