employee mgt

7/30/2019 Employee Mgt

1/45

TABLE OF CONTENTS

Title page - - - - - - - - - - i

Certification - - - - - - - - - - ii

Approval page - - - - - - - - - iii

Dedication - - - - - - - - - - iv

Acknowledgment - - - - - - - - - v

Abstract - - - - - - - - - - vi

Table of content - - - - - - - - - vii

List of Figures/Tables - - - - - - - - - x

CHAPTER ONE

INTRODUCTION

1.0 Introduction and Scope of Study - - - - - - 1

1.1 Background of Study - - - - - - - - 1

1.2 Statement of the Problem - - - - - - - 2

1.3 Objective of the Study - - - - - - - 3

1.4 Significance of the Study - - - - - - - 4

1.5 Scope of the Study - - - - - - - - 5

1.6 Limitation of the Study - - - - - - - 61.7 Definition of Terms - - - - - - - - 7

CHAPTER TWO

LITERATURE REVIEW - - - - - - - - 6

2.0 Introduction - - - - - - - - - 6

2.1 Performance Evaluation - - - - - - - 6

2.2 Performance management - - - - - - - 7

CHAPTER THREE

METHODOLOGY AND ANALYSIS OF THE PRESENT SYSTEM

3.0 Introduction - - - - - - - - - 17

3.1 Design Methodology - - - - - - - - 17

i


2/45

3.2 Present Procedure - - - - - - - - 18

3.3 Weakness of the Present System - - - - - - 19

3.4 Dataflow Diagram - - - - - - - - 20

3.5 The Organization and her Environment - - - - - 21

3.6 Demographic Variables - - - - - - - 36

CHAPTER FOUR

SYSTEM DESIGN

4.0 Introduction - - - - - - - - - 23

4.1 Objective of the Design - - - - - - - 23

4.2 Main Menu - - - - - - - - - 23

4.3 Data Specification - - - - - - - - 25

4.4 Mathematical Formula Specification - - - - - - 26

4.5 Input/ Output Specification - - - - - - - 27

4.6 Data Dictionary - - - - - - - - 28

4.7 System Flowchart/ Dataflow Diagram of the New System - -

4.8 Algorithm for the Modules - - - - - - -

4.9 Program Modules Specification - - - - - -

4.9 Program Modules Specification - - - - - -

4.10 Choice of Programming Language - - - - - -

CHAPTER FIVE

SYSTEM DOCUMENTATION AND IMPLEMENTATION

5.0 Introduction - - - - - - - - -

5.1 Hardware and Software Requirement- - - - - -

5.2 How to Install the Software - - - - - - -

5.3 Training of Operations and Application Detail - - - -

5.4 Implementation Detail - - - - - - -

5.5 Commissioning (Making the System Operational) - - - -

5.6 Maintenance Details - - - - - - - -

ii


3/45

CHAPTER SIX

SUMMARY AND CONCLUSION

6.0 Summary - - - - - - - - -

6.1 Review of Achievements - - - - - - -

6.2 Conclusion - - - - - - - - -

6.3 Recommendation - - - - - - - -

REFERENCES - - - - - - - - -

iii


4/45

TABLE OF FIGURES/ TABLES

Figure 3.0 Dataflow of the Existing System - - - - - 20

Figure 3.1 Global Mckens Organogram - - - - - - 21

Table 4.1 Employee - - - - - - - - - 25

Table 4.2 Report - - - - - - - - - 25

Table 4.3 Transfer - - - - - - - - - 26

Table 4.4 Welfare - - - - - - - - - 26

Figure 4.2 Login - - - - - - - - - 27

Figure 4.3 Welfare Form - - - - - - - - 27

Figure 4.4 Job history Form - - - - - - 28

Figure 4.5 System Flowchart - - - - - - - - 29

Figure 4.6 Dataflow of the Present System - - - - - - 30

Figure 4.7 Main Menu Selection Flowchart - - - - - - 31

Figure 4.8 User Login Flowchart - - - - - - - 32

Figure 4.9 Database Flowchart - - - - - - - 33

iv


5/45

CHAPTER ONE

INTRODUCTION

Performance evaluation is one of the most human resource policies. Rewarding and

promoting effective performance in organizations, as well as identifying ineffective

performers for developmental programs or other personnel actions which are essential to

human resource management (Pulakos, 2003). Performance evaluation is a constructive

process to acknowledge the performance of an employee which makes them work very hard

for betterment of the organization. It is a tool one can use to help enhance the efficiency of the

work unit. Performance management includes activities to ensure that the goals are

consistently being met in an effective and efficient manner.

It is a process of motivating employees through setting goals, measuring progress, giving

feedback, coaching to improving performance and rendering achievements.

