Hrm Practices in Selected Public and Private Sector Bank

8/18/2019 Hrm Practices in Selected Public and Private Sector Bank

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Glacier Journal Of Scientific Research ISSN: 2349-8498

HRM PRACTICES IN SELECTED PUBLIC AND

PRIVATE SECTOR BANK

Keywords: HRM Practices P!"#ic Sector Ba$%s a$d Pri&ate Sector Ba$%s'

"Manuscript No.: GGIC/15/UAB-125"

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February2!"#Issue $a%e !


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HRM PRACTICES IN SELECTED PUBLIC AND

PRIVATE SECTOR BANK

1)SupriyaBalasahebGaikwad.

Research Scholar, Mo-942232!4,e"ail-supriyayada#29$%&"ail.co"

2) 'ro(. r. *.M. esh"ukh.

+hair"a, M.phil.pro&ra""e, +hh.Shahu siue /( Busiess 0ducaio d Research,

olhapur -4. M/.-99$9192, e"ail-dru"desh"ukh%siberidia.edu.i

A"stract5 6his aricle eli&heed he baki& aci#iy which hri#es o he sre&h o(

people power. 'eople are he direc (acors o( produci#iy o( is ser#ices ad people are is

sole cosu"ers. 6he lieraure sudy was coduced o e7plore he e7e o( hu"a resource

"aa&e"e 8RM) pracices usually praciced by (i#e pro"ie co""ercial Baks o(

dia. 6he lieraure re#iew were doe i order o e7a"ie he issues i#ol#ed i e"ployee

selecio ad recrui"e, 6raii& : e#elop"e, salaries ad wa&es, ;ob aalysis

"ehods, per(or"ace appraisal, e"ployee paricipaio, idicaors o "easure heir le#els o(

;ob sais(acios.


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I' I$trod!ctio$

6he sudy o( hu"a resource "aa&e"e pracice has bee a i"pora ad criical area i

"aa&e"ead or&ai=aioal per(or"ace (ro" las se#eral years especially i he baki&

idusry. (luece o(u"a Resource Maa&e"e pracices o or&ai=aioal per(or"ace

has bee a i"pora area o( research i pas 2! years idicai& posii#e relaioship

bewee R pracices ad or&ai=aioal per(or"ace. u"a resource "aa&e"e 8RM)

pracices are bei& icreasi&ly reaed as depederaher ha idepede #ariables i he

olde days, "aa&e"e &urus ad researchers were i#ol#edi e7plori& how RM

pracices a((eced e"ployee per(or"ace, ad o#erall bak per(or"ace.

6he baki& idusry, oe o( he "a;or se&"es o( he (iacial syse" plays a crucial role

i he ecoo"ic ad social de#elop"e o( a coury. sro& ad healhy Baki& syse" is

idispesable i a "oder sociey as a (iacial ier"ediary ad occupies a ui>ue posiio

i a aio?s ecoo"y. dia baki& secor has bee passi& hrou&h di((ere phases such

as pre-aioali=aio, pos-aioali=aio ad pos liberali=aio phase.

II' PUBLIC SECTOR BANKS

'ublic secor baks are hose baks ha are owed by he &o#er"e. 6he &o#er"e ows

hese baks. dia 2 baks were aioali=ed i 19$9 ad 19 respeci#ely. Social

wel(are is here "ai ob;eci#e o( hese baks. 6hey are di#ided io wo &roups i.e.

