CHAPTER ONE

GENERAL INTRODUCTION.
1.1 Background to the Study
The information management system for the State Civil Service Commission aims to address
the pressing need for improved handling of civil service procedures, event forms, and
applications. In the contemporary public sector, the complexity of processes and the volume
of information managed can pose significant challenges. As public expectations evolve, the
efficiency of administrative processes becomes crucial. This project is initiated to automate
and streamline these tasks, thereby ensuring that staff responsibilities are standardised and
performance can be effectively measured.
Currently, the manual processes used by the commission present numerous challenges
that compromise operational efficiency. Personnel officers often deal with an overwhelming
amount of paperwork, leading to long delays in locating critical documents. Some searches
can take almost a week, causing frustration and reducing overall productivity. Additionally,
inadequate filing systems can lead to the loss of crucial records, further hindering access to
necessary information. Such inefficiencies impact staff morale and the quality of service
provided to the public (Ugwoke & David, 2020; Idris, 2021). By implementing this
information management system, the goal is to significantly enhance the management of civil
service operations. The new system will not only reduce reliance on paper but also facilitate
quicker access to important records. This shift aims to improve not only operational
efficiency but also staff engagement and public perception of government services.
1.2 Statement of the Problem
The Kano State Civil Service Commission plays a fundamental role in maintaining the
efficiency and effectiveness of public service delivery. As the demands on public institutions
grow, so do the challenges faced in managing essential operations. This chapter introduces an
information management system designed to enhance these operations, outlining the
background, purpose, significance, objectives, limitations, and defining essential terms
relevant to the study
Personnel officers at the Kano State Civil Service Commission are currently confronted with
significant challenges due to increased workloads. This increase can be attributed to the
growing number of ministries, agencies, and parastatals requiring management. As a result,
staff often find themselves overwhelmed by excessive paperwork, with sorting through files

1
taking an unreasonable amount of time. Furthermore, the risk of losing important documents
due to inadequate filing systems complicates access to essential information.
Manual record-keeping methods are not only slow but also lead to unreliable outcomes when
retrieving specific data. This inefficiency impacts staff productivity and engagement, leading
to frustration and low morale. The current inefficiencies have not only operational
repercussions but also reflect poorly on the effectiveness of public service, thus lowering
public trust and satisfaction (Okoronkwo, 2021).
1.3 Aim and Objectives of the Study
The aim of this project is to create an efficient staff recruitment system for the Kano State
Civil Service Commission. To achieve this aim, the following specific objectives have been
outlined:
i. To develop a central database that securely stores all necessary information for the
commission.
ii. To create a user-friendly interface enabling staff to efficiently search for and retrieve
records.
iii. To implement an automation module for managing promotions and transfers in line
with established policies.
iv. To set a timeline for the system’s design, development, testing, and full deployment.
1.4 Purpose of the Study
The purpose of this study is to design and implement an effective staff information
management system that streamlines the processes involved in managing staff records and
recruitment within the Kano State Civil Service Commission. The study aims to identify
current challenges within manual systems and propose a robust technological solution that
enhances efficiency, reduces errors, and improves overall service delivery
1.5 Significance of the Study
This study is significant for several reasons. It addresses critical operational needs within the
State Civil Service Commission, aiming to enhance the reliability and security of data
storage. The new information management system is expected to speed up processing times
for records, transfers, and promotions, ultimately leading to better service delivery. Likewise,
the impact extends beyond the commission to include various stakeholders, such as the public
and governmental agencies. Enhancing transparency and accountability in civil service
operations is a core aim of this project. Previous implementations of similar systems have
shown tangible improvements in efficiency, public service delivery, and employee

2
satisfaction in other jurisdictions (Pinnington et al., 2022). These outcomes highlight the
potential benefits of the proposed system for overcoming current administrative challenges.
1.6 Justification for the Study
The need for improvement in managing civil service records and processes serves as the
justification for this study. As population growth and the number of government entities
increase, the challenges faced by personnel officers become even more significant. An
efficient information management system will directly address these issues, laying the
groundwork for better service delivery and improved public trust in governmental operations.
For instance, when personnel officers can access records swiftly and accurately, it enhances
their ability to respond effectively to public inquiries and concerns (Akinyemi, 2020).
Furthermore, automating these processes will enable personnel officers to dedicate time to
more strategic initiatives, rather than being bogged down by administrative tasks.
1.7 Scope and Limitations of the Study
This project focuses specifically on replacing manual methods of managing promotion and
transfer records within the various ministries and agencies of Kano State. The new system
will streamline essential tasks, including adding new staff records, updating existing
information, and deleting outdated records for recruitment.
While the initial focus is strictly on promotion and transfer management, there are plans to
consider expanding the system’s functionalities in the future. This may include features for
performance evaluations and inter-departmental data sharing, thus increasing overall
efficiency and adaptability.
1.7.1 Limitations of the Study
Despite the positive outcomes anticipated from this project, several limitations should be
noted. First, time constraints and budget limitations may hinder the full development of all
proposed modules within the initial timeline. Some features might not be completed or fully
operational during the first phase of the project.
There may also be challenges related to user training and adapting to the new system.
Employees who are accustomed to manual methods could resist changing how they work.
Additionally, potential technical problems during the rollout could challenge the reliability
and functionality of the system.
Other limitations could include data migration challenges, as transferring existing
records into the new system could result in errors or inconsistencies if not managed carefully.
Acknowledging these limitations is important for setting realistic expectations, and the
challenges identified will provide valuable insights for improving the system in the future.

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1.8 Definitions of Related Terminologies
To help clarify the key terms that will arise throughout this study, the following definitions
are provided:
- Data: Refers to individual facts or figures that can be processed or analysed in various
contexts.
- Information: Data that has been processed and formatted in a way that makes it meaningful,
allowing for informed decision-making.
- Database: An organised collection of data that enables easy storage, retrieval, and
management of information.
- Database Management System (DBMS): Software designed to facilitate the creation,
manipulation, and management of databases across multiple applications.
- Recruitment: the process of adding new individuals to a population or subpopulation (as
of breeding or legally catchable individuals)by growth, reproduction, immigration,
and stocking.
- User Interface: The means by which a user interacts with a system, particularly the design
of the screens and controls that allow users to navigate through an application.
- Automation: The use of technology to perform tasks with minimal human intervention,
enhancing efficiency and reducing errors.
- File Management System: A software system that helps in storing, organising, and
retrieving files securely, ensuring that important documents are easily accessible.
- Public Service: Services provided by governmental or public entities to meet the needs of
citizens.
.

