chapter ;; iv ;; manpower planning in public...
TRANSCRIPT
is-o
CHAPTER ;; IV ;; MANPOWER PLANNING IN PUBLIC SECTOR
BANKS;; COMPARATIVE POSITIONS;;
CONTENTS
Sr.No. Points Page
4.1 Introduction
4.2 Comparative positions
4.3 Positions per branches
4.4 PSBs and Business
4.5 Average per branch busiess
4.6 PSBs and deposits
4.7 deposits: average per Bank
4.8 PSBs and Advances
4.10 PSBs and total manpower
4.11 Average manpower per branch
4.12 PSBs; No.of branches & Business
4.13 Inter Bank comparison
4.14 Per Branch Manpower
4.15 Comparative work efficiency
4.16 Overall view
4.17 Total Manpower position
4.18 Per branch manpowbx
4.19 Per manpower business^
4.20 Per manpower deposits
4.21 Advances, per manpower
4.22 Manpower in PSBs 1969-89
4.23 Manpower Projections for all PSBs
4.24 Chapter conclusion
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4.1 15
CHAPTER IV :: MANPOWER PLANNNING IN PUBLIC SECTOR
BANKS : COMPARATIVE POSITIONS:
4.1 Introduction;
Manpower planning in PSBs is a continuous
process, which has got a basis of network of Bank
andthe Banking business recorded therefrom. As
indicated in the last chapter, branches in PSBs
are categorised in terms of-
1. Area of location viz.- Metropolitan,
urban, semi-urban and Rural; and
2. Size wise viz- VELB, ELB, LB, MB, SB.
By and large, for macro level comparison,
as the total PSBs are sub-divided in three groups
viz-
1. First 14 nationalised Banks,
2. Total 20 Nationalised Banks,
3. Total 28 Public Sector Banks, including
20 nationalised banks and 8 BaNKS
in State Bank group.
Separate indicators have been derieved
in respect of these groups. -
1. Number of branches in total and in
average.
2. Amount of business retained in total
comprising of deposits and advances.
3. Totalmanpower comprising of officers,
clerks, and subordinate staff.
In this chapter, the comparative positions
of all the 28 PSBs have been presented Bankwise.
13 2-
4.1.a.
MANPOWER PLANNING IN PSBs: Inter Bank Comparisons
Table No.T/4.1: POSITION AS ON 31-3-1990.
|Sr.
No.
1 2 3 4 5 6 7 8 9 10 11 12 13 14
15 16 17 18 19 20
21 22 23 24 25 26 27 28
===
^ank Name
Punjab National Bank Central Bank of India Bank of Baroda Bank of India Canara Bank Union Bank of India Allahabad Bank United Commercial Bank Syndicate Bank Indian Bank United Bank of India Indian Overseas Bank Bank of Maharashtra Dena Bank
Sub-Total I
Andhra Bank Vijaya Bank Punjab & Sind Bank New Bank of India Oriental Bank of Commerce Corporation Bank
Sub-Total II
Sub-Total I+II=III
State Bank of India State Bank of B & J State Bank of Hyderabad State Bank of Patiala State Bank of Travancore State Bank of Mysore State Bank of Indore State Bank of Saurashtra
==========================
ALL PUBLIC SECTOR BANKS::
• -tlts-r-nr No.of Brs. Manpower Total
3203 2907 2298 2272 2006 1837 1766 1758 1528 1357 1301 12.89 1116 1092
25730
1057 719 673 587
• 551 437
4024
29754
8422 767 755 674 659 543 373 336
• = = = = = = = = =
42283
58,557 50,026 43,491 53,057 50,904 32,598 21,667 34,783 39,908 24,940 22,425 28,561 17,226 16,408
4,94,55...
15,952 13,337 12,331 12^128 10,155 8,982
72,885
5,67,436
2,19,299 14,210 13,063 11,010 12,063 10,137 6,450 7,713
8,61,381 1
Business
19,050 16,412 21,088 25,628 n ,421 9,349 7,697
13,557 10,678 11,059 6,861
10,686 4,884 4,496
179,780
4,720 3,843 3,664 3,214 3,674 2,430
20,545
200,325
78,014 3,660 3,828 3,895 3,228 2,416 1,919 1,989
==========
299,274
urures) Deposits
12,561 10,652 13,033 15,508 10,923 6,301 5,254 8,583 6,792 7,059 4,574 6,653 3,234 3,001
114,128
3,020 2,357 2,441 2,043 2,471 1,531
13,863
127,991
43,515 2,281 2,434 2,596 2,030 1,454 1,231 1,267
=========
184,799
Advances
6,489 5,760 8,055
10,120 6,498 3,048 2,443 4,914 3,886 4,914 2,287 4,033 1,650 1,495
65,652
1,700 1,486 1,223-1,171 1,203 899
7,682
73,334
34,499 1,379 1,394 1,299 1,198
862 688 722
==========
115,375 1
4.2 }S3
All these positions are as of 31-3-1990.
Deployment of manpower inPSBs is mainly
dependent on the network and business, hence the
further discussions on comparative positions would
be most useful in analysing Bankwise positions.
Table No. T/4.1 gives Bankwise position of manpower
and business as on 31st March, 1990.
It is observed from table No. T/4.1 that-
Position of Branches in total of PSBs
as on 31-3-1990, total branches of first 14 Nationa
-lised Banks was 25,730.; out of these 3,203 branches
were of Punjab National Bank, recording highest
number of branches. Dena Bank was having lowest
number of branches and hence ranked at 14th position.
Total 20 Nationalised Banks were having
29,754 branches, in these also Punjab National
Bank was at the top, while Corporation Bank was
at the lowest position with only 437 branches.
Total 28 PSBs were having 42,243 branches,
in these State Bank of India was at the top with
8,422 branches, while State Bank of Saurashtra
was at the lowest position with only 336 branches.
All these SartkB are having standing
of over 50 years from the date of their respective
original formation.
4.3 5 3^
Rate of growth of network of these Banks
was not even or planned. It was highly fluctuating.
A decadewise positron of one of the PSBs
of the past five decades, (1935-90) shows that
on the basis of first decade position , during
the next two subsequent decades, the present
PSB which was a private sector Bank at that time,
the rate of growth was 400% during each decade
on the basis of opening position, which was lowered
down to 300% rise in 1959-69, remained constant
at 300% rise in the decade 1969-79; and lowered
at 200% rise during the decade 1979-89. However
in absolute terms, each PSB opened maximum numbner
of branches during the decade 1979-89. The PSB
referred above for the same of example was Bank
of Maharashtra, position of which has been separately
analysed in subsequent chapters in detail.
The positions discussed in the table T/4.1
are summarised in the following table.
Table No. T/4.2: A comparative position of all
Public Sector Banks (31.3.1990).
Sr.No.
1
2
3
4
5
Particulars
No.of Branches
Business
Deposits
Advances
Staff Strength
Highest
SBI
SBI
SBI
SBI
SBI
Lowest Above
avera >
SBS
SBINDORE
-do-
-do-
-do-
ge
10
10
12
12
9
ss 4.4
State Bank of India has showed its 'big'
-ness in all absolute positions, while State Bank
of Indore has indicated lowest positions in all
respects, except number of branches. Overall, ten
Banks can be considered as 'Big' Banks above overall
average positions, out of in all 28 Public Sector
Banks.
4.3;; Position of per Bank Branches in PSBs:
Total number of branches of first 14 National
-lised Banks were 25,730.
In first 14 nationalised Banks, lowest
position was of Dena Bank with only 1092 branches.
Average per Bank position was of 1837 branches.
Banks above average position can be called as 'Big'
Banks and others rest of the Banks below average
called as small Banks. Therefore, in respect of
number of branches, 5 (five) Banks were big Banks
and remaining . 9 (nine) were small Banks.
