University of Nigeria Research Publications

NEBO, Caroline Nnanna.

A

utho

r

PG/MBA/95/18510

Title

The Role of Personnel Management in Employee Morale: A Case Study of Eight

Selected (8) Ministries in Enugu State

Facu

lty

Business Administration

Dep

artm

ent

Management

Dat

e

July, 2001

Sign

atur

e

THE ROLE OF PERSONAL MANAGEMENT IN EMPLOYEE MORALE; A CASE STUDY OF 8 SELECTED MINISTRIES IN ENUGU STATE

CIVIL SERVICE

l'ROtJ ECT I iEPOliT SUBMITTED IN PARTIAL FULFILMENT O F THE

IWQUIIIEMENTS FOR T H E AWARD OF THE AWARD OF 'THE MASTERS DEGREE IN T H E

l~I?I'ARTMENT O F MANA(XIVIENrr

NLC130, CA1N)LINE NNIINNA Y G/M BA/95/185l0

DEPARTMENT OF MANAGEMENT UNIVERSITY OF NIGERIA

ENUGU CAMPUS

JULY, 2001

N E B 0 CAI<O\INE NNENNA, a I'ostg~mluate Sfr~rlrrlf i u the

t i t of M : I ~ a n d \vill i I I i s t ~ t i o i i\lr~~lllwr

I'C;/M l3A/!lS/l8SlO has salili~ctorily coniplctcd ~l ic ~ c q ~ r irc~lwll~s l i , r

course and research work for the master of business /ld~llil)i~:ll iol) ill

h/la~~agc~i~cnl.

'l'his dissertation is an original work and has not been su011)ittcd it1

part or l i l l l liw any other diploma or degree of this or ally other

University.

S~rper visor

DATE

To the Glory of God Almighty who by His mighty power

delivered me from the 11a11d ol'cleath and made it possible that I should

complete this programlne.

ACKNOWLEDGEMENT

I hereby wish to acknowledge the immense slqai -.,, advise and

cncouragc~ncnt 01' varioi~s pel-so~is and ministries who in ulic way 01' the

other contributed in no small measure to see that this work is completed.

First, my unreserved gratitude goes to my project supervisor

Dr. E. K. Il iei~gwu who in sincere humility guided me and made

constructive criticisms that were so invaluable in the completion of this

wo1.k.

I must thank Mr. S. 0. D o n ~ n ~ a , a course niate \vho was by my

side to encourage me both spiritually and otherwise during my sick

period in this programme.

I will not fail to thank thc stall'ol'tlic sclectcd n~inistries of' Enugu

State Civil Service and the staff of National Library Enugu, for their

assistance in supplying me with the necessary information and books

needed throughout my research walk

I will not complete this acknowledgement without thanking my

parent - Mr. and Mrs. V. 0. Nebo for tlicir support and prayer. Also to

receive my thanlts are MI-. 1. I<. Aniagolu, Mr. Cliarles Ngugrr, and

Mr. Donatns Agr~ who saw to the typing and printin[; this work in the

computer.

Finally to Him who owns life, lo Him the ownel. of my life, who,

clcspi tc al I at lcmpls to ~ c ~ ~ ~ i l i r ~ : ~ l u Irjy l i li: tlit*ouj:li I lass appcriclici t is

operation made i t possible that I will con~plete this programme and be

dive till this day I his name be glorified forever in Jew:; name.

N E B 0 CAROL-.NE NNENNA ,I ULI', 200 1

The purpose of this study is to critically exanine personnel

I I K I I K I ~ C I I I C I I [ i l l I { I I ~ I ~ ~ I S h l c c i v i l s w v i w w i t h :I v icm t o Ii111cli11g oil[

the systems of staff recruitment, development and compensations among

others.

To do this, data were collected fso~n pri~nasy and secondary

sources. The ~najor i~lstsu~ne~it for data collection is the q~restioti~iaires.

'I'he data werc prcscritccl i l l tablcs and analyscd wil l1 t l~c chi-scluarc

technique at 0.05 significance level.

Having analysed the data the major finding is that ~:mploying only

thc qualified and conqxtcnt stalT, giving tlicm cfrcctivc t raining, paying

tlic~n adequately a t d rnairitairiing a good I;~bour relations will not only

improve the individt~al perfon~rance of the workers but also the

organisational performance.

..... ,. .. +'

vii

LIST OF TABLES

........................ Administration of Questionnaire

............................................ Sex Distribution

........................................... Age Distribution

....................................... Marital Distribution

................................ Educational Qualification

.......................................... Years of services

.......................................... Stall ' Categories

........................ Techniques of staff employment

................................. Criteria of Employment

c \on .................... Recruitment based on Qualiiimt'

l . ~ x i s ~ c ~ ~ c c 0 1 . StaI~I"1'1xi 11i1ig a ~ d 1Icvclop11~1it I'rog -a~ii~iics

Existing Training and Developnlent Programme .............

Regularity of the Staff Training and Development I'rogrammes

................................. Setisfaction of Manpower needs

PI-oper use of Manpower Training and Developer-t

............................................................ 1'r~~gl.c?111111~'s

...................................... Adequacy of Remuneration

................................................ Reward System

viii

4.18 Existing Social Security Benefits.. ..................... 37

4.19 Adequate Compensation and Motivation of Workt I-s 35

4.20 Membership of Trade Union.. ............................ 38

4.2 1 Labour relations and Cat-ecr Dcvclopnient 39

4.22 Impact of Efficient Personnel Management on Overal I

............................ Organisational performance.. 39

TABLE OF CONTENTS

Title Page .....................................................

Certification .................................................

DerIicn tion ....................................................

Acknowledgement ..........................................

...................................................... Abstract

List of Tables ................................................

Table of Con tents ...........................................

CHAPTER ONE: INTRODUCTlON

Background of the study ...............................

Statement of the Problem ...............................

Purpose of the Study ...................................

Signi llcance of the Study ...............................

Scope or Delimitation ol'tlic Stirdy ...................

................................ Limitation of the Study

Research Hypothesis ...................................

..................................... Definition of Terms

CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction ..............................................

................................. 2.2 Personnel Ma~~agement

2.3 Functions of PersonneI Management ....................

2.4 The Personnel Department ................................

Page

1

. . 11

... 111

1 v

vii

CIIAPTER 11-IREE: RESEARCII TCIIET1IOI)OLCGY

3.1 Research Design.. ...........................................

3.2 Area of Study. ...............................................

........................................... 3.3 Sources of Data..

.................................................... 3.4 I'opulalion

3.5 Sample and Sampling Procedure .........................

3.6 Instru~net~t for Data Collection.. . . . . . . . . . . . . . . . . . . . . . . . . .

3.7 Valiclatiot~ of the Instrw~ients.. ...........................

3.5 Reliability of the I~istrument.. ...........................

3.9 Method of Data Collection.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

3.10 Mctllod of Data Analysis.. ...............................

CIIAPTER FOUR: I'IIESENTATION OF DATA

CllAP*TER FIVE: ANALYSIS OF DATA

C1lAIJTER SEVEN: DISCUSSION OF FlNDlNGS .2NH SUMMARY

I1IUlJIOGRAPI1Y

CIIAPTER ONE

INTRODUCTION

The resources or an organization consist of men, materi 11s and money. f These resources have to be conibined and utilized by ~nanagelncrtt i n

order to achieve the orgauizational goals. 'I'ltis, one can cctisitlc~ the srh-

processes of rnanaging the Iirt~~~an, nlatet-ids and linn~~cial l-esotlr.ccs o S art

or.ganization. That aspect or sub-process of 111an;tging I~urn~~rl rcsc~urccs of'

an 01-ganization is known as persotlnel t~ianage~iient. It is conccrtlcrl will1

obtaining and effectively utilizing human resources so as to achieve the

ob-iectives of the organization (Ejiofor, 1989 : 121). Gibson (1990 : 67)

sees personnel management as the n~anagement of people at wo~k. I t is

also called hnmm resources management.

The purpose of personnel management is to plan, organize, direct and

control the human resources of an organization. To Flippo (1961 : 68) the

putposes of persotinel tnarlaget~icnt include platming otpnt~i~irig,

directing and controlling of tlie procurement, development,

coriipensatiori, integration and maintenance of people for tlie purpose of

contributing to organizational goals. Since people constit.rte a critical

resource of an organization, the way they are managed affects the

performance of the organization. If the personnel of an orgsnizatiot~ are

not effectively managed their performance, and the overall pcrfol-lnance

01' the organization will bc advcrscly af'kctc(l. 'I'llc irril)ot~rr~icc or 1l1c

individual has always been recognized as the history of personnel

~nanagernent.

