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SREELATHA RAMAKRISHNAN
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institute.
Date:24/03/2022 CCATBCM021
ACKNOWLEDGEMENT
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who guide, shield and strengthen me all the time.
I wish to express my profound gratitude and heart-felt thanks to our Principal Fr. Dr.
Jolly Andrews CMI for his encouragement and for giving me permission for the study.
I am thankful to Dr. Josheena Jose, Head of department of B.Com, for providing proper
help and encouragement in the preparation of this report.
I express my sincere gratitude to Ms. Shine Paul, whose guidance and support
throughout the training period helped me to complete this work successfully.
I would like to express my gratitude to all the faculties of the Department for their
interest and cooperation in this regard.
I extend my hearty gratitude to the librarian and other library staff of my college for
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family for their support in completing this project successfully.
Date:24/03/2022
TABLE OF CONTENTS
1 LIST OF TABLES
2 LIST OF CHARTS
8 BIBLIOGRAPHY 52-54
9 APPENDIX 55-60
LIST OF TABLES
1
1.1 Introduction
Human resource management is of great importance to an organisation. people and
their active participation help an organisation survive and grow. Organisation various
functions are carried out through the coordinated efforts of its employees and
workers. Therefore, it is necessary to plan, acquire, develop, manage and retain a
satisfied workforce for the successful progress of any business. Human resource
management strategies include training and development. Training and development
are an attempt to improve an employee’s performance in an organisation by
increasing his or her knowledge and abilities through learning or altering attitudes.
In a business, training and development programmes are critical because they enable
employees to improve their performance. Many companies offer training programmes
to their employees in order to improve their productivity and skills, however some
workers are experiencing difficulties. The inability to comprehend technical details
and the lack of competence to do the task at hand, which is likewise the case, they
have no choice but to quit their employment for various reasons. Staff, on the other
hand, is expected to pick up new skills and participate in new activities. Their
responsibility in a constructive way to the development of the organisation, whereas
accomplished personnel can in a well-organized manner, deal with the key situations.
Training and development are an important part of any firm’s success, and it benefits
both the organisation and its personnel. If we look at it from the perspective of an
organisation, staff training is critical to its success and promotion, in which an
employee’s perspective on training activities is critical to their advancement.
Workers’ training and development as they go through their careers.
In the banking sector training is most important part of banks because it’s a service
industry and their employees represent to quality and value of the bank’s service, so it
is necessary for employees to have great knowledge and productive performance.
Therefore, employee’s quality and skills are Develop through the training and
developments program
Training and development, it’s an important factor of any organization success. and
it's benefits both the organization and its personnel. It allows employees to improve
their abilities in order to improve their organisational performance. Training and
2
development programmes are useful because they offer value to employees, reduce
attrition, boost job retention, and improve the bank’s market share and profitability. In
order to fulfil their duties effectively, new hires require induction training. The
purpose of this study is to determine the level of efficacy of T&D in a public bank
which will influence the employee’s motivation and leading to overall performance of
employee and organization. in this study focused on effectiveness of training and
development of bank employees.
The study is conducted among the employees of SBI in mala locality namely mala,
poyya, kuzhoor
The primary data have been collected by using questionnaires as a tool. It helps in
collection of primary data in a simple and understandable manner so as to fulfill the
prime and other objectives of the study and secondary data is collected from books,
articles, internet and other works of similar nature.
3
1.6 Method of sampling
Data is collected through google forms. Response collected from bank employees of
SBI
Stratified sampling is used to collect data in such a way that 20 Respondents from each
mala, poyya and kuzhoor branch are included in the sample.
Data is analyzed using some statistical tools for interpreting the raw data. These tools
will make raw data into processed data. The analysis is done based on data collected
from the respondents by using percentage analysis Tables and graphs are used for
presenting analysis
Chapter 1- Introduction
Chapter 2-Review of literature
Chapter 3-Conceptual review of literature
Chapter 4-Data analysis and interpretation
Chapter 5- Findings, suggestions and conclusions
4
CHAPTER-2
LITERATURE REVIEW
5
Sunil Das B (2018) Analyze the training and development of bank employees. The
study discloses to identify the training policies and objectives followed by the banks
and to ascertaining the training areas and the adequacy of the training infrastructural
facilities in banks. The study is based on secondary source of data. The study
concluded that the importance of training and development of employees in direct
increase in the profitability of organizations and the development of the countries.
