| Introduction | | | | overemphasized. There must be full participation |
| The Senate is the highest academic body in the | | | | of individuals who are effective and efficient so as |
| university system with the Vice-Chancellor as its | | | | to help the growth of the committee system in |
| chairman. Its authority covers all academic | | | | university governance. It is then therefore worthy |
| matters although some, such as appointments, | | | | to mention that staff participation in the decision |
| are shared with council. It is Senate that has the | | | | that affects their working lives is essential for |
| formal authority under the university’s | | | | effective management. |
| charter and status to make academic policy. | | | | Hypotheses Two |
| Therefore, for it to take meaningful decisions it | | | | The committee system will not significantly |
| has to create certain committees. Council is the | | | | improve decision making process in university |
| governing body of the University and is the | | | | governance |
| formal employer of all university staff. It is | | | | Assumptions |
| charged with the general control and | | | | N1 8 |
| superintendent of the Policy, Finance and Property | | | | X1 24.62 |
| of the University. University employees are | | | | S1 6.82 |
| required under the leadership of the | | | | N2 7 |
| Vice-Chancellor to carry out Councils policies. To | | | | X2 14.90 |
| that extent the Vice-Chancellor may be seen as | | | | S2 6.20df 13 |
| “Chief Executive”. He is supported by the | | | | Cal-tValue2.674 |
| Registrar who is responsible for the | | | | TableValue2.15 |
| university’s academic and administrative | | | | DecisionDo not accept. |
| supportive services. | | | | < |
| The use of committees was entrenched in the | | | | In the table above, since the calculated t value is |
| Laws/Acts establishing Nigerian Universities as | | | | higher than the table value, we therefore do not |
| indicated in the University of Ibadan Act of 1962 | | | | accept the hypothesis. This finding reveals that |
| which states that: “Anybody or persons | | | | the committee system is a vital tool for |
| established by the Act shall without prejudice of | | | | improving decision making process in university |
| the generality, shall have power to appoint | | | | management. This finding is in line with Jeje |
| committees consisting of members of that body | | | | (1983), who states that committees bring about |
| and subject to the provisions of sub-section(7) of | | | | group judgment on an issue, thereby protecting |
| section four of this Act to authorize committee | | | | the university or chief executive from errors |
| established by it to exercise, on its behalf, such of | | | | arising out of the decision of an individual. |
| its functions as it may determine”. In the | | | | Hypotheses Three |
| management of higher institutions, committees | | | | The committee system will not significantly instill |
| play very important roles in the decision making | | | | confidence in the university system. |
| process. This is because as democratic | | | | Assumptions |
| establishments, universities’ decisions on | | | | N1 9 |
| governance must reflect the opinion of a cross | | | | X1 27.87 |
| section of the staff if such decisions are to be | | | | S1 7.62 |
| accepted. This explains why many institutions in | | | | N2 7 |
| the country have established many committees | | | | X2 15.28 |
| to assist management in arriving at useful and | | | | S2 6.44df 14 |
| meaningful decisions that can facilitate the proper | | | | Cal-tValue 3.279 |
| management and growth of the university | | | | TableValue2.15 |
| system of education. | | | | DecisionDo not accept |
| Ede (2000), describes universities as international | | | | This finding reveals that there will exist trust and |
| communities engaged in the daily business of the | | | | confidence if the committee decisions are |
| search for knowledge and truth. Ogunmodede | | | | faithfully implemented. All cadres of staff are of |
| (1981), states that authority of governance of | | | | the opinion that committees would however tend |
| Nigerian Universities is derived from an external | | | | to ignore the views of staff if they are in conflict |
| source – The Visitor, who invariably is the | | | | with those of the university administration. |
| president in the case of a Federal University and | | | | Mehendiratta (1984), in his study on university |
| the Governor in the case of a State University. | | | | administration in India and USA states that it |
| According to Daudu (1986), the management of | | | | would be advisable for the university system itself |
| such complex organization requires participation | | | | to device an adequate machinery to deal with |
| through the committee system because of the | | | | grievances of students, teachers, subordinate |
| bureaucratic, collegial and political models that are | | | | staff and administrators and this machinery should |
| applicable in them. | | | | be so devised that all persons concerned would |
| Nwachukwu {1988}, describes a committee as a | | | | have confidence in its impartiality and |
| device for achieving coordination of activities and | | | | independence. |
| sharing information among various departments | | | | Hypothesis four |
| and divisions of an organizations. He further states | | | | The committee system will not significantly |
| that committee decisions help to promote better | | | | influence university management. |
| coordination in an organization. Ikenwe (1998), | | | | Assumptions |
| highlighting the work of Foxworthy (1971), wrote | | | | N1 8 |
| that the primary motive of instituting the | | | | X1 24.38 |
| committee system in institutional governance has | | | | S1 6.75 |
| grown out of the motive concern for | | | | N2 8 |
| democratizing decision making in those institutions | | | | X2 16.38 |
| and a recognition of the need for more broadly | | | | S2 7.41df 14 |
| based decision making as universities become | | | | Cal-t |
| more complex. This explains why many | | | | Table |
