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/* EFFECT OF HUMAN RESOURCE PLANNING ON THE PERFORMANCE OF SELECTED COMMERCIAL BANKS IN BAUCHI METROPOLIS */ sabon sashe

CHAPTER ONE INTRODUCTION Background of The Study Organizations are increasingly looking at Human Resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalization, changing demographics of the workforce, increased focus on profitability and performance through growth, technological changes, intellectual capital and the never-ending changes that organizations are undergoing, have led to increased importance of human resources planning (Nnadi, 2011). With the competition so high, businesses have been forced to develop areas of core competencies which they can use as areas of competitive advantage. As such, the employees of business organizations have become valuable assets to organizations and sources of competitive advantages which imply that their management and handling is pertinent to the success and sustainability of any business organization (Nnadi, 211). More so in Nigeria, with the scramble for talents high amongst business organizations especially in the banking industry, there is a need to for organizations to appropriately direct their human resource to meet their needs. Thus human resource planning has become a vital management tool for organizational performance (Samwel, 2018). The effect of Human Resource planning on the performance of commercial Banks has received the attention of many experts, researchers, organizations as well as the government. This is because it constitutes a serious slowdown to the socio – economic development of the country and as well as organizations. It is in the light of this that the researcher has decided to examine the effect of Human resource planning on the performance of selected Commercial Banks in Bauchi metropolis. As the main source of income and profitability of the Bank remains the spread or difference between the rate at which funds are borrowed and the rate they are invested or loaned out. In modern time the number of services offered by financial institutions such as commercial banks have increased immensely this is to enable them boost their deposit base and risk taking which is a fundamental nature of banking remains unchanged. The risks of mis-matches between assets and liabilities and between borrowing and lending rates. In managing the risks, the bank has to satisfy the following sectors; surplus unit from which the bank borrows and who in turn expect maximum liquidity from the bank; deficit unit, these are those who borrow from the bank who are also expected to liquidate the fund within a specified period. Another sector is the shareholders who will require adequate return on their investments in order for them to invest more; the regulatory authorities who ensures that banks operate prudently and within the stipulated regulatory requirements and the community within which it operates and who expects contribution of the organization towards the development of the host environment (Onwueme, 2010). Furthermore, Commercial Banks plays or performs a vital role in making sure that the nation’s economic growth is sustained. Commercial Banks in Nigeria are known to be highly liquid and report that they would like to make loans available to individual and businesses, but they are put off by the very risky nature of businesses in Bauchi State. For that, commercial banks do not just performed well without the intervention of human resource planning.

Statement of the Problem According to Teresia, (2011) for a company to attain organizational sustainability it must be run responsibly in a stable manner that ensures that the organization consistently puts in a high level of performance. However, when employee turnover is at a high level it is difficult to create the stability required to run it responsibly. The rate of employee turnover in the banking industry in Nigeria is the highest of any sector (Nnadi, 2011). This has created an environment that is unstable and has sometimes led to inconsistencies in performance of banks in Nigeria. Furthermore, the retiring of employees and the resignation or sacking of employees create a gap that organization has to fill. However, there have been many cases of the wrong employee being employed which has led to poor performance by the employee and the bank itself (Nadi, 2011) Furthermore, the customers of many of the leading banks are beginning to complain concerning the attitude of some employees towards them especially when handling their complaints about service failures. This has led to loss of trust of customers in the banking sector and a loss of their loyalty (Samwel, 2018). Therefore, it is against this backdrop that this study will aim to determine the effect of Human Resource Planning on the Performance of Selected Commercial Banks in Bauchi metropolis.

Objectives of the Study The main aim of this study is to examine the effect of Human Resource Planning on the Performance of Selected Commercial Banks in Bauchi metropolis. The following are the specific objectives of the study To assess the extent to which commercial banks recognizes human resources planning as a tool for organizational performance To examine the effect of Human Resource Planning on financial performance of commercial Banks in Bauchi metropolis. To investigate the effect of Human Resource Planning on Non-financial performance in Bauchi metropolis. 1.4 Research Hypotheses The following research hypotheses are designed to guide and help the researcher to obtain relevant data towards arriving at dependable solution and recommendation. The research questions have been started as follow:

Ho: Commercial banks recognize Human Resources Planning activities significant as a current priority for organizational performance

H1: Human Resource Planning has no significant effect on financial performance in Commercial Banks. H2: Human Resource Planning has no significant effect on Non-financial performance in commercial Banks.

1.5 Significant of the Study From a practical perspective, the findings of this study will be useful to top management and Human Resource managers and practitioners in showing them to design their Human resource planning in a suitable manner that would improve organizational performance. For the Banking sector the study will show the sector the malaise of employee turnover which is highest in the sector. For the government the finding from this study is also significant in its application to the public sector. In situations whereby civil servants plan to retire they must be adequately replaced. Therefore this study will show the government how human resource planning helps solve this problem. For society the study will provide a significant framework upon which further studies on Human Resource planning can be developed. 1.6 Scope of the Study The scope of the study covered the Effect of Human Resources Planning on the performance of selected commercial Banks in Bauchi metropolis. The selected Banks comprised of First Bank of Nigeria Plc and Guarantee Trust Bank Plc respectively.

