ABSTRACT
This
research project is prompted by the need for training and development in the
Banking Industry which is often neglected by most organizations. This neglect
has led to waste and unnecessary cost centers become necessary to embark on the
study so as to highlight its importance in present day work force. As it were,
any organization that wants to be dynamics has to move with time by developing
and training its personnel, otherwise, it will be ready to be price out of
market.
The
work further tried to deal with the historical perspective of Union Bank of
Nigeria. It also tries to focus on the theoretical frame work of the study.
Moreso,
it also focuses on the analysis of the research questions, hypothesis which
claims that training and development plays a vital role in improving the
skills, knowledge and productivity of employee. That actual performance can be
influenced by actual value rewards.
After
looking at these aspects, a general conclusion and recommendations will be made
for further improvement in organization as a whole and Union Bank of Nigeria
Pic in particular. It is hoped that the recommendations will be of help for
further human resources development growth in Nigeria.
TABLE
OF CONTENT
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
1.2 Introduction
1.3 Statements of the Problems
1.4 Objectives of the Study
1.5 Research Questions
1.6 Significant of Study
1.7 Historical Background
CHAPTER TWO
LITERATURE REVIEW
2.1 Manpower training and development concept
2.2 Types of training programme
2.2.1 Induction method
2.2.2 Public vocational school training
2.2.3 On the job training
2.2.4 Information presentation method
2.2.5 Simulation approach
2.2.6 Professional training
2.2.7 Vestibule training
2.2.8 Apprenticeship Programmes/Training
2.2.9 Correspond Courses
2.3 Methods of Manpower Development
2.3.1 Experience on the Job
2.3.2 Formal Education
2.4 Benefits of Training and Development
2.4.1 To the Employees
2.4.2 To the Employers
2.4.3 To the Society
2.5 Determining Training and Development Needs
2.5.1 The Assessment Phase
2.5.2 Implementing Training and Development
Programme
2.5.3 Evaluating of training and Development Programme
2.6 References
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
3.2 Population
3.3 Method of Study
3.3.1 Questionnaire
3.3.2 Secondary Information
3.3.3 Personal Interview and Observation
3.3.4 Methods of Data Analysis
3.5 Limitation of the Methodology
3.6 References
CHAPTER FOUR
DATA ANALYSIS AND RESULT
FINDINGS
4.1 Presentation and Analysis of Data
4.2 Problems Encountered in Data Collection
4.3 The Sample Characteristics
4.4 Hypothesis Testing
4.4.1 Hypothesis One
4.4.2 Hypothesis Two
CHAPTER FIVE
SUMMARY, CONCLUSION AND
RECOMMENDATIONS
5.1 Summary
5.2 Conclusion
5.3 Recommendations
References
Appendix
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The
Management of human resources is crucial to the growth and survival of any
organization particularly those of the 21st Century who encounter on
regular basis unhealthy rivalry in the global market BANKOLE. (2001).
Any
organization that will stand the test of time in the highly competitive
environments must necessarily adopt a realistic human resources system,
planning and utilization as well as positive training and development on
performance that could motivate and carry along the entire workforce in the
effort towards attaining the organizational goals and objectives hence the need
for training and development for all categories of employees in organization Is
widely recognized be it at the management trainee level, supervisory level and
senior management level.
Training
relates to giving knowledge and skills, transmission of information to
familiarize employees and employers· to the organizational and environmental
context and to modify their attitudes in task performance while development
follows the same pattern but It is designed for senior employees who are in managerial
positions and if any organization thinks that training and development is
expensive and equivocal, let try ignorance. Training and development is
Inevitable in all organizations; but the current trends of events In Banking
Sector, like old age· it attacks us
whether we like It or not. People learn to behave in a particular way In the
family, in social gathering and In their working places.
Training
and development is one aspect of activity that
is virtually important and continuous until death. Training is all learning
experience and has become an integral unquestionable aspect of improvement, effective
and development. In this era of organizational complexity, industrial
sophistication and technological advancement, training is no longer the job of
an amateur or unprepared professional. It has really come and it is going a
long way.
