JOB ROTATION MOTIVATION DEMOGRAPHIC VARIABLES AND JOB PERFORMANCE OF CAREER ADMINISTRATORS IN UNIVERSITIES IN SOUTH EAST NIGERIA

ABSTRACT

The study investigated the relationship between job rotation, motivation, demographic variables and job performance among career administrators of Public Universities in South East, Nigeria. Nine research questions and four hypotheses guided the study. The study employed the correlational survey design. The population of the study comprised

1,  029  Career  administrators  in  public  (Federal  and  State)  universities.  Purposive

sampling was employed to select four states out of five states, with the total of eight universities (four federal and four states) universities from Abia, Anambra, Enugu and Imo States. 595career administrators within the ranks of Senior Assistant Registrar, Assistant Registrar and Administrative Officers were purposively selected from these universities. Two  sets of instruments namely: University Career Administrators Job Performance Scale (UCAJPS), University Career Administrators Motivation Questionnaire (UCAMQ) and Interview Schedule for Unit Heads ISUH (Deputy Registrars and Principal Assistant Registrars) were used for data collection. The instruments were face validated by five experts: Four in the Department of Educational Foundations and one in the Department of Social Science Education, all from University of Nigeria, Nsukka. The reliability coefficients of the  job performance rating scale obtained through Cronbach Alpha method were 0.62, 0.77, 0.76, 0.62 and 0.88 for clusters A,  B,  C,  D  and  the  whole respectively. The  reliability coefficients of the motivation questionnaire were 0.55, 0.85, 0.74, 0.70, 0.75 and 0.2 for clusters A, B, C, D, E and the whole respectively. A direct delivery and retrieval method was employed in the administration of the instruments to the respondents. Data were analyzed using frequencies, percentages, mean and standard deviation; Pearson Product Moment Correlation Coefficient for research questions and multiple regressions was used to test the null hypotheses at 0.05 level of significance. The findings of the study among others showed  that  the  career  administrators  are  effective  in  their  job.  Job  itself,  public relations and administration and supervision constituted their motivational factors while they are not motivated by salary and good working conditions. The study also revealed that  job rotation,  motivation and demographic variables had significant relationship (P<0.05) with job performance of career administrators in the following administrative areas; communication, decision-making and public relation and showed no significant relationship (P>0.05) in coordination. However, the variable that really predicted performance was designation. Based on these findings, it was recommended among others that the Government, in collaboration with the supervising agency of universities should continually initiate, implement and evaluate realistic policies or decisions necessary    for  sustainable  effective  service  delivery or  job  performance  of  career administrators in universities. Government should ensure regular/prompt payment of salaries  and  also  that  the  general  working  conditions  are  favorable  to  adequately motivate career administrators to work.

CHAPTER ONE

INTRODUCTION

Background of the Study

Education is widely accepted as a major instrument for promoting socio-economic, political and  cultural development  of a  nation.  This explains  the  reason the  developed countries of the world have always guarded their educational affairs with strictness and most deserved sense of commitment. In view of the importance of education to both individual and national life, the (Federal Republic of Nigeria (FRN), 2004) in her National Policy on Education categorized the education system into four levels namely: pre-primary, primary, secondary, and tertiary levels which include polytechnic, colleges of education and universities.

University is the highest educational institution for teaching and research in various disciplines for the acquisition of knowledge and the production of workforce and materials for personal and societal growth and development (Obeki, 2012). Universities make optimum contribution to national development through relevant higher level manpower training. The primary goal of university education is to satisfy specific or general educational needs of the nation through teaching of students, conducting research and dissemination of knowledge, together with other community service activities (FRN, 2004). The achievement of this noble objective requires an effective  management of the  system through proper utilization of human and  material  resources.  This,  according  to  Eze  (1994)  entails  adhering  to  high standards  in  recruitment,  continuous  training  and  retraining  based  on  identified  needs, offering competitive schemes of remuneration and incentives in all the units of the university.

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In any university system, Registry is one of the units which carries out substantial non-academic duties with the Registrar as the administrative head. The Registry department is the administrative heart of the university responsible for the routine administration of the university except those bothering on financial matters, accounts and academics.   It is responsible for the secretarial services, analysis and storage of relevant statistics and information to name a few. In achieving these tasks, the role of university career administrators becomes indispensable.

