RESEARCH REPORT

ON

“STUDY ON IMPACT OF STAFF TRAINING AND DEVELOPMENT ON EMPLOYEES'

PRODUCTIVITY IN THE BANKING SECTOR”

SUBMITTED IN PARTIAL FULLFILLMENT OF THE REQUIREMENTS FOR THE

AWARD OF THE DEGREE OF
MASTER OF COMMERCE
TO
CHHATRAPATI SAHUJI MAHARAJ UNIVERSITY
FOR THE SESSION
2024-25

JAGRAN COLLEGE OF ARTS, SCIENCE, AND COMMERCE,

KANPUR

UNDER THE GUIDANCE OF: SUBMITTED BY:

DR. RAJEEV NAYAN SINGH AKSHAT GUPTA

PROFESSOR M.COM IV

DEPARTMENT OF COMMERCE ENROLLMENT NO.: CSJMA23000161136

 DECLARATION

I, AKSHAT GUPTA the undersigned, hereby declare that the research report entitled “A study on
impact of staff training and development on employees productivity in banking sector” submitted
in partial fulfillment of the requirements for the Degree of Master of Commerce at CSJM University,
Kanpur, is a bonafide record of work conducted by me under the guidance of Mr. R.N. Singh,
Assistant Professor at Jagran College of Arts, Science and Commerce.

This project has not previously served as the basis for any university degree, diploma, or similar title.

Name: Akshat Gupta

Enrollment No: CSJMA23000161136
Place: Kanpur
Date:
 ACKNOWLEDGEMENT

I would like to thank our Principal, Dr. Asmita Dubey, for their immense support and blessings. I
would like to express my special thanks of gratitude to my research guide, Dr. Rajeev Nayan Singh,
Professor of the department of Commerce, for her valuable suggestions and guidance and for giving
me the golden opportunity to do this wonderful research project on the topic: “The Study on Impact of
Staff Training and Development on Employees Productivity in Banking Sector” without her help it
would have been difficult for me to have reached this state of completion of my project report.

Also, I would like to thank my parents and friends who helped me a lot in the preparation of this project
report.

I wish to acknowledge the help of all those who have provided me with information, guidance, and
other help during my research period.

I wish to express my thanks to all Teaching and Non-teaching staff members of the
Commerce Department who were helpful in many ways for the completion of the project.

Akshat Gupta
M.COM IV
 TABLE OF CONTENTS

SERIAL NO. PARTICULARS PAGE NO.

1 INTRODUCTION

2 REVIEW OF LITERATURE

3 RESEARCH METHODOLOGY

4 DATA ANALYSIS & INTERPRETATION

5 CONCLUSION

6 APPENDIX

7 ANNEXURE
 ABSTRACT

Training and development play a critical role in enhancing employee performance and
organizational success, particularly in the banking sector, where service quality and operational
efficiency are paramount. This research project investigates the impact of structured training
and development programs on employee productivity within banks. It aims to assess how
various training methods, skill development initiatives, and continuous learning opportunities
influence employee competencies, job satisfaction, and overall output. The study utilizes a
combination of quantitative and qualitative approaches, including surveys and interviews with
banking professionals, to gather data. Preliminary findings suggest that effective training not
only improves technical and interpersonal skills but also fosters greater motivation,
adaptability, and commitment among employees. Moreover, banks that invest in consistent
employee development witness significant improvements in service delivery, customer
satisfaction, and organizational competitiveness. The research underscores the importance of
aligning training initiatives with strategic business goals to maximize their impact on
productivity. Recommendations for optimizing training programs to enhance workforce
efficiency in the banking sector are also presented.
 CHAPTER- 1
INTRODUCTION
 INTRODUCTION

Employee training and development is one of the major issues nowadays because this helps
the organization in several ways. Some workers or employees need to perform daily business
and day-to-day maintenance. This can only be done when there are proper training and
development sessions held for the employees. Training and development will cause an
increase in employee & performance. It is like a root that grows towards a better result or
success. It is significant for any kind of business, whether it is a small-scale organization
having four to five employees or a large-scale organization having some number of
employees. Training and development are essential for every organization to ensure smooth
operations and prevent any future mismanagement or errors. In the banking sector, where
precision and customer trust are vital, properly trained employees are crucial for maintaining
a healthy and productive work environment. Quality output is directly linked to the expertise
of the workforce; when employees are well-trained and possess a clear understanding of their
responsibilities, the likelihood of workplace issues significantly decreases. Moreover,
effective training programs not only strengthen the internal structure of the organization but
also positively influence external business activities. This research project explores how
strategic training and development initiatives enhance employee productivity in the banking
sector, ultimately contributing to improved organizational performance and stronger customer
relations. The findings highlight that continuous investment in employee development is key
to achieving sustainable growth and competitive advantage.
Employee training and development are crucial aspects of human resource management that
play a pivotal role in enhancing the skills, knowledge, and performance of individuals within
an organization. In today’s dynamic and competitive business environment, organizations
recognize the importance of investing in their workforce to stay ahead and adapt to changing
market demands.

