Performance management of civil service in 1999 – 2011

Project Abstract

<p> </p><p>This study is an investigation of performance management in Enugu civil service 1999 – 2011. At a close watch of the performance position of the service, one cannot help posing a number of questions on its main problem areas of employee training and development, appraisal and performance. The questions are (1) what are the problems of performance management of civil service in Enugu State? (2) Did performance appraisal impede performance management of civil service in Enugu State (3) what measures were employed to engender performance management in Enugu State civil service. Based on the above research questions, the study tested the hypotheses that</p><p>(1) performance management was significantly enhanced through training and retraining of staff, promotions, high salaries and granting of housing and car loans. (2) Staff appraisals contributed positively towards performance management in Enugu State civil service. (3) There existed measures that were be employed to engender performance management in Enugu state civil service. The population of the study was established and put at about 10,100. From this, a sample size of five percent (505 persons) was drawn. The procedure was <em>abinitio</em>&nbsp;stratified. Both primary and secondary sources of data collection were employed. The techniques used for data collection under the primary source were scheduled and unscheduled personal interviews. Books, periodicals (including academic journals) government publications, documents from organizations, and unpublished but relevant works were also utilized. Efforts were made to establish reliability of the data-gathering instruments using Cronbach Alpha procedure. A number of findings were made. Notable among them were (1) Training and retraining, promotions, high salaries and granting of housing and car loans of staff was not adequate hence low performance. (2) Performance appraisal measure apparatus were faulty hence could not measure key performance indicators of individual and team workers. (3) Measures put in place by Enugu State successive governments (1999 – 2011) could not enhance performance management of workers. This study recommended that workers of Enugu State civil service be exposed to training, retraining especially the Internet Communication Technology (ICT), high salaries, incentives in form of housing and car loans. There should be proper evaluation technique for workers input against the key performance indicators. This would enable them ascertain those fulfilling the organizational goals and those that needed re-training and those that cannot fit into the organization.</p> <br><p></p>

Project Overview

<p> <strong>INTRODUCTION</strong><br><strong>1.1 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;</strong><strong>Background to the Study</strong><br>With the coming of globalization era, government organizations<br>around the world will face the challenges in the new century of complex governance from both internal and external environments. The spillover effect of functions, the linking effect of issues and the involving of pluralistic actors have appeared in a number of new public issues and public affairs. The effects not only increase the complexity of public governance but also cause public organizations, within the pluralistic governance ability to ensure the delivery of quality services. In this regard, the civil service is an institution saddled with the responsibility of designing, formulating and implementing public policy, and discharging government functions and development programmes in an effective and efficient way. In many African countries especially Nigeria, development efforts and government policies are threatened by the incompetency and ineffectiveness of the civil service. As a result of this, successive governments in Nigeria (from post-independence era to the contemporary times), have embarked on articulated patterns of reforms aimed at improving the efficiency and effectiveness in the civil service (Salisu, 2001:1). <br></p>