i

HRD Climate ofPublic and Private

Sector Banks

Dr. SASMITA NAYAK, MBA., Ph.D.Assistant Professor,

Department of Mathematics and Humanities,College of Engineering and Technology (CET),

Bhubaneswar, Odisha.

ISO 9001:2015 CERTIFIED

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© AuthorNo part of this publication may be reproduced, stored in a retrieval system, ortransmitted in any form or by any means, electronic, mechanical, photocopying,recording and/or otherwise without the prior written permission of the author andthe publisher.

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PREFACEIn today’s hyper competitive business world, human resource

development has become a business necessity. HRD culture, generalmanagement and HRD mechanism contribute to HRD climate inorganisation. HRD culture includes Openness (O), Collaboration (C),Trust (T), Authenticity (A), Proaction (P), Autonomy (A) andConfrontation (C) and it is abbreviated as OCTAPAC. GeneralManagement means top Management support to employee fordevelopment and HRD Mechanisms are performance appraisal, potentialappraisal, feedback, counseling, training, and career development.

After introduction of LPG in India, service sector has shownvigorous growth. Indian banking sector has been increasing attention asone of the integral part of service sector. Since last few years, Indianbanking sector has adopted many innovations in products, processes,services, systems, business models, technology, governance andregulation. In this paper, effort has been taken to unveil various stepstaken by the banks to nurture its HRD climate. The findings will bearrived at analyzing the data collected from both the primary and thesecondary sources. This book contains the comparative analysis of HRDclimate of leading public and private sector banks. This book is anattempt to provide inputs for Human Resource Developers, trainers,educators and organisations to meet the changing demands of publicacross the globe.

I offer my gratitude to Himalaya Publishing House Pvt. Ltd., aleader in Commerce and Management publications. My sincere regardsto Mr. Bijoy Kumar Ojha and team of HPH, Bhubaneswar branch fortheir keen interest and best effort put in publication of this book.

Dr. Sasmita Nayak

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ACKNOWLEDGEMENTSAt the outset, I express my heartfelt gratitude to the almighty God

for manifold blessing experienced during the course of research work.I take the privilege to express my deep and profound sense of

gratitude towards my esteem supervisor Dr. Kalyani Mohanty, Reader,P.G. Department of PMIR, Utkal University, Vani Vihar, Bhubaneswarfor her valuable suggestion and guidance for completing the researchwork.

I extend my sincere thanks to the officers of SBI, Allahabad Banks,UCO Banks, Axis Banks, HDFC Banks and ICICI Banks, Bhubaneswarfor their help and co-operation during data collection.

I also express my special thanks to the management authorities ofKrupajal Management Studies, Bhubaneswar, for extending wholehearted co-operation.

Words are not sufficient to register my sincere regards to my familymembers for their deep affection and unabated inspiration that kept mereally going. I express special gratitude to my mother Mrs. PrabasiniNayak and my esteemed father Mr. Banamali Nayak, who have been acontinuous inspiration and encouragement so to say the friend,philosopher and guide in all my endeavours.

I also record my appreciation towards my husband Mr. HemantaKumar Ram for his co-operation and forbearance.

Lastly, I wish to thank all those who directly or indirectly helpedme complete the present study.

Dr. Sasmita Nayak

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CONTENTS

Guide’s Certificate (i)

Preface (iii)

Acknowlegements (iv)

Contents (v)

List of Tables (vii)

List of Abbreviations and Acronyms (xi)

Chapter 1: Introduction 1 – 9

1.1 Introduction1.2 Importance of the Study1.3 Objectives of the Study1.4 Hypotheses1.5 Scope of the Study1.6 Research Methodology1.7 Sequence of the Chapters1.8 Limitations

Chapter 2: Theoretical Framework of the Study 10 – 39

2.1 Introduction2.2 Concept of HRD2.3 What HRD Includes?2.4 Importance of HRD2.5 Concept of HRD Climate2.6 HRD Climate and Organisational Climate2.7 Scope of HRD Climate2.8 Related Studies on HRD Climate

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Chapter 3: History and Background of the Study 40 – 68

3.1 Introduction3.2 Development of Banking Institution3.3 Role of Banks3.4 Broad Classification of Banks in India3.5 Products and Services Offered by Banks3.6 Public Sector Banks under Study3.7 Private Sector Banks under Study

