CHAPTER- I
INTRODUCTION
OF THE
ORGANIZATION
12
1.1 PUNJAB NATIONAL BANK:
National Bank India maintains relationship with more than 200 leading international banks world
wide. PNB India has Rupee Drawing Arrangements with 15 exchange companies in UAE and 1 in
Singapore. The first Indian Bank started only with Indian capital ,was nationalized in July 1969
and currency the bank has become a front line banking institution in India with 4525 Offices
including 432 Extension Counters .The corporate office of the bank is at New DELHI . Punjab
National Bank of India has set unrepresentive office at Almaty ,Shanghai and in London and a full
fledged Branches in Kabul .Punjab National Banks with 4497 offices and the largest nationalized
bank is serving its 3.5 crore customers with the following wide variety of banking services:
Corporate banking.
Personal banking.
Industrial finance.
Agricultural finance.
Financing of trade.
International banking Punjab National Bank has been ranked 38th amongst top 500 companies by the
Economic Times . PNB has earned 9th position among top 50 trusted brands in India .Punjab
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1.2HISTORY OF THE BANK(Punjab National Bank)
Punjab National Bank was registered on 19 May 1894 under the Indian Companies Act, with its office
in Anarkali Bazaar, Lahore. The bank is second largest government owed commercial bank in India with
about 4500 branches across 764 cities. It serves over 37 million customer .The bank has been ranked 248 th
biggest bank in the world by Bankers Almanac ,London .The banks total assets for financial year 2007 were
about US$60 billion .PNB has a banking subsidiary in the UK, as well as branches in Hong Kong and Kabul
,and reprehensive office in Almay , Dubai ,Oslo, and Shanghai.
1895: PNB commenced its operation in Lahore. PNB has the distinction of being the first Indian bank to
have been started solely with Indian capital that has survived to the present PNB's founders included several
leaders of the Swadeshi movement such as Dyal Singh Majithia and Lala Harkishan Lal,
Shri Kali Prosanna Roy, Shri E.C. Jessawala, Shri Prabhu Dayal, Bakshi Jaishi Ram, and Lala Dholan
Dass Lala Lajpat Rai was actively associated with the management of the Bank in its early years.
1951: PNB acquired the 39 branches of Bharat Bank (est. 1942). Bharat Bank became Bharat Nidhi Ltd.
1960: PNB again shifted its head office, this time from Calcutta to Delhi.
1961: PNB acquired Universal Bank of India
1976: or 1978, PNB opened a branch in London.
1986: the Reserve Bank of India required PNB to transfer its London branch to State Bank of India after the
branch was involved in a fraud scandal.
1986:, PNB acquired Hindustan Commercial Bank (est. 1943) in a rescue. The acquisition added
Hindustan's 142 branches to PNB's network.
1993: PNB acquired New Bank of India which the GOI had nationalized in 1980.
1998: PNB set up a representative office in Almaty, Kazakhstan.
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In 2003: PNB took over Nedungadi Bank, the oldest private sector bank in Kerala. At the time of the merger
with PNB, Nedungadi Bank's shares had zero value, with the result that its shareholders received no
payment for their shares. PNB also opened a representative office in London.
In 2004: PNB established a branch in Kabul, Afghanistan, a representative office in Shanghai, and another
in Dubai. PNB also established an alliance with Everest Bank in Nepal that permits migrants to transfer
funds easily between India and Everest Bank's 12 branches in Nepal. Currently, PNB owns 20% of Everest
Bank.
In January 2009: PNB established a representative office in Oslo, Norway. PNB hopes to upgrade this to a
branch in due course.
In January 2010: PNB established a subsidiary in Bhutan. PNB owns 51% of Druk PNB Bank, which has
branches in Thimpu, Phuentsholing, and Wangdue. Local investors own the remaining shares.
September 2011: PNB opened a representative office in Sydney, Australia.
December 2012: PNB signed an agreement with US based life Insurance company Metlife to acquire
a 30% stake in MetLife's Indian affiliate MetLife India Limited. The company would be renamed PNB
MetLife India Limited and PNB would sell MetLife's products in its branches.
1.3 ACHIEVEMENTS:
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Punjab National Bank announced its Q1FY2010 results on 29 July 2009,delivering 62% y-o-y growth in net
profits to Rs 832crore (Rs512cr), substantially ahead of exceptions on account of large treasury gains ,apart
from healthy operating performance.
