ABSTRACT
Training is an
integral part of the success of any organization. The training and retraining
of employees enable them to meet up with the rapidly changing trends in the
business environment which in turn reflects positively on the efficiency,
productivity as reflected in customer service of the organization. This study’s
main objective was finding out the Effect of Training on customer service
delivery among Nigerian Banks using First Bank of Nigeria Plc as a case study.
Customer service is the heart beat of any organization. The efficient handling
and management of customers go a long way to ensure customer loyalty that
effectively translates to organizational productivity using a descriptive
statistics, cross tabulations and Chi square tests on the data gathered by a
well designed questionnaire, this study was able to critically review the
Effect of Training on customer service delivery among Nigerian Banks. It
discovered that there was a positive and significant relationship between
training and efficient service delivery in banks. Furthermore, by training
workers periodically and equipping them with new skills, add as an impetus to
their motivational levels and loyalty to the organization. This study concludes
that a highly training motivated workforce is the key to the survival of any
enterprise in a highly volatile economic environment through its customer
service practices.
TABLE OF CONTENTS
Pages
Title page
Certification i
Dedication ii
Acknowledgement iii
Abstract iv
Table of Contents v
Chapter One
1.1
Introduction 1
1.2
Problems Statement 3
1.3
Purpose of Study
4
1.4
Research Questions 4
1.5
Research Hypotheses 5
1.6
Historical Background of First Bank of Nigeria
Plc. 6
1.7
Significance of Study 7
1.8
Scope of Study 9
1.9
Limitation of Study 12
1.10
Definition of Terms 12
Chapter Two: Literature Review
2.1
Meaning of Training and Manpower Development 19
2.2
Importance of Training Manpower 20
2.3
Level of Training 22
2.4
Motivation and Job Satisfaction 26
2.5
How to achieve Organizational Objective
through
Well
Motivated Employees 30
2.6
Expectancy Theory of Motivation 33
2.7
Administration of Wages and Salaries 37
2.8
Organisation Development Policy 40
2.9
Control 42
2.10
The Concept of Training 45
2.11
Objective of training 46
2.12
Principles of Training 47
2.13
Identifying the Training Needs 47
2.14
Training Methods and Techniques 48
2.15
Implementation of the Training Programmes 52
2.16
Evaluation and Validation of Training Programmes
54
Chapter Three: Research Methodology
3.1
Introduction 56
3.2
Restatement of research Questions 56
3.3
Restatement of Research Hypotheses 57
3.4
The Research Design 58
3.5
Characteristics of the Study Population 58
3.6
Sampling Procedure 59
3.7
Data
College Instruments 59
3.8
Standardization of Data Collection Instrument 59
3.9
Scoring and Data Collection 60
3.10
Procedures for Analyzing Collected Data 60
3.11
Limitations of the Study 62
Chapter Four: Data Presentation
and Analysis
4.1
Introduction 63
4.2
Data Presentation 63
Chapter Five: Summary of
Findings, Conclusions and Recommendation
5.1
Summary of Findings 75
5.2
Conclusions 77
5.3
Recommendation 78
References 80
Appendix
CHAPTER ONE
1.1 INTRODUCTION
In modern
corporate environments, the training of employees has continued to enjoy
considerable attention of management of organization as a positive correlation
has been established to exist between training and organizational performance.
More so, in this
insatiable environment of technological advancement, it is very important for
organizations to create an adaptable labour force that can meet the ever
changing technological environment. It is important that a new employee be
properly training by his organization for to perform his job effectively.
Training is
directed towards changing the behaviours and attitude of employees to achieve
an acceptable result more especially in the performance of employee’s jobs and
satisfaction. This on the part of the organization if effective, it leads to
higher production, fewer mistake, lower labour turnover, goal and growth
achievement.
To the employees
it leads to emergence of new carried opportunity, promotion, change in status
and acquisition of knowledge and skills.
In the past,
little or no attention was given to training of employees but now it is evident
to management and National leaders that training of staff is very vital if the
organization is to justify its existence hence the establishment of various
institutions and bodies helping organization to train their employees.
The origin of
training in Nigeria
industries dated back to year 1970. it was brought to the light of day at the
14th Annual General meeting of the Nigeria employers consultative
Association (NECA) when Chief Anthony Enahoro, the then Federal Commissioner of
labour and productivity commented on the importance and role of employers in
training their employees.
Other
institution and bodies are: The Industrial Training Fund (ITF) which was
established to ensure that there is adequate trained manpower to run industry
and commerce in the country under Decree No 47 of 1971 as amended by Decree No
37 of 1973 and the budget speech of 1975.
