Professional Documents
Culture Documents
Training Development PNB
Training Development PNB
Training Development PNB
1. Introduction
2. Training
2.1 Meaning
2.2 Definition
2.3 Comparison
2.4 Importance
2.5 Principle
2.6 Need of Training
7. The STUDY
8. Analysis
9. Suggestion
10.Conclusion
11. Annexure
PREFACE
As a part of my curriculum for MBA, I am required to undergo two months
practical training. The objective of this training is to gain an insight into
functioning of the personnel department in an organization. The emphasis is on
appraising myself with practical implications of the theoretical concepts of Human
Resource management learnt at the institute, in the working environment.
It also aims to know and study obstacles in the proper utilization and increase the
effectiveness of Training programs and try to suggest remedial measures wherever
possible.
The data was collected through well structured questionnaires. About 100
employees were considered for the sample size out of 300 employees, since the
researchers are given very limited time. This survey was carried out in various
departments of the Company.
In the course of study, it was found that the training programmes analyzed were
provided to all the employees of oil and natural gas corporate limited and was not
specific to particular category of employees. The in depth study of the welfare
measures adopted by the company revealed that majority of the employees were
fairly satisfied with the training and development programmes.
ACKNOWLEDGEMENT
I am thankful to Mr. ATUL JAIN (Head H.R.) there moral support without their
support this project would have been impossible. I thank them for their constant
guidance in every aspect of this project.
I am thankful to Ms. Sweta Singh, H.R. Executive of , PNB BANK for her moral
support and guidance.
DECLARATION
I VISHAKHA GOEL, Roll No. 0903370178, a student of MBA of U.P. Technical University.
Lucknow hereby declare that the Research report titled A STUDY OF TRAINING AND
DEVELOPMENT PROCESS IN PNB BANK is my original work and the same has not been
submitted for the award of any other diploma or degree.
Place:
Date :
VISHAKHA GOEL
Roll No. 0903370178
M.B.A. III Sem
INTRODUCTION
The success of any organization in the long run depends very much on the
quality of human resources. Human resources comprise the aggregate of
employee
attributes
including
health
which
are
unlimited provided it is tapped in the right way, hence organization of all kinds
seem to be growing increasingly aware of its economic importance as a resource.
In a competitive business world the success of an organization depends to a great
extent upon the leadership of the manager. If he can lead people effectively and
attain organizational objectives the organization will flourish.
TRAINING
Every organization needs to have well trained and experienced persons to
perform the activity that have to be done. In a rapidly changing business
environment training and development is not only an activity but also an
independent function or sub system within the organization which it must commit
its resources if it has to maintain a viable and knowledgeable work force.
Training is defined as learning that is provided in order to improve performance on
the present job. A person's performance is improved by showing her how to master
a new or established technology. The technology may be a piece of heavy
machinery, a computer, a procedure for creating a product, or a method of
providing a service.
Oliver Sheldon says No industry can rendered efficient so long as the fact remains
unrecognized that the in principally human not a mass of machines and technical
process but a body of men. If manpower is properly utilized it causes the industry
to run at its maximum optimization getting results and also works for as an climax
for industrial and group satisfaction in the relation to the work formed.
Competitive advantage is therefore depending on the knowledge and skill
possessed by employee more than the finance or market structure by organization.
Definition:
Staimez: defines Training is a short term process utilizing a systematic and
organized procedure by which non-managerial personnel to learn technical
knowledge and skill
Mamoria: defines Development covers not only the activities which improve job
performance, but also those which b ring about growth of personality, helps
individual in the process towards maturity and actualization of this potential
capacities so that they become not only good employees but also both good men
and women.
S. P. Robbins: Defines Training is a learning process which seeks a relatively
permanent change in behavior that occurs as a result of experience.
Dale Yoder: Defines It is that deals with the effective control and use of
manpower as a distinguished from other source of man power
Meaning:
Training is part of Human Resource Development. It is concerned with concerned
with training, development, and education. Training has been defined as an
organized learning experience, conducted in a definite time period, to increase the
possibility of improving job performance and growth. Organized means that it is
conducted in a systematic way.
Although learning can be incidental, training is concerned with the worker learning
clear and concise standards of performance or objectives.
Training is the acquisition of technology which permits employees to perform
their present job to standards. It improves human performance on the job the
employee is presently doing or is being hired to do. Also, it is given when new
technology in introduced into the workplace.
Development is training people to acquire new horizons, technologies, or
viewpoints. It enables leaders to guide their organizations onto new expectations
by being proactive rather than reactive. It enables workers to create better products,
faster services, and more competitive organizations. It is learning for growth of the
individual, but not related to a specific present or future job. Unlike training, which
can be completely evaluated, development cannot always be fully evaluated. This
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does not mean that we should abandon development programs, as helping people
to grow and develop is what keeps an organization in the cutting edge of
competitive environments. Development can be considered the forefront of what
many now call the Learning Organization.
