Chapter- 01

Introduction
1.1 Introduction
Training and Development is an attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and knowledge. Since the
beginning of the twentieth century and especially after World War II, training programs
have become widespread among organizations, involving more and more employees and
also expanding in content. In India the banking industry becoming more competitive than
ever, private and public sector banks are competing with each other to perform well. The
executives of the bank are now in the position to modify their traditional human resources
practice in to innovative human resources practices in order to meet the challenges from
other competitive banks.
This study is built upon the previous training literatures by providing a detailed
examination of training needs assessment and organizational effectiveness based upon
development based strategy. The question of the amount of training needs assessment and
the effect of training is answered through evaluation process. The purpose of training
need assessment is to add value to an organization. Hence, evaluation measures the
progress in achieving this goal by purposefully improving training programs and
measuring their worth. The training programs are established by the needs assessment of
training. A thorough needs assessment leads to effective and efficient training, which
increases the likelihood that evaluation will demonstrate successful value added
outcomes. In today’s complex and fast changing organizational environment, developing
human resources is of paramount importance and training has now become one of the
important segments of Human Resource Development (HRD) process. That is why the
efficiency of any organization depends directly on how well its employees are trained.
Training motivates employees to work efficiently and it is widely accepted as a problem
solving tool. The Human Resource Development department has to play a more proactive
role in shaping the employees to fight out the challenges. The banks not only have to
make plans and policies and devise strategies, the actual functionaries have to show
willingness, competence and effectiveness in executing the said policies and strategies.

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Both training and development are necessary for any organization. Thus, the process by
which training needs are identified and addressed becomes a critical issue for
organizations. It will introduce basic of training and development

1.2 Origin of the Report:

Now we are living in the age of competition at anything in any places. From that
tendency recently Education is also in the age of competition. So different universities
and institution in our country upgrade the procedures and standards of teaching. In
respect to that, Dissertations mandatory for our MBA program offered by Govt.
Haraganga College, Munshigonj. This program is a partial fulfillment of our MBA
curriculum. To do so I decided to complete my term paper in Uttara Bank Ltd.

1.3 Purpose of the Report:

A term paper is prepared as a requirement for the completion of the MBA Degree under
the Master’s of Business Administration, Govt. Haraganga College, Munshigonjthe;
study has the following purposes:
 To experience the real Banking world.
 To get and organize detail knowledge on the job responsibility.
 To compare the real scenario with the knowledge gained in Govt.
Haraganga College, Munshigonj
 To fulfill the requirement of MBA Work.
 To apply theoretical knowledge in the practical field.
 To find out the overall features of Uttara Bank Limited.

1.4 Scope of the Report:

This term paper provides me with an opportunity to explore in the field of Human
Resources. This research also provides the feedback of people involved in the training
and development process. A part from that it would provide me a great deal of exposure
to interact with the high profile managers of the company.
The scope of training depends upon categories of employees to be trained. As we all
know that training is a continuous process and not only needed for the newly selected
personnel at all levels of the organization.

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1.5 Objectives of the Report:
Objectives regarding this study are as follows:
To analyze the different type of training and development of UBL with other
Banks.
To recommend ways and means to solve problems regarding training and
development.
To find out the sector in which such types of problem exist.

1.6 Methodology of the Report:

Research methodology comprises a number of alternative approaches and inter-related
and frequently overlapping procedures and practices. Since there are many aspects of
research methodology, the line of action has to be chosen from a variety of alternatives
the choice of suitable method can be arrived at through the objective assessed and
comparison of various competing alternatives.

1.7 Limitations of the Report:

To prepare a report on the topic like this in a short duration is not easy task. In preparing
this report some problems and limitations have encountered which are as follows:
The main constraint of the study was insufficiency of information, which was
required for the study. There are various information the bank employee cannot
provide due to security and other corporate obligations.
As the data, in most cases, are not in organized way, the bank failed to provide all
information.
Due to time limitation, many of the aspects could not be discussed in the present
report.
Lack of opportunity to access to internal data.
I had to base on secondary data for preparing this report.
Legal action related information was not available.
All the clients whom I interviewed did not want to provide necessary information.