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 CHAPTER TWO

LITERATURE REVIEW
2.1 Review of Previous Studies
In the advancing digital world, public service institutions are increasingly tasked with
implementing systems that promote efficiency and accessibility.
2.1.1 Study on Automation in Civil Service Promotions
Ugwoke and David (2020) conducted a significant study on the impact of an online
promotion system within the Abia State Civil Service Commission. Their research aimed to
explore how automation could alleviate the inefficiencies associated with traditional
promotion methods. The study employed a mixed-methods approach, combining quantitative
data from surveys distributed among civil servants with qualitative interviews to gather in-
depth insights into the experiences of personnel officers. The results of their analysis revealed
that the introduction of an online system led to a marked decrease in the time required to
process promotions, with many respondents reporting reduced frustration and increased job
satisfaction. However, one key gap identified in their study was the limited scope of their
research, which focused solely on the promotion aspect and did not investigate how similar
automation could impact other areas of personnel management, such as transfers or
disciplinary actions. This opened a pathway for further exploration into comprehensive
information management systems spanning various functions within civil service entities.
2.1.2 Public Service Efficiency: An Evaluation of Personnel Management Systems
In a study published in 2021, Akinyemi explored the various models of public personnel
management and their effectiveness. The research primarily focused on how modern
information management systems could enhance operational efficiency in civil service
sectors. Akinyemi make used of a qualitative methodology, conducting focus group
discussions with civil servants across multiple states to gather insights into their experiences
and suggestions related to personnel management.
The findings suggested that personnel were generally resistant to change, especially if
it involved shifting from familiar manual processes to newer systems. While Akinyemi
highlighted the importance of technological innovation in public service, a significant gap in
the study was the lack of quantitative measurements to assess the actual improvements in
efficiency resulting from the adoption of such systems. Future research could benefit from a

5
quantitative approach to validate and quantify the benefits of transitioning to automated
systems in public service environments.
2.1.3 Addressing Challenges in Public Sector Automation
A comprehensive analysis by Ibrahim (2023) examined the challenges faced in implementing
automated systems within the Nigerian public sector. This exploratory study makes used of a
qualitative methodology, conducting interviews with key stakeholders, including
governmental officials and technical experts. The study aimed to identify common barriers to
automation and propose potential solutions. One notable finding was the fear of job
displacement among staff, which impeded the acceptance of new technologies. Ibrahim’s
study effectively highlighted these concerns but neglected to include a broader perspective on
stakeholder engagement strategies or change management techniques that could facilitate
successful transitions. This gap suggests an avenue for future research to focus on developing
frameworks that address personnel fears and encourage buy-in from staff members when
implementing new systems.
2.1.4 Impacts of Streamlined Administration on Public Trust
A research article by Okoronkwo (2021) look into how streamlined administration through
automated systems could enhance public trust. The researcher employed a quantitative
research design, using surveys distributed to citizens who interacted with various public
service agencies. The aim was to assess how the experiences of citizens in accessing public
services influenced their trust in government institutions.
The results indicated a strong correlation between efficient service delivery and public
trust. Citizens who experienced quick and reliable service were more likely to express
confidence in the government. However, Okoronkwo’s study also revealed that many citizens
remained unaware of the technological advancements being implemented, indicating a
communication gap. Future research could examine strategies for improving public
awareness and understanding of automated systems, highlighting how these changes promote
efficiency in service delivery and trust in civil service.
2.1.5 Case Studies on Information Management Systems in Nigeria
Ibrahim (2022) analysed case studies of existing information management systems across
various state civil service commissions in Nigeria. The study sought to determine common
success factors and barriers to effective implementation. A mixed-methods approach was
make used of , combining statistical analysis of system performance with interviews of
personnel who had used these systems.

6
 Findings from the study highlighted the importance of user-friendly design and
comprehensive training in the successful adoption of these systems. Unfortunately, while the
research stressed successful case studies, it did not get into the challenges faced by those
states where implementation failed or faced significant setbacks. This presents a notable gap;
research focusing on failure cases could yield valuable lessons for current and future
implementations.
2.1.6 The Role of Training in Technology Adoption
In 2024, Adeola published a study examining the pivotal role of training in the successful
implementation of technology in public service settings. This quantitative study surveyed
civil servants to determine their training needs and perceived effectiveness of current training
programs related to new information systems. The research established a clear connection
between thorough training and positive attitudes towards new technologies.
While Adeola’s study demonstrated the importance of training, it lacked a
comprehensive exploration of how training methodologies could vary according to the
diverse needs of different user groups within the civil service. This gap indicates that future
research could investigate tailored training approaches that consider departmental differences,
technology proficiency levels, and individual roles within the civil service.
2.1.7 Frameworks for Information Systems Implementation
The last few years have seen a growing emphasis on establishing frameworks for the
successful implementation of information systems. DeLone and McLean (2018) proposed a
model that delineates the critical success factors for information systems. Their framework
highlights the significance of system quality, information quality, service quality, user
satisfaction, and the resultant net benefits. While this framework is widely cited and provides
essential metrics for evaluating information systems, it lacks application guidelines specific
to public sector environments in Nigeria. This limitation suggests a need for further study to
adapt the DeLone and McLean model to local contexts, enabling better assessment and
alignment of information systems with the unique challenges faced by public institutions.
2.1.8 Role of Stakeholder Engagement in System Implementation
Effective stakeholder engagement is pivotal in ensuring the success of any information
management system within the public sector. Research conducted by Adeola (2023)
highlights the significant role that involving key stakeholders—including personnel officers,
management, and even the public—plays in facilitating the transition to automated systems.
Adeola employed a qualitative methodology, conducting workshops and focus groups to

7
gather insights from diverse stakeholders about their expectations and concerns regarding the
new system.
Adeola's findings suggest that early involvement of stakeholders leads to more
tailored approaches to implementation, thereby increasing the likelihood of acceptance and
satisfaction among users. However, a gap identified in this study is the absence of a
structured framework for engaging stakeholders throughout the planning and execution
phases. Future research could focus on developing such a framework, outlining strategies for
involving relevant parties and ensuring their input is integrated into the system design.
2.1.9 Data Privacy and Security Concerns
The introduction of an information management system inevitably raises valid concerns
regarding data privacy and security. In a study by Ibrahim (2024), the researcher examined
the implications of data management practices in relation to privacy laws in Nigeria. Utilising
a mixed-methods approach, the research included surveys that assessed personnel's
understanding of data security measures in place within current systems.
The results revealed that many personnel officers lacked confidence in the existing security
protocols, which negatively affected their willingness to engage with digital solutions. This
gap highlights a need for comprehensive training on data privacy and security to address the
concerns of staff and promote a culture of accountability and proper data handling.
2.1.10 The Importance of User-Centred Design
User-centred design is crucial when developing technology for public service environments.
Research conducted by Akinyemi and Ugwoke (2019) focused on how design influences user
experience and satisfaction with information management systems. Their study employed
participatory design methods, where users were actively involved in the development
process. This approach led to effective interfaces that were popular with personnel officers.
Despite the success of user-centred design in enhancing user satisfaction, the study also
highlighted that many public service organisations often neglect this principle, resulting in
systems that are difficult to navigate. The gap here suggests a potential avenue for further
research creating guidelines for integrating user-entered design principles into public sector
technology development processes from the outset.
2.1.11 Comparative Analysis of Civil Service Automation
A recent comparative study by Okoronkwo (2023) compared various state civil service
commissions in Nigeria that have implemented information management systems. The
objective was to identify best practices and hurdles faced across different contexts. Utilising a
qualitative methodology, the research drew on interviews with personnel from several states

