Abstract
In all the areas of organisational behaviour, the handling and management of emotions and behaviour seem neglected. These are required for organisations to survive otherwise personal tensions and conflicts may result. People experience great difficulties in copying with fierce even outrageous impulses. Researches have been conducted on organisational behaviour, managing behaviour and challenges/prospects of managing behaviour in organisations. Such researches provide general guideline to managers on ways of structuring organisations for effective management of behaviour. Literature is less clear on the extent to which organisational behaviour can influence employee behaviour and management in the banking sector. This has become a problem for business managers on how to determine and encourage positive behaviour in banking industry where relationship between customers and workers are more personal and direct-oriented. This study summarised the literature on the selected organisational behaviour variables and employee management and the findings connecting the two concepts. The empirical study focused on the selected organisational behaviour variables. Methodology adopted for the research was survey system that involved the application of questionnaires and interviews to generate data on the subject of study. The study was done in nine (9) money deposit banks in SouthEast Nigeria. The population of the study was 2,571 and using Freund Williams’ formula, a sample size of 553 was established and proportionally allocated through the aid of Bowley’s method. Analysis of data was done first through the determination of frequency distribution of the variables. Regression analysis was used to test the hypotheses to determine the relationship/influence each organisational behaviour variables of motivation, communication, leadership style, group membership and organisational culture has on employee behaviour and management generally and job satisfaction, creativity, absenteeism, group norms and socialisation respectively. Probability level ofacceptance was 0.05. Pearson-Product Moment Correlation Coefficient was used to test the reliability of instrument using Likert 5 – point scale; the population mean (µ) cut-off point of 3.00 was established and the findings revealed that motivation, leadership style, communication, group membership and organisational culture had positive significant relationship with job satisfaction, creativity, absenteeism, group norms and socialisation respectively and consequently affect employee behaviour and management. In conclusion, the study suggested that managers in the Nigerian banking sector should strive to identify the role each independent variable plays in employee management having established the existence of positive relationship between the two variables. The study recommended that managers in the Nigerian banking sector should encourage innovation and creativity as motivators, embrace transformational leadership style, transferring and operationalization of information should be effectively done, encourage group formation and adopt flexible and adaptive culture so that the gap between enacted and actual culture is bridged. This research has contributed to knowledge by submitting that the management of the banking sector and other service and non-service organisations can use the results of this study as a guide in behaviour management.
1.1 Background to the study
CHAPTER ONE INTRODUCTION
In all the areas of organisational behaviour, the handling and management of emotions seem more neglected. This is needed for organisations to survive otherwise personal tensions and conflicts may result. People experience great difficulties in copying with fierce even outrageous impulses. The Dutch historian Huizinga (1924) writes about the more ferocious and rather unpredictable shifts of behaviour in Medieval Europe. There undoubtedly were norms and agreements to regulate behaviour and mutual interactions. Bernard du Rosier (1404 – 1475) in his effort to propagate other rules of conduct in organisations emphasised on keeping behaviour, emotions and temper under control continuously. Van(1994) noted that during the period of capitalism, the problems of organisationswere discipline, behaviour management and coordination of employees. Factory regimes were based on a tangled combination of coercion from the side of organisations and willingness or motivation on the workers’ part. Bringing people together in one space implied the danger that they would get in each other’s way, that arguments could erupt as a result of differences in behaviour or that they would over indulge in other activities detrimental to the growth of the organisation. Conformance with the individual regime was indirectly threatened by corruption of the moral in the free time (Van, 1994).
However, with the emergence of Scientific Method by Taylor, the founder of Scientific Organisational Design (1856 – 1915) emphasis shifted to imposition of discipline on the activities of subordinates. He explained how employees managed to restrict production by
‘soldiering and loafing’. He contended that applying individual training, better communication pattern, desirable organisational culture, forum for interaction and association and other measures could gradually overcome the tendencies of soldiering and loafing. His experience provided a good impression on how personal power can be replaced by more
‘neutral’ mechanisms of control.
In today’s increasing interdependent companies and organisations – within the context of the global free-market economy, managers need to understand the synergistic roles played by organisational behaviour forces in influencing behaviour.Multinationals are reorganising in response to the changing environment, hoping to capitalise on opportunities for growth. With emphasis on international business and global economy, there is a search on for a new breed
of employees and managers. Such employees know how to conduct business across international borders, is often multilingual, thinks with a world view and is able to map out strategies that keep organisations on business track.
