Problems Of Personnel Management In Government Owned Establishment
(a case study of enugu state board of internal revenue)
Personnel management in government-owned establishments grapples with various challenges that significantly impact organizational efficiency. One prominent issue revolves around bureaucratic complexities, where cumbersome procedures and hierarchical structures impede swift decision-making and hinder the seamless flow of information. Another noteworthy concern is the recurrent challenge of workforce motivation and engagement, particularly in the context of civil service. The intricate nature of public administration demands a delicate balance between adherence to established protocols and the need for innovation. Additionally, issues related to recruitment and talent acquisition persist, as government entities often face difficulties in attracting and retaining top-tier professionals. Furthermore, the ever-evolving landscape of policies and regulations poses a constant challenge, necessitating a dynamic approach to personnel management. Tackling these challenges requires strategic initiatives to streamline bureaucratic processes, enhance employee motivation, and establish agile recruitment strategies tailored to the unique demands of the public sector.
This work fries to find out the problems of personnel management in government owned establishment a case study of Enugu state board of internal revenue.
As very Nigerian literally depressed over the ineffective ad inefficient performance of most government owned establishment such a situation makes null of the good intentions of government in setting up such organization. From the work of earlier researches and seminars and talks delivered by eminent scholars it is widely believed that the reason why government owned establishment have remained insoluble hangs on management more especially personnel management. The work set out unravel these seeming mysteries, the administration of Enugu state Board of internal revenue which have caused so much groaning pains, agony and frustration to their staff and even larger society has been responsible for improper taxation in Enugu state. To ascertain these problems, these problems, a questionnaire was drawn in which the preliminary question sought to identify the person of the respondent ie her personal data. The rest of the question was on the various aspects of what could be responsible for the problem hindering the smooth and efficient running of the establishment. It was gathered that the main reason for problem of personnel management are as follows:
Lack of motivational policies for employees.
Enugu state board of internal revenue had not articulated a meaningful training programme for their workers the board of internal revenue had not being to promote their staff as and when packages of the board were not promising and are not comparable to other in similar establishments.
Title page
Approval page
Dedication
Acknowledgement
Abstract
Table of content
CHAPTER ONE
1.1 Background of the study
1.2 Statement of problem
1.3 Objective of the study
1.4 Scope of the study
1.5 Research Questions
1.6 Significance of the study
CHAPTER TWO
LITERATURE REVIEW
2.1 Theoretical Framework
2.2 Motivation in Work-Needs and Their Satisfaction
CHAPTER THREE
METHODOLOGY
3.1 Design of study
3.2 Population of study
3.2.1. Sample Technique
3.3 Instrument for data collection
3.4 Validity of instrument
3.5 Reliability of the instrument
3.6 Method of data collection
3.7 Method of data analysis
CHAPTER FOUR
Data presentation and analysis
Distribution and collection of questionnaire
CHAPTER FIVE
Summary and conclusion
5.1 Discussion of results
5.2 Conclusion
5.3 Recommendation
5.4 Limitation of study
Bibliography
Questionnaire
1.0 BACKGROUND OF THE STUDY
Before its establishment, the then Anambra State Board of Internal Revenue, was established under the Anambra state of Nigeria Civil Service edict with its Headquarters at Enugu Secretariat. The Board had its four zonal offices (Enugu zone, Fegge zone, Nsukka zone and Abakaliki zone).
Enugu state Board of Internal Revenue came into being after creation of state from old Anambra state in August 27th 1991. The Board had its first Director in the person of Chief H.O. Attama with over one thousand, two hundred staff.
It was left with three zonal offices (Enugu, Nsukka and Abakaliki zones) Today Enugu State Boad of Internal Revenue exists with only two zonal offices (Enugu and Nsukka zones) after carving out Abakaliki from Enugu state in 1996.
The state Board of internal Revenue still has its head office at the state secretariate opposite Enugu state Criminal Investigation Divisional (CID) office.
Its statutory services is collecting and accounting for Taxes due to the state.
The Enugu state Board of internal Revenue today has staff Board of internal Revenue today has staff strength of Nine hundred and fifty with the following departments:
1. The policy section (chairman office)
2. Public Relations office
The Internal Audit
HOD collection
HOD Assessment
HOD Personnel
HOD Capital Gain Tax (other taxes)
HOD statistics
1.1 STATEMENT OF PROBLEM
The problems that hindered the smooth and efficient
Running of this establishment included the following:
Enugu state Board of Internal Revenue has diversed and varied personnel management problem which includes lack of motivation policies for their employee.
Enugu state Board of Internal Revenue had not articulated a meaningful training or retaining programmes for their workers
The state Board of Internal Revenue had not been promoting their staff as and when due.
