Abstract
This chapter will detail how ING Barings Bank, a subsidiary of the Dutch banking and insurance group, International Netherlands Group (ING), manages motivation. ING Barings has recognized that performance-based compensation alone is not sufficient to significantly enhance employee performance and increase the length of time an employee stays with a company. For this reason, they have developed an extensive set of motivational tools covering eight areas/subjects. Fundamental to the ING concept is the combination of these different areas/subjects in such a manner as to achieve the best balance between the needs of the employees and the interests of ING Barings.
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Further Reading
The changing fortunes of Barings Bank has been narrated in detail by: Fay, S. (1996): The Collapse of Barings, New York/London.
Drucker, P. (1999): Innovate or Die, in: The Economist, September 25, 1999, pp 27–34.
Manual ING Group Synergy Award 2000.
Bohnet, I. (1996): Kooperation und Kommunikation. Eine Analyse individueller Entscheidungen, Tubingen.
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© 2002 Springer-Verlag Berlin Heidelberg
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Frost, J., Boos, L. (2002). Managing Motivation in the Banking Industry: The ING Barings Case Study. In: Frey, B.S., Osterloh, M. (eds) Successful Management by Motivation. Organization and Management Innovation. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-10132-2_9
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DOI: https://doi.org/10.1007/978-3-662-10132-2_9
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-07623-7
Online ISBN: 978-3-662-10132-2
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