“A STUDY ON THE IMPACT OF EMPLOYEES’ TRAINING

AND DEVELOPMENT IN PUNJAB NATIONAL BANK”

DONE BY

C. LALITHA MADHURI

(7NBCA019)

A REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS OF THE MBA PROGRAM

THE CLASS OF 2009

UNDER THE GUIDANCE OF

DR. S. V. RANGARAJ

FACULTY SUPERVISOR

ICFAI , ANNA NAGAR

OCTOBER – 2008
 CERTIFICATE

This is to certify that the Management Thesis titled “A STUDY ON THE IMPACT OF
EMPLOYEES’ TRAINING AND DEVELOPMENT IN PUNJAB NATIONAL BANK”
submitted by C. LALITHA MADHURI, Enroll No. 7NBCA019 during semester III of the MBA
program (The Class of 2009) embodies original work done by her.

Faculty Supervisor

Name (in capitals) : DR. S. V. RANGARAJ

Designation : FACULTY SUPERVISOR

Campus : ICFAI ANNA NAGAR, CHENNAI

 DECLARATION

I, C. LALITHA MADHURI, doing my second year MBA, hereby declare that the project
work entitled “A STUDY ON THE IMPACT OF EMPLOYEES’ TRAINING AND
DEVELOPMENT IN PUNJAB NATIONAL BANK” submitted to ICFAI NATIONAL
COLLEGE, in partial fulfillment of the degree of management is a record of work done by me
under the guidance of DR. S. V. RANGARAJ, faculty supervisor of ICFAI ANNA NAGAR,
CHENNAI.

Signature of student
 ACKNOWLEDGEMENT

A thesis provides an in-depth understanding of the chosen area of analysis. With immense
gratitude, I would like to acknowledge the help of all those who rendered their support and
guidance in the completion of this work.

I express my sincere thanks to Mr. SHIV RAM SWAMY, Center Head, ICFAI Chennai, for
giving me this opportunity.

I express my profound gratitude to DR. S. V. RANGARAJ, faculty member and thesis guide, for
extending his valuable help, knowledge and time in guiding me through the thesis.

I am grateful to the staff of PUNJAB NATIONAL BANK, who in the course of this research
provided me with the insights in the area of study chosen and for sharing their knowledge and
experience.

I thank my family and friends for their constant encouragement and support. I thank the
Almighty who guides me in every step of my life.
 CONTENTS
Executive summary

Introduction to the topic

Objectives of the topic

Importance

Objectives

Literature review

Research methodology

Statistical tools

Industry profile

Company profile

Analysis and interpretation

Findings

Suggestions

SWOT analysis of the company

Conclusion

Annexure-questionnaire

References
 SUMMARY

The project aims to “A STUDY ON THE IMPACT OF EMPLOYEES’

TRAINING AND DEVELOPMENT IN PUNJAB NATIONAL BANK”

With the help of primary data, which I have collected with the help of
questionnaires, I understood that the training given to the employees by the
PUNJAB NATIONAL BANK is very useful and helps in development of
themselves along with the organization.

Employees are the backbone of an organization. If the efficient employees

leave the organization it may result in lagging towards development. With
the help of research I came to know that employees are given training time
to time for development of themselves. Satisfaction level of emplolyees is
very high.
INTRODUCTION
 TRAINING AND DEVELOPMENT

Human Resource Management (HRM), emerged during 1930s. Many people used
to refer it before by its traditional titles, such as Personnel Administration or
Personnel Management. But now, the trend is changing. It is now termed as
Human Resource Management (HRM). Human Resource Management is a
management function that helps an organization to select, recruit, train and
develop.

Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to
retaining, training, developing, and compensating the employees in organization. It
is also applicable to non-business organizations, such as education, healthcare, etc
Human Resource Management is defined as the set of activities, programs, and
functions that are designed to maximize both organizational as well as employee
effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee, from the
time of his entry into an organization until he leaves, come under the horizon of
HRM.

The divisions included in HRM are Recruitment, Payroll, Performance

Management, Training and Development, Retention, Industrial Relation, etc. Out
of all these divisions, one such important division is training and development.
TRADITIONAL AND MODERN APPROACH OF TRAINING
AND DEVELOPMENT

Traditional Approach – Earlier, Most of the organizations never used to

believe in training. They were holding the traditional view that managers are
born and not made. There were also some views that training is a very costly
affair and not worth. But now the scenario is changing.

