Daffodil International University Journal of Business and Economics, Vol. 8, No.

1 June, 2014

Employee Training and Development System of

Banking Sector of Bangladesh: An Empirical Study
on Eastern Bank Ltd.
Sabnam Jahan1
Abstract: Organizational psychology holds that successful organizations do not owe
their success solely to market realities and sustainable competitive advantages.
Successful companies are those that consider their human capital as their most
important asset. Training and development aid in organizational development i.e.
Organization gets more effective decision making and problem solving. It helps in
understanding and carrying out better organizational policies. This paper aims at
evaluating the status of human resources management practices in banking sector in
Bangladesh with special emphasis to training and development. An empirical study
was conducted on Eastern Bank Limited in this regard. This study is basically based
on the blending of both quantitative and qualitative result. Basic statistical tools and
techniques were applied to make the study concrete and meaningful. Although the
study has found that the practice of human resource management is at the
introductory stage in the banking sector in Bangladesh, but the long-term plans for
employee development is almost absence in banking sector, especially in Eastern
Bank Limited. However, a well-structured training and development program with
the long-term plan is extremely felt among the employees in Eastern Bank Limited
which should be adopted by the bank for the better interest of the bank and
employees as well.
Keywords: Human Resource Management, Employee Training and Development,
Banking Sector in Bangladesh

1. Introduction
Human resources are critical for effective organizational functioning (Griffin, 2006).
Training and development enable employees to perform their present job effectively and
to prepare for future jobs. The current business environment is constantly changing, so it
is crucial that organizations train and develop their employees to stay ahead of the
competition. However, many organizations have failed to recognize the number of
benefits that exceeds the costs associated with having untrained and under-developed
employees. Most organizations put training and development to pursue other strategies.
Yet, the majority of organizations continue to reap little benefit due to their lack of
training and development initiatives. Training can have a major influence on
organizational behavior in two aspects.
The first aspect is that training and development allow the employee to effectively
perform his or her job. As an employees abilities increase there is a high potential that
1

Assistant Professor, Department of Management, Faculty of Business Studies, University of Dhaka. Email:
Sabnam_jahan@yahoo.com

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Employee Training and Development System of Banking Sector of Bangladesh

the organizations performance will increase. Therefore, training and development does
have a positive relationship with organizational success. And what is even better is the
fact that better trained and developed employees are more motivated. The second aspect
of how training and development can influence the behavior of organizational members is
that it increases the employees ability to make more effective decisions. Employees are
more willing to accept responsibility for their decisions and have strong desire to place
the organizational objectives above their own. Both training and development are forms
of learning that apply to any business. Training, on the other hand, is teaching people
skills that they lack. Together they can help develop an organizational culture that fosters
employee commitment.
2. Training Ideas and Outline Process
Here is a relatively simple overview of typical reference models, processes and tools
found in the effective planning and delivery of organizational training.
There are many different training and development methods. On-the-job training,
informal training, classroom training, internal training courses, external training courses,
on-the-job coaching, life-coaching, mentoring, training assignments and tasks, skills
training, product training, technical training, behavioral development training, roleplaying and role-play games and exercises, attitudinal training and development,
accredited training and learning, distance learning - all part of the training menu,
available to use and apply according to individual training needs and organizational
training needs.
More importantly, training - or learning, to look at it from the trainee's view - is anything
offering learning and developmental experience.
Development isn't restricted to training - it's anything that helps a person to grow, in
ability, skills, confidence, tolerance, commitment, initiative, inter-personal skills,
understanding, self-control, motivation, and more.
Some theoretical discussion on Training and Development: A brief note about
training and development is given below:
2.1 Definition of Training
Training is the process of developing individuals knowledge, skills and abilities in order
to bring a change in attitude so as to improve present and future organization
performance. Training teaches skills for use in the present and near future. It is TASK
oriented. Where T=training, A=Attitude, S=Skill, K= knowledge.
When an employee can bring a desired change in attitude about a particular subject by
acquiring knowledge and skill through training one can easily say that the employee
becomes trained. Thus training is a continual process of helping employees performs at a
high level and it is a life long process for self-development.

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Daffodil International University Journal of Business and Economics, Vol. 8, No. 1 June, 2014

2.2 Definition of development:

Development is a way of preparing some one for the new and greater challenges he or she
will encounter in another more demanding job. Again development focuses on the future.
It helps employees acquire the background and skills they need to continue being
successful as their careers progress.
Development is more educational than skill oriented. All development is really selfdevelopment and it is a continuing progress. Without a personal commitment, selfdevelopment cannot occur.
2.3 Difference between employee training and development
Training differs from development in that it relies more heavily upon the instructor;
development on the other hand relies upon the participants initiative asking questions to
bring out important points and their relevance. Again training as geared to improving
employees skills so they can perform their job as well as possible, development focuses
on the future. Development helps employees acquire the back ground and skills they need
to continue being successful as their careers progress. It is more educational than skills
oriented. Development is in fact self development.
2.4 Training and Development Framework
We know that successful candidates placed on the jobs need training to perform their
duties effectively. Workers must be trained to operate machines, reduce scrap and avoid
accidents. It is not only the workers who need training. Supervisors, managers and
executives also need to be developed in order to enable them to grow and acquire
maturity of thought and action. Training and development constitute an ongoing process
in any organization.
Let us try to understand the distinction between Training and development through the
following table:
Learning
Who
What
Why
When

