CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

As Nigerian development plans unfolded after its independence in 1960, it became

clear that successful execution of its programmes depended on the availability of

adequate and relevant manpower. In realization of this, the then federal government

under the leadership of Alhaji Tafawa Belewa went forward to establish the first set of

polytechnics in the country between 1960 and 1964. The aim of establishing these

polytechnics is to provide education and training that would lead to acquisition of

practical and applied skills as well as basic scientific knowledge geared towards

preparing the recipients as technologists and engineers in the economy (Aina, 2019).

In line with this, section 80 of the National Policy on Education (FRN) (2004)

provides that the specific goals of polytechnics are to:

(a) Provide full-time or part-time course of instruction and training in engineering,

other technologies, applied sciences, business and management, leading to the

production of trained manpower.

(b) Provide the technical knowledge and skills necessary for agricultural, industrial,

commercial and economic development of Nigeria.

(c) Give training and impact the necessary skills for the production of technicians,

technologists and other skilled personnel who shall be enterprising and self-

reliant.

(d) Train people who can apply scientific knowledge to solve environmental

problems for the conveniences of man and give exposure on professional

studies in the technologies.

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 The above stated objectives notwithstanding, it appears that the polytechnics would be

incapable of fully realizing these objectives without proper implementation of staff

personnel management practices. This is because the right number and caliber of staff

have to be recruited so as to meet the organizational needs. Having recruited them,

efforts must be made to see to it that each employee is trained to cope with the

demands of his job, otherwise he will feel inadequate, become increasingly frustrated

and eventually leave. They will not be happy if their wages and working conditions

are unsatisfactory. The polytechnics management will equally see to it that the

welfare of the staff are catered for as this will not only maintain a suitable labour

force but equally stimulate the efforts of his members in a positive manner.

It is in the light of the above that Ujo (2018) submits that personnel management is

concerned with recruiting the best possible staff for an organization and having

recruited them, looks after them so that they will want to stay and give their best to

the jobs. Abba (2018) observes that staff personnel management is not only an

integral part of general management but its extension and is aimed at stimulating

every employee to make his fullest contribution to the management or organization.

According to Nwokike (2019), Mamoria and Gankar (2018), personnel management

is the field of management which has to do with planning, organizing, directing and

controlling various operative functions of procuring, developing, maintaining and

utilizing a labour force so that the objectives for which the organization is established

are attained economically and effectively.

1.2 STATEMENT OF THE PROBLEM

Many personnel managers, educational administrators, parents and other stakeholders

in polytechnic education have in one way or the other expressed concern that

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probably the staff of the polytechnics in the south-west zone of Nigeria is not properly

managed. They express the view that this situation has resulted to indiscipline in the

system, poor quality graduates and lastly low productivity in these polytechnics under

study. Some manifestations in the behaviours of many staff of these polytechnics

create doubts as to whether qualified staffs were recruited based on the relevant

recruitment criteria provided for in the National Board for Technical Education

(NBTE) manual. Such manifestations include poor service delivery on the part of the

staff. Related to this is that some staff recruited appears to be lacking the requisite

qualifications which has resulted to poor teaching and learning. Again, some

manifestations in the behaviour of many staff of these polytechnics create doubt as to

whether the provisions of the conditions of service of the respective polytechnics with

regard to other personnel management practices viz: staff training, staff motivation

and staff discipline are being effectively implemented to achieve the desired result(s).

This is because some staff recruited appears to be lacking the necessary skills which

are an indication that probably they were not sent on training courses such as in-

service training, on-the-job training, seminars, workshops, conferences, etc. There are

signs that staff appears to be totally ignorant of the rules, regulations, the general

history and background knowledge of the polytechnics which suggest that perhaps

they have not been given adequate orientation/induction courses.

All these observed lapses indicate that there may be problems in the system implying

that perhaps the staff personnel management practices guidelines provided in the

NBTE manual and in use by these polytechnics are not being implemented. This

situation really calls for proper evaluation of staff personnel management practices of

these polytechnics as such efforts will help us ascertain the extent the set objectives of

these polytechnics have been achieved. The present study is therefore aimed at

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 determining the extent the staff personnel management practices of these polytechnics

provided for in the NBTE staff manual have been effectively implemented.

1.3 OBJECTIVES OF THE STUDY

The general objective of this study is to evaluate staff personnel management

practices of the polytechnics under study. Specifically, the study sought to;

1. Ascertain the extent polytechnics in South-West Nigeria recruit their staff using the

established criteria for staff recruitment.

2. Assess the extent polytechnics in South-West Nigeria train their staff to increase

their knowledge of the job.

3. Appraise the extent polytechnics in South-West Nigeria motivate their staff to

achieve the desired set-objectives.

4. Assess the extent polytechnics in South-West Nigeria discipline their staff that

violate rules and regulations in their institutions.

1.4 RESEARCH QUESTIONS

1. To what extent do polytechnics in South-West of Nigeria recruit their staff using

the established criteria for staff recruitment?

2. To what extent do polytechnics in South-West of Nigeria train their staff to

increase their knowledge of the job.

3. To what extent do polytechnics in South-West of Nigeria motivate their staff to

achieve the desired set-objectives?

4. To what extent do polytechnics in South-West of Nigeria discipline their staffs who

violate rules and regulations in their institutions?

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1.5 RESEARCH HYPOTHESES
H01: There is no significant difference between the mean ratings of Academic and Non

Academic staff in the extent the polytechnics in south west Nigeria recruit their staff

using the criteria for staff recruitment.

H02: There is no significant difference between the mean ratings of Academic and Non

Academic staff in the extent the polytechnics in south west Nigeria train their staff to

increase their knowledge of the job.

H03: There is no significant difference between the mean ratings of Academic and Non

Academic staff in the extent the polytechnics in south west Nigeria motivate their staff to

achieve the desired set objectives.

H04: There is no significant difference between the mean ratings of Academic and Non

Academic staff in the extent the polytechnics in south west Nigeria discipline staff that

violate rules and regulations in the institutions.

1.6 SIGNIFICANCE OF THE STUDY

The study has both theoretical and practical significance. On the theoretical sphere,

the goal theory was expounded and its relevance to the study highlighted. Locke

(2019) puts forward a theory of motivation based on goal setting or appraisal by

results. Its vital component is feedback on ones performance, that is, whether he

should work harder or continue at the same pace. For goals to influence performance

positively two conditions must be met. First, the person must be aware of the goal and

know what must be attained. Secondly, the person must accept the goal as something

he is willing to work for. The theory is relevant to the present study because goals

should be evaluated for effectiveness. The following groups of people will benefit

immensely from the findings of the study: staff, the polytechnics management, Head

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 of personnel department, parents, future researchers, textbook writers; educational

evaluators, lecturers; students, Federal and State Ministries of Education, National

Board for Technical Education (NBTE).