The concept of personnel rnanagemerlt is still a modern phenomenon in

tlic licltl of I)usincss ~nanagcrnc~ll. Prior to thc inr l r~slr inl rcvalitliori (Ilc

relationship between the management anti workers was that o f the masier

arid the servant. This attitude was highly repulsed duriot; and after the

iridustrial revolution by workers who felt that their temperament should

be taken into consideration. From then up to the 19"' century, little

attention was given to liurnan aspect of business. Workers were regarded

;IS Iools liw protlr~ctiorl wliicli sl~ortld Ix ctnployed 1 0 rdl c:ipnc.iIy. 'l'his

tnndc workers incfrcctive bccausc of tl~cir poor working conditions. AI

the beginning o f the 20'~ ccetury, P~rdrick W. l'a>.lor, "the fatlier or

Scientific Movement" and the other pioneers of scient fic movement

aimed at a series of studies and investigations on how to ut lize the labour

li)rcc. 'l'llc cor~tril>ulions al' llrc ~i~ovcl~~crlC arc wcll k ~ ~ o c v n , cvcrr rl1o11p.11 il

has been severely criticized on the grounds that it exploited the wor kcrs

more than it has conlributed to workers' welfare. The bad restrlts (IT

scientific management led to emergency of other movernents.

Tl~c I~ulnan relations niovc~r~ent was olic or such r~mvenwtlts. ' l l~c 11lai11

advocate was El ton Mayo ( 1 933). 'I'lic ccntral idea wac to err~pfmis

informal social relationships and employee morale as contri hut ion s t c~

organizational eficiency. Under the human relaticns arproach,

management gave a number of benefits to employees. M,magetneni kit

need to maintain good relations wilh employees because rt believed this

worrld 1c;d to high ~ d ' o r r ~ l a t ~ c c .

The liutnan resources movement is the modern approach to personnel

management. Employees are viewed as power sources whose

development can be related to basic organizational goals :Ikeitgwu. 1998

: 5). 'I'lic I l r ~ t n ; i r ~ rcsottrccs ;~ppt*or~cl~ sccs thu worker as I)r-iligirrg :ill lltc

qualities he has ; k~iowledge, skills, creative al)ilitics, talents arid

aptitudes - to the organization which has to har-ness them effectively.

Di~ring the 1930s the emphasis shifled. Many orgiiniza~ior~s gave the

personnel department the responsibility to oversee all mployee and

u ~ i i o ~ ~ rclatiol~s. Ilowcvcr, as unionisil~ I~cca~nc rnorc signilic:~rll it1

personnel relations, management etnpowcred t l~c personnel depnl-tn~c~ll lo

make final decisions in such matters as selection. wq,e and s ~ l a r y

administration and discipline.

111 r-cccnl littics lhc irifl!tctw of ~ct-sor~tic.l ~niir~agctiicr~t Iins ~y; r~i t l rc l ; ~ r ~ r l

now covers a wide range of issues snch as recruitmelt, selection,

placement, compensations, remunerations, promotion, and discipline.

Nigerian workforce is largely dominated by less privileged lrlcli a r d

wornen wlio have not been adequately catered for by the r c ~ n y l o y c ~ . ~

i ~ i c l d i ~ ~ g tlic govcr~~n~crit. Accordit~g 10 IV:l I $ofor i l l Ak 11:1li1 ( I090 :

114) these is cheap labour-, low level of education and sa'isfactior~ of'

basic needs is paramount, so the managers could inflinrnce Iabc~ur

prodr~ctivity by applying the human relations model.

1.2 STATEMENT OF THE PROBLEM

MAIN PROBLEM

The prrrposc of the str~dy is to Iind out how employees are rnanaged in

orclcr to achieve govcr~titnentnl goals in Ilnugu slatc Civil sc:rvice.

SUB PROBLEM I

The study sets out to assess manpower planning so as tcl deterlnine its

effectiveness in Enugu State Civil Service.

SUB PROBLEM 11

The study sets out to assess the liianpvwer training and development

progatnmes so as to determine their impact on the workers' productivity.

SUB PROBLEM 111

'I'hc slr~cly wants to cvaluatc l l~c co~npcnsation policics for workers in

Enugu State Civil Service so as to detennine whether they adequately

motivated workers.

SUB PROBLEM 1V

The study wants to assess labour relations so as to detennine its impact

an workers' careers ia Enrrgtr Stntc Civil Service.

1.3 THE PURPOSE OF 'I'tIE SI'UDY

The purpose of this pro-ject research is to critically examine personnei

management in the Enugu State Civil Service. 111 doing this it is hoped

thal the work will achieve thc Ibllowing st~bsirli:~ry obi. 1:c t ' ~ves;

a) To examine the critcria for Staff recruitment, select on and placement.

b) To find out the types of training and developmei~t programmes for

workers.

c) To ascertain whether the compensation policies adequately ~notivate

the workers.

d) To find out the impact of labour relations orr workers' careers in the

State Civil Sel-vice.

Finally, it is hoped that at the end of this work, the impact of eff~cient

pcrso~mel r~~atlagcrner~l or1 worker-s' ~)rorl~~ctivity will br cstal~lisllcd.

1.4 SIGNIFICANCE OF THE STUDY

This study will be very useful to Directors of the public sector

cstahlisl~~nct~ts, nianngcrs of privntc scclor cnlcrl)~-iscs 111d scltolars. Thc

Directors and tliatiagers will use the f'indings ol' this s t d y to re-appraise

their personnel policies and determine whether sr~ch policies are

contributing favourably to the performance of the establishments. If so,

then the recornrnendafions will ennhlc then1 understand how an effective

personnel policy can be formulated arid sustained for e~hanced

pet-fonnance of workers and the establis1itnents.

The s t d y will also be riseful for academic prirpose. I t will serve as ;t data

I m ~ k for studenls ant1 others who will car-ryo~~t rclatctl studics Ialcr.

Ftlrthermore, the research findings can provide the basis for further

studies.

1.5 SCOPE OR DELIMITATION OF THE STCTDY

Naturally, a study of this r~alure slioulrl lrave a defined I~ounrla~y or range

of issue covered in order. to condition the mind of the reader and for

proper understanding of the work. As a survey research this work id

directed towards the study on personnel management practice in Etiugu

State Civil Service.

Since it will be difficult to take a11 the establishments ill Enugu State

Civil Service into the study, it will be restricted to the following

establishments;

I . Ministry of Works ant1 Homing.

2. Ministry of Finance and Economic Development.

3. Ministry of Establishment.

4. Ministry of Agriculture.

5. Ministry of Justice.

0. SMc Ikl~~c:llio~i ~ ' o ~ n ~ ~ i i s s i o ~ l .

7. Health Management Board and;

8. Ministry of Cornnlerce and Industry.

The work will only probe into personnel rnaiiagement pactices in these

~'sl;~l~lisI~t~~cr~l~.

1.6 LIMITATION OF THE STUDY

A research of this nature ideally should be thorough and exhaustive but

due to certain liinitations, the researcher may not be able to satisfy those

requirements. These inclutfe;

1 . Uncooperative Attitude of some workers:

Some of the workcrs approached to complete the que: tionnnires or to

be interviewed declined for Tear of possilde official n:prisal. Thm, it

was difficult to obtain adequate primary information film them.

2. Cost:

The researcher flad intended studying all t l~e Ministries and parastatals

in E n u g State but could not prodrlce adequaie number of

questionnaires due fo fitmcial cotlstraint.

3. Time:

The time available for this work was so short due to other academic

engagements. Consequently, the researcher did not have ample time to

carry out the study.

1.7 RESEARCH HYPOTHESES

I Ivpotl~esis I

Recruitment based on qualification in inanpower planning irnproves

organizatiorial performance.

Hypothesis 11

Proper use of nlanpower training and development prngranImes increases

workers productivity.

Hypothesis IT1

Adequate cornpensations motivate workers to greater performance.

I-lvpothesis 1 V

Improved labour relations creates oppo~~unities for career dtveloyment.

Hypothesis V

Effective and efficient personnel management policy improves overall

performance of establishments.

1.8 DEFlNITlON OF TERMS

It is necessmy to define certain terms used in their technical sense in this

study Iht- clarity I~ I - l~oscs . 'I'llcse arc;

Job Description:

This is a statement of the exact duties to be petformed arid the

envil-ot~mcntal, p l~ys i c~ l and psycholnpicnl racfors irlvolted.

Job Specification:

This is a statement of the human qualifications required by the Joh-

Physique, aptitude, intelligence, interests, etc.

Job Evaluation:

'This is the detct-~iiirialion of [lie relative value of cad) lob

Motivation:

It is the stimulation of people to action to accomplish des- red goals

Salary:

This is the remurleratiori for permanent employment dt:tertnined on an

annual basis but paid rnotitllly.

Wage:

This is the remuneration paid for irregular employment d:tcr-mined either

on time hasis or at piece-~neal mtc.

Fringe benefits:

These are additional compensation to salaries and wages.

Iricer~ti ve:

.l'l~is is a coinpensahn h a t incites rouses or encourq;es a worker to do

something.

Development:

This is the process of acquiring expericncc mrtl knowlci ge for perforr~iing

nlanagenlent duties.

Opera the:

These are workers that perfortn duties below manaserial tasks.

RELATED L1TERA7'1JRE REVIEW

People constilute a n orgmization's most itnyortant resource. An

organization tloes not hegin to fitl~ctio~i rr t r t i l pcoplc Iiavt: been I-ecruilcrl

to fdfil the specified roles and to provide the specified ~iervices. People

who work in an organization are the sklrtiug poinC;tbcq are a t-esourcc

that is rclativcly inflexible il l coniparisor~ with clther t usour-ces like money

and materials.

