CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

New technologies are regularly integrated in firms with the aim to improve

workers’ productivity (Falk, 2005). Although significant changes in the workplace

are the result of the widespread use of Information and Communication

Technologies (ICT) (Black and Lynch, 2001), studies on its impact at the level of

workers are scarce (Martin and Omrani, 2015; Sun, 2016). Indeed, ICT has

intensely reshaped the workplace and completely modified the way employees

used to work. Consider new technologies such as hardware and software

(computers, internet, ERP, ect…) that are most often used in the production

process (Colombo and Delmastro, 2004). These sophisticated technologies are

used to accomplish routine as well as some complex tasks. The introduction of ICT

at the workplace entails the decrease of acquiring, verifying, and communicating

information costs and thus leads to a better organizational planning and improves

organizational communication (Milgrom and Roberts, 1990). Therefore, the use of

ICT has simplified the way employees perform their work as well as their

management in the firm (Alder and Ambrose, 2005). ICT also enables adjustments

in authority relationships by modifying the coordination of the decision-making

process (Falk, 2005; Sun, 2016).

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All these changes generated by the diffusion of ICT in the workplace impacted

workers’ productivity but outcomes are unclear (Martin and Omrani, 2015; Sun,

2016). Also, several studies on the impact of ICT use on the firm productivity

showed that the implementation of technologies has to be combined with some

organizational changes for more efficiency (Milgrom and Roberts, 1990;

Brynjolfsson and Hitt, 2000; Black and Lynch, 2001; Bresnahan et al., 2002).

These organizational changes such as “…compensation, information sharing,

employee involvement in decision-making, and scheduling” (Falk, 2005, p.1230)

which directly concern workers, affect their productivity and consequently the

efficiency of the firm. So, to implement or adapt organizational changes which

maximize the firm performance, the crucial question is how does the use of

technologies impact workers’ performance? By adopting changes which may

increase workers’ performance, the firm should reap more benefits of ICT use.

Also, since changes imply some costs for the firm (Bertschek and Kaiser, 2004;

Falk, 2005; Colombo and Delmastro, 1999), the investigation of ICT effects at

level workers should be needed to decrease the costs of these changes and to limit

the waste of resources and the misuse of technologies by workers.

Information and communication technology (ICT) has accelerated the

growth of the global economy and improved the quality life of the world’s

inhabitants. ICT has brought new ways of creating livelihoods for people. The

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diffusion of ICT has also increased year by year and made it possible to reduce

poverty. The opportunities created by ICT also may eventually decrease the

“distance” between countries in many other ways. Because access to ICT plays a

key role in defining the global digital divide.

The information and Communication Technology (ICT) sector has been a pioneer

and a powerful catalyst in addressing the needs and interests of low-income

communities in developing countries like Nigeria. Although, it was only in the last

fifteen years that the consciousness of the appreciation for the ICT sector’s role in

expanding economic opportunity was appreciated.

Much has changed in the recent technologically. In the 1980`s “Universal access”

was a goal, but not the reality of “Post, Telephone, and Telegraph” services

(PTTs). The PTTs comprising much of the ICT sector of their days were land-line

based, and to a large extent, government-owned and merged services were

expensive, and in most parts of the world they had deteriorated to the point where

the quality could be described as atrocious- if it had ever been good.

However, ICT has been recognized as the engine for growth and a source of energy

for the social and economic empowerment of any country, especially a third world

country. These countries are empowering masses through IT as it can prove to be

effective short-cut to higher levels of equity in the emerging Global Digital

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Networked Information Economy. Technological innovation has really improved

in Nigeria recently. For example, Nigeria’s digital mobile network has grown

significantly since the three companies; awarded the Global System for Mobile

Communications (GSM) operating license were issued in January 2001, while their

operations commenced in August the same year.

Even though, mobile cellular services made their debut on the Nigeria market in

1993 with a “National” service operated by NITEL and a smaller Lagos service

operated by Mobile Telecommunication Services (MTS). The two companies, with

a joint subscriber base of 12,500 offer voice services over an analogue network, as

well as value-added services such as voicemail, and paging, from three switches. In

1995, MTS closed its operations due to failure to pay interconnection charges to

NITEL.

It has been commonly accepted and proven that information and communication

technology (ICT) is the engine of the 21 st century and beyond social life of nations,

particularly that of developing countries. ICT has impacted on different sectors of

the Nigerian economy and ICT has bring positive change in yobe state particularly

in ministry of finance. The application of ICT has emerged as the most radical

development of the 21st century.

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 Similarly Yobe state are using ICT in order to improve the performance of

worker, job description similes interaction, communication among the workers. In

fact ministry of finance Damaturu Yobe State are using ICT since in other to

improve the efficiency of services.

1.2 Statement of the Problem

The general causes of digital divide and challenges facing complete adoption of

ICTs globally as the four A’s - Awareness, Availability, Accessibility,

Affordability. Digital divide is a gap in the use of ICT caused by the above four

principles which are basically that:

o People are not aware of the values and benefits of ICT;

o ICT services are not available to some people due to hardware proximity;

o The services are inaccessible owing to lack of the ability to access it and;

o The services are expensive; hence, most organisations cannot afford it.

Nigerian are facing huge challenges on the adoption of information and

communication technology like other renowned of the world. This is as a result of

various factors which include but not limited too cost of internet data and

electronic services, fear of change, computer illiteracy, fear of being made

redundant, lack of facilities, internet and electronic security, inconsistency in

electricity supply and the need for continuous training of staff.

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Another challenges of deploying ICT in Nigerian is the high cost of internet data

and electronic services, which is basically the determinant of ICT usage and value.

Yobe state generally are using ICT since September 2008 particularly ministry of

finance Damaturu yobe state, they have been using ICT for sometimes including

all it transaction but over the years there’s still be problem in selected areas such

as: lack of facilities, computer illiteracy, inconsistency in electricity supply,

outdated technology, lack of efficiency of service, poor network, lack of skills

among worker, has been identify in ministry of finance Damaturu Yobe state.

As a result of this I want to find out the problem of ICT as it affecting inefficiency

of workers in ministry of finance Damaturu Yobe state.

1.3 Objective of the Study

The main aim of the project is to assess the role of information communication and

technology on staff efficiency in Yobe State Ministry of Finance

Therefore the following objectives were formulated;

1. To find out the type of organizational structure available in the Yobe State

Ministry of Finance.

2. To determine the impacts of organizational communication on workers

performance in the Yobe State Ministry of Finance.

3. To examine the Managements effort towards achieving effective

communication in the Yobe State Ministry of Finance.

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 4. To determine how effective communication improves the employees

efficiency in the Yobe State Ministry of Finance.

5. To determine if organizational structure affect communication and workers

productivity in the Yobe State Ministry of Finance.

1.4 Research Questions

For the purpose of this research work, the following questions were asked:-

1. What type of organizational structure does the ministry of finance yobe state

has?

2. What are the impacts of organizational structure on communication in Yobe

State Ministry of Finance?

3. What effort does the Management made towards achieving effective

communication in Yobe State Ministry of Finance?