Total number of branches of all the 20
nationalised banks were 29,754. Highest position
was of Punjab National Bank with 3203 branches
and lowest position was of Corporation Bank with
437 branches. Out of 20 Nationalised Banks, 9 (nine)
Banks were above average positions and hence can
be considered as Big banks.
)SG
Out of total 28 PSBs, total number of branches
were 42283. Largest being the State Bank of India
with its 8,422 branches, smallest heiing State Bank
of Saurashtra with its 336 branches. Average position
per Bank was of 1510 branches. Banks above this
average position were Ten and. whence can be called
as big PSBs, rest of 18 Banks can be called as small
PSBs.
4.4:; PSBs and Business::
Total 14 FirstNationalised Banks were
having total retained Business (Deposits+Advances)
of Rs. 1,79,780 crores. Highest business position
was of Bank of India with 25,628 crores. At the
lowest was Dena Bank with Rs. 4,496 crores.
Total 20 Nationalised BANKS WERE HAVING
TOTAL RETAINED BUSINESS OF Rs. 2,00325 crores, highest
was of Bank of India and at the lowest was Corporation
Bank with its business position of Rs.2,430 crores.
Total 28 PSBs were having a total retained
business of Rs.2,99274 crores; out of these Banks,
State Bank of India was at the Top with retained
business position of Rs.78,014 crores.
Rate of groth of business of these PSBs
was about 12% per year during the first decade;
it was about 14%per year in the second decade of
1949-59; during next decade of 1959-69 it was 16%
per year. Decade of Bank Nationalisation brought
4.6 )Sn
in 19% per year increase, the next decade of 1979-
89 lowered the rate at 16% per year.
X 4.5 : : Average Per Branch Busin'^ss; :
Total 14 Nationalised Banks were having
average per Bank business of Rs, 12,841 crores.
Above this average five (5) banks were ranked, these
can be called as big banks in business, below the
average were nine (9) banks; these can be considered
as small banks.
Total 20 nationalised banks were having
average per bank business of Rs. 10,016 crores.
Above this average were nine (9) banks and below
this averrage were 11 banks. Above average banks
were big banks in business, below average Banks
were small banks.
Total 28 PSBs were havingaverage per banks
business of Rs. 10,688 crores. Above this average
were 10 (ten) PSBs andbelow this average were 18
(eighteen) small PSBs. Above average PSBs were
big PSBs and below average were small PSBs.
4.6 :: PSBs and DEPOSITS
First 14 nationalised Banks recorded total
depositts of Rs. 1,14,128 crores. Highest position
was of Bank of India with deposits of Rs. 15,504
crores and at the lowest was Dena Bank with Rs.
3,001 crores.
All 20. nationalised banks were having
total deposits of Rs. 1,27,991 crores.
4.7 s.s'<
Out of these also Bank of India was at
the top; and at the lowest position was of Corporation
Bank with deposits of Rs.1,531 crores.
All 28 PSBs were having total deposits
of Rs. 1,84,799 crores. Out of these highest deposits
were of State Bank of India at Rs. 43,515 crores
and lowest deposits position was of State Bank of
Indore with the deposits of Rs. 1231 crores.
Rate of growth in deposits decides rate
of growth of retained banking business. However,
in total business, growthrate, composition of deposits
rate of growth is reducing every year. Deposits
are main resources of banking business. Rate of
growth in deposits also indicate the wave of National
Economic Development and the trend of overall savings
and the tendency of the people. .
4.7;; Deposit average per Bank::
Out of first 14 nationalised banks,aver-age
deposits per bank were of Rs. 8,152 crores. Banks
above this average position were 8 (eight), while
6 (six) banks were below this average. Banks above
<3.verage can be considered as 'High'marketers of deposit
schemes, while banks below average can be considered
as less efficient in marketing of deposit schemes.
Out of 20 nationalised banks average deposits
per bank were Rs.6,399 cr^es. Above average were
11 banks, below average were 9 banks.
4.8 1̂ 1
Out of 28 PSBs, average deposits per Bank
were Rs.6600 crores. Above this position were 12
Banks, below this position were 16 banks.
4.8 :: PSBs AND ADVANCES:
First 14 nationalised banks were having
total advances of Rs. 65,652 crores. Highest advances
extended were by Bank of India at the position of
Rs. 10,120 crores; lowest advances position was
of Dena Bank at Rs.l495 crores.
All 20 Nationalised Banks were having
total advances of Rs. 73,334 crores. Bank of India
was at the top, while Corporation Bank was at the
lowest position with Rs. 899 crores.
All 28 PSBs were having total aidvances
of Rs. 1,15,375 crores. At the top position was
the State Bank of India with Rs. 34,499 crores advances
and at the lowest was State Bank of Indore with
advances of Rs. 688 crores.
4.9 :: ADVANCES AVERAGE PER BANK::
Out of first 14 nationalised Banks, advances
average per Bank was of Rs.4,680 crores. Above this
level were 7 (seven) banks, be.low this level were
7 (seven) banks. Above average Banks were big Banks
in advances., below average position were small
banks in advances.
4.9 \<i,o
OUT of total 20 nationalised banks, average
advances per Bank was of Rs.3,666 crores. Above
this average werre 9 (nine) banks, below this average
wee 11(eleven) banks.
Out of total 28 PSBs, average of advances
per Bank was of Rs.4,120 crores. Above this average
were 12 Banks and below this average were 16 banks.
Granting of advances is a part of deployment
of resources. This part of business also brings
in income to the Banking business- Effective and
productive deployment of funds develops National
economy. In view of this manpower in banking is
required to be more skillful while dealing with
advances portfolio of the Bank.
4.10 :: PSBs AND TOTAL MANPOWER ;;
First 14 nationalised banks were having
total manpower of 4,94,551. Highest manpower position
was of Punjab National Bank with 58,557 personnel.
Lowest manpower strength was that of Dena Bank with
16,408 persons.
In all 20 nationalised banks, total manpower
strength was of 5,67,436; highest position was of
Punjab National Bank, while at the lowest position
was Corporation Bank with 8,982 manpower.
In all the 28 PSBs, the total manpower
strength was of 8,61,381, out of which State Bank
of India was having highest manpower position of
2,19,299 and State Bank of Indore was having lowest
manpower strength of 6450.
4.10 \(s\
4.11 :: AVERAGE MANPOWER PER BANK ::
Considering Manpower position of the First
14 Nationalised Banks, average per bank. Manpower
position was of35,325. Above this average six banks
recorded manpower position, while below this average
eightbanks recorded the position.
In all 20 Nationalised Banks, average
per Bank manpower was of 28,371. Above this average
were 9(nine) banks, while below this average were
11 (eleven) banks.
In all 28 Public Sector Banks, average
per Bank manpower was of 30,763. Above this average
were 9 banks, while below this average were 19 banks.
Manpower strength differes from bank to
bank because of difference in network positions
and positions of business retained.
4.12 :: PSBs NUMBER OF BRANCHES AND BUSINESS;;
First 14 nationalised banks were having
comparative position of number of branches and bhsiness
in which perbranch business was of Rs. 6.99 crores.
Above this position, were 6 (six) banks and below
this position were 8 (eight) banks.
At the top was Bank of India with per
Branch business to the extent of Rs. 11.28 crores.
At the lowest was Dena Bank with Rs.4.12 crores.
In all 20 nationalised Banks average per
branch business was Rs.6.73 crires. Above this position
were seven (7) banks and below this position were
13 (thirtewen) banks.
)GR 4.11
At the top was Bank of India with Rs.
111.28 crores business per branch, while at the lowest
position was Dena bank only.
In all the 28 PSBs average per branch
business was of Rs. 7.08 crores. Above this position
wee six (6) banks and below this position were 22
(twenty two) banks.
At the top was Bank of India only. While
at the lowest was once again Dena Bank.
4 . 1 3 : : Inter Bank Comparision of Positions in Manpower in PSBs.
