Professional Documents
Culture Documents
1.1. INTRODUCTION
1.2. RATIONALE OF THE STUDY
1.3. OBJECTIVES OF THE STUDY
1.4. RESEARCH METHODOLOGY
1.5. LIMITATIONS OF THE STUDY
1.6. ORGANIZATION OF THE REPORT
1.1. INTRODUCTION:
Bank as an economic institution contributes to the development of any economy
and is treated as one of the important service industries in the modern economy.
Economic history shows that development has been introduced everywhere with
the banking system and its contribution towards financial development of a
country is the highest in the initial stage. Modern banks play an important part in
promoting economic development of a country.
The Janata Bank Limited (JBL) is one of the new generation public banks that
began its journey in 3rd June, 2001, registered under the Companies Act, 1994,
has become one of the few top performing banks in the country. As a full-fledged
commercial bank, The JBL offers services to meet all kinds of banking needs of
customers which include deposit banking loans and advances, export and import
financing, inland and international remittance facilities etc.
Program
of
Bachelors
of
Business
Administration
program
requirement, I chose to do my internship in the Janata Bank Limited (JBL) for the
required period starting from 13th February 2014 to 20th March 2014. After
completing four years cumulative study, it is very important to conduct with
practical study for having a strong idea about real happening. Janata Bank
Limited, Sheraton Hotel Corporate Branch, Dhaka is a place where I learn many
things about business dealings. This organization has created a positive image to
the customers mind by providing better service. This bank has introduced some
2
As the number of commercial banks is growing on, the competition among these
is also immense than ever before. Bangladesh as a developing economy has a
lot left to be desired and there are lots of scopes for massive improvement. In an
economy like this, banking sector can play a vital role to improve the overall
economic condition of the country. The banks by playing the role of an
intermediary can mobilize the excess fund of surplus sectors to provide
necessary finance, to those sectors, which are needed to promote for the sound
development of the economy. Sound development is possible when banking
operations run smoothly. This largely depends on the nature of human resource
the bank has. This report is an effort to determine the effectiveness of training
and development process of Janata Bank Limited.
Broad Objectives:
The primary objective of this report is to determine the effectiveness of training &
development systems for the employees of Janata Bank Limited.
Specific objectives:
To impart to new entrants the basic knowledge and skill they need for an
intelligent performance of definite tasks.
To ensure that each employee is equipped with capabilities to perform
various tasks associated with his role.
To examine the current training and development program of JBL.
1.4.1 METHODOLOGY
1.4.2 POPULATION OF THE STUDY
1.4.3 SAMPLE SIZE
1.4.4 DATA COLLECTION SOURCES
1.4.5 DATA COLLECTION METHODS
1.4.6 ANALYZING OF DATA
1.4.7 DATA PROCESSING AND ANALYSIS
1.4.8 TOOLS FOR PRESENTING ANALYSIS
1.4.9 DEMOGRAPHIC INFORMATION
1.4.1. METHODOLOGY:
This report is prepared with several information and practical work experience.
Documents & information is collected and organized in a scheduled method for
better understanding and fair presentation. The methodological information is
provided below:
Secondary data needs less processing efforts. This data is more formal and
highly identified. These need analysis for appropriate positioning in this report.
Here, an attempt is made to keep this data more understanding and informative
to present the report statements more familiar with bank features & more
supportive with internship purpose.
Excellent = 5
Good = 4
Standard = 3
Poor = 2
Very Poor = 1
The answers 5 or close to 5 means that respondents agree with the factor or is
very excellent in his organization and answers close to 1 means that respondents
disagree with the factor or is very poor in his organization.
Correlation of different factors with the effectiveness of training has also been
determined. For positive result it is assumed that there prevails a close
association of the factor with the effectiveness of training and for negative result
it is also assumed that there is inverse relationship between the factor and the
effectiveness of training.
1.4.9 DEMOGRAPHIC INFORMATION:
1.3.9.1 AGE
N=24
20-25
25-30
Above 30
Total
Percentage
Male
10
17
70.83%
Female
29.17%
Total
16
24
100%
Table: 1
1.4.9.2 SEX
N=24
Male
17
Female
Total
24
Table: 2
N=24
Married
Divorced
Total
Male
15
17
Female
Total
22
24
Table: 3
1.4.9.3 EXPERIENCE
N=24
years
years
Male
17
Female
Total
10
24
Table: 4
Even though, there are some limitations I have tried my best to collect adequate
data and information to make the report meaningful. This work was done in
Janata Bank Limited, Sheraton Hotel Corporate Branch, Dhaka. So comparisons
and evaluation is done in a specific way. Many branches could have various
working environments but it is conducted with just one branch.
