How Will Competition Change Human Resource Management in Retail Banking? A Strategic Perspective
Larry W. Hunter
University of Wisconsin - Madison - Department of Management and Human Resources
Strategic human resource management suggests that human resource management practices are most effective when matched with strategic goals of organizations. This paper applies the strategic perspective to interviews and surveys of retail bankers, and considers the possibility that commitment-based practices characteristic of the "High- Performance Workplace" might be adopted in the industry. The data suggest that practices associated with High- Performance Workplaces have not generally found their way into retail banking. Such practices may become more common, however, if they can be shown to create capabilities that banks value.
JEL Classification: G21, M12
Date posted: July 9, 1998