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Assessment of Motivational Factors as Correlates of Librarians’ Job
Satisfaction in Libraries of Two Federal Universities in South-South,
Nigeria
Blessing i. Wegwu (PhD). (Cln) & Ifeyinwa. J. Udumukwu. (PhD). (Cln)
Donald Ekong Library
University of Port Harcourt Rivers State
DOI: https://doi.org/10.51583/IJLTEMAS.2026.150500240
Received: 20 May 2026; Accepted: 25 May 2026; Published: 19 June 2026
ABSTRACT
Purpose: This study investigated motivational factors as correlates of librarians’ job satisfaction in libraries of
two federal universities in South-South, Nigeria. The study sought to establish the nature and strength of the
relationship between two selected motivational factors — training and development, and salary/wages — and
the job satisfaction of librarians.
Design/Methodology/Approach: A correlational research design was adopted for the study. The entire
population of 60 librarians across the University of Calabar and the University of Benin constituted the study
sample, using a census enumeration technique. Data were collected through a researcher-designed rating scale
(RSMFCLIS) comprising 35 items rated on a four-point Likert scale. Mean scores, standard deviations, Pearson
Product-Moment Correlation Coefficient, t-test statistics, and F-test multiple regression were used to answer the
research questions and test the hypotheses at the 0.05 level of significance.
Findings: Results revealed a significant positive relationship between training and development and librarians’
job satisfaction (r = .61, R² = 0.37; tcal = 9.68 > tcrit = 1.96, p < 0.05). A significant positive relationship was
also found between salary/wages and librarians’ job satisfaction (r = .67, R² = 0.45; tcal = 11.34 > tcrit = 1.96,
p < 0.05). Both null hypotheses were rejected. Salary/wages emerged as the stronger correlate, accounting for
45% of the variation in librarians’ job satisfaction.
Implication: The findings imply that the adequacy of training and development opportunities and the timely
disbursement of competitive salaries are critical determinants of librarians’ job satisfaction in federal university
libraries. Where these motivational factors are inadequate, job dissatisfaction, declining service quality, and low
morale are likely consequences, with negative implications for the academic mission of the university.
Originality/Value: This study contributes to the limited body of literature on motivational factors and librarian
job satisfaction specific to the South-South geopolitical zone of Nigeria. It provides empirical evidence and
practical recommendations for university library management and policy makers on the motivational strategies
most likely to improve the job satisfaction and performance of academic librarians.
Keywords: Motivational Factors; Job Satisfaction; Training and Development; Salary/Wages.
Paper type: Empirical Research
INTRODUCTION
Motivation is widely recognised as a fundamental driver of employee productivity and organisational
effectiveness. Akerele (2023) and Ramchandani (2024) affirmed that employee motivation is a critical factor in
enhancing organisational performance, influencing productivity, job satisfaction, and employee retention. A
motivated worker is not only happier but more committed and productive in their role. While financial incentives
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have traditionally been emphasised, recent research highlights the growing importance of non-financial
motivators such as recognition, professional development, and organisational culture (Argyropoulou, 2023;
Pandya, 2024). In the library context, Abdulraheem (2024) confirmed that motivational factors such as job
security, opportunity to utilise abilities, and professional recognition significantly determine the job performance
of library staff in Nigerian academic libraries.
Factors of Motivation among Librarians
For the purpose of this study, the two motivating factors examined are staff training and development, and
salary/wages.
Staff Training and Development
Training and development is the process of systematically building work-related knowledge and expertise in
employees for the purpose of improving performance. Saba, Udoudoh, and Babalola (2022) examined the
influence of in-service training on the job performance of librarians in federal university libraries in South-South,
Nigeria, and found that in-service training had a significant positive influence on librarians’ performance.
Similarly, Osiesi. (2022) assessed professional development and training in Federal University Oye-Ekiti and
confirmed that staff development programmes significantly enhance job performance, recommending that
universities invest in conferences, workshops, study visits, and Tet-fund-sponsored programmes for library staff.
