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Talent management in the banking sector: a systematic literature review.
![literature review of hr practices in banking sector literature review of hr practices in banking sector](https://www.mdpi.com/bundles/mdpisciprofileslink/img/unknown-user.png)
1. Introduction
- A review of how TM has been conceptualized and developed in the literature;
- An overview of how TM has been applied in the context of the financial sector and banking sector in the literature;
- An identification and discussion of key research topics;
- Recommendation avenues for future research.
Talent Management: A Perspective
2.1. planning review, 2.2. conducting the review, inclusion and exclusion criteria, 2.3. reporting and dissemination, 3.1. journal and year of publication, 3.2. research focus by regions, 3.3. studies by a theoretical approach, 3.4. overview of studies by aim, purpose, and objective, 3.5. overviews and frequency of keywords, 3.6. analysis of studies by key concepts, 4. contributions and suggestions for future research, 5. discussion, 6. conclusions, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.
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Keywords | Sub-Keywords |
---|---|
Recruitment Strategy | Recruitment Strategies |
Financial Sector | |
Talent Management | |
Bank | Banks |
Banking |
Methodology | ||||||
---|---|---|---|---|---|---|
Journal | Number of Publications | Percentage | ||||
Qualitative | Quantitative | Multiple | Other | |||
International Journal of Economic Research | 2 | 4% | 0 | 1 | 1 | 0 |
Management Science Letters | 2 | 4% | 0 | 2 | 0 | 0 |
Other Publisher with one publication | 43 | 92% | 12 | 24 | 4 | 4 |
Total | 47 | 100% | 12 | 27 | 5 | 4 |
Author (Year) | Title | Journal | Keywords |
---|---|---|---|
( ) | Accelerating corporate transformation in emerging markets: The case of Firstbank | South Asian Journal of Business and Management Cases | Africa, Banking, Business leadership, Corporate Transformation, Organizational Renewal, Service leadership |
( ) | How knowledge management mediates the strategic role of talent management in enhancing customers’ satisfaction | Pacific Business Review International | Talent Management, Strategies, Knowledge Management, Customer Satisfaction, Jordan Banking Sector |
( ) | Perceived organizational support, psychological entitlement, and extra-role behavior: The mediating role of knowledge hiding behavior | Journal of Management & Organization | Perceived Organizational Support, Knowledge Hiding Behavior, Psychological Entitlement, Extra-role Behavior |
( ) | Talent management for Shariah auditors: Case study evidence from the practitioners | International Journal of Financial Research | Competency, Knowledge, Shariah Auditors, Skills, Talent Management |
( ) | Role of employer branding in enhancing the talent management strategies: applied study at commercial banks of Jordan | Independent Journal of Management & Production | Employer Branding, Talent Management, Commercial Banks, Jordan |
( ) | The impact of human resource management practices on innovative ability of employees moderated by organizational Culture | International Journal of Organizational Leadership | Human Resource Management, Innovative Ability, Organizational Culture |
( ) | Examining talent management using CG as proxy measure: A case study of State Bank of India | Corporate Governance (Bingley) | Banking; Boardroom Performance; Business Performance; Corporate Governance; India |
( ) | Banking on talent (talent management) | Development And Learning in Organizations | Career development, Employee development, High flyers, Succession planning |
( ) | Talent management practices in service sector: Evidences from literature review | International Journal of Pharmaceutical Research | Compensation Management, Competency Development, Employee Engagement, Human Capital, Talent Evaluation |
( ) | The relationship between talent management and talented employees’ performance: Empirical investigation in the Vietnamese banking sector | Management Science Letters | Banking Sector, Talent Management, Talented Employees’ Performance, Vietnam |
( ) | Talent conceptualization and talent management approaches in the Vietnamese Banking Sector | Journal of Asian Finance, Economics and Business | Banking Sector, Talent, Talent Conceptualization, Talent Management, Vietnam |
( ) | The estimation and the fulfillment scenarios of human resources of sharia banking in Indonesia | Journal of Islamic Economics, Banking and Finance | Employee Engagement, Human Capital, Human Resource Management, Management Development, Performance Management |
( ) | Impact of frontline service employees’ acculturation behaviors on customer satisfaction and commitment in intercultural service encounters | Journal of Service Theory and Practice | Acculturation, Assimilation, Frontline Employees, Integration, Intercultural Service Encounters, Marginalization, Separation |
