Contents

S.N. INDEX PAGE NO

CHAPTER- 1 1.1 1.2 1.3 1.4 1.5 1.6 CHAPTER-2 2.1 2.2 2.3 2.4 2.5 CHAPTER-3

CHAPTER-4 CHAPTER-5 CHAPTER-6

INTRODUCTION Company Overview Popular Profile Supply Chain Model SWOT Analysis Function of human resource management Major Player RESEARCH METHODOLOGY &DESIGN Objective of Human Resource Management Type of Research Source of data & Collection tool Sampling Sample size ANALYSIS & INTERPRETATION Meaning of consumer Buying Behavior Interpretation of collect data RESEARCH FINDING LIMITATION OF RESEARCH SUGGESTION APPENDIX REFRENCES

INTRODUCTION
An organization is made up of four resources, namely men, material, money and machinery. Of these, the first one id living one, i.e. human resource and other three are non-living i.e.non human. It is the human/people that make use of non human resources. Hence, people are the most significant resources in an organization. It is man who makes all the difference in organizations. L.F.Urwick had remarked that business houses are made or broken in the long run not by markets or capitals, patents or equipments, but by men. According to Peter F.Drucker, man, of all the resources available to man, can grow and develop. The main objective of this chapter is to present a perspective for human capital management in the Indian context. Accordingly the meaning, objectives, scope and functions become the subject matter of this chapter. Before we define HRM, it seems pertinent to first define the term human resources. In common parlance, human resources mean people. OR Personnel means the persons employed. Personnel management is the management of people employed. Organization may be a manufacturing firm, a business concern, an insurance company, a governmental agency, social organizations, hospital, a university and even families. It may be small or large, simple or complex. An Organization is a human grouping in which work is done for the accomplishment of some specific goals, or missions.
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MEANING & DEFINITION OF HUMAN RESOURCE MANAGEMENT

Human Resource Management means: The management of human resources is viewed as a system in which participants seeks to attain both individuals of group goals. If an analysis is made of this definition it will be seen that personnel management involves procedures and practices through which human resources are managed (i.e. organized and directed) towards the attainment of the individual, social and organizational goals. By controlling and effectively using manpower resources, management tries to produce goods and services for the society.

Definitions:
Human Resource Management involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the Organization. An organizations employees enable an Organization to achieve its goals, and the management of these human resources is critical to an organizations success. According to Process Systems View Human Resource Management means: Human Resource Management is the systematic planning, development, and control of a network of inter related process affecting and involving all members of an Organization. Key Terms used in this definition: Process: Process is an identifiable flow of interrelated events moving towards some goal, consequence and end. An example of the human resource management is the staffing process, a flow of events that results in the continuous filling of positions within the Organization. These events include such activities as recruiting applicants, making hiring decisions, and managing career transitions such as transfers and promotions. Flow: Flow implies movement through time and in the direction of a result; Inter-related: implies interaction within the process and between events; Goal and Consequence (Purpose): suggest a human objective; Events: are activities, happenings or change;
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 End: implies some conclusion or consequence that may not necessarily be sought or planned by man. System: System is a particular set of procedures or devices designed to control a process in a predictable way. For e.g. Staffing System of an Organization. As a process it includes: Human Resource Planning; Job and Work Design; Staffing; Training and Development; Performance Appraisal and Review; Compensation and Reward; Employee protection and representation; Organization Improvement.

Human Resource Management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and societal objectives are accomplished". Edward Flippo

This definition is a comprehensive and covers both the management functions and the operative functions. The purpose of all these functions is to assist in the accomplishment of basic objectives. Characteristics of Human Resource Management

1. Human Resource Management is concerned with managing people at work. It covers all levels of personnel, including blue collared employees and white collared employees; 2. It is concerned with employees, both as individuals as well as group; 3. Human Resource Management is concerned with helping the employees to develop their potentialities and capacities to the maximum possible extent, so that they may derive great satisfaction from their jobs; 4. It is a major part of the general management function and has roots and branches extending throughout and beyond each Organization; 5. Human Resource Management is of a continuous nature; 6. Human Resource Management attempts at getting the willing co-operation of the people for the attainment of the desired goals.

