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Determinants of bank profitability : an empirical study of South African banksKana, Kiza Michel 01 1900 (has links)
The role that banks as key intermediaries play in the modern economy activities is unquestionable, it is admitted that banks remain one of the key financial intermediaries that provide a variety of services in the economy of every state. However, not all financial intermediaries have a significant impact on modern economies, only a stable and profitable banking sector can adequately play the role of financial intermediary in economy. The bank, as an intermediary in the modern economy must be profitable, and this profitability depends on a number of factors that are referred to in this study as determinants of bank profitability.
The effect of internal and external determinants of the bank profitability in South Africa is the main focus of this study. It utilized annual time series internal and external data for the period 2001 to 2013.
Quantitative approach methodology using secondary data and panel data technique to measure the impact of the determinants was used in the study. The sample consists of nine banks, followed for 12 years and sampled annually.
The results for bank-specific consist of four statistically significant variables such as bank size, non-interest income and non-interest expense and credit risk and four non-significant variables (equity capital, loan, saving deposit, fixe term deposit) also the industry-specific consist only one significant variable (market concentration) while macro-economic determinants consist of three non-significant variables (economic growth, inflation, and lending interest rate).
In conclusion, the empirical result shows that the bank specific factors are directly controlled by the Management thereby it has a positive correlation to the bank profitability while the industry specific (market concentration) also positively affects the bank profitability. However, the macroeconomic variables which are beyond the scope of management control were non-significant to profitability but show positive sign. Therefore, the variables which are significant affect positively the bank profitability, and the non-significant variables affect the bank profitability negatively. The findings were consistent with mixed results found in prior literature. / Business Management / M. Com. (Business Management)
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Exploring experiences of co-worker trust, relatedness and vitality in a Music Therapy well-being intervention in a South African bankBrand, Adriaan Cornelius January 2013 (has links)
A qualitative research project was conducted to explore experiences of co-worker trust,
relatedness and vitality through a short-term Music Therapy intervention designed to promote
well-being. Thirteen adults who work at a branch of a South African bank in the Cape
Winelands in the Western Cape Province of South Africa participated in the study. Six Music
Therapy sessions were conducted in work time. Focus groups were conducted before and
after the intervention. Data were generated by means of transcription of the focus groups, and
thick description of selected Music Therapy session video clips. Data were analysed by means
of content analysis through data-driven, open coding, followed by two levels of categorisation
and theme extraction (Ansdell & Pavlicevic, 2001; Gibbs, 2007; Graneham & Lundman, 2004;
Hsieh & Shannon, 2005; Punch, 1998). Findings suggest that participants experienced
meaningful shifts in experience on all three of the identified focus construct dimensions, as
well as on the dimensions of individual competence and autonomy. Further emerging
questions were explored regarding the transferability of gains made in the Music Therapy
space to the work context. It was proposed that increased experiences of autonomy,
competence, and vitality in the therapy space supported the development of trust and enriched
relatedness across both work and therapy contexts. Trust and relatedness gains were
proposed to be longer-lasting. A progression of relatedness development phases was
proposed, through which participants may have been able to achieve notable outcomes
pertaining to improved communication, decreased conflict, increased cooperation and interpersonal
support. / Dissertation (MMus)--University of Pretoria, 2013. / gm2014 / Music / unrestricted
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An evaluation of the BankSETA certificate in management development programme using Kirkpatrick's four-level modelNukunah, Chimese Nkouamou Tankou Epse 11 1900 (has links)
To date, there has been little, if any, holistic evaluation of one of the BankSETA programmes that bank employees are nominated to attend, the Certificate in Management Development (CMD). The programme began in 2010 with the aim of increasing the pool of skills in entry-level management occupations in the banking and micro-finance sector (BankSETA, 2016). In order to verify whether the CMD programme has achieved the purpose for which it was instituted by the BankSETA, it is important that a programme evaluation be conducted.
The main aim of this study was to undertake a holistic evaluation of the CMD programme to determine students’ perceptions, their increase in knowledge, their ability to apply on-the-job learning and the impact of the programme on the organisation. It also aimed to identify any barriers or obstacles and to provide recommendations to the BankSETA.
Kirkpatrick’s (1996) four-level model of reaction, learning, behaviour and results was used as the theoretical framework for this study. A convergent parallel design was used to gather and analyse the data. The convergent design allowed the researcher to use quantitative and qualitative data-collection methods simultaneously, prioritising the methods equally and keeping each phase independent during analysis, and to then mix the results during the overall interpretation of the findings.
The findings of this study highlight the importance of programme evaluation and how indispensable this practice is to the success of any programme. Even though positive results were conveyed at every phase of the study, there are certain areas that can be improved upon in order to maximise the outcomes of the CMD programme. / Business Management / M. Com. (Business Management)
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