Styles
et al (1997) stated that effectively an organization depends on how well its
members are trained. Training motivates employees to work harder and have
higher morale and it is an ongoing process. New problems, new procedures and
equipment, new knowledge and job call for training.
To
train and develop labour is the key to containing the current changes in
technology and organizations and will base its control and effectiveness on the
growth and accomplishment of persons within the organization. Training is an
investment and adds to working capital. Efficiency and effectiveness of
organization are predicated of its manpower and its major resources of
organizational differences.
Training
according to Ogundiro (1992) is the acquisition of a requite knowledge, skills
and attitude for a requisite or specific job. "Whereas development is the
systemic acquisition of knowledge. Skills and attitude by an employee, which
helps him carry out his present job competently and make him ready for future
tasks.
The
easiest way to define these words is perhaps to make comparison between them.
First, the purpose of training is to supply specific knowledge, skill and
attitude (KSA) needed to meet organizational goals, while the purpose for
management development is to supply individuals prepared to meet organizational
goals in specific positions.
Secondly,
the scope of training deals with specific tasks, training individuals for an
area of responsibility. Malcon W. Warren (1978) defined development, through
the problem approach. In training problem arise from sub-standard conditions or
the absence of desired conditions eased by individual or groups. As for the
management development, the problem concerns reinforcing employees to present
knowledge, skill or attitude.
Another
point that clearly differentiates training from management development is
selection. For training, participants are chosen because past performance
demonstrated better potentials for new responsibilities.
Manpower
development according to Paul Pigor (1973) organization planning, manpower
planning and forecasting are parts of the process of management development but
not the essence of it. Management development occurs in every organization in
some way, as such subordinates learn from the respond to the example of their
supervisors and try to improve their own performance on the job.
The
organizational climate established by top management, including the personal
concepts which they hold, is the single most important influence on the
development of subordinate managers at all levels. However, it is not all
people in management that wants to get ahead, some are satisfied with their
present status and income level rather than taking added responsibilities. For
those who aspire for higher managerial heights in the organization, they will
want to have opportunities to develop themselves within the organization or
seek better and more Challenging opportunities as they grow in their present
positions. But if the superior discourage such reporting and fails to
communicate the reasons effectively, young managers often lean on greener
pastures.
In summary two principal components of effective
management development are:-
(1) An organizational climate. Including
advanced organizational and Manpower development planning conductive for
managerial self development.
(2) An appraisal of employee performance and
various opportunities for further managerial development.
Training and development had become increasingly
importance over the years, decades and centuries, subject to the role they play
in the survival and effectiveness of organizations and also due to the existing
gap in qualified “Manpower" previously predicted in the National
Development Plan.
In fact it is to this end that government established
among other agencies the Industrial Training Fund (ITF) by Degree No. 47 of 8th October, 1971 to
promote and encourage the acquisition of skills in industry and commerce with a
view to generating a poll of indigenous trained manpower sufficient to meet the need of the
economy.
The growing concern of government in training and manpower
development has served to increase the awareness of both the public and private
sectors. For human resources in general and training and manpower development
In particular is a managerial responsibility and should be given priority just
like the other resources. In line with this, many companies are seen embarking
on the training and development of their manpower. They spend a lot of money
yearly to organize and conduct variety of programmes both within and outside
the country. This is so because organization operates within environment that can
either promote or hamper the achievement of the objectives for which they
exist.
Business
environment can be divided into two:
The
Internal and External Environments.
The
Internal Environment can be a large extent be controlled by management, while
the External Environment on the other hand is usually difficult to control by
organization due to its elements which are political, economical, social and
technological dimensions affect the ability of the organization to operate
optimally. The rate of growth and development of any economy largely influences
development in other spheres of national to life.
Formal
organizations are set up to achieve certain goals objectives through the
utilization of available. The achievement of these goals and objectives will
depend largely on the organization's effectiveness and efficiency of its
services to its final consumers. Most especially now that the numbers of
organization in Nigeria are increasing, the capabilities, effectiveness and
efficiency of any organization is measured through its productivity and whether
such organization is able to withstand the test of time.
