Effectiveness of employee’s development programme with reference to sbm

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  • 1. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – INTERNATIONAL JOURNAL OF MANAGEMENT (IJM) 6510(Online), Volume 4, Issue 2, March- April (2013)ISSN 0976-6502 (Print)ISSN 0976-6510 (Online)Volume 4, Issue 2, March- April (2013), pp. 99-111 IJM© IAEME: www.iaeme.com/ijm.aspJournal Impact Factor (2013): 6.9071 (Calculated by GISI) ©IAEMEwww.jifactor.com EFFECTIVENESS OF EMPLOYEE’S DEVELOPMENT PROGRAMME WITH REFERENCE TO SBM - HEAD OFFICE, BANGALORE S.Poornima1 and Srinivas K T2 1 Assistant Professor, SBM Jain College, V.V.Puram, Bangalore, India 2 Associate Professor, Community Institute of Management Studies, 2nd Block Jayanagar Bangalore-11 ABSTRACT Employee is foundation stone and considered to be human capital in the organization. The success or failure of the organization depends on employee performance. Therefore, organizations are investing huge amount of money on employee’s development. This paper analyzes the employee development programmes and its affect on employee performance. State Bank of Mysore has a good organization culture, excellent working environment and a very precious asset that is highly dedicated, hard working, well qualified knowledge workforce. State Bank of Mysore has offered development programmes to its employees of all departments. If researcher take the over view of the executive development program at State Bank of Mysore, researcher find that employee’s development programmes offered to employees are effective and serving the purpose. Key words: Employee development INTRODUCTION Organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So every modern management has to develop the organization through human resource development. Employee development is the important sub-system of human resource development. Employee development is the specialized function and is one of the fundamental operative functions for human resources management. Management development is a systematic process of growth and development by which the managers develop their abilities to manage. So it is the result of not only participation in the formal courses of instruction but also of actual job experience. It is concerned with improving the performance of the mangers by giving them opportunities for growth and development. Statement of the Problem. 99
  • 2. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March- April (2013) It is very important for any company to know the employees development needs andalso to evaluate its effectiveness. Hence, this research is concerned with evaluating theemployee’s development program effectiveness. The study recognizes how important thecurrent development programmes are with respect to the job profile of the employees fromthe view point of the employer.SCOPE OF THE STUDY The geographical frame of the project is restricted to State Bank of Mysore, HeadOffice Bangalore. The study covers a sample of only 100 employees. The study covers thedetailed analysis and the study of the effectiveness of employee’s development at SBM.The study has a scope to make development program as an effective instrument to makeemployee’s to handle their job effectively.OBJECTIVES OF THE STUDY1. To study how the development programs needs have been identified in State Bank ofMysore.2. To study how the development programs have been designed to achieve developmentneeds in State Bank of Mysore.3. To study the types of development programs in State Bank of Mysore.4. To examine the effectiveness of development program on employees in improving theirskills in State Bank of Mysore.5. To offer suggestions based on the findings of the studyRESEARCH METHODOLOGY The methodology adopted for the collection of data was by the distribution of theQuestionnaire consisting of 15 questions. The study concentrates on various parameters ofthe effectiveness of development programme at State Bank of Mysore.SAMPLE DESIGNSample unit: Employees of the State Bank of Mysore.Sample size: The sample size was limited to 100 for the survey conducted in the study.Sampling techniques: the sampling technique adopted for the purpose of the study isconvenient sampling. A convenient sample means selecting particular units of the universe toconstitute a sample.Contact method: contact with the employee was made through a structured Questionnaire.Research instrument: questionnaire was used to conduct the survey among 100 employeeswhich includes closed ended questions.STATISTICAL TOOLS FOR ANALYSIS Statistical tools like tabulation, graphical representation, percentage analysis used inthe compilation and computation of data. 100
  • 3. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March April (2013) March-1. Tabular presentation: A table enables quantitative comparison and provides a preciseway to present the data.2. Percentage analysis: this helps to bring out a uniform study of the data. Percentage is usedin making comparison about two or more series of data.Formula= number of respondents/ total no. of respondents*100 la=Graphs: graphs presentation is the only way to present qualitative information effectively.The various charts used in report writing are Bar chart and Pie chartANALYSIS AND RESULTS1. Are you satisfied with the Development program modules? fied Table 1 Response No. of Respondents Percentage Satisfied 78 78 Moderately Satisfied 20 20 Not Satisfied 2 2 Cant Say 0 0 Total 100 100Analysis:78% of the respondents are satisfied with the development modules. 20% of the respondents are moderately satisfied with the development program modules.2% of the respondents are not satisfied with the development program modules. Graph 1 80 60 40 20 0 Satisfied Moderately Not Satisfied Cant Say SatisfiedInference: From the above graph it is observed that majority of the respondents are satisfied :with the development program modules. 101
