CHAPTER ONE

1.0    INTRODUCTION

1.1    BACKGROUND OF THE STUDY

One of the universals of organizations is objectives or goals. Every organization is characterized with the following features: people and structure and all this are geared towards the attainment of its stated goals. Chis Argyris defines an organization as “Intricate human strategies designed to achieve certain objectives” also, Blake and Mouton identified seven (7) characteristics of an organization. These are purpose, structure, financial resources, know-how, human interaction organizational culture and result.

However, the wheel of the organization is therefore steered towards achieving certain goals that is every worker is involved and mobilized in the process of goals attainment. ‘Human resources’ this constitute the ultimate dignity of an organization, after all, it is the interactions of people with natural resources that institute the development process, the people according to Gant “are the human resources for the supply of physical labour, technical and professional skills, which are germane to effective and efficient planning and implementation of developmental policies, programme, projects and daily activities.

The various definitions however, concur on one basic thing, and that is, the need for human resources and its development for the development of personnel in any enterprises, whether public or private, is one of the essential functions of the human resources manager. This is because, of all resources available to the organization the human resources are perhaps, the most vital in its usage, so that without them, all the other form of innovation such as technological innovation computers would just lie there unattended to, due to the unavailability of skills man power to manipulate them. This required managerial functions such as planning, organizing, staffing, directing, coordinating, reporting or reviewing, and budgeting (POSDCORB).

In large and complex organization, the managerial functions become very cumbersome and difficult. This is so because; the manager finds it almost impossible to have direct contact with every individual worker let alone knowing what the worker does. To achieve this fact, the manager, who performs the functions of planning, organizing, controlling, directing, etc, as identified by Knootz and O. dinnel, must make use of tools that would aid him in sanitizing and appraising the human resources in that organization, that tool has been identified as “Performance Appraisal”.

Performance Appraisal, According to Ngu (1994) “is usually referred to as integrated approach to management for more productivity or efficiency in organization”. Through this technique, activities of individual, unit, section, division, department or a workers are monitored, measured and possibly with the aim of according reward or some form of motivation. This very tool of management is a form of communication, that is, it transfers information, ideas and values from one person to another; employer and vice-versa.

This information system (Performance Appraisal) aids management to see the loop-holes or gaps in the employees performance and this give them the enlightenment on how to introduces training of this man power to aid the development process. Therefore the training and development of these categories of people should be undertaken on a continuous basis in order to provide new skills in the dynamic sector.

1.2       STATEMENT OF THE PROBLEM

Staff training and development is very necessary to any organization be it private or public, such training has benefited most organization in achieving their goal, which is the aim of the study. More so, it is suppose to make the Agency more efficient especially on how to motivate their personnel to increase their performance.

Though the Agency is among the oldest steel exploration industry in the steel sector, most of their customers observed that their mode of operation is slow. For example to drill a borehole it takes the Agency more time frame compare to their counterpart in the drilling industry. It was observed also that most of their workers are not really expose to new technique or modern operating system that will enhance efficient and effective modern training of staff to give new technological development. The Agency does not really have the flare of employing young and capable staff with sound knowledge that could help it to improve its operation.

Dickerman (1974) noted that to improved personal performance, the individual himself had to be motivated. He must see that the caring management attitudes are there, that he can contribute his experiences, that the environment suits him and that the results encourage, but involvement through the devolution of responsibility is the major force. Training must be based on the specific needs of both the organization and in individual.

This situation made it pertinent to raise the following statement of problems:

1.            There were no measures put in place to evaluate trained staff

2.            Inefficient control mechanism, policies and procedure of Performance Appraisal

3.            There are no any strong effects of training and development on staff of NSRMEA’s performance?

4.            There are no strong measures to identify deficiencies and practice within the organization which adversely affect the personal performance of individual or the successful operation of departments.

5.            No room for individual to develop and implement their own solutions to problems and deal with constrains which restrict their personal  contribution.

Despite this inherent problems, the NSRMEA has done its best to see that training and development remains a vital policy and also takes its course because the important of training and development cannot be over emphasize as to motivate staff to perform effectively to achieve the organizational goals and objectives. But the management finds it almost impossible to have direct contact with every individual worker let alone knowing what the worker does. To achieve this fact, the management, who performs the functions of planning, organizing, controlling, directing, etc, as identified by Knootz and O. dinnel, must make use of tools that would aid him in sanitizing and appraising the human resources in that organization, that tool has been identified as “Performance Appraisal”.