The Nigeria
Centre for Management Development (NCMD) was established in 1972 to give proper
direction to institution engaged in the education, training and retraining of
management manpower in Nigeria.
The
Administrative Staff
College of Nigeria (ASCON)
by Decree No 39 of Nigerian Institute of Management (NIM)
Financial
Institution of Training centre (FITC)
The Chartered Institute of Banking of Nigeria (CIBN)
However, plan
must be developed to state clearly what training is to be provided and how, by
whom, where and at what cost. The evaluation of training programme is also
important as it enables the management to know whether or not the training goal
is achieved.
1.2
PROBLEM
STATEMENT
Some of the
problems inherent in this study
could be
traced to the employees
themselves and the management attitude towards training.
The problem is centered on the effectiveness or the impact on the
performance of the employees. Why is it that some employees are still not
performing up to expectation? Does it
mean that employees are not sent on the right type of training or could it be
because employees are not putting into practice what they leant during
training. What are the factors that contributed to the negligent attitude of
most organizations towards training activities.
1.3
PURPOSE
OF STUDY
The study will
look into the training of workers in the Banking industry as practiced in First
Bank of Nigeria PLC, and how it impacts on customer service delivery standards
and practices.
Also the purpose
of the study includes:
1. To know
the impact and importance of training on productivity and profitability
2. To
Identify the training needs of the employees
3. To
examine training methods and techniques
4. To know
if it necessary to evaluate and validate training programme after
implementation
1.4 RESEARCH QUESTIONS
1. Is a
well planned training programme given adequate importance in the organization?
2. Does
training of sufficient duration provide an excellent opportunity for employees
to learn comprehensively about the organization?
3. Are
employees helped to acquire technical knowledge and skills through training
that is periodically evaluated and improved?
4. Is
training given adequate importance in the organization such that employees are
sponsored for training programmes on carefully identified development needs?
5. Do
employees take the training programme seriously such that they participate in
determining the training they need?
1.5 RESEARCH
HYPOTHESES
Hypotheses 1
H0: There is a positive and significant
relationship between human relations competencies in the organization and its
managerial capabilities.
H1: There is a positive and
significant relationship between human relations competencies in the
organization and its managerial capabilities.
Hypotheses II
H0: There is a positive and significant
relationship between management policy to develop junior workers through
training and customer service delivery.
H1: There is no positive and significant
relationship between management policy to develop junior workers through
training and customer service delivery.
1.6
HISTORICAL
BACKGROUND OF FIRST BANK OF NIGERIA PLC
First Bank of
Nigeria was founded in 1894 by a shipping magnate from Liverpool,
Sir Alfred Jones. It was incorporated as a limited Liability company on March 31, 1894 with office
in Liverpool.
It started
business under the corporate name of the British West African (BBWA). A branch
was opened in Accra,
old coast (now Ghana)
in 1896 and anther in Freetown,
Sierra Leone in
1898.
In the early years
of Operations, the bank worked closely with the colonial Government in
performing the Traditional function of a central Bank. In 1957, it change its
name from Bank of British West African to bank of West
Africa.
In 1969, the
bank was incorporated locally as the standard Bank of Nigeria Limited in line
with the companies Decree of 1968. The Bank commenced as a small operation in
the office of elder Dempster and company in Lagos. Change in the name of the bank also
occurred in 1979 and 1991 to first Bank of Nigeria limited and first bank of
Nigeria PLC respectively.
In 1985, the
bank introduced a decentralized structure with five regional administrations
and this was reconfigured into sixteen area office in 2003.
In 2001, the
bank began the process of transforming its corporate identify to reflect its
rejuvenated focus.
The process
gained momentum in 2003 and was launched on Tuesday April 27, 2004 with the introduction
of a new corporate identity.
To satisfy the
need of its customers, first Bank has diversity into a wide range of activities
and service. These include corporate, retail and mortgage Banking,
Registrarship, private equity financing, trusteeship and insurance Brokerage.
FBN got listed
on the Nigerian Stock Exchange (NSE) in March 1971 and has won the NSE
president’s Merit Award ten times for the best financial report in the banking
sector.
Currently, with
358 branches spread throughout the federation, the bank maintains the largest
branch network in the industry. The
number of staff is over 7,000. Over the years, the Bank has experienced
phenomenal growth. With a share capital of N55.6 million in 1980, the Bank’s
share capital grew to N1.751 billion.
The Bank’s total assets were N312.5 billion while its deposit base stood
at N981.41 billion.
In conclusion,
the Bank track record of profitability and reliability in sound banking has
continually placed it in its leadership position.
1.7 SIGNIFICANCE
OF STUDY
The significance
of this study cannot be over emphasized.
