AN APPRAISAL OF HUMAN CAPITAL MANAGEMENT IN STATE COLLEGES OF EDUCATION

FOCUS ON EBONYI STATE COLLEGE OF EDUCATION, IKWO.


Abstract 
This study investigated human capital management in Ebonyi State College of Education, Ikwo. Three research questions guided the study which adopted a survey design. The population of the study consisted of all the 610 staff of the college out of which a sample size of 61 was randomly selected.
The instrument for data collection was a questionnaire titled “Human Capital Management Questionnaire (HCMQ)”. The instrument was validated by experts and tested for reliability using Pearson’s correlation co-efficient.  Data collected were analyzed using mean ratings. Result showed that there is efficiency in the management of human capital in Ebonyi State College of Education. Recommendations were made among which was that the college should intensify its on-the-job training programmes.

Key word: Human Capital Management.

Introduction
            Colleges of education are structured mainly  to offer  teacher education in line with  the stipulation of Federal  Republic of Nigeria (2004) which stated that all teachers in educational institutions shall be professionally trained and  that teacher education programmes shall be  structured  to  equip teachers for effective  performance  of their duties. In Nigeria, colleges of education established and run by the Federal Government are referred to as Federal Colleges of Education; those of the state as state colleges of education; those owned by individuals as private colleges of education and the one   of the military as Army College of education (National Commission for Colleges of Education, 2006).
            Excellent academic performance and instructional delivery are the hallmark of a good College of Education. Essentially, the capacity and ability to attain such status is directly related to the resources available to the college.  The resources often include human, financial and physical facilities. Liphan and Hoe 1974 in Ezeuwa  (2005:10) identified  major management  or  operational areas of the college  of education  to  include:
·        Management   of instructional programme
·        Staff personnel management
·        Student   personnel management
·        Finance and physical  resource management
·        School community relationship management.
It is the ability to successfully manage each of those specific functional areas of operation that determines the achievement of the set- goals of the college.
            The entire staff of the college constitute the human capital of the system. The human capital  (personnel) needs  to be  managed  for  them to catch  up  with  current  demands  and challenges about  their  jobs. In the present  world  where a lot  of changes  and innovations  especially  in the area of technology have  become  an integral part  of  the culture, there  is the  need to   constantly  upgrade  the   intellectual, aptitude  and technical  skills of the  human  capital  of the  teacher  training  institutions  such as the   colleges  of education. Ezeuwa (2009)   stated  that attainment  of the goals  of education greatly  depends  on  whether there  are  workforce  adequately  equipped  to  implement   the   curriculum at different  levels  of education. Iweka  and Odiase  (2012) described  human capital as all employees  of  an  organization  designated  to  contribute  to organizational growth.
            Human capital remains an indispensable resource needed to achieve organizational goals. Formidable workforce adequately prepared and progressively   equipped sustains organizational growth and survival.  Obi (2003) maintained that a viable and veritable human capital must be available to enhance desired efficiency in an organization.  Available human capital ought to be properly managed as this is of paramount importance for the sustainability and improvement on existing structure. Efficient management of human resources as the determinant of other resources guarantees greater output (Okolie, 2009). Inefficient management of human capital leads to low productivity and hinders attainment of set-goals. What then is human capital management?
Concept of Human Management
            Vetter 1977 in Iweka and Odiase  (2012) defined human capital management  as the  process by   which  management determines   how an  organization  should  move  from its current  position  to its desired  position. Similarly, Michael (1983) defined  human capital  management  as the identification  of  assessment of internal  human  resources  capabilities  in relation  to the  requirements, development  or management succession  framework.  In a related  view,  Ademolekun  (2005)  perceived  human  capital  management as distinctive  approach  to employment management  which  seeks   to  achieve   competition through  the strategic deployment of a  highly  committed  and capable  workforce.
            Human capital management stands for efficient and effective handling of organizational workforce to achieve greater goals.  The   responsibilities of human capital   management involve:
(a).      recruitment  of staff
(b).      orientation of staff
(c).      assigning responsibilities to staff
(d).      providing for staff means of further training on job
(e).      providing for staff adequate motivation for effective performance
(f).       evaluating staff performances through effective supervision.
           
For Okolie (2004), human capital management involves education and training, job definition, recruitment, skill development, remuneration, staff promotion,   dismissal and training, mapping out of working hours and boosting staff morale.  The underpinning variables in all the definitions are staff recruitment, job definition, training on job, motivation and performance evaluation all of which   are attributes of human capital management.           
            Ebonyi  state  college  of education has some  staff both academic  and  non academic  in place  that ought  to be  effectively  managed to achieve desired results.  This implies that the effectiveness of the management of the school is determined from its output. Succinctly put, members of the public use the academic performance of a school to adjudge the managerial abilities of the managers of such a school. College administrators are expected to use their positions to reflect growth and change in the school. There is the need to critically examine how this is done at state colleges of education using Ebonyi State College of Education as a point of reference.
            It is against this backdrop  therefore, that this paper is set to appraise  human capital  management in Ebonyi  State College of Education, Ikwo  with special regards  to  efficiency   in staff  training,  motivation and  discipline.