The human resources of an organization, therefore, cotlsist of all

individuals engaged in any of the organization's activities, regardless of

level. 'l'hey refer. to emphyees whosc p o l c ~ ~ t ink , lalerlls i~nd dili ties are

utilized and combined with the other resources to pror uce goods and

services. The human Resources Model sees the worker as full of

knowledge, skills, creative activities and aptitudes and he brings all these

qualities to the organization which has to be 11arnes:;ed effectively.

(lkeagmh 1998 : 5 ) . The model argues that the worker is a critical

rcsowce and for lhis reason, ~nanagiug J I ~ I I I sIio111d also 1x 311 i~ripottiwt

activity in the organization. l ie should be recognized. trai ,led, developed,

consulted, etc. this underlies the sensitivity of the personx el management

fi~nction in the organization.

2.2 PERSONNEL MANAGEM 1CNr1'

pessonnel managenlent is defined differently, by different authors.

r ~ ~ r n ~ n i n g s ( 1972) defined Personnel Management as the process of

ol)i;ii~~iiig md rcli~ini~ip, c ~ ~ ~ p l o y c c s . 1'1 C I ~ I ( I07 I ) drliticd 11 iis llic

recruitment, selection, development, utilization of, and accorn~rioclatio~i or

human resources by an organization. To Flippo (19;'6) Persollnel

Managetr~ent is the plannitig, organizing, directing ant1 con trolling of the

procurerne~~t, develoyn~ctit, coilipensatioii, intugsatio~i and niainttnnnce

ol' j ~ o p l c li,r Ihu ~ ~ I I P O S C of conlt-il~ulirlg lo or~:;i~liz:ttio~ii~l goals.

ACCO~-tli~ig to I : W U I . I I I ~ I i 1 1 d Il~~;ltiikii (100-5) I 'OSSOIIIIV~ ~ ~ ~ ~ I I I I I ~ C I I I U I I I is

concerned with obtaining and effectively irtilizing Iiulliarl rt:snurces so as

to achieve the objectives of the organization. I t is the mmagement of

people at work.

I~lipl)o'wIlclir~i(ion :Ilqw:irs l o linvc tlic g~catcsi rricril. I t cap rrrcs Iwtli ihc

managerial and the operational aspects of personr~el rnanagc nent. 7'hai is,

it deals with the two categories functions, managerial a ld operative.

According to lkeagwi ( Ibid) a matiager- is one who exercises autl~ority

and leadership over other personnel. Oil the other hand. ari operative is

one who has no authority over others; he has been given specific task or

duty to perform under tnar~ageriat supervision. As a manager, the

personnel manager petfonns the basic fiinctions of managmen(. wliich

include the operative fimction. The main issue to recognizt , which e\ el- Y definition is adopted, is that the management of people in an organization

is a very important aspect of overall management. According to him, the

W;ly ~ c O ~ ! C iI1.C 1 1 1 ~ 1 1 1 i l ~ ~ i I : I I . I ~ c ~ s 1 1 1 ~ pel h~rlll:tlKX 01. ( 1 1 ~ O ~ ~ ~ : l l ~ i ~ . : ~ ~ ~ ( ~ l l . I f -

the personnel of an orgai~ization feel alienated, their perforn~ance and that

of the organization will be adversely affected.

2.3 FIJNC'T'IONS OF PERSONNEL MANAGEhIEN'I'

2.3.1 Managerial functions of Personnel Managetnenl:

'The managerial functions include;

a) Planning;

Accolditig to Akpala ( 1990) pla~~ning in vcs scttirg of ~ o a l s n t d

objectives of an organization and developing a serie:; of alternative

approaches to gl~ide action towards t l~c desirctl g,oals. In otller

words, i t is specifyiug it1 advance the oh-jectives towards wl~ich the

enterprise will work and cleterniiniiig the means of a Aieving them.

Art crrgi~niml i m is sct r q ) to iicliievc cd)jc.ctivc ; t h r twgh Ihc

combination of resources.

In personnel management therefore, personnel rnanilgers engage it1

manpower planning and developrnetit in order to satisfy the

personnel needs of the organization as a pre-rtquisite to the

achieverlicrit of olpm imt i r r i ~ l goals.

t) Organizing:

According to 0' Donne11 and Komtz (1 968), organizing involves

deparimentnlixation. That is, the division of the . otal work info

w ~ a ~ i i m t i o ~ t a l ~ w c l i o ~ ~ s ii11tI tlicn i r t l o spcciallics. 11 groups silnil;~r

activities and assipis the Inen, lnatc~ials arid rnrlney resorlrces

needed for the work unit. Finally, it gives people st the various

levels of the hierarchy the authority necessaty for the work. In

organizing- the personnel manager designs a structu .e that not only

fitcilili~fcs Ihc i r t l c r rwl working ol' thc per sor111cl r l c p : ~ fr~wttl. Iwt

onc hat also racilitates the rentlering or its specialized services to

the organization.

c) Staffing;

Accorditig to I keagwu (1 998) this means filling an11 keeping filled

Il~c posiiiws crcalud b y l l ~ c o~ynnizing process. Tl~is positicms

s tmld bc fillctl in sr~ch wav as to c r ~ s ~ r ~ c ll~rif ~ l l c erl(rrprise i s

competently operated both for the present and tlie future. It i s tlie

duty of the personnel manager to adequately 5 taff the whole

organization.

( I ) I)irc-cii~~fi:

According to ' I l i r w a l l (1992) directing g u i d x or actuates

personnel in a way that is perceived to be necessary for

accomplishing organizational goals. In this sense directing or

actuating of subordinates by their supervisors is done ~Iirough

cori~nirnnication. motivation, leadership, tlnini~il,, arid pcrsorlal

inLlrrunct.

Accordingly, the personnel manager must tnotkrate his stan' to

perform with full cornrnitment and, to do thi:;, the personnel

department has to design motivational programmes For a11 the staff

of l l~c org;rniznlion.

e) Controlling;

Controlling is the process of ~neasuring the resu ts of activities,

cornparing them wi tli plans, a w l taking corrections. The pel-sonncl

nlmlagur centrals tllc ndi vilics of' his depar tmcnt i r I such :I niimnw

as to ensure that broad organizational activities are in Iine with the

plan.

The implication of the foregoing discussion is that the personnel

manager performs \iis role, through the personnel d :partrnent, with

a view to making !he entirc orpmizaticm effective.

2.3.2 OPERATIVE FUNCTIONS OF PERSONNEL MANAGEMENI:

'I'hc operative fhctions arc grouped into five categories vi;:;

a) Procurement;

This is concerned with obtaining of the proper kind and r~uinber of

personnel necessary for accomplishit~g organizatiotial ta;ks and gods.

According to Urwin (1988) it involves the determination of nmpower

requirements and their recruitment, selection and placemenl.

When a job description atid job specification have heen prepared, they

help in giving the persorinel manager a cleclr picture of the person lie

should recruit for the job in view. Sources of recruits may be internal or

extenial. Internal avenues may he th~.ough inter-departmen a! transfers or

rc-ctignge~netit ol' retr-ericlicd stnl'l*. Ilxte~~tii~l :iverrws 111;ly IJC tttw

advertisements, etnploynient agencies, ministly of labour, t k .

Selection and placement involve all activities designed to zcreen and hire

pcrs.o~iticl s t d l :IS nl~plicr~tior~ limns. psyclwlogical tcsls, ~nlcrvicws nnd

incluction. According to rkeagwu (1998) the ol~jeclive of the procurernetit

process is to secure the proper number and kind of person iel to man the

organizatioti. Effective procnretnent null result i n efficieut performance

ol' tlic orgn~iizalim.

11) t)evclol~tiienl;

'This is concenred with improvement of skill through tr~itiing hat is

necessary for proper job performance. The development of a well trained

labour force is an essential personnel function. Accord ng to Beach

( 198 I) the objective of training and developtnerit is to imp ove the skills

of cr~~ployccs to s;\lisl~ t l~c rlcrnmcls ol' mlotnalio~i rind 111: ~-c;rligritiicnl

of jobs. According to Ikeagwu (1998) in addition tu autolnatiun,

increased professionalization of the workforce place new dematlds upon

business firms. government and labour to assist, in de-reloptr~ent of

qualified personnel for a rapidly changing environment.

In the civil service the following types of trailling progrsrn~n 2 sohtnin;

i) Orientation

ii) Induction

iii) Vestible or In-servive

iv) '~eclinicalloperalivc training and ;

v) Supervisory

Executive development programmes are organized ilk ilie form of

seminars, workshops and refresher courses.

c) C 't,rll~'c'll"ltion;

This is one of the most important fur~ctions of personnel n anagernent and

is defined as the adequate and equitable xem~rneration o r personriel for

their- contributions to organization ol+xtives.

A persorlnel device concerned with the systematic nieasuring and pricing

ofjobs within an olpatiizatioii is job c~alrrrltio~i.

