ABSTRACT
This study ascertain the effect of Managerial Skills and Development on Organizational Performance of First Bank and Access Bank Plc in Abia State, Nigeria. The study sought to examine the effect of employees’ reward on productivity, ascertain the effect of employee training and development on profitability, determine the relationship between managers’ interpersonal skills and customer perception and ascertain the effect of top management support on efficiency of First Bank and Access Bank Plc in Abia State, Nigeria. The target population of 588 consists of staff of the two selected banks in Abia State, Nigeria. The sample size of 239 was derived from Taro Yamane formula. A total of two hundred and thirty-nine (239) copies of the questionnaire were distributed to the respondents, seven (7) questionnaire were lost/wrongly filled while two hundred and thirty two (232) questionnaire were correctly filled and returned which formed the basis of the study. In testing the purpose of this study, linear regression model, Analysis of variance (ANOVA) and Pearson Correlation Coefficient with SPSS Version 23 aided the study. The study showed that there is a strong positive correlation between Employees reward and Productivity of First Bank and Access Bank Plc in Abia State, Nigeria, there is a strong positive relationship between training and development on profitability of First Bank and Access Bank Plc in Abia State, Nigeria, there is significant relationship between manager’s interpersonal skills and customer perception in First Bank and Access Bank Plc in Abia State, Nigeria and there is significant relationship between top management support and efficiency of First Bank and Access Bank Plc in Abia State. Nigeria. Summarily, the study concluded that managerial skills and development have a positive and significant effects on organizational performance of First Bank and Access Bank Plc in Abia State, Nigeria. The study recommended that management should encourage productive employees to perform well, intellectual capital should be undertaken in the area of training, developmental opportunities and knowledge sharing, employees should not be discontented from decision making and further study should be carried out on effect of managerial skills and development on organizational performance in other sectors and region in Nigeria.
TABLE OF CONTENTS
Title Page i
Declaration ii
Certification iii
Dedication iv
Acknowledgements v
Table of Contents vi
List of Tables ix
List of Figures x
Abstract xi
CHAPTER 1: INTRODUCTION
1.1 Background
of the Study 1
1.2 Statement
of the Problem 4
1.3 Objectives
of the Study 6
1.4 Research
Questions 7
1.5 Research
Hypotheses 7
1.6 Significance
of the Study 7
1.7 Scope
of the Study 9
1.8 Limitations
of the Study 10
1.9 Profile of Organizations
under Study 10
1.0 Operational Definition of
Terms
15
CHAPTER 2: REVIEW OF RELATED LITERATURE
2.1 Conceptual Framework 16
2.1.1 Managerial skills 16
2.1.2 Types of skills for managers
17
2.1.3 Managerial skills list 20
2.1.4 Managerial skills and firm’s performance 22
2.1.5Employee development
23
2.1.6 Effective
employee development and succession planning 26
2.1.7 Organization
26
2.1.8 Types of organization 27
2.1.9
Private and public sector organization 29
2.1.10 Organizational
performance measurement
30
2.1.11 Employee performance indicators
31
2.1.12 Relationship between
managerial skills and managerial effectiveness 35
2.1.13 Organizational performance 39
2.2 Theoretical Framework 40
2.2.1 Resource
based theory 40
2.2.2 The system theory 41
2.2.3 The social
exchange theory 42
2.3 Empirical
Review 43
2.4 Gap
in Literature 49
2.5
Summary of Reviewed Related Literature 50
CHAPTER 3: METHODOLOGY
3.1
Research Design 52
3.2
Sources of Data 52
3.3
Population of the Study 52
3.4
Sample Size Determination 53
3.5 Sampling
Technique 54
3.6 Description
of the Research Instrument 55
3.7 Validity of
the Research Instrument 56
3.8 Reliability
of the Research Instrument 56
3.9 Methods of
Data Analyses 57
3.10 Model Specification 57
CHAPTER 4: DATA PRESENTATION AND ANALYSIS
