Abstract:
This internship report has deliberated upon the implications of employee engagement in the service management of NRB Bank PLC. The implication of HRM on the service provided has been discussed on training, communication, organization’s guidance, and support to affect the service quality. The exposure to practical work as a part of the customer documentation and follow-up and several training sessions has enabled me to connect HRM and human resource management to the provision of services in these arguments. I have learned that training and HRM activities are bettered serves not because of the knowledge in them but due to the workforce motivation to offer the service for the customer’s pleasure. I have also been able to note several other challenges that the employees and customers see. High workload, systems time lapses, aggressive sales’ targets, among others, are common challenges that decrease the performance and quality of services. Despite the available training programs and engagement schedules, the solutions to them include progressively specialized training schedules, comfortable stress states, vast information, no-cost capital states, and roles from active communication schedules. Employee engagement needs a conducive environment and conditions to thrive in productive and sustainable high-quality services. Several recommendations emanate from the experiences during the observation of these experiences. The enhancements can only be qualified through efficient workforce plans, applicable wellness, devoted IT assets, and equally ethical sales policies. In this light, I conclude that HRM is a real activity meant to lead to organizational target, and the situation that arises contributes to the excellent business environment.
