CERTIFICATE

I am Divya Arora, Roll No. 35213703915 certifies that the Summer Training Report entitled

A Study on Training and Development practices is done by me and it is a work carried out

by me at VIJAYA BANK. The matter embodied in this report has not been submitted earlier

for the award of any degree or diploma to the best of my knowledge and belief.

Signature of the Student

Date:

Certified that the Summer Training Report/ (MS-201) entitled Training & Development

Practices at Vijaya Bank done by Divya Arora, Roll No., is 35213703915

Completed under my guidance.

Signature of the Guide:

Date:

Name of the Guide: Ms. Puja Narang

Designation

Address: Institute of Information

Technology &Management, New

Delhi-110058

Countersigned

Programmed Director/HOD

1
 ACKNOWLEDGEMENT

We hereby take the opportunity to express our profound sense of gratitude and

regards to all those who have helped and encouraged us towards the successful

completions of the Project report.

First of all I wish to express my deep gratitude to Mr. LALIT KUMAR who

helped me in different ways at the time of my summer training.

Its been a great experience working on this project. It has given us a complete

insight about how an organization not only survives a cutthroat competition but

also maintains a kill in this competitive world of information technology.

I sincerely acknowledge the help, encouragement and valuable suggestion to

our project which gave us a chance to work, I would also thankful to MS. PUJA

NARANG who gave the opportunity to me and all the faculties for their kind

cooperation and support, which enabled us for the successful completion of the

project.

THANK YOU

2
 CONTENTS

S No Topic Page No
1 Certificate -
2 Acknowledgement 2
3 Executive Summary 3
4 List of tables 7
5 List of figures 8
6 Body of Report:
(a) Chapter 1 9
(b) Chapter 2 20
(c) Chapter 3 51
(d) Chapter 4 61
7 Suggestions 65
8 Bibliography / Reference 66

3
LIST OF TABLES

Table No Title Page No

1 Number of Employees in Organization and 10

turnover
2 Company information 9
3 Survey tables 39-66

LIST OF FIGURES

Figure Title Page No

No
1 Product range and others 12,13
2 Bar Diagrams 13
3 Pie charts 13
4 Logos (Company, IITM) 1,8

LIST OF SYMBOLS

S No Symbol Nomenclature & Meaning

1 @ At the rate
2 $ US dollar
3 & And
4 % Percentage

LIST OF ABBREVIATIONS

4
 S No Abbreviated Name Full name
1 CSR Corporate Social

Responsibility
2 EPS Earnings Per Share.
3 FOREX Foreign Exchange

EXECUTIVE SUMMARY

Banking is nearly as old as civilization. The history of banking could be said to have started

with the appearance of money. The first record of minted metal coins was in Mesopotamia in

about 2500B.C. the first European banknotes, which was handwritten appeared in1661, in

Sweden. cheque and printed paper money appeared in the 1700s and 1800s, with many

banks created to deal with increasing trade.

5
The history of banking in each country runs in lines with the development of trade and

industry, and with the level of political confidence and stability. The ancient Romans

developed an advanced banking system to serve their vast trade network, which extended

throughout Europe, Asia and Africa.

Modern banking began in Venice. The word bank comes from the Italian word ban co,

meaning bench, because moneylenders worked on benches in market places. The bank of

Venice was established in 1171 to help the government raise finance for a war.

At the same time, in England merchant started to ask goldsmiths to hold gold and silver in

their safes in return for a fee. Receipts given to the Merchant were sometimes used to buy or

sell, with the metal itself staying under lock and key. The goldsmith realized that they could

lend out some of the gold and silver that they had and charge interest, as not all of the

merchants would ask for the gold and silver back at the same time. Eventually, instead of

charging the merchants, the goldsmiths paid them to deposit their gold and silver.

The bank of England was formed in 1694 to borrow money from the public for the

government to finance the war of Augsburg against France. By 1709, goldsmith were using

bank of England notes of their own receipts.

New technology transformed the banking industry in the 1900s round the world, banks

merged into larger and fewer groups and expanded into other country.

6
7
 CHAPTER 1

INTRODUCTION

8
 INTRODUCTION

Vijaya Bank is a fastest growing Public Sector Bank with its Corporate

Office in Bangalore, Karnataka, India. It is one of the nationalised banks in

India. The Bank offers a wide range of financial products and services to

the customers through its various delivery channels. The Bank has a

network of 1900 branches (August 2016) throughout the country and over

3500 customer touch points including 1651 ATMs.

