A study on career planning and development of employees in banks
Submitted in partial fulfillment of the requirements for the award of
MASTER OF BUSINESS ADMINISTRATION IN HUMAN RESOURCE MANAGEMENT(HRM)
G. Suman Jain
ENROLMENT NO: 0209390061 Under the guidance of Prof. CHARLES JAILSINGH, M.COM, M.Phil
DIRECTORATE OF DISTANCE EDUCATION PONDICHERRY UNIVERSITY PONDICHERRY-605014 (2009-2011)
First and foremost, I thank the Almighty God. I express my sincere thanks to the managers of banks for granting permission to conduct my project work in his esteemed concern and for helping and providing various information and data. I wish to convey my sincere gratitude to Prof. Charles jailsingh for showing proper direction and giving valuable advice and suggestions for varying and completing this project work. My sincere thanks are due to all the respondents who have helped and cooperated with me during the course of my survey. I am also remembering with deep appreciation and gratitude the encouragement and help received during the preparation and completion of this project work from my beloved family members and friends.
CERTIFICATE OF GUIDE
This is to certify that the project work titled “A Study on career planning and development in banks” is a bonafide work of Ms. Suman Jain Enroll No: 0209390061 carried out in partial fulfillment for the award of degree of MBA HRM of PONDICHERRY UNIVERSITY under my guidance. This project work is original and not submitted earlier for the award of any degree/diploma or associate ship of any other university/institute.
Signature of guide
Guide’s academic qualification, Designation and experience
The information in the project will be kept confidential as this information is for internal project work of Pondicherry University and it will not be used or circulated for external use. Suman Jain hereby declare that the Project Work titled “A Study on Career planning and development of employees in bank” is the original work of mine and submitted to the Pondicherry University in partial fulfillment of requirements for the award of Master of Business Administration in Human Resource Management.STUDENT’S DECLARATION
I. Ms. Moreover it is a record of original work done by me under the supervision of Prof. Suman Jain
. Charles Jailsingh. Enroll No: 0209390061 Date
Signature of the student G.
TABLE OF CONTENTS CHAPTERS PARTICULARS PAGE NO
INTRODUCTION OF THE STUDY
REVIEW OF LITERATURE OBJECTIVES OF THE STUDY NEED FOR THE STUDY LIMITATIONS OF THE STUDY INDUSTRY PROFILE
COLLECTION & ANALYSIS OF DATA
CONCLUSION QUESTIONNAIRE Bibliography
4 4.14 4.2.12 4.7 4.17 4.18 126.96.36.199.3 188.8.131.52 4.16 4.1 4.2.13 4.2.LIST OF TABLE TABLE NO
184.108.40.206 4.5 4.2.2 4.6 4.8 4.19 6
Data classification Attaining objectives During work thou dislike giving abilities to organization Coming their job on time Usage of skills Involved in lot of activities Position offering comfortable fit Awareness about career planning Freedom to do their job Risk taking in job Oppurtunities for advancement Reward and reconization Employee encouragement Team spirit Rule and regulation Required facilities provided Safe working environment Decision with superior Clean and hygiene work place
31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
.2.2.11 220.127.116.11.9 4.2.10 4.2.2.
20 4.2.4 4.4
Objectives Training provided Knowledge sharing Chi-square test Observed frequency Expected frequency Chi-square test Weighted average
53 54 55 56 57 57 58 59
.2 4.23 18.104.22.168 4.22 4.1 4.24 22.214.171.124.21
Process of performance appraisal Change in job
2.10 4.11 4.2 4.16 4.LIST OF CHARTS CHART NO
4.8 4.3 4.6 4.1 4.7 4.5 4.2.15 4.2.9 126.96.36.199.2.2.4 4.2.14 188.8.131.52 184.108.40.206.2.17
Data classification Attaining objectives During work thou dislike giving abilities to organization Coming their job on time Usage of skills Involved in lot of activities Position offering comfortable fit Awareness about career planning Freedom to do their job Risk taking in job Oppurtunities for advancement Reward and reconization Employee encouragement Team spirit Rule and regulation Required facilities provided Safe working environment
31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48
.2.1 4.13 4.2.
Decision with superior Clean and hygiene work place Process of performance appraisal Change in job
49 50 51 52
.220.127.116.11 4.2.18 4.20 4.2.
Objectives Training provided Knowledge sharing
53 54 55
According to Edwin B. Workers expect more from their jobs than just income. trained for the job. To some a career is a carefully worked out plans for self advancement to others it is a calling-life role to others it is a voyage to self discovery and to still others it is life itself. Modern personnel administration has to be futuristic. Flippo. “The occupational positions a person has had over many years”. According to Garry Dessler. it is felt that the development fund on is over. Fortunately. order and meaning to a person’s life”. since neither the requirements of the organisation nor the attitudes and abilities of employees are constant.“A career is a sequence of separate but related work activities that provide continuity.Career planning and development
INTRODUCTION MEANING OF CAREER: A Career has been defined as the sequence of a person's experiences on different jobs over the period of time. CAREER DEVELOPMENT Career development. It is too costly to leave 'career' to the tyranny of time and casualty of circumstances. A further impetus to career planning is the need for organizations to make the best possible use of their most valuable resources the people in a time of rapid technological growth and change. there has lately been some appreciation of the value of career planning and acceptance of validity of career development as a major input in organisational development. A career is a sequence of positions/jobs held by a person during the course of his working life. for it is something which requires to be handled carefully through systematisation and professional promoting. unrealistic assumption about employees functioning smoothly along the right lines. It is viewed as fundamentally a relationship between one or more organizations and the individual. it has to look beyond the present tasks. and appraised. The reason for this lack of concern regarding career development for a long time. both as a concept and a concern is of recent origin. has been the careless. 12
. Many of today's employees have high expectations about their jobs. Since the employees are educated. and the belief that the employees guide themselves in their careers. There has been a general increase in the concern of the quality of life.
