comparative analysis of RECRUITMENT of public and p.doc

8/9/2019 comparative analysis of RECRUITMENT of public and p.doc

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A

RESEARCH PROJECT REPORT

ON

“COMPARATIVE ANALYSIS OF RECRUITMENT

PROCESS IN PUBLIC BANKING SECTOR &

PRIVATE BANKING SECTOR”

Submitte !"# t$e %#ti' !u'!i''me(t

O!

M)te# "! Bu)i(e)) Ami(i)t#ti"(

A!!i'ite t"

UTTAR PRA*ESH TECHNICAL UNIVERSITY LUCKNO+

,Se))i"(- ./01-./023

RY BH TT COLLEGE OF M N GEMENT ND

TECHNOLOGY D UL , B GHP T

Submitted to : Internal Supervision of :

U.P.T.U., Lucknow Mr. Sanjeev Singh(H.O.D, MBA Deptt.

ASHISH KUMAR MBA-IVt$ SEM

ROLL NO4015/26//05

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DECLARATION

I am A)$i)$ Kum# hereby declare that the project titled “COMPARATIVE

ANALYSIS OF RECRUITMENT PROCESS IN PUBLIC BANKING SECTOR &

PRIVATE SECTOR BANK” is my own work and efforts which is completed under

the supervision of M)4 G#im S$#m ,F7u't8 O! M(9eme(t3: ACMT: Mee#ut4

The Research report has been submitted to UPTU, ucknow for the purpose of the

compliance of any re!uirement of any e"amination or any de#ree earlier$

ASAHISH KUMAR

M4B4A4 IV Sem

R"'' N"4 - 015/26//05

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ACKNO+LE*GEMENT

It is my pleasant duty to offer my service acknowled#ement to those honorable

personalities of the department who have been a constant source of help and

encoura#ement in carryin# out this research$

&irst of all I wish to e"press my indebtness to M)4 G#im S$#m ,F7u't8 O!

M(9eme(t3: GBIT: Mee#ut4

for his valuable su##estions and #uidance throu#hout the Research$

I would like to mention few names, which helped me a lot with their valuable su##estion

and information to complete the research$

At last I feel e"tremely #rateful to all those persons who helped me directly or indirectly

in doin# the survey, #eneratin# demand and preparin# the report$

ASAHISH KUMAR

M4B4A4 IV Sem

R"'' N"4 - 015/26//05

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PREFACE

The purpose of my research report was to learn the practical application of Recruitment

Process and its importance in Public (ector alon# with the )R policies of Public (ector which prides itself to be the market leader$

*hile carryin# out the study I have #ained a #ood amount of knowled#e and insi#hts of

how )R department works but I have touched the tip of iceber#$ There was more to learn

but due to constraint of time it was not possible$ The )R+ mana#er has to work with the

missionary spirit$ Unlike many roles in an or#aniation where tan#ible short- term

benefits can be obtained, it is difficult for )R+ functionary to demonstrate any tan#ible

short- term accomplishment$ .et )R+ mana#ers are tempted to show to the top

mana#ement, line mana#er and themselves that they are makin# thin#s happen throu#h

trainin# pro#ram, recruitment/ selection$

In Public (ector a meticulously natural team stands at the very heart of the #roup$ 0,

Personnel evince perfect camaraderie$ A steadfast dedication to !ualify an attainment of

ma"imum team potential is the touchstones of the 2ank$

The 2ank is en#a#ed in constant learnin# process throu#h intensive selection and trainin#

pro#ram$ Indeed, the aspiration is to shape a winnin# team of self motivated, empowered,

professionals with knowled#e and confidence to take independent decision$ Public (ector

reco#nies each employee3s individuality, ability and efforts and also applauds for their

contribution to the success of the #roup$

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CONTENTS

TOPIC

1$ 4"ecutive summary 5-6

%$ Introduction 7-8'

'$ 9bjective of the study 80-80

0$ Research methodolo#y 88-87

8$ +ata analysis 8:-61

5$ &indin#s 6%-60

6$ ;onclusions 68-67

7$ imitations 6:-7

:$ Recommandations and (u##estions 71-76

1$ 2iblio#raphy 77-7:

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E;ECUTIVE SUMMARY

The recruitment procedure of the 2ank determines the level of achievin# or#aniational

#oals in the lon# run$ As per definition it is stated that which is all about selectin# ri#ht

person for the ri#ht job at the ri#ht time at the best possible position$ Althou#h it sounds

!uite simple but it is also not an easier job to evaluate a person with his ability and skills

that may satisfy the core competency for the job so that his de#ree of willin#ness to

pursue a job becomes positive$ &rom job seeker3s prospective it is the core competencies,

which matter much for a job$ (o it is the effective recruitment procedure, which

determines not only the ri#ht candidature for a job but also a lon#-term accomplishment

of or#aniational #oals$

I have choosen Public (ector for studyin# their methods of recruitment function$ In the

course of study I came to know that, it has the probability of achievin# more than 8= of

the people to be placed for the ri#ht job, which reflects some of the uni!ue ways for

recruitin# the candidates to fill up various vacancies$

The aim of the 2ank is to achieve overall or#aniational #oal not only by way of fulfillin# the tar#eted top-line but also employee satisfaction towards various position of

job to the ma"imum level$ This I will see as I proceed subse!uently in my Research$

2asically recruitin# is the discoverin# of potential candidates for actual or anticipated

or#aniational vacancies$ It also can be said in another way that brin#in# to#ether those

with jobs to fill and those seekin# jobs$

It is important to study Recruitment because throu#h it I can identify our human resource

needs$ I can know what kind of people must be select to fill up the specified vacancies$

The ideal recruitment effort will attract a lar#e number of !ualified applicants who will

take the job if it is offered$ It should also provide information so that un!ualified

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applicants can self select themselves out of job candidacy, that is, a #ood recruitin#

pro#ram should attract the !ualified and not attract the un!ualified$

Recruitin# people is done by various ways, for the study first I have to know the

recruitin# sources$ There are internal and e"ternal sources as well as employee

referrals>recommendation$

In this Research I am studyin# recruitment process of Public (ector$ To find out actual

recruitment process of 2ank is my main objective of study$

Throu#h this kind of surveys I will be able to achieve real recruitment pro#ram of the

2ank where for all kinds of operational level technical !ualification is needed$ I also have

the picture of (election cost of the 2ank$ It is very interestin# to study recruitment

process as it will #ive me clearer picture of the process$

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INTRO*UCTION

The recruitment procedure of the 2ank determines the level of achievin# or#aniational

#oals in the lon# run$ As per definition it is stated that which is all about selectin# ri#ht

person for the ri#ht job at the ri#ht time at the best possible position$ Althou#h it sounds

!uite simple but it is also not an easier job to evaluate a person with his ability and skills

that may satisfy the core competency for the job so that his de#ree of willin#ness to

pursue a job becomes positive$ &rom job seeker3s prospective it is the core competencies

which matter much for a job$ (o it is the effective recruitment procedure which

determines not only the ri#ht candidature for a job but also a lon#-term accomplishment

of or#aniational #oals$

In my research as I #o further I come to know the different techni!ues adopted by

the software 2ank towards this effect$ I have chosen 24), for studyin# their methods of

recruitment function$ In the course of my study I came to know that, it has the

probability of achievin# more than 8= of the people to be placed for the ri#ht job,

which reflects some of the uni!ue ways for recruitin# the candidates to fill up various

vacancies$

The Public (ector of the 2ank is to achieve overall or#anisational #oal not only by way

of fulfillin# the tar#eted top-line but also employee satisfaction towards various position

of job to the ma"imum level$ This I will see as I proceed subse!uently in my Research$

RELEVANCE OF RECRUITMENT PROCE*URES IN HR

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Recruitment procedure is a vital factor of an or#aniation$ If it is not done properly the

production procedure will be hampered$ )ence productivity will fall down$ (o the

or#aniation will be in trouble and it will affect the employer- employee relationship$ (o

recruitment procedure should be done in proper and correct manner$ The new candidates

should replace the vacant post so that the production of the 2ank does not hamper$ 2y

this the productivity will increase and the or#aniation will profit$ (o the employer will

be happy and will not hesitate to distribute bonus and increments to the workers$ The

workers will also be more motivated to work$ )ence there will be harmonious

relationship in the or#aniation$ It will also stabilie the or#aniation in the lon# run$

+HY I CHOSE RECRUITMENT FOR MY STU*Y -Ju)ti!i7ti"(

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2asically recruitin# is the discoverin# of potential candidates for actual or anticipated

or#aniational vacancies$ It also can be in another way that brin#in# to#ether those with

jobs to fill and those seekin# jobs$

It is important to study Recruitment because throu#h it I can identify our human resource

needs$ I can know what kind of people must be select to fill up the specified vacancies$

