ISSUES AND PRACTICES OF HUMAN

RESOURCE MANAGEMENT IN PUBLIC

SECTOR BANKS

UNIVERSITY OF CALCUTTA

Submitted by – Ankita Maity

Semester – III
Course – MBA in HRD
Paper – HRE 308
Subject – Term Paper
University Roll no. - 95/ MBH/201002
Registration no. – 411-1221-0062-16

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 ACKNOWLEDGEMENT

I would like to express my cordial thanks to the Department of Business Management,

University of Calcutta, for providing me the opportunity to do in-depth study in order to
present the entire project.

This term paper has been prepared by me with the help and valuable guidance of our
Respected professor, Dr. Sharmistha Banerjee and our Respected professor Mahua
Bhattacharya Madam.

I am grateful to my Mother for providing me with the resources required for the study and
for her support in the completion of this project within a limited period of time.

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 Abstract
The Indian economy is one of the fastest growing economies in the world irrespective of non conducive
economics headwinds blowing globally. Indian Financial sector has undergone a rapid transformation since
its inception. The competitive and deregulatory forces have brought about a perceptible shift in the
customer’s expectation. HR poses the biggest challenge to the public sector banks in country India. The
Indian Banking sector must develop a human resource management system on a systematic basis and take
up human resource management policies and practices that vigorous the needs of the banking sector. The
Indian Banking industry must be managed by banking professionals in order to be aggressive and to take
hold of the fruits of the sector on the global level. Changes in technology, customer preferences, regulatory
framework etc causes the need of radical shift in the HRM. This paper studies a review of human resources
management policies and practices in the banking sector in India principally in Public Sector Banks with
consideration of some important indicators of banking sector such as job analysis, recruitment and
selection, training and development, performance appraisal and compensation and the major challenges
faced by HR manager in Public Sectors Banks in India to cope with the environmental changes for
competitiveness. Based on the qualitative study of various functional mangers and secondary data this study
highlights the various HRM issues encountered by public sector banks of India. Present study has number
of implications for HR managers, policy makers and HR professionals. As a result, the suggestions will
support proper implication of human resources management practices in the Indian public sector banks.

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 Contents

SERIAL NO. TOPIC PAGE NO.

1 INTRODUCTION 5
2 CONCEPTUAL FRAMEWORK 6
HUMAN RESOURCE 6
MANAGEMENT
INDIAN BANKING SYSTEM 8
IMPORTANCE OF HUMAN 10
RESOURCE MANAGEMENT IN
BANKS
3 OBJECTIVES OF THE STUDY 10
KNOWLEDGE OF THE STUDY 11
PUBLIC SECTOR BANKS 11
4 25
THE CHANGING LANDSCAPE
OF BANKING SECTOR IN INDIA
5 CORONAVIRUS IMPACT – 28
PUBLIC SECTOR BANKS
6 HUMAN RESOURCE POLICIES 29
AND PRACTICES IN PUBLIC
SECTOR BANKS
7 EMERGING ISSUES OF 32
HUMAN RESOURCE
MANAGEMENT AND
DEVELOPMENT
8 RESEARCH METHODOLOGY 34
9 SAMPLE DESIGN 34
10 FINDINGS AND ANALYSIS 35
11 CONCLUSION AND 39
RECOMMENDATIONS
12 REFERENCES 40

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 INTRODUCTION
India, being the fifth largest economy in the world by nominal GDP is gradually emerging as an economic
force to reckon with. Major growth has been realized due to proactive as well as reactive changes in the
Indian Business environment and strategic postures adopted by companies. In global competitiveness index,
India stands for 56th position and in labour market efficiency it has 68 rank. India has large pool of talent,
but its rank in efficient use talent is 56th (Global Competitive Index 2020-21, World Economic Forum).
Economy is totally moved towards service sector. It is once again expected to lead in GDP growth within
service segment, trade, hotels, transport and communication will repeat its good performance. Financial
institutions are the backbone of any economy, even banks play a pivotal role. New information age has
posed many challenges in front of corporate sector. Even the turbulence caused by the globalization
syndrome has led the business organization to discover new ways of operating and competing at the global
level in almost every sphere of management. This is realized that technology, capital, land etc has limited
value for generating competitiveness because of imitable quality, only Human resource is the factor,
competitiveness generated by it is sustainable competitive advantage. As the business environment facing
competition firm’s human resource become more and more important for its survival.
As far as Indian banking sector is concerned, it is one of the best among worlds other banking sectors. The
whole world recognised the success of Indian banking sectors in recession era. In India, from the ancient
time the barter system was in practices, in which one good exchanged with another good, slowly this system
converted into the banking system. Based on the European banking system, the first bank in the country was
started at Calcutta in 1770 by Alexander and company. It was named as “Bank of Hindustan” but this bank
was not successful. That was the starting point of Indian banking sector after that various changes occurred
in Indian banking. Now this banking system is working as a backbone of Indian economy. RBI is the
regulatory body for Indian banking it gives certain guidelines for proper functioning of banks. Indian banks
can be categories as:
1. Public Banks
2. Private Banks
3. Foreign Banks
The Indian banking system consists of 12 public sector banks, 22 private sector banks, 46 foreign banks, 56
regional rural banks, 1485 urban cooperative banks, and 96000 rural cooperative banks in addition to
cooperative credit institutions. As of September, 2021, the total number of ATMs in India reached 213,145.
(Indian Banking Industry Report, November, 2021).
Various changes are emerging now these days, concept of universal banking and virtual banking etc has
emerged, and these changes effect and change the way banking were competing in the market. Various
strategic postures has adopted by banks for gaining competitive edge. And these strategic postures have
directed the different skill requirement. But public sector organisations HR function is not given much
importance as it deserve. That is why it is causing certain serious issues and problems and hampering the
growth and inefficiency of these organisations. Now these days’ public sector banks are facing many HR
related problem and private sectors are ruling the roost on these notions and gaining the competitive edge
over their public sectors rivals.

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 CONCEPTUAL FRAMEWORK
Human Resource is the workforce or staffs who occupy certain position in order to perform certain duties
and responsibilities entrusted in the management of an organisation. It is resource like any other natural
resource. Human Resource Management is that process of management which develops and manages the
human elements of an organisation. It is the management of human resources within an organization in
which a number of activities are undertaken like employee recruitment, selection, promotion, compensation,
training and development. As human resources is of paramount importance in achieving overall
organizational objectives. Thus, human resources management becomes an essential part of both private and
public sector organizations.

FIGURE 1 – HUMAN RESOURCE MANAGEMENT

The practice of human resource management (HRM) is concerned with all aspects of how people are
employed and managed in organizations. It covers activities such as strategic HRM, human capital
management, corporate social responsibility, knowledge management, organization development, resourcing
(human resource planning, recruitment and selection, and talent management), performance management,
learning and development, reward management, employee relations, employee well-being and health and
safety and the provision of employee services. HRM practice has a strong conceptual basis drawn from the
behavioural sciences and from strategic management, human capital and industrial relations theories. This
foundation has been built with the help of a multitude of research projects.

Human Resource Management (HRM) can be primarily described to consist of four essential functions
namely – acquiring, developing, motivating and retaining human resources. The aquisition of human
resources is a crucial funtion that starts with planning for the number of categories of employees required
(with the right capabilities and expertises) and ends with staffing. The development function has four
dimensions namey – employee training, management development and career development followed by
succession planning. The motivation function is perhaps the most important for the retention of people in
today's organisations. It involves identifying the individual motivational needs of the employees and finding
ways to motivate them. The retention function is perhaps the most complex function amongst all challenges
in today's competitive business environment. It varies from industry to industry, business to business,

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capabilities of people and most importantly their changing needs and expectations. In a simpler way, it aims
to provide a conducive work environment to the employees and nurturing them to make them feel
committed and psychologically attached to the organization.

There are eight key HRM functions together with policies, programmes and practices, each containing
alternatives from which managers can choose. The functions are -
• PLANNING - Preparing forecasts of future HR needs in the light of the organisation's enironment,
mission and objectives, strategies and internal strengths and weaknesses, including its structure,
culture, technology and leadership.
• STAFFING – Obtaining people with appropriate skills, abilities, knowledge and experience to fill
jobs in the work organisation. Key practices are human resource planning, job analysis, recruitment
and selection.
• DEVELOPING – Analysing learning requirements to ensure that employees possess the knowledge
and skills to perform satisfactorily in their jobs or to advance in the organisation. Performance
appraisal can identify employees' key skills and 'competencies'.
• MONITORING – The design and administration of reward systems. HR practices include job
evaluation, performance appraisal, pay and benefits.
• MAINTAINING – The administration and monitoring of workplace safety, health and welfare
policies to retain a competent workforce and comply with statutory standards and regulations.
• MANAGING RELATIONSHIPS – Encompasses a range of employee involvement/particpation
schemes in non-union or union workplaces. In union environment this includes negotiating contracts
and administering the collective agreement.
• MANAGING CHANGE – This involves helping others to envision the future, communicating this
vision, setting clear expectations for performance and developing the capability to recognise people
and reallocate other resources.
• EVALUATING – Designing the procedures and processes that measure, evaluate and communicate
the value-added component of HR practices and the enitre HR system to the organisation.
These are the conventional functions of HRM. They are fundamental and continue to stay relevant,
notwithstanding talk about globalisation, technological revolution and outsourcing.