Employee Training: Training involves preparing employees by providing them with the
essential skills, knowledge, and abilities needed to carry out their responsibilities efficiently.
It may include various areas such as technical expertise, task-specific skills, interpersonal
abilities, and compliance-related instruction. Well-designed training programs play a vital
role in boosting employee productivity, enhancing job satisfaction, and promoting the overall
success of an organization.
Employee Development: Employee development, on the other hand, focuses on the long-
term growth and advancement of individuals within the organization. It extends beyond the
immediate job requirements, aiming to prepare employees for future responsibilities and
leadership roles. Developmental initiatives may include mentorship programs, leadership
training, career planning, and educational opportunities.
Training and development focus on enhancing the performance of both organizations and the
individuals or teams within them.

Introduction: A study on the Impact of staff training and development

on employees' productivity in the banking sector.

• Digital Innovation: Modern banks drive digital transformation by offering online

banking, mobile apps, and AI-based services for customer convenience.
 • Skill Enhancement: Equips employees with updated industry technical skills, and
soft skills to effectively meet customer expectations.
• Adaptability: Helps employees adjust to changing business environments and
evolving industry trends.

• Increased Productivity: Well-trained employees work more efficiently,

improving service quality and reducing errors.

• Better Problem-Solving: Enhances employees' ability to address challenges

and provide effective solutions.

• Higher Customer Satisfaction: Leads to better customer experiences, increased

loyalty, and improved business success.

• Motivation and Job Satisfaction: Continuous learning opportunities boost

employee morale, job satisfaction, and retention rates.

• Competitive Advantage: Organizations that invest in employee development gain

a stronger market position by maintaining a skilled and competent workforce.

Importance of Training and Development:

• Enhancement of Employee Skills: Training equips banking employees with the
technical, operational, and soft skills required to perform their duties efficiently. It
ensures that staff are well-versed in handling financial products, services, and
customer queries professionally.
• Adaptation to Technological Advancements: The banking sector is rapidly evolving with
digital banking, fintech innovations, and online services. Regular training helps employees
adapt to new technologies, software systems, and digital tools, keeping the bank
competitive and efficient.
• Improved Customer Service: Well-trained employees can provide better customer
service, leading to higher client satisfaction and loyalty. Training enhances communication
skills, problem-solving abilities, and product knowledge, all of which are crucial for
meeting customer needs.
• Compliance with Regulatory Requirements: Banks must adhere to strict legal and
regulatory standards. Training ensures that employees understand compliance
requirements, reducing the risk of legal penalties and safeguarding the bank’s reputation.
• Boost in Employee Morale and Job Satisfaction: Development programs show
employees that the organization values their growth, which increases motivation, job
satisfaction, and overall morale. Satisfied employees are more committed and productive.
• Reduction in Errors and Misconduct: Proper training minimizes mistakes in financial
transactions and reduces instances of misconduct. Employees who understand procedures
and ethical standards are less likely to engage in activities that could harm the bank.
• Career Growth and Succession Planning: Training prepares employees for higher roles
and responsibilities, supporting career progression and internal promotions. It also helps in
identifying and grooming future leaders within the organization.
 • Increased Organizational Efficiency: When employees are competent and confident,
processes become smoother and faster. Training eliminates inefficiencies, streamlines
operations, and improves the overall performance of the banking institution.
• Competitive Advantage: Banks with a highly skilled workforce can outperform
competitors by offering better services, innovative solutions, and higher customer
satisfaction. Investment in employee development becomes a strategic advantage in a
crowded market.
• Risk Management: Through training, employees are better equipped to recognize, assess,
and manage potential risks, whether they are financial, operational, or cybersecurity-related.
This proactive approach safeguards the bank’s assets and interests.

Benefits of Training and Development to Employees:

• Enhanced Employee Performance: Training improves employees' understanding of

their roles and responsibilities, leading to better performance. Skilled employees can
complete tasks more accurately and efficiently, directly boosting organizational
productivity.
• Improved Customer Satisfaction: Well-trained employees can handle customer queries and
problems more effectively, offering prompt and professional service. This leads to higher
customer satisfaction, loyalty, and positive brand reputation.
• Adaptability to Change: The banking sector frequently changes due to technological
innovation and regulatory updates. Training helps employees adapt quickly to these changes,
ensuring the bank remains competitive and compliant
• Stronger Risk Management: Training programs educate employees about identifying,
assessing, and mitigating various risks, such as financial fraud or cybersecurity threats. This
strengthens the bank’s ability to manage risk effectively.
• Increased Employee Motivation and Retention: When employees see that the organization
invests in their growth, they feel more valued and motivated. This reduces turnover rates and
helps banks retain skilled talent for longer periods.
• Greater Innovation and Creativity: Development initiatives encourage employees to think
critically and innovate. Employees who are confident in their knowledge and skills are more
likely to suggest improvements and new ideas for banking services and operations.
• Compliance and Legal Awareness: Proper training ensures that employees understand legal
requirements, internal policies, and ethical standards. This helps banks avoid costly fines, legal
issues, and damage to their reputation.
• Better Teamwork and Communication: Training often includes modules on soft skills such
as teamwork, leadership, and communication. Stronger interpersonal skills foster better
collaboration among employees, leading to a healthier work environment.

