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This project examined the relationship between human capital development and organizational performance. The research design used was survey design, the population of this study consists of members of staff of Sterling Bank Plc Lagos, while the sample size was 118 that responded to administered questionnaire. Data were collected using a structured questionnaire and analysed using frequency Tables and Percentages. The findings of the study are that human capital developmentmotivates workers; human capital development reduces high level of labour turnover; human capital development retains the best hands in the services of the organization; human capital development matches workers’ ability with job requirements; human capital development enables workers meet and surpass set standards and that human capital development makes workers to be productive. The researcher recommends that the management of Sterling Bank Plc should continuously promote human capital development and that the management of Sterling Bank Plc should constantly train and develop members of staff the bank so as to meet and surpass expectations.
1.1Background to the Study
The human resources create value added in an organization because no work can meaningfully take place without the indispensable contributions of the human resources(Akanji, 2012). The most automated activities irrespective of the level of sophistication still require human resources intervention to ensure organizational efficiency and excellent performance (Adeoye, 2012).Human capital development on the one hand will make all organizational resources to become sources of blessing and not sources of curses because they will continuously surpass customers’ expectations and compete favourably in this competitive business environment that is saturated with all kinds of technological advancement (Mellner, Aronsson and Kecklund,2014).
As a matter of fact, it is not always practicable to get the personnel that will be 100% perfectly fit to the job and the major objective of the organisation to fit the man to the job and fit the job to the man (Dellinaand Raya, 2013). Fapohunda(2014) asserts that the organization can only perfect the imperfectness in the workforce through adequate and appropriate human capital development. Training and development therefore are series of activities designed to increase the ability of individuals and groups to contribute to organization effectively and efficiently(Armstrong, and Taylor, 2014). Banjoko(2010) confirms that a lot depend on the workforce that carries out the numerous functions of the organization because the success or failure of any organization is a function of the training and development that the workforce is given.
For the desired results of an organization to be achieved, the manpower needs of that organization must be fixed to the overall objectives and goals of that organization through continuous human capital development (Ojo, Salau, and Falola, 2014). In the opinion of Ozbilgin, Beauregard, Tatli and Bell (2011), the most important asset of every organization is the human resource because while other organizational resources including materials and finance are in themselves idle, the human resources is the most active and of course the “activator” or “mobiliser” of other factors. Therefore, no matter how the level of automation in an organization, no matter how vast financial and material resources at the disposal of the organization, all these other organizational resources will assuredly still need the human sources to put them to proper use that will benefit the organization (Mani, 2010).
Again, it is also a common knowledge that business and the environment of business are dynamic, the human resource/manpower can efficiently meet up with these changes in the changing environment only if the manpower is continuously trained, else, the manpower will only accept the changes in changing environment rather than positively affecting these changes in the changing environment (Mordi, Mmieh, and Ojo, 2013).
Yazdani (2011) affirms that training and development programmes are necessary in any organization to improve the quality of work of the employees at all levels, particularly in a world of fast changing technology, changing values, and deteriorating environment.
Rukhmani, Ramesh, & Jayakrishman (2010)emphasize that the human capital development has a positive impact on operational performance. Also, Shagvaliyevaand Yazdanifard(2014)claimedthat a positive correlation exists between human capital development and management performance.
Meier and Boyne (2012)assert that organisations wastages, repeated losses, poor service delivery, poor quality service and non-compliance with customers’ specifications will all become a thing of the past if an organization takes the issue of human capital development seriously. Therefore, this study would find out whether human capital development is related with organizational performance.
1.2 Statement of the Problem
Most organizations cannot favourably compete in today’s business environment that is saturated with all kinds of changes because they fail to fit the man into the job and fit the job into the man. The fundamental problem of most organizations in our world today is that they desire excellent performance, organizational growth, operational efficiency, workers’ excellent exploit and management effectiveness, yet, they take the issue of continuous human capital development with levity
Organizational wastages and losses are ignorantly celebrated in most organizations because the organizations fail to continuously train and develop the human capital that is capable of directing other organizational resources properly, profitably and productively (Rukhmani, Ramesh and Jayakrishman, 2010). The organization that will stand up with its shoulder raised high in this our age that is saturated with daily technological advancement, changes in customers’ tastes and fashion, changes in customers’ expectations and needs, frequent changes in government policies and changes in all spheres of business as caused by political, economic, socio-cultural factors among other factors cannot be indifferent to the issue of human capital development (Banjoko, 2010).
It is rather worrisome that some organizations fail to take the issue of human capital development seriously while some organizations that even have the understanding of the benefits of human capital development, fail to carry it out regularly forgetting that the organization that fails to carry out human capital development regularly will assuredly be very far from the realization of its objectives despite its dreams and desires of greatness.
This study will therefore examine the relationship that exists between human capital development and organizational performance and also proffer solutions and recommendations to problems identified in this study.
1.3 Aim and Objectives of the Study
The aim of this study is the examination of the relationship that exists between human capital development and organizational performance while the specific objectives are:
i. examine the significant relationship existing between workers’ training and improved workers’ performance.
ii. evaluate the significant relationship existing between managements’ development and employees’ motivation.
iii. determine the significant relationship existing between matching workers’ abilities with job requirements and workers’ efficiency.
iv. examine the significant relationship existing between increased workers’ intelligence and excellent workers’ service delivery.