  • 4. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March- April (2013)2. Are you satisfied with the duration of the development program? Table 2 Response No. of Respondents Percentage Satisfied 74 74 Moderately Satisfied 16 16 Not Satisfied 10 10 Cant Say 0 0 Total 100 100Analysis:74% of the respondents are satisfied with the duration of the development program.16% of the respondents are moderately satisfied with the duration of the developmentprogram.10% of the respondents are not satisfied with the duration of the development program. Graph 2 No. Respondents 80 70 60 50 40 30 20 10 0 Satisfied Moderately Satisfied Not Satisfied Cant SayInference: From the above graph it is observed that majority of the respondents are satisfiedwith the duration of the development program. 102
  • 5. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March April (2013) March-3. Are you satisfied with the resource person’s who conduct the development program? Table 3 Response No. of Respondents Percentage Satisfied 82 82 Moderately Satisfied 12 12 Not Satisfied 6 6 Cant Say 0 0 Total 100 100Analysis:82% of the respondents are satisfied with the resource person.12% of the respondents are moderately satisfied with the resource person.6% of the respondents are not satisfied with the resource person. Graph 3 90 80 70 60 50 40 30 20 10 0 Satisfied Moderately Not Satisfied Cant Say SatisfiedInference: From the above graph it is observed that majority of the respondents satisfied with :the resource person’s who conduct the development program. 103
  • 6. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March- April (2013)4. Does the development program provide opportunity for the exchange of experience andinformation? Table 4 Response No. Respondents Percentage Yes 81 81 To some extent 15 15 Not at all 4 4 Cant Say 0 0 Total 100 100Analysis:81% of the respondents agree the development program provide opportunity for the exchangeof experience and information.15% of the respondents agree that to some extent the development program provideopportunity for the exchange of experience and information.4 % of the respondents not at all agree that the development program provide opportunity forthe exchange of experience and information. Graph 4 No. of Respondents 90 80 70 60 50 40 30 20 10 0 Yes To some extent Not at all Cant sayInference: From the graph it is observed that development program provide opportunity forthe exchange of experience and information. 104
  • 7. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March April (2013) March-5. Was the content and topic covered within the scheduled timeframe? Table 5 Response No. Respondents Percentage Yes 90 90 To some extent 8 8 Not at all 2 2 Cant Say 0 0 Total 100 100Analysis:90% of the respondents agree that content and topics covered within the scheduled timeframe.8% of the respondents tell to some extent the content and topics covered within the scheduledtime frame.2% of the respondents tell not at all the content and topics covered within the scheduled timeframe. Graph 5 100 80 60 40 20 0 Yes To some extent Not at all Cant SayInference: From the above graph it is observed that majority of the respondents agree thatcontent and topic covered within the scheduled timeframe. 105
  • 8. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March April (2013) March-6. Has your efficiency in your job improved after the development program? i Table 7 Response No. Respondents Percentage Yes 74 74 To some extent 14 14 Not at all 10 10 Cant Say 2 2 Total 100 100Analysis:74% of the respondents are agreeing there is efficiency in their job improved after thedevelopment program.14% of the respondents are tells that to some extent there is efficiency in their jobimprovement after the development program.10% of the respondents are tells that not at all there is efficiency in their job improvementafter the development program2% of the respondents are tells that can’t say there is efficiency in their job improvement afterthe development program. Graph 6 80 60 40 20 0 Yes To some Not at all Cant Say extentInference: From the above graph it is clear that majority of the respondents agree thatefficiency in their job improved after development program. iciency 106
  • 9. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March April (2013) March-7. The development program imparted to you gives you job satisfaction. Table 8 Response No. of Respondents Percentage Agree 90 90 Partially Agree 8 8 Disagree 2 2 Total 100 100Analysis:90% of the respondents are agreeing that the development program imparted to gives theirjob satisfaction.8% of the respondents are partially agreed that the development program imparted to givestheir job satisfaction.2% of the respondents are disagreeing with the development program imparted to gives their withjob satisfaction. Graph 7 No. of Respondents 100 80 60 40 20 0 Agree Partially Agree DisagreeInference: From the above graph it is observed that majority of the respondents agree thatdevelopment program imparted to gives job satisfaction. 107
