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APPLICATION OF MANAGEMENT INFORMATION SYSTEM
TO HUMAN RESOURCE MANAGEMENT IN ENUGU STATE
CIVIL SERVICE.
A RESEARCH PROJECT PRESENTED TO THE DEPARTMENT
OF POLITICAL SCIENCE, FACULTY OF THE SOCIAL
SCIENCES UNIVERSITY OF NIGERIA, NSUKKA IN PARTIAL
FULFILMENT OF THE REQUIRMENTS FOR THE AWARD OF
MASTER OF SCIENCE (M.SC) IN POLITICAL SCIENCE
BY
ILO, KINGSLEY OBUMUNAEME.
PG/M.SC/08/49943
SUPERVISOR: PROFESSOR E.O EZEANI
MARCH, 2010
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CERTIFICATION
Ilo, Kingsley. O, a Postgraduate Student in the Department of Political
Science University of Nigeria, Nsukka with Registration No.
PG/M.sc/08/4993 has satisfactorily completed the requirement for course
and research work for the award of Masters (M.Sc) in Political Science
with emphasis in Public Administration.
By
……………………… …………………………
Professor E.O. Ezeani Professor OBASI IGWE
Supervisor Head of Department
…………………….
Prof E.O. Ezeani
Dean, Faculty of the Social Sciences
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DEDICATION
This work is dedicated to God Almighty, my beloved wife Mrs Olive, Ilo
and Daughter Chisimdi
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ACKNOWLEDGEMENT
Firstly, I want to give all Glory to God Almighty for keeping me alive till
this moment without whom tis wok would not have been possible.
The researcher is very grateful to Prof E.O. Ezeani for his constructive
criticisms, guidance and encouragement in all stages of this work. I am
also grateful to all the lecturers in the Department, for their efforts in
making my programme in the university a reality.
I also want to thank Chief Sir and Lady V.C Offolebe the managing
director BENCOVE Construction Company limited Aba who sponsored
this program morally and financially, even in thick and though time you
are there for me.
I am indebted to my wife, Mrs Olive Ilo for her understanding,
encouragement, moral and spiritual support, without which this
programme would not have been successful.
Finally, I am thankful to God Almighty, for giving me the
knowledge, wisdom, grace and support in completing this programme.
Ilo, K.O
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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 management 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 crating 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.
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TABLE OF CONTENTS PAGE
Title page-----------------------------------------------------------I
Approval page------------------------------------------------------II
Certification-------------------------------------------------------III
Dedication---------------------------------------------------------IV
Acknowledgment------------------------------------------------V
Abstract-----------------------------------------------------------VI
Table of contents------------------------------------------------IX
CHAPTER ONE: INTRODUCTION--------------------------
1.1 Background of the study-------------------------------
1.2 Objectives of the study--------------------------------
1.3 Significance of the study-----------------------------
1.4 Scope and Limitations of the study------------------
CHAPTER TWO: LITERATURE REVIEW AND RESEARCH
METHODOLOGY--------------------------
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2.1 Literature Review-----------------------------------
2.2 Hypothesis-------------------------------------------
2.3 Theoretical Framework--------------------------------
2.4 Methodology-------------------------------------------
2.5 Method of Data collection………………………
2.6 Validity and Reliability of Instrument………….
2.7 Population of the Study……………………….
2.8 Method of Data Analysis
CHAPTER THREE: BACKGROUD INFORMATION ON THE CASE
STUDY AND SUBJECT MTTER-----
3.1 Background Information----------------------------
3.2 The Role and function of the civil Service----
3.3 Purpose of Management Information System---
CHAPTR FOUR: DATA PRESENTATION AND ANALYSIS
4.0 Introduction---------------------------
4.1 Data Presentations and Test of Hypotheses
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4.2 The types of equipment used for data processing in the civil service
4.3 Findings………………………………………..
CHAPTER FIVE: Summary, conclusion and recommendation ---------
-------
5.1 summary---------------------------------------------
5.2 Conclusion-------------------------------------------
5.3 Recommendation……………………………..
Bibliography-----------------------------------------
CHAPTER ONE
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INTRODUCTION
This study arises from the new environment existing in our organization. The private
and public sectors of our economy must be efficient in order to grow and survive.
The efficiency of our economy depends on the strength of the nation’s workforce
resources. Good a thing, the days of management and working by trial and error
which was the practice some years ago has disappeared. Currently, an increasing
attention is being focused on the role of employee’s development and training in
social, political and economic development of the nation.
With the drive towards technological advancement in Nigeria, Management
Information System is inevitable. For instance, the conversation to the use of
electronics, telecommunications and computers have virtually made every industry to
change their operations and methods which necessitate employees training and
development towards the use of modern information management systems to enable
them cope with the environmental changes.
Management Information System though accepted as a vital part of any
administrative function is still carried out in ad hoc. According to Hicks and Gullet
(1981: 562) Management Information Systems, especially the parts of them that are
computerized, are increasingly being studied and designed. They seek to provide
management with timely, appropriate and understandable information necessary to
control the circumstance surrounding an issue and knowledge of the alternatives
available. The more pertinent and timely the information, the better the resulting
decision. An organization has no natural memory other than the memory of the
individuals within it and since individuals come and go, administrators must develop
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extensive networks of reporting management information systems, to retain essential
information over long period of time. Few firms have been successful in developing
totally adequate information systems for decision-making uses. A number of reasons
have been advanced for this lack of success, including inadequate efforts by top
management, failure to make appropriate use of computer capabilities, and incorrect
approaches to system designs which have emphasized efficient processing more than
the importance of the Information. Fortunately, recent trends indicate that better
information systems are being developed in many types of organizations for example,
a law Enforcement agency uses a complex computerized system for gathering and
communicating relevant information from ninety remote stations for use in decisions
making. Also, sophisticated information systems have been developed by utility
companies that generate electrical power at a verity of Locations. These systems
provide “running” computations’ of cost at each producing pant, so that each unit of
demand may be supplied, within certain Limits, from the least expensive source. The
computations include such Factors as production and transportation costs. Sometimes
an organization’s information system is seen as only the computerized portion of the
total information flow. However, there are two Major parts that make up an
organization’s information system: The formal Portion (of which computerized data
can be a part) and the informal portion. Formal information flows through approved
organization channels and is Subject to design and control by management. It
includes performance Reports to higher management, requests for help from one
department to another, and External communications, such as government reports on
the state of the Economy. Also included are announcements by competitors of new
product. Portions of this formalized information flow may be receive much of their
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information concerning competitors by reading newspapers and magazines and by
talking to field sales managers on the telephone. On the other hand, information
concerning finished goods inventory levels and shipping schedules may be
computerized for greater efficiency in serving customers and at the same time
keeping costs at a minimum. However, despite these arrays of facts concerning the
benefits of Information and information technology, there has been a phenomenal
Information technology, Information and extension in Nigeria economy and the
public service. The reason for this information explosion could be traced to growth in
the Size and diversity of modern organizations. The Nigeria public service Employ a
large work force, maintain diverse department range and as a Result adopt a
divisional structure. This definitely means that these departments need more
information to coordinate their various activities and Functions. Another factor
responsible for the information explosion in Nigeria is the instability and uncertainty
in Nigeria policy environment. the 1980’s and 1990’s have a large doze of
environmental variability upon the Nigeria business and public service. The economy
has been under poorly coordinated and implemented adjustments. The legal and
political factors, socio-cultural factor, have also experienced a state of flux.
Explaining this scenario, Okonkwo (1996:64)” wrote that most policies fail in
Nigeria because of lack of continuity in Government which is as a result of
instability”. It is a well known fact that political instability is very high. In most
cases, these changes in the political sector, come and go at short intervals.
These changes in the above mentioned factors subsequently, and inevitably, leads
to the gathering and collecting of new set of data so that the organization can review
plans and introduce an adaptive action that corresponds with the new reality.
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Certainly, this has placed the Nigerian manager at the vortex of information, thus
complicating his responsibilities. He has to update his skill in planning and strategic
management in order to handle the multitude of internal and external pressure from
the environment. Specifically, he needs an effective mechanism that can manipulate
the ever-present problem of data processing and information support for management
decision making. Empirically, it has been proved by Wiener Norbert (1967: 8-9) that
every human organization depends on information for its continual existence.
Therefore, every organization, no matter the size, has to secure data for its operation.
Sometimes, the data are generated internally within the organization, at other times;
they are secured from element outside the organization. These data are needed for
documentation purposes, and also for further decisions. Some scholars like (Davise
1974:24, Kennevan 1970, Iloka 1999) have often stressed the order and the
characteristic of a good information system. For instance, Iloka (1999) has indicated
that the system should be scientific and organized to provide past, present and
projections of relevant and timely information relating to internal and external
intelligence on the desk of the managers to aid decision making. It must support the
planning, control and operational function of the organization by furnishing uniform
information in the proper time frame to assist the decision maker.
In the true sense, the information system in an organization consists of all
activities involving the creation, storage and manipulation of information. It also
includes the related methods, management and application of information in the
organization. Basically, it consist of such devices as files and filling cabinets,
calculators, adding machine, words processors, computer, notice boards telephones,
System analyst, programmers and data processing clerks. In addition, it includes the
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organization’s structural framework such as reporting system and communication
network and patterns. From the foregoing, it is obvious that not all information
systems are computer based, and they need not be. This argument is aptly captured
by Dorton and Giacolletto (1992:50) who wrote that “just as information is mistaken
as computerized information, so information technology is often thought as primary
computers”. While the computer may not be a compulsory element of the information
system, the scope of operation of some large organizations makes the computer
inevitable in order to support their data processing and information support needs.
