ABSTRACT
This
study was carried out to examine the personnel management practices and teacher’s
job satisfaction in Ilorin South Local Education Area Secondary Schools, Kwara
State. The study was descriptive correlational type and the target population
was 50 teachers from each of the ten secondary schools randomly selected out of
the 49 secondary schools that are qualified to write the Senior Secondary
Certificate Examination. Two kinds of questionnaire were designed tagged
“Personnel Management Practices Description Questionnaire (PMPDQ) and Job
Satisfaction Questionnaire (JSQ). The two questionnaires were used to collect
data on Personnel Management Practices (the independent variable) and teacher
job satisfaction (the dependent variable). Data collected were analysed using
descriptive and inferential statistics. The Pearson Product Moment Correlation
Co-efficient was used to test the generated hypotheses at 0.05 level of
significance.
Finding
of this study showed that there was significant relationship between staff
recruitment procedures, staff placement, staff remuneration, staff motivation,
teacher in-service programmes, teachers attendance at seminars and workshops
but no significant relationship was found between principal’s
encouragement and teacher job satisfaction. The results obtained also showed
that, there was a significant relationship between Personnel Management
Practices and teacher job satisfaction.
Among
other things, the following recommendations were made:
(a)
The teaching
service commission through an effective personnel management practices should
ensure that decisions taken to improve teachers job satisfaction are enforced.
(b)
Teachers should be
adequately compensated and be allowed to initiate changes in their work.
TABLE
OF CONTENTS
Title
page i
Certification
ii
Dedication iii
Acknowledge
iv
Abstract vi
Table
of Content vii
CHAPTER ONE:
INTRODUCTION
Background
of the study 1
Statement
of the problems 4
Purpose
of the study 6
Research
Questions 7
Significance
of the study 8
Scope
and Limitations of the study 9
Definition
of terms 9
CHAPTER TWO:
REVIEW
OF RELATED LITERATURE
Concept
of Personnel Management 11
Personnel
management in relation to the school system 17
Definition
of job satisfaction 30
Job
satisfaction and morale 33
Personnel
management practices and teachers’ job satisfaction 35
Job
satisfaction and students’ academic achievement 39
Appraisal
of literature 41
CHAPTER THREE:
RESEARCH
METHOD
Research
Design 42
Population
of the Study 42
Sample
and Sampling Techniques 43
Research
Instrument(s) 43
Validity
and Reliability of the Instrument(s) 44
Procedure
for Data Collection 44
Method
of Data Analysis 45
CHAPTER FOUR:
PRESENTATION,
ANALYSIS OF DATA AND DISCUSSION
Hypotheses
Testing 46
CHAPTER FIVE:
SUMMARY,
CONCLUSION AND RECOMMENDATIONS
Summary
of finding 59
Conclusion 60
Recommendations 61
References 62
Appendix 66
CHAPTER ONE
Background to the study
According to A.T Alabi, people have been
managed in groups and organizations since prehistoric times. The success of any
organization including the school system hinged on the establishment of a
conducive working environment geared towards the advancement of the productive
capacities of people at work. These
capacities are in pursuit of achieving the educational objectives as well as
satisfying the needs of individual
staff. Bearing in mind that the quality of education in any society
depends considerably on the number and quality of its personnel, the teacher is
no doubt the pivot on which qualitative education and development hangs. The
primary aim of school personnel management is
to secure sufficient numbers and categories of suitable teachers and
support staff to undertake the task of
educating the students to the standard
expected by the students, the parents and the society at large. Thus, the
quality of education provided in schools depends directly on the capability,
commitment and motivation of the teachers together with significant number of
non-teaching staff employed in a variety of support roles. According to O’Neil,
(1994), human resources available to schools constitute their most valuable
asset and their greatest management challenge. This study examines the
personnel management practices and teacher’s job satisfaction in Kwara State
Secondary Schools.
According to O’ Neil (1994), Teachers
can be classified according to professional training and length of teaching
experience. They also differ in their opinions and attitude towards
teaching. Some are more satisfied with their work than others. Some teachers
have left the profession for other jobs; others have remained on the job for as long as it is convenient for them to shop around for other part-time
jobs. At the same time many teachers have been known to continue teaching under the same
circumstances that repel others. Given quality learning in the secondary
schools depend on the recruitment, selection, retention and development of
professional teacher. Effective personnel management procedures are essential precondition
for the employment and continual
development of adequately qualified
and dedicated staff that would
promote an optimum level of performance
towards the provision of quality education in the secondary school level
of education. In the secondary school system, the work of the personnel manager
is carried out by the school head (the Principal) in consultation with School Board or Commission as the case
may be. The competence of the school head in personnel activities coupled with
the support of the Teaching Service
Commission in the formulation of the effective personnel policies go a long way towards the attainment of educat goals of secondary schools as well
as the potentials and goals of the
individual personnel.
Job satisfaction is assumed by the researcher to be a great contributing
factor to the level of work performance among secondary school teachers in
Kwara State Secondary Schools. It is
also assumed that if teachers in Kwara State LED are exposed to ideal and
effective personnel management practices they would perform excellently on the job and this would help in the task of achievement of the
stated goals of secondary school system in Kwara State in particular and in
Nigeria in general. Many precious researchers have postulated that higher level
of job satisfaction is associated with higher work achievement
Taseem&Socters (2006).
