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Transcript of role-of-hr-IN-HR in corporation bank
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Contents
1
S.N. INDEX PAGENO
CHAPTER- 1 INTRODUCTION
1.1 Company Overview
1.2 Popular Profile
1.3 Supply Chain Model
1.4 SWOT Analysis
1.5 Function of human resourcemanagement
1.6 Major Player
CHAPTER-2 RESEARCH METHODOLOGY
&DESIGN
2.1 Objective of Human Resource
Management
2.2 Type of Research
2.3 Source of data & Collection tool
2.4 Sampling
2.5 Sample size
CHAPTER-3 ANALYSIS & INTERPRETATION
Meaning of consumer Buying Behavior
Interpretation of collect data
CHAPTER-4 RESEARCH FINDING
CHAPTER-5 LIMITATION OF RESEARCHCHAPTER-6 SUGGESTION
APPENDIX
REFRENCES
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INTRODUCTION
An organization is made up of four resources, namely men, material, money and
machinery. Of these, the first one id living one, i.e. human resource and other
three are non-living i.e.non human. It is the human/people that make use of non
human resources. Hence, people are the most significant resources in an
organization. It is man who makes all the difference in organizations.
L.F.Urwick had remarked that business houses are made or broken in the long
run not by markets or capitals, patents or equipments, but by men. According
to Peter F.Drucker, man, of all the resources available to man, can grow and
develop.
The main objective of this chapter is to present a perspective for human capital
management in the Indian context. Accordingly the meaning, objectives, scope
and functions become the subject matter of this chapter.
Before we define HRM, it seems pertinent to first define the term human
resources. In common parlance, human resources mean people. OR Personnel
means the persons employed. Personnel management is the management of
people employed.
Organization may be a manufacturing firm, a business concern, an insurance
company, a governmental agency, social organizations, hospital, a university
and even families. It may be small or large, simple or complex. An Organization
is a human grouping in which work is done for the accomplishment of some
specific goals, or missions.2
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MEANING & DEFINITION OF HUMAN RESOURCE
MANAGEMENT
Human Resource Management means:
The management of human resources is viewed as a system in which
participants seeks to attain both individuals of group goals.
If an analysis is made of this definition it will be seen that personnel
management involves procedures and practices through which human resources
are managed (i.e. organized and directed) towards the attainment of the
individual, social and organizational goals. By controlling and effectively using
manpower resources, management tries to produce goods and services for the
society.
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Definitions:
Human Resource Management involves all management decisions and
practices that directly affect or influence the people, or human resources, who
work for the Organization. An organizations employees enable an Organization
to achieve its goals, and the management of these human resources is critical to
an organizations success.
According to Process Systems View Human Resource Management means:
Human Resource Management is the systematic planning, development, and
control of a network of inter related process affecting and involving all
members of an Organization.
Key Terms used in this definition:
Process: Process is an identifiable flow of interrelated events moving towards
some goal, consequence and end. An example of the human resource
management is the staffing process, a flow of events that results in the
continuous filling of positions within the Organization. These events include
such activities as recruiting applicants, making hiring decisions, and managing
career transitions such as transfers and promotions.
Flow: Flow implies movement through time and in the direction of a result;
Inter-related: implies interaction within the process and between events;
Goal and Consequence (Purpose): suggest a human objective;
Events: are activities, happenings or change;
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End: implies some conclusion or consequence that may not necessarily be
sought or planned by man.
System: System is a particular set of procedures or devices designed to control
a process in a predictable way. For e.g. Staffing System of an Organization.
As a process it includes:
Human Resource Planning;
Job and Work Design;
Staffing;
Training and Development;
Performance Appraisal and Review;
Compensation and Reward;
Employee protection and representation;
Organization Improvement.
Human Resource Management is the planning, organizing, directing and
controlling of the procurement, development, compensation, integration,
maintenance and separation of human resources to the end that individual,
organizational and societal objectives are accomplished".
Edward Flippo
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This definition is a comprehensive and covers both the management functions
and the operative functions. The purpose of all these functions is to assist in the
accomplishment of basic objectives.
