International Journal of Recent Technology and Engineering (IJRTE)

ISSN: 2277-3878 (Online), Volume-8 Issue-4, November 2019

Influence of Training and Development

Programs in Banking Sector on the Performance
of Employee
Geeta Kumari

 HRD department that their employees must be trained and

Abstract: In this research paper, the performance of employee educated for a competitive lead over their competitors in
in banking sector is studied by understanding the effect of training providing quality services to their customers. Bank Profile
and development. In the case of SBI bank, the majority of the
1) State Bank of India (SBI)
respondents (52%) were with the organization form 1 to 5 years.
In case of ICICI bank, the majority of the respondents (48%) were
SBI is a multinational, financial services and public banking
engaged with the organization from 1 to 5 years. This may also company of India. It is a government company based in
conclude that employee’s turnover is less than public bank and Mumbai, Maharashtra. As of 2017, the company has been
people have more secured jobs in public banks. In the case of SBI ranked 217 on the Fortune Global 500 list as one of the
bank, on the basis average score (mean) the highest influential world's largest companies. It is the largest bank in India with a
factor is HR department is identifying the training needs (4.02) market share of 23% and a quarter of the total credit and
and least influential factor is Methodology for the selection of deposit market.
training (3.08). In the case of ICICI bank, on the basis average The bank originated in 1806, founded by Bank of Calcutta as
score (mean) the highest influential factor is HR department is
identifying the training need (4.34) least influential factor is
the Imperial Bank of India. Since then it has been the oldest
Methodology for the selection of training (3.04). commercial bank of the Indian subcontinent. The Bank of
Madras merged with the two other "Presidential Banks" in
Keywords: Performance, Banking sector, public bank, British India, the Bank of Calcutta and the Bank of Bombay,
Influential factor, Training needs, development.
to form the Imperial Bank of India, which became the State
Bank of India in 1955. (7) The Indian government took over
I. INTRODUCTION
the Imperial Bank of India in 1955. The Reserve Bank of
In the banking sector, education and training is one of the India (the Central Bank of India) bought 60% of shares and
prime tools for a staff member to become a better employee. renamed it as The State Bank of India. In 2008, the
In India, where the banking industry is becoming more government took over the share of the Reserve Bank of India.
competitive than ever, private and public banks are competing Industrial Credit and Investment Corporation of India
to compete well. Bank executives are now able to transform (ICICI Bank) is an Indian multinational private banking and
their traditional HR practices into innovative HR practices to financial services company headquartered in Mumbai,
meet the challenges of other competitive banks. In banks, Maharashtra, India, with headquarters in Vadodara. In 2017,
continuous education and training of employees in the areas it has been ranked as the third largest bank in India in terms of
assets and fourth in terms of market capitalization. It provides
of customer care services for proper operational and
a broad range of banking products and financial services to
behavioral aspects are very necessary. Banking professionals
corporates and individuals through a variety of delivery
can be brought up to date with a professional training program
channels and specialized affiliates in the areas of investment
organized by the bank concerned to increase their banking, life insurance, non-life insurance, venture capital
performance. In the case of big banks, there are two ways to and asset management. The bank has a nationwide network of
implement training programs are implemented, through an 4,850 branches and 14,404 ATMs across India. The bank also
established department with a full-time HRD employees who has its subsidiaries in the UK and Canada, offices in the
overseas all the training and development functions of banks United States, Hong Kong, Singapore, Bahrain, Oman, Sri
or is recognized by external coordinators coordinated by the Lanka, Qatar, Dubai International Finance Center, China and
South Africa; and representative offices in the United Arab
Emirates, Bangladesh, Malaysia and Indonesia.

