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IN INVESTIGATION INTO THE BEST RECRUITMENT STRATEGY OF TEACHERS EMPLOYMENT IN NIGERIA

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RESEARCH INFORMATION

: IN INVESTIGATION INTO THE BEST RECRUITMENT STRATEGY OF TEACHERS EMPLOYMENT IN NIGERIA
: Chapter 1 – 5
: #3, 000
: Ms Word format

This study, IN INVESTIGATION INTO THE BEST RECRUITMENT STRATEGY OF TEACHERS EMPLOYMENT IN NIGERIA contains concise information that will serve as a framework or guide for your project work. The project study is well-researched for academic purposes and are usually provided in complete chapters with adequate References.

Keywords: IN INVESTIGATION INTO THE BEST RECRUITMENT STRATEGY OF TEACHERS EMPLOYMENT IN NIGERIA

RESEARCH BODY

TABLE OF CONTENTS

CHAPTER ONE

1.0     INTRODUCTION

1.1     BACKGROUND OF THE STUDY

1.2     STATEMENT OF THE PROBLEM

1.3     OBJECTIVES OF THE STUDY

1.4     RESEARCH QUESTIONS

1.5     SIGNIFICANCE OF THE STUDY

1.6     SCOPE OF THE STUDY

1.7     LIMITATION OF THE STUDY

1.8     DEFINITION OF TERMS

CHAPTER TWO

2.0     LITERATURE REVIEW

2.1     CONCEPTUAL CLARIFICATION

2.1.1  CONCEPT OF RECRUITMENT STRATEGY

2.1.2  STAFF RECRUITMENT AND RETENTION STRATEGIES OF ORGANIZATIONS IN NIGERIA

2.1.3  PERFORMANCE CRITERIA IN PUBLIC AND PRIVATE ORGANIZATIONS

2.1.4  EFFICIENCY AS YARDSTICK FOR PERFORMANCE IN PUBLIC AND PRIVATE ORGANIZATIONS

2.1.5  PROCESS OF STAFF RECRUITMENT AND ORGANIZATIONAL PERFORMANCE

2.1.6  FEDERAL CHARACTER AND STAFF RECRUITMENT IN THE PUBLIC SERVICE

2.1.7  STAFF RECRUITMENT AND RETENTION STRATEGIES IN OTHER COUNTRIES

2.2     THEORETICAL FRAMEWORK

2.3     EMPIRICAL REVIEW

2.4     SUMMARY OF LITERATURE REVIEW

CHAPTER THREE

3.0     RESEARCH METHODOLOGY

3.1     RESEARCH DESIGN

3.2     AREA OF STUDY

3.3     POPULATION OF THE STUDY

3.4     RESEARCH SAMPLE AND SAMPLING TECHNIQUE

3.5     INSTRUMENT FOR DATA COLLECTION

3.6     VALIDITY OF THE INSTRUMENT

3.7     METHOD OF DATA COLLECTION

3.8     METHOD OF DATA ANALYSIS

CHAPTER FOUR

4.0     DATA ANALYSIS AND PRESENTATION

CHAPTER FIVE

5.0     SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION

5.1     SUMMARY

5.2     CONCLUSION

5.3     RECOMMENDATIONS

5.4     LIMITATION

5.5     SUGGESTION FOR FUTHER STUDY

REFRENCE

APPENDIX

CHAPTER ONE

  • INTRODUCTION

1.1              BACKGROUND TO THE STUDY

Butler, et al (2001) defines recruitment as “encompassing the array of organizational practices and decisions used to affect the number or types of individuals who are willing to apply for, or to accept, employment in a given vacancy”. Thus defined, recruitment combines with selection and placement procedures to bring people into positions, specified by some type of job analysis, that were previously unfilled. If, through recruitment, a large number of candidates can be identified for a particular position, selection procedures may be used to determine which are most likely to pass the test provided by future performance evaluations; it is thus possible to skin the cream off the top of the applicant pool. But if recruiting yields only just enough people to fill vacancies, there will be a long way from the cream level. Successful recruiting thus is the sin qua non for successful selection and staffing. Without it, organizations will not have the human resources to implement their strategies effectively (Miner, et al, 1995). Griffin, (2007) defines recruitment to mean, “Securing the right people for particular jobs, and it may take the form of advertising for large groups of employees or tracking out a lightly skilled individual for specific work”. This means that not any person with paper qualification is eligible for recruitment. A choice has to be made on who is the right candidate for a particular post. This is very important due to the fact that it is through this process that the government or organization can achieve its sets of goals and objectives. According to Monday and Noe (2005) “recruitment is a process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications, developing their interest in an organization and encouraging them to apply for jobs within it”. This shows clearly that recruitment exercises are not conducted all year round but at a designated time when the need arises. The need arises as a result of vacant positions created by those who left the service as a result of their retirement, withdrawal from the service or other reasons. During this process, efforts are made to inform the applicants fully about the selection criteria of the required competencies that will lead to effective performance, as well as career opportunities the organization can provide the employee. Clear knowledge of the job helps the potential employees to put in their best when employed because it is only when you know what you are going to do that you can understand not only how to do it but how to do it best (Yaro, 2014).

