impact of manpower training on banking services

7/28/2019 Impact of manpower training on banking services

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CHAPTER ONE1.0 INTRODUCTION1.1 Background to the Study.

In any business organization, it has been long accepted that the realization of business objectivesin both private and public corporation cannot be fulfilled without manpower to co-ordinate theactivities of the organization by coordinating other factors of production i.e. land, labor andcapital.Therefore, in building an efficient labor force, it would requires not only proper selection ofmanpower needs but also regular training of selected manpower to enable them acquirenecessary knowledge and skills for their tasks, assignments or jobs.Training is meant to prepare employees or workers for future tasks, roles and responsibilities.Therefore, it is the duty and price that organization has to pay in making sure that a sizeableamount of funds is budgeted to personnel department for the purpose of organizing training anddevelopment of the organization workers at all levels and at regular interval either through in-

plant i.e. on-the-job training or vocational courses i.e. sending them but to attend seminars andother training programs outside the organization.

Manpower training is an on-going i.e. continuous activity in this study. Therefore, it is importantto analyze the concept and assess the strength and weakness existing strategies, policies andinstitutional arrangement with a view to recommending the improved design for new one. This isnecessary so as to enable the researcher evaluate the present job performance and pave way formore efficient and result oriented workforce in banking industry, most especially, in the FirstBank Nigeria plc, Apata, Ibadan, the study matter or focus.The study will focus on the evaluation of all formal training activities designed to broaden the

knowledge and strengthen the skills as they affect the behaviors and attitudes of private andcorporate customers. The main objective of training is to improve on the current performanceand provide a suitable trained staff to meet present and future tasks and future needs.There is no doubt that planned training programs will return value to the organization in terms ofincreased productivity, high morals, reduce costs i.e. reduction in wastages e.t.c. above all, theorganization will become more stable and flexible to adapt to changing environment.

Historical Background of First Bank of Nigeria Plc.First Bank of Nigeria plc; is the pioneer and premier banking institution in Nigeria. The bank hasits origin in a British bank called African Banking Corporation (ABC) which established abranch in Lagos in 1892 through the effort of sir. Alfred Lewis Jones, a shipping magnate andchairman of elder Dempster and Company and Mr. George Neville as the company agent inLagos.

In 1893, the branch was acquired by elder Dempster and company, and on march 31st 1894, theBank of British West Africa (BBWA) was registered as a limited liability company with sir.Alfred Lewis Jones as the companys founding chairman. The bank commence businessoperation at its headquarter in Liverpool, England, with a paid up capital of twelve thousand


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pounds sterling (12, 000). Its Lagos office at marina was opened on May 4, 1894 and since thenthe bank has grown into a formidable size weathering great and turbulent economic storms ofboth the pre and post independent era in Nigeria.

Today, the bank has become the most captivating story in the banking industry with over acentury years of banking services to the nation. In 1896, a branch of B.B.W.A. was open inAccra gold coast (now Ghana). Another one was established in Freetown, Sierra Leone in 1898and in 1902, another branch was also sited in Banjul, Gambia.

The second branch in Nigeria was opened in Calabar in 1900 and few years later, their serviceshas extended to northern part of the country with the opening of Zaria branch in 1912. also in1912, Bank of British West Africa (BBWA) further demonstrated its growth intentions byabsorbing another bank called the Anglo African Bank (AAB), later, bank of Nigeria establishedin bank of British west African was renamed Bank of West African (BWA)ifl 1957 to reflect the

new independent status of West African countries served by the bank.

Again in 1966 Bank of West African merged with Standard Chartered Bank resulting in,. achange of the bank to Standard Bank of West African (SBWA) following the promulgation ofthe companys decree of 1968 and banking decree of 1969. The bank was incorporated locallyand renamed Standard Bank of Nigeria limited.

In 1972, standard chartered bank gradually began to reduce its shares from 60% to 40% in linewith the provision of the indigenization decree. Today, standard bank has 38% of total equity. In

order to reflect its Nigeria majority share holding and to underscore its pioneering status in thefield of modern competitive banking, the name was changed to first bank Nigeria limited in1979, and in 1991, the name was changed to first bank of Nigeria plc. In 1985, the bankintroduced a decentralized structure with five regional administrations.

To further enhance the banks operational efficiency, this was reconfigured to sixteen area officein 2003. In view of the forgoing, it was therefore a natural progression when in 2001 the bankbegan the process of transforming its corporate identity to reflect its rejuvenated focus. Thetransformational process which began in earnest in 2001 gained momentum in 2003 and waslaunched on Tuesday, April 27, 2004 with the introduction of new corporate identity.

First Bank got listed on the Nigeria Stock Exchange (NSE) in March 1971 and has won the NSEpresidents merit award eleven times for the best financial report in the banking sector.

In line with the banks mission statement remain true to our name by providing the bestfinancial services possible and its brand essence dependably dynamic, the bank willconsistently transform itself as it forges ahead in its second century of qualitative banking to thenation.


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First Bank of Nigeria plc; is reputed to have over 350 branches in Nigeria in all the thirty-sixstates of the federation including the federal capital territory, Abuja. There is also a branch inLondon, England and few other countries of the world, and staff strength of over 20,000.The first bank group is the largest finance group in Nigeria. It is made up of:

1. First Bank Nigeria plc. (Commercial Banking).2. FBN bank (UK) limited.3. FBN insurance brokers limited.4. FBN mortgages ltd.5. First Dependents Limited.6. First Funds Nigeria Limited.7. First Pension Funds Custodian Limited. (Custodian Services).8. First Registrars Nigeria Limited.9. First Trustees Nigeria Limited. (Trusteeship Services).The only off-shore operation is the First Bank Nigeria plc; South Africa representative office.

Also, there are such affiliate companies as follows:

1. Valucard Nigeria plc.2. Kakawa discount house limited.3. Banque International du Benin, Cotonou, Benin Republic (BIBE).4. African Export Import Bank Limited, Cairo, Egypt (Afroexim).

Nature of Business.First Bank Nigeria plc; provides comprehensive range of commercial banking services gearedtowards continuing development of nations economy. At the outset, the bank concentrated onagricultural export and general commerce. However, with developments in the economy, themass-market orientation was complemented with development of skills and capabilities toservice the corporate customers segment of the market today. First Bank offers service to caterfor customers needs across the broad spectrum of the market, from retail to commercial,corporate and international customers.

First Bank Nigeria plc; is said to see itself not merely as a provider of banking services, but alsoto render financial services to other related financial institutions.The services provided by First Bank Nigeria plc; can be broadly classified as follows:

(i). Deposit Collection: These includes current account, savings account, fixed deposit, shortterm deposit, certificate of deposit and night savings.(ii). Fund Transmission: These includes cheque, direct debit, standing order/periodic payments,bank drafts, certified cheque, mail transfer, telegraphic transfer e.t.c.


