ABSTRACT
With the advent of recent economic recession in the country, most public and private companies have resorted to laying off workers in spite of the observed development, some sectors like the Banking sector and layoff as well as absorb employees. Notwithstanding, such employees are given the opportunity of being trained and equipped adequately to effectively and efficiently perform well in their jobs. Consequently, the project examines human resource recruitment and training in the Banking sector, taking Access Bank and Eco bank as a case study.
In achieving the sole objective of the study, a number of research tools were employed; such as the questionnaire, oral and structured interviews and content analysis of relevant documents like the Banks recruitment policy manual.
In the course of the study, the researcher discovered that though the Banks’ recruitment and training methods are good enough, there is still need for improvement. Based on the finding in recognition of the fact that human resource constitutes an integral part of any organization, the research proffered some suggestions. Thus the need for periodic and system recruitment programmes, provision of checks and balance to streamline the imbalance and bureaucracy in the final nomination of staff for training.
It is conviction of the researcher that this research study will in no distance time provide a basis for improvement in the recruitment and training methods of Access Bank in the attainment of organizational objectives.
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
In every organization, manpower requirement has to be planned for; also certain amount of money must be budgeted for spending. Manpower planning therefore should not be seen in isolation, but in the context of the growth of the organization which can effectively boost the supply of the required human resources to equate various activities toward achieving organization corporate objective. The aim of recruitment is to ensure that the organization’s demand for employees is met by attracting potential employees (recruits) in a cost-effective and timely manner (G. A. Cole,
2004:338)
One of the major bottlenecks confronting management (case in point the banking industry) is the inability to distinctively and effectively carry people along. Obviously, it is pertinent to focus our attention on the precarious and complex area of resourcing which include recruitment, selection, orientation, training and utilization of the outfit. This is not just a
question of quantity which has to do with having the right caliber of people at the right purpose.
The development of a well trained labour force is an essential personnel function. Employee training should be looked at as a continuing process which lasts until the employee leaves the company (P.C. Unamka, U.J.F. Ewurum, 1995:160). Beach (1965:316) says that training is the organized procedure by which people acquire knowledge and/or skills for a definite purpose. The objective of training is to achieve a change in the behavior of those trained. In the industrial situation, this means that the trainees shall acquire new manipulative skills, technical knowledge, problem solving abilities, or attitudes.
When employees are selected, transferred or promoted, training becomes necessary. In a management development program, training is an essential element. From what Beach said about the subject, the objective is to develop the skills of the employees to the utmost so that they can put into the job their optimum efforts. The worker develops satisfaction with his job when he becomes sufficiently skillful in the performance of his duties. Training helps an employee to develop skills and methods of working that will enable him to do his job effectively (P.C. Unamka, U.J.F. Ewurum,
1995:160).
Having projected the required human resources, it becomes necessary to ascertain whether a particular job is to be filled by the existing staff in the organization or among the new applicants. From the analysis above, recruitment can be separated into two schools of thoughts (internal and external).
(a) Internal: Here, the present employee of the organization is trained, developed and promoted to fill the existing vacancies or available position resulting from the expansion or diversification as the case may be.
(b) External: A situation where internal recruitment cannot provide the required personnel, the need to resort to external sources comes up. This involves attaching interested individuals outside the organization to apply for vacant position in the firm. Recruitment program could be properly planned and managed well if the required numbers of applicants are carefully selected out of the lots, then the fortunate ones should be made to undergo certain screening process through which the successful employees could be sent on training and are further engaged in one induction training to ensure a desired standard and maximum efficiency.
Access bank was incorporated on February 8, 1989 as a privately owned commercial bank. It obtained a banking license in December 1988
and commenced business on May 11, 1989. The bank converted to a public limited liability company on March 24, 1998 as was listed on the Nigerian Stock Exchange on November 18, 1998. In March 2002, Access Bank successfully re-capitalized and consequently came under its current ownership. Access bank is a full service commercial bank operating through a network of more than 80 branches and service outlets located in all major commercial centers and cities across Nigeria. The bank has undergone a transformation process which has positively impacted every area of its culture, operations and financial performance.
