CHAPTER ONE

1.0 INTRODUCTION
1.1 BACKGROUNDOFTHESTUDY
Organizations have been described by Kast and Roseizzweig (1981) as being
composed of certain key components are:

a) People

b) Strategies and tactics, which together constitute the plans and politics of the
organisation;

c) Technology or hardware of production processes within the organization;

d) The environment to which an organizations goods and services are supplied,

seared and from where it is resources are sourced

e) The structure of roles and relationships as described by the organization charts,

job descriptions and administrative procedures; and

f) The culture values and beliefs, which altogether, make an organization distinct
from another. Etzioni (1964) adopts a much more simplified approach in
describing organisation. In his view, organisations are human groupings (or
group of people) deliberately constructed and reconstructed to seek specific
goals.

It can be inferred form these definitions that organisations are composed of people,
who work together to achieve clearly stated goals people, with an Organization
describe the human input that is injected into the production process in terms of
skills, attitudes and knowledge. Goals on the other hand are the purposes and desired
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conditions that an organization seeks as a distinct entity. Goals include the mission,
purpose, objectives and philosophy expressed by the organization.

The extent to which people within an organization achieve stated goals describes
their performance (or job performance). Again, job performance has been described
by stoner (1982) as being dependent on the ability of the employee (or person within
the organisation), his role perception and his level of motivation. However, of these,
motivation has been described at one time or the other as having the most profound
effect on the employee's level of job performance motivation, in simple terms, is
defined as a practice of encouraging an employee to achieve higher performance
levels by introducing incentives, which may be financial or non-financial.

The practice of promotion is one of such schemes or incentives undertaken by

organisations to motivate its employees promotion describes the move of an
employee to a job within the organisation, which has greater importance and usually,
higher pay.

As an organisation, the teaching service commission ((TESCOM)) Zonal office, Lafia

Local Education District serves as the setting for this study. Established on the 26th of
May 1989, the main function of the commission is to oversee the affairs of both
teaching and non-teaching staff of all secondary school with Lafia local government
area. At present, the commissions administrative function spans 21 schools, all of
which have a total population of 1, 417 teaching staff and 244 non-teaching staff.

1.2 STATEMENT OF THE PROBLEM

The problem statement is an expression of those problems, which have created
the need for the conduct of a particular research activity.

The problem statement of this study, and to which it hopes to find dependable

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 solutions arises from the fact that the practice of promotion Ills been described
as being very popular, yet very controversial, especially within the public Service.
Thus, there arises the need to measure in empirical terms, the level of impact
that such a practice, as it exists in (TESCOM) Lafia Office has on the job
performance, of its Employees.

Specifically, the study hope to find dependable answers to the following

research questions:

a) What is the nature of promotion within (TESCOM) Lafia

b) What is the nature of job performance within (TESCOM) Lafia

c) What is the level of impact of promotion on job performance of employees of

(TESCOM) Lafia?

1.3 PURPOSE OF THE STUDY

The aim of the study is to determine in empirical terms, the effects of promotion
on job performance with the Teachers Service Commission. ((TESCOM)), Lafia
Office.

Its objectives are:

1. To determine the nature of promotion;

2. To determine the nature of job performance;

3. To determine the impact of promotion on job performance

4. To recommend where necessary on how promotion may have a more positive

effect on job performance within the teaching service commission (TESCOM)
Lafia Office.

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1.4 STATEMENT OF HYPOTHESES
A hypothesis is a tentative or conjectural statement, which expresses the
relationship between variables of an event. It serves as a guide in the collection
and analysis of data.

This study's hypotheses are:

a) There exists a positive relationship between promotion and job

performance.

b) Employee's level of satisfaction with promotion procedures and practice

increases with job statues.

1.5 SIGNIFCANCE OF THE STUDY

This study is considered by important and timely based on the following reasons.

First, there has been found to be a very sparse number of literatures, which
addresses in detail the practice of promotion and its effects on performance,
especially in the public Service. It is therefore, hoped that this study would serve
as a very important material to scholars and researchers.

Secondly, administrators, especially with the public service stand to benefit

immensely from the findings of this study. Such findings would provide empirical
information on how public servants perceive the perceive the practices of
promotion and the extent to which it has influenced their job performance.
Ultimately, this material, it is hoped would serve as an excellent resource
material, that would help in putting in place more effective promotion
procedures within the public service.

1.6 SCOPE OF THE STUDY

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 The scope of a research activity describes the areas within which the researcher
restricts himself to in the conduct of his study. This study shall be restricted to
just two variables, which are job performance and promotion no other variable
shall be considered. Again, only a sample of employees within the study setting
shall be investigated.

However, their responses shall be inferred for the whole population.

1.7 LIMITATIONS OF THE STUDY

Limitations are constraints which impose themselves on the researcher and
which are beyond his control.

