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INTRODUCTION
1.1. INTRODUCTION
1.2. RATIONALE OF THE STUDY
1.3. OBJECTIVES OF THE STUDY
1.4. RESEARCH METHODOLOGY
1.5. LIMITATIONS OF THE STUDY
1.6. ORGANIZATION OF THE REPORT
1
hapter One
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1.1. INTRODUCTION:
Bank as an economic institution contributes to the development of any economy
and is treated as one of the important service industries in the modern economy.
Economic history shows that development has been introduced everywhere with
the banking system and its contribution towards financial development of a
country is the highest in the initial stage. Modern banks play an important part in
promoting economic development of a country.
The Janata Bank Limited (JBL is one of the new generation public banks that
began its !ourney in "rd June# $%% registered under the 'ompanies ct# &))*#
has become one of the few top performing banks in the country. s a full+fledged
commercial bank# The JBL offers services to meet all kinds of banking needs of
customers which include deposit banking loans and advances# e,port and import
financing# inland and international remittance facilities etc.
1.2. RATIONALE OF THE STUDY:
-n todays world# only academic education does not make a student perfect to
become competitive with the outside world. -nternship is highly needed to gain
idea# knowledge and e,perience. The perfect coordination between theory and
practice is of paramount importance in the conte,t of the modern business world
in order to resolve the dichotomy between these two areas. s a part of the
-nternship /rogram of Bachelors of Business dministration program
re0uirement# - chose to do my internship in the Janata Bank Limited (JBL for the
re0uired period starting from &"th
1ebruary $%&* to $%th
March $%&*. ftercompleting four years cumulative study# it is very important to conduct with
practical study for having a strong idea about real happening. Janata Bank
Limited# 2heraton 3otel 'orporate Branch# 4haka is a place where - learn many
things about business dealings. This organi5ation has created a positive image to
the customers mind by providing better service. This bank has introduced some
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modern banking techni0ue to create market demand. JBL# 2heraton 3otel
'orporate Branch# 4haka provided me a good working environment. s an intern
student# - have the opportunity to work with this organi5ation6 - ac0uire idea about
real business world. The proposed topic of this report is 7Training 84evelopment
2ystems of Janata Bank Limited9.
s the number of commercial banks is growing on# the competition among these
is also immense than ever before. Bangladesh as a developing economy has a
lot left to be desired and there are lots of scopes for massive improvement. -n an
economy like this# banking sector can play a vital role to improve the overall
economic condition of the country. The banks by playing the role of an
intermediary can mobili5e the e,cess fund of surplus sectors to provide
necessary finance# to those sectors# which are needed to promote for the sound
development of the economy. 2ound development is possible when banking
operations run smoothly. This largely depends on the nature of human resource
the bank has. This report is an effort to determine the effectiveness of training
and development process of Janata Bank Limited.
1.3. OBJECTIVES OF THE STUDY:
Broad Objectives:
The primary ob!ective of this report is to determine the effectiveness of training 8
development systems for the employees of Janata Bank Limited.
Specific objectives:
To impart to new entrants the basic knowledge and skill they need for an
intelligent performance of definite tasks. To ensure that each employee is e0uipped with capabilities to perform
various tasks associated with his role. To e,amine the current training and development program of JBL.
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1.4. RESEARCH METHODOLOGY:
1.4.1 METHODOLOGY
1.4.2 POPULATION OF THE STUDY
1.4.3 SAMPLE SIZE
1.4.4 DATA COLLECTION SOURCES
1.4.5 DATA COLLECTION METHODS
1.4.6 ANALYZING OF DATA
1.4. DATA PROCESSING AND ANALYSIS
1.4.! TOOLS FOR PRESENTING ANALYSIS
1.4." DEMOGRAPHIC INFORMATION
1.4.1. METHODOLOGY:
This report is prepared with several information and practical work e,perience.
4ocuments 8 information is collected and organi5ed in a scheduled method for
better understanding and fair presentation. The methodological information is
provided below:
1.4.2. POPULATION OF THE STUDY:
s this report is on
Training &Development Systems of Janata Bank
Limited the population is all the employees of Janata Bank Limited.
1.4.3 SAMPLE SIZE:
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later. -ve to answer several 0uestions of the employee and if - dont know the
answer then they answers it and thus - got informed about this matter. The data
are the combination of structured and unstructured for the proper presentation in
the written work paper. The collected data has been analy5ed by using M2 E,cel
2oftware.
2econdary data needs less processing efforts. This data is more formal and
highly identified. These need analysis for appropriate positioning in this report.
3ere# an attempt is made to keep this data more understanding and informative
to present the report statements more familiar with bank features 8 more
supportive with internship purpose.
1.4.!. TOOLS FOR PRESENTING ANALYSIS:
The analysis has been presented through mean# 2tandard 4eviation and
correlation test based on survey 0uestionnaire shown on appendi,. The answers
have been categori5ed on following scales:
The answers A or close to A means that respondents agree with the factor or is
very e,cellent in his organi5ation and answers close to & means that respondents
disagree with the factor or is very poor in his organi5ation.