FIGURE 2 – KEY FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

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However, a few more activities of new age HRM have been identified which would not replace the
conventional ones, but supplement them to achieve organisational effectiveness. The new age HR functions
are as follows :-
• Visioneering and strategizing to gain competitive edge for the organisations.
• Aligning HR activities with corporate objectives and focus on achieving strategic outcomes.
• Focusing on competency development.
• Redefining role of HR managers and renegotiating their roles and relationships with line managers
within the organisations.
• Develop methods for producing alignment between employee goals and behaviours and
organisational strategy.
• Define, communicate, and leverage organisations key capabilities.
• Create, distribute and support HR new philosophies that support both employees and the
organisation.

FIGURE 3 – A GENERAL OUTLOOK OF THE HUMAN RESOURCE MANAGEMENT SYSTEM

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INDIAN BANKING SYSTEM

Modern banking in India originated in the mid of 18th century. Among the first banks were the Bank of
Hindustan, which was established in 1770 and liquidated in 1829-32; and the General Bank of India,
established in 1786 but failed in 1791. The largest and the oldest bank which is still in the existence is the
State Bank of India (SBI). Therefore, Banking dates back to 1786, the first bank established in India, then
the nationalization of banks in 1969 and recently the liberalization of the same since 1991. Bouquets of
services are at customers demand in today’s banking system. Different types of accounts and loans,
facilitating with plastic money and money transfer across the globe. In India the banking sector is broadly
classified into scheduled and non-scheduled banks. The scheduled banks are those included under the 2nd
schedule of the Reserve Bank of India Act, 1934.

FIGURE 4 – STRUCTURE OF THE INDIAN BANKING SECTOR

In India the banking sector is further segregated as public or private sector banks, cooperative banks and
regional rural banks. The last decade experienced a complete reform in the financial and banking sector.
With the advancement of technology, banking sector has become easier, fast, and accurate and also time
saving, ATMs, Mobile Banking, SMS Banking and Net Banking is only the tip of an ice-berg. So that the
HRM issues, VRS, Training & development, empowerment and career plan etc, need to considered to cope
up with the changing environment.
The Indian Banking System mainly comprises of Public Sector Banks (Owned by Government of India) and
Private Sector Banks (Owned by private entities) with total assets of the financial year 2020 is
approximately US$ 2.52 trillion. Assets of public sector banks stood at Rs. 107.83 lakh crore in the financial
year 2020.

Further Public Sector Banks in India have reported a profit of Rs. 31,817 crore in the financial year 2020-21
as compared to the loss of Rs. 26,106 crore in the financial year 2019-20.

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IMPORTANCE OF HUMAN RESOURCE MANAGEMENT IN BANKS

The HR function in banks is no different from that in other organizations. It is a continuous process that seeks to
ensure the development of employee competencies, dynamism, motivation and effectiveness, in a systematic and
planned manner. It also deals with bringing about improvements in physical capacities, relationships, attitudes, values,
knowledge and skills of the employees for achieving the objectives for which the bank stands. Until the opening of
the economy in the early 90s, the banks in India generally neglected the human resource function. This apathy may
largely be attributed to lack of competition and abundance of available opportunities which kept the banking sector
profitable without breaking much sweat. Even after opening up of the sector, the Government control initially kept the
wages under control. As availability of new jobs in other sectors in the post-liberalized economy improved, the
banking sector started feeling the pinch. Further, with the entry of new players in the banking sector armed with
innovative products, the system as a whole and the older banks in particular started to face a widening gap in skill sets
of human resource. The new Private Sector Banks and Foreign Banks had a head start over their PSB peers as on the
back of a market related compensation structure, coupled with technology-supported delivery processes; they were
able to acquire younger and more talented staff with newer skills and competencies. The older banks, on the contrary,
had to compete with the newer players with a huge baggage of disadvantages. The PSBs also lost trained man power
to the newer banks due to attractive compensation structure and better career progression opportunities. It is against
this backdrop that HR function in banking sector has not only assumed utmost significance but is also faced with
myriad challenges.

Human Resource Management is important for banks because banking is a service industry. Management of people
and management of risk are two key challenges facing banks. How one manages the people and how one manages the
risks determines their success in the banking business. Efficient risk management may not be possible without
efficient and skilled manpower. Banking has been and will always be a ‘People Business’. Though pricing is
important, there may be other valid reasons why people select and stay with a particular bank. Banks must try to
distinguish themselves by creating their own niches or images, especially in transparent situations with a high level of
competitiveness. In coming times, the very survival of the banks would depend on customer satisfaction. Those who
do not meet the customer expectations will find survival difficult. Banks must articulate and emphasise the core
values to attract and retain certain customer segments. Values such as ‘sound’, ‘reliable’, ‘innovative’, ‘international’,
‘close’, ‘socially responsible’, ‘Indian’, etc. need to be emphasised through concrete actions on the ground and it
would be the bank’s human resource that would deliver this.
It is a common complaint among bank executives that skilled manpower is in short supply. No two
arguments on this, Human resources are becoming scarce – both in quality and quantity. And, it is quite elementary
that any resource that is in short supply needs to be properly managed for the benefit of society and, therefore, one
needs to pay attention to the entire human resource management process. One needs to manage the people – and for
this they need to discriminate between the people, which means positive discrimination. The entire spectrum of HR
practice requires revolutionary changes if the banks have to survive. Managing the people is the key challenge.

OBJECTIVE OF THE STUDY

 To identify the different Human Resource Management issues and practices in the Public Sectors banks in
India.
 To determine the emerging issues of HRM in Public Sector Banks.

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 KNOWLEDGE OF THE STUDY

PUBLIC SECTOR BANKS IN INDIA

Public Sector Banks (PSBs) are a major type of government owned banks in India, where a majority stake (i.e. more
than 50%) is held by the Ministry of Finance of the Government of India or State Ministry of Finance of various State
Governments of India. The officers working for these entities and their subsidiaries are gazetted officers. The
employees subordinate to the officers working for these respective entities and their subsidiaries are also full-fledged
government employees. The shares of these banks are listed on stock exchanges. Their main objective is social
welfare.
The Central Government entered the banking business with the nationalization of the Imperial Bank of India in 1955.
A 60% stake was taken by the Reserve Bank of India and the new bank was named State Bank of India. The seven
other state banks became subsidiaries of the new bank in 1959 when the State Bank of India (Subsidiary Banks) Act,
1959 was passed by the Union government. The next major government intervention in banking took place on 19 July
1969 when the Indira government nationalised an additional 14 major banks. The total deposits in the banks
nationalised in 1969 amounted to 50 crores. This move increased the presence of nationalised banks in India, with
84% of the total branches coming under government control.
The share of the banking sector held by the public banks continued to grow through the 1980s, and by 1991 public
sector banks accounted for 90% of the banking sector. A year later, in March, 1992, the combined total of branches
held by public sector banks was 60,646 across India, and deposits accounted for ₹1,10,000 crore. The majority of
these banks was profitable, with only one out of the 21 public sector banks reporting a loss.
The nationalised banks reported a combined loss of ₹1160 crores. However, the early 2000s saw a reversal of this
trend, such that in 2002-03 a profit of ₹7780 crores by the public sector banks: a trend that continued throughout the
decade, with a ₹16856 crore profit in 2008–2009.

PSBs have several positives to their credit. Because of Government ownership and sovereign backing, PSBs score
relatively high on safety and public confidence issues vis-à-vis private banks and have a strong brand as trusted
financial entities. They have set up a huge infrastructure across the country, with good local relationships built up over
decades. Their customer base is large and their books contain a veritable mine of customer data that can be profitably
harnessed in future. Some PSBs have ventured overseas and set up enviable global footprints. They have honed their
skills in international banking and have contributed in large measure to channelizing remittances to India, thereby
helping the country’s foreign exchange reserves to swell. Many of them are making forays into other financial
services like credit cards, mutual funds, insurance, capital markets, etc. As a group, PSBs had for long suffered from
image and perception problems. They were perceived as slow in response to market dynamics, competition and
customer, low in technology, poor in innovation and unwieldy in organisation. Their marketing organisation was poor
and their new offerings to the customer had been few.Their image has, however, undergone perceptible change in
recent times. They have caught up with technology, retail revolution and many other customer-centric innovations
during the last decade. Almost all PSBs have networked their branches, rolled out core banking, set up a vast network
of ATMs and enlarged the basket of offerings to the customer. Many PSBs have changed their business models and
are repositioning their key branches as sales and service outlets. PSBs have also improved on their financials, adjusted
to the new prudential norms and improved their productivity and efficiency. Integration of PSBs with other major
segments of finance, notably the security markets and international markets, has been a hallmark. PSBs have also
grown in terms of market capitalization even during the times of global meltdown.

In spite of many positives, PSBs are today seriously handicapped vis-à-vis their competitors in the market place, on
account of huge human capital deficit. Their employee compensation package, skill sets, skewed age profile,
restrictive deployment, performance management system are the major issues placing PSBs somewhat at a
disadvantage. Clearly, for too long, PSBs have carried on with routine, standardized and administrative orientation to
HR. Developmental interventions have been far and few in between. Considering the new challenges before the
banking sector, HR has indeed become a new risk – possibly the biggest risk in the system. Reforms in HR have
become overdue in the context of challenges and opportunities of new age banking.

