scholarly journals THE OPERATIONAL EFFICIENCY OF CHINA'S TOP TEN COMMERCIAL BANKS

2021 ◽  
Author(s):  
XIONG-HUI ZHANG ◽  
SI-QI YUAN
Keyword(s):  
Human Resources ◽  
Technical Efficiency ◽  
Commercial Banks ◽  
Human Resources Management ◽  
Foreign Banks ◽  
Scale Efficiency ◽  
Resources Management ◽  
Dea Model ◽  
Management Capabilities ◽  
Better Than

Based on DEA model, this paper shows that the performance of China's top ten commercial banks is better than that of foreign banks in China, and that of joint-stock commercial banks is better than that of state-owned commercial banks. China's top ten commercial banks can improve their pure technical efficiency and scale efficiency by strengthening their loan management capabilities, developing diversified business, rationally adjusting their scale and paying attention to human resources management.

Organisational learning capabilities of the commercial banks in Jordan: do electronic human resources management practices matter

2020 ◽  
Vol 17 (3) ◽  
pp. 242
Author(s):  
Sulieman Ibraheem Shelash Al Hawary ◽  
Ayat Saed Mohammad ◽  
Mohammad Sultan Al Syasneh ◽  
Maysaa Salman Faleh Qandah ◽  
Thunyan Mannaa Seham Alhajri
Keyword(s):  
Human Resources ◽  
Commercial Banks ◽  
Management Practices ◽  
Human Resources Management ◽  
Organisational Learning ◽  
Resources Management ◽  
Learning Capabilities

Cooperation in the Arab Countries: Common Problems

1990 ◽  
Vol 3 (2) ◽  
pp. 101-110
Author(s):  
Kamal Hamdy Aboul Kheir
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Arab Countries ◽  
Foreign Banks ◽  
Arab Region ◽  
Resources Management ◽  
Cooperative Movement ◽  
Common Problems ◽  
Per Capita ◽  
Growing Population

The countries forming the region classified as developing societies remain below the economic and social norms of the industrialised world. With the exception of the oil producing countries in the Gulf area and Libya, the per capita share of the GNP is notably low and is ever-decreasing in most parts of the region. The main reasons for this situation are related to the growing population with inadequate human resources management, poor planning, declining productivity and heavy debt to foreign banks. This paper explores how governments in the Arab region are endeavouring to use the principles of cooperation as an effective tool for development and their role in supporting and promoting the cooperative movement.

Impact of Bank Operational Efficiency Using a Three-Stage DEA Model

2014 ◽  
Vol 3 (4) ◽  
pp. 32-50 ◽  
Author(s):  
Mu-Shun Wang ◽  
Chihuang Lin
Keyword(s):  
Technical Efficiency ◽  
Commercial Banks ◽  
Global Financial Crisis ◽  
Ordinary Least Squares ◽  
Capital Adequacy ◽  
Productivity Index ◽  
Scale Efficiency ◽  
Financial Industry ◽  
Dea Model ◽  
The Impact

In this study the authors use a three-stage sequential technique to develop a Data Envelopment Analysis (DEA) model for examining a bank's technical efficiency index. Internal risk and environmental risk are incorporated into this model to accommodate the well-known BASEL III Accord (required capital adequacy ratio in the financial industry) and to ensure the amount of derivatives turnover ratio is at the level defined by industry best-practices. Information is obtained from 34 Taiwanese commercial banks for the period from 2008 to 2011 following the global financial crisis. The Malmquist total factor productivity index (TFP) is also employed to measure the impact of changes in productivity on the panel data. Empirical results derived from the DEA approach show a gain in technical efficiency and scale efficiency in the industry after adjusting the slack variables when using the corrected ordinary least squares (COLS) regression model. The results indicate that commercial banks need to diversify to increase their market share when dealing with derivatives which are associated with higher risk. The Balk's Malmquisit TFP index shows a decrease in bank productivity and improvement in pure technical efficiency. In this study the authors found that after risk-adjustment there was a distinct inefficient unit decrease and but a marginal unit increase in efficiency.