The computer is the greatest force that has accelerated the rate of development of
information technology and information systems.
In sum, the globalization process coupled with organizational complexity and
environmental variability has created information explosion in Nigeria. The
phenomenon has become endemic in Nigeria because of the peculiar dynamics of
underdevelopment prevalent in Africa. In an attempt to address this, much attention
has been on how to solve or eliminate the information problem of civil service.
Organizational researchers have not put in sufficient effort to investigate and isolate
how the manager in the public service can handle the myriad pressure from his
operational milieu. This study therefore, interrogates the level of development of
information system in the Nigeria public service with special emphasis on human
resource management in Enugu State Civil Service .
Chukwuemeka (1988:111) posited that effective public management is a key
determinant of economic prosperity of any country. This is due to the pivotal role of
the public service as engine of modernization and national development. Yet
Chukwuemeka (1998:29) went ahead to note that “the Nigerian public service is
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bedeviled by apparent lethargy, procrastination and inefficiency”. Still commenting
on the public service another scholar Eze (1998:168) from the human resource
perspective is worried that “the major bulk of retrogressive human resource
management practices in Nigeria occur mainly in the civil service. If both scholars
(Chukwuemeka and Eze) have indicted the Nigeria public service for failing to live
up to expectations, aptly one can ask. What is responsible for this negative
performance by the public service in Nigeria?. The Udoji report of 1974 had earlier
taken note of this problem and isolated a problem cause. The report said that the
major constrain to Nigeria’s development is the lack of skilled and experienced men
and women to carry out the task. Corroborating the finding of the Udoji report the
third National Development plan, ( 1975- 1980) explained further by saying that the
successful implementation of a development plan depends on not just on available of
financial and other capital inputs, but more importantly on the adequacy of trained
manpower in various occupation. Both the Udoji report and the third National
Development plan seem to have implicated the human resources component for the
operational failures and administrative ineptitude of the public service. To remedy or
reverse this lapse the nation requires a cadre of dedicated civil servants who have
current information and information management techniques as it relates to the
management of human resource in the contemporary world. However, providing a
scenario overview of the public service in Nigeria. Most civil servants in the public
establishment who are supposed to set appropriate goals for their subordinate lack
current knowledge. Ejiofor (1980:1) “noted that one of the major problems in the
public service is the intractable problems of planning without facts”. That civil
servants lacked current knowledge and is quite disturbing because according to
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former prime Minister of Britain Toney Blair “the knowledge-driver economy is the
economy of future”.
In addition, some macro-organizational Scholars like ( Otti 1991 and Fubara 1985)
have also pointed out the growing diversity of the Nigeria organizations; the growing
culture of government policy discontinuity and the emergent turbulence in the
general environment. To address this development, an effective system in an
organization to acquire and manage information is necessary. This is because
knowing how to put information to use has become critical to success and survival.
Hopefully, the invention of the microchips and computerization has made
information management more efficient and organized in this era of phenomenal
information explosion. In fact, the technology is available to any organization and
institutions that desires to upgrade its information database and information
management systems.
Nevertheless, it is imperative to point out that computerization is not just a
matter of technological innovations and developments. It should be seen as a process,
which involves individuals, organization and society. Basically we have three classes
of computer based systems. There is the Electronic Data Processing (EDP), the
Decision Support Systems (DSS) which aid the decision making of management; and
the information system which is the Human Resources Management Information
System (HRMIS) which provides timely and accurate information on desk of the
human resources manager. Finally, the civil service is the biggest employer of labour
in Nigeria. In addition, the units that make up the public service are large with
complex departmental structures and large deployment of human resources over time
and space. Thus, these coupled with the fluid and uncertain operational terrain has
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subsequently made the information environment of human resources manager in the
civil service amorphous. This called for the entrenchment or consolidation of a good
and challenging tasks associated with human resources management in the present
dispensation.
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 activitiesis
to be achieved. Thus, the information needed for effective decisionmaking 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
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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 THE STUDY
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The broad objective of this study is to interrogate the extent of application 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.
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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. To ensure an in-depth study, this work only covered six establishments
in Enugu State Civil Service. These establishments or Ministries are the office of
the Head of Service, Ministry of Finance, Ministry of Information and Culture,
Board of Internal Revenue, State Hospital Management Board and Civil Service
Commission. Also, the population of study did not include all the staff in these
Ministries. The respondents were drawn from the senior officers of these
ministries because of their strategic role in human resource management.
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 six Ministries
or establishments. Thus, generalization of this research finding outside the
confine of Enugu State may not be proper.
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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.
CHAPTER TWO
2.1 LITRATURE REVIEW
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In this chapter, effort was made to review some of the relevant literature on:
(a) Application Of Management information system in Organizations
(b) Application of management Information System in Human
Resource management.
Most of the studies in Management information system related study have
been carried out in Europe and America. The numerous literatures in this
area buttress this point. So far, no study known to the author has existed on
the subject matter of this research in Enugu State Civil service. However, it
has been observed that very little information system related studies have
been carried out in Nigeria and the public service in particular. Most studies
have only focused on the study of communication in Nigeria organizations.
This study has not only filled this gap in the study of information systems,
but also paid special attention to the Human resource management in the
Enugu State Civil Service. Whitten (2001:16) describes an information
system as an arrangement of people, data, processes, and interfaces that
interact to support and improve day-to-day operations in business as well as
support the problem-solving and decision-making needs of management and
user. The too developed therefore qualifies to be an information system
since it will be used to support problem-solving and decision-making needs
of management in employee-job allocation.
Losey (1994:3) defines Human Resource management “as Business, Science
and art of helping people, and group skills when working together for a shared
purpose” According to Armstrong (1990:1) Human resource management is
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essentially a business oriented philosophy concerning the management of people by
line managers in order to achieve competitive advantage from the above definitions it
has clearly show that Human Resource management today involves much more than
fulfilling job requisitions. It goes further to include attracting, recruiting, retaining,
developing motivating and optimizing the best talent in order to provide a major
strategic advantage to businesses.
The human resource management system in place to day therefore center on
recruitment management, performance management, payroll, Human resource and
benefits Administration and time and attendance.
According to a survey found in Society of Human Resource management in
2004 it was found that nearly five out of every light hours of an human resource
professional’s time is spent doing administration work, and on average only 15 hours
are spent on high value work such as work force planning, strategic compensation
and benefits analysis. In recent years, project to implement automated personnel
management systems have been a prominent features. Improved human resource
management is central to current development thinking. Baruch and peipel (2000:2)
in an environment of change, observe that the focus on human resource practices can
have a major positive impact on business results. This can happen in a way of
improved record keeping, faster retrieval of information and hence making timely
informed decisions. Organizations need to assess changing skill requirements for
different types of jobs and at different levels of the hierarchy, revise training
programs and design new procedures for development base on changing needs.
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The society for human resource management emphasized that management
information system if developed will go along way in optimizing staff talents and
skills and facilitate decision making.
On the other hand, Bennet (2003:3) stated that firms are putting the success of
IT projects at risk by using cost rather than employee skills as the main criteria for
determine how projects are staffed. In a survey of UK IT directors carried out by the
fluid Business Team of Brunel University less than a quarter of firms make team
skills the deciding factor for staffing IT projects. Most firms assign employees on the
basis of how they are paid and whether they happen to be available, and not whether
they the skills that the projects requires most. But while cost and available of staff
tended to be the overriding factors, many IT directors said they were aware of the
importance of having the right people for the job.
Lycett (2003:11) in a survey on how businesses can adapt quickly to change,
said the evidence showed the firms understand the importance of people to projects.
He goes on to state that “Deciding who will work on which project is usually a case
of who is free at the time. But those who are free may not necessarily be the best
people for the job” Bowen (2004:4) recognizes that having technical staff is not
enough. Organizations need to have many skilled staff and making use of these skills
in order to have a competitive edge. Dyaru hanga (2005:5) states that internationally,
outsourcing has come to be considered as one of the strategies suggested of
improving on the Team skills to maintain a competitive advantage, but hastens to ass
that there has to be a competitive cost-benefit analysis to ensure that the advantages
are apparent to every one affected. This is particularly true where redundancies may
arise; with possible adverse “Lay off-survivor syndrome consequences. In the
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Economist Intelligence Unit Report (EIUR) on ICT (7), it was shown that finding
technical skills is not the problem, it is the difficulty in finding the managers who can
turn skills to business advantage that are lacking. However, this report and the survey
carried out by the fluid Business Team relate to IT, the findings are in agreement
with Bowen and the researcher’s view that it is important to identify human a
resource skills and use them to the business advantage.
The (EIUR) continue by stating that the process of managing people is not
easy, whether they are few or many. Management of firms of accountants and
consultants needs to be certain that the right team of specialists is in the right place at
the right time; over and over again information internal to the organization is
important for enabling the organization to attack the opportunities in the
environment. If it is not available, managers take uniformed decisions which are
likely to lead to poor achievement of goals. Ready access to accurate and timely
information for decision making environment, successful organizations know that the
use of information Technology is a critical factor in maintain their competitive edge
and enhancing the growth, profitability and efficiency of operations.
Lesley (2005:9), gives one example of Human Resource software as the
Retain. He goes on to state that the Retain is a dedicated resource paling system
which can be used to manage the human resource much more efficiently and
effectively, saves time and increases the quantity and quality of information available
to civil servants and managers. Conway (1968:361) observed that “Electronic data
processing still conjure up picture of the completely automatic office with push
button production”. To these groups of people, he continued, electronic data
processing is the panacea for all clerical ills. Yet, Conway (1968:361) concluded “in
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the final analysis computer applications and electronic data systems are dependent
upon human ingenuity to put the equipment to effective use. This thesis by Conway
has demonstrated the pivotal role of human beings or the human resource in the
society. In fact the computer millennium bug that shook the foundation of the
business world at the down of the year 2000 depended on human intervention for its
resolution.