1.7 Limitation of the Study The major constraint on the part of the researcher who had carried out the research is the time factor in terms of distribution of questionnaire, collection of data accurately and financial constraints. 1.8 Definition of Terms The meaning attached to some terms as used in the context of this study is given below: Human Resources: The resource that resides in the knowledge, skills, and motivation of people. Human resource is the least mobile of the four factors of production, and (under right conditions) it improves with age and experience, which no other resources can do. It is therefore regarded as the scarcest and most crucial productive resource that creates the largest and longest lasting advantage for an organization (Teresia, 2011). Human resource planning: The process that links the human resource needs of an organization to its strategic plan to ensure that staffing is sufficient, qualified, andcompetent enough to achieve the organization's objectives. HR planning is becoming avital organizational element for maintaining a competitive advantage and reducing employee turnover (Samwel, 2018). Organizational performance: According to Richard, (2009) stated that organizational performance encompasses “three specific areas of firm outcome; financial performance (which is profit, return on assets and returns on investment, etc.); Products market performance (such as sales in the market share etc.); and Shareholder return (which is total shareholder return and economic value added, etc.)”. Commercial Bank’s: basically, is any financial institution, authorized by governing body for instance Central Bank of Nigeria to accept money informs of deposits and also lend money to individual or organization (Aliyu, 2017). 1.9 Historical Background of the study Commercial Bank is a financial institution which performs the functions of accepting deposit from the general public and giving loans for investment with the aim of making profit. In fact, commercial bank as their name suggests, are profit-seeking institution. Thus, they do banking business to earn profit. The following are the historical background of the selected commercial banks: 1.9.1 First Bank of Nigeria Plc First Bank of Nigeria Limited (“First Bank”), was established in 1894, is the premier Bank in West Africa, Nigeria’s number one bank brand and the leading financial services solutions provider in Nigeria. The Bank was founded by Sir Alfred Jones, a shipping magnate from Liverpool, England. With its head office originally in Liverpool, the Bank commenced business on a modest scale in Lagos, Nigeria under the name, Bank of British West Africa (BBWA). In 1912, the Bank acquired its first competitor, the Bank of Nigeria (previously called Anglo-African Bank) which was established in 1899 by the Royal Niger Company. In 1957, the Bank changed its name from Bank of British West Africa (BBWA) to Bank of West Africa (BWA). In 1966, following its merger with Standard Bank, UK, the Bank adopted the name Standard Bank of West Africa Limited and in 1969 it was incorporated locally as the Standard Bank of Nigeria Limited in line with the Companies Decree of 1968. Changes in the name of the Bank also occurred in 1979 and 1991 to First Bank of Nigeria Limited and First Bank of Nigeria Plc, respectively. In 2012, the Bank changed its name again to First Bank of Nigeria Limited as part of a restructuring resulting in FBN Holdings Plc (“FBN Holdings”), having detached its commercial business from other businesses in the First Bank Group, in compliance with new regulation by the Central Bank of Nigeria (CBN). First Bank had 1.3 million shareholders globally, was quoted on The Nigerian Stock Exchange (NSE), where it was one of the most capitalized companies and also had an unlisted Global Depository Receipt (GDR) programme, all of which were transferred to its Holding Company, FBN Holdings, in December 2012. Building on of its solid foundation, the Bank has consistently broken new ground in the domestic financial sector for over a century and two decades. FirstBank is present in the United Kingdom and France through its subsidiary, FBN Bank (UK) Limited with branches in London and Paris; and in Beijing with its Representative Offices there. In October 2011, the Bank acquired a new subsidiary, Banque International de Credit (BIC), one of the leading banks in the Democratic Republic of Congo. In November 2013, First Bank acquired ICB in The Gambia, Sierra-Leone, Ghana and Guinea, and in 2014, the Bank acquired ICB in Senegal. These were major landmarks in its plan for growing its sub-Saharan African footprint and all the African subsidiaries now bear the FBN Bank brand. As the global operating environment evolves, First Bank has kept pace, responding to the dynamic needs of its customers, investors, regulators, host communities, employees and other stakeholders. Through a balanced approach to plan execution, First Bank has consolidated its industry leadership by maintaining trans-generational appeal. Thus, the Bank has continuously boosted its customer-base, which cuts across all segments in terms of size, structure and sectors. Leveraging experience spanning over a century of dependable services, First Bank has continued to build relationships and alliances with key sectors of the economy that have served as strategic building blocks for the wellbeing, growth and development of the country. With its huge asset base and expansive branch network, as well as continuous re-invention, First Bank is Nigeria’s strongest banking franchise, maintaining market leadership on all fronts in the nation’s financial services industry. 1.9.2 Guarantee Trust Bank Plc Guaranty Trust Bank plc was incorporated as a limited liability company licensed to provide commercial and other banking services to the Nigerian public in 1990. The Bank commenced operations in February 1991, and has since then grown to become one of the most respected and service focused banks in Nigeria. In September 1996, Guaranty Trust Bank plc became a publicly quoted company and won the Nigerian Stock Exchange President's Merit award that same year and subsequently in the years 2000, 2003, 2005, 2006, 2007, 2008 and 2009. In February 2002, the Bank was granted a universal banking license and later appointed a settlement bank by the Central Bank of Nigeria (CBN) in 2003. Guaranty Trust Bank undertook its second share offering in 2004 and successfully rose over N11 billion from Nigerian Investors to expand its operations and favourably compete with other global financial institutions. This development ensured the Bank was satisfactorily balanced to meet the N25 billion minimum capital base for banks introduced by the Central Bank of Nigeria in 2005, as part of the regulating body's efforts to sanitize and strengthen Nigerian banks. Post-consolidation, Guaranty Trust Bank plc made a strategic decision to actively pursue retail banking. A major rebranding exercise followed in June 2005, which saw the Bank emerge with improved service offerings, an aggressive expansion strategy and its vibrant orange identity. In 2007, the Bank entered the history books as the first Nigerian financial Institution to undertake a US$350 million regulations Eurobond issue and a US$750 million Global Depositary Receipts (GDR) Offer. The listing of the GDRs on the London Stock Exchange in July that year made the Bank the first Nigerian Company and African Bank to be listed on the main market of the London Stock Exchange. In December 2009, Guaranty Trust Bank plc successfully completed an offering of ₦13.165 Billion Fixed Rate Senior Unsecured Non-Convertible Bonds Due 2014 (Series I), being first tranche under the Bank’s ₦200 Billion Debt Issuance Programme. In May 2011, the Bank successfully launched a US$500 million bond - the first non-sovereign benchmark bond offering from sub-Saharan Africa (outside South Africa), to the international community. The highly successful offering which matures in 2016, went further to show the international finance community's believe in the GTBank brand. In 2013, the Bank issued a USD 400,000,000 Euro bond at a coupon rate of 6%; the least obtained by a Nigerian company in the international capital market. The Eurobond was issued under the USD 2,000,000 Global Medium Term Note Programme, which is registered under both Regulation in the United State of America and Rule 144A in the United Kingdom and sold to investors across Africa, America, Asia and Europe.

