CHAPTER ONE
INTRODUCTION
1.1
BACKGROUND OF THE STUDY
There
are a number of factors that contribute to the success of any organization,
these factors include: capital, equipment, manpower, etc. All these factors are
important but the most significant factor is the human factor. Since it is the
people that will put the other resources to work, it should be viewed as such
by management by giving it due attention in order to achieve its organizational
goals and objectives.
Manpower
planning aimed at ensuring that the right person is available for the right job
at the right time. This involves formulating a forward looking plan to ensure
that the necessary human effort to make it possible for the survival and growth
of the organization, it becomes imperative to develop the employee.
Manpower
development is a process of intellectual and emotional achievement through
providing the means by which people can grow on their jobs. It relates to
series of activities, which an enterprise would embark upon to improve its
managerial capacity. Manpower development is important in any discussion of
strategic human resources management.
These
emphasis on manpower and development is influenced by the belief that it is now
desirable to focus more attention on areas which in the past has been
relatively neglected because every organization regardless of its size must
provide for the needs, interest and desire of its employee within the work
environment if it is to earn loyalty, dedication, involvement and commitment
necessary to compete effectively.
Since
the early 1960, the human factor of production of manpower as it is
alternatively called, has increasable been recognized as the most critical
resource of the factors without which an effective utilization of all other
factors remain a dream. Although, it might to tempting to attach more
importance to the availability of physical resource such as capital and
equipment undermining that they are mere passive factors of production, which
depend on human intellectual which is the active agent to exploit them in order
to achieve the objective of the organization. Thus, the human factors
(manpower) is the main stay of the organization.
In
other words, the success of an organization depends on the ability and
expertise of those who operate it both at the managerial and lower levels of
operation, such abilities and expertise usually stems from the knowledge they
possess and training received.
According
to Harbison, F.H. (1973), human being constitutes the ultimate basis of a
nation’s wealth. This proposition applies to the organization, which implies
that with daily increase and complexity in the organizational activities and
the problem ensuring optimum productivity which is fast becoming a challenge as
well as imperative for the management of organization, thus, training and
development of staff on whom the huge responsibility of furthering these goals
rest, must take top priority if the organization must continue to enjoy maximum
performance from the staff.
The
main objective of setting up a company is to make profit and to achieve this organizational
goal, adequate manpower planning and development programmes should be put in
place to enhance performance.
1.2
STATEMENT OF THE PROBLEM
The
human resources (manpower) is considered the most critical to any
organizational survival of a truism that adequate supply of material and
financial resources that utilizes these available resources to bring about the
desired goals.
However,
most organizational plans meticulously for their investment in physical and
capital resources and these plans are reviewed with utmost attention to detail
while rarely do such organizations pay attention to human investment in which
the capital and equipment will be in vain. Not many organizations consider the
necessity for a well-defined and sustained training and development for staff
in order to upgrade their performance or they are not able to cope financially
with training and development programmes.
The
very few organizations that give thought to this very important aspect of
staffing functions do so with lack of seriousness; all round attention and
continuity. The programmes are carried out not only once in a blue moon but are
also lopsided in terms of content and staff participation. As a result of this,
lackadaisical attitude of management towards training and manpower development.
There had been a progressive decline in the ability of manpower to cope with
the challenges that attend the over unfolding new dispensation in the industry,
in the circumstance, what we find is that the rise in industrial output is inconsequential
in spite of the enormous wave of modern technology that now exist in industrial
activities.
It
is the opinion of industry observes that the poor performance of the
organization-workers follows from their inability to keep abreast with the new
technological current as a result of the absence of appropriate and sufficient
staff training. It is against this background that the researcher considered
the impact of performance training and development on organizational
performance of this mission, however, the researcher used Intercontinental Bank
Plc as a reference.
1.3
RESEARCH QUESTIONS
1.
Are the employees of the Intercontinental Bank Plc satisfied with quality of
the selection and interview procedure?
2.
Are the employees of the Intercontinental Bank Plc satisfied with the placement
and promotion procedure?
3.
Are there training programmes for the employees?
