Social and Behaviour Change Communication Approaches and Community Policing In Nigeria (Published)
The study is premised on “Social and Behaviour Change Communication (SBCC) Approaches and Community Policing in Calabar South Local Government Area, Cross River State, Nigeria”. It examines the awareness level of the concept of community policing and how it can be sustainably entrenched, using a community-grounded communication approach. The study adopted the survey method as the research design while the data were gathered using the questionnaire. The population of study includes; CRUTECH residents, Police, Vigilante members and CRUTECH private security who are all stakeholders on security matters in CRUTECH. The purposive sampling method was adopted to select respondents from within the residential area while the Social Exchange Theory and Community Organization Model were used to theoretically underpin the concept of community policing in a social and behavior change communication perspective. The findings showed that, the awareness level of community policing among CRUTECH residents was moderate, hence, the isolation experienced between the parties. The study concluded that, for a result-oriented, cohesive relationship between the Police and the community, the government, Police, and Community Vigilant groups should adopt a conceptual umbrella to integrate their different message efforts that enable them share information for collective goals.
Keywords: Behaviour change., Community Policing, Security, communication, social mobilization
Social and Behaviour Change Communication (SBCC) Approaches And Community Policing in Calabar South Local Government Area, Cross River State, Nigeria (Published)
The study is premised on “Social and Behaviour Change Communication Approaches and Community Policing in Calabar South Local Government Area, Cross River State”. It examines the awareness level of the concept of community policing and how it can be sustainably entrenched and effective, using a community-grounded communication approach. The study adopted the survey method as the research design while the data were gathered using the questionnaire. The population of study includes; CRUTECH residents, Police, Vigilante members and CRUTECH private security who are all stakeholders on security matters in CRUTECH. The purposive sampling method was adopted to select respondents from within the residential area while the Social Exchange Theory and Community Organization Model were used to theoretically underpin the concept of community policing in a social and behavior change communication perspective. The findings showed that, the awareness level of community policing among CRUTECH residents was moderate, hence, the isolation experienced between the parties. The study concluded that, for a result-oriented, cohesive relationship between the Police and the community, the government, Police, and Community Vigilant groups should adopt a conceptual umbrella to integrate their different message efforts that enable them share information for collective goals.
Keywords: Behaviour change., Community Policing, Security, communication, social mobilization
Frequency of On-Job Training (Ojt) Of Administrative Staff Atmmust: A Human Resource Practice and Promotional Tool for Organizational Performance (Published)
Masinde Muliro University of Science and Technology (MMUST) is one of the institutions that sponsors its administrative staff to a variety of trainings, including on-job training programs. The university’s Human Resource Development (HRD) policy of On-Job Training (OJT) aims at ensuring that staff can cope with the dynamics of a competitive higher education environment. Like most public universities, once trained, an employee would require to be placed in a job that requires the newly acquired knowledge and skills. However, in most organizations, non-placement of trained employees persists. This phenomenon leads to high turnover as they leave to look for positions that suit their training elsewhere. Those employees that do not leave may under-perform due to a feeling of under-utilization or non-recognition. This paper is an investigation into the frequency of OJT in the institution and how this relates to individuals’ current jobs as well as transformation to their future appointments and promotions. The study employed a case study design and targeted 149 administrative staff. Since the target population was small, census sampling approach was used thus it formed the sample size. Data was collected using structured questionnaire and an interview schedule. Qualitative data was analyzed thematically while quantitative data was analyzed descriptively using percentages and frequency distribution techniques. The results revealed that most staff often attend OJT and indicated quite a number having received training while on their current job.
Keywords: Behaviour change., Knowledge, Non-placement, On Job Training, Performance, Skills
Frequency of On-Job Training (OJT) Of Administrative Staff At MMUST: A Human Resource Practice and Promotional Tool for Organizational Performance (Published)
Masinde Muliro University of Science and Technology (MMUST) is one of the institutions that sponsors its administrative staff to a variety of trainings, including on-job training programs. The university’s Human Resource Development (HRD) policy of On-Job Training (OJT) aims at ensuring that staff can cope with the dynamics of a competitive higher education environment. Like most public universities, once trained, an employee would require to be placed in a job that requires the newly acquired knowledge and skills. However, in most organizations, non-placement of trained employees persists. This phenomenon leads to high turnover as they leave to look for positions that suit their training elsewhere. Those employees that do not leave may under-perform due to a feeling of under-utilization or non-recognition. This paper is an investigation into the frequency of OJT in the institution and how this relates to individuals’ current jobs as well as transformation to their future appointments and promotions. The study employed a case study design and targeted 149 administrative staff. Since the target population was small, census sampling approach was used thus it formed the sample size. Data was collected using structured questionnaire and an interview schedule. Qualitative data was analyzed thematically while quantitative data was analyzed descriptively using percentages and frequency distribution techniques. The results revealed that most staff often attend OJT and indicated quite a number having received training while on their current job.
Keywords: Behaviour change., Knowledge, Non-placement, On Job Training, Performance, Skills
