Career planning and development

INTRODUCTION
MEANING OF CAREER:
A Career has been defined as the sequence of a person's experiences on different jobs over
the period of time. It is viewed as fundamentally a relationship between one or more
organizations and the individual. To some a career is a carefully worked out plans for self
advancement to others it is a calling-life role to others it is a voyage to self discovery and to
still others it is life itself.
A career is a sequence of positions/jobs held by a person during the course of his working
life.
According to Edwin B. Flippo,A career is a sequence of separate but related work activities
that provide continuity, order and meaning to a persons life.
According to Garry Dessler, The occupational positions a person has had over many years.
Many of today's employees have high expectations about their jobs. There has been a general
increase in the concern of the quality of life. Workers expect more from their jobs than just
income. A further impetus to career planning is the need for organizations to make the best
possible use of their most valuable resources the people in a time of rapid technological
growth and change.

CAREER DEVELOPMENT
Career development, both as a concept and a concern is of recent origin. The reason for this
lack of concern regarding career development for a long time, has been the careless,
unrealistic assumption about employees functioning smoothly along the right lines, and the
belief that the employees guide themselves in their careers. Since the employees are
educated, trained for the job, and appraised, it is felt that the development fund on is over.
Modern personnel administration has to be futuristic, it has to look beyond the present tasks,
since neither the requirements of the organization nor the attitudes and abilities of employees
are constant. It is too costly to leave 'career' to the tyranny of time and casualty of
circumstances, for it is something which requires to be handled carefully through
systematization and professional promoting. Fortunately, there has lately been some
appreciation of the value of career planning and acceptance of validity of career development
as a major input in organizational development.
Career development refers to set of programs designed to match an individuals needs,
abilities, and career goals with current and future opportunities in the organization. Where
career plan sets career path for an employee, career development ensures that the employee is
well developed before he or she moves up the next higher ladder in the hierarchy.
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CAREER PLANNING
Career Planning is a relatively new personnel function. Established programs on Career
Planning are still rare except in larger or more progressive organizations.
Career Planning aims at identifying personal skills, interest, knowledge and other features;
and establishes specific plans to attain specific goals.
Aims and Objectives of Career Planning:
Career Planning aims at matching individual potential for promotion and individual
aspirations with organizational needs and opportunities. Career Planning is making sure that
the organization has the right people with the right skills at the right time. In particular it
indicates what training and development would be necessary for advancing in the career
altering the career path or staying in the current position. Its focus is on future needs and
opportunities and removal of stagnation, obsolescence, dissatisfaction of the employee.

OBJECTIVE OF CAREER PLANNING

To attract and retain the right type of person in the organization.

To map out career of employees suitable to their ability and their willingness to be
trained and developed for higher positions.
To have a more stable workforce by reducing labour turnover and absenteeism.
It contributes to man power planning as well as organizational development and
effective achievement of corporate goals.
To increasingly utilize the managerial talent available at all levels within the
organization.
To improve empl oyee morale and motivation by matching skills to job
requirement and by providing opportunities for promotion.
It helps employee in thinking of long term involvement with the organisation.
To provide guidance and encourage employees to fulfill their potentials.
To achieve higher productivity and organizational development.
To ensure better use of human resource through more satisfied and productive
employees.
To meet the immediate and future human resource needs of the organisation on the
timely basis.

NEED FOR CAREER PLANNING

To desire to grow and scale new heights.

Realize and achieve the goals.
Performance measure.
High employee turnover.
To educate the employees
It motivates employees to grow.

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It motivates employees to avail training and development.

It increases employee loyalty as they feel organization cares about them.

ADVANTAGES OF CAREER PLANNING AND DEVELOPMENT

In fact both individuals and the organization are going to benefit from career planning and
development. So the advantages are described below:

For Individuals
1. The process of career planning helps the individual to have the knowledge of various
career opportunities, his priorities etc.
2. This knowledge helps him select the career that is suitable to his life styles, preferences,
family environment, scope for self-development etc.
3. It helps the organization identify internal employees who can be promoted.
4. Internal promotions, up gradation and transfers motivate the employees, boost up
their morale and also result in increased job satisfaction.
5. Increased job satisfaction enhances employee commitment and creates a sense
of belongingness and loyalty to the organization.
6. Employee will await his turn of promotion rather than changing to another organization.
This will lower employee turnover.
7. It improves employees performance on the job by taping their potential abilities and
further employee turnover.
8. It satisfies employee esteem needs.

