Introduction

The project discusses “Human Resource Activities in Three Major Indian

Banks”. The Indian financial system consists of institutions, which are having two fold
functions i.e., savings on side and investment on the other side among the people.
Banking system is a part of the Indian Financial system and its main aim is to promote
savings and investment among the public. With the rapidly changing world there has
been many changes introduced in the field of banking and finance

PUNJAB NATIONAL BANK:

Since inception in 1895, PNB has always been a

"People's bank" serving millions of people throughout the country and also had the
proud distinction of serving great national leaders like Sarvshri Jawahar Lal Nehru,
Gobind Ballabh Pant, Lal Bahadur Shastri, Rafi Ahmed Kidwai, Smt. Indira Gandhi etc.
amongst other who banked with us.It established in 1895 in Lahore, undivided India,
PNB has distinction of being the first Indian bank to have been started solely with Indian
capital. It is nationalized in 1969. From its modest beginning, the bank has grown in size
and structure to become of 5000 branches spread over the country with huge
manpower.

CANARA BANK: 
Founded as 'Canara Bank Hindu Permanent Fund' in 1906, by
late Sri. Ammembal Subba Rao Pai, a philanthropist, this small seed blossomed into a
limited company as 'Canara Bank Ltd.' in 1910 and became Canara Bank in 1969 after
nationalization. Sound founding principles, enlightened leadership, unique work culture
and remarkable adaptability to changing banking environment have enabled Canara
Bank to be a frontline banking all over India with a domestic branches over 3000 in
2010.
Table of Contents of Project Report: 

1. Objective To Be Achieved

2. Methodology

3. Introduction

4. Human Resource Management

-Meaning,Aims & Objectives of HRM
-Why HRM is essential?
- HRD In Banks-perceived
-- Challenges Ahead

5. Hrd In Banking

6. Job Analysis and Job Description

7. Recritment And Selection

8. Human Resource Development

9. Performance Appraisal

10. Employee Training & Development

11. Internal Mobility

12. Wage & Salary Distribution

13. Grievance

14. Motivation

15. Participative Management

16. Rewards & Incentives & Punishments

17. Employee Turnover and Implementation of "Exit Policy"

18. Discipline & Disciplinary Action

19. Punjab National Bank

- History
- Profile
- Board of directors
- Organizational Structure
- Awards in HRM
- Recruitment Pocess in Punjab National Bank

20. Canara Bank

- History
- Profile
- Board of Directors
- Awards in HRM
- Recruitment Process In Canara Bank

21 Research Methodology

22. Questioner

23. Data Analysis

24. Findings

25. Recommendations

26. Conclusion

Objective To Be Achieved
 1) To understand the role of HRM in banks

2) To know the functions of HRM

3) To know the need of HRM in banks

4) To know the structure and position of HR department

5) To study the Human Resources Management

6) To know the changing bank environment and role of HRM

Methodology

Primary Data Collection:-

The primary data was collected by making a visit to…..

 Punjab national bank , Branch Ropar

 Indian oversease bank, Branch Ropar
 Canara bank, Branch Ropar

The view and opinions were collected from the above mentioned bank.

Secondary data collection:-

The secondary data has been collected from the following sources….

 HRM books
  Websites
 Magazine

INTRODUCTION

“Human Resources Management” (HRM) is a management functions that

helps managers recruit, select. Train and develop members for an organization.

HRM involves the application of management functions and principles. The functions
and principles are applied to acquisitioning, developing, maintaining and remunerating
employees in organizations.

It is a series of integrated decisions that form the employment relationship; their quality
contributes to the ability of the organizations and the employees to achieve their
objectives.

Thus, HRM refers to a set of programmers, functions and activities

designed and carried out in order to maximize both employees as well as organizational
effectiveness.

Human Resource Management

Meaning,Aims & Objectives of HRM

“Human resource management is planning, organizing, directing and controlling of

procurement, development, compensation, integration, maintenance and separation of
human resources to the end that individual, organizational and social objectives
accomplished.”
 Thus, human resource management refers to a set of programmer, functions and
activities designed and carried out to maximize both, employee as well as
organizational effectiveness.

It is concerned with the people dimensions in the management. Since every

ncerned with hiring motivating and maintaing people in an organizatio n. It focuses on people in organizati

organization is made up of people, acquiring their services developing their skills

motivating them to higher levels of performance and ensuring that they continue to
maintain their commitment to the organization are essential to achieving organizational
objectives. This is true, regardless of the type of organization –government, business,
education, health, recreation or social actions.

Human resource is one of the natural resources of any country’s economy

It is the wealth of the country. In the context of banking, human resource is of greater
importance. The deployment of human resource through proper and efficient selection,
training and development, is called Human Resource Management.

The success of any bank or organization largely depends on efficient human resource
management, apart from operations, marketing and sales, the HR department manages
all the efficient people working in operations and marketing divisions in any
organization.

Human resources are a term with which many organizations describe the combination
of traditionally administrative personnel functions with performance management,
employee relations and resources planning. The field draws upon concepts developed
in industrial/organizational psychology.

Human resources have at least two related interpretations depending on context. The
original usage derives from political economy and economics, where it was traditionally
called labor, one or four factors of production. The more common usage within
corporations and business refers to the individual within the firm and to the portion of
the firm’s organization that deal with hiring, firing, training, and other personnel issues.

Michael j.jucius defined as” the field of management which has to-do with planning,
organizing, directing and controlling the functions of procuring, developing, maintaining
and utilizing a lobour force, such that the-

(a) objective for which the company is established are attained economically and
effectively,
(b) objective of all levels of personnel are served to the highest possible degree,
and
(c) objectives of society are duly considered and served”

To achieve equilibrium between employer and employee goals and need, HRM
department focus on these three general functions:-
1. planning
2. implementing and
3. evaluation

The planning function refers to the development of human resources

policies and regulations. Human resources manager attempt to determined future
HRM activities and plan for implementing of HRM procedures to help companies
realizes their goals.

This activity also involves company efforts to control and change employee
behavior, appraisals, incentives and discipline.

Compensation covers the payment of employees for their services.

Maintenance requires structuring labor relations the interaction between a

company’s management and its unionized employees and ensuring compliance with
federal and state employment law.

Implementing of HRM plans involves four primary activities:

a) Acquisition,

b) Development,

c) Compensation and

d) Maintenance.
 Acquisition entails the hiring of workers most likely to help a company attain its
goals.

The development function encompasses the training of workers to perform their task
in accordance with company strategy.

OBJECTIVE OF HUMAN RESOURCES MANAGEMENT

Objectives are pre-determined goals to which individual or group activity in an

organization is directed. Objectives of human resources management are influenced by
social objectives, organizational objectives, functional objectives and individual
objectives. Institutional are instituted to attain certain specific objectives. The objectives
of the economic institute are mostly too earn profits, and that of educational institutions
are mostly impart education and conduct research so on and so forth. However, the
fundamental objectives if any organization is survival. Organizations are not just
satisfied with goal. Further, the goal of the most of the organization is growth and/or
profit.

The objectives of HRM may be as follows:-

i. To create and utilize an able and motivated workforce, to accomplish the basic
organizational goals.

ii. To establish and maintain sound organizational structure and desirable working
relationship among all the members of the organization.
 iii. To secure the integration of individual and groups within the organization by co-
ordination of the individual and group goals with those of the organization.

iv. To create facilities and opportunities for individual or group development so as to

match it with the growth of the organization.

v. To attain an effective utilization of human resources in the achievement of

organizational goals.

vi. To identify and satisfy individually and group needs by providing adequate and
equitable wages, incentives, employee benefits and social security and

measures for challenging work prestige, recognition, security, status etc.

Why HRM is essential?

An effective HRM system allows organizations to address human resource issues

strategically. This helps the workforce deliver high quality health services, despite
internal and external challenges to the organization. A strong human resource
management system helps organizations prioritize their organizational and business
strategies while effectively managing the changes inherent in health sector reform and
decentralization. HRM helps attract and retain competent employees, assists
employees and managers in adapting to organizational change, and facilitates the use
of technology to determine how and where work is done.

