| Title : | Effect of human resource practices on financial performance of commercial banks of Nepal | | Material Type: | printed text | | Authors: | Sneha Malla, Author | | Publication Date: | 2016 | | Pagination: | 79p. | | Size: | GRP/Thesis | | Accompanying material: | 5/B | | General note: | Including bibilography | | Languages : | English | | Descriptors: | Banks
Banks and banking
Human resource practice
Personal management
| | Keywords: | 'return on assets return on equity human resource practices recruuitment and selection trainig and development performance appraisal and compensation' | | Class number: | 658.303 | | Abstract: | Human resources play an integral role in achieving an innovative and high-quality products/service. If the employees of an organization are satisfied with their jobs, the organization can achieve its goals very easily. In any organization human resource management (HRM) practices focuses on optimal utilization and management of their human resource effectively in order to achieve maximum output (Jeet, 2014). Sarker& Afroze(2014) revealed that in energetic business atmosphere, there is a need of an approach to achieve better performance and to originate and implement HRM practices. Effective development and deployment of the HRM system and its practices offers distinctive and non-imitable characteristics for a specific firm, which is termed as the sustainable competitive advantage (Guest, 2002).
Human resource determine an organization’s success in overcoming major challenges faced by today’s executives such as globalization, value chain for business competitiveness and HR services, change, attracting and retaining intellectual capital. Today’s top performing banks pay extraordinary attention to managing effectively the HR dimensions which affect employee behaviors like morale, motivation, attitude, commitment etc. (Cadle & Yeates, 2008).
The major objective of the study is to examine the effect of human resource management practices on performance of Nepalese commercial banks. The specific objectives of the study are as follows: To examine the perception of employees regarding HRM practices in Nepalese commercial banks. To identify the relationship between HRM practices and employee satisfaction in Nepalese commercial banks. To analyze the impact of HRM practices on bank performance. To find out the major HRM factors that affect the bank performance.
This study is based on primary data. Data were collected using the self-administered questionnaires. Questionnaires included a set of written questions used in order to obtain and store necessary information during the research. This study has covered different level of employees from 20 commercial banks. Employees are taken from different level of their work like assistant level, managerial level and executive level. For the analysis of HRM practices in Nepalese commercial banks, 5-point Likert questionnaires were distributed and collected response from 150 respondents.
The study found that majority of the respondents (73.33 percent) believe that human resource planning has not made the job more challenging. While, 23.33 percent of the respondents are neutral about this statement and 3 percent of the respondents believe that human resource planning has made job more challenging.The majority of the respondents (69.93 percent) agree that the policy changes have been made to encourage employee participation. While, 10 percent of the respondents are neutral about this statement, and 19.93 percent of the respondents feel that HR planning is not used as the mechanism for conflict management. The majority of the respondents (62 percent) believe that the recruitment and selection of the bank is done by quota system. While, 20 percent of the respondents are neutral about this statement, and 18 percent believed that recruitment and selection is not done by the quota system. The majority of the respondents (48.66 percent) believe that the training is conducted as per the requirement of the employees. While, 40 percent of the respondents are neutral about the statement, and 11.33 percent of the respondents believe that training is not conducted as per the requirement of the employees.
It is observed that human resource planning, recruitment and selection, training and development, performance appraisal and compensation are positively related to return on assets. Similarly, human resource planning, recruitment and selection, training and development, performance appraisal and compensation are also positively related to return on equity. It indicates that better the human resource planning, recruitment and selection, training and development policies of the banks, higher would be bank performance (ROA and ROE).It is found that beta coefficients for human resource planning, recruitment and selection, training and development, performance appraisal and compensation are positive with return on assets and return on equity significant at 5 percent percent level of significance. |
Effect of human resource practices on financial performance of commercial banks of Nepal [printed text] / Sneha Malla, Author . - 2016 . - 79p. ; GRP/Thesis + 5/B. Including bibilography Languages : English | Descriptors: | Banks
Banks and banking
Human resource practice
Personal management
| | Keywords: | 'return on assets return on equity human resource practices recruuitment and selection trainig and development performance appraisal and compensation' | | Class number: | 658.303 | | Abstract: | Human resources play an integral role in achieving an innovative and high-quality products/service. If the employees of an organization are satisfied with their jobs, the organization can achieve its goals very easily. In any organization human resource management (HRM) practices focuses on optimal utilization and management of their human resource effectively in order to achieve maximum output (Jeet, 2014). Sarker& Afroze(2014) revealed that in energetic business atmosphere, there is a need of an approach to achieve better performance and to originate and implement HRM practices. Effective development and deployment of the HRM system and its practices offers distinctive and non-imitable characteristics for a specific firm, which is termed as the sustainable competitive advantage (Guest, 2002).
Human resource determine an organization’s success in overcoming major challenges faced by today’s executives such as globalization, value chain for business competitiveness and HR services, change, attracting and retaining intellectual capital. Today’s top performing banks pay extraordinary attention to managing effectively the HR dimensions which affect employee behaviors like morale, motivation, attitude, commitment etc. (Cadle & Yeates, 2008).
The major objective of the study is to examine the effect of human resource management practices on performance of Nepalese commercial banks. The specific objectives of the study are as follows: To examine the perception of employees regarding HRM practices in Nepalese commercial banks. To identify the relationship between HRM practices and employee satisfaction in Nepalese commercial banks. To analyze the impact of HRM practices on bank performance. To find out the major HRM factors that affect the bank performance.
This study is based on primary data. Data were collected using the self-administered questionnaires. Questionnaires included a set of written questions used in order to obtain and store necessary information during the research. This study has covered different level of employees from 20 commercial banks. Employees are taken from different level of their work like assistant level, managerial level and executive level. For the analysis of HRM practices in Nepalese commercial banks, 5-point Likert questionnaires were distributed and collected response from 150 respondents.
The study found that majority of the respondents (73.33 percent) believe that human resource planning has not made the job more challenging. While, 23.33 percent of the respondents are neutral about this statement and 3 percent of the respondents believe that human resource planning has made job more challenging.The majority of the respondents (69.93 percent) agree that the policy changes have been made to encourage employee participation. While, 10 percent of the respondents are neutral about this statement, and 19.93 percent of the respondents feel that HR planning is not used as the mechanism for conflict management. The majority of the respondents (62 percent) believe that the recruitment and selection of the bank is done by quota system. While, 20 percent of the respondents are neutral about this statement, and 18 percent believed that recruitment and selection is not done by the quota system. The majority of the respondents (48.66 percent) believe that the training is conducted as per the requirement of the employees. While, 40 percent of the respondents are neutral about the statement, and 11.33 percent of the respondents believe that training is not conducted as per the requirement of the employees.
It is observed that human resource planning, recruitment and selection, training and development, performance appraisal and compensation are positively related to return on assets. Similarly, human resource planning, recruitment and selection, training and development, performance appraisal and compensation are also positively related to return on equity. It indicates that better the human resource planning, recruitment and selection, training and development policies of the banks, higher would be bank performance (ROA and ROE).It is found that beta coefficients for human resource planning, recruitment and selection, training and development, performance appraisal and compensation are positive with return on assets and return on equity significant at 5 percent percent level of significance. |
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