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
Title Page i
Certification ii
Dedication iii
Acknowledgment iv
Abstract v
Table of Content vi
CHAPTER ONE
INTRODUCTION
1.1 Background of the study 1
1.2 Statement of the problem 4
1.3 Objectives of the Study 5
1.4 Research Questions 6
1.5 Research hypotheses 7
1.6 Scope and Limitations of the Study 7
1.7 Significance of the study 8
1.8 Definition of Terms 9
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction 11
2.2 The Elements of Skill Management 12
2.2.1 The Resourcing Strategy 14
2.2.2 Attraction and Retention Policies and Programmes 14
2.2.3 Skill Audit 14
2.2.4 Role Development 15
2.2.5 Skill Relationship Management 15
2.2.6 Performance Management 16
2.2.7 Total Reward 16
2.2.8 Learning and Development (Harris, 2002) 17
2.2.9 Career Management 17
2.3 Creating A Great Place to Work 18
2.4 Attraction Strategies 20
2.4.1 Employer Branding 20
2.4.2 Employer of Choice According To Sear (2003) 23
2.4.3 Targeted Recruitment and Selection 23
2.5 Retention Strategies 24
2.5.1 Factors Affecting Retention 24
2.5.2 Basis of the Strategy 25
2.5.3 Risk Analysis 26
2.5.4 Analysis of Reasons for Leaving 26
2.5.5 Areas for Action 27
2.6 Career Management 29
2.6.1 Career Dynamics 29
2.6.2 The Process Of Carrier Management 30
2.6.3 Skill Audits 31
2.6.4 Performance and Potential Assessment 32
2.6.5 Demand and Supply Forecast 33
2.6.6 Succession Planning 34
2.6.7 Career Planning 36
2.7 Skill Management for Knowledge Workers 39
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction 41
3.2 Research Design 41
3.3 Population of the Study 41
3.4 Sample Size and Sampling Techniques 42
3.5 Research Instruments 44
3.6 Methods of Data Collection 45
3.7 Method of Data Analysis 45
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
4.1 Introduction 47
4.2 Personal Information of Respondents 47
4.3 Analysis Base on the Skill Management and Employees,
Efficiency 50
4.4 Test of research Hypotheses 57
CHAPTER FIVE
SUMMARY, CONCLUSION, AND RECOMMENDATIONS
5.1 Introduction 63
5.2 Summary of Findings 64
5.3 Conclusion 66
5.4 Recommendations 67
References 70
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.