Characteristics of Human Resource Management
1. Human Resource Management is concerned with managing people at work.
It covers all levels of personnel, including blue collared employees and white
collared employees;
2. It is concerned with employees, both as individuals as well as group;
3. Human Resource Management is concerned with helping the employees to
develop their potentialities and capacities to the maximum possible extent,
so that they may derive great satisfaction from their jobs;
4. It is a major part of the general management function and has roots and
branches extending throughout and beyond each Organization;
5. Human Resource Management is of a continuous nature;
6. Human Resource Management attempts at getting the willing co-operation
of the people for the attainment of the desired goals.
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HRM can be of full value to an Organization only when it is consistently
throughout out and applied at all levels and to all management functions; in
corporate policies, in the systems, procedures and in employment practices, etc.
this integrative aspect of HRM is, therefore, of vital importance.
Fig, 1
7
Employee
Relations
Employee
Relations
Industrial
Relations
Industrial
Relations
HRMHRM
Personnel
Administratio
n
Personnel
Administratio
n
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Company Profile
CORPORATION BANK
Every institution has its start in modest initiatives but what makes it great is the
passion of the people behind it. Carrying the legacy forward with an undaunted
commitment to its vision, the journey of Corporation Bank truly epitomizes this
Profile of the company
Corporation Bank is a banking company. The Company operates in four
segments: Treasury, Wholesale Banking, Retail Banking and Other Banking
Business. Its services include core banking solution, automated teller machines
(ATMs), point of sale terminals (PoS), Internet banking, short message service
(SMS) banking, mobile payment solutions, government business, real time
gross settlement (RTGS) and national electronic funds transfer (NEFT). As of
March 31, 2012, it had 6,164 service outlets, which consisted of 1,500branches,
1,274 ATMs and 3,390 branchless banking units. During the fiscal year ended
March 31, 2012,139 branches, 24 ATMs and 890 branchless banking units were
operationalised, In fiscal 2012, it installed 14,197 PoS terminals at different
merchant establishments. Corp Bank Securities Limited is its wholly owned
subsidiary.
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Started about 107 years ago in 1906, with an initial capital of just Rs.5000/-,
Corporation Bank has recorded Rs. 2,36,611 Crore mark in business and even
far more, with over 6164 service outlets across the nation, served by committed
and dedicated 13,000 plus Corp Bankers. Proof of which is seen in its enviable
track record in financial performance. We have many reasons to cheer;
predominant of them is, being able to participate in nation building by
empowering the rural and urban population alike. Today, we are proud that we
are significant contributors to the growth of the country's economy.
Nationalized in 1980, Corporation Bank was the forerunner when it came to
evolving and adapting to the financial sector reforms. In 1997, it became the
Second Corporation Bank in the country to enter capital market, the IPO of
which was over- subscribed by 13 times. the Bank has many " firsts " to its
credit - Cash Management Services, Gold Banking, m-Commerce, " Online "
approvals for Educational loans, 100% CBS Compliance and more recently, its
pioneering efforts to take the technology to the rural masses in remotest villages
through low-cost branchless banking - Business Correspondent model. All of
which symbolize Bank's answered commitment to its customers to provide
convenience banking.
At Corporation Bank, what motivates us is the passion to excel in banking by
maintaining highest standards of service to our customers, backed by innovative
products and services which makes us one of the leading Corporation Bank inthe country, catering to a wide range of customers - from individuals to
corporate clients.
Corporation Bankcame into being as Canara Banking Corporation (Udipi)
Limited, on 12th March, 1906, in the temple town of Udupi, by the pioneering
efforts of a group of visionaries. The Bank started functioning with just
Rs.5000/- as its capital and at the end of the first day, the resources stood at 38
Rupees-13 Annas-2 Pies.
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The Founder President Khan Bahadur Haji Abdullah Haji Kasim Sahib
Bahadur, committed to fulfill the long felt banking needs of the people and also
to inculcate the habit of savings, provided the much-needed impetus to founding
a financial institution that would bring about prosperity to the society.