II. OBJECTIVES OF THE STUDY

Manuscript published on November 30, 2019.
* Correspondence Author The objectives of the research are:
Geeta Kumari*, Department of Management, Akal College of  To identify training needs and implementation of training
Economics Commerce and Management, Eternal University, Baru Sahib,
Himachal Pradesh, India. Email: geekumari@gmail.com
programme at SBI and ICICI Bank.
 To study the pattern of training programme and methods
© The Authors. Published by Blue Eyes Intelligence Engineering and used for training by SBI and ICICI bank.
Sciences Publication (BEIESP). This is an open access article under the  To analyze the influence of training programs on the job
CC-BY-NC-ND license http://creativecommons.org/licenses/by-nc-nd/4.0/
performance at individual
level and organizational
level.

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DOI:10.35940/ijrte.D8463.118419 Published By:
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5711 & Sciences Publication
 Influence of Training and Development Programs in Banking Sector on the Performance of Employee

 To evaluate the effectiveness of training programme at SBI practices considered. The best practices such as systematic
&ICICI Bank. levels of performance after training and staff development
and knowledge development etc. It has been recommended
III. HYOTHESIS OF THE STUDY that the training-related processes should be properly
followed, the public sector companies should help their
Ho1: There is no prominent difference in identifying training
organization identify their career paths and guide them in the
needs and implementation of training program in SBI &ICICI
search for better knowledge.
Banks.
Hameed et al. [6] concluded that implementation of training
HA1: There is prominent difference in identifying training
and development programs not only help the employees but
needs and implementation of training program in SBI &ICICI
also helped in removing deficiencies in employees as they are
Banks.
prime resources of the bank. One of the important objective of
Ho2: There is no prominent difference in the assessment of
the bank is the regular evaluation of training and development
the effectiveness of training programme of the SBI and ICICI
programs for the success of employees’.
banks.
Athar and Shah [7] concluded from their research that stress
HA2: There is prominent difference in the assessment of the
level and motivation, technical knowledge and training
effectiveness of training programme of the SBI and ICICI
program method have direct effect on motivation of
banks.
employees.
Alghareeb and Wadi [8] found that work costs, training
IV. LITERATURE REVIEW assessment needs, evaluation of training are the key factors
Hossain [1] studied the needs assessment, its importance, the for the assessment of return on the investment made from the
evaluation practices for training and development of training and development programs for employees.
employee’s in banking sector. Also a comparison study was Chughtai and Nadeem [9] revealed the participation on
conducted on these practices with the perceived success of the training and developmental programs in an organization is
training program and its effectiveness. The research suggests maximum. It is believer that training and development
that implementation of training procedures that is followed by programs enhances their skills and competences along with
the world’s top banks that will enlighten a positive way in the the improvement of the organizational effectiveness. It was
private banking sector in Bangladesh. Rani and Garg (2014) shown in the study that some employees received only
concluded to enhance the efficiency of the employees of the one-time training and some other employees responded that
public sector banks, training and development programs are they were not provided any training at the time of
carried out regularly. Banks conduct training programs to appointment.
improve the knowledge and skill pf their employee’s to satisfy Ugbomhe, et al. [10] concluded that training and development
their customers. The growth of the banking sector in India is has become one of the integral part of organizations. It was
govern with skilled professionals emerging as a result of clearly state that for experiencing flexibility and effective in
education and development. the job, the employees much acquire knowledge and develop
Megharaja [2] concluded that State bank of India has skills accordingly.
excellent working environment, good organizational culture, Jyoti [11] concluded that for the improvement of the
and precious assets (i.e. Human capital) that are highly efficiency of the employees, the public sector banks carry out
dedicated and hardworking. State Bank of India had offered training and development programs regularly. Banks provide
training to its employees of all departments which inturn training programs to enhance their skills and knowledge to
enhance the efficiency of their employee’s. Tahir et al. (2014) provide customer satisfaction. Growth of banking sector in
in their study, found that there is a close correlation between India resulted in skilled manpower, outcome of training and
education and development and the performance and development.
productivity of employees. The results indicate showed that
employees saw and valued training and development as a key V. RESEARCH GAP
driver of employee performance and productivity. This study
After reviewing the various literatures it was found that many
showed that the banks' administrations interested in their
studies had been conducted earlier on training pattern of SBI
productivity and efficiency have no choice but to introduce
and ICICI bank but there are very few studies conducted in
training and development.
Kangra District of Himachal Pradesh in context of training
Akilandeswari and Jayalakshmi [3] concluded that in public
pattern and identifying training needs and implementation of
and private sector banks for the improvement of efficiency in
training, also very limited comparative studies have been
the employees training and development program which is
conducted in banking sector that shows the influence of
very necessary to provide satisfaction to its consumers.
training and development on the performance of employees in
Nischithaa and Rao [4] studied the over training, employee
these two major banks in public and private sector. Hence,
attitude and satisfaction, company’s yielding and service
this study moves forward to fulfill these Research gaps.
quality can be enhanced. Human resources departments
should highlight the impact of these programs on the
VI. METHODOLOGY
company’s success. The training programs can be eliminated
or reduced, but important programs must be kept intact to Research methodology refers to the implementation of
reduce upcoming obstacles and company’s success. systematic and scientific methods that can be adopted to solve
Rajeswari and Palanichamy [5] studied that the importance of prevailing research problems in any topic.
training and employee satisfaction on public sector
organization, which has not been consistent with best

