| Title : | Human resource management practices and bank performance :a case of commercial bank of Nepal | | Material Type: | printed text | | Authors: | Sahistha Swar, Author | | Publication Date: | 2016 | | Pagination: | 68p. | | Size: | GRP/Thesis | | Accompanying material: | 4/B | | General note: | Including bibilography | | Languages : | English | | Descriptors: | Banks
Banks and banking
Commercial banks
Industrial management
Information resources management
Personal management
| | Keywords: | 'personal management industrial management management banks banks and banking commercial banks nepal' | | Class number: | 658.303 | | Abstract: | People are one of the most important factors providing flexibility and adaptability to organizations. The impact of human resource management practices such as compensation practice, performance evaluation practice and promotion practice on employees’ job satisfaction, perceived performance, commitment, turnover intention and citizenship behavior cannot be overlooked because it has positive impact on the organization performance (Patterson et al., 1997). The new interest in human resources as a strategic level that can have economically significant effects on a firm’s bottom line, however, aims to shift the focus more towards value creation (Samuel and Chipunza, 2009).
In Nepalese context, the role of HR is more related to looking at the administrative functions relating to the personnel department, rather than looking at linking profits directly with people (Shakya, 2011). Human resource provides the impression of the organization, good or bad. Therefore, the challenge in Nepal is to see how organizations understand the value of their employee and ensure that they build a set of human resources that will increase efficiency, productivity and profitability (Adhikari and Gautam, 2011). Pay and benefits became competitive for competent employees; many organizations started emphasizing on performance. Training and development program were highly welcomed as means to develop employees’ skills and knowledge.
The major purpose of this study is toanalyze the effect of human resource management practices in the bank performance in case of Nepalese commercial bank. The specificobjectives of this study are; a) to analyze the human resources management practices in the Nepalese commercial banks b) to examine the impact of human resource management practices on return on assets (ROA) in Nepalese commercial banks c) to analyze the effect of human resource management practices on return on equity (ROE) in Nepalese commercial banks d) and to examine the effect of human resource management practices on employees’ satisfaction (ES) in Nepalese commercial banks.
This study has used primary and secondary sources of data to analyze the impact of human resources management practices on bank performance. The primary sources of data have been used to assess the opinion of respondents to examine present status and role of current human resource management practices in the banking performance. Secondary data have been collected from bank annual report and other reports from Nepal Rastra bank.
The finding of the study revealed that beta coefficient for employee’s satisfaction is positive with ROA which indicate that higher satisfaction in employees increases the ROA of the bank. The beta coefficient for recruitment and selection, and training and development is also positive. The result also revealed that beta coefficient is positive for performance appraisal system with ROA which indicate that fair and equitable performance evaluation system increases the return on assets of the bank. The beta coefficient for employees’ satisfaction is positive with return on equity (ROE). This indicates that higher employees’ satisfaction in the working environment increases the productivity and thus ROE. The beta coefficient for recruitment and selection, and training and development is also positive with return on equity (ROE). The findings also show that beta coefficient for recruitment and selection is positive with employee satisfaction indicating that fair and transparent recruitment and selection process in the organization increases the satisfaction level in employees. The beta coefficient for performance appraisal, salary and compensation is also found to be positively significant with employee’s satisfaction. This result reveals that standardized performance appraisal system in the organization and higher salary and compensations increases the employees’ satisfaction in the organization.
This study concludes that bank performance is positively affected by human resources management practices followed by banks. The bank performance variables such as return on assets and return on equity are positively affected by employees’ satisfaction, recruitment and selection, training and development, performance appraisal, salary and compensation system of the bank. This study also concludes that training and development programs are most important factors to satisfy employees in the organization followed by salary and compensation. |
Human resource management practices and bank performance :a case of commercial bank of Nepal [printed text] / Sahistha Swar, Author . - 2016 . - 68p. ; GRP/Thesis + 4/B. Including bibilography Languages : English | Descriptors: | Banks
Banks and banking
Commercial banks
Industrial management
Information resources management
Personal management
| | Keywords: | 'personal management industrial management management banks banks and banking commercial banks nepal' | | Class number: | 658.303 | | Abstract: | People are one of the most important factors providing flexibility and adaptability to organizations. The impact of human resource management practices such as compensation practice, performance evaluation practice and promotion practice on employees’ job satisfaction, perceived performance, commitment, turnover intention and citizenship behavior cannot be overlooked because it has positive impact on the organization performance (Patterson et al., 1997). The new interest in human resources as a strategic level that can have economically significant effects on a firm’s bottom line, however, aims to shift the focus more towards value creation (Samuel and Chipunza, 2009).
In Nepalese context, the role of HR is more related to looking at the administrative functions relating to the personnel department, rather than looking at linking profits directly with people (Shakya, 2011). Human resource provides the impression of the organization, good or bad. Therefore, the challenge in Nepal is to see how organizations understand the value of their employee and ensure that they build a set of human resources that will increase efficiency, productivity and profitability (Adhikari and Gautam, 2011). Pay and benefits became competitive for competent employees; many organizations started emphasizing on performance. Training and development program were highly welcomed as means to develop employees’ skills and knowledge.
The major purpose of this study is toanalyze the effect of human resource management practices in the bank performance in case of Nepalese commercial bank. The specificobjectives of this study are; a) to analyze the human resources management practices in the Nepalese commercial banks b) to examine the impact of human resource management practices on return on assets (ROA) in Nepalese commercial banks c) to analyze the effect of human resource management practices on return on equity (ROE) in Nepalese commercial banks d) and to examine the effect of human resource management practices on employees’ satisfaction (ES) in Nepalese commercial banks.
This study has used primary and secondary sources of data to analyze the impact of human resources management practices on bank performance. The primary sources of data have been used to assess the opinion of respondents to examine present status and role of current human resource management practices in the banking performance. Secondary data have been collected from bank annual report and other reports from Nepal Rastra bank.
The finding of the study revealed that beta coefficient for employee’s satisfaction is positive with ROA which indicate that higher satisfaction in employees increases the ROA of the bank. The beta coefficient for recruitment and selection, and training and development is also positive. The result also revealed that beta coefficient is positive for performance appraisal system with ROA which indicate that fair and equitable performance evaluation system increases the return on assets of the bank. The beta coefficient for employees’ satisfaction is positive with return on equity (ROE). This indicates that higher employees’ satisfaction in the working environment increases the productivity and thus ROE. The beta coefficient for recruitment and selection, and training and development is also positive with return on equity (ROE). The findings also show that beta coefficient for recruitment and selection is positive with employee satisfaction indicating that fair and transparent recruitment and selection process in the organization increases the satisfaction level in employees. The beta coefficient for performance appraisal, salary and compensation is also found to be positively significant with employee’s satisfaction. This result reveals that standardized performance appraisal system in the organization and higher salary and compensations increases the employees’ satisfaction in the organization.
This study concludes that bank performance is positively affected by human resources management practices followed by banks. The bank performance variables such as return on assets and return on equity are positively affected by employees’ satisfaction, recruitment and selection, training and development, performance appraisal, salary and compensation system of the bank. This study also concludes that training and development programs are most important factors to satisfy employees in the organization followed by salary and compensation. |
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