The information generated will be significant to the polytechnic staff whose

performance may be improved. This is because they will benefit from an improved

training policy and the motivational schemes that may be put in place. Many of the

staff will now attend conferences and seminars outside the country. The findings of

the study will be of immense benefit to the polytechnic management (i.e. the principal

officers). This is because such an evaluation will help them discover their own areas

of weaknesses vis-a-viz the implementation of the NBTE provision on staff

recruitment, staff training, staff motivation and staff discipline.

1.7 SCOPE OF THE STUDY

Geographically, the study covered a selected polytechnic in the South West Zone of

Nigeria. The essence of delimiting the study to the one polytechnic in the South West

is due to their similarity in educational, political and social developments. With regard

to content, the study covered aspects of staff personnel management practices of a

selected polytechnic in South West zone of Nigeria. The practices are: staff

recruitment; staff training; staff motivation and staff discipline.

1.8 OPERATIONAL DEFINITION OF TERMS

Management: The coordination and administration of tasks to achieve a goal or set of

objectives in an organization. Management is the process of planning, decision

making, organizing, leading, motivation and controlling financial, material and human

resources.

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Personnel: This is referred to people employed in an organization or engaged in an

organization undertaking such as military service.

Polytechnic: It is a technical school offering instruction in many industrial arts and

applied sciences. In the United state, polytechnics are the former name for a school,

college or university which specialized in science and technology courses.

Evaluation: Determination of the value, nature, character or quality of something or

someone.

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 CHAPTER TWO
REVIEW OF LITERATURE

2.1 CONCEPTUAL FRAMEWORK

2.1.1 THE CONCEPT OF MANAGEMENT
The term of management has been given various definitions by various writers. Stone

and Wankel posit that it is “the process of planning, organizing, leading, and

controlling the efforts of an organization member and of using all other organizational

resources to achieve stated organizational goals”. According to Egbo (2021),

management is a process of accomplishing results with and through the use of the four

M’s of management viz: Men, Money, Materials and Machines. The manager works

with these four elements to achieve his organizations planned objectives. Thus,

management consists of all the activities that are necessary to secure and regulate

these four M’s to achieve organizational goals. Management is the guidance or

direction of people towards organizational goals and objectives. According to him, all

people who oversee the function of other people who must work in subordinate

position are managers. They include the people who are primarily responsible for the

achievement of organizational goals. Further, he states that there are three levels of

management in most organizations. They are top management, middle management

and first line management (supervisors). He posits that all managers – top, middle and

first line-perform the same functions but only differ in emphasis.

He made it clear that all managers strive to achieve efficiency and effectiveness.

Efficiency is getting the most output from the least amount of inputs, sometimes

referred to as “doing things right” to move the organization closer to its pre-

determined objective(s). Thus effectiveness deals with the ends, that is, achievement

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of goals. A typical manager is concerned with not only achieving the goal(s) but also

achieving it with minimum resources.

In his own contribution, Oguunsaji, S. (2021) defines management as the process of

achieving an organization’s goals through the coordinated performance of five

specific functions, namely: planning, organizing, staffing, directing and controlling.

The people whose main job is to perform the five functions mentioned above in order

to achieve the set-goals are referred to as managers. He further posits that job titles for

managers depend on the organization concerned. For instance, among business

organizations, the title of manager is used but in non-business organizations, the

manager is given another title that fits more closely with the customers of the

organization. Thus, a religious organization may be managed by a bishop, a military

organization by a colonel.

Hartzell (2018) sees management as making the most effective use of available

resources, whether in form of money, machines or people. The people responsible for

the management of an organization, that is, for the directing, planning and running of

its operations, for the implementation of its policies and the attainment of its

objectives are the managers. It is instructive to note that all the scholars agree that all

people who oversee the function of other people who must work in subordinate

position are managers. Thus, everyone is a manger at one time or another. This is

because management is not only a term used in business; it is a process which applies

to other forms of organization like clubs, political groups, and families. They equally

agree that the management process requires: resources – men, material, money and

machines, coordination, that is, the ability to have the resources act together

smoothly; goals, that is, the reason why managers coordinate resources.

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2.1.2 THE CONCEPT OF STAFF PERSONNEL MANAGEMENT
Writing on staff personnel management, Oboegbulem (2018) defines it as manpower

or human resources management in an organization. That it refers to manpower

activities of any organization which embrace recruitment of staff, staff maintenance,

training and development, compensations, personnel policies and evaluation of staff

for educational activities. Further, she posits that in the school situation, staff

personnel management forms an important responsibility to the school administration

in achieving its goals of the school in particularly and of education in general. She

advised that teaching and non-teaching staff are the most important weapons in the

hands of the administrator in achieving educational objectives; this is because they

possess the capability to make or mar the school and its programmes.

According to author, staff personnel management rests on the understanding that the

end results of the education process will be determined by the effectiveness of the

school staff. It also assumes that greater effectiveness in the school operations will be

achieved if the school board, the community and the teachers cooperate with the

school administrators in the improvement of personnel programmes. She outlined the

functional scope of staff personnel administration to include responsibilities of the

administrator in: determining the personnel needs of the school (I.e. tutorial and non-

tutorial; satisfying personnel needs; maintaining and improving services of the staff.

An overview of Oboegbulem (2018) work show that she is yet to give an insight on

why the personnel management practices of these polytechnics are not implemented

for effectiveness. She is yet to come to terms on the issue of external influences on

personnel management practices of these polytechnics under study. All these would

probably help us adduce reasons why the setobjectives of these polytechnics are yet to

be achieved.

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In his own contribution, Aguba (2019) notes that human resources are the most

crucial factor in management without which the objectives of education will not be

achieved. Further, he noted that of all the tasks of management, managing the human

component is very central and most important because every other thing depends

largely on how well it is done. He maintains that personnel management involves the

selection, placement and retention of people working for an organization. It includes

the study of various inter-related forces and factors that determine the work output of

people in an organization and how to harness them to ensure personnel cooperation

and stable productivity. It involves the creation and maintenance of conducive

atmosphere in which staff are willing to contribute their best towards the realization

of the aims of the organization.

He posits that for the success of the organization, staff must be motivated to carry out

properly assigned duties; and that their work must be coordinated so that they work

progressively and orderly toward the achievement of the purposes of the school.

Equally, staff must be supervised and their work evaluated from time to time to

ensure the execution of accepted plan of work. Further, he made it clear that the

success of the various administrative processes will depend largely on the chief

executive of the school and the support he receives from the school board, the

ministry of education and the government.

Aguba however, warned of the probable consequences of failure to employ and retain

competent staff when he said “failure to employ, utilize and retain competent

personnel is an economic and educational waste”. This is according to him, is

because staff competency and instructional quality are closely related. Therefore,

employing persons who are not professionally qualified teachers compounds the

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problem because it gives rise to losses in time, money, effort and educational

opportunities.

