Perceived Administrative Tasks As Determinants of Job Performance by Indigenous Football Coaches in Fct, Abuja

PERCEIVED ADMINISTRATIVE TASKS AS DETERMINANTS OF JOB PERFORMANCE BY INDIGENOUS FOOTBALL COACHES IN FCT, ABUJA.

BOTAR EMMANUEL MKAV

PG/M.ED/09/51016

SUPERVISOR: DR. DONATUS A. ANIODO

SEPTEMBER, 2013.

TITLE PAGE

PERCEIVED ADMINISTRATIVE TASKS AS DETERMINANTS OF JOB PERFORMANCE BY INDIGENOUS FOOTBALL COACHES IN FCT, ABUJA.

A PROJECT PRESENTED TO THE DEPARTMENT OF HEALTH AND PHYSICAL EDUCATION, UNIVERSITY OF NIGERIA, NSUKKA IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTER DEGREE IN EDUCATION (M.ED) ADMINISTRATION OF PHYSICAL EDUCATION AND SPORTS.

BOTAR EMMANUEL MKAV

PG/M.ED/09/51016

NOVEMBER, 2011. ii

APPROVAL PAGE

This project has been approved for the Department of Health and Physical Education University of Nigeria Nsukka

……………………………….. ……………………… Project Supervisor Internal Examiner

……………………………. …….…………………… External Examiner Head of Department

………………………………. Dean, Faculty of Education

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CERTIFICATION

Botar, Emmanuel Mkav, a Postgraduate Student in the Department of Health and Physical Education with Registration Number PG/M.ED/09/51016 has satisfactorily completed the requirements for course and research work for the Master Degree (M.ED) Administration of Physical Education and Sports. The work embodied in the project is original and has not been submitted in part or in full for any other diploma or degree of this or any other University.

______Dr. Donatus A. Aniodo Botar, Emmanuel Mkav Project Supervisor Researcher

Date……………………… Date………………………

DEDICATION

This Project is dedicated to Almighty God for His Awesomeness and providence and to my late Parents Mr. and Mrs. Botar Uwua and my dear Uncle Mr. J.H. Ashe for staking all they had for my Education.

ACKNOWLEDGEMENT

I cannot appreciate the Almighty God enough for His love, mercies, faithfulness and security all around me throughout this academic venture. The completion of this study is by His grace. Thank you God the Father, Son and Holy Spirit. I am grateful to my supervisor; Dr. Donatus A. Aniodo for the amazing favour I found in his hands. He created time out of his tight scholastic schedules to read every line of my work and offered useful suggestions from his wealth of experience to make this Project what it is. May God reward you abundantly in Jesus’ name, amen. In a very special way, I acknowledge the inspiration, encouragement and motivation of Prof. E.S. Samuel, Prof. Chuks Ezedum and Drs.J.E. Umeifekwem, D. O. Dike, G. O. Nji, C.N. Ogbuji, and Dr. F.C. Ugbwueze. They read my work at various stages and made useful contributions. I want to register my profound gratitude to Professor O.A. Umeakuka whose tenure as Head of Department of Health and Physical Education University of Nigeria, Nsukka, witnessed a tremendous academic progress in the turnout of Postgraduate Students in the department. This was a team work effort of the entire academic staff of the department who equally deserved my acknowledgement. My special thanks go to messers. Mike Nyamgum and Ude Ekele and late Ayuba Bwamba who assisted me by taking the questionnaire to some of the study areas gathered and brought the data back to me. Their assistance and fervent prayers made me to complete the work at this time. To my wife Dorathy, M. Botar and my Children, Mkav D. Dorathy, Mkav, Magdalene Doofan and Mkav, Moria Mfe, you are extremely wonderful to me, I say thank you. I sincerely want to express my profound gratitude to my Elder brother, late Aondokaa Botar whose presence at home and his continued prayers and wishes made me to achieve this feat. Mrs. Jacinth O. Nwachukwu, you are indeed a worthy course mate. Thank you for your encouragement. Last but not the least, my gratitude also go to Dr. Ola E. Adenyi, Elder. J. Sakoma, Elder. Sunday Akoh, Mrs. D. M. Kamadi, Idaa J.O. and Mallam. Isah Aimato for their financial and moral support and advice. It is impossible to mention all who contribute in one way or the other towards the completion of this study. May God reward all of you accordingly? vi

ABSTRACT

The study, Perceived Administrative Tasks as determinants of job performance of Indigenous Coaches in Federal Capital Territory, Abuja, was conducted to ascertain the extent to which these tasks determine the performance level of Indigenous Coaches in FCT, Abuja. To achieve this purpose seven specific objectives and seven corresponding research questions as well as seven hypotheses guided the study. The descriptive survey was used for the study. The research instrument used to collect data for the study was questionnaire. (Questionnaire on perceived Administrative Tasks as Determinants of Job performance of Indigenous Coaches). The entire population of one hundred and thirty one coaches were used, consequently, there was on sampling. Five experts in the Department of Health and Physical Education validated the Instruments. The reliability coefficient of the QPAT was computed using Spearman-Brown Correlation method. The data collected were analysed using mean while t-test was employed for testing the seven null hypotheses. The results of the study showed that planning is very important in the performance of the Indigenous Coaches in FCT Abuja, that Indigenous Coaches’ performance depended on the good organization that is put in place in FCT Abuja, that staffing is necessary in the performance of Indigenous Coaches in FCT Abuja, that coordinating is pertinent to performance by the Indigenous Coaches in FCT Abuja, that both Coaches and Sports Administrators agreed that directing is essential in the performance of the Indigenous Coaches in FCT Abuja and budgeting goes a long way in making the Indigenous Coaches perform well. Based on the results, several recommendations were made: Funding of sports should be a joint responsibility of the appropriate agencies because of the enormity of the funding required. The researcher is of the opinion that companies and multi-companies and other cooperate bodies be made by law to contribute certain percentage of their total profit to the funding and development of sports in their communities as part of their social contract with them. Indigenous Coach should be given time and opportunity by the Sport Administrators to perform and every support and encouragement necessary must be given to him with the aim to achieving the desired goal with little or no interference. Sports administrators should ensure that all indigenous coaches in FCT, Abuja possess mandatory requirement and license to coach any club in FCT, Abuja as it is done globally. Indigenous coaches should be internally motivated by their employers by creating a conducive environment for them to operate, also their salaries, and other allowances be given to them as of when due.

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Table of Contents

Title Page i

Approval Page ii Certification iii

Dedication iv

Acknowledgement v

Abstract vi

Table of Contents vii

List of Tables x

List of Figures xi

CHAPTER ONE: Introduction 1 Background of the Study 1 Statement of the problem 10 Purpose of the study 12 Research Questions 12 Hypotheses 13 Significance of the Study 14 Scope of the study 15

CHAPTER TWO: Review of Related Literature 16 Conceptual Framework 16 A. Administrative Tasks 16 • Planning 17 § Organsing 19 § Staffing 22 § Directing 23 viii

§ Coordinating 25 § Budgeting 28 B. Job Performance Determinants 34 • Motivation 34 Ø Sports facilities/equipment 38 Ø Remuneration 40 Ø Welfare package 43 Ø Job Security 44 Theoretical frame work 46 • Maslow’s Hierarchy of needs 46 • Empowerment Theory 47 • Emotional Intelligence theory 47 • Administrative management theory 48

Review of Related Empirical Studies 49 Summary of Related Review Literature 57

CHAPTER THREE: Methods 59 Research Design 59 Area of the Study 59 Population for the Study 60 Sample and Sampling Technique 60 Instruments for Data Collection 60 § Validity of the Instrument 60 § Reliability of the Instrument 61

Method of Data Collection 62 Method of Data Analysis 62

CHAPTER FOUR: Analysis of Results 63

Research Question 1 63 ix

Research Question 2 64 Research Question 3 65 Research Question 4 66 Research Question 5 67 Research Question 6 68 Research Question 7 69 Hypothesis 70 Summary of Major Findings 74

CHAPTER FIVE: Discussion, Summary, Conclusion, and Recommendations 76

Discussion of the Findings 76

Summary 81 Conclusion 82 Recommendation 83 Remarks and suggestions for future research 84 REFERENCES 86 APPENDICES 98

LIST OF TABLES

Table 1: Responses of Coaches and Sports Administrators on how planning determines the job performance of indigenous Coaches 63 Table2: Responses of Coaches and Sport Administrators on how Organizing determine the job performance of Indigenous Coaches 64 Table 3: Mean and standard deviation of Coaches and Sports Administrators on how staffing determines the job performance of Indigenous Coaches 65 Table 4: Mean and standard deviation responses of Coaches and Sports Administrators on the extent directing determines the job performance of Indigenous Coaches 66 Table 5: Mean and standard deviation responses of Coaches and Sports Administrators on the extent to which coordinating enhances the job performance of Indigenous Coaches 67 Table 6: Mean and standard deviation responses of Coaches and Sports Administrators on the extent to which reporting determines the performance of Indigenous Coaches 68 Table 7: Mean and standard deviation responses of Coaches and Sports Administrators on the extent to which budgeting determines the job performance of Indigenous Coaches 69 Table 8: t test analysis of Coaches and Sports Administrators on planning as determinants of job performance of Indigenous Coaches 70 Table 9:t-test analysis of response of Coaches and Sports Administrators to organizing as determinants of job performance of Indigenous Coaches 71 Table10: t-test analysis of Coaches and Sports Administrators on staffing and job performance of Indigenous Coaches in FCT, Abuja 71 Table11: t-test of Coaches and Sports Administrators on directing and job performance of Indigenous Coaches 72 Table 12: t- test of Coaches and Sports Administrators on coordinating and job performance of Indigenous Coaches 72 Table13: t-test of Coaches and Sports Administrators on reporting and job performance of Indigenous Coaches 73 Table14: t-test analysis of Coaches and Sports Administrators on budgeting and job performance of Indigenous Coaches 74

LIST OF FIGURES

Figure 1: Diagrammatic representation of Administrative Tasks 46

Figure 2: Diagrammatic representation of Theoretical Framework of Coaches 48

CHAPTER ONE:

Introduction Background to the Study The game Football is played globally and is arguably one of the most popular sports on earth. The performance of the game has gone beyond a nation or continent dominating it as it were, when South America as a continent (Brazil, Argentina) dominated the game in the seventies and eighties, (FIFA. 2007). Today, there are no minors or majors in football, but the performance of any team depends to a large extent on the administrative tasks that are employed to enhance the performance of football game. These administrative tasks include; planning, organizing, staffing, directing, coordinating, reporting and budgeting. Administrators who are efficient with these tasks can make their workplaces so inspiring to the employees. In other words, effective utilization of these tasks will enhance the performance of the indigenous coaches even in FCT Football league with good results. Management of an organization has to recognize the problems, identify the opportunities, make the right decisions and take the appropriate actions to operate a successful business (Anderson 1988; Black & Porter 2000). This is carried out by performing the four basic management functions comprising planning, organizing, directing and coordinating effectively. The emphasis placed on each function of the management process depends on the managerial level (Anderson 1988; Schermerhorn 1999). At the higher managerial level, planning plays an important role and is exercised more often. In comparison, at the lower managerial level, directing and coordinating are emphasized (Anderson 1988). However, at whichever level, planning is the process that sets the objectives and determines what should be done to accomplish the objectives. In organizing, tasks are assigned, resources are allocated and activities are arranged to implement plans. Directing is a process of arousing and leading employees to work towards organizational objectives and goals. Last but not least, besides planning, organizing, and directing, one of the critical management processes is coordinating. ( Schermerhorn 1999). Anthony and Govindarajan (1995) define management coordinating as a process by which managers influence other members of the organization to implement the organization’s strategies. Anderson (1988) had this to say, that besides being responsible for setting goals and making decisions about how these goals are reached; managers also influence employees to focus their attention on achieving the goals. Black and Porter (2000) also stated that managers use coordinating as a process to indicate if the current operation meets 2 organization’s objectives. From one perspective, coordinating helps to assure that the current operating systems meet what the organization set out to accomplish (Lorange & Scott- Morton, 1974; Wheelen & Hunger, 2000). It therefore, plays a part in the feedback loop that alerts the manager to adjust activities to meet the objectives (Schermerhorn, 1999). From another perspective, managerial control process is depicted as deciding what the organization should be doing and comparing actual accomplishments with these plans. Managerial control process, therefore, is an important part in strategic management, which involves a long-range planning and strategy development that affects today’s operation, which determines tomorrow’s success of an organization. Thus, the management control process involves both planning and controlling (Anderson, 1988; Anthony & Govindarajan, 1995; Black & Porter 2000; Lorange & Scott-Morton, 1974). For example, if profitability is the goal of an organization, management needs to take appropriate measures or to control those measures that could possibly influence future outcome. In doing so, management is able to make adjustments in their plan before it gets out of control (Wheelen & Hunger, 2000). Planning and coordinating though separate tasks, are closely linked through employees, especially when employees participate in the formulation of the plan from its inception (Anderson, 1988). This is one of the advantages of involving the participation of employees since this allows them to get involved in planning; as a result, coaches are more likely to keep their own activities in line with the intentions of the plan. For example, a coach could meet, negotiate and agree on a schedule for training. All things being equal, this should lead to a more regular and prompt training and reporting than a directive from the sport administrator who may not know what the coach is passing through. As mentioned, management control requires both planning and coordinating activities. Planning involves setting goals and performance standards, and taking action to implement them. Coordinating measures performance against these goals and standards, then actions are taken to correct any deviations if necessary. The purpose of management coordinating is to ensure that strategies are carried out so that the organization’s goals are attained. There are several activities involved in management coordinating. These activities include: Planning what the organization should do, controlling the activities of several parts of organization, communicating information, evaluating information, deciding what action should be taken, and influencing employees to change their behavior (Anthony & Govindarajan 1995). However, the presence of management coordinating does not necessarily mean that results should always correspond to a plan, such as a budget. The stated plans were formulated based on circumstances prevailing at that time. In the meantime, external and 3 internal environments of the organization keep on changing. It is unlikely that management would be able to anticipate all the conditions that are going to happen in the future. Therefore, sports administrators should not be prohibited from implementing ways not originally planned to make the indigenous coaches achieve the goals. Sports Administrators need to use these tasks to enhance performance of the indigenous coaches in FCT Abuja. One of these tasks is planning and it simply means looking ahead and chalking out future courses of action to be followed. It is a preparatory step or it is a systematic activity which determines when, how and who is going to perform a specific job. Planning is a detailed programme regarding future courses of action. This implies that if the sports administrators and the coaches would come together with a well detailed plan to work with the Football clubs in FCT, the coaches would perform better in their league matches. Armstrong,(2004) rightly said, Well plan is half done. Therefore planning takes into consideration available and prospective human and physical resources of the organization so as to get effective co- ordination, contribution and perfect adjustment. It is the basic management function which includes formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources. The sports administrator has to plan well with the coaches in any programme they are carrying on in the clubs to make it perform. For the purpose of this study, planning is a detailed plan to or a systematic activity which determines when, how and who is going to perform a specific job. Organising is the next important function of management after the planning. You know that in case of planning a manager decides what is to be done in future. In case of organising, he decides on ways and means through which it will be easier to achieve what has been planned. Suppose, it is planned to start a new season, the immediate task for the sports administrator is to identify and assign the various tasks involved, and devise structure of duties and responsibilities so that things move smoothly and the objective is achieved. All these tasks form part of organising function. Thus, organising refers to the process of identifying and grouping the work to be performed, defining and determining responsibility and authority for each job position, establishing relationship among various job positions, determining detailed rules and regulations of working for coaches and the supporting staff in the club. Delegation is considered as one of the most important elements in the process of organization because it reduces the load on managers as work is successfully shared by the subordinates. This improves the managerial effectiveness because by delegating a good part of work to the subordinate the managers are able to concentrate on important matters which 4 require their personal attention. Not only that, the organisations nowadays are usually large in size and complex in character, and no manager can claim to have all the skills and expertise to handle all kinds of jobs himself. Moreover, the business activities are spread over a larger area with several branches and units, which make it difficult for him to look after the supervised activities personally at all places. The delegation of responsibility with commensurate authority offers a good workable solution. This also provides an opportunity for subordinates to develop motivates and prepares them for taking up higher responsibilities in future. It leads to creating a healthy work environment and harmony among the employees. Thus, delegation facilitates organizational growth and prosperity. With good planning, organising and staffing, there is need for guidance and that is where directing of the process of the club comes in. Staffing is to plan the manpower inventory required by an organization in order to match them with the job requirements and demands. Therefore, it involves forecasting and determining the future manpower needs of the concern. The managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal and development of the personnel to fill the roles assigned to the employers/workforce. According to Haimann, (2011), Staffing pertains to recruitment, selection, development and compensation of subordinates. The recruitment of qualified coach or coaches and the supporting staff is key to the performance of the football club in FCT Abuja. The coaches also need to be refreshing themselves through seminars, trainings and workshops. The warfare of the staff should be attractive to get the attention of the best indigenous coaches to take appointment with the Football clubs in FCT. With all lots to do to improve the performance of the indigenous coaches there should be a well grounded manpower that will coordinate the activities of the clubs. Staffing is the able manpower that constitutes the work force of an organization that are able to direct the affairs of the organization and this will be the operational definition of staffing in this work. Directing is a process in which the managers (sports administrators) instruct, guide and oversee the performance of the workers (indigenous coaches) to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing has got no importance if directing function does not take place. Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers (coaches) is doing work. In field of management, direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. Accordingly Redmond, (2009) 5 states that, directing consists of process or technique by which instruction can be issued and operations can be carried out as originally planned. Therefore, directing is the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals. The people that will inspire, oversee, and instruct the proceeding is called staff and they are very important in any organization such as Football clubs. For the purpose of this study the researcher has adapted the above definition as an operational word. Co-ordination is the unification, integration, synchronization of the efforts of group members so as to provide unity of action in the pursuit of common goals. It is a hidden force which binds all the other functions of management. According to Mooney and Reelay, (2009), co-ordination is orderly arrangement of group efforts to provide unity of action in the pursuit of common goals. Worth (2009), stated that, co-ordination is the integration of several parts into an orderly whole to achieve the purpose of understanding. Management seeks to achieve co-ordination through its basic functions of planning, organising, staffing, directing and controlling. That is why co-ordination is not a separate function of management because achieving harmony between individuals’ efforts towards achievement of group goals is a key to success of management. Co-ordination is the essence of management and is implicit and inherent in all functions of management. Co-ordination is an integral element or ingredient of all the managerial functions. In other words, co-ordination is the very much essence of management. It is required in each and every function and at each and every stage and therefore it cannot be separated. Co-ordination consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Co-ordination ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. It also measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions. According to Brech, (2009), co-ordination is a systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensuring adequate progress and also recording such experience as is gained as a contribution to possible future needs. The sports administrator has to monitor the coaches to ensure that what they do bring results at the end of the season. This agrees with Donnell,(2009) who says, Just as a navigator continually takes reading to ensure whether he is relative to a planned action, so should a business manager(sports administrators) continually take reading to assure himself that his enterprise is on the right course. The sports administrators can monitor the progress of the clubs through practices and matches played to ensure that the club 6 is doing what it has mandated to do. The operational definition of co-ordination in this study is the unification, integration, synchronization of the efforts of group members so as to provide unity of action in the pursuit of common goals. Management seeks to achieve co- ordination through its basic functions including budgeting. Budgeting in its general sense is the act of quantifying objectives in financial terms. Budgeting assists sports administrators in decision making process in an organization. A budget is a document that translates plans into money, that is, money that is needed to be spent to get the planned activities done (expenditure) and money that will need to be generated to cover the costs of getting the work done (income). It is an estimate, or informed guess, about what you will need in monetary terms to do your work. The budget is an essential management tool. Without a budget, you are like a pilot navigating in the dark without instruments. The budget tells you how much money you need to carry out your activities, for instance the salaries of the coaches, their allowances, bonuses and sign-on-fees. The budget forces you to be rigorous in thinking through the implications of your activity planned. There are times when the realities of the budgeting process force you to rethink your action plans. The sports administrators are therefore responsible for planning, organizing, staffing, directing, co-ordinating, reporting and budgeting to inspire the associated efforts of coaches so that the purpose for which an organization(Club) has been established which is primarily to perform or win laurels may be accomplished in the most effective and efficient manner possible. It is necessary to also know some operational words in this study, for instance coach, indigenous coach, determinant, performance, job performance and administrative task. A coach is someone with a sound knowledge on the job particularly in the area of his sport interest. He teaches the skills of the game he is coaching to players. Igwe (2006) said the nation should realize that the coach is the most important determinant in any system of sport of which the sports administrators are included. According to him, the best of all facilities, equipment and other materials, the aim and objective of sport may still not be achieved if the coach to handle the technical aspects of the game is incompetent. It is therefore necessary for the coach to be well equipped with the technical knowhow of the sport he or she is coaching. Chukwu, (2008) strongly agitated, standardization of coaching is the panacea to high technical quality of the league and the football generally. He maintained that, the Football regulatory body (Nigerian Football Federation) should have a list of coaches that are qualified and licensed for the premier league and those for Divisions one and two. He further 7 suggested that coaching career should be sanitized and standardized to accommodate only for the trained and certificated coaches. Coaches are the technical personnel who are engage in training players. Redmond (2009) maintained that the coach of an athletic team has within himself the power to build future citizens who possess traits that are desirable and acceptable to society or citizens who have a false conception as to what is right and proper. For the purpose of this study, a coach is he that teaches skills to all kinds of people and organizes people for better performances especially at the club level. Athletic Association for Health and Physical Education, Recreation and Dance (AAHPERD 2009) stated that, a coach that has considerable expertise in a sport will quickly gain the confidence and respect of the athletes. Knowledge, skill, and understanding gained through athletic participation can reinforce studies appropriate to athletics and lead to greater empathy with young athletes. Loloko (2010) lamented that some coaches in Nigeria have not got mandatory requirement and licence to coach any club in Nigeria .It is therefore necessary to grade the Nigerian coaches or any person coming to take coaching job in the country. It is a well known fact that, most of the indigenous coaches were skilled performers during their school years and chose to take coaching as a career. Take for example, Christian Chukwu, Tunde Disu, Henry Nwusu, Ben Iroha, Samson Siasia, Stephen Keshi, Emmanuel Amunike, Moses Kpakor and Austin Eguavoen, all fall under this category. However, exceptional ability as an athlete may not necessarily guarantee a successful career in coaching after active service as has been observed from the performances of some of the indigenous coaches.