HRM can be of full value to an Organization only when it is consistently throughout out and applied at all levels and to all management functions; in corporate policies, in the systems, procedures and in employment practices, etc. this integrative aspect of HRM is, therefore, of vital importance.

Personnel Personnel Employee Employee Relations Relations Administratio Administratio n n Industrial Industrial Relations Relations HRM HRM

Fig, 1

Company Profile CORPORATION BANK

Every institution has its start in modest initiatives but what makes it great is the passion of the people behind it. Carrying the legacy forward with an undaunted commitment to its vision, the journey of Corporation Bank truly epitomizes this

Profile of the company Corporation Bank is a banking company. The Company operates in four segments: Treasury, Wholesale Banking, Retail Banking and Other Banking Business. Its services include core banking solution, automated teller machines (ATMs), point of sale terminals (PoS), Internet banking, short message service (SMS) banking, mobile payment solutions, government business, real time gross settlement (RTGS) and national electronic funds transfer (NEFT). As of March 31, 2012, it had 6,164 service outlets, which consisted of 1,500branches, 1,274 ATMs and 3,390 branchless banking units. During the fiscal year ended March 31, 2012,139 branches, 24 ATMs and 890 branchless banking units were operationalised, In fiscal 2012, it installed 14,197 PoS terminals at different merchant establishments. Corp Bank Securities Limited is its wholly owned subsidiary.

Started about 107 years ago in 1906, with an initial capital of just Rs.5000/-, Corporation Bank has recorded Rs. 2,36,611 Crore mark in business and even far more, with over 6164 service outlets across the nation, served by committed and dedicated 13,000 plus Corp Bankers. Proof of which is seen in its enviable track record in financial performance. We have many reasons to cheer; predominant of them is, being able to participate in nation building by empowering the rural and urban population alike. Today, we are proud that we are significant contributors to the growth of the country's economy. Nationalized in 1980, Corporation Bank was the forerunner when it came to evolving and adapting to the financial sector reforms. In 1997, it became the Second Corporation Bank in the country to enter capital market, the IPO of which was over- subscribed by 13 times. the Bank has many " firsts " to its credit - Cash Management Services, Gold Banking, m-Commerce, " Online " approvals for Educational loans, 100% CBS Compliance and more recently, its pioneering efforts to take the technology to the rural masses in remotest villages through low-cost branchless banking - Business Correspondent model. All of which symbolize Bank's answered commitment to its customers to provide convenience banking. At Corporation Bank, what motivates us is the passion to excel in banking by maintaining highest standards of service to our customers, backed by innovative products and services which makes us one of the leading Corporation Bank in the country, catering to a wide range of customers - from individuals to corporate clients. Corporation Bank came into being as Canara Banking Corporation (Udipi) Limited, on 12th March, 1906, in the temple town of Udupi, by the pioneering efforts of a group of visionaries. The Bank started functioning with just Rs.5000/- as its capital and at the end of the first day, the resources stood at 38 Rupees-13 Annas-2 Pies.
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The Founder President Khan Bahadur Haji Abdullah Haji Kasim Sahib Bahadur, committed to fulfill the long felt banking needs of the people and also to inculcate the habit of savings, provided the much-needed impetus to founding a financial institution that would bring about prosperity to the society. The content of the first Appeal to the public dated 19th February, 1906 speaks volume about the lofty ideals and ethos behind the foundation. The Founder President Haji Abdullah declared that: "The Primary object in forming Corporation is not only to cultivate habits of thrift amongst all classes of people, without distinction of caste or creed, but also habits of co-operation amongst all classes. This is Swadeshism pure and simple and every lover of the country is expected to come forward and co-operate in achieving this end in view The days that followed : The initial growth was consciously cautious and need based. The first branch of the Bank was opened at Kundapur in 1923, followed by the second in Mangalore in 1926. The Bank stepped into the then Coorg State in 1934 by opening its seventh branch at Madikeri. In 1937 the Bank was included in the second schedule of Reserve Bank of India Act, 1934. Prosperity to All: In 1939, the Banks name changed from Canara Banking Corporation (Udipi) Ltd., to Canara Banking Corporation Ltd., and strongly put forth its vision
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with the motto- Sarve Janah Sukhino Bhavantu which meansProsperity to All The second change in the name of the Bank occurred in 1972, from Canara Banking Corporation Ltd. to Corporation Bank Limited. and finally Corporation Bank following its nationalization on 15th April, 1980. Shouldering National objectives: The Bank took on the priorities of nationalization in full stride and emerged successful in fulfilling the national objectives, while sustaining its performance oriented culture and profit augmenting record. Amidst all this, the Bank crossed Rs.1000 crore-deposit mark in the year 1985 and launched into the 1990s with focus on high quality growth by embracing newer technology.

