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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 Placeto 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
anddeploying people and their skills Cascio (1992). A well implemented
skillsmanagement should identify the skills that job roles require, the skills
ofindividual employees and, any gap between the two contents. The
skillsinvolved can be described by the organization concerned or
institution.They are usually defined in terms of a skills framework, a
competencyframework or skills matrix. This consists of a list of skills and a
gradingsystem with a definition of what it means to be at particular given
skill. Tobe most useful, skills management needs to be conducted a san
ongoingprocess, with individuals assessing and updating their record skill
setsregularly Smilansky (2005). These updates should occur at least as
frequently as employee regular lines manager reviews and certainly whentheir
skill sets have charged. Skills management systems record the resultof 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
managerialskills 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
toTechnological change alters the fundamental structure of firms and cellsfor
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 vocabularyfor 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 andweakness of employees reporting to them. It can also enable them
tosearch 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
theorganization can only be actualized with the activities and effort of. the
human capital. The ability of organization to achieve its goals dependsmajorly
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 necessaryapparatus that will monitor,
coordinate, organize and develop the skills ofthe personal for the good of the
organization. Management shouldendeavour to develop definite and coincides
programmes that will increase the skills of their personnel. The failure of
many organizations today can betraced 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
(Fajana2000) opines that the entire world is caught upon a process of growth
andmodernization. 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 toexamine 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
andrecognized as a crucial asset to the organization. Most organizations arenow
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 tasksperformance
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
researchstudy which would be tested empirically
1. Ho: There is no
significant relationship between monitoring andcoordinating employee's skills
and job tasks performance.
Hl: There is
significant relationship between monitoring andcoordinating employee's skills
and job tasks performance.
2. Ho: There is no
significant relationship between the achievement oforganization goals and skill
monitoring and coordination in theorganization.
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 onthe efficiency of the workers on his job and his contributions to
theoverall well being of the organization. Consequently, it is clear that
thecontribution and importance of this study cannot be over emphasized as
it trends to evaluate the place of human resources in terms
the skillthat 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 anindividual performance in a
job position.
• Third Party
Institution: This means another individual or group notwithin 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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