CHAPTER TWO LITERATURE REVIEW 2.1 Introduction This chapter reviews the literatures relating to the research topic. While Human Resource Planning (HRP) is the subject area of this particular research project, the scope of this literature review is expanded to include other related topic relevant in addressing the research question. Often business time-frames are too short to encourage proper HRP. The best companies take the time and do it well. Human Resource Planning (HRP) is one of the most impactful aspects of business. Management literature is packed full of reasons why HRP is crucial to business success. Without it, there is little chance of the business having the right people at the right place at the right time doing the right work. Conceptual Issues Human Resource Planning (HRP) Defined

According to Lau & Moser, (2014) Human Resource Planning is a “process that identifies current and future Human Resources needs for an organization to achieve its goals and is the process for ensuring that human resource requirement are identified and plans are made for satisfying those requirement”. Samwel, (2018) also defined Human Resource Planning as the process that links the human resource needs of an organization to its strategic plan to ensure that staffing is sufficient, qualified, and competent enough to achieve the organization's objectives. HR planning is becoming a vital organizational element for maintaining a competitive advantage and reducing employee turnover. Human resource planning is a key to manpower requirements in the organization. Human resource planning is one of the most important elements in a successful human resource management program.

“The processes by which organization find the right people that are capable of completing objectives that can help the organization to reach its objectives.” (Osman & Galang, 2011). Furthermore, Human resource planning was introduced because at previous times there was no suitable system of managing people within the organization and certainly while following the human resource planning, top managers realized that the efficiency of work has increased and certainly there were some techniques and processes developed which can increase the organizational performance, then gradually the whole layout of human resource planning was made and it was concerning the staffing needs, its demand and supply. Organizational Performance According to Richard (2009) stated that organizational performance encompasses three specific areas of firm outcome “financial performance (profit, return on assets and returns on investment, etc.); Products market performance (sales in the market share etc.); and Share holder return (total shareholder return, economic value added, etc.).

 Financial Performance

Financial performance according to Richard (2009) can be described in terms of profitability, return on assets and returns on investment. According to Ibrahim & Al-Naseer, (2014) the major indicators of Financial Performance are; Capital Structure, Management Efficiency, Profitability and Size of the organization. Therefore, if commercial banks and other organizations were experiencing the above categories of performance indicators, thus, they are performing well in the competitive market.

 Non-financial Performance

Non-financial measures arise as the result of limitations of financial performance measures and the rising prominence. Ibrahim & Al-Naseer, (2014) provides some indicators of Non-financial performance in an organization; they are “Reliability, Responsiveness, Assurance, Empathy, Tangibility and Compliance”. And according to the researchers the above mentions indicate the non-financial performance of organizations and customer satisfaction. Non-financial performance helps to overcome the limitations of financial performances measures as a single indicator (Lau & Moser, 2014). Furthermore, they also provide four main categories of Non-performance indicators they are; Company reputation, Customer influence and value competitiveness and innovation.

 Research/Empirical Review Relevant to the Study

This section explained the empirical reviewed relevant to the study. Dele, Adegboyega & Omolara, (2015) Conducted a research on “Human Resource Management and Business Performance: A Study of Nigerian Banks in Ado Ekiti Metropolis”; and their objective is; to examine the effect of recruitment and selection on business performance of Nigerian Banks, to investigate the effect of training and development practices on business performance of Nigerian banks, to examine the effect of performance appraisal system on business performance of Nigerian banks and to investigate the effect of compensation and reward practices on business performance of Nigerian banks in Ado Ekiti metropolis. Afzal, Mahmood, Sherazi, Sajid& Hassan (2013) conducted a research on “ Effect of Human Resource Planning on Organizational Performance of Telecom Sector”; Their Objective is to determine key determinants of formal human resource planning that contributes towards performance in the telecom sector. Samwel (2018) "Human Resource Managment As An Important Practice To Anticipate Future Human Resource Requirements Of The Organization – Literature Review"; The researcher focuses on the objectives of human resource planning, the process of human resource planning and importance of human resource planning to the organization, The findings depicts that there is a significant relationship between human resource planning and organizational manpower requirements and between human resource planning and organizational performance. Teresia (2011) “Challenges of human resource planning at The Ministry of Public Health and Sanitation”; The objective of the study was to establish the challenges of human resource planning facing the Ministry; The study used purposive sampling method to select the respondents. The findings show that there are many HR information related challenges facing the ministry. Departments have no records of the personnel in terms of dates for promotion or appointments, educational background, skills, and training on performance.

