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University of Nigeria Research Publications
Aut
hor ANYALEBECHI, Sabestian
PG/M.ED/00/OP/0618
Title
Constraints to the Administrative Functions of the Rivers State Post Primary Schools Board
Facu
lty
Education
Dep
artm
ent
Educational Foundations
Dat
e August, 2002
Sign
atur
e
APPROVAL PAGE
EXlEKNAi.. EXAMINER
The researcher owes a nlilliorl tllanl-s 10 rhc Almighty Jehovah for pi.ovidii~g him with a chngenial and sercrlu ;~i~nospllerx for a positive academic reflection. 1-Ic clivincly s l ~ ~ q x i u l his intcllcctual crcutivity and broailencd his horizon of undcrstandiny. 'l,o Him be tho and honor th;ouyh thc merits of Jesus of OLU Lord. Alnt?11.
On the hurnarl plane he also iippreciatc t l~e u~itirirlg ei'fori of his ablt: bctter half Ladysub (M1;:lody). She gnc'c him the rleecied tonic that lubricated his academic rnuscle when lie was climbing the tightening rope of project production. I le also tl~a~lketl 111s ciuughtcrs C)hwuch~sh and Ligosab for their- persistent pcstzr~ng any ti~ric t l ~ c r.~:se;tr;ches are i l l prog~xss
I - S A C 1 I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
c l-i!~.l'l~l:.R n N! it 1 . INrTRODUC'I'!C)N: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PRESENTATION AN13 ICi:WI.'I'S.. 3.3
... . . . . . . . . . . . . . . . . . . . . . . . 1 9 SU b1MAltY 01: Rf:.S(!.AlNll.l I-LNT)IN(iS .. ..
C'H. W l E R FlVE:
1NTRODUCTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
DISCUSSION OF I'lNL) LNGS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I btPI,ICA?'ION. 44 I
WCQMDATIUN;. ..... ... .... ..., ......................................... ..46
laIM Ir I1~ ' f ION 01: '1'1 I I I S ' I ' W Y . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .A7
SUMhtARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
SUC'jGESTIONS. E:I_)l< F41lt'l'I \I311 5'1'1JL)Y.. . . . . . . . . . . . . . . . . . . . . . . . . . . . ..39
................................................. ..... REFEIIENCL-S.. ... . . , S O
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . AP13ENI)IS.. 54
Al'PENIl\X A \.iYl*ri-?t <.)Ic A!"PI',AI. 'rC1 Ti-
The problms bcdcvi'ing the board ~'mmatc from the hcterogcncsus ~ ~ a t u r c ot'
. . \ I; i~uncc ~ ~ ~ ~ o i - d i t ~ g t ~ b 13.1.ii ( ; ) IS ;I b ~ x l y ul' I;\cis, pii11ci1)lcs i t ~ d hwrics I
L :ah!; with l l~c riiising m d usinL; ot' l i d s by ild~viduals, busi~~cis liu-~ns
C!qsely aszocjatcd jv;t:l rllis ihc cpjsodc o l linancial 11is1nanagc:ncnl :11lt1
~ , l ~ ~ ~ c ~ ~ ~ ~ c ~ ~ ~ ~ l ~ ~ 1,s fcbt crop i \r o p p o ~ - [ \ \ ~ ~ i s t ; \ \ I \\c \IC\III L>[. i\ I h i r s . \ b 7 h c [ l h is
bceunes ctrpionsly j$;~~.in~;, 111~ L C I I ~ C I I C ) ' Of ~~lll l i l lg L!UWII 111~ ~C1111)0 01'3
s s l : I l I i ~ i ~ r ~ i r ~ i i ~ ~ c v i t ; \ h l ~ * . SIICII hl;rck !;IILV~\ s1 \0~ 1111 \W
cu,n,lwd~ .our lmInln ~ l - ~ c ~ y s i c l n v,. itl\oul iiny procr;lshatio~i l i ~ r any l ~ p 1 drillill:.:.
I 'hc ~ l s c 01' polilic;ll l~uchincl-iss Lo s ~ ~ h j u t p l c . lhc h \ ~ l * t l 10 1-~trpet \~ : l l
s e rv i lud~ Irns hclpcd lo dwarf ilic :alministra~ivu prowcrs ol-lllc bomls' ~ 1 ; i t ~
Undcr such a poli t ical intliicncc tllc bo:~rtl lrrnains ;I mcrc ioy in t i c hands o1'
few political churlatnns. Tl~cse pcoplc only ,exist to implement without objtc t ion
ilrly pulisy dccision ihiu em;inaics lioin thc ivory lower 01' power. r , Ihe politicians should as o in:lltcr ol'a sor id administrntivc cxpz t l i ~ncy v;iih
dmw l lw unprcctrlcntcct IL[ I I : \C~C of ~ll ir ir inllucncc froin thc ncl iv i~ics of lhc
board.
Another snciill vir-rs I I - L ~ L has ti~r-l~uI;.ntly rixkccl tllc rdrninis~r;r ~ i v c I b ~ ~ ~ ~ d n l i i > r ~
t j i ' i i i ~ L U J I ~ L ~ I L ~ I I L ~ t i c d l y L I C ~ O I ) L ~ ~ ICI~[;ILIC is [ I I C i s s i~cs ol'c~llt~ic :;[igi~i;i
i l l l ~ o l q ~ I IW 5 1'1 11-
As: a s b h ! i v i l l ~ i i rnui~i c~hn ic ~ u i i w i l l i l i c s h c : syiidrt~r~~c oi'cll~nocunrris[j~ h;rs
bccarnc il icliclh u f i i i ~ l l . ' I ' l ~ i . ; 11;ls crc:nctl ~~~\lrc:~l l l i )* riv;ill-y :is c i><~-y bi>ily
docs ciJcr.y ~ I I ~ I I ~ , 1 0 I i ~ v i ~ u r ~ t 1 - i ~ ?;tall hat shiircs iI C ~ I I I I ~ I I O I \ i c I c~~ [ i [ j ~ ivitll l ~ i ~ ~ ~ 01.
her. 'l'his cimkcr w o r l ~ SIIOLIIJ hi. sll;mc.li~lly crucilicd 01-I lilt ; i ] l ; l l - ~ l . u I ~ i ~ y ill
diversity wi~hout ;my contlit i u ~ :r~lai:l-iri~tcli;. . . I I'K gcngrsphiral tcrr:~in ijI'ltic .;t:ir~ is :I I IOLI ICI - major conslr:tint lo t l l c
.dnlinisrr;ilion ol' lhc board. l'llc ~1131~ h~ I W C I I I V l l - , r ~ ~ l o ~ ~ l l gc)VCrHl,icnls \viill
t l !eir ~tspcctivc: Z O I ~ I ~ I I ic rs ,
Most of L ~ Z S L ' 111c:\I ~nvcrrimcnt li~~adqu:\r!crs a rc loc;,tcd in 1llc rirlcl.inc a4c.ns
1hLll I\:IVC [ I I : L I iI dilli 2 ~ 1 1 1 ! I . ~ I I I S ~ L , I ~ syslc111,
The board ofliccrs have not firur~d things casy to visit surnc uf'these arms h r
any adminisrrativr job.
From the foregoing it his become explicitly clear that ihr board is facing a
lirmy of challenges.
All these issues must bc addrcssr:d bcfom our dream canld bc trimslated LO a
pcrfec t reality.
