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Know Your Rights
The ambiguous state of our legal structure and its formats leave the common man with no grasp of the basics of the system in which he lives. Treatises and documents are boundless, but yet so vague and so verbose, that one has neither the time to read it nor to even glance it. Over the years it is greatly felt that a standing reference material which can help abank worker to be aware of this rights as bank employee is necessary. Hence this effort on the part of mine to give you a summary of your rights as a bank employee edited from the available sources. This document is exhaustive and gives the most correct picture of our rights… This book is for all. The objectives of this book are to en...
From Tellers to Sellers
The country chapters present detailed analyses of the findings, and the conclusion assesses the role of markets technology, and institutions in employment relations and discusses the interpretive frameworks that help make sense of their change and variation across countries."--BOOK JACKET.
Multinational Banks and Their Social and Labour Practices
This book looks at the increased world-wide competition in multinational banking which is largely attributable to technological improvements, deregulation, the emergence of off-shore banking and new financial services. The increased competition has affected both employers and employees.
Banking on Flexibility
This text compares the flexibility of employment in retail banking in Britain and France. It discusses temporary work, subcontracting and part-time work, and also the societal issues affecting women's role in the workforce.
Lloyds Bank Limited
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Job Satisfaction of Bank Employees After a Merger & Acquisition
The exit of top performers, including leaders from banks, is a problem leaders of banks experience after mergers and acquisitions (M&A). The goal of M&A is to make the merged banks strategically stronger, but the exit of valuable employees from the merged banks makes the realization of this goal difficult. The exit of valuable bank employees after an M&A disrupts the social identity formed by the employees from working together. The disruption of the social identity could become a de-motivator and create job dissatisfaction. Seventy percent of top executives leave within years of the M&A. Good employees leave the merged banks because of dissatisfaction and anxiety over the merger. Bank executives and other business managers could use the information from the current book to manage future mergers in manners that will minimize or eliminate employee anxieties, turnover, and job losses; thereby increasing the chances of accomplishing the stated goals of the M&A.