Modern Approach- Indian Organizations have realized the importance of

corporate training. Training is now considered as more of retention tool than a
cost. The training system in Indian Industry has been changed to create a
smarter work force and yield the best results.

OBJECTIVES OF TRAINING AND DEVELOPMENT

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to
that, there are four other objectives: Individual, Organizational, Functional, and
Societal.

Individual Objectives – help employees in achieving their personal goals,

which in turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective

by bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level

suitable to the organizational needs.

Societal Objectives – ensure that an organization is ethically and socially

responsible to the needs and challenges of the society.

IMPORTANCE OF TRAINING
Poor work performance can result due to many reasons, including task
requirements that exceed human potential, insufficient infrastructure or
equipment, unsatisfactory and frustrating work environments, inadequate
selection processes, negative or unhealthy work culture, insensitive policies and
management, and contradictory performance standards. Training might not
eradicate these problems, but it can be a powerful force in overcoming those,
which result from inadequate or poor application of job skills.

While training and development need to be placed at the core of improving

patient care, it is important to make sure that the training set-up for the
employees helps the organization, and the people in it succeed and give the
desired return on investment (ROI). Planning a training calendar can be a futile
activity if training designs, methods and materials are not sensitive to the
uniqueness of learners. It is therefore essential to understand how to design,
develop and deliver efficient and cost-effective training.

REVIEW LITERATURE
  Good human resource management is a pre-requisite not just to select
right people, but also to maintain subsequent high levels of performance.
 Training is no longer an option that one can take or leave because within
the changing world of healthcare learning is an absolute necessity for
everyone! The meeting of learning needs is a joint responsibility of the
individual, the manager and the organization.
 It promotes not just attitude change, capacity and perspective building
but also develops organizational competence.
 The process involves keeping abreast of current affairs; developing ones'
ability to communicate and relate to others; monitoring and learning
new/improved methods in the fields of expertise; keeping the
professional qualifications current and up-to-date; and adapting to and
adopting new organizational and business approach.

Training helps people do something they cannot do now but need to do. It is a
systematic and structured process that needs strategic appreciation to accelerate
learning and development. Effective training must be based on:

• Clear description of performance problem.

• Knowledge as well as practical exposure to allow mastery of
skills/practice, Guidance, facilitation to ensure the usage of correct
practices/skills learned.
• Frequent feedback to measure the progress of learners/participants.
Testing and evaluating the training and demonstrating improvement in
organizational functioning.
• Retraining if required.
OBJECTIVES AND LIMITATIONS OF
STUDY

OBJECTIVES OF STUDY
  To learn about the Training and Development practices followed in
Punjab National Bank.

 To analyze the hindrances to the application of training and

development of Human Resource Development Systems.

 To learn the impact of training on employees

 To evaluate the effectiveness of training module

LIMITATION
• The study is limited to the branches of
PUNJAB NATIONAL BANK in Chennai
zone

RESEARCH METHODOLOGY
A DESCRIPTIVE research design is purely and simply the framework of plan for
a study that guides the collection and analysis of data. It is a blue print that is
followed in completing a study.

The DESCRIPTIVE RESEARCH DESIGN is used here in identifying the “A

STUDY ON THE IMPACT OF EMPLOYEES’ TRAINING AND
DEVELOPMENT IN PUNJAB NATIONAL BANK”

This method is basically used to establish priorities in studying the competing

explanations of the phenomenon. The descriptive study is also used to increase the
analyst’s familiarity with the problem under investigation. Descriptive research
design is concerned with determining frequency with which something occurs or
how two variables vary together

SAMPLING TECNIQUES
The approach where only few units of population under study are considered for
analysis is called sampling method. The sampling technique being used in the
study is random sampling.

SAMPLING SIZE:

The research has to select a relevant fraction of the population, which is a

representative of the entire population. The sampling size will be small in the case
of the descriptive study where less than 1 present is sufficient to provide reliable
results.

The sample size that is taken for the preparation of the project report is a total of
50, which is taken within Chennai city, which covers some part of both North
Chennai and South Chennai.

COLLECTION OF DATA

DATA SOURCE

In this stage there is a need to gather primary as well as secondary data. Primary
data are collected on original information gathered for a specific purpose either
through personal interviews/ Questionnaires etc., and secondary data is collected
from already existing sources in various organizations broachers and records.

