TABLE OF CONTENTS

SL NO. TITLE PAGE NO.

1 LIST OF TABLES

2 LIST OF CHARTS

3 CHAPTER-1 INTRODUCTION

4 CHAPTER-2 REVIEW OF LITERATURE

5 CHAPTER-3 THEORETICAL
FRAMEWORK

6 CHAPTER-4 DATA ANALYSIS &

INTERPRETATION

7 CHAPTER-5 FINDINGS, SUGGESTIONS

& CONCLUSION

8 BIBLIOGRAPHY

9 APPENDIX
 LIST OF TABLES

TABLE TABLE TITLE PAGE

NO. NO

4.1 Classification of respondents on the basis of age

4.2 Classification of respondents on the basis gender

4.3 Classification of respondents on the basis of marital

status

4.4 Training method received by employees

4.5 Duration of training program

4.6 Various type of training satisfaction level

4.7 Induction training contains all the necessary contents

which are required to employees

4.8 Induction training is given adequate importance

4.9 Training programs are well planned

4.10 Employees acquired practical knowledge and skill

through training

4.11 The induction training is the foundation up on which

employees will determine whether or not to work with
this organization
4.12 Aware of employee career path in this field

4.13 Employees participate in determining the training needs

4.14 Opportunity at work to learn and growth in this bank

4.15 High degree of technical knowledge for your job

4.16 Training is needed for employees

4.17 Training and development stabilize the organization

4.18 Training and development help employees in promotion

and other monetary benefit

4.19 Training and development reduce the stress level of

employees

4.20 Training and development satisfy the ego of employees

4.21 To what extent you got training according to your job

profile

4.22 Training helps in increasing employee productivity

4.23 Continuous evaluation of training provided

4.24 Training and development enhance the quality of

services being performed by employees

4.25 Level of satisfaction among employees regarding

overall training and development

4.26 Competency level of employees increases due to

training and development

4.27 Training and development enhance the performance and

productivity of the employees as well as of the
organization.
 LIST OF CHARTS

CHART TITLE PAGE

NO. NO.
4.1 Classification of respondents on the basis of age

4.2 Classification of respondents on the basis gender

4.3 Classification of respondents on the basis of marital

status
4.4 Training method received by employees

4.5 Duration of training program

4.6 Various type of training satisfaction level

4.7 Induction training contains all the necessary
contents which are required to employees
4.8 Induction training is given adequate importance

4.9 Training programs are well planned

4.10 Employees acquired practical knowledge and skill

through training
4.11 The induction training is the foundation up on
which employees will determine whether or not to
work with this organization
4.12 Aware of employee career path in this field

4.13 Employees participate in determining the training

needs
4.14 Opportunity at work to learn and growth in this
bank
4.15 High degree of technical knowledge for your job

4.16 Training is needed for employees

4.17 Training and development stabilize the
organization
4.18 Training and development help employees in
promotion and other monetary benefit
4.19 Training and development reduce the stress level of
employees
4.20 Training and development satisfy the ego of
employees
4.21 To what extent you got training according to your
job profile
4.22 Training helps in increasing employee productivity

4.23 Continuous evaluation of training provided

4.24 Training and development enhance the quality of

services being performed by employees
4.25 Level of satisfaction among employees regarding
overall training and development
4.26 Competency level of employees increases due to
training and development
4.27 Training and development enhance the
performance and productivity of the employees as
well as of the organization.
 CHAPTER-1
INTRODUCTION
1.1 Introduction
Human resource management is of great importance to an organisation. people and
their active participation help an organisation survive and grow. Organisation various
functions are carried out through the coordinated efforts of its employees and
workers. Therefore, it is necessary to plan, acquire, develop, manage and retain a
satisfied workforce for the successful progress of any business. Human resource
management strategies include training and development. Training and development
are an attempt to improve an employee’s performance in an organisation by
increasing his or her knowledge and abilities through learning or altering attitudes.

In a business, training and development programmes are critical because they enable
employees to improve their performance. Many companies offer training programmes
to their employees in order to improve their productivity and skills, however some
workers are experiencing difficulties. The inability to comprehend technical details
and the lack of competence to do the task at hand, which is likewise the case, they
have no choice but to quit their employment for various reasons. Staff, on the other
hand, is expected to pick up new skills and participate in new activities. Their
responsibility in a constructive way to the development of the organisation, whereas
accomplished personnel can in a well-organized manner, deal with the key situations.

Training and development are an important part of any firm’s success, and it benefits
both the organisation and its personnel. If we look at it from the perspective of an
organisation, staff training is critical to its success and promotion, in which an
employee’s perspective on training activities is critical to their advancement.
Workers’ training and development as they go through their careers.

In the banking sector training is most important part of banks because it’s a service
industry and their employees represent to quality and value of the bank’s service, so it
is necessary for employees to have great knowledge and productive performance.
Therefore, employee’s quality and skills are Develop through the training and
developments program

1.2 Statement of problem

Training and development, it’s an important factor of any organization success. and
it's benefits both the organization and its personnel. It allows employees to improve
their abilities in order to improve their organisational performance. Training and
development programmes are useful because they offer value to employees, reduce
attrition, boost job retention, and improve the bank’s market share and profitability. In
order to fulfil their duties effectively, new hires require induction training. The
purpose of this study is to determine the level of efficacy of T&D in a public bank
which will influence the employee’s motivation and leading to overall performance of
employee and organization. in this study focused on effectiveness of training and
development of bank employees.

1.3 Objective of the study

• To identity the different types of training given to the employees

• To examine the effectiveness of Training and Development programmes among
bank employees.

• To analysis the demographic variables and profile of employes.

• To examine the correlation between Training and developments of employees.

• To analysis the performance of employee after training.

1.4 Scope and significance of study

The study attempts to understand the effectiveness of training and development of
bank employees and how it helps the duties of employees

1.5 Methodology of the study

The methodology of the study is as follows :

1.5.1 Scope of study

The study is conducted among the employees of ESAF bank Thrissur

1.5.2 Nature of the study

The study adopted is analytical

1.5.3 Nature of data

The study requires both primary and secondary data.

