Impact of Training and Development on Employee Performance at Bank of Baroda

“IMPACT OF TRAINING AND DEVELOPMENT OF BANK OF
BARODA”
A Project Submitted to
University of Mumbai for partial completion of the Degree of
Bachelor of Commerce (Banking and Insurance)
Under the Faculty of Commerce
By
NEHA RAJESH JAIN
Under the Guidance of
DR. AASHISH JANI
SMT. MITHIBAI MOTIRAM KUNDNANI COLLEGE OF
COMMERCE AND ECONOMICS BANDRA (WEST)
MUMBAI -400050
April 2023
SMT M.M.K COLLEGE OF COMMERCE & ECONOMICS.
[Adv. Nari Gurushani Road, T.P.S 111, Bandra (W) Mumbai-50]
CERTIFICATE
This is to certify that NEHA RAJESH JAIN has worked and duly completed his Project
Work for the degree of Bachelor of Commerce (Banking & Insurance) under the Faculty of
Commerce in the subject of DR. AASHISH JANI and his project is entitled, “IMPACT OF
TRAINING AND DEVELOPMENT OF BANK OF BARODA” under my supervision. I
further certify that the entire work has been done by the learner under my guidance and that no
part of it has been submitted previously for any Degree or Diploma of any University. It is his
own work and facts reported by his personal findings and investigations.
Signature of Name and Signature of Guiding Teacher
External Examiner. Dr. Aashish Jani
Date of Submission:
Declaration by learner
I the undersigned NEHA RAJESH JAIN here by, declare that the work embodied in this
project work titled “Training and development of Bank of Baroda”, forms my own contribution
to the research work carried out under the guidance of DR. AASHISH JANI is a result of my
own research work and has not been previously submitted to any other University for any
other Degree..
Reference has been made to previous works of others, it has been clearly indicated as such and
included in the bibliography.
I, here by further declare that all information of this document has been obtained and presented
in accordance with academic rules and ethical
Name and Signature of learner
NEHA RAJESH JAIN
Certified by
Name and Signature of guiding teacher
DR. AASHISH JANI

Acknowledgment
To list who all have helped me is difficult because they are so numerous and the depth is so
enormous.
I would like to acknowledge the following as being idealistic channels and fresh dimensions in
the completion of this project.
I take this opportunity to thank the University of Mumbai for giving me chance to do this
project.
I would like to thank my Principal, DR. CA. KISHORE PESHORI for providing the
necessaryfacilities required for completion of this project.
I take this opportunity to thank our Coordinator MRS PRAJAKTA PARALKAR, for her
moral supportand guidance.
I would also like to express my sincere gratitude towards my project guide DR. AASHISH
JANI whose guidance and care made the project successful.
I would like to thank my College Library, for having provided various reference books and
magazines related to my project.
Lastly, I would like to thank each and every person who directly or indirectly helped me in the
completion of the project especially my Parents and Peers who supported me throughout my
project.
INDEX
SR.NO TITLE PAGE NO.
I INTRODUCTION 1 TO 28
1.1 Meaning
1.2 Nature of training and development
1.3 Introduction to bob
1.4 History of bob
1.5 Impact of training and development in banking
1.6 Types of training in banking sector
1.7 Advantages of training employees in bank
1.8 E-learning
1.9 Implementation of training and development.
II RESEARCH METHODOLOGY 29 TO 33
2.1 Objectives
2.2 Hypotheses
2.3 Limitation
2.4 Scope of study
2.5 Research design
2.6 Data collection
III REVIEW OF LITERATURE 34 TO 38
IV DATA ANALYSIS, INTERPRETATION AND 39 TO 61

PRESENTATION
4.1 Primary Data

4.2 Secondary Data
4.3 Finding of study
V CONCLUSION 62 to 63
5.1 Conclusion
5.2 Suggestions
VI BIBLIOGRAPHY 64 to 65
LIST OF APPENDIXES.
LIST OF FIGURES
Figure 1 66
Figure 2 66
Figure 3 67
Figure 4 67
Figure 5 68
LIST OF TABLES
Sr.no Title Page no

1 Gender 39
2 age 40
3 Education 41
4 Occupation 42
5 Annual income 43
6 Improve employee-employer relationship 44
7 Training provided 45
8 Methods of training 46
9 Motivational level 47
10 Training employee production 48
11 Challenges faced by manager 49
12 Maintain employee rate 50
13 Team work 51
14 Special Skills 52
15 Training instruction 53
16 Creative technical and professional 54
17 Technology required 55
18 Compulsory for employees 56
LIST OF GRAPHS.
Sr.no Title Page no
1 Gender 39
2 age 40
3 Education 41
4 Occupation 42
5 Annual income 43
6 Improve employee-employer relationship 44
7 Training provided 45
8 Methods of training 46
9 Motivational level 47
10 Training employee production 48
11 Challenges faced by manager 49
12 Maintain employee rate 50
13 Team work 51
14 Special Skills 52
15 Training instruction 53
16 Creative technical and professional 54
17 Technology required 55
18 Compulsory for employees 56

CHAPTER 1 INTRODUCTION
1.1Meaning
India is emerging as an economy much ready to accept the challenges from external
environment being one of the most consistently called Developing countries. India has shown
with times an urge to accept change when it was needed the most year 1991 marked a great
change with arrival of major policy reforms in the form of deregulation, privatization,
reservation, foreign investment, export promotion and import substitution so on these policies
no lesser than a boon to Indian economy. It seems that most of the things have been done but
only on papers that is as far as making policies are concerned but practical ground has not been
touched completely. Nowadays, banking is no more conventional sector because many private
and public banks are mushrooming with providing the best of banking under one roof. With
drastic growth of banks, it calls for efficient and well-trained staff members to handle/deal with
the consumer needs. Banks are shaping up as financial hub for their clients to grow in size and
well recognized in the world market. To pull consumers banks are offering traditional with
advance services like SMS banking, ATM, internet banking, priority banking, de-mat account
personalized banking and so on. So we can say that it caters to the need of the bottom to the
highest class of society providing something to everyone. Universal banks have become
modem day’s supermarket extending almost every facility of banking under one roof. The
second generation of banking reforms was guided by the report of the committee. The reform
measures focused on strengthening the foundations of the banking system, streamlining
procedures, upgrading technology and human resources development and further structural
changes. 47 Indian companies were listed in the Forbes Global 2000 ranking for 2009.The 10
leading companies wherein State Bank of India placed world rank 150 and ICICI bank placed
329. Therefore, it is clear that Indian banks are making marks on the face of world, in India
where companies are major players at the same place banks show prosperity and growth it is
clearly visible that these banks are performing not only because of efficient policies being
framed keeping consumer in centre of focus but also concrete knowledge of policy makers
(human resources at all the level). Success is a cake to share when everyone is actively
involved.
Training and development provide employees required knowledge, skills and abilities to do a
job. The present study deals with employee’s perception of effectiveness of the training and
development system in private banking sector. A sample of 123 respondents working in 10
1
private sector banks is drawn using simple random sampling method. The primary data
collected from the sample respondents using a structured questionnaire. The data is analysed
using chi-square test and correlation. The results revealed that effectiveness of training and
development system in private sector banks increases with training motivation, good training
design, training implementation, effective learning and transfer of learning to work place.
Effective training and development in turn increase productivity that justifies the investment
in training and development. Competent human resources are to be assets of the organization
as they create value for the organization. If an organization asset is its people, then the
development of the asset is critical to the continued health of organization. Training and
development play a key role. In equipping the employees with necessary schemes, common
knowledge and attitudes thereby facilitates talent development. Training and development
ultimately upgrade not only the performance graph of employees but also of the organization.
Now-a-days the organization consider the resources spent on training
And developments investment because it can generate good returns for the organization in
terms of increased productivity. What is required from the organizations is to ensure that
training and development programs are effective in order to produce desired results. Employees
should also feel that the training and development programs are contributing positively and
helping them to improve the performance.
The tempo of development for the Indian banking industry has been remarkable over the past
decade. It is evident from the higher pace of credit expansion; expanding profitability and
productivity similar to banks in developed markets, lower incidence of nonperforming assets
and focus on financial inclusion have contributed to making Indian banking vibrant and strong.
Indian banks have begun to revise their growth approach and re-evaluate the prospects on hand
to keep the economy rolling. Banks are also giving lot of importance to training and
development of its employees as quality of work and productivity has become vital concern in
the fierce competitive environment in the banking industry.
Every organization needs to have a well trained and experienced people to perform the
activities that have to be done. If current or potential job occupants can meet their requirement,
training is not important. When this is not the case it is necessary to raise the skill levels and
adaptability of employees.
2
Definition of Training and Development
Training: The aim of any training programme is to provide instruction and experience to new
employees to help them reach the required level of performance in their jobs quickly and
economically.
For the existing staff, training will help develop capabilities to improve their performance in
their present jobs, to learn new technologies or procedures, and to prepare them to take on
increased and higher responsibilities in the future.
Development: Employee Development Programs are designed to meet specific objectives,

which contribute to both employee and organizational effectiveness. There are several steps in
the process of management development.
These includes reviewing organizational objectives, evaluating the organization’s current

management resources, determining individual needs, designing and implementing
development programs and evaluating the effectiveness of these programs and measuring the
impact of training on participants quality of work life.
Definitions of Training and Development
According to the Michel Armstrong, “Training is systematic development of the knowledge,

skills and attitudes required by an individual to perform adequately a given task or job”.
According to the Edwin B Flippo, “Training is the act of increasing knowledge and skills of an
employee for doing a particular job.”
Dale S Beach defined “Training is usually considered as the organized procedure by which
people gain knowledge and increase skill for a definite purpose”
Differences between Training and Development-
Employee training is different from management development or executive development.