University  career  administrators  are  full-time  professional  staff  who  implement minor routine policies and decisions in the university and is headed by the Registrar (Adamji,

2013). Career administrators in this study are those personnel employed to work in the administrative arm of the university. The structure of university career administrators in descending order is as follows: Administrative Assistant, Administrative Officer, Assistant Registrar, Senior Assistant Registrar, Principal Assistant Registrar, Deputy Registrar and Registrar. Career administrators perform different functions under the supervision of Deputy Registrars who by virtue of their ranks constitute the Unit Heads. The major functions of university career administrators are to ensure proper interpretation and implementation of policies and  decisions of the  university which could  be  achieved through effective  job performance.

Performance is an act of accomplishing or executing a given task (Mulins, 2005). Performance is the ability of a person assigned to specific duties to carry out such duties efficiently. Job performance therefore, is the achievement of specific tasks measured against predetermined or identified standards of accuracy, completeness, cost and speed (Saka & Haruna, 2012). In this study, job performance is the extent to which the career administrators

are able to accomplish the task assigned to them and how the accomplished task contribute to the realization of the overall university goals.

Job performance has some indices. These indices as noted by Obeki (2012) include scheduling and coordinating meetings and appointments, maintaining office supplies, decision-making, recruiting, training and supervising junior staff and communication. Similarly, The National Skill Standard Board (2000) states the following as the indices of job performance: gathering and  analyzing  information, communication comprising  listening, speaking, using information and communication technology, social relations coordination among others. However, the above mentioned duties are performed by career administrators but most generally and commonly done amongst them  includes communication, decision- making, public relations and coordination  which the researcher dwelt on.

It has been observed that the overall performance of staff in most of the public establishments seems to be deteriorating. Buttressing this, (Ndu & Anabogu, 2007) noted that the most common term used in Nigeria today to describe the general standard of performance in the public service is inefficiency. It is a popular consensus among many observers that public institutions in Nigeria have not measured up to the desired level of performance. These therefore, pose serious challenges to both employers and employees in pursuance of set goals particularly in the universities in developing nations.  Afolakemi (2006) reiterates that the Nigerian educational system, particularly at the tertiary level, in the recent times, has been in crises and the situation has recently been made worse by frequent strikes staged by staff resulting in low morale, poor attendance to work, apathy, absenteeism, corruption of all types among others. Nigeria seems to be facing immense challenges in terms of poor quality

of products of higher educational institutions. It has been observed that a good number of graduates can neither express themselves nor write good official letters.

In the same vein, World Bank (2000) reports that the standards of education have fallen considerably over  the  past  decades with  low  levels of competences in the  work environment and that a university degree is no longer a guarantee of communication skills or technical competences.  The World Bank further states that as a result of the above, Nigerian university graduates are commonly viewed as “half baked” and one cannot get five correctly crafted sentences in one paragraph from recent university graduates. According to World Bank reports on quality deterioration, some university graduates recruited as senior administrators cannot write a memo of three paragraphs, some of these half-baked products of higher educational institutions do find themselves in the labour market, including appointments as career administrators in universities.

Observations show that most appointments, promotions and job placements in the public sector in Nigeria including the university system, are based on paper qualification, political affiliation, ethnicity and religious inclination or on the connection and reference of the appointee to the people that matter and not necessarily through competitive interview (Akpakwu, 2013). Seniority and quota system could equally be considered as a criterion for appointment and promotion in the public sector. Most of those employees so appointed or promoted, including university career administrators may lack the basic knowledge and skills and  may  not  be  competent  on the  job.  This  could  cause  a  lot  of distortions  and  low performance in the system. This situation compromises the quality of services in tertiary institutions, thus derailing the achievement of the university goals. Personal observation by the researcher show that this trend has really affected public tertiary institutions in Nigeria in

general and those in the South East, Nigeria in particular. As a result, there is growing concern about job performance of career administrators. This is evident in some of the complaints and reports from the heads of academic units and faculties on the inefficiency of some of these employees in writing official memos, late coming to work and failure to meet deadlines for preparation of important working document. The low score of many of these career administrators in staff appraisal exercise their failure in promotional interview may be an indicator of poor performance.