4. How does effective communication improve employee’s performance in

Yobe State Ministry of Finance?

5. How can organizational structure affect communication and workers’

productivity in Yobe State Ministry of Finance?

1.5 Significance of the Study

This project work will enable organizations to evaluate the effectiveness of their

communication system on workers’ productivity, it will enable the organization to

identify’ areas of weakness in their communication and its effect on workers’

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productivity. It will also be used as a reference to other researchers who would

want to make further and search on organizational structure and how it affects

communication and workers’ productivity.

1.6 Scope of the Study

The scope of this study covers only the impact of ICT on workers’ productivity

efficiency in the Yobe State Ministry of Finance. The limitations that the

researcher had in carrying out this work are as follows:

Due to lack of finance, the researcher would not be able to carry out their research

beyond the areas of study, so also the researcher had limited time to carry out this

work due to other academic activities such as assignment and class work.

1.7 Operational of the Terms

An information system (IS): Is a formal, sociotechnical, organizational system

designed to collect, process, store, and distribute information.

Information and communications technology (ICT): is an extensional term

for information technology (IT) that stresses the role of unified communications

and the integration of telecommunications (telephone lines and wireless signals)

and computers, as well as necessary enterprise software, middleware, storage and

audiovisual, that enable users to access, store, transmit, understand and manipulate

information.

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Efficiency: is the (often measurable) ability to avoid wasting materials, energy,

efforts, money, and time in doing something or in producing a desired result. In a

more general sense, it is the ability to do things well, successfully, and without

waste. "Efficiency is thus not a goal in itself.

Communication: (from Latin communicare, meaning "to share" or "to be in

relation with") is "an apparent answer to the painful divisions between self and

other, private and public, and inner thought and outer word.

1.8 Organization of Chapters

The research organized into five sections, i.e chapter one consists of background to

the study, statement of the problem, objective of the study, research question,

significant of the study, scope of the study, Operational of the Terms,

Organizational of Chapters. Therefore in chapter two includes Review of

Dependent and independent variables, literature review and theoretical frame,

review of specific objectives, empirical studies and theoretical framework. Chapter

three consist study area, population of the study, source of data, sampling size and

sampling techniques, method of data collection and method of data analysis.

Chapter four deals with data presentation, hypothesis testing and discussion of

findings. Lastly chapter five also deals with summary, conclusion and

recommendation.

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 CHAPTER TWO

LITERATURE REVIEW AND THEORITICAL FRAMEWORK

2.1 Review of Defendant and Independent Variables

The theoretical framework looks performance of organisations as the dependent

variables with mobile and handheld devices, internet applications and data

management systems being the independent variables where achievement of

objectives, service delivery, accountability and operational efficiency measuring

the performance of organisations as presented in Figure 2.1.

2.1.1 Information Technology and Organizations

Non-government organisations (NGOs) have traditionally contributed significantly

to a country’s future, however, to continue this work effectively in today’s

technological age, they need not only the technology but the skills to use and gain

value from applications from which the technologies have enabled. Furthermore,

they require timely access to ‘markets’ to enable the sharing and dissemination of

the information obtained. Often NGOs are at a ‘grass-root’ level; these

organisations give assistance to communities at a local level by the local or

common ‘man’. Grass-root NGOs are a life line for many people in developing

countries in improving skills, knowledge, and support from outside the confines of

their small, isolated communities.

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Historically, organisations, specifically Non-Governmental Organisations have

been behind their corporate counterparts in adopting IT and have been relatively

slow to take advantage of emerging information technology developments

Nitterhouse (1999). Most of the NGOs adopt the traditional (manual) methods by

using computers for word processing, spreadsheet and accounting applications, and

managing a patchwork of old and new elements that often do not work well

together. NGOs, unlike their corporate counterparts, face some constraints that

inhibit them from adopting IT. These inhibiters include lack of budget to invest in

the latest and greatest systems and IT tools, lack of sustainable capital for IT

investment, an inability to pay competitive salaries to technical personnel, and

inability to build the needed technical skills.

Some sources of financial support for NGOs may be individual donations,

governmental grants, fundraising efforts, grants via funding agencies, or direct

contributions from other NGOs. However, NGO funds are mostly dedicated to

achieve the organization’s mission, goals, and planned activities, (Hacker, &

Saxton, 2007), while a comparatively low proportion of the budget is directed to

general IT support or staff’s professional development. Lack of such IT budgetary

planning or IT strategic planning impacts the organization’s ability to take

advantage of the strategic and innovative opportunities provided by IT

(Nitterhouse, 1999).

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In organizations there are those factors which influence a firms’ IT adoption

including anticipated benefits and barriers. An organization will adopt the new

technology if it perceives there will be savings of inputs, general efficiency, gains,

higher flexibility and improvement of product quality (Brynjolfsson & Hitt, 2006).

A firm will often fail to adopt the new technology if it perceives that it is faced

with unfavorable financial conditions, human capital restrictions (e.g. lack of IT

specialists and multi-skilled workers) , information and knowledge barriers and

managerial barriers like resistance to the new technology within the firm (Heinz,

2002).

2.1.2 Information Technology and Business Processes

The recent information technology developments have enormous implications on

the operation, structure and strategy of organisations. According to (Evans &

Wurster, (2007) the competitiveness of future economies will, to a great extent,

depend both on the development and application of these technologies. The

proliferation of the World Wide Web forced most organizations to rethink the way

they do business and how they can reengineer their business processes. As

businesses can now interact more efficiently, competent businesses become digital

and networked, facing a whole range of fresh opportunities and challenges

(Dennis, 2007).

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According to Bocij (2003) technology has already revolutionized a wide range of

functions including business functions, external environment monitoring,

communicating with partners and with consumers at large. Clear strategic goals

and commitment are prerequisites for the development of an appropriate e-

Commerce strategy and the development of web sites and other technological

solutions. The emergent mobile technologies and mobile commerce are expected to

change drastically a number of industries and to force organisations to reconsider

their strategic management (Evans & Wurster, 2007).

2.1.3 The Role and Use of Information Technology in Organisations

Within the international community, the collective technical infrastructure of

hardware, software, and telecommunications is often referred to as information and

communications technology (ICT) which can be seen as an extended synonym for

IT. Many organisations perceive IT as an important tool to optimize operations and

conduct information exchanges.

Information technologies can provide powerful strategic and tactical tools for

organizations, which, if properly applied and used, could bring great advantages in

promoting and strengthening their competitiveness (Porter, 2001). IT can be a

means of facilitating communication and the exchange of information and/or

facilitating knowledge sharing between various departments and functions in the

organization. In this light IT can act as an enhancer of collaboration and a

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networking tool amongst employees, customers and partners because it removes

the barriers to real-time communication and effective information sharing (Scott,

2001).

IT helps organisations innovate through fusion of new technologies with society

and business thus enabling the creation of new knowledge and discovery (Diem,

2007). IT is being used by organizations to improve performance, communication,

motivate employees, increase competitiveness, improve market dynamics, and

repositioning the company against its competitors facilitating entry into new

markets (Hagen, 2010).

