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Chapter One

INTRODUCTION
1.1. INTRODUCTION
1.2. RATIONALE OF THE STUDY
1.3. OBJECTIVES OF THE STUDY
1.4. RESEARCH METHODOLOGY
1.5. LIMITATIONS OF THE STUDY
1.6. ORGANIZATION OF THE REPORT

1.1. INTRODUCTION:
Bank as an economic institution contributes to the development of any economy
and is treated as one of the important service industries in the modern economy.
Economic history shows that development has been introduced everywhere with
the banking system and its contribution towards financial development of a
country is the highest in the initial stage. Modern banks play an important part in
promoting economic development of a country.
The Janata Bank Limited (JBL) is one of the new generation public banks that
began its journey in 3rd June, 2001, registered under the Companies Act, 1994,
has become one of the few top performing banks in the country. As a full-fledged
commercial bank, The JBL offers services to meet all kinds of banking needs of
customers which include deposit banking loans and advances, export and import
financing, inland and international remittance facilities etc.

1.2. RATIONALE OF THE STUDY:


In todays world, only academic education does not make a student perfect to
become competitive with the outside world. Internship is highly needed to gain
idea, knowledge and experience. The perfect coordination between theory and
practice is of paramount importance in the context of the modern business world
in order to resolve the dichotomy between these two areas. As a part of the
Internship

Program

of

Bachelors

of

Business

Administration

program

requirement, I chose to do my internship in the Janata Bank Limited (JBL) for the
required period starting from 13th February 2014 to 20th March 2014. After
completing four years cumulative study, it is very important to conduct with
practical study for having a strong idea about real happening. Janata Bank
Limited, Sheraton Hotel Corporate Branch, Dhaka is a place where I learn many
things about business dealings. This organization has created a positive image to
the customers mind by providing better service. This bank has introduced some
2

modern banking technique to create market demand. JBL, Sheraton Hotel


Corporate Branch, Dhaka provided me a good working environment. As an intern
student, I have the opportunity to work with this organization; I acquire idea about
real business world. The proposed topic of this report is Training &Development
Systems of Janata Bank Limited.
As the number of commercial banks is growing on, the competition among these
is also immense than ever before. Bangladesh as a developing economy has a
lot left to be desired and there are lots of scopes for massive improvement. In an
economy like this, banking sector can play a vital role to improve the overall
economic condition of the country. The banks by playing the role of an
intermediary can mobilize the excess fund of surplus sectors to provide
necessary finance, to those sectors, which are needed to promote for the sound
development of the economy. Sound development is possible when banking
operations run smoothly. This largely depends on the nature of human resource
the bank has. This report is an effort to determine the effectiveness of training
and development process of Janata Bank Limited.

1.3. OBJECTIVES OF THE STUDY:


Broad Objectives:
The primary objective of this report is to determine the effectiveness of training &
development systems for the employees of Janata Bank Limited.
Specific objectives:
To impart to new entrants the basic knowledge and skill they need for an
intelligent performance of definite tasks.
To ensure that each employee is equipped with capabilities to perform
various tasks associated with his role.
To examine the current training and development program of JBL.

1.4. RESEARCH METHODOLOGY:

1.4.1 METHODOLOGY
1.4.2 POPULATION OF THE STUDY
1.4.3 SAMPLE SIZE
1.4.4 DATA COLLECTION SOURCES
1.4.5 DATA COLLECTION METHODS
1.4.6 ANALYZING OF DATA
1.4.7 DATA PROCESSING AND ANALYSIS
1.4.8 TOOLS FOR PRESENTING ANALYSIS
1.4.9 DEMOGRAPHIC INFORMATION

1.4.1. METHODOLOGY:
This report is prepared with several information and practical work experience.
Documents & information is collected and organized in a scheduled method for
better understanding and fair presentation. The methodological information is
provided below:

1.4.2. POPULATION OF THE STUDY:


As this report is on Training &Development Systems of Janata Bank
Limited the population is all the employees of Janata Bank Limited.
1.4.3 SAMPLE SIZE:

Janata Bank Limited is a large commercial bank having a wide range of


employees. It is not possible to cover all the employees. As an internee of
Sheraton Hotel Corporate Branch, Dhaka, Janata Bank Limited, I selected
employees of this branch. 24 employees are taken as sample. Various questions
are asked them regarding training and development.
1.4.4. DATA COLLECTION SOURCES:
The study input was collected from two sources:
a) Primary sources:
Practical desk work.
Face to face conversation with the officer.
Direct observations.
b) Secondary Sources:
The secondary data has been collected from different conceptual matters & the
sources include:
Internal Sources:
1. Annual reports of Janata Bank Limited (2010, 2011 & 2012).
2. Different documents& prospectus of Janata Bank Limited.
3. Previous different research report.
4. Any information regarding the Banking sector.
External Sources:
Different books and periodicals related to the banking sector.
Bangladesh Bank Report.
Newspapers.
Website of Janata Bank Limited (www.janatabank-bd.com).
1.4.5. DATA COLLECTION METHODS:
For preparing this report following data collection methods are used:

Interview Method: Data and information are collected by face to face interview.
Interview is taken from concerned officers and other employees of Janata Bank
Limited.
Questionnaire Method: A questionnaire is an efficient tool for data collection.
Questionnaire method is used for collecting information from employees.
Observation Method: Where are interviews and questionnaire elicits responses
from the subject; it is possible to gather information by observing the work of
respondents.

1.4.6. ANALYZING OF DATA:


To arrange data properly includes three steps:
Editing: Editing of data is process of examining the collected raw data to
detect errors and to correct these when possible. This is done on survey
questionnaire.
Coding: coding refers to the process of assigning numerals or other
symbols to answer so that responses can be put into a limited number of
categories or classes. This is shown on tools for presenting analysis.
Tabulation: When a mass of data has been assembled, it becomes
necessary to arrange the same in kind of concise and logical order. This
procedure is referred to as tabulation. This is presented in demographic
section.

1.4.7. DATA PROCESSING AND ANALYSIS:


Primary data is gathered from the practical work in the JBL. The JBL officials also
cooperate and help me to get my necessary information by answering my several
What, When, How questions. Written notes are maintained to process the data in
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later. Ive to answer several questions of the employee and if I dont know the
answer then they answers it and thus I got informed about this matter. The data
are the combination of structured and unstructured for the proper presentation in
the written work paper. The collected data has been analyzed by using MS Excel
Software.
Secondary data needs less processing efforts. This data is more formal and
highly identified. These need analysis for appropriate positioning in this report.
Here, an attempt is made to keep this data more understanding and informative
to present the report statements more familiar with bank features & more
supportive with internship purpose.
1.4.8. TOOLS FOR PRESENTING ANALYSIS:
The analysis has been presented through mean, Standard Deviation and
correlation test based on survey questionnaire shown on appendix. The answers
have been categorized on following scales:

SA= Strongly Agree = 5


A= Agree = 4
N= Neutral =3
D= Disagree =2
SD= Strongly Disagree = 1

Excellent = 5
Good = 4
Standard = 3
Poor = 2
Very Poor = 1

The answers 5 or close to 5 means that respondents agree with the factor or is
very excellent in his organization and answers close to 1 means that respondents
disagree with the factor or is very poor in his organization.
Correlation of different factors with the effectiveness of training has also been
determined. For positive result it is assumed that there prevails a close
association of the factor with the effectiveness of training and for negative result
it is also assumed that there is inverse relationship between the factor and the
effectiveness of training.
7