The end of first phase of Banking sector reforms in India had seen the Bank emerging as the most innovative and dynamic bank in the corporation, outshining other banks in terms of asset quality, capital adequacy, operational efficiency, well diversified income base, profitability, productivity, and strong balance sheet. The tremendous amount of confidence and loyalty reposed by the public in general and customers in particular, manifested itself in the overwhelming response to the IPO of the Bank in the year 1997. A Big Leap to the Big League: As on 30th September, 2012, the Total Business of the Bank was Rs.2, 41,899
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crore. The Total Deposit stood at Rs.1, 43,738 crore and the Total Advances were at Rs.98, 161 crore. The Net worth rose to Rs.8, 646 crore. Growing Bigger. Getting Closer. The Bank has Representative Offices at Dubai and at Hong Kong. Presently, the Bank has a network of 1601 fully automated CBS branches, 1281 ATMs and 3545 Branchless Banking Units across the country. The Bank has extended Branchless Banking units to 3545 villages and has issued Smart Cards to all account holders in these villages for enabling them to operate their accounts at their doorsteps through the Business Correspondents appointed by the Bank. From 38 Rupees-13 Annas-2 Pies to a business level of Rs.2,41,899 crore and from a Networth of Rs.5,000/- to Rs.8,646 crore, the evolution of the Bank from a Nidhi to graduate as a Premier Corporation Bank and from the early days of Swadeshism to post-Liberalization days has been a corporate success story. Weathering two world wars, economic depressions, imbibing the latest in technology, responding to financial reforms and the unique record of uninterrupted posting of profits right from its inception in 1906, only further strengthened its its commitment to the people. Review of literature The banking sector in India has made remarkable progress since the economic reforms in1991. New private sector banks have brought the necessary competition into the industry and spearheaded the changes towards higher utilization of technology, improved customer service and innovative products.
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Customers are now becoming increasingly conscious of their right sand are demanding more than ever before The recent trends show that most banks are shifting from a product-centric model to a Customer-centric model as customer satisfaction has become one of the major determinants of business growth. In this context, prioritization of preferences and close monitoring of customer satisfaction have become essential for banks. Keeping these in mind, an attempt has been made in this study to analyze the factors that are essential in influencing the investment decision of the customers of the public sector banks Secondly; this study also suggests some measures to formulate marketing strategies to lure customers towards bank Internationally, there is a substantial literature that analyses various aspects of currency demand from the point of view of currency management. Many of these studies focus on modeling aggregate currency demand taking into account macroeconomic factors, payment mechanisms, local behavioral factors and (especially in the case of the US and Euro area) foreign demand for domestic currency. Studies devoted to estimating demand at denominational levels are, by contrast, relatively few. In India, however, there is surprisingly a paucity of studies on modelling currency demand. This chapter presents a survey of literature along with a broad overview from a cross-country perspective of the various issues that have a bearing on currency demand.