While the former refers to training given to employees in the operational, technical and allied
areas, the latter refers to developing an employee in the areas of principles, and techniques of
management, administration, organization and allied ones.
3
1.2Nature of Training and Development.
Training is a learning experience in that it seeks a relatively permanent change in individual

that will improve his or her ability to perform on the job .we typically say training can involve
the changing skills, knowledge, attitudes, or social behaviour, it may mean changing what
employees know how they work, the attitudes towards work, or interaction with their co-
workers or their supervisors For another purpose, training will be presented as it applies
primarily to operative employees in the organization.
In simple terms, training and development refers to the imparting of specific skills, abilities
and knowledge to an employee. A formal definition of training & development is... it is any
attempt to improve current or future employee performance by increasing an employee’s ability
to perform through learning, usually by changing the employee’s attitude or increasing his or
her skills and knowledge. The need for training & development is determined by the
employee’s performance deficiency, computed as follows:
Training & Development need = Standard performance - Actual performance.
We can make a distinction among training, education and development. Such distinction
enables us to acquire a better perspective about the meaning of the terms. Training, as was
stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is
confined to theoretical learning in classrooms.
Training refers to the process of imparting specific skills.
Development refers to the learning opportunities
Designed to help employees grow.
Education is theoretical learning in classroom.
Any training and development programmed 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
The purpose of education is to teach theoretical concepts and develop a sense of reasoning and
judgment. That any training and development programmed must contain an element of
4
education is well understood by HR specialist. Any such programmed 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-care workers. 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
programme. 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 seeing 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
behaviour.
Attitudinal Changes
Attitudes represent feeling and beliefs of individuals towards others. Attitude affects
motivation, satisfaction and job commitment. Negative attitudes need to be converted into
positive attitudes. Changing negative attitudes is difficult because -
Employees refuse to changes
They have prior commitments
And information needed to change attitudes may not be sufficient
Nevertheless, attitude must be changed so that employees feel committed to the organization,
are motivated for better performance, and derive satisfaction from their jobs and the work
environment
5
1.3Introduction to Bank of Baroda
Bank of Baroda (BOB or BoB) is an Indian nationalized banking and financial services
company headquartered in Vadodara. 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 and designated as a profit-
making public sector undertaking (PSU).
The bank has 107 branches/offices in 24 countries (excluding India) including 61

branches/offices of the bank, 38 branches of its 8 subsidiaries and 1 representative office in
Thailand. The Bank of Baroda has a joint venture in Zambia with 16 branches.
Among the Bank of Baroda's overseas branches are ones in the world's major financial centres
(e.g., New York, London, Dubai, Hong Kong, Brussels and Singapore), as well as a number in
other countries. The bank is engaged in retail banking via the branches of subsidiaries in
Botswana, Guyana, Kenya, Tanzania, and Uganda. The bank plans has recently upgraded its
representative office in Australia to a branch and set up a joint venture commercial bank in
Malaysia. It has a large presence in Mauritius with about nine branches spread out in the
country.
The Bank of Baroda has received permission or in-principle approval from host country
regulators to open new offices in Trinidad and Tobago and Ghana, where it seeks to establish
joint ventures or subsidiaries. The bank has received Reserve Bank of India approval to open
offices in the Maldives, and New Zealand. It is seeking approval for operations in Bahrain,
South Africa, Kuwait, Mozambique, and Qatar, and is establishing offices in Canada, New
Zealand, Sri Lanka, Bahrain, Saudi Arabia, and Russia. It also has plans to extend its existing
operations in the United Kingdom, the United Arab Emirates, and Botswana.
The tagline of Bank of Baroda is "India's International Bank".
India First Life Insurance Company is a joint venture between Bank of Baroda (44%) and
fellow Indian state-owned bank Andhra Bank (30%), and UK's financial and investment
company Legal & General (26%).[23] It was incorporated in November, 2009 and has its
6
headquarters in Mumbai. The company started strongly, achieving a turnover in excess of ₹ 2
billion in its first four and half months.
Bank of Baroda and HDFC Bank are partner banks in Chillr Mobile app. Non-partner bank
customers can only receive funds. Only the mobile number of the beneficiary in the remitter's
phonebook is needed. Application enables customers to send money to any registered Chillr
user on phone contact list.
Bank of Baroda acquired the semi naming rights of Sikandarpur metro station in Gurugram.
This is the first time that a public sector bank has bagged the naming right of a metro station.
They followed a similar approach with Mumbai Metro where Andheri metro station has been
named as Bank of Baroda Andheri
Bank of Baroda sealed a 3-year principal sponsorship contract with Olympics 2016 Women's
badminton silver medallist P. V. Sindhu and India's No 1 ranked Men's Badminton player
Srikanth Kidambi.
Bank of Baroda became the first National Supporter (Indian sponsor) of the FIFA U-17 World
Cup India 2017, the first football World Cup to be hosted in India
The bank played a crucial role in the Gupta family's business dealings. According to a report
by the Organized Crime and Corruption Reporting Project (OCCRP), the Bank of Baroda
allowed the Gupta family to move millions of dollars in alleged corrupt business transactions
to offshore accounts.[36] Although the Bank of Baroda denies the illicit behaviour, the
documents report that the bank's South African branch issued unapproved loan guarantees,
ignored internal compliance efforts, and averted regulators from learning about suspicious
transactions in a way that benefited the Guptas’ network. Around 4.5m Rand has circulated
around a handful of Gupta-associated companies between 2007 and 2017. Due to the volume
of Gupta owned accounts, the majority of the bank's transactions in Johannesburg involved
Gupta family funds.
Reports reveal that inter-company loans provided an untraceable and inexplicable technique
used by the Gupta brothers to transfer money from the Bank to various Gupta-owned
companies like Trillion Financial Advisory and Centaur Mining. The suspicious activity
reports (SARs) filed by workers at the Bank of Baroda related to Gupta transactions were often
voided by managers and higher-level bank officials. Most SARs failed to reach the South
African Financial Intelligence Centre as a result.
7
In Banks, there is a need for the continuous training and development of the staff in the areas
of customer care services on operational aspects and behavioural aspects of the business. How
are the needs identified? The training needs are assessed through task analysis and performance
analysis, which can be conducted through surveys, or from the information furnished by the
heads of the departments, customer complaints, even from the reports on 360 degree feedback
systems. In case of a large banks, there are two ways of conducting training programmes –
through an established department having a full time HRD functionary who oversees all the
training and development functions of the Banks or through an external trainers coordinated
by the HRD department These days Banks have recognized the need for training and re-training
their staff, in order to develop a competitive edge over their competitors in delivering high
quality services to the customers. Traditionally, banks have recruited young school leavers,
and their initial training was either long apprenticeship or on-the-job or formal training in basic
routine operations. Aspirants to management position were encouraged to qualify
professionally by reading for associate-ship of the Institute of Bankers or an equivalent
qualification. It was argued that banking requires exercise of sound training and development
programmes for their employees.
The rapidly changing business environment in banking sector and the constant challenges it
poses to organizations and businesses make it imperative to continuously enhance and improve
knowledge and skill sets across the organization.
The Bank has built strong capabilities in training and development to build competencies across
various sectors. Training on products and operations is imparted through internet -based
training modules. Special programmes on functional training and leadership development are
conducted to build knowledge as well as management ability at a dedicated training facility.
Career mobility
Helping our employees develop their skills and grow their careers is critical to how we retain
our talent and sustain our business. We do this by offering our teammates a variety of
leadership-supported programs and learning and development resources for every stage of their
professional development. We know that our employees are our most valuable resource –
they’re how we grow our business and serve our clients and communities.
8
Performance review
Here, performance reviews are not just a once-a-year conversation – they are ongoing,
meaningful discussions with your manager about your performance and career goals. With the
support and guidance of your manager, you set clear and actionable goals and map out a plan
to develop the skills and experience to get there, with regular checkpoints. We provide a
number of tools and discussion guides to help facilitate these conversations.
In addition to manager reviews, we offer employees a variety of opportunities to truly take

ownership of your development by seeking feedback from the people who know you best –
your peers, managers, business partners and direct reports. Keep in mind that overall employee
performance is evaluated not just by what you achieve but how you achieve it, including
adoption of our culture and adherence to our risk framework and core values.
Skill development
Each of our employees brings diverse experience and a unique learning style – and benefits
from a personalized approach to development. We make continuing education options
available that ensure that our employees, no matter where you are in your career with us, can
access the resources you need to make a positive impact and develop the skills necessary to do
your job and grow your career. Once you have mastered Bank of Baroda ’basics’ during your
first days with the company, you’ll have access to a wide variety of competency and skill-based
resources – from instructor-led classes to interactive web-based training to videos, eBooks and
more – all available to support your ongoing professional development.
Professional growth
At Bank of Baroda, you will find opportunities to grow across the organization. No matter your
career path, you will be supported via tools, resources and programs to help you explore
potential next steps in your career. We have leadership models that outline the many paths
teammates can take throughout the organization, so that you are informed and empowered to
make the right decisions for your career. We have also established mentor programs that
provide development support for mentee career aspirations and leadership, and coaching and
networking opportunities for the mentor. Whether you’re an individual contributor, manager
or experienced leader, you will find support for your success.
9
Training and development is about managing and empowering people, the vital assets of any
business or firm.
Human resource professionals act as a strategic partner with senior managers and leaders by
aligning training and development strategies and practices among others with overall
organizational strategies that contribute to an organization's smooth operations.
Therefore, understanding human resource practices and particularly Training and development
enable managers to help employees perform better in the work and keep them motivated. This
in turn will strengthen individual and organizational performance and further the organization's
ability to meet its goals according to performance objectives and standards despite internal and
external challenges to the organization.
The next question in designing training and development programme is to decide on the level
of learning. As was pointed out earlier, the inputs passed on to trainees in training and
development programs are education, skills, and the like.
In addition, there are three basic levels at which these inputs can be taught. At the lowest level,
the employee or potential employee must acquire fundamental knowledge. This means
developing a basic understanding of a field and becoming acquainted with the language,
concepts and relationships involved in it. The goal of the next level is skills development, or
acquiring the ability to perform in a particular skill area. The highest level aims at increased
operational proficiency.
Learning Principles: Training and development programs are more likely to be effective when
they incorporate the following principles of learning:
● Employee motivation,
● Recognition of individual differences,
● Practice opportunities,
● Reinforcement,
● Knowledge of results (feedback),
● Goals
● Schedules of learning,
● Meaning of material, and
● Transfer of learning.
10
Motivation to learn is the basic requisite to make training and development programs effective.
Motivation comes from awareness that training fetches some rise in status and pay. Motivation
alone is not enough. The individual must have the ability to learn. Ability varies from individual
to individual and this difference must be considered while organizing training programs.
Regardless of individual differences and whether a trainee is learning a new skill or acquiring
knowledge of a given topic, the trainee should be given the opportunity to practice what is
being taught. Practice is also essential after the individual has been successfully trained. It is
almost impossible to find a professional cricket player who does not practice for several hours
a day. Practice can be a form of positive reinforcement.
Reinforcement may be understood as anything that (i) increases the strength of response and
(ii) tends to induce repetitions of the behaviour that preceded the reinforcement. Distinction
may be made between positive reinforcement and negative reinforcement. Positive
reinforcement strengthens and increases behaviour by the presentation of desirable
consequences. The reinforcement (event) consists of a positive experience for the individual.
In more general terms, we often say that positive reinforcement consists of rewards for the
individual and, when presented, contingent upon behaviour, tends to increase the probability
that the behaviour will be repeated. For example, if an employee does something well and is
complimented by the boss, the probability that the behaviour will be repeated will be
strengthened. In negative reinforcement, the individual exhibits the desired behaviour to avoid
something unpleasant. An example might by an employee who does something to avoid
incurring a reprimand from his or her boss. If an employee who had the habit of coming late to
work, assuming this as an unpleasant experience, the employee might begin to come on time
to avoid criticism. Thus, the effect of negative reinforcement is avoidance of learning.
Knowledge of results is a necessary condition for learning. Feedback about the performance
will enable the learner to know where he or she stands and to initiate corrective action if any
deviation from the expected goal has taken place. There are certain tasks for which such
feedback is virtually mandatory for learning. A crane operator, for example, would have trouble
learning to manipulate the controls without knowing how the crane responds to control actions.
Goal setting can also accelerate learning, particularly when ivies accompanied by knowledge
of results. Individuals generally perform better and learn more quickly when they have goals,
particularly if the goals are specific and reasonably difficult. Goals that are too difficult or too
11
easy have little motivational value. Further, goals will have better motivational value if the
employee has a scope for participation in the goal-setting process.
Schedules of learning involve (i) duration of practice sessions, (ii) duration of rest sessions,
and (ill) positioning of rest pauses. All the three must be carefully planned and executed.
A definite relationship has been established between learning and meaningfulness of the
subject learnt. The more meaningful the material, the better is the learning process. What is
learnt in training must be transferred to the job. The traditional approach to transfer has been
to maximize the identical elements between the training situation and the actual job. This may
be possible for training skills such as maintaining a cash register, but not for teaching leadership
or conceptual skills. Often, what is learned in a training session faces resistance back at the job.
Techniques for overcoming resistance include creating positive expectations on the part of
trainee's supervisor, creating opportunities to implement new behaviour on the job, and
ensuring that the behaviour is reinforced when it occurs. Commitment from the top
management to the training programme also helps in overcoming resistance to change.
Within this context training therefore involves skills acquisition, the process of teaching or
learning of skill or job suggested. Training involves an expert working with learning to transfer
to them certain areas of knowledge or skill to improve their current jobs. In support for that
made the following suggestions firstly: training is any learning activity which is directed
towards the acquisition of specific knowledge and skills for the purpose of an occupation or
task. Secondly: the need for training is as a result of demand of the job and demand of the
organization.
It requires an integrated approach that addresses multidimensional aspects of employees

