Knowledge Management, Work Ethics, and Leadership Management as Predictors of Academic Staff Engagement in Colleges of Education in Southwest, Nigeria
DOI:
https://doi.org/10.37134/mrj.vol13.1.3.2024Keywords:
Staff, Engagement, Retention, Work ethics, Leadership Management and Knowledge ManagementAbstract
Employee engagement issues have become a concern to researchers, especially in our tertiary institutions that face challenges. This study examined knowledge management, work ethics, and leadership management as predictors of academic staff engagement in Colleges of Education in South-West Nigeria. The study adopted the descriptive survey research design. The sample comprised nine hundred and thirty-six (936) academic staff selected through a stratified random sampling technique from one college of education in each of the six states of southwest Nigeria. Data were collected using five instruments; namely: Employees Engagement Scale (r = 0.84), Knowledge Management Scale (r = 0.82), Work Ethics Scale (r = 0.61) and Leadership Management Scale (r = 0.57). Findings revealed the significant composite contribution of knowledge management, work ethics, and leadership management to academic staff engagement. It was recommended that Nigerian Colleges of Education management should appropriately incorporate leadership styles that will foster positive work engagement. They should also ensure that their academic staff are comfortable with the work climate and are willing to stay on. Suppose academic staff are valued for their contributions, receive constructive criticism, and are given latitude in how they go about their jobs. In that case, both student engagement and instructor retention will increase, making for a better educational environment overall.
Downloads
References
Abdul Rahman, N. (2015). Determinant of Employee Engagement and Knowledge Management For Enhancing Employee Engagement. E-Proceeding of the International Conference on Social Science Research.
Adeyemo, A. O. (2017). Relationship between motivation and staff retention: A case study of the College of Education, Lanlate, Oyo, Nigeria. International Journal of Advanced Academic Research- Arts, Humanities and Education, 3 (4), 34-35. www.ijaar.org
Akanji, B., Mordi, T., Ajonbadi, H. & Mojeed-Sanni, B. (2018). Impact of leadership styles on employee engagement and conflict management practices in Nigerian universities. Issues in Educational Research, 28(4), 830-848. http://www.iier.org.au/iier28/akanji.pdf
Akif Lutfi, A. & Sahar, M. (2013). The Impact of Leadership Styles Used by the Academic Staff in the Jordanian Public Universities on Modifying Students' Behavior: A Field Study in the Northern Region of Jordan. International Journal of Business and Management; 8 (1), 1-10.
Annunya, T. (2014). Oranization’s Ethics, Job Performance Satisfaction and Effects on Employees’ Engagement and Commitment. International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering. 8(6), 2002-2004.
Bedarkar, M. & Pandita, D. (2014).A study on the drivers of employee engagement impacting employee performance. Procedia - Social and Behavioral Sciences 133, 106 – 115. doi: 10.1016/j.sbspro.2014.04.174 ScienceDirect ICTMS-2013
Buckingham, M. & Coffman, C. (1999). "First, Break All the Rules: What the World's Greatest Managers Do Differently", Simon and Schuster, New York, NY
Chartered Institute of Personnel and Development (2006). Reflections on Employee Engagement: Change agenda. London.
Demerouti, E., & Cropanzano, R. (2010). From thought to action: Employee work engagement and job performance. In A. B. Bakker (Ed.) & M. P. Leiter, Work engagement: A handbook of essential theory and research (pp. 147–163). Psychology Press.
Durojaiye, A. (2019). Knowledge Management, Organisational Learning, and Structure as Predictors of University Academic Staff Quality of Work-Life in Ogun State. A Ph.D. Thesis submitted to the Department of Educational Management and Business Studies, Olabisi Onabanjo University, Ago Iwoye, Ogun State, Nigeria.
Efanga, S. I., Effiong, R. C., & Nwokomah, J. M. (2018). Ethical leadership behaviour of heads of department and job performance of academic staff in south-south universities, Nigeria. Advances in Social Sciences Research Journal, 5(3), 49-56.
Esmaeil, S. D., Ghaffar, K. & Arefe, K. (2018). The association between occupational ethics and job engagement with the mediating role of career adaptability among employees of Ardabil University of Medical Sciences, Iran (2017-2018). Journal of Occupational Health and Epidemiology, 7(3), 160-166.
