Capacity Building for Disaster Management: A Case of Pakistan (Published)
Disaster management is a nucleus for mitigating negative impacts of natural hazards. Its success or failure depends upon application of institutional frameworks, infrastructure development, and human and technical resources. Community participation in supporting government authorities to handle disaster-induced crises, is essential, too. It is an enhanced capacity building that provides an opportunity to Disaster Management Authorities to do collaborative decision-making for tackling natural disasters. Capacity building ensures strengthening of disaster management activities with a collective spirit of skilled force. Thus, almost all functions are placed under special control of Disaster Management Authorities which usher in an integrated adaptation of administrative activity with a shared purpose to address natural disasters. This article investigates existing capacity building for disaster management and inherent challenges, such as, insufficient infrastructure, fragmented governance, and limited resources, in Pakistan. Using capacity development theory for disaster management with qualitative methods and a descriptive research design coupled with analytical and explanatory aspects, this article analysed secondary and primary data, including interviews with experts. Purposive sampling has been used due to few experts on the topic. This study found that insufficient institutional framework, dearth of resources, poor training facilities, lack of modern technology, for example, Geographic Information Systems (GIS) are the main hurdles. Therefore, capacity building looks limited. Poor performance of state’s institutions has failed to mitigate losses caused by several natural disasters, especially frequent floods. Resultantly, floods have damaged socio-economic capital. This poor showing demands a much larger meaningful capacity building for disaster management.
Keywords: Capacity building, Disaster Management, Implementation, Infrastructure, Planning, natural hazards
Implications of Employee Participation in Decision Making for the Performance of Local Government Administration in Nigeria: A survey of selected local governments in Enugu state (Published)
The paper is on the Implications of employee participation in decision making for the performance of local government administration in Nigeria. Three local governments in Enugu state were selected for the study. The paper is an empirical research using survey design approach with a population of 1972 drawn from Enugu East (526), Enugu North (746), and Enugu South (649) local government areas. A sample size of 331 employees was used. The instruments used for data generation was structured questionnaire and frequencies and percentages were used for analysis. The findings of the study include that employees’ participation significantly increases the quality of service delivery, reduces work error, increases job satisfaction, enhances better policy implementation, and better directs employees’ efforts towards organizational goals. Challenges facing employees’ participation include assumed poor knowledge and skill of employees; lack of trust of employees by top management that limit their participatory space; management unwillingness to share information with junior staff; and the traditional top-down decision making approach to management.
Keywords: Decision Making, Employees, Implementation, Local government Administration, Participation, Performance
Implications of Employee Participation in Decision Making for the Performance of Local Government Administration in Nigeria: A survey of selected local governments in Enugu state (Published)
The paper is on the Implications of employee participation in decision making for the performance of local government administration in Nigeria. Three local governments in Enugu state were selected for the study. The paper is an empirical research using survey design approach with a population of 1972 drawn from Enugu East (526), Enugu North (746), and Enugu South (649) local government areas. A sample size of 331 employees was used. The instruments used for data generation was structured questionnaire and frequencies and percentages were used for analysis. The findings of the study include that employees’ participation significantly increases the quality of service delivery, reduces work error, increases job satisfaction, enhances better policy implementation, and better directs employees’ efforts towards organizational goals. Challenges facing employees’ participation include assumed poor knowledge and skill of employees; lack of trust of employees by top management that limit their participatory space; management unwillingness to share information with junior staff; and the traditional top-down decision making approach to management.
Keywords: Decision Making, Employees, Implementation, Local government Administration, Participation, Performance