EMPLOYEE PERCEPTION TOWARDS TRAINING AND

DEVELOPMENT: A STUDY WITH REFERENCE TO EMPLOYEES OF

SYNDICATE BANK IN UDUPI TALUK

DISSERTATION SUBMITTED TO INDIRA GANDHI NATIONAL OPEN

UNIVERSITY IN PARTIAL FULFILLMENT FOR THE AWARD OF THE
DEGREE OF MASTER IN BUSINESS ADMINISTRATION

STUDENT

SUPRITHA BHASKER

ENROLMENT NO. 091370810

PROJECT SUPERVISOR

DR SURESH POOJARY

Dean and Associate Professor, Faculty of Commerce

St. Aloysius College (Autonomous), Mangalore – 3

SCHOOL OF MANAGEMENT STUDIES

INDIRA GANDHI NATIONAL OPEN UNIVERSITY

MAIDAN GARHI, NEW DELHI - 110068

 CERTIFICATE OF ORIGINALITY

This is to certify that the project titled “EMPLOYEE PERCEPTION TOWARDS

TRAINING AND DEVELOPMENT: A STUDY WITH REFERENCE TO EMPLOYEES

OF SYNDICATE BANK IN UDUPI TALUK” is an original work of the student and is being

submitted for the award of the Master’s Degree in Business Administration of Indira Gandhi

National Open University. This report has not been submitted earlier to this University or to

any other Universities/Institutions for the fulfillment of the requirements of a course of study.

Signature of the student Signature of project supervisor

(Mrs. Supritha Bhaskar) (Dr. Suresh Poojary)

Place: Udupi Place: Mangalore

Date: Date:
 CURRICULUM VITAE OF DR. SURESH POOJARY

Name and Address

Dr Suresh Poojary,

Associate Professor and Dean, Faculty of Commerce,

St. Aloysius College (Autonomous), Mangalore – 3

Date of Birth

First June, 1963

Qualification

M. Com., PhD

M. Com from Mangalore University in April 1987 with specialization in Personnel

Management and Industrial Relations.

PhD from Kuvempu University, Shimoga, Karnataka in 2006.

PhD Area

Human Resource Development in Tourism Industry: A Case Study of Tourism Industry

in Karnataka State.

Teaching Experience

Twenty three years of teaching experience in B.Com and five years of teaching

experience in Postgraduate Studies in Commerce, M.Com (Applied finance and

Accounting) at St. Aloysius College (Autonomous), Mangalore, Karnataka.

UGC Sponsored Orientation and Refresher Courses attended

 Attended Orientation Course at Goa University from 14.05.1999 to 10.06.1999

 Attended Refresher Course at Mangalore University from 06.11.1998 to 29.11.1998.

 Attended Refresher Course at Mangalore University from 03.11.2001 to 28.11.2001.

 Attended Refresher Course at Mangalore University from 06.11.2003 to 24.11.2003.

Research Papers Presented

 Presented a paper on ‘Tourism : Its Multifaceted Dimension’ at XXXIII All

India Conference of Indian Social Science Association organized by St.

Aloysius College, Mangalore on 12th, 13th and 14th January 1993.

 Presented a paper on ‘ Human Resource Development: Issues and Challenges’

at the Fifth State Level Conference of Teachers of Commerce and

Management held at Mangalore on October 16th and 17th, 2003.

 Presented a paper on ‘ Problems of Human Resource Development in the

Service Sector’ at Two-day National Seminar on Human Resource

Development: New Paradigms and Directions, jointly organized by the

Department of Post Graduate Studies in Commerce, Mangalore University

and Mangalore University Commerce Teachers Association on 17th and 18th

March 2006.

 Presented a paper on ‘Empowering Rural Economy through Insurance:

Prospects and Challenges’ at two day National Conference on Third Sector

Response to Contemporary Challenges held at Sahyadri Colleges of

Management and Science, Adyar, Mangalore on 2nd and 3rd January 2012.

