CHANAKYA NATIONAL LAW UNIVERSITY

Final draft for fulfilment of project of

Human Resource Management

On

“Impact of Training and Development on employee efficiency in

the Banking Sector of India”

Submitted to: Ms. Kirti Submitted by: Aditi Banerjee

(Faculty of Management) Roll No.: 2225

1st Year B.B.A. LL.B. (Hons.)

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 ACKNOWLEDGEMENT
Writing a project is one of the most difficult academic challenges I have ever faced. Though this
project has been presented by me but there are many people who remained in veil, who gave
their support and helped me to complete this project.

First of all, I am very grateful to my subject teacher Ms. Kirti without the kind support of whom
and help the completion of the project would have been a herculean task for me. She took out
time from her busy schedule to help me to complete this project and suggested me from where
and how to collect data.

I acknowledge my family and friends who gave their valuable and meticulous advice which was
very useful and could not be ignored in writing the project. I want to convey most sincere thanks
to my faculties for helping me throughout the project.

Thereafter, I would also like to express my gratitude towards our seniors who played a vital role
in the compilation of this research work.

I would also like to express my gratitude towards the library staff of my college which assisted
me in acquiring the sources necessary for the compilation of my project.

Last, but not the least, I would like to thank the Almighty for obvious reasons.

Aditi Banerjee

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DECLARATION
I hereby declare that the work reported in the B.B.A. LL.B. (Hons.) Project Report entitled
“Impact of training and development in banking sector of India” submitted at Chanakya National
Law University, Patna is an authentic record of my work carried out under the supervision of Ms.
Kirti. I have not submitted this work elsewhere for any other degree or diploma. I am fully
responsible for the contents of my Project Report.

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TABLE OF CONTENT

Acknowledgement ………………………………………………………………………………………..2
Declaration………………………………………………………………………………………………..3
Research Methodology……………………………………………………………………………………5
Aims & Objectives………………………………………………………………………………………..5
Hypothesis………………………………………………………………………………………………...5
Scopes & Limitations……………………………………………………………………………………..5
Method of Research………………………………………………………………………………………5
Sources of Data…………………………………………….……………………………………………..6
Research Questions……………….………………………………………………………………………6
Method of Data Collection…………………………….………………………………………………….6
Chapter 1: Introduction………………………………………………………………………………...…8
Chapter 2: Literature Review……………………………………………………………………………..9
Chapter 3: Training and Development…………………………………………………………………..11
3.1 Meaning of Training and Development…………………………………………………….……….11
3.2 Difference between Training & Development………………………………………………………14
3.3 Setting up a Training & Development Programme………………………………………………….15
3.4 Advantages of Training & Development………………………………………………………...….20
3.5 Executive training programs in India………………………………………………………………..21
Chapter 4: Banking Sector in India……………………………………...………………………………24
4.1 Role of HRM in Banking Organizations……………………………………….……………………25
4.2 Training & Development Programme in the Banking Sector……………………………………….27
4.3 Impact of Training & Development on employee efficiency………………….…………………….28
Chapter 5: Case Study: ICICI Bank…………………………………………….…………………...…..31
5.1 History………………………………………..………………………………………………………32
5.2 Company Profile…………….…………………………………………………………………...…..33
5.3 Training & Development…………………………………………………………………………….37
5.4 Business Results……………………………………………………………………………………..44
5.5 Recommendations…………….……………………………………………………………………..45
Conclusion……………………………………………………………………………….………………47
Bibliography……………………………………..………………………………………………………48

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 RESEARCH METHODOLOGY

AIMS & OBJECTIVES

1. To study about the impact of training and development on employee efficiency in the
banking sector of India.
2. To study about the methods of training of employees.
3. To find out ways to overcome their stress.

HYPOTHESIS

The researcher is of the view that it has been endeavoured to find out about the impact of training
and development on employee efficiency in the banking sector of India. As the processes and
techniques of production are becoming more and more complicated, it is being increasingly
realized that the formal training is important not only for new recruits but also for existing
employees. Training function, in fact, has become the corner stone of sound management.

SCOPE AND LIMITATION

 The resources on which the researcher resorts for data and information collection
is limited.
 There is a time restraint which bounds the researcher.
 And, this research is limited to a particular area.

METHOD OF RESEARCH

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  The methodology adopted for this research work is traditional i.e. doctrinal and
non-doctrinal too. Several sources of information have been perused from the
Chanakya National Law University Library and from the internet. The above
category of material consists of books by eminent authors, articles on the subject
and newspaper reports. Also, secondary soft copy sources of information have
been perused from online databases such as JSTOR and GoogleBooks. No part of
this project is plagiarized and it is the original work of the researcher.

SOURCES OF DATA

 The researcher focuses on obtaining information from both the available sources;
they are (1) primary sources of data, (2) secondary sources of data.
 Primary sources of data include first-hand information available, like books,
articles, journals, etc. and secondary sources include magazines, journals, etc.

RESEARCH QUESTIONS

The study seeks for the answers of following research question.

 What is employee training and development?

 Why organizations carry out training and development programs for employees?
 What is the impact of training and development programs on employee efficiency
in the banking sector of India.

METHOD OF DATA COLLECTION

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 For the purpose of research work, the researcher has done doctrinal and non-
doctrinal research methods. In Doctrinal Research Method, the researcher has
collected information through library study books and through surfing the web. In
Non-Doctrinal Research Method, the researcher has collected information by
conducting interview and questionnaire schedule methods.

SAMPLING TECHNIQUE

 The Researcher has adopted both convenient and purposive sampling method for
the research work.

PILOT SURVEY

 The Researcher has conducted pilot survey before going to the field work. In
conducting pilot survey, the researcher has asked research questions from the
respondents and only after getting the approval of the respondents, the researcher
went on to do the field work.

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CHAPTER 1: INTRODUCTION

Present scenario of business world is characterized by a growing competitiveness, market

globalization and technological advances in organization. The survival of an organization implies
the prosecution of sustainable competitive advantages. The knowledge and skills of an
organization’s employees have become increasingly important to its performance,
competitiveness and advancement. Human Resource has become strategic resource to gain
sustainable competitive advantages in this age of globalization. Human capital is the
differentiator between a good company and a great company. Human resource is the very
important and the backbone of every organization and it is also the main resource of the
organization.