The scholarly work by Aguba (2019) is highly appreciated. He however failed to give

us clues on the probable factors that gave rise to series of industrial disputes in our

polytechnics. He did not define or explain to his readers what is meant by staff

personnel management practices. Equally, he said little or nothing on why staff

personnel management practices in our polytechnics should be evaluated.

Further, he maintains that to undertake a meaningful evaluation of staff performance,

the administrator may pay attention to the following: the timing of evaluation –

“when” to evaluate; the purpose of evaluation – “why” evaluation; the information to

be collected – “What” to evaluate; the instrument to be used – “how” to evaluate. The

above work by Mgbodile (2020), does not tally with the present study. The author

failed to tell us how the objectives of personnel management in an organization like a

polytechnic can be achieved. Writing on conflict dimensions in higher education

personnel management, Imhabekhia (2021) notes “that conflicts have becomes

prevalent in various higher institutions of learning in Nigeria and as such had serious

adverse consequences for the development of higher education vis-à-vis the

development of higher level manpower in Nigeria.

According to him, one of the implications of the infestations of conflicts in higher

education is that personnel administration has not been quite effective and this calls

for radical analysis of the situation. This is necessary so as to improve personnel

management functions. Further, he posits that conflicts in industrial and labour

relations can be caused by the behaviour of individuals as well as institutions within

and outside the environment. For instance, the behaviour of Councils and

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 Management of the various higher institutions of learning is another cause of conflicts

in the system. In some cases, Governing Councils and Rectors have been two higher

handed in handling matters that affect the working lives of higher education

employees. There are situations where they wait till there is interference by way of

orders from above or threat of a strike before they can take action on trivial matters.

Personnel management is also seen as an activity. It is in this context that Ezeani

(2015) posits that personnel management is an activity aimed at ensuring efficient use

of the personnel of an organization to achieve maximum productivity for it and at the

same time enable the employee to gain optimum psychological and material benefits

for his or her work. He maintains that though personnel management is a

responsibility of all those who manage people, it is a function of the specialists and

part of the present general managerial process. He points out that irrespective of the

present or absence of a specific personnel manager, every organization has a

personnel management functions. This is because every organization must “process,

train, motivate, and maintain employees. He further notes that the existence of a

specialized personnel manager(s) can contribute much to greater organizational

effectiveness.

2.2 THE CONCEPT OF STAFF PERSONNEL MANAGEMENT PRACTICES

The concept of staff personnel management practices has been interpreted differently.

Some see it as activities or services performed for the management of an organization

on a regular basis. To others, personnel management practices are functions or

processes. These activities that are regularly performed by using human resources to

achieve organizational goal(s) are referred to by some authorities as the function of

personnel management. Aguba (2019) opines that personnel management involves the

performance of certain basic processes like recruitment, selection, placement and

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 retention of people working in an organization. It includes the study of various inter-

related forces and factors that determine the work output of people in an organization

and how to harness these to ensure personnel cooperation and stable productivity. It

involves the creation and maintenance of conducive atmosphere in which staff are

willing to contribute their best toward the realization of the aims of the organization.

Personnel functions are carried out within the framework of personnel management

(Onah, 2017). According to him, personnel functions refer to major activities carried

out by those who are involved in personnel management, especially the staff

managers involved in service or operational functions. These major activities include:

manpower planning, recruitment and selection, staff training, staff motivation, staff

discipline. To Cole (2019), personnel management refers primarily to the activities of

specialist staff responsible for implementing the key objectives of the organization in

respect of its use of people (employees).

2.2.1 STAFF RECRUITMENT

This is one of the practices of personnel management and is concerned with obtaining

proper kind and number of staff necessary to accomplish organizational goal(s). Pillai

and Bagavathi (2018) noted that an organization that is faced with competition will

only survive if such organization reduces the cost of production by employing fewer

and efficient workers. This is because an efficient worker will naturally help to

increase production. The implication therefore is that the right person should be

selected for the right job. Before recruitment of workers they posits, the personnel

department must have detailed information regarding the description of the job for

which selection is to be done, faulty method of selection will affect production.

According to them, recruitment of staff involves selection of the sources from which

staff is to be recruited, selecting the most suitable candidates through interviews and

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 various forms of tests and the actual appointment of the staff through letters of

appointment and service agreement. They further stated that, before taking steps for

the recruitment of staff, the personnel manager must obtain accurate and detailed

information regarding the contents of the jobs to enable him to determine what

qualities and abilities to look for in the staff to be recruited. Thus, it is important to

understand the meaning of the term ‘job’ and other connected terms.

In her own contribution, Oneketa (2019) avers that personnel department must

develop and maintain adequate sources of labour. She defines recruitment ‘as the

process of scouting around for qualified personnel so that people can be placed in the

right job in order to achieve effectiveness within an established organization”. It

involves an elaborate process which includes fulfilling the organizational objectives

by drawing on a pool of qualified candidates, interviewing and testing them with

medical examinations with the hope of selecting the most promising ones among

them. For recruitment to take place, of course, there has to be a vacancy within an

organization. The work of Oneketa is relevant to the present work because of her

emphasis on quality staff being recruited. She also advised that qualified staff should

be recruited and placed in the right job so as to achieve effectiveness within an

organization. It is important to note that achieving effectiveness within an

organization will help to move the polytechnic forward.

2.2.2 STAFF TRAINING

In an organization, it is important that staff recruited should be trained so as to

improve their skills and update their knowledge. To Cole (2019), training of

employees is an issue that has to be faced by every organization. Factors which

influence the quality and quantity of training amongst others are: degree of change in

the external environment (e.g. technological change, new legislations, availability of

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suitable skills within the existing workforce; the extent to which the organization

supports the idea of internal career development; the extent to which management see

training as a motivating factor in work. The author defined training as learning

activity which is directed towards the acquisition of specific occupation or task.

According to him, organizations should adopt a systematic approach to training. This,

when done, will follow an establishment of a policy and the resources to sustain it,

followed by an assessment of training needs, for which appropriate training is

provided, ending with some form of evaluation and feedback.

The author is of the opinion that training policy of an organization should be included

in a range of policies dealing with human resources. The policy statement sets out

what the organization is prepared to do in terms of developing its employees. For

some organizations, a policy statement is a brief sentence such as: the primary

objectives of training will be to support the pursuit of the company’s business goals;

the company will provide the means to ensure that every employee will be adequately

trained in the basic tasks of his or her employment.

The above literature reviewed is relevant to the polytechnics under study because of

its emphasis that training in an organization such as a polytechnic should be planned

and systematic rather than an ad-hoc or haphazard exercise. The second implication is

the advice that training needs should be assessed and evaluated to find out if the set-

goals of the organization have been achieved.

