A

PROJECT REPORT
ON
“A COMPARATIVE STUDY OF PERFORMANCE APPRAISAL IN
PUBLIC AND PRIVATE SECTOR BANKS”

SUBMITTED IN PARTIAL FULFILMENT FOR THE AWARD OF

MASTER OF BUSINESS ADMINISTRATION DEGREE

MAHARISHI DAYANAND UNIVERSITY, ROHTAK

SESSION 2022-2024

UNDER THE SUPERVISION OF: SUBMITTED BY:

Dr. Pooja Yadav Tek Raj
Associate Professor Roll No. 02MBA22088
Department of Management Reg. No. 2218711396
MBA 4th Semester

MDU CENTRE FOR PROFESSIONAL AND ALLIED STUDIES

Sector 40, Gurugram, Haryana

i
 PREFACE

Banking sector in India with its rapid expansion in the number of branches and the new functions
allotted to them have started feeling pressure on their associational abilities. The various valuable
factors contributing towards the effectiveness of an association and highlighting the associations
ability are the processes of recruitment, placement, training, promotion and appraisal. Appraisal
is one of the significant factors of associational ability which is also the main mark of the study
undertaken. The present study aims to know the opinion of bank employees of public and the
private sector bank on performance appraisal systems and criteria followed in their banks.

ii
 DECLARATION

I hereby declare that the Project work entitled “Study On Performance Appraisal In Public And
Private Banks” submitted by me during the MBA Program to MDU Centre for Professional and
Allied Studies is a genuine record of the work carried out by me and has not been submitted
earlier either to M.D.U- C.P.A.S or to any other Institution for the fulfillment of the requirement
for any course of study. I also declare that no chapter of this manuscript in whole or in part is
lifted and incorporated in this report from any earlier / other workdone by me or others.

Date: Student Signature

Place: Gurugram Tek Raj

iii
 ACKNOWLEDGEMENT

I feel immense pleasure to give the credit of my work not only to one individual effort but of all
those who are concerned with it. I want to thank to all individual who guided me to move on the
path.

I am extremely thankful to Dr. Pooja Yadav, Associate Professor in Department of

Management Studies, MDU Centre for Professional and Allied Studies, Gurugram for her
kind guidance and support, encouragement and confidence during the Research project.

I would like to express my heartiest gratitude and thanks to my parents, for their delightful
inspiration, invaluable guidance, cooperation, ideas and suggestions and of course moral support
throughout my Research project session.

The most important part I would like to pay my gratuitous thanks to my brother and to all people
who helped me.

Tek Raj

iv
 CONTENTS
Preface ii
Student Declaration iii
Acknowledgement iv

S NO. TITLE PAGE NO.

1. Abstract 1-2

2. Chapter -1 Introduction 3-12

3. Chapter-2 Literature Review 13-21

4. Chapter-3 Research Methodology 22-26

5. Chapter-4 Analysis & Interpretation with findings 27-40

6. Chapter-5 Finding, Suggestion and Conclusion 41-45

7. Bibliography 46-48

8. Questioners 49-53

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 ABSTRACT

The process of financial development in India has turned effectively on the development of
banking system. The Indian banking industry is going through a transformation since 90’s, due to
the introduction of Liberalization, Privatization & Globalization (LPG), Information and
Communication Technology (ICT). The first objective of present report is to study existing status
of training and development programs in banks for their employees. The second objective is to
examine the effectiveness of training and development programs in banks for employees in
fulfillment of their duties. Present report is based on primary data collected through
questionnaire filled by the bank employees. This report clarified some suggestions to improve
training and development strategies, to cope up with the existing challenges in the wake of
severe competition in the training practices. The conclusion suggests that training and
development is inevitable in any sector.

Keywords:
Training: The aim of any training programme is to provide instruction and experience to all new
employees to help them reach the required level of performance in their jobs quickly and
economically. For the existing staff, training will help developing capabilities to improve their
performance in their present jobs, to learn new technologies or procedures, and to prepare them
to take on increased and higher responsibilities in the future.

Development: Employee Development Programs are designed to meet definite objectives,

which contribute to both employee and organizational effectiveness. There are numerous steps in
the process of management development which includes reviewing organizational objectives,
evaluating the organization’s ongoing management resources, determining individual needs,
designing and implementing development programs and assessing the effectiveness of these
programs and measuring the impact of training on participants quality of work life.

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Training in banks:
In Banks, there is a need for the continuous training and development of the employees in the
areas of customer care services on operational aspects and behavioral aspects of the business.
How are the needs identified? The training needs are judged through task analysis and
performance analysis, which can be conducted through surveys, or from the information
furnished by the heads of the departments, customer complaints, even from the reports on 360-
degree feedback system. In case of a large banks, there are two ways of conducting training
programs –
● through a recognized department having a full time HRD
● functionary who oversees all the training and development functions of the Banks or
through an external trainer coordinated by the HRD department.
These days banks have recognized the need for training and retraining their staff, to
develop a competitive edge over their competitors in delivering high quality services to
the customers.
● Traditionally, banks have hired young school leavers, and their initial training was either
long apprenticeship or on-the-job or formal training in basic routine operations.
Contenders to management position were encouraged to qualify professionally by reading
for associate-ship of the Institute of Bankers or an equivalent qualification. It was argued
that banking requires exercise of thorough training and development programs for their
employees.