One significant function of Human Resource Management to the effective use of human resource
is training and development. Effective training and development, is an investment in the human
resources of an organization, with both immediate and long-range returns. Training is a key
element for improved performance; it can increase the level of individual and organizational
competency. Training holds the key to unlock the potential growth and development
opportunities to achieve a competitive edge. Training programs help in making acquaintance of
employees with more advanced technology and attaining robust competencies and skills in order
to handle the functions and basics of newly introduced technical equipment. Training facilitates
the updating of skills and lead to increased commitment, well-being, and sense of belonging,
thus directly strengthening the organization’s competitiveness. Training has the distinct role in
the achievement of an organizational goal by incorporating the interests of organization and
workforce. There is no doubt that training is important in all aspect for an organization.

In this context, an attempt has been made in this paper to discuss the impact of training and
development on employee efficiency in the banking sector of India.

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CHAPTER 2: LITERATURE REVIEW

Training is very important for employee’s performance in acquiring competencies and help
organization to retain its employees through satisfaction and motivation. Globally day by day the
world is modernizing and moving rapidly which is creating many challenges for the
organizations. Training can overcome and make an employee’s capabilities more efficient which
also contributes in the efficiency of the company.

(Zohair Abbas 2014) highlighted training as an essential element to an employee for the
development of the companies because some of the employees have lack of knowledge skills and
competencies and failed to accomplish task on timely basis. The sample has been taken from
both males and female employees of National Bank of Pakistan. The research is descriptive
study and it’s quantitative in nature. Primary data was collected and although secondary data also
used to classify the work done. Study provides an empirical evidence of factors that effects
employees training and performance of organization.

(Mumanthi 2014) highlighted training as there are number of performance concerns about the
Kenya police that have arisen due to lack of taking action, failing to prevent and detect crimes,
and police forces citizens pay bribe to get their constitutional rights. The sample size was three
hundred and eight four police officers. Study was done in Nairobi Kenya and the time period was
2014. Coefficient Reliability was used to justify the findings. From the findings it was indicated
that organization should carry out the training needs assessment to determine level of
performance. He further concludes that proper monitoring and evaluation influenced the
performance of police in Kenya.

(Githinji Angela 2014) suggested that the training effects the performance of employee among
the international civil servants. A survey research design was used for this study 144 staff of the
United Nation supports office for the African mission in Somalia involved in this research the
finding showed that in general training enhanced employee engagement on change processes.

(Cynthia Owusu Boateng 2011) pointed the impact of training on employee performance at SG-
SSB. Descriptive quantitative method was used in the research and related articles of the topics.
Finding showed that indeed training has a significant impact on employee productivity. Training

9
provide benefits to both the performance employees and the organization through the
development of knowledge, skills, competencies, behavior and abilities.

(Benedicta Appiah 2010) suggested Training enhances knowledge, skills, attributes and
competencies and ultimately worker performance and productivity in organization. Data was
collected from 30 employees of HFC bank Ghana. Cross functional study was used to justify the
findings. Findings of the study showed that training improves the skills, knowledge, abilities,
competencies, behavior and confidence of the employee.

(Ekta Srivastava & Dr Nisha Agarwal 2014) highlighted that training is very necessary in this
changing environment. Primary data was collected through questionnaire which was filled from
various branches of axis bank and secondary data was collected from annual reports of syndicate
banks and axis banks for the year 2008 to 2013 and from RBI publication. The findings conclude
that training in private sector bank is better than public sector banks. In future training should be
easy to understand so that it will beneficial for the banks as well as to the employees.

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CHAPTER 3: TRAINING AND DEVELOPMENT

3.1MEANING OF TRAINING AND DEVELOPMENT

Training and Development is a subsystem of an organization which emphasize on
the improvement of the performance of individuals and groups. Training is an
educational process which involves the sharpening of skills, concepts, changing of
attitude and gaining more knowledge to enhance the performance of the
employees. Good & efficient training of employees helps in their skills &
knowledge development, which eventually helps a company improve.
Training is about knowing where you are in the present and after some time where
will you reach with your abilities. By training, people can learn new information,
new methodology and refresh their existing knowledge and skills. Due to this
there is much improvement and adds up the effectiveness at work. The motive
behind giving the training is to create an impact that lasts beyond the end time of
the training itself and employee gets updated with the new phenomenon. Training
can be offered as skill development for individuals and groups.1
Organizational Development is a process that “strives to build the capacity to
achieve and sustain a new desired state that benefits the organization or
community and the world around them.” (From the Organizational Development
Network website).
According to the Michel Armstrong, “Training is systematic development of the
knowledge, skills and attitudes required by an individual to perform adequately a
given task or job”. (Source: A Handbook of Human Resource Management

…………………………………………………

1
https://www.mbaskool.com/business-concepts/human-resources-hr-terms/8685-training-and-
development.html

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 Practice, Kogan Page, 8th Ed.,2001) According to the Edwin B Flippo, “Training
is the act of increasing knowledge and skills of an employee for doing a particular
job.” (Source: Personnel Management, McGraw Hill; 6th Edition, 1984) The term
‘training’ indicates the process involved in improving the aptitudes, skills and
abilities of the employees to perform specific jobs. Training helps in updating old
talents and developing new ones. ‘Successful candidates placed on the jobs need
training to perform their duties effectively’. (Source: Aswathappa, K. Human
resource and Personnel Management, New Delhi: Tata Mcgraw-Hill Publishing
CompanyLimited,2000, p.189) The principal objective of training is to make sure
the availability of a skilled and willing workforce to the organization. In addition
to that, there are four other objectives: Individual, Organizational, Functional, and
Social.2
• Individual Objectives – These objectives are helpful to employees in achieving
their personal goals, which in turn, enhances the individual contribution to the
organization.
• Organizational Objectives – Organizational objectives assists the organization
with its primary objective by bringing individual effectiveness.
• Functional Objectives – Functional objectives are maintaining the
department’s contribution at a level suitable to the organization’s needs.
• Social Objectives – Social objectives ensures that the organization is ethically
and socially responsible to the needs and challenges of the society.
Further, the additional objectives are as follows:
• To prepare the employees both new and old to meet the present as well as the
changing requirements of the job and the organization
. • To prevent obsolescence.
• To impart the basic knowledge and skill in the new entrants that they need for an
intelligent performance of a definite job.

……………………………………………..

2
https://www.toppr.com/guides/business-management-and-entrepreneurship/human-resource-
management/training-and-development/

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 • To prepare the employees for higher level tasks.

