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HRM PRACTICES IN SELECTED PUBLIC AND
PRIVATE SECTOR BANK
Keywords: HRM Practices, Public Sector Banks and Private Sector Banks.
"Manuscript No.: GGIC/15/UAB-125"
1)Supriya Balasaheb Gaikwad.
Research Scholar, Chh.Shahu Institute Of Business Education And Research, Kolhapur
-4. Mo-9422300254,email-supriyayadav2906@gmail.com
Address- B6,sanjiv apt, dongarewadi, above bajaj service centre,janavli,kankavli-
416602.
2) Prof. Dr. U.M. Deshmukh.
Chairman, M.phil. programme, Chh.Shahu Institute Of Business Education And
Research, Kolhapur -4.
MO.-9890691927, email-drumdeshmukh@siberindia.edu.in

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HRM PRACTICES IN SELECTED PUBLIC AND
PRIVATE SECTOR BANK
1)Supriya Balasaheb Gaikwad.
Research Scholar, Mo-9422300254,email-supriyayadav2906@gmail.com
2) Prof. Dr. U.M. Deshmukh.
Chairman, M.phil. programme, Chh.Shahu Institute Of Business Education And Research,
Kolhapur -4. MO.-9890691927, email-drumdeshmukh@siberindia.edu.in
Abstract: 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. The literature study was conducted to explore the extent of human resource
management (HRM) practices usually practiced by five prominent commercial Banks of
India. The literature review were done in order to examine the issues involved in employee
selection and recruitment, Training & Development, salaries and wages, job analysis
methods, performance appraisal, employee participation, indicators to measure their levels of
job satisfactions.
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. Being human resources are considered as a
source of sustainable competitive advantage. The success of an organization depends upon
several factors but the most crucial factor that affects the organization performance is its
employee.
Keywords: HRM Practices, Public Sector Banks and Private Sector Banks.

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I. Introduction
The study of human resource management practice has been an important and critical area in
management and organizational performance from last several years especially in the banking
industry. Influence of Human Resource Management practices on organizational performance
has been an important area of research in past 25 years indicating positive relationship
between HR practices and organizational performance. Human resource management (HRM)
practices are being increasingly treated as dependent rather than independent variables in the
olden days, management gurus and researchers were involved in exploring how HRM
practices affected employee performance, and overall bank performance.
The banking industry, one of the major segments of the financial system plays a crucial role
in the economic and social development of a country. A strong and healthy Banking system is
indispensable in a modern society as a financial intermediary and occupies a unique position
in a nation’s economy. Indian banking sector has been passing through different phases such
as pre-nationalization, post-nationalization and post liberalization phase.
II. PUBLIC SECTOR BANKS
Public sector banks are those banks that are owned by the government. The government owns
these banks. In India 20 banks were nationalized in 1969 and 1980 respectively. Social
welfare is there main objective of these banks. They are divided into two groups i.e.
Nationalized Banks and State Bank of India and its associates. Among them, there are 19
nationalized banks and 8 State Bank of India associates. Public Sector Banks dominate
deposits and advances in the banking industry. Public Sector banks dominate the commercial
banking scenario in India. These public sector banks can be further classified into: State Bank
of India 2) Nationalized banks 3) Regional Rural Banks

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III. PRIVATE SECTOR BANKS
These banks are those banks that are owned and run by private sector. An individual has
control over these banks in proportion to the shares of the banks held by him. Private sector
banks came into existence to supplement the performance of Public sector banks and serve
the needs of the economy better. As the public sector banks were merely in the hands of the
government, banks had no incentive to make profits and improve the financial. The main
difference is only that public sector banks follow the RBI Interest rules strictly but private
sector banks can effect some changes but only after approval from the RBI!
IV. WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT FOR BANKS:
Human Resource Management is important for banks because banking is a service industry.
Management of people and risk are two key challenges faced by banks. Efficient risk
management may not be possible without efficient and skilled manpower. Banking has been
and will always be a ‘People Business’. Though pricing is important, there may be other valid
reasons why people select and stay with a particular bank. Banks must try to distinguish
themselves by creating their own niches or images, especially in transparent situations with a
high level of competitiveness. In coming times, the very survival of the banks would depend
on customer satisfaction. Values need to be emphasized through concrete actions on the
ground and it would be the bank’s human resource that would deliver this.
V.LITERATURE REVIEW
Several studies (Javed et al, 2012; Syed and Yah, 2012; Igbal, Malik and Ghafoor, 2013; and
Price, 2004) were conducted on the impact of Human Resource Management Practices
(HRMP) on job satisfaction among public sector employees in both developed and
developing countries but few focused on private sector especially in Nigerian banking sector.
Literature has failed to provide enough evidence in the role of Human Resource Management