Development involves changes in an organism that are systematic, organized, and
successiveand are thought to serve an adaptive function. Training could be
compared this metaphor - if I miss one meal in a day, then I will not be able to
work as effectively due to a lack of nutrition. While development would be
compared to this metaphor - if I do not eat, then I will starve to death. The survival
of the organization requires development throughout the ranks in order to survive,
while training makes the organization more effective and efficient in its day-to-day
operations.
Table 1 comparison between Training and Development
Points of comparison
1. Definition
Training
Development
Training is a short term Development is a long
process
utilizing
which
personnel which
managerial
learn
purpose.
knowledge
for
general
purpose.
2. Contents
3. Participants
and
operations.
philosophical concept.
Non-Managerial
Managerial personnel.
personnel.
4.Time period
Short
term
one
short Long
term
continuous
affair.
process.
5. Purpose
Total personality.
6. Scope
7. Nature of process
Narrow.
Wider.
Reactive process to meet Proactive process to meet
current need.
8. Methods used
methods,
apprenticeship,
training etc.
9. Personality
future needs.
makes
as training
use
such
of
job
as
job
12
for
efficiency
updating
his
profession knowledge.
10. Utilization
seeks
to
prepare
responsible
and
challenging job.
13
Importance of training
A well planned and well executed training programme can provide the following
advantages:
time and cost involved in learning. Employees can more quickly reach the
acceptable level of performance. They need not waste their time and efforts
in learning through trial and error.
4. Cost reduction:- training employees make more economical use of
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participants. Therefore, well trained personnel can grow faster in their jobs.
Training prevents the obsolescence of their skills and knowledge. Trained
employees are more valuable asset to the organization. Training helps to
develop people for promotion to higher posts and to develop future
managers.
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16
Principle of Training:
1. Training Plan: This must be well planned, prescribed and ably executed
effective implementation depends to great extend on planning.
3. Equity and fairness: T and D program must enjoy equal opportunity to drive
benefit out of such training and must have equal chance to undergo such training.
17
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suppliers to ensure the quality of critical inputs. Organizations with a strong focus
on customer service may provide training for purchasers to their product.
1. Shortage of skill: Skilled and knowledge people are always on short supply,
alternatively they are too expensive to hire from outside. The best way is to
improve the skill and knowledge of the existing employees through Training and
Development.
2. Technological Obsolesce: Growth of technology takes place very fast. This will
render current technological obsolesces in the near future.
3. Personal Obsolesce: At the time of recruitment employees posses a certain
amount of knowledge and skill. As the time passes their knowledge becomes
obsolesce unless it is uploaded by proper training. This happens because of
changes take place in product methods procurement of better machines.
4. Organization Obsolesce: Modern management has introduced a number of
innovative steps in functioning of management like play organizing, controlling to
such change are bound to fail and become obsolete, to prevent obsolesce
organization. Employees must be exposed to modern Technology through T & D
5. Increased Productivity: Instruction can help employees increase their level of
performance. Increase human performance often directly leads to operational
productivity and increase company profits.
19
20
21
chances of
as a
part
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COMPANY PROFILE
BANKING STRUCTURE
The Indian banking industry, which has Reserve Bank of India as its regulatory authority, is a
mix of the public sector, private sector, and foreign banks. The private sector banks are again
split into old banks and new banks.
SCHEDULED BANKS
Scheduled commercial banks are those that come under the purview of the Second
Schedule of Reserve Bank of India (RBI) Act, 1934. The banks that are included under this
schedule are those that satisfy the criteria laid down vide section 42 (60 of the Act). Some cooperative banks come under the category of scheduled commercial banks though not all cooperative banks.
23
era, are looking to expand and diversify. Some of the leading foreign banks that operate in India
are Citibank, Standard Chartered Grindlays Bank, Hong Kong Shanghai Banking Corporation,
Bank of America, Deutsche Bank, Development Bank of Singapore and Banque National De
Paris.
25
COMPANY PROFILE
History
1895: PNB commenced its operations in Lahore. PNB has the distinction of being the first Indian
bank to have been started solely with Indian capital that has survived to the present. (The first
entirely Indian bank, the Oudh Commercial Bank, was established in 1881 in Faizabad, but
failed in 1958.) PNB's founders included several leaders of the Swadeshi movement such as Dyal
Singh Majithia and Lala HarKishen Lal, Lala Lalchand, Shri Kali Prosanna Roy, Shri E.C.
Jessawala, Shri Prabhu Dayal, Bakshi Jaishi Ram, and Lala Dholan Dass. Lala Lajpat Rai was
actively associated with the management of the Bank in its early years.
1904: PNB established branches in Karachi and Peshawar.
1940: PNB absorbed Bhagwan Dass Bank, a scheduled bank located in Delhi circle.
1947: Partition of India and Pakistan at Independence. PNB lost its premises in Lahore, but
continued to operate in Pakistan.
