Relevant bibliographies by topics / Human resource management; Banking

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Human resource management; Banking'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Human resource management; Banking"

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Muslima, Anisa, Husnul Khotimah Sylvia, and Uswatun Hasanah. "PENGEMBANGAN KUALITAS DAN MANAJEMEN SUMBER DAYA MANUSIA PADA BANK SYARIAH." El-Arbah: Jurnal Ekonomi, Bisnis Dan Perbankan Syariah 3, no. 01 (April 4, 2019): 8–18. http://dx.doi.org/10.34005/elarbah.v3i01.829.

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Bank syariah di Indonesia terus mengalami pertumbuhan baik dari sisi aset, jumlah kantor, jumlah nasabah, dan pangsa Islamic banking in Indonesia continues to experience growth both in terms of assets, the account of offices, the account of costumers, and the market share of islamic banking that exceed 5%. The growth of islamic banking is not followed by adequate human resources both in quantity and quality. Human resources are still a difficult problem for islamic banking now. In the roadmap of islamic banking period 2015-2019 issued to make the Financial Service Authoritz to make human resource issues into things to be resolved. It takes a pattern of human resource management that can create qualified human resources for islamic banking. This paper is qualitative descriptive that will describe the growth of human resources in islamic banking, as well as the important role of Islamic human resource management for human resource in islamic banking. This paper shows the growth of humanresources in islamic banking in the period of December 2016 until Setember 2017 grew bz 2.368%, with the totalhuman resources of islamic banking today as much as 61,389 people. The pattern of Islamic human resource management becomes important for the availability of best quality of human resources in Islamic banking human resource management able to meet the human resource who understand the science of economics and science of Islamic human resource management covers the entire process of establishing human resource in islamic banking. One of the patterns of Islamic human resource management that is relevant to the current state of islamic banking is Calestial Management. It consist of ZIKR, PIKR and MIKR.pasar bank syariah yang telah melebihi 5%. Pertumbuhan bank syariah tidak diikuti dengan sumber daya manusia yang memadai baik secara kuantitas dan kualitas. Sumber daya manusia masih menjadi maslah yang sulit bagi bank syariah. Pada roadmap perbankan syariah 2015-2019 ang dikeluarkan menjadi Otoritas Jasa Keuangan (OJK) menjadi masalah sumber daya manusia menjadi hal yang harus diselesaikan. Dibutuhkan sebuah pola manajemen sumber daya manusia yang bisa menciptakan SDM yang berkualitas bagi bank syariah. Tulisan ini bersifat kualitatif deskriptif yang akan menguraikan pertumbuhan SDM di bank syariah, serta peran penting manajemen sumber daya manusia islam bagi SDM di bank syariah. Tulisan ini menunjukan adanya pertumbuhan SDM di bank syariah pada periode Desember 2016 sampai September 2017 mengalami pertumbuhan sebesar 2,368%, dengan total SDM bank syariah saat ini sebanyak 61.389 orang. Manajemen sumber daya manusia islami menjadi penting bagi tersedianya SDM bank syariah yang berkualitas baik. Manajemen sumber daya manusia islami mampu memenuhi SDM yang paham akan ilmu ekonomi dan ilmu syariah. Manajemen sumber daya manusia islam meliputi pembentukan SDM di bank syariah. Salah satu pola manajemen sumber daya manusia islam yang relevan dengan kondisi SDM bank syariah saat ini yaitu Calestial Management. Yang terdiri dari ZIKIR, PIKR, dan MIKR.
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Singh, Rajwinder. "Human Resource Management in the Indian Banking Sector." Journal of Human Resource and Sustainability Studies 01, no. 03 (2013): 21–28. http://dx.doi.org/10.4236/jhrss.2013.13004.

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Hiltrop, Jean M. "Human resource management in European banking: Challenges and responses." European Management Journal 9, no. 1 (March 1991): 36–42. http://dx.doi.org/10.1016/0263-2373(91)90048-u.