Principles of Training and Development:

• Need-Based Training: Need-based training refers to designing training programs

based on the specific skill gaps, job requirements, and performance issues identified
with the organization. In banking, this ensures that employees receive the exact
knowledge and skills needed to perform their roles effectively. For example, by
tailoring training to the needs of individuals or departments, banks can improve
productivity, reduce errors, and enhance service quality – all while saving time and
resources by avoiding irrelevant training content.
 • Continuous learning: Training and development should be seen as an ongoing process
rather than a one-time event. Fostering a culture of continuous learning enables
employees to stay current with industry trends and best practices. Providing regular
opportunities for growth supports long-term career development and keeps the
workforce adaptable and skilled.

• Clear Objectives: Having clear objectives means setting specific, measurable goals
for each training and development program. In the banking sector, this ensures that
both trainers and employees understand what is expected to be learned and achieved.

• Practical Orientation: Practical orientation means focusing training on real–world

applications rather than just theory. In the banking sector, this is crucial because
employees must handle live transactions, customer interaction, and complex systems
daily.

• Employee Involvement: Employee involvement in training can be enhanced by using

interactive methods such as group discussion, role-plays, and Q&A sessions, which
keep learners actively engaged. Gathering feedback on training content and methods
allows employees to share their perspectives and helps improve future sessions.
Involving them in identifying their own learning needs and career goals ensures that
the training is relevant and personalized. Additionally, encouraging participation in on-
the-job training, peer learning, and mentorship programs promotes continuous
development and a more collaborative learning environment.

• Qualified Trainers: Qualified trainers play a vital role in delivering effective training
programs in the banking sector. They possess in-depth knowledge of banking
operations, products, regulations, and technologies, along with strong communication
and instructional skills. These trainers may be experienced bankers, subject matter
experts, or certified training professionals who can explain complex concepts in a
practical, relatable way.

• Adaptability and Flexibility: Training programs should be adaptable to evolving

organizational needs and employee requirements. Embracing new technologies and
learning methods enhances the training experience, while fostering a culture of
innovation encourages continuous improvement and relevance.

• Support and Management: Support from management is essential for the success of
training and development programs in the banking sector. When senior leaders and
managers actively endorse and participate in learning initiatives, it creates a culture that
values growth and continuous improvement.

Objectives of Training and Development:

• Enhancing Job-Specific Skills: Training aims to strengthen employees’ technical and

functional skills for banking operations such as account management, financial transactions,
risk assessment, and customer service.
 • Improving Customer Service Standards: One major objective is to improve how employees
interact with customers, ensuring better service quality, faster issue resolution, and enhanced
client satisfaction.
• Ensuring Compliance and Risk Management: Training helps employees stay updated with
regulatory guidelines, legal requirements, and internal policies, reducing the risk of non-
compliance and financial penalties.
• Promoting Technological Adaptability: In the era of digital banking, it is essential to train
staff on the latest banking technologies, cybersecurity measures, and online platforms to
ensure smooth service delivery.
• Building Leadership and Managerial Capabilities: Development programs focus on
grooming future leaders by strengthening decision-making, strategic thinking, and team
management skills for higher responsibilities.
• Boosting Employee Motivation and Engagement: Providing opportunities for growth and
skill enhancement keeps employees motivated, increases their job satisfaction, and fosters a
sense of loyalty to the organization.
• Supporting Career Growth and Succession Planning: Training prepares employees for
career advancement by equipping them with the necessary competencies for promotions and
leadership roles, ensuring a ready pool of future managers.
• Increasing Operational Efficiency: Through structured training, employees learn to work
more efficiently, reduce errors, and optimize their productivity, contributing to overall
organizational performance.
• Encouraging Innovation and Problem-Solving: Training develops critical thinking and
problem-solving abilities among employees, encouraging them to find innovative solutions to
everyday banking challenges.
• Strengthening Teamwork and Collaboration: Programs are designed to enhance
interpersonal skills, fostering better communication, collaboration, and a healthy work
environment within teams and across departments.

Benefits of Training and Development:

1. Benefits for the Organization:

• Improved Efficiency & Productivity: Staff become more competent with systems,
products, and services, leading to faster and more accurate work.

• Better Customer Service: Trained employees handle customer queries and complaints
more professionally, which boosts customer satisfaction and loyalty.

• Reduced Error & Operational Risk: Banking involves complex procedures- training
helps reduce transaction mistakes, compliance, and reporting mistakes.

• Stronger Compliance with Regulations: Regular training ensures employees stay

updated on legal and regulatory changes, reducing the risk of non-compliance.

• Competitive Advantage: A well–trained workforce can adapt faster to new

technologies, products, and market demands.

• Higher Employee Retention: Offering development opportunities shows you value

 your staff, which helps reduce turnover.

2. Benefits for Employees:

• Skill Enhancement: Helps employees grow professionally with updated knowledge in

finance, tech, customer handling, etc.

• Career Growth: Increases chances for promotion and taking on higher

responsibilities.

• Job Satisfaction & Confidence: Employees feel more secure and confident in their
roles, leading to greater motivation and morale.

• Adaptability: Training helps staff keep up with industry changes like digital banking,
AI tools, and fintech integrations.

• Professional Credibility: Certification and continued education enhance credibility

within the organization and across the industry.

Principles of Training and Development:

• Need–Based Training: Training programs should be based on actual skills gaps and
job requirements. Regular assessments help identify what employees need to learn for
better performance.

• Goal-Oriented: Every training session should have clear, measurable objectives that
 • align with the bank’s strategic goals-such as improving customer service, reducing
errors, or enhancing digital banking skills.