1.4.9 DEMOGRAPHIC INFORMATION:


1.3.9.1 AGE

N=24
20-25

Male
Female
Total

2
0
2

25-30
5
1
6

Above 30
10
6
16

Total
17
7
24

1.4.9.2 SEX

Percentage
70.83%
29.17%
100%
Table: 1

N=24
Male
Female
Total

17
7
24
Table: 2

1.4.9.3 MARITAT STATUS:


Single
Male
Female
Total

2
0
2

N=24
Married
15
7
22

Divorced
0
0
0

1.4.9.3 EXPERIENCE

Male
Female
Total

Total
17
7
24
Table: 3

N=24

Less than 3 3 to 5 years

More than 5 Total

years
6
1
7

years
7
3
10

4
3
7

17
7
24
Table: 4

1.5. LIMITATIONS OF THE STUDY:


Limitation comes automatically in the way of doing something. A task large or
small must have to face some limitations in its completion. In a running process
sometimes various things and working incentive may be necessary but we dont
get it all. Those things could be more helpful for our work but we may not have it
for several reasons are called limitations. In the process of completing the
internship program, some limitations were identical. They are as follows:
Due to time and cost restrictions, the study was bound to be concentrated
in selected areas of the bank. To continue study in such a vast area
requires a big deal of time. As an internee I only had two months on hand,
which is not enough.
As financial organizations banks maintain confidentiality of their valuable
data. As a result the study mostly depended on official files and annual
reports.
It is very difficult to verify the accuracy of the collected data.
JBL as a commercial bank is very busy and the personnel engaged in
training and development department are unable to spare much time for
discussion about various topics.
Organizational confidentiality is maintained in every formal organization for
the security of their documents and competitive tools. It creates an
information lack for proper presentation of written papers.

Even though, there are some limitations I have tried my best to collect adequate
data and information to make the report meaningful. This work was done in
9

Janata Bank Limited, Sheraton Hotel Corporate Branch, Dhaka. So comparisons


and evaluation is done in a specific way. Many branches could have various
working environments but it is conducted with just one branch.

1.6. ORGANIZATION OF THE REPORT:

Chapter Two

LITERATURE REVIEW OF TRAINING AND DEVELOPMENT

LITERATURE REVIEW OF TRAINING AND DEVELOPMENT

10

A literature review is a description of the literature relevant to a particular field or


topic. It gives an overview of what has been said, who the key writers are, what
are the prevailing theories & hypothesis, what questions are being asked & what
methods & methodologies are suited.
(Ricky W. Griffin, 2008) stated that regardless of how effective a selection system
is, however, most employees need additional training if they are to grow and
develop in their jobs. Evaluating their performance and providing feedback are
also necessary.
(Professor Muhammad Mohiuddin, 2007) stated that training and development is
a planned effort to facilitate employee learning of job-related behavior in order to
improve employee performance. Training denotes efforts to increase employee
skills on specific job and development denotes efforts oriented toward
improvement of ability to deal with versatile situations and future jobs. Both
training and development require need analysis, individual performance analysis
and development of appropriate training and development program for a specific
group of employees.
(Stephen P. Robbins & Mary Coulter, 2014) stated that employee training is an
important HRM activity. As job demands change, employee skills have to change.
Managers, of course, are responsible for deciding what type of training
employees need, when they need it, and what form that training should take.
(Koontz & Weihrich, 2008) stated that managerial training as the use of mostly
short-term programs that facilitate the learning process to help managers do their
job better. Manager development as the use of long-term, future oriented
programs to develop a persons ability in managing.
(Ahmad and Bakar, 2003) suggest that employees who recognize the benefits of
training tend to be more committed and so be more willing to participate in an
organizations training activities.

11

(Barrett & OConnell, 2001) emphasized the importance of effective training for
organizational success. They realized the importance of employees training in
the workplace as training gives the impression of care and importance of
employees, so they will be loyal to the organization. Organizations that invest in
training give the feeling of values and employees will be less interested in
quitting.
(Harrison, 1999/2000) stated that employee Development was seen as too
evocative of the master-slave relationship between employer and employee for
those who refer to their employees as partners or associates to be comfortable
with.
(Bartlett 2001) defined perceived access of training in two terms: first, employees
feel free to obtain training opportunities which enhance awareness, skills and
abilities needed for the existing job. Second, there are less organizational
barriers for employees to participate in training. Another study conducted in
Chinese context also proved that effective and continuous commitment is highly
correlated to perceived availability of training.
(Oguntimehin 2005) emphasized the usefulness of training in the organization.
He identified the functions of training as follows: increases productivity, improves
the quality of work; improves skills, knowledge, understanding and attitude;
enhances the use of tools and machinery, reduces waste, accidents, turnover,
lateness, absenteeism and other overhead costs, eliminates obsolescence in
skills, technologies, methods, products, capital management etc.
(Gerbman, 2006) stated that the primary goal of many employee development
programs is to communicate the vision of the organization, help workers
understand the corporate values and culture, and show employees at every level
how they can help the company succeed.
(Wilson, 2005) there are also companies that require a certain number of training
hours for every employee at every level of the organization so that everyone
knows their role in carrying out the corporate mission.
12

(Ulrich, and Smallwood 2004) think that employee development programs cannot
exist without a culture that supports employees. Any effective program must have
strong support from people in senior management positions, and these people
must also serve as positive role models to subordinates.
(Debnath 2003) indicates that productivity of manpower in the banking sector of
Bangladesh will have to be increased by proper training both on the job and off
the job.
(Kozlowski & Salas, 2003) indicates that training needs assessment is
traditionally regarded as a diagnostic process that occurs before training. The
purpose of formal needs assessment is to identify the training targets.
(Kaufman and Valentine 1999) refer to needs assessment as the process for
identifying and prioritizing gaps in performance. In contrast, they define needs
analysis as the process for attributing cause to identify performance gaps.
Hence, the entire process will be referred as needs assessment. So, once
training has been conducted, a comprehensive evaluation should follow.
(Ford, 2006) stated thattraining effectiveness is a broad construct that identifies
situational or contextual factors impacting learning, retention and transfer. This
focus is critical for uncovering whether a training program was effective or
ineffective due to characteristics of the program or to factors outside the control
of the training system.
(Fisher et al 2006) said human resource development or workplace learning and
performance, coordinates the provision of training and development experiences
in organization.
(Desler 2005) stated that training refers to the methods used to give new or
present employees, the skills they need to perform their jobs. Training is futile if
the trainee lacks the ability or motivation to benefit from it.
(Stephen P. Robbins & David A. DeCenzo, 2005)stated that employee training is
a learning experience: it seeks a relatively permanent change in employees that
13

improves their job performance. Thus training involves changing skills,


knowledge, attitudes or behavior. This may mean changing what employees
know, how they work, or their attitudes toward their jobs, coworkers, managers,
and the organization.

14

Present Job

Actual
Performance

Next Job

Required
Performance

Present
Competency

The future

Required
New Competency
Competency
Required by Changed Technolo
Method

The Gap : Needs Identified by


The Gap : Needs Identified by Performance Review
Potential Review

Individual Training Needs


Additional needs
Identified by Top
Management

Enterprise Training Plan

On the job Training

Internal and External Training Organizational Developmen

Evaluation

15

Management development process and training. Adopted From John W. Humble,


Improving Business Result [Maidenhead, McGraw-Hill Book Company (UK), Ltd,
1968

Chapter THREE

PROFILE OF JANATA BANK LIMITED.