Training
Non-managers
Technical / Mechanical
Operation
Specific
job
related
information
Short
term

Development
Managers
Theoretical / conceptual
ideas
General knowledge
Long term

3. Literature Review
Training and development refers to the practice of providing training, workshops,
coaching, mentoring, or other learning opportunities to employees to inspire, challenge,
and motivate them to perform the functions of their position to the best of their ability
and within standards set by local, state, tribal, federal and licensing organization
guidelines. Training and development activities provide all involved system with the
tools they need to develop professionally, increase their knowledge, effectively work
with family, and build their capacity to perform the tasks associated with their positions
within the system of care. Training is the activities that are designed to provide learners
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Employee Training and Development System of Banking Sector of Bangladesh

with the knowledge and skills needed for their present jobs whereas development is the
learning that goes beyond todays job and has more long-term focus (Mondy, 2008).
Development is an attempt to improve current and future management performance by
imparting knowledge, changing attitudes or increasing skills (Dessler, 2003).
Employee training and development has enormous impact on organizational
effectiveness. It is observed that more investment in training and development has led to
more profitability of the private sector industrial enterprises of Bangladesh (Hoque 1994).
A training needs analysis is to understand what training employees really need (Cekada,
2010). Fred and Warmerdem (1997) identified that many organizations show remarkable
differences with respect to the basic processes of their training systems: the shaping of
training policies, the development of training programmes and the execution of training
activities. In practice, training systems are much more organization-specific than training
literature usually suggests.
Thang and Buyens (2008), after reviewing 66 studies conducted in different countries,
concluded that training leads to improved knowledge, skills, abilities, attitudes, and
behavior of employees that ultimately enhance excellent financial and non-financial
performance of the organizations. Moreover, Mexican companies consider employee
training and development as their sources of competitive advantages to face the
challenges of globalization (Ruiz & Germain 2008). In addition, training activities have
noteworthy influence on employees organizational commitment in manufacturing firms
in India (Agarwala 2008). Distinctive HRM practices have enabled Japan in becoming
one of the most industrially developed countries of the world through creating
competitive advantages (Hoque 1990; Mohiuddin & Mahmood 1999).
Training research has begun to draw heavily upon theory from related research domains
(Tannenbaum & Yukl, 1992). For example, influences from cognitive and differential
psychology are having a significant impact on training research. This relatively recent
work is extending the conceptualization of learning and individual change beyond the
prescriptions of classic principles of learning that have dominated training design for over
three decades
This integration is encouraging. It promises to revolutionize
conceptualization of the process by which expertise develops. This work, however,
continues to reflect the dominant individual level orientation of training. Training is
being conceptualized as integral to the strategic goals of the organization (Schuler &
Walker, 1990), as a component of the human resource planning process (Jackson &
Schuler, 1990), and as an activity that is constrained by organizational environment
features (Baldwin & Ford, 1988).
Although it is axiomatic that psychological change is rooted in individuals, this narrow
orientation neglects the constraining influence of contextual factors at higher levels of the
organizational system. The need for change, the implementation of interventions, and the
transfer of trained skills are embedded within the context of work team, sub unit, and
organizational levels. These contextual features and processes ultimately facilitate or
inhibit the expression of trained skills.

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Daffodil International University Journal of Business and Economics, Vol. 8, No. 1 June, 2014

4. Objectives of the Study

There are two types of objectives, such as general objective and specific objectives. To
evaluate the HRM practices in banking sector in Bangladesh with special emphasize to
training and development system by conducting an empirical study on Eastern Bank
Limited. The specific objectives are:
To find out the challenges that banks face with employee retention in an
increasingly competitive labor market.
To identify the problems of employee training and development.
To give recommendations for efficient training and development system.
5. Methodology
The report is prepared on the basic of training and development system of Eastern Bank
Limited. To conduct the overall study, at first the researcher explored the sources of
Primary and Secondary information and data. I have interviewed the officials for getting
more information. This study is basically exploratory in nature. Given the nature of the
study, it was required to collect data both from primary sources and secondary sources.
Secondary data are collected from different sources such as: annual report of Eastern
Bank Limited, bank websites, published journals, books, HR manuals, and other
published and unpublished materials.
A well structured questionnaire was used to collect primary data. Multiple-choice types
of questions were also used to obtain unbiased responses. The authors visited the head
office and some branch offices of EBL .The data thus were collected and presented in the
study.
In getting primary data, interview is conducted with a structured questionnaire. The
primary data have been processed and tabulated using MS-Excel. Final analysis is made
based on these responses and relevant statistics.
5.1 Data collection tools used:
Questionnaire has been formulated based on pilot study. On the basis of pilot study final
interview schedule is designed. In the study, the researcher used a structured
questionnaire to collect primary data from the sample. The questionnaire used in this
study is comprised of two parts. In the first part the questionnaire required some personal
information. However this portion was optional. In the second part of the questionnaire
there were questions on perceptions of the respondents on training quality of the Eastern
Bank Ltd. A five point Likert scale ranging from Strongly Agree=1 to Strongly
Disagree=5 was used to measure the 15 items.
This task depends on the nature and type of data arrived through the method stated above.
Clearly, one thing can be stated that qualitative and quantitative analysis will be made in
order to achieve an appropriate and useful finding and make a logical conclusion and
recommendations.
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Employee Training and Development System of Banking Sector of Bangladesh

