A DISSERTATION

ON

A STUDY OF HR PRACTICES

IN ALLAHABAD BANK

Submitted to

Gurukul Kangri University, Haridwar

In partial fulfilment of the requirement for the 2yrs full time

Post Graduate Degree

In

Master of Business Administration

Supervised by: Submitted by:

Dr. PATIRAJ KUMARI ANJALI DAS

MBA IVTH SEM

Department of Management Studies

Kanya Gurukul Mahavidhyala, Dehradun 2nd campus

Gurukul Kangri University, Haridwar (2008-2010)1

DECLARATION

I hereby declare that the study entitled “HR Practice in Allahabad Bank” in the context of Allahabad Bank Zonal Office. Being submitted by me in the partial fulfillment of the requirement for the award of MASTER OF BUSINESS ADMINISTRATION by Kanya Gurukul Mahavidalaya .DEHRADUN.

The study was conducted at PERSONNEL DEPARTMENT at Allahabad Bank Zonal Office, Deharadun.

DATE: ANAJLI DAS

MBA-IVTH SEM

PLACE:

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PREFACE

As a part of my MBA programme, I was asked to do Dissertation or research work in any reputated organization, to give the exposure to practical management and to get familiar with the various activities taking place in the organization.

I got an opportunity to undergo my training in the reputed organization “Allahabad Bank, Zonal Office” clock Tower Dehradun, where I was allowed to work on the project titled “HR Practices in Allahabad Bank” Zonal Office Dehradun.

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ACKNOWLEDGEMENT

I hereby take this opportunity to put on records my sincere thanks to DR. PATIRAJ KUMARI (HR) under the light of whose able guidance I could complete this project in an effective successful manner. Their valuable information’s and inputs, which added dimensions and meaning to my project.

I express my sincere thanks to DR.SUREKHA RANA, (Head Of Department, of management studies), DR. BINDU ARORA and MRS POONAM PAINULY for their valuable suggestion and cooperation to achieve the task.

I would also like to express my sincere thanks and gratitude to my Bank guide, Mr.M.S. Ojha Assistant General manager, Mr.E. Balmuchu. Senior manager (Admin). They have been immensely contributive with their ideas, constructive criticism and motivation which were the guiding light during the entire tenure of this work.

I also extend my special thanks to whole HR team at Allahabad Bank. Including Mr. Pankaj Sharma, Ms Poonam, and Mr. G. Rawat for their timely help and support.

With sincere thanks

Anjali Das

Department Of Management Studies

2nd Campus Gurukul Kangari University

Kanya Gurukul , Dehradun

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CONTENT

CHAPTER 1 ABOUT THE ORGANISATION

1) COMPANY PROFILE

2) HISTORICAL BACKGROUND

3) MISSION AND VISION

4) COMPETATIVE STRENGTH

5) STRUCTURE OF THE BANK

6) POLICIES AND GULDELINES

CHAPTER 2 THEORETICAL FRAME WORK

VARIOUS HR PRACTICES

HR PRACTICES WHICH ARE FOLLOWED IN ALLAHABAD BANK

1. ALLOWANCES

2. APPOINTMENT PROBATION

3. CONFIRMATION, PROMOTION, SENIORITY

4. TERMINATION OF SERVICE

5. PREQUISITS:- MEDICAL, HOSPTILIIZATION AND ENTERTAINMENT EXPENSES

6. LEAVE

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7. TERMINAL BENEFITS

8. ACT OF MISCONDUCT

9. DISCPLINE AND APPEALS

10. SUSPENSION AND PANELTIES

CHAPTER 3 RESEARCH METHODOLOGY

1) OBJECTIVE OF PROJECT

2) PLAN OF STUDY

3) DATA COLLECTION

4) QUESTIONNAIRE

CHAPTER 4 ANALYSIS AND INTERPRETATION

FINDINGS

LIMITATIONS

CONCLUSION

RECOMMENDATION

BIBLIOGRAPHY

ANNEXURES

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ALLAHABAD BANKCOMPANY PROFILE

CHAPTER-1

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Nineteenth Century

The Oldest Joint Stock Bank of the Country, Allahabad Bank was founded on April 24, 1865 by a group of Europeans at Allahabad. At that juncture Organized Industry, Trade and Banking started taking shape in India. Thus, the History of the Bank spread over three Centuries - Nineteenth, Twentieth and Twenty-First.

April 24, 1865's The Bank was founded at the confluence city of Allahabad by a group of Europeans.

1890's

Twentieth Century

1920's The Bank became a part of P & O Banking Corporation's group with a bid price of Rs.436 per share,

1923 The Head Office of the Bank shifted to Calcutta on Business considerations.

July 19, 1969 Nationalized along with 13 other banks, Branches - 151 Deposits - Rs.119 crores, Advances - Rs.82 crores.

October, 1989 United Industrial Bank Ltd. merged with Allahabad Bank.

1991 Instituted All Bank Finance Ltd., a wholly owned subsidiary for Merchant Banking.

Twenty-First Century 

October, 2002 The Bank came out with Initial Public Offer (IPO), of 10 crores share of face value Rs.10 each, reducing Government shareholding to 71.16%.

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April, 2005 Follow on Public Offer (FPO) of 10 crores equity shares of face value Rs.10 each with a premium of Rs.72, reducing Government shareholding to 55.23%.

June, 2006 The Bank Transcended beyond the National Boundary, opening Representative Office at Shenzen, China.

Oct, 2006 Rolled out first Branch under CBS.

February, 2007 The Bank opened its first overseas branch at Hong Kong.

March 2007 Bank's business crossed Rs.1,00,000 crores ma

History and Background of the Bank9

In 1920, the Bank was taken over by P&O Banking Corporation at a bid price of Rs. 436 per share. The Head Office and the Registered Office of the Bank were then shifted to Kolkata in 1923 for business considerations and operational convenience. In 1927, the Bank went into the fold of Chartered Bank that acquired the controlling interest in the P&O Banking Corporation. The Bank passed through the critical period of ‘Great Depression’ during the early thirties, which caused a general stagnation in the global markets, without sparing the Indian Banking Industry. The Bank dovetailed its functioning in accordance with the exigencies of the Five Year Plans, which were started in 1951. In the post independence era, Allahabad Bank maintained asteady growth and by 1964, the Bank had opened its 100th branch.On July 19, 1969, along with 13 other major commercial banks, Allahabad Bank was nationalised. At the time of nationalization, the Bank had a network of 151 branches, deposits of Rs. 114 crores and advances of Rs. 82 crores to its credit. With nationalization, the Bank spread its activities in the rural, unbanked and under-banked areas. At the end of 1979, the branch network of the Bank increased to 875 with the share of rural branches being 46.40%. Deposits of the Bank grew to Rs. 735 crores at the end of 1979 while advances rose to Rs. 407 crores

Present Status

As on Decemberr 31, 2005, the Bank had 1973 branches, comprising 964 rural, 342 semi-urban, 398 urban and 269 metropolitan, which formed 48.86%, 17.33%, 20.17% and 13.64% of the total respectively. The branches include 46 specialised branches (i.e. 4 Industrial Finance Branches, 18 SSI Finance Branches, 6 International Branches, 6 Recovery Branches, 1 NRIBranch, 1 Industrial Finance-cum-International Branch, 2 Specialised Personal Banking Branch, 1 Specialised Savings Bank Branch,3 Quick Collection Service Branch and 2 Trading Finance Branch, 1 Specialised commercial agriculture, 1 Forex cum Treasury Management) besides 19 Service Branches. The Bank has 151 Extension Counters. A number of Bank’s branches andoffices are housed in the Bank’s owned premises situated at prime locations in major cities of the country. Pursuant to organisational restructuring, the Bank is currnently operating with a 3-tier structure since June 01, 2001 which was further restructured in November, 2004 by reducing the number of Regional Offices from 48 to 44 and renaming them as Zonal Offices, on account of synergic reasons and improvement in level of efficiency, reduction in overhead cost and other operating expenditures. The Bank has been fulfilling its responsibilities under the Service Area Approach. The Bank has sponsored 7 Gramin Banks (RRBs) (6 in Uttar Pradesh and 1 in Madhya Pradesh) and has Lead Bank responsibilities in 17 Districts (13 in Uttar Pradesh, 2 in Jharkhand and one each in Madhya Pradesh and West Bengal).

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MISSION OF THE BANK

The mission of the Bank is to provide banking and allied financial services efficiently to various market segments. Thrust will be given to provide innovative tailor- made products and services at competitive prices to suit the needs of the customers through a well spread network of branches, taking advantage of the latest improvements in technology and skill.

VISION OF THE BANK

The Vision of the Bank is to become a technology driven, financially strong Bank, offering wide range of financial services with concern for customer-delight, productivity, efficiency and profitability.

COMPETITIVE STRENGTHS

Many new banks, both private and foreign, have entered the industry and offer new and innovative products at competitive rates.

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In this scenario, Allahabad Bank believes that its competitive advantages are:

a) Rich tradition of more than 141 yearsb) Large and loyal customer basec) Wide branch networkd) Specialized branches to cope with modern demand patterne) diversified product portfoliof) Committed and experienced work forceg) Technology

ALLAHABAD BANK CORPORATE FOCUS

The corporate focus of the Bank is:

a) to improve efficiency to face competition especially in metropolitan and urban centersb) to increase productivityc) to augment its market share of Banking system depositsd) to develop its management information systeme) to reduce NPAsf) to improve systems and controlg) to upgrade products and servicesh) to provide adequate credit support to industry, trade and priority sector

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ALM Policy of the Bank

With the globalizations of economy and financial sector reform taking place in the country, the risks associated with the banking business have become more complex and have gone up to a large extent. As a result, the progress of integration of domestic market with the external markets has been witnessing increasing competition among the banks. Most of the interest rates havealready been deregulated by RBI requiring the banks to take prompt and strategic decisions to maintain their margin and profitability. The Bank is already having its own Asset Liability Management Policy and the data coverage as on March 31, 2005 was 100%. The ALM reports regarding Structural Liquidity and Interest Rate Sensitivity are being prepared every month and the short term Dynamic Liquidity Report is prepared every fortnight.

