OCTAPACE Human Resource Development Culture Impact on Bank Performance

Jyotirmaya Mahapatra and Dinesh Kumar
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Jyotirmaya Mahapatra: Faculty of Management, Shikhsha O Anusandhan University, Bhubaneswar, India
Dinesh Kumar: Bank of Baroda, Bareilly, India

International Journal of Risk and Contingency Management (IJRCM), 2014, vol. 3, issue 3, 42-54

Abstract: Initiation of economic reforms in India overwhelmed the large banks starting in 1991. Liberlaisation, privatisation, and globalisation, along with foreign direct investment exposed Indian banks to operational and credit risks. To overcome these risks, the banks have upgraded their financial, technological, and Human Resource Development (HRD) processes. The case study organization was one of the nationalized banks in India that lost its supremacy, slipping in rank from first to eighth. During the last decade, this bank adopted several HRD practices to create a strong OCTAPACE culture. As a result, the bank won several HRD awards over 10 years. This study critically reviews that bank as a single case study. Data were collected from 153 employees of the case study bank (all had completed at least 10 years of service). The focus was to examine if the OCTAPACE culture had impacted performance. The findings were that the OCTAPACE culture improved and the bank increased its financial performance without experiencing credit risk.

Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:igg:jrcm00:v:3:y:2014:i:3:p:42-54

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