HRM is perhaps one of the most misunderstood, but most important management
systems. Employees are an organization's most important asset, as well as its most
expensive: personnel costs often consume 70-80% of an organization's budget.

With a strong and equitable HRM system, employees:

 receive compensation that reflects their level of responsibility.

 feel more motivated and understand how their work relates to the organization's
mission and values.
 are more satisfied with their jobs.

With a strong and equitable HRM system, organizations:

 are better equipped to achieve their goals.

 increase the level of employee performance.
 save costs through the improved efficiency and productivity of workers.
 improve their ability to manage change.

HRD In Banks-perceived

 There is a qualitative change in the banking paradigm on account of changes in

the industry due to the entry of new private sector Banks. Therefore, it has
become a necessity to recruit, train and deploy people at all level efficiently, for
better performance and success. This is the basic function of HRD, which
includes the concept of HRM.

 A view of the changes in the political scene in the recent past, seeping changes
is expected to take place in the banking industry. It is expected that only a few
banks will remain after a series of amalgamations and mergers, not only in the
Indian banking industry, but also at the international level.
  Emergence of new private sector banks, disintermediation and competition and
self-regulation in monitoring banking has necessitated efficient Human
Resources Management in banks.

 HRM is a continuous process, involving selection, recruitment and training on an

"on going basis" for the staff and their deployment in the right place. The activity
is called HR development.

Challenges Ahead

Bankers should chalk out a wide range of strategic responses to the future challenges.
They have to look into the structure, procedures and processes of the systems and
make policies accordingly, to ensure necessary changes. It is the foremost function of
HRM Banks have to convince their employees that that a challenge is an opportunity to
prove oneself. Bankers in India have to utilize this opportunity before the competition
overtakes them and people in banks have to respond immediately to the challenges.

This requires the HR department to work efficiently. Banks are in the service industry,
where the raw material is HR. HRM, therefore, emerges as a very basic and important
element for strategic response to the changes that are taking place in the banking
sector. HR departments should take it seriously to formulate policies to meet this
challenge. HRD is a critical management function. Each manager should have initiative,
awareness, co-ordination and facilitation to perform his role. This is critical function of
HRM.

HRD In Banking

I    Staff Meetings

 
 Staff Meeting aims at group synergy, team building, open culture, family feeling
and talent recognition which individually and cumulatively benefit the organizations.
 
 Goals/Targets set for the unit/Bank is discussed in the monthly Staff Meetings
conducted at all branches/units and action plan is drawn in achieving them.
 
 The forum is being effectively utilized for harmonious functioning of all the
branches and administrative units through greater involvement and collective
contribution of all staff members.
 
 
II  Brain Storming Sessions
 
 This is a technique for generating ideas and suggestions on topics of relevance
and also to provide alternate solutions to problems by simulative thinking and
imaginative power of cross section of employees.
 
 Corporate Topics are selected for each quarter and BSS are conducted in
administrative offices/ braches on the topic during every quarter.
 
 Worthy implement able suggestions emanated are circulated for necessary
action.
 
 
 
III  Study Circle
 
 Concept of Study Circle aims at self development of employees by kindling the
desire to acquire/update knowledge, information and experience.
 
 Guest lectures/ Power Point Presentation / Group Discussions, etc are arranged
on topics of general interest by inviting experts in the field.
 
 Study Circle Meeting are conducted once in two months in administrative offices
and once in a quarter in braches

  IV Quality Circles

 It  is a time tested tool of Total Quality Management (TQM) which promotes team
spirit, cohesive quality work culture, commitment and involvement of employees.

Job Analysis and Job Description

 One of the important functions of HR department is to ensure proper definition for
workers in the bank. The staff should know about the vacant positions and the skills
required for those particular jobs. Accordingly, people should be recruited to that
particular job. The allotment of a job to a right person, who has the required skills is
called job assignment. If this function is not properly performed by the HR department,
people in all departments will be in a chaotic situation. This will impair their performance
and subsequently

customer service.

Improvement in performance and skills of existing employees can be achieved through

recruiting the right person for the right place. Thus, job description and job assignment
are parallel concept requiring attention.

Recritment And Selection

 Overview
Two important functions of a human resources department are recruitment and
selection. Though linked together in what is generally called the employment discipline
of human resources, they are two distinct functions. The recruitment phase is the initial
step for all applicants--once the applicant presents the skills, knowledge base and
qualifications, she moves into candidacy for a position.

 Recruitment
Full-cycle recruiting is a term used by human resources specialists who manage the
recruitment process from start to finish. Full-cycle recruiting begins with sourcing
candidates, which means looking for prospective applicants whose qualifications might
be suitable for the job openings you have. Sourcing has evolved in the past several
years with the proliferation of job and career sites. Many of the newspapers that once
had pages of job listings in the Sunday edition have been replaced by job sites such as
CareerBuilder and Monster.
 Recruitment Technology
Technology for managing the initial employment process is referred to as an “applicant
tracking system.” These sites are linked to the careers section of a company’s website.
When perusing the Internet, many job seekers prefer to learn more about the company
first, before performing a job search through the careers section. An applicant tracking
 system is configured according to the employer’s needs. The simplest kinds merely
collect basic information about the applicant and permit the applicant to cut and paste or
upload a resume. More sophisticated systems match the resume qualifications to
specific jobs in the database and suggest matches for which the applicant may want to
consider. The recruiter can then access the applicant information, based on keyword
searches and qualifications to determine which applicants would possibly qualify as
candidates.

 Applicant Assessments
Many employers require additional qualifications, such as security clearance,
background investigations, proficiency examinations and other batteries of tests to
determine initial suitability. For executive level positions, the assessment process may
include observation of the candidate’s decision-making skills, interpersonal relationship
skills and even business etiquette. There are a myriad of methods used by recruiters to
determine suitability outside a typical review of the applicant’s work record.

 Selection
Once the applicant has become a candidate, it means she has the requisite skills to
warrant an investment of resources necessary to schedule, prepare and conduct an
interview. These days interviews are one of the most important factors in the selection
process because the recruiter and hiring manager are looking at more than what can
the candidate do for the company. They are looking for soft skills the candidate may
have in terms of building teams, working in collaboration with other professionals, and
what the candidate can bring to the company that no other candidate can. Interviews
may be one-on-one for administrative and support positions; however, candidates for
management and director level positions can expect to be panel interviewed and judged
on their capability to interact with a variety of personalities while presenting her
qualifications in a manner that sells her capabilities to the prospective employer.

 Final Decision
The final decision to extend an offer of employment should come from the employment
section of the human resources department. While the hiring manager or directors
involved in the interview process are ultimately the people to whom the prospective
employee will report, the employment specialists have the expertise and knowledge to
process the final steps in the hiring process. There are employment laws that every
employment specialist must follow--eligibility to work is one of the hottest topics in
employment, particularly with visas, lotteries for work permits and permanent resident
cards that validate a non-U.S. citizen's right to work in the U.S. Finally, the new
employee's orientation, new hire documents and initial paperwork is provided by the
employment specialists

Human Resource Development

Nadler defined human resource development as "an organized learning experience

within a given period of time with the objective of producing the possibility of
performance change."
Human Resource Development(HRD) is another term used along with Human
Resource Management these days. However, they don't convey the same meaning.
HRD aims at overall development of human resources. HRD is more concerned with
thetraining and development of employees. HRD develops or traps hidden qualities in
people in order to make them accomplish new functions leading to organizational and
individual goals.
According to Prof. T.V.Rao, HRD is a process to:
(a) acquire or sharpen capabilities
(b) develops general capabilities
(c)develops an organizational culture

In short, HRD aims at helping employees to acquire competencies required to perform

all their functions effectively and make their organization efficient. They are really very
essential for the employees

Performance Appraisal
  It is one of the important functions of the HR department is to formulate
proper policies with regard to performance appraisal in banks to avoid
discrimination in ranking the personnel for further promotions.

 To manage people, it is very important to fudge the abilities correctly to

recognize them.

