EFFECT OF MANAGEMENT INFORMATION SYESTEM IN ENHANCING HUMAN RESOURCE DECISION MAKING PROCESSES IN SELECTED BANKS IN ABA, ABIA STATE.

1 EFFECT OF MANAGEMENT INFORMATION SYESTEM IN ENHANCING HUMAN RESOURCE DECISION MAKING PROCESSES IN SELECTED BANKS IN ABA, ABIA STATE BY EYEH, NNENNA KALU 2019/122142/REGULAR DEPARTMENT OF MANAGEMENT FACULTY OF ECONOMICS AND MANAGEMENT SCIENCES ABIA STATE UNIVERSITY, UTURU NIGERIA APRIL, 2024. ASSESSMENT SHEET 2 ABIA STATE UNIVERSITY, UTURU FACULTY OF ECONOMICS AND MANAGEMENT SCIENCES DEPARTMENT OF MANAGEMENT B.Sc. PROJECT ASSESSMENT FORM NAME: EYEH NNENNA KALU MAT NO: 2019/121173/REGULAR PROJECT TOPIC: EFFECT OF MANAGEMENT INFORMATION SYESTEM IN ENHANCING HUMAN RESOURCE DECISION MAKING PROCESSES IN SELECTED BANKS IN ABA, ABIA STATE [ S/N EVALUATION CRITERIA PROJECT SCORE STUDENT’S SCORE 1 Grasp of the subject matter as demonstrated in the introduction and statement of problem 10 2 Breadth and Depth of Literature Review 15 3 Appropriateness of Research Methodology to Problem being investigated 15 4 Analysis, Findings and Discussion: Are these logical and meaningful? 20 5 Achievement of Objectives Stated for the Project 10 6 Style and Presentation: -Correctness of Referencing Style (2) -Grammar (3) -Correctness of Presentation Format (2) -Do errors: typographical and others exist? (3) 10 7 Contribution to business problem solving as brought out in the Conclusion and Recommendations 20 Total Score 100% Grade Supervisor’s Comment on the quality of the work and the degree of conformity of the project with the faculty’s Research Guidelines:……………………………………………………………………………………………………………………………………… …………………………………………………………. Supervisor: Mr. Achara. Larry ……………………… Name Signature/Date External Examiner’s Comment:……………………………………………………………. …………………………………………………………………………………………………………………… Name:………………………………………………………… ………….……………………… Signature/Date EFFECT OF MANAGEMENT INFORMATION SYSTEM IN ENHANCING HUMAN 3 RESOURCE DECISION MAKING PROCESSES (A STUDY OF SELECTED BANKS IN ABA, ABIA STATE) BY EYEH, NNENNA KALU 2019/122142/REGULAR BEING A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF BACHELOR OF SCIENCE (B.SC) IN MANAGEMENT DEPARTMENT OF MANAGEMENT FACULTY OF ECONOMICS AND MANAGEMENT SCIENCES ABIA STATE UNIVERSITY, UTURU NIGERIA APRIL, 2024. 4 DECLARATION I, Eyeh, Nnenna Kalu with Matriculation No. 2019/122142/regular hereby declare that this project has not been previously presented either wholly or in part for the award of any other Degree in any University or Higher Institution. Eyeh Nnenna Kalu ___________________ Name of Researcher Signature of Researcher Date________________ CERTIFICATION 5 EFFECT OF MANAGEMENT INFORMATION SYSTEM IN ENHANCING HUMAN RESOURCE DECISION MAKING PROCESSES. (A STUDY OF SELECTED BANKS IN ABA, ABIA STATE) EYEH, NNENNA KALU 2019/122142/REGULAR BEING A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF BACHELOR OF SCIENCE (B.SC) IN MANAGEMENT DEPARTMENT OF MANAGEMENT FACULTY OFECONOMICS AND MANAGEMENT SCIENCES ABIA STATE UNIVERSITY, UTURU NIGERIA This undersigned do hereby certify as follows: That to the best of our knowledge, this is the original work of Eyeh Nnenna Kalu, that project is accepted in partial fulfillment of the requirements for the award of the Degree of Bachelor of Science (B.Sc) in Management. However, the committee recognizes that Eyeh Nnenna Kalu bears full responsibility for the contents of this work. Name Signature Date Supervisor: Mr. A. O. Larry ...……………… …………….... Head of Department…………………… ..………………… ...………….. External Examiner: ……………………. ………………….. …………….. DEDICATION This research work is dedicated to God Almighty for His infinite mercy and protection upon my life and for making this research work a reality. 6 ACKNOWLEDGEMENTS My greatest debt of gratitude is owed to God Almighty for His loving guidance and protection over me throughout the period of this research study. My profound gratitude goes to my Supervisor, Mr. Achara Ogochukwu Larry, whose proper guidance, Interest, and patience facilitated the completion of this work, your useful advice and suggestions were really helpful to me. I am eternally grateful to you sir. I am grateful to all my lecturers in the Department of Management. Among the list 7 include: My gratitude goes to the Head of Department Dr. K.O. Okwuagwu and Prof. N.O Dibia, Dean Faculty of Economics and Management Sciences for the peace and serenity we enjoyed in the Department/Faculty. And to other management lecturer, Prof. F.E. Eboh, Dr. C.E. Udensi, Dr. M.M Ofondu, Dr. C.O. Aguguo, S.B.C Amajoh, Mrs Judith Ojo, Mr. Sampson Chijindu, Dr. Humphrey Amanze. Our God in his infinite mercy would bless you all. I lack words to express my profound gratitude to my Sweet Mother, Mrs Oyediya Eyeh Kalu, for her supports and prayers, you are the best support system I had.To my siblings Mr. and Mrs. Ochuba Udeagha, Mr. and Mrs. Kalu Eyeh, Mr. James Eyeh (MR. VIP), Mr. Okoro Eyeh (Ajagambi) , I thank them for their words of encouragement and assistance. I thank my friends, Nnanna Deborah, Nzeakor Chiamaka Glory, Kanu Ogechi Victoria, Mbah Chidinma, Nwankwo Chioma, Matthew Chioma Miracle for their motivation, their belief in my abilities kept me-focused. Together, your collective contribution has been the driving force behind this project success, and for that I am forever thankful. Eyeh Nnenna Kalu TABLE OF CONTENTS Cover Page i Assessment Page ii Title Page iii 8 Declaration iv Certification v Dedication vi Acknowledgements vii List of Tables xii Abstract xiii CHAPTER ONE: INTRODUCTION 1.1 Background to the Study 1 1.2 Statement of the Problem 3 1.3 Objectives of the Study 5 1.4 Research Questions 5 1.5 Research Hypotheses 5 1.6 Significance of the Study 6 1.7 Scope of the Study 7 1.8 Organization of the Study 7 1.9 Definition of Terms 8 CHAPTER TWO: REVIEW OF RELATED LITERATURE 2.1. Conceptual Review 10 9 2.1.1 Characteristics of Management Information System 14 2.1.2 Management Information System in Banks 16 2.1.3 The Importance of MIS in Banks 18 2.1.4 MIS and decision making process 19 2.1.5 MIS and Effect of Quality of Information 21 2.1.6 MIS and Effect of Software used in Organisation 24 2.2 Human resources in organization 25 2.2.1 HR decision making and employee engagement levels 27 2.2.2 HR and Decision Making Speed and Accuracy 29 2.2.3 Improving Human Resource Decision Making Management through Information System 30 CHAPTER THREE: METHODOLOGY 3.1 Research Design 35 3.2 Selection of Data 35 3.3 Collection of Data 36 3.3.1 Design and Administration of Questionnaire 36 3.4 Population of the Study 36 3.5 Sample Size Determination 37 3.5.1 Sampling Technique 39 3.6 Operational Measures of Variables 39 3.7 Data Analysis Techniques 40 10 CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA 4.1 Presentation of Data 41 4.2 Test of Hypotheses 49 4.3 Test of analysis 49 CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS 5.1 Summary of Findings 53 5.2 Conclusion of the Study 53 5.3 Recommendations of the Study 54 5.4 Limitations of the Study 54 References 56 Appendix A: Questionnaire Letter 64 Appendix B: Questionnaire 67 11 ABSTRACT This study examined the effect of management information systems and human resource decision making processes in selected banks in Aba Abia State. The objectives were to: ascertain the significant effect of quality of information and employee engagement levels in the selected banks in Aba, Abia State; examine the significant effect of software used in the information system on decision-making speed and accuracy in the selected banks. The study adopted descriptive and cross-sectional design method, while primary and secondary data were used in the selection of data for the study. Data were collected through questionnaire and targeted population includes 52 staff, 46 were derived as the sample size through Taro Yamene formular applied. Statistical tool adopted in testing of the hypotheses was Ordinal Least Square also known as Simple regression method, with the help of SPSS version 21. The study revealed that: Quality of information has significant effect on employee engagement levels in the selected banks in Aba, Abia State and software used in the information system has a significant effect on the decision making speed and accuracy. The study concluded that management information systems have a significant effect on human resource decision making processes in selected banks in Aba, Abia State. Based on the findings, the study recommends among others that, financial institutions should provide adequate budget for quality of information adoption on management of employee engagement levels. This will provide opportunity for improving on the available Management Information System infrastructure and facilities, provide alternative information support, develop staff on MIS skills and motivate them to embrace modern management techniques that will improve their overall performance. Keywords: Employee engagement, quality of information, decision making, speed and accuracy, human resource, information system, 12 CHAPTER ONE INTRODUCTION 1.1 Background to the Study Advancement in technology has boost human resource functioning in business organizations. They are now able to add more time to strategic business decisions as automation on data handling has provided better decision-making power to human resource (Sujeet, and Dev, 2016). The banking industry has