As d i scussed e a r l i e r , t he re a r e 28 PSBs in which th ree groups a re
c l a s s i f i ed for the purpose of project ion of the i n d i c a t e r s . These
i n d i c a t e r s a re Bankwise -
(1) Total number of b r anches -
(2) Total Manpower deployed in the r e s p e c t i v e Bank -
(3) Total Business r e fa ined posi t ions -
Cf) Total depos i t s of the Bank -
(5) Total Advances of the Bank -
All these pos i t ions a re t aken as of 31-3-1990.
These Banks are h a v i n g th ree g r o u p s , based upon the s t a t u e s of
convers ion from P r i v a t e Sector to Publ ic Sector Banks .
Group No.l c o n s t i t u t e s of F i r s t 14 Banks Na t iona l i sed on 19th July 1969
Group No.2 cons t i t u t e s of 6 Banks Na t iona l i sed in the year 1980 and
thereaf te r pos i t ion of al l the 20 Na t iona l i sed B a n k s .
Group 3 - Sta te Bank group in which Sta te Bank of I n d i a and its 7
a ssoc ia te Banks a re l i s t ed .
As such forms to ta l 28 Publ ic Sector Banks .
The very purpose of c l a s s i f y i n g these groups is t h a t , the f i r s t group
banks had grown up fas ter after N a t i o n a l i s a t i o n . The growth was in
al l respec ts v iz .
(1) In number of b r a n c h e s .
(2) In to ta l manpower
(3) In to ta l bus iness compr i s ing of
a) Deposits b) Advances .
4 . 1 3 ! ^ ^
The second group comprises of next phase of Bank Na t iona l i s a t i on and
thereaf te r forming 20 Na t iona l i sed Commercial B a n k s . The posi t ions
are v a r i n g as the r a t e of growth of these 6 Banks was not so f a s t e r ,
after N a t i o n a l i s a t i o n , so a lso in between the per iod of f i r s t Bank
Na t iona l i s a t i on and Second Bank N a t i o n a l i s a t i o n p roces s .
In SBI g r o u p , major s h a r e is of SB! itself, r e s t of a l l a r e too small
Banks in its c o m p a r i s i o n .
Na t iona l i sed Banks and SBI group form to ta l PSBs.
Inter Bank Comparision -
Manpower deployment in Publ ic Sector Banks has no p a r t i c u l a r
s t a n d a r d i s e d c r i t e r i a as it is i n d i c a t i v e from the compara t i ve posi t ions
of a l l the 28 Publ ic Sector Banks . A broader compar i s ion has been
c a r r i e d out in t h i s e x e r c i s e .
Table No. ^ \ shows posi t ions as on -s^l-3-1990 of no. of b r a n c h e s ,
and to ta l Manpower of the r e spec t ive Baf>k and in propor t ion per
b ranch Manpower deployment .
Out of 28 Publ ic Sector Banks , th ree sub c a t e g o r i e s are l i s ted as
d i s c u s s e d .
In the f i r s t g r o u p . Synd ica te Bank r a n k s f i r s t a t 26.12 persons per
b r a n c h , whi le A l l a h a b a d Bank r a n k s a t the l a s t at 12.27 persons of
Manpower per b r a n c h . Average of al l the 14 Na t iona l i sed Banks per
b ranch Manpower comes to 19.22. Bank of M a h a r a s h t r a which r a n k e d
on 13th p lace in terms of number of b r anches so a lso in terms of to ta l
Manpower, its per b r a n c h Manpower stood a t 15.'*3 and r a n k e d on I2th
p l a c e .
4 .14
Last two Banks are rot above average, but near to the average
posi t ion.
However, cost of 16 Barks are below average. Biggest amongst the
Public Sectors, state Bark of India is also below average. At the
lowest position is State Bark of Mysore.
J <So
4 - 1 5 ^^Q
Comparative Work Efficiency IndicatO-^.^-
Based upon the d i scuss ion c a r r i e d out as per the a c t u a l pos i t ions ,
following i n d i c a t o r s are de r ived out of thenn for the purpose &
compar i son .
1. Per Branch Manpower.
2. Per Branch to t a l Bus ines s .
3 . Per Branch depos i t e .
k. Per b r a n c h Advances. .
5. Per Manpower to t a l b u s i n e s s .
7. Per Manpower a d v a n c e s .
Per Branch manpower ind ica t e s the scope given or c r e a t e d by the
r e spec t ive Bank in the a r e a of genera t ion of a d d i t i o n a l enployment
a p p o r t u n i t i e s , so a lso the posi t ion ind ica te as to how much
manpower has been prov ided to cu te r the b a n k i n g se rv ices to the
people in the a r e a of ope ra t i on of t h a t Bank.
Per Branch to ta l bus ines s i n d i c a t e t h a t to wha t e x t e n t the a r e a of
ope ra t ion has given r e sponse or the manpower deployed a t the
b ranch has ach ieved the work eff ic iencey in the a r e a s of genera t ion
of economy on a p p l i c a t i o n of economy i . e . mobl i s ing the r e sources
and c r e d i t dep loyments .
Per Branch Deposit posi t ion ind ica te the c a p a c i t y of the b r a n c h to
mobi l ise the depos i t s from the p u b l i c , the schemes p r e p a r a t i o n , the
h of these schemes , m a r k e t i n g of these schemes, ex tens ion
of s e rv i ce s to the people after m a r k e t i n g the re schemes e t c .
4 . 1 6
Per branch c red i t position i n d i c a t e the capacity of the centres of
the Bank on an average to extent the c red i t fac i l i t ies in the area
of operat ion.
Per nnanpower average business indicates, capaci ty of manpower to
retain the business i .e. deposit and advances moni tor ing.
Per manpower average deposites indicate capaci ty to mobilise the
resources.
Per branch advances indicates capaci ty to extend and monitor the
c red i t *
I G 5 4 . 1 7
State Bank of I r d . ' C t is l a r g e s t
in number of B r a n c h e s , staff pos i t ion , Total Deposi ts , to ta l
Adventages and to ta l Bus ines s .
Out of 20 Na t iona l i s ed Banks , Pun jab Nat ional Bank Tops on to ta l
number of Branches and to ta l manpower . Whereas Bank of Ind ia \
tops on to ta l Depos i t s , to ta l a d v a n c e s and to ta l b u s i n e s s .
In gene ra l r a n k i n g out of 28 Publ ic Sector Banks , Banks above
o v e r a l l a v e r a g e pos i t ions a re -
1. S ta te Bank of I n d i a .
2 . Bank of I n d i a .
3 . Bank of
U. Pun jab Nat ional Bank .
5. C a n a r a Bank.
6. Cen t r a l bank of I n d i a .
7. UCo Bank.
8. I n d i a n Bank.
9 . I n d i a n Overseas Bank.
10. Syndica te Bank.
These Banks can be c a l l e d as Big Publ ic Sector Banks , where as
r e s t of a l l 18 Banks a re Small Publ ic Sector Banks .
4 . 1 8
OVERVIEW;;
So far as abso lu te posi t ion is conce red , Punjab Nat ional Bank tops
amongst a l l 20 Na t iona l i s ed Banks in number of b ranches (3203) as
well as in deployment of to ta l Manpower (58,557) but its per b r anch
Manpower posi t ion i . e . 18.28 and r a n k e d a t 8th p l ace .
Even after c o n s i d e r i n g the other s ix Na t iona l i sed Banks , the ove ra l l
a v e r a g e per b r a n c h Manpower posi t ion comes a t 19.07 as a g a i n s t 19.22
of f i r s t i'^ B a n k s .
Aga in , so far as an abso lu te posi t ion is conce rned , co rpo ra t ion
r a n k e d a t the lowest 20th posi t ion amongst 20 Na t iona l i sed Banks . Its
to ta l number of b r anches are h a r d l y 13% as compared to Punjab
Nat ional Bank, its t o t a l Manpower cons t i t u t e s h a r d l y to the e x t e n t of
15% as compared to the Manpower posi t ion of PNB.
