A PROJECT REPORT

ON
“STUDY OF HUMAN RESOURCE MANAGEMENT “
AT
SBI BASMAT BRANCH
BY
POOJA KASHIWALE
ROLL NO.:223860004

SUBMITTED TO

DEVI AHILYA VISHWAVIDHYALAYA UNIVERSITY INDORE

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE

DEGREE OF MASTER OF BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF

PROF. SAMRAT WANI

THROUGH

THAKUR SHIVKUMAR SINGH MEMORIAL MANAGEMENT COLLEGE

JHIRI, BURHANPUR-450331

2023-2024

1
 ACKNOWLEDGEMENT

I am overwhelmed in all humbleness and gratefulness to acknowledge all those who have
helped me to put the ideas, well above the level of simplicity and into something concrete.

I owe a great debt to my guide Prof. Samrat Wani, who provided wholesome direction and
support to me at every stage of this work. Her wisdom, knowledge and commitment to the
highest standards inspired and motivated me. My gratitude is also due to our Director Dr.
Smita Hajare, for his unconditional support and guidance.

My sincere thanks to Mr. Ajay Kumar, Branch Manager of State Bank of India, for giving
me an opportunity to work under his guidance.

Pooja Nitin Kashiwale

MBA (HR)
Roll no.:223860004

2
 DECLARATION

I hereby declare that the project titled “‘Study of human resource management in SBI’” is an
original piece of research work carried out by me under the guidance of Prof. Samrat Wani.
The information has been collected from genuine & authentic sources. The work has been
submitted in partial fulfilment of the requirement of degree of Master of Business
Administration to DAVV University.

Date: Pooja Kashiwale

Place: MBA (Finance)
Roll No: 223860004

3
4
 Acknowledgements 2

Declaration 3

Certificate 4

Index 5

Executive Summary 7

Chapter 1 Introduction 9

1.1 Meaning 10

1.2 Concept of Human Resource Management 11

1.3 Need and Important of Human Resource 12

1.4 Conceptual Frame work of HRM 14

Chapter 2 Company Profile 20

2.1 HRM in Banking 21

2.2 HRM background and Practice 23

2.3 HRM Planning 25

2.4 Responsibility of HRM Department in banking 27

2.5 Overview 28

Chapter 3 Research Methodology 30

3.1 Research objective 31

3.2 Scope of the study 31

3.3 Research Design 32

3.4 Limitation of Study 32

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Chapter 4 Data Analysis 33

4.1 Data Analysis on HRM in SBI 34

4.2 Data Interpretation and Analysis 35

Chapter 5 Finding and Conclusion 53

5.1 Key Finding 54

5.2 Suggestion and recommendation 55

5.3 Conclusion 56

Questionnaire 57

Bibliography 62

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 EXECUTIVE SUMMARY

Human resource management (HRM) is the practice of recruiting, hiring, deploying, and
managing an organization's employees. HRM is often referred to simply as human resource.
(HR). A company or organization's HR department is usually responsible for creating, putting
into effect, and overseeing policies governing workers and the relationship of the
organization with its employees. Human resource management, HRM, is the department of a
business organization that looks after the hiring, management and firing of staff. HRM
focuses on the function of people within the business, ensuring best work practices are
always in place.

Human Resource Management is a function in organizations designed to maximize employee

performance in service of their employer’s strategic objectives.HR is primarily concerned
with how people are managed within organizations, focusing on policies and systems. HR
departments and units in organizations are typically responsible for several activities,
including employee recruitment, training and development, performance appraisal, and
rewarding. HR is also concerned with industrial relations, that is, the balancing of
organizational practices with regulations arising from collective bargaining and governmental
laws.

For banking, the importance of human resource management has grown manifold because the
nature of banking industry, which is mainly service based. The management of people in the
organization along with handling the financial and economic risks at the wider level is the
most potent challenges in front of the banking industry in any given time frame. Efficient and
skilled manpower in the sector can only manage the financial risks that the banks need to take
on regular basis. The Human Resource department is responsible for finding such talented
manpower and placing them in right jobs in the banks.

Apart from the risks in the banking sector, the people handling the day-to-day affairs in the
banks need to keep the customer satisfaction in mind. The people working at the front office
become the face of the bank and thus it is the responsibility of the HR to make sure there are
eligible people working up front. They need to make sure that the candidates selected in the
banks go through necessary training before they begin their work, so that they are aware of
the nuances of the core banking industry and customer relationship, better. The HR
management needs to think both about the quantity and quality requirement.

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 CHAPTER 1
INTRODUCTION

8
 INTRODUCTION

Human resources are the most valuable and unique assets of an organization. The successful
management of an organization's human resources is an exciting, dynamic, and challenging
task, especially at a time when the world has become a global village and economies are in a
state of flux. The scarcity of talented resources and the growing expectations of the modern-
day worker have further increased the complexity of the human resource function. Even
though specific human resource functions/activities are the responsibility of the human
resource department, the actual management of human resources is the responsibility of all
the managers in an organization.

Human Resource Management or Personnel management is the activity of managing

personnel, usually employees. In any organization, managing personnel is the process of
making sure the employees (not the customers) are as productive as they can be. This can
include hiring, firing, or transferring people to/from jobs they can do most productively.

This subject is a major at many universities, or a minor in the business school. It is also
known as personnel administration, which is functionally an equivalent term. It is therefore
necessary for all managers to understand and give due importance to the different human
resource policies and activities in the organization. Human Resource Management outlines
the importance of HRM and its different functions in an organization. It examines the various
HR processes that are concerned with attracting, managing, motivating, and developing
employees for the benefit of the organization.

What do all businesses have in common regardless of the product or service? Employees!
Unless you are a sole proprietorship, you will have to navigate the process of planning for,
recruiting, hiring, training, managing, and possibly firing employees. These responsibilities
all fall under the heading of human resource management. Human resource management
(HRM or HR) is essentially the management of human resources. HR is primarily concerned
with the management of people within organizations, focusing on policies and on systems.
HR departments in organizations typically undertake several activities, including employee
benefits design, employee recruitment, training and development, performance appraisal, and
rewarding (e.g., managing pay and 8 benefit systems). HR also concerns itself with
organizational change and industrial relations, that is, the balancing of organizational
practices with requirements arising from collective bargaining and from governmental laws.