2.1.4 Information Technology and Productivity - Productivity Paradox

Productivity is the fundamental measure of a technology’s contribution. While

major success stories exist, so do equally impressive failures (Kemerer & Sosa,

1991; Schneider, 1987). The lack of accurate quantitative measures for the output

and value created by information technology has made information systems

manager’s job of evaluating investments particularly difficult. Academics have had

similar problems assessing the contributions of new technology, and sometimes

this has been interpreted as a negative signal of its value.

In the 1980s and early 1990s, disappointment in information technology was

chronicled in articles disclosing broad negative correlations with economy-wide

productivity and information worker productivity. Several econometric estimates

14
also indicated low IT capital productivity in a variety of manufacturing and service

industries. More recently, researchers began to find positive relationships between

IT investment and various measures of economic performance.

Strassmann (1985) reported disappointing evidence in several studies. In particular,

he found that there was no correlation between IT and return on investment in a

sample of 38 service sector firms: some top performers invested heavily in IT,

while others did not. In his later book (1990), he concluded that “there is no

relation between spending for computers, profits and productivity”. A study by

Parsons, Gottlieb and Denny (1990) estimated a production function for banking

services in Canada and found that overall, the impact of IT on multifactor

productivity was quite low between 1974 and 1987. They speculated that IT had

positioned the industry for greater growth in the future. Similar conclusions were

reached by Franke (1987), who found that IT was associated with a sharp drop in

capital productivity and stagnation in labor productivity, but remained optimistic

about the future potential of IT, citing the long time lags associated with previous

“technological transformations” such as the conversion to steam power. Harris and

Katz (1991) and Bender (1986) looked at data on the insurance industry from the

Life Office Management Association Information Processing Database. They

found a positive relationship between IT expense ratios and various performance

ratios although at times the relationship was quite weak. Alpar and Kim’s (1991)

15
study of 759 banks indicated cost reducing effects of IT. A 10% increase in IT

capital was associated with 1.9% decrease in total costs.

IT contribution to output and productivity is documented in several important

studies, but whether or not this output growth is beneficial to profits and market

value is not yet clear. In addition, some practitioners and researchers still believe

that “the full power of the computer in increasing national productivity has not yet

unfolded.” In this sense, the productivity paradox still awaits explanation.

2.1.5 Information Technology and Performance of Organisations

In the 1960's and 70's, information technology was widely employed by many

firms mainly for achieving routine clerical and administrative activities such as

processing data related to bookkeeping and accounting activities (Bird & Lehrman,

1993). It was used as a monitor of the firm's internal and external environment; in

other words, as a support factor for the other organisational system components

(Blili & Raymond, 1993). However, the cost, the distribution, and the fact that it

was generally applied to only simple tasks in its early stages discouraged its

application to strategic uses in areas such as enhancing the organisation's position

against competitors, moving into new markets, and providing managers with better

information for effective decision making. The advancement in the technological

field along with other advancements have enhanced the economies of information

technology and greatly expanded its applications (Bird & Lehrman, 1993).

16
Today, information technology has become not only a tool to process data and

record transactions, but also a competitive weapon that can change an industry's

structure. Galliers (1994) suggested that because of the rapid pace of technological

advances and the impact of information technology on the changing competitive

environment, organisations are forced to critically evaluate their management of

information and technology resources in order to achieve their strategic objectives.

One of the strongest evidences of the impact of IT has been illustrated as coming

from the firm-level analysis that is confirmed to a number of developed countries

(OECD, 2003). Most of these studies use a combination of growth accounting

methods and econometric models to examine samples of industries and firms. For

example, (Gretton, 2002), studying firm-level data from the Australian Business

Longitudinal Survey, found positive and significant links between the use of IT

and growth in both manufacturing and service industry. (Brynjolfsson & Hitt,

2003), investigating US firm-level data, proved that IT has a solid impact on

productivity. (Pilat & Wolfl, 2004) examined the role of ICT-producer and key

ICT-consumer sectors in explaining overall productivity growth in OECD

(Organisation for Economic Co-operation and Development) countries; they found

that the impact of ICT-producer sectors is most significant in Finland, Ireland, and

Korea whereas ICT-consumer sectors in some countries, remarkably US and

Australia, had an impressive growth in the second half of the 1990s. (Hempell,

17
2004) analyzed comparable panel data of the Dutch and German firms in the

service industry and found that ICT capital deepening and innovation have

complementary impact on productivity.

The Massachusetts Institute of Technology group in 1991 concluded that

information technology is the platform on which success can be built but

organizational factors are crucial to realizing the benefits of automation and

`informating' process (Morton, 1991; Zuboff, 1988). Information technology can

be considered to be a series of innovations. Even though the innovations provide

organisation with new and different ways of solving problems and enhancing

performance, there is still a great deal of research to be done and discussion among

researchers and organisational theorists on how innovations should be

implemented and managed and how they affect organisations on different levels.

It is widely accepted among many authors and researchers in the organisational

field that information technology has a significant effect on the performance of the

organisation's activities (Bhattacherjee & Hirschheim, 1997; Morris & Westbrook,

1996; Porter & Millar, 1985). For example, information technology applications

can be used to improve the level of efficiency of administrative functions in an

organisation and to enhance the effectiveness of managerial activities. These

applications also can be used as tools to impose better organisation on tasks and to

provide better information to managers. Zuboff (1988) pointed out that information

18
technology applications are strongly altering the way in which production

operations are carried out in a variety of industries and thus using information

technology to create and acquire a competitive advantage.

2.1.6 EMPIRICAL STUDIES

The use of technologies in the workplace has considerably increased in the last

decades; several firms were quick to adopt new technologies in the production,

management and communication process (Colombo and Delmastro, 1999; Ariss,

2002). The diffusion of Informational and Communication Technologies (ICT) has

engendered some organizational changes regarding structures and work practices

of firms (Black and Lynch, 2001).

Empirical evidence suggests that the implementation of ICT in the firm have to be

combined with organizational changes to realize the greatest benefits from these

technologies (Milgrom and Roberts, 1990; Brynjolfsson and Hitt, 2000). These

organizational changes have encompassed several issues such as employee

involvement in decision making, compensation, teamwork, flattering hierarchies,

information sharing, ERP use, scheduling and etc. (Bertschek and Kaiser, 2004;

Falk, 2005). Even though technological and organizational changes facilitated by

these technologies contribute to the increase of firms’ productivity (Black and

Lynch, 2001; Bresnahan et al., 2002; Brynjolfsson and Hitt, 2000), these changes

also incurred substantial costs (Colombo and Delmastro, 2004; Bertschek and

19
Kaiser, 2004). Some of these costs are generated by workers’ behaviors who are

reluctant to these organizational changes (Schaefer, 1998) or which could attempt

to influence these changes in favor of their own interests (Milgrom, 1988; Milgrom

and Roberts, 1988, 1990b). So, the adoption of new technologies engendered some

organizational changes that could imply important costs with some consequences

on workers ‘productivity and organizational performance.

