Description
The official and ongoing educational activities within an organization designed to enhance the fulfillment and performance of employees. Training and development programs offered by a business might include a variety of educational techniques and programs that can be attended on a compulsory or voluntary basis by staff.
CHAPTER-I. INTRODUCTION
In an increasingly competitive world it is essential for an organization to be flexible, innovative and adoptive. This necessitates a clear definition of roles and responsibilities of the employee. Training and development is extremely critical in ensuring this. Organizations and individuals have to develop and grow simultaneously in order to survive. The objective of training is to bridge the gap between existing performance ability and desired performance. The purpose of training and development should be to meet the organizations objectives by providing opportunities for the employee’s at all hierarchical levels to enquire the requisite knowledge, skills and attitude. Keeping all the above facts in mind, the present study is an attempt to make an in depth study on training and its effectiveness in Corporation Bank. There exists a difference between the terms Training and Development. Training skills. Development : This refers to the learning opportunities designed to help the individual grow. In organizational terms, Training and Development refer to the imparting of specific skills, abilities and knowledge to an employee. Training & Development Training, an integral part of any organization, is the process of developing knowledge, attitude, skills and understanding among : This refers to the process of imparting specific
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employees to keep pace with the changing abilities and enlarging capacities. Training is the acquisition and development of those knowledge, skills, techniques, attitudes and experiences which enable an individual to make his most effective contribution to the combined effort of the team of which he/she is a member. “Training is a method that bridges the gap between Existing Performance and Desired Performance”. A formal definition of Training and Development is: Definition: A process of dealing primarily with transfer (or) obtaining knowledge, attitudes & skills needed to carry out a specific activity or task Trained staff is the most valuable asset of an organization. So, every organization irrespective of its nature should provide training to all of its personnel in order to meet the challenges of survival and growth. The need for training arises due to the following reasons. a) To bridge the gap between employee specifications , job and organizational requirements: An employee’s present specifications may not exactly meet the organization requirements irrespective of his past experience, knowledge, skills, qualifications etc. for this reason the management identifies the differences or gaps between employee specifications , job and organizational requirements. Training is required to bridge these gaps by developing and molding the employee skills and abilities in tune with organizational requirements. b) Organizational viability and the Change process: In order to survive and grow, the organization must continuously
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adopt to the changing environment. For this purpose, it should upgrade its capabilities by conducting training programmers which foster the initiative and creativity of employees and help them to prevent the obsolescence of skills. c) Changing technology: As technology is changing very fast, an organization in order to be effective should adopt the latest technologies like mechanization, Computerization and automation. Increasing use of latest technologies and techniques require good training for this purpose the organization should train the employees to enrich them in the areas of changing technical skills and knowledge. d) Internal mobility: Training also become necessary when there is internal mobility i.e., when an employee is promoted or when there is some new job or occupation to be performed due to transfer. When an employee is chosen for higher level jobs, he/she should be trained before assigning the responsibilities. e) Sound human relations: As the approach to HRM has shifted from commodity approach to the partnership approach beyond human relations approach, management has to maintain sound human relations in addition to maintaining harmonious industrial relations, so, training in human relations is necessary to deal with problems like transfer, interpersonal and inter group conflicts and maintain sound human relation. Scope of the study: This study covers all aspects of training and development programs in Corporation Bank. This study covers the New Entrant Manager response towards the training programs in the organization.
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OBJECTIVES OF THE STUDY:
1.
To analyze and examine the effectiveness of training and development programs in Corporation Bank. To assess how often training programs are conducted and how much are the employees satisfied. To study to what extent the training programs are applicable to their jobs. To study the employee’s opinion on the training and development in Corporation Bank.
2.
3.
4.
1. RESEARCH DESIGN USED Exploratory research of research conducted for a problem that has not been clearly defined. Exploratory research helps determine the best research design, data collection method and selection of subjects. It should draw definitive conclusions only with extreme caution. Given its fundamental nature, exploratory research often concludes that a perceived problem does not actually exist. Exploratory research often relies on secondary research such as reviewing approaches employees, available such as literature informal or and/or data, and or qualitative consumers, more formal discussions with
management
competitors,
approaches through in-depth interviews, focus groups, projective methods, case studies or pilot studies.
2. Data collection method
Primary data: It is collected through the questionnaire, a formalized instrument of asking information directly from
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respondent
demographic
characteristics,
attitude,
belief
and
feelings through personal contracts. Structured and on disguised from of questionnaire is used and consists of multiple choice questions. Secondary data: 1. Internal secondary data about the Corporation Bank included formal data, which is generated organization 2. External secondary data generated by source the organization was used such as public available data provided by the reports of the companies. All this information is of great importance and conceptualizes and illuminates the core of the study. 3. SAMPLE DESIGN a) Sampling unit: the study is directed towards the executive of managerial level. b) Sample size: sample size of 50 is taken in this study 4. DATA ANALYSES Simple analysis method is followed for analyzing the data pertaining to different dimensions of employees. Simple statistical data like percentage are used in the interpretation of data pertaining to the study. The results are illustrated by means of bar charts. LIMITATION OF THE STUDY within the organization itself, were obtained through concerned head in the
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• Due to constraint of time and resources, the study was conducted in the regional sector as and the results of the study cannot be generated.
?
The accuracy of the analysis and conclusion drawn
entirely depends upon the reliability of the information provided by the employees.
?
Sincere
efforts
were
made
to
cover
maximum
departments of the employees, but the study may not fully reflect the entire opinion of the employees.
? In
the fast moving/changing employees behavior, name
new and better things may emerge in the near future, which cannot be safeguard in this report.
Statistical tools used Percentage method: Percentage method is used in making comparison between two or more series of data. This is used to describe relationship. Percentage of respondents = respondents The method of study followed in this project (in brief): No of respondents x 100 Total
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Sample size
: 50
Data collection method : Primary and Secondary. Duration of study Analysis : 45 days. : Through percentage method.
CHAPTER-II. REVIEW OF LITERATURE
Training as continuous improvement: Training faces increasing demands to demonstrate results in terms of return on investment. With these demands come increased opportunities for the training function to influence the direction and operations of the company. Changing demographics, the increasing competitiveness of the market place, high demand for and short supply of knowledge workers, and customer demands for high-quality products and services all challenge companies and their training development. Important concepts and terms in the field of training were defined and discussed including learning, three types of knowledge, two levels of skills and attitudes. The manner in which attitude affect motivation which in turn affects behavior was explained.
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Though different opinions exist in the field of training about what constitutes training versus development and education, training in this article will be considered to be the experiences provided to people and enable them to learn job in general , but not specifically tailored to person’s job. Development will be considered to be the learning that occurs as a result of training and education.
Human resource management is concerned with the human beings in an organization. It reflects a new philosophy, a new outlook, approach and strategy, which views an organization’s manpower as its resources and assets. Human resource management is a managerial function which facilitates the effective utilization of people (manpower) in achieving the organizational and individual goals. Simply, HRM is a management function that helps the managers to recruit, select, train and develop the organizational members for the purpose of achieving the stated organizational goals. The terms personnel and human resources are used interchangeably.
Objectives of HRM The objectives of HRM are taken from the basic objectives of the organization. For achieving the organizational goals, it is necessary to employ right people for a right job. The primary objectives of HRM are to provide right, competent and willing workforce to an organization. For attaining its primary objective HRM frames the following objectives.
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1. To guide the organization in attaining its goals by providing well-trained and competent personnel. 2. To develop the individuals up to a maximum extent by providing them the necessary training and advancement. Need for training Need for training arises to 1. Improve performance
2. 3. 4. 5. 6.
Improve productivity Improve quality of product/service Improve organizational climate Improve health and safety Reduce resistance to change
IMPORTANCE OF HUMAN RESOURCE MANAGEMENT Training and Development: Learning a sequence of programmed behavior with the application of knowledge is called training. Training and Development programmes foster the initiative and creativity of the employees and help to prevent manpower obsolescence, which may be due to age temperament or motivation or the inability of the person to adapt him/her to technologic changes. Any organization will be successful if it uses integrated HR approaches. The vitality and success of any HR process depends upon intelligent networking of different processes with each other. Training and Development should upgrade the skill and competence of the individuals and in turn should facilitate in enhancing the performance of the employees.
