A CALL FOR STRICT SUPERVISION IN KADUNA STATE PUBLIC SCHOOLS

A CALL FOR STRICT SUPERVISION IN KADUNA STATE PUBLIC SCHOOLS

                      By:
Nurudeen Dauda
       February 28, 2018
nurudeendauda24@gmail. com
nurudeendauda24@yahoo.com
nurudeendauda.blogspot.com

In my suggestion, 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 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 is the reason for punctuality, dedication and commitment among its employees. In some private schools, a percentage of one's salary is usually 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 as Theory X and the other is positive, so called 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 (ESs) of their respective local governments (LGs) who are supposed to be their supervisors much less the headteachers.

Can the public service, as it were, carried out effective monitoring and supervision as in the private schools? In my view, let's begin to debate the need or otherwise of "OUT- SOURCING" of our monitoring and supervision team in public schools.

In the recent past there were allegations that the "appointments" and "reappointments" of ESs are highly political rather than professional. More so, there were allegations that some employees who are more politically connected than the ESs of their respective LGs threaten their ESs and Head-Teachers in the event where they insisted that the right thing must be done. Is this still so?

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, In my view, we are in trouble.

May God bless Kaduna state!

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