Personnel Administration Skills And Teachers Effectiveness In Secondary Schools

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Personnel Administration Skills And Teachers Effectiveness In Secondary Schools


Abstract


This study was carried out to examine the personnel administration skills and teachers effectiveness in secondary schools using Etche Local Government Area as a case study. The study was specifically set to determine whether there is a relationship principal interpersonal skill and teachers’ job effectiveness, determine whether there is a relationship teachers’ participation in decision-making and their job effectiveness, determine whether there is a relationship induction and self development and teachers’ job effectiveness and determine whether there is a relationship work-life balance and teachers’ job effectiveness. The survey design was adopted and the simple random sampling techniques were employed in this study. The population size comprise of teachers of some selected secondary schools in Etche Local Government. In determining the sample size, the researcher conveniently selected 57 respondents and 50 were validated. Self-constructed and validated questionnaire was used for data collection. The collected and validated questionnaires were analyzed using frequency tables. While the hypotheses were tested using Pearson correlation statistical tool, SPSS v23. The result of the findings reveals that teachers’ participation in decision-making influence teachers’ job effectiveness. Furthermore the result of the findings reveals that induction and self development influence teachers’ job effectiveness. Therefore, it is recommended that secondary school principals should ensure that they create a conducive school climate by building a sound interpersonal relationship with teachers in order to improve their job performance. To mention but a few.


Table of Content


  • Title Page
  • Certification
  • Dedication
  • Acknowledgement
  • Table of Content
  • List of Tables
  • Abstract

Chapter One:

Introduction

  • 1.1 Background of the Study
  • 1.2 Statement of the Problem
  • 1.3 Objective of the Study
  • 1.4 Research Questions
  • 1.5 Research Hypothesis
  • 1.6 Significance of the Study
  • 1.7 Scope of the Study
  • 1.8 Limitation of the Study
  • 1.9 Definition of Terms
  • 1.10 Organisations of the Study

Chapter Two:

Review of Literature

  • 2.1 Conceptual Framework
  • 2.2 Theoretical Framework
  • 2.3 Empirical Review

Chapter Three:

Research Methodology

  • 3.1 Research Design
  • 3.2 Population of the Study
  • 3.3 Sample Size Determination
  • 3.4 Sample Size Selection Technique and Procedure
  • 3.5 Research Instrument and Administration
  • 3.6 Method of Data Collection
  • 3.7 Method of Data Analysis
  • 3.8 Validity of the Study
  • 3.9 Reliability of the Study
  • 3.10 Ethical Consideration

Chapter Four:

Data Presentation and Analysis

  • 4.1 Data Presentation
  • 4.2 Analysis of Data
  • 4.3 Answering Research Questions
  • 4.4 Test of Hypotheses

Chapter Five:

Summary, Conclusion and Recommendation

  • 5.1 Summary
  • 5.2 Conclusion
  • 5.3 Recommendation
  • References
  • APPENDIX
  • QUESTIONNAIRE

Chapter One


Introduction

1.1 Background of the Study

The success of any organization depends on the availability and efficient management of both human and material resources. With the rapid development in the educational sector and the projected increase in sizes and demand for education, there is need to effectively channel managers’ attention towards the function and usefulness of human resources in a given organization. Otherwise, the goal of the school which is aimed at instituting teaching and learning will be jeopardized. Within the school context, teachers job performance is very important in determining the extent to which learners learn and it is their duty to ensure they raise good students in character.

Teacher job performance, therefore, refers to the statutory curricula function that is performed by the teachers to enable learners to achieve the set educational goals in the schools. This ultimately depends on the commitment of the managers and teachers to make judicious and adequate use of both human and materials resources, to harness them together and bring job effectiveness in conformity with the standards expected. The effectiveness of the teachers is manifested in their knowledge of the subject matter, skills, and competencies in the teaching and learning processes, which leads to the accomplishment of the stated educational goals. The real teacher must possess these qualities for effective teaching and pleasant learning in the school.

