RAJIV ACADEMDY FORTECHNOLOGY AND MANGEMENT

SUMMER TRANING PROJECT REPORT

On

Human Resource Management in Banking Sector

STATE BANK OF INDIA

Submitted for the partial fulfilment towards the awards

of the degree in

MASTER OF BUSINESS ADMINISTRATION

Of

Dr. A.P.J. Abdul Kalam Technical University,

Uttar Pradesh, Lucknow

Submitted by: Under the supervision of

Bulbul Singh Ms. Sandhya Singh

Roll No:2001730700018 Department of Management

Batch -2020-22
PREFACE
In its broadest sense summer training project report is necessary to make the students of
business school familiar with the industrial environment prevailing in the world. To be
competitive and work aggressive, students need to know the policies, procedures and
the trends going on in the present industrial world.

The purpose and objective of this project report is to find out the
 AKNOWLEDGEMENT
At the onset I must bow down in reverence to the almighty that blessed us with the
understanding & prevalence that is needed in this kind of project report.

With great pleasure I express my heartiest thanks to Dr. Vikas Jain (Head- MBA Deptt.). I
would like to extend my sincere thanks to Ms . Sandhaya Singh [Designation- Deptt. Of
Management Studies], without whose unrelated support and guidance, this project would just
not have been possible. I am very thankful for his invaluable guidance, support, and affable &
friendly nature. She guided me at each and every stage of project.

I am equally indebted to my friends who always inspired and motivated me to do something

better through out this project.

At last I would like to extend my sincere thanks to all the respondents to whom I visited for
giving their support and valuable information, which helps me in completing my project
work.

BULBUL SINGH

M.B.A -3rd Semester

Roll
No:2001730700018
 DECLARATION

I, Bulbul Singh, M.B.A Third semester student of Master Of Business

Administration,( A.J.P. Abdul Kalam Technical University) hereby declare that the
project report under the Project title ―Human Resource Management in Banking
Sector‖ is my own work and I have done this project under the supervision of Dr.
Vikas Jain ( HOD of Master of Business Administration).

I also declare that the content of this project is purely a part of this comprehensive
project work and the content has not been submitted to any other university for the
award of any degree, diploma or fellowship

Further, I assign the right to the university to use the information and contents of
this project report to develop cases, case leads, and papers for publication or for use
in teaching.

BULBUL SINGH

MBA-3rd
Semester

[Link]
 SUMMER TRAINING REPORT SUPERVISIOR
CERTIFICATION

MS. SANDHYA SINGH, here by certify that is research work entitled

Human Resource Management in Banking Sector in STATE BANK
OF INDIA is the result of research under taken by BULBUL SINGH
(2001730700018). The finding and conclusion expressed in the report are
genuine, authentic and are for academic purpose only. Any resemblance to
earlier work is purely coincidental

SIGNATURE:

MS. SANDHYA SINGH

Faculty Of MBA
TABLE OF CONTENT
Preface…………………………………………………………

Acknowledgement……………………………………………………

Student’s Declaration……………………………………………………………..

College Certificate…………………………………………………………….

1.0Human Resources management

1.1Meaning of Human Resources Management
1.2Characteristics of Human Resources Management
1.3Need and Development of Human Resources Management

2.0Human Resources Management in Banking

2.1what is a Bank
2.2HRM Background and Practices
2.3HR Practices and Methods

3.0Job analysis, Job design, and Job evolution

3.1Job analysis
3.2Job design

4.0Human Resources Planning

4.1Recruitment
4.2Selection
4.3Placement
4.4Induction & Orientation

5.0 Human Resources Development

5.1 Management Development
5.2 Career Planning& Development
5.3 Organizational Development

6.0 Compensation Management

6.1 Compensation
6.2 Compensation and Benefits

7.0 Human Relations

8.0 Human Resources Management in Bank

8.1 HRM in Corporative Banks
8.2 HRM in Regional Rural Banks (RRBs)
8.3 HRM in Public Sector Banks
8.4 HRM in Private Banks & Foreign Banks
8.5HRM in Public Sector Unit Banks(PSU Banks)

9.0 Responsibilities of the Human Resources Management Department in

Banks
9.1 Role
9.2 Responsibilites

10.0 Employee Relation in Banks

11. Current challenges faced by banks in HRM

12.0 Development in Banks

12.1 Training and Development
12.2 Recruitment
12.3 Selection

13.0 HRM Issues in Public Sector Banks

14.0 Organizational Profile of State Bank of India

15.0 Data Analysis and Interpretation

16.0 Key Findings

16.1 Suggestions and Recommendations
16.3 Limitation of the study
16.3 Conclusion

17.0 Questionnaire

18.0 Bibliography
CHAPTER-1

1.0 HUMAN RESOURCE MANAGEMENT

Human Resource Management or Personnel management is the activity of managing
personnel, usually employees.

In any organization, managing personnel is the process of making sure the

employees (not the customers) are as productive as they can be. This can include
hiring, firing, or transferring people to/from jobs they can do most productively.

This subject is a major at many universities, or a minor in the business school. It is also
known as personnel administration, which is functionally an equivalent term.

1.1Meaning of Human Resource Management:

A business unit needs employees to look after different activities. This is called
manpower or human resource. Such human resource needs to be developed fully so
that it will make positive contribution for the progress and prosperity of a business
unit. For this systematic development and management of human resources is
necessary. Human Resource Management (HRM) deals with:

 Training
 Self-development
 Promotions
 Performance appraisal of manpower recruited in an organization.
HRM is an organized learning experience aimed at matching the organizational
need for career growth and development. It is a process involving series of learning
activities designed to acquire desired level of competence among employees. HRM
is a continuous process and it needs money. Such investment creates a team of
efficient, skilled and trained manpower which brings success and stability to a
business unit. HRM programmes offer long term benefits to an organization.
1.2 Characteristics of Human Resource Management:

(1). Upgrading Manpower:

HRM is basically concerned with the upgrading of manpower working in an

organization. This leads to improvement in the individual performance of an
employee and also corresponding improvement in the organizational performance.

(2). Stress on Training:

HRM includes various schemes arranged for providing education, guidance,

training and opportunities to learn and develop employees of all categories and
working in different departments. There is an integrated use of sub-systems
(training, career developments, organizational development) in the HRM
programme.

(3). Attention to learning and career development:

Learning, self-development, career developments are possible through HRM

programmes. These are the core areas of HRM. Career development is possible
through joining training courses, reading books and periodicals. Learning and
career development raise the capacity of employees to work at highest levels. They
are given higher positions with monetary benefits.

(4). Organizational Development:

HRM includes organizational development, which includes effective

communication within the organization, coordination of different activities
elimination of conflicts of different types and creation of orderly atmosphere in the
whole organization.

(5). Team Spirit:

HRM is basically for developing team spirit in the whole organization. For this,
departments and levels of management are properly integrated. Team spirit
facilitates orderly growth of the organization in the right direction.
(6). Huge spending by Management:

All companies invest huge money on HRM activities but such expenditure is
absolutely essential for survival in the present competitive business world. HRM
programmes create matured, skilled and efficient manpower, which is a valuable
asset of a business unit.

(7). Termination of Employment:

Termination is an unpleasant part of any manager‘s job. Employees occasionally must

be terminated for breaking rules of failing to perform adequately.

(8). Continuous Activity:

HRM is rightly treated as a continuous activity due to new developments taking

place regularly in the business world. For this, on the job and off the job training
programmes are introduced from time-to-time.

(9). Wide Scope:

The scope of HRM programmes is very vast. It is multi-disciplinary in character.

Training and guidance are given on different aspects of business management to
enable managers to deal with complex managerial problems and challenges.

1.3 Need and Importance of Human Resource Management:

(1). To create stable labor force:

HRM programmes are needed in order to create stable, efficient, skilled and matured
manpower required by an enterprise for the present and future period.

(2). To update the quality of manpower:

HRM activities are needed for updating the quality of manpower as per the growing
and changing needs of an enterprise. This avoids managerial obsolescence. Even the
vacancies at higher levels can be filled in internally due to HRM programmes as they
provide training and opportunities of self-development to employees working at lower
levels.
 (3). To develop strength for survival:

HRM programmes are necessary for survival in the present competitive marketing
environment. An enterprise can face market competition only by improving
quality, reducing costs and avoiding wastages. All this is possible through HRM.

(4). To face challenges of technological changes:

Technological changes are taking place rapidly in every area of business. HRM
programmes are needed in order to absorb technological changes taking place with
speed. In fact, introduction of new technology, computers, automation, etc. will not
be possible unless training is provided to the manpower.

(5). To satisfy the demand of self-development of employees:

HRM is needed to meet the needs of employees in regard to self-development and

career development aspirations. Employees demand, training facilities, refresher
courses, promotions and transfers, career guidance, etc. for their self-development.
HRM programmes are needed to fulfill self-development and career development
of employees.

(6). To meet future manpower needs:

HRM is needed to meet the future manpower needs of the organization.

Executives, managers, supervisors leave the job or retire due to age factor.
Competent juniors must take their positions. HRM is needed in order to keep ready
a team of competent managers as a second line of defence.

(7). To facilitate expansion and diversification:

HRM activities are needed to meet the manpower requirements resulting from
expansion and diversification programmes undertaken at the enterprise level.
Attention should be given to HRM much before the introduction of expansion
programme.
(8). To utilize production capacity fully:

HRM is needed in order to use the available production capacity to the optimum level. It
provides skilled manpower for this purpose.
CHAPTER-2

2.0 HUMAN RESOURCE MANAGEMENT IN BANKING

2.1 What is a Bank?

The word bank is derived from the Italian banca, which is derived from German
language and means bench. The terms bankrupt and "broke" are similarly derived
from banca rotta, which refers to an out of business bank, having its bench
physically broken. Money lenders in Northern Italy originally did business in open
areas, or big open rooms, with each lender working from his own bench or table.

