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INTRODUCTION
Since its inauguration by Mahatma Gandhi in 1919, the Union Bank of India has grown to become one of
the country’s largest public sector financial institutions. With annual revenue of more than INR 6,000 crore
(approximately US$1.3 billion), the bank is more than fulfilling Gandhi’s directive that India “should have
the ability

to carry on a big bank, to manage efficiently crores of rupees in the course of our
national activities.”
The Union Bank of India now operates more than 2,000 branches across India, administered by
approximately 80 offices, including 43 regional offices. To be the first choice for customers by building
beneficial and lasting relationships with customers through continuous improvement, and in recent years
the pursuit of this vision has seen it embrace state-of-the-art banking technology, including online banking
and payment gateway solutions. As a result, the bank has earned a reputation for being technology-savvy
and customer service-focused.
Union Bank has ensured complete customer delight, living up to its image of, “GOOD PEOPLE TO BANK
WITH”. Anticipative banking- the ability to gauge the customer's needs well ahead of real-time - forms the
vital ingredient in value-based services to effectively reduce the gap between expectations and
deliverables.
The key to the success of any organisation liew with its people. No wonder, Union Bank's unique family of
about 26,000 qualified / skilled employees is and ever will be dedicated and delighted to serve the
discerning customer with professionalism and wholeheartedness.
We have choosenthis bank due to its performance in banking sector. It is public sector bank but from its
efficiency it has proved the PSU are not inefficient . By highest per employee out put & business
generation it has made a stander of efficiency in private banks also. Now we like to known what policys in
Human Resources they adopted to being efficient like this. through the frame work in HR management
and clear vision they made the work place goal oriented and performance based.
CORPORATE MISSION
✔ A logical extension of the Vision Statement is the Mission of the Bank,which is
to gain market recognition in the chosen areas.
✔ To build a sizeable market share in each of the chosen areas of business
through effective strategies in terms of pricing, product packaging and
promoting the product in the market.
✔ To facilitate a process of restructuring of branches to support a greater
efficiency in the retail banking field.
✔ To sustain the mission objective through harnessing technology driven
banking and delivery channels.
✔ To promote confidence and commitment among the staff members, to
address the expectations of the customers efficiently and handle technology
banking with ease
ORGANISATIONS HUMAN RESORCE STRUCTURE
The success of any organization depends upon the structure of business control and capecityto take
best suited frame to develop a motivation to achive the goals. We can see that it is a listed company and
have well managed human planning. Now we can focus over the flow of control within the organization.It
has a lean three-tier structure. The delegated powers have been enhanced. The decentralised power
structure has accelerated decision making process and there by Bank quickly responds to changing
needs of the customers and has also been able to adjust with the changing environment.Bank has five
General Manager Offices at Ahemedabad, Lucknow, Delhi, Mumbai, Calcutta and Chennai which function
as an extended arm of corporate office. It also has two Zonal Offices at Bhopal and Pune. Tier 3
comprises of 43 Regional Offices at various geographical center of the country.
Chairman & MD
Executive
Director
Joint Executive Director
•
General
Manager
CA Directore
•
Divisional
GM
Workman Director
•
Assistant
GM
Shareholder Director
•
Chief Manager
•
Branch Maneger
•
Officers
•
Clerk
•
Sub Staffs
Selection and Recruitment

