Commercial Bank Of Ethiopia App Free Download _VERIFIED_
Glory Posis
The Commercial Bank of Ethiopia (CBE) is the largest commercial bank in Ethiopia. As of June 2021, it had about 1.1 trillion birr in assets and held approximately 67% of deposits and about 53% of all bank loans in the country. The bank has around more than 35,000 employees as of June 2022, who staff its headquarters and its over 1000+ branches positioned in the main cities and regional towns.[3] The latter include 120 branches in the national capital Addis Ababa. With the opening of a branch in the Gechi in the Illubabor Zone, CBE's banking network has reached online 783 branches. The bank has reached more than 1950 branches as of 10 August 2022.[4]
The bank is pioneer to introduce modern banking to Ethiopia and credited for playing a catalytic role in the economic progress and development of the country. It is also the first bank in Ethiopia to introduce ATM service for local users.[5]
After the Ethiopian victory over Italy during World War II, the new government issued a proclamation on 26 August 1942 that established the State Bank of Ethiopia (SBE).[6] SBE commenced full operations on 15 April 1943 with two branches and 43 staff. It served both as Ethiopia's central bank, with the power to issue banknotes and coins as the agent of the Ministry of Finance, and as the principal commercial bank in the country. In 1945 the Ethiopian government granted the bank the sole right of issuing currency. The first governor of the bank was an American, George Blowers. He inaugurated the new national currency, which owed its successful introduction to the United States. The United States provided the silver for 50-cent coins, whose intrinsic value ensured popular acceptance of the new paper money to a population used to the circulation of the silver Maria Theresa thaler. In 1958, the State Bank of Ethiopia established a branch in Khartoum, Sudan.[7] Over time SBD's branch network grew to number 21 branches.[8]
In 1963, the Ethiopian government split the State Bank of Ethiopia into two banks, the National Bank of Ethiopia (the central bank), and the Commercial Bank of Ethiopia (CBE).[10] Seven years later, the Sudanese government nationalized the Commercial Bank of Ethiopia's branch in Khartoum that had originally been the Sudan branch of SBD.[7]
The Ethiopian government merged Addis Bank into the Commercial Bank of Ethiopia in 1980 to make CBE the sole commercial bank in the country. The government had created Addis Bank from the merger of the newly nationalized Addis Ababa Bank, and the Ethiopian operations of the Banco di Roma and Banco di Napoli. Addis Ababa Bank was an affiliate that National and Grindlays Bank had established in 1963 and of which it owned 40%. At the time of nationalization, Addis Ababa Bank had 26 branches. The merger of Addis Ababa Bank with CBE made CBE the sole commercial bank in Ethiopia, with 128 branches and 3,633 employees.[8]
A few years ago,[when?] the government restructured CBE and signed a contract with Royal Bank of Scotland for management consultancy services. After the death of its former President Gezahegn Yilma, the Board of Management appointed Abie Sano as a new President of the Bank. The Parliament recently increased the bank's capital to 4 billion Ethiopian birr. The bank has reached 1284 branches as of 10 August 2018.[4]
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The new Mobile payment option is user friendly. After selecting their flights at www.ethiopianairlines.com, passengers may choose the CBE Mobile at the payment page. To make payment, they will simply need to use their CBE enabled mobile app to authorize and confirm payment. Ethiopian ticket itinerary will be sent to the customer after a successful payment is made.
CBE announced its annual digital transactions reached 3.02 trillion birr. Of this, 2.4 trillion birr were mobile banking, 308 billion birr ATM, 260 billion birr internet banking, 19 billion birr CBE Birr and nearly 17 billion POS transactions.
The target population that participated in the study was workers, managers and other staffs who work in Woldia city administration commercial bank four branches. In all branches, 182 workers are on duty. To undertake this study, the researcher used the census method. The reason that the researcher used census method was the total population is small, which is below 200. To apply regression analysis techniques, the sample size should be sufficient and reasonable to reach best conclusion. The details of the target population are given in Table 1.
A permission letter was submitted to the Ethiopia commercial bank main branch in Woldia city a letter written by the faculty of business and economics dean. After communication was conduct branch representatives, the data collection procedures were started. The respondents gave verbal consent for their colleagues who were volunteer to collect the data of the study. The collected data were confidential and the privacy of respondents was maintained.
From the total respondents, 1.3% are branch managers, 4.4% business managers, 15.7% senior banking business officers, 61% banking business officers, 16.4% business operation officers, and 1.3% of respondents engaged in other positions.
A vague role at the workplace will enhance the stress of workers, may stop them from creating new products and services. As much as possible the managers should identify the role of workers in the work place (Tang & Chang, 2010). The study result revealed that role ambiguity has a positive effect on the creativity of workers in the bank. It meant that officers, supervisors, and other workers are assigned clearly defined work and the employees become free from any unclear role in the bank. Çekmecelioğlu and Günsel (2011) suggested that when there are free and clear roles for workers in the workplace, the creativity of employees will enhanced. This statement is supported by this study result and also consistent with the finding of Tang and Chang (2010).
The researcher prepared an open-ended question to understand the feeling of employees in the bank about the challenges of creativity. According to the response of the respondents listed the challenges that faced them in the bank to become creative. Among the challenges, there is a routine task, a shortage of time to read and scan the environment to create a new system, product, and other services for the bank. Respondents also replied that there is no system to motivate and to encourage creative workers. For creative workers, there is no promotion system to transfer from one level to the next level in the bank and the branch managers do not accept new creative ideas arise from the employee side. The other factor that affects employee creativity, the bank administration system is too centralized, bureaucratic system, system rigidity, lack of integrity, absence of isolated department to support creativity, and there is poor communication (only from top to down). The other factors arise from the employee side. Among the challenges, employees are reluctant to create and to accept innovations and did not share experiences from senior staff, and lack of commitment to creating new technologies and systems for the banks. Furthermore, the bank is limited to participate in research and development activities.
The support of supervisors has a direct relationship with the creativity of employees at the work place. The supervisors may provide continuous feedback for workers to correct their mistakes during the creativity process. This may help the employee to create a new technique system, products, and service. This study regression result assured that supervisors support statistically significant to affect the creativity of the employees in the bank.
This study was conducted at the institutional level to examine the creativity-related challenges and factors that may affect workers at the work place. The study result will indicate to bank managers at which factor they need to focus on to enhance creativity and innovativeness of their workers. It is known that creativity leads workers to become innovative and help transform the organization to an advanced level. This study result also helps researchers to study in detail related with creativity at the work place.
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