Welcome to American Journal of Educational Research

American Journal of Educational Research is a peer-reviewed, open access journal that provides rapid publication of articles in all areas of educational research. The goal of this journal is to provide a platform for scientists and academicians all over the world to promote, share, and discuss various new issues and developments in different areas of educational research.

ISSN (Print): 2327-6126

ISSN (Online): 2327-6150

Editor-in-Chief: Freddie W. Litton

Website: http://www.sciepub.com/journal/EDUCATION

Google-based Impact Factor: 1.27   Citations

Article

A Multi Criterion- Approach and an Educational Comparative Need Assessment Based on the Analysis of Staffs' Competencies

1Persian Gulf University, Research Institute of Persian Gulf

2Educational administration, National Iranian Gas Company, Bushehr Province Gas Company


American Journal of Educational Research. 2015, 3(7), 949-955
doi: 10.12691/education-3-7-20
Copyright © 2015 Science and Education Publishing

Cite this paper:
Amir Farokhnejad, Bahram Fadaiyan. A Multi Criterion- Approach and an Educational Comparative Need Assessment Based on the Analysis of Staffs' Competencies. American Journal of Educational Research. 2015; 3(7):949-955. doi: 10.12691/education-3-7-20.

Correspondence to: Amir  Farokhnejad, Persian Gulf University, Research Institute of Persian Gulf. Email: farokhnejad_shu@shyahoo.com

Abstract

The aim of this paper is to assess the educational needs of staffs working in technical and operational deputy of Bushehr Oil Produces Distribution National Company (BOPDNC) along with a comparative/mixed approach. Objectives of this paper is focused on Executive Skills(ES),Interpersonal Skills (IS), Intellectual Essentials(IE), Personality Essentials(PE).The study population consisted of 143 staffs among which some of them were working in administrative and financial affairs and some of them were working in operational deputy known as middle managers. A none-random sampling was applied to conduct the requested model. Data were gathered via three questionnaires including staffs' competencies, paired comparisons of criterion and competency factors, and staffs' competencies and educational needs. Using AHP method could help to identify four key competencies of staffs including executive skills, interpersonal skills, intellectual essentials, and personality. Findings showed that the used AHP method could help to identify educational needs, increase in educational effectiveness, and increase in motivation of staffs' participation for need assessment and performing the educational plans. Since all today organizations are requested to prepare educational plans for improving their own staffs, the results of this paper, and of course, similar papers can be generalized for making professionally knowledge, skills, and attitudes develop.

Keywords

References

[1]  Bhatia, S.K. (2009). Training and Development: Concepts and Practices. Mayapauri, Phase 1, New Delhi.
 
[2]  Byham, W. (2002). Developing dimension of competency-based human resource systems. Canada: DDI.
 
[3]  Byham, W., & Moyer, M.(2002). Rising competencies to build a successful organization, Canada: DDI.
 
[4]  Clark, D. (2005). Discussion Competencies. Available at: http://www.nwlink.com
 
[5]  Chan, J.F. (2010). Training Fundamentals: Pfeiffer Essentials Guides To Training Basics. John Wiley and Sons, Inc.
 
Show More References
[6]  Fee, K. (2009). Delivering e-learning: A complete strategy for design, application and assessment. London: Cogan-Page.
 
[7]  Karami, M. (2007). Managers Education with Competency Model. Tadbir Quarterly, Vol. 18, No. 179.
 
[8]  Parhizgar, K. (2010). Comparative ethical analysis of educational competition in academia. Competetiveness Review: An International Business Journal, Vol.20, No.1, p.72-84.
 
[9]  Pande, A. (2005). Perspective on Training Need Assessment: Training and management. New Delhi.
 
[10]  Zahid, I.M. (2011). The growing concept and uses of training needs assessment: A review with proposed Model. Journal of European Industrial training, Vol.35, No.5.
 
