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ABSTRACT
Technology has pervaded all spheres of human endeavor and organizations.
With the internet, the whole world has now become a global village.
Against this background, this study interrogates the application of MIS
in human resource development in Enugu State Civil Service. However, the
researcher adopted system theory as the theoretical framework. The
reason for adopting this theory hinges on the fact that man lives in a
world of continuing changes thus, technological tradition has not only
bred the system analytic approach to planning, but also underlined the
system dynamics for different phenomena. The
internet complexity views them as inter-linked, interacted and integrated.
The findings reveal that Enugu State Civil Service has not put in use
management information system thereby creating a lot of gap in
application in management information system in the civil Service
system. Also, the survey research design was adopted for this study
because it deals with the practical application of already standardized
theories available social sciences.
To adequately use this research work effectively, the research has made
some recommendations on the way forward for improvement in service
delivery particularly in Enugu State Civil service.
CHAPTER ONE
INTRODUCTION
2.1 Background Of The Study
The issue of theory building within human resource development (HRD) has
received less systematic attention in research literature compared to
general human resource management (HRM). Specifically, over the past
decade a rather small number of authors, such as Swanson & Holton
(1997), Torraco (1997; 2004), Hansen (1998), Chalofsky (1998),
Weinberger (1998), Sawson (1998), Hatcher (1999), Lynham (2000),
Turnbull (2002), Kuchinke (2003), and Lynham, Chermack, & Noggle
(2004), turned their attention to theory building. However, although HRD
theory building is essential for advancing the relatively young HRD
profession (Lynham, 2000; Holton, 2002; Hardre, 2003), the issue of
variation in HRD strategies has received even less attention in the
research literature (Kuchinke, 2003).
Business strategies (Horwitz, 1999), firm size and industry (Swanson & Holton,
2001), staffing strategies that have an impact on training strategies (Raghuram,
1994; Noe, 2002), culture of organization (Baldwing & Danielson, 2002) may
considered to be some variation items in HRD.
Within the resource-based view (RBV) of the firm, which advocates that an
organisation can gain competitive advantage by attracting and retaining
best human resources, universalistic and contingency HRM-performance
linkage models have been either theoretically or empirically developed.
The universalistic model suggests that a specified set of HR practices
(the so called “best practices”) will always produce superior business
results whatever the accompanying circumstances. The contingency model
argues that an organisation’s set of HRM policies and practices will be
effective if it is consistent with other organisational strategies.
However, there is no consensus amongst researchers regarding which model
is the predominant one (Wood, 1999).
With respect to the HRD-performance linkage model building literature, although
Wimbiscus (1995) supports the view that HRD lacks a unifying model that
may be used to understand HRD issues, most current HRD models are
following the
universalistic rather than the contingency perspective (Kuchinke, 2003). Training
(Holton & Naquin, 2005) and employability (Garavan, McGuire &
O’Donnell, 2004) are assumed to be the basic components for people to
acquire competencies that in turn will significantly improve
organizational performance. However, there is a small number of authors,
most notably Snell, Lepak, & Youndt (1999), who advocate that
investment in human resources may be contingent on the specific
characteristics and contribution of groups of employees to the
organization. More recently, Mabey & Gooderham (2005) and Mabey
& Ramirez (2005) in examining the impact of management development
on organizational performance in six European firms found that
contextual factors like sales turnover, size and country explained some
of the variance in perceptions of organizational performance.
In analysing the impact of HRM on organisational performance each of the
HRM performance linkage models developed complements the others by
adding constructs, variables or relationships (Alcazar, Fernandez, &
Gardey, 2005). A
serious limitation that recent reviews of the literature points out is that the link
between HRM and business performance is considered like a ‘black box’,
i.e., lack ofclarity regarding ‘what exactly leads to what’ (Gerhart,
2005; Alcazar et al., 2005). In empirically investigating these models
most studies were based on cross-sectional data and the analysis
employed was either ‘hierarchical regression models’ or ‘competing
regression models’ without proving causality. Thus, Becker and Gerhart
(1996) and Fey, Bjorkman & Pavlovskaya (2000) exhorted researchers
to use ‘structural equation modelling’ (SEM) to illuminate the ‘black
box’ (Wright, Gardner, & Moynihan, 2003) between HRM systems and
organisational performance. This is because the use of SEM is
particularly appropriate when testing direct and indirect relationships
between HRM policies and organisational performance and when testing
theoretically derived paths among various exogenous and endogenous
variables.
The same picture holds for the HRD-performance linkage models, where the
contributions in HRD literature remain in most cases descriptive or
prescriptive (Ellinger, Ellinger, Yang, & Howton, 2002). Despite the
fact that training is expanding, it still remains concern over the
contribution of training to organizational performance (Bartlett, 2001).
