Staff Development And Organisational Performance In United Bank For Africa (U.B.A) Branches

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Staff Development And Organisational Performance In United Bank For Africa (U.B.A) Branches


Human resource is the most valuable assets of any organization. With the machines, materials and even the money, nothing gets done without man-power. A human being is dynamic in nature; staff training & development is a necessity to keep them in track with the current competitive situation. Organisational performance is the important factor which increases the performance of overall organization. A good development system ensure employees in every organization to understand what business the company is in what condition and keeps updated on the skills they need to possess to perform their day to day job so it brings confidence and improves performance.
The objective of this study is to investigate the effect of training & development on organizational performance of UBA. The concern is how training & development would help increase the technical capacity of employees. The paper provides a review of current training & development effects & offers suggestions for future investigation. An extensive review of literature interns of research findings from studies that have been done to measure & understand the impacts on employee’s performance. Data were collected from 168 employees chosen through random sampling technique. Questionnaire was designed using structured & open ended questions to collect primary data from employees of UBA. Personal interview were held with HRM & Executive Manager of the organization. The result indicated that most of the employees have the view that training was effective tools for both personal & organizational performances. Since, the training program designed in UBA is not based on the requirement of the job, most of the employees were motivated but not satisfied to do their job. The finding also reveals that training activities are not measured & monitored during & after training & it was recommended that monitoring & measurement activities should be taken during & after training. The training should be also based on the requirements of the job. The study concluded that for a better effectiveness & performance, possible changes should be made in the future. This will have a benefit both for employees & the organization.

Table of Content

Chapter One:


  • 1.1 Background of the Study
  • 1.2. Statement of the Problem
  • 1.3 Purpose of the Study
  • 1.4 Objectives of the Study
  • 1.5 Research Questions
  • 1.6 Hypotheses
  • 1.7 Significance of the Study
  • 1.8 Scope & Limitation of the Study
  • 1.9 Organization of the Study

Chapter Two:

Review of Related Literature

  • 2.1 Conceptual Review and Theoretical Review
  • 2.3 Empirical Review
  • 2.4 Summary

Chapter Three:

Research Methodology

  • 3.1. Research Design and Method
  • 3.2. Data Sources
  • 3.3. Data Collection Methods and Tools
  • 3.4. Sampling Techniques
  • 3.5. Sample Size Determination
  • 3.6. Data Collection Procedure
  • 3.7. Method of Data Analysis
  • 3.8. Ethical Considerations

Chapter Four:

Data Analysis and Result Presentation

Chapter Five:

Summary, Conclusion and Recommendations

  • 5.1 Summary of Findings
  • 5.2 Conclusion
  • 5.3 Recommendations

Chapter One


1.1. Background of the Study

Everything in the world changes and it becomes evident that nothing last forever. The world is changing everyday bringing both opportunities and threats to human beings in general, and to organizations in particular. The challenges ahead, more than ever before, require organizations, industries and societies to change, and to keep changing, in order to survive (Ongori and Nzonzo, 2011). Change may be planned, proactive and about creating the future. Similarly, the business world is continuously changing; organizations will need to provide their employees with training throughout their careers. If they choose not to provide continuous training they will find it difficult to stay ahead of the competition. Training will keep employees motivated. New skills and knowledge can help to reduce boredom. It also demonstrates to the employee that they are valuable enough for the employer to invest in them and their development. Training can be used to create positive attitudes through clarifying the behaviors and attitudes that are expected from the employee. It is cost effective, as it is cheaper to train existing employees compared to recruiting new employee with the skills you need (Othman, 2009). Training can save the organization money if the training helps the employee to become more efficient.

Performance refers to the accomplishment of something or mere working effectiveness. In an organization performance is realized at the levels of organization, process and individuals and the interrelationships among these will define the vantage points of the organization. In contributing to the overall goal of the organization, training and development processes are implemented as this benefits not just the organization but also the individuals making up that organization.

It is expected that industrial development need to offer plenty of employment opportunities to the poor from the perspective of poverty reduction (Sonobe et al, 2006:2). At the same time this implies that industrial development and expansion is positively correlated with well-equipped productive workforce. Despite the fact that many other factors play a key role in the success of a business organization, it is extremely dependent on its human resources filled with effective, financially solvent and competitive employees (Shelton, 2001:1). Without Staff no business can operate in any way. Human resource is the key and valuable resource for the success of organization in order to successes in lucrative business that determines its ultimate goal. The nominal availability and/or the collection or mob of people cannot suffice to guarantee for the success of the organization. At the same time, what matters is the technical quality and fitness of employees in every production process.

This requires series improvement of organisational performance including training, support, effective communication and motivation. This is an important precondition to be overseeing for an organization to be able to competitive in the technologically advancing global markets. In due course the survival of an organization implies the prosecutions of sustainable competitive advantages within the framework high performance, competitiveness and advancement of the knowledge and skills level of employees.

