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EFFECT OF TRAINING AND DEVELOPMENT ON THE PERFORMANCE OF BANK EMPLOYEES IN NIGERIA<\/strong><\/p>\n\n\n\n

ABSTRACT<\/strong><\/p>\n\n\n\n

Training in an organization generally serves as a pathfinder to development. It is through training that the employee\u2019s skills can be developed on preparation for efficient and effective performance. On the other hand, training and development of employees have significant impact on the activities of the organization. The research tries to analyze the importance of employees\u2019 training and development programs in the banking sector and how the level of manpower performance depends on training and development. Chapter (i) Introduction, Chapter (2) Literature review, finally, chapter (3) deals with the summary, conclusion and recommendations.
<\/strong><\/p>\n\n\n\n

TABLE OF CONTENTS<\/strong><\/p>\n\n\n\n

Title page                                                                         i<\/p>\n\n\n\n

Declaration                                                                      ii<\/p>\n\n\n\n

Approval page                                                                  iii<\/p>\n\n\n\n

Dedication                                                                       iv<\/p>\n\n\n\n

Acknowledgement                                                            v<\/p>\n\n\n\n

Abstract                                                                           vi<\/p>\n\n\n\n

Table of Contents                                                             vii<\/p>\n\n\n\n

CHAPTER ONE<\/strong><\/p>\n\n\n\n

Introduction<\/strong><\/p>\n\n\n\n

\n
1. Background of the study \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 1
   1. Statement of the problem                                         2<\/li><\/ol>
      1. Objective of the study                                               3<\/li><\/ol>
         1. Scope of the study                                                    4<\/li><\/ol>
            1. Significance of the study                                           5<\/li><\/ol>
               1. Limitation of the study                                             6<\/li><\/ol>\n
                  \n
                  1. Definition of term                                                     6<\/li>\n<\/ol>\n<\/li>\n<\/ol>\n\n\n\n

                     CHAPTER TWO<\/strong><\/p>\n\n\n\n

                     Literature Review<\/strong><\/p>\n\n\n\n

                     \n
                     • Introduction\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 8
                       • History of Training in Banking System                     10<\/li><\/ul>
                         • Training and Development                                       11<\/li><\/ul>
                           • Training needs and Job analysis                              13<\/li><\/ul>
                             • Objectives of Training Programme                            16<\/li><\/ul>
                               • Evaluation of Training Programme                           18<\/li><\/ul>
                                 • Method of evaluating training programme                19<\/li><\/ul>
                                   • Kinds of training                                                      21<\/li><\/ul>\n
                                     \n
                                     • The benefits of training<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n\n\n\n

                                       and development to an organization                         24<\/p>\n\n\n\n

                                       \n
                                       • Principles for effective managerial development\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 26\n
                                         \n
                                         • Problems associated with management development 28<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n\n\n\n

                                           CHAPTER THREE<\/strong><\/p>\n\n\n\n

                                           Summary, Conclusion and Recommendation<\/strong><\/p>\n\n\n\n

                                           \n
                                           • Summary\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 30\n
                                             \n
                                             • Conclusion                                                              31<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n\n\n\n

                                               Bibliography                                                            32
                                               <\/strong><\/p>\n\n\n\n

                                               CHAPTER ONE<\/strong><\/p>\n\n\n\n

                                               INTRODUCTION<\/strong><\/p>\n\n\n\n

                                               1.1   Background of the Study<\/strong><\/p>\n\n\n\n

                                               “No well to do institute leaves the teaching of its business techniques to the traditional methods only, the method of watch-the master perform after he is done”. In transmitting business techniques in modem times, the apprentice watches but he also listens to formal instructions, analyse cases, plays business games, carries out exercises and takes formal examination before going back to the institution to put in practice what he l1as learnt.<\/p>\n\n\n\n

                                               The Interest in management education is evident in all sectors of the Nigerian economy. It will not be long before attendance at one of the short management courses becomes essential for upward mobility into and within the level of management. This would almost overstretch the resources of the institution. It is hoped that in the near future Nigeria would be strong enough to meet the challenges of management education in Nigeria”. (Ejiofor 1987).<\/p>\n\n\n\n

                                               We quite agree with the view of Ejiofor on importance attached to training and development of bank employee’s performance with growth and modernization of the banking industry.<\/p>\n\n\n\n

                                               1.2   Statement of Problem<\/strong><\/p>\n\n\n\n

                                               A look into some banks and other financial institutions has shown that many have neglected or shown a little concern for the role of training and development in the achievement of the stated goals and objectives.<\/p>\n\n\n\n

