hrm in idbi bank

8/9/2019 HRM in IDBI Bank

1/75

HUMAN RESOURCE MANAGEMENT IN IDBI BANK

CHAPTER 1

INTRODUCTION TO BANK

The Indian banking can be broadly categorized into nationalized

(government owned), private banks and specialized banking institutions.

The Reserve Bank o India acts a centralized body monitoring any

discrepancies and shortcoming in the system. !ince the nationalization o

banks in "#$#, the public sector banks or the nationalized banks have

ac%uired a place o prominence and has since then seen tremendous

progress. The need to become highly customer ocused has orced the slow&

moving public sector banks to adopt a ast track approach. The unleashing

o products and services through the net has galvanized players at all levels

o the banking and 'nancial institutions market grid to look anew at their

eisting portolio oering. *onservative banking practices allowed Indian

banks to be insulated partially rom the +sian currency crisis.Indian banks

are now %uoting al higher valuation when compared to banks in other +sian

countries (viz. ong -ong, !ingapore, hilippines etc.) that have ma/or

problems linked to huge 0on erorming +ssets (0+s) and payment

deaults. *o&operative banks are nimble ooted in approach and armed with

e1cient branch networks ocus primarily on the 2high revenue3 niche retail

segments.

The Indian banking has 'nally worked up to the competitive dynamics o the

2new3 Indian market and is addressing the relevant issues to take on the

multiarious challenges o globalization. Banks that employ IT solutions are

perceived to be 2uturistic3 and proactive players capable o meeting the

multiarious re%uirements o the large customers base. rivate banks have

been ast on the uptake and are reorienting their strategies using the

internet as a medium The Internet has emerged as the new and challenging

rontier o marketing with the conventional physical world tenets being /ust

as applicable like in any other marketing medium

The Indian banking has come rom a long way rom being a sleepy business

institution to a highly proactive and dynamic entity. This transormation has

been largely brought about by the large dose o liberalization and economic

1


2/75


reorms that allowed banks to eplore new business opportunities rather

than generating revenues rom conventional streams (i.e. borrowing and

lending). The banking in India is highly ragmented with 45 banking units

contributing to almost 657 o deposits and $57 o advances. Indian

nationalized banks (banks owned by the government) continue to be the

ma/or lenders in the economy due to their sheer size and penetrative

networks which assures them high deposit mobilization. The Indian banking

can be broadly categorized into nationalized, private banks and specialized

banking institutions.

The Reserve Bank o India act as a centralized body monitoring any

discrepancies and shortcoming in the system. It is the oremost monitoring

body in the Indian 'nancial sector. The nationalized banks (i.e.

government&owned banks) continue to dominate the Indian banking

arena. Industry estimates indicate that out o 89: commercial banks

operating in India, 884 banks are in the public sector and 6" are in the

private sector. The private sector bank grid also includes 8: oreign banks

that have started their operations here. ;nder the ambit o the nationalized

banks come the specialized banking institutions. These co&operatives, rural

banks ocus on areas o agriculture, rural development etc.,

unlike commercial banks these co&operative banks do not lend on the basis

o a prime lending rate. They also have various ta sops because o their

holding pattern and lending structure and hence have lower

overheads. This enables them to give a marginally higher percentage on

savings deposits.


3/75


!tate Bank o India and

+ssociates5=

0ationalized Banks "#

>omestic rivate !ector

Banks86

0ew >omestic rivate !ector

Banks5#

?oreign Banks 8#

*omplementing the roles o the nationalized and private banks are the

specialized 'nancial institutions or 0on Banking ?inancial Institutions

(0B?*s). @ith their ocused portolio o products and services, these 0on

Banking ?inancial Institutions act as an important catalyst in contributing to

the overall growth o the 'nancial services sector. 0B?*s oer loans or

working capital re%uirements, acilitate mergers and ac%uisitions, IA

'nance, etc. apart rom 'nancial consultancy services. Trends are now

changing as banks (both public and private) have now started ocussing on

0B?* domains like long and medium&term 'nance, working cap

re%uirements. IA 'nancing to etc. to meet the multiarious needs o the

business community.

Definition of 'Bank'

A financial institution licensed as a receiver of deposits. There are two types of

banks: commercial/retail banks and investment banks. In most countries,

banks are regulated by the national government or central bank

BANKING involves following FEATURES as written :-

DEALING IN MONEY

• ACCEPTANCE OF MONEY DEPOSITS

• PAYMENT AND WITHDRAWS MONEY

•

INDIVIDUAL OR COMPANIES

• VARIOUS BRANCHES

3


4/75


• FUNCTION INCREASING RAPIDLY

• BUSINESS IN BANKING SECTOR

• IDENTIFICATION

• FACILITIES OF ADVANCE MONEY

•

4


5/75


HISTORY OF INDUSTRIAL DEVELOPMENT BANK OF INDIA(IDBI)

IDBI Bank Ltd. is today one of India's largest commercial Banks. For over 40 years, IDBI Bank has

essayed a key nation-bilding role, first as the a!e" Develo!ment Financial Instittion #DFI$ #%ly

&, &(4 to )e!tember *0, +004$ in the realm of indstry and thereafter as a fll-service commercial

Bank #ctober &, +004 onards$. s a DFI, the ersthile IDBI stretched its canvas beyond mere

!ro/ect financing to cover an array of services that contribted toards balanced geogra!hical

s!read of indstries, develo!ment of identified backard areas, emergence of a ne s!irit of

enter!rise and evoltion of a dee! and vibrant ca!ital market. n ctober &, +004, the ersthile

IDBI Bank converted into a Banking com!any #as Indstrial Develo!ment Bank of India Limited$

to ndertake the entire gamt of Banking activities hile contining to !lay its seclar DFI role.

ost the mergers of the ersthile IDBI Bank ith its !arent com!any #IDBI Ltd.$ on !ril +, +001

#a!!ointed date2 ctober &, +004$ and the sbse3ent merger of the ersthile nited 5estern Bank

Ltd. ith IDBI Bank on ctober *, +00(, the tech-savvy, ne generation Bank ith ma/ority

6overnment shareholding today toches the lives of millions of Indians throgh an array of

cor!orate, retail, )78andgro!rodctsandservices.

9ead3artered in 7mbai, IDBI Bank today rides on the back of a robst bsiness strategy, a

highly com!etent and dedicated orkforce and a state-of-the-art information technology !latform,to strctre and deliver !ersonalised and innovative Banking services and cstomised financial

solutionstoitsclientsacoss!aious"eli!e#c$annels%

s on 7arch *&, +0&4 IDBI Bank has a balance sheet of :s.*, +;,< crore and bsiness si=e

#de!osits !ls advances$ of :s.4,**,4(0 core. s an niversal Bank, IDBI Bank, besides its core

banking and !ro/ect finance domain, has an established !resence in associated financial sector

bsinesses like >a!ital 7arket, Investment Banking and 7tal Fnd Bsiness.

6oing forard, IDBI Bank is strongly committed to ork toards emerging as the 'Bank of choice'

and 'the most valed financial conglomerate', besides generating ealth and vale to all its

stakeholders.

&


6/75


MISSION AND VISSION OF IDBI BANK

Vision

?o be the most !referred and trsted bank enhancing vale for all stakeholders.

Mission

Delighting cstomers ith or e"cellent service and com!rehensive site of best-in-class financial

soltions@

?oching more !eo!le's lives ith or e"!anding retail foot!rint hile maintaining or e"cellence on

cor!orate and infrastrctre financing@

>ontining to act in an ethical, trans!arent and res!onsible manner, becoming the role model for cor!orate

governance@

De!loying orld class technology, systems and !rocesses to im!rove bsiness efficiency and e"ceed

cstomerAs e"!ectations@

8ncoraging a !ositive, dynamic and !erformance-driven ork cltre to nrtre em!loyees gro them and

bild a !assionate and committed ork force@

8"!anding or global !resence@

:elentlessly striving to become a greener bank.

'


7/75


(


8/75


CHAPTER-2

2. HUMAN RESOURCE MANA!EMENT

9man :esorce 7anagement or ersonnel management is the activity of managing !ersonnel,

sally em!loyees.

In any organi=ation, managing !ersonnel is the !rocess of making sre the em!loyees #not the

cstomers$ are as !rodctive as they can be. ?his can inclde hiring, firing, or transferring !eo!le

tofrom /obs they can do most !rodctively.

?his sb/ect is a ma/or at many niversities, or a minor in the bsiness school. It is also knon as

!ersonnel administration, hich is fnctionally an e3ivalent term.

2.1M"#nin$ o% H&'#n R"so&" M#n#$"'"n*+

bsiness nit needs em!loyees to look after different activities. ?his is called man!oer or

hman resorce. )ch hman resorce needs to be develo!ed flly so that it ill make !ositive

contribtion for the !rogress and !ros!erity of a bsiness nit. For this systematic develo!ment and

management of hman resorces is necessary. 9man :esorce 7anagement #9:7$ deals ith2

#a$ ?raining

#b$ )elf-develo!ment

#c$ romotions

#d$ erformance a!!raisal of man!oer recrited in an organi=ation.

9:7 is an organi=ed learning e"!erience aimed at matching the organi=ational need for career groth and develo!ment. It is a !rocess involving series of learning activities designed to ac3ire

desired level of com!etence among em!loyees. 9:7 is a continos !rocess and it needs money.

)ch investment creates a team of efficient, skilled and trained man!oer hich brings sccess and

stability to a bsiness nit. 9:7 !rogrammes offer long term benefits to an organi=ation.

)


9/75


2.2 C,##*"is*is o% H&'#n R"so&" M#n#$"'"n*+

(1). U$#in$ M#no/"+

9:7 is basically concerned ith the !grading of man!oer orking in an organi=ation. ?his

leads to im!rovement in the individal !erformance of an em!loyee and also corres!onding

im!rovement in the organi=ational !erformance.

