Embed Size (px)
Citation preview
HUMAN CAPITAL DEVELOPMENT FOR SUSTAINABILITY AND GROWTH; A STUDY OF SELECTED BANKS
BY
UMEZURUIKE EMMANUEL
PG/MBA/06/46296
BEING A PROJECT SUBMITED IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR
THE AWARD OF THE DEGREE OF MASTERS IN BUSINESS ADMINISTRATION
(MBA) IN MANAGEMENT
DEPARTMENT OF MANAGEMENT, FACULTY OF BUSINESS
ADMINISTRATION, UNIVERSITY OF NIGERIA, ENUGU
CAMPUS
SUPERVISOR: DR U. J. F. EWURUM
TABLE OF CONTENTS
Title Page = = = = = = = = =
Table of content = = = = = = = i-iii
List of Tables = = = = = = = iv
Abstract = = = = = = = = v
CHAPTER ONE
Introduction
1.1 Background to the study = = = = 1
1.2 Statement of problem = = = = = 4
1.3 Objectives of the study = = = = = 5
1.4 Research Questions = = = = = 5
1.5 Significance of the study = = = = 6
1.6 Scope and limitations of the study = = = 6
CHAPTER TWO
Literature Review
2.1 Meaning of Human Resources/Capital = = 9
2.2 Human capital Planning = = = = 10
2.2.1 Recruitment = = = = = = 12
2.2.2 Selection = = = = = = = 12
2.2.3 Placement = = = = = = = 13
2.3 Human Capital Development = = = = 13
2.4 Objectives of Human capital Development in
The Banking Industry = = = = = 15
2.5 Determination of Human capital
Development Needs in Banks = = = 16
2.5.1 Bank Training and Development Needs = = 16
2.5.2 Individual Training Needs = = = = 17
2.6 Levels of Training and Development = = 17
2.6.1 Supervisory Training = = = = = 18
2.6.2 Management Training and Development = = 19
2.7 Human capital Training and Development
Programmes in the Banking Industry = = 20
2.7.1 Orientation/Induction = = = = = 20
2.7.2 On-the-job Training = = = = = 21
2.7.3 In-Service Training = = = = = 21
2.7.4 Off-the-Job Training = = = = = 22
2.7.5 Other Training Programmes = = = = 22
2.7.6 Staff Development Programmes = = = 22
2.8 Evaluation Training and Development = = 22
2.9 Implications of Human Capital Development for
Growth and sustainability = = = = 24
2.10 Summary of the Review = = = = 25
CHAPTER THREE
Research Methodology
3.1 Research Design = = = = = = 29
3.2 Area of Study = = = = = = 29
3.3 Sources of Data = = = = = = 29
3.3.1 Primary Sources = = = = = = 29
3.3.2 Secondary Sources = = = = = 30
3.4 Population = = = = = = = 30
3.5 Sample size Determination = = = = 30
3.6 Instrument = = = = = = = 31
3.7 Method of Data Analysis = = = = 32
CHAPTER FOUR
4.1 Data Presentation and Analysis = = = 33
CHAPTER FIVE Summary of Findings, Conclusion and Recommendations
5.1 Major findings = = = = = = 43
5.2 Conclusion = = = = = = = 44
5.3 Recommendations = = = = = 44
5.4 Area of Further Study = = = = = 45
Bibliography = = = = = =
Questionnaire = = = = = =
ABSTRACT
Amongst inputs for production, human capital or resources is the most important asset; This is because other inputs are redundant except human capital put them into effect.
Therefore this studies review the effect of human capital development on sustainability and growth, on selected banks: First Bank Nigeria PLC., Union Bank Nigeria Plc., and Zenith Bank Nigeria PLC., in Enugu Metropolis.
Questionnaire was distributed to the banks staff and oral interview was employed. The Yaro Yamani technique and simple statistic table was used to analyse the response of the bankers on the effect of human capital development on sustainability and growth. Out of 153, ranging from Junior to management staff, that
returned their questionnaire, 96:1% said training and retraining of
staff is the backbone of sustainability and growth in the banking
sub- sector.
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
The importance of human resources to any business
organization has long been realized and stressed. This realization of
the value of human resources has let to the proposal by experts
that they should be classified as “assets”, hence the term “human
capital” (Anderson, 2005:18). To get the best out of the human
resources in an organization, there must be substantial and
meaningful investment on them.
Organizational objectives such as profit maximization, large
market share, and fulfilling social responsibility cannot be achieved
without an efficient work-force. Therefore, human capital
development is essential for sustainability and growth of an
organization. It is thus us, being realized now that the forces that
give life to an organization are the human energy and creativity
operating therein (Onodugo, 2000P: 168). Thus, no matter how
good and sophisticated capital and technology may be, it is of little
relevance to the organization’s goal when managed and operated
by underdeveloped human resources. They do not only lack
capacity but also the motivation to use other resources efficiently
towards the organizational ends (Ugbaja, 2005: 62).
In some organizations, only individuals who have acquired
skills on specific jobs are employed. But in others, individuals are
employed to be developed on- the -job as required by the
organization. In this case, it is believed that the individual, through
training and development programmes, will acquire the skill and
knowledge required for effective performance of the job (Nwatu,
2006: 72). However, human capital development must be based on
the need rather than meeting the requirements of the organization.
Such requirements must be accurately defined and the development
programme should be organized to exploit the potentials of the
employee or to correct the deficiencies in the level of their
performance (Ugwunna, 2007:151).
Today, the business environment is very dynamic and
undergoes rapid changes as a result of technological innovation,
increased awareness and changing demand of customers and the
environment generally. Business organizations, especially the
banking institutions, operate in a complex and competitive market
characterized by innovative changes. As a result, human capital in
these banks ought to be kept abreast with the continuous changes
in the banking environment (Isichei, 2006: 24). Thus includes
internal and external banking environments.
In order to be competitive and keep afloat, human capital
development should be on a continuous basis. In other words, bank
employees should be trained and re-trained continuously and
adequately motivated in order to stimulate high performance as this
is one sure way to make the business profitable, growing and self-
sustaining (Ajunwa, 2005: 63). As has been observed and stressed
in the financial sector, the ever-improving information and
communication technology and demands of stakeholders have
engendered keen competition, thus giving rise to the need for well
trained and retrained human capital.
With the continuous improvement in human capital in
response to the changing business environment, over time this will
lead to growth and sustainability. Thus, the critical success factor of
business organization is to have a pro-active human capital which
can anticipate the future and adjust in advance to ensure
continuous high performance which would ultimately lead to growth
and sustainability. The onus therefore lies with management to put
in place an appropriate and efficient mechanism for human capital
development (Osemene, 2007: 19).