                                               \n
                                               1. The employee always seems to lack the necessary induction training in regard to the activities of the employee and this has resulted in low output.<\/li>\n\n\n\n
                                               2. Many banks do not have a proper career path programme for their workforce, and if this seen and properly implemented, it will lead to low performance of the institution.<\/li>\n\n\n\n
                                               3. Poor selection of development program(s) for the top executive in the banking industry. Most of the development programmes are unrelated to the job and therefore failed to address the professionalism in decision making.<\/li>\n\n\n\n
                                               4. The inability of the trainee to understand or comprehend training methods and programmes; training must be continuously and specifically detailed. Managers are beginning to realize that personal growth and development is a life long process and that trends and opportunity comes at all stages of life.<\/li>\n\n\n\n
                                               5. Government regulation, an increasing customer sophisticated and demand for better service is apparent.<\/li>\n\n\n\n
                                               6. Training not being able to reflect on recent happenings for example computer training, most bankers, if not all should be computer literates and be abreast of the recent developments such as the internet and the digital banking system. Therefore, the project was embarked on to verify the impact of training and development of employees on the overall success of the banking industries with particular reference to First Inland Bank Plc.<\/li>\n<\/ol>\n\n\n\n

                                                  1.3<\/strong>   Objectives of the Study<\/strong><\/p>\n\n\n\n

                                                  The objectives of this study include: To,<\/p>\n\n\n\n

                                                  \n
                                                  1. Identify the effect of training and development on bank employee’s performance.<\/li>\n\n\n\n
                                                  2. Evaluate the relationship between training and output.<\/li>\n\n\n\n
                                                  3. Identify the adequacy or relevance of training course contents to the need of employees.<\/li>\n\n\n\n
                                                  4. Highlight the constraints associated with the implementation of training and development contents.<\/li>\n\n\n\n
                                                  5. Identify the effect of training and development on the expectation of employees.<\/li>\n\n\n\n
                                                  6. Make recommendation that could be improved upon on the effect of training and development on bank performance.<\/li>\n<\/ol>\n\n\n\n
                                                     \n
                                                     1. Scope of the Study  <\/strong><\/li>\n<\/ol>\n\n\n\n

                                                        The scope of the evaluation of the effect of training and development is having on bank employee’s performance with focus on the First Inland Bank Plc. It highlighted both the positive and negative effects of training and development courses on employee performance.<\/p>\n\n\n\n

                                                        Training and development of employees performance can be said in so many ways relative it to all organizations set up in Nigeria but for this study it is limited to bank employees performance with focus on First Inland Bank Plc.<\/p>\n\n\n\n

                                                        1.5   Significance of the Study<\/strong><\/p>\n\n\n\n

                                                        The Banks in Nigeria, in order to enhance the level of professionalism and therefore efficiency in the banking industry as for the provisions in the banking Act 1959 amended by the banking decree 1969, established a training center in the early 1970. This is with a view to providing the necessary highly skilled manpower required by the industry, so as to promote the growth of the banking industry. Apart from the training center, the bank also sponsored many of its staff or employees on various courses locally and abroad. Despite the various banking centers that are established in Nigeria, it does not seem as though much is achieved in view of the not so encouraging performance of its employees. This is evident from the competent of members of the public and workers in the bank. Increase in the rate of fraud and most especially the numerous calls of the governor of the bank for f. improved performance. Also in view of the declining performance of employees, team of lecturers from the training center embarked on a nation-wide performance post-training evaluation of employees and even staff generally. This is with the view of assisting on the spot the effect of training and development on job performed.<\/p>\n\n\n\n

                                                        1.6   Limitation of the Study<\/strong><\/p>\n\n\n\n

                                                        This study is limited to evaluation of the effect training and development have on the bank employees performance of which First Inland Bank Plc is been focused on. Several factors militated against this study. The main factor being lack of adequate data and time to effectively appraise data can not be over emphasized. The illness of the supervisor also contributed to the difficulty faced during the study because this period the research work stopped completely. Lack of adequate finance was also one of the factors that limited the scope of this research project, as the cost of data collection was very high.<\/p>\n\n\n\n

                                                        1.8   Definition of Terms<\/strong><\/p>\n\n\n\n

                                                        Training:<\/strong> – This is the process of preparing human resources for the best services to their organization. At one extreme, training consists of a few hours or minutes of induction by the supervisor who gives the new employees, skeletal outline of the bank policies; location etc. as designed to develop qualified specialists. Training is designed to change the behavior pattern of a worker to achieve organizational objectives.<\/p>\n\n\n\n

                                                        Development<\/strong>: – This is the process that involves a long time planning specifically designed for management staff with changes in technology and management method, all aim at improving managerial effectiveness.<\/p>\n\n\n\n

                                                        System<\/strong>: – It is a series of element inter-dependent and inter-related to form a whole and it has three stages the input i.e. the teaching, conversion process i.e. assimilating the teaching and output i.e. the carrying out of what has been thought.<\/p>\n\n\n\n

                                                        Appraisal<\/strong>: – Itis a continuous process aimed at assisting or advising and encouraging the appraised (employee) performance.<\/p>\n\n\n\n

                                                        Introduction<\/strong>: – Itis the process of arrangement made by or on behalf of the management to familiarize the new employee with the working condition in this new employment.<\/p>\n\n\n\n

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