Educational Management and Administration
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Browsing Educational Management and Administration by Subject "Nigeria"
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- ItemEntrepreneurial skills acquisition and utilization among home economics education graduates of Ahmadu Bello University Zaria, Nigeria(Kampala International University.College Of Open and Distance Learning, 2017) Rakiya, AhmedIn today's entrepreneurial age and with the increase in the number of graduates searching for work in the labour market, the need for entrepreneurship education and training in colleges and universities is increasing rapidly. Drawing upon Vrooms Expectancy Theory and Schumpeter Innovation Theory of Entrepreneurship, this study examined entrepreneurial skills acquisition and utilization among home economics education graduates of Ahmadu Bello University in Zaria Nigeria, where the following objectives were investigated; a) relationship between acquisition and utilization of innovation skills b) relationship between acquisition and utilization of creativity skills c) relationship between acquisition and utilization of foresight skills. The study employed mixed method research designs; both qualitative and quantitative approaches were used. Using a purposive sampling, 234 home economics graduates were selected and 37 staff of Ahmadu Bello University and 37 local government Administrators were randomly selected in the study. The data were analyzed using frequency, percentage, mean and standard deviation. Regression was used to test the effects of all the variables while Pearson's Linear Correlation Coefficient was used to test the relationship at 0.01 level of significance. The findings showed that correlation between innovation skills and utilization was highly significant. (r= .700, Sig = 0.000 < 0.01 level of significant).Similar findings regarding the relationship between creativity skills and utilization was highly significant. (r= .700, Sig = 0.000 < 0.01 level of significant). In the same vein, there is a high correlation between foresight skills and utilization. (r=.726, Sig= 0.000 < 0.01 level of significant). Based on the findings the following were the conclusions: that innovations, creativity and foresight were all significant but foresight emerged as the major predictor of skills utilization. It is recommended that there must be resource allocation by the university management for the mentoring of graduates after school. There must be a realistic target which will serve as a guide for home economics graduates to have focus on what is expected of them. Home economics graduates should attend and participate in workshops and conferences to acquire more skills in innovation, creativity and foresight. And the government should provide grants or loans to graduates to utilize the skills acquired in the university.
- ItemOrganisational factors as correlates of academic staff performance in polytechnics in North West Geo-Political Zone of Nigeria(Kampala International University; Doctor of Philosophy in Educational planning and management, 2017-01) Halilu, Dahiru A.This study investigated whether organizational factors were correlates of academic staff performance in North West geo-political zones of Nigeria. The study was based on four specific objectives namely: to determine whether leadership practices were correlates of academic staff performance in polytechnics; to establish whether employee identification was a correlate of academic staff performance in polytechnics; to determine whether organizational structures were correlates of performance academic of staff in Polytechnics; and to establish whether flextime was a correlate academic of staff performance in polytechnics. The study tested the following hypotheses: leadership practices were not correlates of academic staff performance in polytechnics; employee identifications were not a correlates of academic staff performance in polytechnics; organisational structures were not correlates of academic staff performance in polytechnics; and flexitime was not a correlates of academic staff performance in Polytechnics. Using objective ontology, epistemology, rhetoric and methodology as the dominant ones, the researcher adopted both the positivist and interpretive paradigms with the positivist paradigm as the dominant one. Using descriptive and correlational research designs, data were collected from a sample of 285 academic staffs of polytechnics in North West geo-political zone of Nigeria. Quantitative data were analysed at univariate, bivariate and multivariate levels. Univariate analyses involved percentages and the mean while bivariate analysis involved correlation analysis and multivariate analysis used multiple regression. Qualitative data were analysed using discursive and thematic methods. The following were the main findings of the study: with respect to leadership practices, transformational leadership practice component (P = 0.148, p =0.016 < 0.05) positively and significantly predicted academic staff performance while transactional leadership practice (P-0.008, p= 0.906 > 0.05) did not. Regarding employee identification, while both aspects of organisational and group identification were positive correlates of academic staff performance, only group identification was a significant correlate (P= 0.157, p = 0.045) that predicted academic staff performance and organisational identification (P = 0.147, p = 0.060) was not. Concerning organisational structure, formalisation (P = 0.145, p = 0.001) and complexity (P = 0.072, p = 0.580) were positive correlates but centralisation (P = - 0.011, p = 0.932) was a negative correlate. However, formalisation predicted Academic Staff Performance was more than complexity. Flexitime (P = 0.166, p = 0.009) was a positive and significant correlate of academic staff performance. Therefore, it was concluded that transformational leadership was the most important leadership practice for enhancing academic performance; group identification was a significant prerequisite for academic staff performance while formalisation and flexitime were probable requisites for academic staff performance. 1t was thus recommended that managers in polytechnics should emphasize the transformational leadership practice, promote group identification and formalisation in the organisational structures and implement flexitime in the structuring of work activities for academic staff.