People and Organization by Kalani

Introduction In Sri Lanka’s government banking sector, promotions have long been based on circulars, seniority, and union agreements. These systems were built to maintain fairness and order. However, with new expectations and global changes in Human Resource Management (HRM), the old system now faces pressure to evolve. The question is: how can public banks move from a traditional Personnel Management (PM) style to a more strategic HRM approach that values both fairness and performance? From Circulars to Strategy: Understanding the Challenge Most promotion systems in public banks are guided by government circulars and collective agreements. This creates a rule-based and structured process that reflects the pluralist approach of PM — one where management and unions both influence decisions. Seniority and service years are often the main criteria, ensuring equality but sometimes ignoring individual ability or innovation. In modern Strategic Human Resource Management (SHRM), promotions ar...

As a Branch Manager at People’s Bank in a rural area, I often find myself performing the role of an “invisible HR manager.” Although HR policies are developed at Head Office, at the branch level, I am responsible for interpreting and enacting them in ways that fit our local realities. With only five members in my team — including a security officer, a cleaning staff member, and a university intern — managing people effectively becomes a strategic necessity rather than a formal HR function. Ulrich’s HR Business Partner Model (1997) emphasizes that HR is not confined to the HR department; line managers also act as key partners in executing HR strategy. In a small branch setting, this becomes even more evident. My role extends beyond banking operations to areas such as employee engagement, motivation, and team development. A practical example of this occurred when we faced a challenge with several pawned articles at risk of being auctioned due to uncontactable clients. Recognizing the loc...