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Junita, Audia, Ferdinand D. Saragih, and Andreo Wahyudi Atmoko. "BANKING SERVICE ORIENTATION MODEL IN STRATEGIC HRM AND SYSTEM DYNAMICS PERSPECTIVE." Jurnal Manajemen dan Kewirausahaan 21, no. 1 (April 5, 2019): 9–20. http://dx.doi.org/10.9744/jmk.21.1.9-20.

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This paper seeks to explore a model of banking service orientation in strategic human resource management and system dynamic perspective, theoretically. As a scientific effort to develop a study of strategic human resource management. So far, the relationship between elements in strategic human resource management perspective as a system is only analyzed linearly. This article is the result of a literature study. An analysis is done narratively, to answer research problems. Research finding in the form of banking service-orientation model in strategic human resource management and system dynamic perspective, that illustrates the interaction between marketing differentiation strategy, commitment-based human resource system, service-oriented role behaviors to achieve banking performance.
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Figueiredo, Elisa, Leonor Pais, Samuel Monteiro, and Lisete Mónico. "Human resource management impact on knowledge management." Journal of Service Theory and Practice 26, no. 4 (July 11, 2016): 497–528. http://dx.doi.org/10.1108/jstp-12-2014-0269.

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Purpose – The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses. Findings – Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes. Practical implications – The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value – The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.
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Bartel, Ann P. "Human Resource Management and Organizational Performance: Evidence from Retail Banking." ILR Review 57, no. 2 (January 2004): 181–203. http://dx.doi.org/10.1177/001979390405700202.

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Bartel, Ann P. "Human Resource Management and Organizational Performance: Evidence from Retail Banking." Industrial and Labor Relations Review 57, no. 2 (January 2004): 181. http://dx.doi.org/10.2307/4126616.

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Al-Jedaiah, Mohamad Noor. "Gender Inequality and Human Resource Management (HRM) Practices in Jordanian Commercial Banks." International Journal of Human Resource Studies 10, no. 1 (March 4, 2020): 369. http://dx.doi.org/10.5296/ijhrs.v10i1.16178.

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This research aims at investigating the inequality practices against women in Jordanian commercial banking sector. To reach this objective, the research studied both HRP and inequalities faced women. The questionnaire was used as a tool to collect data. The HRP used as independent variable, while the inequalities resulted used as dependent variable. Simple random sample was selected of female bankers. The results showed that inequality practices existed in banking workplace. These inequalities resulted from both, the HRP and managers’ evaluation of women in baking sector. The results showed the inequality practices are source of minimizing women empowerment in banking sector.
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Gautam, Dhruba Kumar. "Sharing Human Resource Management Responsibility to Line Management for Organizational Performance: Results from Nepal." Banking Journal 3, no. 2 (September 4, 2013): 1–20. http://dx.doi.org/10.3126/bj.v3i2.8541.

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Arora, Mamta, and Arpita Kaul. "Green Human Resource Management: An Empirical Study of India." Visegrad Journal on Bioeconomy and Sustainable Development 9, no. 2 (November 1, 2020): 61–66. http://dx.doi.org/10.2478/vjbsd-2020-0012.

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Abstract Purpose: The broad over-arching goals of this work were to study the existing constituents of green human resource management (HRM), to understand the green HRM practices being followed by different companies in India (belonging to certain sectors) and to compare the different sectors in terms of adoption of green HRM. Methodology: A questionnaire was meticulously prepared by the authors to collect the data for this study and was sent to various Indian companies belonging to four sectors: IT/IT services, banking/finance, consultancy and engineering/technology. The questionnaire included a carefully selected collection of questions to gain rich insights into different aspects of green HRM implementation. Findings: most of the companies included in this study are following green HRM (though to varying extents). Green recruitment, green training and development & green safety and health management are the most prominent green HRM functions while green performance appraisal is the least popular green HRM function among these organizations. The IT/IT services sector is most actively using green HRM practices while the banking/finance sector is the most reluctant to adopt green HRM. Practical Implications: a rigorous structure for companies to implement green HRM is provided.
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Dissertations / Theses on the topic "Human resource management; Banking"

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Seidu, Yakubu. "Human resource management and organizational performance : evidence from the retail banking sector." Thesis, Aston University, 2012. http://publications.aston.ac.uk/16500/.