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The importance of human resources management to a large extent depends on human resources development. important technique. H.R.D. is nothing but training of employees and training as its most No organization can get a candidate who exactly suits with the job and the originations requirements. Hence, training becomes necessary is important to develop the employee and make him suitable the job. Training works towards value additions to the company through HRD. Job and organizational requirements are not static rather they are changed dynamic. From time to time in view of the technological advancement and charge in the awareness of the total quality and productivity management (TQPM). The objectives of the TQPM can be achieved only through training, which helps to develop human skills and efficiency. Training employees would be a valuable asset to an organization. Organizational efficiency, productivity, progress and If the development to a greater extent depend up on training.
required training is a not provided. It leads to performance, failure of the employees. Organizational objectives like viability, stability and growth can also be achieved by providing through training. Training is important, as it constitutes a significant part of management control. The training enhances four ‘C’s for the organization viz. • Competence • Commitment • Creativity
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• Contribution BENEFITS OF TRAINING and DEVELOPMENT: Training and Development: A Process of dealing primarily with transferring or obtaining knowledge, attitudes & skills needed to carry out a specific activity or task. Placing employees in jobs does not ensure their success. New employees are often uncertain about their roles and responsibilities. Job demands and employees’ capabilities must be balanced through orientation and training programs. Once employees have been trained and mastered their jobs, they need further development to prepare for their future responsibilities. And with ongoing trends toward greater work force diversity, flatter organizations, and increased global competition, training and development efforts enable employees to assume expanded duties and greater responsibilities. ”Give a man a fish, he will eat it. Train a man to fish, he will feed his family”. This is a saying that highlights the importance of training a man. Employees’ training is the process whereby people learn the skill, knowledge, attitude and behaviors needed in order to perform their job effectively. Every Organization needs to have well adjusted, trained and experienced people to perform the activities that must be done. As Jobs in today’s dynamic Organizations have become more complex, the importance of employee education has increased. When job were simple, easy to learn, and influenced to only a small degree
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by technological changes, there was little need for employees to upgrade or alter their skills. But that situation rarely exists today. Instead, rapid job changes are occurring, requiring employee skills to be transformed and frequently updated. In organizations, this takes place through what we call training. Definition, Significance of Training and Development & Training, Education and Development: Mc Farland defines several concepts used in the development of human resources. Although training and education are closely connected, these concepts differ in crucial ways. While the term “TRAINING” relates to imparting specific skills for specific objectives , the term “EDUCATION” involves the development of the whole individual socially, intellectually and physically. Therefore, training forms only a part of the entire educational process. Moreover, education is more similar to the concepts of growth and development than training. The term “DEVELOPMENT” can be defined as the nature and direction of change taking place among personnel through educational and training process. The relative amount of training and education changes with the nature of tasks and responsibilities in organizational settings. As one goes upward in the organization the amount of training usually declines and the amount of education enhances. Explicitly non-managerial personnel require more job or trade-related skills and human relations insights. Accordingly, there is difference between employee training and management development. Thus, employee training relates to the process by which non-managerial employees are imparted job skills. This type of training is largely task-centered instead of career
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centered and supplements basic skills and job training obtained in trade schools. On the other hand, development as applied to managers involves the processes by which managerial personnel accomplish not merely skills in their present jobs but also competence for prospective assignments of enhanced difficulties and scope. The higher responsibilities embrace complex conceptual thoughts and as analysis applied and to decision-making managers abilities. all The those development embraces
recognized and controlled measures, which exert a marked influence towards the improvement of abilities of the participant, to accomplish his present job more effectively, and in this process enhance his potential for prospective higher responsibilities. However, Dunn and Stephens do not limit the term “development” to managerial personal only. According to them, “training refers to the organization s’ effort to improve an individual’s ability to perform a job or organizational role, whereas development refers to the organization’s effort to enhance an individual’s abilities to advance in his organization to perform the job. Training can be viewed as job oriented leading to an observable change in the behavior of the trainee in the form of increased ability to perform the job. On the other hand, through development is still job related, it is much broader in scope. This is implied in management development programs purporting to prepare managers for higher level positions. It enhances general knowledge related to a job as well as the ability to adapt to change. Thus training is narrow in scope and largely relates to acquisition of skills, while development
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embraces a broader scope. The concept of “EDUCATION” relates to acquisition of knowledge of a general nature. According to Yoder, although the term “TRAINING” and” DEVELOPMENT” appear synonymous, there is a recognized difference between these concepts. Earlier training programs stressed preparation for an improved performance in largely specific rank and file jobs. With the growth of the organizations, several problems developed specifically at supervisory level. Accordingly, supervisory training programs were launched enabling them to deal with distinctive problems. During the training of the supervisors, the need for training of their bosses appeared significant. Therefore, special development programs for middle managers were organized. Later on, development programs were started for top management as well. These programs indicated the significance of concept of development and thus training appeared to be an improper designation for learning a wide variety of complex difficult and intangible functions of managerial personnel. Thus the concept of “TRAINING “was degraded. Thus the concept of “TRAINING” was degraded. As managers themselves remarked, “TRAINING is for dogs, people are more developed ”. Today the terms “EDUCATION” and” DEVELOPMENT” are more suitable than term “TRAINING”. It is not the training but the full development of personality that enables the human resources to exert their full potential. Also training and development programs are combined for developing skills as well as basic attitudes leading to continued personal growth.
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2. The terms ”TRAINING”, “EDUCATION” and” DEVELOPMENT” are closely related but their meaning have important distinctions. Training is the act of increasing knowledge and skill of an employee for doing a particular job. It is concerned with imparting specific skills for particular purposes. On the other hand, education is concerned with increasing general knowledge and understanding of the employee’s and total environment. Thus, when we teach a person how to assemble two objects and tighten a nut, we are training him to do a specific job but when we are giving him a course in engineering, it is education. The term “ Development” is abroad one. It includes both training and education. Its aim is to improve the overall personality of an individual. The term is mostly used in the context of executives only. We will differentiate between ‘employee training’ and ‘employee development’ for one particular reason. Although both are similar in the methods used to affect learning, their time frames differ. Training is more present-day oriented; its focus is on individuals current jobs, enhancing those specific skills and abilities to immediately perform their jobs. Employee development generally focuses on future jobs in the organization. As employees are groomed for positions o greater responsibility, employee development efforts will help prepare them for that day. BENEFITS OF EMPLOYEE TRAINING AND IMPORTANCE OF TRAINING: Training benefits the organization in which the employee is working and as well as the individual. Training benefits to the organization:
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? 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. ? Fosters authenticity, openness and trust. ? Improves the relationship between boss and subordinate. ? 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 solving. ? Aids in development for promotion from within. ? Aids in developing leadership skill, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. ? Helps keep cost down in many areas. ? Develops a sense of responsibility to the organization for being competent and knowledgeable. ? Improves labour-management relationships.
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? Reduces outside consulting costs by utilizing competent internal consulting. ? Stimulates preventive management as opposed to putting out fires. ? Eliminates suboptimal behavior. ? Creates an appropriate climate for growth, communication. ? Aids in improving organizational communication. ? Helps employees to adjust changes. ? Aids in handling conflict, thereby helping to prevent stress and tension. Training benefits to the individual which in turn ultimately should benefit the organization: ? Helps individual in making better decisions and effective problem solving. ? Motivational variables such as recognition, achievement, growth responsibility and advancement are internalized and operationalized. ? 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. ? Increase job satisfaction and reorganization. ? Move a person towards personal goals while improving interaction skills. ? Satisfies personal needs of the trainer and trainee.
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? Provide trainee an avenue for growth in learning. ? Develop a sense of growth in learning. ? Helps a person develop speaking and listening skills; also writing skills when exercises are required. ? Helps eliminate fear in attempting new tasks. Importance of training: Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes, or social behavior. It may mean changing what employees know, how they work, their attitudes toward their work, or their interactions with their coworkers or their supervisor. There are two factors, which help to explain the importance of the training and development area. First, the rapid rate of technological change that has created many new jobs and had rendered many old ones obsolete. New jobs often create a need for acquisition of new knowledge and skills. Training can meet the changing job requirements of an organization. Second, the attitude of employees who expect something more than a well paying secure job. Today employees expect a challenging job with opportunities for upward mobility and growth. For many jobs, training activities are essential to keep abreast of current developments and to raise the performance capabilities of employees beyond nearly acceptable levels. Further, training and
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development programmes can play a major role in organization development by changing employee attitudes and behavior. Training is a forum where human principles of courtesy, integrity, honesty and behavior can be correctly taught. The trainers should be of high caliber and respected within the organization. The perception of the employees that training will help them grow in their jobs and give them better work satisfaction must be created. It is important that training programmes should enable employees to gain an organizational perspective and make them function as one team. A review of literature indicates that training programs are often prescribed as the drug of choice to problem situations in organizations. Until the problem is understood in greater detail, proposing a solution or an intervention can be costly and fruitless endeavor. Often overlooked, as the first step in the performance improvement processes is the training needs assessment. A need is not a want or desire. It is a gap between “what is” and “what ought to be.” The needs assessment serves to identify the gaps and considers if training can solve the problem. The assessments are part of planning process focusing on identifying and solving performance problems. LEARING PRINCIPLES: Ideally, training and development are more effective when the training methods match the learning styles of the participants and types of jobs needed by the organization. Learning principles are guidelines to the ways in which people learn most effectively. The more these principles are reflected in
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training, the more effective training is likely to be. These principles are participation, repetition, relevance, transference and feedback. Participation: Learning usually is quicker and longer- lasting when the learner participates actively. Participation improves motivation and apparently engages more senses that reinforce the learning process. As a result of participation, people learn more quickly and retain that learning longer. For example, most people never forget how to ride a bicycle because they actively participated in the learning process. Repetition: Although seldom fun, repetition apparently etches a pattern into one’s memory. Studying for an examination, for example, involves the repetition of key ideas so that they can be recalled during a test. Similarly, learning of multiplication tables and alphabet takes place by repetition. Relevance: Learning is helped when the material to be learned is meaningful. For example, trainers usually explain the overall purpose of a job. For example, trainers usually explain the overall purpose of a job to trainees before explaining specific tasks. This allows the worker to see the relevance of each task and of following the correct procedures. Transference: The more closely the demands of the training program match the demands of the job, the faster a person learns to master the job. For example, pilots usually are trained in flight simulators because the simulator very closely resembles the cockpit and flight characteristics of the plane. The close match between the simulator and the plane allows the nature trainee quickly transfer the learning in the simulator to actual flight
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conditions. Simulation is duplication of the original work place. It provides instantaneous feedback. Feedback: Feedback gives learners information on their progress. With feedback, motivated learners can adjust their behavior to achieve the quickest possible learning curve; without it, they cannot gauge their progress and may become discouraged. Test grades are feedback on the study habits of test takers, for example. METHODS OF TRAINING: Yoder at al lucidly describe training methods classified under the following heads. a) On –the – job methods b) Off – the – job methods a) On –the – job methods: on – the – job methods are used primarily to reach workers how to their current jobs. A trainer, supervisor, or coworker serves as the instructor. The following are the types of on – the – job methods: ? Apprenticeship ? Internship ? Coaching ? Special assignments ? Job rotation b) Off – the – job methods: off – the – job methods are conducted outside the job setting and the learner is away from the job spot. The following are the types of off – the – job methods:
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? Lecture methods ? Video presentation ? Vestibule training ? Role playing ? Case study ? Simulation ? Self study ? Programmed learning ? Laboratory training ? In-basket exercises ASSESSING TRAINING NEEDS: Every organization needs to have well-trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. As jobs have become more complex, the importance of employee training has increased. When jobs were simple, easy to learn, and influenced to only a small degree by technological changes, there was little need for employee to upgrade or alter their skills. But the rapid changes taking place during the last quarter-century in our highly sophisticated and complex society has created increased pressure for organizations to readapt the products and services produced, the manner in which products and
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services are produced, and offered, the types of jobs required, and the types of skills necessary to complete these jobs. Needs in conducting training needs assessment: • To determine the type training that is relevant to employee’s jobs. • To determine what training will improve performance. • To determine if training will make a difference. • To distinguish training needs from organizational
problems. • To link improved job performance with organizational goals.