Nwatu (2021) sees training as an organized procedure by which people learn or

acquire knowledge and skills for a definitive purpose. He posits that the objective of

training is to achieve a change in the behaviour of the trainee. Further, he avers that it

is expected that staff on training should apply their newly acquired knowledge, skills

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and attitudes on the jobs in such a way as to contribute to the achievement of

organizational goal(s). He observed that employee appraisal may highlight needs and

opportunities for growth and development. Growth may be accomplished by self-

study, formal training course or job related activities such as special assignments and

job rotation. This study by Nwatu is relevant to the present study because training

plays a very important role in determining the efficiency and effectiveness of an

organization like a polytechnic.

These include technological advances, increasing organizational complexity,

legislation, union inter-relations, changing social values and employment growth

levels. Training he observes, is often required for current employees when jobs are

changed to include new equipments, procedures, responsibility or performance

standard; when employees are promoted or transferred to an organization and when

performance appraisal or other quality control measures indicate that problem exited

and is due to knowledge or skill deficiency. As to the training needs, he noted that

training is a means to an end and must of necessity take cognizance of the need to

improve the knowledge level of the employee towards higher on-the-job performance

for the overall progress of the organization. The type of training and the methods of

training to be used are essentially determined by or based on the training needs of the

individual groups, department or the organization as a whole.

He outlined various types of training to include: orientations, on-the-job training;

apprenticeship training; internship. He made it clear that all training are designed to

help organization accomplish its objectives. He maintains that organizations need to

develop and manage their human resources for greater productivity for a number of

reasons that include: training results in higher quantity and quality of output; training

builds self -confidence in the employees, more skills and accurate work can be

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 expected; trained workers need less supervision, thus it is economical. The above

literature reviewed is relevant to the present study. This is because, based on the

benefits of training staff in an organization, it becomes necessary that training be

made compulsory and continuous for all categories of officers. This will no doubt

increase productivity.

2.2.3 STAFF MOTIVATION

Motivation is derived from the Latin word ‘move’ meaning to move. It is at the very

heart of the study of the practice of management. In contemporary usage, a definition

of motivation, which simply means ‘to move’ would be considered too narrow and

inadequate (Peretomode, 2018). Motivation is primarily concerned with goal directed

behaviour. It is all about motivating employees by creating conditions in which they

may get social and psychological satisfaction. The concept of motivation has attracted

attention of many scholars in psychology and this is because, one of the problems

facing management is how workers will be motivated to carry out the tasks assigned

to them so as to meet up with predetermined standards. To Peretomode (2018),

motivation is a psychological drive that gives a person’s actions purpose and

direction. According to him, when we talk about leaders “motivating” others, we are

really talking about the ways in which they focus and channel people’s motivation in

order to direct their action toward the goals of the organization.

Further, he posits that motivation is directly linked with performance which depends

on four factors namely: skills and abilities; a clear understanding of the nature of

one’s job; expectations about what will happen if the job is done well or poorly;

motivation – this is dynamic and the one that set people in motion. He equally states

that motivation arises from unsatisfied needs, it is action that gives rise to, if

successful, satisfies the needs. Satisfaction of needs, he says, does not put an end to

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motivation. This is because some needs, such as hunger, are never satisfied for more

than a short time. Even if some needs, such as the need for friendship, are satisfied on

a lasting basis, other needs remain to act as motivators.

Writing on staff motivation, Mamora and Gankar (2018) posit that motivation implies

total response of individuals to various motivating factors. According to them, people

in organization relate to each other in the ways they do because they are driven by

psychological, social and economic forces that have the power to motivate them to

behave in particular ways. Further, they state that it is through proper motivation that

productivity can be increased and conflicts avoided. They made it clear that

motivation is an intervening variable for it cannot be seen, heard or felt and can only

be inferred from behaviour. For instance, hunger, sex, power and achievement cannot

be seen yet at one time or the other they must be motivated to satisfy the individual

concerned.

Managers, they posit, get things done through others and, therefore, if they cannot

motivate employees to get their job done, they are destined to fail as managers. Thus,

methods of motivation equally influence management philosophy. They maintain that

the purpose of motivation is to create conditions in which people are willing to work

with zeal, initiative, interest and enthusiasm, with a high personal and group moral

satisfaction, with a sense of responsibility, loyalty and discipline, with pride and

confidence in most cohesive manner so that the goals of an organization are achieved

effectively. Further, they maintain that if a manager wants to get work done by his

employees, he may either hold out a promise of a reward to them for doing work or he

may instill fear in them by using force to do the desired work.

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 According to the authors, motivation is concerned with motivating employees by

creating conditions in which they may get social and psychological satisfaction. For

this purpose they advised that a plan for non-financial incentives (such as recognition,

privileges, symbol of status) is formulated; a communication system is developed,

morale and attitude surveys are undertaken, the health of human organization(s)

diagnosed and efforts are made to improve human relations in the organization. The

above literature reviewed is relevant to the study as it has some implications to the

present research.

Some scholars define motivation as the forces that cause people to behave in certain

ways. For instance, to Goft (2016), motivation can be defined as “impulses that stem

from within a person and lead him to act in ways that will satisfy those impulses”. In

other words, the concept implies that there is some driving force within individuals,

which drives them to achieve a goal or objective in order to satisfy their need(s).

Therefore, to say that managers motivate their employees is to say that they do those

things which they hope will satisfy those drives and desires and induce the

subordinates to act in a desired manner. It is equally important to note that no

manager or administrator can succeed in achieving optimal productivity for the

organization without knowing what motivates people.

2.2.4 STAFF DISCIPLINE

In an ideal situation, all employees would carry out their work in the required way and

to the quantity and quality standards set by their employers. Inevitably this is not the

case and where and when there is a deviation from the ‘required’ behaviour, it may be

necessary to point this out to the employer. Under the employment rights act 1996,

employees are required to provide their employers with details of a disciplinary

procedure within eight weeks of appointment. Many employers incorporate the

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procedure within the contract of employment which, if a copy is given to the

employee, at least negates the possibility of the employee denying receipt of it. The

term discipline has been variously interpreted and understood among behavioural

scientists, the world over. In fact, there is no consensus, in spite of the profuse

literatures that are available. According to Onah (2017), discipline is essentially the

ability to stick to the rules of the game.

Fayol describes the concept as respect for agreements which are directed at achieving

obedience, application, energy and the outward marks of respect (Weihrich and

Konntz 2020). Discipline is absolutely essential for the smooth running of an

organization and without it, the enterprise suffers. It is also necessary to emphasize

that discipline is for both leaders and the led, for superiors and subordinates. In his

own contribution, Aguba (2019) submits that discipline is very important to any

society that is desirous of peace, harmony and progress. According to him, discipline

means self-control, the control of conduct including habits, actions, desires, emotions,

impulses and general behaviour. He defines discipline as the voluntary and deliberate

effort to submit oneself to established code of conduct and acceptable pattern of

behaviour of a society so as to achieve mutual cooperation and general happiness for

mankind. Aguba attributed part of the reasons for Nigeria’s underdevelopment to

financial indiscipline and the general lack of discipline among the leaders and the led.