• To assist the employees to function more effectively in their present positions

by exposing them to the latest concepts, information and techniques and
developing the skills they will need in their particular fields.
• To build up a second line of competent officers and prepare them to occupy
more responsible positions.
• To ensure smooth and efficient working of the departments.
• To ensure economical output of required quality.3

……………………………………………….

3 Principles of Management; PC Tripathi & PN Reddy, 6th Edition(2017)

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 3.2 DIFFERENCE BETWEEN TRAINING AND
DEVELOPMENT
There is a relation between training and development, and there is clear difference
between the two based on goals to be achieved. Development is made to answer
the training problems:

TRAINING DEVELOPMENT
Training is meant for operatives Development is meant for executives
It is reactive process It is pro- active process
AIM: To develop additional skills AIM: To develop the total personality
It is short term process It is continuous process
OBJECTIVE: To meet the present need of an OBJECTIVE: To meet the future need of an
employee employee
Initiative is taken by the management Initiative is taken by an individual.4

……………………………………………….
4
https://keydifferences.com/difference-between-training-and-development.html

3.3 SETTING UP A TRAINING AND DEVELOPMENT PROGRAMME

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The setting up of a strategically aligned training and development programme involves the
following five steps:

1. Assessment of training needs.

2. Identifications of the areas in which training is needed.
3. Design and development of the training programme.
4. Evaluation of the training programme.
5. Follow-up.5

1. ASSESMENT OF TRAINING NEEDS

Training Need Assessment is a method of determining if a training need exists and, if it does,
what training is required to fill the gap. Training Need Assessment seeks to identify accurately
the levels of the present situation in the target surveys, interview, observations, secondary data
and workshop. The gap between the present status and desired status may indicate problems that
in turn can be translated into a training need.

……………………………………………………..

5
Principles of Management, PC Tripathi& PN Reddy, 6th Edition

A Training Need Assessment provides information on the training and skills development
requirements of all members of your network. It is one of the key steps in preparing a training

15
plan and will provide you with information on which to base your network’s training plan. It
enables you to:

1. Identify the gap between current and required levels of knowledge, skills and
attitude.
2. Identify what the general content of training should be.
3. Form the foundation of a training plan.
4. Provide a baseline for the evaluation of a training plan.
5. Ensure that required and appropriate training is delivered.
6. Maximise use of scarce resources.6

2. IDENTIFICATIONS OF AREAS OF TRAINING

Once the need for training has been established, the second step is to state the area in which the

…………………………………………………..

16
6 https://www.slideshare.net/wicaksana/training-need-assessment-33397711

training is to be given. Following are some typical areas:

1. Induction or Orientation Training

It is a training programme mostly used to induct a new employee into the new
social setting of his work. He is informed about the rules, working conditions,
privileges and activities of the company, what the company does, how it
serves the community and other particulars pertaining to the company.
2. Job Training
The object of job training is to increase the knowledge of workers about the
jobs with which they are concerned, so that their efficiency and skill of
performance are improved.
3. Promotional Training
When the existing employees are promoted to superior positions in the
organization, they are required to shoulder new responsibilities. For this,
training has to be given to them so that they may not experience any difficulty
to shoulder the responsibilities of the new position to which they have been
promoted.
4. Refresher Training
Refresher training is arranged for existing employees in order to provide them
an opportunity to revive and also to improve their knowledge. According to
Dale Yoder, refresher training programmes are designed to avoid personnel
obsolenscence.
5. Corrective Training
This training is arranged to correct employees who violate company rules or
policies.
6. Behavioural Training
This training is given to employees to develop their interpersonal skills. In
knowledge based and service based organisations, the behavior of the
employees is in itself a competitive factor.

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 7. Training for Global Assignments
In order to be successful in overseas assignments, this training is given to
individuals who need cultural adaptability, language skills, understanding of
customs and codes of conduct of the foreign country, and so on.7

3. DESIGN AND DEVELOPMENT OF A TRAINING PROGRAMME

After identifying the areas in which training is needed, the next step is to design the necessary
learning environment and to develop the training program. This includes:

1. Establishing the desired outcomes of training in measurable terms.

2. Selecting the required number and the right type of trainees.
3. Deciding the type of group of trainees to be formed.
4. Selecting competent trainees.
5. Selecting the appropriate training method, tools and processes.

Many methods of training are available- each has certain advantages and disadvantages. Here is

…………………………………………….

7
https://saylordotorg.github.io/text_human-resource-management/s12-02-types-of-training.html

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the list of different methods of training..

1. Technology based learning.

2. Simulators.
3. On the job training.
4. Coaching/ mentoring.
5. Lectures.
6. Group discussions & tutorials.
7. Role playing.
8. Management games.
9. Outdoor training.
10. Films & videos.
11. Case studies.
12. Planned reading,

The selection of an appropriate training method depends upon the following six factors:

1. Nature of problem area.

2. Level of trainees in the organisation’s hierarchy.
3. Method’s ability to hold and arouse the interest of trainees during the
training period.
4. Availability of competent trainers.
5. Availability of finance.
6. Availability of time.8

4.EVALUATION OF THE TRAINING PROGRAMME

This is the last step in establishing a training program. The four main dimensions of evaluation

………………………………………………………

8
https://www.hr.com/en/communities/training_and_development/list-of-training-
methods_eacwezdm.html

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are:

1. Evaluation of the pre training and post training contextual factors.

2. Evaluation of training inputs such as training curriculum and its sequencing.
3. Evaluation of training process.
4. Evaluation of training outcomes.

5.FOLLOW-UP

Procedures must be set up to insure continued use of the newly acquired skills and knowledge.
Such procedures are called follow-up. Successful follow-up involves three fundamental
concepts:

1. The material presented has been grasped by the learner.

2. The learner accepts or agrees with what he has learned.
3. He uses what he has learned.

3.4 ADVANTAGES OF TRAINING

Systematic training offers the following advantages:

1. It helps in improving the quality and quantity of worker’s output.

2. It enables the worker to make the most economical and best use of materials and
equipment. This reduces spoilt work and damage to machinery.
3. It develops in the worker effective work habits and methods of work, thereby reducing
the accident rate and the need for close supervision.
4. It gives a sense of satisfaction to the worker and makes him feel that he is being properly
cared for. As a result, a worker’s morale and his relations with superiors improve.
5. It instructs the worker toward better job adjustment and reduces the rate of labour
turnover and absenteeism.
6. It helps management to distinguish between efficient and poor workers. The worker who
needs a longer time to learn may be considered inferior to one who learns in a relatively
short time.

