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Abstract

In all the areas of organisational behaviour, the handling and management of emotions and behaviour  seem  neglected.  These  are  required  for  organisations  to  survive  otherwise personal tensions and conflicts may result. People experience great difficulties in copying with fierce even outrageous  impulses. Researches  have been  conducted on organisational behaviour,   managing   behaviour   and   challenges/prospects  of  managing   behaviour   in organisations. Such researches provide general guideline to managers on ways of structuring organisations for effective management of behaviour. Literature is less clear on the extent to which organisational behaviour can influence employee behaviour and management in the banking sector. This has become a problem for business managers on how to determine and encourage positive behaviour in banking industry where relationship between customers and workers are more personal and direct-oriented. This study summarised the literature on the selected  organisational  behaviour  variables  and employee  management  and  the  findings connecting  the two concepts.  The empirical study  focused on the selected  organisational behaviour variables. Methodology adopted for the research was survey system that involved the application of questionnaires and interviews to generate data on the subject of study. The study was done in nine (9) money deposit banks in SouthEast Nigeria. The population of the study was 2,571 and using Freund Williams’ formula, a sample size of 553 was established and proportionally allocated through the aid of Bowley’s method. Analysis of data was done first through the determination of frequency distribution of the variables. Regression analysis was used to test the hypotheses to determine the relationship/influence  each organisational behaviour variables of motivation, communication, leadership style, group membership and organisational  culture  has  on  employee  behaviour  and  management  generally  and  job satisfaction, creativity, absenteeism, group norms and socialisation respectively. Probability level ofacceptance was 0.05. Pearson-Product Moment Correlation Coefficient was used to test the reliability of instrument using Likert 5 – point scale; the population mean (µ) cut-off point of 3.00 was established  and the findings revealed that motivation,  leadership  style, communication,  group  membership  and  organisational  culture  had  positive  significant relationship  with  job satisfaction,  creativity,  absenteeism,  group  norms  and  socialisation respectively and consequently affect employee behaviour and management. In conclusion, the study suggested that managers in the Nigerian banking  sector should strive to identify the role  each  independent  variable  plays  in  employee  management  having  established  the existence of positive relationship  between  the two  variables.  The study recommended  that managers  in the Nigerian  banking  sector  should  encourage  innovation  and  creativity  as motivators, embrace transformational leadership style, transferring and operationalization of information  should be effectively done, encourage group formation and adopt flexible and adaptive culture so that the gap between enacted and actual culture is bridged. This research has contributed to knowledge by submitting that the management of the banking sector and other service  and non-service organisations can use the results of this study as a guide in behaviour management.

1.1 Background to the study

CHAPTER ONE INTRODUCTION

In all the areas of organisational behaviour, the handling and management of emotions seem more neglected. This is needed for organisations to survive otherwise personal tensions and conflicts  may  result.  People  experience  great  difficulties  in  copying  with  fierce  even outrageous impulses. The Dutch historian Huizinga (1924) writes about the more ferocious and rather unpredictable  shifts of behaviour in Medieval  Europe. There undoubtedly were norms and agreements  to regulate  behaviour  and  mutual  interactions.  Bernard  du Rosier (1404 – 1475) in his effort to propagate other rules of conduct in organisations emphasised on keeping behaviour, emotions and temper under control continuously.  Van(1994) noted that during  the  period  of capitalism,  the  problems  of organisationswere  discipline,  behaviour management  and  coordination  of  employees.  Factory  regimes  were  based  on  a  tangled combination of coercion from the side of organisations and willingness or motivation on the workers’ part. Bringing people together in one space implied the danger that they would get in each other’s way, that arguments could erupt as a result of differences in behaviour or that they would over  indulge in other activities detrimental to the growth of the organisation. Conformance with the individual regime was indirectly threatened by corruption of the moral in the free time (Van, 1994).

However,  with the emergence  of Scientific  Method  by Taylor,  the founder  of  Scientific Organisational  Design (1856 – 1915) emphasis  shifted  to imposition of  discipline on the activities of subordinates.  He explained how employees managed to  restrict production by

‘soldiering   and   loafing’.   He   contended    that   applying    individual   training,    better communication pattern, desirable organisational culture, forum for interaction and association and other measures could gradually overcome the tendencies of soldiering and loafing. His experience  provided  a good impression on how personal power can  be  replaced  by more

‘neutral’ mechanisms of control.

