A STUDY ON EFFECTIVENESS OF EMPLOYEES OF BANK OF

BARODA

A Project Submitted to

University of Mumbai for partial completion of the degree of

Bachelor of Management Studies

Under the Faculty of Commerce

BY

SANOBAR SIDDIQUI

Under the Guidance of

MRS. JISHA ALWIN

NES RATNAM COLLEGE OF ARTS, SCIENCE & COMMERCE

NES Complex, Cross Road, Bhattipada, Bhandup West, Mumbai

Maharashtra 400078

APRIL 2024
 A STUDY ON EFFECTIVENESS OF EMPLOYEES OF BANK OF
BARODA

A Project Submitted to

University of Mumbai for partial completion of the degree of

Bachelor of Management Studies

Under the Faculty of Commerce

BY

SANOBAR SIDDIQUI

Under the Guidance of

MRS. JISHA ALWIN

NES RATNAM COLLEGE OF ARTS, SCIENCE & COMMERCE

NES Complex, Cross Road, Bhattipada, Bhandup West, Mumbai

Maharashtra 400078

APRIL 2024
 INDEX

Chapter No. Title of the chapter Page no.

Chapter 1 Introduction
1.1 Introduction 1
1.2 Statement of the problem 2
1.3 Characteristics of Training 2
1.4 Training programmes 4
1.5 Training in Bank 5
1.6 Training programmes in Bank of Baroda 5
1.7 Needs of training and development 6
1.8 Methods of training 6
1.9 Advantages of Training 9
1.10 Objectives of training 10

Chapter 2 Research Methodology

2.1 Scope of the study 12
2.2 Limitation of the study 12
2.3 Tools for the analysis 12
2.4 Source of the data 12
2.5 Objective of the study 12
2.6 Significance of the study 12
2.7 Selection of the problem 13

Chapter 3 Literature Review 14

Chapter 4 Data analysis , Interpretation and Presentation 18
Chapter 5 Conclusion and Suggestions 36
zzzzzz
 DECLARATION BY THE LEARNER

I the undersigned Miss SANOBAR SIDDIQUI here by, declare that the
work embodied in this project work titled “A STUDY ON
EFFECTIVENESS OF EMPLOYEES OF BANK OF BARODA”, forms
my own contribution to the research work carried out under the guidance
of MRS. JISHA ALWIN is a result of my own research work and has not
been previously submitted to any other University for any other Degree/
Diploma to this or any other University.

Wherever reference has been made to previous works of others, it has

been clearly indicated as such and included in the bibliography.

I, here by further declare that all information of this document has been
obtained and presented in accordance with academic rules and ethical
conduct.

SANOBAR SIDDIQUI
 ACKNOWLEDGMENT

To list who all have helped me is difficult because they are so numerous
and the depth is so enormous.

I would like to acknowledge the following as being idealistic channels

and fresh dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me

chance to do this project.

I would like to thank my incharge Principal Dr. Vinita Dhulia, for

providing the necessary facilities required for completion of this project.

I take this opportunity to thank our Vice Principal Dr. Lata Swaminathan,
for her moral support and guidance.

I would also like to express my sincere gratitude towards BMS incharge

and my project guide Mrs. Jisha Alwin whose guidance and care made
the project successful.

I would like to thank my College Library, for having provided various

reference books and magazines related to my project.

Lastly, I would like to thank each and every person who directly or
indirectly helped me in the completion of the project especially my
Parents and Peers who supported me throughout my project.
INTRODUCTION

1.1 INTRODUCTION
Human resource management is of great importance to an organisation. people and
their active participation help an organisation survive and grow. Organisation various
functions are carried out through the coordinated efforts of its employees and
workers. Therefore, it is necessary to plan, acquire, develop, manage and retain a
satisfied workforce for the successful progress of any business. Human resource
management strategies include training and development. Training and development
are an attempt to improve an employee’-s performance in an organisation by
increasing his or her knowledge and abilities through learning or altering attitudes. In
a business, training and development programmes are critical because they enable
employees to improve their performance. Many companies offer training programmes
to their employees in order to improve their productivity and skills; however some
workers are experiencing difficulties. The inability to comprehend technical details
and the lack of competence to do the task at hand, which is likewise the case, they
have no choice but to quit their employment for various reasons. Staff, on the other
hand, is expected to pick up new skills and participate in new activities. Their
responsibility in a constructive way to the development of the organisation, whereas
accomplished personnel can in a well-organized manner, deal with the key situations.
Training and development are an important part of any firm’s success, and it benefits
both the organisation and its personnel. If we look at it from the perspective of an
organisation, staff training is critical to its success and promotion, in which an
employee’s perspective on training activities is critical to their advancement.
Workers’ training and development as they go through their careers. In the banking
sector training is most important part of banks because it’s a service industry and their
employees represent to quality and value of the bank’s service, so it is necessary for
employees to have great knowledge and productive performance. Therefore,
employee’s quality and skills are Develop through the training and development
program

1
1.2 STATEMENT OF PROBLEM

Training and development, it’s an important factor of any organization success. And
its benefits both the organization and its personnel. It allows employees to improve
their abilities in order to improve their organisational performance. Training and
development programmes are useful because they offer value to employees, reduce
attrition, boost job retention, and improve the bank’s market share and profitability. In
order to fulfil their duties effectively, new hires require induction training. The
purpose of this study is to determine the level of efficacy of T&D in a public bank
which will influence the employee’s motivation and leading to overall performance of
employee and organization. in this study focused on effectiveness of training and
development of bank employees.