The bank appointed NIBM as a consultant to establish ALM in the Bank and they delivered the package along with a decision support system.

The ALM strategy of the Bank includes the following

1) To maintain requisite liquidity: The day-to-day liquidity is monitored by the Treasury Department at H.O.2) To control the cost of deposits: In this respect the bank has been emphasizing for low cost stable deposits.3) To maintain the net interest margin: The bank strives to invest its surplus fund in investments where risk is less but the yield is better. The bank has already divided its investment portfolio in three categories viz. (a) Trading Book (b) Available for Sale and (c) Held till Maturity, as stipulated.4) To reduce interest rate risk and default risk in the banking book: The bank has endeavored to diversify its Credit portfolio and to expand the credit portfolio in the retail segment.

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BOARD OF DIRECTORS

Shri J.P. DuaChairman and Managing Director

Shri Debabrata SarkarExecutive Director

Shri M.R. NayakExecutive Director

Smt. Sukriti Likhi Government Nominee Director

Shri Mohammad TahirRBI Nominee Director

Shri K. K. DograOfficer Employee Director

Smt Joginder KaurPart Time Non - Official Director

Shri P. V. GudireddyPart Time Non - Official Director 

Dr. Shakeel Uz Zaman AnsariPart Time Non - Official Director

      

Shri Deveshwar Kumar Kapila Shareholder Director

Dr. Vasant Baburao KaujalgiShareholder Director

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CONSTITUTION OF THE BOARD

1. CHAIRMAN & MANAGING DIRECTORE

2. EXECUTIVE DIRECTORES (TWO)

3. GOVERNMENT NOMINEE DIRECTOR

4. RBI NOMINEE DIRECTOR

5. OFFICER EMPLOYEE DIRECTOR

6. WORMEN NOMINEE DIRECTOR

7. CHARTERED ACCOUNTANT DIRECTOR

8. PART-TIME NON-OFFICIAL DIRECTORS (THREE)

9. SHAREHOLDER DIRECTOR (THREE)

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POLICIES AND GULDELINES

CODE OF CONDUCT   

Corporate Governance - Model code of Conduct

1. Need and objective of the Code

Clause 49 of the Listing agreement entered into with the Stock Exchanges, requires, as part of Corporate Governance the listed entities to lay down a Code of Conduct for Directors on the Board of an entity and its Senior Management. The term "Senior Management" shall mean personnel of the company who are members of its core management team excluding the Board of Directors. This would also include all members of management, one level below the Executive Directors including all functional heads.

2. Bank's Belief System

This Code of Conduct attempts to set forth the guiding principles on which the Bank shall operate and conduct its daily business with its multitudinous stakeholders, government and regulatory agencies, media and anyone else with whom it is connected. It recognizes that the Bank is a trustee and custodian of public money and in order to fulfill fiduciary obligations and responsibilities, it has to maintain and continue to enjoy the trust and confidence of public at large.

The Bank acknowledges the need to uphold the integrity of every transaction it enters into and believes that honesty and integrity in its internal conduct would be judged by its external behavior. The bank shall be committed in all its actions to the interest of the countries in which it operates. The Bank is conscious of the reputation it carries amongst its customers and public at large and shall endeavor to do all it can to sustain and improve upon the same in its discharge of obligations. The Bank shall continue to initiate policies, which are customer centric and which promote financial prudence.

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Philosophy of the Code

Adherence to the highest standards of honest and ethical conduct, including proper and ethical procedures in dealing with actual or apparent conflicts of interest between personal and professional relationships.

Full, fair, accurate, sensible, timely and meaningful disclosures in the periodic reports required to be filed by the Bank with government and regulatory agencies.

Compliance with applicable laws, rules and regulations.

To address misuse or misapplication of the Bank's assets and resources.

The highest level of confidentiality and fair dealing within and outside the Bank.

A.    General Standards of conduct

The Bank expects all Directors and members of the Core Management to exercise good judgement, to ensure the interests, safety and welfare of customers, employees and other stakeholders and to maintain a cooperative, efficient, positive, harmonious and productive work environment and business organization. The Directors and members of the Core Management while discharging duties of their office must act honestly and with due diligence. They are expected to act with that amount of utmost care and prudence, which an ordinary person is expected to take in his/ her own business. These standards need to be applied while working in the premises of the Bank, at offsite locations where business is being conducted whether in India or abroad, at Bank-sponsored business and social events, or at any other place where they act as representatives of the Bank.

B.    Conflict of Interest

A "conflict of interest" occurs when personal interest of any member of the

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Board of Directors and of the Core management interferes or appears to interfere in any way with the interests of the Bank. Every member of the Board of Directors and Core Management has a responsibility to the Bank, its stakeholders and to each other. Although this duty does not prevent them from engaging in personal transactions and investments, it does demand that they avoid situations where a conflict of interest might occur or appear to occur. They are expected to perform their duties in a way that they do not conflict with the Bank's interest such as :

Employment /Outside Employment - The members of the Core Management are expected to devote their total attention to the business interests of the Bank. They are prohibited from engaging in any activity that interferes with their performance or responsibilities to the Bank or otherwise is in conflict with or prejudicial to the Bank.

Business Interests - If any member of the Board of Directors and Core Management considers investment in securities issued by the Bank's customer, supplier or competitor, they should ensure that these investments do not compromise their responsibilities to the Bank. Many factors including the size and nature of the investment; their ability to influence the Bank's decisions, their access to confidential information of the Bank, or of the other entity, and the nature of the relationship between the Bank and the customer, supplier or competitor should be considered in determining whether a conflict exists. Additionally, they should disclose to the Bank any interest that they have which may conflict with the business of the Bank.

C.    Applicable Laws

The Directors of the Bank and Core Management must comply with applicable laws, regulations, rules and regulatory orders. They should report any inadvertent non - compliance, if detected subsequently, to the concerned authorities.

D.    Disclosure Standards

The Bank shall make full, fair, accurate, timely and meaningful disclosures in the periodic reports required to be filed with Government and Regulatory agencies. The members of Core Management of the bank shall initiate all actions deemed necessary for proper dissemination of relevant information to

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the Board of Directors, Auditors and other Statutory Agencies, as may be required by applicable laws, rules and regulations.

E.    Use of Bank's Assets and Resources

Each member of the Board of Directors and the Core Management has a duty to the Bank to advance its legitimate interests while dealing with the Bank's assets and resources. Members of the Board of Directors and Core Management are prohibited from:

Using Corporate property, information or position for personal gain, Soliciting, demanding, accepting or agreeing to accept anything of value from any person while dealing with the Bank's assets and resources,

Acting on behalf of the Bank in any transaction in which they or any of their relative(s) have a significant direct or indirect interest.

F.    Confidentiality and Fair Dealings

(i)    Bank's confidential Information

The Bank's confidential information is a valuable asset. It includes all trade related information, trade secrets, confidential and privileged information, customer information, employee related information, strategies, administration, research in connection with the Bank and commercial, legal, scientific, technical data that are either provided to or made available each member of the Board of Directors and the core Management by the Bank either in paper form or electronic media to facilitate their work or that they are able to know or obtain access by virtue of their position with the Bank. All confidential information must be used for Bank's business purposes only. This information includes the safeguarding, securing and proper disposal of confidential information in accordance with the Bank's policy on maintaining and managing records. The obligation extends to confidential of third parties, which the Bank has rightfully received under non-disclosure agreements.

To further the Bank's business, confidential information may have to be disclosed to potential business partners. Such disclosures should be made after

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considering its potential benefits and risks. Care should be taken to divulge the most sensitive information, only after the said potential business partner has signed a confidentiality agreement with the Bank.

Any publication or publicly made statement that might be perceived or construed as attributable to the Bank, made outside the scope of any appropriate authority in the Bank, should include a disclaimer that the publication or statement represents the views of the specific author and not the Bank.

(ii)    Other Confidential Information

The bank has many kinds of business relationships with many companies and individuals. Sometimes, they will volunteer confidential information about their products or business plans to induce the Bank to enter into a business relationship. At other times, the Bank may request that a third party provide confidential information to permit the Bank to evaluate a potential business relationship with the party. Therefore, special care must be taken by the Board of Directors and members of the Core Management to handle the confidential information of others responsibly. Such confidential information should be handled in accordance with the agreements with such third parties.

The Bank requires that every Director and the member of Core Management, General Managers should be fully compliant with the laws, statutes, rules and regulations that have the objective of preventing unlawful gains of any nature whatsoever. Directors and members of Core Management shall not accept any offer, payment, promise to pay or authorization to pay any money, gift or anything of value from customers, suppliers, shareholders/ stakeholders etc that is perceived as intended, directly or indirectly, to influence any business decision, any act or failure to act, any commission of fraud or opportunity for the commission of any fraud.

1. Good Corporate Governance Practices

Each member of the Board of Directors and Core Management of the Bank should adhere to the following so as to ensure compliance with good Corporate Governance practices.

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(a) Dos

2. Attend Board meetings regularly and participate in the deliberations and discussions effectively.

3. Study the Board papers thoroughly and enquire about follow-up reports on definite time schedule.

4. Involve actively in the matter of formulation of general policies.

5. Be familiar with the broad objectives of the Bank and policies laid down by the Government and the various laws and legislations.

o

a. Ensure confidentiality of the Bank's agenda papers, notes and minutes.