Hornby (2006) defined indigenous as native, belonging naturally to or that of people regarded as original inhabitants of an area. In this study, indigenous is being Nigerian. Indigenous Coach therefore refers to that person who must be a native of Nigeria who is employed to handle or manage sports irrespective of where he is trained and where he or she comes from within Nigeria. There are some clubs in Nigeria that have foreign coaches as their managers.

Determinants simply mean factors or elements that limit or define a decision or condition. Campbell (2010) suggested three main determinants of performance. These are declarative knowledge, procedural knowledge and skill, and motivation. Declarative knowledge refers to knowledge about facts, principles, and objects. It represents the knowledge of the given task’s requirements. Procedural knowledge and skill is, knowing how to do it. These include cognitive skill, perceptual skill and interpersonal skill. The third predictor of performance is motivation, which refers to a combined effect from three choice 8 behaviors-choices to expend effort, level of effort to expend, and choice to persist in the expenditure of that level of effort.

McFarland (2003) noted that performance is a label that describes in a relative way the extent to which an organization has achieved according to its capacities, potentials and general goals. He contended that effective management is the process of marrying identifiable objectives of an organization to performance, taking into cognizance the consistency of actions and accomplishment of goals. Performance in this study denotes playing well and winning matches. There has been a general concern over the development of local League performance in Nigeria, and the Federal Capital Territory (FCT) Abuja in particular. Akonji (2011) stated that Nigeria Premier League (NPL) should plan to develop the game instead of just raising teams for competitions. He further stated that NPL needs to develop the League to make it as competitive as those of Egypt, Tunisia, South Africa and Sudan. The researcher observed that performance of the clubs especially in the Federal Capital Territory Abuja in the National Division 1, 2, 3 and 4 is not impressive and it is becoming unattractive thereby loosing patronage. The above statement is a fact which agrees with McFarland (2003) that one has to identify with objectives of an organization to performance.

Campbell, (2003) allows for exceptions when defining performance as behavior. For instance, he clarifies that performance does not have to be directly observable actions of an individual. It can consist of mental productions such as answers or decisions. However, performance needs to be under the individual's control, regardless of whether the performance of interest is mental or behavioral. The ability to perform effectively in any job requires the understanding of a complete and up-to-date job description for the position. Job therefore, refers to almost any work or duty, including one's livelihood, for example, the job of coaching a football club is quite exciting especially when the club is performing well. Karriker and Williams. (2009) defined performance as behavior. It is something done by the employee. This concept differentiates performance from outcomes. Outcomes are the result of an individual's performance, but they are also the result of other influences. In other words, there are more factors that determine outcomes than just an employee's behaviors and actions. John, Luiz and Riyas. (2010) looked at performance as an act or process of carrying out something, increase in success, the execution of an action; in other words, the capacity to achieve a desired result. In this study therefore, performance implies how well someone does a particular job with appreciatable outcome. 9

Campbell (2003) describes job performance as individual level variable. That is, performance is something an individual person does. The work related activities expected of an employee and how well those activities were executed. Many business personnel directors assess the job performance of each employee on an annual or quarterly basis in order to help them identify some area of improvement. For the purpose of this study, job performance is defined as individual level of carrying out an activity.

A task is a well defined responsibility that is usually imposed by another and that may be burdensome. In other words, an assignment generally denotes a task allotted by a person in authority or a specific piece of work required to be done as a duty. Redmond (2009) stated that, task is a specific instance or act of work that clearly defined piece of work, usually of short or limited duration assigned to or expected of a person. This study will address issues on perceived administrative tasks as determinants of job performance by indigenous Football coaches in FCT Abuja.

Federal Capital Territory (FCT) Abuja is the Capital of Nigeria which came into being by the year 1991 after Lagos ceased to be the Nation’s Federal Capital City. Abuja is centrally located within the north central geo-political zone of Nigeria. It is surrounded by four states. On the north is Kaduna, East is Nasarawa while in the south is Kogi and in the West is Niger. The main occupants of the area are: Gbagi, Bassa, Ganagana, Gede, Afo, and Hausa and they are predominantly peasant farmers. According to the National population of Nigeria (2010), the total population estimated of FCT, stands at 1.5millions people. The people are football enthusiasts and the city has ten (10) football clubs that are playing for various National Leagues. Football has become a house hold name in Nigeria and has done so much to this country in term of peace and unity of purpose. One can only be of good service to his Father land by trying to strengthen the game to be used as a vehicle to further promote peace that is so scarce to our nation today. Football has become an industry where youth can take to as a profession for livelihood to arrest unemployment in the country and especially FCT, Abuja that is the Federal Capital of Nigeria where people come in every day.

Statement of the Problem. 10

A coach should ordinarily perform well if given all that is required. Ogunsan (2008) stated that, Nigerian coaches will do well if they are treated with respect in terms of remunerations and given a free hand to operate without interference. Deborah and Bucher (2006) defined coaching as a specialized area of teaching that usually involve the formal instruction of organized sports team members requiring assistance in order to perform skillfully for personal and organizational purposes. A coach gives to athletes the technical knowledge that enhances their performance in skill attainment and achievement of the set goal. Igwe (2006) said, the nation should realize that the coach is the most important determinant in any system of sport of which the sports administrators are included. According to him, the best of all facilities, equipment and other materials, the aim and objective of sport may still not be achieved if the coach to handle the technical aspects of the game is incompetent. It is therefore necessary for the coach to be well equipped with the technical knowhow of the sport he or she is coaching. A coach cannot work well where there are no good facilities. Isyaku (2003) pointed out that facilities form the important part of a chain which influences the effective delivery and performance of sports. So sports programme can only function well when they are supported with enough facilities and equipment. Campbell (2010) suggested three main determinants of performance components that will make the coach to perform his job well. These are: declarative knowledge, procedural knowledge and skill and motivation. There are some administrative tasks that can also determine the job performance of the indigenous coach, these are: planning, organizing, staffing, directing, coordinating, reporting and budgeting. Deborah and Bucher (2006) stated that planning is a process of outlining the work that is to be performed in a logical and purposeful manner, together with the methods that are to be utilized in the performance of this work. It is a systematic activity which determines when, how and who is going to perform a specific job. The coach must organize himself by grouping work and people properly. Here, performance increases, overload of work is checked, wastage is reduced, duplication of work is restricted and effective delegation becomes possible.

It is observed that not all indigenous coaches are certificated; some were once good players and feel that they can be good coaches but this is not a guarantee as this is seen in the indigenous coaches in FCT Abuja. Most of them lack basic knowledge and skills to impact it to the players .If the coach has no knowledge and training in his chosen career, it will be difficult to impact such knowledge and skill to the players. Consequently, players receiving training under such coach must surely have limited skills. This limitation has effect on the 11 overall performance of a team. The recruitment of qualified coach or coaches and the supporting staff is key to the performance of the football club in FCT Abuja. The coaches also need to be refreshing themselves through seminars, trainings and workshops. The warfare of the staff should be attractive to get the attention of the best indigenous coaches to take appointment with the Football clubs in FCT. To improve the performance of the Indigenous coaches there should be a well grounded manpower (sports administrators) that will coordinate the activities of the clubs.

FCT Abuja football clubs have coaches that are not properly trained and licensed and some not well educated, in other words, some did not go to school to obtain any qualification that relates to coaching so they can’t even read the match plan of this magnitude. This problem can be addressed by taking the issue of training and retraining very seriously. Alabi (2010) made it categorically clear that indigenous coaches should go and train and be licensed else no club should engage them for coaching job. Motivation of the indigenous coaches by improving on their remunerations can be of importance to the overall performance of the coaches. The principle of developing sports at the grassroots should be encouraged. Some efforts have been made in the past to address some constraints and challenges affecting the performance of the coaches. However, it appears that none has been able to provide the desired answers to the numerous questions hence this study is designed to find out the administrative tasks that determine the performances of Indigenous Coaches in FCT Abuja.

Purpose of the Study The purpose of this study is to determine the extent to which administrative tasks determine the job performance of Indigenous Coaches in the Federal Capital Territory Abuja. Specifically, the study seeks to ascertain the extent to which; 1 Planning determines the job performance of indigenous coaches in FCT, Abuja. 2 Organization determines the job performance of the indigenous coaches in FCT Abuja. 3 Staffing determines the job performance of the indigenous coaches in the FCT Abuja. 4 Directing determines the job performance of the indigenous coaches in the FCT Abuja. 5 Coordinating determines with the performance of indigenous coaches in FCT, Abuja. 6 Reporting determines the job performance of indigenous coaches in FCT, Abuja. 7 Budgeting determines the job performance of the indigenous coaches in FCT Abuja. 12

Research Questions. The following research questions are posed to guide the study. 1 What is the extent to which planning determines the job performance of indigenous coaches in FCT, Abuja? 2 What is the extent to which organizing determines the job performance of indigenous coaches in FCT, Abuja? 3 What is the extent to which staffing determines the job performance of indigenous coaches in FCT, Abuja? 4 What is the extent to which direction determines the job performance of indigenous coaches in FCT, Abuja? 5 What is the extent to which coordination has on the job performance of indigenous coaches in FCT, Abuja? 6 What is the extent to which reporting determines the performance of indigenous coaches in FCT, Abuja? 7 What is the extent to which budgeting determines the job performance of indigenous coaches in FCT Abuja?

Hypotheses The following hypotheses are postulated to be tested using t-test at.05 alpha level of significance. 1 There is no significant difference in the mean response of coaches and sports administrators on planning as determinants of job performance of indigenous coaches in FCT, Abuja. 2 There is no significant difference in the mean response of coaches and sports administrators on organizing as determinants of job performance of indigenous coaches in FCT, Abuja. 3 There is no significant difference in the mean response of coaches and sports administrators on staffing and job performance of indigenous coaches in FCT, Abuja. 4 There is no significant difference in the mean response of coaches and sports administrators on directing and job performance of indigenous coaches in FCT, Abuja. 13

5 There is no significant difference in the mean response of coaches and sports administrators on coordination and job performance of indigenous coaches in FCT, Abuja. 6 There is no significant difference in the mean response of coaches and sports administrators on reporting and job performance of indigenous coaches in FCT Abuja. 7 There is no significant difference in the mean response of coaches and sports administrators on budgeting and job performance of indigenous coaches in FCT Abuja.

Significance of the Study. The finding of this study will be useful from many perspectives. First, the youth of this country will be encouraged to take football as a career thereby reducing the rate of youth restiveness at the time unemployment is at the alarming rate in the country. The study will also help the following groups; sports administrators, government, coaches, and other researchers to improve on the administration of football in the Federal Capital Territory Abuja and the country at large. The findings will be important to the sport administrators, Coaches, even the government in identifying and grouping the work to be performed, defining and determining responsibility and authority for each job position, establishing relationship among various job positions, determining detailed rules and regulations of work for coaches and the supporting staff in the club. Information generated on sports facilities, equipment and supplies may be useful to both managers of the clubs, the sports administrators, coaches and the FCT, Abuja sport council to the need of providing a standardized sports facilities and equipment. The findings of this study will be of immense help to sports administrators as they assist in effective management of their clubs. It will also offer them opportunity of having good rapport with the coaches and other supportive staff of the club. It will enable them to involve their subordinates in decision making; thereby encouraging openness and emergent leadership. The findings of this study will help improve economic status of the indigenous coaches’ as their salaries, allowances and sign-on fees may help them to have more attention to their work. 14

The findings of this study will add value to qualification of coaches as it will review the type of coaches to be employed by the clubs managers. Finally the study will help other researchers and to appreciate and understand the concept of administrative tasks as determinants of job performance of indigenous coaches better as it will greatly help them in their researches in the area of review of empirical studies.

Scope of the Study The study will be delimited to the indigenous Coaches of Football clubs in the FCT Abuja. The study is also delimited to administrative tasks as determinants of job performance of Indigenous coaches in FCT Abuja. The study covers, planning, organising, staffing, directing, coordinating, reporting and budgeting as they affects the job performance of the Indigenous Coaches in FCT Abuja Football Clubs

CHAPTER TWO Review of Related Literature In this study however, review of related literature is presented under the following sub-headings: 1. Conceptual Framework: A. Administrative Tasks Ø Planning Ø Organising Ø Staffing Ø Directing Ø Coordinating Ø Reporting Ø Budgeting B. Job Performance Determinants Ø Motivation Ø Sports facilities/equipment Ø Remuneration Ø Welfare package Ø Job Security 2. Theoretical framework, Ø Empowerment theory Ø Maslow’s Hierarchy of needs Ø Emotional intelligence Ø Administrative Management Theory 3. Empirical study on administrative tasks 4. Summary of Review of literature

Conceptual Framework Administrative Tasks Administrative tasks in sports are the variables that play significant roles in any sports organization. Edem (2006) stated that administration is the utilization of both human and material resources that have set down goals of a particular organization. It involves planning activities which aim at fulfilling the goals of a particular organization. According to Odubuker 2007) with good administration, you are bound to perform. He further stated that, 17 the acquisition of the knowledge of administration promotes the continued application of what failed. He stated that good administration fosters good human relationship which is essential to success in any organization. Keynes (2008) stated that, effective administration does not just happen, but occurs only as a result of adherence to a prescribed set of basic principles. Effective organization starts with good administration. This involves sound policies and dedicated personnel to implement such policies. Planning Planning simply means looking ahead and chalking out future courses of action to be followed. It is a preparatory step. Bucher (1995) stated that planning is a process of outlining the work that is to be performed in a logical and purposeful manner, together with the methods that are to be utilized in the performance of this work. It is a systematic activity which determines when, how and who is going to perform a specific job. Erico (2003), held a similar view about the Nigerian sports administrators stating, our problems lie with the insensitive football administrators who fail to plan, fail to set objectives but sit back with high expectations of victory. He stated further I’ve worked at ACB, Julius Berger and Iwuanyanwu National and I know that most club proprietors provide everything including money to run their clubs, but the so called sports administrators are the real devils killing most clubs”. It is therefore necessary for the sports administrators to know their limit and give free hand to our indigenous coaches to operate. Peretomode (2005) stated , good sports organizers and sports administrators are always planning, adjusting and revisiting their plans to meet the demand of the changing situations, maintaining that, their plans provide a frame work within which the organization and administration can function more effectively and efficiently. Edem (2006) stated administration is the utilization of both human and material resources that have set down goals of a particular organization. It involves planning activities which aims at fulfilling the goals of a particular organization. The sport administrator has to work together with the coaches to achieve the set objectives. According to Urwick (2008), Planning is a detailed programme regarding future courses of action. This implies that if the sport administrators and the coaches would come together with a well detailed plan to work with the Football clubs in FCT, the coaches would perform better in their league matches. In other words, the sports administrator must have vision to look into the future and prepare for what he sees. He must see the influences that will affect the organization and the requirements that will have to be met. It is rightly said “Well plan is half done”. Therefore planning takes into consideration available and prospective human and physical resources of the organization so as to get effective co-ordination, contribution and perfect adjustment. It is 18 the basic management function which includes formulation of one or more detailed plans to achieve optimum balance of needs or demands with the available resources. The sports administrator has to plan well with the coaches any programme they are carrying on in their clubs to make them perform. According to Gulick, Luther and Urwick,(2008) “Planning is a mental predisposition to do things in orderly way, to think before acting and to act in the light of facts rather than guesses” Alabi (2010) agreed that, inconsistence in the administration makes the plans of the indigenous coaches look in effective. He gave a statistical data that from 1989 to 2010 about ten different sport board members of Nigeria football Association (NFA) have been constituted. (The Nations Newspaper, 8/12/2010). In a similar vein, Okpomo (1993) agreed with coach Alabi that, “This action of theirs, attracted fears from the world football governing body FIFA (Federation of International Football Association) “you can imagine that Nigeria had attended the last five confederation of African Football Congress (CAF) with five different chairmen. According to him, this is not healthy to the development of sports in Nigeria. He therefore concluded that coaches cannot therefore perform as expected in situations like this, there should be consistence. Huesu (2010) stated that Nigeria has been failed by sports administrators whose lack of plan and vision border on criminal negligence. He said that, Nigeria football history is littered with mismanagement, corruption, misplaced priorities, poor vision, lack of foresight and ambitions. Under his column “sure watch” he stated that NFF is chasing shadows. Here he stated, the Nigerian football administrators love this situation, they revel in fire brigade arrangements, and they enjoy the confusion. He was speaking on the issue of sacking Coach Amodu Shuiabu when it was only three months to world cup proper. No team succeeds in that kind of confusion and no manager likes to work in such a dire situation. Khartoum (2010) stated “Amodu may have not been the very best coach for Nigerian soccer but certainly has good generic observations which not only Nigeria but most Africa countries need to ponder about, they lack continuity of sport ministry, technocrats, insufficient budgetary plans for sports (football) and shoddy remuneration of local coaches. These may be matter of policy consideration, and may tend to have correlation with consistent performance in football. He continues, “continuity of positive performance seems to be eluding Nigeria as football he continues, “lack of planning seems to be eluding Nigeria as football giant hence what we need now is tangible and researched policy changes in sports ministry which will act as a catalyst in gradually restoring this elusive and slipping status” he conclude. Lack of planning is an issue that can make sport administrators interfere with the duties of the coaches which does not augur well with the performances of the team. The 19 former coach of Kano Pillars football club, Ikhana (2010) stated, “I have to resign my appointment because, the chairman of the club recruited players for the new season without consulting me and this was the result he expected from such action. Our companions, local and sub-continental this season were going to be more grueling. I thus needed a choice, the boys I could impart the necessary tactics and techniques into, for a successful run. According to Koontz and O’Donell, (2011) “Planning is deciding in advance what to do, how to do and who is to do it. Planning bridges the gap between where we are where we want to go. It makes possible things to occur which would not otherwise occur and makes one accountable”. This implies that for any meaningful result there must be a good planning. The indigenous coaches have to sit down with their assistants and of course, with their supportive staff and plan professionally who does what and when also the techniques to be employed in the training of the players in their clubs to achieve the desired goals in the clubs. Joshua, (2011,) made assertion that, the tragedy that befell FCT Football clubs in recent time has a deep root in a systemic failure to plan, that has been a steady decline of the League occasioned by the failure to develop the game from the grassroots. He continued that, our Sports administrators pay lip service to the development of the League, but find solace in foreign Leagues of Europe According to Management study guide (2011), Planning is deciding best alternative among others to perform different managerial functions in order to achieve predetermined goals. It is also important to know that, with good planning in place, there is need for the sports administrators to consider the issue of organizing the coaches and any other supporting staff that will make the clubs perform at their best. Organising Organising is the next important function of management after the planning. You know that in case of planning, a manager (sports administrator) decides what is to be done in future. In case of organising, he decides on ways and means through which it will be easier to achieve what has been planned. Suppose, it is planned to start a new season of Nigeria premier league within six months, the immediate task for the manager then is to identify and assign the various tasks involved, and devise structure of duties and responsibilities so that things move smoothly and the objective is achieved. All these tasks form part of organising function. Thus, organizing refers to the process of: identifying and grouping the work to be performed, defining and determining responsibility and authority for each job position, establishing relationship among various job positions and determining detailed rules and regulations of working for individuals and groups in organisation.