Show Less References

Article

Surveying the Relationship of Emotional Intelligence and Staffs' Job Performance Case: Chahar Mahal Bakhtiari Province Gas Company

1Educational Administration, Islamic Azad University, Shar-e-Kord Branch, Iran

2Islamic Azad University, Shar-e-Kord Branch, Iran


American Journal of Educational Research. 2015, 3(8), 956-958
doi: 10.12691/education-3-8-1
Copyright © 2015 Science and Education Publishing

Cite this paper:
Somayyeh Bahramian, Seyyed Ali Siadat, Tayyebeh Sharifi. Surveying the Relationship of Emotional Intelligence and Staffs' Job Performance Case: Chahar Mahal Bakhtiari Province Gas Company. American Journal of Educational Research. 2015; 3(8):956-958. doi: 10.12691/education-3-8-1.

Correspondence to: Somayyeh  Bahramian, Educational Administration, Islamic Azad University, Shar-e-Kord Branch, Iran. Email: sommayeh_bahramian@yahoo.com

Abstract

The aim of this paper is to urvey the relationship of emotional intelligence (EI) and job performance (JP) of staffs working in Chahar Mahal Bakhtiari Province Gas Company (CMBPGC). Study population consisted of 147 staff working in CMBPGC all of which 147 persons were selected as study sample. Data were obtained via two staffs' job performance (Paterson, 1990) and EI (Farnhaeim, 2002) questionnaires having 15 items, and 30 ones respectively based on Likert Scale from completely disagree to completely agree. Findings, based on Pearson's Correlation Coefficient, showed that there would be a significantly positive relationship between emotional intelligence and staffs' job performance. Also, there would be a significantly positive relationship between staffs' self-managerial; self-motivation, social awareness, and management of relations with job performance. Some suggestions were finally raised to make job performance improve through increasing in emotional intelligence to managers.

Keywords

References

[1]  Ashforth, B. E., & Humphrey, R. H. (1993). Emotional labor in service roles: The influence of identity. Academy of Management Review, Vol.18, p. 88-115.
 
[2]  Austin E J. (2005). Correlates of trait emotional intelligence: results from Canadian and Scottish groups. University of Edinburgh. 7 George square, Edinburgh EH 89JZ Uk.
 
[3]  Ashkanasy, N. M., Ashton-James, C. E., & Jordan, P. J. (2004). Performance impacts of appraisal and coping with stress in workplace settings: The role of affect and emotional intelligence. In P. Perrewe, & D. Ganster (Eds.), Research in occupational stress and wellbeing. Emotional and psychological processes and positive intervention a. strategies, Vol. 3 pp. 1-3). Oxford, U.K.: Elsevier Science.
 
[4]  Ashkanasy, N.M., & Dasborough, M.T. (2003). Emotional awareness and emotional intelligence in leadership teaching. Journal of Education for Business, Vol.79, p.18-22.
 
[5]  Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: The new challenge for managers. Academy of Management Executive, Vol.16, p. 76-86.
 
Show More References
[6]  Ashkanasy, N. M., & Daus, C. S. (2005). Rumors of the death of emotional intelligence in organizational behavior are vastly exaggerated. Journal of Organizational Behavior, 26, 441-452.
 
[7]  Ashton-James,C.E (2003). Is emotional intelligence a viable construct? MS, University of Queensland Business School, Brisbane, Australia.
 
[8]  Bono, J.E., Foldes, H.J., Vinson, G.,& Muros, J.P. (2007). Workplace emotions: The role of supervision and leadership. Journal of Applied Psychology, Vol. 92, p.1357-1367.
 
[9]  Bono, J.E., & Vey, M.A. (2007). Personality and emotional performance: Extraversion, neuroticism, and self-monitoring. Journal of Occupational Health Psychology, Vol. 12, p. 177-192.
 
[10]  Daus, C.S., & Ashkanasy, N. M. (2005). The case for the ability-based model of emotional intelligence in organizational behavior. Journal of Organizational Behavior, Vol. 26, p. 453-466.
 
