PROJECT REPORT ON TRAINING AND DEVELOPMENT OF EMPLOYEES

(Special Reference to The Central Cooperative Bank limited , Bathinda) In the partial fulfillment of the requirement for the award of degree of MBA 3rd sem

Submitted By:Ratneet Kaur Dhaliwal Roll No. MGB2010-1063 MBA 3th sem

ACKNOWLEDGEMENT

It is difficult to find words in which adequately express my heart felt gratitude to the District manager and other managerial staff of central cooperative bank, Bathinda, for Enlightened guidance, constant encouragement and creating congenial atmosphere while carryout the work as to research project. It was not possible to carry out this project without learned experience of Sr Jarnail Singh, manager of this bank. I would like to thank the district. Manager, senior manager and staff and my friends who helped me directly in the successful completion of this project report. I am also thankful to my parents for being constant source of inspiration and their valuable guidance and help.

PREFACE

Cooperative banking is experience chaotic tension since 1991 due to liberalization and globalization of economy. New economic policy is being debated at national level and it is being felt that there are still imbalances in economy and hence liberalization of economy could lead to selling the countrys interests .In the context of financial sector reform which intents to invite foreign institutional investors to invest in country and there by control the major share holding in various sector in the economy, third step may prove to be harmful for the country, it is felt by our planners statesmen and academicians that cooperativsm could act as one of the important in instrument to resolve the socioeconomic problem of the people , not by resorting to revolution , but through a process of revolution , but through a process of revolution and cooperative efforts. Cooperatives banks are facing acute competition from other financial institutions in the country in private as well as in the public sector. In order to increases their business Operations, they need to pay attention to the training and development to their employees and marketing of their products.

Chapter 1- Introduction Banking system in India

Banking system occupies an important place in a nations country. For the past three decades Indias banking system has several outstanding achievements to its credit. It is not longer confined to only metropolitans or cosmopolitans in India. In fact, Indian banking system has reached even to the remote corners of the country. This is one of main reasons of Indias growth process. The governments regular policy for Indian bank since 1969 has paid rich dividends with the nationalization of 14 major private banks of India. The first bank in India, though conservative, was established in 1786. From 1786 till today, the journey of Indian banking system can be segregated into three distinct phases. They are: Early phase from 1786 to 1969 of Indian banks. Nationalization of Indian Banks and up to 1991 prior to Indian banking sector reforms. New phase of Indian banking system with the advent of Indian Financial & Banking Sector Reforms after 1991.

Co-operative Banks in India

The co-operative banks in India started functioning in almost 100 years ago. The cooperative bank is an important constituent of the Indian Financial System, judging by the role assigned to co-operative, the expectations of the co-operative is supposed to fulfill, their number and the number and the number of offices the cooperative bank operate. The cooperative banks in India play an important role in rural financing. The businesses of cooperative bank in the urban areas also have increased phenomenally. In recent years due to the sharp increase in the number of primary cooperative banks. Co-operative banks in India are registered under the cooperative societies Act. The cooperative bank is also regulated by RBI. They are governed by the banking regulations Act 1949 and banking laws Act, 1965. Co-operative banks in India finance rural areas under: Farming Cattle Milk Hatchery Personal finance Co-operative banks in India finance urban areas under: Self-employment Industries Small scale units Home finance Consumer finance Personal finance

Structure of Co-operative Banking in Punjab

STRUCTURE OF COOPERATIVE BANKING Cooperative Credit Institution

Agricultural Credit Institution

Non-agricultural Credit Institution

Short-term Institution

Long Term Credit Institution Land Development Banks

State Coop Bank

Central Coop Bank

Primary Agricultural Societies

Some facts about co-operative Banks in India

Co-operative Banks in India are more at grass root level forward than commercial and private sector banks. Deposits / Advances of banks operating in Mansa distt. Bank SBOP PNB MCCB SBOP PNB MCCB SBOP PNB MCCB Deposits 22441.40 11999.15 6557.28 31098 14057 10418 35275 15128 11292 Advances 21798.23 9278.45 21447.17 26255 10435 24574 28459 10904 26175 C:D Ratio 97 77 327 84 74 236 81 72 232 %age 89 96 94 89 95 97 87 81 98

Years 2006-07

2007-08

2008-09

According to NAFSCOB the total deposits and lending of co-operative Banks in India is much more than new private sector Banks. The exponential growth of Co-operative Banks in India is attributed mainly to their much better local reach, personal interaction with customers and their ability to catch the nerve of the local clientele.

