Effect of Skill Management on Employees Efficiency at National Drug Law
Effect of Skill Management on Employees Efficiency at National Drug Law
Abstract
The purpose of this research is to look at the effect of skill management on employee productivity in a company. As a result, relevant literature on the topic was examined. As a case study, the National Drug Law Enforcement Agency (NDLEA) was chosen. The main data was collected from the respondents using the Stratified Random Sampling Technique. The questionnaire was distributed in 100 copies, however only 78 were recovered and utilised for analysis. Frequency and percentage tables were utilised to analyse the questionnaire, and the chi-square test was employed to evaluate hypotheses.
The National Drug Law Enforcement Agency's senior and junior employees, as well as management, were all included in the sample (NDLEA). The study hypothesis revealed the links between employee skill management and labour retention. The findings revealed that there was a statistically significant connection between employee skill management and job performance.
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Introduction
Cascio defines skills management as the process of analysing, developing, and deploying individuals and their abilities (1992). The skills that job positions need, the talents of individual workers, and any gaps between the two elements should all be identified through a well-implemented skills management system. The abilities required may be defined by the company or institution involved. A skills framework, a competence framework, or a skills matrix are often used to describe them. This includes a list of abilities as well as a grading system as well as a description of what it means to be proficient in a specific ability.
Skills management should be a continuous process, with people evaluating and upgrading their skill sets on a regular basis, according to Smilansky (2005). These upgrades should happen at least as often as normal line manager evaluations for employees, and definitely when their skill sets have charged. In data analysis, skills management systems record the outcome of this procedure.
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Conclusion
Employees should be aware of the skills their work needs as a consequence of skills management, as well as any skills gaps they may have. It may also result in a personal development plan (PDP) of training to bridge some or all of those skills gaps over a period of time, depending on their employment. Managers may use skills management to learn about the strengths and weaknesses of workers who report to them. It may also allow them to look for workers with certain skill sets ( e.g. to fill a role on a particular project). Executives may identify areas of skill strength and weakness using a rolled-up view of skills and skill gaps throughout a company. This allows them to prepare for the future based on existing and prospective employee competencies, as well as skill development goals.
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