STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE OF KENYA COMMERCIAL BANK (KCB) By Abong’o Chacha A thesis presented to the School of Business and Economics of Daystar University Nairobi‚ Kenya In partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION In Strategic Management and Human Resource Management April 2012 Approval EFFECT OF TRAINING ON STAFF PRODUCTIVITY IN KENYAN BANKS: A CASE STUDY
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must know what motivates and attracts quality workers‚ with most the paycheck is just not enough‚ they also require benefits or perks to stay or come with a company. Using benefits as a strategic component helps enhance the effectiveness‚ morale‚ productivity and achievement of goals. Employees tend to be more motivated to work when they feel they are attended to. When they can feel that they have benefited from the organization‚ they become loyal to an employer and will stay from moving to other organizations
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A Perky Way to Productivity 1. Many businesses today are using benefit packages in creative ways as strategic tools to stay competitive in the recruiting market. Human resource departments must constantly be reimagining their approach to developing a benefits program that will attract‚ motivate‚ and retain the best employees. (DeCenzo‚ 293) Both Zappos and Genentech human resource departments have went to great lengths to make their employee’s experience with each respective company‚ feel more
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an organization‚ think‚ feel and act within the framework of that organization.” (Christensen‚ 2006) In the case of Umpqua Bank‚ the organizational culture is so unique that both employees and customers embrace it. Umpqua is not just a bank‚ it’s a way of life and the experience you feel at this organization should surpass any banking experience you’ve had. In reviewing this case study‚ it’s interesting to see how culture is embraced at all levels of the banking experience. Since culture is the
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KM tigers ICICI Bank has grown six-fold since its KM strategy was established in 2000‚ making it the second biggest in India today. But that strategy has been robust enough to grow with it. Central to ICICI Bank’s success has been its flexible‚ innovative methods‚ and a plethora of KM tools that were cannily marketed to staff from the very start. By Deepa Prabhu ICICI was founded in the mid-1950s at the behest of the World Bank‚ the Indian government and various ‘captains of industry’ in
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Bank to Bedside: A reliable and efficient transportation of blood by Pneumatic tube System Dr Manish Raturi‚ Dr Shamee Shastry‚ Dr Aaditya Shivhare Department of Immunohematology and Blood Transfusion. Kasturba Medical College‚ Manipal‚ Manipal University. Background Time taken by the service providers is one of the most important quality indicators in healthcare sector. Inefficient and inadequate intra-facility logistics may increase turnaround time (TAT) healthcare delivery costs‚ energy costs
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http://socialentrepreneurshipximb.wordpress.com/2009/12/08/review-of-the-book-banker-to-the-poor-by-muhammad-yunus-by-lg-9/ Social Entrepreneurship exploring the unexplored………. GRAMEEN BANK – The bank for the poor. In 2006 Mohammed Yunus and the Grameen bank were jointly awarded the Nobel Peace Prize‚ “for their efforts to create economic and social development from below”. Analyzed the root cause of the misery of the rural women of Bangladesh who work hard day and night and are still
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Rogers and Blythe‚ months later Rogers and Blythe got a loan from Charter Bank of Gainesville. In order for Rogers and Blythe to secure the loan they got from Charter Bank‚ they supposed to transfer the promissory note from Holly Hill‚ which made Rogers and Blythe defaulted on the loan. As a result of Charter Bank sued in order to get back on the Holly Hill’s promissory note. The mortgage in the note is nonnegotiable. Charter Bank doesn’t have a negotiable contract because the initial contract from Holly
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change that took place in Kwangju bank in Korea‚ and how this has impacted their business. The goal of competing in the global market In 1989‚ Kwangju bank had been losing money‚ partly due to foreign exchange fraud‚ possibly partly due to computer problems (Kang‚ para.1). As a response to the problems that the bank was experiencing‚ the board of directors brought in a new chairman‚ Mr. Song Byungsoon. One of his objectives for the new business of the bank was to be able to compete in the
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Jyske Bank was established in 1967 after merging four Danish banks operating in Jutland. Jyske Bank had been considered as a typical Danish bank‚ which is prudent‚ conservative‚ well managed and undifferentiated till the late 1990s. However‚ with the new strategy‚ the bank developed to guide differentiation from the mid of 1990s among great amount of Danish banking customer satisfaction. Q1. What is Jyske Bank’s new positioning or competitive differentiation strategy? Base on the case‚ Jyske
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