  • 10. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March April (2013) March-8. Does the development program help you reduce the difficulties during work? Table 8 Response No. of Respondents Percentage Yes 76 76 To some extent 12 12 Not at all 10 10 Cant say 2 2 Total 100 100Analysis:76% of the respondents say yes for the development program helps to reduce the difficultiesduring work.12% of the respondents say to some extent the development program helps to reduce thedifficulties during work.10% of the respondents say not at all and2% of the respondents replied can’t say. Graph 8 No. of Respondents 80 70 60 50 40 30 20 10 0 Yes To some extent Not at all Cant sayInference: From the above graph it is cleared that majority of the respondents say yes for thedevelopment program help to reduce the difficulties during work work. 108
  • 11. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March April (2013) March-9. Do you see any improvement in yourself after the development program? Table 9 Response No. of Respondents Percentage Yes 82 82 To some extent 14 14 Not at all 4 4 Cant say 0 0 Total 100 100Analysis:82% of the respondents agrees that there is improvement in their after the developmentprogram.14% of the respondents say to some extent there is improvement in their after thedevelopment program.4% of the respondents say not at all there is no improvement in their after the developmentprogram. Graph 9 No. of Respondents 100 80 60 40 No. of Respondents 20 0 Yes To some Not at all Cant say extentInference: From the above graph it is observed that majority of the respondents say there is animprovement in their after the development program. 109
  • 12. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March- April (2013)FINDINGS • 74% of the respondents are satisfied with the duration of the development program • 78% of the respondents are satisfied with the development modules. • 82% of the respondents are satisfied with the resource person • 81% of the respondents agree the development program provide opportunity for the exchange of experience and information. • 90% of the respondents agree that content and topics covered within the scheduled time frame. • 75% of the respondents say yes their feedback towards development modules considered. • 74% of the respondents are agreeing there is efficiency in their job improved after the development program. • 90% of the respondents are agreeing that the development program imparted to gives their job satisfaction. • 76% of the respondents say yes for the development program helps to reduce the difficulties during work • 82% of the respondents agrees that there is improvement in their after the development program.SUGGESTIONS Regular development programmes should be conducted for the employees. After thedevelopment programmes employee should be asked feedback on the programme. It shouldinclude the opinion of the employee towards executives development programme.Feedback of the employees should be considered for the most effective developmentprogramme and alteration to be done on the basis of their feedback.CONCLUSION State Bank of Mysore has offered development programmes to its employees of alldepartments. Since majority of the employees are adoptable to changes and strive for selfdevelopment. Scientific methods have to be adopted in analyzing the development need andin evaluation of development programmes for better results. From the analysis of the data it can be concluded that the development programmesoffered in State Bank of Mysore are effective. However the employees still feel the need forregular executive development programmes, also suggested for development programmes foremployee at least once in six months. If researcher take the over view of the executive development program at State Bankof Mysore, researcher find that it is satisfactory.REFERENCES1. Abdul Hameed ,Aamer Waheed(2011), Employee Development and Its Affect onEmployee Performance :A Conceptual Framework, International Journal of Business andSocial Science ,Vol. 2 No. 13 110
  • 13. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 –6510(Online), Volume 4, Issue 2, March- April (2013)2. Gibbons, G. (1995, February). Career development in smaller departments. FBI LawEnforcement Bulletin, 16-18.3. Karthikeyan K. Karthi R Shymala Graf. D, (July 2010) “Impact of Training in BankingSector – An Empirical Investigation” International Journal of Business and Management.4. Niraj Kishore Chimote,(July2010) “Training Programs: Evaluation of Trainee’sExpectations And Experience”. The IUP Journal of Organizational Behavior.5. Nagesh P, Narasimha Murthy M. S (Sep 2008), “The Effectiveness of WomenEntrepreneurship Training Program: A Case Study” The ICFAI University Journals ofEntrepreneurship Development.6. Omer Farooq Malik, Qaisar Abbas, Talat Mahmood Kiyani, Khalil-Ur-Rehman Malik andAamer Wahee(2011) “Perceived investment in employee development andturnover intention:A social exchange perspective”, African Journal of Business Management Vol. 5(5), pp.1904-1914,7. Robert C. Merchant, J “The Role of Career Development in Improving OrganizationalEffectiveness and Employee Development”8. Srinivas K T (2012) “Effectiveness of Training”- With Reference to State Bank Of Mysore– Head Office, Bangalore” , International Journal of Marketing and Human ResourceManagement (IJMHRM), Volume 3, Issue 1, January- December (2012), pp. 29-39,ISSN Print: 0976-6502, ISSN Online: 0976-6510.9. West, J., & Berman, E. (1993, September). Human resources strategies in localgovernment: A survey of progress and future direction. American Review of PublicAdministration, 23(3), 279. 111