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1.1 MEANING

Meaning of Human Resource Management:

A business unit needs employees to look after different activities. This is called manpower or
human resource. Such human resource needs to be developed fully so that it will make
positive contribution for the progress and prosperity of a business unit. For this systematic
development and management of human resources is necessary.

Human Resource Management (HRM) deals with:

(a) Training

(b) Self-development

(c) Promotions

(d) Performance appraisal of manpower recruited in an organization.

HRM is an organized learning experience aimed at matching the organizational need for
career growth and development. It is a process involving series of learning activities designed
to acquire desired level of competence among employees. HRM is a continuous process, and
it needs money. Such investment creates a team of efficient, skilled, and trained manpower
which brings success and stability to a business unit. HRM programmed offer long term
benefits to an organization.

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1.2 CONCEPT OF HUMAN RESOURCE MANAGEMENT

Human resource management is a process of bringing people and organizations together so

that the goals of each other are met. The role of HR manager is shifting from that of a
protector and screener to the role of a planner and change agent. Personnel directors are the
new corporate heroes. The name of the game today in business is personnel.

Nowadays it is not possible to show a good financial or operating report unless your
personnel relations are in order. Over the years, highly skilled and knowledge-based jobs are
increasing while low skilled jobs are decreasing. This calls for future skill mapping through
proper HRM initiatives. Indian organizations are also witnessing a change in systems,
management cultures and philosophy due to the global alignment of Indian organizations.
There is a need for multi skill development. Role of HRM is becoming more important.

Some of the recent trends that are being observed are as follows: The recent quality
management standards ISO 9001 and ISO 9004 of 2000 focus more on people centric
organizations. Organizations now need to prepare themselves to address people centered
issues with commitment from the top management, with renewed thrust on HR issues, more
particularly on training. Human resource management was previously known as personnel
management which was concerned with the activities of a single department. It was typically
concerned with the administration of human. It was introduced and developed in the
bureaucratic set up in which importance was given on organization and administration of
manpower.

Now, human resource management may be defined as a process in which human resources
are recruited and mobilized in such a way that it helps in achieving the objective of the
organization. HRM is concerned with the people dimension in management under which the
consideration is given towards recruitment and selection, development, motivation, and
maintenance of human resources in an organization. It is one of the main functions of
management, which is related with the management of human energies and competencies.

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1.3 NEED AND IMPORTANCE OF HUMAN RESOURCE
MANAGEMENT:

(1) To create stable labour force:

HRM programmes are needed in order to create stable, efficient, skilled, and matured
manpower required by an enterprise for the present and future period.

(2) To update the quality of manpower:

HRM activities are needed for updating the quality of manpower as per the growing and
changing needs of an enterprise. This avoids managerial obsolescence. Even the vacancies at
higher levels can be filled in internally due to HRM programmes as they provide training and
opportunities of self-development to employees working at lower levels.

(3) To develop strength for survival:

HRM programmes are necessary for survival in the present competitive marketing
environment. An enterprise can face market competition only by improving quality, reducing
costs, and avoiding wastages. All this is possible through HRM.

(4) To face challenges of technological changes:

Technological changes are taking place rapidly in every area of business. HRM programmes
are needed in order to absorb technological changes taking place with speed. In fact,
introduction of new technology, computers, automation, etc. will not be possible unless
training is provided to the manpower.

(5) To satisfy the demand of self-development of employees:

HRM is needed to meet the needs of employees in regard to self-development and career
development aspirations. Employee’s demand, training facilities, refresher courses,
promotions and transfers, career guidance, etc. for their self-development. HRM programmes
are needed to fulfil self-development and career development of employees.

(6) To meet future manpower needs:

HRM is needed to meet the future manpower needs of the organization. Executives,
managers, supervisors leave the job or retire due to age factor. Competent juniors must take
their positions. HRM is needed in order to keep ready a team of competent managers as a
second line of defence.

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(7) To facilitate expansion and diversification:

HRM activities are needed to meet the manpower requirements resulting from expansion and
diversification programmes undertaken at the enterprise level. Attention should be given to
HRM much before the introduction of expansion programme.

(8) To utilize production capacity fully:

HRM is needed in order to use the available production capacity to the optimum level. It
provides skilled manpower for this purpose. The HRM is a growing concept. It has
tremendous relevance to service sector like banking. Human input is the single largest input
that goes in the banking industry.

HR Managers today are focusing attention on the following:

• Policies: HR policies based on trust, openness, equity, and consensus.

• Motivation: Create conditions in which people are willing to work with zeal, initiative, and
enthusiasm; make people feel like winners.

• Relations: Fair treatment of people and prompt redress of grievances would pave the way for
healthy work-place relations.

• Change agent: Prepare workers to accept technological changes by clarifying doubts.

• Quality Consciousness : Commitment to quality in all aspects of personnel administration will

ensure success. Due to the new trends in HR, in a nutshell the HR manager should treat people as
resources, reward them equitably, and integrate their aspirations with corporate goals through
suitable HR policies.

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1.4 CONCEPTUAL FRAMEWORK ON HUMAN RESOURCES
MANAGEMENT.

In order to achieve the company objectives, Human Resource Management undertakes the
following activities:

• Recruitment, selection and placement of personnel.

• Training and development of employees.

• . Appraisal of performance of employees.

• Remuneration of employees.

• Social security and welfare of employees.

1.4.1 RECRUITMENT, SELECTION AND PLACEMENT OF PERSONNEL

▪ Mode of Appointment:

The appointment to various points shall be made in the following manner: -

 By Direct Recruitment:

a. The qualifications for direct recruitment shall be such as specified in the staffing pattern.

b. The appointment shall be made according to the merit list drawn at the time of selection.

 By Promotion:

Appointment by promotion to the next higher post in the respective discipline in any
category shall be made on the basis of ‘Seniority-cum-Merit’ from amongst the employees
working in the lower category having at least five years’ service on the said post in the steel
Industry.

 By Transfer:

By permanent transfer of services of surplus staff of company, the terms & conditions as
Prescribed by company and adopted by the Board from time to time subject to the approval of
Register.

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 1.4.2 TRAINING AND DEVELOPMENT OF EMPLOYEES.

"Employee Development" was seen as too evocative of the master-slave relationship between
employer and employee for those who refer to their employees as "partners" or "associates"
to be comfortable with. "Human Resource Development" was rejected by academics, who
objected to the idea that people were "resources" —an idea that they felt to be demeaning to
the individual. Eventually, the CIPD settled upon "Learning and Development", although that
was itself not free from problems, "learning" being an over general and ambiguous name.