1951: PNB acquired the 39 branches of Bharat Bank (est. 1942), Bharat Bank became Bharat
Nidhi Ltd.
1960s: PNB amalgamated Indo Commercial Bank (est. 1933) in a rescue.
1961: PNB acquired Universal Bank of India.
1963: The Government of Burma nationalized PNB's branch in Rangoon (Yangon).
September 1965: After the Indo-Pak war the government of Pakistan seized all the offices in
Pakistan of Indian banks, including PNB's headoffice, which may have moved to Karachi. PNB
also had one or more branches in East Pakistan (Bangladesh).
1969: The Government of India (GOI) nationalized PNB and 13 other major commercial banks,
on July 19, 1969.
1976 or 1978: PNB opened a branch in London.
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1986: PNB acquired Hindustan Commercial Bank (est. 1943) in a rescue. The acquisition added
Hindustan's 142 branches to PNB's network.
1993: PNB acquired New Bank of India, which the GOI had nationalized in 1980.
1998: PNB set up a representative office in Almaty, Kazakhstan.
2003: PNB took over Nedungadi Bank, the oldest private sector bank in Kerala. Rao Bahadur
T.M. Appu Nedungadi, author of Kundalatha, one of the earliest novels in Malayalam, had
established the bank in 1899. It was incorporated in 1913, and in 1965 had acquired selected
assets and deposits of the Coimbatore National Bank. At the time of the merger with PNB,
Nedungadi Bank's shares had zero value, with the result that its shareholders received no
payment for their shares. PNB also opened a representative office in London.
2004: PNB established a branch in Kabul, Afghanistan. PNB also opened a representative office
in Shanghai. PNB established an alliance with Everest Bank in Nepal that permits migrants to
transfer funds easily between India and Everest Bank's 12 branches in Nepal.
2005: PNB opened a representative office in Dubai.
2007: PNB established PNBIL - Punjab National Bank (International) - in the UK, with two
offices, one in London, and one in South Hall, Middlesex. Since then it has opened a third
branch in Leicester, and is planning a fourth in Birmingham.
2008: PNB opened a branch in Hong Kong.
27
With over 38 million satisfied customers and 4668 offices, PNB has continued to retain its
leadership position among the nationalized banks. The bank enjoys strong fundamentals, large
franchise value and good brand image. Besides being ranked as one of India's top service brands,
PNB has remained fully committed to its guiding principles of sound and prudent banking. Apart
from offering banking products, the bank has also entered the credit accountd & debit accountd
business; bullion business; life and non-life insurance business; Gold coins & asset management
business, etc.
Since its humble beginning in 1895 with the distinction of being the first Indian bank to have
been started with Indian capital, PNB has achieved significant growth in business which at the
end of March 2009 amounted to Rs 3,64,463 crore. Today, with assets of more than Rs 2,46,900
crore, PNB is ranked as the 3rd largest bank in the country (after PNB and ICICI Bank) and has
the 2nd largest network of branches (4668 including 238 extension counters and 3 overseas
offices).During the FY 2008-09, with 39% share of low cost deposits, the bank achieved a net
profit of Rs 3,091 crore, maintaining its number ONE position amongst nationalized banks. Bank
has a strong capital base with capital adequacy ratio as per Basel II at 14.03% with Tier I and
Tier II capital ratio at 8.98% and 5.05% respectively as on March09. As on March09, the Bank
has the Gross and Net NPA ratio of only 1.77% and 0.17% respectively. During the FY 2008-09,
its ratio of priority sector credit to adjusted net bank credit at 41.53% & agriculture credit to
adjusted net bank credit at 19.72% was also higher than the respective national goals of 40% &
18%.
PNB has always looked at technology as a key facilitator to provide better customer service and
ensured that its IT strategy follows the Business strategy so as to arrive at Best Fit. The
bank has made rapid strides in this direction. Alongwith the achievement of 100% branch
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computerization, one of the major achievements of the Bank is covering all the branches of the
Bank under Core Banking Solution (CBS), thus covering 100% of its business and providing
Anytime Anywhere banking facility to all customers including customers of more than 2000
rural branches. The bank has also been offering Internet banking services to the customers of
CBS branches like booking of tickets, payment of bills of utilities, purchase of airline tickets
etc.Towards developing a cost effective alternative channels of delivery, the bank with more than
2150 ATMs has the largest ATM network amongst Nationalised Banks.
With the help of advanced technology, the Bank has been a frontrunner in the industry so far as
the initiatives for Financial Inclusion is concerned. With its policy of inclusive growth in the
Indo-Gangetic belt, the Banks mission is Banking for Unbanked. The Bank has launched a
drive for biometric smart accountd based technology enabled Financial Inclusion with the help of
Business Correspondents/Business Facilitators (BC/BF) so as to reach out to the last mile
customer. The BC/BF will address the outreach issue while technology will provide cost
effective and transparent services. The Bank has started several innovative initiatives for
marginal groups like rickshaw pullers, vegetable vendors, diary farmers, construction workers,
etc. The Bank has already achieved 100% financial inclusion in 21,408 villages.