STATEhENT OF THE PROBLEM
Since tht: Jown of civilizaiion peoplc: h a w succcssi'ully a i d duliberately crcatud
some instirutions to shoulder h e ooncrous r;dc of ensuring a positive
acttrdkation of rhe illtended goals.
It is on the threshold of the above claim that the Rivers Stare Govcmmcnt
consciously set up the post Primary Schools Board PPSn.
'I'hr: rationid hx been to translate tllc d m m s at'edi.icationa1 industty to u
trans forming reality.
The board has structures communicat;m pattern and adrninis!raiioi-I madus
operandi to enhance an cficcr i t re administration.
It is not a rnmcy m k i n g vmturc but an ustablishrnent for providing ccnuin
basic educational mcnitics and serviccs to the grzral i ty of its ci~iz.r:nry.
Since lhc cslablish~xnt ol'this agency ~Ixrc has hen liuos imd cries f w n ~ w r y
quarter of the socicty irbout a reoccurring cases of poor perfomanca.
This because in the pnxsss of exrcurir~g heir l eg ih i ik and multifariws
usignmunt certain fictors tend to posc cogs in rhe administraiive whtcl of
progress.
?'u be precisc thew arc pow milni~gcrrw~l procedr~rcs hascd on crrancaus
assumption h a t Ulc miiniigcrs dun't h a w good pcrsunal rtsponsibility.
For inslance in tllc: dl Nigcriari cmf'crcncc of scconclirry school pr inc ip i~ l~
Rivers Srate brmch hcld in Port Harcourt on thc 1 1 lh of Feb. 2002, the
principals gcncrally 0b:iarved sumc incfliicicrxics un ~ h c pxrt of thc sc11tw)ls
board.
The experience of thc researcher as a kashcr in one ol'thc secondary schools
shows that many seco~~dary school haw c x p l a k d ofdclaycd promoliuns ;mil
punitive ~ f i x s .
The staKof the board also con,plainccI of delay in rcleashg fund to thcm fur tllc:
discharge of their traditional [unctions.
Thesc prevailing circumstance suggcs t lhal tlwe may be some constraints i r i
the administrative function ui' the board.
The problem of this study therefore put in question Form as.
What are the constraints to the adrninistrarlw fiulccion ol'thc Rivers Sbte post
primary school board?
PURPOSE 01: THE STUDY
The main purpose uf this study was La invcstigare the vuious constmints to the
administrative function ol' h e Rivcrs State Post Primary Schools Buxcl.
Specifically the study did.
( I ) To dccemine rhc cxtcnl lo which h l d s cc',r~s~itutc constraints to thc boards
adminis~r~ttive f~nctions.
(2)To establish the constminrs to iht: arlrninisltra~lvc. fllnction of rhc board in thc
area of stnfYpersonrd
(3)To find out how mrinagcnlcnt of School seniircs constitute constraints to thc
boards adm'iistrdti ve functions.
SIGNIFICANCE OF STUDY
The result of the study would enable thc Rivers State ministry of Dducatian to
provide human, financial and material rssourccs to tln: State Post Primary
School Board h r the i:ffc-ctivz pzrfomiance oftheir dutics.
. . not ir~vulvc swc~rid;\r-y S C . I ~ I I ~ ~c;~chc.rs Iwr tlrc ~,rincip:lls. I hc rcscnrchcr is
(2) What areas of prsonnt.1 cimstitrlte constr;rints rn. thc adrninistmtivc function
of the board?
( 3 ) W h a t . i ~ thc ridministsiltivc constrairki lo thc lilnction of he board in thc
area of the mwgernenl of School services?
HYPOTIiESIS .
tIOI These is no signiticant difftwnce bctwecn the m a n rating of the opinion of
the junior end scnior stilK of the' Rivers State Post P r ' i r y School k m d with
regards to the f i c i u l constrairits to thc adrninistrativc of die board.
Ha2 These is no significant ilift'crt3ncc bctwecn the mean ratuig of thc jur~ior arid
senior staff of the board with rcgiirds to he personnel as it constit~rtes a constraint
to the allmbnistrarivc functions of die board.
14Q3 These is no significant difference hctween thc mean rating of thc junior arid
senior staff af the board with rtgards to rn:magement of School services as n
constraint to the boards administmtivc fi~ncrion.
REVIEW OF RELATED L1TERA'TUICE
2.0 The available literature for this study is organi?ed tinder tk following sub-
headings. .
2.1 The concept of adniniatndlion
2.2 'fix purpcrsc uS ud~ilin;str;r!ir)n in m y organization.
2.3 'The administrative process
2.4 Administru~ivc Litr~ctiorrs
2.5 Comrrainls to administrative fi.rnctions.
2.6 Review of enlpiricd studies.
2.7 Stmsmasy of the lirerarurc review
THE CONCEPT OF AnMiNISrI'IL4?'ION
l'his is a pervasive concept that has cnjuycd a plethora of definitions from various
scholars.
Mbiti ( I 876.2) deiims adnlitisrration as ~ h c forrnalizcd system which is inlcrded
tr3 EORUO~, supmisc, yIcm and nuke ifucisims nbwt various acdvi~ies of im
organization on the basis of est.tbIished authority".
From the ahvc Jcfini~ian the writcr tri~s to draw sur a t rmim to the glaring fi~ct
that admiristfition is simply Lhr: auilwizcd way of g c t h g things done.
Ifc shared the sane viewpoh wih Morpkt, lollns and KeIIer (1974.14) Who
st;.tted that "administration is ii common sense approach to and rnethod of dealing
wilh problem as an act. i t is a series of teduliques that cirri be transrrtitmi from
on-: administration to the other"
Another definition of administration as providd by Gulick and Urwick (13595 is
that "administration has to do with g A n g things dorx u.itl.r rhc acconq~li:;tinw-it of'
the dcfmed objectives.
Thc science of aJminis~r;~tion is h ~ s "the systcm of knowledge where man mly
understand relationships, predict resulis and i d r ~ e n c c oulcomcs in any situation
where men q c ~ r g a ~ c d at work togc~hcr for a common purpose.
The above inzplks that adnlinishation involves activhies to gct things done in
clsdcr to achieve group objectives. Again it irnpiies that adn-inistrarion intluences
ou tcornes through comdina~.ing mcn and nxi~erials.
Adms (1913) sees administration as the capachy to cilardinn~e many a~ld olten
conflicting social energies in a siaglc organizaziiln so ah i l ly that they shall
operate as a unity".
Ezcoch? (1990) gtvr: h is own dclinitiun of udmil~istration ;is the
rnanagemcnt of alXlirs of any organization such as public corporation govemlnenl
ministry or agency, hospitd and providc orgmkhm or t'ducarionnl institution.
From the above drfmition one m y say without any shadc ofconkddiction soid h i l t
administration is nceded whewvcr colk~tivc. aciion is rcquirrd. Again it is
dl:nperazdy needed whenever rhcn: is ncc~cf lirr order it1 .it: series of activities and
scales to aitain B Miklos (1975).
In a nutbhell admiriis~ra~ion rccnains an il;~c.$r(rl part of m y urgnnization. I t
inwdves planning organizing, coartiinaling contrdling, directing lhc adivitics of
persplc wirhin an establislmlent towards thc achjevrmer~l of goals.
As a pervasive conccpt it rcyuircs cu~~scious and ~ 0 1 l c ~ l i : d e f i r t of mobilizing
human and rnateriill resources ~uwilrds i . 1 ~ ut~ainmen~ of s c ~ goaI or objcc~ives.
