State-Owned Banks

Competency management and development are vital tools to increase competition in organizations and the goal of the competency-based approach is to "determine the competencies needed by top people in key positions across the organization, efforts to close competency gaps through effective selection and training and ensuring that good performance is recognized and rewarded." Now, considering the increasing role of state banks as the most important financial and economic institution in the construction of the country, the present study seeks to provide an intellectual capital model with a competency approach of managers in state banks and intends to enumerate the dimensions of the main and important competencies of the managers of state- banks to help senior executives of state banks identify the right people, with the advent of the information technology revolution, the global economic paradigm changed dramatically after the 1990s. In today's economy, knowledge, as the most important asset, has replaced financial and physical capital. Intellectual assets are non-competitive assets. Unlike physical assets that can only be used to do a particular task at a particular time, intellectual assets can be used simultaneously for several specific purposes. This ability is one of the most important criteria for the superiority of intellectual assets over physical assets. This research seeks to provide an intellectual capital model with a competency approach of managers in state banks. Based on the findings, intellectual capital can be influenced by the factors of customer capital, social capital, structural and human capital, knowledge capital, foreign capital, domestic capital, spiritual capital, technical capital and communication capital. The components and indicators related to each of the mentioned dimensions have been discussed separately in the previous pages. Based on in-depth semi-structured interviews with experts, it can be concluded that: human capital, structural capital and social capital as the first to third priorities are the dimensions of the intellectual capital model of state-owned banks with the competency approach of managers.

State banks must find a way to adopt a different strategy from other banks in providing customer service. An important and key way to create a competitive position is to differentiate services from other competitors that create a good image of the bank and its services in the minds of customers. A topic that has been addressed in the present study is the necessity for state banks, like other companies and businesses, to follow a suitable model in order to achieve a suitable position in the banking industry. In this regard, the purpose of this study is to design a model for positioning the services of state-owned banks and its validation. The data for qualitative stage were obtained from Keshavarzi, Melli, and Maskan branches' managers of Khorasan Razavi province and university professors in the field of management. The quantitative sample were also the customers of aforementioned banks, that due to their large number, 384 people from each bank were selected as a sample size by simple random method and Cochran's formula. In order to collect data in the qualitative part, Deleted part, the interview was used and in the quantitative part, a researcher-made questionnaire was used, which obtained validity with expert opinions and reliability with Cronbach's alpha of 0.77. In order to analyze the data in the qualitative part, grounded theory and the method of Strauss and Corbin and Maxquda software were used, and in the quantitative part, the structural equation technique and PLS2 software were used. The results showed that the model presented in 6 dimensions of causal factors,contextual, intervening, pivotal, strategies an consequences has a good fit.