 Case 18: Performance, Training, and Change Management: The Australian Banking and Finance IndustryAmi-Lee Kelly ()
A chapter in Strategic Human Resource Management and Employment Relations, 2022, pp 359-370 from Springer Abstract: Abstract This case study highlights many challenges in an Australian banking context. The difficulties identified address performance, people management, leadership, training, and change management. The case study focuses on an environment where banking products are a commodity and are differentiated by delivering the best possible service. Within this case study, there are complex interactions following the development of an individual’s career spanning over several months. Elizabeth is employed to firstly manage a large call centre team focused on the delivery of customer service. She is then promoted to a product management role to manage a product set of credit cards for the bank. She comes straight from university into a management role concentrated on coordinating a large team of call centre operators. Elizabeth immediately identifies the gaps between the desired state of performance and the current state. She then faces challenges in her promotion into a new role as product manager for the credit card product set. Date: 2022 There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:sptchp:978-3-030-90955-0_34 Ordering information: This item can be ordered from DOI: 10.1007/978-3-030-90955-0_34 Access Statistics for this chapter More chapters in Springer Texts in Business and Economics from Springer |
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