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AN INVESTIGATION INTO THE RELATIONSHIP BETWEEN PERSONNEL MANAGEMENT AND LOCAL GOVERNMENT ADMINISTRATION (A STUDY OF AKUKU-TORU LOCAL GOVERNMENT AREA OF RIVERS STATE)

TABLE OF CONTENT

DECLARATION

APPROVAL   PAGE

CERTIFICATION

DEDICATION 

ACKNOWLEDGEMENT 

ABSTRACTS

CHAPTER ONE

INTRODUCTION

1.1        BACKGROUND OF THE STUDY

1.2        STATEMENT OF THE PROBLEM

1.3        OBJECTIVE OF THE STUDY

1.4        RESEARCH QUESTIONS

1.5    SIGNIFICANCE OF THE STUDY

1.6    RESEARCH HYPOTHESIS

1.7    SCOPE OF THE STUDY

1.8    LIMITATIONS OF STUDY

1.9    DEFINITION OF TERMS

REFERENCES

CHAPTER TWO

LITERATURE REVIEW

2.0    INTRODUCTION

2.1    CONCEPTUAL FRAMEWORK

2.1.0          DEFINITIONS OF PERSONNEL MANAGEMENT

2.1.1 PERSONNEL MANAGEMENT ORGANISATION IN THE

LOCAL GOVERNMENT SYSTEM

2.1.2 PERSONNEL FUNCTIONS

2.1.3 LOCAL GOVERNMENT ADMINISTRATION

2.1.4 PURPOSES OF LOCAL GOVERNMENT ADMINISTRATION

2.1.5 MANPOWER PLANNING FOR LOCAL GOVERNMENT

2.1.6 OBJECTIVES AND USES OF MANPOWER PLANNING.

2.1.7 ROLES OF PERSONNEL MANAGEMENT IN LOCAL

GOVERNMENT ADMINISTRATION

2.1.8 TRAINING/MOTIVATION/EVALUATION

2.1.9 FORMULATION OF RULES/REGULATIONS FOR THE

ADMINISTRATION

2.1.10THE IMPORTANCE AND PROCESS OF PERSONNEL

MANAGEMENT

2.2    THEORETICAL FRAMEWORK

2.3    EMPIRICAL FRAMEWORK

REFERENCES

CHAPTER THREE

RESEARCH METHODOLOGY

3.1  INTRODUCTION

3.2  RESEARCH DESIGN

3.3  POPULATION OF THE STUDY

3.4  SELECTION OF SAMPLE/SAMPLE TECHNIQUES

3.5  SOURCES OF DATA

3.6  VALIDITY OF INSTRUMENT

3.7  RELIABILITY OF INSTRUMENT

3.8  TECHNIQUES OF DATA ANALYSIS

3.9  DECISION FOR VALIDATION OF HYPOTHESIS

3.10 SCORING OF THE RESEARCH INSTRUMENT

3.11  DECISION RULE

REFERENCES

CHAPTER FOUR

4.1 DATA PRESENTATION, DATA ANALYSIS AND INTERPRETATION

4.2 DATA PRESENTATION AND ANALYSIS

TABLE 1 BIO-DATA OF THE RESPONDENTS

Table 2 AGES OF THE RESPONDENTS

TABLE 3 MARITAL STATUS OF THE RESPONDENTS

TABLE 4 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

TABLE 5 YEARS OF EXPERIENCE OF THE RESPONDENTS

TABLE 6

A GOOD PERSONNEL MANAGEMENT HELPS TO IMPROVE THE EFECTIVENESS OF THE LOCAL GOVERNMENT ADMINISTRATION

TABLE 7

THE LOCAL GOVERNMENT ADMINISTRATION HAS IMPROVED OVERTIME SINCE THE ADOPT OF A GOOD PERSONNEL MANAGEMENT PRACTICE.

TABLE 8

THERE IS A POSITIVE EFFECT OF PERSONNEL MANAGEMENT STRATEGIES ON ATTAINMENT OF GOALS AND OBJECTIVE OF AKUKU-TORU LOCAL GOVERNMENT AREA