( ) | Talent management: managerial sense making in the wake of Omanization | International Journal of Human Resource Management | Institutional logics, Localization, Oman, Sense Making, Talent Management |
( ) | When “Stars” Migrate, Do They Still Perform Like Stars? | MIT Sloan Management Review | Leadership, Talent Management, Employee Performance, Sports, Team Building, Team Dynamics |
( ) | Mediator analysis of passion for work in Indian millennials Relationship between protean career attitude and proactive work behavior | Career Development International | Behavior, Motivation (psychology), Employee behavior, Attitudes, Career development, Individual behavior |
( ) | The influence of visionary leadership, talent management, employee engagement, and employee motivation to job satisfaction and its implications for employee performance all divisions of bank bjb head office | International Journal of Scientific and Technology Research | Employee Engagement, Employee Performance, Job Satisfaction, SEM, Talent Management, Visionary Leadership, Work Motivation |
( ) | Bank stems the loss of employees returning from abroad: Talent-management system helps to keep people loyal | Human Resource Management International Digest | Banks, Multinationals, Repatriation, Retention, Talent Management |
( ) | Leadership humility and managing a multicultural workforce | South Asian Journal of Business Studies | Leadership, Organizational culture, Organizational identity, Organizational ambidexterity, South Asia |
( ) | The effect of talent management on innovation: Evidence from Jordanian banks | Management Science Letters | Banking Industry, Innovations; Jordan, Talent Management |
( ) | Talent management and succession planning on talent engagement at Islamic banks: The Malaysian bankers’ perspectives | International Journal of Economic Research | Islamic banking, Succession planning, Talent engagement, Talent management |
( ) | Talent development and retention from the bankers’ perspectives: A study at Islamic Banks in Malaysia | Journal of Social Sciences Research | Islamic banks, Talent development, Talent management, Talent retention |
( ) | Relationship of talent management and organizational creativity in Maskan bank of Hamedan | Middle East Journal of Scientific Research | Hamedan, Maskan bank, Organizational Creativity, Talent management |
( ) | Benchmarking HRM practices among banking sectors in Chennai | International Journal of Economic Research | Benchmarking, Human resource, Recruitment, Talent Management, Training |
( ) | Talent retention and job performance: The mediating role of perceived organizational support | Journal of Critical Reviews | Motivation, Talent Attraction. Talent Management, Talent Retention, Training |
( ) | Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management | International Journal of Organizational Analysis | Banking, Employer Branding, Human Resource Management, Mauritius, Organisational Attractiveness, Talent Management |
( ) | Coaching in the context of talent management: An ambivalent practice | International Journal of Evidence Based Coaching and Mentoring | Banking Sector, Coaching, Ethics, Social Exchange Theory, Talent Management |
( ) | Talent management and employee outcomes: A psychological contract fulfilment perspective | Public Organization Review | Affective Commitment, Ghana, OrganisationalCitizenship Behaviours, Psychological-Contract Fulfilment, Talent Management |
( ) | Talent management and talented employees’ attitudes: mediating role of perceived organisational support | International Review of Administrative Sciences | Banking Sector, Commitment, Perceived Organisational Support, Quit Intention, Satisfaction, Talent Management |
( ) | Unlocking the “black box” in the talent management employee performance relationship Evidence from Ghana | Management Research Review | Banking Sector, Ghana, Organizational Citizenship Behaviours, Person- Organization Fit, Satisfaction, Talent Management |
( ) | Testing the mediation effect of person-organisation fit on the relationship between talent management and talented employees’ attitudes | International Journal of Manpower | Banking Sector, Ghana, Organizational Citizenship Behaviours, Person- Organization Fit; Satisfaction, Talent Management |
( ) | BCA’s employer branding— The challenge ahead | Emerald Emerging Markets Case Studies 2016 | Banks/banking, Human Resource Management, Recruitment, Strategy |
( ) | How do MNCs translate corporate talent management strategies into their subsidiaries? Evidence from MNCs in Thailand | Review of International Business and Strategy | Institutional Structures, Liability of Origin, MNCs From Developed Economies, MNCs From Emerging Economies, Qualitative research, Skill Shortage, Talent Management |