1.5.4 Source of the study

The primary data have been collected by using questionnaires as a tool. It helps in
collection of primary data in a simple and understandable manner so as to fulfill the
prime and other objectives of the study and secondary data is collected from books,
articles, internet and other works of similar nature.
1.6 Method of sampling

Data is collected through google forms. Response collected from bank employees of
SBI

1.7 Sampling design

1.7.1 Nature of the population

Population of the study is bank employees of ESAF

1.7.2 Sample unit

The study is conducted among the 110 bank employees of ESAF

1.7.3 SAMPLING TECHNIQUE

Stratified sampling is used to collect data in such a way (google form Questioner

1.7.4 Tools For Analysis

Data is analyzed using some statistical tools for interpreting the raw data. These tools
will make raw data into processed data. The analysis is done based on data collected
from the respondents by using percentage analysis Tables and graphs are used for
presenting analysis

1.8 Limitation of the study

The research is restricted to aspects of human resource management, particularly

training and development. This research was conducted in SBI Banks. Thirty percent
of the banks were chosen. The number of participants was limited to 60 for the
collection of data.

1.9 Chapter Scheme

Chapter 1- Introduction
Chapter 2-Review of literature
Chapter 3-Conceptual review of literature
Chapter 4-Data analysis and interpretation
Chapter 5- Findings, suggestions and conclusions
 CHAPTER-2
LITERATURE REVIEW
Sunil Das B (2018) Analyze the training and development of bank employees. The
study discloses to identify the training policies and objectives followed by the banks
and to ascertaining the training areas and the adequacy of the training infrastructural
facilities in banks. The study is based on secondary source of data. The study
concluded that the importance of training and development of employees in direct
increase in the profitability of organizations and the development of the countries.

Maninder Kaur (2016) conducted an empirical study on effectiveness of training

programs among women employees in public and private sector banks. The study is
an attempt to understand and compare the patterns of participation of women in
private and public banks and it also measure the effectiveness of training programs
and growth of the banks. The study is based on primary data collected from various
private and public sector banks in Delhi. Data is collected through questionnaire filled
by the bank employees. The research opined that an employee who are trained
regularly are well motivated and have enhanced confidence, self-esteem, knowledge
and skill.

Dr. S Shahul Hameed, J Rajinikanth and P Mohan raj (2014) conduct a

conceptual study on training and development programs of bank employees. The
study aimed that to know the opinion on training and development programs of bank
employees in Nagai district. In his study extensive use of both primary and secondary
data were made. For collecting the primary data, field survey technique was employed
in the study. The result from the training feedback are used by the person receiving
them to plan their next level of training and development. These results are also used
by the banks for making promotional decision too. The training system in banking
industry has been changed to create a smarter workforce and yield the best results.

Kavita rani, Diksha Garg (2014) explored a study on training and development in
public sector banks. The objective of study is to examine the effectiveness of training
and development programs bank for their employees and how it helps the fulfillment
of their duties. Data is collected through questionnaire filled by the bank employees.
The findings of the study suggest that training and development is inevitable and
unavoidable in any sector.

Dr. Rashmi Srinivas, Goutham N S, Sweda J conducted an empirical study on

effectiveness of training and development in a private bank. The main objective of the
study to analyze the effectiveness of training and development on employees in
private bank located in Bengaluru city, Karnataka. The study is based on primary data
collected through questionnaire filled by the bank employees. Conclusively, the
results of the research study will pave way for organizations to explore the impact the
T&D and its effectiveness to improve organizational Performance as well to boost
customer service.

Dr. Dhanonjoy kumar and Humaira Siddika(2017) conduct a study on benefits of

training and development program on employees performance with special reference
to banking sector in Bangladesh. This study aims to investigate the significance of
training along with the development program and its benefits to employees and
organization. The sample has taken from the Kushtia and Jhenaidah district followed
by stratified random sampling. This study found that training and development
program increase the skill, ability and intellectuality of the bank employees.

Rama Devi V and Phanindra R (2014) studied employees’ perception of

effectiveness of training and development in private sector banks in Andhra Pradesh.
The objective of study is how the effective training and development in turn increase
productivity that justifies the investment in training and development. The data is
collected from the sample respondents using a structured questionnaire. The data is
analyzed using chi-square test and correlation. The results revealed that effectiveness
of training and development system in private sector banks increase with training
motivation, good training design, training implementation, effective learning and
transfer of learning to workplace.

Dr. T Chellammal (2019) conduct study on impact of training and development on

performance of select bank employees with particular reference to Thoothukudi. The
main objective of the study the impact of training and development practices on the
employee performance in the banking sector. The study adopts both primary and
secondary data. This study found that proper training and development programs may
increase the high morale of the employees

Dr Payal Goyal examined the impact of training and development of human resource
in banking sector. The study mainly focused to analyses impact of training on the
employee’s knowledge and performance and the role and need of training in banking
sector. The study concluded that the actual and operative training programs are
essential in banking service sector for improve and better performance of employees
in current profession and prepare for further situation.
Nagaraju R K Sesaiah(2013) analyze the importance of training and development
among bank employees in India. This re-search examined the relationship between
staff training and job satisfaction among Indian banks employees with special
reference to the selected banks in SPSR Nellore district, Andhra Pradesh. Structured
questionnaire was used to collect data from eighty respondents through simple
random sampling method. The result of the study is that staff training has positive
significant relationship with hob satisfaction.

Aarati Chahal (2013) conduct a study of training need analysis-based training and
development and effect of training on performance by adopting development-based
strategy. This paper analyses the status of various need analysis-based training and
development practices in Punjab national bank and HDFC bank. The result of the
study is training in PNB &HDFC is average and there is a scope for improvement in
training

Jyoti (2017) analyze the impact of training and development with reference to
banking sector in India. The objective of this study to assess the role of HRM in
banking industry and to discusses the impact of training and development on the
employees of banking sector. The information about the problem is collected on the
basis of secondary data. It is concluded the growth of banking sector in India is the
result of skilled manpower which is the outcome of training and development

Ajit Jadav (2013) explore a study on training and development in Indian banks. The
objective of the study is to analyze effectiveness of training and development
programs for employees to discharge their duties and also study how to training and
development programs helps to achieve customer satisfaction. The information about
the problem is mainly based on primary and secondary data. The result of the study is
to training and development program increase the efficiency of employees and it will
lead to growth of banking sector

Ms Ritambhra Goswami, Dr Manoj Pandey, prof (Dr), Anil Vashisht (2017)

analyze training and development practices in public and private sector banking
sector. It is a comparative study between public and private banks. It is concluded that
as compared to the public banking sector, private banking is more conscious to
provide training to their employees.