Posit ion of a l l the 20 Na t iona l i s ed Banks of to ta l number of b ranches
a t 29,754 ind ica t e a v e r a g e per Bank about 1̂ *87 b r a n c h e s and 28371
Manpower and a v e r a g e per Branch Manpower at 19.07.
In th i s pos i t ion . Bank of M a h a r a s h t r a has got 24% shor t in number of
b ranches and 40% less in manpower .
Its s h a r e in to ta l No.of b r anches is h a r d l y 3.7% and in to ta l
Manpower abou t 3%.
I n c l u d i n g Sta te Bank g r o u p , there are 28 Public Sector Banks h a v i n g
to ta l 42,283 number of b ranches and 8,61,381 Manpower, i n d i c a t i n g
there in per b r a n c h Manpower p o s i t i o n \ a t 20 .37 .
Amongst a l l the 28 PSBs, Sta te Bank of I n d i a (SBI) is the b igges t
Bank h a v i n g to ta l 8422 number of b r anches with 2,19,299 of to ta l
<3«|
7
4 . 1 9 )r|o
Manpower, i n d i c a t i n g thereon per b r a n c h manpower posi t ion of 26.Cf,
which is _aiso h ighes t one .
Smal les t amongst a l l the 28 Publ ic Sector Bank is Sta te Bank of
S a u r a s h t r a , which has got only 336 number of b r a n c h e s , bu t so far as
Manpower posi t ion is conce rned , State Bank Of Indore has got lowest
posi t ion in to t a l Manpower with only 6^50 persons to work in 373
b r a n c h e s .
As such ou t of 28 Publ ic Sector Banks , 10 Banks can be r a n k e d as
big Banks . Nine from Nat iona l i sed and F i r s t and a t the top being SBI
Rest of the 18 can be cons ide red as Small B a n k s .
Highlights ' Branches -
In f i r s t U Na t iona l i sed Banks , Punjab Nat ional Bank has maximum
number of b ranches 3203. Lowest r a n k e d is Dena Bank a t 1092 as
a g a i n s t a v e r a g e of 1837.85. Out of to ta l Branches of 25730, Union
Bank of I n d i a has got e x a c t a v e r a g e posi t ion of number of B ranches .
E ight Banks a re below a v e r a g e and 5 Banks a re above a v e r a g e and
hence can be c a l l e d as Big Banks . These a re (1) Pun jab Nat ional
(2) Cen t r a l Bank (3) Bank of Baroda (k) Bank of I n d i a &
(5) C a n a r a Bank.
In second n a t i o n a l i s a t i o n s t a g e , 6 Banks were n a t i o n a l i s e d in the
year 1980. Out of p r e s e n t '*02'f b r anches of these Banks , h i g h e s t no.
of b r anches a re of Andhra Bank lowest a re of Corpora t ion Bank
a v e r a g e of these s ix being 670, which is m a t c h i n g with the posi t ion of
Punjab & Sind h a v i n g 673 b r a n c h e s , hence two a re big Banks namely
( I ) Andhra Bank with 1057 b ranches and (2) Vijaya Bank with 719
b r a n c h e s . Rest of 3 are be ing small Banks below a v e r a g e pos i t ion .
4 .20 n(
N A T I O N A L I S E D B A N K S
F i r s t U Na t iona l i sed banks 19-7-1969, had to ta l staff s t r eng th of
' j ,9 ' f ,551, with an a v e r a g e of 35,325 h ighes t staff posi t ion with
Pun jab Nat ional Bank at 58,557, lowest with Dena bank a t 16,^08.
Above a v e r a g e there are 6 Banks which c a n be t r e a t e d as Big
Banks namely -
1. Punjab Nat ional
2. Bank of I n d i a .
3 . C a n a r a Bank
It. Cen t r a l Bank of I n d i a .
5. Bank of Baroda
6. Synd ica t e Bank.
c a n be t r e a t e d as Small B a n k s .
Second 6 Na t iona l i sed Banks in (1980) to ta l staff s t r e n g t h of 72,885
with an a v e r a g e per bank being 12,1^7. Above a v e r a g e there are
th ree Banks below a v e r a g e the re a re 3 B a n k s . Highest being
Andhra Bank with to ta l Staff posi t ion a t 15952 and lowest being
co rpo ra t i on Bank with to ta l staff pos i t ion 8982.
All National ised Barks -
In a l l 20 Banks c o n s i s t i n g 5,57,^*36 staff s t r e n g t h with an a v e r a g e
of 27 ,871, as such f i r s t Nine Banks a t the TOP PSB with 52,,5^7 and
at the posi t ion I n d i a n o v e r s e a s Bank with to ta l staff s t r e n g t h of
28561.
SBl Group -
State B a r k has got exceptiorai posit^r with 219,299 staff s t r e n g t h .
4 . 2 1 nK
Rest of the 7 b a r k s in the Group c o n s i s t of 7^^,646 staff with an
a v e r a g e of 10,663, Big Banks above the i r a v e r a g e a re U Banks , at
the top be ing State Bank of Bikaner and Ja ipur (2) Sta te Bank of
H y d r a b a d . (3) S ta te bank of P a t i a l a and Cf) State Bank of
T rawanco re . Rest of the 3 Banks in th i s g roup c a n be t r e a t e d as
Small Banks .
Total Pubiic Sector Bai>ks -
20 Na t ioan l i sed b a n k s and 8 5BI Group forms to ta l Publ ic Sector
banks group of 28 Banks h a v i n g to ta l s ta f f s t r e n g t h of 8,61 with an
a v e r a g e of 30,763, At the top was SBI followed by 8 other Banks
r a n k i n g above the a v e r a g e posi t ion and r e s t of the 19 Banks were
r a n k e d below the a v e r a g e pos i t i on .
I I 3 4.22
PER BRANCH MANPOWER;;
COMPARATIVE PARAMETERS
• Na t iona l i sed B a r k s -
Per b r a n c h manpower comes to an a v e r a g e of al l the 20 n a t i o n a l i s e d
bank was a t 19.07 per b r a n c h manpower . At the h ighes t was
Syndica te Bank with 26.12 manpower per b r a n c h , a t the lowest
A l l a h a b a d Bank a t 12.27.
Publ ic Sector Banks - Amongst al l the 28 PSBs a v e r a g e posit ion
was of 0.37 manpower per b r a n c h , h ighes t was Synd ica t e BAnk only
followed by the NAtional ised Sta te Bank of I n d i a a t 26.04 and
lowest A l l a h a b a d bank o n l y .
Above a v e r a g e following Banks were u p r i s i n g -
1. Synd ica te Bank
2. State Bank of I n d i a .
3 . Bank of I n d i a
U. C a n a r a Bank.
5. I nd i an Overseas B a r k .
6. State Bank of S a u r a s h t r a .
7. Corpora t ion Bank.
8. New Bank of I n d i a .
Conclusion - These Banks have pr^^vided better o p p o r t u n i t i e s in
genera t ion of employment .
Per Manpower Business ! Business means r e t a i n e d posi t ions in
Deposits and Advances as on the l a s t day of the acco rd ing year
i . e . on 31st IMArch 1990.
4.23
PER MANPOWER BUSINESS;;
Out of 1st 1^ Na t iona l i s ed Banks , per c a p i t a Business connes Rs.
36.35 l a k h s . That i nd i ca t e s the p r o d u c t i v i t y of nnanpower deployed
in the B a n k s . At the top of the p r o d u c t i v i t y in Bank of Baroda
recorded with Rs. ^-ii7 l akhs per c a p i t a Business . Even though
r a n k e d 2nd in to ta l bus iness but r a n k e d a t 5th p lace in to ta l
manpower . BAnk of I n d i a , top ing in the to ta l bus iness s t a n d s at
2nd r a n k on p r o d u c t i v i t y r a t e a t Rs. 'f8.26 l akhs per manpower .