Training and development (T&D) encompass three main activities: training, education, and
development. Note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separates, although interrelated, activities:

• Training: This activity is both focused upon, and evaluated against, the job that an individual
currently holds.

• Education: This activity focuses upon the jobs that an individual may potentially hold in the
future and is evaluated against those jobs.

• Development: This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost impossible to
evaluate.

The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources,
and performance. The participants are those who actually undergo the processes. The
facilitators are Human Resource Management staff. And the providers are specialists in the
field. Each of these groups has its own agenda and motivations, which sometimes conflict
with the agendas and motivations of the others.

1.4.3 APPRAISAL OF PERFORMANCE OF EMPLOYEES

An employee performance appraisal is a process—often combining both written and oral

elements—whereby management evaluates and provides feedback on employee job
performance, including steps to improve or redirect activities as needed. Documenting
performance provides a basis for pay increases and promotions. Appraisals are also important

15
to help staff members improve their performance and as an avenue by which they can be
rewarded or recognized for a job well done. When an employee sees his goals clearly defined,
his performance challenges identified and career development solutions in place to help
advance his career, the effect is to motivate the employee to achieve those goals.

▪ Clarity

Employees perform their job duties to the best of their abilities throughout the year based on
guidance from management. Part of a performance appraisal is when a manager and
employee review the job description and compare the employee's performance with
expectations. This gives the employee a feeling of clarity and understanding that will help
him better perform his job duties.

▪ Take Responsibility

To prepare for the annual review, a manager should keep notes of all of the employee's
accomplishments and challenges throughout the year. When these are presented to the
employee during the appraisal, it gives the employee the opportunity to benefit from her
accomplishments and accept responsibility for the performance challenges. By claiming
ownership of performance issues, the employee makes the process of career development a
more personal commitment.

▪ Teamwork

During a performance appraisal, a manager needs to take time to show the employee how his
performance affects the productivity of the entire organization. When employees understand
how their performance affects the ability of others to do their jobs, it helps put his own job
duties into an overall company context. It helps improve the notion of teamwork among the
staff and can also encourage cooperation to achieve corporate goals.

1.4.4 PERFORMANCE APPRAISAL AND DEVELOPMENT

While the term performance appraisal has meaning for most small business owners, it might
be helpful to consider the goals of an appraisal system. They are as follows:

1. To improve the company's productivity

2. To make informed personnel decisions regarding promotion, job changes, and termination

16
3. To identify what is required to perform a job (goals and responsibilities of the job)

4. To assess an employee's performance against these goals

5. To work to improve the employee's performance by naming specific areas for

improvement, developing a plan aimed at improving these areas, supporting the employee's
efforts at improvement via feedback and assistance, and ensuring the employee's involvement
and commitment to improving his or her performance.

Eventually, however, many companies choose to develop their own appraisal form and
system in order to accurately reflect an employee's performance in light of the business's own
unique goals and culture. In developing an appraisal system for a small business, an
entrepreneur needs to consider the following:

1. Size of staff

2. Employees on an alternative work schedule

3. Goals of company and desired employee behaviours to help achieve goals.

4. Measuring performance/work

5. Pay increases and promotions.

6. Communication of appraisal system and individual performance

1.4.5 REMUNERATION OF EMPLOYEES

Employee Remuneration refers to the reward or compensation given to the employees for
their work performances. Remuneration provides basic attraction to an employee to perform
job efficiently and effectively. Remuneration leads to employee motivation. Salaries
constitute an important source of income for employees and determine their standard of
living. Salaries affect the employee’s productivity and work performance. Thus, the amount
and method of remuneration are very important for both management and employees.

There are mainly two types of Employee Remuneration.

• Time Rate Method

• Piece Rate Method

17
▪ Time Rate Method: Under time rate system, remuneration is directly linked with the time
spent or devoted by an employee on the job. The employees are paid a fixed predecided
amount hourly, daily, weekly, or monthly irrespective of their output.

It is a very simple method of remuneration. It leads to minimum wastage of resources and

lesser chances of accidents. Time Rate method leads to quality output and this method is very
beneficial to new employees as they can learn their work without any reduction in their
salaries. This method encourages employee’s unity as employees of a particular group/cadre
get equal salaries.

▪ Piece Rate Method: It is a method of compensation in which remuneration is paid on the

basis of units or pieces produced by an employee. In this system emphasis is more on
quantity output rather than quality output. Under this system the determination of employee
cost per unit is not difficult because salaries differ with output.

There is less supervision required under this method and hence the per unit cost of
production is low. This system improves the morale of the employees as the salaries are
directly related with their work efforts.

1.4.6 SOCIAL SECURITY AND WELFARE OF EMPLOYEES

▪ PROVIDENT FUNDS:

Employees shall be entitled to the membership of the Employees Provident Fund and other
schemes under the employees Provident Fund and Misc. Provisions Act’ 1952 irrespective of
the pay drawn b him re-employed persons shall be governed by the terms of their
appointment.

▪ BONUS:

Employees shall be entitled to payment of the Bonus under the payment of Bonus Act, 1965
as amended or re-enacted from time to time.

▪ MEDICAL BENEFITS:

An employee, as and when covered under the PSI Act/Scheme, shall get medical benefits as
provided there in. An employee not covered under the PSI Act/Scheme shall be entitled to

18
medical benefits as may be decided by the board from time to time with the concurrence of
the company.

▪ ALLOWANCE:

Dearness Allowance, Additional Dearness Allowance, House Rent Allowance, City

Compensatory Allowance, Rural Allowance and Other Compensatory Allowance Shall be
Admissible to the Employees of the Life Insurance as per the Decision of the Board with the
concurrence of the companies.

19
 CHAPTER 2
COMPANY PROFILE

20
2.1 HUMAN RESOURCE MANAGEMENT IN BANKING

The word bank is derived from the Italian banca, which is derived from German language and
means bench. The terms bankrupt and "broke" are similarly derived from banca rota, which
refers to an out of business bank, having its bench physically broken. Money lenders in
Northern Italy originally did business in open areas, or big open rooms, with each lender
working from his own bench or table.

