Lawal Chapters (1-5) Latest

8/7/2019 Lawal Chapters (1-5) Latest

1/55

CHAPTER ONE

1.1 BACKGROUND TO THE STUDY

Information technology is any equipment or interconnected

system or subsystem of equipment that is use in the automatic

acquisition, storage, manipulation, management, movement,

control, display, switching, interchange, transmission, or

reception of data or information (Murray, 2000)

According to Information Technology Association of America

(ITTA) information technology deals with the use of electronic

computers software to connect, store, protect, process,

transmit, and secure and retrieve information.

It can also be define as a collection of individual technological

components that are typically into computer based system.

Information technology has changed the way the world does

business. Businesses no longer have to rely on a trail of paper

work to conduct every days transaction. Slow snail mail is now

a thing of the past.

Today, the term information has ballooned to encompass many

aspects of computing and technology and the term has become

very recognizable. Information Technology professionals

perform a variety of duties that ranges from installations of

applications to designing complex computer networks and

1


2/55

information database for the use in different organizations. The

various inventions hitherto help organizations to run their

businesses in meeting up with the challenges of todays fast

growing concept of globalization. This is evidence in the

reduction in circle time, increase productivity and safeguarding

of superior product quality (Caroll, 1999).

Technological advances have eroded physical, cultural,

economic, and political borders. These advances have

revolutionized the nature of production, transportation, and

communication systems and consequently the nature of work

and workers (Baldwin, Gray and Johnson, 1995). The explosion in

technology-use has fostered a concern about its impact on

workers (Betcherman, 1995). Most organization needs effective

personnel policies particularly as every employee comprises a

large percentage of the workforce for in the business (Gatewood

and Field, 1987). During periods of rapid technological change,

shortages of particular types of skilled workers emerge. Many

forms of technological change are accompanied by changes in

skill requirements. This is particularly true of the changes

associated with the adoption of the new advanced technologies

that are being implemented in the manufacturing sector (Doms,

Dunne, and Troske, 1997).

2


3/55

Information technology (IT) is recognized as a critical

infrastructure in many organizations. IT is also emerging as an

effective contributor to organizational performance. It is often

argued that success of the IT induction is attributed to strategy,

consistent delivery, systems usability. This finding suggests that

human resources (HR) in the organization play a vital role.

Information systems (IS) research has recognized the

importance of HR in the IT acquisition process. The IT

acquisition process is considered as a staged process, and the

stress is on HR contributions. Furthermore, a framework is

discussed and structural equation modeling (SEM) is used to

understand the organizational readiness.

Akinwande (2003) Information is the foundation of managerial

control. Any control system must communicate the right

information at the right time and among the right people if it is

function effectively. Managers and others decision makers must

have useful information regarding performance a result if they

are to make plans, provide support and take other appropriate

action. New managers are exploring new ways of using

information technology to help workers meet high standard of

performance (Robert 2002).

3


4/55

A common thrust among these studies points to the importance

of good Human Resource Management practices. Human

Resource Management has been defined as the "Process of

attracting, developing, and maintaining a talented and

energetic workforce to support organizational mission,

objectives and strategies" (Schemerhom, 2001).

Human Resource Management practice in business is

undoubtedly quantitatively and qualitatively different from

those in larger organizations. The growing small businesses

need to develop their Human Resource Management practices,

as increasing size inevitably brings increased complexity,

necessitating a more professional approach towards managing

the personnel (Gilbert and Jones, 2000).

According to (Peremotode, 2005) Human Resource emphasizes

the importance of senior management being involved in the

management of culture, whereas Personnel Management has

always been rather suspicious of organization development and

related unitarist, social psychological oriented ideas. Audretsch

and Thurik (2001) argue that effective Human Resource

Management practices are becoming increasingly important in

the new "knowledge-based" economy, as companies face the

double challenge of the need for more highly trained employees

4


5/55

coupled with a shortage of qualified labor. These challenges,

towards most organization in general, reinforce the need for

effective Human Resource Management practices in the

organization. New trends in this area of Human Resource

Management indicate that most organization may have realized

the importance of sound Human Resource Management

practices (Damodar and Golhar, 1994).

This trend however did not exclude the banking industry both in

their core banking operations and in it administrative units.

With the recent era of recapitalization which ushered in merger

and acquisition in the banking industry in Nigeria, banks are re-

strategizing in their operations to reduce cost and improve

operational excellence by maintaining a highly motivated

workforce. To this end, they are now investing in a global

human resource solution to streamline business across

geographical boundaries and manage the employee data.

Regardless of the branch networks of the various banks that

operate in the country, they now address the need for strategic

human resource system and highly scalable global solutions

that can leverage internet capabilities and self service

functionality for the human resource department. This is

evidence in the installations of Human resource System

5


6/55

Application Processing (SAP). The module integrates all the

functional units of organization into a unified one. SAP Human

Resource is human resource module of SAP. It deals with

various activities done in the human resource department of

organizations such as, Personnel administration, personnel

development, training and event management, payroll etc.

1.2 STATEMENT OF THE RESEARCH PROBLEM

The world organization is a dynamic one. Changes in the economic,social political, religious, educational, scientific and especially in the

area of information technology in the organizations. Therefore, for

organization to survive in this rapidly changing environment, they

must change with it. They must adjust and adapt to new

technologies and new methods of doing old things faster, with

difficult tasks that test the ability of the human resources manager.

However, in the world over, human resource management is faced

with a number of problems. Such problems differ in magnitude and

complexity from country to country, organization to organization etc.

Some of the major problems that will be identified by the researcher

were traced to the Environmental factors such as the quota systems,

tribal issues, selection and placement problems due to lack of valid

and reliable employment test, and training and development issues

in the Nigerian Organization.

Thus, the following are the identified problems on information

technology on human resource management practice in the banking

industry most especially in Zenith Bank Nigeria Plc:

6


7/55

i) Firstly, a major problem identified is the issue of the high

cost of purchasing new technology for adequate human

resource management practice.

ii) Another problem observed in this research work is that most

organization lack adequate and updated information

technology to evaluate employee performance which often

time may lead to low organizational performance.

iii) Again, there is high rate of poor and adequate training

facilities in most Nigerian organization even though there is

a dynamics technological innovation in the Banking industry.

iv) The issue of selection and placement test of workers was

observed not to be valid and reliable for employment of

workers in Nigerian organization especially in the banking

industry.