 Self-appraisal system is prevalent for officer cadre personnel in public sector

banks.

 In die new private sector banks, if is available to the entire staff including
award staff but it is compulsory, tiring system by which a section of the
employees will he ranked under the lowest category that is, it requires
improvement on a specific percentage basis.

 This is a discouraging exercise and at times even a performer will be ranked

the lowest.

 This will have an adverse impact on die organization.

HRM should give a serious thought to this aspect

Employee Training & Development

In general, education is 'mind preparation' and is carried out remote from the actual
work area, training is the systematic development of the attitude, knowledge, skill
pattern required by a person to perform a given task or job adequately and development
is 'the growth of the individual in terms of ability, understanding and awareness'.
Within an organization all three are necessary in order to:

 Develop workers to undertake higher-grade tasks;

 Provide the conventional training of new and young workers
 Raise efficiency and standards of performance;
 Meet legislative requirements (e.g. health and safety);
 Inform people (induction training, pre-retirement courses, etc.);

From time to time meet special needs arising from technical, legislative, and knowledge
need changes. Meeting these needs is achieved via the 'training loop'. (Schematic
available in PDF version.)

The diagnosis of other than conventional needs is complex and often depends upon the
intuition or personal experience of managers and needs revealed by deficiencies.
Sources of inspiration include

Common sense - it is often obvious that new machines, work systems, task
requirements and changes in job content will require workers to be prepared;

 Shortcomings revealed by statistics of output per head, performance indices, unit

costs, etc. and behavioral failures revealed by absentee figures, lateness,
sickness etc. records;
 Recommendations of government and industry training organizations;
 Inspiration and innovations of individual managers and supervisors;
 Forecasts and predictions about staffing needs;
 Inspirations prompted by the technical press, training journals, reports of the
experience of others;
 The suggestions made by specialist (e.g. education and training officers, safety
engineers, work-study staff and management services personnel).

Designing training is far more than devising courses; it can include activities such as:

 Learning from observation of trained workers;

  Receiving coaching from seniors;
 Discovery as the result of working party, project team membership or attendance
at meetings;
 Job swaps within and without the organization;
 Undertaking planned reading, or follow from the use of self–teaching texts and
video tapes;
 Learning via involvement in research, report writing and visiting other works or
organizations.

So far as group training is concerned in addition to formal courses there are:

 Lectures and talks by senior or specialist managers;

 Discussion group (conference and meeting) activities;
 Briefing by senior staffs;
 Role-playing exercises and simulation of actual conditions;
 Video and computer teaching activities;
 Case studies (and discussion) tests, quizzes, panel 'games', group

forums, observation exercises and inspection and reporting techniques.

Internal Mobiltey
As a company we need the right mix of talented and experienced
production and commercial managers, technology experts (R&D, Engineering, IS…),
functional managers (Finance, HR, Legal, EHS…) together with general managers who
have acquired experience in different domains.
New challenges and learning opportunities are the best way of guaranteeing
employability throughout a career.
The career development approaches used to achieve these goals are job broadening or
increasing job responsibilities, project work, network participation, and job rotation within
one functional family or between businesses, functions or units.

Wage & Salary Distribution

 This refers to the financial benefits that are given to staff
for the jobs they have performed. In the banking administration, fixing of salaries is a
continuous exercise as position and posts keep changing due to growth and functional
advancement.

Grievance

A grievance is a sign of an employee's discontentment with his job or his

relationship with his colleagues. Grievances generally arise out of the day-to-day
working relations in an organization. An employee or a trade union protests against an
act or policy of the management that they consider as violating employee's rights.

One of the effective ways of minimizing and eliminating the source of an employee's
grievance is by having an ‘open door policy'. An ‘open door policy'facilitates upward
communication in the organization where employees can walk into a superiors'cabin at
any time and express their grievances. The National Commission on Labor suggested a
Model Grievance Procedure, which lays down the sequence of steps to be taken
whenever a grievance is expressed.

Conflict occurs when two or more people or parties perceive an incompatibility in their
goals or expectations. There are seven methods for achieving reconciliation of conflict.
These methods are win-lose, withdrawal and retreat from argument, smoothing and
playing down the difference, arbitration, mediation, compromise and problem solving. Of
all these methods ‘problem-solving'method is most likely to bring about a win-win
situation.

Motivation

To retain good staff and to encourage them to give of their best while at
work requires attention to the financial and psychological and even physiological
rewards offered by the organization as a continuous exercise.

Basic financial rewards and conditions of service (e.g. working hours per week) are
determined externally (by national bargaining or government minimum wage legislation)
in many occupations but as much as 50 percent of the gross pay of manual workers is
often the result of local negotiations and details(e.g. which particular hours shall be
worked) of conditions of service are often more important than the basics. Hence there
is scope for financial and other motivations to be used at local levels.

As staffing needs will vary with the productivity of the workforce (and the industrial
peace achieved) so good personnel policies are desirable. The latter can depend upon
other factors (like environment, welfare, employee benefits, etc.) but unless the wage
packet is accepted as 'fair and just' there will be no motivation.

Participative Management

Participative Management refers to as an open form of

management where employees are actively involved in organization’s decision
making process.The concept is applied by the managers who understand the
importance to human intellect and seek a strong relationship with their employees. They
understand that the employees are the facilitators who deal directly with the customers
and satisfy their needs. To beat the competition in market and to stay ahead of the
competition, this form of management has been adopted by many organizations. They
welcome the innovative ideas, concepts and thoughts from the employees and involve
them in decision making process.

Participative Management can also be termed as ‘Industrial Democracy’, ‘Co-

determination’, ‘Employee Involvement’ as well as ‘Participative Decision
Making’. The concept of employee participation in organization’s decision making is not
new. However, the idea couldn’t gain that much popularity among organizations.
Studies have shown that only 3-5 percent of organizations have actually implemented
this concept in their daily operations. Though the theory of participative management is
as old as the institution of employees and employers still it is not applied by a large
proportion of organizations.

The idea behind employee involvement at every stage of decision making is absolutely
straight. Open and honest communication always produces good results both for
organization as well as workers. Freedom and transparency in company’s operations
take it to the next level and strengthens the basis of the organization. On the other
hand, there are several companies that straightway rule out the possibility of
participative decision making process. According to them, employees misuse their
freedom of expression and participation in decision making as it provides higher status
to employees and empowers them.
Rewards & Incentives & Punishments

HR department should make efforts to

provide appropriate incentives, rewards and increase remuneration to employees.
Otherwise, dissatisfaction may creep into all levels of the bank, resulting in" inefficiency,
perfunctory attitude, and poor service standards. These will ultimately affect the
functioning of the organization. Therefore, the HR department has to formulate policies
with utmost care taking into account all these facets of personnel banking. Radical
changes are required in the performance appraisal system to avoid nepotism. HR
policies with regard to manpower and career planning, and placement policies have to
he revamped. A level of professionalism with the help of technology and scientific
management has to be brought in by the HR departments of banks. Clear policies
regarding performance rewards, incentives and increase in remuneration have to be
outlined and implemented.

With regard to the accountability for non-performance and for the mistakes, the HR
department's intervention is a must for establishing the facts of each case. Proper
judgment "with impartial attitude helps develop satisfaction among the staff
members.Before punishing for mistakes and non-performance, a certain kind of enquiry
is required by the HR department.

In the present scenario, particularly in the new private sector banks, dismissals are
taking place arbitrarily without proper enquiry for accountability. This will impart the
efficiency of the existing staff and lower dynamism in their performance, ultimately
leading to reduced productivity due to fear and insecurity of losing the job. It is the first
and foremost duty of the HR department to formulate appropriate policies with regards
to punishments.

A set of guidelines and procedures has to be formulated and followed for punishments
to staff in case of any indiscipline.
There are certain inevitable situations in working where the staff needs to experiment in
order to take decisions. In the process mistakes are bound to occur. Committing
mistake is a way of learning. These are not to be treated as sin by the management.
Otherwise, the decision making process will be vitiated. HRM will play a significant role
in handling situations while awarding punishments to employees without impairing
others’ efficiency.

