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A review paper on Human Resource Development Practices and employee
performance with special reference to Indian Banking Sector
Dr Sulochna Syal *1 and Gunjan Sharma 2
1Dr Sulochna Syal, Associate Professor, Bahra University
2Gunjan Sharma, Research Scholar, Bahra University
Corresponding Authors - 1 Dr Sulochna Syal, Associate Professor, Bahra University
Contact no. 9882044926. Email – sulochnas@gmail.com
2 Gunjan Sharma, Research Scholar, Bahra University
Contact no. 9736316006. Email – gunjanshr2556@gmail.com
Abstract
HRD is considered as proactive function which forecasts the needs of the organization and
keep itself prepared to face the unseen competition in an organized manner. Human resource
development is a people-oriented concept that focuses on developing the skills, knowledge
and competencies of people. HRD plays a vital role in developing the skills of employees
which further builds confidence in them. Performance of employees is directly linked to their
knowledge and skills. Numerous studies have been conducted in this area to analyse the role
of HRD practices in different sectors. This Paper provides a critical review of earlier studies
on HRD practices and employee performance with special reference to Indian banking sector.
Present study also examines the role of HRD in developing the skills and knowledge. A
systematic review of previous papers from 1990-2015 has been done to find research gaps in
the existing literature.
Keywords: HRD, banking sector, employee performance, skills.
1. INTRODUCTION
1.1 Introduction to the study:
The concept of human resource development was introduced in 1969 by Leonard Nadler
through their participation in the Miami conference of the American society of training and
development (Mohanad Ali Kareem). Almost a decade ago the Wall Street Journal reported
personnel/human resource development and management to be one of the nation's 10 fastest
growing professions (Klinger, 1979). All types of organisations, which want to grow, renew,
diversify, change, improve or stabilise need HRD. Human resource development is a people-
oriented concept that focuses on developing the skills, knowledge and competencies of
people. (Nadler, 1984) defines human resource development as "Those learning experiences,
which are organized for a specific time and designed to bring about the possibility of
behavioural and attitudinal change.
An organization’s success is determined as much by the skill and motivation of its members,
full contribution to their potentials, to achieve the goals of the organization, and thereby
ensuring optimization of human resources. To survive it is very essential for an organization
to adopt the change in the environment and also continuously prepare their employees to
meet the challenges that will have a positive impact on the organization (Y. Benazir 2017).
1.2 Human Resource Development
HRD has advanced beyond the narrow view of simply training and has evolved into a more
complete approach to learning and developing knowledge at the individual and organizational
level (Mittal, 2013). HRD can be defined as the process of developing and/or unleashing
human expertise through organization development and personnel training and development
for the purposes of improving performance (Swanson, 2001). The literature and previous
studies have confirmed that the success of an organization is extremely based on the skills,
knowledge, and experience of its employees, which is a basic product of human resource
development capability of that particular organization (Bokeno, 2011; Swanson & Holton,
2009). Rao (1985) defines HRD as a process that organizations must continuously use to
assess the skills, abilities, and knowledge of human capital in order to proactively enable
employees to have the required skills to meet the present and future job requirements within
the organization. Wang et al. (2017) define HRD as any process or activity that, either
initially or over the long term, has the potential to develop adult work-based knowledge,
expertise, productivity, and satisfaction, whether for personal or group/team gain, or for the
benefit of an organization, community, nation, or, ultimately, the whole of humanity. HRD is
defined as consisting of programs & activities that positively affect the development of
individual and the productivity & profit of organization (Robert L. Smith). HRD is an
approach founded on the belief that people are capable of growth - given an environment that
facilitates individual growth (Dayal, 1993).
1.3 HRD Activities
(Robert L. Smith)
1) Training & Development
2) Organizational Development
3) Employee assistance program
4) Career Development
5) Performance Appraisal
1.4 Difference between HRD and HRM
HRM HRD
Human resource management is viewed as a
set of independent sub functions
Human resource development is seen as a
system of larger system in an organization
HRM is considered as mainly a service
function enduring with the demands of the
organization as and when they arise.