With the indices of effective teachers’ job performance presented above, it can be said that many teachers in Nigeria do not appear to be meeting these standards. The quality of teachers’ job effectiveness in the area has been put in doubts due to the poor attitudes manifested by several secondary school teachers who appear to be non-committed to their jobs. Some public-school teachers do not go to school on time, some rarely teach students, writing notes of the lesson appears a boring task to many teachers who ought to have professionally behaved. The truant nature of secondary school teachers as exhibited in their poor attitude towards instructional duties; lateness to work, inconsistent attendance to school or classes, poor record keeping attitude, and their poor disciplinary attitudes, is a pointer to the fact that many teachers are ineffective in their job performance. The menace of teachers’ ineffectiveness in the area had been on the high strain and cannot be overemphasized as it has not only eaten deep into the quality of students produced but has also contributed to the poor quality of leaders produced into the Nigerian economy (Oluwaseun, 2016). It was based on these setbacks that the study was carried out to ascertain the extent to which human resources in the schools are being managed, and to examine whether there is an association between personnel management and teachers’ job effectiveness.

The function of personnel administration in an institution cannot be overlooked. This is because of the pivotal role it plays in motivating people, enhancing the vital relationship and harmonizing with physical facilities to achieve organizational goals. Akpakwu (2012), view personnel administrationas the process of managing the best people and putting them in jobs where their talents and skills can be utilized. Flippo (2015), sees personnel administration as the “planning, organizing, directing, controlling of procurement, development, compensation, integration, maintenance, and separating of human resources to the end that individuals, organizational and social objectives are achieved. This relationship is stipulated at bringing together and developed into an effective organization of the men and women who made up an enterprise and harmonize them for the well-being of the individuals and of working groups, to enable them to contribute to the success of the organization in term of job performance. Thus, the need for human resource management(personnel administration) in the school system is integral and offers a wide range of channels through which the school administrator carry out statutory duties and other responsibilities.

There are many ways in which human resources within the formal school system can be effectively managed. These include promotion, discipline, remuneration, motivation, supervision, the involvement of staff in decision making, interpersonal relationship, effective communication, the delegation of responsibilities and so on (Owan, 2018). However, the emphasis was based on three aspects of personnel administration skills in this study including principal interpersonal relationship, teachers’ participation in decision making, and principal delegation of responsibilities.

Principal inter-personal relationship refers to the cohesion that exists between a school principal and his teachers, students and other personnel within and outside the school environment. According to Azzari (2008), the school administrator must understand his own behavior and the behavior of pupils, teachers, other staff members, parents, and all citizens of the community who influence educational policy in any way. He must understand the group dynamics not only of school boards, school-related organizations such as the parent-teacher association and groups of school personnel, but also of many other groups in the community which can affect the operation, strength, and qualities of schools. Vasiliki (2015) investigated interpersonal relations between teachers and between principals and teachers, as well as their contribution to the effective operation of the school unit and especially to the students’achievement and conduct. It was found that the relations between teachers and between principal and teachers in most schools are official and friendly. Important factors that create good relations are good behavior, the qualifications and the personality of the teachers and principals.

Teachers’ participation in decision making refers to the degree of employee’s involvement in a firm’s strategic planning activities. Every school principal must ensure that every staff is adequately involved in making decisions that concern the school. This will raise their morale to take an active part in an activity in which they were involved in the planning. Newman (2012) examined the influence of teacher participation in decision-making on their morale in Zimbabwean schools. The sample comprised of 5 secondary school heads and 20 secondary school teachers who were purposefully selected. The study established that insignificant teacher participation in critical school issues result in low staff morale and this culminates in stressful school governance. The study recommends teacher empowerment in decision- making.

