Browsing by Author "Oluwumi Olatunde AKINOLA"

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    Lecturers’ Professional Ethics, Talent Management Strategies and Job Performance in Public Colleges of Education in Southwest, Nigeria
    (Lead City University, Ibadan, 2025-12) Oluwumi Olatunde AKINOLA
    Ethics and talent management in lecturers’ job performance cannot be overemphasised. This has given some concerns to stakeholders as the ethics and talent management seem to be dwindling, thus reflecting on the lecturers’ job performance. The severity of this issue lies in its potential repercussions, including a decline in the quality of education, decreased student satisfaction, disengagement from learning, and hindered academic performance. Previous studies had examined professional ethics and talent management separately; few had holistically explored their interplay and collective influence on lecturers' job performance, particularly within colleges of education in Southwest Nigeria. This gap in the literature necessitated the present study on lecturers’ professional ethics, talent management strategies, and job performance in public colleges of education in Southwest Nigeria. The research was anchored on social exchange theory and institutional theory. The study employed a descriptive research design. Three research questions were raised and answered, and five hypotheses were formulated and tested. Data were analysed using descriptive statistics for research questions and inferential statistics for hypotheses. The population comprised 2,574 lecturers and 14,619 second- year students from public colleges of education in Southwest Nigeria. A multi-stage sampling procedure incorporating various techniques such as total enumeration, simple random sampling, and the Taro Yamane formula was used to select a sample size of 840 lecturers and 2,992 second-year students. Data were collected using a self-structured questionnaire for lecturers and interviews for students. The reliability of the instruments was determined using Cronbach’s alpha and Cohen’s Kappa (α = 0.831 and κ = 0.73). The findings revealed that lecturers’ job performance was at a moderate level (x̄= 2.51), while their adherence to professional ethics was also moderate (x̄= 2.90). However, the level of talent management strategies employed in colleges of education was found to be low (x̄= 2.44). Further analysis indicated that lecturers’ professional ethics and talent management strategies had a significant combined influence on lecturers’ job performance (Adj.R 2 = 0.111) and (F (2,770) = 49.118; p < 0.05). Individually, both lecturers’ professional ethics (β = 0.185, t = 5.203, p < 0.05) and talent management strategies (β = 0.340, t = 9.589, p < 0.05) significantly influenced job performance. Additionally, there is significant institutional difference in the level of lecturers’ professional ethics, talent management strategies and job performance in public colleges of education in Southwest (p < 0.05). In conclusion, improving lecturers’ effectiveness requires a stronger emphasis on professional ethics training, strategic talent management practices, and the elimination of systemic barriers. The study recommended that colleges of education managers should prioritise continuous professional development through regular workshops, mentorship programmes, and initiatives aimed at strengthening teaching, research, and community engagement. Keywords: Lecturers’ Professional Ethics, Talent Management Strategies, Job Performance, Public Colleges of Education Word Count: 439