ABSTRACT
The study examined the effect of Human Resources Management practice on organizational productivity of workers A case study of Guarantee Trust Bank Nigeria Plc Jigawa State. Specific objectives of the study includes to determine the soul career development of organizational productivity of Guarantee Trust Bank Nigeria Plc. In carrying out the study, descriptive survey designs were employed. Population for this study was twenty five (25) and his represent the number of questionnaire retrieve out of fifty five (55) copies distributed out The sampling hypothesis were tested using chi-square techniques. The study found that career development has significant impact on organizational productivity in Guarantee Trust Bank
TABLE OF CONTENTS
Title page - - - - - - - - - - i
Approval page - - - - - - - - - ii
Declaration - - - - - - - - - - iii
Dedication - - - - - - - - - - iv
Acknowledgement - - - - - - - - v
Table of content - - - - - - - - - vi
Abstract - - - - - - - - - ix
CHAPTER ONE
GENERAL INTRODUCTION
1.1 background of the study - - - - - - 1
1.2 Statement of the problem - - - - -- - 3
1.3 Aims and Objectives of the study - - - - - - 3
1.4 Significance of the study - - - - - - - 4
1.5 hypothesis of the study - - - - - - - 4
1.6 Scope of the study - - - - - - - - 5
1.7 limitation of the study - - - - - - - 6
1.8 Definition of terms - - - - - - - - 6
CHAPTERTWO
LITERATURE REVIEW
2.1 Introduction - - - - - - - - 8
2.2. concept of human resources management - - - - 10
2.3 Historical background of human resources management - - 11
2.4 Brief history of Nigerian banking industry - - - - 11
2.5 Role of department - - - - - - - - -12
2.5.1 Who perform HR role - - - - - - - 14
2.6 Motivation - - - - - - - - - 14
2.6.1 benefits of HR motivation to the organization - - - 17
2.7 Maslow Hierarchy theory - - - - - - - 18
2.7 1 Hertzberg motivation theory - - - - - - 19
2.7. 2 Expectancy theory - - - - - - - 19
2.7.3 David Mc Clelland theory of HR motivation - - - - -24
2.8 Human resources training and development - - - - -25
2.8.2 Human resources training needs - - - - - 31
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction - - - - - - - - - 33
3.2 Research Design - - - - - - - 33
3.3 Population of the Study - - - - - - - 33
3.4 Sample and Sampling Techniques - - - - - - 34
3.5 Method Data Collection - - - - - - -35
3.7 Method of Data Analysis - - - - - - -35
CHAPTER FOUR
PRESENTATION OF AND ANALYSIS OF DATA
4.1 Introduction - - - - - - - - -36
4.1 presentation and analysis of data - - - - - -36
4.2 Presentation and Analysis of data - - - - - 37
4.3 Test of hypothesis - - - - - - - 43
4.4 decision of finding - - - - - - - 45
CHAPTER FIVE
SUMMARY CONCLUSION AND RECOMMENDATION.
5.1 Summary - - - - - - - - 46
5.2 Conclusion - - - - - - - - -47 -
5.3 Recommendation - - - - - - - -48 -
Reference - - - - - - - - - -50 -
Appendices- - - - - - - - - -53 -
CHAPTER ONE
INTRODUCTION
1.1 BACK GROUND OF THE STUDY
Organizations are complex bodies, affected by the environment, leaders, system and process in Which it operates. Effective, human resources management (HRM) is what required for efficient performance because it represents managements capacity to get job done through high quality standard of performance. In business organizations, either public or private, ‘it is the employees that play' critical roles in the stability and growth of the organization, group or societies to achieve their state goals and objectives. The. most commonly adopted measure of human resources management effectiveness. in, firms and organizations is based on effective performance of the employees, that is, the extent to which organization headed by employees assist in achieving goals (Clark 2001).
Human resources capacity. Building and staff welfare are the basic roles of the human resources management. The universal acceptance of critical roles of personnel in achieving' organizational goals and the realization of appreciation the various exogenous and endogenous variables which inform, determine, order and finally condition personnel activities, led to, the establishment of the department human resources 'management, in any viable organization (Okoli 2001). These Human Resources Management/Administrative units are traditionally saddled with, specific functions (Qnyishi .2002) among which are employee recruitment and retention.
Organizational productivity can take various" forms, including technical and/or subject matter know how a reliable process, and close relationship with customers and suppliers (Mascarenhas, 2000). It may also include product development or culture such as employee dedication and determination. If productivity yields a long term advantage to the business it is said to be a sustainable competitive advantage (Ma 2000). In order to put of a desirable performance and compete successfully, locally and globally business must not to only excel in their area of operations but also persevere in the long run. Achieving such a “sustainable competitive advantage” status is not easy task without a proper road map or strategy being out lined and put in practice.
