ABSTRACT
This research work is
aimed at finding the effect of training development in banking operations.
The purpose is to
determine the relationships between the level of productivity and human
resources, training and development; discover the causes of high labour
turnover in banks, especially commerce banks.
Also to determine the
whether the availability of training and development opportunities motivate
staff of banks, to enable them stick firmly to the service of the banks.
In conducting the
research, the researcher used oral interview, questionnaires and personal
observations to collect the necessary data required.
A sample size of 53
(Fifty-three) of First Bank Plc, were studied. The data collected were
statistically analyzed by the use of percentage. On the application, it was
discovered that training and development opportunities motivate workers and
improves the level of job performance of he staff of the banks. Despite the
fact that substantial number of banks’ employees have been trained, their
performance as still not encouraging
Based on the above
findings, the following recommendations were made: Banks should ensure that
their training programmes are will structured and planned; equal opportunity
for training and development should be given to evenly member of staff at all
levels. Training programme should be supported with adequate job rotation and
assignment. Training should be structured to cover many of the practical
aspects of banking services. Trainers also should be equipped with materials
and should ensure regular training for trainers to enable them update their
knowledge.
The researcher also
recommends that banks should keep this work, and refer to it whenever a
training and development programmes is being designed. The idea of dumping
research works in the archive without and meaningful use of them is ill
concerned.
TABLE OF CONTENT
CHAPTER ONE
Introduction
1.1
Background of the
study
1.2
Statement of the
problem
1.3
Purpose/ objective of the
study
1.4
Research
Questions
1.5
Research
Hypothesis
1.6
Significance of the
study
1.7
Scope, Limitations and Delimitations
1.8
Definitions of
terms
References
CHAPTER TWO
Review of Related
Literature
2.1
Introduction
2.2 What Is Training
2.3
Importance of training and development programme
2.4
Principles of Learning
2.5
Understanding Training and Development Needs
2.6 On-
The – Job Training
2.7 Evaluation
of Training And Development
Reference
CHAPTER THREE
Research design and
Methodology
3.1
Research
Design
3.2
Area of
study
3.3
Population
3.4
Sample and sample
Techniques
3.5
Instruments of data collection
3.6
Methods of date
presentation
3.7
Methods of data
analysis
References
CHAPTER FOUR
Data presentation and
analysis
References
CHAPTER FIVE
Finding, Recommendation and Conclusion
5.1
Recommendations
5.2
Conclusion
References
Bibliography
Appendix
CHAPTER ONE
INTRODUCTION
PREAMBLE
As man invented tools,
weapons, clothing, shelter and language, the need for training because an
essential ingredient in the match to civilization. Whether our ancestors
stumbled upon, or invented these facets of civilization is of relatively little
significance. What is more important is that man has the ability to pass on to
others the knowledge and skill gained in mastering circumstances. This was done
by deliberate examples, by signs and words. Through these devices, the
development process called training was another successfully, we say that
learning took place and knowledge or skill was transferred. The ninth century
(ninth Century) ushered in an era of social legislation and with it sizeable
changes in the concept of workers organization.
Through all these
changers, however, and constantly developing emphasis has seen upon quality
training of workers, and this has culminated in the stanch support of the Trade
Unions for any legislation that provides a wide range of vocational education.
One of the objectives of every organization should be to provide opportunities
for it employees to optimize their performance in pursuit of the organizational
goals. With this end in view, it may be profitable also to help employees feel
that the organization cares for them as people, there is more likelihood of
their responding willingly to satisfy the needs of the concern.
When we consider
training therefore, we are seeking by any instructional or experimental means
to develop a person’s behaviour pattern in other to achieve a standard of level
of performance. Learn therefore, is an essential prerequisite for adequate
performance in one’s occupation whatever the job may be. The importance of
human resources to any organization whether public or private has long been identified.
