International Journal of Commerce & Business Management

C. Muralidharan ¹, R. Venkatram ¹

Affiliations
1 Department of Agricultural and Rural Management, Tamil Nadu Agricultural University, Combatore, T.N., IN

Abstract

This paper attempts to analyse the recruitment and selection practices adopted for specialist officer and probationary offices of Public sector banks (PSB). The Common Written Examination (CWE) for specialist and probationary officer posts is conducted every year by Institute of Banking Personnel Selection (IBPS). Secondary data pertaining to recruitment of specialist and probationary officer in public sector banks were collected from different websites of Institute of Banking and Personnel Selection (IBPS), Banking Exams India and RBI. Common written examination (CWE) and personal interview method were conducted to recruit and select various officers' post in PSBs. In case of probationary officers' examination, majority of candidates scored Total Weighted Standard Score (TWSS) in the range of 126 to 155. Very less number of candidates scored TWSS above 180. A paradigm shift is taking place from traditional to online method of recruitment and selection process in PSBs. Almost all the process of recruitment and selection was done by online method except personal interview method. Identifying high performing and quality human resources are challenging task faced by HR executives, since volume of candidates appearing for the examinations are in higher side. When compared to the traditional method of recruitment conducted by IBPS, online process of recruitment method enhanced the speed and merit in selection process.

Keywords

Public Sector Banks, Common Innovative Recrutment, TWSS

Full Text

     

C. Muralidharan ¹, R. Venkatram ¹

Affiliations
1 Department of Agricultural and Rural Management, Tamil Nadu Agricultural University, Coimbatore, T.N., IN

Abstract

This paper attempts to analyse the intellectual capital performance of different commercial banks in India. Secondary data regarding pay, total income and expenditure pertained to 2006-07 to 2011-12 were collected from websites of RBI. Value added intellectual coefficient (VAIC) was used to measure the intellectual capital efficiency in this study. The results indicated that foreign and new private sector banks ranked high towards human capital efficiency and value added intellectual coefficient. VAIC score is indirectly motivating and reflecting the profit motive of banks only rather than the number and volume of business concentrating to all sections of people. Public sector banks topped the list with regards to capital employed efficiency. Even though, VAIC score for public sector banks are less when compared to foreign banks and new private sector banks but public sector banks are performing well by achieving the priority sector loans, agriculture credit lending, education loan, financial inclusion, DRI scheme, BPL customers and social banking etc. The policies of financial inclusion, DRI scheme, BPL customers, social banking etc., also made public sector banks to add more value to their performance. Thus, along with VAIC performance, social and priority sector capital can also be included for analyzing the performance of banks.

Keywords

Value Added Intellectual Co-efficient (VAIC), Human Capital Efficiency (HCE), Structural Capital Efficiency (SCE), Capital Employed Efficiency (CEE)

Full Text

     

C. Muralidharan ¹, R. Venkatram ¹

Affiliations
1 Department of Agricultural and Rural Management, Tamil Nadu Agricultural University, Coimbatore, T.N., IN

Abstract

This paper attempts to compare the human resource practices of specialist officers (Agriculture) employed in public and private sector banks. A sample of 150 specialist officer (Agriculture) form public sector bank and 51 specialist officer (Agriculture) form private sector banks were selected and personally interviewed. Research results revealed that there was a significant difference in the human resource management practices of specialist officers (Agriculture) employed in public and private sector banks. Further, this study brought out the major HR challenges and issues faced by specialist officer (Agriculture) in public and private sector banks. Finally, some important strategies were suggested for the betterment of specialist officer (Agriculture) employed in public and private sector banks. This study will be used for bankers and policy makers giving insight into HR practices of specialist officers (Agriculture) in public and private sector banks and to bridge the gap in order to achieve the agricultural target in a more effective manner.

Keywords

Human Resource Practices, Recruitment, Performance Appraisal

Full Text