Motivating university teachers through prism of their remuneration

Abstract

Paper deals with the motivation of university teachers. The work of university teachers is very demanding – their effects on students, laic and professional public, employers, incubators of innovation etc. is a reflection of their knowledge, skills, experience, and above of all: their motivation. In addition, teachers are confronted with ideas, knowledge, and motivation of students on the each lecture or seminar. Therefore, it is necessary to influence desirably the motivation of university teachers, act upon it systematically, ethically and constructively. Literature and practice consistently present that motivation is linked to remuneration. Therefore, the content of paper consists in a definition of motivation, motivating and remuneration, and mutual relations between the motivating and the remuneration. We can understand remuneration as a separate function of human resource management, while its outputs and effects only indirectly affect the work motivation and satisfaction, or remuneration can be seen as a motivating tool, as a complex system elements that affect together the motivation of university teachers in terms of remuneration for performed (past) work, and at the same time, in terms of perspective (forward) commitment for expected work. In the methodological part of paper, considered theoretical views are supported by results of own questionnaire survey conducted at the University of Žilina (Slovak Republic) in 2013 which aimed to reveal a deeper understanding of the university teachers’ motivation. 86 university teachers and managers participated in the survey what represents 13.13% of all teachers. The results show that motivation is shaped by numerous organizational motivators. Generalizing ascertained data, the remuneration, understood complexly as a system of efficient motivators, takes an important position in the motivating university teachers and managers. In the concluding part of paper, we can point that it is important to connect remuneration and motivating into an active multilayer managerial-leadership dimension of human resource management.