(2). S*"ss on T#inin$+

9:7 incldes varios schemes arranged for !roviding edcation, gidance, training and

o!!ortnities to learn and develo! em!loyees of all categories and orking in different

de!artments. ?here is an integrated se of sb-systems #training, career develo!ments,

organi=ational develo!ment in the 9:7 !rogramme.

#0). A**"n*ion *o "#nin$ #n #"" ""o'"n*+

Learning, self-develo!ment, career develo!ments are !ossible throgh 9:7 !rogrammes. ?hese

are the core areas of 9:7. >areer develo!ment is !ossible throgh /oining training corses,

reading books and !eriodicals. Learning and career develo!ment raise the ca!acity of em!loyees to

ork at highest levels. ?hey are given higher !ositions ith monetary benefits.

(3). O$#ni4#*ion# D""o'"n*+

9:7 incldes organi=ational develo!ment, hich incldes effective commnication ithin the

organi=ation, coordination of different activities elimination of conflicts of different ty!es and

creation of orderly atmos!here in the hole organi=ation.

(5). T"#' Sii*+

9:7 is basically for develo!ing team s!irit in the hole organi=ation. For this, de!artments and

levels of management are !ro!erly integrated. ?eam s!irit facilitates orderly groth of the

organi=ation in the right direction

(6). H&$" s"nin$ 78 M#n#$"'"n*+

ll com!anies invest hge money on 9:7 activities bt sch e"!enditre is absoltely essential

for srvival in the !resent com!etitive bsiness orld. 9:7 !rogrammes create matred, skilled

and efficient man!oer, hich is a valable asset of a bsiness nit.

(9). T"'in#*ion o% E'o8'"n*+

?ermination is an n!leasant !art of any manager's /ob. 8m!loyees occasionally mst be

terminated for breaking rles of failing to !erform ade3ately.

(:). Con*in&o&s A*ii*8+

*


10/75


9:7 is rightly treated as a continos activity de to ne develo!ments taking !lace reglarly in

the bsiness orld. For this, on the /ob and off the /ob training !rogrammes are introdced

from time-to-time.

(;).


11/75


9:7 is needed to meet the ftre man!oer needs of the organi=ation. 8"ectives, managers,

s!ervisors leave the /ob or retire de to age factor. >om!etent /niors mst take their !ositions.

9:7 is needed in order to kee! ready a team of com!etent managers as a second line of defence.

(9). To %#ii*#*" ">#nsion #n i"si%i#*ion+

9:7 activities are needed to meet the man!oer re3irements reslting from e"!ansion and

diversification !rogrammes ndertaken at the enter!rise level. ttention shold be given to 9:7

mch before the introdction of e"!ansion !rogramme

(:). To &*ii4" o&*ion ##i*8 %&8+

9:7 is needed in order to se the available !rodction ca!acity to the o!timm level. It !rovides

skilled man!oer for this !r!ose

Why human resource management is important for Banks

. 9man :esorce 7anagement is im!ortant for banks becase banking is a service indstry.

7anagement of !eo!le and management of risk are to key challenges facing banks. 9o yo

manage the !eo!le and ho yo manage the risks determines yor sccess in the banking bsiness.

8fficient risk management may not be !ossible ithot efficient and skilled man!oer. Banking

has been and ill alays be a Ceo!le BsinessC. ?hogh !ricing is im!ortant, there may be other

valid reasons hy !eo!le select and stay ith a !articlar bank. Banks mst try to distingish

themselves by creating their on niches or images, es!ecially in trans!arent sitations ith a high

level of com!etitiveness. In coming times, the very srvival of the banks old de!end on cstomer

satisfaction. ?hose ho do not meet the cstomer e"!ectations ill find srvival difficlt. Banks

mst articlate and em!hasi=e the core vales to attract and retain certain cstomer segments.

ales sch as CsondC, CreliableC, CinnovativeC, CinternationalC, CcloseC, Csocially res!onsibleC,

CIndianC, etc. need to be em!hasi=ed throgh concrete actions on the grond and it old be the

bankAs hman resorce that old deliver this.

It is a common com!laint among bank e"ectives that skilled man!oer is in short s!!ly. Eo to

argments on this, 9: resorces are becoming scarce both in 3ality and 3antity. nd, it is 3ite

elementary that any resorce that is in short s!!ly needs to be !ro!erly managed for the benefit of

society and, therefore, yo need to !ay attention to the entire 9man :esorce 7anagement

!rocess. 5hat do I mean hen I say thisG Ho need to manage the !eo!le and for this yo need to

discriminate beteen the !eo!le, I mean !ositive discrimination. ?he entire s!ectrm of 9:

!ractice re3ires revoltionary changes if the banks have to srvive. 7anaging the !eo!le is the key

11


12/75


challenge. nd, in my o!inion, discriminationis the key ord hen dealing ith !eo!le. Ho ill

notice that I ill se this ord very fre3ently dring my discssion.

How to Manage Human Resources

I old like to highlight the folloing key challenges faced in 9: management in any organi=ation

and hich is all the more relevant for !blic sector banks today2

,a-.lannin/

,0- Acuiin/ t$e i/$t eole

,c- Retainin/De!eloin/t$eeole

,"- Mana/in/ eole seaation eit

12


13/75


SWOT ANALYSIS

STRENGTH WEAKNESS

• Experienced and efficient

management team and human

resurce

• Gd ser!ices

•

"mpan# reputatin and gd$i%%

• Larger crprate c%ient &ase

• Lac' f cmpetiti!e p$er f sa%ar#

sca%e

• Lac' f ade(uate mar'eting

)ad!ertising prmtin* effrts+

• A%% &ranches d nt pr!ide n%ine

ser!ice

O,,ORT-NITY THREATS

• Autmatin f transactin prcesses and

n%ine &ranch mar'eting

• Regu%atr# en!irnment fa!uring

pri!ate sectr de!e%pment

• fre(uent changes f &an'ing ru%es

• mar'et pressure f %$ering f

interest rate de&t

• natina% and p%itica% changes

CHAPTER-0

13


14/75


0. HUMAN RESOURCE MANA!EMENT IN BANKIN!

9man resorce management #9:7$ has long been overlooked in the cor!orate sector in the

contry here a small section, com!rising mostly the mlti-national com!anies as !ractising the

same. 5ith the groing reali=ation of !ro!er 9:7 in the cor!orate sector, it has gron into an

im!ortant activity. Eo the head of 9:7 is an im!ortant member of the senior teams of any

thriving bsiness.

lthogh the idea is ne for many local bsinesses here entre!reners are at the beginning of the

learning crve yet in reality the theme is getting s!!ort from the organi=ed entre!reners. ?he

banking sector has gron from a fe instittions !rimarily involved in de!osit acce!tance and trade

finance into a com!le" mlti-!layer markets here large nmber of commercial banks, financial

instittions and s!eciali=ed banks are o!erating ith varios !rodcts and activities.

0.2 HRM B#?$o&n #n P#*i"s

?he banking has become a com!le" activity ithin the financial market linked directly and

indirectly ith an over-all national groth and its im!act as an integral !art of regional segment of

a global banking environment. lmost every bank and financial instittion is involved in varios

fnctions in a day's /ob and ths re3ires a highly effective team and a!!ro!riate man!oer to rn

the sho. >or!orate goals are translated into viable realities and !rofits only ith hman element

that !lay their de role in achieving the desired reslts.

?hs even the high atomation old re3ire !ro!er man behind the machine to make things

ha!!en. ?his idea has been reali=ed by to! management in !rogressive banks. Like many other

organi=ed sectors, banking re3ires mlti-layer man!oer for its varios re3irements of

!rofessionals and s!!ort staff. ?he range may re3ire reasonably edcated secrity gards on the

one end and a highly edcated and trained !rofessional as head of cor!orate finance at the other.

5ith liberali=ation of activities ithin the banking sector, for e"am!le, more em!hasis on consmer

and hose finance and !ersonal loans, etc. banking has trned itself into a more

market-based bsiness here banks have e"!anded their reach more to cstomers' door ste!s in a

big ay making banking more !ractical. ?his has frther highlighted the need for !ro!er

de!loyment of man-!oer to rn banks efficiently. For many years, 9:7 banks like other

instittions have been handling this sensitive activity throgh res!ective !ersonnel de!artments.

14


15/75


?his means hman resorces ere managed like other !hysical assets e.g. !ieces of frnitre,

calclators, e3i!ment and a!!liances.

ersonnel de!artments ere !rimarily engaged in a!!roval of leaves, handling of staff loans,

issance of sho case, condcting disci!linary en3iries and termination from service.

:ecritment as a rotine fnction and as done in a mechanical ay to hire !eo!le ith s!ecific

edcational backgrond irres!ective of their real vale to the instittion.

)ccess stories of large banking com!anies have been evident of the fact that 9:7 is 3ite

different from management of !hysical assets. 9man brain has its on !ecliar chemistry. Its

strong sensory and decision-making ca!acity has to be greatly em!hasi=ed by the em!loyers. ?he

ork force constitting all levels of em!loyees is constantly thinking in many dimensions.

n the one hand it is the assigned dty and task they are to !erform and for hich they are !aid by

their em!loyer, on the other they think of their long rn goals and ob/ectives.By no means, their brains can be controlled to think beyond the crrent sitation of em!loyment.

7anaging this edcated, skilfl and trstorthy ork force is not an easy /ob. fe of the crrent

challenges faced by the banking indstry in terms of hman resorce management may be the

folloing2

• ?o make the Indian Banking )ystem stronger, efficient and lo-cost, the creation of

fndamentals mst inclde in the bank s o!erations, strategies and !rocesses2 strengthening

the !rdential norms and market disci!line@ ado!tion of international benchmarks@

management of organi=ational change and consolidation ithin the financial system@

!grading the technological infrastrctre of the financial system@ and hman resorce

develo!ment as the catalyst of the transformation #+00+$.