abilities. interest. It contributes to man power planning as well as organizational development and effective achievement of corporate goals. Career Planning aims at identifying personal skills. To provide guidance and encourage employees to fulfill their potentials. To improve employee morale and motivation by matching skills to job requirement and by providing opportunities for promotion. Realize and achieve the goals. High employee turnover. To meet the immediate and future human resource needs of the organisation on the timely basis. To ensure better use of human resource through more satisfied and productive employees. knowledge and other features. obsolescence. Career Planning is making sure that the organization has the right people with the right skills at the right time.Career development refers to set of programs designed to match an individual’s needs. Aims and Objectives of Career Planning: Career Planning aims at matching individual potential for promotion and individual aspirations with organizational needs and oppurtunities. dissatisfaction of the employee. In particular it indicates what training and development would be necessary for advancing in the career altering the career path or staying in the current position. Where career plan sets career path for an employee. To increasingly utilize the managerial talent available at all levels within the organization. and career goals with current and future opportunities in the organization.
. Performance measure. To map out career of employees suitable to their ability and their willingness to be trained and developed for higher positions. CAREER PLANNING Career Planning is a relatively new personnel function.
NEED FOR CAREER PLANNING
• • • • 13 To desire to grow and scale new heights. It helps employee in thinking of long term involvement with the organisation. career development ensures that the employee is well developed before he or she moves up the next higher ladder in the hierarchy. To have a more stable workforce by reducing labour turnover and absenteeism. and establishes specific plans to attain specific goals. To achieve higher productivity and organizational development. Established programs on Career Planning are still rare except in larger or more progressive organizations.
OBJECTIVE OF CAREER PLANNING
• • • • • • • • • • • To attract and retain the right type of person in the organization. Its focus is on future needs and oppurtunities and removal of stagnation.
5. Increased job satisfaction enhances employee commitment and creates a sense of belongingness and loyalty to the organization.• • • •
To educate the employees It motivates employees to grow. 6. It improves employee’s performance on the job by taping their potential abilities and further employee turnover. It motivates employees to avail training and development. The proper career planning ensures that the women and people belong to backward communities get opportunities for growth and development. So the advantages are described below: For Individuals 1. scope for self-development etc. Employee will await his turn of promotion rather than changing to another organization. his priorities etc. 8. knowledge and talent. Internal promotions. up gradation and transfers motivate the employees. The process of career planning helps the individual to have the knowledge of various career opportunities. More specifically. For Organizations A long-term focus of career planning and development will increase the effectiveness of human resource management. 2. the advantages of career planning and development for an organization include: 1. enhances cultural diversity. 3. By attracting and retaining the people from different cultures. 3. It satisfies employee esteem needs. 6. family environment. The efficient policies and practices improve the organization’s ability to attract and retain highly skilled and talent employees. 7.
ADVANTAGES OF CAREER PLANNING AND DEVELOPMENT
In fact both individuals and the organization are going to benefit from career planning and development. It increases employee loyalty as they feel organization care’s about them. 4. The career plan continuously tries to satisfy the employee expectations and as such minimizes employee frustration. 5. Efficient career planning and development ensures the availability of human resources with required skill. This knowledge helps him select the career that is suitable to his life styles. 2. It helps the organization identify internal employees who can be promoted. This will lower employee turnover. 4. preferences.
. Protecting employees’ interest results in promoting organizational goodwill. boost up their morale and also result in increased job satisfaction.
For this purpose. Identifying individual needs and aspirations: It’s necessary to identify and communicate the career goals. 5. Review will also indicate to employees in which direction the organization is moving. aptitude etc. Identifying match and mismatch: A mechanism to identifying congruence between individual current aspirations and organizational career system is developed to identify and compare specific areas of match and mismatch for different categories of employees.1: Career planning & Development process
1. aspiration and career anchors of every employee because most individuals may not have a clear idea about these. Formulating and implementing strategies: Alternative action plans and strategies for dealing with the match and mismatch are formulated and implemented. 4. Career paths can be determined for each position. 2. future plans and career system of the employees are analyzed to identify the career opportunities available within it. It can also necessary to analyze career demands in terms of knowledge. Reviewing career plans: A periodic review of the career plan is necessary to know whether the plan is contributing to effective utilization of human resources by matching employee objectives to job needs. skill. a human resource inventory of the organization and employee potential areas concerned. Analyzing career opportunities: The organizational set up. 3. experience.CAREER PLANNING AND DEVELOPMENT PROCESS
Chart1. what changes are likely to take place and what skills are needed to adapt to the changing needs of the organization
On the other hand. 3. Consequently other employees may be at disadvantage.Decline stage This career stage represents the completion of one’s career usually culminating into retirement.Exploration Almost all candidates who start working after college education start around mid-twenties. one of those family members might face the problem of transfer. guidance from parents and well-wishers. this stage is of no relevance because it happens prior to the employment. 2. They are expected to train younger employees and earn respect from them. In other to show their utility to the organization. employees must remain productive at this stage. Ambitious candidates will keep looking for more lucrative and challenging jobs elsewhere. Such employees enjoy playing the role of elder statesperson. There is no desire to improve performance and improve past records.Late-Career stage This career stage is pleasant for the senior employees who like to survive on the past glory. such employees have to retire.Dual Career Families:With the increase in career orientation among women. This may either result in migration to another job or he will remain with the same job because of lack of opportunity. the dual career families have also been on increase. Many a time they are not sure about future prospects but take up a job in anticipation of rising higher up in the career graph later. Slowly and gradually they become responsible towards the job. 5. After decades of hard work.
