Web Based System For Promotion Processing

 

Efficient and effective management of the promotion information of employees are critical to sustainable socio-economic development of a nation (Adebayo, 1994).  Civil Service employees are selected and promoted on the basis of a merit and seniority system, which may include examination. Promotion in the civil service usually takes time to process. To effectively manage promotion in the civil service, there is need to automate the process to eliminate bottlenecks. It is based on this background that this research work is based to develop a Web based intelligent system for promotion processing and management.

 

Provision of data to computer systems, for decision making, by making use of a computerized system is one of the most promising areas of research in promotion information management. When a task is given to a computer aided system, it speeds up processing. It is the job of computer-aided systems to find the best solution based on the information available to it. With development in computerized technology and advent of dynamic web services the data can be processed and distributed through web services. Such data is a valuable source of information for the computer aided promotion information system. Computerized systems such as web services are dynamic as parameters are passed on to its functions. Values returned from these web services (functions) can provide input for computerizedsystems to accomplish various tasks such as promotion processing and management.

 

 

 

Civil Service In Nigeria

The Civil Service is the administrative bureaucracy which occupies an essential position in the political system of nations. Throughout the world, the contributions of Civil Service in promoting sustainable and equitable economic growth are receiving increasing attention. Efficient and effective management of the Civil Service are critical to sustainable socio-economic development of a nation. Civil service in Nigeria comprises workers in the various ministries or departments apart from those who hold political appointments. Civil Service reform on the other hand refers to the purposeful modification of governmental human resource management system with the goal of maximizing important administrative values.

 

Civil Service is the body of government officials who are employed in civil occupations that are neither political nor judicial. Civil Service refers to employees selected and promoted on the basis of a merit and seniority system, which may include examination. The Civil Service consists of people employed by the state to run the public service of a country. The civil service is a term used to cover these civil servants who are direct employees of the federal and state governments, other than the police, the armed forces personnel, tile judicial personnel and the teachers. Its usage excludes also employees of statutory corporations and boards. The civil service comprises all servants of the state, other than those holding political appointments, who are employed in a civil capacity and whose remuneration is paid out of (money voted by the legislature. Civil service can also be seen as the body of permanent officials appointed to assist the political executive in formulating and implementing governmental policies. Workers in the civil service are usually promoted from level to level.

 

Promotion in the civil service usually takes time to process. To effectively manage promotion in the civil service, there is need to automate the process to eliminate bottlenecks.

 

 

The past civil service administration system in Nigeria was characterized by bureaucratic bottlenecks. This was tied to the following reasons:

The manual way of recording and processing flat files, one after the other and it takes a whole lot of time to process a single file.

At many times, there is evidence of staff qualified for promotion not getting promoted for many years. One of the reasons for this can be attributed to the method of processing promotion.

There is therefore need for an automated system that will manage the promotion records of staff of the civil service commission.

Promotion Systems and Organizational Performance: A Contingency Model

 

Promotion systems affect almost all aspects of organizational lives. This is particularly evident from studies of human resource management (HRM) (Fuller and Huber, 1998) and internal labor markets (Baker and Holmstrom, 1995; Barron and Loewenstein, 1985), to name a few. Given the importance of promotion systems in organizations, it is surprising that few studies have attempted to examine the role of various environmental, organizational and job factors on the effectiveness of promotion systems (Allen, 1997; Ferris et al., 1992). This study attempts to fill some of the void and explore the organizational impact of a variety of important promotion systems commonly practiced in organizations including up-or-out systems, absolute merit-based systems, relative merit-based systems, and seniority-based systems. The systems are tested under a wide variety of conditions and the contribution of each promotion system to the performance of an organization on a simulated radar detection task is compared. Factors considered include: the nature of the task environment, individ- ual capabilities, organizational structure, monitoring frequency, performance criteria, and transferability of knowledge. The use of a computational model allows a wide range of contingencies to be systematically examined.

The paper begins with a discussion of previous research on this topic and the theoretical rationale for the study. This is followed by a discussion of the various types of promo- tion systems and the factors that may mitigate the performance of those systems. Inter- spersed in this discussion in the generation of hypotheses for the subsequent computational

 

experiments. The following section of the paper discusses the computational model used in the study and the method of operationalizing the variables discussed in the theory section. The results of the experiments are presented followed by a discussion of the results and conclusion.