• Relevance and Practicality: Content must be relevant to the employee’s role.

Practical, real-world examples (like case studies, simulations, and hands-on tasks)
make the training more effective.

• Continuous Learning: In the rapidly changing financial world, training should not be
a one-time event. Banks need to promote a culture of continuous learning and
upskilling.

• Participation and Engagement: Interactive sessions—like workshops, group

discussions, or role-plays—boost employee involvement and knowledge retention.

• Feedback and Evaluation: Regular feedback from participants helps improve the
training process. Also, evaluating training effectiveness ensures the program meets its
objectives.

• Adaptability: Training programs should evolve with changing technologies,

regulatory requirements, and customer expectations.

• Inclusivity: All employees, regardless of level or background, should have access to

development opportunities to ensure a well-rounded, capable workforce.

Types of Training and Development

1. Introduction / Orientation Training:

• Purpose: For new employees to understand the bank’s culture, policies, structure, and
operations.
• Covers: Organizational values, HR policies, code of conduct, basic systems training.

2. Technical / Functional Training:

• Purpose: To develop job-specific technical skills.

• Covers: Banking software (e.g., core banking system), transaction processing, risk
management, credit appraisal, compliance procedures.

3. Customer Service Training:

• Purpose: To enhance interpersonal and communication skills for better customer

interactions.
• Covers: Handling customer complaints, product knowledge, sales techniques, and
service etiquette
4. Soft Skills Training:

• Purpose: To improve personal effectiveness and communication.

• Covers: Leadership, time management, teamwork, negotiation, presentation, and
problem-solving.

5. Sales and Marketing Training:

• Purposes: To boost product promotion and sales techniques.

• Covers: Cross-selling, upselling, financial product knowledge, market segmentation,

and digital marketing strategies.

6. Compliance and Regulatory Training:

• Purpose: To ensure adherence to laws, regulations, and internal policies.

• Covers: Anti-money laundering (AML), Know Your Customers (KYC), RBI

guidelines, and fraud prevention.

7. Digital and Technology Training:

• Purpose: To keep up with digital transformation in banking.

• Covers: Online banking systems, cybersecurity, mobile banking apps, AI and fintech
tools.

8. Leadership and Management Development:

• Purpose: For grooming future leaders and managers.

• Covers: Strategic thinking, decision-making, team management, performance

reviews, and innovation.

9. On-the-Job Training (OJT):

• Purpose: Learning while performing regular job duties under the guidance of a mentor
or supervisor.

• Covers: Core banking systems (CBS), CRM tools, and teller systems.
10. E-Learning / Virtual TrainingPurpose: Flexible, cost-effective training through
online modules and courses.

• Covers: A mix of the above topics, often self-paced and accessible anytime.
 CHAPTER- 2
REVIEW OF LITERATURE
 REVIEW OF LITERATURE:

The relationship between staff training and productivity has been extensively studied in
organizational research. Numerous scholars agree that effective training and development
initiatives are crucial for enhancing employee performance, particularly in dynamic and
service-driven industries like banking.

Theoretical Framework:

• Armstrong (2014) emphasized that training is a fundamental component of human

resource management, as it enhances employee capabilities, aligns individual
performance with organizational goals, and increases productivity. His work suggests
that when employees receive relevant training, they perform their duties more
efficiently, with greater confidence and fewer errors.

• Goldstein and Ford (2002) highlighted the importance of aligning training programs
with organizational strategy. They argue that targeted training not only improves
technical proficiency but also builds essential soft skills such as communication,
adaptability, and teamwork, which are vital in customer-centric industries like banking.

• Saks and Burke (2012) found in their empirical research that development programs
contribute to higher employee engagement, reduced absenteeism, and greater job
satisfaction. These outcomes directly influence work productivity, as engaged
employees tend to exert more discretionary effort and show greater commitment to
organizational success.

Conceptual Review:

• Training Method in Banking: Common methods include on-the-job training, mentoring,

workshops, classroom sessions, webinars, e – learning modules, and coaching. Each
method serves specific skill–building purposes aligned with job roles. Customized
programs for customer service, credit analysis, fraud detection, and compliance are
particularly prevalent in the banking industry.

• Employee Productivity Metrics: Productivity in banking can be measured through KPIs

such as the number of transactions processed, customer satisfaction scores, service
turnaround time, accuracy rates, loan processing time, and goal achievement percentages.
Performance appraisal and balanced scorecards are also used to monitor progress
Empirical Review:

• Numerous empirical studies suggest a strong positive relationship between employee training
and job performance. For instance, a study by Adewale et al. (2019) on Nigerian banks
revealed that structured training programs significantly enhanced employee output. Similarly,
Sharma and Yadav (2020) found that continuous professional development improved
motivation and efficiency among Indian bank employees.
• A case study of Barclays Bank (UK) highlighted the success of its blended learning
approach, combining classroom instruction with digital modules, which led to a 30%
increase in service in service efficiency over one year.
• Research conducted by Mwangi (2021) in Kenya revealed that banks that invested more in
employee development experienced fewer customer complaints and improved staff retention.
• Research shows that trainings impact frontline banking staff differently than back–office
employees, requiring tailored approaches.

