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Training and development in axis bank

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Ammy Chohan
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Mar. 24, 2017
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Training and development in axis bank

1. 1. A SUMMER TRAINING REPORT ON TRAINNING AND DEVELOPMENT IN AXIS BANK Submitted in the partial fulfillment of the Degree requirement of MASTER
OF BUSINESS ADMINISTRATION (MBA) SESSION (2015-2016) Submitted By: Faculty Guide: Amrinder singh Mr. Kunal Chaudhary MBA-(3rd sem) Assistant Professor
Roll No. xxxxxxxxxx Faculty of Management SURAJMAL COLLEGE OF ENGINEERING & MANAGEMENT KICHHA, DISTT U.S. NAGAR (U.K.) 263148 Affiliated to
UTTRAKHAND TECHNICAL UNIVERSITY, DEHRADUN
2. 2. STUDENT’S DECLARATION I Amrinder singh hereby declare that the work presented in this report titled “A STUDYOF TRAINNING AND DEVELOPMENT IN AXIS
BANK’ in fulfillment of the requirements for the award of degree of master of business Administration, submitted in the Faculty of Management at Surajmal college of
Engineering and management affiliated to Uttarakhand Technical University , Dehradun, is an authentic record of my own research work under the supervision of Mr-Kunal
Chaudhary. I also declare that the work embodied in the present report: (1) Has my original work and has not been copied from any Journal/thesis/book, and (2) Has not been
submitted by me for any other Degree/Diploma in any University. Name ofstudent Name ofGuide Amrinder singh Mr-Kunal Chaudhary Project coordinator Ms. Amanpreet
kaur Head ofDepartment P.P. Tripathi
3. 3. Acknowledgement This project report bears the imprint of those who had rendered their wholehearted support and encouragement without whose help this effort of mine
would be in vain. I express my deep sense of gratitude and sincere thanks to my project guide MR Kunal Chaudhary for his directions, suggestion and information provided
which were of utmost importance for the successful completion of the project. I am also thankful of HR manager for his proper guidance. I am thankful to the employees of Axis
Bank for assisting me in the timely completion of project. At last, I also thank to my family and my friends those helped me in my training period and in the completion of
project. AMRINDER SINGH
 4. 4. PREFACE “The theory without practical is lame and practical without theory is blind.” The concept of Training & Development has become a strategic option in overall
growth of an organisation. A management student needs practical hands on experience to succeed as a manager. Practical knowledge in a student’s life is very important. It helps
a student to know the real life situation and problems of life. Training helps a student to interact with the experienced people of the corporate world and hence lean more from
them. Here the student learns how to apply theoretical knowledge in practice. Being a student of MBA it was a very valuable and memorable experience at AXIS LIMITED. We
learnt the management subject, came across to various day to day activities of various department in the organization. The wonderful experience has given me a new light to
what I had studied.
5. 5. CONTENTS TITLE PAGE TO WHOM IT MAY COCERN COMPANY CERTIFICATE STUDENT DECLARATION ACKNOWLEGEMENT PREFACE TOPIC
CHAPTER 1- INTRODUCTION OF PROJECT 1.1 INTRODUCTION OF PROJECT 1.2 SCOPE OF THE STUDY 1.3 OBJECTIVE OF THE STUDY CHAPTER 2- 2.1
LITERATUREVREVIEW CHAPTER 3- COMPANYPROFILE 3.1 AXIS BANK 3.2 EVOLUTION 3.3 BUSINESS DESCRIPTION & CORPORATE PROFILE 3.4
SUBSIDIRIES 3.5 PROMOTERS 3.6 CAPITAL STRUCTURE AND DISTRIBUTION NETWORK 3.7 HUMAN RESOURCES
6. 6. 3.8 BOARD OF DIRECTORS 3.9 MISIION, VISION & VALUES CHAPTER 4- TOPIC PROFILE 4.1 TRAINING EDUCATION & DEVELOPMENT 4.2 IMPORTANCE
OF TRAINING AND DEVELOPMENT 4.3 METHODS OF TRAINING 4.4 INPUTS UDES FOR TRAINING AND DEVELOPMENT 4.5 HOW TRAINING BENEFITS
AXIS BANK RUDRAPUR CHAPTER 5- RESEARCHMETHODOLOGY 5.1 RESEARCH METHODOLOGY 5.2 RESEARCH DESIGN 5.3 DATA COLLECTION 5.4
DATA ANALYSIS CHAPTER 6- 6.1 DATA ANALYSIS & INTERPRETATION CHAPTER 7- 7.1 FINDINGS 7.2 SUGGESTIONS 7.3 LIMITATIONS 7.4 CONCLUSION 
BIBLIOGRAPHY  ANNEXURE
7. 7. CHAPTER-1 INTRODUCTION OF PROJECT 1.1 INTRODUCTION OF PROJECT 1.2 SCOPEOF THE STUDY 1.3 OBJECTIVE OF THE STUDY
8. 8. INTRODUCTION OF PROJECT The report contains the organizational study done at AXIS Bank. The report title is “TRAINNING AND DEVELOPMENT PROGRAMME
AT AXIS BANK”. The report gives an overview of the banking Sector and company profile. This study was conducted to find out the awareness of training and development
programmes conducted at AXIS bank for improving the workforce at the bank. The methodology adopted for the study was through a structured questionnaire, which is targeted
to the bank employees in Rudrapur. For this purpose sample size of 25 staff members was taken. The data collected from the different persons was analyzed thoroughly and
presented in the form of charts and tables. Training and development is the framework for helping bank employees to develop their personal and organizational skills,
knowledge, and abilities. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual
employees can accomplish their work goals in service to customers. The present study aimed that to know the opinion on training and development programmes of bank
employees in Rudrapur district. All employees want to be valuable and remain competitive in the labour market at all times. This can only be achieved through employee