1.3 PURPOSE OF THE STUDY

The study is primarily aimed to look at the impact of information

technology on human resource management practice in banking

industry with special reference to Zenith Bank Plc. Hence the

following are the specific objectives:

i) This research work will examine how information technology

will improve human resource planning activities in the

organization especially in the Banking sector.

ii) This study will find out whether information technologies

can actually reduced fraud and increase transparency and

accountability in the area of staff compensation and

employee selection test.

7


8/55

iii) This study will also determine if information technology has

increase employee competency and on the job knowledge in

the human resource management department.

iv) This study is interested in finding out the effect information

technology have a direct effect in the staffing process.

v) Lastly, the study will also find out if the bank has the ability

to obtain the necessary equipment to train workers

effectively.

1.4 SIGNIFICANCE OF THE STUDY

The following segments of this proposal would elaborate on the

significance of the study. However, the significance of the study

will be centers on the following:

1) The study will expose the reader to the impact of information

technology in Zenith bank plc specifically as it affects the

human resource management Practices.

2) The study is significant because it will show the effectiveness

of information technology in eradicating or reducing the

manipulations in human resource management in terms staff

audits.

3) Another significance of the study is that it will show the

ability of the bank to reduced fraud and increase

transparency and accountability in the area of staff

compensation.

4) The study will also show how information technology will

increase the development of competencies of the human

resource personnel.

8


9/55

5) Lastly, the study will allow the reader understand how

information technology will helped the Human Resource

Managers in problem solving and analyzing competencies.

1.5 RESEARCH QUESTIONS

i) What is the impact of information technology on human

resource management practice in the bank?

ii) To what extent has the information technology helped the

bank to have a competitive advantage, increase market share

and increase profitability?

iii) To what extent has information technology help to minimize or

eradicate human error or manipulations in some areas of

human resource management?

iv) How has information technology help to increase the skills and

competencies of the human resource personnel?

v) Is the bank able to obtain the necessary manpower to operate

the equipment purchased?

1.6 RESEARCH HYPOTHESIS

H1: H0: There is no significant relationship between

information technology and human Resource management

practice.

H1: There is a significant relationship between information

technology and human resource management practice.

H2: H0: Information technology does not have direct effect on

the competencies and skills of the human resource

Personnel.

9


10/55

Hi: Information technology has a direct effect on the

competencies and skills of the human resource

Personnel.

1.7 SCOPE AND DELIMITATION OF THE STUDY

The scope of this study will determine those factors that are

responsible for increased information technology in order to

influenced human resource management practice in the banking

industry. However, the study is limited to business environment

precisely Zenith Bank Nigeria Plc at Victoria Island, Lagos.

1.8 OPERATIONAL DEFINITION OF TERMS

Information Technology: refer to any form of technology used

to create transfer or store information in all its various forms.

Human Resource Management: Human resource

management is responsible for how people are treated in

organizations. It is responsible for bringing people into the

organization, helping them perform their work,

compensating them for their labors, and solving problems

that arise.

Human Resource Planning: This is the estimation of quality

and quantity of employees in an organization or a nation

requires at a particular time either current or in future.

Human Resource: refers to skill energy and capability,

repositioning people that can be used in the production of goods

or rendering of services. Human Resource are seen as an

organization's greatest assets; without them, everyday

10


11/55

business functions such as managing cash flow, making

business transactions, communicating through all forms of

media, and dealing with customers could not be completed.

Training: This can be described as a systematic process

through which an employees acquire technical knowledge; skill

and attitude require to perform a specific task.

11


12/55

CHAPTER TWO

REVIEW OF LITERATURE

2.1 INTRODUCTION

Anderson (1997) sees information technology as a term

which generally may be considered to be harnessing of

electronic technology in its various forms in order to improve

the operations and profitability of the business as a whole.

Information technology association of America (ITAA) defines

information technology as the study design, development

implementation, support or management of computer-based

information systems, particularly software applications and

computer hardware. Information technology also deals with

the use of electronic computers and computer software to

convert, store, protect, process, transmit and securely

retrieve information Emery (1997).

Today, the term information technology has ballooned to

encompass many aspects of computing and technology and

the term has become every recognizable.

According to Lucas (2000) the information technology

umbrella can be quite large, covering many fields. IT

professionals perform a variety of duties that range from

installing application to designing complex computer

networking engineering computer hardware, database and

12


13/55

software design, as well as the management and

administration of the entire systems.

Human resource management function was also explained

according to Carolyn and Normal (2002) that it involves the

effective management of a set of people-oriented functions

or activities that involves the effective acquisitions, use and

maintenance of the human resources within an organization.

Also, literature reveals that managing the human resources

effectively also calls for proper training and development

that will lead to reduction in costs associated with accidents

(e.g. workmens compensation), errors, wastage and scarps,

absenteeism and turnover and well as error and wastage

rates is usually very low (Banjoko, 1996).

2.1 LITERATURE REVIEW

The terms human resource management (HRM) and human

resources (HR) have largely replaced the term personnel

management as a description of the processes involved in

managing people in organizations. Human resource

management refers to a set of people-oriented functions or

activities that involve the effective acquisitions, use and

maintenance, of the human resources within an organization

Banjoko, (2009). According to him, this definition highlights

the fact that human resource management in any

organization must focus on the people: their needs,

expectations, values and legal rights within the work

13


14/55

organization and the use of appropriate human resource

management strategies that would ensure that satisfaction

and accomplishment of individual as well as corporate goals.

Putting the human energy to productive use is what human

resource management is all about.

2.2 HUMAN RESOURCE MANAGEMENT: ITS PROBLEM

The world over, Human Resource Management is faced with

a number of problems. Such problems differ in magnitude

and complexity from country to country. Some of the major

problems have been identified by Nwachukwu, (1988) to

include:

a. Lack of qualified, seasoned and experienced

manpower.

b. Inability to obtain the necessary manpower mixes-

technicians, engineers and draughtsman.

c. Problem of expatriate employees sometimes they

refuse to accept employment with indigenous

enterprises.

d. Lack of adequate and modern facilities for training and

development of manpower.

e. Problem of selection and placement due to lack of valid.

