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.
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.