Globally, there has been a growing recognition of the indispensable role of human capital formation in the attainment of organizational and societal goals. Manpower development and utilization in the Nigerian banking sector is not only a challenge which has been facing the industry but has also contributed substantially in the bank failures in the past. In the same vein, it is an established fact that human resource is an indispensable aspect of public administration and governance. Training and development of banks employees has been abandoned in pursuit of profit objective that somersaults as a result of quality of employees in the banks. This problem of human resources is compounded by the fact that while there is a lot of unemployment, there are many vacancies that remain unfilled because the available manpower do not match the requirements of the job. Hence, the need for empirical study to examine manpower development and utilization in the Federal Mortgage Bank of Nigeria (FMBN) has become imperative. Hence, the study investigated Manpower Development and Utilization in Nigerian Banks using Federal Mortgage Bank of Nigeria (FMBN). A survey research design was adopted and data was collected through both primary and secondary sources. The population of this study is made up of 785 staff of the Federal Mortgage Bank of Nigeria who is working in the 39 branches of the bank in Nigeria in various departments. A Purposeful sampling technique was used to select the bank in the study. The size of a sample was determined by a multiplicity of factors which include amongst others, the amount of dispersion of the elements of the population. Questionnaires were properly structured and face validity achieved by the researchers and employers for the instruments used for data collection to ensure they were valid. Test-retest method of reliability was applied and a reliability index of 0.73 was obtained indicating a high degree of consistency. A sample of 236 was obtained from the population of 785 employees. Simple frequency and chi-square were used in the data analysis with the aid of SPSS 17.0. The results of both the descriptive and inferential statistics indicate that objectives were met. Hypotheses were tested using the Friedman chi-square test. The study found that the manpower development and utilization programmes of the FMBN meets its expectation of productivity just as it was established in the result thatthe training need of FMBN is conditioned by the training of personnel in the Bank. The study concludes that human capital development is a must for every organization. The study therefore recommends that organization in order to improve their performance; capabilities, skills and knowledge as well as culture of work ethics, attitude and behaviour that enhance efficiency and effectiveness in production should be given proper attention.


Title Page
List of Tables
List of Figures

1.1       Background of the Study
1.2       Statement of the Problem
1.3       Objectives of the Study
1.4       Research Questions
1.5       Hypotheses
1.6       Scope of the Study
1.7       Significance of the Study
1.8       Limitations of the Study
1.9       Definition of Terms
1.10     Profile of the Multinational Oil Companies

2.1       Conceptual Framework
2.1.1 Origin of Human Resource Development
2.1.2 Human Resources Management Defined
2.1.3 Manpower Development
2.1.4 Meaning of Manpower Development
2.1.5    Approaches to Manpower Development
2.1.6    Training Needs
2.1.7    Manpower Utilization
2.1.8 Manpower Development Programmes
2.1.9    Typologies of Training Programme
2.1.10  Training Programmes in Federal Mortgage Bank of Nigeria
2.1.11  Benefits of Leadership Training to Public Enterprises
2.1.12  Criteria for Determining Training Needs
2.1.13  Choosing Trainees for Manpower Development Programmes
2.1.14  Manpower Utilization and Productivity
2.1.15  Manpower Utilization in FMBN
2.1.16  Membership of Committees and Junior Board
2.1.17 Relationship between HRM and HRD
2.2 Theoretical Framework
2.2.1    Human Capital Theory
2.2.2    The Expectancy Theory
2.2.3    The Goal Theory
2.2.4    Attraction Selection Attrition Theory
2.2.5    The General System Theory
2.2.6    The Wendel French Process Systems Theory
2.3       Empirical Review
2.4       Summary and Gap in the Reviewed Literature
3.1 Introduction
3.2 Research Design
3.3 Sources of Data
3.3.1. Primary Sources of Data
3.3.2    Secondary Sources of Data
3.4       Population of the Study
3.5Sample andSampling Procedure
3.5.1 The Sample Size
3.5.2 The Sampling Procedure
3.6       Method of Data Analysis
3.6.1 Document Observation
3.6.2 Questionnaire Instrument
3.7       Validity of the Instrument
3.8       Reliability of the Instruments
3.9       Decision Rule

4.1       Introduction
4.2       Distribution and Return of Questionnaire
4.3       Data Presentation
4.3       Analysis of Demographic Information of the Respondents
4.4       Descriptive Analysis of Research Questions
4.5       Test of Hypotheses One to Three