Further, he posits that in the school setting discipline is highly essential if the

educational aims are to be achieved. This is because the classroom teacher requires

self discipline before he can instill discipline in others such as the students. The

students on the other hand, require discipline to be able to pass their examinations and

realize their individual and collective dreams and aspirations. Indeed, discipline is at

the centre stage of any educative process.

21
The word discipline, according to Mamoria and Gankar (2018) connotes the idea that

the members of a group should reasonably conform to the rules and regulations (that

is, the code of behaviour) which have been framed for it or by it so that everyone

benefit by them. They aver that the promotion and maintenance of employee

discipline is essential if any organized group action is to be effective or productive.

Further, they made it clear that employee morale and industrial peace are linked with

proper maintenance of discipline while coordination and control are facilitated and all

assist in the attainment of organizational goals. They warned that, if the members of a

group fail to abide by the rules, the organization itself may collapse – chaos,

confusion, disobedience, disloyalty, antisocial and anti-organizational activities

develop to the detriment of everyone.

Further, they posit that discipline is essential for the smooth running of an

organization and for the maintenance of industrial peace which is the very foundation

of industrial democracy. On how to sanction an employee, they submit that a

disciplinary action is the means by which the various procedures, techniques and

methodologies are used to bring about a controlled state of affairs. They maintain that

discipline is progressive not because it is liberal in nature but because it progresses

sequentially, chronologically and systematically through prescribed series of steps or

events.

From the literature reviewed above, we can infer that discipline is essential for the

smooth running of an organization like a polytechnic, that the aim of disciplinary

action is to correct disobedience and if possible its cause. Therefore, authorities in

our polytechnics should try to maintain discipline.

22
2.3 THE CONCEPT OF POLYTECHNIC
The word polytechnic comes from two Greek words, poly i.e. many, and techne i.e. an

art. It embraces many arts. The Encyclopedia (2018) defines it as “a school of applied

sciences and industrial arts”. Attama (2021) posits that a polytechnic is a college that

provides tertiary education which leads to the acquisition of practical and applied

skills as well as basic scientific knowledge. Polytechnic provides higher technical and

professional education aimed at discouraging elitism and geared towards the practical

preparation of the recipients to fulfill their roles in other aspects of the economy

which the exponents of literary education never addressed. Polytechnic education is a

shift from traditional university type of education, being a training ground for the

production of middle level manpower. A polytechnic is defined in this study as a

tertiary institution that offers technical education aimed at producing National

Diploma (ND) and Higher National Diploma (HND) graduates in management,

technical and engineering courses. The first polytechnic in Nigeria was the Yaba

Higher College which was officially opened on 19th January, 1934. Today, the

number of polytechnics in the zone has continued to increase.

2.3.1 POLYTECHNIC EDUCATION

Technology has a link with the essential segments of the entire fabric of national

development. It is critical in the provision of the basic infrastructure needed for

industrial development. The desire to ensure technological growth forms the main

agenda for the establishment of polytechnics in Nigeria. Polytechnic education is part

of technical education programme and concerns the tertiary education that leads to the

acquisition of practical and applied skills as well as basic scientific knowledge. It

offers knowledge and training geared towards preparing the recipients for special role

in the economy.

23
 In the words of Aina (2019), this type of education is aimed at evolving an

educational system based on practical works and training. It is a shift from traditional

university type of education since it is a training ground for the production of middle-

level manpower. In pre-independence Nigeria, the training of technical personnel was

largely a private concern by companies. This was so because the colonial education

system bequeathed to us before independence was literary education with its emphasis

on the famous 3-Rs namely: writing, reading, and arithmetic, thus, training for

qualifications in degree in literary courses was then encouraged while emphasis on

technology was not popular. However, around 1934 the effort of private concerns

was augmented by the government with the establishment of Yaba Higher College.

Technical institutions were also established at Enugu and Kaduna in 1958, Ibadan

1960, and Auchi 1964.

2.4 THEORETICAL FRAMEWORK

A theoretical framework is a dynamic explanatory devise for linking the problem of a

study to the assumptions, postulations and principles of a theory (Obasi, 2017). Here,

the writer attempted to draw an analogy between established theories and problems

being investigated. In this study, the goal theory and the social comparison theory

(also call equity theory) were expounded and their relevance to the study highlighted.

Attempt was equally made to define evaluation and give an insight into its scope. The

models used in the study were described and linked to the present study.

2.4.1 THE GOAL THEORY

Locke (2020) put forward a theory of motivation based on goal setting or appraisal by

results. The theory assumes that most human actions are purposive; behaviour is

regulated and maintained by goals and intentions. That is, intentions to achieve a goal

constitute the primary motivating forces behind work behaviours. For goals to

24
influence performance positively, two conditions must be met. First, the person must

be aware of the goal and know what must be attained. Second, the person must accept

the goal as something he is willing to work for. When goals are accepted, it implies

that the individual intends to engage in the behaviour needed for its accomplishment.

The theory assumes that specific goals are superior to general goals. In line with this,

Robbins (2019) notes that because “goals direct behaviours, the more specific the

goal; the more concentrated the individual’s effort in its pursuit”.

A vital component of Goal Setting Theory is feedback on ones performance whether

he should work hard or continue at the same pace. The theory can be viewed as the

basis for Management by Objective (MBO) which is a management technique meant

to increase performance through goal setting. Based on discussions so far, three

generalizations could be drawn from the goal theory. They include: that specific

performance goals elicit a higher level of performance than general goals; the more

difficult the performance goal, the more efforts individuals will make if they accept it;

subordinate participation in goal-setting activities, as opposed to goal setting by the

superior alone, leads to employee satisfaction, though it may not increase

performance. From the foregoing, it is obvious that the goal theory could be valid for

describing employee behaviour in organizations such as polytechnics. Thus goals are

a principal source of work motivation and the achievement of these goals should be

evaluated for effectiveness.

CHAPTER THREE

RESEARCH METHODOLOGY

25
3.1 RESEARCH DESIGN
The design of this study is aimed at assessing the difference between the expected and

actual practice. Hence there is usually an acceptable standard of operation or

guideline set out for evaluation. The design was used because it not only informs

policy makers about the extent of implementation of the guidelines but equally reveals

areas of strengths and weaknesses and equips researchers to make recommendations

for policy reformations.

3.2 AREA OF STUDY

The area of the study is Federal Polytechnic, Ile Oluji, Ondo State. It is located in the

south west of Nigeria. The choice of this area of study is due to their educational,

technological and infrastructural development. Again, they are very fast in terms of

staff personnel management practices as well as infrastructural development.

3.3 POPULATION OF THE STUDY

The population for the study was 150 which comprised of academic staff and non-

academic staff of the polytechnic. Questionnaires were distributed to academic and

non-academic staff of Federal Polytechnic, Ile Oluji.