. Establishment This career stage begins with the candidate getting the first job getting hold of the right job is not an easy task.Mid-Career stage This career stage represents fastest and gainful leap for competent employees who are commonly called “climbers”.CAREER PLANNING & DEVELOPMENT STAGES 1. responsibility. rewards and incentives are highest at this stage. Employees who were climbers and achievers will find it hard to compromise with the reality. With this. They are: 1. there is marked deterioration in their performance. Authority. There is continuous improvement in performance. This has become a complicated problem to organizations. Consequently. Others may think of “life after retirement”
LIMITATIONS OF CAREER PLANNING & DEVELOPMENT
Despite planning the career. Employees tend to settle down in their jobs and “job hopping” is not common. employees who are unhappy and frustrated with the job. number of female employees is on increase. Some candidates who come from better economic background can wait and select a career of their choice under expert. Candidates are likely to commit mistakes and learn from their mistakes. From the point of view of organization. “climbers” must go on improving their own performance. 4. employees face certain career problems.
Downsizing activities result in fixing some employees.Others:Several other problems hamper career planning.
3. lack of a rational wage structure. Downsizing and careers:Business process reengineering. and degrading some other employees. lack of a good performance reporting system.5. Employees cannot get promotions despite their career plans and development in such jobs. it is not suitable for a very small organization.Declining Career Opportunities:Career opportunities for certain categories reach the declining stage due to the influence of the technological or economic factors. technological changes and business environmental factors force the business firms to restructure the organizations by and downsizing.
. absence of adequate opposition of trade unions. ineffective attitudinal surveys. Solution for such problem is career shift.Low ceiling careers:Some careers do not have scope for much advancement. Therefore. 5. Career planning can become a reality when opportunities for vertical mobility are available. These include lack of an integrated human resources policy.2.
REVIEW OF LITERATURE
A literature review is a description of the literature relevant to a particular field or topic. It gives an overview of what has been said, who the key writers are, what are the prevailing theories and hypotheses, what questions are being asked, and what methods and methodologies are appropriate and useful. As such, it is not in itself primary research, but rather it reports on other findings
High impact career development
By: Bonnie Hagemann ( CEO, Executive development associates, Inc., Oklahoma city, USA) As today’s work place evolves companies are forced to make changes within the organization in order to keep up trends in the workplace. In a recent study, the BCG partnering with the society for HRM, identified eight new trends in the workplace and how companies should approach these changes. These can be categorized into three groups:•Development and retaining talent ➢Managing talent ➢improving leadership ➢managing balance between the employees personal life •Anticipating change ➢Managing demographics ➢Managing change in cultural transformation •Enabling the organization ➢Globalization ➢Creating an environment of learning ➢Transforming hr departments into strategic partners
Authors: Krysia Wrobel, Emory University; Patricia Raskin, Ph.D., Columbia TeachersCollege; Vivian Maranzano, Columbia Teachers College; Judith Leibholz Frankel,Executive Recruiter; Amy Beacom, Columbia Teachers College. Date: 09/08/03 Career stages are typically defined as evolutionary phases of working life. The concept of career stage evolved as psychoanalysts (Erikson), developmental psychologists (Buehler, Levinson, Piaget), and sociologists (Form, Miller) independently studied stages of life and work (Super,1957). Develop mentalists concentrated on stages of psychological development while sociologists identified periods of individuals' working lives, and by combining these two foci career stages first emerge in the literature. For example, the Exploratory Stage defined by Buehler (1933), a German develop mentalist, and the Initial Work Period classified by sociologists Form and Miller (1949) both describe the experience of adolescents' exploration of work. As a developmental stage, the Exploratory Stage represents the time period in which had adolescents define their adult identities through spousal, social, and career choices, while the Initial Work Period describes the first jobs adolescents take to explore the world of work. In this way, the contributions of both psychologists and sociologists created a framework for understanding careers using the concept of career stage. However, while these early models of career stage provide a useful structure to conceptualize career development, many of the early theorists assumed career stages to be linear and stable. Current researchers (e.g., Hall and Schein) have updated the concept of career stage to encompass modern, varied patterns of career development. These patterns tend to be more fluid and dynamic.
Christine. A. Nwuche1 Hart .O. Awa2
Abstract: Employees are veritable sources of competitive advantage and planning and developing their careers is beneficial to both the organization and the employees. This study focuses on whether organizations in Nigeria give premium to career planning and development activities; the programmes engaged in and the perceived effectiveness of programmes generally. The investigation, which adopted a cross sectional survey and utilized structured questionnaire and interviews, centred on 10 firms in Rivers State, Nigeria. Data generated were analysed using descriptive statistics, specifically percentages and means, and simple regression. The results indicate that organizations recognize the need to invest in people and do embark on career planning and development programmes but employees do not perceive programmes as overly effective. Also, although firms recognize employees as important assets for organization success, they do not give as much attention to personal needs of employees as they do corporate needs. This is potentially counterproductive. Thus, we recommend the full incorporation of employees needs in career development activities so as to address the issues of employability of employees and long term competitiveness of organizations.
One reason for all these career changes is that people often don't make informed choices. There is an ever-increasing need for us to keep learning to keep up with the rapid growth in knowledge and the rate of change of our workplace environments.Personal career management and planning By: Robert H. You Should Consider a Career Change If …. involvement in one's own development fosters greater commitment to the process than other-directed activities.