Library management must design and implement robust training programmes that equip librarians with the skills
to meet the demands of new technologies, emerging information management techniques, and evolving user
needs.
Conferences: A conference remains a vital formal gathering where professionals converge to exchange
knowledge and explore field-specific solutions. Recent evidence suggests that attendance is a significant
predictor of initiative and proactivity within organizations, as it exposes participants to emerging trends and
innovative practices (Babalola, 2025). Beyond information exchange, modern researchers emphasize that
conferences facilitate "building belonging" through informal social means that are critical to career longevity
(Hauss, 2020).
Seminars: A seminar is a form of structured academic instruction, offered either at an academic institution or
through a professional or commercial organisation. Its primary function is to bring together small groups for
focused discussions on specific subjects, often through Socratic dialogue or formal research presentations.
Seminars enable employees to become conversant with current methodologies in their disciplines, examine
practical problems in their field, and engage in critical debate.
Workshops: A modern training workshop is defined as an intensive, collaborative session where participants
shift from passive recipients of information to active co-creators of knowledge (King & LaRocca, 2022). In the
library and information science (LIS) sector, these workshops are essential for bridging the "skills gap" created
by rapid technological shifts, such as AI integration and data management.
Salary/Wages
The view that a happy worker is a productive worker has long been held in the business world, and financial
remuneration remains one of its key underpinnings. Adekunle and Gbadebo (2024) found that employees’ pay
has a positive and significant relationship with job satisfaction in Nigerian enterprises, confirming that salary
satisfaction directly motivates psychological well-being in the Nigerian employment context. Ogwu, Umeh, and
Bako (2023) further demonstrated that compensation systems significantly influence employee commitment in
Nigerian organisations, while Ohunakin and Olugbade (2022) established that employees’ perceived
compensation system directly influences job performance and turnover intentions.
Salary administration is the process of compensating an organisation’s employees in accordance with accepted
policies and procedures (Olatunji & Sarat, 2014).
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Statement of the Problem
No university library can function optimally without a motivated and satisfied workforce. Librarians are the
principal personnel who animate the library and make it functional as a hub of learning, teaching, and research.
Motivation acts as a psychological force that directs a librarian’s behaviour and sustains their commitment to
institutional goals. Despite its importance, the issue of librarian motivation is frequently marginalised by policy
makers. Aim and Objectives of the Study
The main aim of this study is to assess motivational factors as correlates of librarians’ job satisfaction in two
federal universities in South-South, Nigeria. The specific objectives are to:
• identify the relationship between training and development and librarians’ job satisfaction in libraries of
federal universities in South-South, Nigeria.
• ascertain the relationship between salary/wages and librarians’ job satisfaction in the study area.
Research Questions
The following research questions guided the investigation:
• What is the relationship between training and development and librarians’ job satisfaction in libraries of
federal universities in South-South, Nigeria?
• What is the relationship between salary/wages and librarians’ job satisfaction in the study area?
Conceptual and Empirical Review
The relationship between an institution and its workforce is fundamentally shaped by the factors that motivate
employees and the level of satisfaction they derive from their work. Motivation determines the intensity,
direction, and persistence of effort, and is therefore a critical driver of employee performance and organisational
productivity. Dlamini (2022) affirmed that employee performance is essential for organisational growth, while
Pandey (2024) emphasised that motivation plays a central role in enabling such growth. Recent scholarship has
further expanded understanding of motivation in organisational settings. Ahmad (2024) reported that high
motivation is associated with improved performance and innovation, while Chen and Kanfer (2024) highlighted
the importance of situating motivation within cultural and organisational contexts. In the library sector,
Oluwafemi(2025) found that both intrinsic and extrinsic motivational factors significantly influence librarians’
performance in Nigerian public universities.
