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CHAPTER ONE

INTRODUCTION

1.1    Background of the Study

Training refers to the teaching or learning activity carried on for the primary purpose of helping members of an organization acquired and apply the knowledge, ability, skill and attitude needed by the organization. Training and Development of an employee cannot be overlooked especially in the bank sector asit forms the umbilical cord of proficiency and greater efficiency which remain the trademark of any organization. Broadly speaking, training is the act of increasing knowledge and skill of an employee in doing a particular job.

According to M.C. Far Land (2006) training is the term used to describe the process through which organization build the skill and abilities of non-managerial employee. Development on the other hand includes the process by which manager and executives acquire not only the skill but competence in their present job but also capacity for future managerial task increasing scope. Development is not as specific that, it is more general in application. In this context, it is used in the relation to the process of helping management improve the managerial administrative skills and decision making process, qualities, competencies and achieving motivational and consequently productivity of employer, by wing training to motivate employees, it will definitely result in increase in productivity. Training tends to be connected with non managerial employee while development refers to managerial staff.
1.2    Statement of the Problem             
Competition has affected employees effective and efficient performance hence they are not having required needed skills, knowledge, attitude and the technical know-how to enhance their professional performance at their job level. The level of performance of most staff has been very low and discouraging thereby having negative effect on the overall performance of corporate objective of the bank. These are the problems that prompted this research work:
i)       Low level of performance in service delivery
ii)      Competition in the banking sector
1.3    Objective of the Study
The main objective of this research is to examine how staff training and development serves as a tool for employee performance to achieve organizational goals and objective efficiently. The importance and necessity of staff training and development will be ascertained and employee view of training will be determined.
1.4    Statement of Hypothesis
H0:   Staff Training and Development does not lead to an increase in organizational output in Union Bank.
H1:   Staff Training and Development leads to increase in organizational output in Union Bank.
1.5    Significance of the Study
A study of this nature is important and significant, because the result will encourage management or more organization to inculcate compact training and development of their staff. The result of this story will be benefit to Union Bank Plc.
1.6    Scope of the Study
The study is concerned with staff training and development as a tool for employee performance in an organization. It focused on the banking industry with particular reference to Union bank of Nigeria Plc, Kachia Road, Kaduna South Branch.
1.7    Limitation of the Study
The researcher in the course of this work encountered certain constraints which are:
1)      Time constraint as the research work is combine with other academic activities.
2)      Second is the dearth of information such as low respond from respondent due to one reason or the other (e.g.) getting the historical background was a problem.
3)      Lastly in financial constraint occasioned by the need for continuous sorting for information material.
1.8    Historical Background of Union Bank of Nigeria Plc
The bank commenced banking operation in Nigeria in 1917 as a branch of Barclay Bank (Donimum colonial overseas) it later became Barclays Bank Plc on 30th May 1969 and it was incorporated in Nigeria under part of the Company Act 1968 as Barclay Bank Nigeria Limited. This was also changed to Barclay Bank of Nigeria on 7th July 1969. Union Bank was fully a subsidiary of BBP until 1971 in that year, the bank offered 8.0% of its shares to Nigerian citizens and associations. Nigeria acquired 10% of it equally of the bank between 1973 to 1976. The bank name was changed to Union Bank of Nigeria Ltd and was converted to wholly Nigeria Bank. In 1989 when it sold 58,80,32,00 ordinary shares of 25k each on the promulgation of the Company and Allied Matters Decree in 1990 and the bank name was changed to Union Bank of Nigeria Plc. In compliance with section 29 there of Union Bank of Nigeria Plc is control by the Board of Directors for case of administration, the central organization has been split into section with manager being responsible to head office at Lagos. The branch manager is responsible for the performance of his branch as well as being responsible to his area manager for further details. The bank structure of Union Bank Plc, Kachia road, Kaduna South is shown below.

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