Meenakshi: - Evaluating the effectiveness of training programs in commercial banks for the advancement & improvement in present scenario of banking sector
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Evaluating the effectiveness of training programs in commercial banks for
the advancement & improvement in present scenario of banking sector
Meenakshi
PhD Research Scholar
Department of Commerce
Shri Venkateshwara University, Gajraula
Abstract
The study of the researcher is about evaluating the effectiveness of training in commercial
banks. It is aimed to bring out those innovative and best human resource practices developed
and found successful that made banks more competitive in the present competitive banking
environment where they want to gain competitive advantage over the rival banks in order to
attract and retain the talents. With the kind of reforms and the resulting changes that are
currently overawing the Indian banks, the urgency to inculcate such competencies among the
workforce is getting intensified in the banking sector. Evaluation of training program would
enable organization find out whether or not the training has achieved its purpose, and
objectives. The study makes an attempt in exploring and analysing different perceptions of
partners of training in the area of Banking. The role of banks is essentially carried out by the
people and therefore it is essential to have a well – trained and motivated staff to manage the
banking operations. All the above-mentioned aspects impressed the researcher to study the
existing Training Methods and their effectiveness in selected public and private sector banks
and come out with recommendations for future.
Key Words: Commercial Banks, Training Programs, Improvement, Effectiveness, Satisfaction, Evaluation, Organization Development, Management Process
1 Introduction
In the present day society, the need for well-developed and qualified human resources is being felt
very profoundly to successfully face cut-throat competition. This is because the modern commercial
and industrial scenario is characterized by mega-sized organizations, global competitions, innovative
and newer wide variety of goods and services and ever changing technology. The quest for knowledge
for enlightenment is universal, so is change fundamental for the progress of a dynamic society. In the
Indian context, to the bankers as partners in the economic development process, every change is a
challenge to be met and knowledge provides the strength to convert these challenges into
opportunities. But to so do, knowledge needs to be transformed into skills and this is a function of
training. Viewed in this context, training becomes an investment in "Knowledge Capital". Evaluation
of training can also be done by measuring the impact of a training program on working of the unit or
department where the trainees come from. The truth is that every training program should have effect
not only on the employees who went for the training but the department or the unit where the trainees
come from. The question of the amount of training needs assessment and the effect of training is
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Meenakshi: - Evaluating the effectiveness of training programs in commercial banks for the advancement & improvement in present scenario of banking sector
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answered through evaluation process. The purpose of training need assessment is to add value to an
organization. Hence, evaluation measures the progress in achieving this goal by purposefully
improving training programs and measuring their worth. Finally evaluation of training program can
also be done by looking at the impact of the training program on the entire organization. The
assumption is that the organization pays for employee training program and the organization should
feel the impact or the effect of the training program. Therefore, training program should be evaluated
starting from the effects of the training on the employees who participated in the training program to
the department or unit they work with and the ultimate effect on the organization. In this scenario, the
researcher has become more curious to make a study of the training practices in commercial banks so
as to understand the real state of affairs. The study is conducted mainly to find out the Effectiveness
of Training in selected public and private sector banks in Ambala city, Haryana.
2 Literature Review
Training is one of the most important strategies for organizations to help employees gain proper
knowledge and skills needed to meet the challenges in an organizational environment (Rosow and
Zager, 1988; and Goldstein and Gilliam, 1990). According to Armstrong (1995) there are a wide
variety of training techniques that can be used. These can be divided into: On-the-job techniques,
which are practiced on a day-to-day basis or as part of a specially tailored training program. These
include job rotation, planned experience and mentoring. Off-the-job techniques, which are used in
formal training course away from the place of work. These include lectures, talks, simulation, case
study, role playing, workshops etc. The author emphasized that while evaluating training, instead of
just studying the reactions of the trainees, the study could be carried out in four different levels viz.,
i.e., reaction, learning, behaviour and results. The author’s guidelines and discussions on each level of
evaluation of training are worth mentioning. Fajana (1997) argues that the important thing in choosing
training methods is to recognize the nature of the training that will take place and facilitate it.
According to him, the biggest problem in training methods lies in the failure to realize the distinction
between learning theory and principles, and "how to" in practice.When the people grow to a point
where they are ready for responsibilities beyond their initial assignment, training and development
becomes imperative. Badhu and Saxena (1999) role of Training in Developing Human Resources is
another work of relevance. In this, the authors concluded that an organization should have well-
defined training policy as well as training manual and training should be made an ongoing process.
