ABSTRACT
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.
TABLE OF CONTENTS
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
