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Human Resource Management and Performance in the Service Sector: The Case of Bank Branches

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Author Info
Ann P. Bartel
Abstract

This paper utilizes a unique dataset collected through site visits to extend the analysis of the relationship between the human resource management environment and establishment performance to the service sector, specifically the branch operations of a large bank. Case studies of several branches were used to understand how and why the human resource management environment is likely to affect branch level performance. The branch interviews were instrumental in properly specifying a branch-level performance equation. The econometric analysis showed that, controlling for the characteristics of the market in which the branch is located and the characteristics of the branch employees, as well as unobserved branch-specific and unobserved manager-specific characteristics, the human resource management environment at the branch, as measured by the performance evaluation and feedback system and the quality of communications between the manager and the staff, had a significant effect on the branch's performance. An important finding is that, even though all managers in this bank are given a formal set of human resource policies, they appear to have considerable discretion in their application.

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Paper provided by National Bureau of Economic Research, Inc in its series NBER Working Papers with number 7467.

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Date of creation: Jan 2000
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Handle: RePEc:nbr:nberwo:7467

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Find related papers by JEL classification:
J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
L8 - Industrial Organization - - Industry Studies: Services

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References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
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    Other versions:
  3. Elyasiani, Elyas & Mehdian, Seyed, 1990. "Efficiency in the Commercial Banking Industry, a Production Frontier Approach," Applied Economics, Taylor and Francis Journals, vol. 22(4), pages 539-51, April.
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    Other versions:
  6. Baker, George & Gibbons, Robert & Murphy, Kevin J, 1994. "Subjective Performance Measures in Optimal Incentive Contracts," The Quarterly Journal of Economics, MIT Press, vol. 109(4), pages 1125-56, November. [Downloadable!] (restricted)
    Other versions:
  7. Milgrom, Paul & Roberts, John, 1995. "The Economics of Modern Manufacturing: Reply," American Economic Review, American Economic Association, vol. 85(4), pages 997-99, September. [Downloadable!] (restricted)
  8. Susan Helper & David Levine & Elliott Bendoly, 2000. "Employee Involvement and Pay at U.S. and Canadian Auto Suppliers," Institute for Research on Labor and Employment, Working Paper Series 1007, Institute of Industrial Relations, UC Berkeley. [Downloadable!]
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  9. Sherman, H. David & Gold, Franklin, 1985. "Bank branch operating efficiency : Evaluation with Data Envelopment Analysis," Journal of Banking & Finance, Elsevier, vol. 9(2), pages 297-315, June. [Downloadable!] (restricted)
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  11. Baba Prasad & Patrick T. Harker, 1997. "Examining the Contribution of Information Technology Toward Productivity and Profitability in U.S. Retail Banking," Center for Financial Institutions Working Papers 97-09, Wharton School Center for Financial Institutions, University of Pennsylvania. [Downloadable!]
  12. Ichniowski, Casey & Shaw, Kathryn & Prennushi, Giovanna, 1997. "The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines," American Economic Review, American Economic Association, vol. 87(3), pages 291-313, June. [Downloadable!] (restricted)
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  16. Schaffnit, Claire & Rosen, Dan & Paradi, Joseph C., 1997. "Best practice analysis of bank branches: An application of DEA in a large Canadian bank," European Journal of Operational Research, Elsevier, vol. 98(2), pages 269-289, April. [Downloadable!] (restricted)
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Cited by:
(explanations, Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.)

  1. Takao Kato, 2000. "The Recent Transformation of Participatory Employment Practices in Japan," NBER Working Papers 7965, National Bureau of Economic Research, Inc. [Downloadable!] (restricted)
    Other versions:
  2. Hiroyuki Chuma & Takao Kato & Isao Ohashi, 2004. "What Japanese Workers Want: Evidence from the Japanese Worker Representation and Participation Survey," Discussion papers 04019, Research Institute of Economy, Trade and Industry (RIETI). [Downloadable!]
  3. Casey Ichniowski & Kathryn Shaw, 2003. "Beyond Incentive Pay: Insiders' Estimates of the Value of Complementary Human Resource Management Practices," Journal of Economic Perspectives, American Economic Association, vol. 17(1), pages 155-180, Winter. [Downloadable!] (restricted)
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