bANK z (A HYPOTHETICAL CASE)
rules.
N Training policy yet not evolved. But it follows a custom of training every employee a minimum of two or three days in a year and has a full-fledged training infrastructure at Bangalore.
N No written Performance Appraisal System: Even though the bank has a performance appraisal format it has no written appraisal policy.
N Job Enrichment: The Bank does not have a specific programmes/effort designed or implemented to enhance the job content of the staff except a kind of job rotation system which is yet not clear.
N Career Planning: The Bank does not have any formal career planning.
N Communication: In order to make the employees aware of various important developments, new policies and business plans, the bank publishes a monthly newsletter. No other communication mechanism is used in Bank Z.
N Employee involvement and empowerment programmes: The bank has started a quality circle, which has been adopted by many branches. Except QC, no other employee participation programs are there in the organization.
Alignment:
Analyzing the present policies and practices adopted at the bank and then comparing it to the Corporate Strategy, we can deduce that though the bank seems to be providing wide array of employee perks, allowance and benefits, it does lack in few aspects in alignment of its HR practices to that of Corporate Vision and Strategy.
N According to the Corporate Vision, Employee Growth is taken as a Commitment; however the conspicuous absence of any definite specific HR Policy inspite of having full-fledged HR Department shows the commitment is not very serious. Similarly, the management's apathy for upgrading the skills of clerical staff beyond a certain level in consideration of the fear that the highly skilled workers may leave the bank after they are upgraded is nothing but because of the lack of proper HR and Training Policy. The bank should instead ensure that its employees are skilled and are the best in the industry to provide the seamless service to its customers and better than its competitors are providing.
N One should not forget that the quality service is a core competency of the banks which is only possible when the employees, who come to direct contacts with the clients and customers, give high level of performance. The quality of performance can be ensured by the regular performance appraisal. Performance Appraisal in service sector like Bank Z is something which one cannot afford to ignore because it helps to improve the individual, team and group's performance by identifying the areas needed for improvement and help the organization as a whole to gain its objectives by improved service and performance. But at Bank Z it seems that Performance Appraisal is done just for the sake of doing it. No formal policy, authority or trained officer takes charge of the process. Though the PA system is used for the purposes of training, promotions, [next page]