Bank For Africa (U.B.A), a member of the east African holdings, has its well-designed strategic plans to be a major investor in agro business in Nigeria, both in oil and gas products & process industries. The company established during 1995 with an initial investment of 87million birr in a total land area of 870 hectares. Currently, the company has managed to plant about 600 hectares of tea & 200 hectares with fire wood plantation. As the Oil and gas sector is growing fast, the demand for oil and gas product is increasing rapidly as well. Therefore, oil and gas sectors (like Bank For Africa (U.B.A).) require effective and efficient performance to produce competent and consistent quality products. To achieve these main objectives, employees are the most important part of the organization that plays vital roles. Unless employees are capable enough to the job they are assigned to work, the output of the organization will be affected either directly or indirectly. Thus, the main purpose of this study is to assess whether Staff development has effect on performance and organisational performance in Bank of Africa (U.B.A).

1.2. Statement of the Problem

Nowadays, in this globalized world the oil and gas sector becomes profitable, competitive and plays an important role in economic advancement and development of the country. In our country Nigeria also the oil and gas sector becomes competitive and a key for economic growth and development. UBA is one of the leading oil and gas sector. Lack of necessary skills, competencies and qualities to perform oil and gas transactions would result into poor performance that creates customer dissatisfaction. They must have the necessary skills and competencies required to do their jobs through training. Development is the tonic employees need to enhance their performance and potentials that will in turn enhance organization effectiveness. Currently many organizations in Nigeria and indeed the oil and gas sector engaged in staff training. However, for a certain condition staff training effect on organizational performance appears little or negative. Hence, the main reason that the researcher wanted to conduct this research was to investigate the effect of development on organizational performance in UBA.

Understanding the effect of staff development and organisational performance primarily helps to create competent and well performed work force. It will also enable the organization to design effective training system which is fit with the overall vision and mission. so far it also helps to minimize unnecessary costs which can be incurred as a result of less important development. The study, therefore, focused how providing training for employees of UBA would improve their performance. Those organizations which develop a good training design according to the need of the employees as well as to the organization always get good results (Partlow, 1996; tihanyi et al., 2000;Boudreau et al., 2004). It seems that training plays a very vital role in the employee as well as organizational performance in general. Effective training should be systematic and continuous i.e. training must be viewed as a long term process, not just an infrequent and/or haphazard event (Tannenbaum 1992; Wexley et al.,1991). Hence, the aim of this study was to identify the effects of development on organizational performance.

1.3 Purpose of the Study

The Purpose of the study is to evaluate Staff development and organisational performance in UBA branches

1.4 Objectives of the Study

The specific objectives of this study are:

  1. To identify the effect of Staff development on organizational performance of UBA.
  2. To identify how the management, measure the achievements gained from Staff development on performance, in accordance with the organizational goal.
  3. Examine the level of understanding of the management and employees about the effect of Staff development on performance.
  4. To identify the major factors that affects the effectiveness of employee development and training in the organization.

1.5 Research Questions

Realizing the greater importance of employee development and training in achieving organizational goals through enhancing performance, this research addressed to answer the following research questions.

  1. Does Staff development affect the level of performance in UBA?
  2. What are the methods used by the management of the organization to measure the effects of Staff training on the level of performance?
  3. Do managers and employees of an organization fully understand the effects of Staff training on performance?

1.6 Hypotheses

  • H0 there is no significant relationship between Staff development on organizational performance
  • H1 there is significant relationship between Staff development on organizational performance

1.7 Significance of the Study

This study tried to give us some insight into the effect of employee development in the engagement to pursue their intention in these very competitive markets in the globalized world. The outcomes of the research further serve as an input for business organizations to develop and/or re-examine their human resource management strategy with particular relevance to employee development as a key to success factor for performance.

The findings of the study in the oil and gas business sector under the study to look them in detail and identify gaps with possible remedies to strengthen the performance of their employees. It can also serve as an input for those who want to do further research in the area.

1.8 Scope & Limitation of the Study

This study mainly focuses on employees training component of the human resource development in selected oil and gas sector. It is limited to the data/information obtained from the oil and gas business sector which is UBA and may not represent all oil and gas businesses. Time, resource, lack of access of the right data and up – to – date literature in the study area are the most constraints in the study that limits the scope to the above mentioned business. The study presents an analysis of training & development on organizational effectiveness.

It tries to see the concept of training &development, the linkage between training & human resource development. It also assesses the effects of Staff training & development on performance & employee motivation in the context of Bank For Africa (U.B.A).

1.9 Definition of Terms


All the people employed by a particular organization.

Staff Development

Refers to all the policies, practices, and procedures used to develop the knowledge, skills, and competencies of staff to improve the effectiveness and efficiency both of the individual

Organizational Performance

Refers to how well an organization is doing in reaching its vision, mission, and goals.

1.10 Organization of the Study

The research paper is organized in five chapters, whereas the first chapter contains; background of the study and introduces the research question, elaborates the objectives, indicates its scope and limitations. The second chapter reviews relevant literatures related of Staff development. The third chapter presents the methods employed in the study. It discusses sources of data, methods of data gatherings, techniques of data analyzing and presenting. The fourth chapter presents the major findings of the study by comparing the theoretical literatures with practical and actual data gathered from the target population. Finally the fifth chapter summarizes and concludes the report and suggests the recommended course of actions.