Kavita rani, Diksha Garg (2014) explored a study on training and development in
public sector banks. The objective of study is to examine the effectiveness of training
and development programs bank for their employees and how it helps the fulfillment
of their duties. Data is collected through questionnaire filled by the bank employees.
The findings of the study suggest that training and development is inevitable and
unavoidable in any sector.
6
private bank located in Bengaluru city, Karnataka. The study is based on primary data
collected through questionnaire filled by the bank employees. Conclusively, the
results of the research study will pave way for organizations to explore the impact the
T&D and its effectiveness to improve organizational Performance as well to boost
customer service.
Dr Payal Goyal examined the impact of training and development of human resource
in banking sector. The study mainly focused to analyses impact of training on the
employee’s knowledge and performance and the role and need of training in banking
sector. The study concluded that the actual and operative training programs are
essential in banking service sector for improve and better performance of employees
in current profession and prepare for further situation.
7
Nagaraju R K Sesaiah(2013) analyze the importance of training and development
among bank employees in India. This re-search examined the relationship between
staff training and job satisfaction among Indian banks employees with special
reference to the selected banks in SPSR Nellore district, Andhra Pradesh. Structured
questionnaire was used to collect data from eighty respondents through simple
random sampling method. The result of the study is that staff training has positive
significant relationship with hob satisfaction.
Aarati Chahal (2013) conduct a study of training need analysis-based training and
development and effect of training on performance by adopting development-based
strategy. This paper analyses the status of various need analysis-based training and
development practices in Punjab national bank and HDFC bank. The result of the
study is training in PNB &HDFC is average and there is a scope for improvement in
training
Jyoti (2017) analyze the impact of training and development with reference to
banking sector in India. The objective of this study to assess the role of HRM in
banking industry and to discusses the impact of training and development on the
employees of banking sector. The information about the problem is collected on the
basis of secondary data. It is concluded the growth of banking sector in India is the
result of skilled manpower which is the outcome of training and development
Ajit Jadav (2013) explore a study on training and development in Indian banks. The
objective of the study is to analyze effectiveness of training and development
programs for employees to discharge their duties and also study how to training and
development programs helps to achieve customer satisfaction. The information about
the problem is mainly based on primary and secondary data. The result of the study is
to training and development program increase the efficiency of employees and it will
lead to growth of banking sector
8
training needs of the employees and objectives of the banks to impart training.
Moreover, the level of satisfaction of bank officials over the training and development
programs are also measured. It is concluded that training can work as an intrinsic
value enhancement tool for the employees which in turn will increase productivity
and profitability of the banks
REFERENCE
9
• Dr. Payal Goyal “the impact of training and development of human resource
in banking sector” AIJRA vol -6, issue 2, www.ijcms2015.co, ISSN 2455-
5967
• Nagaraju R, K Sesaiah “importance of Training and Development among
Bank Employees in India”, international Journal of Scientific Engineering and
Technology Research, ISSN 2319-8885, vol-07, issue 07, july -2018
• Aarti Chahal “A study of training need analysis based training and
development :effect of training on performance by Adopting development
based strategy”, International Journal of Business and Management Invention,
www.ijbmi.org, vol-2,issue 4 April 2013.
• Jyoti “impact of Training and Development with reference to Banking sector
in India”, international Journal of Business Administration and Management,
ISSN 2278-3660, vol -7, November 1 2017
• Ajit Jadav, “A study on Training and Development in indian banks”,
management issues &options 95,2013
• MS Ritambhra Goswami, Dr Manoj Pandey, Prof (Dr) Anil Vashisht
(2017),Training and development practices in public and private sector banks
:comparative study, vol-3,issue -3 2017,IJARIIE-ISSN (0)-2395-4396
• MS Jaspreet kaur, employees perception for training and Development
practices in banking sector,Indian Journal of Commerce and Management
Studies, ISSN:2249-0310,EISSN:2229-5674,vol 3,issue 2,may 2012.