training and development. Employees will always want to develop career-enhancing skills, which will always lead to employee motivation and retention. There is no doubt that
a well trained and developed staff will be a valuable asset to the banks and thereby increasing the chances of his efficiency in discharging his or her duties
9. 9. SCOPE OF THE STUDY There are many banks operating in our country. Some of they are public sector banks some others are private sector banks where as some others are
foreign banks. All these banks are doing very good business all over the country and they have acquired good market share in the country. They are offering good services and
products. Employee training and development in banking sector is not only an activity that is desirable but also an activity that an organization must commit resources to if it
has to maintain a viable and a knowledgeable workforce. Training is an attempt to improve the employee’s performance on the current job or prepare them for an intended job.
In other words training improves, changes, and moulds the employee’s knowledge, skill, behavior, aptitude and attitude towards the requirement of job and organization. Thus
training bridges the gap between the job requirements and employee’s present specifications
10. 10. OBJECTIVES OF THE STUDY The specific objectives of the study are: To know the opinion of the respondents on training and development measures. To find out the
effectiveness of training and development programmes among bank employees. To provide suggestions for better ways and means to improve the training and development
programme. To analyze the influences of the training and development on human resource of the bank.
11. 11. CHAPTER-2 LITERATURE REVIEW 1.1 Literature review
12. 12. LITERATURE REVIEW Gonchkar K. Pramod 2012 done empirical (Survey) study covers only the public sector banks (PSB’s) operating in Bangalore, India and their
officers regarding the impact of training and development of officers on their performance. Training in public sector banks is traditional in approach and normally concentrates
on the improvement of operative skills, interpersonal skills, decision-making skills, or a combination of these yes, wonder of wonders, any mention of customer or customer
service is absent. The staff here is assured of a permanent job with benefits, and there is no incentive for customer care or high performance. The survey method has been used
for this study. Data required for the research was collected from both primary and secondary sources. Secondary data was collected from the web sites of the ministry of finance
of the government of India, the Reserve Bank of India and the respondent PSBs themselves. In addition, inputs were gathered from the financial press. The random sampling
technique has been applied since every PSB stands an equal and independent chance of being selected. Duly completed Schedules received from the first four PSB respondents
and the first 400 PSB officer respondents were selected for the study. The collected primary data was processed manually. Statistical tools like averages were used to analyse
and interpret the data, duly supplemented by graphical and tabular representation. Appropriate interpretations were added to the tabulated and charted data. Chi-squared tests
were conducted to test hypotheses. A majority of the officer respondents believe that the quality of the T&D programmes arranged by the banking terms of improving the
productivity of the officers has been average It is time the banks realized that it does not pay to be penny-wise and pound-foolish. Even if they are not able to design quality
T&D programmes, they can get such programmes designed by reputed professionals for a fee. Ndulue Theresa I.2012 - examines the impact of training and development on
workers performance in an organization. However, for some years now it appears training in the Nigerian Public Service is haphazard, unplanned and unsystematic, and several
of its employees have not qualified for any form of training nor is there any systematic process of staff development in place. In the absence of training of employees; staff
sponsored themselves in furtherance of their education to obtain professional or higher level certificates. Employees who expressed the desire to pursue university education
were not given any form of assistance like study leave with pay. Those who sought for part-time programs were disengaged after their studies as management
13. 13. claimed their programs were not relevant to the job. The few ones who were retained had no promotion to match their added skills and competencies. The study evaluates
the significance of training and development on workers performance in an organization; evaluates the challenges associated with training and development on workers
performance in an organization; and recommends suggestions to the problems identified as it relates training and development on workers performance in an organization. On
methodology, the study used secondary method of gathering data: this involves academic books, the Internet, academic journals etc. The study opines that some of the
symptoms that call for training manifest themselves in a variety of ways. The most common ones are lack of interest in one’s job, negative altitude to work, low productivity,
tardiness, excessive absenteeism rate, excessive complaints, high rejects or low quality output, high incident of accidents, insubordination amongst several others. The study
