hrm of sucession planning

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Career planning and development INTRODUCTION MEANING OF CAREER: A Career has been defined as the sequence of a person's experiences on different jobs over the period of time. It is viewed as fundamentally a relationship between one or more organizations and the individual. To some a career is a carefully worked out plans for self advancement to others it is a calling-life role to others it is a voyage to self discovery and to still others it is life itself. A career is a sequence of positions/jobs held by a person during the course of his working life. According to Edwin B. Flippo,“A career is a sequence of separate but related work activities that provide continuity, order and meaning to a person’s life”. According to Garry Dessler, “The occupational positions a person has had over many years”. Many of today's employees have high expectations about their jobs. There has been a general increase in the concern of the quality of life. Workers expect more from their jobs than just income. A further impetus to career planning is the need for organizations to make the best possible use of their most valuable resources the people in a time of rapid technological growth and change. CAREER DEVELOPMENT Career development, both as a concept and a concern is of recent origin. The reason for this lack of concern regarding career development for a long time, has been the careless, KES SHROFF COLLEGE Page 1

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Career planning and development

INTRODUCTION

MEANING OF CAREER:

A Career has been defined as the sequence of a person's experiences on different jobs over the period of time. It is viewed as fundamentally a relationship between one or more organizations and the individual. To some a career is a carefully worked out plans for self advancement to others it is a calling-life role to others it is a voyage to self discovery and to still others it is life itself.

A career is a sequence of positions/jobs held by a person during the course of his working life.

According to Edwin B. Flippo,A career is a sequence of separate but related workactivities that provide continuity, order and meaning to a persons life.

According to Garry Dessler, The occupational positions a person has had over many years.

Many of today's employees have high expectations about their jobs. There has been a general increase in the concern of the quality of life. Workers expect more from their jobs than just income. A further impetus to career planning is the need for organizations to make the best possible use of their most valuable resources the people in a time of rapid technological growth and change.

CAREER DEVELOPMENT

Career development, both as a concept and a concern is of recent origin. The reason for this lack of concern regarding career development for a long time, has been the careless, unrealistic assumption about employees functioning smoothly along the right lines, and the belief that the employees guide themselves in their careers. Since the employees are educated, trained for the job, and appraised, it is felt that the development fund on is over. Modern personnel administration has to be futuristic, it has to look beyond the present tasks, since neither the requirements of the organization nor the attitudes and abilities of employees are constant. It is too costly to leave 'career' to the tyranny of time and casualty of circumstances, for it is something which requires to be handled carefully through systematization and professional promoting. Fortunately, there has lately been some appreciation of the value of career planning and acceptance of validity of career development as a major input in organizational development.

Career development refers to set of programs designed to match an individuals needs, abilities, and career goals with current and future opportunities in the organization. Where career plan sets career path for an employee, career development ensures that the employee is well developed before he or she moves up the next higher ladder in the hierarchy.

CAREER PLANNING

Career Planning is a relatively new personnel function. Established programs on Career Planning are still rare except in larger or more progressive organizations.

Career Planning aims at identifying personal skills, interest, knowledge and otherfeatures; and establishes specific plans to attain specific goals.

Aims and Objectives of Career Planning:

Career Planning aims at matching individual potential for promotion and individual aspirations with organizational needs and opportunities. Career Planning is making sure that the organization has the right people with the right skills at the right time. In particular it indicates what training and development would be necessary for advancing in the career altering the career path or staying in the current position. Its focus is on future needs and opportunities and removal of stagnation, obsolescence, dissatisfaction of the employee.

OBJECTIVE OF CAREER PLANNING

To attract and retain the right type of person in the organization. To map out career of employees suitable to their ability and their willingness to be trained and developed for higher positions. To have a more stable workforce by reducing labour turnover and absenteeism. It contributes to man power planning as well as organizational development and effective achievement of corporate goals. To increasingly utilize the managerial talent available at all levels within the organization. To improve employee morale and motivation by matching skills to job requirement and by providing opportunities for promotion. It helps employee in thinking of long term involvement with the organisation. To provide guidance and encourage employees to fulfill their potentials. To achieve higher productivity and organizational development. To ensure better use of human resource through more satisfied and productive employees. To meet the immediate and future human resource needs of the organisation on the timely basis.