The content of the first Appeal to the public dated 19th February, 1906 speaks
volume about the lofty ideals and ethos behind the foundation. The Founder
President Haji Abdullah declared that:
"The Primary object in forming Corporation is not only to cultivate habits
of thrift amongst all classes of people, without distinction of caste or creed,
but also habits of co-operation amongst all classes.
This is Swadeshism pure and simple and every lover of the country is
expected to come forward and co-operate in achieving this end in view
The days that followed :
The initial growth was consciously cautious and need based. The first branch of
the Bank was opened at Kundapur in 1923, followed by the second in
Mangalore in 1926. The Bank stepped into the then Coorg State in 1934 byopening its seventh branch at Madikeri. In 1937 the Bank was included in the
second schedule of Reserve Bank of India Act, 1934.
Prosperity to All:
In 1939, the Banks name changed from Canara Banking Corporation (Udipi)
Ltd., to Canara Banking Corporation Ltd., and strongly put forth its vision
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with the motto-Sarve Janah Sukhino Bhavantuwhich meansProsperity to
All
The second change in the name of the Bank occurred in 1972, from Canara
Banking Corporation Ltd. to Corporation Bank Limited. and finally
Corporation Bank following its nationalization on 15th April, 1980.
Shouldering National objectives:
The Bank took on the priorities of nationalization in full stride and emerged
successful in fulfilling the national objectives, while sustaining its performance
oriented culture and profit augmenting record. Amidst all this, the Bank crossed
Rs.1000 crore-deposit mark in the year 1985 and launched into the 1990s with
focus on high quality growth by embracing newer technology.
The end of first phase of Banking sector reforms in India had seen the Bank
emerging as the most innovative and dynamic bank in the corporation,
outshining other banks in terms of asset quality, capital adequacy, operational
efficiency, well diversified income base, profitability, productivity, and strong
balance sheet.
The tremendous amount of confidence and loyalty reposed by the public in
general and customers in particular, manifested itself in the overwhelming
response to the IPO of the Bank in the year 1997.
A Big Leap to the Big League:
As on 30th September, 2012, the Total Business of the Bank was Rs.2, 41,899
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crore. The Total Deposit stood at Rs.1, 43,738 crore and the Total Advances
were at Rs.98, 161 crore. The Net worth rose to Rs.8, 646 crore.
Growing Bigger. Getting Closer.
The Bank has Representative Offices at Dubai and at Hong Kong. Presently, the
Bank has a network of 1601 fully automated CBS branches, 1281 ATMs and
3545 Branchless Banking Units across the country.
The Bank has extended Branchless Banking units to 3545 villages and has
issued Smart Cards to all account holders in these villages for enabling them to
operate their accounts at their doorsteps through the Business Correspondents
appointed by the Bank.
From 38 Rupees-13 Annas-2 Pies to a business level of Rs.2,41,899 crore and
from a Networth of Rs.5,000/- to Rs.8,646 crore, the evolution of the Bank from
a Nidhi to graduate as a Premier Corporation Bank and from the early days of
Swadeshism to post-Liberalization days has been a corporate success story.
Weathering two world wars, economic depressions, imbibing the latest in
technology, responding to financial reforms and the unique record of
uninterrupted posting of profits right from its inception in 1906, only furtherstrengthened its its commitment to the people.
Review of literature
The banking sector in India has made remarkable progress since the economic
reforms in1991. New private sector banks have brought the necessary
competition into the industry and spearheaded the changes towards higher
utilization of technology, improved customer service and innovative products.
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Customers are now becoming increasingly conscious of their right sand are demanding
more than ever before The recent trends show that most banks are shifting from
a product-centric model to a
Customer-centric model as customer satisfaction has become one of the major
determinants of business growth. In this context, prioritization of preferences
and close monitoring of customer satisfaction have become essential for banks. Keeping
these in mind, an attempt has been made in this study to analyze the factors that are
essential in influencing the investment decision of the customers of the public sector
banks Secondly; this study also suggests some measures to formulate marketing
strategies to lure customers towards bank
Internationally, there is a substantial literature that analyses various aspects of
currency demand from the point of view of currency management. Many of
these studies focus on modeling aggregate currency demand taking into account
macroeconomic factors, payment mechanisms, local behavioral factors and
(especially in the case of the US and Euro area) foreign demand for domestic
currency. Studies devoted to estimating demand at denominational levels are, by
contrast, relatively few. In India, however, there is surprisingly a paucity of
studies on modelling currency demand. This chapter presents a survey of
literature along with a broad overview from a cross-country perspective of the
various issues that have a bearing on currency demand.