There is a great deal of agreed ment among researchers that quantifying the impact

of information technology on the performance of organisations is a very difficult

process. There is no accepted measure among researchers and scholars for

management productivity. Direct physical measures of outputs and inputs provide

an alternative metric that permit process-specific comparisons of manufacturing

performance associated with alternative technological choices and organisational

designs (Mitchell & Stone, 1992).

Other techniques to measure productivity are the time-based measures for key

production operations. They are commonly used by industrial engineers and

production managers to plan schedules, to estimate costs, and to monitor machine

utilization rates in batch manufacturing processes such as machining (Kelley,

1994). According to Panko (1991), one measure of office productivity is "output

per hour". This measure can be calculated by dividing units of output by the

number of hours worked to produce them.

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A useful framework for analyzing the strategic significance of information

technology has been provided by Porter and Millar (1985). They introduced the

concept value chain which explains how and why the technology is changing the

way organisations work from inside as well as changing the relationship between

organisations and their suppliers, customers and competitors.

Although IT is being adopted in many organizations, assessment of its

appropriateness and effects on performance has not been fully understood. Based

on this, the study seeks to assess the relationship between information technology

use and performance of organizations in Nigeria.

There is a great deal of agreed ment among researchers that quantifying the impact

of information technology on the performance of organisations is a very difficult

process. There is no accepted measure among researchers and scholars for

management productivity. Direct physical measures of outputs and inputs provide

an alternative metric that permit process-specific comparisons of manufacturing

performance associated with alternative technological choices and organisational

designs (Mitchell & Stone, 1992).

Other techniques to measure productivity are the time-based measures for key

production operations. They are commonly used by industrial engineers and

production managers to plan schedules, to estimate costs, and to monitor machine

21
utilization rates in batch manufacturing processes such as machining (Kelley,

1994).

According to Panko (1991), one measure of office productivity is "output per

hour". This measure can be calculated by dividing units of output by the number of

hours worked to produce them. A useful framework for analyzing the strategic

significance of information technology has been provided by Porter and Millar

(1985). They introduced the concept value chain which explains how and why the

technology is changing the way organisations work from inside as well as

changing the relationship between organisations and their suppliers, customers and

competitors.

Although IT is being adopted in many organizations, assessment of its

appropriateness and effects on performance has not been fully understood. Based

on this, the study seeks to assess the relationship between information technology

use and performance of organizations in Nigeria.

2.1.7 Concept of Communication

The word communication is derived from the latin word

“COMMUNICARE” “meaning to make or to share” or to make “common”. The

commonness is achieved through mutually share codes.

2.1.8 Barriers and Breakdown of communication in an organization

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 It is probably no surprise that manager frequently cite communication

breakdowns as one of their most important problems. Manager cited

communication as the cause for difficulties on their jobs, it should be noted,

however, that communication problems are often symptoms of more deeply rooted

problems. For example poor planning may be caused for uncertainly about the

direction of the firm. Similarly, a poorly designed organization structure may not

clearly communicate organizational relationship. Vague performance standards

may leave management will first look for the cause of communication problems

instead of just dealing with the symptoms.

2.1.9 Organizational Structures on Communication and Technology on Staff

Efficiency

According to Laurie J. Mullins (1999), define organizational structure as an

essential feature of the learning organization and empowerment, and must be

responsive to the change environment. He further defined structure as maintain the

balance of the socio-technical system and the effectiveness of the organization as a

whole.

Therefore, in any organizations that are structurally organized,

communication will flow effectively and efficiency to the staff, and also increase

the level of their activities in the following perspective.

23
Increasing efficiency and Effectiveness:

2.1.10 Efficiency is doing what should be done at the right time.

Organization that take the pains to get right kind of worker`s and manager to do the

right job, shall all things being equal, achieve efficiency. It does not involve magic;

rather it takes commitment, hard work, planning and coordination of the other

inputs

to accomplish goals. Related to this, is effectiveness which is doing what should

be done rightly quantitatively and to specification at the right time. All these could

be achieved through well plan organization structure and in relation to

communication.

Improves performance:

Performance is the outcome of behaviour or behaviour that has been

evaluated. This outcome could be expressed qualitatively. When organization is

well define to communicate freely to all staff, they would bring to bear on the

organization, their competence, ingenuity skills and professionalism. All these

would contribute to the improvement of organizational performance.

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2.2 THEORETICAL FRAMEWORK

The conceptual framework looks performance of organisations as the dependent

variables with mobile and handheld devices, internet applications and data

management systems being the independent variables where achievement of

objectives, service delivery, accountability and operational efficiency measuring

the performance of organisations.

Figure 2.2:1 Theoretical Framework

Independent Variables Dependent Variables

Information Technology use Organisational performance.

 Internet Applications  Achievement of objectives.

 Mobile & handheld Devices  Financial performance.
 Data management systems  Accountability: Timely and
 Operational efficiency accurate reports.
 Service delivery.
 Operational efficiency

 Quality of Management
Moderating variables
 Industry regulations
 Government Policies
 User training on IT tools

Source: (Heinz, 2002).

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Information Communication Technology usage has the potential to improve the

organizations’ performance and allow it to have more competitive forces (Porter &

Miller, 1985). Babbie, (2010), defines a theory as a systematic explanation for the

observations that relate to a particular aspect of life. Theory helps to compare what

is logically expected with what is actually observed. In this study, theories were

employed due to the fact that it provides the ability of making connections,

identifying issues and offering reasonable explanations pertaining on people in

relation to Information and Communication Technology usage in development of

Microfinance Institutions services in peri-urban areas. According to Gargallo

(2007) conducted the study on organization development relative to intensity of

integration and coordination of activities through ICT investment. It was

established that, firms with improved organization performance show increase of

premium growth, decreased operation cost and overall service delivery

improvement.

According to Gounares, (2007), the purpose of ICT is to gather, analyze, evaluate,

organize and distribute timely, relevant and accurate information for organization

decision makers. The theoretical literature of the research is based on the

importance of ICT Usage on performance of microfinance institutions (MFIs) in an

organization. Theoretical literature review in this study was guided by two theories
26
namely, Technology Acceptance Model (TAM) and Technology Adoption and

Diffusion of Innovations Theory (TADIT), which have bearing on this study.

These are among of the relevant theories used to examine, analyze and interpret

ICT usage issues’ in relation to people who are working in ministry of finance

Damaturu yobe state. An attempted has been made to discuss the theories.

2.2.2 Technology Acceptance Model (TAM)

The Technology Acceptance Model (TAM) in information systems is a system

consisting of the network of all communication channels used within an

organization. The theory explain how users come to accept and use a technology,

the model suggests that when users are presented with a new software package, a

number of factors influence their decision about how and when they will use it

( Davis.F 1986). The model was developed by Davis,F (1986). in explaining

computer usage behavior and how does IT change the way people interact at work.