The ideal recruitment effort will attract a lar#e number of !ualified applicants who will

take the job if it is offered$ It should also provide information so that un!ualified

applicants can self select themselves out of job candidacy, that is, a #ood recruitin#

pro#ram should attract the !ualified and not attract the un!ualified$

Recruitin# people is done by various ways, for the study first I have to know the

recruitin# sources$ There are internal and e"ternal sources as well as employee

referrals>recommendation$

In this Research I am studyin# recruitment process of PU2I; (4;T9R, )aridwar$ To

find out actual recruitment process of 2ank is my Public (ector objective of study$

Throu#h this kind of surveys I will be able to achieve real recruitment pro#ram of the

2ank where for all kinds of operational level technical !ualification is needed$ I also have

the picture of (election cost of the 2ank$ It is very interestin# to study recruitment

process as it will #ive me more clearer picture of the process$

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THEORETICAL OVERVIE+

Re7#uitme(t is the discoverin# of potential applicants for actual or anticipated

or#anisational vacancies$ mana#ers in determinin# recruitin# sources such as ima#e of the or#anisation, internal policies, attractiveness of the job, union re!uirements,

#overnment re!uirements and recruitin# bud#ets$

P"%u'# )"u#7e) "! #e7#uiti(9 em%'"8ee) include i(te#(' )e#7$:


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effective for ac!uirin# hard bio#raphical data, while the wei#hted application can provide

information for predictin# job success$

T#iti"(' te)t) that assess intelli#ence, abilities and personality trainin# can predict job

proficiency but suffer from bein# non-job related$ 9n the other hand, i(te#)

consistently achieve low marks for reliability and validity$ B7?9#"u( i(


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INTRO*UCTION

BANKING SECTOR

&inancial sector reforms were initiated as part of overall economic reforms in the country

and wide ran#in# reforms coverin# industry, trade, ta"ation, e"ternal sector, bankin# and

financial markets have been carried out since mid 1::1$ A decade of economic and

financial sector reforms has stren#thened the fundamentals of the Indian economy and

transformed the operatin# environment for banks and financial institutions in the country$

The most si#nificant achievement of the financial sector reforms has been the marked

improvement in the financial health of commercial banks in terms of capital ade!uacy,

profitability and asset !uality as also #reater attention to risk mana#ement$ &urther,

dere#ulation has opened up new opportunities for banks to increase revenues by

diversifyin# into investment bankin#, insurance, credit cards, depository services,

mort#a#e financin#, securitiation, etc$ At the same time, liberaliation has brou#ht #reater

competition amon# banks, both domestic and forei#n, as well as competition from mutual

funds, @2&;s, post office, etc$

BANKING IN IN*IA- ori#inated in the first decade of 17th century with The

eneral 2ank of India comin# into e"istence in 1675$ This was followed by 2ank of

)industan$ 2oth these banks are now defunct$ The oldest bank in e"istence in India is the

(tate 2ank of India bein# established as T$e B(? "! Be(9' in ;alcutta in Bune 175$

A couple of decades later, forei#n banks like ;redit yonnais started their ;alcutta

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http://en.wikipedia.org/wiki/18th_centuryhttp://en.wikipedia.org/wiki/1786http://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/1806http://en.wikipedia.org/wiki/1806http://en.wikipedia.org/wiki/Credit_Lyonnaishttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/1786http://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/1806http://en.wikipedia.org/wiki/Credit_Lyonnaishttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/18th_century


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STRUCTURE OF BANKING SYSTEM

+ifferent countries of the world have different types of bankin#

systems$ )owever, commercial bankin# had #rown under all these bankin# systems$To

understand the structure of bankin# system, let us take up various types of

bankin# systems one by one$ These types are?

E1FU@IT 2A@HI@ ? Unit 2ankin# or i# ina ted in the Uni ted (ta te of

Amer ica $ I t #rew in the Uni ted (ta tes of Amer ica $ As a counter par t of

independent or industr ial units $

An independent unit bank is a corporation that operates one office and that is not related

to other banks throu#h either ownership or control$

(haper, (olomon and *hite$ Thus under unit bankin#, a sin#le bank is a complete

or#aniation in itself havin# its own mana#ement$ The scale of operation is

small and the area isrestricted to a locality only$ Unit bankin# is localied

bankin# and is muchmore responsive to the needs of the loca li ty$ It has be tter

understandin# of the local problems and conditions, which helps it to cater to the needs

of thearea in a better way$ The staff of the unit bank is #enerally local and is in

a better position to determine the standin# or desirability of the

cus tomers $The fai lure of the un i t bank w i l l not end an#er th e bank in#

sys tem and economy$ I t i s f r ee f rom the d i f f i cu l t i es and d i seconomies

of la r#e sca le operations$ It will not drain out the financial resources of villa#es and

smalltowns to bi# industrial centers and will ensure a balanced #rowth$

E%F 2RA@;) 2A@HI@?

4 c o n o m i c a n d C a n a # e r i a l p r o b l e m s f a c e d b y t h e u n i t b a n k s l e tt o t h e emer#ence of bankin# system$ @ow, This the most popular and

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important bankin# system$ In branch bankin#, a bank has a lar#e network of

branches c a t t e r e d a l l o v e r t h e c o u n t r y $ 2 r a n c h b a n k i n # d e v e l o p e d

i n 4n # l an d $ (ubs e!uen t ly mos t o f t he count r i es o f t he wor l d adop t ed

the sys tem$ In terms of branches, the (tate 2ank of India has emer#ed as one of the

lar#est banks in the world$As under the system the resources of a number of branches #et

pooled under the same mana#ement, any individua l branch is in a be tter

posi tion to face e"cess ive wi thdrawa ls by the cus tomers $ I t f ac i l i ta t e s

diversification of activities because the area covered by the branches is #enerally

widespread$ Und er the syste m b ranc hes can ope rate with out kee pin#

lar#e id le cash reserves$ It becomes possible for the bank to hire the services of

competent a n d p r o f e s s i o n a l l y ! u a l i f i e d m a n a # e r s , c a p a b l e o f

u n d e r s t a n d i n # t h e handlin# technical problems and comple" situations$ The cost of

remittin# or transferrin# funds from one place to another works out to be less$

The s taff s tays at a branc h only for a l i mi ted p er iod, so the c hances of

9bj ec t ive decision makin# in the branch bankin# are hi#h$ 2ranch 2ankin# tends to

brin# homo#eneity in the prevailin# Interest Ratesas i t i nc reases the mobi l i ty of

reso urc es from one pla ce to a noth er$ I t is easier for the ;entral 2ank to

e"ercise ;ontrol $ I t wil l communicate only w i th a fe w Re # i s t er e d >) e a d

9f f i ce s o f t h e 2a nk s an d no t w i t h ea ch individual branch $ In th is

system there more safety and li!uidity of funds$ The choice of securities and

investments is lar#er$ 2ranch bankin# makes com ple te ba nk in# ser vic es

avai l able to the smal les t communi t i es $ The

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branches in small localities can be initially operated at loss in e"pectation of future

#ains$The comparative study of unit bankin# and branch bankin# is a case of small scale

bankin# versus lar#e scale bankin#$ It is evident that the scale is clearly tit led towards

branch bank in#$ *ith the #rowth of lar#e scale business it is no wonder that the

trend is almost every country towards the branch bankin# i$e$ bi# banks with a

network of branches all over the country$ 4ven in the U$($A$ The birthplace of

unit bankin#$ The 2ank of America has now more than 8 branches in the state of

;alifornia itself$

E'F ;)AI@ 2A@HI@ ?

(haper, (olomon and *hite have defined ;hain 2ankin# as

An arran#ements by which two or more banks Jeach of which retains

Its identity, capital and personnel Jare brou#ht under common control by any device

other

than a )oldin# ;ompany$K

Under the system there is poolin# of resources$ ;hain bankin#

9vercomes cer tain l imi tat io ns of uni t bankin# $ 2ut the s ys tem suf fers

from certain limitations of its own$ There may be a lack of co-ordination, proper

controletc$ The system is infle"ible$

E0F R9UP 2A@HI@ ?