The better the performance ; the better ranking the employee would get in the institute.

1.1 Background of Study

Performance evaluations have been conducted since the times of Aristotle (Landy et al, 1983).

The earliest formal employee performance evaluation program is thought to have originated

in the United States military establishment shortly after the birth of the republic (Lopez,

1968). The measurement of an employees performance allows rational administrative

decisions at the individual employee level. It also provides for the raw data for the evaluation

of the effectiveness of such personnel system components and processes as recruiting policies,

training programs, selection rules, promotional strategies and reward allocations (Landy et al,

1983). In addition, it provides the foundations for behaviourally based employee counseling.

In the counseling setting, performance information provides the vehicle for increasing

satisfaction, commitment and motivation of the employee.

1.2 Statement of the Problem

v


6/45

In every other occurrence, there are some problems notices when dealing with the

paper/human processing format associated with the normal system which is used in the

present system that necessitated the design. This includes the following:

i. Irregular promotion of employees; which may be as a result of misplacement of the

employee record constituting the whole information concerning the employee as

recorded or delay in update of the record.

ii. Misplacement of employee file: this is bound to happen regarding the fact that the

employee files are heaped in a corner and is accessible by a lot of staff members of

that department/unit.

iii. Delay in update of employee record: this is also can delay employee benefits.

iv. Delay in searching/ retrieval of employee record.

v. Inability to identify all the workers in institutions.

vi. Unauthorized assessment of employee record.

vii. Slowness in conducting performance evaluation of employees.

1.3 Objective of the Study

The main objective of this work is to design and develop an employer performance evaluation

and management system among others such as:

i. Improve the effectiveness and efficiency of performance evaluation and management

system.

ii. Create a graphical user interface (GUI) for easy management.

iii. Minimize time wastage in the search/ retrieve of an employees record.

iv. Enable eligible staff to have promotion at appropriate period without delay

vi


7/45

1.4 Significance of the Study

This research work will help accomplish the following:

i. Maintain or improve each employees job satisfaction and morale by letting him/ her

progress and achieve personnel development.

ii. Provide an effective and efficient accessibility of employees record.

iii. Provide a life long evaluation and management scheme for a employee records.

iv. Assist in planning moves and placement that will best utilize each employees

capabilities.

v. Improve performance and rewarding achievements.

vi. Assure considered opinion of an employees performance and focus maximum

attention on achievement assigned duties.

1.5 Scope of the Study

In this research work, we focused strictly on personnel management, which will cover the

following:

Employment;

Welfare;

Discipline;

Transfer and retirement;

1.6 Limitation of the Study

vii


8/45

There are constraints to this research work. Some of these constraints include;

Limited resources for the research work;

Frequent power failure;

Financial constraints.

1.7 Definition of Terms

Council means the governing council of the Organization

Department means any research, or administrative unit such as an admin, a centre or any

other unit of the organization.

Manager means a person appointed as head of department or as acting head of department

and such other persons who by virtue of their office are designated as heads of department.

Employee means and includes all person holding appointment as member of of the

organization.

Promotion means movement to a higher rank or status based on merit.

Misconduct means any conduct which is prejudicial to the good name and/ or reputation of

the university and/ or to the discipline and the proper administration of the university.

Organization means a group of people when form a business together in order to achieve a

particular aim.

Supervise means to be in charge of somebody or something.

Supervisor means a person who supervises somebody or something.

Institution means a large important organization that has a particular purpose, for example,

university or bank IT centre.

viii


9/45

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

Many businesses today more than ever now are using performance evaluation and

management programs. The reason for this is that they are not only extremely beneficial to the

employer but also to the employer as well. In fact such programs have become a necessary

part of being able to manage a business more effectively.

It is through these evaluations that a manager or supervisor can see just how effectively an

employee is working within their department and what if anything needs to be done to

improve their effectiveness. These evaluations also provide the employee with a chance to

learn just how effective they are being and help them with guidance in relation to the career

and goals. It also provides the employee with a chance to air any grievances or problems they

may be having in relation to their job and their performance (Abbey, 2007).

2.1 Performance Evaluation

Performance evaluation is a constructive process to acknowledge the performance of an

employee.

Performance evaluation is a tool you can use to help enhance the efficiency of the work unit.

This tool is a means to help ensure that employees are being utilized effectively. Employee

can use it as a clear indication of what is expected of them before you can tell them how well

they are doing and there as feedback of how well they did.

Performance evaluation also provides for the raw data for evaluation of the effectiveness of

such personnel system components and processes as recruiting policies, training programs,

selection rules, promotional strategies and reward allocations (Landy et al, 1983).

ix


10/45

2.1.1 Purpose of Performance Evaluation

Performance evaluation is a multi-purpose tool used to measure actual performance against

expected performance, provide an opportunity for the employee and the supervisor to

exchange ideas and feelings about job performance.

