A Descriptive Study on Employees' Perception on Training and Development Practices Carried by Bank of Baroda

 

Sumit Banerjee

Student, Prestige Institute of Management and Research, Indore.

 

ABSTRACT:

Training is considered as an organizational activity which aims in improving job performance of individuals and groups. Training provides both the individual and organizations as a full with the benefits that make the value and time a worthwhile investment. Training and development are the processes of investing in people so as that they are equipped to perform well. These processes are part of an overall human resource management approach that hopefully will end in people being motivated to perform well. The training of employees in banking industry is compulsory because of the changes posed by modern technology. Technological environment is dynamic; changes take place every minute, hour, day etc. Therefore training cannot be abjure to new or old employee but to both and even senior level managers. This research work aims at finding the impact of training programme on employees in Indian banking industry.

 

 

 

1. INTRODUCTION:

Training can be described as "an educational process which involves the sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance the performance of employees". Training refers to equipping the employees with the required skill to perform the job. Development on the other hand refers to overall growth of the employee and successful employees' development. It is a much wider concept as compared to training. Training is only a part of development. Training activities refer to organizational functions directed at managing, balancing, developing and maintaining the pool of human resource and ensuring that the human and physical resources and the organizational activities are aimed at employed towards the fulfillment of organizational goals and objectives and expectation (Schuler & Jackson 1987).

 

 

Employees is the best resource in every organization without employees it is impossible to gain success in organization and achieve objectives. Presently banking industry are competing through various and unique training and development programme. Due to advanced technology and changing pattern banking industry adopt most up-to-date HRM (Training) practices. Best training practices are always helpful and advantageous for both employee and employers; it plays an important role in constructive growth of the Indian Banking Industry.

 

Training constitutes an essential concept in human resource development. The formal educational system doesn't adequately teach specific job skills for a grip in an exceedingly particular organization. Few employees have requisite skills, knowledge, abilities and competencies needed to work effectively. Training could also be a highly useful gizmo which will bring an employee into a grip where they'll do their job correctly, effectively, and conscientiously. It presents a main opportunity to expand the content of all employees. Training is imparting a specific skill to undertake and do the selected job while development deals with general enhancement of individual skill and abilities through conscious and unconscious learning. In step with Cole (2002), factors influencing the quantity and quality of coaching and development activities include: the degree of change within the external environment, the degree of internal change, the availability of suitable skills within this work-force and also the extent to which management see training as a stimulating give some thought to work.

Every other resource like capital, assets, technology and even additional finance also can be bought; but the only resource that cannot be brought is skilled and motivated human resources and these intellectual resources should be developed through training.

 

2. OBJECTIVES OF STUDY:

To study the impact of training practices in Bank of Baroda

 

To find out whether an association exist between trained employee and work performance

 

3. LITERATURE REVIEW:

Madhu, V., Rao, V. (2019) in their research paper on ‘Human Resource Development Practices in Indian Banking Sector’ tried to focus to overview the existing HRD practices in Indian Banking Sector. The quality and performance in banking services depends on effective HRD practices more particularly training and development, career and succession planning, feedback counseling and compensation and reward management.

 

Dr. Chandrajeet (2017): “HRD atmosphere in Indian banking industry” in this study closed ended structured questionnaire has been used to collect the data from the bank employees through which the conclusion derived that training & development system of banking sector are satisfactory, other HRD instruments like job environment are normal but their potential appraisal system found to be lowest.

 

Kalakotla, S. (2017) in his research ‘Human Resource Management and Practices in Indian Banks’ covers all the important areas of human resource development in banks. These areas include conceptual clarification about human resource and human resource development in banks, essentials of HRD, the sub-system of human resource development like performance appraisal, training, management development, career planning and development, etc.

 

Jyoti (2017): “Impact of training & development with reference to banking sector in India” identified by using secondary data that that the employees who were trained on a regular basis are the who provide a higher quality services to the customer and the growth of banking sector in India is the result of skilled manpower which is the outcome if training and development.

Kumar, R. (2016): “Human resource development and Indian Banking sector” aimed to highlight the concept of HRD and their importance in banking sector. The study concluded that if there is a lack of proper planning and strategies of human resources in banks then the banks will not survive in long run.

 

Jha, R., Mishra, M. (2015) in their research paper ‘A Study of HRM and Employees Performance in Banking Sector in India’ has examined the challenges faced by banks in India and find out the suggestions and recommendations. The real challenge of this sector is the “Indian Companies”, how to transform into global corporations without losing the positive values and culture that they have developed. There is a need for introduction of new technology, skill building and intellectual capital formation and most important the human resource.

 

Hashmi, A. Abbas, H. (2014): “HRD climate in Indian banking sector” this study was an empirical attempt to examine the various HRD practices, climate & effort’s outcome in the context if Indian banking sector. Using Hypothesis testing the researchers found out that the outcome of HRD instruments in a given climate is average and there is a lot of scope for improvement.