The essential function of a bank is to provide services related to the storing of

deposits and the extending of credit. The evolution of banking dates back to the
earliest writing, and continues in the present where a bank is a financial institution
that provides banking and other financial services. Currently the term bank is
generally understood as an institution that holds a banking license. Banking
licenses are granted by financial supervision authorities and provide rights to
conduct the most fundamental banking services such as accepting deposits and
making loans. There are also financial institutions that provide certain banking
services without meeting the legal definition of a bank, a so called non-bank.
Banks are a subset of the financial services industry.

Human resource management (HRM) has long been overlooked in the corporate
sector in the country where a small section, comprising mostly the multi-national
companies was practicing the same. With the growing realization of proper HRM
in the corporate sector, it has grown into an important activity. Now the head of
HRM is an important member of the senior teams of any thriving business.

Although the idea is new for many local businesses where entrepreneurs are at the
beginning of the learning curve yet in reality the theme is getting support from the
organized entrepreneurs.
The banking sector has grown from a few institutions primarily involved in deposit
acceptance and trade finance into a complex multi-player markets where large
number of commercial banks, financial institutions and specialized banks are
operating with various products and activities.

2.2 HRM Background and Practices

The banking has become a complex activity within the financial market linked
directly and indirectly with an over-all national growth and its impact as an integral
part of regional segment of a global banking environment. Almost every bank and
financial institution is involved in various functions in a day's job and thus requires
a highly effective team and appropriate manpower to run the show. Corporate goals
are translated into viable realities and profits only with human element that play
their due role in achieving the desired results.

Thus even the high automation would require proper man behind the machine to
make things happen. This idea has been realized by top management in progressive
banks. Like many other organized sectors, banking requires multi-layer manpower
for its various requirements of professionals and support staff. The range may
require reasonably educated security guards on the one end and a highly educated
and trained professional as head of corporate finance at the other. With
liberalization of activities within the banking sector, for example, more emphasis
on consumer and house finance and personal loans, etc. banking has turned itself
into a more market-based business where banks have expanded their reach more to
customers' door steps in a big way making banking more practical. This has further
highlighted the need for proper deployment of man-power to run banks efficiently.
For many years, HRM banks like other institutions have been handling this
sensitive activity through respective personnel departments. This means human
resources were managed like other physical assets e.g. pieces of furniture,
calculators, equipment and appliances.

Personnel departments were primarily engaged in approval of leaves, handling of

staff loans, issuance of show cause, conducting disciplinary enquiries and
termination from service. Recruitment was a routine function and was done in a
mechanical way to hire people with specific educational background irrespective of
their real value to the institution.
Success stories of large banking companies have been evident of the fact that HRM is
quite different from management of physical assets. Human brain has its own peculiar
chemistry.
Its strong sensory and decision-making capacity has to be greatly emphasized by the
employers. The work force constituting all levels of employees is constantly thinking
in many dimensions.

On the one hand it is the assigned duty and task they are to perform and for which
they are paid by their employer, on the other they think of their long run goals and
objectives.

By no means, their brains can be controlled to think beyond the current situation of
employment. Managing this educated, skillful and trustworthy work force is not an
easy job. A few of the current challenges faced by the banking industry in terms of
human resource management may be the following:

To make the Indian Banking System stronger, efficient and low-cost, the creation
of fundamentals must include in the bank‘s operations, strategies and processes:
strengthening the prudential norms and market discipline; adoption of international
benchmarks; management of organizational change and consolidation within the
financial system; upgrading the technological infrastructure of the financial system;
and human resource development as the catalyst of the transformation (2002).

The Human Resource field in the Banking Industry is considered as one of the
process of discovery and transformation. The field of Human Resource can be
described as emergent and dynamic within the cultural business aspect in a
Banking Industry. The success of today‘s banking business will sparsely depends
on the human resources of the organization, in which plays a crucial role in
providing the services needed.

The evolution of banking system in India affected the human resource practices,
recruitment and selection practices, and training system. It is very important that
the details of human resource are discussed along with the employees, to build their
own career planning, perceptions and development.
The primary strength of the industry is the human resource that is why the efforts to
develop the skills and management are the main subject placed before the human
resource. A major challenge for many banks will be to develop the special
competencies and skills for credit appraisal and risk management. Putting the
information technology is a key contributed in human resource development.
Therefore, the HR model of the future will require professionals to be both driving
and anticipating change, understanding the complexities of the new business
environment and forces shaping it.

2.3 HR Practices and Methods

A key focus of the human resource management is highlighted in the role of

staffing, performance management, training and development, and compensation
that plays indifferent types of business strategies. With the acquisition and
preparation of human resources, including planning, recruitment, selection, and
training can affect the whole organizational performance.

The HR planning, the start of the strategy, illustrates the process of developing
human resource plan. The strengths and weaknesses of staffing options such as
outsourcing, use of contingent workers, and downsizing are involved in planning.

The recruitment process is done strategically to determine the talented employee

fit for the position. The selection process emphasizes the ways in minimizing errors
in employee selection and placement to improve the company‘s competitive
position. The selection method standards such as validity and reliability are
utilized.

An effective training systems of the manager‘s role in determining employees‘

readiness for training, creating a positive learning environment, and ensuring the
training is used on the job.

Beyond the human resource strategies are the rewarding and compensating that can
strengthen or weaken the employee effectiveness. In order to give recognition and
increase motivational levels amongst the employees, some Banks linked the
individual performance in an incentive scheme – or for some rewards that may
come into any form .In summary, all of the HRM strategies and function should be
aligned to help the company meet its objectives – as well as focusing on their
customers .

The best practice approach assert that certain HR practices are found to
consistently lead to higher organizational performance, independent of an
organization‘s stated strategy. The high performance HR practices foster
innovation through the development of innovation values, encouraging of
information sharing, goal setting and appropriate training and development.
 CHAPTER-3

3.0 Job analysis, Job design and Job evolution

A job is defined as a collection of duties and responsibilites which are given

together to an individual employee. Job analysis is the process of studying and
collecting information relating to operations and responsibilities of a specific job. It
can be explained with the help of the following diagram

3.1. Job analysis

Job description Job specification

Job title/ name of the job Qualification

Working hours Qualities

Duties and responsibilities Experience

Working conditions Family background

Salary and incentives Training

Machines to be handled on the job Interpersonal skills

As mentioned in the above table job analysis is divided into 2 parts

 Job description
Where the details regarding the job are given.

 Job specification
Where we explain the qualities required by people applying for the job.

Need/importance/purpose/benefits of job analysis

Def.: - A job is defined as a collection of duties and responsibilities which are

given together to an individual employee. Job analysis is the process of studying
and collecting information relating to operations and responsibilities of a specific
job.

The following are the benefits of job analysis.

1. Organizational structure and design:-

Job analysis helps the organization to make suitable changes in the organizational
structure, so that it matches the needs and requirements of the organization. Duties
are either added or deleted from the job.

2. Recruitment and selection:-

Job analysis helps to plan for the future human resource. It helps to recruit and select
the right kind of people. It provides information necessary to select the right person.

3. Performance appraisal and training/development:-

Based on the job requirements identified in the job analysis, the company decides a
training program. Training is given in those areas which will help to improve the
performance on the job.

Similarly when appraisal is conducted we check whether the employee is able to work
in a manner in which we require him to do the job.

4. Job evaluation:-
Job evaluation refers to studying in detail the job performance by all individual.
The difficulty levels, skills required and on that basis the salary is fixed.
Information regarding qualities required, skilled levels, difficulty levels is obtained
from job analysis.

5. Promotions and transfer:-

When we give a promotion to an employee we need to promote him on the basis of
the skill and talent required for the future job. Similarly when we transfer an
employee to another branch the job must be very similar to what he has done
before. To take these decisions we collect information from job analysis.
[Link] path planning:-
Many companies have not taken up career planning for their employees. This is
done to prevent the employee from leaving the company. When we plan the future
career of the employee, information will be collected from job analysis. Hence job
analysis becomes important or advantageous.

[Link] relations:-
When companies plan to add extra duties or delete certain duties from a job, they
require the help of job analysis, when this activity is systematically done using job
analysis the number of problems with union members reduce and labour relations
improve.

[Link] and safety:-

Most companies prepare their own health and safety, plans and programs based on
job analysis. From the job Analysis Company identifies the risk factor on the job
and based on the risk factor safety equipment‘s are provided.

[Link] of job offer:-

When a person is given an offer/appointment letter the duties to be performed by
him are clearly mentioned in it, this information is collected from job analysis,
which is why job analysis becomes important.

Methods of job analysis

Def: - A job is defined as a collection of duties and responsibilities which are

given together to an individual employee. Job analysis is the process of studying
and collecting information relating to operations and responsibilities of a specific
job.

There are different methods used by organization to collect information and conduct the
job analysis. These methods are

1. Personal observation:-

In this method the observer actually observes the concerned worker. He

makes a list of all the duties performed by the worker and the qualities
required to perform those duties based on the information collected, job
analysis is prepared.
2. Actual performance of the job:-

In this method the observer who is in charge of preparing the job

analysis actually does the work himself. This gives him an idea of the
skill required, the difficulty level of the job, the efforts required etc.