Chapter 4: Analysis of Data 69 – 131

4.1 Analysis on HRD Mechanism4.2 Analysis on General Climate4.3 Analysis on OCTAPAC Culture4.4 Analysis on HRD Climate4.5 Correlation Analysis between the Different

Components and HRD Climate4.6 Major Findings

Chapter 5: Findings, Conclusion and Suggestions 132 – 136

5.1 Study Findings5.2 Conclusion5.3 Suggestions5.4 Scope for Further Research

Appendices 137 – 140

Bibliography 141 – 154

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LIST OF TABLES

4.1.1 Statements of HRD Mechanisms

4.1.2 Opinion towards promotion decisions based on thesuitability of the promotee

4.1.3 Opinion towards reward mechanisms used for goodwork done

4.1.4 Opinion towards supervising officer’s appreciation foremployee’s good work

4.1.5 Opinion towards performance appraisal based onobjective assessment and adequate information

4.1.6 Opinion towards employees do not have fixed mentalimpression

4.1.7 Opinion towards encouragement to experiment newmethods

4.1.8 Opinion towards help employees to learn from mistakes

4.1.9 Opinion on communication of weaknesses of employees

4.1.10 Opinion towards feedback used for development

4.1.11 Opinion finding out strengths and weaknesses throughtheir colleagues

4.1.12 Opinion on training effectiveness and involvement ofemployees

4.1.13 Opinion towards opportunity for implementationof training programme

4.1.14 Opinion against training programme based on needs

4.1.15 Opinion towards organisation ensures employee’swelfare

4.1.16 Opinion towards job rotation facilitate employee’sdevelopment

4.1.17 Difference of opinions on HRD mechanism prevailing inpublic and private sector banks

4.1.18 Analysis of variance on overall opinion of executives ofdifferent banks towards HRD mechanism

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4.1.19 The overall opinion of executives from different bankson HRD mechanism

4.1.20 Distribution of opinions of executives of different bankstowards various aspects of HRD mechanism

4.2.1 Statements of general climate

4.2.2 Opinion against the assurance of management whetheremployees enjoy their work

4.2.3 Opinion towards the management believes humanresource most important and needs to be treated humanly

4.2.4 Opinion against subordinate’s development as importantpart of the job

4.2.5 Opinion towards the personnel policies facilitates theemployee development

4.2.6 Views towards willingness of top management forinvestment of time and other resources

4.2.7 Opinion towards senior officer’s involvement in junior’sdevelopment

4.2.8 Opinion on acquisition of competencies

4.2.9 Opinion on change in employee’s behaviour

4.2.10 Opinion towards people’s attitude to help each other

4.2.11 Opinion against the communication of employee’spersonal problem to their supervisor

4.2.12 Opinion towards favourableness of organisationalclimate for employee’s development

4.2.13 Opinion towards senior’s role to prepare the junior forfuture role and responsibilities

4.2.14 Views on management’s role to identity and utilize thepotential of employees

4.2.15 Difference of opinions on general climate prevailing inpublic and private sector banks

4.2.16 Analysis of variance on overall opinion of executives ofdifferent banks towards general climate

4.2.17 The overall opinion of executives from different bankson general climate

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4.2.18 Distribution of opinions of executives of different bankstowards various aspects of general climate

4.3.1 Statement of OCTAPAC culture

4.3.2 Opinion towards people trust on each other

4.3.3 Opinion towards fearness of employees to express thefeelings with superiors

4.3.4 Opinion towards fearness of employees to express thefeelings with the subordinates

4.3.5 Opinion towards encouragement of employee to takeinitiative before instructions

4.3.6 Opinion towards degree of delegation of authority

4.3.7 Opinion towards delegation of authority used asopportunity for development

4.3.8 Views on the degree of team spirit prevailing in theorganisation

4.3.9 Views on climate for solving the organisation problem

4.3.10 Opinion against career opportunities prevailing in theorganisation

4.3.11 Views on scope for analysing the hurdles fordevelopment of juniors keeping in view the future plan

4.3.12 Difference of opinions on OCTAPAC culture prevailingin public and private sector banks

4.3.13 Analysis of variance on overall opinion of executives ofdifferent banks towards OCTAPAC

4.3.14 Average score with SD on OCTAPAC culture

4.3.15 Presents all the variables individually irrespective ofbanks on OCTAPAC culture

4.4.1 Difference in opinion on HRD climate prevailing atpublic and private sector banks (Mean, SD and t-value)

4.4.2 Analysis of variance on overall opinion of executives ofdifferent banks towards HRD climate

4.4.3 The overall opinion of executives from different bankson HRD climate

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4.5.1 Correlations between the different components and HRDclimate of public sector banks