been characterized by technological disruption, sudden change, and instability. Artificial intelligence, machine learning, the internet, and big data have risen to the top of business. According to Lassala et al (2021) the market has changed and transformed. The quick developments of information technology coupled with the development of telecommunications technologies, have modernized all areas of business and human activities to drive the decision-making process. In today’s business world, there are different types of information systems. Each plays a unique role for manager decision-making functions (Ali, 2019). Organizations in this modern age are considered one of the most important drivers of life, as these organizations form the basic platform for our working, dealing, and learning. Currently, organizations are in the race for enhancing their capability in order to survive in the competitions of the new 13 century global market. Therefore, organizations are attempting to advance their agility level by improving the decision making process to be more efficient and highly effective to meet the successive fluctuations of the market (Akram, 2011). In an effort to achieve this, many modern organizations, either mid or large sized, have concerned with a cycle of progressive investments in the adopted new management information systems components. The term management just like personnel management refers to “the controlling and coordinating of the human and material resources in an organization to achieve excellence” (Mondy and Robert, 2004, cited in Omoyibo, et al; 2010). Management Information Systems (MIS) is the key factor to facilitate and attain efficient decision making in an organization. To Bhandari, (2022), data, information, knowledge and result are interrelated terms to perform the specific decision-making process. The information management system is an integrated set which includes the gathering, organizing, extracting, storing, processing and disseminating information for decision- making. The Management Information System is an effective tool for managing complex, huge, unmanaged data in a simplified manner to perform business 14 activities at the various levels of the organization (Tripathi, 2010). Information systems and decision-making activities are interrelated where information system is a system used to collect the right information and the right time with high reliability for the right decision-making of the organization. Nowadays, a successful organization is the symbol of the proper implication of an MIS system in an organization that helps solve both structured and unstructured problems (Alkhaffaf, 2012). Effective and efficient information and decision-making activities are the main success factors of various administrative activities. There are five attributes of the information to be remarkable to the organization: appropriateness, accuracy, quantity, timeliness, and accessibility of data used in the organization—the more reliable and timelier the information, the more correct and beneficial the decision. Consequently, an integrated information system should provide the organization with current and future data to help in accurate managerial decision-making (Yassine, 2017). Therefore, it is in the best interest of any business, including financial institutions, to improve the productivity of their workforce and train them to ensure long-term success (Noe et al., 2017). The rapid pace of technological advancement and environmental change has rendered many traditional administrative procedures obsolete (Al Dalahmeh et al., 2018). 15 1.2 Statement of the Problem Financial institutions are considered one of the most important organizations in Aba, Abia state. They rely on the information generated by management information systems to make managerial decisions. In spite of the outrageous contribution of human resource management towards organizational effectiveness in working life, such as developing good relations, conflict management, building of culture and values in the organization there have been several challenges organizations are facing regarding the management of the human resource decision making process in achieving organization effectiveness. There are various constrains that hinder the success of managing human resource decision making from the organizational setting in banks. These problem includes building teams in an organization, building an organizational culture, people engagement and development, human resources effectiveness measurement, organizational effectiveness, compensation, staffing: recruitment and availability of skilled local labor, succession planning, learning and development. Furthermore, the banking sector are under continual pressure to adapt to new technologies in order to keep up and improve their competitive standing. Nevertheless, one of the most pressing problems in the banking sector is how to use their employees’ creative potential to meet the challenges of a dynamic industry and realize their strategic goals. Against this background, 16 all these constraints which prevents enhancing human resource decision making in organization have necessitated this study which aimed to determine the effect of management information systems in enhancing human resource decision making processes with reference to selected banks in Aba, Abia State. 1.3 Objectives of the Study The broad objective of this research work is to examine the effect of management information systems and human resource decision making processes in selected banks in Aba, Abia State. Specifically, this study is aimed at achieving the following objectives; 1. To ascertain the significant effect of quality of information and employee engagement levels in the selected banks in Aba, Abia State. 2. To examine the significant effect of software used in the information system on decision-making speed and accuracy in the selected banks. 1.4 Research Questions 1. Does quality of information and employee have any significant effect on engagement levels in the selected banks in Aba, Abia State? 2. Does the software used in the information system have any significant 17 effect on the decision making speed and accuracy? 1.5 Research Hypotheses H01: Quality of information has no significant effect on employee engagement levels in the selected banks in Aba, Abia State. H02: Software used in the information system has no significant effect on the decision making speed and accuracy. 1.6 Significance of the Study The research will be beneficial to all the banking sector especially to managers and academia as it emphasized the need and encourage the establishment of policy guidelines on the efficient and effective management information systems and human resource decision making. Managers: It will help managers of various financial institutions to generate ideas and solution to problems based on the best way to run their day to day financial activities in order to achieve desired goals and objectives. This study will be useful to them in making a sound decision on its operations and decision making. Organizations: Similarly, the findings of this study would be important to the employees in understanding the efforts that the organization has put in 18 place to ensure proper implementation of management information systems that will enhance them in making decisions that will help them have competitive advantage over their competitors as well as the growth and development of their organization. Since organization, either profit making or not are faced with making choice about their operational activities, this project will also go a long way to helping them in making decision. Academia: This project will also be useful to students and other individuals, as they are faced with one form of decision making or another. This may range from purchasing a commodity, to pursuing a profession course in higher school of learning, or any other form of situation that require decision making. At any point, we are faced with the problem of choice, which finally result in decision making. 1.7 Scope of the Study It will be very difficult to carry out the study of this nature in virtually every organization (all banks) across the country. For this reason, it will be necessary to have a concentrated area of study which was restricted to the effect of management information systems in enhancing human resource decision making processes with reference to selected banks in Aba, Abia State. The study collected data from the staff working in the different banks selected at their branches in Aba. Both the senior and junior staff of the 19 banks formed the focus of the study given the fact that it is from these two parties that the required information regarding the subject matter of this study shall be maximally derived. This will enable the study to have equitable and justifiable results. 1.8 Organization of the Study The study is presented in five chapters. The Chapter one which is the introduction covers the background to the study, statement of the problem, objectives of the study, research questions, significance of the study, scope of the study, as well as definition of terms. This is followed by Chapter two which reviewed related literature on the subject matter and the brief history of the selected. Chapter three looked at the methodology of the research which comprises the research design, selection of data, collection of data, design and administration of the questionnaire, population of the study, sample size determination, sampling technique, Operational measures of variables, and data analysis techniques. Chapter four is dedicated to presentation and analysis of data. Finally, Chapter five deals with a summary of findings, Conclusion drawn from the findings and recommendations of the study and limitations of the study. 