2.3 THE NEED FOR EFFECTIVE HUMAN RESOURCE MANAGEMENT

In view of the critical role of the human element in

organizational performance, it becomes necessary for thehuman resource management functions to be effectively

14


15/55

performed. Thus, the following are the identified reasons for

effective human resource management:

a) Rising cost of Human Resource Management

Today, the costs of managing the organizations human

resources are becoming automatically higher day by day.

The human resource is one of the most expensive

resources within the organization. Apart from what is paid

out in a salary which takes a large chunk of the

companys operating budget, other fringe benefits have

now climbed to higher heights. To manage effectively

means that the corporate reward and compensation

systems must not only be fair, adequate and equitable, it

must also enlist comparable efforts or results from the

workers while leaving no room for ghost worker to draw

out unearned salaries.

b) The Productivity Crisis

It will be nave of us if we pretend that there is no

productivity crisis is our country. It would even be more

dangerous to think that it constitutes no serious threat to

our national economy. The productivity crisis in Nigeria is

real. Since early 1980s, there has been a downward trend

in productivity and sloppy economic performance. With

the advent of structural Adjustment programme in 1986,

the capacity utilization of our industrial organization hadshrunk to an all time low level. In some quarters, the

15


16/55

reason has been attributed to declining motivation to

work, poor work attitude and bad work ethics. In some

other quarters, the reason lies in government or

employers insensitivity to workers concern and the

resultant deteriorating standards of living. Either way,

both viewpoints are complementary. To reverse this ugly

trend, organizations must address the peoples concern.

Employers must restructure their human resource

programmes with a view to placing higher premium on the

development of workers capability and the improvement

of their quality of work life.

c) Dissatisfaction and boredom at workplace

Evidence depicting dissatisfied or disenchanted workers

abound in our society. Morale is low, work is

overregulated and workers are overburdened with

terrifying economic and social problems like rapid price

increases, mounting job insecurity, alienation, rapidly

declining quality of work life has become humdrum,

boring and unrewarding and there remains a growing

emptiness in the work life experience of many Nigerians.

All these are bound to have serious implications for the

motivation and performance of the workers.

Consequently, it is important for organizations to develop

and executive their human resource managementpolicies, programmes and procedures in a way that would

16


17/55

help reduce work alienation, employees frustration and

disenchantment at the work place.

2.4 HUMAN RESOURCE MANAGEMENT: ITS PHILOSOPHICAL

BASES

Human being are seen to be very critical or most vital of the

resources in an organization only if they are well motivated

and managed, even if the most capable persons have been

employed. But experience has shown that the management

of human resources by managers has been based on their

own preconceived ideas or belief about human nature and

the basic human goals. Schein (1970) and Mathis and Johnson

cited in Peremotode (2005) have identified four major

assumptions about human nature, which have been

translated into managerial philosophical bases of humanresources management.

These managerial philosophies are very important because

the fundamental assumptions about man held by a manager

go a long way to determine his management style. The

assumptions about human nature outlined are as followed:The national-economic view: This assumption basically

suggests that human beings reasonably, logically, and

rationally make decision that will enable them maximize

economic gains for themselves. The implication is that in

organizations employees will act rationally in such a manner

as to maximize their wages and the assumption is that

17


18/55

money is the most important motivator of all people Mathis

and Johnson (1982) cited in Peremotode (2005).

Social and human relations view: this assumption about

human nature is that man is by nature a social animal.

Therefore, workers can be motivated to perform if a

manager appeals to their social needs. As Mathis and

Jackson noted, predominant emphasis in the management

literate is that happiness and harmony in the group leads to

productivity. So, a happy worker is a productive worker.

The social view about human nature about the human

relations approach wherein human were viewed as a bundle

of attitude, sentiments and emotions. The authors added

that managers were told that to be effective, they should

use image management to convince workers of their

importance to the company. Employee participation in the

decision making process (as long as they could not hurt

anything) was supposed to lead to a feeling of harmony,

loyalty and satisfaction.

2.5 HUMAN RESOURCE MANAGEMENT AND INFORMATION

TECHNOLOGY

Human Resources information technology is essential for

companies to manage their benefits plans and their

employee information. Benefits management technology is

no longer a nice to have, but a necessity to help Human

Resource manage both a sea of information and the money

18


19/55

spent on benefits plans, as Human Resource faces limited

resources and constantly changing data. But how do Human

Resource and other executives know they are selecting the

best Human Resource information technology to manage all

of the details, and that the solution they select will stand the

test of time?

Following are the key questions to ask and answer in the

process of selecting Human Resources information

technology.

What is the degree of flexibility and scalability that the

Human Resource information technology software provides?

Human Resource professionals should determine if the

software can import data from multiple Excel spreadsheets,

databases, and paper documents and the level with which it

can interface with all kinds of systems and data. The

software should be able to take in and filter information from

multiple sources. Ideally, this process should also be

automated. Many online enrollment solutions require that

data be manually manipulated before it can go to a carrier to

update their systems. Automation of the update format,

19


20/55

transmission schedule and delivery method can help to

eliminate billing and eligibility issues.

Will the software be able to accommodate HRs company

and benefits carriers rules? A truly capable enrollment

engine will evaluate each enrollment activity and apply any

necessary combination of rules, messages, prompts, and

options specifically designed to meet the exact eligibility

requirements desired. The software should accommodate

any eligibility rules that the company and carriers have.

Will the HR information technology be able to grow and scale

with the organization? Human Resource should assess the

technologys ability to grow as the company brings on new

employees, offices, benefits changes, and rules. Human

Resource should ask about the thresholds for each of these

elements.

Is the Human Resource information technology software able

to integrate with other systems? Payroll and other functions

often share much of the same information as benefits

management. Human Resource can obtain greater

efficiencies when data and other employee information

entered into one system can be shared with another system.

20


21/55

Who is responsible for implementing, or building, the

solution? What level of training is involved? Some solutions

require the client to be very involved with the initial

implementation, which can be overwhelming for already

busy Human Resource administrators. Human Resource

should have a clear understanding of the level of training

and technical expertise that will be required and the amount

of time expected. Questioning solution providers on this

topic can provide insight into subtle areas that might initially

appear simple, yet involve significant technological

expertise. Human Resource can then determine specific

tasks that may be so cumbersome as to realistically impede

completion, potentially reducing Human Resource

information technology value and ROI.

