Mobile Banking The New Progression Of The Traditional...

In a society where technology has already advanced significantly, innovation and growth further encompass those who accept the opportunity of change. This is prevalent with the new progression of the traditional banking system. The previously established banking process involved multiple tangible items - credit cards, checkbooks, and cash. This all has changed drastically within the past 10 years with the development of mobile banking. Mobile banking incorporates web-based transactions and abilities, mobile payments, and other financial relations all-stemming from a mobile device. It has become widespread due to the accessibility, ease, and the number of users continually joining the mobile banking movement. Not only have the United States and Canada been affected, but mobile banking and payments are becoming an international norm. Great progress has positively impacted many banking institutions; however, concerns of security and personal privacy have halted its implementation among the US population. Though it can be viewed as a broad topic, mobile banking is portrayed through its changes and advancements with mobile payments, network effects, overall international influences, market landscape, and mixed perceptions of security within the model. The market for mobile payments is growing at an all time high with a projected increase in global mobile payment volumes. In fact, payment transactions are expected to increase 22% by 2017. The market landscape of mobile paymentsShow MoreRelatedBanking- Technology Impact1319 Words   |  6 PagesIn the world of banking and finance nothing stands still. The biggest change of all is in the, scope of the business of banking. 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Employment and Relations Recruitment Strategies †MyAssignmenthelp

Question: Discuss about the Employment and Relations Recruitment Strategies. Answer: Introduction Employee representation schemes are also referred to as the employee representatives legal groups. Examples are labor trade unions that are meant to enhance the employees voice at workplace. These schemes are valued in various countries and undermined in others especially in the developed English speaking countries where they are believed not to be of great impact at work places regarding to employees productivity (Deery, Walsh Knox, 2001). Australia being one of the developed English speaking countries, the managers have shown great lack of interest in employee representation schemes. Legal support system, Fear of conceding power, presence of progressive human resource departments and success consultive committees, are some of the reasons why they are uninterested in representation schemes as discussed below; Australian Acts of 1991, 1993 and 1994 under Industrial Relations rendered permit of collective initiative of workplace agreements to be made between the employers and their employees without any trade or other whatsoever union being involved. This gave organizational managers a way through to conduct their internal business without influence of any union. Employers in various organizations argued that, employee participation at work places should be voluntary and according to the set rules, unions should not in any way be the elements of employee participation at work place. Australian government support managerial collective agreements as supported by the acts of law making it easier for the managers to always lack interest in the union schemes and rather opt to deal directly with their employees. This has proved positive and their relationship with employees is positive so standing with their decisions of non-unionism. Organizational managers in Australia fear that by letting the employees representation scheme have a way in their management activities concerning their employees, they might in one way or another surrender some managerial power to them (Diane Van Den Broek 2003). The empowerment given to the employees will entrench their power as the unions will influence their activities reading to increased employees voice at work place but following the union tribunals. The managers also argue that they are better without the unions because they are in better positions to understand the intensity of the work their employees deal with making it easier to understand their issues and also solving them. Management in most cases its concerned with jurisdiction other than the level of employee participation at workplaces. Management developed participation channels under human resource departments within the organizations are working positively to enhance the level of employee participation and employee voice at work. These participation channels do not only fill the representative gaps left by unions but also empower workers and management to always recognize the efforts they make at workplaces. Successive consultive committees under this department has also enhanced the employer employees relationships at work places. They enhance direct employee participation resulting to positive teamworks consultation at work places between employees and their employers. As a result large spread inventive performance practices such as teambuilding and viable workgroups are relevantly enhanced and without the external forces of unions or related tribunals. Conclusion Most of Australian managers support the issue of non-unionism claiming that employee representation is better without the unions. Direct employee involvement in decision making at workplaces enhances a good relationship between the employee and the employers and prevent any form of damage that may be enhanced by a third party. Unfortunately this does not seem to be practical in Australia in the recent times as most of the non-union representatives do not deliver what they promise to the employees. References Deery, S., Walsh, J., Knox, A. (2001). The non-union workplace in Australia: bleak house or human resource innovator? International Journal of Human Resource Management, 12(4), 669-683. doi: 10.1080/09586190110037335 Diane Van Den Broek, C. (2003). Recruitment Strategies and Union Exclusion in Two Australian Call Centres. Relations Industrielles / Industrial Relations, 58(3), 515-536.