Contributing from this perspective steers and porter (1976:265) pointed out
that “despite the profound advances in technology of production, it is still necessary
for an organization to ensure that it has employees’ who are capable of using and
achieving organizational objective”
Buttressing this point further, Solomon Oloidunni, the National president
Institute of Personnel Management Nigeria (1999:29) linked national development to
the quality of the human resource available to the nation. In fact, the report of the U.S
president Commission (1985:92) stated in concrete terms that the human resources
constitute the wealth of a nation and that technology and capital yield little unless
people make them work. Thus, it logically means that the human resources of an
organization must be systematically managed in order to optimize the use of other
resources of the organization.
Therefore, Human Resource Management (HRM) is the organizational
function which provides for the effective utilization of human resources to achieve
both the objective of the organization and the development and satisfaction of the
employee. It also includes those activities designed to provide for and coordinate the
human resources of an organization. This explains why management experts insist,
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and posit, that of all the tasks of the management, the Human Resources components
is the central and most important task because all depends on how it is managed.
Humble (1988:30) bemoaned the waning power and influence of the Human
Resource Manager in organization, and concluded that it is not supposed to be so. He
argued that the Human Resource Manager is as trained, committed and productive as
other managers in organization.
Famularo (1972:4) buttresses this scenario further when he said that “The
personnel function occupies a paradoxical position in the business enterprises, unlike
other business function everyone in the enterprise is a personnel man, and every
manager takes action everyday which affects the people he manages”.
However, despite Fumularo’s exposition on the paradoxical role of the Human
Resource Manager, Geoff Armstrong, contended that staff Development is the
primary weapon available to organizations that wants to succeed this millennium.
Linda Holbeche, a Senior Research at Roffy Park Management Institute, agree with
Armstrong,s proposition and added that the staff development must start with the
Human Resource manager if he wants to be relevant in the new millennium. This
suggests that manager must regular update his skill and knowledge so as to cope with
changing or changed reality.
Emphasizing the importance of information to the Human Resource manager,
Longenecker (1973:142) posit that the quality of decision-making can be greatly
improve by accurate and adequate information. He specifically said “in today’s world
of giant conglomerate and far flung oversee operations; a manager without adequate
information is completely lost”. Contributing Starcevich (1975:331) noted that the
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bulk of information generated and needed for decision-making could be
overwhelming. There is the risk that the manager will be buried in unnecessary
information or ignore the important of information. The Human Resource Manager in
this circumstance has to rely on modern information management tools.
Comment on the information statues of the Nigeria Public Service, Ejiofor
(1970:1) noted that one of the main obstacles to government development is the
intractable problem of planning without fact. Providing a conclusive overall analysis
of the public service in Nigeria, Ezeh in Chukwuemeka (1998:167) pointed out that
the bulk of the retrogressive human resource practices occur mainly in the public
service. Identifying the cause of this low profile status of human resource
management in the public service, the Udoji report and the third National
Development Plan implicated the knowledge and information base of human
resource manager. The way a system is designed affects its performance and its
ability to accomplish corporate goal. In this regard, Johnso (1974:27-35) advised
system designers to focus on the flow of material, energy and information. These
elements are discussed briefly in order to show they mix and react within a given
system or sub-system.
The material aspect includes both the facilities involved and raw materials (if
any), which flow through the process. It must be noted however, that ventures such as
insurance, commercial, institutions and government agencies may not have the flow
of raw materials per say like industrial enterprises. Rather, the materials in these
system are represented by the facilities and equipment involved in their operation.
Some form of energy is present in every operating system. This may be in the
form of electricity obtained from available source or generated by the organization’s
28
private power plant. Normally, a business organization or agency needs electricity to
function efficiently. Also another source of energy in a system is the people in that
system. Both physical and mental energy are required to operate business systems.
This explain why Starcevic and Wittenbach (1975:310) defined a system in people-
oriented terms as a” man-directed, multi-goal adaptive, network of interaction
process” here, people represent a renewable source of energy in an organization.
However, it is somewhat more difficult to visualize people or the human resource in
terms of flow like natural resources like gas, petroleum and electricity. In a narrow
sense, there may be a continual flow of workers in terms of shift where 24 hours 7
day week are scheduled or even with a 5 day, 40 hour weeks. But in a larger sense, a
business operation maintains a flow of worker’s energy throughout its life from
recruiting, hiring and orientation stages all the way to retirement. Therefore, to do
this properly, the managers of human resource need current and accurate data or
information on operational trends and environmental variables.
Information is a necessary element of a system or organization, it facilitates
interrelationship among system and sub-systems and provides the necessary linkages
to develop a system of systems. Commenting on the importance of flow of
information within a system Johnson (1974:34) posited that:
“Information must flow to key decision points:
where action is taken with regard to a service to be performed by the
organization in question. In such cases the system can be defined primarily on the
basis of the flow of information to appropriate decision points”.
29
Affirming Johnson et al proposition Chukuemeka (1998:59) concretely asserted
that information flow is the nerve centre of any organization, civil service or business
organization. Therefore, particular emphasis should be placed on the design of an
information decision system.
Finally, it is obvious from the flow concept in system that information is very
critical to any human organization. A breakdown in the information flow network
will definitely impact on the internal dynamic of a system with serious consequences
on the cohesion and operational efficiency of that organization. Confirming the above
assertion, a scholar of public administration Starcevich (1975:310) declared that
“when information flow is restricted, it breads suspicion, gossips and inefficacy
Modern computer society, exhibits one of the most exciting challenges of our
age: the challenges to manage the divers interacting element of government, industry
and society. Schoderbek (1980:1) aptly captured the emerging scenario when he
indicated that “The problem of poverty, of pollution, of growth, of employment, and
of overpopulation all pose forms of crises not adequately delalt with as yet. Likely a
hanky, awkward adolescent, society has grown enormously, the task at hand is to
provide the proper direction the proper regulation”
Lodge (1974:4) in his contribution identified the cause of this crisis, precisely he
explained “What is happening is that old ideas and assumptions, which made great
institution authoritative and confident are fast eroding. They are slipping away in the
face of a changing reality and are being replaced by different ideas and different
assumptions, which are as shocking. The transition is neither good nor bad there is
the possibility of plenty of both”.
30
These submissions by Lodge and Schoderbek provide a veritable precursor to the
subject of information and its pivotal role in the present industrially and complex
society likes Nigeria. Basically, the universe consists of complexities like the
government and its administrative apparatus. The common denominator of
complexities is the presence of conflicting and competing values and this call for
some of regulation. In fact, complexities or systems are sets of interrelated
components or subsystems, of course, must be regulated and managed so that the
overall objective of the system can be achieved. The manner these system variables
are regulated impacts on the stability and functionality of organization and society
itself. Information system can be categorized into various types: these include
transaction processing systems, decision support systems, expert systems and office
automation system. These systems are elaborated in Aversion and Fitazgerald’s
information systems development: methodologies techniques and tools.
There are not only other distinct types, Avision and Fitzgerald continued, but also
variations on themes. The decision support system them has a number of variants.
These includes Management Information System (MIS) which concentrate on
summary information, executive information systems which stress the presentation of
information to senior officers, usually provide information one base quickly and
efficiently.
2.2 HYPOTHESES.
31
1. Enugu State Civil Servants do not make adequate use of Management
Information in the discharge of their duty.
2. Enugu State Civil Servants do not possess the necessary computer literate skills
3. Enugu State civil servants do not have adequate computer training
2.3 THEORITICAL FRAMEWORK
A system could be defined as an organized or complex whole; an assemblage or
combination of things or parts forming a complex or unitary whole. Carrithers
and Weinwururm (1996:40) defined a system as a connected part that is related
by a “network of relationship”. Contributing, Starcevich and Wittenbach
(1975:331) saw a system as a set of component parts related in the
accomplishment of some purpose.
The system theory was used in this study. The reason for adopting this theory
hinged on the fact that man live in a world of constant changes. Events and
activities are in a state of perpetual flux and vibrations in one segment of society
have a ripple effect on the whole society. Thus, in an attempt to understand the
complexity of the changing world around him, man is faced with a bewildering
quantity and variety of impressions and factual data that have to be arranged and
fully integrated for better appreciation of their meaning and relationship.
Fortunately, the techniques and procedures to manage these arrays of factual data
have emerged over time.
32
Identifying this procedure Anya (1999:41) declared that the emerging
technological tradition has not only bred the system analytic approach to planning,
but also underlined the system dynamics for different phenomena. He continued by
saying that these techniques have emphasized the internet complexity to view them
as inter-linked, interacted and integrated. It is within the framework of the system
concept that this study gains its theoretical foothold as a means to explaining and
analyzes the role of information and information management in Nigerian
organizations.
A. While acknowledging the existence of sub-system Strcevivh and Wittenbach,
however, insisted that these parties must cooperate in order to achieve some
predetermined objectives or value. In essence a system must contribute value
in the form of output to the environment. This output could be in the form of
goods, services and reward for organizational members.
IiiiNIiNinputi
INPUT PROCESS OUT PUT
(SOURCE: Lucey, T. Management Information System p.30). To create this value,
the system must receive input like people, material and money from the environment.
Therefore, these inputs are processed by the system. Lucey (1990:30) refers to the
conversation of input into output as the transformation process.
