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Training in Banking Sector

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Training in Banking Sector
Abstract
The purpose of this study was to identify the training needs among employees of Public sector bank. In the current dynamic business environment training has become indispensable. The biggest challenge of human resource managers is to train the employees to produce desired results. In the cyclical process of training, training needs analysis is the first step which analyses the areas where training is essential. Total 100 respondents responded to the pre-tested questionnaire, for which Cronbach’s Alpha was calculated to confirm its reliability, which resulted in the score of 0.860. The major findings and evaluation have been done by Statistical Package for Social Sciences (SPSS).The findings can be used to design future competency based training programs.
Keywords: Performance, Skills, Training, Training needs.

I. Introduction
The banking sector in the recent years has been undergoing intense structural and organizational changes, globally. The trend towards globalization of financial markets and services and deregulation of domestic banking systems has been the driving forces behind the drastic change in this sector. The Information technology era has enabled development of new financial instruments, decentralization of work and decision making responsibilities. The extensive competition, greater demand for providing better product and services, dynamic business environment prevailing in the commercial banking sector has increased more demand from employees in order to meet the requirements the above all has posed critical challenges for employees and HR managers in particular. Thus, training is no longer considered a casual phenomenon or holiday for a selected few; instead it ought to be a process of human resource development for fulfillment of defined objectives (Khandelwal, 1978). And to achieve the desired results transformation in the context and mechanism of training programs becomes indispensable (Lynton and Pareek, 1990).“Training” refers to



References: 1. Khandelwal, A.K. (1978), Challenges in Training in Banks, Indian Journal of Training and Development 8(2): 25-40. 2. Lynton, R. and Pareek, Udai (1990), Training for Development , Kumarian Press, Connecticut, USA. 3. Goldstein IL, Ford JK. 2002. Training in Organizations. Belmont, CA: Wadsworth. 4th edition. 4. Steve Denby (2010), The importance of training needs analysis, Industrial and commercial training, VO L. 42 NO. 3, pp. 147-150 5 6. Goldstein IL, Ford JK. 2002. Training in Organizations. Belmont, CA: Wadsworth. 4th edition. 7. Gould, D., Kelly, D., White, I.(2010) , Training needs analysis: an evaluation framework, Industrial and Commercial Training Volume 42, Issue 3, pp. 147-150. 8. Stanley, T.L. (2010), Good training programs don’t just happen, 6200: Training & development, 9190: United States, 9150: Guidelines, Supervision, National Research Bureau, Volume 71, Issue 4, pp. 24-26. 9. Shemwell, D. Y. (1998). Customer-Service provider relationships: an empirical test of a model of service quality, satisfication and relationship oriented outcome. International Journal Of Service Industry Management. 9(2), 155 – 168 10 11. Kirkpatrik, D. L., (1994), “Evaluating training programs – the four levels”, San Francisco: Berrett-Koehler Publishers, Inc. 12. McLagan, P.A. 1989. Models for hrd practice . St Paul, Minnesota: ASTD Press. 14. Bartel, A.P. (1994). Productivity Gains from the Implementation of Employee Training Programs 15. Kraiger K. 2002. Decision-based evaluation. InCreating, Implementing, and Maintaining Effective Training and Development: State-of-the-Art Lessons for Practice , ed. K Kraiger, pp. 331–75. San Francisco, CA: Jossey-Bass. 16. Satterfield JM, Hughes E. 2007. Emotion skills training for medical students: a systematic review. Med. Educ.41:935–41. 17. Hill CE, Lent RW. 2006. A narrative and meta-analytic review of helping skills training: time to revive a dormant area of inquiry. Psychother. Theory Res. Pract. 43:154–72. 18. Bartram, S. and Gibson, B. (1994), Training Needs Analysis, Gower, Aldershot. 19. Leigh, D., Watkins, R., Platt, W.A. and Kaufman, R. (2000). Alternative models of needs assessment: Selecting the right one for your organization. Human Resource Development Quarterly, 11 (1): pp. 87-93.

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