'orrelation of different factors with the effectiveness of training has also been
determined. 1or positive result it is assumed that there prevails a close
association of the factor with the effectiveness of training and for negative result
it is also assumed that there is inverse relationship between the factor and the
effectiveness of training.
7
SA= Strongly Agree = 5
A= Agree = 4
N= Neutral =3 D= Disagree =2
SD= Strongly Disagree = 1
Excellent = 5
Good = 4
Standard = 3 Poor = 2
Very Poor = 1
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1.4." DEMOGRAPHIC INFORMATION:
1.3.".1 AGE N24
$%+$A $A+"% bove "% Total P%&+%#$'%
Male 2 5 17 1 7.!381emale 7 1 6 2".18
Total 2 6 16 24 1778
T'(%: 1
1.4.".2 SE9 N24
Male &
1emale
Total 24
T'(%: 2
1.4.".3 MARITAT STATUS: N24
2ingle Married 4ivorced Total
Male 2 15 7 1
1emale 7 7
Total 2 22 7 24T'(%: 3
1.4.".3 E9PERIENCE N24
Less than "
years
" to A years More than A
years
Total
Male 6 4 1
1emale 1 3 3
Total 17 24
T'(%: 4
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1.5. LIMITATIONS OF THE STUDY:
Limitation comes automatically in the way of doing something. task large or
small must have to face some limitations in its completion. -n a running process
sometimes various things and working incentive may be necessary but we dont
get it all. Those things could be more helpful for our work but we may not have it
for several reasons are called limitations. -n the process of completing the
internship program# some limitations were identical. They are as follows:
4ue to time and cost restrictions# the study was bound to be concentrated
in selected areas of the bank. To continue study in such a vast areare0uires a big deal of time. s an internee - only had two months on hand#
which is not enough.
s financial organi5ations banks maintain confidentiality of their valuable
data. s a result the study mostly depended on official files and annual
reports.
-t is very difficult to verify the accuracy of the collected data.
JBL as a commercial bank is very busy and the personnel engaged in
training and development department are unable to spare much time for
discussion about various topics.
Crgani5ational confidentiality is maintained in every formal organi5ation for
the security of their documents and competitive tools. -t creates an
information lack for proper presentation of written papers.
Even though# there are some limitations - have tried my best to collect ade0uate
data and information to make the report meaningful. This work was done in
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Janata Bank Limited# 2heraton 3otel 'orporate Branch# 4haka. 2o comparisons
and evaluation is done in a specific way. Many branches could have various
working environments but it is conducted with !ust one branch.
1.6. ORGANIZATION OF THE REPORT:
LITERATURE REVIE OF TRAINING AND DEVELOPMENT
LITERATURE REVIE OF TRAINING AND DEVELOPMENT
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hapter Two
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literature review is a description of the literature relevant to a particular field or
topic. -t gives an overview of what has been said# who the key writers are# what
are the prevailing theories 8 hypothesis# what 0uestions are being asked 8 what
methods 8 methodologies are suited.
(=icky ?. Driffin# $%% stated that regardless of how effective a selection system
is# however# most employees need additional training if they are to grow and
develop in their !obs. Evaluating their performance and providing feedback are
also necessary.
(/rofessor Muhammad Mohiuddin# $%% stated that training and development is
a planned effort to facilitate employee learning of !ob+related behavior in order to
improve employee performance. Training denotes efforts to increase employee
skills on specific !ob and development denotes efforts oriented toward
improvement of ability to deal with versatile situations and future !obs. Both
training and development re0uire need analysis# individual performance analysis
and development of appropriate training and development program for a specific
group of employees.
(2tephen /. =obbins 8 Mary 'oulter# $%&* stated that employee training is an
important 3=M activity. s !ob demands change# employee skills have to change.
Managers# of course# are responsible for deciding what type of training
employees need# when they need it# and what form that training should take.
(Foont5 8 ?eihrich# $%% stated that managerial training as the use of mostly
short+term programs that facilitate the learning process to help managers do their
!ob better. Manager development as the use of long+term# future oriented
programs to develop a persons ability in managing.
(hmad and Bakar# $%%" suggest that employees who recogni5e the benefits of
training tend to be more committed and so be more willing to participate in an
organi5ations training activities.
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(Barrett 8 C'onnell# $%%& emphasi5ed the importance of effective training for
organi5ational success. They reali5ed the importance of employees training in
the workplace as training gives the impression of care and importance of
employees# so they will be loyal to the organi5ation. Crgani5ations that invest in
training give the feeling of values and employees will be less interested in
0uitting.
(3arrison# &)))G$%%% stated that employee 4evelopment was seen as too
evocative of the master+slave relationship between employer and employee for
those who refer to their employees as partners or associates to be comfortable
with.