The welfare packages of the state Board of Internal Revenue were not promoting and cannot be compared to other similar establishments.
1.2 OBJECTIVE OF THE STUDY
There are numerous reasons why government set up this establishment. The establishment is in public sector with the emphasis on revenue generation. It is expected that as revenue organization that it can constitute a binder to the public and the government that formed it and this may include:
To investigate the motivational policies of the Enugu State Board of Internal Revenue. Revenue to enhance revenue generation in the state.
To examine the training programmes of the Board with a view to evolving one tail to meet the needs of the employee.
To find out why Enugu State Board of Internal Revenue are not promoting their workers as and when due.
To appraise the welfare packages of the Board and compare it with those of other establishment.
1.3 SCOPE OF STUDY
The scope of this study covers:
The activities of personnel management in government owned establishment as represented by Enugu State Board of Internal Revenue.
The activities of personnel management in government owned corporations as represented by Enugu State water Corporation
1.4 RESEARCH QUESTIONS
To what extent does personnel management meet what is required from it to Enugu State Board of Internal Revenue?
To what extent does Enugu State Board of Internal Revenue consider experience in engaging worker?
To what extent does the Enugu State Board in Internal Revenue sponsor Personnel management training both internal and external?
What kind of leadership style does the Board of Internal Revenue applies in their operations?
1.5 SIGNIFICANCE OF THE STUDY
Enugu State Board of Internal Revenue will get their establishment objectives which increase motivational policies for their workers.
Consequently the workers will be able to have their promotion as and when due.
Through this investigation, training and retaining of workers of Enugu state Board of Internal Revenue will increase in the development of the establishment.
On the same issue, the establishment will decide the welfare packages of the workers to be similar with other establishments.
Lastly, government will be in a position to plan the right strategies to enable the establishment reach their objectives.
Problems Of Personnel Management In Government Owned Establishment:
Personnel management in government-owned establishments presents a unique set of challenges and issues. While these challenges can vary depending on the specific country, agency, or organization, there are some common problems that tend to be prevalent in such settings. Here are some of the key problems of personnel management in government-owned establishments:
Bureaucracy and Red Tape: Government agencies are often known for their bureaucratic structures and lengthy administrative processes. This can make it difficult to hire, promote, or terminate employees efficiently. Excessive red tape can lead to delays and frustration among both employees and managers.
Political Interference: Government-owned establishments are susceptible to political influence and interference. Appointments, promotions, and disciplinary actions may be influenced by political considerations rather than merit or qualifications, which can undermine the effectiveness of personnel management.
Civil Service Rules and Regulations: Many government-owned establishments operate under strict civil service rules and regulations, which can limit the flexibility of personnel management. These rules can make it challenging to reward high-performing employees or address performance issues effectively.
Unionization: Government employees are often unionized, which can create challenges in personnel management. Collective bargaining agreements, union demands, and disputes can complicate HR processes and decision-making.
Recruitment and Retention: Attracting and retaining top talent can be difficult for government-owned establishments, especially when compensation and benefits packages are less competitive than those in the private sector. This can lead to talent shortages and skill gaps.
Aging Workforce: Many government agencies have aging workforces, and succession planning can be a significant challenge. The retirement of experienced employees can result in knowledge gaps and the loss of institutional knowledge.
Inefficiency and Lack of Innovation: Government organizations may struggle with inefficiencies and a resistance to change. Traditional approaches to personnel management may hinder innovation and the adoption of modern HR practices.
Ethical and Integrity Issues: Maintaining high ethical standards in government-owned establishments is crucial, but it can be challenging. Personnel management must ensure that employees adhere to ethical guidelines and avoid conflicts of interest.
Budget Constraints: Government agencies often face budget constraints that limit their ability to offer competitive salaries, benefits, and training opportunities. This can hinder recruitment and development efforts.
Diversity and Inclusion: Achieving diversity and inclusion goals can be challenging in government organizations. Ensuring equal opportunities for all employees and addressing discrimination or bias can be ongoing challenges.
Performance Evaluation and Accountability: Effective performance evaluation and accountability mechanisms can be lacking in some government-owned establishments. This can make it difficult to identify and address poor performance or reward high performers.
Digital Transformation: Many government agencies are still in the process of digital transformation. Adapting to modern technology and HR systems can be a slow and complex process, affecting efficiency and data management.
To address these problems, government-owned establishments should consider implementing modern HR practices, improving transparency, reducing political interference, and investing in employee development and well-being. Additionally, ongoing training and development for HR personnel can help them navigate the unique challenges of personnel management in the public sector.