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 FIGURE 5 – THE 12 PUBLIC SECTOR BANKS IN INDIA

LIST OF PUBLIC SECTOR BANKS IN INDIA AND THEIR GOVERNMENT SHAREHOLDING (as of 30
June, 2021)
• State Bank of India (55%)
• Bank of Baroda (64%)
• Canara Bank (69.33%)
• Punjab National Bank (73.1%)
• Indian Bank (78.86%)
• Union Bank of India (83.5%)
• Bank of India (81.41%)
• Central Bank of India (93.08%)
• Bank of Maharashtra (93.33%)
• UCO Bank (95.39%)
• Indian Overseas Bank (96.4%)
• Punjab and Sind Bank (98.07%)

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STATE BANK OF INDIA
State Bank of India (SBI) is an Indian multinational public sector bank and financial services statutory body
headquartered in Mumbai, Maharashtra. SBI is the 43rd largest bank in the world and ranked 221st in the Fortune
Global 500 list of the world's biggest corporations of 2020, being the only Indian bank on the list. It is a public sector
bank and the largest bank in India with a 23% market share by assets and a 25% share of the total loan and deposits
market. It is also the fifth largest employer in India with nearly 250,000 employees. The bank descends from the Bank
of Calcutta, founded in 1806 via the Imperial Bank of India, making it the oldest commercial bank in the Indian
Subcontinent. The Bank of Madras merged into the other two presidency banks in British India, the Bank of Calcutta
and the Bank of Bombay, to form the Imperial Bank of India, which in turn became the State Bank of India in 1955.
Overall the bank has been formed from the merger and acquisition of nearly twenty banks over the course of its 200
year history. The Government of India took control of the Imperial Bank of India in 1955, with Reserve Bank of India
(India's central bank) taking a 60% stake, renaming it State Bank of India.

FIGURE 6 – STATE OF BANK INDIA

The roots of State Bank of India lie in the first decade of the 19th century when the Bank of Calcutta later renamed
the Bank of Bengal, was established on 2 June 1806. The Bank of Bengal was one of three Presidency banks, the
other two being the Bank of Bombay (incorporated on 15 April 1840) and the Bank of Madras (incorporated on 1 July
1843). All three Presidency banks were incorporated as joint stock companies and were the result of royal charters.
These three banks received the exclusive right to issue paper currency till 1861 when, with the Paper Currency Act,
the right was taken over by the Government of India. The Presidency banks amalgamated on 27 January 1921, and the
re-organised banking entity took as its name Imperial Bank of India. The Imperial Bank of India remained a joint-
stock company but without Government participation.
On 7 October 2013, Arundhati Bhattacharya became the first woman to be appointed Chairperson of the bank. Mrs.
Bhattacharya received an extension of two years of service to merge into SBI the five remaining associate banks.
SBI provides a range of banking products through its network of branches in India and overseas, including products
aimed at non-resident Indians (NRIs). SBI has 16 regional hubs and 57 zonal offices that are located at important
cities throughout India.
SBI is one of the largest employers in the world with 245,652 employees as on 31 March 2021. Out of the total
workforce, the representation of women employees is nearly 26%. The percentage of Officers, Associates and
Subordinate staffs was 44.28%, 41.03% and 14.69% respectively on the same date. Each employee contributed a net
profit of ₹828,350 (US$11,000) during FY 2020–21.

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BANK OF BARODA
Bank of Baroda is an Indian banking and financial services company headquartered in the city of Vadodara, India. It is
the fourth largest nationalised bank in India, with 132 million customers, a total business of US$218 billion, and a
global presence of 100 overseas offices. Based on 2019 data, it is ranked 1145 on Forbes Global 2000 list. The
Maharaja of Baroda, Sayajirao Gaekwad III, founded the bank on 20 July 1908 in the Princely State of Baroda, in
Gujarat. The government of India nationalized the bank, along with 13 other major commercial banks of India on 19
July 1969; the bank has been designated as a profit-making public sector undertaking (PSU).
Between 1913 and 1917, as many as 87 banks failed in India. Bank of Baroda survived the crisis, mainly due to its
honest and prudent leadership. This financial integrity, business prudence, caution and an abiding care and concern for
the hard earned savings of hard working people, were to become the central philosophy around which business
decisions would be effected. This cardinal philosophy was over years of its existence, to become its biggest asset. It
ensured that the Bank survived the Great War years. It ensured survival during the Great Depression. Even while big
names were dragged into the Stock Market scam and the Capital Market scam, the Bank of Baroda continued its
triumphant march along the best ethical practices.

FIGURE 7 – BANK OF BARODA

On 17 September 2018, the government of India proposed the merger of Dena Bank and Vijaya Bank with the Bank
of Baroda, pending approval from the boards of the three banks, effectively creating the third largest lender in the
country. The merger was approved by the Union Cabinet and the boards of the banks on 2 January 2019. Under the
terms of the merger, Dena Bank and Vijaya Bank shareholders received 110 and 402 equity shares of the Bank of
Baroda, respectively, of face value ₹2 for every 1,000 shares they held. The merger came into effect on 1 April 2019.
Post-merger, the Bank of Baroda is the third largest bank in India, after State Bank of India and HDFC Bank. The
consolidated entity has over 9,500 branches, 13,400 ATMs, 85,000 employees and serves 120 million customers. The
amalgamation is the first-ever three-way consolidation of banks in the country, with a combined business of Rs14.82
trillion (short scale), making it the third largest bank after State Bank of India (SBI) and ICICI Bank. Post-merger
effective 1 April 2019, the bank has become the India's third largest lender behind SBI and ICICI Bank .

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CANARA BANK
Canara Bank is the third largest nationalised bank in India. It is under the ownership of the Ministry of Finance,
government of India. It is headquartered in Bangalore. Established in 1906 at Mangalore by Ammembal Subba Rao
Pai, the bank also has offices in London, Hong Kong, Dubai and New York. On 30 August 2019, Finance Minister
Nirmala Sitharaman announced that Syndicate Bank would be merged with Canara Bank. The proposed merger would
create the fourth largest public sector bank in the country with total business of ₹15.20 lakh crore (US$200 billion)
and 10,324 branches. The Board of Directors of Canara Bank approved the merger on 13 September. The Union
Cabinet approved the merger on 4 March 2020. The merger was completed on 1 April 2020 with Syndicate Bank
shareholders receiving 158 equity shares in the former for every 1,000 shares they hold.

FIGURE 8 – CANARA BANK

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 town 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. Over the years, the Bank has
been scaling up its market position to emerge as a major Financial Conglomerate with as many as ten
subsidiaries/sponsored institutions/joint ventures in India and abroad. As at Sep 2021, Canara Bank services over
10.50 crore customers through a network of 9800 branches and 12360 ATMs/Recycler and has over 88,213 employees
spread across all Indian states and Union Territories.
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
Banks 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 "Preferred Bank" by pursuing global benchmarks in profitability, operational
efficiency, asset quality, risk management and expanding the global reach.
In 1996, Canara Bank became the first Indian Bank to get ISO certification for "Total Branch Banking" for its
Seshadripuram branch in Bangalore. Canara Bank has now stopped opting for ISO certification of branches.

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PUNJAB NATIONAL BANK
Punjab National Bank, abbreviated as PNB, is an Indian nationalised bank. Headquartered at New Delhi, India, it is
under the ownership of the Ministry of Finance, government of India. The bank was founded in May 1894 and is the
second largest government-owned bank in India, both in terms of its business volumes and its network. The bank has
over 180 million customers, 12,248 branches, and 13,000+ ATMs. PNB has a banking subsidiary in the UK (PNB
International Bank, with seven branches in the UK), as well as branches in Hong Kong, Kowloon, Dubai, and Kabul.
It has representative offices in Almaty (Kazakhstan), Dubai (United Arab Emirates), Shanghai (China), Oslo
(Norway), and Sydney (Australia). In Bhutan, it owns 51% of Druk PNB Bank, which has five branches. In Nepal,
PNB owns 20% of Everest Bank, which has 50 branches. PNB also owns 41.64% of JSC (SB) PNB Bank in
Kazakhstan, which has four branches.

FIGURE 9 – PUNJAB NATIONAL BANK

Punjab National Bank is a PSU working under the government of India regulated by the Reserve Bank of India Act,
1934 and the Banking Regulation Act, 1949. It was registered on 19 May 1894 under the Indian Companies Act, with
its office in Anarkali Bazaar, Lahore, in pre-independent India (present-day Pakistan). The founding board was drawn
from different parts of India professing different faiths and of varying backgrounds, with the common objective of
creating a truly national bank that would further the economic interest of the country. PNB's founders included several
leaders of the Swadeshi movement such as Dyal Singh Majithia and Lala Harkishen Lal, Lala Lalchand, Kali
Prosanna Roy, E. C. Jessawala, Prabhu Dayal, Bakshi Jaishi Ram, and Lala Dholan Dass. Lala Lajpat Rai was
actively associated with the management of the Bank in its early years. The board first met on 23 May 1894. The bank
opened for business on 12 April 1895 in Lahore.
PNB is the first Indian bank to have been started solely with Indian capital that survives to the present earlier Oudh
Commercial Bank was established in 1881, but failed in 1958. Mahatma Gandhi, Jawaharlal Nehru, Lal Bahadur
Shastri, Indira Gandhi and the Jalianwala Bagh Committee have held PNB accounts.
As on 31 March 2020, the bank had 1,03,000 employees. As of 31 March 2019, it also had 1722 employees with
disabilities on the same date (2.43%). The average age of bank employees on the same date was 39 years.The bank
reported the business of ₹ 11.65 crores per employee and net profit of ₹ 8.06 lakhs per employee during the FY
2012–13. The company incurred ₹ 5,751 crores towards employee benefit expenses during the same financial year.