The following are envisaged limitations of the study:

1) Time constraints

2) Financial constraints

3) Attitude of respondents towards the researcher

1.8 DEFINITION OF TERMS

The following terms shall feature prominently in this work. As such their
operational definitions are stated below.

a) Employee:

This refers to the human input applied by an organization in its production

process.

b) Goals:

These are those targets, objectives, or purposes, which an organization seeks to

achieve.
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c) Job Performance

This describes the extent to which an employee has been able to achieve those
targets or goals associated with his job.

d) Motivation

This is the practice of encouraging an employee to achieve higher job

performance. It is done by introducing incentives to the employee, which in turn
helps him to satisfy his motives for doing a job.

e) Organization

This defines a group of employees (or people) who work together towards the
accomplishment of stated goals or objectives.

f) Promotion

The practice of motivating employees by elevating them to higher positions

within the organization.

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REFERENCES

1)Etzioni, A (1964); Modern Organizations: Prentice Hall, New Jersey

2)Graham, H.T (1981); Human Resources Management machonald & Evans;

Plyamouth.

3)Kast F.E. and Rosenzweig, J. ,)1981); Organization and

Management; Mcgraw -Hill; Tokyo

4)Stoner, J.A.F. (1982); Management Prentice -Hall; New Jersey

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 CHAPTER TWO

2.0 REVIEW OF LITERATURE

The material in the chapter shall provide a theoretical framework for subsequent
investigation to be conducted on the subject matter of this research activity. It
addresses such issues as the concept of job performance, the concept of
motivation, the meaning and nature of promotion and its impact on job
performance.

2.1 1 THE CONCEPT OF JOB PERFORMANCE

Performance is often defined as the end result of the application of effort. It

refers to how much successful role achievement is accomplished. Graham (1981)
defines the appraisal of job performance as being the judgment of a superior at
work based on other considerations than productivity alone.

This implies that job performance is a very broad concept, which transcends
productivity and production. Olawuyi (1997) in his view describes performance
as an output - expectation concept. As such, it asks, To what extent has the
employed achieved the responsibilities assigned to him?" Other authors have
tried to explain the concept of job performance in terms of factors, which cause.
it to exist, for instance, according to Stoner (1982), an employee's performance
level is influenced by factors such as motivation, the employee's abilities and his
or her understanding of what behaviours are necessary to achieve high
performance or role perception. Kast and Rosenzweig (1981), in their opinion say
that job performances is a function of only two factors; these are motivation and
employee ability. Dawson (1996) provides a very contemporary view of factors,
which are necessary for job performance: while she agrees that motivation and

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 ability are factors responsible for performance, she goes ahead to add a third
factor, namely, technical and social context. She defined this factor as follows: A
collection of contextual characteristics, which affect the way the job, is defined
and resourced within the organization.

This includes not only the provision of tools, equipment and physical facilities to
enable jobs to be satisfactorily undertaken but also the social dimension of job
design".

Figure 2.1 below illustrates these relationships

Motivation

INDIVIDUAL

Ability

JOB PERFORMANCE

Technical/Social Context

Fig. 2.1 Relationship between job performance and motivation, ability and
technical/social context.

Source: Dawson, S. Analysing organization, Macmillan, U.K., 1996, P. 18

2.2 DETERMINATION OF JOB PERFORMANCE STANARDS

The determination of performance standards involves specifying the quantity

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 and quality of work, which should be attained by the holder of a certain job.
Graham (1981) notes that the first step in setting performance standards for a
job is the analysis of that job.

Job analysis is described as a process by which a description of a job is compiled.

It involves examining a job in order to identify its component parts and the
circumstances under which it is performed common methods used in job
analysis include the following:

1. Direct observation of the job being undertaken.

2. Interview with the jobholder.

3. A study of materials of work.

4. Previous work-study records and reports.

5. Work diaries and questionnaires.

2.3 THE APPRAISAL OF JOB PERFORMANCE

Job performance appraisal can be defined as the judgement of an employee's

performance appraisal may both formal and informal.

Informal appraisal occurs anytime feed back on work performance is given

almost immediately and in most cases, verbally. Formal appraisal on the other
hand involves an interviewer and results are usually written up in what is known
as a performance appraisal form.

2.4 THE CONCEPT OF MOTIVATION

From the various arguments presented so far, it can be observed that motivation
is perceived by all the authors as being a very significant factor capable of

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 influencing job performance.

Graham (1981) defines motivation as that which makes people behave as they
do. Stoner (1982) defines it as that which causes channels and sustains people's
behaviour and Harding (1989) presents what is regarded as a very profound
definition. In her opinion, "motivation is about getting the best out of people'. It
is concerned with what causes an individual to act". She further states that
motivation is not something which can be learnt or handed out, but something,
which comes from within an individual and expresses itself in what might be
termed as a commitment to something or another.

2.4.1 CHARACTERISTICS OF MOTIVATION

In an attempt to explain how and why motivation occurs, Tyson and York (1982)
provide the basic features of motivation as follows:

a. Motivation represents an unsatisfied need, which creates a state of tension

or disequilibrum, causing the individual to move in a goal directed pattern
towards restoring a state of equilibrium, by satisfying the need.

b. The satisfaction of a need may stimulate a desire to satisfy further needs

(e.g. the more an individual has, the more he wants). This further validates
that human wants are insatiable.

c. The failure to satisfy needs lead to a reduction or a redirection of the

motivational force toward other goals seen as more attainable.

d. The motivational force (what makes a person behave in a certain manner)

has two basic elements. These are direction intensity and duration.