Lim and Cromartie,(2001) states organizing refers to development of the formal structure of the organization, (club) whereby the various administrative coordinating centres and subdivisions of work are arranged in an integrated manner, with clearly defined lines of authority. They further said that the purpose of this structure is the effective accomplishment of established objectives. Wanish, (2009) in his view, maintained that organising is essential because it facilitates administration as well as operation of enterprise, by grouping work and people properly, production increases, overload of work is checked, wastage is reduced, duplication of work is restricted and effective delegation becomes possible. Secondly, organising facilitates growth and diversification of activities through clear division of work. It helps in developing a proper organisation structure and the extent and nature of decentralisation can be determined. In addition to the above, organising also provides for the optimum use of technical and human resources. It also encourages creativity and enhances interaction among different levels of management which leads to unification of efforts of all. Ikulayo (1990) stated that “Ideally, sports administrators should be experts in sports administration whose professional preparation has exposed them to studies in personnel, coaches’ financial and material management, human relations and the requirements of different sports”. She concluded that sports administrators must co-operate with the athletes and coaches at all times as this affects their output. Also she went ahead to appeal that “as much as possible administrator should meet coaches legitimate demands and give them their dues well ahead of time to avoid unnecessary wariness. “she quarried, if this practice can be done to the foreign coaches why not indigenous coaches?”. She concluded by saying, the positive attitude of the administrators is important for the achievement of the athletes and coaches. Owolabi (1993) blamed lack of stability and continuity in administration for poor performance regretting that, “where there is no stability and continuity in the administration, local coaches in clubs and associations have problems especially where the new administrator changes policies of his predecessors on the ground that, they are not good enough. But by the time he introduces his own ideas to bear on the organization, he finds out that there is little or no time to meet the set goals. Under such conditions, the indigenous coaches hardly settle for business. According to Gomez-mejia and Bilking (2002) an effective administration should be committed to fostering a cordial relationship between him and his subordinates and among his staff. He should be concerned about fair play, acceptance and understanding people’s views, human understanding is very important in morale enhancement among workers which influence their attitude towards performance. Erico (2003) was talking on his experience 21 with Iwuanyanwu National; how he was flushed out of the club, that, the management interfered with team selection at will. According to them they wanted to dominate me, but I simply refused, and always wanted to have a say on which players were to be fielded in a particular match. If the end result is negative after 90 minutes duration, it is the head of the coach they would demand. Maicibi (2005) contends that, without proper organization (leadership style), effective performance cannot be realized in schools. Even if the school has all the required instructional materials and financial resource, it will not be able to use them effectively, if the students are not directed in their use, or if the teachers who will guide in their usage are not properly trained to implement them effectively. According to Odubuker (2007), with good organisation, you are bound to perform. He further stated that, the acquisition of the knowledge of administration promotes the continued application of what failed. This ensures progress in the future. Commenting further, he stated that good organisation (administration) fosters good human relationship which is essential to success in any organization. This is to say that any sport administrator that has a conflicting role with his coaches must be preventing high performance level of his club. Keynes (2008) stated “effective administration does not just happen, but occurs only as a result of adherence to a prescribed set of basic principles. Effective organization starts with good administration. This involves sound policies and dedicated personnel to implement such policies.” Okendu (2009) stated that administration is concerned with functions and responsibilities essential to achievement of established goals through associated efforts. It is concerned with a group of individuals who are supposed to guide, direct, coordinate and inspire the efforts of individual members, working towards the established goals. For any coach to come up with a plan for a successful performance there must be an effective administration that supports his efforts (Amiteye, 2010). He continued that, “the Nigeria Football Federation (NFF), National Sports Commission (NSC) and the senate committee on sports should avoid interference. They should not dictate to the coaches especially in team selections during competitions. No player should be imposed on the technical crew both local and foreign. Unnecessary orders and counter orders and provocations from the authorities in charge of sports should be controlled in totality”. In his contribution, Akiga, (2005) said that, as far as Nigerian football administration is concerned, we will continue to experience setback in international outings, unless there is a change of attitude by the players, fans, and administrators. Amodu, (2010) stated that, coaching is not the problem of the rapidly declining status of Nigerian football, it is the system of organization (administration) within the country, and the 22 mindset”. He blamed the problem on lack of continuity in the appointment of sports ministers and other key officials who do not have enough time to articulate their progrmames. He further advises, for visionary leadership, adequate planning and budgetary allocation to sports and indigenous coaches should be adequately remunerated and given time to achieve results. Staffing The very first step in staffing is to plan the manpower inventory required by the club in order to match them with the job requirements and demands. Therefore, it involves forecasting and determining the future manpower needs of the club. The club embarks on recruitment drive where the requirements are notified, the club invites and solicits applications according to the invitations made to the desirable candidates who will eventually take over the club as a coach. Orientation and Placement- Once screening takes place, the appointed candidates are made familiar to the work units and work environment through the orientation programmes. Placement takes place by putting right man on the right job. Training and Development- Training is a part of incentives given to the workers in order to develop and grow them within the club or an organization. Training is generally given according to the nature of activities and scope of expansion in it. Along with it, the workers are developed by providing them extra benefits of in-depth knowledge of their functional areas. Development also includes giving them key and important jobs as a test or examination in order to analyse their performances. Directing Motivation represents the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior (Pinder, 1998). Direction refers to the path along which people engage their effort. This sense of direction of effort reflects the fact that people have choices about where they put their effort. In other words, motivation is goal- directed, not random. People are motivated to arrive at work on time, finish a project a few hours early, or aim for many other targets. The second element of motivation, called intensity, is the amount of effort allocated to the goal. For example, two employees might be motivated to finish their project a few hour early (direction), but only one of them puts forth enough effort (intensity) to achieve this goal. In other words intensity is how much you push yourself to complete the task. Persistence which is the third element refers to the continuing the effort for a certain amount of time. Employees sustain their efforts until they reach their goals or give up beforehand. Many studies have evolved around various motivational techniques for directing employees towards desired goals. However, the challenge to management is to recognize and 23 understand the impact of various motivational systems on individual and group behaviour within an organised work endeavour. The success or failure of motivation rests not on the technique itself but on management's ability to match the needs of people with appropriate rewards (Todes et al., 1977). Motives are needs, which force people to move towards goals, or point they define. Studies of motivation have tried to respond to the "why" of the human behaviour, which is directed towards a goal and the need for that goal. Hersey and Blanchard (1977) noted that motives can be defined as needs, wants, drives, or impulses within the individual which are directed towards goals which may be conscious or subconscious. Freud (2011) long ago discovered the importance of subconscious motivation; in order words, people are not always aware of everything they want (Hersey and Blanchard, 1977). Dickson (1973) stated that employees are not motivated solely by money but by other factors, which are linked to their behaviour and attitudes. The factors that can influence an individual’s motivational processes at work have been categorized into two namely: Intrinsic and Extrinsic rewards. Intrinsic rewards are positive emotional experience resulting directly and naturally from the individual’s behavior or results. This include the enjoyment of learning a new task, a feeling of accomplishment from performing a job well, and a sense of flow or engagement when work is performed smoothly. Extrinsic rewards on the other hand, are anything received from another person that the recipient values and is contingent on his or her behavior or results. Extrinsic rewards include paychecks, performance bonuses, praise, or some other form of recognition. Extrinsic rewards do not occur naturally with the behavior or result; instead someone introduces these rewards. A survey of research findings on work motivation have generally suggested that intrinsic rewards are ranked as better motivators than extrinsic rewards (Kovach, 1987, Harpaz, 1990, and Lindner, 1998). The reason for this, however, is not farfetched. In the developed industrialized countries where majority of these researches are conducted, satisfaction of the basic needs of life such as food, shelter etc, are taken for granted by a large majority, hence emphasis has shifted from the extrinsic factors such as pay, incentives, promotion and so on, to intrinsic factors such as interesting work, achievement, recognition, challenge and self-actualization. The same, however, cannot be said for the less developed and developing world, such as Nigeria. At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This study revealed that employees are not 24 motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993).The objective of this research is to draw attention to the importance of certain factors in motivating employees in Nigeria to perform maximally. Directing is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing has got no importance if direction function does not take place. Directing initiates action and it is from here actual work starts. Direction is said to be consisting of human factors. In simple words, it can be described as providing guidance to workers is doing work. In field of management, direction is said to be all those activities which are designed to encourage the subordinates to work effectively and efficiently. According to Haimann (2011), “Directing consists of process or technique by which instruction can be issued and operations can be carried out as originally planned” Therefore, the researcher defines Directing as the function of guiding, inspiring, overseeing and instructing people towards accomplishment of organizational goals, and it can be used here as the operational word in the study. Direction has the following characteristics: Ø Pervasive Function - Directing is required at all levels of organization. In other words every sports manager provides guidance and inspiration to his subordinates. Ø Continuous Activity - Direction is a continuous activity as it continues throughout the life of organization. Ø Human Factor - Directing function is related to subordinates and therefore it is related to human factor. Since human factor is complex and behaviour is unpredictable, direction function becomes important. Ø Creative Activity - Direction function helps in converting plans into performance. Without this function, people become inactive and physical resources are meaningless. Ø Executive Function - Direction function is carried out by all Sports managers and executives at all levels throughout the working of an organisation; a subordinate receives instructions from his superior only. Ø Delegate Function - Direction is supposed to be a function dealing with human beings. Human behaviour is unpredictable by nature and conditioning the people’s behaviour towards the goals of the enterprise is what the executive does in this function. Therefore, it is termed as having delicacy in it to tackle human behaviour. 25

Co-ordinating Administration is described by Deborah and Bucher (2006) as being concerned with the functions of established goals through associated efforts. It is also concerned with that group of individuals sometimes called executives. These individuals are responsible for planning, organizing, staffing, directing, co-ordinating, reporting and budgeting to inspire the associated efforts of individual members so that the purpose for which an organization has been established may be accomplished in the most effective and efficient manner possible. There are administrative variables that this study will consider. These are determinants of sports administrators on the performance of the indigenous coaches, motivation, sports facilities/equipment and the qualification / technical knowledge of coaches. Influence of sports administrators on the job performance of the indigenous coaches is a key factor affecting the coach performance. According to Igwe (2006) “the central purpose of administration in general is the co-ordination of human and material resources towards the attainment of some predetermined objectives. The sports administrator is to work towards the realization of these goals and in doing this he has to be disciplined and knowledgeable in his work so that he does not conflict with the roles of the indigenous coaches. Most sports administrators tend to interfere with the roles of the coach by influencing the recruitment and team selection which are traditional roles of a coach who is in a better position to know areas that needs strengthening and the players that can bring about the desired results. Edem (2006) stated that, an administrator requires good discipline through rules and regulations and it calls for the ability of the administrator to make the right decisions to fulfill the required goals. According to Brech (2007), co-ordination is systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs. Donnell, (2009) explained that “Just as a navigator continually takes reading to ensure whether he is relative to a planned action, so should a sports managers continually take reading to assure himself that his team (enterprise) is on right course.” Co- ordination or Controlling consists of verifying whether everything occurs in conformities with the plans adopted, instructions issued and principles established. Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. Controlling measures the deviation of actual performance from the standard performance, discovers the causes of such deviations and helps in taking corrective actions Following are the characteristics of co-ordination or controlling function of management- 26

Ø Controlling is an end function- A function which comes once the performances are made in conformities with plans. Ø Controlling is a pervasive function- which means it is performed by managers at all levels and in all type of concerns. Ø Controlling is forward looking- because effective control is not possible without past being controlled. Controlling always looks to future so that follow-up can be made whenever required. Ø Controlling is a dynamic process- since controlling requires taking reviewable methods; changes have to be made wherever possible. Ø Controlling is related with planning- Planning and Controlling are two inseparable functions of management. Without planning, controlling is a meaningless exercise and without controlling, planning is useless. Planning presupposes controlling and controlling succeeds planning. Ogunsan (2008) stated that, Nigeria Premier League (NPL) will improve when indigenous coaches are treated with respect like foreign coaches in terms of remunerations and free-hands to be able to operate without undue interference. Ikhana (2010) agreed with Igwe (2006) and Ogunsan (2008) above that “I have to resign my appointment with Kano Pillars Football Club because the chairman (administrator) recruited players for the new season without consulting with me” (p .6). Basically, organizational co-ordination and control is taking a systematic approach to figuring out if you are doing what you wanted to be doing or not. It is the part of planning after you have decided what you wanted to be doing. Koontz & O’Donell, (2011) stated that, new more "organic" forms or organizations (self-organizing organizations, self-managed teams, network organizations, etc.) allow organizations to be more responsive and adaptable in today's rapidly changing world. These forms also cultivate empowerment among employees, much more than the hierarchical, rigidly structured organizations of the past. Many people assert that as the nature of organizations has changed so must the nature of management control. Some people go so far as to claim that management should not exercise any form of control whatsoever. They claim that management should exist to support employee's efforts to be fully productive members of organizations and communities -- therefore, any form of control is completely counterproductive to management and employees. Some people even react strongly against the phrase "management control". The word itself can have a negative connotation, e.g., it can sound dominating, coercive and heavy-handed. It seems that writers of management literature now prefer use of the term "coordinating" rather than "controlling". 27

According to Koontz & O’Donell, (2011)"Co-ordination" Must Exist or There is No Organization -- Only an "Experience" Regardless of the negative connotation of the word "control", it must exist or there is no organization at all. In its most basic form, an organization is two or more people working together to reach a goal. Whether an organization is highly bureaucratic or changing and self-organizing, the organization must exist for some reason, some purpose, some mission (implicit or explicit) -- or it is not an organization at all. The organization must have some goal. Identifying this goal requires some form of planning, budgeting, and reporting, informal or formal. Reaching the goal means identifying some strategies, formal or informal. These strategies are agreed upon by members of the organization through some form of communication, formal or informal. Then members set about to act in accordance with what they agreed to do. They may change their minds, fine. But they need to recognize and acknowledge that they are changing their minds. This form of negotiation to reach a goal, tracking activities toward the goal and then subsequent decisions about what to do is the essence of management co-ordination. It needs to exist in some manner formal or informal. Budgeting: Budgeting in its general sense is the act of quantifying objectives in financial terms. It assists sports administrators in decision making process in an organization. Budgeting is no new thing in the history of mankind; it is an age long exercise. It is used for virtually all human activities. Most prominent, in an organised economic, social, and political system, the role of budgeting cannot be ignored. Business owners, managers of companies and sports administrators for instance need to budget their resources, which may include everything from raw materials to human resources to facilities and to make the best and most profitable use of what they have to work with. Recent surveys show just how valuable budgets can be (Horngren et al., 2008; Dugdale & Lyne, 2006; Anand et al., 2004). Advocates of budgeting claim that the process of budgeting forces a manager to become a better administrator and puts planning in the fore-front of the manager’s mind. Many seemingly healthy businesses have died because managers could not identify problem in advance or because they failed to monitor and adjust budgets to changing conditions (Horngren et al., 2008). Therefore, it is expected that this study would awaken interest in the efficacy of budgeting within the sporting sector of the Nigerian economy as this sector often account for a substantial portion of total economic activities of a nation. It has also been argued that in spite of its wide spread use, the budgetary process is not perfect altogether (Otley et al., 1978). In other word, there are criticisms and debates over the value of budgeting. Recently, a group led by Hope and 28

Fraser in (2001), advocated for what they called “beyond budgeting”. In their opinion, managers should look beyond the traditional budgetary system. They noted that the budgetary process is too time consuming and that the resulting annual budgets, operating and financial are not accurate and hence not relevant- especially in sports and industries where market changes are frequent and unpredictable. In spite of its criticism, some hold the opinion that budgeting remains a useful management tool. These schools of thoughts present conflicting issues about the efficacy of the budgeting system. This argument has generated a lot of heat in the accounting profession since the last few years. It has attracted various responses and reactions from various quarters, constituting one of the topmost issues discussed in management accounting literatures and conferences, particularly in developed economies. The issue has not been laid to rest as people keep turning in their contributions by providing evidence from Nigeria, an emerging economy. The questions raised in this study are: 1. What is the extent to which budgeting determines performance of coaches in FCT, Abuja? 2. What is the relevance of budgeting in management and its desirability as perceived by Coaches and Sports Administrators in FCT, Abuja? Redmond, (2009) looks at budget as a document that translates plans into money - money that will need to be spent to get your planned activities done (expenditure) and money that will need to be generated to cover the costs of getting the work done (income). It is an estimate, or informed guess, about what you will need in monetary terms to do your work. Why is it important for an organisation, project or department to have a budget? The budget is an essential management tool. Without a budget, you are like a pilot navigating in the dark without instruments. The budget tells you how much money you need to carry out your activities. The budget forces you to be rigorous in thinking through the implications of your activity planning. There are times when the realities of the budgeting process force you to rethink your action plans. Used properly, the budget tells you when you will need certain amounts of money to carry out your activities. The budget enables you to monitor your income and expenditure and identify any problems. The budget is a basis for financial accountability and transparency. When everyone can see how much should have been spent and received, they can ask informed questions about discrepancies. You cannot raise money from donors unless you have a budget. Donors use the budget as a basis for deciding whether what you are asking for is reasonable and well-planned. Horngren et al. (1999), state that most people misconstrue the use of budget for limiting spending and that many people associate the word “budget” with the approving, rejecting, or arguing over various estimates. However, Lucey (2000), states that the process 29 of preparing and agreeing budget is a means of translating the overall objectives of the organization into a detailed, feasible plan of action. ( Polimeni et al., 1991). This valuable use of budgets for translating organizational objectives to feasible plan of action is a major breakthrough against the ordinary use of budgets only for cutting cost, restricting spending and allocating scarce resources. Broadly, CIMA’s official terminology of management accounting defines budget as: Quantitative statement for a defined period of time which may include planned revenues, assets, liabilities and cash flows. A budget provides a focus for the organization aids the co-ordination of activities and facilitates control. Budgeting no doubt is a veritable tool for planning, controlling, co-ordinating evaluating, directing, communicating and aiding decision making, but the whole process is not perfect altogether. For some years now, there has been movement against budgetary process. As a result, budgeting has evolved leading to the development of techniques like: Activity based budgeting, performance budgeting; value budgeting, process reengineering; balanced score card, Zero based budgeting, IT based budgetary process, and planning programming budgeting system(PPBS) etc. On the other hand, in spite of all the techniques developed to take care of the shortcomings of traditional budgeting, some are calling for total abandonment of budgeting as a whole. For instance, Pilkinton & Crowther, (2007), argue that firms would be better off abandoning budgets altogether. According to Dugdale & Lyne (2006), there are series of articles in management accounting, calling for organizations to replace budgets with a range of indicators and techniques. They see the use of budgets as part of a performance contract, as a pernicious practice, claiming that it leads to numerous problems which include the following; meeting only the lowest targets, using more resources than necessary, making the bonus-whatever it takes, competing against other divisions, business units and departments, spending what is in the budget, providing inaccurate forecasts, meeting the target, but not beating it and avoiding risks. Management accountants recognize these problems, but Hope and Fraser (2001), feel that they are now so serious that they are preventing companies from competing effectively in globalized, deregulated markets. They say that, in order to meet modern challenges, companies must dismantle their rigid command and control structures, which means scrapping their budgets. They should instead adopt a policy of radical decentralization and implement appropriate key performance indicators, scorecards and rolling forecasts (Dugdale & Lyne, 2006). Other criticisms according to Bourne (2004) is that budgets are time consuming and costly to put together, rarely strategically focused and are often contradictory, add little value; especially given the time required to prepare them, encourage gaming and perverse behaviours and make people 30 feel undervalued. The above wide ranging critiques have drawn the attention of scholars, practitioners and academics; each reacting differently. These have also birthed and prompted a lot of researches. Dugdale & Lyne (2006), in an investigation in response to the critiques by the advocates of beyond budgeting affirm that the propositions of the critics were based on the banking sector. A proposition for decentralization and use of only output control for banks may not be recommended for other businesses, especially businesses with all manners of internal complexities. They also find out that budgeting is alive and well. They state: All the companies in our survey used budgets and generally, both financial and non-financial managers thought that budgets were important for planning, control performance measurement, co-ordination and communication (Dugdale & Lyne, 2006). Dugdale & Lyne (2006), pointed out that, more than half of the financial managers in their study agree or strongly agree that budgets were problematic in the following ways: budgets are too time consuming; managers might be constrained by budgets and delay necessary actions. However, the shortcomings identified above are not enough reasons to abandon budgeting out rightly knowing its importance and usefulness. Jacob (2004), states that there is no alternative to budgeting and budgetary control. Instead of abandoning budgeting, improvements should be sought (Horngren et al., 2008; Wickramasinghe & Alawattage, 2007; Dugdale & Lyne, 2006). Mkavior (2009) explained why the Nigeria premier league is suffering from sponsorship year in year out. He further stated that the Nigeria premier league board cannot hold on to a document and say this is our budget and this is how far we have implemented it, that is why all the sponsors like Global com. and MTN are no longer coming to sponsor the league. He continues, one needs to have operational plans for the actual work. They are also called action plans or business plans. In a normal planning cycle, the organisation or project will begin with a strategic planning process. Here you look at the problem that needs to be addressed and the specific role of your organisation or project in addressing it. This then is related to what actual activities need to be undertaken to achieve the planned impact. You cannot prepare a budget until you know what it is you are planning to do. Operational costs will only be incurred when you do the actual work. They are also known as direct costs. You may ask whether you cannot at least prepare a budget for the costs you know you will have anyway – like coaches’ remuneration, welfare of staff, provision of facilities and equipment and other allowances, etc – before you get into strategic planning. The answer is “no”. Your overhead costs should be dependent on what you intend to do. So for example, if you decide to focus your activities on grassroots sport development you have to budget enough fund for 31 indigenous coaches who would go right to the rural areas and look for the raw players who are not yet developed. Your overhead or core costs are affected by your operational plans. Budgeting is very essential for effective organization and administration of sports at all levels. Gerrand (2005) stated that, organizing sports has become a costly business enterprise. The cost of sports equipment, the building of infrastructures as well as maintaining compliment of staff and the motivation of the athletes had become astronomically higher and higher annually. Similarly, Igbanugo (1986) in her findings agreed that financing is another factor which can negatively affect excellence in sports. It is obvious that without adequate finances, sports in Nigeria will never reach its peak “performance wise” obviously without sufficient funds; facilities cannot be provided and properly maintained. Daughtrey and woods (1986) suggested that schools programmes should be financed through student’s fees, gate receipts and through student’s fees, gate, and receipt and through fund raising devices and likewise our clubs can make money through gate collections Ozigi (1982) stated that “leadership demands a lot of intellectual qualities such as sound judgment, resourcefulness initiative, broad mindedness, and originality, the ability to see and analyze problems and to be able to offer good solution. Agwubike (2002) emphasized on the need for our coaches to be knowledgeable saying the university sports coaches (personnel) must be knowledgeable; the best candidate available employed on the basis of expertise, ability to produce desired results and not on the basis of favouritism, you must be able to deliver the goods to retain your job. With the rapid growth and development of sport in the country, it has become imperative that, indigenous coaches have to obtain a reasonable standard of education for influence communication. According to Ikuhayo (1990) coaches must know the athletes sufficiently well enough to be able to predict their reactions to skill, demands and expectations. They should be able to predict the outcome and effectiveness of their motivational techniques and know that athletes could benefit from one method of instruction than others. This knowledge could aid coaches in players selection and positions placements Kienka,(1990) suggested that for performance to improve significantly, the administrative organs must elect governing councils that are sensitive to the existing problem and strive to put things right by employing qualified and dedicated personnel (coach) who are dedicated to work for the common goal achieving excellence in sports. Continuing, she stated that, with dedicated coach working together to effect proper organization at their respective intuitions, the poorly organized sports competition and poor performance will be a thing of the past, thus indigenous coaches will shine in their clubs. Oluwafemi (1992) maintained that, 32