For a long time, job satisfaction has been considered
important to work performance or achievement of goals, group cohesion and
organizational equilibrium. It may lead to increased production, improved
relation and the maintenance of a
dynamic organization. Thus, an organization is a means of achieving both individual and organizational goals. In order
to accomplish the set goals, an organization specifies the desired relations among tasks,
responsibilities and people. The
employees on the other hand,
evaluate these relationships to
ascertain to what extent they are achieving their personal goals. Satisfaction
of teachers is derived from the extent to which the organizational and personal
goals are achieved. The problem is that it is not possible to achieve equilibrium and this often leads to employees’
dissatisfaction . Therefore, ideal personnel management practice and job satisfaction are very
crucial in any organization including the school system and any organization
that ignores these, does so at the detriment or expense of the achievement of
the organizational goals and objectives.
Statement of the Problem
Considering the fact
that Nigerian School teachers have been viewed by public as not performing up to expectation in recent
times, questions have been raised as to what factors are responsible for this, particularly in a developing
country such as Nigeria where both the
State and the Federal governments now realize that education is a necessity for
the social, political, technological and economic growth of the country.
Farbar and Miller (1981), have also
observed that no professional group has been criticized as frequently as the teachers. They are
accused of fairly to control students’ violence and of being unreasonable in
their salary demands.
The teacher’s role in the day to day
programmes and administration of secondary schools cannot be over-emphasized as
the teachers are the pivot around which instruction revolves. The teachers
determine to a large extent the result of general academic performance of
learners, which in turn affects the image of the institution. The teachers
effectiveness in the secondary school is contingent on other organizational and
personal factors such as human and material resources, enthusiasm, effective
personnel management practices, hardwork and above all job satisfaction.
Teachers constitute the second most
important input in any educational system after the learners. Without efficient
and effective teachers in the education industry qualitative learning outcomes
cannot be achieved. Adesina (1988) agrees with this statement when he remarked
that the heart of the Nigerian educational system is the teacher.
Purposes of the Study
The
important of personal management practice in any organization cannot be
over-emphasized as the success of any
organization depends on the type of personnel in such organization. The purpose
of this study is to examine the personnel management practices and teacher’s
job satisfaction in Kwara State
Secondary Schools.
An attempt would be made to examine
the different personnel management practice to see if such practices would enhance teacher job satisfaction would lead to high
job performance or productivity of the teacher.
Specifically
, the purpose of the study is:
1. To
examine the different personnel management practice in Kwara State Secondary
Schools.
2. To
determine the relevance of personnel management practices on teacher job
satisfaction.
3. To
examine the extent to which teachers in Kwara State Secondary Schools are
satisfied with their job.
4. To
bring to the awareness of Kwara State Government as well as people that would
go through this research work the role that affective personnel management practice plays in education, especially in
secondary schools.
Research Questions
This
study, therefore, examines the personnel management practices and teacher’s job
satisfaction inKwara State Secondary
Schools.
This
has led the researcher to ask the following questions:
1. Does
personnel management practices determine the relevance of teacher’s job satisfaction
2. Does
effective personnel management practices
play significant role in
educational system, most especially in secondary schools.
3. To
what extent are the teachers in Ilorin South Local Government Educational Authority secondary schools satisfied with their job?.
4. Does personnel management practices make any
distinctive difference in Ilorin South Local Government Educational Authority
Secondary Schools.
Significance of the Study
The
findings of this study might serve as a source of vital information to the
educational planners, school administrators, educationist, secondary school
teachers, students and the society at large since they are all involved in the
secondary education system. The study might be of immense help in maintaining
the staff so that they would be able and willing to render effective and efficient
educational services to the students within the school system.
Specifically such as in term of:
(i)
Staff recruitment and selection
(ii)
Regular
payment of salary and promotion
as at when due
(iii)
Staff training and development programmes
(iv)
Compensation and staff welfares, stimulate
teacher to work. They influence attention and motivate interest, which in
effect aid teacher job satisfaction.
Scope of the Study
This
study is to examine the personnel management practices and teachers’ job
satisfaction in Kwara State Secondary Schools. The study is limited to ten
randomly selected secondary schools in Ilorin South Local Government Educational Authority out of 49 secondary schools. The outcome
of the investigation is that various groups of teachers have difference
grade or certificate at distinct level which can be found in the school selected and these school are
also not less than ten years old.
Definition of terms
The
terms used in this study are operationally defined and explained as follows:
Personnel:
In the school setting refers to all those who are concerned with the school in
one form of responsibility or another e.g Teaching staff and non teaching
staff.
Management: Is a process by which limited resources
are assemble and use to achieve predetermine goals.
Practice: is
an act of doing something often so as to learn and become skillful
Teacher:
may be described as that person who imparts knowledge, a transmitter of
societal virtues, a socialize, model, a pace-setter, an innovator, a director
of learning and instruction and an evaluator. To a great extent, a teacher is a
sociologist, a psychologist, a philosopher, a moralist, a manager and a leader.
Job: is a piece of
work or employment.
Satisfaction:
This refers to feeling, contentment and happiness which workers experience arising from the fulfillment of an individual’s needs and expectations.
Secondary School:
This is the education received after primary education and which precedes the
tertiary level of education system.
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