Impact of Drivers of Change (Digitalization, Demonetization, and Consolidation of Banks) With Mediating Role of Nature of Training and Job Enrichment on the Banking Performance

Bahl, Kayenaat; Kiran, Ravi; Sharma, Anupam

doi:10.1177/21582440221097393

Cited by 7 publications

(4 citation statements)

References 46 publications

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“…Figure 1 shows a diagrammatic representation of the BSC. All four perspectives work toward the attainment of an organizational goal (Anjomshoae et al, 2019; Bahl et al, 2022). The vision of an organization is more dependent on the external perspectives.…”

Section: The Balanced Scorecardmentioning

confidence: 99%

Systems Perspective of the Use of the Balanced Scorecard for Organization Development and Change

Yawson,

Paros

2023

SAGE Open

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The Balanced Scorecard (BSC) is an instrument used for intervention and strategic management that promotes Organization Development and Change (ODC). The BSC has been implemented across many industries, including business, healthcare, government, and nonprofit organizations. The BSC is used worldwide to focus operations and align goals within organizations to drive the organization’s mission, vision, and strategy. Additionally, the BSC can be helpful to enhance internal and external stakeholder communication. This paper discusses the BSC as a tool for ODC. The purpose of this study is to explore existing uses, recognize organizational needs, and evaluate current and relevant benefits for using a BSC to manage organizational expectations and drive performance. This paper, from the authors’ perspectives, concludes by analyzing the value of using a BSC for intervention and decision making by leaders within organizations and how systems theory and thinking can be used to address the limitations of the BSC. An attempt is made to answer whether the BSC is still relevant in today’s organizations.

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Section: The Balanced Scorecardmentioning

confidence: 99%

Systems Perspective of the Use of the Balanced Scorecard for Organization Development and Change

Yawson,

Paros

2023

SAGE Open

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“…Every aspect of business including supply chain, production, human resource, and strategic management all are impacted by an organization's efforts to go green (Buonomo, Piccinini, Benevene, Blasutig, & Cervai, 2022). Green workplaces are now seen by many businesses as a necessity for creating a competitive edge (Bahl, Kiran, & Sharma, 2022). In order to create a green workplace, typical corporate processes including supply chain, operations, human resource and marketing must be greened.…”

Section: Literature Reviewmentioning

confidence: 99%

Framing a Knowledge Domain Visualization on Green Human Resource Management: A Bibliometric Analysis from 2008-2022

Noor,

Ilyas,

Javaid

et al. 2023

Pak. J. Humanit. Soc. Sci

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The green workplace has captured the interest of both academia and business during the last two decades. As a result, new academic disciplines like green human resource management emerged. GHRM can play a significant role in the development of corporate sustainability. This study focuses on comprehending the idea of GHRM and offers a current explanation of GHRM practices. In order to analyze and draw conclusions from 489 publications that were retrieved from Scopus database spanning a time period of almost two decades, the authors used the bibliometric method from 2008-2022. Bibliometric R-package and VOS viewer software are used to draw comprehend conclusions on GHRM scholarship. The study offers some important facts that could help academics and management conceptualize GHRM practices within their individual firms, which are now limited to certain businesses, geographies, developed countries, and HR approaches (hiring, training, and incentive). This effort also provides with the frame of acquaintance on GHRM by classifying various keywords, social erection impact journals, intellectual, conceptual, and reputable writers in this area. The study acts as the starting point for future GHRM research to understand changes in this area during the preceding 14 years. The information has been examined in terms of notable writers, the most read journals, important themes, and a logical and academic organization. The domain is in its early stages of further development, the research claims. Thus, more time-consuming study is needed to contribute to development of a deeper understanding of it developing profession.

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“…Prior studies covered the complexities of the financial system and obstacles to the adoption of digital banking. Some earlier studies have examined the relationship among digitalisation, nature of training, and banking performance, but to the best of our knowledge, there are negligible studies that have taken this relationship towards realisation of specific SDGs [28][29][30]. Against the above backdrop, it will be critical to examine the following research questions.…”

Section: Need For the Studymentioning

confidence: 99%

Scaling Up Banking Performance for the Realisation of Specific Sustainable Development Goals: The Interplay of Digitalisation and Training in the Transformation Journey

Bahl,

Kiran,

Sharma

2023

Sustainability

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The main purpose of this study was to examine how digitalisation with a mediating role of training influences banking performance and further how banking performance helps in realisation of specific sustainable development goals (SDGs). Data were gathered from 402 employees from public, private, and foreign sector banks. Digital culture, digital technologies, and digital skillsets are the sub-scales of digitalisation. For training, three types of training (on the job training, off the job training, and special training) were considered. Banking performance was measured through balanced score card covering customer, financial, internal business process, and innovation and learning perspective. This study considered SDG1: eradication of poverty; SDG5: gender equality; and SDG8: economic growth and decent work. Partial Least Square-Structural Equation Modelling was used to examine relationship among digitalisation, training, banking performance, and the realisation of specific sustainable development goals (SDG1, SDG5, and SDG8). The results highlighted that digitalisation has a positive association with training and with banking performance (with β values of 0.692 and 0.531). The direct effect of digitalisation on banking performance (with β value is 0.316) was significant; however, the effect was enhanced when training was used as a mediating variable between digitalisation and banking performance (β: 0.367). Furthermore, the results suggest that banking performance has a positive association with realisation of specific SDGs (β: 0.867). In the designed model, it can be seen that the predictors (digitalisation and training) explained 61.1 percent of banking performance. This paper, by combining digitalisation and training with banking performance, provided an integrated approach to contribute towards the realisation of sustainable development goals (SDG1, SDG5, and SDG8). The final integrated model with digitalisation, training, and banking performance as predictors explained 75.6% of variation in exogenous variable, i.e., the realisation of specific SDGs. The results indicate an important role of digitalisation and training in scaling up banking performance for the realisation of specific SDGs.

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Impact of Drivers of Change (Digitalization, Demonetization, and Consolidation of Banks) With Mediating Role of Nature of Training and Job Enrichment on the Banking Performance

Cited by 7 publications

References 46 publications

Systems Perspective of the Use of the Balanced Scorecard for Organization Development and Change

Systems Perspective of the Use of the Balanced Scorecard for Organization Development and Change

Framing a Knowledge Domain Visualization on Green Human Resource Management: A Bibliometric Analysis from 2008-2022

Scaling Up Banking Performance for the Realisation of Specific Sustainable Development Goals: The Interplay of Digitalisation and Training in the Transformation Journey

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