PRIMARY DATA

The present study had used survey method or collecting the primary data by
distributing questionnaires to various respondents.

SECONDARY DATA
Secondary data is those data which has been collected already and recorded, but
not for the purpose of the project. It is available from internal and external sources.

 Information is obtained from the internal sources like published data of

the company has been collected.

 External data is collected from various websites.

RESEARCH INSTRUMENT

A well-structure questionnaire is used to collect the primary data from the

respondents. The respondents will have multiple choices to select their particular
answers.

QUESTIONNAIRE DEVELOPMENT
Questionnaire is the most common instrument in collecting primary. In order to

gather primary data from viewers; the questionnaire consists of following types of

questions.

 Closed ended questions

 Multiple Choice questions

 Ranking question.

Closed ended Questions

Closed ended questions have no other options other than the selecting the one that

close matches the respondent’s opinion or attitude.

Dichotomous Questions

A dichotomous question refers to one, which offers the respondents a choice

between only two alternatives.

Multiple Questions

A multiple choice question refers to one, which provides several sets of

alternatives for the respondents’ choice.

STATISTICAL TOOLS USED FOR DATA ANALYSIS

 The statistical tools used to analyses the primary data in this
present study:

 Tabulation method
 Percentage analysis
 Charts

TABULATION

Tabulation is the systematic arrangement of data in columns and

rows. Rows are horizontal arrangements while columns are
vertical arrangements. The purpose of tabulation is to simplify the
presentation and to facilitate comparisons.

PERCENTAGE ANALYSES

Percentage analyses refer to specific kind of ratio. This method is

used in making comparison between two or more series of
data.

Percentage = d/n*100

Where d=the number of respondents

n=the base or the sample group

CHARTS

 Pi-chart
 Percentage method

INDUSTRY PROFILE
&
COMPANY PROFILE
 INDUSTRY PROFILE

Banking in India originated in the first decade of 18th century. The first banks
were The General Bank of India, which started in 1786, and Bank of Hindustan.
The oldest bank in existence in India is the State Bank of India, which originated in
the "The Bank of Bengal" in Calcutta in June 1806. This was one of the three
presidency banks, the other two being the Bank of Bombay and the Bank of
Madras. The presidency banks were established under charters from the British
East India Company. They merged in 1925 to form the Imperial Bank of India,
which, upon India's independence, became the State Bank of India. For many years
the Presidency banks acted as quasi-central banks, as did their successors. The
Reserve Bank of India formally took on the responsibility of regulating the Indian
banking sector from 1935. After India's independence in 1947, the Reserve Bank
was nationalized and given broader powers.

By the 1900s, the market expanded with the establishment of banks such as
Punjab National Bank, in 1895 in Lahore and Bank of India, in 1906, in Mumbai
- both of which were founded under private ownership. Punjab National Bank is
the first Swadeshi Bank founded by the leaders like Lala Lajpat Rai, Sardar
Dyal Singh Majithia. The Swadeshi movement in particular inspired local
businessmen and political figures to found banks of and for the Indian community.
A number of banks established then have survived to the present such as Bank of
India, Corporation Bank, Indian Bank, Bank of Baroda, Canara Bank and Central
Bank of India.
By the 1960s, the Indian banking industry has become an important tool to
facilitate the development of the Indian economy. At the same time, it has emerged
as a large employer, and a debate has ensued about the possibility to nationalize the
banking industry. Indira Gandhi, the-then Prime Minister of India expressed the
intention of the GOI in the annual conference of the All India Congress Meeting in
a paper entitled "Stray thoughts on Bank Nationalization." The paper was
received with positive enthusiasm. Thereafter, her move was swift and sudden, and
the GOI issued an ordinance and nationalized the 14 largest commercial banks
with effect from the midnight of July 19, 1969. Jayaprakash Narayan, a national
leader of India, described the step as a "masterstroke of political sagacity." Within
two weeks of the issue of the ordinance, the Parliament passed the Banking
Companies (Acquisition and Transfer of Undertaking) Bill, and it received the
presidential approval on 9th August, 1969.

A second dose of nationalization of 6 more commercial banks followed in 1980.

