HRM Project

A
PROJECT REPORT
ON
“A Study of Human Resources Management

Practices Adopted By Banking Sector with special
Reference to SBI Nagpur Branches”
Submitted to
Rashtrasant Tukadoji Maharaj Nagpur University, Nagpur
For the award of degree of
Master of Business Administration
Course specialization in
Human Resource Management
Prepared by:
Tejas Baburao Shinde
Guide:
Prof. Pallavi Shekhar
2022 – 2023
NIT Graduate School of Management

Survey No. 13/2, Mahurzari, Katol Road, Nagpur – 441 501
CERTIFICATE
This is to certify that the project report titled “A Study of Human Resources
Management Practices Adopted By Banking Sector with special Reference to
SBI Nagpur Branches” is a bonafide work of Tejas Baburao Shinde who is
student of MBA (Second Year), NIT Graduate School of Management (Academic
Session 2022-23). This report is being submitted in partial fulfillment of
requirement for the course of Post Graduate Degree of Masters of Business
Administration (MBA) of Rashtrasant Tukadoji Maharaj Nagpur University,
Nagpur.
Prof. Pallavi Shekhar Dr. Mukesh Patil
Project Guide Director
Date:
Place: Nagpur
DECLARATION
I Tejas Baburao Shinde hereby declare that the project report titled, “A Study of
Human Resources Management Practices Adopted By Banking Sector with
special Reference to SBI Nagpur Branches” which is being submitted by me in
partial fulfillment of requirement for the Degree of Master of Business
Administration of Rashtrasant Tukadoji Maharaj Nagpur University, is a bonafide
record of work exclusively carried out by me. It is the result of my genuine efforts
and the same has not been previously submitted towards requirements of any
course or examination of this or any other university. The sources of material and
information used in this research study has been duly acknowledged and certified. I
hereby further confirm that this project truly represents the bonafide work
undertaken by me and is the outcome of thorough and systematic research.

ACKNOWLEDGEMENT
Blessing, guidance, cooperation and support are always needed to accomplish any
task and at the same time faith, endeavor and dedication are also required for
gaining knowledge.
I am indebted to Dr. Mukesh Patil , Director, NIT GSM, who has been a source of
inspiration through his constant guidance, personal interest, encouragement and
help.
I have a great pleasure to put my deep sense of gratitude to Prof. Pallavi Shekhar,
Project Guide, for her able guidance throughout this project, who had been a
constant source of inspiration and under whose dynamic guidance, I have been able
to complete my project.
I am highly obliged to my parents for their personal care and inspiration that has
placed me to work on this project.
I would be failing in my duty if I omit to thank the Staff of Organization without

whose cooperation, my project would remain an incomplete assignment.

CONTENT TABLE
S.No. Page
PARTICULARS
No.
Introduction of Topic 1
1
Company Profile 9
2
Objectives of Study 20
3
4 Research Methodology 22
Review of Literature 26
5
Data Analysis and Interpretation 31
6
Findings & Conclusion 50
7
Suggestions / Recommendations 53
8
Bibliography 55
9
Annexure – Questionnaire / Balance 57
10 sheet, etc.
CHAPTER 1
INTRODUCTION
of TOPIC
A Study of Human Resources Management Practices Adopted by Banking Sector, Tejas Baburao Shinde 1
Introduction of Topic
Human resources are the most valuable and unique assets of an organization. The
successful management of an organization's human resources is an exciting, dynamic,
and challenging task, especially at a time when the world has become a global village
and economies are in astate of flux. The scarcity of talented resources and the growing
expectations of the modern- day worker have further increased the complexity of the
human resource function. Even though specific human resource functions/activities are
the responsibility of the human resource department, the actual management of human
resources is the responsibility of all the managers in an organization.
Human Resource Management or Personnel management is the activity of managing

personnel, usually employees. In any organization, managing personnel is the process of
making sure the employees (not the customers) are as productive as they can be. This
can include hiring, firing, or transferring people to/from jobs they can do most
productively.
This subject is a major at many universities, or a minor in the business school. It is also
knownas personnel administration, which is functionally an equivalent term.
It is therefore necessary for all managers to understand and give due importance to the
different human resource policies and activities in the organization. Human Resource
Management outlines the importance of HRM and its different functions in an
organization. It examines the various HR processes that are concerned with attracting,
managing, motivating, and developing employees for the benefit of the organization.
What do all businesses have in common regardless of the product or service? Employees!
Unless you are a sole proprietorship, you will have to navigate the process of planning
for, recruiting, hiring, training, managing, and possibly firing employees. These
responsibilities all fall under the heading of human resource management. Human
resource management (HRM or HR) is essentially the management of human resources.
It is a function in organizations designed to maximize employee performance in service
of an employer’s strategic objectives. HR is primarily concerned with the management
of people within organizations, focusing on policies and on systems. HR departments in

organizations typicallyundertake several activities, including employee benefits design,
employee recruitment, training and development, performance appraisal, and
rewarding (e.g., managing pay and benefit systems). HR also concerns itself with
organizational change and industrial relations, that is, the balancing of organizational
practices with requirements arising from collective bargaining and from governmental
laws.
HR is a product of the human relations movement of the early twentieth century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional
work, such as payroll and benefits administration, but due to globalization, company
consolidation, technological advances, and further research, HR today includes strategic
initiatives like talent management, industrial and labor relations, and diversity and
inclusion.
Most companies focus on lowering employee turnover and on retaining the talent and
knowledge held by their workforce. New hiring not only entails a high cost but also
increasesthe risk of a newcomer not being able to replace the person who worked in a
position before. HR departments strive to offer benefits that will appeal to workers, thus
reducing the risk of losing corporate knowledge. Businesses are moving globally and
forming more diverse teams. It is the role of human resources to make sure that these
teams can function, and people are able to communicate cross-culturally and across
borders. Due to changes in business, current topics in human resources are diversity and
inclusion as well as using technology to advanceemployee engagement.
In short, HR involves maximizing employee productivity. HR managers may also focus