Principal delegation of responsibilities is the act of assigning duties and responsibilities to the teachers by the school principal in order to ensure that there is a division of labor as well as specialization in the school system. The main reason for delegation in schools emanates from the fact that the task of running a school is too broad for one person to manage alone. There are many tasks and people to deal with in the school, so the workload has to be shared among various units and personnel. Educational managers should strive to create a balance between giving up total control to a group and holding too tightly to the reins. Delegation means initially setting the parameter, and then staying involved through coordination of resources, reviewing progress report, and being able to meet with teams at critical junctures (Nnior, Ratau & Mmasepatela, 2012). Jackson (2015), investigated teachers’ perceptions of the influence of principals’ level of delegation of duties on their work performance in public secondary schools in Eldoret Municipality. Proportionate random sampling technique was used to select the respondents. The study established that teachers in public secondary schools in Nigeria felt that the level of Principals’ delegation of duties influenced their contribution to decision making, their capacity to develop self-managed teams, team spirit, their opportunities for advancement and learning, initiative and creativity. Through involvement in decision making, there was an enhancement of teachers’ motivation and job satisfaction. It was therefore recommended that the Principals of the various secondary schools need to delegate more duties to teachers in order for them to be able to make efficient decisions, develop work teams, train and develop teachers, which results into motivation and job satisfaction.


1.2 Statement of the Problem

The problem of this study is traceable to the fact that most secondary school teachers in Nigeria, tend to be ineffective in their job performance as displayed in their poor attitude to work, poor record keeping habit, poor punctuality habits, irregular attendance in classes, unethical marking of the attendance register and several other unacceptable behaviours which undermine the quality of the teaching profession, and which deter the schools from achieving set goals and objectives. This has been an issue of concern with the government and all relevant stakeholders making efforts to cushion this problem.

The Government, in an effort to address this situation, has intensified supervision of secondary schools, increased teachers’ salary and improved teachers’ retraining opportunities in recent times in River State. Despite all these measures applied by the government, secondary school teachers, especially those within the scope of Igbo Echie, are still underperforming below expectations in their instructional roles. Students are still performing poorly in the classroom and standard examination and everything seems stagnated.

However, the researcher believes that teachers may perform their jobs effectively in the school system if appropriate measures are put in place to improve their performance and direct their actions. It is on this note that the researcher wonders whether personnel administration skills has any relationship to teachers’ job effectiveness in secondary schools in Etche Local Government.


1.3 Objective of the Study

The overall aim of this study is to critically assess personnel administration skills and teachers effectiveness in secondary schools. Hence, the study will be channeled to the following specific objectives;

  1. Determine whether there is a relationship principal interpersonal skill and teachers’ job effectiveness.
  2. Determine whether there is a relationship teachers’ participation in decision-making and their job effectiveness.
  3. Determine whether there is a relationship induction and self development and teachers’ job effectiveness.
  4. Determine whether there is a relationship work-life balance and teachers’ job effectiveness.

1.4 Research Questions

The following research question will guide the study:

  1. Does principal interpersonal skill influence teachers’ job effectiveness?
  2. Does teachers’ participation in decision-making influence teachers’ job effectiveness?
  3. Does induction and self development influence teachers’ job effectiveness?
  4. Does work-life balance influence teachers’ job effectiveness?

1.5 Research Hypotheses

  • Ho: There is no significant relationship between personnel administration skills and teachers effectiveness.
  • Ha: There is a significant relationship between personnel administration skills and teachers effectiveness.

1.6 Significance of the Study

The information, ideas and recommendation which arose from the study was important to management and teachers in understanding of the importance of PA practices and its influence on teachers’ performance. It would also be of great help to the policy makers in the ministry of Education in formulating and implementing employment policies congruent to PA practices in schools. This study was of importance in supplementing the literature on the relevance of PA in secondary schools. The discussions and finding of this study would also be important to academic researchers since they are geared towards providing important factors regarding the application of human resource practices and their influence on employee performance in the teaching institutions. The study would also be of value to researchers and scholars as the study is aimed at increasing the body of knowledge in this area.