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(iii). Foreign Operations: These includes foreign draft, mail telegraph i.e. transfer letter of credit,domiciliary account, bills of collection and settlements, western union money transfer e.t.c.(iv). Credit: These includes overdraft, loan syndication, discounting bill acceptance, bonds andguarantee, commercial papers e.t.c.(v). Financial Services: These include status enquiry, custody, business advisory services and

registrar-ship e.t.c. it also undertakes trusteeship through wholly owned subsidiary called FirstTrustees Nigeria Limited.(vi). Development Of Banking Services: First Bank of Nigeria plc; participates in variouseconomic recovery schemes such as the National Economic Reconstruction Fund (NERFUND);Small and Medium Enterprise (SME) loan scheme, Africa Development Bank/ ExportStimulation Scheme (ADB/ESS) e.t.c. a development unit is also said to be established withinthe corporate finance division.

(vii). Export Services: In line with the federal government objective to diversifying the countrysforeign exchange earning source of revenue from relying on crude oil export alone, thereforenon-oil exporting materials e.g. solid minerals sector are been develop and export units has been

set up within the international division, in addition to providing export financing, First BankNigeria plc; through its export unit actively engages in market search for exportable Nigeraproducts through a wide network of correspondent banks to find overseas buyers for suchproducts. The bank also provides advice on preparation of export products to meet the technicalspecification of prospective buyers.

(viii). Other Services: Other services provided by first bank of Nigeria plc; as listed on theirwebsites includes, products and services offering, first cash card, financing, internet banking,lending, MasterCard, Money transfer, Mortgages, U-first, ValUcard, Gb-first Cashcard, V-paycard, Glo M- banking, Electronic Payment Solution, Telephone Banking and Alert Banking

services..

Objectives of the Organization.

First bank of Nigeria plc; is one bank that strongly believes in the marketing concept as abusiness philosophy which recognizes the importance of the satisfaction of the customer as thebedrock and prime justification of its existence. The bank therefore, has as its major objective,the satisfaction of its customers wants and needs while still making a reasonable profit as long asbanking and financing institution is concerned.

The drive for customers satisfaction as an immediate objective gave rise to certain otherobjectives such as profit making, provision of employment and appreciation of the standard ofliving of the society by monitoring and providing the potential need of the society in bankingindustry. another objective of first bank Nigeria plc; is to increase the wealth of the owners of thebusiness by satisfying the society needs through efficient and effective banking services.The bank has continuously played a positive role in both the economic and social life of thecountry since its inception. the bank was also concerned with what was the most important sector


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of the country natural economy i.e. financing of agricultural sector of the economy, mostespecially the major cash crops e.g. cocoa and coffee for export which were the mainstay of theeconomy before the discovery of oil.

1.2 Statement of the problem.Although the training of manpower is to broaden the knowledge and increase skills of workerswhich expectedly would increase the efficiency and effectiveness of workers in theorganizational activities. But it has been discovered that in some cases, some employees do notjustify the huge amount of money expended on them by their organization through their lowproductivity, inefficiency anti ineffectiveness.The major problem to be analyzed therefore is how manpower training goals and objectives canbe achieved by the organization. It should be noted that it is a statement of universal acceptancethat efficiency and effectiveness of workers could only be achieved if and when they were givenopportunity to attend training and developmental course(s) within and outside the organization.

1.3 Purpose of the Study.The observation will definitely be relevant for some important purpose. The study will be usefulfor assessing the efficiency of manpower training programs of banks in the markets. We aretherefore likely to have a benchmark practicable for manpower training strategies. This will nodoubt help in making appropriate decision pertaining to suitable financing pattern that wouldgive optimal result when the programs are put in place.

The above statement can be summarized as follows:(a) The study will help the human resources development and finance, executives effectively on

their activities.(b) It will help in contributing to an increase in effective communication between manpowerdepartment i.e. human resources department and other departments to develop complementaryawareness of both functions.(c)It will acquaint human resources department with current practices such that changes can bemade accordingly. With these, the study will make it possible to gain an insight into a particularindustry performance and possibilities of enhancing such performance and results to serve as aguide to present standard of operation and future operational activities. It can also serve as asource of information for further research.

1.4 Research Questions/Statement of Hypothesis:The research questions are usually posed by the researchers and when answered, could lead tothe solution of the problem under investigation. Therefore, the following questions are posed inrelation to this research work titled The impact of manpower training on workers productivityin banking industry.

(I) Is training sufficient enough to meet particular need in staff performance?(ii) Is it advisable to train all staff?


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(iii) Is self development encouraged at all levels in the bank? (First Bank of Nigeria Plc;)(iv) Who benefits more from manpower training in an organization?The above research questions would lead to the formulation of the following hypotheses:

Null hypothesis (Ho):There is no significance difference between trained and untrained workers.

Alternative hypothesis (Hi):There is great significance difference between trained and untrained workers.

1.5 Significance of the Study:The research study is important because of the following reasons:(i) It increase workers skills and broaden their knowledge.(ii) It boosts workers morale; thereby enable them to contribute their best towards achieving

organizational objectives.(iii) It reduces workers turnover because trained workers can handle both existing and new taskconfidently, efficiently and effectively.(iv) It helps in reducing wastages and costs.(v) It leads to standard, efficient and effective production.(vi) It increases workers loyalty and confidence in the organization.

1.6 Scope and limitation of Study:The research study will be to determine the relationship that exists between manpower training

and the productivity of bargaining services as well as the cost effectiveness of such trainingprograms. It will also be limited to the banks branch to be selected which is the first bank ofNigeria plc; Apata branch, Ibadan.The limitation of the study is due to some constraints encountered during the course of carryingout this research project. This includes:

(I) Uncooperative attitudes of the respondents: Despite the fact that the researcher identified andintroduced himself as student and the research study to be carry out to the bank managementbefore embarking on the study within the organization, most of the respondents were stillskeptical in giving correct and appropriate information in their response to the question asked,thereby frustrating the outcome or expected result of the study.

(ii) Time Constraints: the limited time available to the researcher is another constraint thatculminated to the limitation of the study. Nevertheless, the researcher makes use of the limitedtime to conduct to a certain and reasonable extent.(iii) Financial constraint: it was a known fact that not everybody were born with silver spoon andthis applies to the researcher too. However, the researcher manages to make financial provisionout of its meager income in carrying out the study to make it a success.(iv) Secrecy: the fact that one of the ethics of banking industry is to keep the account of their


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customers in secrecy. Therefore, most vital information that are needed for the study were notmade available to the researcher and the reason given is that they are confidential.

1.7 Definition of terms:

For the purpose of this research work, the following terms will be used with their meaningexplained below.

