The role of non-economic incentives in the empowerment and organizational commitment of university faculty

Abstract

This study analyzes the relationship between non-monetary incentives and organizational commitment among university faculty at private institutions in Maracaibo, Venezuela. In a context marked by socio-economic crisis, universities face financial constraints that hinder their ability to offer competitive economic incentives. This scenario underscores the importance of strategies that prioritize faculty well-being through non-monetary incentives such as professional recognition, development opportunities, and recreational activities. Organizational commitment, based on the three-dimensional model, is broken down into affective, normative, and continuance dimensions. These dimensions interact to determine the level of loyalty of faculty members toward their institutions. Through a qualitative approach and semi-structured interviews, key patterns and perceptions were identified regarding how non-monetary incentives influence professors’ motivation, satisfaction, and sense of belonging. The findings highlight that, although salaries are perceived as insufficient, non-monetary incentives such as continuous training, institutional recognition, and recreational spaces contribute significantly to faculty well-being. Moreover, teaching vocation emerges as a central factor that drives professors to remain in their roles, even under adverse conditions.