1.3 CHARACTERISTICS OF TRAINING

1. Strategic, proactive Upskilling

Being strategic about deploying training programs for the banking sector helps to
align the results better with institution needs. Therefore, it helps to conduct a needs
assessment before initiating any upskilling program, especially in technology.For
example, remote assistance-based training would make more sense for financial
advisers as opposed to bank tellers. On the other hand, a bank teller would benefit
more from enterprise digital tools that let them automate clerical tasks like recording
transactions.A proactive strategy-building session that helps inform and design the
training subject matter based on the various roles at the bank would make all the
difference.Effectiveness and takeaway from the training would improve significantly
if it is targeted towards fulfilling pressing needs and solving pain points.The learning
objectives need to be aligned with desired results.

2. Skill Matching and Reskilling

Reskilling is associated with helping existing employees fulfill new roles they haven’t
handled before by providing them with training. That said, it can be streamlined and
made more efficient so that your workforce can reskill with ease and fill new roles
seamlessly.The second consideration, thus, is to assess where your workforce already

2
stands. An exercise of skill-matching is in order.Skill-matching allows you to shortlist
the professionals with skillsets closest to the new skill required, which helps you
significantly reduce the training duration and effort needed for it to be a success.For
example, bank tellers already deal with a surge of customers every day – they can be
reskilled into being customer representatives without much input.The customer
engagement capacity already exists in bank tellers, which can be polished and
reapplied to the new role they fill.

3. Invest in Learning Infrastructure

As banks have come to need feedback training because of technology, they

can leverage technology to aid them in training their personnel right.A robust
technological infrastructure can provide the foundation a good bank training
program needs to succeed in the following manner: Building digital resource libraries
that contain learning materials free for access to the employees who need assistance
with their new roles. The library can contain videos, whitepapers, eBooks, guidelines,
protocols, etc. – any information that is needed to assume the new duties
better.Technological tools can help match employees to new roles during internal
hiring to help speed the process up and reduce manual delays.Technology also helps
design the training modules and content through digital publishing tools that help with
quick creation, distribution, and performance assessments of the participants.

4. Inculcate a Learning Culture

The importance of creating a homogenous, learning-oriented culture at a banking

institution isn’t easy. Given that the employees must first familiarize themselves with
the new role and environment before they can resume work, it is critical to establish a
culture of active learning.All the external means of provisioning a learning
environment are important, but inculcating a positive motivation to learn new skills is
the way to derive maximum effectiveness from bank training programs.One way to do
that is by adopting immerse learning experience, capability building, and encouraging
and uplifting brand communication. It helps to establish a common ground where
peers recognize each other as fellow learners and promote the culture.Brand
communications can be scheduled over enterprise communication channels for good
outreach.

3
5. Encourage Leadership

Every effort must be driven by a spearhead for it to follow a set direction, or all
efforts would go astray. All feedback training sessions should have a designated talent
nurturer or a leader of some sort who drives engagement and keeps things
moving.Assuming new roles and responsibilities can be strenuous and daunting for
the employees, and the learning leadership should encourage open conversations to
ease the process. They should act as bridges between the roles that guide the
employees and equip them with the necessary resources to fill the new positions
leadership champions should also communicate to the employees the significance of
the reskilling or upskilling strategy so that the implications are clear.It helps
employees anchor the learning with organizational needs rather than brush it aside as
“just another training

1.4 TRAINING PROGRAMMES

Training is the formal and systematic modification of behavior through learning

which occurs as a result of education, instruction, development and planned
experience. Any training program’s goal is to offer new employees with teaching and
experiences to assist them achieve the required level of performance in their jobs
quickly and economically. For the current employees, training will aid in the
development of abilities to improve their current job performance, and to gain new
skills. According to Garry Dessler, “Training is the process of teaching new
employees the basic skills they need to perform their jobs.” Development on the other
hand, helps the individual handle future responsibilities, with less emphasis on
Present job duties. It broadly refers to the nature and direction of change induced in
employees, through the process of training and educative process. Development
focuses on improving individual and group performance through a good system
within the business that focuses on the skills, technique, and content required to reach
the goal. Employee training that is both effective and efficient aids in the development
of skills and knowledge, which in turn helps a firm enhance its production, resulting
in overall growth. Training is about understanding where you are now and where you
hope to be with your abilities in the future. People can learn new material, new
methodologies, and refresh their existing knowledge and abilities by attending
training. As a result, there is significant improvement and increased productivity at

4
work. The goal of the training is to make an impact that lasts beyond the duration of
the training and to keep employees informed about new developments. Individuals
and organizations can benefit from training that focuses on skill development.

1.5 TRAINING IN BANK

Banks’ Training and Skill Development to meet the future challenges of rapid
technological advancement, increasing market competition, and stringent viability
norms implemented on a time-to-time basis, the banking sector in India is undergoing
rapid transformational growth on a year-to-year basis. As a result, all employees must
give their all to the best of their abilities. Training is an example of an HRD measure
that aids banks in meeting new difficulties. Banking employees must be thoroughly
trained in customer service, behavioral, and operational aspects of the organization. In
banks training requirements must be assessed on a regular basis using techniques such
as task analysis and performance analysis, which must be undertaken through surveys
or based on information provided by department heads, reports generated by 360-
degree feedback systems, and customer feedback. Large banks execute training
programs either through a dedicated Human Resource department with a full-time HR
team in charge of all of the bank’s training and development operations, or by
contracting external trainers who are coordinated by the bank’s HRD department.
Banks are increasingly cognizant of the need of staff training and development in
order to maintain a competitive edge in providing high-quality services to clients
when compared to their competitors. Previously, banks employed young college
graduates as apprentices, who received initial training in the form of an
apprenticeship, on-the-job training, or formal training in fundamental routine
operations over a longer period of time

1.6 TRAINING PROGRAMMES IN BANK OF BARODA

Bank of Baroda has more than four decades of experience in staff training. Bank of
Baroda has four prestigious training institutes. In addition to this, the Bank of Baroda
operates 45 BANK OF BARODA learning centers around the country. The training is
based on a thorough understanding of both the domestic and international business
and financial environments. The primary goal of employee training was to improve

5
job knowledge, skills, attitudes, and aptitudes. The bank also strives to involve its
employees or employees in decision-making. Because of training programs,
employees were much more conscious of the critical need to serve customers
efficiently and pleasantly.

