The success of any organization
lies in the availability and effec-
tive utilization of human resources, and it is more so with
service organizations like banks. Today, in
India, banks are operating in a liberalized and technology-neutral
environment where little product and price differentiation exists. Thus, to
sustain and grow further in the fierce competitive sphere, banks are required to
focus attention on human resource management, since the delivery of service
is only the differentiating factor which crucially depends on the attitude
and efficiency of the frontline staff interacting with the customers. In the
above backdrop, human resources have attained utmost importance, and
banks have been evolving appropriate strategies to attract, manage, develop and
retain these assets to meet the emerging challenges.
Historically, banks have been adopting a uniform three-tier
Human Resource (HR) model where the frontline staff (mostly clerks) undertake
entry-related jobs, the officers authorize such transactions, and the movement
of ledgers/vouchers are being carried out by subordinate staff. To meet the
said requirement, banks have continued to recruit staff with proper mix over
the years.
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