Introduction towards Topic: Training

The game of economic competition has new rules. Firms should be fast and responsive. This requires responding to customers needs for quality, variety, customization, convenience and timeliness. Meeting these new standards requires a workforce that is technically trained in all respects. It requires people who are capable of analyzing and solving job related problems, working cooperatively in teams and changing hats and shifting from job to job as well. Training has increased in importance in todays environment where jobs are complex and change. Rapidly, companies that pay lip-service to the need for training, by lazily setting aside a few hours a year, will soon find themselves at the receiving end when talented employees leave in frustration and other employees find it difficult to beat rivals with new products, sophisticated designs and improved ways of selling. To survive and flourish in the present day corporate-jungle, companies should invest time and money in upgrading the knowledge and skills of their employees constantly. For, any company that stops injecting itself with intelligence is going to die.

Training
Training is concerned with imparting and developing specific skills for a particular purpose. For example, Flippo has defined training as the act of increasing the skills of an employee for doing a particular job.

Development
The term development refers to the nature and direction of change induced in employees, particularly managerial personnel, through the process of training and educative process. Any activity designed to improve the performance of existing managers and to provide for a planned growth of managers to meet future organizational requirements is management development. In the above figure training-development continuum has manual training at the one end and philosophy at the other end. The extreme left hand denotes the manual training which is given to operatives for performing specific jobs. Much of this training is job-oriented rather then career-oriented. As we go up in the hierarchy of the organization, we find more emphasis on other points of the continuum. Managerial personnel have grater needs for conceptual and human relations skills as compared to job-related skills. Therefore, their need for training does not remain confined to the development of skills needed for specific jobs. They require skills and competence for future managerial jobs besides their present jobs.

Training Methods

Training programmes offer something for everyone-from pre-employment preparation for the first job to pre-retirement courses for those who are due to retire soon. The range of training methods is such that they can provide opportunity to the unskilled become skilled; people for promotion at various levels of the organization. Training method are means of attaining the desired objectives in a learning situation. Various training methods have different orientation and, therefore, are situable for different groups of personnel as shown in following table :Table-Training methods, orientation and target trainees

Training method Specific job experience Job rotation Apprenticeship Vestibule training Lectures, programmed instructions Conferences /workshops Brainstorming Role playing

Orientation Doing the job better Understanding job linkage and multiskills Technical skills Technical skills Knowledge Knowledge Problem solving Multiskills

Target trainees All personnel Managerial personnel Operative Operative All personnel Supervisory, managerial Supervisory, managerial Supervisory, managerial

Company Profile

History of the Punjab State co-operative Bank

The Punjab State Cooperative Bank was established on 31st August, 1949 at Shimla vide registration No. 720 has a principle financing institution of the cooperative movement in Punjab. In 1951 its Head Office was shifted to Jalandhar from where it moved in 1963 to its present building at Chandigarh. In the cooperative Banking structure, the position of the Punjab State Cooperative Bank is extremely important as the whole credit system revolves around it. It has 18 branches and 3 extension counter in Chandigarh. There are 19 District Central Cooperative Banks having 813 branches all over Punjab, mostly in rural areas of the State. One new Central Cooperative Bank and 110 new bank branches have been opened during the last four years, 1997-2001.

History of the Bathinda Central co-operative bank

The Bathinda Central Coop. Bank was registered on 02.06.1949. It was bifurcated in two banks due to creation of new district Mansa in 1993. At time of Bifurcation this bank had 33 branches in the Bathinda District. This Bank is providing valuable services to farmers, traders, Govt. employees, Businessman, and students etc. Registration: Bank was registered on 02.06.1949 vide no. 759 Membership of affiliated societies as on date 31.03.2008: 880 Date of election of BOD: 24.11.2006 List of Key Personnel: (a) Chairman (b) Managing Director (c) District Manager Number of Branches: 41 Sh.Gurnam Singh Sema Sh. Gurpreet Singh Maluka Sh. Gurdip Singh 0164-5002304 0164-5002305 0164-5002308

10

The bank advances short and medium term loan to individual members through its affiliated cooperative societies seasonal agricultural purpose and for the marketing of the crops. The working capital of the bank is derived mostly from the share capital contributed by the cooperative societies and there deposits. The cooperative bank is turn arranges finances to meet the requirements of the members of cooperative societies. At present bank working under the able guidance BOD S having is total nine develops is MD, Chairman, Vice chairman, and different committee formed run the business of the bank.

Different committees farmed etc.

Mission
Promotion and sustenance of economic interest & providing easy finance, cost effective and quality banking services to customer & PACs.

Vision
11

We will force the future challenges with grit and take every possible step for the development of our institution. More steps will be taken to provide efficient services. Present customers will be retained and other customers will be attracted to increase market share. Bank will attract maximum deposit (especially low cost deposit) to strengthen its financial resources so as to reduce its dependency upon NABARD. Bank while diversifying its loan portfolio will provide medium term and long term loans to the maximum extent. Every effort will be made to open account of all the farmers of state. Bank will receive deposits from farmers and meet all their credit needs. Bank, for the sake of development of state, will strive hard to provide maximum and better services to customers especially farmers and for this wherever necessary, every effort will be made to modify the schemes. Bank will prepare its business plan every year and by implementing it, goals set will be achieved. Bank will professionalize and modernize the business. Bank is going to fully computerized with the support of NABARD.