6. Training and Development Methods of Eastern Bank Limited (EBL)

6.1 Organizational Overview
With a vision to become the bank of choice and to be the most valuable financial brand in
Bangladesh, Eastern Bank Ltd. (EBL) began its journey in 1992. Over the years EBL has
established itself as a leading private commercial bank in the country with undisputed
leadership in Corporate Banking and a strong Consumer and SME growth engines.
6.2 Employee Training and Development system in EBL
After recruiting a potential candidate, the HRDs first job is to orient the new entrant
about the organization and provide him/her with all the necessary knowledge about their
duties and responsibilities. This is done to ensure effective input about the organization to
the employees and to enhance their level of performance. The training program also
includes courses to ensure employee retention. In Eastern Bank Ltd. spending in training
programs for employees is not an expense, but an investment. Each and every permanent
employee must have 30 days of training.
6.3 Training and Development Issues: The training program includes the following :
Orientation Training: Orientation program consists of a five days workshop which
includes brief ideas about the whole organization and its Human Resource Division in
the first two days; Anti-money laundering, Negotiable Act and Financial article are
discussed in the last three days. Sometimes seven days training are provided to the
contractual employees by their respective department.
In-house training: This training is conducted by their own trainer when it is necessary
for the new or existing employees. This training includes both job specific and need base
training. Orientation training is also a part of in-house training.
Job specific training: Mock Branch training is an example of job specific training
which is applicable for all branch employees. This training improves employees
knowledge, service quality, and risk and compliance issues about specific job.
Need based local/foreign training: These trainings are conducted by hiring external
trainers or sending the employee in the external training houses. As these are expensive
trainings so every single employee cannot participate. Nominations are given from each
department and then approval is taken from division head and only the nominated
employees take part
Peer or Supervisors coaching: This training is conducted under the direction of
supervisors or fellow colleagues.
E-learning: Online training and evaluation. It is a mandatory part of training.
There are six courses that every employee must do. The mandatory four courses are:
Human resource division, anti-money laundering, EBL Bank overview (which includes
operations, retail banking, SME and whole- sale banking), company secretariat, legal
and regulatory and internal control.

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Daffodil International University Journal of Business and Economics, Vol. 8, No. 1 June, 2014

The other two courses are based on the respective department. Examinations and results
both held and published via internet. Every department has to follow an employee
performance measurement method devised by the HRD. This performance measurement
form is filled out and signed by the supervisors and respective Department Heads. Based
on these performance reviews, training needs are identified for different employees.
6.4 Stages of training procedure of EBL: Some certain stages are followed before and
after training. Stages can be defined in following format:
(i) Stage 1-Analyzing employees
In this stage the bank evaluates employee based on their accomplishment and skill. The
Bank evaluates employee skill based on their performance, background, job related
experience and educational achievement mainly. After assessing employees if the
organization finds that employees are skilled enough and they can do their job
efficiently than the bank. let them move to do their job. If they finds that employees are
not skilled enough than management continue to the next stage.
(ii) Stage 2-Training needs assessment
After evaluating employees skill deficiency the Bank identifies the area in which the
employees are not skilled. Need assessment is done by examining employees
performance and career background.
Normally peoples of this organization face problems in using IT software, managing
assets and accounts related books. So based on their performance and organizational
position the skill criteria are identified and after assessing their skill deficiency
management move on to the next stage.
(iii) Stage 3-Providing Training
After assessing the training criteria the Bank divides employees (selected for training) in
two groups. (1) The employees who have theoretical knowledge about the training
criteria; only practice is arranged for them. (2) Employees who does not have theoretical
knowledge: Employees who do not have theoretical knowledge; formal training is
arranged for them.
(iv) Stage 4-Evaluation of performance
After providing training employees move to their job. Then management evaluates their
performance. If management finds employee performance is satisfactory then training
procedure comes to an end and he or she can continue with their job. If management
finds some deficiency in employees performance then the employee goes through the
training procedure again.
6.5 Evaluation of training programs
Various methods can be used to collect data on the outcomes of training. Some of these
are:
a. Questionnaires
Comprehensive questionnaires could be used to obtain opinions, reactions, and views
of trainees.
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Employee Training and Development System of Banking Sector of Bangladesh

b. Tests
Standard tests could be used to find out whether trainees have learnt anything during
and after the training.
c. Interviews
Interviews could be conducted to find the usefulness of training offered to operatives.
d. Studies
Comprehensive studies could be carried out eliciting the opinions and judgments of
trainers, superiors and peer groups about the training.
e. Human resource Factors
Training can also be evaluated on the basis of employee satisfaction, which in turn
can be examined on the basis of decrease in employee turnover, absenteeism,
accidents, grievances, discharges, dismissals, etc.
f.