In today’s increasing interdependent companies and organisations – within the context of the global free-market economy, managers need to understand  the synergistic roles  played by organisational behaviour forces in influencing behaviour.Multinationals  are  reorganising  in response to the changing environment, hoping to capitalise on opportunities for growth. With emphasis on international business and global economy, there is a search on for a new breed

of  employees  and  managers.  Such  employees  know  how  to  conduct  business  across international borders, is often multilingual, thinks with a world view and is able to map out strategies that keep organisations on business track.

Competition in banking businesses today has made managers in the sector to realise  that managing behaviour is complex and challenges innovation, economic growth and corporate sustainability. Consequently, Susmeta (2013) states that managers need to  know individual differences  among employees  since individual differences  have direct  effect on behaviour stressing  that    people  who  perceive  things  differently  behave  differently;  people  with different attitudes respond differently to directives and that people with different personalities interact differently with bosses, co-workers,  subordinates  and customers. He further states that knowledge of individual differences helps to explain why some people embrace changes and eventually become  successful  and others  are fearful of it; why some employees  are productive only when they are closely monitored while others are naturally productive; why some  employees  learn  new  tasks  more  effectively  than  others  and  how  organisational behaviour variables  can be applied to explain the influence they impact on behaviour and performance.

In this context therefore and considering the critical role of banks in the economy, attempts are made to evaluate how these individual differences impact on the behaviour of workers in this  important  sector.  An  understanding  of  employee  behaviour  may  be  required  for optimising corporate objectives of the organisation. Attainment of corporate objectives is a function  of  the  effectiveness  and  efficiency  of  organisation  members.  In  this  context, Bagraim,   Cunningham,   Potgieter&Viedge(2007)   submit   that  the  effectiveness   of  any organisation is determined by the quality of its members and therefore the procedure adopted in deciding the quality of employees required,  establishing those with requisite experience and qualifications to apply and eventually selected are critical.  Consequently, Feldman and Arnold (1983) agree that the process of selecting new organisation members is thought of as a matching process with two simultaneous goals. The organisation seeks to match as closely as possible its own  needs  with the capabilities  of the prospective member. This assertion justifies the rigorous recruitment exercise often experienced in Nigerian banking industry.

Managers are team players empowered by the willing and active support of others who are driven by conflicting self-interests.  Acting on those conflicting self-interests are  divergent and unpredictable  behaviours  influenced  by certain variables.  Organisational  behaviour  is

concerned  with  the  study of behaviour  for  better  understanding,  prediction  and  control, Fieldman and Arnold (1983). Naturally, behaviour of organisation members is influenced by a   combination   of   organisational   variables   of   individual,   group,   organisational   and environmental   factors   such   as   motivation,   communication,   leadership   style,   group membership,  organisational culture among others. Employees are complex combination of attitudes, beliefs and needs. Their minds and brains are complex and have parallel processes running at the same time and driven by some proxies that directly or indirectly compel them to behave in a particular direction.

Fieldman and Arnold (1983) also observe that managing behaviour in organisation is a lot more difficult because future managers are not prepared for the world they will enter, and that new manager’s expectations often exceed reality, displaying feelings of frustration, anxiety, under-utilisation  and disappointment.  Emphases are on theory rather  than the synthesis of theory and practice  that prepare  managers  for the  challenges  of the actual world.  Social systems  and  social  behaviour  (and  in  the  case  of  organisations,  individual  and  group behaviour)  can  be  defined  and  explained  in  terms  of  values,  norms,  communities  and ensuring individual roles. In this context, Fararo, (2001), highlights a number of theoretical propositions derived from behavioural psychology thus:

i.     Behaviour is the result of the benefits it yields. This means that a set of actions taken in an environment describe our behaviour which therefore are modelled in line with the outcomes of earlier made decisions.

ii.     Social behaviour is an exchange process.   From this perspective,  it is defined  as a social interaction between behavioural systems.   It is termed “action and  reaction” (Fararo,  2001).  It  is  grounded  in  the  benefits  by  an  individual  from  another individual’s   behaviour   and  it  takes  the   form   of  sociability,   cooperation   and competition.