16
INDIAN BANK
Indian Bank is a major nationalised bank. It is under the ownership of the Ministry of Finance, Government of India.
It was established in 1907 and is headquartered in Chennai, India. It serves over 100 million customers with 41,620
employees, 6,004 branches with 5,428 ATMs and Cash deposit machines and is one of the top performing public
sector banks in India. Total business of the bank has touched ₹930,000 crore (US$120 billion) as on 31 March 2021.
Bank's Information Systems and Security processes certified with ISO27001:2013 standard and is among very few
Banks certified worldwide. It has overseas branches in Colombo and Singapore including a Foreign Currency
Banking Unit at Colombo and Jaffna. It has 227 Overseas Correspondent banks in 75 countries. Since 1978, the
Government of India has owned the bank. As per the announcement made by the Indian Finance Minister Nirmala
Sitharaman on 30 August 2019, Allahabad Bank merged from 1 April 2020, making it the seventh largest bank in the
country.

FIGURE 10 – INDIAN BANK

Indian Bank has been a leader in bringing new initiatives for development of rural banking and extending help to the
farmers of India. The bank has received award from Honorable Union Minister of Finance for Excellence in
Agricultural Lending. Apart from it, the bank also received the Best Performer Award for Micro-Finance activities in
Tamil Nadu and Union Territory of Puducherry from National Bank for Agriculture and Rural Development
(NABARD).

Indian Bank (IB) has launched three unique, easy-to-use, environment friendly, tech products to overcome the effects
of demonetization for its customers without coming to the branches. As of March 2021, IB has over 41,620
employees.
On 1 April 2020 Indian bank and Allahabad bank merged. The oldest Joint Stock Bank in the country, Allahabad Bank
was founded on 24 April 1865 by a group of Europeans at Allahabad, at a juncture when organized industries, trade
and banking were taking shape in India. Thus, the history of the bank now spreads over three centuries.

17
UNION BANK OF INDIA
Union Bank of India, commonly referred to as Union Bank or UBI, is an Indian government-owned bank with 120+
million customers and a total business of US$106 billion. After the amalgamation with Corporation Bank and Andhra
Bank, which came into effect on 1 April 2020, the amalgamated entity became the fifth largest PSU bank in terms of
branch network with around 9500 branches. Four of these are located overseas in Hong Kong, Dubai, Antwerp, and
Sydney. UBI also has representative offices at Shanghai, Beijing and Abu Dhabi. UBI operates in the United Kingdom
through its wholly owned subsidiary, Union Bank of India (UK). The bank has a network of 9300+ domestic
branches, 11800+ ATMs, 8216+ Business Correspondent Points serving over 120 million customers with 77000+
employees.

FIGURE 11 – UNION BANK OF INDIA

Union Bank of India is one of the leading public sector banks of the country. The Bank is a listed entity and the
Government of India holds 83.50 percent in Bank’s total share capital. The Bank, having its headquarters at Mumbai
(India), was registered on November 11, 1919 as a limited company. Recently, Andhra Bank and Corporation Bank
were amalgamated into Union Bank of India with effect from 01.04.2020. Today, it has a network of 9200+ domestic
branches, 11600+ ATMs, 8216 BC Points serving over 120 million customers with 76000+ employees .The Bank’s
total business as of 30th September 2021 stood at Rs.15,48,605 crore, comprising Rs. 9,14,022 crore of deposits and
Rs. 6,34,583 crore of advances as of 30th September 2021. The Bank also has 3 branches overseas at Hong Kong,
Dubai International Financial Centre (UAE) & Sydney (Australia); 1 representative office in Abu Dhabi (UAE); 1
banking subsidiary at London (UK); 1 banking joint venture in Malaysia; 4 para-banking subsidiaries (domestic); 3
joint ventures(including 2 in life insurance business) and 1 associate - Chaitanya Godavari Gramin Bank. Union Bank
of India is the first large public sector bank in the country to have implemented 100% core banking solution. The
Bank has received several awards and recognition for its prowess in technology, digital banking, financial inclusion,
MSME and development of human resources.

18
BANK OF INDIA
Bank of India (BOI) is an Indian nationalised bank. It is under the ownership of Ministry of Finance, Government of
India with headquarters in Bandra Kurla Complex, Mumbai. Founded in 1906, it has been government-owned since
nationalisation in 1969. BoI is a founder member of SWIFT (Society for Worldwide Inter Bank Financial
Telecommunications), which facilitates provision of cost-effective financial processing and communication services.
As on 31 March 2021, Bank of India's total business stands at ₹1,037,549 crore (US$140 billion), has 5,108 branches
and 5,551 ATMs around the world (including 24 overseas branches).

FIGURE 12 – BANK OF INDIA

Bank of India was founded on 7th September, 1906 by a group of eminent businessmen from Mumbai. The Bank was
under private ownership and control till July 1969 when it was nationalised along with 13 other banks. Beginning
with one office in Mumbai, with a paid-up capital of Rs.50 lakh and 50 employees, the Bank has made a rapid growth
over the years and blossomed into a mighty institution with a strong national presence and sizable international
operations. In business volume, the Bank occupies a premier position among the nationalised banks.
The Bank has over 5000 branches in India spread over all states/ union territories including specialized branches.
These branches are controlled through 59 Zonal Offices and 10 NBG Offices. There are 45 branches/ offices abroad
which includes 23 own branches, 1 representative office and 4 Subsidaries(20 branches) and 1 joint venture. As of
March 2021, there are over 51,459 employees.The Bank came out with its maiden public issue in 1997 and follow on
Qualified Institutions Placement in February 2008.
While firmly adhering to a policy of prudence and caution, the Bank has been in the forefront of introducing various
innovative services and systems. Business has been conducted with the successful blend of traditional values and
ethics and the most modern infrastructure. The Bank has been the first among the nationalised banks to establish a
fully computerised branch and ATM facility at the Mahalaxmi Branch at Mumbai way back in 1989. The Bank is also
a Founder Member of SWIFT in India. It pioneered the introduction of the Health Code System in 1982, for
evaluating/ rating its credit portfolio.
Presently Bank has overseas presence in 18 foreign countries spread over 5 continents – with 45 offices including 4
Subsidiaries, 1 Representative Office and 1 Joint Venture, at key banking and financial centres viz., Tokyo, Singapore,
Hong Kong, London, Paris, New York and DIFC Dubai.

19
CENTRAL BANK OF INDIA
Central Bank of India (CBI) is an Indian nationalised bank. It is under the ownership of Ministry of Finance,
Government of India and is one of the oldest and largest nationalised commercial banks in India. It is based in
Mumbai, the financial capital of India and capital city of state of Maharashtra. Despite its name it is not the central
bank of India; the Indian central bank is the Reserve Bank of India. Although the NDA government has generally
favored mergers among public sector banks in India, Central Bank of India has remained a separate entity owing to its
pan-India presence. CBI is one of twelve public sector banks in India that was recapitalised in 2009. As on 31 March
2021, the bank has a network of 4,608 branches, 3,644 ATMs, ten satellite offices and one extension counter. It has a
pan-India presence covering all 28 states, Seven out of eight union territories and 574 district headquarters out of all
districts in the country. Central Bank of India has approached the Reserve Bank of India (RBI) for permission to open
representative offices in Singapore, Dubai, Doha, and London.

FIGURE 13 – CENTRAL BANK OF INDIA

The Central Bank of India was established on 21 December 1911 by Sir Sorabji Pochkhanawala with Sir Pherozeshah
Mehta as Chairman, and claims to have been the first commercial Indian bank completely owned and managed by
Indians.
Among the Public Sector Banks, Central Bank of India can be truly described as an All India Bank, due to
distrubution of its large network in all 28 States and also in 7 out of 8 Union Territories in India. Central Bank of India
holds a very prominent place among the Public Sector Banks on account of its network of 4594 Branches, 1 Extension
counters, along with 10 Sattelite Offices (as on Jun 2021) at various centres throughout the length and breadth of the
country. The bank has over 32,335 employees (2021).
Customers' confidence in Central Bank of India's wide ranging services can very well be judged from he list of major
corporate clients such as ICICI, IDBI, UTI, LIC, HDFC as also almost all major corporate houses in the country.

20
BANK OF MAHARASHTRA
Bank of Maharashtra is a nationalised bank under the ownership of Ministry of Finance, Government of India. The
bank had 15 million customers across the country with 2001 branches as of Dec 2021. It has the largest network of
branches of any nationalised bank in the state of Maharashtra.The total business of the bank crossed ₹ 2,66,000 lakh
crore as on 31 December 2020. The bank was registered on 16 September 1935 with an authorized capital of US$1
million and became operational on 8 February 1936. It provided financial assistance to small business and gave birth
to many industrial houses. The bank was nationalised in 1969.

FIGURE 14 – BANK OF MAHARASHTRA

The bank was founded by V. G. Kale and D. K. Sathe in Pune, India. The bank was registered on 16 September 1935
with an authorized capital of US$1 million and became operational on 8 February 1936. It provided financial
assistance to small business and gave birth to many industrial houses. The bank was nationalised in 1969. The Bank
was formally registered under the Indian Companies Act, on the auspicious day of 16 September 1935.
Today it has the network of 1,375 branches than any other public sector banks in Maharashtra. It has a network of 345
ATMs. It offers depository services and demat facilities at 131 branches. 38% of its branches are located in rural
areas. BoM has tie up LIC of India and United India Insurance Company. A. S Rajeev assumed charge as Managing
Director & CEO of the bank on 2 December 2018. Hemant Kumar Tamta joined as Executive Director on 31
December 2018. A. B. Vijayakumar joined as Executive Director on 10 March 2021.
The Bank was formally registered under the Indian Companies Act, on the auspicious day of 16 September 1935.
Today it has the network of 1,375 branches than any other public sector banks in Maharashtra. It has a network of 345
ATMs. It offers depository services and demat facilities at 131 branches. 38% of its branches are located in rural
areas. BoM has tie up LIC of India and United India Insurance Company.