1.3       OBJECTIVES OF THE STUDY

This study aims at analyzing the impact of performance appraisal as a tool for higher efficiency and productivity in National Steel Raw Materials Exploration Agency, Kaduna and. The research work would therefore be geared towards the achievement of the following:

1.    How performance appraisal affects the attainment of organizational goal.

2.    Making NSRMEA, Kaduna sees the urgency and need for performance appraisal in the development of their human resources.

3.    The Various obstacle hindering the effective and efficient application of performance appraisal in NSRMEA, Kaduna

4.    Also, to examine the reaction of the staff towards performance appraisal.

5.    Finally making suggestion on how to improve the performance of the staff of NSRMEA, Kaduna.

1.4       STATEMENT OF HYPOTHESIS

The hypothesis which this study seeks to test is as follows:

Ho          -  Performance appraisal does not enhance the                          attainment of higher efficiency and productivity in                  NSRMEA, Kaduna.

Hi           -    Performance appraisal enhances the attainment                  of higher efficiency and productivity in NSRMEA,                       Kaduna.

1.5       SIGNIFICANCE OF THE STUDY

This study will be of benefit to National Steel Council, Kaduna.  That the urgency and need for performance appraisal will be appreciated in the area of development of their human resources. And also, just as communication is bedrock in the achievement of organizational goals, the study will served as   another major tool (a guide) in aiding management in its functions of planning, organizing, staffing, directing, coordinating, reporting or reviewing, and budgeting (POSDCORB) in order to achieve the organizational goals.

More so, the study will be of benefit to the staff of NSRMEA, Kaduna as a motivational factor. Because the staff will be rest assured that they can only be promoted, placed, paid, commended etc. in accordance with their work done, target achieved, due process etc.

Finally, it is a contribution to the achievement and development of knowledge, as a secondary source of data and a reference material to other organizations, researches etc.

1.6       SCOPE and LIMITATION OF THE STUDY

The scope of the study covers National Steel Raw Materials Exploration Agency, Kaduna as the primary source of data for the topic, while the secondary data are materials from textbooks, journals, periodicals, internet materials, prospects etc. It is to be noted that this study is greatly faced with shortcomings by the poor management of information on performance appraisal activity in NSRMEA, Kaduna. However, other inability factors to the research work include:

1.    Time constrain: the time provide for the work execution of the study is rather too short for a thorough and detailed research on the topic. This is because NSRMEA, Kaduna has Six (6) other branches (Bases/Campsites) that are not situated in Kaduna.

2.    Lack of maximum cooperation by respondent: some of the respondents who are in position to give maximum relevant information refused doing so. While some did not give full information believing that such information is secret to them and should not be disclosed.

3.    late returning of questionnaire: some of the respondents did not return the questionnaire given to them and some returned theirs very late.

4.    Finance: it was difficult for me to cover all the Agency’s Bases/Campsites due to financial constraints.

1.7       HISTORICAL BACKGROUND OF NATIONAL STEEL RAW MATERILAS EXPLORATION AGENCY, KADUNA

National Steel Raw Materials Exploration Agency came into existences as the Exploration and Mining Division of the defunct Nigerian Steel Development Authority (NSDA), which was established by Decree 19 of 1971. It later became a corporate body through the enactment of decree 49 of 1992 with mandate amongst others to carry out the exploration of steel raw materials in all parts of Nigeria and elsewhere for the iron and steel industry, and to establish and execute a steel raw material base for the Country.

The essential ingredient of the organogram is the emphasis on specialization on the major mineral raw material requirements of the iron and steel industry i.e. iron and other metal alloys, coal, limestone, clay and other industrial minerals that perform the roles of fluxes, refractory and foundry raw materials. The Agency which is headed by the Director General/Chief Executives has five (5) departments and staff strength of two hundred and sixteen (216). These five departments are headed by Directors.

1.71 THE AGENCY’S FUNCTIONS

The Decree No. 49 of 1992 mandates the Agency to carry out the following functions:

Ú to carry out the exploration of steel raw materials in all parts of Nigeria and elsewhere for the iron and steel industry;

Ú to establish and execute a steel raw material base, including mineral resources management, monitoring, resource utilization studies and inventory in relation to the iron and steel industry;

Ú to carry out detailed geological, geophysical and geochemical investigations, including analytical and laboratory works, cadastral surveys, photo-geological and other interpretations, core drilling and well logging, geo-statistics and mineral reserves calculations, estimations and evaluations as may be required for the exploration of steel raw materials;

Ú to carry out geological investigations of host rocks and overburdens, including geochemical, stratigraphic, mineralogic and petrography studies and field spot-tests of rock and mineral samples for pilot and industrial scale studies in relation to the iron and steel industry;

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