recommends that everyone involved in training should agree exactly to what the trainees are lacking: what skill is needed, and what attitudes need to be changed toward work
performance. The needs identified should emanate from strategic plan, which also cover departmental/sectional/teams and individual plans. Organisations should see learning,
training and development as a continuous process for organizational development and survival. Chahal Aarti 2013 - analyzes the status of various need analysis based training
and development practices in Punjab National Bank and HDFC bank and explores the proposed link between the training and employees’ productivity by adopting development
based theory. The study makes use of statistical techniques such as percentage, mean, standard deviation, standard error and coefficient of variation in analyzing the data for
finding the result. The result shown that the Training in PNB & HDFC is average and there is scope for improvement in training. The perception of employees regarding the
Training and Development somewhat differs significantly on the basis of gender and designation. Consequently the recommendations support for the noteworthy of needs
assessment of training which will bring a constructive worth in banking sector.
14. 14. CHAPTER-3 COMPANY PROFILE 3.1 Axis bank 3.2 Evolution of Axis bank 3.3 Business description & Corporateprofile 3.4 Subsidiaries 3.5 Promoters 3.6 Capital
structure & Distribution network 3.7 Human Resources 3.8 Board of directors 3.9 Mission, Vision & Values AXIS BANK Axis Bank is India’s first bank to begin operations as
new private banks in 1994 after the Government of India allowed new private banks to be established. Axis Bank was jointly promoted by the Administrator of the specified
undertaking of the
15. 15.  Unit Trust of India (UTI-I)  Life Insurance Corporation of India (LIC)  General Insurance Corporation Ltd. Also with associates viz. National Insurance Company
Ltd., the New India Assurance Company, The Oriental Insurance Corporation and United Insurance Company Ltd. EVOLUTION UTI was established in 1964 by an Act of
Parliament; neither did the Government of India own it nor contributes any capital. The RBI was asked to contribute one-half of its initial capital of Rs 5 crore, and given the
mandate of running the UTI in the interest of the unit-holders. The State Bank of India and the Life Insurance Corporation contributed 15 per cent of the capital each, and the
rest was contributed by scheduled commercial banks which were not nationalized then. This kind of structure for a unit trust is not found anywhere else in the world. Again,
unlike other unit trusts and mutual funds, the UTI was not created to earn profits. In the course of nearly four decades of its existence, it (the UTI) has succeeded phenomenally
in achieving its objective and has the largest share anywhere in the world of the domestic mutual fund industry. '' The emergence of a "foreign expert" during the setting up of
the UTI makes an interesting story. The announcement by the then Finance Minister that the Government of India was contemplating the establishment of a unit trust caught the
eye of Mr. George Woods, the then President of the World Bank. Mr. Woods took a great deal of interest in the Indian financial system, as he was one of the principal architects
of the ICICI, in which his bank, First Boston Corporation Bank, had a sizeable shareholding. Mr. Woods offered, through Mr. B.K. Nehru, who was India's Executive Director
on the World Bank, the services of an expert. The Centre jumped at the offer, and asked the RBI to hold up the finalization of the unit trust Proposals till the expert visited India.
The only point Mr. Sullivan made was that the provision to limit the ownership of units to individuals might result in unnecessarily restricting the market for units. While
making this point, he had in mind the practice in the US, where small pension funds
16. 16. are an important class of customers for the unit trusts. The Centre accepted the foreign expert's suggestion, and the necessary amendments were made in the draft Bill. Thus,
began corporate investment in the UTI, which received a boost from the tax concession given by the government in the 1990-91 Budget. According to this concession, the
dividends received by a company from investments in other companies, including the UTI, were completely exempt from corporate income tax, and provided the dividends
declared by the investing company were higher than the dividends received. The result was a phenomenal increase in corporate investment which accounted for 57 per cent of
the total capital under US-64 scheme. Because of high liquidity the corporate sector used the UTI to park its liquid funds. This added to the volatility of the UTI funds. The
corporate lobby which perhaps subtly opposed the establishment of the UTI in the public sector made use of it for its own benefits later. The Government-RBI power game
started with the finalization of the UTI charter itself. The RBI draft of the UTI charter stipulated that the Chairman will be nominated by it, and one more nominee would be on
the Board of Trustees. While finalizing the draft Bill, the Centre changed this stipulation. The Chairman was to be nominated by the Government, albeit in Consultation with
RBI. Although the appointment was to be made in consultation with the Reserve Bank, the Government could appoint a person of its choice as Chairman even if the Bank did
not approve of him. Later on in 2002 the UTI was renamed to Axis Bank.