There are two common sources of human needs:

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 i. Inherited, i.e. All humans share primary physiological needs that
must be satisfied for survival.

ii. Environmental, i.e. Through the main socializing influences in their lives,
people acquire attitudes, values and expectation, which lead to learned
needs such as status, fame, wealth, power etc.

2.4.2 CLASSIFICATION OF MOTIVATION THEORIES

A theory is a general explanation of consistent relationship that exists between

variable of an event, phenomenon or situation. Motivation theories are
therefore by extension, explanation of how and why motivation exists.

Dawson (1996) informs that motivation theory has developed in two ways,
namely; one that focuses on the content and the other which content theories of
motivation, furthermore, they emphasize the importance of needs as an
influence on motivation. Theories within this group are said to be concerned
with higher human needs for creativity and self - fulfillment which are in sharp
contrast to managerial assumptions about the dominance of economic motives.
The main theories that fall under this category are:

a. Abraham Maslow's hierarchy of needs;

b. Elton Mayo's theory of social needs;
c. Herzberg Two factor theory;
d. Diclelland's power Affiliation - Achievement model; and
e. Douglas McGregor's theory X and Theory Y.
Process theories on the other hand are more concerned with the dynamics of
motivation. These theories concentrate on identifying the factors processes that
are important in determining the behaviours which an individual will choose to
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 follow in order to obtain desired goals. In other words, they emphasize the
"how" of motivation. They have also being said to emphasize individual
expectancy and individual differences as a function of motivation and of the
contingencies of different situations.

Theories under this category among others include the following:

i. Lewin's field theory

ii. Vroom Valiancy - Expectancy theory

iii. Porter and Lawler's model

iv. Schein's Theory of complex man.

2.4.3 FORMS OF MOTIVATION

Harding (1987) admits that the number of factors, which are believed to
motivate individuals, is extensive. She also adds that these factors are best
referred to as satisfiers. These satisfiers she explains may be either intrinsic or
extrinsic.

Intrinsic satisfiers are those, which come from within the individual, and are
related to the job itself and the satisfaction, which an employee gets from the
job or elements of the job situation. She states that intrinsic factors are difficult
to categorize because much depends on the nature of the job.

Extrinsic factors on the other hand, are more readily identifiable and include the
following: pay working conditions, status, job security, relationships with follow
workers, promotion prospects and fringe benefits.

2.5 PROMOTION AS A MOTIVATOR

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 Graham (1981) defines a promotion as the move of an employee to a job within
the company, which has a greater importance and usually higher pay. He also
adds that frequently, the job has higher status and carries improved fringe
benefits and more privileges. According to Graham, the purpose of promotion
apart from motivating employee is to ensure a better utilization of his skills and
knowledge within the organization. However, if the explanation of Adamolekun
(1983) as argued that motivation and utilization is considered, then it can be
argued that ultimately, promotion accomplishes the singular purpose of
motivating employees. This is so because according to him, in many instances,
the activities that fall under employee utilization (such as recruitment selection
and promotion) constitute some kind of pre - requisite for the activities that fall
under motivation. As such, an employee who is properly or adequately utilized
ends up becoming properly or adequately utilized ends up becoming properly or
adequately motivated.

2.5.1 PRINCIPLES OF PROMOTION

Again, Graham (1981) argues that normally, "employees would derive

satisfaction from a company policy of promotion from within but badly handled
promotions can cause dissatisfaction". He stressed that it is important that the
practice or promotion conforms to the following principles expressed below:

i. The criteria for promotion must be fair. It should also incorporate variables
such as ability, relevant experience and length of service.

ii. The method of promotion must be perceived by other employees as being

fair.

iii. The selection of employees for promotion must be based on appraisal by

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 present and past managers.

iv. The wage or salary offered to the promoted employee must be what the job
deserves rather than what the management thinks he or she will accept.

v. Unsuccessful candidates must be sympathetically treated.

vi. There must be no discriminations.

2.6 PROMOTION METHODS

Two major by which an organization may promote its employees are said to
exist. These methods are often discussed below.

2.6.1 INTERNAL ADVERTISEMENT

Promotion by this requires that employees are told by notices and circulars that
a post is vacant and they are then invited to apply. Some or all of the candidate
are interviewed and one finally selected.

Grahan (1981) argues that this method is comparatively expensive and time
consuming even though he admits that it is particularly suitable to a large
orgarnisation in which management cannot be expected to have personal
knowledge of possible candidate. The internal advertisement method s noted for
not relying on accurate employee record and being open rather than secret. It is
also said to appear fairer to the candidate than the management decision
method.