• ?he 9man :esorce field in the Banking Indstry is considered as one of the !rocess of

discovery and transformation. ?he field of 9man :esorce can be described as emergent

and dynamic ithin the cltral bsiness as!ect in a Banking Indstry. ?he sccess of

today s banking bsiness ill s!arsely de!ends on the hman resorces of the organi=ation,

in hich !lays a crcial role in !roviding the services needed.

• ?he evoltion of banking system in India affected the hman resorce !ractices, recritment

and selection !ractices, and training system. It is very im!ortant that the details of hman

resorce are discssed along ith the em!loyees, to bild their on career !lanning,

!erce!tions and develo!ment.

• ?he !rimary strength of the indstry is the hman resorce that is hy the efforts to develo!

the skills and management are the main sb/ect !laced before the hman resorce. ma/or

challenge for many banks ill be to develo! the s!ecial com!etencies and skills for credit

1&


16/75


a!!raisal and risk management. tting the information technology is a key contribted in

hman resorce develo!ment. ?herefore, the 9: model of the ftre ill re3ire

!rofessionals to be both driving and antici!ating change, the com!le"ities of the bsiness

environment and forces sha!ing it.

0.0 HR P#*i"s #n M"*,os

key focs of the hman resorce management is highlighted in the role of staffing, !erformance

management, training and develo!ment, and com!ensation that !lays indifferent ty!es of bsiness

strategies. 5ith the ac3isition and !re!aration of hman resorces, inclding !lanning,

recritment, selection, and training can affect the hole organi=ational !erformance. ?he 9:

!lanning, the start of the strategy, illstrates the !rocess of develo!ing hman resorce !lan. ?he

strengths and eaknesses of staffing o!tions sch as otsorcing, se of contingent orkers, and

donsi=ing are involved in !lanning.

?he recritment !rocess is done strategically to determine the talented em!loyee fit for the !osition.

?he selection !rocess em!hasi=es the ays in minimi=ing errors in em!loyee selection and

!lacement to im!rove the com!any s com!etitive !osition. ?he selection method standards sch as

validity and reliability are tili=ed.

n effective training systems of the manager s role in determining em!loyees readiness for

training, creating a !ositive learning environment, and ensring the training is sed on the /ob.

Beyond the hman resorce strategies are the rearding and com!ensating that can strengthen or

eaken the em!loyee effectiveness. In order to give recognition and increase motivational levels

amongst the em!loyees, some Banks linked the individal !erformance in an incentive scheme

or for some reards that may come into any form. .In smmary, all of the 9:7 strategies andfnction shold be aligned to hel! the com!any meet its ob/ectives as ell as focsing on their

cstomers.

?he best !ractice a!!roach assert that certain 9: !ractices are fond to consistently lead to higher

organi=ational !erformance, inde!endent of an organi=ation s stated strategy.

?he high !erformance 9: !ractices foster innovation throgh the develo!ment of innovation

vales, encoraging of information sharing, goal setting and a!!ro!riate training and develo!ment.

1'


17/75


CHAPTER-3

3. @OB ANALYSIS @OB DESI!N AND @OB EVOLUTION

/ob is defined as a collection of dties and res!onsibilities hich are given together to an

individal em!loyee. %ob analysis is the !rocess of stdying and collecting information relating to

o!erations and res!onsibilities of a s!ecific /ob. It can be e"!lained ith the hel! of the folloing

diagram

3.1. @OB ANALYSIS

• %ob descri!tion %ob s!ecification

• %ob title name of the /ob Jalification

• 5orking hors Jalities

• Dties and res!onsibilities 8"!erience

•

5orking conditions Family backgrond

• )alary and incentives ?raining

• 7achines to be handled on the /ob Inter!ersonal skills

s mentioned in the above table /ob analysis is divided into + !arts

#) @o7 "si*ion

5here the details regarding the /ob are given

7) @o7 s"i%i#*ion

5here e e"!lain the 3alities re3ired by !eo!le a!!lying for the /ob.

NEEDIMPORTANCEPURPOSEBENEFITS OF @OB ANALYSIS

R"%.2 - /ob is defined as a collection of dties and res!onsibilities hich are given together to an


o!erations and res!onsibilities of a s!ecific /ob.

1(


18/75


THE FOLLO


19/75


:. H"#*, #n s#%"*8+-

7ost com!anies !re!are their on health and safety, !lans and !rograms based on /ob analysis.

From the /ob nalysis >om!any identifies the risk factor on the /ob and based on the risk factor

safety e3i!ment s are !rovided.

;. A"*#n" o% o7 o%%"+-

5hen a !erson is given an offera!!ointment letter the dties to be !erformed by him are clearly

mentioned in it, this information is collected from /ob analysis, hich is hy /ob analysis becomes

im!ortant.

METHODS OF @OB ANALYSIS

R"%+ - /ob is defined as a collection of dties and res!onsibilities hich are given together to an


o!erations and res!onsibilities of a s!ecific /ob.

?here are different methods sed by organi=ation to collect information and condct the /ob

analysis. ?hese methods are

1. P"son# o7s"#*ion+-

In this method the observer actally observes the concerned orker. 9e makes a list of all thedties

!erformed by the orker and the 3alities re3ired to !erform those dties based on the information

collected, /ob analysis is !re!ared.

2. A* "%o'#n" o% *," o7+-

In this method the observer ho is in charge of !re!aring the /ob analysis actally does the ork

himself. ?his gives him an idea of the skill re3ired, the difficlty level of the /ob, the efforts

re3ired etc.

0. In*"i"/ '"*,o+-

In this method an intervie of the em!loyee is condcted. gro! of e"!erts condct the

intervie. ?hey ask 3estions abot the /ob, skilled levels, and difficlty levels. ?hey 3estion and

cross 3estion and collect information and based on this information /ob analysis is

!re!ared.

3. Ci*i# ini"n* '"*,o+-

In this method the em!loyee is asked to rite one or more critical incident that has taken !lace

1*


20/75


on the /ob. ?he incident ill give an idea abot the !roblem, ho it as handled, 3alities

re3ired and difficlty levels etc. critical incident method gives an idea abot the /ob and its

im!ortance. # critical means im!ortant and incident means anything hich takes !lace in the /ob$

5. &"s*ion" '"*,o+ -

In this method a 3estioner is !rovided to the em!loyee and they are asked to anser the 3estions

in it. ?he 3estions may be mlti!le choice 3estions or o!en ended 3estions. ?he 3estions decide

ho e"actly the /ob analysis ill be done. ?he method is effective becase

!eo!le old think tice before !tting anything in riting.

6. Lo$ "os+-

>om!anies can ask em!loyees to maintain log records and /ob analysis can be done on the basis of

information collected from the log record. log record is a book in hich em!loyee s record

rites all the activities !erformed by them on the /ob. ?he records are e"tensive as ell as

e"hasted in natre and !rovide a fair idea abot the dties and res!onsibilities in any /ob.

9. HRD "os+ -

:ecords of every em!loyee are maintained by 9: de!artment. ?he record contain details abot

edcational 3alification, name of the /ob, nmber of years of e"!erience, dties handled, any

mistakes committed in the !ast and actions taken, nmber of !romotions received, area of ork,

core com!etency area, etc. based on these records /ob analysis can be done.

3.2. @OB DESI!N

D"%ini*ions+ -

@o7 "si$n is *," o"ss o%

a$ Deciding the contents of the /ob.

b$ Deciding methods to carry ot the /ob.

c$ Deciding the relationshi! hich e"ists in the organi=ation.

%ob analysis hel!s to develo! /ob design and /ob design matches the re3irements of the /ob ith

the hman 3alities re3ired to do the /ob.

Factors affecting /ob design2 - ?here are varios factors hich affect /ob design in the com!any.

F#*os #%%"*in$ o7 "si$n

&. rgani=ational factors

+. 8nvironmental factors

*. Behavioral factors

2+


21/75


I O$#ni4#*ion# %#*os+-

rgani=ational factors to refer to factors inside the organi=ation hich affect /ob design they are-

#) T#s? ,##*"is*is+-

?ask characteristics refer to featres of the /ob that is de!ending on the ty!e of /ob and the dties

involved in it the organi=ation ill decide, ho the /ob design mst be done. In case the com!any

is not in a !osition to a!!oint many !eo!le@ a single /ob may have many dties and vice versa.

7) T," o"ss o %o/ o% /o? in *," o$#ni4#*ion+-

?here is a certain order in hich /obs are !erformed in the com!any. In case the com!any ishes itcold combine similar /ob and give itne !erson this can be done if all the /obs come one after the

other in a se3ence.

) E$ono'is+-

8rgonomics refers to matching the /ob ith !hysical ability and characteristics of the individal and

in !roviding an office environment hich ill hel! the !erson to com!lete the /obs faster and in a

comfortable manner.

) ertain contries face the !roblem of lack of skilled labor. ?hey are not able to get em!loyees

ith s!ecific edcation levels for /obs and have to de!end on other contries de to this /ob design

gets affected.

7) Soi# #n &*&# ">"*#*ions+-

?he social and cltral conditions of every contry is different so hen an 7E> a!!oints an Indian

it has to take into accont like festivals, as!icios time, inas!icios time, etc. to sit the Indian

conditions. ?his a!!lies to every contry and therefore /ob design ill change accordingly.

