Abstract
This study examines the state of Human Resource Development Climate (HRDC) in Nigerian commercial banksas perceived by employees in general. The perceptional differences on the level of HRDC by gender categoriesare also examined. Using Abraham and Rao’s HRDC 38-item questionnaire, data from 310 respondents, with303 valid responses, were entered into excel sheet and analyzed to determine frequencies, mean scores, standarddeviation and percentages for four variables: HRDC, General Climate, HRD Mechanism, and the openness,confrontation, trust, autonomy, pro-activity, authenticity and collaboration (OCTAPAC) Culture. Result of dataanalysis indicates that generally, employees perceive the overall HRDC and its three dimensions of generalclimate, HRD mechanism and OCTAPAC culture to be at an average or moderate level. The perceptions of bothmale and female subjects also indicate an average HRDC level although female participants report slightlyhigher scores than the male subjects but these scores are still at an average level on all the dimensions of HRDCmeasured. The implications of this result for organizations in general and the banking industry in particular arediscussed.
Highlights
In the 21st Century’s highly competitive business environment human resource holds the key to sustainable competitive advantage (Akinyemi, 2009)
OCTAPAC culture refers to the degree of openness, confrontation, trust, autonomy, pro-activity, authenticity and collaboration that exist in the organization
This study is an assessment of the state of Human Resource Development Climate (HRDC) in selected Nigerian commercial banks as perceived by employees
Summary
In the 21st Century’s highly competitive business environment human resource holds the key to sustainable competitive advantage (Akinyemi, 2009). The litmus test of successful HRD strategy implementation is seen in the perception of employees whose workplace attitude and behavior are influenced and predicted by it. Their perception of organizations’ human resource development environment has been found to influence citizenship behavior and voluntary turnover intention (Akinyemi, 2012). This is quite significant and pivotal as far as organizational effectiveness, success and sustainability are concerned. The paper is divided into the following sections: Introduction, Nigerian banking sector, organizational climate and culture, HRD climate, dimensions of HRD climate, Human Resource Development, methodology, results and discussion, implications and conclusion
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