    Theoretical Framework of the Study

The theoretical framework adopted for the study is: 2.4.1 Resource-based Theory (RBT) The Resource-based theory of the firm blend’s concepts from organizational economics and strategic management (Barney, 1991). A fundamental assumption of this theory is that organizations can be successful and perform well if the gain and maintain competitive advantage (Porter, 1985). Competitive advantage is gained by implementing a value-creating strategy that competitors cannot easily copy and sustain (Barney, 1991) and for which there are no ready substitutes. For competitive advantage to be gained, two conditions are needed: First, the Resource available to competing firms must be variable among competitors, and secondly, these Resources must be immobile (i.e. not easily obtained). Three types of Resources associated with organizations are: Physical Resource: are the plant; technology, equipment and geographical location. Human Resource: are the employees experience and knowledge; and Organizational Resource: they are the structures, systems for planning, monitoring, and controlling activities; social relations within the organization and between the organization and external constituencies. Therefore, if Resource-Based theory is properly and effectively used they would be cost efficiency and organizational performance will increase. Human capital theory In the economics literature, human capital refers to the productive capabilities of people (Becker, 1964). Skills, experience, and knowledge have economic value to organizations because they enable it to be productive and adaptable; thus people constitute the organization’s human capital. Like other assets, human capital has value in the market place, but unlike other assets, the potential value of human capital can be fully realized only with the cooperation of the person. Therefore, all costs related to eliciting productive behaviours from employees including those related to motivating, monitoring, and retaining them-constitute human capital investments made in anticipation of future returns. Therefore, organization with skills and productive employees it deems to perform very well in terms of their financial and non-financial performance.

Conceptual Framework of the Study

Figure 1 Model for the Effects of HRM efforts on Business Performance.

Source: Adapted from Dele, Adegboyega & Omolara (2015).

2.6 Summary of the Review In summary, Human Resource Planning is all about forecasting and having the right number of people, with the right skills, in the right place, at the right time, with the right attitude, doing the right work, at the right cost and with the right work output, in order to achieve organizational objectives and organizational performance. With the aides of HRP organizations would gain both financial and non-financial performance, such as Profit, returns on investment, returns on shareholders, as well as company reputation, customer influence and value, competitiveness and innovation.

CHAPTER THREE RESEARCH METHODOLOGY 3.1 Introduction This chapter deals with the methodology employed in carrying out the research work. It contains Research Design, population of the study, sampling techniques, sample size, sources of data collection and method of data collection. 3.2 Research Design The study adopted Survey Research Design. Singhry (2018) defined Research Design as the plan or process to be used by researchers in order to discover reality 3.3 Population of the Study The population of the study consists of all management and staff of First Bank of Nigeria Plc and Guarantee Trust Bank Plc in Bauchi metropolis. Sampling Techniques and Sample Size

For the purpose of this research work, the researcher will use Stratified Random Sampling as its sampling techniques which involve dividing the population into two or more strata and Krejcie and Morgan table will be use for determining the sample size of all the staff in the selected commercial Banks.

Table 1: Showing the sample selection Bank’s Population Sample size

First Bank of Nigeria Plc 60 52 Guarantee Trust Bank Plc 50 44

Total 110 86

3.5 Sources of Data This study used both primary and secondary sources of data. 3.6 Methods of Data Collection The method of Data collection for the study is Questionnaire. 3.7 Method of Data Analysis For the purpose of this study, the researcher used Descriptive/Percentage, Mean and Standard Deviation for its data analysis and Correlation Analysis.

CHAPTER FOUR DATA PRESENTATION, ANALYSIS AND INTERPRETATION 4.1 Introduction This chapter contains the presentation, analysis and interpretation of data collected from the respondents through administering Questionnaire. The chapter contains the following sections; Characteristics of Respondents, Data Presentation and Analysis, Research Questions and Summary of Findings. A total of 86 questionnaires were distributed to employees of the First Bank of Nigeria Plc and Guarantee Trust Bank out of which seventy eight (78), representing about 90.7% of the respondents were returned properly and adequately completed. The data collected from the respondents via questionnaire were classified, organized and analyzed using the statistical package for social sciences SPSS as presented below: 4.2 Descriptive Statistics of Respondents This section contains the demographic factors of Respondents including Sex, Age, Position and Educational Status of the Respondents. Table 4.1: Respondents Gender Gender

Frequency Percent Valid Percent Cumulative Percent

Valid MALE 43 53.8 55.1 55.1

FEMALE 35 43.8 44.9 100.0

Total 78 97.5 100.0

Missing System 2 2.5

Total 80 100.0

         Source: Field Survey, 2020
           Table 4.1: above is the first, dimension of the respondents, was presented where 43 of them are males representing 55.1% of the whole respondents, while 35 of the whole respondents representing 44.9% are females. The interpretation here is that the ratio of men to women working in First Bank of Nigeria Plc and Guarantee Trust Bank Plc is 5:3. 

