The variables of HRM practices involve recruitment and selection, training and development, performance appraisal, career planning, compensation, employee participation, and job design whereas variable of behavioral outcomes involve motivation, cooperation, involvement and organizational citizenship. It is also found that job design sensitivity to organizational performance is highly followed by employee participation and compensation system. But all other variables recruitment and selection training and development, and career planning have also positive impact on behaviour outcomes of organizational performance. However, recruitment and selection, training and development, and career planning have minimum impact on behaviour outcomes of organizational performance.
Today, one of the most valuable assets of companies is their workforce. Primarily, the importance of information is increased and the human factor that absorbs and uses it by creating value has become much more essential. One of the most critical steps that managers need to take to be successful is to enhance human power in the most efficient way possible. Companies that want to be long-lasting need to make HR the main item on their agenda. Human resource practices are critical for companies to survive. In addition to firms in general, family firms are also a special and the most common type of business in the economics. Among the most famous features of a family firm, complex HR management practices are on top of it all. Owners and family members are all aware that non-family employees are needed, and non-family managers are required for the success and sustainability of the family firm. Hence, family firms cannot have biased, bifurcated, or different HR practices towards non-familyemployees. Along with the family firm-specific problems like non family managers, women entrepreneurship, and nepotism, chapters cover the state-of-the-art topics and findings in the HR management literature as well as organizational development and HR management relationship, discrimination and nepotism, women in family firms and tourism, HR accounting and digital age, quality and management, behavior, and change management.
Knowledge Management strategy, contributesthe most to the prediction of job satisfaction. Similarly, the level of employee commitment in Nepalese commercial banks is found at an average level. However, the role of the manager in enhancing their employee’s commitment toward job and organization itself requires attention. Moreover, the alignment between KM and HR strategies contribute positively to individual competence for an explanatory.
This means the Nepalese banks officers know the benefit of alignment between KM and HR strategies for the development of employees’ competencies level: they believe in team work, the delegation of authority, know about different mode of training program and understand about the different approaches of leadership but have less knowledge management practice’ about human resource planning and proper way in regard to their business approaches. In respect of market and financial performance, the alignment among Business, KM and HP strategies contributes positively to market and financial performance in Nepalese commercial banks. However, the role of leadership in motivating the subordinates and allocating their necessary resources towards attaining market and financial performance is found to be less attractive. The investment in human capital, IT, infrastructure, R & D program towards product and service quality and innovation require more attention on the part of commercial banks of Nepal.
In Nepal, Nepalese bankers and decision makers are now facing a number of challenges, both national and international. Since 1990, Nepal has been pursuing a number of reform policies. The CRANET survey conducted for the first time in Nepal in 2004 AD in 205 different organizations developments responsibilities indicates some in HR roles and Development of employees’ and managers’ skills such as interpersonal and communication skills, leadership skill, vocational and professional skills are essential for organizational performance in Nepalese organizations. With the restoration of democracy, the growth of banking sector is much better compared to other sectors. The Government of Nepal has initiated and major reform policy to promote manufacturing and service sectors and their competitive powers. The introduction of liberalization and its reform policy in 1990s and the new industrial policy of 1992 gave an emphasis to deregulation, encouraging competition and placing a reliance on market forces in the allocation of resources. The government has encouraged domestic and foreign investors through measures such as licensing tax facilities, foreign direct investment (FDI), and other institutional arrangements. The government has also made efforts to encourage private investors to increase investment in the country and to bring in managerial and technical skills, modern technology and foreign capital.
Over the past 20 years, Nepalese banking industries have grown rapidly in terms of business volume and market size. In relation to the service sectors, a recent investigation into the transaction of some public sector banks and private banks shows how these banks have incurred huge losses and face serious challenges due to politically driven, incapable governance, mis-managed workers’ union and weak human resource management practice, inadequately skillful workforce and alike . As far as the productivity of Nepalese banking industries, a bank must be sure of its position in the competitive market and of its HR practices for defending and gaining current market share under complex situation. So, to be effectively sustainable in the market, human resource through knowledge management strategy and its effective application with upgrading capability is required. The managers in the Nepalese commercial banks should pay attention to the importance of the different dimensions of knowledge management choices, diverse profiles of knowledge strategy. In addition, Nepalese banks, moreover, need to determine different profiles of their organizational strategy based on the human resource that matter the most and then direct the knowledge management strategy resource which may enable Nepalese banks to sustain their competitive advantage
Therefore, all over the world, banks have realized the crucial role of strategic alignment between knowledge management and human resource in gaining an edge in this competitive environment. However, there have been laggards in the adoption of knowledge management usually due to wait and see attitude of what will be the true benefits and pitfalls from early adopters. Human resource management needs to get updated with human resource development, competencies and effective training policies to enhance capacity building and organizational performance.
Sabita Bhandari
Asst Manager, Rastriya Banijya Bank
General Service Department Central office Singhadurbar Kathmandu
राष्ट्रिय दैनिक एक लोकप्रिय नेपाली समाचार पोर्टल हो। हामी सत्य तथ्य निश्पक्ष र सन्तुलित समाचार सम्प्रेषण गर्ने तर्फ उद्दत छौँ । हाम्रा टोल,समाज, शहर वा आम जनताका चुलो चौको देखि सदन सम्म अथवा समाजका उदाहरणीय ब्यक्ति, रास्ट्रका पहरेदार हरेक बिषय हाम्रा समाचारका श्रोत हुन् । आवाज बिहिनहरुको आवाजमा साथ अनि सरकारको बेथितिमा हाम्रो निगरानी हुनेछ । हामी राजनितीको रंग भर्दैनौं तर राजनितीको चेतना अवश्य भर्ने छौं ।
