Browsing by Author "TARIKU KASSA SIBATO"

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    ASSESSMENT OF CAREER DEVELOPMENT AND ACADEMIC STAFF MOTIVATION: THE CASE OF SELECTED TVET COLLEGES IN GURAGE ZONE
    (WOLKITE UNIVERSITY, 2018-06) TARIKU KASSA SIBATO
    The researcher was initiated to conduct the study on the assessment of career development andacademic staff motivation on the case of selected public TVET Colleges in Gurage zone (Wolkite, Butajira, Agena and Arekit) for the assumption to represent all TVET colleges in the zone and the region. These colleges were also selected purposefully based on their establishment years/age. To realize the study successfully, a descriptive survey design was employed in the study and the information was gathered through self-administered questionnaire from a sample of 192 respondents. Respondents were selected by simple random sampling technique. The data collected from the questionnaire were analyzed using software called Statistical Package for Social Science (SPSS), by using statistical tools such as: frequency/percentage, mean, standard deviation, and other appropriate techniques were applied to assess the magnitude and direction of each independent variable. Assessing the levels of career development practice; staffs motivation in general; impact of career development on academic staff’s motivation; problems of career development and level of staff motivation with regard to career development practice. The study revealed that, the overall mean score for the career planning practice and career advancement was 2.7629 and 2.776 respectively; and this implies that, majority of trainers in TVET colleges were highly dissatisfied with both activities. At the same time, level of staff’s motivation has grand mean score of 3.126 which implies that, the majorities of respondent moderately agreed on their motivation level in their present jobs. Many important strategies also suggested for raising academic staff’s motivation; these are: appreciate and acknowledge best performers; treat all employees fairly and provide extra financial incentives to trainers for extra work done are the dominant one. Accordingly, the study provides strategies that can be used to minimize constraints to career advancement after the reform; these are: there should be merit based assignment of deans and other administrative staffs, review and set clear and transparent policies on promotion, training and advancement and avoid unfair/unequal treatment of employees in the college, appreciate and acknowledge the best performers; make academic activities free from politics; develop different types of reward programs; and make trainers career path and growth criteria easily achievable.