21
UCO BANK
UCO Bank, formerly United Commercial Bank, established in 1943 in Kolkata, is one of the nationalized banks in
India.During FY 2020–21, its total business was ₹ 3.24 lakh crore. Based on 2020 data, it is ranked 80 on the Fortune
India 500 list. UCO Bank was ranked 1948 in Forbes Global 2000 list of year 2018. As of 30 March 2017 the bank
had 4,000 plus service units 49 zonal offices spread all over India. It also has two overseas branches in Singapore and
Hong Kong. UCO Bank's headquarters is on BTM Sarani, Kolkata.

FIGURE 15 – UCO BANK

As on 31 March 2021, government share-holding in the bank was 94.44%. For FY 2020-21, it registered ₹167 crore
net profit. Branch expansion started at a fast pace, particularly in rural areas, and the bank achieved several unique
distinctions in Priority Sector lending and other social uplift activities. To keep pace with the developing scenario and
expansion of business, the Bank undertook an exercise in organisational restructuring in the year 1972. This resulted
in more functional specialisation, decentralisation of administration and emphasis on development of personnel skill
and attitude. Side by side, whole hearted commitment into the government's poverty alleviation programmes
continued and the convenorship of State Level Bankers' Committee (SLBC) was entrusted on the Bank for Odisha and
Himachal Pradesh in 1983.
The Bank's Regional presence includes 3,078 branches and 2,564 ATMs. The near Future will see a growth in the
number of ATMs and Branches. As of March 2021, the bank has over 22,012 employees.
UCO Bank's major competitors have always been State Bank of India, Punjab National Bank, Bank of Baroda, HDFC
Bank, ICICI Bank, Axis Bank, and Bank of India. The earlier years saw a limited presence of rivals who were mostly
public sector entities. In the recent years, the surge of private banks has broadened the spectrum. The liberalisation of
the economy may bring foreign banks, which could intensify inter-bank competition for commercial and well-to-do
retail customers.

22
INDIAN OVERSEAS BANK
Indian Overseas Bank (IOB) is a major Indian nationalised bank. It is under the ownership of Ministry of Finance,
Government of India based in Tamilnadu, India, with about 3,400 domestic branches, about 6 foreign branches and
representative office. Founded in February 1937 by M. Ct. M. Chidambaram Chettyar with twin objectives of
specialising in foreign exchange business and overseas banking, it has created various milestones in Indian Banking
Sector. During the nationalisation, IOB was one of the 14 major banks taken over by the government of India. On 05
December 2021, IOB got Degidhan Award 2020-21 by Ministry of Electronics & Information Technology for
achieving second highest percentage of digital payment transaction among public sector banks. As on 31 March 2021,
IOB's total business stands at ₹379,885 crore (US$50 billion).

FIGURE 16 – INDIAN OVERSEAS BANK

IOB entered into Non-Life Insurance Business with Universal Sompo General Insurance (USGI) Company Limited
with equity participation of 19% along with Allahabad Bank, Karnataka Bank, and Dabur Investments. IOB was in
tie-up with Apollo Munich Health Insurance to provide specialized health and personal accident products to its
customers till May 2021. Now IOB is in tie up with Max Bhupa to provide specialized health and personal accident
products to its customers from June 2021.
As of March 31, 2011, it operated a network of approximately 2,184 branches in India, 2 in Hong Kong, and 1 each in
Singapore, South Korea, Sri Lanka, and Bangkok. The company also operates 1,043 automated teller machines.It was
ranked no.1 among public sector banks by Business Today –PMG survey and Financial Express– Ernst & Young
survey. The bank has over 23,579 employees (2021).
IOB provides a wide range of products and services such as saving bank accounts, current accounts, term deposit,
retail loans, home loans and mortgages, depository services, gold investment products, debit and credit cards, multi
city cheque facilities, insurance and mutual funds, and real time gross settlement services. IOB such as term loans and
working capital loans for micro, small, and medium enterprises; and loans for professional and self employed
individuals, and information technology (IT) and ITes BPO sectors, as well as NRI accounts, and Internet and mobile
banking services. In addition, it provides agricultural short term loans and agri business consultancy services; and
forex collection services.It also conducts government businesses like payment of direct taxes, indirect taxes, pension
payment scheme, sales tax collections, provident fund scheme, etc

23
PUNJAB AND SIND BANK
Punjab & Sind Bank is an Indian nationalised bank. It is under the ownership of Ministry of Finance, Government of
India with its head office located in New Delhi. As of 31 March 2020, the bank has 1526 branches which are widely
spread across India out of which 635 branches are in the state of Punjab, and 25 zonal offices located all over India.
The bank was established in Amritsar on 24 June 1908 by Bhai Vir Singh, Sir Sunder Singh Majitha, and Sardar
Tarlochan Singh to serve the then Sind and Punjab areas of colonial India.

FIGURE 17 – PUNJAB AND SIND BANK

Oddly enough for a bank, Punjab and Sind or PSB, has made most of its money from the poor. The bank was founded
in 1908 to help those economically challenged Indians traditionally underserved by financial institutions. PSB boasts
more than 900 branches (about half in the state of Punjab) offering savings and checking accounts, credit cards, loans,
and life insurance along with government pension accounts and remittance services. It also has about 100 limited
service counters inside other businesses. PSB has been restructuring, closing or relocating underperforming branches
to improve profits. It has asked the Indian government, its owner, to grant it an initial public offering. It has over 8862
employees (2020).
Punjab and Sind Bank is a leading Public Sector bank and a major bank in Northern India. The Bank's business is
taking deposits and making advances and investments and is principally divided into retail banking corporate banking
priority sector banking treasury operations and other banking services such as agency functions for insurance
distribution of mutual funds and pension and tax collection services. They have various deposit products such as
current savings and term deposits for our customers. In retail banking the bank provides loans and advances for
housing trade automobiles consumer durables education and personal loans.

24
 THE CHANGING LANDSCAPE OF BANKING SECTOR IN INDIA
The digital revolution has played an important role in shaping the growth trajectory of the banking sector in India—
from promising unprecedented customer experiences to ensuring extraordinary gains in productivity.
Especially, if we evaluate the post-demonetization phase, the finance industry has witnessed a significant shift
towards digitization; and its stakeholders are now better equipped in using the technology at their disposal.

RECENT DEVELOPMENTS IN THE BANKING SECTOR

Financial Inclusion
Financial inclusion refers to the availability and equality of opportunities to access financial services. It acts as a key
driver in the economic growth and development of any nation. The Government of India, on pursuance of the RBI, is
actively propagating financial inclusion through various schemes. Some of the government-run schemes to enhance
the outreach of financial services in India include:
1.Pradhan Mantri Jan Dhan Yojana (PMJDY)
2.Atal Pension Yojana (APY)
3.Pradhan Mantri Vaya Vandana Yojana (PMVVY)
4.Stand Up India Scheme
5.Pradhan Mantri Mudra Yojana (PMMY)
6.Pradhan Mantri Suraksha Bima Yojana (PMSBY)
7.Sukanya Samriddhi Yojana
8.Jeevan Suraksha Bandhan Yojana

FIGURE 18 – THE FIGURE SHOWS THE NUMBER OF BENEFICIARIES IN THE PUBLIC SECTOR OF
THE PM JAN DHAN YOJANA AS COMPARED TO THE PRIVATE SECTOR BANKS IN INDIA (2020).

25
Use of Technology
Technology is yet another important element that the banking sector in India is leveraging to enhance its productivity.
The adoption of Core Banking Solutions (CBS) in 2002 for the incorporation of sophisticated technological solutions
was an important step towards using technology to enhance the banking sector. CBS has not only enabled bank-to-
client interactions but has also facilitated the calculation of penalties, interests, and maturity, etc. Next, with the
coming of the digital age in 2011, technological integration has been raised a notch higher to enable unprecedented
customer experience. Some of the current digitally-enabled government-approved banking platforms are:
1.Unified Payment Interface (UPI)
2.Bharat Interface For Money (BHIM)
3.National Unified USSD Platform
4.Aadhar Enabled Payment System

Recent Bank Mergers

Another change that the banking sector in India is witnessing is structural in nature. The Government is reducing the
number of Public Sector Banks by announcing mega-mergers. Subsequently, the number of public sector banks in
India has been reduced to 12 from 27.
Here’s the list of public sector bank mergers (until April 2020):
1.In April 2019, Vijaya Bank and Dena Bank have merged with Bank of Baroda
2.The 6 SBI associates and Bhartiya Mahila Bank merged with the State Bank of India
3.With effect from April 1, 2020, United Bank of India and Oriental Bank of Commerce have merged with
Punjab National Bank making it the second-largest public sector bank in India
4.With effect from April 1, 2020, Syndicate Bank has merged with Canara Bank.
5.With effect from April 1, 2020, Allahabad Bank has merged with Indian Bank
6.With effect from April 1, 2020, Andhra Bank and Corporation Bank of India have merged with Union Bank
of India

Performance of Public Sector Banks (PSBs) in the FY 2020-21 —

● PSBs recorded net profit of Rs 31,820 crore in FY 2020-21, highest in last 5 financial years.
● Net profit of Rs 31,145 crore for the first half of FY2021-22, almost equal to that of FY 2020-21.
● PSBs have effected a recovery of Rs 5,49,327 crore during the last 7 financial years.
● PSBs are adequately capitalised and CRAR of PSBs as on September 2021 is 14.4%, against regulatory
requirement is 11.5% (including CCB).
● CET1 of PSBs was at 10.79% as on September 2021 against regulatory requirement is 8%.
● PSBs recorded year-on-year credit growth of 11.3% in personal loans, 8.3% in agriculture loans and overall
credit growth of 3.5%, as on September 2021.
● Under Credit Outreach Programme launched in October 2021, PSBS have sanctioned an aggregate loan
amount of Rs. 61,268 crore.