The essential function of a bank is to provide services related to the storing of deposits and
the extending of credit. The evolution of banking dates back to the earliest writing and
continues in the present where a bank is a financial institution that provides banking and
other financial services. Currently the term bank is generally understood as an institution that
holds a banking license. Banking licenses are granted by financial supervision authorities and
provide rights to conduct the most fundamental banking services such as accepting deposits
and making loans.. Banks are a subset of the financial services industry.

Human resource management (HRM) has long been overlooked in the corporate sector in the
country where a small section, comprising mostly the multi-national companies was
practicing the same. With the growing realization of proper HRM in the corporate sector, it
has grown into an important activity

The banking sector has grown from a few institutions primarily involved in deposit
acceptance and trade finance into a complex multi-player market where large number of
commercial banks, financial institutions and specialized banks are operating with various
products and activities.

▪ HRM in Cooperative Banks:

It is sad that the HR policies of cooperative banks are totally dominated by the Registrar of
Cooperatives. This is, perhaps, one reason why the cooperatives are unable to improve
themselves.

▪ HRM in Regional Rural Banks (RRBs):

As regards RRBs, most of them adopt the HR policies of sponsor banks, which are not
appropriate for their special nature.

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▪ HRM in Public Sector Banks:

In the recent times, the contours of HR function in public sector banks are slowly but
definitely changing. One could say that these banks are discovering the HR function & it is
hoped that these banks will fast catch up with others.

It may be recalled that, in a controlled environment & to meet with the rapid branch
expansion- since 70s- Public Sector Banks (PSBs) have adopted.

▪ HRM in Private Banks & Foreign Banks:

The HR function as practiced by private & foreign banks is effectively involved in the
identification of specific skills that each job warrants & recruiting suitable staff by every way
possible. In these banks, recruitment is a continuous process with a strong focus on getting
the right person for the right job by offering appropriate compensation, incentives &
designations. There is a great energy spent in keeping the turnover low & offering appropriate
training inputs. Possibly there are as many pay structures as there are employees. More
importantly, HRM has a role in monitoring & mentoring the employee.

▪ HRM in Public Sector Unit Banks (PSU Banks):

In the case4 of PSU Banks the recruitment process is annual & large scale. People are
recruited at the lowest grade & promoted I due course. This makes the career path of each
employee the responsibility of the organization. This also underlies a belief that anyone can
occupy any desk. In such a system specialization is the loser.

Recruitment at higher levels is a recent phenomenon & more an exception than rule. Pay
packets are uniform for a grade/level with annual increments & uniform perquisites. HRM
should also take immediate steps to improve productivity

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2.2 HRM Background and Practices

The banking has become a complex activity within the financial market linked
directly and indirectly with an over-all national growth and its impact as an
integral part of regional segment of a global banking environment. Almost every
bank and financial institution is involved in various functions in a day's job and
thus requires a highly effective team and appropriate manpower to run the show.
Corporate goals are translated into viable realities and profits only with human
element that play their due role in achieving the desired results.

Thus even the high automation would require proper man behind the machine to
make things happen. This idea has been realized by top management in
progressive banks. Like many other organized sectors, banking requires multi-
layer manpower for its various requirements of professionals and support staff.
The range may require reasonably educated security guards on the one end and
a highly educated and trained professional as head of corporate finance at the
other. With liberalization of activities within the banking sector, for example,
more emphasis on consumer and house finance and personal loans, etc. banking
has turned itself into a more market-based business where banks have expanded
their reach more to customers' door steps in a big way making banking more
practical. This has further highlighted the need for proper deployment of man-
power to run banks efficiently. For many years, HRM banks like other
institutions have been handling this sensitive activity through respective
personnel departments.

This means human resources were managed like other physical assets e.g.
pieces of furniture, calculators, equipment and appliances.

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▪ CORE COMMITMENTS - OUR STRENGTH

O Emotion

o Discipline

o Duty

o No discrimination

o Quality

o Give respect

o Self-respect

o Truth

o Collective Materialism

o Religion

o Absolute Honesty

▪ What?

A commitment of State Bank of India to the genuine needs and rights of anybody &
everybody - Be it to a depositor, Share Holder, consumer.all business associates and Sahara
India Family Members.

▪ Need

India needs effective consumer protection and protection of workers' genuine rights. There
are various agencies, promising protection & action. But no external body can provide justice
unless the company becomes 'QUALITY CONSCIOUS' WITH STRICTLY NO
DISCRIMINATION POLICY AND JUSTICE CONSCIOUSNESS as its very dominating
nature.

▪ Motto

We not only believe but practice NO DISCRIMINATION, JUSTICE & HIGH QUALITY -
means enthusiastic, productive performance of duty "KARTAVYA' towards the consumer',
workers' genuine satisfaction.

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▪ Aim

To provide justice - be it a matter of the tiniest imperfection or injustice in our

COMMITMENT - products or services. Direct or indirect, short term or long term.

▪ Where?

Kindly rush your grievances/suggestions or any queries related to State Bank of India
Services to the nearest S.B.I Branch establishment and/or to: ―Response Will Never Be
Delayed and Justice Will Never Be Denied

2.3 HUMAN RESOURCE PLANNING

This is the process which assures the organization that it will have adequate number of
qualified persons, at requisite times, performing in a way to satisfy the needs of the
organization & also provide satisfaction to the individual employee.

The process involves:

a) Estimating the present & future requirements of human resources based on objectives &
long-range plans of the organization.

b) Calculation of net human resource requirements based on the present availability of human
resources.

c) Taking suitable steps to identify, mould, change & develop the strength of existing
employees so as to meet the future requirements.

d) Preparation of action plans to acquire the balance human resources from outside the
organization & to develop the existing employees.

▪ Recruitment:

It is the process of searching for future employees (requirement) & ensuring they apply for
jobs in the organization.

It involves:

a) Identification of existing sources of candidates & developing them.

b) Seeking out & identifying new sources of applicants.

25
c) Motivating the right type of candidates to apply for jobs in the organization.

d) Ensuring a healthy balance between internal & external sources.

▪ Selection:

It is the process of ascertaining the qualifications, experience, skill, Knowledge, etc. of an

applicant to ascertain his/her suitability for the job applied.

This includes:

a) Developing application blanks.

b) Creating & developing valid & reliable testing techniques.

c) Formulating interviewing techniques.

d) Checking of references.

e) Setting up for medical examination policy & procedure.

f) Line Managers to be involved in the decision making.

g) Sending letters of appointment.

h) Employing the selected candidates when he reports for duty.

▪ Placement:

It is a process of allotting to the selected candidate the most suitable job, as per the job
requirements & employee specifications.