Basically, there are two approaches to human capital
development for sustainability and growth-manufacturing and
growing approaches. The manufacturing approach is the most
popular to human capital development. This approach details the
processes through which human resources will be developed
without due consultations to the beneficiaries. To this end,
organizational members are selected, trained, developed, deployed,
promoted and appraised all within the context of the need of the
organization without prior input from the employees (Agundu,
2004: 72).
Unlike the manufacturing approach, the growing approach
grows talent rather than manufacture it. Once the individuals are
employed and deployed, they are allowed to develop into what they
are capable of becoming provided that proper condition for growth
is created. Emphasis is on providing or creating enabling
environment for growth rather than designing developmental
programme on techniques that suit only the organization.
Given the strategic role of human capital in the formation,
management, growth and sustenance of organizations, there is
need for continuous development in knowledge, behaviour and
skills of employees especially in telecommunication and financial
services industry where information and communication technology
and (ICT) underlie profitability, growth and competition. It is
against this background that this study is set to examine human
resource development for growth and sustainability in the banking
industry.
1.2 STATEMENT OF PROBLEM
Human capital development practices and processes face
several problems that inhibit their effectiveness for organizational
growth and sustainability. Firstly, the inability of Human Resource
Managers to properly identify and determine training and
development needs is a serious human capital development
problem as it not only leads to under development of employees
but also under-selection of employees for training.
Secondly, poor assessment of training and development
needs often lead to poorly designed and packaged training and
development programmes or syllabus. Thirdly, the use of
incompetent trainers to help in the development of employees also
undermine the efforts of management to have a well-trained human
resources in the organization.
Fourthly, lack of or inadequate training and development
facilities as well as management commitment also pose a threat to
human capital development. Fifth, irregular and poor
implementation of training and development programmes for
human capital also affect growth and sustainability.
Finally, lack of motivation and ineffective system of evaluating
training and development programmes for human capital
undermine their effectiveness. The problem of this study is
therefore to show how these factors adversely affect human capital
development in banks
1.3 OBJECTIVES OF THE STUDY
The objectives of this study are:
1. To highlight the need for human capital development for
sustainability and growth in the banking industry.
2. To examine the human capital development strategies and
programmes in the banking industry.
3. To find out how human capital development ensures
sustainability and growth of commercial banks.
4. To assess the impact of human capital development on
productivity
5. To identify the constraints to effective human capital
development in the banking industry.
1.4 RESEARCH QUESTIONS
The following questions will be addressed in this study:
1. What is the need for human capital development for
sustainability and growth in the banking industry?
2. What are the strategies and programmes for human capital
development in the banking industry?
3. How does human capital development ensure sustainability
and growth in the banking industry?
4. How effective is human capital development on
productivity improvement in the banking industry?
5. What are the constraints to effective human capital
development in the banking industry?
6.
1.5 SIGNIFICANCE OF THE STUDY
The information generated by this study will be useful in
many respects. Firstly, management of corporate establishments
including private and public organizations will find this study useful.
This is because the issues it addressed are the key to business
success in this competitive era. The study will not only provide
information on the need for human capital development but how
effectively this can be planned and implemented for sustainability
and growth of the organization.
Secondly, the study will identify and analyze the problems
that hamper effective human capital development generally in
organizations. In doing this, it will also make useful suggestions on
how these problems can be tackled and resolved. These will be
recommended in the study.
Thirdly, the need for partnership between private institutions
and government in human capital development will be stressed in
this study. This will be useful to the government in particular as it
will be a panacea to the problem of poor human capital
development in the country.
Finally, the study will be useful to students who will carryout
studies in related field in the future. The study will serve as a
reference material.
1.6 SCOPE AND LIMITATIONS OF THE STUDY
This study is focused on human capital development in the
banking industry. However, the scope is restricted to three
commercial banks in Enugu metropolis. There are First Bank,
Union Bank and Zenith Bank of Nigeria, plc.
The main limitations to this study include:
1. Refusal of some of the banks’ staff to complete the
questionnaires or to be interviewed. This made primary
data collection a difficult exercise.
2. Inadequate finance at the disposal of the researcher which
made him unable to cover more banks in the study
especially those operating outside Enugu metropolis.
3. Time constraints.
Inadequate time at the disposal of the researcher made
this study nor to be completed within a record time.
CHAPTER TWO
2.0 LITERATURE REVIEW
In this chapter, the researcher reviews some relevant
literature on the subject matter.
2.1 MEANING OF HUMAN RESOURCES/CAPITAL
Human resources or capital simply means people employed in
an organization or, as Ugbaja (2005:3) puts it: the men and women
including boys and girls who are employed and are working to
achieve the goals of the organization. This implies that human
resources or capital are the employees in an organization. This
agrees with the view of Reckit (2004:6) who states that the people
working in an organization to achieve its objective constitutes its
human capital. These include the managers, supervisors,
accountants, internal auditors, operatives, secretaries, clerks among
others.
According to Azika (2004:26) human resources or capital
constitute the most important asset of an organization. No
organization ever functions without human resources or people
employed to work in it. Besides, no organization functions
effectively and efficiently without competent personnel working in
it. Dada (2005:52) observes that the importance of human
resources to an organization cannot be over emphasized.
Accordingly, they are the only resourceful asset of an organization.
They drive other resources of the organization towards
organizational goals.
This implies that other resources cannot function in the
organization without being manipulated by human resources or
capital it. According to Dada (2005:52) human resources are an
important asset that must be managed effectively so as to ensure
effective and efficient performance of the organization.
Human resources have unique characteristics. These include
resourcefulness. According to Aimiuwu (2004:18) these unique
features underscores their importance in organizations.
Organizational objectives such as profit maximization, large market
share, and growth cannot be achieved without human beings who
coordinate the activities of other resources in the organization.
2.2 HUMAN CAPITAL PLANNING
One essential and largely fundamental determinant of the
success of an organization is the quality of its human capital. This is
basically central to corporate achievement and, as such, must be an
integral part of the organizations visionary and budgetary process.
There is thus the need for human capital planning which is
concerned with marching human resources to organizational needs.
The management responsibility here involves ensuring that
the right number and kinds of people (human inputs) are available
at the right place and right time, and have the capability and
competence to work effectively and efficiently so as to achieve the
objective of the organization. It involves forecasting future needs
for employees of various types, comparing this need with the
present work force and determining the number and types of
employees to be recruited or phased out of the organization.
According to Fasuyi (2006:20) human capital planning
determines the number, quality, experience and qualification of
people required to work, in an organization. It examines
organizational needs and entails recruiting, selecting and placing
the right people on the right job at the right time. Fasuyi (2006:20)
states that every process of organization requires human capital
planning. Personnel activities like recruitment, selection placement,
training and development, promotion, transfer and discharge
requires adequate human capital planning.