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 7. It facilitates promotion of workers to higher jobs and increases their market values and
earning power.
8. It makes the worker committed and loyal to the organization by educating him about the
culture, philosophy and policies of the organization.
9. It helps in creating a pool of trained personnel from which replacements can be drawn to
fill the loss of key personnel at any time.
10. It trains the worker in indigenous and alien cultural values. 9

3.5 EXECUTIVE TRAINING PRACTICES IN INDIA

Several studies have been made in the past about the executive training practices in Indian
industries. Some important features which these studies have revealed are as follows:

1. In the majority of Indian organisations executive training and development have remained
a neglected and secondary function either because of the high cost involved or because of
the belief that managers are born and not made.
2. In the majority of Indian organizations the procedure to select people for various training
programmes is irrational. Not infrequently those persons are sent for training who either
find themselves at a loose end or want a holiday at company expense.
3. In many organizations fact of a particular employee having attended a specialized training
course is not taken into account at the time of his subsequent postings. In these
organizations one can come across hundreds of examples of square pegs sitting in round
holes.

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 ……………………………………………….
9
https://managementhelp.org/training/basics/reasons-for-training.htm

4. Only in a few big organizations in our country training programs are conducted in terms
of specific organizational needs and the peculiarities of the industry concerned. Most of
the training institutes in the country assume these needs and develop some free-size
programmes which the organizations try to fit among their executives.
5. Many organizations treat the training of their employees as a single shot operation. They
do not look at training as an integral part of their employee career plans.
6. Organizations in india have generally remained unconcerned about evaluative follow-up
of their management development programs. Results of some such studies done by outside
researchers show that there is hardly any material evidence that management attitudes
change as a result of training. Even when learning does occur significantly, it is not
retained over a length of time, largely due to disuse.10

Some important developments which have taken place in this field in recent years are as under:

1. Thanks to the emergence of a more competitive business environment, organizations,

both big and small, are now waking up to the importance of executive training. In a
survey of 200 small scale enterprises in north india, representing a cross-section of
industrial segment, the PHD Chamber of Commerce and Industry has found that over
64% organizations feel that managerial training is very important for gaining competitive
edge.
2. Shortage of specifically tailored training programmes has promoted several organizations
such as Hindustan Lever, Larsen & Toubro , Bharat Petroleum, voltas,etc. to set up their
own in-house training centres.
3. To meet a huge demand-supply gap for CEOs, recruiting talent at lower rung and
grooming it internally is now considered as a better strategy than recruiting CEOs
laterally from outside. Experience shows that laterally recruited CEOs do not easily fit in
the new working culture. The Tata Administrative Service has been a pool for creating
leaders for the Tata Groups.

22
4. Training is no longer looked upon as a single shot operation. It is now becoming an
integral
…………………………………………………..
10
Principles of Management; Tripathi Reddy, 6th Edition

5. part of employee’s career plan. Groups such as ICICI and Aditya Birla have started fast
tracking careers of young managers.
6. Nowadays learning over the internet without the constant involvement of any physical
instructor is becoming increasingly popular in India. In a recent survey of 130 companies
conducted by FICCI, it has been found that around 37% of the companies use e-learning
for skills upgradation and training of employees. Among the major users of e learning are
Maruti, hero honda, Hewlett-Packard, Whirpool, Samsung and Indian Oil.

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CHAPTER 4: BANKING SECTOR IN INDIA

Modern banking in India originated in the last decade of the 18th century. Among the
first banks were the Bank of Hindustan, which was established in 1770 and liquidated in 1829–
32; and the General Bank of India, established in 1786 but failed in 1791.

The largest bank and the oldest still in existence is the State Bank of India (S.B.I). It originated
and started working as the Bank of Calcutta in mid-June 1806. In 1809, it was renamed as
the Bank of Bengal. This was one of the three banks founded by a presidency government, the
other two were the Bank of Bombay in 1840 and the Bank of Madras in 1843. The three banks
were merged in 1921 to form the Imperial Bank of India, which upon India's independence,
became the State Bank of India in 1955. For many years the presidency banks had acted as quasi-
central banks, as did their successors, until the Reserve Bank of India was established in 1935,
under the Reserve Bank of India Act, 1934. Southeast Asia’s biggest bank DBS Group Holdings
(DBSM.SI) is getting ready to enter India's credit card market in 2020 according to a senior
company executive.

In 1960, the State Banks of India was given control of eight state-associated banks under the
State Bank of India (Subsidiary Banks) Act, 1959. These are now called its associate banks. In
1969 the Indian government nationalised 14 major private banks; one of the big banks was Bank
of India. In 1980, 6 more private banks were nationalised. These nationalised banks are the
majority of lenders in the Indian economy. They dominate the banking sector because of their
large size and widespread networks.

The Indian banking sector is broadly classified into scheduled and non-scheduled banks. The
scheduled banks are those included under the 2nd Schedule of the Reserve Bank of India Act,
1934. The scheduled banks are further classified into: nationalised banks; State Bank of
India and its associates; Regional Rural Banks (RRBs); foreign banks; and other Indian private

24
sector banks. The term commercial banks refers to both scheduled and non-scheduled
commercial banks regulated under the Banking Regulation Act, 1949. 11

……………………………………………………
11
https://en.wikipedia.org/wiki/Banking_in_India

Generally the supply, product range and reach of banking in India is fairly mature-even though
reach in rural India and to the poor still remains a challenge. The government has developed
initiatives to address this through the State Bank of India expanding its branch network and
through the National Bank for Agriculture and Rural Development (NABARD) with facilities
like microfinance.

4.1 Role of HRM in Banking Organizations

Human Resources (HR) can include a broad spectrum of specialties within organizations. Some
examples of specialties include recruiting, payroll, policy, safety, training and development, and
performance management. In smaller organizations, the HR professional may handle all of those
specialties and in larger organizations, each specialty is most likely its own department. Many
banks in India were trying to hire the professionals with higher packages even when the GDP of
country was quite high as they were not able to find the ready available talent. Few banks have

25
taken steps to build the talent and one among them is ICICI Bank. They have tried to build the
available resources on supply side to billable resources on demand side.12

Our country is mainly dominated by medical and engineering colleges where bank industry finds

……………………………………………….