Competition in banking businesses today has made managers in the sector to realise that managing behaviour is complex and challenges innovation, economic growth and corporate sustainability. Consequently, Susmeta (2013) states that managers need to know individual differences among employees since individual differences have direct effect on behaviour stressing that people who perceive things differently behave differently; people with different attitudes respond differently to directives and that people with different personalities interact differently with bosses, co-workers, subordinates and customers. He further states that knowledge of individual differences helps to explain why some people embrace changes and eventually become successful and others are fearful of it; why some employees are productive only when they are closely monitored while others are naturally productive; why some employees learn new tasks more effectively than others and how organisational behaviour variables can be applied to explain the influence they impact on behaviour and performance.
In this context therefore and considering the critical role of banks in the economy, attempts are made to evaluate how these individual differences impact on the behaviour of workers in this important sector. An understanding of employee behaviour may be required for optimising corporate objectives of the organisation. Attainment of corporate objectives is a function of the effectiveness and efficiency of organisation members. In this context, Bagraim, Cunningham, Potgieter&Viedge(2007) submit that the effectiveness of any organisation is determined by the quality of its members and therefore the procedure adopted in deciding the quality of employees required, establishing those with requisite experience and qualifications to apply and eventually selected are critical. Consequently, Feldman and Arnold (1983) agree that the process of selecting new organisation members is thought of as a matching process with two simultaneous goals. The organisation seeks to match as closely as possible its own needs with the capabilities of the prospective member. This assertion justifies the rigorous recruitment exercise often experienced in Nigerian banking industry.
Managers are team players empowered by the willing and active support of others who are driven by conflicting self-interests. Acting on those conflicting self-interests are divergent and unpredictable behaviours influenced by certain variables. Organisational behaviour is
concerned with the study of behaviour for better understanding, prediction and control, Fieldman and Arnold (1983). Naturally, behaviour of organisation members is influenced by a combination of organisational variables of individual, group, organisational and environmental factors such as motivation, communication, leadership style, group membership, organisational culture among others. Employees are complex combination of attitudes, beliefs and needs. Their minds and brains are complex and have parallel processes running at the same time and driven by some proxies that directly or indirectly compel them to behave in a particular direction.
Fieldman and Arnold (1983) also observe that managing behaviour in organisation is a lot more difficult because future managers are not prepared for the world they will enter, and that new manager’s expectations often exceed reality, displaying feelings of frustration, anxiety, under-utilisation and disappointment. Emphases are on theory rather than the synthesis of theory and practice that prepare managers for the challenges of the actual world. Social systems and social behaviour (and in the case of organisations, individual and group behaviour) can be defined and explained in terms of values, norms, communities and ensuring individual roles. In this context, Fararo, (2001), highlights a number of theoretical propositions derived from behavioural psychology thus:
i. Behaviour is the result of the benefits it yields. This means that a set of actions taken in an environment describe our behaviour which therefore are modelled in line with the outcomes of earlier made decisions.
ii. Social behaviour is an exchange process. From this perspective, it is defined as a social interaction between behavioural systems. It is termed “action and reaction” (Fararo, 2001). It is grounded in the benefits by an individual from another individual’s behaviour and it takes the form of sociability, cooperation and competition.
The theoretical principles accounting for individual and group behavioural differences that have continued to pose challenges to managers especially in service organisations in the words of Homans as cited by Schneider (1995) are formulated thus:
i. The success principle: the more frequent an action’s reinforcement, the greater the likelihood of that action being repeated.
ii. The principle of stimuli similarity: similar situations yield general reinforcing effects.
In effect, if a certain stimulus was used in an action reinforce previously, the more future stimuli resemble that specific stimulus, the greater the chances of identical or similar performance actions to the one previously reinforced.
iii. The value principle: the more the results of an action are valued, the greater the chances of repeating that very action.
iv. The deprivation/sufficiency principle: this means that the more frequent a reinforce is applied, the less valuable the latter becomes to an individual.
v. The aggressive/approval principle: if the reward or punishment received for certain action contradicts the individual’s expectation, there may be emotional reaction and the likelihood of increase in aggressive behaviour. However, at the end, the results may be positively valued – the aggressive principle. On the other hand, if the reward for a specific action meets or even exceeds the individual’s expectations or an action is not punished as expected, the chances of valuing the results of the resultant behaviour and, hence, of repeating it increases – the approval principles.
