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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.2026.150600008

Received: 11 June 2026; Accepted: 18 June 2026; Published: 02 July 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

have traditionally been emphasised, recent research highlights the growing importance of non-financial

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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

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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

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

University of Benin

Total

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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

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

Respondent Background

Information

—

B — Part I

Motivational Factors

Training & Development /

Salary/Wages

4-Point Likert

B — Part II

Librarians’ Job Satisfaction

Clusters A–D (5 items

each)

4-Point Likert

Likert Scale Key: Strongly Agree (SA) = 4 Agree (A) = 3 Disagree (D) = 2 Strongly Disagree

(SD) = 1

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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

Instrument printing and packaging

Researchers

1 week

Administration to respondents at both

universities

Researchers + Assistants

Day 1

Completion by respondents

Librarians (respondents)

2 weeks

Personal retrieval of completed copies

Researchers + Assistants

Day 15

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

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?

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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



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

R²

tcal

tcrit

Decision

.61

0.37

9.68

0.000

1.96

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?

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



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.

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Table 4: Sample Size (n), Calculated t-value (tcal), p-value, Critical t-value (tcrit), Degrees of Freedom (df),

and Decision for Hypothesis Two

R²

tcal

tcrit

Decision

.67

0.45

11.34

0.000

1.96

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.

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.

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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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MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)

ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XV, Issue VI, June 2026

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