3. Interview method:-

In this method an interview of the employee is conducted. A group of

experts conduct the interview. They ask questions about the job, skilled
levels, and difficulty levels. They question and cross question and
collect information and based on this information job analysis is
prepared.

4. Critical incident method:-

In this method the employee is asked to write one or more critical incident that has
taken place on the job. The incident will give an idea about the problem, how it
was handled, qualities required and difficulty levels etc. critical incident method
gives an idea about the job and its importance. (A critical means important and
incident means anything which takes place in the job)

5. Questioner method: -
In this method a questioner is provided to the employee and they are asked to
answer the questions in it. The questions may be multiple choice questions or open
ended questions. The questions decide how exactly the job analysis will be done.
The method is effective because people would think twice before putting anything
in writing.

6. Critical incident methods:-

Companies can ask employees to maintain log records and job analysis can be done
on the basis of information collected from the log record. A log record is a book in
which employee‘s record /writes all the activities performed by them on the job.
The records are extensive as well as exhausted in nature and provide a fair idea
about the duties and responsibilities in any job.

7. HRD records: -
Records of every employee are maintained by HR department. The record contain
details about educational qualification, name of the job, number of years of
experience, duties handled, any mistakes committed in the past and actions taken,
number of promotions received, area of work, core competency area, etc. based on
these records job analysis can be done.

3.2 .Job design

Definitions: -
Job design is the process of

 Deciding the contents of the job.

 Deciding methods to carry out the job.
 Deciding the relationship which exists in the organization.

Job analysis helps to develop job design and job design matches the requirements of
the job with the human qualities required to do the job.

Factors affecting job design: - There are various factors which affect job design in
the company.

Factors affecting job design

 Organizational factors

 Environmental factors

 Behavioural factors

I] Organizational factors:-

Organizational factors to refer to factors inside the organization which affect job

design they are

[Link] characteristics:-
Task characteristics refer to features of the job that is depending on the type of job and
the duties involved in it the organization will decide, how the job design must be done.
In case the company is not in a position to appoint many people; a single job may have
many duties and vice versa.

[Link] process or flow of work in the organization:-

There is a certain order in which jobs are performed in the company. In case the
company wishes it could combine similar job and give it to one person this can be
done if all the jobs come one after the other in a sequence.

3. Ergonomics:-
Ergonomics refers to matching the job with physical ability and characteristics of
the individual and in providing an office environment which will help the person to
complete the jobs faster and in a comfortable manner.

[Link] practices:-
Every organization has different work practices. Although the job may be the same
the method of doing the job differs from company to company. This is called work
practice and it affects job design.

II] Environmental factors:-

Environmental factors which affect job design are as follows

 Employee availability and ability:-

Certain countries face the problem of lack of skilled labour. They are not
able to get employees with specific education levels for jobs and have to
depend on other countries due to this job design gets affected.

 Social and cultural expectations :-

The social and cultural conditions of every country is different so when an
MNC appoints an Indian it has to take into account like festivals,
auspicious time, inauspicious time, etc. to suit the Indian conditions. This
applies to every country and therefore job design will change accordingly.

III] Behavioral factors:-

Job design is affected by behavioral factors also. These factors are

 Feedback: -
Job design is normally prepared on the basis of job analysis and job analysis
requires employee feedback based on this employee feedback all other activities
take place. Many employees are however not interested in providing a true
feedback because of fear and insecurity. This in turn affects job deign.
  Autonomy:-
Every worker desires a certain level of freedom to his job effectively. This
is called autonomy. Thus when we prepare a job design we must see to it
that certain amount of autonomy is provided to the worker so that he carries
his job effectively.

 Variety:-
When the same job is repeated again and again it leads to burden and
monotony. This leads to lack of interest and carelessness on the job.
Therefore, while preparing job design certain amount of variety must be
provided to keep the person interested in the job.

Methods of job design

There are various methods in which job design can be carried out. These methods
help to analysis the job, to design the contents of the and to decide how the job
must be carried out .these methods are as follows: -

I. Job rotation

II. Job enlargement

III. Job enrichment

I. Job Rotation: -

Job rotation involves shifting a person from one job to another, so that he is able to
understand and learn what each job involves. The company tracks his performance
on every job and decides whether he can perform the job in an ideal manner. Based
on this he is finally given a particular posting.

Job rotation is done to decide the final posting for the employee e.g. Mr. A is
assigned to the marketing department whole he learns all the jobs to be performed
for marketing at his level in the organization .after this he is shifted to the sales
department and to the finance department and so on. He is finally placed in the
department in which he shows the best performance Job rotation gives an idea
about the jobs to be performed at every level. Once a person is able to understand
this he is in a better understanding of the working of organization
 Advantages of job rotation

1. Avoids monopoly:-Job rotation helps to avoid monopoly of job and enable the
employee to learn new things and therefore enjoy his job
2. Provides an opportunity to broaden one’s knowledge :-Due to job rotation
the person is able to learn different job in the organization this broadens his
knowledge
3. Avoiding fraudulent practice:-In an organization like bank jobs rotation is
undertaken to prevent employees from doing any kind of fraud i.e. if a person is
handling a particular job for a very long time he will be able to find loopholes in
the system and use them for his benefit and indulge (participate) in fraudulent
practices job rotation avoids this.

Disadvantages of Job Rotation

1. Frequent interruption:-
Job rotation result in frequent interruption of work .A person who is doing a
particular job and gets it comfortable suddenly finds himself shifted to another job or
department .this interrupts the work in both the departments

2. Reduces uniformity in quality :-

Quality of work done by a trained worker is different from that of a new

worker .when a new worker I shifted or rotated in the department, he takes time to
learn the new job, makes mistakes in the process and affects the quality of the job.

3. Misunderstanding with the union member:-

Sometimes job rotation may lead to misunderstanding with members of the union.
The union might think that employees are being harassed and more work is being
taken from them. In reality this is not the case.

II. Job enlargement: -

Job enlargement is another method of job design when any organization wishes to
adopt proper job design it can opt for job enlargement. Job enlargement involves
combining various activities at the same level in the organization and adding them
to the existing job. It increases the scope of the job.
It is also called the horizontal expansion of job activities.

Jon enlargement can be explained with the help of the following example - If Mr. A
is working as an executive with a company and is currently performing 3 activities
on his job after job enlargement or through job enlargement we add 4 more
activities to the existing job so now Mr. A performs 7 activities on the job.

It must be noted that the new activities which have been added should belong to the
same hierarchy level in the organization. By job enlargement we provide a greater
variety of activities to the individual so that we are in a position to increase the
interest of the job and make maximum use of employee‘s skill. Job enlargement is
also essential when policies like VRS are implemented in the company.

Advantages of job enlargement

1. Variety of skills:-
Job enlargement helps the organization to improve and increase the skills of the
employee due to organization as well as the individual benefit.

2. Improves earning capacity:-

Due to job enlargement the person learns many new activities. When such people
apply for jobs to other companies they can bargain for more salary.

3. Wide range of activities:-

Job enlargement provides wide range of activities for employees. Since a single
employee handles multiple activities the company can try and reduce the number of
employee‘s. This reduces the salary bill for the company.

Disadvantages of job enlargement

1. Increases work burden:-

Job enlargement increases the work of the employee and not every company provides
incentives and extra salary for extra work. Therefore the efforts of the individual may
remain unrecognized.

[Link] frustration of the employee:-

In many cases employees end up being frustrated because increased activities do not
result in increased salaries.

[Link] with union members:-

Many union members may misunderstand job enlargement as exploitation of worker
and may take objection to it.

III. Job enrichment: -

Job enrichment is a term given by Fedric Herzberg. According to him a few

motivators are added to a job to make it more rewarding, challenging and
interesting. According to Hertzberg the motivating factors enrich the job and
improve performance.

In other words we can say that job enrichment is a method of adding some motivating
factors to an existing job to make it more interesting.

The motivating factors can be

 Giving more freedom.

 Encouraging participation.
 Giving employees the freedom to select the method of working.
 Allowing employees to select the place at which they would like to work.
 Allowing workers to select the tools that they require on the job.
 Allowing workers to decide the layout of plant or office.

Job enrichment gives lot of freedom to the employee but at the same time
increases the responsibility. Some workers are power and responsibility hungry.
Job enrichment satisfies the needs of the employees.

Advantages of job enrichment

[Link] and challenging job:-

When a certain amount of power is given to employees it makes the job more
challenging for them, we can say that job enrichment is a method of employee
empowerment.

[Link] decision making:-

Through job enrichment we can improve the decision making ability of the
employee by asking him to decide on factory layout, method and style of working.

3. Identifies future managerial caliber: -

When we provide decision making opportunities to employees, we can identify
which employee is better that other in decision making and mark employees for future
promotion.
4. Identifies higher order needs of employees:-
This method identifies higher order needs of the employee. Abraham Maslow‘s
theory of motivation speaks of these higher order needs e.g. ego and esteemed
needs, self-actualization etc. These needs can be achieved through job enrichment.

5. Reduces work load of superiors:-

Job enrichment reduces the work load of senior staff. When decisions are taken by
juniors the seniors work load is reduced.

Disadvantages of job enrichment

[Link] enrichment is based on the assumptions that workers have complete knowledge to
take decisions and they have the right attitude. In reality this might not be the case due
to which there can be problems in working.

[Link] enrichment has negative implications i.e. Along with usual work decision making
work is also given to the employees and not many may be comfortable with this.

[Link] may feel that power is being taken away from them and given to the
junior‘s. This might lead to ego problems.