Job Satisfaction: Concept and Definition
Job satisfaction is a central construct in organisational behaviour and refers to the extent to which employees
feel positively or negatively about their jobs. It encompasses employees’ emotional responses, attitudes, and
perceptions regarding various aspects of their work, including job tasks, work environment, compensation, and
opportunities for advancement. Locke (1976) defined job satisfaction as a pleasurable or positive emotional state
resulting from the appraisal of one’s job or job experiences. This definition underscores the psychological and
affective nature of job satisfaction as an outcome of work-related experiences.
Within the library and information science context, job satisfaction reflects the degree to which librarians feel
fulfilled in their professional roles. It includes satisfaction derived from service delivery, professional
recognition, access to training opportunities, interpersonal relationships, and working conditions. Igbokwe (2011)
identified salary, promotion opportunities, interpersonal relationships, and working conditions as key
determinants of job satisfaction among librarians in Nigerian federal universities. Job satisfaction is
multidimensional, encompassing both intrinsic factors (such as achievement, recognition, and responsibility)
and extrinsic factors (such as salary, job security, and working conditions). Herzberg’s two-factor theory
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explains this distinction by categorising intrinsic factors as motivators and extrinsic factors as hygiene factors
that prevent dissatisfaction.
Relationship between Motivation and Job Satisfaction
Motivation and job satisfaction are closely related but conceptually distinct constructs. Motivation refers to the
forces that initiate and sustain work-related behaviour, whereas job satisfaction represents the emotional and
attitudinal outcome of such behaviour. Theoretically, motivation is widely regarded as an antecedent of job
satisfaction. When employees are adequately motivated through both intrinsic and extrinsic factors, they are
more likely to experience higher levels of satisfaction. Herzberg’s two-factor theory posits that motivators such
as achievement and recognition enhance satisfaction, while hygiene factors such as salary and working
conditions prevent dissatisfaction. Similarly, Maslow’s hierarchy of needs suggests that fulfilment of employees’
needs leads to positive work attitudes, including job satisfaction. Empirical studies have consistently
demonstrated a strong relationship between motivation and job satisfaction. Abdulraheem (2024) found that
motivational factors such as salary, job security, and recognition significantly influence job satisfaction among
library staff. Ajala (2023) also reported that motivation significantly predicts job satisfaction among librarians
in Nigerian universities.
Empirical Review
Several empirical studies have examined motivation and job-related outcomes in organisational and library
contexts. Igbokwe (2011) found that salaries, promotion opportunities, interpersonal relationships, and working
conditions significantly determine librarians’ job satisfaction in federal university libraries in South-East Nigeria.
Ajie, Soyemi, and Omotunde (2015) reported that personnel motivation correlates with organisational
commitment among library staff in Lagos State.
Lamptey, Boateng, and Antwi (2013) identified low motivation as a major factor affecting the performance of
librarians in Ghanaian universities. More recently, Ajala (2023) found that motivational factors such as
responsibility, achievement, and job security significantly influence job satisfaction among librarians in
Southern Nigeria. With specific reference to training and development, Osiesi (2022) confirmed that professional
development programmes significantly improve job performance among library staff, while Saba (2022) found
that in-service training has a strong positive influence on librarians’ performance in South-South Nigeria.
Regarding salary and compensation, Adekunle and Gbadebo (2024) established a positive relationship between
employee pay and job satisfaction in Nigerian enterprises. Ogwu, Umeh, and Bako (2023) also found that
compensation systems significantly influence employee commitment, while Ohunakin and Olugbade (2022)
demonstrated that perceived compensation affects both job performance and turnover intentions. Collectively,
these studies highlight the importance of both financial and non-financial motivational factors in shaping
employee outcomes, including job satisfaction.
Research Design
A correlational research design was adopted for this study. As described by Nworgu (2006), a correlational
design examines the co-variation between two or more variables, determining whether changes in one variable
are systematically associated with changes in another. This quantitative approach was selected because it is
appropriate for measuring the nature and extent of the relationship between motivational factors and librarians’
job satisfaction. Figure 1 below illustrates the sequential stages of the research design, from the identification of
the research problem through to the generation of findings and conclusions.