10
(Koontz & Weihrich, 2008) stated that managerial training as the use of mostly
short-term programs that facilitate the learning process to help managers do their
job better. Manager development as the use of long-term, future oriented
programs to develop a persons ability in managing.
(Ahmad and Bakar, 2003) suggest that employees who recognize the benefits of
training tend to be more committed and so be more willing to participate in an
organizations training activities.
(Barrett & OConnell, 2001) emphasized the importance of effective training for
organizational success. They realized the importance of employees training in
the workplace as training gives the impression of care and importance of
employees, so they will be loyal to the organization. Organizations that invest in
training give the feeling of values and employees will be less interested in
quitting.
(Harrison, 1999/2000) stated that employee Development was seen as too
evocative of the master-slave relationship between employer and employee for
those who refer to their employees as partners or associates to be comfortable
with.
(Bartlett 2001) defined perceived access of training in two terms: first, employees
feel free to obtain training opportunities which enhance awareness, skills and
abilities needed for the existing job. Second, there are less organizational
barriers for employees to participate in training. Another study conducted in
Chinese context also proved that effective and continuous commitment is highly
correlated to perceived availability of training.
(Oguntimehin 2005) emphasized the usefulness of training in the organization.
He identified the functions of training as follows: increases productivity, improves
the quality of work; improves skills, knowledge, understanding and attitude;
enhances the use of tools and machinery, reduces waste, accidents, turnover,
lateness, absenteeism and other overhead costs, eliminates obsolescence in
skills, technologies, methods, products, capital management etc.
12
(Gerbman, 2006) stated that the primary goal of many employee development
programs is to communicate the vision of the organization, help workers
understand the corporate values and culture, and show employees at every level
how they can help the company succeed.
(Wilson, 2005) there are also companies that require a certain number of training
hours for every employee at every level of the organization so that everyone
knows their role in carrying out the corporate mission.
(Ulrich, and Smallwood 2004) think that employee development programs cannot
exist without a culture that supports employees. Any effective program must have
strong support from people in senior management positions, and these people
must also serve as positive role models to subordinates.
(Debnath 2003) indicates that productivity of manpower in the banking sector of
Bangladesh will have to be increased by proper training both on the job and off
the job.
(Kozlowski & Salas, 2003) indicates that training needs assessment is
traditionally regarded as a diagnostic process that occurs before training. The
purpose of formal needs assessment is to identify the training targets.
(Kaufman and Valentine 1999) refer to needs assessment as the process for
identifying and prioritizing gaps in performance. In contrast, they define needs
analysis as the process for attributing cause to identify performance gaps.
Hence, the entire process will be referred as needs assessment. So, once
training has been conducted, a comprehensive evaluation should follow.
(Ford, 2006) stated thattraining effectiveness is a broad construct that identifies
situational or contextual factors impacting learning, retention and transfer. This
focus is critical for uncovering whether a training program was effective or
ineffective due to characteristics of the program or to factors outside the control
of the training system.
13
14
Present Job
Next Job
The future
Actual
Required
Present
Required
Performance
Performance
Competency
Competency
New Competency
Required by
Changed
Technology &
Method
On the job
Training
Organizational
Development
Evaluation
Management development process and training. Adopted From John W. Humble,
Improving Business Result [Maidenhead, McGraw-Hill Book Company (UK), Ltd,
1968
15
Public Limited Company on 21, May 2007 as per Company Act1994 & took over
business of then Janata Bank Limited with of its assets, liabilities, right power,
privilege & obligation on a going concern basis through a vendor agreement
signed between the People Republic of Bangladesh & Janata Bank Limited on
15, November 2007with a retrospective effect from 1 July 2007. All of its
operational activities are governed by the Bank Companies Act 1991.
Bangladesh bank issued licenses on 31-05-2007 in the name of Janata Bank
Limited to conduct the banking business. The bank provides all kinds of
commercial banking services to its customers including accepting deposits,
extending loan & advances, discounting& purchasing bills. The bank has opened
an NRB branch to render exclusive service to non-resident Bangladeshis. To
conducting merchant banking operation a company has been formed a
subsidiary by giving a name as Janata capital & investment limited. Its starts
operation on 26 September, 2010.jcl is now providing margin loan against
portfolio, underwriting of share in case of public offering, acting as issue manager
& trading in capital market on behalf of investors.