 Presented a paper on ‘Corporate Governance in Insurance Sector: Issues and

Challenges’ at Two-day International Seminar held at SDM College

(Autonomous), Ujire, DK on 24th and 25th February, 2012.

  Presented a paper on ‘Convergence of Accounting Practices a Necessity for

India’ at the International Conference on Innovations in Management

Practices Organized by the Department of Management Studies, Kristu

Jayanthi College of Management and Technology, Bangalore on April 20 and

21, 2012.

Research Publications

 Employment Scenario and Human Resource Strategies in Tourism Industry,

published in ICFAI journal of HRM Review, ISSN 0972-5148PP49-53.

 Problems and Challenges of Human Resource Development in Tourism Industry

in Karnataka State, published in ICFAI Journal of Organizational Behaviour,

ISSN:0972-687XPP65-76.

 Employment Scenario and Human Resource Strategies in Tourism Industry,

published in ICFAI Journal of HR in Service Sector, Indian Perspective,

ISBN:978-81-314-1674-7 PP65-71.

 Tourism : A Catalyst for Economic Development, published in Explorations, A

Multi Disciplinary Refereed Research Journal, St. Aloysius College

(Autonomous), Mangalore, Col – 1, No. 1, 2001, PP 39-47.

 Social Entrepreneurship : A Catalyst for Social Capital, Proceedings of the

National Conference on Social Entrepreneurship: Dimension and Development

Orientation held at Saint Mary’s College, Shirva on August 21-22, 2009, PP

139-145.

 Tourism : An Alternative Economic System, published in Conference proceedings

on Development of Coastal Karnataka as a Destination for Tourism -

Opportunities and Constraints by Milagres College, Kallianpur, Udupi District,

PP 17-30
  Convergence of Accounting Practices : Opportunities and Challenges before

India, accepted for publication in Anveshana, A J Institute of Management,

Mangalore, June 2012 edition.

 Coporate Governance in Insurance Sector: Issues and Challenges, accepted for

publication in the proceedings of the International Seminar held on 24th and 25th

February 2012 at SDM College (Autonomous), Ujire, DK.

Seminars and Conferences Attended

 Attended Two – day National Seminar on ‘Emerging Trends in Tourism’ at

Srinivas College of Hotel Management, Mangalore on ‘13th and 14th August, 2004.

 Attended a National Level Seminar on Intellectual Property Rights’ sponsored by

the Ministry of Human Resource development, Government of India held at the

Department of Post- Graduate Studies and Research in Commerce, PG Centre,

Kuvempu University, Davanagere on 14th and 15th March 2004.

 Attended State Level Seminars on ‘Value Added Tax’ held at the Department of

Post-Graduate Studies on Research in Commerce, PG Centre, Kuvempu

University, Davangere on 19th March 2005.

 Attended Two – day National seminar on ‘Accounting Practices : An Interactive

Dialogue with Professionals’ held at St Aloysius College, Mangalore on 27th and

28th January 2006.

 Attended Two-Day State Level Seminar on Challenges in the New Millennium

held on 6th and 7th January 2006 at St. Aloysius Evening College, Mangalore.

 Attended a National Level Seminar-Cum-Workshop on ‘Autonomy: Concept,

Issues and Challenges’ at St Aloysius College (Autonomous), Mangalore on 23 rd

and 24th October,2010.

  Attended three days of seminar on ‘Participatory Administration of the Institutions’

held at Ashirvad, Bangalore from 16th to 18th September,2011.

 Attended Two-days of seminar on ‘Participatory Administration of the Institutions’

held at Ashirvad, Bangalore from 16th to 18th September, 2011.

 Attended Two – Day National Conference on Third Sector Response to

Contemporary Challenges held at Sahyadri College of Management and Science,

Adyar, Mangalore on 2nd and 3rd January 2012.

 Attended Two- Day International Seminar on ‘Ethics, Governance and

International Financial Reporting Standards’ held at SDM College

(Autonomous), Ujire, DK on 24th and 25th Febrauary, 2012.

