1

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

One thing that makes a well planned human organization different

from an unplanned one is the prevalence of order and sanity. It is this order

and sanity that makes planned organization very distinctive and capable of

achieving the objectives for their establishment. Sometimes this order and

sanity are by-products of laid down rules or sometimes borne out of the

fear of the occurrence of unpleasant consequences, should one go contrary

to accepted standards and norms. This is why in social systems or

organizations like schools, the fear of failing an examination compels a

student to study hard. In a family, the fear of being manhandled or

mistreated by parents makes a child to behave well; and in an organization

such as the public services, the fear of being dismissed from the system

makes it imperative for an employees or worker to abide by the rules and

regulations of the public services. And, the only weapon through which all

those enamoured could be feasible both in school, family or the civil

services, in through the concepts of control and discipline.

An effective control and discipline are one, which can help to

achieve organization objectives in the most cost effective manner. There

has been a growing conception that public enterprises have been

performing so much below expectation that the goals and objectives for
 2

which they were established are no longer being attained or realized.

Enugu State University of Science and Technology (ESUT) is not left out

of this accusation of organizational Malady.

There has been an impairment of discipline in the public service that

the traditional role of policy implementation has been affected adversely.

The civil service commission which was the body responsible for the

effective maintenance of control and discipline hardly can perform this

task these days (Adebayo, 1994).

Ani (1991), observes that a good number of our public servants

believe that the public service belongs to our then colonial master, and as

such they throw control and discipline in the service to the winds. Under

such condition of indiscipline, productivity in the service of Enugu State

University of Science and Technology is adversely affected.

Certain organizational factors such as control and discipline have

been found by management experts and scholars to be a veritable

instruments for addressing this problem of ineffective performance in the

public bureaucracies. The Nigeria civil service is one of the organizations

that have witnessed a variety of demeanors from the employees of the civil

service units. Some of the offences that are common in the civil service

include; unexcused absence, leaving without permission, dishonesty,

deception of fraud, willful damage of property/ materials, fighting,

insubordination, falsifying of records and so many others.

 3

Johnson (1996:324), maintained that “every employer must have

means to remove those who do not contribute to its mission”. If this is the

case, the researcher is of the view that the civil service in the present time

is experiencing terrible misdemeanor from its employees to the extent that

the disciplinary methods or procedures seem to have no effect on them. If

it has, why does the civil service have cases of frauds, truancy,

absenteeism, lateness, and other general misconducts? Does it mean that

control and discipline have no more relevance to the effective operation of

the civil services? If it has, what effects have them on the system in the

contemporary Nigeria society?

It is as a result of the above analogy and in response to the questions

posed that this study examined the subject mather “staff control and

discipline in the University system in Nigeria using Enugu State University

of Science and Technology (ESUT) as a case study.

1.2 STATEMENT OF THE PROBLEM

The Enugu State University of Science and Technology has

remained the bed-rock of the country for the realization of goals and

objectives in other words, it has remained as a veritable instrument to

educate the public and to achieve concrete result in order to improve on the

lives or welfare of the populace. But today, a dramatic and disappointing

situation has taken over the former moral filled minds of workers. The
 4

contemporary public sector organization, including ESUT is replete with

stories and cases of fraudulent practices, such as lateness to duty or work,

absenteeism, insubordination, inefficiency absent without official leave,

disobedience, falsification of records, disclosure of classified information

and a myriad of other case. These situations have made the disciplinary

measures or procedures embedded in the official document established in

the public sector to check the occurrences of the aforementioned abnormal

attitude look like a toothless bulldog.

Adebayo (1994: 99) admitted that lack of control and discipline in

the service had given room for inefficiency among public servants. He

blamed both government and the public servants themselves for this

disease which had eaten deep into the fabrics of the public service in

Nigeria. Nnawuba (1996) refer to control as discipline as been responsible

for the poor economy of our nation. For instance, the inflation of contract

award by the public servants, embezzlement of public fund, civil servants

engagement in political activities and so on and so forth.

The researcher has therefore been compelled to carry out a study on

staff control and discipline in Nigerian University system using Enugu

State University of Science and Technology (ESUT) as a study.

 5

1.3 OBJECTIVES OF THE STUDY

There is no doubt whatsoever that in any organization where control

and disciplinary mechanism are not in place, the end result is inefficiency

and low productivity in the performance of workers. Consequently, the use

of control and discipline in any organization definitely should act as a

paracea to such problems.

Therefore, the objectives of this study are to:

i) Identify the disciplinary methods/procedures that exist in the Enugu

State University of science and Technology (ESUT).

ii) Find out the relationship between discipline and efficiency in the

performance of workers in Enugu State University Science and

Technology.

iii) Prefer suggestions towards enhancing workers performance in the

public sector.

1.4 SIGNIFICANCE OF THE STUDY

This study is on the issue “Staff control and discipline in the

University system in Nigeria using Enugu State University of Science and

Technology as a case study”. The study is therefore, very significant

because it will enable the researcher highlight on the concepts control and

discipline and its relevance in organizations. And this will be of immense

benefit to the superiors in the Nigeria public, since the ability to apply this
 6

will help them to stem the tide of inefficiency and low performance in this

sector.

This study will be of great benefit to the workers in the public

service as the study will unveil some of the disciplinary methods and

procedures and their effects on workers. Therefore, workers will be

opportuned to have insight and take necessary correction for improve

performance in the public service.

Private sector organizations would benefit from this study because

the findings and subsequent recommendations by the researcher will make

them learn more about control and discipline and its impact on workers

performance and this will enable them know how to apply them in their

sector.

This study would be significant to the researcher as it would serve as

an achievement in the academic circles.

Finally, this study saves as another contribution to the academic

development to the concept control and discipline, and for this reasons will

be of immense benefit to students. They will find this study very useful

since the information they will gather, would assist them especially those

who may wish to carry out further research on the subject matter in future.
 7

1.5 SCOPE AND LIMITATIONS OF THE STUDY

This study is a case study research with Enugu State University of

Science and Technology (ESUT). In the same way all the staff of the

University participated. The research was a descriptive analysis. Being a

case study research, the generalizability of the study covered the samples

used in the study as the target population from where the sample was

drawn.

A study of this nature cannot be completed successfully without

some constraints or limitations being experienced by the researcher. In

view of this, one of the limitations as experienced by the researcher was

inadequate time. The researcher being a civil servant had to combine his

work with carrying out the study.

Another limitation to the study was lack of finance. A study of this

nature requires enough fund to enable the researchers make regular visits

to the organization selected for the study so as to elicit information on the

subject matter under study. But the problems of inadequacy of fund nearly

impeded the efforts of the researcher in this direction.

The cooperation of some staff of the university administration used

was not encouraging as many of them refused to offer vital co-operation

for fear of being held guilty of divulging official secret. Some of these

respondents were hesitant to accept and complete the copies of

questionnaire administered to them by the researcher.

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CHAPTER TWO

REVIEW OF RELATED LITERATURE AND METHODOLOGY

2.1 THE CONCEPT OF CONTROL

The concept of control in organization is directly or indirectly

associated with leadership influence. According to March (1965:2)

“positive control of performance down the line is possible only because

one can influence, when and if necessary, the behaviour of the subordinate

in such a way that he acts on the basis of his superior’s judgement rather

than his own. Gilman (1962: 107), identifies four methods of control, this;

a) Coercion;

b) Manipulation;

c) Authority;

d) Persuasion;

Luthan (1985: 611), views control thus:

In an undertaking, control consists of verifying

whether everything occurs in conformity with the
plan adopted, the instruction issued and principles
established. It has for its object to point out
weaknesses and eriors in order to rectify them and
prevent recurrence. It operates on every thing things
people actions.
 9

Luthans has also observed that “most management experts follow

the Fayol definition, but more recently, definitions of control have taken on

more of a system scholars have the following to say about control.

We shall define control as that function of the

system which provides adjustments in conformance
to the plan; the maintenance of variations from
system objectives within allowable limits.

Luthans (1985: 611), having defined control from the system point

of view, went further to outline the basic elements of control. According to

him:

Inherent in the definition of control are three basic

elements: first, control sets the standard and
objectives which serve as the guidelines for
performance. Second, control measures and
evaluates inputs and performance according to the
standards and objectives. Third, control takes
corrective action in the form of a control decision.
Some times, control is mistakenly equated with only
one of the three elements. The control process
includes all three elements and is very broad in
scope.