To be preoisc adminis~ratiun s t ; l l~~s ils im stands orbit o i m y organization t h a ~ is
goal oriented.
Anolhrr drfinition of ir&rlinislrt.ttion is lioti~ ffcriri i:ayoi (an cf'lickn~
movement advocare)
Kc. perceived administration ;is [he planning of' go& and prugrnmrnrss or at1
enterprise and the organix~t i~n of human and material resources f i r OIL.
irr.plementation of the plans in iiccordance with ihc established policies, codes and
regulations.
Administration is pnccptualized is being able to plan, to orgaldzc, to comrrand, to
co-ordinate and to control (National Sociciy f i r the study oCEd~cation 1964).
From this scientific st .dy of adir&lir;trativz theory and rescarch by Fayul one can
rightly conclude that administration involves planning activhics and alfwarion ol.
responsibilities for the iul fillment of the goal a paniculiir organimtion
In the words of hdobayo (1981) it is the organization and direction af pwson in
order to accomplish a specific end. In thc ligh~ of the above thc absencr of a pmpcr
xnet of sdrninistratian there is little or nothing an orgnnt&a\iua can achieve.
TW: PURPOSE OF N3MiNiSTlUT1ON IN ANY ORGANI'LnTlC?N
A b m ~ t r t i t i u n is the control and co-ordination of ihc :tctivitics of a number of
people for the achicvrr~~ent of some corianon explicit purpose or good rhmugh
division of hbaw and friction and thrwgh a hioriirchy af auti~firity rind
responsibility.
According to Ozigi (1977) one of the pri l \~il~y ~bjecl ives o f administration in any
,rganiution i s that of co-ordiniiting the eflbrts OS p ~ ~ p t c lawards the aclGevernmt
Byan and Rue ( 17 P 1 went? fi-l~her to maintain that "Iluman hcings ~3 lesign or order rql.+xtwnis.. . t buy n~otlsrnize or h i 1 ra motbrnizr tzckmolo~y
(c) The operation of business in till its ramilicittion (resources and linLulcir~l
etc.)
(d)'The c~tablishmcnt and nxiintcna11cc of good p ~ ~ b l i c relation, organize thc
limited energy human el'fons to acilicve a goal.
In Edem's (1982) opinion the strategies a goal administration couTd work cuL
include working out the in dchil needs to bc done, thc method of doing it.
Others are the allocatiorl of' rcspon;ibilitici, cornrnunication ilow, dccision
making network and division of labour according to specification ,
ADmISTRATlVE PROCESS
'his may also be refirred to 3s elements of management. It is iicfirled as thz
way by which an orgimizatior mikes decisions and takes actions to achieve irs
goals (Nosiri 1997).
Gullick (1937) gave seven functions i r ~ the prucess of administmtion. f Ic
referred to this by thc acronym POSDCORIL Each of the lctters stand for OIE
o f the functions of any administration.
The acronym POSDCOU is discussed below.
P E M R d G . This is the dctern~inntion of any thing and pruju-ction of anything
in advance for pre-dctcrminecl goal. It ir~vulvcs all the ahninistriltors.
ORGANISATION: This is the process of binding parts together into a uniiiud
whole h t can opcrdtc eficilvely. In this, thc various subdivisions arc proyrrly
arranged, clearly defined and elkctivcly co-ordimted to meet set gods or
ubjec tives
STAFFING: This involves staf't' recn~itrnent, training and ~nr?intiiining
favowable working condi~ions.
CO-ORDINATING: Nwiinkwo (1982) dcfincs it as 1he process w1;crct-I;! an
orderly partern of group cRort among all the parts is developed to ensuri: unity
COMPONENTS OF THE POST PRIMARY SCl IOOLS UQARD 114 LIVERS
STATE
The organizational struct~ire of the board has an executive Chairman as the
politicai head of the board. I Ic has c j h x board members, direc~ars.
There different hcr~ds supmisors ard audit dispxtmcnrs.
The senior sr~pervisor clerical stafl', typist and messengers.
i"-:;-- -- I I l l L 4 1 I l i \ \I.
CONSTRAINTS TO ADMIN LS'I'RATIVE FUNCTIONS.
Thcse is no human organi7~ tion that 1-L~?S I-un ;I successf~~l nclminisrr;~t i v L C U L J I ~ S C
without facing some chl1cngt.s or constraints.
'Ihc concept constraint simply means any thing t tu t l i m i ~ or r e s~r i l s
Below are some ol' the rwjor cuas~n in t s to the adrninisrratiw fi~x ~ i l r i l 11 1' 11-11:
rivers state post primary schutlls board. "I'liey Lll unrlcr [tlc Iilll~~v. ing
ca tugorizs.
I Iumm Resources, Economic resurrrws, Political resutmcs, Motivation
and Capital equipment
HUMAN RESOURCES
'Ihl!; consist of personnel both junior and scnior smff in lliz hoard.
In administration, it implies that thcse must be those who make plans and nl;in;lt,c
resources tbr the achievement of organizatio~~al goals.
PERSONNEL CONSTlCAlNTS
Personnel is the most esscnlial 1Lctor in any I'unctiunal orgimimtion. Srrcssi t~g on
h e importance of human [actor in tllc rcalizahn o l o r g i ~ ~ i m ~ i ~ ~ i d goaoals.
Liket (1967) in Byars and Ruc 1983:232 said "All the acilvitiw uf ;my on1c1-piac
arc initiated and determined by the persons who makc up the it~stilutiun.
Plants, offices, wmputcrs outornntcd cquipmnts and all clse that modcrn l i r r t~ ~ . ~ s c s
are unpr~ductivu exccpt fur himm ~ . l l ' c~ r t m d direction".
I Ie furthor muin~uincd that i : u n i i ~ ~ hcirtt~s; &sign or orclcr cquiptwr l r s . . [ I
modernize or fail tu modcmizc f ~ ~ l b m h g y crnploycd.. . cvcry i~spcct of
a fmn activities is dctcnnind by the cornpetcncc, nmtivatian and gr11cr;~I
effectiveness of its human orpjhmtion. Dasc on rlm n h v e citations il h c c ~ ~ n c ~
cpptically clcan that with the t e s t tkilitics a114 cquiprnent witllour l l lc riccc.;mry
h u m cornponcnls lhe organba~ion is buu~ld to Lx: at a staimd stitl."
According to Akubue (1981) onc ol' the problcnls rocking t la hbriss of our
organizations is chat "most tri;ditionill oficcrs detcnuine all policics, make all
decision and require the Sii~lf to give effect to thcsc policics md above by thcir
decision"
These attituGes of the ofliccs constitute a mi?jor problem that could IcaJ €0 thc
non- chalIant attitude of such SUE to such plicies.
Anothcr problem of efictivc Staff personnel administfittion is lack of joh
description, specification and compensational structure ;ts well as dcRnik
promotion patterns in the board.
Another constraint to tht: eff'cctive administration oC t l ~ e board is lack of'
knowledge of the characteris~ics of the community in which the board is
situated by Lhe adminis trarrx.
Boles and Davenport ( I 973 p. 106) dciiwd conmlunity as "a geographic clustcrs
of people ~ C L make possible hutnan i n m x ~ i u n in solving problems of concern
tu all'' The b a r d is a sociiil (opcn) system that interacts with its environment
while the environment corlrribute to the Stuff, materials, energy information and
en~ertainment. Tnis system is regulated by a dynamic feedhack mcchanism and
attempts to establish equilibrium beween 1 he board and the environment.