NEED FOR CAREER PLANNING

To desire to grow and scale new heights. Realize and achieve the goals. Performance measure. High employee turnover. To educate the employees It motivates employees to grow. It motivates employees to avail training and development. It increases employee loyalty as they feel organization cares about them.

ADVANTAGES OF CAREER PLANNING AND DEVELOPMENT

In fact both individuals and the organization are going to benefit from career planning and development. So the advantages are described below:

For Individuals

1. The process of career planning helps the individual to have the knowledge of various career opportunities, his priorities etc.2. This knowledge helps him select the career that is suitable to his life styles, preferences, family environment, scope for self-development etc.3. It helps the organization identify internal employees who can be promoted.4. Internal promotions, up gradation and transfers motivate the employees, boost up theirmorale and also result in increased job satisfaction.5. Increased job satisfaction enhances employee commitment and creates a sense ofbelongingness and loyalty to the organization.6. Employee will await his turn of promotion rather than changing to another organization. This will lower employee turnover.7. It improves employees performance on the job by taping their potential abilities and further employee turnover.8. It satisfies employee esteem needs.

For Organizations

A long-term focus of career planning and development will increase the effectiveness of human resource management. More specifically, the advantages of career planning and development foran organization include:

1. Efficient career planning and development ensures the availability of human resources with required skill, knowledge and talent.2. The efficient policies and practices improve the organizations ability to attract and retain highly skilled and talent employees.3. The proper career planning ensures that the women and people belong to backward communities get opportunities for growth and development.4. The career plan continuously tries to satisfy the employee expectations and as such minimizes employee frustration.5. By attracting and retaining the people from different cultures, enhances cultural diversity.6. Protecting employees interest results in promoting organizational goodwill.

CAREER PLANNING AND DEVELOPMENT PROCESS

Chart1.1: Career planning & Development process

1. Identifying individual needs and aspirations:Its necessary to identify and communicate the career goals, aspiration and career anchors of every employee because most individuals may not have a clear idea about these. Forthis purpose, a human resource inventory of the organization and employee potential areas concerned.

2. Analyzing career opportunities:The organizational set up, future plans and career system of the employees are analyzed to identify the career opportunities available within it. Career paths can be determined foreach position. It can also necessary to analyze career demands in terms of knowledge, skill, experience, aptitude etc.

3. Identifying match and mismatch:A mechanism to identifying congruence between individual current aspirations and organizational career system is developed to identify and compare specific areas of match and mismatch for different categories of employees.

4. Formulating and implementing strategies:Alternative action plans and strategies for dealing with the match and mismatch are formulated and implemented.

5. Reviewing career plans:A periodic review of the career plan is necessary to know whether the plan is contributing to effective utilization of human resources by matching employee objectives to job needs. Review will also indicate to employees in which direction the organization is moving, what changes are likely to take place and what skills are needed to adapt to the changing needs of the organization

CAREER PLANNING & DEVELOPMENT STAGES

1. ExplorationAlmost all candidates who start working after college education start around mid-twenties. Many a time they are not sure about future prospects but take up a job in anticipation of rising higherup in the career graph later. From the point of view of organization, this stage is of no relevance because it happens prior to the employment. Some candidates who come from better economic background can wait and select a career of their choice under expert.

2. Guidance from parents and well-wishers. EstablishmentThis career stage begins with the candidate getting the first job getting hold of the right job is not an easy task. Candidates are likely to commit mistakes and learn from their mistakes. Slowly and gradually they become responsible towards the job. Ambitious candidates will keep looking formore lucrative and challenging jobs elsewhere. This may either result in migration to another job or he will remain with the same job because of lack of opportunity.

3. Mid-Career stageThis career stage represents fastest and gainful leap for competent employees who are commonly called climbers. There is continuous improvement in performance. On the other hand, employees who are unhappy and frustrated with the job, there is marked deterioration in theirperformance. In other to show their utility to the organization, employees must remain productive at this stage. climbers must go on improving their own performance. Authority, responsibility, rewards and incentives are highest at this stage. Employees tend to settle down in their jobs and job hopping is not common.

4 .Late-Career stageThis career stage is pleasant for the senior employees who like to survive on the past glory. There is no desire to improve performance and improve past records. Such employees enjoy playing the role of elder statesperson. They are expected to train younger employees and earn respect from them.