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Chairman & Managing Directors Profile
Shri Ajai Kumar. Chairman & Managing Director
Shri Ajai Kumar has been appointed as Chairman & Managing Director of
Corporation Bank. He has assumed the office of CMD of the Bank on 1st
October 2011.
Before his appointment as Chairman & Managing Director, Shri AjaiKumar was Executive Director of UCO Bank, since 2009.
Shri Ajai Kumar is a Law Graduate and a Post Graduate in Physics from
University of Allahabad. He is a Certified Associate of Indian Institute of
Bankers (CAIIB). Shri Ajai Kumar has a distinguished career in banking
industry. He started his career with Bank of Baroda joining as a Direct
Officer in the year 1973.
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In his thirty six years of service in Bank of Baroda he had held various
positions handling key responsibilities in Head Office, Zonal Offices,
Branches, New York Office and Off-shore Banking Operations of Nassau,
Bahamas, covering a vast spectrum of banking operations.
Basically an operations man, his career at Bank of Baroda was spent in the
field, where he could gauge the market pulse and take pro-active, result-
oriented measures to garner market share. A man with a penchant for
independent thinking, Shri Kumar has painstakingly taken several initiatives
for banks growth through varied strategies. He also played a pivotal role in
strengthening and consolidating Retail Business with centralized process
through Retail Loan Factories and introduction of several new value-based
products for customers. His hands-on and practice-driven experience
facilitated balanced decision making with insight into all aspects.
During his tenure in Information Technology Division in Bank of Baroda,
Shri Kumar was responsible for 100% automation of the Branches and
migration to Core Banking Solution, putting in place Wide Area Network of
the Bank, enhancement of technology platform through RTGS, NEFT, Cash
Management Solution, Phone Banking, Internet Banking, Retail Depository,
Institutional On-line Trading, Data Warehouse, Global Treasury, RiskManagement, Anti-Money Laundering, Human Resources Information
System, Centralization of SWIFT, City Back Office, Regional Back Office,
Internet Payment Gateway etc.
Shri Kumar secured Outstanding Award for the paper submitted on
Knowledge Management A Perspective for Public Sector Banks in
BECON 2003. He was also a Member of the Board of Directors at Indo
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Zambia Bank Ltd., and later National Payment Corporation of India.
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Objectives of Human Resource Management
Objectives are pre-determined ends or goals at which individual or group
activity in an Organization is aimed. Objectives can be divided in to two parts:
Primary Objectives:
HRMs main goal is the creation of a workforce with the ability
and motivation to accomplish the basic organizational goals;
They relate to the satisfaction of the personal objectives of the
members of an Organization through monetary and non
monetary devices;
They relate to the satisfaction of community and social
objectives, such as serving the customers honestly, promoting a
higher standard of living in the community, bringing comfort
and happiness to the society, protecting women and children
and providing for aged personnel;
To utilize human resource effectively;
To establish and maintain a productive and self respecting
relationship among all members of an Organization;
To establish and maintain an adequate organizational structure;
To bring about maximum individual development of the
members of an Organization;
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to maintain a high morale and better human relations inside an
Organization by sustaining and improving the conditions which
have been established so that employees may stick to their jobs
for a longer period;
Secondary Objectives:
The secondary objectives aim at achieving the primary
objectives economically, efficiently and effectively.
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Functions of Human Resource Management
According to different authors HRM functions can be divided in to different
categories. Some of the categories are as follows:
1. General and Specific functions;
2. Personnel administration and Industrial relations functions.
3. Managerial and Operative functions
General and Specific functions:
General Functions:
To conduct personnel research;
To assist in the programmes of personnel administration;
To develop appraisal plans;
To launch education and training programmes;
To develop a competent work force;
To establish and administer varied personnel services delegated to personnel
department.
