Effects of Artificial Intelligence to the Bankers

              At present almost every industry concerns about the implementation of AI from various aspects. They believe Artificial Intelligent as the solution to face modern business competition. Therefor banking industry has also highly concern about the implementation of AI presently. As a result, the employees of banking industry begin to suspect that their jobs might be replaced by AI. Even though Implementing AI is not that simple, this fear is not totally unsupported. In past decades the demand for bank staff has been decreased by the digitalization process in the banking industry (Marria, 2018).

                World’s leading financial institutes, such as J.P. Morgan, National Bank of Wynne have already begun to use AI-powered chatbots and virtual assistants for inputting customer information and anticipating customers’ future needs, etc (Marria, 2018). Besides that banks also use AI to identify suspicious activities or money laundering activities. “It’s a matter of thinking of what kinds of manual, time-consuming processes do we have today and how can we automate them?” Green said.

                According to the penny Crosman, by 2030, roughly about one trillion USD will be devoted to developing AI implementations in the United States financial services industry and 450 million USD of this would in the banking sector. as a result 1.2 million people working in the banking sector and lending will be replaced by Artificial Intelligent software by 2030 (Crosman, 2018).but some bankers believe that only uninteresting parts of duties like data entry and filling out Applications will fade and Employees will be able to concern on more interesting objects and that no actual jobs will be lost (Crosman, 2018).

References

Crosman, P., 2018. www.americanbanker.com. [Online]
Available at: https://www.americanbanker.com/news/how-artificial-intelligence-is-reshaping-jobs-in-banking
[Accessed 20 May 2019].

Marria, V., 2018. www.forbes.com. [Online]
Available at: https://www.forbes.com/sites/vishalmarria/2018/09/26/is-artificial-intelligence-replacing-jobs-in-banking/#76ee2edc3c55
[Accessed 20 May 2019].

Job satisfaction between public and privet banks in Sri Lanka

          Employees are the main driving force for every organization. According to Panghal (2013), there is a significant and positive relationship between job satisfaction and performance of an organization. As a result, job satisfaction has been considered as the main concern in every organization (Kumari & Pandey, 2011). The Difference between the volume of the rewards Employees obtain and the volume they expect they should be received is job satisfaction (Robbins & Judge, 2013). Financial benefits, job security, working environment and the relationship between peer employees are the main Causes for highest employee’s job satisfaction (Tanjeen, 2013).

          As defined by Kent, (1966) “Bank is an institution which collects idle money temporarily from the public and lends to other people as per need”. In the present competitive environment, employees of the banking sector, face several complications in carrying out their daily obligations in Sri Lanka. According to Myint et al. (2016) in the global context, the job satisfaction of the privet bank employees is higher than the employees of the public sector banks. But in Sri Lanka, employee satisfaction of public sector banks is Considerably higher than the private sector banks Khan & Parveen (2014). This has happened because of two leading causes. The first reason is the job securer of the public sector banking employees is higher than the private sector banks. Privet sector banks tend to terminate employees contract for lower performance or sometimes due to adverse market conditions. The comparatively greater burden of performance objectives, given for private sector bank employees is another main reason for this situation (Jain et al., 2012). Comparing the above research done by experts we can conclude that employees In Sri Lanka still choose public banks than private banks Khan & Parveen (2014), G. S. Dangayach (2012), JAIN et al. (2012).

References

Jain, S., Seema, S. & Jain, R., 2012. Job satisfaction in banking: a study of private and public sector banks (comparative study). International Journal of Science & Technology, 2(1), pp. 40-48.

kent, r. p., 1966. Money and Banking. s.l.: Holt, Rinehart and Winston.

Khan, N. A. & Parveen, S., 2014. A comparative study of job satisfaction of employees in. public and private sector banks in india, 26(2), pp. 813-820.

Kumari, G. & Pandey, K., 2011. Job Satisfaction in Public Sector and Private Sector. International Journal of Innovation, Management and Technology, 2(3), pp. 222-228.

Myint, S. S., Leampricha, N., Pooncharoen, N. & Rurkwararuk, W., 2016. An Analysis of Employee Satisfaction of Private Bank in Myanmar. International Business Management, 10(2), pp. 101-114.

Panghal, S., 2013. Factors influencing job satisfaction of banking sector employees in India. International Journal of New Innovations in Engineering and Technology.

Robbins, P. & Judge, A., 2013. Organizatioanal Behaviour. New Delhi: PHI Learning.

Tanjeen, E., 2013. A study on factors affecting job satisfaction of Telecommunication. IOSR Journal of Business and Management, pp. 80-86.

Self- Efficacy

                Self- efficacy theory is a way to explain motivation, what drives some people to put forth a lot of effort and others to simply sit back and not even try. According to Albert Bandura, who has introduced the theory of self-efficacy, "Self-efficacy is the belief in one's capabilities to organize and execute the sources of action required to manage prospective situations." (Bandura, 1986) That’s why individuals are less likely to attempt something with their full effort if their self-efficacy is lower for that task. Because people tend to only try things that they believe they will be successful.