The theoretical principles accounting for individual and group behavioural differences that have continued  to pose challenges to managers  especially in service  organisations  in the words of Homans as cited by Schneider (1995) are formulated thus:

i.         The success principle: the more frequent an action’s reinforcement,  the greater  the likelihood of that action being repeated.

ii.        The principle of stimuli similarity: similar situations yield general reinforcing effects.

In effect, if a certain stimulus was used in an action reinforce previously, the more future stimuli resemble that specific stimulus, the greater the chances of identical or similar performance actions to the one previously reinforced.

iii.   The value principle:  the more  the results  of an action are valued,  the greater  the chances of repeating that very action.

iv.   The deprivation/sufficiency principle: this means that the more frequent a reinforce is applied, the less valuable the latter becomes to an individual.

v.    The aggressive/approval  principle: if the reward or punishment received for certain action contradicts the individual’s expectation, there may be emotional reaction and the likelihood of increase in aggressive behaviour. However, at the  end, the results may be positively valued – the aggressive principle. On the other hand, if the reward for a specific action meets or even exceeds the individual’s expectations or an action is  not  punished  as  expected,  the  chances  of  valuing  the  results  of  the  resultant behaviour and, hence, of repeating it increases – the approval principles.

All  these  variations,  differences  and  dynamism  in  behavioural  pattern  of  organisation members are serious challenges to management as well as attainment of corporate objectives of organisations  most especially banking industry considering  the  pivotal role it plays  in economic  development  of  a  country.  Bagraim,  Cunningham,  Potgieter&Viedge   (2007) explain that the study of organisational behaviour provides a  guideline that both managers and workers can use to  understand  the many forces that  influence  behaviour,  and make correct decisions about how to motivate and coordinate people and other resources to achieve optimum performance. It leads to better understanding of peers, supervisors and subordinates within the organisation. Better still, the understanding of the dynamic interaction between the various components leads to personal growth and knowledge for one’s own benefit. Robbins and Judge (2010) agree  that organisations consists of components that are independent of each other and are grouped into three levels of individual, group and the structure and design

of the formal organisation.  Understanding how these levels influence behaviour is relevant in banking industry where customer relationship is presumed to be more on one-on-one basis. Nigerian banking sector has been undergoing series of transformation and consolidation to strengthen it and since the behaviour of the workers is critical to the survival of the industry, it  becomes  important  to  evaluate  the  influence  certain  behaviour  variables  have  on  the behaviour of bank workers in the Nigerian banking sector.

On the performance and growth of banking industry in Nigeria, Ekanem (2003) asserts that the banking industry in Nigeria has expanded rapidly with productivity rising sharply since

1996. This growth over the years in the sector has been organically and intrinsically linked with the growth of employees who are veritable source of competitive advantage (Omojafor,

2012).  In  the  midst  of  this  expansion  and  rapid  growth  of  the  banking  sector  are  the challenges of managing the diverse workforce associated with the complexity of behaviour to sustain   the   growth.   These   behaviours   have   significant   impact   on   performance   and productivity. The first task of a manager is to identify the critical behaviours – the 5% to 10% of the behaviours that may account for up to 70% or 80% of the performance in the area in question (Luthans, 1985).

In a 4-P model of strategic results (people, product, process and productivity) Kreitner and Kinicki (2003) stress the importance of day-to-day continuous improvement in all aspects of organisational   endeavour   to   cope   with   the   more   demanding   customers   and   stiffer competition. The banking industry in Nigeria has been faced with enormous challenges that affect  performance,  management  and  reliability.  The 24  banks  in Nigeria  today that  are referred to as consolidated banks emerged after the recapitalisation initiative of the Central Bank of Nigeria in 2005 after raising the minimum capital requirement for each bank to N25 billion.  Banks  constitute  an   important   vehicle   for  economic  growth  and  sustainable development in Nigeria. To sustain this important role requires effective management of their employees which can be made possible by understanding their behaviour. Management is the process  of  working  with  and  through  others  to  achieve  organisational  objectives  in  an efficient  and   ethical  manner  (Kreitner  and  Kinicki,  2003).  From  the  stand  point  of organisational behaviour, the central feature of this definition is ‘working with and through others’.