1.7 NEEDS OF TRAINING AND DEVELOPMENT

• The working environment is always changing due to rapid changes in
technology and inventions, necessitating organizational up-gradation.
• The emergence of multi-dimensional performance prospects, posing a
challenge for improved specialization.
• Legal standards and regulations are changing and reforming.
• Increase the use of new ideas and innovation in service delivery.
• Adding new programmers and policies to the mix.
• Elimination of compulsions
• Requirements for safety and security
• Manpower planning for the future in light of globalization.
• Recognize and respond to shifting social responsibilities and values.
• Improving morale, motivation, and accountability.
• Increased productivity and performance.
• Elimination of unattractiveness and obsolescence.
• Improving the working environment.
• Practicing manpower in preparation for future requirements.
• Associating the time interval between competence requirements and
availability of competence.
• The organization’s long-term viability and expansion.
• Management execution is being transformed.

1.8 METHODS OF TRAINING

Training and development methods can be divided in to two groups as follows

• On the job training

• Off the job training

6
ON THE JOB TRAINING

This is the most typical type of training, in which a student is assigned to a specific
job and taught the relevant skills and knowledge. The individual is taught by an
experienced supervisor or trainer. The trainee learns through doing and observing the
job functions. Employees are provided clear direction and instructions on how to
accomplish their jobs. He can clear up any misunderstandings and speak with the
supervisor or trainees about any element of the job. The individual is taught by an
experienced supervisor or trainer. The trainee learns through doing and observing the
job functions. Employees are provided clear direction and instructions on how to
accomplish their jobs. He can clear up any misunderstandings and speak with the
supervisor or trainees about any element of the job.

On the job training methods are as follows

Job rotation: Employees are moved from one job to another during job rotation. In a
short amount of time, the employee might gain firsthand expertise on a variety of
occupations. It enables employees to gain a better understanding of the firm’s many
operations and to form relationships with other individuals inside the organization.
Job rotation provides employees with the opportunity to develop a variety of skills. It
allows people to advance to higher positions more quickly. However, a major
drawback of the system is that it wastes too much time when people are regularly
transferred from one position to another. It is also costly, and the system may not
produce the expected outcomes.

Coaching: Training Procedures An experienced supervisor or coach provides face-to-

face education. It’s a never-ending learning process, with the supervisor providing
daily feedback. The supervisor clears up any misunderstandings, explains procedures,
and provides assistance to the employee. The position, as well as the delegates and
decision-making authority. When there are only a few trainees and they wish to learn
a variety of abilities for different vocations, coaching is a good option.

Internship Training: Employees may be assigned to a project for training purposes

for a limited time. By executing the work, the person gains firsthand knowledge of the
position. It is the learning and practicing process. It is widely used in India’s technical

7
and medical education domains. It is a costly strategy, but the employees gain a
thorough understanding of the subject as well as practical experience.

Job Instructions: Also known as step-by-step training, in which the trainer explains
how to perform the tasks to the trainee and corrects any errors

OFF THE JOB TRAINING.

On-the-job training approaches have their own limitations, while off-the-job training
can be used to help employees develop more holistically. Off-the-job training
methods are those that are used to develop employees outside of the workplace.

Off the job methods are as follows

Vestibule Training: Training is provided at a separate training center attached to the

job in this way. It is a type of on-the-job training that takes place in vestibules. Before
they were inducted into their professions, banks and other organizations trained their
newly hired personnel at training centers.

Simulation: Simulators are training tools that put you in real-world scenarios. Video
presentations, case studies, mock drills, prototypes, role acting, and other simulation
methods are all used in this strategy. The ability to deliver instruction without using
actual equipment or tools is a significant advantage of this strategy. There is no risk of
equipment, machinery, or other property being damaged. There are no mishaps or
dangers associated with actual performance.

Role playing method: Participants are allocated roles in hypothetical settings using
this strategy. They must act out their roles by expressing behaviors, responses,
conciliation, and submission in accordance with the situation. It is an action-oriented
strategy that indicates their capacity to tackle a situation, as well as their talent,
leadership skills, and ability to face a situation. Participants may be requested to take
on the roles of supervisors, managers, trade union leaders, and so on. When group
behaviors are included, this strategy is appropriate for improving interpersonal skills.
It’s used when personnel have to deal with issues like conflict resolution, customer
service, and third-party negotiations, among other things.

8
Case study method: A case study is a written account of a narrative, an incident, a
company, or a circumstance. When an employee is at work and is confronted with a
circumstance, something similar may occur. It could be about a specific situation or
decision-making. The trainees must come up with alternative alternatives and choose
one. It aids in the development of employees’ analytical capabilities, reasoning
abilities, and problem-solving abilities. When employees are confronted with similar
challenges or situations in the real world, they can make proper decisions or take
appropriate action.

