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MANAGEMENT OF PUBLIC PRIMARY SCHOOLS: PROBLEMS AND PROSPECTS
ABSTRACT
This work is on management of public primary schools: problems and prospects
.A hundred and twenty questionnaires were distributed among students and teachers from selected primary schools. Interviews and surveys were also conducted.
Primary and secondary data will be used in the analysis. Tables and percentages will also be used as the instrument of analysis
It will be observed therefore that effective management have a strong and significant positive impact on educational development of pupils and on teachers job performance
TABLE OF CONTENT:
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Research Problem
1.3 Objectives of the Study
1.4 Significance of the Study
1.5 Research Questions
1.6 Research Hypothesis
1.7 Conceptual and Operational Definition
1.8 Assumptions
1.9 Limitations of the Study
CHAPTER TWO
LITERATURE REVIEW
2.1 Sources of Literature
2.2 The Review
2.3 Summary of Literature Review
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research Method
3.2 Research Design
3.3 Research Sample
3.4 Measuring Instrument
3.5 Data Collection
3.6 Data Analysis
3.7 Expected Result
CHAPTER FOUR
DATA ANALYSIS AND RESULTS
4.1 Data Analysis
4.2 Results
4.3 Discussion
CHAPTER FIVE
SUMMARY AND RECOMMENDATIONS
5.1 Summary
5.2 Recommendations for Further Study
References
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
Managing teachers is that part of school management which is concerned with teachers at work and their relationship within the educational enterprise. It seeks to bring together and develop into an effective educational organization, men and women who make up the teaching workforce, enabling each to make his own best contribution to its success. Management of teaching workforce involves a number of techniques that begins and maintain activities toward the achievement of personal and organizational goals. Omebe (2001); is of the view that well managed teachers will always look for better ways to do their teaching job; they are more quality oriented and more productive. Management of teachers can be through the adoption of these management techniques:- Management, in-service training and compensation among others. Hence, any teacher that enjoys the influence of the above named techniques is bound to give all his best in discharging his or her duty because he would derive the satisfaction of being a teacher.
The effect of applying adequate management techniques on teachers’ job performance are in various ways for the development of the nation and is the hallmark of economic prosperity. The effects of applying appropriate management techniques on teachers’ productivity are hall marks of national development and economic prosperity while low performance creates problems of underdevelopment. Since the future of the state lies with the students, those students need to be educated and taught by well managed teachers, so that they can be equipped with the knowledge and skills to pilot the affairs of the country.
Job performance of employees remains an issue of great concern to many organizations including the school. Doneedy (2002) rightly explained that job performance is concerned with the overall effectiveness and efficiency of getting things done. It gives an overview of how an organization is fairing. The concept of job performance can be viewed from many perspectives like economic, industry and management. Mali (2005) looked at job performance as reaching the peak of performance with the least expenditure on resources. Job performance therefore is a critical factor in socio-economic development as it justifies huge expenditure by the organization and has many other salutary effects. According to Nwachukwu (2006), job performance “is the output, resulting from a given resources input at a given time” Benton (2002) projected the following benefits of an effective job performance.
1. Strengthening the general economic foundation of workers.
2. Improvement in working and living conditions.
3. Higher earnings.
4. Increased output or services at less resource.
5. Ultimate shorted hours of work.
Since it can be deduced that job performance entail doing more with less resources, making more from what you have rather smarter than harder, it is imperative to examine the various means of encouraging job performance in our immediate society. For instance, Nwachukwu (2006) suggested that for a teacher to improve his productivity, he must possess a natural ability and the will-power to be involved in productive ventures. He believed that, acquisition of skills, compensation, management, evaluation and managerial support must be present to encourage job performance of school teachers. Additionally, prompt application of personnel management technique, has an important and influential bearing on productivity.
1.2 STATEMENT OF THE PROBLEM
Often time most teachers are seen hawking wares during official school hours, some absent themselves from classes to the detriment of their students while some refuse to write their notes of lesson as well as carrying out other assigned responsibilities. These are testimonies of the alarming rise of poor attitude to work which leads to poor job performance. These problems are evidence of poor or absence of adequate management as well as compensation and in-service training exercise in the school system by the school managers.
1.3 PURPOSE OF THE STUDY
The purpose of this research is to examine the relationship between management techniques on teachers’ performance in the primary schools in Akwa Ibom South Senatorial District. The study specifically sought to:
1. Examine the relationship between management and teachers’ job performance in primary schools in Akwa Ibom South Senatorial District.
2. Find out the extent to which in-service training influences job performance among primary school teachers in Akwa Ibom South Senatorial District.
3. Determine the relationship between compensation and job performance among teachers’ in Akwa Ibom South Senatorial District.
1.4 RESEARCH QUESTIONS
To guide the study, the following research questions were raised:
1. What is the relationship between management and job performance among primary school teachers in Akwa Ibom South Senatorial District?
2. In what way does in-service training relate to job performance of primary school teachers in Akwa Ibom South Senatorial District?
3. What is the relationship between compensation and job performance of primary school teachers in Akwa Ibom South Senatorial District?
1.5 RESEARCH HYPOTHESES
Arising from the research questions, the following null hypotheses were formulated to guide this study:
1. There is no significant relationship between management and teachers’ job performance
2. There is no significant relationship between in-service training and teachers’ job performance
3. There is no significant relationship between compensation and teachers’ job performance.
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