...Mohammad Rifat Rahman; Md. Mufidur Rahman; Md. Saiful Hasan Miraz; H.M. Fazly Rabbi Purpose This study aims to investigate the complicated dynamics between Human Resource Management (HRM) practices and job satisfaction in the banking sector, with a particular focus on understanding how gender...

... effects of hierarchy culture in the relationship between HPWPs and affective commitment. Design/methodology/approach The present study is based on a quantitative research design. Data were collected from employees working in Jordanian banks. Statistical analyses were conducted using Smart PLS 3.0...

...Mohammed Aboramadan; Belal Albashiti; Hatem Alharazin; Souhaila Zaidoune Purpose The purpose of this paper is to examine the links between organizational culture, innovation and banks’ performance in Palestine. Design/methodology/approach Data were gathered from 186 employees working...

.../approach The correlational study was conducted as a cross‐sectional survey. Research questionnaires were administered and interviews were held with managers in the organizations studied. A total of 388 managers were randomly drawn from a population of 13,339 managers of all the 24 banks in Nigeria...

... The research employed a blend of qualitative and quantitative methodologies. D'Netto's model of “MD effectiveness” provided a framework for measuring MD effectiveness. The sample consisted of managers from 55 corporate branches of 20 banks and three telecom organizations using a “self‐reported rating” survey...

... concepts as a means of self‐appreciation of appropriate role behaviour. Relates the key aspects of the experience of changing the role behaviours of various types of managers against the distinctive backdrop of strategic transformation of a large banking organization in a developing country. The principal...

...T.K. Das Discusses the experience of a large bank in a developing country when the bank introduced a counsellor role to improve the managerial capabilities of its growing body of relatively junior and inexperienced branch managers. Explains how this new counsellor position was designed...

... was designed to help an important division of a merchant bank to address some longer-term strategic and managerial issues, whilst, equally importantly, helping the group of senior managers to work more effectively as a team. Although management development was established in other parts of the bank...

...Sally Johnston The experience of the First Union Corporation bank using “The Looking Glass, Inc”, a “catalyst experience” in a four‐day management development programme, is described. The bank chose this programme to meet corporate needs and the needs of the training and development department...