4.
How adequate in terms of content and relevance, are these training progammes
relevant?
5.
Has the promotion process in the bank improved employees’ performance?
6.
Are the employees of the bank utilized after their training?
1.4
THE OBJECTIVE OF THE STUDY
v
To conduct an empirical investigation through a review of the manpower planning
and development policy of the bank.
v
To access the staff recruitment, selection and training programmes and from it,
establish some relationship between these programmes and problems enumerated.
v
To highlight the need for manpower planning and development in the company.
v
To identify some techniques of manpower training and development in the company
and their relevance to the company needs and the industry at large.
v
To establish the relationship between personnel training and development and
staff performance.
v
To correct the belief that in this age of computerization and technological
development, all that business units need to survive in the acquisition of
up-to-date capital equipment to the neglects of the power management of its
human resources.
v
To proffer solutions to the identified problems.
1.5
RESEARCH HYPOTHESES
The
testable hypotheses of this research study are the following:
HO:
There is no direct relationship between manpower training and productivity in
the bank.
H1:
There is direct relationship between the manpower training and productivity.
HO:
Lack of adequate manpower training and development is not directly responsible
for high labour turnover.
H1:
Adequate manpower and development is directly responsible for higher labour
turnover.
HO:
Training does not the productivity of employees and the organization.
H1:
Training improves the productivity of employees and the organization.
1.6
SIGNIFICANCE OF THE STUDY
Banking
services constitute the backbone of the economy of a great country like
Nigeria; no wonder it is always the most active sector in stock exchange. It is
upon this premise that government monitors the activities of the banks through
the Central Bank of Nigeria and provides the necessary infrastructures for
optimum services to the public.
In
spite of all efforts geared towards improving the services of that banking
industry, there are some doubts as to the quality of services rendered by the
banks to its customers in particular and the nation in general. It is in light
of this that the researcher through the work intend to look into the factors
militating against Intercontinental Bank Plc in achieving its sets objectives,
by this, the study will look into the manpower base and quality of staff of the
Intercontinental Bank Plc and assess their suitability with the aim of
developing training programmes to enhance their performance since the progress
of an organization is a function of the quality of those directing its affairs.
The importance of this cannot be overemphasized especially in these periods
when most companies are international standard complaint. It therefore behooves
a company to plan and train its workers for the best quality of work to be
relevant in the scheme of globalization.
This
is particularly directed to establishment that are prone to think that the
intractable problems of their organization is finance and not manpower planning
and development it will also evaluate aspects of the recruitment, selection and
training process, which bear strong relevance to corporate image, productivity
efficiency and morals.
For
the management of Intercontinental Bank Plc, the benefit of training and
development is that quality of work, life of the employees will reciprocate
with increase performance on the job.
This
will go a long way in providing job satisfaction and services as motivation
towards the realization of individual aspiration, it will also be relevant to
the human resource development department in the formulation of policies
relating to training and development of personnel and for the government, to
ensure adequate training and know-how to improve the economy as a whole.
1.7
LIMITATIONS AND DELIMITATIONS OF THE STUDY
Intercontinental
Bank Plc was selected for this study. The coverage may give time representation
of selection practice in the government owned enterprises in the economy and
the organized private sector.
The
study was also limited to employees of the bank. The problems, the researcher
encountered was that some officers were either too busy for interviews or
cleverly avoided certain questions for the fear that the information given
might put their jobs in jeopardy. Those who responding to questions tends to
make their answers to reflect what ought to be rather that what is, this
undoubtedly affected the quality and accuracy of information collected during
the study.
A
large population of the staff falls among the junior staff and as such, it is
difficult to really get their opinion as regards manpower development as they
are shy to respond and do not really appreciate the importance of development.
A lot of finance was also required in making this project a reality, thus, the
researcher was faced with the problem of finance and time.
These
difficulties notwithstanding the researcher made concert efforts to ensure that
the project was comprehensively carried out to meet the desired needs.
1.8
DEFINITION OF TERMS
Effects
were made at defining the following terminologies use din this study to avoid
ambiguity and elicit proper understanding.