The primary purpose of performance evaluation is to provide an opportunity for open

communication about performance expectations and feedbacks. Most employees want

feedback to understand the expectations of their employers and improve their own

performance for personal satisfaction.

Performance evaluation identifies employee training and development needs, and plan for

purpose of promotion, transfer and reduction in force. It also support alignment of

organization employee goals provided the basis for determining eligibility for compensation

adjustment based on merit. Performance evaluation provides legal protection against lawsuits

for wrongful terminations.

2.1.2 Benefits of Performance Evaluations

Many benefits result from the performance evaluation process:

i. Control of the work that needs to be done.

ii. Enhancement of employee motivation, commitment and productivity.

iii. Identification of goals and objectives for employee satisfaction of basic human needs

for recognition.

iv. Identification of process improvement opportunities.

v. Identification of employee development opportunity.

2.2 Performance Management

x


11/45

Performance management includes activities to ensure that goals are consistently being met in

an effective and efficient manner.

Performance management can focus on performance of an organization, department, process

to build a product or service, employees, etc.

Performance management is the process of motivating employees through setting goals,

measuring progress, given feedback, coaching the improved performance and recording

achievements (Carter McNamara, 1997-2008).

In Aberdeens (June, 2007), bench work report entitled Enhancing Operational Results with

Employee Performance Management the primary pressure driving employee performance

arrangement was the need to improve overall organizational performance and followed

closely by employee productivity.

2.2.1 Traits to be Evaluated

The following is a guide which can be used to evaluating an employees overall performance:

i. Knowledge of work: How well does the employee know his or her job? In

order to successfully complete the duties and responsibilities of this position, what

level of technical knowledge does the employee demonstrate?

ii. Quantity of work: Is employee rate of production adequate? How does employees

production compared with others? Does employee display efficient use of time?

iii. Quality of work: Does the employee make frequent mistakes? Does employees

performance require constant supervision in order to ensure accuracy?

iv. Initiative: Does the employee volunteer for new assignment and responsibilities?

v. Dependability/ Responsibility: Does employee consistently fulfill responsibilities?

How much follow-up is required? Hoe reliable is this employee?

vi. Quality of interpersonal relationship: Does employ create resentment in fellow

employee? How tactful is employee when communicating with fellow employee?

xi


12/45

vii. Attendance: How often is employee absent or late? Does the employee notify his/ her

supervisor promptly when absent?

viii. Punctuality: Is the employee consistently prompt?

ix. Supervising ability: does employee exert a positive influence on others?

2.2.2 Performance Appraisal

Performance appraisals are one of the most important requirements for successful business

and human resource policy (Kreslar, 2003).

Rewarding and promoting effective performance in organizations, as well as identifying

ineffective performers for developmental programs or other personnel actions are essential to

human resources management (Pulakos, 2003).

The ability to conduct performance appraisals relies on the ability to assess an employees

performance in a fair and accurate manner. Evaluating employee performance is a difficult

task. Once the supervisor undertakes the nature of the job and the source of information, the

information needs to be collected in a systematic way, provided as feedback and integrated

into the organizations performance management process for use in making compensation,

job placement and training decisions and assignment (London, 2003).

2.2.3 Skills that Matter Most

One aspect of performance evaluation is providing employers with performance feedback.

Such feedback should re-enforce the link between employee performance and employer

expectations. As such employees should consider when aspects of performance employee

perceived to be to the most important, to see if employees perception matches with

organizational expectation (Thomas and Keith, 2008).

2.2.4 Purpose of Performance Appraisal

Performance appraisal should focus on three objectives:

i. Performance not personalities.

xii


13/45

ii. Valid, concrete, relevant issues rather than subjective emotions and feelings.

iii. Reaching agreement on what the employee is going to improve in his performance and what

is going to be done (McKirchy, 1998).

Both the supervisor and the employee should recognize that a strong relationship exist

between training and performance evaluation (Bar, 1993). Each employee should be allowed

to participate in periodic sessions to review performance and clarify expectations. Both the

supervisor and the employee should recognize these sessions as constructive occasions for

two-way communication. These sessions will be particularly important for new employees

who will benefit from early identification of performance problem.

When the goals are identified, a plan for their achievement should be developed. The

supervisor should keep in contact with the employee to assure the training experiences are

producing desired impact (Bar, 1993).

2.2.5 How Often Performance Appraisal is carried out

Performance appraisal is normally conducted annually. The appraisal normally have an

effective positive incentives such as promotion, commendation, rectification and also negative

effect ranging from warning and reprimand to termination of appointment or dismissal.

There shall be departmental/unit appraisal committees and faculty/ research unit appraisal

committee.