Again there is lack of ~mdcrstanding of the social structure and its stmtification,
recreation interest quality of its citimiry likes and dislikes of it\: cornrnuniy.
Thcse is also lack of conununication of the n h and regulations couplcd w ir h
the ability to inculcate acccpted nomu and value of the cornmimily
DIRECTOR'S LACK OF' UNDERSTANDING OF HIS STAFF
It is very imperative in m y organization for the oflicers to ascertain the Stall'
strengh and weaknesses fbr eflkctive administration.
The huard compresses of men md women of various specialka~i~ns. According
to Campbcll C3etzell and Liph~rn (I963 p. 331) "Thc point is e v q
organization has a variety of tasks to bc perfornd and a variety of workers to
perform them".
In the School hoard, if till= administrator h o w s his ShtT and is cunvirwd that
~k and person should bc mdtched as closely ns possible he can ordinarily
establish some compatibility between particular role assignment and individud
disposition. 'The above assertion implies that the officers in the b a r d should
know thc spccitic spccializatitrn or [heir stail'. In ~tlis case citch staff should k.
assigncd sash that are rclatd to their training.
In the board the irony of thc abovc is always thc case. Evidcnce abound whcre a
Sufi' that has not becn cxposed to thi: rudiment irE financial ~ransaeltion is
alIowcd to work in the accomts department.
LACK OF ADMINISTRATIVE I'IUINING
Administrative mining rscr doubt i s iir~ irssct in clTxtivc administration. 'T'llis
expscs t ! ~ prospcctivl: administrator ~u grip will\ tlic knowlcdgc of djffcrcnl
theories and thcsd applicdion order ro ;ichicvc LITC god of thc organizli~ion iir~ll
subsequently adrninistrativc efTectivowss.
Ogunu (1987) opined t i ~ t the provisio~) ol' murally and prokssionaNy
administrrrfar to run any organimtion udministratiotl is i~npcrativc. According to
Adesina (1980) in Obasi (1989 p, 4U) to possess adniinistrative skill r!k:
administrator must have sccial and psycho!op,ical attrib~~tes in order to succced
on thc job.
From the above points it becomes adrnhisira~ivcly imperative for the officers in
the board to display a high depcc uf curnpctcm'c to kcep the muscle of
administration very strong.
POLITtCAL INlEWEIENCE.
According to Acha (1982) ol~c major factor militating against the cKectivcness
and efficiency of m y bciui l adrnir-ktratians dcpends on the role of political
appohteas and thcir influcncc:. Thcy hijack most of thc sunsitivc adminis~alive
functiam of hq board thereby rrndoring the traditional Stnff redundant. In the
ba rd their influence has covcrrly or overtly frustra~cd the administrative
mcchanism or visions put in place by Smfl.. Spmkking also on personnel
constraint Roe (1961) Stated that "the test of good organization is to see the
right man doing the right job at the right timc" Ilc itcmizcd some of the
constrain~s to admninistra~ ive f~~nctions as follows.
(1:)Non development ofjob description Ibr wljrk to be done.
(2)Nm cstriblishment of criterion for job employment.
(3)No planrad progarrune oE in-scrvicc triiining for all
(4 ) No planned progmmx for improving S t a r pzrsoru~el re1ationskQ:-
(5)Imuficient Stairto opcrstte office quipmcnt.
(6)Zack of skill or expenise in carrying out administrative funcrion.
(7) Lack of Staff to operale cornputcs equipment.
T'INANCIAL CONSTRANTS
l l i s consists of trianoy as fullds necessary fur pnymenl of StufT, proc\.uernent
and maintenance of materids and cquipmcnt. Corrirncnting on the above
I' .ZC'UC~ (1985) S M C ~ tkit i\Ith~li& linancid rcsourccs have hrcn
ecknuwlcdgcd as an cuscntiid factor, the. various govcrnrncnt of h e fcdcnl~ion
do not provide suflicient lund Tor thc implcmcntation of h: board programmes.
These is virtually nu sullicicr~t f u r d to maintah thc administmtivc buildings
equipment, organkc workshop:; and scrninars for the Stall:
Commenting on the adminisrr:trtm iinnilcial respnsihility Ozigi (1977:14)
written hat, whether the ;idministrator has a bursar or not he h u the
respansibili[y uf szcing tfiat aclcqui~lr: i i~ iar~ i s l pruvision is made in the burlgct
of the bard .
In his reaction Nwogu (I990 1). 120) in Utkt and hkp cd [ I 99Q) stated tluit
with the withdrawal from rhc limrling ol' tcachcr cclucation by LIX fedcrnl
government in 1981, the Strtte governmenis also took over that rcsponsihility"
This is a cumbcrsomc task lbr I% State and as a rcsu1t the educational sectors
and its aycncies like thc post Primary School board is s~rvvsd of sullicicnt k n d .
In the board per se, it bccomcs incicasingIy impassibEi: to shoulder rccurccill
and capital expenditure.
Writing on the nwd for financial accountability ruxl managerncnt. Ezcacha
(1 990) identified the key ilreiis of financial managenlent to include budget
making and administration procuring ~ n d hadling ul' tisnds expenditure,
inventory, accounting auditing and financid rt:porting. Ohcrs include cost
analysis, maintaining, propcrry insurunce, prqgiirr~rning cafehr ia operations
etc. The Past Primary School board in Rivers State is financially handicapped.
Tlis effects the executive of most of its sldrrinistntive fimctions.
MQTT VATION.
This is a coinage of a Latin word movcrc motum maaning to movc. According
to Stonne (19--)? Is dcfined as Iht. ~cndency of thz organism to reduce its needs
or to equilibrum". Sherman (1990) dclines if' as the energy condition of' m
organism that drives it towards a goal Denyer I1969) d c h c s it as the driving
force behind peoples action. The above dclinitions highlights the fict that
workers must be well motivated in ordcr to put in thrir bt:st. To be precise, they
need to be fairly satisfied with their prospect for upward mohiiity advancement
or promotion impartance afid belonging. On the other hand any estabIishmen1
worker is ~~ertainly on its way to ruin or liquidation lending to how produclivi~y.
In addition to the above Okeke (1997) mainlainsd that every ildministra~ion
shnuld ensure that 3t all timi-s the workcrs are well motivated, to thc
achievement of the objectives cjf the eslablishncnt. Fram the above one co~ild
see that lack of motivation is onc of the factors affecting thc ef'fectivc
performance of organization its the post primary School board. Abraham
Maslow (1943) In his theory of motivation ernphasiml on h e poential of the
human being to devclop lrum thc most dcpendsnt of animal at birth to the
highest level of both inrcllectual and psychological furlcliorting. Ile maintained
tlat needs are the mainspring cf humm action. Nwds provide the urge or desire
to act in a particular way with the drive for cmying out an action to a given
end. Herzberg (1 959) in his dual factor theory of motivation or job satisfaction
abservcd that a workers i s nlativatcd in the presence of recognilion
:rdvancemcnt nsponsibility wd thc opportunity through thc work itself. In the
schods board thu StafTuo always ~ h c rductant to work wlicn all thcsc variables
ue not prc5ent.
Adesina (1980) identified lack of motivation and h e m ~ b i h y of ad~ninistrators
to nurture it as; o m oP thc colossal problems rrtvagirlg any urganizi~fion" In this
case, the staff or any organiutiun like thc. b m n l arc ncjt fidlly in rqp ted to
maximize cfrort and efrcctive contribution . Motivation also consist a sct ol' psychological and physidagicd forces h i t
influences behauiour in three dirncnsions
(1 ) i t changes one level of ac:ivity.
