An analysis the past, present and future view of the banking industry in India, with a focus of performance appraisal systems in the industry.
Written in 2008; 12,441 words; 31 sources; APA; $ 239.95
Paper Summary:
This paper reviews the literature with regards to performance appraisal systems in the banking industry in public and private sector banks in India. It provides a historical overview of the banking industry in India and looks at a future view of its banking industry. The paper then discusses reforms and management issues in banking in India and the need for performance appraisal.
Table of Contents:
Historical Overview Of Banking Industry In India
Future View Of Indian Banking Industry
Reform And Restructuring Of Banking Hr Management
India Banking Sector Reforms
Challenge-Management In The Banking Industry
Innovation HRM In A 'Hyper-Competitive Environment
People-Centric HR Management In Banks
New Emphasis On HRM Related Practices
Banking Sector Technology Deployment
India Banking Industry HRM Report (2000)
Intensive Bank Restructuring Program: State Bank Of India
Performance Management & Appraisal Systems
Talent-Management In The India Banking Industry
Limitations And Scarcity In Performance Appraisal In Banking HRM
Recent Studies In HRM Performance Appraisal Methods
Summary Of Literature Reviewed
From the Paper:
"Stated to be a good measure of devolvement was an increase in proactivity in personnel function in the past five years and in both the Indian and British interviews relating to involvement another measure was revealed stating to be "continuous feedback from line managers." (Budhwar and Sparrow, 2002) It is held that this is "an important measure of devolvement as it helps to evaluate whether things are working according to plans or not, and what changes will be required in the future." (Budhwar and Sparrow, 2002) An expectations that such type examinations might reveal "the extent to which managerial cognition of strategic HRM actually relate to practice. Similarly, the influence of possible new dimensions of national culture, as suggested by both Indian and British managers' viewpoint should be examined. The thinking of personnel specialists and different levels of employees from other sectors, regarding their function, should also be examined." (Budhwar and Sparrow, 2002)"
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