1.9 ADVANTAGES OF TRAINING

BENEFITS TO THE ORGANISATION

• Trained employees can contribute to increase efficiency and productivity

• The quality of work improves, there is less defective or damaged products.
• Employees will be careful in using machines and tools and thereby, prevents
Accidents, machine failures.
• There is elimination of wastage of materials, reduction in ideal time and
overtime
• The supervision time can be reduced and thereby reducing overall cost
• Training helps to improve the competitive advantage of the organization in the
market plan

BENEFITS TO EMPLOYEES

• Training helps employees to acquire knowledge and skills and makes them
more efficient.
• Employees get more job satisfaction and motivation to work.
• Employees can get promotion and increase in salary and incentives
• Training develops organization culture and makes the employee more loyal to
the organization

9
1.10 OBJECTIVES OF TRAINING.
Keep staff updated with the latest systems

As mentioned previously, the banking sector is evolving at rapid rates, meaning staffs
are required to understand the latest systems.

For example, traditional lending schemes have shifted and employees must be aware
of their company's policies. Training in banking will help to improve each employee’s
understanding of the modern banking system; leading to an overall better service.

Improve performance

Workplace training not only provides staff with the essential knowledge required for
the role, but it also improves their overall performance; even within customer service.

This is mainly down to the fact that after the training in banking is complete, staff are
better equipped to help customers with their queries and solve any issues in a more
efficient manner.

Self-assessment

Workplace training enables staff to self-assess, allowing them to identify areas that to
be improved within their own work. This type of training will allow employees the
chance to strengthen their weaker aspects. Training in banking will especially help
employees to highlight new skills they have learned and continue to build on these.

Retain staff

Along with helping staff to self-assess, training in banking will also help to build
employee confidence, which can lead to improving staff retention. Companies that
offer workplace training are helping to develop their staff which shows the employee
they are valued. Millennials hold ample workplace training opportunities in
particularly high regard, above many other benefits, often even above financial
incentives.

10
Attract new talent

Training in banking not only helps to enhance current employee skills, but staff from
other firms who aren't offered workplace training may look to move to a company
that does. Due to the numerous changes within the banking industry, a person may
feel they want to work for an organisation which will help with their personal
development, and as such building a reputation on this is invaluable.Additionally,
offering millennials training can also help to attract young talent which will help the
company's future growth.

11
2 RESEARCH METHODOLOGY

2.1 SCOPE OF THE STUDY

The study is conducted among the employees of bank of Baroda

2.2 LIMITATION OF THE STUDY

The research is restricted to aspects of human resource management, particularly

training and development. This research was conducted in Bank of Baroda Banks.
Thirty percent of the banks were chosen. The number of participants was limited to 50
for the collection of data.

2.3 TOOLS FOR THE ANALYSIS

Data is analyzed using some statistical tools for interpreting the raw data. These tools
will make raw data into processed data. The analysis is done based on data collected
from the respondents by using percentage analysis Tables and graphs are used for
presenting analysis

2.4 SOURCE OF THE DATA

The primary data have been collected by using questionnaires as a tool. It helps in
collection of primary data in a simple and understandable manner so as to fulfill the
prime and other objectives of the study and secondary data is collected from books,
articles, internet and other works of similar nature.

2.5 OBJECTIVE OF THE STUDY

To identity the different types of training given to the employees

• To examine the effectiveness of Training and Development programmes among

bank employees

2.6 SIGNIFICANCE OF THE STUDY

The study attempts to understand the effectiveness of training and development of

bank employees and how it helps the duties of employees

12
2.7 SELECTION OF THE PROBLEM

Training and development, it’s an important factor of any organization success. And
it's benefits both the organization and its personnel. It allows employees to improve
their abilities in order to improve their organisational performance. Training and
development programmes are useful because they offer value to employees, reduce
attrition, boost job retention, and improve the bank’s market share and profitability. In
order to fulfill their duties effectively, new hires require induction training. The
purpose of this study is to determine the level of efficacy of T&D in a public bank
which will influence the employee’s motivation and leading to overall performance of
employee and organization. in this study focused on effectiveness of training and
development of bank employees.

13
3. LITERATURE REVIEW
Sunil Das B (2018) Analyze the training and development of bank employees. The
study discloses to identify the training policies and objectives followed by the banks
and to ascertaining the training areas and the adequacy of the training infrastructural
facilities in banks. The study is based on secondary source of data. The study
concluded that the importance of training and development of employees in direct
increase in the profitability of organizations and the development of the countries.

Maninder Kaur (2016) conducted an empirical study on effectiveness of training

programs among women employees in public and private sector banks. The study is
an attempt to understand and compare the patterns of participation of women in
private and public banks and it also measure the effectiveness of training programs
and growth of the banks. The study is based on primary data collected from various
private and public sector banks in Delhi. Data is collected through questionnaire filled
by the bank employees. The research opined that an employee who is trained
regularly are well motivated and have enhanced confidence, self-esteem, knowledge
and skill.

Dr. S Shahul Hameed, J Rajinikanth and P Mohan raj (2014) conduct a

conceptual study on training and development programs of bank employees. The
study aimed that to know the opinion on training and development programs of bank
employees in Nagai district. In his study extensive use of both primary and secondary
data were made. For collecting the primary data, field survey technique was employed
in the study. The results from the training feedback are used by the person receiving
them to plan their next level of training and development. These results are also used
by the banks for making promotional decision too. The training system in banking
industry has been changed to create a smarter workforce and yield the best results.

14
Kavita rani, Diksha Garg (2014) explored a study on training and development in
public sector banks. The objective of study is to examine the effectiveness of training
and development programs bank for their employees and how it helps the fulfillment
of their duties. Data is collected through questionnaire filled by the bank employees.
The findings of the study suggest that training and development is inevitable and
unavoidable in any sector.

