introduction to human resource management repaired)
TRANSCRIPT
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EXECUTIVE SUMMARY
The research and actual application of SHRM shows that moving in this direction is good for
companies. However, the research should leave no doubt that the transition is difficult, and it
does require changing well-established attitudes and roles. These are attitudes that have
existed for decades, and they are not going to change quickly. On the other hand, as with
many things that occur in the world of business, as companies realize that advantages that
come with SHRM, more will move in that direction and require acceptance of the policies
that come with it (Wright & McMahan 1992: 316; Siddique 2004: 219).
1.INTRODUCTION
1.1HR AND ITS FEATURES
Edwin Flippo(1984) defiNes HRM asplanning, organizing, directing, controlling of
procurement,development, compensation, integration , maintenance and separation of
human resources to the end that individual, organizational and social objectives are
achieved.
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Fig1 Human resource and features
1.2SHRM
Strategy is the direction and scope of an organization over the longer term ideally,
which matches its resources to its changing environment, and in particular, to its
markets, customers and clients to meet stakeholder expectations.
(Johnson and Scholes, 1993)
1.3SHRM and business strategy
In majority of organisations people are the biggest asset and are used to the maximum effect
to create value. A good strategy, one which is likely to succeed is informed by people factors.
So both SHRM and business strategy must be mutually informative.
HR
strategy
training recruitment
compensati
on
Performance
management
Careermana ement
Business result
Business
strategy
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1.4SHRM and human capital management
HCM complements and integrates SHRM by management through measurement, providing
guidance, creating value through people and create a link between HRM and business
strategy.
1.5SHRM and business performance
Positive management relationships with the superiors and motivation and strong values of the
employees will lead to higher levels of business performance.
fig2 poles of strategic plan
Aktouf(1996)
Senior management
environment resources
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Strategic planning
Admiral James.G.stavridis
Fig3 strategic planning process
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Table1 strategic planning process
HRM,Robert L mathis and john H Jackson tenth edition(2004)
1.6Strategic implementation
The heart of execution lies in the three core processes:
Peopleprocesses,operation processes,strategy processes.
Larry Bossidy,execution.The discipline of getting things done
Fig4 shows strategic management model
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Fig5 shows hierarchy of levels in strategic decision making.
Fig6 shows SHRM matching model: source(devanna et al 1984)
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HR strategy models: resource based model and control based model, integrative model.
2.REVIEW OF KEY CONCEPTS OF SHRM
Job Analysis: is the process of studying and collecting information relating to the operations
and responsibilities of a specific job. The immediate products of this analysis are job
descriptions and job specification.
Recruitment: is the process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of applicants from which new employees are selected. Selection is the
process of differentiating between applicants in order to identify (and hire) those with greater
likelihood of success in a job.
Training and development: It is an attempt to improve current or future employee
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performance by increasing an employees ability to perform through learning, usually by
changing the employees attitude or increasing his or her skills and knowledge. The need for
training and development is determined by employees performance deficiency, computed as
follows: Training and development need = Standard performanceActual performance
Remuneration: is the compensation an employee receives in return for his or her
contribution to the organization.
Motivation: is a process that starts with a psychological or physiological deficiency or need
that activates behavior or a drive that is aimed at a goal or an incentive.
Participative management: Workers participation may broadly be taken to cover all terms
of association of workers and their representatives with the decision making process, ranging
from exchange of information, consultations, decisions and negotiations to more
institutionalized forms such as the presence of workers members on management or
supervisory boards or even management by workers themselves as practiced in Yugoslavia.
(ILO)
Communication: may be understood as the process of exchanging information, and
understanding among people.
Safety and health: Safety means freedom from the occurrence or risk of injury or loss. In
order to ensure the continuing good health of their employees, the HRM focuses on the need
for healthy workers and health services.
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Welfare: as defined by ILO at its Asian Regional Conference, defined labour welfare as
term which is understood to include such services, facilities, and amenities as may be
established in or in the vicinity of undertakings to enable the person employed in them to
perform their work in healthy, congenial surroundings and to provide them with amenities
conducive to good health and high morale.
