EMPLOYEE WELFARE PROGRAMME IN NIGERIA
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ABSTRACT
In this study an attempt was to determine the Employees welfare in Nitel Limited. In chapter one of this project, it was the introduction which contains the background of the study here in Nigeria. In chapter two, the literature review, where I discussed the meaning and nature of Employees welfare. The origin of the subject area, the school of though relevant to the problem of study and different method of studying the problem.
In chapter three of the project I discussed the topic in data presentation, data analysis, recommendation and finally conclusion, some of the reasons for accepting employees development and motivation.
TABLE OF CONTENTS
Title Page
Approval Page
Dedication
Acknowledgment
Abstract
Table of Contents
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Objective of the Study
1.4 Significance
1.5 Scope of the Study
1.6 Reference.
CHAPTER TWO: LITERATURE REVIEW
2.1 Origin of the Subject Matter
2.2 School of Thought Within the Subject Matter
2.3 School of Thought Relevant to the Problem
2.4 Different Method of Studying the Problem
2.5 Definition
2.6 Reference.
CHAPTER THREE
3.1 Conclusion
3.2 Data Presentation
3.3 Recommendation
3.4 Conclusion
3.5 Reference.
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND ON THE SUBJECT MATTER-NITEL
The Nigeria Telecommunication Limited (NITEL) come into existence in January 1985 as a result of the merger between the former Nigeria External Telecommunication limited (NET) and the Telecommunication, sector of the former Post Telecommunication Department (P&T), by the Federal Government. The reason for the merger as advised by the government were the compatibility of service equipment and the streamlining of activates in both NET & P & T it was envisaged that NITEL will definitely create harmonization and complimentarily of services which up till the merger, were handled by NET (External and P & T (international).
Unlike most government parastatals, NITEL was created to render its service at a profit. The company is not only self-financing but serves as a source of revenue per government. It would be recalled that with NET & P & T, the parent bodies, were solely owned by the federal government hence NITEL could be described as the “Bain child” of government. The main objective of the company is other provision of telecommunication services both internally and internally through in a combination of communication satellites, submarine cable of microwave links and the high frequency radio network. The telecommunication services provided by NITEL include the following (both internal and external)
1) Telephone Service
2) Telex service
3) Telegram service
4) Press recreation
5) Presses international direct delivery service (100)
6) Voice cast
7) Zeased Grant
8) Photo telegrams
9) Ship shore service
10) Television courage the satellite.
11) High frequency radio service.
The above service are being rendered to the public by NITEL at us head offices in Lagos and at its branches all across the nation on a 24 hours daily basic.
The important of the above service cannot be overstated in the development of our country’s economy. It is a know fact that communication is and essential and vital means of efficiency one not only desirable but inevitable if the nation must achieve of economic objective and maintains its proper place in the comity of nations.
NITEL in its strive of producing improved and efficient telecommunication service in segmented into five zones of operations, with the national headquarters in Lagos. The zones are:
1) Lagos
2) South West
3) South East
4) North West
5) North East
The zones are further divided into 23 territories, all across the 21 states of the federations including the Federal Capital Territory Abuja.
The company is structured into a division for proper and effective administration. Each division is headed by a direction or general manager, as the case may be. There are two deputy managing director who co-ordinate the division together for achieving the company’s objectives, the company as a whole is being headed by a managing director. At the top of the organization hierarchy, the company has a beard of director comprising the chairman, the managing director, the two deputy managing directors and heads of division and zones, as well as the company secretary I Lager Adviser. The organization is really a complex one and was a designed to case the achievement of the company objectives.
In the area of administration the company had formulated many new polities. One of such polities includes the recently revised fringes benefit schemes.
1.2 STATEMENT OF PROBLEM
Problem of administration of employee welfare Administration of employee welfare programme are fraught with complex problem’s some of these problems device from the installation of the welfare programmes, other purely from inherent bureaucratic procedures.
A few of these problems are:
1) Accounting problem.
2) Telex service
3) Telegram service
4) Press recreation
5) Press international direct service (100)
6) Voice cast
7) Leased telegrams
8) Photo telegrams
9) Ship shore service
10) Television coverage via satellite
11) High frequency video service
The above service are being rendered to the public by NITEL at its head office in Lagos and its branches all across the nation on a 24 hours daily basic.
The importance of the above service cannot be overstated in the development of our company’s economy. It is a known fact communication in an essential and vital means of development in terms of peace and war. Its effectiveness and efficiency are not only disabling, but inevitable of the nation must achieve its economic objective and materials its proper place in the country of nations.
NITEL in its strike of providing improved and efficient telecommunication services is segmented into five lines of operations with the national headquarters in Lagos. The lines are:
6) Lagos
7) South West
8) South East
9) North West
10) North East
1.3 OBJECTIVE OF THE STUDY
1. Accounting problem:
The curse of accounting problem facing managers is the fact that very few companies maintain a break-down of the costs of these fringe benefits to reflect.
a) Cost per employee per year
b) Percentage of payroll made up of fringe benefit costs.
c) Cost per employee per hour-actual productive hour worked.
In companies where any regular fringe account at all is attempt, it is likely to be a terms of total (naira) cost of fringe benefits and total schedule hours to work.
2. Eligibility Problem:
The issue of those who are eligible for fringe benefits; has a profound effect on the cost of the programmes. The more liberal the eligibility rules the higher the cost. For example, some companies do not allow their new employees to enjoy certain benefits until their precautionary period is over. Sometimes, some companies do restrict the eligibility of employees for a particular benefit plant a specified categories or levels of employees.
3. Employee financing:
Should employee make any contribution to the expense of the firm’s benefits programmes? Most union and employees are strongly opposed to “contributory” programmes. Since many employees feel that they have earned the benefits that they are being grated, they cannot understand why they should pay part of the cost any more from their own wages.
4. Financial Problem:
Many companies introduce some benefits plan when it is financially sound and tend to run into trouble when they can no longer support the plan financially.
Management must therefore realize that when it introduces a benefit plan it premises some part of the firm’s economic resources. Even where there are no legal obligation to do so, employee often feel that management has made a moral commitment to continue the programme, the management should face the problem of having to make through, realistic evaluation of its cost, both short-term and long-term. But the management finds itself incapable of continuing a programme; it would bring the company’s plight before the union so that renegotiations would take place for trading of the programme.
5. Other Problems:
There are so many other problems such as difficulty in making accurate predictions of the cost of benefit programmes, as they have the tendency to grow more expensive over time; freezing the mobility of labour among rank and file workers; change in the national economy etc.
1.4 SIGNIFICANCE OF THE STUDY