“the problem with Nigerian (indigenous) coaches centred on lack of basic educational and professional training as most of them are performers before turning coaches, for example, Christian Chukwu, Stephen Keshi, Samson Siasia, Moses Kpakor, Austin Eguavoen Daniel Amokachi, Emmanuel Amunike and the host of others Deborah and Bucher (2003) stated as a coach you must have ability to organize and delegate responsibility and authority to motivate others to work for you. “A coach should have sound knowledge of the job, knows all the details and procedures pertaining to school administration and other relevant current issues” (p 437-439). David, Jean and Carol. (2001) stressed the need for a coach to be knowledgeable. They said, physical education teacher must be familiar with all the skills and techniques that are necessary for satisfactory instruction, be able to give correct technique in skill performance- it could be possible for a coach to teach on activity without actually demonstrating it, but the ability to show students or athletes the correct skill stimulates learning and again for the respect of students. Wuest. (2003) pointed out vividly that, some coaches have poor educational background. This is a great handicap as it makes virtually impossible for them to interpret research findings in their areas of interest; the qualities of coaches have significant influence on athletes’ performance. This assertion agrees with, Flett, and Hewitt. (2005) that said lack of in-depth knowledge of any game you are coaching is a peril of perfectionism in sports and exercise. The researcher in his opinion, the only remedy for the indigenous coaches to perform maximally is for the sports administrators to get involve in continuous training and retraining of our indigenous coaches, it is only then that, they will come to the standard we expect them to perform. Deborah and Bucher (2006) stated that “ideally, the professional preparation of a coach should include a concentration in the field of physical education. However, in many cases this is not true even among those coaching in educational institution”. There is need for effective and devoted personnel. The administrator here included coaches, support staff, players and the technical officials. They also suggested that personnel (coach) in the athletic programme must possess a special quality or qualification that will put him at an advantage position to do his work well. He has the confidence and competence to discharge his duties effectively. Qualifications for a coach include excellent technical knowledge and teaching and coaching skills in the sport to be coached. She further stated that, to be abreast with the trend of event around the globe and to be among the world best, you have to continue updating of coaching skill through such means as clinics and assisting in planning and conducting practice sessions. 33

According to Federation of International Football Association (FIFA, 2007) and Confederation of African Football (CAF, 2007) all coaches must be graded in consultation with their statute. Peter (2009) advocated for only graded and certified coaches to be allowed to handle club-sides and National teams. The study reviewed that before now coaching was all-comers business, where any ex-footballer on retirement, even without any form of formal training, and prerequisite qualifications takes on coaching job. The poor performance of clubs in FCT and Nigeria in general can be traced to poor coaching because most coaches in the FCT handle teams that are far above their abilities. Onigbinde (2010) blamed the indigenous coaches of not taking the issue of refresher course serious. He went on to say that “they don’t go out of the country for refresher courses and this is the only way they could help them compete with their European counterparts. For a coach to succeed in his/her chosen career, such coach must be exposed to modern techniques of coaching methods. Job Performance Determinants Motivation: Anshell (1990) emphasized that the psychology of achievement in sports is based on the motivational factors present in the environment. He identified the motivational factors as working conditions, work materials (facilities, equipment and supplies), incentive and security. For meaningful sports development at the grass root (clubs in FCT Abuja) specifically and Nigeria as a whole, both players and coaches are to be adequately and sufficiently motivated. According to Akpan (2001), authorities and management use welfare benefits to increase performance and productivity.. According to Bernard and Busse, (2004) sports programme in developing countries (Nigeria) are usually run by sports coaches who work on a voluntary basis but sports projects have shown to require specialized and trained staff in order to reach the desired outcomes. As such, in order to get capable people to become actively involved in girls and women’s sport, incentives must be provided such as remuneration, transferable skills, equipment, and further education (training) media exposure, travel opportunities or other resources) to make the programme sustainable. Onyene (2005) made it clear that, if learning is to take place, the individual must be satisfied and actively interested in the problem or in reaching the goal. The motivation of pupils is one of the most important factors in learning without it, there can be no learning. Incentives motivate players into higher performance. When good incentive is given, the possibility is for the athlete to seek to perform better for his reward`. Motivation is a vital prerequisite to learning and performance. Nwaoku (2005) agreed with this assertion that motivation plays an important role during the entire process of acquisition of skills and 34 mastery of physical skills is essential to success (performance) in sports. Without motivation, optimum performance cannot ensue, in fact there might be no interest whatsoever to drive player to train effectively during training sessions and real competition. Ololube (2006) asserts that high motivation enhances teachers (coaches) performance. Gone are the days, when students (Players, Coaches) were expected to compete even with threat of force without any benefits or incentives. Today, the situation has changed. To become good performing athlete means, preparing oneself towards achieving greater height, incentives in sports today leads to better performances, motivation brings meaningful sports programme. Motivation is defined by Hornby (2006) as anything which moves an individual to action. Children are moved to action, in other word, motivated coach can go extra mile to make things happen. Indigenous coaches can be motivated when they are in the state of tension or disequilibrium. In the same vein a dedicated and hard working coach whose success is not recognized by the authority will be discouraged and his enthusiasm reduced to a minimum. Similarly, Wadada (2010) asked administrators to motivate players and coaches to get good result, he attributed the poor result of clubs and the National team as to poor funding , the players and coaches risk their life to play for clubs and the national team, at the end, they are treated with disdain, paying them peanut. In a similar vein, Unuanel (2010) maintains that indigenous coaches are poorly paid; the facts are there for all to see. He lamented a European would come here and be given all he needed, Materials to work with like office, official cars, assistants and even oblige them with some requests like going to Europe to monitor players and all that, but each time any indigenous coach is contracted he always find it very difficult to even get simple materials like footballs buses and issue like that. He concluded “really indigenous coaches can hold their own anywhere in the world but our problem is that, we are not being encouraged by way of empowerment and adequate reward. This confirm with what Obafemi (2010) said, “We will not die for Nigeria in the face of non motivation Siasia (2010) said “the failure of clubs management to make our league more attractive is making some Nigerian players to run to Europe because of money, you canot expect players to prosecute matches in the league if they are not paid well. He made it clear that, coaches’ cannot go into the field to play football. They need to be financially assisted by the club management to get the best leagues results for their club side”. Ade (2011) states that the Eagles helmsman is using large chunk of his wages to pay foreign scouts who would fish out unknown players (Nigerian) doing well in Europe for him to assess in Nigeria’s international friendly matches, can that be applicable with a foreign coach he asked? 35

Kienka (1990) stated “we lack qualified personnel (coaches) and consequently produce unprepared athletes. No matter how seasoned an athlete may be, enthusiasm will decline if he is not given appropriate tools for his/her trade, he then suggested that, funding sports could be a joint responsibility of the appropriate government ministry because of the enormity of the funding required. In addition, the administrators of sports in the state, local or federal should seek other means of funding to augment central funds. In facts, indigenous coaches need funds and support to execute their programme. He then suggested that companies and multi-companies and other cooperate bodies should be made by law to contribute substantially to the development of sports generally and should be some incentives to encourage these bodies (companies) to willingly contribute to the funding of sports like, tax free for their companies, he concluded. According to Ikulayo (1990) provision of fund to coaches and provision of necessary equipment and outfit at the right time will help in a long way to enhance performance. She lamented a situation where shoes wears were only released to the players a few days before a major competition is bad because the athletes would have difficulties getting used to the shoes to enable them play well in the competition”. So planning and execution is very important and it all ties down to funds. Ikenyiri (2004) acknowledges that finance is very crucial if the child is to have quality education and high performance, in the same manner, a coach with financial problem will not have quality training and that could affect his performance. Lisa, Carol and Mary, (2005) observed that financing the athletic programme is an administrative problem that becomes increasingly critical each year. As cast of things are going higher, the cost of materials in terms of equipment and supplies would go higher too. According to Umeakuka (2005), sport is regarded as secondary in Nigeria Institutions of higher learning and that perception affects the funding of the budget. He lamented that the financial condition of many Nigerian Universities make the adequate provision of sporting facilities and equipment impossible. The result is that many universities lack adequate facilities for student’s sports participation and end up leaving them with more time and unfulfilled drives to decide how to utilize or express them. Deborah and Bucher (2006) agreed with Lisa, et al (2005), in his opinion, athletic sports should be financed from donations, student’s fees, special project and physical education should be treated like other aspects or subjects in the programme. They identified finance as the major administrative problem facing athletic sports generally. NTI/FME (2007) observed that, sports programme in Nigeria have not been very effective, due to inadequate finances. This goes a long way to affect the performance level of the athletes; many 36 university administrators always have an uphill task convincing the principal officers of the university that financing sports at higher institution of learning is very expensive. The provisions of facilities, many of which are imported are costly and prohibitive that some clubs are not able to afford and they completely lose interest. This will affect the indigenous coaches for they cannot operate without equipment, facilities and fund is essential for their purchases. The researcher is of the view that funding and implementation of budget constitutes success in any sports programme and therefore must be made available at all the time. Infect, this ascertain agrees with Erico (2009) who observes as true of our national teams, where there will be no proper preparation in term of training, camping of the athletes and organizing friendly matches to assess the level of preparedness, late camping of athletes and in fact, not exposing athletes and coaches to the outside world to be abreast with the world best practices is the order of the day because of lack of fund. Ismaila (2009), former coach of Mighty Jets football club Jos , cried out that, the problem with my club then was finance, stating that, their main sponsors were the players, you can imagine how such team will perform in any competition. He continued “the result is obvious and at the end of the day, indigenous coaches would be blamed for lack of performance. Peter (2009) was quoted saying in an interview with vanguard sport Colum of September 21, 2009. That fund has frustrated coach Saisia (under 23 team coach) to the point that he went out to individuals and cooperate bodies and government begging for money to carry out proper training for good performance. Amodu (2010) calls for adequate funding of sports to move national football team to the next level. Unuanel (2010) Lamented over the poor state of fund among the indigenous coaches and summed it up by saying. “This is why we cannot even afford to sponsor ourselves to refreshes courses overseas because, there is no money. Therefore I laugh when people say that we cannot go for overseas trainings or refresher courses. First, you have to feed yourself before you start going for trainings. When you cannot feed yourself, how can you sponsor yourself for overseas course? These are some of the problems we are encountering in Nigeria”. Facilities and Equipment: Atisafe (1980) declared that facilities are part of incentives for effective organization and administration of sports. Lack of adequate facilities is one of the reasons why Nigerian athletes migrate to others developed countries to continue their career. He asked “who is to blame if the expected result is not feasible? Nixon and Jewett (1997) agreed with this view that, sports equipment and facilities occupy a strategic position in the planning and execution 37 of physical education programmes. Facilities make one to learn faster or learn the true method or skill. Egenege, Nwokeji and Agwubike (1990) stated that, a basic consideration in sports competition and organization is the availability of adequate facilities. The performance of the players will be hindered if there are no better facilities Chambers (1991) was of the view that, facilities can motivate an athlete to excel well in his area of specialization. Okunrotifa (2001), made these observations that; the importance of facilities and equipment in physical education programmes cannot be underestimated, facilities and equipment keep pupils active and busy. They create interest and motivate pupils to perform. They develop sense of creativity and confidence. Thus good poise and balance are developed through a constant interaction with facilities. Owolabi (1993) said that, we do not have good stadia, we do not have good pitches, how do you play good football where the players cannot even exhibit their skills and you expect them to play fantastic football. They cannot perform any magic”. Iheanachio (1994) in his contribution pointed out that, for area of instruction to fulfill its objectives, adequate sports facilities are necessary. The availability of equipment will make the coaches to impart the skills to the players with ease. It is important to know that, when the players appear neat, and are exposed to modern equipment, this alone will intimidate the opponent and that will give them psychological defeat before the actual game. The coach on the other hand will feel happy and exited to work better. George, Shirley and Melissa (2001) opined that, effective organization and for sports performance to improve, the administrative organ must live up to the expectation by providing excellent, sufficient and quality facilities. They further stated that, sports men and women must have a conducive environment in which to train and compete. Conducive in terms of adequate and well prepared, well kept facilities, equipment and supplies, without these essentials, the enthusiasm, dedication and the will characteristic of the seasoned athlete, will not be there. We cannot demand excellence from our athletes if we have not provided them with the external pre-requisite to attain it. Deborah and Bucher,(2003) looked at facilities as fixed and permanent items for teaching physical education there include gymnasia, swimming pools, building and playing fields and pitches. They also include such other structures like laboratories and stadia. Noting the performance of an athlete in relation to the facilities in place, they concluded that good playing grounds should be provided in every institution in order that all the students can be sufficiently engaged during physical activities for this will facilitate their performance. Lack of facilities has an adverse effect on the performance of students in the less endowed schools. Yusof and Omar-Fauzee (2003) reported that what constrained Malaysian college students 38 from participating in sports was lack of facilities and equipment. This implied that facilities and equipment could be a factor that will hinder coaches’ performance. Charles, Gregory, William and Karen (2006) in their contribution said, sports facility is one of the most important ingredients in modern physical fitness. It is indispensable in physical education and sports in general, therefore for a club team coach to perform maximally; there should be good and adequate facilities and equipment. Sport programme that is to achieve the desired result; there should be provision of equipment to boast the morale of the participants. National Teacher Institute (NTI/Module, 2007) stated that, schools equipments are essential aids to effective teaching and learning. There are the teachers’ trade tools. An instruction that is lacking in essential equipment cannot reasonably expect to achieve its main objectives. This same goes with the coaches and athletes if what they are to use is not in place, there will be no training and no performance. Excellent performance would always depend on the availability of equipment (Andam 2007. P. 1-9). He noted that students of less endowed schools could therefore not compete with other students in major public examination, which determined admission into University and other tertiary institutions. This is applicable to a football situation where a club lacks facilities and equipment to train with; obviously the performance will not be comparable with the club that has all the facilities to train with. The former Technical Adviser to the senior National football team Mr. Clemens Westerholf in an interview with sporting champion of (2009) Concorde with Udoh (1986) by comparing the performance of the super Eagles when they are playing outside under a better facilities than playing at home with sub-standard pitches, and then concluded that, “better facilities make players play good football away than in Nigeria where facilities are lacking.” Nji (2010) made it clear that, lack of facilities and resources are barriers to implement quality daily physical education programme. The implication is that lack of facility for training will lead to poor performance in sports. Good facilities on the ground will make the players and the coaches to put in their best and produce good and encouraging performance. It is therefore necessary to provide better facilities for the performance of the indigenous coaches Remuneration- It is a kind of compensation provided monetarily to the employees for their work performances. This is given according to the nature of job- skilled or unskilled, physical or mental. Remuneration forms an important monetary incentive for the employees. The expectation of the club is no other thing than performance. According to Deloitte & Touché (2000) a players’ salary includes any compensation in money, properly investments, loans or anything else of value to which a National Premier League (NPL) player may be rewarded 39 excluding such benefit as insurance and pension. A salary can include an annual pay and a one-time “signing bonus” which is paid in full when the coach signs his contract. For the purposes of the salary cap the signing bonus is prorated over the life of the contract rather than to the year in which the signing bonus is paid. Salary cap is defined as the maximum amount that a team may spend on player or coach compensation in a given season for all the players combined. Onyia (2002) pointed out that pupils (players, coaches) from poor family (clubs) background are often given too much work at home at the expense of their studies. The implication here is that instead of players and coaches concentrating on their training, they go about looking for what the family will be sustained with. Okoh (2004) lamented over the withdrawal of children from school for failure to pay their tuition fees by the parents who are poor. In other words, coaches and players’ salary will cause exodus of key players and those that cannot go will be traumatized as a result of salary denial and they will possibly develop brain fatigue due to extreme stress and depression which may account for possible low performance. Deborah and Bucher (2006) opined that the teaching (coaching) profession is considered a service-oriented profession. As with other service-oriented profession, those who enter teaching (coaching) must often be satisfied with intrinsic rather than extrinsic rewards. They further stated that salaries associated with teaching vary widely. “At first glance, teachers (coaches) salaries appear to be low compared to those offered in other professional careers. However, remember that teachers (coaches) typically work for nine (9) months or about 180 days a year. The implication here is that a coach may go for leave during off-season and can engage in another business they concluded. Akpan, Ekpeken and Okon (2007) stated that lack of leadership and poor administration has been the problem facing the growth of Nigerian football. He advised that football administrator should shun selfishness and greed and do what they are supposed to and do on time. The technical crew (coaches) salary, players allowances and match bonuses be seen to have been cleared without controversy. Amokachi (2009) lamented on the state of welfare by the Nigerian Football Federation (NFF),that for the states, and federal government the welfare of the players and indigenous coaches are not taken into consideration so they do not put in their best for the country: He was referring to the promise made by the Federal government to give them houses in Lagos when they won African Cup of Nation in Tunisia in 1994 and also the qualification of Nigeria in the world cup for the first time. “We were instantly promised to be given houses, little did we know that we would have to wait after fifteen (15) years and the National Sports Commission (NSC) claimed ignorance about it. 40

Jonah (2010) pointed out that one big problem with the indigenous coaches is that there has never been a well - packaged contract with their employers to really define the term of their contract, how it is going to be, who does what? The NFF (Nigerian Football Federation) would look at somebody they can manipulate and get away with it. He continues ‘It is hardly, NFF looks for a coach that understands the game and also understand the politics of the game as well. In other word, the NFF will not contract any indigenous coach that would challenge them on their decisions and undefined policies. The implication he states, is that the coaches they employ without proper contractual agreement term can be fired or manipulated thereby making them to operate the way they ought not to. He queried the disparity between a foreign coach and the indigenous coach that, the immediate past foreign coaches, Vogt and Lager bark were said to have been paid twenty five (N25m) million naira for three (3) months salary and five (5) million dollars for five months respectively where as their Nigeria counterpart received a highest pay of (one million five hundred thousand Naira (N1.5 million) as technical adviser. He went ahead to state that while allowances, official cars, housing, and necessary requirement for their personal comfort and the improvement of job, their Nigerian counter parts were not given. This will make the coaches not to give their best to the development of the game. Salary can be a strong weapon to greater performance, according to Igani (2010) “we can’t blame the boys for this poor outing; we knew the outcome of the game would be, poor result.” He further stressed that, in the game of football, motivation matters a lot when you are not well motivated, your input will be very low and that is exactly what we have seen. I must tell you, the ‘boys’ salaries are not been paid for months that is why we have this result today. The welfare officer of sharks FC of Part-Harcourt, gave reason why they lost the game at home. Obakpolor (2010) charges club management in the country to ensure they increase the wages and sign-on-fees of coaches. He stated Nigerian league has not been able to meet global standard because, clubs management in the country have refused to raise the pay value of coaches and players. Unuanel (2010) maintains that Nigerian coaches do not always get the right treatment in term of salary like their counterparts in other parts of the globe, has to a larger extend affected their performances in their respective clubs. He maintains that things are very difficult for coaches in Nigeria probably because we are indigenous or black. Look at this situation, a club gives a coach a five million contract but only two hundred thousand is paid to him and the rest might not be given to him, until the season ends, if the season ends, God forbid the indigenous coach is gone for good. Martins (2010) pointed out that “Another issue is poor remunerations to the indigenous coaches both at the National and the clubs; also 41 the total package a coach or player goes home with at the end of the day is too poor. The coaches have a common slogan that our take home pay cannot take us home. This simply conveys their dissatisfaction over the pay. Mkavior (2010) looks at the exodus of players in our league to other African countries and attributed the major reason most of our players desert our league to places like Iraq, Cyprus, India, Lebanon, Libya and other places is poor salary which most times does not come as at when due. This ascertains was corroborated with Unuanel (2010) who quoted from the Bible that “It is written in the Holy book that a Laborer deserves his wages. Welfare Siasia (2011) agreed here that the welfare of the indigenous coaches is at stake when there is no proper contractual agreement and it is here, you see interference in invitation of players, selection of players, allowance not paid as at when due, match bonus denied and no attention to training and programmes. Udoh (1986) stated that the issue of hiring and firing of coaches at will without paying adequate compensation and all that is worrisome and the indigenous coaches are not after developing the game but winning to stay back to his position and development is bringing in cheating and fraudulent practices in the game of soccer. He stresses the need to take the welfare of coaches serious. Indigenous Coaches for now are poorly paid, the facts are there for all to see. He lamented that a European would come here and be given all he needs, materials to work with like office, official cars, assistants and even oblige them with some request like going to Europe to monitor our players and all that, but each time any indigenous coach is contracted, he finds it difficult to even get simple materials like football, busses and issues like that. Obafemi (2010) declares Eagles can’t die for Nigeria. He cited the case of Yusuf Moh’d who got injury while on a National assignment, since then we did not hear of him; he can’t play for 11-12 months “what is he getting from the government. If they want us to die for Nigeria, they have to sort things out over there. I believe if things are right, the players will be ready to play out their hearts. He called for insurance policy for every player. Gretal (2003) who states that, a definite trend can be seen in school (Football club) districts for having some form of school accident, insurance to protect their students against injury. He continues, school administrators and board of education in many communities feel this is one additional and important way of giving service to its school population. Along with this trend can be seen the impact upon causality and life insurance company which offer insurance policies for school children and staff. The area of unscholastic athletics has been responsible for the development of many state athletic protection plans as well as the insurance of special 42 policies by commercial insurance companies when it is realized that accidents are the chief cause of death among student’s athletes.