on a particular aspect of HRM, such as recruiting, training, employee relations, or
benefits.
Recruiting specialists oversee finding and hiring top talent. Training and development
professionals ensure that employees are trained and receive ongoing professional
development. This takes place through training programs, performance evaluations, and
reward programs. Employee relations deals with employee concerns and incidents such
as policy violations, sexual harassment, and discrimination. Benefit managers develop
compensation structures, family-leave programs, discounts, and other benefits available
to employees. At the other end of the spectrum are HR generalists who work in all areas
or as labor relations representatives for unionized employees.
Human Resource Management in Banking
The word bank is derived from the Italian banca, which is derived from German language
and means bench. The terms bankrupt and "broke" are similarly derived from banca rotta,
which refers to an out of business bank, having its bench physically broken. Money
lenders in Northern Italy originally did business in open areas, or big open rooms, with
each lender working from his own bench or table.
The essential function of a bank is to provide services related to the storing of deposits
and the extending of credit. The evolution of banking dates back to the earliest writing
and continues in the present where a bank is a financial institution that provides banking
and other financial services. Currently the term bank is generally understood as an
institution that holds a banking license. Banking licenses are granted by financial
supervision authorities and provide rights to conduct the most fundamental banking
services such as accepting deposits and making loans. There are also financial
institutions that provide certain banking services without meeting the legal definition of
a bank, a so-called non-bank. Banks are a subset of thefinancial services industry.
Human resource management (HRM) has long been overlooked in the corporate sector
in thecountry where a small section, comprising mostly the multi-national companies
was practicing the same. With the growing realization of proper HRM in the corporate
sector, it has grown into an important activity. Now the head of HRM is an important
member of the senior teams of any thriving business.
Although the idea is new for many local businesses where entrepreneurs are at the
beginning of the learning curve yet in reality the theme is getting support from the
organized entrepreneurs.
The banking sector has grown from a few institutions primarily involved in deposit
acceptanceand trade finance into a complex multi-player market where large number of
commercial banks, financial institutions and specialized banks are operating with
various products and activities.
The classification of the Indian banks into broad groups such as public sector, old private
sector, new private sector, foreign, regional rural banks & cooperatives are largely on the
basisof ownership pattern. It is also well known that the business mix, delivery channels
& IT strategies of these organizations vary substantially. What is little known but of
greater importance is that each of these banks follows very distinct HR practices which
have contributed, substantially, to the business processes.
HRM in Cooperative Banks
It is sad that the HR policies of cooperative banks are totally dominated by the Registrar
of Cooperatives. This is, perhaps, one reason why the cooperatives are unable to improve
themselves.
HRM in Regional Rural Banks (RRBs)
As regards RRBs, most of them adopt the HR policies of sponsor banks, which are
not appropriate for their special nature.
HRM in Public Sector Banks
In the recent times, the contours of HR function in public sector banks are slowly but
definitelychanging. One could say that these banks are discovering the HR function & it
is hoped that these banks will fast catch up with others. It may be recalled that, in a
controlled environment & to meet with the rapid branch expansion- since 70s- Public
Sector Banks (PSBs) have adopted.
HRM practices similar to that of Government departments. Herein HRM did not have a
direct role in business development but was more concerned with centralized recruitment
to staff &providing them across the country.
HRM in Private Banks & Foreign Banks
The HR function as practiced by private & foreign banks is effectively involved in the
identification of specific skills that each job warrants & recruiting suitable staff by every
waypossible. In these banks, recruitment is a continuous process with a strong focus on
getting the right person for the right job by offering appropriate compensation,
incentives & designations. There is a great energy spent in keeping the turnover low &
offering appropriatetraining inputs. Possibly there are as many pay structures as there
are employees. More importantly, HRM has a role in monitoring & mentoring the
employee. There are no routine transfers. Rather people are recruited in different
geographical locations & different levels. Technology has helped in centralizing the back
office & other functions such that service can be provided from a distance. These
institutions adopt a proactive performance appraisal system but still short of 360 Degree
appraisals. Their training process is concerned with both skills building & motivating. It
should, however, be said that the demand for professionals onaccount of growth of Indian
Business is such that the efforts of HRM have not helped it fromcompletely staving off
staff turnover in the ranks.
HRM in Public Sector Unit Banks (PSU Banks)
In the case4 of PSU Banks the recruitment process is annual & large scale. People are
recruitedat the lowest grade & promoted I due course. This makes the career path of each
employee the responsibility of the organization. This also underlies a belief that anyone
can occupy anydesk. In such a system specialization is the loser. Recruitment at higher
levels is a recent phenomenon & more an exception than rule. Pay packets are uniform
for a grade/level with annual increments & uniform perquisites. Increments are earned
automatically. Transfers arenot driven by business requirements but a matter of routine.
Vacancies get created as & when people move up. It is not uncommon to see new
departments’ spring up just to allow promotions. In a way such a move is justified as
salary is linked to grades & not performance. The concept of job rotation is practiced with
great conviction. As regard leave it is seen that modern business organizations, driven
by work life balance issues & operational risk ‘ensure that certain annual leave is
mandatory. In the case of PSU Banks, the compulsory leave systemhas not yet taken root.
In the circumstances an important task at hand is training the staff member, who, on
account of age profile is not comfortable working in an IT environment. HRM should
also take immediate steps to improve productivity. There is a simultaneous need to
balance the demand of IT savvy youngsters joining the organization who ask for high
salaries.
PSU Banks are not able to offer market driven salary. Given that banking business & the
business of Government are distinct, there is, in the case of PSU Banks, an urgent need
that salaries are not limited by what is paid in the ministry but unshackled. Till that
happens, HRMshould, innovatively tackle the issue.
Responsibilities of the Human Resource Management Department in Banks
Role:
The role of the Human Resource Department is to create the climate & conditions in
which management throughout the Bank will be enabled to optimize the individual &
collective contribution of all employees to the short & long-term success of the Bank.
Responsibilities:
To be the principal sponsor & ―guardian‖ of HR policies in the Bank.
To propose & obtain agreement on changes to these policies from time to time & to ensure
that policies which have been agreed are being implemented throughout the Bank.
To contribute fully to the task of meeting the business challenges which the bank has to
face by supporting Branch/Unit Managers in continuously developing the potential of
employees & in creating conditions in which all the employees are motivated to meet
the objectives of the Bank.
To continuously monitor the Bank ‘s strategies to ensure that HR policies are

appropriate& that employee numbers & skills are fully supportive of such strategies.
To deliver a full range of personnel services in support of line management. These

services include manpower planning, recruitment/transfer, remuneration, and training &
employee welfare.
To support line management in their day-to-day management of the workforce by providing