Vijaya Bank offers a bouquet of innovative and attractive products and

services to the customers. Vijaya Bank also incorporated the latest

technology to provide the best services to our customers. The Bank offers

9
several technology products, such as, ATMs, cash deposit machines, Debit

and Credit cards, internet banking, Mobile Banking, Phone Banking, Funds

transfer through RTGS and NEFT etc. All Branches / offices are under RTGS

/ NEFT. The Bank also offers RuPay cards to its customers.

10
 1.2 COMPANY INFORMATION

Name of the company VIJAYA BANK

Address 109,Vigyan Vihar, Shrestha Vihar,New Delhi

Contact no. 91 80 25584066

E-mail ccd@vijayabank.co.in

Website www.vijayabank.com

Head office 41/2,trinity circle,M.G.Road, Banglore 560001

Geographical areas India

Of Operation

Type of industry

Banking

Specific functional area

HR
Table-1

11
HeadOffice

Vijaya Bank
41/2, Head Office Building
Trinity Circle, Mahatma Gandhi Road
Bangalore G.P.O.
Bangalore - 560001
Phone: 080-25550693, 25584385
Website: http://www.vijayabank.com/

1.2 NATURE OF THE ORGANIZATION

The Bank has adopted formal CSR activities as per Government

directives. The Banks various corporate social responsibilities include,

among others, serving national priorities, promoting rural development,

adopting girl children up to their graduation, supporting primary health

and providing drinking water facilities etc. Besides this, the Bank has

been supporting various initiatives to help the needy people by

extending donations. In response to Hon. Prime Ministers

announcement on implementation of Swachchh Vidyalay, the Bank has

provided sanitation facilities to 56 Govt. Schools mostly in rural areas.

The Bank has established 32 Rural Health Centres where patients are

provided primary healthcare and medicines free of cost.

12
VISION AND MISSION

To be the best and the most admired business process management organization in the

financial services industry.

To be a leader in business area by attracting, hiring, training and retaining the best talent to

create a long term value and delight our stakeholders.

Working together towards achieving a common goal using shared skills & resources.

PRODUCTS $ SERVICES INCLUDED

Branches & ATM Services

As of March 2009, Vijaya bank has a network of 1101 branches, 43 Extension Counters and

364 ATMs, spanning across all 28 states and 4 union territories in the country, with the

highest number of branches in its home state, Karnataka. At present, 736 branches, 38

extension counters and 11 service branches of Vijaya Bank, covering 93.3% of its total

business, are functioning on CBS. At the same time, 747 branches are enabled with RTGS.

Products & Services

Deposit Schemes

Savings Bank

V Platinum Savings Bank Account

13
 VijayaSaral Savings

Current Account

VStar Savings Scheme

Term Deposit

Loans & Advances

Retail Lending Schemes

Loans Against Securities

Non Fund Based Facilities

Advances to Agriculture, SSIs and Others

Government Sponsored Schemes

Special Schemes for Women

NRI Services

Deposits

Loans

Remittances

FOREX Branches

FCNR(B) Branches

Remittance Collection and Facilities

FOREX Remittances

Inland Remittances

Electronic Remittance Services

14
 Inward / Outward Collection Instruments

Credit Cards

Domestic Cards

Global cards

Debit cards

Forex

FOREX market Information

Card Rates

Organizational structure

Central office

Divisional office i.e. zonal office Divisional office (Branch) Zonal office

District office headed by Assistant general manage

District(AGM)
offices headed by AGM i) Jalandhar

Haryana
H.P

U.P. (10) branches

W.B. ()
Rajasthan
(Jaipur)
iii) Mumbai

Branches Branches Branches

15
CHAPTER 2

FUNCTIONAL ANALYSIS OF THE

COMPANY

16
SWOT ANALYSIS

SWOT analysis can be carried out for a company, product, place, industry, or person. It

involves specifying the objective of the business venture or project and identifying the

internal and external factors that are favourable and unfavourable to achieve that objective.

Strengths: characteristics of the business or project that give it an advantage over

others.

Weaknesses: characteristics that place the business or project at a disadvantage

relative to others.