If training is involved, is there a charge? Costs of training

should also be assessed - including time away and travel

expenses for off-site travel. Human Resource needs to

become aware of all hard and soft costs involved in the

Human Resource information technology adoption.

Who will own the data? The answer to this question should

be the Human Resources organization. Companies should be

able to transport their data to any Application Service

21


22/55

Provider (ASP). If the data resides on a carriers proprietary

server, the company may sometimes be charged additional

fees should it switch carriers.

What types of maintenance and upkeep are required? When

software is installed on a companys on-site workstations or

servers, regular updates to that technology are often

required and may be cumbersome to plan for and manage.

Updates to Human Resource information technology are

often made automatically with software available online

through an Application Service Provider (ASP) or Software as

a Service (SaaS) model.

What security measures are built into the HR information

technology? If the software is available online, through an

ASP or SaaS model, the provider should offer daily backups,

backup servers, and added protective layers. Additional

systems and procedures should be in place to safeguard

information from being lost or accessed by unauthorized

personnel. Human Resource, in consultation with other

managers, should have exclusive authority to decide who

will be allowed access to the Human Resource information

technology and to what degree.

22


23/55

Will employees be able to enroll in benefits plans and make

changes in real-time to their personal data and plan choices?

Employee access should be a given, considering the

widespread, general access to computers; 70% of the

population has Internet access at home. Employee self-

service provides huge potential to save time and money. A

good self-service system will guide employees smoothly

through entering information about themselves and their

dependents. The system should clearly present the plans

available and enable employees to make selections at their

convenience, simplifying these actions throughout the

process with wizards. Employees should also be able to add

dependents and change information as necessary, 24 hours

a day, seven days a week.

These are additional questions to answer as you assess your

organizations Human Resources information technology

needs. Here is the first half of the questions. Will the

technology provide Human Resources with the authority to

decide who will be allowed access and to what degree?

Along the same vein of providing employee access, the

technology should give Human Resource the final say.

Human Resource should have the authority to approve all

23
http://humanresources.about.com/od/hristechnology/a/assess_needs.htmhttp://humanresources.about.com/od/hristechnology/a/assess_needs.htm


24/55

data before it is transmitted to carriers, and should also

determine the extent to which employees and others have

access. What types of reporting capabilities are available

from the Human Resource information technology?

Reporting technology should offer multiple views and

formats (spreadsheet, PDF, html), big picture assessment

and the ability to drill down to enhance decision-making. HR

should be able to assess, at any time, enrollments in specific

plans, outstanding actions, and changes in employee

demographic information in relation to benefits and other

employee data.

Does the software offer specific features to help Human

Resource save time? Depending on its own departmental

needs, Human Resource might want to inquire about the

technologys ability to process information in batches,

manage notifications and billing for COBRA policies, provide

self-billing and bill reconciliation tools, and specific reporting.

Does the software offer specific features to help Human

Resource communicate better with employees? Some

programs give Human Resource the flexibility to

communicate with employees on a number of levels - via

mass email, electronic "bulletin boards," and by specific filter

24


25/55

criteria (such as location, department, insurance plans,

enrollment status, retirement status, and others) through the

Human Resource information technology system. Having a

number of means to communicate can further automate

processes and help Human Resource to better target

messages.

Does the Human Resource information technology system

provide a means of checks and balances? In addition to

enabling HR to approve transactions, many Human Resource

information technology systems also provide capabilities for

Human Resource to serve as the gatekeeper in auditing

carrier billings to make sure they agree with the data in the

system. This can: ensure the accuracy of carrier invoices,

save time and money, assist in the timely delivery of

employee enrollments, and enhance confirmation of

eligibility when employees go for care.

How will information be exchanged with carriers? And, who

will be responsible for this interaction? Integration of the

Human Resource information technology system should be

judged not only by the number of carriers with which the

software has relationships, but by the type of connection

that it enables. Ensuring successful interaction with carriers

25


26/55

through a benefits management software requires many

steps, including: gathering initial implementation data

census; setting up initial integration for the ongoing

information exchange; coordinating daily or weekly

interaction to make sure data is received and accurately

applied; reviewing ongoing updates; ensuring carrier

requirements for enrollment are being met in compliance

with regulators; and fostering a proactive relationship with

each carrier to improve the relationship of data exchange.

Knowing who is responsible for each task is essential to fully

understanding a product offering. Each software provider will

offer a different level of integration in providing some, to all,

of the tasks outlined above. Human Resource should look to

work with vendors that demonstrate strong, ongoing,

seamless relationships with the companys selected carriers.

Many providers enable transmission of a generic ANSI 834

file, which may or may not be accepted by the carrier, a

factor often influenced by the size of the group. Managers

should look for providers that offer clean, validated transfers

(ensuring the eligibility of the transaction), customized to

each carriers needs to avoid issues. They should also look to

providers that have a dedicated EDI (Electronic Data

26


27/55

Interchange) department to interact with the carriers own,

specific transfer language.

What level of customer service is provided? Is there an

additional charge for service? Human Resource should

determine the level of access to help that is provided and

what constitutes customer service - online help via a

database, online chat, email support, conversations with a

live person, or a combination thereof. Given the sensitivity of

benefits and other Human Resource information, managers

should expect a response to inquiries within 24 hours from a

direct contact that can help.

What is the cost of the Human Resource information

technology system and does it outweigh the benefits?

Human Resource should assess the complete cost of the

Human Resource information technology system, including

all annual, monthly, and one-time charges, alongside the

benefits provided. A slightly more expensive system may

more than pay for the difference with features that enable

employees to maintain their own records and offer greater

convenience, time savings, and accuracy. These factors

should be considered and weighed in selecting and Human

Resource information technology system.

27


28/55

The need for Human Resource information technology

systems is increasing. With Human Resource staff finding a

vast array of options in Human Resource information

technology systems, it is increasingly important to analyze

and weigh all options available. Choosing and Human

Resource information technology system should be looked at

as an investment that will grow with the department and

companys needs. These questions will lead you to the

appropriate Human Resource information technology system

for your company (Peretomode, 2005).

28


29/55

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN

The research design for this study will be descriptive survey

methods for the purpose of achieving a sound analysis and

arriving at a reasonable conclusion.

3.2 AREA OF STUDY

The research will look at the impacts of information

technology on the functions of Human Resource

management with reference to Zenith Bank Nig plc.