Employee Turnover and Implementation of "Exit Policy"

 I n the present scenario, the employee turnover has increased in the banking
industry, specifically in the new private sector banks.

 The main reason behind the trend is the recruitment of young people without
experience.

 They will be moving to other jobs after gaining experience, for higher salaries.

 This usually has a bad effect on the work atmosphere of the organization.

 The new private sector banks have become a training ground for the new and
fresh recruits.

 It is the responsibility of the HR department to arrest this trend of employee

turnover.
  The HR department should formulate suitable policies to retain the staff by
providing 'incentives, rewards, and better increments every year. These policies
will ensure organizational efficiency.
 The employee turnover may increase on account of
o Lacunae in the appraisal systems,
o Non-recognition of talent,
o Discouragement for the staff,
o Lack of motivation,
o Lack of promotions to higher cadre in the organization etc.

 HR and personnel departments of banks should realize the importance of all

these aspects and help the organization in formulating correct policies.

In this process, the HR departments of all banks should realize the

importance of recruiting experienced people in higher positions to ensure utmost
efficiency. It will increase the productivity and profitability of the organization.

Discipline & Disciplinary Action (Progressive disipline)

Progressive discipline is a process for dealing with job-related behavior that does not
meet expected and communicated performance standards. The primary purpose for
progressive discipline is to assist the employee to understand that a performance
problem or opportunity for improvement exists.

The process features increasingly formal efforts to provide feedback to the employee so
he or she can correct the problem. The goal of progressive discipline is to improve
employee performance.

The process of progressive discipline is not intended as a punishment for an employee,

but to assist the employee to overcome performance problems and satisfy job
expectations. Progressive discipline is most successful when it assists an individual to
become an effectively performing member of the organization.
Failing that, progressive discipline enables the organization to fairly, and with
substantial documentation, terminate the employment of employees who are ineffective
and unwilling to improve.

Typical steps in a progressive discipline system may include these.

 Counsel the employee about performance and ascertain his or her understanding
of requirements. Ascertain whether there are any issues contributing to the poor
performance, that are not immediately obvious to the supervisor. Solve these issues,
if possible.

 Verbally reprimand the employee for poor performance.

 Provide a written verbal warning in the employee's file, in an effort to improve

employee performance.

 Provide an escalating number of days in which the employee is suspended from

work. Start with one day and escalate to five.

End the employment of an individual who refuses to improve

PUNJAB NATIONAL BANK

History

Punjab under the British especially after annexation in 1849 witnessed a period of rapid
development giving rise to a new educated class fired with a desire for freedom from the
yoke of slavery. Amongst the cherished desires of this new class was also an overriding
ambition to start a Swadeshi Bank with Indian Capital and management representing all
sections of the Indian community. The idea was first mooted by Rai Mool Raj of Arya
Samaj who, as reported by Lal Lajpat Rai, had long cherished the idea that Indians
should have a national bank of their own. He felt keenly "the fact that the Indian capital
was being used to run English banks and companies, the profits accruing from which
went entirely to the Britishers whilst Indians had to contend themselves with a small
interest on their own capital".
At the instance of Rai Mool Raj, Lala Lajpat Rai sent round a circular to selected friends
insisting on an Indian Joint Stock Bank as the first special step in constructive
Swadeshi. Lala Harkrishan Lal who had returned from England with ideas regarding
commerce and industry, was eager to give them practical shape.
On May 23, 1894, the efforts materialized. The founding board was drawn from different
parts of India professing different faiths and a varied back-ground with, however, the
common objective of providing country with a truly national bank which would further the
economic interest of the country.
The Bank opened for business on 12 April, 1895. The first Board of 7 Directors
comprised of Sardar Dayal Singh Majithia, who was also the founder of Dayal Singh
College and the Tribune; Lala Lalchand one of the founders of DAV College and
President of its Management Society; Kali Prosanna Roy, eminent Bengali pleader who
was also the Chairman of the Reception committee of the Indian National Congress at
its Lahore session in 1900; Lala Harkishan Lal who became widely known as the first
industrialist of Punjab; EC Jessawala, a well known Parsi merchant and partner of
Jamshedji & Co. of Lahore; Lala Prabhu Dayal, a leading Rais, merchant and
philanthropist of Multan; Bakshi Jaishi Ram, an eminent Civil Lawyer of Lahore; and
Lala Dholan Dass, a great banker, merchant and Rais of Amritsar. Thus a Bengali,
Parsi, a Sikh and a few Hindus joined hands in a purely national and cosmopolitan spirit
to found this Bank which opened its doors to the public on 12th of April 1895. They went
about it with a Missionary Zeal. Sh. Dayal Singh Majithia was the first Chairman, Lala
Harkishan Lal, the first secretary to the Board and Shri Bulaki Ram Shastri Barrister at
Lahore, was appointed Manager.
A Maiden Dividend of 4% was declared after only 7 months of operation. Lala Lajpat Rai
was the first to open an account with the bank which was housed in the building
opposite the Arya Samaj Mandir in Anarkali in Lahore. His younger brother joined the
Bank as a Manager. Authorised total capital of the Bank was Rs. 2 lakhs, the working
capital was Rs. 20000. It had total staff strength of nine and the total monthly salary
amounted to Rs. 320.
The first branch outside Lahore was opened in Rawalpindi in 1900. The Bank made
slow, but steady progress in the first decade of its existence. Lala Lajpat Rai joined the
Board of Directors soon after. in 1913, the banking industry in India was hit by a severe
crisis following the failure of the Peoples Bank of India founded by Lala Harkishan Lal.
As many as 78 banks failed during this crisis. Punjab National Bank survived. Mr. JH
Maynard, the then Financial Commissioner, Punjab, remarked...."Your Bank
survived...no doubt due to good management". It spoke volumes for the measure of
confidence reposed by the public in the Bank's management.
The years 1926 to 1936 were turbulent and loss ridden ones for the banking industry
the world over. The 1929 Wall Street crash plunged the world into a severe economic
crisis.
It was during this period that the Jalianwala Bagh Committee account was opened in
the Bank, which in the decade that followed, was operated by Mahatma Gandhi and
Pandit Jawaharlal Nehru. The five years from 1941 to 1946 were ones of
unprecedented growth. From a modest base of 71, the number of branches increased
to 278. Deposits grew from Rs. 10 crores to Rs. 62 crores. On March 31, 1947, the
Bank officials decided to leave Lahore and transfer the registered office of the Bank to
Delhi and permission for transfer was obtained from the Lahore High Court on June 20,
1947.
PNB was then housed in the precincts of Sreeniwas in the salubrious Civil Lines, Delhi.
Many a staff member fell victim to the widespread riots in the discharge of their duties.
The conditions deteriorated further. The Bank was forced to close 92 offices in West
Pakistan constituting 33 percent of the total number and having 40% of the total
deposits. The Bank, however, continued to maintain a few caretaker branches.
The Bank then embarked on its task of rehabilitating the displaced account holders. The
migrants from Pakistan were repaid their deposits based upon whatever evidence they
could produce. Such gestures cemented their trusts in the bank and PNB became a
symbol of Trust and a name you can bank upon. Surplus staff posed a big problem.
Fast expansion became a priority. The policy paid rich dividends by opening up an era
of phenomenal growth.
In 1951, the Bank took over the assets and liabilities of Bharat Bank Ltd. and became
the second largest bank in the private sector. In 1962, it amalgamated the Indo-
Commercial Bank with it. From its dwindled deposits of Rs. 43 crores in 1949 it rose to
cross the Rs. 355 crores mark by the July 1969. Its number of offices had increased to
569 and advances from Rs. 19 crores in 1949 to Rs. 243 crores by July 1969 when it
was nationalised.
Since inception in 1895, PNB has always been a "People's bank" serving millions of
people throughout the country and also had the proud distinction of serving great
national leaders like Sarvshri Jawahar Lal Nehru, Gobind Ballabh Pant, Lal Bahadur
Shastri, Rafi Ahmed Kidwai, Smt. Indira Gandhi etc. amongst other who banked with us.