The stated reason for the nationalization was to give the government more control
of credit delivery. With the second dose of nationalization, the GOI controlled
around 91% of the banking business of India. Later on, in the year 1993, the
government merged New Bank of India with Punjab National Bank. It was the first
and only merger between nationalized banks and resulted in the reduction of the
number of nationalized banks from 20 to 19. After this, until the 1990s, the
nationalized banks grew at a pace of around 4%, closer to the average growth rate
of the Indian economy.

In the early 1990s, the then Narsimha Rao government embarked on a policy of
liberalization, licensing a small number of private banks. These came to be
known as New Generation tech-savvy banks, and included Global Trust Bank (the
first of such new generation banks to be set up), which later amalgamated with
Oriental Bank of Commerce, UTI Bank(now re-named as Axis Bank), ICICI Bank
and HDFC Bank. This move, along with the rapid growth in the economy of India,
revitalized the banking sector in India, which has seen rapid growth with strong
contribution from all the three sectors of banks, namely, government banks, private
banks and foreign banks.

The next stage for the Indian banking has been setup with the proposed relaxation
in the norms for Foreign Direct Investment, where all Foreign Investors in banks
may be given voting rights which could exceed the present cap of 10%,at present it
has gone up to 49% with some restrictions.

The new policy shook the Banking sector in India completely. Bankers, till this
time, were used to the 4-6-4 method (Borrow at 4% Lend at 6% Go home at 4) of
functioning. The new wave ushered in a modern outlook and tech-savvy methods
of working for traditional banks. All this led to the retail boom in India. People not
just demanded more from their banks but also received more.

Currently, banking in India is generally fairly mature in terms of supply, product

range and reach-even though reach in rural India still remains a challenge for the
private sector and foreign banks. In terms of quality of assets and capital adequacy,
Indian banks are considered to have clean, strong and transparent balance sheets
relative to other banks in comparable economies in its region. The Reserve Bank
of India is an autonomous body, with minimal pressure from the government. The
stated policy of the Bank on the Indian Rupee is to manage volatility but without
any fixed exchange rate-and this has mostly been true.

With the growth in the Indian economy expected to be strong for quite some time-
especially in its services sector-the demand for banking services, especially retail
banking, mortgages and investment services are expected to be strong. One may
also expect M&A, takeovers, and asset sales.

In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its
stake in Kotak Mahindra Bank (a private sector bank) to 10%. This is the first time
an investor has been allowed to hold more than 5% in a private sector bank since
the RBI announced norms in 2005 that any stake exceeding 5% in the private
sector banks would need to be vetted by them.

Currently, India has 88 scheduled commercial banks (SCBs) - 27 public sector

banks (that is with the Government of India holding a stake)after merger of New
Bank of India in Punjab National Bank in 1993, 29 private banks (these do not
have government stake; they may be publicly listed and traded on stock exchanges)
and 31 foreign banks. They have a combined network of over 53,000 branches and
17,000 ATMs. According to a report by ICRA Limited, a rating agency, the public
sector banks hold over 75 percent of total assets of the banking industry, with the
private and foreign banks holding 18.2% and 6.5% respectively.
INDIAN BANKING INDUSTRY
We here by identify the foremost industry issues below in which the company
operates.
Macro Economic Scenario:
The Indian economy witnessed robust growth during 2006-07 for the fourth year in
succession. Even the Q1FY08 GDP growth numbers have beaten the street’s
expectation, real Gross Domestic Product (GDP) growth has grown by 9.3% in the
first quarter ended June 30 as against 9.6% in the corresponding quarter last year.
Although the number is lower when compared to last year, but we need to
remember the growth is intact despite of higher interest rates and exports suffered
as domestic currency appreciated.
The continued momentum in the services and the manufacturing sectors, both of
which are expected to record double-digit growth, drove the acceleration in growth
during 2006-07 and will continue doing well in 2007-08. 'Agriculture and allied
activities' growth have also somewhat joined the party by growing 3.8% as against
2.8% last year. Strong domestic demand continued to be the key driver of growth.
Private consumption increased, while fixed capital formation glittered.
Going forward, we expect the same momentum to continue in the industrial and
services sectors given the aggressive build up of productive capacities, congenial
policy environment, rising personal income levels and business optimism. The
banking and capital market institutions are fully geared up to face the challenge of
meeting the financial needs of Indian corporate sector. Regulators have recently
placed restriction on external commercial borrowings (ECB), so the demand for
funds by corporate which were borrowed through cheap ECB which will now be to
some extent funded by Indian banking system. As a result we expect demand for
credit will remain healthy for at least 2-3 years.
The main concern for the RBI is the WPI inflation, which had consistently remain
above 6% mark. Although the inflation seems to cool down below RBI’s threshold
limit of 5%, still the inflation ex-fuel is above RBI target level despite of a higher
base effect.
RBI had increased the repo rate (rate at which banks borrow from RBI) several
times to 7.75% and had kept the reverse repo rate constant at 6%. Banks borrow
very less from RBI, as comfortable liquidity is present in the system and the excess
SLR securities has come down significantly which the bank has to keep as
collateral against borrowing from RBI. RBI is indirectly tightening the system and
indicating the bank to expand their advances in line with liquidity available in the
system. Recently RBI has resorted to increase the CRR requirements for banks,
thereby limiting the funds for advances.
Since last December, CRR requirements have been increased by 200 bps.
Net Interest Margin: While general interest rates have been rising for some time,
rising loan yield have considerably outstripped both deposits and borrowing rates.
So ideally NIM should augment. All the banks have resorted to hike their PLR
three to four times during last year, effectively increasing the PLR by 200-300 bps.
We have observed a 50-75 bps hike in lending rates during March 2007, but there
were no corresponding increase in deposit rates, which will further augment NIM.
Currently we are of view that the interest rates in the economy have peaked out and
will start declining from FY09, which will further fuel in the demand for credit.
COMPANY PROFILE