HRD is considered as proactive function
which forecasts the needs of the
organization and keep itself prepared to face
the unseen competition in an organized
manner.
HRM is narrower concept which aims at
developing and administering people only
HRD is wider concept aims at developing
not only its people but its whole
organization
The main focus of HRM is on enhancing
skills and increasing efficiency of people in
the organization.
HRD is based on the concept of building up
the right organizational climate that could
discover, nurture and utilize human
capabilities in an optimum manner.
Salary, wage, incentives and job
simplifications are the main motivators in
HRM
HRD relies on job enrichment, job
challenges climate in formal organizational
climate, autonomous work groups and
creativity for motivating the work force in
the organization.
HRM is supposed to be the exclusive
responsibility of the human resource (HR)
mangers and their concerned departments.
HRD is considered as responsibility of all
the mangers in an organization. HRD aims
at developing the capabilities of all the line
mangers to carry out various HRM
functions themselves.
Source: (Gupta, 2007)
1.5 New Expectations
HRD is a multidimensional concept which is still in developing stage. HRD became a very
important concept in today’s world as the businesses have been revolutionised. There is
intense competition among the local as well as international players. Human Resource plays a
vital role in every business. Success of every business depends on the skills and knowledge of
its human resource. Earlier Human resource were treated like a labour, who will work like
machines for the sake of fulfilling their own objective. They were not concerned with the
objective of the organization as a whole.
However, with the changing environment Human resource started getting importance. They
were no longer treated as labourer’s infact they act as an asset to an organization. The
utilization value of Human Resource depends on continuous improvement of human resource
aspects like skill, knowledge, creative abilities and talents and moulding of other aspects like
values, beliefs, aptitude and attitude in accordance with the changing requirements of groups,
organisation and society at large. HRD practices helps in creating a positive climate wherein
people work efficiently and effectively.
1.6 Banking Sector in India
Source: (Indian Banking Industry Analysis)
Introduction
As per the Reserve Bank of India (RBI), India’s banking sector is sufficiently capitalised and
well-regulated. The financial and economic conditions in the country are far superior to any
other country in the world. Credit, market and liquidity risk studies suggest that Indian banks
are generally resilient and have withstood the global downturn well.
Indian banking industry has recently witnessed the roll out of innovative banking models like
payments and small finance banks. RBI’s new measures may go a long way in helping the
restructuring of the domestic banking industry.
The digital payments system in India has evolved the most among 25 countries with India’s
Immediate Payment Service (IMPS) being the only system at level 5 in the Faster Payments
Innovation Index (FPII).*
Market Size
The Indian banking system consists of 27 public sector banks, 21 private sector banks, 49
foreign banks, 56 regional rural banks, 1,562 urban cooperative banks and 94,384 rural
cooperative banks, in addition to cooperative credit institutions (FY17 data). In FY07-18,
total lending increased at a CAGR of 10.94 per cent and total deposits increased at a CAGR
of 11.66 per cent. India’s retail credit market is the fourth largest in the emerging countries. It
increased to US$ 281 billion on December 2017 from US$ 181 billion on December 2014.
Investments/developments
Key investments and developments in India’s banking industry include:
As of September 2018, the Government of India launched India Post Payments Bank
(IPPB) and has opened branches across 650 districts to achieve the objective of
financial inclusion.
The total value of mergers and acquisition during 2017 in NBFC diversified financial
services and banking was US$ 2,564 billion, US$ 103 million and US$ 79 million
respectively @.
The biggest merger deal of FY17 was in the microfinance segment of IndusInd Bank
Limited and Bharat Financial Inclusion Limited of US$ 2.4 billion @.
In May 2018, total equity funding's of microfinance sector grew at the rate of 39.88 to
Rs 96.31 billion (Rs 4.49 billion) in 2017-18 from Rs 68.85 billion (US$ 1.03
billion) #.
Government Initiatives
As of September 2018, the Government of India has made the Pradhan Mantri Jan
Dhan Yojana (PMJDY) scheme an open ended scheme and has also added more
incentives.
The Government of India is planning to inject Rs 42,000 crore (US$ 5.99 billion) in
the public sector banks by March 2019 and will infuse the next tranche of
recapitalisation by mid-December 2018.