6. Decline stageThis career stage represents the completion of ones career usually culminating into retirement. After decades of hard work, such employees have to retire. Employees who were climbers and achievers will find it hard to compromise with the reality. Others may think of life afterretirement

LIMITATIONS OF CAREER PLANNING & DEVELOPMENT

Despite planning the career, employees face certain career problems. They are:1. Dual Career Families:-With the increase in career orientation among women, numberof female employees is on increase. With this, the dual career families have also been on increase. Consequently, one of those family members might face the problem of transfer. This has become a complicated problem to organizations. Consequently other employees may be at disadvantage.

2 .Low ceiling careers:-Some careers do not have scope for much advancement. Employees cannot get promotions despite their career plans and development in such jobs.

3. Declining Career Opportunities:-Career opportunities for certain categories reach the declining stage due to the influence of the technological or economic factors. Solution forsuch problem is career shift.

4. Downsizing and careers:-Business process reengineering, technological changes and business environmental factors force the business firms to restructure the organizations by and downsizing. Downsizing activities result in fixing some employees, and degrading some other employees.5. Career planning can become a reality when opportunities for vertical mobility are available. Therefore, it is not suitable for a very small organization.

5 .Others:-Several other problems hamper career planning. These include lack of an integrated human resources policy, lack of a rational wage structure, absence of adequate opposition of trade unions, lack of a good performance reporting system, ineffective attitudinal surveys, etc.

Chapter-2REVIEW OF LITERATUREAliterature review is a description of the literature relevant to a particular field or topic. It gives an overview of what has been said, who the key writers are, what are the prevailing theories and hypotheses, what questions are being asked, and what methods and methodologies are appropriate and useful. As such, it is not in itself primary research, but rather it reports on other findings

High impact career development

By: Bonnie Hagemann ( CEO, Executive development associates, Inc., Oklahoma city, USA)As todays work place evolves companies are forced to make changes within the organization in order to keep up trends in the workplace. In a recent study, the BCG partnering with the society for HRM, identified eight new trends in the workplace and how companies should approach these changes. These can be categorized into three groups:-

Development and retaining talent

Managing talentimproving leadershipmanaging balance between the employees personal life

Anticipating change

Managing demographicsManaging change in cultural transformation

Enabling the organization

GlobalizationCreating an environment of learningTransforming hr departments into strategic partners

Chapter 3

RESEARCH METHODOLOGY

Research comprises defining and redefining problems, formulating, hypothesis or suggested solutions; collecting, organizing and evaluating data, making deductions and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis or not. Research is an important pre-requisite for a dynamic organization. The research methodology is a written game plan for conducting research. It may be understood as science of studying. In it the various steps are described that are adopted by a researcher in studying his research problems.

Research design:

A research design is purely and simply the frame work of plan for a study that guides the collection and analysis of data. It is a blue print for a complete study. It resembles the architects blue print map for constructing a house. There are three types of research design namely.

Exploratory Descriptive Causative

The type of research carried out for this project is Descriptive in nature.

Descriptive Research Studies are those studies, which are concerned with specific predictions, with narration of facts and characteristics concerning individual, group orsituation or used to describe the phenomena already exists.

The main characteristic of this method is that the researcher has no control over the variables; he can only report what has happened or what is happening. The methods of research utilized in descriptive research are survey methods of all kinds, including comparative and co relational methods.

AREA OF STUDYThe units selected for the purpose of study are hundred employeesfrom different banks

SAMPLING DESIGNI.A sample design is a definite plan for obtaining a sample from a given population.The sample of 100 employees is taken.

The population: - the employees were categorized as middle level and low level employees

II. Sampling UnitIndividual employees from different banks

III. Sample SizeThis refers to the some chosen units out of whole population. Although large samples are more reliable but due to shortage of time some representative of these different banks had been selected.Sample size: the target group included respondents drawn from Indian bank, union bank of India, state bank of India, Indian overseas bank and 100 employees were taken as the sample respondent.

IV. Sampling TechniqueThis refers to procedure by which the samples have been chosen for the purpose of data collection.Judgmental Sampling technique was used in which researcher choose any item from the whole population which he thinks or take as the typical and true representative of the population.

STEPS OF METHODOLOGY USED

1. collection of data2.organisation of data3.presentation of data4.analysis of data.

