The Grameen Bank is a financial organization that provides microcredit loans largely, but not exclusively, to women in rural Bangladesh. These small loans are provided to people who wouldn’t normally have access to the conventional banking system. No collateral or legal agreement is required for those wishing to take out these small loans. Instead, lending is based on a system of mutual trust and accountability. The system of borrowing and lending is administered in a very different way from normal banks. Grameen looks to work with its clients and let them determine their repayment plans and help them should they have problems in meeting these. Surprisingly, the loan repayment rate is very high, even without formal agreements in place. The founder of the Grameen Bank, Professor Muhammad Yunus, believes that providing poor people, especially poor women, with credit can actually be an effective weapon in combating poverty and a tool for enabling socio-economic development. Conventional banking has tended to focus on men, but Grameen gives high priority to female borrowers, arguing that it empowers them and enhances their status in society.
On the organization’s website, Professor Yunus states that, “these millions of small people with their millions of small pursuits can add up to create the biggest development wonder”.
Inhaltsverzeichnis (Table of Contents)
- Introduction
- Employee Selection
- Person-Environment (P-E) Fit
- Supplementary and Complementary Congruence
- Needs-Supplies versus Demands-Abilities Distinction
- Perceived versus Actual Distinction
- Person-Job (P-J) Fit
- Person-Organization (P-O) Fit
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This paper examines the critical process of employee selection, focusing on the Grameen Bank as a case study. The paper aims to understand how this unique organization, known for its microcredit loans and commitment to social development, effectively selects staff who align with its values and contribute to its success. It explores different frameworks of employee fit within the context of the Grameen Bank, analyzing how these frameworks contribute to the bank's overall effectiveness.
- Employee selection in the context of the Grameen Bank
- Different frameworks of employee fit, including person-environment (P-E) fit, person-job (P-J) fit, and person-organization (P-O) fit
- The importance of matching individuals to organizational values and culture
- The impact of employee selection on organizational success
- The concept of "fit" in relation to individual characteristics and environmental demands
Zusammenfassung der Kapitel (Chapter Summaries)
- Introduction: This chapter introduces the Grameen Bank, highlighting its unique lending practices and the importance of employee selection in its success. It emphasizes the bank's decentralized structure and its commitment to finding staff who share its vision and principles.
- Employee Selection: This chapter emphasizes the crucial role of employee selection within the Grameen Bank. It discusses the theoretical frameworks used in selection, particularly the concept of "fit" between individuals and the organization.
- Person-Environment (P-E) Fit: This chapter delves into the dominant framework of P-E fit, which encompasses other theories like P-J and P-O fit. It explores the debate surrounding situational versus individual factors in determining behavior, and how P-E fit reconciles these arguments.
Schlüsselwörter (Keywords)
The primary keywords and topics within this work include employee selection, organizational fit, Grameen Bank, microcredit, person-environment fit, person-job fit, person-organization fit, organizational culture, and staff selection. The paper explores the intersection of these themes, investigating how the Grameen Bank's unique approach to employee selection fosters organizational success and aligns with its core values.
- Citar trabajo
- Apakshit Sachdeva (Autor), 2010, The Grameen Bank , Múnich, GRIN Verlag, https://www.grin.com/document/155988