Fredrick Taylor (191 1 ) had advocated financial rewards c r inceritives as

compensatory measures that will niotivaie workers to achieving

organizational ob-jectives. Such motivation is connected directly or

indirectly with moncy -- wngcs and salary, bonuses. prof3 stlaring, leave

with pay, medical reimbursement, etc, are iinchded und1.r this kind of

no ti vat ion. This, persotme1 mangers are concerned with tl le design of an

adequate compensation scheme that will result in greater j?roductivity of

employees.

d) Integralion;

Integration is an attempt to effect a rcasoiiable coticiliatior~ o f individual

and organizational interests and with the attitudes of rrenibers of an

orgatiizat ion. Many forms have developed program:; to improve

interpersonal relations. This i s the result of research into human

belwiour and the stirnuli of modern labour unions and v,irious levels of

organization.

e) Maintenance;

According to Williarns ( 199 1 ) this enhils sustaining and improving the

physical conditions of the employees ( health and safcty mmwres) and o f

maintaining favourable attitudes toward the organization (employee

services programme).

In Herzberg's opinion, arid through his researches, there arc factors in the

work envirtm~ient tlial ;ict or~ly 3s dissrrtisiics i f r r v ! take 1 care 01; a1111

there are job conditions satisfied but do not lead lo dismltent if not

satisfied. The maintenance function satisfies this.

2.4 T11E PERSONNEL 1)EYAR'f MENrI'

From our analysis so far, we can see that the personnel dtpartinent is a

staff department in a staff and line establishment. It tdvises other

departments on personnel matters and carries out specific f~~nctions in

relation to etnployees.

According to Pigors and Meyrs (1969) the work of personnel

matiagernent is performed i n evely segment of the organiz.atior1.

Personnel fuilctions are also performed in companies to snlall to justify

the establishment of a separate personnel department. This view is also

Itclc! by I,yntIall ( lOXc)) who r c ~ n ; ~ ~ ks that in latpc co~poratior~s !11;iI hnvc

personnel departments. personnel tnanagemen t activities are perfonnet1

by both operating managers and staff personnel unit. According to him,

the mature of the personnel f'mctio differs as one goes up the

managerial ladder or hierarchy. He outlines the personnel ,-esponsibilities

or l i t s t lit~c ~niiuagcrricnl as;

Participation in the selection of new employees.

Introducing and acquainting new employees to tliei~ environment,

organizational reqr~irerrients and their rights and privileges.

Ttainirlg employees.

Apprnising pcrforriia~~cc.

Coach and correcting employees.

Counseling emplo~ees.

Recornmending pay increases, ptor~~oliotis, !ransf'ers, lay ofk atid

discharge.

I31hci11g r~tlcs and ~ n a i ~ ~ t a i n i ~ ~ g discipli~ic.

Settling complai~rts and grgrievances.

Interpreting and communicating employee suggestions and criticisms

to higher Inanagemerit.

Motivating employees and providing rewards for g c d work and

hchaviour.

Rc~novi~irr darl~crorts sitrraliotis and enwritla safe working methods.

2.4 PERSONNEL MANAGEMENT IN TIIE STATF CIVIL SERVICE

The Civil Service is the policy implementing organs of the governments.

All ( I I R I I T M ~ C S ~ O V C I Y ~ I I I C I I ~ S efftlct ive is rnanpowcr. 'Tliere ;Ire cstablishcd

p~uccdurcs, cotlc 01' conrlr~ct ; I I ~ dclil~cd ~ C I W I I I ~ C ~ pol icicr, al l coril;~i~~cd

in the contract of employment.

2.4.1 SCJIEME OF SERVICE

For a productive and contented sewice tlic eniployees sl~odtl have

security of tenure of office. According to Ugbaja (1995) thi! is usually by

the existence of Staff Regr~latioris and schemes of senrice f i~r the various

cadres of employees. These include;

I ) The job description which orltlines clearly the scope ;md nature of

work which the crnploycc is to pcrfimi.

2) The entry qualifications and experience required for ailpointment to

that position.

3) The salary scale and the entry points on the scale to which persons

holding different qwdifications or experience can be appointed or

promoted, and the annual increments clue to then1 subject to

satisiilctnr-y pe~-lbrma~~ce drrring tl~e year in q v e s h .

4) The conditions for- aclvancernent beyond the present grad<.. These spell

out the promotion prospects arid the level of perfortnance on the job.

additional qualifications and experience which make t le employee

eligible for such a promotion. The scheme of service provide a

fraincwork for equity in tlic trealrncnt of officers withir each cadre.

Besides. schemes ol' service enconrage sta~ldwdizatio~i of

remuneration of officers OF siniilar qualitications and training periods

and cognate experience in difTerent disciplines.

2.4.2 RECRUITMENT

According to Aniagoh (1989) there is need for a (1eftn:d policy or1

recrrlitment. This policy necd no! he spclt o ~ ~ t i n the schcn~ ss of service,

but in gencnl policy circrrlnts to guide those who opcr>te the Staff

Rcgr~lnlicw i~ntl llw scllc~ws 01' sctvicc.. O w 01- S I I ~ I consitlct.;~iio~~s i s 10

take account of the ct7tclin1ent area of recruitment. He e?cpl;tir~s that in a

country where the prolllem of unemployment particularly of school

leavers arld graduates is very seriotrs, the state becomes an iristitution for

offering ernploymcr~t. For tile millti-local government or multi-

C ~ I I I I I I I I I I ~ ~ ~ s~;I~L' IIIC I ICUI is fill l i ) ~ i l l ) ~ ' q t ~ i l : ~ b l c ( I ist~i lw(iol~ o/' V:IC:III~

posts to qualified candidates for state appointments. I'hus, the recruitment

policy should set out dearly the geographical dist~ibution or maricies as

lhey o c c ~ r either based on the population of each area. or or equality of

such areas.

2.4.3 PROIWOTJON

In the Civil Service, every employee who performs his duties reasonably

well can legitimately look forward to ascending the service ladder,

possil~ly to what i s I-cgnr-tlctl as 1l1c carccr grac.lc, sr~l~~iccl to cxistcncc

vacancies. This i s known as promotion. Aniogulu (1989) states that

certain conditions need to be fulfilled for a fair prornoticrn to occrrr. One

is the existence of il position or positions to which pornotion can be

made. According to him, i t1 considering a candidate Tor promotion there

sl tor~l t l I)u ;I st1 kt :~tfl~cr cnct: to l l ~ c SC~ICIIIL'S 01' SC'I V I C C wilh IKII (~CII~;I I .

reference to the technical co~r~petence and qualification laid clown. IS a

iium ber of serving officers have satisfied the foregoing cordi t ions in

about the same manner, Ihe issue of seniority becomes v i t a l .

2.4.4 DISCIPLINE

According to Akpala (1990) disciplitie is the observance of prescribed

rules, regdations and convention by the Civil servants so as to achieve a

high standard of performance and maintain equity anlong ~Iletn, as well as

I ~ : I V C req)cct f i ~ i w ~ s l i l ~ ~ t c ( l i ~ ~ ~ f l ~ ( ~ t . i I y wl~osc lc:tdc~~sltip I.~IIC is ~ t o l cnllctl

to question. According to him, the pre-requisites of a disiplined service

are briefly set out here;

I . The leadership at various levels should be dedicated to the success of

tlie Civil Service.

2. There slior~ld he an eqr~itatde application of tlie provisi~ris of h e Staff

Regulations, Schemes and conditions of service to all ti ie staff.

3. Prompt action should be taken to investigate znd deal with

disciplinary cases.

4. Those affected si~orrltl be given adequate opportrmity to exphi11 their

action and the Discipl i~~aiy Board sl~ould give them a fair hewing

according to the provisions of the Staff Regulations.

5. Retrenchment of Slaff should not be a subs(itute for disciplinary

i~c l ion lo void cr,c:lliotl ol' i t~socr~~ . i ly ol' tcnwc 01' ol'l'cc ill l l ~ c cr~fitw

service, and

6 . The membership of the Disciplinary Board should hrs changed fronl

time to time in order to inruse new ideas into i ts operatron.

RESEARCH METI-IODOLOGY

3.1 ltV,SW,AltCll 1IESlGN

A descriptive survey research design will be used and i t Iocu;es on I31ugu

State Civil Service which comprises so many establishments The survey

research method enables one to have an insight into the problem under

survey.

3.2 AREA OF STUDY

The research is conducted in the Enugu State Civil Se-vice which

co~npriscs llliltly rniriislrics and pal-aslalals. Ilowcvcr, llw st\~cly

concentrates on eight such establishments.

3.3 SOURCES OF DATA

3.3.1 PRIMARY SOURCES:

These include all respondents to the questionnaires and all thosc: who were

orally interviewed.

3.3.2 SECONDARY SO1 IRCES:

These ir~clude textbooks , pcr.iodicals, jol~n~als, I ~ ~ I ~ ~ Z ~ I I C S , sctni~~at. arid

workslwp papers.

The populatioi~ of this study consists o f all the Civil Smants in Etnlgu

State Civil Service. The ~~umbes of the Civil servarils wn s gi verl as 10,135 1

as at December 2000.