Another problem is the overemphasis on accumulation of wealth and its display among Nigerians which appears so dramatic in the psyche of people in south east, Nigeria. Some staff in public institution mortgage their conscience and integrity in pursuance of wealth through foul means ranging from extortion of money from clients before services are rendered to abandoning of one’s duty post in the course of marketing of certain products in offices, among others. Eze (2003) describing the situation noted that what happens in the larger Nigerian society has crept into educational institutions. Staff no longer render services to clients unless their palms are “greased”. Mails are either delayed or not treated at all. Stressing  on  the  negative  impact  of  this  ugly  trend,  Ogunsaju  (2001)  posits  that  no educational system devoid of culture and beliefs will ever meet the needs of the society. According  to  Ogunsaju,  the  values,  devotion,  hard  work  and  trust,  among  others,  are becoming weaker at the present time which could be attributed to rapid social change.

Ascertaining  the  extent  of  job  performance among  career  administrators in  the university system is not enough; investigating the correlates of their job performance was also necessary for determining strategies for promoting job output. Correlates of job performance in this study means the relationship between job related variables such as job

rotation, motivation, demographic variables (level of education, university ownership, area of specialization, designation) and job performance.

Job performance and career development of employees in an organization rely on a variety of interventions. One of the best  ways universities can meet the needs of their employees in order to enhance their commitment and job involvement could be to provide them with effective training programmes. Such training programmes may include; capacity building in form of conferences, workshops, seminars, oversees training, information and communication technology (ICT) training and other types of in-services education such as job rotation.

Job rotation is a systematic movement of employees from one job to another at planned intervals within an organization (Dessler & Varkey, 2009).   Operationally, job rotation in this study refers to lateral transfer/movement of university career administrators to another assignment or unit of the university in order to expose the worker to new challenges requiring the same or similar operational ability in this modern age.

Job rotation system is one of such mechanisms which develops and improves human resources.   Faizan, Muhammed, and Sarfraz, (2012) note that job rotation is an essential factor which enhances job performance of employees in an organization. The author argues that  when employees are  redeployed to  different  jobs across  various departments, they become more committed and involved in their respective jobs. Consequently, it is the duty of the university management to  reciprocate by rotating their  staff as one of the ways  of

preparing them to adjust to the increased competition and globalization of the present 21st

century.

Contrary to the assertion that job rotation enhances performance,  Ali (2015) argues that in as much as job rotation might enable employees to learn many different skills, it may cause stress and confusion to employees and also makes it difficult for them to really excel or master one particular job and develop continuity. Similarly, Richard (2000) submits that job rotation is counter-productive in the performance of employees in an organization as the employee is made to do all aspects of the job without mastery of it. This presupposes that job rotation leads to loss of expertise in employee’s previous field or area of specialization and results to jack of all trades and master of none. The controversial role of job rotation as a performance strategy in the management of organizations justified the need for ascertaining the  level of relationship  between job rotation  and  job performance as  it  affects  career administrators in public universities in South East, Nigeria. This study therefore, sought to contribute in resolving this controversy.

Another concern of this  study was the  relationship  between motivation and  job performance. Several arguments have been derived in performance and workers motivation. The  assertion  that  in  order  for  employee  to  perform,  there  is  need  to  provide  some motivations to encourage them to be committed to the organizational objectives while the contrary assumption is that good performance is not necessarily a product of rewards or motivators but it is induced by the interest one has in a particular act (John, 2007).    In defining motivation, Ayub (2011) agrees that it is incentive which helps to energize and direct behaviour of the employee towards performing their duties.

In the words of Akanbi, (2003) Akanbi (2005), motivation can either be intrinsic or extrinsic. Intrinsic motivation stems from motivations that are inherent in the job itself which the individual enjoys as a result of successfully completing the task or attaining his goals.

They  include;  work  itself,  responsibility,  recognition,  achievement  and  advancement. Extrinsic motivations, on the other hand, are those that are external to the task. They include; salary, interpersonal relationship with superior and subordinates, physical working condition, organizational policy and administrative practices, among others (Akanbi, 2005). Motivation in this study means the process of stimulating university career administrators to action to achieve the desired task. The motivational factors addressed in this study include; salary, the job itself, general working conditions, interpersonal relationship, administration and supervision.