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Practices in banking sectors. This research work is necessary at this time where many banks
are thinking of merger and acquisition. This study aims to fill the gap in knowledge by
focusing on the role of HRM practices in job satisfaction with special reference to selected
banks in Nigeria.
Oyeniyi, K.O, Afolabi, M.A, Olayanju, Mufutau (2014) studied five HRM practices such as
compensation practice, supervisory role practice, promotion practice, training practice and
performance evaluation practice. Study is of selected six (6) banks in Nigeria. They
recommended that bank authorities should encourage mentoring to be enhanced and there
should be adequate training in the area of employees’ specialization through seminars and
conferences in and out- side the country and also compensation and promotion should be
improved as well.
Dr.R.Madhesh,(2014) investigated Human Resource Management Practices in Primary
Agriculture Co-operative Credit Societies (PACCS) in Tamil Nadu: Issues and Challenges
,concluded that Compared with all other management functions, human resource
management in Primary Agricultural Co-operative Credit Societies is more sensitive,
personalized and cannot
be managed through a set of predefined techniques. HR management is no longer just a
support function but a strategic tool for competitive advantage. In fact, it is difficult to
practice customer-centric strategic management without first achieving employee
satisfaction. Thus, employee satisfaction is a prerequisite to customer satisfaction. Effective
organization depends on having the right system of HR policies and practices in place to
recruit, select, develop, appraise, compensate and place, promote or send away employees.
Based on a careful analysis of the needs of the business, Primary Agricultural Co-operative
Credit Societies must prior itize their choices around workforce engagement. Successful
HRM requires practicing a sound management philosophy that respects human dignity and

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diversity, committed to the growth of employees, believe in the value of employee’s
contribution and involve them in decision – making.
CH. Venkataiah, (2014) This research paper explores the relationship between strategic
human resource management practices such as i.e. compensation, promotion, performance
evaluation and perceived employee performance among the teachers working in B-Schools in
Andhra Pradesh. The results of the study indicate perfect positive relationship among the
independent study variables such as compensation practices, promotion practices,
performance evaluation practices and dependent study variable i.e., employee performance.
B-Schools need to focus on revising the compensation practices, promotion policies,
performance evaluation systems and define clear career paths to enhance the performance of
teachers.
Marwan M. Shammot, (2014) in his study identified role of human resource management in
the realization of competitiveness in Industrial Organizations and has focused primarily on
some important issues related to human resource management selection, training, motivating,
attracting, employing, evaluating employees, and the setting of salaries, fees and rewards and
the realization of competitiveness among business organizations. The study results showed
that there is a significance relationship between the factors such as; raining, motivating,
attracting, employing, evaluating employees, and the setting of salaries, fees and rewards of
employees and workers and the realization of competitiveness among industrial business
organizations. And this result is consistent with the outcome of previous studies.
Mazni Alias et al, (2013), in their study they have developed the theoretical frame work for
the workplace deviant behavior determinants such as “individual-related factors,
organizational - related factors, and work-related factors”. It is found that the job satisfaction
as a “mediating variable between the three potential groups of determinants and workplace
deviant behavior”.