3.2. CORPORATE PROFILE AT A GLANCE:
Name:
Registered
Address:
1000, Bangladesh.
Legal status:
Date
of 21 May, 2007.
Incorporation:
Paid up Capital:
812.50 crore.
Telex:
Phone:
Fax:
88-02-9564644, 9560869.
E-mail:
md@janatabank-bd.com, id-obd@janatabank-bd.com.
Website:
www.janatabank-bd.com.
Swift Code:
JANB BD DH.
17
Professionalism
Diversity
Dignity
Accountability
Growth
Table: 5
18
19
Branches:
The Bank has a geographically well spread network throughout the country.
There are 873 branches of Janata Bank Limited in home and abroad. Among
them 447 branches are situated in urban areas including four foreign branches
and 426 branches are in rural areas as on Dec. 31 st 2011. And all foreign
branches are situated in United Arab Emirates.
Division
Town
Rural zone
Total
Dhaka
164
89
253
Chittagong
100
96
196
Rajshahi
61
84
145
Sylhet
22
36
58
20
Khulna
59
51
110
Barisal
15
24
39
Rangpur
22
46
68
Overseas
Total
443
408
873
Table: 6
Overseas Branches:
The Bank also maintains an international banking channel through its 4 overseas
branches in U.A.E, 1 (one) subsidiary company named Janata Exchange. Italy
with branches in Rome and Milan, taka drawing arrangement with 58 exchange
house/foreign banks and 1223 foreign correspondents all over the world. In order
to facilitate the foreign remittances and providing exclusive service to the NRBs,
the bank operates an NRB branch with online networking booth at Dhanmondi
Branch, Uttora Model Town Corporate Branch and Kamal Ataturk Avenue
Corporate Branch, Dhaka.
S.L.
City
No of Branch
Status
01.
Abu Dhabi
01
Foreign
02.
Al-Ain
01
Foreign
03.
Sharjah
01
Foreign
04.
Dubai
01
Foreign
Total
04
Table: 7
21
Chairman
ORGANOGRAM
Managing Directors
General Manager
Deputy General Manager
Assistant General Manager
Table: 8
22
1) Deposit products
Current deposit.
Special notice deposit.
Saving deposit.
Fixed deposit.
Monthly saving scheme.
Term loan:
Trade finance.
SME finance.
Micro finance.
3) E-Services
Speedy Remittance.
Western union money transfer.
Automated Clearing.
Internet Banking.
ATM Banking.
IME Remit.
Table: 9
23
Until the 20th century, the history of strength training was very similar to the
history of weight training. With the advent of modern technology, materials and
knowledge, the methods that can be used for strength training have multiplied
significantly.
Hippocrates explained the principle behind strength training when he wrote "that
which if used develops, and that which if not used wastes away", referring to
muscular hypertrophy and atrophy. Progressive resistance training dates back at
least to Ancient Greece, when legend has it that wrestler Milo of Croton trained
by carrying a newborn calf on his back every day until it was fully grown. The
dumbbell was joined by the barbell in the latter half of the 19th century. Early
barbells had hollow globes that could be filled with sand or lead shot, but by the
end of the century these were replaced by the plate-loading barbell commonly
used today.
4.2 AN OVERVIEW OF THE CONCEPT OF TRAINING:
Training
26
27
28
Computer-Based Training
One-on-One Coaching
Most of these approaches will probably require the company to provide time and
money to allow individuals to ensure that they are able to develop themselves.
1. On-the-job training
Most in-house training is done by learning while doing the job. This may involve
specific training in particular skills or equipment being given by a colleague or
supervisor.
2. Computer-based training
A number of companies are using computer-based programs such as CD-ROMs
to train their staff. This is particularly useful for technology and computer
application training but is being widely used by many organizations.
29
30
Ethics:
31
On-the-job Training:
The two most frequently used kinds of training are on-the-job training and
lectures, although little research exists as to the effectiveness of either. Thus onthe-job training often supplements other kinds of training, e.g., classroom or offsite training; but on-the-job training is frequently the only form of training. It is
usually informal.
32
Vestibule Training:
This method involves the creation of a separate training centre within the plant
itself for the purpose of providing training to the new employees. An experienced
instructor is put in-charge of this training. It is costly, adds nothing to productions
during training period. It is provided to the operatives of the bank.
Job Rotation:
Under this method, the trainee executive is rotated among different managerial
jobs. This is not only broadened and enriches his experience as a manager but
also enables him to understand inter-departmental relations and the need for coordination and co-operation among various departments.