Participated as a Resource Person/Chairperson

 Participated as a resource person at State Level Conference on ‘Development of

Coastal Karnataka as a Destination for Tourism: Opportunities and Constraints’

held at Milagres College, Kallianpur in October 2008

 Chaired a session at the National Conference on ‘Social Entrepreneurship:

Dimensions and Development Orientation’ held at St. Mary’s College, Shirva on

21st and 22nd August 2009.

 Chaired a session at the Two – Day International Seminar on ‘Ethics, Governance

and International Financial Reporting Standards’ held at SDM College

(Autonomous), Ujire, DK on 24th and 25th February, 2012.

 Chaired a session at the National Seminar held at Sacred Heart College Madanthyar

on ‘Changing Dimension of Commerce and Management Education Amidst Global

Competition in Higher Education’ on 24th and 25th March 2012.

UGC Research Projects Undertaken

 Completed a Minor Research Project on the topic ‘ Human Resource Issues in

Toursim Industry : A Study at Dakshina Kannada and Udupi Districts.

 Working on Minor Research Project on the topic ‘Social Empowerment by

NGO’s: A Study with Reference to NGO’s in Dakshina Kannada District’

PhD Guidance

Guiding a PhD Candidate under Dravidian University, Kuppam, AP for off campus

part time on the topic ‘Rural Marketing Strategies for Life Insurance Products : A

Study in Dakshina Kannada District’

M. Phil Guided

Successfully guided three M.Phil candidates on the topics :

 ‘Consumer Behaviour with Reference to Two Wheelers in Mangalore City ‘

under Directorate of Distance Education, Madhurai Kamaraj University, Madurai.

 ‘Employee Attitude towards Modern Banking Services with special reference to

Commercial Banks in Mangalore City- A Case Study of Corporation Bank

under the Directorate of Distance Education, Sri Venkateshwara University,

Tirupathi, AP.

 ‘Role of NGO’s in the Creation of Rural Employment : A Study in Belthangadi

Taluk, Dakshina Kannada District’ under Directorate of Distance Education

Madurai Kamaraj University, Madurai.

Books Published

 Published a text book titled ‘Business Organisation and Management’ for B.Com

Student of Mangalore University

  Co-authored a text book on Business Law for B.Com students of Kuvempu

University Distance Education.

Academic Bodies Represented

 Chairman, Board of Studies of M. Com at St. Aloysius College (Autonomous),

Mangalore

 Chariman, Board of Examination of M. Com at St. Aloysius College

(Autonomous), Mangalore

 Member of the Academic Council, St Aloysius College

(Autonomous), Mangalore

Address for Correspondence

Office Address

Dr Suresh Poojary,

Associate Professor and Dean, Faculty of Commerce

St. Aloysius College (Autonomous), Mangalore, DK, Karnataka – 575 003

Phone : 0824 – 2449700

Residence

Kapila, Bejai New Road End,

Sankaigudde, Bejai, Mangalore, DK, Karnataka – 575 004.

Phone : 0824 – 2224834 ® 9448696436 (M)

Email : sureshsucha@gmail.com
 SYNOPSIS

Employee Perception Towards Training and Development: A study with Reference to

Employees of Syndicate Bank in Udupi Taluk

Human resource in the organization occupies the centre for the sustainability oriented

development and for increasing its competitive power, which needs a full professional

approach on the part of their development and retention. Training and development of human

resource in an enterprise to suit the complex, competitive and changing business situation is a

major challenge with every organization. New technology, globalization, drive for quality,

cost reduction, market volatility, workforce diversity, the importance of knowledge capital

and the speed of change acted as the precursors of strategic human resource development in

developed and developing economies. Therefore, Training and development of workforce

posed both challenge and opportunity for organizations to earn and sustain competitive

advantage through developing multi-skilled, flexible and committed workforce.