2. (b)    Don'ts

a. Do not interfere in the day to day functioning of the Bank.

b. Do not reveal any information relating to any constituent of the Bank to anyone.

c. Do not display the logo / distinctive design of the Bank on their personal visiting cards / letter heads.

d. Do not sponsor any proposal relating to loans, investments, buildings or sites for Bank's premises, enlistment or empanelment of contractors, architects, auditors, doctors, lawyers and other professionals etc.

e. Do not do anything, which will interfere with and/ or be subversive of maintenance of discipline, good conduct and integrity of the staff.

f.

3. Waivers

a. Any waiver of any provision of this Code of Conduct for a member of the Bank's Board of Directors or a member of the Core Management must be approved in writing by the Board of

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Directors of the Bank.

4. The matters covered in this Code of Conduct are of the utmost importance to the bank, its stakeholders and its business partners, and are essential to the Bank's ability to conduct its business in accordance with its value system.

 

Compensation Policy 

1. For an Unauthorized / Erroneous Debit :

If there is an unauthorized/erroneous direct debit to an account, the entry will be reversed immediately on being informed of the erroneous debit, after verifying the position. In the event of the unauthorized/erroneous debit resulted in a financial loss to the customer by way of reduction in the minimum balance applicable for payment of interest on savings bank deposit or payment of additional interest to the bank in a loan account, the bank will compensate the customer for such loss.

If the customer has suffered any financial loss incidental to return of a cheque or failure of direct debit instructions due to insufficiency of balance on account of the unauthorized/erroneous debit, the bank will compensate the customer to the extent of such financial losses.

Bank will compensate the financial loss, supported with documentary evidence, to the extent of actual amount that the customer might incur due to deficiency in service on the part of the bank or any act of omission or commission directly attributable to the bank. A few instances of such cases of unauthorized debits and/ or erroneous debit or credit entries and their possible impacts on the interest of the customers are enumerated below : –

(i) Return of telephone/ electricity bill, school fees where payment after the due date may

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result in deprivation of rebate/ discount/ commission and/ or imposition of fine/ penalty etc. In such cases Bank will compensate the actual amount of rebate/ discount/commission/fines/penalty etc., as the case may be.

(ii) Due to wrong debit in a S.B. account the balance in the same may be less by that sum for the purpose of calculation of interest. To compensate the loss, the amount wrongly debited will be credited with value-dated effect.

(iii) Consequent upon unauthorized/ erroneous debit, due to fall in minimum balance in the account resulting in levying of service charges, if any, will be refunded to the customer.

(iv) Where amount deposited towards repayment/ instalments in a loan account is not credited, additional interest is accrued on account of that amount. In such cases, the amount of excess interest so charged will be refunded in the loan account as compensation.

(v) In case of a running borrowal account, if an amount deposited by the customer is not credited in that account by mistake of the Bank additional interest pertaining to that amount accrues in the account. On detection of such error, the amount is to be immediately credited in the account with value dated effect.

(vi) In case of borrowal accounts, the cheque deposited by the customer for collection through local clearing if not sent by the branch for reason whatsoever, additional interest accrued in the account arising out of non-credit of the amount of the cheque will be compensated by crediting the amount with value dated effect.

Time limit for verification of the entry reported to be erroneous by the customer.

In case of verification of the entry reported to be erroneous by the customer does not involve a third party, the bank shall arrange to complete the process of verification within a maximum period of 7 working days from the date of reporting of erroneous debit. In case, the verification involves a third party, the bank shall complete the verification process within a maximum period of one month from the date of reporting of erroneous transaction by the customer.

1-A. Erroneous Debits arising on account of fraudulent or other Transactions

 i) In case of any fraud, if the Bank is convinced that an irregularity / fraud has been committed by its staff towards any constituent, Bank would at once acknowledge its liability and pay the just claim. However, such claims for restitution would be disposed of as per the powers delegated to authorities at various levels by the Bank as per Bank’s

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Vigilance Department circularized instructions from time to time.

 ii) In cases where the Bank is at fault, the customer would be compensated without demur in accordance with this policy.

iii) In cases where neither the Bank nor the customers is at fault, but the fault lies elsewhere in the system, the Bank would compensate the customers. The concerned controlling offices will forward such claims with their views/ comments to Inspection Department, Head Office for their placing the same before the Board of Directors of the Bank for their direction/ decision.

2. ECS direct debits/other debits to accounts :

Bank, in the event of failure to meet the direct debit/ ECS debit instructions of the Customer in time, will compensate to the extent of any financial loss that the customer would incur on account of delay in carrying out the instruction/failure to carry out the instructions.

Bank will refund the amount of service charges debited in the customer’s account in excess/ in violation of schedule of service charges when pointed out by the customer after proper scrutiny.

Bank will also compensate the consequential financial loss, if any, to the customer for debit of excess service charges after proper verification/ scrutiny of agreed terms and conditions.

3. Payment of Cheques after Stop Payment Instructions :

In case a cheque has been paid after stop payment instruction is acknowledged by the Bank, the amount of the cheque will be credited by the Bank along with value-dated effect within 2 working days of the customer intimating the transaction to the Bank. Bank will compensate the financial loss, to the extent of actual amount that the customer might incur, after ascertaining and being satisfied about the amount of such loss.

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4. Foreign Exchange Services :

The Bank would not compensate the customer for delay in collection of cheques designated in foreign currencies and sent to foreign countries for collection as the Bank would not be able to ensure timely credit from overseas banks.

Bank, however, may consider upfront credit against such instrument by purchasing the cheque/instrument, provided the conduct of the account has been satisfactory in the past.

Bank will compensate the customer for undue delay in affording credit beyond the normal cooling period from the date of credit to the Nostro Account of the Bank with its correspondent.

Interest for the delay in crediting the proceeds as mentioned hereinafter in the cheque collection policy of the Bank may be paid in case of delay in credit of proceed of the cheque beyond the normal cooling period stipulated from the date of credit to Nostro Account. Compensation for any possible loss on account of adverse movement in foreign exchange rate may also be allowed.

5. Remittances in India :

“Payment of Interest for delayed Collection of Outstation Cheques :

Bank will pay interest to the customer on the amount of collection instruments in case there is delay in giving credit beyond the time period mentioned hereinafter. Such interest shall be paid without any demand from customers in all types of accounts. There shall be no distinction between instruments drawn on the bank’s own branches or on other banks for the purpose of payment of interest on delayed collection.

Time frame for collection of outstation cheques :

For cheques and other instruments sent for collection to centres within the country the following time norms shall be applied :

(a) Cheques presented at any of the four major Metro Centres (New Delhi, Mumbai, Kolkata and Chennai) and payable at any of the other three centres: Maximum period of 7 days.

(b) Metro Centres and State Capitals (other than those of North Eastern States and

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Sikkim) : Maximum period of 10 days.

(c) In all other Centres: Maximum period of 14 days.

(d) Cheques drawn on foreign countries: For cheques payable at foreign centres, the services of correspondent banks will be utilized in countries/centres where the correspondent bank has its presence. Cheques drawn on foreign banks at centres where correspondent bank does not have direct presence will be sent directly to the drawee bank with instructions to credit proceeds to the respective Nostro Account of the Bank maintained with the correspondent banks.

Bank will give credit to the party on credit of proceeds to the Bank’s Nostro Account with the correspondent bank after taking into account cooling periods as applicable to the countries concerned.

The above time norms are applicable irrespective of whether cheques/instruments are drawn on the Bank’s own branches or branches of other banks.

Interest for delayed collection shall be paid at the following rates :

a) For the period of delay upto 14 days beyond 7/10 days as the case may be in collection of outstation cheques : At savings bank rate.

b) Where the delay is beyond 14 days interest will be paid at the rate applicable for term deposit for the respective period.

c) In case of extraordinary delay, i.e. delays exceeding 90 days, interest will be paid at the rate of 2% above the corresponding Term Deposit rate.

d) In the event the proceeds of cheque under collection was to be credited to an overdraft/loan account of the customer, interest will be paid at the rate applicable to the respective loan account. For extraordinary delay, interest will be paid at the rate of 2% above the rate applicable to the respective loan account.

Payment of interest as stated above would be applicable only for instruments sent for collection within India.

6. Compensation for financial loss suffered by the customers due to loss of instrument after it has been handed over to the bank for collection :

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“Cheques / Instruments lost in transit / in clearing process or at paying bank’s branch :

In case a cheque or an instrument accepted for collection is lost in transit or in the clearing process or at the paying bank’s branch, the bank shall immediately on coming to know about the loss, bring the same to the notice of the accountholder so that the accountholder can inform the drawer to record stop payment and can also take care that other cheques issued by him/ her are not dishonoured due to non-credit of the amount of the lost cheque/instruments. The Bank will provide all assistance to the customer to obtain a duplicate instrument from the drawer of the cheque.

Bank will compensate the account holder in respect of instruments lost in transit in the following way :

(a) In case intimation regarding loss of instrument is conveyed to the customer beyond the time limit stipulated for collection (7/10/14 days, as the case may be) interest will be paid for the period exceeding the stipulated collection period at the rates specified for delayed collection of outstation cheques.

(b) In addition, Bank will pay interest on the amount of the cheque for a further period of 15 days at Savings Bank rate to provide for likely further delay in obtaining duplicate cheque/instrument and collection thereof.

(c) The Bank will also compensate the customer for any reasonable charges he/she incurs in getting duplicate cheque/instrument upon production of receipt, in the event the instrument is to be obtained from a bank/ institution who would charge a fee for issue of duplicate instrument.

(d) If the cheque/ instrument has been lost at the paying bank’s branch, the Bank should have a right to recover the amount reimbursed to the customer for the loss of the cheque/instrument from the paying banker.

7. Violation of the Code by Bank’s agent.

In the event of receipt of any complaint from the customer that the Bank’s represen-tative/ courier or DSA has engaged in any improper conduct or acted in violation of the Code of Bank’s Commitment to Customers, Bank will compensate to the customer, on merit of the individual cases, the financial losses for the act of such representative / courier or DSA after proper investigation.