All these variations, differences and dynamism in behavioural pattern of organisation members are serious challenges to management as well as attainment of corporate objectives of organisations most especially banking industry considering the pivotal role it plays in economic development of a country. Bagraim, Cunningham, Potgieter&Viedge (2007) explain that the study of organisational behaviour provides a guideline that both managers and workers can use to understand the many forces that influence behaviour, and make correct decisions about how to motivate and coordinate people and other resources to achieve optimum performance. It leads to better understanding of peers, supervisors and subordinates within the organisation. Better still, the understanding of the dynamic interaction between the various components leads to personal growth and knowledge for one’s own benefit. Robbins and Judge (2010) agree that organisations consists of components that are independent of each other and are grouped into three levels of individual, group and the structure and design
of the formal organisation. Understanding how these levels influence behaviour is relevant in banking industry where customer relationship is presumed to be more on one-on-one basis. Nigerian banking sector has been undergoing series of transformation and consolidation to strengthen it and since the behaviour of the workers is critical to the survival of the industry, it becomes important to evaluate the influence certain behaviour variables have on the behaviour of bank workers in the Nigerian banking sector.
On the performance and growth of banking industry in Nigeria, Ekanem (2003) asserts that the banking industry in Nigeria has expanded rapidly with productivity rising sharply since
1996. This growth over the years in the sector has been organically and intrinsically linked with the growth of employees who are veritable source of competitive advantage (Omojafor,
2012). In the midst of this expansion and rapid growth of the banking sector are the challenges of managing the diverse workforce associated with the complexity of behaviour to sustain the growth. These behaviours have significant impact on performance and productivity. The first task of a manager is to identify the critical behaviours – the 5% to 10% of the behaviours that may account for up to 70% or 80% of the performance in the area in question (Luthans, 1985).
In a 4-P model of strategic results (people, product, process and productivity) Kreitner and Kinicki (2003) stress the importance of day-to-day continuous improvement in all aspects of organisational endeavour to cope with the more demanding customers and stiffer competition. The banking industry in Nigeria has been faced with enormous challenges that affect performance, management and reliability. The 24 banks in Nigeria today that are referred to as consolidated banks emerged after the recapitalisation initiative of the Central Bank of Nigeria in 2005 after raising the minimum capital requirement for each bank to N25 billion. Banks constitute an important vehicle for economic growth and sustainable development in Nigeria. To sustain this important role requires effective management of their employees which can be made possible by understanding their behaviour. Management is the process of working with and through others to achieve organisational objectives in an efficient and ethical manner (Kreitner and Kinicki, 2003). From the stand point of organisational behaviour, the central feature of this definition is ‘working with and through others’.
Considering the importance of behaviour management to the survival of organisations, there is a dearth of empirical studies on the influence of organisational behaviour on the management of employees in the Nigerian Banking Industry. There is a problem of the difficulty in establishing the extent to which employees in the Nigerian banking sector can be managed through the application of organisational behaviour variables to obtain desirable behaviour. This is the gap this research intends to fill. Therefore, the central focus of this study is to identify the influence organisational behaviour variables of motivation, leadership style, communication, organisational culture and group membership have on managing behaviour in Nigerian Banking Industry. This is critical and therefore supports the objectives of this research.
1.2 Statement of the Problem
Comprehensive research has been done on organisational behaviour, managing behaviour and challenges/prospects of managing behaviour in organisations. Such research merely guides managers on how organisations are structured and create appreciation for the importance of effective management of behaviour.
However, findings indicate that there are few empirical evidence that organisational behaviour influences employee performance and overall behaviour in Nigerian banking industry. In view of the peculiar nature of banking systems in Africa and Nigeria in particular, there is the need to establish the relationship between the growth rate in terms of assets base of money deposit banks in Nigeria and the behaviour of the workers. This creates an avenue for managers and business leaders on when and how to encourage positive behaviour within the industry where worker – customer relationship is more direct-oriented and personal. Why are some banks having more customers than others; could it be attributed to behaviour of workers or some other factors? This study therefore intends to fill the existing gap by examining the influence some key organisational behaviour variables have in managing employee behaviour in the Nigerian banking industry. This is critical to the survival of the sector considering the degree of competition both locally, nationally and internationally.
1.3 Objectives of the Study
The broad objective of this research is to provide an analysis of the variables relevant to managing behaviour in service organisations with particular reference to Nigeria banking
industry. The central focus of the study therefore is to establish the influence organisational behaviour variables have on managing employee behaviour in service organisations. The study selected organisational behaviour variables of motivation, leadership style, group membership, organisational culture and communication as subject scope and distinct objectives. As a result of this, the research fulfils the following specific objectives:
1. To determine the extent to which motivation leads to job satisfaction and desirable behaviour in Nigerianbanking industry.