Recruitment and selection of staff is often conducted in a series of stages known as the resourcing cycle. The resourcing cycle begins with the identification of a vacancy and ends when the successful candidate performs the job to an acceptable standard.

The availability of a competent and effective labor force does not just happen by chance but through an articulated job analysis and recruitment exercise. The personnel employed in an organization serve as the hub around which other resources revolve. This allows the entire wheel of the organization to turn smoothly in order to perform more effectively, efficiently and economically. This is the reason why the personnel employed in any organization who eventually becomes the bread-winners of his family and an instrument of progress for the society, have to be well structured (Vickerstaff in Mukoro, 2005). Recruitment for any organization is very important right through the entire lifespan of that organization. In the civil service for example that is governmentally controlled, especially in third world countries, governments should ever be self-advised that good organization structure does not by itself guarantee good performance. There is the need therefore to match organizations or the civil service with very sound and quality staff so that performance would become more effective. Indeed, target setting; performance measurement and monitoring will be affected without the necessary impetus giving to systematic recruitment and selection mechanisms.

A common adage among teachers in Nigeria is “our rewards are in heaven”. This is viewed by many as an indication that teachers are only appreciated by God. A further interpretation is that they desire appreciation for the work they do. This “cry” for recognition signifies a desire for acknowledgement, which may be considered as an unmet need. An unsatisfied need may have the capacity to unleash either physical or psychological discomfort that leads the individual to find ways of satisfying the need and possibly lessen the discomfort. A teacher’s unmet need may lead to the resolve to leave the profession or attend to his job with reckless abandon. Teachers are instrumental to the nurturing of the future leaders of society. The work that they do is arguably fundamental to the development of any society. Therefore, appreciating the work that they do by every member of society can strengthen their upkeep. We add that the needs of teachers can only be attended to if the responsible stakeholders—government, school governing councils, and communities—are made aware of them. For some time now, within basic and secondary education, there have been reports of poor pass rates, low throughput rate, and insufficient infrastructure. 1.2 STATEMENT OF THE PROBLEM

Although organizations in public and private sectors may vary in terms of their objectives, they however have common factors and goals. These are the personnel, equipment and the desire for performance, which is expressed in enhanced service delivery. Ojofeitimi (2004:1279) posits that: …organizations, without exception, are in the business of providing services to their clientele/customers…service refers to social arrangements that are made to meet public needs; a 3 facility enjoyed either through direct/cash payment or as benefits accruing from general or specific taxation. Thus public and private organizations are interested in the subject of service delivery as continuing relevance, survival and growth depends on the quantity and quality of service they provide…Thus organizations, private and public must be concerned about and work upon improving their ratings…of their service delivery systems if they are to survive and grow in the ever competitive and turbulent environment. In order to accomplish their goals, organizations put in place measures to recruit staff and the strategies to retain them in their employment for enhanced performance. In addition, both sectors build capabilities for the achievement of their goals. According to Fasusi (2001:17), “The public service (the civil service) builds capabilities for social infrastructure, economic development and improved quality of life for their people. On the other hand, private organizations build capabilities for survival, growth/expansion, transformation, shareholder values and profitability.” Furthermore, both sectors employ people from common sources, ranging from young school leavers to graduates of tertiary institutions whether locally or from abroad with a view to accomplishing the goals of organizations. But one of the major problems facing organizations irrespective of the sector they belong is that of how to recruit competent staff and retain them in the employment of organizations for the realization of organizational performance. This problem has deprived many organizations in both the public and private sectors of having in their employment capable staff needed to achieve the desired goals and objectives of these organizations (Cascio, 2003; Heneman and Judge, 2003). Where competent staff are available arising from appropriate recruitment strategies of an organization, frequent staff turnover arising from non-provision of adequate staff retention strategies have made it almost impossible for organizations whether in the public or private sector to have in their employment competent staff to carry out the tasks of these establishments (Cascio, op.cit). The non-realization of the goals and objectives of some organizations is more likely, particularly where there is inadequate competent staff in their employment as it is in the public sector (Adebayo, 2001).

1.3     OBJECTIVE OF THE STUDY

The main objective of this study is to investigate the effect of proper and effective strategy for recruiting teachers in Nigeria, specifically the study intends to:

  1. Investigate on the current strategy used in recruiting teachers
  2. Compare the recruiting strategy used by private and government owned school
  3. Find out the effect of the current recruiting strategy on the availability of qualified teachers in schools
  4. Discover the impact of staff recruitment strategies on organizational performance in both public and private school
Keywords: IN INVESTIGATION INTO THE BEST RECRUITMENT STRATEGY OF TEACHERS EMPLOYMENT IN NIGERIA



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Keywords: IN INVESTIGATION INTO THE BEST RECRUITMENT STRATEGY OF TEACHERS EMPLOYMENT IN NIGERIA

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