3.1. INTRODUCTION TO JANATA BANK LIMITED


3.2. CORPORATE PROFILE AT A GLANCE
3.3. VISION OF JANATA BANK LIMITED
3.4. MISSION OF JANATA BANK LIMITED
3.5. VALUES OF JANATA BANK LIMITED
3.6. STRATEGIES OF JANATA BANK LIMITED
3.7. OBJECTIVES OF JANATA BANK LIMITED
3.8. SERVICE AREAS
3.9. ORGANOGRAM OF JANATA BANK LIMITED
3.10. PRODUCTS OF JANATA BANK LIMITED

3.1. INTRODUCTION TO JANATA BANK LIMITED:


Janata means people. So Janata Bank Limited means peoples bank. Janata
Bank Limited is the 2nd largest state owned commercial bank of Bangladesh. It is
catering the need of the mass business people & also other peoples of the
16

society. Immediately after the emergence of Bangladesh in 1971, the former


United Bank Limited & Union Bank Limited were nationalized under Bangladesh
Bank order, 1972& renamed as Janata Bank Limited. JBL was incorporated as a
Public Limited Company on 21, May 2007 as per Company Act1994 & took over
business of then Janata Bank Limited with of its assets, liabilities, right power,
privilege & obligation on a going concern basis through a vendor agreement
signed between the People Republic of Bangladesh & Janata Bank Limited on
15, November 2007with a retrospective effect from 1 July 2007. All of its
operational activities are governed by the Bank Companies Act 1991.
Bangladesh bank issued licenses on 31-05-2007 in the name of Janata Bank
Limited to conduct the banking business. The bank provides all kinds of
commercial banking services to its customers including accepting deposits,
extending loan & advances, discounting& purchasing bills. The bank has opened
an NRB branch to render exclusive service to non-resident Bangladeshis. To
conducting merchant banking operation a company has been formed a
subsidiary by giving a name as Janata capital & investment limited. Its starts
operation on 26 September, 2010.jcl is now providing margin loan against
portfolio, underwriting of share in case of public offering, acting as issue manager
& trading in capital market on behalf of investors.
3.2. CORPORATE PROFILE AT A GLANCE:
Name:
Registered Address:
Legal status:
Date
Incorporation:
Paid up Capital:
Telex:
Phone:
Fax:
E-mail:
Website:
Swift Code:

Janata Bank Limited.


Janata Bhaban. 110, Motijheel Commercial Area, Dhaka-

1000, Bangladesh.
Public Limited Company.
of 21 May, 2007.
812.50 crore.
675840 JBDBJ, 671288 JBHOBJ.
PABX: 9560000, 9566020.
88-02-9564644, 9560869.
md@janatabank-bd.com, id-obd@janatabank-bd.com.
www.janatabank-bd.com.
JANB BD DH.
17

3.3. VISION OF JANATA BANK LIMITED:


To become the effective largest commercial Bank in Bangladesh to support
socio-economic development of the country & to be a leading banking institution
in southern Asia.
3.4. MISSION OF JANATA BANK LIMITED:
The Bank is committed to satisfying diverse needs of its customers through an
array of products at a competitive price by using appropriate technology and
providing timely service so that a sustainable growth, reasonable return and
contribution to the development of the country can be ensured with a motivated
and professional work-force.
3.5. VALUES OF JANATA BANK LIMITED:

PDA
G
ric
r
ogvc
o
fneo
w
eiru
t
stn
h
syit
ita
oyb
ni
al
li
it
sy
m

G D

D r i o g i A v Pw n

e cr i t otr ch y s f o i e t u s y n s

ti ao

bn

i a l li it sy

Table: 5

18

3.7. OBJECTIVES OF JANATA BANK LIMITED:


To earn and maintain CAMEL Rating 'Strong'.
To establish relationship banking and improve service quality through
development of Strategic Marketing Plans.
To remain one of the best banks in Bangladesh in terms of profitability and
assets quality.
To introduce fully automated systems through integration of information
technology.
To introduce fully automated systems through integration of information
technology.
To keep risk position at an acceptable range (including any off balance
sheet risk).
To maintain adequate liquidity to meet maturing obligations and
commitments.
To maintain a healthy growth of business with desired image.
To maintain adequate control systems and transparency in procedures.

To develop and retain a quality work-force through an effective human


Resources Management System.

To ensure optimum utilization of all available resources.

19

3.9. ORGANOGRAM OF JANATA BANK LIMITED:

Management Hierarchy of JBL

OR
GA
NO
GR
AM

Chairman
Managing Directors
General Manager
Deputy General Manager
Assistant General Manager

Senior Principal Officer


Principal Officer
Senior Officer
Officer
Sub Accountant
Senior Clark
Junior Clark

Table: 8

20

3.10. PRODUCTS OF JANATA BANK LIMITED:

12)3) ) CE D-r S e d pr ivt oi pc ser iso t d up c rot s d u c ts


Table: 9

21

Chapter Four

EMPLOYEE TRAINING AND DEVELOPMENT SYSTEMS OF JANATA BANK


LIMITED.
4.3. DEFINITION OF TRAINING
4.4. PURPOSES OF TRAINING
4.8. TYPES OF TRAINING
4.9. TYPICAL TOPICS OF EMPLOYEE TRAINING
4.10. METHODE OF TRAINING PROVIDED BY JANATA BANK LIMITED
4.11. DEVELOPING A SUCCESSFUL TRAINING NEED ASSESSMENT
4.12. TRAINING SYSTEM OF JANATA BANK LIMITED
4.13. DEFINITION OF EMPLOYEE DEVELOPMENT
4.14. BENEFIT OF EMPLOYEE DEVELOPMENT
4.15. EMPLOYEE DEVELOPMENT ACTIVITIES
4.16. ORGANIZATIONS APPROACH TO EMPLOYEE DEVELOPMENT
4.17. SWOT ANALYSIS OF TRAINING AND DEVELOPMENT

4.3 DEFINITION OF TRAINING:


Training is a short term process utilizing a systematic and organized procedure
by which non-managerial personnel learns technical knowledge and skill.
Training refers only to instruction in technical and mechanical operations.
Training refers to the attempt to improve present, future employee performance
22

by increasing an employee ability to perform through changing the attitude or


increasing his/her skills & knowledge.