Backed by strong domestic performance, the bank is planning to realize its global aspirations. In
order to increase its international presence, the Bank continues its selective foray in international
markets with presence in Hongkong, Dubai, Kazakhstan, UK, Shanghai, Singapore, Kabul and
Norway. A second branch in Hongkong at Kowloon was opened in the first week of April09.
Bank is also in the process of establishing its presence in China, Bhutan, DIFC Dubai, Canada
and Singapore. The bank also has a joint venture with Everest Bank Ltd. (EBL), Nepal. Under
the long term vision, Bank proposes to start its operation in Fiji Island, Australia and Indonesia.
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Bank continues with its goal to become a household brand with global expertise.
Amongst Top 1000 Banks in the World, The Banker listed PNB at 250th place. Further, PNB is
at the 1166th position among 48 Indian firms making it to a list of the worlds biggest companies
compiled by the US magazine Forbes.
Financial Performance:
Punjab National Bank continues to maintain its frontline position in the Indian banking industry.
In particular, the bank has retained its NUMBER ONE position among the nationalized banks in
terms of number of branches, Deposit, Advances, total Business, operating and net profit in the
year 2008-09. The impressive operational and financial performance has been brought about by
Banks focus on customer based business with thrust on SME, Agriculture, more inclusive
approach to banking; better asset liability management; improved margin management, thrust on
recovery and increased efficiency in core operations of the Bank. The performance highlights of
the bank in terms of business and profit are shown below:
30
BOARD OF DIRECTORS
31
Shri. S.R.Khurana
32
33
VISION
"To be a Leading Global Bank with Pan India footprints and become a household brand in
the Indo-Gangetic Plains providing entire range of financial products and services under
one roof"
MISSION
"Banking for the unbanked"
34
36
37
Sh. K. R. Kamath
CMD
Executive Directors
Sh. M.V.Tanksale
Executive Director
Executive Director
Sh. Mohan Vasanth Tanksale has joined as Sh. Nagesh Pydah has joined as Executive
Executive Director in Punjab National Bank. Director, in Punjab National Bank. Before
Before joining the Punjab National Bank as joining the Bank as Executive Director, He
Executive
Director,
Sh.
Tanksale
Sh. Tanksale is a Science Graduate and is associated with Indian Institute of Bankers
having professional qualification - CAIIB and and is a diploma holder in Financial Market
AICWA.
38
He has 34 years experience in Loan America NT & SA, he joined Bank of India
Monitoring,
Planning,
Research
and
Administrative
Offices
in
Before joining the Bank as Executive Corporate Banking, Foreign Exchange, Gold
Director, Sh. Tanksale was working as and Diamond Banking, Planning, MIS and
General Manger Transaction Banking in Accountd Products etc. during his 36 years
Union Bank of India.
Directors
39
Sh. L.M.Fonseca
Part-time Non-Official
Director
Nominee Director
Director
Part-time Non-Official
Part-time Non-Official
Director
Director
Sh. G R
Sh. Tribhuwan
Sundaravadivel
Nath Chaturvedi
Singh Workmen
Officer Employee
Share Holder
Share Holder
Employees
Director
Director
Director
Director
40
Allison Rossett and Joseph W. Arwady states The question is not whether you
will solicit this kind of information through needs assessment. It is how much of it
you will do and using which tools. The culmination for the assessment phase is a
set of objectives specifying the purpose of the training and the competencies
required in trainees after they complete the program.
This section considers the choice of methods for employees training. With training
objectives defined and learning principles in mind, the trainer must be choose
appropriate training methods and design the sequence of events in the training
program. Perhaps the first decision to be made is whether to conduct the training
on the job or away from the job. In many cases, the decision is to do some of both.
41
1. On the Job Training: On the job training is conducted at the work site and in
the context of the actual job. The vast majority of all industrial training is
conducted on the job, often by the trainees immediate superior or a nominated
peer trainer. On-the job training has several advantages:
b. Because of training setting is also the performance setting, the transfer of
training to the job is maximized
c. The cost of a separate training facility and a full-time trainer are avoided or
reduced.
d. Trainee motivation remains high because it is obvious to trainees that what they
are learning is relevant to the job
e. Trainees generally find on-the-job training more valuable than classroom
training.
and
intimate
supervision
of
master
craftsman
or
expert
42
worker/supervisor. During apprenticeship training period, the trainees are paid less
than that of a qualified worker.
3. Job Rotation: In the job rotation, management trainee/employee is made to
move from one function to another at planned intervals. Job rotation is widely used
as a management executive development program which makes the employee or
management trainee, a multi-tasking individual. It can be done either vertical or
horizontal.
4. Coaching and Understanding method: Training under experienced worker
they are coached and instructed by skilled co-worker by supervisor by special
trainee instructor.