III B",#io&# %#*os+-

%ob design is affected by behavioral factors also. ?hese factors are-

21


22/75


#) F""7#?+ -

%ob design is normally !re!ared on the basis of /ob analysis and /ob analysis re3ires em!loyee

feedback based on this em!loyee feedback all other activities take !lace. 7any em!loyees are

hoever not interested in !roviding a tre feedback becase of fear and insecrity. ?his in trn

affects /ob deign.

7) A&*ono'8+-

8very orker desires a certain level of freedom to his /ob effectively. ?his is called atonomy.

?hs hen e !re!are a /ob design e mst see to it that certain amont of atonomy is !rovided

to the orker so that he carries his /ob effectively

) V#i"*8+-

5hen the same /ob is re!eated again and again it leads to brden and monotony. ?his leads to lack

of interest and carelessness on the /ob. ?herefore, hile !re!aring /ob design

certain amont of variety mst be !rovided to kee! the !erson interested in the /ob.

METHODS OF @OB DESI!N

?here are varios methods in hich /ob design can be carried ot. ?hese methods hel! to analysis

the /ob, to design the contents of the and to decide ho the /ob mst be carried ot these methods

are as follos2 -

I. @o7 o*#*ion

II. @o7 "n#$"'"n*

III. @o7 "ni,'"n*

I. @OB ROTATION+ -

%ob rotation involves shifting a !erson from one /ob to another, so that he is able to nderstand and

learn hat each /ob involves. ?he com!any tracks his !erformance on every /ob and decides

hether he can !erform the /ob in an ideal manner. Based on this he is finally given a !articlar

!osting. %ob rotation is done to decide the final !osting for the em!loyee e.g. 7r. n is assigned to

the marketing de!artment hole he learns all the /obs to be !erformed for marketing at his level in

the organi=ation after this he is shifted to the sales de!artment and to the finance de!artment and so

on. 9e is finally !laced in the de!artment in hich he shos the best !erformance %ob rotation

gives an idea abot the /obs to be !erformed at every level. nce a !erson is able nderstand this he

is in a better nderstanding of the orking of organi=ation.

A#n*#$"s o% o7 o*#*ion-

i. Aois 'onoo8+-

22


23/75


%ob rotation hel!s to avoid mono!oly of /ob and enable the em!loyee to learn ne things and

therefore en/oy his /ob.

ii. Poi"s #n oo*&ni*8 *o 7o#"n on"s ?no/"$"+-

De to /ob rotation the !erson is able to learn different /ob in the organi=ation this broadens his

knoledge.

iii. Aoiin$ %#&&"n* #*i"+-

In an organi=ation like bank /obs rotation is ndertaken to !revent em!loyees from doing any kind

of frad i.e. if a !erson is handling a !articlar /ob for a very long time he ill be able to find

loo!holes in the system and se them for his benefit and indlge #!artici!ate$ in fradlent !ractices

/ob rotation avoids this.

Dis##n*#$"s o% @o7 Ro*#*ion-

i. F"=&"n* in*"&*ion+-

%ob rotation reslt in fre3ent interr!tion of ork. !erson ho is doing a !articlar/ob and gets it

comfortable sddenly finds himself shifted to another /ob or de!artment this interr!ts the ork in

both the de!artments.

ii. R"&"s &ni%o'i*8 in =i*8+-

Jality of ork done by a trained orker is different from that of a ne orker hen ane orker

I shifted or rotated in the de!artment, he takes time to learn the ne /ob, makes mistakes in the

!rocess and affects the 3ality of the /ob.

iii. Mis&n"s*#nin$ /i*, *," &nion '"'7"+-

)ometimes /ob rotation may lead to misnderstanding ith members of the nion. ?he nion might

think that em!loyees are being harassed and more ork is being taken from them. In reality this is

not the case.

II. @OB ENLAR!EMENT+ -

%ob enlargement is another method of /ob design hen any organi=ation ishes to ado!t !ro!er /ob

design it can o!t for /ob enlargement. %ob enlargement involves combining varios activities at the

same level in the organi=ation and adding them to the e"isting /ob. It increases the sco!e of the /ob.

It is also called the hori=ontal e"!ansion of /ob activities. %ob enlargement can be e"!lained ith the

hel! of the folloing e"am!le - If 7r. is orking as an e"ective ith a com!any and is

crrently !erforming * activities on his /ob after /ob enlargement or throgh /ob enlargement e

add 4 more activities to the e"isting /ob so no 7r. !erforms < activities on the /ob. It mst be

23


24/75


noted that the ne activities hich have been added shold belong to the same hierarchy level in

the organi=ation. By /ob enlargement e !rovide a greater variety of activities to the individal so

that e are in a !osition to increase the interest of the /ob and make ma"imm se of em!loyee's

skill. %ob enlargement is also essential hen !olicies like :) are im!lemented in the com!any.

A#n*#$"s o% o7 "n#$"'"n*+-

1. V#i"*8 o% s?is+-

%ob enlargement hel!s the organi=ation to im!rove and increase the skills of the em!loyee de to

organi=ation as ell as the individal benefit.

2. I'o"s "#nin$ ##i*8+-

De to /ob enlargement the !erson learns many ne activities. 5hen sch !eo!le a!!ly for /ob to

other com!anies they can bargain for more salary.

0.


25/75


T," 'o*i#*in$ %#*os #n 7"

a 6iving more freedom.

b.8ncoraging !artici!ation.

c 6iving em!loyees the freedom to select the method of orking.

d. lloing em!loyees to select the !lace at hich they old like to ork.

e. lloing orkers to select the tools that they re3ire on the /ob.

f. lloing orkers to decide the layot of !lant or office.

%ob enrichment gives lot of freedom to the em!loyee bt at the same time increases the

res!onsibility. )ome orkers are !oer and res!onsibility hngry. %ob enrichment satisfies the

needs of the em!loyees.

A#n*#$"s o% o7 "ni,'"n*

1. In*""s*in$ #n ,#"n$in$ o7+-

5hen a certain amont of !oer is given to em!loyees it makes the /ob more challenging forthem,

e can say that /ob enrichment is a method of em!loyee em!oerment.

2. I'o"s "ision '#?in$+-

?hrogh /ob enrichment e can im!rove the decision making ability of the em!loyee by askinghim

to decide on factory layot, method and style of orking.

0. I"n*i%i"s %&*&" '#n#$"i# #i7"+ -

5hen e !rovide decision making o!!ortnities to em!loyees, e can identify hich em!loyee is

better that other in decision making and mark em!loyees for ftre !romotion.

3. I"n*i%i"s ,i$," o" n""s o% "'o8""s+-

?his method identifies higher order needs of the em!loyee. braham 7arloAs theory of motivation

s!eaks of these higher order needs e.g. ego and esteemed needs, self-actali=ation etc.

5. R"&"s /o? o# o% s&"ios+-%ob enrichment redces the ork load of senior staff.

5hen decisions are taken by /niors these eniors ork load is redced.

Dis##n*#$"s o% o7 "ni,'"n*

1. Ass&'*ions+-

%ob enrichment is based on the assm!tions that orkers have com!lete knoledge to take

decisions and they have the right attitde. In reality this might not be the case de to hich therecan

be !roblems in orking.

2&


26/75


2. N"$#*i" i'i#*ions+-

%ob enrichment has negative im!lications i.e. long ith sal ork decision making ork is also

given to the em!loyees and not many may be comfortable ith this.

0. Po/"+-

)!eriors may feel that !oer is being taken aay from them and given to the /nior's. ?his might

lead to ego !roblems.

3. HRM M"*,o

?his method ill only ork in certain sitations. )ome /obs already give a lot of freedom and

res!onsibility@ this method ill not ork for sch /obs.

5. Diss#*is%#*ion+-

So5e eole ae intenall# "issatis6ie" 7it$ t$e o/ani8ation% 9o suc$ eole no a5ount o6 :o0

enic$5ent can sol!e t$e o0le5%

2'


27/75


CHAPTER-5

5. H&'#n R"so&" P#nnin$

?his is the !rocess hich assres the organi=ation that it ill have ade3ate nmber of 3alified

!ersons, at re3isite times, !erforming in a ay to satisfy the needs of the organi=ation K also

!rovide satisfaction to the individal em!loyee, so em!loyed.

T," o"ss ino"s+

a$ 8stimating the !resent K ftre re3irements of hman resorces based on ob/ectives K long

range !lans of the organi=ation.

b$ >alclation of net hman resorce re3irements based on the !resent availability of hman

resorces.

c$ ?aking sitable ste!s to identify, mold, change K develo! the strength of e"isting em!loyees so

as to meet the ftre re3irements.

d$ re!aration of action !lans to ac3ire the balance hman resorces from otside the organi=ation

K to develo! the e"isting em!loyees.

5.1. R"&i*'"n*+

It is the !rocess of searching for ftre em!loyees #re3irement$ K ensring they a!!ly for /obs in

the organi=ation.

I* ino"s+

a$ Identification of e"isting sorces of candidates K develo!ing them.

b$ )eeking ot K identifying ne sorces of a!!licants.

c$ 7otivating the right ty!e of candidates to a!!ly for /obs in the organi=ation.

d$ 8nsring a healthy balance beteen internal K e"ternal sorces.

5.2. SELECTION+

It is the !rocess of ascertaining the 3alifications, e"!erience, skill, noledge, etc. of an a!!licant

to ascertain hisher sitability for the /ob a!!lied.

T,is in&"s

a$ Develo!ing a!!lication blanks.

b$ >reating K develo!ing valid K reliable testing techni3es.

c$ Formlating intervieing techni3es.

2(


28/75


d$ >hecking of references.

e$ )etting ! for medical e"amination !olicy K !rocedre.

f$ Line 7anagers to be involved in the decision making.

g$ )ending letters of a!!ointment.

h$ 8m!loying the selected candidates, hen he re!orts for dty.

5.0. PLACEMENT+

It is a !rocess of allotting to the selected candidate the most sitable /ob, as !er the /ob re3irements

K em!loyee s!ecifications.