8. Transaction of “at par instruments” of Co-operative Banks by Commercial         

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Banks.

In case of arrangement for payment of “at par” instruments of co-operative banks, the Bank will not honour cheques drawn on current accounts maintained by other banks with it unless arrangements are made for funding cheques issued. Issuing bank will be responsible to compensate the cheque holder for non-payment/delayed payment of cheques in the absence of adequate funding arrangement.

9. Force Majeure.

The Bank shall not be liable to compensate customers for delayed credit if some unforeseen event including but not limited to civil commotion, sabotage, lockout, strike or other labour disturbances, accident, fires, natural disasters or other “Acts of God”, war, damage to the Bank’s facilities or of its correspondent bank(s), absence of the usual means of communication or all types of transportation, etc beyond the control of the bank prevents it from performing its obligations within the specified service delivery parameters.

10. Other areas of deficiencies in services.

Where loan has been allowed against Bank’s own Fixed Deposit Receipt and the Branch, after maturity of the FD do not adjust the loan account thereby interest is charged on the loan outstanding, excess interest charged thereof in the loan account will be refunded to the customer.

Where Bank after adjustment of the loan account do not remit/credit the remaining amount of FD to the customer’s account but keeps balance in sundry creditor’s account, Bank will compensate to the customer the interest as payable for the amount kept in the sundry creditor’s account at savings bank interest rate, if and only if the customer has not been duly informed.

Where loan has been allowed against NSCs, KVPs, LIC policy and the Branch, after maturity of the instruments do not collect the proceeds of the instruments in question from the concerned Post Offices/ LIC Offices thereby charging of interest in the loan account is continued, excess interest so charged in the loan account will be refunded to the customer.

Where title deed of the property deposited with the Bank by the borrower/s as security is found missing/lost from Bank’s custody, Bank will compensate the cost for obtaining the certified copy of the title deed for the missing/ lost one.

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In respect of reversal of entries concerning non-execution of Stop Payment instructions within two days as per the policy the branch concerned will forthwith report the matter to the respective Zonal Office.

In case of reversal of excess interest charged in a borrowal account due to non- adjustment of liquid securities like Fixed deposit/ NSC/ KVP etc. in time the branch concerned will obtain prior approval from the respective Zonal Office.

In case of reimbursement of expenses to the customer arising out of loss of instruments/ securities the branch concerned will obtain prior approval from the respective Zonal Office.

However, adoption of the compensation policy will not absolve accountability of the concerned officers/ staff members responsible for the lapses/ deficiencies leading to financial loss to the Bank.

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CHAPTER-2

THEORETICAL FRAMEWORK

HR PRACTICES ARE:

These are some of the HR practices which are generally followed in organization and banks:

1. Safe, Healthy and Happy Workplace

Creating a safe, healthy and happy workplace will ensure that your employees feel homely and stay with your organization for a very long time. Capture their pulse through employee surveys.

A safe and happy workplace makes the employees feel good about being there. Each one is given importance and provided the security that gives them the motivation and incentive to stay. This is usually achieved through internal surveys to find out whether they are satisfied and if not what they think needs to be changed

2. Open Book Management Style

Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal data etc. ensures that the employees are as enthusiastic about the business as the management. Through this open book process you can gradually create a culture of participative management and ignite the creative endeavor of your work force.. It involves making people an interested party to your strategic decisions, thus aligning them to your business objectives. Be as open as you can. It helps in building trust & motivates employees. Employee self service portal, Manager on-line etc. are the tools available today to the management to practice this style.

3. Performance linked Bonuses

Paying out bonuses or having any kind of variable compensation plan can be both an incentive and disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout unless the company hits a certain level of profitability. Additional criteria could be the team's success and the individual's

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performance. Never pay out bonus without measuring performance, unless it is a statutory obligation.

4. 360 Degree Performance Management Feedback System

This system, which solicits feedback from seniors (including the boss), peers and subordinates, has been increasingly embraced as the best of all available methods for collecting performance feedback. Gone are the days of working hard to impress only one person, now the opinions of all matter, especially if you are in a leadership role (at any level). Every person in the team is responsible for giving relevant, positive and constructive feedback. Such systems also help in identifying leaders for higher level positions in the organization. Senior managers could use this feedback for self development.

This is one the methods that is being followed by many organizations. Feedback is not only taken from the boss, but also from other seniors and subordinates. Previously, appreciation was only sought from the immediate boss or the management, but now organizations understand the importance of collecting performance feedback from several quarters. The opinion of everyone matters, especially for someone who is in a leadership role at any level. Each person in the team is responsible for giving constructive feedback. This kind of system helps in identifying people who can perform well as leaders at higher levels in the organization. Even the senior level managers can use this system to their advantage, as a tool to improve themselves

5. Fair Evaluation System for Employees

Every company has an employee evaluation system in place but a good system links individual performance to the goals and priorities of the organization. This works well when achievements are tracked over an year. For a fair review of each employee, the evaluation, apart from being done by the boss, should be done by another person at a higher level, for whom the employee’s contribution is important. Ratings can also be obtained by other employees. This ensures a fair and accurate rating of each and every employee

Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. Each employee should have well defined reporting relationships. Self rating as a part of evaluation process empowers employees. Evaluation becomes fairer if it is based on the records of periodic counseling & achievements of the employee, tracked over the year. For higher objectivity, besides the immediate boss, each employee should be screened by the next higher level (often called a Reviewer). Cross - functional feedback, if obtained by the immediate boss from another manager (for whom this employee's work is also important), will add to the fairness of the system. Relative ratings of all subordinates reporting to the same

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manager are another tool for fairness of evaluation. Normalization of evaluation is yet another dimension of improving fairness.

6. Knowledge Sharing

Knowledge sharing is a wonderful strategy that helps in the betterment of the employees and their work. Keep all the knowledgeable information in central databases that can be accessed by each and every employee. For example, if an employee is sent on some training, the knowledge that is acquired by that employee can be stored in these databases for others to learn from it. Even innovative ideas that the management deems fit for employees to see, can be stored here for all to see.

Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in databases to provide greater access to information posted either by the company or the employees on the knowledge portals of the company. When an employee returns after attending any competencies or skills development program, sharing essential knowledge with others could be made mandatory. Innovative ideas(implemented at the work place) are good to be posted on these knowledge sharing platforms. However, what to store & how to maintain a Knowledge base requires deep thinking to avoid clutter.

7. Highlight performers

Create profiles of top performers and make these visible though company intranet, display boards etc. It will encourage others to put in their best, thereby creating a competitive environment within the company. If a systems approach is followed to shortlist high performers, you can surely avoid disgruntlements.

8. Open house discussions and feedback mechanism

Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest source of ideas. The only thing that can stop great ideas flooding your organization is the lack of an appropriate mechanism to capture ideas. Open house discussions, employee-management meets, suggestion boxes and ideas capture tools such as Critical Incidents diaries are the building blocks that can help the Managers to identify & develop talent.

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9. Reward Ceremonies

While recognition of talent is highly important, this recognition has to be made public and what better way than holding ceremonies and announcing to the whole world (the employees), the achievements of a fellow employee. There can be nothing better for an employee than the heady feeling from a resounding applause.

Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. Looking at the Dollar Check is often less significant than listening to the thunderous applause by colleagues in a public forum.

10. Delight Employees with the Unexpected

The last but not least way is to occasionally delight your employees with unexpected things that may come in the form of a reward, a gift or a well-done certificate. Reward not only the top performers but also a few others who are in need of motivation to exhibit their potential.

This surprise doesn’t have to be limited to the best performers, but it can be randomly given to others as a motivating factor too. Anyone can be given this surprise reward.

11. Effective work force

A time-consuming and hectic job is to hunt the right talent. It’s just sitting by the river and waiting for the right fish to catch. Higher the professional value of the vacancy, tougher is the search. 

Identifying the right stuff followed by negotiation is the element which makes the job tough for the employer. Banks are keenly interested to fill up two types of breads of professionals. 

Ones who are outstanding professionals with high job hopping attitude - these are those who come in - work for some time and then leave for better prospects. Others are those who are keenly picked-up, trained and are somehow retained to be developed as future management within the bank

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12. Compensation

How much to pay to the right employee and how much to the outstanding performer. Banks have traditionally followed pay scales with predetermined increments, salary slabs, bonuses and time-based fringe benefits like car and house advance, gratuity, pension, etc. 

The situation is not the same anymore. An increment of Rs500-800 per annum is no more a source of attraction for a professional anymore. A basic pay with traditional formulas of linkage with medical and other facilities has no soothing effect today.  A promise of future growth, learning culture and corporate loyalty is out of dictionary and does not mean anything to this energetic and competent performer today. 

13. Job satisfaction:

Everybody in the bank wants to work in the preferential department, preferential location, city of his own choice and boss of his liking. An administrative deviation from any of these results in lowered job satisfaction.  Although hiring is normally based on regional requirement matching the area of activity with that of employee's nativity yet other elements like appointment in the department of choice and preference makes the job of HR manager quite challenging. 

What the HR manger cannot afford is the dissatisfied employee who not only disrupts the smooth working him but also spreads the negativity to others by his de-motivated attitude

14. Morale boosting

 What has long been overlooked is the morale boosting of the employees by the organizations. Human beings even if satisfied of material wellbeing need to be appraised and encouraged constantly.  Smart banks have realized this need and have taken steps to keep their work force motivated through proper encouragement like man of the month awards, repeat get-togethers, conferences, sports events, dinners, company sponsored travel, reunions, etc. This is the way employees create a feeling of belongingness.