3.4 SAMPLE AND SAMPLING TECHNIQUES

In this study, random sampling technique was adopted for this study to ensure that all

sample elements have equal chances of being chosen, this is to ensure that, a

corresponding and reliable result that can be generalized. It ensures that the sample is

representative in the characteristics used to form the study. The purpose of this study

is to obtain a sample that is representative of the larger population in getting the

respondents to respond to the questionnaires.

3.5 INSTRUMENT FOR DATA COLLECTION

26
 The instrument was designed to obtain personal data on the respondents, information

on ownership of polytechnics as well as the status of the staff in the polytechnic. The

information so obtained was used to ascertain whether the personnel management

practices were being effective and adhere to.

3.6 VALIDATION OF INSTRUMENT

To ensure the effectiveness of the exercise, the experts were given initial copies of the

instrument; viz: the title of the study, the objective of the study, the research questions

and hypotheses. A five (5) point Likert-scale will be used for assessment of the

opinions of the respondents as provided. This includes: 5 – Strongly Agreed [SA]; 4 –

Agreed [A]; 3 – Undecided [U]; 2 – Disagreed [D]; 1 – Strongly Disagreed [SD].

These helped them examine the instruments; determine adequacy of items; relevance

and suitability of language to the level of the respondents; structuring and sequencing

of ideas; possible ambiguities, errors and omissions.

3.7 METHOD OF DATA COLLECTION

The administration of the questionnaire was done personally by the researcher with

the help of some research assistants who were instructed on what to do. A total of 150

questionnaires were distributed. On the return rate, 75 questionnaires were returned.

Some staff of the polytechnics failed to fill these questionnaires because of their busy

schedules in their respective offices. Equally, some of them were busy attending

Committee meetings. The above reasons accounted for none return questionnaires to

the researcher.

3.8 METHODS OF DATA ANALYSIS

Data collected in the course of this study were presented and analyzed by using

percentages. The collected data was checked for consistency and then frequencies and

27
percentages used to show responses of the distribution. The results were presented in

tables and chart form.

28
 CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS

4.1 DATA PRESENTATION

Data collected in the course of this study were presented and analyzed by using

percentages. The collected data was checked for consistency and then frequencies and

percentages used to show responses of the distribution. The results were presented in

tables and chart form. The analysis will be in two sections: Section A for

information about the school and staff while Section B for the response to

the questions.

Table 4.1 Ownership of the Polytechnic

Frequency Percent
Federal 75 100

State - -

Private - -

Total 75 100

From the table above, the results obtained shows that 100% of the respondents

strongly that the ownership of the institution is Federal. Hence we conclude that the

institution is being managed by the federal government and not the state nor private

sector.

Table 4.2 Status structure of respondents

Frequency Percent
Academic Staff 58 77

Non-Academic Staff 17 23

Total 75 100

The data shown in table 4.2 above indicates that out of the total respondent

size, 77% were academic staff while only 23% were non-academic staff.

29
This is an indication that there are a greater proportion of academic to non-

academic in the institution.

Table 4.3 Sex structure of respondents

Frequency Percent
Male Staff 51 68

Female Staff 24 32

Total 75 100

The data shown in the table above indicate that out of the total respondent

size, 68% were male staff while only 32% were female staff. This is an

indication that there are a greater proportion of males to females in the

institution.

Table 4.4 Age Distribution

Frequency Percent
30-35 years 16 21.2

35-45 years 48 64

45-55years 7 9.3

55-65 years 4 5.3

Total 75 100.

Table 4.4 which is descriptive table of values showing the respondents age

distribution. It can be ascertain that (21.2%) were between ages 30-35, (64%) were

between ages 35-45, (9.3%) between ages 45-55 while (5.3%) between ages 55-65.

30
Table 4.5 Marital status of the respondents

Frequency Percentage
single 26 35
Married 45 60
Divorced 4 5
Total 75 100
Table above showed the marital status of the respondents. The data collected

indicated that 35% of respondents were single, 60% were married while 5% were

divorced. This simply implies that the majority of the respondents were married.

Table 4.6 Educational Qualification

Frequency Percent
OND/NCE 13 17

HND/B.Sc 32 43

Master degree 23 31

Ph.D 6 8

Total 75 100

Table above showed the number of the respondents by qualification. The data

collected indicated that 17% of respondents were OND/NCE holder, 43% were

HND/B.Sc holder, and 31% were Masters Degree holder, while 8% of the respondent

had had degree in philosophy. This implies that the majority of the respondents were

HND/B.Sc Holder.

31
Table 4.7 The future manpower needs of the polytechnic are efficiently

established.

Frequency Percent

Strongly Agreed 32 43

Agreed 22 29

Undecided 13 17

Strongly Disagree 2 3

Disagree 6 8

Total 75 100

The above table of values shows the respondents opinion on the manpower needs of
the polytechnic, it can be ascertain that (43%) affirmed that it is efficiently
established, (29%) agreed, (17%) affirmed neither (3%) strongly disagree while 8% of
the respondents disagreed that the man power of the polytechnic are not efficiently
established.

Table 4.8 At times vacancy positions for academic staff are filled from within

via conversion of qualified non-academic staff.

Frequency Percent

Strongly Agreed 37 49

Agreed 23 31

Undecided 9 11

Strongly Disagree 2 3

Disagree 4 5

Total 75 100

Table 4.8 which is descriptive table of values showing the respondents opinion on the
selection procedure of vacancy positions for academic staff in the institution, it can be
ascertain that (49%) strongly agreed that vacancy positions for academic staff are

32
filled within via conversion of qualified non-academic staff, (31%) agreed as well,
(11%) affirmed unfair, (3%) strongly disagreed while about 5% disagreed with the
statement. From the result majority of the respondent affirmed strongly to the
statement in table 4.8.

Table 4.9 Vacancy positions for senior non-academic staff are filled from

within via promotion.

Frequency Percent

Strongly Agreed 49 65

Agreed 25 33.3

Undecided 1 1.3

Strongly Disagree - -

Disagreed - -

Total 75 100

The above table of values shows the respondents opinion on internal recruitment, it
can be ascertain that (65%) strongly affirmed that vacancy positions for senior non-
academic staff are filled from within via promotion, (33.3%) affirmed average used,
(1.3%) affirmed neither. From the result majority of the respondent affirmed
promotion of senior non-academic staff are filled from within the institution.

33
Table 4.10 once a post has been advertised, the basic procedures laid down is

normally followed while short-listing.

Frequency Percent

Strongly Agreed 55 73

Agreed 11 15

Undecided 9 12

Strongly Disagree - -

Disagreed - -

Total 75 100

The table above shows that (73%) respondent strongly agreed to the statement in table
4.10 above while (15%) respondents also agree, (12%) respondents were not too sure.
From the result majority of respondent strongly agree. Hence we agree that the
management normally followed the basic procedures laid down while short-listing.

Table 4.11 Vacancy positions for senior academic staff are filled from within

via transfer of staff.