Ø
Development: This is the process concerned with people’s capacity in a defined
and over a period to manage and involve positive change, and reduce or
eliminate unwanted change.
Ø
Manpower: The human resource of a business concern. These include unskilled,
skilled supervisory and management staff of a company.
Ø
Planning: Setting objectives and deciding on the best ways of achieving the
objectives.
Ø
Empirical: Of people or method guided only by practical experience rather than
by scientific ideas.
REFERENCES
Adeyemo
Aderinto: “Interstate Mobility of High-Level Manpower: Implication for
Achieving Even Development in Nigeria”, The Nigeria Journal of Development
Studies.
Ashton,
D. Margerson, C.J. (2000): Planning for Human Resources, London: Longman Group
Limited.
Bruce,
F. (2004): An Interpreted System of Manpower Planning, New York: McGraw Hill
Books Company.
Diejemoah,
V.P. (2001): Development of Manpower in Nigeria, Ibadan: University Press,
Ibadan, Nigeria.
Graham,
H.T. (2001): Human Resource Management, London: M & E Handbook, McDonald
and Evans Limited.
CHAPTER
TWO
LITERATURE
REVIEW
2.1
INTRODUCTION
A
long time ago, in the history of management, it dawned on social scientist that
for an organization to survive and succeed, an effective workforce is required.
This obviously that specialists are needed to handle the resource of the
organization to maximize returns.
Scientists
such as Robert Owen and Elton Mayol were popular for their interest in the
betterment of the lives of employees and productivity in general. The aim of
the project among others is to answer the questions about whether training and
learning within an organization could be productive or not and this have
sparked the interest in examining prevalent but often inconsistent assumption
about what constitutes training within an organization. If training is
productive, it must be systematically planned and executed.
2.2
MANPOWER PLANNING
Most
writers have concerned themselves essentially within putting forward arguments
for and against the very idea of manpower planning and development in
organizations. Some other writers have emphasized the need for manpower
planning and how to ensure increased efficiency and productivity through the
use of manpower plans and development programmes.
Thomas
Kempwer (1971:13) sees manpower planning as the name given to the drawing up of
different types that the company will require over a period of years. He
believes that once a company has developed a long-range strategy (corporate
planning), it become possible to estimate the number of people of all types and
categories that may be required over the following years.
Olusola
Aina (1992:68) defined manpower planning or human resource planning as a
possible for determining and assuring that an organization will have, adequate
number of skilled and experienced person available at the right time and place
performing jobs which meet the needs of the organization and which provides
satisfaction for the workers involved. Manpower planning in providing adequate
number of skilled workers is expected to provide job satisfaction to those
workers in return.
Ubeku
Abel (1975:25) defined manpower planning as part of organizational planning. He
observed that it should therefore be seen not in isolation but in the total
context of the growth of the organization. According to him, manpower planning
covers much than simple planning the future manpower requirements of an
organization since it hinges on all aspects of the business.
This
approach goes beyond mere consideration of supply but is not specific on what
other aspects of business manpower hinges on. It also comes with the impression
that the only concrete matter it deals with is future supply of manpower.
Oliver
Ibekwe (1984:19), asserted that human resources of a business are collectively
known as manpower which could be unskilled, skilled, supervisory staff and it
is aimed at ensuring that the right person is available for the job at the
right time.
David
Quest et al (1969) sees manpower planning as an effort to integrate through
personnel policies and planning the various personnel activities such as
recruitment, training, management development, payment and industrial
relations.
2.3
TRAINING
Training
according to Oxford Advance Learner’s Dictionary states that training is the
process of preparing somebody or being prepared for job. In manpower
development, training is therefore an indispensable element and at the same
time, a vehicle for development and planning.
According
to Stemetz et al (1969:68), training is a short-term process utilizing a
systematic and organized procedure by which non-managerial personnel learn
technical knowledge skilled for a definite period. Thus, training is
technically oriented. It is designed to improve the technical and mechanical
skill of personnel. Training therefore are usually designed for both
non-managerial and managerial staff.