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Underpinned by the resource-based view (RBV), social exchange theory (SET), and a theory of intrinsic motivation (empowerment), I proposed and tested a multi-level model that simultaneously examines the intermediate linkages or mechanisms through which HPWS impact individual and organizational performance. First and underpinned by RBV, I examined at the unit level, collective human capital and competitive advantage as path-ways through which the use of HPWS influences – branch market performance. Second and-, underpinned by social exchange (perceived organizational support) and intrinsic motivation (psychological empowerment) theories, I examined cross and individual level mechanisms through which experienced HPWS may influence employee performance. I tested the propositions of this study with multisource data obtained from junior and senior customer contact employees, and managers of 37 branches of two banks in Ghana. Results of the Structural Equation Modeling (SEM) analysis revealed that (i) collective human capital partially mediated the relationship between management-rated HPWS and competitive advantage, while competitive advantage completely mediated the influence of human capital on branch market performance. Consequently, management-rated HPWS influenced branch market performance indirectly through collective human capital and competitive advantage. Additionally, results of hierarchical linear modeling (HLM) tests of the cross-level influences on the motivational implications of HPWS revealed that (i) management-rated HPWS influenced experienced HPWS; (ii) perceived organizational support (POS) and psychological empowerment fully mediated the influence of experienced HPWS on service-oriented organizational citizenship behaviour (OCB), and; (iii) service-oriented OCB mediated the influence of psychological empowerment and POS on service quality and task performance. I discuss the theoretical and practical implications of these findings.
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Holden, L. T. "An Anglo Swedish Comparison of Employee Participation in the Banking Sector." Thesis, Cranfield University, 1994. http://dspace.lib.cranfield.ac.uk/handle/1826/4600.

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The purpose of this research was to compare employee participation practices in a Swedish and a British bank. There has been considerable interest in human resource management over the past decade, of which employee participation forms an important part, but there have been very few studies which attempt a qualitative comparison of international aspects of this subject. By using a wider study, the Price Waterhouse Cranfield Project on . International Human Resource Management, a European context is provided for the case study material, which examines in depth the forms and outcomes of employee participation in a Swedish and British setting. A triangulation methodology was employed using two questionnaires given to employees of each organisation, a series of in-depth interviews, a reading of company documentation and personal visits. This enabled the use of a multiple of approaches with the questionnaires providing a framework for the in-depth interviews. Four hypotheses were posed which offered tentative explanations for the similarities and differences in employee participation practices in Sweden and Britain. The findings were then analysed using Poole's Framework of Participation which proposes a number of contingent factors which influence the outcomes of employee participation. The thesis showed that Swedes allow greater participation in the workplace than the British, explanations of which are rooted in the cultural and ideological differences of the two societies. Secondly, it was shown that the drive for profit or financial stability will override participation mechanisms if it is felt necessary for survival. Thirdly, HRM techniques of employee participation are used mainly at a micro (workplace) level in the organisation as they can safely be distanced from any strategic decision making. Thus the strength of employee participation is very much anchored to the latent power of employees which is influenced by convergent forces such as economic, technological and political factors, and divergent forces such as cultural and ideological factors.
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Wilkinson, Adrian. "Business strategy and the management of labour in the Co-operative Bank." Thesis, Durham University, 1990. http://etheses.dur.ac.uk/1425/.

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Poon, Hon Fun Irene. "Human resource management changes in China : a case study of the banking industry." Thesis, City University London, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.507433.

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Pavlou, Fotis. "Human resource management in the banking sector of Cyprus : intention, implementation and perception." Thesis, University of Manchester, 2011. https://www.research.manchester.ac.uk/portal/en/theses/human-resource-management-in-the-banking-sector-of-cyprus-intention-implementation-and-perception(28c02cec-dea4-4bd9-9722-4968ef6affa3).html.

