1.1 BACKGROUND OF THE STUDY
The National Electric Power Authority was established by the NEPA Act of 1972. The Act authorized the merger of the activities of the Niger Dam Authority and the Electricity Corporation of Nigeria. The operative object clause is among other things: “to develop and maintain an efficient, coordinated and economical system of electricity supply to all parts of the federation or as the Authority may direct, and for this purpose:
· Generate or acquire supply of electricity,
· Provide bulk supply of electricity for distribution within or outside Nigeria, and
· Provide supply of electricity for consumers in Nigeria from time to time as may be authorized by the authority”.
A close scrutiny of NEPA performance over the years reveals that the above provisions of the Decree are not efficiently observed. It was estimated, according to a World Bank Report, that inefficiency in power sector alone created losses of over US$800 million annually in Nigeria (World Bank 1994).
Today, investment costing stands flawed without imputing the cost of self-provision of electricity whilst the affluent make provisions for private electricity generators for domestic use.
Bedeviled with gross inefficiency and inappropriate investment strategy, NEPA record transmission loss of 15% - 20% owing to inadequate distribution expectant. Between 15%-20% of its output is not metered and hence no revenue is earned on it. This means between 30% - 40% of NEPA output does not yield revenue. The expected loss by international standard is 5% - 10%. It is a common knowledge that due to poor operational practices and inadequate management tools and skills, sharp practices are very rampant in the system. (World Bank 1995).
Managerial success to a great extent entails working with and through people to achieve organizational objective. When management has the unrealistic and narrow outlook that labour is primarily an adjunct to the machine and is to be bought at the cheapest market, its organization will be inefficient, human resources will be wasted and the workers will consider the organization undesirable to work. This leads to industrial strikes and places the organization at a great disadvantage in its drive to recruit and retain the right caliber of personnel necessary for its operations. Human resources are the most important assets an organization has, and any attempt to sideline the human resources in development purpose will spell doom to the organization.
A human oriented management recognizes that fact that individuals join organization with varied drives and motives both economical and psychological. Such management therefore designs and maintains an organization in which employees meet their wants and needs by contributing to the overall interest and aims of the organization at the same time. While meeting his personal needs, he also needs organization’s objectives.