EFFECT OF SKILL MANAGEMENT ON EMPLOYEES’ EFFICIENCY AT NATIONAL DRUG LAW ENFORCEMENT AGENCY [NDLEA]

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CHAPTER ONE

INTRODUCTION

 1.1   BACKGROUND TO THE STUDY

The most important dependent variable in industrial and organization psychology is job performance, one of the major concerns of manufacturing companies has focused on improving worker productivity, Which is one of the job performance measures. Performance can also be described as the mean through which organizational member contribute to achieve the objective of the organization.

On the other hand when you expect little from employees they will give you low performance in return, as set put – to fail syndrome. Many people feel that they are not recognized or appreciated by their employees for their hand work and in turn develop decreased motivation. Lack of communication and feedback from employer cause employees to feel overlooked and inhibits them from performing     to the best of their ability.

Employee motivation is one of the strategies of managers to enhance effective job performance among worker in organization. Motivation as  a basic psychological process is the management process of influencing behaviour based on the knowledge of what make people think. Luthans (1998) asserts that motivation is the process that Grouses energizes, directs, and sustains behaviours and performance.

That is the process of stimulating people to action and to achieve a desired task. One way of stimulating people to employ effective motivation, which makes workers more satisfied with and committed to their jobs. .

Money is not the only motivation. There are other incentives which can also serve as motivation. However in order to observe an effective work

performance in an organization work motivation may not be only key factor as put by Luthans (1998).

To increase productivity at work management need some strategies in which particularly work motivation leadership effectiveness and time management are promised. In the light of the above, this study sets to  investigate the     above variables and find out how they influence     employees performance in an organization taking a Nigerian bank as case study.

1.1    OBJECTIVES OF STUDY

• To identify the various reward systems in First Bank of Nigeria Plc with a view to establishing their effect on the motivation of staff.

• To find out whether there is any correlation between rewards and performance of the employees.
• To reduce influence of Unions
• To assist in developing a productive work environment
• To improve labour turnover and absenteeism in First Bank of

Nigeria Plc

• To proffer useful suggestions towards improving the rewards system in the organization so as to enhance the productivity of its work force and by extension the banking industry and the economy as a whole.

1.2    STATEMENT OF PROBLEMS

Rewards might not give a desired result, human beings (employees) are so unpredictable as they might not really attach much importance or see nothing motivating in the benefits scheme in terms of administration which makes it very expensive to operate.  The implication of these to employees is of increasing exposure monetized society, raising education and wider contact among people resulting from the break-up of artificial barrier was to shift aspirations to a more satisfying work experience, greater control over the organization of work, greater opportunities for personnel department and wider scope in exercise of initiatives.

Specifically, the refusal of work organization to recognize the motivating factors in industrial production through greater motivational tools tends to create several human problem in this setting.

 1.3    RESEARCH QUESTIONS

• Did fringe Benefits (rewards) actual motivate staff of employees of First Bank of Nigeria Plc.
• Can organization objective be achieved with or without rewards (fringe Benefits)
• Could provision of rewards (fringe Benefits) promote employees moral?
• Do fringe Benefits increase productivity in First Bank of Nigeria Plc.
• Could attractive fringe Benefits (reward) in an organization reduce labour turnover)

1.4 RESEARCH HYPOTHESES

          HYPOTHESIS ONE

H₁      provision of fringe benefits help to reduce turnover or makes the job attractive to employees.

H_o      provision of fringe benefits does not help to reduce turnover or makes the job attractive to employees.

HYPOTHESIS TWO

H₁      sense of pride and accomplishment interest employees as does monetary reward.

H_o      Sense of pride and accomplishment does not interest employees as does monetary reward.

HYPOTHESIS THREE

H₁      reward (fringes benefits) helps in achieving company objectives to an extent

H_o      Reward (fringes benefits) does not help in achieving company’s objectives to an extent

1.5    LIMITATION OF STUDY

The conduct of research in Nigeria and indeed all developing countries is imbued with a lot of problems. This research work has been limited by time and financial constraints the scope of this study is limited to First Bank of Nigeria PLC. Few branches of First Bank plc within Lagos State.