Dr. Rashmi Srinivas, Goutham N S, Sweda J(2016) conducted an empirical study

on effectiveness of training and development in a private bank. The main objective of
the study to analyze the effectiveness of training and development on employees in
private bank located in Bengaluru city, Karnataka. The study is based on primary data
collected through questionnaire filled by the bank employees. Conclusively, the
results of the research study will pave way for organizations to explore the impact the
T&D and its effectiveness to improve organizational Performance as well to boost
customer service.

Dr. Dhanonjoy kumar and Humaira Siddika(2017) conduct a study on benefits of

training and development program on employees’ performance with special reference
to banking sector in Bangladesh. This study aims to investigate the significance of
training along with the development program and its benefits to employees and
organization. The sample has taken from the Kushtia and Jhenaidah district followed
by stratified random sampling. This study found that training and development
program increase the skill, ability and intellectuality of the bank employees.

Rama Devi V and Phanindra R (2014) studied employees’ perception of

effectiveness of training and development in private sector banks in Andhra
Pradesh.The objective of study is how the effective training and development in turn
increase productivity that justifies the investment in training and development. The
data is collected from the sample respondents using a structured questionnaire. The
data is analyzed using chi-square test and correlation. The results revealed that
effectiveness of training and development system in private sector banks increase
with training motivation, good training design, training implementation, effective
learning and transfer of learning to workplace.

15
Dr. T Chellammal (2019) conducts study on impact of training and development on
performance of select bank employees with particular reference to Thoothukudi. The
main objective of the study the impact of training and development practices on the
employee performance in the banking sector. The study adopts both primary and
secondary data. This study found that proper training and development programs may
increase the high morale of the employees

Dr Payal Goyal (2017) examined the impact of training and development of human
resource in banking sector. The study mainly focused to analyses impact of training
on the Employee’s knowledge and performance and the role and need of training in
banking sector. The study concluded that the actual and operative training programs
are essential in banking service sector for improve and better performance of
employees in current profession and prepare for further situation.

Nagaraju R K Sesaiah(2013) analyze the importance of training and development

among bank employees in India. This re-search examined the relationship between
staff training and job satisfaction among Indian banks employees with special
reference to the selected banks in SPSR Nellore district, Andhra Pradesh. Structured
questionnaire was used to collect data from eighty respondents through simple
random sampling method. The result of the study is that staff training has positive
significant relationship with hob satisfaction.

Aarati Chahal (2013) conduct a study of training need analysis-based training and
development and effect of training on performance by adopting development-based
strategy. This paper analyses the status of various need analysis-based training and
development practices in Punjab national bank and HDFC bank. The result of the
study is training in PNB &HDFC is average and there is a scope for improvement in
training

16
Jyoti (2017) analyze the impact of training and development with reference to
banking sector in India. The objective of this study to assess the role of HRM in
banking industry and to discusses the impact of training and development on the
employees of banking sector. The information about the problem is collected on the
basis of secondary data. It is concluded the growth of banking sector in India is the
result of skilled manpower which is the outcome of training and development

Ajit Jadav (2013) explore a study on training and development in Indian banks. The
objective of the study is to analyze effectiveness of training and development
programs for employees to discharge their duties and also study how to training and
development programs helps to achieve customer satisfaction. The information about
the problem is mainly based on primary and secondary data. The result of the study is
to training and development program increase the efficiency of employees and it will
lead to growth of banking sector

Ms Ritambhra Goswami, Dr Manoj Pandey, prof (Dr), Anil Vashisht (2017)

analyze training and development practices in public and private sector banking
sector. It is a comparative study between public and private banks. It is concluded that
as compared to the public banking sector, private banking is more conscious to
provide training to their employees.

Ms Jaspreet Kaur (2016) analyzes employees’ perception for training and

development practices in banking sector. The objective of the study is to identify the
training needs of the employees and objectives of the banks to impart training.
Moreover, the level of satisfaction of bank officials over the training and development
programs are also measured. It is concluded that training can work as an intrinsic
value enhancement tool for the employees which in turn will increase productivity
and profitability of the banks

17
 4. DATA ANALYSIS, INTERPRETATION AND PRESENTATION

4.1 AGE OF RESPONDENTS

CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AGE

AGE NO. OF RESPONDENTS PERCENTAGE

20-30 13 26%
31-40 22 44%
41-50 09 18%
51-60 06 12%
TABLE 4.1

Table no 4.1 reveals the classification on the basis of age. Among 50 samples 26%
respondents are from the age category of 20 -30, 44% respondents are from the
category of 31 -40, 18% of respondents are from the age category of 41 -50, 12% of
respondents are from the age category of 51 -60.

12%

26%

20-30
18%
31-40
41-50
51-60

44%

FIG. 4.1

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4.2 GENDER OF RESPONDENTS

CLASSIFICATION OF RESPONDENTS ON THE BASIS OF GENDER

GENDER NO. OF RESPONDENTS PERCENTAGE

MALE 30 60%
FEMALE 20 40%
TOTAL 50 100%
TABLE 4.2

Table no 4.2 reveals the classification on the basis of gender. Among 50 samples 60%
of respondents are male, 40% of respondents are female.