4.1 Return
of Questionnaire 60
4.2 Data
Presentation 63
4.3 Testing
Hypotheses 75
4.4 Discussion
of Results 81
CHAPTER
5: SUMMARY OF FINDINGS, CONCLUSION
AND
RECOMMENDATIONS
5.1 Summary
of Findings 84
5.2 Conclusion 84
5.3 Recommendations
85
5.4 Areas of Further Studies 86
5.5 Contribution to Knowledge 87
References 88
Appendices 96
LIST OF TABLES
3.1: Population distribution 53
3.3:
Breakdown of the sample
size 55
4.1: Return rate of questionnaire 60
4.2: Distribution of
respondent by sex 60
4.3:
Distribution of respondent by educational
qualification 61
4.4: Distribution of
respondent by position 61
4.5: Examine
the effect of employees’ reward on productivity of first bank and access bank plc in Abia State, Nigeria 63
4.6: Ascertain
the effect of employee training and development on profitability of first bank and access bank plc in Abia
State, Nigeria 66
4.7:
Determine the relationship between managers’ interpersonal skills and
customer
perception of first bank and access bank plc in Abia State, Nigeria 71
4.8:
Ascertain the effect of top management support on efficiency of first
bank and access bank plc in Abia State, Nigeria
72
4.9: The extent of performance in first bank and access bank plc in Abia
State, Nigeria 73
4.10:
Regression
analysis on employees’
reward and productivity 75
4.11: Regression analysis on training and
development on profitability 77
4.12:
ANOVA
test on managers’ interpersonal skills and customer perception 79
4.13: Correlation coefficient between top management support
and efficiency 80
LIST OF FIGURES
2.1: Types of managerial skills 18
CHAPTER
1
INTRODUCTION
1.1
BACKGROUND TO THE STUDY
The role of managerial skill in the survival
of organizations cannot be overemphasized, because equipment and money on their
own cannot reproduce themselves or make profit without human efforts. Also a
country's economy grows as its private and public organizations thrive, making
them a vital source of growth and progress. Organizations are crucial to
long-term economic growth and job creation and have made significant
contributions to the evolution of
our society, yet
many of these corporate firms die
within a few
years of their
founding because of bad management. Managers must have unique
managerial skills that influence their level of performance and the successes
of their team, regardless of the type of company they lead or their
hierarchical level. The ability, aptitude, deftness, proficiency, or competency
to accomplish specific jobs or activities is referred to as skill. In other words, managerial skills are the
traits required to carry out the managerial processes required to get efficient
results in the firm (Egwuatu, 2022). Nonetheless, managerial
skills is the bedrock of the firm’s better performance and competitive advantage
while the theoretical arguments are that resources that are valuable, rare,
inimitable, and non-substitutable (VRIN), drive the firm’s comparative
advantage and the managerial skills can be one such resource of the firm to
drive its growth and sustainable process (Logose, 2022).
While
there is much evidence that managerial skills (MS) as organizational tools are
recognized as the main driver of firm’s success, there is little understanding
on how these skills help the organizational planning and development of the
strategies. Numerous studies acknowledged that managerial skills are a source
of competitive advantage (Tonidandel, Braddy, & Fleenor, 2012). However, most studies considered
managerial skills to be a single construct, taking into account only a
particular dimension of managerial skills (Tonidandel et al., 2012). Different dimensions of managerial
skills may indeed be relatively more important from the different aspects of
the firms (Mehralian, Peikanpour, Rangchian, &
Aghakhani, 2020). However, Ahmad and Ahmad (2018) further affirmed that the managerial
skills with the bundling of different dimensions are more important. Yet, the
literature on managerial skills in terms of their bundling effect and organization
performance is largely focused on big organization.