Conceptual Clarification

The basic elements associated with the concept of Human Resource Development are

education, training, development and learning.

Education

According to Harrison, R. (2000), Education includes activities which aim to develop the

knowledge, skills, moral values and understanding required in all aspects of life rather than a

knowledge and skill relating to only a limited field of activity. The basic purpose of education

is to develop in an integrated way individual’s intellectual capacity, conceptual and social

understanding and work performance.

Training

Training is learning that is provided in order to improve performance of an individual in the

present job. According to Megginson et at, (1993) training is a relatively systematic attempt

to transfer knowledge or skills from one who knows or can do to one who does not know or

cannot do. It is concerned with the knowledge, skill attitude, techniques and experiences

which enable an individual to make his most effective contribution to the combined effort of

the team of which he is a member. Training is the process of assisting a person for enhancing

his efficient and effectiveness at work by improving and updating his professional

knowledge, by developing skills relevant to his work, and cultivating appropriate behavior

attitude towards work and people. Training could be design either for improving present

capabilities at work or for preparing a person for assuming higher, responsibilities in future

which would call for additional knowledge and superior skills.

Development

Development is used to denote learning experiences of any kind, whereby individuals and

groups acquire enhanced knowledge, skills, values and behaviour. According to Megginson

et at, (1993) ‘Development is a long-term process designed to enhance personal potential and

effectiveness’.

Learning

Learning means a relatively permanent change in behaviour that occurs as a result of practice

and experience (Bass and Vaughan, 1967). It refers to the process of unlearning what has

been wrongly learnt over the years, relearning new things which are relevant for the future

needs and getting oneself committed to the continuous process of learning and development.
Purpose of Training and Development

The objectives of training and development in an organization are as follows;

 Creating a pool of readily available and adequate potentials for replacements of

personnel who may leave or move up in the organization.

 Enhancing the Company’s ability to adopt and use advances in technology through

knowledgeable and competent staff.

 Building a more efficient, effective and highly motivated team, which enhances the

Company’s competitive position and improves employee morale.

 Ensuring adequate human resources for expansion into new programs.

 The previous studies have shown specific benefits that a small business acquire from

training and development of its workforce which are;

 Increased productivity.

 Reduced employee turnover.

 Increased efficiency resulting in financial gains.

 Increased job satisfaction and morals among employees

 Increase employee motivation.

 Increase capacity to adopt new technologies and methods.

 Increase innovation in strategies and products

 Enhance company image.

McLagan (1983), while explaining then scope of HRD, said the integrated use of training

and development, career development and organization development is to improve individual

and organizational performance. Nadler and Nadler (1989) offered a revised version of HRD

as, ‘organized learning experience provided for employees within a specified period of time

to bring about the possibility of performance improvement and/or personal growth’

Training and Development in Banking Sector

Training in Banks is attaining greater significance along with the rapid changes in the areas

of banking operations. After nationalization, the rapid expansion of branches in the rural and

semi-urban area generated the need for a large number of employees at clerical and

supervisory levels, as a result of speedy promotions to the existing staff. With the result, the

need for training both for the existing staff member and newly recruited was earnestly felt.

Consequently the aforesaid developments, the banks apart from setting up their own training

colleges, also set up a common joint training establishment to achieve economies of large

scale operations. Banking industry responded to these challenges by expanding in-house

training facilities and also by establishing an apex level institute, namely, National Institute

of Bank Management (NIBM) in the year 1969, N I B M works closely in association with

the staff training colleges (STCs) and Regional training centre of individual Banks in

devising effective training programs and mass communication strategies in order to reach the

large number of bank employees. The effort is to develop a “Total Training System” using

the most modern educational technology; self learning and well designed correspondence

courses. In addition to this, two colleges were opened in the private sector, in 1972, namely,

“Southern India Bank’s Training College” (S I B S T C] and “ Northern India Bank’s Staff

Training College ( N I B S T C ] , located at Coimbatore and New Delhi, respectively.

