Pub Date : 2019-07-11DOI: 10.1016/J.JVB.2019.103328
Kameron M. Carter, Erik Gonzalez‐Mulé, M. Mount, In-Sue Oh, Linda Sinclair Zachar
{"title":"Managers Moving on up (Or Out): Linking Self-Other Agreement on Leadership Behaviors to Succession Planning and Voluntary Turnover","authors":"Kameron M. Carter, Erik Gonzalez‐Mulé, M. Mount, In-Sue Oh, Linda Sinclair Zachar","doi":"10.1016/J.JVB.2019.103328","DOIUrl":"https://doi.org/10.1016/J.JVB.2019.103328","url":null,"abstract":"","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"118794064","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Services are often provided by groups. The question of remuneration arises both at the group level and for each individual group member. We examine the question of how relative pay should be designed within the group if all group members are to regard the payment scheme as fair. We use a three-step laboratory experiment to compare which fairness norms are chosen by high-performing and low-performing group members. It turns out that both types of group members prefer the performance pay principle. Support for equal pay is negligible. However, the low performers use their bargaining power to improve their position, but without deviating from the performance principle substantially. A random influence on the performance of the players does not change the results.
{"title":"Managing Wages: Fairness Norms of Low- and High-Performing Team Members","authors":"Martin Fochmann, Florian Sachs, Joachim Weimann","doi":"10.2139/ssrn.3410205","DOIUrl":"https://doi.org/10.2139/ssrn.3410205","url":null,"abstract":"Services are often provided by groups. The question of remuneration arises both at the group level and for each individual group member. We examine the question of how relative pay should be designed within the group if all group members are to regard the payment scheme as fair. We use a three-step laboratory experiment to compare which fairness norms are chosen by high-performing and low-performing group members. It turns out that both types of group members prefer the performance pay principle. Support for equal pay is negligible. However, the low performers use their bargaining power to improve their position, but without deviating from the performance principle substantially. A random influence on the performance of the players does not change the results.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115781379","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Huo-Tsan Chang, Shang-Chih Liao, M. Miao, Xiu-Hui Huang, Hung-Ming Hsu
In global markets of high-tech industry, faced fierce competition, enterprises are devoted to following the pace accelerating the speed of technological advancement. R&D capability has been in a dominant position. Therefore, how to retain talents with the required R&D skills and knowledge becomes the focus for management, which is also the subject of the current research. Based on the fit and person-in-situation theory, this study investigated the effect of each variable on retention tendency to propose a more comprehensive fit research framework. Taking the semiconductor manufacturing industry in Taiwan as the research population, we conduct the survey through questionnaires sampling R&D personnel in 15 manufacturers. A total of 300 questionnaires were sent out, with the matched samples were valid for a response rate of 72%. To all R&D personnel, the findings of this study indicate that: 1. Person-organization fit is positively related to retention tendency. 2. Person-group fit is positively related to retention tendency. 3. Person-job fit is positively related to retention tendency. 4. Person-supervisor fit is positively related to retention tendency. 5. Under the R&D personnel’s multidimensional fits, the person- organization, person-job and person-supervisor fits have significantly positive effects on the retention tendency, but person-group fit has no significant effect. Thus, we proposed some practical management implications based on our findings.
{"title":"The Effects of Person-Organization, Person-Group, Person-Job and Person-Supervisor Fit on Retention Tendency","authors":"Huo-Tsan Chang, Shang-Chih Liao, M. Miao, Xiu-Hui Huang, Hung-Ming Hsu","doi":"10.20474/jabs-5.2.5","DOIUrl":"https://doi.org/10.20474/jabs-5.2.5","url":null,"abstract":"In global markets of high-tech industry, faced fierce competition, enterprises are devoted to following the pace accelerating the speed of technological advancement. R&D capability has been in a dominant position. Therefore, how to retain talents with the required R&D skills and knowledge becomes the focus for management, which is also the subject of the current research. Based on the fit and person-in-situation theory, this study investigated the effect of each variable on retention tendency to propose a more comprehensive fit research framework. Taking the semiconductor manufacturing industry in Taiwan as the research population, we conduct the survey through questionnaires sampling R&D personnel in 15 manufacturers. A total of 300 questionnaires were sent out, with the matched samples were valid for a response rate of 72%. To all R&D personnel, the findings of this study indicate that: 1. Person-organization fit is positively related to retention tendency. 2. Person-group fit is positively related to retention tendency. 3. Person-job fit is positively related to retention tendency. 4. Person-supervisor fit is positively related to retention tendency. 5. Under the R&D personnel’s multidimensional fits, the person- organization, person-job and person-supervisor fits have significantly positive effects on the retention tendency, but person-group fit has no significant effect. Thus, we proposed some practical management implications based on our findings.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123710982","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While the factor of employee engagement and retention is always important to any organization for its sustenance and development, the same can even turn crucial under unique situations, like the one in Jordan business environment, where the psyche of the employees due to the influence of the prevailing cultures proves detrimental in employee engagement and retention. Therefore this study explored the nuances of both Jordanian business environment and the relevant literature of HRM on employee engagement and retention before conducting research and analysis of the whole to come up with the conclusion that successful inculcation of intrinsic motivation is the key to Engage and Retain Employees in Jordan and that is possible through adopting servant leadership style and HPWS (High-Performance Work System), and finally recommending a package of the same.