Considering the importance of behaviour management to the survival of organisations, there is  a  dearth  of  empirical  studies  on  the  influence  of  organisational  behaviour  on  the management  of employees  in the Nigerian  Banking  Industry.  There  is a  problem  of the difficulty in establishing the extent to which employees in the Nigerian banking sector can be managed  through the application of organisational  behaviour  variables to obtain desirable behaviour. This is the gap this research intends to fill.  Therefore, the central focus of this study is to identify the influence organisational behaviour variables of motivation, leadership style,  communication,  organisational  culture  and  group  membership  have  on  managing behaviour in Nigerian Banking Industry. This is critical and therefore supports the objectives of this research.

1.2 Statement of the Problem

Comprehensive research has been done on organisational behaviour, managing behaviour and challenges/prospects  of managing behaviour in organisations. Such research merely guides managers on how organisations are structured and create appreciation for the importance of effective management of behaviour.

However,  findings  indicate  that  there  are  few  empirical  evidence  that   organisational behaviour  influences  employee  performance  and  overall  behaviour  in  Nigerian  banking industry.  In  view  of  the  peculiar  nature  of  banking  systems  in  Africa  and  Nigeria  in particular, there is the need to establish the relationship between the growth rate in terms of assets base of money deposit banks in Nigeria and the behaviour of the workers. This creates an  avenue  for  managers  and  business  leaders  on  when  and  how  to  encourage  positive behaviour within the industry where worker – customer relationship is more direct-oriented and personal. Why are some banks having more customers than others; could it be attributed to behaviour of workers or some other factors? This study therefore intends to fill the existing gap  by  examining  the  influence  some  key  organisational  behaviour  variables  have  in managing  employee  behaviour  in  the  Nigerian  banking  industry.  This  is  critical  to  the survival  of the sector considering  the degree  of competition  both locally,  nationally  and internationally.

1.3 Objectives of the Study

The broad objective of this research is to provide an analysis of the variables relevant  to managing behaviour  in service organisations  with particular  reference  to Nigeria  banking

industry. The central focus of the study therefore is to establish the influence organisational behaviour  variables  have on managing  employee  behaviour  in service  organisations.  The study  selected  organisational  behaviour  variables  of  motivation,  leadership  style,  group membership,   organisational   culture  and  communication  as   subject  scope  and  distinct objectives. As a result of this, the research fulfils the following specific objectives:

1.        To determine the extent to which motivation leads to job satisfaction and  desirable behaviour in Nigerianbanking industry.

2.        To  examine  the  effect  of  leadership  style  on  absenteeism  in  Nigerian  banking industry.

3.        To ascertain the effect of communication on employee creativity in Nigerian banking industry.

4.        To establish the effect group membership has on group norms and behaviour in

Nigerian banking industry.

5.        To identify  the effect  organisational  culture  has  on socialisation  of employees  in

Nigerian banking industry.

1.4 Research Questions

For  proper  understanding  of  the  problem  under  study,  the  following  research  questions emanating from the set objectives are formulated:

1.        To  what  extent  does  organisational  behaviour  variable  of  motivation  affect  job satisfaction of bank employees?

2.        What is the effect of leadership style on absenteeism ofNigerian bank employees?

3.        What  effect  has  communication  on  creativity  of  employees  of  Nigerian  banking industry?

4.        How  does  employee  group  membership  affect  group  norms  in  Nigerian  banking sector?

5.        What is the effect of organisational culture on socialisation of employees in Nigerian banking industry?

1.5 Research Hypotheses

On the basis of the above stated objectives  and the formulated  research questions  of  the study, the following research hypotheses are stated:

i.         Motivation  significantly  leads  to  job  satisfaction  of  workers  in Nigerian  banking industry.

ii.        Leadership style, to a large extent, positively affects absenteeism of bank workers in

Nigerian banking sector.

iii.       Communication as a social process has positive effect on creativity of employees in

Nigerian banking industry.

iv.       Group membership in the Nigerian banking sector has significant positive effect on group norms of Nigerian bank workers

v.        Organisational culture has significant positive effect on socialisation of Nigerian bank workers.