20 1.9 Definition of Terms Decisions: - choices whereby a person forms a conclusion about a situation. Decision-making: - choosing from among two or more available course of action in response to some situation requiring alternative action. Information: can be said to be a stream of data that have been processed to the form that makes sense to its users. Succinctly put, information is organized data that has meaning. Information technology: is the use of any computers, storage, networking and other physical devices, infrastructure and processes to create, process, store, secure and exchange all forms of electronic data. Management: is the coordination and administration of tasks to achieve a goal. Management information system: The MIS is defined as a technical system rely on the database of the organizational entity, it is developed for the purpose of supplying information to decision makers in the organization. Organization: - a social group, deliberately created and maintained for the purpose of achieving specific objectives. System: is a group of related parts that work together as a whole for a 21 particular purpose. A system is a group of components that interact to achieve some purpose. 22 CHAPTER TWO REVIEW OF RELATED LITERATURE 2.1 Conceptual Review Most of organizations mainly depend up on MIS to process, record store and manipulate accurate data and information for the existence as well as profitability of the organization in processing data into accurate and well defined data, however without applying MIS organization does not have values for profit oriented as well as no profit firms (Ifeoma, 2022). In an era of technological revolution and increase the size of the organizations and their need for a huge amount of information, it has become inevitably these organizations use the management information systems that depends on the computer, for data processing and the production of information provided by these systems, and use them in the decision-making process by the decision makers in the centers of decision in organizations. Good information needed by the organization to be used in the decision-making process must be characterized by honesty, modernity and Availability at the suitable time to decision makers. The decision-making process depends on the availability of efficient and effective management information systems produce the information that lead to take the appropriate and rational decisions. 23 Incorporated decision support systems are strong tools that help corporate executives, administrators, and other senior officials in making decisions about a variety of issues. Management Information Systems (MIS) are an advantageous tool for decision-makers in businesses since they provide organized and summarized data in a timely way and enable managers to make sound judgments. A management information system is defined as a system that receives data and disseminates the information to various levels of managers in a different department with the utmost aim of making a decision, planning programs and their implementation (Eneh and Awara, 2017). Furthermore, a management information system (MIS) can be characterized as a tool that assists management in achieving a competitive advantage while also supporting the company’s objectives. The importance of management information systems (MIS) in banking has grown, and it has become an important and necessary aspect of banking operations. Banks’ increased use of information systems (ISs) has had a significant impact on all aspects of financial transactions and services. To Ifeoma, (2022) breakthroughs in technology around the world, such as telephones and the internet, the efficient use of (ISs) in today’s knowledge economy has been strengthened by services, extranet, intranet, and other relevant 24 technological issues; the rising banking sector of digital enterprises. Management information systems (MIS) could be used to give all types of data at all levels of management to assist decision-makers in mapping out (HRM) practices in the banking sector. Research and Development managers, for example, rely on all levels of (ISs) and computer networks to obtain instantaneous charts about (HR) practices in general, as well as market share analysis reports, in order to assess the firm’s strategic position. Effective (ISs) must ensure that decision makers have access to the charts, formats, and presentations they need to assess the efficient levels of (HR) practices. Kumar (2006) and Gabriel (2012) respectively converged in opinions that defining management information systems would first require splitting the subject into three facets of: Management, Information and Systems respectively. Accordingly, Kumar (2006), defined management as the process through which planning, organizing, initiating and controlling of operations within business is carried out. Similarly, management was defined as the process that deals with methods and techniques of efficiently and effectively using organization’s resources to achieve set results (Ottih, 1995). 25 In furtherance, information refers to stream of data that have been processed to the form that it makes sense to its users. Succinctly put, information is organized data that has meaning. On the other hand, system is an assemblage of different but interrelated and interdependent parts that functions as a whole to achieve common interest (Gabriel, 2013), a set of elements joined together for a common objective (Kumar, 2006). Judging from these views, it is arguable that every system comprises parts, are interrelated and interconnected; becomes one entity and consequently pursues common goal. Drawing from the foregoing, it seemingly appears that defining MIS is now a simple task, but that is not exactly so. However, the subject has attracted the following definitions: an integrated system of providing information to support operations management and decision making functions in an organization (Ajayi and Omirin, 2007). In their own views, MIS is basically concerned with the process of collecting, processing, storing and transmitting relevant information to support decision making in any organizations (Laudon and Laudon, 2007); a system to convert data from internal and external sources into information; and to communicate that information in an appropriate form to managers at all levels, in all functions to enable them make timely and effective decisions for planning, directing and controlling the activities for which they are responsible (Bee and Bee, 1999, cited in Antwi and Gideon 2019). 26 2.1 Characteristics of Management Information System The management information system has characteristics and features that distinguish it and the most important of these characteristics can be highlighted in the following according to (AL-hasfimy, 2018): • MIS supports structural and semi-structural decisions and the level of administrative and operational control, and is also useful for planning purposes at the level of senior management. • MIS is useful in making decisions based on current and past data. • Management information systems are oriented to the service of control and reporting, and they are dedicated to providing reports on current operations and thus help in the daily control of activities. • Management information systems depend on the existing information and the flow of information entering the organization more than the outgoing information. • MIS has limited analytical capacity. • Management information systems are relatively inflexible. 27 • MIS is based on known and stable information needs. • Management information systems require a relatively long process of generalization and analysis In order to extract the relative information quickly, MIS system should have appropriate data storage medium like random or direct access storage. According to Kenneth hamlet (2002) Effective management information system possess numerous qualities among which are the following: Relevance: This type of information characteristics is of the truth. The overriding quality information must be relevant to the problem being considered; though information may take different forms. Examples are: reports, messages, tabulation etc. The positive effect it has on the problem or needs at hands will mainly be the functions of its relevance otherwise. The absence of this quality relevant will make understanding of the message more difficult and may eventually cause frustration to the user. Accuracy: Information should be sufficiently accurate for it to be relied upon by those in the management team and for the purpose for which it is intended. Even though absolute accuracy may not be obtainable, yet the level of accuracy must be related to the decision level involved. Also, accuracy should not be confused with precision. Information may be inaccurate but precise or vice-versa. 