For Organizations
A long-term focus of career planning and development will increase the effectiveness of
human resource management. More specifically, the advantages of career planning and
development for an organization include:
1. Efficient career planning and development ensures the availability of human resources with
required skill, knowledge and talent.
2. The efficient policies and practices improve the organizations ability to attract and retain
highly skilled and talent employees.
3. The proper career planning ensures that the women and people belong to backward
communities get opportunities for growth and development.
4. The career plan continuously tries to satisfy the employee expectations and as such
minimizes employee frustration.
5. By attracting and retaining the people from different cultures, enhances cultural diversity.
6. Protecting employees interest results in promoting organizational goodwill.

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CAREER PLANNING AND DEVELOPMENT PROCESS

Chart1.1: Career planning & Development process

1. Identifying individual needs and aspirations:

Its necessary to identify and communicate the career goals, aspiration and career anchors of
every employee because most individuals may not have a clear idea about these. For this
purpose, a human resource inventory of the organization and employee potential areas
concerned.
2. Analyzing career opportunities:
The organizational set up, future plans and career system of the employees are analyzed to
identify the career opportunities available within it. Career paths can be determined for each
position. It can also necessary to analyze career demands in terms of knowledge, skill,
experience, aptitude etc.
3. Identifying match and mismatch:
A mechanism to identifying congruence between individual current aspirations and
organizational career system is developed to identify and compare specific areas of match and
mismatch for different categories of employees.
4. Formulating and implementing strategies:
Alternative action plans and strategies for dealing with the match and mismatch are
formulated and implemented.
5. Reviewing career plans:
A periodic review of the career plan is necessary to know whether the plan is contributing to
effective utilization of human resources by matching employee objectives to job needs.
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Review will also indicate to employees in which direction the organization is moving, what
changes are likely to take place and what skills are needed to adapt to the changing needs of
the organization

CAREER PLANNING & DEVELOPMENT STAGES

1. Exploration
Almost all candidates who start working after college education start around mid-twenties.
Many a time they are not sure about future prospects but take up a job in anticipation of
rising higher up in the career graph later. From the point of view of organization, this stage is
of no relevance because it happens prior to the employment. Some candidates who come
from better economic background can wait and select a career of their choice under expert.
2. Guidance from parents and well-wishers. Establishment
This career stage begins with the candidate getting the first job getting hold of the right job is
not an easy task. Candidates are likely to commit mistakes and learn from their mistakes.
Slowly and gradually they become responsible towards the job. Ambitious candidates will
keep looking for more lucrative and challenging jobs elsewhere. This may either result in
migration to another job or he will remain with the same job because of lack of opportunity.
3. Mid-Career stage
This career stage represents fastest and gainful leap for competent employees who are
commonly called climbers. There is continuous improvement in performance. On the other
hand, employees who are unhappy and frustrated with the job, there is marked deterioration
in their performance. In other to show their utility to the organization, employees must
remain productive at this stage. climbers must go on improving their own performance.
Authority, responsibility, rewards and incentives are highest at this stage. Employees tend to
settle down in their jobs and job hopping is not common.
4 .Late-Career stage
This career stage is pleasant for the senior employees who like to survive on the past glory.
There is no desire to improve performance and improve past records. Such employees enjoy
playing the role of elder statesperson. They are expected to train younger employees and earn
respect from them.
6. Decline stage

This career stage represents the completion of ones career usually culminating into
retirement. After decades of hard work, such employees have to retire. Employees who were
climbers and achievers will find it hard to compromise with the reality. Others may think of
life after retirement

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LIMITATIONS OF CAREER PLANNING & DEVELOPMENT

Despite planning the career, employees face certain career problems. They are:
1. Dual Career Families:With the increase in career orientation among women, number of female employees is on
increase. With this, the dual career families have also been on increase. Consequently, one of
those family members might face the problem of transfer. This has become a complicated
problem to organizations. Consequently other employees may be at disadvantage.

2 .Low ceiling careers:Some careers do not have scope for much advancement. Employees cannot get promotions
despite their career plans and development in such jobs.
3. Declining Career Opportunities:Career opportunities for certain categories reach the declining stage due to the influence of
the technological or economic factors. Solution for such problem is career shift.
4. Downsizing and careers:Business process reengineering, technological changes and business environmental factors
force the business firms to restructure the organizations by and downsizing. Downsizing
activities result in fixing some employees, and degrading some other employees.5. Career
planning can become a reality when opportunities for vertical mobility are available.
Therefore, it is not suitable for a very small organization.
5 .Others:Several other problems hamper career planning. These include lack of an integrated human
resources policy, lack of a rational wage structure, absence of adequate opposition of trade
unions, lack of a good performance reporting system, ineffective attitudinal surveys, etc.