Profile

With over 56 million satisfied customers and more than 5000 offices including 5
overseas branches, PNB has continued to retain its leadership position amongst the
nationalized banks. The bank enjoys strong fundamentals, large franchise value and
good brand image. Besides being ranked as one of India's top service brands, PNB has
remained fully committed to its guiding principles of sound and prudent banking. Apart
from offering banking products, the bank has also entered the credit card, debit card;
bullion business; life and non-life insurance; Gold coins & asset management business,
etc. 

Since its humble beginning in 1895 with the distinction of being the first Swadeshi Bank
to have been started with Indian capital, PNB has achieved significant growth in
business which at the end of March 2010 amounted to Rs 435931 crore. PNB is ranked
as the 2nd largest bank in the country after SBI in terms of branch network, business and
many other parameters. During the FY 2009-10, with 40.85% share of CASA deposits,
the Bank achieved a net profit of Rs 3905 crore. Bank has a strong capital base with
capital adequacy ratio of 14.16% as on Mar’10 as per Basel II with Tier I and Tier II
capital ratio at 9.15% and 5.01% respectively. As on March’10, the Bank has the Gross
and Net NPA ratio of 1.71% and 0.53% respectively. During the FY 2009-10, its ratio of
Priority Sector Credit to Adjusted Net Bank Credit at 40.5% & Agriculture Credit to
Adjusted Net Bank Credit at 19.7% was also higher than the stipulated requirement of
40% & 18% respectively. 

The Bank has been able to maintain its stakeholders’ interest by posting an improved
NIM of 3.57% in Mar’10 (3.52% Mar’09) and a Return on Assets of 1.44% (1.39%
Mar’09). The Earning per Share improved to Rs 123.98 (Rs 98.03 Mar’09) while the
Book value per share improved to Rs 514.77 (Rs 416.74 Mar’09). Punjab National Bank
continues to maintain its frontline position in the Indian banking industry. In particular,
the bank has retained its NUMBER ONE position among the nationalized banks in
terms of number of branches, Deposit, Advances, total Business, Assets, Operating and
Net profit in the year 2009-10. The impressive operational and financial performance
has been brought about by Bank’s focus on customer based business with thrust on
CASA deposits, Retail, SME & Agri Advances and with more inclusive approach to
banking; better asset liability management; improved margin management, thrust on
recovery and increased efficiency in core operations of the Bank. The performance
highlights of the bank in terms of business and profit are shown below:
                                                                                                                     Rs in Crore
Parameters Mar'08 Mar'09 Mar'10 CAGR (%)
Operating Profit 4006 5690 7326 22.29
Net Profit 2049 3091 3905 23.98
Deposit 166457 209760 249330 14.42
Advance 119502 154703 186601 16.01
Total Business 285959 364463 435931 15.09
PNB has always looked at technology as a key facilitator to provide better customer
service and ensured that its ‘IT strategy’ follows the ‘Business strategy’ so as to arrive at
“Best Fit”. The Bank has made rapid strides in this direction. All branches of the Bank
are under Core Banking Solution (CBS) since Dec’08, thus covering 100% of its
business and providing ‘Anytime Anywhere’ banking facility to all customers including
customers of more than 3000 rural & semi urban branches. The Bank has also been
offering Internet banking services to its customers which also enables on line booking of
rail tickets, payment of utilities bills, purchase of airline tickets, etc. Towards developing
a cost effective alternative channels of delivery, the Bank with more than 3700 ATMs
has the largest ATM network amongst Nationalized Banks.

With the help of advanced technology, the Bank has been a frontrunner in the industry
so far as the initiatives for Financial Inclusion is concerned. With its policy of inclusive
growth, the Bank’s mission is “Banking for Unbanked”. The Bank has launched a drive
for biometric smart card based technology enabled Financial Inclusion with the help of
Business Correspondents/Business Facilitators (BC/BF) so as to reach out to the last
mile customer. The Bank has started several innovative initiatives for marginal groups
like rickshaw pullers, vegetable vendors, dairy farmers, construction workers, etc. Under
Branchless Banking model, the Bank is implementing 40 projects in 16 States.  

Backed by strong domestic performance, the Bank is planning to realize its global
aspirations. Bank continues its selective foray in international markets with presence in
9 countries, with 2 branches at Hongkong, 1 each at Kabul and Dubai; representative
offices at Almaty, Dubai, Shanghai and Oslo; a wholly owned subsidiary in UK; a joint
venture with Everest Bank Ltd. Nepal and a JV banking subsidiary “DRUK PNB Bank
Ltd.” in Bhutan. Bank is pursuing upgradation of its representative offices in China &
Norway and is in the process of setting up a representative office in Sydney, Australia
and taking controlling stake in JSC Dana Bank in Kazakhastan.

Board of Directors

Sh.K.R.Kamath
Chairman & Managing Director

Sh. M.V.Tanksale
Executive Director

Sh. Rakesh Sethi

Executive Director

Directors

Smt. Ravneet Kaur

Govt. of India Nominee Director
Shri Jasbir Singh
Reserve Bank of India Nominee Director

Shri Vinod Kumar Mishra

Part-time non-official Director

Shri Tribhuwan Nath Chaturvedi 

Share Holder Director

 Shri G R Sundaravadivel
Share Holder Director

Shri Devinder Kumar Singla

Share Holder Director

Sh. M P Singh
Workmen Employees Director
  Sh. Pradeep Kumar
Officer Director

   
   

Organigation stucture

Bank has its Corporate Office at New Delhi and supervise 65 Circle Offices under which
the branches function. The delegation of powers is decentralised upto the branch level
to facilitate quick decision making.

Awards in HRM

Awards & Achievements of

Punjab National Bank in Recent
Times

PNB declared winner of the

Golden Peacock Awards for
PNB AWARDED GOLDEN Training. Smt. Sushma Bali, GM
PEACOCK AWARD FOR and Sh. J.P. Kapoor, DGM, PNB
TRAINING receiving award from Hon'ble Sh.
K Sankaranarayanan, Governor
of Maharashtra and Sh. P.N.
Bhagwati Ex-Chief Justice of
India.
Global HR Excellance Award
2010 for the outstanding
World HRD Congress
Contribution to the cause of
Education
 Asia Best Employer Brand
By World HRD Congress for 2010
Award" for Excellence in Training
Best Employer Brand Award 
By Employer Branding Institute,
Regional Round Award Winners-
India
Indore

Recruitment Process In Punjab National Bank

Selection for post codes 01 TO 09 will be through written test and interview.
However, depending upon the response to the advertisement for post codes 03
and 09, the bank may waive written test. Merely satisfying the eligibility norms do
not entitle a candidate to be called for Test or Interview. The written test for post
codes 01 to 09shall
Sr.No No. Of Max.
Name of the Test Time Allotted
. Ques. Marks

Professional
1. 40 90
Knowledge

2. English Language 35 *

3. Quantitative Aptitude 35 35 Composite Time of 120

4. Reasoning Ability 50 75 minutes

Total 160 200

*Only qualifying. The marks will not be reckoned for merit ranking.
The selection procedure for Post Code 10 (Management Trainee) will comprise
(i) Preliminary Test (written)
(ii) Main Test (written)
(iii) Group discussion / Personality Test
(iv) Computer Proficiency Test and
(v) Interview. The question papers for the preliminary and main
examinations will be bilingual (Hindi/English), except for the Test of
English and the Descriptive Paper (Main Test).
The Preliminary Written Test (Qualifying only) shall contain;

Sr.No No. Of Max.

Name of the Test Time Allotted
. Ques. Marks
1. English Language 50 50

Quantitative
2. 50 50 Composite Time of 90
Aptitude
minutes
3. Reasoning Ability 50 50<

Total 150 15

The Main Written Test shall contain:

Canara Bank
History

Founded as 'Canara Bank Hindu Permanent Fund' in 1906, by late Sri.

Ammembal Subba Rao Pai, a philanthropist, this small seed blossomed into a limited
company as 'Canara Bank Ltd.' in 1910 and became Canara Bank in 1969 after
nationalization.