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On the basis of the above review, the researcher has selected this study to examine the
relationship between three Strategic Human Resource Management Practices i.e.
compensation, promotion and performance evaluation and perceived employee performance.
As these three Strategic Human Resource Management Practices have comparatively direct
effect on the salary and status of an employee. Thus, it can be considered as the main factors
determining the employee’s performance.
Dorothy Oppong Frimpong, (2014) investigated the level of satisfaction of staff with human
resource management (HRM) practices at the University of Education, Winneba (UEW),
their level of commitment and their intention to exit and concluded that the high commitment
of staff resulted from staff satisfaction with HRM practices. Again, the low level employee
turnover stems from confidence of staff in the structure of the University. Lack of
communication could be attributed to some lapses in the administrative procedures in the
University. Based on the findings, it is recommended that the University reviews its training
and development programs, explore several channels of downward communication, see to the
implementation of its induction programs, and introduce the use of electronic-HR.
Iqbal et al, (2013) investigated the impact of HR practices on job satisfaction in corporate
sector of Punjab- Pakistan. They discovered that supervisor role has strong positive effect on
job satisfaction while compensation policy and participation in decision making have no
significant effect on job satisfaction. Syed and Yah (2012) also examined the impact of high
performance HRM practices on employee job satisfaction in China. They found that
empowerment, job rotation, employee participation, merit-based promotion and performance-
based pay and grievance handling procedures were positively correlated with employee’s job
satisfaction.
Loo-See Beha and Leap-Han Loo, (2013) This study sought to investigate the relationship
between best human resource practices and firm performance. The study found that

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performance appraisal, internal communication, SHRM alignment in the organization, and
career planning were the human resource management best practices.
Parikshit Joshi, Anuj Srivastava (2012) in their study they have studied the HRD practices in
Indian PSUs by taking a sample size of 48 Managers and 300 employees using the simple
probability random sampling method in IOC Mathura Refinery. The study has focused on
seven HRD practices and found that there is no association among the study variables.
Dr.R.L.Laddha (2012) Employee welfare facilities enable workers to live a richer and more
satisfactory life. After employees have been hired, trained and remunerated they need to be
retained and maintained to serve the organization better. Welfare facilities are designed to
take care of the well being of the employees, they do not generally result in any monitory
benefits to the employees nor are these facilities provided by employers alone, government
and nongovernmental agencies and trade unions too contribute towards employee's benefits.
The banking sector has played an important role in the Nigerian economy. However, despite
all the good done by our banks, there has been a disturbing trend within the sector (Hamed,
2012). A decline in the economic growth and global financial crises have put these banks in a
challenging situation through an impairment of their assets, pressures on margins and
volatility in non-interest income; while an increased competition, higher cost of operation and
regulatory tightening all add to the woes faced by these concerns
(www.proshareng.com/news, 2013). Studies (Syed and Yah, 2012; Gürbüz, 2009 and Price,
2004) have shown that efficient usage of Human Resources Management (HRM) practices
are the keys to achieve both short and long term objectives. Price, (2004) supported the
assertion that employees constitute a vital part of organization resource, with the potential to
enhance the organization’s sustainable competitive advantage. Lado and Wilson (1994)
defined a human resource system “as a set of distinct but interrelated activities, functions, and
processes that are directed at attracting, developing, and maintaining (or disposing of) a

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firm’s human resources.” HRM practices means that it is a set of policies and practices which
boost up the firm’s human capital to contribute in the achieving of business objectives
(Gürbüz, 2009). HRM practices involve organizational investments in individual employee’s
training, decision-making and participation, promotion opportunities, and the use of
performance contingent rewards and open communication, (Meyer & Allen, 1997).
Javed et al, (2012) investigated the impact of HRM practices on employee job satisfaction in
Public sector of Pakistan. They make use of these practices; training and development,
reward and recognition and their findings showed that recognition and training and
development are a key source of employee job satisfaction in Public sector of Pakistan, while
reward did not have any significant impact upon employee job satisfaction. Masoodul et al,
(2013) also investigated the impact of HRM practices on employee satisfaction and employee
loyalty among government owned public sector banks of Pakistan. Three HRM practices
were used such as compensation, empowerment, and appraisal system. Their findings
indicated that employee compensation is most important factor for creating satisfaction
among employees, while employee empowerment found to be significant factor for
developing employee loyalty.
KC Chakraborty, 2012 “HR Management in Banks- Need for a new perspective” concluded
that
Human Resource Management is important for banks because banking is a service industry.
Management of risks and Management of people are two key challenges facing banks. He has
focused more on the emerging needs of HRM in banking sector in today’s world.
However, Adeel et al, (2011) had contrary opinion with Taseem and Soeters (2006) who
affirmed that each of eight HRM practices has significant effect on job satisfaction. They
investigated the impact of HRM practices on job satisfaction of University teachers in
Pakistan Universities. Their result showed that compensation practices, employee