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Chairman & Managing Directors Profile

Shri Ajai Kumar. Chairman & Managing Director Shri Ajai Kumar has been appointed as Chairman & Managing Director of Corporation Bank. He has assumed the office of CMD of the Bank on 1st October 2011. Before his appointment as Chairman & Managing Director, Shri Ajai Kumar was Executive Director of UCO Bank, since 2009. Shri Ajai Kumar is a Law Graduate and a Post Graduate in Physics from University of Allahabad. He is a Certified Associate of Indian Institute of Bankers (CAIIB). Shri Ajai Kumar has a distinguished career in banking industry. He started his career with Bank of Baroda joining as a Direct Officer in the year 1973.
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In his thirty six years of service in Bank of Baroda he had held various positions handling key responsibilities in Head Office, Zonal Offices, Branches, New York Office and Off-shore Banking Operations of Nassau, Bahamas, covering a vast spectrum of banking operations. Basically an operations man, his career at Bank of Baroda was spent in the field, where he could gauge the market pulse and take pro-active, resultoriented measures to garner market share. A man with a penchant for independent thinking, Shri Kumar has painstakingly taken several initiatives for banks growth through varied strategies. He also played a pivotal role in strengthening and consolidating Retail Business with centralized process through Retail Loan Factories and introduction of several new value-based products for customers. His hands-on and practice-driven experience facilitated balanced decision making with insight into all aspects. During his tenure in Information Technology Division in Bank of Baroda, Shri Kumar was responsible for 100% automation of the Branches and migration to Core Banking Solution, putting in place Wide Area Network of the Bank, enhancement of technology platform through RTGS, NEFT, Cash Management Solution, Phone Banking, Internet Banking, Retail Depository, Institutional On-line Trading, Data Warehouse, Global Treasury, Risk Management, Anti-Money Laundering, Human Resources Information System, Centralization of SWIFT, City Back Office, Regional Back Office, Internet Payment Gateway etc. Shri Kumar secured Outstanding Award for the paper submitted on Knowledge Management A Perspective for Public Sector Banks in BECON 2003. He was also a Member of the Board of Directors at Indo
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Zambia Bank Ltd., and later National Payment Corporation of India.

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Objectives of Human Resource Management Objectives are pre-determined ends or goals at which individual or group activity in an Organization is aimed. Objectives can be divided in to two parts: Primary Objectives: HRMs main goal is the creation of a workforce with the ability and motivation to accomplish the basic organizational goals; They relate to the satisfaction of the personal objectives of the members of an Organization through monetary and non monetary devices; They relate to the satisfaction of community and social objectives, such as serving the customers honestly, promoting a higher standard of living in the community, bringing comfort and happiness to the society, protecting women and children and providing for aged personnel; To utilize human resource effectively; To establish and maintain a productive and self respecting relationship among all members of an Organization; To establish and maintain an adequate organizational structure; To bring about maximum individual development of the members of an Organization;

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 to maintain a high morale and better human relations inside an Organization by sustaining and improving the conditions which have been established so that employees may stick to their jobs for a longer period;

Secondary Objectives: The secondary objectives aim at achieving the primary objectives economically, efficiently and effectively.

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Functions of Human Resource Management

According to different authors HRM functions can be divided in to different categories. Some of the categories are as follows: 1. General and Specific functions; 2. Personnel administration and Industrial relations functions. 3. Managerial and Operative functions

General and Specific functions: General Functions: To conduct personnel research; To assist in the programmes of personnel administration; To develop appraisal plans; To launch education and training programmes; To develop a competent work force; To establish and administer varied personnel services delegated to personnel department. Specific Functions: Employment; Safety; Wage and salary;
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 Benefit Schemes; Community relations and Advice and counseling the employees.