[11]  Detterman, D.K. (1986). Humsn intelligence is a complex system of separate processes. (pp. 17-19). Norwood, NJ: Ablen.
 
[12]  Goleman, D. (1995). Emotiotional intelligence: Why it can matter mor than IQ. (pp.10-35). New York, NY: Bantam.
 
[13]  Hough, L.M., & Ones, D.S. (2001). The structure, measurement, validity, and use of personality variables in industrial, work, and organizational psychology. In N. Anderson, D. S.Ones, H.K.Sinangil, & C.Viswesvaran (Eds.), Handbook of industrial, work and organizational psychology. Thousand Oaks, CA: Sage.
 
[14]  Humphrey, R.H. (2006). Promising research opportunities in emotions and coping with conflict. Journal of Management and Organization, Vol.12, p. 179-186.
 
[15]  Jordan, P.J., Dasborough, M.T., Daus, C.S., & Ashkanasy, N.M. (2010). A call to context: Comments on emotional intelligence and emotional social competencies. Industrial and Organizational Psychology: Perspectives on Science and Practice,
 
[16]  Lenaghan, J.A., Buda, R., & Eisner, A.B. (2007). An examination of the role of emotional intelligence in work and family conflict. Journal of Managerial Issues, Vol.19, p.76-94.
 
[17]  Mayer, J.D. (1999). Emotional intelligence: Popular or scientific psychology? APA Monitor, Vol. 30, No. 50.
 
[18]  Mayer, J.D., Caruso, D.R.,& Salovey, P. (1999). Emotional intelligence meets traditional standards for an intelligence. Intelligence, Vol.27, p. 267-298.
 
[19]  Mayer, J. D.,& Salovey, P. (1997). What is emotional intelligence? In P. Salovey (Ed.), Emotional development and emotional intelligence (pp. 3-31). New York: Basic Books.
 
[20]  Mayer, J.D., Salovey, P., & Caruso, D. (2002). Mayer–Salovey–Caruso Emotional Intelligence Test (MSCEIT): User’s manual. Toronto, ON: Multi-Health Systems.
 
[21]  Mayer, J.D., Salovey, P., Caruso, D., & Sitarenios, G. (2003). Measuring emotional intelligence with the MSCEIT V2.0. Emotion, Vol. 3, p.97-105.
 
[22]  Mayer, J.D., Salovey, P., & Caruso, D.R. (1999). Emotional intelligence as zeitgeist as personality and as a mental ability. (pp. 9-12). San Francisco, CA: Jossey- Bass.
 
[23]  Van Rooy, D., & Viswesvaran, C.(2004). Emotional intelligence: A meta-analytic investigation of predictive validity and nomological net. Journal of Vocational Behavior, Vol.65, p.71-95.
 
Show Less References

Article

Focusing on Change in Educational Leadership: The Need for Female Leaders in Tertiary Institutions in Nigeria

1Department of Educational Foundations and Administration, Nwafor Orizu College of Education, Nsugbe, Anambra State, Nigeria

2Department of Educational Foundations, Enugu State University of Science and Technology, Enugu State, Nigeria


American Journal of Educational Research. 2015, 3(8), 959-963
doi: 10.12691/education-3-8-2
Copyright © 2015 Science and Education Publishing

Cite this paper:
AKUDO FLORENCE U., OKENWA GETRUDE N.. Focusing on Change in Educational Leadership: The Need for Female Leaders in Tertiary Institutions in Nigeria. American Journal of Educational Research. 2015; 3(8):959-963. doi: 10.12691/education-3-8-2.