Ms Jaspreet Kaur (2016) analyze employees’ perception for training and

development practices in banking sector. The objective of the study is to identify the
training needs of the employees and objectives of the banks to impart training.
Moreover, the level of satisfaction of bank officials over the training and development
programs are also measured. It is concluded that training can work as an intrinsic
value enhancement tool for the employees which in turn will increase productivity
and profitability of the banks

REFERENCE

 Sunil Das B (2018), Training and development of bank employees,

International Journal for Research in Engineering Application and
Management [IJREAM]; VOL-04, issue-02 may 2018, ISSN:2454-9150
 Maninder Kaur (2016) empirical study on effectiveness of training programs;
Ushus J B mgt 15,2 (2016),1-22, ISSN 0975-3311
 Dr. S. Shahul Hameed, J Rajinikanth, P Mohan ray (2014),”A conceptual
study on Training and Development Programs of Bank Employees “,vol-
2,issue 5,may 2014,ISSN : 2321-7782(online ), available online
at:www.ijarcsms.com
 Kavita Rani, Diksha Garg (2014), A study on Training and Development in
public sector banks, international Journal of Management and Social Science
Research (IJMSSR), vol-3, no. 1, January 2024)
 Dr. Rashmi Srinivas, Goutham N S and Swedha J, empirical study on
effectiveness of training and development in a private bank, [ACADEMIA-
Accelerating the Worlds Research].
 Dr. Dhanjoy & Hummairra, Kumar, Benefits of training and development
program on employee’s performance, vol:5 (ISS. 12): Dec, 2017
 Rama Devi V and Phanindra R (2014),” Employees Perception of
effectiveness of training and development in private sector banks”, vol. 7(4)
April (2014)
 Dr. T Chellammal “A study on impact of training and development on
performance of select Bank employees with particular reference to
Thoothukudi. The International Journal of Analytical and Experimental Model
Analysis, ISSN NO:0886-9367, vol 9,issue 8,Aug/2019

 Dr. Payal Goyal “the impact of training and development of human resource
in banking sector” AIJRA vol -6, issue 2, www.ijcms2015.co, ISSN 2455-
5967
 Nagaraju R, K Sesaiah “importance of Training and Development among
Bank Employees in India”, international Journal of Scientific Engineering and
Technology Research, ISSN 2319-8885, vol-07, issue 07, july -2018
 Aarti Chahal “A study of training need analysis based training and
development :effect of training on performance by Adopting development
based strategy”, International Journal of Business and Management Invention,
www.ijbmi.org, vol-2,issue 4 April 2013.
 Jyoti “impact of Training and Development with reference to Banking sector
in India”, international Journal of Business Administration and Management,
ISSN 2278-3660, vol -7, November 1 2017
 Ajit Jadav, “A study on Training and Development in indian banks”,
management issues &options 95,2013
 MS Ritambhra Goswami, Dr Manoj Pandey, Prof (Dr) Anil Vashisht
(2017),Training and development practices in public and private sector banks
:comparative study, vol-3,issue -3 2017,IJARIIE-ISSN (0)-2395-4396
 MS Jaspreet kaur, employees perception for training and Development
practices in banking sector,Indian Journal of Commerce and Management
Studies, ISSN:2249-0310,EISSN:2229-5674,vol 3,issue 2,may 2012.
 CHAPTER-3
THEORETICAL FRAMEWORK
3.1 TRAINING AND DEVELOPMENT

Training is the formal and systematic modification of behavior through learning which
occurs as a result of education, instruction, development and planned experience. Any
training program’s goal is to offer new employees with teaching and experience to assist
them achieve the required level of performance in their jobs quickly and economically.
For the current employees, training will aid in the development of abilities to improve
their current job performance, and to gain new skills. According to Garry Dessler,
“Training is the process of teaching new employees the basic skills they need to perform
their jobs.”

Development on the other hand, helps the individual handle future responsibilities, with
less emphasis on Present job duties. It broadly refers to the nature and direction of
change induced in employees, through the process of training and educative process.
Development focuses on improving individual and group performance through a good
system within the business that focuses on the skills, technique, and content required to
reach the goal. Employee training that is both effective and efficient aids in the
development of skills and knowledge, which in turn helps a firm enhance its production,
resulting in overall growth.

Training is about understanding where you are now and where you hope to be with your
abilities in the future. People can learn new material, new methodologies, and refresh
their existing knowledge and abilities by attending training. As a result, there is
significant improvement and increased productivity at work. The goal of the training is
to make an impact that lasts beyond the duration of the training and to keep employees
informed about new developments. Individuals and organizations can benefit from
training that focuses on skill development.

3.2 TRAINING AND DEVELOPMENT IN BANK

Banks’ Training and Skill Development to meet the future challenges of rapid
technological advancement, increasing market competition, and stringent viability
norms implemented on a time-to-time basis, the banking sector in India is undergoing
rapid transformational growth on a year-to-year basis. As a result, all employees must
give their all to the best of their abilities. Training is an example of an HRD measure
that aids banks in meeting new difficulties. Banking employees must be thoroughly
trained in customer service, behavioral, and operational aspects of the organization. In
banks training requirements must be assessed on a regular basis using techniques such
as task analysis and performance analysis, which must be undertaken through surveys
or based on information provided by department heads, reports generated by 360-
degree feedback systems, and customer feedback. Large banks execute training
programs either through a dedicated Human Resource department with a full-time HR
team in charge of all of the bank’s training and development operations, or by
contracting external trainers who are coordinated by the bank’s HRD department.
Banks are increasingly cognizant of the need of staff training and development in order
to maintain a competitive edge in providing high-quality services to clients when
compared to their competitors. Previously, banks employed young college graduates as
apprentices, who received initial training in the form of an apprenticeship, on-the-job
training, or formal training in fundamental routine operations over a longer period of
time

3.3 TRAINING AND DEVELOPMENT PROGRAMMES IN SBI

SBI has more than four decades of experience in staff training. SBI has four prestigious
training institutes. In addition to this, the State Bank of India operates 45 state bank
learning centers around the country. The training is based on a thorough understanding
of both the domestic and international business and financial environments. The
primary goal of employee training was to improve job knowledge, skills, attitudes, and
aptitudes. The bank also strives to involve its employees or employees in decision-
making. Because of training programs, employees were much more conscious of the
critical need to serve customers efficiently and pleasantly.

