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658 Library items with class number 658.303
Refine your search Apply to external sourcesArmstrong's handbook of HRM / Michael Armstrong
Title : Armstrong's handbook of HRM Material Type: printed text Authors: Michael Armstrong, Author Edition statement: 11th ed Publisher: London : Kogan Page Publication Date: 2009 Pagination: 1062p Size: Book Price: Rs.1592 Languages : English Descriptors: Management
Personnel managementKeywords: "HRM management personnel management' Class number: 658.303 Armstrong's handbook of HRM [printed text] / Michael Armstrong, Author . - 11th ed . - [S.l.] : London : Kogan Page, 2009 . - 1062p ; Book.
Rs.1592
Languages : English
Descriptors: Management
Personnel managementKeywords: "HRM management personnel management' Class number: 658.303 Hold
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Barcode Call number Media type Location Section Status 1948 658.303 ARM Books Uniglobe Library Technology Available 1949 658.303 ARM Books Uniglobe Library Technology Available 
Title : Case Study solutions human resource management Material Type: printed text Authors: H. Kaushal, Author Publisher: Delhi: Macmillan Publication Date: 2004 Pagination: 271p Price: Rs.264 Languages : English Descriptors: Industrial management
Personnel managementKeywords: 'personnel management industrial management' Class number: 658.303 Case Study solutions human resource management [printed text] / H. Kaushal, Author . - [S.l.] : Delhi: Macmillan, 2004 . - 271p.
Rs.264
Languages : English
Descriptors: Industrial management
Personnel managementKeywords: 'personnel management industrial management' Class number: 658.303 Hold
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Barcode Call number Media type Location Section Status 327 658.303 KAU Books Uniglobe Library Technology Available
Title : Effect of human resource management practices on employee satisfaction and financial performance: a study on Nepalese commercial banks Material Type: printed text Authors: Prathana Shrestha, Author Publication Date: 2015 Pagination: 70p. Size: GRP/Thesis Accompanying material: 5/B General note: Including bibilography Languages : English Descriptors: Banks
Employee satisfaction
Industrial management
Personal managementKeywords: 'employee satisfaction return on assets return on equity recruitment and selection training and development performance appraisal compensation system human resource planning' Class number: 658.303 Effect of human resource management practices on employee satisfaction and financial performance: a study on Nepalese commercial banks [printed text] / Prathana Shrestha, Author . - 2015 . - 70p. ; GRP/Thesis + 5/B.
Including bibilography
Languages : EnglishHold
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Barcode Call number Media type Location Section Status 118/D 658.303 SHR Thesis/Dissertation Uniglobe Library Technology Available
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 managementKeywords: '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 managementKeywords: '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.Hold
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Barcode Call number Media type Location Section Status 233/D 658.303 MAL Maps and Plans Uniglobe Library Technology Available
Title : Effects of human resource management practice on employee job satisfaction in Nepalese commercial banks Material Type: printed text Authors: Sadikshya Amatya, Author Publication Date: 2017 Pagination: 95p. Size: GRP/Thesis Accompanying material: 9/B Languages : English Descriptors: Employee satisfaction Class number: 658.303 Abstract: One of the important fields of management is human resource and human resource practice is an important area of research since few years. Human resource practices play an important role in the organization regarding the performance of the employees, particularly in banking industry. Better human resource practice helps to increase the employees’ performance and make them more comfortable and secure in the organization (Saleem and Khurshid, 2014).
During last decades human resource practices have changed drastically owing to advanced technology, privatization and globalization. Due to the extreme change in the environment, it has forced the organization to adopt new workplace that sustained high level of performance. Human resource managementpractice highlights the importance of employee’s satisfaction. The relationship between appropriate human resource management practice and positive employee attitudes including employee satisfaction, loyalty and productivity has been widely analyzed. Also, it is suggested that treating the employees as the valuable asset of the organization improves the employees commitment and loyalty which ultimately leads to higher performance.(Silvestro, 2002).
In this competitive market, one of the important challenge that banking sector have to face is employee satisfaction. In order to compete in this modern era, the organizations are adopting the distinctive human resource practices and because of globalization organization are adopting the most up-to-date practices to achieve the organizational goal (Mohrman, 1995).
The main purpose of the study is to analyze the effect of human resource management practice on employee job satisfaction in Nepalese commercial banks. The study has the following specific objectives: to analyze the perception of employees on HRM practices in Nepalese commercial banks, to examine the relationship of training and development, performance appraisal, compensation and working condition on employee commitment and employee job satisfaction in Nepalese commercial banks, to determine the impact of training and development, performance appraisal, compensation and working condition on employee commitment and employee job satisfaction in Nepalese commercial banks, to find out the most important factor affecting employee commitment and employee job satisfaction in Nepalese commercial banks.