4.5.2 Correlations between the different components and HRDclimate of private sector banks

4.5.3 Correlations between the different components and HRDclimate of Allahabad Bank

4.5.4 Correlations between the different components and HRDclimate of UCO Bank

4.5.5 Correlations between the different components and HRDclimate of State Bank of India

4.5.6 Correlations between the different components and HRDclimate of HDFC Bank

4.5.7 Correlations between the different components and HRDclimate of Axis Bank

4.5.8 Correlations between the different components and HRDclimate of ICICI Bank

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LIST OF ABBREVIATIONSAND ACRONYMS

ADS : American Depository SharesANOVA : Analysis or VariancesASBA : Applications Supported by Blocked AccountsATM : Automatic Teller MachineCBDT : Central Board Direct TaxesCBS : Core Banking ServicesCIPD : Chartered Institute for Personnel and

DevelopmentDIFC : Dubai International Financial CentreECGC : Export Credit Guarantee CorporationECs : Extension CountersEFT : Electronic Funds TransferFSA : Financial Services AuthorityGTB : Global Trust BankHDFC : Housing Development Finance CorporationHRD : Human Resource DevelopmentHRIS : Human Resource Information SystemHRM : Human Resource ManagementICICI : Industrial Credit and Investment Corporation

of IndiaIDBI : Industrial Development of IndiaIFCI : Industrial Finance Co-operation of IndiaIIBI : Industrial Investment Bank of IndiaIPO : Initial Public OfferingISBS : Integrated Standard Banking SystemKM : Knowledge ManagementNABARD : National Bank for Agriculture and Rural

DevelopmentNBFC : Non Banking Financial Company

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NCR : National Capital RegionNRI : Non-Resident IndianNYSE : New York Stock ExchangeOCTAPAC : Openness, Confrontation, Trust, Autonomy,

Proactivity, Authenticity, CollaborationOD : Organisational DevelopmentPA : Performance AppraisalRBI : Reserve Bank of IndiaSBI : State Bank of IndiaSGRF : State General Reserve FundSIDI : Small Industries Development Bank of IndiaSMS : Short Messaging SystemSPSS : Statistical Package of Social ScienceTQM : Total Quality ManagementUCO : United CommercialWAP : Wireless Application Protocol

1

INTRODUCTION

1.1 INTRODUCTION

Globalisation has made the business organisations more strategic inorder to face the competition and challenges come out of the businessenvironment. The organisations are to be more dynamic and adopt thechanges for continuous growth which focuses on the maintenance of theorganisational climate. The theoreticians and researchers unanimouslyagree that a sound organisational climate is extremely important forachievement of organisational goal. The climate of the organisation isnormally reflected in performance of the organisation, job satisfactionand morale of the employees, which are influenced by the outlook, wellbeing and attitudes of organisational members. The human resourcemanagement policy and practice of the organisation always playimportant role in creating good organisational climate and is the maindriver to adopt the change for organisational success.

Human Resource Development programs can help the organisationwhen it seeks to revitalise itself and in changing its culture and climate.When an organisation suffers from high employee turnover, moreorganisational stress, poor performance, high rate of errors, wastages,accidents, etc., the climate is perceived as bad. Similarly, a good climateprevails when employees are satisfied with their job, have confidence in

HRD Climate of Public and Private Sector Banks2

management, faith in organisation and show the behaviour of risk takingand feel free to communicate. The dynamic and growth orientedorganisations have to pay attention to enable the people with suchcomponents. They must be continuously helped to acquire capabilitiesfor effective performance in new role/functions/task that arise in theprocess of organisation growth and change. Human resource development isconcerned with the organisation strategy and practice related to training,counselling, performance management, career management andcompensation and reward management system of the organisation. HRDhelps in developing the capabilities of the people and to improve thedyadic, team and group relations and also creates a motivational climatefor whole organisation. Such relations help in creating a conduciveclimate for developing self-renewing mechanisms in the organisation, sothat people would be able to accommodate the changes for continuousperformance of the organisation. Besides, healthy industrial relations canbe obtained by the organisation if the climate is facilitated through goodHuman Resource Management System with developmental initiatives,good compensation, and reward system and the employee welfarefacilities. Among all the initiatives, continuous training and developmentalways make the organisation vibrant and functional. So, modernorganisations take the advantage of aligning Human ResourceDevelopment with corporate or business strategy.