2.2.6 Criteria for Appraisal and Promotion

Professional competence and judge by: adequate experience (minimum of three (3) years

from the date of last promotion or first appointment); research ability and publications or

other creative work suitability evaluated and integrity.

i. Marked efficiency, competence and contribution to effectiveness of the department/

unit.

ii. Ability to undertake new and expanded schedules of duty as well as additional

responsibilities.

xiii


14/45

iii. Special attitude initiative and training.

iv. Adequate experience of a minimum of three (3) years continuous service form the

date

of promotion or first appointment.

v. Integrity.

2.2.7 Steps to Performance Evaluation System

2.2.7.1 Develop an Appraisal Form

Performance evaluation should be conducted fairly, consistently and objectively to protect

employees interests and protect employer from legal liabilities. One way to ensure

consistency is to use a standard evaluation form for each evaluation.

The form should focus on the essential job performance areas.

2.2.7.2 Identify Performance Measures

Standard performance measures which allow person to evaluate an employees job

performance objectively can cut down on the amount of time and stress involved in filling the

evaluation form. Although developing these measures can be one of the more time assuming

parts of creating a performance evaluation system. It is also one of the most powerful. If you

have current job description for each position in your practice, you are already taken the first

step toward creating standard performance measures, which are essentially specific quantity

and quality goals attached to the tasks listed in a job specification. A good job description

alone can serve as a measuring tool during an evaluation if for example; you are addressing

whether an employee is still match the requirements of the position. Moreover, standard

performance measures take the job description one step further.

Standard performance measures can even objectively measure some of the work more

subjective job performance areas, such as work habits. For example, an objective measure can

be established for attendance by defining the acceptable number of times an employee can be

late or absent during a specific time frame.

xiv


15/45

2.2.7.3 Set Guidelines for Feedback

Feedback is what performance evaluation is all about. So before performance evaluation

system is implemented, make sure that everyone who will be conducting evaluations know

what kind of feedback give how to get it from the employee on return.

2.2.7.4 Create Disciplinary and Termination Procedure

In some cases, even after a thorough performance evaluation and a discussion of expected

improvements employee will continue to perform poorly.

Disciplinary actions may be taken against a member for proven misconduct. Without

prejudice to the provisions of the regulation, the power to exercise disciplinary control over

senior members of staff is vested on the university council.

A Head of Department/Unit is normally responsible to the Vice-Chancellor through the Dean

where applicable; for maintenance of the day to day discipline of and among the staff

assigned to his Department/Unit.

The following are the disciplinary measures which may be invoked against an employee:

i. Warning

ii. Deferment of increment

iii. Withholding of increment

iv. Suspension

v. Interdiction

vi. Termination

vii. Dismissal

xv


16/45

2.2.7.5 Set an Evaluation Schedule

Once performance the evaluation system, the evaluation form, the performance measures, the

feedback guidelines and the disciplinary procedures are constructed; when to conduct the

performance evaluations will be decided.

2.2.8 Common Evaluation Error

There are many errors that supervisors unconsciously make during performance evaluation.

Few of the most common mistakes are:

i. Control tendency: rating everyone at or near the middle of the scale to avoid the need

to justify extreme positions.

ii. Positive/negative leniency: rating higher or lower than the employee deserves

because the supervisor wants to motivate the workers to do better or he thinks there is

always room for improvement.

iii. Halo effect: a single favourable or unfavourably incident colours the evaluators

judgment of the employees overall performance.

iv. Similar to me: the tendency to rate employees similar to the supervisor higher and

those not similar lower.

2.2.9 Benefits of Production Performance Appraisals/Evaluations

i. Employee learns of his or her own strength in addition to weakness.

ii. New goals and objectives are agreed upon.

iii. Employee is an active participant in the process.

iv. The relationship between supervisor and employee is taken to an adult-to-adult level.

v. Work teams may be restructured for maximum efficiency.

vi. Employee renews his/her interest in being a part of the organization now and in the

future.

xvi


17/45

vii. Training needs and identifiers.

viii. Time is devotes to discussing quality of work.

ix. Control of the work that needs to be done.

x. Enhancement of employee motivation, commitment and productivity.

2.2.9.1 Appointment

The following categories of appointments may be made by the Organization:

i. Full time regular appointment

ii. Full time contract appointment.

iii. Full time temporary appointment

iv. Full time appointment by transfer or secondment

v. Part time appointment.

2.2.9.2 Tenure of Appointment

The appointment of all staff on tenure in the Organization normally extend to retiring age

unless a period of probationary service was imposed when any appointment was made or

unless due notice in writing of termination of the appointment has been given to or by the

university or the appointment is otherwise terminated under the provisions of regulations.