T,is %&n*ion in&"s+

a$ >onselling the concerned managers regarding the !lacements.

a$ verseeing the follo-! stdies, em!loyee !erformance a!!raisal to monitor em!loyee

ad/stment to the /ob, in the coming days.

b$ >orrecting rongmis/dged !lacements, if any.

5.3. INDUCTION G ORIENTATION+

?hese are !rocedres by hich a ne em!loyee is rehabilitated in the ne srrondings K

introdced to the !ractices, !rocedres, !olicies, !eo!le, etc. of the organi=ation.

I* in&"s2

a$ Familiari=ing the em!loyee ith com!any !hiloso!hy, ob/ectives, !olicies, career !lanning K

develo!ment, com!any !rodct, market share, history, cltre, etc.

b$ Introdce ne em!loyee to the !eo!leMhis colleages, s!ervisors K sbordinates.

c$ 7old the em!loyees by orientation methods to the ne orking conditions.

2)


29/75


CHAPTER-6

6. H&'#n R"so&" D""o'"n*

?his !rocess involves im!roving, molding, K develo!ing the skills, knoledge, creativity, attitde,

a!titde, vales, commitment, etc. based on the !resent K ftre /ob K com!any re3irements.

1.P"%o'#n" A#is#+

It is the continos K systematic evalation of individal em!loyees ith res!ect to their

!erformance K their !otential for ftre develo!ment.

It incldes2

a$ 8nnciating !olicies, !rocedres K techni3es.

b$ ssisting fnctional managers.

c$ :evieing K smmari=ing re!orts.

d$ 8valating the effectiveness of varios !rogrammes.

2. T#inin$+

It is the !rocess of transmitting the em!loyees the technical K o!erating skills and knoledge.

It incldes

a$ Identification of training needs of the individals K for the organi=ation.

b$ Develo!ing a!!ro!riate training !rogrammers.

c$ ssisting K advising the management in the condct of training !rogrammes.

d$ ?ransmitting re3isite /ob skills K /ob knoledge to the em!loyees.

e$ sses the effectiveness of the training !rogrammes.

6.1 M#n#$"'"n* D""o'"n*+

It is the !rocess of designing K condcting a!!ro!riate e"ective develo!ment !rogrammes so as to

develo! the managerial K hman relations skills of the em!loyees.

It incldes2

a$ Identification of the areas in hich management develo!ment is needed.

b$ >ondcting develo!ment !rogrammers.

c$ 7otivating e"ectivesmanagers.

d$ Designing s!ecial develo!ment !rogrammers assessment !rocedres for !romotions.

2*


30/75


e$ tili=ing the services of s!ecialists-both internal K e"ternal for develo!ment Kor Instittional

#e"ternal$ develo!ment !rogrammes.

f$ 8valating the effectiveness of e"ective develo!ment !rogrammes.

6.2. C#"" P#nnin$ G D""o'"n*+

It is the !lanning of ones career K im!lementation of career !lans by means of edcation, training,

/ob search K ac3iring of ork e"!erience.

It incldes2

A. In*"n# 'o7ii*8-

ertical, hori=ontal transfers, !romotions and demotion.

B. T#ns%"-

rocess of !lacing em!loyees in the same level /obs here they can be tili=ed more effectively as

!er the needs of the organi=ation. ?his also means develo!ing transfer !olicies, offering assistance

K gidance to em!loyees nder transfer orders K evalating transfer !olicy !eriodically.

C. Po'o*ion

It deals ith the !ard assignment of em!loyees to occ!y higher !ositions #ith better stats K

!ay$ in consonance ith resorces of em!loyees K /ob re3irement. ?he de!artment mst ensre

that2

83itable, fair K consistent !romotions are formlated K administered.

7anagers K em!loyees are given assistance K gidance on the sb/ect of !romotion.

8"ections of !romotional !olicies are as !er !olicies K !rocedres

D. D"'o*ion-

It is the donard assignment of an em!loyee in an organi=ation. ?he de!artment mst ensre that2

83itable, fair K consistent demotion !olicies are dran !.

ssisting K advising em!loyees regarding demotions.

8nsre fair im!lementation of demotion olicies K rocedres

6.0. O$#ni4#*ion# D""o'"n*+

?he !lanned !rocess dran ! to im!rove organi=ational effectiveness throgh changes in

individal K gro! behavior, cltre K systems of the organi=ationMdraing models from

a!!lied behavioral science.

3+


31/75


"HA,TER./

9. COMPENSATIONS MANA!EMENT

9.1. Co'"ns#*ion

>om!ensation incldes all the e"trinsic reards that an em!loyee receives dring and after the

corse of his sob. For his contribtions to the organi=ation. ?he !rinci!les of com!ensation !ayment

are that it has to be ade3ate, e3itable and fair to the em!loyees. >om!ensation encom!asses base

salary, incentives, bons and benefits and is based on /ob evalation.

@o7 "#*ion-

It is a systematic determination of the vale of each /ob in relation to other /obs in the organi=ation,

in the indstry and in the market. In other ords, /ob evalation involves classifying a /ob based on

its im!ortance and its contribtion to the organi=ation and its re3irements.

I* ino"s

Identifyingdesigning sitable /ob evalation techni3es@

8valating varios /obs@

scertaining the relative orth of /obs in varios categories.

ondcting age and salary srvey in the market and in the indstry@

Determining age and salary rates on the basis of varios factors like la, e3ity, fairness and

!erformance@

Im!lementing age and salary administration !rograms@

In"n*i"s-

Incentives are the reards an em!loyee earns in addition to reglar ages or salary based on the

!erformance of the individal, the team or the organi=ation.

Bon&s

Bons is !rimarily a share in the sr!ls or bonty and is directly related to the organi=ations

!erformance. In India, the !ayment of bons is a very !o!lar means of rearding em!loyees and is

governed by ?he ayment of Bons ct &(1.

31


32/75


Fin$" 7"n"%i*s

Fringe benefits are those monetary and non-monetary benefits given to em!loyees dring their

em!loyment, and sometimes, in the !ost-em!loyment !eriod also. ?hese benefits are connected to

em!loyment ith the organi=ation and are not related to the em!loyees !erformance.

?hese benefits !rovide a sense of secrity to the em!loyee and kee! them committed to the

organi=ation. )ome of the marginal benefits inclde@

Disablement benefits

9osing facilities

>anteen facilities

>onveyance facilities

8dcational facilities for em!loyees and their children

>redit facilities

:ecreational facilities

7edical and elfare facilities

ost-retirement benefits

>om!any stores

Legal aid

9.2. Co'"ns#*ions #n B"n"%i*s+

Bank !rovide com!ensations to its em!loyees in sha!e of >ost of any medical ?reatment, >ancelled

9olidays fees, :e!air of vehicle, any in/ry hile doing /ob tasks and some other. 8m!loyees can

claim their com!ensation if any above case occrs. Benefits hich are !rovided by Banks are aid

time off, :etirement, Disability Insrance, 8dcation and training !rograms. & 48 &

In aid time off benefits the em!loyee is !aid for the time he dont orked do to vacation, holiday

!ay and sick !ay. :etirement benefits are in sha!e of !ension, gratity, !rovident fnd and

s!erannation fnd. In disability insrance bank !rovides financial s!!ort hen an em!loyee

becomes in/red or ill and is nable to do hisher /ob and in edcation K training !rograms bank

!rovide different edcation K training to their em!loyees to frbish their skill.

32


33/75


CHAPTER-:

:. H&'#n R"#*ions

dministering varios hman resorces !olicies like em!loyment develo!ment K com!ensation K

interactions among the em!loyees on one hand K em!loyees K the management on the other, create

a sense of orking relationshi!s beteen orkers K management K trade nions.

Basically they are all interactions beteen hman beings. 9man relations, is therefore, is an

im!ortant area in management hich integrates !eo!le into ork sitations in a ay that motivates

!eo!le to ork together ith economic, !sychological K social satisfaction thereby increasing their

!rodctivity. 9ence 9man :esorces 7anagement fnctions ill center on2

&. nderstanding !erce!tion, !ersonality, learning, intra K inter !ersonal relations, inter K intra

gro! relations.

+. 7otivating all em!loyees.

*. romoting em!loyee morale.

4. Develo!ing commnication skills.

1. Develo!ing leadershi! skills.

(. :edressing satisfactorily throgh a ell-defined grievance !rocedre.


34/75


CHAPTER-;

;. HUMAN RESOURCE MANA!EMENT IN DIFFERENT BANKS

?he classification of the Indian banks into broad gro!s sch as !blic sector, old !rivate sector,

ne !rivate sector, foreign, regional rral banks K coo!eratives are largely on the basis of

onershi! !attern. It is also ell knon that the bsiness mi", delivery channels K I? strategies of

these organi=ations vary sbstantially. 5hat is little knon bt of greater im!ortance is that each of

these banks follos very distinct 9: !ractices hich have contribted, sbstantially, to the bsiness

!rocesses.

;.1. HRM in Coo"#*i" B#n?s

It is sad that the 9: !olicies of coo!erative banks are totally dominated by the :egistrar of

>oo!eratives. ?his is, !erha!s, one reason hy the coo!eratives are nable to im!rove themselves.

;.2. HRM in R"$ion# R&# B#n?s (RRBs)

s regards ::Bs, most of them ado!t the 9: !olicies of s!onsor banks, hich are not a!!ro!riate

for their s!ecial natre.

;.0. HRM in P&7i S"*o B#n?s

In the recent times, the contors of 9: fnction in !blic sector banks are sloly bt definitely

changing. ne cold say that these banks are discovering the 9: fnction K it is ho!ed that these

banks ill fast catch ! ith others. It may be recalled that, in a controlled environment K to meet

ith the ra!id branch e"!ansion- since


35/75


hoever be said that the demand for !rofessionals on accont of groth of Indian Bsiness is sch

that the efforts of 9:7 have not hel!ed it from com!letely staving off staff trnover in the ranks.