Specific Functions:
Employment;
Safety;
Wage and salary;
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Benefit Schemes;
Community relations and
Advice and counseling the employees.
Personnel Administration and Industrial Relations Functions:
Personnel Administration:
These functions relate to the function of managing people from the lower to the
upper level of the Organization and embraces policy determination as well as
implementation of policies by the personnel at the lower levels;
Industrial Relations Functions:
These functions relate to interactions between the management and the
representatives of the unions. Such functions involve all activities of employer
employee relationship, such as Organization of the union members, negotiations
of contracts, collective bargaining, grievance handling, disciplinary actions,
arbitration etc- the purpose of all these being to prevent conflict between two
parties.
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Evaluating HR Function
Organizations can promote human excellence by offering a potential site for the
flowering most forms of human excellence. Within an organization, if there is
meritocracy, people compete for promotion and other rewards on the basis of
good work rather than on the basis of pull. Recognition and rewards for
creative ideas, discoveries, inventions, innovations etc. promote creative
excellence. The human resource development movement in industry is aimed at
facilitating organizationally useful individual growth and development. The
more an organization promotes individual or team excellence, the more the
organization itself is likely to excel because the work of any organization is
dependent on the work of its individual members and employee groups.
The human factor across all organizations comprises three basic elements:
1. The people themselves who work in the organization; the skills and
capabilities they possess and their attitude towards the company;
2. The management style prevalent in the organization, which usually
stems from the top. The style may be aggressive, authoritarian,
democratic or laissez faire and each type has a different impact on
the way people work as individuals or in groups;
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3. The organizational climate i.e. the work atmosphere in the
company, as determined by the degree of interpersonal
cooperation, the types of conflict resolution, the amount of
trustworthiness, the prevalent organizational politics etc.;
The quality of HRM practices prevalent in a particular organization can be rated
by scrutinizing the following factors:
Organization Climate:
1. Do people feel they are giving enough responsibility?
2. Do people know what is expected of them in the shape of objectives and
standards of performance?
3. Do people see themselves being fairly rewarded for their work and feel
that promotion policies are fair?
4. Do the employees feel that they belong to a worthwhile company and are
valuable members of working teams?
5. Is there adequate feedback to people on their performance, whether it is
good, bad or indifferent?
6. Is there sufficient to challenge in their jobs?
7. Are people given enough support by their managers or supervisors in the
shape of guidance or help?
RESEARCH METHODOLOGY22
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RESEARCH METHODOLOGY is a way to systemically solve the research problem. It may
be understood as a science of studying how research is done. and it to study the various steps
that are generally adopted by a researcher in studying his research problem it is necessary for
the researcher to design the methodology form the problem as a method differ from problem-
problem.
RESEARCH PROCESS
Before embarking on the detail of research methodology and the techniques it seems
appropriate to present the brief overview of the research process. Research process consists of
series of action or steps necessary to effectively carried out the research and the desired
sequencing of these steps one should remember that the desired sequencing of these steps.
any specific order and researcher have to be constantly anticipating at each steps in the
research process however the following order concerning various steps provide a useful
procedural guideline regarding the research process.
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PURPOSE OF THE STUDY
The significance of this project is to give the understanding of how companys ER
department tries to improve their productivity, good working conditions, proper training and
motivation, reduce cycle time, reduce production cost etc.
In HT behavioral as well as technical both trainings are given to the workforce. The project
focuses on how different methods, techniques and policies adopted by the management to
identify training needs of workforce and to provide them proper training according to need
identified. It will help you to understand how organization provides training time to time and
provide chance to workmen to update him/her and to provide benefit to both him/her and
organization.