12

DCCBs of PSCB (District Central Cooperative Banks)

Training and development programmes in PSCB

13

Introduction
Agriculture cooperative staff training institute in the state of Punjab was established in 1986 by the Punjab state cooperative bank Ltd. With the financial assistance from National Cooperative Development corporation under world bank-NCDC project. The main aim of setting up this institute was to provide training to the staff and committee members as well as education to the ordinary members of the primary agriculture services societies (PACS) during the project period of five year. After successfully completion of the project the institute started catering to the training needs of the whole short term credit cooperative in Punjab [particularly cooperative banks from 2001. the institute is running various training programmes of different categories of staff of cooperative bank. The Punjab state cooperative bank is giving high priority for the training of its staff as well as staff of its member bank. The institute is getting full support from the bank in the field of training. The institute is acting for the development of a cadre of professional bankers to meet the challenges of changing banking scenario. Since 1991, there has been tremendous change of banking sector which had affected cooperative bank to great extent. The tara pore committee, Narsimham committee and Vaidyanathan committee recommendations have put profound challenges to the cooperative banks. The technological changes in the banking sector are also affecting these banks. The institute is aware of these transformations and has geared up its training pans. The training institute of Cooperative banks cannot remain passive but must play an active role in providing consultancy, latest knowledge and skills to the cooperative banks. Acting a catalyst in the change process, this institute has decided to diversity its activities to face the challenge of time.

Objective
Sensitizing the banks of the challenges ahead and to prepare the employees to meet these challenges. Improving the operational efficiency of cooperative bank. Building up the managerial and leadership abilities among the officers for organizational effectiveness.

Training Needs Assessment

14

This institute assesses the training needs of the staff in the following ways. 1. Anticipation of the latest Latest developments in economic and banking sector (capital adequacy norms, asset liability management, prudential norms, and recommendations of various committees) are considered as training requirement. 2. Demand from central cooperative banks Various central cooperative banks at different occasions approach the institute to provide training to their staff in specific area. On the request of those banks the institute conducts field programmes as per the convenience of the client of banks. 3. Policy matters of management The institute keeps in touch with the policy decision of the reserve bank of India, NABARD central government RCS and Apex bank management, institute develops and organizes training programmes for effectives implementation of these decisions. 4. Faculty Members Visit Faculty members of this institute frequently visit cooperative banks at different intervals to study operational problems of the banks and to indentify the training needs of staff. 5. Audit Reports and Inspection Reports These reports do provide useful indication for the training needs in banks. We continuously study these reports to find out procedural gaps and problems of the banks.

Course design

15

The training programmes are designed by conducting a critical analysis of training needs of bank staff. Each member of faculty is advised to design at least two training programmes in a year. The training programmes along with detailed course contents prepared by them are then discussed in a faculty meeting. In this meeting the members of faculty share their opinion to refine the programmes. Training programmes developed by the faculty are discussed in standing training advisory committee for its approval. While designed the course, views of exports in the related field are also taken. The managers of client banks are also consulted before finalizing the course. The policy matters of banks are also kept in mind during the exercise so that training effort do not get visited.

Monitoring and Evaluation

After the en d of each training programmes we ask participant to evaluate the training programmes. For the purpose they had given a questionnaire for evaluation. We also do evaluation in a informal way in the mid of training programmes. The evaluation for trainees serves useful information to the institute in improving and reframing the training programmes. The performance monitoring of the institute is done by management of the bank very closely. The management takes keen interest in the working of the institute.

Financial Matter
During the project period, all the expenses of this institute were borne by the NCDC. From july1992, the Punjab state cooperative bank started taking care of financial needs. Since 1996, NABARD Has started giving financial assistance up to 60% of the training cost of training of bank employees. Rests of the expenses of the institute are born by the PSCB without putting burden on cooperative banks.

16

Training achievements
The institute is running three channels. In the year 2007-08 , the institute conducted 114 training programmes, seminars and workshops in which 2404 participant were trained. In current, institute has conducted 56 training programmes up to 28 Feb, 2009 and 954 employees have participated in these training programmes.

Infrastructure
The training institute is running in its own building in Jalandhar . it has two class rooms, one conference hall and one computer lab and all are air conditioned and furnished with full furniture. There are twenty computers and one server of latest configuration in computer lab . Institute has a rich library having more than 3500 books on different subjects. Office work of the institute is totally computerized. Institute has all modern training aids (three OHPs, one portable OHP , three multimedia projectors , three television sets, white boards, Photostat machine) for the training purpose. All faculty members have been provided with laptop for conducting classes, data analysis and preparation of training material.