In
essence, according to Kubica and Sara (2011) management skills play a major role
in the process of achieving the goals of the organization. Hence, every
organization needs good manager endowed with great skills to achieve success. A
qualified manager with exceptionally well management skills is also a key
person to lead organization towards excellence. Essentially, Kubica et
al., (2011) sees management as
an activities of handling organizations business processes so that all the
objectives of the processes are met within the prescribed time frame. He said,
to perform this task efficient and effectively, a manager with high managerial
skills is required to accomplish the task successfully. An overwhelming body of
evidence appears to highlight the important and vital roles of organizations
management to demonstrate skills on employees’ efficiency and retention.
Organizational scholars like; Mujtaba, (2010) among others were of the opinion that ability of
management to invest their managerial skills to train the staffs and provides
them with necessary motivational incentives, appropriate working instruments
and policies relevant to staff demands could ginger them to enhance their
morale and commitment towards making the organizations more efficient and
effective.
Nevertheless, deposit money banks’ organizational
structures are getting increasingly leaner as there are more emphasis on their
managerial skills all around. Even the ‘teller’ who had a functional role is
expected to lead business growth; hence job satisfaction appears to be the
order of the day in the Nigerian banking sector. Bankers are now expected to be
savvy sellers incidentally the high bred sellers are likely to earn promotion
as branch managers, and as such relying on core banking service skills will not
support banks’ creative penetration into the rural markets. A strong focus on
managerial skills and communication will be required for a leader to foster
among his employees to increase the branch performance (David, 2019). Moreover,
it has to do with the planning and direction of efforts towards a common
objective, which is achieved by employing both human and material resources.
Thus, persistent success of an organization depends upon good management while
the role of a manager is to recognize the function that must be carried out and
developed satisfactory to aid the process in handling them as well as
maximizing shareholders’ wealth (David, 2019).
Moreover, for a manager to accomplish
the predetermined objective of the organization, he must possess managerial
skills to be able to handle the role of the manager at various level of
management. Managers have a variety of skills but study shows that; when key
management functions are performed by managers who have the essential
managerial skills such as; technical, interpersonal relation, budgeting and
conceptual skills, their performance output is usually high (Armstrong, 2010).
Currently, organizations are confronting with increased competition resulting
from changes in technology, economic environments and globalization. However,
research showed that some managers lack the effective managerial skills
required to move an organization forward but performance evaluation makes these
skills better and prepares the ground ready to develop them (Heath, Johanson,
& Blake, 2004). Bird (2003) suggest performance appraisal as the assessment
of what we produce and how we produce it while some organizations see
performance in different light based on their organizational objective while
deposit money banks in Nigeria see an employee to have performed when they
bring in accounts that record millions, they are made managers of bank branch
out rightly to compensate for meeting targets. According to Namara (2018), the
concept of performance is beyond working hard or being creative or even being
committed to what one is doing. He posits that Performance is about producing
results.
As aforementioned, managerial skills enhance
performance output and performance can be measured when there is a good
performance management system in place. On the other hand, performance
management is a strategic and integrated process that delivers sustained
success to organization by improving the performance of people who work in them
and developing the capabilities of individual contributors and teams.
Performance management is one of the most universal techniques for enhancing
employees ‘efficiency and enhancing organizational productivity in the work
place. It is important to note that employees are the indispensable asset and
key element of gaining competitive advantage for organization while training is
essential tool for its actualization (Armstrong, 1994). The level of
competency, skills and ability of the Management workforce of an organization
influences its ability to preserve its obtained positions and gain competitive
advantage. Meanwhile, employees competence, skills and pro-activeness is
directly proportional to the level at which organization can compete with
others. Some studies have been carried out on the relationship between all of
these constructs. In this regard, this study seeks to investigate the effect of
managerial skills and development on organizational performance with special
reference to First Bank and Access Bank Plc Abia State, Nigeria.