Chapter Five

Summary of Findings, Conclusions and Recommendations

5.1 Summary of Findings

After analyzing and interpreting the data, certain findings have come up to show the effect of Staff training on performance at UBA.

These are summarized as follows.

  1. According to the interview made with higher management bodies, UBA provides induction training for all new employees though there are respondents who have not taken any training so far. And it was also revealed that the provision of ongoing trainings is not as expected.
  2. Some of the respondents are highly satisfied with the training program provided by the company.
  3. Lower staff employees felt that the organization is not following an effective training method that allows it to increase performance.
  4. Majority of the respondents are of the opinion that the company is committed in promoting a training program but some individuals responded that they have never participated in trainings.
  5. Most of the time, UBA provides short-term on the job and one time trainings for its employees. The trainings designed in UBA are not based on the requirements of the job being performed and the majority of the respondents replied that the types of trainings they have taken so far are not relevant for the job.
  6. Most of the respondents replied that training programs were not being evaluated during or at the end of the trainings.
  7. The majority of the respondents believe that development has increased the knowledge and skills of employees although it is still not considered as being sufficient.
  8. Most of the respondents feel that training budget allocated by the organization was not enough.
  9. Moreover, training provided to employees in UBA motivated most employees but did not satisfy them in order to do their job well.

5.2 Conclusion

In this paper, the researcher has attempted to critically evaluate the training practices of UBA assessing its effect on organisational performance. Subsequently, the primary data obtained through interviews and questionnaires distributed to senior staffs, middle staffs and lower staff members of the company were employed. Accordingly, the human resource manager was contacted and information was gathered through interviews. Hence, the following conclusions are inferred from the study.

  1. According to the UBA policies that the researcher reviewed, both in-house and overseas training programs are given to employees. The in-house trainings, including workshops, seminars and short-term trainings are organized by the organization senior staff. External trainings, including local and overseas trainings are given to selected staff to update their skills and knowledge.
  2. The findings revealed that there exists inadequacy of training and unequal access for training among employees leading to employee dissatisfaction.
  3. According to the HR manager, in addition to compensation and working environment, training has been found to be a factor that affects employee‟s performance and performance.
  4. For UBA to become more productive, the HRM department needs a better strategic training program for its employees. The study also revealed that employees could become more effective, efficient & productive as they get more trainings. The provision of training for new employees was found to be good for them as they embark on their new job. The provision of training for pre-existing employees is revealed to be mutually important to enhance their skill and knowledge.
  5. It can be concluded from questioners distributed and observations made that for a better and higher effectiveness, possible changes, including putting in place a more effective training program by UBA is needed as to the respondents and the literatures reviewed it will have a positive impact both on UBA employee and the organization itself.
  6. Evaluations, particularly post training evaluations, have not been given much consideration by UBA although it is a means to assess the cost / benefit of trainings in the HRD program of the company.
  7. Most of the respondents replied the budget allocated for the training is not enough and the HRM also indicated no analysis has been made so far indicating the adequacy of investment on effective Staff training.
  8. Finally, the study has shown with training, employees are more able to perform their work very effectively and efficiently indicating the possibility that the company could achieve the target with low cost, high quality and high level of customer satisfaction.

5.3 Recommendations

Based on the above conclusion drawn, the following recommendations are forwarded to the management of the company, to improve the current problems that have been encountered in relation with the Human Resources Development Programs.

  1. The Human Resource department of the Company should provide a comprehensive range of training programs to all staff aimed specifically to meet their needs and to develop their knowledge and skills in core areas, in order to achieve the UBA‟s objectives. Providing trainings for only new employees is one of the shortcomings as ongoing training for current employees can also help them to rapidly adjust to changing job requirements.
  2. Training must be systematic and aimed at producing changes in behavior on the job and this does not mean that everyone should plan training activities using exactly the same method. For trainings to be effective, various methods must be used depending on the needs identified.
  3. The Human Resource Management Department Head of the company should assess the training need of subordinates for it may increase training effectiveness by the enhancement of good interpersonal relationship.
  4. Identification of employees for development programs should be free from bias.
  5. Before conducting any training the company should do need assessment. In addition to this, it is recommended that management should look at various training methods and determine which ones are appropriate.
  6. As training was found to be one of the major factors for performance and performance the company should allocate more funds. By investing on training, organizations can improve organisational performance which ultimately increases performance and effectiveness.
  7. All training programs should be evaluated systematically and training policy should thus be regularly reviewed to ensure that it is in line with the organisation’s overall objectives. And also it will help the organization gain information on how to improve future trainings.
  8. The human resource department should give emphasize on the training programs to satisfy all staff to meet their needs and to develop their knowledge and skills in core areas, in order to achieve the organisation’s objective.
  9. The introduction of a new and/ or innovative training program to UBA will surely help reach greater heights in the years to come. With the provision of proper and relevant trainings, an employee could become multi-skilled. Thus, training endeavors to impart knowledge, skill and attitude necessary to perform job related tasks. Development programs should vary according to the ability and attitude of individual employees. For some jobs, a different type of Staff training is needed as the job varies everyone may not have the same kind of training need.

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