Organizational objective such as profit maximization, share of market, and
social responsibilities cannot be fulfilled without human beings who
co-ordinate the activities of the organization using other factors of
production. The realization of the value of human “capital” to any organization
has led to a proposal by experts that people should be classified as “assets”
and to be so recorded in accounting records. Investment in human capital is a
worthy and necessary expenditure of an organization is to discharge its legal,
statutory and social responsibilities to its owners, its public and society at
large.
The indisputable reason
why training of employees should be a revolving undertaking is because of
changes posed by modern technology.
Changes take place every
minute, hour, day etc, and the world is faced with an era of technological
advancements that can make already acquired skills obsolete. Training therefore
is not retracted to new employees or old employees, but to both, and even to
Senior Management Personnel.
Training brightens
employees, and attitude towards their works. The in turn improves job
performances at all levels, which facilitates the realization of both
individual and organizational objectives.
1.1 BACKGROUND
OF THE STUDY
Banking business in
Nigeria started in 1892, by African Banking Corporation. The bank was taken
over by now West Africa, now First Bank in 1894, Barley Bank, and now Union
Bank was established on 1917.
The tow expatriate banks
dominated the banking scene until 1933, when National Bank of Nigeria was
established. Many indigenous banks were established between 1929, and 1952. But
most of them failed due to probably, to poor management lack of training, part
from low capitalization and staff competition from foreign owned banks. Only
three indigenous banks and the two foreign banks survived the period/ by 1952,
the First Bank ordinance was introduced. It stipulated the minimum capital
based and licensing for banks. The period that followed, 1952 to 1962 and 1970,
there was no new banks established n Nigeria, presumably because of the impact
of regulations and the civil war (1967-1970).
The periods 1959-1986
witnessed the era of regulation. The Central Bank of Nigeria was established n
1959 with to promote and integrate the Nigeria Financial System. The Central
Bank of Nigeria encouraged the development of money and capital markets. It also
encouraged human resources development in the banking industry. Other useful
developments within the period that affected human resources development n
banks are:
A. The
Companies Decree (1968), which made it mandatory for all companies in Nigeria,
including banks of register locally and be subjected to Nigeria laws.
B. Indigenization
Decree (1972), which introduced the system of deliberate Nigerianisation.
C. The
acquisition of controlling shares in the three big expatriate banks. The period
1986, to date is called the second Banking Boom Era, because of the rapidity
with which banks were established due to deregulation of the economy. The
Government and private sectors now rely on the banks for the allocation of
human resources. The industry had 12 (twelve) merchant and 29 (twenty-nine)
commercial banks in 1986, but by December 1990, there was 48 (forty-eight)
merchant banks and 58 (fifty-eight) commercial banks apart from 5 (five)
development banks and the peoples established in 1989. The Community Banks, a
unit of banking system meant mainly for rural communities started springing up
towards the end of 1990. As at May, 1991, there were 120 (one hundred and
twenty) Merchant and Commercial Banks excluding Central Bank of Nigeria, four
Development banks, people banks and Community banks.
The Federal Savings Bank was recently converted
to what they call a “whole Commercial Bank”, instead of being a development
bank. The rapid growth within the industry and financial system as whole has
over stretched the management cadre of banks. It has created rapid upliftment
and promotion for many staff training and retraining to maintain a high level
of competence with the industry.
1.2 STATEMENT
OF THE PROBLEM
Before the establishment
of Central Bank 1959, training of Nigeria bankers was not taken seriously by
most banks, especially the foreign owned banks. There was a gentleman’s
agreement within the foreign- owned banks on competition for business and
staff. Except in big cities, one could not see offices of two foreign banks in
the same town and mobility of staff among them was not allowed. However, the
indigenous banks had to snatch some Nigerians from these banks to survive,
since they needed some experienced hands. It is record that foreign banks in
the early part of the century employed Nigerians mainly as menials and clerks
their management and intermediate staff were expatriates, until the seventies
one could see many white faces of Accountants, Managers and Office Executives
in banks.