[Link] method will only work in certain situations. Some jobs already give a lot of
freedom and responsibility; this method will not work for such jobs.

[Link] people are internally dissatisfied with the organization. For such people no
amount of job enrichment can solve the problem
CHAPTER-4

4.0 Human Resource Planning

This is the process which assures the organization that it will have adequate
number of qualified persons, at requisite times, performing in a way to satisfy the
needs of the organization & also provide satisfaction to the individual employee, so
employed.

The process involves:

 Estimating the present & future requirements of human resources based on

objectives & long range plans of the organization.
 Calculation of net human resource requirements based on the present
availability of human resources.
 Taking suitable steps to identify, mould, change & develop the strength of
existing employees so as to meet the future requirements.
 Preparation of action plans to acquire the balance human resources from
outside the organization & to develop the existing employees.

4.1. Recruitment:

It is the process of searching for future employees (requirement) & ensuring they
apply for jobs in the organization.

It involves:

 Identification of existing sources of candidates & developing them.

 Seeking out & identifying new sources of applicants.
 Motivating the right type of candidates to apply for jobs in the
organization.
 Ensuring a healthy balance between internal & external sources.

4.2. Selection:
It is the process of ascertaining the qualifications, experience, skill, Knowledge, etc.
of an applicant to ascertain his/her suitability for the job applied.

This includes:
  Developing application blanks.
 Creating & developing valid & reliable testing techniques.
 Formulating interviewing techniques.
 Checking of references.
 Setting up for medical examination policy & procedure.
 Line managers to be involved in the decision making.
 Sending letters of appointment.
 8. Employing the selected candidates, when he reports for duty.

4.3. Placement:

It is a process of allotting to the selected candidate the most suitable job, as per the
job requirements & employee specifications.

This function includes:

 Counselling the concerned managers regarding the placements.

 overseeing the follow-up studies, employee performance appraisal to monitor
employee adjustment to the job, in the coming days.
 Correcting wrong/misjudged placements, if any.

4.4. Induction & Orientation:

These are procedures by which a new employee is rehabilitated in the new

surroundings & introduced to the practices, procedures, policies, people, etc. of the
organization.

It includes:

 Familiarizing the employee with company philosophy, objectives, policies,

career planning & development, company product, market share, history,
culture, etc.
 Introduce new employee to the people—his colleagues, supervisors &
subordinates.
 Mould the employees by orientation methods to the new working conditions.

CHAPTER-5
5.0 Human Resource Development

This process involves improving, moulding, & developing the skills, knowledge,
creativity, attitude, aptitude, values, commitment, etc. based on the present & future job
& company requirements.

1. Performance Appraisal:
It is the continuous & systematic evaluation of individual employees with respect to
their performance & their potential for future development.

It includes:

 Enunciating policies, procedures & techniques.

 Assisting functional managers.
 Reviewing & summarizing reports.
 Evaluating the effectiveness of various programmes.

2. Training:

It is the process of transmitting the employees the technical & operating skills and
knowledge.

It includes

 Identification of training needs of the individuals & for the organization.

 Developing appropriate training programmers.
 Assisting & advising the management in the conduct of training programmes.
 Transmitting requisite job skills & job knowledge to the employees.
 Asses the effectiveness of the training programmes.

5.1 Management Development:

It is the process of designing & conducting appropriate executive

development programmes so as to develop the managerial & human
relations skills of the employees.
It includes:
• Identification of the areas in which management development
is needed.
• Conducting development programmers.
 • Motivating executives/managers.
• d) Designing special development programmers/ assessment
procedures for promotions.

• Utilizing the services of specialists-both internal & external for

development &/or Institutional (external) development programmes.

• Evaluating the effectiveness of executive development programmes.

5.2. Career Planning & Development:

It is the planning of one‘s career & implementation of career plans by means of

education, training, job search & acquiring of work experience. It includes:
[Link] mobility-
Vertical, horizontal transfers, promotions and demotion.
[Link]-
Process of placing employees in the same level jobs where they can be utilized
more effectively as per the needs of the organization. This also means developing
transfer policies, offering assistance & guidance to employees under transfer orders
& evaluating transfer policy periodically.

[Link]-
It deals with the upward assignment of employees to occupy higher positions (with
better status & pay) in consonance with resources of employees & job
requirement. The department must ensure that:

• Equitable, fair & consistent promotions are formulated &

administered.
• Managers & employees are given assistance & guidance on the
subject of promotion.

• Executions of promotional policies are as per policies & procedures.

[Link]-

It is the downward assignment of an employee in an organization. The department must

ensure that:

• Equitable, fair & consistent demotion policies are drawn up.

• Assisting & advising employees regarding demotions.
 • Ensure fair implementation of demotion Policies & Procedures.

5.3. Organizational Development:

The planned process drawn up to improve organizational effectiveness through

changes in individual & group behavior, culture & systems of the organization—
drawing models from applied behavioral science.

CHAPTER-6
6.0 Compensations Management
6.1. Compensation

Compensation includes all the extrinsic rewards that an employee receives during
and after the course of his sob. For his contributions to the organization. The
principles of compensation payment are that it has to be adequate, equitable and
fair to the employees. Compensation encompasses base salary, incentives, bonus
and benefits and is based on job evaluation.

Job evaluation- It is a systematic determination of the value of each job in

relation to other jobs in the organization, in the industry and in the market. In other
words, job evaluation involves classifying a job based on its importance and its
contribution to the organization and its requirements.

It involves

 Identifying/designing suitable job evaluation techniques;

 Evaluating various jobs;
 Ascertaining the relative worth of jobs in various categories.

Wage and salary administration - The process of formulating and operating a

suitable wage and salary program is known as wage and salary administration.

It includes:

 Conducting wage and salary survey in the market and in the industry;
 Determining wage and salary rates on the basis of various factors like law,
equity, fairness and performance;
 Implementing wage and salary administration programs;

Incentives- Incentives are the rewards an employee earns in addition to regular wages
or salary based on the performance of the individual, the team or the organization.

Bonus — Bonus is primarily a share in the surplus or bounty and is

directly related to the organization‘s performance. In India, the payment
 of bonus is a very popular means of rewarding employees and is
governed by The Payment of Bonus Act 1965.

Fringe benefits — Fringe benefits are those monetary and non-

monetary benefits given to employees during their employment, and
sometimes, in the post-employment period also. These benefits are
connected to employment with the organization and are not related to
the employee‘s performance.

These benefits provide a sense of security to the employee and keep them committed to
the organization. Some of the marginal benefits include;

• Disablement benefits
• Housing facilities
• Canteen facilities
• Conveyance facilities
• Educational facilities for employees and their children
• Credit facilities
• Recreational facilities
• Medical and welfare facilities
• Post-retirement benefits
• Company stores
• Legal aid

6.2. Compensations and Benefits:

Bank provide compensations to its employees in shape of Cost of any medical

Treatment, Cancelled Holidays fees, Repair of vehicle, any injury while doing job
tasks and some other. Employees can claim their compensation if any above case
occurs. Benefits which are provided by Banks are Paid time off, Retirement,
Disability Insurance, Education and training programs.
In Paid time off benefits the employee is paid for the time he don‘t worked duo to
vacation, holiday pay and sick pay. Retirement benefits are in shape of pension,
gratuity, provident fund and superannuation fund. In disability insurance bank
provides financial support when an employee becomes injured or ill and is unable
to do his/her job and in education & training programs bank provide different
education & training to their employees to furbish their skill.
CHAPTER-7
7.0 Human Relations
Administering various human resources policies like employment development &
compensation & interactions among the employees on one hand & employees &
the management on the other, create a sense of working relationships between
workers & management & trade unions.

Basically they are all interactions between human beings. Human relations, is
therefore, is an important area in management which integrates people into work
situations in a way that motivates people to work together with economic,
psychological & social satisfaction thereby increasing their productivity. Hence
Human Resources Management functions will center on:

• Understanding perception, personality, learning, intra & inter personal

relations, inter & intra group relations.

• Motivating all employees.

• Promoting employee morale.
• Developing communication skills.
• Developing leadership skills.
• Redressing satisfactorily through a well-defined grievance procedure.
• Handling disciplinary cases by established disciplinary procedures & in
all fairness.

• Providing adequate counseling to solve employees‘ personal, work &

family problems, thereby releasing their stress & strain.
CHAPTER-8
8.0 HUMAN RESOURCE MANAGEMENT IN BANKS
The classification of the Indian banks into broad groups such as public sector, old
private sector, new private sector, foreign, regional rural banks & cooperatives are
largely on the basis of ownership pattern. It is also well known that the business
mix, delivery channels & IT strategies of these organizations vary substantially.
What is little known but of greater importance is that each of these banks follows
very distinct HR practices which have contributed, substantially, to the business
processes.

8.1. HRM in Cooperative Banks

It is sad that the HR policies of cooperative banks are totally dominated by the
Registrar of Cooperatives. This is, perhaps, one reason why the cooperatives are
unable to improve themselves.

8.2. HRM in Regional Rural Banks (RRBs)

As regards RRBs, most of them adopt the HR policies of sponsor banks, which are not
appropriate for their special nature.

8.3. HRM in Public Sector Banks

In the recent times, the contours of HR function in public sector banks are slowly
but definitely changing. One could say that these banks are discovering the HR
function & it is hoped that these banks will fast catch up with others. It may be
recalled that, in a controlled environment & to meet with the rapid branch
expansion- since 70s- Public Sector Banks (PSBs) have adopted HRM practices
similar to that of Government departments. Herein HRM did not have a direct role
in business development but was more concerned with centralized recruitment to
staff & providing them across the country.