2.6.2 MANAGEMENT DECISION

Promotion by this method ensures that employees are selected for promotion
on the basis of information already know to the management the advantage of

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 this method lies in its quick inexpensive nature as such, it is regarded as being
very suitable for a small company or for jobs for which .the field of possible
candidates is small and well know.

However, in large organization, it may cause discontent because the decision is

arrives at in secret and possible candidates do not have the opportunity to state
their qualifications for the post. Graham (1981) argues here that their method
depends on its success on complete and up -to-date employee records which can
be used to identify all possible candidates for any job.

2.7 PROMOTION PRACTICE IN THE PUBLIC SERVICE

The public Service is said to include the service, (that is, ministries and extra -
ministerial departments) statutory corporations or parastatals, the judiciary, the
legislature, education institution financed wholly or principally by the federal or
state government, local government services, Nigeria Police Force, the Nigeria
Armed Forces and other organizations in which the Federal or State government
own controlling shares or interest.

The major instrument that guides the practice of personnel management in

general and promotion in particular, within the public Service is the civil service
Reforms Decree No 43 of 1988, which was later, revised by the Abacha
government in 1997.

The provisions of the civil service Reforms places greater emphasis on

performance as a criterion for promotion. This implies that the issue of seniority,
which weighed high in the past, has been reduced drastically. Furthermore,
Federal Character was not regarded as a criterion for promotion within the
public Service.

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 An outline of promotion as stipulated by the reforms is stated as follows:

CRITERIA WEIGHT
1. Performance as assessed annually 50%
2. Interview 30%
3. Additional qualification 15%
4. Seniority 5%
TOTAL 100%

It is even stipulated that where the interview or examination is not relevant, the
weight allotted to either one of them is to be added to performance as assessed
annually.

Again, the assessment of an employee's performance is conducted through a

mechanism known as the Annual Performance Evaluation Report (APER). The
items normally appraised in the report are foresight, judgement, expression on
paper, oral expression, numerical ability (where relevant), relationship with
colleagues, relationship with the public acceptance of responsibilities, reliability
under pressure, drive and determination, professional/ technical knowledge,
output of work, quail of work, punctuality and penetration and so on.

The various Personnel Management Boards (PMB) are also held responsible by
the Reforms for the promotion of officers in the different grade levels, for
instance, PMB (JSCHQ) is responsible for the promotion of officers in grade level

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 01 to 06 at the state level or area office. PMB (SSC), that is personnel
management board level 14 and above in either headquarters or state level.

2.8 RELATIONSHIP BETWEEN JOB PERFORMANCE AND PROMOTION

It has already been established in the review of literature that job performance is
dependent on motivation, in addition to some other factors already discussed. It
has also been established that promotion can be regarded as a motivator; from
these, therefore, it can be argued that promotion is capable of enhancing job
performance, thus, there can be said to be positive relationship between
promotion and job performance.

However, it should be noted that this relationship is rather derived or implied,

since none of the authors reviewed state clearly or explicitly, the relationship
between promotion and job performance. What is stated clearly in the reviewed
literature is the positive relationship that exists between motivation and job
performance. Dawson (1996) tries to state how the process theories of
motivation can be applied in explaining the relationship between promotion and
job performance. She argues that when an individual who has a strong need for
financial security and social status is given a task to do and promised promotion,
he would expend effort in doing the work to the extent that he beliefs:

1. Good performance in his job will be noted and will lead to promotion.

2. Promotion will satisfy his needs for financial security and social status.

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REFERENCES

1. Adamolekun, L. (1983): Public Administration in Nigeria and Comparative

Perspective. Longman, New York

2. Dawson, S. (1996) Analyzing organizations. Macmillan, London.

3. Graham, H.T. (1981), Human Resources Management: Macdonald and Evans;

Plymouth

4. Harding, H. (1987) Management Appreciation, Pitman, London Kast, F. and

Rosenzweig,J. (1981), Organisation and management. McGraw- Hill; Tokyo.

5. Olawuyi, G. (1997), Elements of Public Administration, Jedidiah Publishers,

Abeokuta.

6. Stoner, J.A. (1982), Management, Prentice -New Jersey.

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 CHAPTER THREE

3.0 RESEARCH DESIGN METHOLOGY

In the previous chapter, a theoretical framework was established to guide

subsequent investigations to be conducted in the course of this research activity.
This chapter provides a sequential procedure by which investigations shall be
conducted.

3.1 STUDY DESIGN

According to Asika (1991), a research activity could be a survey, an experiment

or historical. However, the survey approach was adopted for this study. Survey
research involves the study of major variables of an event or phenomenon
without in any, manipulating or controlling such variables.

The main variables that would serve as subjects of study would be promotion
(independent variable).

The study was also cross-sectional. This implies that observations were made
and date collected at a particular point in time as such, all results obtained from
this study reflected the point in time at which the study was conducted.

3.2 THE STUDY SETTING

The teaching service commission zonal office located at the Lafia local
government secretariat served as the setting for the study. The structure of this
organisation is shown in figure 3.1

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 Fig 3.1 Organisation chart of teaching service Commission Zonal Office Lafia.