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HR PRACTICES WITH REFERENCE TO ALLAHABAD BANK

Definitions:

In these regulations, unless there is anything repugnant to the subject or context,

(a) "Appointed date" means the 1st of July, 1979;

(b) "Bank" means Allahabad Bank;

(c) "Board" means the Board of Directors of the Bank;

(d) "Competent Authority" means the authority designated for the purpose by the Board.(e) "Emoluments" means the aggregate of salary and allowances, if any;

(f) "Family" means and includes the spouse of the officer (if the spouse is also not an employee of the Bank) and children, parents, brothers and sisters of the officer wholly dependent on the officer but shall not include a legally separated spouse; 2 of 50(g) "Government" means the Central Government;

(h) "Guidelines of the Government" shall mean such guidelines as may be issued by the Government and shall include the recommendations made in the Report of the Committee constituted by the Government's Resolution No. F.4 (26)/72/IR dated 19th July 1973, as accepted by Government together with modifications or alteration thereof as may, from time to time, have been or be made by the Government;

(i) "Managing Director" means the Managing Director of theBank;

(j) "Officer" means a person fitted into or promoted to or appointed to any of the grades specified in Regulation 4 and any other person, who immediately prior to the appointed date, was an officer of the Bank, and shall also include any specialist or technical person as fitted or promoted or appointed and any other employee to whom any of these regulations has been made applicable under Regulation 2;

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(k) "Pay" means basic pay including stagnation increment;

(l) "Salary" means the aggregate of the pay and dearness allowance;

(m) "Year" means a continuous period of twelve months;

(n) "Calendar year" means the period commencing from the 1st day of January of a year and ending with the 31st day of December of the same year.

GRADES AND CATEGORISATION OF POSTS

Regulation 4 Grades and Scales of Pay:

On and from 1-11-1987 the scales of pay specified against each grade shall be as under:

(a) Top Executive Grade: Scale VII - Rs. 6400-150-7000 Scale VI - Rs. 5950-150-6550(b) Senior Management Grade: Scale V - Rs. 5350-150-5950Scale IV - Rs. 4520-130-4910-140-5050-150-5350 (c) Middle Management Grade: Scale III - Rs. 4020-120-4260-130-4910 Scale II - Rs. 3060-120 4260-130-4390(d) Junior Management Grade: Scale I - Rs. 2100-120-40203 of 50

(2) On and from 1.7.1993, the scales of pay specified against each grade shall be revised as under:(a) Top Executive Grade:Scale VII - Rs. 12650-300-13250-350-13600-400-14000 Scale VI - Rs. 11450-300-12650(b) Senior Management Grade: Scale V - Rs. 10450-250-11450 Scale IV - Rs. 8970-230-9200-250-10450(c) Middle Management Grade: Scale III - Rs. 8050-230-9200-250-9700 Scale II - Rs. 6210-230-8740(d) Junior Management Grade: Scale I - Rs. 4250-230-4940-350-5290-230-8050

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Adjustment Allowance:

If the pay of an officer after fitment in the new scale of pay in the manner referred to in Regulation 8 is at the maximum of that scale and even then the salary of such Officer is lower than the aggregate of pay and Dearness Allowance Payable to him immediately before such fitment, together with additional increment if any, that may be taken into account for fitment of an officer in the category to which he belongs, the difference shall be paid to him by way of adjustment Allowance till such time as he is promoted to a higher scale.

Personal Allowance:

(1) If the salary and allowances, if any, payable under these regulations to an officer after fitment in the new scale of pay in the manner referred to in Regulation 8 is lower than the aggregate of pay and such allowances as are set out in the explanation to this regulation and were payable to him immediately before such fitment, the difference shall be paid to him as a personal allowancewhich shall be absorbed in the future increments to the extent of 33.1/3 percent of each such increment or of 33.1/3% of the increase in the salary as a consequence of such increment, whichever is lower

The Allowances referred to in this Regulation payable before fitment, are the following: -i. House Rent Allowance, wherever payable.ii. Post Allowances to Branch Managers/ Accountants/ Assistant Chief Officers/ Deputy Chief Officers.iii. City Compensatory Allowanceiv. Agent's Allowancev. Split Duty Allowance.vi. Hill & Fuel Allowance.vii. Custodian Allowance.viii. Project Area Compensatory Allowance.ix. Temporary Special Allowance.

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ALLOWANCE

21(1). on and from 01.11.1987, dearness allowance scheme shall be as under:

(i) Dearness allowance shall be payable for every rise or fall of 4 points over 600 points in to quarterly average of al Indian average working class consumer Price index (General) Base 1960-100

(ii) Dearness allowance shall be payable as per the following rates:

1. 0.67% of pay up to Rs. 2500/- plus

2. 0.55% of pay above Rs. 2500/- Rs 4000/- plus

3. 0.33% of pay above Rs. 4000/- Rs. 4260/- plus

4. 0.17% of pay above Rs. 4260/-

(2). On and room 01.07.1933, Dearness allowance Scheme shall be as under:

(i) Dearness allowance shall be payable for every rise or fall of 4 points over 1148 points in to quarterly average of al Indian average working class consumer Price index (General) Base 1960-10

(iii) Dearness allowance shall be payable as per the following rates:

1. 0.35 % of pay up to Rs. 4800/- plus

2. 0.29% of pay above Rs. 4800/- Rs 7700/- plus

3. 0.17% of pay above Rs. 7700/- Rs. 8200/- plus

4. 0.09% of pay above Rs. 8200/-

Note

1. Pay for the purpose of dearness allowance shall mean basic pay including stagnation increments.

2. Professional qualification Allowance shall rank for dearness allowance with effect from 01.11.1994.

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HOUSE RENT ALLOWANCE

Where an officer is provided with residential accommodation by the bank, on and from 01.1101994 a sum equal to 4% of the basic pay in the frist scale of pay in which he is placed of the standard rent for the accommodation, whichever is less will be recovered from him. No officer shall be entitled as of right to be provided with residential accommodation by the bank. However, it shall be open to the bank to provide residential accommodation to an officer on payment by the officer.

The claims of officers for house rent allowance is linked to the capital of their ownership accommodation shall also be restricted 150% of HRA.

DEPUATION ALLOWANCE

Deputation allowance shall be at the following rates:

a) An officer deputed to service outside the bank 7.75% of pay with a maximum of Rs. 1500/- P.M

b) An officer deputed to an organization at the same place or to the training establishment of the bank 4% of pay with a maximum of Rs. 750/- P.M

OFFICIATING ALLOWENCE

If an officer employee is required to officiate in a post in a higher scale for continuous period of not less than 7 days at a time or an aggregate of 7 days during a calendar months, he is entitled for an officiating allowance equal to 6% of his pay for the period for which he officiates allowance will rank as pay for the purpose of provident fund and not for the other purpose.

HALTING ALLOWANCE

Halting allowance is a payment made to an officer in addition to other emoluments for any day during which he is away from headquarters on duty to cover the ordinary daily expenses incurred by him in consequences of such absence of course for officers are paid halting allowance as per the details given.

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ADJUSTMENT ALLOWANCE

If the pay of an officer after fitment in the new scale of pay in the manner referred to in Regulation 8 is at the maximum of that scale and even then the salary of such Officer is lower than the aggregate of pay and Dearness Allowance Payable to him immediately before such fitment, together with additional increment if any, that may be taken into account for fitment of an officer in the category to which he belongs, the difference shall be paid to him by way of adjustment Allowance till such time as he is promoted to a higher scale. If salary on such promotion is still less than the aggregate of salary and Adjustment Allowance payable to him immediately before such promotion, the difference shall continue to be paid to him as Adjustment Allowance; so however, the Adjustment Allowance payable after such promotion shall be absorbed in the future increments to the extent of 33.1/3% of each such increment, or of 33.1/3% of the increase in salary as a consequence of such interment, whichever is lower..

CLOSING ALLOWANCE

On and from financial year 1989-90 if he is posted at a branch where books are closed on 31 st

march and 30th September closing allowance of rs. 150/ for each of the two closing.

If an officer is required to work as custodian of vault or locker on a holiday a diem allowance at the rate of which he is entitled.

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APPOINTMENT PROBATION, CONFIRMATION, PROMOTION, SENIORITY AND TERMINATION OF SERVICE

APPOINTMENT:

All the appointment s in and to the officers grade shall be made by the competent authority in the light of the guidelines of the government it any:

PROBATION:

An officer directly appointed to the junior management grade shall be on probation for a period of two years.

An employee of the bank promoted as an officer in the junior management grade shall be on probation for one year.

An officer appointed to any other grade shall be on probation for such period as may be decided by the bank.

CONFIRMATION:

An officer shall be confirmed in the services of the bank if, in the opinion of the competent authority the officer has satisfactory completed the training in any institution to which the officer may have been deputed for training and the in services training in the bank.

Provided that an officer directly recruited to the Junior Management grade may be required also to pass a test in a language other than his mother tongue,

(2) If, in the opinion of the Competent Authority, an officer has not satisfactorily completed either or both the training referred to in sub- regulation (1) or if the officer has not passed the test referred to therein, the officer's probation may be extended by a further period not exceeding one year.(3) Where during the period of probation, including the period of extension, if any, the Competent Authority is of the opinion that the officer is not fit for confirmation: -

(a) in the case of a direct appointee, his services may be terminated by one month's notice or payment of one month's emoluments in lieu thereof, and

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(b) In the case of a promotee from the Bank's services, he may be reverted to the grade or cadre from which he was promoted.

PROMOTION:

Promotion to all the grade of officers in the bank shall be made in accordance with the policy laid down by the board from time to time having regard to the guidelines of the government, if any.

For the avoidance of doubt it is clarified that this regulations shall also apply to promotions of any category of employees to the junior management grade.

SENIORITY:

a) Each year the bank shall prepare a list of officers in its services showing their names in the order of their seniority on an all India basis and containing such other particulars as the bank may determine. A copy of such list shall be kept. At every branch or office of the bank.