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RESEARCH OBJECTIVE OF THE STUDY
The objective for this project is to undertake a study, the Role of HR Manager in HT
To Study How HR Department is Important for the Company
To study how Training and Development , Recruitment and Selection process are
performed in the Company
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RESEARCH METHODOLOGY OF THE STUDY
Methodology may be a description of process or may be expanded to include a
philosophically coherent collection of theories, concept or ideas as they relate to a particular
discipline or field of inquiry. This project requires a detailed understanding of the concept
hr management. Therefore , firstly we need to have a clear idea of, what is TRAINING &
DEVELOPMENT , how it is applied in HT and what are the different ways in which HR
Management provided to the employees in the organization etc.
RESEARCH DESIGN
Research design is a conceptual structure within which research is conducted; it is basically
the blue print for a collection of data, measurement and analysis of data . A research design
is the arrangement of conditions for collection and analysis of data in manner that aims to
combine relevance to research purpose with economy in procedure.
My research design is of descriptive type. A descriptive research includes survey fact
finding and enquiries of different kinds with a major purpose of description of affairs as it
exist in present.
DATA COLLECTION TECHNIQUES
Data collection.
The task of data collection begins after research problem has been defined and research
design/ plan chalked out while deciding about the data collection to be used for studying two
types of data is used. I have used primary and secondary data for which a comprehensive
questionnaire was prepared and was got filled up by the employee of the organization
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Primary data: Are those which are collected fresh and for first time and thus happen to be
original in character . as:-
Questionnaires: A formal list of the questions answered by the employee ofHT and
later analysis the responses. We have used structured questionnaire as a formal list of
question produces more reliable results.
Direct personal:personal interview is versatile and flexible.
Interview: Direct face to face conversation help in getting accurate data.
Secondary data: On the other hand are those which have already been collected by some one
else and which have been already passed on.
the method of collecting primary and secondary data differs since primary data are to
be originally collected while in case in secondary data the nature of data collections works is
merely that of compilation. As:
Internet
Books
Journal
Manuals
Annual reports
SAMPLE DESIGN
A sampling design is a definite plan for obtaining a sample for a given population. It refers to
the techniques and procedure the researcher would adopt in selecting items for sample design
is determined before data is collected. The sample size should also be ascertained before
starting the research program.
I have choosen a sample size of the 20 employee.
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LIMITATIONS
HT S are making strenuous effort in imparting training and development to their
personnel. There are several problems are related to it which act as a tumbling blocks
hampering the effectiveness of their employees. These problems can be summarized as
follows:
Employees do not enjoy the training because same old patterns of training are used
every time and they dont find it interesting.
There is a problem in identifying the needs of the employees.
Evaluation is an intrinsic part of the training and development process. No evaluation
has been made to find out the magnitude of the improvement in an employees
capabilities after the completion of the course. Without proper evaluation system, we
cannot measure the worth of the training programs for an organization and its
personnel.
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4. ANALYSIS & INTERPRETATION
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MACRO ANALYSIS
INTERPRETATION OF SKILL MATRIX OF HALL NO.1
LINE-1
In the Hall No. 1 on line-1, there are 13 workers and total number of machines is 12. With the
help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-1as follows:-
There are 45.51% workers on the star 1 level
There are 19.87% workers on the star 2 level
There are 13.46% workers on the star 3 level
There are 00.00% workers on the star 4 level
There are 07.05% workers on the star 5 level
Rests of the 14.11% workers are those who are not rotated on all of the machines.
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LINE-2
In the Hall No. 1 on line-2, there are 20 workers and total number of machines is 11. With the
help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-2 as follows:-
There are 52.27% workers on the star 1 level onLine-2
There are 18.18% workers on the star 2 level onLine-2
There are 13.18% workers on the star 3 level onLine-2
There are 03.18% workers on the star 4 level onLine-2
There are 08.18% workers on the star 5 level onLine-2
Rests of the 05.01% workers are those who are not rotated on all of the machines.
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LINE-3
In the Hall No. 1 on line-3, there are 14 workers and total number of machines is 11. With the
help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-3 as follows:-
There are 51.94% workers on the star 1 level on Line-3
There are 13.63% workers on the star 2 level onLine-3
There are 12.33% workers on the star 3 level onLine-3
There are 05.84% workers on the star 4 level onLine-3
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There are 01.94% workers on the star 5 level onLine-3
Rests of the 14.32% workers are those who are not rotated on all of the machines.