3.4 NEEDS OF TRAINING AND DEVELOPMENT

 The working environment is always changing due to rapid changes in

technology and inventions, necessitating organizational up-gradation. 
 The emergence of multi-dimensional performance prospects, posing a challenge
for improved specialization.
 Legal standards and regulations are changing and reforming. 
 Increase the use of new ideas and innovation in service delivery. 
 Adding new programmers and policies to the mix.
 Elimination of compulsions
 Requirements for safety and security
 Manpower planning for the future in light of globalization.
  Recognize and respond to shifting social responsibilities and values.
 Improving morale, motivation, and accountability.
 Increased productivity and performance.
 Elimination of unattractiveness and obsolescence.
 Improving the working environment.
 Practicing manpower in preparation for future requirements.
 Associating the time interval between competence requirements and availability
of competence.
 The organization’s long-term viability and expansion.
 Management execution is being transformed.

3.5 METHODS OF TRAINING AND DEVELOPMENT

Training and development methods can be divided in to two groups as follows

 On the job training

 Off the job training

3.5.1 On the job methods

This is the most typical type of training, in which a student is assigned to a specific job
and taught the relevant skills and knowledge. The individual is taught by an experienced
supervisor or trainer. The trainee learns through doing and observing the job functions.
Employees are provided clear direction and instructions on how to accomplish their
jobs. He can clear up any misunderstandings and speak with the supervisor or trainees
about any element of the job. The individual is taught by an experienced supervisor or
trainer. The trainee learns through doing and observing the job functions. Employees
are provided clear direction and instructions on how to accomplish their jobs. He can
clear up any misunderstandings and speak with the supervisor or trainees about any
element of the job.

On the job training methods are as follows

Job rotation: Employees are moved from one job to another during job rotation. In a
short amount of time, the employee might gain firsthand expertise on a variety of
occupations. It enables employees to gain a better understanding of the firm’s many
operations and to form relationships with other individuals inside the organization. Job
rotation provides employees with the opportunity to develop a variety of skills. It allows
people to advance to higher positions more quickly. However, a major drawback of the
system is that it wastes too much time when people are regularly transferred from one
position to another. It is also costly, and the system may not produce the expected
outcomes.

Coaching: Training Procedures An experienced supervisor or coach provides face-to-

face education. It’s a never-ending learning process, with the supervisor providing daily
feedback. The supervisor clears up any misunderstandings, explains procedures, and
provides assistance to the employee. The position, as well as the delegates and decision-
making authority. When there are only a few trainees and they wish to learn a variety
of abilities for different vocations, coaching is a good option.

Internship Training: Employees may be assigned to a project for training purposes for
a limited time. By executing the work, the person gains firsthand knowledge of the
position. It is the learning and practicing process. It is widely used in India’s technical
and medical education domains. It is a costly strategy, but the employees gain a
thorough understanding of the subject as well as practical experience.

Job Instructions: Also known as step-by-step training, in which the trainer explains
how to perform the tasks to the trainee and corrects any errors.

3.5.2 Off the job methods

On-the-job training approaches have their own limitations, while off-the-job training
can be used to help employees develop more holistically. Off-the-job training methods
are those that are used to develop employees outside of the workplace.

Off the job methods are as follows

Vestibule Training: Training is provided at a separate training center attached to the

job in this way. It is a type of on-the-job training that takes place in vestibules. Before
they were inducted into their professions, banks and other organizations trained their
newly hired personnel at training centers.

Simulation: Simulators are training tools that put you in real-world scenarios. Video
presentations, case studies, mock drills, prototypes, role acting, and other simulation
methods are all used in this strategy. The ability to deliver instruction without using
actual equipment or tools is a significant advantage of this strategy. There is no risk of
equipment, machinery, or other property being damaged. There are no mishaps or
dangers associated with actual performance.
Role playing method: Participants are allocated roles in hypothetical settings using
this strategy. They must act out their roles by expressing behaviors, responses,
conciliation, and submission in accordance with the situation. It is an action-oriented
strategy that indicates their capacity to tackle a situation, as well as their talent,
leadership skills, and ability to face a situation. Participants may be requested to take
on the roles of supervisors, managers, trade union leaders, and so on. When group
behaviors are included, this strategy is appropriate for improving interpersonal skills.
It’s used when personnel have to deal with issues like conflict resolution, customer
service, and third-party negotiations, among other things.

Case study method: A case study is a written account of a narrative, an incident, a

company, or a circumstance. When an employee is at work and is confronted with a
circumstance, something similar may occur. It could be about a specific situation or
decision-making. The trainees must come up with alternative alternatives and choose
one. It aids in the development of employees’ analytical capabilities, reasoning abilities,
and problem-solving abilities. When employees are confronted with similar challenges
or situations in the real world, they can make proper decisions or take appropriate
action.

3.6 ADVANTAGES OF TRAINING

Benefits to the organization

 Trained employees can contribute to increase efficiency and productivity

 The quality of work improves, there is less defective or damaged products.
 Employees will be careful in using machines and tools and thereby, prevents
accidents, machine failures.
 There is elimination of wastage of materials, reduction in ideal time and
overtime.
 The supervision time can be reduced and thereby reducing overall cost
 Training helps to improve the competitive advantage of the organization in the
market plan

Benefits to Employees

 Training helps employees to acquire knowledge and skills and makes them
more efficient.
 Employees get more job satisfaction and motivation to work.
 Employees can get promotion and increase in salary and incentives
 Training develops organization culture and makes the employee more loyal to
the organization
 Safety and health of workers in BU and employees will be more satisfied on
their jobs and working conditions.
 CHAPTER -4
DATA INTERPRETATION AND
ANALYSIS
4.1 Age of respondent
Table 4.1

Classification of respondents on the basis of Age

Age No of Percentage
respondent
20 -30 34 31.1
31 -40 31 27.9
41 -50 34 31.1
51 -60 11 9.8
Total 110 100
(Source: Primary Data)

11

34

34

31

20 -30 31 -40 41 -50 51 -60

Fig4.1reveals the classification on the basis of age. Among 110 samples 31.1%
respondents are from the age category of 20 -30,27.9% respondents are from the
category of 31 -40,31.1% of respondents are from the age category of 41 -50, 9.8%
of respondents are from the age category of 51 -60.
4.2 Gender of respondent

Table 4.2

Classification of respondents on the basis of gender

Gender No of respondents Percentage

Male 65 59
Female 45 41
Total 110 100
(Source: Primary data)