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 Chapter-02
Conceptual Issues
2.0 Literature Review:
This chapter reviews relevant literature related to the study. It comprises theories related
to the training of employees at working place. It defines some of the basic concepts used
in employee development and training, training objectives, types and methods of training
and problems facing training and development of employees. The theories underpinning
the concept of training and development were also discussed. The chapter concludes with
the development of a conceptual framework.

2.1 Definition of the Training and Development:

“Training and development is any attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and knowledge”

Training and development from Wikipedia, Human resources management regards

training and development as a function concerned with organization activity aimed at
bettering the job performance of individuals and groups in organizational settings.
Training and development means changing what employees know, how to they work,
their attitudes toward their work or their interactions with their co-workers or supervisor.
Jack Halloran to say “Training is the process of transmitting and receiving information
related to problem solving”.

Mathis and Jackson said that” Training is a learning process whereby people learn skills,
concept, attitudes and knowledge to aid in the achievement of goals”.
Gary Dessler prove that” Training is the process of teaching new employees the basic
skills they need to perform their jobs”.

Ricky W. Griffin also to be said” Training usually refers to the teaching operational or
technical employees how to do the job for which they were hired”.

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Decenzo & Robbins are said” Programs that are more present day oriented, focuses on
individuals current jobs, enhancing specific skills and abilities to immediately perform
their job called training”.

Training, Development and Employee Performance:

In the field of human resource management, training and development is the field
concerned with organizational activity aimed at improving the performance of individuals
and groups in organizational settings (Harrison, 2012). According Cole (2009:330),
training is a learning activity directed towards the acquisition of specific knowledge and
skills for the purpose of an occupation or task. The focus of training is the job or task for
example, the need to have efficiency and safety in the operation of particular machines or
equipment, or the need for an effective sales force to mention but a few.

According to Butler (2017), training is directly related to the skills, knowledge, and
strategies necessary to do a particular job. It can include teaching staff members new
skills, exposing them to unfamiliar ideas, giving them the chance to practice and get
feedback on particular techniques or styles of working with people, or simply
encouraging them to discuss their work with one another. Development however 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 (Garavan et al.,
1995). Training and development therefore describes the formal, ongoing efforts that are
made within organizations to improve the performance and self - fulfillment of their
employees through a variety of educational methods and programmers.

It is very difficult for an employee to perform well at the job place without any pre-
training (Garavan, 1997). Trained employees perform well as compared to untrained
employees (Partlow, 1996; Tihany et al., 2007; Boudreau et al., 2008). It is very
necessary for any organization to give its employees training to get overall goals of the
organization in a better way (Flynn et al., 1995; Kaynak, 2010; Heras, 2013). Training
and development increase the overall performance of the organization (Shepard et al,
2010). Although it is costly to give training to the employees but in the long run it give

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back more than it took (Flynn et al., 1995; Kaynak, 2010; Heras, 2013). Every
organization should develop its employees according to the need of that time so that they
could compete with their competitors (Braga, 1995).

Employee performance is an important building block of an organization and factors

which lay the foundation for high performance must be analyzed by the organizations.
Performance is a major multidimensional construct aimed to achieve results and has a
strong link to strategic goals of an organization (Mwita, 2007). According to business
dictionary employee performance is the job related activities expected of a worker and
how well those activities were executed. Many business personnel directors assess the
employee performance of each employee member on an annual or quarterly basis in
order to help them identify suggested areas for improvement.

Training:
A very important area of the Human Resource Management function is training and
development for the effective use of human resources. Training is the acquisition of
knowledge, skills, and competencies as a result of the teaching of vocational or practical
skills and knowledge that relate to specific useful competencies. In this study training is
viewed as a means of not only fostering the growth of the individual employee but as an
integrated part of organizational growth.

Ngirwa (2016), defined training as a “learning process in which employees acquire

knowledge, skills, experience and attitudes that they need in order to perform their job
better for the achievements of their organizational goals”. This definition shows the
bridge between job requirements and employee present specifications. Training can
therefore be seen as a systematic process of increasing the knowledge and skills of the
staff for doing a specified job by providing a learning experience.