March (1965:2), has systematically reviewed the criticism leveled

against the concept of control in organizations. According to him:

One of the most important criticisms of the classical

view of organizations is directed to its assumption
that the accomplishment of organizational goals
 10

requires the exercise of asymmetric one-way control

from a single source at the top of the organization.
Research into the nature of democratic leadership
and the benefits of participation in group decisions
bolstered the attack on this “autocratic” conception
of management. It would be a mistake, however, to
interpret this attack as advocating the elimination of
influence by an organization over its members.

Dubrin (1990: 359), has pointed out that this central function of

management involve measuring performance and then taking corrective

action if goals are not being achieved. He said that one purpose of control

is to ensure productive behaviour of all organization members. Without the

control function, it is difficult to know if people are carrying out their job

properly. According to him, organizational control has another major

purpose: controls enable managers to know whether or not the organization

is attaining its goals.

Controlling is an important part of any managers job. However, the

amount of time spent on controlling and this type of control activity, vary

with management level. Dubrin (1990: 361), identifies three levels of

control at the management levels. According to him the three management

levels of control are top management, middle management and first level

management.

Supervisors use short-range controls. These first level managers are

typically concerned with hourly, daily, and weekly production reports.

 11

Middle managers tend to be more concerned with weekly, monthly

and quarterly performance, relying more on written reports than the first

level managers. They are less directly involved in monitoring day-to-day

work performance. Middle level managers are responsible for summarizing

and integrating these reports in a form useful to top-level management.

Top-level managers is a longer range perspective in controlling. The

control reports read by top-level management typically deal with monthly,

quarterly, semi-annual and annual performance. Top-level mangers also

rely much more on written control reports than a direct observation of

performance.

Top Middle Management First-Level

Management Management
Long-Range Intermediate-Range Short-Range

Information Information Information

More Impersonal Mixture of Personal More personal
and
Heavy Reliance Impersonal written More direct
on observation
Written records Reports and first hand Of data than of
information written report

Fig. 2.1: Controls at the three levels of management

Source: Andrew J. Dubrin (1990) Essentials of Management, p. 362.

Apart from classifying controls by their overall perspective: short-

range, intermediate range, and long-range, controls can also be classified

according to the time at which the control is applied to the activity. Dubrin
 12

(1990:362) identified three time elements in controls. These are pre-

controls, concurrent controls and post controls.

According to him, pre-controls take place prior to the performance

of activities. The purpose of pre-controls is the prevent problems that result

from deviation from standard. Pre-controls are generally the most cost

effective (as it could be likened to a preventive measure of steps).

Concurrent controls monitor activities while activities are being

carried out. A typical concurrent controls take place when a supervisor

observes performance, spots a deviation from standard, and immediately

makes a constructive suggestion.

Post controls evaluate an activity after it has been performed. Post

controls measure history, they point out what went wrong in this past. In

the process, guidelines for future corrective action may be provided.

Financial statements and production reports are forms of post controls. The

figure below summarizes the three types of controls based on time

perspective.
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Precontrol

Establishes Standard to Prevent Problems

Concurrent Control

Measures Activity when Performed

Precontrol

Measure Final Activity

Fig. 2.2: Three types of controls based on time element

Source: Andrew J. Dubrin (1990) Essentials of Management p. 363

Most organizations use a combination of pre-controls, concurrent

controls and post controls. An important of a manager’s job is choosing

controls appropriate to the situation on ground. In Enugu State University

of Science and Technology (ESUT) a combination of pre-controls and

concurrent controls is often used to comply with set standards and to

ensure that performance procedures are followed. Post controls are mainly

applied in certain areas only. For example, in the Bursar’s department,

audit checks are carried out at the end of the university’s financial year in

June, to check authorized expeditions against income which exercise give

rise to the mandatory retirement of all financial advances during each fiscal

year.

The concept of discipline

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Renowned authorities in the field of management and administration

have done some works on what discipline is all about. Most often, these

authorities have equally gave light or x-rayed the situations within which

the concept of discipline becomes applicable in organizations. However,

one interesting observation by the research was that most often, the idea of

discipline is usually employed by those at the helm of affairs in an

organization as a control device to check this excesses or recalcitrance in

employees.

Just as noted by Gillman (1962: 228) “an organization is a social

device for accomplishing group objectives or complete issue beyond

individuals effort. An organization is also made up of objective, people,

function, relationship, rules and regulations”. Consequently, the public

service is just like all other attributes mentioned above. Therefore, what

could be obtained on the part of employees in any other organizations

could also be obtained in the Nigeria public services.

There are certain situation which could arise in organization’s which

can bring pressure to bear on those at the helm of affairs in this

organization to improve the means through which such situations could be

brought to normal. For example, what happens when an employee violate

established rules and regulations. What about deviant behaviours from the

members of the organization? These and similar questions in organizations

are handled by the subject of discipline and the discipline process. Hence,
 15

an absence of discipline could lead to crisis and the collapse of a system

whether a modern business unit or public bureaucracy.

Mcfarland (1987:400), define discipline as a state of orderliness

without which an organization cannot maintain itself. According to him

discipline also represents a state of mind of the individuals that is best

described as willingness to subordinate his own immediate desire of the

needs of the organization or group. He went further to add that a third

meaning of discipline, confusing to many, is that, of punishment. A parent

disciplines his child, usually with punishment or deprivation.

As Beech (1980:521) suggests discipline is essential to all organized

group action and members must control their individual and cooperate for

the common good. In other words, they must reasonably conform to the

code of behaviour established by the leadership of the organization so that

the agreed upon goals can be accomplished.

In this opinion of Nwachukwu (1988:185) “if we live in perfect

world, there could be no need for policemen, nor infact this armed forces.

This imperfection he continued, is found in organizations, whether it is a

family, a social club a manufacturing enterprises, or public organization.

He added that what we strive to do in any expected behaviour as to

understand their causes in order to minimize their impact on the realization

of organizational goals.
 16

Finally, Nwachukwu continued that discipline aims at inculcating

the value of good behaviour in order to promote obedience to the

organization rules necessary for mutual existence and also imposing first

punishment on transgressors.

It is evident that law is not a respecter of persons and this account

for why we have seen presidents of some countries get impeached. Most

citizens of this country are living witnesses to what happened in the

country’s political arena; Discipline in corporate bodies is a very important

management responsibility and needs to be hardled carefully and

objectively, no using doable standards.

According to Webstar New collegiate dictionary (1953: 236)

discipline could be seen from three view points. It is training that correct,

molds, strengthens, or perfects. The second meaning states that it is control

gained by enforcing obedience. The third meaning looks at discipline as

punishment or chastisement combining the first and second meaning, one

can state that discipline embraced the conditioning or molding of

behaviour by applying rewards or penalties.

Every organization need to apply discipline because of its impact on

the entire organizational system. According to Jones (1961: 3)

organizational discipline can be defined as “an action taken against an

individual when he/she fails to conform to the rules of the organization

he/she works for”. In this direction the researchers were of the view that
 17

discipline is applied in organization when an employee or employees

behave in a manner that is prejudicial to the interest to the organization.

And unless discipline is enforced, the tendency is that things would no

more work out positively for organizational success.

Cascio (1989: 528) observed that management is expected to

administer discipline fairly and consistently across people and offences. In

a unionized firm, employees who feel that they have been disciplined

unjustly may appeal to higher management or also use the grievance

procedure. Cascio then pointed out that union rarely objects to employee

discipline, provided that:

a) It is applied consistently;

b) The rules are publicized clearly; and

c) The rules are considered reasonable

Discipline is indispensable to management control. Ideally, it should

serve as corrective mechanism to prevent serious harm to the organization.

Unfortunately, some managers go to great lengths to avoid using discipline.

To some extent, this is understandable, for discipline is one of the hardest

personnel actions to face. Managers may avoid discipline because of:

a) Ignorance of organizational rules

b) Fear of formal grievances; and

c) Fear of losing the friendship of employees.

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Yet, failure to administer discipline can result in implied acceptance

or approval of the offence. Therefore, problems may become more

frequent or severe, and discipline becomes that much more difficult to

administer.