1.2
STATEMENT OF PROBLEM
Organizations all over the world carryout a
lot of activities in other to achieve her vision, mission and objectives from
time to time. The achievement of these
objectives are dependent on the various factors which includes but not limited
to the availability of resources, the type of environment where these
organizations operate (Political environment, Economic environment, Social
environment, Technological environment, Legal environment and Ethical
environment), Management experience, leadership style and many others. All these factors have direct and indirect
influence on the performance of any organization; and as such, the ability of
the management or leadership of the organization to harness all her resources
to achieve the organization’s goals is usually a difficult task. Organizational
performance is therefore about achieving all the organizations goals and
objectives within a given time in an efficient and effective manner.
It is noteworthy that many
organizations in Nigeria, including banks, have well established performance management
processes. Employee performance
appraisals are periodically carried out and high performers are rewarded
whereas poor performers are encouraged to improve. Organizations are
benchmarking their profitability index with industry average to determine how
well or how poorly they have performed. Besides, the poor performance of
managers could be attributed to the inability of organizations to develop the
skills of their managers especially in this ever changing business environment
where the managerial skills of yesterday are not sufficient enough to drive the
firm towards the attainment of future goal. Hence there is need for deposit
money banks to have a robust culture that will provide an adequate attention
and support for the development of managerial skills.
Incidentally, all these good works
and advancement are not without problems; some of which identified below are
part of the mysteries that this research will try to unravel. It is apparent
that organizations in the same industry, with similar environment, clientele
group, management system, political climate, economic background and many other
similarities are performing at variance at the same period of time; leaving the
researcher to wonder the factor(s) responsible for this performance variance.
However, the researcher is poised to
find out why some branches of the selected deposit money banks are
outperforming other branches even when they are operating within the same
management system. The reasons behind
the emphasis on skills development and enhancement in the banking industry is
still a mirage the researcher wants to discover. Another compelling problem the
researcher tries to unravel is the relationship between employees’ trainings
and Development on the organizations performance. Moreover, the concept of performance has not
received any universally accepted definition, how then can the setting of
performance targets among employees and organizations be acceptably benchmarked
and evaluated together?
1.3
OBJECTIVES OF THE STUDY
The main objective of this research
is to ascertain the effect of Managerial Skills and Development on
Organizational Performance of First Bank and Access Bank Plc in Abia State,
Nigeria while the specific objectives are to:
i.
Examine the effect of employees’ reward on
productivity of First Bank and Access Bank Plc in Abia State, Nigeria.
ii.
Ascertain the effect of
employee training and development on profitability of First Bank and Access
Bank Plc in Abia State, Nigeria.
iii.
Determine the
relationship between managers’ interpersonal skills and customer perception of
First Bank and Access Bank Plc in Abia State, Nigeria.
iv.
Ascertain the effect of
top management support on efficiency of First Bank and Access Bank Plc in Abia
State, Nigeria.
1.4
RESEARCH
QUESTIONS
i.
To what extent does
employees reward affect productivity of First Bank and Access Bank Plc in Abia
State, Nigeria?
ii.
What is the effect employees’
training and development on profitability of First Bank and Access Bank Plc in
Abia State, Nigeria?
iii.
What is the relationship
between managers’ interpersonal skills and customer perception of First Bank
and Access Bank Plc in Abia State, Nigeria?
iv.
To what extent does top
management support affect efficiency of First Bank and Access Bank Plc in Abia
State, Nigeria?
1.5
RESEARCH
HYPOTHESES
H01:
There is no significant relationship between employees’ reward and productivity
of First Bank and Access Bank Plc in
Abia State, Nigeria
H02:
There is no significant relationship between training and development on profitability
of First Bank and Access Bank Plc in Abia State, Nigeria.
H03:
There is no significant relationship
between managers’ interpersonal skills and customer perception of First Bank
and Access Bank Plc in Abia State, Nigeria.
H04: There is no significant relationship between
top management support and efficiency of First Bank and Access Bank Plc in Abia
State, Nigeria.
