CHAPTER ONE 1.0 INTRODUCTION 1.1 Background to the Study.

In any business organization, it has been long accepted that the realization of business objectives in both private and public corporation cannot be fulfilled without manpower to co-ordinate the activities of the organization by coordinating other factors of production i.e. land, labor and capital. Therefore, in building an efficient labor force, it would requires not only proper selection of manpower needs but also regular training of selected manpower to enable them acquire necessary knowledge and skills for their tasks, assignments or jobs. Training is meant to prepare employees or workers for future tasks, roles and responsibilities. Therefore, it is the duty and price that organization has to pay in making sure that a sizeable amount of funds is budgeted to personnel department for the purpose of organizing training and development of the organization workers at all levels and at regular interval either through inplant i.e. on-the-job training or vocational courses i.e. sending them but to attend seminars and other training programs outside the organization. Manpower training is an on-going i.e. continuous activity in this study. Therefore, it is important to analyze the concept and assess the strength and weakness existing strategies, policies and institutional arrangement with a view to recommending the improved design for new one. This is necessary so as to enable the researcher evaluate the present job performance and pave way for more efficient and result oriented workforce in banking industry, most especially, in the First Bank Nigeria plc, Apata, Ibadan, the study matter or focus. The study will focus on the evaluation of all formal training activities designed to broaden the knowledge and strengthen the skills as they affect the behaviors and attitudes of private and corporate customers. The main objective of training is to improve on the current performance and provide a suitable trained staff to meet present and future tasks and future needs. There is no doubt that planned training programs will return value to the organization in terms of increased productivity, high morals, reduce costs i.e. reduction in wastages e.t.c. above all, the organization will become more stable and flexible to adapt to changing environment. Historical Background of First Bank of Nigeria Plc. First Bank of Nigeria plc; is the pioneer and premier banking institution in Nigeria. The bank has its origin in a British bank called African Banking Corporation (ABC) which established a branch in Lagos in 1892 through the effort of sir. Alfred Lewis Jones, a shipping magnate and chairman of elder Dempster and Company and Mr. George Neville as the company agent in Lagos. In 1893, the branch was acquired by elder Dempster and company, and on march 31st 1894, the Bank of British West Africa (BBWA) was registered as a limited liability company with sir. Alfred Lewis Jones as the companys founding chairman. The bank commence business operation at its headquarter in Liverpool, England, with a paid up capital of twelve thousand

pounds sterling (12, 000). Its Lagos office at marina was opened on May 4, 1894 and since then the bank has grown into a formidable size weathering great and turbulent economic storms of both the pre and post independent era in Nigeria. Today, the bank has become the most captivating story in the banking industry with over a century years of banking services to the nation. In 1896, a branch of B.B.W.A. was open in Accra gold coast (now Ghana). Another one was established in Freetown, Sierra Leone in 1898 and in 1902, another branch was also sited in Banjul, Gambia. The second branch in Nigeria was opened in Calabar in 1900 and few years later, their services has extended to northern part of the country with the opening of Zaria branch in 1912. also in 1912, Bank of British West Africa (BBWA) further demonstrated its growth intentions by absorbing another bank called the Anglo African Bank (AAB), later, bank of Nigeria established in bank of British west African was renamed Bank of West African (BWA)ifl 1957 to reflect the new independent status of West African countries served by the bank. Again in 1966 Bank of West African merged with Standard Chartered Bank resulting in,. a change of the bank to Standard Bank of West African (SBWA) following the promulgation of the companys decree of 1968 and banking decree of 1969. The bank was incorporated locally and renamed Standard Bank of Nigeria limited. In 1972, standard chartered bank gradually began to reduce its shares from 60% to 40% in line with the provision of the indigenization decree. Today, standard bank has 38% of total equity. In order to reflect its Nigeria majority share holding and to underscore its pioneering status in the field of modern competitive banking, the name was changed to first bank Nigeria limited in 1979, and in 1991, the name was changed to first bank of Nigeria plc. In 1985, the bank introduced a decentralized structure with five regional administrations. To further enhance the banks operational efficiency, this was reconfigured to sixteen area office in 2003. In view of the forgoing, it was therefore a natural progression when in 2001 the bank began the process of transforming its corporate identity to reflect its rejuvenated focus. The transformational process which began in earnest in 2001 gained momentum in 2003 and was launched on Tuesday, April 27, 2004 with the introduction of new corporate identity. First Bank got listed on the Nigeria Stock Exchange (NSE) in March 1971 and has won the NSE presidents merit award eleven times for the best financial report in the banking sector. In line with the banks mission statement remain true to our name by providing the best financial services possible and its brand essence dependably dynamic, the bank will consistently transform itself as it forges ahead in its second century of qualitative banking to the nation.

First Bank of Nigeria plc; is reputed to have over 350 branches in Nigeria in all the thirty-six states of the federation including the federal capital territory, Abuja. There is also a branch in London, England and few other countries of the world, and staff strength of over 20,000. The first bank group is the largest finance group in Nigeria. It is made up of: 1. First Bank Nigeria plc. (Commercial Banking). 2. FBN bank (UK) limited. 3. FBN insurance brokers limited. 4. FBN mortgages ltd. 5. First Dependents Limited. 6. First Funds Nigeria Limited. 7. First Pension Funds Custodian Limited. (Custodian Services). 8. First Registrars Nigeria Limited. 9. First Trustees Nigeria Limited. (Trusteeship Services). The only off-shore operation is the First Bank Nigeria plc; South Africa representative office. Also, there are such affiliate companies as follows: 1. Valucard Nigeria plc. 2. Kakawa discount house limited. 3. Banque International du Benin, Cotonou, Benin Republic (BIBE). 4. African Export Import Bank Limited, Cairo, Egypt (Afroexim). Nature of Business. First Bank Nigeria plc; provides comprehensive range of commercial banking services geared towards continuing development of nations economy. At the outset, the bank concentrated on agricultural export and general commerce. However, with developments in the economy, the mass-market orientation was complemented with development of skills and capabilities to service the corporate customers segment of the market today. First Bank offers service to cater for customers needs across the broad spectrum of the market, from retail to commercial, corporate and international customers. First Bank Nigeria plc; is said to see itself not merely as a provider of banking services, but also to render financial services to other related financial institutions. The services provided by First Bank Nigeria plc; can be broadly classified as follows: (i). Deposit Collection: These includes current account, savings account, fixed deposit, short term deposit, certificate of deposit and night savings. (ii). Fund Transmission: These includes cheque, direct debit, standing order/periodic payments, bank drafts, certified cheque, mail transfer, telegraphic transfer e.t.c.