In the Nigeria public service, the application of discipline has its

procedures or methods. Every employer must have means to remove those

who do not contribute to its mission. The ultimate authority for all

disciplinary control lies with the civil service commission. This power may

however, be delegated to ministers/ department or officers by the

commission. In Nigeria public service, it is the duty of every officer to

report any case of misconduct that comes to his notice to an officer

superior to the officer involved. The superior shall in turn report the act of

misconduct to the head of department who should investigate the report

and make appropriate recommendation to the civil service commission or

to any other appropriate authority depending on whether the act of

misconduct is expected to merit dismissal, removal for general inefficiency,

or lesser punishment. At any appropriate point of investigation, the officer

or employee may be suspended or interdicted. Interdiction is applied when

the act of misconduct, if proved, would merit dismissal of the affected

officer and a criminal charge has been laid against him by the policy or he

is a contract officer or a temporary staff, or it is against public interest that

the officer should continue to perform any of the duties of his rank or
 19

would prejudice the investigation of the misconduct. Suspension on the

other hand, could be applied where a prime facie case, the nature of which

is considered necessary in the public interest that he should forthwith be

prohibited from carrying on his duties. While interdiction attracts half

payment of the interdicted officers monthly salary. Suspension in without

any salary, while an interdiction or suspension, the affected officer must

always make himself available whenever he is needed by his office and

must also disclose his residential address.

Disclosing the procedure or process of investigation of a serious

misconduct in public organization, Chukwu (2002: 66), stated that “the

process include:

i) A formal query in writing demanding the officer’s explanations and

proof that he should not be visited with the full penalty attached to the

offence allegedly committed by him.

ii) Investigation of the matter

iii) Admission of all evidence by the officer including his accredited

representation and full application of the rule of natural justice

iv) In some cases, a board of inquiry may be set up”.

Chukwu (2002:66), added that following the result of the

disciplinary procedures, the following penalties may be imposed on erring

officers, and they include: summary dismissal: This results from all proven

cases of serious misconduct. The after effect is that the officer may not be
 20

able to secure any other public services employment. Any officer

dismissed, forfeits all claims to retiring benefits, leave or transport grants.

Removal for general inefficiency. Before, this happens, the officer must

have been warned on two or more occasion previously in writing or

suffered loss or deferment of his last increment, or been given an ample

opportunity for improvement.

Enforced Retirement: The civil service commission may consider it

desirable that in the public interest, an officer should be required to retire

from the public service if the commission is satisfied that having regards to

the conditions of the service, the usefulness of the officer, it is desirable to

do so.

Other penalties include, interdiction, suspension, withholding of

increment, deferment of increment. Also, in the public service, letters of

warning could be given to an officer, oral warning and letters of advice

could also be given. And in all, these cases, the officer’s records are

endorced accordingly.

However, there is no gain saying the fact that there has been serious

abuse of the aforementioned disciplinary procedure, partly in outright

flagrancy and partly as a result of ignorance. But in all said and done, this

disciplinary methods, procedure or process (no matter the nomenclature

given), usually have positive and negative impact on the workers

especially those who fell victims of such phenomenon. Positively, workers

 21

who have the sheer luck of being queried, warned, interdicted usually

makes a u-turn from evil ways whenever he has this opportunity of

resuming duties duly. If not for the fact that the temporary civil or public

service has made a jest for these disciplinary procedures, they did serve as

the only means (in those days) for setting up erring and recalcitrant

employees. Positively, the disciplinary procedures in place have acted as

the means of achieving efficiency and higher productivity by the

management of all units of the public sector. But, be that as it may, several

units of the public sector organization still employ and apply disciplinary

procedures for entrance performance.

Aims and objectives of discipline: the main aims and objectives of

discipline are as under:

i) To obtain willing acceptance of this rules, regulations and procedures

of an organization so that organizational goals may be attained.

ii) To develop among the workers a spirit of tolerance and a desire to

make adjustments.

iii) To give and seek direction and responsibility

iv) To impart an element of certainty despite several difference in

informal behaviour patterns and other related changes in an

organization
 22

v) To increase the personal efficiency, moral and willingness to work in

order to raise productivity and its quality while at the same time

controlling the cost of production.

vi) To create an atmosphere of respects, congenial for individual needs

and human relations. (Okwe and Anga 2000: 256).

Causes of indiscipline among employee some of the main causes of

indiscipline and misconduct are:

a) Non-placement of the right person on the job suitable for his

qualifications, training and experience.

b) Lack of properly drawn rule, and regulations which are difficult to be

observed.

c) Improper interpretation of rules and workers; resentment to the rigidity

and multiplicity of rules.

d) Intolerable unhealthy working conditions

e) Discrimination and favouritism in imposing penalties and in giving

rewards.

f) Favouritism or discrimination in matters relating to selection,

placement, promotion, etc based on ethnicity or tribe, religion, colour,

set and caste.

g) Undesirable behaviour of senior official contrary to the expectations of

subordinates.

h) Lack of proper evaluation of workers performance.

 23

i) Lack of scientific management practices

j) Lack of properly trained super ordinate or supervisors which create

conflict and disunity rather than harmonies relationship among workers

in an organization.

k) Lack of prompt payment of salary/wages may lead to some corrupt

practices like bribery etc which are acts of misconduct or indiscipline.

Types of organizational discipline:

Dubrin (1990:405), has classified discipline in organizations into

two types: summary and corrective discipline.

According to him, summary discipline refers to the immediate

discharge of an employee because of a serious offence. The employee is

fired on the spot because of rule violations such as stealing, embezzlement,

fighting or selling illegal drugs on company promises. In unionalized firms,

the company and the union have a written agreement specifying which

offences are subject to summary discipline.

Corrective discipline occurs when employees are given a chance to

correct their behaviour before punishment is applied. Employees are told

that their behaviour is unacceptable and that corrections must be made if

they want it remain with the organization. The manager and the employee

share the responsibility for solving the performance problems.

The purpose of discipline is to assist in obtaining organizational

objectives by guiding members’ behaviour. Discipline should not be used

 24

for the purpose of getting even with employees. It should be corrective,

rather than punitive and should encourage employees to learn from their

mistakes. Effective discipline modifies the old saying “experience is the

best teacher, to read experience is the best teacher if you learn from it. In

fact a valuable rule of discipline can be illustrated by a person’s first

experience with a hot stove.

When you touch a hot stove, your discipline is immediate, there is

no question of cause and effect; you had warning the feel of the heat from

the stove, the discipline was consistent every time you touched the stove

you were burned; and the discipline is impersonal. Any one touching the

stove is burned, no matter who he is.

The hot-stove rule makes the act committed and the discipline

incurred seem almost one. You are disciplined because you have

committed a certain act not because you are bad. The discipline is directed

against the act not against the person.

Dubrin (1990: 409), added two more factors to the above rules for

applying discipline in accordance with the red-hot stove theory. According

to him.

1) The punishment should fit the undesirable behaviour. If the

punishment in too light, it will not be taken seriously by the offender,

if it is too heavy, it may create anxiety and actually diminish

performance.
 25

2) Documentation of performance or behaviour that leads to punishment

is essential. A basic principle of discipline is that the justification for

the discipline should be documented in substantial detail.

Documentation in necessary to defend the organization position in the

event of an appeal by the employee or the union or in this case of a

law suit.

2.2 HYPOTHESES

Our research and analysis are based on the following basic

assumptions through which we would elicit data and information for our

work. These assumptions were formulated based on the objectives of the

study and they are:

1) Ho – staff control and discipline do not exist in the Enugu State

University of Science and Technology.

H1 – Staff control and discipline exist in Enugu State University of

Science and Technology.

2) Ho – staff control and discipline do not enhance efficiency in to

performance of workers in Enugu State University of Science and

Technology.

H1 – Staff control and discipline enhances efficiency in the

performance of workers in Enugu State University of Science and

Technology.
 26

3) Ho – some other measures cannot be introduced to promote efficiency

in Enugu State University of Science and Technology.

H1 – Some other measure can be introduced to promote inefficiency in

Enugu State University of Science and Technology.

4) Ho – staff control and discipline cannot be maintained in Enugu State

University of Science and Technology.

H1 – Staff control and discipline can be maintained in Enugu State

University of Science and Technology

Research Questions:

1) What are the staff control and disciplinary methods/procedure existent

in Enugu State University of Science and Technology (ESUT)?