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 CHAPTER – 1
INTRODUCTION

3
 INTRODUCTION TO THE TOPIC

Cadres decide everything! or almost everything! Only professionals and trained staff can bring
any business in the leader of their industry. This applies to bank employees too… because their
responsibility is money, moreover it is not theirs. Depending on how well employees perform
their specified job or how seriously they approach their responsibilities the wellbeing of banks
and customers depend on all these factors. Every bank tries to improve its personnel quality.
It provides seminars, training and invites experts for workshops. Training and development are
the activities that organizations use to increase the performance of its employees. Organizations
use new techniques and knowledge to improve the attitudes, skills, and techniques of the
employees to improve daily responsibilities. They are essential to every field in the business
industries are required to be successful in the business environment. Employees can keep up with
trends and technology as they change. Training and Development is a key factor in human
resource management practices. To improve an employee’s performance in an organization
training and development is an attempt; which also enhance the knowledge and skills in his/her
through learning or by changing the attitudes in employees. Among organizations training
programs have become widespread after the second world war. Nowadays in India, to perform
well, public banking sector and private banking sector are competing. In banks, nowadays
traditional HR practices are being modified into the innovative HR practices. Some changes have
also been considered with the change of economic scenario in training and development. It is
concluded that as compared to the public banking sector private banking sector are more
conscious to provide training to their employees. In a human resource development process, one
of the most important segments is training and to develop a human resource are also important in
this fast-changing environment. In a planned way, human resource development is a continuous
process; which ensure the competencies, effectiveness and motivation for the employee’s
development. To work efficiently in an organization training motivates employees. Sometimes
training also proved as a problem-solving tool in an organization. In today’s competitive world,
to fight out the challenges from other banks, an HRD department must play a more important
role in shaping the employees. For any organization both training, and development are
important. In today’s era both public and private sector banks provide learning and development

4
infrastructure. They are aimed at providing various e-lessons, training classrooms, and other
functional programs on General Banking, investment banking, rural banking, credit funding etc.

Definition:
● In the opinion of Michael Armstrong, “to perform adequately in a job or task, training is
a systematic development of the skills and knowledge which are required by an
individual”.
● In the opinion of Edwin B Filippo, “For doing a job, training is an act of enhancing the
skills and knowledge of an employee.”
● In the opinion of Dale S Beach “Training is usually considered as the organized
procedure by which people gain knowledge and increase skill for a definite purpose”.

What are banks??

Bank refers to an institution that contracts in money. The institutions accept deposits from the
people and gives loans to those who are in need. They also perform functions of credit creation,
agency job & general services. The main motive of any bank either public or private is to make a
learning organization and meeting customer demands and achieving customer satisfaction. All
these are possible only with the trained and skilled staff members. The banks build strong
capabilities in training and development to build competencies across various sectors.
In India, all banks are working under Reserve Bank of India (RBI) and have been isolated in
different areas.
The following are as under:

Private Sector Banks

A private sector bank is that which is run or controlled by a group of people or by an individual.
Some of them are:
● Non-Scheduled Banks
● Scheduled Banks
● Old generation banks
● New generation banks
● Foreign banks.

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Non-Scheduled Banks:
The banks which comes under the banking regulation act 1965 are known as nonscheduled
banks. Nonscheduled banks are those, which are ought to have paid a reserve capital of five lakh
rupees to the Reserve Bank of India and this capital must be kept up all through their operational
period (as per the second schedule of the banking regulation act of 1965).
In India there are only four nonscheduled banks are as under given:
● (Akhund Anand Co-operative Bank Limited)
● (Alevi Co-operative Bank Limited)
● (Amarnath Co-operative Bank Limited)
● (Amod Nagrik Sehakari Bank limited).

Scheduled Banks: The banks which comes under the second scheduled of Reserve Bank of
India regulation act 1934 are known as scheduled banks.
A Scheduled bank may be a: -
● (Private Sector Bank);
● (Public Sector Bank);
● (Scheduled Co-operative Bank);
● (Regional Rural Banks);
● (Foreign Banks)

Old Generation Banks: In 1969, before nationalization the old generation bank was existed and
kept their independence since they were either too small or specialist to be incorporated into
nationalization.

New Generation Banks: Under 1990s committee, a new policy was made as given under:
● Liberalization
● Privatization
● Globalization
Indian government permitted new generation banks in the country and the list of such banks are
as under given;
● (HDFC Bank);

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 ● (ICICI Bank);
● (YES BANK);
● (KOTAK MAHINDRA BANK);
● (AXIS BANK);
● (BANDHAN BANK);
● (INDUSIND BANK);
● (DCB BANK);

Foreign Banks: A foreign bank is that which follows the rules and regulations of the host
countries and home countries also and the head office of a foreign bank are in outside the
country.
Example: Bank of America, BNP Paribas.

Public Sector Banks

A public sector bank is that, which is run or controlled by the government and all the decisions
are taken by the government.
Some of them are as follows: -
● (State bank of India)
● (Regional rural banks)
● (20 nationalized banks)

Co-operative sector: -
● (State co-operative banks)
● (Central co-operative banks)

Various Training And Development Practices In Banks

Training: The motive of any training program is to provide guidelines and experience to new
employees to help them reach the aspired level of performance in their jobs quickly. For the
existing staff members, training will help in developing capabilities and to improve the
performance in their present jobs, to learn new technologies or procedures, and to prepare them
to take on increased and higher responsibilities in the future, training programmes are aligned to

7
the bank’s business, goals and endeavor to build up competencies in the staff to achieve the set
objectives of the bank.

TYPES OF TRAINING

ON THE JOB OFF THE JOB

Instruction and demonstration Case Study, audio visuals
Job rotation Seminar workshops
Junior boards Management Games
Understudy Role playing
Projects Reading & Reference
Career counseling

Training In Public Banks

● Standard Program on Repetitive Basis: The first category of training should be
attended by all employees at predetermined intervals. The course will be given to all the
officers when they move from one level of job to the another. When the officer is
appointed as Branch, Divisional or Zonal Manager for the first time, he would be
assigned to a program which would help him understand the demands of his new role.
This will also apply to persons who are appointed as Head of a Department in Branch
office.
● Role Orientation courses in functional areas: This category of courses will be
arranged regularly for officers as they enter into that function at the Divisional, Zonal of
Central office level in case they have not attended a program in that function earlier. No
officer would hold a post in the functional area for more than six months unless he has
attended a program within that function.

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 ● Special Courses and Seminar: The third categories of courses are special program
depending on the specific requirements of the level or the group.
● Sales training for supervisory and field personnel: The fourth categories of courses
are meant for field staff-development officers and agents.

Training in Private Banks

Training at private banks is based on the upgradation of competencies and skills. It is an integral
part of the business strategy. Virtually all employees should have undergone training to enhance
their technical skills or the soften behavioral skills to deliver the service standards that the
company has set for itself. Besides the mandatory training that Financial Consultants must
undergo prior to being licensed, they have developed and implemented various training modules
covering various aspects including product knowledge, selling skills, objection handling skills
and so on. New training initiatives includes Lead Management, rural housing and cross selling of
financial products. Training programs on Personal Efficiency, Leadership Excellence and Art of
Living are delivered by Guest Lecturers.
In private banks there exists various types of cognitive approaches and methods of training.
Trainers need to understand the merits & demerits of each method, also its impact on trainees
keeping their background and skills in mind before giving training. The various methods that
comes under cognitive approach are:

LECTURE: A method training

It is one of the primitive methods of training. It is telling someone about something. This
method is used to create understanding of a topic or to influence behavior, attitudes through
lectures.
A lecture can be in printed or in oral form.