2.2.9.3 Confirmation of Appointment

Confirmation of appointment of a senior staff to retiring age after the initial period of two

years normally is made by the appropriate Appointments and Promotions Committee on the

recommendation of the faculty/departmental appraisal committee.

2.2.9.4 Retirement

xvii


18/45

Retirement date for staff holding confirmed appointments to retiring age normally the 30 th

day of September following the date on which the official age of retirement is attained. The

extension of an appointment beyond retirement age normally is on a year-to-year basis. For

senior staff, extension shall not be made beyond the age of seventy (70) years, or as may be

reviewed from time to time.

2.2.9.5 Resignation of Appointment

A member of staff may resign his appointment by giving due notice or payment in lieu of

notice, provided that this resignation shall not operate where such appointment is under bond

with the university. In such cases, the terms and conditions of the bond operates.

2.2.9.6 Leave

There are about seven (7) leave types that are operational vis-a-viz:

i. Study leave

ii. Study fellowship

iii. Research leave

iv. Sabbatical leave

v. Sick leave

vi. Examination leave

vii. Maternity leave

2.2.9.7 Medical Care

The organization provides medical services for members of staff and their families who wish

to receive medical attention.

A member of staff and his family (wife and children) normally is entitled in free medical

attention, including hospital accommodation and food.

2.2.9.8 Accommodation

xviii


19/45

Residential accommodation: the organization does not provide residential accommodation for

her staff in line with current policy of the Federal Government of Nigeria.

2.2.9.9 Benefits

All members of staff who are appointed to all established posts and who holds appointments

on tenure confirmed to retiring age shall be entitled on retirement, to all financial benefits in

accordance with the Federal Government and /or State Government Pension Scheme for

public servants. The benefits include:

i. Death benefits

ii. Pension after retirement and

iii. Transfer values

Moreover, a staff member who wishes to retire voluntarily from the service of the university

after at least ten (10) years public service normally give at least three months notice of his

intension to retire. Where a staff member wishes to leave the services of the university before

ten years service shall give one month notice. It is obligatory for the university to pay staff

retirement benefits not later than the end of the mandatory period of notice of retirement.

CHAPTER THREE

METHODOLOGY AND ANALYSIS OF THE PRESENT SYSTEM

3.0 Introduction

It is worth noting that the success of any research work is largely dependent on how well the

present system under consideration is studied and its operations and shortcomings understood.

Methodology is defined as development of methods, procedure or set of procedures to be

applied within a discipline.

xix


20/45

System analysis is a process of studying the present system with a view of determining the

problems and lapses of the system so as to fashion out a new system that will eliminate the

problem.

The end result of any analysis or research work is to find out what type of data is maintained,

what fact to find and look for, how to find them and how to record them for use.

3.1 Design Methodology

The methodology adopted in the design of this work is the universally accepted software

engineering model, which is the structured system analysis and design methodology

(SSADM). SSADM is a methodology used in the analysis and design stage of system

development. SSADM in common with other structured methodology adopt a prescriptive

approach to information systems development in that it specifies in advance the modules,

stages and tasks which have to be carried out, the deliverables to be produced and

furthermore, the techniques used to produce the deliverables.

The stages involved in SSADM are:

i. Problems identification phase

ii. Feasibility study phase

iii. System analysis phase

iv. System design phase

v. Program coding phase

vi. Program testing phase

vii. System implementation phase and

viii. Program maintenance

The methodology above was achieved using:-

i. Interview: The office of the Registrar was visited in many occasions and we

xx


21/45

interviewed the Deputy Registrar (Personnel) and also some of the staff to know how

they normally have their employee records managed. And then we were able to find

out how they operate with the manual present system.

ii. Observation: We were able to analyze the conventional method of handling

employee record using the manual method.

iii. Reviewing of instructional manual: This was studied to enable us draw out our

format and outline.

3.2 Present Procedure

1. Analysis of present system: The preset system which is the manual system where

employer records are stored in cabinet file. Different employer records are stored in

different files, indexed by faculty, department, sessions and year.

The various files are listed:-

i) Employee record file: this file stores the employee employment record which

includes:- year of employment, position, ranks, date of birth/birth certificate,

academic qualification, state of origin, nationality, department/unit, employee

identification number, acceptance form, medical fitness, passport and assumption

form.

2 Promotion file: It stores record on promotion of employers. The information stored in

this file includes:- employee id, previous rank/step, new rank/step and date of last

promotion.

3 Retirement file: This stores information on employee retirement. The retirement file

has the following information:- date of employment, date of last promotion, the last

rank promoted to, date of retirement and emolument.

xxi


22/45

4 Transfer file: This file stores information on transfer of the employees. It stores the

following information:- employee id, previous department/unit/institution, new

department/unit /institution and date of transfer.

