The Role Of Manpower Training And Development In The Achievement Of Organisational Objectives In Nigeria Banking (A Case Study Of United Bank For Africa Plc)

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The Role Of Manpower Training And Development In The Achievement Of Organisational Objectives In Nigeria Banking (A Case Study Of United Bank For Africa Plc)


Abstract


This study was carried out to find out the role of manpower training and development and determine if training could be an instrument of achieving organizational objectives in Nigeria Banking A 21 – Item questionnaire which encompasses the subject matter was used to obtain the necessary information. The data gathered and reported in the study were analyzed using chi – square.

The result of the study was in consonance with related studies on this issue. This study was able to confirm that ‘training motivates employees to work harder, improves knowledge and skill and change attitude. Itwas also found out that there could still be appreciable improvement in the performance of banks worker via training and development.

From the study conducted and findings there from, one is apt to conclude that’ the role of manpower training and development IS visibly significant giving credence to the established fact as submitted in the study carried out. It is probably axiomatic, if not tautological to say that the quality, image, responsiveness and efficiency of an organization depend incalculably upon the outlook, orientation motivation and commitment of its manpower.


Chapter One


Introduction

1.1 Background of the Study

The need for training and development in an organization is of paramount importance since training and development are at the heart of employee utilization, productivity, commitment, motivation and growth.

Employee – development and training is part of the personnel manager’s functions. The major reason for training and training in skills is to bring the competencies of individuals up to desired standards for present or potential assignments. Most organization or firms are ‘having training programmes for their employees for which they employ modern techniques (Fanibuyan, 2001).

Hence, training could be defined as the systematic process of altering the behaviour and or attitudes of employees in a direction to increase organizational goal achievement or is an effort by the employer to provide opportunities for’ the employee to acquire job – related skills attitudes and knowledge (Banjoko, 2000).

Management development programmes are generally aimed at educating supervision, employees above’ and beyond the immediate technical requirements of the job and has a main objective of the improvement of the effective performance of all managers.

The role of the management in staff training is based on the premise that human resources are the most dynamic staff of the resources of every organization. It needs considerable attention from the organization, it they are to realize full potentials in their work. Staff is crucial but expensive

In order to sustain economic ‘and effective performance, it is importance to optimize the contribution of employees to’ the aims and goals of the organization; training should be viewed therefore as an integral part of the process of total quality management.

Training and development also improves productivity of the individual and organization concerned and also contributes to manpower development of the nation. Training is also seen as a motivator, which propels individual worker to satisfy basic drives, affiliation and the need for achievement, which in order worlds indicates the desire for productivity.

Training can be an instrument of change, if an organization accepts the search for greater efficiency as a never ending one and strives to adapt to change, the environment in which the organization works is continually changing. These changes result from many factors – new orientation on policy and tempo of work by a new administration, adverse trends in economic situation, change in political climate and the lost of other changes.

In a nut shell, manpower training and development deals with taking stock of the present manpower of the organization and forecasting against the future need of manpower of. the organization. The process involves making plans for analysis for recruitment, discharge, transfer, leaves and promotion.


1.2 Statement of the Problem

Most African counties of which Nigeria is one, have been experiencing economic recession for over a decade now.’ This situation has made supply of labour to exceed demand for it. Hence, most organization tend not to embark on training programmes for workers with the belief that they could easily get a replacement from any worker that does not meet up to the set standard.

Among problems that could emanate from such act are: low productivity of workers, low quality output, increased wastage, low profitability, low pre-capital income, absenteeism, and general survival of the firm and the estate in their highly dynamic Nigeria business environment. Most organizations have not lived up to the expectation in the area of human resource and training and development. This then underscores the need for a closer look at the· manpower training and development activities of United Bank for Africa (UBA), with view to evaluating its effectiveness.


1.3 Research Questions

The problems, which most organizations are now facing, are the inability to attract and retain competent professional manpower. This has led to the shortage of adequate trained manpower for effective organizational operation. In the light of the above, the problem of manpower training will be looked at by providing answer to the following research questions.

  1. How does United Bank for Africa PIc. (UBA) determine its training needs?
  2. Does training and development enhance organizational effectiveness?
  3. Is there any significant, relationship between manpower training and employee productivity?
  4. What major facilities can effectively enhance training and development?
  5. What are the problems/constraints are confronting the organization in the realization of its training objectives?

1.4 Objective of the Study

The objective of this research study is to identify and establish in precise term to what extent the role of manpower training and development in the achievement of the organizational objectives in the banking sector, using the United Bank for Africa (UBA) Plc, as a case study includes.

  1. To know hoe UBA determine its training need.
  2. To ascertain whether training and development enhance organizational effectiveness
  3. To determine whether there any significant relationship exist between manpower training and employees productivity.
  4. To examine the adequacy of the organization training facilities in the realization of the training and development objectives.
  5. To examine the benefits and purpose of the manpower training and development to the organization and individual employees.
  6. Finally, to give recommendation where significant deviation are noticed.