Demonstration Training Method:

This method consists of visual display of how something works or how to do something. As an
example, trainer shows the trainees how to perform or how to do tasks of the job. In order to be
more effective, this method should be accompanied by the discussion or lecture method.
Discussion Training Method:

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This method uses a lecture to provide the learners with context that is supported, explained and
elaborated or expanded through interactions among the trainees and between the trainer and the
trainees.
It consists the two-way flow of communication, i.e. knowledge in the form of lecture
communicated to trainees, and then understanding is conveyed back to trainer.

Other Training Practices Prevailing In Private And Public Sector Banks

● Exclusive programs on customer services are held in both public and private sector
banks.
● Eminent specialist in different field of banking, finance, HRM, management etc., are
invited for delivering guest lectures and demonstrating more efficient work.
● Public sector banks like PNB (Punjab National Bank), IDBI, SBI, Bank of India have
altered their talent strategies to focus on performance of their employees.
● Public sector banks have executed “Advisory Councils” comprised of management
experts and well-trained professionals.
● The State bank of India has tied up with Harvard Business School for online training
programs.
● Recently PNB has also started a grievance portal for employees called “SAMADHAN”.

Difference between Training and Development

Employee’s training is different from management development or executive development.
While the former refers to training given to employees in the operational, technical and
associated areas, the latter refers to developing an employee in the areas of principles, and
techniques of management, administration, organization and allied ones.

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Difference between training and development
Table no.1

AREA TRAINING DEVELOPMENT

CONTENT Technological skills and Managerial Behavioral skills and

knowledge knowledge

PURPOSE Specific and Job related Conceptual and general

knowledge

DURATION Short term Long Term

FOR WHOM Technical and non-managerial Managerial Personnel

personnel

Inference: This table shows the difference between training and development.

Why Training For Employees?

● To get an insight of the job by the new employees & also to understand work culture
followed in the organization.
● To acquire knowledge in order to adopt any change in technology & any change affecting
the working of the organization.
● To get promotion again change not only nature of the work but increase in payment will
increase responsibility and challenges will also get involved.
● To deal with the expansion and diversification where companies recruit other areas of
business to gain their greater understanding.
In order to satisfy customers from all steps of life; banks need to have an efficient manpower
which can be possible by offering them a quality training & training program should keep bound
with changing times it must be unconventional. Training changes mental & social outlook of
employees. Thus, Customers and their needs would be identified and they are satisfied
accordingly.

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How training effect Banks and its Employees?
● Leads to improve profitability and more positive approach towards profit orientation.
● Improves the job knowledge and skills at all level of the bank.
● Improves the morale of the workforce.
● Helps people/ customers identify with organizational (bank) goals.
● Helps to create a better corporate image.
● Fosters authenticity, openness & trust.
● Helps prepare guidelines for work.
● Aids in understanding and carrying out bank policies.
● Provides information for future needs in all areas of the banks.
● Banks get more effective decision-making & problem-solving skills.
● Helps in increasing productivity or quality of work.
● Helps keeping cost down in many areas, example: production, personnel, administration,
etc.
● Develops the sense of responsibility to the bank for being competent and knowledgeable.
● Improve relations with the apex banks.
● Reduce outside consulting costs by utilizing internal consultation.
● Eliminates sub optimal behavior
● Creates a suitable climate for growth and communication.
● Helps in improving communication among bank’s staff members.

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 CHAPTER -2
LITERATURE REVIEW

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 LITERATURE REVIEW

Purohit (2018) studied the existing policies practiced in co-operative banks to appraise the level
of HRD practices, to assess the satisfaction level of employees about HRD practices particularly
Training and development & Reward and recognition of employees. In the present study
organised questionnaire via in-depth personal interviews is used to collect primary data. The
study adopted random sampling about the selection of cooperative banks. The study revealed that
training helps employees to gain better understanding in Job and this will enhance their stock of
knowledge. Extensive training providing the continuous development, such as on-the-job
training, training programmes and workshops can be a driving factor for the activities in the firm.
The present paper also suggests the ways & means by which the selected co-operative banks can
improve their high performances of work practices.

JAVED (2017) studied the training and development programs undertaken by banks for their
employees. The main objectives of the present study were to analyze effectiveness of training
and development programs for employees to discharge their duties and to study how training and
development programs helps to achieve customer satisfaction. For the study primary data was
collected through questionnaire filled by the bank employees. A sample of some employees is
selected using random sampling from different private and public banks like HDFC, AXIS Bank,
Vijaya bank, State Bank of India, and Dena Bank located in suburban area of Gurugram. It is
observed that private and public Indian banks undertake training and development programs for
their employees to increase their efficiency. Banks provide training programs to enhance their
knowledge and skills to satisfy the customers. Upliftment of Banking sector in India is the result
of skilled manpower which is the outcome of training and development.

Chandran (2017) stated that “Legal action should not be the inevitable last step in the process;
branches should be educated to evaluate this option for recovery, like any other option,
objectively before launching the same. Building up the information infrastructure at the
tremendous level first and at the lower tiers subsequently should be initiated.”
Some have focused on the information processing mechanism of the mind; it cursorily touches
upon the social psychological variables governing the organize teaching learning process.

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Management Training-The Real Objectives views that while embarking upon a management
program, the real objective must be to focus on the individual manager and not the position in the
company.

Priyadarshini (2017) explored that the need for qualified and trainable employee is recognized
as an important factor to compete in the global market. This study was conducted to generate
information that can be used by industry, policy maker and the consultants to develop
appropriate training initiatives. The present study was based on primary data which collected
with help of questionnaire filled by certain respondents.