CHAPTER-III. ORGANISATION PROFILE
ORGANISATION PROFILE OF CORPORATION BANK Every institution has its start in modest initiatives but what makes it great is the passion of the people behind it. Carrying the legacy forward with an undaunted commitment to its vision, the journey of Corporation Bank truly epitomizes this.
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Started about 108 years ago in 1906, with an initial capital of just Rs.5000/-, Corporation Bank has recorded Rs. 2,44,827 Crore mark in business and even far more, with over 6601 service outlets across the nation, served by committed and dedicated 13,000 plus Corp Bankers. Proof of which is seen in its enviable track record in financial performance. We have many reasons to cheer; predominant of them is, being able to participate in nation building by empowering the rural and urban population alike. Today, we are proud that we are significant contributors to the growth of the country's economy. Nationalised in 1980, Corporation Bank was the forerunner when it came to evolving and adapting to the financial sector reforms. In 1997, it became the Second Public Sector Bank in the country to enter capital market, the IPO of which was oversubscribed by 13 times. the Bank has many " firsts " to its credit Cash Management Services, Gold Banking, m-Commerce, " Online " approvals for Educational loans, 100% CBS Compliance and more recently, its poineering efforts to take the technology to the rural masses in remotest villages through low-cost branchless banking Business Corresponent model. All of which symbolise Bank's unswerved commitment to its customers to provide convenience banking. At Corporation Bank, what motivates them is the passion to excel in banking by maintaining highest standards of service to our customers, backed by innovative products and services which make them one of the leading Public Sector Banks in the country,
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catering to a wide range of customers - from individuals to corporate clients. HISTORY OF CORPORATION BANK THE FOUNDATION: Corporation Bank came into being as Canara Banking Corporation (Udipi) Limited, on 12th March, 1906, in the temple town of Udupi, by the pioneering efforts of a group of visionaries. The Bank started functioning with just Rs.5000/- as its capital and at the end of the first day, the resources stood at 38 Rupees-13 Annas-2 Pies. The Founder President Khan Bahadur Haji Abdullah Haji Kasim Saheb Bahadur, committed to fulfill the long felt banking needs of the people and also to inculcate the habit of savings, provided the much-needed impetus to founding a financial institution that would bring about prosperity to the society. The content of the first Appeal to the public dated 19th February, 1906 speaks volume about the lofty ideals and ethos behind the foundation. The Founder President Haji Abdullah declared that… MISSION: "The Primary object in forming ‘Corporation’ is not only to cultivate habits of thrift amongst all classes of people, without distinction of caste or creed, but also habits of co-operation amongst all classes”. Prosperity to All: In 1939, the Bank’s name changed from Canara Banking Corporation (Udipi) Ltd., to “Canara Banking Corporation Ltd.,” and strongly put forth its vision with the motto-“Sarve Janah Sukhino Bhavanthu” which means “Prosperity to all”.
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The second change in the name of the Bank occurred in 1972, from ‘Canara Banking Corporation Ltd.’ to ‘Corporation Bank Limited.’ and finally ‘Corporation Bank’ following its nationalization on 15th April, 1980. Shouldering National Objectives: The Bank took on the priorities of nationalization in full stride and emerged successful in fulfilling the national objectives, while sustaining its performance oriented culture and profit augmenting record. Amidst all this, the Bank crossed Rs.1000 crore-deposit mark in the year 1985 and launched into the 1990s with focus on high quality growth by embracing newer technology. The end of first phase of banking sector reforms in India had seen the Bank emerging as the most innovative and dynamic bank in the public sector, outshining other banks in terms of asset quality, capital adequacy, operational efficiency, well diversified income base, profitability, productivity, and strong balance sheet. The tremendous amount of confidence and loyalty reposed by the public in general and customers in particular, manifested itself in the overwhelming response to the IPO of the Bank in the year 1997.
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THE LOGO OF CORPORATION BANK
The Bank's motto "Sarve Janah Sukhino Bhavanthu” in Sanskrit, The which means logo “Prosperity has for All " is wellprofessed by the Bank in its day-to-day operations. Bank's various components, wishfor progress) and Wheat namely Kamadhenu (denoting fulfillment), Kalpatharu (eternity), Balance (justice all), Wheel (industrial
Grains (agricultural prosperity) which stand for universal prosperity and as a wish-fulfilling credo. The logo in its present form was incorporated in 1972 when the name of the Bank was changed from Canara Banking Corporation (Udipi) Ltd. to Corporation Bank Ltd. Corporate Mission • To become a provider of World - Class Financial Services. • To meet Customer expectations through Innovation and Technological Initiatives. • To maintain leadership in inclusive banking.
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• To enhance stakeholders' value. • To fulfill national and social obligations. • To create an environment, intellectually satisfying and professionally rewarding to the employees. • To emerge as a role model for ethical values and Good Corporate Governance Chairman & Managing Director Shri Ajai Kumar
Chairman & Managing Director Directors' Profile : Shri Lalit Kishore Meena
Government Nominee Director *** Shri U. S. Paliwal
RBI Nominee Director *** Shri Vincent D’Souza,
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(Workmen Employee Director) Shri Kaushik Kumar Ghosh
Officer's Employee Director *** Shri Sushobhan Sarker
Shareholder Director *** Shri Kawaljit Singh Oberoi
Shareholder Director *** Shri S. Shabbeer Pasha
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(Shareholder Director)
MANAGEMENT BOARD OF DIRECTORS :
Chairman & Managing Shri Ajai Kumar Shri Amar Lal Daultani Shri Bibhas Kumar Srivastav Shri L. K. Meena Shri U. S. Paliwal Shri Vincent D' Souza Shri Kaushik Kumar Ghosh Shri Sushobhan Sarkar Shri Kawaljit Singh Oberoi Shri S. Shabbeer Pasha Director Executive Director Executive Director Govt. Nominee Director RBI Nominee Director Workmen Employee Director Officer's Employee Director Share holder Director Share holder Director Share holder Director
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CHAPTER-IV. DATA ANALYSIS AND INTERPRETATION
DATA ANALYSIS: The survey was conducted to identify the training needs of the employees and to know their perception about the Management Development Programs (MDPs). For this survey fifty employees were selected to know the response through a structured questionnaire. The employees selected for this survey are from different branches of Corporation Bank by the primary data collected by questionnaires from each employee from different branches QUESTIONNAIRE Definition: “A set of printed or written questions with a choice of answers, devised for the purposes of a survey or statistical study”. Questionnaires are a good way of collecting primary data. And Secondary data is obtained from other sources. A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents. Although they are often designed
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for statistical analysis of the responses, this is not always the case. The questionnaire was invented by Sir Francis Galton. A questionnaire is a series of questions asked to individuals to obtain statistically useful information about a given topic. When properly constructed and responsibly administered, questionnaires become a vital instrument by which statements can be made about specific groups or people or entire populations. Questionnaires have advantages over some other types of surveys in that they are cheap, do not require as much effort from the questioner as verbal or telephone surveys, and often have standardized answers that make it simple to compile data. However, such standardized are also answers may by frustrate the fact users. that Questionnaires sharply limited
respondents must be able to read the questions and respond to them. Thus, for some demographic groups conducting a survey by questionnaire may not be practical.
Note: Here, I am suggested of excluding Name, Designation, and Branch of the employees by my project guide at CORPORATION BANK Mr. I.Sreekar Rao, Chief Manager, Zonal Office, Hyderabad. 1. Your organization offer training for you? Category Yes No Sometimes Number of respondent 40 0 0 Percentage 100% 0% 0%
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As per the survey it was found that organization provides training for each employee in the organization.
2. In which areas training is provided to you? Category Company policies & technical skills Problem solving all the above Number of respondent 0 0 0 40 Percentage 0% 0% 0% 100%
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As per the survey it was found that the organization provides training for employee in all areas.
3.
