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Introduction: This research aims to determine or investigate the effect of applying these Human Capital Management principles. In order to develop and sustain employees, organizations have to invest in their employees. Here the concept of treating Employees as Human Capital comes into focus. Under this employee are not treated as mere resources but as capital to invest.
Purpose: There is a deficiency in the research about the evaluation of these Human Capital Management aspects and their implementation outcomes. This research aims to determine or investigate the effects of applying these Human Capital management principles. The major goal of this research was to compare Human Capital Management practises across public and private banks in Vijayawada.
Design/Methodology/Approach: Both primary and secondary sources were used to compile this report. Books, journals, magazines, websites, bank instructions, files, and records were mined for secondary data. The core data for this research was gathered using a carefully designed and pilot-tested questionnaire in order to elicit respondents' thoughtful responses. In order to collect data from both public and private sector bank personnel, a Purposive Sampling strategy was used.
Findings: The private sector banks employees possess Entrepreneurial Spirit, intellectual
qualities and also better training in job encourages them to enlighten their Communication Capabilities in their work place. Human Capital Management techniques in both public and private sector banks lead to promising organisational success in terms of employee efficiency, bank efficiency, and overall productivity.
Practical Implications: The practice of HCM in public sector banks helps the higher officials to recognize efficient employees and their true value and in private sector banks the practice of HCM develops entrepreneurial spirit and provides efficient training opportunities to the employees. If policymakers don't pay attention, regulatory hurdles and agency issues might prohibit banks from diversifying their revenue as much as they should. Human capital was shown to have a modest influence on bank performance, prompting the study's authors to recommend that both governments and banks increase their spending in this area.
Conclusion: The HCM strategy analyses core HR issues with an eye on bolstering HR's effectiveness and charting new territory. Stakeholders are communicated with via Human Capital Management's performance measurement and reporting in relation to established objectives (workers, shareholders, and consumers) about the importance of Human Capital Management in attaining sustainability and demonstrating banking responsibility.