ELECTRONIC BANKING AND THEIR IMPLICATIONS FOR HUMAN RESOURCE MANAGEMENT: A CASE OF AGRICULTURAL DEVELOPMENT BANK

ABSTRACT The study was guided by four broad objectives; to explore the perception of employees and customers about the introduction electronic banking services, examine staff and customers perceptions of these innovations, assess the effects of these innovations on staff training and management and ascertain how staff are coping with the innovations. In all, 82 ADB staff including junior, middle and management and 120 customers responded to the questionnaire. The researcher conveniently selected 6 staff each from 13 of the branches in Accra and an additional 4 from the Head office. The researcher ensured that the various sub groups were adequately represented. They included 3 junior, 2 middle and 1 managerial staff. This procedure was repeated at all the 13 branches. The remaining 4 were purposively selected from the Head office and are, Head of IT, Head of data Centre, Head of HRD and Head of research. Also using the accidental sampling method, which is a non-probability sampling technique, 120 out of a total population of 180,000 representing 0.06% customers of the bank who were available at any point in time were also selected for the study. The study clearly established the fact that indeed ADB had introduced some innovative ideas into their banking system particularly the ATM and the concept of networking. The result also indicated customers were very positive about the use of innovative ideas at the bank. It was also found out that less staff were trained and some of them also feel threatened. Nevertheless, majority of staff were competent in using the innovations at the bank. Besides, it was also revealed that the human resource function is becoming more strategically involved with the business, evolving from a purely personnel or administrative role since the head of HR is a member of the management. The introduction of modern trends in banking has indeed brought improvement in banker customer relationships greater relationship between managers and employees. It was therefore recommended that: management must share their visions, missions and objectives for innovation with their subordinates and make them an integral part of the same; Organization must provide employees the rational for change; Organization need to develop their Human Resource proactively to achieve competitive advantage; Banks must necessarily and continuously review their innovative strategies in order to remain in business.