| institutions in the country established many | | | | DecisionAccept. |
| committees to assist its management in arriving | | | | The finding reveals that the committee system |
| at useful and meaningful decisions that can | | | | will not influence university management. This is |
| facilitate the proper management and growth of | | | | because the respondents agree that committees |
| the university system of education. | | | | do not provide effective advisory services to |
| In view of the importance of the committee | | | | Vice-Chancellors, and that committee |
| system in university management, it is therefore | | | | recommendations will not influence opinions of the |
| necessary to investigate its impact on the | | | | university council and senate. What this result |
| effective and efficient management of the | | | | shows is that even though the university |
| university system in Benue State of Nigeria. | | | | community believes that committees are vital |
| Statement of the Problem | | | | tools for university governance, they are not |
| There have been frequent cries by some | | | | confident that university administration will really |
| members of the university community that the | | | | implement the recommendations of committees. |
| committee system may not necessarily be the | | | | This also shows that there exist lack of trust |
| best method of effectively managing a university | | | | between the university community and the |
| system. These staff members argue that the | | | | university administration. It is pertinent to ask why |
| disadvantages of the committee system on | | | | a staff who is found worthy of promotion in the |
| university management appear to out weigh the | | | | Departmental appointment and promotions |
| advantages. Various segments of the staff have | | | | committee be denied promotion by the council |
| severally expressed their grievances, some | | | | appraisal and promotions committee. Explanations |
| violently and others peacefully over non | | | | would also be needed as to why a student who is |
| implementation of committee decisions. These | | | | found guilty of examination malpractice is |
| crises negate effective management of higher | | | | rusticated by the College/Faculty examination |
| institutions. There is therefore the need to | | | | malpractice committee however when the same |
| investigate this problem | | | | case gets to senate, such a student is expelled. |
| Purpose of the Study | | | | One wonders therefore why these committees |
| The purpose of this study is to investigate how | | | | are set up to look into these cases when |
| effectively committees affect university | | | | decisions made by them are not implemented. |
| management in Benue State of Nigeria. | | | | Suffice it to say that because of administrative |
| Specifically, the study is concerned with the level | | | | interest in these matters, decisions made by |
| of staff participation in the various committees | | | | these committees are jettisoned. These actions |
| and their confidence and trust in these | | | | negate the purpose of setting up these |
| committees and their importance in the | | | | committees and also breed distrust in the system. |
| management of the university system. | | | | Sifuna (1991), states that the tendency for |
| Research Questions | | | | Vice-Chancellors to monopolize all aspects of |
| The following questions were answered by the | | | | decision making has now been perfected in the |
| study:- | | | | creation of Vice-Chancellors ‘management |
| (i) Does the committee system improve decision | | | | boards’ whose powers are too wide and |
| making process in the universities? | | | | constantly erode those of the senate. Views or |
| (ii) Does the committee system lead to greater | | | | decisions of committees are ignored if they are in |
| participation of members of staff in the university | | | | conflict with those of administration. He further |
| community? | | | | states that although universities teach about |
| (iii) Do decisions made by committees instill | | | | democracy and are quite vocal about the need |
| greater confidence in the university community? | | | | for popular participation in decision-making, |
| (iv) Do committees provide effective advisory | | | | universities’ administrative structures and key |
| services to Vice- Chancellors? | | | | policy-making bodies are most undemocratic. |
| (v) Do committees’ recommendations | | | | Conclusion and Recommendations |
| influence opinion of the university council and | | | | Universities the world over are established for the |
| senate towards proper management of the | | | | propagation, dissemination and the application of |
| institutions? | | | | knowledge. The university system is made up of |
| Hypotheses | | | | people with investigative and critical minds with |
| The following hypotheses were formulated:- | | | | the function of teaching, research and public |
| (i) The committee system will not significantly lead | | | | service, dedicated to intellectual life and hence the |
| to the participation of a higher number of staff in | | | | need for a democratic system and consequently |
| university management. | | | | the introduction of the committee system of |
| (ii) The committee system will not significantly | | | | governance. The study has identified that staff of |
| improve decision making process in university | | | | BSU and UAM are not as confident as they would |
| management. | | | | like to be in the committee system. This is as a |
| (iii) The committee system will not significantly | | | | result of the non-implementation of committee |
| instill greater confidence in the university. | | | | recommendations in university governance. There |
| (iv) The committee system will not significantly | | | | is therefore the need for the university |
| influence university management. | | | | administration to effectively and efficiently |
| Methodology | | | | implement committee recommendations so as to |
| The population of the study was made up of the | | | | boost the confidence of staff in the system. |