                Self- efficacy is influenced by several factors, such as Mastery Experiences, Vicarious Experiences, Verbal Persuasion, and Emotional & Physiological States (Bandura, 1986). According to the James Maddux imaginal experiences is another factor to the self- efficacy (Maddux, 2005).

                As industry in the service sector, banks have to continually develop their staff performance and the success of the organization is highly based on the quality of the services which they are delivering to the customers. At branch level, Branch managers can increase the performance of the branch staff by applying the self-efficacy theory on staff members.

                When assign duties, branch manager should consider the previous achievements of each and every employee and appoint them according to the similar tasks which they have previously achieved will help employees to build their self-efficacy. Shearing the previous achievements of senior peer staff members can be used to develop the self-efficacy of the junior staff members. Positive encouragements, persuasions from leader towards the achievement of duties are very important to build a higher self-efficacy of staff members. Never the less, manager can develop his self-efficacy by his previous achievements and his peer managers’ achievements.

                These implementations might lead to gain a competitive advantage to achieve branch targets by increasing employees’ motivation and performances. As Albert Bandura (1997) pointed out “Self-belief does not necessarily ensure success, but self-disbelief assuredly spawns failure”.

References

Bandura, A., 1986. Social foundations of thought and action, New Jersey: Englewood Cliffs.

Bandura, A., 1986. The explanatory and predictive scope of self-efficacy theory.. Journal of social and clinical psychology, Volume 43, pp. 359-373.

Bandura, A., 1997. Self-efficacy: The exercise of control, s.l.: Macmillan.

Maddux, J., 2005. Self-efficacy: The power of believing you can, s.l.: s.n.

Work flexibility

 Working from home or telecommuting is one option to develop work flexibility and it can save time and money in commuting costs and allows employees to achieve the demands of their personal lives while completing their professional duties. Also, the organization can reduce their overhead costs as well as the carbon footprint (Kashefi, 2007).
                       Flexible work schedules are another option. Some individuals have times of the day when they are basically more productive or they may have a much lighter commute if they start their work date earlier or later (Kashefi, 2007). It is very important that employees and supervisors or managers should work together to develop an effective work-flex plan to gain better output (Kashefi, 2007).
            Allowing employees to work part-time or build job share facilities can be very useful to develop a flexible working platform within the organization. Also, compressed work weeks have become popular among human Resource managers worldwide. Organizations should decide which flexible work practices best fit their requirements and implement them properly throughout the organization and support employees and supervisors to develop the skills to work together is essential (Christensen, 2010).
            Flexibility is key in modern fast-paced world where individuals are dealing with multiple life demands. Employee flexibility yields lower absenteeism, higher performance, healthier employees and a lower turnover of employees. organizations offering flexibility has become a competitive advantage that drives business results and helps them attract and retain the very best and brightest employees (Kashefi, 2007).

         Work flexibility is about an employee and an employer creating changes to when, where and how an employee will work to better meet individual and organizational requirements (Kossek & Lautsch, 2010). This is a modern method to have employees involved and carrying out well by giving them the facility to perform their duties in ways that fit their requirements and likings (Kossek & Lautsch, 2010). A suitable relationship among work demands and personal life responsibilities can increase the quality of both work and home life of employees.

References

Christensen, K., 2010. Realigning 20th-century Jobs for a 21st-century Workforce, s.l.: s.n.

Kashefi, m., 2007. Work Flexibility and Its Individual Consequences. The Canadian Journal of Sociology, Volume 32, pp. 341-369.

Kossek, E. E. & Lautsch, B. . A., 2010. Creating a Life That Works in the Flexible Job Age, s.l.: s.n.

Union Politicization in Sri Lanka

                         There were several research has been conducted by local and foreign scholars on the subject of Union Politicization in Sri Lanka. According to the researchers, almost all the unions of the public sector are politicized with the main popular political parties of Sri Lanka (Biyanwilla, 2003). Employee unions are basically concerned with gaining the political power for the party with which the unions are attached. All main political parties have their specific employee union reflected as labor arm of their parties (Kearney, 1971). Because of that, trade unions have been an opportunity for politicians to convey their political Ideologies to each other. even though most of the unions are based on socialists political ideologies, capitalist political parties also have their specific employee unions in most organizations. Uyangoda, (2000) pointed out that the trade unions in Sri Lanka are associated with both socialist and capitalist political ideology.

                Murillo, M. V. & Ronconi, L., (2004) pointed out that it was the political influence of unions that lead them more to strike actions than other causes. According to the above findings and conclusions, it is clear that politicization is one of the main characteristics of trade unions in Sri Lanka. Therefore human resource managers have to consider this union politicization fact, especially who are in the public or semi-government sector, to maintain a proper employee relationship with employees.

References

Biyanwilla, 2003. Trade Union in Sri lanka under Globalization, s.l.: The university of Western Australia.

Kearney, R. N., 1971. Trade Unions and Politics in Ceylon, New Delhi: Thomas Press India (PVT) limited.

Murillo, M. & Ronconi, L., 2004. Teaches' Strikes in Agentina. Pnartisan allignment and public sector labour relation, 39(1), pp. 77-98.

Uyangoda, J., 2000. Sri Lanka's Develoipment since Independence, New York: Nova Science Publishers.