26
 ● During the COVID-19 pandemic, PSBs have performed well in various Government schemes like ECLGS
(launched in May 2020 to provide relief particularly to the MSME sector amidst the COVID-19 pandemic),
LGSCAS and PM SVANidhi.
● Of the extended limit of Rs. 4.5 lakh crore of ECLGS provided by the Government, 64.4% or Rs 2.9 lakh
crore, sanctioned upto Nov. 2021. Over 13.5 lakh small units survived pandemic due to ECLGS, saved
MSME loans worth Rs 1.8 lakh crore from slipping into non-performing assets, and saved livelihood for
approx. 6 crore families.

FIGURE 19 – THE IMPROVING SCENARIO OF THE PUBLIC SECTOR BANKS AS COMPARED TO THE
PRIVATE SECTOR BANKS FOR THE LAST THREE YEARS.

27
Coronavirus impact - Public sector banks warming up to finance COVID-19 healthcare
infrastructure
“Fresh COVID loans under the RBIs's Rs 50,000 crore term liquidity facility will be classified as ' priority sector
lending' till time of repayment or maturity of the loans. Public sector banks (PSBs) in India seem to be warming up to
actively financing COVID-19 related healthcare infrastructure and associated segments, finally joining the
government and central bank’s efforts to boost liquidity in the sector”

Source – Money control news

This comes after the Reserve Bank of India (RBI) in May announced fresh Rs 50,000 term liquidity facility for a
“wide range of entities” in the COVID-related healthcare infra and services space, with the amounts having exceeded
Rs 500 crore each, Hindu BusinessLine reported.

• Canara Bank: MD & CEO LV Prabhakar said they are “doing homework” on financing medical services
under the COVID loan book and have already sanctioned over Rs 1,200 crore worth loans till “a few weeks”
back. He added that the bank could “comfortably disburse and sanction” Rs 4,000-4,500 crore more under the
portfolio.
• Indian Bank: CEO Padmaja Chunduru told the paper Indian Bank has identified many of its own existing
customers to lend and fixed a target of Rs 4,000 crore for its ‘COVID loan book’ portfolio. She added that
over Rs 600 crore was already sanctioned under this till the last two weeks back, stating that “there is good
traction and lot of enthusiasm” for the business.

• State Bank of India (SBI): India’s largest PSB said its COVID loan book could expand to around Rs 10,000
crore worth as it is “keen on supporting hospitals and nursing homes augmenting their oxygen facilities and
other requirements”.

• Union Bank of India: MD & CEO G Rajkiran Rai said they are “positive about building a COVID loan
book”, adding that their branches are “canvassing and reaching out to potential borrowers”.

Fresh loans under the RBI facility will be classified as ‘priority sector lending’ till time of repayment or maturity of
the loans. The banking sector is among the few that has seen the pandemic give its “new opportunities” especially in
healthcare over the short and medium term, even while many others grapple with slowdown.

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 HUMAN RESOURCE POLICIES AND PRACTICES IN PUBLIC SECTOR BANKS

An analysis of human resource management policies and practices of public sector banks has been done with respect
to the following core areas -

1. MANPOWER PLANNING – As per National Institute of Bank Management, by 2020 most of Assistant
General Managers and Deputy General Managers working in public sector banks would retire and there will
be a vacuum at the senior most level. Further it is added that Banks have failed to get talent from the market
as these professionals are used to working in an environment where they are not chained by corporate
governance norms which public sector institutions demand, there are no incentives for performance and the
salary levels at the senior level at public sector banks are much lower compared to private sector bank. Since
1980 public sector banks only made probationary officer level recruitment and it takes around 20 year to
bring these recruiters to the senior level. Most of these senior level banks for over 30 years and their exit will
leave a huge gap which is difficult to fill. Thus it shows lack of manpower planning in public sector banks
which resulted in wide variance in staff ratio across public sector and private sector banks.

2. JOB ANALYSIS - Job analysis involves collecting information about the characteristics of a job using one
of several methods: observation, interviewing, questionnaires, or more specialized job analysis methods such
as position or functional analysis. Organizations sometimes use a combination of job analysis methods. All
the Banking authorities reported that they follow a combination of several methods for job analysis of the
employee.

3. RECRUITMENT AND SELECTION – For Recruitment and Selection these banks follows some standard
most of the cases. The practiced arrangement for selection and recruitment is the corporate decide what
positions will have to fill and how to fill the immediate as well as future requirements. This total procedure is
designed to cover all positions from bottom to top level. Indian Public Sector Banks use both methods of
recruitment i.e., internal and external markets. Public Sector Banks follows systematic procedure in
recruitment and selection activities. Usually, for clerical and officer posts, external market is used through
advertising etc. The public sector banks have started recruitment through IBPS which is an
autonomous body by way of written examination and interviews. Written examination conducted by
IBPS test the general aptitude of the individual and is not based on knowledge, skills and abilities
required for the banking job. Further, as per IBPS guidelines for recruitment in bank, any individual
who has done graduation in any discipline is eligible to apply for bank posts irrespective of the fact
that the said qualification fits with the profile of the job or not. Thus it is the need of the hour for
public sector banks to develop and exercise effective recruitment and selection process keeping in
mind the recruitment of the job, number of vacancies from lower to top level etc. On the other hand,
the managerial/executive positions are filled up through promotions and transfers i.e., for higher positions the
internal market is usually relied upon. In some of the PSBs in India, the practice of recruiting specialists such
as technical employees, management trainees etc. directly from the reputed institutions through campus
interviews have been started. Some banks are also utilizing the services of consultants and employment on
contract basis.

4. TRAINING AND DEVELOPMENT – HRD is one of the major functional area in HRM. After
aquisition of talent it is very important to develop the skills and knowledge of the employee and for
that regular training and skill development program to suit their job profile is required. Training and
development of the staff is an integral part of public sector banks but nowadays the only significance

29
 for the training was to fill in the slot of the training programs and keep the training centres going by
achieving the targets.Continuing education and training programmes’ are essential considerations to enrich
their careers and excel their development. Banking activities and knowledge is ever changing. In order to
cope up with these changes and to develop employees’ careers all banks established their own training
institute. Those institutes organized different types of training and development programmes based on the
employees need. Those needs are identified by need assessment activities. Training is more in IPSBs because
the training system in the banking industry has a strong structural base, and has capabilities to handle training
in large numbers. The system has also developed several innovative activities in the training area such as on-
location training, manager to messenger programmes. Further the IPSBs have a good support to training
efforts from apex level training institutions such as National Institute of Bank Management and Bankers
Training College. The IPSBs have more than three hundred individual bank level training colleges and
training centers. Training is given emphasis by all banks, although not much systematic training need analysis
is carried out. The training colleges conduct training programmes for relatively junior level bank staff. For
most of the senior level training, banks depend on external agencies, especially foreign training organizations.
Training establishments of some of the bigger banks complain of under utilization. Moreover these
programs are not effective as these are based on mere theoretical aspects of banking which are not
put into practical use for the benefit of the bank thus they do not deliver anything to the trainees
which is worth implementing in their jobs. Training is provided to all without specifically
identification of training needs and even training of top senior executives is et in a very general
manner through external training programmes which lacks strategic focus.

5. Performance Appraisal: Performance appraisal is the systematic, periodic and an impartial rating of the
employee’s excellence in matters pertaining to his present job and of his potentialities for a better job. (Edwin
B. Flipp). Public Sector Banks in India give more attention towards performance appraisal in the
organizations. Performance appraisal based on quality of output, potential of the employee within the
organization etc. need to be incorporated across all grade, cadres and levels. This will not only ensure
maximizing productivity, but also go a long way in motivating star performers aligning with the long-term
mission and vision of banks.

6. PROMOTION – A good promotion policy provides a number of incentives to the employees to

work more effectively and efficiently. It also aims to recognize more efficient workers in the
organization but in case of public sector banks, promotion system is unble to differentiate between
performers and non-performers. As in the public sector banks, the promotion process, at lower level
promotion is done on the basis of written test (which tests general aptitude of the employees)
followed by interview and marks of annual performance appraisal report which is more of subjective
nature as it depends more on the relations of appraiser-appraise and less on the performance of the
appraisee.
Further promotion relates to upward movement of an employee from current job to another job that
is higher in pay, responsibility and status. But in public sector banks promotion leads to displacement
of an employee but with meagre increase in salary which creates doubt in the mind of an employee
whether to opt for promotion or not. Thus public sector bank often have to deal with the problem of
people who are promotable but not postable and people who are postable but not opting promotion.