8
to gain insights into their experiences with implementation. The research uncovered several
successful strategies that have positively impacted officer engagement and service delivery.
However, one notable gap was the failure to establish a framework for scaling these
successful practices across different states, particularly considering differing state resources
and infrastructural capabilities. Future studies could explore scalable solutions that can be
adapted to various contexts, ensuring that all civil service commissions can benefit from
established best practices.
2.1.12 Potential Barriers to Recruitment and Training
The implementation of a new information management system also faces barriers related to
recruitment and training for personnel officers. Adeola (2024) researched the relationship
between recruitment policies and the effectiveness of training programs for public service
staff. Their quantitative study included surveys that assessed the readiness of new hires to
adapt to technological changes within their roles.
The findings indicated that personnel entering the civil service often lack the
necessary technical skills required to adapt to modern systems. This gap in training and
recruitment practices illustrates the need to reform hiring policies to include criteria for
technological proficiency and data management skills. Future research could focus on
developing targeted training and recruitment programs aimed at building a workforce that is
equipped to navigate and thrive in technologically advanced work environments.
2.1.13 Impact of Change Management on System Adoption
Change management is critical in facilitating successful adoptions of new systems in public
service. A study by Ibrahim (2023) focused on identifying the change management strategies
employed by various public institutions while implementing information management
systems. Using qualitative interviews with project managers, the study examined into how
different strategies influenced the acceptance and effective implementation of such systems.
The results highlighted that institutions employing clear communication, involving staff in
decision-making, and providing adequate support during transitions reported higher success
rates. However, a notable gap was the identification of a structured model of change
management tailored specifically for public service environments in Nigeria. Future studies
could work towards developing such a model, offering clear steps for managing transitions
effectively, considering both technological and human factors.
2.1.14 Integration of Emerging Technologies
The rise of emerging technologies poses both an opportunity and a challenge for information
management in the civil service. Research by Akinyemi & Idris (2024) explored the

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integration of artificial intelligence (AI) and machine learning within public administrative
frameworks. The study employed a mixed methods approach, combining qualitative
interviews with quantitative assessments of current technology use in civil service.
Their findings underscored the potential benefits of leveraging emerging technologies
for more efficient record-keeping and data processing. However, a significant gap identified
was the limited understanding among personnel regarding how to effectively implement and
integrate these technologies into their existing systems. Future research should focus on
crafting training programs that equip personnel with the skills needed to harness emerging
technologies, ensuring that innovative solutions are effectively integrated into public service
operations.
Finally, the literature reveals a pressing need for an evaluation framework to
continuously assess the performance of information management systems in public service.
DeLone and McLean’s Information Systems Success Model serves as a foundational tool but
lacks specific indicators tailored for the unique challenges faced by Nigerian public
institutions.
Future research could refine this framework, developing specific metrics for evaluating user
satisfaction, operational efficiency, and overall effectiveness within the context of the State
Civil Service Commission. A robust evaluation framework would allow for ongoing
feedback, guiding iterative improvements to the system post-implementation.
2.2 Synthesis of the Reviews Literature
The methodologies employed in the previous studies vary widely, reflecting different
research focuses and objectives. Qualitative methods, such as interviews and focus groups,
were common in understanding personnel experiences and perceptions about automated
systems. For instance, Akinyemi's focus groups yielded rich insights into employee attitudes,
while Ibrahim's qualitative interviews highlighted stakeholder concerns.
On the other hand, quantitative approaches, like surveys and statistical analyses,
provided measurable data about the effectiveness of systems and their impact on service
delivery. These methodologies, employed by researchers such as Okoronkwo and Adeola,
effectively captured public sentiment and training needs, respectively. However, the interplay
between qualitative and quantitative data remains relatively unexplored, suggesting that
future research could benefit from a mixed-methods approach, combining the depth of
qualitative insights with the breadth of quantitative data.
Overall, the literature presents considerable progress in understanding the role of
information management systems in the civil service. However, several gaps persist. Many

10
studies focus primarily on the technical aspects of implementation, often neglecting the
critical human factors involved in the transition to automated systems. There is a notable lack
of research into change management practices that could support personnel officers during
the shift from traditional methods to new technological solutions.
Additionally, while the benefits of such systems are often highlighted, few studies
offer concrete quantitative measures to substantiate claims of increased efficiency or
improved quality of service delivery. This absence of empirical data limits the ability to draw
definitive conclusions about the overall impact of information management systems on public
service outcomes.
2.2.1 Appraisal of the Literature Review
The reviewed literature underscores a critical need for improved management of personnel
records to enhance the overall efficiency of civil service operations in Nigeria. Numerous
studies illustrate the positive impact that information management systems can have on
service delivery, employee morale, and public trust. The transition to automation in the civil
service is not merely an operational change; it represents a fundamental shift in how public
service entities engage with both employees and the citizens they serve.
However, the gaps identified in existing research suggest that simply implementing
technology is not enough. Effective change management strategies must accompany
automation, focusing on training, user engagement, and communication to ensure all
stakeholders are prepared for the transition. The recurring theme within the literature is that
while technology can create opportunities for improved efficiency, it is the human element—
how personnel adapt to and engage with these systems—that ultimately determines success.
2.3 Analysis of the Existing System
Currently, personnel officers at the State Civil Service Commission are extensively engaged
in managing personnel records through traditional, manual methods. The heavy reliance on
paper documents has resulted in a system that is both inefficient and prone to errors. For
example, personnel officers face the daunting task of sorting through vast quantities of paper
files to find critical information. This not only consumes significant amounts of time but also
leads to potential errors in handling records.
The existing filing systems are often chaotic, lacking secure storage that could prevent
the loss or damage of important documents. Instances of misplacing vital paperwork can lead
to significant issues regarding promotions, transfers, and disciplinary actions. Case studies on
the daily operations of officers reveal that personnel often report feeling overwhelmed and

11
demoralised by the weight of administrative tasks that are exacerbated by the unreliability of
current processes.
Furthermore, interviews with personnel have highlighted dissatisfaction with the
length of time required to go through manual procedures. Many officers have expressed
concern that inefficiencies not only affect their productivity but also impede their ability to
serve the public effectively. As public expectations rise, the pressure on officers to provide
timely and accurate information becomes increasingly significant. The drawbacks of the
current system lead to delays that can compromise the public's trust in civil service
operations.
In analysing these procedural inefficiencies, it is evident that the Kano State Civil
Service Commission lacks a robust system capable of managing personnel data effectively.
The absence of an integrated information management solution results in a significant gap in
the operational framework of the commission, thereby necessitating the urgent need for
technological intervention.
2.4 Potential Benefits of Implementing a New System
Transitioning to an information management system presents numerous potential benefits that
extend beyond simple data handling. The advancement towards automation in public services
can transform the way personnel officers manage their workload. A study by Idris (2021)
indicates that automated systems significantly improve record-keeping accuracy and speed,
leading to enhanced operational efficiency. The implementation of a new system has the
potential to address problems inherent in traditional manual processes. For instance, by
automating the retrieval of staff records, personnel officers can significantly reduce the time
spent searching for information. This shift allows staff to focus on more critical aspects of
their roles, such as engaging with the public and providing quality service. Enhanced data
integrity contributes to the confidence of personnel in the information they are utilising,
which directly correlates with improved decision-making capabilities.
Additionally, the introduction of an online system can support improved
communication within and between departments, thereby fostering a collaborative work
environment. Access to shared databases enables personnel officers to collaborate more
effectively, ensuring that updates regarding promotions and transfers are immediately visible
to all relevant parties, which promotes accountability.
Moreover, the potential for increased transparency is a critical advantage. When
personnel and citizens can access relevant information about promotions and transfers, it
builds trust in the processes that govern civil service. The ability to track the status of

