1.

YES BANK: HUMAN CAPITAL INITIATIVES OF A STARTUP IN THE INDIAN BANKING INDUSTRY
CASE

Reference no. 408-070-1

Authors:
Purkayastha, D.; Faheem, H.
Published by:
IBS Center for Management Research (2008)
Length:
20 pages

Data source:
Published sources
Abstract:
This case is about Yes Bank, one of the new generation private sector banks and its unique human
capital initiatives which helped it attract and retain the best talent in the industry. Despite being a late
entrant in the Indian banking industry, Yes Bank had established itself as a top bank in India. Yes Bank's
unique 'knowledge banking' approach and its emphasis on human capital helped it differentiate itself from
its competitors. The case also discusses Yes Bank's effort toward establishing a strong employer brand
and projecting itself as an 'aspirational' employer in the Indian banking sector. Yes Bank's various
innovative human resources (HR) initiatives helped it institutionalise a performance culture and
entrepreneurial spirit in its employees. Yes Bank's focus on human capital initiatives helped it in
succeeding in establishing itself as a key player in the Indian banking industry within a short span of time.
The case objectives are to: (1) understand the human resources (HR) challenges faced by a startup
organisation; (2) understand the human capital initiatives adopted by Yes Bank and its role in
institutionalising innovative HR practices within the organisation; (3) understand the rationale behind
creation of a strong employer brand and building an enterprise based on Employee Value Proposition
(EVP); and (4) understand the rationale behind Yes Bank's focus on human capital as an enabler of the
bank's business strategy of differentiating itself from its competitors. This case is meant for MBA / MS
students as part of the strategic human resource management / human resource management and
organisational behaviour curriculum. The teaching note includes the abstract, teaching objectives and
target audience, teaching methodology, assignment questions, feedback of case discussion, and
suggested readings and references. It does not contain an analysis of the case.
Topics:

Human

capital; Employer

differentiation; Competitive

branding; Employee

value

advantage; Human

orientation; Leadership; Recruitment

proposition; Business

resource; HR

strategy; Attracting;Retaining; Talent

(human

strategy; Service
resources)

management; Performance

management; Training
Settings:
India, Banking, Medium, 2003-2008

2.The intellectual capital performance of the Indian banking sector

Document Information:
Title:

The intellectual capital performance of the Indian

banking sector

Author(s):

G. Barathi Kamath, (ICFAI Business School, Nirlon Complex,

Goregaon, Mumbai, India)

Citation:

G. Barathi Kamath, (2007) "The intellectual capital

performance of the Indian banking sector", Journal of
Intellectual Capital, Vol. 8 Iss: 1, pp.96 - 123

Keywords:

Banks, Business performance, Human

capital, India, Intellectual capital

Article type: Research paper

DOI:

10.1108/14691930710715088 (Permanent URL)

Publisher:

Emerald Group Publishing Limited

Abstract:
Purpose The paper seeks to estimate and analyze the Value
AddedIntellectual Coefficient (VAIC) for measuring the
value-based performance of the Indian banking sector for a
period of five years from 2000 to 2004.
Design/methodology/approach Annual reports, especially
the profit/loss account and balance-sheet of the banks
concerned for the relevant years, were used to obtain the data.
A review is conducted of the international literature on
intellectual capital with specific reference to literature that
reviews measurement techniques and tools, and the VAIC
method is applied in order to analyze the data of Indian banks
for the five-year period. The intellectual or human capital(HC)
and physical capital (CA) of the Indian banking sector is

analysed and their impact on the banks' value-based

performance is discussed.
Findings The study confirms the existence of vast
differences in the performance of Indian banks in
different segments, and there is also an improvement in the
overall performance over the study period. There is an evident
bias in favour of the performance of foreign banks compared
with domestic banks.
Research limitations/implications All 98
scheduled commercial banks are studied as per the information
provided by the Reserve Bank of India(RBI)/India's Apex
bank. Regional rural banks (RRBs), a segment of the indian
banking sector, are not dealt with in the study since their
number is large (more than 200), but they contribute only 3
percent of the market of Indian banks. This paper is a
landmark in Indian banking history as it approaches
performance measurement with a new dimension.
Practical implications The paper has strong theoretical
foundations, which have a proven record and applications. The
methodology adopted has been research
tested. Domestic banks in India are provided with a
new dimension to understand and evaluate their performance
and benchmark it with global standards. The paper also has
policy implications, as it reflects the lop-sided growth of a few
sections in the Indian banking segment.
Originality/value The paper represents a pioneering and
seminal attempt to understand the implications of the business
performance of the Indian banking sector from an intellectual
resource perspective.

3.Managing the human resource in Indian SMEs: The role of

indigenous realities

Abstract

This paper discusses how issues of people management are addressed in Indian small and medium
enterprises

(SMEs).