3.3 POPULATION

It is pertinent to know what the study population is. The

population of the study is however a census of all items or

subject that has knowledge of phenomenon being studied.

Hence, it covers all the aim of this research work to examine

the impacts of information technology on human resource

29


30/55

management functions in the banking industry using Zenith

Bank as a case study. The organization has about 3,536 staff

strength.

However, it will often be a futile effort to attempt to workwith the entire population. As a result, it is necessary to

choose a sample to represent the entire population and this

will be given in the subsequent segment.

3.4 SAMPLE AND SAMPLING TECHNIQUES

A sample is a position which represents the entire

population. It is generally meant to promote and understand

the larger population. Due to the inability to reach the entire

population of Zenith Bank the researcher will decide to use

80 (Eighty) as the sample size for the study. The study will

also involve both male and female Management and Non-

Management workers of four selected Zenith Bank Branches

in Lagos State. The one hundred questionnaires will be

distributed amongst the workers in the following category:

40 (forty) will be shared among the female workers and the

remaining 40 (forty) will equally be shared among the maleworkers of Zenith Bank.

The sampling techniques that will be adopted will be

purposive and simple random techniques. The purposive

sampling will be adopted because of the familiarity of the

researcher with the organization and simple random

30


31/55

sampling will be implored in order to give every member of

the population equal chance of being selected.

3.5 INSTRUMENT FOR DATA COLLECTION

The researcher is going to use interview and questionnairemethods. Both methods will be designed in such a way that

it will obtain the needed information from the respondents.

The questions in the questionnaire will be carefully framed

by making sure that the questions are not biased and make

sure that it will be tested through the pilot test.

The researcher will make sure that the respondent does not

misunderstand the questions. However, secondary source of

information such as textbook journals magazine notebook

and other relevant publications on the subject matter will be

use.

3.6 VALIDATION OF INSTRUMENT

To ensure validity, the draft of the research instrument will

be presented to research specialist, psychologists and

experts who will make amendments and add necessary

inputs pertinent to the research work. The instrument will

later presented to the supervisor for final scrutiny and for

criterion related validity.

3.7 RELIABILITY OF INSTRUMENT

Administration of the instrument will be exercised among

small portion of the study after which the main conduct of

the instrument will be administered. The essence of this is to

31


32/55

get the same result if it is practiced over time under the

same condition and found reliable.

3.8 METHODS OF DATA COLLECTION

The method of data collection will include the use of primary

and secondary source of collection of data. Thus, the primary

source includes the use of questionnaire and survey

observation. While the secondary source will include the use

of internet, articles in journals, textbooks etc.

3.9 PROPOSED METHODS OF DATA ANALYSIS

For the purpose of this study or research, the simple

percentage distribution, will be use on the data collected. To

this end the data will be tabulated in a frequency distribution

form and the corresponding percentage, equivalent will be

calculated and recorded respectively, this research study will

also make use of chi-square analysis to test the hypotheses.

The formula is shown below:

X2 = (O-E)2E

WhereX2 = Chi-square

= Summation

O = Observed frequency

E = Expected frequency

32


33/55

CHAPTER FOUR

DATA ANALYSIS AND INTERPRETATION OF RESULT

4.1 INTRODUCTION

This chapter metamorphosed from theoretical to practical one.

The information gathered from the questionnaires, which were

administered to the sample described earlier were analyzed.

The data were presented, analyzed, and interpreted, using chi-

square (x2) statistical method. The test was carried out at 0.05

level of significance. However, the table below displayed how the

questionnaires were distributed and received. In addition,

categories of staff were also presented:

Case study Total number ofquestionnaire

distributed

Total number ofquestionnaire

received

Zenith Bank Nigeria 100 91

33


34/55

Plc.Total 100 91

Source: Field Survey, February, 2011.

SECTION A

Personal Information of Respondents

This section aims at understanding the socio-economic

characteristic of the respondents which is broken down into

various categories.

Table 1: Respondents Classification According to Gender

GENDER FREQUENCY PERCENTAGE

(%)Male

Female

49

42

53.8

46.1TOTAL 91 100Source: Field Survey, February, 2011.

The table above shows that male respondents consisting of 53.8

percent are majority, while 46.1 percent are females. Therefore,

inference drawn was that male respondents are more than their

female counterparts.

Table 2: Respondents Classification According to Age

AGE FREQUENCY PERCENTAGE

(%)Below 20 years

20-30 years

-

59

-

69.0

34


35/55

31-40 years

41- 50 years

51 years and above

28

4

-

25.4

5.6

-Total 91 100

Source: Field Survey, february, 2011.

The table shows that respondents whose age falls between 20-30

years comprise 69.0%, between 31-40 years; 25.4%, while 40

years and above are 5.6%. All respondents were matured and

considered to respond to questions posed to them through the

questionnaire.

Table 3: Respondents Classification According to

Educational Qualifications

EDUCATIONAL

QUALIFICATIONS

FREQUENCY PERCENTAGE

(%)Primary Education - -Secondary Education 39 42.8

Post secondary education 41 45.1Others 11 12.1Total 91 100Source: Field Survey, February, 2011.

Table 4.2.4 shows the respondents according to their educational

qualifications. Respondents who obtained secondary education

consist of 42.8%, post secondary education; 45.1%, while other

qualifications e.g. MBA, M.sc etc. comprised 12.1%. However, the

inference drawn from this was that respondents who obtained

post secondary education have the highest percentage.

Table 4: Respondents Classification According to

Occupational Status

OCCUPATIONAL STATUS FREQUENC

Y

PERCENTAGE

(%)

35


36/55

Top Management

Middle Level Management

Lower management staff

6

43

42

6.5

47.3

46.2

Total 91 100Source: Field Survey, December, 2011.

According to their occupational status, top level management

comprises 6.5 percent, middle level management are 47.3

percent, while the lower management staffs are 46.2 percent.

It is obvious that the lower management staffs have the highest

percentage.Table 5: Respondents Classification According to Length

of Service

LENGTH OF SERVICE FREQUENCY PERCENTAGE

(%)Below 10 years

10-20 years21 years and above

51

1327

56.1

14.329.6

Total 91 100Source: Field Survey, February, 2011.

