Staff Training And Development As A Tool For Employee Performance In An Organization (A Case Study Of Union Bank Plc, Kachia Road, Kaduna)

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Staff Training And Development As A Tool For Employee Performance In An Organization (A Case Study Of Union Bank Plc, Kachia Road, Kaduna)


Abstract


The importance of training and development in the corporate world has been highlighted in the previous literature. Thus, it is essential to examine any issues related to training and development in any business sector. The purpose of this study is to examine the effects of training on employee performance within the financial institutions in Nigeria. Moreover, sub goals are developed to facilitate a clear achievement of the purpose of the study. Three research objectives were formulated and three hypothesis. The sample of the study is based on 20 staff of union bank Plc. The study concludes that if the right employees are sent on training through the systematic training procedure of identifying and selecting employees for training, there would be a significant improvement on the organizational performance. Therefore, for organizations to become more productive and remain in business, especially in this era of increased global competitiveness and growing complexity of the work environment, adequate training need assessment should be conducted by the Human Resource (HR) department before sending employees on training.


Chapter One


Introduction

1.1 Background of the Study

Training refers to the teaching or learning activity carried on for the primary purpose of helping members of an organization acquired and apply the knowledge, ability, skill and attitude needed by the organization.
Training and Development of an employee cannot be overlooked especially in the bank sector asit forms the umbilical cord of proficiency and greater efficiency which remain the trademark of any organization. Broadly speaking, training is the act of increasing knowledge and skill of an employee in doing a particular job.
According to M.C. Far Land (2006) training is the term used to describe the process through which organization build the skill and abilities of non-managerial employee. Development on the other hand includes the process by which manager and executives acquire not only the skill but competence in their present job but also capacity for future managerial task increasing scope.

Development is not as specific that, it is more general in application. In this context, it is used in the relation to the process of helping management improve the managerial administrative skills and decision making process, qualities, competencies and achieving motivational and consequently productivity of employer, by wing training to motivate employees, it will definitely result in increase in productivity. Training tends to be connected with non managerial employee while development refers to managerial staff.


1.2 Statement of the Problem

Competition has affected employees effective and efficient performance hence they are not having required needed skills, knowledge, attitude and the technical know-how to enhance their professional performance at their job level.
The level of performance of most staff has been very low and discouraging thereby having negative effect on the overall performance of corporate objective of the bank. These are the problems that prompted this research work:

  1. Low level of performance in service delivery
  2. Competition in the banking sector

1.3 Objective of the Study

The main objective of this research is to examine how staff training and development serves as a tool for employee performance to achieve organizational goals and objective efficiently.

  1. The importance and necessity of staff training and development will be ascertained and employee view of training will be determined.
  2. To determine how Staff Training and Development lead to an increase in organizational output in Union Bank.
  3. To determine the substantial relationship between employee perception of training and organizational productivity.
  4. To determine the extent to which employee training affects organizational productivity.

1.4 Statement of Hypothesis

  1. H1: Staff Training and Development does not lead to an increase in organizational output in Union Bank.
  2. H2: There is no substantial relationship between employee perception of training and organizational productivity.
  3. H3: There is no relationship between employee training and organizational productivity.

1.5 Significance of the Study

A study of this nature is important and significant, because the result will encourage management or more organization to inculcate compact training and development of their staff. The result of this story will be benefit to Union Bank Plc.


1.6 Scope of the Study

The study is concerned with staff training and development as a tool for employee performance in an organization.
It focused on the banking industry with particular reference to Union bank of Nigeria Plc, Kachia Road, Kaduna South Branch.


1.7 Limitation of the Study

The researcher in the course of this work encountered certain constraints which are:

  1. Time constraint as the research work is combine with other academic activities.
  2. Second is the dearth of information such as low respond from respondent due to one reason or the other (e.g.) getting the historical background was a problem.
  3. Lastly in financial constraint occasioned by the need for continuous sorting for information material.

1.8 Historical Background of Union Bank of Nigeria Plc

The bank commenced banking operation in Nigeria in 1917 as a branch of Barclay Bank (Donimum colonial overseas) it later became Barclays Bank Plc on 30th May 1969 and it was incorporated in Nigeria under part of the Company Act 1968 as Barclay Bank Nigeria Limited. This was also changed to Barclay Bank of Nigeria on 7th July 1969.

Union Bank was fully a subsidiary of BBP until 1971 in that year, the bank offered 8.0% of its shares to Nigerian citizens and associations. Nigeria acquired 10% of it equally of the bank between 1973 to 1976. The bank name was changed to Union Bank of Nigeria Ltd and was converted to wholly Nigeria Bank. In 1989 when it sold 58,80,32,00 ordinary shares of 25k each on the promulgation of the Company and Allied Matters Decree in 1990 and the bank name was changed to Union Bank of Nigeria Plc. In compliance with section 29 there of Union Bank of Nigeria Plc is control by the Board of Directors for case of administration, the central organization has been split into section with manager being responsible to head office at Lagos. The branch manager is responsible for the performance of his branch as well as being responsible to his area manager for further details. The bank structure of Union Bank Plc, Kachia road, Kaduna South is shown below.