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In the past much work has been done on HRM. A large portion of this work is dedicated to HRM ‘content’, whereas aspects related to ‘processes’ and ‘perceptions’ are often overlooked. To gain a holistic picture of HRM, this study brings together these three areas and investigates HRM from multiple perspectives. Under the spectrum of HRM as ‘content’, focus fall on exploring the different operating HR policies and practices and how these are horizontally integrated or vertically aligned. Under the spectrum of HRM as ‘process’ and ‘perceptions’, the aim is to explore the policy intentions of senior HR managers, their implementations by line managers and how they are perceived by non-managerial employees. This endeavor has been achieved in Cyprus – banking sector. By employing a contextualised case study approach, by triangulating results through questionnaires and interviews and by merging together various sources of information and different levels of participants (both within and beyond the bank), it was feasible to explore below the surface. This study adopts a pluralistic approach to HRM research, presents the ‘multi-vocality’ regarding several HR aspects and portrays the different and contrasting views of those affected by the operation of HRM.A number of main themes are central to this study. In particular, attention is drawn to: The main HRM policies and practices in the specific context The importance of influential forces shaping the operation of HRM The gaps between the intentions of senior managers and how policies are implemented by line managers The role of line managers and the barriers for effective delivery of HRM The way that employees experience and perceive HRM The reasons why employees have mostly negative perceptionsEmpirically testing theoretical propositions and models existing in HRM literature, a number of key findings have emerged. Concerning the content of HRM, in the particular settings, findings show that there are some ‘Core Plus Context’ specific HR practices. The presence of these practices (and the absence of some others) is influenced by various forces such as cultural/country features; legislation; sectoral / organisational characteristics and the nature of workforce employed by the bank. Concerning HRM as processes and perceptions, the findings unveil many factors contributing to the ‘gaps’ and ‘blockages’ that exist between intended-implemented and perceived HRM.In essence, results support one of the most critical concerns in HRM literature; the ‘rhetoric versus reality’ argument. This study confirms that it is one thing to know what the intended policies and strategic goals are (i.e. the content), another to explore how these are enacted (i.e. the process) and quite another to discover how employees at the ‘receiving-end’ experience and perceive these in their daily work (i.e. the perceptions).
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Saqib, Syed Imran. "Human capital resources, human resource management policies, and employee perceptions : an investigation of young professionals in the banking sector of Pakistan." Thesis, University of Manchester, 2018. https://www.research.manchester.ac.uk/portal/en/theses/human-capital-resources-human-resource-management-policies-and-employee-perceptions-an-investigation-of-young-professionals-in-the-banking-sector-of-pakistan(4961f666-91ae-4baf-a924-8dad3f811839).html.