(Bartlett $%%& defined perceived access of training in two terms: first# employees
feel free to obtain training opportunities which enhance awareness# skills and
abilities needed for the e,isting !ob. 2econd# there are less organi5ational
barriers for employees to participate in training. nother study conducted in
'hinese conte,t also proved that effective and continuous commitment is highly
correlated to perceived availability of training.
(Cguntimehin $%%A emphasi5ed the usefulness of training in the organi5ation.
3e identified the functions of training as follows: increases productivity# improves
the 0uality of work6 improves skills# knowledge# understanding and attitude6
enhances the use of tools and machinery# reduces waste# accidents# turnover#
lateness# absenteeism and other overhead costs# eliminates obsolescence in
skills# technologies# methods# products# capital management etc.
(Derbman# $%%H stated that the primary goal of many employee development
programs is to communicate the vision of the organi5ation# help workers
understand the corporate values and culture# and show employees at every level
how they can help the company succeed.
(?ilson# $%%A there are also companies that re0uire a certain number of training
hours for every employee at every level of the organi5ation so that everyone
knows their role in carrying out the corporate mission.
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(Ilrich# and 2mallwood $%%* think that employee development programs cannot
e,ist without a culture that supports employees. ny effective program must have
strong support from people in senior management positions# and these people
must also serve as positive role models to subordinates.
(4ebnath $%%" indicates that productivity of manpower in the banking sector of
Bangladesh will have to be increased by proper training both on the !ob and off
the !ob.
(Fo5lowski 8 2alas# $%%" indicates that training needs assessment is
traditionally regarded as a diagnostic process that occurs before training. The
purpose of formal needs assessment is to identify the training targets.
(Faufman and ;alentine &))) refer to needs assessment as the process for
identifying and prioriti5ing gaps in performance. -n contrast# they define needs
analysis as the process for attributing cause to identify performance gaps.
3ence# the entire process will be referred as needs assessment. 2o# once
training has been conducted# a comprehensive evaluation should follow.
(1ord# $%%H stated thattraining effectiveness is a broad construct that identifies
situational or conte,tual factors impacting learning# retention and transfer. This
focus is critical for uncovering whether a training program was effective or
ineffective due to characteristics of the program or to factors outside the control
of the training system.
(1isher et al $%%H said human resource development or workplace learning and
performance# coordinates the provision of training and development e,periences
in organi5ation.
(4esler $%%A stated that training refers to the methods used to give new orpresent employees# the skills they need to perform their !obs. Training is futile if
the trainee lacks the ability or motivation to benefit from it.
(2tephen /. =obbins 8 4avid . 4e'en5o# $%%Astated that employee training is
a learning e,perience: it seeks a relatively permanent change in employees that
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improves their !ob performance. Thus training involves changing skills#
knowledge# attitudes or behavior. This may mean changing what employees
know# how they work# or their attitudes toward their !obs# coworkers# managers#
and the organi5ation.
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Present Job Next Job The future
Actual
Performance
e!u"re#
Performance
Present
$om%etenc&
e!u"re#
$om%etenc& Ne' $om%ete
e!u"re# b& $han(e# T
*etho#
The +a% , Nee#s -#ent".e# b& Performance e/"e'The +a% , Nee#s -#ent".e# b&
Potent"al e/"e'
A##"t"onal nee#s
-#ent".e# b& To%
*ana(ement
-n#"/"#ual Tra"n"n( Nee#s
nter%r"se Tra"n"n( Plan
n the ob Tra"n"n( -nternal an# xternal Tra"n"n( r(an"at"onal e/el
Evaluation
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Management development process and training. dopted 1rom John ?. 3umble#
-mproving Business =esult Maidenhead# McDraw+3ill Book 'ompany (IF# Ltd#
&)H
PROFILE OF JANATA BAN; LIMITED.
3.1. INTRODUCTION TO JANATA BAN; LIMITED
3.2. CORPORATE PROFILE AT A GLANCE
3.3. VISION OF JANATA BAN; LIMITED
3.4. MISSION OF JANATA BAN; LIMITED
3.5. VALUES OF JANATA BAN; LIMITED
3.6. STRATEGIES OF JANATA BAN; LIMITED
3.. OBJECTIVES OF JANATA BAN; LIMITED
3.!. SERVICE AREAS
3.". ORGANOGRAM OF JANATA BAN; LIMITED
3.17. PRODUCTS OF JANATA BAN; LIMITED
3.1. INTRODUCTION TO JANATA BAN; LIMITED:
Janata means people. 2o Janata Bank Limited means peoples bank. Janata
Bank Limited is the $ndlargest state owned commercial bank of Bangladesh. -t is
catering the need of the mass business people 8 also other peoples of the
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society. -mmediately after the emergence of Bangladesh in &) the former
Inited Bank Limited 8 Inion Bank Limited were nationali5ed under Bangladesh
Bank order# &)$8 renamed as Janata Bank Limited. JBL was incorporated as a
/ublic Limited 'ompany on $ May $%% as per 'ompany ct&))* 8 took over
business of then Janata Bank Limited with of its assets# liabilities# right power#
privilege 8 obligation on a going concern basis through a vendor agreement
signed between the /eople =epublic of Bangladesh 8 Janata Bank Limited on
&A# >ovember $%%with a retrospective effect from & July $%%. ll of its
operational activities are governed by the Bank 'ompanies ct &))&.