8.4. HRM in Private Banks & Foreign Banks

The HR function as practiced by private & foreign banks is effectively involved in

the identification of specific skills that each job warrants & recruiting suitable staff
by every way possible. In these banks, recruitment is a continuous process with a
strong focus on getting the right person for the right job by offering appropriate
compensation, incentives & designations. There is a great energy spent in keeping
the turnover low & offering appropriate training inputs. Possibly there are as many
pay structures as there are employees. More importantly, HRM has a role in
monitoring & mentoring the employee. There are no routine transfers. Rather
people are recruited in different geographical locations & different levels.
Technology has helped in centralizing the back office & other functions such that
service can be provided from a distance.

These institutions adopt a proactive performance appraisal system but still short of
360 Degree appraisals. Their training process is concerned with both skill building
& motivating. It should, however be said that the demand for professionals on
account of growth of Indian Business is such that the efforts of HRM have not
helped it from completely staving off staff turnover in the ranks.

8.5. HRM in Public Sector Unit Banks (PSU Banks)

In the case4 of PSU Banks the recruitment process is annual & large scale. People
are recruited at the lowest grade & promoted I due course. This makes the career
path of each employee the responsibility of the organization. This also underlies a
belief that anyone can occupy any desk. In such a system specialization is the loser.
Recruitment at higher levels is a recent phenomenon & more an exception than
rule. Pay packets are uniform for a grade/level with annual increments & uniform
perquisites. Increments are earned automatically. Transfers are not driven by
business requirements but a matter of routine. Vacancies get created as & when
people move up. It is not uncommon to see new department‘s spring up just to
allow promotions. In a way such a move is justified as salary is linked to grades &
not performance. The concept of job rotation is practiced with great conviction. As
regard leave it is seen that modern business organizations, driven by work life
balance issues & ‗operational risk‘ ensure that certain annual leave is mandatory.

In the case of PSU Banks, the ―compulsory leave system‖ has not yet taken root.
In the circumstances an important task at hand is training the staff member, who,
on account of age profile is not comfortable working in an IT environment. HRM
should also take immediate steps to improve productivity. There is a simultaneous
need to balance the demand of IT savvy youngsters joining the organization who
ask for high salaries.

PSU Banks are not able to offer market driven salary. Given that banking business
& the business of Government are distinct, there is, in the case of PSU Banks, an
urgent need that salaries are not limited by what is paid in the ministry but
unshackled. Till that happens, HRM should, innovatively tackle the issue.
CHAPTER-9
9.0 Responsibilities of the Human Resource Management Department in
Banks

9.1. Role:

The role of the Human Resource Department is to create the climate &
conditions in which management throughout the Bank will be enabled to optimise
the individual & collective contribution of all employees to the short & long-term
success of the Bank.

9.2. Responsibilities:

[Link] be the principal sponsor & ―guardian‖ of HR policies in the Bank.

[Link] propose & obtain agreement on changes to these policies from time to time
& to ensure that policies which have been agreed are being implemented throughout
the Bank.

[Link] contribute fully to the task of meeting the business challenges which the
bank has to face by supporting Branch/Unit Managers in continuously developing the
potential of employees & in creating conditions in which all the employees are
motivated to meet the objectives of the Bank.

[Link] continuously monitor the Bank‘s strategies to ensure that HR policies are
appropriate & that employee numbers & skills are fully supportive of such strategies.

[Link] deliver a full range of personnel services in support of line management.

These services include manpower planning, recruitment/transfer, remuneration, and
training & employee welfare.

[Link] support line management in their day-to-day management of the workforce

by providing advice & consultancy on personnel & performance management issues.
CHAPTER-10
10.0 EMPLOYEE RELATIONS IN BANKS

The banking sector has been characterized by apparently harmonious industrial

relations & has not suffered from the ―British Diseases‖ of industrial action &
demarcation issues associated with parts of manufacturing industry (e.g. Batstone,
1984). Banks have promoted unitarism (Fox, 1966) encouraging an ethos of
teamwork, shared interest & loyalty, wanting commitment beyond the cash nexus.
While banks are generally seen as having a passive approach to employee relations,
paternalism did underpin the system & particularly important was the system of
internal promotion supported by an unwritten agreement between the major UK
Banks on no poaching. The internal labour market created two categories of
employees: career & non-career which equated to a male/female divide. Retail
banking is a highly labour intensive industry with labour costs forming 70%of total
operating expenditure & ―involvement in fund transmissions meant that a
majority of clerical staff have not been used as a means of marketing the bank‘s
products nor directly for increasing business but to process existing accounts. They
have been regarded as an overhead rather than a resource.”

Until the 1980s, competition between the Banks has been limited, banks operating
as an oligopoly& Government‘s concern with maintaining economic stability with
limits to lending, & control over interest rates facilitated this. The oligopoly fed
through to the management of staff as national wage bargaining minimized
competition for labour. However deregulation led to the collapse of the national
system & a questioning of the old employment practices.
CHAPTER-11
11.0 CURRENT CHALLENGES FACED BY BANKS IN HRM
Effective work force:

A time-consuming & hectic job is to hunt the right talent. Higher the professional
value of the vacancy, tougher is the search. Identifying the right stuff followed by
negotiation is the element which makes the job tough for the employer. Banks are
keenly interested to fill up two types of breeds of professionals. Ones who are
outstanding professionals with high job hopping attitude—these are those who
come in-work for some tome & then leave for better prospects. Others are those
who are keenly picked-up, trained & are somehow retained to be developed as
future management within the bank.

Management trainees are a growing popular phenomenon where freshly qualified

business graduates are engaged by banks & a certain percentage of these well-
equipped professionals stay back within the organization to grow into the footsteps
of senior managers.

Banking jobs being apparently lucrative for many attract a large number of candidates
against advertised vacancies in media creating a large database management problem.

This has been facilitated by specialized hiring agencies who may take up the job of
hiring in case of large number of vacancies.

Right People:

The most difficult agenda of HRM across the banking sector is to retain the right
people. Sudden growth of retail banking & other services has put pressure on HR
Managers in banks to engage more professionals within shorter span of time
thereby attracting manpower in other banks on attractive packages has made the
job market very competing. A bank in a normal course invests time & money to
hire & train the appropriate workforce for its own operations. This readymade
force is often identified & subsequently picked-up on better terms by others.
Compensation:

How much to pay the right employee & how much to the outstanding performer.
Banks have traditionally followed pay scales with predetermined increments, salary
slabs, bonuses & time based fringe benefits like car & house advance, gratuity,
pensions, etc. The situation is not the same anymore. An increment of Rs.500-800
per annum is no more a source of attraction for a professional anymore. A basic
pay with traditional formulas of linkage with medical & other facilities has no
soothing today.

A promise of future growth, learning culture & corporate loyalty is out of

dictionary & does not mean anything to this energetic & competent performer
today. A waiting period of 3-4 years in each cadre haunts the incumbents who
strongly believe in immediate compensation.

A freshly hired professional requires a brand new car or car loan n resuming office
quite contrary to his previous breed of bankers who would wait for the job seniority
to qualify for a car loan.

Job Satisfaction:

Everybody in the bank wants to work in the preferential department, preferential

location, city of his own choice & boss of his liking. An administrative deviation
from any of these results in lowered job satisfaction. Although hiring is normally
based on regional requirement matching the area of activity with that of
employee‘s nativity yet other elements like appointment in the department of
choice & preference makes the job of HR manager quite challenging.

What the HR manager cannot afford is the dissatisfied employee who not only disrupts
the smooth working him, but also spreads the negativity to others by his de-motivated
attitude.

Morale Boosting:
What has long been overlooked is the morale boosting of the employees by the
organizations. Human beings even if satisfied of material wellbeing need to be
appraised & encouraged constantly.
Smart banks have realized this need & have taken steps to keep their work force
motivated through proper encouragement like man of the mouth awards, repeat get-
togethers, conferences, sports events, dinners, company sponsored travel, reunions,
etc. This is the way employees create a feeling of belongingness.
CHAPTER-12
12.0 DEVELOPMENT IN BANKS

The banks must emphasis on human resource development as one of the critical
areas of its operations. It should redraw its training & development schedules to
suit the requirements of the current emerging scenario. Requisite training should be
imparted to various branch level functionaries as also administrative staff. Besides
in-house training the reputed external agencies should be utilized for human
resource development with a view to updating their knowledge & to keep them
abreast of the current banking scenario for meeting the challenges ahead. The
concept of segment specialization may be resorted to in respect of the personnel
selected therefore. It is now thought expedient to plan & strengthen the squad of
skilled officers in various segments as IT, marketing management, risk
management, risk based supervisors, law, security, [Link] lead bank must play an
effective role in improving the work environment & pursuing staff welfare
measures in the form of whole range of financial assistance with reference to
various loans of sorts.

Human resource skills are other areas of challenge. Because of modernization &
technological advancement rigorous training & man power planning are required.

In the market scenario characterized by heightened competition, growing customer

needs & technological up gradation, the bank fine tunes its HT policy to meet its
corporate objectives.

New training systems have been developed to impart competencies & a broad
range of skills among the employees to deliver faster & superior service that can
delight the customers. The Industrial Relations in the banks have been harmonious
& cordial.
12.1TRAINING & DEVELOPMENT

Meaning & Definition:

Training:

Organization & individual should develop & progress simultaneously for their
survival & attainment of mutual goals. So every modern management has to
develop the organization through human resource development. Employee training
is the important sub system of human resource management. Employee training is
a specialized function & is one of the fundamental operative functions for human
resources management.