Opportunities: elements that the business or project could exploit to its advantage.

Threats: elements in the environment that could cause trouble for the business or

project.

SWOT analysis aims to identify the key internal and external factors seen as important to

achieving an objective. SWOT analysis groups key pieces of information into two main

categories:

1. internal factors the strengths and weaknesses internal to the organization

2. external factors the opportunities and threats presented by the environment

external to the organization

Analysis may view the internal factors as strengths or as weaknesses depending upon their

17
effect on the organization's objectives. What may represent strengths with respect to one

objective may be weaknesses (distractions, competition) for another objective. The factors

may include all of the 4Ps; as well as personnel, finance, manufacturing capabilities, and so

on.

The external factors may include macroeconomic matters, technological change, legislation,

and socio cultural changes, as well as changes in the marketplace or in competitive position.

The results are often presented in the form of a matrix.

SWOT analysis is just one method of categorization and has its own weaknesses. For

example, it may tend to persuade its users to compile lists rather than to think about actual

important factors in achieving objectives. It also presents the resulting lists uncritically and

without clear prioritization so that, for example, weak opportunities may appear to balance

strong threats.

It is prudent not to eliminate any candidate SWOT entry too quickly. The importance of

individual SWOTs will be revealed by the value of the strategies they generate. A SWOT

item that produces valuable strategies is important. A SWOT item that generates no strategies

is not important.

18
SWOT ANALYSIS OF TRAINING AND DEVELOPMENT

PROGRAMMES AT VIJAYA BANK

STRENGTHS

Well thought & monitored programmes are carried.

Training is imparted only after needs are identified.

Training programmes are outlined and are conducted in a; procedural manner

Methods applies are highly interactive in nature.

The latest techniques & developments are tracked and taught

Best of effort is put in organizing

Response is good among employees.

WEAKNESSES

Employees are not consulted before imparting the programmes.

Individual needs are not kept in mind while assessment of training needs.

Since, the training programmes are held mainly at the regional headquarters, outstation

employees are not benefited in any way.

Absenteeism is not Reported

19
OPPORTUNITIES

Training programmes increase the promotional aspects of the employees.

Imparting specialized knowledge provides them opportunities to excel in the field of

operations.

Development programmes undertaken by help to enhance the managerial & work

capabilities of the employees.

THREATS

The training programmes are sometimes taken by the employees casually, since, there is

no compulsion to attend these programmes.

Practical implementation of the knowledge acquired are quite low.

Training for the sake of training can be a threat to the productivity of the organization.

20
RESEARCH METHODOLOGY:

All the findings and conclusions obtained in this report are based on the data available in the

organization and the conversation made with the customers of the organization.

RESEARCH DESIGN

This Research was initiated by examining the secondary data to gain insight into the

situation prevailing in the company. By analysing the secondary data, the study aim is to

explore the short comings of the present system and primary data will help to validate the

analysis of secondary data besides on unrevealing the areas which calls for improvement.

SOURCES OF DATA COLLECTION

The data collected for this project is primary as well as secondary data.

Primary data: A telephonic interview was made to the people of different profession.
Some were also personally visited and interviewed. They were the main source of Primary

data. The method of collection of primary data was direct personal interview through word-

of-mouth and also done surveys of employees (BAs) and and customers. There were 45

numbers of employees, 28 are males and 17 are females most of the employees are aged.

Secondary Data: The secondary data was collected from internal sources. It was
collected on the basis of organizations employees data files, official records, preserved

information in the companys database and their official website

21
22
CHAPTER 3

JOB SPECIFIC

ANALYSIS

23
TRAINING AND DEVELOPMENT

Worker must be trained to operate machines, reduce scrap and avoid accidents. It is not only

the workers who need training. Supervisors, managers and executives also need to be

developed in order to enable them to grow and acquire maturity of thought and actions.

Training and development constitute an ongoing process in any organization.

NATURE OF TRAINING AND DEVELOPMENT

In simple terms training in development refer to the imparting of specific skills abilities and

knowledge to an employee. A formal definition of training an development is it is any

attempt to improve current or future employee performance by increasing an employees

ability to perform through learning, usually by changing the employees attitudes or

increasing his or her skills and knowledge. The need for training and development is

determined by the employees performance deficiency, computed as follows:

Training and development need = Standard performance Actual performance.