Bangladesh bank issued licenses on "&+%A+$%% in the name of Janata Bank
Limited to conduct the banking business. The bank provides all kinds of
commercial banking services to its customers including accepting deposits#
e,tending loan 8 advances# discounting8 purchasing bills. The bank has opened
an >=B branch to render e,clusive service to non+resident Bangladeshis. To
conducting merchant banking operation a company has been formed a
subsidiary by giving a name as Janata capital 8 investment limited. -ts starts
operation on $H 2eptember# $%&%.!cl is now providing margin loan against
portfolio# underwriting of share in case of public offering# acting as issue manager
8 trading in capital market on behalf of investors.
3.2. CORPORATE PROFILE AT A GLANCE:
N'
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P
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o
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e
s
s
i
o
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a
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i
s
m
P r o f e s s i o n a l i s mD
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s
i
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D i v e r s i t yD
i
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A c c o u n t a b i l i t yG
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G r o w t h
3.3. VISION OF JANATA BAN; LIMITED:
To become the effective largest commercial Bank in Bangladesh to support
socio+economic development of the country 8 to be a leading banking institution
in southern sia.
3.4. MISSION OF JANATA BAN; LIMITED:
The Bank is committed to satisfying diverse needs of its customers through an
array of products at a competitive price by using appropriate technology and
providing timely service so that a sustainable growth# reasonable return and
contribution to the development of the country can be ensured with a motivated
and professional work+force.
3.5. VALUES OF JANATA BAN; LIMITED:
T'(%: 5
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3.. OBJECTIVES OF JANATA BAN; LIMITED:
To earn and maintain 'MEL =ating S$&)#.
To establish relationship banking and improve service 0uality through
development of 2trategic Marketing /lans.
To remain one of the best banks in Bangladesh in terms of profitability and
assets 0uality.
To introduce fully automated systems through integration of information
technology.
To introduce fully automated systems through integration of informationtechnology.
To keep risk position at an acceptable range (including any off balance
sheet risk.
To maintain ade0uate li0uidity to meet maturing obligations and
commitments.
To maintain a healthy growth of business with desired image.
To maintain ade0uate control systems and transparency in procedures.
To develop and retain a 0uality work+force through an effective human
=esources Management 2ystem.
To ensure optimum utili5ation of all available resources.
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3.". ORGANOGRAM OF JANATA BAN; LIMITED:
T'(%: !
20
Management Hierarchy of JBL
$ha"rman
+A
N
+
A*
*ana "n "rectors
+eneral *ana er
e ut +eneral *ana er
Ass"stant +eneral *ana er
en"or Pr"nc"%al cer
Pr"nc"%al cer
en"or cer
cer
ub Accountant
un"or $lar
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1 ) D e p o s i t p r o d c t s2 ) r e d i t ! r o d u c t s3 ) E - S e r v i c e s
3.17. PRODUCTS OF JANATA BAN; LIMITED:
T'(%: "
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EMPLOYEE TRAINING AND DEVELOPMENT SYSTEMS OF JANATA BAN;
LIMITED.
4.3. DEFINITION OF TRAINING
4.4. PURPOSES OF TRAINING
4.!. TYPES OF TRAINING
4.". TYPICAL TOPICS OF EMPLOYEE TRAINING
4.17. METHODE OF TRAINING PROVIDED BY JANATA BAN; LIMITED
4.11. DEVELOPING A SUCCESSFUL TRAINING NEED ASSESSMENT
4.12. TRAINING SYSTEM OF JANATA BAN; LIMITED
4.13. DEFINITION OF EMPLOYEE DEVELOPMENT
4.14. BENEFIT OF EMPLOYEE DEVELOPMENT
4.15. EMPLOYEE DEVELOPMENT ACTIVITIES
4.16. ORGANIZATIONS APPROACH TO EMPLOYEE DEVELOPMENT
4.1. SOT ANALYSIS OF TRAINING AND DEVELOPMENT
4.3 DEFINITION OF TRAINING:
Training is a short term process utili5ing a systematic and organi5ed procedure
by which non+managerial personnel learns technical knowledge and skill.
Training refers only to instruction in technical and mechanical operations.
Training refers to the attempt to improve present# future employee performance
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by increasing an employee ability to perform through changing the attitude or
increasing hisGher skills 8 knowledge.
4.4 PURPOSES OF TRAINING:
=easons for emphasi5ing the growth and development of personnel include:
&. To impart to new entrants the basic knowledge and skill they need for an
intelligent performance of definite tasks.
$. To ensure that each employee is e0uipped with capabilities to perform various
tasks associated with his role.
". To assist employees to function more effectively in their present positions by
e,posing them to the latest concepts# information and techni0ues and developing
the skills they will need in their particular fields.