 

Theoretical Background and Hypotheses

 

Traditionally, students of human resource management (HRM) have placed the study of promotion and recruitment under the rubric of employee selection (Fuller and Huber, 1998). Selection is the process of matching workers to jobs to maximize organizational produc- tivity and performance. Promotion and recruitment are linked because the HR practitioner is supposedly indifferent to whether that candidate is recruited from inside or outside the organization. However, promotion proves to be the more pervasive phenomenon. Empiri- cal studies reveal that around 75% of vacancies are filled by promotions from within the organization (Baker et al., 1994; Chan, 1996; Lazear, 1992; Wholey, 1985).

According to labor economists, internal labor markets are favored because managers typically have better information about an employee’s ability, motivation, and performance (Baker and Holmstrom, 1995; Barron and Loewenstein, 1985; Wholey, 1985). Internal candidates may also have developed specific skills not readily available in the external market (Gibbons and Waldman, 1999).

While the reliance on an internal labor market is characteristic of most organizations, there is considerable variation in the mechanisms used to select candidates for promotion. Universities, professional service firms, and the military often use up-or-out models of promotion, where junior employees must make the grade within a specified period of time or exit the organization (O’Flaherty and Siow, 1995; Waldman, 1990). Many other organizations rely on some form of merit or rank-order system, where those receiving the highest performance evaluations in a given cohort are promoted while those missing the cut remain at their current level (Lazear and Rosen, 1981). Seniority has also been widely used as a basis for promotion in many industries (particularly in public administration) but has fallen from favor in recent years (Dobson, 1988; Mills, 1985).

Organizational economists assume that persistent variations in organizational practice must reflect efficient adaptations to local conditions and constraints (Milgrom and Roberts, 1992). Thus, the military and academic use up-or-out promotion systems because they are the most efficient vehicles for the type of environment in which these organizations operate. Economists often seek to justify why one (seemingly inefficient) mode of organization are actually more efficient in a particular context.

The efficiency viewpoint is consistent with contingency theory that argues that one best practice does not fit all. Organizations must continually adapt their practices to environmen- tal realities to improve performance (Lawrence and Lorsch, 1967). Contingency theory goes beyond the economist’s quest for understanding in seeking to provide normative guidance for managers on how to adjust organizational parameters to cope with changing environ- mental conditions.

Given the pervasiveness of promotion systems in organizational life, it is disappointing to note that only a few studies have attempted to describe the effect of various environmental,

 

organizational and job factors on the characteristics of promotion systems (Allen, 1997; Ferris et al., 1992). Ferris et al. (1992) developed a comprehensive model of antecedent and outcomes of promotion systems. Surveys were used to collect data on antecedent factors such as industry type, degree of centralization and formalization, firm size, strat- egy, and degree of unionization. The survey tool also collected information on outcomes, including factors such as return on investment, turnover, and the perceived fairness of  the system. The type of promotion system in a company was determined from four survey responses: whether the company had a) a promotion from within philosophy,

1. b) a time-in-grade requirement, c) a fast track promotion system, and d) a mentoring program.

The limitations of this approach become readily apparent when we consider  that Ferris et al. (1992) received only 41 usable responses from 347 mailings to companies   in four industries. A follow-up survey by Allen (1997) utilizing the same model received usable data from only 74 of 284 mailings across nine industry groups. Given low statisti- cal power, only a few significant correlations were found and results were frequently not replicated between the two studies. For instance, one interesting result in the Ferris et al. (1992) paper was a reported correlation between return on sales and the use of ability and prior performance as promotion criteria The result was not replicated in the Allen (1997) follow-up study. Neither paper provided descriptive statistics or correlation matrices for review.

The lack of research in this area creates several problems for organizations. First, there is no way of knowing if current practices are the most efficient set of arrangements. Firms may be satisficing rather than maximizing performance but a fear of failure prevents experimen- tation with alternate promotion systems. Secondly, firms in new industries, or facing new conditions, have little guidance in the selection of a promotion system. Understanding the factors that favor one system over another should lead to better outcomes than the current reliance on tradition, habit, or luck.