ranging from enhancing technical and interpersonal skills to creative thinking and
leaderships.
Organization with high productivity or performance levels have made manpower development
an integral part of their business culture. Training and development therefore should be
considered not only as opportunity for growth but investment that yield overall returns and
benefits to organizations and employees.
For the organization, training and development leads to improved profitability while cultivating
more positive attitudes toward profit orientation. For the individuals, training and development
improve job knowledge while also helping in identifying with the goals of the organization.
12
1.4History of Bank of Baroda.
In 1908, Sayajirao Gaekwad III, set up the Bank of Baroda (BoB),[7] with other stalwarts of
industry such as Sampatrao Gaekwad, Ralph Whitenack, Vithaldas Thakersey, Tulsidas
Kilachand and NM Chokshi.[8] Two years later, BoB established its first branch in
Ahmedabad. The bank grew domestically until after World War II. Then in 1953 it crossed the
Indian Ocean to serve the communities of Indians in Kenya and Indians in Uganda by
establishing a branch each in Mombasa and Kampala. The next year it opened a second branch
in Kenya, in Nairobi, and in 1956 it opened a branch in Tanzania at Dar-es-Salaam. Then in
1957, BoB took a big step abroad by establishing a branch in London. London was the centre
of the British Commonwealth and the most important international banking centre. In 1958
BoB acquired Hind Bank (Calcutta; est. 1943), which became BoB's first domestic acquisition.
1960s: This section does not cite any sources. Please help improve this section by adding
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In 1961, BoB acquired New Citizen Bank of India. This merger helped it increase its branch
network in Maharashtra. BoB also opened a branch in Fiji. The next year it opened a branch in
Mauritius
In 1963, BoB acquired Surat Banking Corporation in Surat, Gujarat. The next year BoB
acquired two banks: Umbergaon People's Bank in southern Gujarat and Tamil Nadu Central
Bank in Tamil Nadu state.
In 1965, BoB opened a branch in Guyana. That same year BoB lost its branch in Narayanganj
(East Pakistan) due to the Indo-Pakistani War of 1965. It is unclear when BoB had opened the
branch. In 1967 it suffered a second loss of branches when the Tanzanian government
nationalised BoB's three branches there at (Dar es Salaam, Mwanga, and Moshi), and
transferred their operations to the Tanzanian government-owned National Banking
Corporation.
In 1969, the Indian government nationalised 14 top banks including BoB. BoB incorporated its
operations in Uganda as a 51% subsidiary, with the government owning the rest.
13
In 1972, BoB acquired Bank of India's operations in Uganda. Two years later, BoB opened a
branch each in Dubai and Abu Dhabi. Back in India, in 1975, BoB acquired the majority
shareholding and management control of Bareilly Corporation Bank (est. 1954) and Nainital
Bank (est. in 1922), both in Uttar Pradesh and Uttarakhand respectively. Since then, Nainital
Bank has expanded to Uttarakhand, Uttar Pradesh, Haryana, Rajasthan and Delhi state. Right
now BoB have 99% shareholding in Nainital Bank.
In 1980, BoB opened a branch in Bahrain and a representative office in Sydney, Australia.
BoB, Union Bank of India and Indian Bank established IUB International Finance, a licensed
deposit taker, in Hong Kong. Each of the three banks took an equal share. Eventually (in 1999),
BoB would buy out its partners.
A second consortium or joint-venture bank followed in 1985. BoB (20%), Bank of India (20%),
Central Bank of India (20%) and ZIMCO (Zambian government; 40%) established Indo-
Zambia Bank in Lusaka. That same year BoB also opened an Offshore Banking Unit (OBU)
in Bahrain (Gulf).
Back in India, in 1988, BoB acquired Traders Bank, which had a network of 34 branches in
Delhi.
In 1992, BoB opened an OBU in Mauritius, but closed its representative office in Sydney. The
next year BoB took over the London branches of Union Bank of India and Punjab & Sind Bank
(P&S). P&S's branch had been established before 1970 and Union Bank's after 1980. The
Reserve Bank of India ordered the takeover of the two following the banks' involvement in the
Sethia fraud in 1987 and subsequent losses. Then in 1992 BoB incorporated its operations in
Kenya into a local subsidiary. The next year, BoB closed its OBU in Bahrain. In 1996, BoB
Bank entered the capital market in December with an initial public offering (IPO). The
government of India is still the largest shareholder, owning 66% of the bank's equity.
14
In 1997, BoB opened a branch in Durban. The next year BoB bought out its partners in IUB
International Finance in Hong Kong. Apparently this was a response to regulatory changes
following Hong Kong's reversion to the People's Republic of China. The now wholly owned
subsidiary became Bank of Baroda (Hong Kong), a restricted license bank. BoB also acquired
Punjab Cooperative Bank in a rescue. BoB incorporate a wholly–owned subsidiary, BOB
Capital Markets, for broking business. In 1999, BoB merged in Bareilly Corporation Bank in
another rescue. At the time, Bareilly had 64 branches, including four in Delhi. In Guyana, BoB
incorporated its branch as a subsidiary, Bank of Baroda Guyana. BoB added a branch in
Mauritius and closed its Harrow Branch in London.
2000s
In 2000 BoB established Bank of Baroda (Botswana). The bank has three banking offices, two
in Gaborone and one in Francistown. In 2002, BoB converted its subsidiary in Hong Kong
from deposit taking company to a Restricted License Bank.
In 2002 BoB acquired Benares State Bank (BSB) at the Reserve Bank of India's request. BSB
had been established in 1946 but traced its origins back to 1871 and its function as the treasury
office of the Benares state. In 1964 BSB had acquired Bareilly Bank (est. 1934), with seven
branches in western districts of Uttar Pradesh; BSB also had taken over Lucknow Bank in
1968. The acquisition of BSB brought BoB 105 new branches. Lucknow Bank, a unit bank
with its only office in Aminabad, had been established in 1913. Also in 2002, BoB listed Bank
of Baroda (Uganda) on the Uganda Securities Exchange (USE). The next year BoB opened an
OBU in Mumbai.
In 2004 BoB acquired the failed south Gujarat Local Area Bank. BoB also returned to Tanzania
by establishing a subsidiary in Dar-es-Salaam. BoB also opened a representative office each in
Kuala Lumpur, Malaysia, and Guangdong, China.
In 2005 BoB built a Global Data Centre (DC) in Mumbai for running its centralised banking
solution (CBS) and other applications in more than 1,900 branches across India and 20 other
counties where the bank operates. BoB also opened a representative office in Thailand. In 2006
BoB established an Offshore Banking Unit (OBU) in Singapore. In 2007, its centenary year,
BoB's total business crossed 2.09 trillion (short scale), its branches crossed 2000, and its global
customer base 29 million people. In Hong Kong, Bank got Full Fledged Banking license and
business of its Restricted License Banking subsidiary was taken over Bank of Baroda branch
in Hong Kong w.e.f.01.04.2007.
15
In 2008 BoB opened a branch in Guangzhou, China (02/08/2008) and in Kenton, Harrow
United Kingdom. BoB opened a joint venture life insurance company with Andhra Bank and
Legal & General (UK) called India First Life Insurance Company. In 2009 Bank of Baroda
(New Zealand) was registered. As of 2017 BoB (NZ) has 3 branches: two in Auckland, one in
Wellington.
2010s: In 2010 Malaysia awarded a commercial banking licence to a locally incorporated bank
to be jointly owned by Bank of Baroda, Indian Overseas Bank and Andhra Bank. In 2011 BoB
opened an Electronic Banking Service Unit (EBSU) at Hamriya Free Zone, Sharjah (UAE). It
also opened four new branches in existing operations in Uganda, Kenya (2), and Guyana. BoB
closed its representative office in Malaysia in anticipation of the opening of its consortium
bank there. BoB received 'In Principle' approval for the upgrading of its representative office
in Australia to a branch. Bob also acquired Mumbai-based Memon Cooperative Bank, which
had 225 employees and 15 branches in Maharashtra and three in Gujarat. It had to suspend
operations in May 2009 due to its precarious financial condition.
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. [11] 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. [12] 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] 13,400
ATMs, 85,000 employees and serves 120 million customers. [14] 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.[15] Post-merger effective 1 April 2019, the bank has become the India's third
largest lender behind SBI and ICICI Bank.[16]
16
1.5Impact of Training and Development in Banking Sector
A recently released SHRM survey of HR leaders indicates the same finding. The respondents
in the U.S. indicated that strategic thinking is one of the top five competencies needed for senior
HR leaders; however, business knowledge was not listed. While the lineage of the field of HR
coupled with the introduction of legislation to protect employers may have contributed to
stereotypes that exist in the field about the HR profession, our failure as HR professionals to
recognize that we are business people charged with the company’s most valuable assets will
certainly continue to harbour those stereotypes we so emotionally defend. If you want a sea at
the table, learn the business of business and speak the language of the executive team. The
major impacts of effective training and development in the banking sector may be given as
below:
Motivating the workforce
Due to the growth of the global market, a technological edge supported by a talent pool has
become a vital factor for survival in the market. Due to the reason organization gives main
priority to technology advancement programs. HR managers are now performing the role of
motivators for their knowledge workers to adopt new changes (Chiamsiri, S., Bulusu, S. D. &
Agarwal, M. (2005)).
Managing people
Due to the increasing competition there is a need in the organization for knowledge workers,
hence the companies always look for individual who can make a difference. Due to the reason
gaining the right knowledgeable person had become a costly deal for the organizations but the
attitude is different for those who are taking up responsibilities at a lesser age and experience.
These factors have resulted in the clear shift in approach to individualized career management
from organization career commitment (Chiamsiri, S., Bulusu, S. D. & Agarwal, M. (2005)).
Competency Development
Human capital is the real asset for any organization, and this makes the HR role important in
recruiting, managing, and retaining the best. The HR department has a clear role in this process
and determines the success tempo of any organization. An urgent priority for most of the
organizations is to have an innovative and competent HR pool; sound in HR management
practices with strong business knowledge (Chiamsiri, S., Bulusu, S. D. & Agarwal, M. (2005)).
17
Developing Trust factor
Low levels of trust inhibit tacit knowledge sharing in the knowledge based industry. It is
essential that companies takes more initiatives to improve the security levels of the employees
We have also established mentor programs that provide development support for mentee career
aspirations and leadership, and coaching and networking opportunities for the mentor. Whether
you’re an individual contributor, manager or experienced leader, you will find support for your
success.
Work life Balance Factor
This aspect creates with it the challenge of a smoother assimilation and the cultural binding of
the new comers into the organization fold. The pressure of delivering the best of quality
services in a reduced time frame calls for ensuring that employees maintain a work life balance
One of the toughest challenges for the HR managers in any industry is to deal with the prevalent
high attrition levels. Though there is an adequate supply of qualified staff at entry level, there
are huge gaps in the middle and senior level management in the industry. Further, the salary
growth plan for each employee is not well defined. This situation has resulted in increased
levels of poaching and attrition between organizations. The industry average attrition rate is
30-35 per cent and could range up to 60 per cent the goal of the next level is skills development,
or acquiring the ability to perform in a particular skill area. The highest level aims at increased
operational proficiency.
Bridging the Demand Supply Gap
Bridging the Demand Supply Gap Human resources managers have to bridge the gap between
the demands a d supply of professionals. With help of T&D they maintain consistency in
performance and keep the motivation levels of employees high, despite the monotonous nature
of work. The same also leads to recurring training costs. Inconsistent performance directly
affects revenues. Dwindling motivation levels lead to a loss of interest in the job and a higher
number of errors
18
1.6Types of Training and development in Banking Sector:
1. Induction training: After the recruitment of the bank, the candidate is given motivational
training for the first time. Through this training, the candidates get proper information about
the structure of the institution, its fundamental activities and other primary functions of the
bank.
2. In-service training: Under this training, the officers are trained many times during their
service period. During this period, they are provided with practical training as well as full
details of contemporary development in the banking sector. So that they can use them in
everyday banking activities.
3. Special training: Such training is always done in banks. Most banks give their officers the
freedom to choose the work area according to their own interests and provide them training in
special areas selected by them.
4. Refresher training: During this kind of training, the HR Department strives to bring
employees of different banks in the country together at one location. So that all employees can
better understand each other's work system and share their views with each other. This gives
the incentive for employees to go to work again alongside get together.
5. Delegation Training: Such training is organized by organizations such as World Bank, Asian
Development Bank, IMF, Central Bank, Income Tax, Enforcement Directorate, Central Bureau
of Investigation etc. During this training, officers of various banks are also selected. It gives a
broad perspective to the officers and helps them to fulfil their daily duties more effectively.
Bank officials get a lot of opportunities to work in the field of their interest. Many banks have
many departments related to their interest. They have the opportunity to serve in departments
such as credit, operations, and services, Public Relationship, IT, foreign currency etc. This
increases their business qualities as well as regular training of these types of skills in any
department of any bank. They are able to work efficiently. When a person joins his job as a
banker, at that time he does not know about his business qualities nor does he have much more
skill. But at the time of retirement, the same person is a mature man, a mature man, a humble,
intelligent and patient person.
19
These are:
1. On-the-job training
2. Off-the-job training
The first program is conducted within the organization and work. While the off-the-job training
program is conducted outside the organization. It is seen that for the success of the job methods
job meetings, job rotations, staff development meetings, problem-solving conferences,
mentoring special organizations, and apprenticeships are used.
On the other hand, outside short courses & seminars, college/university programs, advanced
management programs correspondence programs, and outside meetings and conferences are
arranged under the job T & D methods.
On the job training
On the job training provides a person with the skills to do. A minimum level on the job, but it
can and do much more than that. A number of techniques can be employed to provide OJT,
1. Job duties: Assignment, and responsibilities of an individual both horizontally and vertically
in the organization. Opportunities are created for the individual in his or her present job to
practice higher- level and inverse skills not normally required in the pre-job.
2. Job rotation: Also called cress training. This involves moving individuals to various types
of jobs within the organization at the same level or next immediate higher level for periods of
time. This rotation may be for as short as an hour or two or as long as a year.
3. Staff development meetings: Discuss facets of each individual’s job and ways to develop
ideas for improving job performance. These meetings may be held away from the job in a
“retreat-type” atmosphere
4. Problem-solving conferences: Conferences are called to solve a specific problem being