Based on the information above, respondents who are below 10

years in service are 56.1 percent, 10-20 years; 14.3 percent,

while those who are above twenty-one years in service comprises

29.6 percent. The inference drawn here is that all respondents

had experience and fit to respond to questions with experience

gathered.

Table 6: Respondents Classification According to Martial

Status

MARTIAL STATUS FREQUENCY PERCENTAGE

36


37/55

(%)Married

Single

Widowed

Divorced

Separated

59

26

-

-

6

64.8

28.6

-

-

6.6Total 91 100Source: Field Survey, February, 2011

The table depicts that respondents who are married constituted

64.8%, single; 28.6%, while 6.6% was recorded against separated

and none was recorded against divorced and widowed.

SECTION B

S/N RESPONSES SA A UND

7. There is a significant relationship

between information technology and

human resource management practice

88

(96.7%)

3

(3.2%)

0. 0

(0.0%)

8. Information technology has adirect effect on thecompetencies and skills of thehuman resource Personnel.

91

(100%)

0

(0.0%)

0. 0

(0.0%)

9 The bank is able to obtain the

necessary manpower to operate the

equipment purchased.

91

(100%)

0. 0

(0.0%)

0. 0

(0.0%)

10. How has information technologyhelp to increase the skills and

competencies of the humanresource personnel?

45

(49.4%)

39

(42.8%)

6

(6.5%)

11. To what extent has informationtechnology help to minimize oreradicate human error ormanipulations in some areas ofhuman resource management?

56

(61.5%)

33

(36.2%)

0. 0

(0.0%)

12. To what extent has the information

technology helped the bank to have a

competitive advantage, increase market

share and increase profitability?

67

(73.6%)

22

(24.1%)

2

(2.1%)

13. What is the impact of informationtechnology on human resourcemanagement practice in the bank?

91

(100%)

0. 0

(0.0%)

0. 0

(0.0%)

37


38/55

14. The study will allow the readerunderstand how informationtechnology will helped the HumanResource Managers in problemsolving and analyzing competencies.

88

(96.7%)

3

(3.2%)

0. 0

(0.0%)

15. The study will also show howinformation technology will increase

the development of competencies ofthe human resource personnel.

56

(61.5%)

6

(6.5%)

39

(42.8%)

16. The ability of the bank to reducedfraud and increase transparency andaccountability in the area of staffcompensation

45

(49.4%)

39

(42.8%)

6

(6.5%)

17. Do you agree that your organizationlack adequate and updatedinformation technology to evaluateemployee performance which oftentime may lead to low organizational

performance?

67

(73.6%)

22

(24.1%)

2

(2.1%)

18. Do you agree that there is high rateof poor and adequate trainingfacilities in most Nigerianorganization even thought there is adynamics technological innovation inthe Banking industry?

91

(100%)

0. 0

(0.0%)

0. 0

(0.0%)

19. There is Changes in the economic,

sociopolitical, religious, educational,

Scientific and especially in the area ofinformation technology in the

organizations,

44

(48.4%)

24

(26.4%)

23

(25.3%)

20. Do you agree that the issue of the high

cost of purchasing new technology for

adequate human resource management

practice?

45

(49.4%)

39

(42.8%)

6

(6.5%)

Source: Field Survey, February, 2011

The above table showed relationship between information technology and

human resource management practice. It showed further that all

respondents responded that 96.7% and 3.2% strongly agreed and Agreed,

while there is no response under undecided respectively.

Table seven (7) columns (2) opined that information technology has a direct

effect on the competencies and skills of the human resource Personnel. With

all the respondents strongly agreed to the opinion.

38


39/55

Again, on the issue whether the bank is able to obtain the necessary

manpower to operate the equipment purchase. It was observed that all the

responses from the respondent strongly agreed to the opinion on table seven

(7) columns 3.

On the issue whether information technology help to increase the skills and

competencies of the human resource personnel as recorded in the table

above shows that 45(49.4%) SA, 39(42.8%) A, 6 (6.5%) are undecided.

Furthermore, it has observed that column 5, table seven (7) shows that

information technology help to minimize or eradicate human error or

manipulations in some areas of human resource management with majority

of the respondent that strongly agree agreed and undecided with 56 (61.5%)

and 33 (36%) and 0.0(0%) respectively with the opinion.

Again, column 6 Table 7 depict that 67 (73.6%) of the respondent SA, 22

(24.1%) A, 2 (2.1%) were undecided to the opinion that the information

technology has helped the bank to have a competitive advantage, increase

market share and increase profitability.

It was also find out that, column 8 looked at whether there is impact of

information technology on human resource management practice in the

bank, thus, 91 (100%) which show that all the responses from the

respondent strongly Agreed (SA), with the opinion.

The table (7) column (9) reveal that 88 (96.7%) strongly agree, 3(3.2%)

agreed, and 0 (0.0%) said undecided respectively.

On the issue whether information technology will increase the development

of competencies of the human resource personnel. It was observed that 56

(61.5%) strongly agreed, 6 (6.5%) agreed while just 39 (42.8%) respondents

are undecided.

In the same vein, we observed that most of the respondents are not sure

with the opinion table (7) column 11 with (49.4.7%). While the remaining

39(42.8%), and 6 (6.5%), strongly agree, agree and undecided respectively.

39


40/55


41/55

Using (x2) chi-square (O E)2

EWhere O = Observed Frequency

E = Expected Frequency

X2 = Chi-Square

= Summation

Taking Question 7 Section B

There is a significant relationship between information technology and

human resource management practice.

Variables O E O E (O E)2 (O E)2/E

Agree

Disagree

Uncertain

88

3

0

30.3

30.3

30.3

65.4

-30.3

-30.3

4277.16

918.09

918.09

189.25

30.3

30.3Total 91 206.15

Expected frequency = 91/3 = 30.3

X2 = 249.85

Level of significance = 0.05

Degree of freedom (df) = 2

X2 tabulated (2, 0.05) = 5.991

According to the tested hypothesis above (x2) chi-square tabulated is less

than (x2) chi-square calculated therefore the null hypothesis will be rejected

and alternative hypothesis will be accepted. Hence, there is a significant

relationship between information technology and human resource

management practice.

Discussion

41


42/55

The need for Human Resource information technology systems is increasing.

