Organizational Management Practices and Performance of Commercial Banks in Nigeria
The study examined organizational management practices among commercial banks in Nigeria; and investigated the interactive effect of management by objective and total quality management on performance of the banks. It also examined the challenges facing the use of management by objective and total quality management in the Nigerian banking industry. These were with a view to providing information on the combinational effect of total quality management and management by objective as organizational management practice on performance of the Nigerian banking sector. The study employed primary and secondary data. Primary data were sourced with the use of structured questionnaire. The population for the study comprised employees at the headquarters of 20 out of the 21 consolidated banks in Nigeria. The study was purposively conducted in Lagos because 20 out of 21 consolidated banks in Nigeria have their headquarters based in Lagos. Purposive sampling technique was used in selecting seven banks with the highest profit after tax in the Nigerian Stock Exchange (NSE) Factsbook (2013). Stratified random sampling technique was also adopted for the study; the employees were stratified using top, middle and low level classifications for stratification. Simple random sampling technique was used in selecting respondents from each stratum with a sample fraction of 30%. Data on variables such as total quality management (TQM), management by objective (MBO) as measures of organizational management practices and challenges facing the use of TQM and MBO were sourced from the respondents. Secondary data were sourced from the Annual Reports and Accounts of the selected banks and NSE Factsbook. Data collected were analysed using descriptive and inferential statistics. The study discovered that business process re-engineering with the highest mean score of eight was the most prominent organizational management practice among commercial banks in Nigeria. The result also showed that the combination of management by objective and total quality management had significant impact on organizational performance among banks in the country with a correlation coefficient of r = 0.0583; p < 0.05 and r = 0.402; p < 0.05 respectively. Finally, the study identified non-participation of employees in setting goals, lack of autonomy in choosing the means to achieve target and inability of the organization to review employee’s performance with the mean score of (13, 12, and 9) respectively as the challenges facing the use of total quality management and management by objective among the banks. The study concluded that the combination of TQM and MBO as organizational management practices had a positive effect on performance among banks in the country.