12
requests in real-time provides assurance that the procedures are fair and equitable. Also, the
long-term impact of implementing an information management system cannot be overstated.
Evidence from other regions demonstrates that efficiency gained through technology can lead
to a more positive public perception of civil services. By delivering consistent and reliable
results, the civil service is positioned to enhance its reputation as an effective and trustworthy
entity (Pinnington et al., 2022). These outcomes underscore the transformative potential of
the proposed system for the State Civil Service Commission.
2.5 System Frameworks in Information Management
Various frameworks for information management systems exist, serving as valuable
guidelines in the development of the proposed system for the State Civil Service
Commission. The Information Systems Success Model developed by DeLone and McLean
(2018) is particularly relevant, as it outlines key dimensions that influence the effectiveness
of information systems. The model includes six primary dimensions: system quality,
information quality, service quality, use, user satisfaction, and net benefits.
i. System Quality refers to the performance and reliability of the system, which is
critical for ensuring smooth Operation and user experience.
ii. Information Quality focuses on the relevance, accuracy, and timeliness of the data
provided, directly impacting decision-making and operational effectiveness.
iii. Service Quality relates to the support provided to users, including training and
maintenance, which is essential for user satisfaction.
iv. Use highlights the actual usage of the system by personnel officers, indicating
engagement and effectiveness in fulfilling their roles.
v. User Satisfaction measures how pleased users are with the system, which plays a
crucial role in determining whether they will adopt and continue using the new
system.
vi. Net Benefits examines the overall impact of the system on the organisation, focusing
on efficiency gains, cost savings, and improved service delivery.
Applying these dimensions to the proposed system can help in assessing its effectiveness
after implementation, ensuring that it meets the operational needs of the personnel while also
enhancing service quality. Frameworks like this provide a foundation for criteria against
which the new management system can be evaluated, facilitating ongoing improvements and
adjustments based on feedback from users.
Additionally, frameworks that focus on user experience and interface design will also
play a significant role in the development of the system. A well-designed user interface will

13
ensure that personnel officers can navigate the system easily, reducing training time and
increasing overall productivity. Emphasising user-centred design principles during the
development process will be vital to the success of the system, as it will lead to higher
satisfaction and better usage outcomes.

2.6 Strategies for Implementation and Training

To ensure the successful implementation of the new information management system,
effective strategies must be developed. Training is a critical component of this process, as it
directly influences user adoption and satisfaction. A comprehensive training programme will
be essential for equipping personnel officers with the skills needed to navigate and utilise the
new system effectively. The training should be tailored to meet the specific needs of different
user groups within the State Civil Service Commission. For example, personnel officers may
require in-depth technical training, while administrative staff may need more general
guidance on navigating the user interface and understanding how to enter relevant data
accurately. Providing tiered training sessions that cater to various levels of expertise will
enhance overall comprehension and skill development. Moreover, ongoing support should be
established to assist personnel after the system's rollout. This may include a help desk or
dedicated support team to troubleshoot issues, answer questions, and provide continued
training resources. Such support will encourage users to seek assistance when needed,
fostering a culture of continuous learning and improvement within the civil service. The
importance of stakeholder engagement cannot be overstated during the implementation
phase. Involving personnel officers in the development and testing process will build
ownership and trust in the system. Seeking feedback from staff at various stages can lead to
adjustments that better align the system with users' needs and preferences. This collaborative
approach will also increase morale and confidence in the changes being introduced within the
commission.
2.6 Promotion
Promotion, actual or notional, is a rise in the status of a civil servant to a position of higher
grade which carries greater responsibilities and in most cases, change of duties and title.
Higher salary also usually accompanies promotion but the change in the service status which
the promotion entails is much more fundamental, in my view. Of course, there are rules,
procedures and principles of determining eligibility for promotion in the civil service. The
right qualification, the period prescribed in the scheme of service for an employee to serve on

14
a grade, satisfactory performance of duty as well as good conduct, passing of examinations
and interview. The seniority and merit principles are taken into consideration quite
significantly with even handed fairness to ensure that resourcefulness and competence are
given weight in the promotion exercise. The Kano Civil Service Commission which is vested
with the authority of promotion will carefully and critically consider all cognate factors
before reaching a decision on individual cases of promotion. Promotions one of the greatest
and most appreciated instruments of motivation of civil servants, is prompt and regular
promotion “Habeeb I. Pindiga (26 October 2019)”. The Kano Civil Service Commission
should strive to ensure that promotions or any form of preferment, are never in arrears. The
Civil Service Commission should make less use of the annoying word “notionally” which
came as a result of the “jettisoned” 1998 Reforms. If officers had to wait for 3 to 4 years on
one GL before promotion, it is very oppressive and most unfair, to gain “cheat” the same
officers of the actual value of their promotions, by postdating such promotions. There is no
reason why arrears should not be paid when the delay is never the fault of the promoters.
Arrears or Salaries arising from promotion used to be a good source of bulk income for
officers to invest on feasible as much as possible, it should be restored. Effective Date of
Promotion shall be 1st January.
2.6.1 Different Categories of Promotion
i. Promotion actual: is a rise in the status of a civil servant to a position of higher grade
which carries greater responsibilities and in most cases, change of duties and title after
a consecutive of 3 years in service the officer is due for promotion.
ii. Notional Promotion: this is the type of promotion where officers on approved leave
of absence, secondment, approved study leave with pay, special assignment, etc.
should no longer be granted notional promotion
iii. Special Promotion: A reward for excellence this promotion shall be based on merit.
However, in deserving cases, the civil service commission in consultation with
Ministries/Extra Ministerial Departments shall identify and offer special promotion to
officers who show commitment and exceptional brilliance in the discharge of their
responsibilities and performance of duties in the commission.
The Commission approves notional promotions in situations where the officers concerned
are seconded to other organisations such as Foreign Service Officers deployed to United
Nations Agencies for two or more years. If their colleagues on the ground are promoted, they
are also granted promotion notionally so that their seniority in the service is not impaired.
Salary does not come in at all as they are placed on a different scale in the UN system which