33
The system approach illustrates the interrelationship between the various
processes in the organization. Carrithers and Weinwurum (1996:9) opined that the
organization, whether public or private, would be well understood within the system
where every part of function is essential to the whole and make significant
contribution to the efficient operation and performance of that organization this
opinion orients the managers of these organization to look beyond more of objective
of the organization, but rather concentrate on how the elements co-existing. To
optimize system performance, based on this understanding, logically it means that
they function within the organization. In fact, the system concept provides a
framework for visualizing the internal and external environmental factors as an
integrated whole. It allows and recognizes the proper place and functions of sub-
systems in a system.
A part from recognizing the value of sub-systems, the system notion provides a
framework for classifying data from various sources of necessity, these data will have
to be arranged in formal and logical manner for proper evaluation, otherwise it would
be difficult to understand their significance and interrelationships. Another system
attribute is the notion that activities must be carried out in a systematic manner where
each step is considered important to the achievement of the net system goals or
objectives. However, a system is seen as a framework for the flow of information (a
communication network). Information is necessary for the different parts to be
satisfactory connected. This will prevent a situation whereby system variables
operate at a cross purpose.
Drawing our attention to the role of information to the efficient operation of the
system, Starcevich and Wittenbach (1975:313) stated that information enables a
34
system to evaluate changes in the external environment, and thereby adjust its
strategies appropriately. Carrithers and Weinwurum (1996:7) insist that systems need
information in order to achive their objective. Specifically, Longencker (1973:142)
concluded that: information is the raw material on which decisions are made”. These
scholars have demonstrated in precise terms that information in a system is a means
to an end and should be desired because of its benefit to the system
2.4 METHODOLOGY
The survey research design was adopted for the study. This research design
deals with the practical application of the already standardized theories available in
social and behavioral science. Bulmer (1973:70) pointed out that the survey research
design remains a unique means of getting systematic and anonymous information of
considerable magnitude. Premised on its use of sampling technique and principle,
Okeke (1995:12) described the survey as the new technology of our time. It is
organized, instrument of fact finding at a relatively cheaper cost. Furthermore, it is
realistic flexible and versatile.
Precisely, the survey research design was preferred to other designs like the
case study because according to Babbie (1973:63), the ultimate aim of most research
is to achieve a generalized understanding; the case study is oriented towards a
comprehensive digestion of a single case. Another reason that informed the use of the
survey design for the study is because our interest in the study of the civil service
extended beyond more than one ministry or department.
Finally, the survey design helped the researcher to collect, summarize and
analyses data more quickly.
35
2.5 METHOD OF DATA COLLECTION
The researcher collected data through two main sources they were questionnaires
and interview. The questionnaires were gathered from structured questions derived
from the hypothesis that was administered to the respondent and each was expected
to dispassionately respond to the questions. Structured Interview however, makes the
researcher to come directly in contact with the respondents where the respondent will
answer some direct questions posed by the researcher.
The applications of these techniques were used thoroughly in the research owing to
their quality rate of reliability and precision in practical study of this nature.
Finally, the results derived from them are usually accurate in drawing conclusion
from any area of research like this one.
2.6 Validity and Reliability of Instrument
Considering the fact that the researcher is not an expert, the researcher was guided
by his supervisor for correction and accuracy after critically examination and some
adjustments were made.
2.7 POPULATION OF THE STUDY
The population of the study represents the group of subject whom the researcher
is empirically attempting to learn something. For this study, the population of the
study was drawn from six selected Ministries Departments namely: The office of the
Head of service, Ministry of finance, Board of Internal Revenue, State Hospital
Management Board, civil Service Commission and Ministry of Information and
Culture. The senior officers in these Ministries/Departments comprise the population
36
of the study. These senior officers are the permanent Secretaries, Head of
Departments/Units. Both junior and senior officers were chosen in view of their
experiences and also their ability to the required information.
Because of financial constrain and time, it was impossible to cover the entire Enugu
State Civil Service in the cause of this research.
2.8 population ,Sample and sampling techniques
The population of the study represents the group of subject whom the researcher is
attempting to learn something. However, the importance of a representative sample in
this study cannot be put in doubt, most especially when one puts the large size of the
population in consideration .Nwana (1981) stated that the problem is not how to
minimize large sample errors but also how to reach at the most relevant members of
our representatives samples. Thus, since it has been pointed out here, we have no
fixed number or percentage in selecting such as representative sample. For this study
we choose 168 (one hundred and sixty eight) and the aim of our choice hinges on the
population of senior officers in the departments and their different locations.
Probability and Non-probability are the two sampling techniques that can be
employed in the social sciences. However we are adopting the probability sampling
for this study, and with the probability techniques we shall make a combination of
two techniques viz: the stratified random sampling methods for senior staff in the
state headquarters: Head of service, ministry of finance, board of internal revenues,
state hospital management board, civil service commission and ministry of
information and culture and the non-stratified methods for sampling selected junior
37
staff of six local government area staff from the seventeen local government in
Enugu State.
2.9 Method of data Analysis
The sample size for this study has calculated and determined based on the entire
senior officers that made up the population of study. This had earlier been determined
to be 168 senior officers.
To get the sample size for this study, statistical formula propounded and made
popular by Taro Yemeni was adopted. This formula is stated below:
N = U/1+N/1+N (e) 2
Where
n = sample size
N = Population size
e = Allowable error
I = constant
The allowable error in this case is 5% using the above formula, the sample size for
this study was calculated thus:
n = 168/1+168 (0.025)2
n = 168/1 +168 (0.025)
38
n = 168/1.42 = 118.30985
n = 118 senior officers.
39
CHAPTER THREE
3.1 BACKGROUND INFORMATION ON THE CASE STUDY AREA AND
THE SUBJECT MATTER.
With the emergency of modern states, the civil service has evolved as the bedrock of
the executive arm of government. Its main task came to be the implementation of the
policies decided by the legislature. In accomplishing this task, the civil service has
found itself involved in the foundation of policy and advising general on policy. The
civil service is also responsible for the management of the machinery of government
and carrying out the day to day duties that public administration demands. Today, no
government activity can go on without the civil service.
The term civil service according to Abdulsalami (1998:67) refers to that,
Administrative structure employed in the fulfillment of government policies and
development programme. It is used to refer to servants who are direct employees of
federal, state and local government other than the police, the armed forces, the
judiciary, the teacher and the statutory co-operation personal. In the words of Dimock
(1983:12), civil service refers to a body of permanent full time public officials in the
professional, non political and who are not members of either the Judiciary or the
armed forces. Put in another way, the term civil service refers to the administrative
structure employed in civil capacity to fulfill government policies and programmes.
This is seen in terms of the institutions and structures that is , ministries, departments,
e.t.c or the human occupants of public offices like permanent Secretaries, Director-
generals and lower clerical staff and higher Administrative staff.
40
In the words of Nigor (1980:13) “it is this grate body of man and woman that
translate law into action from one end of the country to the other and brings the
national government into its daily contacts with the rank and file in the country. Less
in the public eye that the ministry and this army if functionaries is not less necessary
to the realization of the purpose for which government exist”
Furthermore, to Obiagboso (1995:167) the term civil service is used to describe
“the body of permanent official whose duty is to assist the political executive in
formulating government policies and implementing them”
THE FEATURES OF CIVIL SERVICE
According to Gladden, (1948:93), the requirements of the civil service are that it shall
impartially be selected administratively competent. Politically neutral and imbued
with the spirit of service of the community.
On the basis of the above statement, although, it is true that the organization and the
mode of operation of the civil service vary from one country to another, there are
certain features, which are universal to it. The features include recruitment,
permanence, neutrality and anonymity.
THE ROLE AND FUNCTIONS OF THE CIVIL SERVICE
The civil service in Nigeria is a product of many changes and reforms. This is done to
enable it meet the demand of the time and to create an effective and efficient
institutions that can undertake the responsibility of administering the state for socio-
economic development. However, not withstanding the peculiarities noticed in the
framework of civil service practice in different parts of the world, Isah (1999:132)
41
contended that “it is the primary function of the civil service to advise his political
master on all aspects of government activities to ensure formulation of the policy that
is in consonance with the objective of the government of the day”. Similarly, a civil
servant advises in the context of policy formulation and collation of relevant data and
presentation of these data, together with carefully considered and annotated
alternatives, which would enable policy decisions to be made by the political head.
Related to the above is that, once a policy has been made, a civil servant must
loyally carry out the policy chosen, even though he may have his own reasons to
prefer a different one. This means that, the civil servant must endure that, by all
legitimate means, the policy decisions of government are faithfully implemented.
Finally, it is the task of the civil servants to define and execute post legislative policy
particularly where such policy involved the substance of the programme or
possibility legislative revisions or indeed where it involves the machinery for the
enforcement of such legislation.
Let it be noted for the sake of clarity and comprehension that, the role of the
higher servants in Nigeria are no longer anonymous. Civil servants in Nigeria now
define publicly the decisions taken by the minister, because the public official today
also participates in policy formulation process, i.e. that civil servant plays crucial
roles of canvassing support for government policies and programme.
THE STRUCTURE AND CLASSES OF THE NIGERIA CIVIL SERVICE.
The Nigeria civil service has grown rapidly in size and scope since independence.
The important consideration here is that, how has the civil service been structured or
42
organization into classes to enable it cope with the complex challenge of
development activities?
The present structure and organization of the Nigeria civil service was
developed from the British colonial administrative service in Nigeria. The British
civil service is a structure that is divided into four classes corresponding to the
general educational standard. Thus, the categories of staff in the service are: the
administrative/professional,
Scientific/researcher officers, the executive and higher technical and secretarial
officers, the clerical and technical class, and the case of Nigeria, the structure of the
civil service follows broadly the Weberian prescriptions, a tall and rigid hierarchy,
division of labor as manifested in the compartmentalization of ministries and
departments around broadly defined functional areas. The existence of formal rules
and regulations, the general orders, which must be adhered to, and an atmosphere of
impersonal relationship and anonymity, etc.