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Chapter-2
REVIEW OF LITERATURE
A literature review is a description of the literature relevant to a particular field or
topic. It gives an overview of what has been said, who the key writers are, what are the
prevailing theories and hypotheses, what questions are being asked, and what methods and
methodologies are appropriate and useful. As such, it is not in itself primary research, but
rather it reports on other findings

High impact career development

By: Bonnie Hagemann ( CEO, Executive development associates, Inc., Oklahoma city,
USA)
As todays work place evolves companies are forced to make changes within the organization
in order to keep up trends in the workplace. In a recent study, the BCG partnering with the
society for HRM, identified eight new trends in the workplace and how companies should
approach these changes. These can be categorized into three groups:Development and retaining talent
Managing talent
improving leadership
managing balance between the employees personal life
Anticipating change
Managing demographics
Managing change in cultural transformation
Enabling the organization
Globalization
Creating an environment of learning
Transforming hr departments into strategic partners

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Chapter 3
RESEARCH METHODOLOGY
Research comprises defining and redefining problems, formulating, hypothesis or suggested
solutions; collecting, organizing and evaluating data, making deductions and at last carefully
testing the conclusions to determine whether they fit the formulating hypothesis or not.
Research is an important pre-requisite for a dynamic organization. The research methodology
is a written game plan for conducting research. It may be understood as science of studying.
In it the various steps are described that are adopted by a researcher in studying his research
problems.

Research design:
A research design is purely and simply the frame work of plan for a study that guides the
collection and analysis of data. It is a blue print for a complete study. It resembles the
architects blue print map for constructing a house. There are three types of research design
namely.

Exploratory
Descriptive
Causative

The type of research carried out for this project is Descriptive in nature.
Descriptive Research Studies a r e t h o s e s t u d i e s , w h i c h a r e c o n c e r n e d w i t h
specific predictions, with narration of facts and characteristics concerning
individual, group or situation or used to describe the phenomena already exists.
The main characteristic of this method is that the researcher has no control over the variables;
he can only report what has happened or what is happening. The methods of research utilized
in descriptive research are survey methods of all kinds, including comparative and co
relational methods.

AREA OF STUDY
The units selected for the purpose of study are hundred employees
from different banks

SAMPLING DESIGN
I.A sample design is a definite plan for obtaining a sample from a given population.
The sample of 100 employees is taken.
The population: - the employees were categorized as middle level and low level employees
II. Sampling Unit
Individual employees from different banks
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III. Sample Size

This refers to the some chosen units out of whole population. Although large samples are
more reliable but due to shortage of time some representative of these different banks had
been selected.
Sample size: the target group included respondents drawn from Indian bank, union bank of
India, state bank of India, Indian overseas bank and 100 employees were taken as the sample
respondent.
IV. Sampling Technique
This refers to procedure by which the samples have been chosen for the purpose of data
collection.
Judgmental Sampling technique was used in which researcher choose any item from the whole
population which he thinks or take as the typical and true representative of the population.

STEPS OF METHODOLOGY USED

1. collection of data
2.organisation of data
3.presentation of data
4.analysis of data.

DATA COLLECTION
The task of data collection begins after a research problem is being defined and research
design chalked out.
Data types:

a) Primary Sources
The primary data are those which are collects fresh and for the first time, and thus happen to
be original in character.
The primary source of collecting the data was through
interview method in which the researcher personally interviewed the respondents.
Direct observation was made to understand the commitment among employees.
Each respondent was asked to fill a questionnaire covering the personal data of the
respondents such as age, year of experience, income. The questionnaire also included
dimensions relating to organizational commitment among employees. The time duration to
fill the questionnaire was 15-20 minutes.

b) Secondary Sources

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The secondary data are those which have already been collected by someone and which have
already been passed through the statistical process.
Data is also collected from:i. HR Manual.
ii. Various Books, Magazines.
iii. Internet.

OBJECTIVES OF THE STUDY

1. To study the impact of organizational support on career planning and development of
employees.
2. To study the career planning of employees in banking industry.
3. To analyze the awareness of the employees about their career and its development.
4. To suggest appropriate measures to improve the efficiency of employees.