(I) Manpower: These are the workforces that are available for a particular task, job or assignmentat a particular period within a particular organization, community or society.(ii) Training: this is the acquisition of skills and knowledge to increase workers/employeesperformance on the present task and to prepare them adequately for the challenges of the future.(iii) Productivity this is the quantity and the quality of output or production.(iv) Banking: this is the activities involves in financial processes and transactions. e.g. receivingor lending money to customer.(v) Industry: this is the commercial production that engages in transaction of a certain business,

services or production.(vi) Variables: These are the activity that changes with the levels of performance. i.e. changes inthe levels of performance. There are three types of variables. They are as follows:

(a) Dependent Variable: This are the variable that its change either positive or negative may bebrought about through a variation in the degree of independent variable applied. E.g. quality ofbanking service.(b) Extraneous Variable: These are variable that influences the result of research project but havenothing to do with experimental treatment.(c) Independent variable: These are the variable with which different subjects are exposed todifferent degree of stimulus of the variable, on which the group of subject to be composed are

different. This will account for different or change in the dependent variable.


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CHAPTER TWO2.1. LITERATURE REVIEW.

Thomas I. Gilbert (1999) defines training as an organized procedure by which people learn a

specific knowledge and skill for a definite purpose. In this definition, one can see that training isnot just learning of knowledge and skill, but also for specific and definite purpose of apredetermined objective or goal. This objective of training is to achieve positive changes inbehavior of those trained. That change in behavior is aimed towards a positive end.

Training is a program designed for a specialist with the aim of developing such qualifiedspecialist above his or her present level within a certain period. The courses designed indeveloping employees or workers are countless but will depend on training and developmentalneeds of an organization. It is a vigorously and constantly applied program which takes intoconsideration the rapidly changing pattern of the business life. Because the training program is

designed to change the behavioral pattern of each worker to achieve organizationalpredetermined goals and objectives, workers must be trained to meet each situational challengeas it arises. To get this done, the type of training given must make it possible for the trainee tocommunicate efficiently and effectively. The significant word here is problem. And in order tosolve problem effectively, we need system of trial and error. Since training is concerned with theprocess by which attitudes, skills and ability of employees to perform a specific job with a viewto improve productivity is developed, therefore, it Es through an organized training that old skill,knowledge and talent and developed.

Many organizations have come to accept training as prerequisite for effectiveness and efficient

performance, and have sought to provide adequate facilities for the training of their staff. Everyorganization ought to have a training scheme as some form of training is needed for allemployees. It is better for all organization to have its own training facilities.

J.C. Denver (1979) says that, training is more than just education which is concerned withimporting knowledge. This is because training involves experience in doing a job well througheducation. He then defines training as an act of molding and adapting a person to increase hisfitness for a specific activity. The needs for training school should be identified and provided foras an indispensable part of management function.

Training is an organizational effort aimed at helping an employee to acquire basic skill requiredfor efficient execution of the functions for which he was hired. Hence, one can say that trainingis also a designed program for an employee to motivate him or her in order to improve theirperformance. Training is then an opportunity cost to get good or better enhanced performance inthe presence of ability. Even though training and motivation may not only be regarded as ameans to an end, but without means, there may be no end.


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An organization may be an embodiment of good employees who has the ability anddetermination to work and well equipped with appropriate equipment backed-up with managerialsupport and yet founds its employees or workers productivities below expected standard. Onecan categorically say that the missing factor is lack of adequate skill and knowledge which in

many cases can only be acquired through an organized training program. However, it is ratherunfortunate that a standard training program is very expensive to organize.

Organizing training program may take the means of internal or external.

Internal training: this is a training program that is organize by the organization herself, and itsusually takes place or conducted under the supervision of senior and highly skilled personnel ofthe top management cadre drawn from various department within the organization. The venue ofthe training program is the training school/department established by the organization herself.

External training: this is a training program that is being organized by a competent,knowledgeable, highly skilled, renowned individual or group of individuals, consultants, higherinstitutions and so on. Then, organization will sponsor their employees to where the trainingprogram is taking place which may be within or outside the country as the case may be to acquirerelevant knowledge and skills in individual area of specialization.

However, whichever form the training program takes i.e. whether internal or external, the factremains that improvement in present skill and acquisition of new skill by the trainee is enhanced.This leads to increase in workers productivity couple with efficiency and effectiveness.

2.2 The Importance of Training and Development in Organizations-

Organizations vary in their commitments to improving the quality of their products or services.The qualities of leadership in any organization have a profound impact on the importanceattached to training and development of its workers. The impact of training on the staff willprovide an organization with much needed productive capacity to achieve its organizationalgoals.According to Fashedemi (1990), training and development process is aimed at increasing the

capability of individuals and groups to contribute to the attainment of organizational goals and tothe career and life goals of individual employee. He described this process to include thedetermination of training and developmental needs, skill training, professional managementdevelopment, employee counseling, job enrichment and rotation.

Hobdon (1979), further said that the education and training capacity of organizations isfundamental to the development of our human resources.


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According to him, for any organization training and development effort initiative to succeed, itmust be continuous, purposeful and human oriented. It must also be methodical and systematic incontribution to the relevance of training and development of staff in an organization.

Ubeku (1975), wrote that training and development are wise investments. There are manyorganizations in this country which regard training as an expensive venture and avoid them likeplague, but such organizations are interested in terms.

Similarly, Udoji (1993), said that it should be an usual practice in all organizations that trainingand programs be arranged for staff as a way of improving efficiency and quality of service.According to him, training should be a continuous exercise which should incorporate thefollowings; assessing the training needs, placing persons who has undergone training back intheir former or new department within the organization so that they can apply new skills andknowledge, conducting the training and selecting the most appropriate persons to participate in

training, and designing the most relevant training effort to meet their needs.Thirlwall (1979), says that it will improve efficiency and morale, introduce new techniques,provide for succession, enable qualified replacement to be available. He further added thattraining and development raises the standard of personnel, leads to reduction in scraps rate andimproves machines utilization. He also identified two important factors affecting the quality oflabor in any economy. These are:

(I) working experience and (ii) training. He however submitted that manpower developmentthrough formal education and training on the job is crucial for increase labor productivity.

Trevor (1991), asserted that any organization that want to succeed, has to recruit and maintain aworkforce consisting of people who are actually willing to accept change and willing to learnand develop continuously. He further said that this applies and includes everybody in theorganization workforce, from the chief executive to the newest recruit. He continued that trainingand development of human potential is so important in the effective management of change, andthe maintenance of skilled workforce. This is supposed to be the responsibility of managementteam and board members.

2.3 The Concept and Linkage between Training and Productivity in Organizations.Man naturally has always tries to explore and exploit better and easier ways of accomplishingtasks with the aim of improving his productivity.

This past historical antecedents represented various effort at bringing about change for the betterin his environment and in the methods of performing or accomplishing task. History had it thatstone formed the first ever basis of all implements during the stone age to improve mansproductivity. However, Stone Age gradually metamorphosed into renaissance, a period of rebirthduring which people took a critical view at their ways of doing things. Appreciable efforts madeduring this period to develop and improve productivity led to the industrial revolution which alsoinfluenced and facilitated significant findings and ways of accomplishing task. Suffice to say


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that, the present period of rapid technological advancement IS another value added effort aimedat accomplishing tasks more efficiently and improving productivity.