@aioali=ed Baks ad Sae Bak o( dia ad is associaes. "o& he", here are 19

aioali=ed baks ad Sae Bak o( diaassociaes. 'ublic Secor Baks do"iae

deposis ad ad#aces i he baki& idusry.'ublic Secor baks do"iae he co""ercial

baki& sceario i dia. 6hese public secor baks cabe (urher classi(ied io5Sae Bak

o( dia2) @aioali=ed baks3) Re&ioal Rural Baks

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III' PRIVATE SECTOR BANKS

6hese baks are hose baks ha are owed ad ru by pri#ae secor. idi#idual has

corol o#er hese baks i proporio o he shares o( he baks held by hi". 'ri#ae secor

baks ca"e io e7isece o supple"e he per(or"ace o( 'ublic secor baks ad ser#e

he eeds o( he ecoo"y beer. s he public secor baks were "erely i he hads o( he

&o#er"e, baks had o icei#e o "ake pro(is ad i"pro#e he (iacial. 6he "ai

di((erece is oly ha public secor baks (ollow he RB eres rules sricly bu pri#ae

secor baks ca e((ec so"e cha&es bu oly a(er appro#al (ro" he RBA

IV' OR BANKS:

u"a Resource Maa&e"e is i"pora (or baks because baki& is a ser#ice idusry.

Maa&e"e o( people ad risk are wo key challe&es (aced by baks. 0((icie risk

"aa&e"e "ay o be possible wihou e((icie ad skilled "apower. Baki& has bee

ad will always be a 'eople Busiess?. 6hou&h prici& is i"pora, here "ay be oher #alid

reasos why people selec ad say wih a paricular bak. Baks "us ry o disi&uish

he"sel#es by creai& heir ow iches or i"a&es, especially i raspare siuaios wih a

hi&h le#el o( co"peii#eess. co"i& i"es, he #ery sur#i#al o( he baks would deped

o cuso"er sais(acio. Calues eed o be e"phasi=ed hrou&h cocree acios o he

&roud ad i would be he bak?s hu"a resource ha would deli#er his.

V'LITERATURE REVIE<

Se#eral sudies 8Da#ed e al, 212E Syed ad Fah, 212E &bal, Malik ad Gha(oor, 213E ad

'rice, 24) were coduced o he i"pac o( u"a Resource Maa&e"e 'racices

8RM') o ;ob sais(acio a"o& public secor e"ployees i boh de#eloped ad

de#elopi& couries bu (ew (ocused o pri#ae secor especially i @i&eria baki& secor.

ieraure has (ailed o pro#ide eou&h e#idece i he role o( u"a Resource Maa&e"e



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'racices i baki& secors. 6his research work is ecessary a his i"e where "ay baks

are hiki& o( "er&er ad ac>uisiio. 6his sudy ai"s o (ill he &ap i kowled&e by

(ocusi& o he role o( RM pracices i ;ob sais(acio wih special re(erece o seleced

baks i @i&eria.

/yeiyi, ./, (olabi, M., /laya;u, Mu(uau 8214) sudied (i#e RM pracices such as

co"pesaio pracice, super#isory role pracice, pro"oio pracice, raii& pracice ad

per(or"ace e#aluaio pracice. Sudy is o( seleced si7 8$) baks i @i&eria. 6hey

reco""eded ha bak auhoriies should ecoura&e "eori& o be ehaced ad here

should be ade>uae raii& i he area o( e"ployees? speciali=aio hrou&h se"iars ad

co(ereces i ad ou- side he coury ad also co"pesaio ad pro"oio should be

i"pro#ed as well.

r.R.Madhesh,8214) i#esi&aed u"a Resource Maa&e"e 'racices i 'ri"ary

&riculure +o-operai#e +redi Socieies 8'++S) i 6a"il @adu5 ssues ad +halle&es

,cocluded ha +o"pared wih all oher "aa&e"e (ucios, hu"a resource

"aa&e"e i 'ri"ary &riculural +o-operai#e +redi Socieies is "ore sesii#e,

persoali=ed ad cao

be "aa&ed hrou&h a se o( prede(ied echi>ues. R "aa&e"e is o lo&er ;us a

suppor (ucio bu a srae&ic ool (or co"peii#e ad#aa&e. (ac, i is di((icul o

pracice cuso"er-ceric srae&ic "aa&e"e wihou (irs achie#i& e"ployee sais(acio.