( ) | Impact of talent management practices on financial performance: evidence from GCC banking sector | Middle East Journal of Management | Banking, Talent Management, Competence Training, Development, Financial Performance |
( ) | A Thai banking industry organisational performance analysis | Journal for Global Business Advancement | AEC, ASEAN, Association Of Southeast Asian Nations, Association Of Southeast Nations Economic Community, Banking Industry, CFA, Confirmatory Factor Analysis, SEM, Service Quality, Structural Equation Modelling, Talent Management, Technological Innovation, Thailand |
( ) | Winning the race for talent in emerging markets | Harvard Business Review | N/A |
( ) | Predicting staff retention from employee motivation and job satisfaction | Journal of Psychology In Africa | Employee Motivation, Employee Retention, Foreign Exchange, Job Satisfaction |
( ) | Talent mapping: a strategic approach toward digitalization initiatives in the banking and financial technology (FinTech) industry in Indonesia | Journal of Science and Technology Policy Management | Banking Industry, Digitalization, FinTech, Human Resource Management, Industry 4.0, Talent mapping |
( ) | Practical application of exclusive and inclusive talent management strategy in companies | Business Management and Education | Talent, Talent Management, Human Resource Management, Exclusive Talent Management Strategy, Inclusive talent Management Strategy, Organisation |
( ) | Talent management in government organizations: identification of challenges and ranking the solutions to address them | International Journal of Productivity and Performance Management | Government organization, MCDM, Talent, Talent management |
( ) | Talent Management: An Empirical Analysis of Its Antecedents and Consequences Applying Structural Equation Modeling | Purushartha | Creative leadership, Spiritual Development, Talent management, Vision |
( ) | Work motivation measurements among financial sector employees consisting in the manager reserve and talent development programs | Organizatsion-naya Psikologiya | Work Motivation, Motivation, Talent Pool, Talent Management, Motivational Task, Motivational Map |
( ) | Using talent strategy as a hedging strategy to manage banking talent risks in Malaysia | International Business Management | Banking talent risks, Business Strategy, Global banking, Malaysia, Talent strategy |
( ) | The conceptualization of talent and talent management within the banking sector in Southern Vietnam | IBIMA Business Review | Banking Sector, Talent Management, Vietnam |
( ) | Driving employee performance through talent management | International Journal of Environment, Workplace and Employment | Employee performance, Private Sector Banks, Public, Talent Management Practices |
( ) | To relocate internationally or not to relocate internationally: a Taiwanese case study | Journal of Global Mobility–The Home of Expatriate Management Research | Expatriates, International assignments, Perceived Organizational Support For International Assignment, Perceived Value Of The International Assignment By The Organization, Perceived Value Of The International Assignment To One’s Career |
( ) | Promoting human capital through talent management practices: Contextual role of psychological contracts | Kasetsart Journal of Social Sciences | Human Capital, Psychological Contracts, Skill Enhancement Practices, Talent Management |
Industry | Number of Studies | Percentage of Studies |
---|---|---|
Banking sector | 7 | 28% |
Banking | 5 | 20% |
Banking industry | 3 | 13% |
Islamic banking | 2 | 8% |
Banks | 1 | 4% |
Commercial banks | 1 | 4% |
Global banking | 1 | 4% |
Jordan banking sector | 1 | 4% |
Maskan bank | 1 | 4% |
Fin Tech | 1 | 4% |
Industry 4.0 | 1 | 4% |
Private sector banks | 1 | 4% |
Total | 25 | 100% |
Frequency of Keywords | Frequency of Keywords | ||||
---|---|---|---|---|---|
Keywords | Percentage | Keywords | Percentage | ||
1. Talent Management | 29 | 13% | 13. Work Motivation | 2 | 0.9% |
2. Banking Sector | 20 | 9% | 14. Islamic banking | 2 | 0.9% |
3. Human Resource Management | 6 | 3% | 15. Job satisfaction | 2 | 0.9% |
4. Employee Engagement | 3 | 1.4% | 16. Jordan | 2 | 0.9% |
5. Employee Performance | 3 | 1.4% | 17. Leadership | 2 | 0.9% |
6. Vietnam | 3 | 1.4% | 18. MNCs from developed economies | 2 | 0.9% |
7. Talent | 3 | 1.4% | 19. Organizational Culture | 2 | 0.9% |
8. Motivation | 3 | 1.4% | 20. Recruitment | 2 | 0.9% |
9. Human Capital | 3 | 1.4% | 21. Satisfaction | 2 | 0.9% |
10. Career development | 2 | 0.9% | 22. Succession planning | 2 | 0.9% |
11. Employer Branding | 2 | 0.9% | 23. Talent retention | 2 | 0.9% |
12. Ghana | 2 | 0.9% | 24. Training | 2 | 0.9% |
25. Others | 117 | 53% | |||
The total frequency of keywords | 220 | 100% |
Categories Related to the Concepts | Number of Studies | Percentage |
