INFLUENCE OF ORGANISATIONAL BEHAVIOUR ON THE MANAGEMENT OF EMPLOYEES IN SELECTED COMMERCIAL BANKS IN SOUTHEAST, NIGERIA

TABLE OF CONTENTS

Declaration

Approval

Dedication

Acknowledgements

Abstract

List of tables

List of figures

CHAPTER ONE

INTRODUCTION

1.1       Background of the Study

1.2       Statement of Problem

1.3       Objectives of the Study

1.4       Research Questions

1.5       Research Hypotheses

1.6       Significance of the Study

1.7       Scope of the Study

1.8       Profile of Selected Service Organisations used for the Study

1.9Contextual Definition of Terms

REFERENCES

CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.0 Introduction

2.1 Conceptual Framework

2.1.1 Over View of Organisational Behaviour

2.1.1.1 Individual Level of Organisational Variables

2.1.1.2 Implications for Managers

2.1.1.3 Group Level Organisational Behaviour Variables

2.1.1.4 Implication for Managers

2.1.1.5 Organisational Level of Organisational Behaviour Variables

2.1.1.6 Implication for Managers

2.1.1.7 Performance Management

2.1.1.8 Implication for managers

2.2.1 Concept of Motivation

2.2.2 Concept of Group

2.2.2.1 Types of Groups

2.2.2.1.1 Formal Groups

2.2.2.1.2 Informal Groups

2.2.2.2 Why do People Join Groups?

2.2.2.3 Group Cohesiveness

2.2.2.4 Sources of Group Cohesiveness

2.2.2.5 Group Norms

2.2.2.6 Why Norms are Strongly Enforced

2.2.2.7 Balance Theory of Group Formation

2.2.3 Overview of Leadership Style

2.2.4 Concept of Communication

2.2.5 Concept of Organisational Culture

2.2.6 Implication for Managers

2.2.7 Challenges of managing behaviour

2.3 Theoretical Framework

2.3.1 History of Nigerian Banking Industry

2.3.2 Theory of Leadership

2.3.2.1 The Nature of Leadership

2.3.2.2 Sources of Leader Influence on Followers

2.3.2.3 Sources of Influence on Leader’s Behaviour

2.3.3 Theory of Group Conformity and Deviance

2.3.3.1 Group Conformity

2.3.3.2 Group Deviance

2.3.3.3 Theory of Sociotechnical Systems Approach to Work Design

2.3.3.4 Theory of Social Psychological Approach to Work Design for Groups

2.3.3.5 Factors Influencing Work Group Effectiveness

2.3.3.6 Individual versus Group Work Design

2.3.3.7 Group Performance and Decision Making

2.3.3.7.1 Group Performance

2.3.3.7.2 Group Decision Making

2.3.4  Theory of Motivation and Performance

2.3.4.1 Motivation

2.3.4.2 Nature of Human Needs

2.3.4.3 Maslow’s Need Hierarchy Theory

2.3.4.4 Herzberg’s Two-Factor Theory of Motivation

2.3.4.5 Vroom’s Expectancy Theory

2.3.4.6 Equity Theory of Motivation

2.3.4.7 Methods of Restoring Equity

2.3.4.8 Money as a Motivator

2.3.4.9 RensisLikert Theory of Motivation

2.3.4.10 Linking groups in organisations

2.4 Empirical Review

2.4.1Managing Behaviour and motivation

2.4.2 Group Membership and Managing Behaviour

2.4.3    Leadership Style and Behaviour Management

2.4.4    Communication and Behaviour Management

2.4.5    Organisational Culture and Behaviour of Employees 2.5 Summary of the Review of the Related Literature

REFERENCES

CHAPTER THREE

METHODOLOGY

3.1 Introduction

3.2       Research Design

3.3       Types and Sources of Data

3.4       Tools for Data Collection

3.5       Population of the Study

3.6       Sample size Determination

3.7       Techniques for Data Analysis

3.8       Validity of Research Instrument

3.9       Reliability of the Research Instrument

3.10     Summary

            REFERENCES

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1       Data Presentation

4.2       Data Analysis

4.3       Test of Hypotheses

4.4       Discussion of Findings

MANAGERIAL IMPLICATIONS

REFERENCES

CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1       Summary of Findings

5.2       Conclusion

5.3       Recommendations

Contribution to Body of Knowledge

Areas for Further Studies

BIBLIOGRAPHY

APPENDICES

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.

CHAPTER ONE

INTRODUCTION

1.1 Background to the study

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 rule s 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 shifte d to imposition of discipline on the activities of subordinates. He explained how employees managed to restrict production by ‘soldiering and loafing’. He contended that applyin g 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....

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