Table 4.2: Respondents Age Bracket

Age Bracket

Frequency Percent Valid Percent Cumulative Percent

Valid Below 20 years 2 2.5 2.6 2.6

21-30 years 35 43.8 44.9 47.4

31-40 years 34 42.5 43.6 91.0

Above 40 years 7 8.8 9.0 100.0

Total 78 97.5 100.0

Missing System 2 2.5

Total 80 100.0

Source: Field Survey, 2020 Table 4.2: The above table represent respondents age, below 20 years are 2 of the total respondents represent 2.6%%, 21-30 years which is 35 of the total respondents represent 44.9%, 31-40 years that are 34 of the total respondents represent 43.6%%, and Above 40 years which were 7 represent 9.0% of the total respondents. Years of Service in the Bank

Frequency Percent Valid Percent Cumulative Percent

Valid Below 5 years 14 17.5 17.9 17.9

5-10 years 43 53.8 55.1 73.1

11-15 years 18 22.5 23.1 96.2

Above 15 years 3 3.8 3.8 100.0

Total 78 97.5 100.0

Missing System 2 2.5

Total 80 100.0

Table 4.3: Years of Service of the Respondents

` Source: Field Survey, 2020 Table 4.3: The above table represent Years of Service of the Respondents, below 5 years which were 14 of the total respondents represent 17.9%, 5-10 years which were 43 of the total respondents represent 55.1%, 11-15 years which were 18 of the total respondents represent 23.1%%, and Above 15 years which were 3 represent 3.8% of the total respondents. Table 4.4: Position in the Bank of the Respondents Position in the Bank

Frequency Percent Valid Percent Cumulative Percent

Valid Branch Manager 2 2.5 2.6 2.6

Unit Head 15 18.8 19.2 21.8

Others 61 76.3 78.2 100.0

Total 78 97.5 100.0

Missing System 2 2.5

Total 80 100.0

` Source: Field Survey, 2020 Table 4.4: The above table represent the Position in the Bank of the Respondents, Branch managers 2 of the total respondents represent 2.6%, Unit head 15 of the total respondents represent 19.2%, and Others 61 represent 78.2% of the total respondents. 4.3 Data Presentation and Analysis This section presents and analyzes data collected from the administered Questionnaires.

Table 4.5: Human Resource Planning S/N Human Resource Planning NP % LP % MP % IP % CP % Mean Std. Deviation

Q1 Analyzing present and future demands for staff 10 (12.8)

7 (9.0) 21 (26.9) 24 (30.8) 16 (20.5) 3.37 1.270

Q2 Ensuring that your bank has a workforce plan for obtaining and using staff in the future 8 (10.3) 8 (10.3)

23 (29.5)

27 (34.6)

12 (15.4) 3.35 1.171

Q3 Reducing staff turnover 3 (3.8) 8 (10.3)

20 (25.6)

28 (35.9)

19 (24.4) 3.67 1.077

Q4 Improving staff retention 4 (5.1) 10 (12.8) 20 (25.6) 28 (35.9) 16 (20.5) 3.54 1.113

Q5 Having quick access to accurate labour market information 1 (1.3) 3 (3.8) 21 (26.9) 30 (38.5) 23 (29.5) 3.91 0.914

Q6 Selecting the highest quality people 0 (0.0) 2 (2.6) 20 (25.6) 29 (37.2) 27 (34.6) 4.04 0.844

Q7 Having a quick, efficient and cost-effective recruitment and selection System 2 (2.6) 4 (5.1) 15 (19.2) 30 (38.5) 27 (34.6) 3.97 0.993

Key: NP= Not a priority, LP= Low priority, MP= Much Priority, IM= Important Priority, CP= Critical Priority, M= Mean, Std= standard deviation Source: Field Survey, 2020 Table 4.5 shows the frequency and percentages in regards to Human Resource Planning The table indicates that in Q1, a number of respondents that is 10 (12.8%) are not priority while 7(9.0%) tend to low priority with the statement. Moderate priority 21(26.9%) important priority 24(30.8%) with the statement. while 12(20.5%) tend to critical priority with the statement the implication of the mean at 3.37 indicates that most of the respondents are leaning towards important priority. Majority of the respondents 24(34.6%) important priority with the statement in Q2, 21(29.5%) moderate priority, 16(15.4%) are critical priority, 10(10.3%) are not a priority with the statement and 7(10.3%) are low priority. The implication of the mean at 3.35 indicates that most of the respondents are leaning towards important priority. A great number of the respondents in Q3 that is 28(35.9%) important priority with the statement, 20(25.6%) were moderate priority, 19(24.4%) critical priority with the statement, 8(10.3%) low priority with the statement while 3(3.8%) not priority with the statement. The implication of the mean at 3.37 indicates that most of the respondents are leaning towards important priority. Most of the respondents in Q4 which comprises 28(35.9%) are important priority about the statement, 20(25.6%) moderate priority with the statement while 16(20.5%) critical priority with the statement. 10(12.8%) low priority with the statement leaving 4(5.1%) who choose not priority. The implication of the mean at 3.35 indicates that most of the respondents are leaning towards important priority. A number of the respondents in Q5 which comprises 30(38.5%) are important priority about the statement, 23(29.5%) critical priority with the statement while 21(26.9%) moderate priority with the statement. 3(3.8%) low priority with the statement leaving 1(1.3%) who choose not priority. The implication of the mean at 3.67 indicates that most of the respondents are leaning towards important priority. A number of the respondents in Q6 which comprises 29(37.2%) are important priority about the statement, 27(34.6%) critical priority with the statement while 20(25.6%) moderate priority with the statement. 2(2.6%) low priority with the statement. The implication of the mean at 3.54 indicates that most of the respondents are leaning towards important priority. Finally, most of the respondents in Q7 which comprises 30(38.5%) are important priority about the statement, 27(34.6%) critical priority with the statement while 15(19.2%) moderate priority with the statement. 2(5.1%) low priority with the statement leaving 2(2.6%) are not priority. The implication of the mean at 3.91 indicates that most of the respondents are leaning towards important priority.