We can make a distinction among training, education and development. Such distinction

enables us to acquire a better perspective about the meaning of the terms. Training as was

stated earlier, refer to the process of imparting specific skills. Education, on the other hand,

is confined to theoretical learning in class rooms.

Though training and education differ in nature and orientation, they are complementary. An

employee, for example, who undergoes training is presumed to have had some formal

education. Furthermore, no training programme is complete without an element of education.

In fact, the distinction between training and education is getting increasingly blurred now a-

days. As more and more employees are called upon to exercise judgment and to choose

alternative solutions to the job problem, training programmes seek to broaden and develop

24
the individual through education. For instance, employees in well-paid jobs and/or

employees in the service industries may be required to make independent decisions regarding

their work and their relationships with clients. Hence, organizations must consider elements

of both education and training while planning their training and education, it is not

emphasized in this chapter. Rather, aspects of the both education and training are assured to

be a part of those learning training programme.

Development refers to those learning opportunities designed to help employed grow.

Development is not primarily skill oriented. Instead, it provides general knowledge and

attitudes which will be helpful to employees in higher positions. Efforts towards

development often depend on personal drive and ambition. Development activities, such as

those supplied by management development programmes, are generally voluntary.

To bring the distinction among training, education and development into sharp focus, it may

be stated that training is offered to operatives, development programes are meant for

employees in higher positions, and education is common to all the employees, their grades

notwithstanding.

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development programme must contain inputs which enable the participants

to gain skills, learn theoretical concepts and help acquire vision to look into the distant future.

In addition to these, there is a need to give ethical orientation, emphasize on attitudinal

changes and stress upon decision-making and problem solving abilities.

SKILLS

Training, as was stated earlier, is imparting skills to employees. A worker needs skills to

create machines, and use other equipment with least damage and scrap. This is a basic skill

25
without which the operator will not be able to function. There is also the need for motor skill

and interpersonal skills.

EDUCATION

The purpose of education is to theoretical concepts and develop a sense of reasoning and

judgment. That any training and development programme must contain and element of

education is well understood by HRM specialists.

DEVELOPMENT

Another component of a training and development programme is development which is less

skill-oriented but stresses on knowledge. Knowledge about business environment,

management principles and techniques, human relations, specific industry analysis and the

like is useful for better management of a company.

First of all, how do we make our managers self-starters? How do we imbue them with a

sense of commitment and motivation so that they become self-generating?

Second, how do we make them subordinate their parochial, functional loyalties to the

interests of the organization as a whole?

Third, how do we make them result-oriented? How do we help them see and internalize

the difference between activity and results, and between efficiency and effectiveness?

Fourth, how do we make them sensitive to the environment in which they function, both

at the workplace and outside?

Fifth, how do we make them aware of themselves-their potential and their limitations?

How do we help them see themselves as others see them and accept this self-image as a

prelude to change?

26
 Sixth, how do we teach them to communicate without filters, to see and feel points of

view different from their own?

Seventh, how do we help them understand power and thereby develop leadership styles

which inspire and motivate others?

Eighth, how do we instill a zest for excellence, a divine discontent, a nagging

dissatisfaction with the status-quo?

ETHICS

There is need for giving greater ethical orientation to the training and development

programme. There is no denial of the fact, that ethics are largely ignored in business.

Unethical parties abound in marketing, finance and production functions in an organization.

They are less seen and talked about in the personnel function. This does not mean that the

human resource manager is absolved of the responsibility.

Ethical orientation is significant for the following reasons:

Ethics correspond to basic human needs. All of us want to be ethical in our personal lives

and in business dealings too.

Values create credibility with the public. An organization perceived by the public to be

ethically and socially concerned will be honored and respected even by those have no

intimate knowledge of its actual functioning.

Values give management credibility with employees. They provide a common language

for alligning a companys leadership and its people.

Values help in better decision-making. Ethical attitudes help management make better

decision which are in the interest of the public, the employees, and in the long term the

company itself.

27
 Ethical practices are good even from profitability point of view. This many sound

quixotic by hard facts reveal the correlation between ethics and profit. The TATA story,

as revealed by the Creation of Wealth, is a fine example to be remembered here. In

addition, a research paper presented in the California Management Review, not long ago,

shows that over a seven year period, the corporations which shooed the highest concern

for ethics also tended to show the highest growth and profits.