Research Questions
The following research questions guided the study.
1.                  To what extent does Ebonyi State College of education provide on-the-job training for its staff?
2.                  To what extent does Ebonyi state college of education motivate its staff for effective service?
3.                  To what extent does Ebonyi state college of education apply disciplinary measures as a management strategy?
Method 
            The descriptive survey research design was adopted for this study. The population of the study consisted of 185 academic and 425 non-academic staff of   Ebonyi state college of education, Ikwo. In all, the population of the study was 610. Through the use of simple random sampling procedure, 61 which, constitutes 10% of the population was selected as sample for the study. In the sample, 19 represents academic while 42 represents non academic staff. Ali 1988 in Ezeuwa (2005) postulated that 10% sample was adequate for a survey design of this nature.
            The instrument for data collection was a questionnaire titled “Human Capital Management Questionnaire (HCMQ).” It is a 15 item questionnaire structured in likert form and consisting of three (3) sections designed to seek information on:
(a).      Staff management  through  on-the-job-training
(b).      Staff management through adequate motivation                                                                                                                                            (c).      Staff management through use of disciplinary measures.
Two experts, one in educational administration and the other in the area of measurement and evaluation validated the instrument. Their comments and suggestions led to the reduction of the items from original 21 to 15. Reliability of the instrument was established using Pearson’s Correlation Coefficient.  Reliability coefficient values of 0. 84, 0.73 and 0.64 respectively were obtained from each of the three sections. Sixty-one (61) copies of the questionnaire as administered were collected and used for analysis.
            Research questions were answered using mean ratings and standard deviation. Item with mean score of 2.5 and above was regarded as having positive/agree response while scores less than 2.5 were regarded as having negative /disagree response.
Result
Table 1: Staff management   through on-the-job-training
S/no
Statement
X
SD
1
Ebonyi  state  college of education  provides  on-the-job-training for its staff.
2.62
1.07
2
Available  training  programmes cover  all the  functional departments,  sections and units  of the college.
2.54
1.12
3
All categories of staff  benefit from the college’s  on-the-job  training programmes.
2.51
1.06
4.
Training  programmes are regular.
2.52
1.09
5.
On-the-job training  programmes are  usually  sponsored by the college.
2.51
1.06

Data in table 1 summaries extent of provision of training on job programmes  for  its staff  by   Ebonyi state college of  education, Ikwo. All the item statements scored up to 2.5 which, is the decision score for positive response. It then implies  that the college  not only  provides  regular  on-the-job- training for its  staff  but ensures  that all departments, units  and  different  categories  of  staff  benefit   from  such  programs.
Table 2:         Staff management through adequate  motivation
S/no
Statement
X
SD
6
Consideration is given to skills acquired  during on-the –job training for staff advancement/promotion.
2.57
1.09
7
Staff are fully paid their entitlements even when out of office  for the  on-the-job training.
2.51
1.06
8
Staff are  paid  based on their  new  positions  as a result  of the on-the-job training  acquired.
2.52
1.07
9
Staff salaries/allowances are paid as and when due by college management.
2.51
1.04
10
Staff   promotions  are  regular  in the college .
2.56
1.06
11
Every staff is provided with an office.
2.26
1.14
12.
Senior staff such as Deans, Heads of Department and Unit  heads are provided with official vehicle.
2.14
1.09
13
Most staff are provided with living accommodation.
2.05
0.92

Results in table 2 show that out of 8 item statements on staff  motivation, 5 met  the decision  score   of  2.5  while  3 did not. Staff are promoted not only regularly   but based on their new qualifications even as they are paid all their entitlements while in training. Staff salaries are paid as and when due. College management did not provide enough offices, living accommodation and official vehicles for staff.
Table 3: Staff management through the use of disciplinary measures
S/no
Statement
X
SD
14
Staff punctuality and regularity to work are checked by use of time book.
2.56
1.09
15
Erring staff are usually disciplined based on the level of their offences ranging from   warning, query, suspension of salary, suspension from office and dismissal.
2.56
1.07

Results in table 3 indicate that staff discipline is a management strategy in Ebonyi  State College  of Education. All the item statements show positive response having scored mean up to 2.5. There is therefore discipline in the college.
           