The forgoing shows the sequence of stages through which attempt had been made to train and

develop man with the aim of improving his efficiency and productivity. Productivity therefore, isan age long phenomenon that has engaged the attention, time, mental and physical resources ofman over the years and it is expected that in the present technological evolution, it will increase.Longman Dictionary (1995), defines productivity as the rate at which goods are produced, andthe amount produced compared with the work time and money needed to produce them.Therefore, productivity can be described as a measure of how efficiently a given set of resourcesare used to produce goods and services.

Consequently, it is the ratio of output to input. Since productivity is expressed as a ratio,therefore, it is better and advisable to measure it by making use of comparison, either changesfrom period to period, perhaps year to year or differences between units in the same

organization.Drawing from an extensive practical research and experience of working with wider range ofinternational organization, David, Graham and Coliu (1993) argued that productivity can bemeasured for a manufacturing type of business or service which is directed towards equipment. itis a matter of counting the numbers of car coming to an assembly or the number of photocopiersrequired or serviced. Nevertheless, they admitted that productivity is extremely difficult tomeasure when the output is largely intangible. Other identified pitfalls of measuring andcomparing productivity were whether or not system or part of it were working to full Capacityduring measurement period. It is also difficult to collect the necessary data for production in the

measurement.

Measuring productivity can also be expensive and time consuming and it is dangerous tocompare performance figures without allowing for underlying differences in operatingconditions.

Nwaochei(1997), defined productivity as the relationship between output generated by aproduction or service system and the input provided to create this output. According to him,productivity can be expressed as a measure of how input efficient resources are used inproduction of goods and services. The resources includes, labor, capital, land, material, energyand so on. Thus, higher productivity indicate the accomplishment of more task with a givenhigher output in terms of quantity and quality for the same amount of input and it can also meanachieving the same output with a less amount of input. Nwaochei quickly added that,productivity is not the same thing as intensity of labor or excess effort, rather the essence ofproductivity is to work more intelligently and not harder. In other word, productivity must not beintegrated as just labor productivity, because, there are several inputs that goes into theproduction system. Again, it is possible for output to increase without an increase in productivityor even decrease to have taken place. Productivity therefore, is not only measured solely by


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output.It is not also the same thing as profitability, hence, profitability may be obtained through higherprices while productivity may not leads to higher profit if goods or services produced are notdemanded.

In this vein, productivity and efficiency do not means the same thing. Efficiency meansproducing a certain quantity and quality goods or services within a given period of time. Cuttingcost also could not be seen as improvement in productivity, because if not carefully applied,unexpected negative result might be achieved. Nwaochei also said that, there is a misconceptionthat productivity is only applicable to manufacturing. According to him this is not true, becauseit is relevant to all forms of organization and system including services. He however opined thatthe quality of labor could be deliberately raised by investing in health, education and training invocational skills.

David and Adamu(1985), argued that, productivity can bc raised in an organization if people arepaid very well. According to them, people work for the love of money, but few ever get enoughof it. They stressed that there are no great behavioral science secret to good management than, ifonly you will give priority to supporting and paying your workers well, then, you will be blessedwith results beyond your dreams.

2.4 General process of identifying training and development needs of an organization.

Tolu Johnson (1999) defines training and development as the ability to get someone to carry outa task the way and manner you desire it done.

Nwankwo(1986), defines training and development as the complexity of processes which aims attransforming human beings so that they can contribute more meaningful to economy and socialprogress in the organizations. In other words, it is the process of enhancing labor productivity. Inmost organization in Nigeria, the identification of training needs is the joint responsibility ofvarious heads of departments; manpower planning office or training department e.t.c. But themanagement of training process is the sole responsibility of training/sales department in theorganizations.

On annual basis, training activities start with the human resources/personnel department ortraining department by sending out circulars to various heads of departments requesting for their

training and manpower development proposals for the coming year. The training department or:their own part identify courses/seminars and workshops considered to be relevant to theoperations of an organization on.

Similarly, the human resources/personnel department makes its own contribution by submittingdetails training needs gathered from previous year and annual performance appraisal. These are


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put together with financial implications to constitute the annual training and developmentprogram, which is then submitted to the management for approval

Furthermore, the various departments in the organization are then informed of which

courses/seminars that have been approved for their participants and also asked to makenominations. In most organizations, the departmental directors are usually expected to nominatedouble the number of approved candidates from which training and development make finalrecommendations to executive management.

Most courses/seminars, workshops/conferences e.t.c., involve making proposals, seekingmanagement approval for participants payment of course fee/allowances and travelingallowance where applicable. However, for purpose of assessment and evaluation of theeffectiveness of training, participants are requested to submit to the training department/division,a comprehensive report on the course within two weeks of their return. Also, assessment and

evaluation is carried out on their performance on previous task or new one as the case may be inorder to determine the effectiveness and efficiency of the training program.

It is pertinent to say that some organizations training policies stipulate stiff penalty or sanctionagainst any worker who fails to attend courses for which they are nominated. In the same vein,organizations view such attitude as lack of commitment and waste of the organization resources.They also see it as a show of poor performance in examination conducted at the end of anycourse organized both within and outside the organization. Such attitude is usually likened topoor performance on the job and is in most cases reflected on the annual appraisal of suchparticipant. Suffice to say that no matter how long or short the period of training course, thesanction for non-attendance and poor performance remain the same in most organizations in

Nigeria.

Damson (1998), said that, both large and small organizations need to give considerable attentionto the task of ensuring that their employee possess necessary skill(s) to do their present jobproperly and to be able to fulfill other task in the organization, which they may be required to doat a short notice. In addition to traditional training, emphasis will be placed on widerdevelopmental issues and also issue concerning induction. He said that public organizations givegreat emphasis to training, development and induction. Similarly, most organizations devotemore attention to the quality of the products and services to be produce. Therefore, the need toemploy competent and properly trained personnel become more pressing.However, he stressed that training and development are concerned with the acquisition of newskills, new concepts, new approaches and new philosophies.

He went further to say that before training and development program can be developed, it isnecessary to focus on how and why people learn these skills, concepts, approaches andphilosophies. Damson strongly stressed that, evidence reveals that only when people aremotivated to learn will such learning have maximum impact. To ensure that training has


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meaning, organization should explain the objectives and standards expected from theparticipants. Organization should ensure that effective and oositivc achievements are rewarded.He further argued that the creation of training and development program rnght be complicated ifit were found out that different people earn in different ways.

Honey and Numford (1992), explained that peoples learning styles could be subsumed into fourcategories:

Theorist: This group of staff will learn best by striving to understand concepts before attemptingto apply them in practice. This group will likely benefit more from conceptual approach totraining or development, for instance, such staff would feel frustrated by an approach toinformation technology which encourages trainees to experiment with technological facilitiesprovided.Reflection: Staff/Person in this group is more inter ted to observe phenomenon, think about them

on his/her own and then act. This group of trainees needs to develop earning at their own pace.Activist: This group of trainees will strive to learn by becoming involved and will be frustratedby theoretical approaches to learning. This group will be best served by approaches whichpresent to them with problems and require the development of solution.Pragmatist: This group of trainees might be seen a modified form of activists. They need to seethe direct benefit of any training or development before they can achieve any success.Staff/workers in this category will ideally suit to on the job solution; they will be frustrated byoff the job training.