Assignment of Special Projects:
Sometimes, as a method of training some special project is assigned to a trainee
executive. For example, he may be asking to develop a system of cost allocation
in the production of certain goods for which an order has been received by the
company. While working on such project, the trainee not only acquires
knowledge about them, but also learns how to work with and relate to other
people holding different views.
Conference and Seminars:
Often an executive is deputed to attend a conference, seminar or workshop to
receive a quick orientation in various areas of Management with which he might
be unfamiliar. One advantage of this type of training is that all the participants
coming from different organizations get an opportunity to pool their ideas and
experience in attempting to solve mutual problems. The attitude is one of joint
exploration. This encourages cross fertilization of ideas.
33
Case Study:
A case is a written account seeking to describe an actual situation. A good case
is the vehicle by which a chunk of realty is brought into the class room to be
discussed over by the class and the instructor. The advantages of this method
are more depth of thinking, more perception in a situation, greater respect for and
consideration for the opinion of others.
Incident Method:
In the incident method only a brief incident is presented to provoke discussion in
the class. The group then puts questions to the instructor to draw out of him the
salient facts and additional information, needed to arrive at a reasonable solution
or resolution of the case. A unique advantage of this method over the case
method is the procedure of obtaining information by questions, one that often
must take place in actual business situations.
Role playing:
In this method, the instructor assigns parts taken from case materials to group
members. The situation is usually one involving conflict between people. The role
players attempt to act the parts as they would behave in a real life situation,
working without a script or memorized lines and improvising as they play the
parts. The development of empathy and sensitivity is one of the primary
objectives of role playing.
Laboratory Training:
This type of training is designed to increase the managers understanding of
himself and of his own impact on others. The training takes the form of a group
discussion, and through a leader trained in the technique is present, the group
may decide on the subject of discussion or suggest changes in procedure. The
laboratory training aims at achieving behavioral, effectiveness in transactions
with ones environment.
34
The key members in the department, and how the department helps fulfill
the mission of the company.
Audiovisual Methods:
Audiovisual methods include television, videotapes and films are the most
effective means of providing real world conditions and situations in a short time.
One advantage is that the presentation is the same no matter how many times
it's played. The major flaw with the audiovisual method is that it does not allow for
questions and interactions with the speaker, nor does it allow for changes in the
presentation for different audiences.
Apprenticeships:
Apprenticeships develop employees who can do many different tasks. They
usually involve several related groups of skills that allow the apprentice to
practice a particular trade, and they take place over a long period of time in which
the apprentice works for, and with, the senior skilled worker. Apprenticeships are
especially appropriate for jobs requiring production skills.
Program Learning:
It is computer-aided instruction and interactive video all have one thing in
common. They allow the trainee to learn at his or her own pace. Also, they allow
35
36
supports, reinforces, and expands upon the information presented in the short
lecture.
Behavior Modeling:
Behavior modeling is used primarily for skill building and almost always in
combination with some other technique. Interpersonal skills, sales techniques,
interviewee and interviewer behavior, and safety procedures are among the
many types of skills that have been successfully learned using this method.
While live models can be used, it is more typical to video tape the desired
behavior for use in training.
Apprenticeship Training:
The typical apprenticeship program requires two years of on-the-job experience
and about 180 hours of classroom instruction, though requirements vary. An
apprentice must be able to demonstrate mastery of all required skills and
knowledge before being allowed to graduate to journeyman status. This is
documented through testing and certification processes.
Coaching:
Coaching is a process of providing one-on-one guidance and instruction to
improve the work performance of the person being coached in a specific area. It
differs from other OJT methods in that the trainee already has been working at
the job for some time. Usually, coaching is directed at employees with
performance deficiencies, but it can also serve as a motivational tool for those
performing adequately. Typically the supervisor acts as the coach. Like the OJT
trainer, the coach must be skilled both in how to perform the task(s) and how to
train others to do them.
37
Mentoring:
Mentoring is a form of coaching in which an ongoing relationship is developed
between a senior and junior employee. This technique focuses on providing the
junior employee with political guidance and a clear understanding of how the
organization goes about its business. Mentoring is more concerned with
improving the employee's fit within the organization than improving technical
aspects of performance, thus differentiating it from coaching. Generally, though
not always, mentors are only provided for management-level employees.