No of respondents

45

65

Male Female

Fig4.2 reveals the classification on the basis of gender. Among 110 samples59% of
respondents are male, 41% of respondents are female.
4.3 Martial Status of respondent
Table 4.3

Classification of respondents on the basis of marital status

Marital Status No. of respondents Percentage (%)

Single 60 55

Married 50 45
Total 110 100

(Source: Primary Data)

No. of respondents

50

60

Single Married

Fig4.3 reveals the classification on the basis of marital status among 110 samples
55% of the respondents are married, 45% of the respondents are unmarried.
Classification of respondents on the basis of marital status.
4.4 Training method received by employees

Table 4.4

Training method received by employee

Particulars No. of respondents Percentage

On the job training 18 16.7

Off the job training 11 10

Both 81 73.3

Total 110 100

(source: Primary Data)

18

11

81

On the job training Off the job training Both

Fig4.4 reveals which training method received by employees. 73.3% respondence

received both on the job training method and on the job training method,16.7%
respondence received only on the job training method and 10% respondence received
off the job training method.
4.5 Duration of training program

Table 4.5

Duration of training program

Particulars No. of respondents Percentage

3 Months 13 11.7
6 Months 33 30
12 Months 64 58.3
Total 110 100

(source: primary data)

No. of respondents

13

33
64

3 Months 6 Months 12 Months

Fig4.5 reveals duration of training program provide by bank. Among 110samples

11.7% respondence received 3-month training,30% respondence received 6month
training and 58.3% respondence gets 12 -month training program.
4.6 Various types of training satisfaction level

Table 4.6

Various types of training satisfaction level

Types of training Very Low=2 Medium=3 High=4 Very

low =1 high=5
Induction training 6 5 7 9 34
Special training 4 2 6 10 38
Refresher training 1 3 6 7 43
Delegation training 1 5 4 11 39
(source: primary data)

34

Very low =1 Low=2 Medium=3 High=4 Very high=5

Fig4.6 reveals the various type of training satisfaction level. most of therespondence
satisfaction level is high Various types of training satisfaction level.
4.7 Induction training contains all the necessary contents which are
required to employees

Table 4.7

Induction training contains all the necessary contents which are required to
employees.
Particulars No. of respondents Percentage
Strongly Agree 80 73.3
Agree 13 11.7

Neutral 9 8.3
Disagree 2 1.7
Strongly Disagree 6 5
Total 110 100
(Source: Primary Data)

No. of respondents

6
2
9

13

80

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.7 reveals that induction training contains all the necessary contents that are
required to the employees are strongly agreed to 73.3% respondents, 11.7% of
respondents agreed, 8.3% of respondents are neutral, 1.7% of respondents disagree
and 5% of respondents strongly disagree. Induction training contains all the
necessary contents which are required toemployees.
4.8 Induction training is given adequate importance
Table 4.8

Induction training is given adequate importance

Particulars No. of respondents Percentage
Strongly Agree 49 45
Agree 24 21.7

Neutral 15 13.3
Disagree 4 3.3
Strongly Disagree 18 16.7
Total 110 100
(Source: Primary Data)

No. of respondents

18

49

15

24

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.8 reveals that the induction training is given adequate importance are
strongly agreed by 45% of the respondents, 21.7% respondents are agreed, 13.3%
respondents are neutral, 3.3% of respondents disagree and 16.7% of respondents
strongly disagree. Induction training is given adequate importance.
4.9 Training programs are well planned

Table 4.9

Training programs are well planned

Particulars No. of respondents Percentage
Strongly Agree 57 52.5
Agree 28 25.4

Neutral 7 6.8
Disagree 3 1.7
Strongly Disagree 15 13.6
Total 110 100
(Source Primary Data )

No. of respondents

15

57

28

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.9 reveals that training programs are well planned are Strongly agree by 52.5%
of the respondents, agree by 25.4% of the respondents, 6.8% of the respondents are
neutral,1.7% of the respondents disagree and 13.6% of the respondents strongly
disagree. Training programs are well planned
Employees acquired practical knowledge and skill through
training Table 4.10
Employees acquired practical knowledge and skill through training
Particulars No. of respondents Percentage
Strongly Agree 57 51.7
Agree 24 21.7

Neutral 9 8.3
Disagree 2 1.7
Strongly Disagree 18 16.7
Total 110 100
(Source: PrimaryData )

18

57

24

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.10 reveals that Employees acquired practical knowledge and skill through
training are Strongly agree by 51.7% of the respondents, agree by 21.7% of the
respondents, 8.3% of the respondents are neutral, 1.7% of the respondents disagree
and 16.7% of the respondents strongly disagree. Employees acquired practical
knowledge and skill through training Fig 4.10.
4.10 The induction training is the foundation up on which employees
will determine whether or not to work with this organization
Table 4.11

The induction training is the foundation up on which employees will determine

whether or not to work with this organization
Particulars No. of Respondents Percentage

Yes 70 63.8

No 19 17.2

Maybe 21 19

Total 110 100

(Source Primary Data )

No. of Respondents

21

19

70

Yes No Maybe

Fig4.10 reveals that the induction training is the foundation up on which you will
determine whether or not to work with this organization where 63.8% of the
respondents said yes, 17.2% of respondents said no and 19% of respondents said
maybe. The induction training is the foundation up on which employees will
determinewhether or not to work with this organization
4.11 Aware of employee’s career path in their field

Table 4.12

Aware of employee’s career path in their field

Particulars No. of Respondents Percentage

Yes 89 81.4

No 15 13.6

Maybe 6 5.1

Total 110 100

(Source:PrimaryData)

No. of Respondents

15

89

Yes No Maybe

Fig4.11 reveals that aware of employee’s career path in this field where 81.4% of
the respondents said yes, 13.6% of respondents said no and 5.1% of respondents said
maybe. Aware of your career path in this field.
4.13 Employees participate in determining the training needs

Table 4.13

Employees participate in determining the training needs

Particulars No. of respondents Percentage
Strongly Agree 54 50
Agree 18 16.7

Neutral 17 15
Disagree 4 3.3
Strongly 17 15
Disagree
Total 110 100
(Source: Primary
Data)

No. of respondents

17

54
17

18

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.13 reveals that employees participate in determining the training needs are
Strongly agree by 50% of the respondents, agree by 16.7% of the respondents, 15%
of the respondents are neutral, 3.3% of the respondents disagree and 15% of the
respondents strongly disagree. Employees participate in determining the training
needs
4.14 Employees participate in determining the training needs

Table 4.14

Opportunity at work to learn and growth in this bank.