2.5 Why Training And Development Programs In Banking Industry.

Francis (1999), says under favorable circumstances, training has the important deal function ofutilization and impact. By improving the employees ability to perform the task required by theorganization, training allows better performance to be made out of human resources, givingemployees a feeling of mastery over their work and recognition by management which alsoincreases their job satisfaction.Banks train and develop their staffs so that they can do their job successfully. Apparently, noorganization can assign job or task to a staff that does not have the appropriate skill to do suchjob. The only way out to improve such staff skills will be to train him/her. If workers inmanufacturing industry are not trained and equipped with necessary tools and latest productiontechniques, any amount of money injected into the production process will be as good as wasted.In the same vein, a construction engineer will not make significant impact unless he/she hasappropriate skills to construct building.

Some bank staff that is capable of doing their job effectively may not like the job better if theyreceive training other than safe workplace environment. Therefore, the need to provide safeworkplace environment may constitute major consideration in the decision to train an employee.Indeed, some jobs are risk oriented and to ensure that such job are done well and that hazards areavoided means some training is needed or required.


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Another major factor is that organizations use training and development program as a method ofequipping the workers to deliver a product or service to the best of his/her ability, which is themajor importance of workers part and impact of its responsibility to the organization.

More often, training is given in response to some events which required new or improved skill. Achange in working methods, a change in products, which may necessitate training not only inproduction methods but also in marketing functions of the company. A realization thatperformance is inadequate and shortage in labor may necessitate the upgrading of someemployees or recruitment of new ones in order to reduce or minimize the amount of scrap andimprove quality. The need for training can also be necessitated by promotion or transfer ofindividual worker. However, the impact of training is particularly important and is influence to agreat deal by the design of the training program and the methods that are used.

2.6 Some Training and Development Institutions in Nigeria.

Apart from some organizations training school/training department, there are some governmentaccredited private and public institutions that specializes in training and development of stafffrom different organizations and for different programs.

These institutions include:(I) National Centre for Economic Management and Administration (NCEMA) - It is a federalgovernment parastatal established in may 1986 as a specialized training and policy institute inthe area of national economic management. The main objectives of the centre include; thetraining and retraining of economic planners budge officers, project managers and policyanalysts and advisers at all levels.

(ii) Financial Institution Training Centre It has its mission to be a centre of excellence andprovider of first choice n staff training, impact development, research and managementconsultancy services to the financial services industry thereby enhancing the orderlydevelopment of the Nigerian economy.

(iii) Institute of Advanced Medical Research and Training (IAMRAT) - It was formerly knownas The Postgraduate Institute of Medical Research and Training. It was established in 1980 asone of the academic divisions of the College of Medicine, University of Ibadan, primarily foractive research and coordination of multi-disciplinary research programs in the College. Theinstitute is responsible for capacity building and dissemination of information arising fromresearch findings in the university through organization of training courses, workshops andpublic lectures.

(iv) Industrial Training Fund (I.T.F.) - Industrial Training fund is a human resource developmentagency established by the Federal Government of Nigeria in 1971.11 is charged with theresponsibility of training and developing the indigenous manpower skills required in the nations


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economy. The Industrial Training Fund has its headquarters at Miango Road, Jos, Plateau Stateof Nigeria, with nine departments. It also has three training centers and twenty-six Area officesacross the nation.

2.7 Who Should Handle Training (The Trainer)?

It is very important to identify people who can carry training programs in an organization orbetter still a consultant could be approach by the organization concerned. The arrangement fortraining is generally the function of personnel department. Training and development resourcespersonnel could be drawn from within and outside an organization.These include:

(a) The company regular line executives: in the case of sales, it may involve senior salesmen,field supervisor, sales manager and area manager who have proved knowledge of subject and

area to be covered.

(b) The expert staffs in the organization: this kind of personnel could be used in their area ofspecialization. For instance, the chief accountant or accountant supervisor could handle a trainingand development program for production manager, salesmen, and purchasing officers e.t.c. onhow to manage their budget effectively. The personnel manager could in his/her own case handletraining and development program for line managers, production supervisors e.t.c. on how toavoid, handle and manage management/labor conflicts.

(c) Hiring consultant/specialist: consulting of external specialist would be required if and whenspecialist is not available within the organization to handle such training and developmentprogram. For instance, in-plan program could be arranged and effectively executed by externalconsultant/specialist.Some institutions such as universities, colleges, correspondence schools e.t.c. Offer eveningclasses for the training of workers on specific skill.After the training needs f an organization as been identified, notice should be send to the selectedworkers which must include date, time, venue, period e.t.c. of the training program to enablethem prepare for the t program. Also, a good trainer should be identified and contacted as wellbefore the commencement of the training program in order to ensure and achieve maximumresult. A good trainer is the one who encourages maximum participation of trainees, has positiveattitude, shows enthusiasm in what he/she is doing, has confidence in himself/herself and aboveall, he/she must have a thorough knowledge of the subject/skill.


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The Training Cycle

Identification of

training needs

Planning of thetraining program

Preparation for thetraining

The training

Application forthe training

Appraisal


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CHAPTER THREERESEARCH METHODOLOGY.

3.1 Preamble.

The objective of this chapter is to discuss the research methodology used in examining themethods by which research study is been conducted. These include population of the study, datacollection technique (sources of data), data collection procedure and method of data presentationand method of data analysis.

3.2 Population for the Study.

Population refers to any group about which conclusion is to be drawn. Researchers drawinference from the population so as to arrive at a reasonable conclusion about the populationitself.A survey population is defined as an aggregate of elements from which the sample is usuallyselected. The survey population which we used in this project is made member of staff of firstbank of Nigeria plc; Apata, Ibadan. Thus, the population consists of both the senior and juniorstaffs of the organization.

3.3 Sample/Sampling Technique.The sampling technique used in this research work is simple random method. Sampling

technique are methods used for judging whole population by complete enumeration.

3.4 Data Collection Technique.

There are two data collection techniques. These are primary and secondary sources of collectingdata.

Primary data: it is also known as field research. This involves going into the field to gathered

data relevant to the research problem/study in order to solve the problem at hand. It may alsocontain information given by someone who actually observed the event or phenomena e.g.Observation, personal interview, questionnaire e.t.c.

Secondary data: this involves data gathered from already existing data. It is also known as deskresearch. It also contains account of event given by someone who did not witness that event e.g.Textbooks, review of relevant literatures/reports, encyclopedia e.t.c.


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Meanwhile, the source of data for this research is mainly from primary source, which includepersonal interview and questionnaire.

3.5 Data Collection Procedure.

Data collection may be through direct or indirect method. The direct method allows theresearcher having a face-to- face contact with the respondent where relevant data is beinggenerated. This involves the use of various data collection techniques e.g. personal interview andobservation.