Personnel Administration and Industrial Relations Functions:

Personnel Administration: These functions relate to the function of managing people from the lower to the upper level of the Organization and embraces policy determination as well as implementation of policies by the personnel at the lower levels;

Industrial Relations Functions: These functions relate to interactions between the management and the representatives of the unions. Such functions involve all activities of employer employee relationship, such as Organization of the union members, negotiations of contracts, collective bargaining, grievance handling, disciplinary actions, arbitration etc- the purpose of all these being to prevent conflict between two parties.

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Evaluating HR Function

Organizations can promote human excellence by offering a potential site for the flowering most forms of human excellence. Within an organization, if there is meritocracy, people compete for promotion and other rewards on the basis of good work rather than on the basis of pull. Recognition and rewards for creative ideas, discoveries, inventions, innovations etc. promote creative excellence. The human resource development movement in industry is aimed at facilitating organizationally useful individual growth and development. The more an organization promotes individual or team excellence, the more the organization itself is likely to excel because the work of any organization is dependent on the work of its individual members and employee groups.

The human factor across all organizations comprises three basic elements:

1. The people themselves who work in the organization; the skills and capabilities they possess and their attitude towards the company; 2. The management style prevalent in the organization, which usually stems from the top. The style may be aggressive, authoritarian, democratic or laissez faire and each type has a different impact on the way people work as individuals or in groups;
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3. The organizational climate i.e. the work atmosphere in the company, as determined by the degree of interpersonal cooperation, the types of conflict resolution, the amount of trustworthiness, the prevalent organizational politics etc.; The quality of HRM practices prevalent in a particular organization can be rated by scrutinizing the following factors:

Organization Climate: 1. Do people feel they are giving enough responsibility? 2. Do people know what is expected of them in the shape of objectives and standards of performance? 3. Do people see themselves being fairly rewarded for their work and feel that promotion policies are fair? 4. Do the employees feel that they belong to a worthwhile company and are valuable members of working teams? 5. Is there adequate feedback to people on their performance, whether it is good, bad or indifferent? 6. Is there sufficient to challenge in their jobs? 7. Are people given enough support by their managers or supervisors in the shape of guidance or help?

RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY is a way to systemically solve the research problem. It may be understood as a science of studying how research is done. and it to study the various steps that are generally adopted by a researcher in studying his research problem it is necessary for the researcher to design the methodology form the problem as a method differ from problemproblem.

RESEARCH PROCESS
Before embarking on the detail of research methodology and the techniques it seems appropriate to present the brief overview of the research process. Research process consists of series of action or steps necessary to effectively carried out the research and the desired sequencing of these steps one should remember that the desired sequencing of these steps. any specific order and researcher have to be constantly anticipating at each steps in the research process however the following order concerning various steps provide a useful procedural guideline regarding the research process.

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PURPOSE OF THE STUDY

The significance of this project is to give the understanding of how companys ER department tries to improve their productivity, good working conditions, proper training and motivation, reduce cycle time, reduce production cost etc. In HT behavioral as well as technical both trainings are given to the workforce. The project focuses on how different methods, techniques and policies adopted by the management to identify training needs of workforce and to provide them proper training according to need identified. It will help you to understand how organization provides training time to time and provide chance to workmen to update him/her and to provide benefit to both him/her and organization.

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RESEARCH OBJECTIVE OF THE STUDY

The objective for this project is to undertake a study, the Role of HR Manager in HT To Study How HR Department is Important for the Company To study how Training and Development , Recruitment and Selection process are performed in the Company

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RESEARCH METHODOLOGY OF THE STUDY

Methodology may be a description of process or may be expanded to include a philosophically coherent collection of theories, concept or ideas as they relate to a particular discipline or field of inquiry. This project requires a detailed understanding of the concept hr management. Therefore , firstly we need to have a clear idea of, what is TRAINING & DEVELOPMENT , how it is applied in HT and what are the different ways in which HR Management provided to the employees in the organization etc.