Seniority of an officer in a grade or scale shall be reckoned with reference to the deat of his appointment in that grade or scale.

1. Seniority of an officer in a grade or scale shall be reckoned with reference to the date of his appointment in that grade or scale. Where there are two or more officers of the same length of service in that grade or scale, their inter-se seniority shall be reckoned with reference to their seniority in the immediately preceding grade or scale or the previous cadre to which they belonged in the Bank's service. Where two or more officers have the same length of service in such preceding grade or scale or such previous cadre, their seniority shall be determined with reference to their seniority

AGE OF RETAIREMENT:

The age of retirement of an officer employee shall be as determined by the board in accordance with the guidelines issued by the government from time to time

Provided that the bank may at its discretion on review by the special committee/special committees as provided hereinafter in sub regulation (2) retire, it is considered necessary to do so in the public interest an officer employee on or at any time after the completion of 55 years of age or on at any time after the completion of 30years of total services as on officer employees or otherwise whichever is earlier.

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TERMINATION OF SERVICE:

a) Subject to sub-regulation 3 of regulation 16 where the bank is satisfied that the performance of an officer is unsatisfactory or inadequate or there is a benefited suspicion about his integrity or his retention in the bank’s services would be prejudicial to the interest of the bank and where it is not possible or expedient to proceed against him as the disciplinary procedure the bank may terminate his service on giving him three months notice or emolument in lieu thereof on accordance with the guidelines issued by the government from time to time.

(b) Order of termination under this sub-regulation shall not be made unless such officer has been given a reasonable opportunity of making a representation to the Bank against the proposed order.

(c) The decision to terminate the service of an officer employee under sub-regulation (a) above will be taken only by the Chairman and Managing Director.

(d) The officer employee shall be entitled to appeal against any order passed under sub-regulation (a) above by preferring an appeal within 15 days to the Board of Directors of theBank. If the appeal is allowed, the order under subregulation (a) shall stand cancelled. 17 of 50

(e) Where an officer employee whose services have been terminated and who has been paid an amount of three months' emoluments in lieu of notice and on appeal his termination is cancelled, the amount paid to him in lieu of notice shall be adjusted against the salary that he would have earned, had his services not been terminated and he shall continue in the Bank's employment on same terms and conditions as if the order of termination had not been\ passed at all.

(f) An officer employee whose services are terminated under sub-regulation (a) above shall be paid Gratuity, Provident Fund including employer's contribution and all other dues that may be admissible to him as per rules notwithstanding the years of services rendered.

(g) Nothing contained herein above will affect the Bank's right to retire an officer employee under regulation 19(1).

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PREQUISITS

a) MEDICAL EXPENSES:

On and from 01.11.93 reimbursement of medical expenses to an officer in the grade specified in column-1 of the table below and his family be made on the strength of the officers certificate of the expenses incurred , such expenses supported by a statement of accounts for the amounts claimed subject to the limit specified in column

Grade (1) Reimbursement

Junior management and middle management grade

Rs. 1,500/-

Senior management and top executives grade Rs. 2,000/-

NOTE:

(i) An officer may be allowed to accumulate unavailed medical aid so as not to exceed at any time three times the maximum amount provided above.(ii) For the year 1999, the reimbursement of medical expenses under the Medical Aid Scheme shall be enhanced proportionately for two months i.e. November andDecember 1999.

HOSPITALIZATION EXPENSES:

On and from 01.11.94, hospitalization charges will be reimbursed to the extent of 100% on the case of an officer and 75% in the case of his family members in respect of all cases which require hospitalization, reimbursement on the basis of bills. Vouchers, etc of expenses incurred shall be subject to celilings determined from time to time in accordance with the guidelines of the government.

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The officers or members of their families (as the case may be) are expected to secure admission in a Govt. Or Municipal Hospital or any private hospital (i.e. hospitals under the management of a trust, charitable institution or a religious mission). But in unavoidable circumstances the officers or their family members or both may avail themselves of the services of one of the approved private nursing homes or private hospitals approved by the Bank. Reimbursement in such cases should, however, be restricted to the amount which would have been reimbursable in case the patient was admitted to one of the hospitals mentioned above.

RESIDENTIAL ACCOMMODATION:

No officer shall be entitled as of right to be provided with residential accommodation by the bank. It shall , however .be open to the bank to provide residential accommodation on payment by the officer on and from 01.11.1994 a sum equal to 4%of the basic pay in first stage of the scale of pay in which he is placed or the standard rent for the accommodation whichever is less.

Provided that a further sum equal to 1%of basic pay in the stage of the scale of pay will be recovered by the bank frm an officet if furniture is provided at such residence.

LOAN FOR THE PURCAHSE OF CONVEYENCE:

The bank may grant to an officer confirmed I the bank’s service loans for the purchase of a motor car or the other conveyance, subject to such terms and conditions as the board may decide either generally or reference to any particular loan having regard to the guidelines of the government.

Entertainment Expenses & Club Membership Fees:The Bank may reimburse to an officer such entertainment expenses and such fees for membership of clubs and professional institutions as may be decided by the Board in accordance with guidelines of the Government.

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LEAVE

Kinds of leave

Subject to the grant of leave being determined by the exigencies of services an officer shall be eligible for the following kinds of leave:

1. Casual leave

2. Privilege leave

3. Sick leave

4. Special sick leave

5. Maternity leave

6. Extraordinary leave on loss of pay

7. Special casual leave and special leave

Casual Leave:

1. An officer shall be eligible for Casual Leave on full emoluments for 12 working days in a year provided that not more than four days casual leave may be availed of at any time.2. Casual leave not availed of in any year may be suffixed or prefixed to sick leave in the following year:

Privilege Leave:

2 . An officer shall be eligible for privilege leave computed at one day for every 11 days of service on duty provided that at the commencement of service, no privilege leave may be availed of, before completion of 11 months of service on duty.3. An officer on privilege leave shall be entitled tRo full emoluments for the period of leave.4. The period of privilege leave to which an officer is entitled at any time shall be the period which he had earned, less the period of the leave availed of.5. On and from 1.1.1990, privilege leave may be accumulated up to not more than 240 days except where leave has been applied for and it has been refused.6. An officer desiring to avail of privilege leave shall ordinarily give not less than 1 month's notice of his intention to avail of such leave.

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Sick Leave:

1. On and from 1.1.1989, an officer shall be eligible for 30 days of sick leave for each completed year of service subject to a maximum of 18 32 of 50 months during the entire service. Such leave can be accumulated upto 540 days during the entire service and may be availed of only on production of medical certificate by a medical practitioner acceptable to the bank or at the bank's discretion nominated by it at its cost.2. In respect of the period of sick leave, an officer shall be eligible to receive one half of the full emoluments. Provided that if an officer so desires, the Bank may permit him to draw full emoluments in respect of any portion of the sick leave granted to him twice the amount of such period on full emoluments being debited against sick leave account. Provided further that nothing contained in this Regulation shall affect the right of any officer to avail sick leave whether on full pay or half pay, which he may have to his credit and have earned upto appointed date under the terms and conditions of service obtaining in the Bank prior to the appointed date, notwithstanding that such accumulated sick leave may exceed the ceiling of 360 days fixed in sub-regulation (1) above.3. The Bank may require any officer desiring to resume duty on the expiry of sick leave, to produce medical certificate saying that he is fit for duty. Additional Sick Leave: On and from 1.1.1989, where an officer has put in a service of 24 years, he shall be eligible to additional sick leave at the rate of one month for each year of service in excess of 24 years subject to a maximum of three months of additional sick leave. Provided that in case of additional sick leave availed on or after 29th June, 1999 commutation of additional sick leave may be allowed in accordance with Sub-Regulation (2) of Regulation 34.

Maternity Leave:

1. On and from 1st day of April, 2000, leave up to a period of -6- months at a time may be granted by way of Maternity Leave including in respect of post-natal period or at the time of miscarriage or abortion or medical termination of pregnancy. Provided that not more than 12 months of such leave shall be available during the entire period of service of the officer.2. Leave may also be granted once during service to a childless female employee for legally adopting a child which is below one year of age till it reaches the age of one year, subject to a maximum period of two months on the following terms and conditions:-(i) Leave will be granted for adoption of only one child.(ii) The adoption of a child should be through a proper legal process and the employee should produce the adoption deed to the Bank for sanctioning such leave. 33 of 50 Extra-ordinary

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Leave: An officer shall be eligible for extra-ordinary leave on loss of pay for not more than 360 days during the entire period of service. Such leave may not be availed of except for sufficient reasons on more than 90 days at a time. Provided that in very special circumstances, the Board may grant extraordinary leave on loss of pay to an officer up to a total period of 720 days.

Special Casual Leave and Special Leave:

An officer may be granted special casual leave and any special leave asmay be decided by the Board in accordance with the guidelines of theGovernment.

Reimbursement of Expenses on Travel Expenses

1) On and from the date specified by the Board the following provisions shall apply whenever an officer is required to travel on duty: -i) An officer in Junior Management Grade may travel by 1st class or AC Sleeper by train. He may, however, travel by air (economy class) if so permitted by the Competent Authority, having regard to the exigencies of business or public interest.ii) An officer in Middle Management Grade may travel by 1st class or AC Sleeper by train. He may, however, travel by air (economy class) if the distance to be travelled is more than 500 kms. He may, however, travel by air (economy class) even for a shorter distance if so permitted by the Competent Authority, having regard to the exigencies of business or public interest.iii) An officer in Senior Management or Top Executive Grade may travel by train AC 1st Class or by air (economy class).iv) An officer in Senior Management or Top Executive Grade may travel by car between places not connected by air or rail provided that the distance does not exceed 500 kms. However, when a major part of the distance between the two places can be covered by air or rail only the rest of the distance should normally be covered by car.v) Any other officer may be authorised by the Competent Authority, having regard to the exigencies of business, to travel by his own vehicle or by taxi or by the Bank's vehicle.