Indirect method does not allow the researcher to have a face-to-face contact with the respondent,but could only reach the respondent through data collection techniques such as questionnaire ormaking use of existing relevant data used on related problem.

Therefore, for this research work, simple random sampling will be use in distributing the

questionnaires to the respondent which would give each member of the population equal chanceof being selected as a member of the sample. Moreover, twenty-five (25) questionnaires will bedistributed and all are expected to be returned.

3.6 Method of Data Presentation.It is pertinent to emphasize that for any data to be well analyzed meaningfully, it must wellpresented.

Twenty-five (25) questionnaires will be distributed to the respondents and all are expected to be

returned to the researcher correctly, which represented 100%response rate. Also, twenty-onequestions are drawn up; seven is for demographic data while the remaining fourteen isformulated to test the hypothesis.

These questions were drawn to show the impact of training and development on theimprovement on workers performance in an organization. The result of the questionnaires willthereafter be presented in the form of tables and histogram to present the age groups.

The responses will be grouped according to answer given to each question and later grouped into

three categories showing degree of acceptability by the respondents such as adequate, inadequateand moderate. (Besides, the respondents characteristics will be presented graphically and tabularform).

3.7 Data Analysis Technique.The statistical analyses of the data collected is very important since a the data to be use in thestudy will be collected through the use of questionnaires andforit to be meaningful andappreciable to the users and the conclusion drawn are based on the data analyzed.


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The conversion of statistical numerical scores to percentage would help in assessing the level ofconfidence of these methods.


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CHAPTER FOUR4.1 POPULATION AND SAMPLE SIZE.

Asample is a specimen of the real situation. In this case, the total population is the determination

of sample size which takes a serious cognizance (consideration) of the extent to which thesample can be of fair representation of the whole population. The greater the extent of reliabilityof the data collection, the more confidently one can generalize the outcome of the research to theentire population.Actually, the researcher would have loved to take the total population but could not do thatbecause of time factor and financial constraints. The researcher therefore aimed at sample sizeusing statistical form.

N>ZQ(SE)Z

Where:

N= sample size.Z= confidence indexical at 95% significant level.SE= Standard Error i.e. 5%.P= probability of occurrence.Q= I-P i.e. Probability of non-occurrence.

Since the number of employees in the organization is many and the questionnaires administeredcannot go round, the researcher determines the size to be twenty-five and all were returned.

4.2 Re-Statement of Research Hypotheses.The followings are the research hypotheses formulated for the research study.

-Is training suffident enough to meet particular need n staff performance?-Is it advisabe to train all staff?-Is self development encouraged at all level in the bank (First Bank of Nigeria Plc?-Who benefit more from manpower training in an organization? (Organization or Employee)

4.3 Presentation of Data.The characteristics of respondents (employees) can be presented in the following tables, and the

categories are in the respect of sex, marital status, and age groups.


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Table 1: SEX OF RESPONDENTS.

DIAGRAM

SEX NUMBER %

MALE 15 60

FEMALE 10 40

TOTAL 25 100

The table above shows that, 60% of the respondents were male, while the remaining 40% of therespondents were female.

TABLE 2: MARITAL STATUS

DIAGRAM

MARITAL STATUS NUMBER %

SINGLE 10 40

MARRIED 15 60

TOTAL 25 100

The table above shows that, 60% of the respondents were married, while the remaining 40% ofthe respondents were single.


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TABLE 3: AGE GROUP

DIAGRAM

AGE NUMBER %

Below 20 YEARS 2 8

20 30 YEARS 12 48

30 50 YEARS 8 32

51 YEARS ANDABOVE

3 12

TOTAL 25 100

The table above shows that, 8% of the respondents falls under 20years, 48% of them falls

between 20-30years, 32% of them falls between 3050years and 12% of them falls into 5lyearsand above in the age distribution.

Besides, all figures in the above age distribution can be tallied to get frequencies, which can beplotted in histogram and bar chart.

Age groups are tallied to get frequencies which can be plotted against % age group.

AGE AVERAGE AGE FREQUENCY

0-20 YEARS 10 2

21-30 YEARS 25 12

31-50 YEARS 40 8

51 YEARS AND ABOVE 50 3


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BAR-CHART


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HISTOGRAM

The above graphs (i.e. the bar chart and the histogram) shows the age distribution of the twenty-five respondents from the first bank Nigeria plc; Apata, Ibadan, from the data collected.


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4.4 Testing of Hypotheses.With careful statistical analysis of the response to each question, the hypotheses formulatedchapter one of the studies can now be tested.These hypotheses are ideas, beliefs and assumptions put forward for the purpose of helping andguiding the researcher in arriving at a conclusion.

These hypotheses are believed to, true initially, but the results of research may be otherwise,hence, there is the need to test each of the formulated hypothesis.

The hypotheses are:-Is training sufficient enough to meet a particular need in staff performance?-Is it advisable to train all staff?-Is self development encouraged at all level in the bank? (First Bank Nigeria plc.).

-Who benefits more from manpower training in an organization? Organization or employee?

Therefore the table below shows question number testing each of the hypothesis.

HYPOTHESIS AVERAGE NUMBER OF AGE

1 8

2 4

3 2

4 1

The testing of the four (4) hypotheses put forward in this study would be approach with the use

of chi-square (Z2

) distribution at 0.95 level of significance.

STEPS INVOLVED IN Z2 TESTS ARE AS FOLLOWS:


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STEP1

Formulate the null and alternative hypotheses. The null hypothesis (ho) specifies the parametervalue to be tested. The alternative hypothesis (hi) species the parameter value to be accepted, ifthe null hypothesisis rejected.

STEP IIThis is computation of the test statistics (Z2). This is the value based on the sample used todetermine whether the null hypothesis should be accepted or rejected.

STEP IIIThis specifies the level of significance to be used. In this research, 0.95 level of significance isused.STEP IV:Establish the critical value of (Z2) table fromstatistical table.

Sep V:Make decision i.e. computed value and Sample statistics are compared with critical value. Thedegree of freedom is equally determined (d.f).

DECISION RULE.If the computed test Z2 calculated is greater than or equal to the critical value of Z2tabulated at0.95 level of significance, that is, if Z2calculated > Z2tabulated, null hypothesisis rejected and ifotherwise, it is accepted.

Degree of freedom d.f. = (r-1) where r is the number orows in the table.Chisquare formula is given asZ2= (0-E)2

FWhere:

O= observed frequency.E= expected frequency.

TEST OF HYPOTHESIS 1.Research hypothesis: Is sufficient training enough to meet particular need in staff performance?Statistical hypothesis: Using question eleven (11) to test the hypothesis ,the following statisticalhypotheses were formulated.Ho: That training is not sufficient enough to meet particular need in staff performance.Hi: That training is sufficient enough to meet particular need in staff performance.


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Table: Computation of test statistics (Z2) table for the hypothesis.