TAM theory states that perceived usefulness and perceived ease of use are the

fundamental determinants of an individual’s intention to use a system that is

heading to achieve actual system use. TAM found that users formulate a positive

attitude towards the technology when they perceive the technology to be useful and

easy to use, if a user perceives a specific technology as useful; will develop a belief

27
in a positive use-performance relationship to that technology. Since effort is a

finite resource, a user is likely to accept an application when perceives it as easier

to use than another one. The extent, to which one evaluates new technology as

useful, will likely be ready to use it. At the same time, the perception of the system

is influenced by the way people around evaluate and use the system

(Nida,2006).MFIs application of IT depends on perceived ease of use and

perceived usefulness that will eventually motivate their behavioral intention to use

IT. The model aims at explaining user’s intention to use an information system by

understanding factors which lead users to accept or reject an information system.

(Davis F.1989).

2.2.3 Technology Adoption and Diffusion of Innovations Theory (TADIT)

Diffusion of Innovations is a theory that seeks to explain how, why, and at what

rate new ideas technology spread through cultures (Roger, 1999). Diffusion is the

process by which an innovation is communicated through certain channels over

time among the members of a social system (Rogers1995). The model recognizes

innovation as any new idea, practice, or object considered new to an individual.

The diffusion of innovations involves both mass media and interpersonal

communication channels (Rogers 1996). Technological Diffusion of Innovation

Theory states that potential adopters of a technology progress over time through

five stages in achieving full diffusion process. First, they must learn about the
28
innovation (knowledge); second, they must be persuaded of the value of the

innovation (persuasion); they then must decide to adopt it (decision); the

innovation must then be implemented (implementation); and finally, the decision

must be reaffirmed or rejected (confirmation). Perceived Usefulness Perceived

Ease of use Behavioral Intention to use Actual System use For Microfinance

institutions (MFIs) to introduce different technology related services need to

develop informative campaigns aimed at connecting innovators and users through

sharing available technologies that are applicable to them and their customers such

as communication channels including interpersonal communication or mass

communication people and share new innovations and adoptions available to them

to enhance Microfinance institutions (MFIs) performance by increasing number of

customers and reducing service time. Microfinance institutions will connect

innovators with the challenges arising from the current technology in order to

improve the next version so that it fits the users’ expectations.

Application of the Theories

The technology acceptance model and technology diffusion innovation theory is

relevant to this study because of today’s rapidly involving mobile information

communication and technology environment confronts new challenges.

29
This speed of diffusion is affected by the skill distribution in the economy. As a

development administrator you have to adopt the use of new technology in order to

have effective and efficient service delivery in Ministries, Departments and

agencies of government, particularly ministry of finance Damaturu, yobe state.

The Technology Acceptance Model (TAM) is similar to the diffusion of

Innovation theory but it places more emphasis on psychological predispositions

and social influences such as beliefs, attitudes and intentions.

The most important ICT products identified as being adopted by ministry of

finance are Electronic Fund Transfer (EFT), electronic offices, electronic data

exchange.

However, the globalization innovation has led to many countries considering

advancing technology, which has led to electronic finance becoming an important

aspect in all economic and financial sectors.

The impact of information and communication technology (ICT) in the financial

economy has become increasingly apparent, increasing productivity to extend into

foreign investment. In addition, several, countries also build political and strategic

relationship with each other and resultantly become free electronic.

In recent years, ICT has become inconsistent within conventional systems in terms

of improving the efficiency of financial system.

30
Furthermore, ICT services are implemented by organizations of all size in both the

public and private sectors of multiple industries.

Electronic finance have become one of the most important instrument for

maintaining effective internal control over financial reporting and the use of

modern financial applications.

Generally yobe state government has adopted central payment system through the

ministry of finance and this is only possible through the use f information and

communication technology (ICT).

Since from it limitation of the information and communication technology into the

ministry of finance, the ministry process and disburse it funds through the use of e-

payment system.

The use of ICT help the ministry of finance determine the total number of staff

they have within the entire yobe state.

Similarly ICT into organization improves government processes, connecting

individual citizen with their government and building interactions with and within

civil society.

31
 CHAPTER THREE

3.1 RESEARCH METHODOLOGY

3.1.1 Area of the study

Damaturu local government is one of the seventeen local governments of Yobe

state.

The local government has been in existence since 1976, when the local government

reforms was introduced by the Murtala/Obasanjo regimes, in 1991 when Yobe

state was created, following the creation of additional state by the Babangida

administration, the old Damaturu local government lost Bursari district and retain

Damaturu district in the local government Area was more than compensated as

32
Damaturu town became the seat of Yobe state government. Damaturu local

government is the headquarter of Yobe state, the total area of about 2,366km2(914

square miles) the town of Damaturu is on A3hightway and has an estimated 2010

population of 44,268 people, with postal code area 620 and it’s the headquarter of

Damaturu emirate. The local government is endowed with reach soil and large

expanse of pastoral law which attract nomads and their cattle’s, sheep’s from far

and near for their seasonal rearing which lead to the seasonal migration, temporary

and return migration in the town. Damaturu its self lies in the floodplain and is

prone to flood in those Years with heavy rainfall. While Nigeria can boast as west

African highest producer of Gum Arabic, Yobe state produce the highest in the

federation and Damaturu local government area is one of the highest producer in

Yobe state.

3.1.2 LOCATION AND POSITION OF DAMATURU

Damaturu local government area lies between the co-ordinate of

latitude11044’40’’ N to 11045’’N and longitude 11057’40’’E to 11058’E

absolutely. Relatively located by the north bordered with Tarmuwa, local

government by the east with Gamdu town of Borno state government, by west with

fune local government and by south with Gujba local government area

respectively.

3.1.3 CLIMATE AND VEGETATION OF DAMATURU

33
Damaturu local government area has hot and dry climatic features. The hottest

month is March, April, and may with temperature ranging from 390c-420c. The

period of rainy season in the town is 120days, annual rainfall ranges from 500mm-

1000mm and the rainy season is normally from June-September and some times of

to October. The vegetation of Damaturu is classified as Sudano-Sahelian savannah.

3.1.4 SOIL

Soil of Damaturu is mainly sandy in nature typical of semi-arid regions. It is

porous and contains a lot of air spaces and with high alkali content. This gave rise

to its whitish colour, the soil also plays an important role in development of the

town. The soil is drive from a drift material which vary in textual characteristic,

but are mainly silt, sandy, and clay. The profile of the soil is poorly developed, and

it has a low water retention capacity. The productivity of the soil is greatly

impaired due to lack of adequate vegetation covered to supply organic matter.

Wind erosion poses a serious threat to the quality of the soil in the active areas of

the north. It has been observed that the windblown fine soil materials particles

have nutrients essential for plant growth. Alluvial soil found in Damaturu which

are suitable for cultivation of crops.

3.1.5 RELIEF AND DRAINAGE

Damaturu is part of the open plain developed on young sedimentary rocks of Chad

formation, which is made up of clay and horizons the basin averages depression is

34
between 45-75 metres and separated from Benue valley by Biu plateau. The

topography of the town is flat with open valleys running on a north –south west

axis through the town during the rainy season this act as stormy water drainage

flowing to the north – east ( El-idrisi,2000). Water divided is found about few

metres below in the area.

