Effect Of Skill Management On Employees’ Efficiency At National Drug Law Enforcement Agency (NDLEA)

Project and Seminar Material for Industrial Relations and Personnel Management

Effect Of Skill Management On Employees’ Efficiency At National Drug Law Enforcement Agency (NDLEA)


The study attempts to examine the impact of skill management on employee’s efficiency in an organization. Consequently relevant literatures were reviewed on the subject matter. National Drug Law Enforcement agency (NDLEA) was selected as a case study. Stratified Random Sampling Technique was used to collect the primary data/ from the respondents. One hundred (100) copies of the questionnaire were administered but only 78 were recoverable and used for analysis. In analyzing the questionnaire, frequency and percentages tables were used, while the chi-square test was used in testing hypotheses.

The sample covered both the senior and junior staff and the management of National Drug Law Enforcement agency (NDLEA). The research hypotheses showed the relationships between the management of employee’s skill and labour retention. Result showed that there was a significant statistical relationship, between management of employee’s skill and job performance. There was no statistical significant relationship between management of employee’s skill and corporate goal. There was statistical relationship between management expertise and employee’s skill management.

Consequently, it was recommended that employees’ skill management should be a continuous process and strategy for improving monitoring and matching employees’ skill with organizational changes. That management should create skill management as a competitive strategy to motivate employees’ commitment towards the organization that management organizational elements, marshaled toward the realization of corporate goals and objective that the monitoring and the development of employees should involve management expertise in the area of policy formulation, implementation and planning.

Table of Contents

Chapter One


  • 1.1 Background of the study
  • 1.2 Statement of the problem
  • 1.3 Objectives of the Study
  • 1.4 Research Questions
  • 1.5 Research hypotheses
  • 1.6 Scope and Limitations of the Study
  • 1.7 Significance of the study
  • 1.8 Definition of Terms

Chapter Two

Literature Review

  • 2.1 Introduction
  • 2.2 The Elements of Skill Management
  • 2.2.1 The Resourcing Strategy
  • 2.2.2 Attraction and Retention Policies and Programmes
  • 2.2.3 Skill Audit
  • 2.2.4 Role Development
  • 2.2.5 Skill Relationship Management
  • 2.2.6 Performance Management
  • 2.2.7 Total Reward
  • 2.2.8 Learning and Development (Harris, 2002)
  • 2.2.9 Career Management
  • 2.3 Creating A Great Placeto Work
  • 2.4 Attraction Strategies
  • 2.4.1 Employer Branding
  • 2.4.2 Employer of Choice According To Sear (2003)
  • 2.4.3 Targeted Recruitment and Selection
  • 2.5 Retention Strategies
  • 2.5.1 Factors Affecting Retention
  • 2.5.2 Basis of the Strategy
  • 2.5.3 Risk Analysis
  • 2.5.4 Analysis of Reasons for Leaving
  • 2.5.5 Areas for Action
  • 2.6 Career Management
  • 2.6.1 Career Dynamics
  • 2.6.2 The Process Of Carrier Management
  • 2.6.3 Skill Audits
  • 2.6.4 Performance and Potential Assessment
  • 2.6.5 Demand and Supply Forecast
  • 2.6.6 Succession Planning
  • 2.6.7 Career Planning
  • 2.7 Skill Management for Knowledge Workers

Chapter Three

Research Methodology

  • 3.1 Introduction
  • 3.2 Research Design
  • 3.3 Population of the Study
  • 3.4 Sample Size and Sampling Techniques
  • 3.5 Research Instruments
  • 3.6 Methods of Data Collection
  • 3.7 Method of Data Analysis

Chapter Four

Presentation and Analysis of Data

  • 4.1 Introduction
  • 4.2 Personal Information of Respondents
  • 4.3 Analysis Base on the Skill Management and Employees,
  • Efficiency
  • 4.4 Test of research Hypotheses

Chapter Five

Summary, Conclusion and Recommendations

  • 5.1 Introduction
  • 5.2 Summary of Findings
  • 5.3 Conclusion
  • 5.4 Recommendations
  • References
  • Appendix