2) What factors assist control and discipline in Enugu State University of

Science and Technology?

3) How can control and discipline be maintained in Enugu State

University of Science and Technology?

4) What measures do you suggest can be taken its promote discipline in

Enugu State University of Science and Technology?

2.3 OPERATIONALIZATION OF KEY CONCEPTS

In a study of this nature, it is worth while to give the operational

definition of the key concepts, terms or variables which may occur

frequently or from time to time in the course of the work. The following
 27

definitions of terms simply represent the meaning(s) given to them in the

study. The terms include:

Staff: A number or group of regularly paid workers in a workplace

or organization.

Control: Power or authority to supervise, to monitor one’s activities

or actions in a work place based on superior/subordinate relationship; to

hold in check; a curb. Control is also a management function of ensuring

workers’ performance through the use of coercion, manipulation, authority

and persuasion.

Discipline: According to Hornby, discipline refers to the “training,

especially of the mind and characters, to produce self-control habit of

obedience, etc. second, Webstar defined the concept as “punishment

inflicted by way of correction and training … etc”. we will marry the two

closely related definitions to arrive at an operational definition of

discipline as punishment used to correct or to train any deviant or

ineffective worker in an organization.

The University: This is a higher educational institution whose main

objective is to pursue learning, teaching and research and whose major

product is high and middle level manpower.

The Nigerian University System: The Nigerian University system is

in this work, taken to mean a network of all those universities in Nigeria

under the umbrella and control of the federal or state government and
 28

together supervised and managed by the National Universities Commission

(NUC) eg. Enugu State University of Science and technology (ESUT).

Organization: In this work, organization is taken to mean a public

enterprise which employs a large number of people as workers and posses

those characteristics as any bureaucracy.

Effectiveness: This means ability to bring about the intended result.

An organization is therefore, effective when it is able to achieve its sets

goals and objectives.

Efficiency: This is synonymous with capability. It is the ability to

perform duties well leading to producing a descried or satisfactory result. It

could therefore, be said that efficiency leads to effectiveness.

Leadership: The process of influencing people to achieve certain

objectives without using unduly coercive tactics.

Management: For this study, the term management is used to refer to

human element at the helm of affairs in an organization.

Public Service: This refers to organization (government owned)

through which government use it execute or carry out its policies and

programmes.

2.4 METHODOLOGY

According to Nworgu (1991:50), a research method is a plan or

blue-print which specifies how data relating to a given problem should be

 29

collected and analysed …” Kerlinger (1997: 23), on his owne states that

research method is the plan, structure and strategy of investigation

conceived so as to obtain answers to hypotheses and to control variance.

Type of study: The researcher use the case study research and cross

sectional design. The study involved a standardized instrument called Staff

Control and Discipline Descriptive Questionnaire (SCDDQ). The study

involved staff of the Enugu State University of Science and technology

(ESUT). Irrespective of sex, age religion affiliation and level of education.

The simple statistical technique of frequencies and percentage were

employed to the study.

Data Gathering instruments in the process of carrying out this study,

the data used were gathered from two major sources. These are the primary

and secondary sources.

Primary sources of data: The primary data used for the analysis in

this study are those collected through the administration of copies of

questionnaires to the respondents. These respondents comprised the

management and workers of Enugu State University of Science and

Technology. The copies of questionnaire were administered to the

respondents by the researcher.

Secondary sources of Data: The secondary data for the study were

collected mainly from already written works both published and

unpublished that have some degree of relevance to the subject matter under
 30

study. These written works include textbooks, magazines, journal and

internets which were consulted from institutional libraries in both Enugu

and Nsukka metropolis.

Reliability and Validity of Instruments

Reliability of the instrument: Bowen (1980:14), define reliability of

an instrument as “a process of obtaining information on a degree to which

a measure will yield similar results for the same subjects at different times

or under different conditions on a consistence dependable accurate way”.

The researcher in order to establish the reliability, selected a group of

fifteen (15) staff different from the pilot sampled group and the sample of

the main study the researcher labeled each element of the reliable sample

group and distributed the instrument to them. In carrying out the operation

of the reliability establishment, the researcher applied test-retest technique.

According to Odo (1992: 63), “test retest technique is a process

whereby the researcher administers the constructed questionnaire on the

same reliable sample group more than once with the view of discovering

how consistent each element of the group is in the scoring of the

instrument at different times”.

On the completion of test-retest technique, the researcher discovered

that the response for the set questionnaire given to each individual of the

group were having similar results. The researcher, therefore, claimed that

the instrument was reliable.

 31

Validity of the instrument: According to Odo (1992: 52), “Validity

is the process of finding out the degree to which a research or a test indeed

measures what it purports to measure”. For this work, the researcher use

the pilot test to establish the validity of the instrument used.

Runkel et al (1972: 24), defined pilot study technique as the process

of trying out the entire aspects of a study including analysis of the data

following closely the procedures planned for the main study before

launching the said main study.

The researcher applied the pilot study technique to try out aspect of

the research before, the actual study. This means that all the operational

activities the researcher has planned for the actual study have to be

executed in the pilot sample group.

In testing the validity of the instrument, the researcher administered

the questionnaire to twenty (20) respondents, identical with the proposed

sample group of the main study from population other than the main study.

The researcher collected the scored sample questionnaire and evaluated

them one by one, the evaluation technique used was the simplest form. The

researcher found out that the result of the scored questionnaire was 85%.

This made the researcher to claim that the instrument was valid.

Population of the study: Population according to Silverthone Fisher

and Fox (1980: 12), “is the totality of any group, persons, or object which

is defined by some unique attributes”. This suggests that population is any

 32

group, attention has been focused upon by the researcher” (Nworgu: 1991:

58).

The population of this study was selected from the staff of Enugu

State University of Science and Technology (ESUT). The population was

therefore, 1750 (one thousand seven hundred and fifty) staff. Out of this

number, 1,190 (one thousand one hundred and ninety) were from senior

staff, while 560 (five hundred and sixty) were from junior staff.

Table 2.1: Population Distribution

Categories Population Percentage (%)

Senior Staff 1190 68%
Junior Staff 560 32%
Total 1,750 100%

Source: Personal Office, ESUT

Sample of Study

According to Odo (1992:46) sample “is a process of selecting a

proportion of the population considered adequate to represent all existing

characteristics within the target population for the purposes of generating

the findings from the sample about the sample itself, the target population

and to any other population(s) having”. Samples are used in studies that

involved large population, hence sampling method was adopted to

adequately manipulate the enormous population to reduce the errors arising

 33

from calculation of large number and to reduce exorbitant cost of

producing questionnaire to cover the population (Bailey 1982:17).

To determine the sample size of the study, the researcher had to

employ the statistical formula by Taro Yemene (1964: 280), which state

thus:

n=N
2
1 + n(e )

Where

n = Sample size

N = Population of the study

I = Constant

e = margin of errors and in this study the margin of error (e)

was 5% or 0.5 chose voluntarily by the researcher.

For this study ‘N’ will be equal to the staff size which therefore, is 1,750

persons, ‘e’ will be equal to 5% as level of significance or margin of errors

allowable.

Substituting the formula above, we obtain

1750
n 2
1 + 1750(0.05)

1750
1 + 1750(0.0025)

1750
1 + 4.38

1750
= 325.3
5.38
 34

= 325 approximately

Therefore, the sample size was 325 (three hundred and twenty five)

Table 2.2: Sampling Size

Categories of population Sample size Percentage (%)

Senior Staff 221 68%
Junior Staff 104 32%
- -
Total 325 100%

Source: Personnel Office, ESUT

Sampling Procedure

The sampling technique for the study was based on simple random

sampling technique. Simple random sampling is a procedure in which all

individuals in the defined population have equal and independent chance

of being selected as a number of the sample so as to be the representative

of the population from which they are drawn. Simple random sampling

deals with the sampling of elements as a complete entity distinct from

every other element.

Table 2.3: sample size Distribution

Categories of Total Sample Percentage

population Population size (%)
Senior Staff 1190 221 68%
Junior Staff 560 104 32%
Total 1,750 325 100%

Source: Personal Office, ESUT

 35

Method of Data Analysis

Data were collected in the course of this study and those data were

equally analysed. For the method of data analysis, the researcher employed

the use of table and simple percentages.