TABLE 9                                                                       

THERE IS NO IMPORTANCE ATTACHED TO PERSONNEL MANAGEMENT IN AKUKU-TORU LOCAL GOVERNMENT

RESEARCH HYPOTHESIS

TABLE 10 CORRELATIONS

TABLE 11 TEST STATISTICS

TABLE 12

TEST STATISTICS

CHAPTER FIVE

5.0 SUMMARY CONCLUSION AND RECOMMENDATION

5.1    FINDINGS

5.2    CONCLUSION

5.3    RECOMMENDATION

REFERENCES

APPENDIX

ABSTRACTS

The very aim of the research work is to find out if there is a significant relationship between personnel management and local government administration. The research work made use of primary data which was obtained from the research questionnaire distributed to a total population of 800 but the research work took 200 out of the population as sample size; the method of spearman correlation and chi-sqaure was adopted for the purpose of the analysis; at the end of the analysis, we found out that there is a significant relationship between personnel management and local government since the respondents that said that a good personnel management helps to improve the efectiveness of the local government administration and those that said that a local government administration has improved overtime since the adopt of a good personnel management practice have a significantly (0.00) strong (0.849) relationship between each other. see table 11 below. Conclusion were made based on the result of findings and data analysis. Finnally proper recommendation was given to assist decision making and management in Akuku-Toru local government area.

 

 

 

 

CHAPTER ONE

INTRODUCTION

1.5        BACKGROUND  TO THE STUDY

Akuku-Toru Local Government Area came into existence with the creation of Local Governments nation-wide by General Ibrahim Badamosi Babangida's regime on the 29th of September 1991. It was carved out of the former Degema Local Government Area with Abonnema as its headquarters.

Akuku-Toru Local Government Area is typically riverine with a land of 4,350 square kilometers. It is bounded on the North by Degema Local Government Area, on the South by the Atlantic Ocean, on the East by the Asari-Toru Local Government Area and on the West by Nembe Local Government Area in Bayelsa.

The Local Government Area consist of seven major communities and several other smaller communities and fishing settlements. The major communities are: Abonnema, Obonoma, Kula, Idama, Abissa, Soku and Elem-Sangama. The other communities and fishing settlements includes: Abaji Okolo, Imoama, Leleama, Ibiapuama, Dere-ama, Opukiri, Lelekiri and Angalaobio among others.

Abonnema, the headquarters of the Local Government Area had one time been a seaport. The Local Government Area is blessed with abundant oil and gas reserves. Kula, Idama and Soku have network of oil pipelines leading to the multimillion naira gas gathering plant at Soku and Belema flow station where gas is supplied to the liquefied Natural Gas Project at Bonny.

This Local Government Area is also centrally positioned and easily accessible to all the neighboring Local Government Area viz. Bonny, Degema, Asari-toru and Abua/Odual.

Akuku-toru Local Government has a population of over 450,000. The people are mainly Kalabari and speak Kalabari. The people are not only peace loving and hospitable, they are also highly enlightened and skillful. It would be recalled that as a result of the skilled manpower that abound in the area, many of her indigenes have been called upon at various point in the history of this nation to render selfless and dedicated services which have in no small measure contributed to the overall development of the nation. 

For many years, manpower, being the most strategic and potent resource in any organisation, has not received the desired professional management for the attainment of Akuku-Toru Local Governments’ contributions towards national development. Consequently, lack of performance on the part of local government personnel often results in moribund national development. That is why the role of local government in national development has always been a question of argument and general discussion. The issue becomes worse when problems of development are traced to lack of managerial ability manifested in the inability to plan and execute government programmes as well as efficient and effective social service delivery. Therefore, for development to be possible, there is the need for the emergence of a sound manpower management programme within which adequate, skilled and well-motivated workforce should operate. No local government can be efficient and effective if it underrates the critical role that people play in achieving goals Man Chafi, (2014).

Local Governments deal with grassroots policies/keeping of law and order, basic sanitation, constructing and maintaining local roads, supplying water, administering local schools, providing skills training and employment for residents, etc. However, communities on a local level work with emphasis on building the economy, forgoing and strengthening the societies, and developing the non-profit section. Therefore, community development programs are aimed at improving the avidity of life of the people in the community. Local governments are supposed to be the strength of national development. A quiet rural community can possibly grow into a mega city and the local leader in the place of the chairman makes this possible. The effective management administration hinges on the quality of personnel and how they are being trained for productive services to be done to the community. Therefore, the need arises for the local government administration unit to improve the human resources and manpower development, motivation, performance appraisal, proper selection of employees.

The administration by design, is supposed to direct and control all other personnel in the LG. The Head of Department sees to the recruitment of new staff, pension, training, and promotion of staff.  They are also in-charge of staff discipline of senior staff, retirement and even promotion which can be done based on the general assessment of the staff.

The Akuku-Toru Local Government administration department setting is divided into two (2) broad sessions namely: Open Registry and Secret Registry.

Registry is designed to be a place where written records are kept or a place where register of events are kept. However, a registry in the context of public service rule refers to a room where written records, documents are kept. It should a room in every ministry or organization where all files and records relating to staff are kept or it is a place where all clerical work is performed.

