Factors influencing the attractiveness of a Technical and Vocational Education and Training Institution
A case study of a Technical Institute in Kenya
Enrolment in any academic institution is crucial in as far as that institution’s existence and survival are concerned. The purpose of this study was to investigate the factors that influence the attractiveness of a Technical and Vocational Education and Training (TVET) Institution in Kenya. The instruments used to collect data were questionnaires, interviews and observation schedules. Data collected were analyzed both quantitatively and qualitatively. This study revealed several salient findings. The institution offered a variety of programmes that attracted prospective students from across the country. The programmes were widely advertised using various modes of media to the appropriate target group. The institution carried out an opinion survey before introducing the courses. The courses were taught by qualified and committed instructors to ensure an above average performance. Support services were efficiently provided. The Board of Governors played an important role in ‘humanizing’ the institution by putting in place various activities relevant to proper functioning of the institution. Machines and equipment were serviceable and materials were readily available for effective training. The Principal applied various managerial practices that had also proved successful elsewhere to effectively and efficiently run his institution. Discipline was instilled by the institution through mechanisms put in place by a team of professionals under the Dean of students. As a result, the institution recorded a remarkable upward trend in its achievement in a three-year period. Furthermore, the morale of the workers improved tremendously.
The major recommendations include having properly qualified principals who are ready to undertake corporate social responsibilities – principals who are able to shun bureaucracy in TVET institutions and apply modern approaches in human resource management. Bureaucracy should not be wholly embodied in the running of TVET institutions; people should be allowed to make suggestions in the process of solving problems. Principals should carry out their responsibilities in such a manner that the community under them perceives of things being done for them. Tangible targeted results should be recorded every time in order to encourage persons to work harder and produce more. This, in itself, is an incentive scheme whose results should be related to production; and for every result there must be a reason or an explanation. Principals should apply modern approaches in human resource management since these are critical in changing perceptions of moribund institutions.
Keywords: Technical and Vocational Education and Training (TVET)