DATA COLLECTION

The task of data collection begins after a research problem is being defined and research design chalked out.

Data types:

a) Primary Sources

The primary data are those which are collects fresh and for the first time, and thus happen to be original in character.The primary source of collecting the data was throughinterview method in which the researcher personally interviewed the respondents.Direct observation was made to understand the commitment among employees.Each respondent was asked to fill a questionnaire covering the personal data of the respondents such as age, year of experience, income. The questionnaire also included dimensions relating to organizational commitment among employees. The time duration to fill the questionnaire was 15-20 minutes.

b) Secondary Sources

The secondary data are those which have already been collected by someone and which have already been passed through the statistical process.Data is also collected from:-i. HR Manual.ii. Various Books, Magazines.iii. Internet.

OBJECTIVES OF THE STUDY

1. To study the impact of organizational support on career planning and development of employees.2. To study the career planning of employees in banking industry.3. To analyze the awareness of the employees about their career and its development.4. To suggest appropriate measures to improve the efficiency of employees.

LIMITATIONS OF THE STUDY

1. The study was restricted to banking industry .2. This study is conducted with a sample size of 100 respondents. hence the findings of this study cannot be generalized.3. The findings of this study are subject the bias and prejudice of the respondents. Hence objectivity cannot be ensured.4. The accuracy of finding is limited by the accuracy of the statistical tools used for the analysis .

INDUSTRY PROFILE

Banking industry:

India has a strong and vibrant banking sector comprising state-owned banks, private sector banks, foreign banks, financial institutions and regional banks including cooperative banks, rural banks and local area banks. In addition there are non-banking financial companies (NBFCs), housing finance companies, Nidhi companies and chit fund companies which play the role of financial intermediaries.

Since the launch of the economic liberalisation and global programme in 1991, India has considerably relaxed banking regulations and opened the financial sector for foreign investment. India is also committed to further open the banking sector for foreign investment in pursuance to its commitment to the World Trade Organisation (WTO).

As monetary authority of the country, the Reserve Bank of India (RBI) regulates the banking industry and lays down guidelines for day-to-day functioning of banks within the overall framework of the Banking Regulation Act, 1949, Foreign Exchange Management Act, 1999 and Foreign Direct Investment (FDI) policy of the government..

State-owned banks

The Indian banking sector is dominated by 28 state-owned banks which operate through a network of about 50,000 branches and 13,000 ATMs. The State Bank of India (SBI) in the largest bank in the country and along with its seven associate banks has an asset base of about Rs. 7,000 billion (approximately US$150 billion). The other large public sector banks are Punjab National Bank, Canara Bank, Bank of Baroda, Bank of India and IDBI Bank.

The public sector banks have overseas operations with Bank of Baroda topping the list with 51 branches, subsidiaries, joint ventures and representative offices outside India, followed by SBI (45 overseas branches/offices) and Bank of India (26 overseas branches/offices). Indian banks, including private sector banks, have 171 branches/offices abroad.

SBI is present in 29 countries followed by Bank of Barod (20 countries) and Bank of India (14 countries).

Private sector banks India has 29 private sector banks including nine new banks which were granted licences after the government liberalised the banking sector. Some of the well known private sector banks are ICICI Bank, HDFC Bank and IndusInd Bank. Yes Bank is the latest entrant to the private sector banking industry.

In terms of reach the private sector banks with an asset of over Rs 5,700 billion (about US$124 billion) operate through a network of 6,500 branches and over 7,500 ATMs.

Foreign banks:

As many as 29 foreign banks originating from 19 countries are operating in India through a network of 258 branches and about 900 ATMs. With total assets of more than Rs 2,000 billion ( about 44 billion US dollars) they are present in 40 centres across 19 Indian states and Union Territories. Some of the leading international banks that are doing brisk business in India include Standard Chartered Bank, HSBC Bank, Citibank N.A. and ABN-AMRO Bank. In addition, 31 foreign banks (as on September 15, 2006) belonging to 14 countries were operating in India through their representative offices.

Foreign banks operating in India:

1 . ABN-AMRO Bank N.V. (24 branches)

2 . Abu Bhabi Commercial Bank Ltd. (2 branches)

3. Arab Bangladesh Bank Ltd. (1 branch)

4. American Express Bank (7 branches)

5. Antwerp Diamond Bank N.V. (1 branch)

Regional bank

Rural areas in India are served through a network of Regional Rural Banks (RRBs), urban cooperative banks, rural cooperative credit institutions and local area banks. Many of these banks are not doing well financially and the government is currently engaged in restructuring and consolidating them. Local area banks were of recent origin and as on March 31, 2006 four such banks were operating in the country.

Financial institutions India has seven major state-owned financial institutions which include Industrial Development Bank of India (IDBI), Industrial and Financial Corporation of India (IFCI), Tourism Finance Corporation of India (TFCI), Exim Bank, Small Industries Development Bank of India (SIDBI), National Bank for Agriculture and Rural Development (NABARD) and National Housing Bank (NHB). These institutions provide term loans and arrange refinance. There are also specialised institutions like the Power Finance Corporation (PFC), Indian Railway Finance Corporation (IRFC), Infrastructure Development Finance Company (IDFC) and state-level financial corporations. Non-banking financial companies

India also has a vibrant NBFC sector comprising 13,000 NBFCs that are registered with the RBI and fund activities like equipment leasing, hire purchase etc. Out of the total about 450 NBFCs are allowed by the RBI to collect funds from the public. Large NBFCs have an asset base of about Rs 3,000 billion (about 65 billion US dollars).

Recent developments:

State Bank of India has acquired 76 per cent stake in Giro Commercial Bank, a Kenyan bank for US$7 million.

Bank of Baroda is planning to acquire a bank in Africa to consolidate its presence in the continent.

Canara Bank is helping Chinese banks recover their huge non-performing assets (NPA). ICICI bank is in the process of taking over Sangli Bank, a private sector bank based in Maharashtra.

The RBI has recently allowed the Commonwealth Bank of Australia, Banche Popolari unite S.c.r.l. (based in Italy), Vneshtorgbank (Russian trade bank), Promsvyazbank (Russian commercial bank), Banca Popolare di Vicenza (Italian bank), Monte Dei Paschi Di Siena (Italian bank) and Zurcher Kantonalbank (Swiss bank) to set up representative offices in India.

GOVERNMENT REGULATIONS:

Although the banking companies are registered under the Companies Act, 1956 they are regulated by the RBI which grants licence to companies for operating a bank, opening branches and off site ATMs, fixes statutory liquidity ratio (SLR) and cash reserve ratio (CRR), and lays down other conditions for day-to-day operations. The RBI permission is also needed for board level appointments in banks.

With regard to interest rates, individual banks are free to fix rates with the exception of savings bank rate which is decided by the RBI. The individual banks are free to fix lending rates...

Chapter-4

COLLECTION AND ANALYSIS OF DATA

DATA CLASSIFICATION

Table 4.1 shows the data classification of the respondents

S.NOParticularsfactorNo of respondentPercentage

1AgeAdult (21-40)yrsMid-life(40-55)752575%25%

2GenderMaleFemale633763%37%

3Marital statusMarriedUnmarried604060%40%

4QualificationB.comB.AM .comothers3032252330%32%25%23%

Percentage analysis:

Table 4.2.1 views of the respondents about attaining objectives

OptionsNo of respondentsPercentage

a.Strongly Agree5656

b.Agree2727

c.Neutral1515

d.Disagree22

e.Strongly disagree00

Total100100

Chart 4.2.1

Attaining objectives

INTERPRETATION:From the above chart it is found that most of the employees strongly agreed to their attaining career objectives, whereas none was strongly disagreeing in doing so.Table :4.2.2 view of respondents in doing the work even when they dont like

optionsNo of respondentspercentage

a.Strongly Agree1515

b.Agree4242

c.Neutral3333

d.Disagree77

e.Strongly disagree33

Total100100

Chart 4.2.2

Doing work even when they dont like

INTERPRETATION:From the above table it is observed that 42% of the employees agreed to doing work even when they dislike it while only 3% strongly disagreed with the statement.Table 4.2.3 view of respondents about giving their abilities to the organization

optionsNo of respondentsPercentage

a.Strongly Agree6060

b.Agree4343

c.Neutral77

d.Disagree00

e.Strongly disagree00

Total100100

Chart 4.2.3

Giving their abilities to the organization

INTERPRETATION:From the above table it is found 60% of the respondents strongly agreed to using their abilities for the organization.43% agreed whereas none of the respondent disagreed to the statement.Table 4.2.4 view of respondents about completing their work on time