However, Goldstein (2001) claims that, of all of the best practices, needs assessment is probably the
most important part of the process. Therefore, training needs assessment is the foundation of the entire
instructional design process. Klink and Streumer (2002) examined the effectiveness of on-the-job
training and some potential factors that explain effectiveness of two samples drawn from two Dutch
companies. The first sample consisted of 36 tele-sales staff who were trained to improve the quality of
the telephone sales call, with the underlying objective of increasing sales. Khandelwal (2005) states
that the challenge before the banks is not only to produce employees with multi-skills and
applications, but also to develop these skills on a continuous basis. Ramu (2006) states that designing
and implementing effective training and development systems is a particular challenge because all the
costs are borne in the present, while all the benefits will be accrued in the future.Nagar (2009)
empirically examines training programs in staff training centers of State Bank of Bikaner and Jaipur
Meenakshi: - Evaluating the effectiveness of training programs in commercial banks for the advancement & improvement in present scenario of banking sector
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(Udaipur) and The Bank of Rajasthan Ltd. (Jaipur). The author highlights that a systematically
designed training program helps in motivating the trainees towards effective learning. Karthikeyan et
al. (2010) empirically examine the training methods and their effectiveness in selected public and
private sector banks, namely, State Bank of India (SBI), Indian Overseas Bank (IOB), Indian Bank,
Industrial Credit and Investment Corporation of India (ICICI) Bank, Housing Development Finance
Corporation (HDFC) Bank, and City Union Bank and conclude that the overall effectiveness of
training is quite high and that training contributes to the growth and better performance of the banks.
3 Organization Training and Development Philosophy
Philosophy is the starting point to wisdom. Any organization that does not have a training philosophy
is bound to fail for it invariably means that it does not have a serious approach for training. It may
also mean that the organization pays lip service to training. If an organization does not have a training
philosophy, it means that the organization does not believe in training. If an organization does not
believe in training, it also means that there is no deliberate effort on the part of the organization to
encourage training.
Strategic Focus in Training: Training activities in an organization should be a continuous process
and not a once and for all activity. It is an on-going process for new, old, transferred and promoted
employees. According to Armstrong (1995) training strategy takes a long- term view of what skills,
knowledge and levels of competence employees of the organization need. Training should be an
integral part of the management process which in turn requires managers to review regularly with
their teams and the individuals reporting to them, performance in relation to agreed objectives.
Relevance of Training: Relevance of training is a very important issue that organizations should look
critically at if they really want to improve the effectiveness of their employees. Any training program
that is not relevant should not be undertaken. Training should be designed to solve problems and to
fill gaps in employee performance. Training should make things happen and bring about changes that
would enhance organization’s effectiveness. It is not proper for an organization to embark on any
training program which is not relevant to it and its people.
4 Objectives of the study
The following are the objectives of the study:
To study about the training and development programmes offered for Commercial Bank
employees
To evaluate the effectiveness of the training and development programmes
To ascertain satisfaction levels of employees on improving the present system
To seek the suggestions from by the employees on improving the present system
To analyse the effectiveness of Training in selected banks in Ambala district, Haryana
To find the association between effectiveness of training and growth and result of banks
5 Research Methodology
The study encompassed primary data collection from three categories of respondent’s viz. Trainees,
Trainers (faculty) and Training Administrators. The trainees comprise of officers and Managers at the
branch level. For the present study only officer cadre was selected, who incidentally key decision are
Meenakshi: - Evaluating the effectiveness of training programs in commercial banks for the advancement & improvement in present scenario of banking sector
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making strata at the operational/field level of the banks. The data was collected by the questionnaire
method. A well-structured questionnaire was used to collect the primary data. For designing an
effective questionnaire for the study, it was felt necessary to test the validity of the questionnaire. This
was done by a pilot study consisting of visits to different branches of the selected six banks for this
study developing a draft questionnaire and getting opinion of the bank employees on the draft
questionnaire. The questionnaire also included few questions about the demographic variables such as
age, qualifications and designation These were used as independent variables to assess the impact of
them on the emerged factors of the study. The questionnaire was finalized based on the comments and
suggestions of the bank employees and also the enhanced exposure of the researcher based on the
field visits to various banks. Secondary data for the study were collected from reputed journals,
magazines, websites and bank records. Total sample size for this study is 512 respondents. It consists
of 454 respondents of clerical cadre and 58 respondents of managerial cadre in banks. The study of
the researcher is about evaluating the effectiveness of training in commercial banks. The study makes
an attempt in exploring and analysing different perceptions of partners of training in the area of
Banking. It is a compact, inclusive, deep and intensive study of the commercial banks functioning in
AMBALA city The area and the period covered by the study are extensive The method adopted by the
researcher for this study is "Survey Method". The research design followed is descriptive design
under which survey method has been adopted. The primary and secondary data collected from
different sources have been tabulated and interpreted meaningfully. The information has been
represented using bar charts, pie diagrams, graphical method etc. The researcher has used both
primary and secondary data to achieve the research objectives
Primary data includes data collected through questionnaire filled by the bank employees.