advice & consultancy on personnel & performance management issues.
CHAPTER 2
COMPANY
PROFILE
Company Profile
State Bank of India (SBI) a Fortune 500 company, is an Indian Multinational, Public Sector
Banking and Financial services statutory body headquartered in Mumbai. The rich heritage
and legacy of over 200 years, accredits SBI as the most trusted Bank by Indians through
generations.
SBI, the largest Indian Bank with 1/4th market share, serves over 45 crore customers
through its vast network of over 22,000 branches, 62617 ATMs/ADWMs, 71,968 BC
outlets, with an undeterred focus on innovation, and customer centricity, which stems from
the core values of the Bank - Service, Transparency, Ethics, Politeness and Sustainability.
The Bank has successfully diversified businesses through its various subsidiaries i.e SBI
General Insurance, SBI Life Insurance, SBI Mutual Fund, SBI Card, etc. It has spread its
presence globally and operates across time zones through 229 offices in 31 foreign
countries.
Growing with times, SBI continues to redefine banking in India, as it aims to offer
responsible and sustainable Banking solutions.
Evolution Of SBI
The origin of the State Bank of India goes back to the first decade of the nineteenth century
with the establishment of the Bank of Calcutta in Calcutta on 2 June 1806. Three years later
the bank received its charter and was re-designed as the Bank of Bengal (2 January 1809).
A unique institution, it was the first joint-stock bank of British India sponsored by the
Government of Bengal. The Bank of Bombay (15 April 1840) and the Bank of Madras (1
July 1843) followed the Bank of Bengal. These three banks remained at the apex of modern
banking in India till their amalgamation as the Imperial Bank of India on 27 January 1921.
Primarily Anglo-Indian creations, the three presidency banks came into existence either as
a result of the compulsions of imperial finance or by the felt needs of local European
commerce and were not imposed from outside in an arbitrary manner to modernise India's
economy. Their evolution was, however, shaped by ideas culled from similar developments
in Europe and England, and was influenced by changes occurring in the structure of both
the local trading environment and those in the relations of the Indian economy to the
economy of Europe and the global economic framework.
Establishment
The establishment of the Bank of Bengal marked the advent of limited liability, joint-stock
banking in India. So was the associated innovation in banking, viz. the decision to allow the
Bank of Bengal to issue notes, which would be accepted for payment of public revenues
within a restricted geographical area. This right of note issue was very valuable not only for
the Bank of Bengal but also its two siblings, the Banks of Bombay and Madras. It meant an
accretion to the capital of the banks, a capital on which the proprietors did not have to pay
any interest. The concept of deposit banking was also an innovation because the practice of
accepting money for safekeeping (and in some cases, even investment on behalf of the
clients) by the indigenous bankers had not spread as a general habit in most parts of India.
But, for a long time, and especially upto the time that the three presidency banks had a right
of note issue, bank notes and government balances made up the bulk of the investible
resources of the banks.
The three banks were governed by royal charters, which were revised from time to time.
Each charter provided for a share capital, four-fifth of which were privately subscribed and
the rest owned by the provincial government. The members of the board of directors, which
managed the affairs of each bank, were mostly proprietary directors representing the large
European managing agency houses in India. The rest were government nominees,
invariably civil servants, one of whom was elected as the president of the board.
Business
The business of the banks was initially confined to discounting of bills of exchange or other
negotiable private securities, keeping cash accounts and receiving deposits and issuing and
circulating cash notes. Loans were restricted to Rs.one lakh and the period of
accommodation confined to three months only. The security for such loans was public
securities, commonly called Company's Paper, bullion, treasure, plate, jewels, or goods 'not
of a perishable nature' and no interest could be charged beyond a rate of twelve per cent.
Loans against goods like opium, indigo, salt woollens, cotton, cotton piece goods, mule
twist and silk goods were also granted but such finance by way of cash credits gained
momentum only from the third decade of the nineteenth century. All commodities,
including tea, sugar and jute, which began to be financed later, were either pledged or
hypothecated to the bank. Demand promissory notes were signed by the borrower in favour
of the guarantor, which was in turn endorsed to the bank. Lending against shares of the
banks or on the mortgage of houses, land or other real property was, however, forbidden.
Indians were the principal borrowers against deposit of Company's paper, while the business
of discounts on private as well as salary bills was almost the exclusive monopoly of
individuals Europeans and their partnership firms. But the main function of the three banks,
as far as the government was concerned, was to help the latter raise loans from time to time
and also provide a degree of stability to the prices of government securities.
SBI Board of Directors
Sl.No Name Designation
1. Shri Dinesh Kumar Khara Chairman

2. Shri C.S. Setty Managing Director
3. Shri Swaminathan J. Managing Director
4. Shri Ashwini Kumar Tewari Managing Director
5. Shri Alok Kumar Choudhary Managing Director
6. Shri B. Venugopal Director
7. Dr Ganesh Natarajan Director
8. CA Ketan S Vikamsey Director
9. Shri Mrugank M Paranjape Director
10. CA Prafulla P Chhajed Director
11. Dr Vivek Joshi Director
12. Shri Anil Kumar Sharma Director
Subsidiaries/Joint Ventures
1. SBI LIFE INSURANCE COMPANY LIMITED (SBI-LIFE)
SBI Life Insurance, one of the most trusted life insurance companies in India, was
incorporated in October 2000 and was registered with the Insurance Regulatory and
Development Authority of India (IRDAI) in March 2001. Serving millions of families
across India, SBI Life’s diverse range of products caters to individuals as well as group
customers through Protection, Pension, Savings and Health solutions. Driven by ‘Customer-
First’ approach, SBI Life places great emphasis on maintaining world class operating
efficiency and providing hassle-free claim settlement experience to its customers by
following high ethical standards of service. Additionally, SBI Life is committed to enhance
digital experiences for its customers, distributors, and employees alike.
2. SBI GENERAL INSURANCE COMPANY LIMITED (SBI GENERAL)
SBI General is one of the fastest growing private general insurance companies, with the
strong parentage of SBI. The team at SBI General Insurance, is committed to carry forward
the legacy of trust and security; and has a vision is to become the most trusted general
insurer for a transforming India.
Ever since its establishment in 2009, from 17 branches in 2011, the company has expanded
its presence to over 137 branches pan-India. Till date, company has served over 6 crore
customers. It has been awarded ‘Insurer of the Year’ in the non-life category at FICCI
Insurance Industry Awards, for two consecutive years in 2020 & 2021.
SBI General has a robust multi-distribution model encompassing Bancassurance, Agency,

Broking, Retail Direct Channels and Digital tie-ups. The widespread network of distributors
like 22000 plus SBI branches, Agents, Other financial alliances, OEMs, and multiple digital
partners enables the company to extend its reach to the pocketed remote areas of India. The
Company offers a bouquet of products spread across wide range of line of businesses to
cater customers in all segments like Retail, Corporate, SME and Rural, ensuring the
accessibility in both forms i.e., digital as well as physical.
SBI General Insurance reported a 11% growth in Gross Written Premium (GWP) in FY
2021-22 and the GWP stood at INR 9260 crore. With the increasing need of health
insurance, the Company has a very channelized strategy for health insurance business,
which has reflected in 50% growth in health insurance GWP for the FY2021-22.
3. SBI CARDS AND PAYMENT SERVICES LIMITED (SBICPSL)
SBICPSL is a subsidiary of State Bank of India. SBICPSL is a non-banking financial

company and is India’s largest pure play credit card issuer with a base of over 13.7 million
cards in force, as of March 2022. SBI Card offers extensive credit card portfolio to
individual cardholders and corporate clients which includes lifestyle, rewards, travel & fuel,
and banking partnership cards along with corporate cards, covering all major cardholders’
segments in terms of income profile and lifestyle. The company has diversified customer
acquisition network that enables it to engage prospective customers across multiple
channels.
4. SBI FUNDS MANAGEMENT LIMITED(SBIFML)
SBIFML is a Joint Venture between SBI and AMUNDI (France), one of the world’s leading
asset management companies. SBIFML, Asset Management Company, is amongst the
fastest growing AMCs with a growth of over 28.3% against the industry average of 19.5%
in 2021-22.
5. SBI CAPITAL MARKETS LIMITED (SBICAPS)
SBICAP is India’s leading investment banker, offering a bouquet of investment banking

and corporate advisory services to diversified clients across three product groups - Project
Advisory and Structured Finance, Equity Capital Markets and Debt Capital Markets. These
services include Project Advisory, Loan Syndication, Structured Debt Placement, Mergers
and Acquisitions, Private Equity, Restructuring Advisory, Stressed Assets Resolution, IPO,
FPO, Rights Issues, Debt, Hybrid Capital raising, InvIT advisory, REIT advisory and COC
advisory (Committee of Creditors).
6. SBICAP Securities Ltd (SSL)
SSL, a wholly owned subsidiary of SBI Capital Markets Ltd, is the retail broking arm of
the SBI Group. SSL offers its customers a variety of products and services to choose from
– such as Equity, Derivatives, Mutual Funds, Insurance Products, Corporate FDs etc.
through state of art trading platform on mobile app, website and through dealer terminal.
SSL is also a captive sourcing arm of the State Bank of India for sourcing Home Loan and
Auto Loan business.
7. SBICAP Ventures Limited (SVL)
SVL is SBI’s Asset Management Arm handling alternate investments and one of India’s
fastest growing asset managers in this space. Set up in year 2005, SVL is a wholly owned
subsidiary of SBI Capital Markets Limited.
SVL currently manages 3 Alternate Investment Funds (AIF) with aggregate committed
capital of INR 12,500 crores. SVL has a successful track record of investing pan-India in
stressed residential real estate and MSME sector including renewable energy, waste
management and climate related investments. SVL is also fund manager to two Fund of
Funds with target corpus of INR 15,000 crores with principal focus on MSME sector.
Major global investment partners of SVL includes Foreign and Commonwealth