5. Outbound Training: The outbound training is conducted in a location
specifically designated for training. It may be near the workplace or away from
work, at a customized training center or a resort. The purposes of conducting this
kind of training away from the work place is to minimized or avoid distractions of
the employee from their daily work routine and allows them to devote their full
attention the specific subject. Some of the outbound training methods and activities
are:
a. Action planning: Often a closing activity asking participants to specify or set
goals about exactly what they will do differently back on the job
43
otherwise
44
visualize or
rope
activities.
t. Problem-solving activities
u. Role-play
v. Self-assessment instrument or quiz. An example is a conflict
resolution
style inventory.
w. Team Building: A series of group activities and sometimes surveys used
develop team skills and role clarify in a team of people who must work
to
together
45
46
10. Retraining
1. Classroom lectures: This is the simplest and from the off the job training. This
is a best form of instruction when the instruction is to convey information on rules,
regulation, policies and procedures.
2. Conference and Seminars and Workshops: This is a formal method of
arranging meeting in which individuals confer to discuss points of common interest
for enriching their knowledge and skill. This is group activity. It encourages
groups discussion and participation of individuals for seeking clarification and
offering explanation and own experience. It is a planned activity with a leader or
moderator to guide the proceedings, which is focused on agreed agendas points
prefixed during planning stage of such conference.
There are three variables:
Directed conference
Training conference
Seminars and workshops
3. Group discussions and study analysis: case study method was initially
introduced by Christopher Lang Dell at Harvard Law School in 1880s. The
principle used is experiences are the best teacher. Here several empirical
structures are examined in detail to find out commonalities to derive general
discussion. Based on such studies and group discussion are initiated to derive
47
common lesson. This method has, however limited use of worker but both use for
supervisors. In case of workers, areas of importance in this method are that the
quality control.
48
49
Evaluation phase:
Majority of employees were in agreement with the statement and said that training
does helps in imparting a sense of belongingness for their organization as very few
employees think otherwise.
Evaluation is the systematic collection and assessment of information for the
deciding how best to utilize available training resources in order to achieve
organizational objectives.
One of the most common ways of evaluating management training is named
kirkpatricks model. This has 4 steps as described below:
Step1. Reaction
Step2. Learning
Step3. Behaviour
Step4. Results
Why Evaluation?
Training is done with specific objective. Hence, evaluation of training is a must. It
is necessary in order to determine:
If the development objectives were achieved.
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When to evaluate:
The evaluation process normally starts right from the stage when the
inauguration stage of training or when the trainees reach the campus: during
training: and after training, say, form three months to one year. Evaluation at the
inauguration stage will help to compare the laid down objective and contents of the
programme with the expectations of the participants. This process will thus help
the programme designers to change content of the programme to match the
participants expectations and objectives. This evaluation is known as the pretraining evaluation.
51
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content and objectives of the training. Samples measures of results include cost
savings, profit, productivity, quality, accidents, turnover, and employee attitude.
Training & Development
An integral part of , PNB BANKs employee-centered policies is its thrust on
their knowledge up gradation and development. , PNB BANK Academy,
previously known as Institute of Management Development (IMD), which has an
ISO 9001 certification, along with 7 other training institutes, play a key role in
keeping our workforce at pace with global standards.
PNB BANK Academy is the premier nodal agency responsible for developing the
human resource of , PNB BANK. It also focuses on marketing its HRD expertise
in the field of Exploration & Production of Hydrocarbons. , PNB BANKs Sports
Promotion Board, the Apex body, has a Comprehensive Sports Policy through
which top honors in sports at national and international levels have been achieved
Transforming the Organization
, PNB BANK has undertaken an organization transformation exercise in which HR
has taken a lead role as a change agent by evolving a communication strategy to
ensure involvement and participation among employees in various work centers.
Exclusive workshops and interactions/brainstorming sessions are organized to
facilitate involvement of employees in this project.
53
Participative Culture
Policies and policy makers at , PNB BANK have always had the interests of the
large and multi-disciplined workforce at heart and have been aware of the nuances
and significance of cordial Industrial Relations. By enabling workers to participate
in management, they are provided with an Informative, Consultative, Associative
and
Administrative
forum
for
interactive
participation
and
for
Calamity Relief
Development of Infrastructural Facilities
Development of the Socially & Economically Weaker Sections of Society
Benefit and Welfare
Sports
Around 150 sportspersons including 95 international level performers are on the
rolls of , PNB BANK representing your Company in 15 different games.
, PNB BANK hosted the , PNB BANK Nehru Cup International Invitational
Tournament during 2007-08.
Chess Queen Koneru Humpy was conferred with Padmashri and Badminton ace
Chetan Anand received the Arjuna Award.
Reigning World Billiards Champion Pankaj Advani retained his title after an 'all ,
PNB BANK Final' in which Dhruv Sitwala was the Runner-up
Arjuna Awardee Virender Sehwag became the first Indian and third cricketer to
score two triple Test centuries.