{"title":"Organizational Commitment and Employees’ Retention among Jordanians","authors":"Bassam Aburub","doi":"10.2139/ssrn.3346298","DOIUrl":"https://doi.org/10.2139/ssrn.3346298","url":null,"abstract":"While the factor of employee engagement and retention is always important to any organization for its sustenance and development, the same can even turn crucial under unique situations, like the one in Jordan business environment, where the psyche of the employees due to the influence of the prevailing cultures proves detrimental in employee engagement and retention. Therefore this study explored the nuances of both Jordanian business environment and the relevant literature of HRM on employee engagement and retention before conducting research and analysis of the whole to come up with the conclusion that successful inculcation of intrinsic motivation is the key to Engage and Retain Employees in Jordan and that is possible through adopting servant leadership style and HPWS (High-Performance Work System), and finally recommending a package of the same.<br>","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116350416","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Humanity has been fascinated by the pursuit of fortune since time immemorial, and many successful outcomes benefit from strokes of luck. But success is subject to complexity, uncertainty, and change — and at times becoming increasingly unequally distributed. This leads to tension and confusion over to what extent people actually get what they deserve (i.e. fairness/meritocracy). Moreover, in many fields, humans are overconfident and pervasively confuse luck for skill (I win, it is skill; I lose, it is bad luck). In some fields, there is too much risk-taking; in others, not enough. Where success derives in large part from luck — and especially where bailouts skew the incentives (heads, I win; tails, you lose) — it follows that luck is rewarded too much. This incentivizes a culture of gambling, while downplaying the importance of productive effort. And, short-term success is often rewarded, irrespective, and potentially at the detriment, of the long-term system fitness. However, much success is truly meritocratic, and the problem is to discern and reward based on merit. We call this the fair reward problem. To address this, we propose three different measures to assess merit: (i) raw outcome; (ii) risk-adjusted outcome, and (iii) prospective. We emphasize the need, in many cases, for the deductive prospective approach, which considers the potential of a system to adapt and mutate in novel futures. This is formalized within an evolutionary system, comprised of five processes, inter alia handling the exploration–exploitation trade-off. Several human endeavors — including finance, politics, and science — are analyzed through these lenses, and concrete solutions are proposed to support a prosperous and meritocratic society.