1.2 IMPORTANCE OF THE STUDY

The importance of HRD study in current scenario can be realisedby going through the views of leading thinkers and researcher of theworld in contemporary period. HRD is helpful in the fulfillment ofcommitted goals of an individual, organisation, and society at large.It develops a clear idea of what the organisation wants to accomplish(George and Zimmerman, 1984). HRD develops the capabilities andefficiency of the employees in the organisation. It enables them toimprove their performance and that of the organisation as a whole.Development of employees tends to result in higher productivity. HRDleads organisations towards the possibility of improving performance(Nadler, 1981; Pferffer, 1994). HRD reduces the cost of production andearns good returns on investment and consequently contributes tocompetitive advantage in the face of intense competition (Schuler andMacMillan, 1984). According to Rao and Verma (1988), HRD is the

Introduction 3

process of increasing knowledge and capabilities of all the employees inthe society. In the macro or national context, HRD is the process bywhich the people in various groups are helped to acquire newcompetencies continuously. So, as to make them more self reliant andsimultaneously develop a sense of pride. Dayal (1991) viewed that HRDinvolves the better ways to adjust the individual to his/her job and theenvironment. This will create interest and maximise the involvement inthe work and ultimately this will maximise the capabilities of theindividuals.According to Warner and Dc Simons (2006), HRD can bedefined as a set of systematic and planned activities designed by anorganisation to provide its members with the opportunities to learnnecessary skills to meet current and future job demands. HRD improvesthe organisational health and employee morale, team spirit and loyalty. Itplays a role in promoting a positive work culture (Rao, 1991). HRD isessential to meet the requirements of the changing internal and externalenvironment of the organisation. HRD is a significant factor indetermining the growth and prosperity of the business enterprise (Rao,1991). Realising the importance of HRD climate for organisationalclimate, Rao and Abraham, 1986 opined that the former is an integralpart of later one. HRD is the means to adopt the change and make peopleready always for performance of the organisation. In their study, theyfocused on three aspects of HRD climate i.e., General Climate whichexplains the importance given to human resource development ingeneral by top management and line managers, the OCTAPAC itemswhich deal with the extent to which openness, confrontation, trust,autonomy, pro-activity, authenticity and collaboration like intangiblevariables are valued and promoted in the organisation. The items dealingwith HRD mechanism measure, the strength of some developmentalmechanisms like training, appraisal, career development etc., arepractised seriously in the organisation.

Schneider and Snyder (1975) stated that HRD is an integral partof organisational climate. Organisational climate is the summaryperception which people have about an organisation. Organisationalclimate is a relatively enduring quality of the internal environment that isexpected by its member, influences their behaviour and can be describedin terms of the values of a particular set of characteristics of theorganisation.

According to P. Feiffer (1998), Human resource developmenthaving a key role in ensuring the strategic alignment of training and

HRD Climate of Public and Private Sector Banks4

development, career development and cultural change of the overallperformance improvement of the organisation.

Tripathi and Tripathi (2002) sought to investigate the relationshipbetween organisational climate and organisational success, whichinclude effectiveness, job satisfaction organisational commitment andintention to quit. The study based on a sample of 200 middle levelexecutives of public and private sector organisations, revealed that acombination of reward, participation, proficiency, and responsibility waslikely to increase job satisfaction, effectiveness organisational commitment.

Purang (2006) made a study in which compared the perceptions ofmiddle level managers from five organisations (two private sectors, twopublic sectors and one multinational organisation) on ten dimensions ofHRD climate. The study concluded that the climate at the individuallevel was a summary perception of the organisation’s work environmentthat is descriptive rather than evaluative nature. Another approach toorganisational climate was culture based which proposes that the climatearises from inter subjectivity of members as they interact with thecontext established by an organisations culture in the Indian context. Healso opined that the culture influenced the climate as its subset.