Along with these two big banks following Banks have received
p roduc t i v i t y above the a v e r a g e r a c e ^ -
(3) UCo bank Cf) I nd i an O v e r s e a s .
All other Banks a re below a v e r a g e l e v e l s .
Out of the t o t a l 20 Na t iona l i sed Banks group the p r o d u c t i v i t y r a t e
goes down a t Rs. 35.93 l akhs per manpower . Or ien ta l Bank of
Commerce, t h rough l is ted as small bank has recorded p roduc t i v i t y
r a t e above the i r a v e r a g e posi t ion and r a n k e d a t ( 5 ) t h . p lace with
Rs. 36.16 l akhs per manpower b u s i n e s s .
S u r p r i s i n g l y , t h e b i g g e s t amongst a l l the 28 Publ ic Sector Banks ,
Sta te Bank of I n d i a is below the above a v e r a g e p r o d u c t i v i t y .
However, the a v e r a g e p r o d u c t i v i t y Index of al l the 28 Publ ic Sector
Banks s t i l l goes down a t the level of Rs, 3^-7^ l akhs bus iness per
manpower . Here, State Bank of I n d i a r a n k e d at 6th position
followed by A l l a h a b a d BAnk on 7th and Sta te Bank of P a t i y a l a at
8th r a n k , r e s t of al l 20 Banks a re below the a v e r a g e . Lowest
p r o d u c t i v i t y of Rs. 18 l akhs per manpower was recorded by New
Bank of I n d i a .
4 .24
Average of al l the 20 Na t iona l i s ed Barks was a t Rs.35.93 lakhs per
manpower which was s l i g h t l y rHgher than the a l l PSBs. Per
manpower a v e r a g e bus ines s a t 3U.7i^ ial<hs.
Above a v e r a g e of a l l the PSBs were the fol loeing Banks .
1. Bank of Baroda.
2. BAnk of India.
3. United Commercial Bank,
'f. I nd i an Bank.
5. Ind ian Overseas Bank.
6. A l l a h a b a d Bank,
7. Or i en t a l Bank of Comme.rce.
8. State Bank of I n d i a .
9 . Sta te Bank of P a t i y a l a .
All other Banks can be l i s ted as of below the a v e r a g e pos i t ion .
- If per manpower Business r e t a i n e d is cons ide red as an
Index of manpower work ing eff iciency or product ion in Banking
I n d u s t r y , then a l l the 19 BAnks other than above 9 are r e q u i r e d to
improve the p r o d u c t i v i t y or work ing ef f ic iency .
Per Manpower Deposits -
Deposits cons t i t u t e a Resource to the Banking Bus iness , it is one
of the most impor tan t factor of to ta l work ing funds of the Bank.
Unless r e sources a re mobi l i sed by the Banks upto the adequa te
e x t e n t . Banks c a n n o t m a n a g e the c r e d i t portfolio i . e . deployment of
funds . Deposits mob i l i s a t ion needs sk i l l fu l m s a a l o a d i n g of the well
des igned Deposit schemes and "After Sales Se rv ices" i . e . ex t end ing
4.25 rjQ
co'ynter s e rv i ce is an other impor tan t f ac to r .
Average of per manpower depos i t s r e f a ined posi t ion was Rs.
20.7^ l a k h s wi th maximum recorded by Bank of Baroda a t
Rs.30.'*7 l a h k s permanpower and lowest new Bank of I n d i a at
about only Rs. 9 l akhs per manpower .
Following Banks were above the a v e r a g e and can be c a t e g o r i s e d
as bet ter performing B a n k s .
1. Bank of Ba roda .
2. BAnk of I n d i a .
3 . Pun jab Nat ional Bank.
i^. C e n t r a l Bank of I n d i a .
5. UCo. Bank.
6. I nd i an Bank .
7. I n d i a n Overseas Bank.
8. A l l a h a b a d Bank.
9 . Or i en t a l Bank of Commerce.
10. Sta te Bank of P a t i a l a .
All the other PSBs. i n c l u d i n g b igges t Bank the 5BI were l i s ted
below the a v e r a g e .
Conclusion Above a v e r a g e banks can be c a t e g o r i s e d ' as Banks
h a v i n g bet ter Deposit schemes to a t t r a c t cu s tomer s , better
m a r k e t i n g s k i l l s of the manpower to s a l e the depos i t schemes and
an more impor t an t s ide bet ter customer s e rv i ce to r e t a i n the
d e p o s i t s .
4 . 2 6 n^
C O M M E N T S -
Mobil isa t ion of D e p o s i t s is -- hea-aft of the B a r k i r g ,
Manpower in Banking is r e q u i r e d to secure a r d r e t a in the deposi ts
as maximunn as p o s s i b l e . To secure the deposi ts r e q u i r e s m a r k e t i n g
sk i l l to s a l e the depos i t schemes . To r e t a i n the depos i t s r e q u i r e a
sk i l l to ex t end "After Sales Serv ice" i . e . effect ive a r d eff ic ient
counter s e rv i ces to the c u s t e m e r s , so t h a t in tu rnover b a s i s ,
banker can r e t a i n and i nc rea se nnore and more the d e p o s i t s .
As per the above s t a t emen t per manpower depos i t s r e t a i n e d in
Publ ic Sector B a r k s as on 31-3-1990 was to the e x t e n t of Rs.20.7^
l a k h s .
Following Banks were h a v i n g performance above th i s a v e r a g e level
1. Bank of Baroda
2. I n d i a n Bank.
3 . UCo. Bank.
^. Bank of I n d i a .
5. S ta te Bank of Pat iyxlla .
6. I n d i a n Overseas Bank.
7 . Or i en ta l Bank of Commersee.
8. A l l a h a b a d Bank.
9. Pun jab Nat ional Bank.
10. Cen t r a l bank of Indcia . .
11. United Bank of I n d i a .
12. C a n a r a Bank .
4 .27
COvlPARATIVE PARAMETERS
ti) Advances per MANPOWER
Average per Publ ic Sector Bank Manpower Advances are to the
ex t en t of Rsl̂ l a k h s . Cred i t is an o u t p u t s ide of the b a n k i n g busines
This g ives r e t u r n s to the Bank . P r e p a r a t i o n of v a r i o u s schemes of
c r e d i t d e p a r t m e n t to fulfil l the needs of the cus tomers is an
impor tan t t a s k in th i s r e s p e c t . Sanc t ion and d i sbu r semen t of c r e d i t
in a t echn ica l a spec t , w h e r e a s , moni to r ing the c r e d i t t i l l it is
recovered is an impor tan t s k i l l of c r e d i t managemen t ; l iason with
the cus tomer , proper i n t e r p r e t a t i o n of the va r ious documents
i nc lud ing agreements and pe r iod ica l r e t u r n s ; r epor t s r e l a t e d the re to .
To admin i s te r these t h i n g s , r e q u i r e management sk i l l s and
t e c h n i q u e .
Here, r e t a i n e d posi t ion in a d v a n c e s in view of effect ive c r e d i t
management means posi t ion of r e g u l a r c r e d i t .
I r r e g u l a r c r e d i t mounts jus t due to a p p l i c a t i o n of in te res t and
other va r ious c h a r g e s ; wi thou t any recovery in the r e spec t ived
due accoun t . Evolut ion of such posi t ion is a t h r e a t to the b a n k i n g
bus ines s and the o r g a n i s a t i o n i tself . Ski l l ful manpower can avoid
t h i s .
Above a v e r a g e , following Banks were l i s t e d : -
1) Bank of I n d i a ,
2) Bank of Baroda.
3) Canara Bank,
^) I n d i a n Overseas Bank and
5) S ta te Bank of I n d i a .