Hostel
There are 28 rooms in the hostel of duel occupancy, a recreation hall and dining hall. The trainees are provided lodging facility free of cost.

Other major achievements

1. Outstation Programmes: Keeping in view operational problems of DCCBs , institute conducts some outstation Programmes head quarters of the DCCBs.This approach has advantage of disseminating information to all the officers of same bank at one place regarding their new policies and CCBs and PSCB Bi-annual conferences on performance of cooperative banks are conductors as a regular feature now.

17

2. Computer Training Lab:

We have installed a computer lab in the institute to provide training to the staff of the Bank. There twenty latest configured terminal with a server on which the training on (CBS) core banking solution is being given to employees of cooperative banks. We have chalked out various training programmes for different categories of cooperative banks.

3. Profit Centers :
On the recommendations of ACSTI, all branches of CCBs and PSCB have been declared as PROFIT CENTRES and we are providing required consultancy to these banks in this regard . The management of the banks has adopted this approach. This training institute has designed training programmes to train all the branch manager of the cooperative bank in branch planning so that each branch managers can develop his branch as profit center.

4. Performance Budgeting :
On the recommendations of institute, performance budgeting in PACS and CCBs have been started from 01.04 2002. The institute has designed detailed scheme, Performa and guidelines for this purpose. This was highly appreciated by the registrar cooperative societies. To help field functionariesin implementing performance budgeting, institute various field programmes at district level .

5. HRD Cell :
ACSTI is also working as HRD cell of cooperative banks. We have data base of all district central cooperative banks and Punjab State Cooperative Bank. Employees for training at national level institute are selected and sponsored by ACSTI , keeping in view the utility of programmes for the bank.

6. Performance Analysis of DCCBs :

18

Every year a conference of DCCBs manager is conducted to analyze their performance and to examine their future strategies.

7. Product Development :
Institute is actively engaged in development of new product lines for the banks. It has developed new loan schemes such as loan against Retail Income, Earnest Money Loan Scheme, which have been adopted by the district central cooperative banks in Punjab.

New Invitation
1. yoga classes: Yoga classes are conducted daily from 6.00 Am to 7.30 Pm for the trainees in the Hostel. 2. HRD Sessions: A Session on behavioral aspects is organized for all the classes from 9.00 Am to 10.30 Am. Experts from various organizations are invited to con duct these sessions. 3. Library Assignment : To inculcate reading habit, trainees are made to extensive use of library. Some library assignments are given in all the courses. Faculty development Most important asset of training institute is competent &committed faculty. Therefore, faculty development is the most important area of concern for the institute. Institute has adopted the following system for its faculty development:1. Every faculty has to attend two training programmes at national level institute such as NIBM , BIRD , IIM etc. 2. Internet facility has been provided to each faculty member in his office. 3. Every faculty member is provided two economic news papers at his office. 4. Important articles published in journals/ newspapers are discussed in house meeting.

Faculty workload

19

Every faculty member has to conduct a book review quarterly. Every faculty member has to publish a research paper or guide a research scholar. Every faculty member is required to prepare two training programmes annually. On the average every member is supposed to take 2 classes daily.

FUTURE PERSPECTIVE Cooperatives are not unaffected by structural adjustments and globalization of commodity market. As a result, Cooperative Banks are required to redesign their strategies for sustainability and growth. The economic reforms initiated by the government of India in 1991 have affected the Financial Institutions including the Cooperative Financial Institutions. These reforms aim at liberalization and deregulation of Indian economy. The Cooperative Banks of Punjab have accepted the reforms in Indian economy, especially, the financial reforms in right spirit. Since these Banks have mainly been providing credit to agriculture sector, changes in agricultural economy affect them more closely. The Banks envisage following scenario as a result of liberalized agricultural policy : With this perspective, the Cooperative Credit Policy, both for short-term and long term requirements of the farmers, needs to be restructured. Accordingly, the Cooperative Banks in the State resolve to pursue credit policy in keeping with the following.

The Cooperative Banks would act as catalyst to bring about and sustain diversification in agricultural sector in keeping with the liberalized economy. Credit provisioning and interest rates would be restructured induce diversification of agriculture. Greater thrust would be given on short-term loans for cultivation of sugarcane, sunflower, vegetables and fruits and long term loans for warehousing, commercial dairies, cattle breeding and marketing infrastructure. Cash Credit Scheme would be pursued for Primary Milk Producers Cooperative Societies to encourage quality milk production in the State. The Cooperative Banks would continue to be farmer driven, ensuring to make agriculture a multi-functional occupation. They would finance and support agri-business, agroprocessing and farm equipments industry to supplement and complement farmers sources of income. The Cooperative Banks would give greater thrust on processes and initiatives aimed at improvement in quality of agricultural produce and products by giving liberal