| staff members of the two universities in Benue | | | | University administration should further find a way |
| State of Nigeria. The stratified random sampling | | | | to create conditions for trust to exist within the |
| technique was adopted for this study because of | | | | university community as there is a lot to gain in a |
| the large population involved. The population was | | | | trusting environment. |
| therefore arranged into five sub-groups or strata. | | | | Tierney (1999), in his paper on Trust and |
| This helped to ease data collection and analyses. | | | | Academic Governance opines that if individuals are |
| In effect, the study samples consist of 203 | | | | to make far-reaching decisions they need to |
| members of senior staff, 109 members bringing | | | | create the conditions for trust to exist. According |
| the total to 312 drawn from the study sample. | | | | to Longing (2002), institutional success at |
| The study used one structured questionnaire for | | | | navigating the currents of higher education is the |
| the 312 respondents. The adopted Likert Four | | | | dependent on the effectiveness of governance |
| Point rating scale of 4, 3, 2, and 1, was used to | | | | structures and decision making processes. Still, |
| analyze responses in the questionnaire. | | | | governance and decision making as the subject of |
| Method of Data Analysis | | | | empirical research currently receives only |
| The mean, standard deviation and t-test were | | | | moderate attention. |
| used to verify results and arrive at certain | | | | There is therefore the need for researchers to |
| conclusions. A mean of 2.50 was used as cut-off | | | | investigate more on how best to govern higher |
| point of decision making for each item on the | | | | institutions to meet their desired goals without |
| instrument. Any item with a mean of 2.50 and | | | | distrust. Universities must a evolve appropriate |
| above was considered adequate and hence | | | | leadership styles and practices. Delegation and |
| enhances the level of respondents on the use of | | | | communication channels should be followed. Staff |
| committees in university governance. Any item | | | | should be actively involved in decision making if |
| with a mean of 2.50 and above was considered | | | | they to be fulfilled and effective in following up |
| adequate and hence enhances the level of | | | | decisions made. Participation will increase their level |
| respondents on the use of committees in | | | | of out put. Recommendations made by |
| university governance. Any item with a mean of | | | | committees should be accepted and implemented |
| less than 2.50 was considered inadequate. The | | | | without delay so as to boost confidence in the |
| four hypotheses formulated for this study were | | | | system. There should be mandatory, introductory |
| tested at 0.05 level of significance using student | | | | and refreshers courses/ seminars on the |
| t-test for each. Where the calculated value is | | | | committee system for staff especially for junior |
| greater than the table value of t at 0.05 level of | | | | staff members so as to understand what the |
| significance, the null was not accepted. On the | | | | committee system is all about as most of them |
| other hand, if the calculated value is less than the | | | | do not know how the committee system |
| table value of t at 0.05 level of significance, the | | | | operates. |
| null hypotheses was accepted. After subjecting | | | | References |
| the responses to the above statistical methods | | | | Daudu P. (1986) Committee versus centralized |
| and analyses, three out of the four null | | | | system of managing Higher institution: A choice |
| hypotheses were not accepted, while the fourth | | | | between participation and efficiency, Unpublished |
| was accepted. | | | | paper |
| Hypotheses One | | | | Denga D. I. and Ali A. (1998) An introduction to |
| The committee system will not significantly lead | | | | research methods and statistics in education and |
| to the participation of a large number of staff in | | | | social sciences, (3rd ed) Calabar, Nigeria, Rapid |
| university management. | | | | Educational Publishers Ltd. |
| Assumptions | | | | Ede .S. A. (2000) Educational administration and |
| N1 5 | | | | management, Jos, Nigeria: Ichedum Publication |
| X1 15.25 | | | | Nigeria, Ibadan, Nigeria, Spectrum Books Ltd. |
| S1 4.35 | | | | Gwary T. H. (1993) Participative strategies for |
| N2 6 | | | | higher education management: A case study of |
| X2 5.99 | | | | Federal College of Education,Yola. Education today, |
| S2 2.80df 6 Cal-tcal.t Value 2.85 Tabletable Value | | | | 6 (3). |
| 2.45 | | | | Ikenwe E. (1988) The use of committees in |
| Decision | | | | Higher institutions in Bendel state. An unpublished |
| Do not accept. | | | | thesis of the University of Nigeria, Nsukka. |
| The result of the first hypothesis as shown | | | | Jeje .A. (1983) The administration of faculties in |
| above clearly indicates that the committee | | | | University of Ife, An unpublished field attachment |
| system encourages participation of a large | | | | report for MPA degree, University of Ife. |
| number staff. Tahir (1991), agrees with this finding | | | | Longing T.C. (2002) Institutional governance: A call |
| as he states that leadership must evolve styles | | | | for collaborative decision making in American |
| that can ensure effective staff and student | | | | higher education. Boston, MA Anker Publishing Co. |
| participation in decision making that affect them. | | | | Nwachukwu .C. C. (1988) Management theory and |
| Gwary (1993), also maintained that full participation | | | | practice, Onitsha, Africana- Feb Publishers Limited. |
| is a process where each individual member of a | | | | Ogunmodede A. (1981) The community system |
| decision making body has equal power to | | | | of the university of Ibadan Management. |
| determine the outcome of the decision. This | | | | Unpublished M.ED dissertation, University of Ibadan. |
| means that the use of participatory system of | | | | Mehendiraratta P. |
| governance in the university system cannot be | | | | |