The primary source of data is used to assess the opinion of employee with respect to human resource management practices on employee’s commitment and employee job satisfaction in Nepalese commercial banks. The survey is based on 190 respondents from 20 commercial banks in Nepal. The questions were asked in the Likert scale questions. The Likert scale questions of different variables as training and development, performance appraisal, compensation, working environment, employee job satisfaction and employee’s commitment were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive statistics, correlation analysis and regression analysis.
The result of the study shows that there is positive correlation between human resource practices on employee commitment and employeejob satisfaction in the Nepalese commercial banks. The impact of training and development, compensation and working condition are positively significant with employee commitment and employeejob satisfaction where as performance appraisal has positive but insignificant relationship with employee commitment andemployee job satisfaction. This indicates that good human resource management practices in the form of training and development, performance appraisal, compensation and working condition will tends to increase employee commitment and employeejob satisfaction. Training and development has the highest weighted mean value which reveals that it is followed effectively in Nepalese commercial banks. Likewise compensation system has lowest weighted mean value which indicates that compensation practice is not effectively followed in Nepalese commercial banks. The correlation result shows that employee commitment and job satisfaction are positively correlated to training and development, performance appraisal, compensation and working environment. The beta coefficient of training and development, compensation, performance appraisal and working condition are positive when regressed onemployee job satisfaction. In the same way, beta coefficient of training and development, compensation, performance appraisal and working condition are positive when regressed on employee commitment.
Effects of human resource management practice on employee job satisfaction in Nepalese commercial banks [printed text] / Sadikshya Amatya, Author . - 2017 . - 95p. ; GRP/Thesis + 9/B.
Languages : English
Descriptors: Employee satisfaction Class number: 658.303 Abstract: One of the important fields of management is human resource and human resource practice is an important area of research since few years. Human resource practices play an important role in the organization regarding the performance of the employees, particularly in banking industry. Better human resource practice helps to increase the employees’ performance and make them more comfortable and secure in the organization (Saleem and Khurshid, 2014).
During last decades human resource practices have changed drastically owing to advanced technology, privatization and globalization. Due to the extreme change in the environment, it has forced the organization to adopt new workplace that sustained high level of performance. Human resource managementpractice highlights the importance of employee’s satisfaction. The relationship between appropriate human resource management practice and positive employee attitudes including employee satisfaction, loyalty and productivity has been widely analyzed. Also, it is suggested that treating the employees as the valuable asset of the organization improves the employees commitment and loyalty which ultimately leads to higher performance.(Silvestro, 2002).
In this competitive market, one of the important challenge that banking sector have to face is employee satisfaction. In order to compete in this modern era, the organizations are adopting the distinctive human resource practices and because of globalization organization are adopting the most up-to-date practices to achieve the organizational goal (Mohrman, 1995).
The main purpose of the study is to analyze the effect of human resource management practice on employee job satisfaction in Nepalese commercial banks. The study has the following specific objectives: to analyze the perception of employees on HRM practices in Nepalese commercial banks, to examine the relationship of training and development, performance appraisal, compensation and working condition on employee commitment and employee job satisfaction in Nepalese commercial banks, to determine the impact of training and development, performance appraisal, compensation and working condition on employee commitment and employee job satisfaction in Nepalese commercial banks, to find out the most important factor affecting employee commitment and employee job satisfaction in Nepalese commercial banks.
The primary source of data is used to assess the opinion of employee with respect to human resource management practices on employee’s commitment and employee job satisfaction in Nepalese commercial banks. The survey is based on 190 respondents from 20 commercial banks in Nepal. The questions were asked in the Likert scale questions. The Likert scale questions of different variables as training and development, performance appraisal, compensation, working environment, employee job satisfaction and employee’s commitment were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive statistics, correlation analysis and regression analysis.
The result of the study shows that there is positive correlation between human resource practices on employee commitment and employeejob satisfaction in the Nepalese commercial banks. The impact of training and development, compensation and working condition are positively significant with employee commitment and employeejob satisfaction where as performance appraisal has positive but insignificant relationship with employee commitment andemployee job satisfaction. This indicates that good human resource management practices in the form of training and development, performance appraisal, compensation and working condition will tends to increase employee commitment and employeejob satisfaction. Training and development has the highest weighted mean value which reveals that it is followed effectively in Nepalese commercial banks. Likewise compensation system has lowest weighted mean value which indicates that compensation practice is not effectively followed in Nepalese commercial banks. The correlation result shows that employee commitment and job satisfaction are positively correlated to training and development, performance appraisal, compensation and working environment. The beta coefficient of training and development, compensation, performance appraisal and working condition are positive when regressed onemployee job satisfaction. In the same way, beta coefficient of training and development, compensation, performance appraisal and working condition are positive when regressed on employee commitment.
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Barcode Call number Media type Location Section Status 317/D 658.303 AMA Thesis/Dissertation Uniglobe Library Social Sciences Available
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