15
may even be more advantageous compared to the earnings of their colleagues at home. Any
leave of absence that is officially approved can attract promotion. The Commission also
strictly approves notional promotions to deserving officers who meet all the criteria for
promotion but there are no established vacancies against which they will be held in their
respective Ministries. The funds to pay for the new grades are not appropriated in the budget.
The promotion cannot thus, be immediately actualised. To all intents and purposes, such
notional promotions are given to reward hardworking officers whose morale should not be
dampened by postponing their due promotion to an indefinite period. If the financial situation
of their ministry improves and the vacancies created, some of the notional promotions, if not
all could be actualised through payment of arrears against the notional date earlier
announced. This is quite a significant principle of fairness and justice which the Commission
upholds in treating cases of promotion. Essentially and conventionally too, the notional date
is the effective date of the promotion for records, order of seniority and other purposes.
2.7 Transfer of Service /Secondment in Civil Service Commission
A transfer of service is the permanent release of an officer from one scheduled service to
another or from one class to another within the same service. Transfer of service is the
permanent released of an officer from his current ministry to another based on the additional
qualification obtained which is not related to his ministry to continue performing his
responsibilities.
Transfer of service are as follows:
i. Inter Cadre transfer
ii. Inter Service Transfer
iii. Inter State Transfer
All applications for transfer shall be supported by the following documents:
i. Completed Application Form for appointment to Kano civil service commission
ii. Duly countersigned by the applicant’s employer
iii. Evidence of Qualifications
iv. APER for the 2 years immediately preceding the date of the appointment
v. Certified copy of officer’s up to date Record of service showing clearly the career
progression of the applicant
vi. Evidence of confirmation from the applicant’s employer, including a statement that
the officer will be released if the application is successful.

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2.7.1 Conditions for Effective Transfer/Secondment
 No applicant shall be considered for transfer on promotion to any Ministry/Extra
Ministerial Department except in response to an advertised post.
 An applicant shall be considered for transfer:
 If he has been confirmed in his previous service and his qualifications, experience and
career progression are in accordance with the scheme of service;
 Provided the contemplated transfer would in no way jeopardise the promotion
prospects of deserving serving officers;
 Where the commission is satisfied that there are vacancies not only in the relevant
grade but also in the applicant’s disciplinary or specialty;
 If he has served in his current grade for the stipulated minimum number of years
prescribed for promotion to advertised post (in respect of serving officers in the
Federal, State or Local Government Services).
 Where an Applicant has accepted an offer of a position that is lower than that for
which he initially applied, he shall not after assumption of duty, petition for upgrading
or review on account of comparison with his other colleagues. etc
 Officer transferred or seconded to the civil service shall assume duty within two
months from the date of notification of approval of the transfer, otherwise the offer
shall be regarded as having lapse
 Once approval has been granted for transfer of an officer’s service, the Kano civil
service commission shall simultaneously inform:
 the officer
 the releasing Office/Service which should convey the date of the officer’s release;
 the receiving Office/Service which should convey the date of the Officer’s
assumption of duty to the Commission.
 When the officer’s date of assumption of duty is known, a movement from shall be
raised by the Civil Service Commission for records and copies sent to the Accountant
General of State Government and Auditor General of the State.
Through records, the important information of officer’s transfer and promotion system
stored in the computer for easy retrieval at any time where necessary by the system
administration. Important events of the commission are stored in the computer system.
Hence, it services as a good reference point of whoever intends to know the happening in the
commission. In fact, it serves as historical sources of useful information to promoted and
transfer officers in the commission researchers’ (Edem, 1982). Commission management

17
Information System records also enables us to know the termly and yearly Promoted and
transfer of officers at any different angles in the state. Kano Civil Service Commission
management will be able to determine the progress of the Ministry/Extra Ministerial,
Agencies and take necessary precautionary measures towards improving their staffs for
promotion to deserving officer’s.
2.8 Function of the Civil Service Commission
The functions are as follows: -
i. To appoint persons to offices on the State Civil Service into posts on Salary Grade
Levels 06 and above.
ii. To promote and advance deserving officers into posts in different salary grade levels.
iii. Serves as Appellate Body for all petitions, appeals from aggrieved officers in respect
of Appointment, Promotions and Disciplines.
iv. Monitors the activities of Ministries, Departments and Agencies (MDAs) on
Appointments, Promotions and Disciplines.
v. Establishment of general and uniform guidelines for staff appointment, promotions
and transfers.
vi. Processing application for transfer (i.e. inter-cadre, inter-service, inter-state),
retirements and secondment of staff.
vii. Acts as Custodian of Comprehensive and current Personnel record for the Civil
Service.
2.9 Management of the Commission
Management is a process of making use of human and non-human resources to achieve
organisational goals (Onifade, 2019). Management involves planning, controlling,
organising, staffing, and leading, coordinating and directing the available resources.
(Adeleke, 2021). Management of Civil Service Commission refers to a process of making use
of the available resources towards the achievement of the commission goal in the State. The
Commission responsibilities according to 1999 Constitution of the Federal Republic of
Nigeria has vested the Civil Service Commission with the responsibility of among others
recruitment, appointment, promotion, transfer of service, secondment and discipline. This
notwithstanding the same constitution provides, that as it may deem fit, the Civil Service
Commission can delegate any of its may deem fit, the Civil Service Commission can delegate
any of its powers conferred upon it to Ministries and Extra-Ministerial Department with the
approval of the Executive Governor. This is with regard to special relationship and urgent
need to serve the chiefery in accordance with rules and regulation governing the service, it

18
has made it necessary that from time to time need to ensure that, the cavity out the mandate
conferred by the constitution.
i. There should be an established and proportional Human Resources database;
ii. To achieve their objectives
iii. The Civil Service making effort to computerise its system this will ensure keeping
data for easy reference.
iv. Improvement of instructional Workshop/programs.
v. Maintenance of effective interrelationship with different Ministries and external
agencies (Nwankwo 2018.)
It is very important to note that the civil service commission has observed with
serious concerned the numerous lapse in the areas of Promotion and transfer of service
despite various attempt, by it ensure appropriate procedures are adhered to. It is not
uncommon to find out that Promotion and Transfer is carried out without due regard to
appropriate procedure. This singular act at negligible particularly Promotion, created the
inability by the Government to implement most of the Promotion in monetary terms.
2.10 Recruitment
Recruitment is a fundamental human resource management function that involves the process
of attracting, selecting, and appointing suitable candidates for jobs within an organisation. It
serves as the first step in building a competent workforce and plays a crucial role in
determining the success of an organisation. Effective recruitment not only ensures that
organisations find individuals with the right skills and qualifications but also helps in
fostering a diverse and inclusive workplace culture. The recruitment process can significantly
impact an organisation's performance and its ability to meet strategic goals. Organisations
invest considerable resources into recruitment because they recognise that human capital is
one of their most valuable assets. A well-structured recruitment process can lead to higher
employee satisfaction, lower turnover rates, and improved organisational performance
(Breaugh & Starke, 2000).
2.10.1 Importance of Recruitment
Recruitment is essential for several reasons:
i. Talent Acquisition: It enables organisations to acquire the talent necessary to
achieve their goals.
ii. Cultural Fit: Recruitment helps ensure that new hires align with the organisation's
culture and values.