28 Time: Good information is that which is communicated in time to be used. The time of regular produced information is essentially important in this regards. In fact, information should be produced at a frequency which is related to the type of decision or actually involved. Details: Information should contain the least amount of details consistent with effective decision making. The level of details usually varies with the level in the organization. 2.1.2 Management Information System in Banks The decisions taken by the banks to draw the parameters of the lending policy are crucial decisions that are often taken in circumstances characterized by risks and the difficulty of the future vision characteristic of the work of the banks. Therefore, building and developing a management information system in banks is imperative, in order to provide the appropriate information of the required quality at the right time and at the lowest possible cost, so that the decisions taken by the banks are sound (Akel, 2020). Banks, like most organizations, aim for profit, competitive advantage and sustainability. Banks achieve their profits through several services they provide, the most prominent of which is lending, in addition to 29 investment decisions. Therefore, the top managements of banks define a framework that provides this service within its limits, and this framework is the lending and credit policy (Almazán, et al; 2017). The measurement of success of any bank is by providing banking services with high quality based on the capacity of the bank to meet the requirements of the client to financial information and satisfy these requirements better than other competitors. Management information systems (MIS), produce fixed, regularly scheduled reports based on data extracted and summarized from the firm’s underlying transaction processing systems to middle and operational level managers to identify and inform structured and semi structured decision problems (Laudon, 2010). Banks need a management information system, which organizes the operations of each of the bank's activities and works on coordination among them. Banks' need for management information systems has increased in light of technological developments and intense competition (Akel, 2020). The management information system in banks is characterized by a set of characteristics that can be highlighted through the 30 following points: (Akel, 2020) • Credibility and accuracy in providing information. • Spread capacity. • Diversity of reports. • Periodicity and regularity of reports. • Maintain a minimum level of confidentiality. 2.1.3 The Importance of MIS in Banks Management Information Systems MIS is very significant and fundamental for efficient banking service. In many modern banks, there is a great role of Management Information system in providing accurate information related to customer requirement and data gathering and processing. MIS helps in many ways the Bank for the better result and customer satisfaction. The management information system in banks is of great importance, which can be highlighted in the following: (Almazán et al., 2017) • Keeping pace with technological developments and applying them in banks, especially after the widespread use of the Internet, electronic money and the provision of automated services through ATMs. 31 • Contribute to the speed and facilitation of banking activities. • Improving the services that banks provide to customers. • Helping the bank to survive and maintain its customers. • Contribute to the conduct of transactions and the development of the processing of banking operations, assisting in the decision-making process. • Giving a competitive advantage to banks by developing the services and products they provide. 2.1.4 MIS AND DECISION MAKING PROCESS MIS is a system providing management with accurate and timely information. Such information is necessary to facilitate the decision-making process and enable the organizations planning, control, and operational functions to be carried out effectively. MIS increase competitiveness of the firm by reducing cost and improving processing speed. The power of technology has transformed the role of information in a business firm. Now information has become recognized as the lifeblood of an organization and without information, the modern company is dead (Papows, 1998). Management Information System and its organizational subsystems 32 contribute to the decision making process in many ways. Power (2002) has stated that making decisions is an important part of working in the business environment. Companies often make decisions regarding operational improvements or selecting new business opportunities for maximizing the company's profit. Companies develop a decision-making process based on individuals responsible for making decisions and the scope of the company's business operations. A useful tool for making business decisions is a management information system. Historically, MIS was a manual process used to gather information and funnel it to individuals responsible for making decisions. MIS is an organization – wide effort to provide decision making process information. The system is a formal commitment by executive to make the computer available to all managers. MIS sets the stage for accomplishments in the other area, which is DSS, the virtual office and knowledge based systems. The main idea behind MIS is to keep a continuous supply of information flowing to the management. Afterwards, by data and information gathered from MIS, decisions are made (Asefeh, et al; 2011). According to Obi (2003, cited in Şükrü, and Mohsen 2015) MIS is useful in the area of decision making as it can monitor by itself disturbances in a system, determine a course of action and take action to 33 get the system in control. It is also relevant in nonprogrammer decisions as it provides support by supplying information for the search, the analysis, the evaluation and the choice and implementation process of decision making. MIS may be viewed as a mean for transformation of data, which are used as information in decision-making processes. Figure 2.1: MIS and decision making process Source: Ajayi, 2007 2.1.5 MIS and Effect of Quality of Information Business environment is changing all the time, business is more demanding, and managers must react fast to customers’ and competitors’ actions. They must make choices and decisions in a complex and uncertain environment (Omar and Bandar 2018). Managers are seeking and wanting information that may assist in decision-making, problem solving, strategic planning, and management control in firms all over the world (Munirat, et al; 2014). The nature of management information systems has fundamentally evolved, with more online reporting and real-time business connections. In order to 34 make such concerns successful, firms must explore new developments in Management Information Systems. Information must be accurate, timely, and relative (Alhabri and Sonawane 2016). With the advancements in information technology, managers now have tools to help them process information and manage their businesses more effectively and efficiently (Yusuf, et al; 2014). Such IT systems, whether at the office or enterprise level, are capable of handling multiple tasks at once, a feature of modern computers that reduces information overload and increases the speed with which managers process data. As a result, corporate executives have viewed the adoption and implementation of Information Technology (IT) systems as a strategy to combat today's competition by improving productivity, profitability, and the level of information dissemination in their organizations (Obasan and Soyebo 2012) to ensure the survival and growth of their businesses. According to Stvilia, et al; 2007) information quality is considered one of the key determinants for the quality of an organizations’ decisions and actions. Therefore, information becomes more often a critical resource to organizations. This is particularly the case, when considering that more than 98 percent of an organizations’ assets and those of its customers are managed by data and information (Eckerson, 2002). Lillrank (2003) acknowledges that it is not the primary problem in an organization to do things right, but to have the information that tells what the right things are to do. Experiencing the low quality of information is considered as one of the most serious problems of consumers of information, for both casual users of the web as well as decision makers in an organization (Naumann and Rolker, 2000). English (2001) claims that without quality information, an organization cannot thrive. Moreover, problems with information quality can even hurt the organization. Information collected in business processes can add high value, but only if it has quality and is sharable. Management information system (MIS) cannot only be defined as the development but also as the well use of IS which can help businesses to achieve its goals and objective. From the definition four key elements can be sighted: development, use, information system, objectives and business goals (kroenke, 2011, cited in Mukayagi, and Calvin, 2019). Sound 35 management information system provides organization with information regarding the past, the present and even project future on related developments within and without the organization (Baccarini, 1999). The MIS may be described as one of the most integrated and well organized system that is used for collecting applicable data from both inside and outside the organization, then transforming it into correct and precise information as well as giving the same information to concerned executives. The primary purpose of MIS is to provide the right information to the right people at the right time according to (Gray, 2000). Characteristics of information quality according to Turban and Volonino, (2010, cited in Mukayagi, and Calvin, 2019) are 1) correctness, complete data and timely: manufactured at the right time of its intended use. 2)Relevancy: it should be both to context and to the subject. 