1.5 Statement of Research Hypotheses

Hypothesis is a conjectural statement about the relationship that needs to be tested and subsequently accepted or rejected. Taking this definition into consideration, the following hypothesis will be formulated and later tested· to ascertain their validity or otherwise.

  1. Ho: Manpower training and development does not enhance organizational effectiveness and employee’s productivity.
    Hi: Manpower training and development enhance organizational effectiveness and employee’s productivity.
  2. Ho: There is no direct relationship between training facilities and level of productivity.
    Hi: There is direct relationship between training facilities and level of productivity.

1.6 Significance of the Study

This research is aimed at encouraging the management of banking sector especially and other private or government owned business organization in identifying the essential training in manpower development.

The banking sector, United Bank for Africa (UBA) PIc., as a case study of this research is the engine that enable money to play those roles effectively and is significance to any economy therefore, cannot be contested. So any effort aimed at enabling the sector meets the challenges it faces, as it plays its roles in the society can be considered worthwhile, and management of the banking institution will be the major beneficiaries of the result of this study.

It is also hoped to better off the entire personnel with the knowledge which the research study will, elicit since it is already acknowledge that human resources are crucial to the achievement of the organizational goals and training is the primary source of creativity, innovation and improvement. So, it must f be made to play a major role In the process of increasing productivity and gearing overall· economic development of the country.


1.7 Scope and Limitation of the Study

This research study will cover all aspect of manpower training and development, the management policies and the direction of training activities and its implementation and effectiveness will also be examined and narrowed to the information gathered on the field and those derived from individual bank publications. It is important to bring up at this stage that these were also some constraints that were militating against this research study like finance because at this period of economic crunch the cost of transportation and materials are very high, and also the little time within which this research is to be carried out will constitute a major impediment to the completion of this study.

This research study may not be without its own limitation as this study shall be limited or centred on the banking institutions of Nigeria economics with the United Bank for Africa (UBA) Plc, as a case study.

However, attempt would be made to ensure success of the research and considerable efforts will be made to utilize literature research extensively.


1.8 Organisation of the Study

This research study divided into five’ chapters. In chapter one, the introduction part, the background of the study, the statement of the research problem, and hypothesis will be discussed. Chapter two will deal with the theoretical framework and the literature review.

The methodology analysis will be examined in chapter three. Data presentation, analysis and interpretation will be covered in chapter four while the concluding part of the research work will be chapter five where in a nutshell, the summary, conclusion and the recommendation will be discussed.


Chapter Five


Summary, Conclusions and Recommendations

5.1 Summary

This study was undertaken with a view to identify and assist in solving the problem that hinder the development of breaking industry in the country especially in the area of Human Resource Management. The major funding at the end of this research work is that the factor, which constitute the main obstacle to these industry IS the problem of human capital for effective solving.

The essence of staff training in the breaking industry has been found out to be the acquisition of more knowledge, skills and attitude in enhancing one’s performance and productivity while development is learning on the job to acquire more skills, in order to make the officer more productive and be, able to meet modern challenges and remain in business. For bank to achieve her objectives therefore there is need to train and retain develop her workforce.

It was discovered that both the management and bank staffs benefit from training. Benefits that accrue to management include quality work done. Labour turnover and sustenance of accountability and stewardship while bank staff on the other hand derive job satisfaction and recognition, communication skills and attitudes, making better decision and equipping for effective problem solving.

However, training and development will not be enough to achieve efficiency In banking industry without periodic evaluation.• A training programme is an good nothing if it cannot be evaluated. The basic problem militating against training and development as well as human personnel is management.

The management problems arise from the one sided ability of the owner manager of the bank, the problems of finding the right successor to him after his retirement or death, the rural sub-urban nature of his function and location further deny him access to modern management technique and human resource personnel.

On investment it was found out that there is hardly any proper human resource management procedures in the Banking industries do not pay sufficient attention to:

  1. Proper staffing tasks;
  2. Leadership process, because ownership IS often the same as management;
  3. U sing motivational theorist correctional;
  4. Setting targets and appraising employees performance; Employee compensation;
  5. Employee training and development; Labour relation

“Success” or “Failure” of a beak is not caused by a single factor but it is generally the result of interplay of several factors with varying degrees of importance. One common thing is that most of the problems are basically entrepreneurial and managerial. It is these personnel management problems that manifest themselves in the various component functions of the Bank.

The reactions of the owner / manager to them is decisive to the survival or otherwise of the bank. The owner / manager makes the decision or, not, the firm is achieving its objectives. The owner / manager must therefore always try to improve his ability to manage through education and training of both his employees and himself.

