Professional Notes

Results of this study highlight the importance of human resource managers and trainers assessing the interpersonal skills and emotional maturity of new recruits and enhancing the interpersonal skills of the existing managerial workforce. The entrepreneurial style of the branch manager is projected to play an increasingly important role in the deregulated finance sector. Currently, the branch manager, who can best be described as a corporate entrepreneur, could well evolve into an independent entrepreneur under a franchise banking system. Path analysis was used to investigate the interrelationships among the three competency factors for a bank branch manager. Emotional maturity and interpersonal skills are modelled as impacting on entrepreneurial style. All the hypothesised effects were supported by decomposition of the zeroorder correlations.The author wishes to thank the anonymous referee for the constructive comments on the original submission. The author is also indebted to Colin Ferguson for encouraging the use of path analysis.

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Human resource performance metrics: methods and processes that demonstrate you care

Boyd

Gessner

2013

Cross Cultural Management: An International Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of the present analysis is to show that HR systems are not always designed in ways that consider the well-being of employees. In particular, performance metric methods seem to be designed with organizational goals in mind while focusing less on what employees need and desire. Design/methodology/approach -A literature review and multiple case-study method was utilized.Findings -The analysis showed that performance metrics should be revaluated by executives and HR professionals if they seek to develop socially responsible organizational cultures which care about the well-being of employees. Originality/value -The paper exposes the fact that performance appraisal techniques can be rooted in methodologies that ignore or deemphasize the value of employee well-being. The analysis provides a context in which all HR practices can be questioned in relation to meeting the standards of a social justice agenda in the area of corporate social responsibility.

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Professional Notes

Cited by 5 publications

References 15 publications

Expanding the View of Performance Appraisal by Introducing Social Justice Concerns

Expanding the View of Performance Appraisal by Introducing Social Justice Concerns

Interpersonal skills and emotional maturity influence entrepreneurial style of bank managers

Human resource performance metrics: methods and processes that demonstrate you care

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