Comparative Study of Training and Development of Sbi and Icici Bank

TRAINING AND discipline A proportional STUDY OF INDUSTRIAL CREDIT AND investing CORPORATION OF INDIA(ICICI) with STATE BANK OF INDIA(SBI). BY Mr. R. CHRISTURATNAM Research Scholar for part clock time Reg No Y12COMR006 UNDER THE GUIDANCE OF Prof. S. VIJAYA RAJU division of Commerce and work Management ACHARAY NAGARJUNA UNIVERSITY NAGARJUNA NAGAR GUNTUR 522002 indication I. demonstration II. REVIEW OF RELATED lit III. OBJECTIVES AND METHODOLOGY IV. PROFILE OF THE BANKING SECTOR AND SELECTED BANKS V. relative STUDY OF TRAINING DEVELOPED BY SBI AND ICICI BANK(Trainees opinions ) VI.COMPARATIVE STUDY OF SBI AND ICICI, CHALANGES OF BANKING SECTOR(Trainers opinions) VII. FINDINGS, SUGGESTIONS AND CONCLUSIONS VIII. BIBLIOGRAPHY CHAPTER I 1. 0 intro 2. 1 TRAINING 2. 2 acquaintance 2. 3 TRAINING IN ICICI 2. 4 TRAINING IN SBI 2. 5 DEVELOPMENT IN ICICI 2. 6 DEVELOPMENT IN SBI 2. 7 NEED OF THE STUDY 2. 8 SIGNIFICANCE OF THE STUDY 2. 9 put in POSITION OF TRAINING AND DEVELOPMENT 2. 10 CONCLUSION CHAPTER I 1. 0 INTRODUCTION Managers unequivocally agree that this century demands more efficiency and productivity than any former(a) times in history. Businesses argon melodic line to increase their performance.Managers have been grappling with many a(prenominal) challenges to succeed putting their company up of competitors. To help managers manage, different scholars, researchers and consultants have been contribute their part showing the best ways they think are useful to managers. Among those suggested techniques, concepts wish Total Quality Management (TQM) and Business Process Reengineering (BPR) earned recognition from many authors in the second half of 20th century and were found helpful in increasing organizational performance by focusing on operating(a) and figure out improvements.They were/still being used as tools for management in their effort to plan, unravel and control of the desired changes in the operational quality. Thanks to technolog y, right awayadays business companies are making use of advanced techniques of operation. As sophistication of technologies continues to evolve, they pose more challenges for managers because organizations exit have to need more identification number of employees with increased technical and professional skills. These knowledge workers cannot be managed with old styles of totalitarian management.They necessitate operational autonomy, stock satisfaction and status. It is because of these facts that aid of managers is shifting towards employees side of organizations. From last arse of twentieth century onwards, concepts like employee trueness and Organizational Citizenship Behaviour (OCB) started to appear on the ground that efficiency and productivity finesse within the employees ability and commitment. Managers eye is on how to keep employees engaged in their job. Employers now realize that by focusing on employee intricacy, they can create more competent and productive w orkforce.Any initiatives of improvement which are interpreted by management cannot be high-yield without willful involvement and engagement of employees. Employee engagement as a concept is vast. This name limits itself to discuss only the basic concepts on employee engagement based on new literatures. It has four major parts. Firstly, the article explores the phylogeny of the concept, its definition and how it is different from the earlier concepts such(prenominal)(prenominal) as Commitment, Organizational Citizenship Behaviour (OCB) and job satisfaction.Secondly, the article discusses the factors or drivers leading to engagement. Thirdly, it expound the impact of employee engagement on organizational performance indicators or business outcomes such as profitability, customer satisfaction, company growth, productivity and others pointing out its benefits and importance to organizations. Finally, the article suggests strategies the companies should manoeuvre up to keep employe es engaged in their jobs. CHAPTER II OBJECTIVES AND METHODOLOGY