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Situated within the human resource management and performance (HRM-P) link literature, this thesis explores the 'black box' of the mechanisms that link HRM practices and performance. By doing so, it sheds light on how and why HRM practices can lead to superior firm performance. Heeding calls for more nuanced and contextual work on understanding this link, this study uses qualitative responses from 79 industry experts, HR/senior managers, and young professionals, as well as artefacts and documents, to analyse the causal mechanisms that connect HRM policies, aimed at human capital resource (HCR) accumulation, to employee outcomes in five banking organizations in Pakistan. Using the strength of HR process conceptualization and the process model of HR, the thesis looks at the entire chain that connects intended, actual, and perceived HR policies to understand why HR managers' and young professionals' perceptions of both the content and the process of HR implementation varies, and how this is connected with the employee outcomes of turnover intentions and job satisfaction. The first set of findings reveals that there is considerable difference in how the quality of the content of HR systems is perceived from the point of view of young professionals in comparison with HR practitioners. Young professionals have strong negative perceptions of HR policies related to their long-term career development, which is explained in part by the incongruence and the lack of focus of HR on the goal of HCR accumulation. The second set of findings show that there are several processual factors that help to explain these varying perceptions, which dilute the implementation of HR practices. The analysis reveals that the competency of HR departments, the role of line managers, elements of the Pakistani culture, and the role of top management shape the quality of the HR system that is implemented. Connecting this to employee outcomes, the analysis reveals that the link between HR and performance is not straightforward; this helps to explain the moderate statistical effects noted in the extant HRM-P link research. Employee reactions are more related to their personal circumstances and other organizational factors rather than HR factors. The third set of findings expands the analysis to individual contexts of the five banks, further revealing that the mission of the organization, the presence of a strong HR leader, external economic factors, and the historical legacy of the organisation also shapes employee perceptions and, thus the effectiveness of HR policies and their implementation. The thesis makes a theoretical contribution to the HRM-P link literature by revealing that the competitive advantage that stems, in part, from the actions of HR departments derives from how well they navigate the various processual factors that can impede HR system implementation. It makes a methodological contribution by responding to calls for more in-depth qualitative research on the phenomenon, by using a specific segment of employees within the under-represented context of Pakistan. It makes a practical contribution by highlighting that many western prescriptions, such as talent management and bell curves, may be less effective if prevailing cultural constraints are not accounted for, especially in developing countries like Pakistan. Existing HRM-P link studies have not adequately considered these contextual and cultural factors in their analyses.
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Khilji, S. E. "Human resource management in a developing country : the case of banking industry of Pakistan." Thesis, University of Cambridge, 2000. https://www.repository.cam.ac.uk/handle/1810/273400.

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Tang, Tang. "Developing human resource accounting to improve human resource management : a case study of practicing HRA in a Chinese state-owned-enterprise." Thesis, University of Macau, 2002. http://umaclib3.umac.mo/record=b1636259.

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Aldrich, Paul. "The role and influence of human resource management in the capital markets and investment banking sector." Thesis, Durham University, 2008. http://etheses.dur.ac.uk/80/.

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This thesis presents research on the role and influence of human resource management in the capital markets and investment banking sector. The initial research targeted 22 leading banks in the capital markets and investment banking sector covering the period 2001 to 2003 and further, exploratory, research undertaken between March and May 2007 focused on 14 of these banks. The findings of this thesis indicate: that CEOs have greater influence over the human resource environment than human resource professionals and that where they are competent in human resource management then they can positively impact the human resource environment and following this, firm competitive advantage; that senior business line mangers must clearly understand and embrace their human resource management responsibilities for an integrated approach to human resource management to be successful; and, that the degree of human resource business partner influence is contingent on the degree of human resource business partner credibility. It is argued by this thesis that if human resource professionals have no credibility CEOs and senior business line managers are unlikely to include them in significant decision making. It is also argued that credibility can be both individual and institutional. The implications of these thesis findings include: a strategic approach to management of the talent portfolio, led by the CEO. This involves an understanding of the fundamental links between leadership and management competency as it relates to the human resource environment; talent portfolio management; and, better firm performance; an integrated and strategic working relationship between the human resource function and business managers; stronger numerical, analytical and commercial skills in the human resource function; greater measurement around talent, building up to sophisticated human capital metrics; and, the identification and active management of people related risk.
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Royal, Carol School of Industrial Relations &amp Organisational Behaviour UNSW. "Internal labour markets and human resource management in an international investment banking institution : deal makers in the global economy." Awarded by:University of New South Wales. School of Industrial Relations and Organisational Behaviour, 2000. http://handle.unsw.edu.au/1959.4/23047.