OptionsNo of respondentspercentage

a.Strongly Agree2222

b.Agree3737

c.Neutral1919

d.Disagree1818

e.Strongly disagree44

Total100100

Chart 4.2.4

completing their work on time

INTERPRETATION:From the above table it is interpretated that 22% of the employees strongly agreed to completing their job on time, 37% strongly agreed, 19% remained neutral, 18% and 4% disagreed and strongly diaagreed respectively in conpleting their job on time.Table 4.2.5 view of respondents on usage of skills

OptionsNo of respondentspercentage

a.Strongly Agree2727

b.Agree3434

c.Neutral1414

d.Disagree2020

e.Strongly disagree55

Total100100

Chart 4.2.5

Usage of skills

INTERPRETATION:From the above table it is analysed that the respondents strongly agreeing to using their skills are 27%, agreed 34%, 14% neither agreed nor disagreed.

Table 4.2.6 view of respondents in involving in lot of activities as part of the job

optionsNo of respondentspercentage

a.Strongly Agree3030

b.Agree3535

c.Neutral1515

d.Disagree1515

e.Strongly disagree77

Total100100

Chart 4.2.6Involving in lot of activities as part of the job

INTERPRETATION:From the above chart it is found that 30% of the employees strongly agreed to involving themselves in activities, whereas 7% was strongly disagreeing in doing so.Table 4.2.7 view of respondents on positions offering comfortable fit

optionsNo of respondentspercentage

a.Strongly Agree1515

b.Agree2727

c.Neutral77

d.Disagree3333

e.Strongly disagree1818

Total100100

Chart 4.2.7

Positions offering comfortable fit

INTERPRETATION:From the above table it is interpretated that 15% of the employees strongly agreed on positions offering comfortable fit, 27% strongly agreed, 7% remained neutral, 33% and 18% disagreed and strongly disagreed respectively on positions offering comfortable fit.Table 4.2.8 view of respondents on awareness of career planning

OptionsNo of respondentsPercentage

a.Strongly Agree1212

b.Agree2727

c.Neutral2020

d.Disagree2525

e.Strongly disagree1515

Total100100

Chart 4.2.8

Awareness of career planning

INTERPRETATION:From the above chart it is found that 12% of the employees strongly agreed to having awareness of career planning activities, whereas 15% was strongly disagreeing in doing so.Table 4.2.9 view of respondents on their freedom in their job

OptionsNo of respondentspercentage

a.Strongly Agree1818

b.Agree3232

c.Neutral1010

d.Disagree2727

e.Strongly disagree1313

Total100100

Chart 4.2.9

Freedom in their job

INTERPRETATION:From the above table it is analysed that the respondents strongly agreeing to having freedom in doing their job are 18%, agreed 32%, 10% neither agreed nor disagreed, 27%disagreed and 13% strongly disagreed .

Table 4.2.10 view of respondents in taking risk in their job

OptionsNo of respondentspercentage

a.Strongly Agree2727

b.Agree3131

c.Neutral88

d.Disagree2020

e.Strongly disagree1414

Total100100

Chart 4.2.10

Taking risk in the job

INTERPRETATION:From the above table it is interpretated that 27% of the employees strongly agreed totaking risk in their job, 31% strongly agreed, 16% remained neutral, 20% and1 4% disagreed and strongly disagreed respectively in taking risk.Table 4.2.11 view of respondents opportunities for advancement

OptionsNo of respondentspercentage

a.Strongly Agree2121

b.Agree4545

c.Neutral2121

d.Disagree1111

e.Strongly disagree22

Total100100

Chart 4.2.11

Respondents opportunities for advancement

INTERPRETATION:From the above chart it is found that 21% of the employees strongly agreed to having opportunities for advancement , whereas only 2% was strongly disagreeing to it.Table 4.2.12 view of respondents on reward and recognisation

OptionsNo of respondentsPercentage

a.Strongly Agree3535

b.Agree5252

c.Neutral1616

d.Disagree33

e.Strongly disagree22

Total100100

Chart 4.2.12

Reward and recognisation

INTERPRETATION:From the above table it is analyzed that the respondents strongly agreeing to having reward and recognisation are 35%, agreed 52%, 16% neither agreed nor disagreed, 3%disagreed and 2% strongly disagreed.Table 4.2.13 view of respondents on encouragement for good performance