Particulars No. of respondents Percentage
Strongly 58 55
Agree
Agree 19 16.7
Neutral 11 10
Disagree 3 1.7
Strongly Disagree 19 16.7
Total 110 100
(Source: Primary
Data)

No. of respondents

19

11
58

19

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.14 reveals that You have the opportunity at work to learn and growth in this
bank. are Strongly agree by 55% of the respondents, agree by 16.7% of the
respondents, 10% of the respondents are neutral, 1.7% of the respondents disagree
and 16.7% of the respondents strongly disagree. Opportunity at work to learn and
growth in this bank.
4.15 High degree of technical knowledge for your job
Table 4.15

High degree of technical knowledge for your job

Particulars No. of respondents Percentage
Strongly Agree 65 59.3
Agree 13 11.9

Neutral 9 8.5
Disagree 4 3.4
Strongly Disagree 19 16.9
Total 110 100
(Source: Primary
Data)

19

65

13

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.15 reveals that You have a high degree of technical knowledge for your job are
Strongly agree by 59.3% of the respondents, agree by 11.9% of the respondents,
8.5% of the respondents are neutral, 3.4% of the respondents disagree and 16.9% of
the respondents strongly disagree. High degree of technical knowledge for your job .
4.16 Training is needed for employees

Table 4.16

Training is needed for employees

Particulars No. of respondents Percentage
Strongly Agree 54 49.2
Agree 15 13.6

Neutral 8 6.8
Disagree 13 11.9
Strongly Disagree 20 18.6
Total 110 100
(Source: Primary
Data)

No. of respondents

20

13 54

15

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.16 reveals that more training is needed for employees which are Strongly
agree by 49.2% of the respondents, agree by 13.6% of the respondents, 6.8% of the
respondents are neutral, 11.9% of the respondents disagree and 18.6% of the
respondents strongly disagree. Training is needed for employees.
4.17 Training and development stabilize the organization

Table 4.17

Training and development stabilize the organization

Particulars No. of respondents Percentage

Strongly Agree 50 45.8
Agree 26 23.7

Neutral 11 10.2
Disagree 4 3.4
Strongly Disagree 19 16.9
Total 110 100
(Source:PrimaryData
)

No. of respondents

19

4
50

11

26

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.17 reveals that Training and development stabilize the organization and is
Strongly agree by 45.8% of the respondents, agree by 23.7% of the respondents,
10.2% of the respondents are neutral, 3.4% of the respondents disagree and 16.9% of
the respondents strongly disagree. Training and development stabilize the
organization
4.18 Training and development help employees in promotion and
other monetary benefits

Table 4.18

Training and development help employees in promotion and other monetary benefits
Particulars No. of respondents Percentage
Strongly Agree 50 48.3
Agree 28 25

Neutral 8 6.7
Disagree 5 3.3
Strongly Disagree 19 16.7
Total 110 100
(Source: Primary
Data)

No. of respondents

19

5
50
8

28

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.18 reveals that Training and development help employees in promotion and
other monetary benefits and is Strongly agree by 48.3% of the respondents, agree by
25% of the respondents, 6.7% of the respondents are neutral, 3.3% of the respondents
disagree and 16.7% of the respondents strongly disagree. Training and development
help employees in promotion and other monetary benefits.
4.19 Training and development reduce the stress level of employees

Table 4.19

Training and development reduce the stress level of employees

Particulars No. of respondents Percentage
Strongly Agree 46 44.1
Agree 25 22

Neutral 14 11.9
Disagree 5 3.4
Strongly Disagree 20 18.6
Total 110 100
(Source: Primary
Data)

No. of respondents

20

5 46

14

25

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.19 reveals that Training and development reduce the stress level of employees
and is Strongly agree by 44.1% of the respondents, agree by 22% of the respondents,
11.9% of the respondents are neutral, 3.4% of the respondents disagree and 18.6% of
the respondents strongly disagree. Training and development reduce the stress level
of employees
4.20 Training and development satisfy the ego of employees

Table 4.20

Training and development satisfy the ego of employees

Particulars No. of respondents Percentage
Strongly Agree 49 47.5
Agree 22 20.3

Neutral 13 10.2
Disagree 7 5.1
Strongly Disagree 19 16.9
Total 110 100
(Source: Primary
Data)

No. of respondents

19

7 49

13

22

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig4.20 reveals that Training and development satisfy the ego of employees and is
Strongly agree by 47.5% of the respondents, agree by 20.3% of the respondents,
10.2% of the respondents are neutral, 5.1% of the respondents disagree and 16.9% of
the respondents strongly disagree. Training and development satisfy the ego of
employees
4.21 To what extent you got training according to your job profile

Table 4.21

To what extent you got training according to your job profile

Particulars No. of respondents Percentage
Strongly Agree 57 53.3
Agree 15 13.3

Neutral 17 15
Disagree 8 6.7
Strongly Disagree 13 11.7
Total 110 100

No. of respondents

13

17 57

15

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 4.21 reveals that to what extent the respondents got training according to their
job profile and is Strongly agree by 53.3% of the respondents, agree by 13.3% of the
respondents, 15% of the respondents are neutral, 6.7% of the respondents disagree
and 11.7% of the respondents strongly disagree. To what extent you got training
according to your job profile.
4.22 Training helps in increasing employees’ productivity

Table 4.22

Training helps in increasing employees’ productivity

Particulars No. of respondents Percentage

Strongly Agree 58 52.5
Agree 27 25.4

Neutral 10 8.5
Disagree 0 0
Strongly Disagree 15 13.6
Total 110 100

No. of respondents

15
0

10

58

27

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 4.22
reveals that training helps in increasing employees’ productivity and is Strongly
agree by 52.5% of the respondents, agree by 25.4% of the respondents, 8.5% of
the respondents are neutral, 0% of the respondents disagree and 13.6% of the
respondents strongly disagree. Training helps in increasing employees’
productivity
4.23 continuous evaluation of training provided

Table 4.23

continuous evaluation of training provided

Particulars No. of respondents Percentage
Strongly Agree 44 40
Agree 24 23.3

Neutral 15 13.3
Disagree 8 6.7
Strongly Disagree 19 16.7
Total 110 100
(Source: Primary
Data)