LIMITATIONS OF THE STUDY

1. The study was restricted to banking industry .
2. This study is conducted with a sample size of 100 respondents. hence the findings of
this study cannot be generalized.
3. The findings of this study are subject the bias and prejudice of the respondents. Hence
objectivity cannot be ensured.
4. The accuracy of finding is limited by the accuracy of the statistical tools used for the
analysis .

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INDUSTRY PROFILE
Banking industry:
India has a strong and vibrant banking sector comprising state-owned banks, private sector
banks, foreign banks, financial institutions and regional banks including cooperative banks,
rural banks and local area banks. In addition there are non-banking financial companies
(NBFCs), housing finance companies, Nidhi companies and chit fund companies which play
the
role
of
financial
intermediaries.
Since the launch of the economic liberalisation and global programme in 1991, India has
considerably relaxed banking regulations and opened the financial sector for foreign
investment. India is also committed to further open the banking sector for foreign investment
in pursuance to its commitment to the World Trade Organisation (WTO).
As monetary authority of the country, the Reserve Bank of India (RBI) regulates the banking
industry and lays down guidelines for day-to-day functioning of banks within the overall
framework of the Banking Regulation Act, 1949, Foreign Exchange Management Act, 1999
and
Foreign
Direct
Investment
(FDI)
policy
of
the
government..
State-owned

banks

The Indian banking sector is dominated by 28 state-owned banks which operate through a
network of about 50,000 branches and 13,000 ATMs. The State Bank of India (SBI) in the
largest bank in the country and along with its seven associate banks has an asset base of about
Rs. 7,000 billion (approximately US$150 billion). The other large public sector banks are
Punjab National Bank, Canara Bank, Bank of Baroda, Bank of India and IDBI Bank.
The public sector banks have overseas operations with Bank of Baroda topping the list with
51 branches, subsidiaries, joint ventures and representative offices outside India, followed by
SBI (45 overseas branches/offices) and Bank of India (26 overseas branches/offices). Indian
banks, including private sector banks, have 171 branches/offices abroad.
SBI is present in 29 countries followed by Bank of Barod (20 countries) and Bank of India
(14
countries).
Private sector banks India has 29 private sector banks including nine new banks which were
granted licences after the government liberalised the banking sector. Some of the well known
private sector banks are ICICI Bank, HDFC Bank and IndusInd Bank. Yes Bank is the latest
entrant
to
the
private
sector
banking
industry.
In terms of reach the private sector banks with an asset of over Rs 5,700 billion (about
US$124 billion) operate through a network of 6,500 branches and over 7,500 ATMs.

Foreign banks:
As many as 29 foreign banks originating from 19 countries are operating in India through a
network of 258 branches and about 900 ATMs. With total assets of more than Rs 2,000 billion
( about 44 billion US dollars) they are present in 40 centres across 19 Indian states and Union
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Territories. Some of the leading international banks that are doing brisk business in India
include Standard Chartered Bank, HSBC Bank, Citibank N.A. and ABN-AMRO Bank. In
addition, 31 foreign banks (as on September 15, 2006) belonging to 14 countries were
operating in India through their representative offices.
Foreign banks operating in India:
1 . ABN-AMRO Bank N.V. (24 branches)
2 . Abu Bhabi Commercial Bank Ltd. (2 branches)
3. Arab Bangladesh Bank Ltd. (1 branch)
4. American Express Bank (7 branches)
5. Antwerp Diamond Bank N.V. (1 branch)

Regional bank
Rural areas in India are served through a network of Regional Rural Banks (RRBs), urban
cooperative banks, rural cooperative credit institutions and local area banks. Many of these
banks are not doing well financially and the government is currently engaged in restructuring
and consolidating them. Local area banks were of recent origin and as on March 31, 2006
four such banks were operating in the country.
Financial institutions India has seven major state-owned financial institutions which include
Industrial Development Bank of India (IDBI), Industrial and Financial Corporation of India
(IFCI), Tourism Finance Corporation of India (TFCI), Exim Bank, Small Industries
Development Bank of India (SIDBI), National Bank for Agriculture and Rural Development
(NABARD) and National Housing Bank (NHB). These institutions provide term loans and
arrange refinance. There are also specialised institutions like the Power Finance Corporation
(PFC), Indian Railway Finance Corporation (IRFC), Infrastructure Development Finance
Company (IDFC) and state-level financial corporations. Non-banking financial companies
India also has a vibrant NBFC sector comprising 13,000 NBFCs that are registered with the
RBI and fund activities like equipment leasing, hire purchase etc. Out of the total about 450
NBFCs are allowed by the RBI to collect funds from the public. Large NBFCs have an asset
base of about Rs 3,000 billion (about 65 billion US dollars).