experienced by a group or the org as a whole it involves brainstorming and other creative means
to come up with mutually solutions determined to basic problems.
5. Mentoring: Mentoring assigns a guide or knowledgeable person higher-ups in the

organization to help a new employee “learn the ropes” of the organization land to provide other
advice usually a social. A relationship is developed so that the employee feels that she or he
can go to the mentor for advice that cannot be asked of the immediate superior. Mentoring is
most common for young executives.
20
6. Special assignment: Special assignment is special tasks or responsibilities given to an
individual for a specified period of time. The assignment may be writing a report; investigating
the feasibility for a new project, process, service, or product: preparing a newsletter: or
evaluating a company policy or procedure.
7. Apprenticeships: This refers to the training provided by working under an experienced

worker or master in a craft. The apprentice works alongside a person skilled in the craft and is
taught by that person. This often occurs on the job, and it sometimes is done in off-the-job
settings.
Off the job training
An effective training system supplements OJT with various forms of Off-the-job training. Most
of this type of training is classroom training. Some of the more frequently used types of training
include the following:
1. Outside short courses and seminars: These are specialized courses conducted by educational
institutions, professional associations, or private consulting and training firms that last one day
to one week.
2. College or University degree certificate programs: Specialized degree and certification

programs are offered as evening and weekend classes by a variety of colleges and universities.
Often these are in professional fields such as management, accounting, finance, or the law.
3. Advanced management programs: Some universities offer in residence programs of two

weeks to a full year for top management. Often they cover material typically found in an MBA
program but at a much accelerated rate.
4. Correspondence schools: If individuals can practice rigorous self-discipline, home

correspondence study can be an excellent self-development tool. However, an employee needs
to ensure that the correspondence school with which he or she deals is reputable.
5. Outside meetings and conferences: Most managers and professionals have opportunities to
attend trade and professional conferences and conventions the year.
21
1.7Advantages of training employees in bank
As technology advances and workplace methods and strategies improve, there comes a need
for employers and employees to align with these changes in terms of knowledge, skills, values
and abilities. One of the best ways to enhance knowledge and skills is through training. Getting
employees exposed to relevant and consistent training can help companies improve
performance and increase results in the workplace.
Training is important because it represents a good opportunity for employees to grow their
knowledge base and improve their job skills to become more effective in the workplace.
Despite the cost of training for employees, the return on investment is immense if it is
consistent.
Employers derive many benefits from organizing training programs for their employees,
especially when they dedicatedly and consistently carry out these programs. Here are some
likely advantages:
1. Increased productivity and performance
When employees undergo training, it improves their skills and knowledge of the job and builds
their confidence in their abilities. This will improve their performance and make them work
more efficiently and effectively.
2. Uniformity of work processes
When employees in a workplace are exposed to training, it helps to standardize the work
process among the staff. Workers will apply and follow similar procedures as a result of their
exposure to similar training.
3. Reduced wastage
When employees are trained, they will learn to make good, safe and economical use of the
company's materials, tools and equipment. Accidents and equipment damage will be
minimized, and this will keep waste low.
4. Reduced supervision
Though training employees should not totally eliminate the need for supervision, it can
significantly reduce the need for excessive supervision in the workplace.
5. Promoting from within
22
When an organization needs professionals with new or specific skills, they don't have to go
into the labour market to employ new professionals from outside sources. They can look inward
and select promising staff members who can be promoted after they are trained in this set of
new skills needed by the organization.
6. Improved organizational structure
When a company has an organized system of training for employees, it helps them learn in a
consistent and systematic way. It also prevents the employees from learning by trial and error.
7. Boosted morale
Employees of organizations who go through training programs will feel like they are a part of
a supportive work environment where they are appreciated, which will boost their morale and
make them approach their job duties with more self-confidence.
8. Improved knowledge of policies and goals
A good training program will always help employees get acquainted with their organization's
ethics, values, policies, visions and missions.
9. Improved customer valuation
When employees of an organization are exposed to consistent training, it improves their skills
on the job and makes them work more professionally and productively. Customers will feel the
impact of this elevated service, and it will improve their opinion of the organization.
10. Better workplace environment
Consistent training will help employees work more effectively in the workplace environment.
This brings about an atmosphere in the organization that encourages every employee to feel
valued and welcomed.
11. Improved and updated technology
With the ever-increasing change in technology across all industries, exposing employees to
new techniques in advanced technology will help to increase efficiency and productivity in the
organization.
23
12. It improves skills and knowledge
Employee training programs help improve the knowledge and skills of employees to match the
various changes in the industry. These improvements will positively affect the productivity of
workers, which can increase the profits and efficiency of an organization. Some of the things
employees may learn through training include work ethics, human relations and safety.
13. Upload your resume on Indeed
When an organization's employee performance appraisals suggest the need for improvement
on a particular subject or skill, training programs can be organized for staff members to help
satisfy this requirement. Training can therefore address an identified problem area and work
toward a solution.
14. It prepares employees for higher responsibilities.
Training programs can also help prepare employees who are moving into higher roles and
taking on more responsibilities in an organization. These programs will help them learn the
skills that are required to function effectively in their new positions. For example, they may be
trained in leadership skills or in a specific software they will use in their new role.
15 It shows employees they are valued.
Implementing training programs in the workplace will help employees feel like the company
is invested in them. By continuing to teach your employee’s new skills and abilities, they will
not just become better workers, they will feel like more productive members of the
organization. This will improve their morale as well as their workplace capabilities it tests the
efficiency of a new performance management system.
Employee training programs help an organization test the efficiency and effectiveness of a new
performance management system, which will help HR establish clearer performance
expectations. Using these systems to train your employees will reinforce the necessity of
meeting goals and help employees better understand what is expected of them. Training
programs help employees learn about specific computer skills and IT topics, such as the use of
software systems. Companies may train their employees to create graphs and spreadsheets, edit
data in their database and understand network arrangements in order to provide a more
comprehensive understanding of computers to improve workplace efficiency.
24
1.8 E-LEARNING
Definition: A learning system based on formalised teaching but with the help of electronic
resources is known as E-learning. While teaching can be based in or out of the classrooms, the
use of computers and the Internet forms the major component of E-learning. E-learning can
also be termed as a network enabled transfer of skills and knowledge, and the delivery of
education is made to a large number of recipients at the same or different times. Earlier, it was
not accepted wholeheartedly as it was assumed that this system lacked the human element
required in learning.
However, with the rapid progress in technology and the advancement in learning systems, it is
now embraced by the masses. The introduction of computers was the basis of this revolution
and with the passage of time, as we get hooked to smartphones, tablets, etc., these devices now
have an importance place in the classrooms for learning. Books are gradually getting replaced
by electronic educational materials like optical discs or pen drives. Knowledge can also be
shared via the Internet, which is accessible 24/7, anywhere, anytime.
Description: E-learning has proved to be the best means in the corporate sector, especially
when training programs are conducted by MNCs for professionals across the globe and
employees are able to acquire important skills while sitting in a board room, or by having
seminars, which are conducted for employees of the same or the different organizations under
one roof. The schools which use E-learning technologies are a step ahead of those which still
have the traditional approach towards learning. In order to track compliance, banks can use
software for learning management system and e-training, which support e-learning.
E-learning facilitates the easy adaptation of content and transfers it to the learner. This can be
done anytime or anywhere. This is the most crucial advantage of using this in the sector of
banking. The learning approach is an important factor to be considered during active
production. A daily dose of training can be given so that employees hone their skills up to a
professional level.
Banks can use e-learning to train employees in order to fulfil their designated objectives.
Employees of banks can enhance their administrative qualities. E-learning can help to improve
communication skill and quality of interaction with client. Sufficient opportunities are given to
apply the concepts they have learned on a daily basis.
25
1.9Implementation of training and development.
Once the training programme has been designed, it needs to be implemented. Implementation
is beset with certain problems. In the first place, most managers are action-oriented and
frequently say they are too busy to engage in training efforts. Secondly, availability of trainers
is a problem. In addition to possessing communication skills, the trainers must know the
company's philosophy, its objectives, its formal and informal organizations, and the goals of
the training programme. Training and development require a higher degree of creativity than,
perhaps, any other personnel specialty.
Scheduling training around the present work is another problem. How to schedule training
without disrupting the regular work? There is also the problem of record keeping about the
performance of a trainee during his or her training period. This information may be useful to
evaluate the progress of the trainee in the company. Programme implementation involves
action on the following lines:
● Deciding the location and organizing training and other facilities.