---|---|---|
Talent Management | 31 | 66% |
HRM | 8 | 17% |
Other | 8 | 17% |
Total amounts of papers | 47 | 100% |
Subject | Suggestions for Future Studies |
---|---|
Organizational development | Execution of a corporate renewal program ( ) Knowledge hiding in organizations ( ) The effect of talent management on innovation ( ) Relationship of talent management and organizational creativity ( ) Improving our understanding of the mechanisms responsible for the relationship between TM and employee outcomes is important ( ) Maintaining a corporate culture when applying talent management ( ) How do multinational corporations (MNCs) manage talented employees in other emerging economies ( ) The effects of talent management ( ) Mapping talent in the banking and FinTech industries ( ) Promoting human capital through talent management practices ( ) |
Performance | The effect of talent management on customer satisfaction ( ) Systematic management of human capital ( ) When ‘stars’ migrate, do they still perform like stars? ( ) The relationship between protean career attitude (PCA) and proactive work behaviors (PWB) ( ) The mechanism through which talent management affects talented employees’ attitudes ( ) Investigate the relationship between talent management (TM) practices and talented employees’ performance ( ) The impact of talent management practices on financial performance ( ) Practical application of exclusive and inclusive talent management ( ) Work motivation measurements ( ) Driving employee performance through talent management ( ) |
Motivation | The relationship between talent management (TM) practices and talented employees’ performance ( ) Talent-management system supports employee retention ( ) The effect leadership styles has on the workplace culture ( ) The relationship between talent development and talent retention ( ) How does organizational support mediate the impact of talent retention ( ) coaching in the context of talent management ( ) The impact job satisfaction and employee motivation has on retention ( ) How can organizations effectively increase employees’ willingness to relocate internationally ( ) |
Strategy | The practice and impact of employer branding on talent management ( ) The lack of subordination, business ethics etc. In talent management ( ) Is talent management and Shariah a good fit? ( ) Talent management as a tool to localize ( ) Talent management and succession planning ( ) Benchmarking as a tool for improved talent management ( ) Employer branding for service organizations’ image and attraction as an employer ( ) The effect of person-organization fit in talent management ( ) Adjusting talent management strategies from home market to new markets ( ) Talent management in government organizations ( ) Talent strategy as a hedging strategy to manage banking talent risks ( ) |
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Theodorsson, U.; Gudlaugsson, T.; Gudmundsdottir, S. Talent Management in the Banking Sector: A Systematic Literature Review. Adm. Sci. 2022 , 12 , 61. https://doi.org/10.3390/admsci12020061
Theodorsson U, Gudlaugsson T, Gudmundsdottir S. Talent Management in the Banking Sector: A Systematic Literature Review. Administrative Sciences . 2022; 12(2):61. https://doi.org/10.3390/admsci12020061
Theodorsson, Unnar, Thorhallur Gudlaugsson, and Svala Gudmundsdottir. 2022. "Talent Management in the Banking Sector: A Systematic Literature Review" Administrative Sciences 12, no. 2: 61. https://doi.org/10.3390/admsci12020061
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Mehta, Esha. "Literature Review on HR Practice in Banking Sector." International Research Journal of Engineering, IT and Scientific Research , vol. 2, no. 7, 31 Jul. 2016, pp. 115-124.
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Presently the competition was going on sky high in the banking industry. Merely tough competitors can persist under these prompt changes. Every single bank wished to face this situation and emerge as victorious, but it was not as easy as one could imagine. But this could be possible somewhat if a desire to work all together for transformation was made. Fast moving and complex world of new techniques &skills had forced banks to consider it and to adjust themselves to the changing banking environment. There was a requirement to advance competencies i.e. skill, knowledge, and approach among the bank employees to make them more appropriate to the altering circumstances. Since every human being had the potential to do remarkable things and to support him to understand, develop and utilize his/her potential, the bank should provide the knowledge and emerging climate as well as prospects. And this was possible only if efficient and effective Human Resource Practices, which would maximize value and minimize cost within the organization should be applied.