Finally, ethics are important because government and law con not always protect society,

but ethics can. Employee interest is better protected by an ethically conscious

management than a plethora of labor acts. It is too well-known that Tatas implemented

several labor welfare measures long before they were mandated by the government.

IMPORTANCE OF TRAINING AND DEVELOPMENT

How Training Benefits the Organization

Leads to improved profitability and / or more positive attitudes toward profit orientation.

Improves the job knowledge and skills at all levels of the organization

Improves the morale of the workforce

Helps people identify with organizational goals

Helps create a better corporate image

Fasters authenticity, openness and trust

Improves the relationship between boss and subordinate

28
 Aids in organizational development

Learns from the trainee

Helps prepare guidelines for work

Aids in understanding and carrying out organizational policies

Provides information for future needs in all areas of the organization

Organization gets more effective decision making and problem soling

Aids in development for promotion from within

Provides information for future needs in all areas of the organization

Organization gets more effective decision making and problem solving

Aids in development for promotion from within

Aids in developing leadership skill, motivation, loyality, better attitudes, and other aspects

that successful workers and managers usually display

Aids in increasing productivity and /or quality of work

Helps keep costs down in many areas, e.g., production, personnel, administration, etc.

Develops a sense of responsibility to the organization for being competent and

knowledgeable.

Improves labour-management relations

Reduces outside consulting costs by utilizing competent internal consulting

Stimulates preventive management as opposed to putting out fires

29
 Eliminates suboptimal behavior (such as hiding tools)

Creates an appropriate climate for growth, communication

Aids in improving organizational communication

Helps employees adjust to change

Aids in handling conflict, thereby helping to prevent stress and tension.

Benefits to the individual which in Turn ultimately should benefit the organization

Helps the individual in making better decisions and effective problem solving

Through training and development, motivational variables of recognition, achievement,

growth, responsibility and advancement are internalized and operationalised

Aids in encouraging and achieving self-development and self-confidence

Helps a person handle stress, tension, frustration and conflict

Provides information for improving leadership knowledge, communication skills and

attitudes

Increases job satisfaction and recognition

Moves a person toward personal goals while improving interactive skills

Satisfies, personal needs of the trainer (and trainee)

Provides the trainee an avenue for growth and a say in his/her own future

Develops a sense of growth in learning

Helps a person develop speaking and listening skills, also writing skills when exercises

are required.

30
 Helps eliminate fear in attempting new tasks

Benefits in personnel and Human Relations, Intra and Intergroup

Relations and Policy Implementation

Improves communication between groups and individuals

Aids in orientation for new employees and those taking new jobs through transfer or

promotion

Provides information on equal opportunity and affirmative action.

Provides information on other governmental laws and administrative policies

Improves interpersonal skills.

Makes organization policies, rules and regulations viable.

Improves morale

Builds cohesiveness in groups

Provides a good climate for learning, growth, and coordination makes the organization a

better place to work and live.

31
THE TRAINING PROCESS

Outlines important steps in a typical training process

Organizational Objectives and strategies

Assessment of training needs

Establishment of training goals

Devising training
programme

Implementation of training programme

Evaluation of Results

KEY ISSUES TO BE TAKEN CARE OF

1. TRAINING AND DEVELOPMENT OBJECTIVES

2. DESIGNING TRAINING AND DEVELOPMENT PROGRAMME

32
3. WHO ARE THE TRAINEES?

Subordinate staff

Clerks

Cashier / clerks

Managers Scale 1, Scale 2, Scale 3.

Chief Manager

AGM

DGM

4. WHO ARE THE TRAINERS?

Immediate supervisors

Co-workers, as in buddy systems

Members of the personnel staff

Specialists in other parts of the company

Outside consultants

Industry associations

Faculty members at universities.

METHODS AND TECHNIQUES OF TRAINING

33
A multitude of methods of training are used to train employees. The most commonly used

methods are shown.

LECTURES

AUDIO-VISUALS

ON-THE-JOB TRAINING (OJT)

PROGRAMMED INSTRUCTION

COMPUTER ASSISTED INSTRUCTION (CAI)

SIMULATION

CASE STUDY

ROLE PLAYING

VESTIBULE TRAINING

Training and Development

Training aims at increasing the aptitudes, skills and abilities of workers to perform

specific job. It makes employees more effective and skillful. In present dynamic world of

business training is more important there is an ever present need for training men. So that

new and changed techniques may be adopted. A new and changed technique may be taken

as an advantages and improvement affected in the old methods.