10
CHAPTER-3
THEORETICAL FRAMEWORK
11
3.1 TRAINING AND DEVELOPMENT
Training is the formal and systematic modification of behavior through learning which
occurs as a result of education, instruction, development and planned experience. Any
training program’s goal is to offer new employees with teaching and experience to assist
them achieve the required level of performance in their jobs quickly and economically.
For the current employees, training will aid in the development of abilities to improve
their current job performance, and to gain new skills. According to Garry Dessler,
“Training is the process of teaching new employees the basic skills they need to perform
their jobs.”
Development on the other hand, helps the individual handle future responsibilities, with
less emphasis on Present job duties. It broadly refers to the nature and direction of
change induced in employees, through the process of training and educative process.
Development focuses on improving individual and group performance through a good
system within the business that focuses on the skills, technique, and content required to
reach the goal. Employee training that is both effective and efficient aids in the
development of skills and knowledge, which in turn helps a firm enhance its production,
resulting in overall growth.
Training is about understanding where you are now and where you hope to be with your
abilities in the future. People can learn new material, new methodologies, and refresh
their existing knowledge and abilities by attending training. As a result, there is
significant improvement and increased productivity at work. The goal of the training is
to make an impact that lasts beyond the duration of the training and to keep employees
informed about new developments. Individuals and organizations can benefit from
training that focuses on skill development.
Banks’ Training and Skill Development to meet the future challenges of rapid
technological advancement, increasing market competition, and stringent viability
norms implemented on a time-to-time basis, the banking sector in India is undergoing
rapid transformational growth on a year-to-year basis. As a result, all employees must
give their all to the best of their abilities. Training is an example of an HRD measure
that aids banks in meeting new difficulties. Banking employees must be thoroughly
trained in customer service, behavioral, and operational aspects of the organization. In
banks training requirements must be assessed on a regular basis using techniques such
12
as task analysis and performance analysis, which must be undertaken through surveys
or based on information provided by department heads, reports generated by 360-
degree feedback systems, and customer feedback. Large banks execute training
programs either through a dedicated Human Resource department with a full-time HR
team in charge of all of the bank’s training and development operations, or by
contracting external trainers who are coordinated by the bank’s HRD department.
Banks are increasingly cognizant of the need of staff training and development in order
to maintain a competitive edge in providing high-quality services to clients when
compared to their competitors. Previously, banks employed young college graduates as
apprentices, who received initial training in the form of an apprenticeship, on-the-job
training, or formal training in fundamental routine operations over a longer period of
time
SBI has more than four decades of experience in staff training. SBI has four prestigious
training institutes. In addition to this, the State Bank of India operates 45 state bank
learning centers around the country. The training is based on a thorough understanding
of both the domestic and international business and financial environments. The
primary goal of employee training was to improve job knowledge, skills, attitudes, and
aptitudes. The bank also strives to involve its employees or employees in decision-
making. Because of training programs, employees were much more conscious of the
critical need to serve customers efficiently and pleasantly.
13
• Recognize and respond to shifting social responsibilities and values.
• Improving morale, motivation, and accountability.
• Increased productivity and performance.
• Elimination of unattractiveness and obsolescence.
• Improving the working environment.
• Practicing manpower in preparation for future requirements.
• Associating the time interval between competence requirements and availability
of competence.
• The organization’s long-term viability and expansion.
• Management execution is being transformed.
This is the most typical type of training, in which a student is assigned to a specific job
and taught the relevant skills and knowledge. The individual is taught by an experienced
supervisor or trainer. The trainee learns through doing and observing the job functions.
Employees are provided clear direction and instructions on how to accomplish their
jobs. He can clear up any misunderstandings and speak with the supervisor or trainees
about any element of the job. The individual is taught by an experienced supervisor or
trainer. The trainee learns through doing and observing the job functions. Employees
are provided clear direction and instructions on how to accomplish their jobs. He can
clear up any misunderstandings and speak with the supervisor or trainees about any
element of the job.
Job rotation: Employees are moved from one job to another during job rotation. In a
short amount of time, the employee might gain firsthand expertise on a variety of
occupations. It enables employees to gain a better understanding of the firm’s many
operations and to form relationships with other individuals inside the organization. Job
rotation provides employees with the opportunity to develop a variety of skills. It allows
people to advance to higher positions more quickly. However, a major drawback of the
14
system is that it wastes too much time when people are regularly transferred from one
position to another. It is also costly, and the system may not produce the expected
outcomes.