Armstrong, (2015), defined training as the planned and systematic modification of

behavior through learning events, programs and instructions, which enable individuals to

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achieve the levels of knowledge, skill and competence needed to carry out their work
effectively. This definition means that for any organization to succeed in achieving the
objectives of its training program, the design and implementation must be planned, done
systematically and tailored towards enhancing performance and productivity. Also
training gives the employee or trainee the required skills,technical knowledge and
competencies needed to perform his or her present job effectively or to prepare the
employee to fit a higher job involving higher responsibilities.
Training not only develops the capabilities of the employee but sharpen their thinking
ability and creativity in order to take better decision in time and in more productive
manner (David, 2013). Moreover it also enables employees to deal with the customer in
an effective manner and respond to their complaints in timely manner (Hollenbeck et al.,
2011). In effect therefore through training, the employee is able to take better decisions
that culminate to the success of the organization. Also time is used judiciously when it
comes to taking decisions by well-trained employee in an organization.

According to Chen et al. (2011), training programs may also help the employee to
decrease their anxiety or frustration, originated by their work or job. Therefore employees
who have acquired enough training are more likely to be satisfied with their job than
those with less training. Rowden (2009), further suggests that training may also be an
efficient tool for improving ones job satisfaction, as an employee with a better
performance leads to appreciation by the top management, hence the employee feel more
adjusted with his job. Rowden and Conine (2012), also agrees with this assertion as they
see a well-trained employee as being more able to satisfy customers and shows a greater
level of job satisfaction along with superior performance.
In summary training can be seen as a planned intervention aimed at enhancing the
elements of individual job performance.

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Development:

Development is concerned with specific programs designed to prepare and groom a

worker with particular education and training for higher responsibilities (Onasanya,
2012). Beardwell and Helen (2008) also view development as the process of becoming
increasingly complex, more elaborate and differentiated by virtue of learning and
maturation. It is more career than job oriented and is concerned with the longer-term
development and potential of the individual. Development covers not only those
activities, which improve job performance, but also those which bring about growth of
the personality; helps individual in the progress towards maturity and actualization of
their potential capacities so that they become not only good employees but better men
and women.
As a result of the ever rapid changes in technology and ways of doing business,
employees constantly need to be abreast with time to remain productive. Development
therefore helps the employee to improve ability to handle a variety of assignments;
improve performance at all levels in his or her present job; helps to sustain good
performance throughout his or her carrier exploring his or her full potential. According to
Itika (2015), development sees the employees as adaptable resources with a variety of
skills and places within the organization and it is also concerned with giving the
individual the right mix of skills, experiences and contacts to enable them to achieve their
full potential.
In summary development may be defined as those processes that are concerned with the
enhancement of employees‟ career in the long-term.

2.2 Theories Underlining Concepts:

For effective training and development process to take place, learning is a precondition.
Following the increasing role of learning theories in educational psychology, there has
been an ongoing trend with the educators and trainers to highlight the importance of
learning theories in training and development. An understanding of these theories is
essential to find out their implications in the field of training and development. A
generally accepted definition of learning is any relatively permanent change in behavior

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that occurs as a result of experience (Robbins,1998). Training and development
programmers are seen as instructor-led and content-based interventions which lead to
desired changes in behavior (CIPD, 2012). In training and development programmers,
learning is viewed as an intervening variable to cause behavioral change, which is a
dependent variable and the experience or practice works as the independent variables.

2.3 Behavioral Theories:

The term "behaviorism" was coined by John Watson (1878–1959). Watson believed that
theorizing thoughts, intentions or other subjective experiences was unscientific and
insisted that psychology must focus on measurable behaviors. For behaviorism, learning
is the acquisition of a new behavior through conditioning (Myers, 2017). According to
Myers (2017), there are two types of conditioning namely classical and operant
conditioning.

Classic Learning Process: This is a process of learning by temporal association in

which two events that repeatedly occur close together in time become fused in a
person’s mind and produce the same response. That means learning occurs when a
natural reflex responds to a stimulus.

Operant Learning Process: This process occurs when a response to a stimulus is

reinforced. If a behavior is rewarded, that behavior is repeated. With this process,
learning is a function of change in overt behavior. Changes in behavior are the result
of an individual's response to events (stimuli) that occur in the environment.

Behaviorists view the learning process as a change in behavior, and will arrange the
environment to elicit desired responses through such devices as behavioral objectives,
Competency-based learning, and skill development and training (Smith, 2009).