While the Secret Registry is a place where confidential file/ records are kept intact.

But such offices remain as good as inactive without proper attendant and functionality. The staff and personnel in charge of most offices and positions work as ghost workers, including the supervisors who have bigger roles to play in the organization. A personnel staff or assistant should be able to manage the affair of a registry, while two or more staff may be required for functional activities of another registry. In every large organization where the volume of work required is cumbersome, the number of the personnel that should manage the affairs of such registry could be as many as seven (7) or more. It is the responsibility of a large ministry to have the following personnel:

Supervisor: - The person who supervises or oversees other people or work in the registry, Scrutinizing of all incoming files for further actions and checking of all outgoing file for correct filing.

Receiving registry personnel: - he / she is supposed to date and stamp incoming correspondence; to enter correspondence in the registry and to check enclosures of incoming correspondence.

Dispatch registry personnel: - his / her functions are to enter the letter or mails in dispatch book if necessary, to check authority to issue (open and closed) signature, to insert the date, to check the enclosure of each letter for issue.

Enclosure registry personnel:-  his / her functions are to page and cross-reference and endorse a file; to check correct number of enclosure of a letter to ensure that the tracer produce the correct file or each item.

Index registry personnel: - his / her functions are to cot file numbers for all unreferenced letters by intelligent use of index; to decide when to open new files and make-up the new file cover; to maintain the index under control in accordance with the instruction.

Transit registry personnel:- his /r functions are to cot where about of file whether there is incoming correspondence or which are required for action; to assist in every way the work of the tracer(s) and to bring to the attention of the supervisor all outstanding correspondence for which the files cannot be obtained.

Tracer registry personnel: - to keep PA (post after use) and BU (brought up the file) racks neatly, tidy and in proper numerical and alphabetical order; to make frequent checks on the file and file put away the wrong order; to remove the “dead” and “closed” files to storage; to recover tattered or torn file cover and to remove all slips or note pinned to the file cover before putting away.

http://firsttutor.blogspot.com.ng/2012/05/personnel-management-and-administration.html

However, there seem to be an incomplete or sub-functional impact of those registries in Akuku-Toru Local Government. The need for proper organization of a registry cannot be over emphasized bearing in mind the role which a good registry plays in general administration. For instance a registry habour both open and secret files which contains virtually all the written document. If these are kept well, short correspondence will provide basis for future activities. For the registry to have the opportunity of performing, the registry must seek to avoid the following:-

  • Passing of file or notice to the office or department without notifying the registry.
  • Holding of file unnecessarily.
  • Failure to secure prompt registration of correspondence which are not seen in the registry.
  • Changing the scope or content of a file without the knowledge of the registry.
  • Omission of file reference number of outgoing correspondence.
  • Lack of knowledge of collecting data process 

Every administration seeks an optimum deployment of manpower, with the prime concerns for costs and productivity; hence, the management of human element becomes even more fundamental to corporate survival. Personnel management is a core and strategic decision making function of management for every organization, utilization, and improvement of an organisation’s human resources. However, stabilizing the functionality of the above mentioned registries and offices is the issue of training and development

The pivotal role of personnels in an organisation, highlights the importance that their training and development cannot be optional but something that must be done irrespective of the personnel previous training or experience. No organisation can choose whether or not to train employees regardless of previous training, education and experience; they need to be introduced to their new employer's work environment and to be taught how to perform specific tasks.

Moreover, specific occasion for retraining arise when employees are transferred or promoted, or when job changed and new skill must be learned, perhaps because of changes introduced by advancing automation. In view of this, the need for training and development cannot be overemphasized.

Observing the importance of personnel management on the aspect of  training and development, French (2004) states that "training and development provides the skills and knowledge required in carrying out various specialised parts of the overall task of the enterprises." Corroborate the importance of training and development, Kelly and Donnelly (1972) says, "The importance of personnel management could be seen when one examines the benefits the organization derive from such a programme. Personnel management does not only help employee to improve their work performance but also enables the standard and quality of work required by the organisation to be achieved and maintained, Also labour "turnover, absenteeism, industrial accidents and grievance rates if cause by ineffective learning and inadequate training, are most likely to be reduced when staff are well managed."

Apple (2009), states that there is need for personnel management because it is instrumental to the realisation of both personal and organizational goals; that "…a person's knowledge and skills have to improved and his attitude and behavior modified by personnel management. Staff training and development is therefore a process of enhancing staff potentials, skills and knowledge in order to improve their expertise so that both personal and organisation goals will be accomplished”. While Harbison and Myers (2004), see human resource as the ultimate basis for the wealth of nations. "Human resources, not the capital, constitute the ultimate basis for the wealth of nations" since it is an ultimate basis for the wealth of a nations, it becomes imperative that it must be train, development and utilized for the survival and growth of the nations.