6hus, e"ployee sais(acio is a prere>uisie o cuso"er sais(acio. 0((eci#e or&ai=aio

depeds o ha#i& he ri&h syse" o( R policies ad pracices i place o recrui, selec,

de#elop, appraise, co"pesae ad place, pro"oe or sed away e"ployees. Based o a

care(ul aalysis o( he eeds o( he busiess, 'ri"ary &riculural +o-operai#e +redi

Socieies "us prior ii=e heir choices aroud work(orce e&a&e"e. Success(ul RM

re>uires pracici& a soud "aa&e"e philosophyha respecs hu"a di&iy ad di#ersiy,

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co""ied o he &rowh o( e"ployees, belie#e i he #alue o( e"ployee?s coribuio ad

i#ol#e he" i decisio H "aki&.

+. Cekaaiah, 8214) 6his research paper e7plores he relaioship bewee srae&ic

hu"a resource "aa&e"e pracices such as i.e. co"pesaio, pro"oio, per(or"ace

e#aluaio ad percei#ed e"ployee per(or"ace a"o& he eachers worki& i B-Schools i

dhra 'radesh. 6he resuls o( he sudy idicae per(ec posii#e relaioship a"o& he

idepede sudy #ariables such as co"pesaio pracices, pro"oio pracices,

per(or"ace e#aluaio pracices ad depede sudy #ariable i.e., e"ployee per(or"ace.

B-Schools eed o (ocus o re#isi& he co"pesaio pracices, pro"oio policies,

per(or"ace e#aluaio syse"s ad de(ie clear career pahs o ehace he per(or"ace o(

eachers.

Marwa M. Sha""o, 8214) i his sudy idei(ied role o( hu"a resource "aa&e"e i

he reali=aio o( co"peii#eess i dusrial /r&ai=aios ad has (ocused pri"arily o

so"e i"pora issues relaed o hu"a resource "aa&e"e selecio, raii&, "oi#ai&,

araci&, e"ployi&, e#aluai& e"ployees, ad he sei& o( salaries, (ees ad rewards ad

he reali=aio o( co"peii#eess a"o& busiess or&ai=aios. 6he sudy resuls showed

ha here is a si&i(icace relaioship beweehe (acors such asE raii&, "oi#ai&,

araci&, e"ployi&, e#aluai& e"ployees, ad he sei& o( salaries,(ees ad rewards o(

e"ployees ad workers ad he reali=aio o( co"peii#eess a"o& idusrial

busiessor&ai=aios. d his resul is cosise wih he ouco"e o( pre#ious sudies.

Ma=i lias e al, 8213), i heir sudy hey ha#e de#eloped he heoreical (ra"e work (or

he workplace de#ia beha#ior deer"ias such as Iidi#idual-relaed (acors,

or&ai=aioal - relaed (acors, ad work-relaed (acorsJ. is (oud ha he ;ob sais(acio

as a I"ediai& #ariable bewee he hree poeial &roups o( deer"ias ad workplace

de#ia beha#iorJ.

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/ he basis o( he abo#e re#iew, he researcher has seleced his sudy o e7a"ie he

relaioship bewee hree Srae&ic u"a Resource Maa&e"e 'racices i.e.

co"pesaio, pro"oio ad per(or"ace e#aluaio ad percei#ed e"ployee per(or"ace.

s hese hree Srae&ic u"a Resource Maa&e"e 'racices ha#e co"parai#ely direc

e((ec o he salary ad saus o( a e"ployee. 6hus, i ca be cosidered as he "ai (acors

deer"ii& he e"ployee?s per(or"ace.

orohy /ppo&Kri"po&, 8214) i#esi&aed he le#el o( sais(acio o( sa(( wih hu"a

resource "aa&e"e 8RM) pracices a he *i#ersiy o( 0ducaio,


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per(or"ace appraisal, ieral co""uicaio, SRM ali&"e i he or&ai=aio, ad

career plai& were he hu"a resource "aa&e"e bes pracices.