17. 17. BUSINESS DESCRIPTION The Bank's principal activities are to provide commercial banking services which include merchant banking, direct finance, infrastructure
finance, venture capital fund, advisory, trusteeship, forex, treasury and other related financial services. CORPORATE PROFILE Axis Bank is the third largest private sector
bank in India. Axis Bank offers the entire spectrum of financial services to customer segments covering Large and Mid Corporates, SME, Agriculture and Retail Businesses.
The Bank has a large footprint of 1787 domestic branches (including extension counters) and 10,363 ATMs spread across 1,139 centres in the country as on 31st December
2012. The Bank also has 7 overseas branches / offices in Singapore, Hong Kong, Shanghai, Colombo, Dubai, DIFC - Dubai and Abu Dhabi. Axis Bank is one of the first new
generation private sector banks to have begun operations in 1994. The Bank was promoted in 1993, jointly by Specified Undertaking of Unit Trust of India (SUUTI) (then
known as Unit Trust of India),Life Insurance Corporation of India (LIC), General Insurance Corporation of India (GIC), National Insurance Company Ltd., The New India
Assurance Company Ltd., The Oriental Insurance Company Ltd. and United India Insurance Company Ltd. The shareholding of Unit Trust of India was subsequently
transferred to SUUTI, an entity established in 2003.
18. 18. With a balance sheet size of Rs.2,85,628 crores as on 31st March 2012, Axis Bank is ranked 9th amongst all Indian scheduled banks. Axis Bank has achieved consistent
growth and stable asset quality with a 5 year CAGR (2007-12) of 31% in Total Assets, 30% in Total Deposits, 36% in Total Advances and 45% in Net Profit. The Corporate
Office of Axis Bank is located at Axis House Mumbai. Axis House has received the ‘Platinum’ rating awarded by the US Green Building Council for its environment friendly
facilities and reduction of carbon emission.
19. 19. SUBSIDIARIES The Bank has set up six wholly-owned subsidiaries:  Axis Securities and Sales Ltd.(Since renamed Axis Capital Ltd.)  Axis Private Equity Ltd.  Axis
Trustee Services Ltd.  Axis Asset Management Company Ltd.  Axis Mutual Fund Trustee Ltd.  Axis U.K. Ltd.
20. 20. PROMOTERS: UTI Bank Ltd. has been promoted by the largest and the best Financial Institution of the country, UTI. The Bank was set up IN 1993 with a capital of Rs.
115 crore, with  UTI contributing Rs. 100 crore,  LIC - Rs. 7.5 crore  GIC and its four subsidiaries contributing Rs. 1.5 crore each. Axis Bank is today one of the most
competitive and profitable banking franchise in India. Which can be clearly seen by an analysis of its comprehensive portfolio of banking services including Corporate Credit,
Retail Banking, and Business Banking,Capital Markets, Treasury and International Banking. CAPITAL STRUCTURE The Bank has authorized share capital of Rs. 500 crores
comprising 500,000,000 equity shares of Rs.10/- each. As on 31st March, 2012 the Bank has issued, subscribed and paid-up equity capital of Rs. 413.20 crores, constituting
413,203,952 shares of Rs. 10/- each. The Bank’s shares are listed on the National Stock Exchange and the Bombay Stock Exchange. The GDRs issued by the Bank are listed on
the London Stock Exchange (LSE). DISTRIBUTION NETWORK The Bank has a network of 1787 domestic branches (including extension counters) and 10,363 ATMs across
the country, as on 31st December 2012, the network of Axis Bank spreads across 1,139 cities and towns, enabling the Bank to reach out to a large cross-section of customers
with an array of products and services. The Bank’s overseas network consists of 4 branches in Singapore, Hong Kong, DIFC – Dubai and Colombo and 3 Representative offices
at Shanghai, Dubai, and Abu Dhabi.
21. 21. HUMAN RESOURCES  The Bank aims in creating and developing human capital to realise its vision of nurturing a mutually beneficial relationship with its employees.
