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

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

The study attempts to examine the impact of skill management on employee's          efficiency    in      an     organization. Consequently relevant literatures were reviewed on the subject matter. National Drug Law Enforcement agency (NDLEA) was selected as a case study. Stratified Random Sampling Technique was used to collect the primary data/ from the respondents. One hundred (100) copies of the questionnaire were administered but only 78 were recoverable and used for analysis. In analyzing the questionnaire, frequency and percentages tables were used, while the chi-square test was used in testing hypotheses. The sample covered both the senior and junior staff and the management of National Drug Law Enforcement agency (NDLEA). The research hypotheses showed the relationships between the management of employee's skill and labour retention. Result showed that there was a significant statistical relationship, between management of employee's skill and job performance. There was no statistical significant relationship between management of employee's skill and corporate goal. There was statistical relationship between management expertise and employee's skill management. Consequently, it was recommended that employees' skill management should be a continuous process and strategy for improving monitoring and matching employees' skill with organizational changes. That management should create skill management as a competitive strategy to motivate employees' commitment towards the organization that management organizational elements, marshaled toward the realization of corporate goals and objective that the monitoring and the development of employees should involve management expertise in the area of policy formulation, implementation and planning.

TABLE OF CONTENTS

CHAPTER ONE

INTRODUCTION

1.1    Background of the study

1.2    Statement of the problem

1.3    Objectives of the Study

1.4    Research Questions

1.5    Research hypotheses  

1.6    Scope and Limitations of the Study

1.7    Significance of the study

1.8    Definition of Terms

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction                   

2.2 The Elements of Skill Management

2.2.1 The Resourcing Strategy

2.2.2 Attraction and Retention Policies and Programmes

2.2.3 Skill Audit

2.2.4 Role Development       

2.2.5 Skill Relationship Management

2.2.6 Performance Management   

2.2.7 Total Reward     

2.2.8 Learning and Development (Harris, 2002)

2.2.9 Career Management    

2.3 Creating A Great Place to Work

2.4 Attraction Strategies      

2.4.1 Employer Branding    

2.4.2 Employer of Choice According To Sear (2003)

2.4.3 Targeted Recruitment and Selection

2.5 Retention Strategies       

2.5.1 Factors Affecting Retention

2.5.2 Basis of the Strategy

2.5.3 Risk Analysis

2.5.4 Analysis of Reasons for Leaving

2.5.5 Areas for Action 

2.6 Career Management

2.6.1 Career Dynamics

2.6.2 The Process Of Carrier Management

2.6.3 Skill Audits

2.6.4 Performance and Potential Assessment

2.6.5 Demand and Supply Forecast

2.6.6 Succession Planning   

2.6.7 Career Planning 

2.7 Skill Management for Knowledge Workers

CHAPTER THREE

RESEARCH METHODOLOGY

3.1    Introduction

3.2    Research Design

3.3    Population of the Study

3.4    Sample Size and Sampling Techniques 

3.5    Research Instruments

3.6    Methods of Data Collection                     

3.7    Method of Data Analysis      

CHAPTER FOUR

PRESENTATION AND ANALYSIS OF DATA

4.1    Introduction       

4.2    Personal Information of Respondents

4.3    Analysis Base on the Skill Management and Employees,

Efficiency                               

4.4    Test of research Hypotheses

CHAPTER FIVE

SUMMARY, CONCLUSION, AND RECOMMENDATIONS

5.1    Introduction       

5.2    Summary of Findings 

5.3    Conclusion         

5.4    Recommendations

          References          

          Appendix  

CHAPTER ONE

INTRODUCTION

1.1. BACKGROUND TO THE STUDY

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.(project topics   final year project topics and research materials )

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:

i.     To examine the importance of employee's skill monitoring coordination on employees job tasks performance.

ii.    To identify the impact of skill coordination and monitoring on employee's retention.

iii.   To examine the effect of skill monitoring and coordination on cooperate goal attainment.

iv.   To examine the influence of management knowledge and skill on the success of skills management.

v.    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.

a.    Will effective monitoring and coordination of employee's skills affect

their job tasks performance?

b.    Does employee's skill monitoring and coordination determine the employee's retention?

c.    Is skill need determination determined by skill monitoring and coordination?

d.    Does the management expertise and skill competency have any influence on the success management?

e.    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 ENFORCEMENT

AGENCY (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.

i.        Job roles

ii.       Third Party Institution

iii.      Skill matrix

iv.      Conceptual skill

v.       Technical skill

vi.      Human relation skill

vii.     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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How To Write Chapter Three Of Your Research Project (Research Methodology)

  • Methodology In Research Paper


    Chapter three of the research project or the research methodology is another significant part of the research project writing. In developing the chapter three of the research project, you state the purpose of research, research method you wish to adopt, the instruments to be used, where you will collect your data, types of data collection, and how you collected it.

    This chapter explains the different methods to be used in the research project. Here you mention the procedures and strategies you will employ in the study such as research design, study design in research, research area (area of the study), the population of the study, etc. You also tell the reader your research design methods, why you chose a particular method, method of analysis, how you planned to analyze your data.

    Your methodology should be written in a simple language such that other researchers can follow the method and arrive at the same conclusion or findings.

    You can choose a survey design when you want to survey a particular location or behavior by administering instruments such as structured questionnaires, interviews, or experimental; if you intend manipulating some variables.

    The purpose of chapter three (research methodology) is to give an experienced investigator enough information to replicate the study. Some supervisors do not understand this and require students to write what is in effect, a textbook.

    A research design is used to structure the research and to show how all of the major parts of the research project, including the sample, measures, and methods of assignment, work together to address the central research questions in the study. The chapter three should begin with a paragraph reiterating the purpose of research. It is very important that before choosing design methods try and ask yourself the following questions: Will I generate enough information that will help me to solve the research problem by adopting this method?

    Method vs Methodology

    I think the most appropriate in methods versus methodology is to think in terms of their inter-connectedness and relationship between both. You should not beging thinking so much about research methods without thinking of developing a research methodology.

    Metodologia or methodology is the consideration of your research objectives and the most effective method and approach to meet those objectives. That is to say that methodology in research paper is the first step in planning a research project work.

    Design Methodology: Methodological Approach

    Example of methodology in research paper, you are attempting to identify the influence of personality on a road accident, you may wish to look at different personality types, you may also look at accident records from the FRSC, you may also wish to look at the personality of drivers that are accident victims, once you adopt this method, you are already doing a survey, and that becomes your metodologia or methodology.

    Your methodology should aim to provide you with the information to allow you to come to some conclusions about the personalities that are susceptible to a road accident or those personality types that are likely to have a road accident.

    The following subjects may or may not be in the order required by a particular institution of higher education, but all of the subjects constitute a defensible in metodologia or methodology chapter.

    Click here to complete this article - How To Write Chapter Three Of Your Research Project (Research Methodology)

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