International Journal of Management (IJM), ISSN (Print), ISSN (Online), Volume 4, Issue 2, March- April (2013)

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1 INTERNATIONAL JOURNAL OF MANAGEMENT (IJM) International Journal of Management (IJM), ISSN (Print), ISSN 976 ISSN (Print) ISSN (Online) Volume 4, Issue 2, March- April (13), pp IAEME: Journal Impact Factor (13): (Calculated by GISI) IJM I A E M E EFFECTIVENESS OF EMPLOYEE S DEVELOPMENT PROGRAMME WITH REFERENCE TO SBM - HEAD OFFICE, BANGALORE S.Poornima 1 and Srinivas K T 2 1 Assistant Professor, SBM Jain College, V.V.Puram, Bangalore, India 2 Associate Professor, Community Institute of Management Studies, 2nd Block Jayanagar Bangalore-11 ABSTRACT Employee is foundation stone and considered to be human capital in the organization. The success or failure of the organization depends on employee performance. Therefore, organizations are investing huge amount of money on employee s development. This paper analyzes the employee development programmes and its affect on employee performance. State Bank of Mysore has a good organization culture, excellent working environment and a very precious asset that is highly dedicated, hard working, well qualified knowledge workforce. State Bank of Mysore has offered development programmes to its employees of all departments. If researcher take the over view of the executive development program at State Bank of Mysore, researcher find that employee s development programmes offered to employees are effective and serving the purpose. Key words: Employee development INTRODUCTION Organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So every modern management has to develop the organization through human resource development. Employee development is the important sub-system of human resource development. Employee development is the specialized function and is one of the fundamental operative functions for human resources management. Management development is a systematic process of growth and development by which the managers develop their abilities to manage. So it is the result of not only participation in the formal courses of instruction but also of actual job experience. It is concerned with improving the performance of the mangers by giving them opportunities for growth and development. Statement of the Problem. 99

2 It is very important for any company to know the employees development needs and also to evaluate its effectiveness. Hence, this research is concerned with evaluating the employee s development program effectiveness. The study recognizes how important the current development programmes are with respect to the job profile of the employees from the view point of the employer. SCOPE OF THE STUDY The geographical frame of the project is restricted to State Bank of Mysore, Head Office Bangalore. The study covers a sample of only 1 employees. The study covers the detailed analysis and the study of the effectiveness of employee s development at SBM. The study has a scope to make development program as an effective instrument to make employee s to handle their job effectively. OBJECTIVES OF THE STUDY 1. To study how the development programs needs have been identified in State Bank of Mysore. 2. To study how the development programs have been designed to achieve development needs in State Bank of Mysore. 3. To study the types of development programs in State Bank of Mysore. 4. To examine the effectiveness of development program on employees in improving their skills in State Bank of Mysore. 5. To offer suggestions based on the findings of the study RESEARCH METHODOLOGY The methodology adopted for the collection of data was by the distribution of the Questionnaire consisting of 15 questions. The study concentrates on various parameters of the effectiveness of development programme at State Bank of Mysore. SAMPLE DESIGN Sample unit: Employees of the State Bank of Mysore. Sample size: The sample size was limited to 1 for the survey conducted in the study. Sampling techniques: the sampling technique adopted for the purpose of the study is convenient sampling. A convenient sample means selecting particular units of the universe to constitute a sample. Contact method: contact with the employee was made through a structured Questionnaire. Research instrument: questionnaire was used to conduct the survey among 1 employees which includes closed ended questions. STATISTICAL TOOLS FOR ANALYSIS Statistical tools like tabulation, graphical representation, percentage analysis used in the compilation and computation of data. 1

3 1. Tabular presentation: A table enables quantitative comparison and provides a precise way to present the data. 2. Percentage analysis: this helps to bring out a uniform study of the data. Percentage is used in making comparison about two or more series of data. Formula= number of respondents/ total no. of respondents*1 Graphs: graphs presentation is the only way to present qualitative information effectively. The various charts used in report writing are Bar chart and Pie chart ANALYSIS AND RESULTSS 1. Are you satisfied with the Development program modules? Table 1 Response No. of Respondents Percentage Satisfied Moderately Satisfied Not Satisfied % of the respondents are satisfied with the development modules. % of the respondents are moderately satisfied with the development program modules. 2% of the respondents are not satisfied with the development program modules. Graph 1 Satisfied Moderately Satisfied Not Satisfied Inference: From the above graph it is observed that majority of the respondents are satisfied with the development program modules. 11

4 2. Are you satisfied with the duration of the development program? Table 2 Response No. of Respondents Percentage Satisfied Moderately Satisfied Not Satisfied % of the respondents are satisfied with the duration of the development program. 16% of the respondents are moderately satisfied with the duration of the development program. 1% of the respondents are not satisfied with the duration of the development program. Graph 2 No. Respondents Satisfied Moderately Satisfied Not Satisfied Inference: From the above graph it is observed that majority of the respondents are satisfied with the duration of the development program. 12

5 3. Are you satisfied with the resource person s who conduct the development program? Table 3 Response No. of Respondents Percentage Satisfied Moderately Satisfied Not Satisfied % of the respondents are satisfied with the resource person. 12% of the respondents are moderately satisfied with the resource person. 6% of the respondents are not satisfied with the resource person. Graph Satisfied Moderately Satisfied Not Satisfied Inference: From the above graph it is observed that majority of the respondents satisfied with the resource person s who conduct the development program. 13

6 4. Does the development program provide opportunity for the exchange of experience and information? Table 4 Response No. Respondents Percentage To some extent Not at all % of the respondents agree the development program provide opportunity for the exchange of experience and information. 15% of the respondents agree that to some extent the development program provide opportunity for the exchange of experience and information. 4 % of the respondents not at all agree that the development program provide opportunity for the exchange of experience and information. Graph 4 No. of Respondents To some extent Not at all Can't say Inference: From the graph it is observed that development program provide opportunity for the exchange of experience and information. 14

7 5. Was the content and topic covered within the scheduled timeframe? Table 5 Response No. Respondents Percentage 9 9 To some extent 8 8 Not at all % of the respondents agree that content and topics covered within the scheduled time frame. 8% of the respondents tell to some extent the content and topics covered within the scheduled time frame. 2% of the respondents tell not at all the content and topics covered within the scheduled time frame. Graph 5 1 To some extent Not at all Inference: From the above graph it is observed that majority of the respondents agree that content and topic covered within the scheduled timeframe. 15

8 6. Has your efficiency in your job improved after the development program? Table 7 Response No. Respondents Percentage To some extent Not at all % of the respondents are agreeing there is efficiency in their job improved after the development program. 14% of the respondents are tells that to some extent there is efficiency in their job improvement after the development program. 1% of the respondents are tells that not at all there is efficiency in their job improvement after the development program 2% of the respondents are tells that can t say there is efficiency in their job improvement after the development program. Graph 6 To some extent Not at all Inference: From the above graph it is clear that majority of the respondentss agree that efficiency in their job improved after development program. 16

9 7. The development program imparted to you gives you job satisfaction. Table 8 Responsee No. of Respondents Percentage Agree 9 9 Partially Agree 8 8 Disagree % of the respondents are agreeing that the development program imparted to gives their job satisfaction. 8% of the respondents are partially agreed that the development program imparted to gives their job satisfaction. 2% of the respondents are disagreeing with the development program imparted to gives their job satisfaction. Graph 7 No. of Respondents 1 Agree Partially Agree Disagree Inference: From the above graph it is observed that majority of the respondents agree that development program imparted to gives job satisfaction. 17

10 8. Does the development program help you reduce the difficulties during work? Table 8 Responsee No. of Respondents Percentage To some extent Not at all Can't say % of the respondents say yes for the development program helps to reduce the difficulties during work. 12% of the respondents say to some extent the development program helps to reduce the difficulties during work. 1% of the respondents say not at all and 2% of the respondents replied can t say. Graph 8 No. of Respondents To some extent Not at all Can't say Inference: From the above graph it is cleared that majority of the respondents say yes for the development program help to reduce the difficulties during work. 18

11 9. Do you see any improvement in yourself after the development program? Table 9 Responsee No. of Respondents Percentage To some extent Not at all Can't say % of the respondents agrees that there is improvement in their after the development program. 14% of the respondents say to some extent there is improvement in their after the development program. 4% of the respondents say not at all there is no improvement in their after the development program. Graph 9 No. of Respondents 1 No. of Respondents To some extent Not at all Can't say Inference: From the above graph it is observed that majority of the respondents say there is an improvement in their after the development program. 19

12 FINDINGS 74% of the respondents are satisfied with the duration of the development program 78% of the respondents are satisfied with the development modules. 82% of the respondents are satisfied with the resource person 81% of the respondents agree the development program provide opportunity for the exchange of experience and information. 9% of the respondents agree that content and topics covered within the scheduled time frame. 75% of the respondents say yes their feedback towards development modules considered. 74% of the respondents are agreeing there is efficiency in their job improved after the development program. 9% of the respondents are agreeing that the development program imparted to gives their job satisfaction. 76% of the respondents say yes for the development program helps to reduce the difficulties during work 82% of the respondents agrees that there is improvement in their after the development program. SUGGESTIONS Regular development programmes should be conducted for the employees. After the development programmes employee should be asked feedback on the programme. It should include the opinion of the employee towards executives development programme. Feedback of the employees should be considered for the most effective development programme and alteration to be done on the basis of their feedback. CONCLUSION State Bank of Mysore has offered development programmes to its employees of all departments. Since majority of the employees are adoptable to changes and strive for self development. Scientific methods have to be adopted in analyzing the development need and in evaluation of development programmes for better results. From the analysis of the data it can be concluded that the development programmes offered in State Bank of Mysore are effective. However the employees still feel the need for regular executive development programmes, also suggested for development programmes for employee at least once in six months. If researcher take the over view of the executive development program at State Bank of Mysore, researcher find that it is satisfactory. REFERENCES 1. Abdul Hameed,Aamer Waheed(11), Employee Development and Its Affect on Employee Performance :A Conceptual Framework, International Journal of Business and Social Science,Vol. 2 No

13 2. Gibbons, G. (1995, February). Career development in smaller departments. FBI Law Enforcement Bulletin, Karthikeyan K. Karthi R Shymala Graf. D, (July 1) Impact of Training in Banking Sector An Empirical Investigation International Journal of Business and Management. 4. Niraj Kishore Chimote,(July1) Training Programs: Evaluation of Trainee s Expectations And Experience. The IUP Journal of Organizational Behavior. 5. Nagesh P, Narasimha Murthy M. S (Sep 8), The Effectiveness of Women Entrepreneurship Training Program: A Case Study The ICFAI University Journals of Entrepreneurship Development. 6. Omer Farooq Malik, Qaisar Abbas, Talat Mahmood Kiyani, Khalil-Ur-Rehman Malik and Aamer Wahee(11) Perceived investment in employee development andturnover intention: A social exchange perspective, African Journal of Business Management Vol. 5(5), pp , 7. Robert C. Merchant, J The Role of Career Development in Improving Organizational Effectiveness and Employee Development 8. Srinivas K T (12) Effectiveness of Training - With Reference to State Bank Of Mysore Head Office, Bangalore, International Journal of Marketing and Human Resource Management (IJMHRM), Volume 3, Issue 1, January- December (12), pp , ISSN Print: , ISSN Online: West, J., & Berman, E. (1993, September). Human resources strategies in local government: A survey of progress and future direction. American Review of Public Administration, 23(3),