In his analysis of human capital planning, Adewale (2005:2)
expresses that in devising the human resources plan, the focus
should be on the following;
(i) Determining the kind of skills and attributes required for
the various positions
(ii) Determining the number of people with the required skills
and attributes
(iii) Designing a strategy for attracting people imbued with
such skills and attributes
(iv) Thinking out ways of making the best use of such people
after offering them employment
(v) Devising ways of continually updating their skills,
diversifying their knowledge base and, thus, making them
to be flexible and dynamic such that they can easily adjust
to changing circumstances and situations.
(vi) Formalising policies and coming up with strategies as to
how best to retain its pool of human capital.
(vii) Developing ways by which available skills are maximally
utilized in order to guarantee the on-going functioning of
the organization.
2.2.1 RECRUITMENT.
According to Adewale (2005:42) recruitment is the first step in
the employment process which involves bringing in applicants for
interview after sifting applications and shortlisting. The purpose of
recruitment is to produce a shortlist of candidates who are worth
interviewing.
Candidates can be recruited from either internal or external
sources or both. Internal recruitment involves inter-departmental
transfer of personnel while external recruitment involves bringing in
candidates by advertising the vacancies or through employment
agencies, etc.
Adewale (2005:43) outlines the practical procedure in the
sifting of applications as follows.
i. Design a recruitment control sheet
ii. Compare applications with key criteria in job
specifications
iii. Sort applications into three categories of probables,
possibles and unsuitables
iv. Scrutinize the probables and possibles again to draw
up a short list for interview
v. Draw up an interview programme
vi. Invite the probables and possible candidates for
interview.
2.2.2 SELECTION.
This represents the second stage in the employment process.
According to Agundu (2004:32) its primary objective is to employ
competent and qualified candidates for the job. Consequently,
selection tests are conducted to determine the suitability of the
candidates. These include;
i. Intelligence test
ii. Aptitude test
iii. Attainment test
iv. Personality test
2.2.3 PLACEMENT
This represents the last stage in the employment process. It is
the deployment of successful candidates to their appropriate
positions (Agundu, 2004:33). This usually occurs after successful
medical examination of the candidate
2.3 HUMAN CAPITAL DEVELOPMENT.
The concept of human capital development is a very broad
one that elicits varying definitions and meanings. This involves
providing employees with additional training or education to
enhance performance and avoid human obsolescence. In its simple
and general context, human capital development refers to the
process by which employees are exposed to acquire the requisite
skills for the development of the organization (Onodugo, 2000:169).
It involves all processes associated with acquiring and increasing
the number of persons who have education, skills, experience, and
the motivation necessary for the development of corporate goals.
Putting it in a more practical term, Egungwu (2002:6) sees
human capital development as systematized continuous job-related
education, job-related training and job-assignment which
organizations provide for their employees during their working lives.
It is generally believed that through the process of human capital
development employees and organizational members will, among
other things;
i. Increase their possibilities of performing their duties
efficiently, effectively and productively
ii. Contribute realistically to the achievement of organizational
goals
iii. Enhance their ability to be promoted and attain
advancement in career build-up and
iv. Acquire skills and personal development that will avail for
them even after active work life (Onodugo, 2000:169-170).
A syntheses of all these definitions will identify certain key
attributes associated with human capital development to include:
i. Acquisition of the right kind and number of personnel
ii. Proper development through training and education and
iii. Continuous on-the-job training.
All with a view to realizing organizational goals.
In his own analysis, Imaga (2000:145) states that human
capital development is the process of increasing the knowledge, the
skills, and capacities of all the people in an organization in particular
and in a society in general. In economic terms it could be described
as the accumulation of human capital and its effective investment in
the organization.
Imaga (2000:146) explains that human capitals are developed
in many ways. The most obvious is by formal education, beginning
with primary or first-level education, continuing with various forms
of secondary education, and then higher education including the
colleges, universities and higher technical institutes.
Second, human capital are also developed “on-the-job”
through systematic or informal training programme in employing
establishments: in adult education programmes and through
membership in various political, social, religious and cultural groups.
A third process is self-development, as individuals seek to acquire
greater knowledge, skills or capabilities through preparation on their
own initiative by taking formal or correspondence courses, by
reading or by learning from others in informal contacts.
According to Imaga, (2000:146) in a societal context, two
other processes of human capital development are improvements in
nutrition (which increases the working capacity of people on a man-
hour basis) and health of the working population through better
medical and public health programmes.
2.4 OBJECTIVES OF HUMAN CAPITAL DEVELOPMENT IN
THE BANKING INDUSTRY
Human capital development is undertaken in banking
institutions so as to achieve several objectives.
According to Ahamba (2006:13) these are to;
i. Enable the staff-trainee to acquire the basic and requisite
skills as well as to enhance their skills for performing
specific tasks in the institution.
ii. Ensure that the day-to-day operations, routines and
procedures in banking institutions are conducted more
effectively and that the staff becomes more productive
after training.
iii. Provide such education and training that will equip staff-
trainee to meet the more extensive and complex problems
relating to management, administration, finance and
customer services, and concepts that may be useful for
present and future work. This implies that human capital
development programmes are aimed at preparing the staff
not only for current but also for future work.
In addition to improving staff capability, Anunobi (2006:19)
posits that human capital development programmes are aimed at
making in direct impact on the bank. The resultant improvement in
productivity and efficiency of the staff after training goes a long
way in enhancing the overall performance of the bank and in
achieving its corporate goals.
2.5 DETERMINATION OF HUMAN CAPITAL DEVELOPMENT
NEEDS IN BANKS.
The training and development needs of any bank fall into two
categories both of which are inter dependent. These are;
a. Bank training and Development Needs
b. Individual Training Needs
2.5.1 BANK TRAINING AND DEVELOPMENT NEEDS.
According to Ighodaro (2005:16) training and development
should not be undertaken for their own sake. They must be geared
to the objectives of the bank. No bank can plan a realistic training
and development programmes unless a thorough diagnosis of the
present human capital positions has been made and the bank’s
future plans and the types of human capital required have been
decided upon.
It is therefore essential to know what the present skills are
and based on the objectives of the bank, what training is required
to meet the development of the necessary skills for the
achievement of the bank’s objectives. Ighodaro (2005:17) advances
the following relevant questions;
a. Present position
i. What human capital do we need?
ii. What training have they had?
iii. What are the deficiencies or what skills are they lacking?
b. Based on Bank’s objectives
i. Who needs to be trained?
ii. What categories of employees or staff need special training
programmes?
iii. How many of each category need to be trained?
iv. How much time is available for the training?