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Terminal benefits:

Provident Fund1. Every officer shall become a member of the provident fund constituted by the Bank, unless he is already a member of that Fund and shall agree to be bound by the rules governing such fund.

Note:

‘Pay for the purpose of provident fund shall mean basic pay including stagnation increments officiating allowance, professional Qualification allowance and increment component of fixed personal allowance.

Gratuity

1. Every officer shall be eligible for gratuity on:(a) retirement(b) death(c) disablement rendering him unfit for further service as certified by a medical officer approved by the bank.(d) resignation after completing ten years continuous service; or(e) termination of service in any other way except by way of punishment after completion of -10- years of service.2. The amount of Gratuity payable to an officer shall be one month's pay for every completed year of service, subject to maximum of 15 months pay. Provided that where an officer has completed more than 30 years of service, he shall be eligible by way of Gratuity for an additional amount at the rate of one-half of a month's pay for each completed year of service beyond thirty years.

NOTE:

If the fraction of service beyond completed years of service is six months or more, gratuity will be paid pro rata for the period. Provided further that in respect of officers on the appointed date, they may be given an option either to adopt the above pattern regarding extra gratuity or to continue in the present system. Provided also that pay for the purpose of Gratuity of an officer who ceased to be in service during the period 1.4.1998 to 31.10.1999 shall be with regard to scale of pay as specified in sub-regulation (2) of Regulation 4.

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Transferability:

Transferability:Every officer is liable for transfer to any office or branch of the Bank or to any place in India. Joining Time on Transfer:

(ii) An officer shall be eligible for joining time on one occasion, and not exceeding seven days, exclusive of the number of days spent on travel, to enable him -

(a) To join a new post to which he is appointed while on duty in his old post; or

(b) To join a new post on return from leave.

(ii) During the joining time an officer shall be eligible to draw the emoluments as applicable to the place of transfer.

(iii) In calculating the joining time admissible to an officer, the day on which he is relieved from his old post shall be excluded, but public holidays following the day of his relief shall not be included in computing the joining time.

(iv) No joining time shall be admissible to an officer when the transfer does not involve a posting to a different place.

(iv) No joining time will be admissible to an officer when his posting is of a temporary nature, irrespective of the fact that the posting is to a place or station other than the one at which he is permanently posted.

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ACTS OF MISCONDUCT

24. A breach of any of the provisions of these regulations shall bedeemed to constitute a misconduct punishable under the Bank of 24A Prohibition of Sexual Harassment of Working Women:(1) No officer employee shall indulge in any act of sexual harassment of any woman at her work place.(2) Every officer employee who is in-charge of a work place shall take appropriate steps to prevent sexual harassment to any woman at such work place.

EXPLANATION:

For the purpose of this regulation, “sexual harassment” includes such unwelcome sexually determined behaviour (whether directly or otherwise) as-(a) physical contact and advances;(b) a demand or request for sexual favours;(c) sexually colored remarks;(d) showing pornography; or(e) any other unwelcome physical, verbal or non-verbalconduct of a sexual nature.

INTERPRETATION

25. If any question arises as to the application or interpretation of any of these regulations, it shall be referred to the Board for its decision

REPEAL AND SAVING

26.(1) Every rule, regulation, bye-law or every provision in any agreement or resolution corresponding to any of the regulations herein contained and in force immediately before the commencement of these regulations and applicable to the officer employees to whom these regulations are applicable is hereby repealed;(2) Notwithstanding such repeal any order made or action taken under the provisions so repealed shall be deemed to be made or taken under the corresponding provisions of these regulations.

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(DISCIPLINE AND APPEAL) REGULATIONS

In exercise of the powers conferred by section 19 of the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970 (5 of 1970), the Board of Directors of Bank of Baroda in consultation with the Reserve Bank and with the pervious sanction of the Central Government, hereby makes the following regulations, namely:

. SHORT TITLE AND COMMENCEMENT:

1. (i) These Regulations may be called Allahabad Bank Officer Employees’ (discipline and appeal) Regulations, 1976(ii) They shall come into force on 18th september, 1976.

APPLICATION:

. These Regulations shall apply to all officer employees of the bank but shall not apply to the Chairman of the bank;b) the Managing Director:c) any whole-time Director, if any;d) those who are in casual employment or paid fromcontingencies;e) the Award staff; andf) the officers on contract

MINOR PENALTIES:

(a) Censure,(b) Withholding of increments of pay with or without cumulative effect;(c) Withholding of promotion;(d) Recovery from pay or such other amount as may be due to him of the whole or part of any pecuniary loss caused to the Bank by negligence or breach of orders;(e) Reduction to a lower stage in the time scale of pay for a period not exceeding 3 years, without cumulative effect and not adversely affecting the officer’s pension.

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MAJOR PENALTIES

(f) Save as provided for in

(e) above reduction to a lower stage in the time scale of pay for a specified period, with further direction as to whether or not the officer will earn increments of pay during the period of such reduction and whether on the expiry of such period the reduction will or will not have the effect of postponing the future increments of his pay;

(g) Reduction to a lower grade or post;

(h) Compulsory retirement;

(i) Removal from service, which shall not be a disqualification for future employment;

(j) Dismissal, which shall ordinarily be a disqualification for future employment.

. SUSPENSION:

An officer employee may be placed under suspension by the competent authority-

(a) Where a disciplinary proceeding against him is contemplated or is pending; or(b) Where a case against him in respect of any criminal offence is under investigation, inquiry or trial.(2) An officer employee shall be deemed to have been placed under suspension by an order of the competent authority-(a) with effect from the date of his detention, if he is detained in custody, whether on a criminal charge orotherwise, for a period exceeding forty-eight hours;(b) with effect from the date of conviction, if in the event of a conviction for an offence, he is sentenced to a term of imprisonment exceeding forty-eight hours and is not forthwith dismissed or removed or compulsorily retired consequent to such conviction.

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PAY, ALLOWANCE AND TREATMENT OF SERVICE ONTERMINATION OF SUSPENSION

(1) Where the competent authority holds that the officer employee has been fully exonerated or that the suspension was unjustifiable, the officer employee concerned shall be granted the full pay to which he would have been entitled, had he not been suspended, together with any allowance of which he was in receipt immediately prior to his suspension, or may have been sanctioned subsequently and made applicable to all officer employees.

APPEAL:

(1) An officer employee may prefer an appeal to the Appellate Authority within 45 days from the date of receipt of the order imposing upon him any of the penalties specified in Regulation4 or against the order of suspension referred to in regulation 12. Provided that the Appellate authority may entertain the appeal after expiry of the said period, if it is satisfied that the applicant has sufficient cause for not preferring appeal in time.

The Appellate authority shall on receipt of the comments and records of the case from the authority whose order is appealed against, consider whether the order of suspension/ findings are justified or whether penalty is excessive or inadequate and pass appropriate orders. The Appellate authority may pass an order confirming, enhancing, reducing or setting aside the penalty/ suspension or remitting the case to the authority which imposed the penalty or to any other authority which imposed the penalty or to any other authority with such directions as it may deem fit in the circumstances of the case.

PERFRMANCE POTENTIAL

The potential or latent abilities of the officer to carry out higher level responsibilities are required to be assessed as part of the promotion procedure. At the junior personnel who areemployed mainly on routine operations first line supervisiors or managing small branches, resort shall be had to the interview method fo the purpose of assessment of this factor. For

promotion to the middle management grade also the interview method shall apply.

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The challenge of HR managers

Human Resource Management is much discussed in today's business world. But how well is it understood? In a world where people's competencies and skill sets are described in paragraphs rather than in a few words and where media reports of salaries make us do a double-take to ensure that seeing indeed believes, it is becoming increasingly challenging to manage this high potential we consider as the country's asset.

Over the past two decades, the world saw a complete makeover in the way Human Resource Management in organizations was defined, but in India, the change has been more prominent in the last decade or so, after liberalization.

Today, managing the expectations and motivations of a skilled workforce has brought with it attendant complexities in terms of the need for robust HR practices and organizational procedures.

Earlier considered a support function for any business, HRM today is required to take on a more strategic role in order to align itself with the organization's business strategies. Hence, the HR manager is expected to take on the mantle of a business partner along with managers of other line functions, in driving the firm's strategies.

The shift in focus from traditional HRM to strategic HRM was inevitable. Competitive advantage for an organization lies not just in differentiating a product or service or in becoming the low cost leader but in also being able to tap the company's special skills or core competencies and rapidly respond to customer's needs and competitor's moves. HR management can play a role in identifying and analyzing external opportunities and threats that may be crucial to the company's success. It is in a unique position to supply competitive intelligence that may be useful in the strategic planning process.

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Chapter-3

Research methodology

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Research Methodology

Research methodology is a way to systematically solve the research problem. When we talk of research methodology we not only talk of research methods but also consider the logic behind it. We use in the context of our research studies and explain why we are not using the other method so that research result is capable of being evaluated either by the researcher himself or by the others.

The purpose of this section is to describe the methodology carried out to complete the work. The effectiveness of any research work depends upon the correctness and effectiveness of the research methodology.

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OBJECTIVE OF THE STUDY

Establishing objective is an important and necessary step for conducting any activity. In which one has to collect the appropriate information, which is used to accomplish the goal. The study of the present survey is to study the perception of the employees at the Allahabad bank.

To study on which level the various Human Resource practices are followed in banks. To study the various satisfaction levels, compensation and reward policies in Allahabad

bank.

To study the ways in which job satisfaction, training and development, level in the Allahabad Bank.

To study the \ allowances, Remuneration that are paid by the government.

To study about the grievances and redressal of individual grievances, dispute and disciplinary procedure of the bank.