Empirical work in this area is lacking and according to Garavan,
Gunnigle & Morley (2000) there are no models yet that properly
evaluate the extent to which HRD improves performance. In fact there is
little empirical support indicating that HRD positively affects
organizational performance (Torraco, 1999; Bartlett, 2001). However,
applying SEM, Tracey, Hinkin, Tannenbaum, & Mathieu (2001) found
that training outcomes are related with pre-training context, and are
mediated by self-efficacy and motivation. Moreover, Mabey &
Gooderham (2005) and Mabey & Ramirez (2005) sustain that
organizational fit mediates strategic fit and perceptions of the
importance given to management development, which subsequently
determines improved organizational performance. Similarly, Lopez, Peon,
& Ordas (2005) support the view that organizational learning
mediates the relationship between HR practices and business performance.
Specifically, by using SEM they found that HR practices have a positive
impact on organizational learning, which in turn has a positive effect
on business performance.
1.2 Statement Of Problem
The role of information in decision making cannot be overemphasized. Effective
decision making demands accurate, timely and relevant information.
According to Aminu (1986), information resource is one of the major
issues and indices of
organizational planning. Where the relevant information required for
planning are not available at the appropriate time, there is bound to be
poor planning, inappropriate decision making, poor priority of needs,
defective programming or scheduling of activities. Hence, the Enugu
State Civil Service system will not be efficient and effective without
the application of Management Information System in operation.
Poor management information system has been identified as a bottleneck in the
successful management of Civil Service in Nigeria (NUC, 1987). The more
complex an organization’s structure is, the greater the need for
coordination within. However, central to the needed coordination is
information. This view is buttressed by Murdick and Ross (1971), when
they opined that: Information is absolutely essential to the survival of
an organization. As organisations grow, the pressure of scale,
complexity and an increased rate of change make adequate information
processing capacity inevitable, if effective control, consequent upon
coordination of individual activities is to be achieved. Thus, the
information needed for effective decision making in Enugu State cannot
be provided from people’s often-deficient memories. Moreover, it is
impossible to plan activities over a long period of time effectively
without effective information. Information is supposed to be created
through the discipline of enquiry and research with peer moderation to
ensure validity and societal influence. This study arises from the need
for Enugu State Civil Service to update its levels of performance,
through the efficient and effective application of management
information system to human resource management. The millennium bug,
which was due to a defect in the computer’s dating system, generated
panic waves throughout the world in 1999. Rightly, we are now in an era
where the success or failure of any enterprise is hinged on the amount
of information at its disposal and how properly this information is
manipulated, stored and transmitted.
Thus, in the present dispensation, progressive organizations in both the
public and private sectors have recognized the pivotal role information
technology plays in their operational efficiency, and also, in the
optimal deployment, management and utilization of their human resource.
So far, no study known to the author has existed on the subject matter
of this research in Enugu State Civil service. This study therefore,
interrogates the application of management information system in human
resources management in Enugu State Civil Service and it attempts to
provide answer to the following research questions:
(1) To what degree is management information system being customize to
fit in the current challenges in Enugu State civil service?
(2) Do Enugu State Civil Servants possess the necessary computer literate skills?
1.3 Objectives of The Study
The broad objective of this study is to interrogate the extent of the
effect of management information system in Enugu State Civil Service.
The specific objectives are as follows:
(a) To determine the extent to which the civil service in Enugu State has put in
place a formalized Human Resource Management Information System.
(b) To ascertain the skill and proficiency level of the operators in relation to modern information management system.
© To determine the level of sophiscation of the information system in use.
(d) To identify the various aspects of human resource functions that is
being supported by the human resource management information system in
Enugu State civil service.
1.4 Significance of The Study.
The study has both theoretical and practical significance;
theoretically, the study tries to contribute to the understanding of the
impact of Management Information System and its application towards the
attainment of a high level performance in Enugu State.
Secondly, considering the enormous challenges in the present age, this
study will create an insight about the relevance of management
information system to human resource in Enugu State Civil service and
the need to encourage civil service to put it in use in its various
ministries.
However, the study will of great importance to both the policy makers,
Enugu State Civil service and the staff in general to the extent that it
will motivate the workers and help the policy makers in organizational
planning and operation and also seek practical ways of making sure that
every staff participate in this training which will consequently be
translated into higher level performance.
Finally, the work will be of colossal help to the general public, since this is the age of information system in the globe.
1.5 Scope And Limitations Of The Study.
This study represents a bold attempt to ascertain the level of use and
sophistication of the computer-based information system in the Enugu
state Civil Service a study of ministry of education. To ensure an
in-depth study, this work only covered one establishments in Enugu State
Civil Service. These establishments or Ministries is ministry of
education. Also, the population of study did not include all the staff
in these Ministries. The respondents were drawn from the senior officers
of the ministry because of their strategic role in human resource
development.
More so, this research encountered some limitations in the course of its
execution and completion. In the first instance, the researcher would
have included the entire State Ministries in Enugu State but the time
and resources available for the completion of the study limited the
researcher to one Ministries or establishments. Thus, generalization of
this research finding outside the confine of Enugu State may not be
proper.
In addition, obtaining data and information from the respondents was not an easy
task. This is due to the bureaucratic processes in Nigeria Civil Service. There was
apathy from the respondents who saw the research effort as purely an academic
enterprise that will not change the status quo. Finally, the dearth of literature on
information systems in Nigeria was another huddle that confronted the researcher.
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