Achievements
Following are the achievements of the government in the year 2017-18:
To improve infrastructure in villages, 204,000 Point of Sale (PoS) terminals have
been sanctioned from the Financial Inclusion Fund by National Bank for Agriculture
& Rural Development (NABARD).
Between December 2016 and March 2017, a major drive was undertaken to boost use
of debit cards, resulting in an increase in the number of Point of Sale (PoS) terminals
by an additional 1.25 million by 2017 end from 1.52 million as on November 30,
2016.
The number of total bank accounts opened under Pradhan Mantri Jan Dhan Yojana
(PMJDY) reached 333.8 million as on November 28, 2018.
Road Ahead
Enhanced spending on infrastructure, speedy implementation of projects and continuation of
reforms are expected to provide further impetus to growth. All these factors suggest that
India’s banking sector is also poised for robust growth as the rapidly growing business would
turn to banks for their credit needs.
Also, the advancements in technology have brought the mobile and internet banking services
to the fore. The banking sector is laying greater emphasis on providing improved services to
their clients and also upgrading their technology infrastructure, in order to enhance the
customer’s overall experience as well as give banks a competitive edge.
India’s digital lending stood at US$ 75 billion in FY18 and is estimated to reach US$ 1
trillion by FY2023 driven by the five-fold increase in the digital disbursements.
Exchange Rate Used: INR 1 = US$ 0.0159 as on March 31, 2019 (IBEF India Brand Equity
Foundation).
The banking scenario in India has already gained all the momentum, with the domestic and
international banks gathering pace. The focus of all banks in India has shifted their approach
to 'cost', determined by revenue minus profit. This means that all the resources should be used
efficiently to better the productivity and ensure a win-win situation. To survive in the long
run, it is essential to focus on cost saving. Previously, banks focused on the 'revenue' model
which is equal to cost plus profit (Kulshreshtha, Monika 2010).
2. OBJECTIVES OF THE PAPER
1. To review the earlier studies on HRD practices followed by Indian Banking Sector.
2. To analyse and evaluate HRD practices and provide suggestions for improvement.
3. To summarise the previous papers and to identify the gaps in existing literature.
3. METHODOLOGY
3.1 Research Design
Present study is qualitative and exploratory in nature.
3.2 Data collection
Present study is based on secondary data collected from various articles, journals & working
papers.
4. REVIEW OF LITERATURE
1. Rao (1990) discussed the strategies of human resource development at a national
level and established relationship between HRD and Economic development. Further
he said that investment made in education, health, and science and technology
ultimately enhance competencies and capabilities of the people or citizen of that
country.
2. Pandey (1992) critically examined the human resource planning system of selected
nationalized banks in his book “Manpower Planning in Banks”. He highlighted the
deficiencies of banks manpower planning system and provided suggestions for
possible improvement in it.
3. Rao (1994) made an attempt to through light on relevance of various management
thoughts with special reference to operational management of commercial banks in
India. In this regards he emphasized the importance of Management by Objective
(MBO) and strategic planning in banks.
4. Mathur (1995) analyzed the needs of human resource management practices in
banks. He viewed that the changes in economic environment pressurized the banks to
equip competent and capable staffs at all levels in their organizations. Thus, for
managing these pressures efficiently, human resource management assumes
significant weapon for banking industry. Further, he said that banks have shown a
good deal of interest in enhancing the effectiveness of their employees. Yet, in order
to win the cut throat market competition, banks should have adopted competitive
techniques in the form of employees’ development in their organization. It may take a
wide range of activities such as manpower planning, human resource accounting,
banking education to employees, training and development programmes, quality
circles, workforce participation in management, quality of work-life of employees and
good industrial relations.
5. Rohmetra (1998) made a comparative analysis of HRD climate of SBI and Jammu
Kashmir bank Ltd. She used HRD climate and Attitude of bank employees towards
prevailing HRD climate in their respective organization. HRD climate comprises the
variables like general climate, HRD mechanisms and OCTAPAC culture whereas the
attitudes of employees have been measured on the basis of job content, compensation,
appraisal systems, career development opportunities, relationships, leadership,
communication, working conditions, welfare, participation and involvement, team
work, security, recognition, creativity, company affiliation, accountability,
development, union management relations, belief in the bank’s future and forecasting.