Internship Training: Employees may be assigned to a project for training purposes for
a limited time. By executing the work, the person gains firsthand knowledge of the
position. It is the learning and practicing process. It is widely used in India’s technical
and medical education domains. It is a costly strategy, but the employees gain a
thorough understanding of the subject as well as practical experience.
Job Instructions: Also known as step-by-step training, in which the trainer explains
how to perform the tasks to the trainee and corrects any errors.
On-the-job training approaches have their own limitations, while off-the-job training
can be used to help employees develop more holistically. Off-the-job training methods
are those that are used to develop employees outside of the workplace.
Simulation: Simulators are training tools that put you in real-world scenarios. Video
presentations, case studies, mock drills, prototypes, role acting, and other simulation
methods are all used in this strategy. The ability to deliver instruction without using
actual equipment or tools is a significant advantage of this strategy. There is no risk of
equipment, machinery, or other property being damaged. There are no mishaps or
dangers associated with actual performance.
15
Role playing method: Participants are allocated roles in hypothetical settings using
this strategy. They must act out their roles by expressing behaviors, responses,
conciliation, and submission in accordance with the situation. It is an action-oriented
strategy that indicates their capacity to tackle a situation, as well as their talent,
leadership skills, and ability to face a situation. Participants may be requested to take
on the roles of supervisors, managers, trade union leaders, and so on. When group
behaviors are included, this strategy is appropriate for improving interpersonal skills.
It’s used when personnel have to deal with issues like conflict resolution, customer
service, and third-party negotiations, among other things.
Benefits to Employees
• Training helps employees to acquire knowledge and skills and makes them
more efficient.
• Employees get more job satisfaction and motivation to work.
16
• Employees can get promotion and increase in salary and incentives
• Training develops organization culture and makes the employee more loyal to
the organization
• Safety and health of workers in BU and employees will be more satisfied on
their jobs and working conditions.
17
CHAPTER -4
DATA INTERPRETATION AND
ANALYSIS
18
4.1 Age of respondent
Table 4.1
Age No of Percentage
respondent
20 -30 19 31.1
31 -40 19 27.9
41 -50 17 31.1
51 -60 6 9.8
Total 61 100
(Source: Primary Data)
Table no 4.1 reveals the classification on the basis of age. Among 61 samples 31.1%
respondents are from the age category of 20 -30,27.9% respondents are from the
category of 31 -40,31.1% of respondents are from the age category of 41 -50, 9.8%
of respondents are from the age category of 51 -60.
Fig 4.1
19
4.2 Gender of respondent
Table 4.2
Male 36 59
Female 25 41
Total 61 100
(Source: Primary data)
Table no 4.2 reveals the classification on the basis of gender. Among 61 samples
59% of respondents are male, 41% of respondents are female.
Fig 4.2
20
4.3 Martial Status of respondent
Table 4.3
Single 33 55
Married 27 45
Total 60 100
Table 4.3 reveals the classification on the basis of marital status among 60 samples
55% of the respondents are married, 45% of the respondents are unmarried.
Fig 4.3
Fig 4.3
21
4.4 Training method received by employees
Table 4.4
Both 44 73.3
Total 60 100
Table 4.4 reveals which training method received by employees. 73.3% respondence
received both on the job training method and on the job training method,16.7%
respondence received only on the job training method and 10% respondence
received off the job training method
Fig. 4.4
22
4.5 Duration of training program
Table 4.5
3 Months 7 11.7
6 Months 18 30
12 Months 35 58.3
Total 60 100
Fig 4.5
23
4.6 Various types of training satisfaction level
Table 4.6
Table 4.6 reveals the various type of training satisfaction level. most of the
respondence satisfaction level is high
Fig 4.6
24
4.7 Induction training contains all the necessary contents which are
required to employees
Table 4.7
Induction training contains all the necessary contents which are required to
employees.
Particulars No. of respondents Percentage
Strongly Agree 44 73.3
Agree 7 11.7
Neutral 5 8.3
Disagree 1 1.7
Strongly Disagree 3 5
Total 60 100
(Source: Primary Data)
Table 4.7 reveals that induction training contains all the necessary contents that are
required to the employees are strongly agreed to 73.3% respondents, 11.7% of
respondents agreed, 8.3% of respondents are neutral, 1.7% of respondents disagree
and 5% of respondents strongly disagree.