"A good bank is not only the financial heart of the community, but also one with
an obligation of helping in every possible manner to improve the economic conditions of
the common people"   - A. Subba Rao Pai.

Founding Principles

1. To remove Superstition and ignorance.

2. To spread education among all to sub-serve the first principle.
3. To inculcate the habit of thrift and savings.
4. To transform the financial institution not only as the financial heart of the
community but the social heart as well.
5. To assist the needy.
6. To work with sense of service and dedication.
7. To develop a concern for fellow human being and sensitivity to the surroundings
with a view to make changes/remove hardships and sufferings.
Sound founding principles, enlightened leadership, unique work culture and remarkable
adaptability to changing banking environment have enabled Canara Bank to be a
frontline banking institution of global standards.

Significant Milestones 

Year  
1st July Canara Hindu Permanent Fund Ltd. formally registered with a capital of
1906 2000 shares of Rs.50/- each, with 4 employees.
1910 Canara Hindu Permanent Fund renamed as Canara Bank Limited
14 major banks in the country, including Canara Bank, nationalized on July
1969
19
1976 1000th branch inaugurated
Overseas branch at London inaugurated 
1983
Cancard (the Bank’s credit card) launched
1984 Merger with the Laksmi Commercial Bank Limited
1985 Commissioning of Indo Hong Kong International Finance Limited
1987 Canbank Mutual Fund & Canfin Homes launched
1989 Canbank Venture Capital Fund started
1989-90 Canbank Factors Limited, the factoring subsidiary launched
Became the first Bank to articulate and adopt the directive principles of
1992-93
“Good Banking”.
Became the first Bank to be conferred with ISO 9002 certification for one of
1995-96
its branches in Bangalore
Opened a 'Mahila Banking Branch', first of its kind at Bangalore, for catering
2001-02
exclusively to the financial requirements of women clientele.
2002-03 Maiden IPO of the Bank
2003-04 Launched Internet & Mobile Banking Services
2004-05 100% Branch computerization
Entered 100th Year in Banking Service 
2005-06 Launched Core Banking Solution in select branches 
Number One Position in Aggregate Business among Nationalized Banks
Retained Number One Position in Aggregate Business among Nationalized
Banks. 
2006-07 Signed MoUs for Commissioning Two JVs in Insurance and Asset
Management with international majors viz., HSBC 
(Asia Pacific) Holding and Robeco Groep N.V respectively
2007-08 Launching of New Brand Identity 
Incorporation of Insurance and Asset Management JVs 
Launching of 'Online Trading' portal 
 Launching of a ‘Call Centre’ 
Switchover to Basel II New Capital Adequacy Framework
The Bank crossed the coveted Rs. 3 lakh crore in aggregate business 
2008-09
The Bank’s 3rd foreign branch at Shanghai commissioned
The Bank’s aggregate business crossed Rs.4 lakh crore mark.
2009-10 Net profit of the Bank crossed Rs.3000 crore.
The Bank’s branch network crossed the 3000 mark.

As at June 2010, the total business of the Bank stood at Rs.4,12,649 crore. 

Profile

Widely known for customer centricity, Canara Bank was founded by Shri
Ammembal Subba Rao Pai, a great visionary and philanthropist, in July 1906, at
Mangalore, then a small port in Karnataka. The Bank has gone through the various
phases of its growth trajectory over hundred years of its existence. Growth of Canara
Bank was phenomenal, especially after nationalization in the year 1969, attaining the
status of a national level player in terms of geographical reach and clientele segments.
Eighties was characterized by business diversification for the Bank. In June 2006, the
Bank completed a century of operation in the Indian banking industry. The eventful
journey of the Bank has been characterized by several memorable milestones. Today,
Canara Bank occupies a premier position in the comity of Indian banks. With an
unbroken record of profits since its inception, Canara Bank has several firsts to its
credit. These include:

 Launching of Inter-City ATM Network 

 Obtaining ISO Certification for a Branch

 Articulation of ‘Good Banking’ – Bank’s Citizen Charter 

 Commissioning of Exclusive Mahila Banking Branch

 Launching of Exclusive Subsidiary for IT Consultancy

 Issuing credit card for farmers

 Providing Agricultural Consultancy Services

Over the years, the Bank has been scaling up its market position to emerge as a
major 'Financial Conglomerate' with as many as nine subsidiaries/sponsored
institutions/joint ventures in India and abroad.  As at June 2010, the Bank has further
expanded its domestic presence, with 3057 branches spread across all geographical
segments.  Keeping customer convenience at the forefront, the Bank provides a wide
array of alternative delivery channels that include over 2000 ATMs- one of the highest
among nationalized banks- covering 732 centres, 2681 branches providing Internet and
Mobile Banking (IMB) services and 2091 branches offering 'Anywhere Banking'
services.  Under advanced payment and settlement system, all branches of the Bank
have been enabled to offer Real Time Gross Settlement (RTGS) and National
Electronic Funds Transfer (NEFT) facilities.

Not just in commercial banking, the Bank has also carved a distinctive mark, in various
corporate social responsibilities, namely, serving national priorities, promoting rural
development, enhancing rural self-employment through several training institutes and
spearheading financial inclusion objective. Promoting an inclusive growth strategy,
which has been formed as the basic plank of national policy agenda today, is in fact
deeply rooted in the Bank's founding principles. "A good bank is not only the
financial heart of the community, but also one with an obligation of helping in
every possible manner to improve the economic conditions of the common
people". These insightful words of our founder continue to resonate even today in
serving the society with a purpose. The growth story of Canara Bank in its first century
was due, among others, to the continued patronage of its valued customers,
stakeholders, committed staff and uncanny leadership ability demonstrated by its
leaders at the helm of affairs. We strongly believe that the next century is going to be
equally rewarding and eventful not only in service of the nation but also in helping the
Bank emerge as a"Global Bank with Best Practices". This justifiable belief is founded
on strong fundamentals, customer centricity, enlightened leadership and a family like
work culture

Board of Director

Sl.
Directors Photo
No.

1 Mr S Raman

Canara Bank
Chairman & Managing Director
Head Office
112, J C Road
BANGALORE - 560 002
2 Mr Jagdish Pai K L

Canara Bank
Executive Director
Head Office
112, J C Road
BANGALORE - 560 002

3 Shri. H. S. U. KAMATH 

Canara Bank
Executive Director
Head Office
112, J.C. Road 
BANGALORE -560002

4 Dr. THOMAS MATHEW

Joint Secretary (CM)

Ministry of Finance Director representing
Government of India  Government of India
Dept. of Economic Affairs
North Block
NEW DELHI - 110 001 
Shri G Padmanabhan 
5
Chief General Manager
D/o Payment & Settlement
Systems
Director representing Reserve
Central Office; Central Office
Bank of India
Building,
14 th floor, Shahid Bhagat Singh
Road,
MUMBAI - 400001

6 Shri. DEVENDER DASS

RUSTAGI

General Secretary,
Workmen Employee Director
Canara Bank Employees' Union
Canara Bank Circle Office,
Nehru Place,
NEW DELHI
7 Shri. G.V. MANIMARAN

Manager
Officer Employee Director
Canara Bank
IIT Branch
Chennai - 600 036
8 Shri. KHALID LUQMAN
BILGRAMI

Chartered Accountant Part -time Non-Official Director

1042, Sector-A, Pocket A
Vasant Kunj
NEW DELHI -110070

Shri. S. Shabbeer Pasha

9
No.96/8, Al-Ameen Apartments Part-time Non-Official Director
First Cross, South End Road
BANGALORE - 560 004

Shri. Pankaj Gopalji Thacker

10
S.A.X. - 135
Part-time Non-Official Director
ADIPUR
Kutch
Gujarat

11 SRI. P. V. MAIYA

Flat No.106, Sowmya

Director Representing
Springs,5/2
Shareholders
Dewan Madhav Rao Road
Basavanagudi
BANGALORE - 560 004

12 SRI. SUNIL GUPTA

House No.82, Sector 17,  Shareholder Director

PANCHKULA - 134109
HARYANA

Awards in HRM
 Golden Peacock National Training Award 2008 for excellence in training.