The university career administrators seem to complain of not being motivated with respect to the aforementioned motivational factors such as stagnation (no promotion), poor conditions of service including denial of financial benefits accrued from promotions, poor salaries compared with their counterparts in other universities outside South East, Nigeria. This could affect their performance and give rise to low morale and poor work attitude. When workers lack motivation, they tend to resort to anti-work behaviours such as absenteeism, negligence of duty, late-coming, failure to meet deadlines, display of open frustration and all these factors impact negatively on the performance and credibility of an organization (Harpen & Marco, 2005). There could be a likely relationship between motivation and employee performance in an organization, though, the relationship may differ depending on the sector and the influence of other extraneous variables. Akanbi (2003) found out that when there was an increase in motivation, there was also a corresponding increase in worker’s performance. On the other hand, Stella (2008) found a negative correlation between motivation and job performance among staff. The extent to which motivation is related to job

performance of career administrators in universities in South East, Nigeria still remains doubtful. Hence, the need to investigate motivation-performance relationship.

Another focus of this study is the relationship between demographic variables and job performance of career administrators. Demographic variables are the attributes that can be applied to a human population that include such information as gender, age, qualification, marital status, rank, occupation, ethnicity, location to name a few, (Ugwuanyi, 2015). Demographic variables are characteristics of a given population. They are peculiarities of a group. The employees’ demographic characteristics can impact on their work behaviour and productivity in an organization. Diverse demographic characteristics mould and delimit the patterns of thought processes, the patterns of feelings, reasoning and mould actions of an individual which impact on the overall attitude (Adigwe, 2005). Palakurthi andParks (2000) reiterate that changes in demography are one of the factors that affect work performance Nevertheless,  there  have  been  many  empirical  findings  by previous  researchers on  the relationship  between specific  demographic variables and  job performance of employees outside the location of the present study with contradictory research results. However, the demographic variables to be considered in this study include: level of education, designation, area of specialization of career administrators and university ownership/type. There have been many attempts by researchers to establish whether specific demographic variables such as age, gender, marital status, rank, ethnicity, location among others are predictive of job performance of principals, teachers and other professions, but little or no attention has been given with particular reference to level of education, ownership/university type, designation, area of specialization and job performance of university career administrators. Hence, the choice for these three demographic variables

Level of education is the academic credentials or degrees an individual have obtained (Beeker, 2014). Level of education as applied in this study is the different levels of educational qualification or academic credentials/degrees possessed by the career administrators in universities. The educational levels of career administrators in universities have been classified to First Degree (B.Sc/B.A/B.ed), Master’s Degree (M.Sc/M.A/M.ed) and Doctoral Degree (Ph.D). The level of education received by an individual may influence his/her  competencies  in  the  work  environment.  Ugwuanyi (2014),  state  that  staff with varying qualifications may display varying competences and attitude to work. Higher educational qualification by staff may attract more skills and knowledge and ability which could contribute significantly to their levels of performance on the job. Most organizations use education variable as an indicator of a person’s skill level or productivity. It is expected that the highly professionally qualified and certificated people may perform certain tasks better when compared with the less educated ones. Thomas and Daniel (2009) found a positive significant relationship between level of education and core task performance including creativity and citizenship behaviours. On the contrary, Sonny and Sherman (2014) observed no significant relationship between level of education and workers’ performance on a given job. However, it is still a mirage as to whether job performance is related to the level of education of career administrators in the location of this study.

The inconsistencies concerning the relationship between designation/rank of employees and job performance have been reported by many researchers. Designation is the position or the job title of an employee. Smedley (2006) reveal that senior hospital staff perform better than the  junior staff and  concluded that  the  major  factor affecting  staff performance included job position,  level of education and other demographic variables.

Similarly, Hassian, Hashim and Ishak (2011) assert that job position is the most important factor that can impact positively on performance in educational administration. In agreement, Lee (2009) submits that there is a high correlation between performance and holding top positions among staff. This implies that when people are on a higher position their performance increases. In contrary, Roebuck, Sightler and Brush (2008) note that, there is relationship between work performance and different positions in an organization.

The relationship between area of specialization and job performance of career administrators is another dimension of this study.   Ifiok (2005), describes area of specialization as the course, subject or specific field an individual studied or majored in while undergoing academic programme. Area of specialization in this work means one’s field of study from a higher institution. The area of specialization of career administrators in universities for this study has been grouped into Sciences, Arts, Social Sciences, Management/Administration, Education, engineering and technology. Area of specialization may provide different skills and attitude that may impact on different levels of performance of university career administrators. There is contradictory research findings regarding the extent of job performance based on area of specialization.  Kantor (2007) found a significant correlation between area of specialization and job performance of employees which contradicts the findings of Lawrence (2004) of no relationship between the two variables. The findings of the present study may contribute in resolving these discrepancies.