The study revealed that HRD climate in SBI is better than Jammu & Kashmir bank
Ltd. Further he said that there is a positive relationship between HRD climate
development and employees satisfaction.
6. Anitha and Rao (1998) conducted a research study on quality of work-life of bank
employees. For the study they have selected Andhra bank and Vysya bank. The study
revealed that quality of work-life of employees of both banks is not satisfactory.
Employees of both the banks are dissatisfied with career development programme of
their respective organization. In addition, participative management practices fully
absented in both banks in developing the capabilities of management and employees
both. In their suggestion, he pointed that there is an urgent need to introduce
participative management style in both banking organization.
7. Singh (1999) compared the managerial and organizational structure of commercial
banks at pre and post nationalized period. Their study revealed that the objective of
banks is shifted from ‘profit maximization’ to ‘profit with growth’ keeping in mind to
achieve socio-economic growth also.
8. Rajashekar (2000) examined the various aspects of commercial banking system in
India with respect to the pattern of bank expansion, mobilization of deposits, credit
disbursement, especially among the priority sector, and the recovery of the bank credit
along with factors affecting the loan recovery process. Further, they said that there is a
need of efficient credit recovery system in banks.
9. Tandon (2001) analysed the employees’ morale prevailing in commercial banks and
established relations with employee’s morale and organizational effectiveness. He
said that employees morale play a significant role in providing customer satisfaction
and achieving organizational goals. Further, he said that human resource development
is a technique which ensures higher employees morale and overall organization
development.
10. Ramachandran (2002) examined the task of bank managers keeping in mind present
global environment. He found that, managers have performed much more functions
than lending and borrowing and derivatives have become a major challenge for the
banks.
11. Kumar (2003) examined the historical background of Indian banking with reference
to pre and post nationalized period and discussed the importance of human resource in
the banking sector. He opined that in present scenario, human resource provides
competitive advantage to the bank and banks should review and overhaul their
recruitment, training and motivational policies. In addition, bank should attract and
retain skilled workforce and for this there is a need to create a healthy and friendly
environment within their banking organization.
12. Bansal and Kaur (2007) in his paper discussed the challenges of banking industry in
the form of risk management, asset liability management, innovation, securitization,
relationship banking, customer driven growth and HRD issues and challenges.
Accordingly, low entry barriers for new players and changes in job content creates
challenge for public sector banks and it can be solved with the help of proper
development of HRD climate in banking organization.
13. Rai (2008) outlined the importance of human resource development for banks. He
said that reengineering banking employee’s skill help in improving the functioning of
their mind towards customers and product priorities. Thus, HRD convert human
capital into high value factor of production. The HR Climate Survey helps banks in
identifying the restrictive practices which are hindering the growth of the
organization. He said that banking organization should possibly distinguish and
separate their routine and maintenance functions such as transfer, promotion, posting
& placement from developmental functions like capability building, potential
development, succession planning, and adopts newer methodologies in training like e-
training and provide better learning infrastructure facilities for different segments of
the staff
14. Raman (2008) described the various HRD mechanisms and experiences of the State
Bank of India. He found that SBI has very well formulated placement, transfer, and
promotion policies which have stood the test of time.
15. Haslinda (2009) examined the difference between HRM and HRD. Accordingly,
HRM is a process of managing human talents to achieve organization’s objective. The
process consists of recruitment and selection, compensation and benefits, labour and
industrial relations, and safety and health management. Whereas, HRD is a
combination of organized activities designed for a specific period of time in order to
bring possible behavioural change. The organized activities include training and
development, performance appraisal management, career planning and development
and change management.
16. Karthikyan et. al., (2010) analysed the impact of training in Indian banks. he
emphasized that the banks should take necessary steps in such a way that employees
should feel training is essential to enhance the productivity and achieve customer
satisfaction to meet the present banking business challenges in India.
