Factors Affecting the Optimization of Organizational Success of Non-Academic University Staff in Sri Lanka

Abstract

The research aims to investigate the factors affecting organizational success among Non-Academic employees of ABC University Sri Lanka, specifically in relation to job satisfaction, working environment, professional development, and recognition and reward structures. The study is conducted in response to the current challenges faced by employees of higher education institutions in Sri Lanka, particularly after COVID-19 and the subsequent economic meltdown. The research uses an interdisciplinary mixed technique research design, employing both closed-ended and open-ended data collection methods. A questionnaire survey was administered to 108 non-academic staff members, with 100 responding. Semi structured interviews were also conducted to gain an understanding of their roles and challenges. The results show a significant relationship between job satisfaction and organizational success. Non academic staff who expressed higher job dissatisfaction were more committed to their duties and made negative contributions towards the university's operational goals. Promoters for job satisfaction include the nature of the job, expectations and actual roles, job design, and the chance to use knowledge and skills. However, concerns include the lack of career path promotion and recognition from supervisors. The working environment proved to be another important predictor of organizational success. Outdated equipment and physical environment revealed that poor physical working conditions deter staff productivity and [morale]. However, understaffing and resultant pressures from the economic crisis along with employing fewer people due to regulatory constraints put extra burden on non-academic staff in terms of workload. This clearly led to a higher turnover rate because most of the staff were demonstrating a willingness to work outside of the health sector or emigrate in search of more adequate remunerations and conditions. The studies also revealed that enhancement for professional learning influenced the performance and turnover rates of employees. Among employees who attended professional development activities like workshops or training sessions, the perception of self-reported job satisfaction was higher than those who did not attend the above-said activities and showed higher intention to stay with the organization. Yet, a number of respondents showed that they did not find sufficient numbers of such opportunities and that they are not distributed uniformly across different departments leading to feelings of stagnation and prevailing view of no mobility.