*. To help the employee develop as an individual so that the organi5ation can
recogni5e and use the ma,imum possible potential of its employees.
A. To help employees work as team members since no individual can accomplish
the goals of the organi5ation single handedly.
4.! TYPES OF TRAINING:
There are a number of ways that training plans can be implemented# each of
which has its advantages and disadvantages. The methods chosen will be
suggested by the specific circumstances and needs of the company. ?e will look
at si, types of training programs:
Cn+the+Job Training and 4evelopment
'omputer+Based Training
2elf+2tudy and Learning
-nternal Training /rograms
Cne+on+Cne 'oaching
23
http://www.marsdd.com/entrepreneurs-toolkit/articles/training-and-development-for-new-and-existing-employees-butteriss-on-human-resourceshttp://www.marsdd.com/entrepreneurs-toolkit/articles/training-and-development-for-new-and-existing-employees-butteriss-on-human-resources -
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Cutside Training Cpportunities
Most of these approaches will probably re0uire the company to provide time and
money to allow individuals to ensure that they are able to develop themselves.
1. O#@$%@) $&'/#/#
Most in+house training is done by learning while doing the !ob. This may involve
specific training in particular skills or e0uipment being given by a colleague or
supervisor.
2. C)
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S'>%$: 2afety training is critical where working with heavy
e0uipment# ha5ardous chemicals# repetitive activities# etc.# but can
also be useful with practical advice for avoiding assaults# etc.
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C)
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A,,/# S?%+/'( P&)%+$,:
2ometimes# as a method of training some special pro!ect is assigned to a trainee
e,ecutive. 1or e,ample# he may be asking to develop a system of cost allocation
in the production of certain goods for which an order has been received by the
company. ?hile working on such pro!ect# the trainee not only ac0uires
knowledge about them# but also learns how to work with and relate to other
people holding different views.
C)#>%&%#+% '# S%
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The companys history and mission.
The key members in the organi5ation.
The key members in the department# and how the department helps fulfillthe mission of the company.
/ersonnel rules and regulations..
A*/)/,*'( M%$),:
udiovisual methods include television# videotapes and films are the most
effective means of providing real world conditions and situations in a short time.
Cne advantage is that the presentation is the same no matter how many times
its played. The ma!or flaw with the audiovisual method is that it does not allow for
0uestions and interactions with the speaker# nor does it allow for changes in the
presentation for different audiences.
A??&%#$/+%,/?,:
pprenticeships develop employees who can do many different tasks. They
usually involve several related groups of skills that allow the apprentice to
practice a particular trade# and they take place over a long period of time in which
the apprentice works for# and with# the senior skilled worker. pprenticeships are
especially appropriate for !obs re0uiring production skills.
P&)&'< L%'/#:
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D/,+*,,/)# M%$):
The discussion method uses two+way communication between the lecturer andthe trainees to increase learning opportunities. This method uses a short lecture
($% minutes or less to provide trainees with basic information. This is followed by
a discussion among the trainees and between the trainees and the trainer that
supports# reinforces# and e,pands upon the information presented in the short
lecture.
B%'/)& M)%(/#:
Behavior modeling is used primarily for skill building and almost always in
combination with some other techni0ue. -nterpersonal skills# sales techni0ues#
interviewee and interviewer behavior# and safety procedures are among the
many types of skills that have been successfully learned using this method.?hile live models can be used# it is more typical to video tape the desired
behavior for use in training.
A??&%#$/+%,/? T&'/#/#:
The typical apprenticeship program re0uires two years of on+the+!ob e,perience
and about &% hours of classroom instruction# though re0uirements vary. n
apprentice must be able to demonstrate mastery of all re0uired skills and
knowledge before being allowed to graduate to !ourneyman status. This is
documented through testing and certification processes.
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C)'+/#:
'oaching is a process of providing one+on+one guidance and instruction toimprove the work performance of the person being coached in a specific area. -t
differs from other CJT methods in that the trainee already has been working at
the !ob for some time. Isually# coaching is directed at employees with
performance deficiencies# but it can also serve as a motivational tool for those
performing ade0uately. Typically the supervisor acts as the coach. Like the CJT
trainer# the coach must be skilled both in how to perform the task(s and how to
train others to do them.
M%#$)&/#:
Mentoring is a form of coaching in which an ongoing relationship is developed
between a senior and !unior employee. This techni0ue focuses on providing the
!unior employee with political guidance and a clear understanding of how the
organi5ation goes about its business. Mentoring is more concerned with
improving the employees fit within the organi5ation than improving technical
aspects of performance# thus differentiating it from coaching. Denerally# though
not always# mentors are only provided for management+level employees.
Job+-nstruction Techni0ue (J-T:
The J-T was developed during ?orld ?ar -- and is still one of the best techni0ues
for implementation of Cn the Job Training (CJT nearly forty years later. -t
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focuses on skill development# although there are usually some factual and
procedural+knowledge ob!ectives as well. There are four steps in the J-T process:
&. /repare.