The relationship between ownership of university and  job performance of career administrators is another focus of this study. Ownership of university in this study means whether the university is owned by Federal or State governments with peculiar characteristics including working conditions. Proprietorship may present different conditions in educational

institution that may impact on different levels of performance of university career administrators. Looking at the ownership of university from the perspective of job performance vis-à-vis management approaches by important stakeholders, one would likely expect major differences between Federal and State institutions (Ugwuanyi, 2014). However, there is contradictory empirical evidence regarding the extent of job performance of career administrators based on ownership status. Olorunsola (2012) reveals that there is no significant difference between the job performance of staff in Federal and State universities. In  contrast,  Abejirinde  (2009)  reports  that  performance  level  of  employees  in  public enterprise is higher than their private counterparts. Nonetheless, the assumption in South East of Nigeria is that Federal staff perform better on their job than their States counterparts. As to whether  job  performance of career  administrators in  public  universities  in  South East, Nigeria is influenced by ownership status is yet to be ascertained.

Despite  the   increasing  interest   in  the  correlates  of  job  performance  among researchers, little attention seems to have been paid on the correlates of job performance among career administrators in universities in developing nations like Nigeria in general and South East, Nigeria in particular. Therefore, empirical evidence of the extent to which job rotation, motivation, level of education, ownership of university, designation and area of specialization correlate with job performance of career administrators in universities in South East, Nigeria is highly needed. This underscores the relevance of the present study.

Statement of the Problem

Productive workforce is indispensable in the achievement of organizational goals. The overall success of the university in achieving its objectives lies heavily on the performance level of her employees. Although public universities have one of the best human

resources  among   other   higher   institutions   in   Nigeria,   there   are   manifestations   of unsatisfactory performance of many employees. The career administrators are regarded as the custodians of the university’s policies and decisions and their performance is critical to the achievement of the goals of the universities.

In South East Nigeria, the researcher observed that many appointments, promotions and  job  placement  of  career  administrator  are  based  on  paper  qualification,  political affiliation, ethnicity, religious inclination and connection of the appointee to the people that matters and not necessarily through due process or competitive interview.   Those career administrators so appointed may not possess the required basic skill for the job. As a result, there is growing concern about the job performance of career administrators. This is evident in some of the complaints and reports from the heads of academic units and faculties in universities in South East, Nigeria on the inefficiency of some of these employees in writing official  memos,  late  coming  to  work  and  failure  to  meet  deadlines  for  preparation of important working document The low score of many of these career administrators in staff appraisal exercises  and  their  failure  in  promotional  interview  probably due  to  lack  of experience in some other areas or overstay in a particular unit which  may be an indicator of poor performance.

The classification of Federal and State universities with the supposedly varying conditions of service and level of education, designation, and area of specialization vis-à-vis skills and competencies acquired by career administrators may result to variations in their levels of job performance. From the available literature, job performance could be influenced by certain variables such as job rotation, motivation and demographic variables with inconsistencies in their findings. There is also dearth of empirical evidence on the correlates

of job performance among career administrators in Nigeria in general and those in South East, Nigeria in particular. The problem of the study put in a question form is, to what extent does job rotation, motivation and demographic variables correlate with job performance of career administrators in universities in South East, Nigeria?

Purpose of the Study

The purpose of the study was to determine the relationship between job rotation, motivation, demographic variables and job performance of career administrators in universities in South East, Nigeria. Specifically, the study sought to determine:

1     The level of job performance of career administrators in universities in South East, Nigeria.

2     The extent to which university career administrators are rotated.

3     The extent to which university career administrators are motivated.

4   Career administrator’s educational level in universities in South East, Nigeria.

5    The  Areas  of  specialization  of  career  administrators  in  universities  South  East, Nigeria.

6    Relationship between job rotation, motivation, demographic variables and university career administrators’ performance in communication.

7    Relationship between job rotation, motivation, demographic variables and university career administrators’ performance in decision-making.

8      Relationship between job rotation, motivation, demographic variables and university career administrators’ performance in social/ public relations.

9     Relationship between job rotation, motivation, demographic variables and university career administrators’ performance in coordination.