 

4. RESEARCH GAP:

From the above analysis, there are some of the gaps which could be certainly implemented in the present research. The research gaps had been taken into consideration and included in the research were: examining various training parameters such as training methods, tenure of training, efficiency of trained employees, training facilities, and trainers’ competency, examining how far the transfer of training makes employees more capable and skilled and analyzing the impact of training on the work productivity. With the help of the above reviews suitable objectives are prepared from the research gap.

 

5. RESEARCH METHODOLOGY

The study is based on primary data and secondary data:

·       Primary Data

Primary data is collected through Google form and the method used is Questionnaires.

 

·       Secondary Data

Descriptive design has been used in this research which is based on secondary data. Secondary data has been taken from various government and non-government publications and Google.

 

6. DATA ANALYSIS AND INTERPRETATION:

The present study is an attempt to find out the training practices done in Bank of Baroda. The study is confined to the employees who are working in Bank of Baroda in all Indore Branches. Sample Size is 30.

 

Hypothesis Testing

H₀: There is no association between work efficiency of trained employees and gender.

 

Table 1: Gender * Work Efficiency Cross Tabulation

		Work Efficiency		Total
		No	Yes
Gender	Female	5	5	10
	Male	8	12	20
Total		13	17	30

 

The table above shows observed frequencies of work efficiency of trained employees in relation to gender.

 

Chi-Square Tests

	Value	D.f.	p-value
Pearson Chi-Square	.271a	1	.602

 

Interpretation:

At 5% level of significance for 1 degree of freedom, the p-value is more than 0.05 (p > 0.05). Therefore we cannot reject null hypothesis and thus can conclude that there is no association between work efficiency of trained employees and gender.

 

H₀: There is no association between work efficiency of trained employees and age.

 

Table 2: Age Group * Work Efficiency Cross tabulation

		Work Efficiency		Total
		No	Yes
Age Group	18-24	0	1	1
	25-34	8	6	14
	35-55	5	10	15
Total		13	17	30

 

The table above shows observed frequencies of work efficiency of trained employees in relation to age.

 

Chi-Square Tests
	Value	D.f.	p-value
Pearson Chi-Square	2.463	2	.292

 

Interpretation:

At 5% level of significance for 2 degree of freedom, the p-value is more than 0.05 (p > 0.05). Therefore we cannot reject null hypothesis and thus can conclude that there is no association between work efficiency of trained employees and age.

H₀: There is no association between motivation level of trained employees and gender.

Table 3: Gender* Motivation Level Cross Tabulation

		Motivation Level			Total
		Low	Moderate	High
Gender	Female	2	6	2	10
	Male	1	13	6	20
Total		3	19	8	30

 

The table above shows observed frequencies of work efficiency of trained employees in relation to gender.

 

Chi-Square Tests
	Value	D.f.	p-value
Pearson Chi-Square	1.776a	2	.411

 

Interpretation:

At 5% level of significance for 2 degree of freedom, the p-value is more than 0.05 (p > 0.05). Therefore we cannot reject null hypothesis and thus can conclude that there is no association between work efficiency of trained employees and gender.

 

H₀: There is no association between motivation level of trained employees and age.

Table 4: Age Group * Motivation Level Cross Tabulation

		Motivation Level			Total
		Low	Moderate	High
Age Group	18-24	0	0	1	1
	25-34	3	7	4	14
	35-55	0	12	3	15
Total		3	19	8	30

 

The table above shows observed frequencies of motivation level of trained employees in relation to age.

 

Chi-Square Tests
	Value	D.f.	p-value
Pearson Chi-Square	7.398	4	.116

 

Interpretation:

At 5% level of significance for 4 degree of freedom, the p-value is more than 0.05 (p > 0.05). Therefore we cannot reject null hypothesis and thus can conclude that there is no association between motivation level of trained employees and age.

 

H₀: There is no association between increment in accountability level of trained employees and gender.

 

Table 5: Gender * Increase in Accountability Level Cross Tabulation

		Increase in Accountability Level			Total
		Low	Moderate	High
Gender	Female	1	6	3	10
	Male	1	11	8	20
Total		2	17	11	30

The table above shows observed frequencies of accountability level of trained employees in relation to gender.

 

Chi-Square Tests
	Value	D.f.	p-value
Pearson Chi-Square	.461	2	.794

 

Interpretation:

At 5% level of significance for 2 degree of freedom, the p-value is more than 0.05 (p > 0.05). Therefore we cannot reject null hypothesis and thus can conclude that there is no association between accountability of trained employees and gender.

 

H₀: There is no association between increment in accountability level of trained employees and age.

 

Table 6: Age Group * Increase in Accountability Level Cross Tabulation

		Increase in Accountability Level			Total
		Low	Moderate	High
Age Group	18-24	0	1	0	1
	25-34	0	8	6	14
	35-55	2	8	5	15
Total		2	17	11	30

 

The table above shows observed frequencies of increment of accountability level of trained employees in relation to age.

 

Chi-Square Tests
	Value	D.f.	p-value
Pearson Chi-Square	2.920	4	.571

 

Interpretation:

At 5% level of significance for 4 degree of freedom, the p-value is more than 0.05 (p > 0.05). Therefore we cannot reject null hypothesis and thus can conclude that there is no association between increment of accountability of trained employees and age.

