Essays on The Bank of Queensland Case Study

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The paper 'The Bank of Queensland' is a great example of a Management Case Study. The Bank of Queensland is one of the successful banks in Australia. It has been in operations since 1874 when it was established. The bank has experienced a high growth rate and it currently has two hundred and fifty-five branches in Australia. It also has more than three thousand five hundred ATMs. Over the years, the bank has been able to acquire other banks and hence increasing its customer base. The Bank of Queensland serves a high number of customers on a daily basis.

The transactions that are carried out on a daily basis include the Retail banking operations as well as the business banking operations. Retail banking operations deal with home loans, personal loans, credit cards, and investment products. Business banking operations, on the other hand, deals with business loans, transaction accounts, business charge cards, and statutory trust accounts (Bank of Queensland, 2013). The branches are usually managed by the managers who run the branches in consultations with the headquarters. The bank has thousands of employees in Australia.

The employees have to meet strict datelines and some are forced to work for long hours. In some instances, it has resulted in stress and hence affecting the quality of the work of the employees. Employee counseling is a human resource that is a problem for the bank as it is not provided due to various reasons. The paper thus discusses the problems of employee counseling in relation to the bank. Description of the problem The lack of employee counseling in the bank has resulted in various problems for the employees and the bank.

This is because the productivity of the employees has been reduced by the lack of counseling. The problem has been manifested in the organization in several ways. The low morale of the employees is one of the symptoms of the problem. Some of the employees have very low morale and they do not want to interact with the other employees (Freedheim, 2011). In most cases, they are isolated and do not want to participate in active discussions. Their interaction with the customers is also not good due to the low levels of morale.

This affects the quality of the work. In some instances, the management has received reports and complaints from the customers regarding the employees. This is due to poor interactions and hence affecting their performance. The low level of morale is caused by the stress that the employees have. The stress is thus responsible for the poor performance and hence affecting the quality of work. This may happen among several employees at once. It thus affects the interaction among the team members and the employees.

The teamwork is usually impacted negatively by the process as the level of contribution is usually low within the organization. The failure to counsel the employee's results in the low levels of morale. This is because the employees always find it difficult to handle their work when they are under stress and hence the low levels of morale (Taormina, et al, 2009).

References

Bank of Queensland. (2013). About us. Retrieved on May 11, 2013 from,

Freedheim, D. K. (2011). History of psychotherapy. American Psychological Association.

Brown, L. S. (2010). Feminist therapy. Washington, DC: American Psychological Association.

.Donaghy. (2010). Payne's handbook of relaxation techniques. Churchill Livingstone/Elsevier.

Boxall, P. et al. (2003). Strategy and Human Resource Management. Houndmills, Basingstoke: Palgrave MacMillan.

Dessler, G. (2004). Human Resource Management. (10th Ed.), New Jersey: Prentice Hall.

Florian, P. (2009). Determinants of Work-life Balance: Shortcomings in the Contemporary Measurement of WLB in Large-scale Surveys. Social Indicators Research, Vol. 92, No. 3 / July, pp. 449-469.

Bacal, R. (2012). Manager's Guide to Performance Management. McGraw-Hill.

Shen, J. et al. (2009). Managing diversity through human resource management: an international perspective and conceptual framework, The International Journal of Human Resource Management, Vol. 20, Issue-2, February, pp. 235 – 251.

Taormina, R. et al. (2009) Identifying acceptable performance appraisal criteria: An international perspective. Asia Pacific Journal of Human Resources, Vol. 47, No.1, pp.102-125.

Roughton, J, 2002, Developing an Effective Safety Culture: A Leadership Approach (1st ed.). Butterworth-Heinemann.

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