(2) It directs ones action towards n prtic,irlar action.
(3) It n d x s one r~.sponsivc tc~w:uds gwI -related stir^-luli . it is on rhc threshold
of the a h v e claim that rzwards likc praiscs gifts, promotion ed~mcerncnt on
thc job should bc providd in the appr~i;ibl;. quility and quantity. From this
study wc haw fbund out that hck of this factor h2s continued to posc a cog
in the boards adrnir~istrilivt: w k c ! of P ~ U ~ C C S S .
Motivation is also described by Conger and Kegm (1963) as a gcr~eric knn hat
refers to thc needs, goals or dzsircs tlut p~isl~cs ~ h c organism 10 acriun.
Ajijala (1976) qgrt:cd with him hy asserting that motivulion is a driving brce
that stimulates a person to achieve a desircif goal .
CAPITAL EQUEPMENT CONSTRAINT.
C a p i ~ l equipment includc physical Bcilitics likc classroom, administrative and
even medical units. Orhers includc &ctrici.l gadpts like computers telephone
tapes, video machines radios ere. All !hex facilitate cornm~~nication now
Oynsaecu (1984)"In his research work described the physical hcilities and
equipment as essenrial of any organizational goals. These fhcilities include
admhistrative block, oftice function, and video tapes, computers etc. hc added lllat
absence of hese will create a pathetic sitution Sor a free !law of administration.
Ukeje (1992) agecd h t no mcming the implementation cf progames could be
realistic without adequate provision of the above i~rrrls.
LEADERSHIP STYLE 01: TI IE BOrU<D DIIIECTOII.
kadcehip is conceptualized as interpersonal iuflucncc exercised in situation anti
directed through the curmunication process tow~lrd the goal as goals" . I3oles and
daveaport ( 1 975:117) dcfines i~ in tcrrr. of Izader bchvious ss "a process in which
an individual takcs iniliarives to assist a g o u p to move toward piduction of goals
that are i~ccep~tble, to minkziin Lhu group and to dispose of those needs of
individual within the group bat impelled them to join."
From the above definition it has become rely clrar that leadership is conccmed
with initiation, organization and direction in order to inflircnce the behimiours and
actions of the other members of the group in a specific sitwtion towards the
achievement of the group objeciivts Enyi, ( 1 999).
The outcomes csf the study reveal ba t thure arc intractal)le problcms bedeviling
over sccorlclkuy schools. 'They includr: lack of motivaticm tremndous increase of
student's population inelkctive curriculun-i dcvelopmcnt arid progress.
Other problem sten1 from ineikctive s t d l pcrsoruicl A&-ninistriition, school
commurlity relations in adequtc firrrrrlce and finarxiill maniigemcnt etc.
f
SUMMARY OF THE L~LI-ERATLJRE wivltiw The literature review of this study fixused on six subheadings. 'They are:-
The concept of administration, The purpose of aclrninistration in any orgar~ization,.
The administrative process, Acin-~ir~it;tri~~il.,c lilr~ctiiln of h e Post Pri~mry Schools
Board Constraints to acirniilistrative Sunclion, Rcvicw of empirical studies.
In the iirst section the researches \ i d l y discussed h e concept, aclrninistration.
The concept was secn ;is organization and st~ucture, proprietorship control,
inspection supervision arid direction of persons in order to accomplish a specific
end.
The second segment dwelt largely oil the purpose of adoii~uslration in aay
organization. The purpose includes the c o o r d i ~ h m oS people's e fbn towards the
ncl~icwrrnent af goiils. 11 is i l lso ~na;nta;n;ng ; J J ~ expsndirg rhc relevance,
zffectivznoss and procluc tivcly oS con~plex institutions. Another essence of
administration is hilt it Iielps to dcscribc th1: task to be pcrfonncd thereby nxikirig
the personriel pcrlimn elliiicntly. 'I'hcrc: is also thc prngr miic co-ordination of
f'orrml s tnicturcs. r 7 ?'he third section was conccrricd with lhc: udministn-ativc process. Il-lis was
siunmarized in the acronym POSI)COI<Li
This above shows that the processes of atlministratior~ include planning,
organktion, skifling direc tin& co-ordiria t ian reporting and budgeting.
2 '1
Section fbur oxplorwl lhc cornpcmcnts of thc Iiivcrs Statc Pout Prirnaty School and.
The orgonogam of the board \-Yils shown diagrm~3ticiilly. It shows that the 0
political head is the chairman. lit: has other board mcmbur with him. Thcrc arc also
hcads, supervisors and audit departments, senior typist and messenger.
The concern of the fifih section was principally on the constraints to administrative
functions. This was approached ~ ~ n d e r t h e broad headings viz. finrmcial, staff
personnel and management of school service, conqtraints.
The last lap of the literature review clinically survey empirical studies from the
available studies. They were brtsically an constraints to administrative fimctions.
The studies include. An analysis of the administrative problem of the Post Primary
School Board, problems ;~ssoci;ited with the administration of secondary ecluc:ition
and Analysis of selected administrative problem of secondary school principals.
From the above survey of the literature it becomes daringly clear that no study
has been carried out in the field of to identilj the constraints to the ndministrative
function of h e board.
This underscores the need for identitjhg hr= constraints to the administrative
function ofthe Rivers State Post Prinxuy School Board.
C I W T E R THREE
METHODOLOGY
INTRODUCTION
This chapter gives detailed procedures that will be employed in the study.
T m chapter is organized under the following subheadings.
b. Research Design
b. Population
c. Area of the study
(1. Sample and sampling technique
e. Instrumentation
f, Validity
g. Administration of Instrument
k Method of Datc analysis
i. Reliability of the instrument
MSEARCI-I DESIGN
This descriptive survey research design was adopted in this study to
investigate the constraints to the administration of I he Rivers Stale I ' o s l
Primary States Board. According to Denga and Ali (1985) a descriptive
survey is the type in which the ruscarchur is interested in collecting ;ind
describing data of events in their ortlinwy setting.
AREA OF THE STUDY
This study was conducted in the Rivers State Post Primary School Ro:~rd
Port Harco urt.
POPULATION
The population of the entirc study includ~d all the senior and junior Staft' of' d
the Rivers State post Primary School board. Based on the 2001,2002 scl~ool
SAMPLE AND SAMPLING TECI iNIQIJES.
The researcher adopted thc strat ificd sampling tec hniquc in composing thc
rescarch subjcct of this stucly. 'l'hc stratification of ~ h c sample wils based on
The ressxch irlstrumcnt designcd by ~ h c rcscnrchcr fbr thc study was titled
designed aftcr nn cxtcnsIvu rcvicw of' related litcraturc based on the rcsenrch
problenx. The instrument consisted of i t e m on rt fbur point rating s c ~ l z . I t is
made up of two parts, A and 1 3 .
Part A consist of backgouild inlbrmation of the respondents. Part I3 comprises of
22 items in three sections BC and, D based on co~v,traints to administr:i~ivc
function. i
( 1 ) Finance
( 2 ) Staff personnel
(3) Management of sc lml scrvicos.
The rcspondcnts indicated h e i r opinion on a lour point r;\~i!~g scalc as
Follows:- StronglyAgrcc SA. 4points .
Agree (A) 3 points.
Disagrc2 D 2 points.
S:rongly 1)is:t:yec SD 1 point.