Society has now become knowledge based where human capital is considered a key resources and-.indispensable .to the survival of business. Increasingly, organizations are competing for the. best talent employees (Porter 2002). New paradigm organizations recognize that an element in business management practices: is the ‘need to successfully motivate and retain high talent employees who survive organizational restructuring, downsizing, consolidation, reorganizing or re-engineering initiatives. Employees are extremely crucial to the organization since their value to the organization is essentially intangible and not easily replicated
(Meaghan & Nick 2002). Therefore', managers must recognize employees as major contributors to the efficient achievement of the organization’s success (Abbasi& and Hollmani 2000). Managers should retain employees for the, benefit of the organization success.
1.2 STATEMENT OF THE PROBLEMS
The problem of this study therefore have to do with:
i. Poor career development
ii. Lack of inadequate supervisor's supports
iii. Issue of inductive working environment.
iv. Issue of poor reward system and challenges relating to inimical work-life policies among others.
1.3 AIMS AND OBJECTIVES ON THE STUDY
The overall aim of the study is to examine the effect of human resources management practices and organizational productivity of workers: A study of GT Bank Nigeria Plc Jigawa State.
Other specific objectives of the study are to
i. Determine the impact of the. career development in organizational productivity in GT Bank Nigeria Plc.
ii. Determine the: impact of supervisor support on Organizational productivity of workers in GT Bank Nigeria Plc.
iii. Determine the effect of working environment on organizational productivity of workers’ in GT Bank Nigeria Plc.
iii. Any other researcher may lay his hands for additional research.
1.4 SIGNIFICANCE OF THE STUDY
This study is very important to the practical implementation of supportive Human Resources Management practice. The study will also be beneficial to Nigeria and the management of GT Bank Nigeria Plc. As it would provide systematic feedback that can ”be used for the staff towards effective performance and retention. It will at the. same time provide 'the empirical. proof of. the effect supportive Human resources practice on organizational productivity of workers thereby justifying the need for the adequate and effective human resources management in corporative organizations. The study will help other scholars that will be carrying out research in related to research domain.
1.5 HYPOTHESIS OF THE STUDY
Hypothesis I
H: Supervisor’s support has no impact on organizational productivity of workers In GT Bank Nigeria Plc.
Hi: Supervisor’s support has impact on organizational productivity of workers in GT Bank Nigeria Pic
Hypothesis II
H: Working environment have no effective on organizational productivity of workers ‘in GT Bank Nigeria PIC.
Hi: Working environment have effective on organizational productivity if workers a.in GT Bank Nigeria Plc.
1.6 SCOPE OF THE STUDY
The average of the study is restricted to appraising the impact of supportive Human Resources Practice 'bn organizational, productivity of workers. The focus of the study is on GT Bank Plc. In Jigawa State.
Employee: This ‘is a person employed for wages or salary especially at-non executive level.
Employer: Is a person-Or organization that employs people.
Human Resources: Human resources is the set of individuals who make" up the workforce of an organization business sector or economy. Organizational Productivity: Product1v1ty is synonymous with performance and' it is concerned with how organization has fared in its quest to achieve competitive advantage position and expends its market share relative to their competitors in the in the market place.
Training: Training is the action of teaching a person or animal a particular skills or behavior.
Supervisor: A supervisor is a fore person that oversee coach facilitator or area coordinator is a manger in a position of trust in business.
Supportive Human Resource Practice: Human resources practices caters for all the concerns of the employee and which enable them to stay on the job. Working Environment: This encompasses the working condition and physical environment in which daily business operations are carried out.
Worker: A person who works at particular job or in a particular place.
1. 7 LIMITATION OF THE STUDY
Several constraints could be encountered in the course of this study such as;
Time constraint: This is allocated period for the research work which is too short for qualitative finding.
Information constraint: This is the reluctance in the part of the respondents to disclose vital and relevant information to the researcher. Financial constraint: This is also poses another problem in terms of running expenses printing photocopying of material and downloading of material from internet etc.
Access: The organization would not give optimum access to some information.
1.8 DEFINITION OF TERMS
Career development: Career development is the accumulation and cultivation of skills and knowledge that enable a professional to advance or grow in the field of his or her choice.
Development: Management development is the process by which managers learnt and improve their management skills.
Bank: A bank is a financial institution that accepts deposits from public and creates credit.
Banking System: is a group or network of institutions that provide financial services.
Workers Productivity: Is an assessment of the efficiency of a worker or group of workers
Capacity Buildings: is the process of developing and strengthening the skills workers.
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