I t i s s i m i l a r t o ; h a i n 2 a n k i n # , t h e d i f f e r e n c e b e i n # t h a t u n d e r

r o u p 2 a n k i n # t w o o r m o r e b a n k s a r e b r o u # h t u n d e r t h ec o n t r o l

o f t h e s a m e mana#ement throu#h a )oldin# ;ompany$ 2oth the systems aim at

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#ainin#the advanta#es of lar#e scale operations$ The banks are able to pool

their resources in case of emer#ency or when lar#e amount of cash is re!uired tom e e t

t h e l o a n r e ! u i r e m e n t s o f t h e c u s t o m e r $ T h e

a d v a n t a # e s a n d disadvanta#es of both the systems are similar$

2oth the systems developed in t h e

U n i t e d ( t a t e o f A m e r i c a a s a r e s u l t o f a t t e m p t s t o

o v e r c o m e t h e difficulties or limitations of unit bankin#$

PRIVATIATION OF IN*IAN BANKING

&or the public sector banks, the era of bumper profit is over$ &or much of the last decade

the process of collaborated financial liberaliation had cleared up the 2ank3s balance

sheet enablin# them to with stand increased competition, #lobal financin#, turmoil and

even unprotected industrial slow down$ 2ut the cycle of liberali ation has run its

full

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course$ @ow i t i s the time for the bi# structural leap, rationaliation, mer#ers, and

privatiation$ Unless the banks undertake these fundamental chan#es, their profit will

stay

under pressure$ Th er e a r e t wp a r e as o f co mp e t i t i o ns w hi ch ba nk i n #

industry is facin# internationally and nationally$ In the pre-liberaliation

era, Indian banks c o u l d # r o w i n a c l o s e d e c o n o m y b u t t h e b a n k i n #

s e c t o r o p e n e d u p f o r private competition$ It is possible that private banks could

become dominant p l a y e r s e v e n w i t h i n I n d i a $ I t h a s b e e n r e c o r d e d a

r a p i d r i s e o f t h e n e w private sector banks and it has tracked the transformation

of the public sector banks as they #rapple with the chan#es of financial dere#ulation$Use

of ATC cards, Internet 2ankin#, Phone 2ankin#, Cobile 2ankin# arethe new

innovative channels of bankin# which are bein# widely used as they resul t in savin#

both t ime and money which are two essen t ia l th in#s tha t every one is

short

of and is runnin# to catch hold of them$ Coreover private s e c t o r b a n k s a r e

a l i # n i n # i t s i n f r a s t r u c t u r e s , m a r k e t i n # ! u a l i t y

and t echnolo#y to bui ld deep commi tment in bui ld in# consumer and

retai l bankin#$ The main focus of these banks is on innovative ran#e of services

or products$

HISTORY OF BANKING IN IN*IA*ithout a sound and effective bankin# system in India it cannot have a healthy economy$

The bankin# system of India should not only be hassle free but it should be able to meet

new challen#es posed by the technolo#y and any other e"ternal and internal factors$

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2anks$ These three banks were amal#amated in 1:% and Imperial 2ank of India was

established which started as private shareholders banks, mostly 4uropeans shareholders$

In 1758 Allahabad 2ank was established and first time e"clusively by Indians, Punjab

@ational 2ank td$ was set up in 17:0 with head!uarters at ahore$ 2etween 1:5 and

1:1', 2ank of India, ;entral 2ank of India, 2ank of 2aroda, ;anara 2ank, Indian 2ank,

and 2ank of Cysore were set up$ Reserve 2ank of India came in 1:'8$

+urin# the first phase the #rowth was very slow and banks also e"perienced periodic

failures between 1:1' and 1:07$ To streamline the functionin# and activities of

commercial banks, the overnment of India came up with The 2ankin# ;ompanies Act,

1:0: which was later chan#ed to 2ankin# Re#ulation Act 1:0: as per amendin# Act of

1:58$ Reserve 2ank of India was vested with e"tensive powers for the supervision of

bankin# in India as the ;entral 2ankin# Authority$

P$)e-II

overnment took major steps in this Indian 2ankin# (ector Reform after independence$

In 1:88, it nationalised Imperial 2ank of India with e"tensive bankin# facilities on a lar#e

scale specially in rural and semi-urban areas$ It formed (tate 2ank of India to act as the

principal a#ent of R2I and to handle bankin# transactions of the Union and (tate

overnments all over the country$

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(even banks formin# subsidiary of (tate 2ank of India was nationalised in 1:5 on 1:th

Buly, 1:5:, major process of nationalisation was carried out$ 10 major commercial banks

in the country was nationalised$

(econd phase of nationalisation Indian 2ankin# (ector Reform was carried out in 1:7

with seven more banks$ The followin# are the steps taken by the overnment of India to

Re#ulate 2ankin# Institutions in the ;ountry?

1$ 1:0: ? 4nactment of 2ankin# Re#ulation Act$

%$ 1:88 ? @ationalisation of (tate 2ank of India$

'$ 1:8: ? @ationalisation of (2I subsidiaries$

0$ 1:51 ? Insurance cover e"tended to deposits$

8$ 1:5: ? @ationalisation of 10 major banks$

5$ 1:61 ? ;reation of credit #uarantee corporation$

6$ 1:68 ? ;reation of re#ional rural banks$

7$ 1:7 ? @ationalisation of seven banks with deposits over % crore$

2ankin# in the sunshine of overnment ownership #ave the public implicit faith and

immense confidence about the sustainability of these institutions$

P$)e-III

This phase has introduced many more products and facilities in the bankin# sector in its

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reforms measure$ In 1::1, under the chairmanship of C @arasimham, a committee was

set up by his name which worked for the liberalisation of bankin# practices$

The country is flooded with forei#n banks and their ATC stations$ 4fforts are bein# put to

#ive a satisfactory service to customers$ Phone bankin# and net bankin# is introduced$

The entire system became more convenient and swift$ Time is #iven more importance

than money$

The financial system of India has shown a #reat deal of resilience$ It is sheltered from any

crisis tri##ered by any e"ternal macroeconomics shock as other 4ast Asian ;ountries

suffered$ This is all due to a fle"ible e"chan#e rate re#ime, the forei#n reserves are hi#h,

the capital account is not yet fully convertible, and banks and their customers have

limited forei#n e"chan#e e"posure$

BANKS IN IN*IA

In India the banks are bein# se#re#ated in different #roups$ 4ach #roup has their own

benefits and limitations in operatin# in India$ &ew of them only work in rural sector while

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others in both rural as well as urban$ Cany even are only caterin# in cities$ (ome are of

Indian ori#in and some are forei#n players$

B(?) - Pub'i7 P#i


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(outh Indian 2ank

IndusInd 2ank

)+&; 2ank

Bammu / Hashmir 2ank

@edun#adi 2ank

+evelopment ;redit 2ank

Ratnakar 2ank

Candavi 2ank

;enturian 2ank

;ity Union 2ank

&ederal 2ank

;atholic (yrian 2ank

(araswat 2ank

+hanakshmi 2ank

Hotak 2ank

;osmos 2ank

akshmi Lilas 2ank

2ank of Rajasthan

2ank of Punjab

I@-Lysya 2ank

Halyan 2ank

Harur Lysya 2ank

United *estern 2ank

I(te#(et B(?i(9 I;I;I 2ank

&ederal 2ank

(tate 2ank of India

I+2I 2ank

2ank of 2aroda

2ank of 2aroda

)+&; 2ank

(tate 2ank of Travancore

)(2;

Punjab @ational 2ank

IndusInd 2ank

UTI 2ank

2ank of Punjab

;anara 2ank

;orporation 2ank

I@-Lysya

F"#ei9( B(?) i( I(i (tandard ;hartered 2ank

American 4"press 2ank

2an!ue @ationale +e Paris

;iti 2ank

A2@ Amro 2ank

Asian +evelopment 2ank

Abu +habi ;$2ank

A@ 2ank

)(2;

I(i( b(?) Ab#"

(tate 2ank of India

2ahamas, 2ahrain, 2hutan, 2an#ladesh, 2el#ium, ;anada, &rance, ermany, )on# Hon# ,