The willingness of Staff in disclosing Information due to staff competition in the banking industry constitutes another limitation.

Also the show flow of traffic in Lagos metropolis contributed in limiting the scope of this study work.

1.6    SIGNIFICANCE OF THE STUDY

This study has a practical significance and it can be useful to manager and decision makers in the following ways first, the findings of this study will help the organization under study and other organization to know how best to reward hard working employees.

Secondly, it will assist the organization to relate reward to the performance of their employees, by pointing out the effect of reward system on the motivation of staff, employers would be assisted to adopt the most appropriate reward that would bring forth better performance of employees in this era of economic recession.

It is also expected that by this effort every individual performance will be rewarded according to achievement in other words, reward should be geared towards motivation performance if the objectives / goals of the organization are to be achieved. A situation whereby employees are given across the board, reward irrespective of their performance breeds frustration and lack of commitment on Skills management is the practice of understanding developing and deploying people and their skills Cascio (1992). A well implemented skills management should identify the skills that job roles require, the skills of individual employees and, any gap between the two contents. The skills involved can be described by the organization concerned or institution. They are usually defined in terms of a skills framework, a competency framework or skills matrix. This consists of a list of skills and a grading system with a definition of what it means to be at particular given skill. To be most useful, skills management needs to be conducted a san ongoing process, with individuals assessing and updating their record skill sets regularly Smilansky (2005). These updates should occur at least as frequently as employee regular lines manager reviews and certainly when their skill sets have charged. Skills management systems record the result of this process in analysis of the data.

In order to perform the functions of management and to assume multiple roles, managers must be skilled. Katz (1997) identified three managerial skills essential to successful management; technical human and conceptual. Technical skill involves process or technique knowledge and proficiency. Managers use the processes, techniques and tools of a specific area. Human skill involves the ability to interact effectively with people managers interact and cooperate with employees. Conceptual skill involves the function of idea. Managers understand abstract relationships develop ideas and solve problems creatively. Thus, technical skill deals with things, human skill concern people, and conceptual skill has to do with ideas.

Kartz further states that organization determined the relative importance of possessing technical, human and conceptual skills. Top level managers need conceptual skills in order to view the organization as a whole. Conceptual skills are used in planning and dealing with ideas and abstractions supervisors need technical skills to manage their area of specialty. All levels of management need human skills in order to interact and communicate with other people successfully.

As the pace of change accelerates and diverse technologies coverage new global industries are being created (for example; telecommunication). Technological change alters the fundamental structure of firms and cells for new organizational approaches and management of skills. According to Technological change alters the fundamental structure of firms and cells for new organizational approaches and management of skills. According to Purcell et al (2003) skills management provides a structured approach to developing individual and collective skills and gives a common vocabulary for discussing skills as well as the general benefits derived by employees. Three groups of employees receive specific benefit from skills management.

As a result of skills management, employee should be aware of the skills their job requires and -any skills gaps that they have. Depending on their employer; it may also result in a personal development plan (PDP) of training to bridge some or all of those skills gaps over a given period.

Skills management enables managers to know the skills strengths and weakness of employees reporting to them. It can also enable them to search for employees with particular skills sets ( e.g. to fill a role on a particular project). A rolled up view of skills and skills gaps across an organization can enable its executives to see areas of skill strength and weakness. This enables them to plan for the future against the current and future abilities o staff as well as to priorities areas for skills development.

 1.2   STATEMENT OF THE PROBLEMS

The drive for corporate goal attainment is central to every management. A major determinant in this drive is the level of efficiency and effectiveness of the organizations human capital. As often realized, then significance and usefulness of the structures, positions and tasks created in the organization can only be actualized with the activities and effort of. the human capital. The ability of organization to achieve its goals depends majorly on the skills and competencies of the human resources. Therefore, for purpose of organizational goal attainment, survival and relevance, every organization must show concern for the quality of the workforce as it relates to skills. It is the duty of management to develop necessary apparatus that will monitor, coordinate, organize and develop the skills of the personal for the good of the organization. Management should endeavour to develop definite and coincides programmes that will increase the skills of their personnel. The failure of many organizations today can be traced to poor skill enhancement and monitoring.