Development Organisation (FCDO) of UK Government, European Investment Bank (EIB)
and Japan International Cooperation Agency (JICA).
8. SBICAP TRUSTEE COMPANY LIMITED (STCL)
STCL is a wholly owned subsidiary of SBI Capital Markets Limited (SBICAP) which in
turn is a wholly owned subsidiary of State Bank of India (SBI).
STCL is registered with Securities and Exchange Board of India (SEBI) to act as a
Debenture Trustee. It offers a whole bouquet of services viz. Security Trusteeship,
Debenture Trusteeship, Alternate Investment Fund Trusteeship, Share Pledge Trusteeship,
Escrow Trusteeship, Facilitator for the execution of Will, Safe Keeper, Virtual Data Room
Services, Facility Agent, etc
It is guided by the principle of Long-Term Relationship, Fairness & Transparency in all
transactions and Customer Delight. Customer Satisfaction is our main motto which is
achieved with Professional Competence and leveraging digital technology.
9. SBI SG GLOBAL SECURITIES SERVICES PRIVATE LIMITED (SBI-SG)
SBI-SG, a joint venture between State Bank of India (SBI) and Société Générale (SG)with
65% holding by SBI. The Company was set up to offer high quality custodial and fund
accounting services to domestic and foreign institutional investors supplemented by the
bouquet of premier banking services of SBI. SBI- SG commenced commercial operations
in 2010. It is among the top 5 Custodians and among the top 2 in Fund Accounting services
in India. SBISG has been winning acclaim for its services and has been recently won the
coveted Global Custodian Award for Agent Banks in Emerging Markets (ABEM) 2021, for
Custody services and has been recognized as Global Outperformer & Category
Outperformer.
10. SBI DFHI LIMITED (SBI DFHI)
SBI DFHI Limited is one of the largest standalone Primary Dealers (PD) with a pan India
presence. As a Primary Dealer (PD) it is mandated to support the book building process in
primary auctions and provide depth and liquidity to secondary markets in G-Sec. Besides
Government securities, it also deals in money market instruments, non-G-Sec debt
instruments, amongst others. As a PD, its business activities are regulated by RBI.
11. SBI Payment Services Pvt Ltd. (SBI Payments)
SBI became the first public sector bank to form an exclusive Joint Venture i.e., SBI
Payments for merchant acquiring business and holds 74% stake in the company. SBI
Payments is one of the largest acquirers of the country with presence across more than 5000
centres PAN India. The objective is to create a state-of-the-art acceptance ecosystem in all
geographies of the country and enable the merchants to accept payments digitally through
various form factors such as PoS, Bharat QR, BHIM-Aadhaar, NETC, Soft PoS etc.
12. SBI GLOBAL FACTORS LIMITED (SBIGFL)
SBIGFL is a leading provider of factoring services for domestic and international trade. SBI
holds 86.18% share in the Company. The Company’s services are especially suitable for
MSME clients for freeing up resources locked in book debts. The Company is actively
participating in bidding on the TReDS platforms. By virtue of its membership of Factors
Chain International (FCI), the Company can ameliorate credit risk from export receivables
under the 2-factor model.
13. SBIPENSION FUNDS PRIVATE LIMITED
SBIPFPL has been appointed as the Pension Fund Manager (PFM) along with six others to
manage the pension corpus under National Pension System (NPS). SBIPFPL is one of the
three PFMs appointed by the Pension Fund Regulatory & Development Authority (PFRDA)
for management of Pension Funds under the NPS for Central Government (except Armed
Forces) and State Government employees and one of the seven PFMs appointed for
management of Pension Funds under the Private Sector.
State Bank of India

Year Imperial Bank of Mumbai,
India Maharashtra,
India
1900
1 July 1995
Workers 19000 in 2006 292215 in 2012
Branch 12000 in 2006 15004 in 2012
Asset 274 billion 359.237 billion
Establishments 2 June 1806 1969 nationalized
Government of India
State Bank of India is a largest commercial Bank in India entity on the corporate scene
having diversified business interests that include Financial Institution. The Bank is
ranked 232nd onthe fortune Global 500 list of the world’s biggest corporation as of 2016.
In addition to that, the largest bank in India having presence across the country even in
remote areas. More thantwo-third of the Bank’s total branches is in rural and semi-urban
areas, demonstrating the Bank’s intent of serving all strata of the society. According to
this, the study focused to analyze the Human Resource Management Practices in State
Bank of India.
The State Bank of India, the largest public sector bank of India, offered voluntary scheme
(VRS) to trim its workforce as recommended that the banking Sector was overstaffed.
SBI implemented a VRS or the ―Golden Handshake system. The vast workforce that
was once regarded as one of SBI ‘s strongest assets became a liability following the
computerization ofthe bank. The introduction of this scheme leads to strong protests and
SBI faced with a prospect of losing its talented employees and be left with less efficient
employees (2012). Quality is our essence and we, at State Bank of India, have always
stressed on the Qualitative aspect. Consequently, in this run for quality, quantity has
always pursued us. We look forwardto reaching the zenith and reaffirm our commitment
to the process of sound nation-building.
CORE COMMITMENTS - OUR STRENGTH
o Emotion
o Discipline
o Duty
o No discrimination
o Quality
o Give respect
o Self-respect
o Truth
o Collective Materialism
o Religion
o Absolute Honesty
What?
A commitment of State Bank of India to the genuine needs and rights of anybody &
everybody
- Be it to a depositor, Share Holder, consumer. all business associates and Sahara India
Family Members.
Need
India needs effective consumer protection and protection of workers' genuine rights.
There are various agencies, promising protection & action. But no external body can
provide justice unless the company becomes 'QUALITY CONSCIOUS' WITH
STRICTLY NO DISCRIMINATION POLICY AND JUSTICE CONSCIOUSNESS as
its very dominating nature.
Motto
We not only believe but practice NO DISCRIMINATION, JUSTICE & HIGH

QUALITY - means enthusiastic, productive performance of duty "KARTAVYA'
towards the consumer', workers' genuine satisfaction.
Aim
To provide justice - be it a matter of the tiniest imperfection or injustice in our

COMMITMENT - products or services. Direct or indirect, short term or long term.
Where?
Kindly rush your grievances/suggestions or any queries related to State Bank of India
Servicesto the nearest S.B.I Branch establishment and/or to:
―Response Will Never Be Delayed and Justice Will Never Be Denied
BUSINESS ENTITIES
State Bank Of
India
Advance Product
Cards Services and
Money Deposits (Home, Education (Debit, Credit, etc) Trading
& Car Loan)
CHAPTER 3
OBJECTIVES OF
STUDY
Objectives of Study
The current research will be aimed at determining the Human Resources Management at
SBI Banks in Nagpur Branch. The research will be focused on the following major issues.
1. To study the significance of Human Resources Management at SBI Bank in Nagpur