3.1.6 PEOPLE AND CULTURE OF DAMATURU

Damaturu town has a pluralistic population with reach and diverse historical and

culture heritage. The major ethnic groups in the town include Kanuri, Fulani,

Hausa and minor Shuwa Arabs. Most of the people are peasant farmers with a

quite number engage in livestock rearing, trading and other socio-economic

activities. The people of Damaturu town are known for the world Durbar and other

Rich’s cultures and traditions that fined roots from their historical linkage with

Arabs lands. The major language spoken in the town are Hausa, Kanuri, Fulfulde

bade, kare-kare, igbo and yaruba language respectively.

According to the head count conducted by the national population commission in

November 2010 Damaturu town has an estimated population of about 88,014

peoples with the averages populations density of 131/sq km2(380sq miles) Adamu

(2012).

3.2 Population of the study

35
 The population of this research deals with the total number of staff in the

Ministry of Finance Yobe State. Five hundred and seventy two (572) are senior

staff and one hundred and ten (110) are junior staff making the population to be six

hundred and eighty two (682).

3.3 Source of Data

Primary data and secondary data.

3.4 Sample Size and Sampling Techniques

The sampling techniques used by the researcher here was random

sampling, where 60 senior staff and 40 junior staff were selected to represent the

population of the study. In which each member of the population have equal

chance of being chosen to represent the population. So 100 questionnaire will be

administered and distributed to various departments. 60 senior staff respondents

are randomly selected. 8 from the department of human resources, 8 from

department of finance and supplies, 8 from department of treasury operation, 8

from department final accounts and 8 from computer department.

Similarly, 40 junior staff respondents were randomly selected in such department

as I mention above which represent 100 respondents from the selected department

of ministry of finance Damaturu, yobe state.

3.5 Method of Data collection

36
 The questionnaire was designed to obtain sufficient and relevant information

from the respondent. The primary data contained information extracted from the

questionnaires in which the respondents were required to give specific answer to a

question by ticking in front of an appropriate answers. The questionnaires

contained structured closed ended questionnaires which were divided into sections

(A and B).

Personal data (A), and section (B) consist of questions related to research topic.

Secondary data were sourced from the published text books by different authors

and material from the internet found relevant to this study. The response made if

the questionnaire were five (5) i.e Strongly Agreed (SA), Agreed (A), Disagreed

(DA), Strongly Disagreed (SD), and Undecided (U) respectively.

3.6 Method of Data Analysis

Information gathered for this research was analyzed using a statistical frequency

distribution table and percentage for each of the category.

37
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 INTRODUCTION

This chapter deals with presentation and analysis of data collected. It also

discusses the method used to interpreted the data in which different table were

used. The data are interpreted in a tabular form and presented in simple percentage.

4.2 Data Presentation and Analysis

38
 The table below shows the total number of questionnaire distributed and the

total number not returned.

Description of the Table

Table 4.2.1: Showing Distribution of questionnaire

Variable No. of respondent Percentage (%)

Number returned 90 90

Number not returned 10 10

Total 100 100

Table 4.2.2: Sex Distribution of the Respondents

Sex No. of respondent Percentage (%)

Male 75 83.3%

Female 15 16.7%

Total 90 100%

Source: Field Survey, 2021

39
The table 4.2.2 above, it shows that 75 respondents representing 83.3% were male,
15 respondents representing 16.7% were female. It is clearly indicated that
majority of the staff in Ministry of Finance are male due to the nature of the task
carried out and it helps in improving the production activities in an organization.

Table 4.2.3: Age Distribution of the Respondents

Age No. of respondents Percentage (%)
18-24 years 4 4.4%
25-34 years 23 25.6%
35-44 years 45 50%
45 and above 18 20%
Total 90 100%
Source: Field Survey 2021.

From the above table it was observed that, 4 respondents representing 4.4%
were within the age bracket of 18-24 years. Also those between the age of 25-34
years, represent 23 which were 25.6% of the respondents, while those that falls
between the age of 35-44 years represent 45 which were 50% of the respondents,
and above 45 years 18 respondents representing 20% of the respondents. The
implication is that the workforce is made up of age people and it result to increase
in employers turn over which have negative impact on the production in the
organization.

Table 4.2.4: Educational Qualification of the Respondents

Variable No. of respondent Percentage (%)

Primary 4 4.4%
Secondary 24 26.7%
Tertiary 62 68.9%

40
 Total 90 100%
Source: Field Survey, 2021

From the above table shows that 4 respondents representing 4.4% were unskilled
labour with the educational level at primary while 24 respondents representing
26.7% were secondary level 62 respondent representing 68.9% were HND/Bsc
holders. The implication is that it shows how skilled laborers contribute toward
productivity and decision on any issue are properly maintained as a result of using
their intelligence when analyzing a particular problem.

Table 4.2.5: Marital Status of the Respondents

Variable No. of respondent Percentage (%)

Single 20 22.2%

Married 70 77.8%

Total 90 100%

Source: Field Survey, 2021

In the table 4.2.4 above, it shows that 20 respondents representing 22.2% were
single, 70 respondents representing 77.8% were married. It is clearly indicate that
majority of the staff in Ministry of Finance were married and it help in improving
the activities in an organization.

Table 4.2.6: Position of Distribution of the Respondents

Variable No. of respondent Percentage (%)

Junior Staff 60 66.7%

41
 Senior Staff 30 33.3%
Total 90 100%
Source: Field Survey, 2021

From the above table, it can be seen that 60 respondents representing 66.7%

junior staff, while 30 respondents representing 33.3% are senior staff. This implies

that most of the respondents in organization are junior staff.

Table 4.2.7: The use of ICT is factors that increase workers efficiency

Variable No. of respondents Percentage (%)

Strongly Agreed 43 47.8%
Agreed 24 26.6%
Undecided 7 7.8%
Strongly Disagreed 10 11.1%
Disagreed 6 6.7%
Total 90 100%
Source: Field Survey, 2021

From the above table, it can be seen that 43 respondents representing 47.8% were

strongly agreed, 24 respondents representing 26.6% agreed, 7 respondents

representing 7.8% said undecided, 10 respondents representing 11.1% were

strongly disagreed while 6 respondents representing 6.7% were disagreed. So, we

can conclude that the use of ICT contributed a lot in the workers efficiency in

ministry of finance.

42
Table 4.2.8: Organizational structure is the factor that influence worker

performance.

Variable No. of respondent Percentage (%)

Strongly Agreed 35 38.9%
Agreed 30 33.3%
Undecided 10 11.1%
Strongly Disagreed 10 11.1%
Disagreed 5 5.6%
Total 90 100%
Source: Field Survey, 2021

From the above table, it can be seen that 35 respondents representing 38.9%

strongly agreed d, 30 respondents representing 33.3% agreed d, 10 respondents

representing 11.1% undecided, 10 respondents representing 11.1% strongly

disagreed d while 5 respondents representing 5.6% disagreed. Therefore it was

discover that Organizational structure is the key factor that influence worker

performance.

Table 4.2.9: The effort of the management of ministry of finance towards

achieving effective communication is influencing the workers performance.