17. Suchitra (2010) conducted a study to examine the HRD practices of public and
private sector banks and identified the role satisfaction and employees performance
level in these banks. Total 4 banks were selected; two belongs to public sector i.e. SBI
and Andhra bank and private sector banks were ICICI and HDFC. Three branches
from each bank were selected and total 360 respondents were used for the study. The
study revealed that HRD Climate of public sector banks was better than private sector
banks. However, employees of private sector were more satisfied with their role and
performance than employee’s public sector banks. The study further revealed that
there was significant relation between HRD Climate, role satisfaction and
performance of employees.
18. Kulshreshtha (2010) made an effort to study the HRD practices adopted by Indian
banks and identified the impact of HRD practices on employee’s managerial
effectiveness. For the study total six banks were selected, out of which three belongs
to public sector i.e. SBI, PNB, and UBI three belongs to private sector i.e. ICICI,
HDFC, and Axis banks and 356 respondents were used. Seven HRD factors such as
role development, performance appraisal, performance counselling & development,
training and organizational development were used. T-test was used for the study. The
study showed that HRD practices of private sector banks were perceived in a better
way as compared to public sector banks.
19. Ghouse (2011) made an attempt to examine the HR Practices relating to recruitment,
selection and training adopted by regional rural banks and analysed the employees’
attitude towards appraisal and career development system of the bank. It is a case
study of Andhra Pragati Gramin Bank. The study period ranged from 2006 to 2010
and sample consisted of 300 respondents. The study revealed that there is a need of
systematic and effective training and development programmes, and promotional
policies of officer cadre should linked with their performance appraisal system,
effective feedback system, and career development programme should developed in
order to meet needs and expectations of employees of bank.
20. Pahuja and Dalal (2012) made a study about development of competitive advantages
by using HR practices in SBI. They assumed Competitive advantage in the form of
competent, capable with satisfied and committed workforce, higher productivity and
performance with the help of HR practices like recruitment and reward system,
training and skill development practices, efficient communication system,
organizational climate and employee’s participation and empowerment. The study
depicted that employees of SBI are happy with the HR practice of the bank. He
opined that competitive advantage depends on employee’s attitude, skills and
competencies and employee’s satisfaction and commitment. Their study disclosed that
SBI achieved sustainable competitive advantage by developing resources which add
unique and rare value that cannot be replicating the competitors. SBI follow sound
HR practice and doing a lot to gain and retain their talented employees.
21. Negi and Singh (2012) highlighted the causes which are responsible for creating
imbalance among work-life of banking employees. The study was based on
comparative analysis of work-life balance between private and public sector banks
employees. The public sector banks include SBI, PNB and Allahabad Bank and
HDFC, ICICI and Axis Bank were private Sector banks which are selected for the
study. The result showed that employees of public sector banks are happier than
private sector. However, in both sector i.e. public and private, women employees not
pursue their career with same velocity after marriage and child break.
22. Harpanahalli & Vandana (2012) in his paper discussed the importance of HRD in
banking sector in India. They said that HRD act as a catalytic agent in managing
changes and promoting learning culture in the banking organization.
23. Mittal (2013) made a comparative analysis of the employee’s perception regarding
HRD climate in their respective banking organization. They had chosen SBI and Axis
banks for their study. They measured HRD climate on the basis of general climate,
OCTAPACE and HRD mechanisms. The result showed that the SBI employee’s
perception towards the general climate was better as compared to Axis bank
employees. However, perception of employees of both banks towards OCTAPACE is
same. But there is a significant difference in their perception regarding HRD
mechanism. He found that the HRD mechanism of SBI was better than Axis bank.
With respect to Axis bank, he emphasized that there is a need to make transparent,
systematic and suitable HRD sub-systems which fulfilled the changing need of
employees.
24. Megharaja (2014) made an effort to analyse the impact of training effectiveness on
employee’s perception in banks. They found that training positively influenced
employee’s perception.
25. Akilandeswari and Jayalakshmi (2014) in his paper suggested that commercial
banks (either public or private) should be adopt training and development practices
for their employees at the time of induction, promotion and when employees take
more responsibilities in the organization.
