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Employee Performance Appraisal As A Strategy To Management
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CHAPTER ONE
1.0 INTRODUCTION
It is of immense importance is any firm or organization to put the employees’ welfare first because no organization can exist on theories except if human beings carry out those theories and apply them to practical things. When a worker is employed in an organization, a guide, a rule and regulation are given to him or her to make sure that he effort and performance is directed towards one channel, which is objectives of the organization.
As well management expects high performance and corporation from the employee who is given incentives by given remuneration but when the things expected by both management and employee is not far fetched then there exists a phenomena, which raises the eye brow of the management to ask what is a miss.
This research work deals with such phenomena, which such phenomena, which is “Employee performance appraisal as a strategies to managementâ€.
1.1 GENERAL BACKGROUND TO THE SUBJECT MATTER
The first and only indigenous network provider in Nigeria called NITEL was originally known as post & telegraph communication. It was established during the coloninai era.
The Nigeria Telecommunications Limited (NITEL) is a federal Government owned company that provides public telecommunications services in Nigeria it started operations as a company in 1985 as an amalgam of the telecommunications Division of the default P & T Department and the Nigeria External Telecommunications limited (NIT) and now has staff strength of about 11,000.
In 1992, NITEL was commercialized following a tripartite agreement between it, the government and the Technical Committee on Privatization & Commercialization (TCPC). In the same year, NITEL pioneered the mobile telecommunications services in Nigeria, which was later excised from the company to form M-Tel in 1996. M-Tel was however reemerged resulting conglomerate was constituted into three directorates which all reported to the corporate headquarters. The directorates were for long Distance communications, Domestic Communications.
M-Tel was again excised from NITEL in April 2003. As a result of the excision, M-Tel became legally, administratively, operationally and financially autonomous but it remained fully owned by and as a full subsidiary of NITEL. The company operates a six zonal structure, the zones are:
(a) Lagos zone with headquarters in Lagos
(b) North West Zone with headquarters in Kaduna
(c) North East zone with headquarters in Bauchi
(d) South East zone with headquarters in Enugu
(e) South West zone with headquarter in Ibadan
(f) Central zone with headquarters in Abuja
Each state of the Federation and the Federal capital represents a territory. Lagos is however structured into their territories because of the volume of business in the city.
Fully commercialization policy of the federal government, NITEL Limited, more than ever, is committed to the provision of efficient, reliable and cost effective telecommunication services nationally and internationally. This set of objectives has remained the guiding principles which the company’s operations are based.
NITEL has about 800,000 telephone lines and about 13000 telex lines in the network with the introduction of digital system into the network from 1990 and the commencement of GSM operations by M-Tel its subsidiary, the total installed capacity of telephone lines is expected to reach three million next year. About 450,000 lines, while 80% of transmissions digital.
In April 2003 the management of NITEL was contracted to messers pentascope. International following another tripartie agreement between the Bureau of Public Enterprises (on behalf of the National Government). NITEL and pentascope international. This contract is for a period of three years during which pentascope international will positively turn around the operational, technical, financial and administrative fortunes of NITEL for the betterment of the company’s customer’s shareholders and stakeholders.
In the last quarter of 003, a comprehensive business plan was approved for NITEL. The programme is a blue print too turns the company around. Components of this programme are already being implemented. Some of these are a new organogam for the company investment in various projects that would on completion, earn significant revenues for the company and an intra-industry policy of cooperation, mutual understanding and national cohesion.
CHAPTER ONE -- [Total Page(s) 3]
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