, PNB BANK won the Petroleum Minister's PSPB Trophy for Overall Best
Performance in 2007-08 for the fifth year in succession
Corporate Social Responsibility
55
Women Empowerment
Women employees constitute about 5% of , PNB BANK's workforce. Various
programmes for empowerment and development, including programme on gender
sensitization are organized regularly
56
Induction Training
The fresh incumbents of the organization are exposed to wide gamut of technology
of petroleum industry synergic approach covering multi disciplinary theoretical
and practical aspects with emphasis upon on the job training.
57
58
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subject concerned.
(b) The team of fellowship/scholarship study does not exceed 12 months.
(c) The decision of the management to who should be sponsored for such
60
(e) The executive/employee would also be entitled to both ways air fare,
if the same is not payable to him, in accordance with the awarded of
fellowship/scholarship.
(f) Sponsoring can also be done in those cases where admission rules
insist that such sponsorship is necessary by the employee. However,
sponsoring does not automatically mean that he would be entitled for
the benefits as mentioned above, unless he satisfied the above
conditions.
ii.
61
62
will be born by the company and shall be paid directly to the institute
concerned either in installments or as a lumpsum.
2. Pay and Allowances:- The officer will be treated as on duty for the period
of the course and will be paid his/her normal pay plus dearness allowance
and housing facility only. No other allowances will be payable.
63
during the entire period of training but this will not be treated as a case of
transfer and transfer TA shall not be payable for self and family.
TA as on tour, excluding Daily Allowance, will be allowed from the place of
his/her duty to the Institute and back.
A lumpsum of Rs.500/- per month is paid for meeting expenditure towards
boarding, lodging and other incidental expenses during the period of course
of study at the Institute and payment of the same will be made directly to the
officer by the respective Region/Institute/Project/Office.
Where the course fee includes expenses on boarding and lodging, the
aforesaid lumpsum of Rs.500/- p.m. will not be admissible.
In case of officer is allowed any stipend by the Institute concerned, the
amount of lumpsum paid shall be so regulated that the sum of stipend paid
and lumpsum does not exceed Rs.500/If the amount of stipend exceed Rs.500/-, the officer would be allowed to
obtain the whole amount of the stipend, but in that case he/she will not be
entitled to the lumpsum amount of Rs.500/- per month.
Before releasing the lumpsum, every month, it will have to be ascertained
whether the employee received any stipend from the Institute concerned and
a certificate to this effect that he/she is not receipt of any stipend, duly
64
be allowed
to keep his/her
establishment/family at any place of his/her choice during the training period and
may draw HRD limited to the amount admissible for the last place of his/her
posting subject to fulfillment of other prescribed conditions.
6. Medical Facilities: The officer will be entitled to medical facilities for self and
family, as per companys Rule during the period of training.
7. Bond: Before the officer actually leaves for training programme, he/she is
required to execute a surety-cum-personal Bond, on non-judicial stamp paper to
serve the company for a period of five years on completion of his/her course.
Value of the bond will be twice the amount of expenditure estimated to be
incurred/expended on this by company.
65
(ii)
66
C. INCENTIVE etc.
For acquiring the degree/diploma, as referred above, for the assistance of the
company,
the
employee
will
not
be
eligible
for
any
additional
(i)
(ii)
(iii)
(iv)
67
(vi)
68
These are the objective I had taken for my study:1. To find out personal as well as organizational growth and development.
2. To find out contribution of organization as well as senior to make training
programs successful.
3. To find out Training Needs Analysis.
4. To know learning outcomes of training program.
69
RESEARCH METHODOLOGY
OBJECTIVES OF RESEARCH:
70
RESEARCH APPROACHES
There are two basic approached to research, quantitative approach and the
qualitative approach. The former involves the generation of data in quantitative
form, which can be subjected to rigorous quantitative analysis in a formal and rigid
71
This research follows both the inferential quantitative and qualitative approach.
The questionnaires circulated to collect the relevant information have been
analyzed ion the basis of rating is based on 5 scales and then, aggregate of the
rating of all the questions of a group has been taken to find out the percentage of
each response to that group.
72
73
74
There are many methods of collecting primary data and the main methods include:
Questionnaire
Interviews
Focus group interviews
Observation
Case studies
Diaries
portfolios
Secondary data: Publish data and the data collected in the past or other parties is
called secondary data.
Magazine
HR Manual
Internet
Newspaper
75
LIMITATIONS
Best possible efforts have been made to make this study as comprehensive and
representative as possible. Actually, this project is not done in headquarter of ,
PNB BANK which is in Dehradun from where all training programs developed
and conducted so I could not take feedback from the top management who are
involves in making training programs in , PNB BANK. Since attitudes are
influenced by social background as well, the results may not be reflective of the
opinion of the entire organization.
76
DATA ANALYSIS
Response Category
No.
of Percentage
No.