3)Sufficiency: it should be for the purpose of which it is being generated. 4)Cost and worth of its cost: suitable relationship should exist among the cost of information as well as its value to the organization. 2.1.6 MIS and Effect of Software used in Organisation In today’s world of information technology, Computers, IT systems and the Internet are becoming essential for many of our everyday tasks. Therefore, 36 having a web (www.) presence has become mandatory to stay competitive in the business (Ajay, 2019). Use of business software has also become necessary to ensure that you are competing with the world. Mobility and clarity of machine is the heart part of the expansion in business. The MIS is primarily concerned with the processing and distribution of data into useful information to all departments within an organization. An input, processing, output, and monitoring computer system handles the data. Customer satisfaction, information quality, and communication quality must all be improved in order for the management information system to grow businesses (Sonawane 2016). MIS may have a positive impact on all business functions such as financial, production, human resources, marketing, and others by developing a management system for each function individually and integrating them to provide better access (Sonawane and Alhabri 2016) in form of Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Customer Relationship Management (CRM), Knowledge and Collaborative Management System (KCMS), Product Life Cycle Management System (PLCM), Enterprise Asset Management Information System (EA - MIS), Financial Management Information System 37 (FMIS), Human Resource Management Information System (HR - MIS), Project Management Information System (PMIS), Business Intelligence Information System (BIIS), Business Intelligence Information System (BIIS), Business Intelligence Information System (BIIS) (BIS). 2.2 Human resources in organization Human Resource (HR) is staring at an incredible opportunity to increase organizational performance and become a true strategic partner by contributing to the organization and work design challenges that enables organizational growth. Human resources are the most vital resources for any organization, they are responsible for each and every decision taken, each and every work done and every result. An integral part of human resource management which helps in motivating the employees and improving organizational effectiveness and growth is reward system (Naukrihub, 2009). Human beings, more than any other resources, determine the success or failure of their organizations. According to Duke and Udono (2012), in any private or government, profit or not profit establishment, it is people that set the agenda, objectives and strategies; 38 they create, design, produce and deliver the goods and services and control their quality; they procure, allocate and distribute financial resources, as well as market and sell the end products or services of the organization. Inyang (2010) emphasized that an organization requires the utilization of complex array of resources to grow, survive and achieve the ultimate mission or objectives that informed its existence or creation. Managing employees effectively requires a lot of hard work on a continuous basis. Any organization that recognizes the crucial role of its employees and value them for what they are and what they are capable of, will reap the benefit. Human Resources are the wealth of an organization which can help it in achieving its goals. Human resource management is concerned with the human beings in an organization. It reflects a new outlook which views organization’s manpower as its resources and assets. Khan (2010) maintained that human resource has been recognized as a strategic tool, essential to organizational profitability and sustainability. Human resource is the total knowledge, abilities, skills, talents and aptitudes of an organization’s workforce. The values, ethics, beliefs of the individuals working in an organization also form a part of human resource. In the present complex environment, no business or organization can exist and grow without appropriate human resources. 39 Prachi, et al; 2022) human resource has played a significant role in the formation and distribution of different strategies of an organization. Human resource contribution to the success of an organization can be interpreted from the linkage of human resource activities to the business result. This process proved to be very effective and successful by directing those business decisions that lead to a strong business not only based on existing knowledge in practice. 2.2.1 HR decision making and employee engagement levels Employee engagement has emerged as one of the greatest challenges in today’s workplace. With complexities and stringent regulations in many organizations, employee engagement will continue to challenge organizations in the future (Mishra, et al; 2014). This aspect challenges management because engagement is a critical element in maintaining the organization’s vitality, survival, and profitability (Albercht, et al; 2015; Breevaart et al., 2013; Farndale and Murrer, 2015). Organizations that have highly engaged employees have greater profits than those that do not (Society for Human Resource Management (SHRM), 2014). According to Sandhya (2016) described engagement as a positive, fulfilling, work-related 40 state of mind characterized by vigor, dedication, and absorption; but it is distinct and is expected to predict a full range of outcomes. Organizations with highly engaged employees experience increased customer satisfaction, profits, and employee productivity (Ahmetoglu, et al; 2015; Carter, 2015; Cooper-Thomas et al., 2014; Vandenabeele, 2014). Employee engagement is related to the psychological experiences of people who shape their work process and behavior. Employee engagement is multidimensional; engaged employees are emotionally, physically, and cognitively engaged in their daily work (Eldor and Harpaz, 2015). The organization has the responsibility to provide for the needs of employees by providing proper training and building a meaningful workplace environment; in turn, employees have the responsibility to provide a meaningful contribution to the organization. Many organizations perceive the importance of employee engagement; however, the issue of how to increase the level of employee engagement is not warranted (Wang and Chia-Chun, 2013). To enhance or maintain competitive advantage, profitability, efficiency, effectiveness organisation must work hard to create a conducive work environment through employee engagement and their well-being (Sofian, 2016). Employee engagement and well-being have become a crucial concept with the utmost attention to management in today's organisation. In this current and challenging 41 globalized economy, business leaders need a high performing workforce for growth and survival. Therefore, it is essential for organisations to create a conducive environment that enhances employee engagement and well- being to flourish and tap into their knowledge and human capital. According to Jumah (2016, cited in Olatunji, et al; 2019) employees come to work ready to be engaged and emphasized that organisations need to create favourable working conditions for engagement. As engaged employees connect, the multiplier effects of synergy lead to collective actions, which influences organisational performance. 2.2.2 HR and Decision Making Speed and Accuracy In decision making, speed and accuracy are often in opposition. Much time may be required to make an accurate decision between alternatives, because gathering, processing and evaluating information may be a lengthy process (Nigel, et al; 2003). Accuracy refers to the report's correctness within the report's constraints and the inherent precisions of the measurement process. If the information is inaccurate, the management decision is not precise (Nakitende, 2019). For example, if the information on the customer credit presented to management is incorrect, it results in an unwise decision in granting new credit. As previously indicated, the accuracy 42 concept's application is within the submitted report's constraints. Nonetheless, the management forfeited the idea of accuracy when less precise data was more beneficial to the control. For example, the estimated forecast data in production planning is more accurate than the past sales data (Jackson, 2016). 