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European Journal of Training and Development
ISSN : 2046-9012
Article publication date: 7 May 2019
Issue publication date: 7 May 2019
The purpose of this paper is to examine the mediating role of employee competencies in the relationship between human resource development (HRD) practices and organizational effectiveness.
Design/methodology/approach
An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 550 employees of the selected banks. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis.
The results indicate that some HRD practices impact organizational effectiveness through their influence on employee competencies. The study further revealed that employee competencies mediate the relationship between HRD practices and organizational effectiveness.
Research limitations/implications
The research was undertaken in the banking industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors.
Practical implications
The findings of the study will help policymakers and management of banks in espousing suitable and well-articulated HRD practices to harness the competencies of employees and inordinately enhance organizational effectiveness.
Originality/value
This study extends the literature by empirically adducing evidence that employee competencies mediated the relationship between HRD practices and organizational effectiveness of the banking industry in Ghana.
- Banking industry
- Financial institutions
- Organizational effectiveness
- HRD practices
- Employee competencies
Acknowledgements
Retraction notice : The publishers of European Journal of Training and Development , wish to retract the article “Human resource development (HRD) practices and banking industry effectiveness: The mediating role of employee competencies” by Frank Nana Kweku Otoo, which appeared in Vol. 43 No. 3/4, pp. 250-271. It has come to our attention that a large proportion of this article is copied, without attribution, from several earlier articles. These articles are as follows:
• Otoo, F., Otoo, E., Abledu, G. and Bhardwaj, A. (2019), “Impact of human resource development (HRD) practices on pharmaceutical industry’s performance: the mediating role of employee performance”, European Journal of Training and Development , Vol. 43 No. 1/2, pp. 188-210. https://doi.org/10.1108/EJTD-09-2018-0096.
• Otoo, F. and Mishra, M. (2018), “Influence of human resource development (HRD) practices on hotel industry’s performance: the role of employee competencies”, European Journal of Training and Development , Vol. 42 No. 7/8, pp. 435-454. https://doi.org/10.1108/EJTD-12-2017-0113.
• Otoo, F. and Mishra, M. (2018), “Measuring the impact of human resource development (HRD) practices on employee performance in small and medium scale enterprises”, European Journal of Training and Development , Vol. 42 No. 7/8, pp. 517-534, https://doi.org/10.1108/EJTD-07-2017-0061.
• Potnuru, R. and Sahoo, C. (2016), “HRD interventions, employee competencies and organizational effectiveness: an empirical study”, European Journal of Training and Development , Vol. 40 No. 5, pp. 345-365. https://doi.org/10.1108/EJTD-02-2016-0008.
The European Journal of Training and Development submission guidelines make it clear that articles must be original and must not infringe any existing copyright. The publishers of the journal sincerely apologize to the readers and the original authors of the above mentioned articles.
Otoo, F.N.K. (2019), "Human resource development (HRD) practices and banking industry effectiveness: The mediating role of employee competencies", European Journal of Training and Development , Vol. 43 No. 3/4, pp. 250-271. https://doi.org/10.1108/EJTD-07-2018-0068
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High-performance human resource practices in Indian banks: an examination from the institutional perspective
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This paper aims to examine the effectiveness of high-performance human resource practices in the banking industry of India from the institutional perspective. A validated instrument has been used for collecting data from the banking industry of India. Data reliability and validity have established through factor analysis, Cronbach’s alpha and correlation analysis. AMOS structural equation modelling has been used to check the model fit and conduct path analysis for the proposed hypotheses. The result proved that institutional perspective-based HR practices such as extensive training, clear job description, incentive rewards and participation and teamwork have a significant positive effect on the performance of the banking industry in India. The research is unique in its attempt to understand the role of institutional perspective-based HR practices in enhancing the performance of the banking industry in India.
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Ashutosh Muduli
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Birla School of Management, Birla Global University, Bhubaneswar, Odisha, India
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Muduli, A., Verma, S., Choudhary, A. et al. High-performance human resource practices in Indian banks: an examination from the institutional perspective. J Financ Serv Mark 29 , 186–198 (2024). https://doi.org/10.1057/s41264-022-00193-6
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HR PRACTICES IN PRIVATE SECTOR BANKS – AN EMPIRICAL EVIDENCE
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research journal for resurrection in intellectual disciplines.