          Table 4.5: Bank Performance i

S/N Financial Performance MW % W % ND % B % MB % Mean Std. Deviation

Q1 Sales growth 5 (6.4) 7 (9.0) 10 (12.8) 32 (41.0) 24 (30.8) 3.81 1.163

Q2 Profit growth 3 (3.8) 9 (11.5) 11 (14.1) 28 (35.9) 27 (34.6) 3.86 1.136

Q3 Return on Investment (ROI) 2 (2.6) 3 (3.8) 12 (15.4) 32 (41.0) 29 (37.2) 4.06 0.958

Q4 Market share 1 (1.3) 4 (5.1) 7 (9.0) 24 (30.8) 42 (53.8) 4.31 0.930

Key: MW= Much worse, W= Worse, ND= No Difference, B= Better, MB= Much Better, M= Mean, Std= standard deviation Source: Field Survey, 2020 The table above shows that most of the respondents that is 32(41.0%) are Better about the statement in Q1. 24(30.8%) much better with this statement, 12.8(15.1%) no difference with the statement while 7(9.0%) strongly worse with the statement as opposed to 5(6.4%) much worse with the statement. The implication of the mean at 3.81 indicates that most of the respondents are leaning towards better. In Q2, 28(35.9%) of the respondents are better about the statement. 27(34.6%) of the respondents much better with the statement as opposed to 11(12.8%) of respondents no difference with the statement. Of the remaining 9 respondents 9(9.0%) worse with the statement while the other 3(6.4%) much worse with the statement. The implication of the mean at 3.86 indicates that most of the respondents are leaning towards better. In Q3, 32(41.0%) of the respondents are better about the statement. 29(37.2%) of the respondents much better with the statement as opposed to 12(15.4%) of respondents no difference with the statement. Of the remaining 9 respondents 3(3.8%) worse with the statement while the other 2(2.6%) much worse with the statement. The implication of the mean at 4.06 indicates that most of the respondents are leaning towards better. In Q4, 42(53.8%) of the respondents are much better about the statement. 24(30.8%) of the respondents better with the statement as opposed to 7(9.0%) of respondents no difference with the statement. Of the remaining 9 respondents 4(5.1%) worse with the statement while the other 1(1.3%) much worse with the statement. The implication of the mean at 4.31 indicates that most of the respondents are leaning towards much better.

Table 4.6: Bank Performance ii S/N Non-Financial Performance MW % W % ND % B % MB % M Std. D

Q1 Customers satisfaction 9 (11.5) 6 (7.7) 12 (15.4) 25 (32.1) 26 (33.3) 3.68 1.324

Q2 Employees satisfaction 20 (25.6) 6 (7.7) 3 (3.8) 22 (28.2) 27 (34.6) 3.38 1.630

Q3 Ability to adapt to market needs 17 (21.8) 10 (12.8) 2 (2.6) 24 (308) 25 (32.1) 3.38 1.573

Q4 Offers wide variety of quality bank services 21 (26.9) 7 (9.0) 1 (1.3) 23 (29.5) 26 (33.3) 3.33 1.649

Q5 Capacity to develop new products, services, or processes 22 (28.2) 4 (5.1) 3 (3.8) 23 (29.5) 26 (33.3) 3.35 1.650

Key: MW= Much worse, W= Worse, ND= No Difference, B= Better, MB= Much Better, M= Mean, Std= standard deviation Source: Field Survey, (2020) The table above shows that most of the respondents that is 26(33.3%) are Better about the statement in Q1. 25(32.1%) much better with this statement, 12(15.4%) no difference with the statement while 9(11.5%) strongly worse with the statement as opposed to 6(7.7%) much worse with the statement. The implication of the mean at 4.04 indicates that most of the respondents are leaning towards better. In Q2, 27(34.6%) of the respondents are much better about the statement. 22(28.2%) of the respondents better with the statement as opposed to 20(25.6%) of respondents much worse with the statement. Of the remaining 6 respondents 6(7.7%) worse with the statement while the other 3(3.8%) no difference with the statement. The implication of the mean at 3.38 indicates that most of the respondents are leaning towards much better. In Q3, 25(32.1%) of the respondents are much better about the statement. 24(30.8%) of the respondents better with the statement as opposed to 17(21.8%) of respondents much worse with the statement. Of the remaining 6 respondents 10(12.8%) worse with the statement while the other 2(2.6%) no difference with the statement. The implication of the mean at 3.38 indicates that most of the respondents are leaning towards much better. In Q4, 26(33.3%) of the respondents are much better about the statement. 23(29.5%) of the respondents better with the statement as opposed to 21(26.9%) of respondents much worse with the statement. Of the remaining 7 respondents 7(9.0.%) worse with the statement while the other 1(1.3%) no difference with the statement. The implication of the mean at 3.33 indicates that most of the respondents are leaning towards much better. In Q5, 26(33.3%) of the respondents are much better about the statement. 23(29.5%) of the respondents better with the statement as opposed to 22(28.2%) of respondents much worse with the statement. Of the remaining 4 respondents 4(5.1%) worse with the statement while the other 3(3.8%) no difference with the statement. The implication of the mean at 3.33 indicates that most of the respondents are leaning towards much better. 4.4 Correlation Analysis The hypotheses for the study were tested using Pearson product moment correlation coefficient. The results of the correlation analysis and the final decisions regarding each hypothesis are depicted in table 4.7 and 4.8 respectively. Table 4.7: Pearson Product Moment Correlations (n=120)