LINE-4
In the Hall No. 1 on line-4, there are 17 workers and total number of machines is 12. With the
help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-4 as follows:-
There are 30.88% workers on the star 1 level
There are 22.05% workers on the star 2 level
There are 15.68% workers on the star 3 level
There are 06.86% workers on the star 4 level
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There are 02.94% workers on the star 5 level
Rests of the 21.59% workers are those who are not rotated on all of the machines.
LINE-9
In the Hall No. 2 on line-9, there are 23workers and total number of machines is 18. With the
help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-9 as follows:-
There are 00.48% workers on the star 1 level
There are 02.17% workers on the star 2 level
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There are 10.86% workers on the star 3 level
There are 33.57% workers on the star 4 level
There are 04.10% workers on the star 5 level
Rests of the 48.82% workers are those who are not rotated on all of the machines.
LINE-10
In the Hall No. 2 on line-10, there are 21workers and total number of machines is 20. With
the help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-10 as follows:-
There are 00.47% workers on the star 1 level
There are 03.09% workers on the star 2 level
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There are 13.57% workers on the star 3 level
There are 07.38% workers on the star 4 level
There are 05.23% workers on the star 5 level
Rests of the 70.26% workers are those who are not rotated on all of the machines.
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MICRO ANALYSIS
ANALYSIS AND INTERPRETATION OF QUESTIONNAIRE-
Questionnaire was prepared in a view to study the changes in the performance skills and
abilities of the employees of HT GROUPS after the training programme was imparted to
them. For this I have taken a sample size of 20 employees and made an analysis.
Few questions are of general types consisting of employee name and their designation, age
sex etc.
1. Do you receive any kind of Training?
A. YES B. NO
All 20 workers taken as sample size said they all have attended many training
programmes. The ratio for Yes is 100% and 0% for No.
2. Which type of training do you received?
A. Technical B. Behavioral C. Managerial
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Out of 20 workers 28% workers said they have attended mostly technical training
programmes, 72% said they have attended mostly behavioral training programmes
and no one attended managerial training programme.
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3 Are you aware of training policies?
a. YES b. No
Out of 20 workers 99% workers are not aware about the training policies of
theorganization. Only 1% workers aware to the policies.
4. Are you able to understand clearly whatever is covered during the training?
a. YES b. NO
All the 20 workers said they understand clearly the topic covered in the training
programme.
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5. Do you feel that the training received by you is relevant to your work?
a. YES b. NO
Out of sample size 9% workers think that the training received by them is not relevant
to their work. Rests 91% think the training is relevant.
6. Do you feel any kind of difficulty during the training?
a. YES b. NO
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All the 20 workers said that they dont feel any difficulty during the training
programmes they have attended till now.
7. Is there a system of taking your feedback of the training that you receive?
a. YES b. NO
All the 20 workers said yes there is a system of taking feedback of the training
programmes.
8. Do you apply to your work situation whatever you learn during the training?
a. YES b. NO
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Out of sample size 75% workers are capable to apply whatever they learn during the
training programme and rests of 25% are those who are not capable to apply the
knowledge, they got during the training session.
9. Are you satisfied with the existing training & development system?
a. YES b. NO
b.
Out of sample size of 20 workers 63% are satisfied with the existing system of
training & development in organization. Rests of 37% workers are not on a
satisfactory position
10. Does your company maintain the training records?
a. YES b. NO c. Dont know
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Out of the sample size mostly workers dont know that the company maintains their
training record or not. About training record maintained or not by company 63%
workers said they dont know 24% said yes and 7% said no
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FINDINGS & SUGGESTIONS:
FINDINGS.
The top management rewards superiors for carrying out effective training.
The top management plans and budgets systematically made for training
Behavioral objectives are precise.
Trainers provide limited counseling and consulting services to the rest of the
organization.
The benefits of training and development are clear to the top management
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SUGGESTIONS..
