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are managed, relative to their fulltime counterparts, on their performance. Data were collected, from a sample of 298 part-time academic staff, on how they are recruited, selected, appointed, deployed and compensated; and on the extent to which they would agree that these ways affect their performance. The findings were that majority of them were selected through their personal contacts in the respective universities; were not
appointed by the universities’ directorates of human resources; were not given detailed job descriptions; were not usually given notice of meetings; and felt that their rewards are not equitable, relative to those of their fulltime counterparts, all of which have affected their performance. Thus, it is recommended that, to improve their part-timers’ performance, the universities should endeavour to depersonalize their appointment;
provide them with detailed job descriptions; and align their rewards with those of their fulltime counterparts.