maintenance OF SOCIAL ORDER IN nigeria WITH PARTICULAR EMPHASIS ON POLICE REFORM
MAINTENANCE OF SOCIAL ORDER IN NIGERIA WITH PARTICULAR EMPHASIS ON POLICE REFORM
This paper seeks to ascertain the maintenance of social order in Nigeria, with a specific emphasis on police reform.
As a result of the poor and inefficient functioning of most government-owned establishments, the good intentions of the government in establishing such organisations are rendered null and void.
According to previous studies and seminars and discussions held by famous scholars, the reason why government-owned establishments have remained unsolvable is due to management, particularly staff management.
The task set out to uncover these apparent mysteries, the administration of Enugu state Board of Internal Revenue has been accountable for improper taxes in Enugu state, which has caused so much groaning aches, misery, and anger to their workers and even greater society.
To discover these issues, a questionnaire was created, with the first question attempting to identify the respondent's identity, i.e. her personal data. The remainder of the inquiry focused on the numerous components of what could be causing the problem that was impeding the smooth and efficient operation of the establishment. It was discovered that the following are the primary causes of personnel management problems:
Employee motivation policies are lacking.
The Enugu State Board of Internal Revenue had not articulated a relevant training programme for their workers, and the board of internal revenue had not begun to promote their workforce as and when packages of the board were not promising and were not comparable to other in similar businesses.
1.1 BACKGROUND OF THE STUDY
Prior to its formation, the Anambra State Board of Internal Revenue was created under the Anambra State of Nigeria Civil Service Act, with its headquarters in Enugu. The Board was divided into four zones (Enugu, Fegge, Nsukka, and Abakaliki).
The Enugu State Board of Internal Revenue was established on August 27, 1991, following the establishment of the state from the previous Anambra state. Chief H.O. Attama was the Board's first Director, and it had about a thousand and two hundred employees.
It was reduced to three zonal offices (Enugu, Nsukka, and Abakaliki). After separating Abakaliki from Enugu state in 1996, the Enugu State Board of Internal Revenue now has only two zonal offices (Enugu and Nsukka).
The state Board of Internal Revenue maintains its headquarters at the state secretariat, directly across from the Enugu state Criminal Investigation Divisional (CID) office.
Its statutory services include collecting and accounting for state taxes.
The Enugu State Board of Internal Revenue now has personnel. Today, the Board of Internal Revenue employs 950 people in the following departments:
1. The policy department (chairman's office)
2. Public Relations Department
HOD Collection HOD Assessment HOD Personnel HOD Capital Gain Tax (other taxes)
Statistics for HOD
1.2 STATEMENT OF THE PROBLEM
The following issues hampered the smooth and efficient operation of this establishment:
Enugu State Board of Internal Revenue has a wide and varied people management problem, which includes a lack of employee motivating policies.
The Enugu State Board of Internal Revenue had not developed effective training or retention initiatives for their employees.
The state Board of Internal Revenue had not been promoting their employees when they were due.
The state Board of Internal Revenue's welfare packages were not advertised and cannot be compared to other similar establishments.
1.3 OBJECTIVE OF THE STUDY
The government established this establishment for a variety of reasons. The organisation is in the public sector, with a focus on revenue creation. It is envisaged that as a revenue organisation, it will be able to bind the public and the government that founded it, which may include:
To look at the Enugu State Board of Internal Revenue's motivational policies. Revenue to boost the state's revenue generation.
examine the Board's training programmes in order to evolve one tail to meet the needs of the employee.
To discover why the Enugu State Board of Internal Revenue is not promoting their employees as and when they are entitled.
To evaluate the Board's welfare packages and compare them to those of comparable organisations.
1.4 SCOPE OF THE STUDY
The scope of this study includes: personnel management operations in government-owned establishments as represented by the Enugu State Board of Internal Revenue.
Personnel management activities in government-owned corporations, as represented by Enugu State Water Corporation
1.5 research QUESTIONS
How well does personnel management match the requirements of the Enugu State Board of Internal Revenue?
To what extent does the Enugu State Board of Internal Revenue take experience into account when hiring employees?
To what extent does the Enugu State Board of Internal Revenue support both internal and external personnel management training?
What kind of leadership style does the Internal Revenue Service employ in its operations?
1.6 SIGNIFICANCE OF THE STUDY
Enugu State Board of Internal Revenue will achieve their targets, which would increase motivational policies for their employees.
As a result, employees will be able to advance as and when they see fit.
This research will aid in the development of the Enugu State Board of Internal Revenue by increasing employee training and retention.
On the same topic, the establishment will decide on worker welfare packages that are comparable to other establishments.
Finally, the government will be able to devise the best ways to help the establishment achieve its goals.