The current study uses a computational model to study the relationship between pro- motion systems and organizational performance. A computational approach allows us to study the dynamic effects of a range of factors while simultaneously controlling for extra- neous variables that make real-world comparisons difficult. Studies have shown that such a methodology can be very effective in complementing the contingency perspective (Lin and Carley, 1995; Lin and Carley, 1997).

 

Types of Promotion Systems

 

A useful discussion on promotion systems can be found in the organizational economics literature. According to economists, a promotion system serves two fundamental purposes (Baker et al., 1988). First, it selects more able individuals for positions of greater responsi- bility (the job assignment or matching function of the promotion system) and, secondly, it motivates employees at one level to strive harder to reach the next one (Lazear and Rosen, 1981).

In this study, we deliberately chose to model only the job assignment or matching function of promotion systems. We did this for three reasons:

 

1. The incentive effect of promotion systems has received little or no coverage in the HRM literature. Promotion is seen as simple job assignment not as a tool for potentially motivating all workers (whether promoted or not).
2. Motivation is extremely difficult to model. Motivation impacts productivity and turnover, waxes and wanes over an employee’s tenure, and fluctuates in response to organizational events (such as being passed over for promotion). There is little reliable data concerning the magnitude of these motivational effects. Any attempt to provide a credible model of motivation is likely to be met with howls of derision for some perceived error of omission or commission.
3. Procedural rules for promotion are easy to model. For instance, if seniority is the basis for promotion, it is a simple matter to identify the most senior employee in a given cohort or group. The rules are so transparent and uncontroversial that, in effect, the process is self-validating (Carley, 1996).

 

Clearly, by controlling (or neglecting) incentive effects across promotion systems we provide only a partial model of the effect of promotion systems on performance. Incentive effects are critical to understanding the full impact of a given promotion system. However, the validity of simplifying reality can really only be assessed in relation to the purpose of the model (Burton and Obel, 1995). We believe the model is still capable of producing useful insights for HR practitioners with this simplification. In particular, the model addresses the question of whether the variations in job assignment performance across different contin- gencies are large enough to justify changing promotion systems. The transparency of the rules gives us a great deal of confidence in the outcome. We are also confident that the use of empirically validated parameter settings and organizational archetypes can further improve the model’s validity (Harrison and Carroll, 1991). Moreover, the existing focus of HR practitioners on job assignment issues suggests motivational issues are already being neglected, and the general paucity of data on these questions begs for a contribution even with these simplifications.

 

Types and Nature of IoT in Educational system

Smart Learning

The two primary participants in the learning systems in the conservative learning environment are the lecturers who demonstrate and the students who watch and learn. Traditional methods of instruction and learning required that both parties be present at the same time and place, which is challenging for both parties to undertake.

The intelligent learning environment can take the place of all these conventional learning barriers. The four tiers of smart learning concepts—learning, evaluation, interaction, and analysis—memorize the sustained presence of intelligent systems.

The  smart  learning  system’s  main  determinants  are  considering  student aspirations, knowledgeable talent, and knowledge levels to create a transparent learning environment for the lecturers .A  smart  learning  atmosphere  makes  available  an  overall,  interoperable  and  continuous  learning  architecture  to participate and exchange three primary measurements of learning resources: learning partners, learning contents, and learning  services.

The  classic  smart  learning  environment  consists  of  student  preservation  systems,  real-time  learning,  users’  distribution  and  assessment  of  ultimatums,  interactive  recycling  lectures,  and  online  course materials. Over the previous decades, teaching and learning have historically been restored towards applying forwarding thinking technologies. A  methodology  that  shows  students  build  their  performance  through  social  networks  across  campus provides a context-based foundation for instructional learning experiences. The methodology uses mobile sensing and learning  technologies  with  web  servers  built  to  achieve  a  holistic  learning  environment  (u-learning).  Instead, additional requirement assessment in terms of student behavior and content