;.5. HRM in P&7i S"*o Uni* B#n?s (PSU B#n?s)

In the case4 of ) Banks the recritment !rocess is annal K large scale. eo!le are recrited at

the loest grade K !romoted I de corse. ?his makes the career !ath of each em!loyee the

res!onsibility of the organi=ation. ?his also nderlies a belief that anyone can occ!y any desk. In

sch a system s!eciali=ation is the loser. :ecritment at higher levels is a recent !henomenon K

more an e"ce!tion than rle. ay !ackets are niform for a gradelevel ith annal increments K

niform !er3isites. Increments are earned atomatically. ?ransfers are not driven by bsiness

re3irements bt a matter of rotine. acancies get created as K hen !eo!le move !. It is not

ncommon to see ne de!artments s!ring ! /st to allo !romotions. In a ay sch a move is

/stified as salary is linked to grades K not !erformance. ?he conce!t of /ob rotation is !racticed

ith great conviction. s regard leave it is seen that modern bsiness organi=ations, driven by ork

life balance isses K No!erational risk ensre that certain annal leave is mandatory.

In the case of ) Banks, the Ocom!lsory leave systemP has not yet taken root. In the

circmstances an im!ortant task at hand is training the staff member, ho, on accont of age !rofile

is not comfortable orking in an I? environment. 9:7 shold also take immediate ste!s to

im!rove !rodctivity. ?here is a simltaneos need to balance the demand of I? savvy yongsters

/oining the organi=ation ho ask for high salaries.) Banks are not able to offer market driven salary. 6iven that banking bsiness K the bsiness of

6overnment are distinct, there is, in the case of ) Banks, an rgent need that salaries are not

limited by hat is !aid in the ministry bt nshackled. ?ill that ha!!ens, 9:7 shold, innovatively

tackle the isse.

3&


36/75


CHAPTER-1

1. R"sonsi7ii*i"s o% *," H&'#n R"so&" M#n#$"'"n* D"#*'"n* in B#n?s

1.1. Ro"+

?he role of the 9man :esorce De!artment is to create the climate K conditions in hich

management throghot the Bank ill be enabled to o!timise the individal K collective

contribtion of all em!loyees to the short K long-term sccess of the Bank.

1.2. R"sonsi7ii*i"s+

?o be the !rinci!al s!onsor K OgardianP of 9: !olicies in the Bank.

?o !ro!ose K obtain agreement on changes to these !olicies from time to time K to ensre that

!olicies hich have been agreed are being im!lemented throghot the Bank.

?o contribte flly to the task of meeting the bsiness challenges hich the bank has to face by

s!!orting Branchnit 7anagers in continosly develo!ing the !otential of em!loyees K in

creating conditions in hich all the em!loyees are motivated to meet the ob/ectives of the Bank.

?o continosly monitor the Banks strategies to ensre that 9: !olicies are a!!ro!riate K that

em!loyee nmbers K skills are flly s!!ortive of sch strategies.

?o deliver a fll range of !ersonnel services in s!!ort of line management. ?hese services

inclde man!oer !lanning, recritmenttransfer, remneration, and training K em!loyee elfare.

?o s!!ort line management in their day-to-day management of the orkforce by !roviding

advice K consltancy on !ersonnel K !erformance management isses.

3'


37/75


CHAPTER-11

11. EMPLOYEE RELATIONS IN BANKS

?he banking sector has been characteri=ed by a!!arently harmonios indstrial relations K has not

sffered from the OBritish DiseasesP of indstrial action K demarcation isses associated ith

!arts of manfactring indstry #e.g. Bat stone, &;4$. Banks have !romoted nitary #Fo", &(($

encoraging an ethos of teamork, shared interest K loyalty, anting commitment beyond the cash

ne"s. 5hile banks are generally seen as having a !assive a!!roach to em!loyee relations,

!aternalism did nder!in the system K !articlarly im!ortant as the system of internal !romotion

s!!orted by an nritten agreement beteen the ma/or Banks on no !oaching. ?he internal

labor market created to categories of em!loyees2 career K non-career hich e3ated to a

malefemale divide. :etail banking is a highly labor intensive indstry ith labor costs forming


38/75


CHAPTER-12

12. CURRENT CHALLEN!ES FACED BY BANKS IN HRM

E%%"*i" /o? %o"+

time-consming K hectic /ob is to hnt the right talent. 9igher the !rofessional vale of the

vacancy, togher is the search. Identifying the right stff folloed by negotiation is the element

hich makes the /ob togh for the em!loyer. Banks are keenly interested to fill ! to ty!es of

breeds of !rofessionals. nes ho are otstanding !rofessionals ith high /ob ho!!ing attitdeM

these are those ho come in-ork for some tome K then leave for better !ros!ects. thers are those

ho are keenly !icked-!, trained K are someho retained to be develo!ed as ftre management

ithin the bank.

7anagement trainees are a groing !o!lar !henomenon here freshly 3alified bsiness

gradates are engaged by banks K a certain !ercentage of these ell-e3i!!ed !rofessionals stay

back ithin the organi=ation to gro into the footste!s of senior managers.

Banking /obs being a!!arently lcrative for many attract a large nmber of candidates against

advertised vacancies in media creating a large database management !roblem.

?his has been facilitated by s!eciali=ed hiring agencies ho may take ! the /ob of hiring in case of

large nmber of vacancies

Ri$,* P"o"+

?he most difficlt agenda of 9:7 across the banking sector is to retain the right !eo!le. )dden

groth of retail banking K other services has !t !ressre on 9: 7anagers in banks to engage

more !rofessionals ithin shorter s!an of time thereby attracting man!oer in other banks on

based on regional re3irement matching the area of activity ith that of em!loyees nativity yet

other elements like a!!ointment in the de!artment of choice K !reference makes the /ob of 9:

manager 3ite challenging.

5hat the 9: manager cannot afford is the dissatisfied em!loyee ho not only disr!ts the smooth

orking him, bt also s!reads the negativity to others by his de-motivated attitde.

Co'"ns#*ion+

9o mch to !ay the right em!loyee K ho mch to the otstanding !erformer. Banks have

traditionally folloed !ay scales ith !redetermined increments, salary slabs, bonses K time based

fringe benefits like car K hose advance, gratity, !ensions, etc. ?he sitation is not the same

anymore. n increment of :s.100-;00 !er annm is no more a sorce of attraction for a

!rofessional anymore. basic !ay ith traditional formlas of linkage ith medical K other

facilities has no soothing today.

3)


39/75


!romise of ftre groth, learning cltre K cor!orate loyalty is ot of dictionary K does not

mean anything to this energetic K com!etent !erformer today. aiting !eriod of *-4 years in each

cadre hants the incmbents ho strongly believe in immediate com!ensation.

freshly hired !rofessional re3ires a brand ne car or car loan n resming office 3ite contrary to

his !revios breed of bankers ho old ait for the /ob seniority to 3alify for a car loan.

@o7 S#*is%#*ion+

8verybody in the bank ants to ork in the !referential de!artment, !referential location, city of

his on choice K boss of his liking. n administrative deviation from any of these reslts in

loered /ob satisfaction. lthogh hiring is normally based on regional re3irement matching the

area of activity ith that of em!loyees nativity yet other elements like a!!ointment in the

de!artment of choice K !reference makes the /ob of 9: manager 3ite challenging.

5hat the 9: manager cannot afford is the dissatisfied em!loyee ho not only disr!ts the smooth

orking him, bt also s!reads the negativity to others by his de-motivated attitde.

Mo#" Boos*in$+

5hat has long been overlooked is the morale boosting of the em!loyees by the organi=ations.

9man beings even if satisfied of material ellbeing need to be a!!raised K encoraged constantly.

)mart banks have reali=ed this need K have taken ste!s to kee! their ork force motivated throgh

!ro!er encoragement like man of the moth aards, re!eat get-togethers, conferences, s!orts

events, dinners, com!any s!onsored travel, renions, etc. ?his is the ay em!loyees create a feeling

of belonging.

3*


40/75


CHAPTER-10

10. DEVELOPMENT IN BANKS

?he banks mst em!hasis on hman resorce develo!ment as one of the critical areas of its

o!erations. It shold redra its training K develo!ment schedles to sit the re3irements of the

crrent emerging scenario. :e3isite training shold be im!arted to varios branch level

fnctionaries as also administrative staff. Besides in-hose training the re!ted e"ternal agencies

shold be tili=ed for hman resorce develo!ment ith a vie to !dating their knoledge K to

kee! them abreast of the crrent banking scenario for meeting the challenges ahead. ?he conce!t of

segment s!eciali=ation may be resorted to in res!ect of the !ersonnel selected therefore. It is no

thoght e"!edient to !lan K strengthen the s3ad of skilled officers in varios segments as I?,

marketing management, risk management, risk based s!ervisors, la, secrity, etc. ?he lead bank

mst !lay an effective role in im!roving the ork environment K !rsing staff elfare measres

in the form of hole range of financial assistance ith reference to varios loans of sorts.

9man resorce skills are other areas of challenge. Becase of moderni=ation K technological

advancement rigoros training K man !oer !lanning are re3ired.

In the market scenario characteri=ed by heightened com!etition, groing cstomer needs K

technological ! gradation, the bank fine tnes its 9? !olicy to meet its cor!orate ob/ectives.

Ee training systems have been develo!ed to im!art com!etencies K a broad range of skills among

the em!loyees to deliver faster K s!erior service that can delight the cstomers. ?he Indstrial

:elations in the banks have been harmonios K cordial.