With so many employees, staff administration from the central office posed numerous challenges,” said
Laxman Rao Koka, deputy general manager, Human Resource Management Department, Union Bank of
India. “Whenever we needed to manage any large-scale processes such as shifting of staff or
promotions,
The recruitment is done on the basis of forecasting of HR department. the need is decided on the basis of
planning of expansion of branches and value added services introduced by the banks. The whole process
is done by HR department by own and higher authority controls the official & Clark but the low end staff
are recruited by regional level in part time or full time basis.
Internal recruitment
The permutation based recruitment is done by the internal management for fulfillment of vacancy due to
retirement and new branches. The promotional exams are taken for all levels in management and
subordinates. The performance in working and application based knowledge is asked in interviews while
the written exam is also taken for minimum qualification. The term performance appraisal is taken for this.
one more feature is that the promotion is also given on the basis of seniority. While the candidates are
send other zonal according staff needs.
External recruitment
When the required nos. are not fulfilled by internal recruitment bank makes process for external
recruitment. The bank belongs to PSU so that it has to follow the guideline of Govt. For the purpose. The
bank has to make a public advertisement and disclose all facts, term & conditions. The selection is made
on the basis of the candidate’s performance
Candidates passing in both the Written Test and the Personal Interview be finally ranked in a descending
order on the basis of the aggregate marks obtained in the Written Test &
Personal Interview under the respective GEN / SC / ST / OBC Category.
For the purpose they doesnot take any service of management consultant, management institute,
recommendation, deputation personal. The selection process like (a) Job Analysis (b) Initial screaming (c)
Application Bank (d) Test (e) Interview (f) Refrence Check (g) Medical Final (h) Job Offers all are done by
bank alone. The lower end staffs can be directly taken by nodal office. I
Training and Development
Union bank has one of the best training systems in India. The training system of Union Bank has been
awarded the prestigious Golden Peacock National Training Award instituted by the Institute of Directors,
New Delhi for the best training system

in the Country. Presently the training structure consists of the Staff College at Bangalore, and seven
centers in various parts of the country. The training is designed, delivered and assessed, based on
systems suggested and put in place by overseas consultants M/s. Vinstar Limited (AGL Group) of New
Zealand. These systems have been tested and refined by practical application. At Union Bank, the
training facilities offer an admirable approach to these opportunities.
In our pursuit of achieving higher standards they have further upgraded our systems and sized up to
'international norms'. After a rigorous audit, in February 2001, the College is awarded ISO 9001
certification (for Design and Development of Customized Training Programs) by Det Norske Veritas, of
the Netherlands. They are the only Bank to obtain ISO certification for the training system.
They have devised an outcome-oriented training process. Each and every module is designed so that
learning takes place through interaction. It is also ensured that this learning is translated into action at the
work place. There training programs actually deliver value to the Organization. Post course surveys
conducted by us
have confirmed this. . Physical, mental, spiritual and social upgradation of self for an individual and
building of teams of performers of outstanding Organizations take place in the most natural way. Seldom
has there been a time in which it has been necessary for Organizations to attune Attitudes, upgrade Skills
and kindle sparks of Knowledge in their human force to the extent and with the rapidity required today.
Our 'facilitators' to learning - "Faculty" or "Trainers" in the common parlance- are experienced bank
officers with many years of exposure in the entire gamut of banking. All the facilitators have been through
an intensive orientation program on adult learning processes drawn up by Vinstar of New Zealand. They
are also exposed periodically to updating of skills and awareness in leading institutions in the country.
Some have also been nurtured with professional training abroad at premiere institutions like Columbia
Business School, New York and the Manchester Business School, England

THE PROGRAMS
Currently the College is running training programs in the following disciplines:
1.International Banking 2.Credit 3.Information Technology 4.General Banking 5.Marketing and
6.Management and human resource development. Union Bank is also organizing executive education
programs in association with Icfian Business School - an arm of the Institute of Chartered Financial
Analysts of India, Hyderabad. In this stream following programs are offered:1.Finance for Non-Finance
executives 2.Treasury and forex management 3.Software- project management 4.The Service edge -
improving service quality
Motivation
What motivates people is an important consideration for captains of industry, commerce and the public
sector - in fact anyone who works with other people - since people are central to the success of
organizations. Leadership and Motivation explores the subject in depth. What motivates people is an
important consideration for captains of industry, commerce, and the public sector -- in fact anyone in a

position of leadership. Leadership and Motivation explores the subject in depth. Adair reassesses the
theories of Herzberg and Maslow -- still the major contributors to our understanding of motivation.
In mid-2003, as part of its corporate vision to promote confidence and commitment among its 27,000-plus
employees, Union Bank began a major review of its human resources (HR) administration systems.
Those goal was to provide an error-free, user-friendly, simple, and 24/7-accessible ERP solution to the
bank and also to the employees, with a better MIS facility and employee self-service,” explained Rao.
“Such an ERP solution needed to be amenable for modification as required by the users; it needed to
have the facility to upload the data from the existing application for interfacing with the bank’s financial
package.” PeopleSoft Enterprise Human Capital Management applications provided the answer. The
system, known as “Union Parivaar”, helps to identify human capital, measure its capability,
The structure given by the bank was like this. it clears the need of team work to achieve the goal. The
structure further help to make co-ordination between different level of management and effective
communication system also. A centralized database vastly improved how common HR processes were
managed. Employees gained self-service access via a user-friendly Web interface, ensuring they could
quickly and accurately specify their HR needs and receive a timely response.