PUNJAB NATIONAL BANK

Lala Lajpat Rai and PNB

Lalaji was keenly concerned with the fact that though Indian capital was being
used to run English Banks and companies, the profits went entirely to the British,
while Indians had to contend themselves with a small interest on their capital. He
echoed this sentiment in one of his writing while concurring with Rai Mul Raj of
Arya Samaj who had long cherished the idea that Indians should have a National
Bank of their own. At the instance of Rai Mul Raj, Lala Lajpat Rai sent a circular
to selected friends insisting on an Indian joint stock Bank as the first step in
constructive Swadeshi and the response was satisfactory.

After filing and registering the memorandum and Articles of Association on 19

May, 1894, the bank was incorporated under Act VI of the 1882 Indian Companies
Act. The prospectus of the bank was published in the Tribune, and the Urdu
Akhbar-e-Am and Paisa Akhbar. On 23rd May, 1894, the founders met at the
Lahore residence of Sardar Dyal Singh Majithia, the first Chairman of PNB, and
resolved to go ahead with the scheme. They decided to hire a house in the famous
Anarkali Bazar of Lahore opposite the post office and near well known stores of
Rama Brothers.

On 12th April 1895, the bank opened for business, a day before the great Punjabi
festival of Baishakhi. The essence of the Bank’s culture was clear at this first
meeting itself. The fourteen original shareholders and seven directors took only a
modest number of shares; the control of the bank was to lie with the large,
dispersed shareholding, a purely professional approach that was as uncommon then
as it is today.

With its presence virtually in all the important centres of the country, Punjab
National Bank offers a wide variety of banking services which include corporate
and personal banking, industrial finance, agricultural finance, financing of trade
and international banking. Among the clients of the Bank are Indian
conglomerates, medium and small industrial units, exporters, non-resident Indians
and multinational companies. The large presence and vast resource base have
helped the Bank to build strong links with trade and industry.

Punjab National Bank is serving over 3.5 crore customers through 4540 Offices
including 421 extension counters - largest amongst Nationalized Banks.

Punjab National Bank with 112 year tradition of sound and prudent banking is one
among 300 global companies and seven Indian companies which are expected to
emerge as challengers to World’s leading blue chip companies. While among top
1000 world banks, “The Banker”, the leading magazine in London, has placed
PNB at the 248th position, the bank features at 1308th position among Forbe’s
Global 2000 list of global giants and fast growing companies.

At the same time, the bank has been conscious of its social responsibilities by
financing agriculture and allied activities and small scale industries (SSI).
Considering the importance of small scale industries bank has established 31
specialised branches to finance exclusively such industries.