● Scheduling the training programme
● Conducting the programme
● Monitoring the progress of trainees.
● Evaluation of the Programme:
Since huge sums of money are spent on training and development, how far the programme has
been useful must be judged/determined. Evaluation helps determine the results of the training
and development programme. In practice, however, organizations either overlook or lack
facilities for evaluation.
Need for Evaluation:
The main objective of evaluating the training programs is to determine if they are
accomplishing specific training objectives that are, correcting performance deficiencies. A
second reason for evaluation is to ensure that any changes in trainee capabilities are due to the
training programme and not due to any other conditions. Training programs should be
evaluated to determine their cost effectiveness. Evaluation is useful to explain programme
failure, should finally, credibility of training and development is greatly enhanced when it is
proved that the organization has benefited tangibly film it.
26
Principles of Evaluation:
● Evaluation of the training programme must be based on the principles:

● Evaluation specialist must be clear about the goals and purposes of evaluation.
● Evaluation must be continuous.
● Evaluation must be specific.
● Evaluation must provide the means and focus for trainers to be able to appraise
themselves, their practices, and their products.
● Evaluation must be based on objective methods and standards.
Realistic target dates must be set for each phase of the evaluation process. A sense of urgency
must be developed, but deadlines that are unreasonably high will result in poor evaluation.
Techniques of Evaluation:
Several techniques of evaluation are being used in organization may be stated that the
usefulness of the methods is inversely proportional to the ease with which evaluation can be
done.
One approach towards evaluation is to use experimental and control groups. Each group is
randomly selected, one to receive training (experimental) and the other not to receive training
(control). The random selection helps to assure the formation of groups quite similar to each
other. Measures are taken of the relevant indicators of success (e.g., words typed per minute,
quality pieces produced per hour, wires attached per minute) before and after training for both
groups. If the gains demonstrated by the experimental groups are better than those by the
control group, the training programme is labelled as successful.
Another method of training evaluation involves longitudinal or time-series analysis. Measures

are taken before the programme begins and are continued during and after the programme is
completed. These results are plotted on a graph to determine whether changes have occurred
and remain as a result of the training effort. To further validate that change has occurred as a
result of training and not due to some other variable, a control group may be included.
One simple method of evaluation is to send a questionnaire to the trainees after the completion
the programme to obtain their opinions about the programs width. Their opinions could through
interviews. A variation of this method is to measure the knowledge and/or skills that employee
possess at the commencement and completion of a training. If the measurement reveals that
the results after training are satisfactory, then the training may be taken as successful.
27
In order to conduct a thorough evaluation of a training programme, it is important to assess the
cost and benefits associated with the programme. This is a difficult task, but is useful in
convincing the management about the usefulness of training.
Some of the costs that should be measured for a training programme include needs assessment
cost, salaries of training department staff, purchase of equipment (computers, videos, hand-
outs), programme development costs, evaluation costs, trainers' costs, rental facilities and
trainee wages during the training period.
Closed-loop System
A closed-loop system in which the evaluation process provides for continual modification of
the programme. The information may become available at several stages in the evaluation
process. For example, an effective monitoring programme might show that the training
programme has not been implemented as originally planned. In other instances, different
conclusions might be supported by comparing data obtained from the evaluation of training. In
addition, even when the training programme achieves its stated objectives, there are always
developments that can affect the programme, including the new training techniques or
characteristics of trainees. Obviously, the development of training programme needs to be
viewed as a continuously evolving process.
Sensitivity Training:
Sensitivity training uses small numbers of trainees, usually fewer than 12 in a Group. They
meet with a passive trainer and gain insight into their own and others' behaviour. Meeting has
no agenda, are held away from workplaces, and questions deal with the 'here and now' of the
group process. The objectives of sensitivity training are to provide the participants with
increased awareness of their own behaviour and how others perceive them-greater sensitivity
to the behaviour of others, and increased understanding of group’s processes. Specific results
sought include increased ability to empathize with other, improved listening skills, greater
openness, increased tolerance of individual 26 difference and increased conflict-resolution
skills. The drawback of this method is that once the training is over, the participants are
themselves again and they resort to their old habits. Sensitivity training can go by a variety of
names-laboratory training, encounter groups, or T- groups (training groups).
28
CHAPTER 2 RESEARCH METHODOLOGY
2.1OBJECTIVES OF STUDY
● To provide job-related knowledge to your staff.
● To impart skills among the workers systematically so that they may learn quickly.
● To bring about change in the attitudes of the workers towards fellow workers,
supervisor and the organization.
● To improve the productivity of the workers and the organization. To reduce the number
of accidents by providing safety training to the workers,
● To make the workers handle materials, machines and equipment efficiently and thus to
check wastage of time and resources.
● To prepare workers for promotion to higher jobs by imparting they advanced skills.
2.2Hypothesis
For examining the impact of training and development in banking sector in Mumbai the
Following null hypotheses have been framed.
H1: Training design has no significant effect on the organizational performance,
H2: On the job training has significant effect on the organizational performance
2.3Limitation of study
1. Effect on Concentration: Sometimes employees work and do training together. Which

lose their productivity and concentration as well.
2. Increases Stress On Employees: In order to keep the staffs up to date with the latest
technology and trends, training employees attend hours and hours training programs
which makes them stressed.
3. Long Run Process: In order to make employees updated companies give months of
training. When the employees became trained the technology that they learned might
be old.
4. Too Much Of Theory: Training of some departments is full of theories than practical’s.
These kinds of lecture make employees learn tough. Because they are unrealistic and
hard to use.
5. Trainees Lose Their Interest: At times of training sessions which lead for long
29
hours,employees are bored and aren’t interested in their session.
2.4Scope of Study
The scope of training depends upon the categories of employees to be trained. As we all know
that training is a continuous process and not only needed for the newly selected personnel but
also for the existing personnel at all levels of the organisation.
Prof. Yoder listed the following five groups of employees who need continuous training:
1. Rank And File: i.e., employees who have no administrative or supervising work.
2. Supervisory Employees: i.e., the first line foreman, supervisor and their immediate
supervisors.
3. Staff: i.e. specialised personnel such as technical and professional persons attached to
the line organisation as advisors.
4. Middle Management: i.e., all the managerial personnel holding positions between line
supervisors and the top management.
5. Top Executives: i.e., all executives who hold major responsibility for the overall
planning and control.
2.5RESEARCH DESIGN
RESEARCH METHOD: Here the data collected on the basis of primary data and secondary
data
UNIVERSAL/POPULATION: The area taken to study the impact of training and development
of bank of Baroda is in Mumbai
SAMPLE AREA: The sample areas for this research study in Mumbai are Dadar, Bandra,
Andheri, Sion Circle, Sion koliwada.
SAMPLE SIZE: The Sample size taken for this project is 100 employees working in public
sector bank
SAMPLE TECHNIQUES: Survey, Questionnaire, are Rating method were applied to gather
the information from the people
SAMPLE PERIOD: The sample period for this research was 3 days
30
2.6Data collection.
1. Name:
2. Gender:
Male
Female
Others
3. Age:
20-40
40-60
60-80
80 –above
4. Education
Under graduation
Graduation
Post-graduation
Others
5. Occupation:
Employee
Self-employed
Housewife
Profession
6. Annual income
Less than 30000
Less than 50000
Less than 80000
More than 80000
31
7. Does training helps to improve employee -employer relationship?
a. Yes
b. No
8. How often the training program are conducted in your organization?
a. Every month
b. Every quarter
c. Half yearly
d. Once a year
9. What kind of training methods does the organization provide to train the employees?
a. On the job training method