A full fledged settlement bank, Access bank has major licenses and regulatory approvals required by major financial services providers such as primary market dealer/market maker in government securities, Issuing House license, and primary dealer in foreign Exchange and Custom Duty collections. The bank in partnership with ABN AMRO has been selected as one of the managers of Nigeria’s external reserves, leveraging its strong alliances with international development and commercial institutions.
Access bank successfully complied with the CBN’s banking consolidation policy through the strategic acquisition of Capital Bank International Plc and Marina International Bank ltd in August 2005. The three banks were integrated within a period of 60 days. The integration
model is a good benchmark for integration in the Nigerian Banking Industry. Access Bank’s extensive range of products and services are tailored to provide the bank’s corporate, commercial and individual clients with value added banking solutions ranging from day-to-day transactional banking services to complex financial structures. The bank’s products and services include:
Cash management Electronic banking Trade services
Account services
Loans
Investment banking and Treasury
Access Bank Plc recognizes that good corporate governance is fundamental to earning and retaining the confidence and trust of its stakeholders. It provides the structure through which the objectives of the bank are set and the means of attaining these objectives. The codes of corporate governance for banks in Nigeria post consolidation issued but he Central Bank of Nigeria, the securities and Exchange’s commission’s code of best practice and Access Bank’s principle s of corporate governance collectively provide the basis for promoting sound corporate governance in
the Bank. The bank’s subsidiary entities are guided by these principles in their governance framework and also meet the requirements of their respective jurisdictions to ensure local compliance. The group’s governance framework helps the board to discharge its role of providing oversight and strategic counsel in balance with its responsibility to ensure conformance with regulatory requirements and acceptable risk.
Compliance with all applicable legislation, regulations, standards and codes is an essential characteristic of the Bank’s culture. The Board monitors compliance with these by means of management reports, which include information on any significant interaction with key stakeholders. Access bank intends to quickly accelerate its position in retail banking in Nigeria through development of alternative channels to market its innovative products. The bank will also remain focused on growing its market share in project and structured finance and treasury. The bank currently has foreign credit lines of US 450 million dollars. The bank is also planning a bond issue of 13.5 billion naira, a subordinate debt of 75 million dollars and a loan of
9.75 billion naira from the African Development Bank.
1.2 STATEMENT TO THE PROBLEM
The study aims to examine the problem of ineffectiveness in employment practices in the Nigerian Banking Industry. It is common knowledge in Nigeria that citizen’s effort to secure gainful employment has to be complemented with social and political contacts. This implies that employment in this sector (the banking industry) could also be influenced. This influence emanates from the applicants social/political contacts. It is very clear and important for us to focus on the complex area of recruitment, selection and training the right candidate who possess the right attitude to act as sources of competitive advantage. This situation has also led to the contribution of successful performance of the organization amongst the dynamic environment and the world circumstance.
1.3 OBJECTIVE OF THE STUDY
The objective of my study is to understand and critically analyze the recruitment and training procedure at Access Bank and Eco Bank Plc.
1. To know the prospect or recruitment and training procedure.
2. To critically analyze the functioning of recruitment and training procedures.
3. To identify the probable areas of improvement to make recruitment and training procedures more effective.
4. To know the managerial satisfaction level about recruitment and training procedure.
1.4 SIGNIFICANCE OF THE STUDY
This study seeks to discover the practical realities of employment practices of Nigeria organizational/private companies and civil service organizations. In the light of HRM best practice in order to suggest fruitful direction for effective practice as well as strengthening the theoretical foundation of the concept in Nigeria.
The exposure of the practice realities and identification of areas of ineffectiveness in recruitment and selections practices of Nigeria, private companies and civil service organization. The knowledge of the actual employment practices in Nigeria organizations will also guide job seekers in their choices of employers.
Therefore, the study discussion and recommendations will be beneficial to employers, current and potential employees, the Nigerian government and all citizens.