Induction training contains all the necessary contents which are required to
employees.
25
4.8 Induction training is given adequate importance
Table 4.8
Neutral 8 13.3
Disagree 2 3.3
Strongly Disagree 10 16.7
Total 60 100
(Source: Primary Data)
Table 4.8 reveals that the induction training is given adequate importance are
strongly agreed by 45% of the respondents, 21.7% respondents are agreed, 13.3%
respondents are neutral, 3.3% of respondents disagree and 16.7% of respondents
strongly disagree.
Fig 4.8
26
4.9 Training programs are well planned
Table 4.9
Neutral 4 6.8
Disagree 1 1.7
Strongly Disagree 8 13.6
Total 60 100
(Source Primary Data )
Table 4.9 reveals that training programs are well planned are Strongly agree by
52.5% of the respondents, agree by 25.4% of the respondents, 6.8% of the
respondents are neutral,1.7% of the respondents disagree and 13.6% of the
respondents strongly disagree.
27
4.10 Employees acquired practical knowledge and skill through
training
Table 4.10
Neutral 5 8.3
Disagree 1 1.7
Strongly Disagree 10 16.7
Total 60 100
(Source: PrimaryData )
Table 4.10 reveals that Employees acquired practical knowledge and skill through
training are Strongly agree by 51.7% of the respondents, agree by 21.7% of the
respondents, 8.3% of the respondents are neutral, 1.7% of the respondents disagree
and 16.7% of the respondents strongly disagree.
Fig 4.10
28
4.11 The induction training is the foundation up on which employees
will determine whether or not to work with this organization
Table 4.11
Yes 37 63.8
No 10 17.2
Maybe 11 19
Total 58 100
Table 4.11 reveals that the induction training is the foundation up on which you will
determine whether or not to work with this organization where 63.8% of the
respondents said yes, 17.2% of respondents said no and 19% of respondents said
maybe.
Fig 4.11
29
4.12 Aware of employee’s career path in their field
Table 4.12
Yes 48 81.4
No 3 13.6
Maybe 8 5.1
Total 59 100
(Source:PrimaryData
)
Table 4.12 reveals that aware of employee’s career path in this field where 81.4% of
the respondents said yes, 13.6% of respondents said no and 5.1% of respondents said
maybe.
30
4.13 Employees participate in determining the training needs
Table 4.13
Neutral 9 15
Disagree 2 3.3
Strongly 9 15
Disagree
Total 60 100
(Source: Primary
Data)
Table 4.13 reveals that employees participate in determining the training needs are
Strongly agree by 50% of the respondents, agree by 16.7% of the respondents, 15%
of the respondents are neutral, 3.3% of the respondents disagree and 15% of the
respondents strongly disagree.
Fig 4.13
31
4.14 Employees participate in determining the training needs
Table 4.14
Fig 4.14
32
4.15 High degree of technical knowledge for your job
Table 4.15
Fig 4.15
33
4.16 Training is needed for employees
Table 4.16
Neutral 4 6.8
Disagree 7 11.9
Strongly Disagree 11 18.6
Total 59 100
(Source: Primary
Data)
Table 4.16 reveals that more training is needed for employees which are Strongly
agree by 49.2% of the respondents, agree by 13.6% of the respondents, 6.8% of the
respondents are neutral, 11.9% of the respondents disagree and 18.6% of the
respondents strongly disagree.
34
4.17 Training and development stabilize the organization
Table 4.17
Neutral 6 10.2
Disagree 2 3.4
Strongly Disagree 10 16.9
Total 59 100
(Source:PrimaryData
)
Table 4.17 reveals that Training and development stabilize the organization and is
Strongly agree by 45.8% of the respondents, agree by 23.7% of the respondents,
10.2% of the respondents are neutral, 3.4% of the respondents disagree and 16.9% of
the respondents strongly disagree.