Job-Instruction Technique (JIT):
The JIT was developed during World War II and is still one of the best techniques
for implementation of On the Job Training (OJT) nearly forty years later. It
focuses on skill development, although there are usually some factual and
procedural-knowledge objectives as well. There are four steps in the JIT process:
1. Prepare.
2. Present.
3. Try out.
4. Follow up.
4.11. DEVELOPING A SUCCESSFUL TRAINING NEED ASSESSMENT
PROGRAM:
Trainee Assessment
Preparation: Do the trainees have the necessary background knowledge to learn
the material?
If not, what types of remedial steps can be taken?
Motivation: Are the trainees motivated to learn? How can we set up the training
program to keep motivation high?
Goal Setting
The Trainees need to Accept the Goal that is Set for Them
38
Organizational Assessment:
The training program is going to take place in an environment that is not the
same as the one where the work will actually take place. The goal of training is to
teach things that will actually be used in the workplace. Transfer Climatemeans
how well is the actual workplace/organization organized in a way to promote the
use of the newly learned material.
There are many things that can create a negative transfer climate. For example:
The actual tasks to be done may be different in some ways from the
training tasks.
A negative training climate can also be attacked in the training program. For
example:
Making it clear how the new behaviors will make the trainees life
better (including improving performance, career advancement, etc).
Training-Level Criteria: How well does the trainee do, and how does
the trainee react, immediately after the training.
How much do the trainees say they liked the training, and how much
do they say they learned?
Does this really reflect how good the training is, or how much the
trainees performance will improve?
A test of whether the trainees know what the training was supposed
to teach, or can do what the training was supposed to teach.
40
When an employee is recruited in the bank s/he works at least 6 months in the
assigned division by the manager of that branch. Then after working 6 months
s/he is selected for training.
41
Individual
Job analysis & job
description.
Questionnaire.
Interview.
Observation.
Group
Group meeting &
discussion.
Group project.
Organization
Analysis of records &
reports.
Analysis of future
trends &
opportunities.
Table: 10
Every individual is unique. One style of learning may not be applicable to each of
the participants in a training program. Therefore how do various individuals
learn is what should be kept in mind while designing the training program.
42
Trainability is one factor that must be taken into consideration before developing
any training program. It is the duty of the trainer to ensure that the employees are
actually willing to sit and learn something in the training program. This is
especially very true of sensitivity training that is not viewed positively by many.
Trainability also implies that the employee is sufficiently motivated to learn apart
from just the ability to do so.
4. Deliver training programs:
This step is responsible for the instruction and delivery of the training program.
Janata Bank Limited
programs:
On the Job
Job Rotation.
Transfer.
43
After giving the above ideas to the employees then they are taught the
operations of Janata Bank Limited. They are taught jobs of all departments but
emphasis is given on fundamental issues of banking and banking company Act
and Audit compliance. The employees are taught about the operations of the
following departments:
44
Credit Department
Retail Department
Financial control and accounts
Department (FCAD)
Account Opening Department
Cash Department
Clearing Department
Foreign Department
As the functions of foreign exchange are very complex, it is taught at the last.
The time to provide training on this Department is normally long.
This training is provided to the all current employees. This training includes the
following course module:
A. Banking & Banking System.
B. General Banking.
C. Cash Management.
D. Remittance of Fund & Collection of Bills.
E. Accounting Procedure in Bank.
F. Credit Management.
G. Foreign Exchange & International Trade
Financing.
H. Risk Management.
45
Credit Management.
ii.
iii.
iv.
Network
training
Real Time
Problem
Solution.
Branch
Network
Support.
In-house
Developed
Applications
Training.
Anti Virus
Update and
Maintenanc
e.
Software
Bug
Searching
Internet
Communicati
on.
Core Banking
Solution.
46
SL
Course
Duration
Frequency
No.
of
participants
01
02
82
33
945
23
690
47
1203
11
250
Executive Officers
02
Executive
Officers
03
Executive
Officers- Teller
04
05
06
Credit Management
2 weeks
02
41
07
3days
03
65
08
Documentation
of 2 days
03
70
Credit
47
09
01
17
02
42
02
51
75
2207
03
65
13
435
26
517
03
59
01
25
of Mortgage
10
Trade
Finance
11
Foreign
Exchange 2days
Transaction
&
Reporting Technique
12
Foreign
Remittance 1day
Payment System
13
14
&
Terrorism Financing
15
Banking
Software
16
Annual
Closing 2 days
Software
17
Internal
Audit
& 5 days
Compliance
Table: 12
Source:
JBTI
48
SL
Course
Duration
Frequency
No.
