Maßnahmen des Personalmanagements in deutschen Banken unter besonderer Berücksichtigung der Motive und der Fürsorgepflicht von Führungskräften

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Absztrakt (kivonat)

The banking system in Germany is a stabilising factor for the German economy and is characterised by a division of the banking sector into three types of banks: private banks, cooperative banks and savings banks. The banks are particularly burdened by the regulatory requirements and the demographic situation. This leads to a shortage of skilled workers and managers. In addition, there are legal risks for managers from their duty of care towards their employees. This background leads to the question of what economic, organisational and legal measures banks can take to attract and retain suitable managers for their own institution. In order to be able to answer this question adequately, the predominant motives of managers for taking on leadership tasks must be identified. In addition, it is important to find out what knowledge managers have about their duty of care and the associated legal risks and how this knowledge influences their willingness to take on a management position. To this end, qualitative primary research was conducted in the form of in-depth interviews with ten executives from German banks. The evaluation of the determined data by means of a qualitative content analysis and subsequent typification leads to the conclusion that there are three different types of managers. Typing also leads to the following hypotheses: Hypothesis 1: A leader who is predominantly extrinsically motivated and aware of this has a greater willingness to take on responsibility than a leader who is predominantly extrinsically motivated and is not aware of it. Hypothesis 2: Predominantly intrinsically motivated managers are characterized by a great willingness to take on responsibility. It is recommended that banks use the three types developed, both for recruitment and executive retention. This requires banks to create and use the opportunities to identify the different types in the context of application procedures. An important finding about leadership motivation is that a work environment with a culture of appreciation and recognition is the most important motivator. It is therefore important to know the motivational situation of managers and to bring it together with the framework conditions of the bank. Banks should also take measures to sensitize their executives to the legal risks arising from the duty of care. The hypotheses and results developed result in a need for additional research.

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