The
Banking Industry is faced with a constantly changing environment for it to
continuously survive, it has to adapt to the Changing environment and one of
the ways by which organization adopt to meet with the changing nature of its
environment is through continuous training and development of its key
personnel.
Training
and development have become universally accepted as vital input to improve the
output of administration both quantitatively and qualitatively. With training,
employee's skills, abilities and attitude relevant to effectively performance
on the job are increased.
Development
of employees on the other hand includes training to acquire skill in performing
a specific assignment and education to increase general knowledge and
understanding of our environment.
A
well planned development programmes for all staff return positively to the
organization in terms of increased productivity, heightened morale, reduce cost
and greater organizational stability and flexibility to adapt to changing
external requirements. It is important to note that such development programmes
will also help to meet needs of individuals in their search for assignments
that can add up to little life long career.
1.3 STATEMENT OF THE PROBLEM
The
scope of banking services becomes very competitive in recent times. This is as
a result of the introduction of computer and professionalism into the banking
system. To adapt to this technological level, banking industry has found
itself, training and development of staff as a fundamental tool to withstand
the test of time. It should be noted that the introduction of better
remuneration and other incentives by competing banks make people who have
experience move from one bank to another. This process leaves some bank with
in-experienced staff that needs to be trained to meet with modern banking
practice.
Further,
there is this tendency for staff to participate in some training programmes
without evaluating why. Most especially where individual sponsor their
participants in some courses, obtain certificates while the contents of such
courses may not be of relevance to the productivity of the industry he intend
to use such certificates.
Moreso,
there is this problem of wasting resources on training programmes which have
little or no relevance to the development and productivity of the organization.
These and many other problems are some of the problem encountered in the
development of human resources in this industry.
It
is the aim of this research however to arrest and make vital contribution to
solving some of the problems of human resources training and development on
performance of staff in a working environment.
However,
the study will provide solution to these under listed problems.
1) The
problems of determining who, when, where and how training and development
programmes are chosen and implemented.
2) The
means by which the organization identifies the training need in every employee
sent for training and the problem of deciding the appropriate method of
training will also be addressed.
3) The workers performance shall be evaluated
in Union Bank Pic viz-a-via.
4) Determining how training and development
can increase performance.
1.4 OBJECTIVES OF THE STUDY
The
objectives of this study will focus on the following areas:-
i. To know lucidly what training and
development programmes is all about.
ii. To
determine how training and development programmes could bring about
productivity in the organization.
iii. To
prove that a well designed and executed training and development programme
could produce a result oriented banking practices.
iv. To
highlight various impediments against effective training and development
programmes.
v. Lastly,
to suggest ways of achieving an effective training and development programmes
so as to achieve the desired positive change.
1.5 RESEARCH QUESTIONS
The
following research questions will be addressed in the study:-
I. Can
training and development programmes play a vital role in improving the skills,
knowledge and productivity of employee?
II.
Can actual performance be influenced
by actual value of reward?
1.6. SIGNIFICANCE OF STUDY
This
study is aimed at making theoretical and practical contribution to the
effective utilization of training and development in the work place with a view
to increase productivity.
However,
the study intends to address those areas that are presently being neglected or
not adequately covered with a view to alerting the authorities concerned so as
to address more seriously on those areas. The study will also try to serve as a
reference point and a ground for academic research.
1.7 HISTORICAL BACKGROUND
Union
Bank of Nigeria Plc is one of the biggest and leading Commercial Banks in
Nigeria. The Bank was authorized by the Banking Act of 1916. It opened for
business in 1917 with the first branch in Lagos then Jos and Port-Harcourt. The
maiden name of the Bank was Colonial Bank. In 1925, Barclay Bank, Dominion
Colonial and Oversea was aim to take over the activities of the colonial bank.
In 1950 the Bank name was shortened to Barclays Bank (D.C.O.). This period marked
the commencement of expansion and opening of more new branches.