After an employee is selected, placed & introduced he or she must be provided

with training facilities. Training is the act of increasing the knowledge & skill of an
employee for ding a particular job. Dale S. Beach defines the training as ―the
organized procedure by which people learn knowledge & skill for a definite
purpose.‖ The training system in the banking industry has a strong structural base.

However, in the past the training activities have been more ritualistic due to
absence of a strategic link between training & human resources development.
Today, it is important that the training function is made an effective organizational
intervention by establishing a clear policy of training & development within the
framework of total human resource development. The training establishments need
to be actively involved in the total training process starting from the identification
of the training needs, evaluation of training effectiveness & the benefits of training
to the end users viz. the internal & external customers. The need for training &
development is determined by the employee‘s performance deficiency, computed
as follows:

Training & Development Need = Standard Performance – Actual Performance.

We can make a distinction among training, education & development. Training, as

was started earlier, refers to the process of imparting specific skills. Education, on
the other hand, is confined to theoretical learning in the classrooms. Training &
Education Differentiated:
TRAINING EDUCATION

Application oriented Theoretical oriented

Job experience Classroom learning

Specific tasks General concepts

Narrow perspective Broad perspective

Development:

―Give a man a fish, & you give him meal. Teach man to fish, & you give him a
livelihood.‖

This ancient Chinese proverb seems to describe the underlying rational of all
raining & development programs. No banking organization can long ignore the
training & development needs of its employees without seriously inhabiting the
performance. Even the most careful selection does not eliminate the needs for
training, since people are not molded to specifications & rarely meet the demands
of their jobs adequately.

This HRM function deals with the overall development of the employees. This
includes their professional & well as their personal development. It is a part of
HRM function to identify opportunities for enhancing the skills of the resources.
Promotion is regarded as one of the ways of recognizing development undertaken
by an employee. Development is also largely dependant on training. Generally
people think that training & development are one & the same, but there are many
differences between them.
12.2 12.2 12.2RECRUITMENTS

Meaning and definition:

The human resources are the most important assets of an organization. The success
or failure of an organization is largely dependent on the caliber of the people
working therein. Without positive and creative contributions from people,
organizations cannot progress and prosper. In order to achieve the goals or the
activities of an organization, therefore, they need to recruit people with requisite
skills, qualifications and experience. While doing so, they have to keep the present
as well as future requirements of the organization in mind. Once the required
number and kind of human resources are determined, the management has to find
places where the required human resources are/will be available and also find
means of attracting them towards the organization before selecting suitable
candidates for jobs.

Recruitment is defined as, ― A process to discover the sources of man power to

meet the requirements of the staffing schedule and to employ effective measures
for attracting that man power in adequate numbers to facilitate effective selection
of an efficient work force.

Objectives of recruitment

Some of the objectives of recruitment are:

1. To attract people with multi-dimensional skills and experiences that suits the
present and future organizational strategies.
2. To induct outsiders with a new perspective to lead the company.
3. To infuse fresh blood at all levels of the organization.
4. To devise methodologies for assessing psychological traits.

Process of Recruitment:

Recruitment refers the process of identifying and attracting job seekers so as to build a
pool of qualifies applicants. This process comprises of five interrelated stages, viz,
[Link]
[Link] development
[Link]
[Link] and control

The ideal recruitment process is the one which attracts relatively larger number of
qualified applicants who will survive the screening process and accept positions
with the organization, when offered to approach the ideal people, individuals
responsible for recruitment process must know how many types of employees are
needed, where and how to look for individuals with appropriate qualifications and
interests, what inducements to use for various types of applicants group, how to
distinguish applicants who are unqualified from those who have a reasonable
chance of success, and how to evaluate their work.

12.3. SELECTION
Definition
Selection is defined as the process of differentiating applicants in order to identify
and hire those with a greater likelihood of success in a job. The objective of
selection decision is basically picking an applicant from a pool of applicants who
has the appropriate qualifications and competency to do the job. The selection
procedure cannot be effective until and unless-

[Link] of the job to be filled have been clearly specified.

[Link] specifications (physical, mental, social, behavioral etc) have been
clearly specified.

[Link] for screening have been attracted.

Selection process is preferable because:

1. It is easier for applicant as they can send their applications to a single centralized
department/agency.

2. It facilitates contacts with applicants because issues pertaining to employment

can be cleared through one central location.
3. It helps operating managers to concentrate on their operating responsibilities.
This is helpful during peak operating period.

4. It can provide for better selection because hiring is done by specialist trained in
staffing techniques.

5. The applicant is better assured of consideration for a greater variety of jobs.

6. Hiring cost may be cut because duplication of efforts is minimized.
Selection Process:

The selection process consists of the following steps:

[Link] form: Many companies formulate their own style of application

form depending upon the size and nature of business carried on, type and level of
the job etc. Information is generally required on the following items in the form:
personal background, educational attainments, work experience references etc.

[Link] test : Written test is conducted for the qualified candidates after they
are screened on the basis of application form to measure the candidates ability
towards the job, his aptitude reasoning, knowledge in various disciplines, English
language etc.

[Link] Interview: The next step that tag along the selection procedure
is a preliminary interview wherein the applications are scrutinized so as to
eliminate unqualified applications. Preliminary Interviews are short. This
interview thus provides information about the candidate related to the job or
personal specifications.

[Link] Test: After passing through the interview the next stage that
applicant has to prove himself on are the selection tests. There are different types
of selection tests for different levels of the organization and that too is further
differentiated within different types of organizations.

Some of the most common and well-known tests that an applicant has to go

through are;

 Aptitude test

 Personality tests: This is common mostly for the higher levels of

management are given to measure a prospective employee‘s motivation to
function in a particular working environment.

 Internal test: To measure an individual‘s activity preferences.

  Graphology Test: is an art wherein the individual‘s handwriting is seen
and accordingly his personality traits are derived by the way he writes.
 Polygraph Test: Are designed to ensure accuracy of the information given
in the applications.
 Medical Tests: Reveal physical fitness of the candidate.
 Drug test: Help to ensure the presence of illegal or Performance- affecting
drugs.

1. References and background checks: Many employer request names,

address, and telephone numbers or references for the purpose of verifying
information and, perhaps, gaining additional background information on an
applicant.

2. Selection Decision: After collecting data from all the preceding steps, this
is the most crucial step in the entire selection process. The main difference
between the preceding stages and this is that former is used to short list the
number of candidates and later one is to make a final decision from the pool of
individuals who pass the tests, interviews and reference checks. The view of
line manager will be generally considered in the final selection because it is
he/she who is responsible for the performance of the new employee. The HR
manager plays a crucial role in the final decision.

3. Physical Examination: After the selection decision and before the job
offer is made, the candidate is required to undergo a physical fitness test. The
result of the medical fitness test is recorded in a statement and is preserved in
the personal records. The main objectives of this test are as follows:

[Link] detect if the individual carries any infectious diseases.

[Link] determine whether an applicant is physically fit to perform the work.
[Link] helps to determine if there are any physical capabilities which differentiate
successful and less successful employees.
[Link] checkup protects applicants with health defects from undertaking
work that could be detrimental to them or might otherwise endanger the
employer‘s property.
 [Link], but not the least such examination will protect the employer from
workers compensation claims that are not valid because the injuries or illness
was present when the employee was hired.

1. Job offer: The next step is selection process is Job offer for those applicants
who had passed the previous stage. Job offer is made through a letter of
appointment. Such a letter usually contains the date by which the appointee must
report on duty.

Appointee must be given a reasonable time for reporting because it may be quite
possible that the appointee is employed in some other company or must be residing
in some other city and for such other reasons. Company may also want the
appointee to delay in joining the job because the job may require undergoing some
training program. Decency demands that rejected applicants must be informed
about their non-selection. These applicants‘ data must be used for future
references.

2. Contract of employment: After the job offer is made and the candidates
accept the offer, certain documents need to be executed by the employer and the
candidate. One such document is Attestation form. This form contains vital details
about the candidate, which are authenticated and attested by him/her, which could
be used for future reference. Another document is contract of employment. This
document contains the terms and conditions of employment like designation, perks,
term of job and so on. The information written in the contract may vary according
to the level of the job. The main drawback of the contract is that it is difficult to
enforce them.

3. Concluding the selection process: The selection process will not end with
executing the employment contract. The step is reassuring the candidates who have
not been selected. Such candidates must be told that they were not selected, not
because of any serious deficiencies in their personalities, but because their profiles
did not match the requirements of the organization.
 4. Evaluation of selection process: The broad test if the effectiveness of the
selection process is the quality of the personnel is hired. An organization must have
competent and committed personnel. The selection process, if properly done, will
ensure availability of such employees.

Audit must be conducted by the people who work independent of the HR department.

New methods of selection:

1. 360 degree selection or participative selection:

Normally supervisors administer the selection test and interview. They judge the fit
between the job and the candidate. But the employee skills, knowledge and
performance affect not only superiors but also subordinates and the employees of
the same level. Hence the organization started involving the subordinates and the
employees of the same level in administrating the employment tests and interviews.
This type of selection program is called 360 degree program.

2. Employee leasing:

The client company leases employees from a third party, not on temporary basis
but on a full time basis and for long help. An interesting feature is that the client
company need not perform personnel activities such as hiring compensation or
record keeping. Employees working elsewhere are leased. They are not directly
employed by the company where they are working.

Employees not recruited by one client are sent to another.