PERCENTAGE

40%

60%

FIG.4.2

19
4.3 TRAINING METHOD RECEIVED BY THE EMPLOYEES

TRAINING METHOD RECEIVED BY THE EMPLOYEES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

ON THE JOB TRAINING 20 40%
OFF THE JOB TRAINING 16 32%
BOTH 14 28%
TOTAL 50 100%
TABLE 4.3

Table 4.3 reveals which training method received by employees. 28% respondence
received both on the job training method and on the job training method, 40%
respondence received only on the job training method and 32% respondence received
off the job training method

28%

40%
ON THE JOB TRAINING
OFF THE JOB TRAINING
BOTH

32%

FIG 4.3

20
4.4 DURATION OF TRAINING PROGRAM

DURATION OF TRAINING PROGRAM

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

3 MONTHS 13 26%
6 MONTHS 24 48%
12 MONTHS 13 26%
TOTAL 50 100%
TABLE 4.4

Table no 4.4 reveals duration of training program provide by bank. Among 50

samples 26% respondence received 3-month training. 48% respondence received 6
month training and 26% respondence gets 12 -month training program.

26% 26%

3 MONTHS
6 MONTHS
12 MONTHS

48%

FIG. 4.4

21
 4.5 TYPE OF TRAINING RECEIVED FROM THE INSTITUTION

VARIOUS TYPES OF TRAINING

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

SPECIAL TRAINING 11 22%
REFRESHER TRAINING 13 26%
DELEGATION TRAINING 26 52%
TOTAL 50 100%
TABLE 4.5

Table 4.5 reveals type of training receives by employees. 22% of the employees
received special training. 26% of the employees received refresher training and 52%
of the employees received delegation training.

22%

Special training
Refresher training
52%
Delegation training

26%

FIG 4.5

22
 4.6 INDUCTION TRAINING CONTAINS ALL THE NECESSARY
CONTENTS WHICH ARE REQUIRED TO EMPLOYEES

INDUCTION TRAINING CONTAINS ALL THE NECESSARY CONTENTS

WHICH ARE REQUIRED TO EMPLOYEES

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 07 14%
AGREE 24 48%
NEUTRAL 09 18%
DISAGREE 09 18%
STRONGLY DISAGREE 01 02%
TOTAL 50 100%
TABLE 4.6

Table 4.6 reveals that induction training contains all the necessary contents that are
required to the employees are strongly agreed to 14% respondents, 48% of
respondents agreed, 18% of respondents are neutral, 18% of respondents disagree and
02% of respondents strongly disagree.

2%

14%
18%

STRONGLY AGREE
AGREE
NEUTRAL
18% DISAGREE
STRONGLY DISAGREE

48%

FIG. 4.6

23
 4.7 INDUCTION TRAINING IS GIVEN ADEQUATE
IMPORTANCE

INDUCTION TRAINING IS GIVEN ADEQUATE IMPORTANCE

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 04 08%
AGREE 10 20%
NEUTRAL 21 42%
DISAGREE 11 22%
STRONGLY DISAGREE 04 08%
TOTAL 50 100%
TABLE 4.7

Table 4.7 reveals that the induction training is given adequate importance are strongly
agreed by 08% of the respondents, 20% respondents are agreed, 42% respondents are
neutral, 22% of respondents disagree and 08% of respondents strongly disagree

9%

24%

STRONGLY AGREE
22%
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE

45%

.FIG. 4.7

24
4.8 TRAINING PROGRAMS ARE WELL PLANNED

TRAINING PROGRAMS ARE WELL PREPARED

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 18 36%
NO 13 26%
MAYBE 19 38%
TOTAL 50 100%
TABLE 4.8

Table 4.8 reveals that 36% of employees says that the training are well planned
whereas 26% of the employees says that the training are not well planned and 38% of
the employees says maybe the training program are well planned

38% 36%
YES
NO
MAY BE

26%

FIG. 4.8

25
4.9 EMPLOYEES ACQUIRED PRACTICAL KNOWLEDGE AND
SKILLS THROUGH TRAINING

EMPLOYEES ACQUIRED PRACTICAL KNOWLEDGE AND SKILLS

THROUGH TRAINING

PARTICULARS NO, OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 06 12%
AGREE 22 44%
NEUTRAL 17 34%
DISAGREE 04 08%
STRONGLY DISAGREE 01 02%
TOTAL 50 100%
TABLE 4.9

Table 4.9 reveals that Employees acquired practical knowledge and skill through
training are Strongly agree by 12% of the respondents, agree by 44% of the
respondents, 34% of the respondents are neutral, 08% of the respondents disagree and
02% of the respondents strongly disagree.

2%

8% 12%

STRONGLY AGREE
AGREE
NEUTRAL
34%
DISAGREE
STRONGLY DISAGREE
44%

FIG. 4.9

26
4.10 THE INDUCTION TRAINING IS THE FOUNDATION UP ON
WHICH YOU WILL DETERMINE WHETHER OR NOT TO
WORK WITH THIS ORGANISATION

THE INDUCTION TRAINING IS THE FOUNDATION UP ON WHICH YOU

WILL DETERMINE WHETHER OR NOT TO WORK WITH THIS
ORGANISATION

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 26 52%
NO 12 24%
MAYBE 12 24%
TOTAL 50 100%
TABLE 4.10

Table 4.10 reveals that the induction training is the foundation up on which you will
determine whether or not to work with this organization where 52% of the
respondents said yes, 24% of respondents said no and 24% of respondents said
maybe.

24%

YES
NO
52%
MAYBE

24%

FIG. 4.10

27
 4.11 AWARE OF EMPLOYEE’S CAREER PATH IN THEIR
FIELD.

AWARE OF EMPLOYEE’S CAREER PATH IN THEIR FIELD

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 17 34%
NO 14 28%
MAYBE 19 38%
TOTAL 50 100%
TABLE 4.11

Table 4.11 reveals that aware of employee’s career path in this field where 34%% of
the respondents said yes, 28% of respondents said no and 38% of respondents said
maybe.