2. To examine the effect of leadership style on absenteeism in Nigerian banking industry.
3. To ascertain the effect of communication on employee creativity in Nigerian banking industry.
4. To establish the effect group membership has on group norms and behaviour in
Nigerian banking industry.
5. To identify the effect organisational culture has on socialisation of employees in
Nigerian banking industry.
1.4 Research Questions
For proper understanding of the problem under study, the following research questions emanating from the set objectives are formulated:
1. To what extent does organisational behaviour variable of motivation affect job satisfaction of bank employees?
2. What is the effect of leadership style on absenteeism ofNigerian bank employees?
3. What effect has communication on creativity of employees of Nigerian banking industry?
4. How does employee group membership affect group norms in Nigerian banking sector?
5. What is the effect of organisational culture on socialisation of employees in Nigerian banking industry?
1.5 Research Hypotheses
On the basis of the above stated objectives and the formulated research questions of the study, the following research hypotheses are stated:
i. Motivation significantly leads to job satisfaction of workers in Nigerian banking industry.
ii. Leadership style, to a large extent, positively affects absenteeism of bank workers in
Nigerian banking sector.
iii. Communication as a social process has positive effect on creativity of employees in
Nigerian banking industry.
iv. Group membership in the Nigerian banking sector has significant positive effect on group norms of Nigerian bank workers
v. Organisational culture has significant positive effect on socialisation of Nigerian bank workers.
1.6 Significance of the Research
This research provided useful information on the influence organisational behaviour variables have on managing behaviour in banking industry to stakeholders in the industry. It is of specific benefits to the management and staff of the Nigerian banking industry, bank customers, shareholders, students, teachers and intending researchers on managing organisational behaviour in service organisations in terms of improvement in performance, quick service delivery, increase in dividend and knowledge respectively. This study therefore is timely in view of the current deregulation of the economy and recapitalisation of the banking industry with the attendant effects of stiff competition, rivalry and downsizing of workforce.
1.7 Scope of the Study
Organisational behaviour is a very wide field of study and therefore the scope of this study is on selected organisational behaviour variables of motivation, leadership style, communication, group membership and organisational culture. The independent variables therefore are motivation, leadership style, communication, membership of group and organisational culture. The dependentvariablesare job satisfaction, absenteeism, creativity, group norms and socialisation. The organisations selected for this research are: First bank of Nigeria, Zenith bank, Guaranty Trust bank, United Bank for Africa (UBA), Union bank, Access bank, Eco-bank, Diamond bank and First City Monument Bank (FCMB) and only the branches located in Enugu and Ebonyistates were studied. The period covered by the study is three years, from 2012 to 2015. Various related theories to the study were also reviewed in chapter two.
Independent variables Dependent variable
| a. b. | Motivation Leadership style | a. b. | Job satisfaction Absenteeism |
| c. d. e. | Communication Group membership Organisational culture | c. d. e. | Creativity Group norms Socialisation |
1.8 Profile of Selected banks used for the Study
1. First Bank of Nigeria Plc.
The bank traces its history back to 1894 and the Bank of British West Africa. The bank originally served the British shipping and trading agencies in Nigeria. The founder Alfred Lewis Jones was a shipping magnate who had monopoly on shipping silver currency into West Africa through his Elder Dempster Shipping Company. In 1957, the Bank of British Africa changed its name to Bank of West Africa (BWA). In 1965, Standard Bank acquired the bank and changed its name to Standard Bank of West Africa and was incorporated under the name Standard Bank of Nigeria in 1969 and got listed on Nigerian Stock Exchange in
1971 placing 13% of its share capital with Nigerian investors. The Bank changed its name to First Bank of Nigeria in 1979. Due to changes in Nigerian banking laws following the Great Recession of 2007 – 2009, First Bank of Nigeria re-organised itself into four business groups
under a holding company called First Bank of Nigeria Holdings Public Limited Liability
Company, also referred to as FBN Holdings. The bank has over 560 branches in Nigeria.