Bapan

%8

http://www.southindianbank.com/http://www.indusind.com/http://www.hdfcbank.com/http://www.jammuandkashmirbank.com/http://www.nedungadi-bank.com/http://www.dcbl.com/http://www.ratnakarbank.com/http://www.mandvibank.co.in/http://www.centurionbank.com/Header/index.htmlhttp://business.vsnl.com/cityunion/http://www.federal-bank.com/http://www.casybank.com/http://www.saraswatbank.com/http://www.dhanbank.com/http://www.kotak.com/http://www.cosmosbank.com/http://www.webindia.com/lvbhttp://www.bankofrajasthan.com/http://www.bankofpunjab.com/http://www.vysbank.com/http://www.kalyanbank.com/http://www.kvb.co.in/http://www.uwbankindia.com/http://www.icicibank.com/http://www.federal-bank.com/http://www.federal-bank.com/http://www.onlinesbi.com/http://www.idbibank.com/http://www.bankofbaroda.com/https://www.omnibob.com/default.asphttp://www.hdfcbank.com/http://www.hdfcbank.com/http://www.statebankoftravancore.com/http://www.in.hsbc.com/http://www.pnbindia.com/http://www.indusind.com/http://www.utibank.com/http://www.bankofpunjab.com/http://www.canbankindia.com/http://www.corpbank.com/http://www.vysbank.com/http://www.standardchartered.com/in/http://www.americanexpress.co.in/http://www.bnpindia.com/http://www.citibank.co.in/http://www.abnamroindia.com/http://www.adbinrm.org/http://www.adcbindia.com/http://www.anz.com/gsf/Locations/SouthAsia.asphttp://www.anz.com/gsf/Locations/SouthAsia.asphttp://www.in.hsbc.com/http://sbi.co.in/branchlocator/foreignoffices.asphttp://sbi.co.in/branchlocator/foreignoffices.asp#add1http://sbi.co.in/branchlocator/foreignoffices.asp#add2http://sbi.co.in/branchlocator/foreignoffices.asp#add5http://sbi.co.in/branchlocator/foreignoffices.asp#add3http://sbi.co.in/branchlocator/foreignoffices.asp#add4http://sbi.co.in/branchlocator/foreignoffices.asp#add6http://sbi.co.in/branchlocator/foreignoffices.asp#add7http://sbi.co.in/branchlocator/foreignoffices.asp#add8http://sbi.co.in/branchlocator/foreignoffices.asp#add8http://sbi.co.in/branchlocator/foreignoffices.asp#add9http://sbi.co.in/branchlocator/foreignoffices.asp#add10http://sbi.co.in/branchlocator/foreignoffices.asp#add10http://www.southindianbank.com/http://www.indusind.com/http://www.hdfcbank.com/http://www.jammuandkashmirbank.com/http://www.nedungadi-bank.com/http://www.dcbl.com/http://www.ratnakarbank.com/http://www.mandvibank.co.in/http://www.centurionbank.com/Header/index.htmlhttp://business.vsnl.com/cityunion/http://www.federal-bank.com/http://www.casybank.com/http://www.saraswatbank.com/http://www.dhanbank.com/http://www.kotak.com/http://www.cosmosbank.com/http://www.webindia.com/lvbhttp://www.bankofrajasthan.com/http://www.bankofpunjab.com/http://www.vysbank.com/http://www.kalyanbank.com/http://www.kvb.co.in/http://www.uwbankindia.com/http://www.icicibank.com/http://www.federal-bank.com/http://www.onlinesbi.com/http://www.idbibank.com/http://www.bankofbaroda.com/https://www.omnibob.com/default.asphttp://www.hdfcbank.com/http://www.statebankoftravancore.com/http://www.in.hsbc.com/http://www.pnbindia.com/http://www.indusind.com/http://www.utibank.com/http://www.bankofpunjab.com/http://www.canbankindia.com/http://www.corpbank.com/http://www.vysbank.com/http://www.standardchartered.com/in/http://www.americanexpress.co.in/http://www.bnpindia.com/http://www.citibank.co.in/http://www.abnamroindia.com/http://www.adbinrm.org/http://www.adcbindia.com/http://www.anz.com/gsf/Locations/SouthAsia.asphttp://www.anz.com/gsf/Locations/SouthAsia.asphttp://www.in.hsbc.com/http://sbi.co.in/branchlocator/foreignoffices.asphttp://sbi.co.in/branchlocator/foreignoffices.asp#add1http://sbi.co.in/branchlocator/foreignoffices.asp#add2http://sbi.co.in/branchlocator/foreignoffices.asp#add5http://sbi.co.in/branchlocator/foreignoffices.asp#add3http://sbi.co.in/branchlocator/foreignoffices.asp#add4http://sbi.co.in/branchlocator/foreignoffices.asp#add6http://sbi.co.in/branchlocator/foreignoffices.asp#add7http://sbi.co.in/branchlocator/foreignoffices.asp#add8http://sbi.co.in/branchlocator/foreignoffices.asp#add9http://sbi.co.in/branchlocator/foreignoffices.asp#add10http://sbi.co.in/branchlocator/foreignoffices.asp#add10


26/90

Caldives, Cauritius , @epal , @i#eria, (in#apore , (ri anka , (outh Africa , UH , U(

2ank of 2aroda

2ahamas , 2el#ium , &iji , Cauritius , (outh Africa , (eychelles, 9man , UA4 , UH , U(A ,

)on# Hon#

(yndicate 2ank

UH ,


27/90

A landmark M$ ;9CM ventures in India between I;I;I 2A@H and (I&. for online

distribution of retail bankin# products and services$

In a major development in the Internet world, I;I;I 2ank, the bankin# subsidiary of

I;I;I td$ E@.(4? I; and I;$+F and (atyam Infoway td$ E@A(+A


28/90

innovative bankin# products of I;I;I 2ank$ (I&. has a buyer to seller orderin#>sellin#

website, (eekand(ource$com, which is on-line e"cept for the payments that are still

physical$ I;I;I 2ank has developed an Internet based Dbusiness to businessD payment

module for purchasers and sellers to effect payments online$ A syner#istic offerin# of

these two products would be made so that such customers>users can complete the entire

transaction and payments online$

The two companies would e"pect to co-operate wherever feasible to e"tend the reach and

channels for distribution of financial products from I;I;I 2ank and Internet products

from (I&.$ I;I;I 2ank, as a part of its M;lick and 2rickM strate#ic focus would set up

ATCs at the (atyam Access Points and ;yber ;afes, thereby increasin# its reach across

the country$ It would also offer (atyam Internet terminals at its branches, enablin#

visitors to surf the Internet, thereby attractin# new customers to its branches$

The two companies shall e"amine further business opportunities, which would effectively

syner#ise the financial services stren#th of I;I;I 2ank and its Affiliates and the

technolo#ical e"pertise of (atyam Infoway and its Affiliates$ I;I;I 2ank and (atyam

Infoway throu#h this partnership will play a strate#ic role in providin# revolutionary e-

commerce solutions in India$

The memorandum of understandin# was si#ned today between Cr$ )$@ (inor, Cana#in#

+irector / ;49 of I;I;I 2ank and Cr$ R$ Ramraj, Cana#in# +irector of (atyam Info

way$

%7


29/90

I;I;I is a diversified financial services 2ank offerin# a wide ran#e of products and

services to corporate and retail customers in India$ I;I;I 2ank, a subsidiary 2ank has

been the pioneer of Internet bankin# in India$ I;I;I 2ank has been #earin# itself for the

opportunities that would be created from the e-;ommerce revolution$

(atyam Info way td$ is the leadin# inte#rated Internet and 4-commerce 2ank operatin#

in India$ (atyam9nline, the most comprehensive portal site of Indian ori#in is one of the

key offerin#s from (I&. in the business to consumer se#ment$ Recently it entered into an

a#reement to ac!uire India*orld ;ommunications Private imited, which would result in

the inte#ration of India*orldDs popular websites like samachar$com, khel$com and

khoj$com with (I&.Ds portals$ The combined portal would be the lar#est India related

Internet portal$

04 Ke8 Bu)i(e)) ObDe7ti


30/90


31/90

HUMAN RESOURCE MANAGEMENT IN BANKING

SECTOR

O#9(i)ti"( )t#u7tu#e

The whole or#anisation behaves as a Privar, with one le#al #uardian$ All directors and

shareholders are from amon# workers and all of the have taken an oath throu#h affidavit$

In the court of law that neither their family members shall have clPublic (ectorm or share

in the assets or profits of the 2ank$ All workers of 2ank are the proud owners of the

or#anisation$ The workers believe in the concept that manpower is superior to money

powerK$

Re7#uitme(t

Recruitment is the process of seekin# out and attemptin# to attract individuals in e"ternal

labour markets, who are capable of and interested in fillin# avPublic

(ectorlable vacancies$ Recruitment is an intermediate activity whose primary

function is to server as a linked between )uman Resource Plannin# on the one

hand on the other$ (ources of recruitment are throu#h internal and e"ternal

channels$ PU2I; (4;T9R recruits it3s employees both e"ternally as well as

internally$ Recruitment for the Public (ector is done throu#h interviews of

selected applicants and people who pass the interviews of selected applicants

and people who pass the interview are re!uired to under#o a medical test

before he>she is finally placed in the Public (ectors$

4mployees are also recruited throu#h internal mobility$ This is done on the basis of merit

and seniority$ After passin# the e"amination the candidates are called for an

interview alon# with the employees who have become eli#ible for promotion

on the basis of seniority$

'1


32/90

Trainin# And +evelopment

Trainin# is the systematic modification of behavior throu#h learnin#, which occurs as a

result of education, instruction, development and planned e"perience$ Trainin#

needs e"ist when there is a #ap between the present performance of employees

of #roup of employees and the desired performance$

+evelopment on the other hand implies educational process Public (ectormed at #rowth

and maturity of mana#erial personnel in terms of insi#ht attitudes, adaptability

leadership and human relations on the basis of conceptual and theoretical

knowled#e$ (ahara Public (ectors has various trainin# pro#ramme, which are

spread over every field$ These trainin#3s are Public (ectormed at impartin# particle knowled#e of the specific area and to make employees more capable to

work not only efficiently but with accuracy$ This also facilitates the customer

to have their work done fast as per their re!uirements, because in most of the

cases customer do not have the technical knowled#e of the Public (ectors

business$ PU2I; (4;T9R also conducts trainin# on human behaviour in

order to update its employees on how to deal with its customers$ In PU2I;

(4;T9R trainin# is immediately called for whenever an employee is elevated

to ne"t promotional post$

'%


33/90

Future growth proposals:

• PUBLIC SECTOR Literacy programme Hub centre

•

Basic flying training

• Induction of simulators

• Instrument training simulators

• Boeing simulators

Job Analyss ! Job "es#rpton

Bob analysis is the process by which data in re#ard to each job is systemically observed

and noted$ It provides information about the nature of job and characteristics or

!ualifications that are desirable in the job holder$ Bob description #enerally describe the

work performed, the responsibilities involved, skill and trainin# re!uired, conditions

under which job is done, relationship with other jobs are personal re!uirement of the job$

Bob description study #ives a better understandin# of tasks performed and the type of

!ualifications re!uired to perform them$ It is also used to #ive a measures for settin# job

standards, which #ives an indication of productivity of each employee performin# job$ In

PUBLIC SECTOR subordinates and junior staff level employee3s eli#ibility criteria is

metric$ The junior staff should be able to read and write 4n#lish as well as )indi$ The

jobs are properly defined to all structure of the hierarchy$

''


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Pe#!"#m(7e %%#i)'

It has many facets$ It is an e"ercise of observation and jud#ement, it is a feedback

process, and it is or#aniation intervention$ Performance apprPublic (ectorsal is a

measurement process as well as emotional process$ *hile it is fPublic (ectorrly easy to

pre-describe how the process should work, descriptions of how it actually works in

practice are rather discoura#in#$

&unctions and objectives of performance apprPublic (ectorsal?