In the area of classes of the civil service, Nigeria continued to adopt the four
British classes of civil service even after independence. However, in 1974 base on
the recommendation of Udoji commission on the reorganization of the civil service
the federal government abolished the four classes and replaced them which unified
grading system in with all the jobs or positions in the service were graded from levels
01-17. Grade level 01 being the lowest while grade level 17 represents the highest
position in the civil service. While this system an employee could join the service at
level 01and climb up wards depending on his ability before retirement.
43
THE STRUCTURE OF THE MINISTRY
The structure of the ministry provided a uniform of 8 Departments, 3-unit structure
for all federal and state ministries. Horizontally, each ministry was structure into
maximum (8) Departments, 3-unit structure for all federal and state ministries. The
common services Departments are
Department of Personnel Management.
Department of Finance.
Department of Planning, Research and Statistics (P.R.S.)
The operations Department of each ministry reflects the basic functions and areas of
concern of that Ministry. Vertically, each Department of a ministry is sub divided in
descending hierarchical order into divisions, Branches, and sections. These reflect the
professional and sub-processional areas and specialized activities within the
department respectively. The headship of each department.
Sub Division Title of Head Grade level Grade Level
(Federal) (State)
Department Director 17 16
Division Deputy Director 16 15
Branch Asst. Director 15 -
Section Chief ‘X’ officer 14 14
44
Ministries are also allowed to have three prescribed sub-divisions called units. These
are
Internal Audit Unit
Legal Unit.
Public Relation Unit
MANAGEMENT INFORMATION SYSTEM UNIT (MIS)
There is also a management information unit under the office of the Permanent
Secretary. It serves as a data bank for the entire Ministry. This unit is responsible for
the storage, processing, retrieval and dissemination of data of the various departments
and the ministry in general.
OFFICE OF THE HEAD OF SERVICE
After the abolition of decree no 43 of 1988 the office of the head of service was also
identified as necessary for leadership, harmony, standard and protection of the
common interest of the civil service. Because all other arms of public services,
including the army, navy, air force and the police as well universities has their
respective heads. The civil service therefore, as an institution, has a head, known as
head of service. The broad functions of the head of service including the following.
Providing leadership and direction to the service, maintaining high moral, esprit – de
– corps and favorable image of the service and serving as a rallying point for the
entire service.
45
Advising the Head of government on the appointment and deployment of Permanent
Secretaries and other statutory appointments.
Promotion of good relations between political office holders and civil servants.
Fostering professionalism among civil servants.
Managing common establishment matters and co-coordinating the training policies of
the civil service.
CONTROL OF THE CIVIL SERVICE
Any organization where people operate without laws controlling their actions will
tend towards totalitarianism or tyranny. To avoid this, an elaborate network of rules
and regulations governing the behavior of civil servants. These are divisible into
internal and external controls.
The internal control includes:
1. The general orders: these are the body of regulations which outline the
conditions of service and responsibilities of public officers. Closely related to this is
the financial instruction which prescribes that procedure for the collection and
spending of public funds.
2. Control by the ministry of establishments. This ministry or department deals
with all matters affecting the conditions of service of public officers. Its regulations
affect all other ministries, and thus it can guarantee uniform standard in matters such
as grading incremental credits and so on.
46
3. Control within the Hierarchy. Each ministry is hierarchically structured with
the Permanent Secretary being the overall supervisor for the ministry. He can
discipline those under him in many ways. For minor offences, the officer may be
cautioned. In more serious case, a query may be issued and in the most serious cases,
a disciplinary committee may be set up, or the matter may be sent to the public
service commission for investigation and necessary punishment.
(B) External control of civil service: There are other mechanisms
Outside the civil service which exercise some control on the service.
Control by parliament: the legislature authorizes funds for various ministries and
departments. Through this power of the purse, it could review the performance of the
officers to see whether or not they have carried out government policies. If a
department has failed to perform satisfactorily, the budget for it may be cut. Through
question time and discussions during motions for adjournment, legislators generally
and opposition members in particular can review the performance of government
departments and bring inadequacies to public attention. In order to avoid such
embarrassment, civil servants try to keep their houses in order at all times.
Control by Administrative court, Tribunals or public complaints commission. By
whatever names they are called, these are institutions set up to ensure that public
officers are above board in the performance of their duties. Citizens who feel that an
officer has not performed well can approach a tribunal or complaints commission for
redress. Such complaints are investigated and recommendations made.
Control by the courts: In case of gross of office, an officer will be handed over to the
court for necessary disciplinary action. A combination of all these pressures
47
guarantees that civil servants do not become tin-gods and abuse their offices with
impunity.
3.3 PURPOSE OF MANAGEMENT INFORMATION SYSTEM
Managers must have adequate information to plan and control the activities of an
organization. With the growing capacity and flexibility of the modern computer and
the availability of information form other sources; a shortage of facts and figures is
no longer many managers’ chief problem. In fact, it is quite possible to literally cover
the manager up with hoards of data, much of which may be meaningless or useless in
making decisions. Ensign (1974:42) said without clear definitions of decision points
their information needs, and the opportunities they presents, data processing can
drown the mangers it is intended to serve. The greater challenge to an efficient
information system is two fold:
I) to provide the proper kinds and quantities of information to each manager,
and
ii) To present if in a format that is understandable. The primary objectives of a
Management Information System (or MIS) is thus to aid the manager in making
timely and informed decisions. Murdick and Ross (1971:5) A helpful approach to the
effective design and use of information systems is to think of information as a basic
resource of the organization along with money, personal, materials, machines, and
facilities. As a basic resource, information is critical to the success of the
organization, can only be used at a cost, must be at the right place at the right time,
and must be used skillfully for the optimum return on its cost to the organization.
MAJOR MANAGEMENT INFORMATION SYSTEM AREAS
48
An organization’s formal information system also is divided
Into the areas of the form’s activities it measures. Three major areas of information
system are: the personal information system, the logistics system and the Financial
Information System. The financial system includes reports, financial statements, and
budgetary figures. Financial information systems are usually developed and extensive
in lower organizations. They provide information for planning such as the
development of budget for a coming period. They also provide important control
information. Budgetary figures are compared against actual performances, and
financial statements for a previous period are analyzed in terms of important financial
rations. When computerized, this information can be obtained more quickly and
sometimes more accurately. It allows managements to evaluate the results of past
performance more rapidly and this helps to speed adjustments for future performance
improvement.
Personnel information systems are concerned with persons who work for the
organization. They may provide data concerning training and education levels of
employees, past work experience, aptitudes for and interests in varying types of
possible work assignments, and number of years until expected retirement. Such an
information system can provide a ready reference to management for promotion
decisions, areas for training emphasis, and recruitment needs. In some large
organizations this information is stored in a computerized system that can provide
part or all of the information about one or more employees. Additionally, some
computerized personnel system are capable of matching likely job candidates in a
firm with a position that is or will soon be open. In the public employment service,
state employment agencies are developing computerized job banks that will match
49
job applicants against jobs they are likely to be able to fill.
Logistics information measure the physical flow of goods through an
organization it includes inventory control data, production scheduling, shipping, and
delivery. In a number of organizations many of these and other aspects of logistics
are highly computerized. For example, inventory control may be largely managed by
the computer, based on certain decision rules that have previously been decided
upon. In such a situation the computer keeps a record of inventory level of needed
materials and supplies. Whenever an inventory levels drops below a pre-established
minimum standard, the computer automatically prints a purchase order for the
amount needed to replenish the stock.
COMPUTERS AND MANAGEMENT INFORMATION SYSTEMS.
Although much of what comprises an organization’s information system is not
computerized, the part that is often is significant. In fact, it may be of greater
importance than its proportion to the total information system. In addition, more and
more aspects of an organization’s information are becoming computerized. Some
observers have even stated that the eventual effect of the computer on organizations
and on society in general will be comparable in scope to the industrial revolution. In
any event, computerized information systems are a reality for an expanding number
of organizations.
MANAGEMENT INFORMATION SYSTEMS AND THE FUTURE.
As computer capabilities and understanding of information processing grow more
sophisticated, the potential for more unified, up to date, and effective management
50
information systems grow as well. For both planning and control purpose,
appropriate management information systems are a must. To an extent, the computer
may do more of the decision making not only through following pre-established
decision rules, but also through development of new decision models that are the
result of feed back information from previous decision. It is difficult, however, to
foresee the elimination of the manager as a central factor in an effective management
information system. Even with the growing sophistication of computers, the manager
must still interpret much of the data computers produce as well as deal with the non
computerized segments of the system
51
CHAPTER FOUR
4.0 DATA PRESENTATION AND ANALYSIS
This chapter centers on the analysis of the application of Management
Information System to Human Resources Management in Enugu State civil service.
Accordingly, attempts were made to validate and invalidate these hypotheses which
form the major problems of the study. The addition of the results of the test which the
hypotheses were subjected will be presented as findings in this chapter. However, the
implications of the results will be discussed.
As we have stated in the cause of this study, we shall not apply any difficult
mathematical analyses on the data from the field, rather simple analytical tools like
percentage, deductions and inference will be used in this analyses. As the structure of
the questionnaire could be seen in appendix 1 was retained.
In the cause of presentation of this data we shall re-state the hypotheses, for proper
guide and interpretation; also we shall as well repeat the questions in the
questionnaire that were posed for the purpose of testing the hypotheses. These
repetitions were made before the presentation of the responses of members of staff to
various questions in tabulated forms.