20

finance for technology introduction and up-gradation and for procuring high quality agro-inputs. The Cooperative Banks would encourage creation of common assets like storage facilities, farm machinery like tractors and other agricultural implements at the level of Cooperative Marketing-cum-Processing Societies and PACS so as to reduce debt burden and input costs of the farmers. The Cooperative Banks would pursue with renewed vigor lending in non-farm sector of economy, especially for those rendered surplus in rural and semi-urban areas due to liberalized agriculture policy Gainful self employment activities and small businesses would be promoted by providing cheap, easy and adequate credit. Special schemes and products would be launched for low income groups including small and marginal farmers. The Cooperative Banks would forge inter-se linkages in financing the Projects, requiring long-term capital investment and short term working capital, PSADB/PADBs would provide for long-term capital finance which would be supplemented by short-term working capital finance by PSCB/CCBs. The Cooperative Banks would provide medium and short-term finance for promotion of housing, particular for rural population in the State.

SWOT Analysis
21

A SWOT analysis is done to know the strength, weakness, opportunities, and threats of an organization, company or bank. The SWOT analysis of PSCB is as following:STRENGTH: The bank provide the easiest way to open a new account in to any of its branch and the customer has to fill minimum requirements. The bank has the branches in the remote areas where the branches of other banks are not yet opened which give the bank edge over the other banks. As the bank is a cooperative bank thus bank gets the advantage of getting priority by the different cooperative societies for transactions and loans. Due to cooperative people has faith in the bank. It has deep roots in the community .

WEAKNESS: The bank has too short staff. Lack of trained and devoted staff. Most of the branches are not online however they are computerized. Less advertisement of banking schemes. The most important weakness of it is that a large part of it, is managed by large farmers with result that the small and marginal farmers are deprived of their due share.

OPPORTUNITIES: Being the cooperative bank it has the opportunity to finance government projects. Existence of bank in remote areas is also a good opportunity. Providing g ATM facilities may take bank a long way.

THREATS:

22

Increasing roots of the public sector banks. Online or mobile banking facilities of other banks. Facilities like zero balance account by public sector banks.

Objectives of study
1. To identify the needs for training and development of employees with special reference to The Bathida Central Coperative Bank Limited. 2. To understand the concept of training and development and their role in developing individual competencies. 3. To understand various methods of training and development and their suitability. 4. To understand the nature of self development and its effectiveness. 5. To know the employees satisfaction level towards training programmes of the bank. 6. To know the qualities in a trainer.

23

Limitations of study
1. While every effort was made to get the questionnaire filled personally even than some elements of biasness might have crept in. 2. Due to lack of time, some people gave little information required for questionnaire. 3. The research area was limited. 4. They may be analytical, interpretation and statistical error in the project report. 5. There are also the problem of conceptualization and also problems relating to the process of data collection and related things. 6. Sometimes the employees conceal the right information because they do not have the confidence that the material supplied by them will not be misused.

Chapter 2 Research methodology

24

Research methodology constitute an important part of this project. Research methodology gives a systematic way about how research can be done properly. Without research methodology it is not possible to carry out this project named Training and development of employees (With special reference to the Bathinda central cooperative bank ltd.). the main objectives of this research are as following: To gain familiarity with the phenomenon of training and development for employees or to achieve new insights into it. To portray accurately the characteristics of a particular individual, situation or a group.

Limitations of research The lack of scientific training in methodology of research is a great impediment for research. A great deal of primary data of non-confidential nature remains untouched. Difficulty of adequate and timely secretarial assistance, including computerial assistance caused unnecessary delays in the completion of research studies. Library management and functioning was not satisfactory. There is also the difficulty of timely availability of published data.

Research design:-

Since the aim was to obtain complete and adequate information regarding the study, research design for this project is descriptive. The procedure is carefully planned. The selected research for this study makes enough provision for protection against bias and maximizes reliability, with due concern for the economical completion of research study. The selected research design focuses attention on the following :a) Formulating the objective of the study (what the study about and why is it being made) b) Designing the methods of data collection (what techniques of gathering data will be adopted) c) Selecting the sample (how much material will be used) d) Processing and analyzing the data. e) Reporting the finding.