2.5.2 INDIVIDUAL TRAINING NEEDS
As in the case of the bank needs, Ighodaro (2005:17) states
that certain basic questions have to be asked with regard to the
training needs of individual staff. These are;
i. What does the staff have to do?
ii. What particular skills does he need in order to do the job
effectively?
iii. What skill has the got?
iv. What skills must be acquired to be able to do the job?
In order to know what skills the job requires, it will be necessary to
do a job analysis and job description bringing out clearly the various
tasks and responsibilities involved in the job (Adewale, 2005:43).
2.6 LEVELS OF TRAINING AND DEVELOPMENT
Generally, there are three levels of training and development
for human capital. These are operative, supervisory and
management. But for the purpose of our study we shall deal with
supervisory and management levels since operative training obtains
only in manufacturing companies
2.6.1 SUPERVISORY TRAINING.
Armstrong (2004:116) defines a supervisor as some one who
exercises control by actual overseeing, inspection and direction in
the area of operations. Therefore, a training programme for the
supervisor should take into account the fact that his job involves
‘overseeing, inspection and direction in the area of operation’.
In planning for supervisory training, the following steps have
been suggested;
i. An analysis of the different types of supervisors in order to
establish what knowledge and skills they need to have such
an analysis will clarify the duties of each supervisory position
being based on what actually happens as opposed to what
managers and supervisors think the job involves
According to Armstrong (2004:116) it also indicates the
standards to be set in selecting new supervisors as the
analysis will throw up what personal qualities, educational
background and experience the superior should have.
Finally, an analysis can create a social atmosphere in which
training can succeed, because the insight and mutual
understanding achieved by managers and supervisors in the
process of clarifying duties is the first and the most important
part of the training process itself.
ii. Appraisal of the skills and knowledge of existing or potential
supervisors in order to identify their training needs. It is
necessary here to point of that appraisal here is in respect of
individual’s performance.
iii. The third stage is the planned training of the supervisor(s).
This training might include on-the-job training and planned
experience. Where necessary, formal training courses may be
used at this stage.
iv. The final stage is concerned with the follow-up of the analysis
made, appraisal and the planning of individual programmes in
order to ensure that the programmes drawn up are meeting
the needs as identified and, therefore, justified in terms of
improved performance on the job.
2.6.2 MANAGEMENT TRAINING AND DEVELOPMENT.
Dillinger (2003:211) defines Management training and
development as the process of developing manager’s knowledge,
skills and attitudes through instruction, demonstration, practice and
planned experience to meet the present and future needs of the
organization. These are designed to give managers administrative
skills.
In order to achieve that purpose, Dillinger (2003:211)
suggests that the plan of management development should aim at;
i. Systematically transferring general management
knowledge, policies and procedures for managing the
organization to all managers.
ii. Appraising and maintaining an inventory of all candidates
named as qualified replacements for managerial positions
iii. Improving the present performance of all managers’ on-
the-job development methods directed at individual needs;
iv. Broadening managers for higher responsibility through
outside and on-the-job programmes, activities and courses.
Implementation of the management development plan will
involve analysis of training needs of managers and on-the-job
training. According to Ugbaja (2005:69) the performance appraisal
on the individual managers should show the skills, the areas of
strengths and weaknesses of the manager. From the appraisal also
it will be possible to find out what new skills and knowledge are
required by the manager for the next higher job. New skills will be
required where the organization plans to introduce new methods
technological changes, etc. Once the gap in the skills and
knowledge of the manager has been identified, the necessary
training plan can be arranged
A manager may attend courses but his development will not be
complete unless he has the opportunity to perform on the job.
Carrying out the responsibilities of a job helps greatly in the
development of a manager. It is therefore the duty of every
manager to use this important means to development himself and
his subordinates (Ugbaja, 2005:70).
2.7 HUMAN CAPITAL TRAINING AND DEVELOPMENT
PROGRAMMES IN THE BANKING INDUSTRY
Human capital can be trained and developed through various
programmes. Among these are;
2.7.1 ORIENTATION/INDUCTION
According to Osemene (2007:100) these are programmes
designed to acquaint new employees on the demands of the jobs
and the business environment. Normally, a few days are spent
introducing new employees around and explaining all there is to the
jobs to them. As well as the rules and regulations. The new
employees are given
enough opportunity to deeply understand their duties and learn
them for efficiency and higher productivity.
Orientation programme is essentially introductory. It makes
significant impact on employee behaviour and disposition.
2.7.2 ON- THE-JOB TRAINING
In this case, new employees without skills and knowledge of the
jobs are attached to old employees from whom they learn the job.
It is akin to apprenticeship programme or scheme. Someone
already on the job for long imparts knowledge in a new employee
attached to him. This helps the newly employed staff to acquire
skills and knowledge about the job. The techniques include;
(a) Coaching: This is a situation whereby a superior provides
guidance and counselling to subordinates in the course of
their regular job performance.
(b) Understudy: Here an employee works as a subordinate
partner with a boss so that eventually the subordinate can
assume, the full responsibilities and the duties of the
particular job.
(c) Job Rotation: This involves moving trainees from one
department to another in order to familiarize them with the
demands of each function in the departments. This is
prevalent in banks.
2.7.3 IN-SERVICE TRAINING
Under this programme, employees are sent to training
institutes such as the Chartered Institute of Bankers, (CIBN),
Financial Institutions Training Centre (FITC), Industrial Training
Fund (ITF), etc. it could also be in the form of in –house or vestible
training which takes place in the banks training facility within or
outside the premises of the bank (Isichei, 2006: 32).
2.7.4 OFF-THE-JOB TRAINING.
According to Isichei (2006:32) this sort of programme takes
the staff away from their jobs for a specific period and he under
goes courses offered by tertiary institutions and professional bodies
either on full or part – time basis. It is similar to in – service training
but the training need is determined by the individual and nor the
organization.
2.7.5 OTHER TRAINING PROGRAMMES.
Other training programmes include hands – on training,
informal and formal courses within the organization’s training
schools, coaching, understudy assignment, job rotation, staff
representation meeting, institutional representation meeting,
committee assignment self – development programmes, library
facilities, circular letters, staff materials, simulation, etc
(Nwatu,2005: 13)
2.7.6 STAFF DEVELOPMENT PROGRAMMES
These are programmes designed for development of
managerial and administrative staff or for top and middle
management cadres. The programmes include seminars, workshops
conferences, lectures, symposia, syndicates, short formal courses,
University Executive (MSC and PHD) programmes for professional
administrators, etc (Nwatu, 2005:13).