RESPONSE O E O-E (O-E)2 (O-E)2

E

YES 21.00 12.50 8.50 72.25 5.78

NO 4.00 12.50 -8.50 72.25 5.78

11.56

E=12.50

Z2 calculated (O-E)2 = 72.25/ 12.50 = 11.56

E

d.f= (r-1)=(2-1)=1

level of significance of 95%=0.95Z2 tabulated=3.84

Since Z2 calculated is greater than Z2tabulated, i.e. 11.56 > 3.84, then, the null hypothesis (ho) isrejected and on the other hand, alternative hypothesis (hi) is accepted.

TEST OF HYPOTHESIS 2

Research hypothesis: Is it advisable to train all staff?.Statistical hypothesis: Using question four (4) to test the hypothesis, the following statisticalhypothesis are formulated.Ho: That it is not advisable to training all staff.Hi: That it is advisable to training all staff.


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Table: Computation of test statistics (Z2) table for the hypothesis


E

YES 22.00 12.50 9.50 90.25 7.22

NO 3.00 12.50 -98.50 90.25 7.22

14.44

E=25/2 =12.50

Z2 calculated (O-E)2 = 90.25/ 12.50 = 14.44

E

d.f= (r-1)=(2-1)=1level of significance of 95%=0.95

Z2 tabulated=3.84

DECISIONSince the Z2 calculated is greater than Z2 tabulated, i.e.14.44 > 3.84, then, the null hypothesis (ho) is rejected andthe alternative hypothesis (hi) is accepted.


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TEST OF HYPOTHESIS 3.Research hypothesis: Is self development encouraged at all levels in the bank? (First bankNigeria plc).

Statistical hypothesis: Using question two (2) to test the hypothesis, the following statisticalhypothesis are formulated.Ho: That self development is not encouraged at all levels in the bank.Hi: That self development is encouraged at all levels in the bank.

Table: Computation of test statistics (Z2

) table for the hypothesisRESPONSE O E O-E (O-E)2 (O-E)2

E

YES 23.00 12.50 10.50 110.25 8.82

NO 2.00 12.50 -10.25 110.25 8.82

17.64

E=25/2 =12.50

Z2 calculated (O-E)2 = 110.25/ 12.50 = 17.64

E

d.f= (r-1)=(2-1)=1

level of significance of 95%=0.95

Z2 tabulated=3.84

DECISIONSince the Z2 calculated is greater than the Z2 tabulated, ie. 17.64 > 3.84, then, the null hypothesis(Ho) is rejected and alternative hypothesis (Hi) is accepted.


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TEST OF HYPOTHESIS 4Research hypothesis: Who benefit more from manpower training in an organization? (i.e.Organization or employee)

Statistical hypothesis: Using question three (3) to test the hypothesis, the following statisticalhypothesis are formulated.Ho: That it is the organization that benefits more from manpower training in an organization.Hi: That it is the employee that benefits more from manpower training in an organization.

Table: Computation of test statistics (Z2) table for the hypothesis


E

YES 24.00 12.50 11.50 132.25 10.58

NO 1.00 12.50 -11.25 132.25 10.58

21.16

E=25/2 =12.50

Z2 calculated (O-E) 2 = 132.25/ 12.50 = 21.16

E

d.f= (r-1)=(2-1)=1

Level of significance of 95%=0.95

Z2 tabulated=3.84


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DECISION.Since the Z2calculated is greater than the Z2tabulated, i.e.21.16 > 3.84.Then, the null hypothesis (Ho) is rejected and the alternative hypothesis (Hi) isaccepted.

4.5 Analysis of Data.With the aid of correlation analysis the data collected were analyzed in the following order.

Table: Correlation analysis between training and productivity in the bank using question 12 and

X Y X2 Y2 XY

21 14 441 196 2944 8 16 64 32

0 3 0 9 0

25 25 457 269 326

Where: X represents training

Y represents productivity

r represents correlation coefficient

N represents number of rows

Formular:

r= NXY-XY

NX2-[(X2)][N(Y2)]- (Y2)

r= 3(326)-25 x 25

3(457) [625][3(269)]-(252)

= 978-625


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1371-[625][(807)]-(625)

=353

135772

=0.96

The value of r obtained in the table above (correlation) is 0.96. Since the value is relatively high,it indicates that there is high positive correlation (impact) between training and productivity inbanking organization.

4.6 Discussion of finding.From our discussion so far in this study, the impact of manpower training on workersproductivity is very significant. This is because training gives birth to new knowledge, skills andtechniques in performing both the old and the new tasks.

In the objective of training, it was discovered that the aim of improving and developing newknowledge, skills and techniques would help in reducing time waste, obsolete/scraps, costs andsub-standard product/service with less supervision.Finally, from hypotheses tested, TRAINING IS SUFFICIENT and that is why the nullhypothesis (Ho) is rejected and the alternative hypothesis (Hi) is accepted. Because, the Z2calculated is greater than the Z2 tabulated in all the four hypotheses tesd for the study.


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CHAPTER FIVE5.1 SUMMARY OF MAJOR FINDINGS.Every organization has a particular objective which they strive to achieve. This objective is thetarget of the organization concerned.

The organization is a system comprising of series of its integrated and interdependent elementssuch that breakdown in any of element affects the locality i.e. the organization. Therefore, for anorganization to achieve its objective it must have adequate financial resources, free, fair andenvironment that is devoid of economy, political and social upheaval and above all competent

staffs in every cadre and departments/sections in such organization.

Therefore, when these factors are available, then, organization that achieved its objective couldbe described as an efficient organization.

Efficiency could be defined as ability to accomplish successfully the given objective or taskwithin a given period of time. It implies a ratio between input and output, expenditure andincome, cost and pleasure, effort and result e.t.c.

A number of interpretations can be given to the above definition. It means that the resourcesinvested and the efforts put into it should not exceed the result expected from it in anorganization. It also means that the effort put into production of goods/service should becommensurate with each other, because if effort is greater than result in an organization, then,what that means is inefficiency of such organization in its productivity and general performance.Efficiency is achieved where result is greater than effort, income is greater than expenditure.This interpretation is only applicable when we considers basis for such expenditure inGovernment Corporation.

Efficiency can be said to be achieved even though income does not match expenditure. The

reason advance for this is the motive behind the establishment of such corporation. Somecorporations are established for political, social and economic reasons, therefore, profit s notemphasized. In such situation, the organization could run at loss, but because the aim ofestablishing it has been achieved, then, it can be said to be efficient.

For even development, government may set up factory in a particular p.ace based on the positionof their indigenes in the government and not for its economic reason and feasibility, so when


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such organization runs at loss, they are subsidized by government. On the other hand, privateorganizations which primary objective is to maximize profit cannot be considered to be efficientif income does not greater than expenditure as projected. In a limited liability company, theshareholder will expect dividends froth their investment, and if a company is not declaringenough dividends, shareholders of such company may decide to sell their shares in that company

and invest it in another company that can meet their aspiration. This action maylead to the winding up of the former company. Therefore any organization that experiences thiskind of attitude from its shareholders could be said to be inefficient.