Fenzel, J. L. (2013). “ Examining Generational Differences in the Workplace: Work Centrality, Narcissism, and Their Relation to Employee Work Engagement”. These and Dissertations. Paper 350.
Filius, R., De Jong, J. & Roefs, C. E. (2000). Knowledge management in the HRD office: A comparison of three cases. Journal of Workplace Learning, 12(7), 286-295.
Hough, C., Green, K. & Plumlee, G. (2016). Impact of ethics environment and organizational trust on employee engagement. Journal of Legal, Ethical and Regulatory Issues, 18(3), 45-65
Iqbal N, Karim SHA, & Haider N (2015) Impact of Rewards and Leadership on the Employee Engagement in the Conventional Banking Sector of Southern Punjab. Arabian J Bus Manag Review 5:132.
Keeley, E. (2004). Institutional research as the catalyst for the extent and effectiveness of knowledge-management practices in improving planning and decision-making in higher education organizations (Doctoral dissertation). Available from ProQuest Dissertations and Theses database. (UMI No.3152488).
Macey, W., & Schneider, B. (2008). The meaning of employee engagement Industrial and Organizational Psychology, 1 (1), 3-30.
Mangundjaya, W. L., & Ardiansyah, A. (2018a). The impact of trust on transformational leadership and commitment to change. Advanced Science Letters, 24(1), 493-496.
Markos, S. and Sridevi, M.S (2010). Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, 5(12): 89-95.
Martin, K.D., & Cullen, J.B. (2006). Continuities and extensions of ethical climate theory: A Meta-Analytic Review. Journal of Business Ethics, 69, 175-194.
Mc Daniel, C. (1997) .Development and psychometric properties of the Ethics Environment Questionnaire. Med Care, 35(9), 901-914. DOI:10.1097/00005650-199709000-00003
Miller, M.J., Woehr, D.J., & Hudspeth, N. (2002). The meaning and measurement of work ethic: Construction and initial validation of a multidimensional work ethic profile. Journal of Vocational Behavior, 60, 451-489.
Nonaka, I., & Takeuchi, H. (2004). Knowledge creation and dialectics. In H. Takeuchi, I. Nonaka (EDs), Hitotsubashi on Knowledge management (pp. 1-28). Singapore: John Wiley & Sons (Asia).
Parboteeah, K. P., & Kapp, E.A. (2008). Ethical climates and workplace safety behaviors: An Empirical investigation. Journal of Business Ethics, 80, 515-529.
Paul Y. (2012). A glance into Organizational Culture, Ethical Workplace Climate, and Employee. Engagement levels in Health Organization Unit. A Masters’ Thesis. The University of Prince Edward Island. Charlotettown, P.E.I
Ramachandran, S., Chong, S., & Wong, K. (2013). Knowledge management practices and enablers in Public Universities: A gap analysis. Campus-Wide Information Systems, 30(2), 76-94.
Schaufeli, W., Salanova, M., Gonzalez-Roma, V., & Bakker, A. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Study, 3, 71-92.
Schmidt, F. (2004). Workplace well-being in the public sector- a review of the literature and the road ahead for the Public Service Human Resource Management Agency of Canada. Ottawa: PSHRMA. Retrieved from http://www.hrma-agrh.gc.ca/hr-hr/wlbps-eeoppfps/documents/workplaceWellBeing.pd
Thitithananon, P., & Klaewthanong, T. (2007). Knowledge management is a perfect education development tool: Is Thailand’s higher education ready to embrace it? Journal of Knowledge Management Practice, 8(2). Retrieved from http://www.tlainc.com/artcl135.htm
Vosloban, R. L. (2012) The Influence of the Employee's Performance on the company's growth - a managerial perspective. Procedia Economics and Finance 3, 660 – 665. doi: 10.1016/S2212-5671(12)00211-0
Wen, Y. (2009). An effectiveness measurement model for knowledge management. Knowledge-based systems, 22(5), 363-367.
Xu, J. & Thomas, H. C. (2011) "How can leaders achieve high employee engagement?". Leadership & Organization Development Journal,32(4), 399-416.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 Emmanuel Adekunle Adebiyi, Abolaji Olugbenga Bukki, Adeolu Oludare Olatoye, Olufemi Adewale Oyesanya
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