SUPRIYA B A L A S A H E B GAIKWAD
In current era of highly volatile business environment organizations are facing emerging challenges in form of acquisition and optimization of human resource. Being valuable and scarce capabilities, human resources are considered as a source of sustainable competitive advantage. The success of an organization depends upon several factors but the most crucial factor that affects the organization performance is its employee. HR plays an integral role in achieving an innovative and high-quality product/ service. If the employees of an organization are satisfied with their jobs, the organization can achieve its goals very straightforwardly. This research explores the human resource management practices in public and private sector banks in kankavli city, as well as the multi various functions of human resource management (HRM) And study motivational factors influencing the employees, and employee satisfaction level of public and private sector banks in Kankavli city. The literature study was conducted to explore the extent of human resource management (HRM) practices usually practiced by five prominent commercial Banks of india. The research is conducted in order to examine the issues involved in employee selection and recruitment, Training & Development programs, performance appraisal and promotion, rewards and compensation, occupational health safety security,and employee relationship indicators to measure employee level of satisfaction levels of job satisfactions.
Journal ijmr.net.in(UGC Approved)
In current business era of highly fluctuating business environment banks are facing challenge like satisfaction of customers and managing human resource. The success of banks depends on effective utilization of human resource and adoption of proper HR practices and policies in the organization. The present study is made to understand the current HR practices and policies adopted by Indian commercial banks between private and public banks using secondary data. In this study it is observed that Indian Commercial Banks are rushing to implement the talent ideas, but most of the banks are facing the challenges like adoption of new technology skill building intellectual capital formation, emerging compulsion of new prudential norms and bench marking. It is shown that HRM policies in the banks are very important to motivate employee and retain employee. The most HRM practices adopted by its banks are good recruitment and relation process good compensation policy, good training and development policies, career development plans, talent management programme and performance management. Bank has emerged as knowledge based industry giving placements to workforce. Human Resource Management is always been to prominent resource in the organizations nowadays.This is happening because human resource policies directly influence the satisfaction or dissatisfaction of customers’ needs by and large
muntaser almaamari
This article enlightened the banking activity which thrives on the strength of people power. People are the direct factors of productivity of its services and people are its sole consumers. The literature study was conducted to explore the extent of human resource management (HRM) practices usually practiced by five prominent commercial Banks of India. The literature review were done in order to examine the issues involved in employee selection and recruitment, Training & Development, salaries and wages, job analysis methods, performance appraisal, employee participation, indicators to measure their levels of job satisfactions. With nationalization, banks ceased to be funding agencies only for industrial sector and became a vivacious instrument of social change more statistical data are available in support of the preposition that there is a phenomenal. Being human resources are considered as a source of sustainable competitive advantage. The success of an organization depends upon several factors but the most crucial factor that affects the organization performance is its employee.
IJIRT Journal
Successful organizations are increasingly realizing that there are number of factors that contribute towards performance, but human resource is that important factor without which other factors are negligible. Human Resource is base for every organization because in absence of manpower an organization cannot run. As banks are based on the performance of their employees and their performance is linked with the human resource practices provided by their banks for their growth and development in this sector. So it is necessary for every bank to provide them better practices so that banks can stand in this competitive environment. Because banking by far is the most dominant segment of the financial system and play a pivotal role in the development of a sound economy all sorts of financial transaction are carried out by the banks and their major function is to attract deposits from public and then circulate it among the public for the purpose of lending and investing programs from millions of people government and business organizations. In the present scenario, the Indian banking industry needs efficient and low cost HR Practices to make banking system stronger. The success of today's Banking business will mainly depend on the human resource of the organization in which it plays a crucial role in providing the service needed. It is very important that the detail of human resource is discussed along with the employees to build their own career planning perception and development.
International Journal of Advance Research in Computer Science and Management Studies [IJARCSMS] ijarcsms.com
Dr Malla jogarao
This study aims at exploring the impact of HR practices on job satisfaction in the context of Private sector banking employees in Visakhapatnam city. A total of 85 respondents from different private sector Banks were collected and analyzed. It was found that HR practices have significant association with job satisfaction. In addition other practices like Training, Performance Appraisal, Team Work and Compensation were found to have positive impact on job satisfaction. On the other hand Employee Participation has no significant impact on job satisfaction.
JAMR Publication
This research paper portrays the relationship between human resource management practices in Public (SBI) and Private Sector banks (ICICI) and their outcomes in Nellore District. Human Resource Management Practices are vast. But this study covers parameters namely Recruitment and Selection, Performance Appraisal, Training and Development, Compensation, Employee Retention, Promotions & Transfers, Career Planning & Turnover Intention of the employees of all branches of both SBI and ICICI banks. This study covers the analysis by using Correlations.