12
https://www.ripublication.com/ijbamspl17/ijbamv7n1spl_04.pdf

it difficult to locate specific institutes who produce only pool of talents for banks. This made the
banking industry to look beyond top cities for talent and moved to small town and rural India
that need to be polished on social and corporate skills. The roles within HR can vary greatly as
well as with many departments from the purely administrative to the executive. Another related
and perhaps more important question that is often discussed is, “what should HR be doing?” For
me, HR‟s primary purpose is to ensure that the right people are working in the right places to
accomplish the organization’s goal. In other words, HR is responsible to develop programs that
will attract, select, develop, and retain the talent needed to meet the organizational mission. So
whether you are an HR department of one or a combination of multiple departments that include
hundreds of employees, your primary responsibility is talent management. In an article written
by Fast Company Magazine’s Keith Hammonds, Keith purports all the reasons “Why We Hate
HR.” If the title itself isn’t enough to put a HR professional on the defense, then providing the
declaration that “HR people aren’t the sharpest tacks in the box” as the first reason certainly will.
His assertion in the article is that those who enter the HR field are not business people and are
ill-equipped to understand business. He quotes a Society for Huma n Resource Management
(SHRM) study that identified which coursework HR professionals found most beneficial to their
success in the field to support his message that the majority of those working in the field do not
see understanding business as necessary to their success. The results showed that coursework in
communications, business law, and ethics were most beneficial.

A recently released SHRM survey of HR leaders indicates the same finding. The respondents in
the U.S. indicated that strategic thinking is one of the top five competencies needed for senior
HR leaders; however, business knowledge was not listed. While the lineage of the field of HR
coupled with the introduction of legislation to protect employers may have contributed to
stereotypes that exist in the field about the HR profession, our failure as HR professionals to

26
recognize that we are business people charged with the company‟s most valuable assets will
certainly continue to harbor those stereotypes we so emotionally defend. If you want a sea t at
the table, learn the business of business and speak the language of the executive team.13

…………………………………………………………………………..

13
https://www.jagranjosh.com/articles/why-human-resource-management-is-important-for-banks-
1464354319-1

4.2TRAINING AND DEVELOPMENT PROGRAMMES IN THE BANKING

SECTOR

The rapidly changing business environment in banking sector and the constant challenges it
poses to organizations and businesses make it imperative to continuously enhance and improve
knowledge and skill sets across the organization.

The Bank has built strong capabilities in training and development to build competencies across
various sectors. Training on products and operations is imparted through internet -based training
modules. Special programmes on functional training and leadership development are conducted
to build knowledge as well as management ability at a dedicated training facility. As per the
report of Mrs. B.VIJAYALAKSHMI MURTHY(2013 -2015) 1 Previous research has shown
that Human Resource Management is one of the most important determinants of organizational
performance or efficiency. According to (Stephen A. Stumpf, May-June 2010) companies
functioning in India create a robust human resource team by incorporating a strong organized HR
practice in place. It is also found that on certain parameters such as the compensation and
training and development, the private sector seemed to have adopted a practical approach such as

27
screening and testing of job applicants to ascertain the applicant‟s job-fitness, training need
analysis, training evaluation, etc. These authors are also of the opinion that Indian companies
whether big or small implement HRM practices such as employee involvement practices,
training and development practices, employee welfare practices, managing employee relations to
manage employees.14

……………………………………………..

14https://www.academia.edu/13946269/A_Study_on_Training_and_Development_in_Public_Sector_Banks

4.3IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYEE

EFFICIENCY

The major impacts of effective training and development in the banking sector may be given as
below:

i. Motivating the workforce: Due to the growth of the global market, a

technological edge supported by a talent pool has become a vital factor
for survival in the market. Due to the reason organization gives main
priority to technology advancement programs. HR managers are now
performing the role of motivators for their knowledge workers to adopt
new changes (Chiamsiri, S., Bulusu, S. D. & Agarwal, M. (2005)).15

28
 ii. Managing people: Due to the increasing competition there is a need in
the organization for knowledge workers, hence the companies always
look for individual who can make a difference. Due to the reason gaining
the right knowledgeable person had become a costly deal for the
organizations but the attitude is different for those who are taking up
responsibilities at a lesser age and International Journal of Business
Administration and

…………………………………………………..

15
https://www.ripublication.com/ijbamspl17/ijbamv7n1spl_04.pdf

Management. ISSN 2278-3660 Volume 7, Number 1 (2017), © Research

India Publications http://www.ripublication.com 42 experience. These

factors have resulted in the clear shift in approach to individualized career

management from organization career commitment (Chiamsiri, S.,
Bulusu, S. D. & Agarwal, M. (2005)).
iii. Competency Development: Human capital is the real asset for any
organization, and this makes the HR role important in recruiting,
managing, and retaining the best. The HR department has a clear role in
this process and determines the success tempo of any organization. An
urgent priority for most of the organizations is to have an innovative and
competent HR pool; sound in HR management practices with strong
business knowledge (Chiamsiri, S., Bulusu, S. D. & Agarwal, M. (2005)).
iv. Developing Trust factor: Low levels of trust inhibit tacit knowledge
sharing in the knowledge based industry. It is essential that companies
takes more initiatives to improve the securit y levels of the employees
(Chiamsiri, S., Bulusu, S. D. & Agarwal, M. (2005)).
v. Work life Balance Factor: This aspect creates with it the challenge of a
smoother assimilation and the cultural binding of the new comers into the
organization fold. The pressure of delivering the best of quality services

29
 in a reduced time frame calls for ensuring that employees maintain a work
life balance (Chiamsiri, S., Bulusu, S. D. & Agarwal, M. (2005)).
vi. Attrition/Retention of the Talent Pool: One of the toughest challenges
for the HR managers in any industry is to deal with the prevalent high
attrition levels. Though there is an adequate supply of qualified staff at
entry level, there are huge gaps in the middle International Journal of
Business Administration and Management. ISSN 2278-3660 Volume 7,
Number 1 (2017), © Research India Publications
http://www.ripublication.com 43 and senior level management in the
industry. Further, the salar y growth plan for each employee is not well
defined. This situation has resulted in increased levels of poaching and
attrition between organizations. The industry average attrition rate is 30-
35 per cent and could range up to 60 per cent (Chiamsiri, S., Bulusu, S. D.
& Agarwal, M. (2005)).
vii. Bridging the Demand Supply Gap: HR managers have to bridge the
gap between the demand an d supply of professionals. With help of T&D
they maintain consistency in performance and keep the motivation levels
of employees high, despite the monotonous nature of work. The same also
leads to recurring training costs. Inconsistent performance directly affects
revenues. Dwindling motivation levels lead to a loss of interest in the job
and a higher number of errors (Chiamsiri, S., Bulusu, S. D. & Agarwal,
M. (2005)).16