Frequency Percent

Strongly Agreed 49 65

Agreed 25 33.3

Undecided 1 1.3

Strongly Disagree - -

Total 75 100

The above table of values shows the respondents, it can be establish that (65%)
strongly affirmed that vacancy positions for senior academic staff are filled from
within via transfer of staff, (33.3%) affirmed average used, (1.3%) affirmed neither.

34
From the result majority of the respondent affirmed promotion of vacancy positions
for senior academic staff are filled from within via transfer of staff.

Table 4.12 Polytechnics rules and regulations are made known to all cadres of

staff.

Frequency Percent

Strongly Agreed 70 93

Agreed 5 7

Undecided - -

Strongly Disagree - -

Disagreed - -

Total 75 100

According to the analysis in the table above, we can ascertain that the

polytechnic rules and regulations are made know to all cadres of staff.

Table 4.13 Staffs seminars are organized to enable staff share new ideas.

Frequency Percent

Strongly Agreed 60 80

Agreed 15 20

Undecided - -

Strongly Disagree - -

Total - -

Total 75 100

Brilliantly, this table shows that the institution frequently organize seminars

for staff to enable them share new ideas.

35
Table 4.14 Staffs are not allowed to change programme of training during the

period of study leave without approval.

Frequency Percent

Strongly Agreed 21 28

Agreed 10 13

Undecided 12 16

Strongly Disagree 21 28

Disagreed 11 15

Total 75 100

The above table of values shows the respondents opinion on changing of programme
of training during the period of study leave, it can be ascertain that (28%) strongly
agreed that staff not allow to change program of training during leave without
approval, (13%) agreed to the statement, (16%) affirmed neither, (28%) strongly
disagreed while (15) of the respondents disagreeds that staffs are allowed to change
programme of training during the period of study leave. From the result of the
respondent, we conclude that staffs are allowed to change programme of training
during the period of study.

36
Table 4.15 The beneficiary of study leave normally enters into bond to serve

the polytechnic at the expiration of the programme.

Frequency Percent

Strongly Agreed 23 31

Agreed 10 13

Undecided 12 16

Strongly Disagree 21 28

Disagree 9 12

Total 75 100

The above table of values shows the respondents opinion on staff study. It can be
ascertain that (31%) strongly agreed that beneficiary of study leave normally enters
into bond to serve the polytechnic at the expiration of the programme, (13%)
averagely affirmed, (16%) affirmed neither, (28%) strongly disagreed while (12%) to
the statement. From the result majority of the respondent strongly affirmed the
statement.

Table 4.16 Professionals are invited to the polytechnic to help all cadres of

staff update their knowledge.

Frequency Percent

Strongly Agreed 49 65

Agreed 25 33.3

Undecided 1 1.3

Strongly Disagree - -

Disagree - -

Total 75 100

Table 4.16 shows the response of the respondents, it can be establish that (65%)
strongly affirmed the statement above, (33.3%) affirmed average, (1.3%) affirmed

37
neither that professionals are invited to the polytechnic to help all cadres of staff
update their knowledge.

Table 4.17 Outstanding performances of staff are usually commended.

Frequency Percent

Strongly Agreed 26 35

Agreed 24 32

Undecided 6 8

Strongly Disagree 10 13

Disagree 9 12

Total 75 100

The above table of values shows the respondents opinion on outstanding performance

of staff, it can be ascertain that (35%) of the respondents strongly agreed that

outstanding performance of staff are usually commended, (32%) agreed as well (8%)

affirmed neither, (13%) of the respondents strongly disagreed while about (12%) of

the respondents disagreed that outstanding performances of staff are not usually

commended.

38
Table 4.17 Staffs are provided with transport allowance to and fro from their

residence.

Frequency Percent

Strongly Agreed 21 28

Agreed 10 13

Undecided 12 16

Strongly Disagree 20 27

Disagreed 12 16

Total 75 100

The above table of values shows the respondents opinion on staff transport allowance,
it can be ascertain that (28%) strongly agreed that Staffs are provided with transport
allowance, (13%) agreed to the statement, (16%) affirmed neither while (27%)
strongly disagreed while (16) of the respondents disagreed that Staffs are provided
with transport allowance. From the result of the respondent, we conclude that staffs
are not provided with transport allowance.

Table 4.18 Maternity leaves are also approved to deserving female staff

Frequency Percent

Strongly Agreed 57 76

Agreed 18 24

Undecided - -

Strongly Disagree - -

Disagree - -

Total 75 100

According to the table above, majority of the respondents strongly agreed that

maternity leaves are also approved to deserving female staff of the institution.

39
Table 4.19 Leaves of absence are also approved when necessary.

Frequency Percent

Strongly Agreed 50 67

Agreed 25 33

Undecided - -

Strongly Disagree - -

Total 75 100

Table 4.19 which is descriptive table of values showing the respondents response on
leave of absence in from the institution, it can be establish that (67%) strongly agreed
that leave of absence are approved when necessary, (33%) affirmed the statement as
well From the result, we conclude that leaves of absence are also approved when
necessary.

Table 4.20 Staffs are encouraged to attend workshops outside the

polytechnics environment.

Frequency Percent
Strongly Agreed 55 73
Agreed 11 15
Undecided 9 12
Strongly Disagree - -
disagree - -
Total 75 100
The table above shows that (73%) respondent strongly agreed to the statement in table

4.20 above while (15%) respondents also agree, (12%) respondents were not too sure.

From the result above, majority of respondent strongly agree. Hence we agree that the

management encourage staff encouraged to attend workshops outside the polytechnics

environment.

40
 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.1 SUMMARY OF FINDINGS

It was established based on the responses of the academic and non-academic staff that

the polytechnic under study were of the opinion that the institution recruit their staff

using the established criteria for staff recruitment and once a post has been advertised

and the basic procedures laid down is normally followed while short-listing. It is also

an indication that during recruitment and selection process, vacancy positions for

academic staffs are filled from within via conversion of qualified non-academic staff,

vacancy positions for senior non-academic staff are filled from within via promotion

as well as vacancy positions for senior academic staffs are filled from within via

transfer of staff.

From the study, one could summarize that that both Academic and Non-Academic

departments responded very high with regard to staff training in this polytechnic.

What this means is that the polytechnic train their staff to increase their knowledge of

the job. This appears to be in consonance with the assertion of Martin (2018), “that

organizations should establish a training programme for their staff so as to increase

the quality and quantity of their work”. According to the respondents, it was

established that the management of the institution do organize seminars to Staffs to

enable staff share new idea, also Professionals are invited to the polytechnic to help

all cadres of staff update their knowledge. The findings of the study here show that

academic and non-academic staffs of the polytechnic under study were of the opinion

that staffs were marginally motivated to an extent by the polytechnic.

41
 This appears to be in agreement with Obi (2021) who opined that “any organization

that has a programme which will help the workers to realize their respective personal

goals will certainly enjoy the workers loyalty, commitment and hard works”.