Chapter One


1.1. Background to the Study

Skills management is the practice of understanding developing and deploying people and their skills Cascio (1992). A well implemented skills management should identify the skills that job roles require, the skills of individual employees and, any gap between the two contents. The skills involved can be described by the organization concerned or institution. They are usually defined in terms of a skills framework, a competency framework or skills matrix. This consists of a list of skills and a grading system with a definition of what it means to be at particular given skill. To be most useful, skills management needs to be conducted a san ongoing process, with individuals assessing and updating their record skill sets regularly Smilansky (2005). These updates should occur at least as frequently as employee regular lines manager reviews and certainly when their skill sets have charged. Skills management systems record the result of this process in analysis of the data.

In order to perform the functions of management and to assume multiple roles, managers must be skilled. Katz (1997) identified three managerial skills essential to successful management; technical human and conceptual. Technical skill involves process or technique knowledge and proficiency. Managers use the processes, techniques and tools of a specific area. Human skill involves the ability to interact effectively with people managers interact and cooperate with employees. Conceptual skill involves the function of idea. Managers understand abstract relationships develop ideas and solve problems creatively. Thus, technical skill deals with things, human skill concern people, and conceptual skill has to do with ideas.

Kartz further states that organization determined the relative importance of possessing technical, human and conceptual skills. Top level managers need conceptual skills in order to view the organization as a whole. Conceptual skills are used in planning and dealing with ideas and abstractions supervisors need technical skills to manage their area of specialty. All levels of management need human skills in order to interact and communicate with other people successfully.

As the pace of change accelerates and diverse technologies coverage new global industries are being created (for example; telecommunication). Technological change alters the fundamental structure of firms and cells for new organizational approaches and management of skills. According to Technological change alters the fundamental structure of firms and cells for new organizational approaches and management of skills. According to Purcell et al (2003) skills management provides a structured approach to developing individual and collective skills and gives a common vocabulary for discussing skills as well as the general benefits derived by employees. Three groups of employees receive specific benefit from skills management.

As a result of skills management, employee should be aware of the skills their job requires and -any skills gaps that they have. Depending on their employer; it may also result in a personal development plan (PDP) of training to bridge some or all of those skills gaps over a given period.

Skills management enables managers to know the skills strengths and weakness of employees reporting to them. It can also enable them to search for employees with particular skills sets ( e.g. to fill a role on a particular project). A rolled up view of skills and skills gaps across an organization can enable its executives to see areas of skill strength and weakness. This enables them to plan for the future against the current and future abilities o staff as well as to priorities areas for skills development.

1.2 Statement of the Problems

The drive for corporate goal attainment is central to every management. A major determinant in this drive is the level of efficiency and effectiveness of the organizations human capital. As often realized, then significance and usefulness of the structures, positions and tasks created in the organization can only be actualized with the activities and effort of. the human capital. The ability of organization to achieve its goals depends majorly on the skills and competencies of the human resources.

Therefore, for purpose of organizational goal attainment, survival and relevance, every organization must show concern for the quality of the workforce as it relates to skills. It is the duty of management to develop necessary apparatus that will monitor, coordinate, organize and develop the skills of the personal for the good of the organization. Management should endeavour to develop definite and coincides programmes that will increase the skills of their personnel. The failure of many organizations today can be traced to poor skill enhancement and monitoring.

Skill management rests upon a foundation of basic knowledge and considerable practice and feedback of results on employees’ skills (Fajana 2000) opines that the entire world is caught upon a process of growth and modernization. This process, to many means involvement in a process of industrialization, skill building and capacity building which leads to optimal utilization of human resources. Therefore, the study seeks to examine the monitoring and deploying people and their skills on their qualitative contributions to the organization.

1.3 Objectives of the Study

In recent years, the role of the human element in the organization has increased significantly, as human resource in new being valued and recognized as a crucial asset to the organization. Most organizations are now adopting the learning strategy where focus is on employee’s skills. It is against this background that efforts will be made in the study to identify the importance of managing employee’s skills on the employee’s tasks performance quality as well as his contribution to the organization.

