Abstract
In most commercial banks, the people doing the work are the main reason results turn out the way they do. Even
so, performance still tends to be judged almost entirely by financial ratios such as ROA, ROE and CIR, with little
systematic effort to connect those numbers back to the workforce practices behind them. This article tries to close that
gap. Working from HR practice and the available research, it sets out an integrated Key Performance Indicator
framework that links HRM processes (recruitment, learning and development, performance management, employee
engagement, and HR operational efficiency) to the financial outcomes banks watch most closely. The intention is
practical rather than theoretical: to give HR and business leaders a common way of measuring things, so that the
contribution of people management becomes visible in financial terms.
so, performance still tends to be judged almost entirely by financial ratios such as ROA, ROE and CIR, with little
systematic effort to connect those numbers back to the workforce practices behind them. This article tries to close that
gap. Working from HR practice and the available research, it sets out an integrated Key Performance Indicator
framework that links HRM processes (recruitment, learning and development, performance management, employee
engagement, and HR operational efficiency) to the financial outcomes banks watch most closely. The intention is
practical rather than theoretical: to give HR and business leaders a common way of measuring things, so that the
contribution of people management becomes visible in financial terms.
Cuvinte cheie
Human Resource Management
Financial Performance
KPI Framework
Commercial Banks
HR Analytics
Strategic HRM
Istoric articol
Publicat
26.06.2026
Informații autori
Citare recomandată
SVETLANA BODACI (2026). INTEGRATING HRM AND FINANCIAL PERFORMANCE: A KPI FRAMEWORK FOR FINANCIAL BANKS. Constantin Brâncuși University of Târgu Jiu Economics Series, 1(3), 127–137. https://doi.org/10.65631/jes.3.2026.11
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