25

Sample Size, Sampling Unit and Sources of Data

Sample Size:As it is offer said that the sample should neither be excessively large nor small. Every effort is made to decide the optimum sample so that it can fulfill the requirements of efficiency, representativeness, reliability and flexibility. Taking into consideration the budgeting constraints, the sample size is restricted to 42 respodents. Sampling Unit:A decision has to be taken concerning a sampling unit before selecting sample. Sampling unit may be a geographical one such as state, district, village or a construction unit such as house, flat etc. or it may be a social unit such as family, club, school etc. or it may be an individual. The sampling unit in this project is geographical and of district level. The geographical area is district bathinda. For the purpose of the study, the respondents from the head office of the bathinda central cooperative bank and its two other branches have been selected. Sources of Data :Two sources of data are used for the completion of research work. 1. Primary sources 2. Secondary sources

Primary Sources:For collecting primary data a self-designed questionnaire is used. Under this questionnaire, the questions which are related to know the training and development of employees (with special reference to the central co-operative bank) were included. To get the questionnaire filled, respondents were directly communicated. The main aim of designing the questionnaire is to get the meaningful data which is not available for secondary data. While designing the questionnaire, the main aspects of questionnaire like question sequence, formulation and wording have been given importance. The reasons why this method is used to collect the primary data are as under:a) Less costly as comparison of other methods of data collection. b) It is free from the bias of interviewer. c) Respondents had adequate time to give well thought out answers.

26

Some problems have been faced while collecting data with this method .which are:a) Low rate of return of the duly filled in questionnaire, bias due to no response was often indeterminate. b) There was also the possibility of ambiguous replies or omission of replies altogether to certain questions. c) It was difficult to know whether willing respondents are truly representative. Secondary sources :Since the primary data was not sufficient to complete the project, so secondary data is also used. The secondary data is taken from: the internet , books, magazines and journals.

Chapter 3-Data Analysis And Interpretation

27

To know the role of training and development , I did survey of 42 employees in the bathinda Central Cooperative Bank through the method of questionnaire. Results of the survey and feedback which was given by the employees are as under:Table 1- role of training and development Type of role Increase in marginal efficiency Increase in moral of employees Better human relations Reduced supervision Total Graphically presentation:16 14 12 10 8 6 4 2 0 14 10 8 10

No. of respondents 14 10 8 10 42

Percentage (%) 33.3% 23.8% 19.1% 23.8% 100%

Interpretation :From the given table and chart, it can be said that 33.3% employees think that training and development increase the marginal efficiency. 23.8% thing that it increase moral of employees, 19.1% think for better human relations and 23.8% think it reduces supervision as well. As it can be seen that majority of employees think that training increase their managerial efficiency.

reduced supervision

increase in managerial efficiency

increase in morale of employees

better human relation

28

Table 2- Need of training to the existing employees in case of new technology Response Yes No Total Graphically presentation:N.o r s o d n o f e pne t s
3 5 3 0 2 5 2 0 1 5 1 0 5 0 ys e n o 1 2 3 0

No. of respondents 30 12 42

Percentage (%) 71.42% 28.58% 100%

Interpretation:It can be seen that training to existing employees is an important as to the new employees. The 71.42 % employees think that sometimes new technology come and they find themselves unaware about that. The 28.58% employees think that it is not necessary to give training to the existing employees. So the training should also given to the existing employees so that they can give their best outcome.

Table 3-Levels at which training should be given

29

Type of level Operative level Managerial level At both levels Total Graphically presentation :-

No. of respondents 20 12 10 42

Percentage 47.61% 28.57% 23.82% 100%

No. of Respondents
25 20 15 10 5 0 20 12 10

operative level

managerial level

At both both levels

Interpretation :From the above chart and table, it can be said that 42.61 % employees think that training should b e given only at the operative level since their work is mostly clerical or mechanical. On the other hand, 28.52 % employees think that training should be given at managerial level also. 23.82% employees view that training should be given at both levels.

Table 4- Reason to give training at managerial level?

30

Reason Multi skill Performing more varied jobs Make supervision better All of the above Total Graphically presentation:-

No. of respondents 6 4 5 10 25

Percentage (%) 24% 16% 20% 40% 100%

No. of Respondents
12 10 8 6 4 2 0 Multi skill performing more varied jobs make supervision better all the above 6 4 5 10

Interpretation:It can be interpreted from the given data that most of the employees think that at managerial level, the training is required to develop in employees multi skill, performing more varied jobs and to make supervision better.

31

32

33

34

35

36

37

38

39

40

41

42

43

Table 5- Identifications of training needs Method Organization Analysis Task Analysis Man Analysis Total Graphically presentation:No. of respondents 16 8 18 42 Percentage 38.09% 19.05% 42.86% !00%

44

No. of Respondents
20 15 10 5 0 organisation analysis task analysis man analysis 8 16 18

Interpretation :According to the above table and chart it can be said that 38.09% of the employees say that training needs can be identified according to the nature of the organization. The other 19.05% employees say that the best way to identify training needs is according to nature of job and the other 42.86% employees think that it should be done by analyzing the man. So it can be said that the best way to identify the training needs is by analyzing the specific job so that right person at the right job can be requited.

Table 6- Quality in managers for self-development The managers must be :Quality The proactive agent of change Control of external stimuli Measure the progression towards development All of the above Total No. of respondents 13 10 9 10 42 Percentage (%) 30.96% 23.81% 21.42% 23.81% 100%

45

Graphically presentation :No of Respondents

14 12 10 8 6 4 2 0 13 10 9 10

The proactive agent of change

contorl the external stimuli

measure the progression towards development

all the above

Interpretation:From the above stated data, it can be said that a manager should have all the qualities like he must be the proactive agent of change, he could control the external stimuli and could measure the progression towards development. Only than he can develop himself.