Dorman
Price (1975:572), emphasized the role of training in management activity
especially in the area of human resources management. according to him, the
training function is a management activity in which the personnel department
provides the necessary specialist knowledge and usually carries out in addition
to the administrative requirements so that the function operates effectively
within the organization. He went further to state the basic stages in
establishing a training function with the view to improving on the manpower
development.
These
stages are:
Ø
To find out the training needs of the particular needs of the particular
company at all levels.
Ø
To formulate a training policy which will meet the needs of the organization.
Ø
To evaluate the resources both financial and material which could be required.
Ø
To provide the necessary specialist training officers who will be responsible
for implementing both the training policy and the training plan.
A
training need can be said to exist when there is a gap between the existing
performance of an employee (or group of employees), and the desired performance
to assess whether such a gap requires a skill analysis. The analysis has five
stages:
v
To analyze and determine the main requirements of the particular job.
v
To identify they task required to be undertaken to meet the job requirements.
v
To understand the procedures required to perform the task.
v
To analyze the knowledge and skill required to perform the processes.
v
To identify and specify problems of the job and to analyze any particular skill
required to solve the problem.
But
if we consider a situation where not training function exists in the
organization, the skills analysis should be undertaken initially of these jobs
or areas, which appears to present the most urgent training needs and this can
be followed up by a skill analysis of all jobs when the training function has
been established.
2.4
DEVELOPMENT
Development
generally means the process of causing somebody or something to grow or making
something to become larger gradually. But in relation to manpower development
can be seen as a process of increasing the quality or value or skill of an
employee (personnel).
From
the definition, it can be sent that training facilitates manpower development
and consequently his performance. Manpower training and manpower development
are two inter-related processes whose importance cannot be overemphasized in
any decision of strategic human resource management. they are related tot eh
series of activities, which an enterprise would embark upon to improve the
quality of its managerial capacity.
In
this view of Chanokan, J.S. (1987:204), manpower development refers broadly to
the nature and direction of change induced in the employees as a result of
educating and training programmes. He says that development is managerial in
nature and career focused. To distinguish training and development, Chanokan
has this to day, “that unlike the training, the workers which improves
technical and mechanical skills, development techniques are designed for work
behaviour modification”. According to him, development is an educational
process, utilizing a systematic organizational procedure by which a worker
learns the conceptual and theoretical knowledge for effective pursuance of
their responsibilities.
2.5
DEVELOPMENT AND TRAINING
The
reason for manpower planning and development, it is important to say a little
about development. As jobs are becoming more and more complex, it becomes
imperative for employers of labour to train their workers unlike when jobs were
simple and little technical knowledge was required from the workers.
Manpower
training and development are two interrelated processes whose importance cannot
be overemphasized in any discussion of strategic human resource management.
this related to the series of activities, which an enterprise would need to
embark upon to improve the quality of its managerial capital.
Manpower
development has been described as the systematic process which an organization
has to go through to ensure that it has the effective managers it requires to
meet its present and future needs.
According
to De Philips et al (1964:8), training is a process when under company auspices
seeks a planned, coordinated and conscious manner to develop in the employees
those understanding skill and attitude, which will maximize individual’s
present and future efficiency and effectiveness of the overall company
operations.
2.6
TYPES OF TRAINING AND MANPOWER DEVELOPMENT PROGRAMMES
There
are many types of training and manpower development programmes available. The
particular method chosen by a company can be influenced by considering cost and
time available, number of persons to be trained, depth of knowledge required,
background of the trainee, etc.
Manpower
development is a systematic process of training and growth by which individuals
gain and apply knowledge, skill, insights and attitude, manage work and
personnel effectively. It involves the estimation of the demand for the supply
of management staff for the organization in future. It is the involvement of
efforts aimed at improving the quality as well as the number of management
staff. Studies showed that many workers fail in organizational expectations
because the training needs were not identified and provided for. Development
may help to build confidence in the workers and make him work more efficiently
and effectively.
2.7
ON-THE-JOB TRAINING
This
is a widely accepted method of developing workers used by most organizations,
according to Chim Obisi (1996:224), “old and experienced workmen perform much
better in any organization when they undergo training and manpower development
through on-the-job training programmes”.
