A Study on Effectiveness of Training in Indian Banks

Transcription

1 A Study on Effectiveness of Training in Indian Banks P. Akilandeswari, Research Scholar, Bharathiyar University, Coimbatore, India. Dr. Jayalakshmi, Professor, Prist University, Tamil Nadu, India. Abstract Training and development are continuous process in improving the caliber of employees. It is an attempt to improve their current and future performance but the organization should keep a track on their performance after imparting them training it means training needs assessment (Janice A. Miller, 2002) it is a systematic process of altering the behavior of employees in a direction to achieve the organization s goals. A training programme is an effort by the employer to provide opportunities for the employees to acquire job related skills, attitudes and knowledge. In order to meet the ever-growing needs of business and household banking has to become dynamic and updated in modern scenario and also to take up this industry to the heights of international excellence requires best combination of new technology and skillful and talented manpower. Therefore most of the commercial banks either private or public adopt training and development programmes at the time of induction, promotion and other situation. In this research paper an attempt is made to learn that training and development exist in banks and their impact to generate efficiency of employees to cater to the need of their customers. Key Words: Training and development, Indian banks, Customer satisfaction. 85

2 1. Introduction India is emerging as an economy much ready to accept the challenges from external environment being one of the most consistently called Developing countries. India has shown with times an urge to accept change when it was needed the most year 1991 marked a great change with arrival of major policy reforms in the form of deregulation, privatization, dereservation, foreign investment, export promotion and import substitution so on these policies no lesser than a boon to Indian economy. It seems that most of the things have been done but only on papers that is as far as making policies are concerned but practical ground has not been touched completely. Areas of prime concern like industry, education and human resources still waiting for the major changes to take place and to stand at par with international standards. As knowledge workers are the most valuable asset of any institution in 21st century( Peter F. Drucker,1999) Let us talk about all the factors of production capital, land and labours being the most active factor of production it exploits other passive factor of production though India has the population increasing like jungle fire resulting in increased consumption and production to fulfill its need but on the other hand failing policies as growth rate with keeping pace with population is dissatisfactory what can be possible way out if education be made vocational which will be like an early training for students to easily pick their career options and unskilled labour made skilled with global requirement can sort out certain issues. Labour availability at lower rates is the biggest opportunity for India to grow but it should work on quality of it rather quantity. Quality suffers when quantity increases uncontrollably which is what happening with India for example education an ideal class can be where students can have quality learning and their strength doesn t become an obstacle for the person imparting knowledge as for him managing a class becomes part of education and for students class becomes chat room full of talking crowd. Our study talks about training as a core solution for human resources development especially in India where labour is available with less matching training facilities. As A result of training the trainee learn new habits, refined skills and useful knowledge during the training that helps him improve performance( V S Ramarao,2010). Nowadays, banking is no more conventional sector because many private and public banks are mushrooming with providing the best of banking under one roof. With drastic growth of banks it calls for efficient and well trained staff members to handle/deal with the consumer needs. Banks are shaping up as financial hub for their clients to grow in size and well recognized in the world market. To pull consumers banks are offering traditional with advance services like SMS banking, ATM, internet banking, priority banking, demat account personalized banking and so on. So we can say that it caters to the need of the bottom to the 86

3 highest class of society providing something to everyone. Universal banks have become modern day s supermarket extending almost every facility of banking under one roof. The second generation of banking reforms was guided by the report of the committee. On Banking Sector Reforms (again presided over by M. Narsimham) The reform measures focused on strengthening the foundations of the banking system, streamlining procedures, upgrading technology and human resources development and further structural changes. 47 Indian companies were listed in the Forbes Global 2000 ranking for 2009.[21] The 10 leading companies wherein State Bank of India placed world rank 150 and ICICI bank placed 329. Therefore it is clear that Indian banks are making marks on the face of world, in India where companies are major players at the same place banks show prosperity and growth it is clearly visible that these banks are performing not only because of efficient policies being framed keeping consumer in center of focus but also concrete knowledge of policy makers (human resources at all the level). Success is a cake to share when everyone is actively involved. 2. Objectives of Study To study training and development programmes undertaken by banks for their employees. To analyze effectiveness of training and development programmes for employees to discharge their duties. To study how training and development programmes helps to achieve customer satisfaction. 3. Literature Review The purpose of a training needs assessment is to identify performance requirements or needs within an organization in order to help direct resources to the areas of greatest need, those that closely relate to fulfilling the organizational goals and objectives, improving productivity and providing quality products and services. ( Janice A. Miller, SPHR and Diana M. Osinski, Reviewed July 2002.) The most valuable asset of a 20th century company was its production Equipment. The most valuable asset of a 21st century institution will be its knowledge Workers and their productivity (Drucker 1999). ``After employees have been selected for various positions in an organizations training them for the specific tasks in which they have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into a harmonious working relationship with other employees,, he is given adequate training. Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance. Training 87

4 enables an employee to do his present job more efficiently and prepare himself for a higher level job. (V S Rama Rao, 2010) 3.1 Why Training For Employees To get an insight of the job by the new employees and also to understand work culture followed in the organization. To acquire knowledge in order to adopt any change in technology or any change affecting the working of organization. To get promotion as again change in nature of the work but increase in payment will increase responsibility and challenges involved. To deal with the expansion and diversification where companies initiates other areas of business to gain their greater understanding. In order to satisfy consumers from all walks of life banks need to have efficient manpower which can be possible by offering them quality training, training programme should keep pace with changing times it must be unconventional. Training changes mental and social outlook of employees. Customers and their needs can be identified and they are satisfied accordingly. 3.2 Research Methodology Primary data includes data collected through questionnaire filled by the bank employees. Secondary data includes reference books, journal, research papers and internet. Random sampling of 50 respondents from employees from different banks like HDFC, ICICI, Vijaya bank, Bank of Baroda, Repco Bank located in suburban area of Chennai Analysis of Datas Table 1.1: Age of Respondents > The above table shows that 28% of the respondents are at the age group from 18-25years, 32% respondents are from 25-30years of age, 28% of the respondents are from years of age and 12% of the respondents are above 35 years of age. Table 1.2: Educational Qualification of Respondents Opinion No. of respondents Percentage (%) 88

5 The above table shows that 28% of the respondents completed secondary. 26% of the respondents completed Diploma. 36% of the respondents completed UG and remaining 10% of the respondents completed PG. Table 1.3: Gender The above table shows that 62% of the respondents are male and 38% of the respondents are female. Secondary Diploma UG PG Opinion No. of respondents Percentage (%) Male Female Table 1.4: Marital Status Married Unmarried The above table shows that 50% of the respondents are married and 50% of the respondents are unmarried. Table 1.5: Awareness of Training Programme Opinion No. of respondents Percentage (%) Yes No The above table shows that 96% of the employees are aware of the training programme and 4% of the employees are not aware. Table 1.6: Attended Training Programme 89

6 Opinion No. of respondents Percentage (%) Yes No The above table shows that 96% of the employees have attended training programme and 4% of the employees have not attended. Table 1.7: Nature of Training Programme Opinion No. of respondents Percentage (%) Mostly related to work General Not related to work The above table shows that 72% of the employees find the training programme mostly related to their work.26% of employees find it in general and 2% find it not related to work Table 1.8: Undertake Training Programmes In Future Opinion No. of respondents Percentage (%) Yes No The above table shows that 86% of the employees are willing to undertake training programme in future and 14% of the employees are not willing to undertake. Table 1.9: Quality of Training Programme Opinion No. of respondents Percentage (%) Excellent Good Total The above table shows that 40% of the respondents find the quality of the training programme to be excellent and 60% of the respondents find it good. Table 1.10: Technical Skills 90

7 Agree Neither agree nor disagree Disagree The above table shows that 78% of the employees agree that training programme helps them to pick up new technical skills.16% of the employees neither agree nor disagree and 6% of the employees disagree. Table 1.11: Leadership Skills Agree Neither agree nor disagree Disagree The above table shows that 70% of the respondents agree that attending training programme helps them to pick up leadership skills, 24% of the respondents neither agree nor disagree and 6% of the respondents disagree. Table 1.12: Soft Skills Agree Neither Agree nor Disagree Disagree The above table shows that 78% of the respondents agree that attending training programme helps them to pick up soft skills, 16% of the respondents neither agree nor disagree and 6% of the respondents disagree. Table 1.13: Better Performance 91

8 Agree Neither Agree nor Disagree Disagree The above table shows that 72% of the employees feel that attending training programme leads them to perform better at work.22% of the employees neither agree nor disagree and 6% of the employees disagree. Table 1.14: Customer Service Skills Agree Neither Agree nor Disagree Disagree The above table shows that 56% of the respondents agree that attending training programme helps them to pick up customer service skills, 34% of the respondents neither agree nor disagree and 10% of the respondents disagree Table 1.15: Chances of Promotion Agree Neither Agree nor Disagree Disagree The above table shows that 62% of employees agree that attending training programme leads them to the chances of promotion.24% of the employees neither agree nor disagree and 14% of the employees disagree with it. Table 1.16: Relevance of Topics in Training Programme 92

9 Opinion No.of Respondents Percentage (%) Yes No The above table shows that 88% of the employees find the topics relevant to the training programme and 12% of the employees don t find it relevant. Table 1.17: Topics Covered In Training Programme Agree Neither Agree nor Disagree Disagree The above table shows 68% of the respondents agree that relevant topics related to programme objectives were covered in the training programme,26% of the respondents neither agree nor disagree and 3% of the employees disagree. Table 1.18: Topics Covered Within Right Time yes no The above table shows that 88% of the respondents accept that the topics taken for the training programme are covered within the right time and 12% of the respondents don t accept with it. Table 1.19: Topics Covered Easy To Understand Opinion No. Of Respondents Percentage (%) 93

10 Yes No The above table shows that 88% accept that the topics covered in training programme are easy to understand and 12% of the respondents don t accept with it. Table 1.20: Satisfactory Level Very Satisfied Satisfied Neither Satisfied Nor Unsatisfied The above table shows that 40% of the employees are very satisfied with training programme.42% of the employees are satisfied and 18% of the employees are neither satisfied nor dissatisfied. Table 1.21: Suggestions on Improvements Opinion No. Of Respondents Percentage (%) No Improvements Needed Make The Content More Relevant Shorten The Training Programme Lengthen The Training Programme The above table shows the suggestions on improvement where 56% of the employees feel no improvement is needed.6% of the employees suggest on making the content more 94

11 relevan.26% of the employees suggest to shorten the period of training programme and 12% of the employees suggest to lengthen the period of training programme Analysis Of Opinion Of Respondents Regarding Quality of Topics Covered And Satisfactory Level Of Employees [Using Chi Square] Table 1.22: Quality Of Topics Covered * Satisfactory Level Cross Tabulation Observed Count Opinion Quality Of Topics Covered Satisfactory Level Neither Satisfied Very Satisfied Satisfied Nor Unsatisfied Total Excellent Good Total Quality of Topics Covered * Satisfactory Level Cross Tabulation Expected Count Satisfactory Level Opinion Quality of Topics Covered Very Satisfied Satisfied Neither Satisfied Nor Unsatisfied Total Excellent Good Total Null Hypothesis: Ho: There is no association between quality of topics covered and satisfactory level of the employees. Alternate Hypothesis: H : There is association between quality of topics covered and satisfactory level of the employees. 95

12 Table : Computation of Chi-Square Test S.NO (O) (E) (O-E) (O-E) 2 (O-E) 2 /E TOTAL Calculated value=0.870 Degrees of freedom=(r-1)(c-1)= (3-1)(4-1) =6 Level of Significance= 5% Tabulated value=0.920 Calculated value=0.870 The calculated value is less than tabulated value. Null hypothesis is accepted There is no association between quality of topics covered in Training Programme and satisfactory level of the employees. Analysis of Opinion Of Respondents Regarding Awarness Of Training Programme And Undertake Training Programme In Future [Using Rank Correlation] Table 1.23 Yes No Opinion Awareness Of Training Programme (X) 48 2 Undertake Training Programme In Future (Y)

13 Table X Y (xi-yi) r = 1-6 di 2 n(n 2-1) =1-6(0) 2(2 2-1) =1-0/2(4-1) =1-0/6 =1 Awareness of training programme and undertake training programme in future are positively correlated. Findings of Study The data collected were analysed carefully and the following findings were drawn. From the study it is inferred that all the respondents are educated and 96% of the employees are aware of the Training Programme and have attended the training programme conducted at their organization: 72% of the employees find the Training Programme related to their work.78% of the employees agree that attending Training Programme has helped them to pick up new Technical skills and soft skills. Most of the employees find the quality of the training programme to be excellent. 72% of the employees feel that attending training programme leads them to perform better at work. 88% of the employees find the topics relevant to the training programme and they also find the topics covered during the Training Programme are easy to understand. 88% of the respondents accept that the topics taken for the training programme are covered within the right time It is also inferred that the quality of the topics covered reflects high level of satisfaction among the employees at the organization 97

14 According to the study majority of the employees who are aware of the Training Programme conducted in their organization have shown their willingness to attend the Training Programme in future. 4. Recommendations Decentralization of training will make the training convenient for employee. Managers who are at high levels are trained in restricted numbers of training centres which are located in few states of India that makes training inconvinient for employees living far off regions. To update employee s knowledge and skill suitable training must be provided at regular intervals i.e. in a year or as per the requirement to keep the employees updated. Training and development should also include more of upgrading their social behavior as they connect to various clients belonging to various social backgrounds of society. As they need to intermingle with different colleagues during transfers and delegations. All the banks whether private or public should share their training and learning techniques as a separate body it should provide standardized and uniform training so that young people will not get tangled up in ``different bank different training strategy. 5. Conclusion It is concluded that private and public indian banks undertake training and development programmes for their employees to increase their efficiency. Banks provide training programmes to enhance their knowledge and skills to satisfy the customers. Growth of banking sector in india is the result of skilled manpower which is the outcome of training and development. References Books Nakkiran S. and Karthikeyan M.(2007) Training techniques for management development, Deep and deep publications pvt ltd, New Delhi. Anthony Landale (2004) Training and Development A complete handbook, Gower publishing ltd, U.K. G. Pandu Naik;(2007) Training and development text research and cases, Excel books, New Delhi. Drucker, P. (1999). "Knowledge-Worker productivity: the biggest challenge." California Management Review 41(2): V S Rama Rao on December 27, 2010, Need for training, at 98

15 Janice A. Miller, SPHR and Diana M. Osinski, SPHR, Training Needs Assessment, February 1996 Reviewed July Journals Vaishali Nagar (Oct-Dec2009), The Indian journal of commerce, The Indian commerce association, New Delhi. Source Electronic Mario Harsh,2007,pathway out of poverty, rural employment ilo.org/fileadmin/user-uploan/fao-ilo/pdf/papers/25-march/hartl- formatted.01.pdr(28/8/2011). Venkatesh J.;2009,``Final report on management thesis, a study on training and development practices in ICICI bank, (29/8/2011). 99