Considering manpower value, Rensis Likert (2001) says "All the activities of any enterprise (organisation) are initiated and determined by the persons who makes up that institution; plan offices, computers, automated equipment and everything else that a modern firm uses, which are unproductive except for human effort and direction and of all the tasks of managing, the human components is the central and most important task” Its maintenance through personnel management is imperative for constructive engagement.

Personnel management is a means of improving the potentials of all rank and

file to meet up the challenge at hand; and entails preparing the rank and file employees for promotion to supervisory position and for improving their competence and capability while they hold such leadership assignment. According to Derek and Campman (2009), training is directed at changing people, their knowledge, experience, attitudes and other relevant of the behaviour. In this regard, personnel management is necessary.

Bryan (2009) sees training development as " a complex educational strategy

intended to change beliefs, attitudes, values and structure of individuals so that they can better adapt to new technologies, markets and challenges and the dazzling rate of change itself." Therefore personnel management is indispensable for Local Government administrative efficiency and effectiveness.

Personnel management is also seen as a means of giving the employees sufficient instructions and guidance in order to equip them on the job. This corroborates with  assertion that " ... the aim of personnel management is to give employees at all level sufficient instruction and guidance to enable them perform their jobs effectively as well as prepare them for promotion"

In recognition of the enormous manpower requirements of the country a number of short term policy measures were proposed in Nigeria National Development Plans for accelerating the supply of the much needed categories of manpower, the measures taken ranges from the extension of existing institution to establishing of at least one post-secondary institution in each state along side with the expansion in the number of universities.

Thus, of all organizational resources, the human resource stands out as the most crucial. In this regard, the objective of personnel management in the Local Government should be to equip all personnel and those on the job with essential skills and understanding required for competent performance on the job. Moreover, with the changes introduced in the administration of Local Governments by the  Dasuki Reforms, the Local Government Basic Transition Decrees of 1992 and indeed the changing trends and circumstances in modern governmental administration (with its attendance complexities, sophistication and high mass demand in developing Nigeria) it become necessary to train and retrain Local Government Staff on their appropriate jobs to enable them handle the assignment and or responsibilities properly.

 

1.6        STATEMENT OF THE PROBLEM

To achieve self-sustained, internally self-generating socio-economic development, the need to realize development priorities to emphasize the development of human capital both as the object of development and as custodian and mentor of socio-economic development, as the supplier and consumer of skills as well as the terminal products and services of all development efforts. The world bank notes that the human capital development is key, bed-rock and indeed, fundamental index upon which national aspiration and development can be achieved. Considering the globalization trends, events in one country are now capable of having effect in other parts of the world, almost simultaneously. Thus, to participate, internalize the benefit and remain relevant in the events and circumstances of the globe is to begin to become committed to the development of national manpower. This fact, informed the basis for the current reforms in the Nigeria public and private sectors, where those who cannot cope and meet up with the challenges of change are being shown the way out of service. The Akuku-Toru local government cannot be an exception. Today, training programmes are designed to respond to the needs of administration in a rapidly changing world. Unlike in the ancient classical period, contemporary public programmes rarely remain static. They are being frequently revised, and modern governments are aware that the quickest way to adjust to such rapid changes is through deliberate, orderly training of its employees. If officials in public or private organisations are well trained, they should be in a position to effectively and efficiently carry out their responsibilities in policy and programme execution. The continuous expansion of government programmes and the increasing requirement of competence and expertise in the public services have made training necessary and important in the public sector. The possession of intelligence and common sense by public officials in classical times, enabled them to carry out tasks. In Akuku-Toru local government, the problem of insufficient trained staff is even more acute; the circumstances emanating from this state of affairs are very glaring to the discerning management and community of the local government. The resultant effect include among other things: low productivity and performance discrepancies within the local government service, resulting in inability to meet programme and project deadlines; inadequate knowledge on the part of key actors within the service; and the problem of poor leadership management skills, resulting in inter-personal conflicts and low morale. These affect service and programme delivery as well as rapid development of the local government. Among top administrative staff, there is widespread prejudice and the lack of fair play in the conduct of the affairs of the local government, resulting in poor work attitudes. Organisational and planning skills are lacking, and accidents in the technical department are rampant. Inspite of the efforts made in recent years to train staff, the local government remains short of skilled manpower urgently required for the successful execution of development policies and programmes. In 1979 Nigerian constitution, local government was recognised as the third tier of government by the constitution of the Federal Republic of Nigeria. This meant that local government were expected to provide specified public services and contribute to economic and social development. In order to achieve these objectives, local government need an efficient and effective work force. Local Government personnel must have requisite knowledge and skills; and must be available in sufficient numbers to perform the varied tasks of the local government in which they serve.