Training has taken an increasingly important role in banking organization over the last few

years. Banks are facing an increasingly hostile market with today’s rapidly consolidating

environment, continued economic difficulties, ever increasing levels of regulations, and a

demanding customer base. Training practices allow the banking enterprise to translate

strategies into workable plans, monitor their execution and gain the insights necessary to

actively improve performance in all areas of bank. Training also helps to specifically identify

and support profitable customer relationships, improve and rationalize bench operations,
provide actionable intelligence of financial portfolio performance management insight from

key financial and risk indicators. The following are the major challenges of a bank in the

present scenario;

1. Profitability analyses of banking activities by channel.

2. Economic understanding of most profitable customers, services, and locations

3. Credit risk management for regulatory capital

4. Economic capital framework

5. Balance sheet and profit and loss reporting as well as statutory financial reporting.

The challenges can be achieved by effective training programmes conducted by the banks.

These results into continuous changes such as attitude and expectation of employees,

technology, market conditions, laws relating to banks so training has to be given an important

role in banking Oganizations.

A popular statement says “Banks are people”. It is people who matter for both in the capacity

of customers and employees. The success of banking operations depends on how people

handle people. Since the bank employees have to deal with the most complex groups, Viz.

people, it is inevitable for them to undergo proper training.

Syndicate Bank: A Brief Profile

Syndicate Bank was established in 1925 in Udupi, the abode of Lord Krishna in coastal

Karnataka with a capital of Rs.8000=00 by three visionaries - Sri Upendra Ananth Pai, a

businessman, Sri Vaman Kudva, an engineer and Dr. T M A Pai, a physician - who shared a

strong commitment to social welfare. Their objective was primarily to extend financial

assistance to the local weavers who were crippled by a crisis in the handloom industry

through mobilizing small savings from the community. The bank collected as low as 2 annas

daily at the doorsteps of the depositors through its Agents under its Pigmy Deposit Scheme
started in 1928. This scheme is the Bank's brand equity today and the Bank collects around

Rs. 2 crore per day under the scheme.

The Bank is well equipped to meet the challenges of the 21st century in the areas of

information technology, knowledge and competition. A comprehensive IT plan is being put

in place and the skills and knowledge of the Bank's personnel are being upgraded through a

variety of training programmes to promote customer delight in every sphere of its activity.

The Bank has launched an ambitious technology plan called Centralized Banking Solution

(CBS) whereby 500 of strategic branches the bank with their ATMs are being networked

nationwide over a 4 year period. The Bank is pioneer among Public Sector Banks on

launching CBS. The Syndicate bank has already achieved CBS implementation among all its

branches. Thus, the bank is 100% CBS enabled.

Training and Development at Syndicate Bank, Manipal

The Syndicate Institute of Bank Management (SIBM) is the apex training institution of

Syndicate Bank for honing skill in Banking and Management for bank’s executives and

senior personnel. The Institute was set up in November 1987. SIBM has seven training

centers at Delhi, Bangalore, Mumbai, Kolkata, Chennai, Hyderabad and Ernakulum. While

training centres are also established to cater to the training needs of junior management and

workmen in all areas of banking operations. SIBM imparts training on specialized areas. Like

SIBM, training centres are also well equipped with all modern learning aids like computer

lab, library, multi-media projectors etc. Training activities of the Bank are governed by the

policies and procedures laid down in the Training Manual. Training programmes are

classified into two categories, general programmes and special programmes. Training

programmes are conducted in branches like Risk Management; credit Management, Recovery

Management, Internal Control Management, Human Resource Management, Marketing and

Quality improvement, Foreign Exchange, Information Technology etc. Special programmes

are designed based on the recommendations of the Department of Head Office and Corporate

Office taking into account the Corporate Goals, Policies, requirements, business plans and

strategies, target group etc.

Rationale for the study

The training is an act of increasing the knowledge and skill of an employee for doing a

particular job. Training is a short term educational process and utilizing a systematic and

organized procedure by which employee acquires technical, theoretical, practical knowledge

and skills for a definite purpose.