It

also

highlights

the

indigenous

approaches

to human

resource

management (HRM) that have surfaced in the Indian SME context. The research formulation has been
built on the mapping of people-management practices in two SME case studies, one of which is also a
family-based organization. The analysis shows that indigenous realities in HRM in Indian SMEs relate
mainly to the provision of financial, emotional and social support to the workforce; employee
involvement (EI) practices; recruitment; skill development; managing employee relations; and
managing vis--vis labor law framework. The paper argues that in the sphere of people management in
SMEs, the willingness to innovate and formalize the HR systems is constrained by a kind of bounded
rationality, i.e., the owners of SMEs mostly believe that they are already doing what is humanly
possible in this regard. The analysis has an important message for concerned practitionersin order to
realize their full potential and to progress towards fulfilling their vision; SMEs eventually have to
intertwine indigenization and formalization for their people management approaches.

Keywords

HRM;

SMEs;

India;

Industrial relations;
Indigenous practices

4. Enterprise resource planning: a case of a blood bank

Document Information:
Title:

Enterprise resource planning: a case of a blood bank

Author(s):

Omprakash Gupta, (College of Business, Prairie View A&M

University, Texas, USA), Keren Priyadarshini, (Business
Intelligence, NKF, Singapore), Samia Massoud, (College of
Business, Prairie View A&M University, Texas,
USA),Shivprakash K. Agrawal, (Sardar Vallabhbhai
Patel Institute of Technology, Vasad)

Citation:

Omprakash Gupta, Keren Priyadarshini, Samia Massoud,

Shivprakash K. Agrawal, (2004) "Enterprise resource
planning: a case of a blood bank",Industrial Management &
Data Systems, Vol. 104 Iss: 7, pp.589 - 603

Keywords:

Blood, Electronic commerce, Enterprise zones, Information

systems

Article type: Research paper

DOI:

10.1108/02635570410550250 (Permanent URL)

Publisher:

Emerald Group Publishing Limited

Abstract:

This paper discusses about the enterprise resource planning

(ERP) market in India and the world. The current extension of
ERP is e-CRM. The ERP market has become saturated and is
on the decline; and emerging from it is the market for small
and medium scale enterprises. ERP, especially in India, is
being offered by small-localized players to small and medium
sized firms customizing it to the needs and their pockets.
Taking this cue, the big ERP players have also started offering
complete solutions to the small firms. The paper illustrates this
point by using the case example of Prathma, a modern
blood bank in India. Prathma has been the first blood bank in
India to use ERP to integrate its functions using a customized
ERP. This has installed a quality check in its day-to-day
operations and has significantly lowered costs. The findings of
this study indicate that ERP systems promises benefit from
increased efficiency to improved quality, productivity, and
profitability.

5.Human resource management in the Indian public and private sectors: an

empirical comparison

Abstract

This study compares human resource management (HRM) practices in Indian public- and private-sector organizations. The
investigation is based on a questionnaire survey of 137 large manufacturing firms (public sector=81; private sector=56). The key
areas of analysis include the structure of human resource (HR) department, the role of HR function in corporate change, recruitment
and selection , pay and benefits, training and development , employee relations and emphasis on key HRM strategies. Internal
labour markets (ILMs) are used to make the comparative analysis. The statistical results show a number of similarities and
differences in the HRM systems of Indian public- and private-sector organizations. Against the established notion, the results of this
study reveal that the gap between Indian private- and public-sector HRM practices is not very significant. Moreover, in a few HR
functional areas (for example, compensation and training and development), Indian private-sector firms have adopted a more
rational approach than their public-sector counterparts

6.Determinants of customer satisfaction in retail banking

Document Information:
Title:

Determinants of customer satisfaction in retail banking

Author Terrence Levesque, (Associate Professor, School of Business and

(s):

Economics, Wilfrid Laurier University, Ontario, Canada), Gordon

H.G. McDougall, (Professor, School of Business and
Economics, Wilfrid Laurier University, Ontario, Canada)

Citatio Terrence Levesque, Gordon H.G. McDougall, (1996) "Determinants

n:
of customer satisfaction in retail banking", International
Journal of Bank Marketing, Vol. 14 Iss: 7, pp.12 - 20
Keywo Banking, Canada, Customer
rds:
satisfaction, Marketing, Retention, Service quality
Article
Research paper
type:
DOI:

10.1108/02652329610151340 (Permanent URL)

Publis
her:

MCB UP Ltd

Abstra Points out that customer satisfaction and retention are critical for
ct:
retail banks, and investigates the major determinants of customer
satisfaction and future intentions in the retail bank sector. Identifies
the determinants which includeservice quality dimensions (e.g.
getting it right the first time), service features (e.g. competitive
interest rates), service problems, service recovery and products used.
Finds, in particular, that service problems and the banks service
recovery ability have a major impact on customer satisfaction and
intentions to switch.