1.6 Significance of the Research

This research provided useful information on the influence organisational behaviour variables have on managing behaviour in banking industry to stakeholders in the  industry.   It is of specific  benefits  to  the  management  and  staff  of  the  Nigerian  banking  industry,  bank customers,   shareholders,   students,   teachers   and   intending   researchers   on   managing organisational behaviour in service organisations in terms of improvement  in performance, quick service delivery, increase in dividend and knowledge respectively. This study therefore is timely in view of the current  deregulation  of the  economy and recapitalisation  of the banking industry with the attendant effects of stiff  competition,  rivalry and downsizing of workforce.

1.7 Scope of the Study

Organisational behaviour is a very wide field of study and therefore the scope of this study is on    selected    organisational    behaviour    variables    of    motivation,    leadership    style, communication,  group  membership  and organisational  culture.  The  independent  variables therefore  are  motivation,  leadership   style,  communication,   membership   of  group  and organisational  culture.  The dependentvariablesare  job  satisfaction,  absenteeism,  creativity, group norms and socialisation. The organisations selected for this research are: First bank of Nigeria, Zenith bank,   Guaranty Trust bank,  United Bank for Africa (UBA), Union bank, Access bank, Eco-bank, Diamond bank and First City Monument Bank (FCMB) and only the branches located in Enugu and Ebonyistates were studied.  The period covered by the study is three years, from 2012 to 2015. Various related theories to the study were also reviewed in chapter two.

Independent variables                                    Dependent variable

a.   b.Motivation   Leadership stylea.   b.Job satisfaction   Absenteeism
c. d. e.Communication   Group membership   Organisational culturec. d. e.Creativity   Group norms   Socialisation

1.8 Profile of Selected banks used for the Study

1. First Bank of Nigeria Plc.

The bank traces its history back to 1894 and the Bank of British West Africa. The  bank originally served the British shipping and trading agencies in Nigeria. The  founder  Alfred Lewis Jones was a shipping magnate who had monopoly on shipping silver currency into West Africa through his Elder Dempster Shipping Company. In 1957, the Bank of British Africa changed its name to Bank of West Africa (BWA). In 1965, Standard Bank acquired the bank and changed its name to Standard Bank of West Africa and was incorporated under the name Standard Bank of Nigeria in 1969 and got listed on Nigerian Stock Exchange in

1971 placing 13% of its share capital with Nigerian investors. The Bank changed its name to First Bank of Nigeria in 1979. Due to changes in Nigerian banking laws following the Great Recession of 2007 – 2009, First Bank of Nigeria re-organised itself into four business groups

under a holding company called  First Bank of Nigeria  Holdings Public Limited  Liability

Company, also referred to as FBN Holdings. The bank has over 560 branches in Nigeria.

2. Guaranty Trust Bank (GTB) Plc.

The bank was incorporated as a limited liability company licensed to provide commercial and other banking services in 1990 and fully commenced operations in February 1991 and was publicly quoted on Nigerian Stock Exchange in 1996. In 1996, 2000, 2003 and 2005 – 2009, the bank won the Stock Exchange president’s merit award. In 2007, the Bank became the first Nigerian financial institution to be listed on the main market of the London Stock Exchange. In 2009,  the bank  successfully  completed  the  first  tranche  of  its 200  million  US  dollar corporate bound targeted at increasing its operations in West Africa and Europe. The bank has branches across the country.

3. Zenith Bank of Nigeria Plc.

The bank was established in May 1990 and became a public limited company in July, 2004. It had its first public offer on the Nigerian Stock Exchange on October 21st of the same year. In

2010, the bank was defrauded of about N7.5 billion and was forced to make provisions for it by Nigeria’s reserve bank. The bank has branches all over the 36 states of the federation and beyond.