4.4 PURPOSES OF TRAINING:


Reasons for emphasizing the growth and development of personnel include:
1. To impart to new entrants the basic knowledge and skill they need for an
intelligent performance of definite tasks.
2. To ensure that each employee is equipped with capabilities to perform various
tasks associated with his role.
3. To assist employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques and developing
the skills they will need in their particular fields.
4. To help the employee develop as an individual so that the organization can
recognize and use the maximum possible potential of its employees.
5. To help employees work as team members since no individual can accomplish
the goals of the organization single handedly.
4.8 TYPES OF TRAINING:
There are a number of ways that training plans can be implemented, each of
which has its advantages and disadvantages. The methods chosen will be
suggested by the specific circumstances and needs of the company. We will look
at six types of training programs:

On-the-Job Training and Development

Computer-Based Training

Self-Study and Learning

Internal Training Programs

One-on-One Coaching
23

Outside Training Opportunities

Most of these approaches will probably require the company to provide time and
money to allow individuals to ensure that they are able to develop themselves.
1. On-the-job training
Most in-house training is done by learning while doing the job. This may involve
specific training in particular skills or equipment being given by a colleague or
supervisor.
2. Computer-based training
A number of companies are using computer-based programs such as CD-ROMs
to train their staff. This is particularly useful for technology and computer
application training but is being widely used by many organizations.
3. Self-study and learning
Many organizations believe that individual employees are responsible for their
own training and development. As noted earlier, the development needs of an
individual are best identified through the performance review process, and the
second crucial step of this process is a plan to address these development
needs. Such a plan can be a self-learning program that is put in place as a result
of the performance review. Self-study and training may take the form of reading,
self-paced learning, or attendance in an external program at night or on
weekends.
4. Internal training programs
If there is a need for a number of people to learn a particular process or set of
skills, it is often more cost-effective to set up an internally run training program.
Such programs can be delivered by either suppliers or internal experts.
5. One-on-one coaching
One-on-one coaching is an intensive and highly effective way of teaching specific
skill sets and of training employees who do not respond well in group training
situations or who may be slow learners. It is certainly becoming more popular as
a development technique judging by the number of books and articles on the
subject. The development coach is required to spend a specified amount of time
with the trainee answering questions and providing advice. Coaches are
24

frequently used by executives and managers to provide them with advice on


running their business. It is usually helpful, if possible, to have a coach from
outside the organization.
6. Outside training opportunities
External training programs are effectively used when the needed skill is not to be
found in the company and there is no one to teach it, or when a specific technical
or professional designation (such as those for a professional engineer or
accountant or trade designations) is required and must be earned through an
accredited avenue.

4.9 TYPICAL TOPICS OF EMPLOYEE TRAINING:

Communications: The increasing diversity of today's workforce


brings a wide variety of languages and customs.

Computer skills: Computer skills are becoming a necessity for


conducting administrative and office tasks.

Customer service: Increased competition in today's global


marketplace makes it critical that employees understand and meet
the needs of customers.

Diversity: Diversity training usually includes explanation about how


people have different perspectives and views, and includes
techniques to value diversity

Ethics: Today's society has increasing expectations about corporate


social responsibility. Also, today's diverse workforce brings a wide
variety of values and morals to the workplace.

Human relations: The increased stresses of today's workplace can


include misunderstandings and conflict. Training can people to get
along in the workplace.

Quality initiatives: Initiatives such as Total Quality Management,


Quality Circles, benchmarking, etc., require basic training about
quality concepts, guidelines and standards for quality, etc.
25

Safety: Safety training is critical where working with heavy


equipment, hazardous chemicals, repetitive activities, etc., but can
also be useful with practical advice for avoiding assaults, etc.

Sexual harassment: Sexual harassment training usually includes


careful description of the organization's policies about sexual
harassment, especially about what are inappropriate behaviors.

4.10 METHODE OF TRAINING PROVIDED BY JANATA BANK LIMITED:

On-the-job Training:
The two most frequently used kinds of training are on-the-job training and
lectures, although little research exists as to the effectiveness of either. Thus onthe-job training often supplements other kinds of training, e.g., classroom or offsite training; but on-the-job training is frequently the only form of training. It is
usually informal.

Programmed Instruction (PI):


These devices systematically present information to the learner and elicit a
response. They use reinforcement principles to promote appropriate responses.
Today the method is used for skills as diverse as air traffic control, blueprint
reading, and the analysis of tax returns.

26

Computer-Assisted Instructions (CAI):


These devices systematically present information may be presented. Many
systems have electronic blackboards and slide projection equipment. The use of
techniques that combine audiovisual systems such as closed circuit television
and telephones has spawned a new term for this type of training, tele-training.

Simulations:
Training simulations replicate the essential characteristics of the real world that
are necessary to produce both learning and the transfer of new knowledge and
skills to application settings. Both machine and other forms of simulators exist.
The main purpose of simulation, however, is to produce psychological fidelity,
that is, to reproduce in the training those processes that will be required on the
job.

Vestibule Training:
This method involves the creation of a separate training centre within the plant
itself for the purpose of providing training to the new employees. An experienced
instructor is put in-charge of this training. It is costly, adds nothing to productions
during training period. It is provided to the operatives of the bank.

Job Rotation:
Under this method, the trainee executive is rotated among different managerial
jobs. This is not only broadened and enriches his experience as a manager but
also enables him to understand inter-departmental relations and the need for coordination and co-operation among various departments.
27

Assignment of Special Projects:


Sometimes, as a method of training some special project is assigned to a trainee
executive. For example, he may be asking to develop a system of cost allocation
in the production of certain goods for which an order has been received by the
company. While working on such project, the trainee not only acquires
knowledge about them, but also learns how to work with and relate to other
people holding different views.
Conference and Seminars:
Often an executive is deputed to attend a conference, seminar or workshop to
receive a quick orientation in various areas of Management with which he might
be unfamiliar. One advantage of this type of training is that all the participants
coming from different organizations get an opportunity to pool their ideas and
experience in attempting to solve mutual problems. The attitude is one of joint
exploration. This encourages cross fertilization of ideas.

Case Study:
A case is a written account seeking to describe an actual situation. A good case
is the vehicle by which a chunk of realty is brought into the class room to be
discussed over by the class and the instructor. The advantages of this method
are more depth of thinking, more perception in a situation, greater respect for and
consideration for the opinion of others.
Incident Method:
In the incident method only a brief incident is presented to provoke discussion in
the class. The group then puts questions to the instructor to draw out of him the
salient facts and additional information, needed to arrive at a reasonable solution
or resolution of the case. A unique advantage of this method over the case

28

method is the procedure of obtaining information by questions, one that often


must take place in actual business situations.
Role playing:
In this method, the instructor assigns parts taken from case materials to group
members. The situation is usually one involving conflict between people. The role
players attempt to act the parts as they would behave in a real life situation,
working without a script or memorized lines and improvising as they play the
parts. The development of empathy and sensitivity is one of the primary
objectives of role playing.
Laboratory Training:
This type of training is designed to increase the managers understanding of
himself and of his own impact on others. The training takes the form of a group
discussion, and through a leader trained in the technique is present, the group
may decide on the subject of discussion or suggest changes in procedure. The
laboratory training aims at achieving behavioral, effectiveness in transactions
with ones environment.

Orientations for New Employees:


The first several days on the job are crucial in the success of new employees.
This point is illustrated by the fact that 60 percent of all employees who quit do so
in the first ten days. Orientation training should emphasize the following topics:

29

The company's history and mission.

The key members in the organization.

The key members in the department, and how the department helps fulfill
the mission of the company.

Personnel rules and regulations..

Audiovisual Methods:
Audiovisual methods include television, videotapes and films are the most
effective means of providing real world conditions and situations in a short time.
One advantage is that the presentation is the same no matter how many times
it's played. The major flaw with the audiovisual method is that it does not allow for
questions and interactions with the speaker, nor does it allow for changes in the
presentation for different audiences.

Apprenticeships:
Apprenticeships develop employees who can do many different tasks. They
usually involve several related groups of skills that allow the apprentice to
practice a particular trade, and they take place over a long period of time in which
the apprentice works for, and with, the senior skilled worker. Apprenticeships are
especially appropriate for jobs requiring production skills.