Reasons to Make a Career Change
Should a Career Change Be in Your Future? By: Dawn Rosenberg McKay The average person can expect to change careers several times in his or her lifetime. Kusy This is the fourth in a series of articles which originally appeared in Tappi Journal in 199596. Your Life Has Changed: When you chose your career your life may have been different than it is today. And. You should look for an occupation that is more "family friendly”. The crazy schedule or the frequent travel that is typical of your career Institute of Management Studies may not suit your new lifestyle..) There is an increasing need for individuals to take charge of the development of their own learning and careers for a variety of reasons: There is increasing rate of change of our organizations and in the knowledge and skills we need to perform our jobs. it doesn't guarantee it. While making an informed decision regarding your career is a good way to help insure that the career you choose is right for you. Even if you follow all the prescribed steps and choose a career that is right for you. Here are some reasons to consider leaving your current career for a new one. to introduce methods addressing the development of individuals and organizations through the field of Human Resource Development.
. Career ladders are rapidly shrinking or disappearing as reorganizations lead to flatter structures. and is reproduced with permission of the copyright owner. (The article has been updated. it may not remain your best choice forever. Rouda & Mitchell E. For example you may have been single then and now you have a family.
Sampling Unit Individual employees from different banks III. hypothesis or suggested solutions. The sample of 100 employees is taken. collecting. It may be understood as science of studying.the employees were categorized as middle level and low level employees II. making deductions and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis or not. Research is an important pre-requisite for a dynamic organization. In it the various steps are described that are adopted by a researcher in studying his research problems. Descriptive Research Studies a r e t h o s e s t u d i e s . formulating. group or situation or used to describe the phenomena already exists. with narration of facts and characteristics concerning individual. The population: . • • • Exploratory Descriptive Causative
The type of research carried out for this project is Descriptive in nature.
A research design is purely and simply the frame work of plan for a study that guides the collection and analysis of data. AREA OF STUDY The units selected for the purpose of study are hundred employees from different banks SAMPLING DESIGN I. organizing and evaluating data. he can only report what has happened or what is happening. It is a blue print for a complete study. It resembles the architects blue print map for constructing a house. w h i c h a r e c o n c e r n e d w i t h specific predictions.RESEARCH METHODOLOGY
Research comprises defining and redefining problems. The methods of research utilized in descriptive research are survey methods of all kinds. Sample Size
.A sample design is a definite plan for obtaining a sample from a given population. The main characteristic of this method is that the researcher has no control over the variables. There are three types of research design namely. The research methodology is a written game plan for conducting research. including comparative and co relational methods.
iii. state bank of India.
. Judgmental Sampling technique was used in which researcher choose any item from the whole population which he thinks or take as the typical and true representative of the population. DATA COLLECTION The task of data collection begins after a research problem is being defined and research design chalked out. Although large samples are more reliable but due to shortage of time some representative of these different banks had been selected. collection of data 2.presentation of data 4. union bank of India. Magazines.analysis of data. Data types: a) Primary Sources The primary data are those which are collects fresh and for the first time.This refers to the some chosen units out of whole population. The primary source of collecting the data was through interview method in which the researcher personally interviewed the respondents. Direct observation was made to understand the commitment among employees. year of experience. Data is also collected from:i. Each respondent was asked to fill a questionnaire covering the personal data of the respondents such as age. The time duration to fill the questionnaire was 15-20 minutes. Sampling Technique This refers to procedure by which the samples have been chosen for the purpose of data collection. HR Manual. IV. Indian overseas bank and 100 employees were taken as the sample respondent. b) Secondary Sources The secondary data are those which have already been collected by someone and which have already been passed through the statistical process. Various Books. income. Sample size: the target group included respondents drawn from Indian bank. and thus happen to be original in character. Internet. STEPS OF METHODOLOGY USED 1. The questionnaire also included dimensions relating to organizational commitment among employees. ii.organisation of data 3.
Weighted AVERAGE method is used to sum up the views of the various respondents to obtain mean score for the particular statement. 4. 2. To suggest appropriate measures to improve the efficiency of employees. Number of responses Percentage = -----------------------------------------.x 100 Total number of employees
Chi – square test is used to substantiate the results arrived using earlier methods. To analyze the awareness of the employees about their career and its development. 25
. OBJECTIVES OF THE STUDY 1. This gives a picture of respondent’s expression on particular point. 3. The formula for chi – square analysis.TOOLS AND ANALYSIS
Statistical Tools Following are the statistical tools involved in the research project. = (O-E) 2 --------E O = observe value E = Expected value Degree of Freedom = (n-1) (c-1) If calculated value < Tabulated value – Accept null hypothesis If calculated value > Tabulated value – reject null hypothesis SCOPE OF THE STUDY This study is made to know the Career Planning & Development Programs in banking industry. that may have planned and implemented for the betterment of employees. Total score = Number of Respondents * weighted Average Mean score = Total score Frequency Percentage analysis is used to give a tabulated representation of the respondent’s viewpoint. To study the career planning of employees in banking industry. It also attempts to analyze the views and attitudes of Executives on such programs. X2 Where. To study the impact of organizational support on career planning and development of employees.
4. The findings of this study are subject the bias and prejudice of the respondents.
. This study is conducted with a sample size of 100 respondents. The study was restricted to banking industry . hence the findings of this study cannot be generalized. 3.LIMITATIONS OF THE STUDY 1. 2. Hence objectivity cannot be ensured. The accuracy of finding is limited by the accuracy of the statistical tools used for the analysis .
