STAFF TRAINING AS A CORRELATE OF WORKERS PRODUCTIVITY AMONGST SELECTED BANKS
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STAFF TRAINING AS A CORRELATE OF WORKERS PRODUCTIVITY AMONGST SELECTED BANKS
CHAPTER ONE INTRODUCTION
1.1 Background for the Study
Employee underperformance could be viewed as a malady harming organisational performance. The problem could be due to a lack of staff training on worker productivity.
Banks may invest in employee training and management development for a variety of reasons. Several reasons contribute to low employee productivity in Nigeria’s banking business.
The most important issues are late payment of workers, low pay, and the lack of sponsorship of on-the-job and off-the-job training programmes for workers. Lack of training for bank employees can usually lead to a decrease in production.
Gender, in organisations that undertake a lot of marketing, such as banks and insurance businesses, study has shown that female employees outperform their male counterparts. This is because female marketers take their work more seriously than male marketers.
They show more interest in their work by being neat, attractive, bold, and mastering it, whereas male marketers are less productive because they are not well trusted by their clients or have other businesses that keep them from being interested in their work.
Their inability to compete with their female counterparts may be due to a lack of proper training inside the organisations.
Low money may be a hindrance to high productivity. Bank employees, for example, deliver low-quality services when they are not given regular training and retraining. They become noncompetitive with their colleagues in other industries who are subjected to ongoing training.
In many situations, failure to expose employees to training programmes has resulted in bank closures in the past and continues to do so now. This is because when employees fail to provide optimal service owing to a lack of on-the-job training, the resulting outcome may be the dissolution of the afflicted organisation.
When employees are motivated by more income, they become more interested in their jobs. In the event that bank employees are not trained, they will be unable to manage or operate the bank’s equipment, resulting in low production and maybe a reduction in their wage. Low income in an organisation may be the outcome of a lack of product knowledge training for employees.
Training has always been extremely important for organisations and employees alike. It is one of the motivational techniques that increases productivity.
Bank employees require training in order to improve their self-esteem and morale in the workplace. Training may help to induce specific behavioural changes in employees. For example, many bankers do not recognise the value of consumers. They do not demonstrate a pleasant interaction between worker and consumer.
Most of them are snooty and insulting, and they do not interact effectively with their colleagues or clients. Additionally, most bank employees lack good marketing skills, which causes them to interact poorly with their consumers.
Training could be made a continuous process that should last an employee’s entire working life because low and middle-level employees must adapt to new skills and technologies, whereas managers and top management personnel require deeper knowledge and understanding of their jobs, the jobs of others
and a clear understanding of where and how their jobs fit into the larger organisational structure. Poor staff/customer relationships may be the result of a lack of training in an organisation, particularly First Bank and Access Bank.
Bank employees require training because banking is a highly sensitive industry that requires experience and knowledge of the job. On that basis, the researchers are conducting a study on staff training as a predictor of worker productivity in Lagos State, with a focus on First Bank of Nigeria Plc and Access Bank Plc.
1.2 Statement of Problem
The problem of bank staff not receiving organisational training cannot be overstated. This is due to a lack of male training programmes, a lack of finances for training programmes, both on-the-job and off-the-job, workers’ inadequate productivity knowledge as a result of insufficient exposure to relevant training programmes, and so on.
For example, if bank employees are not exposed to on-the-job training, the resultant effect could be a lack of the abilities and expertise to handle the job effectively, which, in turn, will result in poor job performance and productivity, potentially leading to the bank’s closure.
Poor job training has resulted in poor customer relations and service quality because staff have not received periodic training and retraining on the job. Workers in the bank become uncompetitive with their counterparts in other banks if they are not trained to meet expectations and keep up with current events or advancements in the banking business. It is no surprise that there is a dearth of marketing skills and unfavourable job behaviour that is detrimental to the bank.
The difficulties outlined above prompted a study of staff training as a predictor of worker productivity in First Bank and Access Bank Plc.
1.3 Purpose of Study
1. To assess the influence of training on employee productivity in the banking sector.
2. To investigate whether there is a gender difference in the productivity rates of bank employees owing to training.
3. To investigate if low income influences product knowledge.
4. Determine whether staff training can actually boost worker performance in the banking sector.
1.4 Research Questions.
1. Does training have any effect on worker productivity in the banking sector?
2. Is there a gender difference in the productivity rates of bank employees owing to training?
3. Does low income increase productivity?
4. Can training actually increase workers’ performance in the banking sector?
1.5Hypotheses
The following hypotheses will be formulated and examined during the course of the study.
1. H0: Training will not considerably increase productivity among bank employees.
2. Hypothesis: There will be no substantial gender difference in bank worker performance as a result of training.
3. Hypothesis: There will be no substantial difference in product knowledge among low-income individuals.
4. H0: Training will not considerably increase the performance of bank employees.
1.6 Significance of the Study
This study will benefit several individuals and corporate organisations, including:
The study’s findings and recommendations will benefit bank employees by providing a greater understanding of the relevance of training and its impact on job productivity and corporate profitability in the banking sector.
The banking system is an organisation that requires worker training and retraining to improve productivity and company profitability. With the study’s findings and recommendations, managers in the researched banks will have a better grasp of their employees’ training and retraining, as well as the positive effects on productivity.
Through this study, bank management will have a better understanding of how exposing employees to ongoing training and retraining can cause them to change their behaviour and attitudes towards their clients.
1.7 Scope of the Study
This study focused on the impact of training on worker productivity at First Bank of Nigeria Plc and Access Bank Plc in Lagos State.
1.8 Limitations of the study
The study was constrained by the ease with which data could be collected from bank employees who are mostly busy with field activities.
The time and protocol required to gain clearance from branch managers before interacting with their employees, particularly during official hours, will also lengthen the study.
1.9 Definition of Terms.
Training: The act of teaching and practicing with an individual or a worker to achieve a specific standard of behaviour, efficiency, or physical condition.
Productivity is the total amount of goals and services produced per worker in a certain production unit during a set period of time.
Workers’ Productivity: This refers to the entire production or outcome of work obtained from employee input in any business. In other words, it is the total output of all employees in a firm, industry, school, and other parastatals in both the private and public sectors.
Employee behaviour refers to the manners, moral conduct, and treatment displayed to or towards management.
Staff Training: This refers to the exposure of bank employees to on-the-job training in order to develop knowledge and increase productivity.
Low Product Knowledge: This is a circumstance in which workers’ service performance falls short of management’s expectations.
Staff/Customer Relationship: This refers to the positive relationship between employees and customers, which is beneficial to the bank’s growth.
Staff Behaviour: This relates to the overall behaviour of bank employees, either towards coworkers or the general public (clients), which can be favourable or negative.
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