Ramashankar (2016) have studied that Human Resource Development (HRD) Department must
play proactive role in shaping the employees and how to fight out the challenges. The banks not
only have to make plans and policies and devise strategies but also the actual functionaries must
show competence and effectiveness in executing the said policies and strategies. The study
concluded that the employees have attended more training and development programmes,
employees strongly agreed about the necessity of training and development programmes,
majority of the employees rated trainer’s preparation as good or satisfactory, employees rated
trainers creating learning atmosphere and employees given overall rating for training
programmes.
“The expansion of banking facilities was uneven, and banks were concentrating their operations
in metropolitan cities and towns. A fairly large number of rural and urban centers with
reasonable potentialities of growth failed to attract the attention of commercial banks. As far as
the deposit mobilization in the rural areas is concerned, much remained to be done.
The training system will have to be aimed at providing professional and technical banking
education to the employees in the industry. On the job experience should be a necessary part of
the training strategy. Many have reviewed the existing the training and education system and to
examine whether the present arrangements would meet this challenge. The idea of Banking
Academy envisioned to integrate the entire training and educational programs within a
framework of interdependent units in the country is open to wide discussion by the educationists,
government authorities and the banking industry. Some had stated that “Improvement in the
systems and procedures of inspection of stocks, maintenance of stock register is required.

15
Reforms should be initiated in the extension of sponsorship schemes, recovery and consultancy.”
The immediate objective of the training should be to help the participants perform more
effectively the activities enrolls they are performing at presents. The training programs for
branch manager should be designed around the specific skills which are required by them.
Many of the problems of the banking in rural areas and the apprehensions arising from such
problem were largely due to inadequate understanding of the rural areas, activities and the
people. Even the lack of orientation in some quarters was largely due to this knowledge gap, the
gap in the information and knowledge had formed a situation where in the banking norms
developed for other sectors which were not generally relevant to the rural areas were applied
blindly.
Training needs help to identify existing training gap, what type of training can be under taken by
outside agencies, and accordingly schedule the training programs for the bank staff.”

Anand et al., (2016) analysed the influence of employee engagement practices on the
productivity of banks in Trichy region in India. Data was gathered from 124 bank employees in
the region. Data analysis was conducted using various statistical tools like chi-square test, one-
way ANOVA and regression analysis. The results indicated that factors like co-workers,
department, rewards & recognition, opportunities, team work and immediate supervisor have a
significant influence on the productivity of employees. The authors concluded that banks should
incorporate the above factors of employee engagement through effective HRM practices which
will result in increase in productivity of bank employees.

Joshi (2016) analysed the influence of HRM practices on the job satisfaction levels of employees
in selected branches of State Bank of India (SBI) in Gujarat state in India. The sample size
considered for the study was 100 using convenient sampling method. The results of the research
indicated that HRM practices influence the job satisfaction level of the employees. The study
concluded that SBI needs to make efforts to improve co-worker relations, work environment and
compensation issues to achieve job satisfaction among the employees.

Jha and Mishra (2015) studied the impact of HRM practices on performance of employees in
Indian banking industry. The authors concluded that various remedial HRM measures can be

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taken to improve the employee performance in banks. The measures suggested include staff
meetings, brain storming sessions, study circles and quality circles.

Jyothsna& Kumar (2015) provided empirical evidence regarding the factors of performance
appraisal that influence organizational commitment and job satisfaction among private sector
bank employees in India. In this research, job satisfaction was considered as dependent variable
while elements of rater, elements of rate, environmental aspects, organizational commitment and
organizational citizenship behavior were included as independent variables. Results of regression
analysis highlighted that performance appraisal factors, organizational commitment and
organizational citizenship behavior have a significant impact and positive impact on job
satisfaction of employees in private banks in India.

Mathew (2015) examined how talent management practices were being followed by some
leading Indian organisations in India. A sample of 30 organisations (including multinational
firms) firms operating in India was chosen for the study on the basis of their international
presence, brand identity and long-term presence. A final sample of 159 human resource
professionals was approached for their responses using a web-based structured questionnaire.
The results of the research concluded that banking telecom sectors were focusing on building
talent internally whereas technology firms were found to concentrate on flexible work strategies
and outsourcing of talent. It was also concluded that leadership and succession planning were not
being seen as an integral step towards managing talent across majority of the industries.

Chinnadurai (2014) studied the HRM practices in private sector banks situated in Cuddalore
district (Tamilnadu) in India. The author had chosen the following HRM practices for the
research – recruitment & selection; training & development; performance appraisal; career
development; motivation; compensation management and grievance handling. A sample of 260
officers drawn from 52 private banks (5 officers per bank) was chosen as respondents for the
research. Data analysis was undertaken using percentage analysis; one-way ANOVA and t-test.
The results concluded that majority of the respondents were satisfied with the overall HRM
practices adopted by various private sector banks considered for the study.

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Goel and Rana (2014) identified innovative steps in the HRM practices to increase employee
retention at YES bank using a case study approach. The case study highlighted that YES bank
had created a new paradigm in Indian banking sector through continuous innovation and
business excellence. Various innovative HRM practices at YES bank included strong work
ethics, belief in team work, understanding of customers and recognition of employee efforts.

Jeet and Sayeeduzzafar (2014) studied the impact of HRM practices on employee job
satisfaction among employees in HDFC bank using a case study approach. 52 respondents were
contacted to obtain the information regarding HRM practices in HDFC bank using a structured
questionnaire. Job satisfaction was considered as the dependent variable while training,
performance appraisal, team work, employee participation and compensation were employed as
independent variables. Results of regression analysis indicated that except performance
appraisal, all the other independent variables exhibited a significant impact on job satisfaction of
employees.

Khan and Parveen (2014) presented a comparative analysis of job satisfaction levels of
employees in public and private sectors banks in India with reference to Uttar Pradesh. The
researchers have chosen respondents from one public sector bank (Canara Bank) and one private
sector bank (ICICI Bank). Respondents from 25 branches of Canara Bank and 10 branches of
ICICI Bank were included in the research. A final sample of 425 respondents participated in the
research (225 respondents from Canara Bank and 200 employees from ICICI Bank). Salary
levels, promotion policies and training opportunities were considered as the factors that have an
influence on employee job satisfaction levels. The research concluded that job satisfaction of
employees was significantly dependent upon the salary levels, promotion policies and training
facilities. Overall, job satisfaction of the public sector employees was significantly higher than
the private bank employees in Haryana.