2. Guaranty Trust Bank (GTB) Plc.
The bank was incorporated as a limited liability company licensed to provide commercial and other banking services in 1990 and fully commenced operations in February 1991 and was publicly quoted on Nigerian Stock Exchange in 1996. In 1996, 2000, 2003 and 2005 – 2009, the bank won the Stock Exchange president’s merit award. In 2007, the Bank became the first Nigerian financial institution to be listed on the main market of the London Stock Exchange. In 2009, the bank successfully completed the first tranche of its 200 million US dollar corporate bound targeted at increasing its operations in West Africa and Europe. The bank has branches across the country.
3. Zenith Bank of Nigeria Plc.
The bank was established in May 1990 and became a public limited company in July, 2004. It had its first public offer on the Nigerian Stock Exchange on October 21st of the same year. In
2010, the bank was defrauded of about N7.5 billion and was forced to make provisions for it by Nigeria’s reserve bank. The bank has branches all over the 36 states of the federation and beyond.
4. Union Bank of Nigeria Plc.
The bank’s history can be traced to 1917 when it was first established as Colonial Bank. Due to acquisition by Barclays Bank in 1925, the bank became known as Barclays Bank DCO (Dominion Colonial and Overseas). Following the enactment of Companies Act of 1969, the bank was incorporated as Barclays Bank Nigeria Limited (BBNL) established in 1969. Between 1971 and 1979, the bank went through series of changes including the listing on the Nigerian Stock Exchange and share acquisition/transfers driven by the Nigerian Enterprise Promotion Act (1972 and 1977). The bank changed its name to Union Bank of Nigeria in
1990. In line with the privatisation and commercialisation drive, the Federal Government
divested by selling its controlling shares of 51.67% to private investors in 1993. During the banking sector consolidation policy, Union Bank acquired the former Universal Trust Bank and Broad Bank limited and absorbed its one-time subsidiary, Union Merchant Bank limited. The Bank has branches all over the country.
5. Access Bank Plc.
The bank was issued a banking license in December, 1988 and was incorporated as privately owned commercial bank in 1989. It became a public limited liability company in 1998 and got listed on the Nigerian Stock Exchange the same year. In 2001, the bank acquired Marina bank and capital bank and established a subsidiary in Banjul, Gambia in 2007. In 2008, the bank acquired 88% of the shares of Omni-finance bank that was established in 1996 and also acquired 90% shares of Banque Price du Congo established in 2002 by South African Investors. In 2011, the bank acquired Intercontinental Bank plc. The bank has over 5.7 million customers and about 309 branches spread all over the country.
6. United Bank for Africa (UBA)
The bank has over 65 years of uninterrupted banking operations dating back to 1948 with the British and French Bank Limited (‘’BFB’’) in Nigeria. BFB was a subsidiary of BanqueNationale de credit (BNCI) Paris. The bank was incorporated in 1961 to take over the business of BFB. It got listed on the Nigerian Stock Exchange in 1970. It merged with Standard Trust Bank in 2005 and acquired Continental Trust bank in the same year while Trade Bank was acquired in 2006. Today, the bank has over 700 branches and cash offices in Nigeria’s major commercial centres, state capitals and Federal Capital Territory with two off- shore branches in New York and Grand Cayman Island.
7. Ecobank of Nigeria Plc.
The bank began operations in 1986 and operated as a Universal bank providing wholesale, retail, corporate, investment and transaction banking services to its customers in Nigeria. In the fourth quarter of 2011, it acquired 100% of the share-holding in Oceanic bank, further expanding the bank. As at December 2011, the bank controlled total assets valued at approximately 8.1 billion US dollars (N1.32 trillion), making it one of the five largest banks in Nigeria. By branch network, the bank is second largest in the country with 610 free- standing branches following the merger with oceanic bank. The bank is a member of Ecobank, the leading independent Pan-African bank, headquartered in Lome, Togo. The Ecobank network was established in 1985 and has over 1,000 branches with offices in 35 countries.
8. First City Monument Bank – FMCB
The bank was founded through an entity known as City Securities Limited that was established in 1977. First City Monument Bank Limited was incorporated as a private limited liability company on April 20th, 1982 and was granted a banking licence on 11th August,
1983. It was the first bank to be established in Nigeria without government or foreign assistance. It became a Public Limited Company on 15th July, 2004 and in the same year was listed on the Nigerian Stock Exchange (NSE).