(a)
(b)
(d)
(e)
respondents
Strongly Agree (5)
28
Agree (4)
54
Neither agree nor disagree (3) 11
Disagree (2)
6
Strongly disagree (1)
2
Total
100
(%)
28
54
11
6
2
100
Graph No.1
11%
6% 2%
Agree (4)
28%
Neither agree nor
disagree (3)
53%
Disagree (2)
Strongly disagree
(1)
Analysis:
77
From the above graph it is clear that majority of the respondents agree that
training is an important factor for growth of organization is most important factor
and it plays a major role in growth of both employees as well as organization.
S.
Response Category
No.
(a)
(b)
(d)
(e)
No.
of Percentage
response
(%)
28
54
11
7
0
100
28
54
11
7
0
100
78
11%
7% 0%
Agree (4)
28%
Neither agree nor
disagree (3)
54%
Disagree (2)
Strongly disagree
(1)
Analysis:
Form the above graph it may be concluded that Training and Development
program is conducted as regular activity at , PNB BANK. They believe that regular
training program keeps the employees updated and upgraded about the knowledge
of various hurdles arising during the job process.
79
S.
Response Category
No.
No.
(a)
(b)
(c)
(d)
(e)
of Percentage
response (%)
Strongly Agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Strongly disagree (1)
Total
32
62
3
2
1
100
32
62
3
2
1
100
3%
2%
1%
Agree (4)
32%
Neither agree nor
disagree (3)
62%
Disagree (2)
Strongly disagree
(1)
Analysis:
80
From the above graph it is clear that majority of respondents accept that
training helps in improving their skill and knowledge to execute their job
efficiently. Higher level employees gave maximum response and they feel that
training has updated them with new skills and knowledge.
81
Vision and mission of , PNB BANK is clearly specified by your mentor when
nominating for a training program.
S.
Response Category
No.
(a)
(b)
(d)
(e)
No.
of Percentage
response (%)
Strongly Agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Strongly disagree (1)
Total
9
40
37
9
5
100
9
40
37
9
5
100
82
9%
37%
5%
Agree (4)
9%
40%
Analysis:
A trainee has to know the vision and mission of the organization before
attending a training program. Thus it is clear from graph that approx 50% of
respondents actually know vision and mission of , PNB BANK. However, lower
level employee feel that vision and mission of the organization is not clearly
specified by their mentor. Moreover, approx. 50% of top level employees gave
neutral response which indicates that they also expect more clarity about the above.
83
S.
Response Category
No.
No.
of Percentage
response (%)
(a)
(b)
(d)
(e)
13
47
25
10
5
100
13
47
25
10
5
100
5%
13%
Agree (4)
Neither agree nor
disagree (3)
25%
47%
Disagree (2)
Strongly disagree (1)
Analysis:
84
Mostly top level employees agreed that they are motivated by their seniors to
undergo relevant training programs. But lower level employees feel lack of support
and motivation by their seniors even they didnt get that much opportunity to
undergo relevant training programs because of work pressure.
85
You are given adequate time and opportunity to plan and implement
S.
Response Category
No.
No.
(a)
(b)
(d)
(e)
of Percentage
response (%)
Strongly Agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Strongly disagree (1)
Total
12
62
17
8
1
100
12
62
17
8
1
100
1%
12%
Agree (4)
17%
Neither agree nor
disagree (3)
Disagree (2)
62%
Strongly disagree (1)
86
Analysis:
From the graph, majority of the respondents agree that they had been given
adequate time and opportunity to implement in their work whatever they learn in
training. But lower level totally do not agree stating that they are uploaded by
pending works and do not get opportunities to implement their learning in
trainings.
87
S.
Response Category
No.
No.
(a)
(b)
(c)
(d)
(e)
of Percentage
response (%)
Strongly Agree (5)
Agree (4)
Neither agree nor disagree (3)
Disagree (2)
Strongly disagree (1)
Total
25
55
16
2
2
100
25
55
16
2
2
100
2%2%
25%
Agree (4)
Neither agree nor
disagree (3)
Disagree (2)
55%
Strongly disagree (1)
88
Analysis:
Satisfaction of learning is most important factor in training programme. It
plays a major role in employees growth and development and commitment
towards the job. In my study most of the employees agreed that training and
development programs make them more loyal and committed towards the
organization.
89
S.
Response Category
No.
No.
(a)
(b)
(c)
(d)
(e)
of Percentage
response
(%)
8
31
37
18
6
100
8
31
37
18
6
100
8%
Agree (4)
31%
37%
Strongly disagree (1)
90
Analysis:
From the above graph, it is clear that 1/3rd of the respondents feel that
employees are not carefully identified for developmental needs and most of the
respondents didnt have any view regarding it. But top level employees agree that
employees are carefully identified developmental needs.
91
S.
Response Category
No.
No.