(iii). Foreign Operations: These includes foreign draft, mail telegraph i.e. transfer letter of credit, domiciliary account, bills of collection and settlements, western union money transfer e.t.c. (iv). Credit: These includes overdraft, loan syndication, discounting bill acceptance, bonds and guarantee, commercial papers e.t.c. (v). Financial Services: These include status enquiry, custody, business advisory services and registrar-ship e.t.c. it also undertakes trusteeship through wholly owned subsidiary called First Trustees Nigeria Limited. (vi). Development Of Banking Services: First Bank of Nigeria plc; participates in various economic recovery schemes such as the National Economic Reconstruction Fund (NERFUND); Small and Medium Enterprise (SME) loan scheme, Africa Development Bank/ Export Stimulation Scheme (ADB/ESS) e.t.c. a development unit is also said to be established within the corporate finance division. (vii). Export Services: In line with the federal government objective to diversifying the countrys foreign exchange earning source of revenue from relying on crude oil export alone, therefore non-oil exporting materials e.g. solid minerals sector are been develop and export units has been set up within the international division, in addition to providing export financing, First Bank Nigeria plc; through its export unit actively engages in market search for exportable Nigera products through a wide network of correspondent banks to find overseas buyers for such products. The bank also provides advice on preparation of export products to meet the technical specification of prospective buyers. (viii). Other Services: Other services provided by first bank of Nigeria plc; as listed on their websites includes, products and services offering, first cash card, financing, internet banking, lending, MasterCard, Money transfer, Mortgages, U-first, ValUcard, Gb-first Cashcard, V-pay card, Glo M- banking, Electronic Payment Solution, Telephone Banking and Alert Banking services.. Objectives of the Organization. First bank of Nigeria plc; is one bank that strongly believes in the marketing concept as a business philosophy which recognizes the importance of the satisfaction of the customer as the bedrock and prime justification of its existence. The bank therefore, has as its major objective, the satisfaction of its customers wants and needs while still making a reasonable profit as long as banking and financing institution is concerned. The drive for customers satisfaction as an immediate objective gave rise to certain other objectives such as profit making, provision of employment and appreciation of the standard of living of the society by monitoring and providing the potential need of the society in banking industry. another objective of first bank Nigeria plc; is to increase the wealth of the owners of the business by satisfying the society needs through efficient and effective banking services. The bank has continuously played a positive role in both the economic and social life of the country since its inception. the bank was also concerned with what was the most important sector

of the country natural economy i.e. financing of agricultural sector of the economy, most especially the major cash crops e.g. cocoa and coffee for export which were the mainstay of the economy before the discovery of oil. 1.2 Statement of the problem. Although the training of manpower is to broaden the knowledge and increase skills of workers which expectedly would increase the efficiency and effectiveness of workers in the organizational activities. But it has been discovered that in some cases, some employees do not justify the huge amount of money expended on them by their organization through their low productivity, inefficiency anti ineffectiveness. The major problem to be analyzed therefore is how manpower training goals and objectives can be achieved by the organization. It should be noted that it is a statement of universal acceptance that efficiency and effectiveness of workers could only be achieved if and when they were given opportunity to attend training and developmental course(s) within and outside the organization. 1.3 Purpose of the Study. The observation will definitely be relevant for some important purpose. The study will be useful for assessing the efficiency of manpower training programs of banks in the markets. We are therefore likely to have a benchmark practicable for manpower training strategies. This will no doubt help in making appropriate decision pertaining to suitable financing pattern that would give optimal result when the programs are put in place. The above statement can be summarized as follows: (a) The study will help the human resources development and finance, executives effectively on their activities. (b) It will help in contributing to an increase in effective communication between manpower department i.e. human resources department and other departments to develop complementary awareness of both functions. (c)It will acquaint human resources department with current practices such that changes can be made accordingly. With these, the study will make it possible to gain an insight into a particular industry performance and possibilities of enhancing such performance and results to serve as a guide to present standard of operation and future operational activities. It can also serve as a source of information for further research. 1.4 Research Questions/Statement of Hypothesis: The research questions are usually posed by the researchers and when answered, could lead to the solution of the problem under investigation. Therefore, the following questions are posed in relation to this research work titled The impact of manpower training on workers productivity in banking industry. (I) Is training sufficient enough to meet particular need in staff performance? (ii) Is it advisable to train all staff?

(iii) Is self development encouraged at all levels in the bank? (First Bank of Nigeria Plc;) (iv) Who benefits more from manpower training in an organization? The above research questions would lead to the formulation of the following hypotheses: Null hypothesis (Ho): There is no significance difference between trained and untrained workers. Alternative hypothesis (Hi): There is great significance difference between trained and untrained workers. 1.5 Significance of the Study: The research study is important because of the following reasons: (i) It increase workers skills and broaden their knowledge. (ii) It boosts workers morale; thereby enable them to contribute their best towards achieving organizational objectives. (iii) It reduces workers turnover because trained workers can handle both existing and new task confidently, efficiently and effectively. (iv) It helps in reducing wastages and costs. (v) It leads to standard, efficient and effective production. (vi) It increases workers loyalty and confidence in the organization.

1.6 Scope and limitation of Study: The research study will be to determine the relationship that exists between manpower training and the productivity of bargaining services as well as the cost effectiveness of such training programs. It will also be limited to the banks branch to be selected which is the first bank of Nigeria plc; Apata branch, Ibadan. The limitation of the study is due to some constraints encountered during the course of carrying out this research project. This includes: (I) Uncooperative attitudes of the respondents: Despite the fact that the researcher identified and introduced himself as student and the research study to be carry out to the bank management before embarking on the study within the organization, most of the respondents were still skeptical in giving correct and appropriate information in their response to the question asked, thereby frustrating the outcome or expected result of the study. (ii) Time Constraints: the limited time available to the researcher is another constraint that culminated to the limitation of the study. Nevertheless, the researcher makes use of the limited time to conduct to a certain and reasonable extent. (iii) Financial constraint: it was a known fact that not everybody were born with silver spoon and this applies to the researcher too. However, the researcher manages to make financial provision out of its meager income in carrying out the study to make it a success. (iv) Secrecy: the fact that one of the ethics of banking industry is to keep the account of their

customers in secrecy. Therefore, most vital information that are needed for the study were not made available to the researcher and the reason given is that they are confidential. 1.7 Definition of terms: For the purpose of this research work, the following terms will be used with their meaning explained below. (I) Manpower: These are the workforces that are available for a particular task, job or assignment at a particular period within a particular organization, community or society. (ii) Training: this is the acquisition of skills and knowledge to increase workers/employees performance on the present task and to prepare them adequately for the challenges of the future. (iii) Productivity this is the quantity and the quality of output or production. (iv) Banking: this is the activities involves in financial processes and transactions. e.g. receiving or lending money to customer. (v) Industry: this is the commercial production that engages in transaction of a certain business, services or production. (vi) Variables: These are the activity that changes with the levels of performance. i.e. changes in the levels of performance. There are three types of variables. They are as follows: (a) Dependent Variable: This are the variable that its change either positive or negative may be brought about through a variation in the degree of independent variable applied. E.g. quality of banking service. (b) Extraneous Variable: These are variable that influences the result of research project but have nothing to do with experimental treatment. (c) Independent variable: These are the variable with which different subjects are exposed to different degree of stimulus of the variable, on which the group of subject to be composed are different. This will account for different or change in the dependent variable.