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performance evaluation practices, promotion practices and empowerment practices were not
predict job satisfaction but other factors predict job satisfaction. Human resources
management practices play a very crucial role in achieving the organization’s goals and
maintain the competitive advantage. HRM practices refer to organizational activities directed
at managing the pool of human resource and ensuring that the resources are employed
towards the fulfillment of organizational goals (Schuler & Jackson 1987). Human resource
management practices is the management of people within the internal environment of
organizations, comprises the activities, policies, and practices involved in planning,
obtaining, developing, utilizing, evaluating, maintaining, and retaining the appropriate
numbers and skill mix of employees to achieve the organization’s objectives
Zulfqar Bowra and Kabir Niazi in their research paper “Impact of human resource practices
on employee perceived performance in banking sector of Pakistan” (2011) found that The HR
practices and employee perceived performance has positive and significant relationship and it
is very crucial for banks to understand that their HR practices affect the performance of
employees and in turn affect the overall performance of a bank be it private sector or public
sector. Many researchers have recognized numerous HR organizing practices that
significantly influence performance.
According to Ingunn Hybertsen Lysø, Kristian Mjøen and Morten Levin (2011) in their
article “Using collaborative action learning projects to increase the impact of
Management development”- International Journal of Training and Development 15:3 –2011
Blackwell Publishing Ltd. mentioned that their article aims to contribute to the field of
human resource development by exploring the conditions that influence the organizational
impact of action learning projects. Many organizations use such projects as an integral part of
their management development programs. Past research on action learning projects has

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shown how balancing action and learning improves the organizational impact of management
development.
In the same line, Asta and Zivile, (2011) examined the HRM linkage with organizational
commitment and job satisfaction. Empirical result indicated that skill enhancing, motivation
enhancing, and engagement enhancing HRM practices have a positive relations with effective
human resource reaction i.e. job satisfaction.
Sulu Babaita ISIAKA (2011) in the study - Motives for Training and Management
Development in the Nigerian Banking Industry - Asian Social Science Vol. 7, No. 3;
March 2011 focused on the motives for training and management development using the
Nigerian Banking Industry as a case study .The study relied on both qualitative and
quantitative analysis of data. The results of the analysis showed that banks see training and
management development as important factors, as well having motives for investing in
Training and management development. These motives include- new technology;
productivity; responding to skills deficiencies; moral duty; new hire request; and staff
request. Some of the recommendations based on the findings include- training should be seen
as one of the most important strategies for organizations to help employees gain proper
knowledge and skills needed to meet the environmental challenges; it must also be noted that,
training and development, though primarily concerned with people, is also concerned with
technology, the precise way an organization does business.
According to Benjamin James Inyang (2011) Creating Value through People: Best
Human Resource (HR) Practices in Nigeria - International Business and Management Vol. 2,
No. 1. 2011, pp. 141-150. This paper explores the strategic role of the human resources of an
organization. The HR function focuses on building the human capital that drives the
organizational activities to success. The in-depth analysis of the relevant literature shows that
the workforce that is properly and continuously trained and developed through effective

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capacity building leverages the organization to achieve a competitive advantage and the
bottom line. The human resource management function, essentially concerned with all
matters related to employment relationships in the organization – that is, attracting,
developing, motivating and maintaining a vibrant workforce – must be handled dutifully in
strategic partnership with the HR professional. The paper recommends the HR strategies and
practices that mangers can adopt to drive optimum value from employees, and these range
from proper selection of the right people
through employee empowerment, capacity building, employee motivation to improved
organizational rewards.
Enhancing Employees‟ Commitment to Organisation through Training - International
Journal of Business and Management Vol. 6, No. 7; July 2011 – by Owoyemi,
Magdalena Bernaciak & Anil Duman & Vera Scepanovic (2010) Collective bargaining is
closely related to social policy making to the extent that the outcomes of the former inform
and influence social policy agenda. It is widely held, however, that trade unions in Central
Eastern Europe (CEE) do not have a strong bargaining position and thus exert little impact on
policy decisions. This paper challenges the view of CEE labour as a uniformly weak actor. It
argues that CEE unions’ ability to shape the bargaining agenda and social policies depends
largely on the degree of privatisation, which overlaps with sectoral divisions. We find that
unions in exposed sectors are unable to oppose greater flexibility even when there are no
considerable wage gains, whereas workers in protected sectors manage to maintain their
status and at times even enhance their welfare, both in terms of higher wages and better
working conditions.
In the study by Jay Liebowitz, (2010) on The Role of HR in Achieving a Sustainability
Culture - Journal of Sustainable Development Vol. 3, No. 4; December 2010 An
organization’s Human Resource function can be instrumental in facilitating a comprehensive