'arikshi Doshi, u;Sri#asa#a 8212) i heir sudy hey ha#e sudied he R pracices i

dia 'S*s by aki& a sa"ple si=e o( 4 Maa&ers ad 3 e"ployees usi& he si"ple

probabiliy rado" sa"pli& "ehod i /+ Mahura Re(iery. 6he sudy has (ocused o

se#e R pracices ad (oud ha here is o associaio a"o& he sudy #ariables.

r.R..addha 8212) 0"ployee wel(are (aciliies eable workers o li#e a richer ad "ore

sais(acory li(e. (er e"ployees ha#e bee hired, raied ad re"ueraed hey eed o be

reaied ad "aiaied o ser#e he or&ai=aio beer.


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(ir"?s hu"a resources.J RM pracices "eas ha i is a se o( policies ad pracices which

boos up he (ir"?s hu"a capial o coribue i he achie#i& o( busiess ob;eci#es

8GNrbN=, 29). RM pracices i#ol#e or&ai=aioal i#es"es i idi#idual e"ployee?s

raii&, decisio-"aki& ad paricipaio, pro"oio opporuiies, ad he use o(

per(or"ace coi&e rewards ad ope co""uicaio, 8Meyer : lle, 199).

Da#ed e al, 8212) i#esi&aed he i"pac o( RM pracices o e"ployee ;ob sais(acio i

'ublic secor o( 'akisa. 6hey "ake use o( hese pracicesE raii& ad de#elop"e,

reward ad reco&iio ad heir (idi&s showed ha reco&iio ad raii& ad

de#elop"e are a key source o( e"ployee ;ob sais(acio i 'ublic secor o( 'akisa, while

reward did o ha#e ay si&i(ica i"pac upo e"ployee ;ob sais(acio. Masoodul e al,

8213) also i#esi&aed he i"pac o( RM pracices o e"ployee sais(acio ad e"ployee

loyaly a"o& &o#er"e owed public secor baks o( 'akisa. 6hree RM pracices

were used such as co"pesaio, e"power"e, ad appraisal syse". 6heir (idi&s

idicaed ha e"ployee co"pesaio is "os i"pora (acor (or creai& sais(acio

a"o& e"ployees, while e"ployee e"power"e (oud o be si&i(ica (acor (or

de#elopi& e"ployee loyaly.

+ +hakrabory, 212 IR Maa&e"e i Baks- @eed (or a ew perspeci#eJ cocluded

ha

u"a Resource Maa&e"e is i"pora (or baks because baki& is a ser#ice idusry.

Maa&e"e o( risks ad Maa&e"e o( people are wo key challe&es (aci& baks. e has

(ocused "ore o he e"er&i& eeds o( RM i baki& secor i oday?s world.

owe#er, deel e al, 8211) had corary opiio wih 6asee" ad Soeers 82$) who

a((ir"ed ha each o( ei&h RM pracices has si&i(ica e((ec o ;ob sais(acio. 6hey

i#esi&aed he i"pac o( RM pracices o ;ob sais(acio o( *i#ersiy eachers i

'akisa *i#ersiies. 6heir resul showed ha co"pesaio pracices, e"ployee



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per(or"ace e#aluaio pracices, pro"oio pracices ad e"power"e pracices were o

predic ;ob sais(acio bu oher (acors predic ;ob sais(acio. u"a resources

"aa&e"e pracices play a #ery crucial role i achie#i& he or&ai=aio?s &oals ad

"aiai he co"peii#e ad#aa&e. RM pracices re(er o or&ai=aioal aci#iies direced

a "aa&i& he pool o( hu"a resource ad esuri& ha he resources are e"ployed

owards he (ul(ill"e o( or&ai=aioal &oals 8Schuler : Dackso 19). u"a resource

"aa&e"e pracices is he "aa&e"e o( people wihi he ieral e#iro"e o(

or&ai=aios, co"prises he aci#iies, policies, ad pracices i#ol#ed i plai&,

obaii&, de#elopi&, uili=i&, e#aluai&, "aiaii&, ad reaii& he appropriae

u"bers ad skill "i7 o( e"ployees o achie#e he or&ai=aio?s ob;eci#es

Oul(>arBowra ad abir@ia=i i heir research paper I"pac o( hu"a resource pracices o

