Managing Staff Transition and Productivity in Private University (A Case Study of Covenant University, Otta)
Chapter One
Research Objectives
The general objective of this study is to investigate staff transition management and productivity in private universities by using Covenant University, Otta, Ogun State as a case study. The specific objectives are:
- To examine the impact of staff technological transition on productivity in Covenant University.
- To determine the effect of organization structure on productivity in Covenant University.
- To find out the influence of rganizational leadership on productivity in Covenant University.
CHAPTER TWO
REVIEWED OF RELATED LITERATURE
Introduction
Management style’ is the overreaching manner in which management exercises control over its workers. (Dimitrova, 2003). Similarly to, Hersey and Blanchard, (1993), management style is the pattern of behaviours that managers display during their work with and through others. Management style is one of the critical antecedents to organizational effectiveness. Management style is simply construed as a way to manage an organization. It is the general approach of a manager in dealing with people at work and exercising of authority over workers’ in an effort to reach organizational goals (Quang, 2002; Hartzell, 2006). According to Ravindra and Premkumar, (2010), Management styles are collectively learnt behaviours, subject to all the infirmities of human learning. They incorporate both the contents of decision making and the process of decision making and are aligned to goal setting, strategy formulations and strategy implementation. Green (2004), said without effective leadership, it is difficult for an organization to function effectively. The leader defines the goal of an organization, develop the planning and control system that guide and monitor the organization’s destiny. Organization on the other hand functions effectively when there are persons to communicate with each other, who are willing to contribute action, to accomplish a common purpose. Johnson (2013) identified four types of management style and their function in an organization which are: Autocratic manager makes decisions without the consultation of others, instead serving as a dictator type in communicating orders because they like to be in control of situations. A democratic manager is willing to share work with his workers’ by delegating it to get the job done. Workers’ love this type of management style in business because they feel involved and part of the process. Their job performance is likely to be better than in an autocratic setting, though giving them the authority to do the work may lead some to rely on others to bear the brunt of the work on the project. Participative style sometimes known as consultative management style, this decision making style in management revolves around getting lots of feedback from your workers’ before coming to a conclusion and making a decision. Laissez-faire gives the workers’ freedom to complete the job or tasks in any way they deem it should be done. It is a hand of approach at the management level in terms of direction, but the manager is there to answer questions and provide guidance as needed. On the concept of productivity, Cecunc, (2004) referred to productivity as an index expressed as the ratio of output over input. Also Mali, 1978 sees productivity as the measure of how resources are brought together in organizations and utilized for accomplishing a set of results. Similarly, Tangen, (2002) defined Productivity as the relation of output (that produced goods) to input (that is consumed resources) in the manufacturing transformation process. Productivity is, therefore, closely connected to the use and availability of resources, this means that productivity is reduced if a company’s resources are not properly used or if there is a lack of them. Agoro, (1991) uses the word productivity to mean the output per unit of factor input over a given period of time. It is the ratio between the output of wealth produced and the input of resources consumed in the process of production. Dozens of organizations have attempted to solve their productivity problems by application of various innovative management techniques, Balas, (2009).
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes of individuals or elements that are homogeneous in description.
This study was carried to examine Managing Staff Transition and Productivity in Private University (a Case Study of Covenant University, Otta). Covenant University, Otta form the population of the study.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain Managing Staff Transition and Productivity in Private University (a Case Study of Covenant University, Otta). In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of Managing Staff Transition and Productivity in Private University
Summary
This study was on Managing Staff Transition and Productivity in Private University (a Case Study of Covenant University, Otta). Three objectives were raised which included: To examine the impact of staff technological transition on productivity in Covenant University, to determine the effect of organisation structure on productivity in Covenant University and to find out the influence of organisational leadership on productivity in Covenant University. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from staff of Covenant University, Otta. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
Managing staff transitions effectively is crucial for maintaining productivity and ensuring a stable, positive work environment in a private university setting. The case study of Covenant University, Otta, highlights the importance of strategic planning, clear communication, and supportive measures to facilitate smooth transitions. The study underscores that involving staff in the transition process, providing necessary training, and establishing support systems can significantly reduce resistance and enhance employee commitment. Strong leadership and continuous monitoring are also essential to address emerging challenges and adapt strategies as needed. Overall, effective management of staff transitions is vital for sustaining academic excellence and operational efficiency at Covenant University.
Recommendations
Covenant University should create a detailed transition plan that outlines the steps, timelines, and resources needed for managing staff changes. This plan should be regularly reviewed and updated to reflect any changes in the university’s goals or external environment.
The university should establish clear and transparent communication channels to keep all stakeholders informed about the transition process. Regular updates, town hall meetings, and feedback sessions can help address concerns and keep everyone aligned with the university’s vision.
To reduce resistance and increase buy-in, staff should be actively involved in the transition process. This can be achieved through consultation sessions, focus groups, and participatory decision-making processes, allowing staff to voice their opinions and contribute to the change.
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