7.Journal Article

Contemporaneous HR
practices in Indian banking
scenario: a review
Journal

International
Journal of Indian
Culture and
Business
Management

Publisher Inderscience

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Publishers
ISSN

1753-0806 (Print)
1753-0814 (Online)

Subject

Accounting and
Finance, Arts and
Culture, Business
Administration, Eco
nomics,Entrepreneu
rship, Innovation
and
SMEs, Information
Systems and
Technology,Operati
onal Management,
Marketing and
Services,Policy and
Organisational
Management and P
ublic Policy and
Public Services

Issue

Volume 7, Number
3 / January 2013

Category SOCIETY AND

CULTURE
Pages

441-451

DOI

10.1504/IJICBM.201
3.056219

Subject
Group

Computing and
Mathematics

Online
Date

Tuesday,
September 03,
2013

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Authors
Prachi Bhatt1
1

HRM & OB, FORE School of Management, 18-B, Adhitam Kendra, Room No. 13B (1st
Floor), Qutab Institutional Area, New Delhi. Pin-110016, India

Abstract
To evolve is a mandate today. Obsolete practices cannot prove to be relevant and effective
for performance of any evolved organisations success. Non-traditional banking activities
substantiate changing Indian banking scenario, and makeover in human resource (HR) is a
consequence of this transformation. The paper aims to identify research prospects in
reviewing HR practices and its relevance and efficacy with the promising trends and
challenges before Indian banking. In the light of growing importance of human resources, the
present study asserts the untended need of studies and empirical evidences that can fill the
gap created due to dearth of studies extended towards contemporariness of HR practices in
unison with human resource development (HRD) paradigm.

Keywords
Indian banking, research perspective, changing HRD paradigm, HR practices, India

8.An Exploratory Study

of Employee
Engagement Initiatives
in the Indian Banking
Sector.
Source: SIES Journal of Management . Mar2012, Vol. 8 Issue 1, p922. 14p.
Author(s): Sarangi, Swatee
Subject Terms: *INDIA

*BANKING industry -- India *BANK

employees *BANKING industry -- Customer services

marketing

*RELATIONSHIP

*INNOVATIONS in business *QUALITY standards

Abstract:The banking sector in India is witnessing several changes

due to increased competition, advancement of technology and changing
regulations. The Indian banking sector has a mix of foreign banks, Indian
private banks, nationalized banks and co-operative banks. Engaging
employees skill help in increasing customer engagement and triggering
innovation. It will help in taking these banks to greater heights of excellence.
This paper explores the various employee engagement initiatives in the
banking sector. These best practices will help banking organisations design
their own fit of employee engagement initiatives.
Copyright of SIES Journal of Management is the property of SIES
College of Management Studies and its content may not be copied or
emailed to multiple sites or posted to a listserv without the copyright holder's
express written permission. However, users may print, download, or email
articles for individual use. This abstract may be abridged. No warranty is
given about the accuracy of the copy. Users should refer to the original
published version of the material for the full abstract.

9.AN EMPIRICAL
STUDY ON JOB
STRESS IN PRIVATE
SECTOR BANKS OF
UTTARAKHAND
REGION.
Source: International Journal of Research in Commerce, IT &
Management . Jun2013, Vol. 3 Issue 6, p7-13. 7p.

Author(s): SHARMA, MEERA; RAINA, R. L.

Subject Terms: *JOB stress -- Research *BANKING industry -India *BANK employees -- Research *TECHNOLOGICAL innovations -- India
*PRIVATE sector
Abstract:Technological changes in banking sector and the
innovations in telecommunication and information technology have brought
continual revolution in the operational patterns of banks. As a result, work in
banks has become more challenging ensuing into high job stress among
employees working in banks. It is found that the employees working with
private sector banks are more dwelled with job stress than those working
with public sector. This study examines the theoretical understanding of job
stress in private sector banks followed by empirical investigation. Reviews
are done to discover the causes of job stress in private sector banks and its
association with different demographic variables. An attempt has also been
made to find out all possible ways to reduce job stress. The data was
collected by a questionnaire survey method from executives of private sector
in Dehradun. Descriptive Statistics was used to analyze the data. Results
indicate the occurrence of job stress among employees of private sector
banks and its association with the various demographic variables.
Copyright of International Journal of Research in Commerce, IT &
Management is the property of IJRCM and its content may not be copied or
emailed to multiple sites or posted to a listserv without the copyright holder's
express written permission. However, users may print, download, or email
articles for individual use. This abstract may be abridged. No warranty is
given about the accuracy of the copy. Users should refer to the original
published version of the material for the full abstract.