RESEARCH DESIGN
Research design is a conceptual structure within which research is conducted; it is basically the blue print for a collection of data, measurement and analysis of data . A research design is the arrangement of conditions for collection and analysis of data in manner that aims to combine relevance to research purpose with economy in procedure. My research design is of descriptive type. A descriptive research includes survey fact finding and enquiries of different kinds with a major purpose of description of affairs as it exist in present.

DATA COLLECTION TECHNIQUES

Data collection. The task of data collection begins after research problem has been defined and research design/ plan chalked out while deciding about the data collection to be used for studying two types of data is used. I have used primary and secondary data for which a comprehensive questionnaire was prepared and was got filled up by the employee of the organization

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Primary data: Are those which are collected fresh and for first time and thus happen to be original in character . as:Questionnaires: A formal list of the questions answered by the employee of HT and later analysis the responses. We have used structured questionnaire as a formal list of question produces more reliable results. Direct personal: personal interview is versatile and flexible. Interview: Direct face to face conversation help in getting accurate data.

Secondary data: On the other hand are those which have already been collected by some one else and which have been already passed on. the method of collecting primary and secondary data differs since primary data are to be originally collected while in case in secondary data the nature of data collections works is merely that of compilation. As: Internet Books Journal Manuals Annual reports

SAMPLE DESIGN
A sampling design is a definite plan for obtaining a sample for a given population. It refers to the techniques and procedure the researcher would adopt in selecting items for sample design is determined before data is collected. The sample size should also be ascertained before starting the research program. I have choosen a sample size of the 20 employee.

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LIMITATIONS
HT S are making strenuous effort in imparting training and development to their personnel. There are several problems are related to it which act as a tumbling blocks hampering the effectiveness of their employees. These problems can be summarized as follows:

Employees do not enjoy the training because same old patterns of training are used every time and they dont find it interesting.

There is a problem in identifying the needs of the employees.

Evaluation is an intrinsic part of the training and development process. No evaluation has been made to find out the magnitude of the improvement in an employees capabilities after the completion of the course. Without proper evaluation system, we cannot measure the worth of the training programs for an organization and its personnel.

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4. ANALYSIS & INTERPRETATION

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MACRO ANALYSIS

INTERPRETATION OF SKILL MATRIX OF HALL NO.1

LINE-1 In the Hall No. 1 on line-1, there are 13 workers and total number of machines is 12. With the help of skill matrix of workers, prepared on the basis of the star level parameters we can interpret the skill level of workers of line-1as follows: There are 45.51% workers on the star 1 level There are 19.87% workers on the star 2 level There are 13.46% workers on the star 3 level There are 00.00% workers on the star 4 level There are 07.05% workers on the star 5 level Rests of the 14.11% workers are those who are not rotated on all of the machines.

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LINE-2 In the Hall No. 1 on line-2, there are 20 workers and total number of machines is 11. With the help of skill matrix of workers, prepared on the basis of the star level parameters we can interpret the skill level of workers of line-2 as follows: There are 52.27% workers on the star 1 level onLine-2 There are 18.18% workers on the star 2 level onLine-2 There are 13.18% workers on the star 3 level onLine-2 There are 03.18% workers on the star 4 level onLine-2 There are 08.18% workers on the star 5 level onLine-2 Rests of the 05.01% workers are those who are not rotated on all of the machines.

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LINE-3 In the Hall No. 1 on line-3, there are 14 workers and total number of machines is 11. With the help of skill matrix of workers, prepared on the basis of the star level parameters we can interpret the skill level of workers of line-3 as follows: There are 51.94% workers on the star 1 level on Line-3 There are 13.63% workers on the star 2 level onLine-3 There are 12.33% workers on the star 3 level onLine-3 There are 05.84% workers on the star 4 level onLine-3
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 There are 01.94% workers on the star 5 level onLine-3 Rests of the 14.32% workers are those who are not rotated on all of the machines.