26. Hashmi and Abbas (2014) made an empirical attempt to examine the various HRD
practices, HRD climate and HRD efforts outcome in the context of Indian banking
sector. The study revealed that the welfare provision and the training and
development system of the banking sector are good. However, HRD instruments such
as job environment, organization climate, reward system etc. are of average and
potential appraisal system of banks is poor.
27. Korde and Laghate (2015) in his paper identified that training significantly
influenced banking employee’s performance.
28. Khan (2015) in his paper made an attempt to investigate the influence of human
resource policies on employees’ performance in banking sector. State Bank of India
was selected for the study. The study revealed that there is a significant impact of
Human Resource Policies on employees’ performance.
5. INTERPRETATION AND FINDINGS:
The prior studies showed that Human Resource Development practices are best
implemented in private sector banks than in public sector banks. Employees of banks are
not satisfied with the manpower planning. Work life balance of employee is not taken
into consideration. Studies also revealed that HRD Climate has a positive impact on job
satisfaction. Commercial banks should adopt training and development practices for their
employees at the time of induction, promotion and when employees take more
responsibilities in the organization. In both sector i.e. public and private, women
employees not pursue their career with same velocity after marriage and child break. It
has been identified from above studies that there are certain HRD practices that must be
implemented in banking sector. It involves:
MBO and Strategic Planning: It’s a strategic model wherein the objectives of the
organisation are agreed by both the management and the employees. Such strategic model
helps in improving the performance of the employees.
Employee Development: It involves initiative of employees and employer to upgrade the
existing skills of an individual. Employee development helps in retaining an employee for
longer period of time.
Manpower planning: An important process to ensure the availability of employees
required for completion of a particular project. Improper manpower planning leads to
either shortage of workforce or excess of workforce which increases the costing of
organisation. A proper manpower planning ensures optimal use of human resources.
HR Accounting: It involves the process of assigning, budgeting and reporting the cost of
human resources incurred in an organisation.
Banking education to employees: It is important to upgrade the banking knowledge of
the employees in order to make them work more efficiently.
Training and Development program: It ensures time to time upgradation of skills
required to perform the present task. It will further help in building confidence among
employees which will improve their performance.
Quality Circle: When a group of workers who do the same work, organises a meeting in
order to discuss and solve the problem with the best solution. It a participatory
management techniques which leads to meetings at regular intervals.
Attract and Retain best employees: A challenging task in today’s scenario is to attract
and to retain the best employees. An organisation who successfully attract the best talent
further faces a challenge of how to retain them for longer time. It involves various
strategies to make an employee committed towards the organisation.
Succession Planning: It involves developing an internal employee with the potential to
fill the leadership positions in the company. It acts as a motivation to the employees.
E-training: Organisations should not just rely on the offline training mode, rather it must
look up for new innovate ideas to train their employees even when they are not physically
present in the organisation. E training includes the delivery of training lectures
electronically.
6. RESEARCH GAPS
From the thorough review of the available literature it is clear that there are some research
gaps which need to be addressed for further research. Most of the researches were focused on
HRD practices of banks residing either in urban areas or rural areas; very little research has
been done to compare the HRD practices in banks residing in urban and rural areas. A study
where variables should be analysed in order to make up strong relationship between
outcomes and HRD practices in Indian banking sector. Comparative study on the impact of
HRD practices on Generation X, Millennials and Generation Z in Indian banking sector.
7. CONCLUSION
From the review of earlier studies it can concluded that in the present era banking sector
lacks in implementing Human Resource Development practices which further leads to
decline in the performance of employees. A feeling of dissatisfaction is there among
employees working in banking sector. Various papers identified that organisation climate
and employee performance are positively related to each other. Employee development is
a major factor that helps in retaining an employee for a longer period of time. Training
and development is another factor that helps employees to upgrade their skills. HRD
being an innovative concept must be implemented in every sector, as it is the only key to
sustain in the competitive environment. Employees being an asset to an organisation must
be given due importance in order to gain the competitive advantage. The current paper
identified that the quality and performance in banking services depends on effective HRD
practices more particularly training and development, career and succession planning,
feedback and employee counselling and compensation and reward management.
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