Cost benefit analysis

The costs of training (cost of hiring trainers, tools to learn, training centre, wastage,
production stoppage, opportunity cost of trainers and trainees) could be compared
with its value (in terms of reduced learning time, improved learning, superior
performance) in order to evaluate a training program.

g. Feedback
After the evaluation, the situation should be examined to identify the probable causes
for gaps in performance. The training evaluation information (about costs, time spent,
outcomes, etc.) should be provided to the instructors, trainees and other parties
concerned for control, correction and improvement of trainees' activities. The training
evaluator should follow it up sincerely so as to ensure effective implementation of the
feedback report at every stage.
7.0 Findings and Analysis
Based on the analysis of training and development methods in EBL, the following major
findings are originated:
Training and development system
1.Orientation
2.Internal Training programs
3.External Training programs
4.Mentoring
5. Manager Development
6.Peer or Supervisor coaching
7.Job specific training
8.Evaluation

EBL
Well defined orientation training.
Organized as per specific requirements.
Organized regularly with collaboration of relevant
employee participation.
Not provided at EBL.
No such training is existent at EBL.
Provided occasionally at EBL.
Very specific training program at EBL as job rotation is
not frequently practiced.
Mainly individual evaluation based on supervisors
reports, for some training programs written exams are
taken & the results are published online.

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Daffodil International University Journal of Business and Economics, Vol. 8, No. 1 June, 2014

Based on a well defined program which containsemployee analysis, Training needs assessment, Providing
Training & performance evaluation.
Variety of trainings provided focusing on the behavioral
traits to job specific technical trainings.

9.Training need analysis

10.Training variation

For the research it has sample size of 50 from the concerned population for the research,
it took a survey on 50 employees. The survey was made by the closed ended structured
questionnaire containing 15 items or questions with five point Likert scale in order to
measure the perception about the employee training and development system of Eastern
Bank Ltd. The total population was classified into five classes and the responses had been
collected according to these classification. The research took place at different branches
of Eastern Bank Ltd. After finishing the survey all the questionnaires were gathered and
put all the data from the questionnaires into Microsoft Excel. Then by using the software
it came up with the findings, which helped to explain the necessity of employee training
for the development of the employees in the Eastern Bank Ltd.
As mentioned earlier the questionnaire had 15 items and each item had five point Likert
scale. Which means under each item or question one employee had to respond any of the
points among the five Likert scale.
7.1 Findings and analysis of the individual items or questions
Percentages of the responses on each of the five different scale points calculated from the
total responses of 100 customers on each item or question.
Training is very essential for conducting banking business.
25
20
15
10
5
0

Officers
Senior Officers

Disagree

Strongly

Disagree

Neutral

Agree

Agree

Strongly

Executive Officers
Principal Officers
Managers

Fig-1: Employees responses regarding question 1.

The above question states that training by Eastern Bank Ltd. is necessary. About 20%
senior officers and Managers think that training is necessary. Then about 15% strongly
agree with this and about 20% are neutral. Very few of them disagreed with the statement
and very insignificant portion strongly think that training is not sufficient. Most of the
classes of employees had shown a positive response.
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Employee Training and Development System of Banking Sector of Bangladesh

The mean value regarding all the responses is 3.7, which means the employees
perception regarding this statement is good. The standard deviation 1.10 proves that the
mean 3.7 can vary 1.10 more or less. This shows that the findings regarding this are not
so reliable.
Training is necessary in every year.
50
40
Officers
Senior Officers

30

Executive Officers
20

Principal Officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-2: Employees responses regarding question 2.

The above statement states that how much the employees are interested with their
training in every year. Thirty five percent (35%) of the respondents were neutral with the
statement. Among them all classes equally responded. 15% of the officers were agreed
with the statement. Among them senior officers & executive officers and principal
officers were the major portion, the rest were equally responsive. About 10% respondents
disagreed with the statement. Of which principal officers & officers comprised 7% and
the rest 3% were comprised with other classes equally. Only 10% senior officers were
strongly satisfied with the statement. And only 5% managers and 5% other classes
officers were fully dissatisfied with the statement. The mean value regarding all the
responses is 3.09, which means the employees perception regarding this statement is
neutral. The standard deviation .87 proves that the mean 3.09 can vary .87 more or less.
This shows that the findings regarding this are reliable.
Eastern Bank Ltd. offers a convenient system for training.
50
40
Officers
Senior Officers

30

Executive officers
20

Principal officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-3: Employees responses regarding question 3.

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Daffodil International University Journal of Business and Economics, Vol. 8, No. 1 June, 2014

The statement states the satisfaction level of the employees according to the training
quality. 30% of the respondents agreed that they were satisfied about the service quality
while training. . Among this 30% officers & principal officers, 20% senior officers and
23% were managers, the rest were equally responded. About 5% executive officers
disagreed with the statement. About 10% employees were strongly satisfied and about
2% were strongly dissatisfied. The mean value regarding all the responses is 3.12, which
means the employees perception regarding this statement is agreed. The standard
deviation .90 proves that the mean 3.12 can vary .90 more or less. This shows that the
findings regarding this are reliable.
Employees are interesting about the training system of Eastern Bank Ltd.
50
40
Officers
Senior Officers

30

Executive Officers
20

Principal Officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-4: Employees responses regarding question 4.