Significance of the Study

The significance of study will be addressed through the theoretical and practical perspectives of the findings of the study. Theoretically, the study hinges on the employee learning, employer learning and employee motivation theory of job rotation. The theory proposed that job performance is dependent on the need for employee learning on the job, employers/managers ascertaining the abilities of workers before assigning duties to them and employees being satisfied on the job. The theory is of the premise that when workers in an organization are provided with rotation opportunities and assigned duties based on ability, workers will in all probability be satisfied and will discharge their duties diligently. This theory is crucial in this study because it will provide the basis for establishing the link between motivational variables and job performance thus, providing empirically derived body of knowledge on the correlates of job performance of career administrators in public universities in South East, Nigeria.

Practically, the findings of this study will be of importance to the government, policy makers,   (National   University  Commission  (NUC),   (2009)   university  administration, university career administrators, Association of Nigerian University Professional Administrators(ANUPA), students of educational administration and planning, future researchers and readers in the following ways:

This present research intends to determine the extent of job performance, rotation, motivation and establish the link if any between job rotation, motivation, ownership of university, level of education, area of specialization and job performance of university career administrators in Public universities in South East, Nigeria. If the level of job performance of the career administrators falls short of expectations or discrepancies exists between the level

of job performance of career administrators of State and Federal universities, this findings when published in a an academic journal or online will help the government, policy makers and  supervising agency of universities (NUC), universities and  similar  organizations to redesign and implement realistic policies and intervention programmes necessary for improved service delivery.

Similarly, if the motivational factors that are related to job performance of university career  administrators  are  identified,  it  will  help  university  administration  to  realize appropriate ways of motivating the workforce to induce high performance, as well as formulate, initiate, develop, sustain and evaluate policies or decision to motivate employees in order to enhance productivity within the institution.

In addition, the findings of this study when produced as a seminar or conference paper will be useful for university career administrators and Association of Nigerian University Professional Administrators in that they will now possess knowledge of what motivates  them and  what  does  not.  They can  use  such  knowledge to  demand  for  the improvement of their working environment that will make them perform more effectively.

If there is a positive link between job rotation, level of education, area of specialization, designation and job performance, the university management may initiate policies and programmes using this when published as a handbook that will encourage job rotation and in-service education among staff to enhance their commitments and job involvement.

The study will also be beneficial to students in the field of educational administration and planning, future researchers and readers as a reference material because the researcher

intends to publish this work in a journal and also keep same in the university library. It could also be used as seminar, conference or paper for discussion.

Scope of the Study

The study covered all the university career administrators in universities in South East, Nigeria within the ranks of Administrative Officers (AOs), Assistant Registrars (ARs), and Senior Assistant Registrars (SARs). Others include; Unit Heads comprising Principal Assistant Registrars and Deputy Registrars. These AOs, ARs and SARs were chosen for the study on the premise that these category of staff are still advancing in their career. Private universities were excluded from this study because they do not have the services of career administrators within these specified ranks.  The content scope of this work was delimited to the extent of job rotation, motivation and relationship among job rotation, motivation, and demographic variables (level of education, area of specialization, designation, and university ownership) and job performance of career administrators with respect to communication, decision-making, public relations and coordination.

Research Questions

The following research questions were posed to guide the study:

1.  What is the level of job performance of career administrators in universities in South

East, Nigeria?

2.  What is the extent to which career administrators are rotated in universities in South

East, Nigeria?

3.  What is the extent to which career administrators are motivated in universities in

South East, Nigeria?

4.  What are the educational levels of career administrators in universities in South East, Nigeria?

5.  What are the areas of specialization of career administrators in universities in South

East, Nigeria?

6.  What is the relationship between job rotation, motivation, demographic variables and university career administrators’ performance in communication?

7.  What is the relationship between job rotation, motivation, demographic variables and university career administrators’ performance in decision-making?

8.  What is the relationship between job rotation, motivation, demographic variables and university career administrators’ performance in public relations?

9.  What is the relationship between job rotation, motivation, demographic variables and university career administrators’ performance in coordination?

Hypotheses

The following null hypotheses guided the study and were tested at 0.05 level of probability.

HO1:   There   is   no   significant   relationship   between   job   rotation,   motivation   and demographic variables and university career administrators’ performance in communication

HO2:  Job rotation, motivation and demographic variables do not significantly relate with university career administrators’ performance in decision-making

HO3:  Job rotation, motivation and demographic variables do not significantly relate with university career administrators performance in public relations

HO4: There is no significant relationship between job rotation, motivation and demographic variables and university career administrators’ performance in coordination.

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