Skill management rests upon a foundation of basic knowledge and considerable practice and feedback of results on employees’ skills (Fajana 2000) opines that the entire world is caught upon a process of growth and modernization. This process, to many means involvement in a process of industrialization, skill building and capacity building which leads to optimal utilization of human resources. Therefore, the study seeks to examine the monitoring and deploying people and their skills on their qualitative contributions to the organization.

1.3   OBJECTIVE OF THE STUDY

In recent years, the role of the human element in the organization has increased significantly, as human resource in new being valued and recognized as a crucial asset to the organization. Most organizations are now adopting the learning strategy where focus is on employee’s skills. It is against this background that efforts will be made in the study to identify the importance of managing employee’s skills on the employee’s tasks performance quality as well as his contribution to the organization.

However, the specific objectives of the study are:

1.     To examine the importance of employee’s skill monitoring coordination on employees job tasks performance.
2.    To identify the impact of skill coordination and monitoring on employee’s retention.
3.  To examine the effect of skill monitoring and coordination on cooperate goal attainment.
4. To examine the influence of management knowledge and skill on the success of skills management.
5.    To examine the effect of skill monitoring and coordination on corporate goal attainment.

1.4   RESEARCH QUESTIONS

The following research questions have been formulated to guide the conduct of the research study.

1.    Will effective monitoring and coordination of employee’s skills affect

their job tasks performance?

1.    Does employee’s skill monitoring and coordination determine the employee’s retention?
2.    Is skill need determination determined by skill monitoring and coordination?
3.    Does the management expertise and skill competency have any influence on the success management?
4.    Will effective skill monitoring and coordination ensure corporate goal attainment?

1.5   RESEARCH HYPOTHESES

There are tentative statements or answers given to this research study which would be tested empirically

1. Ho:   There is no significant relationship between monitoring and   coordinating employee’s skills and job tasks performance.

 Hl:    There is significant relationship between monitoring and coordinating employee’s skills and job tasks performance.

2. Ho: There is no significant relationship between the achievement of organization goals and skill monitoring and coordination in the organization.

H1:   There is significant relationship between the achievement of organization goals and skill monitoring and coordination in the organization.

1.6   SCOPE AND LIMITATION OF THE STUDY

Due to the fact that the issue of skill management is crucial to organizational productivity survival and relevance, the research will be relevant to all organizations and industries in the nation. However, the study will limits its study to NATIONAL DRUG LAW ENFORCEMENTAGENCY (NDLEA). This is due to constraints such as crime fighting ,

data gathering.

1.7   SIGNIFICANCE OF THE STUDY

The research was taken up, to exhibit the effect of skill management on the efficiency of the workers on his job and his contributions to the overall well being of the organization. Consequently, it is clear that the contribution and importance of this study cannot be over emphasized as

it trends to evaluate the place of human resources in terms the skill that people utilize in production process.

The study will make the render appreciate the role of skill monitoring and coordination in the organization. Again the management and employers will be exposited to the need for effective skill management in the organization which starts at the point of entry of the worker into the organization.

 1.8 DEFINITION OF TERMS

Certain words and concepts were used in the course of the study which may have particular meaning. The descriptions of these words and concepts are giving below.

1. Job roles
2. Third Party Institution
3. Skill matrix
4. Conceptual skill
5. Technical skill
6. Human relation skill
7. Personal development plan

•       Job Roles:This can be described as the contents or tasks that an individual performance in a job position.
•        Third Party Institution: This means another individual or group not within an organization or a group.
•        Skill Matrix:This is described as a kind of already existing skills ranking and description that might be used to determine skill level and assign roles to individuals.
•        Conceptual Skill:This is deserved as the management ideas or theoretical skill used in viewing the organizational and solution problems.
•        Technical Skill:This can be the process or techniques that managers needs to manage the organization.
•        Human Relation Skill:This is defined as the skill which managers need to communicate and interact effectively in the organization.
•        Personal Development Plan: This is a concept which means the individualistic approach of employees to training. That is, employees take of it upon themselves to personal upgrade their skill without relying on the organization.

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