DIRECTION OF EDUCATION

HEAD OF SECTION HEAD OF SECTION HEAD OF SECTION

(Personnel) (Monitoring & Investigation) (Accounts)

Registry
Field Officers
Information & Statistics
Account officers
Training, Staff welfare

As at the time of enquiry, the saff strength of the organization stood at 45. The
breakdown of this is an follows: Director of Education (i); senior education
officers (18); assistant education officer (i); typists (3); senior finance officers (2);
senior finance assistants (3); assistant finance officers (3); senior clerk/personnel
assistant (i); junior personnel assistant 94); cleaners/office assistants (4);
Gardener (i); and Guards (6).

3.3 STUDY SAMPLE AND SAMPLING TECHNIQUES

A sample is described as a part or portion of a total target population from the

study population of 45 officers, a sample size of 20 was considered. This size
represents slightly over 440/0 and is thus considered as adequate:

The sampling technique adopted in creating the sample was quota-sampling

technique. In quota sampling, a sample is created by dividing the target

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 population into groups or categories, after which a quota representing the
maximum number of elements to be selected from each of the groups into the
sample is assigned.

The quota sampling techniques was applied as follows category of population.

a) Senior officers (Grade level 12 & above) 6

b) Intermediate officers (Grade level 07-10) 6

c) Junior officers (Grade level 01-06) 8

Total 20

3.4 DATA COLLECTION INSTRUMENTS

Data sourced by this study were of two types primary and secondary. Primary
data was sourced a sing the self-administered questionnaire as the main
instrument.

The study's secondary data was derived from sources, which include official
records, staff manuals, bulletins, and brochures:

These data have already been sourced and documented by the organisation.

3.5 METHOD OF DATA ANALYSIS

The analysis of data involves the manipulation or processing of crude or raw data
into a form that is most useful to the end use. Data analysis methods fall into
two categories; descriptive analysis, which involves the ordering of data using
tables, charts, diagrams and certain measures such as those of central tendency
and dispersion and inferential analysis, which is used to interpret results
obtained from descriptive analysis, and which facilitates the process of decision
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making.

The study adopted descriptive methods of analysis as the main technique of data
analysis. Inferential techniques were however applied only where absolutely
necessary.

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REFERENCES

1.Asika, N (1991), Research methodology in the Behavoural Sciences: Longman;

Lagos.

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 CHAPTER FOUR

4.0 DATA ANALYSIS AND PRESENTATION

In the course of this study, investigations and observations were conducted

within the study setting (Teaching service commission Lafia Office) to source
relevant primary data. The theoretical framework, earlier established in a
previous chapter and the study's hypotheses served as guides~ tf1roughout the
conduct of investigation.

A total of 20 respondents were sampled in the course of investigations, while the

self-administered questionnaire was applied in obtaining responses from the
sampled respondents.

4.1 PERSONAL CHARACTERISTICS OF RESPONDENTS

The study's respondents can be said to possess varying personal and job
characteristics. These varying features are presented in tables 1,2,3 and

Length of service No of respondents % Distribution of Respondents

Less than 5 years 7 35

5-9 years 6 30
10-14 years 4 20
15-19 years 2 10
20years and above 1 5

Total 20 100
SOURCE: Fled survey, December 2006

Table 1 shows that most (350/0) of sampled respondents have worked for less
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 than 5 years with the organization. This proportion is followed closely by
respondents with between 5 and 9 years of working experience (300/0). The
least proportion of respondents are those who have spent 20 years and above
with the organisation. They make up just 50/0 of the sample population.

TABLE 2: Job Status of Respondents

Job Status No of %Distribution of Respondents

Senior Staff 3 15
Respondents
Intermediate Staff 8 40
Junior Staff 9 45
Total 20 100
SOURCE: Field survey, December 2006

Majority (45%) of sampled respondents are within the junior staff cadre of the
organisation. That is, they are within grad levels 01-06. Intermediate staffers,
who fall within grade levels 07 to 10, make up 40% of the sample population,
while senior members of staff grade levels 12 and above make up just 150/0 of
the sample size.

TABLE 3: Departments Distribution of Respondents

Department No of Respondents % Distribution of Respondents

Personnel 9 45

Monitoring &
Investigation 7 35
Accounts 4 20
SOURCE field survey, December 2006

Table 3 shows that most (45%) of sampled respondents work within the

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 personnel department. This number is followed closely by respondents who
work within the monitoring and investigations department (350/0). The least
number of sampled respondents (20%) hail from the Accounts department.

TABLE 4: Educational Background of Respondents

Educational Background No of Respondents % Distribution of Respondents

O' level certificate 4 20

National Diploma 3 15
Higher National Diploma 7 35
Bachelors Degree 5 25
Masters Degree 1 5
Total 20 100
SOURCE: Field survey, December 2006

Again, most (350/0) of respondents sampled are holders of the Higher National
Diploma Certificate 25% of sampled respondents are Bachelors Degree and only
5% is a master degree holder.