Organisational learning capabilities of the commercial banks in Jordan: do electronic human resources management practices matter

2020 ◽  
Vol 17 (3) ◽  
pp. 1
Author(s):  
Sulieman Ibraheem Shelash Al hawary ◽  
Ayat Saed Mohammad ◽  
Mohammad Sultan Al Syasneh ◽  
Maysaa Salman Faleh Qandah ◽  
Thunyan Mannaa Seham Alhajri
Keyword(s):  
Human Resources ◽  
Commercial Banks ◽  
Management Practices ◽  
Human Resources Management ◽  
Organisational Learning ◽  
Resources Management ◽  
Learning Capabilities

scholarly journals Adoption of Human Resources Management Policies for Practices: Harvard Model versus Religious Model

2018 ◽  
Vol 7 (1) ◽  
pp. 51
Author(s):  
Oginni Babalola ◽  
Erigbe Patience ◽  
Ojo Afolabi ◽  
Laosebikan, ‘Sola ◽  
Ogunlusi, ‘Femi
Keyword(s):  
Human Resources ◽  
Process Model ◽  
Human Resources Management ◽  
Resources Management ◽  
Business Organisation ◽  
Commitment Cost ◽  
Management Policies ◽  
Model Versus ◽  
Core Issues ◽  
Better Than

The paper set out to explore two different models of Human Resources Management as a policy for practice that will be adequate for adoption by any organisation. The Harvard and Religious models were the two models critically examined vis – a – vis their implications on the practice of Human Resources Management (HRM). It was revealed that Harvard model of HRM is a content model as it is contingent on specific core issues (work system, reward system, employees’ influence and flow of people) in human resources management while Religious model of HRM is a process model as it is based on identification of relationship among components units (management and employees) Harvard model of HRM as a policy is embedded in the organisation through congruence, commitment, cost effectiveness and competence and Religious model of HRM is anchored on value based ideology through morality, honesty, sincerity, fairness and integrity. The two models are practicable but Harvard model of HRM has no exception to a particular party in business organisation while Religious model of HRM is averse to development of trade union in organisation. Therefore, the adoption of the two models will make world of work conducive, however, Harvard model of HRM aligned more with the nature and belief of business. However, combination of the two models to give a contingency – hybrid model will make the workplace to be better than adopting one of the models. 

scholarly journals PERSONAL MANAGEMENT CHALLENGES IN GEORGIAN COMMERCIAL BANKS

2018 ◽  
Vol 13 (1) ◽  
pp. 34-43
Author(s):  
Nana Shonia ◽  
Zurab Mushkudiani ◽  
Khatuna Shalamberidze ◽  
Natela Janelidze
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Commercial Bank ◽  
Commercial Banks ◽  
Human Resources Management ◽  
General Strategy ◽  
Resources Management ◽  
Personal Management

The aim of the research was to investigate the relation of Personal/Human Resource Management in Commercial Banks in Georgia. The effective, transparent and fair managing depends on many different factors and among them the personal/human resources management is one of the most important factors. The guarantee that the people who are properly chosen in the commercial bank, with appropriate skills, competencies and qualifications significantly increases their job effectiveness. It is remarkable that human resources management is being implemented differently in various countries. In some countries a special agency is created, which is centrally managed by the management of all human resources. While in some countries this practice is completely decentralized and each agency or department individually carries out personnel management. However, mainly mixed practices exist in the country where there is a central agency of human resources management, which defines the general strategy of human resource management, and directly implementing relevant activities such as selection and assessment. The results of the research allowed concluding that the main factor related to personal management in the commercial banks was the shortage of professionalism and financial resources. The lack of qualified staff was mentioned by the managers as an insuperable problem to introduce innovations as well. Keywords: commercial bank, personal management, innovative management, physiological climate.

scholarly journals Decomposition of the technical efficiency of the banking system

2018 ◽  
Vol 11 (1) ◽  
Author(s):  
Sanderson Abel ◽  
Alex Bara ◽  
Pierre Le Roux
Keyword(s):  
Technical Efficiency ◽  
Commercial Banks ◽  
Returns To Scale ◽  
Banking System ◽  
Efficiency Score ◽  
Foreign Banks ◽  
Scale Efficiency ◽  
Data Envelopment ◽  
Analysis Method ◽  
Technical Inefficiency

The study investigated the technical efficiency of the commercial banks in Zimbabwe during the period 2009–2015. The study entailed the decomposition of the technical efficiency into pure technical and scale efficiency to understand the sources of the technical inefficiency in the commercial banks in Zimbabwe. To accomplish the task, the study sampled 11 commercial banks of which 6 are domestic and the other 5 are foreign banks. The study used the data envelopment analysis method. The results of the study revealed that commercial banks in Zimbabwe are technically inefficient with an efficiency score of 82.9%. The average pure technical and scale efficiency scores were 96.6% and 85.6%, respectively. The results imply that technical inefficiency of the Zimbabwean commercial banks is mainly a result of scale inefficiency emanating from decreasing returns to scale. The deduction is that commercial banks in Zimbabwe are operating at below their optimum capacity and hence have scope to increase their operations in order to improve on technical efficiency.

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