ABSTRACT
This study assesses the impact of
organizational development in the Nigerian banking industry using some selected
banks in Enugu metropolis. This study tries to ascertain if organizational
development affects employee job performance and to formulate recommendations
regarding corporate culture. In order to achieve the above objectives, the
following questions were asked: Does organizational development have any effect
on employee job performance in the Nigerian banking industry? In what ways does
corporate culture impact employee job performance? Is the implementation of
organizational culture effective in the Nigerian banking industry? Four
hypotheses were advanced: (i) There is no positive relationship between
organizational development and employee job performance. (ii) Organizational
development has no effect on employee job performance.
(iii)
The implementation of organizational development has not been effective in the
Nigerian banking industry. (iv) Change has not strategically repositioned the
Nigerian banking industry. The study uses survey research method. The banks
were selected using stratified and simple random sampling techniques. Our
respondents were selected using simple random sampling technique. The findings
of this study are that organizational development has effect on the Nigerian
banking industry, there is a positive relationship between organizational
development and employee’s job performance, the implementation of
organizational development has been very effective and that change has strategically
repositioned the Nigerian banking industry. These findings made the study to
accept four alternative hypotheses and reject the null hypotheses because in
the four cases, the calculated values of chi-square were greater than the
tabulated values.
TABLE OF CONTENTS
Title Page
Abstract
Table of Contents
CHAPTER ONE:
INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Research Questions
1.5 Research Hypotheses
1.6 Significance of the Study
1.7 Scope of the Study
1.8 Area of the Study
1.9 Limitations of the Study
Definition of Terms
References
CHAPTER TWO:
REVIEW OF RELATED LITERATURE
2.1 Introduction
2.2 Definition of Organizational Development
2.3 Concept of Organizational Culture
2.4 Change Process as a tool for Organizational Effectiveness: The
Nigerian Experience
2.5 Effects of Change Programmes on the Nigerian Economy
2.6 The Importance of Organizational Development
2.7 Challenges
and Implications of Organizational Development in the Nigerian Banking Industry
2.8 Summary of Related Literature
References
CHAPTER THREE:
RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction
3.2 Research Design
3.3 Sources of Data
3.4 Population of the Study
3.5 Sample Size and Sampling Techniques
3.6 Instrument for Data Collection
3.7 Validity of Research Instrument
3.8 Method of Data Presentation
3.9 Method of Data Analysis
References
CHAPTER FOUR:
PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA
4.1 Data Presentation
4.2 Testing of Hypotheses
CHAPTER FIVE:
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of Findings
5.2 Conclusions
5.3 Recommendations
Bibliography
Appendix
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND
OF STUDY
All organizations need to establish proper governance,
management, administration as well as financial structures and systems to
ensure that they achieve their goals and objectives effectively and efficiently
in the short term, and develop sustainable programme in the long-term (Ukpaka
and Olukotun, 2008:1). Organizational Development (OD) is simply the way
organizations change and evolve (Evereth, 2008:2). In this wise, organizational
change can involve personnel, technology, competition and other areas. Employee
learning and formal training, transfers, promotions, terminations and
retirements are all examples of personnel related changes. Thus, in the
broadest sense, organizational development means organizational change.
Organizational development is concerned with the analysis and diagnosis of the
factor that determine organizational effectiveness, and the planning and
delivery of programmes to increase that effectiveness (Ojo, 2009:389).
Organizations want to obtain the commitment of their employees. Management
would like its employees to identify with the values, norms and artifacts of
the organization, hence the need for organizational culture. Management needs
to explain and imbibe its culture
1.2 STATEMENT OF
THE PROBLEM
The introduction of organizational development (OD) is with
the view to enhancing employee job performance in the banking industry. Though
the advantages and opportunities organizational development offers are very
great, but this is not without some problems. The followings are what the study
intends to investigate.
i.
One of the major effects of
organizational development in the banking industry is on its downsizing effects
on the employees.
ii.
Internalizing problem- Every individual
has different culture and beliefs that she works with and when she joins an
organization that has a completely different culture and beliefs from her own,
it affects her performance.
iii.
Resistance to Change- This
issue arises due to employer’s uncertainty about the outcome of such change. A
lot of reasons were discovered why workers resist change, some of which are;
self interest, misunderstanding and lack of trust, different assessments and
low tolerance for change.
iv.
Fear of Cost contributes to organizational
development in banking industry. The fear of cost involved in the
implementation of change or organizational development is usually very high.
Most organizations......
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