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European Journal of Education Studies ISSN: 2501 - 1111 ISSN-L: 2501 - 1111 Available on-line at: www.oapub.org/edu Volume 3 │Issue 11│2017 doi: 10.5281/zenodo.1044084 DIRECT COMPENSATION MANAGEMENT AS CORRELATE OF TEACHER TASK PERFORMANCE Duvie, Adanma Nnekwui, Nwokediuko, Issadas Chinwendu Department of Educational Management Michael Okpara University of Agriculture, Umudike, Nigeria Abstract: This study investigated direct compensation management and task performance of teachers in the Public Secondary Schools in Imo State, Nigeria. The purpose was to determine the influence of direct compensation management on the teachers’ task performance in public secondary schools. Three research questions and two hypotheses guided the study. A sample of 664 teachers was selected from three education zones by proportional stratified sampling. Systematic sampling was used to identify the individual sample subjects. Data was collected with a researcher constructed questionnaire titled, Direct Compensation Management and Teacher Task Performance Questionnaire DCMTTPQ , with a reliability coefficient of .8 6. The research questions were analyzed using weighted means and standard deviation while Pearson’s Product Moment Correlation was used to analyze the hypotheses. The results revealed that irregular payment of teachers’ salaries and allowances reduced to a great extent the teachers’ task performance. It also revealed that there is a high and negative correlation between direct compensation management in Imo State public schools and the teachers’ task performance. ”ased on the findings and conclusion, it was recommended that Imo State Government should be more committed to the welfare of teachers by paying their salaries and allowances as at when due in order to enhance their task performance. The paper also recommended the immediate implementation of 26% of annual budget allocation to education as recommended by UNESCO at both the Federal and State levels to meet up with the demands of teachers’ direct compensation management. Copyright © The Author(s). All Rights Reserved. © 2015 – 2017 Open Access Publishing Group 132 Duvie, Adanma Nnekwu, Nwokediuko, Issadas Chinwendu DIRECT COMPENSATION MANAGEMENT AS CORRELATE OF TEACHER TASK PERFORMANCE Keywords: direct compensation, irregular salaries, irregular allowances, teachers’ task performance 1. Introduction Compensation can be defined as all of the rewards earned by employees in return for their labour. This includes direct and indirect compensation (Hoare, 2013). Direct compensation consists of pay received in the form of wages, salaries, allowances, bonus and commissions provided at regular and consistent intervals (Numan, 2010; Hoare, 2013). Indirect compensation is referred to as benefits. Employee benefits are nonfinancial forms of compensation offered in addition to cash salary to enrich workers lives. Employee benefits are not performance based rather they are membership based (Decenzo and Robbins, 2007). Workers receive benefits regardless of their performance. Although employees benefits as a whole have no direct effect on employee performance, inadequate of it do contribute to low job satisfaction level, increase in absenteeism and turn over in employees (Decenzo and Robbins, 2007). Indirect compensation includes, good accommodation, provision of transportation distribution of some cell phones and some food items at the end of the month or year. A well designed compensation as well as benefits plan help to attract, motivate and retain talents in an organization (Numan, 2010). Today humans are regarded as one of every profit making and non-profit making organizations’ assets; consequently, they need to be efficiently and effectively managed. Compensation in human resources refers to the give and take relationship between the employer and the employee in monetary terms. The employee gives the service and receives pay from the employers. A well thought out compensation management goes a long way to not only motivate the employees but also improve the organizational effectiveness. This is more so when the direct compensation is enjoyed by the employee as at when due. The focus of this paper is on irregular payment of salaries and allowances or irregular payment of direct compensation since it has direct effect on job performance of employees. This irregular payment of direct compensation involves delay of payment of salaries from one month to several months and the delay of payment of promotion and annual leave allowance from one year to several years. Salary is the most traditional form of wage which involves a certain amount of money over a specified period. The frequency of payment is another aspect of the compensation based on the standard of the organization. In some developed countries such as United Kingdom, United States, France and others pay per hour of service is used to compensate unskilled and some skilled labourers. In Nigerian daily pay is practiced only with respect to unskilled European Journal of Education Studies - Volume 3 │ Issue 11│ 2017 133 Duvie, Adanma Nnekwu, Nwokediuko, Issadas Chinwendu DIRECT COMPENSATION MANAGEMENT AS CORRELATE OF TEACHER TASK PERFORMANCE labour. For skilled labour such as professionals in Nigeria, salaries are paid at the end of every month. This also applies to the teachers’ salaries. The frequency of meeting this obligation by the employer in the public institutions seems to be a difficult issue in Nigeria. Payment of salaries to workers in public institutions is hardly regarded as a priority. It is the general belief that education is not a profit making enterprise in Nigeria hence the annual budget allocation to education wavers between 4 and 11 percent between 1999 and 2013against the United Nations Educational Scientific and Cultural Organizations (UNESCO) demand of 26%. Table 1 shows the Federal annual budgetary allocation to education from 1999 to 2013 (Micaiah, 2013). For viewing / downloading the full article, please access the following link: https://oapub.org/edu/index.php/ejes/article/view/1172 European Journal of Education Studies - Volume 3 │ Issue 11│ 2017 134