Questions 1 to 3 are directed on information about respondents and were not on
testing the hypotheses.
Section A
4.1.1 Personal data
Table 1 Distribution on sex
52
Options Frequency Percentage
Male
Females
Total
60
20
80
64.5
35.5
100
Source: Research data (2011)
Sixty respondents representing 64.5% were male while 20 respondents making
35.5% were female. The next table shows the number of the respondents who were
married and those who were single or divorced.
this analysis was done under six questions which were spited into sub- headings on
the questionnaire. Each question was administered under subheadings during the
collection of data.
Table 4.1.2
Options Frequency Percentage
Married
Single
Divorced
Total
45
30
5
80
55
35.5
9.5
100
Source: Research data (2011)
The table above indicated that 55% of the respondents were married while 35.5 were
single and less than 10% representing 9% of divorced. Moreover, there was no
relationship between their marital statues and their jobs. On this note we move on to
another table that has to do with academic/ educational qualifications
Table 4.1.3
53
Options Frequency Percentage
Primary
Secondary
OND/NCE
HND/BSC
Masters and above
10
30
10
25
5
12
35.5
12
30
10.5
Total 80 100
Source: Research data (2011)
From the above 10 participants representing 12% were primary school leavers, 30
representing 35.5% were secondary school leavers, 10 participants representing 12%
had their OND/NCE certificate while 25 representing 30% were HND/BSC holders
and finally 5 respondents representing 10.5% had their M.sc and other higher degree.
With this development the results shows majority of the staff were secondary school
certificate holders, and this may be one of the reasons why staff of Enugu state civil
service dose not posses required skill for computer in their job. We now move to
another level of position occupied by different categories of staff.
Table 4.1.4 Distribution on level in six ministries of Enugu State Civil Service.
Categories Frequency Percentage
Junior Staff 30 35.3
54
Senior Staff 50 64.5
Source: Research data (2011)
The greater number of 64.5% represented 50 of the respondents were senior staff
while 35.5% representing 30 of the respondents were junior staff of six ministries in
Enugu State civil service, moreover there is no indication showing elevation to senior
staff positions.
Table: 4.4.5 population of the sample size
S/NO. Departments/Ministries No. of Staff Percentage%
1 Office of the Head of service 22 19
2 Ministry of Finance 15 15.5
3 Board of Internal Revenue 11 9
4 State Health Management Board 25 24.5
5 Ministry of Information and Culture 28 20
6 Civil Service Commission 17 12
Total 118 100
Source: Research data (2010)
SECTION B
4.2 DATA PRESENTATION AND TEST OF HYPOTHESES
55
HYPOTHESES ONE: Enugu State Civil Servants do not make adequate use of
management information system. To test hypotheses 1, we used question on tables 1,
2,3,4,5 as we can see below: 1: Dose civil servants in Enugu state make adequate use
of management information system?
Yes No Rarely
Table 4.2.1: Respondants opinion on whether civil servants in Enugu State make
adequate use of management information system
S/NO Opinions Frequency Percentage
1 Yes 10 14.5
2 No 55 65
3 Rarely 15 20.5
Total 80 100
Source: Research data (2010)
The table above shows that 10 representing 14.5% of the respondents said that Enugu
State civil servants makes adequate use of M.I.S, 55 representing 65% of the
respondants said that Enugu State Civil Servants dose not make adequate use of
M.I.S while15 respondents making 20.5% were of the opinion that Civil servants in
Enugu State Civil Service are of the opinion that they are rarely make adequate use of
M.I.S. this now buttress the point that enugu State Civil Servants do not make
appropriate use of M.I.S that will provide efficiency in the discharge of their duty. It
is of this point that there is low productivity in Enugu state civil service.
56
Question 2: How often do they use M.I.S
Table 4.2.2 respondent’s opinion on how often staff use M.I.S
S/NO Opinions Frequency Percentage
1 More often 10 14.5
2 Rarely 55 65
3 Not at all 15 20.5
Total 80 100
Source: Research data (2010)
Table 4.2.2 indicates that 14.5% agreed that staff more often use M.I.S in the
discharge of their duty. While 65% said that staff rarely use M.I.S in the discharge
of their duty and 20.5% said that staff are not selected for training at all. This is to
say that Enugu State Civil servants do not make adequate use of M.I.S.
Questuion 3: Are staff of Enugu State Competent in the use of M.I.S.
Table 4.2.3: Respondents opinion on the competence of staff on M.I.S
S/NO Opinions Frequency Percentage
1 Yes 5 10.5
2 No 60 71
3 Not very competent 15 18.5
Total 80 100
Source: Research data (2010)
57
On the table above it
Shows that 10.5% of participant said that staff are competent in the use of M.I.S,
71% said that staff are not competent in the use of M.I.S in the discharge of their duty
and 15 respondents representing 18.5% said that those concern are not very
competent in application of M.I.S. This indicate that staff are not competent in the
discharge of their duty because they are not competent in the use of M.I.S, therefore
it is one of the factors responsible for staff not making adequate use of M.I.S in the
discharge of their duty.
Question 4
Is academic qualification important in application of M.I.S by Civil Servants?
Table 4.2.4. Opinion of respondents on importance of academic qualification
On the use of M.I.S
S/NO Opinions Frequency Percentage
1 Yes 35 39.5
2 No 45 59.5
Total 80 100
Source: Research data (2010)
58
Table 4.4 shows that 39.5% of respondents were of the view that academic
qualification is necessary for advancement of M.I.S in Enugu state civil service while
59.5% believe that academic qualification is not necessary. This buttress the idea that
any staff cane advance in making use of M.I.S in the office.
Question 5
Is there any encouragement for staff to learn how to apply M.I.S in the office?
4.2.5: respondents opinion on what encourages staff in embarking on learning M.I.S
in the office
Source: Research data (2s010)
Table 4.5 shows that 30.5% of the respondents said that staff are encouraged to gain
knowledge of M.I.S in their various offices, while 69.5% disagreed. This finding
indicated that staff are not encouraged to gain knowledge of M.I.S in their places of
work. This point shows that staff can advance in the use of M.I.S with or without
academic qualification.
Question 6
S/NO Opinions Frequency Percentage
1 Yes 20 30.5
2 No 60 69.5
Total 80 100
59
Will training motivate you as a staff in applying M.I.S in the office?
Table 4.2.6 respondents’ opinion on whether training will motivate staff
Source: Research data (2010)
This table shows that 69.5% responded that they are motivated to use M.I.S if trained
while 15.5% of the respondents said that training dose not motivate them and 15%
said that training dose not always motivate them. Fro the analysis, the highest
percentage is (65.5%) of the respondents who said that they are being motivated by
training, however we should know that training is not the only thing that motivate
staff. In conclusion, one can observe that Enugu State civil servants rarely make
adequate use of M.I.S. However, that staff does not make use of M.I.S in their offices
was as a result of inadequate training, thus those in charge of manpower development
are not also so competent in the use of M.I.S. As a result of this, these practices affect
the application of M.I.S to human resource management in Enugu State Civil service
which according to Ezeani (2005),Onah (2000) and Flippo (1983) also supported by
other human resources experts, that the success and failure of any organization hangs
mostly on the quality of the people who plan and execute the programmes.
S/NO Opinions Frequency Percentage
1 Yes 60 69.5
2 No 10 15.5
3 Not always 10 15
Total 80 100
60
Hypotheses Two: Enugu State Civil servants do not possess the necessary computer
training skills.
To test hypotheses 2, we used question 7, 8, 9, 10 and 11 as stipulated below:
Question 7: do you think that Enugu state civil servants possess the necessary
computer training
Table 4.2.7 respondents’ opinion on if civil servants possess necessary computer
training
Source: Research data (2010)
This table illustrated that 90% aggress that civil servants dose not posses’ adequate
training that will make them apply it in their various offices. While 15% said no. This
means that, to a large extent lack of training prevents staff from applying M.I.S to
their work. This agrees with Jucis (2003) that training must be justified as it helps to
improve the employee’s skills and in turn enhance the quality of their output.
Question 8: Do you think that it is mandatory for every staff to be computer literate?
Table 4.2.8 Respondents opinion on if it is mandatory for all staff to be computer
literate. Staff
S/NO Opinions Frequency Percentage
1 Yes 85 90
2 No 15 10
Total 80 100
61
Source: Research data (2010)
Table 4.2.8 shows that 69.5 percent representing 70 of the respondents agrees that it
is mandatory for every staff to be computer literate, while 30.5% representing 10 out
of 80 participants said that it is not mandatory for every staff to become computer
literate in their offices. This shows that there is urgent need for every staff in Enugu
State civil service to embark on intensive computer training to ensure maximum
output.
Question 9: Do you agree that training will enhance productivity?
Table 4.2.9: Respondent’s opinion on whether training will enhance maximum
productivity.
Source: Research data (2010)
S/NO Opinions Frequency Percentage
1 Yes 70 69.5
2 Not mandatory 10 30.5
Total 80 100
S/NO Opinions Frequency Percentage
1 Yes 80 100
2 No 0 0
Total 80 100
62
Table 4.2.9 shows that 100% 0f the respondents agree strongly that training will
enhance productivity in Enugu State Civil service, while none said no or agree that
training will not enhance productivity in Enugu State civil service. This concurred
with the idea of human resource management experts and practitioners that support
the training of staff to develop their capability on their jobs.
Question 10
If yes, can you say that the staff efficiency in office are as a result of training and
management?
4.2.10: respondent’s opinion on if staff efficiency in the office are as a result of
proper manpower training.