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DOI:10.35940/ijrte.D8463.118419 Published By:
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 International Journal of Recent Technology and Engineering (IJRTE)
ISSN: 2277-3878 (Online), Volume-8 Issue-4, November 2019

It deals with selection area of the study, data collection and employees as well as organization
methodology adopted to achieve the objectives of the present 15. Reduces consumption time and cost 3.57 3.56 SBI
study. Source: Field survey
Methodology is a crucial step in any research as it directly
affects the whole research and research findings.
Methodological framework of the study is discussed under the
following sections:
Research Design: Exploratory research design was used.
Area of the study: The study is conducted in SBI and ICICI
Bank in Kangra
Sample size: The sample comprised of 100 respondents out
of which 50 are from SBI and 50 are from ICICI Bank.
Sampling techniques: Convenient Sampling method was
used for research purpose.
Tools and techniques of data collection: Based on research
problem and the framed objectives of the study primary data
are collected through a well-framed and structured
questionnaire which comprises of different parts. First part
deals with the demographic and socio-economic profile of the
respondent. Second part determines the Identifying training
needs and implementation of training wherein the respondents
were asked to mark the alternative which is most applicable
among the five-point Likert scale (i.e. 5-“Strong agree”, 4-
“Agree”, 3- “neutral”, 2-“ disagree”, and 1-“ Strongly
disagree”).
In order to achieve the objective of study primary data were
considered.
Data Analysis: The data collection is done for the study with
the help of questionnaire that is coded in the form of numbers.
The coded data is then processed and studied by using a
statistical software named SPSS version 21.0. With this tool
the following objectives are achieved:
i. Percentages
ii. Mean
iii. t-test Analysis
Table 1 Influence of training programs on the job
performance Individual level (SBI and ICICI Bank)
Mean
S.
Variables Score Remarks
No.
SBI ICICI
1. Employee’s enhancement 4.22 ICICI
4.14
2. Positive attitude 3.98 3.84 SBI
3. Increased Job knowledge 3.58 3.64 ICICI
4. vital for job 3.44 3.36 SBI
5. Essential for job 3.40 3.70 ICICI
Figure 1 Bar graph show the influence of training
6. Boost up the morale 3.38 3.62 ICICI
programs on the performance of the job at Individual
7. Reduce the stress 3.54 3.86 ICICI
level
Skilled employee performance and
8. productivity is more than the 3.30 3.82 ICICI In the case of SBI bank it was observed from the table 1 and
unskilled employees. figure 1 on the basis average score (mean) the highest
Productivity increase due to ability influential factor is Employee’s enhancement (4.14) followed
9. 3.68 3.66 SBI by Positive attitude (3.98) and Productivity increase due to
of the employees
High morale give better ability of the employees (3.68) and Productivity Increase
10. 3.36 3.92 ICICI positive attitude (3.60) and least influential factor is that
performance
Productivity increase due to the job skilled employees performance and productivity is more than
11. 3.50 3.68 ICICI the unskilled employees (3.30).
knowledge
Productivity Increase positive
12. 3.60 3.72 ICICI
attitude
Teach the technique of performing
13. 3.46 3.74 ICICI
the job
14. Enhance the performance of the 3.52 3.40 SBI