Lakkoju (2014) explored the nature and extent of HRM practices prevailing in Indian
commercial banking sector through a comparative analysis of State Bank of India (SBI) and
KarurVysya Bank (KVB) in Andhra Pradesh state in India. Analysis was undertaken to assess
the perceptions regarding HRM practices by managerial and non-managerial personnel in the

18
banks considered for the research. The number of managerial respondents from SBI was 132 and
KVB was 84. Similarly, the number of clerical respondents from SBI was 108 and KVB was 76
resulting in a final sample of 400 respondents. Data analysis was done using ANOVA test. The
results of the research concluded that there were significant differences in perception of
managerial and non-managerial employees in SBI. However, in KVB, it is noticed that good-
quality HRM practices prevailed as per the perception of managerial and non-managerial
employees.

Bhatt and Mehta (2013) investigated the impact of HRM climate in private sector banks in
Bhavnagar district in India. Data was collected from 100 private bank employees using a
structured questionnaire. Various practices of HRM climate – training & development;
performance appraisal, motivation & rewards; job enlargement, job enrichment & job rotation;
work stress & absenteeism; job satisfaction – have been included in the questionnaire to elicit
responses from the bank employees. The results of the study indicated that the HRM climate in
banking sector needs an improvement by modifying various HRM practices.

Chaudhary, Rangnekar and Barua (2013) investigated the HRM climate in Indian
organisations using data from 403 business executives from public and private sector firms.
Exploratory factor analysis (EFA) was used to extract six interpretable factors and confirmatory
factor analysis (CFA) was tested to provide support for the suitability of the six factors over
other existing models. The study concluded that six factors determine the effectiveness of HRM
practices in Indian manufacturing and service firms. The factors identified were – top
management belief and commitment to HRM; employee development; autonomy, openness &
authenticity; rewards, performance & potential appraisals; superior subordinate relationship and
trust; collaboration & team spirit.

Mittal and Verma (2013) assessed the perception of top management support for HRM
practices in State Bank of India. The authors also attempted to understand the perception of bank
employees towards HRM practices followed by SBI. Data was collected through a structured
questionnaire from 100 respondents using a 40- item HRM practices. The research concluded
that the perception regarding HRM practices varied according the experience of the employees.

19
Hence it was suggested that various HRM practices like performance appraisal, training, reward,
feedback mechanisms, career planning and potential appraisal need to be different for employees
with various levels of work experience.

Mohandoss (2013) investigated the job satisfaction of bank employees in Madurai city in
Tamilnadu, India. Data was collected from 300 employees belonging to both public and private
sector banks in the city. Chi-square test and percentage analysis were used for data analysis. The
results of the study indicated that gender did not have a significant influence on the level of job
satisfaction. The research also concluded that the job level of employees plays a significant role
on job satisfaction. It was highlighted that clerical employees experienced higher job satisfaction
in comparison to the managerial staff of the banks.

Ahmad (2012) studied the association between employee relations and employee unionisation in
Indian banking industry. The study included banks from both the public and private sectors. The
sample included 318 employees from unionized banks and 123 employees from nonunionised
banks. Data was collected using a structured questionnaire with 52 elements on employee
relations. Data was analysed using statistical tests like mean, standard deviation, chisquare test, t-
test and z-test on various dimensions. The analysis indicated that non-unionised bank employees
experienced higher satisfaction on all the elements except unionism and job security. The results
concluded that non-unionised employees perceived better employee relations in comparison to
unionized employees.

Bhaskar, Bhal and Mishra (2012) studied the influence of strategic HRM practices and
proactive communication during mergers and acquisitions of Indian banks. A case study
approach was used to analyse the HRM practices employed by two different banks in India (one
public sector bank and one private sector bank). The analysis indicated that in the case of the
public sector bank, the HRM practices and proactive communications were not efficiently
followed leading to a decrease in organizational performance. In case of the private sector bank,
the merger process was handled efficiently through effective HRM practices and proactive
communication. The study concluded that effective HRM practices and communication
strategies are vital for organizational success during mergers and acquisitions.

20
Jacob (2012) studied the relation between occupational stress and job satisfaction among
working women in Indian banking industry. A sample of 100 respondents (25 managers and 75
clerks) in Kerala was included in the study. The findings of the study concluded that majority of
women officers and clerks in Indian banking sector experience moderate levels of stress and
satisfaction and the relationship was found to be negatively correlated. The authors suggested
that banking industry should improve its HRM practices to reduce levels of stress which can
improve the quality of the bank employees.

21
 CHAPTER 3
RESEARCH METHODOLOGY

22
 RESEARCH METHODOLOGY

Research methodology comprises several alternative approaches and inter-related and frequently
overlapping procedures and practices. Since there are many phases of research methodology, the
line of action must be chosen from a variety of substitutes and the choice of suitable method can
be arrived through the objective assessed and comparison among competing alternatives.
A research design is the basic plan, which guides the data collection and analyses the phases of
the research project. The research design of the present study was mainly “explanatory” in nature
as the main purpose of the study was to explore nature and extent of deterioration in the value of
training and thereby to find out whether the employees were satisfied with the training of
“Commercial banks and Private banks”.
When the competitive environment highly influenced by the quality of products available in
market heavily depend upon the efficiency and the effectiveness of human resource.

Source of data collection

To carry out the objectives, both primary and secondary data has been used. The secondary data
and information have been collected from various sources like business newspapers, journals,
magazines, RBI Reports and publications etc. Primary data has been collected through structured
questionnaire from the employees of public sector bank & private sector bank.

Source of data collection

The data was collected from both primary and secondary sources.

Primary sources:-
 Questionnaire

Secondary sources:-
 Websites
 Magazine
 Company record

23
Sources of Data: The study is based on both primary as well as secondary data.

Primary Data
● Questionnaires
● Observations

Secondary Data
● Books (NS. & Karthikeyan M) Training techniques for management development
● The Indian Journal of Commerce
● “The Role of Commercial Banks in India’s Developing Economy”
● Sultan Chand and Company
● Journal and reports
● Magazines
● Indian journal of training & development.

Data Analysis: Data is analyzed with the help of graphs, tables and pie charts.