Do
you
think
increase
your
performance,
commitment
&
motivation? Category Yes No sometimes Number of respondent 33 0 7 Percentage 82.5% 0% 17.5%
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As per the survey it was found that 82.5% of the employee feels that training programmes increase the performance, commitment & motivation, and 17.5% feels sometimes.
4. do you think that, you are acquired some new skills & knowledge from training programmes? Category Yes No sometimes Number of respondent 26 0 14 Percentage 65% 0% 35%
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As per the survey it was found that 65% of the employee feels that they acquire some skills & knowledge from training programmes, and 35% feel sometime.
5. Do you think that training programmes create some competitive environment at work place? a) Yes Category Yes No b) no Number of respondent 29 0 c) sometimes Percentage 72.5% 0%
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As per the survey it was found that 72.5% of the employee feels that the training programmes create some competitive environment at
workplace, and 27.5% feel sometime.
6. If yes…! How it is effecting? Category Motivating demotivating Sometimes motivating Number of respondent e 19 0 21 47.5% 0% 52.5% Percentag
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As per the survey it was found that 47.5% of the employee feels that motivating and 52.5% feel that Sometimes motivating and sometimes demotivating.
7. Training programmes are beneficial to the organization? Category Yes No sometimes Number of respondent 37 0 3 Percentage 92.5% 0% 7.5%
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As per the survey it was found that 92.5% of the employee feels training programmes are beneficial to the organization and 7.5% feel sometimes.
8.
What
are
your
organization’s
objectives
in
conducting
training
programmes? Category Accuracy speed up Increase skill & know all the above Number of respondent 6 0 13 21 Percentage 16% 0% 32% 52%
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As per the survey it was found that 15% of the employee feel that organization objective to conduct training programmes is for
accuracy,32.5% for increase skill & knowledge, 52.5 for all the above.
9. if you are not provided with a trainer, then on who do you depend? Category HR department Line manager Number of respondent e 38 0 95% 0% Percentag
48 | P a g e Immediate supervisor Any other 0 2 0% 5%
As per the survey it was found that 95%of employee says depend on hr department for training programmes and 5% on any other.
10. Do you think, in your organization training programmes is effective? Category Yes No sometimes Number of respondent 33 0 7 Percentage 82.5% 0% 17.5%
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As per the survey it was found that 82.5% of the employee feels that organization training programmes are effective and 17.5% feels sometimes.
11. Is your trainer show partiality towards employees? Category Frequently No occasionally Number of respondent 0 40 0 Percentage 0% 100% 0%
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As per the survey it was found that 100% of the employee feels that trainer does not show any partiality towards employee.
12. Do you think that training programmes efforts help management in reaching objectives? Category Yes No sometimes Number of respondent 27 0 13 Percentage 67.5% 0% 32.5%
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As per the survey it was found that67.5% of the employees feels that training programmes will help the management to reach the objective and 32.5% feels sometimes.
13. Along with training programmes, do you need any other motivational programmes to Category Yes No sometimes get success at work place? Number of respondent 14 5 21 Percentage 35% 12.5% 52.5%
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As per the survey it was found that 35% of the employees feels that the need some other motivational programmes to get success at work place and 12.5% feels no, 52.5% feels sometimes.
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14. Do you think that training programmes should be provided on the basis of performance of employees? Category Yes No sometimes Number of respondent 18 6 16 Percentage 45% 15% 40%
As per the survey it was found the 45% of employees feels that training programmes should be provide on the basis of performance , 15% feels no, 40% feels sometimes.
54 | P a g e 15. What are the suggestions you give regarding training programmes? Category Everything is good Some changes programmes Number respondent 39 training 1 of Percen tage 97.5% 2.5%
in
As per the survey it was found that 97.5% of the employees feel that everything is ok in organization training programmes and 2.5% feels some changes in training programmes.
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CHAPTER-V. FINDINGS CONCLUSIONS AND SUGGESTIONS
FINDINGS • It is found that 87% of the total respondents feel that their supervisor strictly following the standard format of performance review and 13% of the respondents feel that the standard format is not being followed. • The time spent by the supervisor for the discussion on the performance review is 10-20 minutes for 35% of the associates; no time was spend by the supervisor for 5% of associates and 20 minutes and above time was spent by the supervisor for 60% of the associates. • There is a feeling that 55% of the total respondents agree that their supervisor takes the performance appraisal process seriously, 35% of the respondents strongly agree, 5% disagree and another 5% of the respondents strongly disagree • 53% of the total respondents strongly agree that they can share thoughts and feelings freely with the supervisor and 47% of the respondents just agree • It is evident that 60% of the respondents agree that their discussions with their supervisor are fruitful, 30% agree and 10% of the respondents disagree with this • I found that 87% of the total respondents agree they and their supervisor mutually arrive a t final rating and 13% of the respondents do not agree with this.
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• It is found that 88% of the total respondents agree that they get guidance in understanding the process of performance review from their supervisor and only 12% disagree with this • The survey reveals that only 55% of the associates have completed their mid-year review. 45% of the associates have not yet completed their mid-year review; this is due to the reason that their supervisors could not spend time for review. • It denotes that 60% of the total respondents taken as 100%, 75% of them say that their supervisors identify training needs after the mid-year review and 25% disagree with this. • It shows that 54% of the respondents say that their mid-year appraisal has helped them to do their job better, 33% say that it has greatly helped them and 13% disagree with this statement. SUGGESTIONS • Other attributes must be identified to measure the performance such as interpersonal skill, avoiding conflict, situational behavior can be rated. • Reward and performance should be linked. The person getting highest rating should be given reward as an incentive package • Proper counseling and support should be given by the management to improve the performance of the employees • Identify proper training needs for those who have undergone mid-year review. Make sure that the mid-year appraisal must be useful to them in achieving the objectives of the Organization
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• An
influential
person
and
who
has
popularity
among
employees should provide awareness of the system and motivate employees to participate in the meetings • The incentives provided for good performance must be a motivating factor for a better performance • There is a feeling that this system is not fully utilized to recognize the performance should create of the associates. So, top the management seriousness towards
performance management system. • The performance management system that is being follows is very well designed. But there should be no delay in its implementation practically • The parameters on which the performance is assured should be more logical and analytical. CONCLUSION From the opinions, views and response of the employees on this study, I conclude by saying that most of the employees of CORPORATION BANK hold a positive view on the effectiveness of the performance management system in the Organization. In today’s competitive era, Organizations need to have performing people to reach its appropriate goal Hence I conclude with a positive note on the study by saying that the Organization with the implementation of suggestions and by developing a multi prone strategy covering all the aspects of performance management system would become a “benchmark” for the rest of the “BANKS” in this field.
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APPENDIX
QUESTIONNAIRE ON “TRAINING AND DEVELOPMENT IN BANKS” at CORPORATION BANK.
Dear Sir, I am Management student conducting a study on the Training and Development in Banks on Corporation Bank under your grateful guidance. I would be grateful if you would kindly spare some time to answer these quires. This information will be used purely for academic purpose and would be kept confidential.
Thanking you, Yours faithfully NAVEEN MALIGIREDDY
REDDY
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Name: Designation: Branch: QUESTIONNAIRE 1. Your organization offer training for you? a) Yes b) no c) sometimes 2. In which areas training is provided to you? a) Company policies & procedure b) technical skills c) Problem solving capabilities d) all the above 3. Do you think training increases your performance, commitment & motivation towards your job? a) Yes b) no c) sometimes 4. do you think that, you are acquired some new skills & knowledge from training programmes? a) Yes b) no c) sometimes 5. Do you think that training programmes create some competitive environment at work place? a) Yes b) no c) sometimes 6. If yes…! How it is effecting? a) Motivating b) demotivating c) Sometimes motivating and sometimes demotivating 7. Training programmes are beneficial to the organization? a) Yes b) no c) sometimes
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8. What are your organization’s objectives in conducting training programmes? a) Accuracy b) speed up c) Increase skill & knowledge d) all the above 9. if you are not provided with a trainer, then on who do you depend? a) HR department b) line manager c) Immediate supervisor d) any other 10. Do you think, in your organization training programmes is effective? a) Yes b) no c) sometimes 11. Is your trainer show partiality towards employees? a) Frequently b) no c) occasionally 12. Do you think that training programmes efforts help management in reaching objectives? a) Yes b) no c) sometimes 13. Along with training programmes, do you need any other motivational programmes to get success at work place? a) Yes b) no c) sometimes 14. Do you think that training programmes should be provided on the basis of performance of employees? a) Yes b) no c) sometimes 15. What are the suggestions you give regarding training programmes? a) Everything is good b) some changes in training programmes
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Signature of employee
BIBLIOGRAPHY
References: 1. Werther and Davis, “Human Resource and personnel Management”, Mc Graw Hill, Fifth Edition. 2. Marmoria C.B., “Personnel Management”, Himalaya Publishing House Eigth Edition. 3. Keith Davis & John Newstrom-Human Behaviour at work; Organisational Behaviour-Mc GrawHill Book Company, Newyork. 4. Biswajeet Patttanayak- Human Resource Management – Prentice Hall of India. 5. K. Aswathappa – Human Resource and Personnel Management- TATA Mc GrawHill, New Delhi. 6. William B. Werther, Jr. and Keith Davis- Human Resources and Personnel Management-Mc Graw Hill (International Student Edition). 7. David A.Decenzo and Stephen P.Robbins - Human Resource Management – John Wiely & Sons, Inc. Websites:
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http://corpbank.in http://en.wikipedia.org/wiki/Questionnaire http://en.wikipedia.org/wiki/Questionnaire_construction
doc_191895443.doc
The official and ongoing educational activities within an organization designed to enhance the fulfillment and performance of employees. Training and development programs offered by a business might include a variety of educational techniques and programs that can be attended on a compulsory or voluntary basis by staff.