Syndicate Institute of Bank Management (SIBM), Udupi centre conducts the training

programme to clerical cadre employees by identifying their need of training. This enhance /

upgrade the level of knowledge and skill of the employee to cope up with the day to day

transactions and business affairs effectively. Apart from this, it develops the leadership

qualities to meet the present and future needs of the Bank.

Training and Development has assumed great significance in all organizations. Harmonious

working relationship in the organization, performance appraisal of employees needs adequate

training and their development. An organization where there is adequate training facility

finds fewer accidents. Changing organizational position demands changes in the training and

development programmes in an organization. Therefore it is necessary to assess the impact of

training and development on employee performance. There is no proper study has been

conducted on employee perception towards training and development in Bank in Udupi

Taluk. Therefore, it is an attempt to study and analyze the employee perception towards

training and development in Syndicate Bank in Udupi Taluk.

Objectives of the Study

The main objective of the study is to analyze the employee perception towards training and

development with reference to Syndicate Bank branches in Udupi Taluk. Other objectives are

as follows;

 To understand the socio-economic profile of the clerical staff working in Syndicate

Bank branches in Udupi Taluk.

 To study the type of training and development programmes offered at Syndicate Bank

for the clerical staff

 To analyze the employee perception towards the type of training attended and

improvement in the work performance after attending training

 To study the type of training and development programmes wanted by the

respondents to improve their performance

 To offer some suggestion to the Bank and to the employees to make training and

development programmes more effective.

Scope of the Study

The present study is exploratory in nature, exploring the perception of employees towards

training and development programmes offered at Syndicate Bank, Udupi Taluk. This study is

confined to clerical grade employees working in Syndicate Bank branches of Udupi Taluk.

The clerical staff of Syndicate Bank will be the respondents for the study. The study covers

profile of respondents, training needs, training and development programmes offered to

clerical staff by Syndicate Bank, employee perception towards the training programmes

conducted and tries to offer suggestions to improve upon the training and development

programmes to make their work performance more effective.

Sample and Sample Size

Clerical staff of Syndicate Bank in Udupi Taluk is the sample unit and respondents for the

study. Two hundred employees in clerical cadre of Syndicate Bank will be the sample size for

the study, which will be selected based on simple random sampling technique. The

respondents will be selected giving equal representation to all Syndicate Bank branches of

Udupi Taluk.

Methodology

The primary and secondary data collected from various sources will be analyzed to fulfill the

objectives of the study. The primary data will be collected through a structured questionnaire

administered on the clerical staff of Syndicate Bank branches in Udupi Taluk. Systematic

random sampling technique covering urban and rural branches of Syndicate Bank branches in

Udupi Taluk will be adopted for the study. Informal personal interview and discussion with

the authorities of the Syndicate Bank regarding the issue relating to the training and

development will be used to collect the additional information.

Secondary data will be collected from various published and unpublished sources, journals

and magazines, textbooks and websites.

The data collected will be analyzed using SPSS (Statistical Package for Social Science

Research). Suitable statistical tools will be used to analyze and interpret the data

Expected Contribution from the Study

 Banking is a major sector contributes directly to the development process. Human

Resource is an important segment in the banking industry which must be trained and

developed to meet the banking challenges.

  The present study tries to explore the types of Training programes offered and their

contribution to the employee productivity.

 The study will explore the training needs at the current banking scenario, so that

Indian banking industry well equipped to provide satisfactory service to the

customers.

 Good training and development programmes not only improve the productivity of

employees but also brings employee morale very high towards the organization.

 This study brings about some measures for the co-ordination among the employees

and also between management and employees by identifying the areas of needs for

mutual cooperation and support through training and development.

Chapter Scheme

The project is going to be presented in the following chapters;

Chapter 1: Introduction: This chapter present introduction to the topic. It also covers

research design covering need for the study, objectives, methodology and limitations of the

study.