It can thus be concluded that there exist an appreciable level of graduates within
the organisation since 65% of the sampled respondents are graduates.

4.2 NATURE OF PROMOTION AND JOB PERFORMANCE IN TEACHING SERVICE

COMMISSION ((TESCOM))

Section B of the questionnaire dealt exclusively with respondents' perception of

the nature of promotion practice within (TESCOM) and their level of job
performance question 5 of the questionnaire wanted to know how many times
they had been when last respondents were promoted, while question 7 sought
to determine which methods were applied in effecting their promotion.

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 The analysis of these questions and the results are presented in tables 5,6, and 7
respectively.

TABLE 5: Frequency of promotion of respondents

Frequency No of Respondents %Distribution of Respondents

Nil 3 15
Once 5 25
Twice 4 20

Three times 5 25
4-6 times 2 10
More than 6 times 1 5
Total 20 100
SOURCE: Field survey, December 2006.

Table 5 reveals that two categories of respondents that, is those who have been
promoted just once and those who have been promoted above three times,
each make up 250/0 of the sample population. Respondents who have been
promoted twice up 20% of same population the least population of respondent
(500/0) is composed of only one respondent who has been promoted more than
6 time.

TABLE 6: Last time respondents were promoted

Last time No of Respondents %Distribution of Respondents

1 year ago 1 5.88
2 year ago 2 11.76
3 year ago 4 23.53
4 year ago 7 41.18
More than 4yrs ago 3 17.65
Total 17 100
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 SOURCE: Field survey, December 2006.

Table 6 presents very interesting results first, it should be noted that 17

respondents were allowed to respond to his question, since the other 3 had
earlier clamed not to have been promoted since joining the organisation. As such
the sample size for this question would be 17 and not 20.

Majority of respondents (14.18%) claim to have been promoted 4 years ago. only
5.88% of sampled populations were promoted last just one year ago.

TABLE 7: Method Applied in promoting respondents

Method No of Respondents %Distribution of Respondents

Internal Advertisements - -
Managerial Decision - -
Civil Reforms 17 100
Guidelines
Total 17 100

Table 7 confirms that the civil service reforms guideline is the only means by
which officers are promoted within the public Service, and that the teaching
service commission Lafia Office is no exception in a nutshell, the civil service
reforms require that promotion of officers should be based on annual
performance compiled over a period of 3 years performance at the promotion
interview, additional job - related qualifications obtained and seniority
subsequently, respondents were encouraged to assess the administration of
promotion (question 8) and to provide information on their last performance
rating (question 9). In responding to question 8, respondents were told to
consider certain criteria such as equity, fairness transparency and speed of

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 processing applications. The responses to and analysis of these responses are
presented in table 8 and 9 respectively.

TABLE 8 Respondents' Assessment of the Administration promotion

Assessment No of Respondents %Distribution of Respondents

Outstanding - -
Very Highly Effective 1 5
Highly effective 3 15
Fairly effective 12 60
Not effective 4 20
Total 20 100

SOURCE: Field survey, December 2006

Majority (600/0) of sampled respondents assess the administration of promotion

within (TESCOM) as being fairly effective. Again only 1 respondent (50/0) regard
the administration of promotion as being highly effective.

TABLE 9: Performance Rating of Respondents

Rating No of Respondents %Distribution of Respondents

Outstanding 1 5
Very Highly 10 50
Highly 8 40
Average 1 5
Below Average - -
Total 20 100

SOURCE: Field survey, December 2006

Exactly half (50/0) of respondents sampled claim to be very high performers.

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 40% of them claim to be high performers, while 50/0 of them claim to be
outstanding and average performers respectively.

4.3 IMPACT OF PROMOTION ON RESPONDENTS' JOB PERFORMANCE

The last section of the questionnaire about the impact the practice of promotion
had on respondents level of job performance. Question 10 sought to determine
the impact of promotion on job performance and question 11 asked respondent
to determine what forms of motivation were capable of enhancing job
performance.

TABLE 10: Impact of promotion on respondents' job performance

Level of Impact No of Respondents %Distribution of Respondents

Outstanding 3 15
Very important 11 55
Fairly important 4 10
Not important - -
Important - 20
Total 20 100

SOURCE: Field survey, December 2006

A dominant majority (550/0) of respondents claim that promotion has had a very
important impact on their level of job performance the least number of
respondents (10%) think it has been fairly important. No respondent regards
promotion as not being important in enhancing job performance.

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 TABLE 11: Respondents' perception of job performance enhancing factors

Factors Response Rate (%) Rank

Promotion Prospects 75 3rd

Financial Incentives 95 1st

Training 35 5th
Recognition of efforts 80 2nd
Friendly workplace atmosphere 50 4th
Nature of job 20 6th
Total 20 100

SOURCE: Field survey, December 2006

Table 11 reveals that financial incentives ranks 1 st with a response rate of 950/0
this means that 19 out of 20 sampled respondents perceive it as capable of
enhancing job performance recognition of respondents' efforts at work is ranked
2nd, while promotion prospects is ranked 3rd with a response rate of 15%
training and nature of job being undertaken by respondents are both regarded
as last motivating factors.