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DOI:10.35940/ijrte.D8463.118419 Published By:
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5713 & Sciences Publication
 Influence of Training and Development Programs in Banking Sector on the Performance of Employee

In the case of ICICI bank it was observed from the table 1 and achievement
figure 1 on the basis average score (mean) the highest Reduce of
3. consumption 10 14 16 4 6 3.36 X
influential factor is Employee’s enhancement (4.22) followed of time
by High morale give better performance (3.92) and reduce the Solution of
stress (3.86) and Positive attitude (3.84) and least influential 4. organizational 8 21 9 10 2 3.46 VIII
factor is vital for job (3.36). problem
Employee
5. 11 21 11 4 3 3.66 V
engagement
Table 2 Influence of training programs on the job Overall
performance Organizational level (SBI Bank) 6. customer 11 20 10 7 2 3.62 VI
satisfaction
Employees
7. 12 13 16 5 4 3.48 VII
Strongly Agree Neutra Disagre Strongly retention
S.no Mean Achievement
Factors Agree (A) l e Disagree Rank
. score 8. of vision of 18 15 12 2 3 3.86 II
(SA) (5) (4) (N) (3) (D) (2) (SD) (1)
goal
Reduced
9. operating 11 12 18 6 3 3.44 IX
Quality of expenses
1. work 26 9 14 0 1 4.18 I Reduce
service anxiety when
10. dealing with 17 13 13 2 5 3.70 IV
Target corporate
2. 12 24 13 0 1 3.92 II changes
achievement
Attract higher
11. quality 16 16 12 1 5 3.74 III
Reduce of employees
3. consumption 14 11 20 4 1 3.66 IV Source: Field survey
of time

Table 4 Influence of training programs on the job

Solution of performance Organizational level (SBI and ICICI Bank)
4. organizational 9 15 16 7 3 3.40 IX
Mean score
problem S.No Remarks
Variables SBI ICICI
.
Employee 1. Quality of work service 4.18 4.19 ICICI
5. 11 13 15 9 2 3.44 VII
engagement

Overall 2. Target achievement 3.92 3.74 SBI

6. customer 9 19 15 5 2 3.56 V
satisfaction
Reduce of consumption of
3. 3.66 3.36 SBI
time
Employees
7. 12 13 15 8 2 3.50 VI
retention 4. Solution of organizational problem 3.40 3.46 ICICI
5. Employee engagement 3.44 3.66 ICICI
Achievement Overall customer
8. of vision 15 16 12 5 2 3.74 III 6. 3.56 3.62 ICICI
satisfaction
of goal
7. Employees retention 3.50 3.48 SBI
Reduced Achievement of vision of
9. operating 8 16 13 11 2 3.34 X 8. 3.74 3.86 ICICI
goal
expenses
9. Reduced operating expenses 3.34 3.44 ICICI
Reduce Reduce anxiety when
anxiety when 10. 3.42 3.70 ICICI
dealing with corporate changes
10. dealing with 8 15 18 8 1 3.42 VIII Attract higher quality
corporate 11. 3.10 3.74 ICICI
employees
changes
Source: Field survey
Attract higher
11. quality 9 14 7 13 7 3.10 XI
employees

Source: Data collection through questionnaire (Field survey)