34%
38%
YES
NO
MAYBE

28%

FIG. 4.11

28
 4.12 EMPLOYEES PARTICIPATE IN DETERMINING
TRAINING NEEDS.

EMPLOYEES PARTICIPATE IN DETERMINING TRAINING NEEDS

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 07 14%
AGREE 14 28%
NEUTRAL 19 38%
DISAGREE 08 16%
STRONGLY DISAGREE 02 04%
TOTAL 50 100%
TABLE 4.12

Table 4.12 reveals that employees participate in determining the training needs are
Strongly agree by 14% of the respondents, agree by 28% of the respondents, 38% of
the respondents are neutral, 16% of the respondents disagree and 04% of the
respondents strongly disagree.

4%
14%
16%

STRONGLY AGREE
AGREE
NEUTRAL
28% DISAGREE
STRONGLY DISAGREE

38%

FIG 4.12

29
4.13 OPPORTUNITY AT WORK TO LEARN AND GROWTH IN
THIS BANK

OPPORTUNITY AT WORK TO LEARN AND GROWTH IN THIS BANK

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 13 26%
AGREE 15 30%
NEUTRAL 14 28%
DISAGREE 05 10%
STRONGLY DISAGREE 03 06%
TOTAL 50 100%
TABLE 4.13

Table 4.13 reveals that you have the opportunity at work to learn and growth in this
bank are strongly agree by 26% of the respondents, agree by 30% of the respondents,
28% of the respondents are neutral, 10% of the respondents disagree and 06% of the
respondents strongly disagree.

6%

10%
26%
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
28%
STRONGLY DISAGREE

30%

FIG. 4.13

30
4.14 YOU HAVE A HIGH DEGREE OF TECHNICAL
KNOWLEDGE FOR YOUR JOB

YOU HAVE A HIGH DEGREE OF TECHNICAL KNOWLEDGE FOR YOUR JOB

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 13 26%
AGREE 14 28%
NEUTRAL 12 24%
DISAGREE 07 14%
STRONGLY DISAGREE 04 08%
TOTAL 50 100%
TABLE 4.14

Table 4.14 reveals that You have a high degree of technical knowledge for your job
are Strongly agree by 26% of the respondents, agree by 28% of the respondents, 24%
of the respondents are neutral, 14% of the respondents disagree and 08% of the
respondents strongly disagree.

8%

26%
14%
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
24%

28%

FIG. 4.14

31
4.15 TRAINING STABILIZE THE ORGANISATION

TRAINING STABILIZE THE ORGANISATION

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 20 40%
NO 13 26%
MAYBE 17 34%
TOTAL 50 100
TABLE 4.15

Table 4.15 reveals that Training stabilize the organization and about 40% of the
employees says yes, whereas 26% of the employees says no and about 34% of the
employees says may be that training stabilize the organisation.

34%
40%
YES
NO
MAYBE

26%

FIG. 4.15

32
4.16 TRAINING HELPS IN INCREASING EMPLOYEES
PRODUCTIVITY.

TRAINING HELPS IN INCREASING EMPLOYEES PRODUCTIVITY

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 09 18%
AGREE 09 18%
NEUTRAL 12 24%
DISAGREE 14 28%
STRONGLY DISAGREE 06 12%
TOTAL 50 100%
TABLE 4.16

Table 4.16 reveals that training helps in increasing employees’ productivity and is
Strongly agree by 18% of the respondents, agree by 18% of the respondents, 24% of
the respondents are neutral, 28% of the respondents disagree and 12% of the
respondents strongly disagree

21%

32%
STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
20%
STRONGLY DISAGREE

27%

.FIG. 4.16

33
4.17 IS THERE ANY CONTINUOUS EVALUATION OF
TRAINING PROVIDED

IS THERE ANY CONTINUOUS EVALUATION OF TRAINING PROVIDED

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 21 42%
NO 16 32%
MAYBE 13 26%
TOTAL 50 100%
TABLE 4.17

Table 4.17 reveals that there is any continuous evaluation of training provided and
about 42% of the employees says yes whereas 32% of the employees says no and
about 26% of the employees says may be there is any continuous evaluation of
training provided.

26%

42% YES
NO
MAYBE

32%

FIG. 4.17

34
4.18 COMPETENCY LEVEL OF EMPLOYEES INCREASES DUE
TO TRAINING.

COMPETENCY LEVEL OF EMPLOYEES INCREASES DUE TO TRAINING

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 05 10%
AGREE 14 28%
NEUTRAL 18 36%
DISAGREE 09 18%
STRONGLY DISAGREE 04 08%
TOTAL 50 100%
TABLE 4.18

Table 4.18 reveals that Competency level of employees increases due to training and
development and is strongly agree by 10% of the respondents, agree by 28% of the
respondents, 36% of the respondents are neutral, 18% of the respondents disagree and
08% of the respondents strongly disagree.

11%
20%

STRONGLY AGREE
AGREE
NEUTRAL
30%
DISAGREE
STRONGLY DISAGREE

39%

FIG. 4.18

35
5. CONCLUSION AND SUGGESTIONS

5.1 FINDINGS

From the tables and diagrams of previous chapter it is clear that

• Majority of the respondent belong at the age 31 to 40.

• 60% of Respondents are male

• 28% respondence received both on the job training method and off the job training
method, 40% respondence received only on the job training method and 32%
respondence received off the job training method.

• Among 50 samples 26% respondence received 3-month training, 48% respondence

received 6-month training and 26% respondence gets 12 month training program.

• Various type of training satisfaction level most of the respondence satisfaction level
is high.