Mariyappan (2010) made a study on HRD climate in Co-operativeMilk Producers Union Ltd. in Erode district, Tamilnadu under NDDBand tried to analyse the impact of HRD climate on job satisfaction. Heconcluded that HRD climate was influenced by multi-dimensionalclimatic factors in general. The study emphasised on top managementrole by practicing developmental mechanism to enhance the physical,mental and emotional capabilities of employees for creating andmaintaining a productive HRD climate.

Benzamin & David (2012) in their study conducted in Nigerainbanks, focusing on influence of HRD climate on employees attitude fororganisational commitment and found that the HRD climate positivelycorrelated with employee commitment, especially the affectivecomponent. The study also found that OCTAPAC culture had influenceto create a positive organisation culture.

Mohanty & Sahoo (2012) carried out Human Resource Developmentclimate survey in IT industry in India. They concluded that the moderateHRD climate was prevailing in the IT organisations. The study alsorevealed that among the components of HRD climate, OCTAPAC

Introduction 5

culture was found more prevalent than the HRD Mechanism and Generalclimate.

Mittal (2013) conducted a comparative study on HRD climate inpublic and private sector banks and found that it was better in publicsector bank than the private sector bank.

From the above studies it is observed that the fundamental purposeof HRD is to contribute long-term strategic performance and a goodHRD climate ensure a continuous improvement of organisationalmembers, which ultimately fulfills the goal of the individual and theorganisation. So, every organisation needs a good organistional climatein which HRD Climate is a part in order to be effective. Now-a-days theBank’s and financial institution’s performance or services are quiteimportant for the growth of the economy. So, it has urged a continuousimprovement of employee’s performance with a good HRD system.A good HRD system includes better HRD climate of the organisation.So, considering the role and importance of HRD climate, the currentstudy is an attempt to make a comparative analysis of HRD climate ofdifferent public and private sector Banks.

1.3 OBJECTIVES OF THE STUDY

Realising the importance of HRD and HRD climate fororganisational success after going through related studies in differentorganisation in general and the studies in banking sector particularly,this piece of work has been preceded with the following objectives:

(a) To study the HRD climate of public and private sector banks.(b) To find out the difference in HRD climate of the public and

private sector banks.(c) To study the differences exist against each item of HRD climate

among the banks.(d) To study the difference in three components of HRD climate as

suggested by Porf. T.V. Rao and E. Abraham i.e., GeneralClimate, HRD Mechanism, OCTAPAC culture in the Banksunder study.

(e) To find out the relationship between three components with theHRD climate of Public and Private sector banks.

HRD Climate of Public and Private Sector Banks6

1.4 HYPOTHESES

Reviewing the literature and related research studies on HRDclimate the following hypotheses are formulated:

H1: The Public and Private sector banks differ in HRD climate.H2: There is variation in functioning of each component of HRD

climate i.e., General Climate, HRD Mechanism, OCTAPACculture of Banks under study.

H3: The components of HRD climate are related irrespective of thebanks.

1.5 SCOPE OF THE STUDY

The study is limited to three leading public sector banks and threeleading private sector banks who have Regional Training centres inBhubaneswar.

1.6 RESEARCH METHODOLOGY

Research DesignFor this study a Descriptive research design was adopted and

accordingly the sampling design was done.

Sampling DesignIn order to make the study effective one a survey was conducted

assuming that the samples were well presentation of the population.Samples were selected in two stages. As per the objectives in the firststage three banks from public and private sector banks are chosen thosewho have Regional Training/Developmental centre at Bhubaneswar.Then in second stage 50 respondents were randomly selected fromamong the executives of each bank as the private sector banks havecomparatively less manpower in their regional office at Bhubaneswar.So, judgmental random sampling design was followed.

Introduction 7

Collection of DataSources of Data

Data were collected from both primary and secondary source.In order to collect data from primary source the tested questionnairedesigned and used by Prof. T.V. Rao and E. Abraham in the year 1986consisting of 38 statements divided into three aspects such as GeneralClimate, HRD Mechanism and OCTAPAC culture have been used,whereas secondary data were collected from website of different banks,annual reports, journals etc.