Smart Classroom

A Smart Classroom is an intelligent class that integrates creative teaching and learning strategies with new pedagogy into evolving technologies. This smart classroom concept’s system requirement is needed to ensure active interactions among students and lecturers to interact virtually without neglecting the course objectives .Smart classroom concepts have proven to influence internet-based learning, such as e-learning, m-learning, and many distance education systems, or a smart environment designated with a collection of resources that interact with the students and lecturers. As part of interactive learning, smart classrooms are a place for students to learn and work together. In orderto achieve specific cooperative tasks, lecturers encourage students to work in small groups. In this context, students are encouraged to guide each other to cope with difficult challenges.  In  having  proper  interaction  and  concentration,  the  smart  classroom  creates  an  atmosphere  that facilitates the transformation from traditional classroom models to active classes where the layout most suitablefor a group of four to six students[24].Moreover, this smart classroom concept can be enhanced. All laptops, tablets, and projectors are connected to create a gateway to enable students to engage more in collaborative learning and inspire active interaction between students and lecturers.

Smart Laboratories

In  the  laboratory, IoT  is utilized  to  allocate  appropriate  time  and  takes full  advantage of  the  available  resources  to retains  energy.  For  example,  to  enter  the  smart  lab,  students  are required  to  have  an  RFID  tag.  All  the  lights automatically switch on as entering the lab, and each student will be assigned a specific device. The system tracks the usage of the labs and opens more labs when it is necessary. It is also able to shut down any unoccupied or suspicious computers.  Air  conditioners  are  also  automatically  switched  on  only  when  the  temperatures  are  out  of  range. Eventually, generate efficient and effective lab management and power control facilities.

 

The redesign of the Nigerian currency will greatly boost the nation’s cash flow and is a win in the war against counterfeit money. Currency fraud has grown to be a significant source of income for some, which has made counterfeiting quite challenging. According to CBN, Nigerians have formed factories and are merely printing bank notes because they do not use the banking system. The Nigerian Central Bank cannot identify counterfeit money. There is a problem if the regulatory body is unable to solve this, which is why rethinking is required. A secondary goal of naira redesign is to lessen kidnapping and the rapidly growing ransom trade. They typically hoard money, which is against the law in their field of business.

1. Naira redesign will aid EFCC in its fight against money laundering.

The Economic and Financial Crime Commission (EFCC) in Nigeria will benefit from the naira redesign by curbing money laundering. he EFCC boss has said “the objectives which the CBN seeks to achieve with the redesign and reissue of the higher denomination naira notes, are in tandem with the objectives of the Money Laundering Prevention Prohibition Act 2022, which criminalises the conduct of cash transactions above a certain threshold.”Many corrupt government officials, both former and current, have amassed large sums of old naira; as a result, they may now move around with it in a bullion van unhindered. Therefore, the redesign of the naira will force dishonest politicians who go in bullion vans to explain how they are able to get money.

2. Minimize vote buying in 2023 election

The main thrust while Nigeria government’s redesign Naira note is to seize any funds that are not under the CBN’s jurisdiction. The governor of the Central Bank of Nigeria, Mr. Godwin Emefiele, in 2023 succinitly put “outside bank vaults, N2.7 trillion out of the total N3.23 trillion is in private vault”

Vote-buying and the acquisition of permanent voter cards will be addressed by the redesign of the naira in the elections of 2023. The unexpected CBN regulation of redesigning some currencies is predicted to surprise the system during the election period in Nigeria and have an impact on politicians who have accumulated sizable financial campaign cash to fight the 2023 election, because all old currencies are expected to return to the bank vault by February 10, 2023.

3. Reduce over depenency of Naira in Cash

Carrying cash in your hand will be reduced to a bare minimum with the redesign of the new naira. The new withdrawal regime further pegged the maximum cash withdrawal per week via an automated teller Machine (ATM) at N100,000 subject to a maximum of N20,000 cash withdrawal per day. Also, only denominations of N200 and below shall be loaded into ATMs while the maximum amount that can be withdrawn via Point of Sale (POS) terminal was limited to N20,000 daily.
This limitations placed on daily withdrawal will make Nigerian people to explore other alternative payment options like the USSD, online transfers etc

4. Encourage the re-adoption of E-naira

According to Section 19 of the CBN Act, the CBN issued the enaira as a digital form of fiat currency. It is a direct obligation of the CBN and legal tender that is also included in the currency in use in Nigerian society. The naira redesign will now encourage Nigerians to re-adopt the use of Enaira digital payment which was met with negative critiscism when it was launched.