Table 7- Achievement of self-development Method Developing self-awareness Adopting method of self- developing Total Graphically presentation:No. of respondent 30 12 42 Percentage (%) 71.42% 28.58% 100%

46

No. of Respondents
35 30 25 20 15 10 5 0 30

12

developing self awareness

adoptiong methods of self- development

Interpretation :As the diagram indicates that 71.42% of the employees achieve self-development by developing self awareness while other 28.58% achieve this by adopting methods of development. So self-awareness is the best way for the self- development.

Table 8- Method for the self-development Method Self-behaviour management Time management Developing self study Total Graphically presentation:No. of respondents 5 20 17 42 Percentage (%) 11.90% 47.62% 40.48% 100%

47

Method
25 20 15 10 5 0 5 20

17

Self -behaviour management

Time management

Developing self study

Interpretation :As the diagram indicates that most of the employees of the organization believe in adopting all the methods for self-developing i.e. self-behaviour management , time management and development through self study.

Table 9- Benefits of employees from self-development Feature Patience Politeness Communication skill Internal & external knowledge Total No. of respondents 5 7 15 15 42 Percentage (%) 11.90% 16.66% 35.72% 35.72% 100%

48

Graphically presentation:-

Benefits
20 15 10 5 0 15 5 Patience 7 15

Communitio n skill

Interpretation:It can be said from the above table and chart that 11.90% employees think that by developing themselves they become more patience, 16.66% says that they become more polite, other 35.72% says they become extrovert and 35.72% says that they become highly knowledgeable. In the end, it can be said that self-development increase the knowledge of employees.

Table 10 Qualities in a trainer Type of quality Methodical and well-planned Knowledgeable and competent Good communication skills All of above Total No. of respondents 10 15 9 8 42 Percentage (%) 23.81% 35.71% 21.43% 19.05% 100%

Internal & external Knowledge

Politeness

49

Graphically presentation:-

Quality
20 15 10 5 0 15 10 9 8

Methodical and well planned

Knowledgea ble and competent

Interpretation:As stated above, a company seeks various qualities in a trainer so that the trainer may give adequate training to its employees and may increase their effectiveness. These qualities include methodical and well-planned, knowledge and competent and good communication skills.

Table 11- Training programmes in a year Frequency One Two Three Quarterly Total Graphically presentation:No. of respondents 3 10 15 14 42 Percentage (%) 7.14% 23.81% 35.72% 33.33% 100%

good communicat ion skill

All of the above

50

No. of Respondents 16 14 12 10 8 6 4 2 0 15 10 14

One Interpretation:-

Two

Three

Quarterly

It can be said from the given table and chart that 7.14% employees want that at least one training programmes should designed in a year. The training programmes along with detailed course contents should be prepared. 23.81% think that two training programmes is sufficient in a year. 35.72% suggest that there should be three training programmes in a year. 33.33% employees suggest that training programmes should be conducted quarterly. So at least there should be two training programmes in a year.

Table 12- Satisfaction level of employees towards training and development programmes Level of satisfaction Extremely satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied No. of respondents 5 15 10 7 Percentage (%) 11.91% 35.71% 23.81% 16.66% 51

Extremely dissatisfied Total Graphically presentation:-

5 42

11.91% 100%

No.of Respondents
16 14 12 10 8 6 4 2 0 15 10 5 7 5

Satisfied

Interpretation :From the above diagram and table, it is obvious that 11.91% of employees are extremely satisfied from the training & development programmes, 35.71% are satisfied , 23.81% are neither satisfied nor dis-satisfied and other 16.66% is revealed indifference. Summing up, it has been found that a substantial proportion of respondents is satisfied.

Table 13- Reasons for dissatisfaction with regard to training and development Reason Inefficient trainers Low frequency of training programmes Any other Total No. of respondents 4 8 --12 Percentage (%) 33.3% 66.7% --100%

Dissatisfied

Extremely dissatisfied

Neither satisfied nor dissatisfied

Extremely satiafied

52

Graphically presentation:-

No.Of Respondents
10 8 6 4 2 0 8 4 0 Inefficient trainers Low frequency of training programmes Any other

Interpretation :Among the dissatisfied respondents, 4 respondents are dissatisfied due to in efficient training staff and the other 8 respondents are dissatisfied due to low frequency of training programmes in a year.

Finding relative to problem

From the practical project which was aimed to know training and development of employees (specially reference to the Mansa Central Cooperative Bank, Mansa), I came to know about following things: The bank focuses on increasing operational efficiency by way of training.