No. of respondents

19

44 Strongly Agree
8
Agree
Neutral
Disagree
15 Strongly Disagree

24

Fig.23 reveals that there is any continuous evaluation of training provided and is
Strongly agree by 40% of the respondents, agree by 23.3% of the respondents,
13.3% of the respondents are neutral, 6.7% of the respondents disagree and 16.7% of
the respondents strongly disagree. Continuous evaluation of training provided
4.24 Training and development enhance the quality of service being
performed by employees

Table 4.24

Training and development enhance the quality of service being performed by

employees
Particulars No. of respondents Percentage
Strongly Agree 60 54.2
Agree 22 20.3
Neutral 9 8.5
Disagree 6 5.1
Strongly Disagree 13 11.9
Total 110 100
(Source: Primary
Data)

No. of respondents

13

60

22

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 4.24 reveals that Training and development enhance the quality of service being
performed by employees and is Strongly agree by 54.2% of the respondents, agree
by 20.3% of the respondents, 8.5% of the respondents are neutral, 5.1% of the
respondents disagree and 11.9% of the respondents strongly disagree. Training and
development enhance the quality of service being performed byemploye

4.25 Level of satisfaction among employees regarding overall

 Training and development

Table 4.25

Level of satisfaction among employees regarding overall training and development

Particulars No. of respondents Percentage
Very 52 45.8
Satisfied
Satisfied 37 35.6
Neutral 13 11.9
Dissatisfied 8 6.8
Very Dissatisfied 0 0
Total 110 100

No. of respondents
0

13

52

37

Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied

Fig4.25 reveals that Level of satisfaction among employees regarding overall

training and development and is very satisfied by 45.8% of the respondents, satisfied
by 35.6% of the respondents, 11.9% of the respondents are neutral, 6.8% of the
respondents dissatisfied and 0% of the respondents very dissatisfied. Level of
satisfaction among employees regarding overall training and development.
 Competency level of employees increases due to training and
development
Table 4.26

Competency level of employees increases due to training and development

Particulars No. of respondents Percentage
Strongly Agree 46 44.8
Agree 24 22.4

Neutral 13 10.3
Disagree 9 6.9
Strongly Disagree 18 15.5
Total 110 100
(Source: Primary
Data)

No. of respondents

18

9 46

13

24

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 4.26 reveals that Competency level of employees increases due to training and
development and is Strongly agree by 44.8% of the respondents, agree by 22.4% of
the respondents, 10.3% of the respondents are neutral, 6.9% of the respondents
disagree and 15.5% of the respondents strongly disagree
4.27 Training and development enhance the performance and
productivity of the employees as well as of the organization
Table 4.27

Training and development enhance the performance and productivity of the

employees as well as of the organization
Particulars No. of respondents Percentage
Strongly Agree 67 63.3
Agree 12 10
Neutral 8 6.7
Disagree 8 6.7
Strongly Disagree 15 13.3
Total 110 100
(Source: Primary
Data)

No. of respondents

15

67
12

Strongly Agree Agree Neutral Disagree Strongly Disagree

Fig 4.27 reveals that Training and development enhance the performance and
productivity of the employees as well as of the organization and is Strongly agree by
63.3% of the respondents, agree by 10% of the respondents, 6.7% of the respondents
are neutral, 6.7% of the respondents disagree and 13.3% of the respondents strongly
disagree. Training and development enhance the performance and productivity of
theemployees as well as of the organization.
 RELATIONSHIP BETWEEN TRAINING AND PERFORMANCE OF
BANK EMPLOYEES

OBSERVED FREQUENCY TABLE

EMPLOYE
TRAINING TRAINING TRAINING
ES TOTAL
DESIGN DELIVER MATER
PERFORM
Y IAL
ANCE

SATISFIED 20 15 16 25 76

NOT
5 10 9 0 24
SATISFIED

TOTAL 25 25 25 25 100

H0: There is no relationship between employees and training programs.

.
H1: There is relationship between employees and training programs.

ACCEPTED REJECTED

H1 EMPLOYEES 
PERFORMANCE
H2 TRAINING DESIGN 

H3 TRAINING DELIVERY 

H4 TRAINING MATERIAL 

Calculation of Chi – Square value:- Where:

O – OBSERVED FREQUENCY E – EXPECTED FREQUENCY

E= row total*column total Degrees of freedom = (r-1 )*( s-1 ) Where:-

r – Number of rows – Number of column

 O E O-E (O-E)2 (O-E)2\E

20 19 1 1 0.0526

15 19 -4 16 0.8421

16 19 -3 9 0.4736

25 19 6 36 1.8947

5 6 -1 1 0.1666

10 6 4 16 2.6666

9 6 3 9 1.5

0 6 -6 36 6

100 100 TOTAL 13.5962

Here calculated value of Chi – square is 13.5962.

Degrees of freedom = (r-1) * (s-1) = (21) * (4-1) = 3

Table value at 5% level of significance 3 degrees of freedom is 7.815

Decision making
From the above calculations we arrive at a decision that the calculated value is more
thanthe tabled value, so we reject the null hypothesis.

Interpretation
From the above analysis it can be concluded that ”There is relationship between
employees and training programs “.
 CHAPTER-5
FINDINGS, SUGGESTIONS, AND
CONCLUSION
5.1 FINDINGS
From the tables and diagrams of previous chapter it is clear that

 Majority of the respondent belong at the age 40 to 50.

 59% of Respondents are male

 55% of respondents are married

 73.3% respondence received both on the job training method and on the job
training method,16.7% respondence received only on the job training method
and 10% respondence received off the job training method.

 Among 110 samples 11.7% respondence received 3-month

training,30% respondence received 6-month training and 58.3%
respondence gets 12month training program.

 Various type of training satisfaction level most of the respondence

satisfaction level is high.

 Majority of the respondents are strongly agreed to induction training contains

all the necessary contents which are required for employees

 45% of respondent strongly agreed and 27% of respondents are agreed to

induction training gives adequate importance to employees

 Above 50% of respondents are strongly agreed to induction training are well
planned.

 51.7% of respondents are strongly agreed to employees acquired practical

knowledge and skill through training

 63.8% of respondents provide positive opinion about induction training is the

foundation up on which employees will determine whether or not to work
with this organization

 81.4 percentage of respondents provide positive respondents about the

employees are aware of their career path in their in their field
 50 percentage of respondents are strongly agreed to employees Participate in
determining the training needs

 55 percentage of the respondents strongly agree they have the opportunity at

work to learn and growth in their bank

 59.3 percentage of respondents strongly agree they have high degree Of

technical knowledge for their job

 49.2 percentage of respondents strongly agree training is needed for

employees

 Majority of the respondents strongly agreed training and development

stabilize the organization

 Training and development help employees in promotion and other monetary

benefits 48.3 percentage of respondents or strongly agreed add 25 percentage
of flash products agreed this statement.