Table 3 Influence of training programs on the job

performance Organizational level (ICICI Bank)
Strongly Agree Neutra Disagre Strongly
S.no Mean
Factors Agree (A) l e Disagree Rank
. score
(SA) (5) (4) (N) (3) (D) (2) (SD) (1)
Quality of
1. work 30 7 9 0 4 4.19 I
service
2. Target 12 22 11 1 4 3.74 III

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DOI:10.35940/ijrte.D8463.118419 Published By:
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 International Journal of Recent Technology and Engineering (IJRTE)
ISSN: 2277-3878 (Online), Volume-8 Issue-4, November 2019

to
evaluate
the
effectivenes
s of
training
Content
covered
6. 10 14 15 9 2 3.42 IV
with
in time
Quality of
training
7. 7 10 16 12 5 3.04 VIII
programme
s
After
training
elements
8. 4 10 14 10 4 3.16 VI
makes
Figure 2 Bar graph showed the Impact of training training
programme on the job performance at organizational successful
level Source: Field survey
In case of SBI bank it was observed from the table 4.2.3 (F) Table 6 Evaluation of the effectiveness of training
and figure 4.14 on the basis average score (mean) the highest programme (ICICI Bank)
influential factor is Quality of work service (4.18) followed Strongl Agre Neut Disag Stron Mea
S.no. Factors Rank
by Target achievement (3.92) and Achievement of vision of y e r re gl n
goal (3.74) and least influential factor is attract higher quality
employees (3.10). (A) e (D)
Agree al (N) y score
(4) (2)
In case of ICICI bank it was observed from the table and
figures on the basis average score (mean) the highest
(SA) Disag
influential factor is Quality of work service (4.18) followed (3)
(5) re
by Achievement of vision of goal (3.86) and Target
achievement (3.74) and least influential factor is Reduce of e
(S
consumption of time (3.36). D)

Table 5 Evaluation of the effectiveness of training (1)

programme (SBI Bank)
Strongl Strongly Relationship
Agre Neutra Disagre
y Disagre Mean between training
S.no. Factors e (A) l e Rank
Agree e (SD) score and improvement of
(4) (N) (3) (D) (2)
(SA) (5) (1) 1. performance is 32 9 8 `1 0 4.44 I
Relationshi considered
p between important by
training management
and Equipment is
improveme appropriate and
nt of 2. 8 26 13 3 0 3.78 IV
available in the
1. performanc 27 14 7 2 0 4.32 I training
e is Training brings
considered 3. attitudinal changes 13 12 18 6 1 3.60 VI
importa in the employees
nt by
managemen
t an
Equipment Training towards
d 1 morale 1boost 3.
4. 20 4 1 III
is reducing stress an 3 2 80
appropriate d
2. 5 28 17 0 0 3.76 II
and
available in Methods used to
the training evaluate
Training the 1 3.
brings 5. 18 7 9 1 V
effective 5 74
attitudinal ness of
3. 16 9 20 5 0 3.72 III
changes in training
the
employees Content covered with
Training 1 1 3.
6. in 18 5 0 II
towards and 4 3 82
time
morale
4. 6 17 14 13 0 3.32 V
boost and
reducing
stress
Methods
5. 6 17 6 16 5 3.06 VII
used

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DOI:10.35940/ijrte.D8463.118419 Published By:
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 Influence of Training and Development Programs in Banking Sector on the Performance of Employee