Security

Sabock (1979) said, one of the first concerns everyone has upon entering a new profession is job security. Security in the coaching profession especially with the indigenous coaches can be fired. Those who are in the profession are well aware of the fact that this is always a distinct possibility in the life of a coach and is not necessarily confined to college coaches or to coaches of professional clubs. The researcher views this as unhealthy and distraction for the indigenous coaches’ performance. This is because instead of concentrating on your job, you are always thinking of your jobs security. Jones (2004) states, all too often, close control of a crowd is needed at the end of a contest, because after a win or lose, the feelings of many fans reach an emotional height, Individual without allegiance to either team who seeks to injure someone in some way. Having school security visible in the immediate vicinity and leaving the area well lighted for at least an hour after the match ends can deter malicious action. According to him, security is vital to any segment of the competition. “security may consist of protecting the team’s valuables, officials after a game, fans in the stands, fans outside the playing area, coaches from the fans, participants from fans, participants from their opponents; coaches have to know their particular situation and plan accordingly. He concluded that providing security on a large scale will involve working with the local law enforcement agencies and the schools (clubs) administrative supervisor. The above makes the coach to relax in his game plan having envisaged the danger of winning away matches and this will not solve his problem because, if he is freed from the hand of the host, the home fans and administrators will demand for his head for having performed badly at away matches, so the whole thing is risky especially when team is facing relegation. (Jones 1988). Erico (2004) identifies factor that hampers the performance of the indigenous coaches as frequent sacking of coaches. He blamed administrator of frequent sacking of coaches for failure to produce results in a short possible time. According to him, coaches are given unrealistic dead line to produce results or be sacked without considering the perimeter of their non performance

Hornby (2006) defined security as something that provides safety, freedom, danger or anxiety. The coaching job does not have full insurance coverage, that is to say, a coach can be sacked at any slightest provocation and the employer will go free. Unuanel (2010) reported 43 that “issues of hiring and firing of coaches at will without paying adequate compensation and all that is worrisome and the indigenous coaches are not faltering the development of the game but winning to stay back to their position”. This development is bringing in cheating and fraudulent practices in the game of football. In a similar vein, Onuh (2010) applauded the decision of resigning his appointment with Gombe football club over an unfavourable condition of service. That, “Nigerian coaches must be courageous when sports administrators worry them of nothing; take bold step and resign because most coaches are working under a bad condition but they cannot agitate because they are afraid of losing their jobs forgetting that they will lose the job one day”. Jonah (2010) appeals that indigenous coaches should not be made to work under pressure or threat of sack, rather they should be job motivation, he continues. The acts of spying, hidden agenda or fault finding by NFF officials against the technical crews are uncalled for; let the game be allowed to flow. There is great insecurity in the job to the extent that by mere hatred, a coach is sacked. Amodu (2010) confirmed this when he was sacked from being the chief coach of the super Eagle not that I did not perform but, somebody’s disliked for my guts ended up making a mockery of the whole team as if they were a bunch of School boys who lacked direction. Oyetoro (2011) stated that sacking of coaches is synonymous with coaching profession. As lucrative as the profession is, there is no job security. Performance is very important to the security of coaches. Ladipo (2011) stated that “coaching in any level, particularly at national level or the professional club alters little security.” According to him, security in coaching lies in three broad areas; ability to prepare athletes to play the game well, faith in the players on the team and the coaching staff. Recognition of the necessity to cooperate with the administrators, fan and the players, in spite of the fact that he has to entrust his faith and professional careers to his or her players playing the game. Every other profession have faith in their competencies and ability to do that themselves e.g. An architect must have complete confidence in his own ability to create, but coaching is unique in that, coaches are evaluated by how well others perform as a result of their teaching. Another area that the life of a coach is not secured is when a team goes out and win or play draw or sometimes loose.

Conceptual frame work of Administrative Tasks that determine the job performance of Indigenous Coaches.

FOOTBALL INDIGENOUS ADMINISTRATIVE PROGRAMME FOOTBALL TASKS JOB PERFORMANCE IN FCT ABUJA COACHES INDICES

Budgeting Reporting Planning Organising Staffing Directing Coordinating

COACHES’JOB PERFORMANCE

Figure 1: Diagrammatic representation of Administrative Tasks that determine the job performance of Indigenous Coaches.

Theoretical Framework: Maslow’s Hierarchy of Needs.

Organization and their managers are understandably concerned about motivation. Motivated employees are happy, productive and loyal and that’s what companies want. Although motivating employees can be challenging, a number of theories about motivation at work can be used as a basis of creating practices, procedures and processes to affect employee motivation. The theory proposed that, needs is satisfied in a certain order and that higher-level needs can only be satisfied once lower-level needs are met. Here the issue of welfare is paramount to the success of an indigenous coach who would need, his fringe benefits attached to him be paid to enable him do his job satisfactory to obtain result. Johnson and Ali, (2002). Said “when we think about success in athletics, we must bear in mind something for nothing all of us realize. Nobody gets something for nothing. No one wins without paying the price of victory. Returns in life are in direct proportion to what we give or the effect we put forth” (p 23). Etim (1986) agreed with the theory that, “Gone are the days when students were expected to compete even with threat of force without any benefits or incentives, today, the situation has changed. To become good performing athlete means preparing our self towards achieving greater height. Incentives in sports today lead to better performance and motivation brings meaningful sports programme.

Empowerment Theory

Empowerment refers to the encouragement of employees to use their initiative and make decisions within their area of operation (Luthans, 1998). Workers within the organization are provided with appropriate information and resources in making these decisions. As such, empowerment encourages innovation and accountability on the part of the employee (Luthans, 1998). The idea behind empowerment is that the employee will feel more a part of the organization, be more motivated, and therefore perform more effectively. In the same vein the coaches will feel at home and be more comfortable to work, knowing that, no one is witch hunting him. Here he will be more relaxed to bring innovation in the team he is coaching to bring better performance.

Emotional intelligence theory. 46

Emotional intelligence was first defined in the 1980s by John D.Mayer and Peter Salovey, but has received more attention recently with the work of Daniel Goleman (Goleman,1997).People at work may experience a variety of different emotions, both positive and negative. These emotions can be detrimental to the work process and organizational work environment. Emotional intelligence refers to the ability of worker to identify and acknowledge these emotions when they occur, and instead of having an immediate emotional response, to take a step back, allowing rational thought to influence their actions (Goleman, 1997).

Administrative Management Theory

Administrative Management Theory and School Management is the process of getting things done through people. Here importance is given to groups and not to individuals. The first expert of Administrative Management Theory was Henri Fayol (1841-1925). Fayol is called the "Father of Modern Management". Henri Fayol was a French industrialist and a management consultant. He started the functional approach to management. The other management experts who contributed to the Administrative Management schools are Mary Parker Follett, Luther Gulick, Lyndall Urwick, James Mooney, Alan Reiley, Oliver Sheldon, Ernest Dale, etc. The theory here demands team work and the goals of the organization are to be achieved. The coach has to work harmoniously with the sports administrators to realize the FCT Abuja Football clubs’ objectives.

Figure 2: Diagrammatic representation of Theoretical Framework of Coaches’ Job performance.

MASLOW EMPOWERMENT EMOTIONAL ADMINISTRATIVE HIERARCHICAL THEORY INTELLIGENCE MANAGEMENT THEORY THEORIES NEEDS THEORY

Encouragement Hierarchical Needs &Accountability Emotions and Team work Control 47

Coaches’ Job performance Review of Related Empirical Studies.

Zachary , Jemimah and Linet (2010.) conducted a study on the influence of strategic planning and planning outcomes; an empirical study of Commercial Banks in Kenya. The descriptive analysis, and Pearson Moment Correlation Coefficient were used. Commercial banks in Kenya were studied using both primary and secondary data. In this study, a census of 44 commercial banks in Nairobi Kenya was used. The majorities (80 per cent) of the respondents were managers in charge of planning and 20 percent were either heads of human resource departments or business and marketing department constituted the sample. The mean score statistic was employed to analyzed the data. The findings of the study revealed that five dimensions of Strategic Planning were highly emphasized namely; internal orientation, key personnel involvement, creative planning, functional coverage, and control focus. However, two dimensions of Strategic Planning namely; external orientation and use of techniques in planning were moderately emphasized. The result suggests that all dimensions of Strategic Planning are practiced in commercial banks in Kenya, an indication that the banks in Kenya practice effective and focused Strategic Planning. . Larsen & Brewster (2003) accepted with this finding of organizing as a task that can facilitate performance in an Establishment through his empirical work. Line management responsibility in HRM: an empirical study. The research design based on the literature and research survey, 23 HRM activities was identified in which line managers have some role to play in their organisations. A questionnaire was prepared with these activities that cover almost all HRM activities from human resource planning to employee termination and covered: 1) human resource planning, 2) recruitment, 3) selection, 4) placement, 5) new employee orientation, 6) training needs identification, 7) training nominations, 8) training 48 evaluation, 9) designing performance appraisal, 10) driving appraisal process,11) evaluating performance, 12) performance counseling, 13) career planning, 14) transfer decisions, 15) promotion decisions, 16) salary decisions, 17) incentives, 18) employee benefits, 19) grievance handling, 20) discipline management, 21) managing absenteeism 22) managing attrition, and 23) employee terminations. The respondents are expected to rate the level of their responsibility in discharging these HR activities. A five point scale is used to record the responses. One in the scale represents ‘no responsibility', two 'minimum responsibility', three 'moderate responsibility', four 'high responsibility', and five 'complete responsibility' of line managers for that HR activity. In the last section of the questionnaire respondents answered questions relating to the nature of business the organisations carried out, ownership, and respondent's functional areas and the length of service in the present organisation. The questionnaire was administered among 250 line managers (a manager who deals with any of the functional areas other than HR is considered as line manager for the purpose of the study). All these managers work in different organisations in which there is a HR department to support, help, and guide line managers in people related issues and coordinate HR function across the organisation. 176 line managers could give usable filled in questionnaires for the purpose of the study. 41. 48% of them represent manufacturing organisations; 37. 05% are from IT/ITES; and the remaining 20.02% represent service sector. Ownership wise 28.41% of the respondents belong to public sector, 28.98% work in private sector companies other than multinationals, another 23.86% represent Indian multinational companies, and the remaining 18.75% belong to foreign multinational companies located in India. Functional area wise, the respondents are distributed among operations (34.9%), marketing (28.41%), systems (19.32%), and maintenance (18.18%). 43.75% of the respondents have less than five years of work experience in their respective organisations; 38.64 % range from five to ten years; and the remaining have ten and above years of experience. The instrument used, percentages, means scores and standard deviations. One- way ANOVA tests are used to find out differences in various responsibility items . The result found that Line managers have higher responsibility with respect to performance management, and training and development and lower responsibility in employee compensation systems. Santhosh (2011) conducted an empirical study on impact of E-Governance projects on bureaucracy and administrative structure: In this study, analyses were carried out using the Statistical Package. An empirical study found that the new potential offered by the Information and Communication Technologies and widespread use of the 49 internet has encouraged governments around the world to introduce ICT tools to transform bureaucracy, reduce cost, improve governance, increase effectiveness, efficiency, reach and to fast-track economic and social progress. It has been suggested in public administration literature that the introduction of e-Governance and ICT led automation of government departments may lead to organisational changes in the way public services are delivered. This research investigates the impact of e-Governance projects from a practical context, and aims to identify whether the implementation of e-Governance projects leads to a transformation of bureaucracy, administrative structures and how departments function. After conducting an empirical research and analysing its findings, the following is the results. The result: The researcher has concluded that implementation of e-governance projects indeed lead to changes in government organisations. Also, evidence is obtained for the transformational potential of ICT tools and the requirement to have necessary reforms prior to the implementation of e-Governance. However, available evidence does not suggest a complete transformation of bureaucracy, administrative structure and departmental functions. They instead confirm that transformational effects vary across a spectrum of areas.

Lewandowski (1994) conducted study on how school should raise fund and equipment for meaningful programmes. The survey research design was used. Two hundred and seventy three secondary schools in rural and urban communities in Botswana constituted the study sample. Mean and standard deviation were employed for data analysis. The major findings of the study were the schools without sufficient cash improve their revenue base through ingenuity, effort and time, that government and communities were involved for sufficient space and equipment as well as the committee donating money for sports. The study also recommended that homemade equipment should be constructed and used for meaningful programmes and activities including sports. There he called shoestrings or shoeboxes. Barajas (2005) conducted a research on how finance correlates with sports performance. In Spanish professional football clubs, in first and second Division for the period under study (2000-2005) the survey design was used. One hundred and thirty four valid cases for the statistic and econometric work. These cases correspond to 34 different clubs. Considering that each year a club’s features (the division in which it plays and it’s results) change, the sample consists of the 84 first Division clubs and 50 from the second Division “A” so, each clubs is a different case for each year. The result suggested that finance can improve the performance of clubs as clubs that did not have enough, each year the result 50 would show by going or relegation. It is therefore recommends that clubs should be adequately funded. In the same vein Crompton (1995) conducted a study an economic impact analysis of sport facilities and events in Los Angeles, California. Data were collected from 496 respondents in schools, colleges, public and private sport organization through a survey instrument. Data were analyzed by descriptive test and ANOVAs. Results showed that fund played a great impact on provision of sport facilities. The study pointed out that lack of facilities hindered children from participating in some physical activities and it further revealed that the few ones available were poorly managed. The study therefore suggested and recommended that facilities and equipment should be given priority attention it’s desired in schools as well as football clubs and other sports organizations in FCT Abuja. Aworemi, Abdul-Azeez and Durowoju (2011) conducted a research study on directing as a task (Motivational) that determines the performance of Employees in Nigeria. They employed a descriptive survey method. The target population of this study included all the employees of 15 randomly selected companies from Oyo, Kwara, Osun and Ogun States of Nigeria. The sample size included 300 randomly selected employees of the target population i.e. twenty employees from each company. Two hundred and Eighty questionnaires were found analyzable out of the 300 questionnaires sent out for the survey given the participation rate of 93.3%. The companies are into Educational Consultancy, Hotel and Catering Services, Transportation services, Retail services and Manufacturing. These companies were basically chosen because of their diverse and rich workforce. They also have good reputation in employees’ motivation. Data were collected through the use of a written questionnaire hand-delivered to the participants. Questionnaires were filled out by participants and returned to the researchers. The questionnaire asked participants to express their agreement with the seven motivational factors in a Likert-type scale. The options are strongly agreed, partially agreed and not agreed. The result of the agreement was later ranked according to their importance that is 1= strongly agreed, 0.5= partially agreed and 0= not agreed. The instrument was pilot tested with three similarly situated employees within the selected states.. The motivational factors are (a) job security, (b) personal loyalty to employees, (c) interesting work, (d) good working conditions, (g) good wages, (h) promotions and growth in the organization, and (j) full appreciation of work done. The result indicated that Good working condition (directing) was considered as the best motivator by the employees. This is due to the fact that when the environment is 51 conducive for working, people tend to bring out the best in them. Good working condition include good physical conditions (such as good ventilation, adequate workplace, lighting), good working relationship with the superior, little tension on the job, and freedom to adopt your own approach, just to mention a few. This observation is in line with the Maslow’s needs hierarchy because good working condition is a self-actualizing factor. Okendu (2009) similarly conducted a study on socio-economic background peer group and family instability how it correlate with the students performances in secondary schools in Ikwere (Kelda) of Rivers state Nigeria. A structured research questionnaire was administered on a sample size of five hundred and eighty-four secondary school teachers. Data generated were analyzed using the descriptive statistics, parametric t-test (pooled variance) and Pearson moment co relational statistics (Pearson). The result indicated that socio-economic background and family instability have significant influence on students’ performance in secondary schools in Ikwere of Rivers State. Recommendations were proffered based on the findings to improve the socio-economic background, family stability and student’s performance in secondary schools in Ikwere, Rivers State Nigeria. Rosner (1991) surveyed sports facilities and equipment which enhance performance in colleges. Data were collected from a sample of 56 college’s staff in Spain. The result showed that sports facilities and equipment were key point in the performance of athletics. It further revealed that schools that maintained their facilities athletics enjoyed them for a long time and those who lacked maintenance culture. The study showed significant different between the schools with sports facilities and those without sports facilities and equipment. Mandel, Mosher, Grant and King (1990) studied modalities for improving performance of school athletes in Canada. Data were collected from 368 athletics, 214 physical education teachers and 107 head teachers. Instrument for data collection was a school sport performance improvement Questionnaire (SSPIQ). Result of the study showed that motivation of athletes (X=3.6); improvement in the provision of facilities equipment and supplies (X=3.2), and improved training methods X=2.9 were indicated as the major areas that need attention for improving the performance of Canadian school athletes. The results of the study also showed that the modalities indicated by the respondent were significantly dependent on location, experience and status of teachers. No significant relationship on the responses was found with gender and type of school. Colman (1998) conducted a study for the growth of football in high schools in Holland; Data were collected through a sport motivation inventory (SMI) from 206 physical education 52 teachers and 84 head teachers. Results of the study indicated that the most commonly item that attracted athletes were the construction of facilities, supply of equipment and kits, athletes insurance, scholarship, free ticket to big games, collective fund management and free accommodation and meals; no significant difference in the motivation of athletes between urban and interior schools. Okpara (2004) conducted a survey on the impact of salary differential on job satisfaction of male and female bank managers in Nigeria. Data were collected from 340 bank managers who were members of the Chartered Institute of Bankers of Nigeria (CIBN). The results show that there was a significant gap in salary between male and female Bank Managers. The female managers were less satisfied with their salary than their male counterparts. Implication here is that, the indigenous coaches may not put in their best for lack of job satisfaction and thereby continue looking elsewhere to meet their daily demands. Descriptive Statistics and T-Test were used. Horngren et al., (2008) state that, recent surveys show just how valuable budgets can be. They assert that, a study of more than 150 organizations in North America listed budgeting as the most frequently used cost management tools and it was also the tool with the highest value to the organization. Furthermore, they show that, study after study has shown the budget to be one of the most widely used and highest rated cost management tools for cost reduction and control. Highlighting one of the usefulness of budgeting to the users, they maintain that, advocates of budgeting claim that the process of budgeting forces manager to become a better administrator and puts planning in the fore-front of managers’ mind. In the same book, Horngren et al., (2008) also point out that the result of a survey carried out in the same place (North America) shows that most managers still agree that budgeting, correctly used has significant value to management. They reported that over 92% of the 150 companies in North America use budget and remarked budgeting as the top among the top three cost management tools. In the same view, in a round table discussions organized by CIMA and ICAEW in 2004 on “The traditional role of budgeting in organization”, it is stated that budgeting and the accompanying process are indispensable and that, research in organizations seems to suggest that this is a commonly held view. It was further stated that, traditional budgeting remains widespread. Some claim that as many as 99% of European companies have a budget in place and no intention to abandon it (kennedy & Dugdale 1999, cited in CIMA-ICAEW, 2004).Consistent with this, Anand et al.,(2004) in a survey carried out in India found out that the use of budgets as a part of management control system is wide spread. Precisely, 88.7% of the respondents in their study prepared budgets. They assert that 53 nearly all the companies in Australia, Japan, UK, and USA prepare budgets (see for detail, Asada et al., 1989, Blayney & Yokoyoma, 1991, Chenhall & Langfield 1998 all cited in Anand et al., 2004). On the contrary, research also shows that over 60% of companies claim they are continuously trying to improve the budgeting process to meet the demands set for management in creating sustainable value (Ekholm & wallin, 2000, cited in CIMA-ICAEW, 2004). According to Bourne (2004), Cranfield University in 2001 teamed up with Accenture’s finance and performance management service line to undertake a large worldwide review of planning and budgeting. They focused on 15 companies in the US and Europe which had already made adjustments to their budgeting practice. In addition, the researchers reviewed over 100 academic and practitioner books on the subject. The result showed a widespread dissatisfaction with the budgeting process (Bourne, 2004). Contrary to this conclusion, Dugdale & Lyne (2004) also argue that there is little or no evidence to support the view mentioned above that there is a widespread dissatisfaction with budgeting process. They affirm that, there seems to be no widespread dissatisfaction with traditional budgeting. Instead, managers generally see budget as important, especially for planning, control and evaluation. More so, one of the criticisms held against the traditional budgeting is that, budgets are rarely strategically focused, but contrary to this opinion, Anand et al.,(2004) in an investigation carried out in India, found that the respondents as a matter of fact used more than one goal in formulating the master budgets. Abodun and Fagbemi (2011) conducted a study, the Global Debate on Budgeting: Empirical Evidence from Nigeria. The researcher seeks to observe many variables at a point in time (i.e., one-time-only), a cross sectional survey research design was used. Precisely, the descriptive research design (a type of cross sectional survey research design) was used. This design was considered appropriate because all the variables of the study were observed at a point in time and thereby relatively reduced the cost of the investigation. The target population for this study consists of all the manufacturing companies in the Nigerian private sector. For the purpose of this study, the list of manufacturing companies in Lagos State of Nigeria constitutes the population of study. The choice of Lagos state was based on certain reports on the distribution of manufacturing companies in Nigeria. According to Ajibolade (2008), over 55% of manufacturing companies had their head offices located in Lagos. Therefore, it is believed that the choice of Lagos is appropriate for this study. The choice of manufacturing sector for this study was based on the belief that, budgeting is most widely practiced in the manufacturing sector compared to other sectors. More so, Wickramasinghe & Alawattage (2007), posit that the development of standard costing technique and budgeting 54 is traceable to the manufacturing industries. Few samples were selected from the population for the purpose of this study. This was as a result of the difficulties encountered by the researcher in obtaining an up to date list of manufacturing companies in Nigeria. Consequently, a convenience sampling technique was used. The adoption of this sampling method was based on the fact that the study did not use any sampling frame from which a random sample could be drawn. However, for the fact that budgeting is widely used by most manufacturing companies, there is no reason to suspect any systematic bias in the findings of this study. The instrument used for data collection was the questionnaire. The subject matter. Therefore, the target respondents for this study were: the staff in the account section; departmental heads; and management staff in each of the sampled companies. A total of one hundred and fifty one (151) questionnaires were administered across the companies sampled but only one hundred and ten (110) were retrieved constituting about 73% response rate. In this study, both descriptive and inferential statistical procedures were used. The descriptive statistics used include; mean value, standard deviation, simple percentages and frequency counts. For the inferential statistics, the Chi-square test statistics was used to examine how the actual observed frequency differs from expected. Results: In this study, analyses were carried out using the Statistical Package for Social Sciences (SPSS 15.0). For the descriptive analyses, any mean value that is less than 2.0 implies little or no existence of budgetary exercise and control system. For a mean value of 2.0 and less than 3.0 indicates an existence but a weak budgeting and budgetary control system. Mean of 3.0 and above shows that companies prepare budgets and put proper and adequate control system in place. The same principles are applicable for the analyses of other items of the questionnaire. From table1, it shows that most of the companies prepare budgets annually as supported by a mean value of 3.51. Items four to eight of the questionnaire contained in appendix 1 are concerned with budget implementation and control. From table 1, the means are: 3.76, 3.75, 3.39, 3.21 and 3.35 respectively. The implication is that, since the means are above 3.0, it shows that budgets were usually implemented and the systems of control put in place by the companies were adequate. More so, for item eleven(11) of the questionnaire, the mean of 3.76 in table1 shows that budgeting is considered a useful tool for performing the managerial function of planning, control, decision making, coordinating, and communicating. Finally, the mean of 3.84 in table1 for item twelve of the questionnaire shows that respondents considered the budgetary system a worthwhile exercise. Hassel and Cunningham (1996) conducted a study on Reliance on Budget control and Budget influence in Finland during a submit on Budget effectiveness in multinational corporations: 55 an empirical test of the use of budget controls moderated by two dimensions of budgetary participation under high and low environmental dynamism. A structured research questionnaire was administered on a sample size of one hundreds manufacturing units Data generated were analyzed using the descriptive statistics, parametric t-test (pooled variance) and Pearson moment co relational statistics (Pearson). Results: Simple correlations among the variables are computed using raw scores and are presented in Table 4. The significant negative correlation between reliance on budget controls and environmental dynamism in domestic subunits (r=-0.43; p [is less than] 0.001) indicates that budgets are de-emphasized as the environment becomes more dynamic for domestic subunits as argued for the hypotheses.