Instrumentation

According to Odo (1992: 57), instrumentation deals with the tool a

researcher/scientist employ to generate information for data analysis. Also

Behling (1984: 2) defines questionnaire or instrumentation as a series of

written question or expository and/or a device that contains the instruments

on a topic about which the respondent written opinions are sought that

measure the variables necessary to test the research or answer to the

research questions. That means that the researcher/scientist has already

indicated the variables of his interest.

The instrument used in gathering the data for this study was

questionnaire. The researcher developed four (4) research questions out of

each research question, three items of questions were developed making

the total questions developed to be 12 (twelve)

2.5 THEORETICAL FRAMEWORK

It is essential to state that theories according to Nwankwo (1982: 24),

are useful sets of logically related concepts that explains the day to day

occurrence of any phenomenon. Theoretical framework of the study is

 36

necessary at this stage in order to give the work proper focus and direction.

This is true because theories provide or act as the relevant springboards for

the researcher’s critical analysis if a phenomenon as well as data collection.

Since this study centered on the issue staff control and discipline in

Nigerian university system, it becomes imperative for an important

management to be used as the theoretical foundation for the study.

Consequently, the researcher considered it relevant for the scientific

management theory propounded by Fredrick Taylor to be used for the

theoretical framework for this study. This theoretical principle or

management theory is applicable in a wide variety of situations and work

environment in Nigeria.

The scientific management theory fathered by Fredrick W. Taylor

among others has the central idea that regardless of the nature of the

organization, there are certain universal principle that should be followed

to obtain successful performance. Taylor attempted to bring out or apply

scientific rational principles for handling men, machines, materials and

money. According to Taylor the essence of scientific management was

a) to increase the output of the average employee

b) improve the efficiency of management

Taylor’s scientific management forms the theoretical foundation of

the study because of the fact that its main preoccupation was what to do in

order to bring about an increase in productivity or performance and an

 37

improvement in the efficiency of management. The researcher accept this

idea because the Nigerian public service is bedeviled with the problems of

inefficiency and low performance among the workers. It is believed that

the greatest and most efficient production and performance occurs when a

worker is given definite tast to perform, trained and also motivated, but at

the same time is corrected and controlled with some measures. And with

this control devise in mind, no worker will contemplate on any kind of

inefficiency or abysmal performance. Therefore, the use of control and

disciplinary measures were the sure way out from the cases of inefficient

performance in any organization including Enugu State University of

Science and Technology. Realizing the attendant consequences of poor

performance to the public service in general, the researcher considered this

theory ideal for this study because of its provision of what could be done to

enhance workers performance.

 38

CHAPTER THREE

BACKGROUND INFORMATION ON ENUGU STATE

UNIVERSITY OF SCIENCE AND TECHNOLOGY (ESUT)

The law establishing the Anambra Sate University of Technology

was enacted on the 30th of July, 1980, by the then Anambra State

legislature. According to this law campuses of the university were to be

established in Enugu and Awka in 1980 and in Abakaliki and Onitsha

subsequently. The objectives of the university as stipulated by the law

include:

i) To encourage the advancement of learning and to hold out to all

persons without distinction of race creed, sex or political convection an

opportunity of acquiring higher education in science, Engineering and

Technology.

ii) To encourage and promote scholarship and conduct teaching and

research in all fields of learning and human endeavour.

In pursuance of these worthy objectives, and barely 3 months after

the enactment of the university law, the Anambra State University of

technology admitted its first batch of 300 students in the areas of

engineering and Technology and normal classes commenced at the Enugu

campus of the university on 30th October, 1980. In January 1981, however,

Awka campus of the university opened and 100 students were transferred

from Enugu campus to continue their classes. With this arrangement,

 39

academic departments were shared in duplicated manner between Enugu

and Awka Campuses. The Enugu Campus of the University which is the

Administrative Headquarters of the University is located in what was the

independence layout campus of the institute of management and

Technology, near to the legislative building. Awka campus on the other

hand is located in Awka Town the traditional home of tradition iron

technology in Igbo land some eighty (80) kilometers from Enugu.

The university has a provisional council which employs all staff and

decides on general policies of the university. This council has 15 members

comprising the president, who is the chairman, the two provosts for

Administration, 6 eminent scholars from other Nigerian universities, 5

members from the state government and 1 member from the private sector.

The senate of the university, inaugurated on 5th June, 1981 has the

president as its chairman. Membership of senate has risen from 7 at the

inauguration to its present strength of 33. The senate is responsible to the

council for the development and supervision of the academic programmes.

When classes commenced in 1980, the university relied heavily on

part-time lectures drawn from the University of Nigeria and the institute of

management and technology Enugu, but now the university has recruited a

reasonable number of teaching staff and as such part-time lecture have

become very few. Student members have grown from 312 in the 1980/81

academic year to 1,670 in the 1984/85 academic year, and academic

 40

department have grown from the faculty of Engineering only in the

1980/81 academic year to the faculties of applied biological sciences,

applied physical sciences and engineering.

On 2nd May, 1981, the official opening ceremony of the university

which also featured the first matriculation ceremony of the students took

place, that colourful ceremony, performed by the then Governor of

Anambra State, chief Jim Ifeanyichukwu Nwobodo, was attended by such

eminent men like Dr. Nnamdi Azikiwe, (the first president of Nigeria and

the Owelle of Onitsha), Dr. Michael Iheonukara Okpara (the premier of the

former Eastern Nigeria) the then Governors of Plateau State, Mr. Solomon

Lar, Benue State, Mr. Aper Aku and Rivers State, Chief Melford Okilo.

Greetings and messages of felicitations and support came from universities

in Nigeria, West Africa, United Kingdom, the common wealth and United

States.

Degree in view at the under-graduate level is either B.Eng. or B.Sc

depending on the discipline. On account of the philosophy of the university

which places equal emphasis or intellectual and practical training, the

university maintains close link with industries and industrial training in

accorded a pride of place in the academic work of all disciplines of study.

The Anambra State University of Technology (ASUTECH) has therefore,

devoted its whole time to the provision of technological education and

training for the production of engineers and technologists of the highest

 41

caliber with respect to the ability to apply technology towards solving

Nigerian problems. In other words, teaching and research should be

mission-oriented.

The university held its first convocation ceremony on Saturday, 26th

January, 1985 for the conferment of degree on its first sect of thirty-eight

(38) graduates in Engineering and natural sciences;

9 in second Class honours Upper Division 23 in second Class

honours lower division and 6 in Third Class Honours.

Worthy to note here in that eight of these graduates had taken their

degree in brewing. They were the first graduates ever to take a first degree

in brewing from any Nigerian university. The university runs a post-

graduate programme is selected areas of science and Engineering.

Qualified candidates pusue post-graduate studies leading to the award of

the degree of Master (M.Sc., M.Eng) and the doctorate degree (Ph.D).

During the 1984/85 academic year, 14 candidates are on the post graduate

programme, some on full-time and other on part-time basis as indicted

hereunder:

Applied Biochemistry - 4 M.Sc student

Applied Biology - 6 M.Sc student

Geological Sciences - 1 M.Sc. student

Food Science and Brewing - 1 Ph.D student

Industrial Physics - 1 Ph.D student

 42

Metallurgical and Material Engineering - 1 Ph.D student

Following the creation of Enugu State in 1991, the University took

its present name Enugu state University of Science and technology (ESUT).

The Enugu State University of Science and technology was established by

the then Militray Administrator of Enugu through an “dict No. 9 of 1996”.

This edict No. 9 of 1996 was deemed to have come into force on 1st day of

September 1991. This edict No. 9 of 1996 established in the state, a

“University” to be known as Enugu State University of Science an

Technology with registered office and main campus at Enugu, and another

campus located at Abakaliki. The Abakaliki campus which housed college

of Health Science and faculty of Agriculture was headed by a provost. The

university as usual has major key officers such as the chancellor, the pro-

chancellor, the vice-chancellor, and deputy vice-chancellor, the registrar,

the librarian, the bursar and other persons granted the statutes of officers.

