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Effect Of Skill Management On Employees’ Efficiency At National Drug Law Enforcement Agency [ndlea]
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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.
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.
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ABSRACT - [ Total Page(s): 1 ]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 th ... Continue reading---