of
participants
01
Orientation Course
1day
10
258
02
Orientation Course
2 days
09
197
03
45
1109
14
360
02
45
04
88
01
25
EO
04
05
06
Foreign
Exchange
International
& 2 weeks
Trade
Finance
07
Foreign
Exchange
International
& 1 week
Trade
Finance
08
Credit Management
2 weeks
04
93
09
3 days
05
111
10
Documentation
of 2 days
11
366
06
146
02
49
11
363
Credit
11
Banking
12
Risk
Based
Adequacy
Capital 2 days
in
Banks:
of
Money 1 day
Basel-2
13
Prevention
49
Disposal
of
Property 1 day
04
118
06
180
01
24
03
66
03
53
1 day
03
54
on 1 day
03
58
Recovery
Legal
&
of
Credit: 2 days
non-legal
Measures
16
Disciplinary
Action 1 day
Process
17
Internal
Audit
& 1 week
Compliance
18
Annual
Closing 1 day
Software
19
20
Online
Reporting
Earners
Remittance
Table: 13
Source:
JBTI
50
Course
Duration
Frequency
No.
of
participants
01
Orientation Course
1day
10
258
02
Orientation Course
2 days
09
197
03
45
1109
14
360
02
45
04
88
01
25
EO
04
05
06
Foreign
Exchange
International
& 2 weeks
Trade
Finance
07
Foreign
Exchange
International
& 1 week
Trade
Finance
08
Credit Management
2 weeks
04
93
09
3 days
05
111
10
Documentation
of 2 days
11
366
06
146
02
49
11
363
04
118
Credit
11
Banking
12
Risk
Based
Adequacy
Capital 2 days
in
Banks:
of
Money 1 day
Basel-2
13
Prevention
Disposal
of
Property 1 day
51
Recovery
Legal
of
06
180
01
24
03
66
03
53
1 day
03
54
on 1 day
03
58
02
36
02
56
53
1019
Remittance 1 day
60
1803
&
Credit: 2 days
non-legal
Measures
16
Disciplinary
Action 1 day
Process
17
Internal
Audit
& 1 week
Compliance
18
Annual
Closing 1 day
Software
19
20
Online
Reporting
Earners
Remittance
21
Online
Import 1 day
Management
including
System
local
L/C
Reporting
22
23
Banking
Software
24
Foreign
Payment System
Table: 14
Source:
JBTI
II.
III.
53
IV.
4.15.
Events
Classes.
Workshops.
Seminars.
Webinars.
Conferences.
On-the-Job
Cross-training.
Challenging
assignments.
Job shadowing.
Observation and
demonstration.
Mentoring.
Coaching.
Organizational
Team committee
membership.
Committee
leadership.
Degree Programs.
Certificate Programs.
Online Training.
Table: 15
54
Development
Process
On the Job
55
Specific
Timeliness
Measureable
SMART
Relevant
Attainable
56
Strengths:
Opportunities
1. Enlargement of work
sector
2. Green banking
Skill development of
employees.
Speediness of work.
Reduction of mistake.
3. Brand image of
institution
Weakness:
Threats
1. Trade union based
employees
2. Politics
57
Respondent
Mean
Standard Deviation
Correlation
N = 24
4.25
.989
.300
Table: 16
Janata Bank Limited takes training as an organizational strategy for growth and it
has positive correlation with effectiveness of training. The more the organization
provides training, the more it will achieve competitive advantages in market.
2. Training and development process applied by Janata Bank Limited
and its correlation with overall effectiveness of training.
Respondent
Mean
Standard Deviation
Correlation
N = 24
3.67
.565
.233
Table: 17
The training process of Janata Bank Limited is quite good but it represents
positive relationship with training effectiveness. Training will be more effective
with the development of training process.
58
Respondent
Mean
Standard Deviation
Correlation
N = 24
1.58
.584
-.124
Table: 18
This means that training is provided on requirement and new staff but there
prevails negative correlation with training effectiveness. Training effectiveness
does not depend on training new employees only. The whole staff from all level
are to be trained.
4. Need assessment process applied by Janata Bank Limited and its
correlation with overall effectiveness of training.
Respondent
Mean
Standard Deviation
Correlation
N = 24
3.67
.637
.331
Table: 19
The need assessment process is above standard and quite up to the mark. It is
showing a positive correlation with effectiveness. To ensure effective training,
need assessment process should be distinct and specific.
59
Respondent
Mean
Standard Deviation
Correlation
N = 24
3.8333
1.00722
.536
Table: 20
This means Janata Bank Limited is giving more emphasis on external and off the
job training and this has quite strong positive relationship with training
effectiveness.