While the banks deposit growth was reasonable at 4.4% sequentially and 26.5y-o-y
In spite of being at forefront of PLR cuts , the posted healthy growth in Net Interest of 29%y-o-y
Other Income surged 113%y-o-y, driven by strong treasury gains of Rs355crore during the quarter in line
with industry trends, even as Fee income was also robust at 45%y-o-y, on the back of strong balance sheet
growth.
Operating expenses were higher than expected on account of Rs150crore of provisions for imminent wage
hikes.
Gross and Net NPA ratios remained stable sequentially at 1.8% and 0.2% with the bank not adopting the
guide lines of treating floating provision as part of tier2 capital instead of adjusting against NPAs on express
permission from the RBI.
1.4 FINANCIAL PERFORMANCE:
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Punjab National Bank continue to maintain its front position in the Indian banking industry .In particular ,the
bank has retained its NUMBER ONE position among the nationalized banks in terms of number of branches
,operating and net profit .Bank constantly innovates ,reorients strategies and realigns business processes with
advanced technology to serve the customer better and earn strong salience ,loyalty and recall .Total income
of Bank increased by 36.8%to reach a level of Rs22246 stood Rs36446crore (y-o-y increase of 27.5%)
The Broad of Directors has recommended a Dividend of 200% for the year 2010 -2011. Among Nationalized
Bank, PNB has the largest network of 4668 offices, including 238 extension counters.
1.5 VISION AND MISSION:
Vision:
To evolve and position the bank as world class, progressive ,cost effective and customer friendly institution
providing comprehensive financial and related services.
Integrating frontiers of technology and serving various segments of society especially weaker section.
Committed to excellence in serving the public and also excelling in corporate values.
Mission:
To provide excellent professional services and improve its position as a leader in financial and related
services.
Build maintain a team of motivated workforce with high work ethos.
1.6 VALUE AND ETHICS:
Bonding and Integrity
Ethical conduct
Periodic disclosure
Confidentiality and fair dealing
Compliance with rules and regulation.
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1.7 PRODUCTS AND SERVICES:
Saving Fund Account:
Total Freedom Salary account, PNB Prudent Sweep, PNB VIDYARTHI SF Account, Mitra SF Account,
Current Account. PNB Vaibhav, PNB Gaurav, PNB Smart Roamer
Fixed Deposit Schemes:
Spectrum Fixed Deposit Scheme, Anupam Account, Mahabachat Schemes, Multi Benefit Deposit, Scheme
Credit Schemes:
Flexible Housing Loans, Car Finance Loans,Credit Cards
Social Banking:
Mahila Udyam, Nidhi Scheme, Krishi Card, PNB Farmers Welfare Trust
Corporate Banking:
Gold card scheme for export ,EXIM finance
Business Sector:
PNB Karigar credit, PNB Kushal Udhami, PNB Pragati Udhami, PNB Vikas Udhami .
1.8 AWARDS AND DISTINCTION:
Punjab National Bank was ranked #717 in the Forbes Global 2000 in May 2013
Punjab National Bank was ranked #26 in the Fortune India 500 ranking of 2011
PNB was awarded the 'Best Public Sector Bank' by CNBC TV18 in 2012
The bank was recognized as the 'most socially responsive bank' by Business
world and PwC in 2012.
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In 2011, it received Golden Peacock Award for "Excellence in Corporate Social
Responsibility and "National Training Award.
CHAPTER-II
12
INTRODUCTION
OF
TOPIC
12
RETICAL FOUNDATION
There are three terms which are used in the content of learning - education, training and development. The term education is used
in a broader sense involving the development of individuals socially, mentally, and physically Therefore, understanding of the
nature of training and development is important. Training is an organized procedure for increasing the knowledge and skill of
people for a specific purpose. The trainees acquire new skill, technical knowledge, problem solving ability etc it improves the
performance of employees on present job and prepares them for taking up new assignments in future.
Development, on the other hand is a long-term educational process utilizing a systematic and organized procedure by which
managerial personnel learn conceptual and theoretical knowledge for general purpose. So, the word Development is used in the
context of managerial development.
DIFFERENCE
Training and Development differs on two counts and level of employees for which these are directed.
Training is generally given to semi-skilled or skilled persons working at operative levels like mechanics,
operators etc.
Development programs are required for managerial personnel, as a management is required to deal with a
variety of issues in different jobs.
Thus, the word training is used to develop workers while development is used for the improvement of
managerial personnel.