Program Learning:

30

It is computer-aided instruction and interactive video all have one thing in


common. They allow the trainee to learn at his or her own pace. Also, they allow
material already learned to be bypassed in favor of material with which a trainee
is having difficulty. After the introductory period, the instructor need not be
present, and the trainee can learn as his or her time allows.
Serving on Committees:
Another important method of training on an executive is to make him serve on a
committee. While serving on a committee, the executive comes to learn not only
the various organizational problems, views of senior and experienced members,
but also learns how a manger should adjust him to the overall needs of the
enterprise.

Induction Training:
Induction training is important as it enables a new recruit to become productive
as quickly as possible. It can avoid costly mistakes by recruits not knowing the
procedures or techniques of their new jobs. The length of induction training will
vary from job to job and will depend on the complexity of the job, the size of the
business and the level or position of the job within the business.

Lecture Method:
The lecture is best used for creating a general understanding of a topic. Several
variations in the lecture format allow it to be more or less formal and/or
interactive. In the pure lecture, communication is one wayfrom trainer to
trainees. It is an extensive oral presentation of material. A good lecture begins
with an introduction that lays out the purpose, the order in which topics will be
covered, and ground rules about interruptions (e.g., questions and clarification).
31

Discussion Method:
The discussion method uses two-way communication between the lecturer and
the trainees to increase learning opportunities. This method uses a short lecture
(20 minutes or less) to provide trainees with basic information. This is followed by
a discussion among the trainees and between the trainees and the trainer that
supports, reinforces, and expands upon the information presented in the short
lecture.

Behavior Modeling:
Behavior modeling is used primarily for skill building and almost always in
combination with some other technique. Interpersonal skills, sales techniques,
interviewee and interviewer behavior, and safety procedures are among the
many types of skills that have been successfully learned using this method.
While live models can be used, it is more typical to video tape the desired
behavior for use in training.

Apprenticeship Training:
The typical apprenticeship program requires two years of on-the-job experience
and about 180 hours of classroom instruction, though requirements vary. An
apprentice must be able to demonstrate mastery of all required skills and
knowledge before being allowed to graduate to journeyman status. This is
documented through testing and certification processes.

32

Coaching:
Coaching is a process of providing one-on-one guidance and instruction to
improve the work performance of the person being coached in a specific area. It
differs from other OJT methods in that the trainee already has been working at
the job for some time. Usually, coaching is directed at employees with
performance deficiencies, but it can also serve as a motivational tool for those
performing adequately. Typically the supervisor acts as the coach. Like the OJT
trainer, the coach must be skilled both in how to perform the task(s) and how to
train others to do them.

Mentoring:
Mentoring is a form of coaching in which an ongoing relationship is developed
between a senior and junior employee. This technique focuses on providing the
junior employee with political guidance and a clear understanding of how the
organization goes about its business. Mentoring is more concerned with
improving the employee's fit within the organization than improving technical
aspects of performance, thus differentiating it from coaching. Generally, though
not always, mentors are only provided for management-level employees.
Job-Instruction Technique (JIT):
The JIT was developed during World War II and is still one of the best techniques
for implementation of On the Job Training (OJT) nearly forty years later. It

33

focuses on skill development, although there are usually some factual and
procedural-knowledge objectives as well. There are four steps in the JIT process:
1. Prepare.
2. Present.
3. Try out.
4. Follow up.

4.11. DEVELOPING A SUCCESSFUL TRAINING NEED ASSESSMENT


PROGRAM:
Trainee Assessment
Preparation: Do the trainees have the necessary background knowledge to learn
the material?
If not, what types of remedial steps can be taken?
Motivation: Are the trainees motivated to learn? How can we set up the training
program to keep motivation high?

Goal Setting

Specific Goals Improve Motivation

Challenging Goals are Better than Easy Goals

The Trainees need to Accept the Goal that is Set for Them

Feedback on how much progress is being made toward the goals


should be provided.

Self-efficacy: Trainees must believe that they have the ability to


learn the material. Otherwise they will not be motivated to learn.

Organizational Assessment:

34

The training program is going to take place in an environment that is not the
same as the one where the work will actually take place. The goal of training is to
teach things that will actually be used in the workplace. Transfer Climatemeans
how well is the actual workplace/organization organized in a way to promote the
use of the newly learned material.
There are many things that can create a negative transfer climate. For example:

The actual tasks to be done may be different in some ways from the
training tasks.

The physical environment may be different.

Supervisors and Co-workers may not respond favorably to the use


of new methods.

The consequences of failure may be different.

If an organizational assessment tells you that there is a negative transfer climate,


steps should be taken to change it. For example:

Rewards & encouragement for using training on the job.

Availability of training aids at the workplace.

Setting goals for accomplishing a certain level of performance, by a


certain time, once back on the job.

brush-up or refresher courses a few months after training.

A negative training climate can also be attacked in the training program. For
example:

Changing to training tasks & training environments those are more


similar to the actual workplace.

Teaching resistance to negative responses from co-workers.

Making it clear how the new behaviors will make the trainees life
better (including improving performance, career advancement, etc).

35

Post Training Assessment:

Two Goals: To Evaluate the Trainee & To Evaluate the Training


Program

Training-Level Criteria: How well does the trainee do, and how does
the trainee react, immediately after the training.

Reactions of the trainees (Reactions Criteria).

How much do the trainees say they liked the training, and how much
do they say they learned?

Does this really reflect how good the training is, or how much the
trainees performance will improve?

Learning of the Material (Learning Criteria)

A test of whether the trainees know what the training was supposed
to teach, or can do what the training was supposed to teach.

The test should be explicitly connected to the objectives of the


training as it was identified in the needs assessment.

The test should have construct validity.

Performance Level Criteria (Criteria looking at how well the training


transfers to the job).

Behavior on the job (Behavior Criteria)

Results for the organization (Results Criteria).

4.12 TRAINING SYSTEM OF JANATA BANK LIMITED:

36

When an employee is recruited in the bank s/he works at least 6 months in the
assigned division by the manager of that branch. Then after working 6 months
s/he is selected for training.

4.12.1 Training Process:


The process of providing training to the employee is given below:
1. Establishing a need analysis:
HRD, Faculty member of JBTI, Directors & other General Manager of this
bank consult with the branch manager for assessing the training needs &
individual development needs. They update the assessment quarterly,
sometimes monthly. This bank carried out the assessment program by the
following methods:
Organizational level analysis:
Organizational issues such as mission, objectives, cultural changes & customers
orientation.
Task level analysis:
New technologies, processes, products, services, market changes &
community needs.
Individual level analysis:
Job skills, knowledge & ability.
Trainees learning styles & special need of the trainees.

2. Training needs priority identification:


37

Top level manager &Mid-level manager control the need analysis stage. They
follow the following methods for determining training priority which includes
individual, group and organization.
I n

I n
O
Q
J o

i v

i d

t e
b
u

r
s
e

v
e
s

i e
w
.
r v a
t i o
n
t i o
n
n
a
i r e
n
a
l y s i s
&

r o

G
G

r o
r o

u
u

p
p

p
m

r o
e

j e
e

c t .
t i n
g

A
A

r g

n
&n

i z

a
l y s i s
a d l y i s s c i us

t i o

o
f
f u
s o s f i o r en

t u
c. o

r e
r d

t r e
&

d
r e

&
p

o
p
t s .

t u

i t i e

.
j o

i p

t i o

Table: 10

3. Developing training program & manuals:


Development of a training program is the next step after the training need
analysis has been conducted and there is a clear consensus on the need of
training within the organization. The next vital question to answer is whether the
training should be conducted by an in house expert or from a consultant outside.
We start with the development of a conducive learning environment, followed by
a choice of the training methods and techniques.