6. Time duration given for the training period and its correlation with
overall effectiveness of training.
Respondent
Mean
Standard Deviation
Correlation
N = 24
2.75
1.260
.016
Table: 21
60
Respondent
Mean
N = 24
3.50
Standard Deviation
.659
Correlation
.180
Table: 22
This clearly reveals that practice opportunity during training period is above
standard and its correlation with the effectiveness of training is positive but not
satisfactory. Employ performance will be much better, if practice opportunity is
ensured.
8. Workplace arrangement of training and its correlation with overall
effectiveness of training.
Respondent
Mean
N = 24
3.88
Standard Deviation
.850
Correlation
.569
Table: 23
Training place arrangement is quite good and it is showing a quite strong relation
with the effectiveness of training. To increase morale regarding training and its
effectiveness, training place arrangement is a very important determining factor.
61
Respondent
Mean
N = 24
3.96
Standard Deviation
.806
Correlation
.363
Table: 24
This reveals that trainers quality is good and there is positive association with
between trainers quality and effectiveness of training. If highly qualified trainer is
hired, training will be much more effective.
10. Training program as a factor of motivation and its correlation with
overall effectiveness of training.
Respondent
Mean
N = 24
2.21
Standard Deviation
.415
Correlation
.363
Table: 25
Training programs adopted by Janata Bank Limited motivates to the some extent
and it is representing a positive correlation between motivation level and
effectiveness of training. If training is imparted 0n requirement, employees will be
motivated to their works.
11. Feedback process adopted by top management and its correlation
with overall effectiveness of training.
Respondent
Mean
N = 24
3.58
Standard Deviation
.654
Correlation
.494
Table: 26
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Feedback process is above standard and quite good. It means that managers
evaluate employees skill development after training and a quite strong
relationship exists between feedback process and training effectiveness.
12. Practice of promotion after training and its correlation with overall
effectiveness of training.
Respondent
Mean
N = 24
3.17
Standard Deviation
.816
Correlation
.113
Table: 27
The practice of promotion after training in Janata Bank Limited is standard and
there is positive relation between training and effectiveness of training but not
strong. Receiving training, employees expect promotion.
13. Training objectives are met during the training sessions and its
correlation with overall effectiveness of training.
Respondent
Mean
N = 24
2.88
Standard Deviation
.448
Correlation
.198
Table: 28
Some of the objectives are met through the training program adopted by Janata
Bank Limited and it is positively correlated with the effectiveness of training. On
imparting object oriented training, it will be more effective.
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Respondent
Mean
N = 24
3.71
Standard Deviation
.550
Table: 29
The training provided to employees by Janata Bank Limited is quite effective. Still
some areas are to be developed to enhance its effectiveness.
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FINDINGS ON ANALYSIS
65
Most of the employees of these banks think that their performance has
become well after receiving training.
These banks do not conduct adequate software-based training for their
employees. But to cope with the modern banking system software-based
training is very essential for the employees of the bank.
The training budget of Janata Bank Limited is increasing. That means they
are giving more importance on training to achieve the organization's goals.
This Bank uses different training materials to provide training to their
employees. Most of the time they use lecture for the training purpose of
their employees. But they do not more emphasize on arranging computer
based training and movie or film based training to their employees.
The HRD & Training Institute of this Bank mainly focuses on the needs
analysis of employees for the selection of employees for training. They
also use performance appraisal; analyze the previous record, job analysis
& job description, recommendation of top management to select the
candidates for training.
The analysis shows that the purpose of providing training of this Banks
varies from one to another. But the main purpose is to increase the
competitive advantage of the bank, motivate the employees and increase
the employee's skills.
The main purpose of training of this bank is to increase their profit. But
they do not arrange training to motivate their employees. But without
motivation the employee's productivity will not increase.
The bank organizes training and development program on regular basis
and also uses a specific training process.
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Lack of class-rooms.
Less
communication
with
universities,
colleges
&
related
institutions.
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7.1. RECOMMANDATION
7.2. OVERALL OPINION ABOUT JANATA BANK
7.3. CONCLUSION
7.1. RECOMMANDATION:
With a short time experience, it is not an easy job to find out actual problem
areas of training and development. However, in light of findings, there are some
recommendations regarding the improvement of training and development of
Janata Bank Limited.
Banking business plays an important role for the economic development
of the country. So I think the banking operation should be modern
software based. So Janata Bank Limited. should arrange modern
software-based training for their-employees.