However, the specific objectives of the study are:

  1. To examine the importance of employee’s skill monitoring coordination on employees job tasks performance.
  2. To identify the impact of skill coordination and monitoring on employee’s retention.
  3. To examine the effect of skill monitoring and coordination on cooperate goal attainment.
  4. To examine the influence of management knowledge and skill on the success of skills management.
  5. To examine the effect of skill monitoring and coordination on corporate goal attainment.

1.4 Research Questions

The following research questions have been formulated to guide the conduct of the research study.

  1. Will effective monitoring and coordination of employee’s skills affect their job tasks performance?
  2. Does employee’s skill monitoring and coordination determine the employee’s retention?
  3. Is skill need determination determined by skill monitoring and coordination?
  4. Does the management expertise and skill competency have any influence on the success management?
  5. Will effective skill monitoring and coordination ensure corporate goal attainment?

1.5 Research Hypotheses

There are tentative statements or answers given to this research study which would be tested empirically

  1. Ho; There is no significant relationship between monitoring and coordinating employee’s skills and job tasks performance.
    Hl; There is significant relationship between monitoring and coordinating employee’s skills and job tasks performance.
  2. Ho; There is no significant relationship between the achievement of organization goals and skill monitoring and coordination in the organization.
    H1; There is significant relationship between the achievement of organization goals and skill monitoring and coordination in the organization.

1.6 Scope and Limitation of the Study

Due to the fact that the issue of skill management is crucial to organizational productivity survival and relevance, the research will be relevant to all organizations and industries in the nation. However, the study will limits its study to NATIONAL DRUG LAW ENFORCEMENT AGENCY (NDLEA). This is due to constraints such as crime fighting data gathering.

1.7 Significance of the Study

The research was taken up, to exhibit the effect of skill management on the efficiency of the workers on his job and his contributions to the overall well being of the organization. Consequently, it is clear that the contribution and importance of this study cannot be over emphasized as it trends to evaluate the place of human resources in terms the skill that people utilize in production process.

The study will make the render appreciate the role of skill monitoring and coordination in the organization. Again the management and employers will be exposited to the need for effective skill management in the organization which starts at the point of entry of the worker into the organization.

1.8 Definition of Terms

Certain words and concepts were used in the course of the study which may have particular meaning. The descriptions of these words and concepts are giving below.

Job Roles:

This can be described as the contents or tasks that an individual performance in a job position.

Third Party Institution:

This means another individual or group not within an organization or a group.

Skill Matrix:

This is described as a kind of already existing skills ranking and description that might be used to determine skill level and assign roles to individuals.

Conceptual Skill:

This is deserved as the management ideas or theoretical skill used in viewing the organizational and solution problems.

Technical Skill:

This can be the process or techniques that managers needs to manage the organization.

Human Relation Skill:

This is defined as the skill which managers need to communicate and interact effectively in the organization.

Personal Development Plan:

This is a concept which means the individualistic approach of employees to training. That is, employees take of it upon themselves to personal upgrade their skill without relying on the organization.

Chapter Five

Summary, Conclusion and Recommendations

5.1 Introduction

This chapter contains the summary of, the through findings observed by the researcher during the conduct of the study.

Moreover, conclusion was drawn on the findings gotten by the researcher. At the end, recommendation and suggestion were given by the researcher for the focus of further research study.

The researcher study has made an attempt to examine the impact of skill management on Employees’ Efficiency. Therefore factors, which are related with the independent factor and tested statistically- to ensure proven results.

The review of relevant literature relating to afforded the research to gain in-depth understanding of the importance, techniques and implementation of employees’ skill management in the pursuit of employees’ efficiency. The literature review also revealed that organization success, survival and productivity rely on the conduct of proper skill monitoring and development to ensure that employee’ contribution and perfo5mance to the organization is achieved.

5.2 Summary of Finding

The research carried out analysis on only 100 copies of the questionnaires that were successfully retrieved out of a total of 120 copies administered. Data were presented using frequency and percentage table, while the chi-square validated the research hypotheses.

Thus, findings were inferred from the results.