1.4 RelevantResearch Questions
i. Does any significant relationship exist between workers’ training and improved workers’ performance?
ii. Is there any significant relationship existing between management’s development and employees’ motivation?
iii. What significant relationship exists between matching workers’ abilities with job requirements and workers’ efficiency?
iv. Does any significant relationship exist between increased workers’ intelligence and excellent workers’ service delivery?
1.5 RelevantResearch Hypotheses
Ho: There is no significant relationship existing between workers’ training and improved workers’ performance.
Hi: There is a significant relationship existing between workers’ training and improved workers’ performance.
Ho: There is no significant relationship existing between management’s development and employees’ motivation.
Hi: There is a significant relationship existing between management’s development and employees’ motivation.
Ho: There is nosignificant relationship existing between matching workers’ abilities with job requirements and workers’ efficiency.
Hi: There is a significant relationship existing between matching workers’ abilities with job requirements and workers’ efficiency.
Ho: There is no significant relationship existing between increased workers’ intelligence and workers’ excellent service delivery.
Hi: There is a significant relationship existing between increased workers’ intelligence and excellent workers’ service delivery.
1.6Significance of the Study
This research work will be relevant to the employers of labour, potential and future researchers, employees and management of Sterling Bank.
i. Through this study, the management of Sterling Bank will have insights to the benefits of human capital development on the organization as a whole.
ii. This study will also be relevant to the workforce of the bank in that it will educate them on the need for continuous training and development to remain relevant in this competitive environment.
iii. The study will also be of great relevance to employers of labour on how they will ensure that continuous human capital development forms an integral part of their policies, practices and principles.
iv. The study will also be beneficial to the government, academics, potential and future researchers on the issue relating to human capital development.
1.7 Scope of the Study
The scope of the study is confined to the examination of the relationship existing between human capital development and organizational performance, using Sterling Bank as a case study.
1.7 Definitions of terms
Training: This is a systematic and organized procedure through which non-managerial personnel acquire technical knowledge and skills for a definite purpose.
Development: This is a systematic procedure through which managerial personnel acquire better knowledge in carrying out their decision making roles.
Efficiency: Accomplishment of task rightly with a minimum resources, expenditure, time and effort to maximize profit.
Employee: An individual who works part time or full time under a contract of employment with recognized rights and duties.
Human Resources: The workforce of the organization that puts other organizational resources into proper use.
Job Satisfaction: The collection of feelings and beliefs that people have about their current jobs.
Management: The process of planning, organizing, coordinating and controlling of both human and material resources to achieve set goals/objectives.
Motivation: The reward that spurs workers towards improved work performance.
Organisation: The association of two or more persons with the aim achieving set goals.
Productivity: The amount of output per unit of input (labour, equipment and capital.
Adeoye, L.Y. ( 2012). The Contemporary Approach to Management, Lagos, Emmafids & Associates Ltd.
Akanji, B. (2012). Realities of work life balance in Nigeria: Perceptions of role conflict and coping beliefs. Business, Management and Education, 10(2), 248–263.
Armstrong, M., and Taylor, S. (2014). Armstrongs’s handbook of human resource management practice. (13th ed.). London, Ashford Colour Press Limited.
Banjoko, S.A. (2010). Human resources management, Lagos: Saban Publishers.
Dellina, G., and Raya, R.P. (2013). A study on work-life balance in working women. International Journal of Commerce, Business and Management, 2(5), 274-282
Fapohunda, T.M. (2014). An exploration of the effects on work life balance on productivity. Journal of Human Resources Management and Labour Studies, 2(2), 71-89.
Mani, V. (2010). “Development of Employee Satisfaction index scorecard”. European
Meier, O. and Boyne, W. (2012): Managers and Motivation: Journal of Management and Employees 15 (6), 35.
Mellner, C., Aronsson, G., and Kecklund, G. (2014). Boundary management preferences, boundary control, and work-life balance among full-time employed professionals in knowledge-intensive, flexible work. Nordic Journal of Working Life Studies, 4(4), 7-23.
Mordi, C. Mmieh, F. and Ojo, S. (2013). An exploratory study of managers’ perspective of work-life balance in Nigeria: A case analysis of the Nigerian banking sector. Thunderbird International Business Review, 55(1), 55-75
Ojo, I.S., Salau, O.P., and Falola, H.O. (2014). Work-life balance practices in Nigeria: A comparism of three sectors. Journal of Competitiveness, 6(2), 3-14.
Ozbilgin, M. F., Beauregard, T. A., Tatli, A. and Bell, M. P. (2011). Work-life, diversity and intersectionality: A critical review and research agenda. International Journal of Management Reviews, 13(2), 177-198.
Rukhmani, K, Ramesh, M., & Jayakrishman.J. (2010). Effect of leadership styles on organizational effectiveness. European Journal of Social Sciences, 15(3), 365-369.
Shagvaliyeva, S., and Yazdanifard, R. (2014). Impact of flexible working hours on work-life balance. American Journal of Industrial and Business Management, 4(1), 20-23.
Yazdani, B.O. et al (2011). Factors affecting the Empowerment of Employees. European Journal of Social Sciences, 20(2), 267-27
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