Designing the Environment:

Every individual is unique. One style of learning may not be applicable to each of
the participants in a training program. Therefore how do various individuals learn
is what should be kept in mind while designing the training program.

Establishing the Variables:

38

raGoFieDfAudLcTJOnPtplV&sbRh.mExg

Trainability is one factor that must be taken into consideration before developing
any training program. It is the duty of the trainer to ensure that the employees are

actually willing to sit and learn something in the training program. This is

especially very true of sensitivity training that is not viewed positively by many.
Trainability also implies that the employee is sufficiently motivated to learn apart
from just the ability to do so.

4. Deliver training programs:

This step is responsible for the instruction and delivery of the training program.
Janata Bank Limited

is primarily provided the following types of training

programs:

5.12.2. Different Course Oriented Training:

Freshers Orientation Training:

39

When JBL employs new employees then it provides a preliminary training


program what is called Freshers foundation training. Here the newly employed
employees are given about the following issuesTable: 11

IT n h t e r
ToF i hd n u a n
mCe o i sr p o r
VcB tia r a i or l i o
asAuv iitsn o s e n i u a l
JasnH o t n u br u c
prnPdo u nee l rsp e f c as o r m
Pmcta u hrb oar o e c e
aorro it nff p m cd t i ee
duneo fsut r s
JferJ BBe v eLLg a u l u l a a t t i i
aonJro B e nft Lss d
dopo nfbor e sla i v c o i f
oJJcp BB kur LLo r c e d
Jei eB s w L o f
cup e r eo c
Jp B l a L
ess
n

TT h h e e v I m i n s t i i ors o ns d i o o u n f c Jt o B i of L n J B a L b o u t J B L
F i n a n c i a l s t r u C c o t r u p r o e r oa f t e J B r L u l e s a n d r e g u l a t i o n s o f J B L
B r a n c h e s o f V Ja B r Li o u s d e p a r A t m n n e u n a t ls p o e f r J f B o L r m a n c e e v a l u a t i o n p r o c e d u r e
H u P m e J e oa r bn f edr e ee s ds o c b u r a ir p cc tk e i o p p n r l ao p nc r e e s v s i e w
P r o c e d u r e s a n d p o lic ie s o f JB L

After giving the above ideas to the employees then they are taught the
operations of Janata Bank Limited. They are taught jobs of all departments but
emphasis is given on fundamental issues of banking and banking company Act
and Audit compliance. The employees are taught about the operations of the
following departments:

40

As the functions of foreign exchange are very complex, it is taught at the last.
The time to provide training on this Department is normally long.
Refresher Foundation Training Course:
This training is provided to the all current employees. This training includes the
following course module:
A. Banking & Banking System.
B. General Banking.
C. Cash Management.
D. Remittance of Fund & Collection of Bills.
E. Accounting Procedure in Bank.
F. Credit Management.
G. Foreign

Exchange

&

International

Trade

Financing.
H. Risk Management.
Specialized Training course:
After completing the foundation training course, new employees are given
another training named specialized training course. Its duration is depended on
the types of course covered. The topics of the training are determined based on
41

nteAiBraCoSfI-hRlmVusUcNwkgDvTPpdb.M

training needs and areas of weak performance of the new employees. But
basically it covers the following course:
i.

Credit Management.

ii.

Advance Oriented Training.

iii.

Prevention of Money Laundering & Terrorism Financing.

iv.

Foreign Remittance Payment System.

This training is provided to increase specialized knowledge of employees.

Because it is not always possible to provide training properly and in a vast scope
on specific department as every department covers vast issues of banking.
Others Training Facilities:

4.12.3. Criteria for selecting the training methods:

1. The need for interaction between the instructor & learners.

42

2. Cost & conveniences factors:


o Location.
o Number to be trained.
o Timing of training.
o Company preferences.
Evaluating the training program:
This step will determine how effective and profitable your training program has
been. After the training has been delivered, it needs to be evaluated. The
organization needs to receive feedback on the training & decide whether the
training should be continued in its current form, modified or eliminated altogether.
The evaluation methods are as follows :

Pre-and post- surveys of customer comments cards.


The establishment of a cost/benefit analysis.
An increase in customer satisfaction and profits.
Examination.
Communication.
4.13. DEFINITION OF EMPLOYEE DEVELOPMENT:
Employee development encompasses training that prepares employees to
perform their present job better, as well as career development activities that
prepare them for job growth and greater responsibilities. Development is an
inclusive process with which both managers and individual employees involved.
It offers opportunity to learn skills, but also provide an environment designed to
discovering and cultivating basic attitudes and capabilities and facilitating
continuing personal growth.

43

4.14. BENEFIT OF EMPLOYEE DEVELOPMENT:


I.

A skilled and knowledgeable workforce positively impacts organizational


performance.

II.

Employees gain experience and knowledge.

III.

Employees enjoy a more motivated and committed workforce.

IV.

Increased retention, higher job satisfaction and morale, and greater


productivity.

4.15.

EMPLOYEE DEVELOPMENT ACTIVITIES:

The attainment of knowledge, skills and abilities can be achieved in numerous


ways. The following activities:
E

W
C
S
C
W

e
l

b
a

tO

i
s

f
k

e
h

O
C
D
T
C

e
o

.
d

h
s
l

l
n

s
r

s
a

e
h

e
c

o
e

.
c

.
s

b
o
r
h

s
.
r

a
r
s

r
s

n
e
J
O
C
C
C
M

a
e

i
n

m
o

a
i
t
n
r

g
r
i

i
i

fi

a
t

a
r

P
o

e
i

e
m

l
g
m

t
e

e
o

r
m

a
d

e
P

o
c

e
c

T
t

r
m

e
m

g
a

m
e

e
i

r
s

m
t

r
r

a
a

.
m

e
m

m
s

.
b

.
n

a
g

n
g

g
a

.
s

Table: 15

4.16. ORGANIZATIONS APPROACH TO EMPLOYEE DEVELOPMENT:


Organization is committed to providing employees with job-relevant and
continuous learning opportunities that contribute to their current work
performance and help prepare them for the next stage in their career.
44

5.16.1. Development Process of JB Limited:


The employees of JB Limited develop their career by receiving the:
D
O
e
n
v
te
o
h
p
e
m
Je
n
o
t
b
P
r
o
c
e
s
s

4.16.2. Criteria use for developing an employee:


Intellectual ability.
Prior knowledge & expertise in the area to be taught.
Motivation to learn.
Performance skill.
Conceptual & technical skill.
4.16.3. Evaluation of employee development:
Direct report.
Records.
Observations.
Short questionnaire & interview.
5.16.4. Feature of the employee Development Programs:
JB Limited uses the following feature for the employee development program:

45

R
e l
e v
a
A tn t
t a
i n
a
b l
e

T i
m
e l i
n
e s
s
M
e a
s u
r e
a
b l
e

S
M
S
A
pR T

e c
i f
c

4.17. SWOT ANALYSIS OF TRAINING AND DEVELOPMENT OF JANATA


BANK LIMITED.

