This research work is being carried out to examine the effects of staff
development programmes on employee’s performance or how efficient they are in
the duty possible. Also, the report revealed how the employees were trained
towards their area of specializations.
TABLE OF CONTENTS
Title page i
Table of contents vi
of the study 1
of the study 1
significance of the study 2
Limitation of the study 2
of the study
of the study
of the study
2.0 Literature review
2.1 Profile of first bank of nigeria plc
2.2 Benefit of training
2.3 Types of training
2.4 Benefit of training
2.5 Main stage of training
2.6 Management of training
2.7 Performance appraisal
3.0 Research methodology 10
3.1 Research instrument 10
3.2 Study design 10
of data collection 11
4.0 Data analysis and
4.2 Interpretations of
4.3 Testing of hypothesis 13
5.0 Summary, conclusion and
5.2 Conclusion 20
5.3 Recommendations 20
The competitive paradigm facing the retail banking industry has shifted.
the proliferation of retail branches, coupled with changes which have allowed
banks to expand their product lines, has resulted in a dynamic environment in
which bank are seeking to differentiate them in order to create a source of
sustained competitive advantage. Technological developments and organizational
redesign have also changed the types of work being performed by bank employees.
A noted by Bartel (2004) bank tellers have traditionally several more of a
clerical role by simply processing customers transactions. in today’s
competitive landscape, the job of a bank teller has been enlarged. Beyond the
normal expectation of providing excellent customer service, tellers are also evaluated
on their ability tell various financial products or make referrals to the
proper sales personnel. due to these industries dynamic, banks can no longer
rely on traditional sources of competitive advantages such as technology or
superior efficiency based upon economic of scale to be successful these changes
have forest many retail banking operations.
According to the resources-based theory of the firm, organizations can
develop sustained competitive advantage only be developing value creating
resources and capabilities which are rare and difficult for competitors to
imitate. (Barney 1995).
Although traditional sources of competitor advantages such as
technological supremacy, patent protections, and economics of scale and scope
ands favorable government regulations create value, the resources-based view
would argue that these sources are increasingly easy to replicate. Therefore,
these traditional from of competitive advantage can no longer leverage for
long-term success. Instead firms must now consider developing other forms of
intangible and more difficult to imitate strategic resources in order to
sustain their advantages over time.
Many have argued that the implementation of a progressive set of a
progressive set of human resources management policies and practices
collectively known as a high performance work system can lead to the
development of a sustained competitive advantage. consistent with a
resource-based view a conceptual argument can be made that the development of
human capital within organization creates value and is an “invisible assert”
which might be especially difficult for competitors to replicate for example Becker
and Gerhart (1996) have argued that human resource (HR) systems consist of
policies and practices. Which have been implemented over time and cannot simply
be purchased by industry competitors.
Beyond the conceptual argument a large amount of empirical evidence would
also suggest a strong linkage between high-performance work systems and firm
performance. probably one of the most visible works connecting human resources
management and bottom line results was huselid’s (1995) research related to the
positive impact of high performance work practices (HPWPS)” on organizational
performance. Specifically, house lid (1995) found that the standard deviation
increase in the proportion of employees involved in high performance work
practices (e.g comprehensive recruitment and selection procedures, job design,
training and participation programs) reduced turnover by 7 percent and increased
sales per employee by more than $27000 per year.
In addition, the study revealed that the impact of a one standard
deviation increase in the use of high performance work practices enhanced
profitability by more than $4,000 per employee and increased the firm markets
value by more than $18,000 per employee.
there is also research to suggest a strong linkage between height
performance work systems and firm performance on the banking industry for
example Delary and Dety (1996) sampled 1050 banks in order to examine the
relationship between hp practices and two key measures of financial performance
including return on average assets (ROA) and return on equity (roe). Controlling
for the size, age and fort the Federal Reserve district in which the bank was
located, the authors found or significant relationship between a system of hr
practices and financial performance. in particular the results of the study
indicated the hr practices were able to explain an additional 12.55 percent
Several experts (Thomas 1878) Gronroos. 1990: Kotter of serve marketing
as the have consecutively proposed a conceptual frame work of service marketing
known as the “service triangle” to incorporate the concepts of internal
marketing, external marketing and interaction marketing into more intensive
concepts in developing these marketing strategies, attention shall be given to
the conventional marketing strategies with the aim of providing sources that
are vnigue and acceptable to the external customer to will their loyalty.