In November 2010, First City Monument Bank acquired shareholdings of Fine Bank and became the strategic investor in Fine Bank following the bank’s undercapitalisation. In February 2012, FCMB acquired 100% shareholding of Fine Bank. The shares of the bank are listed on the Nigerian Stock Exchange. As at July 2012, it maintains over 310 networked
branches in all the 36 states of the Federation, making it the 7th largest Nigerian bank, by
branch network. Before merging with Fine Bank, the bank had 133 branches while Fine Bank had 180 branches. It also maintains a branch in United Kingdom and a Representative Office in the Republic of South Africa.
9. Diamond Bank Plc.
The bank started as a Private Limited Liability Company on March 21, 1991 after it was incorporated on December 20, 1990. In February 2001, it became a Universal bank and in January 2005, it became a Public Limited Liability Company after a successful private placement share offer that substantially raised the bank’s equity base. The bank was listed on the Nigerian Stock Exchange in May, 2005 and in January 2008, the bank’s Global Depositary Receipts (GDR) was listed on the Professional Securities Market of the London Stock Exchange; the first bank in Africa to record that feat. The bank is driven by innovation and operating on the most advanced banking technology platform in the banking industry. It has banking relationships with a number of international banks and they include Citibank, HSBC Bank, ANZ Banking Group, INGBHF Bank AG, Standard Chartered Bank, Belgolaise Bank S.A., Deutsche Bank, Commerzbank and Norde Bank plc. In 2008 it streamlined its operations into three segments: Retail, Corporate and Public Sector banking. As at June 2013, the bank operates 240 branches nationwide.
1.9 Contextual Definition of Terms
Ambiguity: In the context of this study, it means that job responsibilities as assigned to the workers are not clearly defined /spelt out.
Attitude: This refers to the behaviour of the workers and their disposition to the bank customers.
Behaviour: This refers to natural reaction in response to a particular situation which influences employees’attitude variously.
Benchmarking: It refers to the bank’s assessment of the performance and practices of other organisations and competitors in an attempt to analyse and compare its own performance.
Career: This means the sequence of jobs bank employees hold during their work histories in the organisation.
Coalition: This means two or more groups within the bank combing their resources to out- wit others in the same bank.
Cohesiveness: This is a process of employees forming a united whole; causing employees to become united.
Compliance/conformity:Thisrefers to power applied by group in the bank to control its members in relation with the kinds of involvement developed by members of that group.
Conflict: This means incompatibility of individual employees due to differences arising from opposing behaviours at the individual or group level.
Emotions: This refers to a state of physiological arousal of employees in the banks and changes in facial expressions, stress, positive and subjective feelings.
Feedback: It is an appraisal and feedback of employees regarding their work activities in the bank.
Hygiene factors: These are factors within a job that serve to prevent dissatisfaction.
Leadership: It refers to a relationship through which subordinates influence the actions/behaviours of employees in the banks.
Misbehaviour: This means intentional action by employees of the banks that defies and violates shared banking norms and expectations as well as core societal values and standards of proper conduct.
Motivation: It refers to employees’ willingness to exert high levels of efforts towards organisational goals, conditioned by the effort’s ability to satisfy some individual needs. The individual forces account for the directions, level and persistence of a person’s effort expended at work.
Norms: This means codes and practices developed by a group in the bank that group members consider to constitute proper group behaviour.
Organisation: It refers to banks that exist in order to achieve specific goals by means of planned and coordinated activities.
Perception: This is a cognitive process of employees and it is basically bits of information that involve the ways in which people process that information.
Power: It means the level of control/influence a subordinate has over the behaviour of other employees in the bank either with or without his approval.
Role: In the context of this study, it means the expected pattern of behaviour with employees in the bank occupying a particular position within the structure of the bank.
Socialisation: This refers to continuous integration and behavioural modification of employees in the bank as he/she climbs the ladder of his/her career.
Socio-technical: This is a process that is concerned with the interactions of the psychological and social factors of bank workers and its structural and technological requirements. Precisely, it is the interface between the technological system and the social system that recognises the capability of employees.
Stress: This is the mental and physical response of employees to the changes and challenges of his/her lives. It is usually caused by some characteristics, events, or situations in the environment that in some way results in a potentially disruptive consequence.
Values: These are the manners in which an employee or a group of employees tends to make judgment or choices both about goals and means at different stages of one’s life, in different facets of it, as deemed to lead to the happiness of oneself and society.
This material content is developed to serve as a GUIDE for students to conduct academic research
INFLUENCE OF ORGANISATIONAL BEHAVIOUR ON THE MANAGEMENT OFEMPLOYEES IN SELECTED COMMERCIAL BANKSINSOUTHEAST NIGERIA
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