• Majority of the respondents are agreed to induction training contains all the
necessary contents which are required for employees

• 08% of respondent strongly agreed and 20% of respondents are agreed to induction
training gives adequate importance to employees

• Above 36% of respondents are agreed to induction training are well planned.

• 12% of respondents are strongly agreed to employees acquired practical knowledge

and skill through training

• 52% of respondents provide positive opinion about induction training is the

foundation up on which employees will determine whether or not to work with this
organization

• 34 % of respondents provide positive respondents about the employees are aware of

their career path in their in their field

• 14 % of respondents are strongly agreed to employees Participate in determining the

training needs

36
• 26 % of the respondents strongly agree they have the opportunity at work to learn
and growth in their bank

• 26 % of respondents strongly agree they have high degree of technical knowledge

for their job

• Majority of the respondents strongly agreed training and development stabilize the
organization

• Most of the employee’s respondent agreed that training helps in increasing

Employees’ productivity

• Most of the employees opinioned they have continuous evaluation of Training

• Majority of the respondents strongly agreed that competency level off Employees
increases due to training

5.2 OTHER FINDINGS

1. Banks provide training to their personnel in order to familiarize them with the
system. as well as to acquaint them with new work habits and also to encourage
creativity and the introduction of new ideas products.

2. Employees also believe that in order to achieve higher results, they must work
more. The job adjustment and further information are provided through the Training
for bank an employee is required. The supervisory recommendation is the most
common tool used in banks to determine training needs of bank personnel.

3. The numerous aspects that are more highlighted by when it comes to employee
training, banks are a product. Knowledge, banking theory, and up- to date information
on changes in the banking industry

37
4. According to the research, employee training boosts productivity. Increase
motivation, cultivate a happy mindset, and Employee inter-personal relationships
should be improved. Employees' personal relationships and sense of self-satisfaction
has been realized. The understanding of Employees has been upgraded on a regular
basis.

5. Orientation methods are generally used in private sector banks. Utilized for
employee training, followed by on-the-job training in the case of managers, rotation is
used, while in the case of lecturers, the lecture technique is used. Non-managers make
up a large percentage of the workforce. In public sector banks, on the other hand,
Various techniques of on-the-job and off-the-job training are available. Modestly
employed, with the lecture approach being The most common. As a platform for
management training and orientation other strategies are used after non-managers

5.3 SUGGESTIONS

1. The bank-sponsored training and development programs should result in good staff
coordination, as well as adequate training for trainees to increase their performance,
abilities, and knowledge in the area of object handling. As a result, the time allotted
for training should be increased.

2. Bank personnel must be motivated about the importance of training in order to deal
with routine problems, and rewards can be given to those who consistently attend
training.

3. Encourage employees to take part in learning opportunities that will help them
develop a variety of skills and expand their career prospects.

38
4. Empower the clerical and support workers to attend seminars and conferences on a
case-by-case basis in order to increase their commitment and interest.

5. The condition of an employee's training needs must be correctly examined to avoid

a mismatch, and proper post-training use of the employees will assure high
performance returns.

5.4 CONCLUSION

The growth of India’s banking sector is due to trained labor, which is the consequence
of training and development. Training effectiveness is not static; it must be reviewed,
updated, and modified on a regular basis to keep up with the changing demands of the
economy and government. Policy, information technology improvements, and
customer expectations to be able to organizations must focus on improving employee
efficiency and effectiveness. Creating an efficient T&D program to boost productivity
and customer satisfaction Service. Finally, the findings of the research study will
enable firms to investigate the influence of T&D and its efficacy in improving
organizational performance and improving customer service.

39
BIBLIOGRAPHY

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Training and Development Programs of Bank Employees “, vol- 2, issue 5, may 2014,
ISSN: 2321-7782(online), available online at: www.ijarcsms.com

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BOOKS

1. Gary Dessler “Human Resource Management” 16th edition 2020.

2. Dessler, Varkkey- Human Resource Management 14e

3. Raymond Noe, John Hollenbeck - HUMAN RESOURCES

MANAGEMENT (SIE): Gaining a Competitive Advantage

4. Aswathappa- Human Resource Management: Text and Cases

WEBSITES

www.google.com

www.wikipedia.com

www.scribbed.com

www.googlescholar.com
APPENDIX

QUESTIONNAIRE

1. Name

2. Age

• 20-30

• 31-40

• 41-50

• 51-60

3. Gender

• Male

• Female

4. What is the training method received by employee’s?

• On the job training

• Off the job training

• Both
5. What is the duration of training program?

• 3 months

• 6 months

• 12 months

6. Type of training you received from the institution

• Special training

• Refresher training

• Delegation training

7. Induction training contains all the necessary contents which are required to train
you

• Strongly agree

• Agree

• Neutral

• Disagree

• Strongly disagree
8. Induction training is given adequate importance

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly Agree

9. Training programs are well planned

• Yes

• No

• May be

10. Employees acquired practical knowledge and skill through training

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly agree
11. The induction training is the foundation up on which you will determine

whether or not to work with this organization

• Yes

• No

• Maybe

12. You are aware of your career path in this field

• Yes

• No

• Maybe

13. Employees participate in determining the training needs

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly agree
14. You have the opportunity at work to learn and growth in this bank

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly agree

15. You have a high degree of technical knowledge for your job

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly Agree

16. Training and development stabilize the organization

• Yes

• No

• May be
17. Training helps in increasing employees’ productivity

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly Agree

18. There is any continuous evaluation of training provided

• Yes

• No

• May be

19. Competency level of employees increases due to training and development

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly agree

20. Do you have any suggestions regarding training program?