Gaps in Literature:

• Limited Research on Digital Learning: There is a lack of in-depth studies on the comparative
effectiveness of digital vs. traditional training methods in banking.
• Lack of Longitudinal Studies: Few studies track the long-term impact of training on
employee performance over time.
• Context-Specific Analysis Needed: Limited focus on how cultural, organizational, or regional
differences affect training outcomes.
• Under Representation of Employee Perspective: Most studies emphasize the management
viewpoint; employee feedback and experiences are often overlooked.
• Insufficient Evaluation Metrics: Many studies lack comprehensive evaluation frameworks
like the Kirkpatrick model to assess training outcomes holistically.
 CHAPTER- 3
RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY:

Introduction:
This chapter outlines the methodological framework used to conduct the study. It provides detailed
information on the research design, population and sampling techniques, data collection methods,
research instruments, reliability and validity of the instruments, data analysis techniques, and ethical
considerations. The main goal of this study is to examine the relationship between staff training and
development and employee productivity in the banking sector.

Research Design:
The study utilizes a descriptive survey research design, which is well-suited for gathering information
that reflects current conditions by exploring participants’ views, attitudes, behaviors, and values. This
approach is ideal for examining how training and development initiatives affect employee productivity
within the banking sector.
A mixed-methods strategy is applied, incorporating both quantitative and qualitative techniques. This
allows for a more in-depth analysis by integrating statistical data with detailed feedback and
experiences shared by employees and training professionals.
Population of the Study:
The target population for this research comprises employees from selected private commercial banks
located in Kanpur city. It includes staff at both junior and senior levels across departments such as
operations, customer service, human resources, and finance. HR and training managers are also a
crucial part of the sample, as they play a central role in designing and executing training and
development initiatives.

Sources and Methods of Data Collection:

Both primary and secondary data sources are used:
• Primary Data: Collected using structured questionnaires and semi-structured interviews.
• Secondary Data: Derived from published journals, company reports, internal HR documents,
academic theses, and online databases relevant to training and employee productivity.

Population and Sample Size

The population for this study consists of employees working in various private banks.
A sample size of 64 respondents was selected using convenience sampling, a non-probability
sampling technique based on the accessibility and willingness of respondents..

Objectives of the Study:

 • To examine the relationship between staff training and employee productivity in the
banking sector: This objective aims to determine whether training initiatives have a direct and
measurable effect on employees’ efficiency and work output.
• To evaluate the effectiveness of current training and development programs in selected
banks: It focuses on assessing how well existing programs contribute to enhancing employee
skills and overall job performance.
• To identify the specific skills improved through training and their relevance to job
performance: This objective seeks to analyze which skills (technical or soft) are being
strengthened and how they influence productivity.
• To assess employee perceptions and satisfaction regarding training and development
initiatives: Understanding how employees feel about the training they receive can help
determine its acceptance and perceived value.
• To explore the role of training frequency and methods on employee performance: This
involves investigating whether the frequency and mode of training (e.g., on-the-job, online,
workshops) affect productivity levels.
• To provide recommendations for enhancing training and development practices to
maximize employee productivity: Based on findings, suggest improvements to make training
more impactful and aligned with organizational goals.

Hypothesis of the Study:

➢ Null Hypothesis (H₀): Staff training and development programs have no significant impact on
employee work productivity in the banking sector.
This implies that any observed changes in productivity are not meaningfully influenced by
training initiatives.
➢ Alternative Hypothesis (H₁): Staff training and development programs have a significant
positive impact on employee work productivity in the banking sector.
This suggests that training efforts enhance employee performance, efficiency, and overall
productivity.
 CHAPTER- 4
DATA ANALYSIS AND INTERPRETATION:
 DATA ANALYSIS AND INTERPRETATION:

Interpretation:

The majority of the 64 respondents fall in the 18–25 age group, making up 68.8% (44 people),
indicating a strong presence of younger individuals. The 25–35 group follows with 23.4% (15
respondents). In contrast, only 3 and 2 respondents are from the 35–45 and 45+ age groups,
respectively. Overall, the data shows that over 90% of respondents are under the age of 35, reflecting
a predominantly young demographic.
Interpretation:

Out of 64 respondents, the gender distribution is fairly balanced. Females slightly outnumber males,
with 32 respondents (50%), compared to 30 males (46.9%). Only 2 individuals chose not to disclose
their gender. Overall, the data reflect a nearly equal representation of male and female participants,
with minimal non-disclosure.
Interpretation:

The majority of respondents hold higher academic qualifications. Postgraduates make up 51.6% (33
individuals), while graduates account for 40.6% (26 respondents). Only 7.8% (5 respondents) hold
a diploma. This suggests that the surveyed group is largely well-educated, with over 90% having
completed at least a graduate-level degree.
Interpretation:

The majority of respondents have relatively limited experience in the banking sector. 59.4% (38
individuals) have less than 1 year of experience, and 31.3% (20 respondents) fall within the 1–5
years range. Only 6 respondents (9.3%) have over 5 years of experience, with 3 in the 5–10 year
range and 3 with more than 10 years. This indicates that most participants are either new to the
industry or in the early stages of their banking careers.
Interpretation:

Out of 64 respondents, 65.6% (42 individuals) indicated that their bank does not conduct regular
training and development programs, while only 34.4% (22 respondents) said that their bank does.
This suggests that a significant majority of employees may lack access to consistent professional
development opportunities within their organizations.
Interpretation:

Among the 64 respondents, 68.8% (44 individuals) reported that they have attended training and
development programs organized by their bank, while 31.3% (20 respondents) said they have not.
This indicates that although many banks may not conduct training regularly, a majority of employees
have still had at least some exposure to such programs.
Interpretation:

The data shows varied frequencies in how training programs are conducted across banks. The most
common response was “when required,” selected by 39.1% (25 respondents), indicating that many
banks follow a flexible, need-based approach. Quarterly trainings are the next most common at
28.1% (18 respondents). Monthly sessions are held in fewer banks, accounting for 18.8% (12
respondents), while half-yearly and once-a-year trainings are the least frequent, with 7 (10.9%) and
2 (3.1%) respondents, respectively. Overall, the data suggests that while structured training exists,
many banks rely on as-needed sessions rather than regular scheduling.
Interpretation:

Among the 64 respondents, the majority — 60.9% (39 individuals) — reported attending all types of
training programs, including technical, soft skills, and compliance/legal training. Soft skills training
was attended by 21.9% (14 respondents), while technical training and compliance/legal training
were less common, with 7 (10.9%) and 4 (6.3%) respondents respectively. This suggests that most
banks offering training aim to provide a well-rounded development experience, covering multiple areas
of professional growth.
Interpretation:

The data reveals a variety of training delivery methods used in the service sector. The most common
mode is blended training (a mix of online and in-person), reported by 31.3% (20 respondents),
reflecting a balanced and flexible approach. Online training follows closely at 29.7% (19
respondents), showing the growing preference for digital learning. On-the-job training is also
significant, with 25% (16 respondents) benefiting from practical, hands-on experience. Meanwhile,
in-person/classroom training is the least common, with only 14.1% (9 respondents), suggesting a
shift away from traditional methods in favor of more flexible formats.
Interpretation:

Out of 64 respondents, 71.9% (14 strongly agree and 32 agree) believe that training and development
programs have improved their job performance, indicating a strong positive perception. 21.9% (14
respondents) remained neutral, suggesting uncertainty or mixed experiences. Only a small portion—
6.2% (3 disagree and 1 strongly disagree)—felt that these programs did not enhance their
performance. Overall, the data highlights a generally favorable impact of training on employee job
performance in the service sector.
Interpretation:

Among the 64 respondents, a significant 70.3% (16 strongly agree and 31 agree) believe that training
has helped them achieve their work targets more effectively. 25% (14 respondents) chose neutral,
indicating mixed or uncertain outcomes. Only 4.7% (2 disagree and 1 strongly disagree) felt that
training did not contribute to better target achievement. This suggests that most employees perceive
training as a valuable tool in enhancing their effectiveness and goal completion at work.
Interpretation:

Out of 64 respondents, 71.9% (13 strongly agree and 33 agree) reported that they feel more confident
in handling banking operations after attending training sessions. 25% (16 respondents) remained
neutral, while only 3.1% (2 respondents) disagreed, and none strongly disagreed. This indicates
that training programs have a positive impact on boosting employee confidence in their operational
roles within the banking sector.
Interpretation:

Among the 64 respondents, a strong 73.4% (47 individuals) believe that training has helped
reduce their error rate or mistakes at work, highlighting its effectiveness in improving accuracy
and job performance. 21.9% (14 respondents) selected “maybe”, indicating some uncertainty or
situational impact. Only 4.7% (3 respondents) answered “no”, suggesting that very few felt training
did not affect reducing mistakes. Overall, the data emphasize that training plays a key role in
enhancing work precision and minimizing errors in the service sector.
Interpretation:

Out of 64 respondents, a significant 76.6% (49 individuals) reported that training has improved their
customer handling or communication skills, indicating strong effectiveness in this area. 15.6% (10
respondents) selected “maybe”, reflecting some uncertainty or mixed results, while only 7.8% (5
respondents) responded with “no”, suggesting minimal dissatisfaction. Overall, the results show that
training has been highly beneficial in enhancing interpersonal and communication abilities—critical
skills in the service sector.
Interpretation:

Among the 64 respondents, a substantial 78.1% (50 individuals) believe that training and
development opportunities positively influence their commitment to the organization. Only 10.9%
(7 respondents) answered “no”, and another 10.9% (7 respondents) were uncertain with a “maybe”
response. This strongly suggests that providing training and development is an important factor in
fostering employee loyalty and commitment within the organization.
Interpretation:

Out of 64 respondents, 43.7% (15 very satisfied and 32 satisfied) expressed satisfaction with the
quality of training, indicating that most employees are content with the training they receive. 50% (13
respondents) were neutral, suggesting some uncertainty or mixed feelings. Only 6.3% (4
respondents) were dissatisfied, and none were very dissatisfied, reflecting a generally positive
perception of training quality.
Interpretation:
Among the 64 respondents, Customer service, Soft skills, and communication were identified as the
most critical areas, with 53.1% (34 respondents) selecting each. Use of technology was followed
closely, with 50% (32 respondents) indicating a need for further training in this area. Risk
management, Compliance, and regulations were selected by 34.4% (22 respondents) each,
highlighting that these areas also require attention. The data suggests a strong focus on improving
interpersonal skills and technology use, alongside continued emphasis on compliance and risk
management.
Interpretation:
Out of 64 respondents, a clear majority of 70.3% (45 individuals) expressed a desire for more
frequent or advanced training sessions, highlighting strong demand for further development
opportunities. 15.6% (10 respondents) were uncertain with a "maybe" response, while 14.1% (9
respondents) indicated "no", suggesting that a smaller group may feel satisfied with the current
training frequency or level.
Interpretation:
Out of 64 respondents, 22.6% rated the impact of training on their productivity as high (4) or very high
(5), with 18 giving it a 5 and 22 giving it a 4. A substantial portion, 34.4% (22 respondents), rated the
impact as neutral (3), suggesting that the perceived impact on productivity is moderate for many. 28.1%
(18 respondents) gave the lowest ratings, with 2 selecting 1 and 16 selecting 2, indicating that some felt
training had little to no impact on their productivity.
 CONCLUSION
Based on the analysis of the survey data, it can be concluded that training and development programs
in the banking sector have a largely positive impact on employee performance and organizational
outcomes. A significant majority of respondents (over 70%) believe that training has contributed
positively to their job performance, confidence in handling banking operations, and ability to reduce
errors. Furthermore, training is perceived as an important factor in improving customer handling skills
and communication abilities, which are essential in the service-oriented banking sector. The majority
of employees also feel that training has helped them achieve their work targets more effectively.
However, some respondents reported a neutral impact on their productivity, indicating that while
training benefits many, its effectiveness could be inconsistent across roles.
The study also highlights that training is closely tied to employee commitment, with a large proportion
of respondents acknowledging that development opportunities increase their loyalty to the organization.
While employees expressed general satisfaction with the quality of training, a small percentage indicated
dissatisfaction, suggesting there is room for improvement in training delivery. The areas identified as
requiring more training focus include customer service, soft skills, and use of technology, reflecting
the evolving demands of the banking industry. Additionally, employees expressed a desire for more
frequent and advanced training sessions, emphasizing the importance of ongoing professional
development.
Overall, the findings underline the value of training and development in enhancing employee
productivity, skills, and engagement, with clear opportunities for enhancing training offerings in specific
areas such as technology and soft skills to meet the evolving needs of the banking sector.
 FINDINGS
• Training Impact on Job Performance: A significant 71.9% of respondents reported that training has positively
improved their job performance, indicating that the majority of employees feel more competent in their roles
after attending training sessions.
• Achievement of Work Targets: The majority of employees (70.3%) stated that training has helped them achieve
their work targets more effectively, suggesting that training programs are aligned with the practical goals and
responsibilities of employees.
• Confidence in Handling Operations: A considerable 71.9% of respondents agreed that training has helped them
feel more confident in handling banking operations, demonstrating the significant role of training in increasing
employee competence and reducing mistakes.
• Reduction in Error Rates: 73.4% of employees reported a reduction in their error rate or mistakes at work
due to training, indicating that training programs effectively contribute to minimizing errors and improving overall
efficiency.
• Impact on Communication Skills: 76.6% of respondents indicated that training has improved their customer
handling and communication skills, which is essential in a service-driven industry like banking.
• Employee Commitment: A notable 78.1% of respondents believe that training and development opportunities
influence their commitment to the organization, reflecting the importance of professional growth opportunities
in fostering employee loyalty.
• Satisfaction with Training Quality: 43.7% of employees reported being satisfied or very satisfied with the
quality of training, while a smaller proportion (6.3%) were dissatisfied, indicating that while the training is
generally well-received, there is still potential for improvement.
• Training Focus Areas: Customer service, soft skills, and communication, and use of technology were
identified as areas requiring more focus, with 53.1% of respondents emphasizing the need for enhanced training
in these areas.
• Desire for More Training: 70.3% of employees expressed interest in more frequent or advanced training
sessions, highlighting a strong desire for continuous learning and professional development within the
organization.
• Impact on Productivity: While 22.6% of employees rated the impact of training on their productivity as
high or very high, a significant portion (34.4%) rated the impact as neutral, indicating that the effectiveness of
training on productivity might vary across different roles and job functions.
 LIMITATIONS OF THE STUDY
• Sample Size and Representation: The sample size of respondents might be relatively small, or not
representative of the entire banking sector, limiting the generalizability of the findings. If the sample is
drawn from only one bank or a specific region, it may not reflect the broader workforce or diverse
organizational contexts within the banking industry.

• Subjectivity of Responses: The study relies on self-reported data from employees, which can be
influenced by personal biases or perceptions. Employees may overestimate or underestimate the impact of
training on their productivity, leading to subjective and potentially inaccurate conclusions.