The
advantage of this method is that it creates good working relationship because
employees get to know each other better and the working environment. On the
other side, this method is disadvantageous in the sense that it could result to
unorganized supervision, monotonous work and also using unqualified personnel
for supervision when the qualified are undergoing the training.
On
the job training could take the following forms:
•
Training by experience workmen.
•
Apprenticeship, which is the oldest method of training.
2.8
INFORMATION PRESENTATION METHOD
The
aim is to impact the facts, theories, concepts, etc without actual practice.
Examples of information presentation method are:
§
Conference method: This could be in form of a seminar programme where a small
group are drawn from different organizations.
§
Classroom method: It can be used to reach a large crowd and it is usually
two-way communication, where questions are asked and answered are received.
§
Programmed instruction: It is teaching aides such as cassettes, films, etc.
This method is different from conventional form of training in which the
trainer guides the process because the materials to be learned with is
presented in a way the student can control.
§
Lecture method: This is a student institutional method used in colleges,
polytechnics and universities. It is cheaper and has the ability to accommodate
more students.
§
Simulation approach: People are trained on real life experience, i.e. problem
that present itself on real life. Simulation approach could take demonstration
or role-playing method.
§
Demonstration method: This explains to the trainee by teaching live with
examples such as making displays. It is the actual showing matter than telling
the trainee and that is why it is learning by seeing.
§
Role playing method: It is a technique in which some problems real or imaginary
involving human interaction is presented and then spontaneously acted out.
2.9
PROFESSIONAL TRAINING
This
is used to help trainee acquire more skill usually in technical or commercial
fields, where skills are acquired for performing a task. Vestibule training is
a system of training sued when large number of people is to be trained on
special machines or equipments.
2.10
THE NEED FOR MANPOWER PLANNING AND DEVELOPMENT
While
reviewing discussions on the need for manpower planning and development we
noted that while some people feel that money is the bedrock or business, some
scholars stress the need for human resource planning and management as the main
essence of organizational survival and growth.
Peter
Drucker (1980:130) is of the opinion that since no one can foresee further,
management cannot make actual and responsible decision unless it selects develop
and test the men and women who will have to take care of these decisions.
Bawey
(1977:23) emphasized that the most important factor underlying manpower
planning is the understanding of human behaviour and the resulting social
process. This goes to buttress how environmental influence affects the
behaviour of workers which in turn affects the productivity.
Abel
Ubeku (1975:34) feels that “forward looking” should be rule in every aspect of
running a business. This is even more important when taking about adequate
manpower and the right type of manpower especially in a country where technical
and managerial skills are few. According to him, the days of unsystematic and
intuitive improvement in the use of manpower has come to a close. He sees
manpower planning as part of organization, which should not be seen in
isolation but in the context of the growth of the organization. It covers more
than simple planning of the manpower requirement of an organization since it
hinges on all aspects of the business and concerned with the future.
2.11
MEANING OF PLANNING AND EVOLUTIONARY ORGANIZATION STRUCTURE
Corroborating
the views of Ubeku, Oliver Ibekwe (1984:18) believed that a ‘forward looking’
plan ensures that the necessary human efforts to make possible survival and
growth is available and entails manpower forecasting, which means gathering of
data in relation to labour, evaluating the data then making predictions on the
future eon the basis of the data.
Abel
Ubeku (1975:46) recognized two stages in manpower planning:
Stage
1: This is concerned with the dictated manpower inventory of all types and
level (unskilled, skilled, supervisory and managerial) employed throughout the
period of the manpower plan.
Stage
2: This also concerns with manpower supply resources.
Consequently,
Coleman (1970:86) views the process as being five (5) stages. First is
determining the organizational objective and plan for the planning period.
Secondly, is to determine the gross manpower requirement for the plan period.
The third stage is taking manpower inventory or current in-house capability
determination. The fourth stage defines the net manpower requirement for
planning period. It is gotten from deducting the manpower inventory from the
gross requirements. The fifth and final stage takes care of programming,
meeting the next manpower requirement. This includes expansion contraction or
internal adjustment of present workforce.