This research work would be of great assistance to different people in
different ways. In the first instance, First Bank of Nigeria PLC will better
appreciate the need for manpower training.
This study shall
therefore be very useful to employers of labour in the financial sector who
will get to know the importance of training to the efficiency of customer
service delivery.
The study is
also significant in that is would give an insight into how employees can be
effectively deployed to practice what they have acquired from a
successful training course in order to meet organizational goals of effective service delivery.
The study would
also be beneficial to management of financial institutions and indeed other
service delivery organizations, in performance appraisal techniques and in the
determination of the fact that training and development of employees aimed that
improving customer service delivery is a good investment that pay off in the
future.
1.8
SCOPE OF
STUDY
As the title of
this research shows, it is meant to cover the impact of training on the
performances of workers in First Bank of Nigeria PLC and to highlight the
importance of training on the attainment of the goals and objectives an
organization.
Customer service
improvement requires understanding, commitment, time and effort. Companies or
organizations that manage customer service the best are those who develop a
policy and then stick to it. This may
seem easy, and this manual will help you along in this process, but in an age of
political transition, mergers and acquisitions, regulation and de-regulation,
rapid management turnover and global competition, adhering to sound customer
service policy can be quite a challenge.
What Customer Service Means
As mentioned
earlier, customer service means providing a quality product or service that
satisfies the needs/wants of a customer and keeps them coming back. Good customer service means much
more-it means continued success, increased profits, higher job satisfaction, 2
Bailey, Keith and Leland, Karen. Customer Service for Dummies, New York, 2001.
One commonality
among all companies or organizations that provide good service is the
development of a system and attitude promoting customer friendly service is the
development of a system and attitude promoting customer friendly service. By
“customer friendly” we mean viewing the customer as the most important part of
your job. The cliché, “The customer is always right” is derived from this customer
friendly environment. Two critical qualities to the “Customer Friendly
Approach”:
1. Communications
2. Relationships
The two main
tasks of successful customer relations are to communicate and develop
relationships. They don’t take a huge effort, but don’t happen instantaneously
either. Positive dialogue/communication with your customers and developing
ongoing relationships with your customers are perhaps the two most important
qualities to strive for in customer service.
Think about it
places where you enjoy doing business-restaurants, stores, petrol stations,
suppliers, banks, etc. why, aside from
the actual product or
service they provide, do you like doing business with them?
You probably find them courteous, timely, friendly, flexible, interested,
and a series of other exemplary qualities. They not only satisfy your needs and
help you in your endeavors but make you feel positive and satisfied. You come to rely on their level of service to
meet your needs and wants.
On the other
hand, let’s review a business you dislike patronizing maybe even hate utilizing
but in some cases do so out of necessity. Maybe it is the Ministry of Transport
when you need a new driver’s license or maybe it is the local department store
that carries a product you need but who offers lousy service when you purchase.
In both of these cases we are willing to hypothesize that the customer
experience is marred by long lines, gruff service, inefficient processing,
impolite and unfriendly clerks or salespeople, lack of flexibility, and no
empathy for your customer plight. In these cases you feel abused, unsatisfied,
and taken advantage of-in essence, your experience is wholly negative.
Unfortunately, in the
cases we outlined above there is
no competition for the service/products
offered or you would gladly not
consider using either the Ministry of Transport or
the rude department store. This is the advantage of a monopoly on a good
or service because in a competitive marketplace, the unsatisfied customer shops
elsewhere.
Remember, good
customer service results in consumer satisfaction and return customers and
growth in business. Poor customer service, except for monopolistic strongholds,
generally results in consumer dissatisfaction, lack of returning customers and
swindling business.
Customer Service Qualification
Customer Service = Accountability +
delivery
Customer service
is:
1. Fundamental
2. Simple
3. Daily
4. Time oriented
5. Persevering
6. Specific
1.9
LIMITATION
OF STUDY
Time and finance
constitute constraint on this research.
1.10
DEFINITION
OF TERMS
Activity: A sub-component of a service.
A group of activities make up a service. The lowest level at which data is
collected to measures cost or performance.
Aligned: The state in which all of the
services and activities of an
organization accomplish the Mission.
Alignment: The process by which an
organization and/or its functions becomes aligned. During the Alignment
process, mission and service are reexamined throughout an entire organization
for consistency, to make sure the services roll up to accomplish the mission.
Benchmarking: Comparing activities and
business processes and cost internally or externally with competitors or
acknowledge “best practice”.
Charter: A document where by the
purpose, outcomes, resources and authority of a team are defined.
Coaches (citywide): A centralized group
of staff assisting departments with their alignment effort. Coaches will work with department
facilitators and the department implementation
team to assist them in accomplishing
the process. Coaches are also
responsible for ensuring cross organization communication, capacity and consistency.
Managed competition: A tool to achieve
highest qualities services in the most cost-effective manner. A process in
which public and private entities compete through an RFP process to provide
specific services and achieve results.
Continuous Improvement: A systematic,
consistent, integrated method that continually improves the quality of
processes, products and /or services delivered by the organization.
Core Service: A primary deliverable of
an organization. Core Service are often what the customer sees. The successful
accomplishment of core service results in the organization achieving
mission.
Cost: One of four key measurement areas
used to assess the performance of a service. Typical cost performance measures
are a ratio of cost to budget or cost per
unit of service, My include
financial aspects a revenue, debt,
reserves or fund balances, labor, materials, overhead and equipment.
Customer: Anyone who directly or
indirectly is a recipient of a service/product.
Customer Perception: One of four key
measurement areas used to asses the performance of a service (satisfaction).
Typical customer service surveys measure perception of quality, timeliness,
cost, etc.
Cycle Time/Response Time: One of four
key measurement areas used to assess the performance of a service, time from
request for a service to delivery of a service, activity, program, etc.
Facilitator (s): (Department)
Individual (s) dedicated to facilitate the department’s implementation of
investing in results. They will lead or co-lead the department implementation
team, create the implementation plan, ensure other department facilitators are
trained and will ensure the outcomes of the raining, workshops and retreats are
met.
Gap Analysis: A process during which the difference between actual performance/results is compared to desired performance/results or
between the services the customer
wants and the service delivered.
Input: Resource that contributes to the
delivery of an activity or service or a product. Some inputs may include:
personnel, labor hours, supplies or equipment.
Key Functional Player: A
cross-functional, multi-level group of staff in a department who are responsible
for the oversight and/or delivery of service, and who have peer respect.
Key Measurement Areas: A group of
indicators that, when measured together, give a balanced picture of how well an
activity is performed and whether a service or product is meeting customer
needs.
Meaningful
Prerequisite characteristic of a good performance measure. A meaningful measure
provides information that those collecting and using the measurement data
believe is necessary to present an accurate picture of their performance.
Mission: A statement describing the reason for
the existence of a department or organization.
Operational Service: Operational
Services roll-up to accomplish the core services of the organization. A
front-line level of an organization that is primarily concerned with day-to-day
work.
Outcomes: The results of producing an
output or delivering a service or product.
Out-put: The product of an activity or a product
created by people using resources.
Performance Based Budget: A type of
budgeting that focuses on results and sues performance information to drive
operations.
Performance Measures: Indicators used
to assess, improve and communicate the results of services, products.
Process: A combination of people,
technology, supplies, methods and/or environment that produce a given service.
Program: One or more activities that
contribute to the accomplishment of a service.
Purpose: The statement describing the reason for the
existence of a division, program, section or functional area.
Quality (accuracy): One of the four key
measurement areas used to asses the condition or accuracy of the service which
is being provided.
Service Groups: A collection of core
services that share a larger or common result or outcome.
Stakeholder: Anyone who directly or
indirectly is affected by a service/product and who has an interest in how the
service is performed or product is delivered.
Strategic: Long term in nature,
concerned with achieving the mission.
Sustainable: Cost Effective to continue
over a long period of time.
Tactical Task: A unit of work or effort
undertaken to accomplish an activity.
Team (department): People working
together to achieve a goal.
Useful
Prerequisite c characteristic
of a good performance measure. A
measure must provide
information to those who collect the data on
the measure, while reflects an accurate picture of how well a service/ product is being performed and can
be used to performed a gap analysis
on the service/product. Vision
A description of
a preferred future state.
TRAINING: This refers to the act of
assisting a learner to acquire skill, knowledge, attitude or behaviour
necessary for performing a particular job.
SKILL: The ability to do something
expertly and well.
PERFORMANCE: This is the physical and
mental efforts exhorted towards the accomplishment of a particular task or
derived goal by an individual or organization.
MANAGEMENT: This is a group of
individuals occupying the top position of an organization and in whom the power
and authority of administration of the organization is vested.
TRAINEE: This is a person that is being
trained on a job.
TRAINER: This
is people who train others on a job.
EMPLOYEES: These are the human resources employed to
carryout the day to day organizational activities in consideration of some
agreed remunerations.
LABOUR TURNOVER: This is a term to describe the change in labour
force of an organization which is measured in terms of the ratio of the number
of employee leaving the organization and the average number of employee during
a specified period (usually a year).
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