Correspondence to: AKUDO  FLORENCE U., Department of Educational Foundations and Administration, Nwafor Orizu College of Education, Nsugbe, Anambra State, Nigeria. Email: makudos@yahoo.com

Abstract

The Constitution of the Federal Republic of Nigeria guaranteed social, economic and political rights to all citizens irrespective of sex, age, religion, cultural background among others. But it was observed that women are under-represented in leadership positions in the tertiary education sector of the nation, even though they constitute the majority of the teaching workforce. They seem to possess unique qualities that enhance their leadership potentials, as they bring into leadership communication, intermediary and interpersonal skills that many men do not possess. This paper argues that educational leadership in Nigeria need to be re-focused. It presents research findings using Personality assessment questions, demographic analysis and interview on the personality qualities and motivational factors of leaders in the tertiary institutions in Anambra State of Nigeria. Literature were reviewed on leadership, educational leadership, changes and rational for change in formal organization and female leadership. It concludes that there are no distinctive variance in male and female leadership roles. But that female leaders are more assertive, persuasive, emphatic, flexible and are willing to take risks etc. That application of more sustainable leadership styles would lead to change in educational leadership in Nigeria.

Keywords

References

[1]  Cole, G.A. (2002). Personnel and human resources management. London: Education, Low Sponsored Text (5th Ed.).
 
[2]  Onifade, A. (2001). Management: office business education. Abeokuta: Kappco Nigeria Ltd.
 
[3]  Kouzes, J.&Posner B. (2007). The leadership challenges C.A: Jossey Bass.
 
[4]  Northouse G. (2007). Leadership theory and practice (3rd ed.). London: New Delhe, Sage Publications, Inc.
 
[5]  Nwankwo, I. &Ibe, A. (2012). Problems, and prospects of youth preparation in Nigeria secondary schools for leadership and national development. In A.O. Ajeni, U.G. Emetarom, A.O. Okwari, J.A. Undie & J.E. Okon (eds) Managing education for national transformation. Ibadan: His Lineage Publishing House.
 
Show More References
[6]  Jago, A.G. (1982). Leadership: Perspectives in theory and research. Journal of management science 28(3) 315-332.
 
[7]  Brinia, V. (2011). Female educational leadership in primary education in Greece: A theoretical framework based on experiences of female school leaders. In Journal of International Studies in Educational Administration Vol. 39 (3).
 
[8]  Adepoju, T.L. (2005). Educational administration. A guide. Ibadan: Corporate Publications.
 
[9]  Fadipe, J.O.& Adepoju, T.L. (2009). Change and innovation process in formal organizations. In J .B. Babalola & A.O. Ayeni (eds) educational management theories and task. Lagos: Macmillan Nigeria Publishers Limited.
 
[10]  Adepoju, T.L. (2006). Educational system in Nigeria. Lagos: Prospects Publications.
 
[11]  Swam, M. (2010). The qualities that distinguishes women leaders. Retrieved from www.calipercorp.com on 18 February, 2014.
 
[12]  Greenberg, H. (2009). Women leaders. Retrieved on 18 February, 2014 from www.calipercorp.com.
 
[13]  Llopis, G. (2011). Leadership. Retrieved from www.forbes.com/.../skills-that- gives-women-a-sustainable-advantage-over-men on 18 February, 2014.
 
[14]  Montiel, M. (2011). Women leaders. Retrieved on 18 February, 2014 from www.forbes.com/.../women-leaders-must-drive-in-not-just-learn-in-part.
 
[15]  Bennis, W. (1999). The Leadership Advantage, Lenders to Leader 12:18-23.
 
[16]  Blackmore, J. (1999). Troubling Women: Feminism, Leadership and Educational Change (Open University press, Buckingham).
 
[17]  Brenner, O.C. (1982). Relationships of Education to Sex, Managerial Status, and the Managerial Stereotype. Journal of Applied Psychology 67:380-388.
 
[18]  Bush, T. & Clover, D. (2003), School Leadership: Concepts and Evidence (Nottingham: National College for School Leadership).
 
[19]  Coleman, M. (2002). Gender and Leadership Style: The Self-Perceptions of Secondary Headteachers. Paper given at the Belmas Annual Conference At Aston University, Birmingham, 20-22 September.
 
[20]  Comer, L.B., Jolson, M.A., Dubinsky, A.J. & yammarino, F.J. (1995). When the Sales Manager is a Woman: An Exploration into the Relationship between Salespeople’s Gender and their Responses to Leadership Styles. The Journal of Personal Selling & Sales Management. 15(4):17-22.
 