According
to Richard Johnson (1989:74), the purpose of training and retraining in skill
is to bring competency of individuals up the desired standard for present or
potential assignments. He went further to assert that training helps the
participants to improve performance in his/her activities. He gave reasons for
the need to determine training:
Ø
People will be more productive on the present jobs and ready for advancement.
Ø
Because the success of the enterprise requires that every one perform at his
optimum level, this call is part of determining and meeting the specific need
of each, which should be translated into training.
Ø
Because all good people regardless of organizational level can do a good job,
want to do a good job and will do a good job, if they are given a chance.
This
change come in part, though the provision of opportunities for a person to improve
his knowledge, skill or attitudes. In doing this, the company increases
productivity and the individual advances his career. Gain, steps must first be
taken to determine valid training needs. Because time, money and efforts can be
wasted through training that is not based on valid present or emerging needs.
REFERENCES
Aina,
O. (2000): Personnel Management in Nigeria, Lagos: Pacific Printers.
Bells,
D.J. (1999): Planning Corporate Manpower, London: Longman Group Limited.
David,
G.E. (2001): Techniques and Strategies in Personnel Management, London: Butter
and Tanner Limited.
Drucker
Peter (2004): Management Task Responsibilities Practice: Abridged and Revised
Version, London: Pan Books.
Ibekwe
Oliver (2004): “Manpower Planning and Economic Development in Nigeria: Some
Issues of the Moment”, Nigeria Journal of Economic & Social Students
Studies, Vol. 16, No. 1 of March, 2004.
Kempnet
Thomas (2000): A Handbook of Management Burplay Suffolk, Richard Clay: The
Chance Press Limited.
Margerson,
C.J. and Ashtons, D. (2001): Planning for Human Resources, London: Longman
Group Limited.
Normal
Price (2002): “Performance Appraisal and the Organization Man”, The Journal of
Business, Vol. 31, No. 9, January, 2002.
CHAPTER
THREE
RESEARCH
METHODOLOGY
3.1
INTRODUCTION
In
order to appreciate its relevance, it is necessary to understand the subject
matter, research and the method adopted in this study.
Research
can be defined as the process of curving a dependable solution to problems
through planned and systematic collection, analysis and interpretation of data.
Osuala,
E.C. (1987:2) saw research methodology as the overall strategy used by the
researcher in collecting and analyzing data for the purpose of investigation of
problems. However, the method to be used by any researcher depends on the
purpose of the study, the nature of problem to be investigated. This research
is designed to be both descriptive and empirical in value.
3.2
RESEARCH DESIGN
This
research study was based mainly on the effect of training and manpower
development in human resources management with particular reference to
Intercontinental Bank Plc.
However,
for the purpose of completely analysis, references were made to other banks in
the industry when substantial evidence relating to the research study was
offered. Some of these banks are First Bank of Nigeria Plc, Union Bank of
Nigeria Plc and Zenith Bank Plc.
The
period covered in the study extended from 2000 to 2003. the research study
which is designed to be current in both descriptive and empirical in value. The
descriptive aspect of it reinforces the behavioural pattern of workers in the
organization, primarily, the behavioural pattern also includes the contribution
for the trained personnel to the organizational goals, and the general impact
of the training received in the organization.
The
empirical analysis entails the various analysis of the data collected for the
purpose testing and consequently accepting or rejecting the stated hypotheses.
The
hypotheses of the study are stated in both Null and Alternate styles. The null
hypotheses assume that there is no significant difference between the observed
frequencies and the expected frequencies, while the alternate hypotheses assume
that there is a significance difference. The acceptance of the null hypotheses
(HO) automatically means the rejection of the alternate hypotheses (H1) and
vice – versa.
In
conclusion, therefore, the study does not only basically transcend the
provision of information on the magnitude of training the personnel received,
it also focuses on the various problems of training and development in the
selected organizations.