CHAPTER TWO 2.1. LITERATURE REVIEW. Thomas I. Gilbert (1999) defines training as an organized procedure by which people learn a specific knowledge and skill for a definite purpose. In this definition, one can see that training is not just learning of knowledge and skill, but also for specific and definite purpose of a predetermined objective or goal. This objective of training is to achieve positive changes in behavior of those trained. That change in behavior is aimed towards a positive end. Training is a program designed for a specialist with the aim of developing such qualified specialist above his or her present level within a certain period. The courses designed in developing employees or workers are countless but will depend on training and developmental needs of an organization. It is a vigorously and constantly applied program which takes into consideration the rapidly changing pattern of the business life. Because the training program is designed to change the behavioral pattern of each worker to achieve organizational predetermined goals and objectives, workers must be trained to meet each situational challenge as it arises. To get this done, the type of training given must make it possible for the trainee to communicate efficiently and effectively. The significant word here is problem. And in order to solve problem effectively, we need system of trial and error. Since training is concerned with the process by which attitudes, skills and ability of employees to perform a specific job with a view to improve productivity is developed, therefore, it Es through an organized training that old skill, knowledge and talent and developed. Many organizations have come to accept training as prerequisite for effectiveness and efficient performance, and have sought to provide adequate facilities for the training of their staff. Every organization ought to have a training scheme as some form of training is needed for all employees. It is better for all organization to have its own training facilities. J.C. Denver (1979) says that, training is more than just education which is concerned with importing knowledge. This is because training involves experience in doing a job well through education. He then defines training as an act of molding and adapting a person to increase his fitness for a specific activity. The needs for training school should be identified and provided for as an indispensable part of management function. Training is an organizational effort aimed at helping an employee to acquire basic skill required for efficient execution of the functions for which he was hired. Hence, one can say that training is also a designed program for an employee to motivate him or her in order to improve their performance. Training is then an opportunity cost to get good or better enhanced performance in the presence of ability. Even though training and motivation may not only be regarded as a means to an end, but without means, there may be no end.

An organization may be an embodiment of good employees who has the ability and determination to work and well equipped with appropriate equipment backed-up with managerial support and yet founds its employees or workers productivities below expected standard. One can categorically say that the missing factor is lack of adequate skill and knowledge which in many cases can only be acquired through an organized training program. However, it is rather unfortunate that a standard training program is very expensive to organize. Organizing training program may take the means of internal or external. Internal training: this is a training program that is organize by the organization herself, and its usually takes place or conducted under the supervision of senior and highly skilled personnel of the top management cadre drawn from various department within the organization. The venue of the training program is the training school/department established by the organization herself. External training: this is a training program that is being organized by a competent, knowledgeable, highly skilled, renowned individual or group of individuals, consultants, higher institutions and so on. Then, organization will sponsor their employees to where the training program is taking place which may be within or outside the country as the case may be to acquire relevant knowledge and skills in individual area of specialization. However, whichever form the training program takes i.e. whether internal or external, the fact remains that improvement in present skill and acquisition of new skill by the trainee is enhanced. This leads to increase in workers productivity couple with efficiency and effectiveness. 2.2 The Importance of Training and Development in OrganizationsOrganizations vary in their commitments to improving the quality of their products or services. The qualities of leadership in any organization have a profound impact on the importance attached to training and development of its workers. The impact of training on the staff will provide an organization with much needed productive capacity to achieve its organizational goals. According to Fashedemi (1990), training and development process is aimed at increasing the capability of individuals and groups to contribute to the attainment of organizational goals and to the career and life goals of individual employee. He described this process to include the determination of training and developmental needs, skill training, professional management development, employee counseling, job enrichment and rotation. Hobdon (1979), further said that the education and training capacity of organizations is fundamental to the development of our human resources.

According to him, for any organization training and development effort initiative to succeed, it must be continuous, purposeful and human oriented. It must also be methodical and systematic in contribution to the relevance of training and development of staff in an organization. Ubeku (1975), wrote that training and development are wise investments. There are many organizations in this country which regard training as an expensive venture and avoid them like plague, but such organizations are interested in terms. Similarly, Udoji (1993), said that it should be an usual practice in all organizations that training and programs be arranged for staff as a way of improving efficiency and quality of service. According to him, training should be a continuous exercise which should incorporate the followings; assessing the training needs, placing persons who has undergone training back in their former or new department within the organization so that they can apply new skills and knowledge, conducting the training and selecting the most appropriate persons to participate in training, and designing the most relevant training effort to meet their needs. Thirlwall (1979), says that it will improve efficiency and morale, introduce new techniques, provide for succession, enable qualified replacement to be available. He further added that training and development raises the standard of personnel, leads to reduction in scraps rate and improves machines utilization. He also identified two important factors affecting the quality of labor in any economy. These are: (I) working experience and (ii) training. He however submitted that manpower development through formal education and training on the job is crucial for increase labor productivity. Trevor (1991), asserted that any organization that want to succeed, has to recruit and maintain a workforce consisting of people who are actually willing to accept change and willing to learn and develop continuously. He further said that this applies and includes everybody in the organization workforce, from the chief executive to the newest recruit. He continued that training and development of human potential is so important in the effective management of change, and the maintenance of skilled workforce. This is supposed to be the responsibility of management team and board members. 2.3 The Concept and Linkage between Training and Productivity in Organizations. Man naturally has always tries to explore and exploit better and easier ways of accomplishing tasks with the aim of improving his productivity. This past historical antecedents represented various effort at bringing about change for the better in his environment and in the methods of performing or accomplishing task. History had it that stone formed the first ever basis of all implements during the stone age to improve mans productivity. However, Stone Age gradually metamorphosed into renaissance, a period of rebirth during which people took a critical view at their ways of doing things. Appreciable efforts made during this period to develop and improve productivity led to the industrial revolution which also influenced and facilitated significant findings and ways of accomplishing task. Suffice to say