This function includes:

a) Counselling the concerned managers regarding the placements.

b) Overseeing the follow-up studies, employee performance appraisal to monitor employee

adjustment to the job, in the coming days.

c) Correcting wrong/misjudged placements, if any

26
2.4 Responsibilities of the Human Resource Management Department in
Banks

▪ Role:

The role of the Human Resource Department is to create the climate & conditions in which
management throughout the Bank will be enabled to optimize the individual & collective
contribution of all employees to the short & long-term success of the Bank.

▪ Responsibilities:

To be the principal sponsor & ―guardian‖ of HR policies in the Bank.

To propose & obtain agreement on changes to these policies from time to time & to ensure
that policies which have been agreed are being implemented throughout the Bank.

To contribute fully to the task of meeting the business challenges which the bank has to face
by supporting Branch/Unit Managers in continuously developing the potential of employees
& in creating conditions in which all the employees are motivated to meet the objectives of
the Bank.

To continuously monitor the Bank ‘s strategies to ensure that HR policies are appropriate &
that employee numbers & skills are fully supportive of such strategies.

To support line management in their day-to-day management of the workforce by providing

advice & consultancy on personnel & performance management issues.

27
2.5 OVERVIEW

The Bank is ranked 232nd on the fortune Global 500 list of the world’s biggest corporation as
of 2022. In addition to that, the largest bank in India having presence across the country even
in remote areas. More than two-third of the Bank’s total branches is in rural and semi-urban
areas, demonstrating the Bank’s intent of serving all strata of the society.

According to this, the study focused to analyse the Human Resource Management Practices
in State Bank of India. The State Bank of India, the largest public sector bank of India,
offered voluntary scheme (VRS) to trim its workforce as recommended that the banking
industry was overstaffed. SBI implemented a VRS or the ―Golden Handshake system.
Quality is our essence and we, at State Bank of India, have always stressed on the Qualitative
aspect. Consequently, in this run for quality, quantity has always pursued us. We look forward
to reaching the zenith and reaffirm our commitment to the process of sound nation-building.

28
 CHAPTER 3
RESEARCH
METHOLOGY

29
 RESEARCH METHOLOGY

Research Methodology of a research describes research methods, approaches and designs in

detail highlighting those used throughout the study, justifying my choice through describing
advantages and disadvantages of each approach and design taking into account their practical
applicability to our research.

Research Methodology is a systematic approach in research to achieve pre-defined

objectives. It helps as a guide through the course of research work. Rules and techniques
stated in research methodology save time as it helps to know how to proceed and conduct the
study as per the objectives. Research methodology is the path through which one need to
conduct the research.

Research methodology is the specific procedures or techniques used to identify, select,

process, and analyse information about a topic. Research methodology allows the reader to
critically evaluate a study’s overall validity and reliability. The methodology section basically
answers two main questions: How was the data collected or generated? How was it analyzed?
Research methodology should meet the following two criteria:

Firstly, the methodology should be the most appropriate to achieve objectives of the research.
Secondly, it should be made possible to replicate the methodology used in other research of
the same nature. Methodology is the systematic, theoretical analysis of the methods applied
to a field of study. It comprises the theoretical analysis of the body of methods and principles
associated with a branch of knowledge.

A methodology does not set out to provide solutions—it is therefore, not the same as a
method. Instead, a methodology offers the theoretical underpinning for understanding which
method, set of methods, or best practices can be applied to a specific case.

30
3.1: RESEARCH OBJECTIVES

The current research will be aimed at determining the Human Resources Management at SBI
Banks in Basmath Branch. The research will be focused on the following major issues.

a) To study the significance of Human Resources Management at SBI Bank in Basmath

Branch.

b) To shed light on Human Resources Practices in Banking Sector.

c) To study the system development at SBI Bank

d) To measure the factors related to Human Resources Management at SBI Bank in Basmath
Branch.

e) To study the employee relation and executive response for Human Resources Management
in SBI Banks.

f) To make people aware about the Human Resource Practice in SBI Bank at Basmath
Branch.

g) To find out the awareness of people related to Human Resource Management.

3.2: SCOPE OF THE STUDY:

The topic selected for the study is “Human Resources Management” in SBI Bank in Basmath
Branch. The main theme of the project is the analysis and interpretation of practices of the
employees using Human Resources as a tool. It is prepared to know whether the bank is
preparing well or not, performance of the bank and about its competitiveness by the analysis
and interpretation of the Human Resources Management Process. A critical study of the
effectiveness of Human Resources Management system and suggest ways for improvement.
The problem lies in identifying relationship, mutual understanding between the management
and the employees. The Human Resources Management system provides detailed
information about person so that the management can take appropriate steps to improve and
achieve the goals and help to maintain the smooth relationship between them.

31
3.3: RESEARCH DESIGN

Research design means a specified framework for controlling the data collection. The
research is of descriptive in nature, which could provide an accurate picture of induction
procedure conducted in the organization. Descriptive research includes surveys and fact-
finding inquiries of different kinds. The research is of Ex post facto nature in which
researcher no control over the variables has. Statistical method lay stress on objectivity rather
than rely on intuition and judgment and average & percentages can easily be calculated.

3.4: LIMITATION OF THE STUDY

➢ The study is limited to the State Bank of India. So, the study is subject to the limitation of
area.

➢ The study is limited to the Basmath Branch. So, the study is subject to the limitation of
area.

➢ The time period of the study was very few which may provide a deceptive picture in
comparison of the study based on long run.

➢ Sampling size was of only 50.

➢ State Bank of India only provides soft skill development training, not skill based
(product/process) training. So how can one evaluate the skill-based training is still
unresolved.

➢ The study is based only on secondary & primary data, so lack of keen observations and
interactions were also the limiting factors in the proper conclusion of the study.

➢ The study cannot be Generalized.

➢ The response can vary from Branch to Branch.

➢ The responses may vary from Bank to Bank.

32
 CHAPTER 4
DATA ANALYSIS

33
4.1. A DATA ANALYSIS ON HUMAN RESOURCE MANAGEMENT IN
STATE BANK OF INDIA

An attempt is made in this research to what extent human resource management is

contributing for the satisfaction of the employees in the SBI. A sample of 65 employees has
been selected using convenient sampling method. The study says human resource
management is contributing for the satisfaction of the employees in the SBI. The following
statistical tools have been used for analysing the collected data: Tables, Percentage, Ranking
techniques and, Chi-square test. Finally, the researcher provides the suitable suggestions to
improve Human Resource Management practices in the SBI and it will go a long way to get
success.