All other 23 Banks a re l i s ted below the a v e r a g e pos i t ion ,
\ \ : - The big Banks as l i s ted above the a v e r a g e posi t ion
4 .28 I n- q
B a r k i n g o r g a n i s a t i o n s are c l a s s i f i e d as I n d u s t r i a l o r g a n i s a t i o n s for
the purpose of -
1. Genera t ion of Econonny on a p p l i c a t i o n of econonny.
2. Protect ion to the work force under the va r ious provis ions of
I n d u s t r i a l d i spu te s Act 19^7 ( But as per the i n s e r t a t i o n of Banking
Laws Amendnnent bi l l of 1955 to t h a t e f fec t . )
Therefore , in Banking I n d u s t r y , i npu t is econonny i . e . r e s o u r c e s and
out put is a lso g e n e r a t e d econonny i . e . deploynnent.
In other words , these deployments a re expec ted to conve r t into
gener t lon of net s u r p l u s e s over and above the recovery of the
quantum inves ted and s p e n t for. Hence to count the working
eff iciency of the work force in Banking I n d u s t r y the to ta l of input
and o u t p u t i . e . the r e sources work ing funds ma in ly the deposi ts
and deployments i . e . the c r e d i t s ex t endsed a re the major i n d i c a t e r s .
In view of the above for bet ter compar i son , b r anch and per
manpower r a t e s a re being weighted in the Tab l e4 - - I
PER MANPOWER ADVANCES;
Amongst a l l the 28 Publ ic Sector B a r k s , o r l y s ix Banks a re above
the a v e r a g e posi t ion of Rs. l^ , , i c r e d i t deployment per
manpower . These Banks are -
1. I nd i an Bank.
2. Bank of B a r o d a .
3 . M^r.k of I n d i a .
tt. State Bank of I n d i a
5. C a n a r a Bank-
6. United Commercial Bank.
All the r e s t of 22 Bai.nks a re below Xhe a v e r a g e pos i t ion .
This posit ion i nd i ca t e s t h a t
DEi the r these banks, a re not h a v i n g p ro fess iona l ly Tra ined
manpower .
2) Or the c r e d i t policy gu ide l ines i ssued by the Head
office a re not c l e a r .
3) Or the decis ion mollers a re not c a p a b l e to take
perfect decision
4) Or the Manager s a re l ack ing in management c a p a c l t e s
of c r e d i t y .
5) or Technica l officers s e rv i ce s a re not u t i l i s ed for the
purpose for which these a re r e c r u i t e d .
4 . 3 0 • , ^ l
' '̂ - . I . ; ' - - The b i g Banks as l i s t ed above the average pos i t i on
are r e q u i r e d to t rans fe r the Management technology ach ieved by
them to other Banks for adop t i ng better c r e d i t deployment
systems.
PER BRANCH BUS I NESS:-
This is an i n d i c a t o r , how the Pub l i c Sector Bank serves to the
customers w i t h i n the area of o p e r a t i o n s . Average per branch
business of Pub l i c Sector Banks was of Rs,7.07 c r o r e s , above th is
average p o s i t i o n , Bank of I n d i a was at the top w i t h Rs. 11.28 c ro res ;
lowest was New Bank of I n d i a at Rs.3.77 c r o r e s .
Fo l l ow ing banks were above average p o s i t i o n : -
1) Bank of I n d i a ;
2) State Bank o f I n d i a ;
3) Bank of Ba roda ;
^) C a n a r a Bank
5) Un i ted Commercia l Bank ;
6) I n d i a n Bank ;
7) I n d i a n Overseas Bank .
A l l other 21 Pub l i c Sector Banks have recorded pos i t i on lower t h a n
an a v e r a g e .
_iL. ION: Manpower of the above seven PSBs seems to be more
conscious towards development of the B a n k ' s business as w e l l as,
the socio-economic development of the i r area of o p e r a t i o n . Other
PSBs l a g g i n g beh ind . The manpower of these PSBs is r e q u i r e d to
ana lyse the pos i t i on per Bank per Branch as per the s ize , a r e a ,
l oca t i on and age of the b r a n c h .
DEPOSITS PER BRANCH:- A l l PSBs average was at h.U.G c r o r e s , v, ; ̂ h
h i ghes t of Rs.7 c rores recorded by the Bank of I n d i a and at the
lowest be ing the State Bank of B ikaner & J a i p u r .
AVERAGE BUSINESS PER PSB
Out of f i r s t 14 Na t iona l i s ed Banks Group, Bank of I n d i a has got
maximum Bus ines s . Average of these U in Rs. 128̂ *1 c r o r e s . Above
th i s level other t h a n Bank of I n d i a , Bank of Banglore , Punjab
Na t iona l , Cane ra Bank, C e n t r a l Bank of I n d i a and UCo Bank comes
in s e q u e n t i a l o r d e r . Rest of al l 8 Banks a re below th i s a v e r a g e
l eve l . Lowest is Dena Bank . ?
Out of in al l 20 Na t iona l i sed Banks g r o u p , a v e r a g e bus iness per
Bank goes dfi^S-j^^to Rs»t0016" c r o r e s and as such I n d i a n Bank.
In>^aH'©-vers'*as--^Bankf^'tfnd''S i n d i c a t e Banks r a n k e d as big Banks
i.k^ above -aver^g^."- R^st o? a l l Eleven Banks are below th i s
a v e r a g e . Lowest is New Bank of I n d i a .
Cons ide r ing posi t ion of a l l the 28 Publ ic Sector Banks s t a t e Bank of
I n d i a is the l a r g e s t in b u s i n e s s . Average of a l l these comes to Rs.
10688 c ro res and therefore after State Bank of I n d i a , Nine other
Na t iona l i sed Banks a re above th i s aVerage in a l l Ten a re the big
Banks and 18 a re the Small Banks . Smal les t is State Bank of
I n d o r e . The l a r g e s t Bank, S ta te Bank of Indore holds 26% of the
to ta l bus iness of a l l 28 PSBs as a g a i n s t sha r e of sma l l e s t Bank is
of less t h a n 0.6%.
\&3
PER BRANCH BUSINESS IN P S B s :
Out of f i r s t I'* Na t iona l i sed tiaT-k group per Branch a v e r a g e
bus iness comes to Rs, 6.98 c r o r e s . Above th i s level Bank of I n d i a
tops the l i s t a t the posi t ion of Rs . 11.28 c r o r e s , followed by Bank
of Baroda , I n d i a n Bank, C a n a r a Bank,UCo Bank, Ind ian Overseas
Bank, and Synd ica te Bank r e s t of a l l the nine Banks a re below
a v e r a g e .
Out of al l the 20 Na t iona l i sed Banks g r o u p , a v e r a g e bus iness per
b ranch goes down a t the level of Rs. 6.73 c r o r e s . Above th is level
a g a i n , no other Bank comes but o r i e n t a l Bank of commerce has got
a posit ion nea re r to the a v e r a g e . At the lowest posi t ion is being
newNB^-k of I n d i a a long with other I'f B a n k s .
Out of to ta l 28 Publ ic Sector Banks g roup , a v e r a g e bus iness position
per b ranch comes at Rs .7 .07 c r o r e s . Even though the Sta te Bank of
I n d i a , the l a r g e s t bus ines s Bank is above thei r a v e r a g e pos i t ion ,
bu t r a n k e d a t 2nd posit ion below BAnk of I n d i a .
4.33
DEPOSITS PER PSB:
i S ^
As on 31 St March 1990, to ta l 28 PSBs have got Rs. 1,84,799 r r o r e s
of t o t a l depos i t s per bank a v e r a g e comes a t about Rs. 6600 c r o r e s .
Books above th i s a v e r a g e c a n be cons ide red as "Big Bank" as such
the re a re 10 such Big Banks , SBI being the f i r s t other 9 a re from
the f i r s t ff Na t iona l i s ed B a n k s . These Banks a re -
Bank of I n d i a
Bank of B^Tjc^cfcf
Punjab Nat ional Bank
C a n a r a Bank
C e n t r a l Bank
1 n d i a n RA n k
UCo Bank
Syndica te Bank
I n d i a n Overseas Bank.