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Figure 1: Research Design Flowchart
Area of the Study
The study was conducted in the South-South geopolitical zone of Nigeria, one of the country’s six geopolitical
zones. The zone comprises six states: Akwa Ibom, Bayelsa, Cross-River, Delta, Edo, and Rivers State. Two
federal universities in the zone were selected, as summarised in Table A below.
Table A: Selected Institutions in the Study Area
University
State
Zone
Library Type
University of Calabar
(UNICAL)
Cross-River State
South-South Nigeria
Federal University
Library
University of Benin (UNIBEN)
Edo State
South-South Nigeria
Federal University
Library
Population of the Study
The study population comprised all librarians in the two selected federal university libraries. A total of 60 copies
of the research instrument were administered across both institutions. Table B presents the full breakdown of the
population by institution and staff category, while Figure 2 provides a visual representation of the distribution.
Table B: Population Distribution by Institution and Staff Category
Institution
Professional
Librarians
Para-professional
Librarians
Total
University of Calabar
20
10
30
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University of Benin
21
9
30
Total
41
19
60
Figure 2: Population Distribution by Institution and Category
Sample and Sampling Technique
Given that the population was relatively small and manageable, a census enumeration technique was adopted,
whereby the entire population of 60 librarians constituted the study sample. This approach ensures that findings
are fully representative of all librarians in the selected institutions.
Table C summarises the sampling outcome.
Table C: Summary of Sample and Sampling Technique
Sampling Technique
Population Size
Sample Size
Sampling Ratio
Census Enumeration
60 Librarians
60 Librarians
100%
Research Instrument
A researcher-designed rating scale titled “Rating Scale on Motivational Factors as Correlates of Librarians’ Job
Satisfaction” (RSMFCLIS) was used for data collection. The instrument comprised 35 items arranged in two
major sections.
Section A elicited background information on respondents, while Section B captured responses on motivational
factors and librarians’ job satisfaction. Items were rated on a four-point Likert scale: Strongly Agree (4), Agree
(3), Disagree (2), and Strongly Disagree (1). Table D presents the structure of the instrument.
Table D: Structure of the Research Instrument (RSMFCLIS)
Section
Content Focus
Clusters/Subscales
No. of Items
Scale
A
Respondent Background
Information
—
5
—
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B — Part I
Motivational Factors
Training & Development /
Salary/Wages
15
4-Point Likert
B — Part II
Librarians’ Job Satisfaction
Clusters A–D (5 items
each)
20
4-Point Likert
Likert Scale Key: Strongly Agree (SA) = 4 Agree (A) = 3 Disagree (D) = 2 Strongly Disagree
(SD) = 1
Method of Data Collection
The rating scale was administered personally by the researchers with the assistance of trained research assistants.
Respondents were given a two-week window to complete the instrument, ensuring sufficient time for thoughtful
and accurate responses. All completed copies were personally retrieved at the end of the stipulated period. Table
E outlines the data collection procedure.
Table E: Data Collection Procedure
Stage
Activity
Responsible Party
Duration
1
Instrument printing and packaging
Researchers
1 week
2
Administration to respondents at both
universities
Researchers + Assistants
Day 1
3
Completion by respondents
Librarians (respondents)
2 weeks
4
Personal retrieval of completed copies
Researchers + Assistants
Day 15
5
Data entry and preparation for analysis
Researchers
1 week
Method of Data Analysis
Mean scores and standard deviations were computed to answer the research questions. The Pearson Product-
Moment Correlation Coefficient was used to determine the strength and direction of the relationships, and t-test
statistics were used to test the significance of the correlation coefficients at the 0.05 level. Additionally, F-test
multiple regression statistics were used to determine the coefficient of multiple regression (R) between the
independent variables and the dependent variable. Table F provides a summary of the statistical tools matched
to each research question and hypothesis.