Summary of Related Review Literature. In the Literature review, some essential concepts such as planning, organising, staffing, directing, coordinating, reporting, budgeting, job performance, motivation, remuneration, facilities and equipment and welfare, are explained and giving the inputs of other authorities and the chapter is divided into three sections. Under the conceptual framework, there are two subheadings; Administrative Tasks and Job performance determinants. The materials reviewed showed that administrative tasks such as planning, organizing, staffing, directing, coordinating, reporting and budgeting, are very essential to the work of the indigenous coaches if there are properly applied. The review showed some linkages of the administration of sports in FCT, Abuja. There are instances where the sports administrators failed to live up to their responsibilities, for example, failure to plan organize, direct ,coordinate, staff, report and budget for a well known sports programmes that have been going on for years. The review also showed that sports facilities play significant role in the performance of the indigenous coaches that is, the players have good playing pitches to express their talents that the coaches have impacted in him. It has also been reviewed that the qualification of the coach is important to transform the entire team to a greater height, this is because you cannot give what you do not have. The coach can impart only what he has to the players with correct methodology. It is reviewed that the FCT, Abuja Football clubs lacked sporting facilities and equipment to enhance the work of the indigenous coaches. It is reviewed under the conceptual framework that remuneration is very essential to the enhancement of the performance especially where the pay looks attractive; this is because the coach will concentrate more carefully to his job than when he is getting a peanuts. It is also reviewed that welfare is another way of enhancing performance especially where it is 56 taken very serious. Allowances and match bonus can motivate both coaches and players to put in their best. The literature showed that the coaches settle to do their job more effectively when they are assured of their job security than always been threatening of sack from the work. Fund determines the kinds of sports equipment to purchase. According to Ikulayo (1990), provision of fund to coaches and provision of necessary equipment and outfit at the right time will help in a long way to enhance performance. In the light of the above administrative tasks in place, what is making the indigenous coaches not to perform well to improve the standard of football in FCT, Abuja is what the study is set to investigate. Four theories are considered here, the Maslow ‘Hierarchy of needs theory, Empowerment theory, Emotional intelligence theory and Administrative Management theory and their implications. In fact all the theories reviewed that the indigenous coach need satisfaction, unity and empowerment to do his job well. The empirical studies related to the present study has specifically reviewed that planning, organizing, staffing, directing, coordinating, reporting and funding, motivation and provision of facilities can improve the performance of clubs as well as club that did not have enough, each year the result is shown by going on relegation.

CHAPTER THREE Methods. This chapter focuses on the method and the procedures that will be used in carrying out the study. It consists of research design, area of study, population, sample and sampling technique, instrument for data collection, validity and reliability of the instrument, method for data collection and method of data analysis. Research Design Survey research design will be employed in this study. The choice of this design is based on the assertion of Gay (1981), Babbie (1986) and Nworgu (1991) who described the 57 design as one of the best available design to the researcher who is interested in collecting original data for the purpose of describing a population that is fairly large. In similar vein Ali (1996) and Wilson, (1998) pointed out that the design permits the description of conditions as they exist in their natural settings. Osuala (2005) described survey as a research design that is about people, fact about people, their beliefs, opinions, attitudes, motivation and behaviours. Somefun (1998) and Nsude (1999) had successfully used the design in similar studies like Strategies for improving organizational effectiveness among Nigerian firms and Strategies for improving the management of theological institutions in Umuahia respectively. For the above reasons the cross-sectional survey research design is therefore considered appropriate for examining the administrative and socio-economic determinants affecting the job performance of indigenous coaches in FCT, Abuja. Area of the Study The Federal Capital Territory is the home of Abuja, the capital of Nigeria. The Territory was formed in 1976 from parts of former Nasarawa, Niger, and Kogi States. The FCT is geographically located in the center of the country. It has six Area Councils. It is situated with the Savannah region with moderate climatic conditions. The FCT has the most modern stadia in the country and Africa as whole. The inhabitants are Football fans and some play active football. It has facilities that are favourable to promote football and sports in general. The Capital City of Nigeria hosts most of the major sports Associations headquarters including Nigeria Football Federation (NFF). There are Federation of International Football Association (FIFA) and Confederation of African Football (CAF) Training programmes for Football Coaches and Referees there in Abuja all the time for them to benefit from. There are football clubs here that are playing in the National divisions’ one and two. The capital city has some facilities that coaches can take advantage from, such as, Institute of Sports for training coaches of different kinds. This and others have informed the choice of this area of the study. Population for the Study The population for the study consisted of one hundred and thirty one (131) samples made of 64 Coaches all from the ten clubs that are playing in division one and two and 67 sports administrators from the six Area Councils of Abuja. Sample and Sampling Technique The sample for this study was made up of one hundred and thirty (131) coaches and sports administrators. The decision to include the entire population as respondents is based on the assertion of Gay (1981) and Nwana (1990) that where the number of the target population 58 is small, it is preferable to utilize all the subjects in order to ensure representativeness and generalizability of findings. Moreover the population is of a manageable size. Consequently, there was no sampling in the study. Instruments for Data Collection. The instrument for data collection is the researcher-designed questionnaire on administrative tasks determinants otherwise called (QATD) (See Appendix II).The questionnaire is divided into two sections, A&B. Section A, consists of one item, demanding the personal data of the respondents. Section B, composed of thirty four (34) statements on administrative and socio-economic factors affecting the job performance of indigenous coaches. The respondents are required to indicate the degree of agreement or disagreement as follows: High extent(H.E), moderate Extent (M.E), Low Extent (L.E), No Extent (L.E)and Not Applicable (N.A) with assigned values of 5, 4, 3, 2 and 1 for positive items and 1, 2, 3 4and 5 for negative items respectively. Validity of the Instrument The instrument was given to five experts, three from the Department of Health Physical Education, and one each to Sport unit and Measurement and Evaluation, all of University of Nigeria, Nsukka, to ascertain its content and internal validity. The QATD together with the objectives of the study, research questions and hypotheses were made available to them. Their criticisms and suggestions were used to produce the final version of the questionnaire.

Reliability of the Instrument In order to determine the reliability of the instrument, the QATD were administered on a sample of twenty Football Stakeholders made up of Sport Directors and Coaches, from Suleja Local Government Authority of Niger State. The results of test were correlated using Spearman-Brown correlation method. A coefficient score of .60 or above were used to determine the reliability of the instrument. Method of Data Collection. The researcher obtained a letter of introduction from the Head of Department of Health and Physical Education, University of Nigeria, Nsukka, introducing him to the various chief executives of clubs and Sports Directors. The instrument was administered to the respondents personally with the help of the two trained research assistants. A total of one hundred and thirty one (131) respondents were used and it required that after the distribution of the questionnaires, the researcher read out the instructions to the respondents for emphasis 59 sake. The filling of questionnaires was completed and collection of the instrument was done immediately with the help of the two trained research assistants. Method of Data Analysis The data collected were cross-checked for completeness and information and coded on the computer using statistical package for social science (SPSS batch system). The frequencies of the responses were awarded points and their means calculated. The responses were scored to produce a Likert- type scale of summated ratings. This means that with positive scoring, four points were assigned to strongly agree; three points to agree; two points to disagree and one point to strongly disagree. For the items in negative statements, the scores were applied in the reverse order thus: one point to strongly agree; two points to agree; three points to disagree and four points to strongly disagree. This means that the higher the aggregate scores in the Likert type of scale, the more negative the performance of the indigenous coaches in FCT. The mean score was obtained by adding all the scores assigned to the degree of agreement and disagreement to a statement or item, and dividing it by the number of possible responses to that statement as follows: 4+3+2+1 =10 =2.5. Thus the performance will be considered positive if the grand means of the responses is equal to or greater than the criterion mean (2.5). Conversely, the performance will be considered negative if the grand total mean is less than the criterion means (2.5). The mean obtained was used to answer all the research questions. The data were analysed on item by item basis to show the response frequencies and percentages of the respondents on the various research questions. T-test statistics were employed to verify the five null hypotheses at .05 level of significance.

CHAPTER FOUR

Analysis of Results In this Chapter, the results of the analysed data are presented and interpreted. The presentation and interpretation were done in line with the research questions and hypotheses that guided the study. Research Question 1 What is the extent to which planning determines the job performance of Indigenous Coaches in FCT, Abuja? Table 1: Mean and standard deviation responses of Coaches and Sports Administrators on how planning determines the job performance of indigenous Coaches. N=67 N=64 Coaches Sports Administrators S/N Item statement Mean. Std.Dev. Decision Mean Std.Dev Decision 1 Assigning duties to 3.43 .722 High Extent 4.34 .570 High Extent coaches 61

2 Setting goals for coaches 3.51 .805 High Extent 4.41 .583 High Extent

3 Coordinating the activities 3.32 .725 High Extent 4.22 .603 High Extent of the Coaches 4 Adherence to budget 3.10 .699 High Extent 3.75 .713 High Extent policies and procedures Cluster mean 3.391 .574 High Extent 4.18 .459 High Extent The summary of data presented in table 1 revealed that planning determines the job performance of Indigenous Coaches in FCT, Abuja to a high extent since the cluster mean of 3.39 and 4.18 for Coaches and Sports Administrators respectively are above the weighted mean of 3.00. Although Sports Administrators had a higher mean score when compare with the Coaches. The analysis of item by item mean score showed that both Coaches and Sports Administrators had on all item high extent. However, the mean score ranged from 3.10 to 4.41 for Coaches and Sports Administrators. The result indicates that planning to some extent determines the job performance of Indigenous coaches in FCT, Abuja with a cluster mean of 3.391 for coaches and 4.18 for sports administrators which is on high extent.

Research Question 2. What is the extent to which organizing, determines the job performance of Indigenous Coaches in FCT, Abuja? Table2: Mean and standard deviation responses of Coaches and Sports Administrators on how Organising determines the job performance of Indigenous Coaches. Coaches Sports Administrators S/N Item statement Mean Std.Dev. Decision Mean Std.Dev Decision 1 Arranging for friendly 3.21 .664 High Extent 3.80 .739 High Extent matches to improve the club’s performance 2 Planning for practical 3.58 .721 High Extent 4.16 .761 High Extent session to enhance team performance 3 Allowing the Coaching 3.07 .840 High Extent 3.72 .806 High Extent Staff a free hand to do 62

their job. 4 Players selection in the 3.75 .959 High Extent 4.20 .717 High Extent squad that enhance understanding and better performance 5 Registration of matches 3.28 .562 High Extent 3.30 .647 High Extent and competitions Cluster mean 3.38 .562 High Extent 3.94 .452 High Extent

Table 2 summarized the responses of Coaches and Sports Administrators on how organizing determined the job performance of Indigenous Coaches. The analysis showed that both Coaches and Sports Administrators agreed to a high extent that organizing determined the job performance of Indigenous Coaches in FCT, Abuja since their cluster mean of 3.38 and 3.94 are between the range of weighted mean of 3.00 and above for Coaches and Sports Administrators respectively. The items mean range from 3.07 to 4.20. Comparatively, Sports Administrators have a higher mean score than the Coach. This showed that there is difference in the mean response of Coaches and Sports administrators. The result showed that organizing to some extent determined the job performance of Indigenous Coaches in FCT, Abuja. Research Question 3. What is the extent to which staffing determines the job performance of Indigenous Coaches in FCT, Abuja. Table 3: Mean and standard deviation responses of Coaches and Sports Administrators on how staffing determines the job performance of Indigenous Coaches. N = 67 N = 64 Coaches Sports Administrators S/N Item statement Mean Std.Dev Decision Mean Std.Dev Decision 1 Player’s recruitment and laying off of 4.46 .927 High 4.61 .657 High players whose services are no longer Extent Extent required. 2 Recruitment of qualified technical 4.42 .838 High 4.66 .569 High assistants. Extent Extent 3 Refresher courses to improve Coaches 3.13 .736 High 3.34 .718 High 63

technical and tactical knowledge for Extent Extent greater performance. 4 Placing the welfare of the Coaches 3.00 .577 High 3.48 .713 High above winning and would not sacrifice Extent Extent to win 5 Demonstrate the ability to communicate 3.27 .709 High 3.91 .635 High effectively with all Coaches. Extent Extent 6 Utilizes standard criteria in judging 3.25 .746 High 3.84 .695 High Coaches ability to impact the modern Extent Extent best practices 7 Adherence to the policies of the 3.22 .813 High 3.80 .717 High appropriate governing body. Extent Extent 8 Coaches ability to identify potentialities 3.70 .905 High 3.64 .763 High in would be players. Extent Extent Cluster mean 3.56 .474 High 3.91 .416 High Extent Extent The data presented in table 3 showed the mean and standard deviation of Coach and Sports Administrators on how staffing determined the job performance of Indigenous Coaches in FCT, Abuja. The coaches have a cluster mean of 3.56 while Sports Administrators have a mean score of 3.91 comparatively the Sports Administrators have a higher mean scores than the Coaches, although there is a mean difference of 0.35 between them on how staffing determined the job performance of Indigenous Coaches. However, the cluster mean of 3.56 and 3.91 indicate that Coaches and Sports Administrators are of the opinion that staffing determined the job performance of Indigenous Coaches to a high extent.

Research Question 4.

What is the extent to which directing determines the job performance of Indigenous Coaches in FCT, Abuja.

Table 4:

Mean and standard deviation responses of Coaches and Sports Administrators on the extent directing determines the job performance of Indigenous Coaches.

Coaches Sports Administrators S/N Item statement Mean. Std.Dev. Decision Mean Std.Dev Decision 64

1 Maintains discipline in a 3.72 .934 High 4.09 .771 High firm and friendly Extent Extent manner. 2 Provide an environment 3.36 .899 High 3.94 .709 High that would make Extent Extent Coaches to discharge their duties with confidence 3 Ability to judge and 3.25 .725 High 3.95 .653 High make sound decision for Extent Extent the interest of the Club. 4 Motivate Coaches by 3.15 .657 High 4.05 .765 High developing and Extent Extent maintaining positive attitude among them. 5 Respect the right of 3.04 .824 High 4.03 .872 High Coaches as it is not a Extent Extent detriment to the rest of them Cluster Mean 3.30 .655 High 4.01 .605 High Extent Extent

Table 4: summarized the responses of Coaches and Sports Administrators on how directing determined the job performance of Indigenous Coaches. The Indigenous Coaches have a mean score of 3.30 and standard deviation of 0.655 while their counterpart Sports Administrators obtained mean score of 4.01 and standard deviation of 0.605.Sports Administrators have a higher mean score than the Coaches comparatively. However, both Coaches and Sports Administrators agreed that directing determined the job performance of Indigenous Coaches in FCT, Abuja. The item by item mean analysis showed that coaches and Sports Administrators have all item high extent. Therefore, the higher cluster mean score in fovour of Sports Administrators is an indication that there is difference in the mean ratings of Coaches and Sports Administrators on how directing determined the job performance of Indigenous Coaches.

Research Question 5.

What is the extent to which coordinating has on the job performance of Indigenous Coaches in FCT, Abuja? Table 5: Mean and standard deviation responses of Coaches and Sports Administrators on the extent to which coordinating enhance the job performance of Indigenous Coaches. Coaches Sports Administrators S/N Item statement Mean. Std.Dev. Decision Mean Std.Dev Decision

1 Decision been taken by 3.32 .805 High Extent 4.14 .710 High Extent the sports Administrators 65

in their proper perspective

2 Cooperating with the 3.25 .804 High Extent 4.12 .693 High Extent Coaches in conducting a quality football programme. 3 Approving the programme 3.43 .657 High Extent 4.06 .664 High Extent of the Coaches 4 Believing in the Coaches’ 3.24 .720 High Extent 3.61 .726 High Extent competence to use appropriate strategies and tactics 5 Panning for logistics to 3.15 .702 High Extent 3.81 .664 High Extent the Coaches for the participation in a competition. Cluster mean 3.28 .589 High Extent 3.95 .562 High Extent The summary of data presented in table 5 showed the mean and standard deviation of Coaches and Sports Administrators on the extent to which coordinating enhanced the job performance of Indigenous Coaches. The analysis showed that both Coaches and Sports Administrators are of the opinion that coordinating enhanced the job performance of Indigenous Coaches to a high extent since their Cluster Mean of 3.28 and 3.95 are above the weighted mean of 3.00. Comparatively Sports Administrator agreed more than the Coaches as recorded in the mean score. The item means for both (sports administrators and Coaches) shows high extent rating in each item statement. The mean score ranged from 3.15 to 4.14.

Research Question 6.

What is the extent to which reporting determines the performance of Indigenous Coaches in FCT, Abuja.

Table 6:

Mean and standard deviation responses of Coaches and Sports Administrators on the extent to which reporting determines the performance of Indigenous Coaches.

Coaches Sports Administrators

S/N Item statement Mean Std.Dev. Decision Mean Std.Dev Decision

1 Communicating the policies of 4.13 .694 High 4.37 .644 High the club regularly to the Extent Extent 66

appropriate authority.

2 Reporting to the higher 4.27 .617 High 4.45 .641 High authority the progress being Extent Extent made out for goals to be achieved

Cluster Mean 4.27 .534 High 4.41 .595 High Extent Extent

Table 6: summarized the Mean and standard deviation response of Coaches and Sports Administrator on the extent to which reporting determined the job performance of Indigenous coaches in FCT, Abuja. The Coaches obtained a mean score of 4.20 with a standard deviation of .0584 while Sports Administrators have a cluster mean of 4.41 and a standard deviation of 0.595. Therefore, since the mean score of 4.20 and 4.41 for Coaches and Sports Administrators are above the mean score of 3.00, they agreed that reporting determined the performance of Indigenous Coaches in FCT, Abuja to a high extent. The item by item mean analysis shows that both Coaches and Sports Administrators have all items high extent.