7. COMPENSATION – It is the weakest link in the human resource management policies of the public
sector banks as compared to private sector banks. The following figure below will clearly indicate
the compensation variance in public and private sector banks. This variance in salary packages exists
not only on the top most levels but also at the lower and middle levels. Further there is no scheme of
performance based on incentives and increments in public sector banks as these banks still adhere to
industry wide wage settlements brokered by IBA once in every five year. Thus it creates an
environment of dissatisfaction among the employees who are working day and night for the growth

30
 of the bank.

FIGURE 20 – THE COMPENSATION STRUCTURE OF THE PUBLIC SECTOR BANKS AS

COMPARED TO THE PRIVATE SECTOR BANKS.

Earlier there was a provision of pension but post 2010 the same has been scrapped which creates
insecurity in the minds of newly joined employees in the bank. As it became difficult for public
sector banks to retain the talent as private sector banks lured them with lucrative salary packages.

8. OTHER ISSUES – Nowadays all public sector banks are dealing with the issue of
consolidation/mergers as Governement of India wants to increase the size of the bank and make them
stand up to international standard and compete their counterpart form more developed economies. On
the flip side it creates a kind of insecurity in the minds of employee regarding the impact of
consolidation/merger on their job securitty, service conditions and career progressions in their
respective banks as there is no clear guidelines regarding the same was issued by Government of
India.

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 EMERGING ISSUES OF HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT

The last decade experienced a complete reform in the financial and banking sector. With the advancement of
technology, banking sector has become easier, fast, and accurate and also time saving, ATMs, Mobile Banking, SMS
Banking and Net Banking is only the tip of an ice-berg. So that the HRM issues, VRS, Training & development,
empowerment and career plan etc, need to considered to cope up with the changing environment.

 RECRUITMENT STRATEGY AHEAD - The ever changing banking market, which has developed
rapidly over the past decade, has culminated in several vacancies and overall development in the
business. The number of divisions of the public sector has increased dramatically and the need for
professional manpower has also increased accordingly. In both relevant banks, the HR management
committee is responsible for evaluating their organization's potential needs and constantly calibrating the
recruiting phase.

 MAINTAINING A COMBINATION OF WORKPLACE EXPERTISE AND YOUTH - The changing

banking scenario with the advent of internet banking and core banking facilities requires youth vitality
and workplace exuberance to be combined. Although like with every other market, there should be a
delicate mix between youth enthusiasm and seasoned practitioners to make it a viable and fruitful
mixture. Therefore it is the duty of the HRM to preserve this equilibrium and to undertake some cultural
and management changes to suit the people employed.

 MANPOWER TRAINING - Technologies and the way of operating in the financial industry are
evolving rapidly. Over time, not just the computers, but attitudes to different systems, regulations and
banking facilities shift. To grasp the same from time to time, the fresh hires and the older ones must
undertake the requisite preparation. The administration of HR guarantees that no other difference is faced
by the individuals employed in the banking company. Empowering workers with preparation and also
assessing their success is something the department of HR has to look after.

 PERFORMANCE MONITORING AND SPOTTING OF TALENT - HR management tends to be

accountable for evaluating the total performance of staff in multiple divisions. They concentrate more on
persons that lack the spirit of operating in the enterprise and aim to make them boost their results for the
bank's improvement. The HR department provides them with sufficient recognition and promotion to add
meaning to the hard work and commitment of workers.

 HOLDING A WATCH ON THE EMPLOYEES' PERSONAL REQUIREMENTS - Like every

organisation, the employee finds their value in the business. They prefer to perform much more once they
feel like the business is a significant source and the company thinks in exchange about them. Some of the

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 aspects that the HR department wants to look at include offering pay incentives for successful deeds,
maintaining some personal details and wishing them on holidays, authorizing leave and holding a track
on the promotional and transition criteria.

 HOLDING A WATCH ON RETIREMENTS AND RESIGNATIONS - The HR section is also

responsible for the acquisition of talent. It is also the duty of the HR team to make plans to avoid the
resignations offered to a specific company by the workers. They ought to examine and assess the factors
behind the workers' decision to leave the organisation and try to change the situation. The HR team still
wants to keep a list of the retirements expected in a few years to ensure sure they are able to fill the
empty shoes with recruiting updates.

 MANAGING EFFECTIVE COMMUNICATION – Free flow of effective communication should be

encouraged. The entire workforce should work as a team. The public sector banks are now struggling
with the challenge of non-performing assets (NPAs) and frauds. Being a part of the financial service,
banks do not churn out goods by using raw materials. The main input provided is talented, knowledgable
and a moral workforce. This moral and trained workforce should maintain effective communication to
battle the issues of the NPAs and also other major issues of human resource management.

 MANAGING SEPARATION – In recent years, with the high levels of attrition in the service sector, it
has become imperative for firms to have a structured separation plan for orderly exists of employees.
Employee separations must be handled in a professional and mature manner and though attrition is a fact
that concerns everyone in the industry, once an employee decides to leave, the separation be as smooth as
possible.

 SHORT TERM EMPLOYEE BENEFITS – In State Bank of India the undiscounted amount of short-
term employee benefits, such as medical benefits, casual leave etc,which are expected to be paid in
exchange for the services rendered by employees are recongized during the period when the employee
renders the service. The Bank operates a Provident Fund scheme. All eligible employees are entitled to
recieve benefits under the Bank's Provident Fund scheme. The Bank contributes monthly at determined
rate ( currently 10% of employees' basic pay plus eligible allowance). These type of employee benefits
should be increased which would result in employee motivation and employee retention.

 TECHNOLOGICAL ADVANCEMENT – The intervention through Information Technology is an

evolving concept, yet needs to be explored on an empirical basis. Technology has become a vital
fragment of the existing world while Human resource management globally has affected in a number of
ways through its adoption and application. It can be said that for the Public sector banks to remain
competitive to deliver quality services to customers, there is a considerable need to be innovative by
adopting and diffusing various technological innovations.

There is a strong financial and economic market in the banking sector, which relies primarily on the workers.
Managing and attracting this staff is also the focus of the banks' HR department. It is also important for the HRM
team to take a look at the banks' existing and potential future needs and deal with them accordingly. For banks,

33
HRM is important because banking is a service sector. People and risk control are two main problems confronted
by banks. Without effective and professional manpower, successful risk control will not be feasible. Banking has
always been a people company and will always be. While pricing is significant, there could be other legitimate
reasons why individuals choose a specific bank and stick with it. Banks need to try to differentiate themselves by
developing their own niches or photos, especially in open, highly competitive circumstances. The very
sustainability of the banks in coming times would rely on customer loyalty. Principles ought to be emphasized on
the ground by tangible acts and it will be the human capital of the bank who would deliver this.

RESEARCH METHODOLOGY

In this project report the data is collected through secondary sources, i.e., data have already been collected
by someone else, and it is already available on internet. Both qualitative and quantitative research studies
use secondary sources as a method of data collection. In qualitative research descriptive data (historical and
current) and narrative information is usually extracted and in quantitative research, the information extracted
is categorical or numerical.
The information and secondary data of Public Sector Banks for this project is collected from:

 Earlier Research - An enormous number of research studies that have already been done by others
can provide us with the required information.

 Mass media - Reports published in newspapers, in magazines, blogs, on the internet may be another
good source of data.

SAMPLE DESIGN

The samples used in this study are as follows :

PUBLIC SECTOR BANKS IN INDIA
• State Bank of India
• Bank of Baroda
• Canara Bank
• Punjab National Bank
• Indian Bank
• Union Bank of India
• Bank of India
• Central Bank of India
• Bank of Maharashtra
• UCO Bank
• Indian Overseas Bank

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 • Punjab and Sind Bank

FINDINGS AND ANALYSIS

A significant position in the Indian economy has been played by the banking sector. However, there has been a
worrying development inside the industry considering all the good achieved by our banks. The downturn in
economic development and the global financial crisis also positioned these banks in a tough position by
impairing their assets, competitive burdens and fluctuations in non-interest income, although increased
competitiveness, higher operational costs and regulatory tightening all lead to the challenges faced by these
issues.

1. On the basis of data collected from 218 respondents, the authors - Madanat, H. G., & Khasawneh, A. S, from
their study - “LEVEL OF EFFECTIVENESS OF HUMAN RESOURCE MANAGEMENT PRACTICES
AND ITS IMPACT ON EMPLOYEES' SATISFACTION IN THE BANKING SECTOR” published in the
Journal of Organizational Culture, Communications and Conflict, 22(1), (2018); evaluated HRM activities
among banks in India. To analyze the HRM activities practiced in the survey in banking industries, the
respondents were selected from four banking firms. Using factor analysis and anova, data analysis was
performed. The important HRM activities adopted by banking firms in India have been found to be
preparation and incentives, performance assessment policies, procurement process, HR preparing and
recruiting approaches. In addition, it was also observed that employee diversity and competitive pay programs
were among the significant HRM activities adopted by banking firms.
2. In his research work the authors Jeet, V., & Sayeeduzzafar, D, “A study of HRM practices and its impact
on employees job satisfaction in private sector banks: A case study of HDFC Bank” - International
Journal of Advance Research in Computer Science and Management Studies, (2014), described the role
of HRM in achieving competition in banking organizations and concentrated primarily on some
important issues related to the selection of HRM, recruitment, motivation, promotion, jobs, appraisal of
employees and the setting of wages, fees and incentives and the realization of competitiveness among
company organs. The findings of the study showed that there is a relationship of significance between
factors such as: training, encouraging, recruiting, assessing workers, setting wages, employee benefits
and incentives, and understanding competition among banking organizations and this finding is
compatible with the outcomes of prior research.
3. According to the authors Lengnick-Hall, C. A., Beck, T. E., & Lengnick-Hall, M. L of “Developing a
capacity for organizational resilience through strategic human resource management” - Human resource
management review, (2011), the purpose of this analysis was to examine the connection between best
practices in HR and company results. The analysis showed that HRM best practices were success
evaluation, organizational collaboration, HRM cohesion in the enterprise, and career preparation.
4. Studies have found that the secret to meeting both short and long term targets is the successful
application of HRM practices. The authors Petrick, J. A., Scherer, R. F., Brodzinski, J. D., Quinn, J. F., &
Ainina, M. F. - “Global leadership skills and reputational capital: Intangible resources for sustainable
competitive advantage” - Academy of Management Perspectives, (1999), advocated the argument that
workers represent a critical part of the capital of the company, with the ability to improve the sustainable
competitive advantage of the organization.