State-owned banks The Indian banking sector is dominated by 28 state-owned banks which operate through a network of about 50.. private sector banks. the Reserve Bank of India (RBI) regulates the banking industry and lays down guidelines for day-to-day functioning of banks within the overall framework of the Banking Regulation Act. subsidiaries. Canara Bank. Some of the well known private sector banks are ICICI Bank. With total assets of more than Rs 2. Indian banks. Since the launch of the economic liberalisation and global programme in 1991.000 billion ( about 44 billion US dollars) they are present in 40 centres across 19 Indian states and Union Territories.000 branches and 13. Bank of Baroda. foreign banks. India is also committed to further open the banking sector for foreign investment in pursuance to its commitment to the World Trade Organisation (WTO).INDUSTRY PROFILE
Banking industry: India has a strong and vibrant banking sector comprising state-owned banks. In addition there are non-banking financial companies (NBFCs). Some of the leading international banks that are doing brisk business in 27
. As monetary authority of the country. The other large public sector banks are Punjab National Bank. financial institutions and regional banks including cooperative banks. Foreign Exchange Management Act. HDFC Bank and IndusInd Bank.000 ATMs. In terms of reach the private sector banks with an asset of over Rs 5. joint ventures and representative offices outside India. The public sector banks have overseas operations with Bank of Baroda topping the list with 51 branches.700 billion (about US$124 billion) operate through a network of 6. 1949. Bank of India and IDBI Bank.500 ATMs. Nidhi companies and chit fund companies which play the role of financial intermediaries. India has considerably relaxed banking regulations and opened the financial sector for foreign investment. rural banks and local area banks. Yes Bank is the latest entrant to the private sector banking industry. have 171 branches/offices abroad. housing finance companies. 1999 and Foreign Direct Investment (FDI) policy of the government. followed by SBI (45 overseas branches/offices) and Bank of India (26 overseas branches/offices). SBI is present in 29 countries followed by Bank of Barod (20 countries) and Bank of India (14 countries). Foreign banks: As many as 29 foreign banks originating from 19 countries are operating in India through a network of 258 branches and about 900 ATMs.500 branches and over 7. 7. Private sector banks India has 29 private sector banks including nine new banks which were granted licences after the government liberalised the banking sector. The State Bank of India (SBI) in the largest bank in the country and along with its seven associate banks has an asset base of about Rs. including private sector banks.000 billion (approximately US$150 billion).
(2 branches) 3.V. These institutions provide term loans and arrange refinance. Out of the total about 450 NBFCs are allowed by the RBI to collect funds from the public. Financial institutions India has seven major state-owned financial institutions which include Industrial Development Bank of India (IDBI). and ABN-AMRO Bank. Canara Bank is helping Chinese banks recover their huge non-performing assets (NPA). Many of these banks are not doing well financially and the government is currently engaged in restructuring and consolidating them. urban cooperative banks. Arab Bangladesh Bank Ltd. Large NBFCs have an asset base of about Rs 3.000 billion (about 65 billion US dollars). Recent developments: State Bank of India has acquired 76 per cent stake in Giro Commercial Bank. ICICI bank is in the process of taking over Sangli Bank. American Express Bank (7 branches) 5.A.V. rural cooperative credit institutions and local area banks. Exim Bank. HSBC Bank. Tourism Finance Corporation of India (TFCI). Antwerp Diamond Bank N. Non-banking financial companies India also has a vibrant NBFC sector comprising 13. hire purchase etc. In addition.000 NBFCs that are registered with the RBI and fund activities like equipment leasing. 2006 four such banks were operating in the country. 2006) belonging to 14 countries were operating in India through their representative offices. Abu Bhabi Commercial Bank Ltd. Citibank N. Local area banks were of recent origin and as on March 31. (1 branch) Regional banks: Rural areas in India are served through a network of Regional Rural Banks (RRBs). Indian Railway Finance Corporation (IRFC). Infrastructure Development Finance Company (IDFC) and state-level financial corporations. Foreign banks operating in India: 1. National Bank for Agriculture and Rural Development (NABARD) and National Housing Bank (NHB). 28
. There are also specialised institutions like the Power Finance Corporation (PFC). (24 branches) 2. (1 branch) 4. ABN-AMRO Bank N. Industrial and Financial Corporation of India (IFCI).India include Standard Chartered Bank. a Kenyan bank for US$7 million. 31 foreign banks (as on September 15. a private sector bank based in Maharashtra. Bank of Baroda is planning to acquire a bank in Africa to consolidate its presence in the continent. Small Industries Development Bank of India (SIDBI).
l. With regard to interest rates. The RBI permission is also needed for board level appointments in banks. and lays down other conditions for day-to-day operations..
.c. individual banks are free to fix rates with the exception of savings bank rate which is decided by the RBI. (based in Italy). Vneshtorgbank (Russian trade bank). Banca Popolare di Vicenza (Italian bank). Banche Popolari unite S. The individual banks are free to fix lending rates. Promsvyazbank (Russian commercial bank).r. opening branches and off site ATMs. 1956 they are regulated by the RBI which grants licence to companies for operating a bank. GOVERNMENT REGULATIONS: Although the banking companies are registered under the Companies Act. Monte Dei Paschi Di Siena (Italian bank) and Zurcher Kantonalbank (Swiss bank) to set up representative offices in India.. fixes statutory liquidity ratio (SLR) and cash reserve ratio (CRR).The RBI has recently allowed the Commonwealth Bank of Australia.
A M .COLLECTION AND ANALYSIS OF DATA
Table 4.NO Particulars factor No of respondent 75 25 percentage
Adult (2140)yrs Mid-life(40-55) Male Female
B.1 shows the data classification of the respondents S.com others
30 32 25 23
30% 32% 25% 23%
whereas none was strongly disagreeing in doing so. c.2.1 Attaining objectives options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 56 27 15 2 0 100 Percentage 56 27 15 2 0 100
INTERPRETATION: From the above chart it is found that most of the employees strongly agreed to their attaining career objectives.