Research Question 7:

What is the extent to which budgeting determines the job performance of Indigenous Coaches in FCT, Abuja?

Table 7:

Mean and standard deviation responses of Coaches and Sports Administrators on the extent to which budgeting determines the job performance of Indigenous Coaches.

Coaches Sports Administrators S/N Item statement Mean. Std.Dev. Decision Mean Std.Dev Decision 1 Procurement of items 3.00 0.577 High Extent 3.39 0.704 High Extent and equipment for the team 2 Provision for the 3.96 .574 High Extent 3.58 .773 High Extent Coaches’ salary. 67

3 Payment of sign- on- 2.94 .600 Low Extent 3.31 .773 High Extent fees and other allowances. 4 Renovation and repairs 2.72 .622 Low Extent 3.16 .912 High Extent of infrastructures to improve players’ performance. 5 Negotiating for 2.61 .757 Low Extent 2.92 .841 Low Extent sponsorship that will improve the club financial status. Cluster mean 2.87 .540 Low Extent 3.27 .696 High Extent

The result of data presented in table 7 indicated the extent to which budgeting determined the job performance of Indigenous Coaches in FCT, Abuja as rated by Coaches and Sports Administrators. For Coaches, budgeting determined the job performance of Indigenous Coaches to a low extent with a mean response of 2.87 below the weighted mean of 3.00. On the other hand, Sports Administrators agreed to a high extent that budgeting determined the job performance of Indigenous Coaches as rated in their means score of 3.27 which is above the mean score of 3.00 set as a bench mark for decision making. However, the item by item mean analysis revealed that Coaches have items 1 and 2 high extent and items 3,4, and 5 low extent, while Sports Administrators have item 5 low extent, items 1,2,3,and4 high extent.

Hypothesis One:

There is no significant difference in the mean responses of coaches and sports administrators on planning as determinants of job performance of indigenous coaches in FCT, Abuja. Table 8:

T- test analysis of Coaches and Sports Administrators on planning as determinants of job performance of Indigenous Coaches.

Status N Mean Std. dev Df t-cal significance decision Coaches 67 3.39 .574 129 -8.671 .000 Not Sports 64 4.18 460 significant 68

Administrators

Table 8 showed that t-cal value at 129 degrees of freedom is -8.671 and significant value is 0.000. Since the significant value of 0.000 is less than 0.05 level of significant. The result further revealed that there is significant difference in the mean rating response of Coaches and Sports Administrators on planning as determinants of job performance of Indigenous Coaches in FCT, Abuja. Therefore, the hypothesis of no significant difference is rejected

Hypothesis two:

There is no significant difference in the mean responses of coaches and sports administrators on organizing as determinants of job performance of indigenous coaches in FCT, Abuja.

Table 9:

T-test analysis of response of Coaches and Sports Administrators to organizing as determinants of job performance of Indigenous Coaches.

Status N Mean Std. dev Df t-cal significance decision Coaches 67 3.38 .562 129 -6.265 .000 Not Sports 64 3.94 .452 significant Administrators

The result in table 9 showd that the significant value of 0.000 is less that the level of significant of 0.05. This means that there is significant difference in the mean ratings of Coaches and Sports Administrators with regards to organizing as determinants of job performance of Indigenous Coaches.

Hypothesis Three:

There is no significant difference in the mean responses of coaches and sports administrators on staffing and job performance of indigenous coaches in FCT, Abuja.

Table10: 69

T -test analysis of Coaches and Sports Administrators on staffing and job performance of Indigenous Coaches in FCT, Abuja.

Status N Mean Std. dev Df t-cal significance decision Coaches 67 3.56 .471 129 -4.515 .000 Not Sports 64 3.91 416 significant Administrators

Table 10 indicated that the t-calculated valve is -4.515 at 129 degree of freedom and 0.05 level of significance, while the significant value is 0.000. Since the significant value of 0.000 is less than the level of significant of 0.05, the null hypothesis is rejected as postulated. Therefore, there is significant difference in the mean response of Coaches and Sports Administrators on staffing and the job performance of Indigenous Coaches in FCT, Abuja.

Hypothesis Four.

There is no significant difference in the mean responses of coaches and sports administrators on directing and job performance of indigenous coaches in FCT, Abuja. Table11:

T-test of Coaches and Sports Administrators on directing and job performance of Indigenous Coaches.

Status N Mean Std. dev Df t-cal significance decision Coaches 67 3.30 .655 129 -6.419 .000 Not Sports 64 4.01 .605 significant Administrators

The result in table 11 showed that there is significant difference in the mean response of Coaches and Sports Administrators on directing and job performance of Indigenous Coaches in FCT, Abuja. This can be seen in the t- calculated of -6.419, which is significant at 0.000 and degree of freedom of 129. This indicated that the null hypothesis of no significant difference is rejected and alternative hypothesis accepted.

Hypothesis five 70

There is no significant difference in the mean responses of coaches and sports administrators on coordination and job performance of indigenous coaches in FCT, Abuja. Table 12:

T- test of Coaches and Sports Administrators on coordinating and job performance of Indigenous Coaches

Status N Mean Std. dev Df t-cal significance decision Coaches 67 3.28 .589 129 -6.616 .000 Not Sports 64 3.95 .563 significant Administrators

The result in the above table indicated that t-calculated -6.616 show significant difference at 0.000, and therefore is significant at 0.05. This showed that Coaches and Sports Administrators mean ratings on coordinating and job performance of Indigenous Coaches have a significant difference thus the null hypothesis is rejected.

Hypothesis six:

There is no significant difference in the mean responses of coaches and sports administrators on reporting and job performance of indigenous coaches in FCT Abuja. Table13:

T-test of Coaches and Sports Administrators on reporting and job performance of Indigenous Coaches.

Status N Mean Std. dev Df t-cal significance decision Coaches 67 4.20 .584 129 -2.064 .0041 Not Sports 64 4.41 .595 significant Administrators

The result of the analysis in table 13 showed that there is no significant difference in the mean rating and job performance of Indigenous Coaches in FCT Abuja. The t-calculated of -2.064 showed significance at 0.041 and at 0.05 level of significance. Therefore, the null hypothesis, no significant difference is rejected.

Hypothesis seven: 71

There is no significant difference in the mean responses of coaches and sports administrators on budgeting and job performance of indigenous coaches in FCT Abuja. Table14: T-test analysis of Coaches and Sports Administrators on budgeting and job performance of Indigenous Coaches.

Status N Mean Std. dev Df t-cal significance decision Coaches 67 2.87 .541 129 -3.740 0.000 Not Sports 64 3.27 .696 significant Administrators

Table 14 indicated that t-calculated value is -3.740 with a significant value of 0.000 and 129 degree of freedom at 0.05 level of significant. Since the significant value of 0.000 is less than the level of significant of 0.05, the null hypothesis is rejected. The conclusion is that there is significant difference in the mean response of Coaches and Sports Administrators on budgeting and job performance of Indigenous Coaches in FCT, Abuja.

Summary of Major Findings

The major findings of the study are summarized as follows:

1. Coaches and Sports Administrators agreed that planning to a high extent determines the job performance of Indigenous Coaches in FCT, Abuja. The result of the t-test revealed that, there is no significant difference in the mean response of Coaches and Sports Administrators on planning as determinants of job performance of Indigenous Coaches in FCT, Abuja.

2. Coaches and Sports Administrators agreed that organizing to a high extent determines the job performance of Indigenous Coaches in FCT, Abuja. The result of the t-test further revealed that, there is no significant difference in the mean response of Coaches and Sports Administrators on organizing as determinants of job performance of Indigenous Coaches in FCT, Abuja.

3 Coaches and Sports Administrators are of the view that staffing to a high extent determines the job performance of Indigenous Coaches in FCT, Abuja. The result of the t-test agreed that, there is no significant difference in the mean response of 72

Coaches and Sports Administrators on Staffing as determinants of job performance of Indigenous Coaches in FCT, Abuja.

4. Coaches and Sports Administrators are of the opinion that directing to a high extent determined the job performance of Indigenous Coaches in FCT, Abuja. The result of the t-test pointed out that, there is no significant difference in the mean response of Coaches and Sports Administrators on directing as determinants of job performance of Indigenous Coaches in FCT, Abuja.

5. Coaches and Sports Administrators are of the view that coordinating to a high extent determined the job performance of Indigenous Coaches in FCT, Abuja. The result of the t-test revealed that, there is no significant difference in the mean response of Coaches and Sports Administrators on coordinating as determinants of job performance of Indigenous Coaches in FCT, Abuja.

6. Coaches and Sports Administrators agreed that reporting to a high extent determines the job performance of Indigenous Coaches in FCT, Abuja. The result of the t-test has shown that, there is no significant difference in the mean response of Coaches and Sports Administrators on reporting as determinants of job performance of Indigenous Coaches in FCT, Abuja

7. Coaches and Sports Administrators are of the view that budgeting to a high extent determined the job performance of Indigenous Coaches in FCT, Abuja. The result of the t-test revealed that, there is no significant difference in the mean response of Coaches and Sports Administrators on budgeting as determinants of job performance of Indigenous Coaches in FCT, Abuja.

CHAPTER FIVE

Discussion, Summary, Conclusion, and Recommendations

Discussion of the Findings Extent to which planning determine the performance of Indigenous Coaches. Indigenous Coaches in FCT, Abuja would perform based on the level of planning as both Coaches and Sports Administrators agreed that planning to a high extent determined the performance of Indigenous Coachers. This agreed with what Zachary, Jemimah and Linet (2010.) who conducted a study on the influence of strategic planning and planning outcomes; an empirical study of Commercial Banks in Kenya. The findings of the study revealed that five dimensions of Strategic Planning were highly emphasized namely; internal orientation, key personnel involvement, creative planning, functional coverage, and control focus. However, two dimensions of Strategic Planning namely; external orientation and use of techniques in planning were moderately emphasized. The result suggested that all dimensions of Strategic Planning are practiced in commercial banks in Kenya, an indication that the banks in Kenya practice effective and focused Strategic Planning. In the light of the above findings, some very real and profound insights have emerged that planning is very key in anything one wants to do and succeed. The question is how much of the planning do the sports administrators and the coaches do in FCT, Abuja Football administration. Planning is deciding in advance what to do, how to do and who is to do it. Planning bridges the gap between where we are, where we want to go. It makes possible things to occur which would not otherwise occurred and makes one accountable. Sports Administrators should be made accountable in whatever happens in FCT Abuja Football administration. Extent to which organizing determined the performance of Indigenous Coaches. 74

The analysis of the result showed that organizing to a high extent determines the performance of Indigenous Coaches in FCT, Abuja hence the Coaches and Sports Administrators agreed on a cluster mean of 3.38 and 3.94 respectively. Larsen & Brewster (2003 ) agreed with this outcome of the findings that organizing as a task can facilitate performance in an establishment through his empirical work, Line management responsibility in HRM: an empirical study The result found that Line managers have higher responsibility with respect to performance, management and training and development and lower responsibility in employee compensation systems. In view of the findings, the researcher examined the administration of the Football body with the aim of establishing her prowess in recent time considering the organization of her competitions and discovered that it’s full of crisis. This concludes that the transition is lacking in the clubs in FCT, Abuja. There is always in house- fighting between coaches and sports administrators on who does what. The study revealed that some Coaches have no right to draw a list of team without giving it for vetting before the game some Indigenous Coaches don’t know their job description as a coach not to talk of authority attach to their job. There is no proper organization in some of the clubs.

Extent to which directing determine the performance of Indigenous Coaches Directing is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. It has also been found that it determines the performance of Indigenous Coaches in FCT, Abuja. The result of the findings showed the cluster mean response of Coaches at 3.30 and Sports Administrators at 4.01 agreeing on how directing determines the job performance of Indigenous Coaches. In other ways there is no significant difference in the mean response of Coaches and Sports Administrators on directing and job performance of Indigenous Coaches in FCT, Abuja. Aworemi, Abdul-Azeez and Durowoju (2011) conducted an empirical Study on how directing as a task (Motivational) can determine the performance of Employees in Nigeria. They came out with the result indicating that, good working condition (directing) was considered as the best motivator by the employees. This is due to the fact that when the environment is conducive for working, people tend to bring out the best in them. Good working condition include good physical conditions (such as good ventilation, adequate workplace, lighting), good working relationship with the superior, little tension on the job, and freedom to adopt your own approach, just to mention a few. This observation is in line 75 with the Maslow’s needs hierarchy because good working condition is a self-actualizing factor. The result of the study, the directing factor of employees in Nigeria has exposed the sports administrators in FCT, Abuja of failure to provide good working condition to their coaches especially in the area of remunerations. It is also not healthy for the Sports Administrators to always threaten the Indigenous Coaches with sack anytime there is poor performance. Coaches are not given free hand to do the job the way they feel can bring positive result.

Extent to which staffing determined the performance of Indigenous Coaches The finding on staffing showed the mean and standard deviation of Coach and Sports Administrators on how staffing determined the job performance of Indigenous Coaches in FCT, Abuja. The coaches have a cluster mean of 3.56 while Sports Administrators have a mean score of 3.91. Comparatively, the Sports Administrators have a higher mean scores than the Coaches, although there is a mean difference of 0.35 between them on how staffing determined the job performance of Indigenous Coaches. However, the cluster mean of 3.56 and 3.91 indicate that Coaches and Sports Administrators are of the opinion that staffing determined the job performance of Indigenous Coaches to a high extent. Laurent Bourgeon (2005) in his empirical work on Staffing approach and Organizational learning in project: The case of new product development project came out strongly that staffing is very important in any organization to make an impact .His research discussed the extent to which the approach of staffing the new products development projects’ teams and the logic of career development of project managers have an influence on the organizational learning conditions during these projects. The study revealed that before now coaching was all-comers business, where any ex- player, without any formal training or prerequisite qualifications takes coaching job. The poor performance is therefore expected to follow. The study discovered that most of the coaches do not take training serious not to talk of attending a refresher course like their European counterparts. It is quite understood that, for a coach to perform in the present world of football, such a coach must be exposed to modern techniques of coaching methods. A good coach is meant to make impact when he is with the team.

Extent to which coordinating determined the performance of Indigenous Coaches 76

The analysis of the result showed that coordinating to a high extent determined the job performance of Indigenous Coaches in FCT, Abuja. The result showed that there is no significant difference in mean response of Coaches and sports administrators on coordinating. According to Igwe (2006) “the central purpose of administration in general is the coordination of human and material resources towards the attainment of some predetermined objectives. The sports administrator is to work towards the realization of these goals and in doing this he has to be disciplined and knowledgeable in his work so that he does not conflict with the roles of the Indigenous coaches. Edem (2006) stated that, an administrator required good discipline through rules and regulations and it calls for the ability of the administrator to make the right decisions to fulfill the required goals. According to Brech (2007) coordination is systematic exercise which is called as a process of checking actual performance against the standards or plans with a view to ensure adequate progress and also recording such experience as is gained as a contribution to possible future needs. The findings of the study showed that, the sports administrators are not diligent in ensuring the standard is maintained due to corruption. The standard is often compromised for the gains of the chief executive. The sports administrators do not allow clubs to be more responsive and adaptable in today’s rapidly changing world.

Extent to which reporting determined the performance of Indigenous Coaches Table 6: summarized the Mean and standard deviation response of Coaches and Sports Administrator on the extent to which reporting determined the job performance of Indigenous coaches in FCT, Abuja. The Coaches obtained a mean score of 4.20 with a standard deviation of .0584 while Sports Administrators have a cluster mean of 4.41 and a standard deviation of 0.595. Therefore, since the mean score of 4.20 and 4.41 for Coaches and Sports Administrators are above the mean score of 3.00, they agreed that reporting determined the performance of Indigenous Coaches in FCT, Abuja to a high extent. The item by item mean analysis showed that both Coaches and Sports Administrators have all items to a high extent. Table 6 summarized the Mean and standard deviation response of Coaches and Sports Administrator on the extent to which reporting determined the job performance of Indigenous coaches in FCT, Abuja. The Coaches obtained a mean score of 4.20 with a standard deviation of .0584 while Sports Administrators have a cluster mean of 4.41 and a standard deviation of 0.595. Therefore, since the mean score of 4.20 and 4.41 for Coaches and Sports Administrators are above the mean score of 3.00, they agreed that reporting determines the performance of Indigenous Coaches in FCT, Abuja to a high extent. The item 77 by item mean analysis showed that both Coaches and Sports Administrators have all items to be high extent. The result of this work correlated with Santhosh ( 2011)who conducted an empirical study on impact of E-Governance projects on bureaucracy and administrative structure. The found that the new potential offered by the Information and Communication Technologies and widespread use of the internet has encouraged governments around the world to introduce ICT tools to transform bureaucracy, reduce cost, improve governance, increase effectiveness, efficiency, reach and to fast-track economic and social progress. It has been suggested in public administration literature that the introduction of e-Governance and ICT- led automation of government departments may lead to organisational changes in the way public services are delivered. This research investigated the impact of e-Governance projects from a practical context, and aims to identify whether the implementation of e-Governance projects leads to a transformation of bureaucracy, administrative structures and how departments function. After conducting an empirical research and analysing its findings, the researcher has concluded that implementation of e- governance projects indeed lead to changes in government organisations. Also, evidence is obtained for the transformational potential of ICT tools and the requirement to have necessary reforms prior to the implementation of e-Governance. However, available evidence does not suggest a complete transformation of bureaucracy, administrative structure and departmental functions. They instead confirm that transformational effects vary across a spectrum of areas.

The researcher found out from the result of this work that, communication is not always between the sports administrators and their coaches to know what is happening in the club. Also reporting of the progress work is not regular because of response the coach will get, they decide to be on their own. This always hinder transparency in the club and suspicion comes to play the major role to tear the club apart thereby affecting the performance of the indigenous coaches.

Extent to which Budgeting determined the performance of Indigenous Coaches The findings of the study showed that coaches and sports administrator are of the view that budgeting to a high extent determined the job performance of indigenous coaches in FCT, Abuja. The result showed the cluster mean response of coaches and sports administrators as follows, 2.87 and 3.27 respectively which means, there is no significant difference in the mean response of coaches and sports administrators on budgeting and job performance of indigenous coaches in FCT, Abuja. This result agreed with the work done by 78

Abodun and Fagbemi (2011), the Global Debate on Budgeting: Empirical Evidence from Nigeria. , The study showed that budgeting is considered a useful tool for performing the managerial function of planning, control, decision making, coordinating, and communicating. Similarly Horngren et al., (2008) also pointed out that the result of a survey he carried out in North America showed that most managers still agree that budgeting, correctly used has significant value to management. The study has shown that budgeting is an essential management tool without a budget you are in total darkness and you cannot be disciplined. Budget is expected to teach you how to monitor your income and expenditure and identify any problem. Where the sports administrators do not adhere to budget’s principles and discipline some vital projects are left unattended. For example, the findings discovered that some clubs have not received their sign-on-fees and other allowances and sometimes salary for months and when it comes, it will not be as of when due. Most times money that is meant for a specific project is deviated to another thing of insignificant. Coaches have lost zeal to commit themselves to the clubs. These and many others played significantly to the poor performances of Indigenous Coaches in FCT, Abuja.

Summary, The study examined the administrative tasks that determine the job performance of Indigenous Coaches in Federal Capital Territory, Abuja. Specifically, the study sought to ascertain the extent to which these tasks (planning, organizing, staffing, directing, coordinating, reporting and budgeting) determined the job performance of Indigenous Couches in FCT, Abuja. Literatures pertinent to the study were reviewed. The basic assumption of this study was that, ordinarily, a coach should perform to an acceptable level if all necessary machineries are put in place so, if the Indigenous Coaches in FCT, Abuja failed to perform it could be due to some administrative tasks. In order to achieve the purpose of the study, seven specific objectives and corresponding research questions were posed to guide the study. Also, seven null hypotheses were postulated for verification at.05level of significance. Survey research design was employed in this study to examine the extent to which administrative tasks determine the performance of Indigenous Coaches in FCT, Abuja. The data were collected from a total population of 131 consisting of sixty seven (67) coaches and sixty four (64) Sports Administrators from ten football clubs, FCT Abuja sport council and the six Area Councils of the FCT, Abuja. Consequently, there was no sampling in the study. 79

The population was spread across all the ten Football clubs playing in various National Division leagues in the Country, sport council and the six area councils of FCT, Abuja. The instrument the researcher used to collect the data was Questionnaire the QATD (see Appendix 2) The researcher collected a letter of introduction from the Head of Department of Health and Physical Education, University of Nigeria, Nsukka, that introduced him to the various chief executives of clubs and Sports Directors. The instrument was administered to the respondents personally with the help of the two trained research assistants. A total of one hundred and thirty one (131) respondents were used and after the distribution of the questionnaires, the researcher read out the instructions to the respondents for emphasis sake. The filling of questionnaires was completed and collection of the instrument was done immediately with the help of the two trained research assistants. so we did lose any instrument.