Variable No. of respondent Percentage (%)

Strongly Agreed 35 38.9%

Agreed 25 27.7%

43
Undecided 8 8.9%

Strongly Disagreed 12 13.3%

Disagreed 10 11.1%

Total 90 100%

Source: Field Survey, 2021

From the above table, it can be seen that 35 respondents representing 38.9% were
strongly agreed, 25 respondents representing 27.7% agreed, 8 respondents
representing 8.9% were undecided, 12 respondents representing 13.3% strongly
disagreed while 10 respondents representing 11.1% disagreed. Therefore the
implication is that the effort of the management of ministry of finance towards
achieving effective communication is influencing the workers performance.

Table 4.2.10: Provision of conducive work environment is the factors that

determine the performance of the workers.

Variable No. of respondent Percentage (%)

Strongly Agreed 46 51.1%

Agreed 21 23.3%

44
 Undecided - 0%

Strongly Disagreed 7 7.8%

Disagreed 16 17.8%

Total 90 100%

Source: Field Survey, 2021

From the above table, it can be seen that 46 respondents representing 51.1%

strongly agreed, 21 respondent representing 23.3% agreed, 7 respondents

representing7.8% strongly disagreed, while 16 respondents representing 17.8%

were disagreed. This indicate that the Provision of conducive work environment is

the factors that determine the performance of the workers in the organization.

Table 4.2.11: The structure of the organization is factors that affect the

performance of the workers.

Variable No. of respondent Percentage (%)

Strongly Agreed 9 10%

45
 Agreed 7 7.8%

Undecided 4 4.4%

Strongly Disagreed 59 65.6%

Disagreed 11 12.2%

Total 90 100%

Source: Field Survey, 2021

From the above table, shows that 9 respondents representing 10% strongly agreed,

7 respondents representing 7.8% agreed , 4 respondents representing 4.4%

undecided, 59 respondents representing 65.6% strongly disagreed , while 11

respondents representing 12.2% disagreed . This implies that the structure of the

organization is factors that affect the performance of the workers.

Table 4.2.12: Standard network is the factors that encourage the performance
of the workers.

Variable No. of respondent Percentage (%)

Strongly Agreed 56 62.2%
Agreed 23 25.6%
Undecided - 0%

46
 Strongly Disagreed - 0%
Disagreed 11 12.2%
Total 90 100%
Source: Field Survey, 2021

From the above table, it can be seen that 56 respondents representing 62.2%
strongly agreed, 23 respondents representing 25.6% agreed, while 11 respondents
representing 12.2% disagreed. However, it was concluded that the Standard
network are the factors that encourage the performance of the workers.

Table 4.2.13: Allowance and incentive at time increase works productivity.

Variable No. of respondent Percentage (%)

Strongly Agreed 78 86.7%
Agreed 10 11.1%
Undecided - 0%
Strongly Disagreed - 0%
Disagreed 2 2.2%
Total 90 100%
Source: Field Survey, 2021

From the table above shows that 78 respondents representing 86.7% strongly

agreed, 10 respondents representing 11.1% agreed, 2 respondents representing

2.2% disagreed. This show that majority of staff were strongly agreed that

Allowance and incentive increase their works productivity.

47
Table 4.2.14: Provision of retirement benefit and pension at a time will
address the challenges encountered by workers.

Variable No. of respondent Percentage (%)

Strongly Agreed 55 61.1%

Agreed 25 27.7%

Undecided 4 4.4%

Strongly Disagreed 3 3.4%

Disagreed 3 3.4%

Total 90 100%

Source: Field Survey, 2021

In the table 4.2.13 above, it shows that 55 respondents representing 61.1% of the
respondents strongly agreed, 25 respondents representing 27.7% of the respondents
agreed, 4 respondents representing 4.4% undecided, 3 respondents representing
3.4% disagreed. Therefore, it is clearly indicate that majority of the staff in
Ministry of Finance were strongly agreed that Provision of retirement benefit and
pension at a time will address their challenges encountered.

Table 4.2.15: Training of staff is determine the performance of workers.

Variable No. of respondent Percentage (%)

Strongly Agreed 73 81.1%

Agreed 8 8.9%

48
Undecided 7 7.8%

Strongly Disagreed - 0%

Disagreed 2 2.2%

Total 90 100%

Source: Field Survey, 2021

From the above table, it can be seen that 73 respondents representing 81.1%

strongly agreed, 8 respondents representing 8.9% agreed, 7 respondents

representing 7.8% were undecided, while 2 respondents representing 2.2%

disagreed. The implication of the analysis indicates that Training of staff is

determine the performance of workers.

Table 4.2.16: Promotion of staff at due time influence the workers

performances.

Variable No. of respondent Percentage (%)

49
 Strongly Agreed 55 61.1%

Agreed 19 21.1%

Undecided 7 7.8%

Strongly Disagreed 6 6.7%

Disagreed 3 3.3%

Total 90 100

Source: Field Survey, 2021

In the table 4.2.19 above, it shows that 55 respondents representing 61.1% strongly

agreed, 19 respondents representing 21.1% agreed, 7 respondents representing

7.8% undecided, 6 respondents representing 6.7 strongly agreed, 3 respondents

representing 3.3% disagreed. Therefore, it is clearly indicate that majority of the

staff in Ministry of Finance are strongly agreed that Promotion of staff at due time

influence the workers performances.

4.3 Discussion of Findings

The research findings reveal that there was a positive relationship between

the performance at Population services ministry of finance and the level of ICT

use. The results indicated that ICT use explains 82.4% of the performance at

ministry of finance Yobe state. The study findings are in line with some of the

studies in the literature. In three case studies, Lee (2014) found that the use of

50
information technology has shown significant positive impacts on productivity.

This agreed s with the statement that utilization of ICT tools has an important

influence on the organization and all of its elements including people, culture,

structure, process and tasks (Leavitt and Pondy, 2014).

The study also found that, the majority of the respondents had official phones

(35.98%), computer (50.26%), IPad/Tablets (25.4%) at their disposal to enable

them perform their duties. In addition, the respondents agreed d to a large extent on

the level of use of laptops and computers with a mean of 4.31/5, the intranet; mean

of 4.21/5, Human Resource (HR) systems; mean of 3.91 and email; mean of

4.06/5. This depicts that Ministry of Finance Damaturu had adopted IT to a large

extent due to its many benefits to the employee performance particularly through

coordination of work in the organizations. The study findings are in line with Scott,

(2001), who found that IT is a means of facilitating communication and the

exchange of information between various departments and functions in the

organization and in this light IT acts as an enhancer of collaboration and

networking tool amongst employees, customers and partners because it removes

the barriers to real-time communication and effective information sharing (Scott,

2001).

CHAPTER FIVE

51
 SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary

The basic purpose of this chapter was to give the summary, conclusion and

recommendation of the study. The findings of the study were based on the

objectives of the study which were to determine the level of ICT use; and to

determine the Role of Information and Communication Technology on Staff

Efficiency.