. e.2.Percentage analysis:
Table 4. d. b.1 views of the respondents about attaining objectives a. Chart 4.
d.2 view of respondents in doing the work even when they don’t like options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 15 42 33 7 3 100 percentage 15 42 33 7 3 100
Doing work even when they don’t like
INTERPRETATION: From the above table it is observed that 42% of the employees agreed to doing work even when they dislike it while only 3% strongly disagreed with the statement.2. Chart 4.Table :4. b. c. e.
.3 view of respondents about giving their abilities to the organization options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 60 43 7 0 0 100 Percentage 60 43 7 0 0 100
a.2.43% agreed whereas none of the respondent disagreed to the statement. e.2. b.Table 4.3
Giving their abilities to the organization
INTERPRETATION: From the above table it is found 60% of the respondents strongly agreed to using their abilities for the organization. Chart 4. d. c.
e. 19% remained neutral. b.2. Chart 4.
. 37% strongly agreed. d. 18% and 4% disagreed and strongly diaagreed respectively in conpleting their job on time.Table 4.4 view of respondents about completing their work on time Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 22 37 19 18 4 100 percentage 22 37 19 18 4 100
completing their work on time
INTERPRETATION: From the above table it is interpretated that 22% of the employees strongly agreed to completing their job on time. c.2.
e.5 view of respondents on usage of skills a.
. agreed 34%.Table 4. b. c.2. 14% neither agreed nor disagreed.5 Usage of skills Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 27 34 14 20 5 100 percentage 27 34 14 20 5 100
INTERPRETATION: From the above table it is analysed that the respondents strongly agreeing to using their skills are 27%. Chart 4. d.2.
.2.6 Involving in lot of activities as part of the job options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 30 35 15 15 7 100 percentage 30 35 15 15 7 100
INTERPRETATION: From the above chart it is found that 30% of the employees strongly agreed to involving themselves in activities.6 view of respondents in involving in lot of activities as part of the job a. b. e.Table 4. d.2. c. Chart 4. whereas 7% was strongly disagreeing in doing so.
2. e.Table 4.7 view of respondents on positions offering comfortable fit options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 15 27 7 33 18 100 percentage 15 27 7 33 18 100
Positions offering comfortable fit
INTERPRETATION: From the above table it is interpretated that 15% of the employees strongly agreed on positions offering comfortable fit. 33% and 18% disagreed and strongly disagreed respectively on positions offering comfortable fit.
. b. d. Chart 4.2. 27% strongly agreed. 7% remained neutral.
c. whereas 15% was strongly disagreeing in doing so.
. b.8 view of respondents on awareness of career planning a.2.2.Table 4. e.8 Awareness of career planning Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 12 27 20 25 15 100 Percentage 12 27 20 25 15 100
INTERPRETATION: From the above chart it is found that 12% of the employees strongly agreed to having awareness of career planning activities. Chart 4. d.
Chart 4.9 view of respondents on their freedom in their job a.2. 10% neither agreed nor disagreed. 27%disagreed and 13% strongly disagreed .2. c. agreed 32%.
.9 Freedom in their job Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 18 32 10 27 13 100 percentage 18 32 10 27 13 100
INTERPRETATION: From the above table it is analysed that the respondents strongly agreeing to having freedom in doing their job are 18%. b. d.Table 4. e.
10 Taking risk in the job Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 27 31 8 20 14 100 percentage 27 31 8 20 14 100
INTERPRETATION: From the above table it is interpretated that 27% of the employees strongly agreed totaking risk in their job. d.
.2.2. 16% remained neutral. 20% and1 4% disagreed and strongly disagreed respectively in taking risk.Table 4. b. e.10 view of respondents in taking risk in their job a. 31% strongly agreed. c. Chart 4.
Chart 4.11 view of respondent’s opportunities for advancement a. whereas only 2% was strongly disagreeing to it.2.
.2. c.11 Respondent’s opportunities for advancement Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 21 45 21 11 2 100 percentage 21 45 21 11 2 100
INTERPRETATION: From the above chart it is found that 21% of the employees strongly agreed to having opportunities for advancement .Table 4. d. e. b.
agreed 52%. d.
. e. c.12 view of respondents on reward and recognisation a. Chart 4.2. b.2.Table 4. 3%disagreed and 2% strongly disagreed. 16% neither agreed nor disagreed.12 Reward and recognisation Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 35 52 16 3 2 100 Percentage 35 52 16 3 2 100
INTERPRETATION: From the above table it is analyzed that the respondents strongly agreeing to having reward and recognisation are 35%.
2. b. Chart 4.Table 4.2. 18% and 4% disagreed and strongly diaagreed respectively in encouragement on good performance.
.13 view of respondents on encouragement for good performance a. c. e. 37% strongly agreed. d. 19% remained neutral.13 Encouragement for good performance Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 32 43 15 7 3 100 percentage 32 43 15 7 3 100
INTERPRETATION: From the above table it is interpretated that 22% of the employees strongly agreed to encouragement on good performance.
Chart 4.Table 4. 11% neither agreed nor disagreed.2.2. agreed 42%. 21%disagreed and 3% strongly disagreed .15 Team spirit in organization Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 33 42 11 21 3 100 Percentage 33 42 11 21 3 100
INTERPRETATION: From the above table it is analysed that 33% respondents strongly agreeing to having team spirit in the organization .14 view of respondents on team spirit in organization a. c. e.
. b. d.
15 view of respondents on level of satisfaction a.15 Level of satisfaction Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 23 66 7 3 1 100 percentage 23 66 7 3 1 100
INTERPRETATION: From the above chart it is found that 23% of the employees strongly agreed to level of satisfaction. c.2. e.
. d. whereas only 1% was strongly disagreeing to it.Table 4. b. Chart 4.2.