However, the First Bank Group which is the parent organization of the First Bank Nigeria Pc;Apata, Ibadan, is the largest finance group in Nigeria as at the time this research study is beenconducted due to its effectiveness and efficiency.

The organization was able to achieve this feat through series of training, re-training anddevelopment of its manpower. This has also helped a lot in achieving its objective of satisfyingits customers needs which has also culminated into making great profits and declaring both cashand share dividends to its shareholders over the years.

5.2 RECOMMENDATION.A well panned training and development programs should be maintained and sustained inorganizations, and course contents should be review to meet current needs and innovations.These should among other things include the followings.

(i)Workers motivation incentives: For efficiency and effectiveness on job performance, workersneed to be motivated. The creation and maintenance of good and safe working environment,compensation for good performance and adequate incentives must be built into the system so asto motivate workers and induce them to put in their best. Incentives such as housing allowance,medical allowance, transportation allowance and review of wages and salaries to reflect currenteconomic trend should be looked into.

(fl) Managerial Roles: the managerial set up of the organization should be adequately structuredto reflect the sizeand complexity of the organization and its services to the customers. Objectiveof the bank to both the public and its shareholders should be emphasized. Also, services ofspecialists should he sought when and where necessary.

(iii) Finance: The organization should not rest on their oars and therefore, the financial standingand position of the bank should be improved upon.The organization should as a matter of necessity allocate more fund to the personnel /humanresources department for its manpower training and developmental programs so as to acquirenew knowledge, skills, and techniques from time to time, which will improve their performanceand dexterity.


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(iv) Staffing: Employment procedure into the organization should be done through recruitmentand selection of qualified and experienced personnel devoid of favoritism! nepotism, god fathersand all forms of bias. This will help the organization to consolidate its leadership and expansionin the financial/banking industry as far as Nigeria is concerned, and this will go a long way inmaintaining, protecting and improving the bank image (First Bank Nigeria Plc;).

(v) Good Retirement Plan: Good retirement plan should be made for staffs that serve theorganization meritoriously. This will enable workers to serve selflessly and diligently in theirvarious capacities.

5.3 CONCLUSION.In conclusion, the First Bank of Nigeria Plc; has come a long way, right from its inception to itspresent time (See historical background). This is evidence in the provision of services,promotion, project finances, training and developmental programs to both staffs and customers.Having enumerated and highlighted problems facing organizations in respect to manpower

training. It is my hope and advice that the management team should improve on their existingtraining programs and in addition expose their staffs to new and current programs.


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REFERENCES

Ackan-Nyange, E. (1985) : The Fundamental of Efficiency In Administration,

Communication and Training.

Abiara Printers, Ilorin.

Adebayo, A. (1982) : Principal and Practice of Public Administration in

Nigeria.

John Wily & Sons.

Beach, D. (1999) : Management of People at Work.Published by Longman.

Oyebayo, A. (1993) : Principle of Business Management.Frontline Publishing, Osogbo, Nigeria.

Simoh, H.A. (1985) : Administrative Behavior.New York Free Press Publishing Company.

Wyne, L. & Oni, ED. (1985) : Training Administration for Development.London, Wyman Ltd.

Internet: www.firstbanknigeria .com


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APPENDIX IQUESTIONAIRE

PART ONE.INSTRUCTION: Tick (-) the correct option for the following information.(1) Sex of Respondent.(a) Male ( ) (b) Female ( )

(2) Age of Respondent.(a) Below 20years ( ) (b) 21-30yearS ( )(C) 31-50yearS ( ) (d) 5lyears and above ( )

(3) Position of Respondent.(a) Top Level ( ) (b) Middle Level ( ) (c) Lower Level ( ).(4) Length of service of Respondent.

(a) Below lyear ( ) (b) 1-5years ( )(c) 6-l0years ( ) (d) 11 years and above ( ).

(5) Marital Status.(a) Single ( ) (b) Married ( ) (c) Engaged ( )(d) Widow ( ) (e) Widower (f) Divorce ( ).

(6) Education Qualification.

(a) Secondary School Leaving Certificate ( ).(b) National Diploma/National Certificate of Education ( ).(c) H.N.D./13.SC ( ).(d) Masters and Above ( )

(7) Professional Qualification. If any ( ).


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APPENDIX IIPART TWO (A)INSTRUCTION: From number1-12, you are required to tick ( ) in the space provided in eachnumber to the correct answer in your own opinion

1. Does your bank have training and development policy plan? Yes ( ) No ( ).2. Is it advisable to train all categories of bank staff irrespective of their sex, religion and social

affiliation? Yes ( ) No( ).3. Have you ever participated in your bank training program? Yes ( ) No ( ).

4. Is workers in your bank sent on training program just to justify Huge amount paid to theIndustrial Training Fund (I.T.F)? Yes ( ) No ( ).5. Does your bank encourage self development at all levels? Yes( ) No( ).6. Do you feel that adequate training opportunity exist in your bank training program? Yes ( )No ( )7. Can you rate your bank posture high in staff training on the basis if objectiveness andseriousness? Yes ( ) No ( ).8. Can you say that you have benefited much in training programs in your bank? Yes ( ) No ( ).

9. Do you agree that workers benefited more from training program than organizations? Yes ( )No ( )

10. Do you think that training in your bank is sufficient enough to meet your particular need andthat of others? Yes( )No( ).11. Can you say that training you received yearly in your bank measure up to standard? Yes ( )No ( ).12. Can you say that training programs have impact on workers productivity in your bank?Yes ( ) No ( ).

PART TWO (B).

Tick ( ) in the box provided the correct answer to each question from questions 13-21.

13. What percentage of workers in your bank (organization) has received training last year?(a) Between 610% (b) Between 11-20%

(c) Between 21_30% (d) Between 31%and above.


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14. Which quarter of the year received the highest number of staff training in your bank?

(a) Jan-March (b) April-June

(c) july-September (d) October-December15. Which of the method below does the bank management used selecting workers for training?(a) Through departmental votes(b) Nomination by direct supervision(c) Nomination by human resources department(d) Through worker request

16. In reason with supervision, which of these types of training programs does your bankembrace most?

(a) On-the-job Training(b) Off-the-job Training(c) External Training (Domestic)

(d) External Training (Overseas)

17. On return from training were you able to apply and impact positively on your job?

Yes No

18. If your answer is No to question 17 above, what do you think is responsible for that in yourown opinion?(a) Not given the opportunity to apply it.(b) Management does not care much about the training outcome. J(c) Supervisor may be indifferent to change(d) All of the above.

19. What has been the main constraint in the realization of training ambition in your bank?(a) Lack of management concern.(b) Insufficient Fund.

(c) Social/Political Factor.(d) Government Policy.(e) None of the above.

20. Name training institutions that receives your bank patronage(i)


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(ii)

21. Can you suggest three ways on how banks can improve its training programs which would inturn impact positively on workers productivity?

(i)

(ii)

(iii)

impact of manpower training on banking services

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