Journal of Management Research and Review (JMRR)

Impact of Compensation and Benefits on Non-Teaching Staff Retention in Rufus Giwa Polytechnic, Owo, Ondo State, Nigeria

Salami (Ph.D), Adedoyin Isaac, Onyekachi (Ph.D), Enyioko Chilaka, Faith, IJASAN Titlayo

18 September 2025 · Vol. 1, Issue 3, pp. 45-56

DOI: 10.65150/EP-jmrr/V1E3/2025-A009

Abstract

This study critically examines the impact of compensation and benefits on the retention of non-teaching staff at Rufus Giwa Polytechnic, Owo, Ondo State, Nigeria, within the broader framework of human resource management in public tertiary institutions. Using a descriptive survey design, data were collected from 180 stratified randomly selected respondents out of a total population of 328 non-teaching staff. Quantitative analysis, including descriptive statistics and multiple regression, was employed to evaluate the adequacy, fairness, and influence of compensation on retention decisions. Findings revealed that compensation packages were perceived as moderately adequate (grand mean = 3.19, SD = 1.29), with 57.5% of respondents agreeing that salaries and bonuses met job role expectations. However, competitive parity with similar institutions was lower, with only 48.5% in agreement. Perceptions of fairness were relatively high (grand mean = 3.57, SD = 1.30), with 69.7% affirming pay fairness and 69.7% reporting motivational benefits from compensation. Regression analysis indicated that compensation and benefits accounted for 64.5% of the variance in retention decisions (R² = 0.645, Adj. R² = 0.630, p < 0.0001). Significant predictors included Compensation Attractiveness (β = 0.356, p < 0.001), Benefits Motivation (β = 0.276, p = 0.002), and Perceived Reduction in Turnover (β = 0.210, p = 0.016). Fairness in Compensation (β = 0.195, p = 0.035) also significantly influenced retention, while the perceived overall importance of compensation showed a marginal effect (β = 0.168, p = 0.068). The study concludes that competitive, fair, and transparent compensation structures are pivotal in retaining non-teaching staff. It recommends comprehensive package reviews, enhanced non-monetary benefits, and participatory policy development to foster institutional stability and reduce attrition.

Keywords: Compensation, Employee Retention, Non-Teaching Staff, Benefits Packages, Human Resource Management

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Salami (Ph.D), Adedoyin Isaac, Onyekachi (Ph.D), Enyioko Chilaka, Faith, & IJASAN Titlayo (2025). Impact of Compensation and Benefits on Non-Teaching Staff Retention in Rufus Giwa Polytechnic, Owo, Ondo State, Nigeria. Journal of Management Research and Review, 1(3), 45-56. https://doi.org/10.65150/EP-jmrr/V1E3/2025-A009

@article{Salami2025,
  title   = {Impact of Compensation and Benefits on Non-Teaching Staff Retention in Rufus Giwa Polytechnic, Owo, Ondo State, Nigeria},
  author  = {Salami (Ph.D) and Adedoyin Isaac and Onyekachi (Ph.D) and Enyioko Chilaka and Faith and IJASAN Titlayo},
  journal = {Journal of Management Research and Review},
  year    = {2025},
  volume  = {1},
  number  = {3},
  pages   = {45-56},
  doi     = {10.65150/EP-jmrr/V1E3/2025-A009},
  url     = {https://doi.org/10.65150/EP-jmrr/V1E3/2025-A009}
}

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