16 Organization rules and regulations Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 25 54 8 10 3 100 percentage 25 54 8 10 3 100
INTERPRETATION: From the above table it is analyzed that 25% respondents are strongly agreeing to following rules and regulations. e.2.Table 4.2. 54% agreed %. c. Chart 4. b. 8% neither agreed nor disagreed. d.16 view of respondents on organization rules and regulation a. 10%disagreed and 3% strongly disagreed
17 view of respondents on facilities provided a. Chart 4. b. c. 18% and 4% disagreed and strongly disagreed respectively in facilities provided.17 Facilities provided Options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 28 42 8 19 11 100 percentage 28 42 8 19 11 100
INTERPRETATION: From the above table it is interpretated that 28% of the employees strongly agreed to facilities provided. e. 42% agreed.Table 4.2. 8% remained neutral.
18 Safe working environment options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 61 33 3 2 1 100 Percentage 61 33 2 3 1 100
INTERPRETATION: From the above chart it is found that most of the employees strongly agreed to having safe working environment.
.2.Table 4. c. whereas only 1% was strongly disagreeing to it. Chart 4. d. e.18 view of respondents on safe working environment a. b.2.
2. 23% and 7% disagreed and strongly disagreed respectively. d.2. 14% remained neutral.Table 4. Chart 4.19 Clean and hygienic work environment options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 21 35 14 23 7 100 percentage 21 35 14 23 7 100
INTERPRETATION: From the above table it is interpretated that 21% of the employees strongly agreed tohaving better working conditions.
.35% agreed.19 view of respondents on clean and hygienic work environment a. b. c. e.
e.20 view of respondents on discussion with superiors a. 23% neither agreed nor disagreed.
. 36% agreed %.2. 16%disagreed and 8% strongly disagreed.2. b.Table 4.20 Discussion with superiors
INTERPRETATION: From the above table it is analyzed that 17% respondents are strongly agreeing to having discussions with the superiors . options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 17 36 23 16 8 100 percentage 17 36 23 16 8 100
Chart 4. d. c.
Chart 4.2.2. e.21 Performance appraisal options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 18 55 21 4 2 100 percentage 18 55 21 4 2 100
INTERPRETATION: From the above chart it is found that 18% of the employees strongly agreed to performance appraisal.
.Table 4.21 view of respondents on performance appraisal a. c. b. d. 55% agreed whereas only 2% was strongly disagreeing to it.
7% disagreed and 3% strongly disagreed .
. 15% remained neutral. b. Chart 4.2. c.2.Table 4.60% agreed. e. d.22 Change of job options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 15 60 15 7 3 100 percentage 15 60 15 7 3 100
INTERPRETATION: From the above table it is interpretated that 15% of the employees strongly agreed to change the job if the task alloted is monotonous .22 view of respondents on change of job a.
.Table 4.2. c.23 Training provided by organization options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 21 63 14 2 0 100 percentage 21 63 14 2 0 100
INTERPRETATION: From the above chart it is found that 21% of the employees strongly agreed on training provided to them.2.23 view of respondents on training provided by organization a. 63% agreed and nobody strongly disagreed to it. d. b. Chart 4. e.
d.24 view of respondents on knowledge sharing activities a. b.24 Knowledge sharing activities options Strongly Agree Agree Neutral Disagree Strongly disagree Total No of respondents 25 65 6 4 0 100 Percentage 25 65 6 4 0 100
INTERPRETATION: From the above chart it is found that most of the employees agreed in sharing their knowledge within the team. Chart 4.Table 4. e.2.2.
49 .488 Interpretation Since the calculated value is more than the tabulated value. O Strongly agreed Agreed Neutral Disagree Strongly disagree Total 100 20. Result Calculated value : 20.3.3 Chi – square.
Null Hypothesis (H0)There is no significant different in opinion among the respondents towards attaining the career objectives.one way calculation Table 4.1 To test whether there is any significant difference in opinion among the respondents towards attaining the career objectives.4. Alternate hypothesis (H1)There is significant difference in opinion among the respondents towards attaining the career objectives. Alternate hypothesis is accepted.24 4 56 E 20 O-E 36 (O-E)2 1296 (O-E)2/E 12.94 27 15 2 0 20 20 20 20 7 -5 -18 -20 49 25 324 400 .94 Tabulated value : 9. Hence there is significant difference in opinion among the respondents towards attaining the career objectives.25 3.
3.04 12.60 8.3 Total 27 31 16 22 14 100 Male 20 21 4 10 8 63 Female 7 10 4 10 6 37 Total 27 31 8 20 14 100
.Chi-square test-two way calculation
Table 4.01 19.99 11.47 2.40 5.3 showing expected frequency Taking risk Strongly agreed Agreed Neutral Disagree Strongly disagree Total Male 17.2 to test whether there is any significant difference in opinion among male and female towards taking risk in the job.18 58.53 5.96 7.3.7 Female 9.82 51. Observed frequency Taking risk Strongly agreed Agreed Neutral Disagree Strongly disagree Total Expected frequency of any cell E= (row total for the row of that cell) * (column total for the row of that cell) (Grand total) Table 4.
04 -2.772 6. Result Calculated value : 6.536 4.53 5.6 17.76 81.
.149 Tabulated value : 9.102 0.04 12.6 9.
O Strongly agreed Agreed Neutral Disagree Strongly disagree Total 21 4 10 8 20
E 17.214 0.94 2.488 Interpretation Since the calculated value is less than the tabulated value.0816 6.01
O-E 2.Table 4.01
(O-E)2 8.525 0.01 19.149
Null Hypothesis (H0)There is no significant different in opinion among male and female towards taking risk in the job. null hypothesis is accepted.99 1. Hence there is no significant difference in opinion among male and female towards taking risk in the job.47 -1.3.16 1.4 table showing the calculation of chi-square test.18
(O-E)2/E 0. Alternate hypothesis (H1)There is significant difference in opinion among male and female towards taking risk in the job.
options a. c.03 Mean score
Interpretation: Most of the respondents consider the constant training provided to enhance the career is satisfying.4. Strongly Agree (5) Agree (4) Neutral (3) Disagree(2) Strongly disagree(1) Total Total score ---------------------No of respondents 403 ------------100 No of respondents 21 63 14 2 0 100 Total score 105 252 42 4 0 403 4.4 Weighted average analysis Table 4.