3.5 SAMPLE AND SAMPLING PROCICDURE

Since it will be too difficult to cover all the establisl~ments ant1 Civil

scrv:rt~ls, t l ~ o slrdy was rcslr iclutl lo cigltl cs(;rldi ;I i~~~~rrls willt ;I

popr~lation of 3,125. A sarnplc was the drawn from tlirse establislm~ent

and the composition is as shown below:

1. Ministry of Works 25

2. Minishy of Establistmcnt 25

3. blinistty of Finance 2 5

4. Ministry of Agricr~ltr~r-c 25

5. Ministry of Cotnn~erce 2 5

6. Ministry of Lands 2 5

7. Health Management B o d 25

8. Slate Education Clomrnission 25

'r0k11 . .. . . . . ZOO

Wit11 a pre-determined samplc size, the rcsear-clw explains selected 25

respondents from each of these establishincnts taken inlo the str~dy.

3.6 INSI'KUMEN'I' I i 0 1 < I)Arl'A COI,I,1I:CrI'ION

The iristn~rnetits wed in the data collection are the questionnaires and

interview schedule. 'The questions in both instrrr~ncnts a -e formulated i n a

manner tl~at will elicit only I-elevnnt inforn~ation from the respondents.

'The rl~rcsliorr~~;rir.cs conlain 1 ~ 1 1 1 S ( I . I I C ~ I I I . C ~ and I ~ I ~ S ~ I - ~ I C ~ L I I . ~ ~ qwstions.

Sornc of the slrrrcturad q~~estious arc (lichoton~orrs while othcrs are

mrtltiple-choice type. The unstructured questions are opewended types.

To ensure validity the questionnaire is designed in srrc'~ a way that the

questions contained therein are simple. Also, the intmiew schedule

contained stn~chired questions which are intended to conoborate the ones

contained in the questionmire.

Finally, the iirdrwnents were given to a tlianagetiient exllcrt to sctnlinize

and amend.

'The instrtrnlents used in this st~ldy are designed lo ensure consistency in

the responses nf fliose seleclerl for lhe study.

3.9 METHOD OF IIATA COLLEC'I'ION

To ensrm an efficient data collection, the researcher first of all got

introduced to the personr~el officers in each of the estnhli!ihr~~ents. They

helped in gettitlg nccess 10 I IIC workcrs. ()ut.sticr~~li;~itcs ivcrl: arlminislcrcd

o~ily on litcrntc wtwkcrs wldc i r ~ i c r v i w s wcrc Iwld wiih Ill(* top td+fil;ii~ls.

Out of the 200 questionnaires distributed, 25 were not returned showing a

qriestioiir~aire mortality rate nf 12.5 percent. 011 account o f mutilation and

illegil)ility I 5 :~tltliliori;ll clt~cstiotit~:~i~cs wcrc disc;itdccl. 'I lir~s, only I00

questionnaires wcre analysed fi~r thc purposcs of this study.

3.10 METHOD OF DATA ANALYSIS

The raw data collcctetl will he l~rcsc~ited in tables, rind will be analysed

with Chi-square lest where applicable.

I11 this chapter: the researcher presents the

qrmtionnairing.

1 Respondents I No. Administered

a) Junior Staff

~ s e n i o r ~ i ~ . . . -. - - . . . - . . . - - - - - - - - . -- - - -.

'l'04:1l 200

data col1~:cted throagh

1 No. Used

The table shows that out of 90 questionnaires administered on the junior

staff 70 were used in this study while 90 were used .?om the 110

administe~ed on the senior staff.

TABLE 4.2 Sex Distribution -

&

a) Males

b) Female

'rota!

Junior / - '% / Sminr / !& / Totrl / 2

The table shows that 54.4 percent of the respondents wen: males while

45.6 percent were females. The males included 54.3 pertent and 54.4

percent or the junior and senior staff respectively. The ferr ales irlcluded

45.7 perwnt and 45.6 pcrcent of'tlic junior and scnior stall'r~:spectivcly.

I . . . 1 - -

The table stwws that allogeher 13.8 pxcerl! (71 ' 111f. i t - i - ,

TABLE 4.4 Mal-ital Qstribution or the Staff' ------

The table shows Illat altogether 31.3 perceut W P ~ S 7 ~ ~ v ! ~ : ,

. . . . percent were married. CMlets constituted 7.5 \rcrcwi !- ' I

widows, widowcrs and divnrcces.

TABLE 4.5 Edncationnl Oualii'icatious

were junior- staff. 54.3 percent of the junior staff and 1 I . 1 percent of the

r

Qualification

a) FSLC

senior staff held SSCE or a n equivalent qualification. 3 1 4 percent of the

junior and 16.7 percent OF the senior stalT held ONE or NCE. 53.3

Junior

10 ~

percent of the senior staff held lir-st degrees or HNU while 18.9 percent

TABLE 4.6 Years oT Service

- %I

14.3 - - . - - -. -

11) SS( '1: ot- ISql~iv. 3 # -

3 0

0

23.1

10.6

- Senior

-- -- - .

54.3 -- - -- -.

2 22.5

- --_ -

28.8 . .- . 35.6 -

13.1 ---

100

Total

10 - - . -.

--

- %

-- -. - -- - -

c) OND/NCE

cl) RSc/HND/RA

e) MBNMSc/blA

1 0 1 1 . 1 - . -- -

~ I ; I -

23.3 _ _ - .

31.1 4 0 . .. .

33.3 57

- 'YO

6.3 .- -

48 - -

16.7

53.3 - -- 18.5,

Years

a) Below 10

37

48

17

- %

21.4

Junior

15

d) 3 1 and above

Total ~-

15

4 8

17

22

-- -.-

senior

2 1

1)) I0 -- 20 , . - . . - - - . . - . . . . - . .

C ) Z I - ~ O

3 1.4

-- -

--

10

70

18 - - - -- -

27

25.7 - .

38.6

14.3

100

2 8 . . . - .

no I I

90

12.3 2 1

100 -.

160

The table sbows that altogether 22.5 percent of !lie r t q o n d e ~ ~ t s have

served below 10 years. 28.8 percent l~nve served from 10 to 20 years.

35.6 percent have served from 21 to 30 yrnrs while 1 3 1 percent have

served rrorn 3 1 years :lnd above.

TABLE 4.7 Staff Cate~ories.

I ----

Categories I No 1-37

The table shows that 43.8 percent of the respondents were junior Staff

while 56.2 percent where senior Staff.

1 Techniques 1 Junior I 1 Senior I % I Total I I

All the respondents indicated that new staff are ernployecl in the Civil

Service through such techniques as recruiitnent, selection aid placetnetit.

-- Criteria

a ) Qwli licntinn

I)) I k o c r i u ~ ~ c c

c) Age

d) Physicaf fitness

Total . -

fitness.

TABLE 4.10 Recruitment based on qualification.

I a) Yes I

- I Total

The table shows that 60 percent of the junios and senior s taN agreed that

recruitment based on qualification itnproves orga~iizationd performance

while 25 percent and 24.4 percent respectively disagreetl. 14.3 percent

and 6.7 percent of the junior and senior staff respectively made no

comment.

34

'I'ABLE 4.1 1 Existerice of Staff Training and ckvelop~nenl prograi11lnes.

AII the respotldcnts agreed that there are staf f training and developtneut

programmes in their establishrrients.

( a) Orientation 1- 70 t

( d) Vestible I -- t I

e) Operative/ Tech.

The table shows that all the ~espondents intlicated that thr~ existing staff

training and developmelit programmes incl lde orientation, intlwtion, on

the job, executive development ant1 In-service.

Response

c) Rarely

Junior

Total 1 70

too

The table shows that all the respondents iildicated that these programtnes

Response -

Total

1 Senior 1 % Total

The table sliows illat in all, 60.6 per cent agreed that h e Inanpower

training and dcveloptntnt pt-ograrntnes satisrj, the mntipovlcr t~ceds of the

estabfishti~ents. 2 1.9 per cent disagreed wllilc 17.5 per ccnt tnarte r~o

comment.

TABLE 4.15 Proper rise o f M-iiyx)wcr l ' ra ini~y a1d De~ieloynie11t

Tota l

a ) Yes

1)) No

c ) No Comment

Total

The table shows that 68.1 per cent of all the rcspondents agreed that

prcq~ur IISC of trilini~ig and tlrveloprt~unt propm~mi~cs will iricr-casc

workcrs' product ivily wl~ilc 20 pcr cent clisngwxl. I I .O pcr+ cent ~ i ~ d c IIO

conunen t.

TABLE 4.16 A d e q u g of Re1nu11eration's. -

-- - I a) Yes 1 42

loo ( 90 -1-10(0

'The table shoes that GO per cenl a t d 65.6 per cent of ~hr: juniur and senior

staff respectively agreed that they receive adequate rc:tnuneration while

28.6 per cent and 27.8 per cent respectively disagreed. 1 1.4 per cent and

6.6 per cent respectively made no comment.

TABLE 4.17 Reward Systems.