Sample design
For the purpose of the study, I have selected the branches of a 100 Employees public Bank and
100 Employees private bank based on random and stratified technique. Unplanned sampling is
the least expensive and least time consuming of all sampling techniques. The sampling units are
manageable, easy to measure and cooperative. The employees were appraised about the purpose
of the study and request was made to fill up the questionnaire with correct and unbiased
information.

Nature of Research
The present research is descriptive as well as exploratory in nature. Descriptive as it describes
the current effectiveness of training & development programs for banks employees are
using which will further lead to help companies in taking better decisions for their workforce and
exploratory because it explores many facts regarding employee Training and Developments.

24
Universe
The universe of present study includes the Public and Private Banking Industry.

Significance of the Study

Many companies have now introduced innovative changes to improve their employee’s skill in
their current jobs as well as developing them for upcoming responsibilities and positions. Now a
day’s companies are holding managers responsible for this purpose development of employee are
considered as a part of managers’ Employee Training and Development.
The following study will be of great significance.
To Banks: - Current education system helps the banks to know that just introducing best
employee as soon as employee joins that company. This will help him in improving his skill and
knowledge in that particular field.
To Researchers: - The study given now a day will help researcher to have a complete
perception on that employee Training and Development. This will have a great significance for
an institute or firm to take employee for a long duration.
To The Student: - This study will be beneficial for students as well. They learn how employee
develop practices are adopted by selected banks so as to survive in today’s environment where
competition is being increasing day by day.
Focus of The Study
Main priority of present study will be on studying the employee Training and Developments in
Public and Private bank. It will enhance employee contentment and will improve skills required
in their own field.

Hypothesis
● Training programs give positive impact on the growth of banks.
● There is significant difference between perception of males and female’s employees.
● The difference is significant between the perception of employees at different level.

25
 OBJECTIVES

● To examine the training & development programs for employees in fulfilment of their
duties.
● To know the satisfactory level of the employees regarding the training and development
programs.
● To associate employee’s personal factors like gender, designation and the employee’s
attitude on Training.
● To study the effect of Training and Development on organizational performance.
● To study the differences in the effectiveness of training programs between commercial
and private banks.
● To study existing status of the training and development (T&D) programmes in banks for
their employees.

26
 CHAPTER-4
ANALYSIS AND
INTERPRETATION

27
 ANALYSIS AND INTERPRETATION

The data is analyzed to determine effectiveness of training & employees perception levels.
Q. 1 Training program effectively contributed to improve ability in performing the job
Table: 2
Opinion \No. of respondents

Strongly agree 100

Agree 54

Neutral 36

Disagree 10

Strongly disagree 00

Source: data collected through questionnaire.

\No. of respondents
Strongly agree Agree Neutral Disagree Strongly disagree
5% 0%

18%

50%

27%

Inference:
It is observed from the above table that majority of 50% of the employees strongly agreed that
training program effectively contributed to improve ability in performing the job, 27% of the
employees have agreed, 5% of the employees disagreed and 18% of the employees are neutral.

28
Q. 2 Training programs were relevant and useful.
Table no. 3

Opinion No. of Respondents

Strongly agree 110

Agree 50

Neutral 26

Disagree 12

Strong agree 2

Source: data collected through questionnaire

No. of Respondents
Strongly agree Agree Neutral Disagree Strong agree

1%

6%
13%

55%
25%

Inference:
It is observed from the above table that, the majority of 55% of the employees strongly agreed
that the training programs were relevant and useful, 25% of the employees have agreed, 6% of
the employees disagreed 13% of employees are neutral and 1% of the employees strongly
disagreed.

29
Q. 3 Trainees learnt the methods of performing job
Table no. 4

Opinion No. of respondents

Strongly agree 60

Agree 100

Neutral 40

Disagree 00

Strongly disagree 00

Source: data collected through questionnaire

No. of respondents
Strongly agree Agree Neutral Disagree Strongly disagree

0% 0%

20%
30%

50%

Inference:
It is observed from the above table that, majority of 50% of the employees agreed that they learnt
the methods and procedures of performing job, 30% of the employees have strongly agreed and
20% of the employees are neutral.

30
Q. 4 Training program helped to acquire better job satisfaction
Table no. 5

Opinion No. of respondents

Strongly agree 80

Agree 100

Neutral 16

Disagree 4

Strongly disagree 00

Source: data collected through questionnaire

No. of respondents
Strongly agree Agree Neutral Disagree Strongly disagree
2% 0%

8%

40%

50%

Inference:
It is observed from the above table that 50% of the employees agreed that training program
helped them to acquire better job satisfaction, 40% of the employees have strongly agreed, 2% of
the employees disagreed and 8% of the employees are neutral.

31
Q. 5 Training program helped trainee to perform the job with ease
Table no.6

Opinion No. of respondents

Strongly agree 70

Agree 110

Neutral 020

Disagree 00

Strongly disagree 00

Source: data collected through questionnaire

No. of respondents
Strongly agree Agree Neutral Disagree Strongly disagree

0% 0%

10%

35%

55%

Inference:
It is observed from the above table that majority of 55% of the employees agreed that training
program helped them to perform the job with ease, 35% of the employees have strongly agreed
and 10% of the employees are normal.

32
Q. 6 Training program improved trainee’s commitment towards job
Table no. 7

Opinion No. of respondents

Strongly agree 120

Agree 40

Neutral 24

Disagree 12

Strongly disagree 4

Source: data collected through questionnaire

No. of respondents
Strongly agree Agree Neutral Disagree Strongly disagree

2%

6%
12%

20% 60%

Inference:
It is observed from the above table that majority of 60% of the employees strongly agreed that
the training program improved their commitment towards job, 20% of the employees have
agreed, 6% of the employees disagreed, 12% are neutral and 1% of the employees strongly
disagreed.

33
Q. 7 Training program contributed to improve interpersonal skills
Table no. 8

Opinion No. of respondents

Strongly agree 60

Agree 130

Neutral 10

Disagree 00

Strongly disagree 00

Source: data collected through questionnaire

No. of respondents
Strongly agree Agree Neutral Disagree Strongly disagree
5% 0% 0%

30%

65%

Inference:
It is observed from the above table that majority of 65% of the employees agreed that training
program contributed to improve interpersonal skills, 30% of the employees have strongly agreed
and 5% of the employees are neutral.