The research explained its findings in 9 tables:

Table1: Gender Wise Classification

Table 2: Age Wise Classification

Table 3: Work Experience

Table 4: Designation

Table 5: Monthly Incomes

Table 6: Opinion about Training and Development

Table 7: Opinion about Wages and salary administration

Table 8: Opinion about Working Condition

Table 9: Opinion about Labour welfare measure

34
 DATA ANALYSIS AND INTERPRETATION

1. Age

• 15-20

• 21-30

• 31-40

• 40-50

• 50 and above

There are total 50 responses for the question. In the above diagram, “Blue” indicates age
group between “15-20”, “Red” indicates age group between “21-30”, “Yellow” indicates age
group between “31-40”, “Green” indicates age group between “40-50”, “Purple” indicates
age group between “50 and above”.

20% population are between the age group of 15-20, which means 10 people out of 50 falls
under this category. 32% population are between the age group of 21-30, which means 16
people out of 50 falls under this category. 24% population are between the age group of 31-
40, which means 12 people out of 50 falls under this category. 8% population are between the
age group of 41- 50, which means 4 people out of 50 falls under this category. 16%
population are between the age group of 50 and above, which means 8 people out of 50 falls
under this category.

35
2. Gender

• Male

• Female

• Prefer not to say.

There are total 50 responses for the question.

In the above diagram, “Blue” indicates “Male”, “Red” indicates “Female”, “Yellow”
indicates “Prefer not to say”.

40% population are male, which means 20 people out of 50 are male. 38% population are
Female, which means 19 people out of 50 are female. 22% population does not prefer to say
i.e. 11 people out of 50 do not want to disclose their gender.

36
3. Do you or anyone in your contact is under employment in SBI?

• Yes

• No

• The blue colour indicates people that has contact in SBI Bank

• Red colour indicates people who do not have contact in SBI Bank

• Out of 50 respondent, 62% people has contact in SBI i.e. 31 people

• Whereas 38% people do not have any contact in SBI Bank i.e. 19 people.

37
4. Do you think HR executives are fully aware of the business needs and
strategies?

• Strongly disagree.

• Disagree

• Neutral

• Agree

• Strongly agree.

There are total 50responses

Blue colour symbolizes Strongly Disagree; Red colour symbolizes Disagree, Yellow
symbolizes Neutral, Green symbolizes Agree, Purple symbolizes Strongly Agree.

Here we can see out of the total respondent 12% of people Strongly disagree i.e. 6 people out
of 50, 34% of respondent Disagree i.e. 17 people, 28% of respondent i.e. 14 people aren’t
sure they are at the Neutral side, whereas 20% of people i.e. 10 people Agree with the facts,
and 6% of them i.e. 3 people Strongly Agree with the same.

38
5. Are efforts taken to generate awareness amongst the employees about the
HRM?

• Strongly disagree.

• Disagree

• Neutral

• Agree

• Strongly agree

There are total 50responses

Blue colour symbolizes Strongly Disagree; Red colour symbolizes Disagree, Yellow
symbolizes Neutral, Green symbolizes Agree, Purple symbolizes Strongly Agree.

Here we can see out of the total respondent 14% of people Strongly disagree i.e. 7 people out
of 50, 32% of respondent Disagree i.e. 16 people, 32% of respondent i.e. 16 people aren’t
sure they are at the Neutral side, whereas 18% of people i.e. 9 people Agree with the facts,
and 4% of them i.e. 2 people Strongly Agree with the same.

39
6. Does human resource requirements are systematically ascertained, and an
appropriate plan is formulated for satisfying the requirements?

• Strongly disagree.

• Disagree

• Neutral

• Agree

• Strongly Agree

There are total 50responses

Blue colour symbolizes Strongly Disagree; Red colour symbolizes Disagree, Yellow
symbolizes Neutral, Green symbolizes Agree, Purple symbolizes Strongly Agree.

Here we can see out of the total respondent 6% of people Strongly disagree i.e. 3 people out
of 50, 16% of respondent Disagree i.e. 8 people, 52% of respondent i.e. 26 people aren’t sure
they are at the Neutral side, whereas 16% of people i.e. 8 people Agree with the facts, and
10% of them i.e. 5 people Strongly Agree with the same.

40
7. Does the jobs are subject to formal job analysis in SBI?

• Strongly disagree.

• Disagree

• Neutral

• Agree

• Strongly Agree

There are total 50responses

Blue colour symbolizes Strongly Disagree; Red colour symbolizes Disagree, Yellow
symbolizes Neutral, Green symbolizes Agree, Purple symbolizes Strongly Agree.

Here we can see out of the total respondent 6% of people Strongly disagree i.e. 3 people out
of 50, 14% of respondent Disagree i.e. 7 people, 32% of respondent i.e. 16 people aren’t sure
they are at the Neutral side, whereas 32% of people i.e. 16 people Agree with the facts, and
16% of them i.e. 8 people Strongly Agree with the same.

41
8. Where does SBI emphasis more as source of recruitment?

• Print Advertisements

• Internet/career sites

• Placement Agencies/Consultants

• Educational institutes

• Employee Referrals

There are total 50responses

Blue colour symbolizes Print Advertisements; Red colour symbolizes Internet/career sites,
Yellow symbolizes Placement Agencies/Consultants, Green symbolizes Educational Institute,
Purple symbolizes Employee Referrals.

Here we can see out of the total respondent 12% of people votes for Blue i.e. 6 people out of
50, 14% of respondent votes Red i.e. 7 people, 28% of respondent i.e. 14 people votes for
Yellow, whereas 26% of people i.e. 13 people goes with Green, and 20% of them i.e. 10
people stands with Purple.

42
9. What type of employee contract is preferred by SBI?

• Permanent

• Contractual

• Temporary

• Part-time

• Interns

There are total 50 responses

Blue colour symbolizes Permanent; Red colour symbolizes Contractual, Yellow symbolizes
Temporary, Green symbolizes Part-Time, Purple symbolizes Interns.

Here we can see out of the total respondent 14% of people votes for Blue i.e. 7 people out of
50, 24% of respondent votes Red i.e. 12 people, 28% of respondent i.e. 34 people votes for
Yellow, whereas 24% of people i.e. 12 people goes with Green, and 10% of them i.e. 5 people
stands with Purple.