  1. It was discovered that there was statistical significant relationship between management of employees’ skill and job performance. Thus, this implies that the efforts of management in ensuring proper monitoring and development of workers skills can guarantee efficiency of worker skills. This supports the work of Pfeffer (2001) which states that the building and monitoring of Employees’ technical know-how serve as a vehicle for the proper coordination of job task and effective implementation of achievement plans.
  2. It was discovered that there was statistical significant relationship between management of employees’ skill labour retention. This, implies that organization can use skill management as an organizational strategy that can be used to attract and retain good human capital therefore, management has to be experience in the act and decision about employees skill management so that proper monitoring and the development can be achieved and employees can stay with the organization. this support the work of Armstrong 2006 which state that human capital requirement leads to attraction and retention policy and programme for internal resourcing of skill and competences and achieved through proper skill development and monitoring. .
  3. It was discovered that there was no statistical significant relationship between management of employee’s skill and corporate goal thus, this implies that although skill management constitute an important part of the organization achievement of goal, yet it does not have much impact on the achievement of the organizational goal. Therefore, employee’s skill management cannot lead to effective achievement of the goal and objective of the organization. This however negate the work of smilansky,2005 which state that skill management is often aim at improving the caliber, availability and flexible utilization of exceptionally capable employees who can has a disproportionate impact on business performance.
  4. It was discovered that there was statistical significant relationship between management expertise and employees skill management. This implies that management has the larger role to play in the design structure and implementation of employees skill management therefore the way and manner in which management perform skill management will determine the success of the activity. Consequently management training in the area of skill management will be a good action. This support the work of Nolan 2001 which state that management provide a means of building relationship with people identify skills and potential planning learning and development activities and making the most used of the skill posses by the organization

5.3 Conclusion

The study was made to examine the impact of skill management on employee’s efficiency. It is been realized that the issue of skill management is pivot to the performance and achievement of efficient productivity in the organization. This is identified in the influence of a well planned and implemented skill monitoring and development programmes in the organization. That is, the performance of workers response properly to the way and manner in which the development of their skill and competences are manage. Moreover it is been realized that skill management can serve as a motivating factor that influences the decision of labour turnover. That is, the organization can us skill monitoring and development to ensure better usage and lasting relations with its employees. More than this management or managerial team needs some good experience and training in the area of employee’s skill., management in other to achieve efficient skill monitoring and development which would benefit both the organization and the employees. However owing to the fact that skill management does not in its self guarantee the achievement of corporate goal but need the attention and support of other element that make an organization a better performer that is, issues. Such as management flexibility, proper work schedule, management style, employment relation e.t.c also affects the achievement of corporate goals.

5.3 Recommendations

In view of the observations and findings achieved from the research study, the research wishes to proffer the following recommendations

  1. That management should make process and an organizational strategy through which employees’ skills are continually monitored and improved to match with the changes in the organization as well that of the environment. This means that employees’ skill management should not just be limited to a particular time frame and job task but should incorporate multi skill abilities in which the employees’ can fit into different job roles.
  2. That management should create and establish skill management as a competitive strategy instituted to arose the interest and commitment of employees’ towards the organization. This consequently gives the employees’ consistence trust in the management of the organization.
    Moreover, employees’ are better of when management of skills are performed within the realization of both individual and corporate or organizational objective. Employees’ maintain constant relationship with management and thus believe in the organization and its management.
  3. That management action in the area of skill management and employee welfare should be combined with other organizational element such as management flexibility, management effective and efficient decision, adequate condition of services favourable policies and procedures e.t.c, marshaled toward realization of corporate goals and objectives. Therefore it should be realized that employees’ skill management may not guarantee a “one way” and “trouble free” avenue for realizing organizational goal.
    However, it is detrimental to organizational goal attainment when it is not properly implemented.
  4. That management should realize that the monitoring and the development of employees, whether through internal or external sources need some expertise from the management.
  5. This is because a poorly designed and implemented skill management programme has overriding effect on both management decision and employees’ performance. Therefore management experience and training in the area of employees’ skill management go a long way to determine what the Implicit and Explicit result would be.

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