Medical:- 75% of total expense to family ,100% to employee

Yearly Rs, 1000 check-up allowance
Fuel:- 2 wheeler- 15 liter of petrol
4 wheeler – 25 liter of petrol
HRA allowance:- 50% of basic pay max.
Depends upon class of town
Children education:- as per income tax limit up to 2 children
DR allowance:- accordance to real expense
The organization also offers its employees a trip within India in every 4 year. While
executives have options for world tour also. The salary depends upon these factors.
○

Rank within organization

○

Scale in management level

○

Nature of job
○

Working condition
○

Years of working
○

Retirement option choosen

Performance Appraisal
By the same token, appraisal results are used to identify the poorer performers who
may require some form of counseling, or in extreme cases, demotion, dismissal or
decreases in pay. (Organizations need to be aware of laws in their country that
might restrict their capacity to dismiss employees or decrease pay.)
Whether this is an appropriate use of performance appraisal - the assignment and
justification of rewards and penalties - is a very uncertain and contentious matter.
The advocates of this approach say that organizations must have a process by
which rewards - which are not an unlimited resource - may be openly and fairly
distributed to those most deserving on the basis of merit, effort and results. There is
a critical need for remunerative justice in organizations. Performance appraisal -
whatever its practical flaws - is the only process available to help achieve fair,
decent and consistent reward outcomes.

Performance appraisal takes into account the past performance of the

employees and focuses on the improvement of the future performance of the employees. attempt to
provide an insight into the concept of performance appraisal, the methods and approaches of
performance appraisal, sample performance appraisal forms and the appraisal software’s available etc.
An attempt has been made to study the current global trends in performance appraisal.
They are well aware about fact about pay accordance the work. Here the
salary is fixed but promotion depends upon the performance book.
Think about everything that performance appraisals can achieve and
contribute to when they are properly managed, for example:
•
performance measurement - transparent, short, medium and long term
•
clarifying, defining, redefining priorities and objectives
•
motivation through agreeing helpful aims and targets
•
motivation though achievement and feedback
•
training needs and learning desires - assessment and agreement
•
identification of personal strengths and direction - including unused
hidden strengths
•
career and succession planning - personal and organisational
•
team roles clarification and team building
•
organisational training needs assessment and analysis
•
appraisee and manager mutual awareness, understanding and
relationship
•
resolving confusions and misunderstandings
•
reinforcing and cascading organisational philosophies, values, aims,
strategies, priorities, etc
•
delegation, additional responsibilities, employee growth and
development
•
counselling and feedback
•
manager development - all good managers should be able to conduct
appraisals well - it's a fundamental process
•
the list goes on..
Through out the prosier they judge for these qualities for appraisal
 Commercial judgment
Product/technical knowledge
Time management
Planning, budgeting and forecasting
Reporting and administration
Communication skills
Delegation skills
IT/equipment/machinery skills
Meeting deadlines/commitments
Creativity
Problem-solving and decision-making
Team-working and developing others
Energy, determination and work-rate
Steadiness under pressure
Leadership and integrity
Adaptability, flexibility, and mobility
Personal appearance and image
The bank recognizes that customer’s expectation/ requirement/ grievances can be
better appreciated through personal interaction with customers by bank’s staff.
Customer Day will be observed by all our branches on 15th of every month where
customers can lodge their complaints personally and have their redressal on the
spot. Fortnightly, customer service committee meetings will be held in the branches
wherein customers can also voice their grievances/ suggestions for improvement in
customer service and on the spot redressal will be ensured by the branches. Many
of the complaints arise on account of lack of awareness among customers about
bank services and such interactions will help the customers appreciate banking
services better. For the bank the feedback from customers will be valuable input for
revising its product and services to meet customer requirements.