Source: Research data (2010)
Table 4.4.10 shows that 70% representing 60 0f the respondents said yes that staff
efficient use of M.I.S comes as a result of proper training and utilization. While 20%
representing 30 of the respondents said no. this shows that if staff in Enugu State
civil service are properly trained there will be efficient use of M.I.S in the office.
S/NO Opinions Frequency Percentage
1 Yes 60 70
2 No 20 30
Total 80 100
63
Question 11
If no, do you think that staff inefficiency is as a result of lack of adequate manpower
training and utilization of M.I.S?
Table 4.2.11: Respondents opinion on whether staff inefficiency is as a result of
improper training
S/NO Opinions Frequency Percentage
1 Yes 75 90
2 No 5 10
Total 80 100
Source: Research data (2010)
Table 4.2.11 shows that 90% representing 75 respondents of the participants agreed
that staff inefficient use of M.I.S was as a result of lack of training while 10% of 5
participants disagree. That is, to say that lack of training leads to inadequate use of
M.I.S by Enugu State Civil servants. Agreeing with akpan (1982:29) that the
principle intention of staff training is to equip them with the knowledge required to
qualified them for a particular employment position.
In conclusion, it was observed that many of staff in Enugu State civil service know
and acknowledge the place of training and utilization of M.I.S for maximum
64
production. The result shows that there is need for staff to have knowledge of M.I.S
to help them apply it in human resources management.
Hypotheses three: there are no basses for selection of staff for M.I.S training
To test hypotheses 3, we used question 12, 13, and 15 as enumerated below
Question 12:
What are the methods of selection of staff for M.I.S training?
Table 4.2.12: Respondents opinion on the process of selection of staff for M.I.S
training
S/NO Opinions Frequency Percentage
1 Based on academic
qualification
10 15.5
2 From any interested
staff
60 69
3 As may be required by
management
10 15.5
Total 80 100
Source: Research data (2010)
Table 4.2.12 shows that 15.5% representing 10 participants of the total respondents
of 80 were of the view that Civil Servants selection for M.I.S training was based on
65
academic qualification, while 69% said that M.I.S is done only by interested staff and
15.5% of 10 participants said that the training is as it may deemed the management.
From the findings one can see that the method of this selection is wrong and faulty
and dose not make room for effective training of staff in using M.I.S in Enugu State
Civil service.
Question 13
Dose acquiring of M.I.S training elevate one from one position to another?
Table 4.2.13 Respondents opinion on whether M.I.S training will give one promotion
S/NO Opinions Frequency Percentage
1 Yes 30 35.5
2 No 50 64.5
Total 80 100
Source: Research data (2010)
Table 4.2.13 shows us that 35.5% of 30 respondents said yes, that adequate training
of staff can elevate a staff from one position to another while64.5% strongly said no.
this means that staff are not encouraged at all and that staff promotions are being
done in a wrong manner and thereby causing a big problem in the establishment and
as such affect competence and output in the service delivery.
Question 14
Dose staff training led to higher productivity in Enugu State civil service?
66
S/NO Opinions Frequency Percentage
1 Yes 60 70.5
2 No 20 29.5
Total 80 100
Source: Research data (2010)
This table shows 70.5% of 60 respondents agreed that if staff are engaged in adequate
training of M.I.S it will lead to higher productivity while 29.5% of respondents
disagree and said that M.I.S training will not bring about high productivity.
Question 15
Is staff of Enugu State civil service satisfactorily paid?
Table 4.2.15: Respondents opinion on whether civil servants in Enugu state are
adequately paid as and when due.
S/NO Opinions Frequency Percentage
1 Yes 30 38
2 No 50 62
Total 80 100
67
Source: Research data (2010)
Table 4.2.15 shows that 38% of respondents said that staff are being paid adequately,
while 62% of that respondents disagree that staff are being paid adequately. From the
findings it shows that staff are not being paid adequately
Question 16
Since staff are not adequately paid dose the condition affect their performance in the
service delivery.Table 4.2.16: Respondents opinion on if inadequate payment affect
staff performances in the area of service delivery.
S/NO Opinions Frequency Percentage
1 Yes 45 60.5
2 No 35 39.5
Total 80 100
Source: Research data (2010)
From this table above we have 45 respondents who agree that inadequate payment
will affect staff performance in the office, while 39% of 35 respondents disagree that
inadequate payment will affect staff performance in the office.
In conclusion, we observed that M.I.S training and its application is a major
challenges facing Enugu state civil service today. That staff needs to acquire this
training to be able to face the new trends in the world technology. However, whether
68
one is a WASC holder or PhD holder, it will not be an obstruction to or limit to
learning and applying M.I.S in their office thereby bring to high productivity.
4.2.1 WHAT ARE THE TYPES OF EQUIPMENT USED FOR DATA
PROCESSING IN THE CIVIL SERVICE
The type of equipment available for processing data in the selected ministries
or establishments was considered an important issue in explaining the state and
sophistication of the Management Information System (MIS) and the Human
Resource Management Information System (HRMIS). This is because a ministry can
only allocate resources to purchase or upgrade its equipment for data processing if it
considers information management an important issue. In fact, the range and
sophistication of the data processing equipment in a ministry measures the state of
the information system in the ministry.
The data collected in this respect from the six selected
ministries/establishment studies are presented below in table
TABLE 4.2 TYPES OF EQUIPMENT USED FOR DATA PROCESSING
Ministry/
Establishment
No of
Respo
ndent
Type of equipment Proportion of equipment to permanent
secretaries/HOD
Percentages Computer
based
ranking
69
Type
writer
Calculator Adding
Machine
Word
Processor
Computer Type
write
r
Cal
culator
Adding
Machine
Word
Processor
Computer Type
writer
Calculator Adding
Machine
Word
Processor
Computer
Office of the
Head of
Service
9 3 7 4 2 9 0.33 0.77 0.44 0.22 1 33 77 44 22 100 1st
Ministry of
Finance
8 8 6 5 0 5 1 0.75 0.63 0 0.62 100 75 63 0 63 2nd
Board of
Internal
Revenue
47 45 21 2 0 14 0.95 0.47 0.04 0.02 0.03 95 47 4 2 30 3rd
State Health
Management
Board
40 37 24 1 0 11 0.93 0.6 0.03 0 0.28 93 60 3 0 28 4th
Ministry of
Information
and Culture
7 7 4 1 0 0 1 0.57 0.14 0 0 100 57 14 0 0 6th
Civil Service
Commission
7 7 3 1 0 1 1 0.43 0.14 0 0.14 100 43 14 0 14 5th
Total 118 107 65 14 3 40 5.21 3.59 1.42 0.24 2.35
70
The table 4.2 shows that the typewriter is the most common data processing
equipment available to the responding Permanent Secretaries and heads of
departments for personnel data and document. The survey revealed that 107
respondents out of the 118 respondent reported the presence of typewriters in their
respective department. This represents 90.68% of the popularity rating of the
typewriter in the civil service. The use of calculators in data processing was by 65 the
respondents, representing 55.09% popularity rating. Next to the calculator is the
computer with 40 respondents, representing 33.90%. The use of adding machine and
word processor was reported by 14 respondents respectively. By this it means that the
adding machine and calculator are not very popular machines for processing
personnel data in the civil service.
That the typewriter is the most popular equipment used in processing
personnel data is not a surprise. It is the oldest data processing equipment available to
business and public service. Also, its low maintenance cost, durability, portability
and low or non-utilization of electric power has help to buy its status as pioneer data
processing equipment.
Thus, the research data show that the typewriter, and other manual data
processing devices, still has a long time to stay with the officers in the civil service.
Furthermore, table 4.2 shows that the use of the computer in data processing
is still not widespread in the civil service in Enugu State in this era of rapid
transformation in information technology. In fact, the computer has become a critical
component in modern information management. When compared with the manual
71
systems like the information management. When compared with the manual systems
like the typewriter and adding machine the computer can process data speedily and
accurately, and at the correct level of detail for human resources decisions and
management. Finally, there is a positive correlation between the presence of
computer in the ministries studied and the status and sophistication of their
Management Information System (MIS). For instance, 33.90% of the responding
officers reported the presence of the computer for data processing. This tailed with
the overall rating by the respondents on the status of their Management Information
System (MIS). An overall rating of 33.90% was recorded earlier as the status of the
management information system in the selected ministries/establishments.
4.3 FINDINS
This work embarks on the Application of Management Information System in
Enugu State Civil Service with emphasis in six ministers/ Departments as a case
study. After a serious analysis of data, the researcher made the following findings.
1 The level of the development of the computer based information system is
still very low in the Enugu State civil service most especially in the area of
micro soft office like, words, data collection power point and micro soft
excel. The overall conclusion is that sensitive and critical data, which are
essential for organizational efficiency, are still being manipulated and
transmitted manually in this era of phenomenal revolution in information
technology because staff are not being expose to M.I.S training.
2 The skill competence of the respondents is still very low in this regards we
find out that the typing speed of staff who attended the training is not adequate in
other to produce maximum output in the office. It is also observed that academic
72
qualification is not an obstruction to becoming a computer wizard in an office. It
is also believe that constant training of staff in the area of computer or
management information system will enhance maximum output in Enugu State
Civil Service also the survey revealed that most officers are limited to very few
applications and if they are expose to more applications, it will enhance
productivity.
