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

ABSTRACT
The role of Human Resource Manager in the actualization of various organizational objectives cannot be over-emphasized.  Service provision role is all about ensuring and providing services to internal customers.  The aims are to provide effective services to the customers that meet the needs of the bank, its management and employees and to administer them efficiently.  Human Resource Manager designs programmes to develop its human resources, to their fullest capacities and to maintain ongoing employee commitment aimed at attaining organizational goals.  Using a primary source obtained through a structured questionnaire and interview schedule.  The questionnaire was specifically designed and administered to senior and junior staff of Enugu Guaranty Trust Bank and chi-square method was used in the analysis.  This study examined the way at which the profit drive of GTB management undermines the creative and innovative activities of the Human Resource Manager of which the data analysis showed that profit drive of GTB management does not undermine the creative and innovative activities of the Human Resource Manager.  This implies that the Bank is driven by profit and creativity and innovation play a major role in ensuring profitability.  The study also analyzed that poverty of intellectual capital of the Human Resource Manager of GTB has adverse effect on the Bank.  It shows that it has been supported by the data in this study and it confirmed the need to uphold and retain endowed Human Resource Manager that would ensure competitive advantage.  This study ascertained that the constant change in GTB banking technology undermines the functions of Human Resource Manager.  It has been confirmed that there is urgent need to adapt, learn rapidly and continuously embrace technological changes such as Information and Communication Technology.
TABLE OF CONTENTS TITLE PAGE          i CERTIFICATION          ii DEDICATION         iii  ACKNOWLEDGEMENTS         iv ABSTRACT           v TABLE OF CONTENTS         vi LIST OF TABLES         viii LIST OF FIGURES         ix
CHAPTER ONE INTRODUCTION Introduction           1 Background  Statement of the Problem         5 Research Questions          8 Objectives of the Study         8 Significance of the Study         9 Statement of the Hypotheses         9 Justification of the Study         10 Scope of the Study          11 Definition of Terms         11
CHAPTER TWO LITERATURE REVIEW Introduction           14 Conceptual Framework        14 Theoretical Framework        21 Literature on the Subject Matter       24
CHAPTER THREE RESEARCH METHODOLOGY Area of the Study          38 Sources of Data         38 Sampling Techniques          39 Method of Data Collection        42 Method of Data Analysis        42 Limitations of the Study         46
CHAPTER FOUR DATA ANALYSIS, FINDINGS AND DISCUSSION Data Analysis, Findings and Discussion       48 Findings of the Study          63 Discussions of Findings         64 English 
CHAPTER FIVE CONCLUSION AND RECOMMENDATIONS Summary of Findings         67 Conclusion           67 Recommendations          68 Proposal for Further Studies        68 REFERENCES           APPENDICES     LIST OF TABLES Table 1: Gender of the respondents       48     ”  2: Age bracket respondents        49     ”  3: Educational qualification holders respondents    50     ”  4: Provisions of effective services to the GTB customers affect the Human Resource Manager’s Goal    50     “  5: GTB Human Resource Manager’s employee commitment undermines compliance and control of personnel management   51     ” 6: Effective and efficient use of Human Resource Manager’s talents have wrong effect on the Bank goal     52     ” 7: Core competency of GTB Human Resource Manager undermines the competitive advantage of the Bank   53     ” 8: Regular payment of salaries undermine quality service of GTB’s Human Resource Manager      54     ” 9: Lack of training and retraining of Human Resource Manager of GTB have impact on the Bank     55     ” 10: Individual’s objective influence at work undermines GTB corporate objective       56     ” 11: Profit drive of GTB management undermines the creative and innovative activities of the Human Resource Manager  56     ” 12: Poverty of intellectual capital of the Human Resource Manager has adverse effect on the Bank     57     ” 13: Constant change in GTB banking technology undermines the functions of Human Resource Manager
LIST OF FIGURES Figure 1.  Intellectual capital management       20 Figure 2.  Human resource management system