that, the present period of rapid technological advancement IS another value added effort aimed at accomplishing tasks more efficiently and improving productivity. The forgoing shows the sequence of stages through which attempt had been made to train and develop man with the aim of improving his efficiency and productivity. Productivity therefore, is an age long phenomenon that has engaged the attention, time, mental and physical resources of man over the years and it is expected that in the present technological evolution, it will increase. Longman Dictionary (1995), defines productivity as the rate at which goods are produced, and the amount produced compared with the work time and money needed to produce them. Therefore, productivity can be described as a measure of how efficiently a given set of resources are used to produce goods and services. Consequently, it is the ratio of output to input. Since productivity is expressed as a ratio, therefore, it is better and advisable to measure it by making use of comparison, either changes from period to period, perhaps year to year or differences between units in the same organization. Drawing from an extensive practical research and experience of working with wider range of international organization, David, Graham and Coliu (1993) argued that productivity can be measured for a manufacturing type of business or service which is directed towards equipment. it is a matter of counting the numbers of car coming to an assembly or the number of photocopiers required or serviced. Nevertheless, they admitted that productivity is extremely difficult to measure when the output is largely intangible. Other identified pitfalls of measuring and comparing productivity were whether or not system or part of it were working to full Capacity during measurement period. It is also difficult to collect the necessary data for production in the measurement. Measuring productivity can also be expensive and time consuming and it is dangerous to compare performance figures without allowing for underlying differences in operating conditions. Nwaochei(1997), defined productivity as the relationship between output generated by a production or service system and the input provided to create this output. According to him, productivity can be expressed as a measure of how input efficient resources are used in production of goods and services. The resources includes, labor, capital, land, material, energy and so on. Thus, higher productivity indicate the accomplishment of more task with a given higher output in terms of quantity and quality for the same amount of input and it can also mean achieving the same output with a less amount of input. Nwaochei quickly added that, productivity is not the same thing as intensity of labor or excess effort, rather the essence of productivity is to work more intelligently and not harder. In other word, productivity must not be integrated as just labor productivity, because, there are several inputs that goes into the production system. Again, it is possible for output to increase without an increase in productivity or even decrease to have taken place. Productivity therefore, is not only measured solely by

output. It is not also the same thing as profitability, hence, profitability may be obtained through higher prices while productivity may not leads to higher profit if goods or services produced are not demanded. In this vein, productivity and efficiency do not means the same thing. Efficiency means producing a certain quantity and quality goods or services within a given period of time. Cutting cost also could not be seen as improvement in productivity, because if not carefully applied, unexpected negative result might be achieved. Nwaochei also said that, there is a misconception that productivity is only applicable to manufacturing. According to him this is not true, because it is relevant to all forms of organization and system including services. He however opined that the quality of labor could be deliberately raised by investing in health, education and training in vocational skills. David and Adamu(1985), argued that, productivity can bc raised in an organization if people are paid very well. According to them, people work for the love of money, but few ever get enough of it. They stressed that there are no great behavioral science secret to good management than, if only you will give priority to supporting and paying your workers well, then, you will be blessed with results beyond your dreams. 2.4 General process of identifying training and development needs of an organization. Tolu Johnson (1999) defines training and development as the ability to get someone to carry out a task the way and manner you desire it done. Nwankwo(1986), defines training and development as the complexity of processes which aims at transforming human beings so that they can contribute more meaningful to economy and social progress in the organizations. In other words, it is the process of enhancing labor productivity. In most organization in Nigeria, the identification of training needs is the joint responsibility of various heads of departments; manpower planning office or training department e.t.c. But the management of training process is the sole responsibility of training/sales department in the organizations. On annual basis, training activities start with the human resources/personnel department or training department by sending out circulars to various heads of departments requesting for their training and manpower development proposals for the coming year. The training department or: their own part identify courses/seminars and workshops considered to be relevant to the operations of an organization on. Similarly, the human resources/personnel department makes its own contribution by submitting details training needs gathered from previous year and annual performance appraisal. These are

put together with financial implications to constitute the annual training and development program, which is then submitted to the management for approval Furthermore, the various departments in the organization are then informed of which courses/seminars that have been approved for their participants and also asked to make nominations. In most organizations, the departmental directors are usually expected to nominate double the number of approved candidates from which training and development make final recommendations to executive management. Most courses/seminars, workshops/conferences e.t.c., involve making proposals, seeking management approval for participants payment of course fee/allowances and traveling allowance where applicable. However, for purpose of assessment and evaluation of the effectiveness of training, participants are requested to submit to the training department/division, a comprehensive report on the course within two weeks of their return. Also, assessment and evaluation is carried out on their performance on previous task or new one as the case may be in order to determine the effectiveness and efficiency of the training program. It is pertinent to say that some organizations training policies stipulate stiff penalty or sanction against any worker who fails to attend courses for which they are nominated. In the same vein, organizations view such attitude as lack of commitment and waste of the organization resources. They also see it as a show of poor performance in examination conducted at the end of any course organized both within and outside the organization. Such attitude is usually likened to poor performance on the job and is in most cases reflected on the annual appraisal of such participant. Suffice to say that no matter how long or short the period of training course, the sanction for non-attendance and poor performance remain the same in most organizations in Nigeria. Damson (1998), said that, both large and small organizations need to give considerable attention to the task of ensuring that their employee possess necessary skill(s) to do their present job properly and to be able to fulfill other task in the organization, which they may be required to do at a short notice. In addition to traditional training, emphasis will be placed on wider developmental issues and also issue concerning induction. He said that public organizations give great emphasis to training, development and induction. Similarly, most organizations devote more attention to the quality of the products and services to be produce. Therefore, the need to employ competent and properly trained personnel become more pressing. However, he stressed that training and development are concerned with the acquisition of new skills, new concepts, new approaches and new philosophies. He went further to say that before training and development program can be developed, it is necessary to focus on how and why people learn these skills, concepts, approaches and philosophies. Damson strongly stressed that, evidence reveals that only when people are motivated to learn will such learning have maximum impact. To ensure that training has