1$ It seeks to provide an ade!uate feedback to each individual on his>her performance$

%$ Its purpose is to serve as a basis for improvin# or chan#in# behavior towards more

effective workin# habits$

'$ It Public (ectorms at providin# data to mana#ers with whom they may jud#e future job assi#nments and compensation$

Performance ApprPublic (ectorsal is used for?

1$ Identifyin# employees for salary increase, promotion, transfer lay-off or termination

of services$

%$ +eterminin# trainin# needs for further improvement in performance$

'$ Cotivatin# employees by indicatin# their performance levels$

0$ 4stablishin# a basis of research and reference for personnel decisions in future$

In PUBLIC SECTOR employees are re!uired to fill up a self apprPublic (ectorsal form$

4mployees are apprPublic (ectorsed every year in the PUBLIC SECTOR $ Performance

apprPublic (ectorsal is carried out in PUBLIC SECTOR for determinin# trainin# needs

for further improvements in performance, identifyin# employees for salary increases,

motivatin# employees by indicatin# their performance level$

T#()!e# & %#"m"ti"()

It refers to a horiontal or lateral movement of an employee from one job to another in

the same or#aniation without any si#nificant chan#e in status or pay$ In PUBLIC

SECTOR two mPublic (ectorn situations #enerate transfer situations

1$ An individual employee may re!uest a transfer in seekin# his own preference and his

own benefits$

'0


35/90

%$ Public (ectors may also initiate transfer as a re!uirement for more effective

operations or as a solution to human relations problems$

*hereas promotion refers to advancement of an employee to a hi#her position carryin#responsibilities, hi#her status and better salary$ In PUBLIC SECTOR promotion is #iven

under followin# conditions?

1$ It is a device to retPublic (ectorn a reward, to an employee for his years of service$

%$ It is to impress upon others that opportunities are open to them also in Public (ectors,

if they perform well$

'$ It is to increase individual effectiveness$

0$ It is to build loyalty, morale and a sense of belon#in#s in the employees$

8$ It is reco#nition of a job well done by an employee$

5$ It is to promote a sense of job satisfaction in the employees$

'8


36/90

P8 A( A''">(7e)

The pay and allowances of an employee are payable from the date from which he takes

char#e of the post or service to which he is appointed$ If the char#e is service to which he

is appointed$ If the char#e is before 1%$ noon, the pay and allowances shall beadmissible from the same day, if at 1%$ noon or thereafter, they shall be payable from

the followin# day$

I(7#eme(t)?

$% A&'an#e o( salary whle pro#ee&ng on lea'e:

An employee proceedin# on Privile#e leave, Caternity eave and>or (ick eave shall be

eli#ible to be pPublic (ectord in advance a#Public (ectornst the salary due for the full

period of the leave subject to the usual deductions e$#$ on account of provident fund

subscription, Income - ta" etc$ In case in which the leave #ranted to an employee e"tends

beyond he ne"t pay-day, the amount of advance should also include the pay and

allowance due to him, upto the date of his proceedin# on leave$

)% Te*porary "uty +tour , wthn In&a%:

The employees undertakin# duty tour will be eli#ible for payment of +Public (ectorly

Allowance> )otel Accommodation as per conditions lPublic (ectord down from time to

time$

'F For E*ployees re-ure& to tra'el by RPubl# Se#torl.Roa&.Sea

+Public (ectorly Allowance shall be admissible for the period of stay at outstation$ @o$

+$A$ will be #iven for the period of journey$ &or the day of arrival at the outstation and

the day of departure from the outstation only half dPublic (ectorly allowance shall be

admissible$

0F For e*ployees re-ure& to tra'el by Publ# Se#torr

4mployees will be entitled for the payment of dPublic (ectorly allowance at the

applicable rates for each day of absence from )


37/90

The duty tour undertaken by an employee at a forei#n station, will be subject to the

followin# conditions?

EiF The employees #oin# abroad for temporary duty tour>trainin#>conference, etc$ are

released forei#n e"chan#e by the 2ank on he basis of the prescribed per diemrates$ The employees are re!uired to meet all their e"penses in the forei#n

country, like boardin# and lod#in#, transportation e"penses, incidental e"penses

and cash allowance from the amount of forei#n e"chan#e so advanced to them$ If

the stay abroad is for the same number of days for which forei#n e"chan#e had

been released to an employee, then the total e"penses shall, not be more than the

amount of forei#n e"chan#e released to him$

EiiF In the unlikely event of an employee havin# to e"tend his stay abroad for official

purposes, beyond the sanctioned period, he should contact his +epartmental )ead

well in advance, so that release of additional forei#n e"chan#e could be arran#ed

for him$

EiiiF In the case of hotel e"penditure bein# less than the amount of forei#n e"chan#e

released to an employee, the unspent amount has to be refunded by the employee,

the unspent amount has to refunded by the employee, to the 2ank in forei#n

currency$

EivF In case, in which the entitled class of accommodation is not avPublic (ectorlable,

the competent authority may permit the employee to travel by a hi#her class$

3 T#()%"#tti"( "! %e#)"(' e!!e7t)

The employees will also be reimbursed the actual cost of transportation by the #oods

trPublic (ectorn and where the two stations are not connected by trPublic (ectorn, by the

cheapest mode of surface transport of his personal effects not e"ceedin# the limits shown

below?-

'6


38/90

B)i7 P8 ,P#e-Re(7e >$e( t#


39/90

Oc in a desi#nated branch, Econsult

mana#er>reportin# headF salary will be deposited into the account$ 9n payday, employees

will be handed a pay slip contPublic (ectornin# a detPublic (ectorled breakup of the

remuneration for the month the re!uired deductions and the net pay$

A( em%'"8ee) 7"mme(7eme(t )'#8

;ommencement salary will very accordin# to the cate#ory of employment, which will be

advised to the employee in the appointment letter$ Any increases or other adjustments

arisin# from a salary review, chan#e of job etc will be notified to the employee$

Reti#eme(t be(e!it)

4very employee who has completed one year3s continuous service shall, subject to the

re#ulations to be made hereafter in this behalf, contribute the contributory provident fund

each month a minimum of 1 percent a ma"imum of % percent of his provident fund

pay$ The 2ank3s contribution to the fund shall, however, be limited to 1 percent of his

provident fund pay$

The 2ank3s contribution to the fund is payable to the employee after five years of

membership of the fund$ (ubject to this an the other re#ulations to be made thereafter in

this behalf, all the accumulated balance to the credit of an employee on the day he ceases

to be an employee of the 2ank, is payable to him or his nominee or nominees or

e"ecutors$

G#tuit8

The 2ank also pays #ratuity to all its employees calculated at the rate of 18 days wa#es

for every completed year of service or part thereof in e"cess of si" months subject to a

minimum service period of 8 years a ma"imum of % months wa#es$ The #ratuity

':


40/90

liability of the 2ank is funded throu#h the #roup #ratuity scheme Ecash accumulation

schemeF of the life insurance ;orporation of India$ This scheme includes a special

feature, namely, whereas #ratuity payable on death under the payment #ratuity act is

limited by the len#th of service rendered upto the time of death, the scheme provides for

the payment of an amount based on the len#th of service which the employee could have

put in upto the normal retirement date but for his untimely death$

P#"