Training and Development
Training Development
Manual Specific Job Techniques Concepts Philosophy
Skills techniques Principles
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TRAINING
Training is concerned with imparting and developing specific skills for a particular purpose.
Flippo has defined training as," the act of increasing the skills of an employee for doing a particular job."
Thus, training is a process of learning a sequence of programmed behavior. This behavior, being programmed, is relevant to a
specific phenomenon, which is a job. In earlier practice, training programmes focused more on preparation for improved
performance in a particular job. Most of the trainees used to be from operative levels like mechanics, machine operators and other
kinds of skilled workers. "When the problems of supervision increased, the steps were taken to train supervisors for better
supervision; however, the emphasis was more on mechanicals aspects.
METHODS OF TRAINING
On the Job Training
Orientation Off the Job
Training Training
Methods of Training
Apprenticeship Training Vestibule
Training
Refresher
Training
PRINCIPLES OF TRAINING
Training is a continuous process and not a one shot affair. The training principles and techniques include:
The trainee must want to learn His willingness to improve his job performance and to learn a new skill must be high.
There should be proper feedback 1 e the trainer should tell the trainee whether he is learning the job correctly.
There should be some reward on the conclusion of the training like promotion or better job.
The material to be learnt should be developed in stages
SCOPE
The study is conducted to observe & analyze the various aspects of Human Resourse and Development
Policies In The Virtual Informatics Ltd .To study this aspect of virtual informatics ltd encouraging, precious
& learning experience for me.
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LIMITATIONS
The bank is not willing to disclose all the information regarding their programs.
Paucity of time would not allow an exhaustive and detailed study of the vast knowledge.
The books required for my topic, were not available in the bank and had to search for them.
Full information could not be collected because of the busy schedule of bank employees
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OBJECTIVES
The study is conducted to observe and analyze the various aspects of training and development procedure at Virtual Informatics
PvtLtd. The main objectives of the study are as follows:
To study the training and development procedure followed by Virtual Informatics PvtLtd, Chandigarh.
To study various methods adopted by Virtual Informatics for Training and Development.
To study the effectiveness of training and development program at Virtual Informatics.
To know how management people identify training needs of their individuals.
To study different methods of training as to find out which method is most appropriate and practical.
To evaluate the benefits of training to both the bank and the employees.
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CHAPTER: III
REVIEW OF LITERATURE
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3.1 Elizabeth Gibson (1983)
ABSTRACT: Reviewed that there has been talk of a total collapse in external training i.e. open courses and use of consultant
trainers m-house, the author's experience does not bear this out External training may not be flourishing but it is certainly holding
its own in the overall pattern of training.
3.2 Anon. (1989)
ABSTRACT: Reviewed that the training is vital in all businesses Philips have pioneered CBT courses in their own training courses
CBT offers the advantages of self-study-classroom costs eliminated, students progress at own pace and training can be given when
and where required Philips can offer full design and project service for a complete tailor-made course.
3.3 F.W. Greig (1990)
ABSTRACT: Analyzed that the development of training in industry, commerce and the public sector during the last 25 years is
discussed, with reference to the role of training officers, external services available to organizations, and the involvement of line
managers in training their subordinates Constraints on training are addressed and key issues are detailed, including the need for
individually designed corporate training policies, the role of external training agencies, the recruitment of qualified staff and the
measurement of training performance Finally, an itemized agenda is recommended for adoption by developing countries and
bilateral and international funding agencies to improve organizational training and project success rates.
3.4 Ronald R. Sims (1990)
ABSTRACT: Analyzed the importance of adapting training styles and methods to trainees' learning styles is discussed such an
approach should provide a basis for training strategies which can help trainers improve the performance of an organizations
training programmes.
3.5 Chris Fill, Laurie Mullins (1990)
ABSTRACT: Reviewed that the success of any organization inevitably depends very largely on the staff it employs The article
sets out requirements for effective training - as assessment of needs, clear training policy, support of the management, co-
operation of the managers and adequate finance and resources The results of a study of organizations are reported, from which
four levels of training were identified -output, task, performance and strategic For most organizations, training was a low\ill\ low
status activity, not an integral part of the business plan.
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3.6 Guest (1990)
ABSTARCT: Found that employees in nonbluecollar jobs, those in the private sector, those on permanent
contracts and those in traditional industrial and manufacturing Sectors, reported a greater awareness and
experience of HRM than workers fallingunder other occupational categories.
