Description
Human Resources Management in Banking Sector (Final Project Report)
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Page Length : 68
EXECUTIVE SUMMARY
Efficient human resource management is one of the most essential requirements for survival in this competitive world. In this paper, an attempt has been made to test the hypothesis for administrative skills, competitive advantage and human resource development (HRD) policies. This study reveals that Indian bank managers have good administrative skills for industrial competitiveness. Also, they have good administrative skills to manage HRD policies.
This article enlightened the banking activity which thrives on the strength of people power”. People are the direct factors of productivity of its services and people are its sole consumers”. Banking was a thriving industry in ancient India. Initially, the industrial houses pioneered banks with a view to generating funds for productive activities and at the same time offered considerable security, liquidity and fair returns to the depositors. In a way, banking continued to be a traditional industry till 1969. When major banks were taken over by the Government of India. With nationalization, banks ceased to be funding agencies only for industrial sector and became a vivacious instrument of social change more statistical data are available in support of the preposition that there is a phenomenal growth of banking industry.
Content
| Chapter No. | Particulars | Page No. | |
| 1 | Human Resource management | ||
| 1.1 | Meaning of Human Resource Management | ||
| 1.2 | Characteristics of Human Resource Management | ||
| 1.3 | Need and Development of Human resource management | ||
| 2 | Human Resource Management in Banking | ||
| 2.1 | What is a Bank | ||
| 2.2 | HRM Background and Practices | ||
| 2.3 | HR Practices and Methods | ||
| 3 | Job analysis, Job design, and Job evolution | ||
| 3.1 | Job analysis | 18 | |
| 3.2 | Job design | 21 | |
| 4 | Human Resource Planning | 29-31 | |
| 4.1 | Recruitment | 29 | |
| 4.2 | Selection | 30 | |
| 4.3 | Placement | 30 | |
| 4.4 | Induction & Orientation | 31 | |
| 5 | Human Resource Development | 32-34 | |
| 5.1 | Management Development | 33 | |
| 5.2 | Career Planning & Development | 33 | |
| 5.3 | Organizational Development | 34 | |
| 6 | Compensations Management | 35-37 | |
| 6.1 | Compensation | 35 | |
| 6.2 | Compensations and Benefits | 37 | |
| 7 | Human Relations | 38 | |
| 8 | Human Resource Management in Bank | 39-41 | |
| 8.1 | HRM in Cooperative Banks | 39 | |
| 8.2 | HRM in Regional Rural Banks (RRBs) | 39 | |
| 8.3 | HRM in Public Sector Banks | 39 | |
| 8.4 | HRM in Private Banks & Foreign Banks | 40 | |
| 8.5 | HRM in Public Sector Unit Banks (PSU Banks) | 40 | |
| 9 | Responsibilities of the Human Resource Management Department in Banks | 42 | |
| 9.1 | Role | 42 | |
| 9.2 | Responsibilities | 42 | |
| 10 | Employee Relation in Banks | 43 | |
| 11 | Current Challenges Faced by banks in HRM | 44-46 | |
| 12 | Development in Banks | 47-56 | |
| 12.1 | Training and Development | 48 | |
| 12.2 | Recruitment | 50 | |
| 12.3 | Selections | 52 | |
| 13 | HRM Issues in Public Sector Banks | 57 | |
| 14 | Organizational Profile of State Bank of India | 58-60 | |
| 15 | Data Analysis and Interpretation | 61 | |
| 16 | Findings. | 62-64 | |
| 16.1 | Suggestions and Recommendations | 63 | |
| 16.2 | Limitation of the study | 64 | |
| 17 | Conclusion | 65 | |
| 18 | Bibliography | 66 | |
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