IMPACT OF TRAINING AND DEVELOPMENT ON STAFF EFFICIENCY IN THE BANKING SECTOR OF NIGERIA
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IMPACT OF TRAINING AND DEVELOPMENT ON STAFF EFFICIENCY IN THE BANKING SECTOR OF NIGERIA
CHAPITRE ONE
BACKGROUND OF THE STUDY
Management education is gaining popularity in all sectors of the business. It won’t be long before attending one of the short management courses is required for advancement into and within management. This would practically exhaust the institutions’ resources.
The aims intend to investigate the impact of training and development on staff efficiency in First Bank Nigeria Plc in the goal that Nigerian banks will become more efficient in management educations in the near future.
Training is a method of teaching and learning specific knowledge and skills required to execute a given job. While development is a simultaneous process in which people acquire more general talents and information, it is not necessarily directly related to a specific activity they did.
According to Ejiofor (1987; pages 80), employee training and development are critical to employee efficiency, especially as the banking industry grows and modernises. He went on to say that they are necessary for better workforce utilisation and organisational goal setting.
Cloyd (1964) also believed that the growth of training and development signalled man’s ambition for the industrial revolution, along with a commitment to pursue national progress. He went on to say that it was via this that they invented tools. Weapons, clothes, and shelter are required to maintain their quality of living. In 1957,
there was a dramatic loss of knowledge as a result of the proportion of uncertainty, and absolute information became unsuitable for human use. He concluded that training and development are tools for reducing deterioration and increasing efficiency.
Cole (1997) asserts. That training and development were critical to the achievement of organisational goals because employees who did not receive proper training before being handed responsibilities had the requisite confidence to carry out their duties.
He noted the difference in training between polytechnics and universities, stating that polytechnics gained more practical knowledge while universities acquired more theoretical knowledge.
Beach (1992; page 34) stated that it is evident that an organization’s existing structure and workforce are necessary for success. However, he stated that a good organisational structure is mostly dependent on the efficiency and effectiveness of their employees.
He stated that “training and development have become a necessity for every organisation, particularly those in the banking industry, which is characterised by risk and turnover.”
According to Appleby (1992: page 37), formal organisations have conceptualised training and development as (a) improving job efficiency (b) increasing productivity at both current and future jobs (c) contributing realistically to the attainment of corporate goals.
However, it believes that organisational training efforts continue to face obstacles. This includes: inadequate training facilities, inadequate capacity building, insufficient funding, a lack of competent trainees, and underutilization of trained personnel.
However, an attempt has been made by providing standard training facilities and personnel, increasing budgetary allocation, selecting a career development strategy, and organising foreign courses (outside), i.e. international, and local courses (in house), i.e. national.
Above all, the researcher believes that this study will not only provide a profound realistic solution, but will also provide the most effective strategy to boost training and development programmes in the banking business.
STATEMENT OF THE PROBLEM
An examination of various banks and other financial organisations revealed that, despite the resources invested in training programmes, the impact on worker efficiency is considerably below the target. Among these issues are:
1) The employee is constantly seen to lack the appropriate introduction training in reference to the employee’s actions that result in low output.
2) Many banks lack a proper career path programme for their employees, and if this is observed and correctly executed, it will result in low organisational efficiency.
3). Inadequate development programme selection for senior executives in the banking business. On the job, the majority of development is unrelated.
PURPOSE OF THE STUDY
The following are the study’s objectives:
1. To investigate the influence of training and development on the efficiency of bank employees.
2. Assess the link between training and output.
3. Determine the suitability or relevance of training course content to staff needs.
4. To identify the constraint connected with the implementation of training and development materials.
5. To investigate the impact of staff training and development.
6. To give additional recommendations on the influence of training and development on bank efficiencies.
SIGNIFICANCE OF THE STUDY
Banks in Nigeria created a training centre in early 1990 under the Banking Act 1959, as amended by the Banking Decree provision of 1961, to foster the development of highly competent staff with the goal of professionalism and efficiency in banking.
Furthermore, the study would benefit the institution (school) and department by designing a training curriculum and programme for its personnel and students.
Again, the study would contribute to further academic understanding or research, particularly for students and academics pursuing related research topics: Development and training
RESEARCH QUESTION
Has the personnel previously received any training?
How many courses have you taken?
Are the duties done relevant to the course?
Are fresh ideas brought after the training course met with resistance from the boss?
Is successful completion of the course a requirement for advancement?
SCOPE OF THE STUDY
The purpose of this research is to investigate the influence of training and development on staff efficiency at First Bank Nigeria PLC, Area Office Kaduna. The study spans five years, from 2005 to 2009. The researcher has limited the scope of the investigation to those areas relevant to the topic.
LIMITATIONS OF THE STUDY
The study is limited to the impact of training and development on bank staff efficiency, with the first bank being the emphasis. Furthermore, due to official secrecy, the researcher’s failure to acquire favourable data from the sample population provided to bank staffs resulted in low questionnaire results, causing the research project to be under-analyzed.
DEFINITION OF TERMS
TRAINING:- This is the process of preparing human resources to provide the finest services to their organisation. At one extreme, training may consist of a few hours or minutes of induction to the superior who provides the new a staff employee with a skeletal sketch of the bank’s policies, locations, and so on as designed to develop. Specialist in qualities.
DEVELOPMENT: This is a long-term planning process that especially designs for management staff with changes in technology and management methods.
SYSTEM: It is a series of interdependent and interconnected elements that form a whole and comprises three stages. What has been considered is the input; teaching, conversion process, i.e., digesting, teaching, and input carryout.
APPRAISAL: It is a continual procedure that aids or devises and encourages the appraised (staff) efficiency.
MANAGEMENT:- Is a systematic process of planning, organising, directing, coordinating, and regulating others in order to attain a common or uniform aim.
INDUSTRY:- A group of businesses that create identical goods and services in order to maximise profit while also satisfying customers.
ORGANISATION:- A collection of people who share the same aims and operate under a system of authority to achieve those goals.
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