. b.1 views of respondents regarding the constant training provided to enhance the career . e. d.4.
It has been found that employees will look forward to change in job if the job allotted to them is monotonous. Most of the employees considered the constant training provided to them is enhancing their career. Most of the employees have felt that they are successful in attaining their career objective. Many of the employees felt their efforts are not been encouraged and recognized. Majority of the respondents were happy with their growth in the organization. Very few employees disagreed to do the work even though inspite of not liking it. Half of the employees were not satisfactory with the working condition provided. Almost all the employees agreed upon the organization providing a safer environment. Though most of the employees used to complete their job on time. Among the respondents very few disagreed to not following the rules and regulations of the organization.Findings
The chapter highlights major inference drawn from the study results and also presents certain workable suggestions for implementation.
. there were few who disagreed.
. Trust and good faith have to be inculcated in employees through team building exercises.Suggestions
Awareness about career planning and development has to be made among employees. Employees should be motivated with rewards and recognisation. The organization must improve upon their working conditions. Superiors must encourage their subordinates to perform better. Proper training and development activities have to be provided to the employees.
And study concludes that in banking industry because of its monotonous task and due to tough pressure as well as more stress and frustration.
. Career planning helps an employee know the career opportunities available in organization. Employees also prefer sound recognisation as well as proper training. the objectives of the study.Conclusion
Career planning and development programs as we find from the study plays crucial role in employee as well as organizations development. Conclusively that was worthwhile to choose such topic as project. On the basis questionnaire and personal interviews with the employees It was also found that promotion is the major reason that sticks them with the current job. So for conclusion. to get the overall knowledge about actually what the career planning and development is. This knowledge enables the employee to select the career most suitable to his potential and this helps to improve employee’s morale and productivity. a in particular line and may be a particular industry in which one wants to make the career and get enough chances of advancement in career. Career planning is an integral part of every organization. need to be handling the careers of most valuable asset that is the People. But for the researcher also to select the career. It motivates and inspires employees to work harder and keeps them loyal towards the organization. the scope of such programs in the banking industry are adequately fulfilled. which is not only important for an employee and employer.
I assure you that the information collected will be used only for academic purpose. final year student of Master of Business Administration (Human Resource Management) at Loyola College Twinning Program affiliated with Pondicherry University. I request you to kindly furnish the necessary information and give us your frank and honest option. Suman Jain. G.
Thanking you for your cooperation. I am doing a study on “Career Planning and Development of employees”. Suman Jain
CAREER PLANNING AND DEVELOPMANT OF EMPLOYEES IN BANK Respected Respondents. I am G. Yours faithfully. As a part of my master’s degree. I undertake the project work in IV Semester.
Name : Qualification : Marital Status : Age : Years of experience : years Single Married Mid life Adults (40-55) years 6 to 10 years 11 to 15
Adult (21-40) years Less than 5 years
More than 15 years
.Please indicate your agreement with the following proportions concerning your job.
It is important for me to work hard. 7. I always wish to complete my job on time 9. I will give the best of my abilities to the organization. I have been successful in attaining my career objectives 3. I have been involved in lot of activities which are part of my job
. 10. 4. 6. I have used all the skills in my job
11.The response is collected on a five point scale 1 = strongly agree 2=agree 3=neutral 4=disagree 5=strongly disagree
1. even if I don’t like the work 5. 12. 8. 2.
13. I have the freedom to do what I want in my job
I am afraid to take risks in my job
4 11 My manager encourage me to take up creative job 1 2 3 5
This qualities have been recognized and rewarded in my work place The company encourages employee for good performance
16. 14. I have been positions offered for a comfortable fit. I am aware of career planning exercise done in banks 18.
There is a high level of team spirit in my organization I have good growth in my organization
15 All facilities require to my job is provided 17 18 Company provides me a safer environment My workplace has clean and hygienic environment 19 20 I frequent discuss with team supervisors to plan ahead for my advancement The performance appraisal process paves for good advancement in career I constantly look forward for change in job if allotted task is monotonous Opportunities for advancement are encouraged 23 24 Constant training is provided by my organization to enhance my career Supervisor encourages for knowledge sharing activities within the team
3 3 4
(2003). 2.2004) by Kannan R Armstrong M.). (1997). Career Systems in Transition: A Normative Model for Career Practices. Personnel review.). C. Productivity.cscanada.scribd. (2003). W. and Worley C. 17-27. Human Resource Management: A Contemporary Perspective (2nd ed.). Managing Human Resources.). Baruch.com www. Beardwell.com www. Positive Compromise: A New Perspective for Career Psychology. I. London: Pitman. Cascio.BIBLOGRAPHY
360 degree feed back and competency mapping by Radha Sharma Taking charge of your career(paperback. 32(2). 2.indiaedu. Ohio: South-Western. Organization Development and Change (8th ed. 231-251. 13(2). Quality of Life. L. (2001).com
. A Handbook of Human Resource Management Practice (8th ed. pp. and Holden. 117-127 Websites www.zcareer. Y. 2011. New York: McGraw Hill.banking.com www. T. (2004). Profits (6th ed.net www. International Business and Management Vol. Chen. Cummings. No. (2005). Australian Journal of career development. London: KoganPage.