Employee Productivity in the Banking sector

  Introduction: Shuck (2019) states that the lack of employee engagement in the banking industry has a direct impact on employee productivity, organizational efficiency, and customer satisfaction. Molm (2018) explains that to delve into this issue, Social Exchange Theory can provide a comprehensive framework for understanding the dynamics between employees and the organization. This essay will explore the issue of low employee engagement in the banking sector, analyze it through the lens of Social Exchange Theory, and integrate relevant course concepts, HRM theories, and practice examples for a thorough investigation. Employee Engagement and Productivity in the Banking Sector: Turner (2019) highlights that employee engagement is a critical driver of productivity, particularly in the banking industry, where service quality, accuracy, and customer interactions play a crucial role. Basbous and Malkawi (2017) argue that Low engagement leads to reduced employee effort, lower ...

  Introduction: In the dynamic and competitive landscape of the banking industry, employee engagement is crucial for sustainable success. However, Sheldon (2011) states that the banking sector often faces challenges in maintaining high levels of employee engagement. This essay will delve into the issue of lack of employee engagement in the banking industry, utilizing the lens of Positive Psychology theory from the 20th century. The discussion will involve course concepts, current and emerging HRM theories, and relevant practice examples to shed light on this issue. Identification of HRM Issue - Lack of Employee Engagement: Byrne (2022) highlights that employee engagement is especially critical in the banking sector due to its people-intensive nature and the direct impact of engaged employees on customer service, risk management, and overall organizational performance. Taghavi (2021) explained that a lack of employee engagement in the banking industry can result in decreased p...