The statement shows the satisfaction level of the employees about their interest of
training provided by the bank. Most of the employees (30%) are satisfied with the
service.
Among them 30% are Principal Officers, 10% are managers and executive officers and
others are 15%. Then about 20% employees are neutral. A little portion (4%) of executive
officers has disagreed with the system. About 3% of senior officer & 1% of the rest also
disagreed with the system. Very insignificant portion (3%) of employees was strongly
dissatisfied with the system. The mean value regarding all the responses is 3.15, which
means the customers perception regarding this statement is neutral. The standard
deviation 1.02 proves that the mean 3.15 can vary 1.02 more or less. This shows that the
findings regarding this are reliable.

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Employee Training and Development System of Banking Sector of Bangladesh

The training system of Eastern bank ltd. can successfully train the newly appointed
employees.
50
40
Officers
Senior officers

30

Executive Officers
20

Principal Officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-5: Employees responses regarding question 5.

The above statement states that whether the employees are successfully trained or not.
About 30% of the employees are satisfied with the service. This includes principal
officers 30%, executive officer 23%, others 15% .About 27 % of the senior officers and
managers are neutral with the quality of training system. They include teachers 27%,
senior officer & managers 23%, officers and senior officers 20% and others 12%. About
5% employees are dissatisfied with the quality of training. This contains officers 5%,
executive officers 4%, managers 3% and others 2%. About 3% of the total employees are
strongly dissatisfied with the quality of training. Few employees (10%) are strongly
satisfied with the quality of training. This includes managers, principal officers and
officers. The mean value regarding all the responses is 3.03, which means the employees
quality regarding this statement is neutral. The standard deviation 1.18 proves that the
mean 3.03 can vary 1.18 more or less. This shows that the findings regarding this are not
so reliable.
The lectures are easy to understand.
50
40
Officers
Senior Officers

30

Executive Officers
20

Principal officers
Managers

10
0
Srtongly
Agree

Agree

Neutral

Disagree

Strongly
Dtsagree

Fig-6: Employees responses regarding question 6.

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Daffodil International University Journal of Business and Economics, Vol. 8, No. 1 June, 2014

The statement states that if the lectures provided to trainee are easy to understand. About
28% of the employees are neutral about their satisfaction level. This comprises 28% of
principal officers, 23% of officers, 15% of senior officers and executive officers and 10%
managers. 20% of the employees are satisfied with the quality of lectures provided in the
training courses.
This includes 20% of managers and senior officers & 18% of executive officers. About
8% employees are dissatisfied with the quality of the lectures. About 15% of the
managers are strongly satisfied with the quality of the training lectures. About 5% of the
senior officers and executive officers are strongly dissatisfied with the quality of lecture.
Most of the principal officers, officers and executive officers are neutral, where managers
and senior officers are satisfied with the quality of lectures. The mean value regarding all
the responses is 3.23, which means the employees perception regarding this statement is
neutral. The standard deviation 1.04 proves that the mean 3.7 can vary 1.04 more or less.
This shows that the findings regarding this are not so reliable.
You feel safe in your training institute
50
40
Offficers
Senior Officers

30

Executive Officers
20

principal officers
Managers

10
0
Srtongly
Agree

Agree

Neutral

Disagree

Strongly
Dtsagree

Fig-7: Employees responses regarding question no. 7.

The statement states that whether the employees are secured in the training institutes. It
shows the satisfaction level of the employees about their security provided by the bank.
About 20% of the managers and senior officers are satisfied with the statement. About
10% of the principal officers are strongly satisfied with the statement. Most of the
employees are neutral about their security in the training institutes. Among them 20% are
officers, 18% are executive officers and senior officers. About 10% of officers and
executive officers are dissatisfied with the statement. Only 6% of executive officers are
strongly dissatisfied with the statement. The mean value regarding all the responses is
3.83, which means the customers perception regarding this statement is good. The
standard deviation 1.16 proves that the mean 3.83 can vary 1.16 more or less. This shows
that the findings regarding this are not so reliable.

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Employee Training and Development System of Banking Sector of Bangladesh

When you face a problem, Eastern Bank Ltds authority shows sincere interest in
solving it.
50
40
Offficers
Senior Officers

30

Executive Officers
20

principal officers
Managers

10
0
Srtongly
Agree

Agree

Neutral

Disagree

Strongly
Dtsagree

Fig-8: Employees responses regarding question no. 8.