3. The types of equipment used for data processing in the Enugu State civil service
are obsolete equipment available to the human resource managers in the public
service some of these equipment are typewriter and adding machine.
b). The M.I.S is being used in few ministries studied. These ministries are the office
of the head of service, Ministry of Finance, State Hospital Management Board,
Board of Internal Revenues and Civil Service Commission. On the average, the level
of computerization is still very low in the ministries studied.
c) The study revealed that most of the ministries adopt adhoc and piecemeal
approach to information system development and information management. These
ministries, apart from the office of the head of service, do not have corporate
information policy and strategy. In the Board of Internal Revenue and State Health
Management Board, each departmental officer or head has to depend on some
philanthropist or foreign aid like USAID and DFID to get information processing
equipments. In the Civil Service commission only the Permanent Secretary, by
reason of his position has computer in this office.
d) Sequel to the absence of a good cooperate information strategy most of the
ministries do not posses integrated information network equipments.
73
Consequently, personnel interaction and the data transmission mode
depend on face to face interaction. In place where the ministries have out
stations or units in remote locations, the medium of information
dissemination and transmission is poor. This has thereby created the
problem of poor organizational coordination and integration. For instance,
the Board of Internal Revenue which has so many out stations, both at the
zonal and local government levels has poor computer knowledge.
e) The human resource activities being supported by the human resource
management information system are training staff, appraisal, manpower
audit, career management, safety and health, compensation and personnel
records. However, of all the activities, personnel record is the most
supported activity, while safe and health is the most supported by the
computer based information system.
74
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 SUMMARY
Modern organizations now recognize the new information orientation. The scope and
diversity of many ministries in the state civil service, coupled with the peculiar
volatile political-economic environment and phenomenal shift in policies are issues
which inspired the investigation of the status and sophistication of the information
system in the Enugu State civil service. In the light of the present dispensation it has
become imperative for the ministries to develop, and put in place, effective
information systems employing modern information tools like computer. Also
considering the fact that the most critical element in the factors of production mix is
the human resource, how optimally they are utilized and managed is a key
determinant of the success and information management facilities made available to
managers of human resource will greatly enhance their information and productivity.
f) The public service in Nigeria as a whole is very important to the
social and economic upliftment of the citizen of this nation. Therefore, their
large size and scope of societal penetration recommends them to the
possession of adequate and functional information system and strategy.
5.2 CONLCUSION
The Nigerian policy environment, most people will agree is the most turbulent in the
world. This general turbulence is not caused by innovations in a wide range of
products and technological break through, but rather it is caused by policy
discontinuities and political uncertainties. For the mangers of human resources, the
75
myriad pressure from the employee on the one hand, and management on the other
hand has constituted additional source of worry.
Specifically experts in the management science have indicated that for every
change in the premise upon which strategic management is based correspondingly
lead to the gathering and collection of new sets of data for the review of plans, and
the introduction of an adoptive action to cope with the change reality. Simply, this
presupposes the enthronement of effective and efficient management information
systems in those organizations, which are not only complex, but operate under study
of the information system of the Enugu State civil service became an inevitable
imperative.
This study investigated the status of the computer based management
information system and the human resource management information system in the
Enugu State civil service. From the findings it was clear that the managers of human
resource are indeed aware of the changes taking place both within and outside his
environment, but sufficient attempt has not been made to acquire and install the
computer based information management equipment by these ministries. Even in
organizations where computerization has taken place, some departments and
functions are not considered important for computerization. As a model role player in
the Nigeria economy, the civil service must set standards on the computer-based
systems in the management of information and human resource on the present
dispensation.
76
5.2 RECOMMENDATION
The management information should be considered important as other resource of the
organization, and consequently accorded adequate management attention. To make
his possible the ministries in the civil service must embrace information technology
and used it to achieve the objectives of the service. In this connection, a holistic
approach to information management should be adopted by this study. Basically, all
departments in ministries are critical to its optimal performance. This includes the
human resource departments in these ministries.
The need for this concerted and holistic approach has become very urgent
because the Enugu State civil service has witnessed, and keep witnessing, rapid
technology and administrative changes with modern applications replacing old
techniques. The computer and the computer based applications are leading in this
changes process, and therefore enhanced emphases need to be placed on the
management of the evolving sophistication. Most important, the Local Government
Council must begin radical computerizations of their information management
systems in order to enhance the productivity of its personnel and orient them toward
a better service delivery to its client and patrons.
Information technology should be upgraded to a department status in the civil
service with visible and demonstrable top management commitment. In addition, a
unit of information technology department should be attached to every other
functional department in the civil service, the purpose is to facilitate in the spot
system support of functional activities. When implemented it will help to enhance the
status of information technology in the entire civil service of Enugu State.
77
To ensure that the gains/benefits resulting from information technology
project implementation are properly accessed and evaluated, performance indicators
to monitor the effectiveness and quality of applications should be progressively
introduced. That is to demonstrate whether information technology is performing
effectively in terms of unit cost reduction, adherence and conformity to standard and
procedure. Also to measure the ‘Mix’ optimality between information technology
inputs and other operations.
Finally attention should be focused on security aspects information
technology development to avoid the invasion of corporate confidentiality and secrets
that could be damaging to the organization. The state civil service therefore, must
ensure security on information technology matters. These entail inherent codification
of classification systems to ensure that sensitive items of information obtain suitable
level of security protection.
78
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Udoji Jerome.(s1985) Public Service Review Panel (Main Report Federal Ministry of
Information, Wood cliff: Prentice – Hall Incorporated.York.
MAGAZINES
Administrative Science Quarterly, vol.17, No. 03, September 1992.
Annual Review of Information Science and Technology, vol.23, 1998.
Ensign Richard B., “Measuring the Flow of Management Information:,
JOURNALS AND NEWSPAPERS
Journal of System “Management, February 1974.
Harvard Business Review, “Developing an Effective Organization”, March – April 1974.
Institute of Personnel and Development, “People Management”, Jan.6,2000.
“Managing Information:, November 1999
“P.C. Magazine”, June 2000”
“Public Service Management Journal” vol. 1 Jan. – June 1981.
NEWSPAPERS
81
The Guardian, September 7, 1999
The Guardian, September 14, 1999
The Guardian, November 14, 1999
The Guardian, November 9, 1999
The Guardian, November 23, 1999
The Guardian, November 30, 2000.
UNPUBLISHED MATERIALS
Chine, Daniel O. “Development and Sophistication of Management Systems in the oil
Industry”. Unpublished MBA Thesis of the Rivers State University of Science and
technology, Port Harcourt, Nigeria, 1974.
Duke, Justine “The Issue of ownership and control of Information” a paper delivered at
the ASLIBLIIS Joint Conference, The Nation Wide Provision and Use of
Information; held at Sheffied, 15 – 19 September 1990.
Iloka, B. C. “Human Resource Management and Information Technology” paper
presented at the Annual Public Symposium of the Institute of Personnel
Management of Nigeria, Enugu, December 1, 1999.
Odo, E.O "Application of Management Information System" Unpublished thesis of
University of Nigeria, Nsukka 2004
82
APPENDIX I
Department of Political
science,
University of Nigeria,
Nsukka.
24th
March, 2010.
Dear Respondent,
I am a postgraduate student of Department of Political Science, University of
Nigeria, Nsukka. I am currently undertaking a research on the Application of
Management Information System to Human Resources Management. A case study of
Enugu State Civil Service.
Kindly do me a favour, to supply answers to the attached questions. All information
obtained from you shall be treated with utmost confidence and shall be used for
academic purposes only.
Thanks for your co-operation.
Yours faithfully
Ilo, Kingsley.O
83
RESEARCH QUESTIONNAIRE
A RESEARCH ON APPLICATION OF MANAGEMENT INFORMATION
SYSTEM TO HUMAN RESOURCE IN ENUGU STATE CIVIL SERVICE
SECTION A. Please tick in the appropriate box
1 Sex: Male Female
2 Marital Statues: Married Single Divorced
3 Educational Qualification: Primary Secondary OND/NCE
HN D/BSC Master and Above
4 Level in the organization: Senior Junior Staff
SECTION B
1. How often does Enugu State civil service use M.I.S? More often
Rarely Not at all
2. Are staff of Enugu state civil service competent in the use of M.I.S Yes
No
3. Is academic qualification important in application of M.I.S by Civil servants
Yes No
4. Is there any encouragement for staff to learn how to apply M.I.S in the
office yes No
5. Will training motivate you as a staff in applying M.I.S in the office? Yes
No
6. Do you think that Enugu State civil servants possess the necessary computer
training? Yes No
7. Do you think that it is mandatory for every staff to be computer literate?
Yes No
8. Do you agree that training will enhance productivity? Yes No
9. If yes, can you say that staff efficiency in the office is as a result of training
by the management? Yes No
D
√
D
D
84
10. If no, do you think that staff inefficiency is as a result of lack of adequate
training? Yes No
11. What are the methods of selection of staff for M.I.S training? Based on
academic qualification from any interested staff as may be required by
the management
12. Dose acquiring of M.I.S training elevate one from one position to another?
Yes No
13. Will staff training led to higher productivity in Enugu State civil service?
Yes No
14. Do you agree that staff are being paid satisfactorily? Agreed
Disagreed
15. Since staff are adequately paid dose the condition affect their performance
in the service delivery? Yes No
D D
D D
D
D D
D D
D
D
D D
85
APPENDIX II
Department of Political science
University of Nigeria,
Nsukka.
INTERVIEW GUIDE
1. What is the significance of Application M.I.S to human resource
management in Enugu state civil service?
2. Who are those responsible for training of staff?
3. As a staff have you ever attended a computer training programme?
4. If you have attended a training programme, who sponsored it?
5. Do you have a computer/IRM department in your Ministry?
6. What is your level of satisfaction with your computer knowledge?
7. If you are not satisfied with the level of your computer knowledge, what
do you think is responsible for it?
8. What do you want your ministry to do in order to improve the information
management system (MIS) in your department
86
