EXPLORING THE ROLE OF HUMAN CAPITAL MANAGEMENT AND ITS EFFECT TO ORGANISATIONAL PERFORMANCE IN THE BANKING SECTOR IN THE NIGERIA (A CASE STUDY OF ACCESS BANK TALATA MAFARA)

ABSTRACT The role of human capital has developed over time from the administrative function towards more strategic partnership. A major driving force behind this evolution has been the technological development. The collecting, storing and processing of data has been in central role in the gradual evolution of HCM. Still throughout past decades academics and practitioners have questioned the success of HC´s development to more strategic role. One challenge has been the ability to produce accurate information of people related issues and make fact-based strategic HCM decisions. The Human capital measurements and metrics are designed to help drive business results with data by providing a detailed road map for effectively leveraging metrics and analytics in an organisation. This study seek to explores how HR metrics can be used to measure and track the performance of banking organisations in the Nigeria, largest and most valuable investment -their human capital. The researcher used the phenomenological paradigm approach and thus followed qualitative research methods. After using purposive sampling in selecting twenty three participants from the two commercial banks standard bank Eswatini and Eswatini bank, primary data was gathered through individual and focus group interviews. An analysis of empirical data generated during the study led to themes. Ethical aspects such as objectivity, integrity, anonymity, confidential, credibility and trustworthy were applied during the time frame were participants shared information and during the analysing process. The results indicate that banking institutions in the Nigeria has a good basis into the knowledge or awareness of the fact that human capital is increasingly being recognised as the lifeblood of an organisation in this knowledge-driven era, it is important that effective metrics and measurements are developed which allow HC indicators to be reported to increase attract talent and safeguard the organisation’s reputation as an equal opportunities employer. The researcher recommends that the HC measurements and metrics used in organisations should reflect the strategy of particular organisations. Banking institutions should choose human capital measurements based on specific goals, and what the institutions are focused on. Human capital metrics and measurements should be driven from banking institutions people strategy.