1.6
SIGNIFICANCE
OF THE STUDY
The outcome of this research
would benefit the following:
i.
Management
ii.
Employees
iii.
Other organizations
iv.
Researcher
v.
Theoretically and empirically
Management: The study enabled the management of the
selected banks in Abia State and other regions to understand the effect of
using managerial skills to enhance their performance and found solution to
other problems that surround their business environment.
Employees: Through this study, employees would have a clear picture of what the
organization expect from them and what they expect from the organization as
well as unveiling the required skills, competencies and experiences required
for the smooth running of different operations and units in the organizations
using different means.
Other organizations:
The study would be of benefit to government, non-governmental organizations and
other private sectors on issue of employees’ managerial skills and development
that will serve their organizational goal and structure.
Researcher: The study would aid, widen the knowledge of
the researcher and serve as a reference source for both present and future
researchers who intend to work on similar topic.
Theoretically and empirically: The related issues that were raised within this study would add to the existing literature or
framework on the managerial skills as it relates to other organizational variables
since in
academics, the unknown is never exhausted as the list of what we do not know
could go on forever. Therefore, as a
contribution to this area, the study helped in pushing the frontiers of
knowledge.
1.7
SCOPE
OF THE STUDY
This research focused on the effects
of managerial skills and development on organizational performance in First
Bank and Access Bank Plc in Abia State, Nigeria.
Unit
scope: The research involved all the employees of
First Bank and Access Bank Nigeria Plc, in Abia State Nigeria. Thus all the
branches of First Bank and Access Bank Nigeria Plc, in Abia State Nigeria were
reached in eliciting information for the study.
Content
scope: The study focused its interest on how
Managerial Skills and Development of First Bank and Access Bank Nigerian Plc
have affected the performance of their organization within the periods under
review.
Geographical
scope: Geographically the study were conducted in
Abia State Nigeria. Abia State is an abbreviation of four of the state’s
densely populated regions Aba, Bende, Isuikwuato and Afikpo. It is one of the
thirty-six (36) states that constitute the Federal Republic of Nigeria. Aba
people are of the Igbo ethnic group who predominates much of the south-eastern
part of Nigeria. Their traditional language is Igbo. English is widely spoken
and serves as the official language in governance and business. Abia is 2.4mm
people are mainly Christians. Abia state consists of seventeen (17) Local
Government Areas. They are: Aba north, Aba south, Arochukwu, Bende, Ikwuano,
IsialaNgwa North, IsialaNgwa South, Isuikwuato, Obingwa, Ohafia, OsisiomaNgwa,
ugwunagbo, Ukwa, East, Ukwa West, Umuahia North, Umuahia South, Umunneochi.
Abia State, which occupies about
5,834 square kilometers. The southern part of the state lies within the
riverine part of Nigeria. It is low-lying tropical rain forest with some
oil-palm brush. The southern portion gets heavy rainfall of about 2,400
millimetres (941n) per year especially intense between the months of April
through October. The rest of the state is moderately high plain and wooded
savannah.
Crude oil and gas production is also
a prominent activity, as it contributes to 39% of the GDP. The manufacturing
sector only account for 2% of the GDP. Agriculture, which employs 70% of the
second economic sector of Abia with its adequate seasonal rainfall, Abia has
much arable land that produces yam, maize, potatoes, rice, cashews, plantains,
karo and cassava. It is on this background that First Bank and Access Bank
Nigeria Plc, branches are located in Abia State.
1.8
LIMITATIONS OF THE STUDY
The greatest limitation of the study
is having access to the office as the environment were highly restricted
because of security reasons, and entrance into the offices were mainly on
invitation. Thus securing an invitation to share the questionnaire and conduct
interviews were very difficult, and there were restrictions on number of times
the researcher was granted access to the offices where required information
were elicited. Top and middle level
management staff of organizations that were part of the unit scope of the study
were also difficult to reach. Thus, to avert the bottlenecks, the researcher reached
some respondents via email, and their replies were gotten. Also, many of the
top managers were written on many occasions while one of the staff helped in
collecting and mailed to them this helped in reducing the time spent on
retrieval of questionnaire.