5.1       Summary of Findings
5.2       Conclusion
5.3       Recommendations
5.4       Contributions to Knowledge
5.5       Suggestion for Further Study



1.1 Background of the Study

Human resource is an indispensable aspect of public administration and governance. Globally, there has been a growing recognition of the indispensable role of human capital formation in the attainment of organizational and societal goals. Ndiomu (1992: 34) defines human resources as comprising “of men and women, young and old who engage in the production of goods and services and who are the greatest assets of the organization”. There is no doubt the fact that no meaningful national development can be divorced from the quality of a country’s manpower. Thus, trained and skilled manpower of any nation or organization are her or its greatest wealth and asset for delivering on the nation’s or organizational policies and programmes. This view, indeed, represents a total departure from the earlier notion that tended to equate successes of organizations with their material resources endowments or capital profiles, which was typical of classical economists such as Adam Smith and Alfred Marshall. As Harbison (1973:6) aptly observes:

“Human resources – not capital or income or material resources – constitute the ultimate basis for the wealth of nations. Capital and natural resources are passive factors of production. Human beings are the active agents who accumulate capital, exploit natural resources; build social, economic and political organization and carry forward national development”.

Corroborating the above point of view, Ezeani (2002: 2) argues that “the ability of any organization to achieve its goals depends to a large extent on the caliber of organization and motivation of its human resources”.
With man assuming the centre stage in the overall production chains, the new thinking and concern have, therefore, become that of how best to harness his productive capabilities to the gains of the organization and society in which he found himself. Thus the principles of human resources or personnel administration or management are of primary importance to most organizations today. It borders on devising the most efficient and effective means of achieving competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques (Storey, 1995).

With her over 160 million population, Nigeria is obviously endowed richly with enormous natural resources and human capital necessary for driving development. Ironically, however, past failures of policies and programmes in the country were attributed to her human resources problem – the country’s civil and public services, as many argue, are thronged by individuals with disarticulated values, perverse orientation to work and over bloated workforce lacking in the requisite skills, competence and ethical backbone that conduce functional flexibility, commitment and productivity, especially in the present age of Information and Communication Technologies (ICTs) revolutions.

The case of the manpower available in the private sector, particularly the banks is pathetic. The banking sector reforms introduced by the Central Bank of Nigeria (CBN) since July 2004 have witnessed a successful implementation of the major programme of the reforms such as twenty five billion naira re-capitalization for universal banks and later to consolidation involving mergers and acquisitions. The programme has given birth to less than 25 newly consolidated and expectedly, stronger banks too. It has also left a casualty of more than fourteen (14) banks. In essence, former banks have transformed to less than 25 through a tail blazing re-capitalization, consolidation, merger and acquisition processes. Having seen the need for mega banks in a growing economy like Nigeria, some banks are now constantly negotiating for deals, formulating, implementing policies and programmes that will see them bigger and stronger. While some banks rely on the stock market to raise more capital, others engage in promotions, trainings and development of personnel as well as negotiations for merger or acquisition deals. Expectedly, many banks engage in one form of right sizing /downsizing or the other. The employers of these banks also engage in training and retraining of their staff to meet the challenges of the sector in the 21st century. Considering that the banking sector was the second highest employer of labour in Nigeria prior to the 2004 reforms, the retrenchment in the sector increased the poverty rate in Nigeria. In fact, “over 70 percent of Nigerians live in abject poverty” (NPC, 2005:29-30). Meanwhile, the 2004 reforms of banks in Nigeria were at the instance of Professor Soludo’s assessment of the banking industry. Its central objective was to evolve the most suitable mode of managing Nigerian banks through the available personnel structure whose skills are to be regularly improved upon and developed through identified manpower development schemes (Egonmwan & Ibodje, 1998).

As majority of Nigerians are faced with externalities of privation and underdevelopment, primacy ought to be given to the economic policies and programmes as well as bank personnel in order to achieve the goals of banks. Notably, the society and social environment of statecraft is dynamic. The dynamism reflects in all facets of organization and administration. The dynamism also demand constant training of staff on different areas including programmes and project designing and monitoring; general administrative principles; and most importantly on the general application of modern technology such as computer software in administration (e-administration).

Many elements combine to make good administration. These elements include leadership, organization, finance, morale, methods and procedure, but greater than.....

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Item Type: Project Material  |  Attribute: 165 pages  |  Chapters: 1-5
Format: MS Word  |  Price: N3,000  |  Delivery: Within 30Mins.


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