Recent developments:
State Bank of India has acquired 76 per cent stake in Giro Commercial Bank, a Kenyan bank
for US$7 million.
Bank of Baroda is planning to acquire a bank in Africa to consolidate its presence in the
continent.
Canara Bank is helping Chinese banks recover their huge non-performing assets (NPA).
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ICICI bank is in the process of taking over Sangli Bank, a private sector bank based in
Maharashtra.
The RBI has recently allowed the Commonwealth Bank of Australia, Banche Popolari unite
S.c.r.l. (based in Italy), Vneshtorgbank (Russian trade bank), Promsvyazbank (Russian
commercial bank), Banca Popolare di Vicenza (Italian bank), Monte Dei Paschi Di Siena
(Italian bank) and Zurcher Kantonalbank (Swiss bank) to set up representative offices in
India.

GOVERNMENT REGULATIONS:
Although the banking companies are registered under the Companies Act, 1956 they are
regulated by the RBI which grants licence to companies for operating a bank, opening
branches and off site ATMs, fixes statutory liquidity ratio (SLR) and cash reserve ratio
(CRR), and lays down other conditions for day-to-day operations. The RBI permission is also
needed for board level appointments in banks.
With regard to interest rates, individual banks are free to fix rates with the exception of
savings bank rate which is decided by the RBI. The individual banks are free to fix lending
rates...

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Chapter-4
COLLECTION AND ANALYSIS OF DATA
DATA CLASSIFICATION
Table 4.1 shows the data classification of the respondents
S.NO

Particulars

factor

No
of Percentage
respondent

Age

75
25

75%
25%

Gender

Adult
(2140)yrs
Mid-life(4055)
Male
Female

63
37

63%
37%

Marital status

Married
Unmarried

60
40

60%
40%

Qualification

B.com
B.A
M .com
others

30
32
25
23

30%
32%
25%
23%

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Percentage analysis:
Table 4.2.1 views of the respondents about attaining objectives
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
56
27
15
2
0
100

Chart 4.2.1
Attaining objectives

No of respondents
Strongly Agree

Agree

Disagree

Strongly disagree

15%

27%

Neutral

2%

56%

INTERPRETATION:

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Percentage
56
27
15
2
0
100

From the above chart it is found that most of the employees strongly agreed to their attaining
career objectives, whereas none was strongly disagreeing in doing so.Table :4.2.2 view of
respondents in doing the work even when they dont like
options
a.
b.
c.
d.
e.

Strongly Agree
Agree
Neutral
Disagree
Strongly
disagree
Total

No
of percentage
respondents
15
15
42
42
33
33
7
7
3
3
100

100

Chart 4.2.2
Doing work even when they dont like

Chart Title
No of respondents
Strongly disagree
Disagree

percentage

3
3
7
7
33
33

Neutral

42
42

Agree
Strongly Agree

15
15

INTERPRETATION:

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From the above table it is observed that 42% of the employees agreed to doing work even
when they dislike it while only 3% strongly disagreed with the statement.Table 4.2.3 view of
respondents about giving their abilities to the organization
options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
60
43
7
0
0
100

Chart 4.2.3
Giving their abilities to the organization

Chart Title
120
100
Percentage

80

No of respondents

60
40
20
0
Strongly Agree

Neutral

Strongly disagree

INTERPRETATION:

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Percentage
60
43
7
0
0
100

From the above table it is found 60% of the respondents strongly agreed to using their
abilities for the organization.43% agreed whereas none of the respondent disagreed to the
statement.Table 4.2.4 view of respondents about completing their work on time
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
22
37
19
18
4
100

Chart 4.2.4
completing their work on time

Chart Title
40
35
30
25
20
15
10
5
0

percentage

D
is
ag
re
e

St
ro
ng
ly

Ag
re
e

Axis Title

No of respondents

INTERPRETATION:

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percentage
22
37
19
18
4
100

From the above table it is interpretated that 22% of the employees strongly agreed to
completing their job on time, 37% strongly agreed, 19% remained neutral, 18% and 4%
disagreed and strongly diaagreed respectively in conpleting their job on time.Table 4.2.5 view
of respondents on usage of skills
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
27
34
14
20
5
100

percentage
27
34
14
20
5
100

Chart 4.2.5
Usage of skills
35
30
25
20

of
re
sp
on
de
nt
s

15
10
5

percentage

N
D
is
ag
re
e

St
ro
ng
ly

Ag
re
e

No of respondents

INTERPRETATION:
From the above table it is analysed that the respondents strongly agreeing to using their skills
are 27%, agreed 34%, 14% neither agreed nor disagreed.