Generally, eliciting required
information, apart from secondary data sourced from the corporation statistical
bulletin and annual
Another limitation to this study is
Academic Staff Union of Universities (ASUU) strike that lasted for almost a
year. It delayed the study completion time.
1.9 PROFILE OF ORGANIZATIONS
UNDER STUDY
The
selected banks understudied are:
i. First bank Nigeria
ii. Access bank Nigeria
Plc
First bank Nigeria
First bank of
Nigeria limited (First Bank), is a Nigerian multinational bank and financial services company headquartered in Lagos Nigeria. It is the
premier bank in West Africa with its impact woven into the fabric of society.
First bank of Nigeria Limited operates as a parent company in Nigeria, with the
subsidiaries FBN bank in the republic of Congo, Ghana, The Gambia, Guinea,
Sierra-Leone and Senegal; FBN bank UK limited in the United Kingdom with a
branch in Paris; first bank representative office in Beijing to capture
trade-related business between geographies. First bank also operates first
pension custodian Nigeria limited, Nigeria’s foremost pension’s custodian. The
teeming customers of the first bank group are serviced from a network of over
700 business locations across Africa. To promote financial inclusion and reach the
unbanked and under banked, first bank has an extensive agent banking network,
with over 53,000 agent locations across Nigeria. The bank specializes in retail
banking and has the largest client base in West Africa, with over 18 million
customers. For eight consecutive years (2011 - 2018) first bank received the
best retail bank in Nigeria award by The Asian Banker.
First bank has the first bank group
employs over 16,000 staff and is proudly a multiple best place to work
awardees. It operates along four key strategic business units (SBUs) – retail
banking, corporate banking, commercial banking and public sector banking. It
was previously structured as an operating holding company before the
implementation of a non-operating holding company structure (FBN Holdings) in
2011/2012.
As of December 2019, the bank had assets
totalling NGN5.9 trillion. The bank's profit before tax for the twelve months
ending 31 December 2019 was approximately NGN70.8billion. First bank is wholly
owned by FBN holdings PLC, which in itself has diversified ownership, with over
1.3 million shareholders. The bank was founded in 1894 and is Nigeria’s oldest
bank. It converted to a public company in 1970 and was listed on The Nigerian
stock exchange (NSE) in 1971. However, as part of the implementation of the
non-operating holding company structure, it was delisted from the NSE and
replaced with FBN holdings Plc. in 2012.
First bank has been named "Best bank
brand in Nigeria" for six years in a row 2011 to 2016 by the banker magazine of the financial times group; it was
awarded "most innovative bank in Africa" in the EMEA finance African
banking awards 2014; it has clinched the “Best bank in Nigeria” award by global
finance magazine 15 times and the “Best private bank in Nigeria” by world
finance magazine seven times. Some other recent awards received by the bank are
“Best banking brand Nigeria, 2019” by global brands magazine; “Best mobile
banking app Nigeria, 2019” by global business outlook and “Best financial
inclusion program – Nigeria, 2019 by international investor.
In 2010, the central bank of Nigeria
revised the regulation covering the scope of banking activities for Nigerian
banks. The universal banking model was discontinued and banks were required to
divest from non-core banking businesses or adopt a holding company structure.
First bank opted to form a holding company, FBN Holdings Plc., to capture
synergies across its already established banking and non-banking businesses.
The new structure resulted in a stronger platform to support the group’s future
growth ambitions domestically and internationally.
Current gross earning of first bank
Nigeria holdings plc
FBN holdings plc declares N15.6bn PAT in Q1
2021 unaudited results; (SP: N6.90k)
Key
highlights
·
Gross earnings declined
by -14.5% to N137bn from N160bn in the previous quarter.