All other PSBs can be t r e a t e d as small Banks , Bank of M a h a r a s h t r a
is a lso amoungs t th i s c a t e g o r y .
4 . 3 4 ' ^ "
Above a v e r a g e were following B a n k s : -
1) Bank of I n d i a ;
2) Bank of Baroda;
3) Canara Bank;
'f) United Commercial Bank;
5) I n d i a n Bank;
6) Ind ian Overseas Bank;
7) State Bank of I nd ia .
, - These Banks have tapped better resources out of the
area of operat ions. The manpower has r i g h t l y interpreted and
implemented the schemes of Deposits rea l ly to su i t the customers.
Other 21 PSBs below the averagO\are required to make effective
Aalys is .
4.35 (86
PER BRANCH DEPOSITS IN PSBs,
Amongst a l l the 28 PSBs, ave rage per Branch depos i t pos i t i on is of
Rs. 4.6 c r o r e s . Banks above t h i s average are as under -
1. B a r k of I n d i a .
2. Bank of Baroda
3. CanaEaBank
4 . I n d i a n Bank ,
5. UCo. Bank .
6. I n d i a n Overseas Bank .
7. Synd ica te Bank .
8. Pun jab N a t i o n a l Bank .
9. State Bank of I n d i a .
10. O r i e n t a l Bank of Commerce
11. State Bank of 5aurcshtra
These Banks are near to the average p o s i t i o n , but below the
average pos i t i on s ta te Bank of I n d i a , the b igges t pub l i c Sector Bank
is at the 3 rd l e v e l .
A l l other 17 Banks can be l i s t ed as smal l Banks , be ing below the
a v e r a g e .
The above Tab le Shows the c a p a c i t i e s of the Banks and its branches
to mob i l ies the deposi ts f rom the p u b l i c .
4.36
FUNDS DEPLOYMENT IN PSBs;
For Banking I n d u s t r y a d v a n c e s i . e . c r e d i t deployment is most
impor tan t p a r t of g e n e r a t i n g economy. This a lso b r ings in revenue
income for the Banking i n d u s t r y . Bank p lans to pay r e s e r v e r e s
cost and cost on manpower only on the bas i s of which is going to
be e a r n e d ou t of w h a t . I t c r e d i t deployment becomes feu l ty , the
revenue income s ide goes down. Such c r e d i t posi t ion .is c a l l e d of
non-per forming asse t s of the Banks , and for such s i t u a t i o n , a t t i t u d e
faul ty work ing of the manpower is cons ide red as r e s p o n s i b l e .
Cred i t portfolio a u t h o r i s e in order cond i t i on , r e q u i r e s less
manpower , but such less manpower in number must e s s e n t i a l l y
s k i l l f u l , knowledgab le and in t e l l ec tua l to keep all the accounts
under c r e d i t portfol io a lmost r e g u l a r .
Commercial and Profess iona l out look of manpower and prior to t h a t
of the s a n c t i o n i n g a u t h o r i t i e s i . e . decision molers keep v i t a l X
importance in the p roces s .
Srevices of t e chn ica l officers oppoin ted for very purpose of
s c r u t i n i s i n g the p roposa l s before s a n c t i o n , p r e p a r a t i o n and
submiss ion of c o r r e c t f e s ib i l i t y r e p o r t , fur ther fol lowup, to answer
the t echn ica l f inenc ia l and b a n k a b l e v i a b i l i t i e s post d i s t a s semen t in
the impor tan t t a s k to be fulf i l led by them.
As such the i r a n a l y s i s is impor tan t in r e t a t ion to the manpower
p l a n n i n g in Publ ic Sector Banks .
4.37 \?,&
PER BRANCH ADVANCES IN PSBs
Posit ion i r Publ ic Sector B a r k s , per Branch a v e r a g e advances
posi t ion of a l l the 28 PSBs. per b ranch a v e r a g e comes a t Rs .2 .9
c r o r e s . Above t h i s level a re the foliovv'ing B a n k s .
1. Bank of I n d i a .
2 . State Bank of I n d i a .
3 . Bank of Baroda
'f. I n d i a n Bank.
5. Pun jab Nat ional Bank.
6. I n d i a n Overseas Bank.
All o ther 22 Banks a r e below th i s a v e r a g e .
This posi t ion shows the c a p a c i t i e s of the Branches to e x t e n t o r b i t for
better p r o d u c t i v i t y and economic a c t i v i t i e s in the a r e a s of
o p e r a t i o n s .
1 &n
COMPARATIVE POSITION OF MANPOWER
IN PUBLIC SECTOR BANKS DURING THE PERIOD 1969-89:
State Bank of I n d i a is the f i r s t Publ ic Sector Bank in the total
28 BAnks as at p r e s e n t . This Bank was t aken-over by the
Government of I n d i a as per the State Bank of I n d i a Act of 1955.
Later on in the year 1959, by amending the sa id ac t , the
Government, b ruogh t under con t ro l va r ious Regional State Banks ,
formed by the former p r i n c l y s t a t e s , and these Banks were
dec la red as s u b s i d a r i e s were formed. In the year 1969, the
f i r s t process of N a t i o n a l i s a t i o n , added 1^ commercial Banks in
the c o u n t r y by p a s s i n g a c q u i s i t i o n and t rans fe r of Under t ak ings
Act of 1970. In the next phase in the year 1980, a d d i t i o n a l 6
big commercial Banks were n a t i o n a l i s e d , mak ing to ta l 20
Na t iona l i s ed Banks and i na l l 28 to ta l Publ ic Sector Banks . As
the major e v e n t took p lace in the year 1969, a compar ison has
been made with reference to the posit ion of this y e a r , upto the
year 1989.
Table No. H^CATEGORY-WISE POSITION OF
MANPOWER IN PUBLIC SECTOR BANKS, 1969-1989.
Clerks Sub-s taf f Total (f igures in lakl^)
Year
1969
197̂ *
1979
198̂ *
1989
Officers
0.32
0.53
0.88
1.96
2.13
0.71
1.00
1.90
'*.30
if.62
0.29
O.i^k
0.65
1.62
1.75
1.32
1.97
3.'f3
7.88
8.50
4 . 3 9 110
INTERPRETATION : Above t a b l e shows t h a t d u r i n g the year 1969,
the p r o p o r a t i o n of va r i ous ca tegor ies was o f f i ce rs 2k%, Clerks
54% and s u b - s t a f f 22%. D u r i n g the pe r iod 1969 to 1974 the t o t a l
r i se in Manpower was about 49% . I n the year 1974, the
p r o p o r t i o n of va r i ous ca tegor ies was Of f icers 27%, C lerks 51%
and s u b - s t a f f 22% in t o t a l Manpower Rise in o f f i c e r s ' s t reng th
was more as connpared to the r i se in c l e r i c a l s t a f f . This r i se id
s a i d due to i n t r o d u c t i o n of va r i ous of va r i ous money l end ing
schemes under p r i o r i t y Sectors by the PSBs, wh i ch compel led the
PSBs to r e c r u i t new o f f i ce r s s p e c i a l i s e d in A g r i c u l t u r e , I n d u s t r y ,
law e tc . This r i se is s t r e n g t h of subs ta f f was normal i .e 51%
as per the a v e r a g e .
Rise in t o t a l manpower d u r i n g the pe r iod 1974-79 was to the
ex ten t of about 74%, I n t h i s r i se in o f f i ce rs was 66% c l a r i c a l
s t r e n g t h rose by 90% and subs ta f f by 48%. The ca tego ry -w i se
p r o p o r t i o n was o f f i ce r s 26%, c l e r k s 55% and subs ta f f 19% in t o t a l
Manpower at the end of the year 1979.
The pe r iod of 1979 to 1984 shows tremendous r i se in o v e r a l l
manpower . The r i s e in t o t a l manpower was of 130%,in wh i ch r i se
i n o f f i ce rs was 123%, c l e r k s was 126% and s u b - s t a f f was of 149%.