Table F: Summary of Data Analysis Framework
Research Question /
Hypothesis
Variable
Statistical Tool
Purpose
RQ 1 / H₀₁
Training & Dev. vs. Job
Satisfaction
Pearson r + t-test
Determine relationship &
significance
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RQ 2 / H₀₂
Salary/Wages vs. Job
Satisfaction
Pearson r + t-test
Determine relationship &
significance
Both hypotheses
All independent variables
combined
F-test Multiple
Regression
Test coefficient of
multiple regression (R)
Research Question One and Hypothesis One
Research Question One: What is the relationship between training and development and librarians’ job
satisfaction in libraries of federal universities in South-South, Nigeria?
Table 1: Means (X), Standard Deviations (S), Coefficient of Correlation (r), and Coefficient of Determinant
(R²) for the Relationship between Training and Development and Librarians’ Job Satisfaction
Variable
X
S
r
R²
Job Satisfaction
83.05
7.70
.61
.37
Training & Development
16.95
2.33
Table 1 presents the means, standard deviations, and correlation coefficients for the relationship between training
and development and librarians’ job satisfaction. The mean rating scores for librarians on job satisfaction and
training are 83.05 and 16.95, with standard deviations of 7.70 and 2.33, respectively. The coefficient of
relationship (r = .61) falls within the high relationship range (.61–.80), indicating a strong positive relationship
between training and librarians’ job satisfaction. The coefficient of determinant (R² = 0.37) shows that 37% of
the variation in librarians’ job satisfaction is accounted for by training.
Hypothesis One: There is no significant relationship between training and development and librarians’ job
satisfaction in libraries of federal universities in South-South, Nigeria.
Table 2: Sample Size (n), Calculated t-value (tcal), p-value, Critical t-value (tcrit), Degrees of Freedom (df),
and Decision for Hypothesis One
n
R
R²
tcal
p
tcrit
df
Decision
60
.61
0.37
9.68
0.000
1.96
58
Reject H₀₁
The calculated t-value of 9.68 exceeds the critical t-value of 1.96, and the p-value of 0.000 is less than the
significance level of 0.05. This indicates that the relationship between training and librarians’ job satisfaction is
statistically significant. Accordingly, H₀₁ is rejected, confirming a genuine and significant relationship between
training and development and librarians’ job satisfaction.
Research Question Two and Hypothesis Two
Research Question Two: What is the relationship between salary/wages and librarians’ job satisfaction in the
study area?
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Table 3: Means (X), Standard Deviations (S), Coefficient of Correlation (r), and Coefficient of Determinant
(R²) for the Relationship between Salary/Wages and Librarians’ Job Satisfaction
Variable
X
S
r
R²
Job Satisfaction
84.10
7.70
.67
0.45
Salary/Wages
15.90
2.60
Table 3 shows that the mean rating scores for job satisfaction and salary/wages are 84.10 and 15.90, with standard
deviations of 7.70 and 2.60, respectively. The coefficient of relationship (r = .67) falls within the high
relationship range (.61–.80), indicating a strong positive relationship between salary/wages and librarians’ job
satisfaction. The coefficient of determinant (R² = 0.45) shows that 45% of the variation in librarians’ job
satisfaction is explained by salary/wages.
Hypothesis Two: There is no significant relationship between salary/wages and librarians’ job satisfaction in
libraries of federal universities in South-South, Nigeria.
Table 4: Sample Size (n), Calculated t-value (tcal), p-value, Critical t-value (tcrit), Degrees of Freedom (df),
and Decision for Hypothesis Two
n
R
R²
tcal
p
tcrit
df
Decision
60
.67
0.45
11.34
0.000
1.96
58
Reject H₀₂
The calculated t-value of 11.34 exceeds the critical t-value of 1.96, and the p-value of 0.000 is below the 0.05
significance level. This confirms that the coefficient of relationship between salary/wages and librarians’ job
satisfaction is statistically significant. H₀₂ is therefore rejected, establishing that there is a genuine and significant
positive relationship between salary/wages and librarians’ job satisfaction.