Employee engagement and learning, leadership development, enhancing productivity and building multiple communication platforms thus occupied centre stage in the Bank’s
HR objective. The Bank continues to maintain a strong employer brand in the financial services sector especially on the campuses of the premier business schools of the
country. In a major initiative, the Bank launched Axis Academic Interface Program (AAIP) with Institutions to offer youngsters an understanding about the financial services
industry, and creating ‘Axis Bankers’. So far, the Bank has tied up with Manipal University, NIIT, IFBI and Guwahati University.  Axis Bank has a young workforce with an
average age of 29 years. The equal opportunity employer policy of the Bank contributes strongly to the Axis Bank brand
22. 22. Board of Directors PERSON DESIGNATION Dr. Sanjiv Misra Chairman Shikha Sharma Managing Director & CEO Som Mittal Director Rohit Bhagat Director Ireena
Vittal Director K. N. Prithviraj Director V. R. Kaundinya Director S. B. Mathur Director Prasad Menon Director Rabindranath Bhattacharyya Director Prof. Samir K Barua
Director A.K. Dasgupta Director Varadarajan Srinivasan ED, Corporate Banking Somnath Sengupta ED, Corporate Center
23. 23. Mission  Customer service and product innovation tuned to diverse needs of individual and corporate clientele.  Continuous technology up gradating while maintaining
human values.  Progressive globalization and achieving international standards.  Efficiency and effectiveness built on ethical practices.  Customer Satisfaction through
providing quality service effectively and efficiently. VISION AND VALUES Vision 2016 To be the preferred financial solutions provider excelling in customer delivery through
insight, empowered employees and smart use of technology Core Values  Customer Centricity  Ethics  Transparency  Teamwork  Ownership
24. 24. . CHAPTER-4 TOPIC PROFILE 4.1 Training Education & Development 4.2 Importance of training and development 4.3 Methods of training 4.4 Input used for training
and development 4.5 How training benefits Axis bank Rudrapur
25. 25. Training Education and Development Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education: This activity
focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development: This activity focuses upon the activities that the
organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. The "stakeholders" in training and
development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners.
Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource
Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others. The conflicts are the best part of career consequences are those that take place between employees and their bosses. The number one reason people
leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody
ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is
one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.
26. 26. IMPORTANCE OF TRAINING AND DEVELOPMENT  OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training and development helps in optimizing the
utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual’s goals.  DEVELOPMENT OF HUMAN
RESOURCE- Training and development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an
organization. It also helps the employees in attaining personal growth.  DEVELOPMENT OF SKILLS OF EMPLOYEES- Training and development helps in increasing the
job knowledge and skill of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.  ORGANISATION
CLIMATE.  QUALITY.  HEALTHY WORK-ENVIRONMENT  HEALTH AND SAFETY.
27. 27. METHODS OF TRAINING There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and
cons of each method, also its impact on trainees keeping their background and skills in mind before giving training. The various methods that come under cognitive approach
are: LECTURE- A method training It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through
lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Demonstration training method This method is a visual display of how something
works or how to do something. As an example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more effective, demonstration method
should be accompanied by the discussion or lecture method. Discussion training method This method uses a lecture to provide the learners with context that is supported,
elaborated, explain, or expanded on through interactions both among the trainees and between the trainer and the trainees. The discussion method consists a two-way flow of
communication i.e. knowledge in the form of lecture is communicated to trainees, and then understanding is conveyed back by trainees to trainer.
28. 28. INPUTS USED FOR TRAINING AND DEVELOPMENTS IN AXIS BANK RUDRAPUR, U S NAGAR Any training and development program must contain inputs
which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to these, there is a need to impart ethical
orientation, emphasize on attitudinal changes and stress upon decision-making and problem-solving abilities. Skills Training, as was stated earlier, is imparting skills to
employees. A worker needs skills to operate machines, and use other equipments with least damage or scrap. This is a basic skill without which the operator will not be able to
function. There is also the need for motor skills. Motor skills refer to performance of specific physical activities. These skills involve training to move various parts of one’s
body in response to certain external and internal stimuli. Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motor skills
are needed for all employees – from the clerk to the general manager. Employees, particularly supervisors and executives, need interpersonal skills popular known as the people
skills. Interpersonal skills are needed to understand one self and others better, and act accordingly. Examples of interpersonal skills include listening, persuading, and showing
an understanding of others’ feelings. Education The main purpose of AXIS BANK RUDRAPUR, U S NAGAR is to provide education to teach theoretical concepts and develop
a sense of reasoning and judgment. That any training and development program must contain an element of education is well understood by HR specialist. Any such program
has university professors as resource persons to enlighten participants about theoretical knowledge of the topic proposed to be discussed. In fact organizations depute or
encourage employees to do courses on a part time basis. Chief Executive Officers (CEO’s) are known to attend refresher courses conducted by business schools. Education is
important for managers and executives than for lower-cad reorders.
