Comparative Study of Training and Development of Sbi and Icici Bank

“TRAINING AND DEVELOPMENT – A COMPARATIVE STUDY OF “INDUSTRIAL CREDIT AND INVESTMENT CORPORATION OF INDIA”(ICICI) with “STATE BANK OF INDIA”(SBI). BY Mr. R. CHRISTURATNAM Research Scholar for part time Reg No: Y12COMR006 UNDER THE GUIDANCE OF Prof. S. VIJAYA RAJU Department of Commerce and Business Management ACHARAY NAGARJUNA UNIVERSITY NAGARJUNA NAGAR GUNTUR – 522002 INDEX I. INTRODUCTION II. REVIEW OF RELATED LITERATURE III. OBJECTIVES AND METHODOLOGY IV. PROFILE OF THE BANKING SECTOR AND SELECTED BANKS V. COMPARATIVE STUDY OF TRAINING DEVELOPED BY SBI AND ICICI BANK(Trainees’ opinions ) VI.
COMPARATIVE STUDY OF SBI AND ICICI, CHALANGES OF BANKING SECTOR(Trainers opinions) VII. FINDINGS, SUGGESTIONS AND CONCLUSIONS VIII. BIBLIOGRAPHY CHAPTER – I 1. 0 INTRODUCTION 2. 1 TRAINING 2. 2 DEVELOPMENT 2. 3 TRAINING IN ICICI 2. 4 TRAINING IN SBI 2. 5 DEVELOPMENT IN ICICI 2. 6 DEVELOPMENT IN SBI 2. 7 NEED OF THE STUDY 2. 8 SIGNIFICANCE OF THE STUDY 2. 9 PRESENT POSITION OF TRAINING AND DEVELOPMENT 2. 10 CONCLUSION CHAPTER – I 1. 0 INTRODUCTION `Managers unequivocally agree that this century demands more efficiency and productivity than any other times in history. Businesses are striving to increase their performance.
Managers have been grappling with many challenges to succeed putting their company ahead of competitors. To help managers manage, different scholars, researchers and consultants have been contributing their part showing the best ways they think are useful to managers. Among those suggested techniques, concepts like Total Quality Management (TQM) and Business Process Reengineering (BPR) earned recognition from many authors in the second half of twentieth century and were found helpful in increasing organizational performance by focusing on operational and process improvements.

They were/still being used as tools for management in their effort to plan, execute and control of the desired changes in the operational quality. Thanks to technology, nowadays business companies are making use of advanced techniques of operation. As sophistication of technologies continues to evolve, they pose more challenges for managers because organizations will have to need more number of employees with increased technical and professional skills. These knowledge workers cannot be managed with old styles of totalitarian management.
They expect operational autonomy, job satisfaction and status. It is because of these facts that attention of managers is shifting towards employees’ side of organizations. From last quarter of twentieth century onwards, concepts like employee commitment and Organizational Citizenship Behaviour (OCB) started to appear on the ground that efficiency and productivity lie within the employees’ ability and commitment. Managers’ eye is on how to keep employees engaged in their job. Employers now realize that by focusing on employee engagement, they can create more efficient and productive workforce.
Any initiatives of improvement which are taken by management cannot be fruitful without willful involvement and engagement of employees. Employee engagement as a concept is vast. This article limits itself to discuss only the basic concepts on employee engagement based on recent literatures. It has four major parts. Firstly, the article explores the evolution of the concept, its definition and how it is different from the earlier concepts such as Commitment, Organizational Citizenship Behaviour (OCB) and job satisfaction.
Secondly, the article discusses the factors or drivers leading to engagement. Thirdly, it details the impact of employee engagement on organizational performance indicators or business outcomes such as profitability, customer satisfaction, company growth, productivity and others pointing out its benefits and importance to organizations. Finally, the article suggests strategies the companies should take up to keep employees engaged in their jobs. CHAPTER – II OBJECTIVES AND METHODOLOGY