e"ployee percei#ed per(or"ace i baki& secor o( 'akisaJ 8211) (oud ha 6he R

pracices ad e"ployee percei#ed per(or"ace has posii#e ad si&i(ica relaioship ad i

is #ery crucial (or baks o udersad ha heir R pracices a((ec he per(or"ace o(

e"ployees ad i ur a((ec he o#erall per(or"ace o( a bak be i pri#ae secor or public

secor. May researchers ha#e reco&i=ed u"erous R or&ai=i& pracices ha

si&i(icaly i(luece per(or"ace.

ccordi& o &uyberseysP, risiaM;Pe ad More e#i 8211) i heir

aricle I*si& collaborai#e acio leari& pro;ecs o icrease he i"pac o(

Maa&e"e de#elop"eJ- eraioal Doural o( 6raii& ad e#elop"e 1!53 H211

Blackwell 'ublishi& d. "eioed ha heir aricle ai"s o coribue o he (ieldo( hu"a

resource de#elop"e by e7plori& he codiios ha i(luece heor&ai=aioal i"pac o(

acio leari& pro;ecs. May or&ai=aios use such pro;ecsas a ie&ral par o( heir

"aa&e"e de#elop"e pro&ra"s. 'as research o acioleari& pro;ecs has show how

February2!"#Issue $a%e !


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balaci& acio ad leari& i"pro#es heor&ai=aioal i"pac o( "aa&e"e

de#elop"e.

he sa"e lie, sa ad Oi#ile, 8211) e7a"ied he RM lika&e wih or&ai=aioal

co""i"e ad ;ob sais(acio. 0"pirical resul idicaed ha skill ehaci&, "oi#aio

ehaci&, ad e&a&e"e ehaci& RM pracices ha#e a posii#e relaios wih e((eci#e

hu"a resource reacio i.e. ;ob sais(acio.

Sulu Babaia S 8211) i he sudy - Moi#es (or 6raii& ad Maa&e"e

e#elop"e i he @i&eria Baki& dusry - sia Social Sciece Col. , @o. 3E

March 211 (ocused o he "oi#es (or raii& ad "aa&e"e de#elop"e usi& he

@i&eria Baki& dusry as a case sudy .6he sudy relied o boh >ualiai#e

ad>uaiai#e aalysis o( daa. 6he resuls o( he aalysis showed ha baks see raii&ad

"aa&e"e de#elop"e as i"pora (acors, as well ha#i& "oi#es (or i#esi&i

6raii& ad "aa&e"e de#elop"e. 6hese "oi#es iclude- ew

echolo&yEproduci#iyE respodi& o skills de(icieciesE "oral duyE ew hire re>uesE ad

sa((re>ues. So"e o( he reco""edaios based o he (idi&s iclude- raii& should

besee as oe o( he "os i"pora srae&ies (or or&ai=aios o help e"ployees &aiproper

kowled&e ad skills eeded o "ee he e#iro"eal challe&esE i "us also beoed ha,

raii& ad de#elop"e, hou&h pri"arily cocered wih people, is alsococered wih

echolo&y, he precise way a or&ai=aio does busiess.

ccordi& o Be;a"i Da"es ya& 8211) +reai& Calue hrou&h 'eople5 Bes

u"a Resource 8R) 'racices i @i&eria - eraioal Busiess ad Maa&e"eCol. 2,

@o. 1. 211, pp. 141-1!. 6his paper e7plores he srae&ic role o( he hu"aresources o( a

or&ai=aio. 6he R (ucio (ocuses o buildi& he hu"a capial hadri#es he

or&ai=aioal aci#iies o success. 6he i-deph aalysis o( he rele#alieraure shows ha

he work(orce ha is properly ad coiuously raied adde#eloped hrou&h e((eci#e

February2!"#Issue $a%e !!