19
 iii. Diversity: A robust recruitment strategy promotes diversity within the workforce,
which can enhance creativity and innovation (Herring, 2009).
iv. Cost Efficiency: Effective recruitment reduces costs associated with high turnover
rates by ensuring that the right candidates are selected from the outset (Cascio,
2006).
2.10.2 Recruitment Types
Recruitment can be broadly categorised into two primary types: internal recruitment and
external recruitment. Each type has its advantages and disadvantages.
a. Internal recruitment refers to filling job vacancies from within the organisation. This
method can include promotions or lateral moves to different departments. The
advantages of internal recruitment include:
i. Cost-Effectiveness: It often requires fewer resources than external recruitment
since existing employees are already familiar with the organisation's culture and
processes.
ii. Employee Morale: Promoting from within can boost employee morale and
motivation by demonstrating that there are opportunities for career advancement
(Kuvaas, 2006).
iii. Reduced Onboarding Time: Internal candidates typically require less training
compared to external hires because they already understand the organisational
dynamics.
However, internal recruitment may also have drawbacks such as limited diversity of ideas
and perspectives since it draws from a smaller talent pool.
b. External Recruitment involves sourcing candidates from outside the organisation.
This can be done through various methods such as job postings on websites,
recruitment agencies, job fairs, and social media platforms. The benefits of external
recruitment include:
i. Fresh Perspectives: External candidates can bring new ideas and experiences that
can drive innovation within the organisation.
ii. Wider Talent Pool: Organisations can access a broader range of skills and
qualifications by looking beyond current employees.
iii. Diversity Enhancement: External hiring can help organisations improve diversity
by attracting candidates from different backgrounds.
However, external recruitment can be more costly and time-consuming due to the need for
extensive screening and on boarding processes (Schmidt & Hunter, 1998).

20
Other Recruitment Methods
In addition to internal and external methods, there are specialised forms of recruitment:
c. Retained Recruiting: Organisations hire external agencies on a retainer basis to find
candidates for high-level positions.
d. Contingency Recruiting: Agencies are paid only if they successfully place a
candidate.
e. Campus Recruiting: Companies visit universities to attract fresh graduates for entry-
level positions.
2.10.3 Recruitment Processes
The recruitment process is a systematic approach that organisations follow to attract and
select candidates. While specific steps may vary depending on organisational policies or
industry requirements, a typical recruitment process includes the following stages:
i. Identifying Hiring Needs: the first step involves assessing organisational needs to
determine whether there is a vacancy or if a new position is required due to business
growth or changes in strategy.
ii. Job Analysis and Description: once hiring needs are identified, organisations conduct
a job analysis to define the roles and responsibilities associated with the position. This
analysis results in a detailed job description that outlines required qualifications,
skills, experience, and competencies.
iii. Sourcing Candidates: organisations then begin sourcing candidates through various
channels such as job boards, social media platforms like LinkedIn, employee referrals,
or recruiting agencies. The goal is to attract a diverse pool of applicants.
iv. Screening Applications: after receiving applications, recruiters screen resumes to
shortlist candidates who meet the minimum qualifications outlined in the job
description. This step may involve using applicant tracking systems (ATS) to filter
applications based on keywords.
v. Interviewing Shortlisted Candidates are invited for interviews. This stage may consist
of multiple interview rounds involving HR representatives, hiring managers, and
sometimes team members. Interviews can be conducted in various formats—phone
interviews, video calls, or face-to-face meetings.
vi. Selection: following interviews, hiring teams evaluate candidates based on their
performance during interviews as well as other assessments (e.g., skills tests). The
best fit is selected based on meritocratic criteria aligned with organisational needs.

21
vii. Extending Job Offers: once a candidate is selected, a formal job offer is extended
outlining salary details, benefits packages, start dates, and other relevant information.
viii. Onboarding: after acceptance of the job offer, onboarding begins—this process helps
new hires acclimate to their roles and integrate into the company culture effectively.
2.10.4 Recruitment in Civil Service, Private Sector, and NGO
Recruitment practices vary significantly across different sectors—civil service, private sector
companies, and non-governmental organisations (NGOs)—each having unique requirements
and approaches.
a. Civil Service Recruitment
In many countries including Nigeria, civil service recruitment is governed by strict
regulations designed to ensure fairness and transparency. The Federal Character Principle
mandates that appointments reflect Nigeria's diverse population across various ethnic groups
(Federal Republic of Nigeria Constitution). This principle aims to promote inclusivity within
government institutions. Civil service recruitment typically involves:
i. Merit-Based Selection: Candidates are assessed based on their qualifications through
standardised tests or assessments.
ii. Transparency: Recruitment processes are often publicly advertised to ensure equal
opportunity for all eligible candidates.
iii. Long-Term Employment: Civil service positions often come with job security benefits
not typically found in private sector roles.
Despite these advantages, civil service recruitment can sometimes be criticised for being
bureaucratic or slow-moving due to extensive regulatory requirements.
b. Private Sector Recruitment
The private sector tends to adopt more flexible approaches compared to civil service hiring
practices. Organisations focus heavily on finding candidates who not only possess technical
skills but also fit well within their corporate culture. Key features include:
i. Employer Branding: Companies invest in creating strong employer brands to attract
top talent.
ii. Innovative Sourcing Strategies: Many private firms leverage social media platforms
for recruiting efforts.
iii. Focus on Skills Assessment: Practical assessments or case studies may be used during
interviews to evaluate candidates' problem-solving abilities.
However, private sector organisations may face challenges such as high competition for
skilled workers leading to increased salary demands.

22
 c. NGO Recruitment
NGOs often emphasise mission alignment when recruiting staff since their goals center
around social impact rather than profit maximisation. Recruitment practices in NGOs
typically include:
i. Values-Based Hiring: Organisations prioritise candidates who share their mission-
driven values.
ii. Community Engagement: NGOs often engage local communities in their hiring
processes to ensure representation.
iii. Flexibility in Roles: Due to limited resources compared to larger organisations, NGOs
may seek multi-skilled individuals who can adapt quickly (Bennett & Reddy, 2017).
While NGO recruitment fosters community involvement and mission alignment, it may
also struggle with attracting highly skilled professionals who prefer more lucrative
opportunities available in other sectors.
2.10.5 Recruitment of Staff in Kano State Civil Service Commission
Recruitment practices in Kano State reflect broader trends observed across Nigeria but also
exhibit unique characteristics shaped by regional dynamics. In Kano State—one of Nigeria's
most populous states—recruitment processes are influenced by both governmental
regulations and local cultural factors (Abba & Ibrahim 2017).
In Kano State's civil service sector, recruitment adheres strictly to national guidelines
established by agencies like the Federal Civil Service Commission (FCSC). These guidelines
emphasise meritocracy while ensuring compliance with principles aimed at promoting equity
among Nigeria's diverse ethnic groups (Federal Character Commission).
Transparency Initiatives
To enhance transparency in public sector recruitment processes within Kano State:
- Public Announcements: Job vacancies are widely advertised through local media outlets
including newspapers and radio stations.
- Application Procedures: Clear guidelines are provided regarding application submission
timelines and requirements.
According to Alhassan, 2018, despite these efforts towards transparency, still there are
challenges as follow: -
i. Political Influence: Political patronage remains an issue where appointments may
favour individuals connected with influential political figures rather than purely based
on merit.