Attention shall also be given to the value of employees with the goal of
determine them to be a contributory to the over all” organizational capital” of
Kotler (2(xx) explains that internal marketing is more important than
conventional external marketing.
OF THE STUDY
The People’s Republic of China
(PRC) is currently seen as a new growth engine and an indispensable participant
in global economy (Qu & Leng, 2006).
since the adoption of the door – open policy and market reforms in 1978,
the PRC has witnessed a rapid economics development with GDP growth averaging
around 10 percent per year (Liu, Liu, Jing & Huang 2005) concurrently, the
financial growth developing from one financial institute, the people’s bank of
china to the separation of the central and commercial banks consequently, the
banking industry has evolved into a competitive market. however, the banking
sector still holds a majority stake in the PRC’S financial industry with
asserts accounting for 85 per cent of the whole industry in 2001 (Lieut al
In recent years following china’s assession to the WTO, foreign banks
have explored opportunities in the financial markets of main land china, which
has resulted in intensified overseas competitions.
As the success of the banking industry relies on highly motivated and
committed personnel, the new competitive environment has brought structural
changes (tie, 2001) changes have been enacted through deregulation,
technological development and globalization where by the competitor emphasis
has changed from being largely market
based to a more resource based model (Pere z & falcon 2004). As a
result employee’s performance and the way they are appraised, requires greater
attention. Thus the current study seeks to explore the process of performance
appraisal in Chinese state owned banks.
OF THE STUDY
This study is aimed at analyzing the effect of staff development program
and rate of labour turnover making reference to first bank of Nigeria plc
certain effort that are also made by the bank through induction training,
symposium workshop, seminal etc. ensure that employee are trained and developed
towards their field of specialization and the effect of those programmes on
their rate of turnover will be articulacy analyzed.
OF THE STUDY
Staff development programme in the banking industry is very significant
in the existence and continuity of the organization. There are lots of benefits
accrued from training the staff (both junior and senior) of an origination on
the job. These are as follows: -
It brightens promotion prospect of employees.
It stimulates and boost the morale of employees members
of staff e.g self confident on their areas of specialization.
It reduce staff turnover on the job training help an
employee to acquire more knowledge with their employees.
It ensures uniformity of operation on the same types of
job with in the origination.
It makes employee to be more effective and efficient on
the job and towards achieving organizational objectives.
OF THE STUDY
The scope of this study is limited to first bank of Nigeria plc, with
particular reference to the banks staff training center at the head office.
hence your thoughtful appraisal on “staff development programme and employees
job performance in banking industry as per case study strategies used in the
first bank Nigeria plc.
OF THE STUDY
this study was carried out to review the strategies being in used in
first bank of Nigeria plc head office training centre, Lagos and Ibadan.
OF THE STUDY
The researcher(s) encountered some constraints while carrying out this
thesis which were discussed as follows:
Financial Constraints: - Due to
financial constraints some staff first bank of Nigeria plc could not be reached
while some were always in the filed.
Time Factor / Limited Time for the Researcher:
- Did not permit the researchers to cover a large scope in such a way that
other micro financial bank in the state could not be visited for additional
Inadequate Data / Information: - These are
some problem on the part of the people invested. These were communication gap
as some people would not understand the language we are using.
Uncooperative attitudes of the Personnel
Officers of the Bank (FBN Plc): - who through the questionnaire were
directed towards exposing their.
Uncooperative Attitudes of the Respondents
Regard the Returning of the Questionnaires: - Research faced many other
problems that served as.
The following hypothesis will be tested for in this research work.
Ho: There is
significant relationship between staff training and employee performance.
Hi: there is significant relationship between
staff training and employer performance.
Ho: Staff training
has no positive impact on worker’s morale at work..
training has positive impact on the worker’s morale at work.
In the section, the need to define some concept used in the study for
clarity and avoid once of ambiguity could not be over emphasized.
Introduction: - This is the process of
rending new employee conducing him around the organization and giving him basic
information needed to settle him down quickly and become integrated into the
Staff Development: - Is the development
to a broad range of ability based on appropriate knowledge attitude and skill
to enable individual scope with a large variety of types.
Employment Job Performance: - In the
settling of performance standard expected.
Hypothesis: - This is an assumption and
in there to draw out test and a logical and emphatically statement.
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