1.7 Scope of the Study

The study generally focus on examine personnel administration skills and teachers effectiveness in secondary schools using Etche Local Government as a case study. The respondents for this study will be obtained from selected secondary schools in Etche Local Government.


1.8 Limitations of the Study

Like in every human endeavour, the researchers encountered slight constraints while carrying out the study. The significant constraint was the scanty literature on the subject owing to the nature of the discourse thus the researcher incurred more financial expenses and much time was required in sourcing for the relevant materials, literature, or information and in the process of data collection, which is why the researcher resorted to a limited choice of sample size. Additionally, the researcher will simultaneously engage in this study with other academic work. More so, the choice of the sample size was limited as few respondent were selected to answer the research instrument hence cannot be generalize to other secondary schools. However, despite the constraint encountered during the research, all factors were downplayed in other to give the best and make the research successful.


1.9 Definition of Terms

Personnel Administration

Personnel administration, better known as human resources (HR) management, is the coordination and regulation of employees in a company. It involves organizing, recruiting, hiring, training, and assessing workers. Conflict resolution and legal compliance also are important aspects.

Teacher Effectiveness

Teacher effectiveness was defined as a teacher’s ability to utilize approaches, strategies, connections to students, and a particular set of attitudes that lead to improved student learning and achievement


1.10 Organization of the Study

The study is categorized into five chapters. The first chapter presents the background of the study, statement of the problem, objective of the study, research questions and hypothesis, the significance of the study, scope/limitations of the study, and definition of terms. The chapter two covers the review of literature with emphasis on conceptual framework, theoretical framework, and empirical review. Likewise, the chapter three which is the research methodology, specifically covers the research design, population of the study, sample size determination, sample size, and selection technique and procedure, research instrument and administration, method of data collection, method of data analysis, validity and reliability of the study, and ethical consideration. The second to last chapter being the chapter four presents the data presentation and analysis, while the last chapter(chapter five) contains the summary, conclusion and recommendation.


Chapter Five


Summary, Conclusions and Recommendations:

5.1 Introduction

This chapter summarizes the findings on personnel administration skills and teachers effectiveness in secondary schools using Etche Local Government Area as a case study.The chapter consists of summary of the study, conclusions, and recommendations.


5.2 Summary of the Study

In this study, our focus was to examine the personnel administration skills and teachers effectiveness in secondary schools using Etche Local Government Area as a case study.The study is was specifically carried out to determine whether there is a relationship principal interpersonal skill and teachers’ job effectiveness, determine whether there is a relationship teachers’ participation in decision-making and their job effectiveness, determine whether there is a relationship induction and self development and teachers’ job effectiveness and determine whether there is a relationship work-life balance and teachers’ job effectiveness.

The study adopted the survey research design and randomly enrolled participants in the study. A total of 50 responses were validated from the enrolled participants where all respondent areteachers of some selected secondary schools in Etche Local Government.


5.3 Conclusion

Based on the findings of this study, the researcher concluded that;

  1. Principal interpersonal skill influence teachers’ job effectiveness.
  2. Teachers’ participation in decision-making influence teachers’ job effectiveness.
  3. Induction and self development influence teachers’ job effectiveness.
  4. Work-life balance influence teachers’ job effectiveness.

5.4 Recommendations

Based on the findings of the study, the following recommendations are proffered.

  1. Secondary school principals should ensure that they create a conducive school climate by building a sound interpersonal relationship with teachers in order to improve their job performance.
  2. Teachers should actively be involved in making critical decisions for the school especially those within their jurisdiction and areas of competence, in order to foster unity and cooperation in the implementation of such decisions.
  3. Duties and responsibilities should be distributed evenly to all teachers without any form of bias so as to ensure that there is a division of labor which in turn, will foster cooperation in task performance.

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