I d) Others 1 35 1 50 1 90

The table shows that all the respondents indicated t l ~ t excellent

performance is rewarded through protnotion, arlvaricment and

of reward.

TABLE 4.18 Existing Social Security Benefits

17(, - 1 - -,o" - I --

--

l a ) Gratuity

1 c) Accident Benefit 1 70 1 100 1 90

I d) Others I -- I -- I --

'I'he table shows that a11 h e rcspo~detik indicnteri 1 h 1 1 lllc cxistiug social

security scheme includegrahity, pension and accident benefi .s.

t- TOM 70 4 T - -.

The table sliows that 91.4 per cent of the j~mior worken a d 86.7 per ceut

of the senior workers agreed that adequate conqwas:~tions motivate

workers to greater. per - fommcr . Otrt 8.6 per cent nnd 13.3 pel- ccril

rcspcclivcly dis:igrc.ctl.

TABLE 4.20 Membership of Trade Union

The table sliows that all tlic respondents ngrced that thzy helonged to

trade unions.

Response I Junior 1 a) Ycs / 39 1 557

Senior

The talde sl~ows l l ~ f 35.7 per cent of the jr~nior staff and 78.9 per. ccnt of

the senior staff agreed that improved worker nian;gc~nent relations

creates opporll~nilics f i w career dcveloprr~cril. 30 per c:etit mid 13.3 per

cent respectively disagreed. 14.3 per cent o f the jrmior staff and 7.8 pet-

cent of the senior staff made no comment.

TABLE 4.22 ltnpact of Efficier~t Personnel Managemen; on overall ----- --

I Response I Junior 1 :h

I a) Yes 1 57 1 81.4

1 Total 1 7" 100 -- --

The table shows that 81.4 per cent of the junior staff a11d 80 per cent of

the senior staff agreed that effective and efficient persormel nianagemcnt

policy improves the overall pe~for~nance of the establishment. 11.4 per

cent ntitl 13.3 prr cunl rcspcctivcly tlisagr.ccrl wl~ilc 7.2 I w ccn( a t ~ d 0.7

per. cent respectively made no cornrner~l.

T l ~ c ('hi-square (x2) tnetliod will be uscd. The Null liylmtl~eses will be

tested at 0.05 level o f sigrlificance.

Wlwrc 0 - 0l)scrvc:tl (l;~I;i

E = Expected data

Fonnular for Expected data;,

E = R T X C T

GT

Where RT = Total o f Row

CT - Total of Colutnn

GT -= Grand Total

I-IYP07'WEStS 1

0 Recrui tmeilt based on qrtali ficstion in manp w e r planning

docs not i ~ n l w o v c ~)r-g;~nizatiot~al perf'wma~lt c.

H 1: Kecmit~sent based on qualification in manp>wer platitling

improves vr.panizatior~al perTc~rn~ance.

TABLE 4.10 SHOWS;

I Junior I Senior I Totd -

Derivation of Degee of freedom;

clf = (R - l)(C - 1)

where R -= Number of Rows

C - Nrml~er of Coltrmns

2 X 1-2

The table of the sampling distribution of Chi-Square for a 2 degrees of

freedom at 0.05 level of signiIicarice is 5.99 1

Reject the Nu11 hypothesis i f the computed Chi-square i!; greater than the

critical value of Chi-Square. Otherwise, do not reject.

l'lien since co~nputccl Chi-Square (x2). 8.6, i s grcoler t l m ~ the critical

Chi-square, 5.991 Tor 2 df at 0.05 level 01' signif carice, the ilull

hypothesis which states that recruitment based on qualification in

manpower planning does no improve organizational perfo~mance is

rejected while the altetr~ative hypothesis which states that recruitment

based on qualification ill manpower planning i tnprove s organizational

l>erformance is accepted.

Hypothesis 11

0 Proper use of manpower training and deve11)ptnent

I ? ~ ~ ~ ; I I I I I I N : S ( I O U S not ir~ctusc w o ~ kcrs' p r u d ~ ~ d i v i t y

HI : Proper use of manpower training and development

programmes inct-eases workers' produciivi ty .

TABLE 4.15 SHOWS;

To cotnpute the Chi-Square;

Senior -- I Total

The table of the sampling distribution of Chi-square f i~ r 2 degrees of

freedom at 0.05 level of significance is 5.99 1

DECISION RULE:

Re.jcct tllc null hypohesis i T h e cornputcd rhi-Square i s erealet- r11~11 the

cr-i t ical Chi-Square.

Then since the computed Chi-Sqr~are (x2) (6.848) is greater tba11 the

critical Chi-square (5.991) for 2 df at 0.05 level of sigr~icicance the null

Ityp(>~lwsis which s ~ a f c s I I W I proper usc 01' tnarllwwcr trailritig arid

development programmes does nut increase workers' productivity is

rejected while the alternative hypothesis which states that proper use of

manpower training and development programmes incrmes workers'

productivity is accepted.

Hypothesis 11 1

1 1 0 ; Aderprate conipcr\satic-r~~s do not tllolivnte wnrkct-s to grcalcr

pet-fonnance.

H 1 ; Adequate compensations motivate workers tcl greater

~ I C I - ~ ~ ~ I . I I I ~ I I I C C .

'TABLE 4.19 SHOWS;

Yes b 4 ( 6 ~ 1 ~ 8 ( 7 9 . 9 ) f i ~ -

- -

To compute the Chi-Square:

x" (0 - r$ --- -

E

From the tab!e we compute the following;

Detlvation of Degree of freedonu;

The Table of sampling distribution of Chi-square fov 2 degrees of

freedom at 0.05 level ~f significance is 5.991

1ll;(ylSK)N. l<l~l,l:,:

Reject null hypothesis il'thc. computed Chi-Square is greater fhau critical

Chi-Square. Hence we re-ject the t~ull lypotl~esiq which states that

adequate cotnpensations clo not rnc~tivale workers to greater- performance

and accept the allernalive hylwlllesis which sl;~tes that adequate

compe~~sntions inotivale workers to grcatct' perliwnlal~cc since tl~c

coinputetl Chi-S(111ar.e is grentcr ~ h a n tlw critical C'fii-Squat,-.

Hypothesis 1V

110: Improved Idmur relations so not create oppo~lunitics for-

carccr I ) cvc lo lmc~~ l .

H 1 : lrnproved labour relations create opportrtnities for career

devcloyn~cnt.

TABLE 4.21 SHOWS:

- . 'I'oial

110

33 -

17

I60

I _ _ _ _ _ _ _

- ---- Yes

I--

No

No Comment

'I'otd . - - - - - - -

.--__---

Junior

39.(48.1)

21(12.6)

1 O(7.4)

70 -

S e ~ h r

7 l(6 1.9)

12t11.4)

7(9.6)

00

From the table we compute the f'ollowii~g;

'l'lie table or the sampling distribution of Chi-square :or 2 dcpees ol'

frcedotii at 0.05 level of'sig~ilicar~ce is 5.90 1

DEClSlON RULF;

Reject null l~ypotllesis if the computed Chi-Squwe i s grcatcr l l w the

cril.ica1 Chi-square.

l'lius. since h e cornpl~tecl Chi-Square (x2) (10.3) is greater tllatl the

critical Chi-square (5.991) the null hypothesis which states tlint improved

Inbour relations do not create opportunities for career (levelnp~ix~~t is

rejected whilc the allen~ntive hypothesis which states that improved

fah11. r~~ations creatc opporlwilies for cnrecr devclqmlcnl is ;!cceplt:d.

I lypornesrs v

HO: Effective and efficient personnel management policy does

not improve overall performance of establishments.

11 1 : ETfectivtr and efficient personnel rnatiagemet~t policy

improves overall perfortnance of establisli~net~ls.

TABLE 4.22 SHOWS;

Yes 1 57(56.4) / 72(62.6) 1 129

4 , NO Comment G(12.8) 1 1 I

'1'0 cornp(e thc Chi-Square:

Total /-70 90 I 60

. --.I

Derivation of Degree o f Treedom;

(11. - (I< I)$' I )

(11. =- (3 -- l)(2 - - I)

2X 1 - 2 --

The table of the sa~iipling distribution of Chi-Squaw fur 2 degees of

liccclo~n a1 0.05 lcvrl of s~j:niPicntwc is 5.99 I

DEClSlON RULE:

Reject null hypothesis if the compakd Chi-square (x2) (17.44) is gwater

than the critical Chi-square (5.99 1) the null hypotllesis which states that

effeclive am1 eTTlcient personnel managenlent policy does not imp-ove

overall perfomlance of establishtnents is reject while the alternatite

I l i s i s wl~ich s h l c s that cf i lcl ivc m1t1 cl'iicicr~t pcrso1111r1

~nenagctncnt pnlicy inrprovcs ovrt all pel-li,rinn~rcr of csl:~l~lislii~rciils i s

accepted.

IN'I'ERPRE'II'A7'10N MEANING AND FINDINGS

111 this chapter, the researcher interprets the resirlts o f the hypvtliesis

testing. gives them meaning and states the findings.

