Investigation Into The Strategies For Improving Management / Staff Relationship

Introduction

Background of the Study

‘‘In view of the central nature of staff relationship, and the almost universal assumption that institution benefits management staff, and the importance of scholarship, it is perhaps surprising how relatively few institution have specific policies in place to either monitor or to develop and maximize these beneficial synergies’’, (J.M consulting 200, p.16).

Academic leaders and managers need to understand the conditions likely to facilitate links between management staff of an institution and the relationship existing within them (member of staff) and those that inhibit connections and seek to compartmentalize academic activities (Locke, 2004, pp. 108)

This publication seeks to support institutional policy- makers to enable their institutions to maintain a cordial relationship between the members of staff and discipline – based scholarship more effectively. The focus however, is on supporting the relationships between staff and the inter-relationship among member of staff a higher institution of learning with respect to policies and practices.

In terms of the work of the higher education academy, we seek to support its strategic aim of working with institutions in their strategies for improving the students learning experience’’ (higher education and academy, 2005a.) and to ensure that the advice is based on research evidence. Ultimately, the central issue that national system and institution hade decide is ‘’what is distinctive about higher education?’’ however, what is distinctive about higher education is supporting student and the wider society understanding of the complexities of the worlds in which we live

Although, for many staff, their motivations and the sense of their role is highly shaped by both their own appreciation of, and belief I the value of relationship to other member wider society. While there is evidently much practice in realizing these values we also have to recognize that it is unevenly distributed, much is implicit and many institutional policies in this area are poorly developed and sometimes work against nexus.

In the long run, more recent research demonstrates the potential value of staff relationship to student learning and for motivating student to learn. This research also how that the linkage is not automatic, and has to be built systematically into the curriculum, department institutional and national planning questioning the value or possibility of the link also stems from the realities of mass higher education. Thus, the linkage might once have been readily assumed or delivered with small classes, selective student entry, and staff with time to teach and relate effectively clearly, if that golden age ever existed, it has now gone.

Paul Ramsden (2001), then pro-vices- chancellor (learning and teaching) at the university of Sydney and now chief executive of the higher education academy, expressed this works perspective when her stated ‘’the main hope for relating a genuinely student-centered undergraduate education lies in re-engineering the enter academic institution of higher learning. The word ‘engineer’ suggests that the link does not occur automatically; it has to be designed; ‘created’; constructed; and brought about. The word ‘reengineer’ suggest that even if once the linkage did exist, it now needs significant ‘re-inventing’ to ensure it is in place or, even better, that it is embedded in many places and processes. Therefore, there is much that individual, course teams, department and national systems can and should do to forge these links (Jenkins et al, 2003).

Statement of the Problem

University’s continued existence and sustainability in competitive environment requires the provision of an environment that stimulates labour management relations. It is essential to note that when employment relationship is defective, there are tendencies for many factors to emerge which will adversely affects job performance. However, university management must have the capability not only to enhance peaceful co-existence, but must also intensify efforts to prevent work related conflict occurring at workplace via consistent promotional opportunities, appropriate communication style, healthy ethical attitude, change management, proper managerial style and other motivational factors (Taiwo, 2010; Wagner & Harter, 2006). The significance of staff relations in maintaining peace is well known, but this becomes challenging where inequality and poor implementation is on the high side. Over the years, it has been observed that poor implementation of collective agreements reached by the parties/actors and increase in pay inequality has led to the development of distrust, apprehension and emotional exhaustion which are quite obvious in the public universities. In the Nigerian university system, staff relations strategy and performance are linked with wages/salaries, workplace climate and other benefits, whereas other factors such as organizational policies, recognition, promotion equity and mentoring are not being addressed.

Purpose of the Study

The main purpose of this study is to determine the strategies for improving standard of education in the higher institution as well as management- staff and relationship in tertiary institution.

To determine how reward system support the staff in binding teaching and learning together in higher institution.

To investigate the behaviors of the management toward the staff and vice versa.

To examine the relationship between management and academic staff and its effect on staff performance.

To identify different strategies that must be adopted in other to maintain good relationship between the staff and management in tertiary institutions.

 

Research Hypotheses

Hypotheses One

Ho: There is a negative relationship between staff and management of Benue state university

Hi: There is a positive relationship between staff and management of Benue state university.

 

Hypotheses Two

Ho: The relationship between staff and management does not affect students’ performance

Hi: The relationship between staff and management affects students’ performance

 

Significance of the Study

This research work is expected to provide knowledge on the relationship between staff and management of tertiary institutions and how it affects the academic performance of students. It will help management of tertiary institutions strategize on ways to improve on management staff relationship. It will also serve as a research material for persons intending to embark on this subject of discuss.

Scope and Limitation of the Study

This study is primary concerned with an investigation into the strategies for improving management staff relationship in tertiary institutions. This study/project work covers 200 staff of Benue state university. The researcher encountered some constraints, which limited the scope of the study. These constraints include but are not limited to the following

a) Availability of Research Material:

The research material available to the researcher is insufficient, thereby limiting the study

b) Time:

The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.

Definition of Terms

Investigation

The act or process of examining a crime, problem, statement, etc. carefully, especially to discover the truth

Improving

To raise to a better quality or condition” first recorded 1610s. Phrase improve the occasion retains the etymological sense

Management

Consists of the interlocking functions of creating corporate policy and organizing, planning, controlling, and directing an organization’s resources in order to achieve the objectives of that policy.

Staff

All the people employed by a particular organization, a group of officers assisting an officer in command of an army formation