The statement states that whether the banks authority shows sincerity in solving any
problem faced by the trainees or new employees. And what the level satisfaction
regarding the service is. About 25% managers are satisfied with the sincerity. This
includes 20% of senior officers, 12% of principal officers, 10% of executive officers and
officers. 25% officers are neutral about the statement.18% of executive officers and 17%
of principal officers are also neural about the statement.
About 9% of executive officers are dissatisfied with the statement. About 6% of
executive officers and 5% officers are strongly dissatisfied with the statement. 18% of the
managers are strongly satisfied with the sincerity provided by the bank. The mean value
regarding all the responses is 3.10, which means thebank perception regarding this
statement is neutral. The standard deviation .89 proves that the mean 3.10 can vary .89
more or less. This shows that the findings regarding this are reliable.
Eastern Bank Ltd. is providing all services that you require
50
40
Officers
Senior Officers

30

Executive Officers
20

Principal Officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-9: Employees responses regarding question no. 2.

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Daffodil International University Journal of Business and Economics, Vol. 8, No. 1 June, 2014

The statement states whether the bank provides all the services that are needed to the
trainees. About 20% officers are neutral about the range services. This includes 20% of
officers, 18% of senior officers, 15% of principal officers & 10% of executive officers
and managers. 8% of the senior officers are dissatisfied with the range of services. This
includes 7% of the officers, 6% of principal officers, 5% managers & 4% executive
officers. 20% managers and executive officers and 18% senior officers and 15% principal
officers and 12% officers are satisfied with the range of services. About 5% executive
officers are strongly dissatisfied with the range services. Most of the employees are
satisfied. The mean value regarding all the responses is 2.55, which means the
employees perception regarding this statement is good. The standard deviation .91
proves that the mean 2.55 can vary .91 more or less. This shows that the findings
regarding this are not reliable.
The internal environment of Eastern Bank training institutes is visually attractive.
50
40
Officers
Senior Officers

30

Executive Officers
20

Principal Officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-10: Employees responses regarding question no. 10.

The statement state about the internal environment of Eastern Bank Ltds training
institutes. This means how the trainees are satisfied with the internal decoration of the
bank. Almost all of the employees are neutral in their opinion with the internal decoration
of the training institutes. This includes 20% of the managers, 18% of the senior officers,
17% of the officers & executive officers and 12% of the principal officers. 15% of the
employees are dissatisfied with the decoration.
This includes 15% of principal officers, 13% executive officers and officers, 8%
mangers. 8% employees are strongly dissatisfied with the decoration. Only 10% of the
employees are satisfied with the environment. Only 8% managers are strongly satisfied
with the internal environment. The mean value regarding all the responses is 2.34, which
means the customers perception regarding this statement is bad. The standard deviation
.97 proves that the mean 2.34 can vary .97 more or less. This shows that the findings
regarding this are reliable.

49

Employee Training and Development System of Banking Sector of Bangladesh

Materials associated with the service are easily understandable and visually
attractive.
50
40
Officers
Senior Officers

30

Executive Officers
20

Principal Officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-11: Employees responses regarding question no. 11.

The statement shows that how easily the materials associated with the training are
understandable and are visually attractive. And what the satisfaction level of employees
regarding this is. Most of the employees are neutral with the service quality. It includes
20% of managers and officers, 18% of senior officers, 17% executive officers and 15% of
principal officers. About 15% employees are satisfied with the service quality. This
includes 17% of principal officers and 15% of managers and 12% of the rest equally. 9%
employees are dissatisfied with the service quality. 4% of the employees are strongly
dissatisfied. The mean value regarding all the responses is 2.94, which means the
customers perception regarding this statement is neutral. The standard deviation .92
proves that the mean 2.94 can vary .92 more or less. This shows that the findings
regarding this are reliable.
Employees get IT based training from this bank.
50
40
Officers
Senior Officers

30

Executive Officers
20

Principal Officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-12: Employees responses regarding question no. 12.

50

Daffodil International University Journal of Business and Economics, Vol. 8, No. 1 June, 2014

The statement refers that how much the bank is providing IT based training to its
employees. And the graph shows the satisfaction level of its employees regarding this
service. Most of the employees are agreed with the statement. This comprises 21% of
principal officers, 20% executive officers, 15% of the other ranks equally. 10% are
strongly agreed with the statement. About 15% of customers are neutral about the
service quality. It comprises 3% of officers & employees and 4% of each of the
remaining three classes of customers. About half of the employees are neutral with the
service. 3% employees are strongly dissatisfied with this service.
The mean value regarding all the responses is 2.25, which means the customers
perception regarding this statement is bad. The standard deviation 1.06 proves that the
mean 2.25 can vary 1.06 more or less. This shows that the findings regarding this are
reliable.
It is an important criterion for employee development.
50
40
Officers
Senior Officers

30

Executive Officers
20

Principal Officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-13: Employees responses regarding question no. 13.

The statement states whether the training system of the bank is offering an important
criterion for the employee development. And the graph shows the employees responses
indicating their satisfaction level regarding this service of the bank. About 20% of the
employees are neutral with this statement. Again 20%of them are satisfied. Among them
20%of principal officers and executive officers respectively, and 15% of the rest equally.
About 10% of the employees are strongly satisfied. 6% of the employees are strongly
dissatisfied. The mean value regarding all the responses is 2.36, which means the
customers perception regarding this statement is bad. The standard deviation 1.10 proves
that the mean 2.36 can vary 1.10 more or less. This shows that the findings regarding this
are reliable.