Major Findings
1.         Ebonyi State College of Education, Ikwo  provides  on-the-job training for             its staff.
2.         The college motivates its staff for effective services
3.         Staff discipline is a managerial strategy in the college
Discussion
            The first finding of the study reveals that the state college of education provides on-the-job training for its workers.  This is perhaps in recognition that employees competence on the job is acquired not only by initial preparation but also through experience gained in the work environment. Maduabum (2006) confirmed this when it noted that there are  limits  to the effectiveness  of any  pre-service course of preparation  however well conceived, and  that initial training will only be  successful,  if it is a bridge  into a professional life  which   is illuminated by regular periods  of  in-service  education and training. Iweka,  et al (2012), equally maintained that staff competence is enhanced through the  acquisition of specific skills and knowledge on the job  by  training and  development.
            The second finding reveals that the college motivates its staff for effective performance. This is not very surprising since motivation has always been acclaimed a veritable administrative strategy within organizations.  Ezeuwa (2005) elaborately recommended that motivation is a vital administrative instrument in any objective-oriented organization. Similarly, Ugo  (2010) noted   that  the ability  to keep staff in their  jobs and make them want to stay depends on the managements ability  to  adequately  motivate them.  However, the same second finding indicates inadequate motivation of staff as enough offices and living accommodations were not provided for them, while Deans and Departmental heads    were not provided official vehicles. The situation is absurd as it is equally a negation of earlier warning by Oboegbulem (2004) that effective performance of staff could be negatively affected by insufficient accommodation and lack of means of transportation.
            The third finding of the study shows that staff discipline is one of the managerial strategies of the college management. The staff are managed using disciplinary measures such as use of time book, warning, query, suspension of salary, suspension from office and even dismissal depending on magnitude of offence. Discipline according to Federal Government of Nigeria (1987) is concerned with the observance of established code of conduct, which upon infringement attracts punishment. Federal Ministry of  Education and Youth Development (1993) stated  that discipline is  concerned with the establishment and maintenance  of  order and harmonious functioning  of an organization  and have  always  remained a veritable  instrument for  management  of  schools. There cannot be effective school management without   sufficient application of disciplinary measures.

Conclusion
            The findings of the study in general terms show that there is efficiency in the management of human capital in Ebonyi state college of education, Ikwo. Varieties  of opinions derived  from the  sampled population involved  in   the study  were  in consensus  that there is  on-the-job  training  programme for the staff of the college and that  the staff are variously motivated towards  effective performance.  However, motivation was found to be lacking in some vital areas such as provision of enough offices, living accommodation and means of transportation to workers.  The absence of these important requirements would obviously negatively affect staff performance. The college also applies disciplinary measures in the management of human capital. The measures were applauded by works cited as vital managerial strategies.

Recommendation
Based on the findings of the study, the following recommendations were made:
·     Though on-the-job training programmes are already available in the college, there should be continuity as it is a good management skill worthy of emulation.
·     Other state colleges of education yet to adopt on-the-job training of their   workers as a management strategy should emulate Ebonyi State College of Education.
·     The college should ensure adequate motivation  of  its  staff by providing  every  one   of them with office accommodation, living  accommodation  within  the college  and then  official  vehicles  for Deans  of schools, Heads of department and other Senior  staff in that category  to enhance efficiency in their work.
·     The use of discipline as a management strategy should continue, given that no goals will   be achieved in any organization where indiscipline pervades.

References
Ademolekun,  I. (2005).  Public administration in Africa. Ibadan: Spectrum Book Ltd.

Ezeuwa, L. (2005). Issues in  educational  management. Enugu:        Hipkus           Additional Press.

Ezeuwa, L. (2009). Professional development of the Nigeria Teacher:          Present Status, needs   and the way forward. Eastern           COEASU        Journal of Teacher Education  (ECOJOTE), 3 (10),      8-13.

Federal Government of Nigeria (1987). Nigeria teachers’ service     manual.          Lagos: Federal Ministry of Education.

Federal Ministry of Education and Youth Development (1993). Better         schools management. London: Common Wealth Secretariat.

Federal Republic of Nigeria (2004). National policy on education.   Lagos: NERDC.

Iwekam, F.O.E and Odiase, E.J. (20012). An appraisal of human capital       management in Ogba/Egbema/Ndoni Local Government Council of      Rivers State.  Academic  Scholarship Journal 5 (1), 142 -151.

Maduabum, M.A (2006). Professional development of Nigerian science      teacher: Rational, Current Status and Strategies for Improvement.    International Journal of Educational Research and Development 2          (1), 8-13.

Michael, H.B. (1983). Personnel management. London: MacDonald and     Evans Ltd.

National Commission for Colleges of Education (2006). NCCE Brochure:   6th edition. Abuja: NCCE.

Obi, E. (2003). Educational management: Theory and Practice. Enugu:       Jamore Enterprise (Nig).

Oboegbulem, A. (2004). Pupil personnel administration. In T.O Mgbodile (ed), fundamentals in educational administration and planning. Nsukka: Magnet Business Enterprise.

Ugo, 1. (2010). Resource management and school records. In I. Odomenam and             L. Ezeuwa (eds), fundamentals of educational management. Abakaliki:       End Point Enterprise

Okolie, C.O.(2004). Understanding the principles of administration,           Enugu: New Generations Ventures Ltd.

Okolie, C.O. (2009). Human resource management and sustainable             development in Nigeria. Nigerian Journal of Politics and        Administration 2 (1), 40-47.


Share on Google Plus

Declaimer - MARTINS LIBRARY

The publications and/or documents on this website are provided for general information purposes only. Your use of any of these sample documents is subjected to your own decision NB: Join our Social Media Network on Google Plus | Facebook | Twitter | Linkedin

READ RECENT UPDATES HERE