4.4 CONSIDERATION OF HYPOTHESES

Earlier in the introductory chapter, two sets of hypotheses were formulating to

serve as a guide in the conduct of investigations. Each of these hypotheses is
stated in their null and alternative forms.

Hypothesis 1:

These exists a positive relationship between promotion and job performance.

Ho: There is No relationship between promotion and job performance

- 32 -
 Hi: Promotion tends to enhance job performance

In testing this hypothesis, the correlation method of analysis was applied.

Correlation analysis tests the degree of association between identified variables
X and Y. In this case, variable X served as the number of time respondents have
been promoted (as obtained from questions), and variable Y served as the
performance level of respondents (from question 9) and ranked as follows:

Outstanding - 5 points

Very High - 4 points

High - 3 points
Average - 2points

Furthermore, the student test was used to determine whether the relationship
between two variables is significant enough to reject the null hypothesis.

The correlation coefficient is given as:

nxy (x) (y)2

r=

Cnx2 = (x)2 (ny2 (y)2

Where n = 20

r= 20 x 175y (45) (70)

(20 x 165 (45)2 (20 x 258 - (70)2)

r= 3500 - 3150

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 (3500 - 2025) (5160 - 4900)

r= 350

(1275) (260)

r= 350 = + 340

331500 375.76

r= 0.61

This shows that there is a positive, but fairly strong relationship between the
variables. This means that an in number of promotions per employee would
increase his job performance. See working table.

Working Table

x Y XY X2 Y2
0 1 0 0 1
0 3 0 0 9
0 3 0 0 9
1 3 3 1 9
1 3 3 1 9

1 4 4 1 16
1 3 3 1 9
1 3 3 1 9
2 4 8 4 16
2 4 8 4 16
2 3 6 4 9
2 3 6 4 9

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3 4 15 9 25
3 4 12 9 16
3 4 12 9 16
3 4 12 9 16
3 4 12 9 16
5 4 20 25 16
5 4 20 25 16
7 4 28 49 16
45 70 175 165 258

Using the student "t" test

To = r n2

12

Where to = obtain value for a

To = 0.61 x 20 2

1 (0.61)2

To = 0.61 x 18

1 0.372

To = 0.61 x 18

0.628

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To = 0.61 x 5.35

To = 3.27

But the critical value of + (+) at 18 degrees of freedom and at = 0.05 level of
significance is 1.734

Thus (t ) = 1. 734

Therefore, to > + DC

Decision since to > + reject Ho (null hypothesis) and accept Hi (alternative

hypothesis) Thus, promotion enhances job performance at 0.05 level of
signification.

Hypothesis 2

Employees' level of satisfaction with promotion procedures and practice

increases with job status.

Ho: There is no relationship between employees' level of satisfaction with

promotion administration and job status.

Hi: Employees' level of satisfaction with promotion administration tends to

increase as job status increases.

Cross table was used to test this hypothesis

TABLE 12 Relationship between respondents' job status assessment of

promotion administration

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 Assessment

Job status outstanding very High High Fair Not effective Total

Senior staff 0 1 2 0 0 3
Intermediate 0 0 1 6 1 8
Staff
Junior staff 0 0 0 6 3 9
Total - 1 3 12 4 20

Table 12 shows that the only respondent who assesses the respondents of
promotion is a senior number of staff. Again 670/0 of respondents who assess
the administration of promotion as being high are also senior members of staff
this confirms that respondents of higher job status assess the administration of
promotion higher than their junior counterparts. This also shows that the
alternative hypothesis is accepted that as job status increases, respondents level
of satisfaction with the administration of promotion also increases.

- 37 -
 REFERENCES

1. Asika N (1991); Research Methodology in the Behavioural Sciences; Longman,

Lagos

2. Olawuyi, G (1997); Elements of Public Administration Jedidiah Publishers,

Abeokuta

- 38 -
 CHAPTER FIVE

5.0 SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

In the last chapter of this work various forms of analyses were undertaken to
process responses offered by employees of the Teaching service commission
Lafia Office in the course of investigations. In this chapter, the findings obtained
from these analyses shall be summarized furthermore, conclusions shall be
deduced based on such finding, while salient recommendations shall be made.

5.1 SUMMARY OF FINDINGS

A total of 20 employees of the teaching service commission ((TESCOM)) served

as respondents during the study. Most of these employees had spent less that 5
years within the organization, holders of the Higher National Diploma and within
the junior cadre of the organization.

It was found by the study that most employees had been promoted either once
or three times since joining the organization. Again, the last time most
employees were promoted was 4 years ago promotion within administration of
promotion is conducted in line with the civil service Reforms guidelines.

I, the level of job performance within the organization is very high promotion has
had a significant, positive impact on employees' level of job performance such an
impact can also be described as very important to employee's job performance
level.