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capaciy buildi& le#era&es he or&ai=aio o achie#e aco"peii#e ad#aa&e ad he

boo" lie. 6he hu"a resource "aa&e"e (ucio,esseially cocered wih all "aers

relaed o e"ploy"e relaioships i heor&ai=aio H ha is, araci&, de#elopi&,

"oi#ai& ad "aiaii& a #ibrawork(orce H "us be hadled dui(ully i srae&ic

parership wih he R pro(essioal.6he paper reco""eds he R srae&ies ad pracices

ha "a&ers ca adop o dri#eopi"u" #alue (ro" e"ployees, ad hese ra&e (ro" proper

selecio o( he ri&h people

hrou&h e"ployee e"power"e, capaciy buildi&, e"ployee "oi#aio o

i"pro#edor&ai=aioal rewards.

0haci& 0"ployees +o""i"e o /r&aisaio hrou&h 6raii& - eraioal‟

Doural o( Busiess ad Maa&e"e Col. $, @o. E Duly 211 H by /woye"i,

Ma&dalea Beraciak: il u"a: Cera Scepao#ic 821) +olleci#e bar&aii& is

closely relaed o social policy "aki& o he e7e ha he ouco"es o( he (or"er i(or"

ad i(luece social policy a&eda. is widely held, howe#er, ha rade uios i +eral

0aser 0urope 8+00) do o ha#e a sro& bar&aii& posiio ad hus e7er lile i"pac o

policy decisios. 6his paper challe&es he #iew o( +00 labour as a ui(or"ly weak acor.

ar&ues ha +00 uios? abiliy o shape he bar&aii& a&eda ad social policies depeds

lar&ely o he de&ree o( pri#aisaio, which o#erlaps wih secoral di#isios.


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aco"prehesi#e approach (or creai& a culure o( susaiabiliy ad

e#iro"ealsewardship. s such, i is reco""eded ha a or&ai=aio?s

Susaiabiliy+o-coordiaor work "ore closely wih he or&ai=aio?su"a Resource

e7ecui#e. 6hisidea "i&h be cosidered a ew area o( (ocus (or he pracical i"ple"eaio

o(susaiable de#elop"e i a co"pay. 6he srae&y i#ol#es "aki& si&i(ica cha&eso

he or&ai=aio?s syse"s (or5 recruii& applicas, seleci& ew e"ployees,coduci&

ew e"ployee orieaio, coduci& per(or"ace e#aluaios, deer"ii&e"ployee

co"pesaio, creai& a successio plai& process, pro#idi& e"ployeeswih raii& ad

de#elop"e, ad "eori& e"ployees ad "aa&ers. also i#ol#escreai& a wi-wi-

wi collaboraio a"o& "uliple sakeholders who are i co(licwih each oher. @u"erous

e7a"ples are pro#ided de"osrai& how a (ocus o each o(he R syse"s has helped

or&ai=aios o creae a susaiabiliy culure.

ccordi& o ur rai&er 821) - 0"pirical 0#aluaio o( 6hree 'opular 6raii&

'ro&ra"s o "pro#e erpersoal Skills - Doural o( 'sycholo&ical ssues i or&ai=aioal

+ulure, Colu"e 1, @u"ber 1, 21. Muliple "easures are a#ailable oaid i he aalysis,

ierpreaio, ad use o( ierpersoal syle whe ieraci& wihohers. 6o be "a7i"ally

e((eci#e, ierpersoal skills raii& should be lo&ically likedo he assess"e

isru"es, ad raii& should pro#ide o oly i(or"aio abou heassess"e

isru"e bu also he kowled&e ad skills associaed wih usi& heisru"e e((eci#ely

o aaly=e ad respod o he beha#ior o( ohers. 0((eci#e raii&e#aluaio re>uires

"uliple "easures co(or"i& o he ob;eci#es o( he raii&. 6hee#aluaios (ocused o5

Q 6raiee reacios, ha is, he e7e o which paricipas e;oyed he raii& adpercei#ed

he raii& as use(ul (or dia&osi& he beha#iors o( ohers adco""uicai& e((eci#ely

wih he"