4. Union Bank of Nigeria Plc.

The bank’s history can be traced to 1917 when it was first established as Colonial Bank. Due to acquisition by Barclays Bank in 1925, the bank became known as Barclays Bank DCO (Dominion Colonial and Overseas). Following the enactment of Companies Act of 1969, the bank  was  incorporated  as  Barclays  Bank  Nigeria  Limited  (BBNL)  established  in  1969. Between 1971 and 1979, the bank went through series of changes including the listing on the Nigerian Stock Exchange and share acquisition/transfers driven by the Nigerian Enterprise Promotion Act (1972 and 1977). The bank changed  its name to Union Bank of Nigeria in

1990. In line with the privatisation  and commercialisation  drive, the Federal  Government

divested by selling its controlling shares of  51.67% to private investors in 1993. During the banking sector consolidation policy, Union Bank acquired the former Universal Trust Bank and Broad Bank limited and absorbed its one-time subsidiary, Union Merchant Bank limited. The Bank has branches all over the country.

5. Access Bank Plc.

The bank was issued a banking license in December, 1988 and was incorporated as privately owned commercial bank in 1989. It became a public limited liability company in 1998 and got listed on the Nigerian Stock Exchange the same year. In 2001, the bank acquired Marina bank and capital bank and established a subsidiary in Banjul, Gambia in 2007. In 2008, the bank acquired 88% of the shares of Omni-finance bank that was established in 1996 and also acquired  90%  shares  of Banque  Price  du  Congo  established  in 2002  by South  African Investors.  In 2011,  the  bank acquired  Intercontinental  Bank plc.  The  bank  has  over  5.7 million customers and about 309 branches spread all over the country.

6. United Bank for Africa (UBA)

The bank has over 65 years of uninterrupted banking operations dating back to 1948 with the British   and  French   Bank  Limited   (‘’BFB’’)   in  Nigeria.   BFB  was  a   subsidiary   of BanqueNationale de credit (BNCI) Paris. The bank was incorporated in 1961 to take over the business  of BFB. It got listed  on the Nigerian  Stock Exchange  in  1970. It merged  with Standard Trust Bank in 2005 and acquired Continental Trust bank in the same year while Trade Bank was acquired in 2006. Today, the bank has over 700 branches and cash offices in Nigeria’s major commercial centres, state capitals and Federal Capital Territory with two off- shore branches in New York and Grand Cayman Island.

7. Ecobank of Nigeria Plc.

The bank began operations in 1986 and operated as a Universal bank providing wholesale, retail, corporate, investment and transaction banking services to its customers in Nigeria. In the fourth quarter of 2011, it acquired 100% of the share-holding in Oceanic bank, further expanding  the  bank.  As  at  December  2011,  the  bank  controlled  total  assets  valued  at approximately 8.1 billion US dollars (N1.32 trillion), making it one of the five largest banks in Nigeria.  By branch  network,  the bank is  second  largest  in the country with 610 free- standing  branches  following  the  merger  with  oceanic  bank.  The  bank  is  a  member  of Ecobank,  the  leading  independent  Pan-African  bank,  headquartered  in Lome,  Togo.  The Ecobank network was  established in 1985 and has over 1,000 branches with offices in 35 countries.

8. First City Monument Bank – FMCB

The  bank  was  founded  through  an  entity  known  as  City  Securities  Limited  that  was established in 1977. First City Monument Bank Limited was incorporated as a private limited liability company on April 20th, 1982 and was granted a banking licence on  11th  August,

1983.  It was  the  first  bank  to  be  established  in Nigeria  without  government  or  foreign assistance. It became a Public Limited Company on 15th July, 2004 and in the same year was listed on the Nigerian Stock Exchange (NSE).

In November 2010, First City Monument  Bank acquired shareholdings  of Fine Bank  and became  the  strategic  investor  in Fine  Bank  following  the  bank’s  undercapitalisation.  In February 2012, FCMB acquired 100% shareholding of Fine Bank. The shares of the bank are listed on the Nigerian Stock Exchange. As at July 2012, it  maintains over 310 networked

branches in all the 36 states of the Federation, making it the 7th  largest Nigerian bank,  by

branch network. Before merging with Fine Bank, the bank had 133 branches while Fine Bank had 180 branches. It also maintains a branch in United Kingdom and a Representative Office in the Republic of South Africa.