meaning, organization should explain the objectives and standards expected from the participants. Organization should ensure that effective and oositivc achievements are rewarded. He further argued that the creation of training and development program rnght be complicated if it were found out that different people earn in different ways. Honey and Numford (1992), explained that peoples learning styles could be subsumed into four categories: Theorist: This group of staff will learn best by striving to understand concepts before attempting to apply them in practice. This group will likely benefit more from conceptual approach to training or development, for instance, such staff would feel frustrated by an approach to information technology which encourages trainees to experiment with technological facilities provided. Reflection: Staff/Person in this group is more inter ted to observe phenomenon, think about them on his/her own and then act. This group of trainees needs to develop earning at their own pace. Activist: This group of trainees will strive to learn by becoming involved and will be frustrated by theoretical approaches to learning. This group will be best served by approaches which present to them with problems and require the development of solution. Pragmatist: This group of trainees might be seen a modified form of activists. They need to see the direct benefit of any training or development before they can achieve any success. Staff/workers in this category will ideally suit to on the job solution; they will be frustrated by off the job training. 2.5 Why Training And Development Programs In Banking Industry. Francis (1999), says under favorable circumstances, training has the important deal function of utilization and impact. By improving the employees ability to perform the task required by the organization, training allows better performance to be made out of human resources, giving employees a feeling of mastery over their work and recognition by management which also increases their job satisfaction. Banks train and develop their staffs so that they can do their job successfully. Apparently, no organization can assign job or task to a staff that does not have the appropriate skill to do such job. The only way out to improve such staff skills will be to train him/her. If workers in manufacturing industry are not trained and equipped with necessary tools and latest production techniques, any amount of money injected into the production process will be as good as wasted. In the same vein, a construction engineer will not make significant impact unless he/she has appropriate skills to construct building. Some bank staff that is capable of doing their job effectively may not like the job better if they receive training other than safe workplace environment. Therefore, the need to provide safe workplace environment may constitute major consideration in the decision to train an employee. Indeed, some jobs are risk oriented and to ensure that such job are done well and that hazards are avoided means some training is needed or required.

Another major factor is that organizations use training and development program as a method of equipping the workers to deliver a product or service to the best of his/her ability, which is the major importance of workers part and impact of its responsibility to the organization. More often, training is given in response to some events which required new or improved skill. A change in working methods, a change in products, which may necessitate training not only in production methods but also in marketing functions of the company. A realization that performance is inadequate and shortage in labor may necessitate the upgrading of some employees or recruitment of new ones in order to reduce or minimize the amount of scrap and improve quality. The need for training can also be necessitated by promotion or transfer of individual worker. However, the impact of training is particularly important and is influence to a great deal by the design of the training program and the methods that are used. 2.6 Some Training and Development Institutions in Nigeria. Apart from some organizations training school/training department, there are some government accredited private and public institutions that specializes in training and development of staff from different organizations and for different programs. These institutions include: (I) National Centre for Economic Management and Administration (NCEMA) - It is a federal government parastatal established in may 1986 as a specialized training and policy institute in the area of national economic management. The main objectives of the centre include; the training and retraining of economic planners budge officers, project managers and policy analysts and advisers at all levels. (ii) Financial Institution Training Centre It has its mission to be a centre of excellence and provider of first choice n staff training, impact development, research and management consultancy services to the financial services industry thereby enhancing the orderly development of the Nigerian economy. (iii) Institute of Advanced Medical Research and Training (IAMRAT) - It was formerly known as The Postgraduate Institute of Medical Research and Training. It was established in 1980 as one of the academic divisions of the College of Medicine, University of Ibadan, primarily for active research and coordination of multi-disciplinary research programs in the College. The institute is responsible for capacity building and dissemination of information arising from research findings in the university through organization of training courses, workshops and public lectures. (iv) Industrial Training Fund (I.T.F.) - Industrial Training fund is a human resource development agency established by the Federal Government of Nigeria in 1971.11 is charged with the responsibility of training and developing the indigenous manpower skills required in the nations

economy. The Industrial Training Fund has its headquarters at Miango Road, Jos, Plateau State of Nigeria, with nine departments. It also has three training centers and twenty-six Area offices across the nation. 2.7 Who Should Handle Training (The Trainer)? It is very important to identify people who can carry training programs in an organization or better still a consultant could be approach by the organization concerned. The arrangement for training is generally the function of personnel department. Training and development resources personnel could be drawn from within and outside an organization. These include: (a) The company regular line executives: in the case of sales, it may involve senior salesmen, field supervisor, sales manager and area manager who have proved knowledge of subject and area to be covered. (b) The expert staffs in the organization: this kind of personnel could be used in their area of specialization. For instance, the chief accountant or accountant supervisor could handle a training and development program for production manager, salesmen, and purchasing officers e.t.c. on how to manage their budget effectively. The personnel manager could in his/her own case handle training and development program for line managers, production supervisors e.t.c. on how to avoid, handle and manage management/labor conflicts. (c) Hiring consultant/specialist: consulting of external specialist would be required if and when specialist is not available within the organization to handle such training and development program. For instance, in-plan program could be arranged and effectively executed by external consultant/specialist. Some institutions such as universities, colleges, correspondence schools e.t.c. Offer evening classes for the training of workers on specific skill. After the training needs f an organization as been identified, notice should be send to the selected workers which must include date, time, venue, period e.t.c. of the training program to enable them prepare for the t program. Also, a good trainer should be identified and contacted as well before the commencement of the training program in order to ensure and achieve maximum result. A good trainer is the one who encourages maximum participation of trainees, has positive attitude, shows enthusiasm in what he/she is doing, has confidence in himself/herself and above all, he/she must have a thorough knowledge of the subject/skill.

The Training Cycle

Identification of training needs

Appraisal

Planning of the training program

Application for the training

Preparation for the training

The training

CHAPTER THREE RESEARCH METHODOLOGY. 3.1 Preamble. The objective of this chapter is to discuss the research methodology used in examining the methods by which research study is been conducted. These include population of the study, data collection technique (sources of data), data collection procedure and method of data presentation and method of data analysis. 3.2 Population for the Study. Population refers to any group about which conclusion is to be drawn. Researchers draw inference from the population so as to arrive at a reasonable conclusion about the population itself. A survey population is defined as an aggregate of elements from which the sample is usually selected. The survey population which we used in this project is made member of staff of first bank of Nigeria plc; Apata, Ibadan. Thus, the population consists of both the senior and junior staffs of the organization. 3.3 Sample/Sampling Technique. The sampling technique used in this research work is simple random method. Sampling technique are methods used for judging whole population by complete enumeration. 3.4 Data Collection Technique. There are two data collection techniques. These are primary and secondary sources of collecting data. Primary data: it is also known as field research. This involves going into the field to gathered data relevant to the research problem/study in order to solve the problem at hand. It may also contain information given by someone who actually observed the event or phenomena e.g. Observation, personal interview, questionnaire e.t.c. Secondary data: this involves data gathered from already existing data. It is also known as desk research. It also contains account of event given by someone who did not witness that event e.g. Textbooks, review of relevant literatures/reports, encyclopedia e.t.c.

