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Institutional Repository [SANDBOX]
Technical University of Crete
Technical University of Crete
EN
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EL
| URI | http://purl.tuc.gr/dl/dias/9F887B09-09D2-4B97-A44A-DECAB8DF1ED6 | - |
| Identifier | https://doi.org/10.1504/IJFSM.2010.034552 | - |
| Language | en | - |
| Title | Towards analyzing training needs. A case study in a greek bank | en |
| Creator | Lia Krasadaki | en |
| Creator | Κρασαδακη-Μητσοτακη Ευαγγελια | el |
| Creator | Matsatsinis Nikolaos | en |
| Creator | Ματσατσινης Νικολαος | el |
| Creator | Hanzis Anastasia K. | en |
| Content Summary | This paper is part of a broader research project, which aims to upgrade the existing human resource procedure of a bank to a strategic human resource management approach. In this aspect, five dimensions were considered: selection, career, performance, reward and training. As part of the project, an integrated information system for skills and training management was developed. Therefore, the fundamental step was the enrichment of the existing job descriptions. This paper presents a seven-step methodology, which decomposes job positions to roles and tasks, and tasks to the required knowledge, skills and competences, in order for an employee to accomplish a job. The results can be used as a tool towards analysing training needs. The basic assumption of this methodology is the fact that employees usually undertake more than one role during their working time, which is the case for most bank branches in Greece. | en |
| Type of Item | Peer-Reviewed Journal Publication | en |
| Type of Item | Δημοσίευση σε Περιοδικό με Κριτές | el |
| License | http://creativecommons.org/licenses/by/4.0/ | en |
| Date of Item | 2015-11-10 | - |
| Date of Publication | 2010 | - |
| Subject | Banks and banking--Management | en |
| Subject | bank management | en |
| Subject | banks and banking management | en |
| Bibliographic Citation | E. Krassadaki, N. Matsatsinis and A. Hanzis, "Towards analyzing training needs. A case study in a Greek Bank", Internation Journal of Financial Services Management vol. 4 no. 3, pp. 199-219. doi: 10.1504/IJFSM.2010.034552 | en |
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