Chapter 2: Literature Review: This chapter covers review of text books, and scholarly

articles of the journals and magazines.

Chapter 3: Profile of the study Area: This chapter includes brief profile of Syndicate Bank,

Manipal and the programmes of Staff Development College of the Bank.

Chapter 4: Employee Perception towards Training and Development in Syndicate

Bank: This chapter analyzes and interprets the data collected from the respondents.

Chapter 5: Findings, Conclusion and Suggestions: This chapter presents the major

findings, conclusions and suggestions

Limitations of the Study

Major limitations of the present study are noted in the following points;

1. There are many branches of Syndicate Bank spread all over the Udupi District. It is not

possible to take all employees of Syndicate Bank due to paucity of time.

2. The number of employees is in large number in different levels of hierarchy. It is not

possible to take perception of employees of all levels on training and development.

3. The time availability and cost is also assumed to be the main limitation for the study

Bibliography

Goldstein Ford, “Training in Organizations”, 4TH edition, published by Vickie Knight.

Harrison, R. (2000). Employee Development, Chartered Institute of Personnel and

Development, London, 2nd Edition

Kayne Thorne: David Mackey, “Handbook of training”, Crest Publishing House

Leonard Nadler and Zeace Nadler (1989). Developing Human resources, Jossey-Bass

Publishers, San Francisco, London, 3rd edition

L M Prasad, “ Human Resource Management”, Sultan Chand and Sons, Educational

Publishers, New Delhi, 2nd edition 2005

Megginson, D., Joy- Mathews, J. and Banfield, P. (1993). Human Resource Development,

London, Kogan page, p10.

Mirza S Saiyadain, (2001). “Human Resource Management”, Tata Mc Graw- Hill, New

Delhi

R. K. Sahu, (2005). “Training of Development – all you need to know”, Excel Books 2/8,

Ansan Road, New Delhi

Stephen P. Robbins, (2004). “Organizational Behaviour”, Prentice Hall of India Private

Limited, New Delhi, 10th edition

P C Tripati, “Personnel Management and Industrial Relations”, Sultan Chand and sons, 1st

edition

Wendell L. French, “Human Resource Management”, All India Publishers.

Annual Reports of Syndicate Bank: 2011 -2012 and 2012-2013

Websites

www.syndicatebank.com

www.google.com
 ACKNOWLEDGEMENT

The successful completion of this project work was made possible with the help and

guidance received by me in various quarters. I would like to avail this opportunity to

express my heartly thanks and gratitude to all of them.

I would like to express my gratitude to INDIRA GANDHI NATIONAL OPEN

UNIVERSITY for giving me an opportunity to undertake project work as a partial fulfillment

of MBA course.

I owe my sincere gratitude to my project Guide Dr Suresh Poojary, Dean and

Associate Professor, Faculty of Commerce, St. Aloysius College, (Autonomous)

Mangalore for whole hearted support and timely guidance through out this project without

which the report would not have taken such a form.

I take this opportunity to express my profound gratitude to my elder sister

Mrs Sucharitha Suresh for her wonderful encourage throughout the Project work. My

heartful gratitude to Mr I. R. PAI AGM Human Resource Department and

Dr M L Chawal AGM ( Principal SIBM) Syndicate Bank for granting me

permission to undertake the project.

I would like to thank each and every officers member staff of SIBM and staff of Branches

of Syndicate Bank Udupi Taluk for their full co-operation in the completion of the

project.

Finally my special thanks to my Mother – in - Law and my Husband Mr Bhaskar, for

their support .

SUPRITHA BHASKER
 TABLE OF CONTENTS

LIST OF TABLES

LIST OF FIGURES

CHAPTERS

Sl.No. Titles Page No.