In the Public administrative management of Akuku-Toru Local Government Administration, little or no attention is often paid to personnel management as an indispensable tool for Local Government Administration. In any organization, public or private personnel play an in dispensation role in the success and growth of the organization. A cursory look at the Local Government management in the state, reveals that they cannot perform impeccably because they see personnel management strategies as irrelevant. This has resulted in the total dependency of the Local Government on government subsidy. Inability to cater for the growth of the Local Government is the resultant effect of unproductivity.   An efficient and effective work force cannot come into existence unless employees are sufficiently trained. However despite the obvious benefits of personnel management, particularly in dealing with problems identified above, Akuku-Toru local government has not given adequate attention to the training and development of personnel.

 

1.7        OBJECTIVE OF THE STUDY

The objectives of the study includes:

  1. To identify the significant relationship between personnel management and local government administration.
  2. To find out the effect of personnel management strategies on Akuku-Toru Local Government Area goals and objective attainment.
  3. Examine the role of personnel administrative unit in Akuku-Toru Local Government Area.
  4. To know whether Akuku-Toru Local Government has attached importance to personnel management.
  5. To identify different personnel management tools as they contribute to the success of the Akuku-Toru Local Government Area in the state.

 

1.8        RESEARCH QUESTIONS

This research will seek to answer the following questions:

  1. Is there any significant relationship between personnel management and local government administration?
  2.  What is the effect of personnel management strategies on Akuku-Toru Local Government Area’s goals and objective attainment?
  3. What are the roles of personnel administrative unit in Akuku-Toru Local Government Area?
  4. Is there an importance attached to personnel management in Akuku-Toru Local Government?
  5. What are the different personnel management tools that contribute to the success of the Akuku-Toru Local Government Area in the state?

 

1.5    SIGNIFICANCE OF THE STUDY

The study will be of importance to the following groups of peoples.

1.      It will help for the growth and productivity of Akuku-Toru Local Government Area.

2.      Effective personnel management will help to create more job opportunities in Akuku-Toru Local Government Area.

3.      This research will also help keep abreast the role of personnel administrative unit in Akuku-Toru Local Government administration.

4.      Effective personnel management will increase the economy of Akuku-Toru Local Government Area and serve as a reference against poor administration.    

 

1.6 RESEARCH HYPOTHESIS

  1. H0 There is no significant relationship between personnel management and local government administration

H1 There is a significant relationship between personnel management and local government administration

 

  1. H0 There is no positive effect of personnel management strategies on attainment of goals and objective of Akuku-Toru Local Government Area

H1 There is a positive effect of personnel management strategies on attainment of goals and objective of Akuku-Toru Local Government Area

  1. H0:There is no importance attached to personnel management in Akuku-Toru Local Government

H1:         There is an importance attached to personnel management in Akuku-Toru Local Government

 

 

1.7    SCOPE OF THE STUDY

The study is focused on the relationship between personnel management and local government administration in the Akuku-Toru Local Government Area. The study also looks at the various administrations and especially on how manpower is being managed for developmental purpose of Akuku-Toru Local Government.

 

1.8    LIMITATIONS OF STUDY

The researcher met with some problem in undertaking this study, notably in some areas of data collecting.  The problems are as follows:

Time was a problem as the time allowed for the study was grossly little.

Choosing the right local Government for case study, it was not easy to get the right local government that could give out accurate and detailed information needed by the researcher.

Resources was another constraint as the researcher was unable to execute the work more effectively due to insufficient financial resources because of this, the researcher has to make use of the little information available.

 

1.9    DEFINITION OF TERMS

To understand this project better, major terms used are explains thus:

Personnel: This refers to employees working officially in the

administration.

Local Government: This is the lowest tier of government of grassroots level or the closest government to the people.

Personnel Management: The act of running and controlling the administration through people to fulfill the mission of the administration.

Administration: This refers to as the part of management that is concerned of planning, organizing, directing policies formulating and controlling organizational resources through peoples, making activities performed to meet the goal of the organization.

 

REFERENCES

Man Chafi Shadrack (2014) Improving personnel management in the nigerian local government system for national development. Global Journal of Political Science and Administration Vol.2, No.4, pp. 12-20, October

 

French (2004). The personnel Management Process Boston, p.257

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