In case of ICICI bank it was observed from the table 4.2.4 and
Quality of 1 training 1 3. figure 4.15 on the basis average score (mean) the highest
7. 17 3 2 III
programmes 5 3 80
influential factor is relationship between training and
improvement of performance is considered important by
management (4.44) followed by content covered with in time
After training (3.82) and quality of training programmes (3.80) and least
1 3. VI
8. elements makes 8 22 6 4 influential factor is after training elements makes training
0 48 I
training successful
successful (3.84).
Hypothesis Testing
Source: Field survey Identifying training needs and implementation of training
Ho1: There is no significance difference in identifying
7 Evaluation of the effectiveness of training programme training needs and implementation of training in both the
(SBI and ICICI Bank) banks
Mean Remarks HA1: There is significance difference in identifying training
S.n Variables Score
o SBI ICICI
needs and implementation of training in both the banks
In order to test the hypothesis of the study independent t- test
1. Relationship between training and improvement 4.32 4.44 ICICI is used and p- values are calculated.
of performance is
considered important by management
The result of the same has been depicted in table no. 8
Table 8
SBI ICICI
t-valu p-valu
S.no Factor Mean Std. Mean Std.
2. Equipment is appropriate and available in the 3.76 3.78 ICICI e e
score deviation score deviation
training
Is HR Dept. in bank
T1 helping identifying 4.02 1.134 4.34 0.895 -1.567 0.120
3. Training brings attitudinal 3.72 3.60 SBI
training needs?
changes in the employees
4. Training towards and 3.32 3.80 ICICI Are you provided
morale boost and reducing stress with adequate
continuing
5. Methods used to evaluate the effectiveness 3.06 3.74 ICICI T2 training to keep you 3.92 0.665 4.16 0.817 -1.611 0.110
of abreast of the
training changes in
6. Content covered with in 3.42 3.82 ICICI the environment
time Is bank management
Quality of training 3.04 3.80 ICICI help in identifying
7.
programmes training
requirements
8. After training elements 3.16 3.48 ICICI T3 according to the job 3.64 1.064 3.84 0.976 -0.979 0.330
makes training successful description of the
employees in
Source: Field survey banking
sector?
Is HR Dept.
/management at
bank provide
T4 training 3.90 0.953 3.96 0.880 -0.327 0.744
requirements for
bank
employees ?
Is training program
linked
T5 3.52 1.035 3.64 0.964 -0.600 0.550
to the practical work
in bank?
Is HR
Dept./management
helps in identifying
T6 individual needs to 3.64 0.985 3.52 1.054 0.588 0.558
Figure 2 Bar graph show the Evaluation of the
do
effectiveness of training programme required jobs in
bank?
Is management
In the case of SBI bank it was observed from the table 5 and follows a certain
figure 3 on the basis average score (mean) the highest T7 methodology in 3.08 1.175 3.04 1.124 0.174 0.862
influential factor is relationship between training and recruiting training
improvement of performance is considered important by employees?
management (4.44) followed by equipment is appropriate and Note: *, ** denote 5 per cent and I per cent level of
available in the training (3.76) and training brings attitudinal significance
changes in the employees (3.72) and least influential factor is
Quality of training programmes (3.04).

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DOI:10.35940/ijrte.D8463.118419 Published By:
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 International Journal of Recent Technology and Engineering (IJRTE)
ISSN: 2277-3878 (Online), Volume-8 Issue-4, November 2019