b. Off the job training method
c. Audio visuals
d. Lectures
e. All of above
10. Does training helps to increase the motivation level of employees?
a. Yes
b. No
11. Does training enables employees more production?
a. Yes
b. No
12. Does the training program enable the employees to be accountable and author in making
decision?
a. Yes
b. No
32
13. Does the training course include the special challenges faced by manager or officer?
a. Yes
b. No
1. Strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Sr. no Question 1 2 3 4 5
14 Training and development helps the

organization to maintain employee rate?
15 Training and development team work and
leadership skills?
16 Are special skills important?
17 Is job training instruction being important?
18 Is creative technical and professional education

being important?
19 Is technology required for better training?
20 Do you think training is compulsory for

employees?
33
CHAPTER 3 REVIEW OF LITERATURE
Anthony T. Allred and H. Lon Addams, (2000) in their article, indicated that neither banks
nor credit unions do a good job of surveying customer needs or retaining customers. Other
results indicate that fifty per cent of total respondents surveyed reported that they had stopped
using a financial service provider because of poor service performance. The vast majority of
that group reported that their decision was made because a bank failed to provide adequate
service.
Mini Joseph's (2001) view is that new generation banks have created a spirit of competition
in the banking industry by fully utilizing the facilities and amenities available from technology
and computerization, and by accepting customer satisfaction as the core aspect. For preventing
the erosion in the market share of old private sector banks and public sector banks, they are
also providing quality service now in a competitive spirit.
P. D. Jerome (2002) who studied "The trends and issues of bank credit in Kerala" finds
that the absolute rate of growth of credit is reasonably good. But in relation to deposits, per
capita credit, credit per account, disbursement by all India Financial Institutions the level of
credit is lower. He also observes that more attention should be given to mobilization of deposits
than to expansion of credit.
SuitChakravarti (2003) says credit cards provide benefits to consumers and merchants not
provided by other payment instruments as evidenced by their explosive growth in the number
and value of transactions over the last 20 years. Recently, credit card networks have come
under scrutiny from regulators and antitrust authorities around the world. The costs and benefits
of credit cards to network participants are discussed.
Sandip Ghosh Hajra, Dr.Kailash. B.L. Srivastava in their article "Impact of service quality
on customer satisfaction, loyalty and commitment in the Indian Banking sector", (May 2010)
has reviewed that service quality plays a vital role towards the determinant of competitiveness
for establishing and sustaining & satisfying the relationship with the bank customers. A
customer minded corporate culture, an excellent service system design, the effective utilization
of information and technology are crucial superior service quality. In this regard, by identifying
the future needs, challenges the Indian Banking sector has responded to these needs by paying
more attention to enhancement of service quality so as to retain its market position. In the
present Indian banking scenario, satisfactory service quality is an indispensable competitive
34
strategy. It is very much important to explore the perception of service quality and its
relationship with the customer satisfaction, loyalty and commitment in banks.
Mrs Syamala Gopinath in her speech on the subject, "Bank relationship with the customers -
evolving perspectives", (April 2008) has explained that in a rapidly finalized economic
environment in India. She has even tried to focus on the evolving nature of banks' relationship
with individual customers and unfolding new challenges in this regard. Finally, she said no
doubt banking services are spreading in terms of thief width, depth and at every stage the
customer needs to assure the certainty of focus of those concerned in managing the system. She
also considered the importance of financial education of customers both from rural and urban
areas.
M. D. Mallya in his speech on the subject, "Role of technology in enhancing quality of

customer services in banks", (June 2009), has reviewed the quality of customer services in
banks. According to him, mobbing banking from manual mode to any banking environment
today has been a tectonic shift creating a value proportion that reflects the relevance of banks
to adapt to the fast changes. The customer using such sophisticated modes of technology should
propagate the benefits using e - channels and help banks shift transactions from manual mode
to electronic mode. Such shifts will enable banks to not only cost cutting but in the long run
can upgrade the range of e - banking services. Nevertheless, banks hold the value of personal
relationships much more significant than the computer driven services. We assure the right
blend of both.
Gayatri. Balakrishnan. R. in her research study under the title "Customer awareness about
the Banking services", (May 2010), has studied that change is the only constant things in life
and the present change in globalization economy and changes in the lifestyles by the banks by
providing the good and qualitative services at the right time, at the right place. The bankers
should be sensitive to customer perception. The expectation of customers should be understood
and powerful strategies must be implemented by the banks. The value of services provided
should be evaluated in terms of quality and quantity.
Anubhav Anand Mishra, "Factors affecting customer satisfaction and their relative
importance in the retail banking sector: An empirical study”, (March 2010), has focused on the
retail banking sector in India undergoing sweeping changes due to highlighted competition and
initials of modern technology. Today customers are clever and more aware rather than past as
a result continuously looking for better quality services from the retail banking which can
35
provide satisfaction. The present study helps to identify the factors that are responsible for
satisfaction of customers. The present study has concluded that there is an importance for
management role in identifying the need, factors that assess their value to relative importance.
At the same it should be kept in mind that satisfied customers always act as mouth publicity
for banks.
Raman Nair in his article, "Financial services by commercial banks in Kerala", (June 2006)
considered that financial services providers like banks have been designing products and
selling them. But the delivery and speed of changes in the environment due to deregulation and
technological changes has considerably influenced customers and their preferences. This is
related in the course that banks are laying on relationship building with the customer and
providing quality services to entice them to move from transaction banking to relationship
banking. Finally, he concluded that various kinds of customers expect from the bank. For this
the development of relationships is needed.
Sathy. Swaroop Debashish, in his study under the heading "Service quality in commercial
Banks: A comparative analysis of selected banks in Delhi", (May 2009) focused on the service
quality in commercial banks in Delhi. The objects were to throw light on Indian Banking. To
study the level of quality of 9 banks and their service dimension. To make comparative analysis
of public, private eh foreign banks. For this he had selected S B.I as public sector Bank, ICICI,
HDFC, KarurVysya Bank as private bank, while Citibank, HSBC, Bank of Baroda as a Foreign
Bank. He found that compared to public sector banks, private banks and foreign banks are good
service providers.
Dr. A. Subbaiah. S. Jay Kumar,' E - Banking - A new dimension of customer services of

commercial banks in India' (Aug 2009), has reviewed that banking services are delivered by
using technology. Banking done electronically is electronic banking. Customers need not
necessarily visit a bank to carry out their banking transaction and can meet their requirements
through the deliveries of E - Banking facilities. Due to the adoption of the E Banking cost of
reduction in the transaction, improvements in efficiency as well as it can win the trust of
customers.
J. VimalPriyan, B. SuriyaPrabha in their article "Financial inclusions: Banking scenario?

(March 2010) have reviewed the meaning, nature of financial inclusions in the banking sector.
They also said the banking industry has shown tremendous growth in volume and profit in the
last few decades. Despite making notable improvements in financial viability, profitability,
36
competitiveness these are concerns that yet banks have not been able to include vast segments
of population. The reason may change from country to country and so on. The strategy could
also may but all of our efforts are being made financial inclusion can truly shift the financial
conditions and standard of life of the poor and disadvantaged.
Singh S. (2004) empirically studies the appraisal of customer services of PSBs in terms of level
of customer service and satisfaction determined by brand, location and design, variety of
services, rates and changes, systems and procedures etc. The study concludes that staff
behaviour is very polite and services are provided even in the late hours. Study reveals that 62
percent respondents answer that immediate credit is not given for outstation cheques, 93
percent feel that they do not hold periodical meetings and services are not provided according
to the given schedules. It concludes that services of private sector banks are better than the
services of public sector banks.
Velouston and Cleopatra (2004) in their study have analyzed the relative role of certain
drivers of bank loyalty. Their study shows the links between image, perceived quality
satisfaction, commitment and loyalty in Greek retail banking. The result of the study is that the
image has a positive impact on perceived quality and satisfaction. The key factor that leads to
loyalty is the personalization in providing services to customers which help to increase
customer satisfaction.
Ramola (2005) in his article states that Indian banking industry can reach international level
only through the growth of retail banking. For the growth of retail banking, innovative products
which satisfy the needs of the individuals are required. Such products can be developed through
market research. Besides, new regulations are required to reduce NPA in retail sector.
RudraSenSarma (2005) makes a study on “The cost and profit efficiency of Indian banks
during 1986-2003”. During this period the cost efficiency of the banks improved but the profit
efficiency decreased. Compared to foreign banks, domestic banks are found to be more
efficient in terms of cost and profit.
VanniaRajan. T. and Vikramin P. (2006) in their article, focused the link between customers’
satisfaction and organizational performance. The study identified the positive impact of
customer satisfaction on service quality of banks resulting in its net profit. The significant
impact on net profit was created by the customers’ satisfaction on the service quality factors,
namely, Empathy, Assurance and Tangibles. The study suggested that the suitable strategies to
37
increase the profit among the banks were creating, maintaining and enhancing appropriate
service quality to the customers.
DhandapaniAlagiri’s (2007) article “Retail banking: challenges” is on the retail banking in

India with increased consumer spending and increased challenges in the form of competition
and technology up-gradation. He concludes that the most important issues for the new
generation customers are product innovation and competitive packaging services. Retail
banking increased the uses of the mobile phones and e-banking facilities for quick service. As
a result, the security and confidentiality have become very difficult to maintain. This has
become a major problem for the banks in India. Another result of the study is that credit
delivery mechanism has been improved considerably with the advent of technological
advances.
Molina, Martin-Consuegra and Esteban (2007) have made a study on “The impact of
relational benefits on customer satisfaction in Spanish retail banking”. It is an empirical study
using a sample of customers regarding the relationship between relational benefits and
customer satisfaction. Their study shows that confidence benefits have a direct, positive effect
on the satisfaction level of customers with their bank.
Uppal R.K (2008) stated that financial sector reforms in India, of which banking sector reforms
constituted an integral part, stressed liberalization of markets, privatization of ownership and
globalization of the economy. Retail banking is the complete spectrum of the consumer’s
evolving needs and requirements including payment of utility bills, electricity, telephone
mobile phone bills insurance premiums on due dated, remittance of funds, demitting of shares,
bonds, debentures and mutual funds, payment of credit cards bills, filing of income tax returns
and payment of income tax returns.
38
CHAPTER 4 DATA ANALYSIS AND INTERPRETATION
4.1 Primary data
1. Gender
1. Male
2. Female
3. Others
Table no. 4.1
Gender frequency Percentage

Male 43 51.2%
Female 41 48.45%
Others 0 0%
Figure no.4.1
Interpretation:
The respondents of the study of different gender which include male, female. The percentage
of respondents for respective gender are Male-51.2% and Female-48.45%
39
2. Age:
1. 20-40
2. 40-60
3. 60-80
4. 80 above
Table no. 4.2
Age frequency Percentage