Strong correspondent banking relationship which Punjab National Bank maintains

with over 200 leading international banks all over the world enhances its
capabilities to handle transactions world-wide. Besides, bank has Rupee Drawing
Arrangements with 15 exchange companies in the Gulf and one in Singapore. Bank
is a member of the SWIFT and over 150 branches of the bank are connected
through its computer-based terminal at Mumbai. With its state-of-art dealing rooms
and well-trained dealers, the bank offers efficient forex dealing operations in India.

The bank has been focussing on expanding its operations outside India and has
identified some of the emerging economies which offer large business potential.
Bank has set up representative offices at Almaty: Kazakhistan, Shanghai: China
and in London. Besides, Bank has opened a full fledged Branch in Kabul,
Afghanistan.

Keeping in tune with changing times and to provide its customers more efficient
and speedy service, the Bank has taken major initiative in the field of
computerization. All the Branches of the Bank have been computerized. The Bank
has also launched aggressively the concept of "Any Time, Any Where Banking"
through the introduction of Centralized Banking Solution (CBS) and over 2409
offices have already been brought under its ambit.

PNB also offers Internet Banking services in the country for Corporate as well as
individuals. Internet Banking services are available through all Branches of the
Bank networked under CBS. Providing 24 hours, 365 days banking right from the
PC of the user, Internet Banking offers world class banking facilities like anytime,
anywhere access to account, complete details of transactions, and statement of
account, online information of deposits, loans overdraft account etc. PNB has
recently introduced Online Payment Facility for railway reservation through
IRCTC Payment Gateway Project and Online Utility Bill Payment Services which
allows Internet Banking account holders to pay their telephone, mobile, electricity,
insurance and other bills anytime from anywhere from their desktop.
Another step taken by PNB in meeting the changing aspirations of its clientele is
the launch of its Debit card, which is also an ATM card. It enables the card holder
to buy goods and services at over 99270 merchant establishments across the
country. Besides, the card can be used to withdraw cash at more than 25000
ATMs, where the 'Maestro' logo is displayed, apart from the PNB's over 1094
ATMs and tie up arrangements with other Banks.

Punjab National Bank with 4497 offices and the largest nationalised bank is
serving its 3.5 crore customers with the following wide variety of banking services:

• Corporate banking
• Personal banking
• Industrial finance
• Agricultural finance
• Financing of trade
• International banking

Punjab National Bank has been ranked 38th amongst top 500 companies by The
Economic Times. PNB has earned 9th position among top 50 trusted brands in
India.

Punjab National Bank India maintains relationship with more than 200 leading
international banks world wide. PNB India has Rupee Drawing Arrangements with
15 exchange companies in UAE and 1 in Singapore.
PNBOnline

Punjab National Bank of India is also a member of SWIFT and more than 150
PNB Branches are connected with terminals in Mumbai. It promotes "Any Time,
AnyWhereBanking".

PNB offers Internet Banking services for both to the Corporates and Individuals. It
provides 24 hours, 365 days banking from the PC of the user. A user can operate
anytime and from anywhere its accounts. The following are some of the services
available online:

• Access to account
• Complete details of transactions and statement of account
• Online information of deposits, loans overdraft account etc.
• Online Payment Facility for railway reservation through IRCTC Payment
Gateway Project
• Online Utility Bill Payment Services which allows Internet Banking account
holders to pay their telephone, mobile, electricity, insurance and other bills
anytime from anywhere from their desktop.

Punjab National Bank Card user can buy goods and enable services from 45,000
merchant outlets in India and can withdraw cash from over 4500 ATMs with its
own 450 branches.
Punjab National Bank Branches

Punjab National Bank has its Branches in all the 7 metropolitan and cosmopolitan
cities in Inadi namely New Delhi, Mumbai, Calcutta, Chennai, Bangalore,
Hyderabad and Ahmedabad. It even has its branches in small town in both urban as
well as rural areas.

PNB is always focussing on expanding abroad and till date has identified some
emerging economies abroad. They are in few of these places.

• Almaty
• Kazakhktan
• Shanghai
• China
• London
• Kabul
• Afghanistan

Punjab National Bank Housing Loan

Any individual can avail Punjab National Bank Housing Loan for any of the
following purpose:

• For construction of house.

• For purchase of house/ flat.
• For purchase of house/ flat from the original allottee, i.e. on First Power of
Attorney basis.
 • For carrying out repairs/ renovation/ additions/ alterations in the existing
house.

