Human Resources Management In Commercial Banks (A Case Study Of Union Bank Of Nigeria Plc Enugu)

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Human Resources Management In Commercial Banks (A Case Study Of Union Bank Of Nigeria Plc Enugu)

TABLE OF CONTENTS
Title page
Approval page/certification
Dedication
Acknowledgement
Table of contents
List of tables
AbstractCHAPTER ONE
1.0 INTRODUCTION OF HUMAN RESOURCES MANAGEMENT IN COMMERCIAL BANKS

1.1 Back Ground of the study
1.2 Statement of the problem
1.3 Purpose of study
1.4 Scope of the study
1.5 Research question
1.6 Null Hypothesis (H01)
1.7 The significant of the study
1.8 Definition of terms

CHAPTER TWO
2.0 LITERATURE REVIEW OF HUMAN RESOURCES MANAGEMENT IN COMMERCIAL BANKS

2.1 The effect of lack of good relationship between supervisors and their subordinates on the overall performance of union bank
2.2 The effect of staff resignation on bank services
2.3 The effect of staff involvement in fraudulent activities on the banking sector
2.4 The impact of industrial relations on bank services
2.5 Summary of the overage literature review

CHAPTER THREE
3.0 RESEARCH METHODOLOGY OF HUMAN RESOURCES MANAGEMENT IN COMMERCIAL BANKS

3.1 Research design
3.2 Area of the study
3.3 Population of the study
3.4 Sample and sampling procedure
3.5 Instrument for data collection
3.6 Validity and reliability of the instrument
3.7 Administration of instrument
3.8 Method of data analysis

CHAPTER FOUR
4.0 DATA PRESENTATION AND RESULTS SUMMARY OF RESULTS/FINDINGS
OF HUMAN RESOURCES MANAGEMENT IN COMMERCIAL BANKS

CHAPTER FIVE
5.0 DISCUSSION, IMPLICATION AND RECOMMENDATION OF HUMAN RESOURCES MANAGEMENT IN COMMERCIAL BANKS

5.1 Discussion of findings
5.2 Conclusion
5.3 Implication of the results
5.4 Recommendations
5.5 Suggestions for further researcher
5.6 Limitations of the study.
Reference
Appendix

DISCUSSION, CONCLUSION AND RECOMMENDATIONS

DISCUSSION OF FINDINGS
Based on data presented, and the analysis that followed, the following findings are made:
(1) 60 out of the 70 questionnaires distributed were returned. Showing a greater response which further indicates that majority of the staff are worried about the problem of human resources management in Union bank, hence they were very much willing to comment on the issue.
(2) The four cluster have been carefully analysed and the majority opinion determined and expressed in each case, this was done so as to get facts required in the research. From the responses in cluster A, 3 out of the five relationship listed rank 2.50 and above by senior staff while the same (3) relationship rank 2.5 and above in junior staff. This suggest that there is an existence of good relationship between the senior and junior staff of Union Bank of Nigeria Plc Enugu.
(3) In cluster 13, there reasons out of the five reasons listed rank 2.50 point and above by the senior staff while three reasons out of five listed rank 2.50 points and above by junior staff. This data analysis suggest that there is no different between senior and junior staff of resource adequate for job satisfaction and motivation as it regards to the problem of bank staff resignation and there tend to reduce staff resignation. It goes further to support what Aldag and Koonts said variously about lack of motivation and lack of job. In cluster C.6 out of six causes mentionable both senior and junior staff suggestion are equal on the general causes of bank staff involvement in fraudulent activities. The data analysis shows that there is no different between theseinor and junior staff of Union Bank of Nigeria Plc Enugu on the general causes of bank staff involvement in fraudulent activities. Cluster D, 2 out of the 3 objections listed rank 3.0 points and above by junior staff while senior staff objectives rank 2.5 and above the positive level. These suggest that the junior staff of UBN Plc has more objections for implement of good industrial relation.CONCLUSION
The following conclusion have been drawn from the relevant major findings of the study.
1. It is now clear from the hidings shortly enumerated, that Union Bank Staff are not well cared for though they are well trained and work in good ergonomics they are already getting worried about this situation in the bank, and are ready to disclose the state of their mind on this if called to do so.
2. people are not well paid and majority of staff stay up to 4-5 years before getting the next promotion. This has raised a lot of problems in the banking industry. Such problems include staff actions.
3. poor staffing militates against efficient customer service in the bank, with one person doing the job of three persons and closing at late hours. This was occasioned by there engineering process embarked by the bank long ago.
4. consequent upon the fore-goings, staff medical bill increased and staff actualization become difficult.
5. Bank staff maintain a cordial relationship among themselves in spite of all odds, and they still exists an industrial peace in the bank.

RECOMMENDATIONS
The following recommendations have been made in the light of the findings and the discussion with relevant major conclusion, which have been highlighted.
(1) For Union Bank to improve on their customer’s services, and reduce long queue over the counter, more staff should be employed to replace those staff who left the industry as a result of the re-engineering process.
(2) All existing staff who have stayed up to 7 years in particular bank should be transferred to other branches to make an effective job enlargement.
(3) Management of Union Bank Plc should replete the system of mass promote with a continuous and individualistic system of promoting staff. This will promote people as soon as they are due and qualified without wasting time, thereby staying for 4-5 years when mass promotion is normally due. This practice will lead to job enrichment and reduce the rate of fraudulent practices.
(4) In order to reduce the problem of stress and high staff medical expenses already created, staff should be made to work for a specified number of hours and close for the day’s job. This will minimize cost, improve efficiency and lead to self actaulisation.
(5) Management should adopt the “quality of working life (QWL) system of motivation in dealing with the bank human resources. This technique will improve working conditions and productivity. It is a sure way of increasing and justifying higher pay. When this is done, both the management will be no room for any form of industrial actions.

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