3.3 Weakness of the Present System are :

i. Employees are denied of promotion as at when due.

ii. Employees records are not easily accessible.

iii. Employees records are readily available

iv. Employees records are protected against authorize use.

v. Files are easily misplaced.

xxii


23/45

xxiii


24/45

3.5 The Organization and Her Environment

Following the split of the former Anambra State into two States -Anambra and Enugu States,

the Awka and Nnewi campuses of the former Anambra State University of Technology, were

by the Anambra State Edict No 5 of November 26, 1991 constituted into Nnamdi Azikiwe

University. The Edict upheld Awka and Nnewi as campuses of the University. The University

was taken over by the Federal Government with effect from September 1, 1992 by Decree No

34 of July 15, 1992.

The main campus of the University is located at Awka sited thirty-five kilometers to the South

-West of Awka and the second campus is at Nnewi.

3.6 Demographic Variables

Figure 3.1 IMSU Organogram

xxiv


25/45

From the organogram, it can be seen that there are two divisions in the University system

namely- the Teaching and non-Teaching Divisions which are both under the Vice Chancellor

who is the Chief Executive Officer of the University.

Under the non-Teaching/Administrative Division, there are the following Officers/Offices

the Registrar, the Bursar, the Dean of Student Affairs ,the Director of works Services, the

Director of Medical Services, the Director of Physical Planning, the Internal Audit , the Chief

Security Officer, the Communications, Public Relations & Marketing Officer,

Faculty/Programme Administration Officers, the Director of Management Information &

Communication Technology Unit (MICTU); and the Academic Planning Unit.

xxv


26/45

CHAPTER FOUR

SYSTEM DESIGN

4.0 Introduction

This is the actual design of the proposed system. In this chapter, the system design involves

application of various techniques and principles with the aim of translating the system

requirement into representation of the system programmed. It is aimed at producing the model

of the software developed.

4.1 Objective of the Design

The objectives of this research are to turn the results of the analysis made in the previous

chapter into a model fit for implementation. Following this objective, this research

concentrates on achieving the following:-

Modeling the main menu of the proposed system.

Modeling the graphical user interface (GUI) that will serve as input and/or output

media.

Modeling the database of the proposed system.

Modeling the system flowchart and dataflow diagrams of the new system.

4.2 Main Menu

The main menu is the control center from which the various submenus in the program are

called and being executed. The main menu of the proposed system is given in figure 4.1

xxvi


27/45

27

Figure 4.1: Main Menu

DatabaseRetirement

Employment

Exit

Retirement

Leave

Transfer

Welfare

Disciplinary Report

Welfare

Transfer

Leave

ExitExitExit

Record Subsystem

Employee

Record

DecisionSubmenu

Reportsubmenu

Recordsubmenu

AdministratorSubmenu

Report Subsystem

Promotion

Decision Subsystem

Discipline

Administrator Subsystem

User

EPEMS

MainMenu


28/45

4.3 Data Specification

Table 4.1: Employee

Field Name Field Type Field Size Remark

EmpId Text 15

EmpName Text

Date of Birth Text

LGA Text

State Text 10

Date Employed Text 10

AcadaQual1 Text 10

AcadaQual2 Text 10

AcadaQual3 Text 10

AcadaQual4 Text 10AcadaQual5 Text 10

ProfQual1 Text

ProfQual2 Text

Table 4.2: Retirement


EmpId Text 15

Name Text

Date Employed Text

Date Retired Text

Date Last Promoted Text

Position Last Promoted Text

Emolument Double Default

28


29/45

Table 4.3: Transfer


EmpId Text 15

Name Text 50

Date Text 10Previous Dept/Unit Text 6

Current Dept/Unit Text 6

Remark 50

Table 4.4: Appraisal


EmpId Text 15

Name Text 50

Date Text 10

PointScore Text Default

Remark Text 5

4.4 Mathematical Formular Specification

a) Senior Administrative Staff Maximum Score % Score

(i) to (xxii) (see Appendix) 22 * 5 = 110 Real Score/110 * 100/1

b) All other Senior Staff except Security

(i) to (vii) and (ix) to (xxii) 21 * 5 = 105 Real Score/105 * 100/1

c) All Junior Staff except Security

(i) to (iv) and (ix) to (xix) 15 * 5 = 75 Real Score/75 * 100/1

d) All Junior Staff

(i) to (iv), (ix) to (xix), (xxiii) and (xxiv) 17 * 5 = 85 Real Score/85 * 100/1

e) Negative points

29


30/45

Nos. xxv to xxvii is scored where relevant.