3.7 Howes (1991)
ABSTARCT: Similarly notes the importance of considering biographical and functional subsets within
benchmarking data, as opposed to relying on aggregate measures as a basis for decision making. Factors
such as gender, tenure, grade and occupational group may show significant intervariation on a wide range
of HR metrics, and it is fair to assume that these differences will extend to attitudinal data also.
3.8 Ahanor (1991)
ABSTARCT: Submits that the objective of manpower development programmes in any work organization is achieved
by ensuring as far as possible, that everyone in the organization has the knowledge and skills and reaches the
levelofcompetence required to carry out their works effectively.
3.9 Osterman (1995)
ABSTRACT: Posits that the performance of individual employees and teams in work organization is subject to
continuous improvement on their skills and employees should be developed in way that maximizes their potentials.
3.10 Beach (1998)
ABSTRACT: Contend that human assets grow and increase in value; maintaining and upgrading employees
Skills not only tend to increase productivity; but also increase commitment and motivation. The authors assert Further
that the approach to manpower development within the firm will vary according to the technology, traditional policies
and the value of management.
Fajana (2004), Lyod and Reynolds (2004),
ABSTARCT: It is particularly for all levels of employees being employed to achieve certain specified
organizational goals. The authors maintain that the individual employee becomes accustomed to the
machinery and materials that he will use in his subsequent work and to learn in the same physical and social
environment. The point of view of these authors tends to suggest that on-the-job training is a specific form
of job instruction, geared toward imparting and acquiring those skills and attitudes needed by the workers to
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perform particular function effectively. On the other hand, the off-the-job training method as perceived by
Zymelman (2000) differs from the former in that, it occurs in a location removed from production or a
revenue earning environment. Thus, workers trained outside the working place tend to acquire skills for
proficiency and effectiveness on the job.
CHAPTER: IV
RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY
A successful completion of any project and getting genuine results from that depends upon the method used
by the researcher. The methodology for this study is laid upon the following basis:
1 Research design
2 Sources of data collection
3 Sampling plan
4.1 RESEARCH DESIGN
A research design is an arrangement of condition for collection and analysis of data in a manner that aims to
combine relevance to the research purpose with economy in procedures.
Marketing research can classified in one of three categories:
EXPLORATORY RESEARCH
DESCRIPTIVE RESEARCH
CAUSAL RESEARCH
The research design for this research is DESCRIPTIVE; the major objective of descriptive research is
describe and analysis the human resource and development policies.
4.2 SOURCES OF DATA COLLECTION
Primary Data
Primary data is collected by structured Questionnaire
Secondary Data
Secondary data was obtained from books, journals & websites.
4.3 SAMPLE PLAN
1 UNIVERSE
The universe of my study is Virtual Informatics.
2 POPULATION
The target population must be defined that will be sampled. It is necessary to develop a sampling
frame so that everyone in the target population has an equal chance of being sampled. The sample
unit pertaining to my study is lower level workers of Virtual Informatics,Chandigarh.
4.4 SAMPLE SIZE
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The sample size for this survey is 100.
4.5 SAMPLE UNIT
In this study, the sample unit is Virtual Informatics,Chandigarh.
4.6 SAMPLING TECHNIQUE
Sampling techniques can be broadly classified as probability & non-probability. In probability
sampling each element of the population has a fixed probabilistic chance of being selected for the
sample. Non-probability sampling does not use chance selection procedure. It relies on personal
judgment of the researcher. Out of all techniques Non probability (Convenient) has been selected.
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CHAPTER: V
DATA ANALYSIS AND INTERPRETATION
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
The entire project is based upon human resource policies. It is therefore necessary to check
the effectiveness of the training programmes conducted by Virtual Informatics to fulfil this
purpose, a questionnaire was designed and distributed to employees. The sample size was
taken was 40 employees. Then analysis and finding are as follow:-
1. What is your qualification?
Table 5.1
Graph: 5.1
Interpretation:
Form the above graph it is clear that 37% respondents are graduate while 32% respondents
are post graduate followed by 18% are intermediate and rest of them are matriculates. So it
can be stated that most of the employees are graduate.
2. From how long you have been working in this bank?
Table 5.2
Experience (years) No. Of respondents % of respondents
1-5 years 10 25%
5-10 years 22 55%
10-15 years 4 10%
More than 15 4 10%
Total 40 100
Figure:5.2
1-5 years
5-10 years
10-15 years
More than 15
Interpretation:
In the above analysis 25% employees are working from 1-5 years whereas 55%
employees are such who are working in the time interval of 5-10 years. 10% are
woking from 10-15 years.Rest 10% of them are working for more than 15 years in
the bank.