46

OT
phS
pee
od
t
tn
ns
to
ew
o
k
R
d
c
o
o
m
s
a
e
S
r
n
t
s

p
e a
i r
e

s
u
s

e
u
t

i
n
f
i

t
t

k
.

e
g

h
:

47

Chapter FIVE
PRESENTATION AND ANALYSIS OF DATA
PRESENTATION AND ANALYSIS OF DATA:
1. Considering training as a part of organizational strategy and its
correlation with overall effectiveness of training.

Respondent

Mean

Standard Deviation

Correlation

N = 24

4.25

.989

.300
Table: 16

Janata Bank Limited takes training as an organizational strategy for growth and it
has positive correlation with effectiveness of training. The more the organization
provides training, the more it will achieve competitive advantages in market.
2. Training and development process applied by Janata Bank Limited
and its correlation with overall effectiveness of training.

Respondent

Mean

Standard Deviation

Correlation

N = 24

3.67

.565

.233
Table: 17

The training process of Janata Bank Limited is quite good but it represents
positive relationship with training effectiveness. Training will be more effective
with the development of training process.

48

3. Staff receiving more training and its correlation with overall


effectiveness of training.

Respondent

Mean

Standard Deviation

Correlation

N = 24

1.58

.584

-.124
Table: 18

This means that training is provided on requirement and new staff but there
prevails negative correlation with training effectiveness. Training effectiveness
does not depend on training new employees only. The whole staff from all level
are to be trained.
4. Need assessment process applied by Janata Bank Limited and its
correlation with overall effectiveness of training.

Respondent

Mean

Standard Deviation

Correlation

N = 24

3.67

.637

.331
Table: 19

The need assessment process is above standard and quite up to the mark. It is
showing a positive correlation with effectiveness. To ensure effective training,
need assessment process should be distinct and specific.

49

5. Training method applied by Janata Bank Limited and its correlation


with overall effectiveness of training.

Respondent

Mean

Standard Deviation

Correlation

N = 24

3.8333

1.00722

.536
Table: 20

This means Janata Bank Limited is giving more emphasis on external and off the
job training and this has quite strong positive relationship with training
effectiveness.
6. Time duration given for the training period and its correlation with
overall effectiveness of training.

Respondent

Mean

Standard Deviation

Correlation

N = 24

2.75

1.260

.016
Table: 21

The period of training is to be extended and it dictates a poor positive correlation


with effectiveness of training. On the extension of training period, employees will
be able to learn it.

50

7. Practice opportunity and its correlation with overall effectiveness of


training.

Respondent

Mean

N = 24

3.50

Standard Deviation
.659

Correlation
.180
Table: 22

This clearly reveals that practice opportunity during training period is above
standard and its correlation with the effectiveness of training is positive but not
satisfactory. Employ performance will be much better, if practice opportunity is
ensured.
8. Workplace arrangement of training and its correlation with overall
effectiveness of training.

Respondent

Mean

N = 24

3.88

Standard Deviation
.850

Correlation
.569
Table: 23

Training place arrangement is quite good and it is showing a quite strong relation
with the effectiveness of training. To increase morale regarding training and its
effectiveness, training place arrangement is a very important determining factor.

51

9. Trainers quality and its correlation with overall effectiveness of


training.

Respondent

Mean

N = 24

3.96

Standard Deviation
.806

Correlation
.363
Table: 24

This reveals that trainers quality is good and there is positive association with
between trainers quality and effectiveness of training. If highly qualified trainer is
hired, training will be much more effective.
10. Training program as a factor of motivation and its correlation with
overall effectiveness of training.

Respondent

Mean

N = 24

2.21

Standard Deviation
.415

Correlation
.363
Table: 25

Training programs adopted by Janata Bank Limited motivates to the some extent
and it is representing a positive correlation between motivation level and
effectiveness of training. If training is imparted 0n requirement, employees will be
motivated to their works.
11. Feedback process adopted by top management and its correlation
with overall effectiveness of training.

Respondent

Mean

N = 24

3.58

Standard Deviation
.654

Correlation
.494
Table: 26

52

Feedback process is above standard and quite good. It means that managers
evaluate employees skill development after training and a quite strong
relationship exists between feedback process and training effectiveness.
12. Practice of promotion after training and its correlation with overall
effectiveness of training.

Respondent

Mean

N = 24

3.17

Standard Deviation
.816

Correlation
.113
Table: 27

The practice of promotion after training in Janata Bank Limited is standard and
there is positive relation between training and effectiveness of training but not
strong. Receiving training, employees expect promotion.
13. Training objectives are met during the training sessions and its
correlation with overall effectiveness of training.

Respondent

Mean

N = 24

2.88

Standard Deviation
.448

Correlation
.198
Table: 28

Some of the objectives are met through the training program adopted by Janata
Bank Limited and it is positively correlated with the effectiveness of training. On
imparting object oriented training, it will be more effective.

53

14. Overall effectiveness of training and development of Janata Bank


Limited.

Respondent

Mean

N = 24

3.71

Standard Deviation
.550
Table: 29

The training provided to employees by Janata Bank Limited is quite effective. Still
some areas are to be developed to enhance its effectiveness.

54

Chapter SIX

FINDINGS ON ANALYSIS

6.1. FINDINGS ONANALYSIS


6.2. THE DETRIMENTAL SIDE OF TRAINING AND

DEVELOPMENT

SYSTEM
6.3. THE POSITIVE SIDE OF TRAINING AND DEVELOPMENT SYSTEM

6.1. FINDINGS ON ANALYSIS


While working I have gained a new kind of experience. After collecting and
analysis data I have got some idea about the training and development practice
of Janata Bank Limited which is given below:
The analysis shows that most of the employees of Janata Bank Limited
think that training and development is a way to achieve the organization's
goals.
In Janata Bank Limited most of the employees think that the training plays
an important role to develop their carrier.
Most of the employees of these banks think that their bank understands
the training needs for employees.
Almost all employees strongly agreed that their skill have been enhanced
by the training.
55

Most of the employees of these banks think that their performance has
become well after receiving training.
These banks do not conduct adequate software-based training for their
employees. But to cope with the modern banking system software-based
training is very essential for the employees of the bank.
The training budget of Janata Bank Limited is increasing. That means they
are giving more importance on training to achieve the organization's goals.

This Bank uses different training materials to provide training to their


employees. Most of the time they use lecture for the training purpose of
their employees. But they do not more emphasize on arranging computer
based training and movie or film based training to their employees.

The HRD & Training Institute of this Bank mainly focuses on the needs
analysis of employees for the selection of employees for training. They
also use performance appraisal; analyze the previous record, job analysis
& job description, recommendation of top management to select the
candidates for training.
The analysis shows that the purpose of providing training of this Banks
varies from one to another. But the main purpose is to increase the
competitive advantage of the bank, motivate the employees and increase
the employee's skills.
The main purpose of training of this bank is to increase their profit. But
they do not arrange training to motivate their employees. But without
motivation the employee's productivity will not increase.
The bank organizes training and development program on regular basis
and also uses a specific training process.

56

6.2.

THE DETRIMENTAL SIDE OF TRAINING AND

DEVELOPMENT

SYSTEMS:

Lack of practical training programs.

Lack of presentation of ideal bank branch.

Lack of projectors machines.

Lack of class-rooms.

Lack of computerized system in everything.

Less trainers are hired from outside.

Less

communication

with

universities,

colleges

&

related

institutions.

Fewer training consultancy is available.

Insufficient duration of training.

Weak evaluation system of training.