Transfer: involves a change in the job (accompanied by a change in the place of the job) of
an employee without a change in the responsibilities or remuneration.
Separations: Lay-offs, resignations and dismissals separate employees from the employers.
Employee Relations: is concerned with the systems, rules and procedures used by unions
and employers to determine the reward for effort and other conditions of employment, to
protect the interests of the employed and their employers, and to regulate the ways in which
employers treat their employees.
Disputes and their settlement: Industrial disputes mean any dispute or difference between
employers and employers, or between employers and workmen, or between workmen and
workmen, which is connected with the employment or non-employment or terms of
employment or with the conditions of labour of any person.
Table1.Keyconcepts of SHRM
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3.ORGANISATION-SBI
State Bank of India (SBI) is a large scale commercial bank in India in the following aspects
such as assets, profits, deposits, customers, branches and employees.SBI ranked 64th of Top
1000 Banks in the world and 11th in Asia by "The Banker" in July 2009.SBI is the largest
financial services company with a 200 year history. The Government of India is the single
largest shareholder of this Fortune 500 entity with 59.73% ownership.
Structure of sbi
Fig7 organisation structure of sbi
The organisation is headed by the chairman and board of directors who decide the policies,
strategies and goals of the organisation. The chairman is supported by a secretariat which
consists of five divisions headed by deputy managing directors . these five divisions are
information technology, financial division, inspection& management audit, credit division
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and development division. The organisation is further divided into business groups headed by
managing directors based on the functions they have to undertake. Presently, there are four
functional groups viz, corporate banking, new businesses, international banking and
accounts&services.Each MD is assisted by a chief general manager who is further assisted by
a team of general managers who are again functional heads heading divisions like operations,
credit, inspection, treasury etc. Sbi has 10000 branches which are geographically and
functionally grouped into various modules. Each module is headed by a deputy general
manager who reports to the general managers depending on the function assigned. The DGM
of a module is assisted by a secretariat consisting of AGMs CMs and managers who
perform the various tasks like credit processing, general banking, lead bank operations etc.
Fig8 Details of structure of sbi
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3.1Business review of sbi 2010-2011:
Profit The operating profit of the bank for FY 2009-2010 stood at Rs.18320.91Cr as
compared to Rs. 17915.23 cr in Fy2010 registering a growth of 2.26 %.The bank has
posted a net profit 9166.05 RsCr in Fy2010.The bank has increased Dividend to rs
30rs per share(2010) from 29rs per share in last year. Operating expenses increased by
29.84 % attributable to higher staff cost and other expenses.
Assets and liabilities The total assets of the bank increases by 9.23%.The banks
market share in domestic advances was 16.28% as of march 2010.where as the
aggregate liabilities rose by 8.93 %.The increase in liabilities was mainly contributed
by the increase in deposits and borrowings.The banks market share in deposits was
16.31% as of 2010.Higher provisions had to be made according to the RBI rules as
special home loans are riskier. Other substantial provisions and as well as the higher
tax ones had led to decrease of 9.84% in net profit (2009-2010) banks capital remains
adequate despite a drawdown from the reserves. Net profit of associate banks has
increased by 21.62%.below are few data above entities.
Fig9 elements of hrm
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Strategy adopted by SBI
Institutuion for advanced learning,internal consultant,feedback supplier,think tank,research
and development,staff training centre overlapping,
Hr practices in SBI
Vision
It is essentially to facilitate the bank to carry out central banking activities
Mission
It is to create a facilitating environment to enhance the efficiency of the Bank; to empower
the staff so as to draw out the latent potential;and to catalyze conditions for a more
wholesome quality of life on the work as well as personal front.
4.LITRETURE REVIEW
The purpose of this section of the report is to look at research and information
regarding HR departments. The background information is being provided in the context of
determining the problems and opportunities that exist for HR departments to transition from
simply doing human resource management to handling strategic human resource management
for the companies in which they operate. One of the ideas that exists about human resource
management is that it was divided into its various parts in the past. This division of what
constitutes human resource management is known as a subfunctional view. One of these
problems is that the subfunctional view created problems for HR managers to try to
understand how all of these functions actually came together. The end result has been that HR
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departments have not seen that all of the functions they perform actually do work together to
accomplish the overall vision for the company (Wright & Snell 2001: 206).