 Among the respondents 44.1 percentage of strongly agree training and

development reduced the stress level of employees until 25 percentage
agreed that.

 Majority of the respondents strongly agreed that training and development

satisfy the ego of employees.

 It is clear from the study that majority of this respondents get training
according to their job profile

 most of the employee’s respondent agreed that training helps in increasing

employees’ productivity

 Most of the employees opinioned They have continuous evaluation of

training

 Training and development enhance the quality of services being performed

by employees. 54.2 percentage of respondents are strongly agreed with that
Most of the respondent’s level of satisfaction is very high regarding overall
training and development

 Majority of the respondents strongly agreed that competency level off

employees increases due to training and development
  Training and development enhance the performance and productivity of the
employees as well as of the organization Almost 63.3 percentage of
employees strongly agreed that.

5.2 Other findings

 Banks provide training to their personnel in order to familiarize them with

the system. as well as to acquaint them with new work habits and also to
encourage creativity and the introduction of new ideas products.

 Employees also believe that in order to achieve higher results, they must
work more. The job adjustment and further information are provided through
the Training for bank employees is required. The supervisory
recommendation is the most common tool used in banks to determine
training needs of bank personnel.

 The numerous aspects that are more highlighted by When it comes to

employee training, banks are a product. knowledge, banking theory, and up-
todate information on changes in the banking industry

 According to the research, employee training boosts productivity. increase

motivation, cultivate a happy mindset, and Employee inter-personal
relationships should be improved. Employees' personal relationships and
sense of self-satisfaction has been realized. The understanding of Employees
has been upgraded on a regular basis.

 Orientation methods are generally used in private sector banks. Utilized for
employee training, followed by on-the-job training in the case of managers,
rotation is used, while in the case of lecturers, the lecture technique is used.
Non-managers make up a large percentage of the workforce. In public sector
banks, on the other hand, Various techniques of on-the-job and off-the-job
training are available. Modestly employed, with the lecture approach being
the most common. As a platform for management training and orientation
Other strategies are used after non-managers.
5.3 SUGGESTIONS

• The bank-sponsored training and development programs should result in

good staff coordination, as well as adequate training for trainees to increase
their performance, abilities, and knowledge in the area of object handling. As
a result, the time allotted for training should be increased.

• Bank personnel must be motivated about the importance of training in order

to deal with routine problems, and rewards can be given to those who
consistently attend training.

• Encourage employees to take part in learning opportunities that will help

them develop a variety of skills and expand their career prospects.

• Empower the clerical and support workers to attend seminars and

conferences on a case-by-case basis in order to increase their commitment
and interest.

• The condition of an employee's training needs must be correctly examined to

avoid a mismatch, and proper post-training use of the employees will assure
high performance returns.

5.4 CONCLUSION

The growth of India’s banking sector is due to trained labor, which is the consequence
of training and development. Training effectiveness is not static; it must be reviewed,
updated, and modified on a regular basis to keep up with the changing demands of the
economy and government. Policy, information technology improvements, and
customer expectations to be able to organizations must focus on improving employee
efficiency and effectiveness. Creating an efficient T&D program to boost productivity
and customer satisfaction Service. Finally, the findings of the research study will
enable firms to investigate the influence of T&D and its efficacy in improving
organizational performance and improving customer service.
BIBLIOGRAPHY
JOURNALS

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BOOKS
1. Gary Dessler “Human Resource Management” 16th edition 2020.

2. Dessler, Varkkey- Human Resource Management 14e

3. Raymond Noe, John Hollenbeck - HUMAN RESOURCES

MANAGEMENT(SIE): Gaining a Competitive Advantage

4. Aswathappa- Human Resource Management: Text and Cases

WEBSITES

www.google.com
www.wikipedia.com
www.scribbed.com
APPENDIX
QUESTIONNAIRE

1. Name
2. Age

• 20-30
• 31-40
• 41-50
• 51-60

3. Gender

• Male
• Female

4. Marital Status

• Single
• Married

5. What is the training method received by employee’s?

• On the job training
• Off the job training
• Both

6. What is the duration of training program?

• 3 months
• 6 months
• 12 months

7. Which are the various types of training you received from this institution which
increased your satisfaction level?

• Types of training
• Special training
• Refresher training
• Delegation training
8. Induction training contains all the necessary contents which are required to train
you

• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly disagree

9. Induction training is given adequate importance

• Strongly disagree
• Disagree Neutral
• Agree
• Strongly Agree

10. Training programs are well planned

• Strongly disagree
• Disagree Neutral
• Agree
• Strongly agree

11. Employees acquired practical knowledge and skill through training

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

12. The induction training is the foundation up on which you will determine
whether or not to work with this organization

• Yes
• No
• Maybe

13. You are aware of your career path in this field

• Yes
• No
• Maybe
14. Employees participate in determining the training needs

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

15. You have the opportunity at work to learn and growth in this bank

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

16. You have a high degree of technical knowledge for your job

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree

17. Do you feel that more training is needed for employees?

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree
• Other

18. Training and development stabilize the organization

• Strongly disagree
• Disagree Neutral
• Agree
• Strongly Agree
19. Training and development help employees in promotion and other monetary
benefits

• Strongly disagree
• Disagree Neutral
• Strongly agree
• Agree
• Other
 20. Training and development reduce the stress level of employees

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

21. Training and development satisfy the ego of employees

• Strongly disagree
• Disagree Neutral
• Agree
• Strongly agree

22. To what extent you got training according to your job profile?

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree

23. Training helps in increasing employees’ productivity

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly Agree

24. There is any continuous evaluation of training provided

• Strongly disagree
• Disagree
• Neutral
• Strongly agree
• Agree
• Other:
25. Training and development enhance the service being performed by employees

• Strongly disagree
• Disagree
• Neutral
• Strongly agree
• Agree
• Other:
26. Level of satisfaction among overall training and development

• Very satisfied
• Satisfied
• Neutral
• Dissatisfied
• Very dissatisfied

27. Competency level of employees increases due to training and development

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

28. Training and development enhance the performance and productivity of the
employees as well as of the organization

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree