This document summarizes a study on HR practices in private sector banks in Cuddalore District, Tamil Nadu. The study aimed to examine the HR practices of these banks and the satisfaction level of bank officers with the practices. 260 bank officers were surveyed. The results found that gender, age, designation and experience did not significantly influence officers' satisfaction levels. While practices varied between banks, officers were generally satisfied. The study provides suggestions to strengthen practices, particularly for middle managers and regarding compensation and grievance processes.
This document summarizes research on HRM practices in public sector and private sector banks in India. It begins with an introduction on the importance of HRM for organizational performance in the banking industry. It then describes the key differences between public sector banks, which are government-owned, and private sector banks, which are privately owned. The literature review summarizes several past studies that have examined the relationship between HRM practices like compensation, training, performance evaluation and job satisfaction in banks. Overall, the research suggests that effective HRM practices can help improve employee performance and satisfaction, which is critical for banks given their people-centric nature.
This document summarizes an assignment on HR practices in banks submitted by Prakhar Agarwal and Arpit Katiyar. It begins with an acknowledgement section thanking those who helped with the assignment. The introduction defines human resource development and its importance in organizations. The document then discusses key HR roles in banks, why HR management is important for banks, challenges faced by banks, and how to manage human resources. It outlines several HR practices in banks such as job analysis, recruitment and selection, training and development, and performance appraisal. The document concludes with suggestions for improving small business services and the importance of linking HR functions to corporate goals.
This document discusses the marketing mix challenges faced by the Indian banking sector. It notes that the Indian banking sector will be the third largest in the world by 2025. However, it faces challenges such as new regulations, efficiency, and diffused customer loyalty. The marketing mix - product, price, place, promotion, physical evidence, process, and people - is an important consideration for banks. Banks must focus on reliable service delivery through technology investments and leverage their branch networks. Marketing research and feedback from customers are also crucial to formulating an effective marketing strategy. Banks need to enhance financial literacy and offer diverse products tailored to different customer groups.
Training and Development in Commercial Banks in TamilnaduIJSRED
This document summarizes a study on talent management in commercial banks in Tamil Nadu, India. It finds that public sector banks and new generation private banks differ in their approaches to training employees. Public sector banks focus more on seniority, while private banks emphasize performance and attracting young talent. Both aim to enhance employee benefits and reduce turnover through training. The banking industry faces challenges like developing human capital and retaining skilled workers as technology changes job skills. Banks are addressing this through training programs, performance management, and talent identification to prepare the workforce for the future.
This study evaluated factors influencing job satisfaction among bank officers in Bangladesh. It found that salary, work efficiency, fringe benefits, supervision, and coworker relations were the most important factors. Officers at private banks reported higher job satisfaction than those at public banks, likely due to better facilities and work environments at private banks. Work experience was also an important factor, while gender and age had relatively less impact on satisfaction levels. Overall, bank officers in Bangladesh reported positive levels of job satisfaction.
Customer relationship management in indian retail banking industryiaemedu
- The document is from the International Journal of Management and discusses customer relationship management (CRM) in the Indian retail banking industry.
- It develops a framework for a Customer Relationship Management Model (CRMM) applicable to Indian retail banks and analyzes how service quality influences customer behavior and satisfaction levels.
- The results reveal a lack of CRM package adoption and awareness among bank employees, suggesting successful implementation requires creating the right culture and attitude to prioritize customer service.
This study evaluates job satisfaction among bank officers in Bangladesh. It finds that salary, work efficiency, benefits, supervision, and coworker relations are the most important job satisfaction factors. Private bank officers have higher satisfaction than public bank officers, as private banks provide better facilities and environment. Work experience also significantly impacts satisfaction levels. While gender and age have less effect, overall satisfaction among bank officers is positive.
ASSESSING HRM EFFECTIVENESS AND PERFORMANCE ENHANCEMENT MEASURES IN THE BANKI...indexPub
This study employs an exploratory and quantitative research approach to systematically investigate the impact of Human Resource Management (HRM) practices on Organizational Performance within the Indian Banking sector. The research approach combines exploratory research, aimed at gaining insights into HRM practices, with a quantitative approach using a purposive sampling technique. Data is collected through a questionnaire from employees in both public (SBI) and private banks (HDFC Bank) who work in HR departments or are involved in HR activities. The Likert scale is utilized in the questionnaire to measure participant perceptions of HRM practices. The study utilizes two statistical tools: Neural Network and Exploratory Factor Analysis (EFA). The findings of the study highlight the significance of promotion and transfer policies, considered paramount in influencing organizational performance in both public and private banks. Additionally, the study underscores the importance of training and development initiatives in enhancing employee skills and competencies. Clear and effective communication within HR policies is identified as pivotal in improving organizational performance. Lastly, aligning HRM practices with sector-specific goals is recognized as a significant contributor to improved employee satisfaction and overall performance in the banking sector. The findings offer guidance for HR practitioners and policymakers in optimizing HRM practices to achieve better organizational performance.
This document summarizes research on HRM practices in public sector and private sector banks in India. It begins with an introduction on the importance of HRM for organizational performance in the banking industry. It then describes the key differences between public sector banks, which are government-owned, and private sector banks, which are privately owned. The literature review summarizes several past studies that have examined the relationship between HRM practices like compensation, training, performance evaluation and job satisfaction in banks. Overall, the research suggests that effective HRM practices can help improve employee performance and satisfaction, which is critical for banks given their people-centric nature.
This document summarizes an assignment on HR practices in banks submitted by Prakhar Agarwal and Arpit Katiyar. It begins with an acknowledgement section thanking those who helped with the assignment. The introduction defines human resource development and its importance in organizations. The document then discusses key HR roles in banks, why HR management is important for banks, challenges faced by banks, and how to manage human resources. It outlines several HR practices in banks such as job analysis, recruitment and selection, training and development, and performance appraisal. The document concludes with suggestions for improving small business services and the importance of linking HR functions to corporate goals.
This document discusses the marketing mix challenges faced by the Indian banking sector. It notes that the Indian banking sector will be the third largest in the world by 2025. However, it faces challenges such as new regulations, efficiency, and diffused customer loyalty. The marketing mix - product, price, place, promotion, physical evidence, process, and people - is an important consideration for banks. Banks must focus on reliable service delivery through technology investments and leverage their branch networks. Marketing research and feedback from customers are also crucial to formulating an effective marketing strategy. Banks need to enhance financial literacy and offer diverse products tailored to different customer groups.
Training and Development in Commercial Banks in TamilnaduIJSRED
This document summarizes a study on talent management in commercial banks in Tamil Nadu, India. It finds that public sector banks and new generation private banks differ in their approaches to training employees. Public sector banks focus more on seniority, while private banks emphasize performance and attracting young talent. Both aim to enhance employee benefits and reduce turnover through training. The banking industry faces challenges like developing human capital and retaining skilled workers as technology changes job skills. Banks are addressing this through training programs, performance management, and talent identification to prepare the workforce for the future.
This study evaluated factors influencing job satisfaction among bank officers in Bangladesh. It found that salary, work efficiency, fringe benefits, supervision, and coworker relations were the most important factors. Officers at private banks reported higher job satisfaction than those at public banks, likely due to better facilities and work environments at private banks. Work experience was also an important factor, while gender and age had relatively less impact on satisfaction levels. Overall, bank officers in Bangladesh reported positive levels of job satisfaction.
Customer relationship management in indian retail banking industryiaemedu
- The document is from the International Journal of Management and discusses customer relationship management (CRM) in the Indian retail banking industry.
- It develops a framework for a Customer Relationship Management Model (CRMM) applicable to Indian retail banks and analyzes how service quality influences customer behavior and satisfaction levels.
- The results reveal a lack of CRM package adoption and awareness among bank employees, suggesting successful implementation requires creating the right culture and attitude to prioritize customer service.
This study evaluates job satisfaction among bank officers in Bangladesh. It finds that salary, work efficiency, benefits, supervision, and coworker relations are the most important job satisfaction factors. Private bank officers have higher satisfaction than public bank officers, as private banks provide better facilities and environment. Work experience also significantly impacts satisfaction levels. While gender and age have less effect, overall satisfaction among bank officers is positive.
ASSESSING HRM EFFECTIVENESS AND PERFORMANCE ENHANCEMENT MEASURES IN THE BANKI...indexPub
This study employs an exploratory and quantitative research approach to systematically investigate the impact of Human Resource Management (HRM) practices on Organizational Performance within the Indian Banking sector. The research approach combines exploratory research, aimed at gaining insights into HRM practices, with a quantitative approach using a purposive sampling technique. Data is collected through a questionnaire from employees in both public (SBI) and private banks (HDFC Bank) who work in HR departments or are involved in HR activities. The Likert scale is utilized in the questionnaire to measure participant perceptions of HRM practices. The study utilizes two statistical tools: Neural Network and Exploratory Factor Analysis (EFA). The findings of the study highlight the significance of promotion and transfer policies, considered paramount in influencing organizational performance in both public and private banks. Additionally, the study underscores the importance of training and development initiatives in enhancing employee skills and competencies. Clear and effective communication within HR policies is identified as pivotal in improving organizational performance. Lastly, aligning HRM practices with sector-specific goals is recognized as a significant contributor to improved employee satisfaction and overall performance in the banking sector. The findings offer guidance for HR practitioners and policymakers in optimizing HRM practices to achieve better organizational performance.
Evaluation of Training and Development in Banking Sector of India: Perspectiv...AI Publications
Rapid progress and the abnormal profits of the private banking sector of India is the hot topic nowadays in India. This study aimed to explore the effect of training and development on employee attitude, turnover intention and job satisfaction of public and private banking sector of India. The employees of different banks of India were selected as sample. Mainly quota and purposive sampling technique were employed for sample selection. The result shows that perceptions on training and development program of the employees of the Indian public banks were rejected; it proves that employees of Indian public banks do not provide a good opportunity and enough training programs. On the other hand, the result shows that perceptions on training and development program of the employees of the Indian private banks were accepted, it proves that private banking sector provides their employees good opportunity and enough training programs. In addition, this study shows that the Indian public-sector banks employees’ turnover intention is proportionally higher. But in the other case, Indian private sector banks employees’ turnover intentions are quite low. This study also exposed that job satisfaction in public sector bank was comparatively lower than private sector bank. Additionally, this study also shows that public banks are very less interested in the general employees’ development programs. But, the private sectors banks employees of India believed that their banks are properly arranging employee’s good training and development programs every year as per their requirement. Finally, this research argues that employees of the public-sector banks of India got the training which was not good enough, unplanned and not systematically administered, but the training for employees of the private sector banks of India was well planned and systematically administered.
The government is considering replacing the top executives of four major public sector banks due to poor performance. This leadership change is meant to signal that improved performance is expected in exchange for the capital support of Rs. 88,000 crore given to 20 state-run banks. Talent management is crucial for the banking sector given the challenges of attrition, high turnover, and attracting new talent. Retaining talented employees through effective talent management strategies will be key to the future success of banks.
This document summarizes several studies on human resource management (HRM) and employee performance in the banking sector in India. It discusses the main challenges faced by banks, including adapting to changing economic conditions and regulations. Several literature reviews are also summarized that examine topics like HRM best practices, leadership styles, job descriptions, quality of worklife, and organizational effectiveness in banks. Case studies are presented on innovative HRM practices at State Bank of India, including performance appraisal, training programs, and organization development initiatives.
Strategic HR Imperatives for Indian Public Sector Banksscmsnoida5
India being one of the largest economies in the
world is gradually emerging as major economic
force to reckon with. Major growth has been
realized due to proactive as well as reactive
changes in the Indian business environment and
strategic postures adopted by companies. Banking
sector is the mirror of any economy through which
financial health of that country can be predicted,
India is not an exception. In India public sector
banks accounted for more 70 percent assets of
total banking industry. Their performance and
outcomes have major impact on growth of country
India. Due to the globalisation and deregulatory
forces, the competitive structure of banking
industry has gone for tremendous changes. These
changes imposing various challenges in front of
public sector bank to overcome with and align
their key areas with their strategic requirement,
rather than being stick on traditional and
conventional approach of banking. Therefore,
it becomes imperative for Public Sector Banks (PSB) to identify various existing mismatches
between their strategies, environmental moves
and ultimate goals and objectives to deliver best
value to their customer and adduce their position
in hyper competitive market.
Study present number of imperatives for HR
professional, authorities and bud researchers.
This document discusses a study on the influence of quality of worklife, deviant workplace behavior, knowledge sharing on organizational commitment, job satisfaction, and employee performance at Perumda Rural Bank Jogja in Central Java, Indonesia. The study found that quality of worklife, knowledge sharing positively influenced organizational commitment, job satisfaction, and employee performance, while deviant workplace behavior negatively influenced employee performance. The study concluded that improving factors like quality of worklife and knowledge sharing can enhance organizational commitment, job satisfaction, and employee performance.
The document discusses performance management systems and their importance in the banking industry. It specifically focuses on analyzing the performance management system at HDFC Bank.
The key points are:
1. Performance management systems help evaluate employee performance against goals and peers, and reward excellence to improve organizational efficiency.
2. HDFC Bank uses management by objectives, graphic rating scales, monthly and annual reviews, and 360 degree feedback as part of its performance management process.
3. Interviews with HR executives and employees at HDFC Bank found that the performance management system helps align individual goals with organizational strategy and informs training to improve performance.
This document provides an overview and analysis of paradigm changes and challenges facing the Indian banking industry in the new millennium. It discusses key changes in areas such as human resources, marketing, and new challenges. Regarding human resources, it notes the "HR crunch" public sector banks face from competition and the need to retain talented employees. For marketing, it examines how the 4Ps of marketing have become crucial and how customers are more demanding. Indian banks will need to adapt to remain competitive in this transforming industry.
Attitudes of Business Students Towards Career In Central Bank, Private Commer...ijmvsc
The banking industry is always a major job provider in Bangladesh. Particularly, the expansion of private
banking business, along with nationalized commercial ones, has created huge number of job opportunities.
Different types of banks have different types of jobs. The job in the central bank (Bangladesh bank-BB) is
different from any other commercial banks. It includes the strategic decision making for private banks and
non bank financial institutions, monitoring and supervising them etc and thus it seems to be a prestigious
job to the employees, though the salary structure is not very attractive. On the other hand two types of
commercial banks are there, NCBs (nationalized commercial banks) and PCBs (private commercial
banks). The NCBs and PCBs are doing the same commercial banking though the organizational structure
and the job they provide are little different in character. But their attitude towards the entire banking
career is off course not the same. Branding the job is another issue. “Employer branding” is relatively new
and interesting topic. Here the human resources and the employment itself are branded. The Bangladeshi
banks, except very private banks, are not practicing this concept. The study finds that the overall
performances of PCBs are best followed by BB & NCBs. That means to be branded as a good employer the
government sector banks has to go through a major reformation process. According to the study
‘Performance based promotion system’ is found to be the most important attribute, followed by
‘Remuneration’, ‘Growth opportunity’, ‘Social status’, ‘Job security’ & ‘Brand image’ and so forth. So
based on those factors, to be considered as the best employer, all those banks have scopes for development
A STUDY WITH SPECIAL REFERENCE TO BANKING INDUSTRY IN INDIAIAEME Publication
Customer Relationship Management (CRM) has emerged as a popular business strategy in today’s competitive environment. It is a discipline which enables the business to identify and target their most profitable customers. CRM involves new and advance marketing strategies which not only retain the existing customers but also acquire new customers. It has been invented as a unique technique capable of remarkable changes in total output of companies. CRM in financial services industry is a cyclical process which starts with definition of customer expectations which are difficult to manage but are often the cause of dissonance which results in loss of existing customer base.
It is a verified indisputable fact that unit of time
practices create any organization to boost to the expectations
from all services. The banking industry isn't associate degree
exception. Within the method the assorted areas connected to the
Human Resource Development are given. With due to the service
sector Banking could be a predominant and its contribution is
critical for the economic development of the country. As a part of
study a number of the choose business banks and Grameen Vikas
Banks are coated. The terribly nature of the analysis for the
study is descriptive and quantitative aspects are given where
accessible and required. Beneath the dynamic environment the
most recent call of demonetization and its impact on banking
services and conjointly on customers given. For this purpose the
discussions command with the social control employees of
assorted choose banks and therefore the opinions of the various
customers are analyzed and given. The shoppers cluster is largely
unorganized and its reactions and responses are terribly vital for
the progress of the banking establishments and at identical time
the effective communication among the stake holders is equally
important for the graceful implementation of policies on current
challenging scenario. The current study aims to contribute
during this direction to improving the performance of current
structure of Indian Banking Sector. The study focus on Total
Quality improvement of running services.
This document summarizes a paper on the challenging scenario of human resource management in the Indian context. It discusses several key challenges faced by HR managers in India, including high attrition rates, workforce demographics and diversity, recruitment, employee engagement and retention, motivation, globalization, economic and technological changes, managing change, developing leadership, and conflict management. The conclusion states that HR in India has transformed from a support function to a strategic partner in business growth, becoming a critical differentiator for companies.
EXPLORING HUMAN RESOURCE MANAGEMENT PRACTICES IN SMALL AND MEDIUM SIZED ENTER...IAEME Publication
Human resource is required for an organization to conduct different business activities. Without the support of human resource the organization cannot exist or operate effectively. Success of any organization depends on the effective
use of human resources. This is true in the case of small industry where the owners have a close and more personal
association with their employees. Human resource management includes different practices such as Recruitment and Selection, Training and Development, Compensation and Rewards, Performance Appraisal and Welfare Measures. The
small and medium sector has emerged as a dynamic and vibrant sector of the Indian economy.
This document provides a summary of a project on HR practices in the FMCG sector in India. It includes comparisons of recruitment sources, selection processes, compensation and benefits, performance appraisal, and training and development across several major FMCG companies in India. The key HR challenges in the FMCG sector are also outlined, such as managing knowledge workers, technological changes, developing leadership, and managing change. Overall, the document finds that while practices vary between companies, the FMCG industry in India follows modern approaches to HR.
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
This document provides an overview of HR practices in banking and insurance sectors. It discusses the key HR functions like recruitment, training, performance management etc. implemented by Bank of Baroda and HDFC Standard Life Insurance. It highlights the importance of effective HR management for growth and success of service sectors like banking and insurance which are dependent on human resources. The document also provides suggestions to improve certain HR practices.
This document provides an overview of HR practices in banking and insurance sectors in India. It discusses HR practices at Bank of Baroda, a major public sector bank, and HDFC Standard Life Insurance, a private life insurance company. Some key HR practices discussed include recruitment, training, performance appraisal, and employee engagement initiatives. The conclusion compares the HR approaches between the two organizations and provides some suggestions.
The document discusses the need for pragmatic HR initiatives in banks in the post-liberalization era in India. It notes that globalization and deregulation have increased competition in the banking sector. While early reforms focused on financial changes, more attention must now be paid to developing human resources to gain a competitive advantage. The summary identifies key HR issues that have emerged, like the need for specialized skills, and argues that initiatives should align with the environment, determine needed skills, allocate resources efficiently, cut costs through outsourcing, and develop a market culture. HR must be strategically linked to business goals for banks to adapt and survive the new challenges.
Effect of Customer Relationship Management in Public and Private Banksijtsrd
In the present banking scenario, relationship management is an indispensable competitive strategy to retain the customer base. Banks is trying to win trust, customer satisfaction and loyalty by providing better services. The main functions of the banking system are to mobilize resources from the public and channel them into growth oriented activities. This paper investigated the most important factors in customer relationship management and the degree of variance between public and private banks on relationship management. 225 samples were used to analyze the study, where descriptive and t test were applied to know the variance between the variables. Namely, Customer Welfare, Communication, Commitment, Employee work behaviour, Customer grievance and care, customer bonding, Trust, customer satisfaction, and loyalty. It is identified that customer welfare services is significantly varied based on types of bank. The other dimensions communication, relationship commitment, employee work behaviour, customer grievanceand care and customer bonding are not significantly. R. Anuradha | Dr. L. Sumathi | Dr. V. Vetrivel "Effect of Customer Relationship Management in Public and Private Banks" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26464.pdfPaper URL: https://www.ijtsrd.com/management/business-and-retail-research/26464/effect-of-customer-relationship-management-in-public-and-private-banks/r-anuradha
This document discusses the role of human resources (HR) in the retail sector in India. It begins with an introduction to the growth of the Indian retail industry in recent years and the key challenges it faces related to talent. The document then examines the evolving role of HR from a supplementary function to a strategic business partner. It identifies the main challenges for HR in retail related to diversity, relations, training, career paths, empowerment vs. control, communication, compensation, working conditions, and attrition. Innovative HR practices used by retailers are outlined as well as the road ahead regarding talent development, acquisition, and management.
The document discusses the steps to complete a process analysis assignment through the HelpWriting.net website. The key steps are:
1. Create an account and provide login credentials.
2. Complete a 10-minute order form providing instructions, sources, and deadline for the paper.
3. Writers will bid on the request and the customer will choose a writer to complete the assignment.
4. The customer will review the completed paper and authorize final payment if satisfied. Revisions are allowed.
The document provides steps for becoming an essay writer by using the HelpWriting.net website:
1. Register for an account by providing a password and email address.
2. Complete a 10-minute order form with instructions, sources, deadline, and attach sample work.
3. Writers will bid on the request and can be chosen based on qualifications, history, and feedback. Place a deposit to start.
4. Review the paper and authorize full payment if pleased, or request free revisions until satisfied. Multiple revisions are allowed.
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Evaluation of Training and Development in Banking Sector of India: Perspectiv...AI Publications
Rapid progress and the abnormal profits of the private banking sector of India is the hot topic nowadays in India. This study aimed to explore the effect of training and development on employee attitude, turnover intention and job satisfaction of public and private banking sector of India. The employees of different banks of India were selected as sample. Mainly quota and purposive sampling technique were employed for sample selection. The result shows that perceptions on training and development program of the employees of the Indian public banks were rejected; it proves that employees of Indian public banks do not provide a good opportunity and enough training programs. On the other hand, the result shows that perceptions on training and development program of the employees of the Indian private banks were accepted, it proves that private banking sector provides their employees good opportunity and enough training programs. In addition, this study shows that the Indian public-sector banks employees’ turnover intention is proportionally higher. But in the other case, Indian private sector banks employees’ turnover intentions are quite low. This study also exposed that job satisfaction in public sector bank was comparatively lower than private sector bank. Additionally, this study also shows that public banks are very less interested in the general employees’ development programs. But, the private sectors banks employees of India believed that their banks are properly arranging employee’s good training and development programs every year as per their requirement. Finally, this research argues that employees of the public-sector banks of India got the training which was not good enough, unplanned and not systematically administered, but the training for employees of the private sector banks of India was well planned and systematically administered.
The government is considering replacing the top executives of four major public sector banks due to poor performance. This leadership change is meant to signal that improved performance is expected in exchange for the capital support of Rs. 88,000 crore given to 20 state-run banks. Talent management is crucial for the banking sector given the challenges of attrition, high turnover, and attracting new talent. Retaining talented employees through effective talent management strategies will be key to the future success of banks.
This document summarizes several studies on human resource management (HRM) and employee performance in the banking sector in India. It discusses the main challenges faced by banks, including adapting to changing economic conditions and regulations. Several literature reviews are also summarized that examine topics like HRM best practices, leadership styles, job descriptions, quality of worklife, and organizational effectiveness in banks. Case studies are presented on innovative HRM practices at State Bank of India, including performance appraisal, training programs, and organization development initiatives.
Strategic HR Imperatives for Indian Public Sector Banksscmsnoida5
India being one of the largest economies in the
world is gradually emerging as major economic
force to reckon with. Major growth has been
realized due to proactive as well as reactive
changes in the Indian business environment and
strategic postures adopted by companies. Banking
sector is the mirror of any economy through which
financial health of that country can be predicted,
India is not an exception. In India public sector
banks accounted for more 70 percent assets of
total banking industry. Their performance and
outcomes have major impact on growth of country
India. Due to the globalisation and deregulatory
forces, the competitive structure of banking
industry has gone for tremendous changes. These
changes imposing various challenges in front of
public sector bank to overcome with and align
their key areas with their strategic requirement,
rather than being stick on traditional and
conventional approach of banking. Therefore,
it becomes imperative for Public Sector Banks (PSB) to identify various existing mismatches
between their strategies, environmental moves
and ultimate goals and objectives to deliver best
value to their customer and adduce their position
in hyper competitive market.
Study present number of imperatives for HR
professional, authorities and bud researchers.
This document discusses a study on the influence of quality of worklife, deviant workplace behavior, knowledge sharing on organizational commitment, job satisfaction, and employee performance at Perumda Rural Bank Jogja in Central Java, Indonesia. The study found that quality of worklife, knowledge sharing positively influenced organizational commitment, job satisfaction, and employee performance, while deviant workplace behavior negatively influenced employee performance. The study concluded that improving factors like quality of worklife and knowledge sharing can enhance organizational commitment, job satisfaction, and employee performance.
The document discusses performance management systems and their importance in the banking industry. It specifically focuses on analyzing the performance management system at HDFC Bank.
The key points are:
1. Performance management systems help evaluate employee performance against goals and peers, and reward excellence to improve organizational efficiency.
2. HDFC Bank uses management by objectives, graphic rating scales, monthly and annual reviews, and 360 degree feedback as part of its performance management process.
3. Interviews with HR executives and employees at HDFC Bank found that the performance management system helps align individual goals with organizational strategy and informs training to improve performance.
This document provides an overview and analysis of paradigm changes and challenges facing the Indian banking industry in the new millennium. It discusses key changes in areas such as human resources, marketing, and new challenges. Regarding human resources, it notes the "HR crunch" public sector banks face from competition and the need to retain talented employees. For marketing, it examines how the 4Ps of marketing have become crucial and how customers are more demanding. Indian banks will need to adapt to remain competitive in this transforming industry.
Attitudes of Business Students Towards Career In Central Bank, Private Commer...ijmvsc
The banking industry is always a major job provider in Bangladesh. Particularly, the expansion of private
banking business, along with nationalized commercial ones, has created huge number of job opportunities.
Different types of banks have different types of jobs. The job in the central bank (Bangladesh bank-BB) is
different from any other commercial banks. It includes the strategic decision making for private banks and
non bank financial institutions, monitoring and supervising them etc and thus it seems to be a prestigious
job to the employees, though the salary structure is not very attractive. On the other hand two types of
commercial banks are there, NCBs (nationalized commercial banks) and PCBs (private commercial
banks). The NCBs and PCBs are doing the same commercial banking though the organizational structure
and the job they provide are little different in character. But their attitude towards the entire banking
career is off course not the same. Branding the job is another issue. “Employer branding” is relatively new
and interesting topic. Here the human resources and the employment itself are branded. The Bangladeshi
banks, except very private banks, are not practicing this concept. The study finds that the overall
performances of PCBs are best followed by BB & NCBs. That means to be branded as a good employer the
government sector banks has to go through a major reformation process. According to the study
‘Performance based promotion system’ is found to be the most important attribute, followed by
‘Remuneration’, ‘Growth opportunity’, ‘Social status’, ‘Job security’ & ‘Brand image’ and so forth. So
based on those factors, to be considered as the best employer, all those banks have scopes for development
A STUDY WITH SPECIAL REFERENCE TO BANKING INDUSTRY IN INDIAIAEME Publication
Customer Relationship Management (CRM) has emerged as a popular business strategy in today’s competitive environment. It is a discipline which enables the business to identify and target their most profitable customers. CRM involves new and advance marketing strategies which not only retain the existing customers but also acquire new customers. It has been invented as a unique technique capable of remarkable changes in total output of companies. CRM in financial services industry is a cyclical process which starts with definition of customer expectations which are difficult to manage but are often the cause of dissonance which results in loss of existing customer base.
It is a verified indisputable fact that unit of time
practices create any organization to boost to the expectations
from all services. The banking industry isn't associate degree
exception. Within the method the assorted areas connected to the
Human Resource Development are given. With due to the service
sector Banking could be a predominant and its contribution is
critical for the economic development of the country. As a part of
study a number of the choose business banks and Grameen Vikas
Banks are coated. The terribly nature of the analysis for the
study is descriptive and quantitative aspects are given where
accessible and required. Beneath the dynamic environment the
most recent call of demonetization and its impact on banking
services and conjointly on customers given. For this purpose the
discussions command with the social control employees of
assorted choose banks and therefore the opinions of the various
customers are analyzed and given. The shoppers cluster is largely
unorganized and its reactions and responses are terribly vital for
the progress of the banking establishments and at identical time
the effective communication among the stake holders is equally
important for the graceful implementation of policies on current
challenging scenario. The current study aims to contribute
during this direction to improving the performance of current
structure of Indian Banking Sector. The study focus on Total
Quality improvement of running services.
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Human resource is required for an organization to conduct different business activities. Without the support of human resource the organization cannot exist or operate effectively. Success of any organization depends on the effective
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Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
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however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
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Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
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Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
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Chapter 6
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Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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HR PRACTICES IN PRIVATE SECTOR BANKS AN EMPIRICAL EVIDENCE
1. International Journal Of Marketing, Financial Services & Management Research _____________ ISSN 2277-3622
IJMFSMR, Vol.3 (8), AUGUST (2014)
Online available at indianresearchjournals.com
30
HR PRACTICES IN PRIVATE SECTOR BANKS –
AN EMPIRICAL EVIDENCE
DR.P. CHINNADURAI
ASSISTANT PROFESSOR OF BUSINESS ADMINISTRATION,
DDE, ANNAMALAI UNIVERSITY,
TAMIL NADU.
ABSTRACT
Indian industry is working up to the challenges thrown in by market economy. To
survive in the highly competitive scenario, managers are being pressurised to improve
quality, increase productivity, cut down cost and eliminate inefficiency. The collective
efforts of the employer and the employees assume relevance in this context. And this is
where HR practices can play a crucial role. The success of the Banks depends not only
on the satisfaction of their customers but also the satisfaction level of the employees
working in the banks. The level of satisfaction of the bank employees can be ensured
and enhanced by effective HR-practices adopted by the Banks. In this connection, the
author has made an attempt to verify the HR-practices among the Private Sector Banks
situated in Cuddalore District of Tamil Nadu. The result of the study has been
discussed in this article.
KEY WORDS: Indian industry, HR practices.
Introduction
Indian banking is the lifeline of the nation and its people. Banking has helped
in developing the vital sectors of the economy and usher in a new dawn of progress on
the Indian horizon. The sector has translated the hopes and aspirations of millions of
people into reality. Today, Indian banks can confidently compete with modern banks
of the world. Before 20th
century, usury, or lending money at a high rate of interest,
was widely prevalent in rural India. Entry of Joint stock banks and development of
Cooperative movement have taken over a good deal of business from the hands of the
Indian money lender, who although still exist, have lost his menacing teeth. In the
Indian Banking System, Private Sector banks exist side by side with Public Sector
banks and play a supplementary role in providing need based finance, especially for
agricultural and agriculture –based operations including farming, cattle, milk,
hatchery, personal finance etc. along with some small industries and self employment
driven activities.
Indian industry is working upto the challenges thrown in by market economy. To
survive in the highly competitive scenario, managers are being pressurised to improve
quality, increase productivity, cut down cost and eliminate inefficiency. The collective
efforts of the employer and the employees assume relevance in this context. And this is
where HR practices can play a crucial role. The success of the Banks depends not only
on the satisfaction of their customers but also the satisfaction level of the employees
working in the banks. The level of satisfaction of the bank employees can be ensured
and enhanced by effective HR-practices adopted by the Banks. In this connection, the
2. International Journal Of Marketing, Financial Services & Management Research _____________ ISSN 2277-3622
IJMFSMR, Vol.3 (8), AUGUST (2014)
Online available at indianresearchjournals.com
31
author has made an attempt to verify the HR-practices among the Private Sector Banks
situated in Cuddalore District of Tamil Nadu. The results of the study has been
discussed in this article.
Human Resource Management
The key to the success of any organization lies in how efficiently the
organization manages its human resources. The principle applies equally and perhaps
more aptly to service institutions like banks. The issue is all the more relevant to the
private sector banks who are striving hard to keep pace with the technological changes
and meet the challenges of globalization.
In order to meet the global standards and to remain competitive, banks will
have to recruit specialist in various fields such as Treasury Management, Credit, Risk
Management, IT related services, HRM, etc. in keeping with the segmentation and
product innovation. As a complementary measure, fast track merit and performance
based promotion from within would have to be institutionalized to inject dynamism
and youthfulness in the workforce. To institutionalize talent management, the first
priority for the banking industry would be to spot, recognize and nature the talent from
within. Secondly, the industry has to attract the best talent from the market to maintain
the required competitive edge vis-à-vis global players.
HR-Practices in Indian Banks
In the booming Indian economy all the industries are doing well in the market and
Indian banks are also performing well comparatively. In the booming economy and the
continuing expansion most of the banks facing challenges to perform well and it
clearly brought out by the fact that, contrary to public perception, it is not just the new
private sector banks that are doing well. There are few public sector banks are also
doing well and got the place in top 10 best performing Indian banks. And it‟s worth
mentioning that these public sector banks have performed so admirably in spite of the
fact that they operate with many handicaps, such as strong unions and the inability to
offer market salaries and incentives and burdened with huge workforce. The secret of
success of any company simply depends on how they treat employees and keep them
satisfied. For that they have design their human resource process like recruitment,
selection, training and development, performance appraisal and other based on
employee perspective in order to benefit them.
In India the banking industry becoming more competitive than ever, private and public
sector banking are competing each other to perform well. The executives of the bank
are now in the position to modify their traditional human resources practice in to
innovative human resources practices in order to meet the challenges from other
competitive banks. Effective human resource practices relate to Bank‟s performance
by contributing to employee and customer satisfaction, innovation, productivity and
development of a favourable climate in the Banks.
In order to verify HR practices adopted by the chosen private banks in
Cuddalore District, the following functions have been chosen by the author as
attributes of HR-practices.
Recruitment and selection
Training and development
Performance appraisal
Career development
Motivation
3. International Journal Of Marketing, Financial Services & Management Research _____________ ISSN 2277-3622
IJMFSMR, Vol.3 (8), AUGUST (2014)
Online available at indianresearchjournals.com
32
Compensation management
Grievance Handling.
Objectives
The success of banks would depends upon the satisfaction of their customers
and the efficiency of their employees. The success of the Banks operations could be
enhanced by providing prompt services to the customers. On the other hand, the banks
should ensure that the service providers (employees) in their banks are satisfied.
Unless the employees of the banks are satisfied they can not make the customer of
their Banks realize satisfaction. Therefore, every bank should design a well effective
HR – Practice system to keep the workforce satisfied to provide a satisfactory services
to their customers. By keeping above in mind the below stated objectives have been
framed for this research.
To study the HR practices in Private Sector Banks of Cuddalore District.
To measure the satisfaction level of bank officers on HR practices of their
banks.
To find out the relationship between the demographic characteristics of bank
officers and their level of satisfaction on HR practices.
To offer suitable suggestions to increase the level of satisfaction of the Bank
officers if warrants.
Variables chosen for the study
Demographic variables of Bank Employees (Age, Gender, Designation
and Length of Service)
HRM functions. (Recruitment and Selection, Training and
Development Performance Appraisal, Career Development, Motivation
Compensation Management and Grievance Handling).
Hypotheses of the study
1. Male and Female officers of Bank do not differ in their satisfaction level on
HR-practices.
2. There is no significant relationship between the age of the Bank officers
and their satisfaction level on HR-practices.
3. Designation of the Bank officers does not have any influence on the
satisfaction level on HR-practices.
4. The satisfaction level of Bank officers on HR-practices do not differ with
respect to the length of service of the officers.
Sample
The Private Sector Banks operate in Cuddalore District have been chosen for
the study. In Cuddalore District 52 private sector commercial banks are functioning.
260 officers (Drawn 5 officers per Bank) of different age group, different gender,
different designation and different length of service have been chosen as respondents
or this study (Table-I) by using simple random sampling technique.
Data Collection Tool
Data have been collected from the chosen respondents by using well structured
questionnaire. The questionnaire contains the items pertinent to the demographic
variables of the employees and the major attributes of HR-practices namely
4. International Journal Of Marketing, Financial Services & Management Research _____________ ISSN 2277-3622
IJMFSMR, Vol.3 (8), AUGUST (2014)
Online available at indianresearchjournals.com
33
recruitment and selection, training and development, performance appraisal, career
development, motivation, compensation management and grievance handling.
Statistical Tools Used
Percentage Analysis
One-Way ANOVA
„t‟ test
Results and Discussion
It is found from the analysis of the data collected from the chosen officers of
private sector banks that almost all private sector banks operate in Cuddalore district
follow HR-practices. However, the efficiency and the performance of the HR-practices
differ among banks. Further the satisfaction level of the chosen employees for the
study differs on the HR-practices adopted by the private sector banks. To find the
answer in order to accomplish the research objective “To find out the relationship
between the demographic characteristics of bank officers and the level of their
satisfaction on the HR practices”, the hypotheses framed for the study have been tested
by using the statistical tools „t‟ test and One-Way ANOVA. The summarized results of
these tests are presented in Tables II and III and the same is discussed here.
Hypothesis – I
H0: Male and Female officers of Bank do not differ in
their satisfaction level on HR-practices.
The Table II indicates that the calculated p value (0. 46) for the variables Gender and
HR practices in Private Sector Banks is found to be greater than 0.05 at 5% level of
significance. Since the calculated p value for the variables Gender and HR practices is
greater than 0.05, the null hypothesis H0 is accepted. Hence, it can be concluded that
there is no significant relations between male and female bank officers of Private
Sector Banks on the satisfaction level of the HR practices followed in their banks.
Hypothesis – II
H0: There is no significant relationship between the age of the
Bank officers and their satisfaction level on HR-practices.
The Table III shows that the calculated „p‟ value for the variables „Age‟ and
HR-practices is 0.55 which is greater than the value 0.05. So, it is needless to say that
H0 is accepted. Results of the One-Way ANOVA reveal that there is no significant
difference among the bank officers of different age group towards their satisfaction on
HR practices adopted by their Banks.
Hypothesis – III
Ho: Designation of the Bank officers does not have any
influence on the satisfaction level on HR-practices.
It is also known from the Table-III that the „p‟ value (0.36) calculated for the
variables Designation and “HR practices is greater than 0.05. Since the calculated „p‟
value (0.36) is greater than 0.05 at 5% level of significance, the null hypothesis H0 is
accepted. Hence, it is implied that the designation of Bank officers does not influence
their level of satisfaction level on HR practices followed in their banks.
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Hypothesis – IV
H0: The satisfaction level of Bank officers on HR-practices do not differ with respect
to the length of service of the officers.
It is clear from the data presented in the Table-III that the calculated „p‟ value
(0.57), for the variables “Experience and HR practices” is greater than 0.05 at 5% level
of significance. Since, the “p” value is greater than 0.05, the H0 is accepted for the
variables experience and HR practices. Hence, it could be concluded that the length of
experience of the Bank officers does not influence their level of satisfaction on the HR
practices adopted in their banks.
Findings and Suggestions
Data collected from the various cadres of bank officers were converted as
percentage and mean scores. The careful analysis of the percentage and mean scores
reveal interesting findings such as:
Both male and female bank officers expressed almost the same level of
satisfaction on “HR practices” followed in their respective Banks.
The older and younger bank officers fall in line with their level of
satisfaction on “HR Practices” and middle aged bank officers expressed
slightly low level of satisfaction on “HR practices” than their younger
and older colleagues / counterparts.
Among the bank officers, the Assistant Managers expressed slightly
low level of satisfaction over “HR practices” than their superiors,
namely Branch Managers and Senior Managers.
The satisfaction level on “HR practices” of their banks expressed by
highly experienced officers is found to be at higher level and at the
same time the Bank officers belong to low and medium experienced
categories expressed almost same level of satisfaction toward the “HR
practices” followed in their Banks.
Suggestions
The outcome of the research study offers certain valid suggestions to the policy
makers of Private Sector Banking Organisations such as: The banks should review
their performance appraisal system by conducting an opinion survey among their
officers. The chosen bank officers expressed concern over Compensation Management
and Grievance Handling procedures. Therefore, the administrators of Private Sector
Banks should look into the matter pertinent to compensation and grievance handling
mechanism and redress their grievances on compensation. The existing HR practices
of Private Sector Banks should be strengthened by incorporating the justifiable views
of middle aged bank officers, the officers in the cadre of Assistant Managers level and
low and medium experienced officers.
Conclusion
The research study “HR PRACTICES IN PRIVATE SECTOR BANKS –
AN EMPIRICAL EVIDENCE” conducted in Private Sector Banks situated in
Cuddalore District discloses various facts, such as the chosen Banks (N=52) in
Cuddalore District follow HR-practices. However, the efficiency and the performance
of HR-practices differ among banks. Though the bank officers insignificantly differ
themselves in the level of satisfaction on HR practices on different functional areas of
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IJMFSMR, Vol.3 (8), AUGUST (2014)
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35
HRM of their banks, yet all are satisfied over the HR practices. Further the
demographic factors Gender, Age, Designation and Length of service do not influence
the level of satisfaction of the bank officers on the HR practices followed by the
private sector banks in Cuddalore District of Tamil Nadu.
APPENDIX
Table – I: Demographic Characteristics of Banks Officers
Characteristics N %*
Gender
Male 218 84
Female 42 16
Age
Below 30 yrs 28 11
31-50 yrs 187 72
Above 50 yrs 45 17
Designation
Assistant Manager 208 80
Branch Manager 36 14
Senior Manager 16 06
Experience
Below 10 yrs 17 07
11-25 yrs 169 65
Above 25 yrs 74 28
* Expressed in rounded off percentage.
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Table – II: Results of „t‟-test for Gender and HR practices
HR
practices
Gender „t‟ Value „p‟ Value
Male Female
Mean SD Mean SD
69.89 7.90 71.43 11.10 0.83 0.46
Table – III Results of One-Way ANOVA for Demographic Characteristics and HR practices
HR
practices
Age Group Designation Experience
Below
30yrs
31-50
yrs
Above
50
yrs
„F‟
value
„p‟
value
Assistant
Manager
Branch
Manager
Senior
Manager
„F‟
value
„p‟
value
Below
10
yrs
11-25
yrs
Above
25
yrs
„F‟
value
„p‟
value
71.61 70.15 69.08 0.62 0.55 71.50 72.31 75.15 0.38 0.36 69.87 71.52 73.45 0.58 0.57
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37
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