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 Chapter-03
Overview of the Uttara Bank Limited

3.1 Overview of the Bank:

Uttara Bank Limited incorporated on 26 June, 1983 as a public company with limited
liability under the Companies Act 1994. The bank obtained permission to commence
business with effect from 27 June, 1983 and started banking operations on 29 June 1983
with an authorized capital of Tk. 100 million divided into 1 million ordinary shares of Tk.
100 each. A number of leading figures from industry and business in the country met in
the eighties of last century the construction of Uttara Bank. The result was one of the first
generation banks in the private sector in the country. For example, Uttara Bank Limited
(UBL) was, in fact, and the GOB was kind enough to participate as a shareholder.
Management:
The Bank has in its Management a combination of highly skilled and eminent bankers of
the country of varied experience and expertise successfully lead by Mr. M. Shahjahan
Bhuiyan, a dynamic banker, as its Managing Director and well educated young, energetic
and dedicated officers working with missionary zeal for the growth and progress of the
institution.

3.2 Vision and Mission of Uttara Bank Limited:

Vision:
To expand as a financial institution and achieve sustained economic growth by
continuing to exceed our customers' expectations for top-tier service and innovative
financial solutions.
Mission:
 To build Uttara Bank Limited into an efficient, market driven, customer focused
institution with good corporate governance structure.
 Continuous improvement in our business policies, procedure and efficiency
through integration of technology at all levels.

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3.3 Strategic Statement:
To have sustained growth, broaden and improve range of products and services in all
areas of banking activities with the aim to add increased value to shareholders’
investment and offer highest possible benefits to our customers.

3.4 Branches of Uttara Bank Limited:

UBL is operating all over the country with 229th branches and all are under online
network. Most of branches are in Dhaka but they have Uttarahes in all the main
cities like- Chittagong, Sylhet, Khulna, Pabna, Jessore and Rajshahi, Comilla, Barisal,
Bogra etc. In addition, its effective and diversified approach to seize the market
opportunities is going on as continuous process to accommodate new customers by
developing and expanding rural. Besides these traditional delivery points, the bank is also
very active in the alternative delivery area. It currently has the facilities of SMS Banking,
Internet Banking and a large number of ATMs of its own with ATM sharing arrangement
with other partner banks.

3.5 Board of Directors of Uttara Bank Limited:

The Board of Directors is composed of 15 (fifteen) members headed by a Chairman. The
rest of them are a Vice- Chairman, a Managing Director and Directors.

Sl No Name Designation
01 Azharul Islam Chairman
02 Md. Asaduzzaman Vice-Chairman
03 Badrunnesa (Sharmin) Islam Directors
04 Md. Mahfuzus Subhan Directors
05 Abul Barq Alvi Directors
06 Faruque Alamgir Directors
07 Col. Engineer M. S. Kamal (Retd) Directors
08 Prof. Mirza Mazharul Islam Directors
09 Prof. Sharif Md. Shahjahan Directors
10 Sayes A. N. Wahed Directors
11 Shah Habibur Haque Directors
12 Sk. Amanullah Directors
13 Major General Prof. M. A. Mohaiemen Directors
14 Shamsuddin Ahmed Managing Director

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3.6 Service Design:

UBL Imperial Savings is very attractive, unique product design is a very effective way to
differentiate. The product design is so innovative that anyone can attract by its benefits.

 Customer can open one “UBL Imperial Savings” account with any UBL branches.

 Hotel/ Hospital/ Air ticket/ Rail way ticket booking as per valued Imperial
Client’s need

 Monthly/Quarterly statement; Monthly E-statement free

This differentiation strategy involves using the characteristics of the product you market
to differentiate from your competitors. Every brand is built on a product (I include
services here as well). As a result, especially in the early stages of the brand building
process where not enough emotional connections have been built, product-based
positioning might be one of the very few options available.

3.7 Financial Structure of Uttara Bank Limited:

Table: Amount of Deposits and Advances
BDT in million)
Year Deposits Advance
2013 29,153.9 22,938.3
2014 31,477.6 18,786.3

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 2015 34,615.2 18,601.0
2016 36,891.9 21,851.5
2017 39,360.2 25,163.9
2018 43,586.4 28,477.4

Deposit & Advances (Taka in million)

50000

40000

30000

20000

10000

0
1 2 3 4 5 6

Deposits Advance

Rural Credit, Micro ENT. & SP. Program Financing:

Loan is provided to the rural people for agricultural production and other off-farm
activities.
 Loan pricing system is customer friendly.
 Prime customers enjoy prime rate in lending and other services.
 Quick appreciation, appraisal, decision and disbursement are ensured.