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This thesis investigates the continuing significance of the internal labour market construct for shaping human resource management practices in an international investment banking organisation. By adopting a historical perspective this study departs from existing literature and presents new explanations for understanding internal labour market theory in the investment banking industry. It also adds to existing scholarship on labour markets by considering more human resources indicators than have been previously used to differentiate labour market types. A range of approaches have been adopted. The BZW/ ABN AMRO case study has been investigated using both qualitative and quantitative methods and longitudinal and cross-sectional data. The theoretical framework elaborated has two dimensions. The first involves a model which highlights the importance of the organisational historical context for analysing the origins and functions of internal labour markets. It draws attention to certain recurring interrelated features that ultimately result in the adoption of internalised market arrangements. This aspect of the model also highlights the importance of emerging patterns in internal labour market structures that become evident over time. The second part of the framework involves a typology that establishes the existence of three different labour market types. The study revealed that a historical perspective is extremely valuable for understanding the origins and functions of internal labour markets, and for identifying two internal labour market types, the firm and occupational internal labour market types and also the occupational labour market type or external labour market. It was concluded that despite the claim made by various scholars that internal labour market arrangements are in decline, the dramatic changes experienced by the investment banking industry have proven that these arrangements are very resilient.
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Books on the topic "Human resource management; Banking"

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Hunt, Neal E. Human resource management handbook. Washington, D.C. (1120 Connecticut Ave., N.W., Washington 20036): American Bankers Association, 1990.

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Sangwan, D. S. Human resource management in banks. New Delhi: National Pub. House, 2009.

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Sangwan, D. S. Human resource management in banks. New Delhi: National Pub. House, 2009.

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Sangwan, D. S. Human resource management in banks. New Delhi: National Pub. House, 2009.

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Rohmetra, Neelu. Human resource development in commercial banks in India. Aldershot, Hants, England: Ashgate, 1998.

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Graber, Philip. Human resources management: A guide for senior executives. [Chicago, Ill.]: U.S. League of Savings Institutions, 1985.

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Seeley, Warren A. Banker's handbook of human resources. Austin, Tex: AlexInformation, 2003.

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A, Ramanathan, Vanvari M. K, and Bankers Institute of Rural Development, eds. Harnessing human resource for organisation efficiency and business development: A case study. Lucknow: Bankers Institute of Rural Development, 1997.

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Shang ye yin hang ren li zi yuan gong qiu ji qi jun heng yan jiu: Supply and demand of human resource in commercial banks and its equilibrium research. Beijing: Jing ji ke xue chu ban she, 2004.

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Seeley, Warren A. Banker's handbook of human resources: A comprehensive source for practices and policies. Austin, Tex: AlexInformation, 2001.

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Book chapters on the topic "Human resource management; Banking"

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Sandaruwan, P. N., U. K. Thalgaspitiya, and W. N. Hettiarachchi. "The Green Road to Environmental Performance: A Study of Private Banking Sector in Colombo District, Sri Lanka." In Sustainable Human Resource Management, 289–305. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-5656-2_18.

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Sandaruwan, P. N., U. K. Thalgaspitiya, and W. N. Hettiarachchi. "Correction to: The Green Road to Environmental Performance: A Study of Private Banking Sector in Colombo District, Sri Lanka." In Sustainable Human Resource Management, C1. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-5656-2_20.

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Jones, Geoffrey. "British Multinational Banking in Asia before 1960: Lending Strategies and Human Resource Management." In Pacific Banking, 1859–1959, 151–68. London: Palgrave Macmillan UK, 1994. http://dx.doi.org/10.1007/978-1-349-23624-4_9.

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Blount, Yvette, Tanya Castleman, and Paula M. C. Swatman. "E-Commerce and Human Resource Management: Theoretical Approaches and Issues for the Banking Industry." In Seeking Success in E-Business, 485–501. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-0-387-35692-1_27.

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Pettinger, Richard. "Human resource management." In Management, 159–77. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-03028-3_9.

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Hoye, Russell, Aaron C. T. Smith, Matthew Nicholson, and Bob Stewart. "Human resource management." In Sport Management, 140–66. Fifth Edition. | New York : Routledge, 2018. |: Routledge, 2018. http://dx.doi.org/10.4324/9781351202190-7.

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Zhang, Pengfei, and Lijun Tang. "Human resource management." In Ship Management, 96–113. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003081241-7.