Data AnalysisStatistical Package for Social Science (SPSS) was used to analyse

the data as per the objectives and the tests like ‘t’-Test, One WayANOVA Test, Chi-Square Test and Duncan Multiple Range test wereapplied to ascertain the result of variation. Besides the correlationanalysis was done.

1.7 SEQUENCE OF THE CHAPTERS

The research work has been systematically presented with fivechapters:

Chapter-I contains the introductory part of the study whichincludes the significance, objectives, scope, importance, relatedresearch studies, methodology and limitations.

Chapter-II deals with the theoretical framework of HumanResource Development (HRD) and HRD climate.

Chapter-III contains the history of Banking sector, ReserveBank of India and Public and Private sector banks under study.

Chapter-IV deals with the analysis of data collected fromdifferent sources.

Chapter-V Presents the Findings, Conclusion and Suggestionsfor further research.

HRD Climate of Public and Private Sector Banks8

1.8 LIMITATIONS

The study has the following limitations: The selection of banks for the study was limited to the banks

who have regional training center’s so the finding cannot begeneralised in case of all the banks.

The sample size was restricted to fifty only as because theprivate banks have less branches with less number to employeesin comparison to Public Sector banks.

The sample respondents were limited to the branches of thebank located in Bhubaneswar and the respective Trainingcenters.

As employees were not open in their mind and apprehendingsome negative result the study could not be a bias free.

However, in spite of all these limitations the attempt is made tomake it a scientific and realistic study.

References1. Benzamin, A and David, I (2012), “Human Resource Development

Climate and Employee Commitment in Recapitalized Nigerian Banks”,7(5): 91-99.

2. Dayal Ishwar, (1991), HRD in Practice: Some Experiences and Reflections,in Indian Journal of Social Works, Vol. III, No. 4, Oct 1991, P. 485.

3. George B.B., and Zimmerman (1984), Needed-Strategy for HRD, Trainingand Development journal ASTD, Annual Number, 80.

4. Len Nadler (1981), HRD, Helping Managers to solve Problems, Trainingand Development journal, ASTD, 35(1), 46.

5. Mariyappan, M.S.R. (2010), “HRD climate in co-operative Dairy union-Acase study”, Global Management Review, 4(2):33-36.

6. Mittal, S. (2013), “HRD climate in public and private sector banks”, TheIndian Journal of Industrial Relations, 49(1): 123-131.

7. Mohanty, S. & Sahoo, K.M. (2012), “Human Resource Development in ITindustry”, Indian Journal of Industrial Relations, 47(4): 657-664.

8. Pfeiffer (1994), Competitive Advantage Through people, HarvardBusiness School Press, Boston.

9. Pfeiffer, J. (1998), The Human Equation; Building Profits by puttingpeople first, Bostom, MA; Harvard Business school press.

Introduction 9

10. Purang, Pooja (2006), “HRD climate; A comparative Analysis of public,private and multinational organisation,” Indian Journal of IndustrialRelations, Vol. 41, No. 3 (January) PI. 407-419.

11. Rao, T.V. and E. Abraham (1986), “HRD Practices in Indian Industries: ATrend Report”, Vol. 2: Management and Labour studies, PP. 73-85.

12. Rao, T.V. and Verma, P. (1988), an alternative approaches and strategiesof HRD, Rowat Publication, Jaipur.

13. Rao, T.V. (1991), Reading in Human Resources Development, Oxford &IBH Publishing Co. Pvt. Ltd., New Delhi.

14. Schneider, B. (1975), Organisational Climate: and Easy PersonnelPsychology, Vol. 28, PP 447-479.

15. Schuler, R.S. and MacMillan (1984), Gaining competitive advantagethrough human resource Practices. Human Resource Management, 23, 241-256.

16. Tripathi, Sangeeta and Nachiketa Tripathi (2002), “The effect oforganisational climate on organisation success”, Indian journal ofIndustrial Relations Vol. 38, No. 2 October, PP. 161-171.

17. Warner, J.M. and R.L. Dc Simons. (2006), Human resource development4th ed. Mason, O.H. Thomson South-Western.

Front.pdfTitle page.pdfCh 1.pdfBck.pdf