Résumé
While there is no shortage of works looking at the specific governance features of cooperative banks, there is a lack of information about how employees are managed in these companies. Cooperative banks have developed based on a good understanding of local economic needs. Is this understanding reflected in the day-to-day operation of these banks? Is there greater decisionmaking at the local level? How does this affect incentives and performance assessments? Based on a theoretical model of organizational architecture, we examine the delegation of decisions, incentive schemes, and performance evaluation of 72 managers working in 29 different banks. The comparison consists of describing the managerial practices observed among these branch managers with the sample split between cooperative and conventional banks. Several observations can be made from the findings, including greater delegation of decisions in cooperative banks, greater sales pressure in conventional banks, comparable pay and bonuses, and greater financial pressure in cooperative banks.