53

Employees expect to give them training at both levels i.e. managerial level as well as at operative level. 71.42% of the employees are in favour of giving training to the existing employees also. Employees think that self development also helps in increasing managerial efficiency. Employees view that self-development can be achieved by adopting developmenttechniques like time management or self behaviour management. The training needs can be identified by task or job analysis. According to the employees self-development can be achieved by developing selfawareness. The trainer should be methodical and well planned , highly knowledgeable and should have good communication skill. The employees expect that there should be more training but of short in in a year.

Suggestions & recommendations

1. Professionalization of management is one of the basic prerequisites of cooperatives. Both the personnel as well as directors of management should be exposed to regular training, interaction and orientation. 2. Adoption of scientific planning for deployment of human resources on the principle of right man for the right post at right time would help co-operatives to accelerate 54

the pace of reforms. Human resources need be proactive. Motivation, recognition for good work and leadership be inculcated for augmenting productivity. 3. Strengthening information and database of cooperatives is of utmost importance. MIS need be adopted by the process of computerization and inter-connectivity to provide best services to members and customers with anytime and any where service. 4. Refresher training to the employees should be given time to time. 5. Extension of co-operative education and training at village level through an integrated approach of adult education in rural areas. 6. All three segments of cooperative bank should jointly workout a coordinated strategy for establishing workable synergy to complement each other. 7. Customers satisfaction must be the top priority of the bank. 8. More branches should be opened. 9. Bank can provide the facility of zero balance account to the students and employees . 10. Customer care centre should be established. 11. Help line number should be given to every customer. 12. Credit card facility should be provided to the customers. 13. All branches should be online.

Chapter 4- Conclusion
The study is concerned with reference to training and development of employees. From the above study , we can say that co-operative banks are very important part of Indian Banking System. The Punjab State Cooperative bank has its own training and development programmes with the objective of increasing the operational efficiency of its employees. The bank is providing time to time training to the new as well as existing employees. The bank being cooperative in nature the people have faith in it. The bank has deep roots in

55

the community. The professionalization of management is one of the basic prerequisites of cooperatives. The training are identified before giving training to the employees. There should be at least two training programmes in a year. Some of the employees are not fully satisfied from the training programmes of the bank due to some reasons. Efficient and effective management is an area where the co-operative banks have failed to make any real process. The bank suffered mainly due to the number of reasons like mismanagement, lack of supervision and inspection.

Bibliography

Books 1. Indule, C.B.Co-operative Banking in India (1989), confidential prakashan, poona. 2. Bhatia B.S.and etal, Encyclopaedia of cooperative management, Deep & Deep publication, Delhi, 1994. 3. J.S.pasricha, research study on cooperative banking in Punjab,1999. 56

4. Prasad ,L.M principles and practices of management education publishers , new Delhi 5. Audit report the Mansa Central Cooperative banks Mansa(31-3-10) 6. District Mansa credit plans 2010-11 7. Manual instructions of deposiy accounts

Internet websites:1. www.pbcooperatives.gov.in 2. www.wikipedia.com 3. www.indiaeducation.ernet.in

Annexure (questionnaire) Name Age Address Sex:- 1) Male 2) Female

57

Contact no. Q:-1. According to you what is the role of training and development? A. Increase in efficiency B. Increase the morale of employees C. Better human relations D. Reduced supervision Q:- 2. Should the training be also given to the existing employees in case of new technology? A. yes B. No Q:-3 At which level the training should be given? A. Operative level B. Managerial level C. At both level Q:-4 Why should the training be given at managerial level? A. B. C. D. Multi skill Performing more varied jobs Make supervision Better All of the above

Q:-5 How can the training needs be identified? A. Organization analysis B. Task analysis C. Man analysis Q:-6 what should the quality in managers for self-development? The managers must be

58

A. B. C. D.

The proactive agent of change Control the external stimuli Measure the progression towards development All of above

Q:-7 How can self-development be achieved? A. By developing self-awareness B. By adopting methods of development Q:-8 Which method should be used for the self-development? A. B. C. D. Self-behaviour management Time management Developing self study All of above

Q:- 9 what type the quality come in employees by developing self-development? A. B. C. D. patience politeness communication skills Internal& external knowledge

Q:- 10 what quality dose a company expect in a trainer?

59

A. B. C. D.

Methodical and well planned Knowledgeable and competent Good communication skill All of above

Q:-11 how many training programmes should be conducted in a year? A. B. C. D. One Two Three Quarterly

Q:- 12 Are you satisfy with the training and development programmes of tis bank? A. B. C. D. E. Extremely satisfied Satisfied Neither satisfied nor dis-satisfied Dis-satisfied Extremely dis-satisfied

Q:-13 what are the reasons of dissatisfaction with regard to training and development? A. Inefficient trainer B. Low frequency of training progammes C. Any other

60