34
Q. 8 Training program improves the ability to take quick decisions.
Table no. 9

Opinion No. of respondents

Strongly agree 40

Agree 80

Neutral 36

Disagree 24

Strongly disagree 20

Source: data collected through questionnaire

No. of respondents
Strongly agree Agree Neutral Disagree Strongly disagree

10%
20%
12%

18%
40%

Inference:
It is observed from the above table that, the majority of 40% of the employees agreed that
training program improves the ability to take quick decisions, 20% of the employees have
strongly agreed, 12% of the employees disagreed, 18% of the employees are neutral and 10% of
the employees strongly disagreed.

35
Q. 9 Training program helped to reduce the difficulties in job
Table no. 10

Opinion No. of respondents

Strongly agree 140

Agree 48

Neutral 10

Disagree 2

Strongly disagree 00

Source: data collected through questionnaire

No. of respondents
Strongly agree Agree Neutral Disagree Strongly disagree

5% 1% 0%

24%

70%

Inference:
It is observed from the above table that the majority of 70% of the employees strongly agreed
that training program improves the ability to take quick decisions, 24% of the employees have
agreed, 5% of the employees are neutral, 1% of the employees are disagree.

36
Q. 10 Content of training program is valuable.
Table no. 11

opinion No. of respondents

Strongly agree 160

Agree 40

Neutral 0

Disagree 0

Strongly disagree 0

Source: data collected through questionnaire

No. of respondents
Strongly agree Agree Neutral Disagree Strongly disagree

0% 0% 0%

20%

80%

Inference:
This is observed from the above table that the majority of 80% of the employees strongly agreed
that training program content is valuable and 20% of the employees have agreed.

37
Q. 11 Designation wise distribution of employees
Table no. 12

Area Public banks Private banks

No. of Respondent No. No.

Top level 20 40

Middle level 40 80

Lower level 40 80

Source: data collected through questionnaire

Public banks / Private banks

Top level Middle level Lower level

20%

40%

40%

Inference:
It is observed from the above table that 20% of the respondents belong to Top level, 40% of the
respondents belong to Middle level and the remaining 40% of the respondents belongs to Lower
level.

38
Q. 12 Gender wise distribution of employees
Table no. 13

No. of Respondent Male Female

Public bank 55 45

Private banks 45 55

source: data collected through a questionnaire

Gender wise distribution Public

bank / Private banks
Male Female

45%
55%

Inference:
It is observed from the above table that 55% of the respondents are male and the remaining
45%are females.

39
Q. 13 Age wise distribution of employees
Table 14:

Age Public banks Private banks

20-30 15 19

30-40 51 56

40-50 33 23

Above 50 01 02

source: data collected through a questionnaire

Chart Title
Age 20-30 30-40 40-50 Above 50

1% 0%

15%

33%

51%

Inference:
It is observed from the above table that 15% of the respondents come under age group 20-30,
33% comes under age group 30-40, next 40-50 and the remaining 1% are of above 50%.

40
 CHAPTER 6
FINDINGS, SUGGESTION AND
CONCLUSION

41
 FINDINGS

1. 50% of the employees strongly agreed that training program effectively contributed to
improve ability in performing the job.
2. 55% of the employees strongly agreed that training programs were relevant and useful.
3. 50% of the employees agreed that they learnt the methods and procedures of performing
job.
4. 55% of the employees agreed that training programs helped them to perform the job with
ease.
5. 60% of the employees strongly agreed that training program improved their commitment
towards the job.
6. 50% of the employees agreed that training program helped them to acquire better job
satisfaction.
7. 65% of the employees agreed that training program contributed to improve interpersonal
skills.
8. 40% of the employees agreed that training programs improve the ability to quick
decisions.
9. 70% of the employees strongly agreed that training program helped to reduce the
difficulties in job.
10. 80% of the employees strongly agreed that training program content is valuable.
11. 20% of the respondents belong to top level, 40% of the respondents belong to middle
level, and remaining 40% belong to lower level.
12. 60% of the employees are male and 40% are female, in gender wise distribution.
13. 17% of the employees come under the age group 20-30, 53.5% comes under age group
30-40, next 28% comes under age group 40-50 & the remaining 1.5% are under 50.

42
Table 15: Statements and the responses about the satisfactory level of employees.

STATEMENTS % RESPONSE OF
EMPLOYEES

Induction training is given adequate importance. 86%

Training programs are well planned 89%

Norms and values are clearly explained during induction training 71%

Training programs are periodically reviewed and improved 90%

Employees acquired technical knowledge and skills through training 80%

Training and development are based on genuine needs 79%

Employees participate in determining the training needs 65%

Training and development increase the skills of employees 89%

T& D enhance the quality service 76%

T&D satisfy the ego of employees 79%

T&D enhances the efficiency and effectiveness of work 78%

T&D minimize the fault in operation 81%

T&D improves the leadership and managerial skills 79%

T&D reduces the stress level of employees 73%

T&D stabilize the organization 78%

T&D help employee in promotion and other monetary benefits 72%

43
 SUGGESTION

Following are some suggestion measures:-

1. Public Banks and Private bank need to invest large amount and should give priority
employee suggestion which will prove beneficial for them.
2. Deep and careful analysis should be done by recruiting group counselors for preparing
efficient employee development plan.
3. In Public Banks, personal interest is not taken by supervisors in helping their employee’s
which ultimately give rise to discontentment among them. So, Public Banks should work
upon this.
4. Criteria should be there to check how much employee’s have learnt from these learning
programs.
5. An efficient communication system should be there. So, that employee remains aware of
development programs going with in the organization.
6. Selection of right person at right place at right time for right kind skill development is
necessary. So, all the four banks should pay attention towards this.
7. Public Banks needs to invest a lot in training programs to develop satisfaction level of
among employees.