Organogram of Union Bank Plc
Kachia Road, Kaduna South, Kaduna

In which the following are represented:

Business development manager is known as the Branch Manager. The branch has two sections: the marketing section and the business operation section in which CMO represent (credit management officer) each heading a section while the business operation section is head by the business development and the administrative support.
Finally, the bank engage in business of commercial banking, and has over the years carved a machine for service. The bank has been rated Africa seven biggest Bank and of course of Nigeria biggest bank.

The bank currently have 281 branches nationwide fully equip to provide diverse bank service which include the operation of current, saving, deposit account, granting of loan and overdraft, provision of international banking service, export credit and financial adversely service.


1.9 Definition of Terms

Training:

This means the acquisition of knowledge and skill for the purpose of an occupational task.

Development:

It means stage in which staff has pass through inexpansion or improvement in the condition which he/she does is job.

Performance:

According to Egberb (2009) sees performance as the behaviour that a person select on the job to meet or achieve a personal goal.

Training Need:

This could be describe as a deficiency in skill knowledge or experience which requires to be taught in order to enable our employee to protect a particular job or task to the standard.

Organization:

An organization is a hierarchically structure grouped of individual, expert, professional or non professional who worked together for a common goals. It is a group of people with common purpose.


Chapter Five


Summary, Conclusion and Recommendation

5.1 Summary

The importance of training and development in the corporate world has been highlighted in the previous literature. Thus, it is essential to examine any issues related to training and development in any business sector. The purpose of this study is to examine the effects of training on employee performance within the financial institutions in Nigeria. Moreover, sub goals are developed to facilitate a clear achievement of the purpose of the study. Three research objectives were formulated and three hypothesis. The sample of the study is based on 20 staff of union bank Plc. The study concludes that if the right employees are sent on training through the systematic training procedure of identifying and selecting employees for training, there would be a significant improvement on the organizational performance. Therefore, for organizations to become more productive and remain in business, especially in this era of increased global competitiveness and growing complexity of the work environment, adequate training need assessment should be conducted by the Human Resource (HR) department before sending employees on training.


5.2 Conclusion and Recommendation

This study shows that training and development have an impact on the performance of employees with regards to their jobs. This result is broadly consistent with prior management literature on training and development. In order to gain more specific knowledge of training and development from the sample companies, different questions are presented to the respondents and thus examined. These questions are focusing on employee participation in training, selection for training, methods of training and relevance of training to the work of the respondents. The above questions have been of particular interest because they facilitate an understanding of the training practice in the companies under study. The results from the questions on employee participation in training and selection for training indicate that these companies have good and perhaps clear policies regarding training and development as most of the respondents indicated that they have participated in training and that most of them were provided with opportunities to train under the compulsory practice of the company for all employees and/or on joining the company.

Thus the following were recommended;

  1. Employees should be encouraged to embrace other developmental courses that could impact on their general performance and increase organizational performance.
  2. Heads of Department should be sensitized on the importance of sending the right employee on training. They should not see training opportunities as pay back and opportunities for their loyalists.
  3. Recommending employees for training based on favoritism should be discouraged by the management.
  4. A mechanism should be created for proper assessment and evaluation of employee performance after training. Some of the employee performance indicators enumerated in this research work could be adopted by the organizations.

Table of Content


  • Title Page
  • Certification
  • Dedication
  • Acknowledgement
  • Table of Content
  • List of Tables
  • Abstract

Chapter One:

Introduction

  • 1.1 Background of the Study
  • 1.2 Statement of the Problem
  • 1.3 Objective of the Study
  • 1.4 Research Questions
  • 1.5 Research Hypothesis
  • 1.6 Significance of the Study
  • 1.7 Scope of the Study
  • 1.8 Limitation of the Study
  • 1.9 Definition of Terms
  • 1.10 Organisations of the Study

Chapter Two:

Review of Literature

  • 2.1 Conceptual Framework
  • 2.2 Theoretical Framework
  • 2.3 Empirical Review

Chapter Three:

Research Methodology

  • 3.1 Research Design
  • 3.2 Population of the Study
  • 3.3 Sample Size Determination
  • 3.4 Sample Size Selection Technique and Procedure
  • 3.5 Research Instrument and Administration
  • 3.6 Method of Data Collection
  • 3.7 Method of Data Analysis
  • 3.8 Validity of the Study
  • 3.9 Reliability of the Study
  • 3.10 Ethical Consideration

Chapter Four:

Data Presentation and Analysis

  • 4.1 Data Presentation
  • 4.2 Analysis of Data
  • 4.3 Answering Research Questions
  • 4.4 Test of Hypotheses
  • 4.5 Discussion of Findings

Chapter Five:

Summary, Conclusion and Recommendation

  • 5.1 Summary
  • 5.2 Conclusion
  • 5.3 Recommendation
  • References
  • APPENDIX
  • QUESTIONNAIRE

Chapter One


Introduction

The study is categorized into five chapters. The first chapter presents the background of the study, statement of the problem, objective of the study, research questions and hypothesis, the significance of the study, scope/limitations of the study, and definition of terms. The chapter two covers the review of literature with emphasis on conceptual framework, theoretical framework, and empirical review. Likewise, the chapter three which is the research methodology, specifically covers the research design, population of the study, sample size determination, sample size, and selection technique and procedure, research instrument and administration, method of data collection, method of data analysis, validity and reliability of the study, and ethical consideration. The second to last chapter being the chapter four presents the data presentation and analysis, while the last chapter(chapter five) contains the summary, conclusion and recommendation.


1.1 Background of the Study


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