VALIDITY The instrument w n s valid;\tcd by h u r t t s ~ w t s , two in the Rivers State Post Primary School b u d aid to lzct m r s oi' h c d~purtment of dlo educ~tiond foundations of the University of Nigcria Nsukka.
. . . These experts were given the rnltlirl drafis U S I I W instrurncnt. 11cy wcru rcqucsrccl to c l w k t l ~ s t n ~ c l ~ ~ r i ~ ~ p , of dic itciris a n d rhr: weighing of the response. These expcns reduced thc initial 25 iicrns to 22 itcrns.
CHAPTEIt FOUR
PRESENTATION OF RESULT
INTRODUCTION '
This chapter deals with the presentation and analysis of data. It specifically
provides answer to the research qwstions :md the null hypotheses that
guided the study.
RESEACH QUES'I'ION ONE: What nrca ol' finance constitutc constmints to
the administrative function of the board
The table below gives an explain to the research question one
TABLE ONE: Mean rating and standard deviation of the junior and senior
staff opinion on the extent to which finance constitute constraints to the
board administrative fmction.
What area ot' finance constitutc constraint to the boards administration
payment of salerics 2. Delay in the rclcasc of funds 3. lack of funds for the organization of' scmitws and workshops -A. - -
4. I~rnbexzlcmun~ O S Iund by some statl'of the board. 5. Diversion of funds to o t l x r sects P _-
6. Falsification off inmcial account by some wfT. -- - 7. Insufficient funds for procurement and maintenance of stationaries and eyuipmcnt -- - ---- ---- - -- -- - -
The tible above shows the view of the junior and senior staff of the board
on the areas of finance that cons.iti~te constraints to the boards
administrative functions.
The cluster mean scores is 3.5 with a standard deviation of 1.87 for the
junior staff.
Items 1, 2, 3, 4, 5 , 6 , 7, and 8 rated 3.8,3.3,3.5,3.5,3.7, 3.5, 3.3 anc13.4
respectively by the junior staK
Items 1,2, 3, 4, 5 , 6, 7, and 8 r a ~ c d 3.3 3.8, 3.5, 3.3, 3.8, 3.1, and3.3
respectively by senior staff.
The cluster mean is 3.41 while the standard deviation is 1.85 for the senior
staff.
Based on the above score it becomes clear that it is the opinion of both the
junior and senior staff that various area of finance constitutes ndrninistrative
bottlenecks to the board. Such m a s inc1iide insufficient fimd for payment
of salaries, delay in the release of' litnds, lack or fund for organization of
seminars and workshops. Other ; m a ere embezzlement :md diversion of
h d s to other projccts Pdsification of financial accounts and inadequate
running and overhead cost.
To be precise both the junior and senior stal'f strongly agree (SA) that these
various areas of finance pose hindrances to the borircls administrative
machinery . RESEARCH QUESTION TWO: What area of personnel admirlistration
constitute constraints to the acimini!;trative function of the board
Table two below gives an explanation to the research question two TABLE
TWO: Mean rating and Standard deviation of the opinion of the junior and
senior staff on the various areas of personnel administration that constitute
constraints to the board ndminisfiative function.
( administration that constitute / 7 1 :onstmint to administrative)
9.Lack of iplillikd manpower 1 3.7
slallfromo~ion . - - - - - - -. - - - - - - - . - - .
12 Incessant politicnl 3.7
appointment of sonior s h f f . 13 Conilict of authority handling of administrative ( duties. 14 The syndrome ol' cthnic considera tion. 15 Intcrikrcncc of government 3.3 officials in -- staff discipline. -- 16 Refusal of sornc stafT --I to 3.3 --
accept~ostingto rural areas. - -- .- -- CLUSTET- I .i 3.55
Table two below shows the views of the junior and senior s ~ ~ f f on the area of
personnel management that caret administrative problem to the board
h c t i o n
The cluster mean score for the junior staff is 3.55 while the s~imctard
deviation is 1.88.
The itoms 9, 10, 11, 12, 13, 14, 15 and 16 r w d 3.7, 3.7, 3.6, 3.'7, 3.3, 3.8,
3.3 and 3.3, respectively.
The senior staff has a cluster mean oi'3.49 with a standard deviation of 1.87.
The iterns9,10,t1,12,13,14, 15, and 16rated3.3, 3.13, 3.3, 3.5, 3.3, 3.7, 3.5
and 3.5 respectively.
From the above table it becomes w r y clear that the respondents are of the
view that persomel management constitutes administrative hitches to the
board's function.
The following areas are noticed, iinqi~dified manpower under-sta f h g ,
poliilcal interference and no defined procedure for promotion.
Other areas are contlict of authmity, cthnicity, rejection of rwal areas and
interference of some governmen[ ofiicial in the discipline of some staff.
RESEARCH QUESTION THREE What area of management of school
services constitute constraints to the boards administrative firnction
The table below gives an explanation of research question tht-se TABLE
THREE: Mean rating and standard deviation of thc opinion of the junior and
senior staff on the areas of marlagement ,of school services that constitute
constraints to the boards administrative f~inction.
co~~stmints to the administrative tilnction 01' the board
DECISION DECISION I ! 17 Dearth o f 3.5 0.53 SA work wilh -- - .
18 Lack of co-operation -3.3 3.5 0.71 A anion@ staff -- -- ---- -.
I9 ----- 3.4 0.70 A
execute planned ( programmes. --
20 'l'he gcagrtphical t!:rrrtin I--- 3.7 of the area -- 21 Extra responsibiljtics !-A 3.Fa given lo slalf in thc scllool ( unit -- 22 Lack of i&iclc to k c undertake the conveyiince of ( school supervisors I
'The opinions of' the junior ;ind senior stiilf arc represonled in the table
below. It concums the nrca uf the management of school survices that
constitute constraints to the boards administmtive functions.
The mean for items 17, 18, 19, 20, 21 and 22 are 3.3 , 3.3, 3.5, 3.7, 3.8
and 3.8 respectively for the junior stiri'f.
The cluster deviation are 3.57 and 1.89.
The senior staff have a mean of 3.5, 3.5, 3.3, 3.5 3.2 and 3.6 for the six
items of 17, 18, 19,20,2 1 and 22 respectively.
In view of the ku~s above it bcconxs glaringly clear that thc junior and
senior stat'f strongly agree (SA) t h ~ t mmagcment of school services
constitute major hindrances to the acirninistratinn of the board.
The areas involved are dearth of materials, lack of CG-operation,
insufficient time and the poor geographical torrain o f the state.
Other areas arc extra responsildities i d lack of vuhicles to convey stsrtT on
official assignment.
TEST OF WYPOTL-ESIS AND TABLES. HYPOTHESIS ONE. There is no significant difference (po.5) bctween thc mean eating o r junior
and senior staiT.of the Rivers Stalc post Prirn'm-y Schools 13oard with regards
to the areas financial constraint ro rhe itdministra~ion oS the b ~ a r d .
The above hypothesis was tested with a t- t a t analysis ol' the diArence
between the mean score of the junior and senior staff of thc board. The result
is shown on table 4.
TAl3LE 4. SUMMARY OF 'T-TEST FOR I IYPOTHESIS ONE
HYPOTHESIS TWO. These is no significant difference P<05 hetween the mean ratings of the
opinion of the junior and senior staff o f the board with regards to personnel . service as it constitute constraints to the nclrninistr;~ t i ve furlction of the board.
The hypothesis above was tesrcd with a t-test analysii; of the difirence
bctwcen the mean score or the junior and scnior stair of h c board. The result
is shown an table 5.