43
10. What is the basic objective during any induction programme by SBI?

• Increasing commitment

• Clarifying psychological contract

• Settling new employees well

• Reducing the cost and inconvenience of early leavers

• Simple ritual

There are total 50responses

Blue colour symbolizes Increasing Commitment; Red colour symbolizes Clarifying

Psychological Contract, Yellow symbolizes Settling New Employees Well, Green symbolizes
Reducing the Cost and Inconvenience of Early Leavers, Purple symbolizes Simple Rituals.

Here we can see out of the total respondent 16% of people votes for Blue i.e. 8 people out of
50, 14% of respondent votes Red i.e. 7 people, 32% of respondent i.e. 16 people votes for
Yellow, whereas 28% of people i.e. 14 people goes with Green, and 10% of them i.e. 5 people
stands with Purple.

44
11. Which method is used for employee selection?

• Psychological tests

• Performance tests

• Realistic job previews

• Trainability

• Team-based selection

There are total 50responses

Blue colour symbolizes Psychological Tests; Red colour symbolizes Performance Tests,
Yellow symbolizes Realistic Job Previews, Green symbolizes Trainability, Purple symbolizes
Team Based Selection.

Here we can see out of the total respondent 12% of people votes for Blue i.e. 6 people out of
50, 20% of respondent votes Red i.e. 10 people, 30% of respondent i.e. 15 people votes for
Yellow, whereas 32% of people i.e. 16 people goes with Green, and 6% of them i.e. 3 people
stands with Purple.

45
12. According to you which is the most relevant practice.

• Job enrichment

• Job rotation

• Flexi-time

• Homework

• Work simplification

There are total 50responses

Blue colour symbolizes Job Enrichment, Red colour symbolizes Job Rotation, Yellow
symbolizes Felix-Time, Green symbolizes Homework, Purple symbolizes Work
Simplification.

Here we can see out of the total respondent 14% of people votes for Blue i.e. 7 people out of
50, 24% of respondent votes Red i.e. 12 people, 40% of respondent i.e. 20 people votes for
Yellow, whereas 16% of people i.e. 8 people goes with Green, and 6% of them i.e. 3 people
stands with Purple.

46
13. Does SBI has a practice of carrying employee satisfaction surveys

• Strongly disagree.

• Disagree

• Neutral

• Agree

•Strongly agree.

There are total 50responses

Blue colour symbolizes Strongly Disagree; Red colour symbolizes Disagree, Yellow
symbolizes Neutral, Green symbolizes Agree, Purple symbolizes Strongly Agree.

Here we can see out of the total respondent 10% of people Strongly disagree i.e. 5 people out
of 50, 14% of respondent Disagree i.e. 7 people, 32% of respondent i.e. 16 people aren’t sure
they are at the Neutral side, whereas 28% of people i.e. 14 people Agree with the facts, and
16% of them i.e. 8 people Strongly Agree with the same.

47
14. Does SBI follows a formal procedure of potential appraisal.

• Strongly Disagree

• Disagree

• Neutral

• Agree

• Strongly Agree

There are total 50 responses

Blue colour symbolizes Strongly Disagree; Red colour symbolizes Disagree, Yellow
symbolizes Neutral, Green symbolizes Agree, Purple symbolizes Strongly Agree.

Here we can see out of the total respondent 20% of people Strongly disagree i.e. 10 people
out of 50, 14% of respondent Disagree i.e. 7 people, 36% of respondent i.e. 18 people aren’t
sure they are at the Neutral side, whereas 22% of people i.e. 11 people Agree with the facts,
and 8% of them i.e. 4 people Strongly Agree with the same.

48
15. What is the main focus of training/development programmes?

• Short-term focus

• Long-term focus

•Group-orientation

• Individual orientation

• Task-orientation

There are total 50responses

Blue colour symbolizes Short-Term Focus; Red colour symbolizes Long-Term Focus, Yellow
symbolizes Group-Orientation, Green symbolizes Individual-Orientation, Purple symbolizes
Task-Orientation.

Here we can see out of the total respondent 8% of people votes for Blue i.e. 4 people out of
50, 18% of respondent votes Red i.e. 9 people, 50% of respondent i.e. 25 people votes for
Yellow, whereas 18% of people i.e. 9 people goes with Green, and 6% of them i.e. 3 people
stands with Purple.

49
16. Performance appraisal system is extended to all members.

• Strongly disagree.

• Disagree

• Neutral

• Agree

• Strongly agree.

There are total 50responses Blue colour symbolizes Strongly Disagree; Red colour
symbolizes Disagree, Yellow symbolizes Neutral, Green symbolizes Agree, Purple
symbolizes Strongly Agree.

Here we can see out of the total respondent 14% of people Strongly disagree i.e. 7 people out
of 50, 18% of respondent Disagree i.e. 9 people, 18% of respondent i.e. 9 people aren’t sure
they are at the Neutral side, whereas 34% of people i.e. 17 people Agree with the facts, and
16% of them i.e. 8 people Strongly Agree with the same.

50
17. Does SBI has provision for employee recognition programmes and
awards.

• Strongly disagree.

• Disagree

• Neutral

• Agree

•Strongly agree.

There are total 50responses

Blue colour symbolizes Strongly Disagree; Red colour symbolizes Disagree, Yellow
symbolizes Neutral, Green symbolizes Agree, Purple symbolizes Strongly Agree.

Here we can see out of the total respondent 6% of people Strongly disagree i.e. 3 people out
of 50, 16% of respondent Disagree i.e. 8 people, 34% of respondent i.e. 17 people aren’t sure
they are at the Neutral side, whereas 34% of people i.e. 17 people Agree with the facts, and
10% of them i.e. 5 people Strongly Agree with the same.

51
18. Does SBI conducts exit interviews.

• Strongly Disagree

• Disagree

• Neutral

• Agree

• Strongly Agree

There are total 50responses

Blue colour symbolizes Strongly Disagree; Red colour symbolizes Disagree, Yellow
symbolizes Neutral, Green symbolizes Agree, Purple symbolizes Strongly Agree.

Here we can see out of the total respondent 6% of people Strongly disagree i.e. 3 people out
of 50, 10% of respondent Disagree i.e. 5 people, 48% of respondent i.e. 24 people aren’t sure
they are at the Neutral side, whereas 28% of people i.e. 14 people Agree with the facts, and
8% of them i.e. 4 people Strongly Agree with the same.