Training is learning experience that seeks relatively permanent change in an individual

that will improve his/her ability to perform on the job.

They provide on the job training to their employees in the branch as they select these

employees for selling various products of bank by direct marketing. Whenever they select

new candidates for any post, they use to give them on the job work.

34
 In case of sales persons to distribute their various products, in the beginning the person

has to work under the observation of his senior then the have to go in market to have their

own experience.

The time for training program for the candidate is depends up on the relevant position of

his work area. They also provide training related to customer care and communication.

3.2SURVEY

How frequently are training programme generally organized in your bank?

Monthly

Quarterly

Half yearly

Annually

Any other

MONTHLY QUARTERLY HALF YEARLY ANNUALLY ANY OTHER

5 30 40 20 5

Table-4

35
 5% 5%

20% MONTHLY
30% QUARTERLY
HALF YEARLY
ANNUALLY
ANY OTHER
40%

Figure-12

The most of the employees with the majority of 40% says that the bank organize training

programme in half yearly.

The 30% employees say that they get training quarterly bases.

The 20% employees get training on annually bases.

The 5% employees say the get training on the monthly bases.

Which method is commonly used by bank for provide training to the employees?

Off the job method

On the job method

Both methods

Other

None of above

36
OFF THE JOB ON THE JOB BOTH ANY NONE OF THE

METHOD METHOD METHODS OTHER ABOVE

20 30 25 15 10

Table-5

OFF THE JOB

10%
20% METHOD
15% ON THE JOB
METHOD
BOTH METHODS

30% ANY OTHER

25%
NONE OF THE
ABOVE

Figure-13

The 30% of employees with majority say that on the job method training is given to them.

The 25% of employees say that both methods training are given to them.

With the percentage of 20 the employees get off the job method training to them.

15% employees say that any other method training is given to them

10% employees are not given any type of training to them.

37
 As per your opinion the overall training environment was very comfortable?

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

STRONGLY NEITHER AGREE OR DISAGR STRONGLY

AGREE
AGREE DISAGREE EE DISAGREE

45 35 10 10 0

Table-6

38
 10%
STRONGLY AGREE
10%
AGREE
45% NEITHER AGREE OR
DISAGREE
DISAGREE
STRONGLY
35% DISAGREE

Figure-14

The 45% employees strongly agree that the training environment was very comfortable.

The 35% employees agree that the training environment was very comfortable.

The 10% employees neither agree nor disagree that the training environment was very

comfortable.

The 10% employees disagree that the training environment was very comfortable.

The 0% employees strongly disagree that the training environment was very comfortable.

Overall, how much did you like your training advisor?

A lot

39
 A little

A moderate amount

Not at all

None of above

A MODERATE NOT AT NONE OF THE

A LOT A LITTLE
AMOUNT ALL ABOVE
48 20 25 5 2

Table-7

5% 2%
A LOT
A LITTLE
25%
A MODERATE
48% AMOUNT
NOT AT ALL
NONE OF THE
ABOVE
20%

Figure-15

40
The 48% employees say that they like training advisor a lot.

The 20% employees say that they like training advisor a little.

The 25% employees say that they like training advisor a moderate amount.

The 5% employees say that they not at all like the training advisor.

Only 2% employees say that they dont know.

Training programme was well planned by the bank?

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

41
STRONGLY NEITHER AGREE OR DISAGR STRONGLY
AGREE
AGREE DISAGREE EE DISAGREE
65 15 10 6 4

Table-8

Figure-16

4%
6%
STRONGLY AGREE
10%
AGREE
NEITHER AGREE OR
DISAGREE
15%
DISAGREE
65% STRONGLY
DISAGREE

The 65% employees strongly agree that the training programme was well planned.

The 15% employees agree that the training programme was well planned.

The 10% employees neither agree nor disagree that the training programme was well

planned.

The 6% employees disagree that the training programme was not well planned.

The 4% employees strongly disagree that the training programme was well planned.