Meanwhile, the source of data for this research is mainly from primary source, which include personal interview and questionnaire. 3.5 Data Collection Procedure. Data collection may be through direct or indirect method. The direct method allows the researcher having a face-to- face contact with the respondent where relevant data is being generated. This involves the use of various data collection techniques e.g. personal interview and observation. Indirect method does not allow the researcher to have a face-to-face contact with the respondent, but could only reach the respondent through data collection techniques such as questionnaire or making use of existing relevant data used on related problem. Therefore, for this research work, simple random sampling will be use in distributing the questionnaires to the respondent which would give each member of the population equal chance of being selected as a member of the sample. Moreover, twenty-five (25) questionnaires will be distributed and all are expected to be returned. 3.6 Method of Data Presentation. It is pertinent to emphasize that for any data to be well analyzed meaningfully, it must well presented. Twenty-five (25) questionnaires will be distributed to the respondents and all are expected to be returned to the researcher correctly, which represented 100% response rate. Also, twenty-one questions are drawn up; seven is for demographic data while the remaining fourteen is formulated to test the hypothesis. These questions were drawn to show the impact of training and development on the improvement on workers performance in an organization. The result of the questionnaires will thereafter be presented in the form of tables and histogram to present the age groups. The responses will be grouped according to answer given to each question and later grouped into three categories showing degree of acceptability by the respondents such as adequate, inadequate and moderate. (Besides, the respondents characteristics will be presented graphically and tabular form). 3.7 Data Analysis Technique. The statistical analyses of the data collected is very important since a the data to be use in the study will be collected through the use of questionnaires and for it to be meaningful and appreciable to the users and the conclusion drawn are based on the data analyzed.

The conversion of statistical numerical scores to percentage would help in assessing the level of confidence of these methods.

CHAPTER FOUR 4.1 POPULATION AND SAMPLE SIZE. A sample is a specimen of the real situation. In this case, the total population is the determination of sample size which takes a serious cognizance (consideration) of the extent to which the sample can be of fair representation of the whole population. The greater the extent of reliability of the data collection, the more confidently one can generalize the outcome of the research to the entire population. Actually, the researcher would have loved to take the total population but could not do that because of time factor and financial constraints. The researcher therefore aimed at sample size using statistical form. N>ZQ (SE)Z Where: N= sample size. Z= confidence indexical at 95% significant level. SE= Standard Error i.e. 5%. P= probability of occurrence. Q= I-P i.e. Probability of non-occurrence. Since the number of employees in the organization is many and the questionnaires administered cannot go round, the researcher determines the size to be twenty-five and all were returned. 4.2 Re-Statement of Research Hypotheses. The followings are the research hypotheses formulated for the research study. -Is training suffident enough to meet particular need n staff performance? -Is it advisabe to train all staff? -Is self development encouraged at all level in the bank (First Bank of Nigeria Plc? -Who benefit more from manpower training in an organization? (Organization or Employee) 4.3 Presentation of Data. The characteristics of respondents (employees) can be presented in the following tables, and the categories are in the respect of sex, marital status, and age groups.

Table 1: SEX OF RESPONDENTS. DIAGRAM SEX MALE FEMALE TOTAL NUMBER 15 10 25 % 60 40 100

The table above shows that, 60% of the respondents were male, while the remaining 40% of the respondents were female.

TABLE 2: MARITAL STATUS DIAGRAM MARITAL STATUS SINGLE MARRIED TOTAL NUMBER 10 15 25 % 40 60 100

The table above shows that, 60% of the respondents were married, while the remaining 40% of the respondents were single.

TABLE 3: AGE GROUP DIAGRAM AGE Below 20 YEARS 20 30 YEARS 30 50 YEARS 51 YEARS AND ABOVE TOTAL NUMBER 2 12 8 3 25 % 8 48 32 12 100

The table above shows that, 8% of the respondents falls under 20years, 48% of them falls between 20-30years, 32% of them falls between 3050years and 12% of them falls into 5lyears and above in the age distribution.

Besides, all figures in the above age distribution can be tallied to get frequencies, which can be plotted in histogram and bar chart. Age groups are tallied to get frequencies which can be plotted against % age group. AGE 0-20 YEARS 21-30 YEARS 31-50 YEARS 51 YEARS AND ABOVE AVERAGE AGE 10 25 40 50 FREQUENCY 2 12 8 3

BAR-CHART

HISTOGRAM

The above graphs (i.e. the bar chart and the histogram) shows the age distribution of the twentyfive respondents from the first bank Nigeria plc; Apata, Ibadan, from the data collected.

4.4 Testing of Hypotheses. With careful statistical analysis of the response to each question, the hypotheses formulated chapter one of the studies can now be tested. These hypotheses are ideas, beliefs and assumptions put forward for the purpose of helping and guiding the researcher in arriving at a conclusion. These hypotheses are believed to, true initially, but the results of research may be otherwise, hence, there is the need to test each of the formulated hypothesis. The hypotheses are: -Is training sufficient enough to meet a particular need in staff performance? -Is it advisable to train all staff? -Is self development encouraged at all level in the bank? (First Bank Nigeria plc.). -Who benefits more from manpower training in an organization? Organization or employee? Therefore the table below shows question number testing each of the hypothesis. HYPOTHESIS 1 2 3 4 AVERAGE NUMBER OF AGE 8 4 2 1

The testing of the four (4) hypotheses put forward in this study would be approach with the use of chi-square (Z2) distribution at 0.95 level of significance.

STEPS INVOLVED IN Z2 TESTS ARE AS FOLLOWS:

STEP1 Formulate the null and alternative hypotheses. The null hypothesis (ho) specifies the parameter value to be tested. The alternative hypothesis (hi) species the parameter value to be accepted, if the null hypothesis is rejected. STEP II This is computation of the test statistics (Z2). This is the value based on the sample used to determine whether the null hypothesis should be accepted or rejected. STEP III This specifies the level of significance to be used. In this research, 0.95 level of significance is used. STEP IV: Establish the critical value of (Z2) table from statistical table. Sep V: Make decision i.e. computed value and Sample statistics are compared with critical value. The degree of freedom is equally determined (d.f). DECISION RULE. If the computed test Z2 calculated is greater than or equal to the critical value of Z2tabulated at 0.95 level of significance, that is, if Z2calculated > Z2 tabulated, null hypothesis is rejected and if otherwise, it is accepted. Degree of freedom d.f. = (r-1) where r is the number o rows in the table. Chisquare formula is given as Z2= (0-E)2 F Where: O= observed frequency. E= expected frequency. TEST OF HYPOTHESIS 1. Research hypothesis: Is sufficient training enough to meet particular need in staff performance? Statistical hypothesis: Using question eleven (11) to test the hypothesis ,the following statistical hypotheses were formulated. Ho: That training is not sufficient enough to meet particular need in staff performance. Hi: That training is sufficient enough to meet particular need in staff performance.