Branch.
2. To shed light on Human Resources Practices in Banking Sector.
3. To study the system development at SBI Bank
4. To measure the factors related to Human Resources Management at SBI Bank in

Nagpur Branch.
5. To study the employee relation and executive response for Human Resources
Management in SBI Banks.
6. To make people aware about the Human Resource Practice in SBI Bank at Nagpur
Branch.
7. To find out the awareness of people related to Human Resource Management.
8. To understand Steps taken by SBI to implement Human Resource Management in

Nagpur Branch.
9. To put lines on the changes required for successful practice of Human Resource
Management.
10. To understand the views of employees regarding Human Resource Development in SBI.
CHAPTER 4
RESEARCH
METHODOLOGY
Research Methodology
Research Methodology of a research describes research methods, approaches and

designs in detail highlighting those used throughout the study, justifying my choice
through describing advantages and disadvantages of each approach and design taking
into account their practical applicability to our research. Research Methodology is a
systematic approach in research to achieve pre-defined objectives. It helps as a guide
through the course of research work. Rules and techniques stated in research
methodology save time as it helps to know how to proceed and conduct the study as per
the objectives. Research methodology is the path through whichone need to conduct the
research.
Research methodology is the specific procedures or techniques used to identify, select,

process, and analyze information about a topic. Research methodology allows the reader
to critically evaluate a study’s overall validity and reliability. The methodology section
basicallyanswers two main questions: How was the data collected or generated? How
was it analyzed? Research methodology should meet the following two criteria: Firstly,
the methodology should be the most appropriate to achieve objectives of the research.
Secondly, it should be made possible to replicate the methodology used in other research
of the same nature.
Methodology is the systematic, theoretical analysis of the methods applied to a field of

study. It comprises the theoretical analysis of the body of methods and principles
associated with a branch of knowledge. A methodology does not set out to provide
solutions—it is therefore, not the same as a method. Instead, a methodology offers the
theoretical underpinning for understanding which method, set of methods, or best
practices can be applied to a specific case. The methodology is the general research
strategy that outlines the way in which research is to be undertaken and, among other
things, identifies the methods to be used in it. These methods, described in the
methodology, define the means or modes of data collection or, sometimes, how a specific
result is to be calculated. Methodology does not define specific methods, even though
much attention is given to the nature and kinds of processes to be followed in a particular
procedure or to attain an objective. This chapter hence discusses the research methods
that were used during the research process, aims and objectives, need, scope, research
design, sources of data, data collection method, limitation of study. This research used
both qualitative and quantitative methods and combination of primary and secondary
sources. The qualitative data supports the quantitative data analysis and results.
RESEARCH DESIGN
Research design means a specified framework for controlling the data collection. The
researchis of descriptive in nature, which could provide an accurate picture of induction
procedure conducted in the organization. Descriptive research includes surveys and fact-
finding inquiries of different kinds. The research is of Ex post facto nature in which
researcher no control over the variables has. Statistical method lay stress on objectivity
rather than rely on intuition and judgment and average & percentages can easily be
calculated.
Source of Data
Sources of data includes primary and secondary data collections focusing on both
qualitative and quantitative data. The data collection mechanisms are devised and
prepared with their proper procedure.
PRIMARY DATA
The primary data are those, which are collected afresh and for the first time, and thus
happento be original in character. The data on the required information is collected from
actual persons using the product/ services. This data is more suited for the objectives of
the project.
Primary data means when data does not exist, and researcher collects data on its own
throughvarious method. The data in this research is collected by conducting a survey by
personal communication by questionnaire method.
SECONDARY DATA
The secondary data refers to data that was collected by someone other than the user. This
secondary data sources could be internal and external data sources of information that
may cover a wide range of areas. The data in this research is collected through various
articles, reports, websites, journal, books, newspaper, etc.
The data which have already been collected by someone else or taken from published or
unpublished sources and which have already been passed through the statistical process.
TOOLS AND TECHNIQUES
Tools and techniques mean use of some smart tools. These tools are simpler and easier
to understand as compared to the theoretical data. Various tools and techniques used in
this research is tables, graphs, chart.
CHAPTER 5
REVIEW OF
LITERATURE
Review of Literature
By Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich New York: McGraw
Hill, 2012
As the research, teaching and practice of HRM continues to respond to and be shaped
by contemporary business advances, Ulrich, Younger, Brockbank and Ulrich propose
that a competency approach provides a ‘leading logic for diagnosing, framing and
improving’ the resulting HR challenges (p. 30). Commencing in 1987, ‘HR from the
Outside In’ is the result of the sixth round of the authors’ Human Resource Competency
Study; a global survey of HRProfessionals, Line Managers, Academics and Consultants.
Though the authors note many previous contributions to competency research, they
believe this study’s unique 360° view will enable HR professionals to significantly
increase their levels of competence and contribution. The authors’ ability to distil
complex findings through years of experience and translate compelling evidence into
practical guidelines, usable tools and common-sense advice is what makes this book both
relevant and impactful.
Critically, HR from the Outside In barely addresses organizational context yet it has been
found to have a significant impact on HRM practices and standards (Belizon et al. 2013;
Dainty, 2011). Research has also highlighted that HR Professionals do not perceive a
competency approach to be as affective in developing or predicting the performance of
HR business partners as we might have been led to believe (Caldwell, 2010). The book
however makes for very rewarding and interesting reading for HR professionals and
teachers of Strategic HRM. Though one could criticize the vignettes on ‘competencies in
practice’ whichopen each chapter for not providing any rich insight, overall, the authors
achieve their goal inproviding a solid framework for diagnosing and improving HRM
competencies through theirsummaries of best-practice, sharing of experience, advice and
practical templates to aid implementation.
To conclude, it is worth reflecting on the authors’ suggestion that HRM should push its
boundaries, taking an even more assertive strategic role in the organization through in-
depth, up-to-the-minute and even predictive business knowledge. Similarly, it is
proposed that customers, investors and other stakeholders play a formal role in shaping
programmes aroundtalent and performance. For many HR professionals still grappling
with existing competency models and never-ending supplies of business data it begs the
question: Is it too soon to physically bring the outside-in? As each competency unfolds,
though empirically founded andworthy each might be, there is an increasing potential to
become overwhelmed by the depth and breadth of behaviors and activities which are
expected from HRM. To heed the authors’ advice regarding the ‘know-do’ gap, is it wise
to further widen this gap before we have enabled those responsible for successfully
bridging it?
Literature Review on HR Practice in Banking Sector by Esha Mehta
In the research paper “Literature Review on HR Practice in Banking Sector by Esha