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Table 4.2.6 view of respondents in involving in lot of activities as part of the job
options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
30
35
15
15
7
100

percentage
30
35
15
15
7
100

Chart 4.2.6
Involving in lot of activities as part of the job

40
35
30
25
No of respondents

20

percentage

15
10
5
0
0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5

INTERPRETATION:

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From the above chart it is found that 30% of the employees strongly agreed to involving
themselves in activities, whereas 7% was strongly disagreeing in doing so.Table 4.2.7 view of
respondents on positions offering comfortable fit
options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
15
27
7
33
18
100

percentage
15
27
7
33
18
100

Chart 4.2.7
Positions offering comfortable fit
35
30
25
20

of
re
sp
on
de
nt
s

15
10
5

N
D
is
ag
re
e

St
ro
ng
ly

Ag
re
e

INTERPRETATION:

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No of respondents
percentage

From the above table it is interpretated that 15% of the employees strongly agreed on
positions offering comfortable fit, 27% strongly agreed, 7% remained neutral, 33% and 18%
disagreed and strongly disagreed respectively on positions offering comfortable fit.Table
4.2.8 view of respondents on awareness of career planning
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
12
27
20
25
15
100

Chart 4.2.8
Awareness of career planning

Chart Title
Strongly Agree

Agree

Disagree

Strongly disagree
15%

Neutral

12%

15% 12%
27%27%

25%25%
20%
20%

INTERPRETATION:

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Percentage
12
27
20
25
15
100

From the above chart it is found that 12% of the employees strongly agreed to having
awareness of career planning activities, whereas 15% was strongly disagreeing in doing
so.Table 4.2.9 view of respondents on their freedom in their job
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
18
32
10
27
13
100

percentage
18
32
10
27
13
100

Chart 4.2.9
Freedom in their job
35
30
25
20

No of respondents

15

percentage

10
5
0
Strongly Agree

Neutral

Strongly disagree

INTERPRETATION:
From the above table it is analysed that the respondents strongly agreeing to having freedom
in doing their job are 18%, agreed 32%, 10% neither agreed nor disagreed, 27%disagreed
and 13% strongly disagreed .

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Table 4.2.10 view of respondents in taking risk in their job

Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
27
31
8
20
14
100

percentage
27
31
8
20
14
100

Chart 4.2.10
Taking risk in the job
35
30
25
20

of
re
sp
on
de
nt
s

15
10
5

N
D
is
ag
re
e

St
ro
ng
ly

Ag
re
e

INTERPRETATION:

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No of respondents
percentage

From the above table it is interpretated that 27% of the employees strongly agreed totaking
risk in their job, 31% strongly agreed, 16% remained neutral, 20% and1 4% disagreed and
strongly disagreed respectively in taking risk.Table 4.2.11 view of respondents opportunities
for advancement
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
21
45
21
11
2
100

Chart 4.2.11
Respondents opportunities for advancement

No of respondents
Strongly Agree

Agree

Disagree

Strongly disagree

11% 2% 21%
21%

45%

INTERPRETATION:

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Neutral

percentage
21
45
21
11
2
100

From the above chart it is found that 21% of the employees strongly agreed to having
opportunities for advancement , whereas only 2% was strongly disagreeing to it.Table 4.2.12
view of respondents on reward and recognisation
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
35
52
16
3
2
100

Percentage
35
52
16
3
2
100

Chart 4.2.12
Reward and recognisation

Strongly disagree
Disagree
Neutral
Agree
Strongly Agree
0

10

20

30

No of respondents

40

Percentage

INTERPRETATION:

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50

60

From the above table it is analyzed that the respondents strongly agreeing to having reward
and recognisation are 35%, agreed 52%, 16% neither agreed nor disagreed, 3%disagreed
and 2% strongly disagreed.Table 4.2.13 view of respondents on encouragement for good
performance
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
32
43
15
7
3
100

percentage
32
43
15
7
3
100

Chart 4.2.13
Encouragement for good performance

percentage

di
sa
gr
ee
St
ro
ng
ly

eu
tr
al

No of respondents

St
ro
ng
ly

Ag
re
e

100
90
80
70
60
50
40
30
20
10
0

INTERPRETATION:

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From the above table it is interpretated that 22% of the employees strongly agreed to
encouragement on good performance, 37% strongly agreed, 19% remained neutral, 18% and
4% disagreed and strongly diaagreed respectively in encouragement on good
performanceTable 4.2.15 view of respondents on level of satisfaction
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
23
66
7
3
1
100

percentage
23
66
7
3
1
100

Chart 4.2.15
Level of satisfaction
70
60
50
40

No of respondents

30

percentage

20
10
0
Strongly Agree

Neutral

Strongly disagree

INTERPRETATION:

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From the above chart it is found that 23% of the employees strongly agreed to level of
satisfaction, whereas only 1% was strongly disagreeing to it.Table 4.2.16 view of respondents
on organization rules and regulation
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
25
54
8
10
3
100

percentage
25
54
8
10
3
100

Chart 4.2.16
Organization rules and regulations

No of respondents

8%

10% 3%

Strongly Agree
Agree

25%

Neutral
Disagree
Strongly disagree

54%

INTERPRETATION:

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From the above table it is analyzed that 25% respondents are strongly agreeing to following
rules and regulations, 54% agreed %, 8% neither agreed nor disagreed, 10%disagreed and
3% strongly disagreedTable 4.2.17 view of respondents on facilities provided
Options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
28
42
8
19
11
100

percentage
28
42
8
19
11
100

Chart 4.2.17
Facilities provided

Strongly disagree
Disagree
percentage

Neutral

No of respondents
Agree
Strongly Agree
0 10 20 30 40 50 60 70 80 90

INTERPRETATION:

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From the above table it is interpretated that 28% of the employees strongly agreed to facilities
provided, 42% agreed, 8% remained neutral, 18% and 4% disagreed and strongly disagreed
respectively in facilities provided. Table 4.2.18 view of respondents on safe working
environment
options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
61
33
3
2
1
100

Chart 4.2.18
Safe working environment
Strongly disagree
Disagree
Neutral

No of respondents
Percentage

Agree
Strongly Agree
0 10 20 30 40 50 60 70

INTERPRETATION:

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Percentage
61
33
2
3
1
100

From the above chart it is found that most of the employees strongly agreed to having safe
working environment, whereas only 1% was strongly disagreeing to it.Table 4.2.19 view of
respondents on clean and hygienic work environment
options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
21
35
14
23
7
100

Chart 4.2.19
Clean and hygienic work environment
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree
7%
21%
7%

23%

21%

23%

14%
14%

35%
35%

INTERPRETATION:

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percentage
21
35
14
23
7
100

From the above table it is interpretated that 21% of the employees strongly agreed tohaving
better working conditions,35% agreed, 14% remained neutral, 23% and 7% disagreed and
strongly disagreed respectively.Table 4.2.20 view of respondents on discussion with
superiors
options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
17
36
23
16
8
100

percentage
17
36
23
16
8
100

Chart 4.2.20
Discussion with superiors
40
35
30
25
No of respondents

20

percentage

15
10
5
0
Strongly Agree

Neutral

Strongly disagree

INTERPRETATION:
From the above table it is analyzed that 17% respondents are strongly agreeing to having
discussions with the superiors , 36% agreed %, 23% neither agreed nor disagreed,
16%disagreed and 8% strongly disagreed.

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Table 4.2.21 view of respondents on performance appraisal

options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
18
55
21
4
2
100

percentage
18
55
21
4
2
100

Chart 4.2.21
Performance appraisal
60
50
40
30
20
10
0
Strongly Agree

Agree

Neutral

percentage

Disagree Strongly disagree

No of respondents

INTERPRETATION:
From the above chart it is found that 18% of the employees strongly agreed to performance
appraisal, 55% agreed whereas only 2% was strongly disagreeing to it.

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Table 4.2.22 view of respondents on change of job

options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
15
60
15
7
3
100

percentage
15
60
15
7
3
100

Chart 4.2.22
Change of job
70
60
50
40
No of respondents
30

percentage

20
10
0
0.5

1.5

2.5

3.5

4.5

5.5

INTERPRETATION:

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From the above table it is interpretated that 15% of the employees strongly agreed to change
the job if the task alloted is monotonous ,60% agreed, 15% remained neutral, 7% disagreed
and 3% strongly disagreed .Table 4.2.24 view of respondents on knowledge sharing activities
options
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Total

a.
b.
c.
d.
e.

