1.1 Introduction
Information and Communication Technology (ICT) refers to the collection of digital tools, systems, and resources used to create, store, process, transmit, and manage information in various organizational settings (UNESCO, 2018). In contemporary administrative environments, ICT is widely recognized as a transformative force that reshapes managerial functions, workflow processes, and institutional productivity. The emergence of ICT has significantly altered the operational landscape of public service organizations across the globe. Public institutions are increasingly adopting digital systems to enhance service delivery, promote transparency, improve record management, and strengthen accountability mechanisms.
Within this evolving administrative structure, office managers occupy central coordinating positions that require constant interaction with information systems, staff, and executive management. Their responsibilities include supervising clerical operations, managing documentation, coordinating communication channels, scheduling activities, and ensuring the smooth flow of organizational information. The effectiveness with which these duties are performed is closely linked to the level of ICT integration within the office environment (Heeks, 2006).
As a prelude to other parts of this study, this chapter will discuss the background upon which this study was initiated, the statement of problems that led to this study, the Aim and Objectives of the study. Others are significance of the study, scope of work, research hypothesis and questions, limitation of the study and definition of terms.
1.2 Background of Study
The historical development of Information and Communication Technology (ICT) in office administration is closely tied to the evolution of modern management systems and organizational communication processes. Before the emergence of ICT, office managers in public service institutions relied heavily on manual tools such as typewriters, filing cabinets, paper registers, and face to face communication to coordinate administrative activities. Record keeping was largely paper based, correspondence was delivered through postal services, and data storage depended on physical archives (Heeks, 2006).
The introduction of computers into office environments in the late twentieth century marked a turning point in administrative history. Early computer systems were primarily used for basic data processing, word processing, and payroll management. As governments began to recognize the efficiency gains associated with digital tools, public sector institutions gradually incorporated computers into clerical and managerial functions. Office managers started using desktop publishing software, spreadsheets, and electronic databases to perform documentation and reporting tasks more efficiently (Olatokun & Adebayo, 2012).
Information and Communication Technology (ICT) has become a fundamental component of modern organizational administration, particularly within the public service sector where efficiency, accountability, and timely service delivery are critical. The evolution of ICT has transformed traditional office practices from manual, paper based systems to automated and digitized operations. According to UNESCO (2018), ICT refers to technological tools and resources used to communicate, create, disseminate, store, and manage information in organizational environments. The integration of these technologies into office administration has redefined managerial roles, especially that of office managers who coordinate information flow and supervise administrative processes.
The public service sector has witnessed significant reforms driven by digital transformation initiatives aimed at improving governance and operational effectiveness. Heeks (2006) reported that ICT adoption in government institutions enhances transparency, reduces bureaucratic delays, and strengthens institutional performance. This transformation has placed office managers at the center of technological implementation, as they are responsible for managing records, coordinating communication systems, and ensuring efficient workflow across departments.
Scholars have consistently emphasized the link between ICT utilization and administrative productivity. Olatokun and Adebayo (2012) asserted that the deployment of ICT facilities in public offices improves document processing speed, accuracy in record keeping, and overall staff coordination. Through electronic databases, email systems, and office automation software, office managers are better equipped to manage large volumes of information and execute tasks within shorter timeframes.
In examining managerial efficiency, Adeosun (2010) stated that ICT contributes significantly to job performance in the public sector by facilitating real time communication, enhancing data security, and promoting effective decision making. The author highlighted that digital tools enable office managers to schedule meetings, track correspondence, and monitor administrative operations more systematically than manual methods (Adeosun, 2010).
Beyond infrastructure availability, human capacity plays a crucial role in ICT performance outcomes. Venkatesh, Thong, and Xu (2012) affirmed that users' technological competence, perceived usefulness of ICT systems, and organizational support mechanisms determine the level of technology acceptance and utilization. Where office managers possess adequate digital literacy and receive institutional support, ICT integration positively influences their productivity and job effectiveness. However, the transition from traditional office systems to ICT driven administration has not been without constraints.
Adebayo (2014) contend that inadequate training, poor maintenance of ICT facilities, erratic power supply, and resistance to organizational change hinder effective technology utilization in many public service establishments. These limitations reduce the expected performance gains associated with ICT adoption and create gaps between technological investment and administrative output. Furthermore, global administrative trends continue to emphasize e governance and digital service delivery as pathways to public sector modernization. As governments invest in electronic record systems, online communication platforms, and integrated data management infrastructures, the expectations placed on office managers continue to expand. They are required not only to perform supervisory roles but also to function as digital coordinators who ensure that technological systems align with organizational objectives. This study is set against the backdrop of examining how Information and Communication Technology (ICT) influences office managers' job performance in selected public service sector.
1.3 Statement of Problems
Investigation revealed that the integration of Information and Communication Technology (ICT) into public service operations has transformed administrative processes, record management, communication systems, and service delivery across government establishments. Office managers, who occupy strategic positions in coordinating information flow, supervising clerical staff, and ensuring organizational efficiency, are expected to leverage ICT tools to enhance their job performance. ICT adoption is increasingly regarded as a critical driver of productivity, accuracy, speed, and accountability in the public sector.
