Study about Customer Oriented Empirical Evidence from State Bank of India
Abstract: In the modern customer centric competitive arena, satisfaction and quality prove to be key factors reciprocally interrelated in a causal, cyclical relationship. The higher the service quality, the more satisfied are the customers. With the current change in the functional orientation of banks, the main driver of banks success and survival is fulfilling customer needs and expectations. Thus, customer satisfaction is quite a complex issue. The paper is an attempt to examine empirically services rendered by State Bank of India in Garo Hills of Meghalaya. A sample of 100 customers was selected for the purpose of the study.
Introduction: The banking industry is facing a rapidly changing market, new technologies, economic uncertainties, fierce competition and more demanding customers and the changing climate which lead to an unprecedented set of challenges. The banking is a customer oriented service industry. There has been a radical shift in the market power from banks to their customers. The effectiveness and efficiency became the buzzword of the success of banking operation and proper functioning particularly in respect of providing services to the customers. Service is an invisible thing which is indispensable from the person who extends it. An efficient or effective service is one which is extended appropriately by identifying and understanding the needs of the individual customer from time to time. Keep reading…
A Case Study about Acceptability of E-Banking among Bank Employees: Haryana
Abstract: It has been well recognized that the contribution of technology in the field of business, health, and of course banking are growing day by day. There are several major challenges and issues faced in the growth of e-banking. In the present study an attempt has been made to find out the acceptance of e-banking among bank employees. For this a survey was conducted with the help of close ended questionnaire contains a number of questions. Data is gathered from different places of Haryana. It has been observed in the findings that contextual and demographic variables influence the acceptance of e-banking among bank employees. Employees of urban area are feeling more confident than their rural counterpart in accepting the new technology; further young employees reveal more openness to change and more familiar with the technology.
E-banking, has gained wide acceptance internationally as a medium of delivery of banking services. Banks in India have been leveraging technology to improve their products, services and efficiency comparable with world-class standards. Due to advent of technology customers can now enjoy anywhere/anytime banking. E-banking technology represents a variety of different services ranging from common Automatic Teller Machine (ATM) services and direct deposit to automatic bill payment, electronic transfer of funds and computer banking (PC banking) (Kolodinsky et. al., 2004). keep reading..
A Study about Career Development and Staff Motivation in the Banking Industry: Bank of Uganda
Abstract:~ Lack of career advancement after training in Bank of Uganda is an area of great interest and concern. The lack of career advancement affects motivation and performance. However, how training influences motivation is not well researched in BoU.The objectives of this study were to assess career advancement after training, identify constraints to career advancement, assess the level of motivation among trained personnel, establish strategies to minimize constraints to career advancement and assess the effect of career advancement on motivation.
Background:~ Career development and staff motivation are key strategic considerations for all organizations regardless of size, sector, market or profile. The development of the capacity and capability of the organization‟s managers has a fundamental impact on efficiency, effectiveness, morale and profitability of an organization. High performing organizations increasingly pay close attention to the validity of their recruitment practices and are becoming equally vigilant about developing their employees in order to ensure they achieve optimum performance both in the present and the future. This is confirmed by Mwenebirinda (1998) who acknowledges that employee performance can be enhanced by training that addresses identified weaknesses. Keep reading…
A Study about Employees of Agricultural Bank in Fars State: Organizational Reputation or Losing Organizational Power
Abstract:~ As a result of increasing world competition, the issue confronting every organization is to find methods of enhancing its own competitiveness. One of the most important competitive resources that a business can have is knowledge. This has been repetitively emphasized in the literature of knowledge management. One of the most significant aspects of knowledge management is knowledge sharing among the employees of an organization that plays a condign role in the process of knowledge management. The purpose of this research is studying of the effect of Reputation Enhancement and perceived Loss of Knowledge Power on components of reasoned actionmodel in order to study the behavior of knowledge sharing among employees of agricultural bank in Fars state (Iran).
Introduction:~ With the upcoming era of knowledge economy, knowledge and knowledge management has become vital to success in organizations. Knowledge is of paramount importance resources among others for organizations to attain their competitive advantages (Bruton et al., 2007). Knowledge is a company‟s most valuable resource because it involves intangible assets, routines, and creative processes that are hard to imitate and copy. What makes individuals share knowledge effectively with others in organizations is a main question. Knowledge sharing requires the transfer of knowledge from one person, or group to another. Organizational knowledge sharing joints employees with external knowledge sources (Garvin, 1993). Read more onOrganizational Reputation
After implementing the Allegiance Engage solution, Zions Bank noticed an upswing in employee complaints submitted through the Allegiance system. Monthly Employee Pulse surveys revealed that satisfaction with employee benefits consistently ranked below average. Employee Voice also flagged a relationship between tenure and satisfaction. Armed with the data from Employee Voice and Employee Pulse, as well as other sources, Zions Bank restructured aspects of their employee benefits packages to improve morale and reduce turnover. After launching the new initiatives, Employee satisfaction scores quickly improved.