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Meier, Harald. "Strategieorientierte Personalplanung in Banken und Sparkassen." In Human Resources Management in Banken, 45–66. Wiesbaden: Gabler Verlag, 1996. http://dx.doi.org/10.1007/978-3-322-82568-1_2.

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Bienzeisler, Bernd. "Human Resource Management." In The Future of Services, 289–98. München: Carl Hanser Verlag GmbH & Co. KG, 2008. http://dx.doi.org/10.3139/9783446418806.010.

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Pettinger, Richard. "Human resource management." In Introduction to Management, 436–57. London: Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-1-137-21899-5_20.

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Conference papers on the topic "Human resource management; Banking"

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Muhammad Gumel, Ahmad. "ISLAMIC DOUBLE DEGREE PROGRAM: A NEW HUMAN RESOURCE DEVELOPMENT MODEL FOR ISLAMIC BANKING INDUSTRY." In 11th Business & Management Conference, Dubai. International Institute of Social and Economic Sciences, 2020. http://dx.doi.org/10.20472/bmc.2020.011.010.

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Hashim, Azharuddin, Muhammad Firdaus Mohamad Sabri, Mazlina Che Malek, and Nadwatul Husna Mustapha. "The relationship between human resource management practices, servant leadership,organizational structure, with organizational commitment:The mediating role of organizational learning capability." In International Conference on Economics and Banking. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/iceb-15.2015.45.

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Rochmani, Rochmani, Safik Faozi, and Adi Suliantoro. "Rationalism and Antropocentrism in Human Behaviour in Exploiting Natural Resources and Industrial Activities." In Proceedings of the International Conference on Banking, Accounting, Management, and Economics (ICOBAME 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icobame-18.2019.14.

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Serinkan, Celaleddin. "Management and Organization Issues of the Banking Sector in Kyrgyzstan." In International Conference on Eurasian Economies. Eurasian Economists Association, 2017. http://dx.doi.org/10.36880/c09.02003.

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The banking system is an integral part of contemporary economy. There are many reasons behind the success of the banks. One of the most important of these reasons is the development of effective management and organization in the banks. This study has been applied to commercial banks in Kyrgyzstan banking sector. The aim of this study is to identify the problems of commercial banks in Kyrgyzstan and to contribute to new work on their solution. The main issues such as planning, organization, decision making, human resources and training related to management and organizational problems of the enterprises in the study are discussed. Besides the general information about the research, the research method, sampling and measurement tools are given. Findings from the questionnaires were evaluated on the percentage (%) and frequency (f). In the results obtained, it was observed that commercial banks were making short-term plans and staff recruitment was dependent on management. It has been understood that senior management does not resort to employees' opinions when making a decision.
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Assyofa, Allya Roosallyn, Asni Mustika Rani, and Tia Yuliawati. "Green Behaviors Factors on Green Human Resources Management Practice on the Employees of “The First Movers on Sustainable Banking” in Indonesia." In 2nd Social and Humaniora Research Symposium (SoRes 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200225.022.

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Alger, Captain H. C. "Cockpit Resource Management." In Human Error Avoidance Techniques Conference. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1989. http://dx.doi.org/10.4271/892610.

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Molamohamadi, Zohreh, Napsiah Ismail, and Norzima Zulkifli. "Sustainable Human Resource Management." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-2349_hrmpd13.28.

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Isakov, Vladislav Aleksandrovich. "Controlling human resource management." In International extramural online conference. TSNS Interaktiv Plus, 2020. http://dx.doi.org/10.21661/r-91214.

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Cimpan, Bogdan. "HUMAN RESOURCE MANAGEMENT BENCHMARKING." In 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.049.

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SHAHID, KHADIJA, MAHA IJAZ, and SHAMA RAZI. "Future of Internet Banking and banking strategies in Developing Countries." In Fifth International Conference on Advances in Social Science, Management and Human Behaviour - SMHB 2017. Institute of Research Engineers and Doctors, 2017. http://dx.doi.org/10.15224/978-1-63248-124-5-39.