29. 29. Development Another component of a training and development is development which is less skill oriented but stressed on knowledge. Knowledge about business
environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of the company. Ethics There is
need for imparting greater ethical orientation to a training and development program. There is no denial of the fact that ethics are largely ignored in businesses. Unethical
practices abound in marketing, finance and production function in an organization. They are less see and talked about in the personnel function. If the production, finance and
marketing personnel indulge in unethical practices the fault rests on the HR manager. It is his/her duty to enlighten all the employees in the organization about the need of
ethical behavior.
30. 30. How Training Benefits AXIS BANK RUDRAPUR, U S NAGAR  Leads to improved profitability and/or more positive attitudes towards profit orientation.  Improves
the job knowledge and skills at all levels of the organization  Improves the morale of the workforce.  Helps people identify with organizational goals.  Helps to create a
better corporate image.  Fosters authenticity, openness and trust.  Improves relationship between boss and subordinate.  Aids in organizational development.  Helps
prepare guidelines for work.  Aids in understanding and carrying out organizational policies.  Provides information for future needs in all areas of the organization. 
Organization gets more effective decision-making and problem-solving skill. l  Aids in increasing productivity and/or quality of work.  Helps keep costs down in many
areas, e.g. production, personnel, administration, etc.
31. 31.  Develops a sense of responsibility to the organization for being competent and knowledgeable.  Improves management relations.  Reduces outside consulting costs by
utilizing competent internal consultation.  Stimulates preventive management as opposed to putting out fires.  Eliminates suboptimal behavior (such as hiding tools). 
Creates an appropriate climate for growth, communication.  Aids in improving organizational communication.
32. 32. CHAPTER-5 RESEARCH METHODOLOGY 5.1 Research Methodology 5.2 Research Design 5.3 Data Collection 5.4 Data Analysis & Interpretation
 33. 33. RESEARCH METHODOLOGY Research is a careful investigation or inquiry especially through search for new facts in branch of knowledge: market research specifies the
information. Required to address these issues: designs the method for collecting information: manage and implements the data collection process analyses the results and
communicates the finding and their implications. Research problem is the one which requires a researcher to find out the best solution for the given problem that is to find out
the course of action, the action the objectives can be obtained optimally in the context of a given environment. RESEARCH DESIGN A framework or blueprint for conducting
the research project, it specifies the details of the procedures necessary for obtaining the information needed to structure and/or solve research problems. A good research design
lays the foundation for conducting the project. A good research design will ensure that the research project is conducted effectively and efficiently. Typically, a research design
involves the following components, or tasks:  Define the information needed.  Design the research.  Specify the measurement and scaling procedures.  Construct and
present a questionnaire or an appropriate form for data collection.  Specify the sampling process and sampling size.  Develop a plan of data analysis.
34. 34. Data Collection The objectives of the project are such that both primary and secondary data is required to achieve them. So both primary and secondary data was used for
the project. The mode of collecting primary data is questionnaire mode and sources of secondary data are various magazines, books, newspapers, & websites etc. 1. Primary
Data: The primary data was collected to measure the customer satisfaction and their perception regarding AXIS Bank. The primary data was collected by means of questionnaire
and analysis was done on the basis of response received from the customers. The questionnaire has been designed in such a manner that the consumer’s satisfaction level can be
measured and consumer can enter his responses easily. 2. Secondary Data: The purpose of collecting secondary data was to achieve the objective of studying the recent trends
and developments taking place in banking. Sample size – 25 Sampling Unit – staff members of Axis bank Rudrapur (U.S. NAGAR) Sampling Technique – Convenient
sampling. Types of used research design – Exploratory research design Analysis and Interpretation After the data collection, it was compiled, classified and tabulated manually
and with help of computer. Then the task of drawing inferences was accomplished with the help of percentage and graphic method
35. 35. CHAPTER-6 DATA ANALYSIS &INTERPRETATION
36. 36. DATA ANALYSIS &INTERPRETATION 1-Your organization considers training as a part of organizational strategy. Do you agree with this statement? RESPONSE NO.
