Abstract:
The general purpose of this study was to examine the motivational potential of the new
incentive strategy. Expectancy motivation theory was a theoretical frame work
for this study.
Descriptive survey research design was employed to the study. The size
of population was
611.
Of these, 175 males and 19 females subjects were included in the sample making a total
of 194 samles. Both closed ended and open ended questionnaire and semi structured
interview were the data collection instruments. These instruments were developed by the
researcher. Pilot study was conducted before the questionnaire was administered. The
reliabilities
ofthe scales were computed using Cronbach Alpha. Cronbach Alpha values were
awareness
= 0.88, expectancy = 0.89, instrumentality = 0.86, and valence = 0.84. Both
descriptive and inferential statistical analysis techniques were employed to compute the data.
191questionnaires were properly filled in and analyzed. Results
of a one sample t-test
revealed that awareness
(t = 39.67, df =190, P < 0.05) and valence (t =40.95, df = 190, P <
0.05) were significantly high while expectancy (t = -5.27, df = 190, P < 0.05) and
instrumentality
(t =-9.3, df =190, p < 0.05) were significantly low. Independent t-test results
showed'that significant differences were not found between teachers and principals across
awareness, expectancy, instrumentality and valence. Moreover, sex was not significant factor
- while experience and level ofeducation were significant factors ofexpectancy as independent
t - test and ANOVA analyses results showed respectively.
In addition, qualitative results
showed that certain personal and institutional factors were found
to be teachers' and
principals' expectancies factors. Though awareness about the incentive strategy and valence
toward incentives were high, expectancies and instrumentalities were low. A short Summary
of the study and major findings were reflected in summary parts. Therefore, it may be
conclude that teachers' and principals' motivation would be low by dint
of the incentive
strategy given the absence
of enabling conditions and commitment to provide the incentives
are taken into account. Finally, professional development training, provision
of adequate
resources, commitment
to paying those incentives, development of clear procedures and
measurements and widening alternative chances in the provision
of incentives among the
strategy were some possible recommendations.
