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
The Elements of Skill Management
The Resourcing Strategy
Attraction and Retention Policies and Programmes
Skill Relationship Management
Learning and Development (Harris, 2002)
Creating A Great Place
Employer of Choice According To Sear (2003)
Targeted Recruitment and Selection
Factors Affecting Retention
Basis of the Strategy
Analysis of Reasons for Leaving
Areas for Action
The Process Of Carrier Management
Performance and Potential Assessment
Demand and Supply Forecast
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
4.4 Test of research Hypotheses
SUMMARY, CONCLUSION, AND
5.2 Summary of Findings
1.1. BACKGROUND TO THE STUDY
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.
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.
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
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.
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.
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
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
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
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.
the specific objectives of the study are:
To examine the importance of
employee's skill monitoring coordination on employees job tasks performance.
To identify the impact of skill coordination
and monitoring on employee's retention.
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.
To examine the effect of skill
monitoring and coordination on corporate goal attainment.
1.4 RESEARCH QUESTIONS
following research questions have been formulated to guide the conduct of the
Will effective monitoring and
coordination of employee's skills affect
Does employee's skill monitoring and
coordination determine the employee's retention?
Is skill need determination determined
by skill monitoring and coordination?
Does the management expertise and skill
competency have any influence on the success management?
Will effective skill monitoring and
coordination ensure corporate goal attainment?
1.5 RESEARCH HYPOTHESES
are tentative statements or answers given to this research study which would be
is no significant relationship between monitoring and coordinating employee's skills and job tasks
Hl: There is significant relationship between
monitoring and coordinating employee's skills and job tasks performance.
is no significant relationship between the achievement of organization goals
and skill monitoring and coordination in the organization.
There is significant relationship between
the achievement of organization goals and skill monitoring and coordination in
1.6 SCOPE AND LIMITATION OF THE STUDY
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
(NDLEA). This is due to constraints such as crime fighting ,
1.7 SIGNIFICANCE OF THE STUDY
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
trends to evaluate the place of human resources in terms the skill that people
utilize in production process.
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
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
i. Job roles
ii. Third Party Institution
iii. Skill matrix
iv. Conceptual skill
v. Technical skill
vi. Human relation skill
vii. Personal development plan
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