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Reports on the topic "Human resource management; Banking"

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Bloom, Nicholas, and John Van Reenen. Human Resource Management and Productivity. Cambridge, MA: National Bureau of Economic Research, May 2010. http://dx.doi.org/10.3386/w16019.

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de Carvalho, Antonio Geldson, Charles Calomiris, and Joao Amaro de Matos. Venture Capital as Human Resource Management. Cambridge, MA: National Bureau of Economic Research, May 2005. http://dx.doi.org/10.3386/w11350.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementing Plan for Human Resource Management. Fort Belvoir, VA: Defense Technical Information Center, April 1989. http://dx.doi.org/10.21236/ada212915.

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Ichniowski, Casey, Kathryn Shaw, and Giovanna Prennushi. The Effects of Human Resource Management Practices on Productivity. Cambridge, MA: National Bureau of Economic Research, November 1995. http://dx.doi.org/10.3386/w5333.

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Abowd, John, George Milkovich, and John Hannon. The Effects of Human Resource Management Decisions on Shareholder Value. Cambridge, MA: National Bureau of Economic Research, October 1989. http://dx.doi.org/10.3386/w3148.

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Ichniowski, Casey. Human Resource Management Systems and the Performance of U.S. Manufacturing Businesses. Cambridge, MA: National Bureau of Economic Research, September 1990. http://dx.doi.org/10.3386/w3449.

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Bartel, Ann. Human Resource Management and Performance in the Service Sector: The Case of Bank Branches. Cambridge, MA: National Bureau of Economic Research, January 2000. http://dx.doi.org/10.3386/w7467.

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Pepper, Susan E., and Katherine M. Bachner. International Conference on Human Resource Development for Nuclear Power Programmes: Strategies for Education and Training, Networking and Knowledge Management. Office of Scientific and Technical Information (OSTI), June 2014. http://dx.doi.org/10.2172/1148882.

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Griffin, Katherine. Does Gender Matter? Human Elephant Conflict in Sri Lanka: A Gendered Analysis of Human Elephant Conflict and Natural Resource Management in a Rural Sri Lankan Village. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2530.

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Bridges, Todd, Jeffrey King, Johnathan Simm, Michael Beck, Georganna Collins, Quirijn Lodder, and Ram Mohan. International Guidelines on Natural and Nature-Based Features for Flood Risk Management. Engineer Research and Development Center (U.S.), September 2021. http://dx.doi.org/10.21079/11681/41946.

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To deliver infrastructure that sustain our communities, economy, and environment, we must innovate, modernize, and even revolutionize our approach to infrastructure development. Change takes courage, but as one starts down the path of innovation, what was once novel becomes more familiar, more established. The U.S. Army Corps of Engineers (USACE) is walking this path with our partners through the Engineering With Nature (EWN) Initiative, integrating human engineering with natural systems. The International Guidelines on Natural and Nature-Based Features for Flood Risk Management are the next step toward revolutionary infrastructure development—a set of real-world guidelines to help familiarize us with what was once novel. USACE and collaborators around the world have been building, learning, and documenting the best practices for constructing Natural and Nature-Based Features (NNBF) for decades. The consolidation of these lessons into a single guidance document gives decision-makers and practitioners a much-needed resource to pursue, consider, and apply NNBF for flood risk management while expanding value through infrastructure. Relationships and partnerships are vital ingredients for innovation and progress. The NNBF Guidelines was achieved because of the strong relationships in the nature-based engineering community. The magnitude and diversity of contributors to the NNBF Guidelines have resulted in a robust resource that provides value beyond a single agency, sector, or nation. Similarly, the work of incorporating NNBF into projects will require us to strengthen our relationships across organizations, mandates, and missions to achieve resilient communities. I hope you are inspired by the collaborative achievement of the NNBF Guidelines and will draw from this resource to develop innovative solutions to current and future flood risk management challenges. There is a lot we can achieve together along the path of revolutionary infrastructure development.
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