The Human Resource Department of this bank must introduce technology
to conduct their functions like recruitment, Selection, Hiring and so on.
Training is a part of the organization to achieve the goal. Some of the
employees do not understand the importance of training. First of all the
68
Bank should create knowledge among the employees so that they can
understand the importance of training.
Now a days technology is essential to cope with the modern world. So the
banks should increase arranging those training program through which the
employees can increase their technological knowledge.
I think needs analysis is the best way to select employees for training. So
the bank should hire skilled people for HR department. So that they can
conduct need analysis properly to select the right person for training.
The banks should increase their training budget because without
increasing training budget the banks would not be able to introduce
modern technology in their training system.
Training objectives, needs and contents should be communicated to the
employees well ahead so that they can prepare themselves by avoiding
ambiguity about the goal of the training program. It also helps them
become more motivated and active in participation.
Training methods should be conformed to the training need so that the
knowledge and skills can be developed in a much more understandable
and comfortable manner.
Training program organizers should make training materials available to
employees so that they can follow the instructions of the trainer. It will
keep participants more attentive within the program.
In the case of choosing qualified trainers, top management should
consider that trainers knowledge and length of experience. It will keep the
attention and confidence of the employee.
Bank must introduce career development program instead of mere
employee selection and imparting training.
The evaluation of employees training should be compared with need
assessment analysis and training objectives. Moreover, the effective cost benefit analysis must also be done. It would convey a long- term positive
outcomes for the improvement of training program.
69
scheme, provide bridge loan, or can engage in lease financing. It can also
underwrite shares of newly incorporated public companies.
5. Introduce-modern technology:
Without using modern technology no bank can even think of remaining in the
business in near future. So the bank must decide right now how it can equip its
branches with modern technology. Use of modern technology in one sense can
increase cost but another sense it increases productivity highly and it attracts big
clients. It can introduce ATM services in every branch. Use of automatic machine
like cash counter machine, own ATM brings speed in banking services.
6. Development of human resources:
Human resource is another sector for the branch to be developed urgently.
Human resources, in the branch, are not equipped with adequate banking
knowledge. Majority of the human resources are lack of basic knowledge
regarding money, banking finance and accounting. Without proper knowledge in
these subjects, efficiency cannot be optimized. Bank can arrange trainingprogram on these subjects.
7. Reduce classified loan on an emergency basis:
Bank should take special action in order to reduce the amount of classified loan.
Although branch is maintaining the required provision for its classified loan,
branch should consider recovering classified loan on an emergency basis. For
this bank should motivate the defaulter for repaying. If motivation failed, then
bank should be stringent about the defaulter and take legal action.
8. Bank must try to be more computerized:
The computerized system obviously charges a high installation cast, but it will
definitely reduce the overhead costs and an error free banking may be in
progress. Moreover by adopting this system the bank can join in modern
competition along with e-commerce concept.
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7.3. CONCLUSION:
There are a number of Private Commercial Banks, Nationalized Commercial
Banks and foreign Banks operating their activities in Bangladesh. Janata Bank
Limited is one of them. For the future planning and the successful operation for
achieving its prime goal in this current competitive environment this report can be
helpful guideline. From the practical point of view I can declare boldly that I really
have enjoyed my Internship Report on Training and development System of
Janata Bank Limited from the first day. Moreover, Internship Report that is
mandatory to complete my BBA program, although it is obviously helpful for my
career building. In the last decade there has been a revolution in the
communication media through the introduction of Internet and other forms of
secure dial-up media. This had an immense impact on all the sectors of the
industry specially the banking sector. The number of banks is increasing day by
day because the demand of the customer for the banking service is high as a
result there is a highly competitive situation in the banking sector and people
have many option in case of taking banking services As a central bank of
Bangladesh The Bangladesh Bank always adopting measures for putting
banking institution on right track and also monitors the activities of these banks to
prevent from doing illegal activities. To compete in the environment of advancing
technology and faster communication the JBL should depend more heavily on
'the quality service and information technology. No doubt about it that JBL
achieve superior position in our banking industry but to cope with customer JBL
should think how to make it services proactive. Banks always contribute towards
the economic development of a country. Compared with other Banks, Janata
Bank Limited is contributing more by investing most of its funds in fruitful projects
leading to increase in production of the country. It is obvious that right channel of
Banking establish a successful network over the country and increases
resources; will be able to play a considerable role in the portfolio of development
in developing country like ours.
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