LINE-4 In the Hall No. 1 on line-4, there are 17 workers and total number of machines is 12. With the help of skill matrix of workers, prepared on the basis of the star level parameters we can interpret the skill level of workers of line-4 as follows: There are 30.88% workers on the star 1 level There are 22.05% workers on the star 2 level There are 15.68% workers on the star 3 level There are 06.86% workers on the star 4 level
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 There are 02.94% workers on the star 5 level Rests of the 21.59% workers are those who are not rotated on all of the machines.

LINE-9 In the Hall No. 2 on line-9, there are 23workers and total number of machines is 18. With the help of skill matrix of workers, prepared on the basis of the star level parameters we can interpret the skill level of workers of line-9 as follows: There are 00.48% workers on the star 1 level There are 02.17% workers on the star 2 level

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 There are 10.86% workers on the star 3 level There are 33.57% workers on the star 4 level There are 04.10% workers on the star 5 level Rests of the 48.82% workers are those who are not rotated on all of the machines.

LINE-10 In the Hall No. 2 on line-10, there are 21workers and total number of machines is 20. With the help of skill matrix of workers, prepared on the basis of the star level parameters we can interpret the skill level of workers of line-10 as follows: There are 00.47% workers on the star 1 level There are 03.09% workers on the star 2 level
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 There are 13.57% workers on the star 3 level There are 07.38% workers on the star 4 level There are 05.23% workers on the star 5 level Rests of the 70.26% workers are those who are not rotated on all of the machines.

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MICRO ANALYSIS
ANALYSIS AND INTERPRETATION OF QUESTIONNAIREQuestionnaire was prepared in a view to study the changes in the performance skills and abilities of the employees of HT GROUPS after the training programme was imparted to them. For this I have taken a sample size of 20 employees and made an analysis. Few questions are of general types consisting of employee name and their designation, age sex etc. 1. Do you receive any kind of Training? A. YES B. NO

All 20 workers taken as sample size said they all have attended many training programmes. The ratio for Yes is 100% and 0% for No. 2. Which type of training do you received? A. Technical B. Behavioral C. Managerial

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Out of 20 workers 28% workers said they have attended mostly technical training programmes, 72% said they have attended mostly behavioral training programmes and no one attended managerial training programme.

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Are you aware of training policies? a. YES b. No

Out of 20 workers 99% workers are not aware about the training policies of theorganization. Only 1% workers aware to the policies. 4. Are you able to understand clearly whatever is covered during the training? a. YES b. NO

All the 20 workers said they understand clearly the topic covered in the training programme.

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5. Do you feel that the training received by you is relevant to your work? a. YES b. NO

Out of sample size 9% workers think that the training received by them is not relevant to their work. Rests 91% think the training is relevant.

6. Do you feel any kind of difficulty during the training? a. YES b. NO

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All the 20 workers said that they dont feel any difficulty during the training programmes they have attended till now. 7. Is there a system of taking your feedback of the training that you receive? a. YES b. NO

All the 20 workers said yes there is a system of taking feedback of the training programmes.

8. Do you apply to your work situation whatever you learn during the training? a. YES b. NO

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Out of sample size 75% workers are capable to apply whatever they learn during the training programme and rests of 25% are those who are not capable to apply the knowledge, they got during the training session.

9. Are you satisfied with the existing training & development system? a. YES b. NO

b.

Out of sample size of 20 workers 63% are satisfied with the existing system of training & development in organization. Rests of 37% workers are not on a satisfactory position 10. Does your company maintain the training records? a. YES b. NO c. Dont know

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Out of the sample size mostly workers dont know that the company maintains their training record or not. About training record maintained or not by company 63% workers said they dont know 24% said yes and 7% said no

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FINDINGS & SUGGESTIONS:

FINDINGS.
The top management rewards superiors for carrying out effective training. The top management plans and budgets systematically made for training Behavioral objectives are precise. Trainers provide limited counseling and consulting services to the rest of the organization.