23
 ii. Limited Resources: Budget constraints can hinder effective implementation of
comprehensive training programs for newly recruited staff members.
iii. Youth Unemployment: High levels of youth unemployment pose challenges for both
public sector recruiters striving for qualified applicants while navigating
socioeconomic realities affecting candidate pools (National Bureau of Statistics
Nigeria).
In contrast to civil service practices:
- Private companies operating within the State civil service commission adopt more flexible
approaches when recruiting staff. For instance, Abdullahi, 2020 opined the following:
i. Use of Technology: Many businesses leverage online platforms like LinkedIn or local
job boards for sourcing talent efficiently.
ii. Networking Events: Local chambers of commerce often host networking events
where employers connect directly with potential candidates—enhancing visibility
among skilled professionals seeking employment opportunities.
However:
i. Competition among businesses vying for top talent has led some firms into bidding
wars over salaries—potentially inflating wage expectations across sectors.
ii. Limited access to training programs hinders skill development among local graduates
—impacting overall employability rates within Kano State’s youth demographic
(World Bank Report).
NGOs operating within Kano State play an essential role in addressing social issues ranging
from education access to health care delivery systems while implementing innovative
strategies during staff recruitment efforts:
i. Community-Based Approaches: Local NGOs often prioritise hiring individuals from
communities they serve—ensuring representation while enhancing trust between
beneficiaries & staff members alike.
ii. Partnerships with Educational Institutions: Collaborations between NGOs &
universities facilitate internship programs enabling students practical exposure before
entering full-time employment roles post-graduation—creating pathways towards
sustainable career development initiatives tailored towards local needs (Ogunyemi &
Akinyemi).
iii. Capacity Building Initiatives: Many NGOs offer training programs designed
specifically for newly recruited staff members focusing on skill enhancement aligned

24
 with organisational goals—fostering professional growth while addressing capacity
gaps prevalent within communities served by these organisations.
2.11 Software Tools
2.11.1 Hypertext Pre-Processor (PHP)
PHP is a HTML embedded scripting language. much of it syntax is barrowed from C, Java
and Perl with a couple of unique PHP specific features. the goal of the language is to allow
web developers to write dynamically generated pages quickly.
Characteristics PHP is about providing the programmer with the necessary tools to get the
job done in a quick and efficient fashion. The following characteristics make PHP practical:
 Simplicity
A PHP script can consist of 10,000 lines or one line: whatever you need to get the job done.
There is no need to include libraries, special compilation directives, or anything of the sort.
The PHP engine simply begins executing the code after the first escape sequence (<?) and
continues until it passes the closing escape sequence
(?>). If the code is syntactically correct, it will be executed exactly as it is displayed.
 Security
PHP provides developers and administrators with a flexible and efficient set of security
safeguards. These safeguards can be divided into two frames of reference: system level and
application
2.11.2 MySQL
According to Claburn, Thomas (2007), MySQL is a relational database management system
(RDBMS) which is an open source. The program runs as a server providing multi-user access
to a number of databases. MySQL is commonly used by free software projects which require
a full-featured database management system, such as Word Press, PHPBB, and other soft
ware built on the XAMP software stack. It is also used in very high-scale World Wide Web
products including Google and Facebook.
MySQL is a popular choice of database use in web applications, and is a central component
of the widely used XAMP web application software stack XAMP is an acronym for "Linux,
Apache, MySQL, and Perl/PHP/Python". MySQL is used in some of the most frequently
visited web sites on the Internet, including Flicker, Nokia.com, YouTube and as previously
mentioned: Wikipedia, Google and Facebook.
2.11.3 Hypertext Markup Language (HTML)
This is the main markup language for creating and developing web pages. HTML elements
are the basic building blocks of webpages. Hypertext Markup language is a markup language

25
that web browsers use to interpret and compose text, images and other material into visual or
audible web pages. Default characteristics for every item of HTML markup are defined in the
browser, and these characteristics can be altered or enhanced by web page designer’s
additional use of CSS (Teague, 2007).
2.11.4 Cascading Style Sheets (CSS)
This is a style sheet language used for describing the presentation semantics (the look and
formatting) of a document written in a markup language. It is most common application is to
style web pages written in HTML and XHTML.
A style sheet consists of a list of rules. Each rule-set consists of one or more sectors
and a declaration – block consists of a list of declaration in braces. Each declaration itself
consists of a property, a colon (:), and value. CSS may be inserted into HTML document
using inline, embedded or external source (Wium and Bos, 1999).

CHAPTER THREE
SYSTEM ANALYSIS AND DESIGN
3.1 System Analysis
System analysis is the process of collecting and analying information about part of an
organization that is to be supported by the information system and using this information to
identify the user’s requirement of the new system. It involves a detailed study of the various
operations within and outside the system. During this analysis, data is collected from the
available files, decision point and transactions handed by the present system. Ibe, S (1997).
3.3.1 Analysis of the Existing System
Inputs are the information entered into a computer system. As defined by (merriam-webster,
1828) input is any information fed into a data processing system or computer, it also means
energy put into a system for storage for conversion to get the desired output.

Having analysed the existing system the following were identified as the existing system
inputs.

i. APPLICANT INPUT.
Applicant Documents
ii. STAFF INPUT
Complain or Report Form
iii. Interview

26
3.3.1 Procedure of The Existing System
The current system, name Design and Implementation of Information Management System
for

Civil Service Commission Kano State is a computerised system but a standalone system, is
not an online system. System can only be accessed to Commission Administrator, who is able
to add promoted, transfer of any officer’s while other Staff of the Commission and therefore
officer’s have no access to their Notification of Promotion and Transfer of service. In the
existing system there is no recommendation exercise, officer’s or a CSC Representative must
go to the Ministry/Extra Ministerial and did recommendation manually, and later the
Commission administrator will input the Information record into the system during the
Transfer and Promotion exercise. However, the existing system does not cover some
information about Officer’s Secondment, Salary Scale, Re-engagement and Contract
appointment. Most of the Information record activities of the commission are done manually.
3.3.2 Output of the Existing System
As defined by (Dictionary, 2019) an output is the amount of something produced by an
organisation. Output in this system happens to be based on the Manual activities of the
Commission. Having analysed the existing system, the following output were identified:

 Notification letter
 Remarks

3.3.3 Problems of the Existing System

As mentioned during my analysis that the existing system has some drawbacks in which
tackling this problem is a great work. Some of the problems of the existing system include.
i. The system is not an online system is a standalone
ii. it can only be accessed by the system administrator
iii. Recommendation is done manually rather than online.
iv. It does not incorporate much information about Ministry/Extra-Ministerial as well as
officer’s.
3.3.4 Proposed System Design
The new system which is an automated civil service Staff management scheme which has so
many benefits that will be fetched if introduced into the operation. And the following benefit
includes The system is expected to be better than the succeeding ones with the provision of list of
all cleared Applicants, which can be downloaded or printed for further decision making.

