Performance Motivation Matrix, Beyond Rewards and Recognition: Unraveling the dynamics of Intrinsic and Extrinsic Motivation on Employee Engagement, Commitment, and Retention in Nigeria's Higher Education Sector

Abstract

This study examines the relationship between intrinsic and extrinsic motivation and their impact on employee commitment at Alex Ekwueme Federal University Ndufu-Alike (AE-FUNAI), Nigeria, with a focus on affective, normative, and continuance commitment. Grounded in Self-Determination Theory (SDT) and Meyer and Allen’s Three-Component Model of Commitment, the study addresses the problem of declining employee engagement and retention in the Nigerian higher education sector. The research utilized a cross-sectional survey design, employing a validated questionnaire to gather data from 241 staff members. Results show that intrinsic motivation, driven by personal growth and job satisfaction, significantly enhances affective commitment, fostering emotional attachment and engagement. Conversely, extrinsic motivation, such as financial incentives and job security, predominantly influences continuance commitment, with employees staying due to the perceived costs of leaving. Normative commitment is shaped by both intrinsic and extrinsic factors, supported by organizational culture and transformational leadership. The study concludes that a balanced motivational approach, addressing both emotional and practical employee needs, is essential for improving retention and performance. Future research should explore longitudinal designs and the role of personality traits in motivation-commitment dynamics.