52
CHAPTER 5
FINDING AND
CONCLUSION

53
5.1 KEY FINDINIG

➢ Mostly all the State Banks of India Employees are well aware of the role and importance
of the training They are self-motivated to attend such training program as it will result in their
skill enhancement & improving their interpersonal skill.

➢ Corporate HR, State Banks of India, time to time training is provided to all the Employees
and it is continuous process.

➢ Two types of training are provided to the Employees by State Banks of India -induction
training and soft skill development training.

➢ Questionnaire is the most popular mean of evaluating the training program in State Banks
of India.

➢ Most of the Employees feel that interview is the most appropriate method of evaluating
the training program.

➢ Post training evaluation focus on result rather than on the effort expended in conducting
the training and it worth the time, money, and effort.

➢ Most of the participants are benefitted by giving feedback after attended the training. It
motivated them to do better, helped them to increase their job performance and is an aid to
future planning.

➢ In State Bank of India, post training evaluation is used to identify the effectiveness and
valuation of training program, to identify the ROI (return on investment), to identify the need
of retraining and to provide the points to improve the training.

54
5.2 SUGGESTIONS AND RECOMMENDATIONS

➢ The management must commit itself to allocate major resources and adequate time to training.

➢ Ensure that training contribute to competitive strategies of the firm. Different strategies need
different HR skill for implementation. Let training help employees at all levels acquire the needed
skill.

➢ Ensure that a comprehensive and systematic approach to training exists, and training and retraining
are done at all levels on a continuous and on-going basis.

➢ Ensure that there is proper linkage among organizational, operational, and individual training
needs.

➢ Skill based training (product/process training) should also be provided.

➢ Besides questionnaire other methods of post training evaluation should also be used like
interviews, self-diaries, observation, and supplement test.

➢ The evaluation procedure must be implemented concerning trainer, trainee and subject.

➢ Post training feedback has to be continuous and should also be taken from line manager/superior &
from peers to find out the effectiveness and valuation of training.

55
5.3 CONCLUSION

Today, banks focus on designing programs and process and services to attract, develop and
retain top talent. Utilizing the latest technologies HR team has launched sophisticated online
systems that provide the employees with details on benefits, compensation, special programs,
and internal job opportunities. As a global employee population continues to grow, these
cutting-edge activities are increasingly important to the deliver world-class HR solution.

The core function of HRD in the banking industry is to facilitate performance improvement,
measured not only in terms of financial indicators of operational efficiency, but also in terms
of the quality of financial services provided. Factors like skills, attitudes and knowledge of
the human capital play a crucial role in determining the competitiveness of the financial
sector. The quality of human resources indicates the ability of banks to deliver value to
customers. Capital and technology are replicable but not the human capital which needs to be
valued as a highly valuable resource for achieving that competitive edge. The primary
emphasis needs to be on integrating human resource management strategies with the business
strategy. HRM strategies include managing change, creating commitment, achieving
flexibility, and improving teamwork. The other processes representing the overt aspects of
HRM are recruitment, placement, and performance management.

56
 QUESTIONNAIRE:
1) Name

(2) Age

• 15-20

• 21-30

• 31-40

• 40-50

• 50 and above

(3) Gender

• Male

• Female

• Prefer not to say

• Other

(4) Do you or anyone in your contact is under employment in SBI?

• Yes

• No

(5) Do you think HR executives are fully aware of the business needs and strategies?

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly agree

57
(6) Are efforts taken to generate awareness amongst the employees about the HRM

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly agree

(7) Does human resource requirements are systematically ascertained, and an

appropriate plan is formulated for satisfying the requirements

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly Agree

(8) Does the jobs are subject to formal job analysis in SBI

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly Agree

(9) Where does SBI emphasis more as source of recruitment?

• Print Advertisements

• Internet/career sites

• Placement Agencies / Consultants

• Educational institutes

• Employee Referrals

58
(10) What type of employee contract is preferred by SBI?

• Permanent

• Contractual

• Temporary

• Part-time

• Interns

(11) Which method is used for employee selection?

• Psychological tests

• Performance tests

• Realistic job previews

• Trainability

• Team-based selection

(12) What is the basic objective during any induction programme by SBI?

• Increasing commitment

• Clarifying psychological contract

• Settling new employees well

• Reducing the cost and inconvenience of early leavers

• Simple ritual

(13) According to you which is the most relevant practice

• Job enrichment

• Job rotation

• Flexi-time

• Home work

• Work simplification

59
(14) Does SBI has a practice of carrying employee satisfaction surveys

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly agree

(15) Does SBI follows a formal procedure of potential appraisal

• Strongly Disagree

• Disagree

• Neutral

• Agree

• Strongly Agree

(16) What is the main focus of training/development programmes?

• Short-term focus

• Long-term focus

• Group-orientation

• Individual-orientation

• Task-orientation

(17) Performance appraisal system is extended to all members .

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly agree

60
(18) Does SBI has provision for employee recognition programmes and awards

• Strongly disagree

• Disagree

• Neutral

• Agree

• Strongly agree

(19) Does SBI conducts exit interviews

• Strongly Disagree

• Disagree

• Neutral

• Agree

• Strongly Agree

61
 BIBLOGRAPHY

➢ Books:

 HUMAN RESOURCE MANAGEMENT - DEEPAK BHATTACHARYA

 PERSONNEL/ HUMAN RESOURCE MANAGEMENT- ROBERT L MATHIS

 PERSONNAL MANAGEMENT/HRM - BHATIA S.K.

 HRM: Contemporary Prospective - BREADWELL, IAN, HOLDEN

 LEN HRM &INDUSTIAL RELATIONS - SUBBA RAO

 CASE AND EXERCIES IN HRM - GEORGE, STEVENS

 PERSONNEL MANAGEMENT - MAMORIA, C.B.

 HR from the Outside In: Six Competencies for the Future of Human Resources.

- By Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich New York: McGraw
Hill, 2012

 HRM IN BANKING [TY BCBI]

 HRM [Vipul Prakashan – TYBBI]

➢ WEBSITE:

 https://www.google.co.in

 https://www.personnel.online.com

 https://www.articlebase.com

 https://www.humanmatrics.com

 https://www.bussinessweak.com

 https://www.sbi.co.in

 https://www.jagranjosh.co

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