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
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
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
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
PRESENTATION AND ANALYSIS OF DATA
4.2 Personal Information of Respondents
4.3 Analysis Base on the Skill Management and Employees,
4.4 Test of research Hypotheses
SUMMARY, CONCLUSION, AND RECOMMENDATIONS
5.2 Summary of Findings
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.
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 ,
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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- Chapters: 1-5