CHAPTER-I. INTRODUCTION
In an increasingly competitive world it is essential for an organization to be flexible, innovative and adoptive. This necessitates a clear definition of roles and responsibilities of the employee. Training and development is extremely critical in ensuring this. Organizations and individuals have to develop and grow simultaneously in order to survive. The objective of training is to bridge the gap between existing performance ability and desired performance. The purpose of training and development should be to meet the organizations objectives by providing opportunities for the employee’s at all hierarchical levels to enquire the requisite knowledge, skills and attitude. Keeping all the above facts in mind, the present study is an attempt to make an in depth study on training and its effectiveness in Corporation Bank. There exists a difference between the terms Training and Development. Training skills. Development : This refers to the learning opportunities designed to help the individual grow. In organizational terms, Training and Development refer to the imparting of specific skills, abilities and knowledge to an employee. Training & Development Training, an integral part of any organization, is the process of developing knowledge, attitude, skills and understanding among : This refers to the process of imparting specific
9| Page
employees to keep pace with the changing abilities and enlarging capacities. Training is the acquisition and development of those knowledge, skills, techniques, attitudes and experiences which enable an individual to make his most effective contribution to the combined effort of the team of which he/she is a member. “Training is a method that bridges the gap between Existing Performance and Desired Performance”. A formal definition of Training and Development is: Definition: A process of dealing primarily with transfer (or) obtaining knowledge, attitudes & skills needed to carry out a specific activity or task Trained staff is the most valuable asset of an organization. So, every organization irrespective of its nature should provide training to all of its personnel in order to meet the challenges of survival and growth. The need for training arises due to the following reasons. a) To bridge the gap between employee specifications , job and organizational requirements: An employee’s present specifications may not exactly meet the organization requirements irrespective of his past experience, knowledge, skills, qualifications etc. for this reason the management identifies the differences or gaps between employee specifications , job and organizational requirements. Training is required to bridge these gaps by developing and molding the employee skills and abilities in tune with organizational requirements. b) Organizational viability and the Change process: In order to survive and grow, the organization must continuously
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adopt to the changing environment. For this purpose, it should upgrade its capabilities by conducting training programmers which foster the initiative and creativity of employees and help them to prevent the obsolescence of skills. c) Changing technology: As technology is changing very fast, an organization in order to be effective should adopt the latest technologies like mechanization, Computerization and automation. Increasing use of latest technologies and techniques require good training for this purpose the organization should train the employees to enrich them in the areas of changing technical skills and knowledge. d) Internal mobility: Training also become necessary when there is internal mobility i.e., when an employee is promoted or when there is some new job or occupation to be performed due to transfer. When an employee is chosen for higher level jobs, he/she should be trained before assigning the responsibilities. e) Sound human relations: As the approach to HRM has shifted from commodity approach to the partnership approach beyond human relations approach, management has to maintain sound human relations in addition to maintaining harmonious industrial relations, so, training in human relations is necessary to deal with problems like transfer, interpersonal and inter group conflicts and maintain sound human relation. Scope of the study: This study covers all aspects of training and development programs in Corporation Bank. This study covers the New Entrant Manager response towards the training programs in the organization.
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OBJECTIVES OF THE STUDY:
1.
To analyze and examine the effectiveness of training and development programs in Corporation Bank. To assess how often training programs are conducted and how much are the employees satisfied. To study to what extent the training programs are applicable to their jobs. To study the employee’s opinion on the training and development in Corporation Bank.
2.
3.
4.
1. RESEARCH DESIGN USED Exploratory research of research conducted for a problem that has not been clearly defined. Exploratory research helps determine the best research design, data collection method and selection of subjects. It should draw definitive conclusions only with extreme caution. Given its fundamental nature, exploratory research often concludes that a perceived problem does not actually exist. Exploratory research often relies on secondary research such as reviewing approaches employees, available such as literature informal or and/or data, and or qualitative consumers, more formal discussions with
management
competitors,
approaches through in-depth interviews, focus groups, projective methods, case studies or pilot studies.
2. Data collection method
Primary data: It is collected through the questionnaire, a formalized instrument of asking information directly from
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respondent
demographic
characteristics,
attitude,
belief
and
feelings through personal contracts. Structured and on disguised from of questionnaire is used and consists of multiple choice questions. Secondary data: 1. Internal secondary data about the Corporation Bank included formal data, which is generated organization 2. External secondary data generated by source the organization was used such as public available data provided by the reports of the companies. All this information is of great importance and conceptualizes and illuminates the core of the study. 3. SAMPLE DESIGN a) Sampling unit: the study is directed towards the executive of managerial level. b) Sample size: sample size of 50 is taken in this study 4. DATA ANALYSES Simple analysis method is followed for analyzing the data pertaining to different dimensions of employees. Simple statistical data like percentage are used in the interpretation of data pertaining to the study. The results are illustrated by means of bar charts. LIMITATION OF THE STUDY within the organization itself, were obtained through concerned head in the
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• Due to constraint of time and resources, the study was conducted in the regional sector as and the results of the study cannot be generated.
?
The accuracy of the analysis and conclusion drawn
entirely depends upon the reliability of the information provided by the employees.
?
Sincere
efforts
were
made
to
cover
maximum
departments of the employees, but the study may not fully reflect the entire opinion of the employees.
? In
the fast moving/changing employees behavior, name
new and better things may emerge in the near future, which cannot be safeguard in this report.
Statistical tools used Percentage method: Percentage method is used in making comparison between two or more series of data. This is used to describe relationship. Percentage of respondents = respondents The method of study followed in this project (in brief): No of respondents x 100 Total
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Sample size
: 50
Data collection method : Primary and Secondary. Duration of study Analysis : 45 days. : Through percentage method.
CHAPTER-II. REVIEW OF LITERATURE
Training as continuous improvement: Training faces increasing demands to demonstrate results in terms of return on investment. With these demands come increased opportunities for the training function to influence the direction and operations of the company. Changing demographics, the increasing competitiveness of the market place, high demand for and short supply of knowledge workers, and customer demands for high-quality products and services all challenge companies and their training development. Important concepts and terms in the field of training were defined and discussed including learning, three types of knowledge, two levels of skills and attitudes. The manner in which attitude affect motivation which in turn affects behavior was explained.
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Though different opinions exist in the field of training about what constitutes training versus development and education, training in this article will be considered to be the experiences provided to people and enable them to learn job in general , but not specifically tailored to person’s job. Development will be considered to be the learning that occurs as a result of training and education.
Human resource management is concerned with the human beings in an organization. It reflects a new philosophy, a new outlook, approach and strategy, which views an organization’s manpower as its resources and assets. Human resource management is a managerial function which facilitates the effective utilization of people (manpower) in achieving the organizational and individual goals. Simply, HRM is a management function that helps the managers to recruit, select, train and develop the organizational members for the purpose of achieving the stated organizational goals. The terms personnel and human resources are used interchangeably.
Objectives of HRM The objectives of HRM are taken from the basic objectives of the organization. For achieving the organizational goals, it is necessary to employ right people for a right job. The primary objectives of HRM are to provide right, competent and willing workforce to an organization. For attaining its primary objective HRM frames the following objectives.
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1. To guide the organization in attaining its goals by providing well-trained and competent personnel. 2. To develop the individuals up to a maximum extent by providing them the necessary training and advancement. Need for training Need for training arises to 1. Improve performance
2. 3. 4. 5. 6.
Improve productivity Improve quality of product/service Improve organizational climate Improve health and safety Reduce resistance to change
IMPORTANCE OF HUMAN RESOURCE MANAGEMENT Training and Development: Learning a sequence of programmed behavior with the application of knowledge is called training. Training and Development programmes foster the initiative and creativity of the employees and help to prevent manpower obsolescence, which may be due to age temperament or motivation or the inability of the person to adapt him/her to technologic changes. Any organization will be successful if it uses integrated HR approaches. The vitality and success of any HR process depends upon intelligent networking of different processes with each other. Training and Development should upgrade the skill and competence of the individuals and in turn should facilitate in enhancing the performance of the employees.