1.5 SCOPE OF THE STUDY
The scope of the study covers Nigerian private companies, case study of the Banking industry. In order to have a more empirical analysis of the work, this study shall be limited to Enugu area (UNEC Branches of Access Bank and Eco Bank). Data shall be collected from the Access Bank to arrive at a tenable and comprehensive conclusion. It discusses the pre-recruitment activities, recruitment methods, selection techniques, relationship among HR planning, job analysis, job description and person specification, recruitment and selection. It further explores the relationship among every human resource management employee recruitment and selection.
It also examines the development in the Banking industry, gives an overview of Nigeria civil services, indigenous corporations with resource question drawn from the review of literature.
Finally, it looks at the difference between general employment practices and that of Access Bank as well as Access Bank. It further analyses the effectiveness of Nigeria organizations employment practices in the light of HRM philosophy.
1.6 LIMITATIONS OF THE STUDY
This study cannot be said to be the final answer to the research hypothesis and questions posed because the research finding obtained might be subjective due to interpretation, assumption and generalization errors resulting from the circumstantial dynamism of the staffing methods and the researcher’s personal judgment. However, the subjectivity of this research finding could become a foundational block for further debate and research work because the right human resources needed for the transformation of the organization and nations will continue to be a strong subject of research for performance improvement.
Previous published researches on recruitment and training practices are minimal and this affected the study. The research also encountered other limitations: Time constraint, cost and lack of access to primary data, and unwillingness of respondents to disclose their identity. The top resource professional and top management employee barely agreed to be interviewed. Those who finally agreed to be interviewed want their anonymity safeguarded. Most Nigerian organizations do not want to be used publicly or quoted for research purposes.
1.7 RESEARCH QUESTIONS
This study shall seek to adhere to the following questions.
1. Is there a relationship between Access Bank and Eco Bank recruitment methods and other organizations?
2. Are there differences in the number of staff recruited yearly in Access and Eco Bank?
3. To what extent is the general policy significant to Access Bank and Eco
Bank recruitment?
4. Is there a relationship between the recruitment method of Access Bank and Eco Bank and other organizations?
1.8 HYPOTHESES
The purpose of this study having not being earlier stated, a number of hypotheses are also formulated for testing the following. The following are the hypothesis.
1. Ho: There is no significant relationship between the recruitment methods adopted by the Access Bank, Eco Bank and other organizations.
H1: There is significant relationship in the recruitment methods adopted by the Access Bank, Eco Bank and other organizations.
2. Ho: There is no significant difference between the number of staff
recruited yearly in Access Bank and Eco bank.
| H1: | There is significant difference between the number of staff recruited yearly in Access Bank and Eco Bank. | |
| 3. | Ho: | There is no significant effect of general policy on the |
| recruitment by Access Bank and Eco Bank Plc. | ||
| H1: | There is significant effect of general policy on the recruitment by Access Bank and Eco Bank Plc. | |
| 4. | Ho: | There is no significant relationship between the training |
methods used by Access Bank, Eco Bank and other organizations.
H1: There is significant relationship between the training methods used by the Access Bank, Eco Bank and other organizations.
1.9 DEFINITION OF TERMS
Human Resources.
Human resources are people in their various roles as contributors to the production of goods and services.
Recruitment.
It is the process which aims at attracting appropriately qualified candidates for a particular position from which competent persons are selected.
Training.
Training is a process through which knowledge and skills are offered to the trainee and in the process, he acquires and absorbs some new perspectives, understanding, values, attitude, technique or skills.
REFERENCES
Cole, G.A. (2004), Management Theory and Practice: London: Thomson
Learning Publishers.
Cole, G.A. (2004), Personnel and Human Resource Management: London: Thomson Learning Publishers.
P. C. Unamka and U. J. F. Ewurum (1995), Business Administration: Enugu: Precision Printers and Publishers.
This material content is developed to serve as a GUIDE for students to conduct academic research
RECRUITMENT AND TRAINING IN THE BANKING INDUSTRY A CASE STUDY OF ACCESS BANK AND ECO BANK PLC (UNEC BRANCH)
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