TRAINING AND DEVELOPMENT OF EMPLOYEES

     The study is concerned with reference to training and development of employees. From the above study , we can say that co-operative banks are very important part of Indian Banking System. The Punjab State Cooperative bank has its own training and development programmes with the objective of increasing the operational efficiency of its employees.

    

       The bank is providing time to time training to the new as well as existing employees. The bank being cooperative in nature the people have faith in it. The bank has deep roots in the community. The professionalization of management is one of the basic prerequisites of cooperatives. The training are identified before giving training to the employees. There should be at least two training programmes in a year. Some of the employees are not fully satisfied from the training programmes of the bank due to some reasons. Efficient and effective management is an area where the co-operative banks have failed to make any real process. The bank suffered mainly due to the number of reasons like mismanagement, lack of supervision and inspection.

Introduction towards Topic: Training

The game of economic competition has new rules. Firms should be fast and responsive. This requires responding to customers’ needs for quality, variety, customization, convenience and timeliness. Meeting these new standards requires a workforce that is technically trained in all respects. It requires people who are capable of analyzing and solving job related problems, working cooperatively in teams and ‘changing hats’ and shifting from job to job as well. Training has increased in importance in today’s environment where jobs are complex and change. Rapidly, companies that pay lip-service to the need for training, by lazily setting aside a few hours a year, will soon find themselves at the receiving end when talented employees leave in frustration and other employees find it difficult to beat rivals with new products, sophisticated designs and improved ways of selling. To survive and flourish in the present day corporate-jungle, companies should invest time and money in upgrading the knowledge and skills of their employees constantly. For, any company that stops injecting itself with intelligence is going to die.

Development

The term ‘development’ refers to the nature and direction of change induced in employees, particularly managerial personnel, through the process of training and educative process. Any activity designed to improve the performance of existing managers and to provide for a planned growth of managers to meet future organizational requirements is management development.   

In the above figure training-development continuum has manual training at the one end and philosophy at the other end. The extreme left hand denotes the manual training which is given to operatives for performing specific jobs. Much of this training is job-oriented rather then career-oriented. As we go up in the hierarchy of the organization, we find more emphasis on other points of the continuum. Managerial personnel have grater needs for conceptual and human relations skills as compared to job-related skills. Therefore, their need for training does not remain confined to the development of skills needed for specific jobs. They require skills and competence for future managerial jobs besides their present jobs.  

Training Methods

Training programmes offer something for everyone-from pre-employment preparation for the first job to pre-retirement courses for those who are due to retire soon. The range of training methods is such that they can provide opportunity to the unskilled become skilled; people for promotion at various levels of the organization. Training method are means of attaining the desired objectives in a learning situation. Various training methods have different orientation and, therefore, are situable for different groups of personnel as shown in following table :-

Table-Training methods, orientation and target trainees

Training method	Orientation	Target trainees
Specific job experience	Doing the job  better	All personnel
Job rotation	Understanding job linkage and multiskills	Managerial personnel
Apprenticeship	Technical skills	Operative
Vestibule training	Technical skills	Operative
Lectures, programmed instructions	Knowledge	All personnel
Conferences /workshops	Knowledge	Supervisory, managerial
Brainstorming	Problem solving	Supervisory, managerial
Role playing	Multiskills	Supervisory, managerial

    

Banking system in India 

           Banking system occupies an important place in a nation’s country. For the past three decades India’s banking system has several outstanding achievements to its credit. It is not longer confined to only metropolitan or cosmopolitans in India. In fact, Indian banking system has reached even to the remote corners of the country. This is one of main reasons of India’s growth process.

         The government’s regular policy for Indian bank since 1969 has paid rich   dividends with the nationalization of 14 major private banks of India.

           The first bank in India, though conservative, was established in 1786. From 1786 till today, the journey of Indian banking system can be segregated into three distinct phases. They are:-

• Early phase from 1786 to 1969 of Indian banks.
• Nationalization of Indian Banks and up to 1991 prior to Indian

banking sector reforms.

·        New phase of Indian banking system with the advent of Indian Financial & Banking Sector Reforms after 1991.

Co-operative Banks in India

         The co-operative banks in India started functioning in almost 100 years ago. The cooperative bank is an important constituent of the Indian Financial System, judging by the role assigned to co-operative, the expectations of the co-operative is supposed to fulfill, their number and the number and the number of offices the cooperative bank operate. The cooperative banks in India play an important role in rural financing. The businesses of cooperative bank in the urban areas also have increased phenomenally. In recent years due to the sharp increase in the number of primary cooperative banks.

         Co-operative banks in India are registered under the cooperative societies Act. The cooperative bank is also regulated by RBI. They are governed by the banking regulations Act 1949 and banking laws Act, 1965.

Co-operative banks in India finance rural areas under:-

• Farming
• Cattle
• Milk
• Hatchery
• Personal finance

Co-operative banks in India finance urban areas under:-                                                      

• Self-employment
• Industries
• Small scale units
• Home finance
• Consumer finance
• Personal finance