Flinders University BUSN1021 Organisational Behaviour Essay: BNZ

This essay examines the significant impact of a new business model implemented by Chris Bayliss on the self-efficacy of Bank of New Zealand (BNZ) employees. The essay defines self-efficacy as the confidence in task accomplishment and its direct link to performance. The changes, including decentralization and employee empowerment, are analyzed for their positive effects on employee mindset, encouraging initiative-taking and contributing to organizational goals. The essay also explores how the new model, supported by senior management, technology, and policy adjustments, can enhance the brand identity and competitive advantage of the bank. Furthermore, it discusses the development of employee skills, the fostering of new leaders, and the potential for increased employee retention. The essay concludes that these innovative changes positively influence employee self-efficacy due to the modifications in decision-making policies introduced by Chris Bayliss, ultimately leading to individual and organizational growth.

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ORGANIZATION BEHAVIOUR

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4) This new business model will have a significant impact on the self-efficacy of the BNZ
employees. Self-efficacy is a concept which defined as the confidence or belief in the
accomplishment of a particular task. It is directly connected to the performance as due to the rise
of self-efficacy in the workplace.
In the Bank of New Zealand, the changes made by Chris Bayliss will have a positive impact on
the mindset of the employees, as they will get freedom to take their decisions. This new
corporate policy helps them to achieve organizational goals prior to the specific goals as they
feel that organization gives them promotion as with the decentralization policy (Carroll and
Shabana, 2010). Their self-efficacy will also be increased as they are encouraged to take
initiatives from themselves, which will help BNZ to serve their customers in a better way. The
‘trailer’ bank can be pulled behind the vehicle was also one of the creative idea introduced by the
company. The source of this self-efficacy came from their change in roles which also emphasis
on managing, inspiring and leading people so as to deliver superior customer value as per the
new business model. The brand identity of the company can also be raised if these new changes
will backed by senior management, corporate policy technology adjustments. This will help the
bank to reinforce their brand so as to gain competitive edge (Love and Singh, 2011).
These changes will also help the organization in the development of the skills as due to the
enhancement in their behaviour and perspective towards the organization. The company will also
gain a competitive advantage in the banking industry and the bank was reinforced and evolved
from a customer mindset. The new policy make feel the employee that they are the owner of the
bank where they have to take various necessary decision for the purpose of growth and
expansion, there will be more chance of the development of both bank and the employees.
These changes made through the help of new corporate policy introduced by Chris Bayliss will
bring several changes in the employee too as they will learn various new things relating to the
financial implications at the top level and the real market operations against the other bank. This
will lead to the birth of new leader or talent from the current employees and thus ensure personal
growth and development of an individual in an economy. The employee feels more freedom and
gains various experience in the banking industry that will also lead the company to retain best
employees under their umbrella so that the company can grow which will also be profitable for

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the employee as their profit is directly related with the development of bank (Gruman and Saks,
2011).
Therefore, these innovative changes introduced in the Bank of New Zealand with the help of new
business model will have a positive impact on the self-efficacy towards the employee. The
reason is because of the change in the decision-making policies modified by Chris Bayliss.

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References
Carroll, A.B. and Shabana, K.M. (2010) The business case for corporate social responsibility: A
review of concepts, research and practice. International journal of management reviews, 12(1),
pp.85-105.
Gruman, J.A. and Saks, A.M. (2011) Performance management and employee
engagement. Human Resource Management Review, 21(2), pp.123-136.
Love, L.F. and Singh, P. (2011) Workplace branding: Leveraging human resources management
practices for competitive advantage through “Best Employer” surveys. Journal of Business and
Psychology, 26(2), p.175.