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approach for creating a culture of sustainability and environmental stewardship. As such, it is
recommended that an organization’s Sustainability Co-coordinator work more closely with
the organization’s Human Resource executive. This idea might be considered a new area of
focus for the practical implementation of sustainable development in a company. The strategy
involves making significant changes to the organization’s systems for: recruiting applicants,
selecting new employees, conducting new employee orientation, conducting performance
evaluations, determining employee compensation, creating a succession planning process,
providing employees with training and development, and mentoring employees and
managers. It also involves creating a win-win-win collaboration among multiple stakeholders
who are in conflict with each other. Numerous examples are provided demonstrating how a
focus on each of the HR systems has helped organizations to create a sustainability culture.
According to Kurt Kraiger (2010) -An Empirical Evaluation of Three Popular Training
Programs to Improve Interpersonal Skills - Journal of Psychological Issues in organizational
Culture, Volume 1, Number 1, 2010. Multiple measures are available to aid in the analysis,
interpretation, and use of interpersonal style when interacting with others. To be maximally
effective, interpersonal skills training should be logically linked to the assessment
instruments, and training should provide not only information about the assessment
instrument but also the knowledge and skills associated with using the instrument effectively
to analyze and respond to the behavior of others. Effective training evaluation requires
multiple measures conforming to the objectives of the training. The evaluations focused on:
• Trainee reactions, that is, the extent to which participants enjoyed the training and perceived
the training as useful for diagnosing the behaviors of others and communicating effectively
with them
• Participants‟ knowledge of key concepts covered in training

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• Participants‟ skills at applying what they learned by correctly analyzing the interpersonal
styles of how they would act toward other characters given knowledge of their styles or
profiles. Regardless of what participants remember from the training, it is important that they
be able to use the training to analyze and respond to the interpersonal behaviors of others.
The program literature on Supervisor‟s Role as an Antecedent of Training Transfer and
Motivation to Learn in Training Programs by Azman Ismail, Hasan Al Banna Mohamed
Ahmad Zaidi Sulaiman Suriawati Sabhi, (2010) Training and development program literature
highlights two major characteristics of supervisor‟s role: support and communication. The
ability of supervisors to provide adequate support and practice good communication style in
relation to training programs may lead to increased training transfer and motivation to learn.
Though the nature of this relationship is significant, little is known about the predictive
properties of supervisor‟s roles in training program literatures. Further, the outcomes of
stepwise regression analysis showed four important findings: first, support insignificantly
correlated with motivation to learn. Second, communication significantly correlated with
motivation to learn. Third, support significantly correlated with transfer of training. Finally,
communication significantly correlated with transfer of learning. Statistically, this result
confirms that support is an important antecedent of motivation to learn and communication is
an important antecedent of motivation to learn. Conversely, support and communication are
important antecedents of training transfer in the studied organization. In addition, discussion,
implications and conclusion are elaborated.
Gürbüz (2009) remarked that in order to sustain in the market human resource management
(HRM) practices and job satisfaction of employees have many significant benefits for
organization.Research findings of previous studies were mixed, for instance, Gürbüz (2009)
examined the impact of HRM on job satisfaction and data was gathered from 480 blue collar
employees of the 35 large firms of Istanbul, Turkey. Different variables were used which are

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empowerment, team work, Job rotation, participation and contingent compensation.
Empirical result showed that dominant variable for the job satisfaction of employees is
participation of the employees in decision making
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