30
…………………………………………
16
https://www.ripublication.com/ijbamspl17/ijbamv7n1spl_04.pdf

CHAPTER 5: CASE STUDY: ICICI BANK

31
ICICI Bank Limited is an Indian multinational banking and financial services company
headquartered in Mumbai, Maharashtra with its registered office in Vadodara, Gujarat. As of
2018, ICICI Bank is the second largest bank in India in terms of assets and market capitalisation.
It offers a wide range of banking products and financial services for corporate and retail
customers through a variety of delivery channels and specialised subsidiaries in the areas
of investment banking, life, non-life insurance, venture capital and asset management. As on
March 31, 2018, the bank has a network of 4867 branches and 14367 ATMs across India and has
a presence in 17 countries including India.
ICICI Bank is one of the Big Four banks of India. The bank has subsidiaries in the United
Kingdom and Canada; branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka,
Qatar, Oman, Dubai International Finance Centre, China and South Africa;  and representative
offices in United Arab Emirates, Bangladesh, Malaysia and Indonesia. The company's UK
subsidiary has also established branches in Belgium and Germany.17

……………………………………………..

17
https://en.wikipedia.org/wiki/ICICI_Bank

5.1 HISTORY

ICICI Bank was established by the Industrial Credit and Investment Corporation of India
(ICICI), an Indian financial institution, as a wholly owned subsidiary in 1994. The parent
company was formed in 1955 as a joint-venture of the World Bank, India's public-sector banks

32
and public-sector insurance companies to provide project financing to Indian industry. The bank
was founded as the Industrial Credit and Investment Corporation of India Bank, before it
changed its name to the abbreviated ICICI Bank. The parent company was later merged with the
bank.

ICICI Bank launched internet banking operations in 1998.

ICICI's shareholding in ICICI Bank was reduced to 46 percent, through a public offering of
shares in India in 1998, followed by an equity offering in the form of American Depositary
Receipts on the NYSE in 2000. ICICI Bank acquired the Bank of Madura Limited in an all-stock
deal in 2001 and sold additional stakes to institutional investors during 2001-02.

In the 1990s, ICICI transformed its business from a development financial institution offering
only project finance to a diversified financial services group, offering a wide variety of products
and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank.
In 1999, ICICI become the first Indian company and the first bank or financial institution from
non-Japan Asia to be listed on the NYSE.

In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI
and two of its wholly owned retail finance subsidiaries, ICICI Personal Financial Services
Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by
shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at
Ahmedabad in March 2002 and by the High Court of Judicature at Mumbai and the Reserve
Bank of India in April 2002.18

…………………………………………..

18
https://www.slideshare.net/PREETISPN/training-and-devlopment-in-icici-bank

5.2 COMPANY PROFILE

33
ICICI Bank is India’s second largest bank with total asset of USD 77 billion at June 30, 2009. It
is the largest private sector bank in India. It has a huge network of 2,528 branches and about
6,000 ATMs in India and a presence in 19 countries including India. It employs around 36,000
employees.

ICICI bank views and values human resource as a key source of competitive advantage.
Consequently the development and management of human capital is an essential element of their
strategy and an important management activity.19

PRODUCTS & SERVICES

 Personal Banking
1. Deposits
2. Loans
3. Cards
4. Investments
5. Insurance
6. De mat services
7. Wealth Management
 NRI Banking
1. Money Transfer
2. Bank Acoounts
3. Investments
4. Property Solutions
5. Insurance
6. Loans

………………………………………

19
https://www.ukessays.com/essays/management/training-and-development-in-icici-bank-
management-essay.php

 Business Banking

34
 1. Corporate Net Banking
2. Cash Management
3. Trade Services
4. FX Online
5. SME Services
6. Online Taxes
7. Custodial Services.20

COMPETITION

 State Bank of India- The State Bank of India (SBI) is an

Indian multinational, public sector banking and financial services statutory body.
It is a government corporation statutory body headquartered in Mumbai,
Maharashtra. SBI is ranked as 216th in the Fortune Global 500 list of the world's
biggest corporations of 2018. It is the largest bank in India with a 23% market
share in assets, besides a share of one-fourth of the total loan and deposits
market.21
 Punjab National Bank- punjab National Bank (PNB) is an Indian public
sector banking and financial service company, with its headquarters in New
Delhi, India. The bank was founded in 1894. As of 31 March 2019, the bank has
over 110 million customers, 7001 branches (7,000 as on 2nd oct, 2018) and
10681 ATMs across 764 cities. PNB has a banking subsidiary in the UK (PNB
International Bank, with seven branches in the UK), as well as branches in Hong
Kong, Kowloon, Dubai, and Kabul. It has representative offices
in Almaty (Kazakhstan), Dubai (UnitedArabEmirates), Shanghai (China), Oslo (N
orway), and Sydney (Australia). In Bhutan it owns 51% of Druk PNB Bank,
which has five branches. In Nepal PNB owns 20% of Everest Bank Limited,
which has 50
…………………………………………
20/www.slideshare.net/signup?login_source=slideview.popup.follow&from=addcontact&from_source=https%3A%2F

%2Fwww.slideshare.net%2FPREETISPN%2Ftraining-and-devlopment-in-icici-bank

35
 21
https://en.wikipedia.org/wiki/State_Bank_of_India

branches. Lastly, PNB owns 84% of JSC (SB) PNB Bank in Kazakhstan, which
has four branches.22
 HDFC Bank- HDFC Bank Ltd. is an Indian banking and financial services
company headquartered in Mumbai, Maharashtra. It has a base of 1,04,154
permanent employees as of 30 June 2019. HDFC Bank is India’s largest private
sector lender by assets. It is the largest bank in India by market capitalisation as of
February 2016. It was ranked 60th in 2019 BrandZ Top 100 Most Valuable
Global Brands.23
 Bank of Baroda- Bank of Baroda (BOB) is an Indian multinational, public
sector banking and financial services company. It is owned by Government of
India.It is second largest public sector bank in India with a business mix of close
to US$225 Billions. Based on 2019 data, it is ranked 1145 on Forbes Global
2000 list. BoB has total assets in excess of ₹ 3.58 trillion (making it India's 2nd
biggest bank by assets), a network of 9583 branches in India and abroad, and
10441 ATMs as of July, 2017. The government of India announced the merger of
Bank of Baroda, Vijaya Bank and Dena Bank on September 17, 2018 to create the
country's third largest lender. The amalgamation is the first-ever three-way
consolidation of banks in the country, with a combined business of Rs 14.82 lakh
crore, making it the third largest bank after State Bank of India (SBI) and ICICI
Bank.24

……………………………………………………..