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M"ti


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43/90

Advertisements are the second bi# source to attract the candidates$ These are havin#

much lar#er scope and reach to a number of people$ The !ualifications re!uired by the

or#anisation and the criteria could be described in detail$

ar#e number of consultants also constitutes a bi# source$ Cany people re#ister

themselves with these consultants and they act as a brid#e between the or#anisation and

the candidates$ The consultants provide the 2ank re!uired details about all criteria$ These

consultants are fi"ed for the or#anisation, which are chosen on the basis of their

performance$ In case of overseas recruitment it is checked whether their Indian

counterparts can perform the job efficiently or not$ If need arises then they are also taken

throu#h consultants$

2ut if the number of vacancies is very small then the or#anisation takes the help of the

local consultants$

The candidates are then re!uired to fill up the Application &orm$ This form re!uires the

candidate to fill the details re#ardin# the previous employment, if any and his personal

data$ The form is havin# details re#ardin# like the marital status, or#anisation structure,

the position held by the candidate, his salary structure, the top three deliveries to the

or#anisation that proved to be beneficial to the or#anisation, career #oals, his stren#ths

and weaknesses etc$

After the application form has been duly filled and submitted, the selection process starts

wherein the candidate has to pass throu#h various sta#es and interview$ The interview

panel consists of the persons from ;orporate E)RF, and other persons includin# the

e"ecutives from the department for which the vacancy is to be filled$

The selected candidates are then short-listed$ The short listed candidates are then #iven

priority numbersG this is due to the reason that sometimes the candidate who is havin#

first priority is unable to join the or#anisation due to some reasons then in that case the

0'


44/90

candidate ne"t in the priority list is #iven preference$ The candidate has to under #o

medical e"amination and his credentials are verified$

After !ualifyin# these sta#es, the candidate is then absorbed in the or#anisation and

e"plained his>her duties$ This phase marks the end of the selection procedure$

Public (ector India td$also performs ;ampus interviews as and when the need arises$

The esteemed or#anisation also provides apprentice trainin#-wherein the or#anisation

trains the people in the workin# of the or#anisation and #ives then stipend$ If these

trainees are found useful to the or#anisation then they are absorbed in the or#anisation

else they are #iven certificate so that they can show this as an e"perience and #et a job

elsewhere$

00


45/90

)RC in the 2ankin# Industry

*hen we talk of human resource mana#ement, we have in our mind a variety of thin#s$

These include?

• Trainin#

• (kill development and up-#radation of knowled#e and skills of the employees$

• Cotivatin# the employees,

• 4ffective utiliation of the employees skills and capabilities

• Attractin# the personnel and their retention

• *a#es, salaries and rewards and

• Conitorin# and controllin# the employees performance

These aspects of human resource mana#ement and development are essential for every

sector but in the case of tourism, they have a special si#nificance$ This is because

tourism is a service industry and here the customer is not only buyin# a service or a

product but he is also e"periencin# and consumin# the !uality of service which is

reflected in the performance of the person involved in the production and delivery of the

service$ (ince what is marketed here is a relationship between the customer and the

producer of services, the importance of human resources becomes vital for the success of

the business$ enerally, in such service operations the emphasis has been on courtesy

and efficiency and it is assumed that the service in tourism is all smiles and effective

communication$ )owever, with the chan#in# nature of tourism and #rowin# special

sation only smiles, communications skills and courtesy will not serve the purpose$ &or

e"ample, a #uide may be very #ood in communication but unless he or she is e!uipped

with knowled#e and information related to the monument or the city, he or she will not beable to perform !uality service$ (imilarly, a driver may be very #ood at drivin# but unless

he knows the roads and addresses of the city, only his drivin# capabilities will be of no

help in providin# !uality service$ And we must remember here that tourists, whether

forei#n or domestic, are increasin#ly becomin# more demandin# as re#ards !uality of

service$

08


46/90

enerally, human resource mana#ement, plannin# and development in tourism have to be

taken at both macro as well as micro levels$ At the macro level, one takes into account the

educational and trainin# infrastructure available in a country and the efforts initiated by

the I;A9$ This also includes the efforts initiated by the private sector$ At the micro level,

one takes into account how best individual or#aniations plan and mana#e their human

resources L ( Cahesh, formerly Lice President E)uman ResourcesF with the Taj roup

of )otels, is of the opinion that two central features common to all sectors of the tourism

industry must be considered in this re#ard?

1F The concept of Coments of Truth EC9TF, and

%F C9T3s relationship to the attainment of service e"cellence in an or#aniation$

Ban ;arlon has defined C9T as an intention between a customer and an or#aniation,

which leads to a jud#ement by the customer about the !uality of service received by her

or himK$ In tourism industry, :8= of the C9Ts take place between customers and the

front line staff and most of the time they are not visible to the mana#ement$ &or e"ample,

how a hotel receptionist is handlin# the customers or how an escort is conductin# the tour

is not visible to the mana#ement$ .et, the tourist3s e"perience of the holiday is dependent

on how the staff mannin# such services has treated him or her$ Cahesh has pointed out

that in case of ne#ative e"periences, only less than five percent cases #et reported to the

mana#ement by the customers and hence accordin# to him the crucial !uestions is are

human bein#s capable of doin# their job correctly, willin#ly and with a smile, when they

know that their mana#ement is most unlikely to be able to see or hear them, let alone bear

of their failure to do soKQ This puts additional on the human resources mana#ement

factor in the tourism industry$ ;ertain or#aniations, companies and even destinations are

known for their hospitality and are even termed as service leaders in their areas of

operations$ Researches conducted by various scholars in this area show that they have

achieved this, status, throu#h effective human resource mana#ement in their

or#aniations$ Accordin# to ail ;ook Bohnson these companies have applied the

principal of empowerment to all employees$ This empowerment is manifested in the way

that companies?

05


47/90

• Are hi#hly focused and consistent in everythin# they do and say in relation to

employees,

• )ave mana#er who communicate with employees

• &acilitate, rather that re#ulate, their employees response to customers

• (olicit employee feedback about how they can do thin#s better

• (tress the importance of team work at each level of the or#aniation and

• Plan carefully the or#aniation3s recruitment and trainin# needs$

These companies #ive less emphasis on hierarchy and formal relationship ratherG they

adopt flat or#aniational structure in terms of span of control$ Bohnson further states that

these service leaders can be reco#nised for?

• Their unfailin# commitment to service principles,

• Their investments in people to ensure staffin# competence,

• A mana#ement philosophy which stresses communication a proactive orientation and

employee feedback and

•

A dedication to teamwork

In fact, human resource mana#ement and customer3s care>e"pectations mana#ement are

inter related area in the area of tourism$ (arah Cansfield has identified four key

principles in the development of customer care within companies$ These accordin# to her

are

1F ;ustomer care Nstarts at the top3 was meanin# that commitment to the principle of

customer care must emanate from senior mana#ement levels within an

or#aniation$ (uccessful mana#ement3 is not only about the ri#ht mana#ement

style but also an attitude, ethos or culture of the or#aniation which overrides the

mana#ement techni!ues used, such that in the absence of other instructions these

values will dictate how an employee will behave$

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%F N;ustomer care involves everyone3 within the or#aniation$ It is not just about

front-line staff$ The contrary view Nonly services to reinforce the electricians3 or

administrators, opinion that the standard of service they #ive in support of the

front-line staff is not important$ )ow can cleaners do the ri#ht job unless they

fully appreciate their customer3 needs and the importance of their roleQ )i#h

standards of customer care cannot be achieved by i#norin# seasonal, part time or

voluntary staff that represents the face of the business to many customers$

'F N;are for your staff and they will care for your customers$ Too often or#aniations

look first to the customer, whereas the emphasis should be placed on the staff$

Improvin# the e"perience of the staff encoura#es a better service and a better

e"perience for customers$ Core customers are obtained thereby improvin# the

climate in which mana#ement and staff work$ Investment and #reater

professionalism follow success and the cycle of achievement is reinforced$3

0F NIt3s a continuous3, meanin# that Ncustomer care is not a !uick fi" Research but it

lon# term plan3$

Accordin# to L ( Cahesh The nature, determinates and problem areas of service !uality

within tourism points clearly to the central role of personnel, at all levels, in attainin#

levels, of e"cellence in this respect$ +evelopment the service culture, within a 2ank, and

within tourism industry, cans he seen as crucial to the success of tourism$K )ence, the

activities of an )R+ mana#er in tourism can be cate#orised as?

• )uman resource planin# and

• )uman resource development

Aspect like forecastin#, recruitin# and induction in the human resource area are taken

care of throu#h human resource plannin#$ The identification of specific developmental

needs for the manpower aimed at developin# and e"ploitin# the competencies of the

human resources are taken care of throu#h human resource development$

)UCA@ R4(9UR;4 PA@@I@

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In this (ection, we will deal with certain aspects which are relevant for mana#ers or

entrepreneurs at an or#aniation3s level in the area of human resource plannin#$ )uman

resource planin# can be termed as a process for preparin# a plan for the future personnel

needs of an or#aniation$ It takes into account the internal activities of the or#aniation

and the e"ternal environmental factors$ In a service industry like tourism, such plannin#

also aims at improvin# the !uality of manpower resources$ )uman resource plannin#

involves?