It is worthy of note that the management of DBA Plc recognizing the fact the personnel is the ‘tool’ with which the organization achieves its goals through talent, creativity and drive has placed great priority on training and re¬training of its staff with a view to bringing out vibrant and dynamic workforce, the result of which is manifesting in thegreater contribution to the Nigeria economy as a worthy intermediary and service provider.

The amount spent on training can only be justified if attitudinal change is entrenched in the system. A change that will answer the yearning of the public for a better bank staff with higher productivity.

In addition, self development is- also recognized and encouraged whereby an ‘individual employee takes personal action without being prompted by his employee to acquire additional knowledge and skills with the provision of library service in different locations around the metropolis.

Banks and staff are provided with computers and resource centres. However, productivity involves a personal and professional commitment to work at full capacity everyday and it therefore be however on individual staff to make an impact on the success of the bank and consequently project bankis good gesture.


5.2 Conclusions

Experience has however shown that the basic problems confronting banking industry,’ is inadequate resources management. Growth and survival of bank in the 80s and 90s depended primarily on the quality of the human resource personnel available to it. Good as a bank industrialist may be technically, if he or she lacks the proper human resource to run than this key aspect of Human Resource Management has been re-selected to the background in government policies. For all other policies and measures of government to lead the desired goals, government will have to review its priorities and rank human’ resources management and entrepreneur training and development among the top priorities.

Owner/managers of bank should call upon the training institutions to focus on entrepreneurial development programmes and trained manpower supply. The programmes must be tailored to suit the needs of the banks and a business like manner. Its cost effectiveness must be ensured.

Banks management should learn to approach staffing Issues dispassionately and objectively rather than their subject impressions.

They should show leadership by example and not by precepts. The environment should be considered always in setting goals, motivating employees and in measuring performance as much as it is possible.

Owner managers must improve on employees welfare and quality of work life. The trade unions must make, concerted efforts to unionize many of the members in the jurisdiction who are currently unorganized.

Bank management must be receptive to change thus enabling their organization to develop. The organizational development process is positively affected by management succession, planning, suggestions, communications and the building of team spirit.

The issues of periodicity of payment need to be addressed with a view to paying workers more promptly.
This needs to be done if compensation IS, to succeed in attracting, retaining and motivating employees.

Banking industry are here to stay. The organizational task and environment challenges which they have to establish personnel departments or at least find a way in which their personnel functions will be carried out satisfactorily if they are to complete comparably with the other bank in Africa and the world as a ‘whole.

Management of human resources is essentially the question of procurement, leadership, motivation, maintenance as well as individual and organizational development (Fajana 1990). No organization, of any size not withstanding can escape from doing the personnel work correctly, given the trend of innovations that is occurring to the theory and practice of human resources ,management. Success, survival and growth of any bank depend on how the are and science of managing people and handled.


5.3 Recommendation

It is recommended that assisting the promotion and development of banking industries should not be exclusively left to the government or the private sector alone in the area of training and development but should involve and attract the attention of the entire nation; the public and private sector, social clubs professional association, large enterprises, small-scale entrepreneurs and the media.

Although this study has found out that training and development has brought’ about visible changes in the United Bank for Africa Plc, there is still room for improvement withthe advent of new technology and globalization of almost all spheres of social life.

Management should ensure that training programme embarked upon for its employee are evaluating the training. The organization should assess whether the training is beneficial to the employees and also ask whether such investment is worthwhile to the organization since the real purpose of training is to cause a change in employees behaviours on the effectiveness of the organization.

Management of the bank still needs to increase the number of and variety of staffs being trained, the ways and means by which they are training and ensuring that their training is relevant to their requirement.

On the job training should also be encouraged maximally, since it helps in rapid improvement and learning of new skills.

Appraisal of unit and department need to be carried out to determine level of efficiency to a large extent and more importantly, human resource management department needs to put it in a formidable monitoring and evaluation team to evaluate training programmes.

Many people would like to see the banking industry adopt the principles and practices of business management which are regarded as far more efficient than those of the public sector.

No doubt, it is now generally recognized that serve. the needs of modern time, must adopt some of the modern management principles and techniques.

Concerted efforts need to be made to remove the causes of inefficiency in the banking industry, which was categorized into five by Adebayo (2000), as: Institutional, Political, Psychological, Attitudinal and Sociological.

Finally, bank management should recognize the important of staff welfare, prompts payment of salaries, which will spur them to greater achievement and better performance after receiving training.


5.5. Suggestion for Further Studies

Anarea was stumbled. upon during the course of this work but which could not be well researched. It is the need for’ an effective and efficient information, advisory and counseling service for the development’ of banking industry and also the ole of bank in financing controlling and monitoring of the bank activities in Nigeria. It is therefore suggested that these Teas be considered for further studies:


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