Table: Computation of test statistics (Z2) table for the hypothesis. RESPONSE O E O-E (O-E)2 (O-E)2 E YES NO 21.00 4.00 12.50 12.50 8.50 -8.50 72.25 72.25 5.78 5.78 11.56 E=12.50 Z2 calculated (O-E)2 = 72.25/ 12.50 = 11.56 E d.f= (r-1)=(2-1)=1 level of significance of 95%=0.95 Z2 tabulated=3.84 Since Z2 calculated is greater than Z2 tabulated, i.e. 11.56 > 3.84, then, the null hypothesis (ho) is rejected and on the other hand, alternative hypothesis (hi) is accepted. TEST OF HYPOTHESIS 2 Research hypothesis: Is it advisable to train all staff?. Statistical hypothesis: Using question four (4) to test the hypothesis, the following statistical hypothesis are formulated. Ho: That it is not advisable to training all staff. Hi: That it is advisable to training all staff.

Table: Computation of test statistics (Z2) table for the hypothesis RESPONSE O E O-E (O-E)2 (O-E)2 E YES NO 22.00 3.00 12.50 12.50 9.50 -98.50 90.25 90.25 7.22 7.22 14.44 E=25/2 =12.50 Z2 calculated (O-E)2 = 90.25/ 12.50 = 14.44 E d.f= (r-1)=(2-1)=1 level of significance of 95%=0.95 Z2 tabulated=3.84 DECISION Since the Z2 calculated is greater than Z2 tabulated, i.e. 14.44 > 3.84, then, the null hypothesis (ho) is rejected and the alternative hypothesis (hi) is accepted.

TEST OF HYPOTHESIS 3. Research hypothesis: Is self development encouraged at all levels in the bank? (First bank Nigeria plc). Statistical hypothesis: Using question two (2) to test the hypothesis, the following statistical hypothesis are formulated. Ho: That self development is not encouraged at all levels in the bank. Hi: That self development is encouraged at all levels in the bank. Table: Computation of test statistics (Z2) table for the hypothesis RESPONSE O E O-E (O-E)2 (O-E)2 E YES NO 23.00 2.00 12.50 12.50 10.50 -10.25 110.25 110.25 8.82 8.82 17.64 E=25/2 =12.50 Z2 calculated (O-E)2 = 110.25/ 12.50 = 17.64 E d.f= (r-1)=(2-1)=1 level of significance of 95%=0.95 Z2 tabulated=3.84 DECISION Since the Z2 calculated is greater than the Z2 tabulated, ie. 17.64 > 3.84, then, the null hypothesis (Ho) is rejected and alternative hypothesis (Hi) is accepted.

TEST OF HYPOTHESIS 4 Research hypothesis: Who benefit more from manpower training in an organization? (i.e. Organization or employee) Statistical hypothesis: Using question three (3) to test the hypothesis, the following statistical hypothesis are formulated. Ho: That it is the organization that benefits more from manpower training in an organization. Hi: That it is the employee that benefits more from manpower training in an organization.

Table: Computation of test statistics (Z2) table for the hypothesis

RESPONSE

O-E

(O-E)2

(O-E)2 E

YES NO

24.00 1.00

12.50 12.50

11.50 -11.25

132.25 132.25

10.58 10.58 21.16

E=25/2 =12.50 Z2 calculated (O-E) 2 = 132.25/ 12.50 = 21.16 E d.f= (r-1)=(2-1)=1 Level of significance of 95%=0.95 Z2 tabulated=3.84

DECISION. Since the Z2 calculated is greater than the Z2tabulated, i.e. 21.16 > 3.84.Then, the null hypothesis (Ho) is rejected and the alternative hypothesis (Hi) is accepted.

4.5 Analysis of Data. With the aid of correlation analysis the data collected were analyzed in the following order. Table: Correlation analysis between training and productivity in the bank using question 12 and X 21 4 0 25 Y 14 8 3 25 X2 441 16 0 457 Y2 196 64 9 269 XY 294 32 0 326

Where: X represents training Y represents productivity r represents correlation coefficient N represents number of rows

Formular: r= NXY-XY NX2-[(X2)][N(Y2)]- (Y2) r= 3(326)-25 x 25 3(457) [625][3(269)]-(252) = 978-625

 1371-[625][(807)]-(625) =353 135772 =0.96 The value of r obtained in the table above (correlation) is 0.96. Since the value is relatively high, it indicates that there is high positive correlation (impact) between training and productivity in banking organization. 4.6 Discussion of finding. From our discussion so far in this study, the impact of manpower training on workers productivity is very significant. This is because training gives birth to new knowledge, skills and techniques in performing both the old and the new tasks. In the objective of training, it was discovered that the aim of improving and developing new knowledge, skills and techniques would help in reducing time waste, obsolete/scraps, costs and sub-standard product/service with less supervision. Finally, from hypotheses tested, TRAINING IS SUFFICIENT and that is why the null hypothesis (Ho) is rejected and the alternative hypothesis (Hi) is accepted. Because, the Z2 calculated is greater than the Z2 tabulated in all the four hypotheses tesd for the study.

CHAPTER FIVE 5.1 SUMMARY OF MAJOR FINDINGS. Every organization has a particular objective which they strive to achieve. This objective is the target of the organization concerned. The organization is a system comprising of series of its integrated and interdependent elements such that breakdown in any of element affects the locality i.e. the organization. Therefore, for an organization to achieve its objective it must have adequate financial resources, free, fair and environment that is devoid of economy, political and social upheaval and above all competent staffs in every cadre and departments/sections in such organization. Therefore, when these factors are available, then, organization that achieved its objective could be described as an efficient organization. Efficiency could be defined as ability to accomplish successfully the given objective or task within a given period of time. It implies a ratio between input and output, expenditure and income, cost and pleasure, effort and result e.t.c. A number of interpretations can be given to the above definition. It means that the resources invested and the efforts put into it should not exceed the result expected from it in an organization. It also means that the effort put into production of goods/service should be commensurate with each other, because if effort is greater than result in an organization, then, what that means is inefficiency of such organization in its productivity and general performance. Efficiency is achieved where result is greater than effort, income is greater than expenditure. This interpretation is only applicable when we considers basis for such expenditure in Government Corporation. Efficiency can be said to be achieved even though income does not match expenditure. The reason advance for this is the motive behind the establishment of such corporation. Some corporations are established for political, social and economic reasons, therefore, profit s not emphasized. In such situation, the organization could run at loss, but because the aim of establishing it has been achieved, then, it can be said to be efficient. For even development, government may set up factory in a particular p.ace based on the position of their indigenes in the government and not for its economic reason and feasibility, so when

