How Are Bankers Paid?

We empirically examine bank CEOs’ compensation. We find that bank CEOs (a) are paid less than their nonfinancial counterparts, an effect driven by the CEOs of small bank; (b) experienced declining compensation during 2007–2009 (the hardest-hit banks cut compensation more) but pay is now 24% higher than precrisis levels; (c) are paid more at larger banks, those with less nonperforming loans, those with a higher proportion of noninterest income, and those with less demand-deposit dependence; and (d) have pay highly sensitive to ROA and ROE, but not stock returns. Tail risk is higher when compensation depends more on short-term measures of performance. (JEL, F34, G32, G33, G38, K42) Received July 3, 2019; editorial decision December 13, 2020 by Editor Andrew Ellul. Authors have furnished an Internet Appendix, which is available on the Oxford University Press Web site next to the link to the final published paper online.

Retention of Employees at a Private Sector Small Bank, Chennai

Employee retention is not something that can be dealt with records and reports. It depends purely upon how the employers understand the various concerns of the employees and how they help them resolve their problem, when they are in need. Therefore the main aim of this study is to study the employee retention at a private sector small bank in Chennai. To achieve the said objectives of the study data was collected from around 100 employees from the total population of 450 employees using convenience sampling technique. The research design used in this study is descriptive research design. Primary data was collected using a structured questionnaire and secondary data was obtained from company website, journals and books. The Independent variable used for the study are Age, gender, marital status, educational qualification, experience and monthly income and the dependent Variables are Compensation & Rewards, Work Environment, Organization Culture & Relationship, Job Satisfaction & Security, Training & development and Social relevance of working life. Percentage analysis were used to break the raw data. From the study it is found that majority of the respondents are above the age group of 20 years, majority are male and are UG. It is further found that employee retention helps in the development of the organization and management comes forward to solve the employees problem. Employees feel valued and appreciated, be given feedback, provided with growth opportunities, be given work-life balance options, have trust and confidence in their leaders.

The Little Bank That Could: An Examination of the Historical and Financial Records of One Bank That Survived the Great Depression

ABSTRACT Founded in 1910, The First National Bank of Oxford had been in existence for only about 20 years when the Great Depression struck. While other banks failed, this small bank in rural Mississippi survived, and it is still in operation today as FNB Oxford Bank. But beyond merely surviving, the First National Bank of Oxford appears to have thrived in this harsh financial climate: it doubled the balance of its individual depositors' accounts in the midst of the darkest months of the Great Depression. Using historical documents and extant accounting records, this paper examines how the First National Bank of Oxford was able to persist and prosper through the Great Depression. JEL Classifications: E02; G01; G21; G33; M41; N21. Data Availability: Data are available from the public sources cited in the text.