10.1TRAININ! G DEVELOPMENT

7eaning K Definition2

T#inin$+

rgani=ation K individal shold develo! K !rogress simltaneosly for their srvival K

attainment of mtal goals. )o every modern management has to develo! the organi=ation throgh

hman resorce develo!ment. 8m!loyee training is the im!ortant sb system of hman resorce

management. 8m!loyee training is a s!eciali=ed fnction K is one of the fndamental o!erative

fnctions for hman resorces management.

fter an em!loyee is selected, !laced K introdced he or she mst be !rovided ith training

facilities. ?raining is the act of increasing the knoledge K skill of an em!loyee for ding a

!articlar /ob. Dale ). Beach defines the training as Othe organi=ed !rocedre by hich !eo!le

learn knoledge K skill for a definite !r!ose.P ?he training system in the banking indstry has a

strong strctral base.

4+


41/75


9oever, in the !ast the training activities have been more ritalistic de to absence of a strategic

link beteen training K hman resorces develo!ment. ?oday, it is im!ortant that the training

fnction is made an effective organi=ational intervention by establishing a clear !olicy of training K

develo!ment ithin the frameork of total hman resorce develo!ment. ?he training

establishments need to be actively involved in the total training !rocess starting from the

identification of the training needs, evalation of training effectiveness K the benefits of training to

the end sers vi=. the internal K e"ternal cstomers. ?he need for training K develo!ment is

determined by the em!loyees !erformance deficiency, com!ted as follos2

T#inin$ G D""o'"n* N"" S*#n# P"%o'#n" A* P"%o'#n".

TRAININ! EDUCATION

!!lication oriented ?heoretical oriented

%ob e"!erience >lassroom learning

)!ecific tasks 6eneral conce!ts Earro !ers!ective Broad !ers!ective

D""o'"n*+

6ive a man a fish, K yo give him meal. ?each man to fish, K yo give him a livelihood.P

?his ancient >hinese !roverb seems to describe the nderlying rational of all raining K

develo!ment !rograms. Eo banking organi=ation can long ignore the training K develo!ment needs

of its em!loyees ithot seriosly inhabiting the !erformance. 8ven the most carefl selection does

not eliminate the needs for training, since !eo!le are not molded to s!ecifications K rarely meet the

demands of their /obs ade3ately.

?his 9:7 fnction deals ith the overall develo!ment of the em!loyees. ?his incldes their

!rofessional K ell as their !ersonal develo!ment. It is a !art of 9:7 fnction to identify

o!!ortnities for enhancing the skills of the resorces. romotion is regarded as one of the ays of

recogni=ing develo!ment ndertaken by an em!loyee. Develo!ment is also largely de!endant on

training. 6enerally !eo!le think that training K develo!ment are one K the same, bt there are

many differences beteen them.

41


42/75


THE TRAININ! PROCESS

O$#ni4#*ion# O7"*i"s #n S*#*"$i"s

Ass"ss'"n* o% T#inin$ N""s

Es*#7is,'"n* o% T#inin$ !o#s

D"isin$ T#inin$ Po$#''"

I'"'"n*#*ion o% T#inin$ Po$#''"

E#*ion o% "s&*s

10.2. RECRUITMENTs

M"#nin$ #n "%ini*ion+

?he hman resorces are the most im!ortant assets of an organi=ation. ?he sccess or failre of an

organi=ation is largely de!endent on the caliber of the !eo!le orking therein. 5ithot !ositive and

creative contribtions from !eo!le, organi=ations cannot !rogress and !ros!er. In order to achieve

the goals or the activities of an organi=ation, therefore, they need to recrit !eo!le ith re3isite

skills, 3alifications and e"!erience. 5hile doing so, they have to kee! the !resent as ell as ftre

re3irements of the organi=ation in mind. nce the re3ired nmber and kind of hman resorces

are determined, the management has to find !laces here the re3ired hman resorces areill be

available and also find means of attracting them toards the organi=ation before selecting sitable

candidates for /obs.

:ecritment is defined as, O !rocess to discover the sorces of man !oer to meet the

re3irements of the staffing schedle and to em!loy effective measres for attracting that man

!oer in ade3ate nmbers to facilitate effective selection of an efficient ork force.

O7"*i"s o% "&i*'"n*

So'" o% *," o7"*i"s o% "&i*'"n* #"+

?o attract !eo!le ith mlti-dimensional skills and e"!eriences that sits the !resent and ftre

organi=ational strategies.

?o indct otsiders ith a ne !ers!ective to lead the com!any.

?o infse fresh blood at all levels of the organi=ation.

?o devise methodologies for assessing !sychological traits.

42


43/75


Po"ss o% R"&i*'"n*+

:ecritment refers the !rocess of identifying and attracting /ob seekers so as to bild a !ool of

3alifies a!!licants. ?his !rocess com!rises of five interrelated stages, vi=,

lanning

)trategy develo!ment

)earching

8valation and control

?he ideal recritment !rocess is the one hich attracts relatively larger nmber of 3alified

a!!licants ho ill srvive the screening !rocess and acce!t !ositions ith the organi=ation, hen

offered to a!!roach the ideal !eo!le, individals res!onsible for recritment !rocess mst kno

ho many ty!es of em!loyees are needed, here and ho to look for individals ith a!!ro!riate

3alifications and interests, hat indcements to se for varios ty!es of a!!licants gro!, ho to

distingish a!!licants ho are n3alified from those ho have a reasonable chance of sccess, and

ho to evalate their ork.

10.0. SELECTION

D"%ini*ion

)election is defined as the !rocess of differentiating a!!licants in order to identify and hire those

ith a greater likelihood of sccess in a /ob. ?he ob/ective of selection decision is basically !icking

an a!!licant from a !ool of a!!licants ho has the a!!ro!riate 3alifications and com!etency to do

the /ob. ?he selection !rocedre cannot be effective ntil and nless-

:e3irements of the /ob to be filled have been clearly s!ecified.

8m!loyee s!ecifications #!hysical, mental, social, behavioral etc$ have been clearly s!ecified.

>andidates for screening have been attracted.

S""*ion o"ss is "%"#7" 7"#&s"+

It is easier for a!!licant as they can send their a!!lications to a single centrali=ed

de!artmentagency.

It facilitates contacts ith a!!licants becase isses !ertaining to em!loyment can be cleared

throgh one central location.

It hel!s o!erating managers to concentrate on their o!erating res!onsibilities. ?his is hel!fl

dring !eak o!erating !eriod.

43


44/75


It can !rovide for better selection becase hiring is done by s!ecialist trained in staffing

techni3es.

?he a!!licant is better assred of consideration for a greater variety of /obs.

9iring cost may be ct becase d!lication of efforts is minimi=ed.

S""*ion Po"ss+

?he selection !rocess consists of the folloing ste!s2

&. Ai#*ion %o'+

7any com!anies formlate their on style of a!!lication form de!ending !on the si=e and natre

of bsiness carried on, ty!e and level of the /ob etc. Information is generally re3ired on the

folloing items in the form2 !ersonal backgrond, edcational attainments, ork e"!erience

references etc.

+.


45/75


d$ !#,oo$8 T"s*+

It is an art herein the individals handriting is seen and accordingly his !ersonality traits are

derived by the ay he rites.

e$ Po8$#, T"s*+

?hese are designed to ensre accracy of the information given in the a!!lications.

f$ M"i# T"s*s+

:eveal !hysical fitness of the candidate.

g$ D&$ *"s*+

9el! to ensre the !resence of illegal or erformance- affecting drgs.

&. R"%""n"s #n 7#?$o&n ,"?s+

7any em!loyer re3est names, address, and tele!hone nmbers or references for the !r!ose of

verifying information and, !erha!s, gaining additional backgrond information on an a!!licant.

+. S""*ion D"ision+

fter collecting data from all the !receding ste!s, this is the most crcial ste! in the entire selection

!rocess. ?he main difference beteen the !receding stages and this is that former is sed to short

list the nmber of candidates and later one is to make a final decision from the !ool of individals

ho !ass the tests, intervies and reference checks. ?he vie of line manager ill be generally

considered in the final selection becase it is heshe ho is res!onsible for the !erformance of the

ne em!loyee. ?he 9: manager !lays a crcial role in the final decision.

0. P,8si# E>#'in#*ion+

fter the selection decision and before the /ob offer is made, the candidate is re3ired to ndergo a

!hysical fitness test. ?he reslt of the medical fitness test is recorded in a statement and is !reserved

in the !ersonal records. ?he main ob/ectives of this test are as follos2

?o detect if the individal carries any infectios diseases.

?o determine hether an a!!licant is !hysically fit to !erform the ork.

It hel!s to determine if there are any !hysical ca!abilities hich differentiate sccessfl and

less sccessfl em!loyees.

4&


46/75


7edical check! !rotects a!!licants ith health defects from ndertaking ork that cold be

detrimental to them or might otherise endanger the em!loyers !ro!erty.

Last, bt not the least sch e"amination ill !rotect the em!loyer from orkers com!ensation

claims that are not valid becase the in/ries or illness as !resent hen the em!loyee as hired.

1. @o7 o%%"+

?he ne"t ste! is selection !rocess is %ob offer for those a!!licants ho had !assed the !revios

stage. %ob offer is made throgh a letter of a!!ointment. )ch a letter sally contains the date by

hich the a!!ointee mst re!ort on dty.

!!ointee mst be given a reasonable time for re!orting becase it may be 3ite !ossible that the

a!!ointee is em!loyed in some other com!any or mst be residing in some other city and for sch

other reasons. >om!any may also ant the a!!ointee to delay in /oining the /ob becase the /ob

may re3ire ndergoing some training !rogram. Decency demands that re/ected a!!licants mst be

informed abot their non-selection. ?hese a!!licants data mst be sed for ftre references.

