International Journal of Education and Management Studies

Nayanika Singh ¹, Sapna Jain ²

Affiliations
1 Department of Psychology, DAV College, Chandigarh, IN
2 Department of Commerce, DAV College, Chandigarh, IN

Abstract

Every organisation seeks to optimise the performance of their human resources in order to increase the performance of their employees as well as the organisation. For this HRD policy including trainiin g and development, performance appraisal, rewards and recognition, organisation development and career planning play a significant role in managing and sustaining the organisation performance. The role of performance appraisal and constructive feedback help in enforcing the objective of the organisation. The application of self-efficacy in employees in organisational setting in relation to performance appraisal can help in setting and achieving more realistic targets for which there is dearth of a comprehensive review of literature. Keeping this in mind, the present research work was carried out with the purpose of assessing the effectiveness level of self efficacy and performance appraisal among employees of banks. The sample consisted of 100 bank employees, age ranging from 24 to 40 years drawn randomly from banks (Government and Private sector), from the tri-city (Chandigarh, Mohali & Panchkula). Results of the present investigation indicate that a significant difference was found on self-efficacy and performance appraisal among government and private bank employees, where private sector bank employees were found to be higher than their government sector counter parts on both self-efficacy and performance appraisal.

Keywords

Self-Efficacy, Performance Appraisal, Private and Government Bank Employees.

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Sapna Jain ¹

Affiliations
1 Department of Commerce, DAV College, Chandigarh, IN

Abstract

All organizations use different types of resources as men, money, material, machinery, methods, but the human resource is the only alive and the most valuable resource of the organisation. All other factors of production are non alive factors. The working of these non alive factors is directly linked with the working of the only alive factor ie., Human resources. This is the only alive factor that appreciates with time. It is through better utilization of human resources only we can perform better in any of the functional area. All the functional areas like Marketing, Finance, Production, Research breath, act, and react through human resources only. To perform and to fight competitive potential, organization require approaches to people development and management that provide workers with higher levels of skills and the ability to unlock their hidden potential. This study views the banking industry as a knowledge intensive sector which nurtures the idea that banking sector relies on specialist knowledge or expertise, rightly called knowledge worker. The development of this resource through proper training effort on the part of organization is necessary. This study aims to explore the proposed relationship between training practices in banks and its impact on job satisfaction of knowledge workers.

Keywords

Training and Development, Knowledge Workers, Job Satisfaction.

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