27
It is design in such a way that applicant is any person who will use the system on a regular
basis by applying for the recruitment and also can be able to send a comments, as well as the
existent Staff can be able to check transfer, promotion and so send a comments or complain
to through the comment panel, and then both the input data of the applied applicants and
Staffs, would be reviewed by the Admin, and response can be sent back if necessary, login,
communication, submission of applications, and verification (checking required inputs). The
application and verification system has the following users: applicant, admin officer and
Staff.
3.3.5 New System Output
The output of this system is Three categories:

a. Output for the Applicant: The output for the Applicant is a Provisional job Offer
which contains Applicant name, Applicant Id number, Ministry, date and time.
b. Output for the Admin: The output for the admin is a list of all applicants, which can be
downloaded or printed for further decision making. And if needed to shortlist, promote,
transfer and view comments and complaints send from applicants and Staff Respectively.

3.5 System and User Requirements

The functional requirement describes what the software should do. They are the descriptions
of the service provided by the system and its operational constraints.

a. Applicant: Visit the website to apply. And check Status with the Application Id
given.
b. Staff Officer: Visit the website, the Staff officer can be able to check Transfer
Status or Promotion
c. The System Administrator: log in using his/her user name and password. The
Admin check and shortlist applicants, promote and transfer Staff, and also view
comments sent by applicants and staffs
d. User’s requirements: are statements in natural language of the services
provided by the system and its operational constraints. The user requirement
documentation is expected to be used by the client manager, system end-user,
client engineer, and contractor manager and system architecture. Consequently,
the following requirements are written in simple, clear and in an ambiguous
manner to communicate what the system is expected to do as viewed by the
user.

28
3.5.1 Storage
The system is expected to keep track of several activities going on in the commission. This
implies a secure connection to a database that can hold large amount of data. The database
should be able to hold information of more than 2000 officers and 500 Ministries.
3.5.2 Simplicity in Usage
The system is expected to be graphical user interface (GUI)based and therefore should be
operated by simple clicks. No knowledge of programming should be needed in order to
operate or use the system. It should be simple to use.
3.5.3 Short Response Time
The system should respond to request within a short time. There is no use building a system
that cannot deliver faster than human beings.
3.5.4 Web Integration
The system is expected to have websites functionalities. This implies that navigation through
the web pages should be possible.
3.5.5 User Authentication
The system should only be used by authorised users. This is expected to be done by means of
username and password verifications. The user must have a username and password before
the system can allow him to have an access in to it.
3.6 System/Software Requirements
System requirement is a structured document setting out detailed description of the system’s
functions, services and operational constraints. The system is designed to run on a personal
computer running a windows operation system; at least a windows 7. The personnel database
management system is designed to perform a number of functions which are summarised
below.
i. The system must be able to check the validity of an activation code and print a
suitable error message if the code is found to be invalid.
ii. The system must check the validity of a Staff ID. It should open up the officer’s
personal page if the I.D number is found to be valid or print a suitable error message
if the ID number is found to be valid.
iii. The system must be able to check the validity of ID number of each applicant. The
page of the database which bears the whole profile of the applicants are stored should
open on authentication; to choose the eligible candidates.
iv. Each staff should be able to add his/her transfer and promotion exercise, profile at any
point in time and have the new information record saved.

29
 v. The system must be able to generate activation codes and insert same into the
database for authentication purpose.
vi. The system must be structured such that an administrator can add applicants and
posted to the appropriate ministry/ extra-ministerial etc.
vii. There must be default modules that are visible to every admin user irrespective of the
privileges that are assigned to them.
viii. Changes in profile made by system administrator must be saved for the next web
session.
ix. The system is allowed the officer to check his/her notification by obtained the ID
number and print it out for reference purpose.
3.7 Hardware Requirements
The physical machine in which this application is expected to run is a personal computer.
The following are the minimum configuration of the system is as enumerated below.
i. Pentium 3 processor
ii. 512MB RAM size
iii. 150GB HDD
3.8 Design
Design is the creation of plan or convention for the construction of an object or a system.
Ralph. and wand, Y (2009). Based on the above user and system requirements, this database
management system is designed under the following main modules
i. Admin module
ii. Staff module
3.8.1 Admin Module
This is the module that handles the managing staffs, promotion, transfer of service and
receiving messages from applicants, retrieving ID number for applicants and promoted staffs
etc.
3.8.2 Staffs Module
This module allows a staffs to view or check his notification of promotion/Transfer of
Service take APER forms, search a student, upload result, view and print result of a staff,
print a grade sheet for student, send and view password.
3.8.3 Applicants Module
This module allows the applicant to fill the application form of employment and take ID
number to check if you are among the successful candidates then print the offer of temporary
appointment. Applicant Module

30
 3.9 UML Diagram
Unified modelling language (UML) for specifying, visualising, constructing and
documenting the artefacts of software systems. UML was created by Object Management
Group (OMG) and UML is the process of taking the information from the model and displays
it graphically using some sort of standard set of element. UML diagram are drawn using the
pace star UML software. By drawing visual models of system, I will show how this system
will work on several levels such as interaction between the user and the system. To model
this software two types of UML diagram were use
3.9.1 Use Case Diagram
A use case diagram at its simplest is a graphical representation of a user's interaction with the
system and depicting the specifications of a use case. A use case diagram can portray the
different types of users of a system and the various ways that they interact with the system.
This type of diagram is typically used in conjunction with the textual use case and will often
be accompanied by other types of diagrams. The actors here are
i. Staff
ii. Admin
iii. Database
iv. Applicants
The functionality of each actor are shown below
Actor Function
Staff Received notification of Promotion/transfer of service from system
administrator, print result and Check notification

Admin. Manage Commission daily basis activities, staff, and, retrieve

ID number for staff. Add applicant, changed Notification,
Database Persist data

Applicant Fill the Form; ID number, check the offer of Probation, Print Notification.

Having understand the use cases the next step is to exhibit how those Use cases are related.
this can accomplish by sketching the use case diagram as shown below

31
 Figure 3.1: Use-Case Diagram
State diagram: displays the sequence of states that an object of an interaction responses and
actions goes through, during its life in response to received stimuli and it is related field to
describe the behaviour system. State diagrams require that the system is composed of finite
number of states. Below is a diagram representing the state diagram of the system.
32
 Admin

Login

Password
Manage Apply Applicant

User Form

Check
Staff Id Number
Retrieve

Manage Promotion Probation

Send/receive

Transfer

Notification

Figure 3.2: State diagram

3.10 Database Design
The general theme behind a database is to handle information as an integrated whole. A
database is a collection of interrelated data stored with minimum redundancy to serve many
users quickly and efficiently. The general objective is to make information access easy quick
and flexible for user.

33