22
https://en.wikipedia.org/wiki/Punjab_National_Bank

23
https://en.wikipedia.org/wiki/HDFC_Bank

36
24
https://en.wikipedia.org/wiki/Bank_of_Baroda

VISION & MISSION

Vision: To be the leading provider of financial services in India and a major global bank.

Mission: ICICI will leverage our people, technology, speed and financial capital to:

 be the banker of the first choice for our customers by delivering high quality, world-class
products, and services.

 expand the frontiers of our business globally.

 play a proactive role in the full realization of India’s potential.

 maintain a healthy financial profile and diversify our earnings across businesses and
geographies.

 maintain high standards of governance and ethics.

 contribute positively to the various countries and markets in which we operate.

 create value for our stakeholders.25

BUSINESS STRATEGY

Expansion of Branch network:

the banking regulator demands strict compliance and deployment of trained personnel to
engage with customers as retail banking has high regulations and ICICI bank planned to
expand its branch network by 45%. Without compromising at service quality ICICI has
taken up the challenge to post these new branches with more than 3000 employees. ICICI
bank has implemented the enterprise-wide integrated learning function for the planned.
……………………………………….

37
 25
https://www.toppr.com/guides/commercial-knowledge/business-organizations/company-
overview-of-hdfc-bank-icici-bank/

program to be successful.

Opportunities in Corporate Banking Sector:

Corporate banking is well known for high margin businesses which require resources
with specialist skills in credit appraisal, risk evaluation and relationship management.
On-the-job training helps employees to develop skills in a period of 12 to 18 months. The
challenge for banks was to crash the learning cycle for first-day productivity for growing
opportunities.

Productivity Improvement:

It was challenge to bring about significant improvement after knowing that ICICI is
commanding the highest levels of operational productivity and profit per employee in
industry and to be noted that productivity improvement is always been key focus area for
success of ICICI.26

5.3 TRAINING & DEVELOPMENT

The rapidly changing business environment in banking sector and the constant challenges it
poses to organizations and businesses make it imperative to continuously enhance and improve
knowledge and skill sets across the organization. ICICI Bank believes that building a learning
organization is critical for being competitive in products and services and meeting customer
demands and achieving customer satisfaction.27

The Bank has built strong capabilities in training and development to build competencies across
various sectors. Training on products and operations is imparted through internet-based training
……………………………………………….

26
https://www.marketing91.com/marketing-strategy-of-icici-bank/

38
27
https://en.wikipedia.org/wiki/ICICI_Bank

modules. Special programmes on functional training and leadership development are conducted
to build knowledge as well as management ability at a dedicated training facility.

ICICI Bank also learns from the best available training programmes and faculty, both
international and domestic, to meet its training and development needs and build globally
benchmarked skills and capabilities.

Its Human Resource base has following prominent features:

Human Resource (HR) practices high leveraging on technology.

HR Development is used as a critical activity for healthy culture building.

It has a fine tuned recruitment process that identifies among other things an individual’s degree
of customer orientation.

Training and Development in ICICI Bank is referred to the team of employees in the Human
Resource department who are responsible for such activities. Training and Development is
headed by a senior-level officer (who is a member of the executive team) – Chief Human Capital
Officer (CHCO).

Training and Development process in the ICICI bank is considered essential for the progress and
growth of the bank. Since, inadequate training and employee errors constitute a major
operational risk for the bank.28

TRAINING METHODS

ICICI bank has considered two approaches for selection of learning and training methods:

…………………………………………..

28
https://www.ukessays.com/essays/management/training-and-development-in-icici-bank-
management-essay.php

39
 1. Operational-Reaction decision making:

This approach is required to bridge shortfalls in expected levels of services

like quality, customer service, etc. These are identified through Training need
analysis, evident through feedback and quality data by using feedback
surveys, focused managerial discussion, focus scores.
2. Strategic-Proactive Decision making:
Organizations capitalize on potential and emerging business opportunities by
building their capabilities for the long term goals. Indian banking industry as a
whole has taken initiatives in this areas to build their capabilities.21

E-LEARNING

E-learning courses covering areas of banking, acts as knowledge for every business group.

For building Leadership bench strength of the organization they have introduced Leadership
Mentoring Program for all high potential employees.

Behavioural Programs in line with the competency framework (DNA) ensure cultural alignment
of all employees. Nearly 275 behavioural courses are conducted every month and every
employee has at least one program every year. This shows the Learning Continuum.

Investment in building innovative and cutting edge learning channels like Gaming and
Simulation for technology based skill practice and Mobile learning for real time performance
support to the sales team.

Banks decided to make structural interventions in education by addressing the issue of supply of
skilled manpower:

40
Vocational Training: To offer vocational training in the financial services domain banks have
entered into partnerships with 172 educational institutions. Curriculum and pedagogy
development, faculty development and up-gradation of infrastructure help banks to involve in

capital infrastructure.

Investment in Higher Education: Bank offered wealth management, risk management and
treasury operations by entering into partners.

Bank has also started offering new courses like 6 months banking diploma to increase the supply
of trained manpower not just for the bank but also for entire industry.

“Probationary officers Program” has been started to provide employment to young graduates
primarily from rural and semi-urban areas by training them through a 9-months course in various
specialized areas in building. 29

Ensuring employee participation and success of T&D program

ICICI bank considers T&D programmes very seriously. They think it to be one of the chief
regions in the success of the bank. Hence they make sure that every employee who needs
training gets it. They also ensure full employee participation and success of T&D
programmes .ICICI bank did a

41
………………………………………………

29
https://www.icicibank.com/aboutus/academia-partnership/e-learning.page

number of things to ensure Employee participation and success of T&D programmes

Employee understands the Need of T&D

T&D was developed by ICICI bank by keeping the need and skill analysis of the set of
employees who are going to undergo the T&D programme.