Fig 4.17
35
4.18 Training and development help employees in promotion and
other monetary benefits
Table 4.18
Training and development help employees in promotion and other monetary benefits
Particulars No. of respondents Percentage
Strongly Agree 29 48.3
Agree 15 25
Neutral 4 6.7
Disagree 2 3.3
Strongly Disagree 10 16.7
Total 60 100
(Source: Primary
Data)
Table 4.18 reveals that Training and development help employees in promotion and
other monetary benefits and is Strongly agree by 48.3% of the respondents, agree by
25% of the respondents, 6.7% of the respondents are neutral, 3.3% of the
respondents disagree and 16.7% of the respondents strongly disagree.
Training and development help employees in promotion and other monetary benefits
36
4.19 Training and development reduce the stress level of employees
Table 4.19
Neutral 7 11.9
Disagree 2 3.4
Strongly Disagree 11 18.6
Total 59 100
(Source: Primary
Data)
Table 4.19 reveals that Training and development reduce the stress level of
employees and is Strongly agree by 44.1% of the respondents, agree by 22% of the
respondents, 11.9% of the respondents are neutral, 3.4% of the respondents disagree
and 18.6% of the respondents strongly disagree.
Fig 4.19
37
4.20 Training and development satisfy the ego of employees
Table 4.20
Neutral 6 10.2
Disagree 3 5.1
Strongly Disagree 10 16.9
Total 59 100
(Source: Primary
Data)
Table 4.20 reveals that Training and development satisfy the ego of employees and
is Strongly agree by 47.5% of the respondents, agree by 20.3% of the respondents,
10.2% of the respondents are neutral, 5.1% of the respondents disagree and 16.9% of
the respondents strongly disagree.
Fig 4.20
38
4.21 To what extent you got training according to your job profile
Table 4.21
Neutral 9 15
Disagree 4 6.7
Strongly Disagree 7 11.7
Total 60 100
Table 4.21 reveals that to what extent the respondents got training according to their
job profile and is Strongly agree by 53.3% of the respondents, agree by 13.3% of the
respondents, 15% of the respondents are neutral, 6.7% of the respondents disagree
and 11.7% of the respondents strongly disagree.
Fig 4.21
39
4.22 Training helps in increasing employees’ productivity
Table 4.22
Table 4.22 reveals that training helps in increasing employees’ productivity and is
Strongly agree by 52.5% of the respondents, agree by 25.4% of the respondents,
8.5% of the respondents are neutral, 0% of the respondents disagree and 13.6% of
the respondents strongly disagree.
Fig 4.22
40
4.23 continuous evaluation of training provided
Table 4.23
Neutral 8 13.3
Disagree 4 6.7
Strongly Disagree 10 16.7
Total 60 100
(Source: Primary
Data)
Table 4.23 reveals that there is any continuous evaluation of training provided and is
Strongly agree by 40% of the respondents, agree by 23.3% of the respondents,
13.3% of the respondents are neutral, 6.7% of the respondents disagree and 16.7% of
the respondents strongly disagree.
41
4.24 Training and development enhance the quality of service being
performed by employees
Table 4.24
42
4.25 Level of satisfaction among employees regarding overall
training and development
Table 4.25
Table 4.25 reveals that Level of satisfaction among employees regarding overall
training and development and is very satisfied by 45.8% of the respondents, satisfied
by 35.6% of the respondents, 11.9% of the respondents are neutral, 6.8% of the
respondents dissatisfied and 0% of the respondents very dissatisfied.
43
4.26 Competency level of employees increases due to training and
development
Table 4.26
Fig 4.26
44
Training and development enhance the performance and productivity of the
employees as well as of the organization
Particulars No. of respondents Percentage
Strongly Agree 38 63.3
Agree 6 10
Neutral 4 6.7
Disagree 4 6.7
Strongly Disagree 8 13.3
Total 60 100
(Source: Primary
Data)
Table 4.27 reveals that Training and development enhance the performance and
productivity of the employees as well as of the organization and is Strongly agree by
63.3% of the respondents, agree by 10% of the respondents, 6.7% of the respondents
are neutral, 6.7% of the respondents disagree and 13.3% of the respondents strongly
disagree.
45
CHAPTER-5
FINDINGS, SUGGESTIONS, AND
CONCLUSION
46
5.1 FINDINGS
From the tables and diagrams of previous chapter it is clear that
• 73.3% respondence received both on the job training method and on the job
training method,16.7% respondence received only on the job training method
and 10% respondence received off the job training method.