The benefits of training and development are clear to the top management

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SUGGESTIONS..

In the era of the globalization the organization has to face new challenges in the present context and achieve its objectives. It must be dynamic, desalinated efficient especially in the training, development placement and promotion of its personnel. The huge investment in the industrial sectors demand better operational efficiency, better management of capital and above all, better management & development of human resources. For enhancing the effectiveness of training & development programme there are few useful suggestion which is implemented earnestly & sincerely may hopefully add to the luster & improve the planning execution and follow-up of the training and development programme in particular. On the basis of my research I would like to suggest the following points for the organization:-

The appropriate person should be selected for the training.

Some changes to be made in feedback system so that unbiased feedback can be achieved.

Most of the workers dont know that company is maintaining their training records.

Training program should be in a scheduled way so that gap doesnt be occur As the training is given to the workers the training programmes should be of both types behavioral as well as technical.
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CONCLUSION

Bank

sector occupies a pivotal position in the Indian economy. It is considered as a

pacesetter for the rest of the economy. It has expanded enormously and contributed a lot towards the economic growth of country by adding a major share in the net national product generating gainful employment & growth of every organization depends on the quality of the manpower,& its people improvement & utilization in suitable challenging jobs. Training and development is an important aspect of proffessionalisation of our executive cadre. There is no doubt that training and development can do lot for development of its personnel. Training and Development can do lot for its personnel. Training and Development is an integral part of the Human Resource Development HRD. It is an important tool for the organization. To sharpen executive knowledge with the object of strengthening & profit maximization of the organization.

In Corporation Bank also training is very helpful towards organization and employees. The employee attended training program of the company the were also benefited by it in terms that their performance increased, also almost 70% of the employees also found changes in terms of productivity i.e. they gained more professional knowledge also almost all of them can discuss their needs with their superiors. We can therefore say, that training programs discuss their needs with their superiors. We can therefore say, that training programs are not only beneficial for the company but also beneficial for the employees working and personal life.

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BIBLOGRAPHY

Books referred
C.R Kothari - Research Methodology Beri Marketing Research (Tata McGraw Hill) , 1993 , 2nd Edition K Aswathappa , Human Resource and management, (Tata McGraw - Hill) HR and PM, 2003, 3rd Edition Dessler - Human Resource management ( Prentice - Hall) 9th Edition Robbins S.P. Organizational Behaviour (Pearson Education , 2003 , 10th Edition) Pareek U. Training Instruments for HRD and OD (Tata McGraw Hill) , 2nd Edition Websites http://www.pdf-search-engine.com http://www.mbajunction.com http://www.hronline.com http://www.gharidetergent.com

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ANNEXURES

-: Questionnaire:-

1. Do you receive any kind of Training? a. YES b. NO.

2. Which type of training do you receive? a. Technical b. Managerial c. Behavioral

3. Are you Aware of training policies? a. YES b. NO

4. Are you able to understand clearly whatever is covered during the training? a. YES
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b. NO

5. Do you feel that the training received by you are relevant to your work? a. YES b. NO

6. Do you feel any kind of difficulty during the training? a. YES b. NO

7. Is there a system of taking your feedback of the training that you receive? a. YES b. NO

8. Do you apply to your work situation whatever you learn during the training? a. YES b. NO

9. Are you satisfied with the existing training & development system? a. YES b. NO

10. Does your company maintain the training records? a. YES b. NO

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11. Does your company identify Need for training? a. YES b. NO

12. Does your company identify Need for training for freshers as well as for present employers? a. YES b. NO c. CANT SAY

13. Does your company use Job Rotation methods to train employees? a. YES b. NO c. CANT SAY

14. Do you think evaluation is done properly? a. YES b. NO

15. Do you think training policies are followed adequately? a. YES b. NO

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