3. How many training programmes have you attended since you joined the
organization?
Table 5.3
Training programmes No. of Respondents % age of Respondents
1-2 14 35%
2-3 10 25%
3-4 10 25%
More then 4 6 15%
Total 40 100%
Figure: 5.3
Interpretation:
In the above analysis 35% employees were attended 1-2 training programmes,25%
attended 2-3, again 25% were attended 3-4 and only 10% were attended More then
4 programmes.
4. Were the training programs attended by you related to your Job Profile?
Table 5.4
Figure: 5.4
Interpretation:
From the above graph it is clear that 80% respondents think that the training programs
attended related to your Job Profile while 20% respondents are not agree with the
statement.
5 .Are you satisfied by the contents of the training modules forming part of the
training programmes?
Table 5.5
Level of satisfaction No. of Respondents % age of Respondents
Highly Satisfied 20 50%
Partially Satisfied 10 25%
Partially Dissatisfied 4 10%
Highly Dissatisfied 6 15%
Total 40 100%
Figure:5.5
Interpretation:
From the above graph it is clear that out of 50% respondents are highly satisfied from
Training modules, 25% are partially satisfied,15% are partially dissatisfied whereas only
10% are those who are highly dissatisfied
6. Were the training received by you helpful in enhancement of performance?
Table: .5.6
Response No. of respondents %age of Respondents
Yes 36 90
No 8 10
Total 40 100%
Figure: 5.6
Interpretation
It is clear from above that 90% respondents are agree with the statement that training
received is helpful in enhancement of performance there are only 10% of respondents who
said training is not helpful in enhancement of performance.
7. Did you apply the techniques /skills learned in the training programmes?
Table :5.7
Figure:5.7
Interpretation:
From the above graph it is clear that 80% respondents apply techniques and skills
learned in the training programmes while 20% respondents are not applying techniques
and skills.
8.After the completion of the training programme, does the bank seek feedback from
employees?
Table: 5.8
Feedback No. of respondents %age of Respondents
Regularly 20 50%
Sometimes 6 15%
Periodically 12 30%
Never 2 5%
Total 40 100%
Figure: 5.8
Interpretation
The survey shows that 50% employees think that Bank seek regular feedback from
employees after training,30% thinks sometimes,15% employees said that there are only
periodically feedback and just 5% who said that Bank will never seek feedback.
9. Are your suggestions sought while designing the training programmes?
Table: 5.9
Figure: 5.9
Interpretation:
From the above graph it is clear that 80% respondents think that the suggestions are
sought out while designing the training programmes while 20% respondents are not
agree with the statement.
10.In your opinion, whether the benefits of training programmes conducted by HRD
department leads to improvement in profitability?
Table: 5.10
Figure:5.10
Interpretation:
From the above graph it is clear that out of 40 respondents, 85% respondents agree
that the training programs conducted by HRD department leads to improvement in
profitability while 10% respondents are disagree and rest of them are neither agree nor.
11. Do you think that the training programs are made according to specific
professional requirement?
Table 5.11
Figure: 5.11
Interpretation:
From the above graph it is clear that 80% respondents think that the training programs
are made according to the specific personnel needs while 20% respondents are not
agree with the statement.
12. Are training needs assessed in Punjab state cooperative bank through
organizational goals and objectives?
Table 5.12
Figure:5.12
Interpretation:
From the above graph it is clear that 70% respondents agree that training needs in virtual
informatics are assessed through organizational goals and objectives while 4% respondents
are not agree and remaining 25% are neither agree nor disagree.
13. Which language do you prefer for training purpose?
Table 5.13
Figure:5.13
Interpretation:
From the above graph it is clear that majority of the respondents prefer Hindi language for
training purpose while 28% respondents prefer Punjabi language for training purpose.
Only 25% respondents prefer English language for training purpose. So it can be stated
that most of the employees are much familiar with Hindi as compare to Punjabi and
English.
14.Are you satisfied with training and development programme conducted in
virtual informatics ?
Table 5.14
Figure: 5.14
Interpretation:
The analysis shows that 60% employees are satisfied with the training and
development programme organised by the bank but 40% employees seems to be
unsatisfied by this programme.