In the era of the globalization the organization has to face new challenges in the present
context and achieve its objectives. It must be dynamic, desalinated efficient especially in the
training, development placement and promotion of its personnel. The huge investment in the
industrial sectors demand better operational efficiency, better management of capital and
above all, better management & development of human resources.
For enhancing the effectiveness of training & development programme there are few useful
suggestion which is implemented earnestly & sincerely may hopefully add to the luster &
improve the planning execution and follow-up of the training and development programme
in particular.
On the basis of my research I would like to suggest the following points for the organization:-
The appropriate person should be selected for the training.
Some changes to be made in feedback system so that unbiased feedback can
be achieved.
Most of the workers dont know that company is maintaining their training
records.
Training program should be in a scheduled way so that gap doesnt be occur
As the training is given to the workers the training programmes should be of
both types behavioral as well as technical.
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CONCLUSION
Bank sector occupies a pivotal position in the Indian economy. It is considered as a
pacesetter for the rest of the economy. It has expanded enormously and contributed a lot
towards the economic growth of country by adding a major share in the net national product
generating gainful employment & growth of every organization depends on the quality of the
manpower,& its people improvement & utilization in suitable challenging jobs. Training and
development is an important aspect of proffessionalisation of our executive cadre. There is no
doubt that training and development can do lot for development of its personnel. Training and
Development can do lot for its personnel. Training and Development is an integral part of the
Human Resource Development HRD. It is an important tool for the organization. To sharpen
executive knowledge with the object of strengthening & profit maximization of the
organization.
In Corporation Bank also training is very helpful towards organization and
employees. The employee attended training program of the company the were also benefited
by it in terms that their performance increased, also almost 70% of the employees also found
changes in terms of productivity i.e. they gained more professional knowledge also almost all
of them can discuss their needs with their superiors. We can therefore say, that training
programs discuss their needs with their superiors. We can therefore say, that training
programs are not only beneficial for the company but also beneficial for the employees
working and personal life.
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BIBLOGRAPHY
Books referred
C.R Kothari - Research Methodology
Beri Marketing Research (Tata McGraw Hill) , 1993 , 2 nd Edition
K Aswathappa , Human Resource and management, (Tata McGraw - Hill)
HR and PM, 2003, 3rd Edition
Dessler - Human Resource management ( Prentice - Hall) 9th Edition
Robbins S.P. Organizational Behaviour (Pearson Education , 2003 , 10th Edition)
Pareek U. Training Instruments for HRD and OD (Tata McGraw Hill) , 2 nd Edition
Websites
http://www.pdf-search-engine.com
http://www.mbajunction.com
http://www.hronline.com
http://www.gharidetergent.com
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http://www.pdf-search-engine.com/http://www.mbajunction.com/http://www.hronline.com/http://www.pdf-search-engine.com/http://www.mbajunction.com/http://www.hronline.com/ -
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ANNEXURES
-: Questionnaire:-
1. Do you receive any kind of Training?
a. YES
b. NO.
2. Which type of training do you receive?
a. Technical
b. Managerial
c. Behavioral
3. Are you Aware of training policies?
a. YES
b. NO
4. Are you able to understand clearly whatever is covered during the training?
a. YES
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b. NO
5. Do you feel that the training received by you are relevant to your work?
a. YES
b. NO
6. Do you feel any kind of difficulty during the training?
a. YES
b. NO
7. Is there a system of taking your feedback of the training that you receive?
a. YES
b. NO
8. Do you apply to your work situation whatever you learn during the training?
a. YES
b. NO
9. Are you satisfied with the existing training & development system?
a. YES
b. NO
10. Does your company maintain the training records?
a. YES
b. NO
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11. Does your company identify Need for training?
a. YES
b. NO
12. Does your company identify Need for training for freshers as well as for present
employers?
a. YES
b. NO
c. CANT SAY
13. Does your company use Job Rotation methods to train employees?
a. YES
b. NO
c. CANT SAY
14. Do you think evaluation is done properly?
a. YES
b. NO
15. Do you think training policies are followed adequately?
a. YES
b. NO
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