20-40 47 56%
40-60 31 36.9%
60-80 6 7.1%
80 above 0 0%
Figure no.4.2
Interpretation;
The respondents of the study are between the age group of 20-40, 40-60, and 60-80, 80-above.
The percentage of the respondents of respective age group are 20-40 is 56%, 40-60 is 36%, and
60-80 is 7%, 80-aboveis 0.
40
3. Qualification
1. Under graduation
2. Graduation
3. Post-graduation
4. Others
Table no.4.3
Qualification frequency Percentage

Under graduation 30 35.7%
Graduation 18 21.4%
Post-graduation 27 32.1%
others 9 10.7%
Figure no.4.3
Interpretation:
The respondents of the study are between the education group are Under Graduate, Graduate,
Post Graduate, and others. The percentage of the respondents of respective education group are
Under Graduate is35.7%, Graduate is 21.4%, Post Graduate is 32.1%, and others is 10%.
41
4. Occupation:
1. Employee
2. Self-employee
3. Housewife/unemployed
4. Profession
Table no.4.4
Occupation frequency Percentage

Employee 25 29.8%
Self-employee 32 38.1%
Housewife/unemployed 15 17.9%
Profession 12 14.3
Figure no. 4.4
Interpretation:
The respondents of the study are between the occupation group are Employee, Self - employed,
Housewife\unemployed and Profession. The percentage of the respondents of respective
occupation group Employee is 29.8%, self -employed is 38.1%, Housewife\unemployed is
17.9% and Profession is 14.3%.
42
5. Annual income
1. Less than 30000
2. Less than 50000
3. Less than 80000
4. More than 80000
Table no.4.5
Annual income frequency Percentage

Less than 30000 21 25.3%
Less than 50000 29 34.9%
Less than 80000 20 24.1%
More than 80000 13 15.7%
Figure no. 4.5
Interpretation:
The respondents of the study are between the annual income group Less than 30000, Less than
50000, Less than 80000 and more than 80000. The percentage of the respondents of respective
annual income group Less than 30000 is 25.3%, Less than 50000 is 34.9%, Less than 80000 is
24.1% and more than 80000 is 24.1%.
43
6. Does training helps to improve employee-employer relationship?
1. Yes
2. No
Table no.4.6
frequency Percentage
Yes 54 63.9%
No 30 36.1%
Figure no.4.6
Interpretation:
The result of the study shows about training helps to improve employee -employer relationship.
The percentage of the respondents of respective are yes 63.9% and No is 36.15%.
44
7. How often the training program are conducted inn your organization?
1. Every month
2. Every quarter
3. Half yearly
4. Once a year
Table no. 4.7
Every month 16 19%
Every quarter 40 47.6%
Half yearly 16 19%
Once a year 12 14.3%
Figure no. 4.7
Interpretation:
The result of the study shows about training program are conducted in your organization. The
percentage of the respondents of respective are every month is 19%, every quarter is 47.6%,
half yearly is 19%, and once a year is 14.3%.
45
8. What kind of training methods does the organization provides to train the employees?
1. On the job training method

2. Off the job training method
3. Audio visuals
4. Lectures
5. All the above
Table no.4.8
On the job training method 30 35.7%
Off the job training method 25 29.8%
Audio visuals 16 19%
Lectures 7 8.4%
All the above 6 7.1%
Figure no.4.8
Interpretation:
The result of the study shows about training methods does the organization provide to train the
employees. The percentage of the respondents of respective are on the job training method is
35.7%. Off the job training method is 29.8%. Audio visuals is 19% and all of above is 7.1%
46
9. Does training helps to increase the motivation level of employees?
1. Yes
2. No
Table no.4.9
Yes 57 67.5%
No 27 32.5%
Figure no.4.9
Interpretation:
The result of the study shows about training helps to increase the motivation level of
employees. The percentage of the respondents of respective are yes is 67.5% and No is 32.5%.
47
10 Does training enables employees more production?
1. Yes
2. No
Table no.4.10
Yes 52 61.9%
No 32 38.1%
Figure no. 4.10
Interpretation:
The result of the study shows about training enables employees more production. The
percentage of the respondents of respective are yes is 61.9% and No is 38.1%.
48
11. Does the training program enable the employees to be accountable and author in making
decision?
1. Yes
2. No
Table no.4.11
Yes 44 52.4%
No 40 47.6%
Figure no. 4.11
Interpretation:
The result of the study shows about training program enable the employees to be accountable
and author in making decision. The percentage of the respondents of respective are yes is 52.4%
and No is 47.6%.
49
12. Does the training course include the special challenges faced by manger or officer?
1. Yes
2. No
Table no.4.12
Yes 40 47.6%
No 44 52.4%
Figure no.4.12
Interpretation:
The result of the study shows about training course include the special challenges faced by
manager or officer. The percentage of the respondents of respective are yes is 47.6% and No
is 52.4%.
50
13. Does training and development helps the organization to maintain employee rate?
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Table no.4.13
Strongly disagree 29 34.5%
Disagree 33 39.3%
Neutral 0 0%
Agree 15 17.9%
Figure no. 4.13
Interpretation:
The result of the study shows about training and development helps the organization to
maintain employee rate. The percentage of the respondents of respective are Strongly Agree is
34.5%, Agree is 39.3%, strongly disagree is 17.9 %, disagree is 8.3%.
51
14. Does training and development team work and leadership skills?
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Table no. 4.14
Strongly disagree 37 44%
Disagree 26 31%
Neutral 0 0%
Agree 15 17.9%
Figure no. 4.14
Interpretation:
The result of the study shows about training and development team work and leadership skills.
The percentage of the respondents of respective are Strongly Agree is 44%, Agree is 31%,
strongly disagree is 17.9 %, disagree is 7.1%.
52
15. Are special skills important?
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Table no. 4.15
Disagree 33 39.8%
Neutral 0 0%
Agree 23 27.7%
Figure no.4.15
Interpretation:
The result of the study shows about Are special skills important. The percentage of the
respondents of respective are Strongly Agree is 26.5%, Agree is 39.8%, strongly disagree is
27.7 %, disagree is 6%
53
16. Is job training instruction being important?
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Table no. 4.16
Disagree 26 31%
Neutral 0 0%
Agree 19 22.6%
Figure no. 4.16
Interpretation:
The result of the study shows about job training instruction being important. The percentage of
the respondents of respective are Strongly Agree is 39.3%, Agree is 31%, strongly disagree is
22.6%, disagree is 7.1%.
54
17. Is creative technical and professional education being important?
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Table no. 4.17
Disagree 20 23.8%
Neutral 0 0%
Agree 17 20.2%
Figure no.4.17
Interpretation:
The result of the study shows about creative technical and professional education being
important. The percentage of the respondents of respective are Strongly Agree is 51.2%, Agree
is 23.8%, strongly disagree is 20.2%, disagree is 0%.
55
18. Is technology required for better training?
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Table no. 4.18
Disagree 23 27.4%
Neutral 0 0%
Agree 10 11.9%
Figure no. 4.18
Interpretation:
The result of the study shows about technology required for better training. The percentage of
the respondents of respective are Strongly Agree is 50%, Agree is 27.4%, strongly disagree
is11.9%, disagree is 10.7%.
56
19. Do you think training is compulsory for employees?
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
Table no. 4.19
Disagree 27 32.1%
Neutral 0 0%
Agree 10 11.9%
Figure no.4.19
Interpretation:
The result of the study shows about training is compulsory for employee. The percentage of
the respondents of respective are Strongly Agree is 44%, Agree is 32.1%, strongly disagree is
11.9%, disagree is 11.9%.
57
4.2Secondary data analysis
SWOT Analysis of Bank of Baroda focuses on Strengths, weaknesses, opportunities, and

threats. Strength and Weakness are the internal factors and Opportunities and Threats are the
external factors that influence the SWOT Analysis of Bank of Baroda.
Bank of Baroda (BOB) is a public sector financial institution providing facilities such as
personal banking, commercial banking, corporate banking, SME, etc. Bank of Baroda operates
mainly in India. Baroda Bank has its registered office at Baroda, Gujarat. The government of
India has merged Bank of Baroda, Vijaya Bank and Dena Bank in the year 2018. Bank of
Baroda has 107 international branches in 27 Countries. Bank of Baroda was established by
Salami Rao Gaekwad III in the year 1908.
Strengths in the SWOT Analysis of Bank of Baroda – Bank of Baroda

SWOT Analysis
1. Complete Banking Products Portfolio: Bank of Baroda has a wide range of banking
services and financial instruments available for its customers.
2. Wide Branch Network: Bank of Baroda, the second-largest bank in India, has a
diversified branch network mix that sustains low-cost capital mobilization. Bank of
Baroda has over 9482 branches throughout the country and has also reached rural India
with over 1964 branches in rural India. Bank of Baroda has 13193 ATMs.
3. Salary Account of Government Employees: Most of the government employees are
having salary account in the Bank of Baroda.
4. Strong Capital Position: Bank of Baroda held a strong capital adequacy ratio (CAR) of
13.45 percent as of 31 March 2019. Bank of Baroda has a business of 218 billion US
Dollars.
5. Large Customer Base: Bank of Baroda has a customer base of 131 million.
6. Merger: Government has merged Bank of Baroda, Vijaya Bank, and Dena Bank. Bank
of Baroda is now the third-largest lender in the country.
7. Interest Rates: Interest rates are less as compared to private sector banks.
58
Weaknesses in the SWOT Analysis of Bank of Baroda – Bank of Baroda
SWOT Analysis
1. NPA: The NPA of Bank of Baroda is increasing year by year. In the year 2019, it was
15610 Crores and in the year 2020, it was 21577 Crores rupees. The bank is not able to
decrease this NPA.
2. Less Presence in International Markets: Bank of Baroda has business in 27 countries
but the bank is primarily focused on its Indian market. BOB’s must increase their
services in international markets to increase its profits.
3. Forex Fraud: A number of employees have been caught in Forex Scam over the years.
Even the RBI penalized the Bank of Baroda for a forex fraud of almost 6000 Crores.
Likewise, there have been other scams concerning bank employees.
4. Less Brand Value: Government banks are known to advertise even less and only on the
basis of the available budget. As a consequence, the bank has very poor brand value
relative to private banks. In terms of the Government Banks, the Central Bank of India
and other subsidiaries of the State Bank, as well as the Bank of India, has higher brand
equity.
5. Limited market share growth due to intense competition
6. International presence of Bank of Baroda is limited as compared to global banks
Opportunities in the SWOT Analysis of Bank of Baroda – Bank of