2.8 EVALUATION OF TRAINING AND DEVELOPMENT.
According to Dada (2005:54) an organization has to evaluate
its training and development programmes in terms of;
1. The needs which were identified and which were
expected to be met by the training and
2. The cost involved: what the evaluation is concerned
with is to determine whether changes in skills, knowledge
and attitudes have taken place as a result of the training.
Further, the process involves the determination of how far the skills
and knowledge acquired and the change in the attitudes have
helped the individual employee to contribute more effectively
towards the attainment of the organizational objectives.
Osemene (2007:105) remarks that the situation is further
complicated by the fact that achievement of objectives by an
individual may be a result of many factors, training received being
one of them. Evaluation of training and development programmes is
said to have two major aspects. According to Osemene (2007: 105)
the first is the assessment of whether or not the training results in
behaviour which furthers the achievement of organizational goals.
The second is that of comparing various possible means or
techniques of training to determine if any one or a combination of
techniques are superior for the purpose of achieving the desired
results.
Generally, it is relatively easier to measure the effectiveness
of operative training than supervisory/ management training.
According to Ahamba (2006:15) in the case of operative training a
performance standard can be set up against which actual output
can be measured. However, in order to evaluate the effectiveness
of supervisory/ managerial training, one might proceed as follows;
(i.) Analyze the task carried out by the Supervisor/ Manager in
order to determine what skills and knowledge are required.
(ii.) Measure the extent to which the supervisor/ Managers
possess the skills and knowledge identified. This
measurement can take the form of performance appraisal
of the individual Supervisor/ Manager.
The effects of the training can be analyzed in terms of technical
knowledge, cost control and management of people.
2.9 IMPLICATIONS OF HUMAN CAPITAL DEVELOPMENT
FOR GROWTH AND SUSTAINABILITY
Effective human capital and development programmes have positive
implications for organizational growth and sustainability. There is no
doubt that the Nigerian banking lands Cape were characterized by
turbulence since the late 1980s, and was substantially brought
under relative stability since the mid-2000s. The causes of the
turbulence range from micro to macro economic and management
related factors. According to lyang (2006:17), the stabilization of
the banking industry calls for training and re-training of bankers for
sustainability and growth.
Training and re-training enable the bank workers to acquire
and enhance their skills and knowledge in line with the demand
current operations in the banking industry. Human capital
development therefore ensures that the crop of workers in the
sector are highly productive and make the banks competitive
enough not only for survival but for sustainability (Iyang, 2006:17).
Besides, the technological revolution in the banking industry
has outmoded “arm-chair” banking and has given way for “ITC-
based banking”. According to Adewale (2005:44), this calls for
continuous training and education of bank workers in modern
information and communication technology, (ICT). This has
improved the productivity of the workers and efficiency of bank
services. Not only has this made most of these banks to remain or
keep afloat but to grow over these years.
In line with this view, Osemence (2007:108) also asserts that
human capital development is inevitable in the banking industry
given the level of innovation and technological changes in the
industry. This implies that with effective human capital
development, the attendant overall effective and efficient
performance will lead to sustainability and growth of the banks.
2.10 SUMMARY OF THE REVIEW
Based on the literature reviewed, human resources or capital
means people employed in an organization to achieve its objective.
As the most important asset of an organization, other resources
depends on it to function effectively and efficiently in achieving
organization objectives such as profit-maximization, large market
share and growth.
The researcher reviewed, human capital planning as the means of
attracting the required quality of human capital, and as a
fundamental determinant of the planning which includes;
recruitment, selection and placement. And human capital
development involves. Providing employees with additional training
or education to enhance performance and avoid human
obsolescence.
Objectives of human capital development in the banking industry
are to achieve the following:
i. Enable the staff-trainee to acquire the basic and requisite
skills as well as to enhance their skills for performing specific
tasks in the institution.
ii. Ensure that the day-to-day operations, routine and procedure
in banking institution are conducted more effectively and that
the staff becomes more productive after training, etc.
Determinants of human capital development needs in bank are
bank training and development needs and individual training needs.
Training and development includes three level of operative,
supervisory and management training and development. Human
capital training and development programme in the banking
industry take the form of orientation/induction, on the job training,
in service-training, off-the-job training, staff development
programmes and other training programmes. Evaluation of training
and development was reviewed in terms of the needs which were
identified and which were expected to be met by the training and
the cost involved.
Conclusively, the implication of human capital development for
growth and sustainability was enumerated to be positive, especially
in the light of the stabilization of the banking industry which require
training and retraining of bankers.
REFERENCE
Adewale, A (2005) Managing Human organizations. Ibadan:
spectrum
Agunda, P (2004) Human Resources Management. Lagos:
Dominican publishers
Ahamba, E (2006) Human Resources Development; An industrial
Approach. Owerri: Fanz Press
Aimiuwu, A (2004) “impact of Globalization on Human Resource
Management” Management Journal vol 2 no 4
Anunobi, K (2006) “Imperatives of Human Capital Development”
Business Times. Monday May 12
Armstrong, C (2004) Management New York: Prentice hall Inc
Azika, H (2004) “Benefit of Human Capital Development “The
Economist. Vol 8 No 9
Dada, F (2005) “Staff Training and Development in The Banking
Industry “The Nigerian Banker Jan-Mar.
Dillinger, B (2003) Management London: Heinemann Publishing co.
Egungwu, S (2002) “Enhancing Productivity; Strategies and
Problems”
Management. Lagos: Intec
Fasuji, O (2006) “ Human Resources planning and Development”
Tribune . Mon. April 24
Imaga, E. U. L (2000) “Economic implications of Human Capital
Development “Business Management topics (ed) Enugu:
Oktek publishers
Ighodaro, E (2005) Human Capital Development. Benin City:
Ethiope Publishers
Iyang, M (2006) “ Implications of Human Capital Development for
Organizational Performance “Management Journal. Vol.4
No2
Isichei, O (2006) “ Concepts and Issues in Human Capital
Development” Management Benine City: Ethiope publishers
Nwatu, R (2006) Human Capital Investment. Enugu: JTC publishers
Onodugo, V (2000) “Human Resources Development On Bottom
line “Business Management Topics (ed). Enugu: Oktek
publishers
Osemene, O (2007) Human Resources Management; A Systematic
Approach. Lagos: Ilupeji publishing Co.
Reckit, C. (2004) Human Resources Management. London: Coleman
Inc.
Ugbaja, C. O. (2005) A Modern Approach to Management. Obosi:
Pacific Publishers.
CHAPTER THREEE
RESEARCH METHODOLOGY
In this chapter, the researcher describes and explains the
design and methodology of this study. Essentially, this includes
sources of data, method of data collection and analytical
techniques.