5.2 CONCLUSIONS

It was established based on the responses that the polytechnic under study recruited

their staff by using the established criteria and the basic procedures laid down are

normally followed while short-listing. It was also noted that some established criteria

for recruitment were applied. Some of them include: establishment of future

manpower needs, advertisement of posts, short listing, etc. It was equally seen that the

polytechnics under study trained their staff to increase their skills and knowledge as

well as encouraging them to attend workshops outside the polytechnics environment.

It was established that both staff academic and non-academic staff of the polytechnic

are adequately motivated. Leaves of absence are also approved when necessary,

maternity leaves are also approved to deserving female staff as well as outstanding

performances of staff are usually commended. The staff appeared to be well

motivated. Lastly, polytechnics rules and regulations are made known to all cadres of

staff, both the academic and non-academic staff agreed that staff that violates rules

and regulations in their work places were disciplined by the polytechnic.

5.3 RECONMENDATIONS

In tertiary institutions like polytechnics, there is need to attract and secure staff of

desired quality to promote the polytechnic programmes and ensure the attainment of

its objectives. For this to be successfully done, it is imperative on the affected

personnel managers as well as Heads of Academic and Non-Academic departments of

42
these polytechnics to ensure that the right caliber of staff are recruited as an comers

approach to recruitment of staff will be counterproductive. Many scholars like Eiles

(2019) and Nicholl (2018) have pointed out that success of any educational system

depends largely upon the quality of both academic and non-academic staff engaged in

the educational system and upon the effectiveness with which they discharge their

responsibilities. It is therefore expected that every member of staff from the newly

appointed to the most senior member of staff be entitled to be supported for self

development. This therefore calls for training of the staff by the appropriate

authorities as this will not only increase their skills and knowledge but go a long way

improving individual and organizational performance.

Motivation is the core of management. It is an integral part of management process

and every manager must motivate his subordinates to create in them the will to work.

If motivation is low, employee’s performance will suffer and consequently, this will

affect the achievement of set-objectives of the organizations. Therefore, it is

absolutely necessary for polytechnic managers to endeavour to see that their staff are

highly motivated. This will ensure maximization of efficiency as well as achievement

of effectiveness. In tertiary institutions like polytechnics, there are normally sets of

codes of ethics in the Condition of Service Manual which all staff are expected to

adhere to; they include: not coming late to work, not falsifying records, drunkenness,

insubordinate etc. It is only when a staff violates these codes of ethics that he is

sanctioned. It is therefore required of polytechnic managers to ensure that general

discipline is enforced equitably.

The Head of Personnel department should try to improve the recruitment process. He

should adopt a systematic approach to recruitment by adhering to all relevant

established guidelines set-out in the polytechnic conditions of service. Training and

43
development in the polytechnic should be planned and systematic and not in an adhoc

and haphazard manner. Equally, evaluation of training activities should be conducted

periodically. The conditions of service of the staff should be improved upon by the

polytechnic Management to be in line with the NBTE provisions. Polytechnic

managers should ensure that their subordinates are well motivated as this will create

in them the willingness to work.

Personnel managers in these polytechnics should establish a system of administering

sanction to foster positive employee behaviour that will promote organization

objectives. Government and other educational agencies (e.g. NBTE) should monitor

the activities of polytechnics to ensure that the right caliber of staff are recruited,

trained and motivated before their programmes are accredited.

44
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Pillai, R. S. & Bagavanthi N. (2018). Office management. New Delhi: S. Chand and

Company Limited.

Peretomode, V. F. (2018). Introduction to educational administration, planning and

supervision. Lagos: Joja Educational Research and Publishers Limited.

Robbins, S. P. (2019). Organizational behaviour: concepts controversies and applications.

London: Prentice – Hall.

Ujo, A. A. (2018). Understanding public personnel administration. Kaduna: Joyce Printers

and Publishers.

Weihrich, H. & Koontz, H. (2020). Management: A global perspective. Singapore: McGraw-

Hill book.

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 APPENDIX I

EVALUATION OF STAFF PERSONNEL MANAGEMENT PRACTICES

QUESTIONNAIRE

Department of Business Administration & Mgt,

Federal Polytechnic, Ile Oluji,
Ondo State.
15th September, 2022.

Dear Respondents,

The researcher is a student in the Department of Business Administration & Mgt., Federal

Polytechnic, Ile Oluji, Ondo State. The purpose of this questionnaire is to evaluate staff

personnel management practices in polytechnics in South-West Zone of Nigeria, using the

Federal Polytechnic as the case study. Please, fill this questionnaire as honestly as you can.

Your answer(s) will help to carry out the study successfully. The researcher guarantees that

any information will be treated as confidential and anonymous.

Yours faithfully,

Miss Enikanosaye Taiwo Seyifunmi,

Researcher

FPI/BAM/20/20

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EVALUATION OF STAFF PERSONNEL MANAGEMENT PRACTICES

QUESTIONNAIRE

SECTION ‘A’: PERSONAL INFORMATION

Instructions: Please tick right in the appropriate boxes provided below.

Ownership of Polytechnic: Federal State Private

Status: Academic Staff Non-Academic Staff

Sex: (a) Male [ ] (b) Female [ ]

Age: (a) 30-35 years [ ] (b) 35-45 years [ ] (c) 45-55years [ ] (d) 55-65 years [ ]

Marital Status: (a) Married [ ] (b) Single [ ] (c) Divorced [ ]

Educational qualification: (a) OND/NCE [ ] (b) HND/B.Sc [ ] (c) Master Degree [ ] (e)

Ph.d [ ]

SECTION B

Respondents should please indicate the extent of their agreements (or disagreements) with the

following listed statements. The response options are weighted as follows: - Kindly read

through the following statement, use the scale below as your guide:

SA = Strongly Agreed, A = Agreed, U = Undecided, SD = Strongly Disagree.

S/N ITEMS SA A U SD

1 The future manpower needs of the polytechnics are efficiently

established.

2 At times vacancy positions for academic staff are filled from within

via conversion of qualified non-academic staff.

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3 Vacancy positions for senior non-academic staff are filled from

within via promotion.

4 Once a post has been advertised, the basic procedures laid down

are normally followed while short-listing.

5 Vacancy positions for senior academic staff are filled from within

via transfer of staff.

6 Polytechnics rules and regulations are made known to all cadres of

staff.

7 Staffs seminars are organized to enable staff share new ideas.

8 Staffs are not allowed to change programme of training during the

period of study leave without approval.

9 The beneficiary of study leave normally enters into bond to serve

the polytechnic at the expiration of the programme.

10 Professionals are invited to the polytechnic to help all cadres of

staff update their knowledge.

11 Outstanding performances of staff are usually commended.

12 Staffs are provided with transport allowance to and fro from their

residence.

13 Maternity leaves are also approved to deserving female staff

14 Leaves of absence are also approved when necessary.

15 Staff are encouraged to attend workshops outside the polytechnics

environment

51