[21]  Davidson, M.J. & Burke, R.J. (eds) (1994). Women in Management: Current Research Issues (London: Paul Chapman Publishing).
 
[22]  Eagly, A.H. & Johnson, B.T. (1990). Gender and Leadership Style: A Meta-Analysis, Psychological Bulletin 108: 223-256.
 
[23]  Ferrario, M. (1994). Women as Mnagerial Leaders, in M.J. Davison and R.J. Burke (eds), Women in Management: Current Research Issues (London: Paul Chapman Publishing).
 
[24]  Fullan, M. (2000). Leadership for the Twenty-First Century, in M. Fullan (ed.), The Jossey-Bass Rader on Educational Leadership (San Francisco: Jossey-Bass), 156-163.
 
[25]  Hall, V. (1997). Dusting off the Phoenix, Educational management and Administration 25(3): 209-324.
 
[26]  Joy, L. (1998). Why Are Women Underrepresented in Public School Administration? An Empirical Test of Promotion Discrimination, Economics of Education review, 17(2): 193-204.
 
[27]  Kirkwood, J. (2009), Motivational Factors in a Push-Pull Theory of Entrepreneurship, Gender in Management: An International Journal 24(5): 253-254.
 
[28]  Knight, P. & Trowler, P. (2001). Department Leadership in Higher Education: New Directions for Communities of Practice (Buckingham: Open University Press).
 
[29]  Kousez, J. & Posner, B. (1990). Leadership Practices Inventory (L.P.I): A Self-Assessment and Analysis (San Diego, C.A: Pfeiffer).
 
[30]  Maxwell, C.J. (1998). The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You (Nashville, T.N: Thomas Nelson).
 
[31]  Mosley, D.C. Meggision, L.C. & Pietri, P.H. (2001). Supervisory Management (Cincinnati, OH: Thomson Learning).
 
[32]  Newman, M.T. (2004). Practitioners’ Meanings of School Leadership: Case Studies on Jamacian High School Principals, DEd thesis, Faculty of Education, Griffith University.
 
[33]  Ozga, J. (ed.) (1993). Women in Educational Management (Buckingham: Open University Press).
 
[34]  Park, D. (1966). Gender Role, Decision Style and Leadership Style, Women in Management Review, 118(8): 13-17.
 
[35]  Pounder, J.S. (2001). ‘New Leadership’ and University Organizational Effectiveness: Exploring the Relationship, Leadership & Organizational Development Journal, 22(6): 281-290.
 
[36]  Quinn, R.E. Faerman, S.R. Thompson, M.P. & McGrath, M.R. (1990). Becoming a Master Manager: A Competency Framework (Toronto, ON: John Wiley & Sons).
 
[37]  Robbins, S.P. (2003). Organizational Behaviour, 10th edition (Upper Saddle River, NJ: Pearson Educational).
 
[38]  Rosener, J.B. (1990). Way Women Lead, Harvard Business Review 68:6:119-125.
 
[39]  Shakeshaft, C. (1989). Gender Equity in Schools, in C.A. Capper (ed.) Educational Administration in a Pluralistic Society (Albang, NY: State University of New York Press), 87-109.
 
[40]  Thompson, M.D. (2000). Gender, Leadership Orientation and Effectiveness: Testing the Theoretical Models of Bolman and Deal and Quinn, Sex roles 42(11-12): 969992.
 
[41]  Valentine, S. & Godkin, L. (2000). Supervisor Gender, Leadership Style and Perceived Job Design, Women in Management Review (15(3): 117-129.
 
[42]  Vikanas, T. & Carton, G. (1993). Competencies of Australian Women in Management, Women in Management Review, 8(30): 31-35.
 
[43]  Weirich, H. & Koontz, H. (1993). Management: A global perspective. New York: McGraw-Hill.
 
Show Less References