5. Authors Lado, A. A., & Wilson, M. C. (1994) defined a system of HR as a set of separate but interrelated
activities, functions and processes aimed at attracting, developing and maintaining or disposing of the
HR of a company. HRM practices indicate that it is a series of policies and practices that enhance the
human capital of the company to lead to the achievement of business goals. HRM activities include
corporate investment in the preparation, decision making and engagement of specific workers,
advancement prospects, and the usage of contingent performance incentives and transparent contact.

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 6. The authors Goyal, K. A., & Joshi, V. of Indian banking industry: Challenges and opportunities.
International Journal of Business Research and Management, (2012), concluded that since banking is a
service sector, HRM is essential for banks. Risk control and individual management are two main issues
confronting banks. He concentrated mostly on the evolving needs of HRM in today's world banking
industry.

7. In their research, the author Afrouz, F- “Bank employees' perception about implementation of e-banking:
a comparison study among governmental and private banks (2007), noticed that HR activities and
perceived performance of employees have a positive and valuable association and it is very important for
banks to recognize that their HR practices impact PJAEE, employee performance and in turn affect a
bank's overall output, whether it be private or public sector. Numerous HR coordinating strategies have
been recognized by several studies that greatly impact efficiency.

FIGURE 21 – THE MARKET SHARE OF THE PUBLIC SECTOR BANKS AS COMPARED TO THE
OTHER BANKS IN INDIA 2020

The above figure represents the market share of the Public sector banks and the other Private sector banks and
the Foreign banks. It also show the market size of some on the Public sector banks – State Bank of India, Union
Bank of India, Canara Bank, Baank of Baroda and others. The market share of SBI alone constitutes about more
than 60% of the whole market share of the Public Sector Banks. In order to increase its market share the
PSBs need to introduce new recruitment and selection policies, train the employees, introduce new
promotion policies and motivate the employees to increase their performance which will in turn lead to the
performance improvement of the whole orgaisation.

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 FIGURE 22 – CONSOLIDATION AND MERGERS LEADS TO THE FOCUS ON NEW THINGS.

This figure shows that the recent consolidations and mergers have turned the focus to new challenges and issues.
The banks need to diversify and strengthen the human resources and selection of qualified and training of
specialists in areas such as the Non-performing assets management. The Non-performing Assets refers to the
classification for loans and advances that are in default or in outstanding payments. Fast track promotions should
be initiated to motivate and increase the performance and efficiency. Repeated consolidations and mergers will
demotivate employees and they would feel insecure of their job as there might be chances of layoffs.

FIGURE 23 – HR STRENGTH OF PUBLIC SECTOR BANKS

This figure compares the HR strength in the PSBs from 2009 to 2020. The comparison shows how the number of
employees have increased and decreased in the banks. The PSBs should focus on retaining employees to

37
decrease employee turnover. Constant mergers leads to employee layoffs and should be reduced. They
should recruit and select eligible candidates and train them according to the emerging issues globally.
Employee satisfaction would reduce employee turnover.

SOME OF THE INNOVATIVE HR POLICIES FOLLOWED IN THE GOVERNMENT

SECTOR BANKS:

Bank of Baroda:This bank is conducting Grooming and etiquettes programmes for front-line
employees and also for employees selected for overseas posting in order to improve their service levels
and qualitative interaction with customers and various stakeholders better. SEED (Self efficiency and
effectiveness development) programme being run for frontline staff of the Bank in order to improve
their service skills and servicing efficiency.

Punjab National Bank: In the light of the large scale human resources gaps that Bank is likely to face
in the next few years need for Succession Policy has been felt. The Policy envisages mapping of the
'existing pool' against the 'future requirement' from the projected business figure to ensure that adequate
number of officials are available in the pool and also to foresee the surplus / deficit in the pool for
ascertaining the requirement of succession in a particular vertical.

FIGURE 24 – INNOVATIVE HR PRACTICES.

This figure shows some of the best innovative HR practices that organisations must focus on. Focusing on health
benefits, diversifying the workforce, emphasizing work-life balance, performance appraisals and management,
investing in learning and development and embracing millenial and Gen Z leadership and training because both
millenials and Gen Z need have different perspectives towards their jobs and hence should be paid equal attention.

38
 CONCLUSION AND RECOMMENDATIONS
Competitiveness is must for the survival of business organisations. Every organisation needs to cope up with changes
occurring in his environment and each part of the organisation is affected by these changes but in case of PSB’s these
changes are adopted only on some part specially HR is a neglected field in this area. In PSB’s HRM is treated as
supportive part not in main stream. But this psychology need to be considered again if PSB’s want to compete with
private player. In this cut throat competition HR is the only sustainable competitive advantage. The success of banks
basically depends on the coherent development of the banks employees. Along with coherent development of the
knowledge worker, technical infrastructures of the bank must be ensured to develop the effectiveness of the employee
and the bank. But continuously decreasing profit is the major consideration for regulatory authorities. So, best
utilisation, development and retention of talented workforce become mandatory for PSB’s. Hence, HR reform is the
need of the day for Indian banking sector. And the pivotal point which needs much consideration is that HR practices
and policies should be properly linked to the business strategies. This notion is become now mandatory for realisation
of full benefit of Indian banking sector. Considering the present dynamic global business environment, the present
paper mainly focused on the HRM system in public sector bank in India. Public sector banks need to pursue more
modernized HRM practices.

RECOMMENDATIONS

On the basis of review of this study the following suggestions are made for better HRM practice in the Public sector
banks in India:
• Public sector Banks should have used highly Technical Infrastructure based on current technology, which
provide the swift progress to public sector banks.
• In the recruitment and selection process of employees, the banks should give priority to the candidates who
has post graduate degrees in Accounts, Management and Economics, etc. It is also suggested that institutional
training should provide to improve the effective skills of employee.
• Employees should be motivated to utilize the information technology and e-libraries so that capability gap
would be reduced.
• It is necessary for reformation of salary as a reward to motivate employees particularly in public sector banks.
They should formulate a fast track promotion policy and incentive linked performance packages which keep
the employee motivated and helps in getting their optimal utilization. All public sector banks should go for
bank-wise wage settlement instead of industries-wide wage settlement depending upon their respective
profits.
• To develop human resources management practices, the bank should undertake different human resource
development programmes including continuing skill oriented education and training for career development.
Banks should devise a mechanism for identification of need based training which should focus on practical
aspects of banking and bank should introduce system to check effectiveness of the training.
• Banks can send brilliant employees to abroad on fellowship/ scholarship for training and learn new
technology in order to attain competence at global level.
• Government of India should issue clear guidelines regarding consolidation/merger of public sector banks
among themselves in order to create bank of larger size that there is no loss of job and other concerns of the
employee regarding the same be resolve positively.

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 REFERENCES

• Madanat, H. G., & Khasawneh, A. S - LEVEL OF EFFECTIVENESS OF HUMAN RESOURCE

MANAGEMENT PRACTICES AND ITS IMPACT ON EMPLOYEES' SATISFACTION IN THE
BANKING SECTOR” published in the Journal of Organizational Culture, Communications and Conflict,
22(1), (2018)
• Jeet, V., & Sayeeduzzafar, D, “A study of HRM practices and its impact on employees job satisfaction in
private sector banks: A case study of HDFC Bank” - International Journal of Advance Research in Computer
Science and Management Studies, (2014)
• Lengnick-Hall, C. A., Beck, T. E., & Lengnick-Hall, M. L of “Developing a capacity for organizational
resilience through strategic human resource management” - Human resource management review, (2011)
• Petrick, J. A., Scherer, R. F., Brodzinski, J. D., Quinn, J. F., & Ainina, M. F. - “Global leadership skills and
reputational capital: Intangible resources for sustainable competitive advantage” - Academy of Management
Perspectives, (1999)
• Goyal, K. A., & Joshi, V. of Indian banking industry: Challenges and opportunities. International Journal of
Business Research and Management, (2012)
• Afrouz, F- “Bank employees' perception about implementation of e-banking: a comparison study among
governmental and private banks (2007)
• K. C. Chakrabarty - Human Resource Management in Banks – Need for a New Perspective
• Shalini Shukla - Emerging issues and challenges for HRM in public sectors banks of India
• Amrik Kaur – Issues in HRM policies – Public vs Private Sector Banks
• www.google.com
• www.wikipedia.com
• Official websites of the Public Sector Banks in India

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