At the inception, the university has the following faculties:

a) Faculty of Agriculture

b) Faculty of Applied Natural science.

c) Faculty of Basic Medical Sciences

d) Faculty of Clinical Medicine

e) Faculty of Education

f) Faculty of Engineering

g) Faculty of Environmental Science

 43

h) Faculty of Law

i) Faculty of Management Science

j) Faculty of Social Sciences and Humanities

The main objectives of the university include:

a) to provide for learning and to give instruction and training in such

branches of concede as the university may desire

b) To stimulate, particularly through teaching and research interest in an

appreciation of African culture and heritage.

c) To promote propagate the social and cultural heritage of the state.

d) To stimulate and sustain interest in agriculture

e) To serve as a major instrument for the implementation of the policy of

the state on higher education

f) To undertake any other activities appropriate to a university and such

other things as are incidental or conducive to the attainment of the

object of the university.

According to the edict establishing the university, the Governor of

this state shall be the visitor of the university. The members of the

university governing council consist of the following:

i) The Pro-Chancellor

ii) The Vice-Chancellor and the Deputy Vice-Chancellor

iii) Two persons for each zone of the State appointed by the visitor
 44

iv) Two persons appointed by the senate from among the members of the

body.

v) One person appointed by congregation from among the members of

that body.

vi) One person appointed by convocation from among the members of

that body.

vii) One representative of the ministry of Education and

viii) One representative of the National University Commission

The council may regulate its own procedure

The Enugu State University of Science and Technology (ESUT) has also a

senate comprising the following members:

i) the Vice-Chancellor who shall be the chairman

ii) the Deputy Vice-chancellor

iii) the Provost College of Health Science

iv) the Professor of the University

v) the Librarian of the University

vi) the Dean of Faculty

vii) the Academic Directors of Institutes and Centres

viii) head of Academic Department who are not professor

ix) one representative from each faculty who shall not be lower in rank

than a senior lecturer.

The senate may regulate its own procedure also

 45

Early in 2006, the permanent site of the university in Ebeano city,

with ultra-modern facilities became home to the first group of students and

faculty to relocate from its temporary site. However, at this stage, the

hostels are still under construction following the recent transition of

government. It contains few member of faculties ie:

Faculty of medicine

Faculty of social science

Faculty of education

Faculty of natural sciences

Faculty of Engineering among others

On 14th February, 2006 to be precise, the first batch of students and

principal officers of the Enugu State University of Science and technology

(ESUT) moved to the permanent site of the university at Ebeano city in

Nkanu West local government area. The Enugu State University of Science

and Technology (ESUT) permanent site is seated on a six hundred (600)

hecters of virgin land donated by four communities of Obe, Umueze,

Amuri and Agbani; and is described as one of the most modern university

in Nigeria.

The university has 162 (one hundred and sixty two) units of

buildings, four hostels blocks, eight faculty buildings, medical centre,

junior staff quarters, intermediate staff quarters, professors duplets, Vice

Chancellors ledge, Student union multipurpose centre, library complex, an

 46

auditorium. Some of these facilities are at various stages of completion.

However, the then governor of the state Dr. Chimaroke Nnamani in his

opening ceremony address promised government speedy coupletion of the

unfinished facilities on the campus.

Following also the creation of Ebonyi State in 1998, the Abakalik

campus of the University metamorphosed into Ebonyi Stae University. It is

worthy to note that here that, the Enugu State University of Science and

Technology (ESUT) has not conducted convocation ceremony for the past

12 consecutive years. This situation is not for the best interest of the

university
 47

CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND FINDINGS

In this chapter, the researcher was able to present analyse and

discussed on the findings from the data gathered for the study. The simple

statistical techniques of frequencies and percentages were employed to this

study. The four researching questions wee used in this chapter. Tabular

format was used also.

As pointed out in chapter two, a sample size of 325 (three hundred

and twenty five) was statistically drawn from population. A total of 325

questionnaire were administered to cover the determined sample size. On

completion of the exercise, 310 copies representing 95.4% were returned.

Then from the 310 copies returned, 10 copies representing 3.3% were

rejected by the researcher because they were not correctly filled by the

respondents. Finally, 300 copies of the questionnaire wee accepted and

consequently used for the analysis of data.

Research Question One

What are the staff control and discipline method/ procedure

existence in Enugu State University Science of Technology? The above

research question has been treated in table as shown below.

Table e4.1 percentage response from respondents on what are the

staff control and disciplinary method/procedure existence in ESUT.

 48

Options Frequency Percentages

Issuing of query 60 20

Suspension of recalcitrant 65 21.7

employee
Dismissal or termination of 85 28.3
appointment
All of the above 90 30.0
Total 300 100%

Source: Field Survey 2008

The above table showed that 20% representing 60 respondents

agreed that issuing of query is one of the disciplinary methods in Enugu

State University of Science and Technology, while 65 respondents

representing 21.7% indicated that suspension of recalcitrant employee exist

in ESUT. On the other hand, 85 respondent, representing 28.3% admitted

that dismissal or termination of appointment is also one of the disciplinary

method in use in ESUT, while 90 respondents representing 30% of the

total respondent agreed that all the above disciplinary methods/ procedure

exists in ESUT.

In answer to our first research question, then, our findings show that

all the above staff control and disciplinary procedures are in existence in

Enugu State University of Science and Technology.

 49

Research Question Two

What other factors assist control and discipline in Enugu State

University of Science and technology? The research question has been

treated in table two as shown below:

Table 4.2: Percentage responses from respondents on other factors

that assist control and discipline in ESUT.

Options Frequency Percentages

Leading by examples 240 80.0
Giving letters of warning or 20 6.6
reprimand
Through dialogue 16 5.4
Personal counseling 14 4.6
All of the above 10 3.4
None of the above 0 0
Total 300 100%

Source: Field Survey 2008

The above table shows that 240 respondents representing 80% were

of the opinion that leading by example is the most suitable factor that assist

control and discipline in Enugu State University of Science and

Technology. This followed by giving letters of warning or reprimand

which had a frequency of 20 or 606%. The use of dialogue attracted a

frequency of 16 or 5.4% while personal counseling had frequency of 14 or

4.6%.
 50

The last two groups which also constitute the frequency (10

respondents or 3.4% claimed all of the above factors, while none of the

above with a frequency of (0 or 0% say nothing.

In answer to our 2nd research question, then, our findings show that

all the above mentioned factors assist control and discipline but the most

suitable an effective is leading by examples in Enugu State University of

Science and Technology.

Research Question Three

How can control and discipline be maintained in Enugu State

University of Science and technology? The research question is treated in

table three below.

Table 4.3: Percentage respondents on how control and discipline can be

maintained in ESUT

Options Frequency Percentages

By coercion 30 10.0
By manipulation 20 6.7
By authority 250 66.6
By persuasion 35 11.7
All of the above 15 5.0
None of the above 0 0
Total 300 100%

Source: Field Survey 2008

From the above table, we can see that 30 of our respondents

representing 10% indicate that they are controlled by coercion, while 20

 51

respondents, representing 6.7% of them say that they are controlled by

their tossed through manipulation. Also 35 respondents representing 11.7%

say that they are controlled by persuasion while 15 respondents

representing 5% say that they are controlled by all of the above factors.

The highest number of 200 respondents representing 66.6%

indicates that they are controlled by authority. In this respect authority is

the formal right granted by an organization to carry out an activity, while

control by persuasion is power to get things done by conviction. On the

other hand, those who are controlled by coercive power are those who do

not carry out their assignment until they are threatened by punishment,

while those who are controlled by manipulation are those who are handled

skillfully or craftly by the boss, using his or her influence.

Our finding in research question three show that control and

discipline can be best maintained by use of authority in Enugu state

university of Science of Technology.

Research Question Four

What measures do you suggest can be taken to promote discipline in

Enugu State University of Science and Technology? The research question

is treated in table four below.

 52

Table 4.4: Percentage respondents on measures that can be taken to

promote discipline in Enugu State University of Science and Technology

Options Frequency Percentages

Enforcing working rules through the 200 66.7
use of penalties, deprivations and
sanctions
By closer and stricter supervision 50 16.7
By given personal counseling 10 3.3
Withholding staff promotion 40 13.3
By using no laid dow - -
Procedures 0 0
Total 300 100%

Source: Field Survey 2008

From this table above, 200 respondents representing 66.7%

suggested that enforcing working rules through the use of penalties,

deprivations and sanctions would be the best measure to promote

discipline in Enugu State University of Science and Technology. They are

followed by those in group (b) with a frequency of 50 or 16.7% who

advocate closer and stricter supervision of subordinates as a measure at be

taken to promote discipline in ESUT. The third group of 10 respondents

representing 3.3% are of the view that personal counseling can be taker to

promote discipline to ESUT. The fourth group of 40 respondent or 13.3%

suggested that withholding staff promotions in measure to be taken to

promote discipline in ESUT. There was no response in the last group.