42
In your opinion the training programme are of sufficient duration

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

43
STRONGLY AGRE NEITHER AGREE OR DISAGR STRONGLY

AGREE E DISAGREE EE DISAGREE

53 30 8 7 2

Table-9

7% 2%
8% STRONGLY AGREE
AGREE
NEITHER AGREE OR
53% DISAGREE
30% DISAGREE
STRONGLY DISAGREE

Figure-17

The 53% employees strongly agree that the training programme was of sufficient duration.

The 30% employees just agree that the training programme was of sufficient duration.

The 8% employees neither agree nor disagree that the training programme was of sufficient

duration.

The 7% employees disagree that the training programme was not of sufficient duration.

Only 2% employees strongly disagree that the training programme was not of sufficient

duration.

44
Instructor is able to satisfactory clarify trainees doubts?

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

45
 Strongly Disagree

STRONGLY NEITHER AGREE OR DISAGR STRONGLY

AGREE
AGREE DISAGREE EE DISAGREE

75 15 8 1 1

Table-10

8% 1% 1%
STRONGLY AGREE
15%
AGREE
NEITHER AGREE OR
DISAGREE
DISAGREE

75% STRONGLY DISAGREE

Figure-18

The 75% employees strongly agree that the instructor was able to clarify the trainees doubts.

The 15% employees just agree that the instructor was able to clarify the trainees doubts.

The 8% employees neither agree nor disagree that the instructor was able to clarify the

trainees doubts.

The 1% employees disagree that the instructor was not able to clarify the trainees doubts.

46
Only 1% employees strongly disagree that the instructor was not able to clarify the trainees

doubts.

What is your opinion about present training system?

Excellent

Good

47
 Average

Below Average

Not at all

EXCELLENT GOOD AVERAGE BELOW AVERAGE NOT AL ALL

65 25 5 3 2

Table-11

2%
5% 3%

EXCELLENT
GOOD
25%
AVERAGE
BELOW AVERAGE
65% NOT AL ALL

Figure-19

The 65% employees think that the present training system is excellent.

48
The 25% employees think that the present training system is good.

The 5% employees think that the present training system is average.

The 3% employees think that the present training system is below average.

The 2% employees think that the present training system is not at all good.

Do company provide study material before the training programme?

Yes

No

YES NO

85 15

Table-12

15%

YES
NO

85%

Figure-20

The 85% employees say company provide the study material for the training session.

49
The 15% employees say company not provide the study material for the training session.

Does training builds up team work?

Yes

No

YES NO

98 2

Table-13

2%

YES
NO

98%

Figure-21

50
The 98% employees say that the training session build team work.

Only 2% employees say that the training session dont build team work.

Do you feel that the training given by the bank to you is useful in day to day work life?

Extremely useful

Very useful

Little useful

A moderate amount

Not at all

EXTREMLY VERY LITTLE A MODERATE NOT AT

USEFUL USEFUL USEFUL USEFUL ALL

70 15 5 10 0

Table-14

51
 10%
5% EXTREMLY USEFUL
VERY USEFUL
15% LITTLE USEFUL
A MODERATE
USEFUL
70%
NOT AT ALL

Figure-22
The 70% employees feel that the training given by the company to you is extremely useful in

day to day work life.

The 15% employees feel that the training given by the company to you is very useful in day

to day work life.

The 5% employees feel that the training given by the company to you is little useful in day to

day work life.

The 10% employees feel that the training given by the company to you is a moderate amount

useful in day to day work life.

Do you agree that the training programme organized by bank are extremely beneficial

for employees?

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

52
 Strongly Disagree

STRONGLY NEITHER AGREE OR DISAGR STRONGLY

AGREE
AGREE DISAGREE EE DISAGREE
90 8 2 0 0

8% 2%
Table-15 STRONGLY AGREE
AGREE
NEITHER AGREE OR
DISAGREE
DISAGREE
STRONGLY
DISAGREE
90%

Figure-23

The 90% employees strongly agree that the training programme are organized by you

company are extremely beneficial for them.

The 8% employees agree that the training programme are organized by you company are

extremely beneficial for them.

The 2% employees neither agree nor disagree that the training programme are organized by

you company are extremely beneficial for them.

None employees disagree that the training programme are organized by you company are

extremely beneficial for them.

53
What is the overall satisfaction with respect to training programme organized by the

bank?