$. /resent.
". Try out.
*. 1ollow up.
4.11. DEVELOPING A SUCCESSFUL TRAINING NEED ASSESSMENT
PROGRAM:
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P),$ T&'/#/# A,,%,,
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?hen an employee is recruited in the bank sGhe works at least H months in the
assigned division by the manager of that branch. Then after working H months
sGhe is selected for training.
4.12.1 T&'/#/# P&)+%,,:
The process of providing training to the employee is given below:
1. E,$'(/,/# ' #%% '#'(,/,:
3=4# 1aculty member of JBT-# 4irectors 8 other Deneral Manager of this
bank consult with the branch manager for assessing the training needs 8
individual development needs. They update the assessment 0uarterly#
sometimes monthly. This bank carried out the assessment program by the
following methods:
Crgani5ational level analysis:
Crgani5ational issues such as mission# ob!ectives# cultural changes 8 customers
orientation.
Task level analysis:
>ew technologies# processes# products# services# market changes 8
community needs.
-ndividual level analysis:
Job skills# knowledge 8 ability.
Trainees learning styles 8 special need of the trainees.
2. T&'/#/# #%%, ?&/)&/$ /%#$/>/+'$/)#:
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- n # " / " # u a l
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+ r o u %
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A n a l & s " s o f r e c o r # s ) r e % o r t s 8
Top level manager 8Mid+level manager control the need analysis stage. They
follow the following methods for determining training priority which includes
individual# group and organi5ation.
T'(%: 17
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Trainability is one factor that must be taken into consideration before developing
any training program. -t is the duty of the trainer to ensure that the employees are
actually willing to sit and learn something in the training program. This is
especially very true of sensitivity training that is not viewed positively by many.
Trainability also implies that the employee is sufficiently motivated to learn apart
from !ust the ability to do so.
4. D%(/%& $&'/#/# ?&)&'>%&%#$ C)*&,% O&/%#$% T&'/#/#:
F&%,%&, O&/%#$'$/)# T&'/#/#:
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- n t r
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?hen JBL employs new employees then it provides a preliminary training
program what is called 1reshers foundation training. 3ere the newly employed
employees are given about the following issues+
T'(%: 11
fter giving the above ideas to the employees then they are taught the
operations of Janata Bank Limited. They are taught !obs of all departments but
emphasis is given on fundamental issues of banking and banking company ct
and udit compliance. The employees are taught about the operations of the
following departments:
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training needs and areas of weak performance of the new employees. But
basically it covers the following course:
i. 'redit Management.
ii. dvance Criented Training.
iii. /revention of Money Laundering 8 Terrorism 1inancing.
iv. 1oreign =emittance /ayment 2ystem.
This training is provided to increase speciali5ed knowledge of employees.
Because it is not always possible to provide training properly and in a vast scope
on specific department as every department covers vast issues of banking.
O$%&, T&'/#/# F'+/(/$/%,:
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$. 'ost 8 conveniences factors:
o Location.
o >umber to be trained.
o Timing of training.
o 'ompany preferences.
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0 / e n t s
C e b " n a r s 8
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T e a m c o m m " t t e e m e m b e r s h " % 8
$ e r t " . c a t e P r o ( r a m s 8
4.14. BENEFIT OF EMPLOYEE DEVELOPMENT:
-. skilled and knowledgeable workforce positively impacts organi5ational
performance.
--. Employees gain e,perience and knowledge.
---. Employees en!oy a more motivated and committed workforce.
-;. -ncreased retention# higher !ob satisfaction and morale# and greater
productivity.
4.15. EMPLOYEE DEVELOPMENT ACTIVITIES:
The attainment of knowledge# skills and abilities can be achieved in numerous
ways. The following activities:
T'(%: 15
4.16. ORGANIZATIONS APPROACH TO EMPLOYEE DEVELOPMENT:
Crgani5ation is committed to providing employees with !ob+relevant and
continuous learning opportunities that contribute to their current work
performance and help prepare them for the ne,t stage in their career.
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4e/
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"
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4.1. SOT ANALYSIS OF TRAINING AND DEVELOPMENT OF JANATA
BAN; LIMITED.
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Oppo rt
n it ie s
5 %e e# "n e
s so f'o r7 8 e# uc t "o no fm "s ta 7e 85 tr en (t h
Th re at s
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PRESENTATION AND ANALYSIS OF DATA
PRESENTATION AND ANALYSIS OF DATA:
1. C)#,/%&/# $&'/#/# ', ' ?'&$ )> )&'#/'$/)#'( ,$&'$% '# /$,
+)&&%('$/)# 0/$ )%&'(( %>>%+$/%#%,, )> $&'/#/#.
R%,?)#%#$ M%'# S$'#'& D%/'$/)# C)&&%('$/)#
N 24 *.$A .)) ."%%
T'(%: 16
Janata Bank Limited takes training as an organi5ational strategy for growth and it
has positive correlation with effectiveness of training. The more the organi5ation
provides training# the more it will achieve competitive advantages in market.