Credit facilities are extended as per guide-lines of Bangladesh Bank (Central Bank of
Bangladesh) and operational procedures of the Bank. The rates may, however, change
from time to time depending on the level of competition in the financial sector.
As a nationalized Bank it has a social responsibility to improve the financial condition of
the poor/unemployed people. With a view to perform that social responsibility, Bank has
initiated rural credit program since 1974. Now under this rural portfolio there are 15
products.

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A vast majority of the Bangladeshis live in the rural areas and their main source of
income is agriculture and agro-business. Uttara Bank Ltd. has opened branches in rural
areas to cater to the banking needs of rural people. Apart from accepting deposits from
the rich and moderately well off villagers, Uttara Bank Ltd. encourages the poor people
to make small savings through different mechanisms.

So far lending in rural area is concerned; Uttara Bank Ltd. has been financing agricultural
production and poverty alleviation programs since 1977. The average loan size is about
Taka 10,000.00 (around US$ 200) and the number of borrowers under rural credit
scheme is more than 100,000.

Short Term Crop Production Loan

Irrigation and Agricultural equipment
Fish/Shrimp Production
Horticulture Development
Agro-based Industry
Rural Transport
Weavers Credit
Agri-business Loan
Tea Production & Processing Loan
Different Micro Credit Programs

Uttara Bank is one of the largest commercial bank in Bangladesh. The aim of the Bank is
to actively participate in the socio-economic development of the nation by operating a
commercially sound Banking system. It provides credit to deserving borrowers and at the
same time, protects depositor’s interest.

Deposits:
Uttara Bank mobilized total deposit of BDT 43,586.4 million as of December 31, 2017 as
compared to BDT 39,360.2 million in 20086. Comparative interest rates deposit
mobilization efforts of the bank and confidence reposed by the customer in the bank
contributed to the notable growth of 10.74% in deposit. The bank evolved a number of

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attractive deposit schemes to care to the requirement of small and medium services. This
improved not only the quantum of deposits, it also brought about qualitative change in
the depositors structure.

Break-up of Deposit and Deposit Mix

(Taka in million)
Type As on 31-12-17 As on 31-12-16
Current deposit and other accounts 12,372.37 10,473.85
Bills payable 1,643.29 1,074.69
Savings Bank Deposits 17,876.53 16,874.92
Term Deposits 10,417.18 10,037.19
Other Deposits 1,276.99 899.56
Total 43,586.36 39,360.21

Deposit MiXas on 31-12-2018

3%
24% 28%

4%

41%

Current deposit & others Bills payable

Savings Bank Deposits Term Deposits
Other Deposits

Investment:
To earn profit, the Bank Prudently invests its fund to different sectors. The investment
portfolio of the Bank is comprised of Treasury bill, other bonds, Debenture, Shares etc.
The Bank earns a handsome profit from this investment portfolio. Year wise investment
of the Bank is shown in the following table:

Year Investments (Taka in million)

2013 6,739.4
2014 9,883.9
2015 12,794.0
2016 10,062.1

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 2017 9,564.5
2018 14,455.8

Investments

15,000.00
10,000.00
5,000.00
0.00
1 2 3 4 5 6

Investments

Chapter-04
Findings of the Study

4.1 Introduction:
Employees are the core resources of any organization, without them, one cannot run their
organization, and human resources are conducted with the growth of development of
people toward higher level of competency, creativity and fulfillment. It help employee's
become better more responsible person and then it tries to create a climate in which they
contribute to the limits of their improved abilities. It assumes that expanded capabilities
and opportunities for people with lead directly to improvements in operating
effectiveness. Essentially, the human resource approach means that people better result.
Bank always determine what jobs need to be done, and how many and types of workers
will be required.

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 Human Resource Department of UBL is the main dimension of people of the
organization. It is responsible for hiring competent people, training them, helping them
perform at high levels and mechanisms to ensure that these employees maintain their
productive affiliation with the organization. Human Resources Department of UBL is
solely responsible mainly for recruitment, training and development, ensuring
compensation and benefits of staffs, performance appraisals and rewards. With all those
core functions Human Resources Department linkage its operations meet the
organization's objectives.