In fact, Van Donk & Esser (2001: 302) note that human resource managers often view
the idea of managing human resources as lying within certain areas of concern and policy for
the company and its employees. These areas concern the influence that a company may give
to employees and even employee unions, the flow of human resources to various parts of the
company, the rewards and benefits that are given to the employees, and the actual design of
the work and the jobs that are performed.
Lundy (1994) also explains, as far as human resources goes in the United
States, that their was an old system in place of managing employees. This was a system
where those who oversaw personnel decisions really lacked any power or decision-making
skills at all.In fact, Appleby & Mavin (2000) conducted research to determine what happens
when there is an integration of human resource roles and ideas. The research looked at over
800 companies in the manufacturing industry in England.
HR planning
HR planning is classified as anticipating future business and environmental demands on
organisations and meeting the personnel requirements dicatated by those
conditions(Cascio,1987a).Unfortunately evidence suggests that link between HRP and
SHRM often is not emphasized in practice(Baird et al.,1983; Desanto,1983;Olian&
rynes,1984;Rowland&Summers,1981)
Performance management system
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Neely et al.4
defined performance measurement its strictest sense as the process of
quantifying the efficiency and effectiveness of action. Neely5
went on to identify the activities
required to measure performance by defining a performance measurement system
Franco and Bourne61
identify the most significant factors affecting the use of performance
management. These factors are heavily influenced by the change management literature
reflecting the need not only to manage the implementation of a performance management
system but also the ongoing change hat results from the review and management of
performance.
Corporate culture - some studies highlight the need for a corporate culture that encourages
team working, ownership of problems and risk-taking or entrepreneurship, while others
emphasise the need for a corporate culture orientated to continuous improvement and use
of the SPM system.
Alignment - the integration and linkage of individual strategies and goals, and the good
match between managers responsibilities and the performance being managed.
Review and update - a continuous review of the strategy, the performance being managed
and systems and processes being used to manage. The focus of performance management
should be to drive action for improvement and learning rather than control. There should
also be focus on the development of action plans in order to explain how the gaps between
performance measures and goals could be closed, and review their progress periodically.
Communication and reporting - of performance and progress. There is emphasis on the
need for prompt and formal feedback.
Involvement of employees. There is consensus around the benefits of making everyone
participate in the development of measures. Involvement in the selection and definition of
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measures can reduce employees and managers resistance to performance management,
and increase their usage level of performance measures.
Management understanding.
Compensation linkthere is inconsistency in the literature regarding the linkage between
incentive compensation and strategic performance measures. In addition, a lack of
understanding around the concept of compensation seems to exist, since studies use the
words incentives, rewards and compensation interchangeably.
Table2 Performance management concepts
Employee compensation
Employee compensation practices differ across employment units (e.g., organizations,
business units, and facilities) on several dimensions (Gerhart & Milkovich, 1990, 1992;
Gerhart, Milkovich, & Murray, 1992). The focus of the employee compensation literature has
been on defining these dimensions, understanding why organizations differ on them
(determinants), and assessing whether such differences have consequences for employee
attitudes and behaviors, and for organizational effectiveness. In the following discussion, we
briefly describe the basic dimensions of compensation and summarize some of the key
theories used to explain the consequences of different compensation decisions. A discussion
of pay determinants can be found in Gerhart and Milkovich (1990, 1992).
Strategic Pay
Pay practices vary significantly across employing units and to some degree, across jobs.
We discuss the form, level, structure, mix, and administration of payment systems (Gerhart &
Milkovich, 1992; Heneman & Schwab, 1979; Milkovich & Newman, 1993).
Reinforcement and expectancy theory
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Reinforcement theory states that a response followed by a reward is more likely to recur
in the future (Thorndike's Law of Effect) expectancy theory (Vroom, 1964) focuses on the
link between rewards and behaviors (instrumentality perceptions), although it emphasizes
expected (rather than experienced) rewards (i.e., incentives).