51

Employee Training and Development System of Banking Sector of Bangladesh

Employees feel a better improvement of yourself.

50
40
Officers
Senior Officers

30

Executive Officers
20

Principal Officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-14: Employees responses regarding question no. 14.

The statement shows if the employees are feeling improvement in themselves. The graph
shows the employees perception level about this service. About 20% employees are
neutral regarding this statement. 23% employees are satisfied with the statement. This
includes 23% principal officers & executive officers and 15% of the rest equally. About
10% employees are strongly satisfied with the statement. 3% customers are strongly
dissatisfied with the statement.
The mean value regarding all the responses is 2.68, which means the customers
perception regarding this statement is neutral. The standard deviation .90 proves that the
mean 2.68 can vary .90 more or less. This shows that the findings regarding this are not
so reliable.
Eastern Banks employees treat with you in a good manner.
50
40
Officers
Senior Officers

30

Executive Officers
20

Principal Officers
Managers

10
0
Strongly
Agree

Agree

Neutral

Disagree

Strongly
Disagree

Fig-15: Employees responses regarding question no. 15.

52

Daffodil International University Journal of Business and Economics, Vol. 8, No. 1 June, 2014

The statement shows how the employees of the bank treat with the trainees. And the
graph shows the level of trainees perception regarding the statement. About 25%
employees are neutral regarding the statement. This comprises 25% of principal officers,
23% of officers, 20% of managers & 18% of the senior officers and 16% of the executive
officers. 20% trainees are satisfied with the manner of the bank employees. 8% trainees
are dissatisfied with the manner of the bank employees. And 3% are strongly dissatisfied
with the manner of the bank employees. The mean value regarding all the responses is
3.08, which means the customers perception regarding this statement is neutral. The
standard deviation .93 proves that the mean 3.08 can vary .93 more or less. This shows
that the findings regarding this are reliable.
8. Conclusion
Training & development is a need for every organization. The entire training department
should be well informed regarding their goal and objective. It is essential to execute
company objective into individual target. EBL management can be involved more in
internal training which will increase the effectiveness of these training and decrease the
need for their house training program.
This paper will help one to be familiar with the specific training & development
programs of the banking organizations both locally & internationally. The researcher has
also analyzed the training and development system with some recommendations for the
bank. This project can be helpful for us if we are to work with training & development
program in the future, we would know where to start & the scopes for possible
improvements.
References
1.

Ahmed, P. (2006). Personnel training in public sector manufacturing corporations in Bangladesh.

Unpublished doctoral dissertation, University of Dhaka, Bangladesh.

2.

Alexander & Gasparishvili (2001). Human resource development in an industry in transition: the case of
the Russian banking sector. Academy of Human Resources Development, 4(1).
Annual Report Eastern Bank Ltd 2006-2011.
Annual Report HSBC Ltd 2005-2010

3.
4.
5.

Blair, E., & Seo, D. (2007). Safety training: Making the connection to high performance. Professional
Safety, 52(10), 42-48.

6.

Cekada, L. T. (2010). Training needs assessment: Understanding what employees need to know.
Professional Safety, 28-33.
Debnath, R. M. (2003). Bank and legal environment (1st ed.). Dhaka: Nabajuga Prokashani.

7.
8.

Decenzo, D. A. & Robbins, S. P. (1999). Human Resource Management, New York: John Wiley &
Sons, Inc.
10. Dessler, Gary: Human Resource Management (9th Ed.). Pearson Education, 204.
11. Eighteen, R. (1999). Training Need Analysis for IT Training, 31(4), 149-153.
12. Ferdous, Tahmina & Razzak, B.M. (2012). Importance of Training Needs Assessment in the Banking
Sector of Bangladesh: A Case Study on National Bank Limited (NBL). International Journal of Business
and Management, 7(10), 63-73.