1. RESEARCH DESIGN 1 - 12

1.1 Introduction 1

1.2 Conceptual Clarification 1

1.3 Training and Development in Banking Sector 4

1.4 Challenges faced by the Banking Industry 4

1.5 Rationale for Study 8

1.6 Objectives of the Study 9

1.7 Hypotheses 9

1.8 Scope of the Study 10

1.9 Sample & Sample size

` 1.10 Methodology of the Study 10

1.11 Expected Contribution from the Study 11

1.12 Chapter Scheme 12

2. REVIEW OF LITERATURE 13 - 17

3. SYNDICATE BANK, MANIPAL – PROFILE 18 - 43

3.1 Vision and Mission Statement 19

3.2 Memorable Milestones in 85 years Journey 21

3.3 Technology Initiatives 21

3.4 Awards Won by Syndicate Bank from 2001 – 2013 21

3.5 Macro Economic Environment 22

 3.6 Expansion of Branch Network 24

3.7 Financial Inclusion (FI) 24

3.8 The Way Ahead 24

3.9 Human Resource Management at Syndicate Bank, 27

3.10 Training Policy of Syndicate Bank 32

3.11 Training Programmes 34

3.12 Training Needs Analysis 36

3.13 Programme Design and Development procedure 40

3.14 Evaluation Procedure 41

3.15 Skill Assessment Feedback 42

EMPLOYEE PERCEPTION TOWARD TRAINNG AND 42 - 62

4. DEVELOPMENT : ANALYSIS AND INTERPRETATION
OF DATA

4.1 Demographic Profile of Respondents 44

4.2 Perception of Employees Towards Training and Development 54

4.3 Benefits derived by the employees from Training and 56

Development

4.4 Employee satisfaction from Training and Development 58

4.5 Supervisor’s treatment of trained employees 60

4.6 Hypotheses Testing 61

5. FINDINGS, SUGGESTIONS AND CONCLUSION 63 - 67

5.1 Findings 63

5.2 Suggestion 65

5.4 Conclusion 67

5.5 Direction for Further Research 67

BIBLIOGRAPHY 68 - 70

APPENDIX 71 - 74
 LIST OF TABLES

TABLE NO. TABLE TITTLE PAGE NO.

1 Gender wise Distribution of Respondent 44

2 Age wise Distribution of Respondent 45

3 Experience wise Distribution of Respondents 46

4 Qualification wise Distribution of Respondents 47

Distribution of Respondents according to number

5 48
of Training Programme Attended

Distribution of Respondents According to

6 49
Promotions Received

Distribution of Respondents According to

7 50
Monthly Income

Distribution of Respondents According to

8 51
Religion

Distribution of Respondents According to Number

9 52
of Member in the family

Distribution of Respondents According to

10 53
Number of Earning Members

Assessment of perception in various domains of

11 54
Training and Development

Assessment of Benefits from Training and

12 56
Development

Assessment satisfaction towards Training and 58

13 Development

Assessment Supervisor’s Treatment upon

14 60
The Respondent after the Training

Employees Perception towards Training and

15 61
Development

Satisfaction level of Employees on Training and

16 62
Development

Supervisory attitude towards Training and

17 62
Development
 LIST OF FIGURES

TABLE NO. TITLE PAGE NO.

1 Syndicate Bank Organisation Structure 20

2 Products and Services of Syndicate Bank 25

3 Credit Products of Syndicate Bank 26

4 Bank Training Structure 30

5 SIBM Manipal and Training Centres 31

6 Eligibility Criteria for Training 35

7 Gender wise Distribution of Respondent 44

8 Age wise Distribution of Respondent 45

9 Experience wise Distribution of Respondents 46

10 Qualification wise Distribution of Respondents 47

Distribution of Respondents according to Promotions

11 49
Received

Distribution of Respondents according to

12 50
Monthly income

13 Distribution of Respondents according to Religion 51

Distribution of Respondents according to Number of

14 52
Member in the family

Distribution of Respondents according to Number of

15 53
Earning Members

Assessment of perception in various domains of

16 55
Training and Development

17 Assessment of Benefits from Training and Development 57

18 Satisfaction towards Training and Development 59