A STUDY OF HRD POLICY OF BANK OF BARODA &IMPACT OF CUSTOMER SATISFACTION AND ITS IMPROVEMENT LEVEL

INSTITUTE OF SCIENCE AND MANAGEMENT

Presented By ---

Amresh Kumar Roll No.34

3rd Semester

PROFILE OF BANK OF BARODA

Bank of Baroda started in 1908 from a small building in Baroda to its new hi-rise and hi-tech Baroda Corporate Centre in Mumbai is a saga of vision, grass root wisdom, people’s performance, enterprise, financial prudence and corporate governance. It has been a long and eventful journey of almost a century across 25 countries.

VISION & MISSION

 

LOGO

BOB new logo is a unique representation of a universal symbol. It comprises dual ‘B’ letterforms that hold the rays of the rising sun. We call this the Baroda Sun. The sun is an excellent representation of what BOB bank stands for. It is the single most powerful source of light and energy – its far reaching rays dispel darkness to illuminate everything they touch.

HUMAN RESOURCE Recruitment Strategy Planning Hiring Processes(recruitment) Selection Induction and Orientation Training and Development Performance Evaluation and Management Transfer and Placement Manpower Planning Promotions Redundancy Industrial and Employee Relations Record keeping of all personal data. Wage Administration Compensation, pensions, bonuses etc in liaison with Payroll Confidential advice to internal 'customers' in relation to problems at work. Career development HR Litigations

HR MISSION

HR BUSINESS MODEL

POLICIES OF HR IMPLEMENTED IN BANK OF BARODA

HR Resourcing Policy Introducing of scheme on Mentoring for all newly recruited officers joining in banking service.

Selection of officers for OVERSEAS posting. Transfers of officers in JMG/S-I to MMG-III . E- Learning modules through oracle learning management module of HRnes-HRMS.

Employee performance management system

CONTINUE.. New Performance Management System Description of the 5 Basic pillars 1.Performance planning 2.Performance observation 3.Performance Analysis 4.Performance Review Discussion 5.Performancer Development Plan

CONTINUE..

HR AUDIT IN BANK OF BARODA INDUSTRIAL RELATION POLICY

ORGANIZATIONAL STRUCTURE

IMPACT OF CUSTOMER SATISFACTION AND ITS IMPROVEMENT LEVEL

The purpose of this study is to compare the both public sector banks and private sector banks in terms of customer satisfaction and to study the various variables of service quality using Questionnaire. The work has been carried out with the objective of understanding the reasons of customer dissatisfaction and what are the opportunity areas wherein these banks need to focus and strengthen their Customer Relationship and Management practices. The research work uses both the sources of information, i.e. Primary and Secondary sources, and thereafter Questionnaire has been used to identify the discrepancy in the service delivery system. Finally the study concludes by giving some recommendations to improve in the area where these banks do not meet the expectation of their customers.

DRIVING CUSTOMER SATISFACTION THROUGH HR Creating and Maintaining a Service Climate

HR: Champion of the Service Climate

Climate Service

ANALYSIS OF QUESTIONS ASKED BY THE DIFFERENT CUSTOMERS AT DIFFERENT BRANCHES

Suggestions and recommendations by the customers to improve the better services in Bank Of Baroda

CONCLUSIONS

The objective of Human Resources is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner. This is possible only when BOB customers are satisfied from BOB services .So BOB HR policy must be frame with taking the initiative of their customers for the retention in the organization.