Conclusions On the basis of the findings and discussions of the study, a number of conclusions can be drawn. 1. Planning determined the job performance of Indigenous Coaches in FCT, Abuja to a high extent which agreed with the outcome of the work. 2. The Indigenous Coaches in FCT, Abuja will perform well in their clubs if there is good organizational structure put in place that facilitates administration as well as operation of clubs. By grouping work and people properly, performance will increase, overload of work is checked, wastage is reduced, duplication of work is restricted and effective delegation becomes possible. 3. Staffing is key to the success or good performance of Indigenous Coaches in FCT, Abuja. People who have nothing to offer should not be given any appointment only highly competent candidate should be employed and trained. A coach should have sound knowledge of the job, knows all the details and procedures pertaining to Football administration and other relevant current issues. 4. The success or failure of motivation rests not on the technique itself but on management's ability to match the needs of people with appropriate rewards. Sports Administrators should do all they can to motivate coaches by remunerating them well and create good working condition for the staff rather than issuing them with sack threat. 80

5. The Sports Administrators should be in charge where they take account of the proceedings whether everything occurs in conformities with the plans adopted, instructions issued and principles established. He should ensure that there is effective and efficient utilization of organizational resources so as to achieve the planned goals. 6. Information about an organization must be reported for the public to know the activities they do and their philosophy must be known. It is quite impossible for a single individual to gather all the information needed for an organization (club) to function well, information officers and other staffs have the responsibility to gather information for the club and sell the club to the public. This information will then be analyzed, challenged and criticized in order to come up with filtered information. 7. Budgeting in its general sense is the act of quantifying objectives in financial terms. Budgeting assists sports administrators in decision making process in an organization. In the light of the above, the sports administrators should be disciplined to the implementation of the budget to the latter.

Recommendations. Based on the findings, discussions and conclusions of the study, the following recommendations were made: 1. Sports administrators should always subject planning to public scrutiny, where it needs adjusting and revisiting they should do it, to meet the demand of the changing world, for their plans provide a frame work within which the club and administration can function more effectively and efficiently 2. The Sports Administrators should decide on ways and means through which it will be easier to achieve what has been planned. They should identify and group the work to be performed also define and determine responsibility and authority for each job position, establishing relationship among various job positions and determining detailed rules and regulations of working for individuals and groups in club. 3. Sports administrators should ensure that all indigenous coaches in FCT, Abuja should have mandatory requirement and license to coach any club in FCT, Abuja as it is done globally 4. Indigenous Coach should be given time and opportunity to perform and every support and encouragement necessary must be given to him with the aim to achieving the desired goal with little or without interference. Indigenous coaches should be 81

internally motivated by their employers by creating a conducive environment for them to operate, also their salaries, and other allowances be given to them as of when due. 5. Sports administrators and the Indigenous Coaches require good discipline through rules and regulations and they should always make the right decisions to fulfill the required goals and checking actual performance against the standards or plans with a view to ensure adequate progress. 6. The media department should live to their biding by projecting the clubs well. The sports administrators should not allow any information to go out without vetting. His rapport with the staff can project the image of the clubs well to the outside world. 7. Funding sports should be a joint responsibility of the appropriate agencies because of the enormity of the funding required. The researcher is of the opinion that companies and multi-companies and other cooperate bodies be made by law to contribute certain percentage of their total profit to the funding and development of sports in their communities as part of their social contract with them.

Remarks and suggestions for future research: Considering the findings of this research work and the original value it has added to the chosen research area, the researcher believes that it is reasonable to consider that this research has succeeded in achieving its objectives. However, due to limited timeframe available for this research, the researcher was able to study only part of the total package expected of the work. I therefore recommend thus;

1. A similar study should be conducted in all the state of the federation. 2. A study should be carried out at the national level with the view to determining the performance of Indigenous Coaches with the National team considering the administrative tasks in view.

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APPENDIX I

Department of Health and Physical Education

University of Nigeria,

Nsukka.

Dear Respondent,

QUESTIONNAIRE ON ADMINISTRATIVE TASKS AS DETERMINANTS OF JOB PERFORMANCE BY INDIGENOUS COACHES. (QATDJP) 95

This questionnaire is designed to elicit information on the Administrative and Socio- Economic Factors influencing Job Performance of Coaches in FCT. Abuja. The information you supply will guide the researcher to investigate the factors militating against the performance of indigenous coaches and make appropriate suggestions that would help improve the performance of the coaches in FCT. The questionnaire comprise two Sections, A and B. Section A of this instrument is for your personal data, and the items in section B are only intended to provide data on the Administrative and Socio-Economic Factors influencing the performance of Coaches.

Please, you are kindly requested to read the statement carefully and react to each of them from your own perspective. Tick (√) against each statement under the scale of your choice. The items have no correct or wrong answers. The questionnaire is purely for research purposes only and will be treated as confidential.

Yours Sincerely

Botar, Mkav Emmanuel

PG/M.ED/09/51016

APPENDIX II

Section A. Personal Data

1. Your Status. Sports Administrator Coach

Section B

Please tick against the appropriate letter in the column, your feelings on each item.

Key: HE = High Extent, M.E = Moderate Extent

L.E = Low Extent, N.E = No Extent

N.A =Not Applicable 96

Instruction: What is the extent to which planning determines the job performance of indigenous coaches in FCT, Abuja? S/N H.E M.E L.E N.ENA

1. Assigning duties to the coaches.

2. Setting goals for coaches.

3. Coordinating the activities of the coaches.

4. Adherence to budget policies and procedures.

B. What is the extent to which organization determines the job performance of indigenous coaches in FCT, Abuja?

5. Arranging for friendly matches to improve the club’s performance. 6. Planning for practical session to enhance team performance. 7. Allowing the coaching staff a free hand to do their job.

8 Players’ selection in the squad that enhance understanding and better performance. 9. Registration of matches and competitions C. What is the extent to which staffing determines the job performance of indigenous coaches in FCT, Abuja? 10. Player’s recruitment and laying off players whose services are no longer required. 11 Recruitment of qualified Technical assistants. 12. Refresher courses to improve coaches’ technical and tactical knowledge for greater performance. 13. Placing the welfare of the coaches above winning and would not sacrifice to win 14. Demonstrate the ability to communicate effectively with all coaches 15. Utilizes standard criteria in judging coaches abilities to impact the modern best practice. 97

16. Adherence to the policies of the appropriate governing body. 17 Coaches ability to identify potentialities in would be players

D. What is the extent to which directing determines the job performance of indigenous coaches in FCT, Abuja? 18. Maintains discipline in a firm and friendly manner.

19. Provide an environment that would make coaches to discharge their duty with confidence. 20. Ability to Judge and make sound decision for the interest of the club. 21. Motivate coaches by developing and maintaining positive attitude among them. 22. Respects the right of coaches as long as it is not a detriment to the rest of the team

E. What is the extent to which coordinating has on the job performance of indigenous coaches in FCT, Abuja?

23. Decisions been taken by the sport administrators in their proper perspective 24. Cooperating with the coach in conducting a quality football programme 25. Approving the progamme of the coach.

26 Believing in the coach’s competence to use appropriate . strategies and tactics. 27 Planning for logistic to the coaches for the participation in a competition.

F. What is the extent to which reporting determines the performance of indigenous coaches in FCT, Abuja? 28 Communicating the policies of the club regularly to the appropriate authority. 29. Reporting to the higher authority the progress being made out goals to be achieved.

G. What is the extent to which budgeting determines the job performance of indigenous coaches in FCT Abuja? 30. Procurement of items and equipment for the team

31. Provision for the coaches’ salary

32. Payment of sign – on- fees and other allowances 33. Renovation and repairs of infrastructures to improve prayers’ Performance 34 Negotiating for sponsorship that will improve the club financial status

Appendix III

[DataSet0] C:\Users\ENEJA REMIGIUS\Documents\Botar m. Emmanuel.sav

Descriptives

95% Confidence Interval for Mean N Mean Std. Deviation Std. Error Lower Bound Upper Bound item1 coach 67 3.4328 .72245 .08826 3.2566 3.6091 sports Administrator 64 4.3438 .56957 .07120 4.2015 4.4860 Total 131 3.8779 .79443 .06941 3.7405 4.0152 item2 coach 67 3.5075 .80478 .09832 3.3112 3.7038 sports Administrator 64 4.4062 .58333 .07292 4.2605 4.5520 Total 131 3.9466 .83494 .07295 3.8022 4.0909 item3 coach 67 3.5224 .72526 .08860 3.3455 3.6993 99

sports Administrator 64 4.2188 .60340 .07542 4.0680 4.3695 Total 131 3.8626 .75206 .06571 3.7326 3.9926 item4 coach 67 3.1045 .69923 .08542 2.9339 3.2750 sports Administrator 64 3.7500 .71270 .08909 3.5720 3.9280 Total 131 3.4198 .77414 .06764 3.2860 3.5537 clustermeanA coach 67 3.3918 .57443 .07018 3.2517 3.5319 sports Administrator 64 4.1823 .45977 .05747 4.0674 4.2971 Total 131 3.7780 .65369 .05711 3.6650 3.8910 item5 coach 67 3.2090 .66372 .08109 3.0471 3.3708 sports Administrator 64 3.7969 .73850 .09231 3.6124 3.9813 Total 131 3.4962 .75828 .06625 3.3651 3.6273 item6 coach 67 3.5821 .72088 .08807 3.4063 3.7579 sports Administrator 64 4.1562 .76051 .09506 3.9663 4.3462 Total 131 3.8626 .79191 .06919 3.7257 3.9995 item7 coach 67 3.0746 .84052 .10269 2.8696 3.2796 sports Administrator 64 3.7188 .80610 .10076 3.5174 3.9201 Total 131 3.3893 .88207 .07707 3.2368 3.5418 Coach 67 3.7463 .95890 .11715 3.5124 3.9802 sports Administrator 64 4.2031 .71669 .08959 4.0241 4.3821

131 3.9695 .87652 .07658 3.8180 4.1210 Total item9 coach 67 3.2836 .57224 .06991 3.1440 3.4232 sports Administrator 64 3.7969 .64684 .08086 3.6353 3.9585 Total 131 3.5344 .65981 .05765 3.4203 3.6484 clustermeanB coach 67 3.3776 .56214 .06868 3.2405 3.5147 sports Administrator 64 3.9375 .45198 .05650 3.8246 4.0504 Total 131 3.6511 .58169 .05082 3.5506 3.7517 item10 Coach 67 4.4627 .92652 .11319 4.2367 4.6887 sports Administrator 64 4.6094 .65749 .08219 4.4451 4.7736

Total 131 4.5344 .80668 .07048 4.3949 4.6738 item11 coach 67 4.4179 .83755 .10232 4.2136 4.6222 sports Administrator 64 4.6562 .56957 .07120 4.5140 4.7985 Total 131 4.5344 .72640 .06347 4.4088 4.6599 item12 coach 67 3.1343 .73640 .08997 2.9547 3.3140 sports Administrator 64 3.3438 .71755 .08969 3.1645 3.5230

Total 131 3.2366 .73204 .06396 3.1101 3.3632 item13 coach 67 3.0000 .57735 .07053 2.8592 3.1408 100

sports Administrator 64 3.4844 .71252 .08907 3.3064 3.6624 Total 131 3.2366 .68872 .06017 3.1176 3.3557 item14 coach 67 3.2687 .70886 .08660 3.0958 3.4416 sports Administrator 64 3.9062 .63543 .07943 3.7475 4.0650 Total 131 3.5802 .74373 .06498 3.4516 3.7087 item15 coach 67 3.2537 .74556 .09108 3.0719 3.4356 sports Administrator 64 3.8438 .69508 .08688 3.6701 4.0174 Total 131 3.5420 .77717 .06790 3.4076 3.6763 item16 coach 67 3.2239 .81317 .09934 3.0255 3.4222 sports Administrator 64 3.7969 .71669 .08959 3.6179 3.9759 Total 131 3.5038 .81688 .07137 3.3626 3.6450 item17 coach 67 3.7015 .90478 .11054 3.4808 3.9222 sports Administrator 64 3.6406 .76360 .09545 3.4499 3.8314 Total 131 3.6718 .83613 .07305 3.5272 3.8163 clustermeanC coach 67 3.5578 .47391 .05790 3.4422 3.6734 sports Administrator 64 3.9102 .41575 .05197 3.8063 4.0140 Total

131 3.7300 .47858 .04181 3.6472 3.8127

item18 coach 67 3.7164 .93430 .11414 3.4885 3.9443 sports Administrator 64 4.0938 .77087 .09636 3.9012 4.2863 Total 131 3.9008 .87579 .07652 3.7494 4.0521 item19 coach 67 3.3582 .89952 .10989 3.1388 3.5776 sports Administrator 64 3.9375 .70991 .08874 3.7602 4.1148 Total 131 3.6412 .85995 .07513 3.4926 3.7899 item20 coach 67 3.2537 .72495 .08857 3.0769 3.4306 sports Administrator 64 3.9531 .65295 .08162 3.7900 4.1162 Total 131 3.5954 .77240 .06748 3.4619 3.7289 item21 coach 67 3.1493 .65721 .08029 2.9889 3.3096 sports Administrator 64 4.0469 .76490 .09561 3.8558 4.2379 Total 131 3.5878 .84006 .07340 3.4426 3.7330 item22 coach 67 3.0448 .82449 .10073 2.8437 3.2459 sports Administrator 64 4.0312 .87230 .10904 3.8134 4.2491 Total 131 3.5267 .97923 .08556 3.3575 3.6960 clustermeanD coach 67 3.3045 .65538 .08007 3.1446 3.4643 sports Administrator 64 4.0125 .60461 .07558 3.8615 4.1635 101

Total 131

3.6504 .72211 .06309 3.5256 3.7752

item23 coach 67 3.3284 .80506 .09835 3.1320 3.5247 sports Administrator 64 4.1406 .70973 .08872 3.9633 4.3179 Total 131 3.7252 .85982 .07512 3.5766 3.8738 item24 coach 67 3.2537 .80422 .09825 3.0576 3.4499 sports Administrator 64 4.1094 .69276 .08659 3.9363 4.2824 Total 131 3.6718 .86329 .07543 3.5225 3.8210 item25 coach 67 3.4328 .65653 .08021 3.2727 3.5930 sports Administrator 64 4.0625 .66368 .08296 3.8967 4.2283 Total 131 3.7405 .72947 .06373 3.6144 3.8665 item26 coach 67 3.2388 .71963 .08792 3.0633 3.4143 sports Administrator 64 3.6094 .72631 .09079 3.4279 3.7908 Total 131 3.4198 .74373 .06498 3.2913 3.5484 item27 coach 67 3.1493 .70181 .08574 2.9781 3.3204 sports Administrator 64 3.8125 .66368 .08296 3.6467 3.9783 Total 131 3.4733 .75781 .06621 3.3423 3.6043 clustermeanE coach 67 3.2806 .58885 .07194 3.1370 3.4242 sports Administrator 64 3.9469 .56258 .07032 3.8063 4.0874 Total 131 3.6061 .66422 .05803 3.4913 3.7209 item28 coach 67 4.1343 .69403 .08479 3.9650 4.3036 sports Administrator 64 4.3750 .65465 .08183 4.2115 4.5385 Total 131 4.2519 .68324 .05970 4.1338 4.3700 item29 coach 67 4.2687 .61748 .07544 4.1180 4.4193 sports Administrator 64 4.4531 .64068 .08008 4.2931 4.6132 Total 131 4.3588 .63329 .05533 4.2493 4.4682 clustermeanF coach 67 4.2015 .58426 .07138 4.0590 4.3440 sports Administrator 64 4.4141 .59465 .07433 4.2655 4.5626 Total 131 4.3053 .59670 .05213 4.2022 4.4085 item30 coach 67 3.0000 .57735 .07053 2.8592 3.1408 sports Administrator 64 3.3906 .70412 .08801 3.2147 3.5665 Total 131 3.1908 .66926 .05847 3.0752 3.3065 item31 coach 67 3.0597 .57421 .07015 2.9196 3.1998 sports Administrator 64 3.5781 .77264 .09658 3.3851 3.7711 Total 131 3.3130 .72413 .06327 3.1878 3.4381 102 item32 coach 67 2.9403 .60002 .07330 2.7939 3.0867 sports Administrator 64 3.3125 .75330 .09416 3.1243 3.5007 Total 131 3.1221 .70190 .06133 3.0008 3.2435 item33 coach 67 2.7164 .62294 .07610 2.5645 2.8684 sports Administrator 64 3.1562 .91233 .11404 2.9284 3.3841 Total 131 2.9313 .80566 .07039 2.7920 3.0706 item34 coach 67 2.6119 .75789 .09259 2.4271 2.7968 sports Administrator 64 2.9219 .84148 .10518 2.7117 3.1321 Total 131 2.7634 .81176 .07092 2.6230 2.9037 clustermeanG coach 67 2.8657 .54092 .06608 2.7337 2.9976 sports Administrator 64 3.2719 .69590 .08699 3.0980 3.4457 Total 131 3.0641 .65175 .05694 2.9515 3.1768

T-TEST GROUPS=STATUS(1 2) /MISSING=ANALYSIS /VARIABLES=clustermeanA /CRITERIA=CI(.9500). T-Test

[DataSet0] C:\Users\ENEJA REMIGIUS\Documents\Botar m. Emmanuel.sav

Group Statistics Std. Std. Error STATUS N Mean Deviation Mean clustermeanA coach 67 3.3918 .57443 .07018 sports 64 4.1823 .45977 .05747 Administrator

Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means

F Sig. t df Sig. (2-tailed) 103 clustermeanA Equal variances assumed 4.120 .044 -8.671 129 .000 Equal variances not -8.715 125.213 .000 assumed

T-TEST GROUPS=STATUS(1 2) /MISSING=ANALYSIS /VARIABLES=clustermeanB /CRITERIA=CI(.9500).

T-Test

[DataSet0] C:\Users\ENEJA REMIGIUS\Documents\Botar m. Emmanuel.sav

Group Statistics Std. Std. Error STATUS N Mean Deviation Mean clustermeanB coach 67 3.3776 .56214 .06868 sports 64 3.9375 .45198 .05650 Administrator

Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means

F Sig. t df Sig. (2-tailed) clustermeanB Equal variances assumed .479 .490 -6.265 129 .000 Equal variances not -6.296 125.395 .000 assumed

T-TEST GROUPS=STATUS(1 2) /MISSING=ANALYSIS /VARIABLES=clustermeanC /CRITERIA=CI(.9500).

T-Test

[DataSet0] C:\Users\ENEJA REMIGIUS\Documents\Botar m. Emmanuel.sav

Group Statistics Std. Std. Error STATUS N Mean Deviation Mean 104 clustermeanC coach 67 3.5578 .47391 .05790 sports 64 3.9102 .41575 .05197 Administrator

Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means

F Sig. t df Sig. (2-tailed) Cluster mean C Equal variances assumed .168 .682 -4.515 129 .000 Equal variances not -4.529 128.088 .000 assumed

T-TEST GROUPS=STATUS(1 2) /MISSING=ANALYSIS /VARIABLES=cluster mean D /CRITERIA=CI(.9500).

T-Test [DataSet0] C:\Users\ENEJA REMIGIUS\Documents\Botar m. Emmanuel.sav

Group Statistics Std. Std. Error STATUS N Mean Deviation Mean Cluster mean coach 67 3.3045 .65538 .08007 D sports 64 4.0125 .60461 .07558 Administrator

Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means

F Sig. t df Sig. (2-tailed) 105

Cluster mean D Equal variances assumed .345 .558 -6.419 129 .000 Equal variances not -6.431 128.847 .000 assumed

T-TEST GROUPS=STATUS(1 2) /MISSING=ANALYSIS /VARIABLES=clustermeanE /CRITERIA=CI(.9500).

T-Test [DataSet0] C:\Users\ENEJA REMIGIUS\Documents\Botar m. Emmanuel.sav

Group Statistics Std. Std. Error STATUS N Mean Deviation Mean Cluster mean coach 67 3.2806 .58885 .07194 E sports 64 3.9469 .56258 .07032 Administrator

Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means

F Sig. t df Sig. (2-tailed) Cluster mean E Equal variances assumed .001 .974 -6.616 129 .000 Equal variances not -6.623 129.000 .000 assumed

T-TEST GROUPS=STATUS(1 2) /MISSING=ANALYSIS /VARIABLES=cluster mean F /CRITERIA=CI(.9500).

T-Test

[DataSet0] C:\Users\ENEJA REMIGIUS\Documents\Botar m. Emmanuel.sav

106

Group Statistics Std. Std. Error STATUS N Mean Deviation Mean Cluster mean coach 67 4.2015 .58426 .07138 F sports 64 4.4141 .59465 .07433 Administrator

Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means

F Sig. t df Sig. (2-tailed) clustermeanF Equal variances assumed .153 .696 -2.064 129 .041 Equal variances not -2.063 128.477 .041 assumed

T-TEST GROUPS=STATUS(1 2) /MISSING=ANALYSIS /VARIABLES=clustermeanG /CRITERIA=CI(.9500).

T-Test

[DataSet0] C:\Users\ENEJA REMIGIUS\Documents\Botar m. Emmanuel.sav

Group Statistics Std. Std. Error STATUS N Mean Deviation Mean clustermeanG coach 67 2.8657 .54092 .06608 sports 64 3.2719 .69590 .08699 Administrator

Independent Samples Test Levene's Test for Equality of Variances t-test for Equality of Means 107

F Sig. t df Sig. (2-tailed) clustermeanG Equal variances assumed 6.424 .012 -3.740 129 .000 Equal variances not -3.718 118.900 .000 assumed