CHAPTER: VI
FINDINDS, SUGGESTIONS AND CONCLUSION
FINDINGS
While conducting the study it is clear that 37% respondents are Graduates while 32% respondents
are Post Graduate followed by 18% are intermediate and rest of them are matriculates. So it can be
stated that most of the employees are graduates.
The study shows that 25% of the employees are working from 1-5 years whereas 55% employees
are such who are working in the time interval of 5- 10 years. 10% are working from 10-15 years and
also Only 10% employees have been working for more than 15 years in the bank.
It is clear from the research study that 35% of employees attended 1-2 training programmes, 25%
attended 2-3, again 25% attended 3-4 and 15% of employees attended more than 4 programmes.
It can be analyzed from the study that majority of respondents believe that training programmes are
related to their Job Profile and 20% respondents believe that training programme are not related
with their Job Profile.
The study shows that 50% respondents are highly satisfied from the training modules, 25%
respondents are partially satisfied, 10% respondents are Partially Dissatisfied and 15% are highly
dissatisfied.
It can also be analyzed from the study that 90% respondents thought that training is helpful in
enhancement of performance and rests of them thought that it is not helpful.
It shows that 80% employees apply the techniques/skills learned in the training whereas other 10%
does not apply.
It is clear from the research study that out of 40 respondents, 85% respondents agree that the
training programs conducted by HRD department leads to improvement in profitability while 10%
respondents are disagree and rest of them are neither agree nor disagree.
It is clear from the study that 80% respondents think that the training programs are made according
to the specific professional requirements while 20% respondents aren't agree with the statement.
It is depicted that most of the respondents agree that training needs in Punjab State Cooperative
Bank are assessed through organizational goals & objectives while.
Majority of the respondents prefer Hindi language for training purpose while 28% respondents
prefer Punjabi language for training purpose. Only 25% respondents prefer English language for
training purpose. So it can be sated that most of the employees are much familiar with Hindi as
compare to Punjabi and English.
The study shows that 60% employees are satisfied with the training and development programme
organized by the bank but 40% employees seemed to be unsatisfied by this programme.
SUGGESTIONS & RECOMMENDATIONS
1 After the training program is over, the participants should be asked to discuss the training session /
contents / learnings with their superiors so that the superiors know what exactly was the program
about and what is expected from the subordinate after he has undergone that particular training
program.
2 There are distinct training programs for supervisory level and executive level. After the supervisory
level employees have attended all the training programs meant for their cadre, they should also be
made to attend the executive level programs, which they feel is equally important for them to attend.
3 Formal training is good, but informal training fills many gaps in Magazines, books, and on the job
training are all very useful. Because magazines carry many topics in a single issue, the knowledge
of many experts can be brought into one place.
4 Repetitions can be used Parts of the training concepts can be put into form of slogans and images.
5 Spread out the training program. Most people get "burned out" if they get too much of a good thing
at one time. Cover small amount of topics a day.
CONCLUSION
Based on how the training needs of the employees are identified and whether they apply the learning's from
the training to their normal work, the following can be summarized concluded.
The Behavioral Training programs for employees are mostly chosen from the list of the training programs,
which is issued by the HR department every year. The Technical Training programs are recommended
because the concepts/skills are required on the job so that the employees could work more efficiently and
effectively. Most of the employees have opined that they had been benefited from the program. However,
people have been little diplomatic while filling up the questionnaire. The real application of learning into
day-to-day working, for most of the participants was only to some extent. Participants have opined that for
Behavior Training programs, off the job training or classroom training is satisfactory. While for Technical
Training, they need on the job training so that they can learn the concepts more particularly instead of
theoretically.
CHAPTER: VII
BIBLIOGRAPHY
BIBLIOGRAPHY
Books:
Mamona C.B. & Gangar S.V. (2C04), "Personnel Management", Himalaya Publishing House,
Edition second.
Ashwathappa Kumar (2003), "Human Resource Management", Kalyani Publishers, Edition Second.
Dugan Laird & Sharon S. Naquin (2003), "Approaches to Training and Development" Published by
Perseus Books Group, Edition Third.
George Green & Inc.NetLibrary (2001), "Training and Development', Published by John Wiley &
Sons, Incorporated, Edition Second.
Websites:
www.sribd.com
www.google.com
http://www.emeraldinsight.com/10.1108/EUM000C
http://pbcooperatives.gov.in/PSCB htrn
http://pbcooperatives.gov.in/organisationjieirarchyhtm
http://pbcooperatives.gov.in/Schemes htrn
http://pbcooperatives.gov.in/DCCB htm