PLAN OF STUDY

Detailed and thorough study of the working of employees in the personnel department and other department of the bank

Detailed study of the various policies like Recruitment and Promotion guidelines, Transfer policy, terminal, promotional policies

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DATA COLLECTION

Data is defined as raw facts that need to be processed so that information is produced. For achieving useful results it is necessary to collect accurate data. If the data on the basis of which we reach to the accurate conclusion, is no correct. It is worthless to do survey So for getting the useful results of research it is very necessary to consider methods of collecting data and the quantity of information they be expected to produce.

Kinds of data collection

Primary Data Secondary Data

PRIMARY DATA

A data that is collected very first time to a specific purpose directly from the field of enquiry by engaging trained investigators, not have been use for any other purpose is called primary data.

SOURCES OF COLLECTING PRIMARY DATA

Self framed Questionnaires Sample

Personal Interview

Observation

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SECONDARY DATA

Secondary data are such numerical information, which have been already collect by some agency for a specific purpose and are subsequently compiled from the source of application in a different connection.

SOURCES OF COLLECTING SECONDARY DATA

Internet Magazine

Prior report of the company

Newspapers

Samples:

The research personally administered self framed questionnaire to 40 respondents for the purpose of collecting information on the views and perception of the employees regarding the HR practices in bank.

Total employees in Allahabad Bank Zonal Office were 40 employees. The research was personally conducted. The criteria for the selection of respondent was purely judgmental and conventional based. An effort was made by the researcher to contact persons with varied designation and age.

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SAMPLE DESIGN

DATA : Primary Data

FORMAT OF DESIGN : Self framed

Questionnaire

SAMPLE SIZE : 40 Employees

AREA : Allahabad Bank, Zonal Office

Clock tower, Dehradun

DATA COLLECTION METHOD : Through Questionnaires

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Chapter-4

Analysis and interpretation

1. HR practices was properly followed in all the areas of the bank

a) Agree-20b) Partially-15c) Disagree-5

INTERPRETATION:

Out of total 40 employees of the bank 50% of them think that HR practices was properly followed in the bank. While 37.5% of the employees thought that they was partially followed and sometime not followed. However 12.5% of the employees disagrees with the statement that it is not property followed in the bank.

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2. Perception of the employees regarding that, HR practices would help in increasing the morale of the employees

a) Agree-20b) Partially-15c) Disagree-5

INTERPRETATION:

Out of 49 employees 50% of the total employees think that proper implementation of the HR practices and policies in the bank helps in raising the morale of the employees. While 37.5% of them think that it is partially helpful in raising the morale of the employees. However 12.5% of the employees disagree with this statement that is helpful ad affective.

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3. Need and requirement for more training and development of the of the employees

a) Agree-35b) Partially-5c) Disagree-0

INTERPRETATION:

There are majority of the employees in the bank who agree that there is much requirement of the training and development requirement in the bank 87.5% of the employee agrees with this, while 12.5% of the employees thinks it is partially required in the bank.

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4. Proper annual performance appraisal of the employees , help in improving their efficiency

a) Agree-20b) Partially-15c) Disagree-5

INTERPRETATION:

Out of 40 employees of the bank 50% of them think that annual performance appraisal is very effective and helpful for the employees to improve their efficiency. Whereas 37.5% of the employees think that it is partially effective and helpful for the workers. However 12.5% of the employees think it is not at all improve the outcome of the employees.

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5. All the reimbursement and allowance provided by the bank to its employees is sufficient

a) Agree-0b) Partially-2c) Disagree-38

INTERPRETATION:

No one agrees with this that the reimbursement and allowance is sufficient for them All the employees in the bank disagree with the statement that the reimbursement and allowance which are provided by the bank is sufficient for them. Out of 40 employees 95% of the employees think that the benefits and allowance is not enough for them. While only 5% of them partially agrees with the statement. They think these allowances should be increased.

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6. There is fair evaluation system to measure the performance of the employees of the bank

a) Agree-5b) Partially-30c) Disagree-5

INTERPRETATION:

Majority of the employees in the bank only partially agree with this that they are fairly evaluated.75% of them think that fair evaluation system does not properly work while the evaluation.12.5 % of the employees of the bank agree with this statement and 12.5 % of them disagree with this.

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7. Proper examination of grievances and redressal of individual grievances is done

a) Always -5b) Sometimes-35c) Never- 0

INTERPRETATION:

Only 12.4% of the employees in the bank agree with this that there is proper examination of the grievances and the redressal of the individual. While 87.5% of the employees think that only sometime the examination of the individual grievances and redressal takes place.

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8. There is happy , healthy and safety environment in the workplace

a) Agree-10b) Partially-20c) Disagree-10

INTERPRETATION:

25% of the employees of the bank thinks and agree with that there is happy, healthy and safety environment in the workplace. Whereas majority of the thinks that is only partially happy healthy and safety place of them there is 50% of them who only partially agree with this. However 25% on the employees think that it is nor the happy and safe place for them.

9. The bank takes proper measures in case of the act of misconduct by the employees

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a) Always -10b) Sometimes-25c) Never- 5

INTERPRETATION:

Out of 40 employees of the bank, only 25% of the employees thinks that bank take proper action against employees during the act of misconduct. Whereas 62.5% of the employees thinks then only sometimes action is taken by the bank for the misconduct act.12.5% of the employees think that bank never take any action and proceedings against those employees.

10. Terminal benefits provided by the bank are satisfactory and more than enough for the employees

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a) Agreeb) Partiallyc) disagree

INTERPRETATION:

Out of 40 employees of the bank only 12.5% of the employees agrees with the statement that terminal benefits which are provided are sufficient and more than enough for them. Whereas 50% of the employees only have partial opinion n this.32.5% of the employees disagrees with this. They think that it is not sufficient and enough for them.

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FINDINGS

1. In the survey of HR practices at the Allahabad bank of 40 employees, it was found that, the employees of the bank are only partially satisfied with the HR practices of the bank. Bank need to more work upon the policies and practices which are followed.

2. But in some fields it has been interpreted that it needs more proper training and development practices for the improvement work in the work of the employees.

3. It has also found out that the allowances and remuneration which are paid to the employees are less and not sufficient for them. The evaluation systems of the performance of the employees are not properly working as many employees partially agree to the fair of the evaluation system.

4. The bank do not have healthy, safe and happy working environment.

5. Terminal benefits are also not enough which are paid to the employees.

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LIMITATIONS OF THE STUDY

While conducting the survey certain limitations was found. When the respondent was

giving the answers

1. The information provided by the workers is not definitely true

2. The workers hesitate disclosing the true facts in order to secure their job.

3. There is no measure to check out whether the information provided by the employee was correct or not.

4. Employees are busy so that they are not able to give their best response at a time.

5. Only limited time was given which was not enough to bring out the real outcomes and adequate to bring clear nature of behavior of people

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CONCLUSION

Careful observation of human resource survey reveals the fact that the employees of Allahabad bank are satisfied with their job in the organization but to some extent there is level of dissatisfaction also. On the part on the remuneration and allowances there is highly level of dissatisfaction. The working environment is also not as good as it should be. Descriptive index says that they are happy with the job content. From the survey we came to know that by the proper allowances and benefits towards the employees of the bank. It will enhance their working abilities. Assuring job satisfaction over the long-term requires careful planning and effort both by management and by employees.

On the part of the other terminal benefits, awards, and promotions employees have partial view towards it.

. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority.

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RECOMMENDATION

Training and development program should be properly conducted and provided to the employees so the bank to increase the accuracy and working level.

The employees need motivation so that they can work n the more enthusiasm.

The allowances and remuneration should be increased so that it can increase their morale and working level.

Proper terminal benefits should be paid and grievances and redressal of grievances should be redressed.

The working environment of the bank is not according to the employees level of satisfaction so it should be improved so that employees can feel the level of comfort while working in the bank.

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BIBLIOGRAPHY

HR PRACTICES IN BANK -: WIKIPEDIA

ALLAHABAD BANK ANNUAL REPORT

MAGAZINES OF ALLAHABAD BANK

WEBSITE:- www.allahabadbank.com

Kothari C.R. research methodology

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Annexure

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HR Practices Questionnaire

Dear respondent,

This survey is being done to have a better understanding of employees’ opinion about the Human Recourse Policies about the Allahabad Bank. This information will be used only for academic purposes and will be kept strictly confidential.

Designation______________

Department ______________

Questionnaire of HR practices in Allahabad bank

1. HR practices are properly followed in all the areas of the banka) Yes b) Sometime c) No

2. Proper implementation of HR practices helps in raising the morale of the employeesa) Agree b) partially c) disagree

3. need and requirement for more training and development of the of the employeesa) Agree b) partially c) disagree

4. Proper annual performance appraisal of the employees , able to improve their outcomea) Agree b) partially c) disagree

5. All the reimbursement and allowance provided by the bank to its employees is enougha) yes b) partially c) no

6. Proper following of all the HR practices by the bank will benefit the employeesa) yes b) partially c) no

7. Disciplinary procedure of the bank is effective enough to maintain the discipline and decorum in the workplace

a) Agree b) partially c) disagree

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8. Terminal benefits provided by the bank are satisfactory and more than enough for the employees

a) Agree b) partially c) disagree

9. The bank takes proper measures in case of the act of misconduct by the employeesa) Always b) sometimes c) never

10. The measurement of the performance potential of the employees is done by the bank for further promotion process

a) Always b) sometimes c) never

11. Proper examination of grievances and redressal of individual grievances is donea) Always b) sometimes c) never

12. There is happy , healthy and safety environment in the workplacea) Agree b) partially c) disagree

13. There is fair evaluation system to measure the performance of the employees of the bank

a) Agree b) partially c) disagree

14. The compensation, benefit and reward management is beneficial for the employees of the bank

a) Agree b) partially c) disagree

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