Excellent

Good

Average

Below Average

Not at all

EXCELLENT GOOD AVERAGE BELOW AVERAGE NOT AT ALL

55 20 15 6 4

Table-16

54
 4%
6%

15% EXCELLENT
GOOD
AVERAGE
55%
BELOW AVERAGE
20% NOT AL ALL

Figure-24

The 55% employees overall satisfaction is excellent with respect to training programme

organized by the company.

The 20% employees overall satisfaction is good with respect to training programme

organized by the company.

The 15% employees overall satisfaction is average with respect to training programme

organized by the company.

The 6% employees overall satisfaction is below average with respect to training programme

organized by the company.

The 4% employees overall satisfaction is not at all with respect to training programme

organized by the company.

55
 CHAPTER 4

LEARNING SUMMARY

56
SUGGESTIONS

This project has exposed certain discrepancies in the training and development programmes

for the executives. The content analysis of the questionnaire also revealed certain points,

suggested by the executives which if applied to the existing system of training and

development programmes would increase the effectiveness of these programmes and thereby

the enthusiasm of the employees to attend these programmes. The following points should be

kept in mind while designing a programme so that it is overall effective.

1* Training should not be imparted for the sake of training. The need for training should be

properly assessed after consultation with the employees and the training imparted should

be such that the employees are able to retain the skills and knowledge acquired. Then

only the objectives of the training programmes can be achieved.

2* The programmes conducted should be designed to suit the needs of the time. The training

programmes should keep in step with the changing market scenario and such knowledge

should be updated to the employees.

3* Most of the time the training programmes are held at the regional headquarters as a result

of which they rarely benefit outstation employees.

Contents of the training programmes should be varied and should cover nearly all the aspects

of banking which are relevant to the current jobs of the employees

57
CONCLUSION

The training shall always remain open for identifying &

implementing New Strategies, techniques & suitably adopt itself to

market conditions & scenarios.

In case any changes are required an amendment would need to be

carried out for incorporating the same in the policy. The frequency

of the amendment shall be decided depending upon

urgency and criticality of the change required /suggested /

recommended.

Amendments shall need to be approved by National Manager-

Recruitment for incorporating the same into the Process Manual.

Team members shall need to provide their inputs / feedback /

proposed changes to Strategy Team.

58
LIMITATIONS OF THE STUDY

Since the data was collected using a schedule, the interviewers inability to understand and

record the responses correctly is possible.

The respondents were unable or unwilling to give a complete and accurate response to certain

questions .

59
BIBLIOGRAPHY

Research Methodology K.C. Kothari

Human Resource and Personnel Management K. Aswathapa

Encyclopedia of Management Training

Vinamaya Monthly Magazine on Banking

Trust - News Letter

60
Annexure

QUESTIONNAIRE

This is a questionnaire based on Training and Development of an organization. We are

here by to collect some primary data as required by the course curriculum of Human

Resource Management. Your active participation is needed. We assure that your

confidential information we will keep secret.

1. Is there any induction training given to employees in your bank?

YES

NO

2. How frequently are training programme generally organized in

your bank?

Monthly

Quarterly

Half yearly

Annually

Any other

61
3. Which method is commonly used by company for provide training

to the employees?

Off the job method

On the job method

Both methods

Other

None of above

4. As per your opinion the overall training environment was very comfortable?

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

62
5. Overall, how much did you like your training advisor?

A lot

A little

A moderate amount

Not at all

None of above

6. Do you agree that the training programme was well planned by

the company?

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

7. In your opinion the training programme are of suffi cient

duration?

Strongly Agree

63
Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

8. Do you agree that the instructor is able to satisfactory clarify

trainees doubts?

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

9. What is your opinion about present training system?

Excellent

Good

Average

64
 Below Average

Not at all

10. Do company provide study material before the training

programme?

Yes

No

11. Does training builds up team work?

Yes

No

12. Do you have any suggestions to improve the training

programme?

___________________________________________________________________________

__________________________________________________________________________

_
65
13. Do you feel that the training given by the company to you is

useful in day to day work life?

Extremely useful

Very useful

Little useful

A moderate amount

Not at all

14. Do you agree that the training programme organized are

extremely beneficial for employees?

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

66
15. What is the overall satisfaction with respect to training

programme organized by the bank?

Excellent

Good

Average

Below Average

Not at all

THANK YOU

67