There were no conscious
efforts to groom Nigerians for management position, in fact, the calibre of
people employed were either drop- out from schools or school certificate holder
with lower grades so that they could stay long on the jobs.
The first banking
institution that opened a training centre locally was Union Bank in 1956. First
Bank did not have a local training centre until 1960. United Bank for Africa,
which opened its door for business in 1961 did not start a training centre
until 1975. The Savannah Bank formerly Bank of America, did not have a training
centre until 1976, even through its first office was opened for business in
1960. NAL merchant Bank only established a training centre in 1988, after 28
years in business. However some banks are known to have set up training centres
within a short time after establishment.
Despite all the efforts
towards human resources development and by banks, one still observes long
queues whenever he comes to deposit money, withdrawal of money or for any other
service rendered by the banks.
Secondly, the rate
of labour turnover in banks especially Commercial banks in very high compare
with what is used to, there is no doubt that this high rate of mobility
contributes to the poor services rendered by banks. This in the opinion of the
researcher, is very essential returns value to the organization in terms of
increased productivity, low rate of labour turnover, heightened morale
reduction of costs and enhanced efficiency in order t achieve the
organizational goal.
1.3 PURPOSE
OF THE STUDY
The objectives of the study are:
1. To
determine the influence of human resources, training and development on the
operations of the banks.
2. To
determine whether there is any relationship between labour turnover and
availability of training and development opportunities in banks.
3. To
examines the training and development opportunities available to staff of
banks.
4. To
find out the number of staff trained each year, and how it has affected their
performance at work
5. To
find out whether staff of the banks see the training and development programme
as motivating, and means of job enrichment and satisfaction.
6. To
establish the type of training available, method and places of training.
7. To
evaluate workers performance before and after training courses.
8. To
make recommendations where appropriate to the banks in order to maker more
meaningful, its human resources training and development programme.
1.4
RESEARCH QUESTIONS
The following are
research questions:
1. Does
training’s and development o human resources has any influence on the level of
performance of the banks?
2. What
proportion of the staff are trained annually?
3. What
types of training programmed are available in the banks?
4. Does
training and development has any effect on the profitability of the banks?
1.5
RESEARCH HYPOTHESIS
H0: Training and
development does not improve the level of job performance of the staff of the
banks?
H0: Availability
of training and development opportunities does not have any effect on the rate
of labour turn in the banks?
H0: Training and
development opportunities do not motivate worker?
H0: Human
resources, training and development do not improve the profitability position
of banks?
1.6
SIGNIFICANCE OF THE STUDY
This research work then
completed with be an immense benefit to the following:
1. Banks
in Nigeria: This study will help the management of the banks in
Nigeria to improve the quality of the staff with particular reference to First
Bank Plc, main branch.
2. Banks’
Customers: An improved banking service will save the customers
that time they waste in the banks before they are attended to.
3. Nigeria
Economy: The research work will help to alleviate all battered
economy.
4. Banks’
Staff: When banks realize the need for human resources training
and development, their employees will no doubt have a greater opportunity of
being trained. This will help in developing and shaping their future.
1.7SCOPE
This study covers the
Enugu main branch of First Bank of Nigeria Plc thorough study was carried in
the main branch. Any other reference to materials, other banks’ activities etc,
is for the purpose of clarity, and vivid understanding of the subject topic,
and will be with in the scope of his study.
1.8
DEFINITION OF TERMS
· Training:
- It is the process of preparing somebody to perform a particular
job or skill well.
· Development:
- It is defined as the action or process by which something or
somebody grows or becomes larger, more advanced or more organized.
Department | Banking and Finance |
Project ID Code | BFN0172 |
Chapters | 5 Chapters |
No of Pages | 73 pages |
Methodology | Chi Square |
Reference | YES |
Format | Microsoft Word |
Price | ₦4000, $15 |
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Contact Us On | +2347043069458 |