Mehtafocused on 2 main points
Human Resource in Banking sector:
Banking Sector is an important tool for facilitating the development of Indian Economy.
In order to this industry to the altitudes of international distinction, it needs to have a
combinationof latest technologies, better methods of credit, management of treasury,
product variation, internal & external controlled regulations and human resources at the
most. The extent of Objectives & Challenges met will mainly depend on the degree to
which the bank’s power their primary assets i.e., Human Resources in the context of the
altering economic & business environment. Banking being a service sector industry,
productivity and commitment of the staff have a significant effect on the overall
performance of banks. Due to the intrinsically close ties between employees and
customers, losing skilled employees may result in loss of valuable customer
relationships. Thus, the focus on the banking sector is about employee retention from all
levels, hence initiated the HR systems, procedures, policy and practices withthe focus on
their employees. There is a new alertness to the profound impact of human naturein the
workplace. The industry has identified management of human resources as the key to
future success. Why Human Resource Management is important for Banks of any
organization want to run smoothly, effectively and efficiently, the most treasured and
indispensable factor that organizations need is human being Well-qualified and capable
personnel are important in the context of achieving goals and objectives of an
organization. The victory of an organization totally depends on the three basic things as
hard work, loyalty, and involvement of staff members.
Human Resource Development Practices in Indian Banking Sector – An Overview by
Smt. V. Madhu Latha & Dr. V. Narasimha Rao
Smt. V. Madhu Latha1 & Dr. V. Narasimha Rao in their research paper on “Human
ResourceDevelopment Practices in Indian Banking Sector – An Overview” said that in
the growth and development of any type of organization Human Resource plays an
extremely important role. Among the several factors of production, human resource is
unique and has unlimitedpotential to contribute to the growth of the organization. The
Indian banking sector is playinga significant role in the development of economy. The
role of human competencies has become very crucial for the growth of banking sector
due to technology adaption, high customer expectation and competition. At the outset an
attempt has been made in this paper to overview the existing HRD practices in Indian
Banking Sector.
They explained that the Review and Discussion of Key HRD practices in Banking Sector
canbe done in following ways:
Analysis of Training Programmes:
The employees who are trained on a regular basis are the ones who provide a higher
quality service to the customers. Banks must efficiently manage its employees during
every phase of employment because people are the most important assets in a service-
oriented industry like banking and finance.
Career and succession planning:
Helping the employees to plan their career in terms of their capacities is an essential step
required in the process of human resource development. In succession planning, the
potentialcandidates are identified, and they will be trained and developed to lead the
organization in future.
Feedback and Employee Counselling:
Professional counsellors stimulate personal growth of employees and offer help in

addressing issues that cause stress. The counselling service at work place shall bring back
work life balance and serve as development model in HRD.
Compensation and Reward Management:
In Indian banking sector the compensation and rewards are the two most crucial factors
in attracting as well as retaining high quality employees. Use of right rewards, either
monetary or non-monetary for all levels of employees can motivate the employees to
enhance their jobsatisfaction in the banks
They concluded that the economic development of any country largely depends on the
publicsavings, public lending facilitated and promoted by banking and financial services
industry. Indian banking sector has witnessed rapid growth and changes in the past three
decades asa result of economic reforms, changing socio-economic profile of the people,
and technology revolution. Bank’s today is facing numerous challenges due to these
changes. The survival ofthe banks completely depends on range and quality of services
offered to customers. The quality and performance in banking services depends on
effective HRD practices.
Human Resource Management & Practices in Indian Banks by Kalakotla Suman
The research was undertaken in view of the absence of systematic studied on the subject.
Nationalization has changed the complexion and dimensions of Commercial Banking in
India. The research covers all the important areas of human resource development in
banks. These areas include conceptual clarification about human resource and human
resource development in banks, essentials of HRD, the sub-system of human resource
development like performance appraisal, training, management development, career
planning and development, organizationdevelopment, participative management, quality
circles etc. The research will also be explained few of the challenges faced by banking
sector.
A Study on Human Resource Management in State Bank Of India By Selvaman And

Muthukumar
An attempt is made in this research to what extent human resource management is

contributing for the satisfaction of the employees in the SBI. A sample of 65 employees
has been selectedusing convenient sampling method. The study says human resource
management is contributing for the satisfaction of the employees in the SBI. The
following statistical tools have been used for analysing the collected data: Tables,
Percentage, Ranking techniques and, Chi-square test. Finally, the researcher provides the
suitable suggestions to improve Human Resource Management practices in the SBI and
it will go a long way to get success.
CHAPTER 6
DATA ANALYSIS
AND
INTERPRETATION
Data Analysis and Interpretation
1.: Age
 15-20
 21-30
 31-40
 40-50
 50 and above
There are total 50 responses for the question. In the above diagram, “Blue” indicates age
group between “15-20”, “Red” indicates age group between “21-30”, “Yellow” indicates
age group between “31-40”, “Green” indicates age group between “40-50”, “Purple”
indicates age group between “50 and above”.
20% population are between the age group of 15-20, which means 10 people out of 50
falls under this category. 32% population are between the age group of 21-30, which
means 16 people out of 50 falls under this category. 24% population are between the age
group of 31-40, which means 12 people out of 50 falls under this category. 8% population
are between the age group of 41- 50, which means 4 people out of 50 falls under this
category. 16% population are between the age group of 50 and above, which means 8
people out of 50 falls under this category.
2. : Gender
 Male
 Female
 Prefer not to say.
There are total 50 responses for the question.
In the above diagram, “Blue” indicates “Male”, “Red” indicates “Female”, “Yellow”
indicates“Prefer not to say”.
40% population are male, which means 20 people out of 50 are

male. 38% population are Female, which means 19 people out of 50
are female.
22% population does not prefer to say i.e. 11 people out of 50 do not want to disclose
theirgender
3.: Do you or anyone in your contact is under employment in SBI?
 Yes
 No
 The blue color indicates people that has contact in SBI Bank
 Red color indicates people who do not have contact in SBI Bank
 Out of 50 respondents, 62% people have contact in SBI i.e., 31 people
 Whereas 38% people do not have any contact in SBI Bank i.e., 19 people.
4.: Do you think HR executives are fully aware of the business needs and
strategies?
 Strongly disagree.
 Disagree
 Neutral
 Agree
 Strongly agree.
There are total 50responses
Blue color symbolizes Strongly Disagree; Red color symbolizes Disagree, Yellow
symbolizesNeutral, Green symbolizes Agree, Purple symbolizes Strongly Agree.
Here we can see out of the total respondent 12% of people Strongly disagree i.e., 6 people
outof 50, 34% of respondent Disagree i.e., 17 people, 28% of respondent i.e., 14 people
aren’t surethey are at the Neutral side, whereas 20% of people i.e., 10 people Agree with
the facts, and 6% of them i.e., 3 people Strongly Agree with the same.
5.: Are efforts taken to generate awareness amongst the employees aboutthe
HRM?
 Disagree
 Neutral
 Agree
 Strongly agree
Here we can see out of the total respondent 14% of people Strongly disagree i.e. 7 people
outof 50, 32% of respondent Disagree i.e. 16 people, 32% of respondent i.e. 16 people
aren’t surethey are at the Neutral side, whereas 18% of people i.e. 9 people Agree with
the facts, and 4%of them i.e. 2 people Strongly Agree with the same.
6.: Does human resource requirements are systematically ascertained, and an