The secondary data are collected from published papers, journals, books. Articles, reports of
the committee on staff training and manpower development in banks to Indian Bank's
Association and RBI Bulletin.
Random sampling of employees from different banks like HDFC, ICICI, Vijaya bank, Bank
of Baroda, Dena Bank.
6 Analyses and Interpretation
A total of 427 respondents participated in the survey. They belong to different banks (from both
public as well as private sector), different age groups, and different levels of seniority and expertise
and from both sexes. A detailed distribution of the respondents on the basis of the demographic
parameters such as age, gender and designation is presented below.\
6.1 Age
The distribution of the respondents on the basis of Age has been analysed. It is found that the
respondents were distributed more or less evenly between the different age groups. However, the bank
wise analysis shows a huge difference in the age category of public as well as private sector banks.
Table1: Distribution of Bank staff on the basis of Age
Meenakshi: - Evaluating the effectiveness of training programs in commercial banks for the advancement & improvement in present scenario of banking sector
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Category Public Sector Banks Private Sector Banks Total
No % No % No %
20-30 12 4.12 67 49.26 79 18.5
30-40 71 24.4 17 12.5 88 20.61
40-50 125 42.96 16 11.76 141 33.02
50-60 83 28.52 36 26.47 119 27.87
Total 291 100 136 100 427 100
6.2 Designation The distribution of bank staff on the basis of designation has been analysed. As the
designations in public and private sector banks differ; some grouping has been done to make it
uniform. The designations, Assistant Manager and Deputy Manager, have been grouped under the
head ‘Officer’. Similarly Assistant Vice President has been grouped under the head ‘Assistant General
Manager’.
Table 2: Distribution of Bank staff on the basis of Designation
As given in the table, 16 staff (5.5 percent) in the public sector banks is Clerks. In private sector banks
the corresponding figure is 19 (14 per cent). It needs to be further stated that the New Generation
Private sector banks do not have the designation ‘Clerk’. All the clerks in the private sector bank
category belong to the Old Generation Bank taken for the study. Majority of the staff taken for the
Category
Public Sector Banks Private Sector Banks Total
No % No % No %
Clerk 16 5.5 19 13.97 35 8.2
Officer 164 56.36 62 45.59 226 52.93
Manager 59 20.27 41 30.15 100 23.42
Sr. Manager 34 11.68 5 3.68 39 9.13
Chief Manager 16 5.5 7 5.12 23 5.39
Asst. General
Manager
2 0.69 2 1.47 4 0.94
Total 291 100 136 100 427 100
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studies were from officer grade. 226 out of 427 staff (53 per 120 cent) was officers. The respective
figures in public and private sector banks are 56 per cent and 46 per cent. Other classifications are as
under. 100 staff belongs to the manager level (23 per cent) 39 (9.13 per cent) staff belong to the Sr.
Manager level, 23 staff (5.39 per cent) belongs to Chief Manager Level and four staff (0.94 per cent)
to the Asst. General Manager level.
6.3 Opinion of the Employees and Level of Satisfaction For the purpose of analysis, the collected data has been quantified. The responses of the participants
i.e. strongly Agree, Agree, Moderately Agree, Disagree, Strongly Disagree has been given the
numerical values 5,4,3,2, and 1 respectively. The data collected from four questionnaires have been
grouped under the various variables. Further the data has been analysed using various statistical tools
like tabulation, simple percentage, mean, rank analysis, student’s t-test and Z test, MS Excel has been
used as the statistical package for data analysis. Training context is defined as those situational factors
which affect the training effectiveness? It includes factors before the starting of the programme
[preparation, learning motivation, expectations], during the programme [areas of satisfaction/
dissatisfaction, training facilities, other facilities] and after the programme [cost, organisational
support, organisational support hindering or facilitating use of training]. This study exhibits the
opinion level of trainees.