53

Employee Training and Development System of Banking Sector of Bangladesh

13. Ford, J. K. and R. A. Noe. 1987. "Self-assessed training needs: The effects of attitudes toward training,
managerial level, and function." Personnel Psychology 40: 39-53.
14. Ford, J.K., S.W. Kozlowski, K. Kraiger, E. Salas, and M.S. Teachout. 1997. Improving training
effectiveness in work organizations. Mawheh, NJ: Lawrence Erlbaum Associates.
15. Fred and Warmerdem (1997) , Training in different types of organizations: differences and dynamics in
the organization of learning at work, Volume 8, Issue 1, 1997 The International Journal of Human
Resource Management.
16. Goldstein, I. L. (2001). Training in organizations: Needs assessment, development, and evaluation. (3rd
ed.). Pacific Grove, CA: Brooks/Cole.
17. Griffin, W. Ricky. 2006. Management. 8th edition. Houghton Mifflin Company: Boston , 438.
18. Mondy, Wayne R. (2008). Human Resource Management (10th Ed.). Upper Saddle River: Prentice-Hill.
19. Noe, R. A. 1986. "Trainees' attributes and attitudes: Neglected influences on training effectiveness,"
Academy of Management Review 11: 736-749.
20. Saxena. Kumar A. (2012). Evaluating the Training and Development Programs in the Corporate Sector:
Literature
Review
and
Research
Agenda.
Retrieved
from
http://lotus.edu.in/publication/index.php?option=com_content&view=article&id=83:evaluatingthetraining-and-development-programmes-in-the-corporate-sector-literature-review-andr&
catid=36:hr&Itemid=60
21. Tannenbaum, S. I. and G. Yukl. 1992. "Training and development in work organizations." In Annual
review of psychology. Eds. P. R. Rozenzwig and L. W. Porter. Palo Alto, CA: Annual Reviews, Inc. pp.
399-441.
22. Tanova, C. & Nadiri, H. (2005), "Recruitment and Training Policies and Practices- The Case of Turkey
as an EU Candidate", Journal of European Manufacturing Training, 29(9): 694-711.
23. Taylor, P. J., & ODriscoll, M. P. (1992). Congruence between theory and practice in management
training needs analysis. International Journal of Human Resource Management, 3, 593-603.
24. Taylor, P. J., O Driscoll1, M. P., & Binning, J. F. (1998). A new integrated framework for training
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25. Wilson, J. P. (1999). Human resource development. Learning and training for individuals and
organizations. London, Kogan Page.

Reports and Website Sources

1.
2.
3.
4.
5.
6.
7.
8.
9.

Annual reports Eastern Bank Ltd. 2009, 2011, 2013

Bangladesh Bank, Bangladesh Bank Annual report, 2011
HR report of EBl, 2012-2013
Website of EBL-www.easternbankltd.com.bd
Website of EBL inland branch www.easternbank.com.bd/inland_branch
Website of EBL contact www.easternbank.com.bd/contact_us.php
Website of EBL - www.easternbank.com.bd/download.php
Website of EBL - www.easternbank.com.bd/training.php
Website of EBL - www.easternbank.com.bd/location.php

54

Daffodil International University Journal of Business and Economics, Vol. 8, No. 1 June, 2014

Appendix
1. Questionnaire
A study to determine the training and development system of Esatern Bank Ltd.
This survey is being conducted to determine the training and development system of
Eastern Bank Ltd. It may take approximately 6 to 8 minutes to complete this
questionnaire. There is no right or wrong answer provided. Participation in this survey is
completely voluntary. You can rest assured that all your given information will be kept
strictly confidential. Please try to fill in the entire questionnaire.
Please tick () the best answer as per your opinion.
5
Strongly
Agree

4
Agree

3
Neutral

2
Disagree

1
Strongly
Disagree

Personal Information: (optional)

1. Training is very essential for conducting banking
business.
2. Training is necessary in every year.
3. Eastern Bank Ltd. offers a convenient system for training.
4. Employees are interesting about the training system of
Sonali Bank Ltd.
5. The training system of Sonali bank ltd. can successfully
train the newly appointed employees.
6. The lectures are easy to understand.
7. You feel safe in your training institute.
8. When you have a problem, Eastern Banks authority
shows sincere interest in solving it.
9. Eastern Bank Ltd. is providing all services that you
require.
10. The internal environment of Eastern Bank training
institutes is visually attractive.
11. Materials associated with the service are easily
understandable and visually attractive.
12. You get IT based training from this bank.
13. It is an important criterion for employee development.
14. You feel a better improvement of yourself.
15. Eastern Banks employees treat with you in a good
manner.

Name:
Age:
Sex:
Occupation:

Male
Teacher.

Female.
Student.

5
5
5

4
4
4

3
3
3

2
2
2

1
1
1

5
5
5

4
4
4

3
3
3

2
2
2

1
1
1

5
5
5
5

4
4
4
4

3
3
3
3

2
2
2
2

1
1
1
1

Officer or Employee.

55

Other.

Employee Training and Development System of Banking Sector of Bangladesh

QUESTIONS

RANKINGS

2. Current scenario of employee training of Eastern Bank Ltd.

Serial
No.
01

Level of
training
Senior
Officer

02

Senior
Officer

03

Assistant
General
Manager

04

Senior
Officer

05

Senior
Principal
Officer

06

Principal
Officer

Training
method
Investment and
Merchant
Banking
Micro and
Small
Enterprise
Financing
Corporate
Governance
and Corporate
Social
Responsibility
Appraisal and
Management
of Working
Capital
Financing
Management
of NonPerforming
Loans and
Recovery
Strategies
Human
Resource
Management
For Executives

Title of the
course
Lecture, Group
Discussion and
Case Study
Lecture, Group
Discussion, Case
Study and Project
Visit
Panel Discussion
and Formulation
of
Recommendation

Number
of trainee
01

Duration

01

3 working
days

Head office
and rural
office

01

2 working
days

Head office

Lecture, Group
Discussion and
Case Study

02

60 days
training

Staff
college

Lecture, Group
Discussion, Case
Study, Panel
Discussion and
Formulation of
Recommendation
Lecture, Group
Discussion and
Case Study

01

3 working
days

Head office

01

2 working
days

Head office

2 working
days

Training
Place
Head office

Source: Attendance records and books from the Eastern Bank Head office

56