OptionsNo of respondentspercentage

a.Strongly Agree3232

b.Agree4343

c.Neutral1515

d.Disagree77

e.Strongly disagree33

Total100100

Chart 4.2.13

Encouragement for good performance

INTERPRETATION:From the above table it is interpretated that 22% of the employees strongly agreed to encouragement on good performance, 37% strongly agreed, 19% remained neutral, 18% and 4% disagreed and strongly diaagreed respectively in encouragement on good performanceTable 4.2.15 view of respondents on level of satisfaction

OptionsNo of respondentspercentage

a.Strongly Agree2323

b.Agree6666

c.Neutral77

d.Disagree33

e.Strongly disagree11

Total100100

Chart 4.2.15

Level of satisfaction

INTERPRETATION:From the above chart it is found that 23% of the employees strongly agreed to level of satisfaction, whereas only 1% was strongly disagreeing to it.Table 4.2.16 view of respondents on organization rules and regulation

OptionsNo of respondentspercentage

a.Strongly Agree2525

b.Agree5454

c.Neutral88

d.Disagree1010

e.Strongly disagree33

Total100100

Chart 4.2.16

Organization rules and regulations

INTERPRETATION:From the above table it is analyzed that 25% respondents are strongly agreeing to following rules and regulations, 54% agreed %, 8% neither agreed nor disagreed, 10%disagreed and 3% strongly disagreedTable 4.2.17 view of respondents on facilities provided

OptionsNo of respondentspercentage

a.Strongly Agree2828

b.Agree4242

c.Neutral88

d.Disagree1919

e.Strongly disagree1111

Total100100

Chart 4.2.17

Facilities provided

INTERPRETATION:From the above table it is interpretated that 28% of the employees strongly agreed to facilities provided, 42% agreed, 8% remained neutral, 18% and 4% disagreed and strongly disagreed respectively in facilities provided. Table 4.2.18 view of respondents on safe working environment

optionsNo of respondentsPercentage

a.Strongly Agree6161

b.Agree3333

c.Neutral32

d.Disagree23

e.Strongly disagree11

Total100100

Chart 4.2.18

Safe working environment

INTERPRETATION:From the above chart it is found that most of the employees strongly agreed to having safe working environment, whereas only 1% was strongly disagreeing to it.Table 4.2.19 view of respondents on clean and hygienic work environment

optionsNo of respondentspercentage

a.Strongly Agree2121

b.Agree3535

c.Neutral1414

d.Disagree2323

e.Strongly disagree77

Total100100

Chart 4.2.19

Clean and hygienic work environment

INTERPRETATION:From the above table it is interpretated that 21% of the employees strongly agreed tohaving better working conditions,35% agreed, 14% remained neutral, 23% and 7% disagreed and strongly disagreed respectively.Table 4.2.20 view of respondents on discussion with superiors

optionsNo of respondentspercentage

a.Strongly Agree1717

b.Agree3636

c.Neutral2323

d.Disagree1616

e.Strongly disagree88

Total100100

Chart 4.2.20Discussion with superiors

INTERPRETATION:From the above table it is analyzed that 17% respondents are strongly agreeing to having discussions with the superiors , 36% agreed %, 23% neither agreed nor disagreed, 16%disagreed and 8% strongly disagreed.

Table 4.2.21 view of respondents on performance appraisal

optionsNo of respondentspercentage

a.Strongly Agree1818

b.Agree5555

c.Neutral2121

d.Disagree44

e.Strongly disagree22

Total100100

Chart 4.2.21

Performance appraisal

INTERPRETATION:From the above chart it is found that 18% of the employees strongly agreed to performance appraisal, 55% agreed whereas only 2% was strongly disagreeing to it.

Table 4.2.22 view of respondents on change of job

optionsNo of respondentspercentage

a.Strongly Agree1515

b.Agree6060

c.Neutral1515

d.Disagree77

e.Strongly disagree33

Total100100

Chart 4.2.22

Change of job

INTERPRETATION:From the above table it is interpretated that 15% of the employees strongly agreed to change the job if the task alloted is monotonous ,60% agreed, 15% remained neutral, 7% disagreed and 3% strongly disagreed .Table 4.2.24 view of respondents on knowledge sharing activities

optionsNo of respondentsPercentage

a.Strongly Agree2525

b.Agree6565

c.Neutral66

d.Disagree44

e.Strongly disagree00

Total100100

Chart 4.2.24

Knowledge sharing activities

INTERPRETATION:From the above chart it is found that most of the employees agreed in sharing their knowledge within the team.