4.2 Human Resources Department of UBL:

Human resources Department of is one of the most valued departments with the
responsibilities of staffing, training and development, organization development,
performance appraisals, rewarding, control and maintenance etc. With the start of The
Human Resources Department of experienced executives to carry out the whole
responsibilities. The Human Resources Department of stands in its Head Office at
Motijil, C'heni Shilpo Bhaban under the direct supervision of the top management.

4.3 Organization of the Human Resources of Bank:

VP HR

AVP/Director Compensation
AVP/Director Recruitment AVP1DIrector
AVP/Director Training & AV/director labor relation
of employee

Fig: Structure of HR Department in UBL

4.4 Objectives of the Human Resources Department of UBL:

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The objective of HRM can be described as follows-

 To hire the right person for the job

 To reduce employee turnover
 To motive people to perform at high effort levels.
 Not to waste time with useless interviews.
 To remove unfair labor practices.
 To maintain a high morale & better human relations inside the origination.
 To maintain organizational peace.
 To attract competent people and retain them in the organization.
 To recognize and satisfy individual needs.

4.5 Basic Principles of HRM in UBL:

 Treat people with respect and dignity;
 Deal with people as complete individuals.
 Treat all employees with justice.
 Provide people with justice.
 Make people feel that they are most valuable asset for the organization.
 Rewards should be earned, not given.
 Not to underestimate the potentials of people.
 Provide people with all relevant information.

4.6 Functions of the Human Resource Department of UBL:

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  To control the administration of human resources of the bank
 To access and collect compatible personnel who will be perfect for the bank
 To take program and implement for developing human resources.
 To make appointment, promotion and appraising skill of officer and stuff
 To maintain relationship with government and other institution
 To access and grant retirement facilities at the time of retirement
 To communicate with e union scrutinizing their demands
 To give loan for house building, car, motorcycle and ensure their proper
utilization
 To give medical facilities to the staff.
 To maintain and grant leaves without regular leave
 To coordinate and evaluate the branch office
 To prepare and implementation policy about human resources and related
activities.
 To perform the activities assigned by the department head

4.7 Core Functions of Human Resources Department in UBL:

CORE HR PROCESS

Recruitment and selection Compensation and benefits

Training and Development

Figure: Core HR Process in HR department of backed by the Human Resources Manual.

4.8 Define Training and Development:

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Training to new employees is important for the reason that they need to acquire basic

Skills related to the particular job in which he is employed and development means aims
to increase abilities in relation to some future position or job-usually management.

4.9 Objectives of Training:

Like every organization, Uttara Bank Limited and the employees or human resources of
this organization have some objectives. The organizational and individual objectives are
complementary. So a training program is directed toward the accomplishment of both
organizational and individual objectives. We can classify the objectives in two major
headings.

4.10 Objectives of Training Related to UBL

 Achieving efficiency in operation.

 Improving knowledge on new method.
 Informing the banking policy
 Providing knowledge on bank-customer relationship.
 Change of attitude toward the job.
 Reduction of employee turn-over.
 Improving quality of work.

4.11 Objectives of Training Related to Individual

1. Reducing inherent fear about jobs: Training is reducing inherent fear about jobs.

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2. Updating Knowledge: Technological advancement, business environmental changes
and new management philosophies have now made it imperative for the organization
to renew and update the knowledge and skills of the employees so that they do mil
become redundant for obvious functional incompetence. The first and foremost need
for manpower training therefore, is to renew and update knowledge and skills of
employees to sustain their effective performance and so also to develop them for
future managerial positions.
3. Avoiding Obsolescence: Recent economic liberalization programs of Government of
India is necessitating Organizational restructurings, which inter alia, calls for training
the employees, irrespective of their functional level, for their redeployment in
restructured jobs. Therefore, the second important need for training is to avert
functional obsolescence