Equity theory
Equity theory suggests that employee perceptions of what they contribute to the
organization, what they get in return, and how their return-contribution ratio compares to
others inside and outside the organization,' determine how fair they perceive their
employment relationship to be (Adams, 1963).
Agency theory
Agency theory, until recently best known in the economics, finance, and law literatures,
focuses on the divergent interests and goals of the organization's stakeholders, and the ways
that employee compensation can be used to align these interests and goals (Eisenhardt, 1989;
Fama & Jensen, 1983)
Thinking Integrated Space-TQM and HRM
By P. Vijayan
TQM
refers to a set of principles and practices whose core ideas include understanding
customer needs, doing things right the first time, and striving for continuous
improvement. TQM approach emphasizes a prevention, rather than a detection approach
to work. Traditionally, TQM was on the agenda of Manufacturing, Operations and SCM.
TQM SELECTION PROCESS
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As opposed to what was believed traditionally by the HR Department, generation of more
number of CVs is generally not good. Instead, firms should filter the applications and
spend more time with few candidates.
EMPLOYEE SATISFACTION
Itis as important as Customer Satisfaction because satisfied employees can add value
towards enhancing customer satisfaction. It also bridges the gap between what senior
leaders feel is necessary to improve employee satisfaction & their real need.
PERFORMANCE APPRAISAL & JOB PERFORMANCE
These practices can cause managers to ignore system factors and cause employees to
compete instead of cooperate as:
In sharp contrast to the TQM performance assumption, the field of human resource
management (HRM) assumes that performance is largely due to the worker and not the
system/process.
Both person and system factors can directly influence work performance. Moreover,
system factors can enhance or constrain the influence of person factors on work
performance
5.CRITICAL ANALYSIS
5.1HR PLANNING
HR initiatives have been taken by the bank to motivate the employees to perform better so as
to achieve banks growth plans.
5.1.1Learning and development
Jagrithi a leadership program for branch managers and unit heads of CPCs has been designed
and conducted.Training system of the bak was awarded Golden peacock national award 2009
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5.1.2Personnel management
Retired employees medical benefit scheme has been modified.centralised payment of pension
has been made operational.
5.1.3Industry relations
Massive recruitment excercises have been undertaken to recruit around 22000clerical staff
and 5000 officers.
5.1.4HRMS project
Salary and pension processing and payment of 2.08lac employees including employees
retired have been centralised.HRMS wil make additional services on online submission and
viewing of the data.The above initiatives would help in employee satisfaction.
5.2Training and development sbi
The State Bank Academy (SBA), was set up at Gurgaon, on the 18th November,
1982. Its a centre for training and development. Its basically formiddle and senior
management officials of the State Bank group. Various programmes are held there for
the officials. These have attained a steady - stream maturity over the years. Over
19,000 managers during the past five years have been trained. Gurgaon visualizes an
unfolding opportunity in the use of new, technology enabled training methods as a
supplemental training medium. It has designed and launched an institution-wide e-
learning programmes to be used by managers at various branches of the bank . This
Endeavour is intended to deepen the collective training exposure of SBI managers.
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Changes observed due to SAP and ERP:
State Bank Group responded faster to market demands. It also enabled real-time information
access. It could assign the right people to the right positions at the right time. On
Implementation of SAP ERP helps the State Bank Group drive in innovation in areas of
human capital management and ERP such as e- learning, virtual classrooms, career
development competency assessment, performance management and property management
Brainstorming sessions were conducted to find solutions about declining market share, and
came up with the idea of a massive programme of transformation. A program titled
"Parivartan" was conducted to get employees at all levels to undergo training and charge
themselves to better tackle competition and change at the market place.
5.3RECRUITMENT
SBI is committed to principles in recruitment and selection process.The following are the
principles
Recruitment is purely based on merit.Promotion of equity in the company.fairness and
transperancy.
SBI recruitment objective is to find the best talent and to endeavor right talent at the right
time as per the business requirements.
