A call for strict su­per­vi­sion in Kaduna pub­lic schools

Sunday Trust - - VIEWPOINT - Nu­rudeen Dauda wrote from Kaduna and can be reached at:nu­rudeen­dauda24@ gmail. com

The gov­ern­ment of Kaduna State should pay more at­ten­tion to the is­sues of mon­i­tor­ing and su­per­vi­sion in its ed­u­ca­tional sec­tor re­form for both its pri­mary and sec­ondary schools. In my view, the gov­ern­ment should humbly con­sider Dou­glass McGre­gor’s the­ory “X” or any other rel­e­vant ap­proach that may en­sure strict mon­i­tor­ing and su­per­vi­sion in the ed­u­ca­tional sec­tor for bet­ter re­sults.

The­ory X en­cour­ages the use of tight con­trol and su­per­vi­sion. It ar­gues that since the em­ployee does not want to work, he must be per­suaded, com­pelled, or warned with pun­ish­ment so as to achieve or­ga­ni­za­tional goals. A close su­per­vi­sion is re­quired on the part of man­agers, ac­cord­ing to the the­ory.

In my ob­ser­va­tion, as a one-time pri­vate school teacher, most of the pro­pri­etors of pri­vate schools if not all of them, use Dou­glass McGre­gor’s the­ory “X” in man­ag­ing their em­ploy­ees. Per­haps it is the rea­son for punc­tu­al­ity, ded­i­ca­tion and com­mit­ment among its em­ploy­ees. In some pri­vate schools, a per­cent­age of one’s salary is de­ducted due to late­ness to work. More so, where the act is of­ten re­peated, the em­ployee is shown the way out.

In 1960, Dou­glas McGre­gor for­mu­lated The­ory X and The­ory Y, sug­gest­ing two as­pects of hu­man be­hav­iour at work, or in other words, two dif­fer­ent views of in­di­vid­u­als (em­ploy­ees): one of which is neg­a­tive, called The­ory X and the other is pos­i­tive, known as The­ory Y.

The­ory “X” and “Y” as­sump­tions are based on the per­cep­tion of man­agers on the na­ture of in­di­vid­u­als with var­i­ous as­sump­tions on each of the char­ac­ter of em­ploy­ees in “X”and “Y”. For The­ory “X” the as­sump­tions are:

(1) An av­er­age em­ployee in­trin­si­cally does not like work and tries to es­cape it when­ever pos­si­ble; (2) Many em­ploy­ees rank job se­cu­rity on top, and they have lit­tle or no as­pi­ra­tion/ am­bi­tion;(3) Em­ploy­ees gen­er­ally dis­like re­spon­si­bil­i­ties(4) Em­ploy­ees re­sist change; and (5)An av­er­age em­ployee needs for­mal di­rec­tion.

In my hy­poth­e­sis, politi­ci­sa­tion of the ed­u­ca­tional sec­tor has made some teach­ers ap­pear to be more pow­er­ful than the Ed­u­ca­tion Sec­re­taries (ES) of their re­spec­tive lo­cal gov­ern­ments (LGs) who are sup­posed to be their su­per­vi­sors much less the head teach­ers. Can the pub­lic ser­vice, as it were, carry out ef­fec­tive mon­i­tor­ing and su­per­vi­sion as done in pri­vate schools? In my view, let’s be­gin to de­bate the need or oth­er­wise of out-sourc­ing the mon­i­tor­ing and su­per­vi­sion team in pub­lic schools.

We must note that if we con­tinue to have em­ploy­ees who are more pow­er­ful than their su­per­vi­sors or in a sit­u­a­tion whereby the su­per­vi­sors are will­ing to col­lect bribe from their su­per­visees, we are in trou­ble.

The ed­i­tor wel­comes brief let­ters on top­i­cal is­sues. Write an e-mail to sun­day@dai­lytrust.com and sun­daytrust@ya­hoo.com. You can also send text mes­sages to 0807 955 7953

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