THE ROLE OF HUMAN RESOURCE MANAGER IN THE ACHIEVEMENT OF ORGANIZATIONAL GOALS: A STUDY OF ENUGU GUARANTY TRUST BANK

The role of Human Resource Manager in the actualization of various organizational objectives cannot be over-emphasized.  Service provision role is all about ensuring and providing services to internal customers.  The aims are to provide effective services to the customers that meet the needs of the bank, its management and employees and to administer them efficiently.  Human Resource Manager designs programmes to develop its human resources, to their fullest capacities and to maintain ongoing employee commitment aimed at attaining organizational goals.  Using a primary source obtained through a structured questionnaire and interview schedule.  The questionnaire was specifically designed and administered to senior and junior staff of Enugu Guaranty Trust Bank and chi-square method was used in the analysis.  This study examined the way at which the profit drive of GTB management undermines the creative and innovative activities of the Human Resource Manager of which the data analysis showed that profit drive of GTB management does not undermine the creative and innovative activities of the Human Resource Manager.  This implies that the Bank is driven by profit and creativity and innovation play a major role in ensuring profitability.  The study also analyzed that poverty of intellectual capital of the Human Resource Manager of GTB has adverse effect on the Bank.  It shows that it has been supported by the data in this study and it confirmed the need to uphold and retain endowed Human Resource Manager that would ensure competitive advantage.  This study ascertained that the constant change in GTB banking technology undermines the functions of Human Resource Manager.  It has been confirmed that there is urgent need to adapt, learn rapidly and continuously embrace technological changes such as Information and Communication Technology.

TITLE PAGE          i

CERTIFICATION          ii

DEDICATION         iii 

ACKNOWLEDGEMENTS         iv

ABSTRACT           v

TABLE OF CONTENTS         vi

LIST OF TABLES         viii

LIST OF FIGURES         ix

CHAPTER ONE

INTRODUCTION

Introduction           1

Background 

Statement of the Problem         5

Research Questions          8

Objectives of the Study         8

Significance of the Study         9

Statement of the Hypotheses         9

Justification of the Study         10

Scope of the Study          11

Definition of Terms         11

CHAPTER TWO

LITERATURE REVIEW

Introduction           14

Conceptual Framework        14

Theoretical Framework        21

Literature on the Subject Matter       24

CHAPTER THREE

RESEARCH METHODOLOGY

Area of the Study          38

Sources of Data         38

Sampling Techniques          39

Method of Data Collection        42

Method of Data Analysis        42

Limitations of the Study         46

CHAPTER FOUR

DATA ANALYSIS, FINDINGS AND DISCUSSION

Data Analysis, Findings and Discussion       48

Findings of the Study          63

Discussions of Findings         64

English 

CHAPTER FIVE

CONCLUSION AND RECOMMENDATIONS

Summary of Findings         67

Conclusion           67

Recommendations          68

Proposal for Further Studies        68

REFERENCES          

APPENDICES    

LIST OF TABLES

Table 1: Gender of the respondents       48 

   ”  2: Age bracket respondents        49 

   ”  3: Educational qualification holders respondents    50 

   ”  4: Provisions of effective services to the GTB customers affect the Human Resource Manager’s Goal    50 

   “  5: GTB Human Resource Manager’s employee commitment undermines compliance and control of personnel management   51

    ” 6: Effective and efficient use of Human Resource Manager’s talents have wrong effect on the Bank goal     52

    ” 7: Core competency of GTB Human Resource Manager undermines the competitive advantage of the Bank   53

    ” 8: Regular payment of salaries undermine quality service of GTB’s Human Resource Manager      54

    ” 9: Lack of training and retraining of Human Resource Manager of GTB have impact on the Bank     55

    ” 10: Individual’s objective influence at work undermines GTB corporate objective       56

    ” 11: Profit drive of GTB management undermines the creative and innovative activities of the Human Resource Manager  56

    ” 12: Poverty of intellectual capital of the Human Resource Manager has adverse effect on the Bank     57

    ” 13: Constant change in GTB banking technology undermines the functions of Human Resource Manager

LIST OF FIGURES

Figure 1.  Intellectual capital management       20

Figure 2.  Human resource management system