In
1969, the Bank was legally incorporated in Nigeria as a wholly owned subsidiary
of Barclays Bank International Limited of London and renamed Barclays Bank of
Nigeria Limited. In 1971, 8.33% of the Bank's share was offered for sale to
Nigeria citizens and association and share were listed on the Nigerian Stock
Exchange.
The
Nigeria Enterprises promotion Decrees of 1972 and 1978 put legal backing to the
Government Indigenization policy and the Federal Government eventually acquired
51.67% of the bank's share. Following the reduction of Barclays Bank share to
40% the bank's name was changed to Union Bank of Nigeria Limited to reflect the
image and new ownership structure. In 1979, Barclays Bank share was further
reduced to 20% to make it the only former expatriate Bank with the largest
proportion of its share owner by Nigeria and Nigerian Organizations.
On
May 1989, the 20s equity share held by Barclays in Union Bank of Nigeria
Limited was diverted and sold to the Nigeria Public. Today, the total asset
hold of Union Bank is more than N80 Billion. Union Bank of Nigeria (PLC) was
the first Nigeria Bank to hit the N1 Billion mark in its saving deposits. It
has over 270 rural and urban branches all over Nigeria with a full-pledge
branch in London. 40 of those branches are located in Lagos.
MAIN FUNCTION OF UNION BANK
Union
Bank of Nigeria (PLC) controls a large proportion of the country's function
transaction. To this end; it involves itself in major activities which include
provision of full range or normal commercial banking services.
The
Bank's role in the banking sector is to continue to create a liberal, popular
and positive image in order to get increased patronage from the government,
corporate organizations and more importantly, big and small personal savers.
Other
services also include opening of domiciliary foreign currency accounts and
management of foreign exchange escrow accounts from its London Branch. It also
undertakes shares registration, corporate banking, business advisory services,
national economic reconstruction fund (NERFUND) and the World bank assisted
small and medium enterprises (SME) loan scheme established to provide long term
finance for small and medium-scale industries and agro-allied enterprises.
The
Bank now places special emphasis on agricultural and manufacturing sectors and
there is a deliberate strategy towards indigenous depositors and small
industrialists. The Bank also has two products namely: Credits Cards Branded.
(1) UNICARDS
(2) SAYE means Save As You Earn.
Apart
from the branches of the banks that spread over the country, the bank has the
following department and units, each with special duties to perform:
(i) Operation
Department (Coordinates and controls the activities of branch network
throughout the country and also involve in general administration).
(ii) Staff
department
(iii)
Chief Accountant's department
(iv)
Corporate Banking Department
(v)
Agricultural Credit Department
(vi)
Debit Recovery Department
(vii)
Computer Services Department
(viii)
International Banking Department
(ix)
Inspection Department
(x)
Legal Department
(xi)
Registrars Department
The
functions of each department or unit as the case may be are very much in
consonance with their tags such as Staff department which takes care of
personnel, recruitment, industrial relations and allied activities.
STAFF
WELFARE
Another
important activity of the bank is staff welfare. In this regard, Union Bank
continues to provide modern working environment its staff. A housing estate at
Satellite Town in Lagos is provided housing estate at Ipaja. Other activities
are: Home Ownership Scheme, Health and General Social Welfare Facilities, Long
Service Award, Non-Contributory Pension Scheme and Modern Recreational
Facilities at the Bank Sport's Club at Surulere, Lagos. These are part of the
activities of the Bank to motivate the staff.
LUNCH
The
Bank also provides facilities for the feeding of all the workers for each
working day. This is for the moment is limited to lunch alone, and is being
paid for by the issue of luncheon vouchers to each worker according to his/her
category.
TRAINING
The
Bank organizes on-the-job and off-the job training programme for its staff so
as to improve their proficiency on the job make them adapt to the dynamic
changing environment. This is hoped to help them face the challenges caused by
modern banking practice. Nevertheless, the bank has its Training Centre at Yaba
and its Human Resources Office at Victoria Island to enable it improves on its
past glory and consolidates on its name; BIG-STRONG-RELIABLE
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