appropriate plan is formulated for satisfying the requirements?
 Disagree
 Neutral
 Agree
 Strongly Agree
out of 50, 16% of respondent Disagree i.e. 8 people, 52% of respondent i.e. 26 people
the facts, and 10% of them i.e. 5 people Strongly Agree with the same.
7.Does the jobs are subject to formal job analysis in SBI?
 Disagree
 Neutral
 Agree
 Strongly Agree
8. Where does SBI emphasis more as source of recruitment?
 Print Advertisements
 Internet/career sites
 Placement Agencies/Consultants
 Educational institutes
 Employee Referrals
Blue color symbolizes Print Advertisements; Red color symbolizes Internet/career sites,
Yellow symbolizes Placement Agencies/Consultants, Green symbolizes Educational
Institute, Purple symbolizes Employee Referrals.
Here we can see out of the total respondent 12% of people votes for Blue i.e. 6 people
out of50, 14% of respondent votes Red i.e. 7 people, 28% of respondent i.e. 14 people
votes for Yellow, whereas 26% of people i.e. 13 people goes with Green, and 20% of
them i.e. 10 people stands with Purple.
9.What type of employee contract is preferred by SBI?
 Permanent
 Contractual
 Temporary
 Part-time
 Interns
There are total 50 responses
Blue color symbolizes Permanent; Red color symbolizes Contractual, Yellow

symbolizes Temporary, Green symbolizes Part-Time, Purple symbolizes Interns.
Here we can see out of the total respondent 14% of people votes for Blue i.e., 7 people
out of50, 24% of respondent votes Red i.e., 12 people, 28% of respondent i.e., 34 people
vote for Yellow, whereas 24% of people i.e., 12 people go with Green, and 10% of them
i.e., 5 peoplestand with Purple.
10.What is the basic objective during any induction programme by SBI?
 Increasing commitment
 Clarifying psychological contract
 Settling new employees well
 Reducing the cost and inconvenience of early leavers
 Simple ritual
Blue color symbolizes Increasing Commitment; Red color symbolizes Clarifying

Psychological Contract, Yellow symbolizes Settling New Employees Well, Green
symbolizesReducing the Cost and Inconvenience of Early Leavers, Purple symbolizes
Simple Rituals.
Here we can see out of the total respondent 16% of people votes for Blue i.e., 8 people
out of50, 14% of respondent votes Red i.e., 7 people, 32% of respondent i.e. 16 people
votes for Yellow, whereas 28% of people i.e. 14 people goes with Green, and 10% of
them i.e. 5 peoplestands with Purple.
11.Which method is used for employee selection?
 Psychological tests
 Performance tests
 Realistic job previews
 Trainability
 Team-based selection
Blue color symbolizes Psychological Tests; Red color symbolizes Performance Tests,
Yellow symbolizes Realistic Job Previews, Green symbolizes Trainability, Purple
symbolizes Team Based Selection.
votes for Yellow, whereas 32% of people i.e. 16 people goes with Green, and 6% of them
i.e. 3 peoplestands with Purple.
12.According to you which is the most relevant practice.
 Job enrichment
 Job rotation
 Flexi-time
 Homework
 Work simplification
Blue color symbolizes Job Enrichment, Red color symbolizes Job Rotation, Yellow
symbolizes Felix-Time, Green symbolizes Homework, Purple symbolizes Work
Simplification.
votes for Yellow, whereas 16% of people i.e. 8 people goes with Green, and 6% of them
i.e. 3 people stands with Purple.
13.Does SBI has a practice of carrying employee satisfaction surveys.
 Disagree
 Neutral
 Agree
 Strongly agree.
14.Does SBI follows a formal procedure of potential appraisal.
 Strongly Disagree
 Disagree
 Neutral
 Agree
 Strongly Agree
Here we can see out of the total respondent 20% of people Strongly disagree i.e. 10
people out of 50, 14% of respondent Disagree i.e. 7 people, 36% of respondent i.e. 18
people aren’t sure they are at the Neutral side, whereas 22% of people i.e. 11 people
Agree with the facts, and 8% of them i.e. 4 people Strongly Agree with the same.
15.What is the main focus of training/development programmes?
 Short-term focus
 Long-term focus
 Group-orientation
 Individual orientation
 Task-orientation
Blue color symbolizes Short-Term Focus; Red color symbolizes Long-Term Focus,
Yellow symbolizes Group-Orientation, Green symbolizes Individual-Orientation,
Purple symbolizesTask-Orientation.
Here we can see out of the total respondent 8% of people votes for Blue i.e. 4 people out
of 50, 18% of respondent votes Red i.e. 9 people, 50% of respondent i.e. 25 people votes
for Yellow, whereas 18% of people i.e. 9 people goes with Green, and 6% of them i.e. 3
people stands with Purple.
16.Performance appraisal system is extended to all members.
 Disagree
 Neutral
 Agree
 Strongly agree.
aren’t sure they are at the Neutral side, whereas 34% of people i.e. 17 people Agree with
17.Does SBI has provision for employee recognition programmes and awards.
 Disagree
 Neutral
 Agree
 Strongly agree.
18.Does SBI conducts exit interviews.
 Strongly Disagree
 Disagree
 Neutral
 Agree
 Strongly Agree
CHAPTER 7
FINDINGS AND
CONCLUSION
Findings & Conclusion
Findings
 Mostly all the State Banks of India Employees are well aware of the role and importance
of the training They are self-motivated to attend such training program as it will result in
their skill enhancement & improving their interpersonal skill.
 Corporate HR, State Banks of India, time to time training is provided to all the Employees
and it is continuous process.
 Two types of training are provided to the Employees by State Banks of India -induction
training and soft skill development training.
 Questionnaire is the most popular mean of evaluating the training program in State Banks
of India.
 Most of the Employees feel that interview is the most appropriate method of evaluating
the training program.
 Post training evaluation focus on result rather than on the effort expended in conducting
the training and it worth the time, money, and effort.
 Most of the participants are benefitted by giving feedback after attended the training. It
motivated them to do better, helped them to increase their job performance and is an aid
to future planning.
 In State Bank of India, post training evaluation is used to identify the effectiveness and
valuation of training program, to identify the ROI (return on investment), to identify the
need of retraining and to provide the points to improve the training.
Conclusion
Today, banks focus on designing programs and process and services to attract, develop
and retain top talent. Utilizing the latest technologies HR team has launched
sophisticated online systems that provide the employees with details on benefits,
compensation, special programs, and internal job opportunities. As a global employee

population continues to grow, these cutting-edge activities are increasingly important to
the deliver world-class HR solution.
The core function of HRD in the banking sector is to facilitate performance

improvement, measured not only in terms of financial indicators of operational
efficiency, but also in termsof the quality of financial services provided. Factors like
skills, attitudes and knowledge of the human capital play a crucial role in determining the
competitiveness of the financial sector. The quality of human resources indicates the
ability of banks to deliver value to customers. Capital and technology are replicable but
not the human capital which needs to be valued as a highly valuable resource for
achieving that competitive edge. The primary emphasis needs to be on integrating human
resource management strategies with the business strategy. HRM strategies include
managing change, creating commitment, achieving flexibility, and improving teamwork.
The other processes representing the overt aspects of HRM are recruitment, placement,
and performance management.
CHAPTER 8
SUGGESTIONS
&
RECOMONDATION
Suggestions / Recommendations
 The management must commit itself to allocate major resources and adequate time to
training.
 Ensure that training contribute to competitive strategies of the firm. Different

strategies need different HR skill for implementation. Let training help employees at
all levels acquire the needed skill.
 Ensure that a comprehensive and systematic approach to training exists, and training
and retraining are done at all levels on a continuous and on-going basis.
 Ensure that there is proper linkage among organizational, operational, and individual
training needs.
 Skill based training (product/process training) should also be provided.
 Besides questionnaire other methods of post training evaluation should also be used
like interviews, self-diaries, observation, and supplement test.
 The evaluation procedure must be implemented concerning trainer, trainee and

subject.
 Post training feedback has to be continuous and should also be taken from line
manager/superior & from peers to find out the effectiveness and valuation of training.
CHAPTER 9
BIBLIOGRAPHY
Bibliography
Books:
 HUMAN RESOURCE MANAGEMENT - DEEPAK BHATTACHARYA
 PERSONNEL/ HUMAN RESOURCE MANAGEMENT- ROBERT L MATHIS
 PERSONNAL MANAGEMENT/HRM - BHATIA S.K.
 HRM: Contemporary Prospective - BREADWELL, IAN, HOLDEN
 LEN HRM &INDUSTIAL RELATIONS - SUBBA RAO
 CASE AND EXERCIES IN HRM - GEORGE, STEVENS
 PERSONNEL MANAGEMENT - MAMORIA, C.B.
 HR from the Outside In: Six Competencies for the Future of Human Resources.
- By Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich New York:
McGraw Hill, 2012
 HRM IN BANKING [TY BCBI]
 HRM [Vipul Prakshan – TYBBI]