3.1 RESEACRH DESIGN
Research design is the plan or framework of the study (Odo,
2001:32). It is the plan for data collection, presentation and
analysis. By its design, this study is a descriptive survey research.
In a study of this nature, data were collected through a survey
carried out on a sample of respondents drawn from the study
population.
Questionnaire administration and interviews were the
methods of data collection. These methods generated primary data
which were used in addressing the research questions.
3.2 AREA OF STUDY
The study was carried out in three commercial banks in Enugu
metropolis. These were the first Bank of Nigeria, Union Bank of
Nigeria and Zenith Bank of Nigeria, Plc.
3.3 SOURCES OF DATA
These include primary and secondary sources.
3.3.1 PRIMARY SOURCES
These are the sources of fist-hand data used in the study.
Such data were collected directly from those covered by the study
and have not been used in any previous studies nor published in
any form. They include all the respondents and those orally
interviewed.
3.3.2 SECONDARY SOURCES
These are sources of second-hand data. Such data have been
used and published in different materials such as textbooks,
journals, magazines, newsletters, seminar and workshop papers.
3.4 POPULATION
The study population consists of management and staff of the
3 selected commercial banks in Enugu. Available records at the time
of the study show that they have a population of 523 altogether.
3.5 SAMPLE SIZE DETERMINATION AND SAMPLING
TECHNIQUE
The sample size is determined using the yaro Yamani (1964:
240) technique as show below:
N
N = 1 + N (e)2
Where N = Population
e = level of significance
I = A constant value
n = sample size i.e. the number of bankers
that was sampled for this research study.
Taking 80% or 0.08 level of significance, the sample size is
determined as follows:
523
n = 1 + 523 (0.08)2
= 523
1 + (523 x 0.0064)
= 523
1 + 3.3
= 523
3.3
= 158.4
= 158.
Thus, the sample size is 158. The simple random sampling
technique is applied in the sample selection. The distribution is
shown below;
BANK NUMBER %
a. First Bank 55 34.8
b. Union Bank 53 33.5
c. Zenith Bank 50 31.7
Total 158 100
3.6 INSTRUMENT
The instruments used in the collection of primary data are
questionnaires and interview schedule. The questionnaires are self-
administering. They contain both structured and unstructured
questions. The structured questions are multiple-choice types which
offer the respondents a range of options from which the
respondents are required to choose an answer.
The unstructured questions are the open-ended types that
require the respondents to provide the answers to the questions.
The interview schedule is orally administrated and generates oral
information.
3.7 METHOD OF DATA ANALYSIS
The responses to the questionnaires are presented in tables
as frequency distribution in the analysis of data, the techniques of
frequency and percentage are applied.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
In this chapter, the researcher presents and analyses the data
collected from respondents.
Table 4.1 Distribution and return of questionnaires
QUESTIONNAIRES NO %
A Number distributed 158 100
B Returned 153 96.8
C Not returned 5 3.2
D Discarded - -
E Analyzed 153 96.8
Source: survey, data, 2009.
The table shows that 96.8% of the questionnaires distributed
were returned. 3.2% were not returned. None was discarded.
Hence, 96.8% were analyzed.
Table 4.2 Sex Distribution of respondents.
SEX NO %
A Males 82 53.6
B Females 71 46.4
Total 153 100
Source: Survey data, 2009
The above table shows that 53.6% of the respondents are
males while 46.4% are females: thus, there were more males than
females in the study.
Table 4.3 Age Distribution of respondents.
AGE (Yrs) NO %
A Under 30 37 24.2
B 30 – 39 48 31.4
C 40 – 49 35 22.9
D 50 – 59 33 21.5
E 60 – above __ __
Total 153 100
Source; survey data, 2009
The table above shows that 24.2% are below 30years old.
314% are within 30-39 years old. 22.9% and 21.5% are within 40 –
49 and 50-59 years old respectively. This implies that majority of
the respondents are within 30 –39 years age bracket.
Table 4.4 Marital Distribution of Respondents.
MARITAL STATUS NO %
A Single 57 37.3
B Married 84 54.9
C Others 12 7.8
Total 153 100
Source: Survey data, 2009
From the table, it can be seen that 37.3% of the respondents
are single. 54.9% are married while windows, widowers and
divorcees constitute 9.8%. Thus implies that most of the
respondents are married.
Table 4.5 Distribution according to educational qualification.
QUALIFICATION NO %
A FSLC - -
B WASC/SSC/Equivalent - -
C OND/NCE/ Equivalent 8 5.2
D HND/First Degree 72 47.1
E Masters Degree 54 35.1
F Others 19 12.4
Total 153 100
Source: survey data, 2009.
The table shows that none holder only FSLC or WASC/SSC.
But 5.2% hold OND/NCE/equivalent qualification. 47.1% hold
HND/First degree 35.1% hold masters degree while 12.4% hold
other professional qualifications from professional institutes.
Table 4.6 Distribution according to organizational status.
OPTIONS NO %
A Management 23 15
B Senior Staff 85 55.6
C Junior staff 45 29.4
Total 153 100
Source: survey data, 2009.
The table shows that 15% of the respondents belong to the
management staff. 55.6% belong to senior staff while 29.4%
belong to junior staff. This implies that most of the respondents
belongs to senior staff category.
Table 4.7 Responses to existence of human capital development in
the banks.
OPTIONS NO %
A Yes 153 100
B No __ __
Total 153 100
Source: Survey data, 2009
From the table above, it can be seen that all the respondents agree
that there is human capital development policy in banks. This
implies that the banks have training and development programmes
for career progression.
Table 4.8 Need for human capital development in the banks.
OPTIONS NO %
A To inculcate the skills and
knowledge required in new
staff
20 13.1
B To upgrade the skills and
knowledge of old
employees
23 15
C To meet the challenges of
technological innovations
22 14.4
D To acquire the skills
required in a competitive
market
21 13.7
E To enhance human capital
resourcefulness
26 17
F All of the above 41 26.8
Total 153 100
Source: Survey data, 2009.
The table above shows that 13.1% indicate that the need for
human capital development in the bank is to inculcate the skills and
knowledge required in new staff. 15% indicate that it is to upgrade
the skills and knowledge of old employees. 14.4% indicates that it
is to meet the challenges of technological innovations. 13.9%
indicate that it is to acquire the skills required in the competitive
market. 17% indicate that it is to enhance human resourcefulness
while 26.8% indicates all of the above.
There is need for initial training of new staff as it enables
them to acquire the basic knowledge and skill for their jobs. As
changes take place in techniques of job performance, there is need
to keep employees abreast with their job requirements through
constant re-training and development programmes. These ensure
that the employees are highly skilled not only in their current jobs
but skilled enough to meet the challenges of changing technology
and competitive market situation.