Following questions were addressed to identify the need

Does the employee need Technology updation or simple skill enhancement?

Does the Employee suffer from Role conflict?

Does the employee have what it takes to do the job in effective manner

Context of T&D in Employees Career

Employees were made aware of the importance of new skills and skill enrichment. The Inter-
linkages between new skills and job were shown to help motivate the Employees. The Employee
participation was further improved by showing the importance of skill in the future development
of their career and the linkages of the new skill with organization goals.

ICICI bank trained its employee on core banking by showing them the importance of the
technology which will help in furthering their own career.30

Measurable objectives and favourable outcomes of T&D

The T&D was designed with measurable objectives and favourable outcomes that will be
transferred to the job when training will finish. Measurable objectives help to ascertain the skill
that will be obtained in the training will help in attaining the objective.

42
…………………………………

30
https://www.slideshare.net/PREETISPN/training-and-devlopment-in-icici-bank

Identifying and Interviewing key Stakeholders

ICICI consulted and conducted interview with customers, trainers and employees to find out the
important aspects of training and development practices. They came to know about the
importance of core banking, Credit card and debit card issues related training. They also
understood the practical difficulties that trainers usually face when they train employees

ICICI followed up with online surveys or evaluations of the training program. They later found it
to be very helpful in obtaining feedback from the audience’s perspective. They conducted
anonymous surveys, to have a better chance of receiving honest feedback

They documented results and analysis of activity – a necessary function for gauging the impact

of training.31

43
Evaluation of T&D programme

The ICICI bank came up with different parameters to evaluate its T&D costs. The Following
are some of the parameters

………………………………………….
31
https://www.ukessays.com/essays/management/training-and-development-in-icici-bank-
management-essay.php

1. Customer Satisfaction

ICICI is in the service industry hence customer satisfaction and retention of customers plays a
very important role for it. It is measured using a PULSE score. Pulse score is calculated by US
based reputation institute which is a very good indicator of customer satisfaction PULSE score
basically consists of 4 things

Esteem

Admire

Feeling

Trust

The company checked for the change in pulse score before and after the implementation of
training and development programme thereby helping in evaluating the T&D effectively.
Customer behaviour was studied in the bank by using the live video recording to understand
what improvement the employee has made after training and development and what possible
improvement can be suggested in future Training and development activities.

2. Questionnaire

44
Comprehensive questionnaires were given to all the stakeholders who are getting affected by
T&D activities and the feedback is taken so that the T&D activities can be further improved. A
copy of the questionnaire for ICICI prudential is given in the Appendix.

3. Interviews

Exclusive interviews were conducted across different divisions’ customers to know whether they
have seen any improvement in the behaviours and service of the employee who were trained.

4. Productivity improvement

Productivity Improvement analysis were done to gauge the success of T&D activities. It is one of
the most important factors since the T&D is useless if it cannot improve the performance of the
employee from the business. The Productivity improvement were looked for in following
perspective before and after implementation T&D

1. Average no of employees per branch

2. Average Call holding time of Customer service representatives

3. Customer complaints

4. No of new customers

5. Profit per employee

5. Human Resource factors

T&D activities were also evaluated on the basis of human resources factors so that it can help in
redesigning job description and analysing jobs across various departments like Call centres,
Wealth management and wealth advisory roles. Human resource factors that were taken into
account for evaluation of the T&D programmes. Some examples are Employee turnover,
Absenteeism, Employee Grievances, Late comers etc.

5.4 Business Results

45
1. Increase in Average PULSE scores for branch channel from 66% to 81%.

2. Reduction in Customer complaints by 33%, over last two quarters.

3. Profit per employee grown by 10% over previous year.

4. 28% more new customer accounts by each sales officer in bank branches (in last year).

5. 11% more calls handled by each phone-banking officer.

6. Average call handling time reduced by 7 %.

7. Service to Sales-leads of inbound calls increased by 53 %.

8. Number of branches increased from 950 to 1400.

9. While the staff strength constant at 10,800 employees.

10. Average number of people per branch reduced from 11 to 7 (productivity improvement).32

8.5 RECOMMENDATIONS

Though ICICI Bank has seen stellar growth over the past decade and it is the largest private
sector bank in India, it is not without its fair share of problems related to various things. The

46
Bank has focussed on customer satisfaction and productivity of employees, but it has also faced
high rates of employee turnover due to lack of employee focus. We present some of our
suggestion to improve T&D activities over the coming years: Leadership potential assessment

1. Identify the fast-trackers

………………………………………………….

32
https://www.ukessays.com/essays/management/training-and-development-in-icici-bank-
management-essay.php

2. Nurture the talent so that can take future leadership roles

3. Provide them the necessary environment to grow
4. Expand the job so that it increases their overall responsibility and accountability
5. Cross functional training should be done so that they can be absorbed in other job as well
when the need arises
6. Reassign and redesign responsibilities that the employee does not like or that are routine
7. Provide more authority for the employee to self-manage and make decisions
8. Invite the employee to contribute on a department or company level decisions and
planning and business level organization goals
9. Allow employees to pursue training and development in directions they choose and in the
way they want, not just in company-assigned directions
10. On the Job Training and Mentoring by senior employees should be encouraged.
11. Take into account peculiar characteristics of the region.

47
CONCLUSION

There is enough evidence to show that employees who were trained on a regular basis are the
ones who provide a higher quality services to the customers. To develop an integrated and
proactive training and development strategy there is requirement of coherent corporate culture
rather than ad-hoc programs. In a service oriented industry such as banking, people are among
the most important assets and a bank must efficiently manage its employees during every phase
of employment in this competitive arena. It is concluded that public sector banks undertake
training and development programmes for their employees to increase their efficiency. Banks
provide training programmes to enhance their knowledge and skills to satisfy the customers.
Growth of banking sector in India is the result of skilled manpower which is the outcome of
training and development.

48
BIBLIOGRAPHY

 Principles of Management; PC Tripathi & PN Reddy, 6th Edition (2017)

 https://www.mbaskool.com/

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 https://keydifferences.com/

 https://www.slideshare.net/

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 https://managementhelp.org/

 https://www.wikipedia.org/

 http://ripublication.com/

 https://www.jagranjosh.com/

 https://www.academia.edu/

 https://www.ukessays.com

 https://www.marketing91.com/

 https://www.icicibank.com/

 https://www.google.com/imghp?hl=en

49