Q 'aricipas kowled&e o( key coceps co#ered i raii&‟

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Q 'aricipas skills a applyi& wha hey leared by correcly aaly=i& heierpersoal‟

syles o( how hey would ac oward oher characers &i#e kowled&e o(heir syles or

pro(iles.Re&ardless o( wha paricipas re"e"ber (ro" he raii&, i is i"pora ha hey

beable o use he raii& o aaly=e ad respod o he ierpersoal beha#iors o( ohers.

6he pro&ra" lieraure o Super#isor s Role as a ecede o( 6raii& 6ras(er ad‟

Moi#aio o ear i 6raii& 'ro&ra"s by ="a s"ail, asa l Baa Moha"ed

h"ad OaidiSulai"aSuriawaiSabhi, 821) 6raii& ad de#elop"e pro&ra"lieraure

hi&hli&hs wo "a;or characerisics o( super#isor s role5 suppor adco""uicaio. 6he‟

abiliy o( super#isors o pro#ide ade>uae suppor ad pracice &oodco""uicaio syle i

relaio o raii& pro&ra"s "ay lead o icreased raii&ras(er ad "oi#aio o lear.

6hou&h he aure o( his relaioship is si&i(ica, lileis kow abou he predici#e

properies o( super#isor s roles i raii& pro&ra"lieraures. Kurher, he ouco"es o( ‟

sepwise re&ressio aalysis showed (our i"pora(idi&s5 (irs, suppor isi&i(icaly

correlaed wih "oi#aio o lear. Secod,co""uicaio si&i(icaly correlaed wih

"oi#aio o lear. 6hird, supporsi&i(icaly correlaed wih ras(er o( raii&. Kially,

co""uicaio si&i(icalycorrelaed wih ras(er o( leari&. Saisically, his resul

co(ir"s ha suppor is ai"pora aecede o( "oi#aio o lear ad co""uicaio is

a i"poraaecede o( "oi#aio o lear. +o#ersely, suppor ad co""uicaio are

i"poraaecedes o( raii& ras(er i he sudied or&ai=aio. addiio,

discussio,i"plicaios ad coclusio are elaboraed.

GNrbN= 829) re"arked ha i order o susai i he "arke hu"a resource "aa&e"e

8RM) pracices ad ;ob sais(acio o( e"ployees ha#e "ay si&i(ica bee(is (or

or&ai=aio.Research (idi&s o( pre#ious sudies were "i7ed, (or isace, GNrbN= 829)

e7a"ied he i"pac o( RM o ;ob sais(acio ad daa was &ahered (ro" 4 blue collar

e"ployees o( he 3! lar&e (ir"s o( sabul, 6urkey. i((ere #ariables were used which are

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e"power"e, ea" work, Dob roaio, paricipaio ad coi&e co"pesaio.

0"pirical resul showed ha do"ia #ariable (or he ;ob sais(acio o( e"ployees is

paricipaio o( he e"ployees i decisio "aki&

VII' RE>ERENCES

deel, M. , "ra, ., assa, . ad Bashir, . 8211). "pac o( R 'racices o ;ob

Sais(acio o( *i#ersiy 6eacher5 0#idece (ro" *i#ersiies i 'akisa. dusrial

0&ieeri& eers.183), 1-1.

h"ed.S 8212). re @i&eria Baks +o""ii& +ri"es a&ais u"aiy aily 6i"e

8a#ailable a www.dailyi"es.co".&)

sa.S ad Oi#ile, S 8211).u"a Resource Maa&e"e 'racices ika&e wih

/r&ai=aioal +o""i"e ad Dob Sais(acio. 0coo"ic ad "aa&e"e re#iew. 1$,

921-92.

