ABSTRACT
The
global competition and swiftness of changes emphasize the importance of human
capital within organizations, as well as the swiftness and ways of knowledge
gaining of that capital. In the economy
where uncertainty is the only certainty, knowledge is becoming a reliable
source of sustained competitive advantage. Knowledge is becoming basic capital
and the trigger of development. However,
this study was undertaken to evaluate the impact of Employee Training and
development on the operations of New Generation Banks with emphases on Guaranty
Trust Bank Plc. The major problem of this study is that employee training and
development within our organization are undeveloped. They are mainly performed
occasionally and not connected with organizational strategy not do they have
strategic significance and mostly employees are not selected or nominated on
merit or on base of training needs for the organizations. However, the
objective of the study is to assess and evaluate the impact of employee
training and development in the operation of New Generation banks with
reference to Guaranty Bank Plc as a tool adopted to improve on its employee
performance. Hypothesis are formulated
such that when analyzed may give possible solutions to the research
questions. Datas are analysed through
the use of descriptive, fractions, percentages, and chi-square test. Major
findings indicate the employee training and development are crucial in
effective and efficient operation of new generation banks. It is recommended
among others that employee training and development should articulate the
corporate strategic objective and plan of the organization to sustain at this
ever changing innovative and competitive business environment.
TABLE OF CONTENTS
Title
Page:……………………………………………………….. i
Approval
Page:…………………………………………………. ii
Certification
Page:……………………………………………… iii
Dedication:……………………………………………………….. iv
Acknowledgment:……………………………………………….. v
Abstract:…………………………………………………………….. vi
Table
of contents:…………………………………………………. vii
CHAPTER ONE
- Introduction:…………………………………………………. 1-3
- Statement of Problems:…………………………………… 3-4
- Objectives of the study:…………………………………… 4-5
- Research Questions:……………………………………….. 5
- Formulation of Hypothesis:………………………………. 6
- Significance of the study:…………………………………. 6-7
- Scope/Delimitation of the study:……………………….. 7
- Conceptual Definition of terms:…………………………. 9-10
- History of the case study:……………………………….. 10-12
CHAPTER II
- Literature
Review……………………………………………. 13
2.1 The concept of Employee Training and
Development
Programme…………………………………………………… 13-15
- Objectives of Employee Training and
Development
Programme…………………………………………………… 15-18
- The Need for Employee training and development Programme………. 18-19
- Identification of needs for employee
training and ….
Development………………………………………………….. 19-20
- Techniques for determining Employee Training
and ….
Development
Needs………………………………………….. 20-25
- Types, Methods and Techniques of Training
and
Development
Programme……………………………………. 25-31
2.7 Evaluation of Employee Training and
Development
Programme…………………………………………………….. 31-33
2.8 Problem
Associated with Employee Training and Development
Programme………………………………………………………. 33
2.9 Benefit of Employee Training and Development
Programme……………………………………………………….. 34
2.10 Impact of Employee Training and Development
Programme on the Operations of
Banks…………………… 34-35
2.11 The
Role of Training Institutes in Employee
Training
and Development……………………………………….35-37
CHAPTER THREE
- Research Methodology……………………………………………38
- Research Design…………………………………………………..38
- Research Population………………………………………………38
- Validation of Instrument………………………………………….39
- Administration of the Instrument………………………………39
- Sample Size………………………………………………………….39
- Source of Data………………………………………………………40-41
- Method of Data Presentation :………………………………….41
- Techniques for Data Analysis………………………………..41-42
CHAPTER FOUR
4.0 Data Presentation and
Analysis………………………………. 43
4.1 Analysis and Interpretation of
Data…………………………. 43
4.2 Questionnaire Administration/
Responses…………………..43-56
CHAPTER FIVE
- Summary of Research Findings/ Conclusions/
Recommendations……………………………………………….. 57
- Summary of the Research………………………………………57-59
- Conclusion…………………………………………………………. 60
- Recommendation ………………………………………………..60-61
Bibliography………………………………………………………..62-64
Appendix
………………………………………………………….65
Questionnaires……………………………………………………. 66-68
CHAPTER ONE
INTRODUCTION
1.1. BACKGROUND OF THE STUDY
Changes
in technology, especially information technology, generate knowledge spreading
up at tremendous speed, as well as its quick obsolence. In the period between
1900 and 1950, the amount of human knowledge doubled, and since then it has
doubled ever 5 to 8 years. Knowledge is becoming obsolete so quickly that all
of us need to double our knowledge every 2 to 3 years in order to keep with the
changes.
On
the other hand, the increasing complexity, turbulence and uncertainty of the
environment require different and greater knowledge. Modern business requires
more than more knowledge and skills that are still inadequately present in the
formal school education, i.e. the gap between business requirements and the
knowledge acquired at school is growing. The period of mass producing is over
and the customers are very selective. Increased consumer demands require new
solutions and knowledge. Due to increasing competition, the organization is
required to constantly revise its product and service mix, managerial methods,
and to increase productivity. Modern conditions of dynamic competition,
sophisticated information technology, knowledge economy, market globalization,
have changed the relation to importance of human resources in organization.
These conditions actualize the human capital as the strategic resource of every
organization. Difference between the organizations exists exactly due to the
difference between human capital, i.e. the organizations human resources, ways
of their management and development.
This was acknowledged by Nwankwo
(1991: 212) when he said that “it is not enough to get good human resources in
the door, they have to be developed to enable them remain motivated and
productive and to maintain a reasonable level of job satisfaction. Therefore, the next stage in human resources
management, after the selection, and induction in the job, is staff development
to ensure that the individuals are properly equipped with skills and knowledge
to carry out the job. It improves
activities ranging from simple job training for lower level employees to
long-term development of seminar executives”.
In
a more and more global, complex and turbulent environment, knowledge is the
only reliable source of competitive advantage. Traditional factors of
manufacturing as the soil, labor and capital did not disappear, but their
significance is not primary anymore. Knowledge is viewed as the key of
realization of a competitive advantage. And therefore the question of where the
corporative knowledge is located, how to release it and develop to achieve
organizational goals has become very important. Since the organizational
knowledge is largely located inside the human mind, i.e. the head of employees,
as carriers of knowledge and activities, human resources are becoming the key
factor of business success. Organizational development is always conditioned by
human knowledge and skills. That is why;
contemporary organizations pay more and more attention to the development of
their employees.
Thus according to Haycox 2011 in his
submission to metrofax.com proposed that proper training is one way to develop
a company culture that embraces excellent customer services. Also Ituwe (1982: 183) maintained that
“people would no longer be satisfied to chant bank slogans that do not measure
with services”.
Thus, employee education and training
are becoming an optimal answer to complex business challenges, and the
management of human resources is taking central role in modern management. Through the process of employee training and
development, the management of human resources provides constant knowledge
innovation, creates conditions for mutual knowledge and experience exchange and
proactive behaviour, in this way contributing to competitive advantage and
satisfaction of all participants in business procedures.
However, the determination of the impact of the employee training and development programme in the operations is necessary for proper appreciation and application of the programme by banks especially the new generation bank that spend huge sums of money on the programme. All these are geared towards helping banks to operate with a competent, skilled and dynamic work force that can meet current standards, thus leading to optimal realization of organizational goals and objectives. It is under this premises that the project was undertaken to study the impact of employee training and development programme in the operation of Guaranty Trust Bank Plc.
STATEMENT OF PROBLEM
IMPACT OF EMPLOYEE TRAINING AND DEVELOPMENT PROGRAMME IN THE OPERATION OF NEW GENERATION BANKS ( A CASE STUDY OF GUARANTY TRUST BANK PLC