In sum, there is need to enhance employee resourcefulness
through constant retraining and development programmes.
Table 4.9 responses to human capital development ensuring
sustainability and growth through enhanced productivity.
OPTIONS NO %
A Yes 143 93.5
B No 10 6.5
Total 153 100
Source: Survey Data, 2009.
The table shows that 93.50% agree that human capital
development ensures sustainability and growth through enhanced
productivity while 6.5% disagree. Effective human capital
development increases both the productivity and efficiency of
workers. It makes them highly skilled and capable of meeting
challenges arising from the competitive market environment.
This ensures sustainability and growth of the banks over the
period.
Table 4.10 Strategies/Programmes” For human capital
development.
OPTIONS NO %
A On-the-job training 23 15
B Off-the-job training 16 10.5
C Seminars and workshops 40 26.1
D Conferences 20 13.1
E All of the above 33 21.6
F Others 21 13.7
Total 153 100
Source: survey data, 2009.
From the table, it can be seen that 15% indicate that the
strategy for human capital development in the banks is on-the-job
training. 10.5% indicate off-the-job training 26.1% indicate
seminars and workshops. 13.1% indicate conferences. 21.6%
indicate all of the above. 13.7% indicate other strategies such as
simulation, under studying, symposia, etc
Table 4.11 Responses to the strategies being skill-enhancing
OPTION NO %
A Yes 145 94.8
B No 8 5.2
Total 153 100
Source: Survey data, 2009.
The table indicates that 94.8% agree that the human capital
development strategies enhance skills while 5.2% disagree.
As a matter of fact, effective human capital programmes
inculcate basic knowledge and upgrade skill. This is particularly true
in the banking industry where competition is high.
Table 4.12 Other ways through which human capital
development ensures sustainability and growth
OPTIONS NO %
A Efficiency in providing
banking services
49 32
B Improved competitiveness 45 29.4
C Effective customer-
relations management
28 18.3
D All of the above 31 20.3
Total 153 100
Source: survey data, 2009.
From the table above, it can be seen that 32% indicates that
another way through which human capital development ensures
sustain-ability and growth is efficiency in providing banking services.
29.4% indicate improved competitiveness. 18.3% indicate effective
customer relationship management. 20.3% indicate all of the
above.
Efficient provision of banking services includes increased
deposit taking, effective credit management, adequate returns on
investment, huge performing loans and high profitability as well as
effective customer-relations. All these improve banks
competitiveness and ensure competitiveness and growth.
Table 4.13 Extent to which effective human capital
development improves productivity
OPTIONS NO %
A Large Extent 121 79.1
B Little extent 32 20.9
C Not at all - -
Total 153 100
Source: survey data, 2009.
This shows that 79.1% indicate that human capital
development is effective in improving productivity to a large extent.
20.9% indicate that it is to a little extent while none indicate not at
all. Effective human capital development does not only increase the
skills and knowledge of workers but is a source of motivation. This
highly enhances the productivity of workers.
Table 4.14 Responses to human capital development ensuring
sustainability and growth through acquisition of
skills in ICT.
OPTIONS NO %
A Yes 149 97.4
B No 4 2.6
Total 153 100
Source: field survey, 2009.
This shows that 97.4% agree that Human Capital
Development ensures sustainability and growth through acquisition
of skills in ICT while 2.6% disagree. ICTS are modern
communication technology known for the speed and accuracy in
data processing analysis and interpretation. Their application makes
banking services efficient.
Table 4.15 Responses to human capital development
impacting positively on sustainability and growth of banks.
OPTIONS NO %
A Yes 147 96.1
B No 6 3.9
Total 153 100
Source: Field survey, 2009.
This shows that 96.1% agree that human capital development
positively impacts on sustainability and growth of banks while 3.9%
disagree.
On the constraints to effective human capital development,
the following factors were highlighted by respondents:
i) Inability to identify and determine training and
development needs
ii) Poor assessment of training and development needs.
iii) Use of incompetent trainers
iv) Inadequate training facilities and management
commitment
v) Irregular training and development programmes
vi) Ineffective system of evaluating training and
development programmes and
vii) Ineffective system of rewards for motivating successful
trainees.
CHAPTER FIVE
SUMMARY OF THE FINDINGS, CONCLUSION AND
RECOMMENDATIONS
5.1 MAJOR FINDINGS:
The following are the major findings of the study;
- The need for human capital development include
inculcating the skills and knowledge requires in new
staff, upgrading the skills and knowledge of old
employees, meeting the challenges of technological
innovation acquiring the skills required in the
competitive market and enhancing human capital
resourcefulness.
- The human capital development strategies include on
the job training, off-the –job training, seminars and
workshops and conferences as well as simulations and
symposia.
- Human capital development also ensures sustainability
and growth through efficiency in provision of banking
services, improved competitiveness and effective
customer-relations management.
- Effective human capital development enhances
productivity and ensures sustainability and growth
through acquisition of skills in ICTS. It also impacts
positively on Banks sustainability and growth.
- The constraints to effective human capital development
included inability to identify and determine training and
development needs, poor assessment of training and
development needs, use of incompetent trainers,
inadequate training facilities and management
commitment, irregular training and development
programmes, ineffective system of evaluating training
and development programmes and ineffective system of
reward for motivating successful trainees.
5.2 CONCLUSION
The need for human capital development for sustainability
and growth arises essentially from the fact that there are constant
changes in the business environment. The challengers of these
changes makes it imperative for human capital to be constantly
trained and retrained in order to meet such challenges. This is the
only way banks can ensure sustainability and growth in their
competitive marketing environment.
Effective human capital development ensures sustainability
and growth through enhanced productivity, efficient provision of
banking services, improved competitiveness, effective customer-
relations management and acquiring skills in ICTS. Thus, effective
human capital development improves productivity to a large extent
and impacts significantly on sustainability and growth of banking
institutions.
5.3 RECOMMEDNATIONS
In the face of constant changes in the banking industry with
its challenges to sustainability and growth, the following
recommendations are made;
1. The Human resource manage should ensure that proper
identification, determination and assessment of human
capital needs in the bank. This will ensure that the right
number and calibre of staff are selected for the training
and development programmes.
2. There should be regular research on developments in
the banking environment that require training and
upgrading of employees. Thus will enable the right
training and development programmes to be designed
and implemented so as to keep the employees abreast
with the developments.
3. The whole programmes should be holistically designed.
This includes ensuring that the syllabus contains what is
required of the employees to know, competent trainers,
adequate training facilities and regularity of the
programmes.
4. There should be effective evaluation techniques for the
programmes. Thus should be essentially practical and
will enable management to identify any deficiency in the
programmes. When this is done, remedial measures
would follow.
