Purpose: The purpose of this research is to explain the grading criteria of departments and branch supervisors in banking with two approaches of modern banking and merging branches.
Necessity: In the first step, the efficiency model of regions and guardianships should
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Purpose: The purpose of this research is to explain the grading criteria of departments and branch supervisors in banking with two approaches of modern banking and merging branches.
Necessity: In the first step, the efficiency model of regions and guardianships should be examined, regarding the measurement of the efficiency of banks, various studies have been found that sometimes have contradictory results, but considering the two simultaneous approaches of modern banking and the integration of branches, regarding the explanation of the framework of efficiency evaluation in No research has been found on the level of supervisors and branch offices.
Methodology: In this research, hierarchical analysis (AHP) is used to determine the grading criteria of branch affairs offices and supervisors, and data envelopment analysis (DEA) is used for grading.
Findings: Among the 27 branches and supervision departments of the bank, 11 branches and supervision departments have a relative efficiency of 100%, which include the branches and supervisions of West Azerbaijan, Ilam, Greater Tehran, Razavi Khorasan, Zanjan, Qazvin, Qom, Kurdistan, Kahgiluyeh and Boyer Ahmad, Markazi and Hormozgan.
Conclusion:
All the branch affairs departments and bank supervisors are not working. 11 branch affairs administration and country supervision during the years 1400-1395 have always worked efficiently. The management of this office of branches and guardianships can be encouraged and set as a model for other branches and guardianships. However, the method of data coverage analysis introduces patterns well for each department of branch affairs and supervision.
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