• Lack of Long-Term Data: The study may only capture short-term effects of training programs, without
measuring the long-term impact on job productivity. It is possible that the benefits of training may diminish
over time or, conversely, that longer-term effects could have been underrepresented in the research.
• External Factors: Factors outside of training, such as organizational changes, leadership, work
environment, or technological advancements, could also affect employee productivity. These external
influences might not be fully controlled for in the study, leading to difficulty in attributing changes in
productivity solely to training programs.
• Variability in Training Programs: Training programs in the banking sector may vary in content,
duration, quality, and delivery. Without standardization, it can be challenging to compare the
effectiveness of different programs or generalize the results across all types of training interventions.
• Difficulty in Measuring Productivity: Defining and quantifying productivity can be subjective and
challenging. Productivity may differ across roles and departments, and there may be a lack of consistent,
objective metrics to measure changes in employee performance before and after training sessions.
• Cultural and Organizational Differences: Different banks or regions may have distinct organizational
cultures and training approaches, which could lead to variations in how training is perceived and its
effectiveness. The study might not account for these contextual differences, limiting the applicability of
the results across diverse settings.
• Training Evaluation Methods: If the study doesn't include an objective method to assess the effectiveness
of training (such as pre- and post-training performance assessments), it may rely too much on
perceptions, which could skew the findings
 SUGGESTIONS AND RECOMMENDATIONS

• Develop a Comprehensive Training Strategy: Banks should develop a strategic training framework
that aligns with the organization's overall goals and objectives. Training should be a key element of the
organization’s growth strategy, ensuring that employees are continuously improving and adapting to
industry changes.
• Personalize Training Programs: Given the variation in job roles and employee experience, it is
recommended that training programs be personalized to suit different employees' needs and skill levels.
Role-specific training will enhance its relevance and effectiveness.
• Implement Technology-Driven Learning: As technology becomes increasingly integral to banking
operations, leveraging e-learning platforms and other technology-driven tools for training can provide
employees with flexible learning opportunities that align with their schedules and learning preferences.
• Invest in Trainer Expertise: The quality of training largely depends on the trainers. Therefore, banks
must invest in high-quality, experienced trainers who can deliver engaging and impactful training
sessions that resonate with employees and lead to tangible improvements in job performance.
• Measure Return on Investment (ROI): Banks should incorporate a method to measure the ROI of
training programs, ensuring that the investment in employee development translates into measurable
improvements in productivity, employee engagement, and customer satisfaction. This will also help in
identifying areas where training programs may need adjustment or scaling.
• Foster a Learning Culture: Banks should promote a learning culture by encouraging employees to see
training not just as a mandatory requirement but as an opportunity for personal and professional growth.
This could be achieved through leadership support, regular communication, and integration of learning
into daily work practices.
• Enhance Training Accessibility: To ensure that all employees have access to development opportunities,
banks should ensure that training resources are accessible to employees at all levels. This includes
offering online courses, self-paced modules, and regional training sessions to cater to diverse employee
needs.

• Address Training Gaps: Given the identified gaps in areas like customer service, technology, and soft
skills, banks should prioritize these areas in their training programs, ensuring employees are well-equipped
to handle evolving demands and provide excellent customer service.
APPENDIX
 BIBLIOGRAPHY

• Gupta, C. B. (2014). Human Resource Management. Sultan Chand & Sons.

• Sultan Chand & Sons. (n.d.). Human Resource Management. Sultan Chand & Sons
• Chhabra, T. N. (2016). Human Resource Management: Concepts and Issues. Dhanpat Rai & Co.
• https://en.wikipedia.org/wiki/Training_and_development
• https://www.guidde.com/blog/employee-skill-development
• https://www.ijraset.com/research-paper/the-role-of-training-and-development-in-enhancing-
organizational-performance
• https://alp.consulting/10-benefits-of-employee-training-development/
 QUESTIONNAIRE:

Q1. What is your age group?

o 18-25 years
o 25-35 years
o 35-45 years
o 45+

Q2. What is your gender?

o Male
o Female
o Prefer not to say

Q3. What is your highest qualification?

o Diploma
o Graduate
o Post Graduate

Q4. How many years of experience do you have in the banking sector?
o Less than 1 year
o 1-5
o 5-10
o 10+

Q5. Does your bank conduct regular training and development programs?
o Yes
o No

Q6. Have you attended any training and development programs organized by your bank?
o Yes
o No

Q7. How frequently are training programs conducted in your bank?

o Monthly
o Quarterly
o Half-yearly
o Once a year
o When required

Q8. What type of training programs have you attended?

o Technical training
o Soft skills training
o Compliance/legal training
o All of the above

Q9. What is the usual mode of training delivery?

o In-person/classroom
o Online
o On-the-job
o Blended (online + in person)

Q10. Do you agree that training and development programs have improved your job performance?
o Strongly agree
o Agre
 o Neutral
o Disagree
o Strongly disagree

Q11. Has training helped you achieve your work targets more effectively?
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

Q12. Do you feel more confident in handling banking operations after attending training sessions?
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree

Q13. Do you think training has helped reduce your error rate or mistakes at work?
o Yes
o No
o Maybe

Q14. Has training improved your customer handling or communication skills?

o Yes
o No
o Maybe

Q15. Do you believe that training and development opportunities influence your commitment to the
organization?
o Yes
o No
o Maybe

Q16. How satisfied are you with the quality of training provided?
o Very satisfied
o Satisfied
o Neutral
o Dissatisfied
o Very dissatisfied

Q17. What areas do you think require more training focus in your bank?
o Customer service
o Risk management
o Use of technology
o Compliance and regulations
o Soft skills and communication

Q18. Would you like to see more frequent or advanced training sessions in your bank?
o Yes
o No
o Maybe

Q19. How would you rate the overall impact of training on your productivity? (Scale: 1 = No impact, 5=
Very high impact)
o 1
o 2
o 3
o 4
o 5