This study aim was to assess the impact of information technology on the

organizational performance. It adopted cross-sectional survey research design

where all the staff at the organization were the targeted for the study. Data was

collected using online administered questionnaires. All completed questionnaires

proceeded to data analysis. A total of 90 questionnaires were returned out of 100.

That represented a response rate of 71% which was sufficiently high to yield the

results sought. Data was analyzed. The findings reveal that majority of the

respondents were males aged between 25-44 years who had attained an

undergraduate level of education.

The findings revealed that all the respondents agreed d that had adopted ICT to a

large extent and use of ICT services had improved the performance of the Ministry
52
of Finance significantly. The study findings revealed that majority of the

respondents gave the following as ways in which IT had improved performance:

Use of ICT had facilitated better data and knowledge management for the Ministry

of Finance, ICT had improved operational efficiency of employees, ICT had also

improved accountability for the Ministry of Finance Damaturu and in quality

service delivery.

On the effect of ICT on the Ministry of Finance sustainability, the study found that

the use of ICT enabled attract donor funding and collaborate with other partners

respectively. On the achievement of its targets, the study established that ICT use

had moderately enhanced monitoring and reporting targets with accuracy;

achieving organizational objectives; incorporating quantitative targets at planning

stage.

Bivariate correlation studies show that there is a positive and significant

relationship between information technology use and organization performance.

The research therefore proves that ICT use has a significant positive and direct

effect on performance.

5.2 Conclusion

The study found that, Yobe State had adopted and used ICT to a large extent and

that ICT had a significant impact on performance. Some of the ways in which ICT

53
had an impact on organization performance include; Yobe State was able to attract

donor funding and collaborate with other partners more effectively, Yobe State

was also able to achieve, monitor and evaluate organizational targets accurately

while incorporating them at planning stages. ICT use had enhanced service

delivery standards; improved it staff satisfaction and improved productivity of

employees and increased flexibility in majority of organizations functions.

The study confirmed that there exists a positive relationship between information

technology use and organizational performance. This was evident in all the

operations information technology use variables analyzed: data management,

accountability, target achievement and service delivery.

5.3 Recommendations

From the findings the study recommends that Ministry of Finance should

embrace ICT tools and services so as to have competitive edge and improve

service delivery.

The state government, have more self-service enabled services, automate all

critical processes to achieve higher efficiency, reliability and control in the

organization.

Organizations should also build in house capacity to handle ICT systems

policies and procedures that attempt to retain ICT staff and develop backup plans.

54
 The success of ministry of finance yobe state, with regard to the positive link

between ICT use and performance.

Offers a learning experience for other ministry, department and agencies in

the country.

Yobe State Government should ensure that ICT policy statements are

translated into reality. An ICT policy implementation commission should be

created. This commission should be funded and given the power to provide ICT

facilities in the ministry of finance and monitor their use.

Computer/ICT education should be made compulsory for all their staff in the

ministry of finance Damaturu yobe state.

Efforts should be made by Ministry (at Federal and State levels) to post staff

skilled in ICTs to impart ICT skills to the staff.

Also, the Federal Ministry of Mines and Power should work towards

stabilizing electricity supply in Nigeria.

5.4 Recommendations for Further Study

This study sought to assess the impact of information technology on organizational

performance with particular reference to Ministry of Finance Yobe State in

attempting to bridge the gap in knowledge that existed. The study mainly focused

on one organization hence there is need to replicate the study using many other

organizations so as to find out if there are any other factors on the Role of

55
Information and Communication Technology on Staff Efficiency in ministry of

finance, Yobe State.

The study also recommends that more study should be done on challenges facing

information technology use in organizations in Yobe State.

56
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 APPENDIX
Department of Public Administration,
Faculty of Social and Management
Sciences,
Yobe State University.
P.M.B. 1144, Damaturu,
Yobe State.
Dear Respondent,
I am a final year student of the above named department conducting a research on
“The Role of Information and Communication Technology on Staff Efficiency: A
case study of Ministry of Finance Damaturu Yobe State” all information obtained
will be used strictly for academic purpose and your views and opinions will be
appreciated and treated with full confidentiality. Your cooperation is highly
appreciated.

Yours Faithfully,
Lawan Muhammad Abubakar

61
 QUESTIONNAIRE
Below are the list of questions, please tick (√ ) and fill as appropriate.
SECTION “A”: PERSONAL DATA
1. Sex: Male [ ] Female [ ]
2. Age category: (a) 18-24 [ ] (b) 25 - 34 [ ] (c) 35-44 [ ] (d) 45 and above [ ]
3. Educational Qualification: (a) primary [ ] (b) secondary [ ]
(c) Tertiary. [ ]
4. Marital Status (a) Single [ ] (b) Married [ ]
5. Position a. Junior Staff [ ] b. Senior Staff [ ]
SECTION B QUESTIONNAIRE

Please you are required to tick ( √ ) appropriate column under the following keys:
Strongly agreed (S.A), Agreed (A) Undecided (U), Disagreed (Di) Strongly
Disagreed (SD).

1- The use of ICT is factors that increase workers efficiency.

a. Strongly agreed ( ) b. Agreed ( ) c. Undecided ( )

d. Strongly disagreed ( ) e. Disagreed ( )

2- Organizational structure is the factor that influence worker performance.

a. Strongly agreed ( ) b. Agreed ( ) c. Undecided ( )

d. Strongly disagreed ( ) e. Disagreed ( )

3- The effort of the management of ministry of finance towards achieving

effective communication is influencing the workers performance.
a. Strongly agreed ( ) b. Agreed ( ) c. Undecided ( )

d. Strongly disagreed ( ) e. Disagreed ( )

62
4- Provision of conducive work environment is the factors that determine the
performance of the workers.
a. Strongly agreed ( ) b. Agreed ( ) c. Undecided ( )

d. Strongly disagreed ( ) e. Disagreed ( )

5- The structure of the organization is factors that affect the performance of the
workers.
a. Strongly agreed ( ) b. Agreed ( ) c. Undecided ( )

d. Strongly disagreed ( ) e. Disagreed ( )

6- Standard network is the factors that encourage the performance of the

workers.
a. Strongly agreed ( ) b. Agreed ( ) c. Undecided ( )

d. Strongly disagreed ( ) e. Disagreed ( )

7- Allowance and incentive at time increase works productivity.

a. Strongly agreed ( ) b. Agreed ( ) c. Undecided ( )

d. Strongly disagreed ( ) e. Disagreed ( )

8- Training of staff is determine the performance of workers.

a. Strongly agreed ( ) b. Agreed ( ) c. Undecided ( )

d. Strongly disagreed ( ) e. Disagreed ( )

9- Provision of retirement benefit and pension at a time will address the

challenges encountered by workers.
a. Strongly agreed ( ) b. Agreed ( ) c. Undecided ( )

d. Strongly disagreed ( ) e. Disagreed ( )

63
10- Promotion of staff at due time influence the workers performances.
a. Strongly agreed ( ) b. Agreed ( ) c. Undecided ( )

d. Strongly disagreed ( ) e. Disagreed ( )

64