Organisational Learning and Operational Performance of Deposit Money Banks in Edo State, Nigeria

Abstract

This study examined the relationship between organisational learning and operational performance in selected deposit money banks (DMBs) in Edo State, Nigeria. The population consisted of employees from ten long-established DMBs: Ecobank Nigeria Plc, First Bank of Nigeria Limited, Zenith Bank Plc, Access Bank Plc, United Bank for Africa Plc, Guaranty Trust Bank Plc, Fidelity Bank Plc, Union Bank of Nigeria Plc, Stanbic IBTC Bank Plc, and First City Monument Bank Limited, comprising 126,695 staff as at 31 December 2024. Using the Taro Yamane formula, a sample of 400 respondents was drawn through stratified random sampling to capture departmental and hierarchical diversity. A structured questionnaire, validated through expert assessment and pilot-tested for reliability (Cronbach’s alpha: 0.715–0.789), assessed five dimensions of organisational learning—individual learning, team learning, knowledge acquisition, knowledge sharing, and organisational memory—alongside operational performance. Data were analysed using descriptive statistics and linear regression in SPSS version 24 at the 5% significance level. Findings showed a significant and positive relationship between all dimensions of organisational learning and operational performance (R² = 0.469). Knowledge acquisition was the strongest predictor (β = 0.895, p < 0.001), followed by individual learning, knowledge sharing, and team learning. The results highlight the importance of structured knowledge development, continuous skill improvement, and collaborative learning in enhancing service efficiency, reducing operational errors, and improving customer satisfaction in Nigerian banks. The study recommends that bank management embed formal knowledge acquisition systems, promote cross-functional learning mechanisms, and strengthen organisational memory to support sustained operational effectiveness.