4.12 Methods of Training Used by Uttara Bank Limited

Methods are the ways through which. Employees are trained. JAM I1Nn Bank Limited
uses several methods of training depending on the situation and training objectives.
However, the methods of training can primarily classify into two types. On-the -job
Training (0.1T) means having a person learn a job by actually doing it. every employee,
from mailoorm clerk to company president, gets on the job training when he or she joins
a firm. In many firms, OJT is the only training available.
The most familiar type of on the job training is the coaching or understudy method. Here,
an experienced worker or the trainee's supervisor trains the employee. At lower levels,
trains may acquire skills by observing the supervisor. But this technique is widely used at
top-management level too. A potential future CEO might spend a year as assistant to the
current CEO, for instance. Job rotation, in which an employee (usually a management
trainee) moves from job to job at planned intervals, is another OJT technique.There are
some steps to help insured OJT Success

Step: 1 Prepare the Learner:

1. Put the learner at ease- relieves the tension.

2. Explain why he or she is being taught,

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3. Create interest, encourage - encourage find out what the learner already knows about
this or other jobs.
4. Explain the whole job and relate it to some job the worker already knows.
5. Plane the learner is dose is the normal working position as posUBL e.
6. Familiarize the worker with equipment, materials, tools, and trade

Step 2: Present the Operation:

1. Explain quantity and quality requirement?

2. Go through the job at the normal work pace.
3. Again go through the job at a slow pace several times; explain the key points.
4. Have the learner explain the steps is you go through the job at a slow pace,

Step: 3 Do a Tryout:
1. Have the learner go though the job several times explaining: slowly, explaining each
step to you. Correct mistakes and mistakes and, if necessary, do some of the
complicated steps the first few times.
2 Run the job at the normal pace.
3. Have, the learner do the job, gradually building up skill and speed.
4. As soon as the learner demonstrates ability to do the job, let the work begin, but don't
abandon him or her.
Step: 4. Follow Up:
1. Designate to whom the learner should go for help
2. Gradually decrease supervision, checking work from time to time against quality and
quantity standards.
3. Correct faulty work patterns before they become a habit. Show why the learned
method is superior.
4. Compliment good work; encourage the worker until he or she is able to meet the
quality and quantity standards.

1. Apprenticeship Training:
More employers are implementing apprenticeship programs, an-approach that began in

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the middle Ages. Apprenticeship training is a structured process which people become
killed workers through a combination of classroom Instruction and on-the job training. It
is widely to train individuals for many occupations. It traditionally involves having the
learner/apprentice study under the tutelage of a master craftsperson.
Several U.S. facilities currently use this approach. For example, the Siemens Stromberg-
Carlson plant in Florida has apprenticeships for adults and high school students for
electronics technician jobs.

2. Informal Learning:

Employers should not underestimate the importance or value of informal training.

Surveys form the American Society for Training and Development estimate that as much
as 80% of what employees learn on the job they learn not through formal training
programs but through informal means, including performing their jobs on a dally basis in
collaboration with their colleagues.

Although managers don't arrange informal learning, threes still a lot they can do the
ensure that it occurs. Most of the steps are simple.

3. Job Instruction Training;

This is training through step-by-step learning. Usually steps necessary for a job are
identified in order of sequence and an employee is exposed to the different steps of a job
by an experienced trainer.

4.13 Major Findings:

This study is focused on training and development program of Uttara BankLtd. After
analyze the whole report some positive and also some negative some are identified. These
are:

1. UBL arrange the necessary training for enhancing the skills and knowledge to keep
pace with the technological change and customer service

2. UBL has own training institute

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3. Uttara BankLtd. arrange training for general employees and development program for
executive

4. Uttara BankLtd. identifies the deviancies of performance level of employees by

training need assessment, which is very crucial for identifying training need and species
the training need area

5. Uttara BankLtd. generally provides on the job training for employees and executives
and also offered off the job training and development program for the employees and
executives

6. As Uttara BankLtd. arrange training and development program regularly, others banks
have different training and development idea

7. As Uttara BankLtd. is not fully equipped

8. The allocation of training and development budget of UBL is not fully satisfactory

9. Employees of UBL are not fully satisfied with the overall training facilities that are
offered by the bank

Chapter-05
Recommendation and Conclusions

5.1 Recommendations:
 Through the interview with the Human resource manager, it was realized that funds
for the organization of training and development programmers for employees was not
always readily available. From the research it can be concluded that training and
development of employees leads to improvement of their performance and the
performance of the organization as a whole. Therefore the needed funds for an
effective training and development programmer to take place should be made
available at all times by the organizations
 Again, the interview with the human resource manager reveled that some employees
have an impression that these programmers are a waste of time and therefore do not