="a s"ail, asa l Baa Moha"ed h"ad OaidiSulai"aSuriawaiSabhi, 821) 6he

pro&ra" lieraure o Super#isor?s Role as a ecede o( 6raii& 6ras(er ad

Moi#aio o ear i 6raii& 'ro&ra"s.

Be;a"i Da"es ya& 8211) +reai& Calue hrou&h 'eople5 Bes u"a Resource 8R)

'racices i @i&eria - eraioal Busiess ad Maa&e"e Col. 2, @o. 1. 211, pp. 141-

1!.

+. Cekaaiah, 8214) "pac o( Srae&ic u"a Resource Maa&e"e 'racices o

0"ployee 'er(or"ace H Sudy o( Selec B-Schools i dhra 'radesh. ;rp?s

ieraioal ;oural o( social sciece.SS@ 22!1-1!1. RDSSM5 Colu"e5 4, @u"ber5 ,

ece"ber 214.

+hakrabary +, RB Mohly Bulleie u"a Resourse Maa&e"e i Baks-@eed (or a

@ew 'erspeci#e 8212).

February2!"#Issue $a%e !"


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Dorothy OppongFrimpong, (2014) Staff Satisfaction with Human Resource anagement

!ractices at the "ni#ersity of $%ucation, &inne'a $uropean ourna* of +usiness an%

anagement wwwiisteorg SS- 2222.1/0 (!aper) SS- 2222.2/ (On*ine)3o*, -o,

2014

elaey, D. 6. ad M. . uselid 8199$). 6he "pac o( u"a Resource Maa&e"e

'racices o 'ercepios o(/r&ai=aioal 'er(or"ace?, cade"y o( Maa&e"e Doural

3984)5 949-9$9.

Gerhar, B. 82). Modeli& RM ad 'er(or"ace ika&es?. '. Bo7all, D. 'urcell, ad

'.


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ur rai&er 821) - 0"pirical 0#aluaio o( 6hree 'opular 6raii& 'ro&ra"s o

"pro#e erpersoal Skills - Doural o( 'sycholo&ical ssues i /r&ai=aioal +ulure,

Colu"e 1, @u"ber 1, 21.

ado, ..,


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/yeiyi, ./, (olabi, M., /laya;u, Mu(uau , 8214) 0((ec o( u"a Resource

Maa&e"e 'racices o Dob Sais(acio5 0"pirical #esi&aio o( @i&eria Baks

eraioal Doural o( cade"ic Research i Busiess ad Social Scieces. u&us 214,

Col. 4, @o. SS@5 2222-$99. www.hr"ars.co"

/woye"i, /luwake"iyode;i, /yelere, Michael, ad 0le&bede, 6ude 8211). 0haci&

0"ployees? +o""i"e o /r&aisaio hrou&h 6raii& -eraioal Doural o( Busiess

ad Maa&e"e Col. $, @o. E Duly 211

'rice, . 824) u"a Resource Maa&e"e i a Busiess, +oe7. 2d 0diio. odo5

6ho"so.

R.Madhesh ,8214) u"a Resource Maa&e"e 'racices i 'ri"ary &riculure +o-

operai#e +redi Socieies 8'++S) i 6a"il @adu5 ssues ad +halle&es 2$ 7 idia

;oural o( applied research. #olu"e 5 4,2$$ p& issue 5 3 "ar 214 iss - 2249-!!!T

Shilpi Si&h,8 214) (ace o( hr pracices i odays sceario i idia baks. ieraioal

;oural o( pplicaio or o#aio i 0&ieeri& : Maa&e"e 8D0M).

Hrm Practices in Selected Public and Private Sector Bank

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