With Human Resource staff finding a vast array of options in Human Resource

information technology systems, it is increasingly important to analyze and

weigh all options available. Choosing and Human Resource information

technology system should be looked at as an investment that will grow with

the department and companys needs. These questions will lead you to the

appropriate Human Resource information technology system for your

company (Peretomode, 2005).

Hypothesis Two

H0:Information technology does not have direct effect on the competencies

and skills of the human resource Personnel.

Hi: Information technology has a direct effect on the competencies and skills

of the human resource Personnel.

Using (x2) chi-square (O E)2E

Where O = Observed Frequency

E = Expected Frequency

X2 = Chi-Square

= Summation

Taking Question 8 Section B

Information technology has a direct effect on the competencies and skills ofthe human resource Personnel.Variables O E O E (O E)2 (O E)2/EAgree

Disagree

Uncertain

91

0

0

30.3

30.3

30.3

60.7

-30.3

-30.3

3684.5

918.09

918.09

121.6

30.3

30.3

Total 91 182.2Expected frequency = 91/3 = 30.3

X2 = 182.2

42


43/55

Level of significance = 0.05

Degree of freedom (df) = 2

X2 tabulated (2,0.05) = 5.991

According to the tested hypothesis Two (x2

) chi-square tabulated is less than

(x2) chi-square calculated. Hence the null hypothesis will be rejected while

alternative hypothesis will be accepted. Therefore, Information technology

has a direct effect on the competencies and skills of the human resource

Personnel.

Discussion

Social and human relations view: this assumption about human nature is that

man is by nature a social animal. Therefore, workers can be motivated to

perform if a manager appeals to their social needs. As Mathis and Jackson

noted, predominant emphasis in the management literate is that happiness

and harmony in the group leads to productivity. So, a happy worker is a

productive worker.

The social view about human nature about the human relations approach

wherein human were viewed as a bundle of attitude, sentiments and

emotions. The authors added that managers were told that to be effective,

they should use image management to convince workers of their

importance to the company. Employee participation in the decision making

process (as long as they could not hurt anything) was supposed to lead to a

feeling of harmony, loyalty and satisfaction.

43


44/55

CHAPTER FIVE

SUMMARY, MAJOR FINDINGS, CONCLUSION AND

IMPLICATIONS RECOMMENDATIONS AND SUGGESTIONS

FOR FURTHER STUDIES

5.1 INTRODUCTION

In this chapter discussion of findings and recommendations which

centers on emphasis on Information Technology on Human Resource

Management Practice in any Organization and which in the opinion of

the researcher would go a long way in assisting the government,

private organizations, management of banks and personnel managers

or human resources practitioners in general.

5.2 SUMMARY

This research focuses on Information Technology on Human Resource

Management Practice in any Organization a case Study of Zenith Bank

Nigeria. Chapter One: contains introduction, statement of problem,

objective of the study, scope and limitations of the study, statement of

the hypothesis, Definition of terms and plan of study. Chapter Two:

also contains review of the relevant literature. Chapter Three: comprise

of methodology of the study, while Chapter Four: will include data

analysis and interpretation of results. Chapter Five contains summary,

major findings, Conclusion implications and Recommendations and

suggestions for further studied of the entire study/project.

A total of numbers of sixty-eight respondents were sampled.

Questionnaire was used as instrument for this research. One Hundred

questionnaire (100) were distributed and Ninety-one (91) were filled

44


45/55

and returned. Two hypothesis were formulated in orders to give

directions to the study. Each hypothesis is tested at 0.05 level of

significance arising at the chi-square method. The entire project is

defined into five distinct chapters.

5.3 MAJOR FINDINGS

This aspect portrays what really transpired from the findings of the

researchers which are stated below:

Information technology has a direct effect on the competencies


There is a significant relationship between information


That the bank is able to obtain the necessary manpower to

operate the equipment purchased.

Information technologies help to increase the skills and

competencies of the human resource personnel?

Information technologies help to minimize or eradicate human

error or manipulations in some areas of human resource

management.

The information technology helped the bank to have a

competitive advantage, increase market share and increase

profitability.

Adoption of Information and communication technology will

increase the development of competencies of the human

resource personnel.

45


46/55

That the study allow the reader understand how information

technology will helped the Human Resource Managers in

problem solving and analyzing competencies.

That the organization lack adequate and updated information

technology to evaluate employee performance which often time

may lead to low organizational performance.

That there is high rate of poor and adequate training facilities in

most Nigerian organization even though there is a dynamics

technological innovation in the Banking industry.

That there is Changes in the economic, social political, religious,

educational, Scientific and especially in the area of information

technology in the organizations.

That there is issue of the high cost of purchasing new technology

for adequate human resource management practices?

5.4 CONCLUSION

Based on the findings made on this research, following conclusions are

arrived at:

Information Technology gives the ability to organization

especially the bank to reduced fraud and increase transparency

and accountability in the area of staff compensation.

The organization lack adequate and updated information

technology to evaluate employee performance which often time

may lead to low organizational performance.

There is high rate of poor and adequate training facilities in most

Nigerian organization even though there is a dynamics

technological innovation in the Banking industry.

46


47/55

There is Changes in the economic, social political, religious,

educational, Scientific and especially in the area of information

technology in the organizations.

There is issue of the high cost of purchasing new technology for

adequate human resource management practice.

Information technology has a direct effect on the competencies


There is a significant relationship between information


Information technology helps to minimize or eradicate human

error or manipulations in some areas of human resource

management.

The information technology has helped the bank to have a

competitive advantage, increase market share and increase

profitability.

5.5 IMPLICATIONS

Information, technology impact is changing the whole concept of how

the work place is managed, and it will point out the changes and

enhancements to Human Resource Management and the employees.

The information technology can save everyone time and expense once

he or she learns how to use it efficiently. Human Resource will be

impacted more than any other department. Human Resource

Department must be a leader in the implementation of emerging

technologies. HR departments are harnessing technology to meet their

goals to enhance efficiency and reduce cost, but most importantly, they

are providing better service to their employees ("HR Logical"). Systems

47


48/55

are being implemented in the organizations that allow Human Resource

Departments to enhance their efficiency for transportation of data,

enabling them to store, manage, and analyze critical employee data

without requiring the user to actually maintain the data. The new

systems allow employee'.