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 take it serious. Since it has been proven that these programmers has a direct link with
performance of employees and the organization as a whole, rigorous education should
be given out on the importance of these programmers on the performance of
employees.
 Again, management should create more opportunities for training and development of
their employee since it has been proven that there is a direct link between training and
development with performance. Therefore employees should be encouraged to go for
training and development program (in service training). This will brighten up their
ideas and will enable them to know more about the recent changes in technologies.
 Furthermore, the organizations should establish the training objective in accordance
with the organizational goal. This will ensure that the needed training and
development programmers are identified and implemented. It will help in reducing
the impression the impression of some employees that these programmers are a waste
of time and therefore take it serious.
 Finally management should clearly state the results for each employee. For instance
what change in employee knowledge, skills, attitudes and behaviors has occurred
after experiencing such programmers? It must also clarify what is to change and by
how much. The training and development goals should be specific, tangible,
verifiable, timely and measurable.

5.2 Conclusion:

Uttara Bank Ltd. has to convert to all of their training system and policy of traditional
banking in to a modern system. As they have huge opportunities in case of large number
of branches and employee number. The modernization and digitalization might come
them very a very strong chance to lead the banking sector. I think which might be a
practical and bold decision. There are lots of local and foreign bank in Bangladesh; the
Uttara Bank Ltd. is one of the promising private bank among them.

In this competitive market, Uttara Bank Ltd. has to struggle not only the other
commercial banks but also the other public commercial bank. Uttara Bank Ltd. is much
more capable of number of employees. If it invests more funds in training and
development and proper procedure to utilize them, it will like leading company. It is
obvious that the right thinking of this bank including establishing a successful network

Page No: 25
over the country and increasing resources will be able to play a considerable role in the
portfolio of development. Success in the banking business largely depends on effective
nursing of human resource into real resource not the member of just human.

Page No: 26
 Reference
Book Reference:
 McGill, M.E. and Slocum, J.W. (1993), Unlearning the organization,Organizational
 Dynamics, pp. 67-79.
 McNamara, C. (2017). Employee Training and Development: Reasons and
 Benefits.http://managementhelp.org/trng_dev/basics/reasons.htm.21/07/2011
 Mwita, J. I. (2007), Performance management model: A system-based
 Approach to system quality. The International Journal of Public Sector Management,
Volume 13, No. 1, pp. 19-37.
 Nair, A. & Fissha, A. (2017). Rural Banking: The Case of Rural and Community
 Annual Report of UBL 2016.
 Many official documents [Collect from my supervisor]

Web Reference:
 www.uttarabank.com.bd
 Annual Report of Uttara Bank Limited-2018
 https://www.uttarabank-bd.com/index.php/home/news/2017
 http://www.slideshare.net/sjhus/22 -immutable -laws -of -branding.
 http://en.wikipedia.org/wiki/Brand [Data collect in 20 august 2015]
 Annual Report of Uttara BankLtd. Retrieved from http://www.UBL.com
 https://www.uttarabank-bd.com/index.php/home/annualreports
 https://www.uttarabank-bd.com/areport/AnnualReport-2016_03_05_2017.pdf
 https://www.uttarabank-bd.com/index.php/home/atglance
 https://www.uttarabank-bd.com/index.php/home/indivisions
 https://en.wikipedia.org/wiki/Accounting_information_system

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 Appendix

Questionnaire of Sample Size

Training and Development Process of Uttara Bank Limited:

Q1.DoesTraining is related to Quality analysis?
A. Strongly disagree
B. Disagree
C. Occasionally affected
D. Affected
E. Strongly affected
Q2.Does Motivation is individual intensity, direction and persistence for attaining
a goal?
A. Strongly disagree
B. Disagree
C. Moderate
D. Agree
E. Strongly agree
Q3.Do you agree successful training procedure apply a competency based hiring
approach?
A. Agree
B. Strongly Agree
C. Disagree
D. Moderate
E. Disagree
Q4.Do you agree the statement “Effective communication is minimizing the
conflicts”?
F. Agree
G. Strongly Agree
H. Disagree
I. Moderate
J. Disagree

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