Chapter-5

Findings

The chapter highlights major inference drawn from the study results and also presents certain workable suggestions for implementation.

Most of the employees have felt that they are successful in attaining their career objective.

Very few employees disagreed to do the work even though inspite of not liking it.

Almost all the employees agreed upon the organization providing a safer environment.

Though most of the employees used to complete their job on time, there were few who disagreed.

It has been found that employees will look forward to change in job if the job allotted to them is monotonous.

Many of the employees felt their efforts are not been encouraged and recognized.

Most of the employees considered the constant training provided to them is enhancing their career.

Among the respondents very few disagreed to not following the rules and regulations of the organization.

Half of the employees were not satisfactory with the working condition provided.

Majority of the respondents were happy with their growth in the organization.

Suggestions

Awareness about career planning and development has to be made among employees.

Proper training and development activities have to be provided to the employees.

The organization must improve upon their working conditions.

Employees should be motivated with rewards and recognisation.

Superiors must encourage their subordinates to perform better.

Trust and good faith have to be inculcated in employees through team building exercises.

CHAPTER-6

Conclusion

Career planning and development programs as we find from the study plays crucial role in employee as well as organizations development. Career planning is an integral part of every organization. It motivates and inspires employees to work harder and keeps them loyal towards the organization. Career planning helps an employee know the career opportunities available in organization. This knowledge enables the employee to select the career most suitable to his potential and this helps to improve employees morale and productivity. On the basis questionnaire and personal interviews with the employees It was also found that promotion is the major reason that sticks them with the current job. Employees also prefer sound recognisation as well as proper training. So for conclusion, the objectives of the study, to get the overall knowledge about actually what the career planning and development is, the scope of such programs in the banking industry are adequately fulfilled. And study concludes that in banking industry because of its monotonous task and due to tough pressure as well as more stress and frustration, need to be handling the careers of most valuable asset that is the People. Conclusively that was worthwhile to choose such topic as project, which is not only important for an employee and employer, But for the researcher also to select the career, a in particular line and may be a particular industry in which one wants to make the career and get enough chances of advancement in career.

Questionnaire

CAREER PLANNING AND DEVELOPMANT OF EMPLOYEES IN BANK

Name :

Qualification :

Marital Status : Single Married

Age : Adult (21-40) years Mid life Adults (40-55) years

Years of experience : Less than 5 years 6 to 10 years 11 to 15

years More than 15 years

The response is collected on a five point scale

1 = strongly agree2=agree3=neutral4=disagree5=strongly disagree

No

particulars

Strongly agreed

Agreed

Neutral

Disagree

Strongly disagree

1

1. 2. I have been successful in attaining my career objectives

12345

23. 4. It is important for me to work hard, even if I dont like the work

12345

35. 6. I will give the best of my abilities to the organization.12345

47. 8. I always wish to complete my job on time12345

59. 10. I have used all the skills in my job

12345

611. 12. I have been involved in lot of activities which are part of my job

12345

713. 14. 15. I have been positions offered for a comfortable fit.12

345

816. 17. I am aware of career planning exercise done in banks18. 12345

9I have the freedom to do what I want in my job

123

45

10I am afraid to take risks in my job

12345

11My manager encourage me to take up creative job

12345

12This qualities have been recognized and rewarded in my work place12345

13The company encourages employee for good performance

12345

14There is a high level of team spirit in my organization

12345

15I have good growth in my organization

1

2345

17All facilities require to my job is provided12345

18Company provides me a safer environment

12345

19My workplace has clean and hygienic environment12345

20I frequent discuss with team supervisors to plan ahead for my advancement1

23

45

21The performance appraisal process paves for good advancement in career

1234

5

22I constantly look forward for change in job if allotted task is monotonous

12345

23Opportunities for advancement are encouraged12345

24Constant training is provided by my organization to enhance my career1

2345

25Supervisor encourages for knowledge sharing activities within the team12345

KES SHROFF COLLEGEPage 44