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TRAINING AND
DEVELOPMENT OF HUMAN RESOURCE IN BANKING OPERATION
Abstract
This study is carried out to examine the training and
development of human resource in building operation in Union Bank Plc, Oko
branch. To achieve this, the researcher prepared and administered
questionnaires to the staff of Union Bank Plc, Oko branch. The information gathered
was presented in tables and analyzed using simple percentage techniques. It was
found that human resource training influence the operations of Union Bank of
Nig. Plc Oko branch, and that training programme increases employees’ and
organizational productivity. Based on the findings, the researcher recommends
that management should always see training and development of their employees
as one of the motivational tools that will increase productivity. In
conclusion, systematic training and development of human resources enhance
efficiency and effectiveness as well as increase profitability and productivity
of the organization.
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND OF THE
STUDY
Do we ever settle to think why some organizations recruit
better applicants than others, why some business enterprises are more efficient
or perhaps, more effectively organized than others? Why some establishments are
more productive than others, why some firms make profit while others are
folding up? It is possible to answer the above questions with this simple
phrase; lack of requisite skills and failure on the part of management to
identify and adequately take care of their inadequacies”.
After recruitment and selection of employees, they need to be
maintained and motivated towards achieving the organizational goals. And this
can be achieved through training and development of the organizations
workforce.
Sound and constructive human capital development facilitates
optimization of available potentials and provides opportunities/leverage for
better repositioning of an organization to achieve global competitiveness.
Hence, human resource development is a pre-requisite for organizational
survival, sustainability and success. This fact is reinforced by Chinese wise
saying, which says thus;
“If you wish to plan for a year, sow seed
If you wish to plan for 10 years, plant trees.
If you wish to plan for a lifetime, develop men”.
The above, summarizes and underscore the indispensability of
human resource development in organizations.
Brief History of the Study
The Union Bank of Nigeria has a long and proud history dating
back to 1917, when it first opened its doors for business as the colonial bank.
In 1925 it was brought by Barclays, becoming Barclays Bank Dominion, colonial
and overseas which it remained until the early 1970s.
In 1971, Barclays incorporated the bank locally in Nigeria as
Barclays Bank of Nigeria Plc and sold a significant shareholding to the federal
government and the Nigerian public. In 1979 the banks name was changed to the
Union Bank of Nigeria Plc, to reflect the change in its ownership structure.
In the early 1990s, the Nigerian government started a policy
of privatization of state owned asset, which resulted in 1993 in both the
government and Barclays selling their remaining stakes in the bank to the
public at large, thus creating a truly publically owned bank.
Since the early 1990s, the bank has enjoyed a period of
unparalleled growth, acquiring universal Trust Bank Plc. Broad bank limited and
Union Merchant Bank as well as increasing shareholder funds through a rights
issue in 2005. The Union Bank of Nigeria now has a network of over 400 branches
across Nigeria, a subsidiary in London and offices in Ghana, Benin and South
Africa. In 2009, it posted gross earnings of US and 980 million and total
assets of US and 8.8 billion. The bank’s management team is headed by Emeka
Emuwa as the group managing Director/Chief Executive. Other executive
management team members include:
Adekunle M. Adeosun – commercial/retail banking (south) and
consumer banking.
Philip Ikeazor – corporate, international/investment banking
and treasury.
Ibrahim A. Kwargana – commercial/retail banking (North) and
public sector.
Mrs. Oyinkan Adewale – chief financial official.
1.2 STATEMENT OF PROBLEM
The efficient training and development of human resources in
an establishment, which Union Bank Plc is not an exception, requires immediate
attention because the negligence given to the establishment which will in turn
led to the downfall or bankruptcy of the establishment.
This study seeks to investigate if training and development
of human resources is practiced in Union Bank of Nigeria Plc, the approaches of
training and development of human resources the negative attitudes of
management and supervisors on training and development of their sub-ordinates,
as well as the impact of modified behavior, attitude and moral on employees in
Union Bank of Nigeria Plc.
1.3 PURPOSE OF THE
STUDY
The main purpose of this study/research work is to critically
define, analyze and clearly identify training and development of human resource
in banking institution. And also,
1. To
ascertain the influence of human resource of Union Bank of Nigeria, Oko branch.
2. To
determine the types of training available method and place of training in Union
Bank of Nigeria, Oko branch.
3. Find out
whether staff of the bank sees training and development programme as motivating
and means of job enrichment and satisfaction.
4. Evaluate
work performance before and after training programme in Union Bank, Oko branch.
5. Determine
whether there is any relationship between labour turnover and availability of
training and development opportunities in banks.
1.4 SIGNIFICANCE OF
THE STUDY
It is important to print out that on completion of this
research work, it would be of immense significance to the following group of
people:
1. Management
and supervisors of Union Bank Plc Oko branch. If the management and supervisors
of the bank apply the findings and recommendation of this research work,
training and development would be achievable in the bank.
2. It would
also help the management to know how much training and development influences
worker’s productivity and performance.
3. Researchers: the output of this work
will serve as a base for further research in future on related or similar
topic.
1.5 RESEARCH
QUESTIONS
In order to achieve the purpose of this study, some questions
need to be considered. Below are some research questions which have been
formulated:
1. Do
training and development of human resources influence the operation of the
bank?
2. What type
or method of training do your bank adopt?
3. Are you
motivated after the training and development programme?
4. Are you
convinced that your performance improve after the training and development?
5. Is there
any relationship between labour turnover and availability of training and
development opportunities in your bank?
1.6
SCOPE/DELIMITATION OF THE STUDY
In this project work, “training and development of human
resource in banking operation” is restricted to Union Bank of Nigeria Plc, Oko
branch, Anambra state.
1.7 DEFINITION OF
TERMS
Training: This is the acquisition of basic skills for
efficient performance of specific duties or tasks. It is an organized procedure
through which people acquire skills for a definite purpose, the purpose is to
achieve a change in the job behavior of those trained.
Development: This can be defined as all those job and
organizations related activities as well as other extra curricula activities
undertaken to expose employees to comfortably and conveniently perform
additional duties and assume challenging positions in the organizational
hierarchy.
Human Resource: This is the set of individuals who make up
the workforce of an organization, business sector or economy.
Bank: A bank is an establishment authorized by a government
to accept deposit, pay interests, clear cheques, make loans, act as an
intermediary in financial transactions and provide other financial services to
its customers.
Banking: This simply can be defined as the business activity
of accepting and safeguarding money would by other individuals and entities.
Operation: This is seen as job or task consisting of one or
more elements or sub-tasks performed typically in one location.
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