• Above 50% of respondents are strongly agreed to induction training are well
planned.
47
• 50 percentage of respondents are strongly agreed to employees Participate in
determining the training needs
• It is clear from the study that majority of this respondents get training
according to their job profile
48
• Training and development enhance the performance and productivity of the
employees as well as of the organization Almost 63.3 percentage of
employees strongly agreed that.
• Employees also believe that in order to achieve higher results, they must
work more. The job adjustment and further information are provided through
the Training for bank employees is required. The supervisory
recommendation is the most common tool used in banks to determine
training needs of bank personnel.
• Orientation methods are generally used in private sector banks. Utilized for
employee training, followed by on-the-job training in the case of managers,
rotation is used, while in the case of lecturers, the lecture technique is used.
Non-managers make up a large percentage of the workforce. In public sector
banks, on the other hand, Various techniques of on-the-job and off-the-job
training are available. Modestly employed, with the lecture approach being
the most common. As a platform for management training and orientation
Other strategies are used after non-managers.
49
5.3 SUGGESTIONS
5.4 CONCLUSION
The growth of India’s banking sector is due to trained labor, which is the consequence
of training and development. Training effectiveness is not static; it must be reviewed,
updated, and modified on a regular basis to keep up with the changing demands of the
economy and government. Policy, information technology improvements, and
customer expectations to be able to organizations must focus on improving employee
efficiency and effectiveness. Creating an efficient T&D program to boost productivity
and customer satisfaction Service. Finally, the findings of the research study will
enable firms to investigate the influence of T&D and its efficacy in improving
organizational performance and improving customer service.
50
BIBLIOGRAPHY
51
JOURNALS
52
• MS Ritambhra Goswami, Dr Manoj Pandey, Prof (Dr) Anil Vashisht
(2017),Training and development practices in public and private sector banks
:comparative study, vol-3,issue -3 2017,IJARIIE-ISSN (0)-2395-4396
• MS Jaspreet kaur, employee’s perception for training and Development
practices in banking sector, Indian Journal of Commerce and Management
Studies, ISSN:2249-0310, EISSN:2229-5674, vol 3, issue 2, may 2012.
BOOKS
1. Gary Dessler “Human Resource Management” 16th edition 2020.
WEBSITES
www.google.com
www.wikipedia.com
www.scribbed.com
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APPENDIX
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QUESTIONNAIRE
1. Name
2. Age
• 20-30
• 31-40
• 41-50
• 51-60
3. Gender
• Male
• Female
4. Marital Status
• Single
• Married
7. Which are the various types of training you received from this institution which
increased your satisfaction level?
• Types of training
• Special training
• Refresher training
• Delegation training
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8. Induction training contains all the necessary contents which are required to train
you
• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly disagree
• Strongly disagree
• Disagree Neutral
• Agree
• Strongly Agree
• Strongly disagree
• Disagree Neutral
• Agree
• Strongly agree
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree
12. The induction training is the foundation up on which you will determine
whether or not to work with this organization
• Yes
• No
• Maybe
• Yes
• No
• Maybe
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14. Employees participate in determining the training needs
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree
15. You have the opportunity at work to learn and growth in this bank
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree
16. You have a high degree of technical knowledge for your job
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree
• Other
• Strongly disagree
• Disagree Neutral
• Agree
• Strongly Agree
19. Training and development help employees in promotion and other monetary
benefits
• Strongly disagree
• Disagree Neutral
• Strongly agree
• Agree
• Other
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20. Training and development reduce the stress level of employees
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree
• Strongly disagree
• Disagree Neutral
• Agree
• Strongly agree
22. To what extent you got training according to your job profile?
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree
• Strongly disagree
• Disagree
• Neutral
• Strongly agree
• Agree
• Other:
25. Training and development enhance the service being performed by employees
• Strongly disagree
• Disagree
• Neutral
• Strongly agree
• Agree
• Other:
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26. Level of satisfaction among overall training and development
• Very satisfied
• Satisfied
• Neutral
• Dissatisfied
• Very dissatisfied
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree
28. Training and development enhance the performance and productivity of the
employees as well as of the organization
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree
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