$. T&'/#/# '# %%()?>%+$/%#%,, )> $&'/#/#.
R%,?)#%#$ M%'# S$'#'& D%/'$/)# C)&&%('$/)#
N 24 ".H .AHA .$""
T'(%: 1
The training process of Janata Bank Limited is 0uite good but it represents
positive relationship with training effectiveness. Training will be more effective
with the development of training process.
48
hapter !()E
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". S$'>> &%+%//# >%+$/%#%,, )> $&'/#/#.
R%,?)#%#$ M%'# S$'#'& D%/'$/)# C)&&%('$/)#
N 24 &.A .A* +.&$*
T'(%: 1!
This means that training is provided on re0uirement and new staff but there
prevails negative correlation with training effectiveness. Training effectiveness
does not depend on training new employees only. The whole staff from all level
are to be trained.
*. N%% ',,%,,>%+$/%#%,, )> $&'/#/#.
R%,?)#%#$ M%'# S$'#'& D%/'$/)# C)&&%('$/)#
N 24 ".H .H" .""&
T'(%: 1"
The need assessment process is above standard and 0uite up to the mark. -t is
showing a positive correlation with effectiveness. To ensure effective training#
need assessment process should be distinct and specific.
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. P&'+$/+% )??)&$*#/$ '# /$, +)&&%('$/)# 0/$ )%&'(( %>>%+$/%#%,, )>
$&'/#/#.
R%,?)#%#$ M%'# S$'#'& D%/'$/)# C)&&%('$/)#
N 24 ".A% .HA) .&%
T'(%: 22
This clearly reveals that practice opportunity during training period is above
standard and its correlation with the effectiveness of training is positive but not
satisfactory. Employ performance will be much better# if practice opportunity is
ensured.
. )&=?('+% '&&'#% $&'/#/# '# /$, +)&&%('$/)# 0/$ )%&'((
%>>%+$/%#%,, )> $&'/#/#.
R%,?)#%#$ M%'# S$'#'& D%/'$/)# C)&&%('$/)#
N 24 ". .A% .AH)
T'(%: 23
Training place arrangement is 0uite good and it is showing a 0uite strong relation
with the effectiveness of training. To increase morale regarding training and its
effectiveness# training place arrangement is a very important determining factor.
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). T&'/#%&, *'(/$ '# /$, +)&&%('$/)# 0/$ )%&'(( %>>%+$/%#%,, )>
$&'/#/#.
R%,?)#%#$ M%'# S$'#'& D%/'$/)# C)&&%('$/)#
N 24 ".)H .%H ."H"
T'(%: 24
This reveals that trainers 0uality is good and there is positive association with
between trainers 0uality and effectiveness of training. -f highly 0ualified trainer is
hired# training will be much more effective.
&%.T&'/#/# ?&)&'< ', ' >'+$)& )> >%+$/%#%,, )> $&'/#/#.
R%,?)#%#$ M%'# S$'#'& D%/'$/)# C)&&%('$/)#
N 24 $.$& .*&A ."H"
T'(%: 25
Training programs adopted by Janata Bank Limited motivates to the some e,tent
and it is representing a positive correlation between motivation level and
effectiveness of training. -f training is imparted %n re0uirement# employees will be
motivated to their works.
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14.O%&'(( %>>%+$/%#%,, )> $&'/#/# '# %%()? J'#'$' B'#=
L/
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FINDINGS ON ANALYSIS
6.1. FINDINGS ONANALYSIS
6.2. THE DETRIMENTAL SIDE OF TRAINING AND DEVELOPMENT
SYSTEM
6.3. THE POSITIVE SIDE OF TRAINING AND DEVELOPMENT SYSTEM
6.1. FINDINGS ON ANALYSIS
?hile working - have gained a new kind of e,perience. fter collecting and
analysis data - have got some idea about the training and development practice
of Janata Bank Limited which is given below:
The analysis shows that most of the employees of Janata Bank Limited
think that training and development is a way to achieve the organi5ations
goals.
-n Janata Bank Limited most of the employees think that the training plays
an important role to develop their carrier.
Most of the employees of these banks think that their bank understands
the training needs for employees.
lmost all employees strongly agreed that their skill have been enhanced
by the training.
55
hapter "(*
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Most of the employees of these banks think that their performance has
become well after receiving training.
These banks do not conduct ade0uate software+based training for their
employees. But to cope with the modern banking system software+based
training is very essential for the employees of the bank.
The training budget of Janata Bank Limited is increasing. That means they
are giving more importance on training to achieve the organi5ations goals.
This Bank uses different training materials to provide training to their
employees. Most of the time they use lecture for the training purpose of
their employees. But they do not more emphasi5e on arranging computerbased training and movie or film based training to their employees.
The 3=4 8 Training -nstitute of this Bank mainly focuses on the needs
analysis of employees for the selection of employees for training. They
also use performance appraisal6 analy5e the previous record# !ob analysis
8 !ob description# recommendation of top management to select the
candidates for training.