• Analysis of e"istin# manpower resources,

• Plannin# for future needs takin# into account how many people with what skills and

at what levels the or#aniation will need, and

• Plannin# for the development of the employees by adoptin# in-house trainin# and

continuin# education methods to up#rade the knowled#e and skills of the employees$

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RECRUITMENT PROCE*URES IN HR

Recruitment procedure is a vital factor of an or#aniation$ If it is not done properly the

production procedure will be hampered$ )ence productivity will fall down$ (o the

or#aniation will be in trouble and it will affect the employer- employee relationship$ (orecruitment procedure should be done in proper and correct manner$ The new candidates

should replace the vacant post so that the production of the 2ank does not hamper$ 2y

this the productivity will increase and the or#aniation will #ain profit$ (o the employer

will be happy and will not hesitate to distribute bonus and increments to the workers$ The

workers will also be more motivated to work$ )ence there will be harmonious

relationship in the or#aniation$ It will also stabilie the or#aniation in the lon# run$

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HUMAN RESOURCE MANAGEMENT IN PUBLIC

SECTOR

Organsaton stru#ture:

The whole or#anisation behaves as a Parivar, with one le#al #uardian$ All directors and

shareholders are from amon# workers and the entire have taken an oath

throu#h affidavit$ In the court of law that neither their family members shall

have claim or share in the assets or profits of the 2ank$ All workers of 2ank

are the proud owners of the or#anisation$ The workers believe in the concept

that manpower is superior to money powerK$

Re#rut*ent

Recruitment is the process of seekin# out and attemptin# to attract individuals in e"ternal

labour markets, who are capable of and interested in fillin# available

vacancies$ Recruitment is an intermediate activity whose primary function is to

server as a linked between )uman Resource Plannin# on the one hand on the

other$ (ources of recruitment are throu#h internal and e"ternal channels$ Public

(ector recruits it3s employees both e"ternally as well as internally$ Recruitment

for the airline is done throu#h interviews of selected applicants and people who

pass the interviews of selected applicants and people who pass the interview

are re!uired to under#o a medical test before he>she is finally placed in the

Public (ector$

4mployees are also recruited throu#h internal mobility$ This is done on the basis of merit

and seniority$ After passin# the e"amination the candidates are called for an

interview alon# with the employees who have become eli#ible for promotionon the basis of seniority$

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OB!"#T$%" O& STUD'

The basic objective of this report is to “COMPARATIVE ANALYSIS OF

RECRUITMENT PROCESS IN PUBLIC BANKING SECTOR &

PRIVATE BANKING SECTOR”4 &ollowin# fundamental objectives have

been identified as the sub-objectives of the study?-

1$ To study the identity of the recruitment / selection process in the

or#aniation as a whole$

%$ To find out the employees as per 2ank3s vacancies$

'$ To find out the various sources of advertisement of vacancies like-

media Eelectronic or paper or bothF, schools, posters etc$

0$ To study the work environment and select the pattern of interview,

which can help out to select the suitable employee for the

or#aniation$

8$ To study the interpersonal relationship$

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RESEARCH METHODOLOGY

T$e %u#%")e "! t$e met$""'"98 i) t" e)7#ibe t$e #e)e#7$ %#"7eu#e4 T$i) i(7'ue)

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• Ot$e# S"u#7e) Appropriate journals, ma#aines such as Human #apital , relevant

newspaper articles, 2ank brochures and articles on www sites will also be used to

substantiate the identified objectives$

SAMPLING PLAN AN* *ESIGN

A $uestionnaire Public Sectore %ill be used for the purpose of research:

&uestionnaire: To test the validity and effectiveness of the recruitment procedures

within the or#anisation and to test the validity and effectiveness of the policies and

procedures within the or#anisation '

♦ The bas# ratonale o( &uestionnaire s to assert the per#epton o( the non01R

&epart*ents n ter*s o( the 'al&ty an& e((e#t'eness o( the pol#es an& pro#e&ures

use& by the organsaton2 It s also n lne wth the assess*ent o( any

suggestons.re#o**en&atons that the respon&ents (ro* these "epart*ents *ght

ha'e n ter*s o( the use o( an alternat'e sour#e.&e'#e o( re#rut*ent 3 than what

alrea&y (or*s the #urrent pra#t#e o( the 1R "epart*ent2

&uestionnaire e would be administered to 18 respondents, holdin# a senior

desi#nation within the Personnel +epartment of the or#anisation$ It will also be

administered to at least 18 respondents belon#in# to typical +epartments within the

or#anisation and holdin# senior desi#nations within their respective +epartments$

In depth intervie%s would also be conducted with these respondents with the Public

(ector of substantiatin# their views Public (ector from the &uestionnaire'

The total number of employees covered in the !uestionnaire Public (ectores are ',

% 2usiness 4"ecutives and 1 @on-2usiness 4"ecutives$

SAMPLING ELEMENT

&or the purpose of administerin# the &uestionnaire Public Sectore, the respondents

would comprise of personnel holdin# senior desi#nations within the Personnel

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+epartment of the or#anisation$ The respondents for the &uestionnaire Public

Sectore will also be preferably be panel members of the Recruitment / (election

2oard of the or#anisation$

The respondents would comprise of personnel holdin# senior desi#nations within

certain Public (ector typical +epartments identified within the or#anisation, namely?

- St"#e)

- Fi((7e

- O%e#ti"()

- E'e7t#"(i7)

- E(9i(ee#i(9

SAMPLING TECHNIUE

Bud#ement (amplin# would be used for the purpose of choosin# the sample for the

purpose of administerin# &uestionnaire$ The identified e"pert would have a thorou#h

knowled#e about all the respondents within the Personnel +epartment of the

or#anisation$ Thus his>her e"pertise would be incorporated in locatin#, identifyin#

and contactin# the re!uired respondents$

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ANALYSIS & FIN*INGS

The analysis of the various sources of recruitment devices is presented on the followin#

pa#es$

• The response entire from the )R +epartment as analysed from &uestionnaire

Public Sectore" represents current practice within the or#anisation in terms of the

sources of recruitment devices used$

• The analysis of the response entire from all the other departments as analysed from

&uestionnaire Public Sectore" formin# the sample, represents the perception of the

respondents from these +epartments in terms of the validity and effectiveness of the

various sources>devices of recruitment>selection specific to these (epartments"

• The analysis further Public (ectors any su##estions>recommendations #iven by these

non-)R +epartments forming the sample for administering &uestionnaire, in terms

of any recruitment source and>or selection device that should be deployed by the

or#anisation apart from what already constitutes current practice specific to these

(epartments"

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+"#?i(9 %e#i" "! em%'"8ee) i( t$e B(? ? -

The above chart depicts that most of the employees are doin# service as per my survey of

' employees$ Cost of the employees are youn# in the PU2I; (4;T9R and, they

don3t have the past e"perience of any chan#e in recruitment $ )owever in Public (ector

India it is just opposite they are workin# from last 1-18 years in the 2ank$

9n a survey of ' employees done by me shows that employees completed 1 year of

service comprised '5$11=$

(imilarly employees 1-% years of service comprise '5$11$ 2ut there is only less number

of employees there about between %-' years comprised 1:$00=$ The rest i$e$ 7$''=

comprised of the #roup of people who have been in the or#aniation for '-8 year$

8:

Chart showing Service Period of the

em!o"ees as er o#r s#rve" of $% em!o"es

within 1year

between1-2yr

between 2-3yr

between3-5yr


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C(ite) >i''i(9(e)) t" D"i( t$e B(?

Cost of the Indian candidate looks in for the salary packa#e and job security before

joinin# a 2ank for job$ All other thin#s such as Reputation of the 2ank, workin#

environment, job prospects, location of the 2ank, career #rowth opportunity, they look these thin#s in either in isolation or in combination to each other as a whole as shown in

the above #raph?

&rom the chart it can be understood that most of the employees are inspired by the salary

see that matters much followed reputation of the 2ank and workin# environment, which

comprised 16= and 15= respectively$ Bob prospect plays a minor role in the minds of a

candidate who had already joined the 2ank$ ocation of the 2ank Ewhich comprised 8= of

the sample sieF where majority of the employees are !ualified with technical who in most

of the cases dare to bother the location of the 2ank$

5

C$t t" )$">i(9 7&(i&te) >i''i(9(e)) t" D"i(

t$e 7"m%&(8

17%

28%

16%

11%

5%

23%

re#tation of the coman" sa!ar" ac&age

w or&ing enviornm ent 'o( rosect

!ocation of the coman" career growth o#rt#nit"


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H"> 7(ite) #e #e7#uite i( t$e B(?

There are various ways of recruitin# candidates in the 2ank as depicted in the chart

below ? -

&rom the chart it is !uiet clear that the 2ank adopts various process for recruitin# the

ri#ht candidate$ Actual recruitment procedure followed by the 2ank is by conductin#

written e"amination followed by interview which comprised 78= of my sample survey of

' employees$ 2ut still some candidates are also chosen throu#h written e"am, d

/interview comprisin# only 5= and others comprisin# only '=$ These Nothers3 include

the reference of the e"istin# employees within the or#aniation itself$

51

;hart showin# candidatesD recruitment process

6%

85% 6%

3%8%

Written ea!

