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1 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 2 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 3 DEDICATION This work is dedicated to God Almighty, my beloved wife Mrs Olive, Ilo and Daughter Chisimdi 4 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 5 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. 6 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-------------------------- 7 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 8 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 9 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 10 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 11 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. 12 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 13 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 14 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 15 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 16 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 17 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 18 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. 19 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. 20 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 21 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 22 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. 23 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 24 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 25 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, 26 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 27 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 peopleoriented 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 subsystems 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, Directorgenerals 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 socioeconomic 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 60 64.5 Females 20 35.5 Total 80 100 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 45 55 Single 30 35.5 Divorced 5 9.5 Total 80 100 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 10 12 Secondary 30 35.5 OND/NCE 10 12 HND/BSC 25 30 Masters and above 5 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 12 118 100 Total 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 S/NO Opinions Frequency Percentage 1 Yes 20 30.5 2 No 60 69.5 Total 80 100 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 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 S/NO Opinions Frequency Percentage 1 Yes 60 69.5 2 No 10 15.5 3 Not always 10 15 Total 80 100 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. 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 S/NO Opinions Frequency Percentage 1 Yes 85 90 2 No 15 10 Total 80 100 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 61 S/NO Opinions Frequency Percentage 1 Yes 70 69.5 2 Not mandatory 10 30.5 Total 80 100 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. S/NO Opinions Frequency Percentage 1 Yes 80 100 2 No 0 0 Total 80 100 Source: Research data (2010) 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. S/NO Opinions Frequency Percentage 1 Yes 60 70 2 No 20 30 Total 80 100 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. 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 1 Based on academic 10 Percentage 15.5 qualification 2 From any interested 60 69 staff 3 As may be required by 10 15.5 management 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 secretaries/H 69 Type Calculator writer Adding Word Machine Processor Computer Type write Cal culato r Office of the 9 3 7 4 2 9 0.33 0.77 8 8 6 5 0 5 1 0.75 47 45 21 2 0 14 0.95 0.47 40 37 24 1 0 11 0.93 0.6 7 7 4 1 0 0 1 0.57 7 7 3 1 0 1 1 0.43 118 107 65 14 3 40 5.21 3.59 Head of Service Ministry of Finance Board of Internal Revenue State Health Management Board Ministry of Information and Culture Civil Service Commission Total 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. 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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 3 Educational Qualification: Primary HN D/BSC 4 D Single Divorced Secondary OND/NCE Master and Above Level in the organization: Senior Junior Staff SECTION B 1. How often does Enugu State civil service use M.I.S? More often Rarely D Not at all 2. Are staff of Enugu state civil service competent in the use of M.I.S Yes D 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 8. No 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 84 10. If no, do you think that staff inefficiency is as a result of lack of adequate training? Yes D No D 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 D D the management D 12. Dose acquiring of M.I.S training elevate one from one position to another? Yes D No D 13. Will staff training led to higher productivity in Enugu State civil service? Yes 14. D No D Do you agree that staff are being paid satisfactorily? Agreed Disagreed D D 15. Since staff are adequately paid dose the condition affect their performance in the service delivery? Yes No 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