2.2.3 Improving Human Resource Decision Making Management through Information System In this global era, the relevance of information system in human resource management can never be underrated. Studies established that the application of human resource information systems improves the functions and performance of both public and private organizations (Al-Sakka, 2013; Kumar and Parumasur, 2013; Udekwe, 2016). In order to achieve managerial objectives, it is necessary to increase the innovation, interest, and awareness about an information system specific to the human resources and its relationship with other systems (Badran, 2010). Human resource management practices are of great importance in the selection, recruitment, training, motivation, organizational culture, and leadership to achieve the institutional objectives in the banking sector. Information system practices have greater importance in achieving the institutional innovation (Abualloush, et al; 2016). 43 Al-Sakka (2013) found that the usage of human resource information systems has improved the performance of organizations through increasing the effectiveness and efficiency of the quality and performance of their functions in terms of recruitment, training, career management processes, and evaluation of employees’ performance. The information systems also contribute in reducing the time needed for the organization to perform all these functions. According to the study, the most improved aspect of performance was the time aspect, followed by the efficiency and quality of performance, and finally the effectiveness of the performance. Similarly, Zuzal (2015) found that recruitment, selection, evaluation of the performance of employees using information system plays a significant role in achieving organizational excellence. When all necessary efforts are put in place, information management systems can strengthen the capacity of human resource management to improve organizational efficiency in a coherent and comprehensive manner. Thus, the implementation of sound human resource information systems has the potential to achieve operational efficiency and enhance human resource achievement and corporate strategy, thereby ensuring organizational effectiveness, particularly in areas such as time management, cost management and management satisfaction of the 44 system. Administrative satisfaction can be enhanced by ensuring that all contact details are on the system. All human resource functions can be effectively managed. High-level information summary and efficient exchange of information among senior management staff enable effective strategic decision and achievement of organizational objectives (Kumar and Parumasur, 2013). Brief History of the Study Firms Fidelity Bank Fidelity Bank of Nigeria was incorporated in the year 1987 and began its operations in 1988. It initially started with a Merchant Banking license. Fidelity Bank converted to a commercial bank in the year 1999 in an attempt to grow, as a private limited company and became a Public Limited Company also in the year 1999, in the month of August. It re-branded to Fidelity Bank Plc that year. It secured its Universal Banking License in February 2001 and also obtained its International Banking License in the year 2011. Fidelity Bank of Nigeria has grown to a stable banking institution, during the 2005 Nigeria Banking consolidation, Fidelity Bank acquired FSB International Bank Plc (“FSB”) and Manny Bank Plc to become one of the top financially stabled banks in Nigeria Fidelity Bank currently has presence in all the 45 States and Major cities in Nigeria, over the years the bank has been reputed for its financial stability and integrity. Fidelity continues to rank among Nigeria's most capitalized banks, with tier-one capital of nearly USD1 billion (One Billion US Dollars). The bank maintains a large network of interconnected branches in all Nigerian states and major cities in Nigeria. Currently has 240 business offices and 774 ATMs. The bank provides debt financing facilities such as loans, structured finance, working capital finance, and loans to small and middle-market companies. The bank caters to industries such as energy, and the oil and gas sector. Ecobank Nigeria Limited Ecobank Nigeria Limited, commonly referred to as Ecobank Nigeria, is a commercial bank in Nigeria. It is one of the commercial banks licensed by the Central Bank of Nigeria, the national banking regulator. The bank began operations in 1989. It operates as a universal bank, providing wholesale, retail, corporate, investment and transaction banking services to its customers in the Nigerian market. The bank divides its operations into three major divisions: (a) Retail Banking, (b) Wholesale Banking and (c) Treasury & Financial Institutions. The bank also offers capital markets and investment banking services. During the fourth quarter of 2011, Ecobank Nigeria through its parent company Ecobank Transnational Inc. (ETI) acquired 100% of the shareholding in Oceanic Bank, 46 creating the expanded Ecobank Nigeria Limited. As of December 2011, the expanded Ecobank Nigeria controlled total assets valued at approximately US$8.1 billion (NGN: 1.32 trillion), making it one of the five largest banks in Nigeria at the time. At that time the bank had 610 freestanding branches, making it the second-largest bank in the country by branch network. As of December 2011, the expanded Ecobank Nigeria Limited is projected to have in excess of 600 branches, in all parts of the Federal Republic of Nigeria, following the merger of Oceanic Bank. 47 CHAPTER THREE METHODOLOGY 3.1 Research Design This study used a descriptive and cross-sectional design method to assess the relationship that exist between management information systems and human resource decision making processes in selected banks in Aba, Abia State. This method was chosen because of the need to reach out a reasonable number of the population within the resources available and time. This method is based on collection of data through the instrumentality of questionnaire administered by the researcher. 3.2 Selection of Data Both primary and secondary data was used in this research work. Primary data: structured questionnaire will enable the researcher in getting the necessary information needed for this study, through senior and junior staff of the various selected banks in Aba, Abia State. 48 Secondary data: these are materials such as textbooks, business journals, newspapers, magazines and unpublished papers. 3.3 Collection of Data The researcher made use of questionnaire, distributed among senior and junior staff of selected banks in Aba, Abia state, in order to get more information that was needed for the study. 3.3.1 Design and Administration of the Survey Instrument The questionnaire was designed on the basis of achieving the aim of the research study and it was administered to the respondents in two parts, the first part includes personal data which involves sex, age, marital status, academic qualifications and duration of service, while the second part possesses the questions relating to the subject matter of inquiry. The questionnaire was structured in a way the respondents have alternative to choose between the multiple choice questions. The researcher also administered the questionnaire by hand to ensure accuracy and high level of returns of the questionnaire and collected back directly from them so as to save time. All these afforded the researcher the chance to ensure that the respondents really understood the questions without any bias as well as 49 its quick response. 3.4 Population of the Study The population of interest in this study consists of both junior and senior staff of all the selected banks in Aba, Abia state. The record available from the researcher from the human resources of the selected banks put the total population at 52 staff. While 27 staff were from Fidelity Bank, Ikot Ekpene Road Branch, 25 staff members were from the Ecobank NIG LTD. Ekeoha Branch in Aba, Abia State. The participants were the top management, middle management, and operational levels of the bank. The distribution or stratifications are as follows: Management Staff 8 Senior Staff 13 Junior Staff 31 Total 52 50 Source: Internal records of the selected banks, 2024 3.5 Sample and Sampling Technique 3.5.1 Sample size determination Since it is economically difficult to study all the branches of Ecobank Bank and Fidelity Bank in Aba, Abia State, the limitation called for the determination of a manageable sample size from the population of numerous functional personnel of the study firm. The determination of sample size will be based on Yamane’s formula as given in as cited in Alugbuo, et al; (2012) thus. n = N 1 + N (e) 2 Where n = Desired sample size N = Population of the study e = Level of precision (5%) I = Theoretical constant (e) 2 = the square of the level of significance N 51 1 + N (e) 2 52 1 + 52(0.05)2 52 1 + 52(0.0025) 52 1 + 0.13 52 1 + 0.13 46.02 = 46 We now have 46 as our sample size which was represented enough to maintain the validity. 