4.5 Input/ Output Specification

User Name:

Password:

Figure 4.2: Login

Employee Id:

Employee Name:

Hire Date :

Date Retired:

Emolument:

Figure 4.3: Retirement Form

30

User Login

CancelLogin

Retirement Assessment Form

Ok Cancel

Appraisal Assessment Form

CancelOK


31/45

Employee Id:

Employee Name:

Date:

Point Score:

Remark:

Figure 4.4: Appraisal Assessment Form

4.6 Data Dictionary

Variables Meaning/Functions

sql This is the string object used to store sql query

cmdAdd This is the command button used to add new data to to the database

rs This is the result set object used by the database object to hold records

returned from the database

Con This is the connection object used by the database object to connect tothe physical database

mnuEmployee This is the Jmenu object used to display the Employees Infomations

mnuReport This is the Jmenu object used to display Report menu

mnuTransfer This is the Jmenu object that display the Employee Transfer Information

mnu

CompanyLocation

This is the menu object used to display the Company Location

mnu Welfare This is the menu Item object used to display the appraisal form

mnuExit This is the menu Item object used to exit the application

4.7 System Flowchart/Dataflow Diagram of the New System

31

START

ENTER REQUEST

DATABASE

STOP

DISPLAYRESPONSE

PROCESS REQUEST


32/45

Figure 4.5: System Flowchart

32

Data


33/45

Fig 4.7: Main Menu Selection Flowchart

33

YesNo

Yes N

Yes No

No

N

No

Yes

Yes

Yes

START

IsoptionRecord?

Select Menu Option

Helpmenu

Isoption

Report?

Isoption

Decision?

Isoption

admin

istration

?

Isoption

Help?

Isoptionfile?

STOP

DecisionMenu

FileMenu

ReportMenu

AdministratorMenu

RecordMenu


34/45

34


35/45

4.8 Algorithm for the Modules

Figure 4.8 User Login Flowchart

35

No

STAR

T

Enter Name,

Password

MainMenu

STOP

Invalidusernameorpassword

Is

accou

nt

valid

?

START

ErrorMessageGet Query

Execute Query

Result

STOP

IsExecutio

n

Successf

ul ?


36/45

Figure 4.9 Database Flowchart

4.9 Program Modules Specification

Module Name Function

frmEmployee This is the application object that serve as a control centre for all the

36

Yes

No


37/45

frmWelfare

frmTransfer

Information about an employee

This module as the name implies is responsible for all welfare about

employees

The module keeps information about employees transfer

4.10 Choice of Programming Language

VB 6.0 is a full fledged software development language with already designed

objects which make it sesy to use;

Controls eg buttons can be drag and drop unto a form;

VB 6.0 has a native support for SQL and used for most, if not all, relational

database management system;

Vb has a runtime exception handling mechanism that allows applications written

with it to end gracefully in the space on an exception.

CHAPTER FIVE

SYSTEM DOCUMENTATION AND IMPLEMENTATION

5.0 Introduction

System implementation and documentation are introduced after the codes are being

translated, since it is designed through a set of programs which are written in some

executable programming language.

Modification and understanding of the software by the user and to make the software run

efficiently and error free, the designer makes sure using the software maintenance details

hardware and software requirement and modification details are well specified.

5.1 Hardware and Software Requirement

37


38/45

5.1.1 Hardware Requirement

These components are the physical part of the system needed for efficient functioning of

the software.

Power surge protector

Stabilizer

Uninterruptable power supply (UPS)

Monitor

Mouse

Keyboard

System unit

64MB RAM

CD-ROM drive

Free 2GB of hard drive

Pentium II or more

Compatible printer

5.1.2 Software Requirement

For running of the software efficiently and effectively, the following must be installed in

the computer system

Microsoft windows

VB 6.0 (programming language) .

38


39/45

5.2 How to Install the Software

The folder for the project should be copied to the C:\ or any other drive of the

production system or the work station to be used in running the software.

5.3 Training of Operations and Application Detail

5.3.1 Users Guide

How to Run the Program

Power on the system; wait for the system to boot up and complete loading. When that is

done;

1. Open EmployeeManagement folder and double click the vb project file.

2. Enter a valid Username and Password (in the text boxes that will appear), to proceed to

the Main menu (AppWindow).

To EXIT

Go to File menu on the Main menu, then select Exit.

5.3.2 Application Details

On the Main menu, to access any of the Submenu, select the Menu from the Main menu,

then select the Submenu of choice. For example;

REPORT

Employee;

Welfare;

Transfer;

Company Location;

5.4 Implementation Detail

39


40/45

5.4.1 Program Testing

Program testing is a process of running a program on a selected input to ensure proper

reliability and accuracy of the output. In some cases, incorrect data may be use as input to

check how the system will respond.

5.4.2 Debugging

This is the process of eliminating the errors or malfunctioning part that occurred during

testing. The error might be a syntax or logical.