3.3
SOURCE OF DATA
The
data collected for the purpose of analysis and consequently testing of the
formulated hypotheses were secondary data gathered from Intercontinental Bank
Plc. The primary data were collected using oral personal interviews and simple
questionnaires administered to the employees of the organization.
3.4
POPULATION AND SAMPLE SIZE
The
entire number of employees in the banking industry constitute population of
this study. The population boundary is fixed and described by the
characteristics of individual members composing it as well as the nature of the
variable being studied (Baridan 1990:74).
Given
the fact that the relevant authorities such as the Central Bank of Nigeria
(CBN), Nigerian Deposit Insurance Corporation (NDIC), Federal Office of
Statistics (FOS) and the Nigerian Stock Exchange (NSE) do not have reliable and
current data regarding the population of employees in the banking industry. I
faced a lot of difficulties of knowing the population for my chosen study.
Hence the sample size used for the analysis was fifty (50).
3.4.1
SAMPLE TECHNIQUES
The
techniques of sampling employed in the data collection is mainly random
sampling. T his is adopted with the view to reducing the degree of bias and
sidedness of the respondent’s opinion on the topic during the personal oral
interview and the distribution of the questionnaires.
Secondly,
to ensure that the views of both junior, middle and management personnel are
well and adequately represented, cluster sampling techniques was used to
complement the random sampling.
3.4.2
METHOD OF DATA ANALYSIS
The
method of data analysis adopted in this study include the sample percentage and
tabular presentation of the collected data. This is because various alternative
explanatory variables that are not easily quantified were used. To reduce the
problem of the quantification of the variables, attitudinal type measurement
using Likert Scale used for the opinions supplied by the respondents.
To
further test and accept or reject the formulated hypotheses, the Chi-Square
distribution was employed. In this test, if the calculated values of the
Chi-Square is greater than the table values at a given level of significance,
the null hypotheses would be rejected and automatically accepting the
alternative hypotheses and vice versa.
To
ensure a high level of confidence is our test significance level of 0.0 and
0.05 were used.
A
simple regression analysis was employed to determine the relationship between
the amount expended on training and development using the profit level as the
index of the organization growth. In other words, the annual profit of the
organization was used to determine the trained personnel’s contribution. Other
contributions of the trained personnel such as public relations and efficiency
are quite difficult to quantify, hence the choice of the annual profit level.
3.5
LIMITATIONS OF THE RESEARCH METHODOLOGY
Methods
of data collection and analysis of data are limited by the following factors:
v
The questionnaires given to the respondents were not treated as important
documents and tools for a research work.
v
Time constraint, a longer time would have allowed for greater explanation of
facts.
v
It was also difficult to retrieve the questionnaires from some the respondents.
v
Some respondents were hostile to this researcher.
v
Some of the respondents were reluctant to reveal some vital information which
were termed official secrets.
REFERENCES
Agbor
Mike (2002): Statistics and Research Methodology: A Practical Approach, Lagos:
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Corporation.
CHAPTER
FOUR
DATA
PRESENTATION AND ANALYSIS
4.0
INTRODUCTION
The
purpose of this chapter is to analyze the data collected in a systematic way so
as to facilitate verification and authenticity of the prepositions that were
stated earlier on tests of the propositions will provide the much needed
answers to the research questions and also form a basis of goods and reliable
recommendations.
The
primary objective of manpower training and development in Intercontinental Bank
Plc as already elucidated upon is to impact positively effectiveness for
optimum performance to achieve corporate goals of the bank.
Based
on this, a questionnaire was designed to obtain the needed date. The response
to the various questions is the questionnaires distributed were collected and
analyzed.
Secondly,
the secondary data collected were analyzed using the simple regression
analysis.
4.1
ANALYSIS OF DATA
The
responses to the questions in the questionnaires were analyzed. Firstly, the
responses to the bio-data questions were dealt with before those questions in
part B of the questionnaire.
The
tables below show the responses of the respondents to the sex, age, marital
status, distribution in the questionnaires. A total of fifty (50)
questionnaires were duly completed and returned. The figure in the brackets
shows the corresponding percentage of bio-data analysis of the respondents.