3.5.2 Sampling Technique The researcher adopted simple random sampling which is a probability sampling technique in drawing the sample. This means that every respondent has equal chance of being included as part of the sample size for the study. Numbers were assigned to each element that makes up the entire population and a luck dip taken. The process is done separately for all the respondents from all the organizations used for the study. The random 52 sampling method adopted is to say that each element selected is not replaced in the box. This sampling method is chosen to enable the researcher obtain an unbiased sample size. 3.6 Operational Measures of Variables An operational measure of variables entails how the researcher intends to measure the variable, which is dependent and independent variables of his hypotheses. Looking at the hypothesis one (H01) which states that “Quality of information has no significant effect on employee engagement level in selected banks in Aba, Abia State.”, the dependent variable is “employee engagement level” and this is measured by employee satisfaction, employee retention rate, employee feedback and suggestion, attendance and punctuality, peer recognition and collaboration, production metrics. The independent variable is “quality of information” was measured by accuracy, timeliness, completeness and consistency. In the second hypothesis (H02), “Software used has no significant effect on the decision making speed and accuracy in selected banks in Aba, Abia State”. The dependent variable investigated is “decision making speed and accuracy” and was measured by defining the criteria, assessing the process, 53 evaluating the outcomes, benchmark the performance, enhancing your capabilities. The independent variable is “software” and this is measured by low levels of defects, high reliability, efficient structure, effective customer support, high user satisfaction and a high defect repair rate. 3.9 Data Analysis Technique The data collected from the administration of the questionnaire will be analyzed with descriptive statistics, simple percentage and tables. However, the major analytical tool that was used to test the hypotheses in the study is Ordinal Least Square also known as Simple regression method. The Simple Regression Method measures the effect and impact of the different variables. Statistical Package for Social Science (SPSS) software version 21 was used to compute and run the analysis. 54 CHAPTER FOUR PRESENTATION AND ANALYSIS OF DATA 4.1 Presentation of Data Relevant questions that will help in testing the hypotheses accurately was chosen and analyzed. In analyzing this data from questionnaire administered, simple percentage and Ordinal Least Square was used in the study. The relevant information and the response pattern of the respondents are presented below in tables to support the fact and the figures of the study. Table 4.1 Questionnaire Administered and Returned Frequency Percentage Number distributed 46 100% Number returned 42 91% Number not returned 4 7% Source: Field survey, 2024 55 Table 4.1 indicates that 46 copies of questionnaire were distributed, out of which 42 were completed and returned while 4 were not returned. Table 4.2 Gender of Respondents Gender Frequency Percentage Male 31 73.81% Female 11 26.19% Total 42 100% Source: Field survey, 2024 Table 4.2 shows that 31 (73.81%) of the respondents are male while 11 (26.19%) of the respondents are female. Table 4.3 Marital Status of Respondents Marital status Frequency Percentage Single 12 28.57% Married 29 69.05% Divorced 1 2.38% Widowed 0 0 Total 42 100% 56 Source: Field survey, 2024 Table 4.3 indicates that 12 (28.57%) of the respondents are single; 29 (69.05%) of the respondents are married and 1 (2.38%) of the respondents is divorced. Table 4.4 Educational Qualification of Respondents Qualifications Frequency Percentage O’Level / WAEC 3 7.14% OND/HND 6 14.29% Bachelor’s degree / Doctorate degree 33 78.57% Others 0 0 Total 42 100% Source: Field survey, 2024 Table 4.4 indicates that 3 (7.14%) of the respondents are O’Level/WAEC holders; 6 (14.29%) of the respondents are OND/HND holders while 33 (78.57%) of the respondents are Bachelor’s degree/Doctorate degree holders. 57 Table 4.5 Age Bracket of Respondents Categories Frequency Percentage 18-24 3 7.14% 25-34 12 28.57% 35-44 17 40.48% 45-54 6 14.29% 55 and above 4 9.52% Total 42 100% Source: Field survey, 2024 Table 4.5 indicates that 3 (7.14%) of the respondents are between 18-24 years of age; 12 (28.57%) of the respondents are between 25-34 years of age; 17 (40.48%) of the respondents are between 35-44 years of age; 6 (14.29) of the respondents are between 45-54 years of age while 4 (9.52%) of the respondents are between 55 years and above. Table 4.6 Years of Experience of Respondents Categories Frequency Percentage Less than a year 0 0 1-3 years 2 4.76% 58 4-6 years 4 9.52% 7-10 years 29 69.05% More than 10 years 7 16.67% Total 42 100% Source: Field survey, 2024 Table 4.6 shows that 2 (4.76%) of the respondents have 1-3 years work experience; 4 (9.52%) of the respondents have 4-6 years work experience; 29 (69.05%) of the respondents have 7-10 years work experience and 7 (16.67%) of the respondents have more than 10 years’ work experience. Table 4.7 Management Information System SD D UD A SA Total 1 Management information system helps to provide periodic reports that facilitate problem search activities? 0 0 19 16 7 42 2 A relationship does not exist between management information systems and human resource decision making? 0 0 6 27 9 42 3 MIS offer alternatives and solutions to the problems that are better and more efficient than the old information systems? 0 2 11 13 16 42 59 Total 0 2 36 56 32 Average 0 0.7 12 19 11 42 Percentage 0 1% 29% 45% 25% 100 Source: Field survey, 2024 Table 4.7 indicates that an average of 11 (25%) of the respondents indicated strongly agree; an average of 19 (45%) of the respondents indicated agree; an average of 12 (29%) of the respondents indicated undecided, an average of 0.7 (1%) indicated disagree while none strongly disagreed. Table 4.8 Human Resource Decision-Making 5 4 3 2 1 Total 4 The development of management information system contribute to the increase and effectiveness of managerial decision-making in your bank? 0 0 19 13 10 42 5 Information generated from MIS help to provide human resource with appropriate information for decisionmaking processes? 0 0 0 27 15 42 60 6 MIS help human resource decision-making processes in providing information that has occurred in the past and is reliable for future decisions? 0 0 3 30 9 42 7 Our management information system has decreased the time spent on communication and processing paper work? 0 0 0 5 37 42 Total 0 0 22 75 71 Average 0 0 6 19 18 Percentage 0 0 13% 44% 43% 100 Source: Field survey, 2024 Table 4.8 shows that an average of 18 (43%) of the respondents indicated strongly agree; an average of 19 (44%) of the respondents indicated agree while an average of 6 (13%) of the respondents indicated undecided. Table 4.9 Quality of Information 5 4 3 2 1 Total 8 Quality of information has effect on employee engagement level? 0 3 9 11 19 42 61 9 There is no reliable ICT infrastructure with network Connectivity in your bank that enhance human resource decision-making? 0 9 17 4 12 42 10 The information generated from MIS help your bank to make quality and effective recruitment, selection and promotion decision? 0 0 5 21 16 42 11 Information generated from MIS help human resource to provide predictive information for decision making in your bank? 3 1 17 13 8 42 Total 3 13 48 49 55 Average 1 3 12 12 14 Percentage 2.4 % 7.1 % 28.5 % 30% 33.3 % Source: Field survey, 2024 Table 4.9 shows that an average of 14 (33.3%) of the respondents indicated strongly agree; an average of 12 (30%) of the respondents indicated agree; an average of 12 (28.5%) of the respondents indicated undecided; 3 (7.1%) indicated disagree while 1 (2.4%) indicated strongly disagree. 62 Table 4.10 Software used in the information system 5 4 3 2 1 Total 12 Good software helps information systems to provide timely information for decision making? 0 0 4 20 18 42 13 Expert systems help to accomplish various stages of decision making in your bank? 0 0 0 13 29 42 14 Modern information systems contribute to the selection of the best alternative decision as a solution? 0 0 0 11 31 42 15 Software used in information system has a significant effect on decision making speed and accuracy? 0 0 9 18 15 42 Total 0 0 13 62 93 Average 0 0 3 16 23 Percentage 0 0 8% 38% 54% Source: Field survey, 2024 Table 4.10 indicates that an average of 23 (54%) of the respondents indicated strongly agree; an average of 16 (38%) of the respondents indicated agree while an average of 3 (8%) of the respondents indicated undecided. 63 4.5 Test of Hypotheses In this section of the chapter, the two hypotheses stated in chapter one were analyzed using the Ordinal Least Square analysis with SPSS version 21 applied. Test of Hypothesis One Ha: Quality of information has no significant effect on employee engagement levels in the selected banks in Aba, Abia State. Ha1: Quality of information has significant effect on employee engagement levels in the selected banks in Aba, Abia State. Model Summaryb Model R R Square Adjusted R Square Std. Error of the Estimate Durbin- Watson 1 .806a .842 .064 40.656 0.753 a. Predictors: (Constant), Quality of information b. Dependent Variable: Employee engagement levels ANOVAa Model Sum of Squares Df Mean Square F Sig. Regression 659.390 1 659.390 .399 .043b 64 1 Residual Total 14875.839 2 1652.87 1 15535.229 40 a. Dependent Variable: Employee engagement levels b. Predictors: (Constant), Quality of information Coefficients a Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta 1 (Constant) Quality of information -1.861 47.60 2 -.03 9 .001 .908 1.437 .206 .632 .043 a. Dependent Variable: Employee engagement levels Result: The SPSS Output shows that the value of R square =.842 and the P value = 0.043 Interpretation: This means that .842% variation in the dependent variable (Employee engagement levels) is explained by the independent variables (Quality of information). Again, since the value for overall P is less than 0.05 (Alpha), this shows that the overall model is statistically significant. That is, the independent variables have a significant effect on Employee engagement levels. Decision: Since the overall P – Value of the model (0.043) is less than the 65 Alpha (0.05); we therefore reject the null hypothesis and accept the alternative hypothesis. This implies that Quality of information has significant effect on employee engagement levels in the selected banks in Aba, Abia State. 