Approximately 80% of the cost of project is sanctioned by PNB Housing Finance,

subject to a maximum of Rs. 50 lac. In case of carrying out repairs/ renovation/
additions/ alterations in the existing house, the ceiling is Rs. 5 lakh. The loan is
available for a period of 5 years to 20 years or before the borrowers attain the age
65.

Interest of Punjab National Bank Home Loan is charged on reducing balance and
the amount to be sanctioned depends upon the repaying capability of the borrower.

The following securities are required by the cell of PNB Housing Loan:

• Mortgage of property for which finance is being given.

• In case of purchase of house flat from housing board/ society where

mortgage cannot be created immediately, a tripartite agreement shall be
executed amongst the housing board/society, borrower and the Bank.

• In case of purchase of house/ flat on first power of attorney, additional

security by way of mortgage of some other property or pledge of Bank's
Fixed Deposit Receipt/ LIC policy/ Govt. securities has to be provided.

• Suitable third party guarantee acceptable to the Bank which may include
guarantee from family members/ other relatives.
 PNB Mutual Fund

PNB Mutual Fund services are distributed under the scheme of Principal PNB
Asset Management Company from its assigned branches. The varieties of Punjab
National Bank Mutual Fund are as under:

• Principal Growth Scheme

• Principal balanced Fund
• Principal Income Fund
• Principal Income Fund - Short Term Debt
• Principal Cash management Fund
• Principal Index Fund
• Principal government Securities Fund

Following are the initiative underway:

• ü Technology to be used for mass banking
• ü In process of setting data warehouse which will help cross selling Bank’s
product
• ü Repositioning of Subsidiaries
• ü Thrust on Low Cost Deposits
• ü Focus on Agriculture and SME segment
ANALYSIS AND INTERPRETATION
 SWOT ANALYSIS
STRENGTHS

 STRONG GROWTH IN BUSINESS

 GOOD BRANCH NETWORK

 HIGH CASA AMONG PSU

 HIGH NIMs COMPARED TO PEERS

 FINE GROWTH IN FEE INCOME LAST YEAR

 DE-RISKED INVESTMENT PORTFOLIO

 ADEQUATE CAPITAL

 PROACTIVE ON TECHNOLOGY FRONT

WEAKNESSES

 NO DEVELOPMENT IN INSURANCE SECTOR

 SLOWER GROWTH IN INTERNATIONAL FRONT

 SLOW DOWN IN TREASURY PROFITS

 SUBSIDIARIES LIKE PNB GILTS ARE NOT IMPRESSIVE

OPPORTUNITIES

 EXPANSION ON INTERNAITIONAL FRONT

 AMPLE OPPORTUNITIES TO EXPAND BUSINESS

 GROWTH IN MUTUAL FUNDS

THREATS

 ENTRY FOR FOREIGN BANKS

 REGULATORY AMENDMENTS

 DOWNTURN IN AGRICULTURE GROWTH

 FINDINGS
 JOB SATISFACTION EXISTS IN EVERY EMPLOYEE

 TRAINING IS A MOTIVATING FACTOR

 THREE DAYS OF TRAINING IS COMPULSORY FOR ALL

THE CADRE OF EMPLOYEES FOR UNDERSTANDING
NEW SCHEMES

 TRAINING IS ALSO GIVEN FOR UPDATING WITH THE

NEW TECHNOLOGY

 TRAINING CENTRES ARE 14 IN INDIA. BASIC

AMENITIES AND ENTERTAINMENT OF GAMES ETC. IS
PROVIDED IN THE PREMISES

 TRAINING IS ALSO GIVEN FOR PROMOTION

 EMPLOYEES GAIN MANY SKILLS LIKE

UNDERSTANDING ABILITY, PROBLEM SOLVING
ABILITY, MANAGERIAL SKILLS, ETC.

 TRAINING INFRASTRUCTURE IS GOOD

 TRAINING MODULES ARE GOOD

 JOB INVOLVEMENT IS BOOSTED AFTER TRAINING

 SUGGESTIONS
AS PNB IS TAKING IMPRESSIVE STEPS FOR TRAINING THE
NEGATIVE RESPONSES ARE VERY LESS.

