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Training And Development Of Human Resources. A Critical Factor In Banking Operations
[A CASE STUDY OF FIRST BANK OF NIGERIA PLC ENUGU MAIN BRANCH]
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The Federal Savings Bank was recently converted to what they call a
“whole Commercial Bankâ€, instead of being a development bank. The rapid
growth within the industry and financial system as whole has over
stretched the management cadre of banks. It has created rapid upliftment
and promotion for many staff training and retraining to maintain a high
level of competence with the industry.
1.2 STATEMENT OF THE PROBLEM
Before
the establishment of Central Bank 1959, training of Nigeria bankers was
not taken seriously by most banks, especially the foreign owned banks.
There was a gentleman’s agreement within the foreign- owned banks on
competition for business and staff. Except in big cities, one could not
see offices of two foreign banks in the same town and mobility of staff
among them was not allowed. However, the indigenous banks had to snatch
some Nigerians from these banks to survive, since they needed some
experienced hands. It is record that foreign banks in the early part of
the century employed Nigerians mainly as menials and clerks their
management and intermediate staff were expatriates, until the seventies
one could see many white faces of Accountants, Managers and Office
Executives in banks.
There were no conscious efforts to groom
Nigerians for management position, in fact, the calibre of people
employed were either drop- out from schools or school certificate holder
with lower grades so that they could stay long on the jobs.
The
first banking institution that opened a training centre locally was
Union Bank in 1956. First Bank did not have a local training centre
until 1960. United Bank for Africa, which opened its door for business
in 1961 did not start a training centre until 1975. The Savannah Bank
formerly Bank of America, did not have a training centre until 1976,
even through its first office was opened for business in 1960. NAL
merchant Bank only established a training centre in 1988, after 28 years
in business. However some banks are known to have set up training
centres within a short time after establishment.
Despite all the
efforts towards human resources development and by banks, one still
observes long queues whenever he comes to deposit money, withdrawal of
money or for any other service rendered by the banks.
Secondly, the
rate of labour turnover in banks especially Commercial banks in very
high compare with what is used to, there is no doubt that this high rate
of mobility contributes to the poor services rendered by banks. This in
the opinion of the researcher, is very essential returns value to the
organization in terms of increased productivity, low rate of labour
turnover, heightened morale reduction of costs and enhanced efficiency
in order t achieve the organizational goal.
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ABSRACT - [ Total Page(s): 1 ]This research work is aimed at finding the effect of training development in banking operations.The purpose is to determine the relationships between the level of productivity and human resources, training and development; discover the causes of high labour turnover in banks, especially commerce banks.Also to determine the whether the availability of training and development opportunities motivate staff of banks, to enable them stick firmly to the service of the banks.In conducting the research, ... Continue reading---
