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Impacts of Training and Development on Employees' Productivity in First Bank of Nigeria PLC, Osogbo

Odesanya, Esther Oreoluwa (2020) Impacts of Training and Development on Employees' Productivity in First Bank of Nigeria PLC, Osogbo. Masters thesis, Dublin, National College of Ireland.

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The study critically assesses the impact of training and development protocols implemented by Management of First Bank Nigeria Plc, Osogbo Branch for its 132 employees spread across four of its branches situated in the Osogbo area in Osun state, Nigeria. The bank is Nigeria’s premiere financial institution and a customer-first choice in this sector. Longevity and a solid financial base are linked to its positive public perception. This is reflective in the fact that it debuted in 1894 as the first bank in Colonial Nigeria and has expanded over the years up to some 750 branch networks nationwide plus two foreign offices in London and New York and a customer base of some 100 million. However, this view evinces only one side of the picture as customers also paint a harrowing picture of undue delays and long queues in its numerous banking halls – it is a trend that seems pervasive nation-wide.

The study problematizes that inadequacies of training and a general lack of ready access to new IT systems and other ancillary operating protocols have sadly hampered the bank’s employees from developing new customer care service skills outside the rather austere strictures of the hitherto manual applications in providing support services for their customers. This also adds up to undue bureaucratic bottlenecks stemming from overt centralization of the bank’s operations where every major operational decision must flow from Lagos down to the branch offices. Four study objectives were adopted: first, to identify potential trajectories for employees training needs; second, to critically assess viability of ongoing types of training and development currently being implemented; third, to determine the real time outcomes of these strategies on enhanced employees’ job performance over time; fourth, to proffer new ways and means needed to stem this ugly tide and to reposition the bank on its enviable standpoint as Nigeria’s truly number one bank.

The theoretical standpoint for the study discourse is anchored on an admixture of three key Human Resource Management (HRM) theories: human capital; resource based and expectancy frames of analyses. These theories were utilized to link the import of manpower as a vital component of the bank’s inherent operational capacities, including also the dire need to source for, constantly re-train and retain highly skilled and intellectually competent human resource base. These two are further linked again to the nexus of matching employees’ needs of job satisfaction and corporate needs of enhanced employees’ job performances. A structured research questionnaire based on the Likert scale was utilized for primary data collection in addition to analysis of secondary data. A Survey research methodology was also utilized as an ancillary analytical technique applied through use of several tabular formats based on a descriptive analytical approach as aided by use of the Statistical Package for Social Sciences (SPSS) 2.0 version.

Two critical research variables were privileged in the analysis: employees’ productivity (and by implications employees’ job satisfaction); and training cum development strategies currently implemented by the bank for its employees. Linkage between the two variables has been represented mathematically as follows: y=f(x)…
Where: y represents the aggregate of the dependent variables or employees’ productivity, and x represents the aggregate of the independent variables or elements of training and development variables. The employees’ productivity (and by extension, job satisfaction) is assumed here to be a function of training and development, i. e. y=f(x).

The study concludes that current training and development strategies in the bank have not had a significant impact on enhanced employees’ job performance owing to the overbearing impacts of resistance to novel changes to existing operational protocols that should require acquisitions of new IT systems. This adds up to undue bureaucratic bottle necks at the head office of the bank also resulting in delays in decision making processes at the branch offices, especially, in such vital areas as the need for constant state-of-the-art employees’ training and development programmes, especially in the areas of IT-based customer care service deliveries.

Item Type: Thesis (Masters)
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Training and Development
Divisions: School of Business > Master of Arts in Human Resource Management
Depositing User: Dan English
Date Deposited: 02 Feb 2021 12:43
Last Modified: 02 Feb 2021 12:43

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