The above table is illustrates findings of independent t -test  In case of SBI bank, majority (40%) of the respondents
which is individually applied to all the factors for identifying lies under the age group 31 - 40 years and in case of ICICI
the training needs and implementation of training in SBI and bank, the majority (34%) of the respondents lies within the
ICICI bank. Hence there is no significance difference in age group 20 to 30 years and 31 to 40 years which infers
identifying training needs and implementation of training in that majority of the employees in public banks are elders
SBI and ICICI bank. while private banks have a younger working class.
Table 9
S.n
SBI ICICI
p-valu
 In case of SBI bank, the majority of the respondents (66%)
Factor Mean Std. Mean Std. t-value were male. In the case of ICICI bank, the majority of the
o e
score Deviation score deviation
respondents (58%) were female.
Relationship
between training
 In the case of SBI bank, majority of respondents (40%)
and improving the were found to be masters. In the case of ICICI bank, the
performance of majority of the respondents (40%) were found to be
employees are of graduation. This shows that public sector banks have
E1 4.32 0.868 4.44 .837 -0.704 0.483
the elements
considered by HR
educated employees than private sector.
Dept. /  Evaluation of the Effectiveness of training
management Programme
important.  Ho2: There is no visible difference in the evaluation of the
Equipment is
effectiveness of training programme of the SBI and ICICI
appropriate and
available in the bank.
training  HA2: There is visible difference in the evaluation of the
organization to effectiveness of training programme of the SBI and ICICI
E2 3.76 0.625 3.78 0.790 -0.140 0.889
help you learn all bank.
what you need
from your
training VII. CONCLUSIONS
course.
Is training brings The findings of the study are the followings:
E 3 attitudinal change 3.72 1.031 3.60 1.069 0.571 0.569  In the case of SBI bank, majority of respondents (40%)
in the employees? were found to be masters. In the case of ICICI bank, the
Is bank majority of the respondents (40%) were found to be
management graduation. This shows that public sector banks have
training towards
E4 morale 3.32 0.999 3.80 0.990 -2.414* 0.018 educated employees than private sector.
boost up end  In order to test the hypothesis of the study independent t-
reducing stress of test is used and p -values are calculated. The result of the
employees? same has been depicted in table no. 9.
What are the
methods used to
 On the basis of p value of all the factors it is concluded that
evaluate the -2.840* null hypothesis is accepted as tabulated t- value is greater
E5 3.06 1.252 3.74 1.139 0.005
effectiveness of a * than calculated t-value.
training  On the basis of p- values, null hypothesis is rejected and at
programme?
a significance level of 5% another hypothesis is
Topics covered considered. It is indicated that there is significant
E6 with in 3.42 1.126 3.82 0.962 -1.909 0.059 difference in morale boost, effectiveness of a training
right time?
programme and quality of training programme factors in
Quality of
SBI and ICICI bank.
-3.352*
E7 training 3.04 1.195 3.80 1.069 0.001
*
programmes? VIII. LIMITATIONS OF THE STUDY
Is clear objective,  The study was limited to Kangra District of Himachal
good facility, Pradesh due to time constraint so the findings of the study
physical
arrangement and would represent some part of actual picture of the whole.
reward incentives  Getting timely responses from the respondents was a
E8
after the training
3.16 1.095 3.48 1.147 -1.427 0.157 difficult task due to their regular routine activities
programme are the  Limited time for survey and the cost associated with it
elements that
make were other constrains.
training
programme REFERENCES
successful?
1. Hossain A (2014), An Overview on Effective Employee Training
Note: *, ** denote 5 per cent and 1 per cent level of
Systems of Private Sector Commercial Banks in Bangladesh,
significance International Journal of Ethnic and Social Studies;2: 34-44.
The above table illustrates findings of independent t -test 2. Megharaja (2014), The Effectiveness of Training and Development in
which is individually applied to all the factors to see the banking sector: A study of state Bank of India, International Journal of
Business and Economics
differences in evaluation of the effectiveness of the training
Research;2:152-158.
programme in SBI and ICICI bank. CONCLUSIONS
The findings of the study are as under:

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DOI:10.35940/ijrte.D8463.118419 Published By:
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 Influence of Training and Development Programs in Banking Sector on the Performance of Employee

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AUTHORS PROFILE
Geeta Kumari is working as Assistant Professor,
in Management Department at Eternal University,
Baru Sahib, Himachal Pradesh, She has submitted
Ph.D thesis in the area of Human Resource
Management from Jharkhand Rai University. She
did M.Phil in Management in the year 2010 from
Chaudhary Devi Lal University, Sirsa Haryana,
India. She did Master in Business Administration
(MBA) in Human Resource Management in the year 2007 from Punjab
Technical University, Jalandhar, India. She also did M.Sc in Chemistry from
Department of Chemistry, Assam University, Silchar, Assam. She is having
teaching experience of more than six years. She has more than 30
publications in International and National Journals and Conferences.

Retrieval Number: D8463118419/2019©BEIESP

DOI:10.35940/ijrte.D8463.118419 Published By:
Journal Website: www.ijrte.org Blue Eyes Intelligence Engineering
5718 & Sciences Publication