DISCUSSION
The findings of this study reveal significant positive relationships between both training and development and
salary/wages, and librarians’ job satisfaction, with salary/wages emerging as the stronger correlate, accounting
for 45% of the variation in job satisfaction (R² = 0.45). These results are meaningfully interpreted through the
lens of Herzberg’s two-factor theory, which distinguishes between motivators and hygiene factors as distinct
contributors to employee satisfaction and dissatisfaction.
According to Herzberg’s two-factor theory, salary and wages belong to the category of hygiene factors —
extrinsic elements whose inadequacy generates dissatisfaction but whose presence alone does not independently
motivate. The finding that salary/wages accounts for 45% of the variance in librarians’ job satisfaction is
consistent with this theoretical position: inadequate or delayed remuneration among librarians in federal
university libraries in South-South Nigeria is likely a primary source of job dissatisfaction, suppressing overall
satisfaction levels and undermining institutional commitment. The strong correlation (r = .67) and the significant
t-value (tcal = 11.34 > tcrit = 1.96, p < 0.05) reinforce the view that competitive and timely salary administration
functions as a foundational hygiene condition without which no level of intrinsic motivation can sustain
workforce satisfaction. This aligns with the findings of Adekunle and Gbadebo (2024), who established a
positive and significant relationship between employee pay and job satisfaction in Nigerian enterprises, and with
Ogwu, Umeh, and Bako (2023), who linked compensation systems to employee commitment in Nigerian
organisational contexts.
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Training and development, while emerging as the comparatively weaker predictor (R² = 0.37, r = .61),
nonetheless demonstrated a significant positive relationship with librarians’ job satisfaction. Within Herzberg’s
framework, training and development straddles both dimensions: as an opportunity for professional growth,
advancement, and skill acquisition, it functions as a motivator factor capable of generating active satisfaction
and enhancing psychological investment in one’s role. Librarians who perceive their institutions as investing in
their professional capacity through conferences, workshops, seminars, and study visits are more likely to report
a sense of recognition and achievement — both of which are motivators in Herzberg’s schema. The findings are
consistent with Osiesi (2022), who confirmed that professional development programmes significantly enhance
job performance among library staff, and with Saba, Udoudoh, and Babalola (2022), who found that in-service
training positively influences librarians’ performance in South-South Nigeria.
Taken together, the findings indicate that university library management must attend to both the hygiene and
motivator dimensions of the work environment. The prominence of salary/wages as the stronger predictor
suggests that, for librarians in the South-South geopolitical zone of Nigeria, the foundational hygiene condition
of fair and consistent remuneration remains unmet at a level that meaningfully suppresses satisfaction. Until this
foundational condition is secured, the motivating potential of training and professional development is inherently
constrained. These insights provide practical guidance for policy makers and library administrators: salary
reform and timely disbursement of wages must be treated as non-negotiable prerequisites, while structured
professional development programmes must be institutionalised as a complementary strategy for building an
engaged and high-performing library workforce.
CONCLUSION
This study assessed motivational factors as correlates of librarians’ job satisfaction in federal university libraries
in South-South, Nigeria, focusing specifically on training and development and salary/wages. The findings
established significant positive relationships between both motivational factors and librarians’ job satisfaction.
These results imply that training and development and salary/wages jointly and individually influence the job
satisfaction of librarians. Appropriate motivational strategies including competitive and timely remuneration,
and robust staff training and development programmes are therefore prerequisites for a satisfied, motivated, and
high-performing library workforce. Where such motivational factors are inadequate or absent, job satisfaction
will inevitably decline, with negative consequences for service quality and the broader academic mission of the
university.
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