Table3: Respondents opinion regarding Satisfaction of Training Context
Factors
Ca
teg
ory
Res
po
nd
en
ts
Public Sector Banks Total Public Sector Banks Total Overall
Total
HS S N DS HDS HS S N DS HDS
Pre
-
Tra
inin
g
Fa
cto
r
Training Policy
Gen
era
l S
taff
11 29 22 10 2 74 13 17 5 1 1 37 111
Tra
iner
s
8 8 0 0 0 16 0 2 0 0 0 2 18
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Training Need
Analysis
Tra
iner
s
4 5 4 0 16 2 0 0 0 0 2 18
Gen
era
l
Sta
ff
9 25 23 16 1 74 11 17 7 2 0 37 111
Staff Participation
in Determining
Their Training
Tra
iner
s
1 5 5 4 1 16 0 2 0 0 0 2 18
Gen
era
l
Sta
ff
9 23 23 16 3 74 11 19 6 1 0 37 111
Emphasis devolping
manegerial
competencies
Gen
era
l
Sta
ff
15 32 19 8 0 74 9 6 16 12 0 37 111
Emphasis devolping
human relations
competencies
Gen
era
l
Sta
ff
16 29 19 10 0 74 11 16 9 1 0 37 111
Briefing and
Debreifing
Gen
era
l
Sta
ff
9 33 11 20 1 74 11 10 13 3 0 37 111
Lea
rnin
g
Mo
tiv
ati
on
Enthusiasm to
attend Training
Tra
iner
s
54 50 9 0 0 113 28 17 1 0 0 43 156
Training Need
Analysis
Gen
era
l
Sta
ff
10 33 23 8 0 74 9 15 10 3 0 37 111
Meenakshi: - Evaluating the effectiveness of training programs in commercial banks for the advancement & improvement in present scenario of banking sector
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Ex
pec
tati
on
s
Right
understanding ou
the training to be
Tra
iner
s
23 65 19 5 1 113 9 24 7 3 0 43 156
Gen
era
l
Sta
ff
10 35 23 6 0 74 10 14 12 1 0 37 111
Tra
inin
g
Ma
na
gem
ent
Training Facilities
Tra
iner
s
47 53 13 0 0 113 22 18 2 1 0 43 156
Tra
iner
s
12 2 2 0 0 16 1 1 0 0 0 2 18
Oth
er
Fa
cili
ties
Supportive
Facilities
Tra
iner
s
26 62 23 2 0 113 11 25 6 1 0 43 156
Tra
iner
s
9 6 1 0 0 16 0 2 0 0 0 2 18
Po
st
Tra
inin
g
Fa
cto
rs
Meenakshi: - Evaluating the effectiveness of training programs in commercial banks for the advancement & improvement in present scenario of banking sector
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Cost-
Benefit/Economic
Viability
Ex
-Tra
iner
s
21 40 9 5 0 75 22 14 4 0 0 40
115
Org
an
iza
t
ion
al
Su
pp
ort
Training Followup
Gen
era
l
Sta
ff
9 28 19 16 2 74 13 9 12 2 1 37 111
Evaluating
Training
Performance
Ex
-
Tra
iner
s
13 29 17 13 3 75 16 15 7 2 0 40 115
Org
an
iza
t
ion
al
Fa
cto
rs
hin
der
ing
of
faci
liti
es
use
of
tra
inin
g
Line manager’s
support in training
utilization
Gen
era
l S
taff
8 22 25 17 2 74 14 8 12 3 0 37 111
Ex
-
Tra
iner
s
8 31 20 14 2 75 13 18 7 2 0 40 115
Provisional of
reflection time in
training utilization
Gen
era
l S
taff
3 16 24 27 4 74 15 11 9 2 0 37 111
Ex
-
Tra
iner
s
8 31 20 14 2 75 13 18 7 2 0 40 115
Meenakshi: - Evaluating the effectiveness of training programs in commercial banks for the advancement & improvement in present scenario of banking sector
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Table shows that opinion of the employee’s category in their satisfaction of the training contest
analysed. Analysis of the data revealed that private sector bank staffs are more satisfied than public
sector bank staff. Age wise analysis revealed that among public sector banks, 30 - 40 age groups
has the highest level of satisfaction. The lowest satisfaction is among the 20 -30 age group. Among
the private sector banks too the highest satisfaction is among the 30 - 40 age groups. However, here
the lowest satisfaction is among the 40 -50 age group. In the gender wise analysis it was found that in
public sector banks, male staff has more satisfaction than female. Among the private sector banks,
both male and female staff has the same level of satisfaction. Among the various designations of the
staff Officers have the highest satisfaction among the public sector banks. The lowest satisfaction has
been found among the Assistant General Managers. However, among the private sector banks, it is
the Managers who showed the highest satisfaction and the lowest satisfaction is among the Sr.