5. There should be adequate and effective system of
rewording successful trainees. This includes promotion,
advancement and status enhancement as well as
increased responsibility. These will serve as motivations
for effective participation in staff training and
development programmes.
6. Finally, the programmes should be regularly carried out
to enhance productivity of staff, which is imperative for
sustainability and growth.
5.4 AREA OF FURTHER STUDY
Having studied Human Capital development for sustainability
and growth; A study of selected Banks. It is germane at this point
to initiate further research aimed at investigating Human Capital
development for sustainability and growth: A study of selected
government owned non bank Revenue collection Agencies.
Department of Management Faculty of Business Admin. School of Post Graduate Studies UNEC November, 2009.
Dear Respondent,
I am a Post Graduate Student in the above-named Institution
carrying out a study on Human Capital Development for
sustainability and growth in the banking industry. I want you to
provide the information required in this questionnaire.
The purpose of the study is purely academic and so the
information you provide will be treated with the stricted
confidentially.
Thanks for your Co-operation.
I am, Yours faithfully
UMEZURUIKE, EMMANUEL
QUESTIONNAIRE
Instruction; please, tick ( ) in the box that indicates your choice of
answer. Otherwise answer, the questions where necessary.
3. Name _____ _____ _____ _____
4. Sex; (a) Male (b) Female
5. Age; (a) Under 30 yrs (b) 30-39 Yrs
(c) 40-49yrs (d) 50 – 59 yrs (e) 60 yrs & above
4. Marital statue; (a) Single (b) Married
(c) Others (specify)
5. Educational qualification held? (a) FSLC
(b) WASC/SSC/Equivalent. (c) OND/NCE
(d) HND/First Degree. (e) Masters Degree
6. Indicate your organizational status. (a) Management staff
(b) Senior staff (c) junior staff
7. Is there a human capital development policy in this bank?
(a) Yes (b) No
8. What is the need for human capital development in this bank?
(a) To inculcate the skills and knowledge required in the new
staff
(b) To up grade the skills and knowledge of old employees
(c) To meet the challenges of technological innovations
(d) To acquire the skills required in the competitive market
(e) To enhance human capital resource- fullness
(f) All of the above
9. Do you agree that human capital development ensures
sustainability and growth through enhanced productively?
(a) Yes (b) No
10. What are the strategies/ programmes for human capital
development? (a) On- the Job training (b) off – the
Job training (c) Seminars and workshops (d)
Conferences (e) All of the above (f) Others
(specify)
11. Do you think that the strategies are skills enhancing?
(a) Yes (b) No
12. In what other ways does human capital development ensure
sustainability and growth? (a) Efficiency in providing banking
services (b) Improved competitiveness
(c) Effective customer – relations management
(d) All of the above
13. To what extent do you think that human capital development
is effective in improving productively? (a) Large extent
(b) Little extent (c) Not at all
14. Do you think that human capital development ensures
sustainability and growth through acquisition of skills in ICT?
(a) Yes (b) No
15. Do you agree that human capital development positively
impacts on sustainability and growth of the bank? (a) Yes (b) No
16. In your opinion, what are the constraints on effective human
capital development? ______ _____ _____ _____
_____ _____ _____ _____ _____ _____ _____
_____ _____ _____ _____ _____
LIST OF TABLES
Table 4.1 Distribution and Return of Questionnaires 33
Table 4.2 Sex Distribution of Respondents = = 33
Table 4.3 Age Distributions of Respondents = = 34
Table 4.4 Marital Distributions of Respondents = 34
Table 4.5 Distribution according to educational qualification 35
Table 4.6 Distribution according to organizational status 35
Table 4.7 Respondents to existence of Human Capital
Development in the banks = = = 36
Table 4.8 Need for Human Capital Development in the Bank 37
Table 4.9 Respondents to Human capital Development ensuring
sustainability and growth through enhanced productivity
Table 4.10 Strategies/Programmes for Human capital Development
Table 4.11 Respondents to the strategies being skill-enhancing =
Table 4.12 Other ways through which Human Capital Development
ensures sustainability and growth = = 40
Table 4.13 Extent to which Human Capital Development Improves
Productivity = = = = = = 41
Table 4.14 Respondents to Human Capital Development Ensuring
sustainability and growth through acquisition of skills
Table 4.15 Respondents to human capital Development impacting
positively on sustainability and growth of Bank = 42
REFERENCE
Adewale, A (2005) Managing Human organizations. Ibadan:
spectrum
Agunda, P (2004) Human Resources Management. Lagos:
Dominican publishers
Ajunwa, B (2005) “Challenges of Human Capital Development In
Banks” The Nigerian Tribune. Mon. May 25
Ahamba, E (2006) Human Resources Development; An industrial
Approach. Owerri: Fanz Press
Aimiuwu, A (2004) “impact of Globalization on Human Resource
Management” Management Journal vol 2 no 4
Anderson, F. (2005) Human Resources Planning And Development.
New York: Prentice-Hall Inc.
Anunobi, K (2006) “Imperatives of Human Capital Development”
Business Times. Monday may 12
Armstrong, C (2004) Management New York: Prentice hall Inc
Azika, H (2004) “Benefit of Human Capital Development “The
Economist. Vol 8 No 9
Dada, F (2005) “Staff Training and Development in The Banking
Industry “The Nigerian Banker Jan-Mar.
Dillinger, B (2003) Management London: Heinemann Publishing co.
Egungwu, S (2002) “Enhancing Productivity; Strategies and
Problems”
Management. Lagos: Intec
Fasuji, O (2006) “ Human Resources planning and Development”
Tribune . Mon. April 24
Image, E. U. L (2000) “Economic implications of Human Capital
Development “Business Management topics (ed) Enugu:
Oktek publishers
Ighodaro, E (2005) Human Capital Development. Benin City:
Ethiope Publishers
Iyang, M (2006) “ Implications of Human Capital Development for
Organizational Performance “Management Journal. Vol.4
No2
Isichei, O (2006) “ Concepts and Issues in Human Capital
Development” Management Benine City: Ethiope publishers
Nwatu, R (2006) Human Capital Investment. Enugu: JTC publishers
Onodugo, V (2000) “Human Resources Development On Bottom
line “Business Management Topics (ed). Enugu: Oktek
publishers
Osemene, O (2007) Human Resources Management; A Systematic
Approach. Lagos: Ilupeji publishing Co.
Reckit, C. (2004) Human Resources Management. London: Coleman
Inc.
Ugbaja, C. O. (2005) A Modern Approach to Management. Obosi:
Pacific Publishers.
Ugwunna, C. (2006). Human Resource Management Concepts,
Issues And Strategies. Port Harcourt: Creek Publishing Co.