The p r o p o r t i o n of va r i ous ca tegor ies in t o t a l manpower was of ,
o f f i ce rs 25%, C lerks 55% and s u b s t a f f 20% d u r i n g the year 1984.
The per iod of 1984 to 1989 was t o t a l l y d e c l i n i n g per iod so for as
i nc remen ta l r i se in t o t a l manpower is concerned. D u r i n g th i s
per iod t o t a l manpower rose by o n l y 8% in w h i c h o v e r a l l r i se in
o f f i c e r s , c l e r k s and s i b s t a f f was almost e q u a l i . e . 9%. I n the
t o t a l s ta f f s t r e n g h t the c a t e g o r y - w i s e p r o p o r t i o n also remained
same as of the year 1984 i . e . Of f icers 25%, c l e r k s 55% and
s u b - s t a f f 20%.
: The Pub l i c Sector Banks have m a i n t a i n e d
p r o p o r t i o n of va r i ous ca tegor ies cons tan t s ince l as t twen ty yea rs .
The span of c o n t r o l is also b a l a n c e d . But i t is impo r t an t po in t
to note t h a t the r i se in t o t a l Manpower d u r i n g each per iod was
h i g h l y f l u c t u a t i n g . The per iod 1969 upto the year 1984,
therewas cons tan t r i se in ra te of i nc rease .
« H I 4 . 4 0
COMMENTS:-After a n a l y s i n g both the t a b l e s , in i n t e r a c t i o n w i t h each
o t h e r , p ro jec t ions have been nnade for a l l the 28 Pub l ic Sector
Banks , c o n s i d e r i n g the basis of a r r i v i n g at the f i gu res as unde r : -
1) Number of branches of each Bank to be b r o u g h t to the round ing
pos i t i on of nex t hund red i . e . respec t i ve Bank to open new Branches
as per the g a p . A l l the PSBs to reach upto the pos i t i on of t o ta l
number of branches of i^ti ,000 as a g a i n s t the present pos i t i on of
^2,253, show ing the reby a gap of 1,7^*7 new branches to be opened.
i i ) As per the a n a l y s i s done in Tab le No .^ .J , r e l a t i n g to
manpower per B r a n c h , w h i c h shows h ighes t number of average
manpower dep loyed per b r a n c h , basis a t 26.12, to r ound off the
same, i n view of gene ra t i on of new employment o p p o r t u n i t i e s , a
moderate ra te of 30 persons per B ranch on an average has been
t a k e n .
i i i ) As s u c h , new pro jec ted manpower pos i t i on per Bank and t o ta l
of a l l 28 PSBs a r r i e v e d at 13,20,000 as a g a i n s t the present s t reng th
of 8 ,61,381; showing a scope of new employment o p p o r t u n i t i e s in
va r i ous ca tegor ies t6 the e x t e n t of ^ ,38 ,619. Respect ive Bank can
p repare a p l a n to t race the Branch wise gaps , to recognise the
o r g a n i s a t i o n a l s t r u c t r e , i f necessary , and to s t a r t for r ec ru i tmen t
process. N a t i o n a l I n s t i t u t e of Bank Management can p lay most
impo r t an t ro le in th i s process. B a n k i n g Services & Recru i tment
Board /s w i l l have to p repare a mass ive r e c r u i t m e n t p lan for wh i ch
I n s t i t u t e of B a n k i n g Personnel Select ion w i l l have to p lan for
c o n d u c t i n g exam ina t i ons e tc .
4 . 4 1
Table No.z'if.Jl : Project ion per Branch per employee B u s i n e s s : : :
Sr.No.Ba'nk Name No.of Brs .Per Br.Manpower Per Br. Total
, Bus. (Tota l ) (Bus . ) (Business)
1 Pun jab Nat ional Bank 3,300 30 99,000 50 ^9,000
2 Cen t r a l Bank Of I n d i a 3,000 30 90,000 50 '^9,500
3 Bank of Baroda 2,300 30 69,000 50 3if,00
k C a n a r a Bank 2,100 30 63,000 50 31,500
5 United Com.Bank 1,800 30 5^,000 50 27,000
6 I n d i a n Bank \ ,km 30 '^2,000 50 21,000
7 Synd ica t e Bank 1,600 30 'tS.OOO 50 2^^,000
8 Union Bank of I n d i a 1,900 30 57,000 50 28,500
9 I n d i a n Overseas Bank 1,̂ *00 30 f2,000 50 21,000
10 A l l a h a b a d Bank 1,800 30 5^,000 ^(^ 27,000
11 United Bank of I n d i a \,kQQ 1>C} 42,000 5Q 21,000
12 Bank of I n d i a 2,WO 30 72,000 50 36,000
13 Bank of M a h a r a s h t r a 1,200 30 36,000 50 18,000
U D e n a Bank 1,200 30 36,000 50 18,000
15Andhra Bank 1,100 30 33,000 50 16,500
16 Vijay Bank 800 30 2^^,000 50 12,000
17 Or i en t a l Bank 600 30 18,000 50 9,000
18 Punjab & Sind Bank 700 50 21,000 50 10,500
19Corpora t ion Bank 500 30 15,000 50 7,500
20 New Bank of I n d i a 600 30 18,000 50 9,000
21 Sta te Bank of I n d i a 8,500 30 2,55,000 50 1,27,500
22 State Bank of B.& 3 800 30 2'f,000 50 12,000
23 Sta te Bank of P a t i a l a 700 30 21,000 50 10,500
2̂ ^ Sta te Bank of Travacor 70C 3( • ,W( 50 10,500
25 Sta te Bank of Mysore 600 30 18,000 50 9,000
26 State Bank of S a u r a s h t r a f̂OO 30 12,000 50 6,000
27 State Bank of Hyderabad 800 30 2^^,000 50 12,000
28Sta te Bank of Indore f̂OO 30 12,000 50 6,000
TOTAL ^^4,000 30 13,20,000 50 6,65,000
Project ions on the bas i s of, optimum employees per Branch arfti
optimum bus ines s per employee .Per b ranch bus iness in c rores of Rs.
and per employee bus iness in l akhs of Rs. The project ions are
ej.timav.ed f;r the yeer '5S I-92 c t; •'•<- ba:-''i of n c f igures of the
yea* ]"9i:-9j
ml.
4.42
CHAPTER CONCLUSIONS;
To sumup the above comparative analysis
of all the 28 Public sector Banks as per three groups
it is observed that:-
1. In case of first nationalised Banks, eventhou
all the 14 Banks have crossed standing of over 50
years as commercial Banks and over 20 years of
nationalisation, the rate of growth is not uniform.
Indian Overseas Bank which was ranking on 14th stage,
now ranked at 12th position, in case of jumber of
branches but ranked at 9th position in respect
of total manpower and ranked at 8th positionn in
respect of total retained business.
2. Out of total 20 nationalised Banks, Corporati
-tion Bank stands at lowest rank.
3. Out of total 28 PSBs, State Bank of India
stands at first position in all absolute terms,
while State Bank of Indore stands at the lowest
28th position. 4.
4. Per Branch business position shows that
there is vast variations in lowest and highest position
when banking business conditions were equal to all
the Banks. 5.
5. Per branch Manpower position is also abnormal
considering difference between the highest and lowest
positions. This shows that even though the PSBs
are governed as per the common guidelines of the
Government of India, any PSBFs^are probably not giving
due response to these common guidelines.
^c\4
To investigage the reasons can become
a separate subject of new research studies.
6. Per capita business i.e. working efficiency
of the manpower also differs to the maximum extent.
There is vast difference in the highest work efficiency
by one of the PSBs and lowest working efficiency
as recorded by another. This indicates that the
manpower of the Banks having lower work efficiency
are required to be developed in ters of the average
and further upto the optimum work efficiency.
Finally, it may be said that a scientific
base needs to be developed for manpower planning
and management in Public sector Banks.
O a