2. Con*#* o% "'o8'"n*+

fter the /ob offer is made and the candidates acce!t the offer, certain docments need to be

e"ected by the em!loyer and the candidate. ne sch docment is ttestation form. ?his form

contains vital details abot the candidate, hich are athenticated and attested by himher, hich

cold be sed for ftre reference. nother docment is contract of em!loyment. ?his docment

contains the terms and conditions of em!loyment like designation, !erks, term of /ob and so on. ?he

information ritten in the contract may vary according to the level of the /ob. ?he main draback

of the contract is that it is difficlt to enforce them.

0. Con&in$ *," s""*ion o"ss+

?he selection !rocess ill not end ith e"ecting the em!loyment contract. ?he ste! is reassring

the candidates ho have not been selected. )ch candidates mst be told that they ere not

selected, not becase of any serios deficiencies in their !ersonalities, bt becase their !rofiles did

not match the re3irements of the organi=ation.

3. E#*ion o% s""*ion o"ss2

?he broad test if the effectiveness of the selection !rocess is the 3ality of the !ersonnel is hired.

n organi=ation mst have com!etent and committed !ersonnel. ?he selection !rocess, if !ro!erly

done, ill ensre availability of sch em!loyees. dit mst be condcted by the !eo!le ho ork

inde!endent of the 9: de!artment.

N"/ '"*,os o% s""*ion+

1.06 "$"" s""*ion o #*ii#*i" s""*ion+

4'


47/75


Eormally s!ervisors administer the selection test and intervie. ?hey /dge the fit beteen the /ob

and the candidate. Bt the em!loyee skills, knoledge and !erformance affect not only s!eriors

bt also sbordinates and the em!loyees of the same level. 9ence the organi=ation started involving

the sbordinates and the em!loyees of the same level in administrating the em!loyment tests and

intervies. ?his ty!e of selection !rogram is called *(0 degree !rogram.

2. E'o8"" "#sin$+

?he client com!any leases em!loyees from a third !arty, not on tem!orary basis bt on a fll time

basis and for long hel!. n interesting featre is that the client com!any need not !erform !ersonnel

activities sch as hiring com!ensation or record kee!ing. 8m!loyees orking elsehere are leased.

?hey are not directly em!loyed by the com!any here they are orking. 8m!loyees not recrited

by one client are sent to another

0. S""*ion 78 ini*#*ion+

7anagement observes the !erformance of the key e"ectives of com!etitors. If the !erformance of

the key e"ectives is e"cellent or the key e"ectives are the change agents, the management invites

them to /oin the organi=ation by offering attractive salary and benefits. ?hs, the significant

!erformance of the e"ectives forms basis for selecting them by invitation.

4(


48/75


CHAPTER 13

ANALYSIS O0 ,RI1ARY 2ATA

MANA!ER

1) Aoin$ *o 8o& /,i, is *," 7"s* HR O7"*i" #'on$ *,"s"J

&. ?o initiate and instittionali=e com!etitive 9:.

+. se of modern methodologies and strategies.

*. ?o create !erformance driven cltre and e"citing ork !lace.

4. ?o create bsiness Leader for ftre

ANALYSIS 2

ccording to 9: 7anager of IDBI Bank he feels the best 9: ob/ective is to initiate and

instittionali=e com!etitive 9: becase the Bank mst have a brand image in international market

and also mst become em!loyees first choice.

2)


49/75


ccording to 9: 7anager of IDBI Bank his first initiative is ?alent identification and 6rooming

!rograms becase he feels that the Bank shold have ?alented 8m!loyees hich ill o!erate the

Bank smoothly and ill also achieve the desired ob/ective.

3) ontrol

+. Direction

*. >ommitment

4. >o-o!eration.

ANALYSIS 2

ccording to 9: 7anager of IDBI Bank he feels in any ork commitment and co-o!eration is

mst. ork ith lot of dedication and commitment ill able to achieve desired ob/ective even

nder !ressre.

4*


50/75


&+


51/75


9) Aoin$ *o 8o& /,"n #n "'o8"" is s"##*" %o' *," o$#ni4#*ionJ

&. 5hen he lacks skills.

+. 5hen he commits a mistake.

*. De to lack or commnication and imitativeness.

ANALYSIS 2

ccording to 9: 7anager of IDBI Bank he feels an em!loyee is se!arated from an organi=ation

hen he lacks commnication skill and Initiativness if his imitativeness is not seen in decision

making !rocess ork or lacks in commnication and dedication he is se!arated from the

organi=ation.

:)


52/75


ANALYSIS 2

ccording to 9: 7anager of IDBI Bank the most difficlt challenge faced by Banks are

com!ensation becase most banks do not !rovide !ro!er !ay to em!loyees according to their ork.

11) Ho/ "'o8""s "%o'#n" "#*ion on" on J

&. 8m!loyees attitde toards his sbordinates

+. >ommnication and listening skills.

*. bility to ork in a team.

4%A0ilit# to 7o; un"e essue

ANALYSIS <ccording to 9: 7anager of IDBI Bank the !erformance evalation is decided on the bility of

em!loyees to ork nder !ressre so as to check hether the em!loyee is com!etent enogh to

handle these kind of sitation ith co-o!eration and dedication.

12) Aoin$ *o 8o& /,i, is *," 7"s* *oo ##i#7" *o s&o* *,"

i'"'"n*#*ion o% *," "%o'#n" '#n#$"'"n* in 8o& B#n? J

ANALYSIS 2

ccording to 9: 7anager of IDBI Bank !erformance linked incentive !lan and facilitation of best

!erforming em!loyees is an im!ortant tool bt ith it :e!ort :esolve is also a very im!ortant tool

for !erformance management in bank.

10)


53/75


ANALYSIS 2

ccording to 9: 7anager of IDBI Bank !ost training feed backs hel! the em!loyees to im!rove

the /ob !erformance and to /ob ithot any error.

15) Ho/ o 8o& iso" "'o8""s "#sons %o "#in$ *," o$#ni4#*ion J

ANALYSIS 2ccording to 7anager better com!ensation, ork stability and challenges the

reasons for leaving the organi=ation.

&3


54/75


EMPLOYEES

1. Do 8o& %in 8o& %#ii*8 "#nJ

Ans - 8m!loyees find their facility clean

2.Is *,"" # o7"' o% o''&ni#*ion #n ##i#7ii*8 /i*, *," HR '#n#$"J

Ans -8m!loyees do not find any commnication or availability !roblem ith the 9: manager.

0. Do 8o& %"" *,#* i$,* "son is 7""n $i"n *," i$,* o7J

Ans- 8m!loyees of IDBI bank feels there is s!ecialisation of ork right /ob is given to right !erson

according to their ability.

3.


55/75


5.


56/75


6.


57/75


9. Aoin$ *o 8o&. Ho/ ,&'#n "o&s" is #n" "%%"*i"8J

9iring right !erson to right /ob ;0Q

retaining and develo!ment (1Q

?raining and develo!ment


58/75


:. Aoin$ *o 8o& ,o/ P"%o'#n" M#n#$"'"n* is "i" onJ

6eneral intelligence *0Q

:elationshi! ith /nior and senior 40Q

Initiativness


59/75


;. Ho/ #"ssi7" is *," HR s*#%% %o 8o& s&o* #n #ssis*#n"J

oor 0

de3ate +0Q

8"cellent ;0Q

ecellent =5

ade%uate 85

aailaibility $it% !R mana"er

ecellent

ade%uate

poor

unsure

ANALYSIS

;0Q of the res!ondent of IDBI bank feels that there is timely s!!ort and assistance !rovided by

the 9: manager and +0Q res!ondent feels that there is not timely be ade3ate feels that there is not

timely be ade3ates assistance !rovided hen neccessary .

MY COMMENTS+?he above reslt shos that the em!loyees of the IDBI bank have e"cellent s!!ort and assistance

!rovided by 9: manager to the em!loyees to solve their grievance.

?hey !rovide ma"imm s!!ort.

&*


60/75


1. Aoin$ *o 8o& # /,i, is *," 7"s* 7"n"%i* oi" *o 8o& #J

9ealthcare 41Q

7ortgage credit 40Q

8m!loyer-s!onsored saving fnd *0Q

condcive ork environment ith great com!ensation (0Q)oft loans +1Q

conducive work environment with great compensationB 457

healthcareB 847mortgage creditB 857

employer sponserd saving undB "67

sot loansB "47

bene&ts

conducive work

environment with great

compensation

healthcare

mortgage credit employer sponserd saving

und

sot loans

ANALYSIS

41Q res!ondent feels that best benefits is healthcare becase they feel bank is taking care of their

health, frther 40Q res!ondent feels mortgage credit. *0Q res!ondent feels that em!loyees

s!onsored saving fnd, (0Q res!ondent feels condcive ork environment ith great com!ensation

hich ill motivate them to do better.

?he above reslts sho that the em!loyees of the IDBI bank en/oy the condcive ork !lace and

great com!ensation given.

MY COMMENTS+

?hese ty!es of benefits are being !rovided to em!loyees to encorage and motivate the em!loyees

to ork more effectively and efficiently to achieve the best organisational ob/ective and goals.

'+


61/75


11. H#" 8o& #**"n" #n8 *#inin$ o$#''" i% 8"s *,"n /,i, 'o&" o% *#inin$ ,#" 8o&

#**"n"J

ersonality and !ositive attitde *0Q

Bsiness commnication *1Q

?eam bilding and leadershi! 40Q

)tress management +0Q

ll of the above (1Q

allo the aboveB 4:7

team building and leadershipB 8"7business commnicationB "=7

personality and positive attitudeB "$7

stress managementB ""7

trainin" pro"ramm

hrm in idbi bank

Documents