International Journal of Research in Management & Social Science
Dr. P Vijaya Lakshmi Associate Professor(MBA)
Effective management of human resources play a vital role in sound management of banks as human resource management is a central sub system of modern management system. Management of human resources, adaptation to any kind of change and effective functioning of banks are possible only when human resources are developed. Thus, HRD facilitated for all round development of banks in addition to allowing them to be dynamic and responsive to the environmental changes. The study on Human Resource Management practices in Banks, under present economic scenario in the country is essential to understand bank’s present HRM philosophy, practice and outcome with a view to offer suggestions for formulation of right philosophy and practice of HRM in Banks. The present study has been undertaken in view of the absence of systematic studied on the subject. Nationalization has changed the complexion and dimensions of banking services in India. It helped to hasten the pace of geographical and functional diversification. The new dimensions have placed the varying responsibilities on the shoulders of banks such as expansion of branch offices to unbanked and remote rural areas on a massive scale so as to cover small scale sector, cottage and rural industries, self-employed persons, artisans, weaker sections of the society, small traders and other persons of small means. The study covers all the important areas of human resource development in banks. These areas include conceptual clarification about human resource management in banks, essentials of HRM practices, sub-system of human resource management like performance appraisal, training, management development, career planning and development, organization development, participative management, quality circles etc. These primary areas of human resources practices will be studied thoroughly to the maximum extent through the means of discussion, interviews, reports, accounts, observations etc.
vinita shinde
This article enlightened the banking activity which thrives on the strength of people power ". People are the direct factors of productivity of its services and people are its sole consumers ". Banking was a thriving industry in ancient India. Initially, the industrial houses pioneered banks with a view to generating funds for productive activities and at the same time offered considerable security, liquidity and fair returns to the depositors. In a way, banking continued to be a traditional industry till 1969. When major banks were taken over by the Government of India. With nationalization, banks ceased to be funding agencies only for industrial sector and became a vivacious instrument of social change more statistical data are available in support of the preposition that there is a phenomenal growth of banking industry.
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A Review of Literature on HRM Practices in Indian Banking Industry
- P. Ramakrishna , Dr. K Srinivasa Rao
- Published 1 April 2017
- Business, Economics
- Imperial journal of interdisciplinary research
One Citation
Understanding organizational structure and hrm practices in banking sector, 40 references, human resource management in the indian public and private sectors: an empirical comparison, a study of hrm and employees performance in banking sector in india, determinants of hrm policies and practices in india: an empirical study, an empirical assessment of training effectiveness in indian banks, occupational stress and job satisfaction among working women in banks, strategic role of skill development in leveraging employee engagement for competitive advantage in public sector banks - a study on canara bank, india, an empirical analysis of managerial and non-managerial hrd climate perceptions in sbi and kvb through internal and external comparison: a case study conducted in andhra pradesh, a study of hrm practices and its impact on employees job satisfaction in private sector banks: a case study of hdfc bank, talent management practices in select organizations in india, employee perceptions of job satisfaction: comparative study on indian banks, related papers.
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90. Literature Review on HR Practice in Banking Secto r. Esha Mehta . Article history: Abstract. Received May 9 th, 2016. Revised June 2 nd, 2016. Approved J une 30th, 2016. Presently the ...
3.1 Human Resource in Banking Industry The banking industry is the backbone for the growth of any economy. The banking industry is an important component of the financial sector for the proper management of financial resources across the globe (Ahmad Ashfaq et al 2010). It is reckoned as a hub and barometer of the financial system in a country.
This paper conducts a systematic literature review and relates to how talent management (TM) and recruitment strategies are applied in the financial sector, and specifically in the banking sector. The goals of this paper are to provide a comprehensive analysis of TM research in the financial sector, identify and debate major research topics, and suggest future research possibilities. The study ...
Literature Review on HR Practice in Banking Sector. Esha Mehta. Published 1 July 2016. Business, Economics. International Research Journal of Engineering, IT and Scientific Research. Presently the competition was going on sky high in the banking industry. Merely tough competitors can persist under these prompt changes.
The line managers' implement HR functions and in doing so they also influence their team and generate response from them. On the basis of extensive review a conceptual model has been proposed to understand the impact of interpersonal trust as a mediating variable on reallocation of HR functions and HR effectiveness.