Written

ea!"inter#iew

Writtenea!$&"inter#iew

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J"b S%e7i!i7ti"( "! t$e em%'"8ee)

Almost all the candidates #ot the specified jobs offered to them$ This implies that the

2ank have the or#anied manpower plannin# and well or#anied recruitment policy as

shown in the followin# chart ? -

&rom the chart above it is crystal clear that the candidates #ets e"actly the same

job as specified$ (o from the 2ank3s perspective it is a #ood si#n for the overall #rowth

and development$ (till some employees which comprised only %$''= of my sample study

R"'e "! u(i"( i( t$e "#9(iti"(

There is a very hard presence of union in the or#aniation$ The workers performin#

operational level to decision makin# are all well educated employees$ (o for the

welfare of the !uality of work life and other activities related to the welfare of the

workers, they are taken into consideration$

5%

;hart showin# job specification of the response of t he

candidate

)e(

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;areer +evelopment 9pportunity for the retention of employees and

thereby reducin# the employee turnover ratio$ 9nly 8 respondents have mentioned more

benefits as the reason$

5'

Em%'"8ee tu#(""#?i(9 7"(iti"(

Cee#

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u'itti


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FIN*INGS

• := employees said that recruitment procedure affects the performance of the

employees while 1= employees said that it does not$

• 1= employees said Public (ector recruit employees internally$

• 68= employees believe that the recruitment procedure followed by the 2ank is

appropriate while %8= employees believe its inappropriate$

• 58= employees say that the economy discloses the job specifications at the time

of selection of a candidate while '8= employees said the 2ank doesn3t disclose

job specifications at the time of selection$

• 1= employees said that the 2ank ask for references at the time of selection$

• 6= employees say that the written test contribute the main factor of recruitment

but '= employees say that written test not take a main part of recruitment$

• 6= employees say that 2ank follows direct interview method, and '= says

2ank follow the + interview$

• PU2I; (4;T9R prefer the fresher only 88= in campus and 08= @ot prefer for

fresher in campus$

• PU2I; (4;T9R recruit the people in other state$

• Ca"imum 08= persons are a#ree with PU2I; (4;T9R and some '= persons

are disa#ree$

• 1= manpower is based on previous production data$

• Ca"imum 7= is linked of vision of the 2ank$

• Ca"imum cases 7= medical test is done at the time in PU2I; (4;T9R but in

some cases medical test is not re!uired$

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• Ca"imum PU2I; (4;T9R conducted the interviews is free from bais$

• PU2I; (4;T9R check all the information before interview$

•

Ca"imum cases PU2I; (4;T9R not conduct the physical e"amination beforeselection but in some cases PU2I; (4;T9R conduct the physical e"amination$

• Ca"imum 68= persons are satisfied with recruitment process in PU2I;

(4;T9R but %8= persons are not satisfied with recruitment process in PU2I;

(4;T9R$ In the survey

• Ca"imum PU2I; (4;T9R recruitment process for the people for future needs$

• Ca"imum 88= favoritism is not done at the recruitment process but in some

cases 08= can done$

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CONCLUSION

The study which I conducted on )uman Resource Cana#ement of P-BLI# S+#T).

has been a very knowled#eable e"perience$ The e"tent of knowled#e derived in the

process was colossal$

At the outset, the objectives were to analye the above mentioned fields of P-BLI#

S+#T).$ The entire thesis report has been effort to do just that the insi#ht obtain has

been helpful in undertakin# what makes the industry happenin#$

N(urvival of the fittest3 seems to be the mantra in the Public (ector industry as many

ambitions plans toppled down in the work of varyin# problem$ ack capital intensive

nature of the industry re#ulations, the commercial decisions, poor lon# terms planin#,

over capacity, deep waters$ Industry analysts place a minimum && 57= to break even if

the Public (ector is usin# 6'6-% series Public (ector but most of the Public (ector

pl6ay near of this point$ +efault, +elayed payments and financial crisis seems to be the

buwords in the aviation industry if one #oes by the recent track record of some of the

pvt Public (ectors$

&actors Public (ectorlin# the Public (ector Industry

• Cost Public (ector companies don3t ade!uately utilie their capacity

• ack of sound financial plannin#

• Price wars for ac!uirin# hi#her share of the pie$

• ;ripplin# #overnment re#ulation like 1= covera#e of cate#ory two routes with

yearly avera#e P& of %8=

• ack of co-ordinate amon# pvt Public (ector to share the overheads

• Uneconomic lease a#reement with the forei#n leasin# companies$

P-BLI# S+#T). seems to have kept their slates clean as far as payments and

maintenance of Public (ector is concerned$ Initially after its incorporations PU2I;

(4;T9R #o before establishin# market leadership in the hi#h court hi#h risk, PU2I;

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(4;T9R is still a fled#lin# one in an industry where sie counts in spreadin# cost and

benefitin# from economics of scale$

The followin# conclusion are what I perceive and have nothin# to do with any person3s or

or#aniations opinion$

1$ *ith the talks on dis-investment / Pvt$ Participation in P-BLI# S+#T).,

domestic Public (ectors Public (ector will have to curve out strate#ic approach to

e"ploit the potential in the market and serve the customer as well as the employees

to the best possible e"tent$

%$ A draft policy on civil aviation in Public (ector the approval of the #overnment$

This would enhance the infrastructural facilities for the players #round

'$ P-BLI# S+#T). have, with time increased its fleet stren#th to #row as one of

the specialised service provider$ The future plans do indicate the vision of the to be

a forerunner amon# the best en#ineerin#$

0$ In true contemporary conditions and market cohesiveness PU2I; (4;T9R

chan#ed to focus form customer satisfaction to creatin# customer deli#ht$ This is

much better comprehended by the chan#e in its corporate, ima#e$

8$ The healthy competition of domestic Public (ectors has set new trends in the!uality of service$ *ith the oncomin# the !uality of services and the pride of the

job$

5$ It is a matter of #reat si#nificance that the Public (ector staff new care about the

passen#er comfort and take pains to see that the fli#hts are on time$ The hi#h

percenta#e :7= of on time service$

6$ P-BLI# S+#T). do benefit by the efforts embarked by the establish a lon#

lastin# support with the Indian masses$ The mother brand do support this

or#aniation in every possible way to set was benchmarks in the aviation industry$

7$ 4motion rather NRational3 approach is bein# used as an advertisin# tool$ The

advertisements and sales promotional schemes to reflects this move$ N4motional

year seem to makin# an impact$

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:$ NPeople first3, is what P-BLI# S+#T). trusts upon, placin# people3s interest on

top priority have made this or#aniation a proud place to work with$ Profit sharin#

by PU2I; (4;T9R Public (ector and the corporate culture 9oin# in side the

veins of its employees is surely a mater of envy for others$

1$ NLalve for money3 objective of P-BLI# S+#T). have worked, since its

competitors have started strate#ic shits in pricin# policy, sales promotion (chemes

and !uality of service$

11$ All sPublic (ectord and done, one most conclude by emphasiin# that there is

nothin# more interestin# and stimulatin# then to come in close contact with a 2ank

which is every employee3s dream place$

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LIMITATIONS OF MY STU*Y

• The scope of the study in terms of covera#e is limited to the Technical operations of

the P-BLI# S+#T).'

• *ithin the or#anisational layout, the research study would be lar#ely confined to the

Personnel and Administration (epartment'

• *ithin the or#anisation the study is limited to the top-level mana#ement of the

Personnel +epartment of the or#anisation +out o( wh#h a sa*ple o( the respon&ents

are also *e*bers o( the Re#rut*ent ! Sele#ton #o**ttee%2 This is for the purpose

of administerin# the !uestionnaire$

In line with the purpose of conductin# employee interviews, the study would be

confined to personnel holdin# typical desi#nations within the or#anisation at different

levels of mana#ement$

Althou#h the limitations that I faced in the or#aniations is the absence of Trade

Unions co-operation, otherwise which could have help me in understandin# the

industrial relations in a comprehensive manner$ (econdly, the limitation that I have, is

the scope of collection of sample sie which was confined to only one department,

which would have other wise made my study and observations in an effective manner$

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RECOMMEN*ATIONS

• The or#anisation should deploy a segmentation matri/ for the purpose of talent

sourcing' This is in line with the identification of the talents that the or#anisationneeds to attract for value creation$ At the same time, the matri/ also serves to screen

any redundant talents that the or#anisation does not re!uire within its pool of

PU2I; (4;T9R$

• The PU2I; (4;T9R should endeavor to find out as to what attracts the right

employees to apply to the or#anisation$ Thus, knowin# what the potential candidates

who apply e"pect from the or#anisation and the reasons behind their desire to work

for the or#anisation will help in 0%or1ing out0 relevant recruitment policies$ P-BLI#

S+#T). could emer#e as a hi#hly successful or#anisati

comparative analysis of RECRUITMENT of public and p.doc

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