 53

From the above discussion, therefore, our findings were, that

enforcing working rules through the use of penalties, deprivations and

sanctions are the best measures to be taken to promote discipline in Enugu

State University of Science and Technology (ESUT).

 54

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 SUMMARY

It is necessary here to present the summary of findings from the

research work as matter which is staff control and discipline in the

University system in Nigeria, with particular reference to Enugu State

University of Science and Technology (ESUT). The researcher after the

presentation, analysis and interpretation of Data collected made the

following findings.

The research discovered that staff control and discipline, very

greatly, affect the performance of staff in Enugu State University of

Science and Technology (ESUT). What this meant was that staff control

and discipline can improve performance of workers by issuing of quency

suspension, Dismissal or termination of appointment of recalcitrant

employees.

It was also discovered that staff control and discipline could be best

maintained in the Enugu State University of Science and Technology

(ESUT) by use of good “Leadership or authority” and “Persuasion”. In this

respect, authority is the formal right granted by an organization to carry out

an activity while control by persuasion is power to get things done by

conviction.
 55

Majority of the respondents were of the opinion that enforcing

working rules through the use of penalties, deprivations and sanctions and

closer and stricter supervision are considered as the best measure to

promote discipline in Enugu State University of Science and Technology

(ESUT).

5.2 CONCLUSION

Staff control and discipline in Enugu State University of Science and

Technology (ESUT) service is like the pivot and every other element

revolves around it. Discipline is for both junior and senior staff. It is

discipline that ensures that staff improve upon their performance. All

hands should be on deck to ensure that discipline is maintained.

It is here suggested that to balance the lopsided equation more

emphasis should be placed on the motivational aspects of discipline. There

is need to applaud good performance and not merely to castigate

unsatisfactory performance. Job satisfaction, on the other hand, is the core

of motivation. It is suggested that decline in morale and discipline derives

in part from decline in job satisfaction. To achieve job satisfaction

employees, their skills should be emproved through training learning to

learn, learning by doing. They should be deployed to job for which they

are qualified.
 56

Finally, it is strongly hoped that if the management of Enugu State

University of Science and Technology (ESUT) will address the highlighted

problems, they will go a long way towards improving the performance of

staff in the attainment of better staff control and discipline efficiency and

effectiveness.

5.3 RECOMMENDATIONS

Based on the findings made which have been discussed above, the

under mentioned recommendations are made:

a) The management of Enugu State University of Science and

Technology (ESUT) should endeavour to create the enabling

environment whereby her employees would live up to expectation by

avoiding all acts of indiscipline.

There should be adequate provision of qualified personnel who are

employed based on the existing rules and regulations. Adequate materials

for work have to be made available and that enough fund must be

provided. All these are necessary for the good and improved performance

of staff in Enugu State University of Science and Technology (ESUT).

b) Regular training and retraining of staff of Enugu State University of

Science and Technology (ESUT) should be encouraged in order to

ensure optimum performance and maximum productivity.

 57

The gain of training or education of staff cannot be over emphasized.

The training should be all embracing that is all the employees must be

involved. A situation where only the top ranking officers in the university

are trained should be avoided. By training a security man or a messenger,

for example his or her attitude to work would improve. Lack of adequate

fund should not be used as excuse for non training and or retraining of

staff.

On the other hand, staff who have been able to sponsor themselves for

one type of seminar, conference, workshop of the order should be

encouraged. In the same vein, staff should be encouraged to improve on

their level of education.

c) It is evident that every employee joins the organization with specific

expectations. When these expectations are not met the employees

became apathetic and indifferent towards his or her work, or engage in

some other forms of offensive behaviour. Consequently, management

may be tempted to force such employee into directing his or her efforts

towards the goals of the organization, when force is applied in such a

situation, there is the tendency that those highlighted problems will be

magnified.

And as such they are here recommending that the organization should

endeavour to provide their members with opportunities for satisfying

 58

many different types of needs. This is turn would help in promoting

cooperation and obedience to rules and regulations.

d) Finally, good leaders should be put in positions of trust. A good leader

would work by applying the rules and regulations that would promote

industrial harmony and hence efficient performance.

 59

BIBLIOGRAPHY

Adabayo, A. (1994), Principles and Practice of Public Administration in

Nigeria: Reversed Edition; Ibadan: Spectrum Book Limited

Anambra State University of Technology (1980 – 1985) Calendar: Enugu:

Government Printer.

Ani, Okereke (1991), Adopting the Right Attitude to Work in the Public
Service Paper Presented in a Seminar – Productivity in the Public
Service – Organized by the Association of Business
Administration (ABAS) Enugu State University of Science and
Technology, December 3.

Beach, D. (1980) Personnel Management of People at Work; New York:

Macmillan Publishing Company

Behling John H. (1984) Guidelines for Preparing the Research Proposals:

New York: University Press

Bowen, Bruce D. (1980) An Introduction to Data Analysis: San Francisco:

W.H. Freeman and Company.

Cascio, Wayne F. (1989), Managing Human Resources Productivity,

Quality of Work Life Profits. New York: McGraw-Hill Book
Company.

Chukwu, Laz (2002) Misconduct and Discipline Public Service in ESUT.

Enugu: Formal of Administration.
Dubrin, Andrew (1990) Essentials of Management: Cincinnati Ohio:
South-West Publishing Company

Ejiofor, P.N.O. (1987) Management in Nigeria: Theories and Issues.

Onitsha: African. Fep. Publishers Ltd.

Enugu State Edict No. 9 (1996) Enugu State University of Science and
Technology Edict: Enugu: Government Printer

Gilman, C. (1962), “An Inquiry into the Nature and use of Authority” in M.
Haire Edition Organization Theory in Industrial Practices. New
York: Wiley.
 60

Jones, A. (1961) Management Decision and Behaviour; Illinois: Richard D.

Twin Inc Home Wood.

Luthans, Fred (1985), Organizational Behaviour; New York: McGraw-

Hill Book Company.

March, James (1965), Handbook Organizations. Chicago: Rand Mc Wally

& Company.

MC Forland, D.E. (1987), Personnel Management: Theory and Practices.

New York: Macmillan Company.

Merrian-Webster (1994), Webster’s Encyclopedia Dictionary of the

English Language: New York: Gramery Books.

Nwachukwu C.C. (1988), Management Theory and Practices. Onitsha:

Africana-Fep. Publishers.

Nwankwo, J.I. (1982), Educational Administration: Theory and Practices;

New Delhi: Vikas Publishing House (PVT) Ltd.

Nworgu, Boniface G. (1991) Education Research: Basic Issues and

Methodology. Ibadan: Wisdom Publishers Ltd.

Odo Ozogwu Maurice (1992) Guide to Proposal Writing in Social and

behavioural Science: Enugu: SNAAP Press Limited.

Olewe, Bernard N. and Anga Josephs (2000) Command Administration:

The Police Perspective Aba: Grace Books

Runkel, Philip J. and Mc Grath (1972), Research on Human Behaviour: A

Systematic Guide to Method; San Francisco; Holt Rinehart and
Winston Inc.

Silverstone, Colin, Fisher, Hartmart and Fox (1980), The What, When and
How of Statistics; Champaign Illinois; Stipes Publishing Company

Webstar New Collegiate Dictionary (1953), London: Oxford Press.

 61

APPENDIX I

QUESTIONNAIRE

Department of Public Administration

University of Nigeria,
Nsukka.
30th May, 2009.
Dear Sir/Mandam,

REQUEST TO FILL QUESTIONNAIRE

I am an M.Sc student in the Department of Public Administration,

University of Nigeria Nsukka. I am carrying out a research on Staff

Control and Discipline in the University System in Nigeria: A Case study

of the Enugu State University of Science and Technology (ESUT) Enugu.

Kindly supply answer(s) to the attached copy of questionnaire. All

data got from you would be applied for academic purposes only and would

be held with utmost confidentiality.

Thank you.

Yours faithfully,

Onah, George Ifeanyi

 62

APPENDIX II

QUESTIONNAIRE

Personal Data

Please tick ( ) in the appropriate boxes to indicate your answers,

also fill in your answers where applicable.