Presently the competition was going on sky high in the banking industry. Merely tough competitors can persist under these prompt changes. ... "Literature Review on HR Practice in Banking Sector." International Research Journal of Engineering, IT and Scientific Research, vol. 2, no. 7, 31 Jul. 2016, pp. 115-124. Download citation file: RIS ...
The study further revealed that employee competencies mediate the relationship between HRD practices and organizational effectiveness.,The research was undertaken in the banking industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors.,The findings of the study will help policymakers ...
The performance of an emerging economy like India largely depends on the banking industry. Increasing deregulation, frequent disinvestment of public sector banks (PSBs) and more private and multinational players have enhanced competition in the Indian banking sector (Pramani and Iyer 2022).Many research studies have recently reported the concern for high performance in Indian banks (Ali et al ...
to comprehend the effect of HRM Practices in banking sector. This study is based on both ... Human resources are considered the most valuable assets of an organization, but very few organizations are able to utilize this valuable asset. ... 2. Literature Review Pieninget al. (2013) assert that organizations adopt a range of human resource ...
The R2 of model is 23.86%, which means that HR practices can explain the 23.86% changes in the employee perceived performance in the banking sector of Pakistan. Adjusted R2 of the model is 22.19% and coefficient of correlation r is 48.84% in this study.
rewards and participation and teamwork have a signicant positive eect on the performance of the banking industry in India. The research is unique in its attempt to understand the role of institutional perspective-based HR practices in enhancing the performance of the banking industry in India.
The present study is to find out the Human Resource Practices in Indian banking industry. HR practices have been studied ... Literature Review Shrivastava and Rai (2012) analyzed the performance ...
The present study is an attempt to investigate the existing literature on hr practices of various Indian banks and to provide some suggestions. It was discovered that hr practices of private sector banks are slightly better than the other banks. Key Words: HR Practices, Private & Public sector Banks, Banking Industry, Human Resource. INTRODUCTION:
This document discusses conducting a literature review on HR practices in the banking sector. It notes that a literature review is crucial for understanding the current landscape in a research topic. The process involves extensive research and critical analysis of various sources to identify relevant literature and synthesize findings. However, navigating a vast amount of literature and ...
The included HR practices are also among the most frequently studied HR practices in the SHRM literature (Boselie et al., Citation 2005). Second, studies had to refer to a traceable, existing scale measuring employee perceptions of HR practices, or had to include the full measurement scale, in order to be able to directly evaluate in detail the ...
III. Review of Literature Ms Yuvika Singh, Dr Shart Sood (2017) in their research paper on HR practices in Indian banking sector tried to focus on whether the introduction of innovative HR practices leads to favourable or unfavourable outcomes among the employees in the banking sector. The employee sourcing and human resource development
performance of the banking sector relies on the banks' productive and successful human capital [3]. The level of operation and consumer loyalty will be improved by the banking staff's attitude and hospitality. During the last three decades, this field has experienced a metaphorical transition in terms of the activities in human resources ...
Indian banking sector comprises of private sector banks, public sector banks, cooperative banks, foreign owned banks and regional rural banks. The present study is an attempt to investigate the existing literature on hr practices of various Indian banks and to provide some suggestions. It was discovered that hr practices of private sector banks ...
In this connection, the author has made an attempt to verify the HR-practices among the Private Sector Banks situated in Cuddalore District of Tamil Nadu. The result of the study has been discussed in this article. KEY WORDS: Indian industry, HR practices. Introduction Indian banking is the lifeline of the nation and its people.
sector, the aim of this study is to examine HRM Practices followed by public & private sector banks & to provide some suggestions on the basis of literature review. 2.
DOI: 10.9790/487X-2307020107 www.iosrjournals.org 1 | Page. Human Resource M anagement Practic es in Bank ing Sector of. Bangladesh: A Critical Review. Shimul Ray 1 Sraboni Bagchi 2 Md. Shahbub ...
In this context, an attempt is made in this research paper to review the existing literature on the HRM practices of various Indian banks. Earlier research studies at the national level and various state-level research studies have been examined to understand the HRM practices of the Indian banking industry. It was found that the HRM practices ...
To understand the Practices used in human resources by the Indian banking industry. To review, analyse, and provides suggestions for bettering human resource practises. REVIEW OF LITERATURE