 Global HR excellence in Training, an award conferred by the Asia Pacific HR

Congress, the largest rendezvous of HR Professionals, at its Employer Branding
Talent Management Congress held on 22nd and 23rd August 2008, Delhi.

Recruitment Process In Canara Bank

Probationary Clerk [Post Code-1]

Probationary Officer [Post Code-2] & Written Test +
Official Language Officer [Post Code Interview
–4]
For remaining posts  [Post Codes – Shortlisting &
3, 5, 6, 7 & 8] Interview
 
The written test shall consist of Objective Test & Descriptive Test. The details of test
are as follows;
 
Type of Official Language
Prob. Clerk Prob. Officer
Test Officer
Test of Reasoning
Test of
Test of Reasoning Quantitative
Reasoning
Quantitative Aptitude Aptitude
Objective Numerical Ability
General Awareness General
Clerical Aptitude
English Awareness
English
English
On Hindi
Descriptive General General
Knowledge
 
There will be negative marks for wrong answers in Objective Test. Other details
regarding the test will be given to the candidates in the “Acquaint Yourself Booklet”,
which will be sent along with the call letter for written examination.
 
Depending on the number of vacancies, such of those candidates who rank
sufficiently high in the order of merit in the written test as per the cut off marks
decided by the Bank will only be called for interview. Mere admission to the test /
eligibility / pass in the test does not imply that the Bank is satisfied beyond doubt
about the candidates’ eligibility and shall not vest any right in a candidate for being
called for interview. 
 
The Bank intends to provide free Non-Residential Pre-Recruitment Training [PRT]
Programme of six (6) working days duration to candidates belonging to Schedule
 Castes / Scheduled Tribes / Persons With Disabilities / Minority Communities / Ex-
Servicemen, who have applied for the said posts. The tentative dates of training
programme are as follows;
 
Probationary Officer [JMGS-
02.03.2009 to 07.03.2009
I]
Probationary Clerk 16.03.2009 to 21.03.2009
 
The training programme will be conducted at Bangalore, Chandigarh, Chennai,
Delhi, Hyderabad, Kolkata, Lucknow, Madurai, Mangalore, Mumbai, Patna,
Pune & Trivandrum Centres only.
 
The training will be given only to a limited number of candidates on first come first
serve basis & Bank shall send Training Intimation Letters only to those
candidates. Candidates, who wish to avail this facility, have to indicate in the On-
line Application, the name of the Centre at which he / she wants to attend the
training programme.
 
All the expenses for attending the Pre-Recruitment Training Programme at the
concerned centre relating to travel, boarding, lodging etc. should be borne by the
candidate. The Bank has discretion to add / delete / change the PRT Centre
indicated above or allot the candidates to a different centre other than the one
he/she opted.

Research Methodology

The Research and Methodology adopted for the present study has been systematic
and was done in accordance to the objectives set which has been detailed as below.

The Research and Methodology adopted for the present study has been systematic
and was done in accordance to the objectives set which has been detailed as below.

Research Definition:

Research is a process in which the researcher wishes to find out the end result for a
given problem and thus the solution helps in future course of action. According to
Redman & Mory research is defined as a “Systemized effort to gain new knowledge”.

Research Design:
According to “Claire Seltiz”, a research design is the arrangement of condition and
analysis of data in manner that aims to combine relevance to the research purpose with
economy in procedure.

Sources of Data Collection:

The relevant data was collected from both primary sources and secondary sources.
The starting point of my information gathering has been the secondary sources such as
internet, books, and journals and so on.

First, I made a study of the Human resouce management objectives of the Banks
through secondary sources such as internet, insurance magazines, and journals and so
on. Then I gathered information about the Human resouce delepopment programs
conducted Emloyees by Punjab National Bank & Canara Bank by interacting with
some of the employees already working for the Banks.

Sampling Procedure:

A sample of 25 employees from each bank is selected for the study, using simple
random sampling procedure. The focus of study was on employees who were
involved in the recent Human Resouce development programmes in the past. So, the
sample was drawn from among the employees who were working for Punjab National
Bank and for Canara Bank since last 5 – 6 months.

Primary Data Collection:

Data was collected through an interview schedule, consisting of closed ended

questions. The schedule covered parameters like HRM methodology, Employee
feedback, overall effectiveness of HRM program, relevance of HRM etc. Most of the
interviews were conducted over telephones since these employees. The approximate
time taken for each interview was 10 minutes.

Operationalization of Variables:
All the variables were grouped into 10 categories and assigned symbols as follows:
V1–HR functions and planing
V2–Satisfaction from HR program
V3- facilities at venue
V4- recruitment and selection procedure
V5- level of performance after HR program
V6- motivation of employess
V7-interactivity of the training program

V8-welfare and recreation benefits

V9-retention satergies,
V10-enhancement of the skills through HR.

Primary Data:

It consists of original information collected for specific research. Primary

data for this research study was collected through a direct survey to obtain this primary
data a well structured questionnaire was prepared by the researcher.

Secondary Data:

It consists of information that already exists somewhere and has

been collected for some specific purpose in the study. The secondary data for this study
is collected from internet, insurance magazines, and journals and various Management
books.

Questionnaire:

A set of questions containing a few Technical questions and more

number of opinionated questions are prepared for the employees of both Centralized
and Decentralized sections of HR Department.

Sample Size:
 Total sample size is 25 for each company.

Questionnaire Development:

Questionnaire is the most common instrument in collecting primary data. In order to

gather primary data from employees, the present questionnaire consists of following
type of questions.

 Closed ended questions

Closed ended questions:

It has fixed alternatives to which the answer must conform. Thus, respondent answers
in yes/no.

QUESTIONNAIRE
1. Are you aware of the HR functions and planing in the bank?

Yes No

2. Are you satisfied with the HR program done in the past?

Yes No

3. Response regarding facilities provided at the venue are adequate?

Yes No

4. Are you satisfied with the recruitment and selection procedure?

Yes No

5. Express your opinion, that HR enabels person perform well?

Yes No

6. Is HR helpful to motivate employees?

Yes No

7. Is it necessary to conduct traning programs for better efficency of

employess?

Yes No
 8. Is it proper welfare and recreation facilties provided to employess?

Yes No

9. Are you satified with the retention satergies of bank?

Yes No

10. Do you feel, HR proved to be helpful to you?

Yes No

Data Analysis

The responses for all the variables i.e. V1, V2, V3, V4, V5, V6, V7, V8, V9 and V10

were obtained in the form of “yes” or “no”. The score assigned for each “no” response

and for each “yes” was ‘1’. 25 employees from both companies were interviewed and

the percentage for each frequency is calculated as well. The data is also shown with in

the form of the graphs for better analysis.

Data Analysis for Punjab National Bank:

HR functions and planing v1:

Category Frequency Percentage

YES 20 80

NO 5 20
 HR functions and planing
yes no
20%

80%

Satisfaction from HR program v2:

Category Frequency Percentage

YES 18 72

NO 7 28
 Satisfaction from HR prgram
yes no
28%

72%

Facilities at the venue v3

Feed back on facilities at venue

Category Frequency Percentage

YES 21 84

NO 4 16
 Feed back for Facility at Venue
yes no
16%

84%

Recruitment and selection procedure v4:

Category Frequency Percentage

YES 16 64

NO 9 36
 Recruitment and selection procedure
yes no

36%

64%

Level of performance after HR program v5:

Category Frequency Percentage

YES 18 72
 NO 7 28

level of performance after HR program

yes no
28%

72%

Motivation of employess v6:

Category Frequency Percentage

YES 23 92
 NO 2 8

Motivation of employess
yes no
8%

92%

Interactivity of traning program v7:

Category Frequency Percentage

YES 22 88

NO 3 12
 Interactivity of traning program
yes no
12%

88%

Welfare and Recreation benefits v8:

Category Frequency Percentage

YES 19 76

NO 6 24
 Welfare and recreation benefits
yes no
24%

76%

Retention satergies v9:

Category Frequency Percentage

YES 16 64

NO 9 36
 Retention Satergies
yes no

36%

64%

Enhancement of the skills through HR v10:

Category Frequency Percentage

YES 17 68

NO 8 32
 Enhancement of skill through HR
yes no

32%

68%

Data Analysis forCanara Bank :

HR fuctions and planing v1:

Category Frequency Percentage

YES 22 88

NO 3 12
 HR fuctions and planing
yes no
12%

88%

Satisfaction from HR program v2:

Category Frequency Percentage

 YES 20 80

NO 5 20

Satisfaction from HR program

yes no
20%

80%

Facilities at the venue v3

Category Frequency Percentage

YES 22 88

NO 3 12

Feed back for Facility at Venue

yes no
12%

88%
 Recruitment and selection procedure
yes no
20%

80%

Recruitment and selection procedure v4:

Category Frequency Percentage

YES 20 80
Level of performance after HR programs v5:

NO 5 20
Category Frequency Percentage

YES 23 92

NO 2 8
 Level of performance after HR program
yes no
8%

92%

Motivation of employess v6:

Category Frequency Percentage

YES 15 60

NO 10 40
 Motivation of employess
yes no

40%

60%

Interactivity of traning programs v7:

Category Frequency Percentage

YES 23 92

NO 2 8
 Interactivity of traning program
yes no
8%

92%

Welfare and recreation benefits v8:

Category Frequency Percentage

YES 22 88

NO 3 12
 Welfare and recreation activity
yes no
12%

88%

Retention satergies v9:

Category Frequency Percentage

YES 20 80

NO 5 20

Retention satergies
yes no
20%

80%
Enhancement of the skills through HR v10:

Category Frequency Percentage

YES 23 92

NO 2 8

Enhancement of Skills through HR

yes no
8%

92%

Hypothesis testing for Punjab Nationl Bank through t-test

Sample had taken from 25 respondents.

Observed Expected Deviation= (Deviation)2

Frequency( Frequency
Variables (x-x1) ( x-x1 )2
x)

HR fuctions and planing 20 20 +1 1

(v1)

Satisfaction from HR 18 20 -1 1
program (v2)

Facilities at the Venue (v3) 21 20 +2 4

Recruitment and selection 16 20 -3 9

procedure (v4)

Performance Level (v5) 18 20 -1 1

Motivation (v6) 23 20 +4 16

Interactivity of the traning 22 20 +3 9

(v7)

Welfare and recreation 19 20 0 0

benefits (v8)

Retention satergies (v9) 16 20 -3 9

Enhancement of the Skills 17 20 -2 4

(v10)

TOTAL 190 200  (x-

x1)2=54
Actual Mean (x1) = Total actual Frequency/ No. of Variables = 19

Standard Deviation (S.D.) = √ (x-x1)2 /n-1 = 2.449

Student’s t-Distribution=x1-S.D.* √n = 1.2912525 (Table value at: -

Degree of Freedom = (n-1) = 9 (i) Significance level of .
01=3.250
(ii) Significance level of .
05=2.262)

Hypothesis testing for Canara Bank.

Sample is taken from 25 respondents through questionnaire

Observed Expected Deviation= (Deviation)2

Frequency( Frequency
Variables (x-x1) ( x-x1 )2
x)

HR fuctions and planing 22 20 +1 1

(v1)

Satisfaction from HR 20 20 -1 1
program (v2)

Facilities at the Venue (v3) 22 20 +1 1

Recruitment and selection 20 20 -1 1

procedure (v4)

Performance Level (v5) 23 20 +2 4

Motivation (v6) 15 20 -6 36

Interavtivity of traning (v7) 23 20 +2 4

Welfare and recreation 22 20 +1 1

benefits (v8)

Retention satergies(v9) 20 20 -1 1

Enhancement of the Skills 23 20 +2 4

(v10)

TOTAL 210 200  (x-

x1)2=54
Actual Mean (x1) = Total actual Frequency/ No. of Variables = 21

Standard Deviation (S.D.) = √ (x-x1)2 /n-1 = 2.449

Student’s t-Distribution=x1-S.D.* √n = 1.2912525 (Table value at: -

Degree of Freedom = (n-1) = 9 (i) Significance level of .
01=3.250
 (ii) Significance level of .
05=2.262)

COMPARATIVE ANALYSIS

(1) Table showing Comparative Analysis Between Mentioned Banks:

Variables Observed Frequency Observed Frequency

(Punjab National Bank) (Canara Bank)

HR fuctions and planing (v1) 20 22

Satisfaction from HR 18 20
program (v2)

Facilities at the Venue (v3) 21 22

Recruitment and selection 16 20

procedure (v4)

Performance Level (v5) 18 23

Motivation (v6) 23 15

Interactivity of training (v7) 22 23

Welfare and recreation 19 22

benefits (v8)

Retention satergies (v9) 16 20

Enhancement of the Skills 17 23

(v10)

TOTAL 190 210

It is clear from the table that effectiveness of the HR programs and method adopted by
the mentioned Banks is more adopted by the employees of Canara bank than that of
Punjab national bank .

(2) Graphs Showing Comparative Analysis Between Mentioned Companies:

(i) Line Graph:

25

20

15

10

0 Observed Frequency (Punjab

National Bank)
Observed Frequency (Canara
Bank)
Hypothesis testing for comparison:

Samples Sample variance No. of variables

Sample 1 (PNB) 2.449 10

sample 2 (CANARA) 2.449 10

f-test(ratio test) = sample variance of sample 1/sample variance of sample 2

f= 2.449/2.449 = 1

Degree of freedom n1=9

Degree of freedom n2=9 (table Value at :-

(i) Signifance level of .01=5.35

(ii) Signifance level of .05=3.18 )

FINDINGS

 HRM is very helpful to employees to work more efficiently.

 HRM makes employees more loyal to an organization.
 HRM makes an employee more useful to a firm.
 HRM enables employees to secure promotions easily. They can realize
their career goals comfortably.
 Employees can avoid mistakes on the job. They can handle jobs with
confidence. They will be more satisfied on their jobs.
 HRM can contribute to higher production and fewer mistakes, greater job
satisfaction and lower employee turnover. Also, it can enable employees
to cope up with organizational, social and technological change.
 Most of the employess are satisfied with the recruitment and selection
procedure of the banks.
  The conceptual knowledge and presentation skills of the employess has
been enhanced with the help of HRM .
 The HRM program is conducted at all the branches and the facilities
provided were considered to be satisfactory.
 The employess had a problem with regarding the motivation.

RECOMMENDATIONS

 Create awareness: The Bank has to take care of awareness creation about the
HR functions and planing among the employees.
 Charges: The Bank has to reduce the mortality and administration charges.
 The Bank has to give periodic training.
 HR programs should be conducted for the employees with proper time intervals.
 While conducting HR programs new methods and techniques should be used.
 It Should be like long term training like Fundamental Carrier class, Basic Carrier
class which helps the advisors in different stages.
 Special attention should be given regarding the satisfaction of employess.
 The HR program should be conducted during weekends so that the employees
can concentrate properly.
 The HR program could be imparted through distance mode or online mode.
 Besides in technical language, the concepts should be explained in simple
language or local language also which a layman can understand. This would help
the employee to understand the concept properly.
 Continous motivation should be givan to employees and rewards should be given
when goals has been achieved by employee.
 Special attention should ne given on other aspects like recruitment and selection
procedure, welfare and recreation benefits of employees and retention satergies.
CONCLUSION

The core function of HRD in the banking industry is to facilitate performance

improvement, measured not only in terms of financial indicators of operational efficiency
but also in terms of the quality of financial services provided. Factors like skills, attitude
and knowledge of the human capital play a crucial role in determine the competitiveness
of the financial sector.

Capital and technology are replicable but not the human capital which needs to be
valued as a highly valuable resource for achieving that competitive edge. HRM
strategies include managing change, creating commitment, achieving flexibility and
improving teamwork. The other processes representing the over aspects of HRM. i.e.
recruitment, placement, performance management are complementary.