No of respondents
25
65
6
4
0
100

Percentage
25
65
6
4
0
100

Chart 4.2.24
Knowledge sharing activities

St
ro
ng
ly

di
sa
gr
ee

D
is
ag
re
e

eu
tr
al
N

Ag
re
e

St
ro
ng
ly

Ag
re
e

70
60
50
40
30
20
10
0

No of respondents

percentage

INTERPRETATION:
From the above chart it is found that most of the employees agreed in sharing their
knowledge within the team.

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Chapter-5
Findings
The chapter highlights major inference drawn from the study results and also presents
certain workable suggestions for implementation.
Most of the employees have felt that they are successful in attaining their career
objective.
Very few employees disagreed to do the work even though inspite of not liking it.
Almost all the employees agreed upon the organization providing a safer
environment.
Though most of the employees used to complete their job on time, there were few
who disagreed.
It has been found that employees will look forward to change in job if the job allotted
to them is monotonous.
Many of the employees felt their efforts are not been encouraged and recognized.
Most of the employees considered the constant training provided to them is enhancing
their career.
Among the respondents very few disagreed to not following the rules and regulations
of the organization.
Half of the employees were not satisfactory with the working condition provided.
Majority of the respondents were happy with their growth in the organization.

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Suggestions
Awareness about career planning and development has to be made among employees.
Proper training and development activities have to be provided to the employees.
The organization must improve upon their working conditions.
Employees should be motivated with rewards and recognisation.
Superiors must encourage their subordinates to perform better.
Trust and good faith have to be inculcated in employees through team building
exercises.

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CHAPTER-6
Conclusion
Career planning and development programs as we find from the study plays crucial role in
employee as well as organizations development. Career planning is an integral part of every
organization. It motivates and inspires employees to work harder and keeps them loyal
towards the organization. Career planning helps an employee know the career opportunities
available in organization. This knowledge enables the employee to select the career most
suitable to his potential and this helps to improve employees morale and productivity. On the
basis questionnaire and personal interviews with the employees It was also found that
promotion is the major reason that sticks them with the current job. Employees also prefer
sound recognisation as well as proper training. So for conclusion, the objectives of the study,
to get the overall knowledge about actually what the career planning and development is, the
scope of such programs in the banking industry are adequately fulfilled. And study concludes
that in banking industry because of its monotonous task and due to tough pressure as well as
more stress and frustration, need to be handling the careers of most valuable asset that is the
People. Conclusively that was worthwhile to choose such topic as project, which is not only
important for an employee and employer, But for the researcher also to select the career, a in
particular line and may be a particular industry in which one wants to make the career and
get enough chances of advancement in career.

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Questionnaire
CAREER PLANNING AND DEVELOPMANT OF EMPLOYEES IN BANK

Name :
Qualification :
Marital Status :
Age :

Married

Adult (21-40) years

Years of experience :
years

Single

Less than 5 years

More than 15 years

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Mid life Adults (40-55) years

6 to 10 years

11 to 15

The response is collected on a five point scale

1 = strongly agree
2=agree
3=neutral
4=disagree
5=strongly disagree

No

particulars

Strongly
agreed

Agreed

Neutral

Disagre
e

Strongly
disagree

3.
4. It is important for me to work
hard, even if I dont like the
work
2
1

1.
2. I have been
successful in
attaining my career objectives
1

5.
6. I will give the best of my
abilities to the organization.
3
7.
8. I always wish to complete my
job on time
4
9.
10. I have used all the skills in my
job
5
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11.
12. I have been involved in lot of
activities which are part of my
job
6
1

13.
14.
15. I have been positions offered for
a comfortable fit.
7
1

16.
17. I am aware of career planning
exercise done in banks
8 18.
1

3
9

I have the freedom to do what I 1

want in my job

10

I am afraid to take risks in my 1

job

4
My manager encourage me to
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11

take up creative job

12

This qualities have been 1

recognized and rewarded in my
work place

13

The
company
encourages 1
employee for good performance

14

There is a high level of team 1

spirit in my organization

I have good growth in my

organization
15

All facilities require to my job is

provided

17

18

Company provides me a safer 1

environment

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My workplace has clean and

hygienic environment
19

20

I frequent discuss with team

supervisors to plan ahead for my
advancement
1

21

The performance appraisal

process
paves
for
good
advancement in career
1

22

I constantly look forward for

change in job if allotted task is
monotonous
1

Opportunities for advancement

are encouraged
23

24

Constant training is provided by

my organization to enhance my
career
1

25

Supervisor
encourages
for
knowledge sharing activities
within the team
1

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