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The importance of human resources management to a large extent depends on human resources development. important technique. H.R.D. is nothing but training of employees and training as its most No organization can get a candidate who exactly suits with the job and the originations requirements. Hence, training becomes necessary is important to develop the employee and make him suitable the job. Training works towards value additions to the company through HRD. Job and organizational requirements are not static rather they are changed dynamic. From time to time in view of the technological advancement and charge in the awareness of the total quality and productivity management (TQPM). The objectives of the TQPM can be achieved only through training, which helps to develop human skills and efficiency. Training employees would be a valuable asset to an organization. Organizational efficiency, productivity, progress and If the development to a greater extent depend up on training.
required training is a not provided. It leads to performance, failure of the employees. Organizational objectives like viability, stability and growth can also be achieved by providing through training. Training is important, as it constitutes a significant part of management control. The training enhances four ‘C’s for the organization viz. • Competence • Commitment • Creativity
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• Contribution BENEFITS OF TRAINING and DEVELOPMENT: Training and Development: A Process of dealing primarily with transferring or obtaining knowledge, attitudes & skills needed to carry out a specific activity or task. Placing employees in jobs does not ensure their success. New employees are often uncertain about their roles and responsibilities. Job demands and employees’ capabilities must be balanced through orientation and training programs. Once employees have been trained and mastered their jobs, they need further development to prepare for their future responsibilities. And with ongoing trends toward greater work force diversity, flatter organizations, and increased global competition, training and development efforts enable employees to assume expanded duties and greater responsibilities. ”Give a man a fish, he will eat it. Train a man to fish, he will feed his family”. This is a saying that highlights the importance of training a man. Employees’ training is the process whereby people learn the skill, knowledge, attitude and behaviors needed in order to perform their job effectively. Every Organization needs to have well adjusted, trained and experienced people to perform the activities that must be done. As Jobs in today’s dynamic Organizations have become more complex, the importance of employee education has increased. When job were simple, easy to learn, and influenced to only a small degree
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by technological changes, there was little need for employees to upgrade or alter their skills. But that situation rarely exists today. Instead, rapid job changes are occurring, requiring employee skills to be transformed and frequently updated. In organizations, this takes place through what we call training. Definition, Significance of Training and Development & Training, Education and Development: Mc Farland defines several concepts used in the development of human resources. Although training and education are closely connected, these concepts differ in crucial ways. While the term “TRAINING” relates to imparting specific skills for specific objectives , the term “EDUCATION” involves the development of the whole individual socially, intellectually and physically. Therefore, training forms only a part of the entire educational process. Moreover, education is more similar to the concepts of growth and development than training. The term “DEVELOPMENT” can be defined as the nature and direction of change taking place among personnel through educational and training process. The relative amount of training and education changes with the nature of tasks and responsibilities in organizational settings. As one goes upward in the organization the amount of training usually declines and the amount of education enhances. Explicitly non-managerial personnel require more job or trade-related skills and human relations insights. Accordingly, there is difference between employee training and management development. Thus, employee training relates to the process by which non-managerial employees are imparted job skills. This type of training is largely task-centered instead of career
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centered and supplements basic skills and job training obtained in trade schools. On the other hand, development as applied to managers involves the processes by which managerial personnel accomplish not merely skills in their present jobs but also competence for prospective assignments of enhanced difficulties and scope. The higher responsibilities embrace complex conceptual thoughts and as analysis applied and to decision-making managers abilities. all The those development embraces
recognized and controlled measures, which exert a marked influence towards the improvement of abilities of the participant, to accomplish his present job more effectively, and in this process enhance his potential for prospective higher responsibilities. However, Dunn and Stephens do not limit the term “development” to managerial personal only. According to them, “training refers to the organization s’ effort to improve an individual’s ability to perform a job or organizational role, whereas development refers to the organization’s effort to enhance an individual’s abilities to advance in his organization to perform the job. Training can be viewed as job oriented leading to an observable change in the behavior of the trainee in the form of increased ability to perform the job. On the other hand, through development is still job related, it is much broader in scope. This is implied in management development programs purporting to prepare managers for higher level positions. It enhances general knowledge related to a job as well as the ability to adapt to change. Thus training is narrow in scope and largely relates to acquisition of skills, while development
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embraces a broader scope. The concept of “EDUCATION” relates to acquisition of knowledge of a general nature. According to Yoder, although the term “TRAINING” and” DEVELOPMENT” appear synonymous, there is a recognized difference between these concepts. Earlier training programs stressed preparation for an improved performance in largely specific rank and file jobs. With the growth of the organizations, several problems developed specifically at supervisory level. Accordingly, supervisory training programs were launched enabling them to deal with distinctive problems. During the training of the supervisors, the need for training of their bosses appeared significant. Therefore, special development programs for middle managers were organized. Later on, development programs were started for top management as well. These programs indicated the significance of concept of development and thus training appeared to be an improper designation for learning a wide variety of complex difficult and intangible functions of managerial personnel. Thus the concept of “TRAINING “was degraded. Thus the concept of “TRAINING” was degraded. As managers themselves remarked, “TRAINING is for dogs, people are more developed ”. Today the terms “EDUCATION” and” DEVELOPMENT” are more suitable than term “TRAINING”. It is not the training but the full development of personality that enables the human resources to exert their full potential. Also training and development programs are combined for developing skills as well as basic attitudes leading to continued personal growth.
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2. The terms ”TRAINING”, “EDUCATION” and” DEVELOPMENT” are closely related but their meaning have important distinctions. Training is the act of increasing knowledge and skill of an employee for doing a particular job. It is concerned with imparting specific skills for particular purposes. On the other hand, education is concerned with increasing general knowledge and understanding of the employee’s and total environment. Thus, when we teach a person how to assemble two objects and tighten a nut, we are training him to do a specific job but when we are giving him a course in engineering, it is education. The term “ Development” is abroad one. It includes both training and education. Its aim is to improve the overall personality of an individual. The term is mostly used in the context of executives only. We will differentiate between ‘employee training’ and ‘employee development’ for one particular reason. Although both are similar in the methods used to affect learning, their time frames differ. Training is more present-day oriented; its focus is on individuals current jobs, enhancing those specific skills and abilities to immediately perform their jobs. Employee development generally focuses on future jobs in the organization. As employees are groomed for positions o greater responsibility, employee development efforts will help prepare them for that day. BENEFITS OF EMPLOYEE TRAINING AND IMPORTANCE OF TRAINING: Training benefits the organization in which the employee is working and as well as the individual. Training benefits to the organization:
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? 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. ? Fosters authenticity, openness and trust. ? Improves the relationship between boss and subordinate. ? 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 solving. ? Aids in development for promotion from within. ? Aids in developing leadership skill, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. ? Helps keep cost down in many areas. ? Develops a sense of responsibility to the organization for being competent and knowledgeable. ? Improves labour-management relationships.
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? Reduces outside consulting costs by utilizing competent internal consulting. ? Stimulates preventive management as opposed to putting out fires. ? Eliminates suboptimal behavior. ? Creates an appropriate climate for growth, communication. ? Aids in improving organizational communication. ? Helps employees to adjust changes. ? Aids in handling conflict, thereby helping to prevent stress and tension. Training benefits to the individual which in turn ultimately should benefit the organization: ? Helps individual in making better decisions and effective problem solving. ? Motivational variables such as recognition, achievement, growth responsibility and advancement are internalized and operationalized. ? 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. ? Increase job satisfaction and reorganization. ? Move a person towards personal goals while improving interaction skills. ? Satisfies personal needs of the trainer and trainee.
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? Provide trainee an avenue for growth in learning. ? Develop a sense of growth in learning. ? Helps a person develop speaking and listening skills; also writing skills when exercises are required. ? Helps eliminate fear in attempting new tasks. Importance of training: Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes, or social behavior. It may mean changing what employees know, how they work, their attitudes toward their work, or their interactions with their coworkers or their supervisor. There are two factors, which help to explain the importance of the training and development area. First, the rapid rate of technological change that has created many new jobs and had rendered many old ones obsolete. New jobs often create a need for acquisition of new knowledge and skills. Training can meet the changing job requirements of an organization. Second, the attitude of employees who expect something more than a well paying secure job. Today employees expect a challenging job with opportunities for upward mobility and growth. For many jobs, training activities are essential to keep abreast of current developments and to raise the performance capabilities of employees beyond nearly acceptable levels. Further, training and
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development programmes can play a major role in organization development by changing employee attitudes and behavior. Training is a forum where human principles of courtesy, integrity, honesty and behavior can be correctly taught. The trainers should be of high caliber and respected within the organization. The perception of the employees that training will help them grow in their jobs and give them better work satisfaction must be created. It is important that training programmes should enable employees to gain an organizational perspective and make them function as one team. A review of literature indicates that training programs are often prescribed as the drug of choice to problem situations in organizations. Until the problem is understood in greater detail, proposing a solution or an intervention can be costly and fruitless endeavor. Often overlooked, as the first step in the performance improvement processes is the training needs assessment. A need is not a want or desire. It is a gap between “what is” and “what ought to be.” The needs assessment serves to identify the gaps and considers if training can solve the problem. The assessments are part of planning process focusing on identifying and solving performance problems. LEARING PRINCIPLES: Ideally, training and development are more effective when the training methods match the learning styles of the participants and types of jobs needed by the organization. Learning principles are guidelines to the ways in which people learn most effectively. The more these principles are reflected in
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training, the more effective training is likely to be. These principles are participation, repetition, relevance, transference and feedback. Participation: Learning usually is quicker and longer- lasting when the learner participates actively. Participation improves motivation and apparently engages more senses that reinforce the learning process. As a result of participation, people learn more quickly and retain that learning longer. For example, most people never forget how to ride a bicycle because they actively participated in the learning process. Repetition: Although seldom fun, repetition apparently etches a pattern into one’s memory. Studying for an examination, for example, involves the repetition of key ideas so that they can be recalled during a test. Similarly, learning of multiplication tables and alphabet takes place by repetition. Relevance: Learning is helped when the material to be learned is meaningful. For example, trainers usually explain the overall purpose of a job. For example, trainers usually explain the overall purpose of a job to trainees before explaining specific tasks. This allows the worker to see the relevance of each task and of following the correct procedures. Transference: The more closely the demands of the training program match the demands of the job, the faster a person learns to master the job. For example, pilots usually are trained in flight simulators because the simulator very closely resembles the cockpit and flight characteristics of the plane. The close match between the simulator and the plane allows the nature trainee quickly transfer the learning in the simulator to actual flight
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conditions. Simulation is duplication of the original work place. It provides instantaneous feedback. Feedback: Feedback gives learners information on their progress. With feedback, motivated learners can adjust their behavior to achieve the quickest possible learning curve; without it, they cannot gauge their progress and may become discouraged. Test grades are feedback on the study habits of test takers, for example. METHODS OF TRAINING: Yoder at al lucidly describe training methods classified under the following heads. a) On –the – job methods b) Off – the – job methods a) On –the – job methods: on – the – job methods are used primarily to reach workers how to their current jobs. A trainer, supervisor, or coworker serves as the instructor. The following are the types of on – the – job methods: ? Apprenticeship ? Internship ? Coaching ? Special assignments ? Job rotation b) Off – the – job methods: off – the – job methods are conducted outside the job setting and the learner is away from the job spot. The following are the types of off – the – job methods:
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? Lecture methods ? Video presentation ? Vestibule training ? Role playing ? Case study ? Simulation ? Self study ? Programmed learning ? Laboratory training ? In-basket exercises ASSESSING TRAINING NEEDS: Every organization needs to have well-trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. As jobs have become more complex, the importance of employee training has increased. When jobs were simple, easy to learn, and influenced to only a small degree by technological changes, there was little need for employee to upgrade or alter their skills. But the rapid changes taking place during the last quarter-century in our highly sophisticated and complex society has created increased pressure for organizations to readapt the products and services produced, the manner in which products and
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services are produced, and offered, the types of jobs required, and the types of skills necessary to complete these jobs. Needs in conducting training needs assessment: • To determine the type training that is relevant to employee’s jobs. • To determine what training will improve performance. • To determine if training will make a difference. • To distinguish training needs from organizational
problems. • To link improved job performance with organizational goals.