{"title":"The Fair Reward Problem: The Illusion of Success and How to Solve It","authors":"D. Sornette, Spencer Wheatley, P. Cauwels","doi":"10.2139/ssrn.3377177","DOIUrl":"https://doi.org/10.2139/ssrn.3377177","url":null,"abstract":"Humanity has been fascinated by the pursuit of fortune since time immemorial, and many successful outcomes benefit from strokes of luck. But success is subject to complexity, uncertainty, and change — and at times becoming increasingly unequally distributed. This leads to tension and confusion over to what extent people actually get what they deserve (i.e. fairness/meritocracy). Moreover, in many fields, humans are overconfident and pervasively confuse luck for skill (I win, it is skill; I lose, it is bad luck). In some fields, there is too much risk-taking; in others, not enough. Where success derives in large part from luck — and especially where bailouts skew the incentives (heads, I win; tails, you lose) — it follows that luck is rewarded too much. This incentivizes a culture of gambling, while downplaying the importance of productive effort. And, short-term success is often rewarded, irrespective, and potentially at the detriment, of the long-term system fitness. However, much success is truly meritocratic, and the problem is to discern and reward based on merit. We call this the fair reward problem. To address this, we propose three different measures to assess merit: (i) raw outcome; (ii) risk-adjusted outcome, and (iii) prospective. We emphasize the need, in many cases, for the deductive prospective approach, which considers the potential of a system to adapt and mutate in novel futures. This is formalized within an evolutionary system, comprised of five processes, inter alia handling the exploration–exploitation trade-off. Several human endeavors — including finance, politics, and science — are analyzed through these lenses, and concrete solutions are proposed to support a prosperous and meritocratic society.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124341263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-01-18DOI: 10.17265/1548-6591/2019.01.001
G. Uysal
This study aims to argue human resources management (HRM) in Turkey in aligned with concept and cases. Turkey has blend of Western and Eastern values. Eastern values, Western values, Islamic philosophy affect Turkish culture that have an impact implement of HRM practices. Research methodology contains literature review related to Turkish HRM. Main findings include that, firstly, Turkish firms apply of human resource management. Name of department is HRM department. Personnel management still continues to apply in HRM departments. Firms don’t apply strategic HRM in Turkey. Secondly, Turkish firms and academy apply of American-based HRM practices. HRM is originated to USA. Thirdly, Turkish firms apply HRM practices in HRM departments. Turkish firms, institutions, and academy follow recent developments abroad for HRM. To conclude, Turkish firms apply professional HRM entity in HRM, currently. And top managements of firms in Turkey strongly support apply of HRM practices in organizations.
{"title":"Human Resource Management in Turkey: Concept and Cases","authors":"G. Uysal","doi":"10.17265/1548-6591/2019.01.001","DOIUrl":"https://doi.org/10.17265/1548-6591/2019.01.001","url":null,"abstract":"This study aims to argue human resources management (HRM) in Turkey in aligned with concept and cases. Turkey has blend of Western and Eastern values. Eastern values, Western values, Islamic philosophy affect Turkish culture that have an impact implement of HRM practices. Research methodology contains literature review related to Turkish HRM. Main findings include that, firstly, Turkish firms apply of human resource management. Name of department is HRM department. Personnel management still continues to apply in HRM departments. Firms don’t apply strategic HRM in Turkey. Secondly, Turkish firms and academy apply of American-based HRM practices. HRM is originated to USA. Thirdly, Turkish firms apply HRM practices in HRM departments. Turkish firms, institutions, and academy follow recent developments abroad for HRM. To conclude, Turkish firms apply professional HRM entity in HRM, currently. And top managements of firms in Turkey strongly support apply of HRM practices in organizations.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"226 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114435191","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
At present, Diversity Management plays an important role in the organization. Diversity in the workforce can be a competitive advantage because different viewpoints can facilitate unique and creative approaches to product development, problem-solving and innovation. For Thailand, the topic of diversity is quite new and many organizations overlook the important of this issue. As hotel business is one of a key business in the tourism industry and considers as labor intensive business which the co-existence of employees from various social-cultural backgrounds. The purposes of this research were 1) to identify major sources of diversity in hotel business in Bangkok and 2) to examine diversity management practices of hotels in Bangkok. This study used qualitative approach. Semi-structure interviews were used to collect data from key informants. For data analysis, coding analysis technique was used. Relationships among codes and themes were then examined. The results showed all ten workforce diversity issues were encountered in hotel business in Bangkok. The challenge issues in diversity management were including marital status/family structure, educational level, cultural/value difference and experience. Interestingly, none of the diversity practice that initiate from the corporate strategic plan or diversity policy were implemented in the sample hotels. Four diversity initiatives were mentioned to use as a tool to manage diversify workforce; training and development, recruitment and selection, labor relation and employee relations, and corporate culture. The suggestions to manage workforce diversity are 1) bringing diversity to be a part of the strategy to lead the organization to success 2) formulating a range of HRM diversity initiative activities to support management strategy and 3) improving communication within organization for better understanding and acceptant of individual differences.
