Automated teller machines (ATMS) and employee performance: a case study of Barclays Bank Kamwokya Branch Kampala (Uganda)
| dc.contributor.author | Mugabi, Paul | |
| dc.date.accessioned | 2020-07-28T11:33:13Z | |
| dc.date.available | 2020-07-28T11:33:13Z | |
| dc.date.issued | 2012-11 | |
| dc.description | A research report submitted to the College of Economics and Management Sciences in partial fulfillment of the requirements for the Award of a Bachelor’s Degree in Business Administration of Kampala International University | en_US |
| dc.description.abstract | The topic of the study was A TM and employee performance, a case study of Barclays bank Kamwokya branch, the purpose of the study was to find out the relationship that exists between A TM and employee performance. The objectives of the study was; to establish the effects of ATMS on employee performance of Barclays bank Kamwokya branch, To establish the effects of carrying out banking transactions 24hrs a day on employee performance behavior, To establish how A TMS control fraud. The research used both descriptive and analytical research design. The findings of the study indicated the following: ATM machines are present in Barclays bank Uganda Limited The major role of A TM function is to prevent detect errors and fraud Employee reports are made for the management to base their decisions on External auditors measures the effectiveness of A TM machine functions Management of Barclays Bank Uganda Limited gives employees due independence While a number of challenges have been cited, the most seem to point at the independence and objectivity of the employees. Basing on the fact that internal auditors are employees of the organizations, they tend to perform their duties towards the directors of their employers or management. The following recommendations were made; Strong and sustained suppo11 from senior management is the single most important element in building an effective and independent employee performance. Ideally, the head of the bank should report directly to the Board of Directors. This positions the employees to play a more independent and strategic role, which extends beyond performing as expected. It also reflects the attitude and expectations of senior management with respect for the employees, and promotes independence and objectivity by placing an appropriate distance between the bank and its employees. 2. To be effective on employee performance, management needs to move from a tactical level to a strategic level. They need to align their resources and provide assurance on risk, governance, and control of business processes that support the banks objectives and that demonstrate the value of the employees. 3. A close working relationship with senior management, along with their visible support, signals that they value the expertise that employees bring to their organization. Such a relationship can strengthen the perception of the independence and objectivity of the management function. | en_US |
| dc.identifier.uri | http://hdl.handle.net/20.500.12306/11910 | |
| dc.language.iso | en | en_US |
| dc.publisher | Kampala International University, College of Economics and management | en_US |
| dc.subject | Automated teller machines | en_US |
| dc.subject | Employee performance | en_US |
| dc.title | Automated teller machines (ATMS) and employee performance: a case study of Barclays Bank Kamwokya Branch Kampala (Uganda) | en_US |
| dc.type | Other | en_US |