Managers.
6.4 Rank Analysis of Variables in Training Context
All the variables in Training Context has been consolidated and analysed on the basis of their rank
and mean score. From Table 4, it was found that among the public sector banks, Training Facilities
received the highest rank with a mean score of 4.34. It has to be kept in mind in this regard that; in
general, public sector banks have invested heavily on infrastructure. And that the staff is highly
satisfied with the facilities provided.
Table 4: Rank Analysis of Training Context Variables
Variables Public Sector Banks
Private Sector
Banks
Mean Rank Mean Rank
Preparation 3.5 6 3.99 6
Learning Motivation 4.07 2 4.21 3
Expectations 3.81 5 3.90 8
Training Facilities 4.34 1 4.42 2
Other Facilities 4.05 3 4.07 4
Cost 4.03 4 4.46 1
Organizational Support 3.4 7 3.99 6
Organizational Factors hindering or
facilitating use of Training
3.28 8 4.03 5
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It was found that among the public sector banks, Training Facilities received the highest rank with a
mean score of 4.34. It has to be kept in mind in this regard that; in general, public sector banks have
invested heavily on infrastructure. And that the staff is highly satisfied with the facilities provided.
The second rank is for Learning Motivation (mean score 4.07) and the third Other Facilities (4.05).
The lowest rank is for the Organisational factors hindering or facilitating use of training having a
mean score of 3.28, followed by Organisational Support (3.4). It clearly indicates that the structural
barriers in the public sector banks are adversely affecting the training effectiveness. Among the
private sector banks the variable, Cost has got the first rank with a mean score of 4.46 indicating that
the cost benefit ratio is very good in their training programmes. This is closely followed by Training
Facilities (mean score 4.42). Z Test Analysis: Z Test analysis was undertaken to assess whether there
is significant difference regarding the reactions of the bank staff to the training context as measured
by their average score on the evaluation form with the seventy five percent marks, at five per cent
level of significance with a table value of 1.96. The calculated Z value is 1.14 which is less than the
table value and thus it is concluded that there is no significant difference.
7 Recommendations
After employees have been selected for various positions in an organizations training them for the
specific tasks in which they have been assigned assumes great importance. It is true in many
organizations that before an employee is fitted into a harmonious working relationship with other
employees, he is given adequate training. Training is the act of increasing the knowledge and skills of
an employee for performing a particular job. The major outcome of training is learning. A trainee
learns new habits, refined skills and useful knowledge during the training that helps him improve
performance. Training enables an employee to do his present job more efficiently and prepare himself
for a higher level job. Training for employees helps them:
To get an insight of the job by the new employees and also to understand work culture
followed in the organization;
To acquire knowledge in order to adopt any change in technology or any change affecting the
working of organization;
To get promotion as again change in nature of the work but increase in payment will increase
responsibility and challenges involved;
To deal with the expansion and diversification where companies initiates other areas of
business to gain their greater understanding;
To update employee’s knowledge and skill suitable training must be provided at regular
intervals i.e. In a year or as per the requirement to keep the employees updated;
All the banks whether private or public should share their training and learning techniques as
a separate body it should provide standardized and uniform training so that young people will
not get tangled up in ``different bank different training’’ strategy;
To acquire specific knowledge, skills and attitudes useful for performance and personality
growth;
To achieve better results, gain improved job satisfaction, prestige and recognition.
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8 Conclusion
In order to satisfy consumers from all walks of life banks need to have efficient manpower which can
be possible by offering them quality training , training programme should keep pace with changing
times it must be unconventional. Training changes mental and social outlook of employees.
Customers and their needs can be identified and they are satisfied accordingly. A training programme
is an effort by the employer to provide opportunities for the employees to acquire job related skills,
attitudes and knowledge. In order to meet the ever-growing needs of business and household banking
has to become dynamic and updated in modern scenario and also to take up this industry to the
heights of international excellence require best combination of new technology and skilful and
talented manpower. Therefore most of the commercial banks either private or public adopt training
and development programmes at the time of induction, promotion and other situation.
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