Baroda SWOT Analysis
1. Bancassurance: Most of the banks are promoting products offered by one or the other
insurance companies. Bank of Baroda has entered into a joint venture with Andhra
Banks and the UK-based firm and promoting products of India First Life Insurance.
This bancassurance model may have long-term results for the Bank of Baroda.
2. UPI / Payment Bank: New banking products like UPI Payment Wallets are also a great
opportunity for the bank. Bank can launch its UPI Payment app like Paytm or PhonePe.
3. Development of Loan Market: Due to developing infrastructure Bank of Baroda can
provide loans at less interest rates to potential customers.
4. Business / Personal Loan: The business and personal loan segment can be a great
opportunity for Bank of Baroda.
5. International branches of Bank of Baroda give scope to expand in other economies
59
6. Expansion in the rural areas to include the unbanked and under banked
7. Bank of Baroda Caps can contribute more to the revenues
8. Capturing the youth with internet services and apps.
Threats in the SWOT Analysis of Bank of Baroda – Bank of Baroda SWOT

Analysis
1. High competition: There are many national and international players in Banking
Industry. Due to intense competition business of Bank of Baroda is affected and this
can be a major threat to the bank.
2. Online Lending: Online Loans offered by various NBFC and Private Banks can be a
major threat to the Personal Loan department of Bank of Baroda.
3. Private Banks: Private Banks are a big rival to government banks because of the
facilities offered and because of the strong functionality of private banks over
government banks.
4. Payment Wallets: Payment Wallets can also affect the business of Banks. This can be
a major threat to Bank of Baroda and other government sector banks.
5. New banking licenses by RBI can affect operations
6. Foreign banks investing in huge numbers can reduce market share of Bank of Baroda
7. Online facilities are vulnerable to data leaks and loss of confidential information
60
4.3Finding of study
1. There is a positive relationship between training and development and a strong positive
impact on employee performance and productivity.
2. Respondents across the private banking sector studied in Mumbai have strongly agreed that
the various training methods and developments are beneficial not only to them but also to
the organization.
3. The benefits are obvious if the training programs and development plans suit the trainees,
job descriptions, directors and supervisors and their various levels of education and
background and align with the aims and objectives of the organizations.
4. So investing in training and development is a must for any organization, which will
certainly achieve expectations in investing in the training and development of its
employees.
5. Return forms include: Long-term increase in productivity and quality as a result of
potentially less error.
6. Also, effective development programs allow the organization to maintain a workforce that
companies can leave or replace with workers who have moved to other areas.
7. Individual-level employees are encouraged to do individual-assessments, where they are
expected to identify their opportunities and improvement needs.
8. It is considered from this study that positive impact of training is so obvious but some
employers do not seem to engage as much in this important activity as desirable.
9. They fear that educating employees will cause them to ask for higher wages, and/or to leave
their current employer if their demands are not met.
10. Some employers think that training employees will might encourage them to criticize
decisions made by the management.
61
CHAPTER 5 CONCLUSION & SUGGESTION.
5.1 CONCLUSION.
1. Bank of Baroda is an Indian state-owned international banking and financial services firm.
It is India’s second-largest bank, after the State Bank of India. It has been a nearly century-
long and dramatic voyage across 21 countries.
2. It’s a narrative of vision, ambition, financial prudence, and corporate governance that began
in 1908 with a tiny building in Baroda and continues today with the new hi-rise and hi-tech
Baroda Corporate Centre in Mumbai.
3. We hope that this government bank will grab the opportunities and minimize the threats to
become the largest bank of India in the coming years. The SWOT analysis Bank of Baroda
performed aided in the formulation of key recommendations, such as establishing a new
idea and adhering to current performance indicators.
4. Training and development is a vibrant process where continues amendment are important
to make it appropriate and useful. In this context the establishment ministry maintains a
policy to design, develop organize and import training to meet the expectation and need of
the employees.
5. Field administrator has close relation with training because of its constant need & wide
application.
6. To meet the day to day work performance and to face the field realities Training &
development has a greed impact and role to play. In time of national disasters like drought,
floods industries accidents the field officials have to face a very hard reality where they
need official type of training.
7. Without proper training internal office management and external field work would not have
been possible to complete in right manner.
62
5.2 SUGGESTION
1. According to this research work type and work load of training has significant impact on
the employee job satisfaction in the software organizations.
2. When considering the affected factors of job satisfaction, software company management
has to consider work schedules and task assignments of the employees and freedom in
giving tasks so that it assigns proper responsibility to them about their allocated task which
increases their job satisfaction.
3. On the other hand, management should consider employee participation in the task and
decision-making process which helps to increase the productivity of the task.
4. Also, management should allow them to bring up their innovative ideas and recognize their
contribution to the organization.
5. While they consider employee contribution and participation, management should also
consider their compensation and remuneration requirements and provide them accordingly.
6. However, a few are not satisfied with the quality of in- house training.
7. Some of the employees are not satisfied with the productivity improvement programs and
are not willing to adopt new technologies concurrently.
8. Organizations to take appropriate actions to strengthen their HR functions and make it work
to create more effective, efficient and sustainable organizations working for the betterment
of the society.
9. Funding agencies need to be more sensitive about the significance of budget allocation for
developing human resources in the implementing organizations.
10. It also requires stronger persuasion by development sector.
63
CHAPTER 6 : BIBLIOGRAPHY
1. Anthony T. Allred and H. Lon Addams, (2000)

2. Mini Joseph's (2001)
3. P. D. Jerome (2002) who studied "The trends and issues of bank credit in
Kerala" finds
4. SuitChakravarti (2003)
5. Sandip Ghosh Hajra, Dr.Kailash. B.L. Srivastava in their article "Impact of
service quality on customer satisfaction, loyalty and commitment in the Indian
Banking sector", (May 2010)
6. Mrs Syamala Gopinath in her speech on the subject, "Bank relationship with the
customers - evolving perspectives", (April 2008)
7. M. D. Mallya in his speech on the subject, "Role of technology in enhancing quality
of customer services in banks", (June 2009),
8. Gayatri. Balakrishnan. R. in her research study under the title "Customer
awareness about the Banking services", (May 2010),
9. Anubhav Anand Mishra, "Factors affecting customer satisfaction and their
relative importance in the retail banking sector: An empirical study”, (March 2010),
10. Raman Nair in his article, "Financial services by commercial banks in Kerala",
(June 2006)
11. Sathy. Swaroop Debashish, in his study under the heading "Service quality in
commercial Banks: A comparative analysis of selected banks in Delhi", (May 2009)
12. Dr. A. Subbaiah. S. Jay Kumar,' E - Banking - A new dimension of customer
services of commercial banks in India' (Aug 2009),
13. J. VimalPriyan, B. SuriyaPrabha in their article "Financial inclusions: Banking
scenario? (March 2010)
14. Singh S. (2004)
15. Velouston and Cleopatra (2004) in their study have analysed the relative role of
certain drivers of bank loyalty.
16. Ramola (2005
17. RudraSenSarma (2005) makes a study on “The cost and profit efficiency of Indian
banks during 1986-2003”
18. VanniaRajan. T. and Vikramin P. (2006) in their article, focused the link between
customers’ satisfaction and organizational performance.
64
19. DhandapaniAlagiri’s (2007) article “Retail banking: challenges”
20. Molina, Martin-Consuegra and Esteban (2007) have made a study on “The
impact of relational benefits on customer satisfaction in Spanish retail banking”
21. Michael k salami Money and Banking What Everyone Should Know Course Guide
Book.
22. Santiago Moreno-Bromberg, Jean-Charles Rochet Continuous-Time Models in
Corporate Finance, Banking, and Insurance. A User's Guide
23. Thomas F. Cargill. The Financial System, Financial Regulation and Central Bank
Policy
24. Adrian Docherty, Franck Viort. Better Banking Understanding and Addressing
the Failures in Risk Management, Governance and Regulation
25. George J. Benston. The Separation of Commercial and Investment Banking the
Glass-Steagall Act Revisited and Reconsidered
WEBSITE
1. WWW.LAWYERSNJURISTS.COM
2. WWW.IJARCRSMS.COM
3. WWW.GLOBALBIZRESEAECH
4. WWW.CITESEERX.IST.PSU.EDU
5. WWW.MORNINGBREW.COM
6. WWW.GSDCOUNCIL.ORG
7. HTTP://INSIGHHTS.HARVARDBUSINESS.ORG
8. HTTP://TRANINGINDUSTRY.COM
65
Figure 1
Figure 2
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Figure 3
Figure 4
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Figure 5
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Impact of Training and Development on Employee Performance at Bank of Baroda

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“IMPACT OF TRAINING AND DEVELOPMENT OF BANK OF

University of Mumbai for partial completion of the Degree of

Bachelor of Commerce (Banking and Insurance)

Under the Faculty of Commerce

NEHA RAJESH JAIN

Under the Guidance of

DR. AASHISH JANI

SMT. MITHIBAI MOTIRAM KUNDNANI COLLEGE OF

COMMERCE AND ECONOMICS BANDRA (WEST)

[Adv. Nari Gurushani Road, T.P.S 111, Bandra (W) Mumbai-50]

Signature of Name and Signature of Guiding Teacher

External Examiner. Dr. Aashish Jani

Name and Signature of learner

NEHA RAJESH JAIN

Name and Signature of guiding teacher

DR. AASHISH JANI

SR.NO TITLE PAGE NO.

IV DATA ANALYSIS, INTERPRETATION AND 39 TO 61

4.1 Primary Data

Sr.no Title Page no

Sr.no Title Page no

6 Improve employee-employer relationship 44

10 Training employee production 48

11 Challenges faced by manager 49

12 Maintain employee rate 50

16 Creative technical and professional 54

18 Compulsory for employees 56

Development: Employee Development Programs are designed to meet specific objectives,

These includes reviewing organizational objectives, evaluating the organization’s current

Definitions of Training and Development

According to the Michel Armstrong, “Training is systematic development of the knowledge,

Differences between Training and Development-

Employee training is different from management development or executive development.

Training is a learning experience in that it seeks a relatively permanent change in individual

Training & Development need = Standard performance - Actual performance.

Training refers to the process of imparting specific skills.

Development refers to the learning opportunities

Designed to help employees grow.

Education is theoretical learning in classroom.

Employees refuse to changes

They have prior commitments

And information needed to change attitudes may not be sufficient

The bank has 107 branches/offices in 24 countries (excluding India) including 61

The tagline of Bank of Baroda is "India's International Bank".

In addition to manager reviews, we offer employees a variety of opportunities to truly take

It requires an integrated approach that addresses multidimensional aspects of employees

Motivating the workforce

Work life Balance Factor

Bridging the Demand Supply Gap

On the job training

4. Problem-solving conferences: Conferences are called to solve a specific problem being

5. Mentoring: Mentoring assigns a guide or knowledgeable person higher-ups in the

7. Apprenticeships: This refers to the training provided by working under an experienced

Off the job training

2. College or University degree certificate programs: Specialized degree and certification

3. Advanced management programs: Some universities offer in residence programs of two

4. Correspondence schools: If individuals can practice rigorous self-discipline, home

1. Increased productivity and performance

2. Uniformity of work processes

5. Promoting from within

6. Improved organizational structure

8. Improved knowledge of policies and goals

9. Improved customer valuation