5.6 RECOMMENDATIONS

Based on the objectives and findings of this study recommendations

are made which researcher believes it should be given proper

attention to. These are stated below:

Information technology must be adopted in other to improve human

resource planning activities in the organization especially in the

Banking sector.

Proper use of information technology must be employed to actually

reduce fraud and increase transparency and accountability in the area

of staff compensation and employee selection test.

The use of computer should be emphasize to increase employee

competency and on the job knowledge in the human resource

management department.

The bank must acquire necessary equipment or updated computers to

train workers effectively.

There should be effective and functional information and

communication technology in eradicating or reducing the

manipulations in human resource management in terms staff audits.

SUGGESTIONS FOR FURTHER STUDIES

48


49/55

Effects of strategic human resource management and Organizational

Performance in the Manufacturing industry.

1) Impact of globalization on human resource management in the

Banking industry.

REFERENCES

Aborisade, F (1997): Research Mehods A Student Handbook. Lagos, Nigeria:

Multifirm Limited.

Adedo, M.A. (2006):A Guide to Project Writing An Introduction. (2nd ed). Kwara,

Nigeria: Olad Publishers and Printing Enterprises.

Azika, N (1991).Research Methodology in Behavioural Sciences. Lagos, Nigeria:Longman Nigeria Plc

Baldwin et al (1994)"Technology Use, Training and Plant-Specific Knowledge in

Manufacturing Establishments", Research Paper, No 86, Ottawa: Statistics Canada.

Baldwin, Gray and Johnson, (1995). Technology Use, Training and Plant-Specific

Knowledge in Manufacturing Establishments", Research Paper, No 86, Ottawa:

Statistics Canada.

Banjoko, S.A (2005) Management: An Expository Approach Republished Edition.

Lagos: Pumark Nigeria Limited.

Bankole A.R (2003) Principles of Personnel Management, (Revised edition) Lagos:

Sege Print.

Caroll W, (1999). Management of Information Technology. Third edition. New

York: oxford University Press Publisher.

Damodar and Golhar, (1994). "HRM Practices in Large and Small Manufacturing

Firms: A Comparative Study", Journal of Small Business Management, April 1994.

Doms, Dunne, and Troske, (1997) "Workers, Wages and Technology".The

Quarterly Journal of Economics, Vol 112 No 1.

Dunne T and J James A Schmitz,(1995) "Wages, Employment Structure and

Employer Size-Wage Premia: Their Relationship to Advanced-technology Usage at

US Manufacturing Establishments". Economical, Vol 62 pp 89-107.

49


50/55

Emery G, (1997) Management Information System for the Critical Strategic

Resource. London: McGraw Hill.

Gatewood R and Field S, (1987) "A Personnel Selection Programme for Small

Businesses". Journal of Small Business Management, October, pp 16-24.

Gilbert and Jones, (2000) "Managing Human Resources in New Zealand Small

Businesses", Asia Pacific Journal of Human Resources, Vol 38 No 2, pp 55-67.

Henry C.L (2000) Information Technology for Management, London: MacGraw Hill.

Murray, R.S (2000) Theory and Problems of Statistics, London: Machrove Hill.

Schein (1970), Organization Psychology 2nd Ed. (Englewood Cliffs, N.J.: Prentice-

Hall) cited in Peremotode V.F (2005) Human Resources Management: Lagos:

Onosomegbowo Ogbowho Ogbinaka Publisher Ltd.

Schemerhom, J.R (2001) Management for Productivity, New York: John Wiley and

Son.

Tunde, Obadina (2010). The Myth of Neo-Colonialism. Nigeria. Retrieve May 10th

2010 from http: /www.africaeconomicanalysis.org/article

Walter, R(1999): How Europe Underdeveloped Africa (Rv. ed). Abuja, Nigeria:

University Press.

50


51/55


52/55

QUESTIONNAIRE

LAGOS STATE UNIVERSITY,FACULTY OF MANAGEMENT SCIENCES

DEPARTMENT OF INDUSTRIAL RELATIONS AND PERSONNELMANAGEMENT

Dear Respondent,

The questionnaire is to gather information in respect to final year research

project on the subject topic: Information Technology on Human

Resource Management Practice in any Organizationa case Study ofZenith Bank Nigeria. This is in partial fulfillment of the condition for the

award of Bachelor of Science (B.sc) in Industrial Relations and Personnel

Management.

I promise that all information given will be kept strictly confidential and used

for the purpose of the research work and my education only.

Thanks you for your usual co-operations.

LAWAL I.OAPRIL, 2009

SECTION APERSONAL DATA

Instruction: Please tick () as appropriate:1. Gender

(a) Male [ ](b) Female [ ]

2. Age(a) Below 20 years [ ](b) 20 30 years [ ](c) 31 40 years [ ](d) 40 and above [ ]

3. Educational Qualification(a) Primary Education [ ]

(b) Secondary Education [ ](c) Post Secondary Education [ ](d) Others please specify [ ]

52


53/55


54/55

(b)Uncertain [ ](c) Disagree [ ]

14. The study will allow the reader understand how information technology willhelped the Human Resource Managers in problem solving and analyzingcompetencies.

(a)Agree [ ]

(b)Uncertain [ ](c) Disagree [ ]15. The study will also show how information technology will increase the

development of competencies of the human resource personnel.(a)Agree [ ](b)Uncertain [ ](c) Disagree [ ]

16. The ability of the bank to reduced fraud and increase transparency andaccountability in the area of staff compensation.

(a)Agree [ ](b)Uncertain [ ]

(c) Disagree [ ]17. Do you agree that your organization lack adequate and updated informationtechnology to evaluate employee performance which often time may lead to loworganizational performance?

(a)Agree [ ](b)Uncertain [ ](c) Disagree [ ]

18. Do you agree that there is high rate of poor and adequate training facilities inmost Nigerian organization even though there is a dynamics technologicalinnovation in the Banking industry?

(a)Agree [ ]

(b)Uncertain [ ](c) Disagree [ ]19. There is Changes in the economic, social political, religious, educational,

Scientific and especially in the area of information technology in the organizations?(a)Agree [ ](b)Uncertain [ ](c) Disagree [ ]

20. Do you agree that the issue of the high cost of purchasing new technology for

adequate human resource management practice?(a)Agree [ ](b)Uncertain [ ](c) Disagree [ ]

54


55/55

Lawal Chapters (1-5) Latest

Documents