The analysis shows that the purpose of providing training of this Banks
varies from one to another. But the main purpose is to increase the
competitive advantage of the bank# motivate the employees and increase
the employees skills.
The main purpose of training of this bank is to increase their profit. But
they do not arrange training to motivate their employees. But without
motivation the employees productivity will not increase.
The bank organi5es training and development program on regular basis
and also uses a specific training process.
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CONCLUSION AND RECOMMANDATION
.1. RECOMMANDATION
.2. OVERALL OPINION ABOUT JANATA BAN;
.3. CONCLUSION
.1. RECOMMANDATION:
?ith a short time e,perience# it is not an easy !ob to find out actual problem
areas of training and development. 3owever# in light of findings# there are some
recommendations regarding the improvement of training and development of
Janata Bank Limited.
Banking business plays an important role for the economic development
of the country. 2o - think the banking operation should be modern software
based. 2o Janata Bank Limited. should arrange modern software+based
training for their+employees.
The 3uman =esource 4epartment of this bank must introduce technology
to conduct their functions like recruitment# 2election# 3iring and so on. Training is a part of the organi5ation to achieve the goal. 2ome of the
employees do not understand the importance of training. 1irst of all the
Bank should create knowledge among the employees so that they can
understand the importance of training.
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hapter "E)E+
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>ow a days technology is essential to cope with the modern world. 2o the
banks should increase arranging those training program through which the
employees can increase their technological knowledge. - think needs analysis is the best way to select employees for training. 2o
the bank should hire skilled people for 3= department. 2o that they can
conduct need analysis properly to select the right person for training. The banks should increase their training budget because without
increasing training budget the banks would not be able to introduce
modern technology in their training system. Training ob!ectives# needs and contents should be communicated to the
employees well ahead so that they can prepare themselves by avoiding
ambiguity about the goal of the training program. -t also helps them
become more motivated and active in participation. Training methods should be conformed to the training need so that the
knowledge and skills can be developed in a much more understandable
and comfortable manner. Training program organi5ers should make training materials available to
employees so that they can follow the instructions of the trainer. -t will
keep participants more attentive within the program. -n the case of choosing 0ualified trainers# top management should
consider that trainers knowledge and length of e,perience. -t will keep the
attention and confidence of the employee. Bank must introduce career development program instead of mere
employee selection and imparting training. The evaluation of employees training should be compared with need
assessment analysis and training ob!ectives. Moreover# the effective cost
+benefit analysis must also be done. -t would convey a long+ term positive
outcomes for the improvement of training program.
.2. OVERALL OPINION ABOUT JANATA BAN; LIMITED:
3ere given some opinions regarding the improvement of other areas of Janata
Bank Limited from my internship period e,perience:
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1. R%#)'$/)# )> +*,$)
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?ithout using modern technology no bank can even think of remaining in the
business in near future. 2o the bank must decide right now how it can e0uip its
branches with modern technology. Ise of modern technology in one sense can
increase cost but another sense it increases productivity highly and it attracts big
clients. -t can introduce TM services in every branch. Ise of automatic machine
like cash counter machine# own TM brings speed in banking service,.
6. D%%()? */% ()'# )# '# %
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Limited is one of them. 1or the future planning and the successful operation for
achieving its prime goal in this current competitive environment this report can be
helpful guideline. 1rom the practical point of view - can declare boldly that - really
have en!oyed my -nternship =eport on Training and development 2ystem of
Janata Bank Limited from the first day. Moreover# -nternship =eport that is
mandatory to complete my BB program# although it is obviously helpful for my
career building. -n the last decade there has been a revolution in the
communication media through the introduction of -nternet and other forms of
secure dial+up media. This had an immense impact on all the sectors of the
industry specially the banking sector. The number of banks is increasing day by
day because the demand of the customer for the banking service is high as a
result there is a highly competitive situation in the banking sector and people
have many option in case of taking banking services s a central bank of
Bangladesh PThe Bangladesh Bank always adopting measures for putting
banking institution on right track and also monitors the activities of these banks to
prevent from doing illegal activities. To compete in the environment of advancing
technology and faster communication the JBL should depend more heavily on
the 0uality service and information technology. >o doubt about it that JBL
achieve superior position in our banking industry but to cope with customer JBLshould think how to make it services proactive. Banks always contribute towards
the economic development of a country. 'ompared with other Banks# Janata
Bank Limited is contributing more by investing most of its funds in fruitful pro!ects
leading to increase in production of the country. -t is obvious that right channel of
Banking establish a successful network over the country and increases
resources6 will be able to play a considerable role in the portfolio of development
in developing country like ours.
s this study reveals# training ob!ectives are to be well communicated
beforehand# training methods that are used are effective# supplied materials are
to be arranged orderly# programs are well organi5ed# and place and layout of the
venue satisfactory. -t also brings to light the fact that the level of knowledge#
skills and attitude of the training instructors is satisfactory. =espondents opined
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