Journal of Human Resource and Customer Relationship Management

Journal of Human Resource and Customer Relationship Management

The Journal of Human Resource and Customer Relationship Management is a peer reviewed journal presenting latest and outstanding papers on all aspects of Human Resource and Customer Relationship Management.

The Journal deals with a strong foundation in HR best practices. It helps to inculcate necessary skills and methods required to deal with the challenges of today’s changing workplace.

The Journals also with an approach to managing a company's interactions with current and future customers. It often involves using technology to organize, automate, and synchronize sales, marketing, customerservice, and technical support.

Focus and Scope:

  • Core management subjects
  • Industrial relation and labour law
  • Organisation structure, theory and design
  • Psychometrics
  • Best practices in HR
  • Sales force automation
  • Data Warehouse
  • Opportunity Management
  • Call Centers
  • B2B and B2C
  • Social Media
  • CRM Software
  • Business Intelligence
  • Data Management
  • Data mining
  • Database Marketing
  • E-CRM
  • Consumer relationship system
  • Customer knowledge and experience
  • Real Time Marketing

    We invite authors to suggest and submit papers on all aspects of Human Resource and Customer Relationship Management. This journal’s focus and scope is not limited to the topics mentioned above.

Vol 2, No 2 (2018): HRM Practices with Employee Performance in Banking Sector with Special Reference to Ernakulam District, Kerala

Authors: Renjith. K .P1 , Dr. Siby Zacharias2

Abstract: The purpose of this paper is to examine the relationship among the HRM Practices, and Employee Performance. The last two decades have witnessed a dramatic shift in human resource management (HRM) research from a microanalytical approach to a macro-strategic perspective. Apart from the traditional administrative role, HRM has identified new roles in terms of employee champion, change agent and strategic partner (Ulrich, 1997). The focus of attention in HRM research in recent years has been more on linking HRM practices with business strategy and employee performance. Despite the HRM– performance connection having been proved, the linkage process remains a black box yet to be unlocked for a breakthrough in HRM research. Direct linkage between HRM practices and employee performance has always been a matter of concern in HRM research. Gaining insights from the concept of the balanced scorecard, conceptual models and immediate HRM outcomes identified by prior researchers, it is possible to develop an integrated HRM- Employee performance model. Banking industry viewed from personnel angle has its peculiarities. It is a labour intensive industry and efficiency of employees got a bearing on the quality of services offered. The banking industry, one of the major segments of the financial system plays a crucial role in the economic and social development of a country. A strong and healthy banking system is indispensable in a modern society as a financial intermediary and occupies a unique position in a nation’s economy. Indian banking sector has been passing through different phases such as pre-nationalization, post-nationalization and post liberalization phase. For this study, a sample of 250 employees is taken and using a structured questionnaire data is collected from employees of Banks in Ernakulam district. The results of Partial Least Square Path Modelling (PLS-PM) shows that out of the HRM practices, Two HRM practices viz., Recruitment and Selection, Training and Development are found to be significant predictors of employee performance.

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