such organization runs at loss, they are subsidized by government. On the other hand, private organizations which primary objective is to maximize profit cannot be considered to be efficient if income does not greater than expenditure as projected. In a limited liability company, the shareholder will expect dividends froth their investment, and if a company is not declaring enough dividends, shareholders of such company may decide to sell their shares in that company and invest it in another company that can meet their aspiration. This action may lead to the winding up of the former company. Therefore any organization that experiences this kind of attitude from its shareholders could be said to be inefficient. However, the First Bank Group which is the parent organization of the First Bank Nigeria Pc; Apata, Ibadan, is the largest finance group in Nigeria as at the time this research study is been conducted due to its effectiveness and efficiency. The organization was able to achieve this feat through series of training, re-training and development of its manpower. This has also helped a lot in achieving its objective of satisfying its customers needs which has also culminated into making great profits and declaring both cash and share dividends to its shareholders over the years. 5.2 RECOMMENDATION. A well panned training and development programs should be maintained and sustained in organizations, and course contents should be review to meet current needs and innovations. These should among other things include the followings. (i)Workers motivation incentives: For efficiency and effectiveness on job performance, workers need to be motivated. The creation and maintenance of good and safe working environment, compensation for good performance and adequate incentives must be built into the system so as to motivate workers and induce them to put in their best. Incentives such as housing allowance, medical allowance, transportation allowance and review of wages and salaries to reflect current economic trend should be looked into. (fl) Managerial Roles: the managerial set up of the organization should be adequately structured to reflect the size and complexity of the organization and its services to the customers. Objective of the bank to both the public and its shareholders should be emphasized. Also, services of specialists should he sought when and where necessary. (iii) Finance: The organization should not rest on their oars and therefore, the financial standing and position of the bank should be improved upon. The organization should as a matter of necessity allocate more fund to the personnel /human resources department for its manpower training and developmental programs so as to acquire new knowledge, skills, and techniques from time to time, which will improve their performance and dexterity.

(iv) Staffing: Employment procedure into the organization should be done through recruitment and selection of qualified and experienced personnel devoid of favoritism! nepotism, god fathers and all forms of bias. This will help the organization to consolidate its leadership and expansion in the financial/banking industry as far as Nigeria is concerned, and this will go a long way in maintaining, protecting and improving the bank image (First Bank Nigeria Plc;). (v) Good Retirement Plan: Good retirement plan should be made for staffs that serve the organization meritoriously. This will enable workers to serve selflessly and diligently in their various capacities. 5.3 CONCLUSION. In conclusion, the First Bank of Nigeria Plc; has come a long way, right from its inception to its present time (See historical background). This is evidence in the provision of services, promotion, project finances, training and developmental programs to both staffs and customers. Having enumerated and highlighted problems facing organizations in respect to manpower training. It is my hope and advice that the management team should improve on their existing training programs and in addition expose their staffs to new and current programs.

REFERENCES Ackan-Nyange, E. (1985) : The Fundamental of Efficiency In Administration, Communication and Training. Abiara Printers, Ilorin. Adebayo, A. (1982) : Principal and Practice of Public Administration in Nigeria. John Wily & Sons. Beach, D. (1999) : Oyebayo, A. (1993) : Management of People at Work. Published by Longman. Principle of Business Management. Frontline Publishing, Osogbo, Nigeria. Administrative Behavior. New York Free Press Publishing Company. Training Administration for Development. London, Wyman Ltd. www.firstbanknigeria .com

Simoh, H.A. (1985) :

Wyne, L. & Oni, ED. (1985) :

Internet:

APPENDIX I QUESTIONAIRE PART ONE. INSTRUCTION: Tick (-) the correct option for the following information. (1) Sex of Respondent. (a) Male ( ) (b) Female ( ) (2) Age of Respondent. (a) Below 20years ( ) (b) 21-30yearS ( ) (C) 31-50yearS ( ) (d) 5lyears and above ( )

(3) Position of Respondent. (a) Top Level ( ) (b) Middle Level ( ) (c) Lower Level ( ). (4) Length of service of Respondent. (a) Below lyear ( ) (b) 1-5years ( ) (c) 6-l0years ( ) (d) 11 years and above ( ).

(5) Marital Status. (a) Single ( ) (b) Married ( ) (c) Engaged ( ) (d) Widow ( ) (e) Widower (f) Divorce ( ). (6) Education Qualification. (a) Secondary School Leaving Certificate ( ). (b) National Diploma/National Certificate of Education ( ). (c) H.N.D./13.SC ( ). (d) Masters and Above ( ) (7) Professional Qualification. If any ( ).

APPENDIX II PART TWO (A) INSTRUCTION: From number 1-12, you are required to tick ( ) in the space provided in each number to the correct answer in your own opinion 1. Does your bank have training and development policy plan? Yes ( ) No ( ). 2. Is it advisable to train all categories of bank staff irrespective of their sex, religion and social affiliation? Yes ( ) No( ). 3. Have you ever participated in your bank training program? Yes ( ) No ( ). 4. Is workers in your bank sent on training program just to justify Huge amount paid to the Industrial Training Fund (I.T.F)? Yes ( ) No ( ). 5. Does your bank encourage self development at all levels? Yes( ) No( ). 6. Do you feel that adequate training opportunity exist in your bank training program? Yes ( ) No ( ) 7. Can you rate your bank posture high in staff training on the basis if objectiveness and seriousness? Yes ( ) No ( ). 8. Can you say that you have benefited much in training programs in your bank? Yes ( ) No ( ). 9. Do you agree that workers benefited more from training program than organizations? Yes ( ) No ( ) 10. Do you think that training in your bank is sufficient enough to meet your particular need and that of others? Yes( )No( ). 11. Can you say that training you received yearly in your bank measure up to standard? Yes ( ) No ( ). 12. Can you say that training programs have impact on workers productivity in your bank? Yes ( ) No ( ). PART TWO (B). Tick ( ) in the box provided the correct answer to each question from questions 13-21. 13. What percentage of workers in your bank (organization) has received training last year? (a) Between 610% (b) Between 11-20% (c) Between 21_30% (d) Between 31% and above.

14. Which quarter of the year received the highest number of staff training in your bank? (a) Jan-March (c) july-September (b) April-June (d) October-December

15. Which of the method below does the bank management used selecting workers for training? (a) Through departmental votes (b) Nomination by direct supervision (c) Nomination by human resources department (d) Through worker request 16. In reason with supervision, which of these types of training programs does your bank embrace most? (a) On-the-job Training (b) Off-the-job Training (c) External Training (Domestic) (d) External Training (Overseas) 17. On return from training were you able to apply and impact positively on your job? Yes No

18. If your answer is No to question 17 above, what do you think is responsible for that in your own opinion? (a) Not given the opportunity to apply it. (b) Management does not care much about the training outcome. J (c) Supervisor may be indifferent to change (d) All of the above. 19. What has been the main constraint in the realization of training ambition in your bank? (a) Lack of management concern. (b) Insufficient Fund. (c) Social/Political Factor. (d) Government Policy. (e) None of the above. 20. Name training institutions that receives your bank patronage (i)

(ii)

21. Can you suggest three ways on how banks can improve its training programs which would in turn impact positively on workers productivity? (i) (ii) (iii)