Variable Mean Std. Dev. 1 2 3

1

HR Planning 

3.6923 .53555 - .409** .120**

2 Financial Performance 4.0096 .38739

.409**

3 Non-financial Performance 3.4256 .62115

• • . Correlation is significant at the 0.01 level (2-tailed)

Table 4.7 depicts the Pearson product moment correlation coefficient of the relationship between Perceived Human Resource Planning, Financial Performance and Non-Financial Performance among employees of selected banks in Bauchi metropolis. The results indicated that there is positive and significant correlation between Perceived Human Resource planning and Financial performance (r = .409, n=78, p< 0.01), and Non-financial performance (r = .120, n=78, p< 0.01). 4.4.1 Hypothesis Testing As can be deducted from hypotheses one and two which postulated that Perceived Human resource planning significantly relates to Financial and non-financial performance are accepted respectively. This signifies that if proper human resource planning is done will improved commercial banks performance positively. Table 4.8: Hypotheses Testing Hypothesis Correlation Coefficient (r) Direction p-value Decision

H1 .409** Positive .000 Accepted

H1 .120** Positive .000 Accepted

Discussion of Findings The general objective of the study was To assess the extent to which commercial banks recognizes human resources planning as a tool for organizational performance, to examine the effect of Human Resource Planning on financial performance of commercial Banks in Bauchi metropolis, to investigate the effect of Human Resource Planning on Non-financial performance in Bauchi metropolis is significant related to Bank performance as the financial performance, and non-financial performance were found to be less than 0.05, as the p-value was greater than 0.05. These findings supported the alternate hypotheses (H1) in hypotheses one and two thus, leading to accepting the alternate hypotheses and rejecting the null hypotheses.

 	Summary of Findings

Based on the objective of the study was To assess the extent to which commercial banks recognizes human resources planning as a tool for organizational performance, to examine the effect of Human Resource Planning on financial performance of commercial Banks in Bauchi metropolis, to investigate the effect of Human Resource Planning on Non-financial performance in Bauchi metropolis is significant related to Bank performance as the financial performance, and non-financial performance were found to be less than 0.05, as the p-value was greater than 0.05. These findings supported the alternate hypotheses (H1) in hypotheses one and two thus, leading to accepting the alternate hypotheses and rejecting the null hypotheses. CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATIONS 5.1 Summary The study was conducted to assess the extent to which commercial banks recognizes Human Resources Planning activities significant as a current priority for organizational performance, to examine the effect of Human Resource Planning on financial performance of commercial banks in Bauchi metropolis and t investigate the effect of Human Resource Planning on Non-financial performance of commercial Banks in Bauchi metropolis. Literatures were reviewed on the effect of Human Resource Planning on the performance of Commercial Banks. The research methodology adopted for the study was the Survey Research design where questionnaire was administered to 78 respondents from the First Bank of Nigeria Plc and Guarantee Trust Bank Plc, Bauchi. Data collected were presented and analyzed using Tables and Statistical package for social science (SPSS) and mean. Finally, the Research work was summarized, conclusion were drawn and recommendations offered. 5.2 Conclusion (Based on achieved objectives) The study concluded that the extent to which commercial banks Bauchi recognizes Human Resource Planning as a tool for organizational performance and as a current priority for organizational performance. However, these findings are not encompassing of all the commercial banks in Bauchi metropolis. This is because the field of study was dependent on First Bank of Nigeria Plc and Guarantee Trust Bank Plc. From the field study, it was revealed that human resource planning activities was a stronger facor ha influenced organizational performance (financial and non-financial performance) in commercial bank in Bauchi metropolis. It is suggested that, a study critically examining the concept “Effect of Human Resource Planning on the Performance of Selected Commercial Banks in Bauchi Metropolis” be carried out in future studies to enable a better understanding of the concept. 5.3 Recommendations Human resources refer to people whose knowledge, skills, and abilities are utilized to create and deliver effective services. HR is considered the greatest resource of an organization. Effective HR planning attracts the right quality and quantity of people, develops the knowledge, skills, and abilities of employees, and retains employees within the organization. To further improve the system of commercial banks, modern technology should be utilized for strategically planning and developing Human resource planning. Moreover, a training and management development program should be implemented to enhance the capabilities of employees and those of the commercial banks. Investing in the improvement of the knowledge and skills of employees would allow commercial banks to improve both financial and non-financial performance. Based on the findings the following recommendation were made: Commercial banks should improve more offering and support for effective human resources planning activities in other to improve organizational performance. Management of commercial banks like First Bank of Nigeria plc and guarantee Trust Bank Plc should design and implement procedures in their human resource planning exercise, this will make the organization more efficient and effective and also able to improve both financial and non-financial performance. The use of human resource planning in recruiting staff have proved to be very productive on both financial and non-financial performance and is recommended, as such commercial banks should make use of human resource planning strategy in carrying out their recruitment exercise.