OF RESPONDENTS PERCENTAGE STRONGLY AGREE 13 52 AGREE 1 4 SOME WHAT AGREE 4 16 DISAGREE 7 28 TOTAL 25 100 INTERPRETATION The above
graph indicates that majority in organization considers training as a part of organizational strategy. 13 1 4 7 25 52 4 16 28 100 0 20 40 60 80 100 120 N o . o f e m p l o y e e s
%age training as a part of oraganisation strategy NO. OF RESPONDENTS PERCENTAGE
37. 37. QUES 2): How many training programs will you attend in a year? RESPONSE NO. OF RESPONDENT PERCENTAGE LESS THEN 00-10 14 56 10- 20 2 8 20-40 6 24
MORE THAN 40 3 12 TOTAL 25 100 INTERPRETATION The above chart indicates that 14 respondents attend less training programs held in the organization. 14 2 6 3 25 56
8 24 12 100 0 20 40 60 80 100 120 LESS THEN 10 10 20 20-40 MORE THAN 40 TOTAL n o . o f e m p l o y e e s %age no. of training programs in a year NO. OF
RESPONDENT PERCENTAGE
38. 38. QUES 3): To whom the training is given more in your organization? RESPONSE NO. OF RESPONDENT PERCENTAGE SENIOR STAFF 3 12 JUNIOR STAFF 5 20
NEW STAFF 6 24 BASED ON REQUIRTMENT 13 52 TOTAL 25 100 INTERPRETATION The above chart shows indicates that training is provided on the basis of
requirement. 3 5 6 13 25 12 20 24 52 100 0 20 40 60 80 100 120 n o . o f e m p l o y e e s %age to whom traning is given NO. OF RESPONDENT PERCENTAGE
39. 39. QUES 4): what are all the important barriers to training and development in your organization? RESPONSE NO. OF RESPONDENT PERCENTAGE TIME 4 16 MONEY
5 20 LACK OF INTEREST BY STAFF 6 24 NON-AVAILABILITY OF SKILL TRAINER 10 40 TOTAL 25 100 INTERPRETATION The graph indicates that the important
barriers to training and development in the organization are non-availability of skilled trainers. 5 6 10 2520 24 40 100 0 20 40 60 80 100 120 n o . o f e m p l o y e e s %age
barriers to training and development NO. OF RESPONDENT PERCENTAGE
40. 40. QUES 5): Enough practice is given for us during training session? Do you agree with this statement? RESPONSE NO. OF RESPONDENT PERCENTAGE  STRONGLY
AGREE 14 56  AGREE 2 8  SOME WHAT AGREE 6 24  DISAGREE 3 12 25 100 INTERPRETATION The above graph indicates that enough practice is given for
employees during training sessions. 14 2 6 3 25 56 8 24 12 100 0 20 40 60 80 100 120 STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE TOTAL n o . o f e m
p l o y e e s %age practice given during training period NO. OF RESPONDENT PERCENTAGE
41. 41. QUES 6): The training session conducted in your organization is useful. Do you agree with this statement? RESPONSE NO. OF RESPONDENT PERCENTAGE
STRONGLY AGREE 15 60 AGREE 5 20 SOME WHAT AGREE 5 20 DISAGREE 0 0 TOTAL 25 100 INTERPRETATION The above graph indicates the training sessions
conducted in the organization is useful. 15 5 5 0 25 60 20 20 0 100 0 20 40 60 80 100 120 STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE TOTAL n o . o f e
m p l o y e e s %age training is useful NO. OF RESPONDENT PERCENTAGE
42. 42. QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it agree with this statement? RESPONSE NO. OF RESPONDENT
PERCENTAGE STRONGLY AGREE 14 56 AGREE 6 24 SOME WHAT AGREE 3 12 DISAGREE 2 8 TOTAL 25 100 INTERPRETATION The above graph indicates
employees are given appraisal in order to motivate them to attend the training. 14 6 3 2 25 56 24 12 8 100 0 20 40 60 80 100 120 n o . o f e m p l o y e e s %age training is
motivation for employee NO. OF RESPONDENT PERCENTAGE
43. 43. QUES 8): How well the work place of training is physically organization? RESPONSE NO. OF RESPONDENT PERCENTAGE EXCELLENCE 8 32 GOOD 6 24
AVERAGE 6 24 BAD 5 20 TOTAL 25 100 INTERPRETATION This graph indicates the trainers should possess technical skill to make the training effective. 8 6 6 5 25 32 24
24 20 100 0 20 40 60 80 100 120 n o o f e m p l o y e e s %age place of training NO. OF RESPONDENT PERCENTAGE
44. 44. QUES 9): What are the general complains about the training session? RESPONSE NO. OF RESPONDENT PERCENTAGE TAKE AWAY PRECIOUS TIME OF
EMPLOYEES 4 25 TOO MANY GAPS BETWEEN THE SESSIONS 10 40 TRAINING SESSIONS ARE UNPLANNED 6 15 BORING AND NOT USEFUL 5 20 TOTAL 25
100 INTERPRETATION This graph indicates that there are too many gaps between the training sessions. 4 10 6 5 2525 40 15 20 100 0 20 40 60 80 100 120 n o o f e m p l o y e
e s %age complains about training session NO. OF RESPONDENT PERCENTAGE