GKOUP
-- JUNIOR SENIOR
Table 5 . SUMMARY 01: '1'-'I'fiS'I' tUIi I IYPO'1'1 IESIS TWO
bk Senior
10 10
X.
3.41 3.5
SD
1-85 1.87
Degree V Value
IX--- 0.05 O. I I I.')jC/
Decision
ACCEPTED --
HY PO'l'IlESIS THREE. These is no significant ditTerence (P-45) between the mean eating of thz
.junior and senor stat'i of the board with regards to management of Schml
services as it constitute a constraint to the boards administrative function.
The ubavc hypothcsis was tcstccl with n t-test analysis of !he cliiTermcr:
bctwecn the rncm score ot'thc junior and sonior stiifi'of'thc board.
?'he result is shown on t;iblc 6
.-
Senior
SUMMARY 01.' RESEARCl I FINDINGS.
Thc frndings gathcrcd fiom thc data are as fbllows. 1.The Junior and Senior s tar of the board agceci that finance constituted
constraints to the administrative fiinction of the board in all h e eight items.
2. Both the Junior and Senior staft' of the board strongly agreed that
ahministration is n major constr;lint to the administrative function of the
board in virtually all the eight items in the category R.
3. Both respondents also agrec t l ~ t n~lnagement of School services was a
major constraint to tht: board administrative functions in all the six items in
category C.
4,. There is no signiGcarlt dil'ferencc bctwc.cn the opinion of thc Junior and
Senior stalf with regards lo finance as n constraint to the board
administrative function.
. 5 . There is also no significant diflcreno~ between the vicws of the Junior and
J
senior stnR with regards to personnel administration as a constraint to the
administrative function of the hoard.
6. there is no significant diff'crmx bctwccn the opinion of t lx junior ~ t ~ i d
senior staK with regards to man:lgement of school services as a major
constraint to thp: boards :tdrninistra~i,ve fmction.
#
.' CHAPTER FIVE. DISCUSSION OF FINDINGS IMPLICATIONS, RccoMnl IiNr>iirr*lor\l, SUGG ~TSTIONS FOR FURrI'tlE1I RI2XACI I , LIMl'I'A'I'ION 01: ' I 1 S'SUDY AN13 SUMMARY.
tfi1;-170 t , c i ~ c j - ~ O N The main focus of this chapter is t l ~ discussion of this study. In fact he
research findings prevented in chapter four of this research work fomxd the
basis fbr discussion. Other major highlights of this chapter include thc
implication of the research findings reconlmendations, study limitations the
suggest ion Sir further study and s i~rnmary
DISCUSSION OF RESEARCH FINDINGS This discussion is based on the t h r x rescarch questions and three hypothesis
which were all analysed.
- Research question one was prescnrsd in table onz. I n the said research
question it was the opinion of the jilnior and senior StaK of thc Rivers S~LIIL'
post Primdry Schools Road that incuiliciznt h d s , ernbezzlen~ent of funds,
delay in the release of funds, division of funds and fdsification of financial
account. Inadcqwtc w i n g and ovcrht-ad costs contribute, constraints lo
their administrative functions.
The first hypothesis stipulat~ls h a t thcre was no significance di frerencc
between the mean opinion scores of' the Junior and senior StaIT of the boar11
with regirds to the extcnt to wllich various areas of linancc constit~lte
constraints to the boards adnlinistr;~tivc: functions. The hypothesis was
subsequently accepted which inclicatcd that t l ~ x was no Statistically
significant difirencc bstween the npinian of the Junior imd senior Stail'of
the board with reg:ud to the extent to which varioi~s areas of iirunce
constit i~te constraints to the b03rd~ ;~d~ninistriitivt' funclion.
The mean score of the Junior StalT is 3.5 while t h a ~ of the Seniur is
3.41.
?'he ditliersnct: in the magnitude ol' h e mean scores bctwecn the J u i o r and
senior Stiiff did not alter the hct that I here was no significant diKerence
between thc Staffs opinion.
The second rcsearch question which was prltsented in table two stressed on
the area of staff pzrsonncl administration which constituted oonr.trnints to the
boards adnunistrativt: ~ur~ctions. From h c analysis i t was the opinion of the
junior and senior staf of the board that therr: are various areas of sttliT
personnel administration that constit \ i t cd constrainrs to the boards
administrat ivc htnctions.
'l'hcse vririous areas include unqudilied manpower, ur~dcrstialling inccssan~
political isterfcrcnce ;md lack 02' dt.lint.:cl stall' promotion. Othcr areas x u
conflict of authority, cthnicity govcmmcnt offkids' intcrferencc and staff
refusal to acccpt transfer to rural itrcils.
The second hypothesis stcitcs that there is no significant diilkrenci: between
the rncan opinion scurct; of thc junior and senior staff of tho board with
r q p d to h e extent to which various arcas of s t a r persoru-lei administration
wsc constraints to the boards administra~ivc functions
The hypot.hesis was acceptcd wliich rncans that t h e was no significant
difErence between h e opinion ol' juniur and senior stafT w i h regird to the
extent to which various area o r stdT personnel xiministratian cre;:te problem
to the boards administn~ive functions
The mean score of the junior staff is 3,55 while the senior stall' is 3.49. the
above shows a slij$t diffcrc~~cc in t11c ~lugnitudc of the nlcan scores of the
junior and senior staff.
This difTert:nce however did not alter thc clean that there was no significant
difference between the opinions ol'the j ~ u ~ i o r senior staff.
The research question three was presented in table three. [t was
concerned with the extent to which various areas of the rnnnagemenl nf
school services constitute constraints the administrntive filnclion of Rivers
State post prirnxy schools board.
It became very clear from thc opinion of thc junior and senior staff that
various areas of rnanagment of sclmol scrvices crcakd administrative
problem to the schools board function. 'J'he various areas of management of
school szrvices include dearth of nlatcrials lack of co-operation,
geographical terrain, extra responsibilities and lack oT vchicle for official
assignment.
Hypothesis three of the study states clearly that tficrc: was no
.- significant difference between the opinions of the jimior and senior staff of
the board with regards to the extent to which management of school services
constitute const~ainls to the borircl :~dministrntive assignments.
AAer tha awly sis, the hypotllcsis wits ;~cccptcil This invariably w a n t that
there was not signilicant dilTcrencc be~wccn the mean opinion scores of h e
junior ard scnior star on the extent to which the managemmt of school
services create adminisirativt: hindrances to the board.
The mean score of the junior and scniilr staff is 3.57 and 3.45 respectively.
The fact that the abcrvc scores d i lEr by littlc margin does not mean that thcrc
is a statisticnl significant dilI>rence bciwctn the mean opinion of the junior
rind senior staff. "
I MPLICA'I'IONS I
rebponsihililics m d tack ol' vet-liclc for olticinl cng;igerni.nts.
board, if i l is al lo~v~.d LO exist.
Lhlt their op in ion arc a1 par with rcpird to lllc cstcnt to whi;.h various arcas
ol'linance pose administrative hitches lo the baarcl.
After analyzing the second hypothesis it was agecd h i i t tl~ert: was
no s~atistically significant clitTerc,!cr: bctwecn the rncm opinion scores of thc
junior and sonior staff' with regnrcl to the extcnt t i ; which ~titfT piirsonncl
administration impede the adminisrrr-llivr: functions
This rcseiuch finding implies thnt the junior and senior staff of the
rivers state post primary schools board are at par with ,;gads to the extent
to which various arms of poor staft ' persanncl atlrninistr;ltion
Administration constitute n cog in the administrative wheel of the board. h
the third hypothesis evidence abwnd that there exist no signific:mt
difference in the mean opinions of the junior and senior staff of the board
with regard to various areas i d nunagcment of school scrvil-e thnt militate
against thc board administrarive firnctions the opinions of the staff are
tl~creforc the s u m with regards to h e extent to which management of school
service militate against the boxrls administrative function.
