Ιδρυματικό Αποθετήριο
Πολυτεχνείο Κρήτης
Πολυτεχνείο Κρήτης
EN
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| URI | http://purl.tuc.gr/dl/dias/9F887B09-09D2-4B97-A44A-DECAB8DF1ED6 | - |
| Αναγνωριστικό | https://doi.org/10.1504/IJFSM.2010.034552 | - |
| Γλώσσα | en | - |
| Τίτλος | Towards analyzing training needs. A case study in a greek bank | en |
| Δημιουργός | Lia Krasadaki | en |
| Δημιουργός | Κρασαδακη-Μητσοτακη Ευαγγελια | el |
| Δημιουργός | Matsatsinis Nikolaos | en |
| Δημιουργός | Ματσατσινης Νικολαος | el |
| Δημιουργός | Hanzis Anastasia K. | en |
| Περίληψη | 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 |
| Τύπος | Peer-Reviewed Journal Publication | en |
| Τύπος | Δημοσίευση σε Περιοδικό με Κριτές | el |
| Άδεια Χρήσης | http://creativecommons.org/licenses/by/4.0/ | en |
| Ημερομηνία | 2015-11-10 | - |
| Ημερομηνία Δημοσίευσης | 2010 | - |
| Θεματική Κατηγορία | Banks and banking--Management | en |
| Θεματική Κατηγορία | bank management | en |
| Θεματική Κατηγορία | banks and banking management | en |
| Βιβλιογραφική Αναφορά | 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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