'I'he result of Ihe calc~~latctl ('hi-Square is 8.0 while lllc critical (%I-

Sqrra~ e valrlc a! 2 degrees of freedorn awl a t a 0.05 level u f signifimtce i s

5.99. Since the cnlcnl~ted Chi-Square value 8.6 is greater than the crilicol

Chi-Squ~re value 5.991, the alternative Irypothesis (1 11) wh ic l~ slates thal

recrmitment based on qualification in manpower planning i111proves

o r g ~ t ~ i ~ i ~ l i o r ~ i ~ l pcr li~r-rt~;iticc is ;tcccplctl wliilc lllc t111l l Iiyjmllic;si.; cv11ic.h

states that recruitment based on qualification in manpower plni~riirig docs

not improve organkat iotlal performance is rcjectetl.

The study sets out to assess manpower planning so as to dcter~nine its

effectiveness in Enugu State Civil service. This inte~prelatiol\ ~~~~~s that

cst;~blishrne~it which war~is to l,cr.fim~l creditaldv slto~~lrl cristrrt I l ~ n r

. . recrr~ilrnc~~t ol' crnployccs sllould hc tmctl on t l~cir qr~;lliIictrtiorw. 1'111::

will ensure that only qualified and competent individuals are sclcctcd and

placed in specific jobs. The practice Itas been the rwrnil~nent and

selection of ~~ttquali fied and incompetent individuals and plnciug them i l l

iohs l i w wliicli llicy arc ti01 sr~ilod. 'I'l~c rcs~tll l i : ~ nlwirys I ~ c r t poor

~ w l o ~ m m c e of Ihe individuals i r ~ parliculat- nrtd h e cstal~lislul~rnt in

general. 111 practice ~ -ec i i~ i~n~en t has always been itlflner~cetl by such

faclors AS local gove~.nrneiit origin, sectionalism. godfa~he~istn a r ~ l

fhvouri t ism.

'I'his result suppor-tu ITredrick 'Taylor's (191 I) pri~iciple of ~~rarl,.tgitig

workers for efficient pet-formalice wliicl~ states that !he riglit worker

s l io~~ld he selrcted nlrd ~,l:~ced at1 ihe job Vvr wllicli hc is Iwst cl~~nlifirtl.

'l'lle rcsdt will be overall iridr~slrial cfliciccwy.

The computed Chi-Square value is 6.84 while that of the critical Clii-

Sqr~are at 2 degrees of freedom and at 0.05 level oT significar~ce is 5.99 1 .

'I his slrows 1I1;tt lhc cotnl~ulctl ('l~i-Sclr~i~l-c val~rc i s gte;rfci t l w r 1111. cr ;tical

Chi-Square value. For this reason the alternative hypothesis wliich ststes

proper use of manpower training and development prograrntnes increases

workers' productivi~ is accepted while the null hypothesis wl~icli states

that proper use of tnnrlpower training and clevehprnent prograwrnes does

not increase workers' productivity is reiected.

The study sets out to assess the manpower training and cieveloprncnt

programmes in Enuprr state Civil service so as to detennirie their impact

on workers' productivity. The finding or result sliows that when

appropriately wed training and development programmes will enl~nnce

tlic pcrrom;rnce of p:trticilmting workers.

As a matter of fact, trailling and rlevelol~mnt prop-nrntnes rrialde

participants to improve their skills ard broaden their. kr~cwledge tillout

work proccsscs. Acrlr~isilio~i or tnol-c. skill5 tllrorrgl~ t~ainirig en;ll~lcs the

~ i t l i v t I(\ i i ~ ~ l i l ~ j ~ I ) : i I I I ; I I I ~ ~ I I I I U ~ sl<ills : I IKI ~ I I I O ~ I ~ I I ( I ~ v c ~ ~ I ~ I I I I ~ I ~ ~

programtnes senior oflicials acqtriring knowledge fov managerial tasfcs.

This finding sirpports. Denvers (1971) claim that if the productivity and

pedonnance of a worker should be improved, the worker s l ~ o ~ l d be

reg~llarly trainect. L3esidcs, Nzeribe (1991) asserts that tlic ouly way a

worker should make opli~nal inp~rt in the organization is to be i t nined in

t~~orlern tccllniqr~cs o r i o l ~ pel I ' U ~ I H R I I C ' C . ( ' I ~ ~ I I I F U S il l tcch~lulogy. I ~ ~ I I L ' S S

co~~imunicalions, nature i ~ ~ l r l din~ensio~is oI' OIIS~IIC'SS acf ivilics. CIC

demand that workers should be trained regularly. Executive develv~~tnent

programmes such as workslwps and serninars should be organized for the

execi~live.

Thus, the position of this iinding is that worker's performance sliorrkl be

improved through training and development programliies.

' 1 . l ~ result or tlw c;llculntcd ('hi-Squnrc is 6.71 while tllc crilicd ( ' h i -

Square value at 2 deg-ees o r freedom and at 0.05 significance level is

5.991. based on the decision rule the alternative hypothesis wl~ich slalcs

that adequate compensations motivate workers to greater perforn~nnce is

accepted while the null hypothesis which states that adequate

cornpe-r~sations do not ~ntltivate workers lo grealer pe~.fiwnancc i s

rejected.

Althougll, rernurleratiot~'~ in the Civil service is not based on prodr~chity

but it has been established that adequate cornperlsatioris give w o ~ kers job

satisfaction which in turn makes them willing to work harder. I'lir~s, the

position of this finding is that cnrnpensations ~riotivak wctr-kers to

l l l~p lovc ~ I [ ~ O t l ~IICII. pcf lhl l t1 : t I lCc

The computed Chi-Square value is 10.3 while the critical Chi-Square

value at 2 degrces o f freedom and aI 0.05 level of sigriific~ricc is 5.9Q 1 .

hased on the decision rule, the alten~ative hypothesis which stnlcs [hat

improved labour relslions create opportunities for caleer development in

the Civil Servicc is accepted while the null hypothesis which stales thnt

improved labour relations do not creafe opportunities for cnrccr

devcloprncnt i s re.jectetl

'I'lie str~dy sets out to delemine the inlpact of itnproved Iabour ~cla t iws

on the careers of Civil Servants in Emgu State. The finding is that

improved I n h t r rclatintis lmvitle ot create opportunities hr- career.

c l c v c . l o ~ ! r w ~ ~ t ' I his is t i i l l I;,! l t t m t l i t r 1c.c.cli1 rlcvclop~ct~l i t \ I8t111l~rr Sl;rlr*

Civil Service which has wi tr~essetl serious inrlustrinl ~rnrest i r ~ the last two

years. Poor labour relatiot~s tnanil'est in industrial actions and these I w e

evoked some reprisals from the state government. Allany workers linvc

I d their long-time careers pretnafurcly cntlcd tlirough t l i s r~~ issa ls atid

Icr-u~ination ol'appointn~crit.

'These Lbrmet workers did 1101 pursue heir careers to h e crd,

consequently, some did not receive any benefits while sorne received

vely little. What this shows is that because of poor labour rclatio~is these

affected workers did nnt acliieve their goals in the Civil Service. '1 lius,

llic positiot~ 01. 1111s lit~ditig is 1Ii:ti cot-din1 I ~ I I I ( ) I I ~ ~ ~ l ; ~ l i o t ~ s pwvi~lv

opportrrtiities tbr carccr devcloptncnt.

I-lvpyohesis Five

The result of the hypothesis tested shows that the co~nputed value of Chi-

Sqrrsre is 17.44 and r h t the ctiiical valtw of Chi-Sqt~are at 2 degtecs of

freedom and at 0.05 level of sign; licance i s 5.99 1 , since ttxc c o ~ q ~ r r lctl

Chi-square is greater than the critical Chi-Square the altcrt~ntive

hypothesis which states that effective and efficient pctsontwl

management policy improves over all performance of estahlisl~inet~ts is

ncccptctl whilc llic t i r ~ l l hylwtI~~'sis WIIICII states (li:j( ~l'f'b(-tivc nrvl

Akpala ( IWO) asserts that petsolmel policies that involves propw

rccr-r~il~~~c~~t ~woccrlrr~ c, cf ic l ivc . rllilnlwvc.1 t r i ~ i t ~ i q : ; I I ~ t lcvclq~~~cnl

progralninc adeq~rate cornpcnsnlior~s nml cordial Islmlrr- r-eln4icm inc.~c;lses

the worker-s' pmductivify arid organizational perlbrtnntice.

DISCUSSION OF FINDINGS AND SUIIIRIARY

'The researcher's first finding is that recruitment based an qualilicaticrtl ill

manpower plantiiril improves organizational perfortnartce. This finrli~g i s

in line cvifli Fredrick 'T'ayIot-'~ view that when the right prtsotis arc

selected and placed on tlie jobs for which they are best suiierl tmt only

will Ilieil- perfor~iiancc lye optirml, tlic overdl pcrfor.n~ancc of tlic

est ahlislirlients IVI I f Iw sr~liar~r.cd. Pr-ol)cr. rccrui t ~ w r l t . s t lcc~io~i mid

placcrrwit etisurc thal qualified awl cot~ipeknt i~itlividuals are ot~q~loycd

to perfonn orgariizatior~al task. The researcher's litding is also i l l h c

with 0' Donnel's view that tlie per-forn~ance of orgrtnizational tasks by

suiiddy ( l l t i ~ I i I i ~ ( I wotkrrs will optimix orpt~imtion's ( N I ~ ~ I I ~ . Anhgo111

( 1987) :dso holtls similar vicw whcn he c~npliasiscs t f~c irnllcr*l!ive ol'

giving specific organizational tasks to qualified and coinpeterit wolkcrs

for optimal result.