Types
Bank hires employees on permanent and contract basis as well.Any departmental head in
need of additional employees should raise the man power requisition form to HR and discuss
the arrangement.Fulltime employees are required to work 44hours per week.
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Use of recruitagencies will be resorted by the bank only if the advertisements and website
posting donot get the righ kind of person for the job.The process begins with manpower
requisition and the overall pricess is completed by the CEO.
Sourcing the candidates
Internal job postings,employee referral,job portals,walkins,web site,campus
recruitment,newspaper advertising,existing database.
5.4SELECTIONPROCESS
general steps in the selection processResumes reviewInitial screening interviewAnalyze the application blank
Conducting test n evaluating performancePreliminary interviewCore n departmental interviews
Reference checksJob offerrejection by candidateoffer to next suitable candidateMedical examination / placement
Table3 Stages in selection process
Screening at SBI is conducted to narrow down the pool of candidates to those who meet best
position requirements.By using the job description it can be concluded if the job is suitabke
for the candidate or not.It also lists the qualifications,scope,experience etc.Functional and
technical knowledge is also a crieteria looked upon at this stage.
Final selection will be made on the basis of performance in the written test and interview
takentogether.
SBI Written Examination (Phase - I)
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Maximum Marks - 300, Total Duration - 4 hours.
Objective Type Tests consists of
Test of data Interpretation and Analysis,Test of Reasoning.Test of General
Awareness,Test of English Language.
SBI Descriptive Type
Test of English Language The Descriptive Test will be for maximum of 50 marks and for
duration of 1 hour.
SBI Group Discussion & Interview (Phase - II)
Group Discussion and SBI Interview will be of 50 marks (20 marks for Group discussion and
30 marks for interview
Interview and selection
Its the most important stage in recruitment process.The interview will be conducted in two
stages.Interview panels are different for different positions and members in the corporate
teams may participate in interviewing when recommended by the CEO.Few criteria are
followed before appointment process such as
Reference checks,original certificates clarifications,medical results etc.
Offer and notification
The decision to offer the job to the selected candidate will be based on final candidate
assessment and reference.Hr will prepare letters of appointment with terms and condition as
accorded by the CEO.The letter of appointment is issued and signed by head HR.In all cases
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the new employee must sign in full on duplicate copy of offer letter duly accepting conditions
and complete all necessary formalities before the commencement of duty.
SBI Probation for Recruitment
SBI Selected candidates will be on probation for a period of one year. After completion of
probation successfully, the officers will be confirmed in SBI Bank position.
Confirmation
This process is initiated by reporting manager of the employee.The manager would give a
written feedback to HOD.And then a confirmation letter will be issued to the employee by the
HR.An employee failing to achieve will repeat the probation period.
Posting
It involves positioning the employee in a particular role.It depends on needs of the bank.
5.5PERFORMANCE MANAGEMENT
There are three phases in performance management system of SBI
Setting expectations for employee performance, maintaining communication between
supervisors and employees,measuring actual performance relative to expected performance.
Objectives
The primary focus is on appropriate training measures,consistent performance appraisal
system,system for evaluating performance.
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Performance appraisal
Framework
Appraisal forms- various formats have been developed for grades. These appraisal forms
recognise the role diversities in various levels of the organisation.
Format design
Its common for all grades but the criteria changes.both qualitative and quantitative factors are
to be appraised.Assessment is done on weightage basis and these forms are reviewed in the
mid of year.accurate and fair evaluations are to be undertaken by reporting and reviewing
authorities.
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Performance management process flow
Fig10 performance management system at sbi
Performance
planning
review
Performance rating Personal
development plan
Rewards and careerdevelopment
Learning anddevelopment
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Various parameters are used to asses employee performance
Rating scale 5- outstanding- employees performance is exceptionally excellent.
