Nigerian Banks Employee Job Performance Evaluation

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Nigerian Banks Employee Job Performance Evaluation
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Nigerian Banks Employee Job Performance Evaluation 2
METHODOLOGY
Introduction
The methodology is aimed at explaining what was utilized in executing the research in order to
ensure that it is a success (Kothari, 2004, p.10). The following section is aimed at describing the
design of the research, the site of the research, the population targeted, the design of sampling,
the tools, and procedures used in collecting the data, analysis of the data and the presentation.
Research Design
A causal design was used for this study since it has the ability to measure what impact of a
specific change has on an existing assumption and norm (Blossfeld, 2001, p.16). Causal
explanations are sought after since they reflect the test of the hypothesis (Woodward, 2005,
p.16). Causal effect ensues when deviations in one phenomenon which is usually an independent
variable result of a variation in another phenomenon (dependent variable). A causal design was
necessary since there is a valid conclusion which can be based on finding the connection a
between the independent and the dependent variable. The main advantage of causal designs is
that it is associated with greater levels of internal validity and plays an instrumental role in
identifying reasons behind a wide range of processes. However, the design is disadvantaged in
that coincidences in events may be perceived as cause-and-effect relationships and may be
difficult to reach appropriate conclusions on basis of causal research findings.
Target population
The study conducted was targeted on bank employees who work in Nigeria, specifically in
Lagos.

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Sampling Technique
The researcher adopted the use of simple random sampling for the study. Simple random
sampling was used since it is representative of the population (Thompson, 2012, p.11).
Sample size
The sample size included all the respondents who participated in the online survey since they had
all the information that was required for the study. Information gathered from the online survey
of the bank employees in Nigeria confirmed that a total of 111 Nigerian Bank employees
participated in the survey. Thus, the sample size consisted of 100% from each responded who
participated in the online survey.
Research instruments
The main tools for data collection were questionnaires which are structured. The questionnaires
were self-administered online and had both closed-ended questions. The items of the
questionnaires were developed in such a way that could draw responses that were in line with the
goals and objectives of the study (Beiske, 2002, p. 18). The questionnaires developed included
four parts. The first part entailed four questions which were aimed at gathering information with
regards to the personal details of the respondents. They include the age and gender of the
respondents, their highest education qualification and the years of experience they had in the
banking industry. The above details were captured from question one to question four. The rest
of the three parts included questions which were of Likert scale in nature. The Likert scale is a
sequence of items or questions which ask respondents to select on a scale which ranges from one
extreme to another (Jamieson, 2004, p.1217). For the questionnaire in use, the scale used ranged

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from strongly disagree to strongly agree. Likert scale questions were used because they give a
deeper insight of what the respondents are thinking and how they feel (Norman, 2010, p.627).
The second part gathered information with regards to transformational styles used by the
supervisors. The transformational styles are shown in the table below:
Table 1: Transformational leadership styles components
Transformational styles
 How supervisor makes workers feel around him/her
 Pride to be associated with the supervisor
 Faith in supervisor
 Supervisors expression of what to do
 Supervisor appealing image of what can be done
 Supervisor help in the finding of meaning in work
 Supervisor provision of new ways of looking at issues/problems
 Supervision encouragement on how to rethink ideas that they had never questioned
before
 Supervisor encouragement to question how things are done
 Supervisor show of concern in the individual development
 Supervisor giving of homes feedback
 supervisor giving of personal attention to those seeming rejected
The transformational styles were questions from question four to question sixteen. The third part
contains questions that regard transactional styles. The transactional styles in question were as
shown in the table below:
Table 2: Transactional leadership styles components
Transactional styles
 If supervisor recognizes/rewards the workers when they achieve their targets
 If a supervisor tells others what to do if they want to be rewarded
 The supervisor tells the standard we have to know to carry out work
 Supervisor punishes workers performing below-set targets
 The supervisor makes sure every activity follows the procedure
 The supervisor does not change anything as long as they are working
 A good relationship with supervisor

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The transactional questions span the range from question seventeen to question twenty-three.
The fourth part asked questions with regards to job performance and job satisfaction. The two
attributes were asked from question twenty for to question twenty-nine.
Since the tool of collecting information was easily administered, it was able to capture huge
quantities of information while enabling the responses to be given in a short time (Fricker &
Schonlau, 2002, p.350). Consequently, the researcher selected this method of collecting
information since it was possible to store the information gathered further for future references.
Moreover, using an online tool made it possible to administer the questionnaires at a low cost
compared to other methods of collecting information.
Data collection procedure
The questionnaires were administered through an online survey platform that is the survey
monkey.
Data Analysis
Various methods were used in analyzing the collected data. They include the use of descriptive
analysis, Pearson correlation, and t-test analysis. The collected data was scanned so as to ensure
it was complete. Moreover, all the instructions had to ensure that they had to be followed by the
respondents. Having passed all the reliability tests, the analysis was conducted using the IBM
SPSS Statistical Software. Descriptive statistics included mean scores, percentages, and
proportions which were used to establish the importance of variables under study. A Pearson
correlation was used to test the relationship between the independent variables and the dependent
variables (Beesty et al., 2009, p.2). A reliability test was also carried out to assess the degree to
which the tests are consistent and stable in measuring what is intended to be measured (Tavakol

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& Denick, 2011, p.53). A t-test was also carried out to tests whether there were significant
differences in the means between formational leadership styles, transactional leadership styles
and employee job satisfaction (Norusis, 2006, p.29). Results of data analysis were presented in
the form of tables and figures to help in understanding the three hypotheses developed. The study
used at least five percent probability level and one percent probability level as the basis for
rejecting a null hypothesis.
Ethical Considerations
The researcher ensured that the respondents’ contributions were voluntary and that their replies
were treated with total discretion to elude any destructive consequences to themselves or the
targeted banks.
SUMMARY OF FINDINGS
Information gathered from the online survey of the bank employees in Nigeria confirmed that a
total of 111 Nigerian Bank employees participated in the survey. The survey aimed to capture
200 employees from the Nigerian banks. Thus, it can be deduced that the response rate from the
survey is 55.5%.
From the data gathered, it was found that most of the employees in banks in Nigeria are between
the ages of 25 and 35 years of age (45.95%). The ages of 36 and 45 years of age come in second
with a representation with 35.14%. However, with the progression of age, that is from 46 years
and above, the number of employees working in the bank decreases to 9.91%. Employees who
work below the ages of 25 years are the minority with only 9% working in banks. However,