45. 45. QUES 10): Time duration given for the training period is; RESPONSE NO. OF RESPONDENT PERCENTAGE SUFFICIENT 5 20 TO BE EXTENDED 10 40 TO BE
SHORTENED 8 32 MANAGEABLE 2 8 TOTAL 25 100 INTERPRETATION This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of
support from senior staff. 5 10 8 2 2520 40 32 8 100 0 20 40 60 80 100 120 n o o f e m p l o y e e s %age training period NO. OF RESPONDENT PERCENTAGE
46. 46. CHAPTER-7 FINDINGS & CONCLUSION 1. Findings 2. Suggestions 3. Limitations 4. Conclusion
47. 47. Findings
48. 48. Suggestions The training and development programme which is organized by the banks should result in effective co-ordination among the employees and also adequate
training is needed for the trainee to improve the performance, skills and knowledge regarding object handling. So the training period should be extended. Bank employees’
feedback can be obtained about the training given by the banks. So that training can be improved further to their expectations and thus their services to the customers could be
increased and accomplishment of objectives could be made easier. The bank employees have to be given a motivation on how important training is in order to meet the routine
problems and rewards can be given to the person who attends the training consistently.
49. 49. Limitations During my training period although the management and plant personnel were very co- operative & extended their full support, yet there were following
limitations associates with my study which I would like to mention:  Due to the busy schedule of an organization I was unable to grasp the precious words of the HRD
Manager.  The research was carried out in a short period.  Limited sample size.  The information given by the respondent might be biased some of them might not be
interested to given correct information.  Some of the respondents of the survey were unwilling to share information.
50. 50. Conclusion In order to improve the efficiency of employee in the present job and prepare himself for the higher level job, the effective training programmes are necessary. It
is also needed to banking policies, new technology and the changing environments. Training and development is now considered as more of retention tool than a cost. The
training system in banking industry has been changed to create a smarter workforce and yield the best results. Training and development programmes help remove performance
deficiencies in employees and also they are esteemed resource of the bank and success or failure of the bank operation relay on the performance of employees. Timely
evaluation of the success of employees’ training and development programmes are most important for the banks
51. 51. CHAPTER-7 REFRENCE 1. Bibliography 2. Annexure
52. 52. BIBLIOGRAPHY
53. 53. ANNEXURE Questionnaire: Ques 1) - Your organization considers training as a part of organizational strategy. Do you agree with this statement?  STRONGLY AGREE
 AGREE  SOME WHAT AGREE  DISAGREE Ques 2)- How many training programs will you attend in a year?  Less than 10  10-20  20-40  More than- 40 Ques
3)- To whom the training is given more in your organization?  SENIOR STAFF  JUNIOR STAFF  NEW STAFF  BASED ON REQUIRTMENT Ques 4)- what are all
important barriers to training and development in your organization?  Time  Money  Lack of interest by the staff  Non-availability of skilled trainers
54. 54. Ques 5)- Enough practice is given for us during training session? Do you agree with this statement?  JOB ROTATION  EXTERNAL RATING 
CONFERENCE/DISCUSION  PROGRAMMED INSTRUCTION Ques 6)- The training session conducted in your organization is useful. Do you agree with this statement?
 STRONGLY AGREE  AGREE  SOME WHAT AGREE  DISAGREE Quest 7)- The training session conducted in your organization is useful. Do you agree with this
statement?  STRONGLY AGREE  AGREE  SOME WHAT AGREE  DISAGREE Ques 8)- Employees are given appraisal in order to motivate them to attend the
training. Do you agree with this statement?  STRONGLY AGREE  AGREE  SOME WHAT AGREE  DISAGREE
55. 55. Ques 9)- What are the general complains about the training session?  TAKE AWAY PRECIOUS TIME OF EMPLOYEES  TOO MANY GAPS BETWEEN THE
SESSION  TRAINING SESSION ARE UNPLANNED  BORING AND USEFUL Ques 10)- Time duration given for the training period is:  SUFFICIENT  TO BE
EXTENDED  TO BE SHORTEND  MANAGEABLE THANKS FOR PARTICIPATING IN SURVEY

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