44
 CONCLUSION

Training and development practices in banks are like an oxygen to human being. The factors like
training need, training resources, perceived training, training and development objectives, latest
training needs are to be identified by the management in accordance with organizational goals
and employee needs. The required change in faculty, methodology training resource is the need
of an hour. Training is necessity in the changing environment, planned and systematic training
should be made compulsory in all private and public banks. It brings changes in behavior,
attitude at any age and helps in increasing the organizational performance. The organization
should encourage more facilities during training and off the job training, because it is one kind of
encouragement to improve the interest towards the training and development program. By
offering training, employers support the skill development of their employees. If the training is
good, then the employees will subsidize their maximum for the achievement of the
organizational objectives. The result of the present study shown that the training practices in the
selected branches of PUBLIC and PRIVATE BANKS are average and there is lot of scope for
improvement. It is concluded that the training and effectiveness programs have a positive impact
on the performance of both male and female employees but the results shows that it has a greater
impact on the performance of male employees group .This can be due to the reason that mostly
female employees bear additional responsibilities towards their families. It is found that most of
the banks have their own training institute, management attitude is very positive for training
support and budget, incentives are given for trainees, and overseas training opportunity.
However, there is a deficiency of needs assessment before training. Corporation should take
important steps in such a way that employees should feel training is essential to enhance the
productivity and customer satisfaction to meet the present challenges in India. The overall
opinion about the training conducted by the PUBLIC AND PRIVATE BANKS among the
employees is very good and effective, it is very much helpful to improve the individual career
and the organization development too and they are satisfied with the training process and method
of teaching.

45
BIBLIOGRAPHY

46
 BIBLIOGRAPHY

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 Garger, E. M. (1999, November). Goodbye training, hello learning. Workforce, 78 (11), 35-42.
 Kottke, J. L. (1999). Corporate universities: Lessons in building a world-class work force
(revised). Personnel Psychology, 52, 530-533.
 Moses, B. (1999, February 1). Career planning mirrors social change. The Globe and Mail [On-
Line]. Retrieved January 18, 2001 from the World Wide Web:
http://www.bbmcareerdev.com/careerplan.html
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Development, 52 (11), 38-43.
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Personnel Journal, 74 (5), 103-106.
 Herman Aguinis( 2009 ), Performance Management, Second Edition, Pearson Education Publication
Ltd.
 Bhaskar, A. U., Bhal, K. T., & Mishra, B. (2012). Strategic HR integration and proactive
communication during M&A: A study of Indian bank mergers. Global Business Review, 13(3),
407–419. https://doi.org/10.1177/09721509120130030 4
 Bhatt, K. J., & Mehta, T. N. (2013).Effect of HRD climate in private sectors banks at Bhavnagar
District.International Journal of Advance Research in Computer Science and Management Studies,
1(7), 408–413.
 Biswas, S., Giri, V. N., &Srivastava, K. B. L. (2006). Examining the role of HR practices in
improving individual performance and organizational ffectiveness.Management and Labour
Studies, 31(2), 111–133. https://doi.org/10.1177/0258042X060310020 2
 Budhwar, P. S. (2000). Determinants of HRM policies and practices in India: An empirical study.
Global Business Review, 1(2), 229– 247.
 Budhwar, P. S., & Boyne, G. (2004). Human resource management in the Indian public and private
sectors: an empirical comparison. Int. J. of Human Resource Management, 15(2), 346–370.
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 Chahal, H., Jyoti, J., & Rani, A. (2016). The effect of perceived high-performance human resource
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  Chaudhary, R., Rangnekar, S., &Barua, M. (2013). Human resource development climate in India:
Examining the psychometric properties of HRD climate survey nstrument. Vision, 17(1), 41–52.
https://doi.org/10.1177/0972262912469564
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Websites:
 www.google.com
 www.citehr.com

48
QUESTIONNARIE

49
 QUESTIONNARIE

PERCEPTION OF EMPLOYEES REGARDING INDUCTION TRAINING

factors Strongly agree indifferent disagree Strongly total
agree disagree

Induction No.
training contains 33 100 34 19 14 200
all the necessary
%
contents which
16.5 50 17 9.5 7 100
are required to
train you.

Induction No.
training is of 7 87 80 23 3 200
enough duration.
%
3.5 43.5 40 11.5 1.5 100

Induction No.
training is given 19 100 68 11 100 200
adequate
%
importance.
9.5 50 34 5.5 50 100

The induction No.

training is the 32 102 43 19 4 200
base on which
%
you will decide to
draw a
conclusion to
16 51 21.5 9.5 2 100
work with this
organisation.

50
You would No.
expect the 69 74 40 17 0 200
induction
%
training to
include practical
knowledge and
field work
34.5 37 20 8.5 0 100
related to your
department

51
QUESTIONNAIRE ON TRAINING AND DEVELOPMENT IN BANKS

Dear Respondents,
Kindly go through this questionnaire and you are requested to answer by placing a tick mark in
the appropriate response column on the right side of the questions.
Tick the option Poor (1)
Fair (2)
Good (3)
Very good (4)
Excellent (5)

1. Name of the employee …………

2. Designation: ……………….
3.Department: …………………
4. Course attended: ………………
5. Duration: ………………
6.From: ………………
7.To: ………………
Tick the appropriate box as the following indication:
(1) poor
(2) fair
(3) good
(4) very good
(5) excellent

1. Induction training is given adequate importance. (1) (2) (3) (4) (5)
2. Training programmes are well planned. (1) (2) (3) (4) (5)
3. Norms and values of the organization are briefly
explained to new employees during induction training. (1) (2) (3) (4) (5)
4. Training programmes are periodically reviewed and improved. (1) (2) (3) (4) (5)

52
5. Employees learnt technical knowledge and skills through training (1) (2) (3) (4)
(5)
6. Training is based on genuine needs. (1) (2) (3) (4)
(5)
7. Employees participate in determining the training needs. (1) (2) (3) (4)
(5)
8. Training and Development (T&D) enhance the skills of employees. (1) (2) (3) (4)
(5)
9. T&D enhance the quality of services being accomplished by employees. (1) (2) (3) (4)
(5) 10. T&D satisfy the ego of employees. (1) (2) (3)
(4) (5)
11. T&D enhance the efficiency and helpfulness of the work
being performed by employees. (1) (2) (3) (4) (5)
12. T&D minimize the faults in operations. (1) (2) (3) (4)
(5)
13. T&D improve the leadership and managerial skills. (1) (2) (3) (4)
(5)
14. T&D reduce the stress level of employees. (1) (2) (3) (4)
(5)
15. Training and development stabilize the organization. (1) (2) (3) (4)
(5)
16. T&D supports employees in promotion and other monetary benefits. (1) (2) (3) (4) (5)

53