CHAPTER-III. ORGANISATION PROFILE
ORGANISATION PROFILE OF CORPORATION BANK Every institution has its start in modest initiatives but what makes it great is the passion of the people behind it. Carrying the legacy forward with an undaunted commitment to its vision, the journey of Corporation Bank truly epitomizes this.
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Started about 108 years ago in 1906, with an initial capital of just Rs.5000/-, Corporation Bank has recorded Rs. 2,44,827 Crore mark in business and even far more, with over 6601 service outlets across the nation, served by committed and dedicated 13,000 plus Corp Bankers. Proof of which is seen in its enviable track record in financial performance. We have many reasons to cheer; predominant of them is, being able to participate in nation building by empowering the rural and urban population alike. Today, we are proud that we are significant contributors to the growth of the country's economy. Nationalised in 1980, Corporation Bank was the forerunner when it came to evolving and adapting to the financial sector reforms. In 1997, it became the Second Public Sector Bank in the country to enter capital market, the IPO of which was oversubscribed by 13 times. the Bank has many " firsts " to its credit Cash Management Services, Gold Banking, m-Commerce, " Online " approvals for Educational loans, 100% CBS Compliance and more recently, its poineering efforts to take the technology to the rural masses in remotest villages through low-cost branchless banking Business Corresponent model. All of which symbolise Bank's unswerved commitment to its customers to provide convenience banking. At Corporation Bank, what motivates them is the passion to excel in banking by maintaining highest standards of service to our customers, backed by innovative products and services which make them one of the leading Public Sector Banks in the country,
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catering to a wide range of customers - from individuals to corporate clients. HISTORY OF CORPORATION BANK THE FOUNDATION: Corporation Bank came into being as Canara Banking Corporation (Udipi) Limited, on 12th March, 1906, in the temple town of Udupi, by the pioneering efforts of a group of visionaries. The Bank started functioning with just Rs.5000/- as its capital and at the end of the first day, the resources stood at 38 Rupees-13 Annas-2 Pies. The Founder President Khan Bahadur Haji Abdullah Haji Kasim Saheb Bahadur, committed to fulfill the long felt banking needs of the people and also to inculcate the habit of savings, provided the much-needed impetus to founding a financial institution that would bring about prosperity to the society. The content of the first Appeal to the public dated 19th February, 1906 speaks volume about the lofty ideals and ethos behind the foundation. The Founder President Haji Abdullah declared that… MISSION: "The Primary object in forming ‘Corporation’ is not only to cultivate habits of thrift amongst all classes of people, without distinction of caste or creed, but also habits of co-operation amongst all classes”. Prosperity to All: In 1939, the Bank’s name changed from Canara Banking Corporation (Udipi) Ltd., to “Canara Banking Corporation Ltd.,” and strongly put forth its vision with the motto-“Sarve Janah Sukhino Bhavanthu” which means “Prosperity to all”.
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The second change in the name of the Bank occurred in 1972, from ‘Canara Banking Corporation Ltd.’ to ‘Corporation Bank Limited.’ and finally ‘Corporation Bank’ following its nationalization on 15th April, 1980. Shouldering National Objectives: The Bank took on the priorities of nationalization in full stride and emerged successful in fulfilling the national objectives, while sustaining its performance oriented culture and profit augmenting record. Amidst all this, the Bank crossed Rs.1000 crore-deposit mark in the year 1985 and launched into the 1990s with focus on high quality growth by embracing newer technology. The end of first phase of banking sector reforms in India had seen the Bank emerging as the most innovative and dynamic bank in the public sector, outshining other banks in terms of asset quality, capital adequacy, operational efficiency, well diversified income base, profitability, productivity, and strong balance sheet. The tremendous amount of confidence and loyalty reposed by the public in general and customers in particular, manifested itself in the overwhelming response to the IPO of the Bank in the year 1997.
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THE LOGO OF CORPORATION BANK
The Bank's motto "Sarve Janah Sukhino Bhavanthu” in Sanskrit, The which means logo “Prosperity has for All " is wellprofessed by the Bank in its day-to-day operations. Bank's various components, wishfor progress) and Wheat namely Kamadhenu (denoting fulfillment), Kalpatharu (eternity), Balance (justice all), Wheel (industrial
Grains (agricultural prosperity) which stand for universal prosperity and as a wish-fulfilling credo. The logo in its present form was incorporated in 1972 when the name of the Bank was changed from Canara Banking Corporation (Udipi) Ltd. to Corporation Bank Ltd. Corporate Mission • To become a provider of World - Class Financial Services. • To meet Customer expectations through Innovation and Technological Initiatives. • To maintain leadership in inclusive banking.
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• To enhance stakeholders' value. • To fulfill national and social obligations. • To create an environment, intellectually satisfying and professionally rewarding to the employees. • To emerge as a role model for ethical values and Good Corporate Governance Chairman & Managing Director Shri Ajai Kumar
Chairman & Managing Director Directors' Profile : Shri Lalit Kishore Meena
Government Nominee Director *** Shri U. S. Paliwal
RBI Nominee Director *** Shri Vincent D’Souza,
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(Workmen Employee Director) Shri Kaushik Kumar Ghosh
Officer's Employee Director *** Shri Sushobhan Sarker
Shareholder Director *** Shri Kawaljit Singh Oberoi
Shareholder Director *** Shri S. Shabbeer Pasha
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(Shareholder Director)
MANAGEMENT BOARD OF DIRECTORS :
Chairman & Managing Shri Ajai Kumar Shri Amar Lal Daultani Shri Bibhas Kumar Srivastav Shri L. K. Meena Shri U. S. Paliwal Shri Vincent D' Souza Shri Kaushik Kumar Ghosh Shri Sushobhan Sarkar Shri Kawaljit Singh Oberoi Shri S. Shabbeer Pasha Director Executive Director Executive Director Govt. Nominee Director RBI Nominee Director Workmen Employee Director Officer's Employee Director Share holder Director Share holder Director Share holder Director
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CHAPTER-IV. DATA ANALYSIS AND INTERPRETATION
DATA ANALYSIS: The survey was conducted to identify the training needs of the employees and to know their perception about the Management Development Programs (MDPs). For this survey fifty employees were selected to know the response through a structured questionnaire. The employees selected for this survey are from different branches of Corporation Bank by the primary data collected by questionnaires from each employee from different branches QUESTIONNAIRE Definition: “A set of printed or written questions with a choice of answers, devised for the purposes of a survey or statistical study”. Questionnaires are a good way of collecting primary data. And Secondary data is obtained from other sources. A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents. Although they are often designed
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for statistical analysis of the responses, this is not always the case. The questionnaire was invented by Sir Francis Galton. A questionnaire is a series of questions asked to individuals to obtain statistically useful information about a given topic. When properly constructed and responsibly administered, questionnaires become a vital instrument by which statements can be made about specific groups or people or entire populations. Questionnaires have advantages over some other types of surveys in that they are cheap, do not require as much effort from the questioner as verbal or telephone surveys, and often have standardized answers that make it simple to compile data. However, such standardized are also answers may by frustrate the fact users. that Questionnaires sharply limited
respondents must be able to read the questions and respond to them. Thus, for some demographic groups conducting a survey by questionnaire may not be practical.
Note: Here, I am suggested of excluding Name, Designation, and Branch of the employees by my project guide at CORPORATION BANK Mr. I.Sreekar Rao, Chief Manager, Zonal Office, Hyderabad. 1. Your organization offer training for you? Category Yes No Sometimes Number of respondent 40 0 0 Percentage 100% 0% 0%
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As per the survey it was found that organization provides training for each employee in the organization.
2. In which areas training is provided to you? Category Company policies & technical skills Problem solving all the above Number of respondent 0 0 0 40 Percentage 0% 0% 0% 100%
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As per the survey it was found that the organization provides training for employee in all areas.