 

Test of Hypothesis

Null Hypothesis; H₀: Training program has positive impact on employee productivity

 

Alternative Hypothesis; H₁: Training program does not have positive impact on employee productivity

 

For Hypothesis Testing we assume that 95% (Confidence level) are having positive impact of training conducted in Bank of Baroda. From the sample size 30, all 30 employees agree that training program bring positive impact among employees work productivity.

So the value of Proportion p= (30/30) =1

 

Level of confidence () is 95% i.e. 0.95

 

Standard Deviation (𝝈) =

=  = 0.03979112

Z = =

 

The value of Z = 1.25

The critical value of Z is 1.96 at 5% significance level.

 

Decision:

Since, the computed value of Z=1.25 is less than the critical value, therefore, the null hypothesis is accepted. Hence, based on this sample data, there is a positive impact of training on employee work productivity.

 

Chi Square Test:

In a survey of 30 employees, 11 employees found to be good performer, of which 8 are trained and 5 are not trained; while 19 of poor performer employees had 4 trained employees and 13 untrained employees. The test is being conducted to find out whether Association exist between skilled employees with their work performance for this chi square test (𝝌²) for Independence of attributes is being conducted at 5% level of significance.

 

Null Hypothesis; H₀: No Association exist between skilled employee and work performance

 

Alternative Hypothesis; H₁: An association exists between skilled employee and work performance.

 

Table 7: Observed Frequencies

		Performance of Employees		Total
		Good	Poor
Trained		8	4	12
Untrained		5	13	18
Total		11	19	30

 

Table 8: Expected Frequencies

	Performance of Employees		Total
	Good	Poor
Skilled	5	7	12
Unskilled	8	10	18
Total	13	17	30

 

(𝝌²) = 5.115

 

Degree of freedom = 1

Tabulated value of (𝝌²) at 5% level of significance 3.841

 

Decision:

Since the calculated value of chi square is greater than the tabulated value of chi square at 5% level of significance it is significant or falls in the rejection region. Hence the null hypothesis is rejected and accordingly we conclude that data support the hypothesis that skilled employees have better work performance.

 

7. SUGGESTIONS:

1. Special programs on behavioral science should be conducted by the HRD department to vary the behavior of the bank staff to suit the culture of the banking system

2. Top management should also give best training award at every training levels so on to motivate other bank staff to attend more training and development programs

3. Trainers should make the training programmes more delightful and also make learning as a continual programme.

4. Top management should design the programmes like training for promotions which will help for the career development of bank staff.

5. Top management should take into consider about trainers and trainees feedback while formulating future programmes.

6. Top management should motivate the bank staff including trainers to attend the workshops, conferences, seminars relating to the banking industry. For this bank staff should be given duty leave.

7. Senior managers should select the trainers based on competencies, attitudes, skills and experience rather than only on the seniority or tenure basis.

8. More training programmes on the stress management, yoga and the time management in order to enjoy the jobs/tasks done by the bank staff. Because banking industry is undergoing various changes and putting the staff always under pressure

9. Bank should organize the programmes on stress and time management especially for female and stressed bank staff.

10. Bank employees who are attending more training programs during year 5 years or 10 years should be given award by the local head office.

 

8. CONCLUSION:

The result of this research study has shown that training have a positive impact on employee performance. Human resource is a major asset of banking industry. Training is an important tool in banking sector. It helps to improve the work performance of employees. Mostly every Bank requires trained and experienced employees. As jobs in the banking sector has become more complex the significance of employee training has increased. From the above study it can be concluded that employee will become more efficient and productive if he/she is trained well. Training whether at entry level or senior level always helps in bringing about a positive change. Effective training of employees equips them to perform well which further results in profitability of banks. To be consistent in success in banking industry, training should have a systematic approach and evaluation mechanism.

Throughout this study we come to a point that training is beneficial for banking sector because it significantly assist the bank to retain the most valued employees. In this dynamic environment training of employees is not a mere activity but a compulsory task that the bank must perform to make a knowledgeable and trained workforce. Training of employees influences the growth of banks. Trained employee will have better work productivity. So training is an important activity that banks need to perform in regular uniform intervals so that it helps the employee to enhance the productivity and consumer satisfaction to meet the present challenges in banking sector in India.

 

9. IMPLICATIONS OF THE STUDY:

1. The bank has been subjected to agree that training contributes to the increase of capabilities of employees and help them to increase their skills. Training helps them to carry out their work more efficiently.

2. Training process reflected positive results on the quality of banking services by the employees.

3. The awareness of training among employees is very important.

 

10. LIMITATIONS OF STUDY:

1. The study is based on the perception of employees presently working in Bank of Baroda.

2. The evaluation is based on the primary data generated through questionnaire. The analysis and interpretation depends on the accuracy of data collected.

3. The bank branch did not officially permit to collect responses from their employees. This was just because they did not want to reveal the information about their workings.

4. one of the limitations of this study is that only one bank was considered for data analysis. This did not allow for generalizing the findings of training program conducted in other banks.

 

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