Measuring Managing and Reporting Human Capital in Public and Private Sector Banks in India

Abstract

Abstract newlineIt is proclaimed all over the world that the employees are the corporations most valuable resources. The newlinefield of Human Capital (HC) is not a new one and, studies focussing specifically on Human Capital and its newlineimportance to organisations have been published in the academic press for several decades. However, newlinedespite continuous research attention, Human Capital remains underdeveloped and an under- researched newlineconcept. The present study focuses on human capital in Indian Banks. Banks qualify as knowledge newlineintensive organisations and most of their activities are assimilated with work of an intellectual nature. newlineEducated, qualified and constantly trained personnel shape most of the people of the workforce. Thus, this newlineresearch will contribute and extend the existing knowledge on Human Capital to provide a comprehensive newlineunderstanding by exploring the following questions: and#8213;How does the Indian banking sector define the newlinephrase Human Capital?and#8214; Why does the banking sector deem measuring, managing, and reporting on newlineHuman Capital to be important?and#8214; and#8213;What attributes of Human Capital do banks Measure, Manage, and newlineReport?and#8214; and how HC differs in Public Sector Banks and Private Sector Banks in India. newlineA qualitative case study will be employed as a research approach in this study and the banking sector is newlinechosen as the case sector. Data is collected from 10 banks in both sectors public and private. Atlas-ti newlineversion 8 has been used to analyse the data. The coding process resulted in descriptive codes, categories newlineand finally themes. These have been finally used to build a comprehensive and interesting narrative about newlineHC in the banking sector in public and private banks in India. In this study, the operational definition of newlineHC in private Banks is and#8213;a cluster of competences, diversity, engagement and values of employeesand#8214;, newlinewhereas in the context of public banks the term Human capital is operationalized as and#8213;a cluster of newlinecompetences, values, diversity and knowledge of employees.and#8214; This study has examined why banks newlinerecognised the importance of HC to the banking business, with the private banks in particular revealing newlinethat HC has the potential to enhance overall productivity and efficiency, assist adherence to compliance newlinerequirements, ensure banks survival, achieve sustainable success and enhance business performance. newlineExcept for ensuring banks survival, other reasons were endorsed by the banks in the public sector. newlinexiiBanks evidence has identified categories of HC information that they measure, manage and report. In newlineparticular for private sector, nine information categorises were identified: training and career newlinedevelopment, resourcing, attrition and retention, compliances, employee relations, employee welfare, newlinediversity and equity information, health and safety, efficiency, and informal information. Confirming the newlineprivate sector banks measuring, managing, and reporting practice, the public sector banks have also newlinerevealed that they measure, manage and report all the above information categories except informal newlineinformation, such as family background, schools attended and parents profession. newlineThe findings further suggest that the banks in the private sector and the public sector use these measured, newlinemanaged, and reported employee information for two main purposes: Internal management and external newlinereporting. Overall, findings suggest that although some disparities existed, the importance of having HC newlineand measuring, managing, and reporting on HCI practices in these two sectors were homogeneous. newlineKeywords: Human capital, Banking sector, Measuring, Managing, Reporting, India, Qualitative newlineapproach, Human Capital Information newlinexiii newline