3.
Do
you
think
increase
your
performance,
commitment
&
motivation? Category Yes No sometimes Number of respondent 33 0 7 Percentage 82.5% 0% 17.5%
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As per the survey it was found that 82.5% of the employee feels that training programmes increase the performance, commitment & motivation, and 17.5% feels sometimes.
4. do you think that, you are acquired some new skills & knowledge from training programmes? Category Yes No sometimes Number of respondent 26 0 14 Percentage 65% 0% 35%
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As per the survey it was found that 65% of the employee feels that they acquire some skills & knowledge from training programmes, and 35% feel sometime.
5. Do you think that training programmes create some competitive environment at work place? a) Yes Category Yes No b) no Number of respondent 29 0 c) sometimes Percentage 72.5% 0%
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As per the survey it was found that 72.5% of the employee feels that the training programmes create some competitive environment at
workplace, and 27.5% feel sometime.
6. If yes…! How it is effecting? Category Motivating demotivating Sometimes motivating Number of respondent e 19 0 21 47.5% 0% 52.5% Percentag
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As per the survey it was found that 47.5% of the employee feels that motivating and 52.5% feel that Sometimes motivating and sometimes demotivating.
7. Training programmes are beneficial to the organization? Category Yes No sometimes Number of respondent 37 0 3 Percentage 92.5% 0% 7.5%
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As per the survey it was found that 92.5% of the employee feels training programmes are beneficial to the organization and 7.5% feel sometimes.
8.
What
are
your
organization’s
objectives
in
conducting
training
programmes? Category Accuracy speed up Increase skill & know all the above Number of respondent 6 0 13 21 Percentage 16% 0% 32% 52%
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As per the survey it was found that 15% of the employee feel that organization objective to conduct training programmes is for
accuracy,32.5% for increase skill & knowledge, 52.5 for all the above.
9. if you are not provided with a trainer, then on who do you depend? Category HR department Line manager Number of respondent e 38 0 95% 0% Percentag
48 | P a g e Immediate supervisor Any other 0 2 0% 5%
As per the survey it was found that 95%of employee says depend on hr department for training programmes and 5% on any other.
10. Do you think, in your organization training programmes is effective? Category Yes No sometimes Number of respondent 33 0 7 Percentage 82.5% 0% 17.5%
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As per the survey it was found that 82.5% of the employee feels that organization training programmes are effective and 17.5% feels sometimes.
11. Is your trainer show partiality towards employees? Category Frequently No occasionally Number of respondent 0 40 0 Percentage 0% 100% 0%
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As per the survey it was found that 100% of the employee feels that trainer does not show any partiality towards employee.
12. Do you think that training programmes efforts help management in reaching objectives? Category Yes No sometimes Number of respondent 27 0 13 Percentage 67.5% 0% 32.5%
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As per the survey it was found that67.5% of the employees feels that training programmes will help the management to reach the objective and 32.5% feels sometimes.
13. Along with training programmes, do you need any other motivational programmes to Category Yes No sometimes get success at work place? Number of respondent 14 5 21 Percentage 35% 12.5% 52.5%
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As per the survey it was found that 35% of the employees feels that the need some other motivational programmes to get success at work place and 12.5% feels no, 52.5% feels sometimes.
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14. Do you think that training programmes should be provided on the basis of performance of employees? Category Yes No sometimes Number of respondent 18 6 16 Percentage 45% 15% 40%
As per the survey it was found the 45% of employees feels that training programmes should be provide on the basis of performance , 15% feels no, 40% feels sometimes.
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in
As per the survey it was found that 97.5% of the employees feel that everything is ok in organization training programmes and 2.5% feels some changes in training programmes.
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CHAPTER-V. FINDINGS CONCLUSIONS AND SUGGESTIONS
FINDINGS • It is found that 87% of the total respondents feel that their supervisor strictly following the standard format of performance review and 13% of the respondents feel that the standard format is not being followed. • The time spent by the supervisor for the discussion on the performance review is 10-20 minutes for 35% of the associates; no time was spend by the supervisor for 5% of associates and 20 minutes and above time was spent by the supervisor for 60% of the associates. • There is a feeling that 55% of the total respondents agree that their supervisor takes the performance appraisal process seriously, 35% of the respondents strongly agree, 5% disagree and another 5% of the respondents strongly disagree • 53% of the total respondents strongly agree that they can share thoughts and feelings freely with the supervisor and 47% of the respondents just agree • It is evident that 60% of the respondents agree that their discussions with their supervisor are fruitful, 30% agree and 10% of the respondents disagree with this • I found that 87% of the total respondents agree they and their supervisor mutually arrive a t final rating and 13% of the respondents do not agree with this.
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• It is found that 88% of the total respondents agree that they get guidance in understanding the process of performance review from their supervisor and only 12% disagree with this • The survey reveals that only 55% of the associates have completed their mid-year review. 45% of the associates have not yet completed their mid-year review; this is due to the reason that their supervisors could not spend time for review. • It denotes that 60% of the total respondents taken as 100%, 75% of them say that their supervisors identify training needs after the mid-year review and 25% disagree with this. • It shows that 54% of the respondents say that their mid-year appraisal has helped them to do their job better, 33% say that it has greatly helped them and 13% disagree with this statement. SUGGESTIONS • Other attributes must be identified to measure the performance such as interpersonal skill, avoiding conflict, situational behavior can be rated. • Reward and performance should be linked. The person getting highest rating should be given reward as an incentive package • Proper counseling and support should be given by the management to improve the performance of the employees • Identify proper training needs for those who have undergone mid-year review. Make sure that the mid-year appraisal must be useful to them in achieving the objectives of the Organization
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• An
influential
person
and
who
has
popularity
among
employees should provide awareness of the system and motivate employees to participate in the meetings • The incentives provided for good performance must be a motivating factor for a better performance • There is a feeling that this system is not fully utilized to recognize the performance should create of the associates. So, top the management seriousness towards
performance management system. • The performance management system that is being follows is very well designed. But there should be no delay in its implementation practically • The parameters on which the performance is assured should be more logical and analytical. CONCLUSION From the opinions, views and response of the employees on this study, I conclude by saying that most of the employees of CORPORATION BANK hold a positive view on the effectiveness of the performance management system in the Organization. In today’s competitive era, Organizations need to have performing people to reach its appropriate goal Hence I conclude with a positive note on the study by saying that the Organization with the implementation of suggestions and by developing a multi prone strategy covering all the aspects of performance management system would become a “benchmark” for the rest of the “BANKS” in this field.
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APPENDIX
QUESTIONNAIRE ON “TRAINING AND DEVELOPMENT IN BANKS” at CORPORATION BANK.
Dear Sir, I am Management student conducting a study on the Training and Development in Banks on Corporation Bank under your grateful guidance. I would be grateful if you would kindly spare some time to answer these quires. This information will be used purely for academic purpose and would be kept confidential.
Thanking you, Yours faithfully NAVEEN MALIGIREDDY
REDDY
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Name: Designation: Branch: QUESTIONNAIRE 1. Your organization offer training for you? a) Yes b) no c) sometimes 2. In which areas training is provided to you? a) Company policies & procedure b) technical skills c) Problem solving capabilities d) all the above 3. Do you think training increases your performance, commitment & motivation towards your job? a) Yes b) no c) sometimes 4. do you think that, you are acquired some new skills & knowledge from training programmes? a) Yes b) no c) sometimes 5. Do you think that training programmes create some competitive environment at work place? a) Yes b) no c) sometimes 6. If yes…! How it is effecting? a) Motivating b) demotivating c) Sometimes motivating and sometimes demotivating 7. Training programmes are beneficial to the organization? a) Yes b) no c) sometimes
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8. What are your organization’s objectives in conducting training programmes? a) Accuracy b) speed up c) Increase skill & knowledge d) all the above 9. if you are not provided with a trainer, then on who do you depend? a) HR department b) line manager c) Immediate supervisor d) any other 10. Do you think, in your organization training programmes is effective? a) Yes b) no c) sometimes 11. Is your trainer show partiality towards employees? a) Frequently b) no c) occasionally 12. Do you think that training programmes efforts help management in reaching objectives? a) Yes b) no c) sometimes 13. Along with training programmes, do you need any other motivational programmes to get success at work place? a) Yes b) no c) sometimes 14. Do you think that training programmes should be provided on the basis of performance of employees? a) Yes b) no c) sometimes 15. What are the suggestions you give regarding training programmes? a) Everything is good b) some changes in training programmes
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Signature of employee
BIBLIOGRAPHY
References: 1. Werther and Davis, “Human Resource and personnel Management”, Mc Graw Hill, Fifth Edition. 2. Marmoria C.B., “Personnel Management”, Himalaya Publishing House Eigth Edition. 3. Keith Davis & John Newstrom-Human Behaviour at work; Organisational Behaviour-Mc GrawHill Book Company, Newyork. 4. Biswajeet Patttanayak- Human Resource Management – Prentice Hall of India. 5. K. Aswathappa – Human Resource and Personnel Management- TATA Mc GrawHill, New Delhi. 6. William B. Werther, Jr. and Keith Davis- Human Resources and Personnel Management-Mc Graw Hill (International Student Edition). 7. David A.Decenzo and Stephen P.Robbins - Human Resource Management – John Wiely & Sons, Inc. Websites:
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http://corpbank.in http://en.wikipedia.org/wiki/Questionnaire http://en.wikipedia.org/wiki/Questionnaire_construction
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