3. Selection by invitation:

Management observes the performance of the key executives of competitors. If the

performance of the key executives is excellent or the key executives are the change
agents, the management invites them to join the organization by offering attractive
salary and benefits. Thus, the significant performance of the executives forms basis
for selecting them by invitation
CHAPTER-13

13.0 HRM ISSUES IN PUBLIC SECTOR BANKS

Background:

Among the 12 services classified under the services definition of GATS, banking is
one of the prominent one. Banking industry in India is one of the most diversified
and heterogeneous in terms of ownership; co-existence of private and public sector
is one of the best examples of peaceful co-existence of two entirely different
cultural systems in the services sector. Coupled with that, the country has a large
number of foreign banks with altogether a different work culture and climate. The
simultaneous existence of so many types of work ethos, systems and processes are
truly symbolic of the great Indian unity amongst diversity. Notwithstanding the fact
that lots of efforts have gone into bringing technological & process congruence, it
is really unfortunate that very little has been done on the human resource front in
this regard.

Unfortunately, public sector banking has been the biggest victim, being governed
by outdated & prohibitive sets of government guidelines. The Management often
complains lack of adequate power and flexibility; the Trade Unions often look at
any directional change with a sense of suspicion; majority of the workforce
remains in dream-world of the pre-liberalized scenario of work security. The result
is that public sector banks are least concerned about human resource management
and reforms thereto and consequently remain under-productive.

Though renaming of Personnel departments to HR departments took place quite a

few years ago in some of the public sector banks, the work processes & culture in
many of them till today remain outdated and are not in a position to meet changing
expectations of the human talent within.

The scope of this is limited to address some of the fundamental issues in areas of human
resource management front in the public sector banking in India.
CHAPTER-1
14.0 ORGANIZATIONAL PROFILE OF STATE BANK OF INDIA

State Bank of India is the largest and one of the oldest commercial bank in India, in
existence for more than 200 years. The bank provides a full range of corporate,
commercial and retail banking services in India. Indian central bank namely
Reserve Bank of India (RBI) is the major shareholder of the bank with 59.7%
stake. The bank Total is capitalized to the 359.237 billion with the public holding
(other than promoters) at 40.3%. SBI has the largest branch and ATM Network
spread across every corner of India.

The bank has a branch network of over 15004 branches (including subsidiaries).
including 157 foreign offices in 41 countries around the world making it The
Largest Banking and Financial Services Company in India, correspondent
relationship with 520 International banks in 123 countries. In recent past, SBI has
acquired banks in Mauritius, Kenya and Indonesia. The bank had total staff
strength of 292,215 as on 31st January, 2013. Of this, 29.51% are officers, 45.19%
clerical staff and the remaining 25.30% were sub-staff. The bank is listed on the
Bombay Stock Exchange, National Stock Exchange, Kolkata Stock Exchange,
Chennai Stock Exchange and Ahmedabad Stock Exchange while its GDRs are
listed on the London Stock Exchange. SBI group accounts for around 25% of the
total business of the banking industry while it accounts for 35% of the total foreign
exchange in India. With this type of strong base, SBI has displayed a continued
performance in the last few years in scaling up its efficiency levels. Net Interest
Income of the bank has witnessed a CAGR of 13.3% during the last five years.
During the same period, net interest margin (NIM) of the bank has gone up from as
low as 2.9% in FY02 to

3.40% in FY06 and currently is at 3.32%.

State Bank of India

Year Imperial Bank of India Mumbai, Maharashtra,

India
1900
1 July 1995
Workers 19000 in 2006 292215 in 2012

Branch 12000 in 2006 15004 in 2012

Asset 274 billion 359.237 billion

Establishments 2 June 1806 1969 nationalized

Government of India

State Bank of India

Overview

State Bank of India is a largest commercial Bank in India entity on the corporate scene
having diversified business interests that include Financial Institution.

The State Bank of India, the largest public sector bank of India, offered voluntary
scheme (VRS) to trim its workforce as recommended that the banking industry was
overstaffed. SBI implemented a VRS or the ―Golden Handshake‖ system. The
vast workforce that was once regarded as one of SBI‘s strongest assets became a
liability following the computerization of the bank. The introduction of this scheme
leads to strong protests and SBI faced with a prospect of losing its talented
employees and be left with less efficient employees (2012).
Quality is our essence and we, at State Bank of India, have always stressed on the
Qualitative aspect. Consequently in this run for quality, quantity has always
pursued us. We look forward to reaching the zenith and reaffirm our commitment
to the process of sound nation-building.

CORE COMMITMENTS - OUR STRENGTH

o Emotion
o Discipline
o Duty
o No discrimination o Quality o Give respect
o Self-respect
o Truth
o Collective Materialism
o Religion
o Absolute Honesty

What
A commitment of State Bank of India to the genuine needs and rights of anybody
& everybody - Be it to a depositor, Share Holder, consumer.... all business
associates and Sahara India Family Members.

Need
India needs effective consumer protection and protection of workers' genuine
rights. There are various agencies, promising protection & action. But no external
body can provide justice unless the company becomes 'QUALITY CONSCIOUS'
WITH STRICTLY NO DISCRIMINATION POLICY AND JUSTICE
CONSCIOUSNESS as its very dominating nature.

Motto
We not only believe but practice NO DISCRIMINATION, JUSTICE & HIGH
QUALITY - means enthusiastic, productive performance of duty "KARTAVYA'
towards the consumer', workers' genuine satisfaction.

Aim
To provide justice - be it a matter of the tiniest imperfection or injustice in our
COMMITMENT - products or services. Direct or indirect, short term or long term.
Where
Kindly rush your grievances/suggestions or any queries related to State Bank of India
Services to the nearest S.B.I Branch establishment and/or to:

Response Will Never Be Delayed and Justice Will Never Be Denied‖

BUSINESS

ENTITIES

STATE BANK
OF INDIA

Advance
Product CAR
Money (Home, (Debit, Credit…andServices and
deposit Car mor
CHAPTER-15
DATA ANALYSIS AND INTERPRETATION
15.0 ANALYSIS OF SECONDARY DATA

Training and Development function in Banking Sector

15.1 ANALYSIS OF PRIMARY DATA

What do you understand by training?

Learning 0
Enhancement of knowledge, skill &attitude 4

Sharing information 0

All of the above 16

ANALYSIS
The above result shows that most of the State Banks of India Employees are well
aware of the definition, inputs and purpose of the training program. They are self-
motivated to attend such training program as it will result in their skill
enhancement & improving their interpersonal skill.

2. Training is must for enhancing productivity and performance.

Completely agree 17

Partially agree 3
 Disagree 0

Unsure 0

ANALYSIS:

The above result shows that mostly State Banks of India Employees are well aware of
the role and importance of the training. It means somewhere their productivity and
performance has been improved after the training program attended by them and it
helped them to achieve their goal.

3. (i). Have you attended any training program in the last 01 year?

Yes 20
No 0

ANALYSIS:

100% respondents had attended training program in the last 01 year. It means in State
Banks of
India HR Department, time to time training is provided to all the Bank‘s Employs and it
is continuous process.
(ii). If yes, which module of soft skill development training?

Personality and positive attitude 3

Business communication 2

Team building and leadership 0

Stress management and work-life balance 2

Business etiquettes and corporate grooming 0

All of above 13

If any other ,please specify 0

ANALYSIS:
65% respondents had attended all the five modules of soft skill development
training. But besides soft skill development training, HR department of State Banks
of India Employees should also provide product/process or skill based training to
enhance the employability.

4. (i). After the training, have you given feedback of it?

Yes 20

No 0

ANALYSIS:
100% respondent had given feedback after attending the training. It means each
and every respondent are well aware of the importance of giving feedback. They
know that their feedback is very important to identify the effectiveness and
valuation of training program.

(ii). If yes, through which method?

Questionnaire 16

Interview 1

Supplement test 1

Any other 0
ANALYSIS:

The above result shows that the questionnaire is the most popular method of
evaluating the training program and other methods are not very much in practice in
co HR Department, State Banks of India But since there are various other methods
of evaluation of training program like interviews, supplement test, self-diaries &
observation so it should also implement the other methods also to identify the ROI
(return on investment) & effectiveness and valuation of the training program.

1. Which method of post training feedback according to you is more

appropriate?

Observation 5

Questionnaire 3
 Interviews 8

Self-diaries 3

Supplement test 1

ANALYSIS:

I. Corporate HR, Sahara India Pariwar, mostly use the questionnaire to get the
feedback of trainees but only 15% respondents are in favor of questionnaire
because in it there is a possibility of getting inaccurate data and in this
responding conditions are also not controlled.

II. On the other side 40% respondents feel that interview is the most appropriate
method of evaluating the training program because it is more flexible method,
and in this they can get the opportunity for clarification and the most important
thing is that in the interview, personal interaction is also possible.
III. 25% are in favors of observation because this is non-threatening and is excellent
way to measure the behavioral changes.

IV. Beside this, 15% are in favors of self-diaries and 5% are in the favour of
supplement test. It means that HR department of State Banks of India
Employees should also try to use other method of evaluation of training
program.

6.(i). Do you think that the feedback can evaluate the training effectiveness?

Yes 20

No 0
 ANALYSIS:

100% respondents think that the feedback can evaluate the training effectiveness. It
means that HR department of State Bank of India are well aware of the importance
of taking feedback after the training.

(ii).If yes, how can the post training feedbacks can help the participants?

Improve job performance 1

An aid to future planning 3

Motivate to do better 2

All of the above 14

None 0
ANALYSIS:
70% respondent feel that the post training feedback can help the participants to
improve their job performance, is an aid to future planning and can motivate to do
better. It means that they are benefited by giving feedback of the training, attended
by them.