4.3.2. Hypothesis Two H1: Software used in the information system has no significant effect on the decision making speed and accuracy. H2: Software used in the information system has a significant effect on the decision making speed and accuracy. Model Summaryb Mod el R R Square Adjusted R Square Std. Error of the Estimate Durbin- Watson 1 .861a .730 .033 27.345 .801 a. Predictors: (Constant), Software used in the information system b. Dependent Variable: Decision making speed and accuracy ANOVAa Model Sum of Squares Df Mean Square F Sig. Regression 1 Residual Total 1005.382 1 1005.382 1.345 .026b 6729.700 2 747.744 7735.082 40 a. Dependent Variable: Decision making speed and accuracy 66 b. Predictors: (Constant), Software used in the information system Coefficientsa Model Unstandardized Coefficients Standardized Coefficients T Sig. B Std. Error Beta (Constant) Software 1 used in the information system 10.59 7 32.269 .328 .030 .766 .661 .361 1.16 0 .026 a. Dependent Variable: Decision making speed and accuracy Result: The SPSS Output shows that the value of R square =.730 and the P value = 0.026 Interpretation: This means that .730% variation in the dependent variable (Decision making speed and accuracy) is explained by the independent variables (Software used in the information system). Again, since the value for overall P is less than 0.05 (Alpha), this shows that the overall model is statistically significant. That is, the independent variables have a significant effect on the Decision making speed and accuracy. Decision: Since the overall P – Value of the model (0.026) is less than the Alpha (0.05); we therefore reject the null hypothesis and accept the alternative hypothesis. This implies that Software used in the information 67 system has a significant effect on the decision making speed and accuracy. 68 CHAPTER FIVE SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS 5.1 Summary of Findings 1. The findings show that Quality of information has significant effect on employee engagement levels in the selected banks in Aba, Abia State. 2. It was statistically proved that Software used in the information system has a significant effect on the decision making speed and accuracy. 5.2 Conclusion of the Study The study examined the effect of management information systems and human resource decision making processes in selected banks in Aba, Abia State. The variables used to measure management information systems are; accuracy, timeliness, completeness and consistency while performance of civil servants was measured with customer satisfaction, employee motivation and quality of work produced. After testing the two hypotheses and based on the findings, the study conclude that management information systems have a significant effect on human resource decision making processes in selected banks in Aba, Abia State. 69 5.3 Recommendations of the study Based on the result of this study as presented and discussed, it is recommended that: i. Financial institutions should provide adequate budget for quality of information adoption on management of employee engagement levels. This will provide opportunity for improving on the available Management Information System infrastructure and facilities, provide alternative information support, develop staff on MIS skills and motivate them to embrace modern management techniques that will improve their overall performance. ii. The need to work on building an information system equipped with the latest technology and information. The necessity for the bank’s senior management to be keen to provide the necessary support and facilities to workers using the system by encouraging them to use the information system, understanding their various needs and seeking their opinions about the problems they face when using the system until they are overcome and this will enable the management to take appropriate and timely decision making speed and accuracy. Organizing training programs for users of the management 70 information system and operational and application software to identify the capabilities of the hardware and software used and not focus on how to use them only. 5.4 Limitations of the Study Three main limitations to the study were identified; first, one area of constraint in carrying out this research was the difficulty of circulating the research instrument in the different branches of the selected ministries due to time factor for respondents to respond to all questions asked by the researcher owing to their busy time schedule. Another constraint was the problem of inadequate fund to execute the study because it tends to impede the efficiency of the researcher in sourcing for relevant materials, literature or information and in the process of data collection (Internet, questionnaire and interview). Another constraint was the problem of time constraint. The researcher will simultaneously engage in this study with other academic work. This consequently will cut down on the time devoted for the research work. 71 APPENDIX I Department of Management, Faculty of Economics and Management Sciences, Abia State University, Uturu P.M.B. 2000, Uturu. Dear Sir/Madam, A REQEUST TO FILL A QUESTIONNAIRE I am a student of the Department of Business Management Faculty of Economic and Management Sciences, Abia State University, Uturu. I am conducting a research on the effect of management information systems in enhancing human resource decision making processes in selected banks in Aba, Abia State for the Fulfilment for the award of the degree of Bachelors of Science. The research is purely for academic purpose. Whatever answer you give will be treated in confidence and used solely for research purpose. Please you are requested to answer the following questions attached and tick as necessary. Thanks for your anticipated co-operation. 72 Yours sincerely, Questionnaire PART A: BACKGROUND INFORMATION 1) Please tick your Gender: a. Male b. Female 2) Marital Status: a. Single b. Married c. Others 3) Age Group a. 18 – 30 Years b. 31 – 40 Years c. 41-50 Years d. 51years and above 4) What is your highest level of Education? a. O’Level b. NCE/OND c. HND/B.SC d. Postgraduate Degree 5) For how long have you been working in this organization? a. 1-4years b. 4-8years c. 8-12years d. 12years and above SECTION B: Below are several statements regarding the subject matter under study and how they relate with enhancing human resource decision making processes? Kindly indicate the extent to which you agree or disagree with each on a scale of Strongly Agree; Agree; Undecided; Disagree and 73 Strongly Disagree. S/ NO Management Information System OPTIONS SA A UD D SD 7 Management information system helps to provide periodic reports that facilitate problem search activities? 8 A relationship does not exist between management information systems and human resource decision making? 9 MIS offer alternatives and solutions to the problems that are better and more efficient than the old information systems? Human Resource Decision-Making OPTIONS SA A UD D SD 10 The development of management information system contributes to the increase and effectiveness of managerial decision-making in your bank? 11 Information generated from MIS help to provide human resource with appropriate information for decision-making processes? 74 12 MIS help human resource decision-making processes in providing information that has occurred in the past and is reliable for future decisions? 13 Our management information system has decreased the time spent on communication and processing paper work? Quality of Information OPTIONS SA A UD D SD 14 Quality of information has effect on employee engagement level? 15 There is no reliable ICT infrastructure with network Connectivity in your bank that enhance human resource decision-making? 16 The information generated from MIS help your bank to make quality and effective recruitment, selection and promotion decision? 17 Information generated from MIS help human resource to provide predictive information for decision making in your bank? Software used in the information system OPTIONS SA A D SD 75 UD 18 Good software helps information systems to provide timely information for decision making? 19 Expert systems help to accomplish various stages of decision making in your bank? 20 Modern information systems contribute to the selection of the best alternative decision as a solution? 21 Software used in information system has a significant effect on decision making speed and accuracy? References Abualloush, S., Bataineh, K., and Aladwan, A. 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