Social media use, intrinsic motivation and job performance among faculty in Kenyan private universities

Abstract

Social media is recognized as a tool that organizations are increasingly adopting and is critical in influencing job performance. Job performance a multi-dimensional concept is important in enabling an organization’s success. Given faculty job performance concerns, there has been need to interrogate factors that could improve the performance. Previous studies have established a basis for understanding the factors. For example, studies showing how personal and work outcomes of absenteeism, job satisfaction, and turnover intention affecting job performance have been conducted. Against this backdrop, this current study sought to interrogate the relationship between social media use, intrinsic motivation (a personal and work outcome) and job performance. Using social capital theory (SCT) lens, this research extended knowledge on social media use-job performance relationship. The self-determination theory (SDT) was used to theorize the relationships between intrinsic motivation, and social media use and job performance. A descriptive cross-sectional survey design was adopted. The target population was faculty from Kenyan Private universities, and data was collected through a questionnaire, yielding 75% response rate. The female respondents were female (58.2%), and 64.2% of the faculty was between 31–50 years. Majority of the faculty (32.22%) spent between 1-2 hours per day on social media, with WhatsApp and YouTube being used to a large extent, by more than 95% of them. The relationships were statistically significant; with intrinsic motivation having a mediating effect on the social media use-job performance relationship. The study aligns with the dimensions of SCT by providing evidence of faculty engagement with social media which influences job performance. The use of social media is portrayed as contributing to social capital formation, supporting SCT's tenets. The study also contributes to SDT by validating its principles within the context of social media use, intrinsic motivation, and job performance. The study extends the theoretical argument by proposing that intrinsic motivation serves as the mechanism through which social media use influences job performance. The findings of this research hold significance in crafting policies aimed at addressing stakeholders’ concerns regarding performance. Additionally, the study offers strategies from a social media standpoint that managers can implement to improve job performance. The study recommends that stakeholders capitalise on the beneficial impact of social media use. Universities should integrate the use of social media for improved teaching, research, and service activities.