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.