·
Profit before tax
declined by 34% to N19bn.
·
Profit after tax declined
by 39% to N16bn.
·
Net assets declined by
-0.04% from N765.2bn to N764.8bn.
First bank Nigeria mission: To remain true
to our name by providing the best financial services.
First bank Nigeria vision: To be the clear leader
and Nigeria's bank of first choice.
Access bank Nigeria plc
Access
bank plc, commonly known as Access Bank, is a Nigerian multinational commercial bank, owned by access bank group. It is licensed by
the central bank of Nigeria, the national banking
regulator.
Originally a corporate bank,
the organization acquired personal and business banking platforms from
Nigeria’s international commercial bank in 2012. Access bank is presently one
of the five largest banks in Nigeria in terms of assets, loans, deposits and
branch network. The merger of access bank and diamond bank on 1 April 2019 has
made access bank the largest bank in Africa. In conclusion of its
merger with diamond bank, access bank plc, unveiled its new logo, signaling the
commencement of a new enlarged banking entity.
The bank's headquarters is
located in the city of Lagos, the most commercial city
of Nigeria. The coordinates of the bank's headquarters are: 6.43337513,
3.44531357 (Latitude: 6.43337513; Longitude: 3.44531357).
Current gross earning of access bank Nigeria
plc
Access bank plc.’s profit jumps 30% year on
year to N60.1 billion in the first quarter (Q1) of financial year 2021 on
gradual economic recovery in Nigeria, the lender’s key market. The result was
disclosed to the Nigerian exchange (NGX) on Thursday by the chief executive
officer of the group, Herbert Wigwe. Access bank chief said the Pan-Africa
lender delivered strong results in the first quarter in spite of the
challenging macroeconomic and regulatory environment. The bank profit before
tax (PBT) came 30% higher when compared with N46.2 billion recorded in the
corresponding period of 2020.
Meanwhile,
lender’s profit after tax expanded by 28 per cent to N52.6 billion from N40.9
billion posted in the comparable period in 2020. Wigwe explained that the
improved profit performance came on the back of a 13 per cent year on year
growth in operating income and a 16 per cent year on year reduction in interest
expense which offsets increased impairment charges. The group recorded a slight
improvement in gross earnings by six per cent to N222.1 billion as against
N209.8 billion in the corresponding period of 2020. However, the bottom line
saw a significant increase of 30 per cent year on year to N60.1 billion from
N46.3 billion in Q1 of 2020, on the strength of a 30 per cent year on year
growth in net interest income.
Access bank Nigeria plc mission: Setting standards for
sustainable business practices that unleash the talents of our employees
deliver superior value to our customers and provide innovative solutions for the markets and communities we serve.
Access bank Nigeria plc vision: Our vision is to be the world's most respected African bank.
1.10 OPERATIONAL
DEFINITION OF TERMS
Conceptual skill: This is deserved as the
management ideas or theoretical skill used in viewing the organizational and
solution problems.
Human relation skill: This is defined as the skill
which managers need to communicate and interact effectively in the
organization.
Job roles: This can be described as the contents or tasks that an
individual performance in a job position.
Managerial
skills: This is the knowledge and ability of an
individuals in a managerial position to fulfill some specific management
activities or tasks.
Organization:
A place where two or more person work
together for purpose of achieving objective.
Organizational
performance: The means the actual output or
results of an organization as measured against its intended output or goals and
Objectives.
Personal development plan: This is a concept which means the
individualistic approach of employees to training. That is, employees take of
it upon themselves to personal upgrade their skill without relying on the
organization.
Skill matrix: This is described as a kind of already existing skills
ranking and description that might be used to determine skill level and assign
roles to individuals.
Technical skill: This can be the process or
techniques that managers needs to manage the organization.
Third party institution: This means another individual or
group not within an organization or a group.
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