5.4.3 The Test Procedure

The test procedure refers to the procedure meant for testing. There are two methods for

testing, namely:

Bottom up testing (which is used for the Implementation) and

Top down testing (which is used for the design of the program).

a) Bottom up testing- this testing starts from the unit, it proceeds with the modules, then

the subsystem and then finally the system.

b) Top down testing- this testing starts from the system, proceeds with the subsystem, the

modules and then the unit.

5.4.4 File Conversion

In system development, file conversion is a major part, also it involves fact finding, data

capturing, clerical procedure, design, form design and even program specification. It

means the conversion of existing manual records into a medium used by the computer.

This may involve the transcription of records, into specially designed forms before they

are keyed into the appropriate computer medium. Once file has been created, extensive

checking for accuracy becomes essential otherwise problem may occur when the system

becomes operational.

40


41/45

5.4.5 Changeover Procedures

This process changes from manual system to computerized system. These are method of

changing over. They include:-

a) Direct change over: this is a method that involves the system been completely

replaced by the new system in such that; there is an immediate changeover.

Programs corrections are difficult while the new system has to remain operational.

b) Parallel change over: this method involves both the manual and the

computerized system. They are operated concurrently for sufficiently long period

and their output compared periodically. The old system is discontinued if the new

system performs according to expectation. It has the new system to fall back on in

case the new system fails and the disadvantage is the cost of which will achieve

similar results.

c) Phase change over: in phase change over, the change start with a branch, the

effect of the new system in the sampled branch is observed before some other

section which may be more sensitive can adopt the new system.

d) Pilot change over: in this method, some transactions that are very complex are

operated using parallel changeover and in the remaining section of the existing

system, direct change over is used. The researcher recommends the parallel

changeover to avoid drastic problems that may arise due to failure of a newly

developed system.

However, Parallel change over is recommended ideal for this work.

5.5 Commissioning (Making the System Operational)

In order to make the system operational, the following steps have to be considered;

Obtain and install the hardware requirements.

Obtain and install the software requirements.

41


42/45

Obtain and install anti-virus / utility software (which should be frequently updated

in order to remain active).

The new system is installed and ready for use.

It can now run on the required window 98 and above platform by following the users

guide.

5.6 Maintenance Details

For the system to operate effectively and error free, proper features must be carried out to

avoid virus and bug. They are as follow:

Install an updated version of any utility software like the Netquin, Norton, etc.

Run the anti-virus daily after booting the system in order to scan the program in

the system.

It is advisable to click REFRESH in order to free up the system memory at

anytime, anywhere in the running environment.

Always close the program after use before shutdown.

42


43/45

CHAPTER SIX

SUMMARY AND CONCLUSION

6.0 Summary

There is ample evidence that computer system can be used to perform a successful and

easy performance evaluation and management system. A critical assessment of this

research work bears this out. We therefore summarize here what have been achieved so

far. Also this gives suggested area for further study, recommendation and conclusion of

the system.

6.1 Review of Achievements

The research work has achieved the following:

It has introduced a new kind of system that eliminates the existing problems in the

old system.

It has reduced workload of the Supervisor in carrying out the task of performance

evaluation and has made an easier and interesting one.

It has proved improved the efficiency and effectiveness in carrying out the task ofperformance evaluation and management system.

6.2 Conclusion

Today, most challenging task is to support Supervisors in carrying out performance

evaluation and management system to make it effective and successful exercise. This

43


44/45

work has achieved an automated system in carrying out performance evaluation and

management system which is easier, faster, interactive and interesting; thereby

eliminating the problems associated with old system.

6.3 Recommendation

In view of the benefits and achievement accomplished so far in this research work, we

therefore recommend this work for unique and excellent results in the task of carrying out

performance evaluation. It eliminates undue stress caused by the old system. Supervisors

should accept the technology and great change in system. This will ensure successful

performance appraisal.

Finally, the system is a localized application restricted to the University Appointment and

Appraisal Committee and but next research could be web based that can be accessed

online from anywhere and anytime. It could also be a system that will accommodate

intending institutions which have not been having it fine in dealing with this task.

44


45/45

REFERENCE

Abbey, P. (2007).What is Performance Evaluation? Retrieved May2,2009, fromhttp://ezinearticles.com/?what-is-performance-evaluation?&id=781907.

Archer N & Associates.(1998. Introduction to Performance Appraisal.

http://performanceappraisal.com/intro.htm.

Biswas, P & Ghosh, S.K.(2007).A Novel Approach to Define Performance Metrics.

Cederblom, D. (2002).Employee Appraisal. Pp. 131 140.

Thomas F, P.(1987)(HTML).Refining Performance Appraisal. Retrieved

January 18, 2007.

employee mgt

Documents