5. Revolutionalization of digital payment system

The ongoing development of the internet and electronic commerce has altered how goods and services are promoted and sold. The development of electronic information resources and the digital era have raised a number of new problems for individuals who sell goods and provide information services. The customer’s need for greater convenience, better services, and time savings changes how businesses engage with their customers as a result of the Internet. With regard to how we manage service quality, one of the primary jobs of the internet as a communication medium and one that is crucial to customer happiness, the goal of the naira redesign is to revolutionalize the Nigerian ecosystem.

6. Reduction of Crime and crime tracking

CBN naira redesign comprehensive feature approach raises the bar for the new banknote design and security features. Benefit from a customized combination of visual effects such as breathtaking dynamics, unique ColorShift, and machine-readable features such as MultiCode™. The new banknotes will continue to be a dependable and secure form of payment thanks to unwavering security, environmentally friendly manufacturing, and maximum design and customisation options.
The MultiCode™ in the new naira will help in crime tracking. Kidnappers who collects money for ransome will be tracked via the MultiCode security embedded in the new naira.

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IMPACT OF NAIRA REDESIGN ON NIGERIA ECONOMIC DEVELOPMENT

• Naira redesign will aid EFCC in its fight against money laundering
• Minimize vote buying in 2023 election
• Reduce over depenency of Naira in Cash
• Encourage the re-adoption of E-naira
• Revolutionalization of digital payment system
• Reduction of Crime and crime tracking

 

Concept of Patient Teaching/Education

 

Rankin, Stallings and London (2005) defined patient teaching (patient education) as the process by which health professionals and others impart information to the patients that will alter their health behaviours or improve their health status. Martin (2012) opined that patient teaching involves helping patients become better informed about their conditions, medical procedures, and choices they have regarding treatment. Quinn (2010) opined that patient teaching involves information giving asking and answering questions, explaining and demonstrating.

Faulkner (1996) cited in Quinn (2010) asserted that patient teaching covers the teaching of the patient to understand his disease which may affect his future or have contributed to his present state.

Walsh (2005) viewed patient teaching as an interactive process whereby learning which may be used to influence behaviour, takes place. Freire (1985) in Walsh (2005) pointed out that real patient education entails emancipation that is librating people to make their own decisions on their own terms. He however, noted that nurses and other professionals have

hesitated to allow patients the control that they need to make their own choices and decisions. At times this reluctance has stemmed from our maternalistic/paternalistic view of patients. Hospitals and other health care agencies have also created organizational barriers that prevent the patient from having the freedom to make decisions about health. Every patient has the right to seek information and participate in the educational plan. Simply providing information about health matters is a waste of time. This is because the purpose of education is to encourage patients to use knowledge to modify behaviour and perform activities that will result in improved health.

From the above definitions one can deduce that patient teaching is an interactive process whereby health professionals impart information on health matters with the aim of changing their health behaviours and thus improve their health status. The above definition implies that the role of the nurse is to plan learning experiences with the patient as a component of total care, so that patients share responsibility for health. When the nurse does this, patients are able to make rational decisions with respect to health, participates in self-care and adjust to the realities of life.

Importance of Patient Teaching

 

Patient teaching is very important in the health care setting. Smeltzer, Bare, Hinkle Cheever, (2010) identified the following importance of patient teaching:

• Patient teaching provides adequate knowledge and training in self-care skills and thus helps clients to make informed decisions about
• It helps clients with chronic illness to participate actively in and assume responsibility for much of their own
• It helps those patients with chronic illness to adapt to their illness, prevent complications, carry out prescribed therapy and solve problems when confronted with new
• It can also help in preventing crisis situations and reduce the potential for re- hospitalization resulting from inadequate information about self-care.
• Patient teaching helps clients to achieve their maximum health
• It helps in reducing health care costs by preventing illness, avoiding expensive medical treatments, decreasing lengths of hospital stays and facilitating earlier
• Patient teaching is a tool for increasing patient satisfaction and for developing a positive image of the
• Patient teaching is also a cost-avoidance strategy for those who believe that positive staff patient relationships avert malpractice
• Patient teaching improves nurses’ job satisfaction because you know you impacted someone’s life