In many public sector offices, ICT facilities such as computers, internet connectivity, document management systems, and office automation software are provided but are either underutilized or improperly applied to administrative tasks. Where office managers lack the requisite ICT proficiency, the expected improvement in job performance is not fully realized, thereby affecting workflow coordination, data processing, and timely decision making. Studies have shown that digital literacy levels among administrative personnel significantly influence operational efficiency and service output (Olatokun & Adebayo, 2012).
Furthermore, where ICT resources are adequately deployed and effectively utilized, office managers experience improved task coordination, enhanced communication, better records security, and increased productivity. ICT is associated with faster information retrieval, efficient scheduling, and improved interdepartmental collaboration. Yet, the disparity between ICT availability and actual performance outcomes raises concerns about policy implementation, user adaptability, and institutional readiness within the public service sector (Adeosun, 2010). It is against this backdrop that this study seeks to examine the impact of ICT on office managers' job performance in selected public service sector.
1.4 Purpose of the Study
The purpose of this study is to examine the impact of Information and Communication Technology (ICT) on office managers' job performance in selected public service sector, with a view to determining how ICT tools, infrastructure, and competencies influence administrative efficiency, communication flow, and service delivery outcomes.
1.5 Aim and Objectives of the Study
The aim of the study is to assess the impact of Information and Communication Technology (ICT) on office managers' job performance in selected public service sector.
The specific objectives of the study are:
- To examine the extent to which ICT facilities are available to office managers in the public service sector.
- To assess the level of ICT utilization in the performance of administrative duties.
- To evaluate the influence of ICT competence on office managers' productivity.
- To investigate the challenges affecting effective ICT usage in public offices.
- To determine the relationship between ICT adoption and overall job performance of office managers.
1.6 Research Questions
The study came up with research questions so as to be able to ascertain the above stated objectives. The specific research questions for the study are stated below as follows:
- To what extent are ICT facilities available to office managers in the public service sector?
- What is the level of ICT utilization in the performance of administrative duties?
- How does ICT competence influence office managers' productivity?
- What challenges affect effective ICT usage in public offices?
- What relationship exists between ICT adoption and office managers' overall job performance?
1.7 Research Hypothesis
In order to pursue the objective of this study, the following generalized statements have been designed to guide and aids in obtaining the result for the experiment to be conducted. For this work, the null hypothesis will be represented with H0 while the alternative hypothesis will be represented with hypothesis H1.
Hypothesis One
- H0: ICT adoption has no significant impact on office managers' job performance in the public service sector.
- H1: ICT adoption has a significant impact on office managers' job performance in the public service sector.
Hypothesis Two
- H0: Availability of ICT facilities do not significantly influence administrative productivity of office managers.
- H1: Availability of ICT facilities significantly influences administrative productivity of office managers.
Hypothesis Three
- H0: ICT competence does not significantly affect the efficiency of office managers in the public service sector.
- H1: ICT competence significantly affects the efficiency of office managers in the public service sector.
1.8 Significance of Study
It is believed that at the completion of the study the findings will reveal the extent to which ICT influences office managers' efficiency in public service administration. The study will also reveal institutional gaps affecting ICT utilization and propose measures for performance improvement.
Furthermore, office managers will benefit as the study will expose ICT skill requirements necessary for improved job performance. In addition, Government policy makers will benefit since the study will inform policy formulation on e governance and digital capacity development.
Lastly, researchers and scholars will benefit because the study will expand literature on ICT and administrative performance in the public sector.
1.9 Scope / Delimitation of Study
The study focuses on the impact of Information and Communication Technology (ICT) on office managers' job performance in selected public service institutions in Owerri Municipal, Imo State, Nigeria. It covers ICT facilities availability, utilization patterns, competence levels, and performance outcomes among office managers working within ministries, departments, and government agencies in the state.
1.10 Limitations of the Study
During the course of this study, many things militated against its completion, some of which are:
- Time Constraint: The time frame given to accomplish this project was very short due to school academic calendar and it was carried out under pressure which made the researcher not to implement some necessary features.
- Financial Constraint: Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).
1.11 Operational Definition of Terms
Information and Communication Technology (ICT):
ICT refers to digital technologies used for creating, processing, storing, retrieving, and transmitting information within organizational settings. It includes computers, internet systems, telecommunications devices, and office automation software that support administrative functions (UNESCO, 2018).
Office Manager:
An office manager is an administrative professional responsible for coordinating office operations, supervising clerical staff, managing records, and ensuring effective information flow within an organization (Adeosun, 2010).
Job Performance:
Job performance refers to the effectiveness, productivity, and efficiency with which assigned administrative duties are executed in achieving organizational goals (Olatokun & Adebayo, 2012).
Public Service Sector:
Public service sector comprises government ministries, departments, and agencies established to deliver services to citizens and implement public policies (Heeks, 2006).
Office Automation:
Office automation involves the use of computer based systems and software to perform routine clerical and managerial tasks such as document processing, scheduling, and communication management (Venkatesh, Thong, & Xu, 2012).
ICT Competence:
ICT competence refers to the knowledge and skills required to effectively operate digital technologies and apply them to administrative tasks within an office environment (UNESCO, 2018).
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