9. Diamond Bank Plc.

The bank started as a Private Limited Liability Company on March 21, 1991 after it  was incorporated on December 20, 1990. In February 2001, it became a Universal bank and in January 2005,  it became  a Public  Limited  Liability  Company  after  a  successful  private placement share offer that substantially raised the bank’s equity base. The bank was listed on the  Nigerian  Stock  Exchange  in  May,  2005  and  in  January  2008,  the  bank’s  Global Depositary Receipts (GDR) was listed on the Professional Securities Market of the London Stock Exchange; the first bank in Africa to record that feat. The bank is driven by innovation and operating on the most advanced banking technology platform in the banking industry. It has banking relationships with a number of international banks and they include Citibank, HSBC Bank, ANZ Banking Group, INGBHF Bank AG, Standard Chartered Bank, Belgolaise Bank S.A., Deutsche Bank,  Commerzbank and Norde Bank plc. In 2008 it streamlined  its operations into three segments: Retail, Corporate and Public Sector banking. As at June 2013, the bank operates 240 branches nationwide.

1.9 Contextual Definition of Terms

Ambiguity: In the context of this study, it means that job responsibilities as assigned to the workers are not clearly defined /spelt out.

Attitude:  This  refers  to  the behaviour  of the  workers  and  their  disposition  to  the  bank customers.

Behaviour:  This  refers  to  natural  reaction  in  response  to  a  particular  situation  which influences employees’attitude variously.

Benchmarking: It refers to the bank’s assessment of the performance and practices of other organisations and competitors in an attempt to analyse and compare its own performance.

Career: This means the sequence of jobs bank employees hold during their work histories in the organisation.

Coalition: This means two or more groups within the bank combing their resources to out- wit others in the same bank.

Cohesiveness: This is a process of employees forming a united whole; causing employees to become united.

Compliance/conformity:Thisrefers  to power  applied  by group  in the bank to control  its members in relation with the kinds of involvement developed by members of that group.

Conflict: This means incompatibility of individual employees due to differences arising from opposing behaviours at the individual or group level.

Emotions:  This refers to a state of physiological  arousal of employees  in the banks  and changes in facial expressions, stress, positive and subjective feelings.

Feedback: It is an appraisal and feedback of employees regarding their work activities in the bank.

Hygiene factors: These are factors within a job that serve to prevent dissatisfaction.

Leadership:   It   refers   to   a   relationship   through   which   subordinates   influence   the actions/behaviours of employees in the banks.

Misbehaviour:  This means intentional  action by employees of the banks that defies  and violates shared banking norms and expectations as well as core societal values and standards of proper conduct.

Motivation:    It refers to  employees’  willingness  to  exert  high  levels of efforts  towards organisational goals, conditioned by the effort’s ability to satisfy some individual needs. The individual  forces  account  for  the  directions,  level  and  persistence  of  a  person’s  effort expended at work.

Norms:  This  means  codes  and  practices  developed  by a  group  in the  bank  that  group members consider to constitute proper group behaviour.

Organisation:  It refers to banks that exist in order to achieve specific goals by means  of planned and coordinated activities.

Perception: This is a cognitive process of employees and it is basically bits of information that involve the ways in which people process that information.

Power: It means the level of control/influence a subordinate has over the behaviour of other employees in the bank either with or without his approval.

Role: In the context of this study, it means the expected pattern of behaviour with employees in the bank occupying a particular position within the structure of the bank.

Socialisation:   This  refers  to  continuous   integration   and  behavioural   modification   of employees in the bank as he/she climbs the ladder of his/her career.

Socio-technical: This is a process that is concerned with the interactions of the psychological and  social  factors  of  bank  workers  and  its  structural  and  technological  requirements. Precisely,  it is the interface between  the technological  system and the social system  that recognises the capability of employees.

Stress: This is the mental and physical response of employees to the changes and challenges of his/her  lives.  It is usually caused  by some  characteristics,  events, or  situations  in the environment that in some way results in a potentially disruptive consequence.

Values: These are the manners in which an employee or a group of employees  tends to make judgment or choices both about goals and means at different stages of one’s life, in different facets of it, as deemed to lead to the happiness of oneself and society.


This material content is developed to serve as a GUIDE for students to conduct academic research



INFLUENCE OF ORGANISATIONAL BEHAVIOUR ON THE MANAGEMENT OFEMPLOYEES IN SELECTED COMMERCIAL BANKSINSOUTHEAST NIGERIA

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