7- . WE COMMENDATION
- Based nn the findings of this research work, the disc~ission subsequml
implications the following recornmendation have been made to help improve
the administrative fi~nct.ion of the I~oar-d.
1. The Rivers Stale nunistry of education for which the board is an
agency should organizc workshops seminars and uon1:crence for the
junior and scnior shfl' to enhancr: their awareness there administrative
firnctions
2 . The stiitc governnlenl s l ~ o d d votr a snbs~antiid ii~nount 01' money to
dlr educational industry in their yearly budget. Adeq~lncy of hmds
will facilitate the boards achievement of their fiinction
3. The state ministry of education should cnnduct and internal auditing
of the board financial account to ensure that the available funds are
not n~isrnanaged.
4. There should also be a conlmittce set up to recommmd puni::hmcn of
staff who mismanages the board f'und.
5. The junior ant1 senior staff should attend in service t-raining,
workshops seminars as to bu ncqur~inted with new tcchiquzs that arc
in linc with the sucietd changes.
6 . Thc syndrome of dearth of material to work with shi)ultl bc eradicated
by adequate provision of the neudccl materials that will c.nIxtnce work
efXcic:ncy.
7. A panel should be set up to man the recruitment of ol'licers in order to
fill the vacant positions with competcn~ ski'l:
8. The board should not bc subjccteci ti) any fiorn of' political influe~lce.
9. Also an adoquite orientation should bc given to the stair to shun
ethnic consideration in thc discllargt: ~t l 'hci r tr;uIitiorul li~rictions.
5.3 LIMITATION OF TilE STUDY
During the course of this research work the researcher was faced with
xnysias of l'hitations. Sui.11 factors include.
1. Difficulty in getting the staff in oflice at rhe t i m necded by the
researcher.
2. Therc was also d i ! k u l r y in returning the filled yuestionnairts, as
some af the respondents were very slaw in completing them.
3. The work was also limikd by dearth of rclevant ~nfttzrinl fix thc
research work.
S U M M A R Y .
The min focus of this study is to txamine thc constrainls to lh2
administrative functions or thc Rivccs Stare r u s t Primary School Daxcf.
L-i order to effectively carry out this assignment thrue null hypothesis wcri:
f'orrnulated out of which t1lrt.e research questions were deduced.
A sample of 1 10 (one hundred and ten sun') 60 junior and 50 scnior) wrrc
drawn from the entire staRpopulation of [he board.
In order to bring to line light thr: work that has been done in rhe smlo area
of study and to give the researcher ;I sound theoretical frame wrrk of the
study, a detailed literature review was c m ; e d out .
A 22 item qurstionnnire c;ipt.ioned constlninrs to the administra~ive l'unclions
of the Rivers Stste Post Primary School llonrd was empluyzd. They were
administered to 1 1 0 members of s t a r of the board.
The data was malyscd using the mcan and t-tcst stntisticd tcchniqucs. The
result reveal that.
1. Therc was no significant rlilkrerac(: bctwecn d i ~ mean r a t i ~ ~ g of the
junior and senior staff of the board with regards to personnel
administration as it constitu~us rt coxtraint tcl the boards
administrative fimction. '. >
2. The opinion of the stall' st:~tistically rcvrtnl that thew was no i significant difference betwccn tlw mean rating of tht: junior and senior
s taf with regmi to managcrnclir ul' school serviccs as a constraint to
the iitfministrative fi~nction oS the h n r d .
3. here was no significance dii'fcruncc bctwccn mean rating oi' the junior
and senior stall' opinion with ri:kl,irrd~ to artas o f
constraints to tllc b ~ i i d ~ itdi tiiilis LI . ; I (~VL' IUI-ic tions.
IUGGESTION FOR FURTI-II<R RESEARCl l
It is suggested hat
1 . Another study could bc conduc tcd to rnnkc lh:: funding marc
rcprescntativc by using a iargcr sarnplc tiom dl the twenty thrtx local
government ruea zonal schools board of the statc.
2. The role of the schools board in the administration of scconciary schools
in the stiltt: could also form the bas; for anolher inveslil;aiivc siutly.
3. Another ir-rvcstigative study could bc carried out on the stri\tefr,ies for
improving the adrninis~c~tivc filnciions of thc: b~i t rd .
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Hornby, AS. (1998) Oxbril Advanctsd Icarners Dictionary of Current C English lift Edition Oxford Univcrsity Press
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the Adrninis~mtion of Seconditry Education in Aboh blbiiise Local Government Area of Imo State.
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PENLX I 11.1 1'RODUCTORY LETI'ER TO RESPONDENTS
SCHOOL OF POST GGRADUATF. S'CUDIES DEPART'&IENT OF EDUCAI'ION UNlVERSlTY OF NIGERIA NSUKKA 2002
SECTION A A ? ? G N 0 ) ~ A . Dear Sir/Madam,
CONSTRAINTS TO TIE ADMTN(STRTIVE FUNCTIONS OF THE RIVERS STATE POST PMMARY SCI-IOOLS BOARD
I am a post-graduate student of the above University. Currently, I am
undertaking a research on the iibove topic.
The purpose of the study is to establish through your opinions or views, *.
constraints to ihe administrative fimctions of the Rivers State Post Primary *
Schools Board wilh the view of elirnir~ating them.
, Attached therefore is a questionrrairr: aimed at eiiciting information Tor t11c
study. You are provided with a four point rating scale, thus
Strongly Agree SA
Agree A
Disagree ' D
Strongly disagree SD
Against these options your arc cxpcctcd to tick ( ) beside nny O I I C [ j u t
agree with your opinion. Your responses will be held in stric~ codidc~rcc a i d
purely used for academic rescuch .purposes.
Yours sincerely Any alebechi Sabestian
........................................ NhME OF ZONAL SCHOOLS BOARD.
Years of rxpcricncc: below 10 years ) I above 10 years L - A Status of Staff (Junior) n Status of Stalf (Senior) r i
SECTION B
THE QUESTIONN h1RE
1 FINANCE? I I I
* Lack of iunds for the org~nization of
-- --
Embezzlernt:nt of fimd by some o tlicials
-
Insu~~~c icn t fund hr payn1r:nt of salaries
- - - -
the boards 1'~ind to other I
- -
- --- Delay in the release of Si~r,ds
I
I -
- 7 insufficient funds ibr prcjzurcrncilt and
--- Falsification of linnncial ;iccount by some
--.
rnainten;mce of st;.ttio~zurics m d ----I+ Inadequate running and w e r het~d costs 7 -.
-
The syndrome of ethnic consideration among the stall'
in thc
--
accept posting to the rural areas
C OF SCHOOL, SERVICES - ----- - --
17 1 Death of materials to work with
19
I Insuflicient tirrlc to cxct:uw p l m l d
~ritmITlCS .,---- PEL . -- ---- - - - - 20 l ' h c ~ c ~ ~ y h i c u l terrain ol' tho st;~le --- - - - - . . . - - -- -- - - -- - - -- - - - 21 Extra responsitdities given to ollicials in
the school sorviccs u r d
------. "< SD', + so.' -