THIS INDICATES THE EFFECTIVENESS OF THE TRAINING

THE ORGANIZATION NEED TO SHOW LITTLE MORE

CONCENTRATION ON TRAINING TO OVERCOME THE SMALL
NEGATIVE ASPECTS

 BY GIVING MORE IMPORTANCE FOR TRAINING ON

PROMOTION

 BY GIVING GOOD COMMUNICATION FLOW

 BY GIVING EVEN LITTLE MORE OPPORTUNITIES

PNB CAN REDUCE THE SMALL POINT OF ATTRITION

 CONCLUSION
With this study I conclude that the relationship between
employees and the organization is good as they are
following good and healthy environment and opportunities
for employees to grow.

The study Is conducted to understand the impact of the

training and development on the employees given in PUNJAB
NATIONAL BANK

The result indicates that the training is effective in the

organization.

The impact is very good both for the employees and the
organization.
 QUESTIONNAIRE

NAME

AGE

QUALIFICATION

EXPERIENCE

1. How satisfied are you with the current job?

o HIGHLY SATISFIED

o SATISFIED

o MODERATE

o LOW SATISFACTION

2. DO YOU RECEIVE TRAINING LEADING TO PROMOTION?

• YES

• NO
3. WHICH TRAINING IS COMPULSORY?

SPECIFY IF ANY.. NEW SCHEMES

4. WHAT ARE THE VARIOUS AREAS OF TRAINING

• COMPUTER KNOWLEDGE

• AREAS OF INTEREST IN SCHEMES

5. DOES THE TRAINING GIVEN FOR PROMOTION GIVES GOOD RESULTS?

o STRONGLY AGREE

o AGREE

o DISAGREE

6. WHAT IS THE DURATION ALOTTED FOR TRAINING BY PNB?

o < A WEEK

o > A WEEK

o = TWO WEEKS

o A MONTH

7. HOW MANY TIMES IN A YEAR?

o ONCE

o TWICE

o WHEN REQUIRED

8. IS THE TRAINING A MOTIVATING FACTOR?

o STRONGLY AGREE
 o AGREE

o DISAGREE

9. WHAT DO YOU FEEL ABOUT THE COMMUNICATION FLOW IN THE

ORGANIZATION?

o EXCELLENT

o GOOD

o AVERAGE

o BELOW AVERAGE

10. TO WHICH EXTENT THE GROWTH AND DEVELOPMENT EXISTS?

o HIGHLY SATISFIED

o SATISFIED

o MODERATE

o LOW SATISFACTION

11. DO YOU FIND CHANGE IN YOUR JOB INVOLVEMENT AFTER TRAINING?

o EXCELLENT

o GOOD

o AVERAGE

o BELOW AVERAGE

12. ARE YOU SATISFIED WITH THE TRAINING MODULES?

o HIGHLY SATISFIED

o SATISFIED

o MODERATE

o LOW SATISFACTION
13. ARE YOU SATISFIED WITH THE INFRASTRUCTURE OF THE TRAINING
PREMISES?

o HIGHLY SATISFIED

o SATISFIED

o MODERATE

o LOW SATISFACTION

14. WHAT DO YOU FEEL ABOUT THE EFFECTIVENESS OF TRAINING?

o EXCELLENT

o GOOD

o AVERAGE

o BELOW AVERAGE

15. CAN YOU PLEASE SPECIFY THE QUALITIES GAINED AFTER TRAINING?

16. DOES THE WAY OF HANDLING THE TASKS IMPROVED?

o STRONGLY AGREE

o AGREE

o DISAGREE

17. DOES THIS TRAINING HELP YOU IN IDENTIFYING YOUR STRONG AND WEEK
POINTS?
 o STRONGLY AGREE

o AGREE

o DISAGREE

18. WHAT IS YOUR OPINION ABOUT DECISION MAKING SKILLS?

o EXCELLENT

o GOOD

o AVERAGE

o BELOW AVERAGE

SUGGESTIONS IF ANY:
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REFERENCES

BOOKS:

♦ Introduction to Human Resource Management,

ICFAI Center for Management
♦ Training and Development ,ICFAI Center for
Management
♦ Training and development: perspectives from the
service sector.
♦ “Evaluation methodology for training.” – Mr. O.P.
Bhatnagar

WEB SITES:

♦ www.pnbindia.com
♦ www.hr-guide.com
♦ www.google.com
♦ www.hrm.com