REFERENCE Afzal, F., Mahmood, K., Sherazi, M. K., Sajid, M., Hassan, M. (2013). “Effect of Human Resource Planning on Organizational Performance of Telecom Sector”. International Journal of Management Science. Vol. 3, No. 5, pp. 45-70. Aliyu, F. U. (2017). “Role of Commercial Bank in Financing Small and Medium Scale Enterprises (SMEs) in Bauchi State”. Bauchi Nigeria Barney, J. (1991). “Firm Resource and sustained competitive advantage” Journal of Management 17, 99-120. Dele, Adegboyega, Omolara (2015). “Human Resource Management and Business Performance: A Study of Nigerian Banks in Ado Ekiti Metropolis.” International Journal of Management Science. Vol. 2, No. 3, pp. 52-60. FirstBank, (2019). “History of First Bank of Nigeria Plc” https://www.firstbanknigeria.com/about-us/our-history/ GTBank, (2019).”History of Guarantee Trust Bank Plc” Retrieved from https://www.gtbank.com/about/our-company/history Ibrahim, E. M. & Al-Nasser, A. (2014) “Effects of Financial and Non-financial Performance Measures on Customers’ Perceptions of Service Quality at Islamic Banks in UAE” International Journal of Economics and Finance; Vol. 6, No. 10 Lau, C. M. & Moser, A (2008). “Behavioural Effect of Non-financial performance measures: A Role of Procedural Fairness” Behavioural Research in Accounting, 20 (2), pp -55-71 Nnadi, S. N. (2011). “An Evaluation Of Human Resources Management Practices In Nigerian Organizations: A Study Of Guaranty Trust Bank Plc”; Enugu State, Nigeria. Onwueme, A. N. (2010). “Effective human resource development inFinancial institutions: a case of firstBank of nigeria plc”. UNN, Unsuka. Osman, I., C. F. Ho, T, & Galang, M. C. (2011). The relationship between human resource practices and firm performance: An empirical assessment of firms in Malaysia. Business Strategy Series, 12(1), 41-48. Porter, M. E., (1985). ‘Competitive advantage: Creating and sustaining superior performance’. New York: Free Press. Richard, J. (2009): “Measuring Organizational Performance: Towards Methodological Best Practice Journal of Management”. Retrieved from www.en.m.wikipedia.org Samwel, O. J. (2018). "Human Resource Planning As An Important Practice To Anticipate Future Human Resource Requirements Of The Organization – Literature Review.". International Journal Of Research In Business Studies And Management, vol 5, no. 3, 2018, pp. 24-30. Singhry, H. B. (2018). “Research Methods Made Easy”. Green Leaf Publishing Bauchi G32 Cham Street Fadaman Mada. Teresia, K., M. (2011). ‘Challenges of human resource planning at The Ministry of Public Health and Sanitation’. University of Nairobi.

APPENDICES RESEARCH QUESTIONNAIRE

Dear Respondent, I am conducting a research to investigate the topic: “Effect of Human Resource Planning on the Performance of Selected Commercial Banks in Bauchi Metropolis”. I will be pleased if you will agree to voluntarily participate in this study by responding to the following questions/statements. Anonymity and confidentiality of your responses are assured as no information obtained for this survey will be identified by any individual respondent. Usman Imam Alhassan Dept. of Management & Information Technology Abubakar Tafawa Balewa University, Bauchi 07031378556 Section A: Demographic Data What is your Gender? Male [ ] Female [ ] What is your Age bracket? Below 20 years [ ] 21-30 years [ ] 31-40 years [ ] Above 40 years [ ] Years of service in the bank? Below 5 years [ ] 5-10 years [ ] 11-15 years [ ] Above 15 years [ ] What is your position in the bank? Branch Manager [ ] Unit Head [ ] Others [ ] Section B: Human Resource Planning Please tick [√] the option that best indicate the extent to which each of the following essential human resource planning activities is a current priority for your bank. KEY: NP = Not a Priority [1]; LP = Low Priority [2]; MP = Moderate Priority [3]; IP = Important Priority [4]; and CP = Critical priority [5]

S/N

Human Resource Planning NP [1] LP [2] MP [3] IP [4] CP [5]

1 Analyzing present and future demands for staff

2 Ensuring that your bank has a workforce plan for obtaining and using staff in the future

3 Reducing staff turnover

4 Improving staff retention

5 Having quick access to accurate labour market information

6 Selecting the highest quality people

7 Having a quick, efficient and cost-effective recruitment and selection System

Section C: Bank Performance Please rate your bank business growth performance and competiveness relative to most other banks in recent years by ticking the appropriate option using the scale below. KEY: MW = Much Worse [1]; W = Worse [2]; ND = No Difference [3]; B = Better [4]; and MB = Much Better [5]

S/N

Financial Performance MW [1] W [2] ND [3] B [4] MB [5]

1 Sales growth

2 Profit growth

3 Return on Investment (ROI)

4 Market share

S/N

Non-Financial Performance MW [1] W [2] ND [3] B [4] MB [5]

1 Customers satisfaction

2 Employees satisfaction

3 Ability to adapt to market needs

4 Offers wide variety of quality bank services

5 Capacity to develop new products, services, or processes

Thank you for participating.

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