5.2 RECOMMENDATIONS
- 39 -
Based on the findings of the study and its conclusion the following
recommendations are offered:

a) Inspite of the positive relationship, which exists between promotion and job
performance within the organization, the administration of promotion only
received an average rating or assessment from employees. This implies that
more work, needs to be done by management on the critical aspects of
promotion administration.

According to Graham (1981), these aspects include ensuring that promotion

is based on ability, relevant experience and length of service.

b) The 3 - yearly compilation of the annual performance evaluation report

(APER) for each employee should be reviewed. This procedure give the
impression that officers are not eligible for promotion until after 3years,
despites their level of performance. It also makes it difficult to correct the
various shortcomings of officers within a reasonable period of 1 year.

c) Promotion should be administered together with other forms of motivation,

and backed by sound managerial and leadership practices within the
organisation. The study has identified other factors such as financial
incentives and recognition of efforts, which employees believe have a more
profound impact on performance than promotion. This then implies that
while promotion is capable of enhancing an employee's job performance,
when applied in isolation, it may not yield the desired results.

- 40 -
5.3 CONCLUSIONS

Emerging from the findings previously summarized the following conclusions can
be deduced.

a) The practice of Promotion within the teaching service commission

((TESCOM)) can be -described as being fairly effective. Also, the
administration of promotion is conducted in line with the Civil Service
Reforms guidelines.

b) The level of job performance within the organization is very high.

c) Promotion has had a significant, positive impact on employees' level of job

performance. Such an impact can also be described as very important to
employees' job performance level.

- 41 -
 REFERENCES

1. Graham, H.T (1981); Human Resources Management Macdonald and

Evans, Plymouth

- 42 -
 BIBLOGRAPHY

1) Adamolekun, L (1983); public Administration: A Nigerian and Comparative

perspective; Longman, New York.

2) Asika, N (1991), Resarch methodology in the Behavoural Sciences; Longman;

Lagos.

3) Dawson,s (1996); Analysing organisation, machillan, London

4) Etzioni, A (1964); Modern Organizations; Prentice Hall, New Jersey

5) Graham, H.T (1981); Human Resources Management machonald & Evans;

plymouth.

6) Harding, H (1987); management appreciation pitman, London

7) Kast F.E. and Rosenzweig, J. (1981); Organization and Management;

Mcgraw -Hill; Tokyo

8) Olawuyi G. (1997); Elements of Public Administration Jedidiah Publishers,

Abeokuta

9) Stoner, J.A.F. (1982); Management prentice -Hall; New Jersey.

- 43 -
 APPENDIX 1

QUESTIONNAIRE

Please indicate responses to the following questions by ticking where

appropriate.

SECTION A: PERSONAL DATA

1. For how many years have you worked with the Teaching Service Commission?

a) Less than 5 years

b) 5 - 14 years

c) 10 - 14 years

d) 15 - 19 years

e) 20 years and above

2. What is your job status with the organisation

a) Senior staff (Grade level 12 & above ( )

b) Intermediate staff (Grade level 07 - 10) ( )

c) Junior staff (Grade level 01 - 06) ( )

3. What department do you work in

a) Personnel ( )

b) Monitoring & Investigation ( )

c) Accounts ( )

- - 44 - -
4. Please indicate your highest educational qualification

a) O' Level Certificate ( )

b) National Diploma or equivalent ( )

c) Higher National Diploma or equivalent ( )

d) Bachelors Degree ( )

e) Masters Degree ( )

SECTION B: NATURE OF PROMOTION AND JOB PERFORMANCE

5. How many times have you been promoted since joining the Teaching service
commission.

a) More than 6 times ( )

b) Nil ( )
c) Once ( )
d) Twice ( )
e) Three times ( )
f) 4 - 6 times ( )
6. If your answer to (5) above is not now, when last were you promoted?
a) 1 year ago

b) 2 years ago

c) 3 years ago
d) 4 years ago

e) More than 4 years ago

- - 45 - -
 f) Others (please specify)

7. What method was applied in effecting you last promotion.

a) Internal Advertisement ( )

b) Managerial Decision ( )

c) Civil Service reforms guidelines ( )

d) Others (please specify)

8. How would you assess the administration of promotion within the Teaching
service commission?

a) Outstanding ( )

b) Very Highly Effective ( )

c) Highly effective ( )

d) Fairly effective ( )

e) Not effective ( )

9. What was the nature of you last job performance rating?

a) Outstanding ( )

b) Very High ( )

c) High ( )

d) Average ( )

e) Below Average ( )

- - 46 - -
SECTION C RELATIONSHIP BETWEEN PROMOTION AND JOB PERFORMANCE.

10.How would you assess the impact of promotion on your job performance.

a) Outstanding

b) Very Important

c) Important

d) Fairly Important

e) Not Important

11.Which of the following forms of motivation would enhance your present level
of job performance?

a) Promotion prospects

b) Financial incentives

c) Training opportunities

d) Recognition of effort

e) Friendly workplace atmosphere

f) Nature of job being undertaken

g) Others (please specify)

- - 47 - -