The Royal Bank of Scotland’s Environmental Analysis Report

Introduction

The Royal Bank of Scotland is one of the retail banking supplementaries of the Royal Bank of Scotland Group plc, which jointly with NatWest and Ulster Bank, offers branch banking services in the United Kingdom. Royal Bank of Scotland has approximately 700 branches, mainly in Scotland though there are divisions in many larger cities and cities throughout England and Wales.

Cultural environment

The central office is located in Cardiff – One of Britain’s six ‘cities of grace’, that has lately been sleeted as the most attractive city in the United Kingdom in which to live and work. It unites the practical benefits of a small, gracious, inexpensive city with the cultural and recreational facilities of a triumphant and contemporary capital.

The city of Cardiff proposes outstanding capacities for cultural, social and sporting activities, from current film to dance and drama to key concerts to high-profile sporting occasions. Cardiff also offers undisturbed multi-cultural surroundings where all nationalities and beliefs are represented and respected.

Outstanding road and rail connections mean that both London and Birmingham are just 2 hours away, and the Central Station, coach and bus overhauls are all centrally located and Cardiff International Airport serves many key destinations.

These factors generally mean that the workers would be fully satisfied with the cultural surroundings, and will have an excellent opportunity to restore moral forces, after exhausting or simply very active work.

The road links signify that the opportunity to get acquainted with the British capital would be fully realizable.

The impact of factors

The factors that may generally impact the working personnel are always included in the working circumstances. These are stipulated by:

Provisions stated in the working agreement

1. Length of the working day
2. Salary
3. The availability of insurance

Other circumstances

1. The working place (space, light, conditioning)
2. Obligations (direct/extra, in accordance to the education or not)
3. Relations with the colleagues

Arguing on the matters of stress, it is necessary to mention, that the achievement of any of the three stages of stress depends only on personality. The difficulty of the work simply relates to the credibility of stress appearing, but in some measure, it is useful for successful work, as it presupposes quick decision taking, successful brain attacks, and thus – making of original conclusions. But it is essential not to allow stress to turn into the last stage – exhaustion.

Responses to stress include adaptation, psychological coping such as stress management, anxiety, and depression. Over the long term, distress can lead to diminished health or illness; to avoid this, stress must be managed.

Understanding motivation

Motivating someone to action is, in most cases, the same in persuasion. Some would argue that persuasion is about attitude and motivation is toward an action. It is significant to mention, that the improvement of the performance by employees depends on the realization of their motives by management as nothing other. Often, employees do not express their wishes directed to improve the working conditions, and management can not read thoughts, but in RBS this system is well arranged, as everyone has an opportunity to leave an anonymous note, concerning some suggestions or complaints.

When aiming to understand associates, the executive needs to judge the notion that the career status of associates will diverge. Associates nearing the end of their vocations might value being given mentoring obligations or more self-control of their work surroundings, while mid-career staff affiliates might value flexible scheduling alternatives and specialized development capabilities and those early in their career might require instant praise to boost their assurance. In accordance to Kovac (1999), executives should ask themselves the following 10 questions when trying to supply a more constructive motivational climate for the employees:

• Do you personally thank the staff for a job well done?
• Is feedback timely and specific?
• Do you make time to meet with–and listen to–staff on a regular basis?
• Is your workplace open, trusting, and fun?
• Do you encourage and reward initiative and new ideas?
• Do you share information about your organization with staff on a regular basis?
• Do you involve staff in decisions, especially those that will affect them?
• Do you provide staff with a sense of ownership of their jobs and the unit as a whole?
• Do you give associates the chance to succeed?
• Do you reward staff based on their performance?

The research, held by the group of sociologists and business researchers revealed, that one of the key Human Resource policy issues in the RSB group is the satisfaction of the employees’ requirements, but in the order, it in no way interrupted the performance of every separate worker and the company in general.

References

Alluisi, A., and Edwin A. Fleishman, eds. Human Performance and Productivity: Stress and Performance Effectiveness. Hillsdale, NJ: Lawrence Erlbaum Associates, Publishers, 1982.

Dowd, Kevin, ed. The Experience of Free Banking. New York: Routledge, 1992.

Draper, Paul, William Stewart Smith, and Neil Hood. The Scottish Financial Sector. Edinburgh: Edinburgh University Press, 1988.

Gherity, James A. “The Option Clause in Scottish Banking, 1730-65: A Reappraisal.” Journal of Money, Credit & Banking 27.3 (1995): 713.