(a)
(b)
(c)
(d)
(e)
of Percentage
response
(%)
10
31
45
12
2
100
10
31
45
12
2
100
2%
10%
Agree (4)
31%
45%
Analysis:
92
From the above graph, it is found that feedback is not taken so much
seriously. Higher level employees had given strong reaction on it and were in
complete disagreement with the above statement and didnt know much about
feedback is implemented for improvement in training programs.
93
S.
Response Category
No.
(a)
(b)
(d)
(e)
No.
of Percentage
response
(%)
25
59
14
2
0
100
25
59
14
2
0
100
94
10
14%
25%
Agree (4)
Neither agree nor
disagree (3)
Disagree (2)
59%
Strongly disagree (1)
Analysis:
From the above graph, it is clear that majority of respondents feel that
training
actually boosts up their morale. And they become more confident and
95
S.
Response Category
No.
No.
(a)
(b)
(c)
(d)
(e)
of Percentage
response
(%)
31
57
10
2
0
100
31
57
10
2
0
100
Graph No. 11
2% 0%
31%
Agree (4)
Neither agree nor
disagree (3)
57%
Disagree (2)
Strongly disagree (1)
Analysis:
96
As the result shows majority of employee agree to fact that Training helps
them to work effectively and hence increase the productivity. Based on this we can
say that, Training program helps the employee to work effectively and hence helps
to increase in better performance of their company.
97
While collecting data, many of the respondents share their views on many of the
questions raised and related matters.
It was observed that the top management at the head quarters is motivated to
improve companys performance to achieve the organizational effectiveness and in
particular to make work culture more open.
The employees hold positive attitude towards training. Many of those sampled
feel:
1. Training is imparting of skills to an employee to increase the proficiency in
a particular job.
2. Training seeks to PNB Bankfy employees behaviour and attitude, induces a
and productivity.
4. It enhances the commitment of an employee to the organization and thus
98
6. The trainee has to know vision and mission of the organization. Only 50% of
employees are aware about the vision and mission of , PNB BANK when
being selected for training.
7. Training is given to employees by recognizing their area of deficiency. No
training is imparted to the employees on the basis of giving promotion upon
completion.
8. The Return of investment made on the training and activity are not measured
properly. Employees are feeling that the return on investment made for
training is more than the expected gain.
During the interaction a few sources of dissatisfaction amongst the employee was
discovered which is reflected in the light of their suggestions.
99
SUGGESTIONS
Training should be need based. Also after training new skills acquired by the
employee should be put to appropriate use.
100
The identification of training needs and placing right man at right place
after training is very much importance.
After the training, there should be a test to evaluate the involvement of the
trainee during course of the training.
75% training by planned intervention of management required, 25% training
by individual choice should be more.
Long duration training should be divided into smaller modules of one week
each with enough time for practical/labs and implementation.
Suitable training to persons performing specific tasks and not just for
namesake.
Implement online T& D module for maximizing returns on investment made
through trainings.
101
CONCLUSIONS
The detailed analysis of the data in light of findings observations leads us to the
following conclusion:
The human resource executives should be exposed to lot of management
programs
More experienced and senior executive should be involved in training
sessions and for experience sharing sessions
Support and motivation should be taken by senior for the juniors.
Employee feels the lack of adequate upward communication system. Means
communication barrier that seems to exist between top level executives and
lower level employees.
The employees should aware about the criteria for selection and they should
aware about the vision and mission of the organization when being selected
for training programs.
Training should be more relevant to the job and need contribute to trainees
knowledge to the fullest extent.
Training also to impart to the employee based on giving promotion, not just
only for the employees who are found inefficient. This helps in motivating
the employees and maintains the effectiveness of training.
102
ANNEXURES:
Name (optional).
Age: (a) 25-35 yrs. (b) 35-45 yrs. (c) 45-55 yrs. (d) 55 yrs and above
Gender: (a) Male (b) Female
Department:
Level:
Work Experience: (a) 0-10 yrs. (b) 10-20 yrs. (c) 20-30 yrs. (d) 30 yrs. and
above
103
I request you to kindly spare few moments and arrange to fill the questionnaire.
Your views shall be kept confidential and shall be used for academic purpose only.
Kindly rate the statements as follows:
5 Strongly agree, 4 Agree,
2 Disagree,
1 Strongly disagree
S.No
Strongly
agree
Agree
Neither
agree
Disagree Strongly
disagree
nor
disagree
1
Your
organization
as
regular
as
well
as
104
organization
3
.
Training
helps
you
acquire
to
technical
BANK
is
clearly
and
implement
105
basis
of
identified
carefully
Developmental
needs.
9
Your
feedback
considered
for
is
further
11
Training
increasing
productivity
helps
in
your
and
performance.
106
12
more
than
the
employees
UNNATI
through
PRAYAS
SUPER
and
UNNATI
PRAYAS programs.
14
15
107
Any suggestions you would like to give regarding training and development in ,
PNB BANK.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
108
BIBIOLOGRAPHY
109