{"title":"Diverse Workforce in Hotel Industry: A Preliminary Study of What and Why","authors":"Supaporn Prasongthan, Thitiya Chueaworawit, Pensiri Charoensuk","doi":"10.20474/jabs-4.6.1","DOIUrl":"https://doi.org/10.20474/jabs-4.6.1","url":null,"abstract":"At present, Diversity Management plays an important role in the organization. Diversity in the workforce can be a competitive advantage because different viewpoints can facilitate unique and creative approaches to product development, problem-solving and innovation. For Thailand, the topic of diversity is quite new and many organizations overlook the important of this issue. As hotel business is one of a key business in the tourism industry and considers as labor intensive business which the co-existence of employees from various social-cultural backgrounds. The purposes of this research were 1) to identify major sources of diversity in hotel business in Bangkok and 2) to examine diversity management practices of hotels in Bangkok. This study used qualitative approach. Semi-structure interviews were used to collect data from key informants. For data analysis, coding analysis technique was used. Relationships among codes and themes were then examined. The results showed all ten workforce diversity issues were encountered in hotel business in Bangkok. The challenge issues in diversity management were including marital status/family structure, educational level, cultural/value difference and experience. Interestingly, none of the diversity practice that initiate from the corporate strategic plan or diversity policy were implemented in the sample hotels. Four diversity initiatives were mentioned to use as a tool to manage diversify workforce; training and development, recruitment and selection, labor relation and employee relations, and corporate culture. The suggestions to manage workforce diversity are 1) bringing diversity to be a part of the strategy to lead the organization to success 2) formulating a range of HRM diversity initiative activities to support management strategy and 3) improving communication within organization for better understanding and acceptant of individual differences.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114740534","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We consider the problem of a principal who wishes to contract with a privately informed agent and is not able to commit to not renegotiating any mechanism. That is, we allow the principal, after observing the outcome of a mechanism to renegotiate the resulting contract without cost by proposing a new mechanism any number of times. We provide a general characterization of renegotiation-proof states of such a renegotiation. The proposed solution concept provides an effective and easy-to-use tool to analyze contracting problems with limited commitment. We apply the solution concept to a setting with a continuous type space, private values and non-linear contracts. We find that the optimal contracts for the principal are pooling and satisfy a "no-distortionat-the-bottom" property.
{"title":"Contract Design with Limited Commitment","authors":"A. Wambach, Vitali Gretschko","doi":"10.2139/ssrn.3309081","DOIUrl":"https://doi.org/10.2139/ssrn.3309081","url":null,"abstract":"We consider the problem of a principal who wishes to contract with a privately informed agent and is not able to commit to not renegotiating any mechanism. That is, we allow the principal, after observing the outcome of a mechanism to renegotiate the resulting contract without cost by proposing a new mechanism any number of times. We provide a general characterization of renegotiation-proof states of such a renegotiation. The proposed solution concept provides an effective and easy-to-use tool to analyze contracting problems with limited commitment. We apply the solution concept to a setting with a continuous type space, private values and non-linear contracts. We find that the optimal contracts for the principal are pooling and satisfy a \"no-distortionat-the-bottom\" property.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134583490","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pound-Co Finance is a financial company that has been operating since 2006. The business operates in the unconventional market and has been very successful in its operations and profits. However, the company has set goals to grow and the board has recently set objectives to have two million customers and profit margin of £20 Million in the next five years. The Human Resource Management (HRM) practice at Pound-Co will be analyzed and recommendations for better management of employees will be discussed.
{"title":"HRM Policies at Pound-Co and Marks the Flaws in Their Existing System","authors":"Chenoy Ceil","doi":"10.2139/ssrn.3520591","DOIUrl":"https://doi.org/10.2139/ssrn.3520591","url":null,"abstract":"Pound-Co Finance is a financial company that has been operating since 2006. The business operates in the unconventional market and has been very successful in its operations and profits. However, the company has set goals to grow and the board has recently set objectives to have two million customers and profit margin of £20 Million in the next five years. The Human Resource Management (HRM) practice at Pound-Co will be analyzed and recommendations for better management of employees will be discussed.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123409340","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-08-10DOI: 10.33225/10.33225/pmc/18.13.34
Nana Shonia, Z. Mushkudiani, K. Shalamberidze, Natela Janelidze
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.
{"title":"Personal Management Challenges in Georgian Commercial Banks","authors":"Nana Shonia, Z. Mushkudiani, K. Shalamberidze, Natela Janelidze","doi":"10.33225/10.33225/pmc/18.13.34","DOIUrl":"https://doi.org/10.33225/10.33225/pmc/18.13.34","url":null,"abstract":"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.\u0000Keywords: commercial bank, personal management, innovative management, physiological climate.","PeriodicalId":337628,"journal":{"name":"ERN: Personnel Policies (Topic)","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127539582","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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