WEBSITE
 https://www.personnel.online.com
 https://www.articlebase.com
 https://www.humanmatrics.com
 https://www.bussinessweak.com
 https://www.sbi.co.in
 https://www.jagranjosh.com
CHAPTER 10
ANNEXURE
Annexure – Questionnaire / Balance sheet, etc
1. Name *
2. Age *
a. 15-20
b. 21-30
c. 31-40
d. 40-50
e. 50 and above
3. Gender *
a. Male
b. Female
c. Prefer not to say
d. Other:
4. Do you or anyone in your contact is under employment in SBI? *
a. Yes
b. No
5. Do you think HR executives are fully aware of the business needs and strategies? *
a. Strongly disagree
b. Disagree
c. Neutral
d. Agree
e. Strongly agree
6. Are efforts taken to generate awareness amongst the employees about the HRM *
b. Disagree
c. Neutral
d. Agree
e. Strongly agree
7. Does human resource requirements are systematically ascertained, and an

appropriate plan is formulated for satisfying the requirements *
b. Disagree
c. Neutral
d. Agree
e. Strongly Agree
8. Does the jobs are subject to formal job analysis in SBI *
b. Disagree
c. Neutral
d. Agree
e. Strongly Agree
9. Where does SBI emphasis more as source of recruitment? *
a. Print Advertisements
b. Internet/career sites
c. Placement Agencies / Consultants

d. Educational institutes
e. Employee Referrals
10. What type of employee contract is preferred by SBI? *
a. Permanent
b. Contractual
c. Temporary
d. Part-time
e. Interns
11. Which method is used for employee selection? *
a. Psychological tests
b. Performance tests
c. Realistic job previews
d. Trainability
e. Team-based selection
12. What is the basic objective during any induction programme by SBI? *
a. Increasing commitment
b. Clarifying psychological contract
c. Settling new employees well
d. Reducing the cost and inconvenience of early leavers
e. Simple ritual
13. According to you which is the most relevant practice *
a. Job enrichment
b. Job rotation
c. Flexi-time
d. Home work
e. Work simplification
14. Does SBI has a practice of carrying employee satisfaction surveys *
b. Disagree
c. Neutral
d. Agree
e. Strongly agree
15. Does SBI follows a formal procedure of potential appraisal *
a. Strongly Disagree
b. Disagree
c. Neutral
d. Agree
e. Strongly Agree
16. What is the main focus of training/development programmes? *
a. Short-term focus
b. Long-term focus
c. Group-orientation
d. Individual-orientation
e. Task-orientation
17. Performance appraisal system is extended to all members *.
b. Disagree
c. Neutral
d. Agree
e. Strongly agree
18. Does SBI has provision for employee recognition programmes and awards *
b. Disagree
c. Neutral
d. Agree
e. Strongly agree
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A

“A Study of Human Resources Management

NIT Graduate School of Management

Management Practices Adopted By Banking Sector with special Reference to

SBI Nagpur Branches” is a bonafide work of Tejas Baburao Shinde who is

student of MBA (Second Year), NIT Graduate School of Management (Academic

Session 2022-23). This report is being submitted in partial fulfillment of

requirement for the course of Post Graduate Degree of Masters of Business

Administration (MBA) of Rashtrasant Tukadoji Maharaj Nagpur University,

Prof. Pallavi Shekhar Dr. Mukesh Patil

Project Guide Director

Human Resources Management Practices Adopted By Banking Sector with

special Reference to SBI Nagpur Branches” which is being submitted by me in

partial fulfillment of requirement for the Degree of Master of Business

Administration of Rashtrasant Tukadoji Maharaj Nagpur University, is a bonafide

undertaken by me and is the outcome of thorough and systematic research.

Tejas Baburao Shinde

I would be failing in my duty if I omit to thank the Staff of Organization without

Tejas Baburao Shinde

Human Resource Management or Personnel management is the activity of managing

of people within organizations, focusing on policies and on systems. HR departments in

In short, HR involves maximizing employee productivity. HR managers may also focus

HRM in Cooperative Banks

HRM in Regional Rural Banks (RRBs)

HRM in Public Sector Banks

HRM in Private Banks & Foreign Banks

HRM in Public Sector Unit Banks (PSU Banks)

Responsibilities of the Human Resource Management Department in Banks

To be the principal sponsor & ―guardian‖ of HR policies in the Bank.

To continuously monitor the Bank ‘s strategies to ensure that HR policies are

To deliver a full range of personnel services in support of line management. These

To support line management in their day-to-day management of the workforce by providing

SBI Board of Directors

Sl.No Name Designation

1. Shri Dinesh Kumar Khara Chairman

1. SBI LIFE INSURANCE COMPANY LIMITED (SBI-LIFE)

2. SBI GENERAL INSURANCE COMPANY LIMITED (SBI GENERAL)

SBI General has a robust multi-distribution model encompassing Bancassurance, Agency,

3. SBI CARDS AND PAYMENT SERVICES LIMITED (SBICPSL)

SBICPSL is a subsidiary of State Bank of India. SBICPSL is a non-banking financial

4. SBI FUNDS MANAGEMENT LIMITED(SBIFML)

5. SBI CAPITAL MARKETS LIMITED (SBICAPS)

SBICAP is India’s leading investment banker, offering a bouquet of investment banking

6. SBICAP Securities Ltd (SSL)

7. SBICAP Ventures Limited (SVL)

Major global investment partners of SVL includes Foreign and Commonwealth

8. SBICAP TRUSTEE COMPANY LIMITED (STCL)

9. SBI SG GLOBAL SECURITIES SERVICES PRIVATE LIMITED (SBI-SG)

10. SBI DFHI LIMITED (SBI DFHI)

11. SBI Payment Services Pvt Ltd. (SBI Payments)

12. SBI GLOBAL FACTORS LIMITED (SBIGFL)

13. SBIPENSION FUNDS PRIVATE LIMITED

State Bank of India

CORE COMMITMENTS - OUR STRENGTH

We not only believe but practice NO DISCRIMINATION, JUSTICE & HIGH

To provide justice - be it a matter of the tiniest imperfection or injustice in our

1. To study the significance of Human Resources Management at SBI Bank in Nagpur

2. To shed light on Human Resources Practices in Banking Sector.

3. To study the system development at SBI Bank