1. Sex: (a) Male (b) Female

2. Marital Status: (a) Married (b)Single
3. Age: (a) 18 – 29 years (b) 30 – 39 years (c) 40 – 49 years
(d) 50 – 59 years (e) 60 years and above
4. Educational Qualification:
a) First School Leaving Certificate
b) WASC/SSCE/NECO/GCE (O/A Level)
c) NCE/OND
d) HND/B.Sc/B.A.
e) M.Sc/MBA/MA/Ph.D
f) Others, please specify ……………………………………………..
……………………………………………………………………..
5. Your Department/section: ……………………………………….…….
………………………………………………………………………...
6. Are you a senior or junior staff? (a) Senior (b) Junior
7. What is your designation? …………………………………………….
………………………………………………………………………...
8. How long have you been employed in the Enugu State University of
Science and technology Enugu? (a) 1 – 5 years (b) 6 – 10 years
c) 11 – 15 years (d) 16 – 20 (e) 21 years and above
9. Religion: (a) Christian (b) Moslem (c) Traditionalist
10. What is your state of origin? ………………………..…………………
 63

11. What is your local government area? …………………………………..

12. What are the staff control and discipline existence in the Enugu State
University of Science and technology?
a) Suspension of recalcitrant employee
b) Issuing of query
c) Dismissal or termination of appointment
d) All of the above
13. What other factors assist control and discipline in the University?
a) Heading by examples
b) Giving letters of warning or reprimand
c) Through dialogue
d) All of the above
e) None of the above
14. How can control and discipline be maintained in Enugu State
University of Science and technology?
a) By coercion
b) By manipulation
c) By authority
d) By persuasion
e) All of the above
f) None of the above
15. What other measures do you suggest can be taken to promote
discipline in the Enugu State University of Science and Technology?
a) By closer and stricter supervision
b) By giving personal counseling
c) By using no laid down procedure
d) Withholding staff promotion
e) All of the above
f) None of the above
 64

STAFF CONTROL AND DISCIPLINE IN THE

UNIVERSITY SYSTEM IN NIGERIA: (A STUDY OF
ENUGU STATE UNIVERSITY OF SCIENCE AND
TECHNOLOGY- ESUT, ENUGU)

BY

ONAH, GEORGE IFEANYI

PG/M.SC/07/43581

DEPARTMENT OF PUBLIC ADMINISTRATION,

FACULTY OF SOCIAL SCIENCES
UNIVERSITY OF NIGERIA, NSUKKA

NOVEMBER 2008
 65

TITLE PAGE

STAFF CONTROL AND DISCIPLINE IN THE UNIVERSITY

SYSTEM IN NIGERIA: (A STUDY OF ENUGU STATE

UNIVERSITY OF SCIENCE AND TECHNOLOGY- ESUT, ENUGU)

BY

ONAH, GEORGE IFEANYI

PG/M.SC/07/43581

A Project Presented to the Department of Public Administration

in Partial Fulfillment of the Requirements for the

Award of Masters of Science (M.Sc), Faculty of Social Sciences

University of Nigeria, Nsukka

 66

CERTIFICATION

ONAH, GEORGE IFEANYI, a Post-Graduates Student in the

Department of Public Administration and Local Government, University of
Nigeria, Nsukka, with Registration Number PG/M.SC/07/43581 has
satisfactorily completed the Requirements for the award of Masters of
Science (M.Sc) Degree in Public Administration.

…………………………… …………………………
Prof. Fab. O. Onah Prof. R.C. Onah
(Project Supervisor) (Head of Department)

…………………………………….
External Examiner
 67

DEDICATION

This work is dedicated to God Almighty, the author of Life and the

given of all wisdom, knowledge, power and understanding. And also to my

wife, Ngozika for her love for education and my children for their

repentless support.
 68

ACKNOWLEDGMENT

The research work was completed with the assistance and advice of
a number of people. I must first acknowledge without reservation my
project supervisor Professor Fab. O. Onah for the tremendous guidance,
direction, encouragement, constructive criticisms, patience and supervision
of this project. I deeply remembered my various lecturers of Public
Administration Department University of Nigeria, Nsukka, Namely: Prof.
(Mrs.) R. Onah, Dr. Tony. Onyishi, Prof. F. Okoli, Dr. (Mrs.)
Uzuegbunamu, Prof. Ofuebe, Dr. (Mrs.) Obi Mr. …….. to mention but a
few.
I am particularly grateful to my beloved wife Mrs. Onah Calista
Ngozika for her moral support, encouragement and self denial throughout
the duration of the course. My gratitude goes also to Mr. Ozioko Francis E
Deputy Registrar ESUT for his wonderful assistance. I must also place on
my record Dr. Nwangwu I. Deputy Director MSP Nsukka Campus of
ESUT Mr. Ngwu Alloysius Assistant Librarian ESUT, F.O. Eze former
HOD Public Administration ESUT, for their cooperation’s.
I cannot forget my good friends and course mates Mrs. Mbah C,
Abugu, Itodo, Ezema they were nice to me. I must not also forget the
personal secretary to Prof. Fab. O. Onah for her understanding and
cooperation.
My gratitude will be incomplete without acknowledging both
support and moral boast of entire staff of University of Nigeria, Nsukka.
I wish to end this acknowledgment in the wards of Fred. IN. Riggs
(1964:22), Administration in Developing countries, American; University
of Calora do press. “while all share with me in whatever credit may be
accorded for this research work, it should also be clear that what ever
blame, or errors in judgement and facts fall on me alone.
 69

TABLE OF CONTENTS

Title Page … … … … … … … … … i
Certification … … … … … … … … ii
Dedication … … … … … … … … iii
Acknowledgement … … … … … … … iv
Table of Contents … … … … … … … v
Abstract … … … … … … … … … vi

CHAPTER ONE: INTRODUCTION … … … … 1

1.1 Background to the Study … … … … … 1
1.2 Statement of the Problem … … … … 3
1.3 Objective of the Study … … … … … 5
1.4 Significance of the Study … … … … … 5
1.5 Scope and Limitation of the Study … … … 7

CHAPTER TWO: LITERATURE REVIEW AND

METHODOLOGY … … … … … 8
2.1 Literature Review … … … … … … 8
2.2 Hypotheses … … … … … … … 25
2.3 Operationalization of Key Concepts … … … 26
2.4 Methodology … … … … … … 28
2.5 Theoretical Framework … … … … … 35

CHAPTER THREE: BACKGROUND INFORMATION ON

THE STUDY … … … … … … 38
Background Information on Enugu State University of Science
and Technology ESUT … … … … … 38

CHAPTER FOUR: DATA PRESENTATION, ANALYSIS

 70

AND FINDINGS … … … … … … 47
4.1 Data Presentation … … … … … … 47
4.2 Findings … … … … … … … 49

CHAPTER FIVE: SUMMARY, CONCLUSION

AND RECOMMENDATIONS … … … 54
5.1 Summary … … … … … … … 54
5.2 Conclusion … … … … … … … 55
5.3 Recommendations … … … … … … 56

BIBLIOGRAPHY

APPENDICES
 71

ABSTRACT

The study was on staff control and discipline in the University system in
Nigeria: (A Study of Enugu State University of Science and Technology).
The sources of the data for the study were both primary and secondary
sources of data. The questionnaire was developed based on the four
research questions. The population of the study was 1750 staff of the
university. The sample size was 300. The sample technique used was
simple random sampling technique. The instrument used for gathering data
for the study was questionnaire which was structured. The validity of the
instrument was tested using pilot test technique. The reliability of the
instrument was also tested using test retest technique. The simple statistical
techniques of frequencies and percentages were used in the study. It was
discovered that control and discipline could be best maintained in Enugu
State University of Science and technology by use of good leadership or
authority. Enforcing working rules through the use of penalties
deprivations and sanctions and closer and stricter supervision are best
measures to promote discipline in the university. The recommendation
include that the management should endavour to create enabling
environment whereby her employee would live up to expectation by
avoiding all acts of indiscipline. Regular training and retraining of staff
should be encouraged in order to ensure efficiency and effectiveness of
work performance. A conclusion was drawn to the effect that every effort
has to be made to ensure that control and discipline is maintained for
growth of service in Enugu State University of Science and Technology.