6.3. THE POSITIVE SIDE OF TRAINING AND DEVELOPMENT


SYSTEMS:
Continuous training courses based on the need of the employees.
Providing accommodation & transportation facilities.
Sometimes hire efficient trainers from outside organization.
Managers take feedback after training.
Employees are encouraged to receive training.

57

Chapter SEVEN

CONCLUSION AND RECOMMANDATION

7.1. RECOMMANDATION
7.2. OVERALL OPINION ABOUT JANATA BANK
7.3. CONCLUSION

7.1. RECOMMANDATION:
With a short time experience, it is not an easy job to find out actual problem
areas of training and development. However, in light of findings, there are some
recommendations regarding the improvement of training and development of
Janata Bank Limited.
Banking business plays an important role for the economic development
of the country. So I think the banking operation should be modern software
based. So Janata Bank Limited. should arrange modern software-based
training for their-employees.
The Human Resource Department of this bank must introduce technology
to conduct their functions like recruitment, Selection, Hiring and so on.
Training is a part of the organization to achieve the goal. Some of the
employees do not understand the importance of training. First of all the
Bank should create knowledge among the employees so that they can
understand the importance of training.
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Now a days technology is essential to cope with the modern world. So the
banks should increase arranging those training program through which the
employees can increase their technological knowledge.
I think needs analysis is the best way to select employees for training. So
the bank should hire skilled people for HR department. So that they can
conduct need analysis properly to select the right person for training.
The banks should increase their training budget because without
increasing training budget the banks would not be able to introduce
modern technology in their training system.
Training objectives, needs and contents should be communicated to the
employees well ahead so that they can prepare themselves by avoiding
ambiguity about the goal of the training program. It also helps them
become more motivated and active in participation.
Training methods should be conformed to the training need so that the
knowledge and skills can be developed in a much more understandable
and comfortable manner.
Training program organizers should make training materials available to
employees so that they can follow the instructions of the trainer. It will
keep participants more attentive within the program.
In the case of choosing qualified trainers, top management should
consider that trainers knowledge and length of experience. It will keep the
attention and confidence of the employee.
Bank must introduce career development program instead of mere
employee selection and imparting training.
The evaluation of employees training should be compared with need
assessment analysis and training objectives. Moreover, the effective cost
-benefit analysis must also be done. It would convey a long- term positive
outcomes for the improvement of training program.

7.2. OVERALL OPINION ABOUT JANATA BANK LIMITED:


Here given some opinions regarding the improvement of other areas of Janata
Bank Limited from my internship period experience:
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1. Renovation of customer service:


Since a number of new banks are coming to existence with their extended
customer service pattern in a completely competitive manner. Customer services
must be made dynamic and prompt. Now a days, people especially business
people have very little time to waste. So the bank should make its service prompt
so that people need not give more time in the banking activities.
2. Providing more industrial loans:
It seemed to me that the bank having a large amount of deposit is not simply
encouraging the large scale of long term industrial loans to accelerate the
economy as well as to help the economy to solve unemployment problem.
3. Speed up processing of loan application:
If loan-processing time is lengthy, it will not get good borrower. Most of this time
is spent for correspondence between Head Office and Branch. So the branch
should speed up its loan processing time for reducing loan-processing time.
Branch manager should be given more power to sanction loan. This power can
eliminate the time. Branch should have independent appraiser for appraising
term loan proposal.

4. Bank should be innovative and diversified in its services:


Bank should diversify its banking services and add new features in its services so
that it can attract customers from all groups of people. Financial Managers of
Janata Bank Limited should be innovative in developing new banking services,
which will attract customers and reduce costs. It can introduce customer loan
scheme, provide bridge loan, or can engage in lease financing. It can also
underwrite shares of newly incorporated public companies.
5. Introduce-modern technology:

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Without using modern technology no bank can even think of remaining in the
business in near future. So the bank must decide right now how it can equip its
branches with modern technology. Use of modern technology in one sense can
increase cost but another sense it increases productivity highly and it attracts big
clients. It can introduce ATM services in every branch. Use of automatic machine
like cash counter machine, own ATM brings speed in banking services.
6. Development of human resources:
Human resource is another sector for the branch to be developed urgently.
Human resources, in the branch, are not equipped with adequate banking
knowledge. Majority of the human resources are lack of basic knowledge
regarding money, banking finance and accounting. Without proper knowledge in
these subjects, efficiency cannot be optimized. Bank can arrange trainingprogram on these subjects.
7. Reduce classified loan on an emergency basis:
Bank should take special action in order to reduce the amount of classified loan.
Although branch is maintaining the required provision for its classified loan,
branch should consider recovering classified loan on an emergency basis. For
this bank should motivate the defaulter for repaying. If motivation failed, then
bank should be stringent about the defaulter and take legal action.
8. Bank must try to be more computerized:
The computerized system obviously charges a high installation cast, but it will
definitely reduce the overhead costs and an error free banking may be in
progress. Moreover by adopting this system the bank can join in modern
competition along with e-commerce concept.
7.3. CONCLUSION:
There are a number of Private Commercial Banks, Nationalized Commercial
Banks and foreign Banks operating their activities in Bangladesh. Janata Bank
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Limited is one of them. For the future planning and the successful operation for
achieving its prime goal in this current competitive environment this report can be
helpful guideline. From the practical point of view I can declare boldly that I really
have enjoyed my Internship Report on Training and development System of
Janata Bank Limited from the first day. Moreover, Internship Report that is
mandatory to complete my BBA program, although it is obviously helpful for my
career building. In the last decade there has been a revolution in the
communication media through the introduction of Internet and other forms of
secure dial-up media. This had an immense impact on all the sectors of the
industry specially the banking sector. The number of banks is increasing day by
day because the demand of the customer for the banking service is high as a
result there is a highly competitive situation in the banking sector and people
have many option in case of taking banking services As a central bank of
Bangladesh The Bangladesh Bank always adopting measures for putting
banking institution on right track and also monitors the activities of these banks to
prevent from doing illegal activities. To compete in the environment of advancing
technology and faster communication the JBL should depend more heavily on
'the quality service and information technology. No doubt about it that JBL
achieve superior position in our banking industry but to cope with customer JBL
should think how to make it services proactive. Banks always contribute towards
the economic development of a country. Compared with other Banks, Janata
Bank Limited is contributing more by investing most of its funds in fruitful projects
leading to increase in production of the country. It is obvious that right channel of
Banking establish a successful network over the country and increases
resources; will be able to play a considerable role in the portfolio of development
in developing country like ours.
As this study reveals, training objectives are to be well communicated
beforehand, training methods that are used are effective, supplied materials are
to be arranged orderly, programs are well organized, and place and layout of the
venue satisfactory. It also brings to light the fact that the level of knowledge,
skills and attitude of the training instructors is satisfactory. Respondents opined
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that they have scope for transferring knowledge into the workplace in the training
program but to be extended. However, the quality of these programs are
significantly satisfactory. It could be concluded from this study that some of the
areas stated above needs to be improved to increase motivation, reduce
employee turnover and lower productivity.
Janata Bank Limited is playing leading role in socio-economic development of
the country. Since inception Janata Bank Limited has been rendering its Banking
services with the needs of the nation to cope with the demands of people in the
country. By doing many other works for community & society, Janata Bank
Limited has emerged as the pioneer of playing key role in the country. As a
leading bank of Bangladesh, JBL contributes in the business with promising
future. I can hope that Janata Bank Limited can spread their business with
increasing various scheme and other utility services.

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