Career Management in The European Banking System - Polish Journal of Management Studies

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Career Management in The European Banking System

Abstracts > Vol 9

Iuga I.

Abstract: Career management enjoys a special attention within every bank. The scope of this paper consists of analyzing the number of bank employees, branches and the bank return on assets, in European countries in the period 2006-2011. In order to perform this analysis, we collected official data from Eurostat, The Romanian National Institute of Statistics and The Central European Bank. The objectives of this research cover an analysis of the three indicators for 27 European countries, including Romania. We compared and analyzed the indicators obtained by Romania with those of other countries. The expected results reside in establishing a relation between bank profitability, number of branches and the number of employees in the banking system. This relation and its intensity will be established by calculating and analyzing the correlation coefficient.

Key words: bank personnel, correlation, bank return on assets, number of branches of credit institutions, evolution, analysis

Banks are interested in offering quality services and in obtaining the best results on the banking market and this can be achieved only through quality, competitive personnel. For this reason, banks try to attract customer-oriented employees, who are able to meet the needs of their clients. Bank profitability depends on the number of employees, their level of training, their communication skills and the employees rotation speed. Elaine Wallace [5], Leslie de Chernatony and Isabel Buil (2013) claim that front line employees are critical to service brand success, as their performance brings brand promises to life. Banking employees, like others, must remain committed to their employers, to live the brand, particularly during periods of economic uncertainty and customer frustration. Shams Pathan [2], Robert Faff (2013) indicate that board structure is particularly relevant for banks with low market power, if they are immune to the threat of external takeover and/or they are small. Gillian Maxwell (2009) analyzes how formal mentoring programs may enhance female mentees career development, particularly in a case study of a major high street bank [1]. Eugenia Petridou [3], Niki Glaveli (2003) state in their paper that the next challenge for the bank is to realize that the formation of a long-term development strategy and its integration with wider human resources management policies are a priority.

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Following an analysis of the correlation coefficient C1 between the Number of branches of Credit Institutions in EU -27 and the Return on Assets it appears that there is a inverse correlation between the Number of branches of Credit Institutions in EU -27 and the Return on Assets in the sense that: if the Number of branches of Credit Institutions increases, the Return on Assets decreases because the result was negative. The correlation is not very close, as it is around 0.1.  We could be talking about a close and very close correlation only if it exceeded a value of 0.5. According to Table 1 the correlation coefficient C2 also reported negative values below 0.5. This means that neither of the two indicators (Number of branches of Credit Institutions; Number of bank employees) influences aggressively the ROA index. Since the results of the correlations are negative, we can conclude that there are in fact inverse correlations, but not of high intensity.  To conclude, we assess that there are other factors (besides those analyzed) which influence the ROA index among which we mention:  bank policies and strategies regarding short, medium and long term profitability, the behavior of bank employees towards their clients, their knowledge about bank products and services, efficient management of bank assets etc.


[1]. Maxwell Gillian, Mentoring for enhancing females’ career development: the bank job, Equal Opportunities International Vol. 28 No. 7, 2009 pp. 561-576
[2]. Pathan Shams, Robert Faff, Does board structure in banks really affect their performance?, Journal of Banking & Finance 37 (2013) 1573–1589
[3]. Petridou Eugenia, Niki Glaveli, Human resource development in a challenging financial environment: the case of a Greek bank, Human Resource Development International 6:4 (2003), pp. 547–558
[4]. Schoenmaker Dirk, 2011, The European Banking Landscape after the Crisis, DSF Policy Paper, No. 12.
[5]. Wallace Elaine, Leslie de Chernatony and Isabel Buil (2013), Building bank brands: How leadership behavior influences employee commitment, Journal of Business Research 66 (2013) 165–171.
[6]. Weill L., 2004, On the relationship between competition and efficiency in the EU banking sectors, Kredit und Kapital 37,3,329-352
[7]. The European Central Bank site:



Zarządzanie karierą cieszy się szczególną uwagą w każdym banku. Zakres niniejszego artykułu obejmuje analizę liczby pracowników banków, oddziałów i zwrotu
z aktywów banku, w krajach europejskich w latach 2006-2011. W celu przeprowadzenia niniejszej analizy, zebraliśmy oficjalne dane z Eurostatu, Rumuńskiego Narodowego Instytutu Statystyki oraz Europejskiego Banku Centralnego. Cele tego badania obejmują analizę trzech wskaźników dla 27 krajów europejskich, w tym Rumunii. Porównaliśmy
i przeanalizowaliśmy wskaźniki uzyskane przez Rumunię ze wskaźnikami innych krajów. Oczekiwane wyniki związane są z budowaniem relacji między rentownością banku, liczbą oddziałów i ilością pracowników zatrudnionych w systemie bankowym. Ten związek i jego intensywność zostaną ustalone poprzez obliczenie i analizę współczynnika korelacji.

Słowa kluczowe: personel banku, korelacja, zwrot na aktywach banku, liczba oddziałów instytucji kredytowych, ewolucja, analiza.

关键词: 银行人员、 相关性、 银行返回资产,分支机构的信贷机构、 演变、 分析的数目

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