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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

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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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hapter THREE


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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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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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hapter !or


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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

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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.

S%-*'( '&',,


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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:

T&'/#%% A,,%,,


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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

- n t e r / " e ' 8

1 b s e r / a t " o n

9 u e s t " o n n a " r e 8

J o b a n a l & s " s ) 2 o b # e s c r " % t " o n 8

+ r o u %

+ r o u % % r o 2 e c t 8

+ r o u % m e e t " n ( ) # " s c u s s " o n 8

1 r ( a n " 3 a t " o n

A n a l & s " s o f f u t u r e t r e n # s ) o % % o r t u n " t " e s 8

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

3. D%%()?/# $&'/#/# ?&)&'<


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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&'/#/#:

39


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- n t r

o # u

c t " o

n

a b o

u t

J = :

- n t r o # u c t " o n a b o u t J = :T h e

m " s

s " o

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J = :

T h e m " s s " o n o f J = :T h

e

/ " s "

o n

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J = :

T h e / " s " o n o f J = :< " n a n

c " a l

s t r u c

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o f

J = :

< " n a n c " a l s t r u c t u r e o f J = :$ o r % o r

a t e

r u l e s

a n #

r e ( u l a t "o n s o f

J = :

$ o r % o r a t e r u l e s a n # r e ( u l a t " o n s o f J = :; a r " o

u s

# e % a

r t m e

n t so f

J = :

; a r " o u s # e % a r t m e n t s o f J = := r

a n

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o f

J = :

= r a n c h e s o f J = :A n n u a l

% e r f o r m

a n c e

e / a l u a t "o n

% r o c e #

u r e

A n n u a l % e r f o r m a n c e e / a l u a t " o n % r o c e # u r eJ o b

# e s c

r " % t "

o n% r e /

" e '

J o b # e s c r " % t " o n % r e / " e '> u

m a

n

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n

> u m a n r e s o u r c e % l a nP e e

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% r o c

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P e e r f e e # b a c 7 % r o c e s sP r o c e

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a n #% o l " c "

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J = :

P r o c e # u r e s a n # % o l " c " e s o f J = :

?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$%&, T&'/#/# F'+/(/$/%,:

4.12.3. C&/$%&/' >)& ,%(%+$/# $% $&'/#/#


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$. 'ost 8 conveniences factors:

o Location.

o >umber to be trained.

o Timing of training.

o 'ompany preferences.

E'(*'$/# $% $&'/#/# ?&)&'


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0 / e n t s

C e b " n a r s 8

$ l a s s e s 8

5 e m " n a r s 8

$ o n f e r e n c e s 8

C o r 7 s h o % s 8

1 n A t h e A J o b

J o b s h a # o ' " n ( 8

1 b s e r / a t " o n a n # # e m o n s t r a t " o n 8

$ o a c h " n ( 8

$ r o s s A t r a " n " n ( 8

$ h a l l e n ( " n ( a s s " ( n m e n t s 8

* e n t o r " n ( 8

1 r ( a n " 3 a t " o n a l

1 n l " n e T r a " n " n ( 8

$ o m m " t t e e l e a # e r s h " % 8

4 e ( r e e P r o ( r a m s 8

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/

e lo

%me

nt

Pro

ce

s

4e/

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nt

Pro

ce

s

1n

th

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ob

1n

th

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ob

5.16.1. D%%()? JB L/


46/63

"

M#

R T

"

p

e c

i $

c

M

e a

s

r e

a

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# t

t a

i n

a

% &

e

R

e &

e '

an t

T i

m

e & i

n

e ss

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

47


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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.

49


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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.

&&. F%%'+= ?&)+%,, ')?$% $)?


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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.

58

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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