The researcher's secorid finding is that proper w e of manpower traini~g

and dcveloptnent progratn~nes increases worker's prodr~divily. 7 1 ~

lirirlitip is sirnilar to Frctlrick Taylor's vicw h n t wl~cn woilwrs nrr git'cn

proper training they acquire the necessary skill aml intelligence r~eerlctl

for the performance of organizational tasks. I11 pa~ticuk~r. executive

development pmgra~nmes enable those that perfot-rn tnanagerial tasks to

~ I ; I I I , ot p,;inizr:. tlitccl ; I I I ~ I cot~ltol wot k p~occsscs vct y clYwliw.ly.

workers are effectively managed they put in their best for upti~tlal cl~rlput

h m the orgrlnization.

The main purpose of this study is to examine persont~cl nmagernent in

Erirrgu state Civil Service with a view to detemining Iiow this affects the

performance of both itdividrrals and ot-ginizations.

The findings have sliow~l that employing only the qrralified m t l

competent staff. giving then1 effective training, paying the111 adeqr~ately

and tnilintaining a good labour relations will not cvlly irt~pt-ow the

individual performrlnce of workers' h i t the organizational pcr fbrrnar~~e.

Akpala, A (1990) Management: An introduction and fhe Nigeria11 I'erspiec t h e En trgu : Prccisioy l'rinters-

Beach. 11. A. (19991) Principles of Managernet~nt : A h , I o d e ~ u ) r o a $ Sarlta Babara :John WiIey c9L Sotis hc .

Flippo, E. (1961) Principles of Person~iel Manage~ncnt; New Yurk ; McGraw - Hi11 book Co. 1115

French, I.,. (1971) Ilynamic Manavetnent of H~~niati Reso~mxs London ; ( ' I i i t~~l l la l i 1 1 1 ~ .

Gibson, F (1990) M a n a ~ e m e n t London : tassel Ltd

Meyrs, C and Pigm-s, P (1969) I'erso~mel Adn~inistratiou: A Puint. or View and A Method New York : McGraw -1 l i l l book Inc.

0' flo~inel. C . and Kocmtz, 1-1 ( 1 068) Pri~~c ip l .cs -of . - t~~~~g~mcnt : AII Analysis of Mana~wial f'unctiotls New York : McCiraw -- I lill Iwok Itic.

Tailor, F [I91 11 Principles of scientific tnanagetnent. N w york: Ilarper and brothers.

Thiswal, W 119921 Management of people in orgmizations London;

Mcl)ot~altl ~ )r~ l ) l i s l~ i~~g C.O.

Ugbaja, C.O. [I9951 persolinel management in the Nigerian civil service.

Benin city; sakpoba press

\J~~vin , t4 [ I 9881 rnanagcrncnt Boston; Harpe

B~~siness Admir~istr-ation.

and Row Iric.

W illiarns, P 1 199 1 1 management; principles and practice. New york; sir

joI111 wilcy arid sonr I,lrl.

APPENDIX

Department of managetnent

I Jrrivctsily ol' ttigcr i r l

Etiugu campus

Novan ber, 2000.

Dear Respondent.

'Tl~u ~~sc i~rc l~cr . C'nroliw Ncho is n postgr;ttIrrfilc IR*113/\1

stl~dcnl of lhc dwvc univursily carlying nu1 II I ~ ~ ' S C R I T ~ OII ~ C I . S ~ I I I I C I

tnwmgetnent it1 Enugu State Civil Service. I would like you to assist me

by completing this questionnaire. Your responses will be treated with

strict confidence since the research is merely for academic purpose.

Thanks for your co-operation.

QUESTIONNAIRE

I N S ' l ' R ~ 1<3'10NS: - I'lense, tick (J ) insitlc h c t~pprq)viatc box Il lat dcpicls your cliosw

answer.

Sex; a) Male I 1 b) Fernale [ ]

Age: a) 18--30yrs[ ] b ) 3 l -42yrsI ] c ) 4 3 - - 5 5 y s j 1 (1) 56 yrs arid above 1 klai-ital Statt~s; a) Single [ ] b) Married J

C) Others (Specify) [ ]

Educational qualification; a) FSLC [ Jb) WASC or Equiv. 1 1 c)NCE/ONDI 1 d) FIND/BSc/RA r 1 o ) Milstc~s Ikgrcx ( 1 For how lotig have you been working? a) Below 10 yrs 1 1 b) I 1 -20yrs [ lc)21 -30yrs [ Id) 3lyrs& above [ J

To which of t9e following categories do you belong?

a) h~nior S t a r [ ] h) Senior Staff [ J

How are new Staff employed in this establishrner~t ?

a) Recr-uitinent 1 1 b) Selectio~l [ 3 c) Placement [ ]

d) Others(specify) [ ]

What are the criteria for employment tllrough the above ~netltads?

a) Qualification [ ] 1 ) A 1 c) Work experience [ ] d) Physical fitness [ ]

Do you agree that recruiltnent based on qualification irnl~t-oves

organizational performance?

a) Yes [ 3 b) No [ ] c) Do not know [ ]

Does the estal)lisliment have Staff training and rlevelnprncr~t

I'rog~wrrrr~cs'? ;I) Ycs ( I I,) N o 1 1 If 'Yes' which or the Tollowing progr-atnmes exist i l l tho

establishment?

a) Orientation [ ]

b) Induction I[ ]

c) On-the-Job Training [ J

I V ' i r i n g 1 I c) Op~'aio~lal/' l 'ecI~~~ici~l 'I'txining I I f) Executive deceloprnerlt (workshop, Seminars, etc) [ J

g) In-Service Training [ ]

I low regdarly are these training and development pmgralntnes

collclllclc(l '?

a)Often[ 1 b) Occasionally [ J c ) Rattly 1 ]

Do you think that these programmes satisfy the manpower needs of the

establisiment? a) Yes [ ] 11) No [ f c) Don't Know ]

Do you agree that proper use of manpower- training and

rlevefoprnent prograinnws increases workers' prodtrctivity?

;I) Ycs ( ) I,) No 1 1 c 1 I 1 I

Do you receive adequate re~nunerations ?

a) Yes r I 19 No I How are workers rewarded for excellent perfonnar~ce?

a) Promotions [ 1 I,) Arlvnr~ccrncr~l cUC. ('cmvc~.sio~is I I c) Otl~ct-s 1 1

I i I - - J i i .------ i .--- i ! I - 1 1 s is I 1 ill tlio South cc~ i l rd p x t r:I'tlic St;\lu. I I is ~ i i i d c r ~ p of\;rr ..- ' . . I . MI. a t lwc. 1;ilonic , cwc, na~t:~.:tl :;pring 311il :I lalx. 'I'hc conqdcx has u ~ ~ i q u c be:~uti!;r::tticm dw I() its 11nlt!ri11 sctti~li;. l ~ ~ t c r c s ~ e t l a ,q)o~ati: bociiz.5 could clcvclop Illcse fcnturcs i t ) ngrecmcnt \villi Ilic I < I I L I ~ I Sink Ciu\~clltlllcrlt.

Q 17 What social secwity bcnef ts exist in the establis~me~it ?

a) Pension [ ] b) Gratuity [ ] c) Accident benefit [ ]

ti) Orhers (specify) 1 ]

Q18 Do you ;~grcc 1h1 atlcqrrnlc C ~ I I I ~ C I I S ~ ~ ~ ~ I ~ S t ~ m l i m t ~ \ V O I . ~ C I . S 1 0

gturlct- t)Wli,t r ~ r i ~ r r c c ? t i ) Ycs ( I l ~ ) N o ( 1

Q19 Do you belong lo a trade Union ?

a) yes I 1 b ) W I Flow effective is the Union?

($20 110 you agree hat imp-ovcd wo~kcr - niariage~i~e~~t ~.cla(ior~s

crc:itcs opporlunilics liw cnrccr dcvclqmcnt ?

a)Yes[ ] WW J

4 2 1 Do you think that effective and efficient personnel lnariagernent

policy improve overall performance of establishments?

a ) Y e s l 1 W o I 1

' I I I C ~ C :ire tvto l ~ r t ! ~ - , i i t ~ : r ~ l 'l'rt~cli!ion:il F ~ s t i v a l s , l ! d by [I IC ~ ~ C O I ~ I C O?!<II~I;;,~I St;,tc - ~ I I C PdlL::-;~1\~1:~;i..!c

:?. '~;;I~IIIwu) u~tcl Ncw Yat11 1 ~ ~ ~ ~ : ~ i v z l (1r.i-ji).