PRINCIPALS STAFF DEVELOPMENT STRATEGIES AS CORRELATE OF TEACHERS JOB EFFECTIVENESS IN PUBLIC SECONDARY SCHOOLS IN ANAMBRA STATE

Authors

  • Onyekwelu Raphael Azubuike, PhD. Department of Educational Foundations, Faculty of Education, Chukwuemeka Odumegwu Ojukwu University, Igbariam Campus, Anambra State, Nigeria

DOI:

https://doi.org/10.59795/ijersd.v5i4.131

Keywords:

Principals, Staff Development, Strategies, Teachers, Job Effectiveness

Abstract

The main purpose of the study was to investigate the relationship between principals’ staff development strategies and teachers’ job effectiveness in public secondary schools in Anambra State. One research question guided the study and one hypothesis was tested at 0.05 level of significance. The correlational research design was adopted for the study. The population of the study comprised 266 public secondary school principals in Anambra State. Two validated instruments were used for data collection. The test of reliability of the instrument yielded reliability coefficient of 0.82 and 0.87 for PSDSQ and TEQ respectively. The Pearson Product Moment Correlation Coefficient and simple regression analysis were used to analyze data for the study.  The finding of the study revealed that there is a very high positive relationship between staff development strategy and teachers’ job effectiveness in public secondary schools in Anambra State. Finding also revealed a significant relationship between staff development strategy and teachers’ job effectiveness in public secondary schools in Anambra State. based on these findings, the researcher recommended among others that Principals of public secondary school should encourage teachers to actively participate in staff development programmes so that can improve their effectiveness on the job

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Published

2024-05-08

How to Cite

Raphael Azubuike, O. (2024). PRINCIPALS STAFF DEVELOPMENT STRATEGIES AS CORRELATE OF TEACHERS JOB EFFECTIVENESS IN PUBLIC SECONDARY SCHOOLS IN ANAMBRA STATE. Int’l Journal of Education Research and Scientific Development, 5(4), 9. https://doi.org/10.59795/ijersd.v5i4.131

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