4- very good- employee exceeds expected level
3- good- meets requirements more than satisfactory level
2-above average- just satisfactory
1-average- meets minimum requirements
KPI and normalisation methods are used for objective assessment.KPI method is used in SBI
for measuring performance.two kind of measurements are used for goal accomplishment
using numerical data and verifying input from those who know (qualitative).normalisation
can be carried out as per the guidelines after the appraisal format ratings.an example below
shows how normalisation is done
Performance of the bank-------------------------->
Below budget at budget above budget
Excellent 5% 10% 20%
Very good 10% 20% 30%
Good 45% 50% 55%
Above average 25% 20% 15%
Average 15% 10% 5%
Percentage of employees receiving rating
Table 2 normalisation method at sbi
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Normalisation process
Normalisation of performance score is done when required, a distribution curve is drawn
based on bank performance, various employee clusters are identified, respective employees
are slotted into categories.
5.6COMPENSATION AND BENEFITS
Bank uses an appropriate mix of compensation components such as
Base pay- Its the salary paid to staff for normal duties during the course of work.
Basic rate pay- Salary paid to all staff for normal duties and fixed monthly allowances.
Commissions- to drive performance incentive schemes based on job needs are provided.
Allowances- SBI offers various allowances such as
Shift allowance
Employees who are required to regularly work more than 1 rotating shift pattern at the
request of the bank will be paid shift allowance.
Meal allowance
Its provided when the employee works on Sundays and public holidays or after office hours.
Transport allowance
Its provided to senior staff members at SBI.
Overtimepay
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When staff work additional hours at SBI they are provided with extra pay.various procedures
are followed to calculate overtime.
Salary ranges
Each job at sbi has salary range with minimumand maximum points.on annual basis salary
range is reviewed to ensure internal equity and market competitiveness.
Annual increments
Salaries re reviewed every 1st
july on each year.First service increment will be given on the
anniversary day of employment for each employee.
Promotion increments
Upon promotions employees will have their salaries reviewed.
MEDICAL AND HEALTH
The bank provides medical benefits to the employees by reimbursement against medical
expenses.For specialist care or diagonistic tests a referral letter will be given by the bank to
the banks appointed panel of general practitioners.bank entered into agreement with leading
insurance companies for suitable group medical insurance policies.
TRAVEL AND ENTERTAINMENT
In the normal course of their duties, employees may be required to incur business related
expenses.So they are entitled to reimbursements of such reasonable expenses.any mode of
transport such as private vehicles,local bus,trains can be adopted to visit for the business
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issue.But the employees should choose most economical route and mode of transport for the
visit.
Claim procedure
Claims must be submitted to the HR and must be signed both by the employee and the
manager.
Overseas business travel
Overseas Business trips includes meetings,conferences,seminars,training programs
etc.Employees are required to obtain prior approval from the head.employees are required to
travel by airlines appointed by the bank.All bookings should be made directly through
airlines or banks appointed travel agencies.out of pocket expenses will also be paid to the
employees during the business trip.Employees will pay for the accommodation charges and
claim reimbursement from the bank upon their return.All the transport claims should be
submitted to the HR with supporting receipts.
Entertainment
Leave travel concession (LTC) is provided once in every four years by SBI to all the
employees and family with more than one year experience. They can visit hometown which
is also borne by the Bank once in every two years.
5.7Employee Relations
The employer employee relations in State Bank of India are very harmonious and cordial.
The roles and responsibilities of the employees are clearly defined and documented. A
grievance redressal mechanism is also in place to address employee grievances. The bank
also supports formation of Union of the employees which is a democratically elected body
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and represents the voice of the employees. The salaries, perks and other benefits of the
employees are represented to the management by the employees Union and amicably settled.
Both the management and employees ensure that there is constructive cooperation for the
betterment of the Bank and the employees. The industrial relations are bound by a Code of
Discipline accepted both by the Management and Employees.
6.SWOT analysis of SBI
Strengths Weaknesses Opportunities Threats
Brand name Needs further
modernisation
New branches in
foreign locations
CRM
Govt. Owned Hierarchical
Management.
Mergers Employee strike
Leader Hindrances in org. ATMs Advent of MNC
banks
Wide distribution
network
Delay in decision
making
Expansion Private banks
venturing into rural
areas; Banking
licences to Foreign
Banks a major threat
Table3 swot analysis of sbi
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