Zions First National Bank, a subsidiary of Zions Bancorporation, manages more than $15 billion in assets and employs more than 2,300 people at 135 full-service branches and 185 ATMs throughout Utah and Idaho. Zions offers a comprehensive array of investment, mortgage, and insurance services, as well as a network of loan origination offices for small businesses nationwide. Read more…
Introduction: The Asian Development Bank (ADB) is a multilateral financial institution owned by 63 members, 44 from Asia and the Pacific region and 19 from other parts of the world. Established in 1966, ADB’s overarching goal is to reduce poverty in the Asia and Pacific. The two largest shareholders of ADB are Japan and USA, each accounting for about sixteen percent of the total subscribed capital. To achieve the goal of reducing poverty in member countries, ADB supports activities in its developing member countries (DMCs) to promote pro-poor economic growth, inclusive social development and good governance. Under its Long-term Strategic Framework (2001-2005), ADB takes into account in its activities three crosscutting themes: private sector development, regional cooperation and environmental sustainability.
Since its establishment, ADB has maintained its role as a catalyst in promoting the development of the most populous regions of the world. ADB usually extends its loans and equity investments to the developing member countries (DMCs) for their socio-economic upliftment. It also provides technical assistance for planning and executive development projects and programmes and for advisory services. ADB also works for the promotion and facilitation of public and private capital for development. Thus, ADB bears distinguishing features of its “Asia-ness”. About 60 percent of its staffs and share capital come from Asia. It’s Headquarters is located in the Philippines, one of the emerging economies of Asia. Keep reading…
A Study about Effectiveness of DFID’s Engagement with the Asian Development Bank
Executive Summary: This review considers the effectiveness of DFID’s engagement with the Asian Development Bank (ADB) and its influence on the Bank’s activities. ADB is one of several multilateral banks that DFID works with to reduce poverty. ADB’s core skills are in delivering large-scale infrastructure projects in middle-income countries, complementing DFID’s focus on the poorest through governance, growth, health and education.
Overview: As a shareholder, the UK has a positive influence on ADB’s strategy, policy and internal reform – these are yet to result, however, in ADB achieving its own impact targets. Through the replenishment of the ADF, DFID has promoted a continuing focus on inclusive growth, gender, climate change and operational effectiveness. In order to improve ADB’s delivery of outcomes, DFID needs to influence the Bank to improve project management and real-time monitoring. Keep reading….
A Case Study about Asian Development Bank: Involuntary Resettlement Safeguards
Introduction: The case studies presented in this report were conducted in preparation of the special evaluation study (SES) of the Asian Development Bank’s (ADB) 1995 Policy on Involuntary Resettlement (IR). This SES was conducted by the Operations Evaluation Department (OED) upon the request of the Development Effectiveness Committee (DEC) of ADB’s Board of Directors. The evaluation of the IR Policy was carried out within a limited time frame so that it could contribute to the scheduled review process leading to the update of ADB’s safeguard policies in 2008. It was completed September 2006.
The evaluation of the IR policy sought to (i) provide an overview of the scale and nature of IR in ADB operations; (ii) examine the extent of application of the IR policy; (iii) review trends; (iv) make pertinent comparisons with other systems; and (v) provide OED’s assessment of the policy’s relevance, effectiveness, efficiency, and sustainability within the context of past experience, changing circumstances, and new demands. The SES looked into the level of compliance of projects with the IR policy; the policy’s probable impact on affected persons (APs) and on institutional development as well as into incremental costs and transaction costs for ADB and its clients. Keep reading…
A Case Study for Managing Diversity in the Netherlands: Rabobank
Abstract: Managing diversity is a relatively new domain within HRM. Theoretical debates around the issue have not matured yet. This case study examines in detail the diversity management practices of Rabobank, a major bank in the Netherlands, which has applied diversity concepts in its management practices. Through interviews with managers and employees of the bank we contrast theoretical premises on diversity management with praxis at Rabobank. Findings show that diversity management has been used primarily to attract ethnic customers to the bank, rather than to advance the quality of working life and career prospects of ethnic minority employees. The latter remain segregated in lower positions and not allowed openly to express their culture and religion.
Introduction: AA and EEO programmes have made organizations more diverse in terms of race, gender and national origin. They have also increased overall awareness and encouraged studies on issues such as discrimination, ethnic and racial diversity and the changing composition of the labour force. In the late twentieth and early twenty-ﬁrst centuries, a new demographic shift in Western societies is taking place: women, immigrants and people of colour are represented in higher proportions in the labour force (Bellard and Ru¨ling, 2001). Workforce diversity is a social and organizational certainty, continually reinforced by the internationalization of the economy. The reality of the changing composition of the labour force has led to a radical shift in the argument that the management of diversity is demanded because of injustices committed in the past; rather, it is demanded now because of changes in the global economy, the globalization of markets, worldwide mergers and alliances and ongoing demographic change. Keep reading…
The Southern Federal Credit Union (TSFCU) was formed in 1963 to help a group of Federal Aviation Administration employees secure more competitive financial services. Over the years, TSFCU has expanded its charter, growing to serve more than 22,000 members and more than 190 employee groups throughout the southern crescent metropolitan Atlanta, including the National Weather Service, Chick-Fil-A and the Southeastern region of the Federal Bureau of Prisons. Headquartered in Fayetteville, TSFCU operates full-service branches in six locations.
The Challenge: One of the first problems the team had uncovered was that nightly incremental backups were encroaching into the production environment. “Clearly we couldn’t do backups during the day – but managing the time-consuming effort starting at 8:00 p.m. each night became a huge problem, both at our headquarters and our branch offices,” recalls Gill. To alleviate the strain, the team was forced to back up only the most critical data on a regular basis. “Babysitting the backups became a dreaded job,” says Gill. “And restores exacerbated our problems. It was actually harder to pull a file off a tape than to make the tape in the first place. keep reading..