7. Post training evaluation focus on result rather than on the effort

expended in conducting training.

Completely agree 14

Partially agree 6
 Disagree 0

Unsure 0

ANALYSIS:

70% respondents are completely agree and 30% respondents are partially agree with
the statement that post training evaluation focus on result rather than on the effort
expended in conducting training program. It means that all the respondent are well
aware of the purpose and objective of the post training evaluation.

8. What should be the approach of post training evaluation?

 Trainer centered 2

Trainee centered 2

Subject centered 8

All of the above 8

ANALYSIS:

I. 40% respondents feel that the approach of post training evaluation should be
subject cantered and 40% respondent also feel that it should be trainer, trainee and
subject cantered.

II. 10% respondents are in favors of trainee cantered approach and 10% respondents
are in favors of trainer cantered approach.

It means that the evaluation procedure should be implemented concerning trainer,

trainee and subject.

9. What should be the ideal time to evaluate the training?

Immediate after training 6

After 15 days 7

After 1 month 4

Can‘t say 3

ANALYSIS:
35% respondent feel that training should be evaluate after 15 days.30% feel that it
should be immediate after training. 20% feel that ideal time to evaluate the training
is after 1 month and 15% are unsure.

Since each respondent had attended different training program. So the ideal time of
evaluation of training depends on types of training. It could be vary for different training.
10. Should the post training evaluation procedure reviewed and revised
periodically?

Yes 16

No 2

Can‘t say 2
ANALYSIS:

80% respondents feel that the post training evaluation procedure should be

reviewed and revised periodically. It means that it has to be a continuous process

and be taken regularly by the line manager/Reporting manager of the participants.

It could also be taken by peer group. Still 10% feel that the post training evaluation

procedure should not be reviewed and revised periodically. It means they are

satisfied with the post training evaluation procedure, followed by State Bank of

India HR Department.

11. Is the whole feedback exercise after the training worth the time, money
and effort?

Yes 18

No 2

Can‘t say 0
 ANALYSIS

90% respondents feel that the whole feedback exercise worth the time, money and
effort and 10% respondent are not agree with this. It means that feedback exercise
is valuable and wrathful for the participant to achieve their personal goal as well as
for the organization.

Still 10% are unsure about it. So there is a need to create awareness among them
that how much the feedback exercise is important to identify the effectiveness and
valuation of the training program, to identify the ROI(return on investment),to
identify the need of retraining and identify the points to improve the training.

12. The post training feedback can be used:

To identify the effectiveness and valuation of training program 3

To identify the ROI(return on investment) 2

To identify the need of retraining 0

To provide the points to improve the training 0

All of above 15

ANALYSIS:
75% respondents feels that post training feedback can be used to identify the
effectiveness and valuation of training program, to identify the ROI, to identify the
need

of retraining and to provide the points to improve the training. And others are also
aware of the importance of post training feedback.
CHAPTER-16
16.0KEY FINDINGS
[Link] all the State Banks Of India Employees are well aware of the role and
importance of the training They are self-motivated to attend such training program as
it will result in their skill enhancement & improving their interpersonal skill.

2. Corporate HR, State Banks of India, time to time training is provided to all the
Employees and it is continuous process.

3. Two types of training are provided to the Employees by State Banks of India -
induction training and soft skill development training.

4. Questionnaire is the most popular mean of evaluating the training program in State
Banks of India.

5. Most of the Employees feel that interview is the most appropriate method of
evaluating the training program.

6. Post training evaluation focus on result rather than on the effort expended in
conducting the training and it worth the time, money and effort.
7. Most of the participants are benefitted by giving feedback after attended the training.
It motivated them to do better, helped them to increase their job performance and is
an aid to future planning.

8. In State Bank Of India , post training evaluation is used to identify the effectiveness
and valuation of training program, to identify the ROI(return on investment), to
identify the need of retraining and to provide the points to improve the training.

16.1 SUGGESTIONS AND RECOMMENDATIONS

1. The management must commit itself to allocate major resources

and adequate time to training.
 2. Ensure that training contribute to competitive strategies of the
firm. Different strategies need different HR skill for
implementation. Let training help employees at all levels acquire
the needed skill.

3. Ensure that a comprehensive and systematic approach to training

exists, and training and retraining are done at all levels on a
continuous and on-going basis.

4. Ensure that there is proper linkage among organizational,

operational and individual training needs.

5. Skill based training (product/process training) should also be

provided.

6. Besides questionnaire other methods of post training evaluation

should also be used like interviews, self-diaries, observation and
supplement test.

7. The evaluation procedure must be implemented concerning

trainer, trainee and subject.

8. Post training feedback has to be continuous and should also be

taken from line manager/superior & from peers to find out the
effectiveness and valuation of training.

16.2LIMITATION OF THE STUDY

1. The study is limited to the State Bank of India NCERT BRANCH. So the study
is subject to the limitation of area.
2. The time period of the study was only two weeks which may provide a deceptive
picture in comparison of the study based on long run.

3. Sampling size was of only 20, because only these people had attended soft skill
development training.
 4. State Bank of India only provides soft skill development training, not skill based
(product/process) training. So how can one evaluate the skill based training is
still unresolved.

5. The study is based only on secondary & primary data so lack of keen
observations and interactions were also the limiting factors in the proper
conclusion of the study.

16.3 CONCLUSION

Today, banks focus on designing programs and process and services to attract,
develop and retain top talent. Utilizing the latest technologies HR team has
launched sophisticated online systems that provide the employees with details on
benefits, compensation, special programs and internal job opportunities. As a
global employee population continues to grow, these cutting edge activities are
increasingly important to the deliver world-class HR solution.

The core function of HRD in the banking industry is to facilitate performance

improvement, measured not only in terms of financial indicators of operational
efficiency, but also in terms of the quality of financial services provided. Factors
like skills, attitudes and knowledge of the human capital play a crucial role in
determining the competitiveness of the financial sector. The quality of human
resources indicates the ability of banks to deliver value to customers. Capital and
technology are replicable but not the human capital which needs to be valued as a
highly valuable resource for achieving that competitive edge. The primary
emphasis needs to be on integrating human resource management strategies with
the business strategy. HRM strategies include managing change, creating
commitment, achieving flexibility and improving teamwork. The other processes
representing the overt aspects of HRM are recruitment, placement and performance
management.
17.0 QUESTIONNAIRE
Dear Madam/Sir,

I, Bulbul Singh MBA Third Semester student pursuing my course from A.J.P
Abdul Kalam Technical University. As a part of my curriculum I am undergoing
Project Report at Human Relation Management in Banking Please give your
views/opinions in the space given below about the project report feedback in
STATE BANK OF INDIA. The information provided by you will be kept highly
confidential and will be used by me strictly for an analysis only.

1) What do you understand by training?

a) Learning
b) Enhancement of knowledge, skill and aptitude
c) Sharing information
d) All of above

2) Training is must for enhancing productivity and performance.

a) Completely agree
b) Partially agree
c) Disagree
d) Unsure

3)(i) Have you attended any training programme in the last 01 year?
a) Yes
b) No

(ii) If yes, which module of soft skill development training?

a) Personality and positive attitude
b) Business communication
c) Team building and leadership
d) Stress management and work-life balance
e) Business etiquettes and corporate grooming
 f) All of above
g) If any other please specify ___________________________

4) (i) After the training ,have you given feedback of it?

a) Yes
b) No

(ii) If yes, through which method?(can select more than one)

a) Questionnaire
b) Interview
c) Supplement test
d) If any other please specify _______________

5) Which method of post training feedback according to you is more

appropriate?

a) Observation

b) Questionnaire
c) Interviews
d) Self-diaries
e) Supplement test

6) (i) Do you think that the feedback can evaluate the

training effectiveness?
a) Yes

b) No

(ii) If yes, how can the post training feedbacks can help the participants?
(can select more than one)
a) Improve job performance
b) An aid to future planning
 c) Motivate to do better
d) All of the above
e) None

7) Post training evaluation focus on result rather than on the

effort expended in conducting training.
a) Completely agree
b) Partially agree
c) Disagree
d) Unsure

8) What should be the approach of the post training evaluation?(Can

select more than one)

a) Trainer centered

b) Trainee centered
c) Subject Centered
d) All of the above

9) What should be the ideal time to evaluate the training?

a) Immediate after training
b) After 15 days
c) After 1 month
d) Can‘t say

10) Should the post training evaluation procedure reviewed and revised

Periodically?
a) Yes
b) No
c) Can‘t say
11) Is the whole feedback exercise after the training worth the time,

money and Effort?

a) Yes
b) No
c) Can‘t say

12) The post training feedbacks can be used:

a) To identify the effectiveness and valuation of the training programme
b) To identify the ROI( return on investment)
c) To identify the need of retraining
d) To provide the points to improve the training
e) All of above

Dear Madam/Sir

SIGNATURE
BIBLIOGRAPHY

BOOKS

HRM IN BANKING [TY BCBI]

PERSONNAL MANAGEMENT/HRM - BHATIA S.K.

HRM: Contemporary Prospective – BREADWELL, IAN, HOLDEN, LEN

HRM &INDUSTIAL RELATIONS – SUBBA RAO

CASE AND EXERCIES IN HRM – GEORGE, STEVENS

PERSONNEL MANAGEMENT – MAMORIA, C.B.

WEBSITE

[Link]

[Link]

[Link]

[Link]

[Link]

[Link]